Integrated Community Sustainability Plan

October 17th, 2011

Prepared in association with:

© 2011, Town of Osoyoos. All Rights Reserved. The preparation of this sustainable community plan was carried out with assistance from the Green Municipal Fund, a Fund financed by the Government of Canada and administered by the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the personal views of the authors, and the Federation of Canadian Municipalities and the Government of Canada accept no responsibility for them.

Table of Contents

Overview of Community Sustainability Planning ...... 4 What is the Role of an ICSP? ...... 4 Background and Process ...... 6 The Quick Start Integrated Community Sustainability Planning Process ...... 6 Quick Start ICSP - Process ...... 6 Quick Start ICSP - Outcomes ...... 6 A Shared Understanding of Sustainability ...... 9 Sustainability Vision ...... 9 Osoyoos’ Three Priorities ...... 9 1. Protecting the Environment ...... 10 2. Ensuring Economic Viability ...... 10 3. Enriching Community Life ...... 11 Defining Success for a Sustainable Osoyoos ...... 11 Descriptions of Success ...... 12 Osoyoos’ Nine Sustainability Strategy Areas ...... 12 1. The Lake ...... 13 2. Buildings and Sites ...... 14 3. Community and Individual Health ...... 15 4. Economy and Work ...... 16 5. Education and Learning ...... 17 6. Arts, Culture, Heritage, Recreation, and Leisure ...... 18 7. Land Use and Natural Areas ...... 19 8. Transportation and Mobility ...... 20 9. Energy, Resources, and Waste ...... 21 Implementing Osoyoos’ Sustainability Vision ...... 22 The Current Reality and Action Planning ...... 22 Indicators and Monitoring ...... 25 Targets ...... 26 Sustainability Decision-Making Framework ...... 27 Next Steps in Osoyoos’ Sustainability Journey ...... 27 Community Partnerships ...... 27 Annual Action Reporting ...... 28 Ongoing Monitoring and Reporting ...... 29 Aligning Decision-making and other Policies with the ICSP ...... 31 Periodic Review and Refinement of the ICSP ...... 31

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Appendices ...... 32 Appendix 1 - Glossary of Terms Appendix 2 - Descriptions of Current Reality Appendix 3 – Initial Actions Appendix 4 - Actions Tracking Tool Appendix 5 – Initial Indicators Appendix 6 – Decision Making Framework Appendix 7 – Community Partner Agreement

Table of Figures

Figure 1 - Relationship of ICSP to other Plans and Policies ...... 5 Figure 2 - The “ABCD’s” of Sustainability Planning ...... 7 Figure 3 - ICSP Process Steps ...... 8 Figure 4 - Osoyoos’ Three Sustainability Priorities ...... 10 Figure 5 - The “Sustainability Gap” ...... 22 Figure 6 - Initial Recommended Actions ...... 23 Figure 7 - Indicators and Reporting Process ...... 25 Figure 8 - Defined Sustainability Targets ...... 27

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Overview of Community Sustainability Planning

Sustainability planning helps communities gain insight into their long-term goals for success – the goals then shape and inform investment and infrastructure decisions, reducing potential costly short-term mistakes. Significant benefits accrue to communities moving in the direction of long-term success. As an energizing and motivating conversation for the community, sustainability planning helps to alleviate potential deadlock issues, attract new residents and niche businesses, as well as retain and motivate municipal talent. Local economies are prepared for the long-term impacts of climate change, shifting global priorities for goods and services and rising energy prices. Community members commit to maintaining their resilience, networks and quality of life through demographic shifts and other social challenges. Municipalities save significant money over time through reduced energy and waste management costs and are able to access funding through a variety of mechanisms through the sustainability plan.

Photo: Janis St. Louis

What is the Role of an ICSP?

An Integrated Community Sustainability Plan (ICSP) is a document that is written by CSAT with input from the community, to guide the community toward a desirable and sustainable future. The ICSP identifies strategies and actions for implementation, monitors progress, and is reviewed and updated every year. An ICSP is the community’s highest level policy document that integrates all existing plans and policies and gives direction to all future initiatives and provides a comprehensive framework for community decision- making.

An ICSP is as much a process as it is a plan. It is an on-going process of engaging the community in co-creating and updating a community vision and linking that to realistic planning and collaborative action today. ICSPs emphasize long-term thinking, collaboration between community residents and stakeholders, creating partnerships, and ongoing monitoring and evaluation to ensure success. Osoyoos’ ICSP is called SEE Osoyoos Succeed. 4 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

Figure 1 - Relationship of ICSP to other Plans and Policies

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Background and Process

The Town of Osoyoos, working with the Whistler Centre for Sustainability and Community Partners, engaged the community to develop an integrated community sustainability plan (ICSP). The Town had undertaken a number of sustainability-related initiatives, and had many sustainability policies in the current Official Community Plan, but had not previously undertaken a comprehensive community sustainability planning process that would create a shared vision for the community and integrate existing policies.

The Quick Start Integrated Community Sustainability Planning Process

SEE Osoyoos Succeed was developed using a ‘Quick Start’ process. This process is based on The Natural Step, as well as on Whistler2020, a multiple award-winning community sustainability plan and process, but is customized to Osoyoos’ situation, needs, assets and visions. The Quick Start process quickly and effectively provides Osoyoos with an ICSP and on-the-ground actions and implementation tools to get the community on its journey toward sustainability. The framework is flexible and easily built upon to broaden the scope of sustainability over time as resources permit and the Town and Community Partners become more experienced with using the framework.

Quick Start ICSP - Process

SEE Osoyoos Succeed followed this process to create the ICSP: 1. Develop a shared understanding of sustainability. 2. Identify community Priorities and Strategy Areas. 3. Create a shared vision of the community’s desired future, called “Descriptions of Success,” for each of the Strategy Areas. 4. Write descriptions of where the community is currently at with regards to the vision, called “Descriptions of Current Reality,” or the “Current Reality.” 5. Determine Actions that can be taken to start moving Osoyoos from its Current Reality to its desired future. 6. Get commitment by Community Partner organizations to implement those actions. 7. Identify appropriate Indicators and develop a basic Monitoring and Reporting system that can measure, track, and communicate progress.

Quick Start ICSP - Outcomes

While a comprehensive integrated community sustainability plan (ICSP) with an Official Community Plan (OCP) update and multi-stakeholder task forces is the ideal mechanism for advancing sustainability, we understand that the resources required to undertake such an intensive process are beyond what many small to medium sized communities have 6 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

available. The Quick Start version of an ICSP is designed to get the community moving forward on its sustainability journey immediately and meaningfully.

With the Quick Start Sustainability Planning Process, Osoyoos has: 1. A document outlining a Vision, Priorities, Strategy Areas, and Descriptions of Success for a sustainable future. 2. A Description of the Current Reality, or current baseline, with respect to each Strategy Area. 3. A set of clear Actions for initial implementation, directed to specific Community Partners. 4. A set of Indicators specific to Osoyoos that will allow the Town to track progress towards the future vision. 5. An effective and easy-to-use monitoring and reporting system. 6. Website content for communicating sustainability initiatives. 7. ‘Next Steps’ recommendations that will provide a guide for continuing to develop and implement SEE Osoyoos Succeed in the years to come.

Figure 2 - The “ABCD’s” of Sustainability Planning

Source: The Natural Step

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Figure 3 - ICSP Process Steps

A Community Sustainability Action Team (CSAT) was created to work closely with the Whistler Centre team and municipality on the project. The CSAT is the advisory committee for the project, the “eyes and ears” of the community, and its members represent the community’s interest in the project. The CSAT provides input on public engagement opportunities, assists in the development of the community’s vision (including Descriptions of Success), provides input on Current Reality and indicators, and develops recommended actions. Individual organizations represented on the CSAT will also be essential partners and work with the municipality to lead on implementing actions that will move the community towards its vision of success and sustainability.

The SEEOS CSAT members are:

Chris Scheuren Councillor CJ Rhodes Holly Plante Janis St. Louis Jo Knight John Gates Ken Favrholdt Len McLean Councillor Marg Chadsey Mark Allison, Whistler Centre for Sustainability Jim Newman* Alain Cunningham* *Town of Osoyoos Staff Liaisons

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The CSAT participated in a sustainability and ICSP training session prior to participating in the process for developing an ICSP and to developing a shared understanding of sustainability. A public event was held in which 80+ members of the community participated in discussing and describing their visions of success for Osoyoos, originally in seven Strategy Areas, which evolved after review into nine areas. The descriptions of the community visions were turned into draft ‘Descriptions of Success’ and the CSAT then reviewed, revised and fine-tuned them. These initial elements were compiled into a Summary Document for CSAT review to ensure that the SEE Osoyoos Succeed vision and sustainability framework was consistent with the public’s vision, priorities, and Strategy Areas. CSAT then, based on this framework, reviewed the compiled Current Reality data to identify appropriate initial actions and indicators to support the vision, completing all of the components of the ICSP for public review and feedback.

A Shared Understanding of Sustainability

Sustainability Vision

There was general support by CSAT and public event participants for the Brundtland definition of sustainability, which is “meeting the needs of the present without compromising the ability of future generations to meet their own needs.”

Osoyoos’ vision is to excel as a community which meets current and future population needs in a socially, economically, and environmentally sustainable manner.

Osoyoos’ Three Priorities

The community of Osoyoos has identified three priorities that describe what is important to Osoyoos in order to achieve its vision in becoming a sustainable community. These priorities represent the important overarching values of the community. Each priority is equally important and supportive of the other, and all actions and planning need to support the values upheld in these three priorities.

Osoyoos’ three priorities are:

1. Protecting the Environment; 2. Ensuring Economic Viability; and 3. Enriching Community Life.

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Figure 4 - Osoyoos’ Three Sustainability Priorities

1. Protecting the Environment

Through protecting the environment, in the year 2030, Osoyoos continues to prioritize and protect the beautiful natural surroundings in which it is situated, in particular Osoyoos Lake, the surrounding desert habitat, and environmentally sensitive areas. Buildings are surrounded by healthy ecosystems and landscapes; there is a culture of, and numerous learning opportunities for, environmental protection; recreational and leisure activities respect the environment and natural ecosystems; and resource industry and business practices have transitioned towards renewables and sustainability. Good planning and development principles and strategies guide land use and development practices, encouraging more compact development and minimum encroachment on nature. Water conservation efforts and understanding have helped reduce Osoyoos’ per capita water consumption dramatically, and innovative environmental management techniques have reduced water needs as well as protected aquifers and watersheds. The Town of Osoyoos has proactively influenced environmental air quality issuesand land use practices in the Valley and, as a result, the region collaboratively implements efforts to protect the environment.

2. Ensuring Economic Viability

Through ensuring economic viability, in the year 2030, Osoyoos’ economy is diverse and mainly locally-based, with a diverse workforce. Osoyoos is a leader in clean and renewable technologies, including businesses built on sustainability practices such as recycling and deconstruction, and a large proportion of local businesses is based on those technologies. Because the community has done a good job at protecting the environment, recreational and leisure opportunities are a big tourism driver. A strong tourism sector complements and supports the local economy, enhances the community’s assets, and includes a vibrant cultural tourism component. Educational opportunities also provide jobs as well as learning opportunities for creating a locally-based workforce. A larger 10 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

proportion of the community’s dollars is kept in the community through local food production and consumption, supporting local farmers, and reducing the need to travel outside the community for food. Osoyoos has a vibrant downtown with a range of amenities and services that increasingly attract visitors as well as support local businesses.

3. Enriching Community Life

Through enriching community life, in the year 2030, the community of Osoyoos is healthy, vibrant, diverse and happy. The built form is beautiful, safe and accessible, and the Town has a thriving downtown core where residents and visitors interact. All residents have access to affordable and comfortable housing, and enjoy leisure time and activities year-round. Healthy, local food choices are readily available, and there is a strong local food culture. A healthy lifestyle, complemented by broad and accessible health services, contributes to a healthy community. Diverse educational and informal learning opportunities allow lifelong learning in Osoyoos. The community embraces sustainability as a lens through which all planning and decisions are made. Due to innovations in renewable and sustainable technologies and resource management, and a culture of reducing waste and consumption, the community is clean and healthy. Residents and visitors can easily get around the community and Valley using public transit, cleaner vehicles, and a variety of non-motorized means.

Defining Success for a Sustainable Osoyoos

There are a number of ways to understand and conceptualize community and community issues. While it is important for an ICSP to address relevant community sustainability issues such as climate change, intergenerational demands, affordability, the economic challenges, the ICSP doesn’t need to be structured by every issue to do that. In fact, a plan structured by issues would likely be unruly and resource intensive to manage due to the sheer number and variety of issues!

The manner in which a Quick Start ICSP is organized seeks to address the opportunities or challenges from all the important issues across a handful of relatively stable quality of life service and community systems. While we don’t always think of a community as made up of an energy system, leisure system, health system, etc., we can all intuitively understand that they exist and will exist. For example, a community’s energy system is the way that various organizations, infrastructure, and people combine to meet the community’s energy needs. The way in which a system functions well – or not – is often the root cause of multiple issues, so addressing the system as a whole will bring us one step closer to solutions. Further to the energy system example, our current energy systems have impacts on air quality, climate change, water ecology, etc. Working comprehensively on energy system solutions help in all three areas.

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For Osoyoos, nine Strategy Areas were identified that broadly address all the community systems and the broad range of issues within them. As the ICSP continues to be developed over the next number of years, these Strategy Areas may be combined, separated, or revised – that is all part of an ongoing community sustainability planning process. For the Osoyoos’ ICSP, these are the nine recommended Strategy Areas:

1. The Lake; 2. Buildings and Sites; 3. Community and Individual Health; 4. Economy and Work; 5. Education and Learning; 6. Arts, Culture, Heritage, Recreation and Leisure; 7. Land Use and Natural Areas; 8. Transportation and Mobility; and 9. Energy, Resources and Waste.

Descriptions of Success

A sustainability plan includes a vision of what a successful and sustainable future for the community looks like in each of the community systems in a specified year in the future. These specific mini-visions are represented by clearly articulated Descriptions of Success (DoS) statements that:

Describe what success will look like in a sustainable future in each Strategy Area; Are statements of the highest aspirations and purpose for each Strategy Area; and Are used for determining actions and decisions that need to be taken in order to move the community from where it is today to where it wants to be in a sustainable and successful future.

DoS statements guide action planning so that all actions and initiatives that are developed aim to move the community towards the vision described by the DoS. DoS statements also guide the development of community indicators for measuring progress toward the vision and sustainability.

Osoyoos’ Nine Sustainability Strategy Areas

The nine Strategy Areas and the DoS statements describe a shared vision of what a sustainable and successful Osoyoos will look like in the year 2030. These are described below along with a brief description of the scope of each Strategy Area.

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1. The Lake

The Lake strategy recognizes the central role of Osoyoos Lake in the success and long-term livability and sustainability of the community, and addresses how The Lake will be sustained over time, including socio-cultural, economic, and environmental sustainability.

Descriptions of Success

By the year 2030,

1.1 The Lake is recognized as the heart and focal point of the community, with buildings and public spaces being integrated within the setting of The Lake wherever possible, such as view corridors and convenient access points. 1.2 The Lake and surrounding hillsides are accessible year-round by a network of low environmental impact trails and promenades, connection the Town Centre and tourist areas. 1.3 The Lake is pristine, in as natural a state as possible while maintaining public safety, with negligible amounts of pollutants. 1.4 Sensitive areas of The Lake and watercourses that flow to and from The Lake are protected from intrusions and degradation. 1.5 The Lake supports a range of compatible, low environmental impact uses that embraces community livability and the local economy while ensuring the long-term sustainability of The Lake. 1.6 Stewardship of The Lake is shared by a broad partnership of the Town, local and external community groups, the Osoyoos Indian Band, the Province, Regional District of Okanagan-Similkameen, upstream communities, and jurisdictions in the U.S. to create healthy lake and river systems. 1.7 The natural setting of The Lake is not negatively impacted by development or recreation uses. 1.8 Watercraft on The Lake are powered by low environmental impact sources.

Photo: Janis St. Louis

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2. Buildings and Sites

The Building and Sites strategy addresses how the physical characteristics of buildings and sites keep the community inclusive, affordable, livable, and sustainable. It includes residential dwellings, commercial, institutional and industrial buildings, as well as their surrounding natural and human-made landscapes. It deals with infrastructure, materials and practices related directly to the building or site, but generally excludes community infrastructure such as roads, underground energy and communication systems, water, and sewer lines.

Descriptions of Success

By the year 2030, 2.1 Architecture and urban design reflect Osoyoos’ natural environment and heritage, including the application of consistent and attractive facade design guidelines. 2.2 Higher density buildings and sites compatible with Osoyoos’ existing buildings and natural context help reduce sprawl, support local business, and provide animation in the Downtown. Higher density locations are attractive and centrally-located near transportation alternatives, services, parks, open spaces. 2.3 Housing is accessible and affordable for residents, including the seasonal work force, and offers a diversity of housing types. 2.4 Building design, construction and operation have small environmental footprints through low environmental impact alternative energy systems, water efficiency, natural landscaping, and the use of local and natural building materials. Photo: Ken Favrholdt 2.5 Buildings are attractive and designed and constructed for long life with minimal maintenance. 2.6 Building and sites in the Downtown are well connected to public parks, open spaces and the waterfront, and are accessible. 2.7 Public buildings are designed to accommodate multiple uses and are accessible to community groups.

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3. Community and Individual Health

The Community and Individual Health strategy is concerned with meeting residents’ physical, mental, emotional, and spiritual health needs through services, infrastructure, interactions, relationships, and a strong community fabric. It also includes food security and community safety and security. From an individual perspective, it addresses access to local and regional care services, health promotion and health enablers, such as leisure and recreation facilities.

Descriptions of Success

By the year 2030, 3.1 Residents are able to meet their basic needs in a safe and dignified manner, including healthy and affordable food, shelter, education, personal development opportunities, and health care, including physical and spiritual health. 3.2 Community members have access to medical services through locally available core services and a supportive transportation system to access more specialized regional health care services. 3.3 Equitable and sufficient wages, benefits, and training opportunities help make it possible for community members of all ages to live, work, and play in Osoyoos. Photo: Janis St. Louis 3.4 Neighbourhoods within Osoyoos are diverse, attractive, safe, and multi-generational. 3.5 Facilities, programs, and community groups promote healthy and active lifestyles for all residents. 3.6 Osoyoos is recognized as having a quality of life that promotes happiness and attracts a wide diversity of households, including singles, couples, families, and seniors. 3.7 There is a spirit of inclusivity and volunteerism in the community that encourages people of all ages and abilities to participate in, and contribute to, community activities, events, and services. 3.8 There is a balance and interaction of permanent and seasonal residents as well as a demographic mix of children, youth, adults, and seniors within the community. 3.9 The community embraces cultural diversity and provides opportunities for learning and experiencing different cultures.

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4. Economy and Work

The Economic and Work strategy focuses on bringing in sufficient resources, including financial, technological, skills, and human resources, into the community and optimizing the impact of these resources in order to support local services and attractive livelihoods. It also addresses opportunities for meaningful work, creating a positive business climate.

Descriptions of Success

By the year 2030, 4.1 Osoyoos’ economy is diversified, attracting and sustaining a stable and productive workforce and population. 4.2 Clean and renewable technologies, industries, and services are a significant component of the local economy. 4.3 Tourism is an all-season contributor to the local economy. Photo: Janis St. Louis 4.4 Osoyoos’ business culture offers fair wages, lifestyle benefits and a full range of housing types to attract and retain a diverse work force. 4.5 The tourism and agricultural economic base is increasingly augmented by a low environmental impact, value-added economy, with a range of innovative products and services. 4.6 Osoyoos is a centre for culinary and viticultural arts and education, attracting students and visitors. 4.7 Osoyoos is a centre for innovative environmental technology research and development. Applications include building, infrastructure, energy, and environmental protection technologies. 4.8 Strong partnerships and collaborative relationships help build Osoyoos’ economy, including strong education and skills training partnerships, to attract and retain the local workforce. 4.9 Business and industry have incorporated conservation and energy efficient practices. 4.10 Local products are recognized, protected and celebrated through farmers markets, buy-local campaigns and festivals. As a result, Osoyoos is self-sufficient and most of the purchasing needs of Osoyoos residents and visitors are met without having to travel outside of the community.

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5. Education and Learning

The Education and Learning strategy addresses activities related to education at all levels, from elementary to post-secondary, in formal and informal environments, supporting built and natural infrastructure, resources, and delivery agents. It also addresses conditions required to make education and learning accessible and inclusive.

Descriptions of Success

By the year 2030,

5.1 Osoyoos and area residents are able to access a wide variety of formal and informal education programs for all ages and abilities within the community up to the post-secondary level. 5.2 Osoyoos Secondary School is a thriving regional centre of excellence for learning, arts, culture, employment skills, and recreation, offering a wide range of programs for both high school students and life-long learners, attracting students from around the world. 5.3 Education opportunities in Osoyoos are innovative and progressive, with an engaging learning environment. Photo: Janis St. Louis 5.4 Accessible education facilities and infrastructure promote the “Community School” approach, where school resources are shared by community partners, and facilitate programming and venues for arts, education, and recreation. 5.5 Education and awareness of sustainability principles and practices is integrated into all education and learning programs. 5.6 Education and training programs are available that support excellence in local economic activities, including agriculture, viticulture, green technologies, recreation, and tourism. 5.7 The sharing of community experience (e.g., artists, landscapers, chefs, doctors, etc.) and facilities is an integral part of the local educational system.

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6. Arts, Culture, Heritage, Recreation, and Leisure

The Arts, Culture, Heritage, Recreation, and Leisure strategy addresses a wide range of socio-cultural activities and the supporting built and natural infrastructure, resources, and delivery agents. It also addresses conditions required to make these activities accessible and inclusive with a low environmental impact.

Descriptions of Success

By the year 2030, 6.1 Osoyoos is a year-round centre for arts, culture, and recreation. 6.2 Heritage is celebrated, recognizing the complete experience and diverse cultures of human settlement in Osoyoos. 6.3 Recreation and leisure are part of everyday life in Osoyoos for all residents and visitors. 6.4 Osoyoos is host to a wide variety of festivals celebrating the community’s diverse culture and heritage: agriculture and viticulture, sports, music, theatre, visual arts, dance, and other activities. 6.5 The community and visitors are served by centrally-located, multi-use, multi- generational cultural and recreation facilities. 6.6 Osoyoos’ recreational and leisure activities are a major contributor to the economy, enhancing the community’s livability. 6.7 Community members have access to local, accessible, and affordable year- round indoor and outdoor recreation and leisure activities where environmental values are protected and connections to nature are maintained. Photo: John Gates 6.8 Osoyoos is an ecotourism destination for a wide variety of activities, including hiking, biking, birding, skiing, astronomy, and study trips to learn about the unique desert environment. 6.9 Recreation and leisure activities are increasingly based on low environmental impact, self-propelled activities, or activities using clean, ecologically benign fuels and technologies.

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7. Land Use and Natural Areas

The Land Use and Natural Areas strategy seeks to promote land use in a way that maintains livability, natural areas, and economic development. The strategy addresses the locations, patterns, and types of all physical development as well as the amount and timing of these developments. It also addresses how the community will protect, and work to restore, ecosystem integrity and biodiversity throughout the area.

Descriptions of Success

By the year 2030, 7.1 The community of Osoyoos is compact, with a distinct urban boundary and well- understood limits to growth. Smart Growth principles, guide development planning and decisions. 7.2 The Downtown is pedestrian-oriented, integrated with the Lake, and the focus of Osoyoos for business. Main Street is the heart of the community and Town’s commercial district. 7.3 Osoyoos protects the attributes of surrounding lands that affect community livability and sustainability through partnerships, agreements, and direct jurisdiction. 7.4 The unique desert and environmentally sensitive areas are inventoried and protected from development. 7.5 The designation of extensive park lands protects the natural setting of the community and sensitive ecosystems and serves as a major regional economic stimulus. Photo: Ken Favrholdt 7.6 Land development practices include xeriscape landscaping, minimal resource consumption, low environmental impact, efficiency in design and the use of sustainable, locally produced building materials. 7.7 Natural resources and the capability for sustainable harvesting of these resources are protected.

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8. Transportation and Mobility

The Transportation and Mobility strategy is concerned with the movement of residents and materials to, from and within a community in a more efficient and sustainable manner that is consistent with the community’s small town character. It includes all modes of local and regional transportation and focuses on vehicles, roads, trails, lighting, transit, and supportive technologies.

Descriptions of Success

By the year 2030, 8.1 Osoyoos is a transportation-friendly community, with safe, attractive, and comfortable pedestrian and bicycle connections between most destinations, including between communities. 8.2 Osoyoos is an accessible community, where people of all ages and abilities, including those in wheelchairs or scooters, can access all of their needs. Design principles which address the needs of those with mobility or perceptual challenges, are broadly applied into the community, including buildings, sites, and public spaces. 8.3 The majority of people in Osoyoos get around by a variety of modes rather than by driving alone in a car. Both residents and visitors are well aware of the wide range of convenient alternative transportation modes that are available for travel to, from, and within Osoyoos. 8.4 There is a user-friendly public transportation system for trips within Osoyoos and to and from neighbouring communities and destinations, including long distance and intermodal transportation facilities. 8.5 Alternatives are implemented that reduce the impacts of travel on the lake. 8.6 The impact of traffic and large trucks using major highways passing through the community is minimal and the needs of regional traffic is balanced with the needs of local users. 8.7 Transportation infrastructure systems within Osoyoos minimize resource consumption, apply sustainable technologies, and have low environmental impacts on the community and the environment, including the effects of light pollution, noise, vibrations, congestion, and visual intrusion.

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9. Energy, Resources, and Waste

The Energy, Resources, and Waste strategy is concerned with energy and emissions, the use of materials, both natural and man-made, and the management of waste products. It focuses on the entire energy, resource, and waste system, including appropriate sourcing, delivery, usage, infrastructure, and management practices.

Descriptions of Success

By the year 2030, 9.1 Osoyoos’ water supply is safe, sufficient, and accessible to all. All water sources are protected and the water system is efficiently managed, based on conservation and reuse principles. 9.2 Waste is collected and processed efficiently and locally, with most waste products viewed as a resource. There is a strong culture in the community for reducing, reusing, recycling, and composting, eliminating the need for more landfill capacity. 9.3 Osoyoos is on track to becoming a zero waste community. 9.4 The majority of new energy sources used in the community are clean, renewable, and generated locally. Osoyoos is a “solar community,” a leader and innovator in the use of low environmental impact solar energy and other environmentally friendly sources for heating, cooling, and electricity. 9.5 Most new development and redevelopment projects are connected to local energy systems using flexible, low environmental impact energy sources or employing alternative technologies, such as solar, geoexchange or wind power. 9.6 Osoyoos has met OCP targets and significantly reduced energy use, particularly from non-renewable sources, and greenhouse gas emissions from 2007 levels. 9.7 Water and waste systems are efficiently designed, use energy sparingly, and use renewable energy. Natural, sustainably-produced materials are used wherever possible for the construction and operation of water and waste systems. 9.8 The community supports sustainable local food production through community gardens, encouragement of low environmental impact farming in the region, promotion of the “shop local, eat local” concept, etc. 9.9 Food production and landscaping uses natural fertilizers, pesticides, and herbicides, and management practices enhance biodiversity.

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Implementing Osoyoos’ Sustainability Vision

The Current Reality and Action Planning

After the community developed its vision of where it wanted to be in 2030, i.e., the Descriptions of Success, Descriptions of Current Reality relative for the Strategy Areas were prepared and are included in Appendix 2 – Current Reality.

CSAT was tasked with reviewing Osoyoos’ Current Reality and Descriptions of Success, and then, considering the ‘sustainability gap,’ came up with ideas for actions that could be undertaken by the Town of Osoyoos and community partners. Four initial Actions were then determined for each Strategy Area that would help the community move from its current situation to where it wants to be in order to be more sustainable.

Figure 5 - The “Sustainability Gap”

While a considerable number of actions were identified as potential ones to be undertaken, a set of four actions were prioritized for each strategy area to be undertaken in the first year. These priority actions were based on the following criteria:

1. Move toward one or more Descriptions of Success (meeting more DoS is better). 2. Moves toward multiple Priorities and Strategy Areas. 3. Have at least one action of high impact, even if high level of implementation difficulty. 4. Have at least one action that is highly visible. 5. Be low or moderate in difficulty of implementation. 6. Result in no decrease of resources or a surplus of resources to invest in future actions. 7. Be mostly started in the immediate/short-term.

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8. Consist of a range of timeframes for the end effect of the actions, with at least one action per strategy having immediate on-the-ground results. 9. Present a flexible platform for further movement toward sustainability.

Each action statement:

1. Starts with an action verb so that the action is clear (e.g. ‘develop,’ ‘build,’ etc.); 2. Is specific enough to be linked to one lead organization; and 3. It is clear what the outcome will be.

Each action will be proposed to the lead partner organization, which will then decide whether it can take on the action this year (accept), postpone taking it on to another year, or decline taking it on, in which case the organization would be asked to provide an explanation. Appendix 3 – Initial Actions lists the recommended initial actions identified by CSAT. About two-thirds of the actions were assigned to the Town of Osoyoos, and the others were assigned to organizations that were represented by other CSAT members.

The initial set of recommended actions is:

Figure 6 - Initial Recommended Actions Strategy Area Action The Lake 1.1 Create a unified authority to regulate lake usage and quality and measure negative impacts on water and shoreline by human and natural contributors. 1.2 Educate users and consider regulating gas powered watercraft. 1.3 Install oil interceptors in stormwater system. 1.4 Educate public on the need to restrict the sale of pesticides and non-organic fertilizers in local businesses. Buildings and Sites 2.1 Provide clearly marked and accessible corridors for pedestrians, cyclists, and scooters for easy access between downtown core and recreation areas. 2.2 Establish a range of affordability options on Town land for rental and freehold housing, including density bonusing, support for housing cooperatives and space for a youth hostel. 2.3 Research, adopt, and communicate green building guidelines for new development and redevelopment projects. 2.4 Initiate a bylaw where all new construction must be xeriscaped and encourage existing properties to xeriscape by introducing water metering. Community and Individual Health 3.1 Establish 7-day walk-in doctors office. 3.2 Establish a patient shuttle to health care facilities and specialists in other communities.

3.3 Provide an outreach program to assist homeless and those with substance abuse problems.

23 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

3.4 Provide more doctors and other health care professionals to meet the demands of the population. Economy and Work 4.1 Create an Economic Development Board to develop a Business Attraction Strategy. 4.2 Establish a local partnership to identify and implement opportunities for all-season attractions. 4.3 Create a Festivals and Events Committee. 4.4 Establish a “Buy Local” Awareness Campaign. Education and Learning 5.1 Expand educational offerings and activities at Osoyoos Secondary School (OSS). 5.2 Create international program at OSS to attract students from abroad. 5.3 Create an “Osoyoos Learns” partnership to use local expertise to provide expanded education and skills training opportunities. 5.4 Share OSS facilities with community groups. Arts, Culture, Heritage, 6.1 Upgrade and expand Gyro Beach Park area with a waterpark, Recreation, and Leisure playground, and washroom upgrade. 6.2 Establish a high quality recreation facility (pool, gym, courts).

6.3 Create a cultural precinct on Main Street with museum, art galleries, local artisans, arts council offices. 6.4 Establish an Ecotourism promotion program for locals and visitors. Land Use and Natural Areas 7.1 Implement the revitalization plan for the downtown core. 7.2 Conduct one or more Provincial or National Park public engagement and information sessions.

7.3 Communicate, implement, and enforce the Good Neighbour Bylaw. 7.4 Identify potential employment opportunities, and market land inventory to potential businesses and industries. Transportation and Mobility 8.1 Create a community transit plan, incorporating public, private, local, regional, and inter-regional services. 8.2 Create a 5-year capital plan to provide accessible infrastructure that promotes walking, cycling, scooters, e-bikes, etc. 8.3 Identify options for separating heavy traffic from the town. 8.4 Extend and Improve existing hiking and biking trails, including a connection to the Kettle Valley Railway (KVR) in Oliver. Energy, Resources, and Waste 9.1 Implement available best practices to consistently monitor and ensure safe drinking water. 9.2 Expand recycling to accept most household and commercial waste. 9.3 Create an expanded education campaign to encourage participation and increase awareness of the benefits of reducing, reusing, and recycling solid waste. 9.4 Adopt and implement a solar program initiative, including a solar hot water ready bylaw amendment for new construction.

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While action planning was done initially by CSAT members, who addressed all nine SEE Osoyoos Succeed strategies, in future years the community will determine the most effective model and process for action planning, e.g., to develop task forces, to move each strategy area forward.

As actions are undertaken and completed, they need to be tracked and communicated. An action monitoring tool is included in the appendices.

Indicators and Monitoring

Indicators are essential for measuring performance toward a goal and toward the Descriptions of Success as well as for communicating progress. Indicators should show trends over time and provide information as to where progress is being made, and if not being made, which areas actions should be directed. Monitoring and reporting should be done annually, and comprise the following steps:

Figure 7 - Indicators and Reporting Process

A pool of core indicators based on the three priorities and nine Strategy Areas were developed. These indicators were selected based on representation of the priorities, and availability and accessibility of existing data. The initial recommended indicators are:

1. Cultural Diversity 2. Housing Diversity 3. Demographic Diversity 4. Doctor Coverage 5. Drinking Water Quality 25 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

6. Education Attainment 7. Health Availability 8. Housing Affordability 9. Median Household Income 10. OSS Diversity 11. Student Enrolment 12. Waste Water Effluent Quality 13. Funding for Green Transportation 14. Length of bike-friendly commuting routes 15. Local Transport Satisfaction 16. Services Proximity 17. Trail Length 18. Business Licenses 19. Employment Lands 20. External Visitors 21. Unemployment Rate 22. Visitor Centre Visits 23. Downtown Traffic 24. Local Air Quality 25. SEEOS Action Participation 26. Energy Use 27. Greenhouse Gas Emissions 28. Landfill Waste 29. Waste Diversion 30. Average Density 31. Development Footprint 32. Lake Health 33. Protected Shoreline 34. Water Use 35. Commuting Mode

Appendix 5- Initial Indicators, includes a complete summary of the initial recommended indicators along with a description and data sources. A Monitoring and Reporting spreadsheet tool has been provided to allow the Town and Community Partners to track and compare trends in these indicators over time.

Targets

There were no specific numeric targets developed in this process, as it is recommended that the Town and Community Partners strive to achieve continuous measurable improvement in all of its SEE Osoyoos Succeed performance indicators as the target. The following targets have, however, been set in the OCP for new residential land and GHG emissions reductions have been incorporated into the ICSP:

26 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

Figure 8 - Defined Sustainability Targets

Allocation for additional residential lands to 2030 80 ha Corporate GHG reduction below 2009 levels by 2020 10% Community GHG reduction below 2007 levels by 2020 1% Community GHG reduction below 2007 levels by 2030 5%

Sustainability Decision-Making Framework

The ICSP is the community’s highest level policy document and, as such, provides guidance for all decision-making. The sustainability vision, priorities and Descriptions of Success can provide a framework for assessing all decisions and actions.

Appendix 6 - Decision Making Framework, provides a decision-making framework based on the Osoyoos’ sustainability vision including, three priorities and the Descriptions of Success in nine Strategy Areas. This tool can guide decision-making on policies, plans, projects, purchasing, etc., and can be included in any report where a decision or assessment is required, and also used internally or by Community Partners as a sustainability filter for proposed actions.

Next Steps in Osoyoos’ Sustainability Journey

The Quick Start process was a time- and cost-effective way to develop an Integrated Community Sustainability Plan to create a shared vision and then immediately begin to implement actions on the ground. However, creation of the ICSP is just the first step of many in a community’s journey toward sustainability. Ensuring continued progress towards the shared vision requires annual monitoring of performance, ongoing action planning and implementation, and building increased awareness, participation and community partnerships.

This document outlines the main areas for building on Osoyoos’ ICSP and creating an ongoing process for institutionalizing sustainability in the community.

Community Partnerships

Community partners are essential in realizing the vision in SEE Osoyoos Succeed. Community partners participate in annual action planning and implementation of those actions, as well as incorporate the directions of SEE Osoyoos Succeed into their own operations and practices.

Since the ICSP is a long-term plan for the whole community, it is imperative that community stakeholders participate as partners with the Town of Osoyoos in the 27 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

development and ongoing implementation of the plan. Community partners can participate in annual action planning, accept actions for implementation, participate in communicating sustainability and outcomes of the plan, and get other community partners on board.

To ensure that roles and responsibilities of community partners are clear, a partnership agreement signed between the municipality and the community partner is a useful tool. The partnership agreement should articulate a commitment to use the ICSP and its stated directions in decision-making, as well as some principles for community partnerships (e.g. collaboration, transparency). A sample Partnership Agreement is attached as Appendix 7 - Community Partner Agreement.

While it is ideal that community partners come on board during the development of the ICSP, they can come on board at any time, as long as they are provided an understanding of the process and the benefits – to them and to the broader community – of participating in a long-term sustainability journey.

Annual Action Reporting

Regardless of whether the SEE Osoyoos Succeed CSAT continues or an annual Task Force is created, one or the other should be engaged in annual action reporting to ensure that the ICSP continues to be a living process and, most importantly, that it creates on-the-ground action and results. This reporting may take place on a yearly basis, bi-annually, or even every three years. The CSAT or each Task Force reviews the results of past recommended actions, evaluates the most current indicator data, strategically assesses local and regional opportunities, and then presents a recommended set of actions for the following year.

The action reporting process should continue in a manner similar to what occurred during the development of the ICSP and the initial set of actions. Here is a high-level outline of the process:

1. Before the CSAT/Task Force meeting(s): a. Compile Current Reality information into strategy-specific documents for review by the CSAT or Task Force before coming to the meeting. Current Reality information should include: indicator performance data; status update on past actions; and updates on information critically relevant to the strategy area(s). 2. During the facilitated CSAT/Task Force meeting(s): a. Review the Descriptions of Success (DoS) statements to ensure common understanding; b. Review the Current Reality information and identify critical information gaps; c. Brainstorm action ideas to move the community from the Current Reality toward the DoS;

28 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

d. Review and discuss the action ideas generated to ensure common understanding among the participants and to ensure that the actions will indeed move the community in the desired direction and won’t have any unintended negative impact on other strategy area DoS; e. Prioritize the actions to maximize the return (economic, socio-cultural and/or environmental) on the investment based on four strategic questions: Does this action move us toward our Descriptions of Success? Is this action a flexible platform for future improvement toward sustainability and success? Is this action a good financial investment? f. Review and discuss the prioritized list to identify any potential gaps in the final set. 3. After the meeting(s): a. Compile the actions; b. Review to eliminate any overlapping and conflicting actions; and c. Refine and finalize actions to ensure clarity (e.g. outcomes, lead organizations).

The prioritized actions are recommended to potential implementing organizations throughout the community, not just to the municipality, to reinforce that the ICSP is owned and implemented by a wide range of community partners.

Ongoing Monitoring and Reporting

Monitoring and reporting progress toward (or away from) Osoyoos’ vision is essential to provide transparency, inform decision-making and enable continuous improvement. Ongoing, reliable monitoring provides the community with a number of essential functions and benefits, including:

1. Informing decision-making throughout the community; 2. Informing task force action planning; 3. Ensuring transparency and accountability to community stakeholders; 4. Engaging businesses, residents and visitors in the journey toward the vision by providing meaningful and timely information in an interactive way.

Communicating results will build credibility and support for the overall process, and should ideally be done on a regular schedule in time for action planning. The most efficient method of reporting back to the community likely is through a website. Publically- accessible, easy to understand, and easily updated, a web-based platform is fast, efficient, and effective for communicating results. Reporting in the same format and using the same metrics year after year will allow for trend spotting and systematic updating. If access to more specific data is available it is a good idea to add to the initial set of perhaps more high-level indicators with supporting ones. For example, total energy used can be reported on by sector and by energy type as well.

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The initial set of priority indicators provided with SEE Osoyoos Succeed is based on what type of data is currently available. An appropriate set of indicators can typically be selected through dialogue with data users, data providers and the CSAT/Task Forces. External research is then conducted to identify best practice indicators used in other jurisdictions, as well as internal research to understand what was already being reported within the community. Once this initial set of indicators is selected, other indicators without such readily available data can be added and the data sought. It’s important to keep in mind that an indicator is not going to be very useful if there is no way to collect the data necessary to inform it, or tremendous resources would be required. Indicator assessment criteria usually include:

1. Validity – to measure progress toward the descriptions of success or priorities 2. Reliability – to provide consistently measured data over time 3. Resource Intensity (including information availability) – to achieve a balance of good data for good value 4. Comparability – to benchmark against other communities where possible

It is useful to identify what currently exists in the community, region, or province that has bearing on a particular strategy, and then to build an indicator based on what that particular source might already track, or is able to track. For example, the number of vehicles on roads has bearing on a transportation strategy and an energy strategy; the number of registered vehicles per community is currently tracked by ICBC, and the number of vehicles on highways is tracked by the Province. This is an example of a good, specific indicator that could track the progress of a couple of strategies, which would then inform the progress of community priorities (in Osoyoos’ case, Protecting the Environment).

Over time, indicators will evolve as further learning and increased capacity develops for useful reporting and monitoring. Common existing data sources include organizations such as Tourism BC, BC Hydro and Statistics Canada, and in some communities, Community Surveys, which are a great way of collecting unique information for your community. New data collection tools and sources may come on stream in the future and should be included in the monitoring system to make indicator results more robust and reliable. One of the most important, yet often forgotten, steps in the monitoring and reporting process is celebrating successes - big or small. Celebrating successes is one of the most impactful things that can be done to maintain enthusiasm and strengthen buy-in for the ICSP. The monitoring process provides the ammunition for celebrating achievements by providing a clear reflection of the community’s movement along its path towards the vision. Make community achievements public by posting on the Osoyoos and partners’ websites, advertising in the local newspaper, and presenting at local gatherings. Increased presence in the public eye will result in an increased interest in the ICSP process and in turn, more support and input from the community.

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Aligning Decision-making and other Policies with the ICSP

The ultimate goal for ICSP implementation is that relevant decisions are aligned with the ICSP, and this includes the formal decisions made by Council on policies, plans and procedures, to the day to day decisions made by staff, partners and community members on projects, practices and purchasing.

There are two factors critical for successful alignment: training and tools. Decision-makers should understand the ICSP framework and how to apply it to their decision-making processes. Further, they will likely benefit from decision-informing tools, such as the ones included in SEE Osoyoos Succeed, to assist them through the process.

Periodic Review and Refinement of the ICSP

Keeping the ICSP current and ensuring that it continues to connect with stakeholder values is another important factor to attend to moving forward. While the actions are reviewed and planned on an annual basis, other elements of the plan should be held more constant so that they can effectively guide action planning. However, the need for constancy should not outweigh the importance of reflecting the community’s changing vision for the future. The elements of the ICSP and suggestions for the frequency and method for updating them in the future are provided below. 1. Indicators: Core indicators (based on the priorities) should be kept as constant as possible so that trends can be monitored and performance evaluated over time. However, transitioning to new and improved indicators as they become available should be considered annually so that decision-makers are armed with the best possible information. 2. Descriptions of Success statements: These should be reviewed and refined every five to ten years and be done by a CSAT team representing key community partners and stakeholders or by the Task Forces that may be created for each strategy area. 3. Vision and Priorities: The vision and priorities should be reviewed and refined every ten to twenty years through a process that includes the community at large.

31 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

Appendices

Appendix 1 - Glossary of Terms

Appendix 2 - Descriptions of Current Reality The Lake Buildings and Sites Community and Individual Health Economy and Work Education and Learning Arts, Culture, Heritage, Recreation, and Leisure Land Use and Natural Areas Transportation and Mobility Energy, Resources, and Waste

Appendix 3 – Initial Actions

Appendix 4 - Actions Tracking Tool

Appendix 5 – Initial Indicators

Appendix 6 – Decision Making Framework

Appendix 7 – Community Partner Agreement

32 SEE Osoyoos Succeed FINAL DRAFT ICSP – October 2011

SEE Osoyoos Succeed Socially, Economically, and Environmentally

Glossary of Terms Backcasting: A basic planning approach where one begins with a vision of success in the future (in this case, a sustainable society) and then uses the question “what do we need to do to move from where we are today toward our vision?” to identify strategic actions.

Biodiversity: The diversity of plants, animals, and other living organisms in all their forms and levels of organization, including genes, species, ecosystems, and the evolutionary and functional processes that link them.

Clean energy: Clean energy, also referred to as green energy, is defined here as non‐polluting energy from renewable sources.

Climate change: Warming of the Earth’s climate resulting from the buildup of greenhouse gases (e.g., carbon dioxide, methane) in our atmosphere due to human activities (primarily fossil fuel combustion).

Community school: Refers to a publicly funded school that serves as both an educational institution and a centre of community life. A community school is both a place and a set of partnerships between the school and other community resources with an integrated focus on academics, youth development, family support, health and social services and community development.

District energy: A locally‐based energy system from renewable sources that supplies a group of buildings that is located in close proximity to share infrastructure.

Economic diversification: The characteristic of business variety in the economy both across and within individual business sectors.

Ecosystem: A functional unit of any size consisting of all the living organisms (i.e., plants, animals, and microbes) in a given area, and all the non‐living physical and chemical factors of their environment, linked together through nutrient cycling and energy flow.

Ecosystem management: A holistic approach to managing our environment and making land‐use decisions. It meshes human purposes with natural systems, always asserting the protection of ecological integrity as its foremost environmental priority.

Environmentally Sensitive Areas: These areas incorporate unique and sensitive habitats such as streams, lakes, wetlands, old growth forests, alluvial forests, riparian areas, and the corridors connecting them. These areas are the focus for protection from development due to their fragile and rare nature.

Food security: A community enjoys food security when all people, at all times, have access to nutritious, safe, personally acceptable and culturally appropriate foods, produced in ways that are environmentally sound and socially just.

Inclusivity: The policy of not excluding members or participants based on gender, race, class, sexuality, disability, etc.

Appendix 1 – Glossary of Terms 1 SEE Osoyoos Succeed Socially, Economically, and Environmentally

Intermodal: Involves the use of one or more mode of transport for a journey.

Lifelong learning: All learning activity undertaken throughout life, with the aim of improving knowledge, skills and competences within a personal, civic, social and/or employment‐related perspective.

Locally‐generated energy sources: Energy generated within the community, generally from renewable sources, for example, geothermal, wind or solar.

Low‐impact: Technologies, supplies, fuels, etc, that produce little pollution (air, water, waste) or environmental impact (e.g. climate change).

Mixed‐use: Developments that combine residential and commercial space in the same building or development. Residences above shops and live‐work residences are examples of mixed‐use developments. Mixed‐use developments enable people to live close to work and amenities.

Official Community Plan (OCP): A bylaw adopted by Council that “a statement of objectives and policies to guide decisions on planning and land use management, within the area covered by the plan, respecting the purposes of local government.” (Local Government Act)

Renewable energy: Energy from sources that produce electricity or thermal energy without depleting resources. Renewable energy includes solar, wind, water, earth and biomass power, and energy from waste.

Smart Growth principles: A collection of urban development strategies to reduce sprawl and create compact communities that are fiscally, environmentally and socially responsible. Smart growth is development that enhances our quality of life, protects our environment, and uses tax revenues wisely.

Stakeholder: All individuals, groups, and interests that are affected by and/or affect Osoyoos and its activities. This includes the natural environment and future generations.

Transportation alternatives: Commonly referred to as modes of transportation other than single‐ occupant gas or diesel powered vehicles.

Wildlife movement corridors: Linear habitat embedded in unsuitable habitat, which connects two or more larger blocks of suitable habitat. It is generally proposed for conservation in order to enhance or maintain the viability of wildlife populations in the habitat blocks.

Xeriscaping: Landscaping designed specifically for areas that are susceptible to drought, or for properties where water conservation is practiced.

Appendix 1 – Glossary of Terms 2 SEE Osoyoos Succeed Socially, Economically, and Environmentally

Current Reality ‐ The Lake

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Users of Lake. • Habitat values. • Amount of Natural/Developed Shoreline. • Water Quality. • Usage. • Safety.

It was determined that the actual users, usage, and safety and security issues, e.g., collisions and crime statistics for the Lake, were not readily available and that anecdotal information would need to suffice for these items.

The following information is from the Osoyoos Lake Water Quality Society:

Why is Osoyoos Lake important? • Home to a large variety of aquatic life and several endangered species. • A crucial waterway for the Columbia River salmon run. • Supplies water for our homes, businesses, agriculture, and recreation. • The number one attraction in Osoyoos for residents and visitors.

Increased population and tourism in the Osoyoos area has resulted in an increase in the use of boats, Sea‐doos, etc. on the lake. Many of these vessels can cause serious erosion, pollution, noise and safety problems: • Oil and gasoline leaks and spillages. One drop of oil can contaminate several thousand litres of water, making it unfit for aquatic wildlife. • Emissions from the engine settle in the water and pollute it, in addition to fumes. • Waves from motorboats erode the lakeshore and stir up sediment in the lake.

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

Appendix 2 ‐ Description of Current Reality ‐ The Lake 1

SEE Osoyoos Succeed Socially, Economically, and Environmentally

• Noise from motorboats frighten wildlife away and destroy the lake’s natural peace and serenity. • Excessive speeds are a hazard to people swimming in the water. Many motorboats travel too close to the lakeshore at high speed. The law is: speed must be under 10 km/h when closer than 30 metres from shore. • Boats can spread milfoil and other aquatic weeds.

Summer weekend boaters line an Osoyoos Lake Beach

The main causes of pollution affecting Osoyoos Lake are identified as:

• Stormwater runoff – When it rains, everything that’s sitting on any surface – road dust, litter, oils, gasoline, pet waste, soil sediments, pesticides, fertilizers and so on – is washed down from parking lots, roofs and roadways and into storm drains which exit directly into the lake. Runoff comes from a diverse number of activities in our daily lives, including spraying our lawns with fertilizers and pesticides, driving and maintaining our cars, constructing buildings and roads, litter, and the road salt and other de‐icers that we use in winter. Also known as urban runoff, it is considered the number one polluter of Osoyoos Lake and indeed all water bodies throughout North America. • Leakage through the soil and into the water from old or improperly maintained septic systems located close to the lakeshore. • When cattle have direct access to streams, their hooves trample the banks, which leads to erosion and loss of vegetation. With no roots to hold it together the bank may become unstable and fall into the water, causing excess sediments (mud, silt, etc.) to drift and

Appendix 2 ‐ Description of Current Reality ‐ The Lake 2

SEE Osoyoos Succeed Socially, Economically, and Environmentally

eventually smother things such as fish eggs, small plants and the wildlife that feed on them. Cattle manure can carry pathogens and disease such as e.coli and can contaminate drinking water and harm fish by depleting dissolved oxygen. • Fecal droppings from aquatic birds and particularly the geese that feed around the lake may contain e.coli and other diseases. Geese are a particular concern since there has been such an increase in numbers over the last 20 years. The waste is either leached into the ground or washed directly into the lake. • Fertilizers, herbicides, pesticides etc from agriculture and residential lawns leach through the soil and finds their way into the lake and the surrounding groundwater. • An increase in the spread of milfoil and other aquatic weeds. These weeds grow quickly and choke out other plants, forming dense mats which block sunlight and use up oxygen in the water. Milfoil is spread by boats and can root easily from as little as one inch of floating weed. • Atmospheric deposition: includes construction debris, dust fall, particles of smoke, and air emissions which settle in the water. • Channelization of the Okanagan River – this was done in the 1950’s for flood control. Only 8% of the river now meanders naturally – between McAlpine Bridge and MacIntyre Bluff north of Oliver. The water now flows too fast and has little vegetation or shade, and salmon cannot spawn in this type of environment. • The Zosel Dam located at the south end of Osoyoos Lake in Oroville acts as a plug, stopping the natural flow of sediments, nutrients and aquatic life in all forms (animal, vegetable, mineral) that would normally be flushed through the river system. Other dams along the Okanagan and Columbia rivers have an indirect effect on the lake. • The loss of natural wetlands in this area has impacted the lake because wetlands act as a natural filter for toxins in the water. Wetlands are one of the most complex and efficient, and also one of the most endangered ecosystems in the world, comparable in their contribution to the health of our planet to the boreal rain forests. • An increase in the size and number of motor‐boats, sea‐doos etc on Osoyoos Lake has had several effects: a) oil and gasoline contaminate the water; b) the boats contribute to the spread of milfoil and other aquatic weeds; c) they increase wave action which increases turbidity (sediment) and leads to erosion of the shoreline; d) the ‘noise pollution’ of their engines stress fish and other wildlife. • The loss of the lake’s natural shoreline and the cutting down of shoreline vegetation. The Riparian Areas Regulation is in place to protect the shoreline. This regulation specifies that any proposed work within 30 metres requires an assessment by a Qualified Environmental Professional (QEP). The QEP establishes a Streamside Protection Enhancement Area (SPEA – see brochure). If work is going to take place within the SPEA the Town of Osoyoos requires a Riparian Development Permit.

The Osoyoos Lake Water Science Forum, held September 16‐18, 2007 in Osoyoos, British Columbia, was attended by over 190 presenters, panelists and participants representing the scientific community, government, business and residents from both Canada and the United States. The Forum reflected the growing public concern for the sustainability of Osoyoos Lake, its water quantity and quality, and the growing sense among area residents that their quality of life is threatened. The following is a brief summary of the concerns, threats and needs raised at the Forum and further documented in this report. September 18‐20, 2011 Osoyoos will host the Osoyoos Lake

Appendix 2 ‐ Description of Current Reality ‐ The Lake 3

SEE Osoyoos Succeed Socially, Economically, and Environmentally

Water Science Forum for the second time with the objective to put into action a better sustainability plan for Osoyoos Lake.

Water quality • Nutrients from fertilizers and septic tanks negatively impact water quality and can lead to algal blooms. • Renewed concerns over fecal coliform levels in Osoyoos Lake. • Uncertainty over toxic chemical accumulations from urban stormwater run‐off and lake recreation. Monitoring of toxics in food fish is essential to the health of First Nations members. • There is a lack of historical data with which to reference current water quality status.

Water quantity • Weak water use regulations and licensing policies combined with climate change and ongoing large increases in the Okanagan Basin population are setting the valley and neighboring watersheds up for “water wars” in coming decades. • Future water storage additions and diversions may be necessary and useful to meet human needs, but they need to be planned, designed and operated to mitigate ecological consequences much more than they have in the past.

Land­use planning and agriculture • The continuing “population wave” must be more responsibly planned for and managed to reduce its water quality and quantity footprint. These plans should not rely on voluntary measures. • A reasonable level of agriculture and food production self‐sufficiency should be highlighted in this plan, as global population rises and other trading regions begin to experience reductions in their food generation surpluses. • Agricultural water use efficiency should be pursued aggressively, including directions and incentives to arrive at best practices.

Restoration, monitoring and endangered species protection • Ecological restoration activities on the Okanagan River and other areas require more coordination and funding support. • The Okanagan River sockeye run faces a temperature/oxygen squeeze in Osoyoos Lake and other flow management stressors that significantly threaten the population. The continued operation of Okanagan Lake Dam in a more “fish friendly” manner through use of the Okanagan Fish/Water Management tool is important.

Appendix 2 ‐ Description of Current Reality ‐ The Lake 4

SEE Osoyoos Succeed Socially, Economically, and Environmentally

From Google Maps, data from Province of BC, RDOS

Current Lakefront Development on Osoyoos Lake in the Town of Osoyoos Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Beaches/Waterfront Parks. The Town has two public boat launches. Gyro Park and Lion’s Park are the two most popular beach sites within the Town, but there are a number of other, more isolated, beaches on the Lake. Lion’s Park boat launch is undergoing an expansion to develop a large public marina with more amenities and boat slips. • Trails. There are walkways and trails along and near the Lake, including the Pioneer Walkway, Canal Walkway, Cottonwood Park, Haynes Point Provincial Park trails, and the causeway promenade. The International Trail Hiking and Biking Trail connects Osoyoos Lake with Oliver. • Protected Areas. Although Haynes Point Provincial Park is not within the Town of Osoyoos, it is great example of a well maintained and protected Provincial Park. Haynes Point has requirements for protection of natural assets which includes Haynes Lease Ecological Reserve, located at the northern end of the Lake. Within the Town, the Environmentally Sensitive Areas map includes the entire foreshore of the Lake, which triggers development guidelines (see Development Permit Areas below) for those considering developing waterfront property. A significant proportion of waterfront has been preserved as Municipal parks.

Appendix 2 ‐ Description of Current Reality ‐ The Lake 5

SEE Osoyoos Succeed Socially, Economically, and Environmentally

• Development Permit Areas (DPAs). The Town’s OCP includes a number of Development Permit Areas including the following: o Riparian Development Permit Area o Environmentally Sensitive Development Permit Area o Hillside Development Permit Area o Wildfire Interface Development Permit Area • Development Guidelines, e.g., setbacks, erosion control. DPAs each have their own set of Development Permit Guidelines, which are included in the OCP, Bylaw No. 1230, 2007. For example, there are DPA guidelines for development in or near riparian areas as well as in or near Environmentally Sensitive areas. These are designed to: o Protect the integrity of Riparian Areas from development so that they can support fish life processes, specifically by implementing the BC Riparian Areas Regulations (RAR). o Protect environmentally‐sensitive terrestrial (non‐riparian) areas from harmful effects of development that could diminish species and habitat diversity.

With respect to the Lake and other watercourses feeding it, the Town has a policy to ensure that all approvals are in place for developments that may impose negative impacts on foreshore, wetland and riparian aquatic communities, and maintain adequate protective buffers. Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues to attaining our description of success:

• Watercraft. Clearly there is severe pressure, particularly during the peak summer period, that is resulting in conflicts between users and impacts on the natural environment and community livability. • Pollution sources. A number of pollution sources have been identified, including development, infrastructure, agriculture, and recreation. • Development pressure. Waterfront and water view properties are always in demand, requiring that the community determine priorities in its sustainability vision. • Water usage. Osoyoos, as the northern tip of the great Sonora desert, is naturally challenged for water, particularly with regional demands for irrigation and servicing development. • Upstream/Downstream users. Osoyoos is one of many communities along the Okanagan River, which eventually joins the Columbia River heading to the Pacific Ocean. Demonstrating proactive as opposed to reactive stewardship and leadership for the Lake provides an example for other users of the river and lake system. • Co­management with OIB, MOE, RDOS. While Osoyoos Lake is considered to be of critical importance to the Town, Osoyoos is just one of many jurisdictions which have regulatory control over the Lake. Mechanisms will need to be found for working together with partners if Osoyoos’ sustainability vision for the Lake is to be achieved.

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Current Reality ‐ Buildings and Sites

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Building profile (age, type, BC Stats). • Housing Starts/Trends (ToO). • Building Tenure (Ownership, BC Stats). • Housing Affordability (BC Stats, CMHC). • Employment in Construction (StatsCan). • Examples of Green Buildings/Sites (ToO, Real Estate Board).

For the most recently available statistics, 4 out of 5 Osoyoos residents own their home, and the remainder were renting. In terms of housing affordability, Osoyoos is marginally more affordable than the provincial average in terms of the percentage of household income required to rent or own a home, with rental rates being significantly more affordable. In recent years, there have been major price increases locally, and an increasing trend to build luxury condos has decreased the inventory of affordable housing options. In addition, the average income in Osoyoos is significantly lower than the provincial average. This reality makes it even more difficult for Osoyoos residents to afford an average mortgage or rental payment.

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

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The majority of homes were built pre‐1980, but there was steady growth in new housing from1990 to 2006, and Osoyoos’ population growth rate of 2% is above the province’s growth rate. The Osoyoos Times recently acknowledged that population stayed almost the same from 2010 to 2011 going from 5196 people to 5203 for a 0.1% increase. The 2011 Census results will provide current population statistics for the Town of Osoyoos.

Residential buildings use a mix of natural gas and electricity for heating, lighting, and appliances, while commercial buildings use 50% more electricity. There is a non‐negligible amount of firewood used for heating, amounting to about 1/7 of total building energy use.

The construction industry is a major employer in Osoyoos, with 10% of the workforce associating themselves with construction trades and another 5% in related trades, such as general labourers, transportation, and construction trades assistants.

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Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Existing Green Buildings. • OCP/Bylaw Support. • Local Green Building Expertise. • Affordable Housing Policy.

Two interesting examples of major buildings and sites located near Osoyoos that are developed using sustainability principles that would apply to Osoyoos’ climate and geography include:

Senkulmen Enterprise Park, Oliver (OIB) Ground‐breaking on the second phase of the Osoyoos Indian Band’s Senkulmen Enterprise Park near Oliver is slated for early 2010 after the project received a $2.7‐million federal government grant. Example of green building and site management for this project include:

“There are 207 acres within the park, of which 112 acres are destined for development, with 72 forming a habitat area and wetlands, while the remaining land is a utility corridor. Integral to the over‐all project design to reduce impact on the environment, the park also features a residential area.

Green features are being used throughout the development. Solar energy is being used for park lighting. A wastewater treatment system, by ECOfluid Systems Inc. of Burnaby, features an Upflow Sludge Blank Filtration (USBF) that provides a high treatment efficiency and includes biological nitrogen and phosphorous reduction.

Treated water is then purged further through the wetlands, which acts as a natural bio‐filter. A sanitary treatment plant will also feature a green roof and grey‐water recycling will fulfill irrigation needs. Other features include: a district heat system using waste heat from the nearby winery; use of geothermal heat and cooling; and native plants for landscaping.”

Nk’Mip Desert Cultural Centre (OIB)

Not only does the Nk’Mip Desert Cultural Centre promote conservation efforts for desert wildlife, but it all takes place in an eco‐friendly building. The centre has received top awards for its environmentally innovative architectural design.

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The building was designed by Bruce Haden of Hotson, Bakker, Boniface Haden and completed in 2006. The building is semi‐underground, a design which is an homage to the traditional winter dwellings of the Okanagan First Nations and makes use of the insulating properties of the surrounding hillside.

Rammed earth walls Rammed earth is an ancient building technique updated for modern construction. Each layer made of concrete mixed with local soil and mineral pigment, is poured and tamped down separately. The thick walls have a layer of added insulation and steel reinforcement, greatly increasing energy efficiency and earthquake resistance.

Pine­beetle damaged wood The wood used as a decorative accent in the building is local blue‐stained pine that has been discoloured by microscopic fungi, giving it a unique blue tint. Our centre was one of the first to promote the use of blue‐stained wood from beetle damaged trees.

Green roof 20cm of soil lies atop the concrete roof and has been planted with desert vegetation, creating a “green roof”. The overall aesthetic of the building is intended to be a seamless extension of the desert environment.

Radiant heating and cooling Hot water radiant piping located within the floor is an energy efficient means of heating the building during the winter, while cold water radiant ceiling pipes cool the building in summer, eliminating the need for air conditioning.

Low­water use The centre is equipped with waterless urinals and dual‐flush small tank toilets to minimize water waste, a conservational feature vital in the desert. The outdoor landscape is will native or dryland plants that do not require irrigation.

A new development permit has been approved for Oasis Medical Building. This building is eligible for LEED certification or its equivalency. The recently completed Community and Corporate Climate Action Plans, however, calls for modest total reductions of 1% and 5% reductions in GHG

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SEE Osoyoos Succeed Socially, Economically, and Environmentally emissions by 2020 and 2030 respectively, but more substantial per capita reductions of 20% and 30%. In the scenario presented, a negligible amount of these reductions will come from buildings, other than anticipated changes to the provincial building code for energy efficiency. One of the strategies in the plans is to improve the energy efficiency of existing buildings, resulting in savings of 20‐30%, while another strategy calls for increased use of alternative energy. Most of the measures identified to implement these strategies are related to education and outreach as opposed to incentives or regulations.

At present, it does not appear that there are many certified green construction projects in the area. McLean Construction, which has an Osoyoos Office, uses green building practices whenever possible. Len McLean of McLean Construction states that:

“In most cases people associate green building with added costs, but even if the budget doesn’t allow for state of the art green technology it is easy for anyone to build greener. If the use of geothermal, solar or wind power doesn’t fit within your budget you can still build a much greener project than using standard practices. One of the easiest ways to build greener is to reuse as many materials as possible and ensure that every item that can be recycled gets recycled. Use light colored finishes on the exterior of your project; this reflects the heat from the sun and reduces the heat island effect. Use low VOC adhesives, paints and coatings. VOC (Volatile Organic Compound) is what gives these types of products their strong scent and makes people feel sick when they breathe it in. Ensure that your design utilizes as much natural light as possible to help eliminate the need for lights during the day. Use regional materials that aren’t transported halfway around the world. Try to use rapidly renewable materials and efficient fixtures and landscaping. The use of rain barrel to collect water for reuse in the garden is a great idea. There are many other ways to build greener that either cost very little or nothing at all, but we all need to do what we can to protect the environment for future generations.”

Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues related to attaining our Descriptions of Success:

• Awareness of Benefits of Green Buildings/Sites. Currently, although the development industry is starting to use green building features as a selling point, there is limited awareness of the costs and benefits of green buildings or sustainable construction materials and methods. • Town Building Guidelines/Policies. There is general policy support for encouraging more sustainable buildings, but few incentives or regulatory tools at the moment other than anticipated future changes to the BC Building Code. There are currently no requirements

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for Town or community buildings and facilities to be constructed to a higher standard than minimum building code. • Capabilities of Local Development/Construction Industry. With limited demand, there is currently low capacity within the local industry for designing, building, and marketing green buildings and sites. Opportunities for partnership should be explored to attract economic development to Osoyoos. • Shared Space Concept. There is an abundance of office space available for purchase and rental in the Town of Osoyoos. A shared office concept is an effective model to create a thriving business community while keeping costs down for businesses. • Local Education and Skills Training Opportunities. There are few local opportunities for acquiring the skills required to build and certify buildings to advanced sustainability standards, such as LEED (Leadership in Energy and Environmental Design) or BuiltGreen. Innovation could address this issue through partnerships with local development and construction companies with homebuilder associations to provide collective workshops and courses. • Availability/Cost of Local Green Building Materials. Sustainable building materials and products, including technologies such as alternative energy systems, would mostly need to be brought from other areas. • Cost/Benefit Analysis of Green Buildings. As businesses, developers and construction companies need to make a profit to survive, and the additional cost of doing green construction can be the difference between a profit or loss if buyers do not see a benefit worth paying extra for. More awareness of costs and benefits in the Osoyoos climate context could address this and create a demand for green buildings and sites. • Potential for Green Building Technology Businesses. As a regional centre and with a climate and geography conducive to alternative building and energy systems, particularly passive design and solar energy, Osoyoos could become a leader in sustainable building design for the region if the capacity existed in the community. • Affordability and Accessibility. While a few residents have access to affordable housing, price increases, the luxury condo market, and lower than average incomes keep many households from living in appropriate homes. With an older population, it is also important to ensure that housing is accessible for everyone.

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Current Reality ‐ Community and Individual Health

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Demographics. • Household Composition. • Employment and Income Levels. • Incidence of Poverty. • Health Statistics. • Local and Regional Health Services. • Suitability of Housing (Seasonal and Permanent Residents). • Public Safety and Security.

In 2010, Osoyoos had a population of approximately 5,200, with a four‐year average annual growth rate of approximately 2.1%, which is above the BC average in spite of a slight decline in 2009. Of particular note is that there is that a significantly higher number of adults and seniors in Osoyoos, smaller household sizes, and fewer households with children. The population is less diverse than British Columbia as a whole in terms of original nationality, with 1 in 6 Osoyoos residents born in another country, predominantly from European countries, and 1 in 3 BC residents born abroad.

2009- Area 2010 % Name Type 20062007 2008 2009 2010 Change Okanagan- Similkameen RD 80,35181,329 82,385 83,480 82,760 -0.9 Keremeos VL 1,289 1,325 1,462 1,514 1,517 0.2 Oliver T1 4,374 4,450 4,594 4,789 4,551 -5.0 Osoyoos T 4,790 4,928 5,044 5,196 5,203 0.1 Penticton C 32,544 32,857 32,980 33,293 33,078 -0.6 Princeton T 2,685 2,696 2,722 2,761 2,994 8.4 Summerland DM 10,911 11,013 11,141 11,258 11,007 -2.2

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

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Unincorporated Areas RDR 23,758 24,060 24,442 24,669 24,410 -1.0

British Columbia 4,243,580 4,309,632 4,383,860 4,460,292 4,530,960 1.6

Source: Demographic Analysis Section, BC Stats Ministry of Citizens' Services Government of British Columbia Jan/2011

While the median income, which is defined as half of earners being below this income level and half above, has increased faster that the provincial average, it is still well below the provincial median income (~$15,000). It is difficult to determine how incomes are distributed within the community. For example, as some of the new wealth may be that of newcomers and retirees, while some long‐ term residents may be experiencing economic difficulties. For example, while the most recently reported incidence of low income households is only 3/5 of the provincial average, at 10.7%, the percentage of individuals earning between $15,000 and $25,000 is over ¼ of the workforce, which is significantly higher than the rest of the province, due in part to the seasonal nature of some local employment. While rents are more affordable in Osoyoos, these individuals would clearly have more difficulty in purchasing a home.

Osoyoos BC Income Level 2001 2006 % Change %Change 2001 2006

There are over 1,850 persons in the local labour force with unemployment levels being comparable to provincial levels, with the most recent figure being 6%. It should be noted, however, that the participation rate for employment is only 2/3 of the provincial average, at approximately 44%, meaning that a higher number of Osoyoos are not in the workforce, through choice, retirement, or other reasons. Some of these individuals may have considerable wealth, such as homes, RRSPs, and other investments, but not necessarily a large income.

Osoyoos Indian Band An integral part of the community is the close relationship between the Town and the members of the Osoyoos Indian Band, whose 450 members live primarily on the Osoyoos Indian Reservation. An overview of the OIB community from the Band’s web site is:

The Osoyoos Indian Band has a strong vision for its future and for the region. OIB's land base consists of over 32,000 acres of British Columbia's most beautiful land with stunning vistas, rich agricultural lands, and some of the last large tracts of desert lands left in Canada. As part of the Okanagan Nation, these are a strong, independent and proud people with a rich heritage. The Osoyoos Indian Band has always been progressive; from the early years

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of ranching, trading and small farms the people have continued to change with the times. Now, huge vineyards sprawl across these lands, businesses are being invited to call this home and the people have become business oriented. The Band manages businesses with annual budgets in excess of $l7 million dollars and administers its own health, social, educational and municipal services.

Public Security Osoyoos is policed as part of the RCMP’s South Okanagan detachment, which includes Keremeos, Oliver, and Osoyoos. The crime rate for this area in 2009 was 81 offences per 1000 population, compared with 97 per 1000 for the RDOS and 96 per 1000 provincially. After a significant dip in 2006 and 2007, violent crime has unfortunately returned in 2009 to higher levels similar to 2000 and 2003, at 17.3 incidents per 1000 population. While it is difficult to draw trends from this data, crime rates have generally decreased over the last decade.

It should be noted that crime rates peak sharply during the summer tourist season, at two to three times the crime rate of the off‐season.

Health Care Below is a table summarizing health statistics for the South Okanagan Local Health Area, which includes Osoyoos, followed by a lengthy list of acronyms and definitions. Once the medical jargon is deciphered, it appears that there is a low birth rate, longer life expectancy, and fewer negative socioeconomic health factors in this area than other rural area. There is an increasing demand for home care and assisted living services, which reflects an older population, but the rate per 1,000 persons over 65 is lower than the regional average, which could reflect a healthier population or perhaps a reduced level of available local services. Of note is that there was roughly one Emergency Department visit for every resident in the LHA, which is almost twice the level of Interior Health region, and half of inpatient acute cases were treated at Penticton Regional Hospital. This high rate of ER visits is likely influenced by the large number of visitors that Osoyoos receives, as the rates are based on the permanent population, as well as the absence of Walk‐In clinics in the area. There

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SEE Osoyoos Succeed Socially, Economically, and Environmentally is a higher than average incidence of alcohol‐related deaths and the leading cause of death is from various forms of cancer. The BC Cancer Agency’s nearest treatment centre is located adjacent to Kelowna General Hospital.

LHA,3 SMR.4 OHSA,5 ED Visits,6 Malignant Neoplasm,7 A/R Days,8 SDC,9 ALC,10 IP,11

3 Local Health Area. 4 Standard Mortality Rate ‐ The ratio of observed to expected deaths in an area. 5 Okanagan Health Services Area of Interior Health (IH) region.

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The following table summarizes how these health outcomes compare to the region and province:

Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Local Health Services. Interior Health has a facility in Osoyoos which provides a range of services, including public health nursing, continuing care, home nursing care and palliative care, and mental health and substance use. Environmental health services, dental health services for children, speech and language services, and rehabilitation are provided to Osoyoos on an outreach basis from Penticton. There are currently six family doctors accepting new patients in Osoyoos. • Regional Health Services. The South Okanagan General Hospital in Oliver provides emergency services, acute care beds, outpatient ambulatory care procedures, and laboratory and radiology services. The Penticton Regional Hospital provides a wide range of acute services, ambulatory care, outpatient clinics, obstetrics, and diagnostic and

6 Emergency Department visits. 7 A tumor that is malignant and tends to spread to other parts of the body, i.e., cancer. 8 Acute/Rehab days. 9 Surgical Day Care. 10 Alternate Level of Care 11 Inpatient Surgical days

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paramedical services. All births in the South Okanagan take place at the Penticton Regional Hospital. • Federal and Provincial Government Services. The nearest Service BC office is in Oliver, providing access to a wide range of provincial services, while the nearest Service Canada office is in Penticton, providing access to a wide range of federal services. • Policing. 18 members of the RCMP Oliver/Osoyoos detachment are based within the two detachments, covering the two diverse communities, the Osoyoos Indian Reserve and parts of the RDOS. The area is not policed 24 hours a day; rather members are placed on call to respond immediately from home when a priority call is dispatched. Shift hours vary within these two communities to ensure the policing needs are met. • Fire Protection. The Town of Osoyoos and Osoyoos Rural Fire Protection District is served by a volunteer "on call" fire department of 30 trained members. The Fire Department conducts weekly practices, and participates in numerous training workshops, exercises, and courses annually.

Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues related to attaining our description of success:

• Demographic Trends. There is a increasing imbalance between the numbers of older adults and seniors in the community compared to younger adults, youth, and children which needs to be addressed. This can create issues of priority in the type and availability of education and local health services. • Supply of Doctors and other Medical Professionals. The recent addition of several doctors has increased access to general practitioners. However, there has been a consistent issue with sustaining practitioners in our region. There is a shortage of specialized medical services, with patients having to travel to other communities for services due to a smaller population base. • Trends in Health, Education, and Welfare Services. There is a trend towards centralization of emergency and government services, which may have efficiencies for these agencies, but decrease convenient access to services. require residents to travel for many of these services. Increasingly, services are available through the internet and by phone, reducing the need for in‐person access to services. • Affordability of Services. Costs for basic services appear to be similar to those in other BC communities, however, there are increased costs in terms of time and transportation to access services not available locally. • Access to Non­Local Services. There is currently limited transit service between regional centres, where many personal services are located. Many residents are dependent on automobiles or seek rides from others with access to an automobile.

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Current Reality ‐ Economy and Work

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are, which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Economic diversity (StatsCan SIC codes). • Visitor statistics (Destination Osoyoos). • Estimated value of tourism (Destination Osoyoos, SO Chamber of Commerce). • Unemployment (BC Stats). • Profile of businesses (business licenses, classifications, number of employees, ToO). • Seasonal workforce (ToO).

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

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Top 15 employers by volume are:

Employer # of Employees # of Employees (Low Season) High Season) Nk’Mip Resort Association 50 180 Watermark Beach Resort 28 160 Osoyoos Golf and Country Club 6 81 Town of Osoyoos N/A 51 (81 including firefighters) Buy Low Foods 55 70 Walnut Beach Resort 5 65 Family Foods 35 60 McDonalds 25 50 Okanagan Sterile Insect Release Program 10 50 Sun Fresh Growers Co‐op Association 5 44 Interior Health N/A 40 School Division 53 36 36 Shoppers Drug Mart 25 32 Desert Fruit Not open 30 Fernandez Farm Not open 30

There are over two dozen motels and hotels in Osoyoos, from economy offerings to with a wide variety of services and amenities. In the last five years, three new resorts have opened in Osoyoos, which has created more opportunities for the community to host more weddings, conferences, and major events. Spirit Ridge Resort at Nk’Mip has a Desert Cultural Centre, Sonora Dunes Golf Course, Nk’Mip Campground, a Conference Centre, Nk’Mip Cellars Winery, Sonora Room Spa, and three restaurants.

The Local Health Authority collects socioeconomic and health data, including incidence of economic hardship, as described below.

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The Visitor Centre served almost 75,000 people in 2010. Monthly summaries from the visitor centre provide insight into the nature of Osoyoos’ visitors:

January 2010 Visitor volume up over last year due to several factors. The weather was very good, above normal temperatures for the month. We were also a host community for the Olympic Torch which drew a lot more people to town along with hockey tournaments 3 out of the 4 weekends. February 2010 Visitor volume up over 2009 by 26.6%, unseasonably warm weather and the 2010 Olympics were the major factors. There was an increase in American and European traffic also due to the Olympics. March 2010 Visitor volume up 28.1% over 2009 due to unseasonably warm weather, Paralympics traffic and traveling couples. Osoyoos was also host to 2 weeks of hockey tournaments during Spring break. April 2010 Visitor volume up 33.3% over last year, more couples travelling. Additional hockey camps created more traffic and accommodation bookings, also an increase in American traffic. June 2010 Visitor volume showed an increase of 77% over 2009. Another movie being filmed in Osoyoos, Celebrity Wine Auction and an overall increase in visitors staying in Osoyoos were all factors. July 2010 Visitor volume showed an increase of 83% over 2009, hot weather and Canada Day Cherry Festival Celebration brought record numbers to the community this year. More tour buses then normally came through town mostly from Vancouver. August 2010 Visitor volume again up substantially over 2009. Hot weather, record numbers for the Ironman and an increase in European and American travellers were all contributing factors. September 2010 September visitor volume was up over 2009 by 38.7% with an increase in European and American travellers. The area played host to a three day Dog Show and two day Fall Fair. Our community radio station CIRO, local Visitor’s Guide and frontline staff from local businesses played a role in visitors being drawn to the Centre for information. October 2010 October visitor volume was up over 2009 by 26%, warm weather and larger than normal numbers for the fall wine festival were contributing factors. One bus came through in October the visitors were from Taiwan. December 2010 Number of parties up 2.3% and visitors up 4.4% over 2009. Snowbirds have started to arrive and spend the winter. Weather was unseasonably colder with poor driving conditions which increased the number of Greyhound passengers travelling.

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Assets Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Tourism Infrastructure. Osoyoos has a diverse accommodations and hospitality sector with numerous tourist attractions. See Current Reality for Arts, Culture, Heritage, Recreation and Leisure for an overview of these attractions. • Weddings and Conference Market. With three major resorts, over two dozen hotels and motels, Osoyoos has the capacity to host both small and large events. • Wine and Culinary Market. The wine industry continues to thrive in the South Okanagan and Osoyoos is home to 5 wineries. Higher end restaurants are an extremely complimentary business model to the wine industry. Within a 15 minute drive there are 4 restaurants who have partnered with local wineries, which offer incredible cooking classes, winemaker’s dinners, lunch and fine dining experiences. • Climate and geography. Osoyoos is one of the warmest, driest places in Canada and boasts the least rain, the most sunshine, and warmest swimming water in the southern part of the country. This, combined with a beautiful setting, contributes to a high quality of life for residents and an attraction for potential new businesses. • Transportation Access. Osoyoos is at the crossroads of two major highways, Highway 3 and Highway 97, with a border crossing to the United States only a few kilometres away. There are regional airports in Oliver and in Penticton, within a one hour drive, with regularly scheduled service to Vancouver. The Town is also served by intercity buses, including Greyhound and BC Transit service. • Trained Workforce. An increasing number of residents have technical qualifications or advanced degrees and there are campuses of Okanagan College in Oliver and Penticton. • Agriculture and Viticulture. Osoyoos is a long‐standing centre of agriculture, particularly the production of fruits, and most recently there has been an explosion of high quality vineyards and wineries throughout the Okanagan.

Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues to attaining our description of success:

• Seasonal Tourism. Much of the Town’s economic base centres around peak summer business. In order to create stable employment opportunities for residents, it is desirable to diversify and expand the tourism economy to provide year‐round employment opportunities. • Seasonal Activities. There is a limited variety of indoor activities due to a lack of indoor recreational facilities in Osoyoos. • Seasonal/Transient Workforce. As employment numbers indicate, the tourism and agriculture industries have very large workforces during the summer months, which provide employment opportunities for students, but fewer opportunities for young professionals.

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• External Shopping. Although Osoyoos has the potential to be self‐sufficient when it comes to shopping locally, specialty products and bulk pricing cannot always be offered by in‐town retailers and businesses. As a result many residents travel to the U.S., Penticton and Kelowna to purchase fuel, groceries, and specialty items. • Skills Training Opportunities. There are training opportunities and institutions of higher education in the region, but few in or near the Town. • Lack of Industry Diversity. Since Osoyoos is identified as a summer town, it makes it difficult to industries other than tourism to thrive. During the off‐season there are few tourists and many residents travel south for half of the year which leads to a big drop in population. As a result, many businesses shut their doors for several months leaving even fewer options for shopping, dining out, etc. • Knowledge­Based/Value Added Industry. Much employment is currently in tourism, services, construction and farm labour, which generally have lower skills requirements and are consequently lower paying. Knowledge based industries and value added industries generally provide more and higher paying jobs and leave more wealth within the local economy. • Demographics. The Town has a large population of seniors with a significant number of retirees who are no longer in the workforce, who require goods and services, but a lower proportion of younger adults and youth, who will be needed to sustain the local economy over time. While retirees bring significant financial resources that sustain local businesses, there is a requirement for a more diversified economy for long term sustainability. • Service­based Economy. As noted above, there is above average employment in the services sector and relatively few primary industries, which provide a strong economic and tax base. • Below Average Income. According to the 2006 census, people employed in Osoyoos earn approximately $3,000 less on average as compared to the BC average income, while the median household income was $15,000 less than the provincial median household income. This issue combined with the lack of affordable housing presents a huge issue for young professionals and families to stay in Osoyoos over the long‐term.

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Current Reality ‐ Education and Learning

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Current Education Profile (Education Level, BC Stats). • Demographics (BC Stats). • Public Education Stats (Students, Age Profile, Programs, Facilities, SD 53 data). • Other Education Opportunities (Local and Regional, see below under “Assets”).

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

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Of those with post‐secondary qualifications, while there are fewer with technology backgrounds, there is a significantly higher proportion with agricultural and resource backgrounds as well as specialized training in the personal services area, reflecting the demand of the local economy. While the level of education for Osoyoos represents that of BC in most categories, there is about half of the level of post‐secondary degrees, which can reflect different factors, such as the nature of the local economy and the proximity of a post‐secondary institution. There has nevertheless been a significant increase in the number of residents with secondary and post‐secondary certificates, diplomas, and degrees in Osoyoos in recent years, as UBC has become established in the Okanagan.

Osoyoos BC Education Level 2001 2006 % Change 2001 2006 %Change

The “Age Pyramid” for Osoyoos shows the difference in age distribution between Osoyoos and most of BC, with fewer school‐age children and youth than in many communities. In 2001, there were 3,029 students in School District 53, which includes Osoyoos, while in 2010, the district’s student population was 2,276. It is estimated that, if trends continue, enrolment at the district’s three secondary schools will be below 1,000 students by 2015.

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Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Elementary Schools. • Osoyoos Secondary School. • OIB (e.g., Centre for Sustainable Enterprise). • Employment and Training Services. • Okanagan College. • Private Schools.

Osoyoos Elementary School. Osoyoos Elementary (K‐7) provides a strong blend of academic, athletic, and cultural programming to enhance learning for all of its students. This school offers student leadership and internet access through the library resource room and computer laboratory. Highlights include a community winter recreation program, environmental studies programming, Effective Behaviour Support, and DARE. There are currently 316 students enrolled at the school.

Good Shepherd Christian School. The Good Shepherd Christian School is a private school that provides K‐7 classes, with a current enrolment of 25 students.

Osoyoos Secondary School. Osoyoos Secondary has approximately 270 students from grade 8‐12, 18 teachers, and 10 support staff. It provides a range of academic courses, including social science, arts, and math and sciences, as well as technical and trades courses and the innovative OASIS (Osoyoos Alternate School of Independent Studies)

YouLearn.ca This is the new name for the Okanagan Similkameen’s Learning Centres and YouLearn.ca ‐ DL School. YouLearn.ca offers both continuing education and distributed learning options, thus meeting the needs of many students. There are currently 83 students enrolled in this program in Osoyoos.

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Osoyoos Indian Band Centre for Sustainable Enterprise. The OIB Centre for Sustainable Enterprise, in association with Native Education College and Selkirk College, offer programs to build capacity for creating sustainable businesses.

Okanagan College. Okanagan College is a public, comprehensive, post‐secondary educational institution that was established under the provisions of the College and Institute Act (2004). Okanagan College offers a wide variety of career, continuing education, degree, developmental, trades and technologies, university studies, and vocational programs. The region served by Okanagan College covers 37,750 square kilometres, and extends from Osoyoos and Princeton in the south and west to Mica Creek and Revelstoke in the north and east. The closest campus to Osoyoos is in Penticton, with a Continuing Studies Centre in Oliver. The Penticton campus offers undergraduate degrees in a number of specialities, including business administration, as well as trades programs such as viticulture and transfer credits for other university programs, such as engineering. Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues to attaining our description of success:

• Future of Osoyoos Secondary School. Of paramount concern for the community is maintaining and enhancing Osoyoos Secondary School as a fundamental component of a complete, family‐friendly community but also as a community centre of learning for all. If Osoyoos is not able to attract and sustain younger families both Osoyoos Secondary and Osoyoos Elementary School are in jeopardy of being closed. Other schools in surrounding towns face the same issues with lack of enrollment and therefore end up competing with one another for students. • Lifelong Learning and Skills Development Opportunities. As seen above, while there are some programs available locally, most training and post‐secondary programs require travel to other Okanagan centres with limited transit access. As technology and knowledge‐ based economies expand, there is a growing requirement for widespread access to skills and training for all age demographics. • Educated Workforce. An increasing number of residents have higher levels of education, facilitating participation into the growing knowledge‐based and value‐added processing economic sectors. • Local Advanced Education Opportunities. Current and desired business sectors are seeking employees with advanced education, whether academic or skills‐based. There may be innovative ways of creating these local opportunities, such as using local experts to provide the education or seeking satellite campuses of post‐secondary institutions providing specialized courses supporting local business, such as agriculture, tourism, viticulture, or alternative energy. • Knowledge­Based Employment. Related to the issues outlined above is expanding employment opportunities in knowledge‐based industries, including value‐added processing, which would draw resources into the community and provide opportunities for higher paying jobs.

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Current Reality – Arts, Culture, Heritage, Recreation, and Leisure

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context and Assets

The following items were identified as useful context for this Strategy Area:

• Arts and Culture Festivals and Events. • Arts, Culture, and Heritage Groups and Facilities. • Attendance at Events and Facilities. • Private and Public Leisure and Recreation Activities, Facilities, and Organizations. • Usage of Leisure and Recreation Facilities. • Community and Environmental Impacts of Leisure and Recreation.

It was determined that attendance and usage statistics for events and facilities is not readily available. Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Osoyoos Museum. • Osoyoos Art Gallery. • Town Facilities. • Established Festivals and Events. • Recognition as Destination for Leisure and Recreation.

As the Context and Assets in this Strategy Area have considerable overlap, the information is provided together below:

The Osoyoos Art Gallery

The Osoyoos Art Gallery is open year round, is wheelchair accessible, and provides a showcase for artists of the Okanagan Valley. From July 1 to Labour Day Monday, the gallery is open from 10am to 5:00pm, 7 days a week while the rest of the year the gallery is open Tuesday to Saturday, 12:00pm

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

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SEE Osoyoos Succeed Socially, Economically, and Environmentally to 4:00pm. The Gallery is operated by volunteers who are available during open hours to provide information and answer questions about the artists. Original Art is for sale during most Shows. There is also art gallery space at the Clay Studio and at the Burrowing Owl Winery and Guest House.

In addition to the umbrella Osoyoos Arts Council, art groups in the community include:

• Osoyoos Painters & Potters • Osoyoos Photography Club • O's Own Writers Group • Osoyoos Quilters • Hands On Group • Osoyoos Concert Series • South Okanagan Concert Series

The following arts, culture, leisure and recreation assets have been compiled by Osoyoos.com, some of which are located within the town, while others are nearby:

Arts and Culture

Osoyoos Museum Life in the desert has taken many twists and turns since between the time that First Nations first settled the area to the 1940’s when Osoyoos was incorporated as a village and the 1980’s when Osoyoos was incorporated as a town. Visitors to the Osoyoos Museum can follow how life in the desert has changed throughout history by viewing exhibits and photos that chronicle its path: from fur trade post to ranchland and then into a fertile fruit‐growing area and major tourist destination.

Osoyoos Arts Council Osoyoos is crawling with art to admire made by local painters, potters, writers, sculptors, photographers, and musicians thanks in large part to the Osoyoos Arts Council. During its Arts & Culture Week, art admirers may wind their way through the ‘Art Trail’ that snakes through Osoyoos: pottery, photos and other forms of art are on display by local artists. The Osoyoos Arts Council also works to support several galleries and studios, arts groups and numerous local artists throughout the year. By leasing space from the Osoyoos Art Gallery, the Council ensures that local artists have somewhere to create art that may be admired year‐round by visitors to Osoyoos.

Festivals

Festival of the Grape The Festival of the Grape is annual event at which wineries, wine vendors and wine‐lovers may gather to hail the Fall grape harvest. Celebrations become even more festive when there has been ideal grape‐growing weather: a hot late Summer and Fall with cooler overnight temperatures. In this case, festival attendees can raise a toast to riper fruits and better tasting wine. Live entertainment at the Festival of the Grape get the juices of all attendees flowing while a good, old‐fashioned, grape stomp allows willing participants to create some. About 30 area wineries are on hand with samples of wines to taste, some from the wine crawl route between

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Oliver to Osoyoos. Local cheese and food vendors also compete for the attention of palates at the festival that is held in Oliver, BC, north of Osoyoos.

Cherry Fiesta Half the fun is eating the cherry, the other is seeing how far its pit can be spit at Osoyoos’ Annual Cherry Fiesta that is held in July. Each Canada Day, the town’s downtown parks come alive with events such as a pancake breakfast, children’s games, a pie eating competition, and more. The fiesta celebrates the kick‐off to cherry harvest and also crowns a new Miss Osoyoos. An evening fireworks display caps‐off the day and can be viewed from the Anarchist Mountain Lookout, Haynes Point Provincial Park and other locations along the Lake Osoyoos lakeshore.

Bluegrass and Country Festival Osoyoos’ parks are used for both recreation and to host events such as the annual Bluegrass and Country Festival held in August. For four days, the banjo’s twang and harmonica’s wine fill Desert Park and might drown out the sounds of “Fore!” coming from golfers at the nearby Osoyoos Golf & Country Club. Visitors may either come to listen only or bring their own instruments and join in the numerous ‘jam’ sessions that take place during the festival. This event is a great one for those who love music and would rather RV than stay in a hotel as it accommodates self‐contained RVs.

Meadowlark Festival Life that can survive in the desert is celebrated at the annual Meadowlark Festival’s events in Osoyoos every May long week‐end. Sage Thrashers and other area birds don’t have the luxury of perching themselves safely in a hotel room. The South Okanagan Grassland’s rare and endangered plant and animal life don’t have their meals served to them at a restaurant like its human visitors do. Members of the Osoyoos Indian Band have historically harvested roots, berries and teas from the desert in order to survive. The annual Meadowlark Festival lets nature lovers take guided tours of Osoyoos’ natural environment to learn what it’s like to be a bird, snake or human trying to survive in the desert. Visitors to Osoyoos can continue to explore life in the desert at the Osoyoos Desert Centre and Nk'Mip Desert Cultural Centre once the festival is over.

Okanagan Wine Festivals Four annual Okanagan wine festivals mix wine tours, wine tasting and wine seminars with great entertainment and fabulous restaurant cuisine. wineries, restaurants and resorts tease drooling senses with tastes and aromas that come straight from the vine and stir the Soul. Buds come out in May at the Okanagan Spring Wine Festival and so do wine lovers who wish to celebrate over fine wine and culinary tours. Gourmet meals fill hungry bellies on a hot August week‐end of arts, music and other activities at Silver Star Mountain Resort during the Okanagan Summer Wine Festival. Sipping a glass of Okanagan wine is just a divine way to celebrate grape harvest while enjoying the Okanagan Fall Wine Festival’s food and festive atmosphere. The Winter air is fresh high atop sunny peaks while the Icewine is crisp and refreshing at the annual Okanagan Icewine Festival that is full of eating, education and snowy recreation.

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Tourist Attractions and Points of Interest

Osoyoos Desert Centre It takes a special strength to survive in the harsh temperatures and climate of Canada’s only ‘arid’ desert environment. The Osoyoos Desert Centre, located 9‐kilometres north of Osoyoos, has interactive displays describing how 100 rare plants and over 300 rare invertebrates have been able to make a home. Visitors to the centre may take a 1.5‐kilometre guided boardwalk tour by arid shrublands, grasses and four interpretive kiosks. Guests who wish to participate in the centre’s early morning bird watching programs may wish to bring binoculars to better glimpse the many bird species in the area. In 2010, the Centre attracted close to 10,000 visitors.

Anarchist Mountain Lookout Not everyone can afford to take a plane ride, but there is a way to get an aerial view of Osoyoos. On the way to Mount Baldy, one may drive east to the Anarchist Mountain Lookout perched about 4,000 feet above sea level. From here, Osoyoos appears as a distant vision of civilization that must have been held by its father, John Carmichael Haynes. Haynes Point Provincial Park appears as a long, mossy log floating atop Lake Osoyoos. The lake itself takes the shape of a rattlesnake winding through the valley and into the mountains. Patches of green dot the rocky landscape below, interrupted by ruggedness and the grey of a trail that slithers its way up the mountain.

Spotted Lake It’s a major tourist attraction today, but Spotted Lake has always been a place of healing for the area’s First Nations. Aching, painful muscles are no match for the healing power of Spotted Lake’s mud and waters. When driving west of Osoyoos in the Summer, one can view the lake’s white‐ringed spots that appear when water evaporates and crystallizes. Unfortunately, hikers and bikers who are sore from the day’s activities are not permitted to use this private lake to ease their sorrows. At best, Spotted Lake serves as a reminder to visitors about the physical toll that making a life in the desert has had on previous generations.

Desert Model Railroad Before stopping at the Osoyoos Desert Centre and Spotted Lake, the Desert Model Railroad northwest of Osoyoos is worth exploring. This attraction is a miniature re‐enactment of Europe that includes 20 computer‐controlled trains chugging through European‐style landscape and towns. More than 1200 houses and over 9000 hand‐painted little people make up this miniature fantasy‐world that is a great place to bring the family. An on‐site gift shop sells a selection of hand‐painted wooden accessories and souvenirs such as fridge magnets and t‐ shirts.

Market on Main The soil may be dry, but Osoyoos’ desert terrain is ripe with fruits, vegetables, baked goods, and other products. Every Saturday morning from mid‐May until after Labour Day, the Market on Main displays the desert’s full bounty of locally‐grown and made fresh produce, baked goods as well as arts and crafts. The market’s location at the Town Hall Square makes it ideal for Haynes Point Provincial Park campers who must stock up on supplies. Visitors will find it hard to resist purchasing paintings, pottery and ceramics; it may prove a bigger challenge when attempting to

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pack at the hotel. The Nk’Mip Desert Cultural Centre is also a worthwhile attraction at which to hunt for arts, crafts and other Osoyoos treasures.

Fruit Stands Attending the Annual Cherry Fiesta festival isn’t the only way to celebrate Osoyoos’ early fruit harvest: fresh fruit and vegetable stands dot Highway 97. Cherries, peaches, plums, and other fruits and vegetables can be picked up en route to the Osoyoos Lake Oxbows, the beach at Cottonwood Park or the Osoyoos Skateboard Park. Locally‐made fruits and vegetables also end‐ up in meals prepared at Osoyoos’ restaurants and the breakfasts served at area hotels, motels and resorts. Orchard tours provide visitors with an opportunity to learn what it takes for fruit and vegetables to survive life in the desert.

Recreation

Wine Touring A wine tour through over 20 wineries between Osoyoos and Oliver is a nice way to spend a Southern Okanagan day; each winery has its own unique characteristics. Wine tasters can begin their trail at the northern tip of Lake Osoyoos, just north of the Osoyoos Desert Centre. Later, a demonstration vineyard will educate interested connoisseurs about winemaking, while another winery en route brews cider crafted from fresh Okanagan apples. The Osoyoos Indian Band owns and operates North America’s first Aboriginal‐owned and operated winery. Visitors to another winery may stay overnight at a Mediterranean‐style hotel. Wine is part of Osoyoos’ history and culture, dating back to when the Irrigation Canal was built to make commercial grape growing possible. Designated drivers who can’t participate in the wine crawl may still find Osoyoos‐area wines at local restaurants or at one of the four annual wine festivals that take place in the Okanagan.

Lake Osoyoos Boaters and water‐skiers snake their way across Osoyoos Lake while others find a place in the sand to tan their skin or enjoy fun in the Sun. Three boat launches and several marinas make it easy for water lovers to access fun on the lake; the Oxbows at the lake’s north end provide an ideal perch for bird watchers. The lake’s warm habitat house Trout, Perch and other fish that wiggle beneath the lake’s surface, daring anyone to catch them. As one of Canada’s warmest freshwater lakes, Osoyoos Lake must seem like an oasis to visitors, surrounded by beautiful beaches, picnic grounds, natural areas, and a variety of parks. It’s hard to imagine that any body of water could exist in an area that receives an average annual rainfall of about 25 centimetres. Life in the desert may not always be a bowl of cherries, but participating in “watermania” on Lake Osoyoos helps makes it fun.

Mount Baldy Getting sand in the face at the beach is not fun, but flying through clouds of powdery white snow on Mount Baldy can be. Mount Baldy is located 45‐minutes northeast of Osoyoos and offers a winter reprieve from the desert life: downhill skiing, snowshoe trails, cross‐country trails, and tobogganing. The 1,727 meter high mountain receives an annual snowfall of over 6.1 meters that makes for great skiing conditions. Wonderful hiking trails and an 18‐hole championship Frisbee golf course transform Mount Baldy into an outdoor playground of a

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different kind when the snow melts. Those seeking a natural picnic setting may prefer Mount Baldy’s isolation to Cottonwood Park and other parks that are located in the heart of Osoyoos.

Irrigation Canal Walkway (“the Ditch”) What was once Osoyoos’ only water source is today a 12‐kilometre lifeline for bikers, horseback riders and walkers thirsting for the desert outdoors. The Irrigation Canal Walkway meanders along the shores of the now abandoned waterway that gave life to local wineries and orchards in the early 20th Century. It begins east of Osoyoos Golf and Country Club, winding north through wilderness scenery and desert vegetation until it reaches the Osoyoos Desert Centre. The Irrigation Canal Walkway provides an excellent ‘before’ and ‘after’ view of irrigation’s impact on Osoyoos’ development: one side remains in a natural state covered with sage and antelope brush, while orchards dot the landscape on the other.

Lakeshore Walkway Residents of Lakeshore Drive’s many campgrounds and RV parks bike and walk the Lakeshore Walkway to and from downtown Osoyoos. The walkway winds north along the eastern shore of Lake Osoyoos and meets up with the Pioneer Walkway Trail in the downtown core. The Lakeshore Walkway is paved, unlike the Irrigation Canal Walkway that is a packed gravel trail. Bikers and walkers have a view of the tip of Haynes Point Provincial Park across the lake and may spot campers and beachgoers going about their routine.

Osoyoos Lake Oxbows The Yellow‐breasted Chat, Great Basin Spadefoot Toad and the painted turtle are three species that have made the desert their home in the Osoyoos Lake Oxbows. As one of Osoyoos’ few remaining wetlands, the Oxbows provide an oasis of sorts for migratory and resident birds to both nest and feed. Once in Osoyoos, avid birdwatchers should migrate to this area north of Osoyoos Lake with their binoculars and, perhaps, a lunch. The Oxbows can be accessed from the north by traveling on Highway 97 past the Osoyoos Desert Centre and the Osoyoos Air Centre. One can also reach the Oxbows by traveling south on the International Hike and Bike Trail that leads by many of the area’s wineries.

International Hike and Bike Trail At the north end of Osoyoos Lake, the International Hike and Bike Trail slithers along the Okanagan River Channel. Mountain bikers, horseback riders and hikers may wind their way along the 18.4‐kilometre, multi‐purpose, one‐way trail consisting of paved and gravel sections. Sections of the trail are wheelchair accessible which allows handicapped visitors to view the area’s unique countryside. The International Hike and Bike Trail twists and turns through the lush areas of 11 wineries that provide an oasis of wine tasting opportunities for those wishing to sample the desert’s sweet nectar.

Rattlesnake Canyon Amusement Park Strong stomachs may enjoy the view of Lake Osoyoos and Haynes Point Provincial Park as they do a vertical twirl on the Rattlesnake Canyon tilt‐a‐whirl ride. When the peddle hits the metal, it’s best that this be to race around the amusement park’s track in a gas powered go kart and not on Main Street. It may also be a wise idea to practice putting on the park’s 18‐hole mini‐golf course before playing one of the area’s golf courses. There are no rattlesnakes for sale, but it is possible to get a non‐permanent tattoo of one if that is desired; the gift shop also sells clothing,

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candy, toys, and other souvenirs that can be purchased. All visitors to Rattlesnake Canyon should heed one important piece of advice: don’t binge at the Windmill Ice Cream Parlour until after jumping out of the Bungee Tree.

Indian Grove Riding Stable The Indian Grove Riding Stable offers visitors to Osoyoos with an opportunity to ‘rough it’ in the desert during the Summer months of July and August. Led by an experienced guide, free‐ spirited adventurers at heart may saddle‐up for a half or full‐day horseback ride on mountain trails. After striking camp, travelers may turn their attention to fishing and swimming in a mountain stream or exploring a nearby waterfall. Dinnertime brings a steak and potato meal with all the fixings: cooked over an open fire like the ranchers did back in the days of John Carmichael Haynes. Riders then head back to the Indian Grove Riding Stable under an evening sunset like ranchers returning from a long day on the range. The Indian Grove Riding Stable is located on the northeast outskirts of Osoyoos and is on the route that can be taken to reach the Nk’Mip Desert Cultural Centre.

Pioneer Walkway The Pioneer Walkway provides a beautiful place for an evening stroll after eating at one of Osoyoos’ many restaurants. The park's location across the street from the town’s motel and hotels district also makes it a great place to take a morning walk before breakfast. From the downtown, the trail winds along Lake Osoyoos beside Main Street. The Pioneer Walkway Trail winds through a series of beautiful flowerbeds that are maintained by local volunteers and then links up with the Lakeshore Drive Walkway on the eastern shore of the lake.

Osoyoos Skateboard Park For some, pulling a ‘Nollie’ at the Osoyoos Skateboard Park is a much preferable option to visiting the ‘scat lab’ at the Osoyoos Desert Centre. It may also be a better fit than Romancing the Desert with wine and food or touring the Molson Ghost Town across the Canada‐USA border in Washington State. The Osoyoos Skateboard Park is located on the edge of downtown Osoyoos and has bigger ramps than any section of Main Street. Here, ‘jammin’ means something a lot different than what takes place at the annual Bluegrass and Country Festival. The sound of wheels and heels stopping, scraping and turning are music to the ears of skateboarding diehards looking for their fix of ‘popping tricks’.

Watersports There may not be a festival to celebrate Lake Osoyoos, but each year watersport fanatics whoop it up on Seadoos, boats and other watercraft. Water is a big part of Osoyoos’ culture: wakeboarders are as common a sight as skateboarders. While walkers, hikers and bikers wind their way along the Irrigation Canal and Lakeshore walkways, waterskiers zig and zag like a rattlesnake through the desert. Water lovers are not required to spend their days on an Osoyoos beach or in a park along the lakeshore. Lessons and watersport equipment rental shops ensure that beginners to pros have an equal opportunity to get involved in watermania by sailing, kayaking or just floating.

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Parks

Haynes Point Provincial Park It may not look like it from the Anarchist Mountain Lookout, but Haynes Point Provincial Park is about 4.8 hectares of park that has 41 gravel campsites. This narrow piece of land served as a natural bridge for John Carmichael Haynes and other early settlers to cross Lake Osoyoos. Today, campers flock to set‐up camp amongst the cottonwood trees, sage and wildlife to enjoy some recreation in the desert. The density of the campsites on such a narrow swath of land creates the impression of belonging to a close‐knit community. Each campsite is situated right next to the water and allows easy access for swimmers, waders and Sun worshippers.

Cottonwood Park Campers prefer Haynes Point Provincial Park, but swimmers, sunbathers and afternoon strollers should head for the shores of Cottonwood Park on Lake Osoyoos. The park’s sandy beach, benches and picnic tables make it a great place to munch and laze away the day and watch the boaters skim across the water off in the distance. Its well‐maintained walkway and gardens offer walkers an alternative to the Pioneer Walkway Trail; wheelchair friendly pathways and viewing benches make Cottonwood Park an enjoyable destination for the handicapped and elderly. Cottonwood Park is also a great place to relax with the family after enjoying a thrilling time at the nearby Rattlesnake Canyon Amusement Park.

South Okanagan Grasslands This South Okanagan Grasslands is one of the four most endangered ecosystems in Canada, and it is a great place for hiking, biking and nature admiring. Life isn’t so pleasant for rare and endangered birds, mammals, reptiles, and amphibians that struggle to survive in this area. The Grasshopper Sparrow, Big Horn Sheep and Pygmy Short‐Horned Lizard work to make a life in this territory of grasslands and open forest. Nature isn’t the only thing to be viewed while hiking or biking through the grasslands; Mount Kobau provides a perfect vantage point from which to gaze at stars on a cloudless night. The grasslands is located West of the Osoyoos Desert Centre and provides some great views of the Okanagan Valley and Spotted Lake.

Town of Osoyoos Facilities

Sonora Community Centre. The Sonora Centre offers meeting spaces, a gymnasium with spectator seating, and a full service arena.

Sun Bowl Arena. This arena provides additional rink capacity, which is a major draw for hockey and other ice‐related tournaments. The International Curling Club is located next to the arena.

West Bench Outdoor Recreation Area is located beside the Osoyoos High School and contains baseball/softball diamonds, a BMX track and tennis courts.

Through these facilities, the Town offers a wide range of sports, leisure, and recreation programs and, through partnerships with local businesses and educational institutions, a wide variety of

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SEE Osoyoos Succeed Socially, Economically, and Environmentally recreation programs, such as dance, and continuing education courses for hobbies and skills development. The Town’s recreation guide has more information on current programs. Although there is currently no indoor pool facility, a number of local accommodations providers have pool complexes.

In addition to the Town and school sport facilities, the Desert Park Recreation Complex is located near the Osoyoos Golf and Country Club in the outskirts of Osoyoos. The recreation building contains two squash courts and a gymnasium. Outside, there is a horse race track with stables and an outdoor training arena. Within the race track are two soccer fields and five baseball and softball diamonds.

Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues relevant to our description of success:

• Environmental Impacts of Activities. Some types of recreation activities can have significant impact, including erosion, introduction of invasive species, solid waste from boaters, beach and trail users, and pollution from fuels, lubricants and emissions. Sometimes those who enjoy the outdoors are not respectful in maintaining the natural environment that they came to enjoy. Often related to environmental impacts, noise, light, and visual intrusion have community livability impacts, as do concerns over safety and security. • Shared Use of Amenities (e.g., beaches, lake, paths and trails). In general, motorized and non‐ motorized activities have the potential for conflict from factors such as noise, speed differentials, and concerns over personal safety. Hikers and swimmers often fare worse in an unexpected encounter with an ATV or speedboat. The community seeks an accommodation between those seeking more active recreation and leisure and those seeking quieter pursuits. • Accessibility and Cost of Amenities. Osoyoos offers a range of affordable activities for residents and visitors alike and is striving to make these accessible to those with special needs. There is a need, however, to balance affordability and the provision of a wide range of activities against the cost, particularly to taxpayers. • Economic Benefits. While it is difficult to estimate the exact economic benefits of arts, culture, and recreation, in general the variety and quality of these offerings is a major determinant of the success of a resort community, by providing jobs and supporting the tax base. These lifestyle options are also important to support a high quality of life for current residents and to attract discerning new residents. A balance needs to be achieved between the costs and impacts of these activities and the economic and social benefits. • Creating Year‐Round Activities. Widely recognized as a vibrant centre of arts, culture, tourism, leisure, and recreation, Osoyoos has many diverse options are focused on the peak summer and shoulder spring and fall seasons. To create a town that thrives all season long it is desirable to find ways to create ongoing activities, including in winter.

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Current Reality – Land Use and Natural Areas

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Development Profile (Land Uses, ToO). • Development Trends (Density, Mix of Uses, ToO) • Parks, Protected Areas and Wildlife Corridors (ToO, RDOS). • Local Flora and Fauna (ToO, Desert Society, MoE). • Geographic/Climatic Zone (MoE).

Located in the most southern section of British Columbia's Okanagan region, the town of Osoyoos (which in the Nk'mip language is translated to where the water narrows, or sand bar across) is home to Canada's only desert with the lowest rainfall, the highest temperatures, and the warmest lakes in the country. One of North America's most fragile and endangered ecosystems, the Osoyoos desert provides a unique environment and is home to over 100 species of rare flora and over 300 species of rare fauna such as the Badger, Burrowing Owl and Northern Pacific Rattlesnake.2

The Official Community Plan supports a compact Urban Growth Boundary around the centre parts of the Town and conserves large areas within the Town Boundaries as Agriculture or Parks and Recreation Lands. The average residential density of 9.1 persons per hectare is already higher than the BC average of 7.4 persons per hectare and is likely to increase over time with compact development trends.

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council. 2 More information from the Osoyoos Desert Society www.desert.org

Appendix 2 ‐ Description of Current Reality ‐ Land Use and Natural Areas 1

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Town of Osoyoos Land Uses and Urban Growth Boundary

5196

Town of Osoyoos Population, Developable Land Area, and Density

Much of the land surrounding the Town is in the Agricultural Land Reserve, which reinforces the concept of a compact community.

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Agricultural Land Reserve Lands (ALR)

The RDOS Regional Growth Strategy (RGS) also reinforces Osoyoos as a sub regional centre, discouraging development outside of these centres.

RDOS Regional Growth Strategy – Primary Growth Areas

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Town of Osoyoos Parks, Open Spaces, and Urban Land Areas and Percentages

Although the above chart indicates there are no Provincial Parks, Haynes Point Provincial Park is minutes away for the Town boundary. Haynes Point is 38 hectares in size and the park protects five red‐listed plant species; the peach leaf willow, western centaury, busy cinquefoil, annual paintbrush, false‐ pimpernel and awned cyperus. The marsh area of the park is home to a variety of wildlife including blue‐ listed species such as: the western small footed myotis bat, barn owl, spadefoot toad and painted turtle.

From Google Maps, data from Province of BC, RDOS

Protected Areas near Osoyoos

Appendix 2 ‐ Description of Current Reality ‐ Land Use and Natural Areas 4

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From Google Maps, data from Province of BC, RDOS

Natural Areas, Protected Areas, Agricultural Lands, and Urban Areas near Osoyoos

Appendix 2 ‐ Description of Current Reality ‐ Land Use and Natural Areas 5

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From Google Maps, data from Province of BC, RDOS

Urban Development Patterns in Osoyoos Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Existing Parks and Open Spaces. Outlined in the Leisure and Recreation Current Reality, and supported by the large area of parks and open spaces in the Town, Osoyoos has reserved large areas for playing fields, parks, waterfront beaches, ALR, and conservation. • Protected Areas. As shown above, large areas have been protected as parks or conservation areas and Provincial riparian regulations seek to protect sensitive shorelines and watercourses. • Trails and Paths. Outlined in the Leisure and Recreation Current Reality, Osoyoos and the surrounding area have a variety of paths, both developed and rustic, that provide access to waterfront and other natural features of the area, including a path to the north along the canal and original oxbows leading to Oliver. • Official Community Plan and Regional Growth Strategy. The Town’s OCP and the RDOS RGS provide support for the maintenance of a complete, compact regional centre in Osoyoos and the protection of farmlands and natural areas. • Local Environmental Organizations. There are a number of local and regional groups working to protect the natural environment, including the Osoyoos Lake Water Quality Society and the Osoyoos Desert Society, working to protect the area’s natural assets.

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• Support from Senior Government and ENGOs. The federal and provincial Ministries of Environment, the federal Department of Fisheries and Oceans, and American and a number of Environmental Non‐Government Organizations (ENGOs), such as Ducks Unlimited and Evergreen, can provide support for conservation efforts.

Issues Analysis

Through community input, review of documents and conversations with experts, we have identified the following issues to attaining our description of success:

• Large Regional Parks/Protected Areas. While there are stakeholder groups who have interests in maintaining access to natural areas, there is also a desire to protect the natural setting and surroundings of the Town and use this as an economic asset. The appropriate mix of protected areas needs to be identified and mechanisms put into place to protect these areas. • Amount of Local Parkland to Preserve. The Town is facing development pressures and is constrained to a relatively small footprint. Although there are large parks and natural areas nearby, mechanisms are needed to protect parks and open areas close to where people live. • Intensification of Land Uses. In order to create a more complete, compact Town while protecting other assets, like the ALR, Lake and natural areas, the Town will need to find ways to increase densities in a way that creates an attractive and livable environment. • Pedestrian and Bicycle Friendliness. Land uses, whether compact or spread out, will have a strong influence over whether a community will travel primarily by care or choose walking, cycling, or transit as an option. • Creating a Vibrant Downtown. There is strong consensus that a vibrant downtown is key to a healthy and sustainable community, but a concerted effort and significant resources are often required to achieve this objective. • Local Goods and Services. While complete and compact design to allow local access to goods and services is clearly desirable from a sustainability perspective, current “market area” based retailing and service provision sometimes promotes regional‐scale stores and facilities that require travel to access. • Development Practices. There have been a few instances when buildings and sites are considered in isolation and not as part of the larger community, leading to unintended consequences, such as a lack of pedestrian or bicycle connections or convenient access to goods, services, and amenities.

Appendix 2 ‐ Description of Current Reality ‐ Land Use and Natural Areas 7

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Current Reality – Transportation and Mobility

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Modal Split. • Vehicle Profile. • Transportation Energy and Emissions. • Pedestrian/Bike Network. • Transit Service. • Highway Traffic Volumes. • Road Safety Statistics • Other Transportation Services. • Water Transportation.

Osoyoos is at the crossroads of two major highways, Highway 3 and Highway 97, with a border crossing to the United States only a few kilometres away. The Town operates a small airport with limited services, Oliver has private aviation services, Penticton has regional services, and Kelowna has international services. The Town is also served by intercity buses, including Greyhound and BC Transit service, with each service offering one or two departures daily in the corridors that they serve. Traffic volume is high during the summer peak period, with over 17,000 vehicles on Highway 3 crossing the bridge over Osoyoos Lake on a typical summer weekend day, and 10,000 vehicles per day are on Highway 97 north of Highway 3. As much of this traffic flows through the Downtown on Main Street, there can be congestion and a difficult pedestrian experience with air quality, noise and congestion. Traffic in the off‐season is generally light.

There were 126 police‐attended collisions in the latest ICBC reporting year (2007), 65 involving property damage, 43 involving injury, and 1 involving a fatality.

Osoyoos residents tend to drive larger, fuel inefficient vehicles. The larger vehicles consume five times the fuel and produce five times the greenhouse gas emissions of the smaller vehicles.

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

Appendix 2 ‐ Description of Current Reality ‐ Transportation and Mobility 1

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In terms of how people get around, the main source of information is from census “Journey to Work” data, which shows that, in contrast to most parts of the province, Osoyoos residents are increasingly driving alone to work. While a healthy percentage walks (12%), cycling is not seen as a viable option by most, and there is negligible use of public transport.

Transit service is limited to one local route operating twice a day, two trips to Penticton via Oliver, and one trip to Kelowna. The current level of service accommodates some uses, such as health care access, education, or shopping, most users would require other forms of transportation to meet their needs.

Appendix 2 ‐ Description of Current Reality ‐ Transportation and Mobility 2

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Assets Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success: • Highway Access. Osoyoos is at the crossroads of two major highways, Highway 3 and Highway 97, with a border crossing to the United States only a few kilometres away. • Intercity Access. There is a regional airport in Penticton, with regularly scheduled service to Vancouver. The Town is also served by Greyhound and BC Transit bus services connecting with destinations along the Highway 3 and Highway 97. There are currently no intermodal facilities in the Town. • Climate and Geography. The climate in Osoyoos is generally dry, with low rain and snowfall, mild temperatures through most of the year and a hot summer. Surrounding hillsides are steep, but most of the Town is relatively flat, which is supportive of walking and cycling. • Pedestrian and Bicycle Trail System. The Town has initiated a pedestrian and bicycle trail system connecting to the north, with paved and non‐paved facilities. • Compactness. The Town is relatively compact with many services in close proximity, which supports walking and cycling.

Appendix 2 ‐ Description of Current Reality ‐ Transportation and Mobility 3

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Issues Analysis Through community input, review of documents and conversations with experts, we have identified the following issues to attaining our description of success: • Peak Season Traffic/Congestion. Significant traffic congestion can occur during summer months, particularly with large numbers of trucks and recreational vehicles on the roads, with a significant proportion of visitors not familiar with destinations in the Town. • Transit Service Level. Transit service levels are minimal and could be described as a service of last resort for those with no other options. Most people would seek alternatives, such as driving or borrowing a vehicle. Travel to other regional communities using transit needs to be carefully timed to allow residents to conduct their business, such as medical appointments, and return on the same day. • Pedestrian/Bike Facilities/Environment. Major streets and commercial areas have sidewalks on both sides of the street. There are adequate pedestrian crosswalks on major streets, but few amenities such as curb extensions to promote a safer pedestrian environment. • Road Safety. Traffic levels and pedestrian amenities are not conducive to a comfortable and safe pedestrian environment. • Carpooling/Carsharing. Car ownership is relatively high, in part due to the lack of travel options. Most common services are available in Penticton. • Intermodal Facilities. The Greyhound Station is currently located near the crossroads of Highways 3 and 97. It has limited operating hours and is not centrally located, requiring most to either take a taxi or rely on others with access to motor vehicles to access local destinations. There are currently no regularly scheduled shuttle services to regional destinations or airports, other than taxis.

Appendix 2 ‐ Description of Current Reality ‐ Transportation and Mobility 4

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Current Reality – Energy, Resources, and Waste

Description of Current Reality

The following Description of Current Reality reflects community input on assets, as well as a review of community documents, input from local experts, and materials from leading community planning organizations.1 It is meant to give a snapshot of where we are which will inform a discussion of the transition from the current reality to our description of success in the future. Context

The following items were identified as useful context for this Strategy Area:

• Energy Usage Profile (CEEI). • Solid Waste (ToO). • Diversion Rates (ToO, Recycling Council of BC). • Composting (ToO). • Water Usage (ToO). • Wastewater Volume (ToO). • Drainage (ToO).

The Town’s energy source profile is similar to the BC average.

1 These include Statistics Canada, BC Stats, the BC Community Energy and Emissions Inventory, South Okanagan Local Health Area, Destination Osoyoos, the South Okanagan Chamber of Commerce, School District 53, The Town of Osoyoos, Osoyoos Arts Council, Osoyoos Museum, Regional District of Okanagan‐Similkameen, local Osoyoos Indian Band, Smart Growth BC, The Natural Step, and the Fraser Basin Council.

Appendix 2 ‐ Description of Current Reality ‐ Energy, Resources, and Waste 1

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The Town is a heavy user of energy, particularly for transportation, and a heavy emitter of Greenhouse Gases, at approximately 10 tonnes per capita, which is roughly 2 ½ times the per capita emissions of the City of Vancouver.

The Town’s landfill also serves Electoral Area A. The Town’s Solid Waste is currently 4,102 tonnes per year, or approximately 0.8 Tonnes per resident per year, producing 3,451 tonnes of CO2 equivalent per year. While there was a reduction in per capita waste in late 1990s, levels have returned to and exceeded historical levels, i.e., the community is producing more, not less, waste.

The following information is from the Town’s 2009 Landfill Report regarding the future of the site:

Appendix 2 ‐ Description of Current Reality ‐ Energy, Resources, and Waste 2

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In 2010, the Town relocated the active landfill area from the Stage 1 area to the Stage 2 area. From the 2002 Draft Landfill Design/Operation/Closure Plan, the total airspace provided in the Stage 2 area is about 210,000m3 which represents an estimated lifetime of 20 years assuming:

• The per capita waste generation rate will remain constant at 0.80 tonnes/capita in the future. • The annual growth rate of the contributing population to the landfill will be 1.5% (combined Town and Electoral Area A growth rate). • A solid waste in place compacted density of 600 kg/m3 and an assumed long term settlement rate of 15% (in situ densification).

All of the above assumptions related to airspace consumption are conservative. On the basis of these same assumptions, a lifetime of 5 years was derived for the Stage 1 area in 2002. The actual lifetime achieved for the Stage 1 area after 2002 was 8 years. The landfill lifetime offered by the Stage 2 area will be assessed in detail in the process of finalization of the Design/Operation/Closure Plan.

Waste diversion rates from landfills are not known for Osoyoos, but BC legislation sets targets for diversion. In 2004, 31% of the total non‐hazardous waste generated in BC was diverted from disposal, significantly higher than the national average of 24%, but a much higher level is possible. Metro Vancouver, also facing problems of limited landfill capacity, has set a target of 70% diversion of waste from landfill by 2015, including recycling, reuse, and composting. The composting of organic waste is seen as the most significant new component of diversion. The level of composting in Osoyoos is not known, but the RDOS does offer worm composting workshops for residents.

A summary of the contents for the Osoyoos landfill is:

• Organics—40% • Plastics—12% • Paper—10%

It is now projected that, due to many positive changes in our community the landfill will reach capacity in 2030. Previous reports had indicated 2015. A commitment by all residents and local Government to the 5 R’s (Reduce, Reuse, Recycle, Recover, and Residuals) will provide many opportunities for going beyond the 2030 date.

Assets

Below is a list of community assets that have been identified from community input that we can build on to achieve our Description of Success:

• Local Landfill. The Town owns and operates its own landfill facility, providing a strong incentive to reduce waste and promote waste diversions initiatives and alternative waste management strategies.

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• Regulatory Framework. The Town’s Bylaw 1267, 2010 Waste Management Services and Regulations, seeks to reduce the impacts of waste on the community and manage waste in an efficient and environmentally sensitive manner. The Town also has dry land landscaping policies intended to reduce water consumption included in the Landscape Plan which is governed by the Development Permit Area Guidelines from the OCP. Xeriscaping is always explored in the Industrial Area but currently not in Multi‐Family Developments. A Securities Policy is also in place whereby the Town of Osoyoos collects securities to ensure that landscaping is completed and survives for the maintenance period. The Town also has the ability to introduce building requirements, such as low flow showers and toilets, to reduce demand. The Town has two water Councillors who focus on water conservation issues. • Geothermal. There is an existing geothermal sewage treatment process for the Town of Osoyoos to provide reclaimed to water to areas such as Desert Park and Osoyoos Golf and Country Club. The Town has the ability to increase usage of reclaimed water when suitable. • Wind and Solar Power. Power sources such as wind and solar power should also be considered an asset but examples of these models have not been put into action as of yet. • Recycling Facilities. Curbside waste and recycling is provided by BFI Canada and a range of recycling services is available through the Osoyoos Bottle Depot. The BC Recycling Council has a hotline at 1(800)667‐4321 to assist the Town and local residents and businesses with recycling. • Water Supplies. The Town owns and operates its own water supply system, providing a strong incentive to reduce water consumption and reuse water where possible. • Wastewater Facilities. The Town owns and operates its own sewer system and treatment, providing a strong incentive to reduce wastewater where possible.

Issues Analysis

Through community input, a review of documents and conversations with experts, we have identified the following issues to attaining our description of success:

• Public Education and Awareness. The Town and the Bottle Depot have information available to promote conservation and waste reduction. The BC Ministry of Education provides learning modules on the impacts of resource consumption and waste, but it is not clear if this forms part of the local curriculum. • Waste Management Facilities. While earlier waste management practices resulted in significant impacts to the environment, improved practices have sought to limit waste increases and the need for new facilities. Waste reduction requires an integrated approach and significant resources to change lifestyles in our disposable consumer‐oriented society. • Cost/Benefit Analysis. Detailed analyses in the Osoyoos context of the costs of resource use, particularly water, and waste management, including the value of diverted waste such as recycling materials and compost, would provide an economic basis for more sustainable waste and resource use. As mentioned in the Building and Sites Current Reality, a similar analysis would be supportive of a more aggressive application of green building and site practices. • Local Partners (Business, Institutions, ToO, etc.). Many partners have an interest in conserving resources and reducing the impacts of waste and resource use. These could include the Town, RDOS, local businesses, farmers, the school district, and local

Appendix 2 ‐ Description of Current Reality ‐ Energy, Resources, and Waste 4

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environmental group working together to create integrated resource management solutions. • Landfill Capacity. For the Town of Osoyoos the possibility of getting another landfill is nil. It would be so cost prohibitive that it could never be achieved and, additionally, there are no land options. It is mandatory that all plans that include visions of the future include the preservation of the landfill as its only focus (regarding solid waste management). Organics are easily described as material that is compostable and plastics and paper are for most purposes recyclable. One solution for Osoyoos is to divert those materials from the landfill to ensure there remains a facility serving residents for generations.

Appendix 2 ‐ Description of Current Reality ‐ Energy, Resources, and Waste 5

SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Strategy Area Action Planning – Initial Actions 30 April 2011

Action Planning Process: 1. CSAT members were provided with a worksheet, along with guidelines for proposing actions and the Summary Document. Worksheets allowed up to 4 actions to be proposed for each strategy area for each CSAT member, along with impact and priority, estimate of cost, time frame for implementation, lead partner and other partners. 2. WCS assembled these worksheets, grouped any similar proposed actions, and provided CSAT with the entire list of proposed actions for review before a CSAT Action Review Workshop. 3. The review workshop format was: Action Planning Session 1 Session 2 1. Introduction, explanation of objectives, action planning criteria (30 minutes) 1. Review of day’s objectives (10 minutes) 2. Dotmocracy exercise, everyone identifies their top 3‐4 actions for each 2. Team work – Round 3. (90 minutes) strategy area (20‐30 minutes, we’ll need 36 dots/CSAT member!) 3. Plenary session. Recorders for each strategy area group identify Descriptions 3. Team work – Round 1. Three teams select recorder and take proposed which actions they selected, how they were modified, and of Success actions and dotmocracy results for first three strategy areas and works to proposed any additions. (~2 hours 15 minutes, 15 minutes/strategy create top 6 actions and 2 alternates for review by the entire group. (90 area, taking lunch at noon and continuing)

minutes) If people have strong interest in an area, they can join a group, but 4. Wrap up and next steps discussion (15 minutes) Current the idea is to have a balance of interests and views at each table. Reality 4. Team work – Round 2. Second three strategy areas (90 minutes) 5. Wrap‐up (10 minutes)

4. Workshop teams reviewed the Descriptions of Success for assigned Strategy Areas and determined, in their opinion, which were the priority ones to focus on. CSAT considered the Descriptions of Current Reality as well, identifying actions where the sustainability gap (between where we are now and where we want to be) is the greatest, or actions where there are the lowest hanging fruit (i.e., high visibility and easy to implement). CSAT sought to achieve a mix of actions that can happen in the short, medium, and long term to get some initial momentum from early successes and to get you started on the bigger actions. They also sought to achieve a mix of actions that require lower and higher resources, asking the questions: • Does the proposed action and direction provide enough return on the financial, political, and stakeholder investment in order to resource other future actions? • What is the financial impact of the action on the lead community partner, i.e., does it reduce long‐term operating costs and/or have a strong return on investment? • What is the financial impact on other community partners from implementing the action? • If required, would citizens be willing to pay for this policy through a tax increase or other charges, or would enough users pay a user fee to make this policy a reality?

5. Three CSAT teams filled out their “Top 4” actions for each Strategy Area, along with up to 2 alternates, on their worksheet for presentation and discussion at the plenary session to select actions to move forward with in the draft ICSP document. The resulting “Top 4” actions for each Strategy Area appear below for community review and feedback, along with additional actions that can be considered in future years identified as text in italics.

Example: Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 2. Buildings 1 Create a Sustainable Development Develop and apply a checklist for Existing buildings are energy and 2.3 2.4 2.5 High Medium <1 year Low 5‐7 years ToO South Okanagan and Sites Checklist for development projects buildings and sites that supports resource intensive and are often (Medium (Low or (2‐3 (Medium (2‐3 Real Estate Board, and neighbourhood plans. SEEOS Social, Economic, and unaffordable and located far or Low) High) years, 3‐ or High) years, 3‐ BCHBA, CaGBC,

Environmental Descriptions of from amenities and services. 5 years, 5 years, BuiltGreen Success. The checklist will identify issues 5‐10 5‐10 so that the Town can work with years, years, developers to address them. etc.) etc.)

Appendix 3 ‐ Initial Actions 1 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 1. The Lake 1 Create a unified authority to Measure, monitor, educate, and 1.3 1.7 1.8 High High 3‐5 Med Lake Use Task ToO, OIB, RDOS, regulate lake usage and quality regulate the overall health of the years Force Province, DFO, State and measure negative impacts on Lake. of Wash., U.S. EPA Notes: water and shoreline by human and natural contributors (e.g., CSAT leads: milfoil). TBD 2 Educate users and consider Educate users on what is 1.6 1.3 1.7 High High 1‐3 Med Lake Use Task ToO, OIB, RDOS, regulating gas powered acceptable, create speed limits, years Force Province, RCMP watercraft. enforce as necessary. 3 Install oil interceptors in Limit urban runoff via 1.3 1.7 1.8 High High 7‐10 Med‐ ToO OIB, RDOS, stormwater system. stormwater management years High Province, Lake Use systems. Task Force, Land Owners, Development Community 4 Educate the public on the need to 1.3 9.1 9.10 High High 3‐5 Low ToO Osoyoos Lake Water restrict the sale of pesticides and years Quality Society, non‐organic fertilizers in local Local Retailers, ALC, businesses. Local Farmers, Horticultural Society, Ministries of Environment and Agriculture, RDOS, US EPA, State of Washington, 5 Restrict development on the 1.8 1.4 High High <1 year Low ToO OIB, RDOS, shoreline in order to decrease Landowners, damage to shoreline and water Development quality. Community 6 Identify and maintain an acceptable number of waterfowl on the lake while respecting natural biodiversity. 7 Install boat wastewater collection systems at all docks. 8 Determine carrying capacity of the lake in terms of users and human impacts in order to sustain natural systems.

Appendix 3 ‐ Initial Actions 2 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 2. Buildings 1 Provide clearly marked and • Marked bike lanes • Decrease pollution 2.6 2.1 2.2 Med Med 2‐5 Med 2‐5 years ToO Ministry of and Sites accessible corridors for • Crosswalks • Increase resident and years Transportation and pedestrians, cyclists, and Infrastructure, • Bypass Main Street (Highway tourist enjoyment scooters for easy access 3) and widen bridge Signage Companies Notes: between downtown core and CSAT Leads: recreation areas. TBD 2 Establish a range of affordability • Allow up to 30% density bonus Provide young families the 2.3 2.2 High High 10 years High 2‐5 years ToO Ministry options on Town land for rental • Consider Whistler Housing opportunity to live affordably Responsible for and freehold housing, including Authority model and work in Osoyoos. Housing, CMHC, BC density bonusing, support for Housing, Local housing cooperatives and space Hotels and for a youth hostel. Businesses (Employee Accommodation) 3 Research, adopt, and • Solar ready hot water and Increase use of renewable 2.4 2.5 2.6 High High 2 years Low <1 year ToO Development communicate green building photovoltaic panels energy. Community, guidelines for new development • Wind power Standards and redevelopment projects. Organizations (e.g., CaGBC, BuiltGreen) 4 Initiate a bylaw where all new • Desert/native plants 2.4 High High Ongoing Low <1 year ToO Desert Society, construction must be xeriscaped • Rocks Landscaping and encourage existing • Water metering Companies, Fortis properties to xeriscape by • Roof water collection systems BC introducing water metering.

5 Conduct training workshops on CHBA CaGBC, BuiltGreen green building. 6 Create incentives for • Fast track applications constructing green buildings. • Reduce BP fees for reduced impacts on infrastructure 7 Facilitate building audits (e.g., for energy, water use, etc.) 8 Introduce measures to address unsightliness of vacant properties and storefronts.

Appendix 3 ‐ Initial Actions 3 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 3. Community and 1 Establish 7‐day walk‐in A centrally located clinic open Our population is seasonably 3.2 3.5 High High 1‐2 High <1 year Interior Health ToO, Local Doctors Individual doctors office. 7a.m. – 7 p.m., 7 days a week changing, snowbirds from the years with on‐call service after hours prairies come for the winter – Health and longer hours in summer. summer and shoulder season, the population doubles. Notes: 2 Establish a patient shuttle Identify demand and type of This will relieve need for EMS 3.2 High High 1‐2 High <1 year Interior Health ToO, Local Doctors, CSAT Leads: to health care facilities frequency required. transfer, use of ambulance years BC Transit TBD and specialists in other (which cannot then be used for communities. emergencies). Many patients struggle with transportation to larger centres, relying on friends, family, who are not always available. 3 Provide an outreach Need to consult with other The presence in our public parks, 3.1 3.4 High Very High <1 year Low <1 year Interior Health, Churches, Chamber program to assist communities to determine how beaches, and downtown Mental Health of Commerce, homeless and those with deal with outreach, e.g., presents a negative image and and Addictions RCMP, Rotary Club substance abuse Vancouver outreach worker, perceptions of safety issues. Program problems. Salvation Army shared resource for New Westminster, Tri‐Cities. 4 Provide more doctors and Establish the needs/demand of 3.2 High High 1‐2 High <1 year Interior Health ToO, Local Doctors other health care our population and then work years professionals to meet the with local stakeholders to attract demands of the these services. population. 5 Establish a high quality A community exercise facility A multi‐purpose facility will 3.5 6.1 High Medium 3‐5 High <1 year ToO Private Partners recreation facility (pool, providing a swimming pool, provide recreation opportunities years (Wineries, Hotels), gym, courts) courts, gym for children, seniors, for all ages and abilities. Town of Oliver, OIB, those with special needs. If built Ironman, RCMP, at high school, it will expand Border Patrol year‐round use. Agency 6 Use Town owned land to By providing more affordable Provide safe and livable homes. build affordable housing housing, we will encourage more for lower income young families to live and stay. residents, adopt a density bonus policy to support.

7 Create an education program on the benefits of healthy lifestyles.

Appendix 3 ‐ Initial Actions 4 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 4. Economy and 1 Create an Economic Identify industries and 4.1 4.2 4.7 High High 1‐5 Low‐Med 5+ years ToO South Okanagan Work Development Board to businesses that would flourish years Chamber of develop a Business in the area. Commerce, OIB, Attraction Strategy. RDOS Notes: 2 Establish a local Promote Osoyoos as a year‐ Specifically focus on April‐May 4.3 4.6 4.8 High High 1‐3 Low‐Med 3‐5 years Destination ToO, TAC, South CSAT Leads: partnership to identify round destination. and Sept‐Oct. years Osoyoos Okanagan Chamber TBD and implement of Commerce, OIB, opportunities for all‐ Local Businesses season attractions. 3 Create a Festivals and Develop year‐round markets, 4.3 4.6 4.1 High High 1‐3 Low 1 year Destination ToO, TAC, South Events Committee concerts, and festivals. years Osoyoos Okanagan Chamber of Commerce, OIB, Rotary, Town of Oliver, EZ Rock, Festival Society 4 Establish a “Buy Local” Identify the services and 4.10 4.8 4.6 High High 1‐3 Low <1 year South Okanagan ToO, MOM, Awareness Campaign. products that locals would like years Chamber of Destination to see in town by conducting a Commerce Osoyoos, OIB, survey, e.g., “What’s missing in Rotary, Town of Osoyoos?” “Why do you travel Oliver, EZ Rock, to other communities to shop?” Festival Society 5 Identify and implement Look at other local incentive Products that rely on shipping South Okanagan ALC, BCCC, ToO, incentives to introduce programs, provide research on could be grown locally, making us Chamber of MOM, RDOS, Land new local crops. crops that would thrive in local more self sufficient. Commerce Owner, Local climate and soils. Farmers

Appendix 3 ‐ Initial Actions 5 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS Time to Payback Strategy Area Action Description Rationale/Comments DoS 1 DoS 2 Impact Priority Cost* Lead Partner Other Partners ID 3 Do Period* 5. Education and 1 Expand educational Offer courses in environment, Better utilization of OSS, 5.2 5.6 High High 1‐2 Medium 1‐2 years School District ToO, Community Learning offerings and activities at viticulture, organic farming. employable skills for local years Futures, Okanagan Osoyoos Secondary industries. College School. Notes: CSAT Leads: 2 Create an international Provide a safe, high quality 5.2 High High 1‐2 Medium 1‐2 years School District ToO, Community program at OSS to attract experience for international years Futures, Rotary TBD students from abroad. students. International (Exchange Programs) Okanagan College 3 Create an “Osoyoos Education and mentoring, 5.7 Medium Medium 1‐2 Low <1 year School District ToO, Local Learns” partnership to use apprenticeships, work‐study years Businesses, Rotary, local expertise to provide programs, Ambassadors program SOCC expanded education and skills training opportunities. 4 Share OSS facilities with Facilitate shared use of OSS with 5.4 High High 1‐2 Low <1 year School District ToO, Okanagan community groups. community groups, providing a years College, wide range of courses and Community Futures programs, including skills training and general interest. 5 Establish a satellite of Okanagan College for organic farming, viticulture, hospitality industry, culinary arts, etc. 6 Explore opportunities to share programming with Oliver so that OSS students have broader options and can stay in their community.

Appendix 3 ‐ Initial Actions 6 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS Time to Payback Strategy Area Action Description Rationale/Comments DoS 1 DoS 2 Impact Priority Cost* Lead Partner Other Partners ID 3 Do Period* 6. Arts, Culture, 1 Upgrade and expand Gyro Initiate the Waterfront Master 6.3 High Medium 2‐5 High 2‐5 years ToO Local Businesses Heritage, Beach Park area with a Plan, create areas for children, years (e.g., Downtown, waterpark, playground, seniors. Waterfront Hotels), Recreation, and and washroom upgrade. Watermark, Lawn Leisure Bowling Club

2 Establish a high quality A community exercise facility A multi‐purpose facility will 3.5 6.1 High Medium 3‐5 High <1 year ToO Private Partners Notes: recreation facility (pool, providing a swimming pool, provide recreation years (Wineries, Hotels), CSAT Leads: gym, courts) courts, gym for children, opportunities for all ages and Town of Oliver, TBD seniors, those with special abilities. OIB, Ironman, needs. If built at high school, it RCMP, Border will expand year‐round use. Patrol Agency 3 Create a cultural precinct Promote local artists and 6.3 High Medium 2‐5 Medium 2‐5 years ToO Arts Council, on Main Street with history, install banners and years Festival Society, museum, art galleries, signage to describe and Destination local artisans, arts council promote historical events of Osoyoos, Museum, offices. note. BC Tourism 4 Establish an Ecotourism Programs and information 6.8 Low Low 1‐2 Low <1 year ToO Ecotourism promotion program for promoted to tourists outside years Businesses, locals and visitors. Osoyoos, including birding, Destination astronomy, hiking, skiing, Osoyoos, Dominion sailing, kiteboarding, desert life, Astrophysical windsurfing. Observatory, Mount Baldy, OIB Desert Cultural Centre 5 Expand and promote Provide signage and maps. 6.8 Medium Low 2‐5 Medium 2‐5 years ToO RDOS, Destination hiking and biking trails. Build missing connections years Osoyoos, Local between existing trails. Cycling and Outdoors Clubs

Appendix 3 ‐ Initial Actions 7 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments DoS 1 Impact Priority Cost* Lead Partner Other Partners ID 2 3 Do Period* 7. Land Use and 1 Establish a Task Force to Building improvements, sidewalk Make town more inviting and 7.2 High High 1‐5 High ToO Local Businesses Natural Areas update and implement widening, public Art appealing for locals and years the revitalization plan for visitors. the downtown core. Notes: CSAT Leads: 2 Conduct one or more Engage independent consultants Clarity is needed on the scope 7.4 7.5 7.7 Medium High <1 year Low ToO RDOS, OIB, Parks TBD Provincial or National facilitating a neutral town and potential benefits and Canada, BC Parks Park public engagement meeting. impacts of a major regional and information sessions. park. 3 Communicate, Identify unsightly properties and 7.3 7.1 High High <1 year Low ToO Property Owners, implement, and enforce enforce bylaw. Local Businesses the Good Neighbour Bylaw. 4 Identify potential Use OCP, Zoning Bylaw, and GIS To attract new industry, we 7.1 High High <1 year Low Economic ToO, RDOS, Local employment analysis to identify supply of have to be clear as to what Development Businesses, opportunities, and market lands for business purposes. our land resources are. Board Development land inventory to Community potential businesses and industries. 5 Indentify and monitor 7.8 7.7 7.4 High High 1‐5 Medium ToO RDOS, BC Ministries sensitive environmental years of Environment and and agricultural areas. Agriculture, Land Owners, ALC, Environmental Groups

Appendix 3 ‐ Initial Actions 8 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 8. Transportation 1 Create a community Establish local transit routes and Alternative transportation for 8.4 High Medium 1‐3 Medium ToO BC Transit, and Mobility transit plan, incorporating schedules, coordinate regional youth, seniors, and those who years Greyhound, Private public, private, local, connections, integrate private unable to drive and to provide Transportation regional, and inter‐ services, maximize flexibility options to reduce Companies, Non‐ Notes: regional services. through using all available environmental impacts. profit Interest CSAT Leads: services. Groups TBD

2 Create a 5‐year capital Consider demarcated zones • Quality of Life 8.1 8.2 8.3 High High 1‐5 Medium ToO RDOS plan to provide accessible giving priorities to walking, • Enhanced local and visitor years infrastructure that cycling, etc., through visually experience promotes walking, appealing vistas. • Environmental benefits cycling, scooters, e‐bikes, etc.

3 Identify options for Consider bypassing Main Street, • Increase commerce and 8.7 8.8 High Medium 5‐10 Medium‐ Ministry of ToO, BC Trucking separating heavy traffic alternative Truck Routes, time of tourism years High Transportation Association, RCMP, from the town. day restrictions for goods • Adding to uniqueness of and Local Businesses movement through downtown. experience for locals and Infrastructure visitors

4 Extend and Improve Connect trails from Oliver to Community and tourist 7.1 7.3 Medium Medium 3‐5 Low‐ ToO, Town of RDOS, Rails to existing hiking and biking Osoyoos and within Osoyoos. attraction and promotes healthy years Medium Oliver Trails, local hiking trails, including a lifestyle. and cycling groups connection the KVR in Oliver.

5 Update bylaws to permit slow moving vehicles.

Appendix 3 ‐ Initial Actions 9 SEE Osoyoos Succeed Integrated Community Sustainability Plan – Action Planning Summary

Action DoS DoS DoS Time to Payback Strategy Area Action Description Rationale/Comments Impact Priority Cost* Lead Partner Other Partners ID 1 2 3 Do Period* 9. Energy, 1 Implement available best Conduct regular water Water is a basic need and essential 9.1 High High <1 year, High <1 year ToO RDOS, Ministry of Resources, and practices to consistently testing with a goal of for a high quality of life. ongoing the Environment monitor and ensure safe exceeding provincial and Waste drinking water. federal quality guidelines.

2 Expand recycling to Increase range of articles 9.2 9.3 High High <1 year Medium 2 years ToO Bottle Depot, Notes: accept most household accepted. RDOS, Ministry of CSAT Leads: and commercial waste. Environment, TBD Landfill Operators, BFI, OIB 3 Create an expanded Provide information and The more that people understand 9.2 9.3 High High <1 year Low 2‐3 years ToO Bottle Depot, education campaign to demonstrations for how they will ultimately benefit RDOS, Ministry of encourage participation residents and businesses to (e.g., $), they will be more likely to Environment, and increase awareness promote RRR approach, buy in. Landfill Operators, of the benefits of including composting and BFI, OIB, BC reducing, reusing, and energy use. Offer tours of Recycling Council recycling solid waste. the landfill to increase awareness of impacts. 4 Adopt and implement a All new buildings must be Retrofitting buildings is very difficult, 9.5 9.4 High High 1‐2 High 5‐10 ToO Development solar hot water ready solar hot water ready. so to build for the future, solar ready years years Community, bylaw amendment for heat is more economical. Ministry of new construction. Environment, RDOS, OIB, CHBA 5 Establish a system of Measures include: Encourage energy conservation. 9.10 9.4 9.5 High High 1‐2 High 5‐10 ToO Development credits and other • Low flush toilets years years Community, incentives to residents • Solar panels LiveSmart BC, and businesses for • Low‐e window EcoAction, RDOS, installing energy installation OIB, CHBA, Local reduction devices. Businesses 6 Create an education and Teach people to grow 9.9 9.10 High High 1‐2 Low 2‐5 years ToO RDOS, Town of awareness campaign to organic vegetables, use years Oliver, Ministry of promote the 160 km (100 composting, support local Agriculture, Local mile) diet, including food production and farmers Businesses, Local support for community markets. Farmers, gardens and a “buy local” Destination campaign. Osoyoos

7 Create a demonstration xeriscaping and low impact community gardening project at Town Hall. 8 Remove barriers and promote the use of clothes lines

Appendix 3 ‐ Initial Actions 10 SEE Osoyoos Succeed ‐ Action Tracking Tool

Number Strategy Area Action Name Action Description Lead Partner Other Partners Accepted? Status Start Date End Date Comments Create a unified authority to regulate lake Measure, monitor, educate, and regulate the Lake Use Task Force ToO, OIB, RDOS, Province, 1.1 The Lake usage and quality and measure negative overall health of the Lake. DFO, State of Wash., U.S. EPA impacts on water and shoreline by human and natural contributors (e.g., milfoil). Educate and consider regulating gas powered Educate users on what is acceptable, create Lake Use Task Force ToO, OIB, RDOS, Province, 1.2 The Lake watercraft. speed limits, enforce as necessary. RCMP Install oil interceptors in stormwater system. Limit urban runoff via stormwater management ToO OIB, RDOS, Province, Lake Use 1.3 The Lake systems. Task Force, Land Owners, Development Community

Educate public on need and restrict the sale of ToO Osoyoos Lake Water Quality pesticides and non‐organic fertilizers in local Society, Local Retailers, ALC, businesses. Local Farmers, Horticultural 1.4 The Lake Society, Ministries of Environment and Agriculture, RDOS, US EPA, State of Washington, Provide clearly marked and accessible Marked bike lanes, crosswalks, ToO Ministry of Transportation and corridors for pedestrians, cyclists, and scooters Infrastructure, Signage for easy access between downtown core and Companies Buildings and 2.1 tourist areas. Sites

Establish a range of affordability tools on Town bypass Main Street (Highway 3), and widen ToO Ministry Responsible for Buildings and land for rental and freehold housing, including bridge Housing, CMHC, BC Housing, 2.2 Sites density bonusing, support for housing Local Hotels and Businesses cooperatives and space for a youth hostel. (Employee Accommodation)

Buildings and Research and adopt green building guidelines Allow up to 30% density bonus, consider Whistler ToO Development Community, 2.3 Sites for new development and redevelopment Housing Authority model Standards Organizations (e.g., Create requirement that all new construction Solar ready hot water and photovoltaic panels, ToO Desert Society, Landscaping Buildings and 2.4 must be xeriscaped and encourage existing wind power Companies, Fortis BC Sites properties to Xeriscape by introducing water metering. Establish 7‐day walk‐in doctors office. A centrally located clinic open 7a.m. – 7 p.m., 7 Interior Health ToO, Local Doctors Community and 3.1 days a week with on‐call service after hours and Individual Health longer hours in summer. Establish a patient shuttle to health care Identify demand and type of frequency required. Interior Health ToO, Local Doctors, BC Transit Community and 3.2 facilities and specialists in other communities. Individual Health

Provide an outreach program to assist Need to consult with other communities to Interior Health, Mental Churches, Chamber of Community and homeless and those with substance abuse determine how deal with outreach, e.g., Health and Addictions Commerce, RCMP, Rotary Club 3.3 Individual Health problems. Vancouver outreach worker, Salvation Army Program shared resource for New Westminster, Tri‐Cities.

Provide more doctors and other health care Establish the needs/demand of our population Interior Health ToO, Local Doctors Community and 3.4 professionals to meet the demands of the and then work with local stakeholders to attract Individual Health population. these services. Economy and Develop a Business Attraction Strategy. Identify industries and businesses that would ToO South Okanagan Chamber of 4.1 Work flourish in the area. Commerce, OIB, RDOS Economy and Establish a local partnership to identify and Promote Osoyoos as a year‐round destination. Destination Osoyoos ToO, TAC, South Okanagan 4.2 implement opportunities for off‐season Chamber of Commerce, OIB, Work attractions. Local Businesses Create a Festivals and Events Committee Develop year‐round markets, concerts, and Destination Osoyoos ToO, TAC, South Okanagan Economy and 4.3 festivals. Chamber of Commerce, OIB, Work Rotary, Town of Oliver, EZ Rock, Festival Society Establish a “Buy Local” Awareness Campaign. Identify the services and products that locals South Okanagan ToO, MOM, Destination Economy and would like to see in town by conducting a survey, Chamber of Commerce Osoyoos, OIB, Rotary, Town of 4.4 Work e.g., “What’s missing in Osoyoos?” “Why do you Oliver, EZ Rock, Festival travel to other communities to shop?” Society

Education and Expand educational offerings and activities at Offer courses in environment, viticulture, organic School District ToO, Community Futures, 5.1 Learning Osoyoos Secondary School. farming. Okanagan College Create an international program at OSS to Provide a safe, high quality experience for School District ToO, Community Futures, Education and 5.2 attract students from abroad. international students. Rotary International (Exchange Learning Programs) Okanagan College

Create an “Osoyoos Learns” partnership to use Education and mentoring, apprenticeships, work‐ School District ToO, Local Businesses, Rotary, Education and 5.3 local expertise to provide expanded education study programs, Ambassadors program SOCC Learning and skills training opportunities.

Shared OSS facilities with community groups. Facilitate shared use of OSS with community School District ToO, Okanagan College, Education and 5.4 groups, providing a wide range of courses and Community Futures Learning programs, including skills training and general interest. Arts, Culture, Upgrade and expand Gyro Beach Park area Initiate the Waterfront Master Plan, create areas ToO Local Businesses (e.g., Heritage, with a waterpark, playground, and washroom for children, seniors. Downtown, Waterfront 6.1 Recreation, and upgrade. Hotels), Watermark, Lawn Leisure Bowling Club

Appendix 4 ‐ Action Tracking Tool.xls Page 1 Arts, Culture, Establish a high quality recreation facility (pool, A community exercise facility providing a ToO Private Partners (Wineries, Heritage, gym, courts) swimming pool, courts, gym for children, seniors, Hotels), Town of Oliver, OIB, 6.2 Recreation, and those with special needs. If built at high school, it Ironman, RCMP, Border Patrol Leisure will expand year‐round use. Agency Arts, Culture, Create a cultural precinct on Main Street with Promote local artists and history, install banners ToO Arts Council, Festival Society, Heritage, museum, art galleries, local artisans, arts and signage to describe and promote historical Destination Osoyoos, Museum, 6.3 Recreation, and council offices. events of note. BC Tourism Leisure Arts, Culture, Establish an Ecotourism promotion program Programs and information promoted to tourists ToO Ecotourism Businesses, Heritage, for locals and visitors. outside Osoyoos, including birding, astronomy, Destination Osoyoos, 6.4 Recreation, and hiking, skiing, sailing, kiteboarding, desert life, Dominion Astrophysical windsurfing. Observatory, Mount Baldy, OIB Leisure Desert Cultural Centre Land Use and Establish a Task Force to update and Building improvements, sidewalk widening, ToO Local Businesses 7.1 implement the revitalization plan for the public Art Natural Areas downtown. Land Use and Conduct one or more Provincial or National Engage independent consultants facilitating a ToO RDOS, OIB, Parks Canada, BC 7.2 Park public engagement and information neutral town meeting. Parks Natural Areas sessions. Land Use and Communicate, implement, and enforce the Identify unsightly properties and enforce bylaw. ToO Property Owners, Local 7.3 Natural Areas Good Neighbour Bylaw. Businesses Land Use and Identify potential employment land inventory. Use OCP, Zoning Bylaw, and GIS analysis to ToO RDOS, Local Businesses, 7.4 identify supply of lands for business purposes. Development Community Natural Areas Create a community transit plan, incorporating Establish local transit routes and schedules, ToO BC Transit, Greyhound, Private Transportation public, private, local, regional, and inter‐ coordinate regional connections, integrate Transportation Companies, 8.1 and Mobility regional services. private services, maximize flexibility through Non‐profit Interest Groups using all available services.

Transportation Create a 5‐year capital plan to provide Consider demarcated zones giving priorities to ToO RDOS 8.2 accessible infrastructure that promotes walking, cycling, etc., through visually appealing and Mobility walking, cycling, scooters, e‐bikes, etc. vistas. Transportation Identify options for separating heavy traffic Consider bypassing Main Street, alternative Truck Ministry of ToO, BC Trucking Association, 8.3 from the town. Routes, time of day restrictions for goods Transportation and RCMP, Local Businesses and Mobility movement through downtown. Infrastructure Transportation Extend and Improve existing hiking and biking Connect trails from Oliver to Osoyoos and within ToO, Town of Oliver RDOS, Rails to Trails, local 8.4 trails, including a connection the KVR in Oliver. Osoyoos. hiking and cycling groups and Mobility Energy, Implement available best practices to Conduct regular water testing with a goal of 9.1 Resources, and consistently monitor and ensure safe drinking exceeding provincial and federal quality Waste water. guidelines. Energy, Expand recycling to accept most household Increase range of articles accepted. ToO RDOS, Ministry of the 9.2 Resources, and and commercial waste. Environment Waste Create an expanded education campaign to Provide information and demonstrations for ToO Bottle Depot, RDOS, Ministry Energy, encourage participation and increase residents and businesses to promote RRR of Environment, Landfill 9.3 Resources, and awareness of the benefits of reducing, reusing, approach, including composting and energy use. Operators, BFI, OIB Waste and recycling solid waste. Offer tours of the landfill to increase awareness of impacts Energy, Adopt and implement a solar hot water ready All new buildings must be solar hot water ready. ToO Bottle Depot, RDOS, Ministry 9.4 Resources, and bylaw amendment for new construction. of Environment, Landfill Operators, BFI, OIB, BC Waste Recycling Council

Achieved ‐ full The Lake Accepted outcome Buildings and Achieved ‐ partial Declined Sites outcome Community and Postponed to future Individual Initiated ‐ in progress year Health Not initiated ‐ Economy and committed to next Work year Not initiated ‐ Education and removed from Learning workplan Arts, Culture, Heritage, Not initiated ‐ planned Recreation, and for this time period Leisure Land Use and Natural Areas Transportation and Mobility Energy, Resources, and Waste

Appendix 4 ‐ Action Tracking Tool.xls Page 2 SEE Osoyoos Succeed ‐ Initial Indicators

Main Strategy Recommended Indicator Number Main Priority Indicator Short Name Initially Suggested Indicator Rationale Area (Source)

Number of weekends in peak, Arts, Culture, Osoyoos wishes to become a diverse, year‐round shoulder, and low seasons with Enriching Heritage, Number of festivals and events destination tourism community. In order to achieve major events. *Ideally, would like 1 Cultural Diversity Community Life Recreation, and by season. this, a wide range of attractions is considered to have the number of people Leisure necessary to attract a broad range of visitors. attending festivals and events. (Destination Osoyoos)

Ratio of single‐family dwellings Percentage of multifamily Enriching Buildings and More housing types provides greater choice and 2 Housing Diversity compared to multi‐family, dwellings in housing stock. Community Life Sites affordability secondary suites (StatsCan, ToO)

While the community welcomes those of all ages and abilities, this indicator allows trends in the presence Enriching Community and Percentage of younger and % of population over 65 and 3 Demographic Diversity of younger families and children to provide a Community Life Individual Health older population. under 20. (BC Stats/StatsCan) diversified workforce and support community services, including schools.

Access to health care is primarily through general Enriching Community and % of Permanent Population Residents/General Practitioner 4 Doctor Coverage practitioners and specialists. This indicator tracks Community Life Individual Health without a family doctor (ToO/IH) the availability and work load of local GPs. Number of days during the year Access to clean, healthy drinking water is a basic Enriching Community and when boil water advisories do not 5 Drinking Water Quality Drinking Water Quality health requirement for people living in or visiting Community Life Individual Health apply, by local service area. Osoyoos. (ToO/IH) Individuals’ prosperity, economic opportunity, inclusion, health and sense of wellbeing is often tied % of Residents with a post‐ Enriching Community and The highest level of education to education. Education also generally contributes to 6 Education Attainment secondary degree or qualification. Community Life Individual Health achieved. a skilled and productive workforce, and helps (BC Stats/StatsCan) communities to address opportunities and challenges as these arise.

In addition to general practitioners and specialists, Hours per week that local health Enriching Community and Hours of service of local health health clinic availability is important for visitors and 7 Health Availability care clinics are open for basic Community Life Individual Health care clinics. after‐hours to avoid unnecessary visits to hospital medical services. (ToO/IH) facilties outside of Osoyoos.

Use ratio of average house cost to Housing costs are a significant in determining average household income and Proportion of residents paying whether local employees choose to live in the Enriching Community and average rent for 1 and 2 bedroom 8 Housing Affordability more than 30% of their gross community. The proportion of gross income spent on Community Life Individual Health rental units in high and low income on housing housing is a standard measure of housing seasons. (South Okanagan Real affordability. Estate Board, ToO)

Resident affordability is a challenge with a range of impacts, from community quality of life to the resort’s economic viability. It is important that Proportion of Osoyoos community members are able to afford the basic permanent households earning Enriching Community and Median Household lifestyle that enticed them to live in Osoyoos, and Distribution of household income 9 below the income required to Community Life Individual Health Income that businesses are able to attract a strong local (BC Stats/StatsCan) afford a specified basket of workforce. The affordability situation can be goods nonitored by comparing Osoyoos' cost of living to resident incomes.

Non‐secondary participants in In support of providing a diverse range of interest Number of non‐secondary course programs at OSS (# and ratio) and skills training for local residents in addition to Enriching Education and and program offerings and/or 10 OSS Diversity OR number of course offerings providing a broader base of support for the high Community Life Learning participants operated out of OSS. (secondary, post‐secondary, school, this indicator shows how well OSS has (School District) general interest) diversified in providing these offerings.

Number of students enrolled in Number of students enrolled in This indicator is a proxy for the presence of younger Enriching Education and primary, secondary, and post‐ primary and secondary programs 11 Student Enrollment families with children in the community and the Community Life Learning secondary programs in in Osoyoos. (School District and ongoing viability of local public schools. Osoyoos. private schools)

Number of days waste water Energy, Enriching discharge flows are out of Waste Water is a potential pressure on local and Lake water coliform counts or 12 Resources, and Lake Water Quality Community Life compliance with provincial regional water bodies. nitrate levels. (ToO) Waste permit requirements

While green transportation modes (walking, cycling, and transit) are often cited as priorities, these Capital Plan funding ($ and % of Capital Plan funding ($) for Enriching Transportation Funding for Green priorities are not always translated into budget 13 budget) for accessibility and accessibility and green Community Life and Mobility Transportation allocations. This indicator tracks investments into green transportation modes. transportation modes. (ToO) facilities such as sidewalks, bike racks and paths, bus shelters, etc.

This indicator shows the capacity for supporting Length (km) of designated bike Enriching Transportation Length of bike‐friendly Total length of commuting bicycles as a mode of transportation as opposed to routes, including trails and 14 Community Life and Mobility commuting routes routes in Osoyoos recreation purposes and is a good proxy for the marked on‐street facilities. safety and comfort of non‐motorized modes. (ToO/GIS)

Alternative options for transportation are important in order to transition from single occupancy vehicle Proportion of residents (SOV) travel to more benign modes of transportation Enriching Transportation Local Transport Annual Transit Ridership (BC 15 satisifed with alternative such as walking, biking, transit and carpooling. These Community Life and Mobility Satisfaction Transit) transport options in Osoyoos alternative options must be convenient and attractive for use by residents or visitors.

Convenience services provide residents with products and services such as staple groceries that Average distance from all are required on a daily or every two days. As well, Enriching Transportation dwellings in Osoyoos to the these locations can be gathering places, encouraging Average distance of properties to 16 Services Proximity Community Life and Mobility closest location with interaction among neighbourhood community closest service node. (ToO/GIS) convenience services members. Minimizing distances between resident homes and these basic services supports walking and other alternatives to vehicle transportation.

Enriching Transportation Paths and trails have been identified as an important 17 Trail Length Total length of trails Total length of trails. (ToO/GIS) Community Life and Mobility recreation, health, and tourism asset.

A healthy investment climate can be reflected in the Ensuring total number of new businesses forming, continuing Economy and Mix of new, closed and existing 18 Economic Business Licenses operations and closing. Tracking new business Total business licenses. (ToO) Work businesses Viability licenses, renewals of licenses and non‐renewals provides a proxy for these categories. High quality, local employment opportunities, Area (ha), floorspace (m2) and Ensuring including green industries and high paying jobs, are a Economy and Area of Commercial Industrial/employment land occupancy for industrial and 19 Economic priority. This indicator tracks the availability of Work Lands availability commercially zoned properties. Viability appropriate land to accommodate local jobs and new (ToO/GIS) industries.

Appendix 5 ‐ Initial Indicators.xls Page 1 Unemployment rate is a key indicator of economic health as well as of general societal health. A lack of employment often relates to decreased individual Ensuring Economy and Unemployment rate of and family wellbeing and reduced ability to purchase 20 Economic Unemployment Rate Unemployment rate (BC Stats) Work residents in the work force goods and services. On the other hand, a very low Viability unemployment rate can indicate challenges of attracting a skilled workforce.

Tourism is a cornerstone of the local economy and Ensuring Economy and Number of visitors at Visitor this indicator is the best available source for Number of visitors at Visitor 21 Economic Visitor Centre Visits Work Centres determining the trends in visitors, unless hotel Centres (Visitor Centre) Viability occupancy data becomes available. Annual average daily traffic downtown is used in this Ensuring AADT from permanent count Transportation Annual Average Daily Traffic case as a proxy for the potential pollution impacts 22 Economic Downtown Traffic station at Osoyoos Lake bridge. and Mobility through Downtown from transportation to and around Osoyoos, as well Viability (MoTI) as modal split. Particulate matter (PM) is the term for particles found in the air, including dust, dirt, soot, smoke, and liquid droplets. It contributes to poor air quality Number of days that the Days per year when Air Quality that negatively affects human health, and is an Protecting the Community and particulate matter 2.5 (PM2.5) Health Index (AQHI) is higher than 23 Local Air Quality important measure from both a health perspective Environment Individual Health is over the 24 hour >15 ug/m3 "Low Risk" (Health Canada/The as well as attractiveness as a resort destination. health reference level Weather Network) Particulate matter 2.5 measures locally based contributions with a threshold based on Canada Wide Health Standards.

A key indicator for moving SEEOS forward is the acceptance and implementation of actions by Protecting the Community and SEEOS Action Number of organizations taking Community Partners. An initial database of actions From SEEOS Action Database 24 Environment Individual Health Participation on actions from SEEOS will be created and these should be updated and (ToO) tracked over time with the lead and contributing partners, acceptance rate, and completion rate.

Energy is a critical input to certain aspects of day to day life in Osoyoos. At the same time, non‐ renewable energy use has an impact on future energy supplies as well as ecosystem and human Total Community Energy Energy, Total primary energy used health locally and abroad. Even large renewable Protecting the Consumption (CEEI). Difficult to 25 Resources, and Energy Use including intra‐community projects such as hydroelectric dams have significant Environment monitor if CEEI is not updated Waste transportation impacts on land and aquatic ecosystems. An ability periodically. to reduce Osoyoos' dependence on energy resources may help the community better adapt to future price shocks, reduce overall environmental impact, and avoid associated negative health issues.

Scientists agree that greenhouse gas emissions (GHG) are contributing to global climate change. This changing climate will impact on Osoyoos's local economy, community life, visitor experiences as well Total GHG emissions from Energy, as directly on the local natural environment. Climate Protecting the Greenhouse Gas Total greenhouse gas (ghg) buildings, transportation, solid 26 Resources, and change and GHG emissions are global and local Environment Emissions emissions waste. Difficult to monitor if CEEI Waste issues that require solutions at all levels and reducing is not updated periodically. (CEEI) Osoyoos's contribution is an important aspect of our commitment to stewardship of the natural environment, environmental responsibility and long‐ term sustainability.

Offering visitor services and maintaining resident lifestyles and needs currently requires significant quantities of various materials, which in turn can quickly produce ‘waste’. Landfilled waste represents Energy, Protecting the Total amount of waste materials that are often unnecessary or may have 27 Resources, and Landfill Waste Total waste (tonnes) (ToO) Environment landfilled been used for something more purposeful such as Waste composting, recycling or potentially energy use. Solid landfilled waste also takes up land space, emits greenhouse gases, and among other things can leach harmful materials into the surrounding environment.

Solid waste takes up land, emits greenhouse gases, and among other things can leach harmful materials Energy, Estimated proportion of Protecting the into the surrounding environment. Recycling, one of % of waste stream not going to 28 Resources, and Waste Diversion materials diverted from the Environment the "Three R's" following reduce and reuse, is one landfill (ToO/RDOS) Waste landfill strategy employed to limit the impacts of waste, and to conserve material stocks such as aluminum.

Density is a common measure of more sustainable planning. Increased density can reduce the costs of Average density, excluding parks, community infrastructure and operations, increase Protecting the Land Use and Average development density ALR, and ESA as residential 29 Average Density community interaction and vibrancy, and help Environment Natural Areas in Osoyoos units/ha or Floor Area Ratio protect green space. Density can also increase the (ToO/GIS) viability of transit programs to reduce some of the negative impacts from transportation.

Green space and access to natural areas are one of Osoyoos's most attractive qualities. This indicator Protecting the Land Use and Total developed footprint in % of developable land that is 30 Development Footprint provides the ability to track the physical growth of Environment Natural Areas Osoyoos developed. (ToO/GIS) the urban landscape with a goal to limit continuous encroachment on the surrounding natural areas. Presence of toxins and other Key contaminants provide a proxy for the Protecting the Turbidity along waterfront. 31 The Lake Lake Health biological contaminants in The environmental impacts on the lake's ecosystems Environment (ToO/BCMOE) Lake from human sources. The Lake is key to environmental protection, Length of natural (undeveloped) Protecting the Kilometers of protected community livability and economic vitality. The 32 The Lake Protected Shoreline shoreline, protected or otherwise. Environment shoreline of Osoyoos Lake amount of shoreline in a natural state is a key (ToO/GIS) indicator of Lake Health. Water is one of Osoyoos important assets, supporting natural areas, wildlife, residents and visitors. Using water resources wisely is fundamental to an environmentally‐responsible approach to living. This issue relates not only to the availability of Protecting the Total potable and non‐potable the resource; it is also a municipal infrastructure 33 The Lake Water Use Potable water consumption (ToO) Environment water flows priority that can translate into millions of dollars spent or saved. This indicator provides an important snapshot of whether demand management of water resources are resulting in overall resource conservation.

Commuting to work constitutes a large proportion of Osoyoos residents' transportation trips and transportation in single occupancy vehicles (SOV) is generally more resource intensive and polluting than Proportion of Osoyoos other modes. Commuting times (including dropping Protecting the Transportation residents traveling to work via From census Journey to Work 34 Commuting Mode kids off at school) also coincide with peak traffic Environment and Mobility carpool, public transit, walking data. (StatsCan, every 5 years) volumes. The regularity of work commuting may or biking also make it one of the easier trips to shift from single occupancy vehicle (SOV) to alternative transportation such as carpooling, transit, biking or walking.

Appendix 5 ‐ Initial Indicators.xls Page 2 SEE Osoyoos Succeed Socially, Economically, and Environmentally

Decision Making Framework Page 1

Ultimately, the community’s sustainability vision is implemented through daily decision‐making. Below is a worksheet that outlines four strategic questions to help assess any type of action, (plan, policy, project, procurement, or practice) by using the SEE Osoyoos Succeed (SEEOS) sustainability framework to inform decision‐making. For a more comprehensive and user‐friendly version of this tool, visit the www.osoyoos.ca web page.

NAME OF PROPOSED ACTION:

BRIEF DESCRIPTION OF THE ACTION:

DATE:

REVIEWED BY:

DOES THE ACTION MOVE OSOYOOS TOWARDS OUR SHARED VISION OF SUCCESS? 1

Indicate which priorities the action supports:

1. Protecting the Environment 2. Ensuring Economic Viability 3. Enriching Community Life

Indicate the top SEEOS Strategy Areas that the action supports:

1. The Lake 2. Buildings and Sites 3. Community & Individual Health

4. Economy and Work 5. Education and Learning 6. Arts, Culture, Heritage, Recreation, and Leisure 7. Land Use and Natural Areas 8. Transportation and Mobility 9. Energy, Resources, and Waste

Which main Descriptions of Success would the action Are there any Descriptions of Success that the action may move us move us toward? away from?

1. 1.

2. 2.

3. 3.

How could we maximize the positive impacts of the action? How could we avoid or minimize these potential negative impacts of the action? 1. 1.

2. 2.

3. 3.

Appendix 6 – Decision Making Framework 1

SEE Osoyoos Succeed Socially, Economically, and Environmentally

Decision Making Framework Page 2

2 DOES THE ACTION PRESENT A FLEXIBLE PLATFORM FOR FURTHER MOVEMENT TOWARDS SEE OSOYOOS SUCCEED?

The action incorporates long‐term flexibility by:

In general, choosing actions that are as flexible as possible will help you avoid dead end situations. if technical or economic conditions change in the future, investments in flexible solutions will help ensure that these changes do not bring overly punitive costs, do not limit our ability to adapt and ensure that future steps further reduce our impacts on natural systems.

Use the space to the right to indicate how your action incorporates long‐term flexibility.

DOES THE ACTION PRESENT A GOOD FINANCIAL INVESTMENT? 3

Capital: $ Operating: $/year

What is the approximate cost of the action?

Does this action reduce long term operating costs? Yes No

If so, what is the approximate associated pay‐back period for the Years: investment?

Have non‐market (e.g., social) costs been considered in your decision Yes No making?

Are there financial costs to other stakeholders or citizens from the Yes No implementation of this action?

OVERALL ASSESSMENT 4

Given your assessment of the benefits, challenges and long‐term costs associated with this action, what is your level of comfort with moving forward?

Strongly support this action

Support in principle, but support will depend on how the action is executed

On the right track, but more information and/or substantial changes are required. Currently, not comfortable supporting this

action.

The action as proposed is not supportable.

Appendix 6 – Decision Making Framework 2

Community Partner Agreement

The Town of Osoyoos and its Community Partners support the United Nations definition of sustainability, which is “meeting the needs of the present without compromising the ability of future generations to meet their own needs” and the sustainability vision for the community: Osoyoos’ vision is to excel as a community which meets current and future population needs in a socially, economically, and environmentally sustainable manner.

As a Community Partner, [Name of Community Partner] agrees that we:

1. Share Osoyoos’ sustainability vision. 2. Commit to participating in Osoyoos’ ongoing sustainability journey by: a. Participating in annual Action reporting; b. Implementing Actions assigned to us that are within our resources; c. Adopting our community’s shared Descriptions of Success as guiding visions in the areas that we impact through our work and activities; and d. Incorporating sustainability planning and implementation strategies in the way we do business. 3. Will work together with all Community Partners, guided by these principles:

COLLABORATION INTEGRITY

INCLUSIVE ENGAGEMENT TRANSPARENCY

INNOVATION OPEN COMMUNICATION

Dated this XX day of XXX, 20XX.

For [Name of Community Partner] For the Town of Osoyoos

Appendix 7 ‐ Community Partner Agreement 1