Boundary Community Development Committee Wednesday, September

Boundary Community Development Committee

Wednesday, September 4, 2019 - 10:00 am

The Regional District of Kootenay Boundary Board Room, Grand Forks, BC

A G E N D A

1. CALL TO ORDER

2. ADOPTION OF AGENDA (ADDITIONS/DELETIONS)

A) The agenda for the September 4, 2019 Boundary Community Development Committee meeting is presented.

Recommendation: That the agenda for the September 4, 2019 Boundary Community Development Committee meeting be adopted as presented.

3. ADOPTION OF MINUTES

A) The minutes of the August 7, 2019 Boundary Community Development Committee meeting are presented. Minutes - 07 Aug 2019 - BCDC - Sept 4, 2019 Pdf

Recommendation: That the minutes of the August 7, 2019 Boundary Community Development Committee meeting be adopted as presented.

4. GENERAL DELEGATIONS

A) Carol Schultz, Grand Forks Veterinarian Re: Presentation

B) Chelsea Mossey - Local Government Relations Manager, BC Transit Re: Presentation

C) Jeff Fero, Marketing and Community Relations - GFCU Re: Chamber of Commerce Update

5. OLD BUSINESS

A) Donna Dean, Manager of Planning and Development Re: Watershed Service Work Plan Update BIWS Annual Work Plan Progress - BCDC - Sept 4, 2019

Recommendation: That the Boundary Integrated Watershed Service Work Plan Update be received as presented.

B) Donna Dean, Manager of Planning and Development Re: Kettle River Watershed Advisory Council Membership List

Staff Report - KRWAC Membership List - BCDC - Sept 4, 2019

Recommendation: That the list of voting members for the Kettle River Watershed Advisory Council presented to the Boundary Community Development Committee at their September 4, 2019 meeting be forwarded to the Regional District of Kootenay Boundary Board of Directors with a recommendation to approve their appointments.

C) Janine Dougall, General Manager of Environmental Services Re: 2019 Work Plan Update - Grand Forks/Area D Mosquito Control 080 Service

A Staff Report from Janine Dougall, General Manager of Environmental Services that provides an update on the implementation of the 2019 Work Plan for the Grand Forks/Area “D” Mosquito Control 080 Service is presented. Staff Report-Mosquito Control Grand Forks/Area D Work Plan September Update-BCDC-Sept4,2019 - Pdf 2019 Work Plan 080 Mosquito Control Grand Forks Area D (Final)

Recommendation: That the Boundary Community Development Committee receive the report from Janine Dougall, General Manager of Environmental Services titled “Mosquito Control - Grand Forks/Area “D” 2019 Work Plan – September Update” and dated September 4, 2019.

D) T. Sprado, Manager of Facilities and Recreation Re: Project Status Report - Service 021, 030, 031 and 040 Staff Report - Project Updates - Work plans - BCDC - Sept 4, 2019

Recommendation: That the staff report from T. Sprado, Manager of Facilities and Recreation, regarding the Project Status Report - Service 021, 030, 031 and 040 be received as presented.

6. NEW BUSINESS

A) V. Gee Re: Discussion - Tourist Information Locations and Associations

B) V. Gee Re: Discussion - Charging for Electric Vehicle Charging Use

C) Information Re: Support Letter for TOTA's Grant Application for Highway 3 Corridor Planning and Development McGregor to TOTA re Support for Hwy 3 corridor planning and development Aug 13, 2019- BCDC - Sept 4, 2019 Highway 3 Corridor Destination Development Action Plan - BCDC - Sept 4, 2019

Recommendation: That the letter from Chair McGregor to TOTA regarding support for the grant application for Highway 3 corridor planning and development and the Highway 3 Corridor Destination Development Plan be received for information.

D) Information Re: Boundary Country Tourism News Boundary Country Tourism - BCDC - Sept 4, 2019

Recommendation: That the Boundary Country Tourism News be received for information.

E) Information Re: Destination BC - Cooperative Marketing Partnerships Program - Interim Report 2019/20 DBC Provincial Coop Marketing Program - Interim Report FY1920 - Boundary Country - BCDC - Sept 4, 2019

Recommendation: That the Destination BC - Cooperative Marketing Partnerships Program Interim Report 2019/20 be received for information.

F) West Boundary Recreation Grant Application Re: Midway Community Association

A grant application from the Midway Community Association for $3,875.00 is presented for consideration. WBRec application - Midway Community Association - BCDC - Sept 4, 2019

Recommendation: That the Regional District of Kootenay Boundary Board of Directors approve the West Boundary Recreation grant application from the Midway Community Association (MCA) for $3,875 to facilitate the running of the two recreation programs the MCA sponsors at the Midway Community Hall.

G) Simone Carlysle-Smith, Project Manager, TOTA Re: Boundary Country Update - August 28, 2019

The TOTA Monthly Update is attached for information. TOTA Monthly Update Aug 28 2019 - BCDC - Sept 4, 2019

Recommendation: That the TOTA Monthly Update be received as presented.

7. LATE (EMERGENT) ITEMS

8. DISCUSSION OF ITEMS FOR FUTURE AGENDAS

9. QUESTION PERIOD FOR PUBLIC AND MEDIA

10. CLOSED (IN CAMERA) SESSION

11. ADJOURNMENT

Attachment # 3.A)

Boundary Community Development Committee

Minutes Wednesday, August 7, 2019 RDKB Board Room, Grand Forks, BC

Committee members present: Director G. McGregor, Chair Director R. Russell Director V. Gee Director B. Taylor Director R. Dunsdon Director G. Shaw

Staff present: J. Chandler, General Manager of Operations/Deputy CAO M. Forster, Executive Assistant/Recording Secretary D. Dean, Manager of Planning and Development K. Anderson, Watershed Planner

CALL TO ORDER

The Chair called the meeting to order at 10:00 am.

CLOSED (IN CAMERA) SESSION

Proceed to Closed Meeting pursuant to Section 90 (1) (j) of the Community Charter.

Moved: Director Russell Seconded: Director Shaw

That the Boundary Community Development Committee proceed to a closed meeting pursuant to Section 90 (1)(j) of the Community Charter at 10:02 am.

Carried

Page 1 of 7 Boundary Community Development Committee August 7, 2019

Page 1 of 7 Attachment # 3.A)

The Boundary Community Development Committee reconvened to the open meeting at 10:25 am.

ITEMS FOR RELEASE TO OPEN MEETING

Update and Correspondence to Grand Forks Veterinarian

The following Closed Meeting recommendation was released to the Open Meeting:

Moved: Director Russell Seconded: Director Shaw

That the Boundary Community Development Committee directs staff to continue to reinforce the direction of the Regional District and formally work with the vet to terminate operations at the animal control building including issuing a letter to terminate operations on or before September 30th, 2019.

Carried

ADOPTION OF AGENDA (ADDITIONS/DELETIONS)

The agenda for the August 7, 2019 Boundary Community Development Committee meeting was presented. The order of the agenda was changed.

Moved: Director Dunsdon Seconded: Director Russell

That the agenda for the August 7, 2019 Boundary Community Development Committee meeting be adopted as amended.

Carried

ADOPTION OF MINUTES

The minutes of the July 3, 2019 Boundary Community Development Committee meeting were presented.

The minutes were amended with a change to Director Dunsdon's discussion on "West End Transportation". The "Village of Midway" was changed to read "Parkview Manor in Midway".

Moved: Director Gee Seconded: Director Shaw

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That the minutes of the July 3, 2019 Boundary Community Development Committee meeting be adopted as amended.

Carried

GENERAL DELEGATIONS

There were no delegations present.

OLD BUSINESS

D. Dean, Manager of Planning and Development Re: Boundary Integrated Watershed Service Structure

Revised Terms of Reference were presented to the Committee for consideration. After general discussion and suggested amendments to the Terms of Reference, it was;

Moved: Director Russell Seconded: Director Shaw

That the Regional District of Kootenay Boundary Board of Directors adopt the Terms of Reference for the newly named Kettle River Watershed Advisory Council with the following amendments: 1. Quorum specification as determined by staff 2. Naming of the First Nations individually as determined by staff to include the Ktunaxa Nation, Secwepemc Nation and Sylix Okanagan Nation 3. Mileage compensation for members or alternates (but not both) 4. Two members, instead of one, included for each interest group 5. Two seats for mining and two for other industry 6. Removal of reference to WSA implementation from MoE representation 7. Name change to Kettle River Watershed Advisory Council 8. Clarification around the Washington State representative, and 9. Removal of the words "who will also be invited to attend meetings".

Carried

Watershed updates will be added as a standing item on future agendas.

D. Dean, Manager of Planning and Development, and K. Anderson, Watershed Planner, left the meeting at 11:13 am.

Page 3 of 7 Boundary Community Development Committee August 7, 2019

Page 3 of 7 Attachment # 3.A)

J. Chandler, General Manager of Operations/Deputy CAO Re: Community Forests - Report and Next Steps

J. Chandler, General Manager of Operations/Deputy CAO, presented a staff report which provided the Committee with an update for the next steps and review of the goals and objectives for pursuit of a Community Forest.

Discussion ensued on revenue uses from a future Community Forest. There was general agreement to have a fulsome discussion on Community Forests to identify objectives at the September BCDC meeting. D. Macmaster, Fibre Manager - Vaagen Fibre Canada and S. Mulkey, Manager of Extension and Communication, BC Community Forest Association will be invited to attend the meeting.

Prior to next year's budget, funding will be allocated for an individual person to assist with Community Forest development.

Moved: Director Taylor Seconded: Director Dunsdon

That the staff report from J. Chandler, General Manager of Operations/Deputy CAO, be received as presented.

Carried

NEW BUSINESS

M. Andison, CAO Re: Boundary Recreational Trails Master Plan Phase 2 Work Plan, Budget and Working Group

A staff report from Mark Andison, CAO regarding changes to the scope, public engagement, and budget associated with Phase 2 of the Boundary Recreational Trails Master Plan process was presented.

The Committee members reviewed the Phase 2 Working Group membership and it was agreed to add Mark Szynkaruk and Ross Elliot to the working group.

Moved: Director Dunsdon Seconded: Director Shaw

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Page 4 of 7 Attachment # 3.A)

That the Boundary Community Development Committee approve receipt of the staff report from M. Andison, CAO, regarding Boundary Recreational Trails Master Plan Phase 2 Work Plan, budget and working group. FURTHER, that Ross Elliot and Mark Mark Szynkaruk be added to the working group.

Carried

Simone Carlysle-Smith, TOTA Re: Boundary Country Tourism Monthly Update - June/July 2019

The Committee reviewed the monthly reports provided by TOTA. Discussion ensued on domain and hosting services. TOTA had requested assistance/options from the RDKB for domain and web hosting services. It was agreed to have further conversations at a future meeting in this regard.

Discussion also ensued around crisis management communication. Clarification will be sought around this communication so that TOTA is not expecting RDKB to take on the task of tourism crisis management communication.

Moved: Director Russell Seconded: Director Dunsdon

That the TOTA monthly updates for June and July 2019 be received as presented.

Carried

Information Re: FLNRO Letter - Columbia and Western Rail Trail

The Committee members reviewed the letter from FLNRORD regarding changes in designation of the recreational trail. Concerns were expressed around trail maintenance, implications of changes in designation and consultation process with the public.

Moved: Director Russell Seconded: Director Taylor

That the Boundary Community Development Committee directs staff to request that FLNRORD be asked to extend the period to receive input on the proposal given the Committee's lack of clarity around the outcomes of such a change in designation. FURTHER, that FLNRORD be requested to provide more information about the implications on such a cancellation of recreational trail designation to Boundary area communities and trail users, including responsibilities for maintenance going forward, and what designation may be applied to the trail in the future. FURTHER, what public

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consultation will take place or has taken place for this proposed change. FURTHER, what precedents that this change may set for other locations in the Province.

Carried

J. Chandler, General Manager of Operations/Deputy CAO Re: BC Transit 2019-2020 Annual Operating Agreement

A copy of the proposed Annual Operating Agreement was attached.

Discussion arose around public consultation outside of BC Transit, and conducting a service review.

Moved: Director Russell Seconded: Director Shaw

That the Boundary Community Development Committee directs staff to explore the service review process, what it would entail and provide a report to the Committee. FURTHER, that the BC Transit 2019-2020 Annual Operating Agreement be received as presented.

Carried

Director Dunsdon left the meeting at 12:11 pm.

Information Re: Kootenay Boundary Animal Control Report - July 2019

The Animal Control Report - July 2019, was presented and reviewed by the Committee. Questions arose in regards to listing specific individual names in the report and the application of FOIPPA. Staff will follow up in this regard.

Moved: Director Shaw Seconded: Director Taylor

That the Kootenay Boundary Animal Control Report for July 2019 be received as presented.

Carried

LATE (EMERGENT) ITEMS

There were no late (emergent) items for discussion. Page 6 of 7 Boundary Community Development Committee August 7, 2019

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DISCUSSION OF ITEMS FOR FUTURE AGENDAS

1. Discussion on domain and hosting services support for small societies who can't afford their own website VS staff support for that facility VS support for organizations that are directly contracted with the RDKB and where the RDKB might fall in that. 2. Discussion on possible repercussions on domain and hosting services support and if there is a common solution.

QUESTION PERIOD FOR PUBLIC AND MEDIA

A question period for public and media was not required.

ADJOURNMENT

The meeting adjourned at 12:24 pm.

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Page 7 of 7 Page 1 of 3 Tremblay Industrial Development Permit – Electoral Area ‘A’ Planning and Development Committee – October 2006

Attachment # 5.A)

Boundary Community Development Committee Staff Report

RE: Boundary Integrated Watershed Service Annual Work Plan Progress to Date Date: September 4, 2019 File # BIWS Admin-2019 To: Chair McGregor and Members of the BCDC Committee From: Donna Dean, Manager of Planning and Development and Kristina Anderson, Watershed Planner

Issue Introduction The purpose of this report is to provide you with an update on progress to date on the Boundary Integrated Watershed Annual Work Plan, which was adopted in February 2019.

Project Updates While Kristina has only been working with us since July, she has initiated work on each of the projects identified for 2019 as described below: 1. Develop and Begin  Working on migration of the Kettle River Implementation of a Watershed website into the RDKB website Communications as well as migrating the facebook page Strategy previously used by Collective Roots to the RDKB.  Working on a press release for the new Kettle River Watershed Advisory Council.  Reviewing the Communications Strategy for Drought Management.  Exploring potential applications for ‘start the conversation’.  Working with local stewardship groups and water suppliers to gain understanding where the communication gaps are and what would help.  Supporting the production of a floodplain elevation map that would show the collected 2018 photographic information.

Page 1 of 3 Page 2 of 3 Tremblay Industrial Development Permit – Electoral Area ‘A’ Planning and Development Committee – October 2006

Attachment # 5.A)

2. Identify Gaps in Water  Researching gaps in data and looking at a Quality Data training program for basic water quality and quantity monitoring for volunteers.  Relationship building with MOE (Lake Monitoring) and IHA (Drinking Water). 3. Identify Gaps in Water  Research potential funding sources to Quantity Data purchase a flow metre to measure discharge on smaller ‘indicator’ streams.  Obtained staff gauges for placement in various streams for monitoring.  Connection with the Province on the cumulative effects study, working with Emergency Management, hydrometric researchers and the Province to identify gaps and possible solutions. 4. Feasibility/Scoping of a  Exploring options to make data collected Digital Map-Based under the BIWS available on our web site. Watershed Information  It is possible that a shell of a Digital Map- Based Watershed Information platform identifying reports will be completed by the winter with additional reports to be added over time.

Other initiatives that Kristina is involved with include:  Weekly participation in Provincial Drought Coordination calls; collecting supporting information which includes water temperatures, water levels (visual), assessment of seven Water Survey of Canada stations, communication with Boundary water suppliers and stewardship groups, regular communication with the Province.  Research, public relations and working with the Province on reported low flows on July Creek.  Completed edits on and forwarded the Drought Response Plan to the Province for comment.  Preparation for the Kettle River Watershed Advisory Council meeting on September 19, 2019.  Relationship building with various stakeholders and residents in the watershed, including responding to low stream water concerns throughout the Boundary region.

Page 2 of 3 Page 3 of 3 Tremblay Industrial Development Permit – Electoral Area ‘A’ Planning and Development Committee – October 2006

Attachment # 5.A)

 Relationship building with organizations and groups outside of the Boundary region for support and a better understanding towards reducing data gaps and addressing action items from the Kettle River Management Plan.  Preparing for the next UBCM intake for a grant to update the floodplain mapping, which is due January 20, 2020.  Working with Farm Advantage and the Kootenay Boundary Farm Advisors to explore the possibility of using the Boundary region as a test for (1) Agricultural optimization of water use and (2) riparian rehabilitation and landowner support.  Working with Ministry of Agriculture and Kootenay Boundary Farm Advisors on an education program regarding effective irrigation practices.

Recommendation That the staff report regarding the progress to date on the 2019 Boundary Integrated Watershed Service Annual Work Plan be received.

Page 3 of 3

Attachment # 5.B)

Boundary Community Development Committee Staff Report

RE: Kettle River Watershed Advisory Council Membership List Date: September 4, 2019 File # BIWS-Advisory Council To: Chair McGregor and Members of the BCDC Committee From: Donna Dean, Manager of Planning and Development

Issue Introduction The purpose of this report is to present a list of potential members for the Kettle River Watershed Advisory Council (KRWAC) ahead of their meeting scheduled for Thursday September 19, 2019.

List of Potential Voting Members Based on reaching out to current members, the following list is presented. While not all the spaces are filled, additional members can be added over the coming months. There are a total of 18 positions on the KRWAC; however at this time we only have confirmation from 10. Category (two positions for each) Potential KRWAC Member Forestry – Large Ron Palmer, Interfor, Superintendent, Forestry Tenure Planner Vacant Forestry – Small Dan MacMaster, Fibre Manager, Vaagen Fibre business Canada; West Boundary Community Forest; First Nations Vacant Industry Vacant Vacant Mining Al Wait, mineral exploration representative Vacant Agriculture Jamie Jaynes, Farmer, member of the Boundary Agriculture and Food Advisory Council Doug Fossen, Director Cattleman’s Association

Page 1 of 2 Y:\Agenda Items\Boundary Community Development Committee\2019\September\2019-09-04 BCDC KRWAC Membership List.docx

Attachment # 5.B)

Stewardship or Suzanne Vincent, CL Stewardship Society Environmental Group Jennifer Houghton, Boundary Forest Watershed Stewardship Society Tourism and Ciel Sander, Trails to the Boundary Society Recreation Vacant Water Purveyors Kathy O’Malley, Fife Water Users Community Mike Jones, Grand Forks and Covert Irrigation Districts Members at Large Vacant Vacant

Recommendation That the list of voting members for the Kettle River Watershed Advisory Council presented to the Boundary Community Development Committee at their September 4, 2019 meeting be forwarded to the Regional District of Kootenay Boundary Board of Directors with a recommendation to approve their appointments.

Page 2 of 2 Y:\Agenda Items\Boundary Community Development Committee\2019\September\2019-09-04 BCDC KRWAC Membership List.docx Attachment # 5.C)

STAFF REPORT

Date: 04 Sep 2019 File ES - Mosquito Control To: Chair McGregor and Boundary Community Development Committee From: Janine Dougall, General Manager of Environmental Services Re: Mosquito Control - Grand Forks/Area "D" 2019 Work Plan - September Update

Issue Introduction A Staff Report from Janine Dougall, General Manager of Environmental Services which provides an update on the implementation of the 2019 Work Plan for the Grand Forks/Area “D” Mosquito Control 080 Service.

History/Background Factors The 2019 Work Plan and budget for the 080 Service has assumed a similar program and level of effort as that in 2018. The program is primarily operational based and actual work completed will be dependent on local weather patterns.

Implications 080 Service – Mosquito Control – Grand Forks/Area "D"

2019 Project List Budget Status Award new contract for N/A Not Initiated – Work planned mosquito control work – to be started in the fall of current contract with 2019. Morrow Bioscience Ltd. expires on January 31, 2020.

It is planned to have the procurement process completed prior to the end of 2019 to allow for any updated costing to be included in the 2020 Budget process. Attachment # 5.C)

2020 Proposed Projects At this time staff are investigating the need to include budget as well as staff time allocation to complete an update to the RDKB Pest Management Plan as the current authorization expires in April 2021.

Advancement of Strategic Planning Goals We will review and measure service performance and we will continue to focus on good management and governance.

Background Information Provided Mosquito Control – Grand Forks/Area “D” - 2019 Work Plan

Alternatives 1. That the Boundary Community Development Committee receive the report from Janine Dougall, General Manager of Environmental Services titled “Mosquito Control - Grand Forks/Area “D” - 2019 Work Plan – September Update” and dated September 4, 2019. 2. That the Boundary Community Development Committee not receive the report.

Recommendation(s) That the Boundary Community Development Committee receive the report from Janine Dougall, General Manager of Environmental Services titled “Mosquito Control - Grand Forks/Area “D” 2019 Work Plan – September Update” and dated September 4, 2019. Attachment # 5.C)

Mosquito Control - Grand Forks, Area ‘D’

2019 Work Plan

Mosquito Control - Grand Forks, Area ‘D’ 2018 Janine Dougall, General Manager, Environmental Services

Attachment # 5.C)

Mosquito Control - Grand Forks, Area ‘D’

2019 Work Plan

Service Name: Mosquito Control - Grand Forks, Area ‘D’

Service Number: 080

Committee Having Jurisdiction: Board of Directors

General Manager/Manager Responsible: Janine Dougall, General Manager of Environmental Services

Description of Service: Service controls nuisance mosquitos in Electoral Area 'D'/Rural Grand Forks and Grand Forks. Service is completely contracted out to a specialist contractor. Control methods include aerial and ground based applications of larvaecide to kill mosquitos in the larvae stage. Contract work also includes monitoring, mapping as well as public education and response to complaint calls.

Establishing Authority: Authority to provide service under Supplementary Letters Patent dated April 22, 1969, amended April 30, 1981.

Requisition Limit: $0.50 per 1000 of assessed value based on assessments. The maximum calculated tax requisition is $60,841.

2018 Requisition / Budgeted Expenditures / Actual Expenditures: Requisition - $55,143 / Budgeted Expenditures = $86,172 / Estimated Actual Expenditures - $85,885

Regulatory or Administrative Bylaws: Not Applicable

1 Attachment # 5.C)

Service Area / Participants: City of Grand Forks and Electoral Area ‘D’

Service Levels Control nuisance mosquitos at Grand Forks and Area ‘D’ as resources, time and conditions permit.

Human Resources: GM of Environmental Services (5.2% FTE), contracted control work (Morrow Bioscience Ltd.).

2018 Accomplishments: 2018 was a very challenging year for mosquito control work due to the flooding that significantly impacted the area, access and timing of treatment. The Granby River and Kettle River near Grand Forks reached record high levels in 2018 with both rivers rising at rapid rates until simultaneously peaking on the 10th of May. These historically high river levels led to mosquito development sites that were spread out over large and unpredictable areas. Despite considerable aerial and ground reconnaissance events, some sites unfortunately were undetected which resulted in high levels of adult mosquito populations.

Ground treatments started on April 20, 2018 with aerial treatments initiated in May. Monitoring and mapping activities occurred throughout the mosquito control season. In low-water years, the aerial application portion of the Grand Forks mosquito program becomes less important because field staff can access most sites throughout the season. However, once the Granby River and Kettle River levels approach flood stage and when local ambient temperatures are sufficiently high, certain sites become harder to treat by hand. Additionally, this year most sites became active with high mosquito abundance at the same point, making multiple large-scale aerial campaigns a necessity.

Images below were taken during an aerial treatment conducted five days following the peak in both regional rivers. Historically high flooding greatly hindered the ability to monitor sites due to road closures and RCMP-enforced restricted access only. Specifically, Morrow Bioscience Ltd. field technicians were not allowed to access certain sites in Grand Forks from May 9-21, 2018.

2 Attachment # 5.C)

IMAGES OF GRAND FORKS TAKEN VIA HELICOPTER ON 15 MAY 2018 DURING AN AERIAL TREATMENT CAMPAIGN SHOWING HISTORICAL FLOODING SEVERITY AND STANDING WATER IN EXCESS OF ANY PREVIOUSLY RECORDED. PHOTOS COURTESY OF MORROW BIOSCIENCE LTD.

Drone technology was tested in the Granby area as a methodology for aerial application of larvaecide. It is predicted that the use of drone technology will reduce costs and be as effective as the use of helicopters. Unfortunately, although the test initially went well, the use of the drone was shut down by the Pest Management Regulatory Agency (Federal body that regulates pesticides and labels) due to a labelling issue. The Pest Management Regulatory Agency ruled that since drones are not specified on the label for the larvaecide, they could not be used to apply the product. Morrow Bioscience Ltd. is looking into avenues to obtain permission for the use of the drone technology in 2019.

Significant Issues and Trends: Over the past three years high water levels and flooding events have impacted mosquito control work. The flooding in 2018 significantly changed water flow paths and sites not previously identified as mosquito habitat were flooded and dormant eggs hatched. The changes in weather patterns suggest that the flooding of mosquito habitats is becoming less predictable and this will result in greater challenges in conducting control work.

To test alternate control methods, over the past two seasons, the RDKB has installed bat and sparrow boxes to supplement the larvaeciding work. Observations of the installed boxes suggests that few individuals from the target species are living in the boxes. The habits of the target species suggest that it will take a few seasons for the installed habitats to be fully occupied at which time the effectiveness in controlling mosquitos may be improved. It is concluded that presently, the efficacy of the alternate control methods is poor, however it is likely that there will be stakeholders that will wish to pursue these methods further.

3 Attachment # 5.C)

2019 Program/Projects: The 2019 mosquito control program will be dependent on the weather patterns. The budget has assumed a similar program and level of effort as that in 2018.

In 2018 West Nile Virus was detected in the Cranbrook area which may result in future changes to the RDKB program. It is anticipated that in 2019 this issue will be monitored and be considered in the development of subsequent contracts and future work plans.

The current contract with Morrow Bioscience Ltd. expires on January 31, 2020. As such, a project for 2019 will be a procurement process to allow for contract work to be initiated in the spring of 2020.

4 Attachment # 5.C)

Mosquito Control - Grand Forks, Area ‘D’

2019 Work Plan

Mosquito Control - Grand Forks, Area ‘D’ 2018 Janine Dougall, General Manager, Environmental Services

Attachment # 5.C)

Mosquito Control - Grand Forks, Area ‘D’

2019 Work Plan

Service Name: Mosquito Control - Grand Forks, Area ‘D’

Service Number: 080

Committee Having Jurisdiction: Board of Directors

General Manager/Manager Responsible: Janine Dougall, General Manager of Environmental Services

Establishing Authority: Authority to provide service under Supplementary Letters Patent dated April 22, 1969, amended April 30, 1981.

Requisition Limit: $0.50 per 1000 of assessed value based on assessments. The maximum calculated tax requisition is $60,841.

2018 Requisition / Budgeted Expenditures / Actual Expenditures: Requisition - $55,143 / Budgeted Expenditures = $86,172 / Estimated Actual Expenditures - $85,885

Regulatory or Administrative Bylaws: Not Applicable

1 Attachment # 5.C)

Service Area / Participants: City of Grand Forks and Electoral Area ‘D’

Service Levels Control nuisance mosquitos at Grand Forks and Area ‘D’ as resources, time and conditions permit.

Human Resources: GM of Environmental Services (5.2% FTE), contracted control work (Morrow Bioscience Ltd.).

2 Attachment # 5.C)

3 Attachment # 5.C)

2019 Program/Projects: The 2019 mosquito control program will be dependent on the weather patterns. The budget has assumed a similar program and level of effort as that in 2018.

4 Attachment # 5.D)

STAFF REPORT Date: August 28, 2019

Date: September 4, 2019 File:

To: Boundary Community Development Committee

From: Tom Sprado, Manager of Facilities and Recreation – Grand Forks and District Recreation Department

RE: PROJECT STATUS REPORT – SERVICE 021, 030, 031, 040

Issue Introduction: Project/Status report.

Service Name Project Budget/Expense Status To date Recreation Program-021, IT Capital Work $50,000 In progress – Contractor waiting Grand Forks Arena-030, Shared with three for materials to arrive. Grand Forks Aquatic services (1/3) Center-040 Grand Forks Arena-030 a) Accessible Wheel Chair Ramp Repairs a) $10,000/$4,674 a) 100% complete

b) Dressing Room 4 - Shower Tile Project b) $10,000/$6,534 b) 90% complete

c) Pump House Hazardous Materials c) $5,000/$675 c) Assessment Complete Assessment (Working with Fairbank Architect to develop RFP package for 2020.)

d) Structural Study/Beam Repair d) $23,000/$2,673 d) Structural Engineer provided directions - contractor’s quote to repair-$1,998.12 (20% complete)

e) Paving e) $5,000/$5,000 e) 100% complete Grand Forks Curling Budget Amended in April 2019 to replace $35,000 Awarded Project for $34,296, Rink-031 Ice Plant Chiller Contractor to install early September Grand Forks Aquatic a) Aquatic Deck Replacement a) $585,000 a) Ongoing Center-040 Tile Installation - $122,300 Site-Prep (grinding/gutters) $74,945 Engineering - $9,841

b) Phase 1 of 3 - Locker Replacement b) $15,000/$10,864 b) August/September installation (90% complete)

c) Rope Swing Upgrade c) $5,000/$2,724 c) August Installation (100% Complete)

d) Engineering Services for Tendering and d) $16,500 d) Awarded Engineering Design Phase/Mechanical Study – The Services to Delta T Engineering building is currently utilizes a hydronic – Project Cost is up to $11,200 solar heating system that has reserve (30% Complete) capacity to integrate into the buildings main air handling system. Recommendation: Received for Information

Respectfully submitted:

______

Attachment # 5.D)

Attachment # 6.C)

August 13, 2019

Attn: The Thompson Okanagan Tourism Association 2280-D Leckie Road, Kelowna, BC V1X 6G6

Re: Support for the Thompson Okanagan Tourism Association’s grant application for Highway 3 corridor planning and development.

Dear Highway 3 Development Working Committee,

The Regional District Kootenay Boundary - Boundary Community Development Committee is pleased to support the Thompson Okanagan Tourism Association’s application for Rural Dividend funding to support the implementation of primary catalyst projects associated with the Highway 3 Destination Development Strategy.

The Highway 3 Destination Development Planning has been taking place for the past 3 years under the guidance of Destination BC’s Destination Development Program. The planning has included both Regional Destination Management Organizations, Local Indigenous Communities, The Highway 3 Mayor’s and Chairs Coalition, Community Destination Marketing Organizations, community organization and tourism stakeholders.

The engagements and planning have culminated into a Development Strategy highlighting key development priorities for the Highway 3 corridor with the intention to maximize the tourism potential and community economic benefits.

Enhancing the connectivity of BC communities through destination and corridor development remains a core pillar of our provincial and regional tourism strategies, targeting greater economic resilience through expanded four-season tourism. It is an initiative that continues to strengthen collaboration amongst the communities and stakeholders within the corridor. The Thompson Okanagan Tourism Association is acting as a focal point of facilitation on our behalf in this effort.

Boundary Country Development Committee facilitates tourism development as part of its overall economic and community development mandate. The committee has representation from the Kootenay Boundary Regional District and supports tourism initiatives under the Boundary Country brand.

Sincerely,

Grace McGregor Chair, RDKB Boundary Community Development Committee

202-843 Rossland Ave Trail, British Columbia Canada V1R 4S8 Toll-free: 1 800 355 7352 · tel: 250 368-9148 · fax: 250 368-3990 Email: [email protected] · web: rdkb.com

Attachment # 6.C)

Highway 3 Corridor Destination Development Action Plan

Background The purpose of this document is to establish a robust action plan to carry forward the priorities identified by the Destination Development Working Committee for the Highway 3 Corridor. There are many planning area and community level projects already underway that support the 10-year vision for the Corridor, and with the continued leadership of tourism stakeholders and the Highway 3 Mayor's and Chairs Coalition, momentum will continue to build towards the realization of this shared vision.

The Highway 3 Corridor Destination Development Strategy was developed to enhance the competitiveness of the Highway 3 Corridor as a tourism destination over the next 10 years and beyond. Developed as part of Destination BC's Destination Development Program., the destination development strategy (DDS) for the Highway 3 Corridor is one of six that will be prepared for the Vancouver, Coast & Mountains tourism region, one of five for the Thompson Okanagan tourism region, one of four for the Kootenay Rockies tourism region, and one of 20 for the province as a whole. Over the course of the program, each Regional Destination Marketing Organization (RDMO) will integrate their sub-regional destination development strategies into a Regional Destination Development Strategy which, in turn, will be used to inform a Provincial Destination Development Strategy, together with all 20 planning area strategies.

The program is a critical part of Destination BC's corporate strategy and facilitates the collaboration of local, regional, and provincial agencies, First Nations, destination marketing organizations (DMOs), tourism operators, and other community interests to guide the long-term growth of tourism. The destination strategy for the Highway 3 Corridor was developed over a 2-year period, with participation and input from stakeholders who attended workshops, participated in surveys, and/or joined the Working Committee that worked together to refine the vision, objectives, and actions. Ultimately, the strategy brought together planning, policy, and capacity building efforts to ensure that tourism interests along the Highways Corridor: • Understand the Corridor's key assets including the main product themes/experiences available • Are well positioned to make future strategic decisions and capitalize on opportunities • Identify key priorities for new product, infrastructure, and amenity improvement and address any impediments to development and tourism growth

With the leadership of the Highway 3 Mayors and Chairs Coalition and the constant hard work of tourism operators, community associations, and countless volunteers, the Highway 3 Corridor is continually improving the experience it offers to visitors. Now with a 10-year Destination Development Strategy complete, there is an opportunity to focus these collective efforts, engage new participants, and build momentum for implementation of the many actions identified in the Strategy.

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The Strategy At a Glance

HIGHWAY 3 CORRIDOR: A DISTINCTIVE DESTINATION

Travellers with a sense of adventure are attracted to the Highway 3 corridors abundance of parks, remarkable outdoor recreation, and the welcoming eccentricity of its many small communities, each oflFering interesting landscapes, stories, and histories to share. Highway 3s

safe, scenic route can be explored by travellers at their own pace. It is BC s best-known, best-

loved, west-east driving corridor.

Enhance local benefits Increase the volume of Enhance the climate Safeguard the (social + environmental value-added remarkable for tourism business sustainability of the + economic) through experiences that motivate natural environment

'a r-1 travel to and throughout the visitor economy the corridor, generating incremental spend + stays

Outdoor and Arts, Festivals, • Food. Drink, and Stones and Legends Recreation and Events Apritourism

1. Road Trip Experience 3. Year-round Business Viability 5. Collaboration + Cooperation

2. Community Character and 4. Infrastructure + Product* + 6. Managed Growth + Personality Experiences Environmental Protection

Progress and Projects Underway

There are many initiatives already underway that support the objectives for destination development along the Highway 3 Corridor. Some key progress areas include: • Kootenay Lake Ferry service improvements have been announced • The Ktunaxa First Nation continue to roll out their branding initiative • A new trail development connecting the Town of Fernie to Fernie Alpine Resorts is being planned • Rossland is creating its first accessible trail • Funding is in place for communities to upgrade their section of The Great Trail from the eastern shore of Kootenay Lake to the Elk Valley (400 km)

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• Infrastructure improvements are being made at Manning Park Resort; the resort also successfully sold out its first Dark Skies event in October 2018 • Airport improvements at the West Kootenay Airport in Castlegar are underway • Funding has been secured by the Nelson and District Museum, Archives, Art Gallery and Historical Society to enhance educational and cultural capacity in the City of Nelson • The City of Grand Forks received funding to hire an events/marketing coordinator and develop marketing and event strategies • Highway 3 road improvements continue to be made by the Ministry of Transportation • New highway maintenance contracts with improved standards have been awarded • 28 communities in the Kootenays will be receiving improved high-speed internet

Many of these projects are community-based, and each is contributing to the 10-year vision for the Highway 3 Corridor. Based upon recent engagement, there is stakeholder support to collaborate and activate several initiatives that cross the entire planning area thereby supporting the vision for the entire Highway 3 Corridor experience.

Priority Highway 3 Corridor Opportunities

The Highway 3 Corridor Destination Development Strategy identified a total of 82 objectives, clustered under six themes. Each theme and objective are important to the overall long-term strategic direction of the planning area, but not all can be advanced in the near-term.

The 82 objectives in the Highway 3 Destination Development Strategy are categorized in the strategy as follows: • Catalyst Projects - important opportunities to build momentum for destination development • High Value/ Relatively Low Complexity - can be implemented in the short-term • High Value/High Complexity - important but will need a longer time frame for implementation • Regional Significance - to be considered in the relevant regional destination development strategies and implemented at this level • Provincial Significance • to be considered in the provincial destination development strategy and implemented at this level

During July 2019, the Highway 3 Corridor Working Committee and Mayors and Chairs Coalition were engaged to provide further input into determining the key priorities for the Highway 3 Corridor that should be the focus in the next two to three years. A survey was conducted along with a webinar workshop.

When establishing the priorities for implementation, the following was considered: 1. Which objectives will provide the greatest Highway 3 Corridor destination benefits over the next 10 years? 2. Which objectives are most likely be actioned and gain stakeholder momentum, commitment and have the potential to secure the necessary human, financial, or technical resources for implementation? 3. Which objectives contribute the most to realizing the vision for the area and best respond to the travel needs/desires of priority traveller types?

"1 DESTINATION Kki' BRITISH COLUMBIA- Prepared by Cadence Strategies for Destination BC The following objectives were identified by the Working Committee as priorities for the next two years. Proposed actions relevant to each priority objective have been identified below:

Objectives/Actions in Destination Development Proposed Components/ Deliverables/Outputs Timing Lead/Participants Strategy Activities Map out entire journey adopting a variety of Create Highway 3 Tourism MOD signed by all RDMOs Signed MOU by travelling 'personas' and identify opportunities Alliance made up of RDMO's and CDMOs along Highway June 30, 2020 and CDMO's and other industry to improve the overall visitor touring experience 3 Corridor confirming partners through enhancements. intention to work collaboratively on activities Actions: listed below • Map out the journey and the experience along the way for each targeted EQ Traveller Type Identify and prioritize rest stop Map of Highway 3 Corridor December 2021 and identify public or private opportunities for and road cycling improvements identifying priority new/enhanced stops along the corridor. and meet with TRAN to review infrastructure o Target one iconic stop every highway and convey importance of these improvements to enhance travel hour at minimum, with ensuring a improvements to overall quality the visitor experience paid attraction/experience transaction of visitor journey experience opportunity (connect visitors to the next paying opportunity). Undertake rest stop and key Improved rest stop December 2021 • Identify gaps in visitor services (e.g., rest areas, signage improvements infrastructure including washrooms, litter barrels, viewpoints, safety washrooms, welcome signs, concerns, connectivity, etc.). photo ops at key locations • Develop a plan to enhance the journey through along the corridor new infrastructure, products and experiences Build on the four motivating that support the four motivating experiences. experiences categories: • Outdoor + Recreation • Arts+ Culture + Festivals + Events • Food+ Drink + Agritourism • Stories + Legends Identify 'passion lines', Report identifying visitor December 2021 experiences and stories that 'passion lines'. Attachment # 6.C)

DESTINATION t3lST BRITISH COLUMBIA- Prepared by Cadence Strategies for Destination BC will motivate travel for each Inventory of unique assets targeted Traveller Type along and visitor experiences the Highway 3 Corridor along the Highways Corridor that align with the passion lines

Identify private opportunities List of experiential 'gaps' in December 2021 for new/enhanced stops along the Highway 3 Corridor the corridor to fill any gaps and visitor experience (nature, summarize for use by regional location, season) to be and community Economic shared with EcDev Development organizations in Organizations their business attraction process

Identify specific opportunities Recommendations as to December 2021 to support increasing number where along the Highway 3 of market-ready indigenous Corridor additional cultural experiences along the Indigenous cultural Highway 3 Corridor experiences would best be received by visitors Attachment # 6.C)

DESTINATION SRITiSH COLUMBIA' Prepared by Cadence Strategies for Destination BC Develop a festival and events strategy to Create a strategic mix of Enhanced and new December 2021 motivate travel and coordinate planning. signature festivals and events signature festivals and to draw visitation, including a events that serve as travel Actions: review of the current events motivatorsin need periods » Determine the right mix of signature festivals and dates, assessment of identified. 2-3 new festivals and events to draw visitation, including a motivators, and opportunities launched. review of the dates, assessment of motivators, and filling gaps. (Immediate Priority) to enhance existing events to • Invest in new signature festivals and events to become travel motivators, create a 'trail' of events along the corridor in and/orfill any gaps. the shoulder season. • Identify opportunities to grow existing festivals and events. • Coordinate an event calendar- many festivals and events on same dates creates capacity issues for accommodations, transportation. • Support festival and event organizers to enhance their programming, activities and services in a way that supports a unified trail of events along the corridor and showcases the diverse traditions that make their communities unique. • Provide training and learning opportunities to grow capacity in the local events planning groups Develop touring storylines and itineraries/circle Identify existing iconic stops Map of Highway 3 Corridor December 2021 routes based on historic travel journeys and (rest stops and view points) with existing market-ready visitor types. with a target of a minimum of iconic stops and list of 'gaps' one every highway travel hour. in iconic experiences. Attachment # 6.C)

DESTINATION BRITISH COLUMBIA- Prepared by Cadence Strategies for Destination BC Actions: Develop itineraries based on four Create a comprehensive map to Colour-coded map of December 2021 motivating experiences and learner segment illustrate experience and rest identifying series of passion visitor markets. (Immediate priority) stops inventory. based tours (passion maps) that incorporate relevant • Improve wayfinding signage. experiences and stops along o Review regional wayfinding systems and the entire length of the develop consistent visual identity for integration into maps, apps and signage. Highway 3 Corridor o Review current Provincial Circle Route signage. o Upgrade to tourism blue signage for tourism businesses. » Add interpretation/story telling signage in key locations to share memorable stories and legends in a respectful way. (See Objective 38.) Facilitate businesses working together to Develop a comprehensive Successful marketing December 2021 package experiences together. marketing strategy to showcase campaigns launched and the passion based visitor- delivering increased Actions: experiences and motivate travel visitation and longer lengths » Agree on common growth periods/themes and along the Highway 3 Corridor in of stay to tourism include specifics in each experiential sub- all seasons (potential DBC Co- businesses along Highway 3 theme section. op funding) Corridor

Work with the Province to encourage more Continue to seek funding and Increased number of EV December 2021 electric vehicle charging stations and pool of EV support increased number of charging stations in series of rental vehicles. EV charging stations along locations to support EV Highway 3. touring road trips. Actions: • Continue to build out based on demand. Approach various car rental Secure commitment to offer December 2021 • Support private tourism operators to embrace corporate head offices to minimum number of EV and install charging stations. discuss willingness to invest in a rentals in overall fleet in

EV pilot rental program. Calgary and Vancouver. Attachment # 6.C)

DESTINATION BRITISH COLUMBIA- Prepared by Cadence Strategies for Destination BC Create cooperative marketing Launch cooperative December 2021 programs with Highway 3 marketing program and destinations and one or more track EV rental results. rental car companies to promote EV touring.

Develop a Highway 3 corridor road cycling Meet with TRANto discuss Cycling infrastructure December 2021 strategy. current plans to support cycling considered by experience along Highway 3. TRANwhenever feasible. Actions: • Work with TRAN to improve highway shoulder for cycling, including shoulder widening, better maintenance (e.g., spring sand cleaning, and Encourage investment cycling Enhanced cycling December 2021 other cyclist friendly improvements). friendly infrastructure and infrastructure along the • Develop a road cycling strategy for the planning amenities by private sector Highway 3 Corridor. area, including identification of 1-2 iconic road businesses and by public sector cycling routes, and opportunities from key along length of Highway 3 markets. • Explore future-connections to tie road cycling corridor (include in rest stop to the Kettle Valley Rail Trail. improvements noted above). » Ensure visitor information is available to educate travellers on cycling amenities along Consider cycling as one of the Cycling information readily December 2021 corridor. passion lines noted above and available to enthusiasts in • Add E-Bicycle infrastructure. include in passion maps. the form of a 'passion map'. o Explore e-bike rental companies as community initiatives. Attachment # 6.C)

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The complete list of all 82 objectives can be found in the Highway 3 Corridor Destination Development Strategy. A list of planning area level only objectives that were considered by the Working Committee is found in Appendix A. Note that in some cases, several planning area objectives were combined due to their related nature or logical sequencing. Those objectives identified in the strategy having regional and/or provincial significance have been excluded from the planning area list as they will be considered in the senior level destination development strategies and action plans. As well, two objectives related to the ongoing structure and work of the Mayors and Chairs Coalition have been omitted from the list of planning area objectives.

Appendix A - Planning Area Objectives

The following table extracts objectives and actions arising within the planning area itself that do not have either regional or provincial significance. A complete list of all the objectives and actions identified in the Highway 3 Corridor Destination Development Strategy can be found in that report.

Theme 1: Creating a memorable road trip story and experience

Objectives Actions Priority

1. Map out entire journey • Map out the journey and the experiences along the way and 1 adopting a variety of travelling identify public or private opportunities for new/enhanced stops Catalyst 'persorias' and identify along the corridor. Project opportunities to improve the • Target one iconic stop every highway travel hour at minimum, overall visitor touring with ensuring a paid attraction/experience transaction experience through opportunity (connect visitors to the next paying opportunity). enhancements. » Identify gaps in visitor services (e.g., rest areas, washrooms, litter barrels, viewpoints, safety concerns, connectivity, etc.). • Develop a plan to enhance the journey through new infrastructure, products and experiences that support the four motivating experiences. (See Theme 3)

2. Develop touring storylines • Develop itineraries based on four motivating experiences and 2 and itineraries/circle routes learner segment visitor markets. (Immediate priority) based on historic travel journeys • Improve wayfindingsignage. and visitor types. • Review regional wayfinding systems and develop consistent visual identity for integration into maps, apps and signage. * Review current Provincial Circle Route signage. • Upgrade to tourism blue signage for tourism businesses. • Add interpretation/story telling signage in key locations to share memorable stories and legends in a respectful way. (See Objective 38.) 38. Develop a plan to enhance • Coordinate various heritage stories being told like 'chapters in a 1 the Highway 3 corridor journey book' and develop a 'heritage tour' throughout the entire Catalyst through storytelling that planning area. Project • Use rest areas as a way to tell the story of the area. supports the Stories + Legends • Explore new historic markers for stops of interest. pathways in a compelling way

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that resonates with visitors: • Provide visitor information and interpretive signage at strategic First Nation cultural/ancestral stops and junctions. trade trails; Settlers; Stories of » Determine opportunities to engage local ambassadors and hosts along the route as passionate storytellers. Reinvention; and Japanese • Explore the use of augmented reality to elevate storytelling and internment camps and create an introduction to the next paying stop along the route, resettlement. e.g., paid experience to capture economic value for communities. 8, Work with the Province to • Continue to build out based on demand. 2 encourage more electric vehicle • Support private tourism operators to embrace and install charging stations and pool of EV charging stations. rental vehicles.

9. Develop a Highway 3 corridor » Work with TRAN to improve highway shoulder for cycling, 1 road cycling strategy. (For rail including shoulder widening, better maintenance (e.g., spring trail cycling, see Theme 3.) sand cleaning, and other cyclist friendly improvements). • Develop a road cycling strategy for the planning area, including identification of 1-2 iconic road cycling routes, and opportunities from key markets. • Explore future-connections to tie road cycling to the Kettle Valley Rail Trail. • Ensure visitor information is available to educate travellers on cycling amenities along corridor. • Add E-Bicycle infrastructure. » Explore e-bike rental companies as community initiatives. 11. Review accuracy of Highway » Conduct an assessment ofthird-party GPS/maps, (e.g., Google 2 3 representation on third-party Maps) and correct errors. GPS/maps. • Encourage tourism businesses to add their business to Google My Business in correct locations.

Theme 2: Showcasing community character and personality

Objectives Actions Priority 14. Improve vibrancy of • Implement existing downtown beautification and revitalization 2 downtown centres and spaces. plans and programs, • Encourage communities without downtown beautification/vibrancy plans to create plans and programs, • Encourage communities without design guidelines to provide a framework for authentic street-level design for outdoor facades, parks, streetscapes, and public gathering spaces. • Encourage local governments to implement revitalization tax exemption policies and tools. * Explore incentives, such as access to government and organization funding for planning and heritage building revitalization. * Encourage local businesses to beautify and improve their own locations. 16. Foster authentic • Implement SuperHost Training programs to ensure good 1 ambassadors for each customer service skills. community, with strong » Encourage businesses to train staff.

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frontline visitor engagement • Encourage people working in tourism to seek skills skills. development and product familiarization across the Highway 3 corridor. • Foster local ambassadors - residents that will be true to the character of the community and share local knowledge with visitors as they travel through. • Encourage each community to develop specific local content for sharing product knowledge (e.g., familiarization tours for frontline staff, etc.). Theme 3: Developing and enhancing infrastructure, products and experiences Objectives Actions Priority 23. Identify opportunities to • Implement winter-focused Remarkable Experiences program. 1 improve winter and fall » Improve angling opportunities and experience along the experiences, in particular west corridor. of Kootenays, to attract off- season/shoulder season visitation.

24. Improve access to swimming • Identify opportunities for improvement, including: Bromley 2 experiences along route. Rock, wharfs for swimming lakes, lake front areas, and water- based infrastructure. 29. Attract and support 2-3 soft • Identify leading opportunities, such as gondola to alpine for 2 adventure attractions that are sightseeing, intro to camping/readyto camp experiences, and widely appealing and accessible guided tours. • Conduct initial business feasibility review of development to all ages and levels of options. expertise. • Provide information to inform private sector investment.

31. Develop a festival and • Determine the right mix of signature festivals and events 2 events strategy to motivate (including new outdoor recreation events - objective #30 travel and coordinate planning. below) to draw visitation, including a review of the dates, assessment of motivators, and filling gaps. (Immediate Priority) • Invest in new signature festivals and events to create a 'trail' of events along the corridor in the shoulder season, • Identify opportunities to grow existing festivals and events. » Coordinate an event calendar- many festivals and events on same dates creates capacity issues for accommodations, transportation. • Support festival and event organizers to enhance their programming, activities and services in a way that supports a unified trail of events along the corridor and showcases the diverse traditions that make their communities unique. • Provide training and learning opportunities to grow capacity in the local events planning groups • 30. Develop new outdoor • Identify best opportunities and bid ofturn-key events hosting, 2 recreation events that connect e.g., week-long Hope to Crowsnest cycling event, BC Enduro multiple areas along the Series, trail running event corridor. (See Objective 31)

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36. Develop a corridor wide • Develop concept and pitch the opportunity to event organizers. 2 "Food Festival on the Road". • Develop themed route of existing restaurants featuring local flavours, with a season long theme supported by a festival on either end of the season. • Explore the development of roadside food trucks at rest areas, viewpoints, etc. • Support the development of First Nation artisan and food traditions. 32. Support local groups seeking • Support culture organizations to enhance their programming, 2 to make continued investments activities and services. in performance space maintenance, capacity, and quality.

33. Provide training and • Offer as part of larger tourism training and visitor hosting 2 education to improve service strategy. (See Objective 58) and food quality of culinary • Support the attraction of new food/beverage options. • Encourage craft breweries, wineries, and cideries to offer a options. consistent high standard ofexperiential quality. * Encourage farm gate stands to offer a high standard of experiential quality. 34. Attract and encourage • Educate farmers on tourism benefits and gauge interest of 1 entrepreneurs/farmers to offer participating in touring itineraries. more farm gate and farm tour • Create farm/culinary touring routes. » Encourage additional value-add experiences that feature local experiences. products, e.g. farm to plate type offerings, Fernie Brewing 'trails to ales' experience. 35. Support the creation of a • Create a pilot in Kootenay Boundary area using Kootenay Coop 3 platform to connect local database. growers to local buyers (e.g., restaurants and chefs).

37. Coordinate farmers' markets * See Objective 31. 1 schedules and agritourism events as part of broader coordination of all events.

45. Ensure signature demand • Develop action plans to ensure signature, iconic properties are 1 generator experiences that open every year, and extended seasonality to support shoulder support the corridor stories and seasons (e.g., Mascot Gold Mines is open every year, Doukhobor Discovery Centre, etc.). legends pathways are supported

and open.

48. Attract new guided tours 2 that support the motivating

experiences,

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51. Improve quality and • Attract new accommodation properties. 2 diversity of accommodations. • Build awareness of the benefits of quality improvements to encourage operators to renovate/update existing hotels. • Explore incentives to encourage property upgrades (e.g., financing options, policies, investor tax credits).

Theme 4: Building year-round, long-term business viability and sustainability

Objectives Actions Priority 52. Support strengthening a First • Extend First Nations tourism development work being 2 Nation led indigenous tourism conducted in Thompson-Okanagan, through the ITBC and TOTA development role along partnership, into the other portions of the Highway 3 corridor. Highway 3

54. Educate and encourage » Identify and communicate demand drivers such as events and 1 businesses and visitor amenities travel trends. to adjust hours to meet visitor • Encourage businesses to adjust their hours of operation to meet visitor needs (e.g., seasonally, days of the week). demand.

55. Facilitate businesses working • Agree on common growth periods/themes and include specifics 1 together to package experiences in each experiential sub-theme section. together.

57. Identify and deliver training • Promote training opportunities to tourism businesses. 1 opportunities for staff and • Leverage Destination BC and go2HR training programs. business owners that are • relevant, affordable and can be delivered on the business

premises.

60. Develop an investment • Continuously identify product gaps and develop methods to 2, after strategy and toolkits to help connect private investors with potential opportunities. inventory and match Highway 3 corridor • Educate and inform entrepreneurs on opportunities to fill gap analysis identified shoulder-season gaps in the visitor experience. business opportunities with complete

investors.

65. Implement municipal • Develop a Highways Corridor Task Force of the new Tourism 1 policies for the short stay Alliance to address concerns and identify solutions for short sharing economy to protect stays. • Share approaches and lessons learned in other communities. inventory of longer-term rentals • Explore leveraging the Civiclnfo BC best practice listings. available for employees and

new entrepreneurs.

Theme 5: Embracing cooperation and collaboration, building community support and understanding Objectives Actions Priority

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68. Promote attitude of * Present the Highway 3 Corridor Destination Development 1 'together we are stronger' Strategy (same package/presentation) to each economic rather than inter-community development agency along the corridor. • Bundle grant requests whenever possible to reduce grant competition. competition. • Build upon the Mayors' arid Chairs' Coalition to share information and strengthen relationship between communities. 71. Improve communication • Ensure importance of each industry is respected and valued. 2 between tourism and other • Work together to find balanced solutions to challenges, such as industries to grow multiple land uses. understanding of impacts of other industries' activities and their connection with tourism.

72. Educate event organizers » Convene annual forum to provide learning opportunities, share 2 and local community groups on best practices, and build capacities. sustainability strategies in order • Strategies to mitigate volunteer burnout may include: o Create revenue streams from user fees, to address over-reliance on non- o Secure funding from festivals, profit/volunteer user groups. o Pursue more third party produced events, o Create better practices guide for local event production, o Pursue opportunities for volun-tourism (e.g., volunteer in return for access/tickets), o Create cross community volunteer base (e.g., Oliver resident volunteers in Princeton). • Revisit opportunities to access event hosting funds retained by Province. Advocate for greater funds directed to regional/local events (not just signature international events which don't help rural small communities - all types of events should qualify). 74. Improve understanding of • Develop a baseline value of tourism in each community and 1 the value of tourism and regionally with robust data modeling. Provincial community support for tourism. • Develop a baseline current level of understanding and support Scope for tourism in each community. • Leverage existing value of tourism tools, e.g., TIABC, Tourism Vancouver Island, Destination BC.

Theme 6: Balanced and Managed Growth and Environmental Protection

Objectives Actions Priority 81. Work with private and public • Build or improve water-based pump-outs for Kootenay Lake 1 service providers to improve and Christina Lake. water-based infrastructure for pump-outs available on select lakes.

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August 14, 2019

Key Info to Note:

• Stakeholder input sessions for 2020 Tourism Plan using MRDT Funds scheduled for Thurs Sept 26, 10:30 am-12:30 pm Grand Forks Gallery 2, OR 4-6 pm McArthur Centre in Greenwood • Confidential Research Highlights for Boundary Country Stakeholders

Reports online at: https://boundarybc.com/research-overview/

• Keep your local visitor centre up-to-date and ensure your business or event listing is current on https://boundarybc.com

• The Online News Centre has been updated - Access anytime at

httDS://boundarvbc.com/news-centre/

STAKEHOLDER INPUT SESSIONS - SAVE THE DATE Your input is needed. Stakeholder input sessions for 2020 Tourism Plan using MRDT Funds scheduled for Thurs Sept 26,10:30 am-12:30 pm Grand Forks Art Gallery, OR 4-6 pm McArthur Centre in Greenwood

The Municipal Regional District Tax (MRDT) was implemented July 1, 2018 in Boundary Country for a period of five years. We have now completed our first year of collection. This 2% accommodation tax comes back to the community for local tourism marketing and industry development activities. The Boundary Country Five Year Strategic Business Plan is the guiding document for the annual tactics plan which is due every year to Destination BC. Your input is needed to complete our year two plan due November 3 0,2019.

RESEARCH Boundary Country Research Highlights Confidential Research Highlights for Boundary Country Stakeholders

Reports online at: https://boundarybc.coin/research-overview/

• Canadian Travellers - Visitation by overnight stays to Boundary Country is down 8% year to date (Jan-June 2019 82,520) compared to Jan-June 2018 or 90,040. • BC Travellers - Visitation by overnight stays to Boundary Country is down 11% year to date (Jan-June 2019) compared to Jan-June 2018. • International Travellers - Visitation by overnight stays to Boundary Country is up 27% year to date (Jan-June 2019) compared to Jan-June 2018. ^-1 p 01 sc 03 "a P 03 2; ^ 0 w H ^ vt° 0 0 0 s Q' @" 2 CT Vs ^ ^ § n H si n B. I f^ g- to ;3 h+l I ^J> i? 0 "8 &r (I) i3- Q 3 ^ n y-^ CT- so. 4- t» S; Mv CL sl ?a 0> o- 3- «<; d Q s w >n 3 CT aq ."-1 s= c a> ffi 02^ s c" 0. v n o 2 t r r 23 t r "s I qfc .pr § I 0 § ^ Q 03 0) r-h CT V V I[3 s0' j$ p- 3 OS rs (D^ ICL 0 ^ 0 0) ri I ^0 rt- ffi e 0 11 11- 5? ^< ^ &- CL ^ " v ^ rt. a; (ra t™^ ES ca. TO u p- p 1.1. Q 2! T3 ?i I ^ &. Q n '5I! &. v " 5" ES o M 3 s °§- s^ (D 8° s CT $ 6 ^ v Ill 0 s v i I. 0 " g sr o 5-. ^ '? n S2 ere 8" ^ I m ? _!3 CT < < n ^ ^ Q &' TO H 5L 'R .0 0> BS~0 CT S" CT D 0 m co 0 i I ^-s ffi 6 TO 0 c^ sa 3. •^ i s "" s. -s p- 0 §: 6' U 2 3- <-(kil3 £•-*^ 3 a; 0 H §- H Vt. ® & 2:co S "3 51 TO' a- ? >s <9 ^ N— 0 0> I 5. ^ § Ml w p sa CL l< Q 0 6 i 3 ^3 ^-1 P3' sa. <—1 Q "® s CT era 0 < CT 0ffi t-J t ^ t3 2. ^ E? w 0 ^ p) BO U a> CT y 0 g. hTJ ob n << aa e—1 CT 0- o rt- Q s+ &. ^ 0 ^!ro 0 SS (D •! y 0~) 0 ^ ° <-+ ^ I ^ p w ffi 0 &- p '-^ lco 6 t <§ us 0 n ^-*» i CT p3 CT CT p c 3^ 0 CT a- (S PL p |0 0 r-+ u 0 3 ts-> !=! 3 0 w ?r i3 P3 0 to P3 0> != 0 32 0 p ^ LO |3 0- &3 w S3 6 6 0 ft 0 0 0- p US "t ^ I?^-1 as 1>~> ICL CT S3 w g. !2 <0 4^ >-i 1» "a. G. ^0 tt <<; "3 00 !•"$ S1 s" p ^ ec T3 s s ^ ^ CD «-+. 1 0 03 Iffl 0 10 33 3 w 3 0 3 y 0 s w % Id if Ii (§- >G I 0 •a << I £ 0 3 Q T3 .t° 0~ '-<: s w ^~. 13 H CT VI 0 ^ 0 d. @] e (re co &. VI 3 00. TO CL ± ^ 0 r-h ^ s= <-+ <""h S3 ^. ^ ^ ^ i-i y i I&Q s ^> ^ 0 i' s .5 ec 5 <-+. p? ^ @- 0 0° S' !S v w w ft cr po 9 <; ^ (re a. c w !M Q ft oi 3 T3 1-t- 0 0 !± "I TO C V 5- ^ Q 0 0 0 CT 5" S. (3 s- s-^ £0 3 3 0 a; w cT ft w 0 S TO 0 i-s ^ y ^00 0 3 t—h c s> 31 0- § 0. TO ^ i 0 s v~¥-e. '-I p3 s° CT »' 0 .p3 0 P3& ^< w w p '0 l< 0 s C/l 00 w?s 00 l< ;tl? !3 0 & ^ CB (^ 6 c ^ I w ~-1 b f^ ^ 1-S •o CT G-&- n. 5 ^ V <-ri Q /a u 0 v § CT T3 V. ci § sa n is 0 'I d y 3 TO 0 0 CT m § c t-< ^ 0 s .5' ffi sr ir CTO '0 CT TO S3 t Orq 0 w ~s w 3 n p? co 0 EC t-J s u " 0. 3 £1 !? ft Q a. d ^ rt o p ts" ?" Vt s ° s 0 o'\ co 0 C/l o~ ^o w -a r-^ B H Q cr != s 0> (TO • p 3 n t^ w OR -CT M (^ '<: 0 \0 Attachment # 6.D) c 0 w CT S3 Attachment # 6.D)

~~CRISIS MANAGEMENT COMMUNICATIONS In the event of a crisis the Tourism Crisis Management Coordinator in the TOTA office~~

~~will communicate with community representatives. More Info to come.~~

~~MARKETING UPDATE~~

PhotographyA/rideo expressions of interest have been received and are being reviewed from local photographers and videographers to determine if any stock images can be purchased and shared with operators and Boundary Country Tourism. Shoots will be planned for all seasons to build up stock images for promoting Boundary Country year- round.

~~Boundary Country Branded Bags are currently being distributed to Boundary events~~

~~and various locations for visitors to our region. They are for sale at most our visitor information centres. Please contact us if you are interested in distributing Boundary~~

~~Country bags to visitors at your events.~~

Banners, Window Decals & Social MEedia Card - Boundary Country pop up banners are proudly being displayed at most our local Visitor Centres. If you would like a borrow a banner for your event, please contact us. Window decals or cards are available at all visitors centres throughout the Boundary to promote our website and social channels.

2019 Boundary Visitor Guides are being delivered across Boundary Country, if you need more guides email darlainea.redlackCaigrandforksgazette.ca or phone 250-442- 2191 or contact Cindy, who may be able to deliver them as well as the BC Arts and Culture Guides when out in the Boundary.

~~Boundarybc.com - The website will be re-developed this fall. Unique features and key experience content planning is underway. More information to follow.~~

~~GOT NEWS? What's happening in your business or community? Let us know and we will spread the news!! GET TO KNOW YOUR NEIGHBOUR at Big White Ski Resort Sunday September 1st, 11:00 am - 3:00pm~~

~~• Complimentary scenic chair lift rides for those who pre-register • Community hosts to offer guided tours of resort village and resort alpine Attachment # 6.D)~~

• This invitation is open to stakeholders and residents of the Boundary Country • Host BBQ courtesy ofVicki Gee Electoral Area 'E'/West Boundary regional district Kootenay Boundary, Big White Ski Resort LTD., and Big White Mountain Community Development Association IVIore info and registration link available at http://www.bigwhite.com/suminer/boundary-country

CLOSING MESSAGE Our team is looking forward to connecting with you all at the end of September at our workshop planning for 2020. Please contact me if you have any questions or want to provide feedback on any of the activities our team is working on.

~~Cindy Alblas, Tourism Stakeholder Liaison~~

~~Cell 250-447-9771 or email boundarvbcrrt),email.com httDs://boundarvbc.com/ Stay Current with Boundary Tourism News https://boundarybc.com/news-centre/~~

This newsletter is sent as an official communication on behalf of Boundary Country Tourism, a collaboration of the Kootenay Boundary Regional District and stakeholders of Boundary Country. Please contact Simone Carlysle-Smith of the Thompson

~~Okanagan Tourism Association for more information at 778-721-5448 or email sts^)totabc.com~~

~~B |Hi i.B~~

tourism industry*

Our mailing aililress is: •:SP.O. Box 1965 Grand Forks BC VOH 1 HO*

~~Want to change how you receive these emails? Attachment # 6.D)~~

This email was sent to mandison(5)rdkb.com why did I get this? unsubscribe from this list update subscription preferences Boundary Country Tourism • 1647 Central Avenue • PO Box 2949 • Grand Forks, BC VOH1 HO • Canada Attachment # 6.D) Attachment # 6.E) DESTINATION BRITISH COLUMBIA

~~COOPERATIVE MARKETING PARTNERSHIPS PROGRAM~~

~~INTERIM REPORT 2019/20~~

~~Please provide the Interim report in the format provided below.~~

~~Name of Initiative: Boundary Country D-Tours~~

~~Contact Person: Simone Carlysle-Smith Telephone: 778-721-5448 Email: Estimated Project Costs $48,000 to-date:~~

~~Insights~~

Boundary Country Digital Stats Between April 1 and July 31 2019, BoundaryBC.com was visited by 29,752 Users, an increase of 57% since the same period in 2018. This lead to 37,129 Sessions, an increase of 62%, resulting in 68,462 Pageviews, an increase of 62%.

Boundary Country has 7,489 social media followers on Facebook and Instagram , an increase of 845 since April 1. Between April 1 and July 31 2019, social channels reached 262,526 people, an increase of 19% compared to the same period in 2018.

Boundary Country Summer Digital Campaign A summer digital campaign was launched using display and social channels to stay top-of-mind for summer travellers as travel statistics are down over last year and given the flood and fire issues the Boundary Country brand is being promoted in the key areas of the Lower Mainland where the TOTA Community Research Program indicated the majority of visitation comes from in that market. Further through an operator survey the Okanagan Corridor was targeted as a close in market for summer travel.

BIG WHITE This co-op marketing program in partnership with Boundary Country has helped Big White achieve strong growth over last year. Accommodation revenue is up 66% and lift ticket revenue is up 39%. Despite not including digital tactics in this program this year, our offline tactics have generated more interest that is coming into our website via organic search.

The data provided related to website stats is voluntarily provided. We have not utilized digital tactics that click through to a consortium landing page in this program, however we voluntarily add branding & messaging to support the overall Boundary Country region on key pages on our website. The stats provided below reflect that added-value exposure, but do not reflect the total activity of bigwhite.com.

~~Marketing Outputs Attachment # 6.E) DESTINATION BRITISH COLUMBIA~~

~~Please forward marketing outputs to [email protected] so that we can share best practices with industry. Please include any URLs, social media handles and hashtags used in your marketing activities.~~

Key Performance Indicators Please complete the Metrics template to illustrate project results to date. These KPIs were introduced in the 2018/19 Program Guidelines and are commonly collected in marketing activities. We hope this will provide you with standard benchmarks moving forward. If you have any questions or require assistance, please contact DBC Program staff. You will also be asked to report on these KPIs as part of your final report for this year.

~~DESTINATION BRITISH COLUMBIA~~

~~Metrics~~

The KPIs and industry benchmarks provided below are a reference tool only. These will provide you with indicators to maintain and evaluate the success of your marketing initiatives against industry benchmarks and to allow you to make any necessary adjustments during the project. Each project should generate a baseline to understand how the project is progressing each year. This year-over-year tracking should be a communication tool among partners and help you work towards improving your initiatives and metric ratings each year.

Please note: Benchmarks provided are a guideline and can vary depending on several factors such as approach or strategy (i.e. for search, broad keywords tend to be more expensive and click-thru rates tends to be lower and vice versa). Where N/A appears, a benchmark is not provided as these will vary from business-to-business and may vary from campaign-to-campaign. Results are heavily dependent upon business goals and campaign objectives.

~~BOUNDARY COUNTRY~~

~~Tactic Metric Purpose Industry Benchmark Interim Project Results Paid Advertising~~

Print (Newspaper / Magazine) Reach (Number of people exposed to the print ad, radio ad, To understand potential size of audience n/a Radio TV ad based on subscription or listener numbers) Television Digital Advertising

~~Total Delivered To understand number of emails sent n/a~~

~~Unique Open Rate Indicates interest (relevancy of the email content and 22.7%1 Email Marketing frequency of emails received) Unique Click Rate 2.4%1~~

~~Unsubscribe Rate 0.176%1 To understand the value of sales that can be attributed Total Email Revenue (if tracking) to the email n/a~~

~~Attachment # 6.E)~~

~~1 IBM Marketing Cloud Benchmark Study 2016: Lodging, Travel Agencies & Services sector DESTINATION BRITISH COLUMBIA~~

Tactic Metric Purpose Industry Benchmark Project Results An indicator of demand (the higher the Pre-click metric: Impressions impressions, the higher the demand) n/a Indicates interest in the ad (copy, subject matter Pre-click metric: Click through rate etc); it can also be an indicator of relevancy of the (CTR) search query to the ad Search 2.18%2

~~Pre-click metric: Cost per click (CPC) Indicates media efficiency Search $1.552~~

~~Paid Search / Search Indicates relevancy of the search query to the Engine Marketing Post-click metric: Bounce Rate landing page the user is being sent n/a~~

~~Post-click metric: Time on Site Indicates content consumption (engagement) n/a Post-click metric: Pages per visit Indicates content consumption (engagement) n/a~~

Post-click metric: Cost per action Indicates media efficiency Search $60.312 Indicates the propensity of which a market, product, Post-click metric: Conversion rate keyword, etc. converts Search 2.57%2 Reach tells you how many people have potentially 101,769 Reach seen your content n/a Click-thru rates tell you the effectiveness of your 3.19% content in terms of interest – if people click on your ad/content they are showing interest. More Click-thru rate (CTR) clicks should result in a higher click-thru rate 0.9%3 Cost per click gauges the efficiency of your $0.26 campaign. The lower the CPC, the more efficient your content/campaign is at driving interest. . More Paid Social Media Cost per click (CPC) clicks should result in a lower cost per click. $0.633 Conversion rate shows the propensity of which N/A your audience is likely to convert Conversion Rate (CVR) (conversions/clicks). 2.82%3 Cost per action is the efficiency of which your N/A Cost per Action (CPA) audience converts. $22.503 Engagement is the number of people who have 11,725 interacted with your content (engagements include likes, reactions, shares, comments, or video

~~Engagements views) n/a Attachment # 6.E)~~

2 Search Engine Marketing & Display benchmarks sourced from Wordstream (Travel & Hospitality) 3 http://www.wordstream.com/blog/ws/2017/02/28/facebook-advertising-benchmarks DESTINATION BRITISH COLUMBIA

~~CPE shows you how much it costs for every $0.16 engagement (varies depending on the engagement you are measuring: video, likes, Cost per Engagement (CPE) reactions, shares, comments). n/a~~

Tactic Metric Purpose Industry Benchmark Project Results Time on site Indicates content consumption (engagement) n/a Indicates interest in the ad (copy, subject matter Pre-click metric: Click through rate etc). It can also be an indicator of relevancy of the (CTR) search query to the ad Display 0.47%2

Display (image and Pre-click metric: Cost per click (CPC) Indicates media efficiency Display $0.242 video) and Native Post-click metric: Cost per conversion Indicates media efficiency Display $45.282 Advertising Indicates the propensity of which a market, Post-click metric: Conversion rate product, keyword, etc. converts Display 0.53%2

Depends on definition of “engagement”: video Cost per engagement view completion, comment, or share Display 0.53%2 Total Followers To understand size of audience n/a 7,489 1% - 5%, depending on 10.0% Engagement Rate Total engagement divided by reach advertising used2 Reach (The number of unique people 262,526 who see your content, including those Social Media who have liked your page, and those who have not.) To understand potential size of audience n/a Number of uses of #exploreBC To understand how stakeholders are encouraging 50 hashtag the use of the provincial hash tag n/a Total consumer use and reach of To understand consumer awareness and 360 hashtag # advocacy of your social media activities n/a Print/Online Collateral Brochures

Rack Cards Number of pieces printed, number of Flat Sheets pieces distributed, distribution locations Guides To understand depth of distribution/reach n/a Maps Consumer-Focused Asset Development Photography Number of images n/a Attachment # 6.E) Number of videos n/a Cost Per Video View This measures efficiency n/a Video What % of viewers who saw the video completed Video Completion Rate it n/a Video viewed quartiles Indicates how much of the video was viewed n/a DESTINATION BRITISH COLUMBIA

~~Depends on definition of “engagement”: video Cost per engagement view completion, comment, or share n/a~~

~~Tactic Metric Purpose Industry Benchmark Project Results~~

~~Tracks the number of visits to your website Number of sessions n/a~~

Number of unique users Tracks the number of visitors to your website n/a Measures how many times a consumer views a page on your website, regardless of how many Number of pageviews sessions are generated n/a Indicates how many consumers came to the site Consortium Microsite and clicked a link to another site (e.g. community / Landing Page Number of referrals (conversions) DMO, private business, etc.) n/a

~~Indicates where website traffic comes from (e.g. Sources organic, social, etc.) n/a~~

~~Determine what device visitors are using to visit Device and view the site (Desktop, Tablet, Smartphone) n/a Determines where visitors are coming from, Geography based on IP address n/a~~

~~Market Research KPIs will be project specific pending discussion with Destination BC~~

Total attendance at show To understand size of audience n/a To understand size or number of interested Number of inquiries at booth consumers n/a Consumer Shows Number of leads generated to To understand how many consumers are moving businesses along in the path(s) to purchase n/a To continue to engage consumers in ongoing Number of database opt-ins communication n/a Travel Media KPIs will be project specific pending Relations discussions with Destination BC

~~BIG WHITE~~

~~Attachment # 6.E)~~

~~Tactic Metric Purpose Industry Benchmark Interim Project Results Paid Advertising DESTINATION BRITISH COLUMBIA~~

Print (Newspaper / Magazine) Reach (Number of people 80,000 exposed to the print ad, radio ad, To understand potential size of audience n/a Radio TV ad based on subscription or 280,000 listener numbers) Television Digital Advertising

~~Total Delivered To understand number of emails sent n/a~~

~~Unique Open Rate Indicates interest (relevancy of the email content and 22.7%4 Email Marketing frequency of emails received) Unique Click Rate 2.4%1~~

~~Unsubscribe Rate 0.176%1 To understand the value of sales that can be attributed Total Email Revenue (if tracking) to the email n/a~~

Paid Search / Search Pre-click metric: Cost per click (CPC) Indicates media efficiency Search $1.555 Engine Marketing Indicates relevancy of the search query to the Post-click metric: Bounce Rate landing page the user is being sent n/a

~~Attachment # 6.E) Post-click metric: Time on Site Indicates content consumption (engagement) n/a Post-click metric: Pages per visit Indicates content consumption (engagement) n/a~~

4 IBM Marketing Cloud Benchmark Study 2016: Lodging, Travel Agencies & Services sector 5 Search Engine Marketing & Display benchmarks sourced from Wordstream (Travel & Hospitality) DESTINATION BRITISH COLUMBIA

Post-click metric: Cost per action Indicates media efficiency Search $60.312 Indicates the propensity of which a market, product, Post-click metric: Conversion rate keyword, etc. converts Search 2.57%2 Reach tells you how many people have potentially Reach seen your content n/a Click-thru rates tell you the effectiveness of your content in terms of interest – if people click on your ad/content they are showing interest. More Click-thru rate (CTR) clicks should result in a higher click-thru rate 0.9%6 Cost per click gauges the efficiency of your campaign. The lower the CPC, the more efficient your content/campaign is at driving interest. . More Cost per click (CPC) clicks should result in a lower cost per click. $0.633 Conversion rate shows the propensity of which Paid Social Media your audience is likely to convert Conversion Rate (CVR) (conversions/clicks). 2.82%3 Cost per action is the efficiency of which your Cost per Action (CPA) audience converts. $22.503 Engagement is the number of people who have interacted with your content (engagements include likes, reactions, shares, comments, or video Engagements views) n/a CPE shows you how much it costs for every engagement (varies depending on the engagement you are measuring: video, likes, Cost per Engagement (CPE) reactions, shares, comments). n/a

Depends on definition of “engagement”: video 2 Cost per engagement view completion, comment, or share Display 0.53% Attachment # 6.E) Total Followers To understand size of audience n/a Social Media 1% - 5%, depending on Engagement Rate Total engagement divided by reach advertising used2

~~6 http://www.wordstream.com/blog/ws/2017/02/28/facebook-advertising-benchmarks DESTINATION BRITISH COLUMBIA~~

Reach (The number of unique people who see your content, including those who have liked your page, and those who have not.) To understand potential size of audience n/a Number of uses of #exploreBC To understand how stakeholders are encouraging hashtag the use of the provincial hash tag n/a Total consumer use and reach of To understand consumer awareness and hashtag # advocacy of your social media activities n/a Print/Online Collateral Brochures Rack Cards

Flat Sheets Number of pieces printed, number of Guides pieces distributed, distribution locations Maps 2000 printed To understand depth of distribution/reach n/a OOH 450,000 Consumer-Focused Asset Development Photography Number of images n/a Number of videos n/a 1 + b-roll $0.14 and falling, however part of the value of this project was Cost Per Video View This measures efficiency n/a gathering assets. Video What % of viewers who saw the video completed Not Available Video Completion Rate it n/a Video viewed quartiles Indicates how much of the video was viewed n/a Not Available Depends on definition of “engagement”: video Not Available Cost per engagement view completion, comment, or share n/a

Tactic Metric Purpose Industry Benchmark Project Results 53,372 Tracks the number of visits to your website Number of sessions n/a 20,027 Number of unique users Tracks the number of visitors to your website n/a Consortium Microsite Measures how many times a consumer views a 159,179

/ Landing Page page on your website, regardless of how many Attachment # 6.E) Number of pageviews sessions are generated n/a Indicates how many consumers came to the site NA and clicked a link to another site (e.g. community Number of referrals (conversions) DMO, private business, etc.) n/a DESTINATION BRITISH COLUMBIA

49% organic search, 17% direct, 6% organic social, 4% email, 3% Indicates where website traffic comes from (e.g. referral, 3% paid Sources organic, social, etc.) n/a search 58% mobile, 31% Determine what device visitors are using to visit desktop, 11% tablet Device and view the site (Desktop, Tablet, Smartphone) n/a 86% Canada (88% BC, 6% AB, 4% AB) 6% USA Determines where visitors are coming from, 2% Germany Geography based on IP address n/a 1% Australia

Market Research KPIs will be project specific pending discussion with Destination BC 17,800 Total attendance at show To understand size of audience n/a To understand size or number of interested 550 Number of inquiries at booth consumers n/a Consumer Shows 450 Number of leads generated to To understand how many consumers are moving businesses along in the path(s) to purchase n/a To continue to engage consumers in ongoing 200 Number of database opt-ins communication n/a Travel Media KPIs will be project specific pending Relations discussions with Destination BC

~~Attachment # 6.E) Attachment # 6.F)~~

" Kootonay Boundary West Boundary Recreation Grant Application The personal informationyou provide on this RDKBdocument is being collected in accordance with the Freedom ofInformationand Protection ofPrivacy Act and willbe used only forthe purposes ofprocessing RDKBbusiness. This document may become public information.Ifyou have any questions about the collection of your personal information, please contact Theresa Lenardon, Manager of Corporate Administration/Corporate O?icerand Freedom ofInformationand Protection of Privacy Officerat 250- 368-9148 or [[email protected].

~~The purpose of this grant is to facilitate and foster recreation programs, with a focus on physicai activity, for the residents of the West Boundary.~~

~~Applicant/Requesting Group M/DWAVC0HHUN’7_Y A /#_7_/mo MailingAddress: 30 /6 9 M/Du/rlV B O VOHIMO~~

Phone: 2s0_l/q9’Z3_78 xEmail: (Cr(1)§;§?§ts::§§v"e)z./oft/0A‘/BB5/ZS0I\) Amount of grant request? $ 5 3’ What is the purpose of the _ _ - grant? Ta?aal/_2_’?~:%:Ieagz/7m; ?g ' 4 //c /Du//W C30/1?UN/TV ?mosr Em/ne ?es £7055 “fa M9 @444; $262077}/..cos‘7”/Aéssm) @ LM3 ,D/17/MSQMAJQ79¢ 76W/c/P4/ V23 2.1vgl_S...j»l‘anr.’FV Attachment # 6.F)

~~277%/Isésee ,477Ac#E.D?voémvggy~~

~~Who willthe grant bene?t? >6 —— J 5 a// 5 .~~

~~— '/ em »/4‘~~

~~what are the other funding sourcesfor this '—‘-"‘ program/event?~~

~~I. Are the participants being /;u /10 Sr 4,4555” _ charged to participate? /‘ Yes No~~

If yes, how much? Y0 I9’‘/'v$1eoW0b—‘’r/00/6/48 /6 B/7H.€f -— 320./-kssan 7 Estimated # of bene?ting participants? Yam = /2»/A B/ma.-/5-20 Where willthe program/event be held? H/ga/Av cg/1/1uAJz_-r_zcemme(Mao)

when willthe program/event be held? xp_(? __ SEPT.—-rpgc. B4ueT- Qsérr. spec. _(_2c//IA)—-./ml; 2020 Signature of Authorized 1” Date Representative - g /7 .- 20/9 Completed forms should be sent to: Regi al Districtof Kootenay Boundary 202-842 Rossland Avenue Trail, BCV1R458 Email: [email protected] I:::__. Of?ce Use Qnjx Attachment # 6.F)

~~I Date Received~~

~~Date Presentedto the Boundary Community Development Committee A roved [ Denied Amountapproved Attachment # 6.F)~~

~~MIDWAYCOMMUNITY ASSOCIATION Box 249~~

~~Midway, BC — VOH 1M0~~

~~Addendum :. MCA Fall 1019 Recreation Application~~

~~Date: August 13, 2019~~

~~GIANT I’IIII’O8E: The Midway Community Association once wishesto offer a number of recreational programs in the Fall of 2019.~~

Since our creation in 1958, the mandate of the Midway Community Association is to build a strong sense of community in our rural area. As always, our hope isto continue the process of making the Midway Community Centre a focal point, not only for Midway. but for those smaller communities to the west of US.

Last year the Village of Midway Council once again agreed to reduce the hall rental rate to the bare minimum of $7.5/session. Thismakes the programs we can offer reasonably affordable. However, since we are not a fund-raising organization, without the RDKB’s?nancial assistance in paying these hall rentals as well as the mandated liability fees for our instructors and participants we could not possibly offer these recreational programs.

~~Below are listed the programs we wish to provide for the West Boundary area in the upcoming Fall of 2018.~~

~~RECREATIONAL I5IOGIIAM8—I‘uII, 2011~~

~~o YOGA: Fall Segslonz Twice a week for 8 weel=2s=16 classes~~

~~Hall Rental = 16 x $25 = $500.00 Liability Insurance = $125.00 LessonBursary = $500 to defer slightly the cost of the instructor.~~

~~'I'O'I'ALs$1,115.00~~

~~0 BALLET: Fall Session: - WESTBOUNDARYSCHOOLOF DANCE~~

20 classes until Dec. 14"‘(The MCAChristmas Party) Hall Rental = 20 x $25 = $500.00 Liability insurance for pupils = $13 Ballet BURSARVPROGRAM:(There are always a number of parents who cannot afford to have their childrendance and/or need help in deferring the costs of the lessons despite the fact that the WBSDoffers lessonsfor what is a reasonable cost. Therefore, in order to help those parentslguardians who may have difficulty paying any or part of the full cost, we wish to be able to offer assistance as needed.) = $500.00 Attachment # 6.F)

~~'I'Ol'Al. Full Tenn = S l,II5.00~~

0 BALLET: IgI'IIIg_8gsIOII - WESTBOUNDARY SCHOOLOF DANCE (NOTE: The West Boundary School of Dance willbe entering its fifth successfulyear of operation starting in lanuary 2020. The students in these sessionswillbe working toward their second Spring recital in lune as a finale to the year. Thanks to Mrs.L. Malina, our talented instructor, we are seeing the development of a first-classballet program in our small rural area.

~~Therefore, we are requesting at this time an identical amount of $1,125.00 for the 20 Spring Lessons.~~

~~We are also requesting an additional $500.00 so that Mrs.Malina may purchase medals and other prizes to be awarded to the successfuldancers at the June Dance Finale.~~

~~‘IOIAI. 8gLIg_I'erm = $1,015.00~~

~~'I'0I'AL IE us’: let mnwnv couuuumr Assocunon = $3,875.00~~

~~We look forward to your response. Please, ifthere is anything more you need to know, please reach me phone me at home at 250-449-2378.~~

~~Sincerely, /»:.z¢zz...... lohn Hibberson for Midway Community Association Attachment # 6.G)~~

~~Tourism Update Aug 28, 2019 Regional District Kootenay Boundary /Boundary Community Development Committee~~

~~Submitted by: Simone Carlysle-Smith, Project Manager, Thompson Okanagan Tourism Association [email protected] and Cindy Alblas, Boundary Country Tourism Stakeholder Liaison [email protected]~~

Planning 1. Domain and hosting services require ownership registration verification prior to any transfer and website re- development scheduling. Domain WHOIS registration online check does not indicate boundarybc.com ownership by RDKB in the public view. 2. Website re-development draft designs and content plan sent to advisory committee Aug 21 for input by Sept 9 3. Photographers Outreach - email touch base and list images required, commence contracts when website requirements known 4. MRDT 2020 Plan due Nov 1, 2019. Stakeholder input session planned for Sept 25/26. 5. Destination BC Open Pool Application due Nov 1, 2019. RDKB contribution requested $20,000 for 2020 budget – pending RDKB 6. Fall 2019 or Spring 2020 Digital Campaign consideration (timing to be confirmed) 7. Crisis Management Communications: We will communicate through the Boundary Country Stakeholder newsletter and RDKB direct where applicable. Require contact list of RDKB.

Marketing 8. Research up-to-date on Google Drive and summary posted to newscentre with July stats. Domestic travel down 10% but International Travel up 30% for July 2019 compared to July 2018. https://boundarybc.com/boundary-country-visitor-research-monthly-update-july-2019/ 9. Social Media Channel Management ongoing weekly

MRDT Funding & Reporting – Net amounts transferred to RDKB from the Ministry 10. First report for 2018 calendar year approved and accepted by Destination BC. For the next report the signing authority must be a representative of RDKB. 11. The MRDT transferred for the period July 1-Dec 31, 2018 $49,523.19; Contribution by RDKB $2,000. MRDT transferred year to date for 2019 up to the May collection period $18,587.94 for a grand total of $70,111.13. Note: Online revenue now being transferred e.g. sources such as Airbnb. To date the portion of Online collection was $1,593.86 noted in the March 2019 collection letter.

Stakeholder Relations & Communications 12. Email update to Boundary Country database second week of every month with link back to the News Centre where tourism updates can be found online 24/7 at: https://boundarybc.com/news-centre/ 13. Confidential Research Highlights sent to Boundary Country Stakeholders 14. Cindy Alblas has attended 2 meetings with Discover Grand Forks, as well as meeting with Vicki Gee Area E Director and Sandy Mark, West Boundary Community Coordinator. 15. Boundary Country Bags and guides are being distributed to events across Boundary Country and are being sold at our visitor centres.

What’s Next 16. Request RDKB engagement for domain name and hosting changes for boundarybc.com 17. Receive advisory committee input for website re-development by Sept 9, proceed with website content planning new sections to include a Blog; accessibility, family and couples special web pages 18. Meeting with James Chandler Sept 11, 2019 - Touch base 19. Prepare workshop for Sept 25/26 stakeholder input session 20. Request RDKB contact list for crisis communications 21. Consider timing for next digital campaign Fall 2019 or Spring 2020