REGIONAL DISTRICT OF NORTH OKANAGAN
REGIONAL GROWTH MANAGEMENT ADVISORY COMMITTEE MEETING Thursday, July 18, 2013 2:00 pm REGULAR AGENDA
A. APPROVAL OF AGENDA
1. Regional Growth Management Advisory Committee Meeting – July 18, 2013
(Opportunity for Introduction of Late Items)
RECOMMENDATION 1 That the agenda of the July 18, 2013 regular meeting of the Regional Growth Management Advisory Committee be approved as presented.
B. ADOPTION OF MINUTES
1. Regional Growth Management Advisory Committee Meeting – June 20, 2013
RECOMMENDATION 2 Page 1 That the minutes of the June 20, 2013 regular meeting of the Regional Growth Management Advisory Committee be adopted as circulated.
C. NEW BUSINESS
1. Employment Lands Inventory - Verbal update from the Regional Growth Strategy Coordinator and City of Vernon Economic Development Officer
2. Investment Agriculture Foundation Funding Request - Letter dated June 27, 2013
RECOMMENDATION 3 Page 4 That the letter dated June 27, 2013 from the Investment Agriculture Foundation of BC regarding the funding application titled Regional Agricultural Area Plan be received for information.
3. Union of BC Municipalities Funding Request - Letter dated June 19, 2013
RECOMMENDATION 4 Page 5 That the letter dated June 19, 2013 from the Union of BC Municipalities regarding the funding application for a regional community to community forum be received for information.
RGMAC Agenda – Regular - 2 - July 18, 2013
4. Healthy Communities Capacity Building Fund Application - Report dated June 27, 2013
RECOMMENDATION 5 Page 6 That it be recommended to the Board of Directors, as part of the Regional Agricultural Area Plan process the Healthy Communities Capacity Building Fund application be supported.
5. Regional District of Central Okanagan Regional Growth Strategy Review - Draft Document - Report dated June 29, 2013
RECOMMENDATION 6 Page 19 That the report dated June 29, 2013 from the Regional Growth Strategy Coordinator regarding the Regional District of Central Okanagan Regional Growth Strategy Draft Document be received for information.
6. Amended Regional Agricultural Area Plan Terms of Reference - Report dated July 2, 2013
RECOMMENDATION 7 Page 58 That it be recommended to the Board of Directors the amended Regional Agricultural Area Plan Terms of Reference be endorsed.
D. ADJOURNMENT RGMAC - REGULAR AGENDA July 18, 2013 - ITEM B.1
REGIONAL DISTRICT OF NORTH OKANAGAN
MINUTES of a REGULAR meeting of the REGIONAL GROWTH MANAGEMENT ADVISORY COMMITTEE held in the Boardroom at the Regional District Office on Thursday, June 20, 2013
Members: Director K. Acton Village of Lumby Chair Director J. Pearase Electoral Area “F” Vice Chair Director S. Fowler City of Armstrong Director D. Dirk District of Coldstream Director H. Cyr City of Enderby Alternate Director C. Fraser Township of Spallumcheen Director P. Nicol City of Vernon Director B. Fleming Electoral Area “B” Director M. Macnabb Electoral Area “C” Director R. Fairbairn Electoral Area “D” Director E. Foisy Electoral Area “E”
Staff: R. Smailes General Manager, Planning and Building A. Kittel Regional Growth Strategy Coordinator J. deGroot Executive Assistant (Temp.) (taking minutes)
CALL MEETING TO ORDER
The meeting was called to order at 2:03 p.m.
Regional Growth Management Advisory Committee Meeting – June 20, 2013
Moved and seconded by Directors Macnabb and Fowler That the agenda of the June 20, 2013 regular meeting of the Regional Growth Management Advisory Committee be approved as presented. CARRIED
ADOPTION OF MINUTES
Regional Growth Management Advisory Committee Meeting – May 16, 2013
Moved and seconded by Directors Cyr and Macnabb That the minutes of the May 16, 2013 regular meeting of the Regional Growth Management Advisory Committee be adopted as circulated. CARRIED
NEW BUSINESS
Regional Context Statements Financial Reporting
Moved and seconded by Directors Cyr and Macnabb That it be recommended to the Board of Directors the report dated June 12, 2013 regarding Regional Context Statements Financing Reporting be referred to member municipalities for information. CARRIED
1 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM B.1 Regional Growth Management Advisory Committee Meeting Minutes – Regular - 2 - June 20, 2013
Regional Parks Service
Discussion ensued regarding: Funding options and the costs associated with the function; Determining what is regionally significant; Inviting Central Okanagan Regional District to appear as a delegation to discuss their Regional Parks Service.
Moved and seconded by Directors Macnabb and Pearase That it be recommended to the Board of Directors representatives from the Regional District of Central Okanagan be invited to an upcoming Regional Growth Management Advisory Committee meeting to provide an overview of opportunities and challenges of their Regional Parks Service. CARRIED
Moved and seconded by Directors Fleming and Foisy That discussion regarding a Regional Park Service Feasibility Study be postponed until Central Okanagan Regional District has met with the Regional Growth Management Advisory Committee and additional information has been provided from staff. CARRIED
Okanagan Water Management Plan
Moved and seconded by Directors Cyr and Foisy That it be recommended to the Board of Directors a representative from the Okanagan Basin Water Board be invited to an upcoming Board of Directors meeting to provide an overview of the Okanagan Water Management planning process. CARRIED
Cost Recovery for Applications that Result in Regional Growth Strategy Amendments
Discussion ensued regarding: The difference between minor and major amendments; The costs associated with amendments and the impact on economic development and applicants.
Moved and seconded by Directors Macnabb and Fleming That it be recommended to the Board of Directors in recognition of the additional costs to process a combined RGS and OCP amendment, that staff be directed to investigate establishing a fee for requested changes to the RGS, based upon a full cost recovery model; and further,
That the report, dated May 28, 2013, regarding ‘Cost Recovery for Applications that Result in Regional Growth Strategy Amendments’ received for information and staff be directed to provide more information with specific examples of minor and major amendments and associated costs. CARRIED
2 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM B.1 Regional Growth Management Advisory Committee Meeting Minutes – Regular - 3 - June 20, 2013
Meeting Time Change
Moved and seconded by Directors Macnabb and Fleming That it be recommended to the Board of Directors the Regular Meeting time of the Regional Growth Management Advisory Committee be changed to 4:00 p.m. to better accommodate Directors also attending the Regional Agricultural Advisory Committee meeting. CARRIED
ADJOURNMENT
There being no further business, the meeting was adjourned at 3:04 p.m.
Certified Correct:
Chair Corporate Officer
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JUN-27-2013 09:36 AG RISK MNGT 250 953 5162 P.002
Mllil
PO Box 8248 Victoria. BC V8W 3R9 June 27,2013 File: 01150·30\80016.39
sent by facsimile: 250 550·3701 COlin',!,.
3rd Fir, 8011lJOllglrl~ Sf Rob Smailes V,duri/(. BC V8W 2Z7 Regional District of North Okanagan 9848 Aberdeen' Road Coldstream Be Vi B 2K9 FI,O/,c.2iiO-.:l56-] 662
fax ~[jO-953-!)162 Dear Rob:
Thank you for applying to the Investment Agriculture Foundation of British Columbia. Your W1!.Iw.il(/k.ca application titled Regional Agricultural Area Plan was considered by the Foundation's il1f([email protected] Board of Directors on June 19, 2013.
1am pleased to advise that funding for this project has been approved. rhis approval is based on 44.67 percent of total eligible cash costs of $100,750 to a maximum of $45,000 (tithe Funding") for activities commencing on or after the above noted decision date,
Please review the "Project Communications & Funding Acknowledgements: Some Things to Consider" enclosed and confirm your continued interest in obtaining the Funding by providing us with the following materials within 60 days from the date of this letter:
1. This letter, signed and dated where indicated below; 2. Written confirmation that all funding from other sources identified in the budget has been secured and an explanation of any changes in funding sources to date; 3. A revised bUdget (if different from the application); 4. A revised workplan (if different from the application). .nvestment Should an extension beyond 60 days be required, a written request must be made, Any changes to the project must be submitted to Coreen Moroziuk, Program Manager at Agriculture 604474-2536. For further details or questions, please contact Coreen and visit .ca/next ste Foundation of British Columbia
Ken Bates Chair
Enclosure (1)
The undersigned hereby co'nfirms their continued interest in obtaining the Funding (as defined above) for project B0016.39 - Regional Agricultural Area Plan and acknowledges that no part of the above letter is intended to create or constitute a legally binding obligation on the part of the Foundation.
Date: A deSignated signing, officer for: Regional District of North Okanagan
TOTAL P.002
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~IE~mITW~llii
JUN2 1 2013
REGIONAl DISTRICT OF June 19, 2013 NORTH OKANAGAN
Anthony Kittel, Regional Growth Strategy Coordinator Regional District of North Okanagan . 9848 Aberdeen Road Coldstream, BC, V1B 2K9
RE: 2013/14 (Spring) Regional ,Community to Community Forum - Approval in Principle
Dear Mr. Kittel,
FI RST N ATIONS S UM MIT Thank you for submi tting an application for the 2013/14 (Spring) Community to Community (C2C) forum program. We have reviewed your submission and are pleased to advise you that your request has been approved in principle pending receipt of outstanding items.
To date, written confirmation of intent to participate in the forum has not been received from the Okanagan Indian Band and Splatsin Nation. Regional Community In addition, the date 9f the event(s) has not been forwarded to UBCM. to Community Forum Upon satisfactory receipt of these outstanding items your application will be eligible for final approval and 50% of the grant will be released. Administration provided The remainder of the grant will be available after the event is completed by UBCM and First Nations and a final report and financial summary has been received. Summit I would like to congratulate you for responding to this opportunity to Funding provided by the build relations with neighbouring First Nations and/ or local Ministry of Community, governments and encourage you to complete your application as soon as Sport & Cultural possible. Development and Aboriginal Affairs & If you have any questions, please feel free to contact Local Government Northern Development Canada Program Services at (250) 356-5134 or [email protected]. Sincerely, Please direct all correspondence to:
Local Government House 525 Government Street Danyta Welch Victoria, BC, V8V DA8 Policy & Programs Officer E-mail: [email protected] Phone: (250) 356-5134 Fax: (250) 356-5119
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REGIONAL DISTRICT of NORTH OKANAGAN REPORT
File No.: 3045.12.03.04
TO: Regional Growth Management Advisory Committee FROM: Anthony Kittel, Regional Growth Strategy Coordinator DATE: June 27, 2013 SUBJECT: Healthy Communities Capacity Building Fund Application
RECOMMENDATION:
That it be recommended to the Board of Directors, as part of the Regional Agricultural Area Plan process the Healthy Communities Capacity Building Fund application be supported.
DISCUSSION:
The Board of Directors recognizes that concerns and opportunities regarding agriculture and supporting a resilient and sustainable regional food system continue to arise. The preparation of a Regional Agricultural Plan (the “Plan”) that builds upon previous food system work undertaken was supported by the Board of Directors on January 2, 2013. The Regional District of North Okanagan is undertaking a Regional Agricultural Area Plan as the priority Regional Growth Strategy implementation project for 2013/2014.
It is anticipated that the Plan will provide an overview of current regional food system in the North Okanagan identify opportunities for the Regional District, member municipalities, agricultural sector, community organizations and other stakeholders to support agriculture and the regional food system and make recommendations that would support a healthy, resilient and sustainable food system.
The Healthy Communities Capacity Building Fund provides small grants (up to maximum $5,000 per community) to support local governments to further the development of healthy community partnerships and to build capacity for healthy community leadership and action. Depending on available funds, applications are being accepted on a continuous “first come first serve” basis until the intake deadline of June 30, 2013. Activities for which funds are received must be conducted by March 31, 2014. The Healthy Communities Capacity Building Fund FAQ sheet, funding guide and submitted application are attached to this report.
The Health Communities Capacity Building Capacity Building Fund application for $4,975 to undertake a Regional Food System Conversation Workshop provides an opportunity for urban and rural stakeholders and the agricultural community to discuss issues, potential solutions and areas of collaboration on agricultural and regional food system matters early within the Plan process, including discussing healthy community outcomes.
6 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.4 Healthy Communities Capacity Building Fund Application Report to Regional Growth Management Advisory Committee – June 27, 2013 Page 2
The focus of this workshop is to bring together people from diverse sectors to identify current challenges to supporting a resilient and sustainable regional food system and provide insight into potential solutions. This workshop would be an early engagement opportunity for input into the development of the agricultural area plan. Participants of this workshop are anticipated to: 1. Better understand the mandates, interests and challenges faced by various sectors involved in our regional food system. 2. Discuss and determine what actions might be taken to address some of the challenges at the local or regional level. 3. Learn about local initiatives which have successfully supported regional agriculture and the local food system. 4. Identify collaborative “next steps” that are timely, relevant and actionable.
The workshop will allow participants to engage in an informed and facilitated discussion about food and agriculture in the region and begin to work toward solutions together to help build a healthier, more sustainable and more resilient regional food system. The anticipated outcome of this event is to facilitate future dialogue and input into strategic agricultural planning initiatives, identify opportunities for collaboration on mutually beneficial agricultural and food system initiatives, and strengthen the relationship between the Regional District of North Okanagan and key stakeholders on agricultural and food system issues
The Plan will need to be developed with consultation with the agricultural community, key stakeholders, residents, First Nations and senior levels of government to ensure that the Plan is reflective of regional concerns and issues regarding long term agricultural and food system sustainability and resilience. Consultation will provide the opportunity for developing creative and realistic solutions and policies to respond to those challenges. It is the experience of other local and regional governments that an inclusive public and agricultural community engagement program is one of the most important elements for creating robust and comprehensive agricultural planning outcomes.
If BC Health Communities is unable to provide funding, consultation activities will be undertaken during the development of the Plan, although this early broad regional food system workshop could not be undertaken within the current project budget.
BACKGROUND/HISTORY:
The Healthy Communities Capacity Building Fund provides small grants to local governments to engage in the development of healthy community partnerships and to build their capacity for healthier community leadership and action. The total amount of the funding program available to communities across BC for the 2013 intake is $200,000. The $5000 grant is designed to support local governments to engage in the development of healthy community partnerships and to build their capacity for healthy community leadership and action through: 1. building relationships and partnerships 2. enhancing local government skills and knowledge, and, 3. engaging in priority setting, planning, and action related to healthy communities.
Capacity building activities funded through this program should relate to one or more of the key focus areas: • Building local leadership for health and wellbeing • Developing partnership for action on health and well-being • Increasing health and well-being of local priority populations • Increasing physical activity
7 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.4 Healthy Communities Capacity Building Fund Application Report to Regional Growth Management Advisory Committee - June 27,2013 Page 3
• Increasing healthy eating and food security • Reducing tobacco use and exposure • Implementing healthy community design.
FINANCIAL/BUDGETARY CONSIDERATIONS:
The Healthy Communities Capacity Building Fund application will cover up to $5,000 of the cost of the workshop and the Regional District does not need to commit funds to this workshop, with the exception of in-kind staff support.
SUMMARY:
It is recommended that the Regional Growth Management Advisory Committee recommend to the Board of Directors the Healthy Communities Capacity Building Fund application be endorsed to undertake an early stakeholder engagement workshop for the development of the Regional Agricultural ~ a Plan.
Submitted by:
Approved For Inclusion:
Endorsed by:
k Trafford Hall, Administrator
Rob Smailes, MCIP General Manager, Planning and Building
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Healthy Communities Capacity Building Fund Frequently Asked Questions
Who is eligible to apply for the Community Capacity Building Grant? The following organizations are eligible to apply for the Community Capacity Building Grant: Regional Districts; First Nations Tribal Councils; and Municipalities; Métis Chartered Communities. First Nations Bands;
The following organizations are not eligible to apply for the Community Capacity Building Grant: x Individuals; x Community Groups/Organizations; x For‐profit groups; and x School Districts; x Health Authorities x Hospital Foundations;
BC Healthy Communities encourages partnerships and suggests that ineligible organizations contact eligible organizations to discuss working together. The focus of this fund is to support learning, leadership and partnership at a local government level in order to increase the health and well‐being of B.C. citizens and communities.
What is capacity building? Many local governments are already engaged in initiatives that support health, well‐being and healthy development. However, communities are also expressing a desire to learn, build skills, work together more effectively, and to make their efforts more sustainable. This process of learning, knowledge exchange, engagement, skills building, and relationship development can build capacity to address health and well‐being. In particular, this fund is intended to support capacity development of local governments, and build local government partnerships with other sectors around health and well‐being.
An example of capacity building is hosting a learning workshop to bring together local government, health authority and community organization representatives to share ideas and knowledge about local health priorities and opportunities for collaboration.
We don’t have a project that targets health and well‐being, where do we start? This fund is an excellent place to start as it can be used to identify the current health issues in the community. It can also be used to start to develop ideas, priorities and solutions to improve the health and well‐being of the community. For example, the fund could be used to host a one day forum to develop projects that increase the physical activity of the community, or it could fund the development of a local multi‐sector advisory group on health and well‐being.
Healthy Communities Capacity Building Fund Page 1 of 5 Local Government Application Guide
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For other ideas on starting places for local government dialogue and learning on health and well‐being, please see the list of optional workshops offered by BC Healthy Communities Society outlined in the Application Guide. Please note that a limited number of workshops will be offered.
Can communities that work together each apply for the maximum amount of funding? E.g. Two municipalities who are working together each apply for $5,000. A regional district and municipality work together and each apply for $5,000. Yes, however, communities would need to demonstrate how the funding would build the leadership or partnership capacity of each individual local government that applies for funding. Applicants are also reminded that funds are limited and the full funding amount may not be allocated.
What activities are eligible for the fund? The fund is intended to build the capacity of local governments to develop partnerships, knowledge, skills and leadership for taking action to increase the health and well‐being of BC citizens and communities. The fund must be used to support learning, engagement and/or collaboration of local governments, ideally with other sectors in the community.
Some examples of eligible and ineligible projects are provided below. Examples of eligible projects A series of facilitated meetings between local government and other partners to explore healthy eating and food security, for example. A learning workshop for local governments and health authorities on current health priorities locally and opportunities for potential next steps. Planning with stakeholders and community organizations to develop a playground that encourages physical activity.
Examples of ineligible projects x The cost of installing playground equipment. x Marketing that promotes healthy eating. x Materials to build a community garden. x Developing a research report.
Please review the Application Guide for a complete list of eligible and ineligible costs.
Can the grant be used to fund project work? The Healthy Communities Capacity Building Fund is specifically for local government capacity building. Therefore, a project would need to show how it develops the capacity of the local government to build relationships/partnerships, enhance local government skills and/or engage in priority setting, planning and action. The table below provides some examples to
Healthy Communities Capacity Building Fund Page 2 of 5 Local Government Application Guide
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demonstrate activities that would be considered eligible for the fund and others that would be ineligible.
Examples: Eligible Expenses Ineligible Expenses Hiring a facilitator to lead a process whereby Marketing materials for a bike to work week local governments and partners learn about active transportation options locally. The development of a local advisory group on Installing community garden. healthy eating and food security. Travel expenses to attend a conference or Prizes for a community event forum on health, well‐being or healthy communities. Training for local government staff to develop Hiring a consultant to write a report on active their understanding of health and the built transportation. environment.
Can the grant be used to fund consultant fees? The Healthy Communities Capacity Building Fund can be used to fund consultant fees, however, communities must demonstrate how the consultant will engage local government and build the capacity of local government for the future. Examples of Eligible Consultant Costs The facilitation of events or workshops that build the local government capacity and partnerships. The delivery of a process to assist the local government in planning for health and being.
Examples of Ineligible Consultant Costs x The production of a report without further engagement or discussion with local government staff or council.
How many times can a local government apply to this fund? Individual local governments may submit multiple applications for the fund for different activities, up to a maximum of $5000. Please note that funds are limited, and the full funding request may not be granted.
Healthy Communities Capacity Building Fund Page 3 of 5 Local Government Application Guide
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Can the grant be used to fund partnership work that is ongoing? Yes, however, applicants should show how the fund will deepen and strengthen the existing partnership work.
Can the grant be used to fund attendance at training and/or conferences that will build the capacity of local governments by increasing the knowledge and skills? Yes, this funding can be used for professional development training to build capacity for healthy communities’ leadership. Applicants should show how they would maximize the capacity building element by sharing learning within their local government and community.
Our community is interested in one of the workshops being offered by BC Healthy Communities. Who is responsible for organizing the BC Healthy Communities Society workshop? Subject to availability, BC Healthy Communities Society can provide in‐kind facilitation for a limited number of workshops around the province. However, applicants are responsible for organizing the venue, catering, promotion and registration for the workshop. The budget for hosting the workshop can be funded from the capacity building funding program. Decisions regarding which communities will receive workshops will not be made until after June 30th , so applicants should also develop an alternative plan for the facilitation of their healthy communities capacity building workshop in the event that BC Healthy Communities Society is not available.
Can a community have more than one workshop? It is not likely any one community will receive more than one workshop at this time. BC Healthy Communities Society will respond to workshop requests on a case‐by‐case basis. While we will do our best to meet workshop requests, BC Healthy Communities Society also has limited capacity and cannot guarantee that all communities requesting workshops will receive one. For communities that are selected to receive workshops, we will work with you to adapt each workshop to best meet the needs of the community; this may include combining topic areas or looking at regional delivery if more than one community in a given region has expressed interest.
Who is responsible for paying for the workshops? Based on availability, BC Healthy Communities Society will provide the expertise to develop and deliver the workshops at no charge, however, applicants will need to cover other costs of hosting the workshop such as the venue, catering, registration, etc. The Healthy Communities Capacity Building Fund can be used to cover these costs. Decisions regarding BC Healthy Communities Society’s provision of workshop facilitation will not be made until June 30th, therefor, we recommend that communities should demonstrate how they would proceed if their community is not chosen to receive a workshop.
Healthy Communities Capacity Building Fund Page 4 of 5 Local Government Application Guide
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Is it possible to meet with BC Healthy Communities Society prior to submitting an application to ensure that the application has the greatest chance of success? While in‐person meetings are not possible, communities are encouraged to contact BC Healthy Communities Society by telephone or email to discuss potential ideas prior to submitting an application. For further information, please contact Krissi Spinoza at [email protected] or (250) 952-9177.
Healthy Communities Capacity Building Fund Page 5 of 5 Local Government Application Guide
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Healthy Communities Capacity Building Fund Local Government Application Guide
Background The Healthy Families BC strategy was announced in 2011 with a focus to stimulate more local actions and policies to support healthy living. Particular emphasis is given to bringing the health sector together with local governments and other community partners in collaborative ways to make changes in built environments, reduce tobacco use, increase healthy eating and support prevention for priority populations.
Provincewide consultations with local governments occurred between February and May 2012 to obtain feedback on how local governments would like to be supported to help make communities more health-promoting for citizens of all ages. One of the outcomes of the consultations was an identified need for more support and opportunities for local governments to learn, share resources, and partner with other sectors and community leaders to build healthy communities.
As part of the strategy, the provincial government is partnering with the BC Healthy Communities Society to facilitate the development of a number of resources and tools to support local action. The Healthy Communities Capacity Building Fund aims to support local governments to learn, enhance partnerships, and take actions that will increase the health and well-being of B.C. citizens and communities.
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What is the Healthy Communities community development. Examples include: Capacity Building Fund? Hosting and/or participating in forums, The Healthy Communities Capacity workshops, or dialogues that support Building Fund provides small grants to local the development of healthy community governments to engage in the development partnerships and action. of healthy community partnerships and to • Enhance local government skills, build their capacity for healthier community abilities and knowledge related to leadership and action. The total amount of the leadership for action towards building funding program available to communities healthy communities. Examples include: across BC in this phase of the program is Participation in learning events to increase $200,000. To ensure geographic diversity and knowledge of local health issues, and to regional representation, funding will enhance skills and capacities for local be allocated across each of the five health government leadership. authority regions. • Engage in priority setting, planning, and action related to healthy communities. The overarching goal of the Healthy Examples include facilitation/coordination Communities Capacity Building Fund is to of planning processes that support local increase capacity at the local government level government engagement in priority to create environments that enable people to setting and collaborative action for healthy live healthier lives. The program supports local communities. government learning about the community context for health, partnership development Capacity building activities funded through this between sectors, and collaborative priority program should relate to one or more of the setting for health in local planning and policy. following key focus areas:
What Activities Will Be Supported? • Building local leadership for health and well- Specifically, these small grants (up to a being maximum of $5000 per local government) are • Developing partnership for action on health available to support local governments (staff and well-being and/or elected officials) to: • Increasing health and well-being of local priority populations • Build relationships and partnerships with • Increasing physical activity health authorities, non-governmental • Increasing healthy eating and food security organizations and/or other community • Reducing tobacco use and exposure stakeholders to work together on healthy • Implementing healthy community design. 2 15 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.4
Criteria and Guidelines Please see “What is the Healthy Communities Please note that any event catering Capacity Building Fund?” for should follow the Eat Smart Meet Smart an overview of activities supported through guidelines found at: this program. www.health.gov.bc.ca/healthyeating/ resources.html Application Limit • Multiple applications will be accepted up to Ineligible Expenses Include the cumulative maximum amount of $5,000 • Local government expenses for events per local government. that are NOT directly related to healthy community activities or healthy community Eligible Applicants Include partnership development; • Municipalities, • Gifts; • Regional Districts, and • Staff salaries; • First Nations and Métis Communities (e.g., • Capital costs (e.g. purchase of equipment); or Band, Tribal Council or Métis Chartered • Retroactive funding for activities that have Communities). already occurred.
Eligible Expenses Include Activities funded through this program • Local government expenses related to should relate to building capacity for healthy hosting and/or participating in forums, communities’ leadership overall and/or one or workshops, dialogues or learning events more of the following key focus areas: that support the development of healthy • Building local leadership for health and community partnerships and action well-being (e.g. travel expenses, catering, venue, • Developing partnership for action on health facilitation, etc.); and well-being • Local government expenses (e.g. mileage, • Increasing health and well-being of local food, accommodation) related to attending priority populations healthy community partnership meetings • Increasing physical activity or healthy communities events; • Increasing healthy eating and food security • Facilitation/coordination of learning or • Reducing tobacco use and exposure planning processes that support local • Implementing healthy community design. government engagement in priority setting and collaborative action for healthy communities. 3 16 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.4
e-mail should note “Healthy Communities Multiple applications will be accepted up Capacity Building Fund Application” in the to the cumulative maximum amount of subject header. $5,000 per local government. Final Report Funding permitting, applications will be All local governments who are approved for accepted on a continuous intake basis funding are required to submit a complete, brief and reviewed regularly up until June 30, final report (template to be provided) within 30 2013. Activities must take place before days of completing activities, and no later than March 31, 2014. April 30, 2014.
Optional Facilitation Support and Application Process Workshops Eligible local governments must complete the Subject to availability, in addition to funding, attached short application form. This form is local government applicants may request also available for download on the BC Healthy other supports from BC Healthy Communities Communities Society website here. Society’s team of professional facilitators. These supports include: Funding permitting, applications will be • Process design for dialogue and accepted on a continuous intake basis and learning events reviewed regularly up until June 30, 2013. • Facilitation of dialogue and planning Activities must take place before March 31, processes or specific learning workshops 2014. Applicants should allow up to four weeks for the processing of their application.
If you have requested facilitation/workshop support, BC Healthy Communities Society will contact you to discuss your request further.
Any questions and applications should be submitted via email to: [email protected].
Applications should be submitted as an email attachment in Word or PDF format, and your 4 17 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.4
In partnership with the Ministry of Health, BC Healthy Communities Society is able to support a limited number of communities and currently offers the following workshop and dialogue topics. Please note that each workshop is customized to the local context in which they are being delivered, and builds upon existing local activities and relationships. BC Healthy Communities Society will work collaboratively with applicants to draw on local knowledge, tailor each session as necessary, and create opportunities for local governments and other partners to share expertise. In the case that multiple requests are received from communities within the same region, regional workshop delivery may be considered.
WORKSHOP and dialogue topics currently available
Topic Description
Healthy Communities: This workshop is provides an introduction to healthy communities Health is Everyone’s and explores how local policy, planning and leadership can impact Business health outcomes. It focuses on identifying local health priorities and opportunities for shared leadership.
From Silos to Systems: This workshop supports multi-sector collaboration to build healthier Building Partnerships for communities, and the development or implementation of partnership Healthy Communities agreements between local governments and health authorities. It focuses on identifying areas of shared interest and the unique assets different sectors can contribute to collaborative partnerships.
Bringing Health Home: This workshop explores how public engagement is critical in achieving Public Engagement for health outcomes in local policy and planning. It introduces tools, Local Action on Health techniques and methods for meaningful engagement to build healthier and Well-Being communities.
“Dialogue to Action” This workshop supports learning and action planning on a specific on a Specific Healthy healthy communities topic which has been prioritized by local Communities Topic (TBD) communities (e.g., food security, active transportation, health and sustainability). It brings stakeholders together to learn more about the local context and opportunities to take action related to the topic.
For more information on facilitation/workshop support, please contact Krissi Spinozza at: [email protected] 5 18 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
REGIONAL DISTRICT of NORTH OKANAGAN REPORT
File No.: 3045.12.00
TO: Regional Growth Management Advisory Committee FROM: Anthony Kittel, Regional Growth Strategy Coordinator DATE: June 29, 2013 Regional District of Central Okanagan Regional Growth Strategy SUBJECT : Review - Draft Document
RECOMMENDATION:
That the report dated June 29, 2013 from the Regional Growth Strategy Coordinator regarding the Regional District of Central Okanagan Regional Growth Strategy Draft Document be received for information.
DISCUSSION:
The Regional District of Central Okanagan (RDCO) adopted a Regional Growth Strategy (RGS) in 2000 and has been undertaking a RGS Review since October 25, 2010. The draft RGS was presented to the RDCO Governance and Services Committee on June 13, 2013 for review and consideration, prior to finalization and introduction of RGS Bylaw for consideration by the RDCO Board of Directors.
The RDNO has participated within this review on both the RGS Steering Committee and Intergovernmental Advisory Committee. As a result, the development of the policy framework RDCO RGS has been reviewed with regard to RDNO RGS consistency.
The RDNO Board of Directors, as one of the listed affected local governments, must provide their acceptance of the RDCO RGS after Second Reading and Public Hearing, after notification by the RDCO.
Planning staff have reviewed the drafty RDCO RGS and have determined that these documents are consistent with the policy direction of the RDNO RGS and have no impact on the RDNO.
BACKGROUND/HISTORY:
In 2000, the Board of Directors of the RDCO adopted the RGS. The key issues addressed within the RGS, as were agreed by all regional partners, were: Regional governance and service delivery Air quality Housing Economic development Environmental protection Transportation Water resources
19 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 District Regional of Central Okanagan Growth Strategy Review - Draft Document Report to Regional Growth Management Advisory Committee – June 29, 2013 Page 2
Several initiatives were undertaken that support RGS policies since 2000, including regional issues discussion papers addressing water resources, environmental protection, crown land tourism, transportation and mobility, air quality, governance and services and aggregate supply.
On October 25, 2010, the RDCO Board of Directors approved the work plan to review the RGS, including the assessment of trends that have affected the region since 2000. The authorized work plan included the following steps: Identify, assess and evaluate current and emerging issues that affect the region’s growth pattern and overall sustainability; Define a common vision for a desired regional future; Guide the pattern of regional development and investment decisions; and, Enhance communication, coordination and collaboration among regional partners and senior levels of government.
RDCO REGIONAL GROWTH STRATEGY SUMMARY:
The attached draft RDCO RGS presents ten (10) goals and associated policies that support the regional vision, which include: To effectively manage the land base to protect natural resources and limit urban sprawl To develop and enhance a positive business environment in the region to achieve a dynamic, resilient and sustainable economy To manage and protect water resources To contribute to the improvement of community health, safety and social wellbeing To strengthen a regional food system that is healthy, resilient and sustainable To improve the range of housing types and tenures to meet the social and economic needs of the region To minimize regional greenhouse gas emissions and respond to the impacts of climate change Be responsible stewards of natural ecosystems to protect, enhance and restore biodiversity in the region To enhance the regional transportation system to ensure that it is accessible, affordable and efficient To respond to the needs of the region with an effective and efficient governance service model
The goals and policies of the draft RDCO RGS are consistent with the RDNO RGS.
LEGAL/STATUTORY PROCEDURAL REQUIREMENTS:
Part 25, Section 857 of the Local Government Act outlines the process and requirements for the adoption of a RGS. The RDNO, as an adjacent regional district, must accept the RDCO RGS by resolution once notification is provided by the RDCO Board of Director. The RDCO RGS will need to be considered with regard to the RDNO RGS and other relevant bylaws prior to acceptance.
The involvement of Regional District staff during the development of the draft RDCO RGS policy framework has provided the opportunity to evaluate policy direction with the RDNO RGS.
The RDNO Board of Directors will be provided the opportunity to accept RDCO RGS Bylaw once the RDCO Board of Directors provides notification, as specified within Section 857 of the Local Government Act.
20 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 District Regional of Central Okanagan Growth Strategy Review - Draft Document Report to Regional Growth Management Advisory Committee - June 29, 2013 Page 3
SUMMARY:
The Regional District of Central Okanagan draft Regional Growth Strategy has been attached to this report for information. The RDCO Board of Directors is expected to initiate the RGS Bylaw adoption process in late 2013 and the RDNO Board of Directors will have the opportunity to consider acceptance at that time. Staff have reviewed the draft RGS and determined that the current policy framework is consistent with the RDNO RGS. The RDNO Board of Directors has the opportunity' to review the RDCO draft RGS prior to finalization.
Submitted by:
Antmlni;Kfiteu~~~~;:m1ith~~tegyCoordinator Approved For Inclusion:
Endorsed by:
mis/rator
Rob Smailes, MCIP General Manager, Planning and Building
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Regional District of C/~ntralOkqnagan ;;
;f" f)raft May 15, 2013
REGION A L D I S TR I CT 01 22C E NTRof 70A L O KAN AGAN RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
Acknowledgements The Regional District of Central Okanagan recognizes and acknowledges the complex planning environment that exists within the Central Okanagan and respected these planning processes as the region updated the Central Okanagan Regional Growth Strategy. The Regional District of Central Okanagan thanks the planning staff, committee and working group members, member municipal councils and Board of Directors, consu ltants, all residents, and those individuals who dedicated their time and expertise to make the project possible.
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23 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
Table of Contents
1.0 INTRODUCTION ....•..•...... ••••••••••••••••••.•••••••••••.••••••••••••••••••••••••••••••.•••••••••••••.••••...... 3
1.1 REGIONAL GROWTH STRATEGY ...... 3 1.2 STRUCTUREOFTHE RGS ...... 3
2.0 CONTEXT ...... 5
2.1 CENTRAL OKANAGAN DIRECTIVE ...... 5 2.2 REGIONAL OVERVIEW ...... 6 2.2.1 Demographics ...... 7 2.3 EMPLOY MENT PROJECTIONS...... , .....:! ...... :: ...... 10 3.0 REGIONAL GROWTH STRATEGY ...... Z:...... 11 /. . 3.1 OUR REGIONAL V iSiON ...... •...... : ...... 11 .h~.. -»
3.2 ~.';'~NALIS~~~~;~~.::::::::::::: :::::::::::::::::::::::::::::::::::: :::::::::z~:.::".>::'.<::::::::::::::::::~:::~:::::::::::::::::::::::::::::::::~~ .«'7'" ....
g~~~~~~i~~~~~r~~s::::::::::: ::::::::::~::{'~·;*~,~;~;,i::~:;i,:::::":.::::::::::::::::::::::::·>:;~::~:::::::::::::~!
3.2.6 Our Housing ...... " " , ...... ,. ,., ...... >:~:::j;:;:f.-:...... 20 3.2.7 Our Climate ...... ':::...... :?'::::...... 21
l~:,~;;:::=;; •••••••••••••••••• '{ ••••'••• ~ •••••••••••• •••'<'; <~!•••••••••••••••••••••••••••••••••••••••• 11 4.0 MONITORING AND EV~~\-'e!ION...... ; ..... ::j/ ...... ,; ...... 29
4.1 IMPLEMENTATION AND.M6~#6~IN~:~'.;...... tr.. .. ,...... :{ ...... 29 ...... /.. . '.;.- //;. ",' 4.1.1 Updc;Jr 9,CP RegIOnal Fo~textstatement ;,,; ...... 29
4.1.2 ImplemeQt~.t,I?n Agre~.'rents...... :;i .....: ...... 29 4.1.3 RGSMomtotlhg .and EValuatIOn ...... ::.:...... 30
42 ;:~~JD~E~~:i;k~~~::~~£:;~:::'~:::::.:'·;::;:'~:~::.::.::.:::.:::::.:.:.:':::"':::'::::'::.:::.:::::::::::'::::.::::::::j~
APPEN;;~~i~L::::::~·~:'·~~~::~~E:'~·:::':·~:···:;:·i<~::::::::::...... :::: :::::::::...... :::::::::: :...... :::::::: :::.: ...... :::::::: ::::..:~
ApPENDIX A - R,@S,j{ GISLATION AND·a.~~IEWPRO CESS...... 37 ApPENDIX B - RGS'REVIEW - ApPROACH AND METHODOLOGY ...... 39 ". 6':"/ ApPENDIX C - BUILDING A STRATEGY AND MANAGING GROWTH ...... 44
ApPENDIX D - MAPS ...... ;-;;.~L.~;:r:~:.:;..~...... ", ...... 70 ApPENDIX E - PERFORMA NCE !YIETRICS...... 72
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20'13 Central Okanagan Regional Growth Strategy 24 of 70 TOCi RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
List of Figures and Tables
Figure 2.1 Regional District of Central Okanagan Services 2.2 Population Projections, BC Stats 2.3 Employment in the Central Okanagan by Industry 4.1 RGS Minor Amendment Process
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x:f:~/f.o;"7.:~~J"" A::;;: /f;~!}» .::.;:; :":..;W;::: Table .', .{{ ";:<~t::.
2.1 Population Estimates for Age Groups, Census Y~ars. '.:. ':;;:~;:?::.
..1p:/~" -'~<.~::!: 2.2 Central Okanagan Migration Components of Population Growth 1996 to ·2011 A~$.:, '::', ':. ::::<. . ." 2.3 Central Okanagan Natural Increase Compoh'e'n\:S of Population Growth 1996 to' 2011 '.::. =*:;., ,':-:':''. '
2.4 Population Estimates for Age Groups, Census Y¢ars, ~996-2011 !'
~\:::;:/i? 2.5 Population Projections for Age Groups, 5 Years .. :.:.
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1.0 INTRODUCTION
1.1 Regional Growth Strategy
The Regional Growth Strategy (RGS) is a long-range planning tool to help Regional Districts and local governments plan a coordinated future for their communities while dealing with regional issues and decisions that cross local political boundaries. The strategy is intended to be a general guide to manage growth and change in the region over a twenty (20) year time horizon.
There are three criteria for the determination of regional issues to be addressed through the RGS .:;:;0;::;.: Review and Update process: j/"
~.Y
• Mandatory content: Provincial legislation requires that the f~.6~l.r@issues be addressed:
o housing; '»' ::>'>';-'::" ':::. -: '5:7H/.. o transportation; /,', "" "%®
o regional district services; ..;:&~).l,::\.~. ---q~&. o parks and natural areas; /:%" '%fu...
o economic development; and, /~...:.~: ~:-"'.'.'?~:.:... ~qt~i:fl' o reduction of greenhouse gas (GHG) emissions. -',...... W' '<:,::-: ,::', .:;:.,' '.',: .{-" • Regional Board, Intergovernmental Agency Comd!/if'i!,i" (lAC) and RGS Steering Committee
direction: In addition to the man.datory content, l~ir::RegionalBoard and RGS Steering Committee help identify important lEfgio,nal issues as they'WMte to the local governments.
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• Cross boundary issues: Focus on issu.t s 'tHat nnot be addr~s~edby one local government because the Issue affects more than one local ment (and In some cases, cross regional
district boundaries). example, Iity, :<:~.Wir~nmentalprotection, watershed management and that,transcend municipal boundaries .
..'
RGS
Joint Planning Approach and Agreement Among all Parties: This document represents a joint-planning approach to addressing the growth issues that go beyond local government boundaries. The RGS update was developed through the efforts of the City of Kelowna, the District Municipalities of West Kelowna, Lake Country, Peachland, the RDCO, Westbank First Nation, Okanagan Indian Band and Provincial Ministries. Many agencies and organizations contributed their expertise to this RGS update including School District No. 23, Interior Health and the Agricultural Land Commission.
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The strategy is an agreement among governments and agencies to work together on common issues to find common solutions. The strategy reflects a shared regional vision fo r the future, as well as goa ls and policies necessary to achieve effective growth management.
The RGS content:
Section 1 Introduction
Section 2 Regional Context: A profile of the RDCo is provided as a baseline. This provides both the qualitative and qu antitative groundwork for the review of the RGS.
Section 3 Regional Growth Strategy: Ten issue areas form the policy structure and each issue area includes:
• Goal - Overall long-term goa l of the issue area that reflects the input and responds
to the region's future opportunities and chall~r4esaro~nd growth management; • Synopsis - Summarizes the issue area within the regional context based on the background research; '.::' • Policies - The statements that help achieve the j'ssue area goa}; and, Section 4 Monitoring and Evaluation: The esse,ntlal responsiQility associated 'with the implementation priorities, and timing, monitoring ar)d accountability are documented. ~ ~ ~
Appendices Technical Appendices: provide an overview 6(t h.e RGS R~'viewand Update including scope, approach and methodology. Additional 'quantitative background and planning
rationale to inform the process and the resulting ~1~Wninga nd growth management Yo strategy are also provided . Maps are included in the ·appendices. ';: .•~ ", , ., .::. ~: "'c' ....:,.'" ;." ,,;.:
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2 .0 CONTEXT
2.1 Central Okanagan Directive
A regional district's primary role is determined by its member jurisdictions. Regional Districts act only in response to the expressed needs, interests and instructions of their members and address issues that cross political boundaries. Regional Districts serve three primary roles with the relative importance of each role varying from region to region:
• To serve as the local government for their unincorporated (electora )·ar~as; • To provide services to, and on behalf of, different combinations Jf me-;rtber municipalities and electoral areas; .-:,.jf*'.x<. • To provide services to, and on behalf of, their entire regi0 9,s.(i.e., ali member jurisdictions). ••..;0;. ··W4 The RDCO provides services to residents in the Electoral Areasf inciuBing water, plw ning and solid waste collection. The District also provides region-wide services s& h at dog control, so~ffi,v~stecollection and
,~''7 ~'::-:*~";. recycling, 9-1-1, Regional Parks and the Emergenc'>/.f.;:~ponsePt~, n for the centra!tW~,~Jlgan. The illustration In Figure 2.1 shows the RDCO's departments '!n~.{espons~bllitles. <~g:7
Figure 2.1: ROCO Services ··~~%t;l::i;i.'J:YiY.».:::, I'
Finance and Administration Development Services Corporate Services Services
• Inspection Section • Financial Services • Corporate Records • Business licenses • Accounts Payable • Board & Committee Meeti ngs • Building Inspection & Permits • Accounts Receivable .Administrative Support • Paid On-call Fire Oepartmenh • Cashier • Board Support • Regional Rescue • Financial Plan • Interagency Liaison • Dog Control • Regional Transit Services · Communications & • Noise Bylaw • Fisca l Services Intergovernmenta l Affairs • Smoke Control Bylaw • Payroll . Web Site a nd Social Media • Untidy Premises • Ma nage RDCO Office Building • Freedom of Information Act • Insect & Weed Control • Utility Billing and Collection • Elections, Referenda & Alternat ive • Sign Bylaw • Human ReSOlJrces Approval Process • General Bylaw Enforcement • Personnel • Planning Section • Health & Safety • Regional Planning ·Administration Environmental Services • Electoral Area Planning • Public Reception Services • Subdivision Applications • Burning Pe rmits • St reet Lights • Rezoning Applications • Solid Waste Management • Development Permits • Sewer Systems • Va riance Applications Parks Services • Wate r Systems • Advisory Planni ng Commission!. • Drainage Plans • Offici,,1Commu nity Plans • Mosquito Control • JOE' Rich Rural l and Use Bylaw • Ellison Heritage School Comm unity Centre .S ubdivision Services • Eastside Community Parks • Regional Waste Reduction Office Economic Development . Joe Rich Community Hall • Information Services Commission • Westside Parks • Regional Parks • Business Attraction • Police Servic.es • Business Retention . 911 Emergency Centre . Bus;ness Facilitation ·Crime 5toppers Program • Public Information RtOIONAt DISTRICT .Social Development Program I ' C fIlYI' A t D k AMAIOAII
In 2010, the Regional Board adopted the Regional District's Strategic Plan that sets priorities for the
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regien. The Strategic Plan's intentiens are fer the regienal district te fecus energies and reseurces en:
o Establishing and prometing a visien and prierities fer the breader, regienal community; o Develeping regienal plans and strategies te address jeint issues; and, o Ceerdinating municipal efferts that are taken te achieve jeint services geals.
The Missien Statement created fer the Strategic Plan prevides .overall guidance te the Regienal District and is as fellews:. liThe Regional District of Central Okanagan will provide effective and efficient services that meet the needs of our citizens, In a manner that nurtures growth, opportunities and prosperity, while maintaining and enhancing the unique Central Okanagtfn lifestyle and ',: environment. "
The Beard identified prierity areas te pursue in the 2010 Strategic Plan. The term "prierity area" was used te define a theme, tepic .or area .of service that the Beard viewed as impertant fe~the regien and that weuld best be addressed en a regienal leve l. In 2012, the B.oard reviewed prierity areas .of the
Strategic plan and endersed the fellewing areas: . "~e.. .;;: :~x ". " - ;:;;.~ 1. Growth Management; '-:. 2. Transpertatien; <, 3. Intergevernmental Affairs; and, 4. Hazard Management. These prierity areas previde·the general directiens fer the Regien, while mere defined reles and tasks /. are defined threugh budgets, werk plans and agreements. /.::. ",f...-..}j'. ~ 2.2 Regional Overview "'{
The RDCO is situated en geth sides .of the mid-se~tien.of Okanagan Lake. The Okanagan is characterized by cee l humid air a'hd ~)o~dyskies in the winter and by dry air and bright skies in summer. The warm summe(s' with fairly loWt hul)'lidity, as well as the relatively mild winters previde an attractive .-6 . '.-. .? environment fer agriculture and recreatien. ' ..,., . ~',1
Since the a{fqp'tien .of the initf~1RGS iri the year 2000, there have been a number .of changes in the
Central Okana·ga.~,seme highlight s include: o Steady growfh in pepulatien, heusing, and empleyment (pepulatien grew by 20%); ". -;:(. ,h' o Opening .of UBc.okanagan in 2005; -'!;.,.;'-.-::.• o Incorperatien .of the District .of West Kelewna en December 6, 2007; ~ o Expansien .of Kelewna Internatienal Airpert and improvements aleng the Highway 97 Cerrider; o Replacement .of the three-lane Okanagan Lake Bridge w ith the five-lane W.R. Bennett Bridge in 2008; o Increased efficiency and expansien .of public transit; o Pretectien .of key recreatien and conservatien lands (e.g. Missien Creek Greenway); o Expansien .of Kelewna General Hespital; o Increased density .of settlement areas, bringing abeut efficiencies in servicing and infrastructure cests; and o Endersement .of a regienal grewth visien and implementatien threugh Regienal Centext Statements in the municipalities' cemmunity plans
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2.2.1 DEMOGRAPHICS
The total population for the Central Okanagan from the 2011 Census was 179,839. Population growth in the Central Okanagan has historically outpaced growth in the province overall. This trend continued in the period between Census counts, where it outpaced the provincial average by 4% over the 5-year period from 2006 to 2011 (Table 2.1). Additionally, over the census period the region showed the fourth highest population growth in the country.
Table 2 .1 Population Estimates, Census Years Source: Be Stats, Census .,:~::.
British Columbia 3,724,500 3,907,738 4,113,487 4,400,057 7.0% 12.6%
Central Okanagan 179,839 11.0% 21.7% Kelowna 106,707 117,312 9.9% 21.8%
WestKelowna H 27,095 30,892
Lake Country 9,610 11,708 21.8% 26.3%
Peachland 4,885 5,200
ElectoralAreas** 26,347 29,673 5,742 3.9% -80.6%
First Nations (including IR7, IR9and IR 10) 7,215 7,855 Source: BC Stats, Census "¥% ,:
~~::
~~:;~~1.~2.2:cent}.~.!..pkanagan Migration Components of Population 61 1996 to 2011 n International Interprovincial Intra·Provincial Total Net (Net) (Net) (Net) Migration
335 719 1,818 2,872
258 -179 2,240 2,319
72 -271 1,978
128 ·291 1,505 134 -182 1,593 1,545 119 -28 2,063 2,154 -136 829 2,245 2,938
322 1,280 1,487 3,089 400 1,210 1,249 2,859 1,810 422 1,547 3,779 1,184 408 2,201 3,793 3,949 654 2,202 1,093
717 1,214 1,040 2,971
548 1,234 1,049 2,831
312 804 1,049 2,165
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Population growth in the region Source: Be Slats - http://www.bcstats.gov.bc.ca/Statistics8ySubjecVOemography/Mobilityaspx has been primarily due to in migration (Table 2.2). High inflows of migrants have resulted in the population of the region doubling in the past 25 years from 89,730 in 1986 to 179,839 in 2011. The region was one of the highest growth areas in the province through the 1990s. The past several years have seen slower, but steady growth. The average rate of population growth from 2000 to 2011 has been 2.1% per annum compared to 4.0% per annum in the 1990s.
Intra-provincial migration has historically been the largest segment of migration to the Central Okanagan . However, interprovincial migration has been an increasingly significant migration component over the past eight years. The region has experienced a smaller but steady flow of international migration over the past seven years as well.
The RDCO has experienced a decline in the net natural increase be!""een 2001 and 2006, however in recent years the trend is starting to increase as shown in Table 2.3 (9n next page). The region is seeing a healthier, active senior which is translating to an increasing Jife expectancy. There has also been an unprecedented increase in births. Projections predict that the Table 2.3: Central Okanagan Natural Increase net natural increase will be a positive number Co"!ponents o~t:!!pulationGrowth f 996 to 2011, over the next 10 years. The net natural increase will likely accelerate over the next 20 years as the Year majority of the 65 and over age category will reach the age of 85 . 1996·97 1,433 1,065 368 1997·98 1,380 214 The Central Okanagan has been older than the provincial population throughout the last twenty 1998·99 1,348 1,147 201 years . Table 2.4 highlights the fact that the 1999·00 1,414 1,158 256 proportion of the populatjon aged 45 years and 2000·01 1,344 1,171 173 over increased significantly from 1996 to 2006 by 2001·02 1,294 1,328 -34
43 .3% ' . This increa~e an be partly attributed to 't 2002·03 1,322 1,335 -13 the area's large retiremeht base. Tre region is a 2003·04 1,456 -101 popular retirement centre, and the in~reasein 2004-05 1,346 1,417 the proportion, of ;'etlre~sin the population will • -z·.::?..;::· ... ·• 2005·06 1,427 1,448 support n;,bre serv,ce's~HW employm~.nt.Over the long term, the region "is:':e?,pected to continue 2006·07 1,533 1,464 69 to receive strong net inflo~":[fpopulatj <;>n: The 2007·08 1,577 1,526 51 .. -:- .. age group 15' to 24 showed an ·increase that could 2008·09 1,654 1,511 143 '. ~Y'i' be influenced , by the creation of the UBC 2009·10 1,732 1,513 219
Okanagan camp~sin J 005, wtlr~j,had a starting 2010·11 1,637 1,534 103 population of 2,800 studen.ts. UBC-O Enrolment 2 in 2010 was 7,075 • .~/, Source:BC Stats ~ !' Table 2.4: Population Estimates for Age Groups.. Census Years, BC Stats and Census
CensusYears PercentChange AgeGroups
8,330 8,520 -5.4% 2.3% -3.2% ;:':;'i=W 10 ·14 10,000 "'--'IL--- 0.6% -4.7% ·4.2%
1 Source: Stati stics Canada, Census 199 1, 1996, 200 1 and 2006 2 Source: usco Webpage, Facts and f igures, accessed March 7, 2011
2013 Central Okanagan Regional Growll, Strategy 31 of 70 Page 8 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
15 -19 8,390 9,950 10,760 11,015 8.1% 2.4% 10.7% . i!!!i!i!i!!!i!!i=- .. - .. --_ .. . Ion 1~~ectlons ~8'l\1igeGroJ~~~lJicSta tJ~1ti~'7:[U::ie~ 2~4.~5"'~'5iE: 1~ti~.1,%!,!!!!;ji!;5~:-
Age Groups
27,653 28,580 53,572 68,028 270,393 ...... -- --....-- ...... ,-'--, ...... 40.4% 11.3% 21.3% 48.8% 30.2% 104.0% 44.4%
Population projection numbers for the region are expected i (i"'exceed 270,000' b'Y>2036, an increase of .... "/.:;':;;:-" 45% from 2011 (Table 2.5, on next page). The net population growth projecti6n 'from 2011 to 2036
indicates that growth in the region will result from positiye net mig~ation.Net migra'ti p o is.expected to ',' .;.,".- ......
,," e'~pected more than offset declining natural increase. Net natural inCrease is to be increasingly negative over the next three decades. \:i' .IP"·«"" .1" l ,:::r-
'''x:-~=*$-~
~-" ~r.:t;;~. <;~:'-" ...... ~ ::,,::::;;'- "::l&~
.~~/~:~:?::;:j,;:--.... • @.::,...,....:::-
"\;:,"":::tj~({filifl;:... .,V
~~::...:::;:,7 ~0::::~t%W'?:"/ • -,'0, .}" /- ~$..x" "~;;..,:::;: '::x ~:.:.' ~ \it " ;.;;.,
~:~~..
r7:~~;;:;:" .:.;. >;,'
<)~t····)~~t·/.., " .
"~::::::'-:.~.&r '\: ..').. /.:/ ·<::~::;...-..{:.r Figure 2.2: RDCO Population Projection, Be Stats ... lZ.~
2013 Central Oka 32 of 70 Page 9 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5
2.3 Employment Projections
The Central Okanagan's economic diversity has been its strength in the past and its future will depend on continuing to enhance that diversity (Figure 2.2). The traditional employment generators will still be important in the future, but they will be complemented by the growth of other industries such as health care, education, research and development, tourism, aerospace and high tech sectors. Most job creation is coming from smaller business employers. The trend towards smaller businesses may lead to more interest in the clean, high tech/business parks, office complexes and even home occupations; the latter of which has seen significant growth in the Central Okanagan in recent years
Although unemployment has risen slightly in recent years, the private sector identifies a concern that succession planning, or the need for filling the void in certain occupationsh. f,iAtil(b"e felt more dramatically as the current workforce ages. There is a projection of a reduced labour·~upplywithin the 25 - 49 age
group. The trend is one that is being faced across the country. H9Ite~·tr";thi.sregion may experience a /;%"" .;:-::},. I, greater impact due to the attraction of retirees to this area. It w.iJI be im·P9rta,~tto attract and retain youth or young skilled labour and professionals graduating,Jro·in local edu&,tjonal institutions by • '~ '.>:" employers in both public and private sectors. This will require the development "Qrstrategies amongst /0" •••••;.:.,' member municipalities and various partners to create c~Jrmunitie\~ndemployment .qp'po~!}!nitiesthat are attractive for the long term. One example of a program I n action targeting the youn.!i7'" labour force is the work of the Okanagan Young Professionals program . The EDC helps support the,program to help
attract, assist and retain talented professionals in their 20(s'··~rid'30's to the Okanagan Valley as this works toward filling the employment opportunities, in the region.
Figure 2.2 : Employme nt in the Central Okanagan by Industry, Census 2011
" r - ...... -- ..... --...-.. - ......
20.4 20+------·-····-·------·---·--·-·-··-
.-1 5 . Ii l~ ... !.
10
° , ,,,.. Tta".potI.''''' f"...... P,o!o .. lONl...... ~ l dutlu oNi litO"" ...... '" In_II...... 1<>11 0I1'1O"..... ~.. p~'e G<>o6'lIro:!lI 2013 Central Okanagan Regional Growlh Strategy 33 of 70 Page 10 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.0 REGIONAL GROWTH STRATEGY 3.1 Our Regional Vision In order to protect quality of life, the region is committed to working together in creating and supporting economic opportunities, addressing issues of environmental quality and planning for future services such as transportation and water systems, The RGS Vision Statement describes the ideal outcome for the region, This vision sets out direction for the management of future growth with subsequent policies and actions for implementation, .... -' The Central Okanagan is a region of urban and rural communities that are interconnected, distinct, healthy, vibrant and welcoming. The citizens, businesses; First Nations Councils ond local governments understand and accept that thei. are (,;,d!vidually and jointly responsible to effectively and efficiently manage the region's future'JjrowJh that ensures the well-being of its residents. Together and fro¢ :/thiS"time forward;;th,e citizens and governments of the Central Okanagan will work "in partnership to promi'ite,:a complete /".', ..;.;.-...... " healthy region with a sustainable and diversifi~d.econom'y that provides cif rf!nge of '.',~-,.;, '. -:...... economic opportunities while protecting the naturiWt:,QviroQmenJand water res,oiirces for ';;i·;···· § '" .:. today's and tomorrow's residents. ~.:::%::::~ ',1,',' 3.2 Regional Issue Area~~"\;::~::~,.;,,/':;"~:jj:l~j;k? Many of the regional issues of the RGS require"cross jurisdictional collaporation in order to plan for the long term growth in the Cent~~I,?kanaga n, The fpi l01Yig i~'sue',~l£as'and goals were ,identified through stakeholder and public Ine¥t ;tBl~;;pondto the"Wture challenges and opportunities In the Central Okanagan: ...:(f? ·"-::~~)t;. ~t.~ ,. .- 1;>-.\0'-t Issue Area Goal To effectively manage the land base to protect natural resources and limit urban Our Land sprawl To develop and enhance a positive business environment in the region to achieve Our Economy a dynamic, resilient and sustainable economy Our Water Resources To manage and protect water resources To contribute to the improvement of community health, safety and social well- Our Health being Our Food To strengthen a regional food system that is healthy, resilient and sustainable To improve the range of housing types and tenures to meet the social and Our Housing economic needs of the region To minimize regional greenhouse gas emissions and respond to the impacts of Our Climate climate change Be responsible stewards of natural ecosystems to protect, enhance and restore Our Ecosystems biodiversity in the region To enhance the regional transportation system to ensure that it is accessible, Our Transportation affordable, and efficient To respond to the needs of the region with an effective and efficient governance Our Governance service model 2013 Central Okanagan Reg ional Growth Strategy 34 of 70 Page 11 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.1 OUR LAND Goal To effectively manage the land base to protect natural resources and limit urban sprawl Synopsis /' fit The Central Okanagan's land base is largely defined by its mix of mountains, lakes, wetlands, watercourses, forests, grasslands, vineyards and orchards. T~~s;;':fe .~turesform the sign ificant surroundings that add to the character of the region and help ,define ttfitC~ntralOkanagan lifestyle. Maintaining and managing the land base, both the rural and u·lb·~nlands , is'~e~sentialto ensure the preservation of the lifestyle that residents and tourists value. There are s·~"Veralareas and lands adjacent and outside the urban areas that provide for ~rinkingwater sources, ~g'ri~.iJlture,recreation, wildlife, and flora and fauna habitat as well as opport·unities for the forestry and ···mining/ industries. Continued growth in this region will push development to these :: Policies The Central Okanagan regional partners shall: \...... {::.. .:,it '';, ....;.~.-.;" ~: .;..... ";:::.;/ .1 Support logical and ·$e~U:~ntialgrowth patterns that encourage growth and redevelopment in ·x ···.. x .. ..:;.... .:-: ../ settlement areas with existing or planned ·road, water and sewer services prior to expanding into areas that re~uirene~s ~rvices; -{: .~%=~~W ~o/.' .2 Ensure development;proposals, .OCP amendments, and infrastructure projects can address the '';~<:'''«~_o/''"-:~"h ..2::' .j? following.. k~y areas :.... % ·.. ·';.}h v ...; .. :~;;' .: ·::~;;~~t~~~:;~:;:-....;:-:&-;..~ . ·X 0 . Full costs a».d impa·cts; including installation, operation and life maintenance of road, :fjl . /,'.·f@;.. '-:;«.. ;& •. / .. t!.~i~:~inwaterman~~fment planning; • ··<:rctng term watetshed management and protection; '<:::y'::".~. :-:. . • Assessment and .protectlon of ground and surface water resources; 'V""'·· "p/ • Energwm anaeement and conservation; .~;f.::.y£ • Reduction~ofGHG emissions; 1'7 • Emergency response and avoidance of natural hazards; • Air quality protection; • Protection and enhancement of the natural environment; • Active transportation opportunities; • Wa lkable communities; • Minimize impact of resource extraction areas, if applicable; and • High environmental performance (green) buildings and infrastructure. 2013 Central Okanagan Regional Growth Strategy Page ·12 35 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 .3 Discourage incremental and additional rural growth except where such growth does not significantly increase the number of units or the established density and that respects the character of its surroundings; .4 Support resource industries, recreation and tourism uses on rural and crown lands that have minimal impacts to the land, wildlife, and sensitive environmental areas; .5 Ensure the protection of a reliable and abundant supply of drinking water for all users that originate in the rural and crown land; .6 Support the continued exchange of information with provincial agencies on future land use decisions that impact the interface of the boundaries of crown IsHj'd a.djacent to municipalities and best management practices for resource extraction to minimize negative impacts in the .'.-.'"/. region (e.g., truck traffic, environmental considerations, 1~"Wru~:f~nflicts,nuisances); .7 Support urban and rural land uses that provide affordao1~;effech V;; and efficient services and M ~ .~".. -t· infrastructure that conserve land, water and energy,t~~purces;~':;~ ':. .8 Encourage a mix of land uses to be directed to ,d~;~~~;:dgrowth area~:i};:y.:...... /..'-',«-:y::- <. .. ..;.7. /;. .9 Support the rural areas as working landscapes that will rerna.in economically \:ii.able; ..::~? ;', t~::~::;.._ 9 .10 Promote urban/village identified in current com·munity.piil·iis·to provide a ra nge of amenities and services; and, :;.... '\:<:;'. .11 Review future land use designations . to consider redefinjng lands to facilitate the region's aggregate resource based on the \M·;:~~.!t~bjlitychecklist:'prepag~ din the Aggregate Supply and Demand Update, 2013. '\ ....." r.~«<':'. '.,•.;,. .;:;iW :;:" P ::.,.h.J/·::':::·,:·:·:{io... ~ ... v % ',' y'. 2013 Central Okanagan Regional Growlh Strategy Page 13 36 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.2 OUR ECONOMY Goal To develop and enhance a positive business environment in the region to achieve a dynamic, resilient and sustainable economy Synopsis The diversity of the Central Okanagan's economy has historically been its strength. A healthy, strong and diverse economy is one of the cornerstones of a sustainable community. The region's future will depend on supporting the diversity along with investment opportunities for new and upcoming econom ic sectors that complement the existing sectors. Local governments have the ability to influence investment climate and economic viability in the region and as such, working together will enhance the regions opportunit ies to compete regionally, nationally ~andglobally. Attracting, maintaining and promoting economic activity in this region is important as it helps retain existing jobs and creates a solid ~. tax base. As the Central Okanagan endeavours to liecome a more susta inable region and protect its quality of life, coordination and collaborating efforts will help in creating, supporting and enhancing economic opportunities throughout the region. The growth strategy provides an opportunity to encourage and support development that enhances, economic diversity. for a healthier local economy. .:; Policies The Central Okanagan regional partners shall : .1 Ensure a comprehensive regional approach to economic development by working closely with regional partners; /- .2 Work in ,p~rtnershipwith the province, local municipalities, First Nations and economic development agencies to create an attractiye investment climate for the region; .3 Participate in and support related economic development activit ies and programs to address t!'le needs and challenges in the region; .4 Support efforts'in building a regional economy to: -:::: .1 help reduce the:region's GHG emissions; .2 · promote and ;i .imulate innovation; .3 create jobs; and, .4 in~reaseeconolnic development and regional prosperity . .5 Support each community's interest to develop vital and dynamic communities with vibrant town and village centres; (.0 .6 Support economic plans that focus on retention, attraction and facilitation of business within the region; .7 Explore opportunities in new economic sectors and new investment in the form of human and business cap ita l; .8 Ensure the provisions in the housing section are considered within the context of economic development, as the diversity of housing opportunities and affordable housing options are important to support economic development; 2013 Central Okanagan Regional Growth Strategy Page '14 37 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 ·9 Support a strong regional economy to improve residents' quality of life by fostering a diverse and balanced economic base .10 Support effectively managing and protecting the integrity of the region's critical assets such as the lakes, natural environment and agricultural lands that assist in attracting employment and investment; .11 Ensure reliable and efficient development application processes and a commitment to long term financial planning for servicing and infrastructure (roads, sewer and water) that attracts and retains business and private investment and employment; ..{.\. .12 Coordinate with educational institutions and the private S%~o(-t9..build a profile of the region as a knowledge base/education centre; A:W' .13 Explore opportunities for cooperation and coorct!~itl":..~ .mong research facilities, educational institutions, government and businesses t1;:~hnology;"~nd, ':::. ":;~:"·-:-·::t:;, ~.;:;:- ,:'Ai':' .....~::;::;o; \k~.. ~ .... . '%'%~§;::::::~' ..;-;;;;~ /.40 -.... O:~ffi;;" , :'\'t!:f:h,,...... ,~,/. v; •• -v ... ::::9.= ..~~ ..{o.~ ...,. ¥: ~·"J·:M;:;:;~·.~rp:.- ?i ····;&:~f.ff.*~::;.....l:: \4f'F·'%?~:~{t,~:::;: .:::,~...~.:,.;.:>f ..:,r.~,.:-.·',·dhtjt,{~:~w.; ..~::":~::.: ~~~, ,,<~t*,Jr.,,::> \~irjf:'''/ '''.;,;ri:''.. :X':::::"",,:;;:,:;;:>.:., ,.... ••• :, • .·z:.: ":;:" .;:;t~~::{"',' ::::;=:jif(t=::·· ....d~:{j."{- :.~~~:;:;::<..~:.. :..... ;:;...... '';'<-~~ ..:;~ .;,- ,;&/$ ····:~:'>0···::\l~f[;.~t;l. ,.1t*~:f.h·<\1_,.r -:?=.r-- r.::». .-:~:::::::~::.,?J.i '.. ~~:.::::. jfl ::::'"Mh A·1" ..;.'".::;...... ::?t' ".:?f.%::? i'w 2013 Central Okanagan Regional Growlh Strategy Page 15 38 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.3 OUR WATER RESOURCES Goal To manage and protect water resources Synopsis Water is an essential resource for people, the economy, and for the natural environment. Okanagan Lake is the main central feature in the Central Okanagan that provides a unique and beautiful landscape fX as well as the basic sustenance needed for a vibrant community and economy. Water is a collective resource that is shared by people and the environment and supports,thl;! economy, Studies show that climate change will impact water leve ls in the region, which mean§,'competition for water will increase. Considering the importance water has in susta ining life and t he life'~tyleresidents value, it is important that we continue to manage water resources effectively t,a/e'n'sure the region and the Okanagan Valley can accommodate the needs for all users now and in the future. /,. -': ,,-:/ :~ ~~./ Policies i'$" .',' ,.;. The Central Okanagan regional partners shall : .1 In co njunction with land use planning, maintain and upgrade water infrastructure to support the region's water needs; ::: .2 Encourage development of water sour ce ;rote~tionplans to ~mprovedrinking water quality, quantity and timing of flow of water sour,,!;s; /oj;; ,',' ~» ·~r . .3 Undertake floodplain hazard management plans to assess and mitigate the risks in floodplains and water sources;ft ," ~'., ../,. " ::: .4 Protect existing groundwater and surface water resources through integrated watershed ,': X'''''- .:,' planning to create ' I(lQg t~rm.:,plans Jhat r;,duce risks and manage land, water and related resourc~s(lr1 a.\Natersh'eq)j ~sis; # /- ;:r ./ " .~·>1~i~:·".:=I~... ~ .5 Continue in partQeH ..i)ip wiilij he Okanagan Basin Water Board (OBWB) and regional partners to /..- ....~. ~ '.' . ,J & ncourage valley"it.i!~e,. cooper ~ti?ryandcoordination regarding the protection of all water .~:-.'courses; "~:~~. V '.. ;; " ~"f:;:F .6 Protect a~dmanage ~~terresources through best management practices, local bylaws and incentives'to ensure th~tlong term water quality and supply is protected; :;:~::- t- .7 Promote wii'er conservation in order to reduce water and energy use and to prepare for adapting to imWct~:'ofclimate change and drought conditions; .8 Support and entourage provincial and federal governments to provide funding for agricultural irrigation infrastructure; and .9 Explore opportunities to use recycled water for landscaping and other uses for new and redevelopment projects. 2013 Central Okanagan Regional Growth Strategy Page 16 39 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.4 OUR HEALTH Goal To contribute to the improvement of community health, safety and social well-being Synopsis The region is made up of various communities in which people live, work "'and play and how local .,.;t..... governments design the communities is very important to the health .ana well-being of the community. The land use decisions that have created the current land use pattei Ms; have directed and influenced investment in infrastructure and transportation systems, which in':tGrn h~U'contributedto impacts on personal health. Historical land use decisions have tend~d;.t.o ·\~pportlowe r-density, automobile oriented and urban fringe development. These decisions).Jji"d land use pattern~tha~ecreated our travel behaviours, level of activity and have had an impact,6ri health through a person's level .of physical fitness, pollution exposure and community interactjOi';':?Growth r«anagement and ca"(eful ~ommunity ~ ':~:/""/" :;/..:. ;., design to encourage more physical activity will help reduce).~er j~.~' f6~.developingc~fbnic conditions and see multiple benefits in the form of increased physical ~ciiiiity:le ss sedentary time in cars, and less ".y,. '" air pollution. Promoting a healthy community and a corresj:Jbn~inghealthy lifestyle will make our ~"'''''' ...... " regional community an attractive place wheYe people want to live;w oik and play. Policies "{;;:~~y- '.;."..;\i~fb)'" ',r •••. /:./ '~" ,.;-{7 ;..... '/ The Central Okanagan shall: ". ."" {~.i.;·.:.~.l.:.'.::;.:~:;;. A'-" -;;:. ~~,..-:~::,." ••..... .1 Actively prorl).Rt~·\ln(t:::~ypportphysi2"al" activity, se'nse of place, social interaction and neighbOu21%'ii as the·s~·:~r.couragethe ~~pwthof the region as a place that is safe, diverse and inclu:Sive;:;:::-:~::.~:::: -;:::" ,', '::::?'&. ,:-%." ;:::.-:..- ...... ;-:y.... F;::;--" ;-!." .2 Support regional·;·llartners; including schools and businesses in strengthening healthy living .. ' "',,-::.. <'.-:".:@:.:....;' ....•.,.;.: :;:...... :.;.;.:.;.y oppo"rtunities that focus on physital .iid ivity; /.{:::},.. ''- ":';;';~**;;:...<~~:%:::. ~ .3 /:"" Establish a regi£P'.~1partn ~rs.h.ipwith Interior Health to monitor the population health status f4 ::{\~~:.the region; "'i~h";""y .4 ':;:'S~'pportactive tra~portationinitiati ves of member municipalities and regional partners; '-:~~::;:" ;;;:;-.~ .••••.•.•'.... • ... y .5 Coht.!6~EJefforts to;improve air quality by supporting the Regional Air Quality Management ';."·:;O:;Y.. %~.. Plan; '--:\Wx:-. ;=:J .6 promot~1t:&m~yhealth and safety through investments in education, recreation, health, community iJi Celopment, social support, civic design, environmental design, maintenance an d economic·:Y. d eve Iopment; .7 Collaborate with Interior Health to explore opportunities to develop healthy community strategies; .8 Support Interior Health in efforts to increase public education and awareness around the links between population health and land use planning; .9 Incorporate health and principles of a Healthy Built Environment into the development of comprehensive plans; 2013 Central Okanagan Regional Growlh Strategy Page' 17 40 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 .10 Promote joint use agreements, projects, programs and facilities in collaboration with School District No. 23 and public and private institutions to improve and maximize the use of existing parks, facilities and community services; and, .11 Collaborate with School District No. 23 to locate and design schools to be the focal point of community life in the neighbourhoods in which they are located. , ..;. 2013 Centrat Okanagan Regional Growth Strategy Page 18 41 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.5 OUR FOOD Goal To strengthen a regional food system that is healthy, resilient and sustainable Synopsis The Central Okanagan has strong agricultural roots and this sector has been important in defining the region and its growth pattern. With changes in population, pressures of development, increased climate impacts, water pressures, and more focus on local food production for susta inability, these changes have raised more awareness on food systems from cultivating ~~dplanting to consumption to the compost heap, and back again. Today, food po liCies apP,eai' on the agenda of dozens of municipal governments across North America and beyond. Futu~ plannin~can help ensure food systems are adequately addressed in growth management decisions. Policies The Central Okanagan regional partners shall: ...... 1 Work collaboratively with regigga(partners, provincial ministries and stakeholders to develop a regional agricultural strategy· that contributes to the well being of all residents to guide food security, economic oppo~unityand the protection of agricultural land; .2 Preserve and support agricultural activiti';·s and land that improve and strengthen local and /..;..,.; regional food systems; .3 coordinat/~:tttJ:theAgric~lturalLand conimis~ion and the Ministry of Agriculture to ensure '<';':'7'-:'· ,',: " :.:. consistency among bylaws, policies, regulations, and decisions that will be made regarding agriculture; .-::;:~~;...';.. :;; ;§~?a;::~.. ,'.' ...... '." .. ..--"{; ," .4 Support appropriate Water.supply for the agriculture industry through the continued efforts to have efficient irrigation infrastr.ucture and proper functioning and healthy watersheds; "':~. '.; .~y .5 Explore the potential to use public lands for public produce gardens to encourage grassroots civic agriculture within urba,(areas; and, .6 Wher~appropriat t promote the growth of the agriculture industry and provide opportlJnities for anci llary uses and small businesses on farmland beyond traditional farms and orchards . .:' 2013 Central Okanagan Regional Growth Strategy Page 19 42 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.6 OUR HOUSING Goal To improve the range of housing types and tenures to meet the social and economic needs of the region Synopsis The Centra l Okanagan regional partners have been actively addressing local housing needs (market and non-market). Housing location, type, affordability, and choice are imp6rtant factors that affect long term economic health and community sustainability. Focusing new housing units to areas with existing services can reduce infrastructure costs and support public transit' services, as well as and more active, healthier transportation choices such as wa lking and biking, Ensuring a diversity of housing options irrespective of demographics, lifestyle interests or financial situation allows people and families to live and stay in the Okanagan Valley. The identified need for more affordable housing for those who live and work in the region continues to be a concern in the' region. It is.importa nt to considering land use decisions that focus new residential developments in areas with ' existing services, as this assists in housing affordability, reducing reliance on vehicles in the region, and creates opportunities for residents to be closer to work and recreation opportunities, which in turn c~'6t\ibutesto a healthier region. ',.' Policies The Central Okanagan shall: /.f ". .1 Improve the range of housing opportunities to meet the socia l and economic needs of the ....: . region; .2 Preserve and enhance ~xistingneighbourhoods through encouragement of a variety of housing types, densities, choices and afford.abiiity; ...... 3 Ensure new residential units and retrofits of older residential units incorporate building materials and products that reduce energy and water consumption; / -: '.:~:, " .4/···· Encourage s'~st~'i9}blecommunity and neighbourhood design practices. Require any .". ..proposals for neW,;growth areas or major OCP amendments to demonstrate how the . '-:::-:-:.:~.. ::/ .development addresSes Issues such as: ":', ....: .-:,. .\ ..>, Proxim ity tt~xistingservices; .. ~~;::-.. To:!· ii. ·<:·Walkabl~.cbmmunityand active transportation options where residents are in close -:; 'X' proximity to a town or village centre, employment centre, neighbourhood store, recr~ationfaCility, schoo l, park or community services facility and a transit stop; iii. Housing affordability/housing choices for the full housing spectrum .5 Support an investigation of the potential to establish a Centra l Okanagan Housing Authority as an opportunity to further the region's affordable and socia l housing efforts . . 6 Build capacity within the region to advance affordable housing initiatives and increase the amount of transition and supportive housing in the region; 2013 Central Okanagan Regional Growth Strategy Page 20 43 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2 .7 OUR CLIMATE Goal To minimize regional greenhouse gas emissions and respond to the impacts of climate change Synopsis The region is seeing impacts of climate change that include increase in tht'i£ i'ldfire season, decrease in annual snow pack, decreased summer stream flow and increased w'!.\~ emperaturesand increase in demand for irrigation and domestic water. The changing climat~wiirc(~;~Je a challenge as the region continues to see further climate change impacts, To help address:~limate'c9a'nge,action is required by local governments to ensure planning decisions respond to" reducing GHGr e'h1issions and negative environmental impacts. Planning decisions determine land u1e dev~lopment,trah sp.ortation patterns, building design, public infrastructure and energy supp!y: systems well into the future;;,<;I.nd as such will have significant influence on energy consumption a\lili&~tsof GHG , emissions. Memiiff~GniciPalities have identified and acted on several initiatives in their laKq;use decisions to assist in th~reduction and ·X·:·;·:·, /.:./ '.~ ./ mitigation of climate change impacts. The current land use pattt;'rhs, forecasted population growth and ";';;".' .,~, identified residential projects in the region will make it difficulHQ .achieve the provincial target of 33% reduction in GHG emissions by 2020. '. refocusing ti6;:'{~heregion manages growth, there emissions by 8:C!'lYby 2050 in the region. The ;.-:.. .. ":E!leriiy~ar , issions Irjyentory (eEEI) data shows an /. , .the . major contributor to the region's . ," ....- '';'; emissions. Focusing the ne:~"",S'rkto iricl.ude active transportation modes and options for residents will '{,1i ;:lri":~fr" m the sirf@e occupant vehicle to an efficient . ~ transportation network;4liat enlharice!, munity and reduces GHG emissions to reduce ".;... ~.. ~ climate change impacts.~, Policies The 2007 levels by 2050; .2 approaches and technologies to help conserve energy and .3 gas reduction and climate adaptation/mitigation in decision-making as i·:,tjl.~!1lJ)ifgpoliciesand regulatory measures; .4 use and transportation infrastructure that reduces energy consumption and .5 Reduce reliance upon fossil fuels by promoting and supporting renewable energy infrastructure, such as solar power and geothermal, and by purchasing energy supplied by renewable sources. Renewable energy systems should be pursued in collaboration with Provincial, Federal and private sector programs; .6 Encourage design and "retrofitting" of neighbourhoods to reduce a person's travel distance and frequency of trips, and increase access to alternative modes of transportation; 2013 Central Okanagan Regional Growth Strategy Page 21 44 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 .7 Develop mixed use compact communities and facilitate the transformation of existing neighbourhoods so that residents can conveniently and safely travel by bus or by foot, bicycle and other forms of active transportation to get to major community destinations while ensuring the efficient movement of goods and services; and, .8 Encourage land use and transportation infrastructure that improves the ability to withstand climate change impacts and natural hazard risks 2013 Central Okanagan Regional Growlh Stralegy Page 22 45 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.8 OUR ECOSYSTEMS Goal Be responsible stewards of natural ecosystems to protect, enhance and restore biodiversity in the region Synopsis ,.;",. As population grows in the region, the protection of healthy ecosystems will become increasingly /-:.'/ . complex and challenging. The Okanagan provides unique habitat to y,~rigusspecies of wildlife that are found nowhere else in the country. There are more than 1,597 identifiel:l sRecies at risk in BC, including 48 species within the RDCO. The landscape is an intricate balance of'naturaJ'systems that provides clean water, fresh air and an area that residents highly val ue. Numerous.r eports: ;t(~t~gies,and plans have been created, discussed, and adopted throughout the regi6'nal (fistrict and acrost i.th.e province on the ~~/ 0' environmental concerns related to the ecosystem and:it is necessary to understimo/ and protect the "';';,; •• , ~ :-:.;'-".':!>~/' ecosystems for the health of the region. Althougti,,·~egi.onalpartners have a numtJ;er:;of initiatives underway to protect the environment, there is a strong ,;~~d'lora r~g i()n.aland coordin.~fedapproach to protection, enhancement and restoration of the region's e(6~Ystiims.The region's naiural ecosystems will continue to face development pressures and it will be imp~ft~~tfor the region to manage growth to balance the human need for resources, rec(~ation,enjoyment a~a'~e stheticswith the need to protect, conserve and restore natural areas and biodi;;~hit:y. '. '>" Policies :::::t, \:' The Central Okanagan regional partners shall : '\~:,:", {" :f/.' .;.~.:)::::::.~::; ,1 Coordinate th,!! manage'rn~ntof regional biodiversity practices that promote and encourage / ..., ..... ;.., . "";'';~' ~','. the consefiiat!.6n and restpration of terrestri,ql and aquatic ecosystems; '::'-;%:, .;~h=.;:,;... rv . . . ,2 Work together to,-:,adoph conslsten,t terminology, policies and actions to support the pr,9.1e#19»,:, ..{::.;:..... • ,,:,:;::;~~~(~;:.c~. ":::::::::.;• .3 ..;.'/" Manage groWth ;to minimit:e disturbance to habitat, watershed and natural drainage areas {/::f:k~,~dsystems; '~ff~?"'::;~:;i:vf .4 '<:::E~'surethere is ii'!:mix of <'parkland and open space that protect regionally significant ...... ;...... ", :-:.;-:.~ eCiic~YN ~ms,and na~Waland cultural attributes; ·Y sensitiv~~~h:a.S!grilffcantareas; '..... :./~ ..... ,6 Protect natJfii'fenvironments, parks and water systems, as these systems are essential to the quality 6flife in the Okanagan that support active and healthy lifestyles; .7 Explore funding mechanisms to support regionally sign ificant natural areas, open space and parkland acquisitions; ,8 Ensure provisions in the Water Resources section are considered in context of all discussions regarding the region's ecosystems; ,9 Work with land trusts and local conservation organizations to educate landowners on species at risk; 2013 Central Okanagan Regional Growth Strategy Page 23 46 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 .10 Continue with research on local species at risk within the region and share the information; .11 Continue to work with partners to develop regional conservation, watershed and other ecosystem-based plans and strategies that will update existing inventories; .12 Consult with regional partners on environmental matters, particularly where there are developments/issues located adjacent to political boundaries; and, .13 Maintain and update environmental mapping for terrestrial, foreshore and aquatic areas throughout the region on a regular basis. /', /! A ,/' ..:. <~t :.:. :::: :~::: ;', ·x. '.: ,. , ,', :.; 2013 Central Okanagan Regional Growth Strategy Page 24 47 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.9 OUR TRANSPORTATION Goal To enhance the regional transportation system to ensure that it is accessible, affordable, and efficient Synopsis Land use influences travel patterns and transportation systems in t~r·~ influence land use and development. Achieving the goals of the RGS requires the alignmen(cif land use and transportation ··X·;.:· strategies. It is important to consider shifting the region's travel pat terns away from auto dependency toward moving people rather than vehicles. Within a region:;·~·onsi;ti~·g::ofmultiple jurisdictions, transportation that is accessible, affordable, and efficient is Qot a";goal each 'ju:;:js.diction can achieve in ~ .... : •• ;. < . ". ,', isolation. Everyday many people travel throughout the rt;gi6n arid the entire Okan~g~nBasin. Partners must work together to effectively plan, coordinate, rT)an;lge, and monitor the region:s transportation system in order to achieve sustainable transportati9A~:~J.~}hata;eA ~finedin the i~~W f'tu:;;plans and policies of the local governments ofthe Central Okanagan·:?:;:::i~·...-><::. .J. Policies >.:4lf~j{i;,.. -.::;;;.;::::...... ::;::..... :;.. The Central Okanagan regional partners shall: .;«.:.:.:. . <-o}.:-: .:?:::X,' " " .f/ .1 Support the Sustainable TransportaSjon· PartJlership of the Sentral Okanagan as a means of administering, governing and coordinating .the deliver.y .9f r~gionaltransportation planning . :':', h 'o!. ".,;:,;.' an d services; "';'::::::;';'.', ':«:" ,X'-7 "<: • .•:,.: .... ;.: •• ,•. %.;.:...... -:.;.' " /;?;.;.:-:~«;::;./..?*., ..;:::( .,f .2 Collaborate -"with m·em ber municipalities, neighbouring Regional Districts, provincial h-:"-1 '-:;"'~;" '.;..-. ministriey ~~g):ransit,an~ federal gove~2m~ntto improve inter-regional transportation opportunities;:1?$.:;.... ~~~. ,*.::~::' .3 MJ.~JJ.PJ.}$,t~ee;ifg:it'lf {ttf1~J%gi?NIsportation¥i~system through promotion programs , and iHc·entiVes that ind e·ase sustainable transportation choices and build markets for active ...;. .," .....:.:;;:;.;.;0;;,:...... :;;;:.,.: •• -t' and public ha:itsportatioti;·;)~:::.. :::1 ..:¥.....?:-:--' ..-:;:::~::::: ....- •.;.f' 4 ...... ':%lj'y,. ~•.:::-'.;...... ;:.: -. .4 ..... <~t~ploreincenti vt;!,sI and prb~ ams to support a Regional Transportation Network that ··:;:P.'rovides active tr~nlportati6noptions and connects residents to facilities, recreation and -:-:';'Y" ...... ser.vi.(:~sthroughout tbe Central Okanagan and its neighbouring communities and region; "::?:~:~?(:~.,t; .5 Support,a regiona !:integrated trail system for active transportation that is appropriate for ,,'''-'.1',.; ,.:./ commuting and!o("recreational uses that connects to rural areas, parks, public facilities, and '.';.:>I'tW town/village ..centres; "f-. . 6 Promote transit oriented development as well as active transportation amenities in urban land use designations; .7 Give priority attention to the transportat ion routes for the movement of goods, heavy vehicle traffic and emergency and disaster response; in the establishment of road networks related to transportation planning; .8 Encourage new educational facilities to be located central to their catchment area and where they can be accessed by sustainable modes of transportation; 2013 Central Okanagan Regional Growth Strategy Page 25 48 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 .9 Prioritize funding for transit and nonmotorized improvements, including projects such as sidewalks, traffic calming, bike lanes, and better transit service or access; .10 Prioritize public facility improvements in well-connected, compact urban areas (such as schools, government buildings); .11 Create a network of walking and cycling trails that offer both a functional alternative to automobile travel, and an opportunity for exercise and recreation; .12 Integrate transportation and land use planning with respect to aggregate haul, redirecting routes away from schools and residential areas where feasible; and, .13 Collaborate with Schoo l District No. 23 to provide safe route{ to· school, including wa lking and cycling options. ,/:V f/ ::;:' :~> :::: ..;.... - .:...... :-;. :;~.. ~;;, ';'.;:.- . ..:;::?:. '::: -::::;;;;::;;, ....:::..... .~ .;.; ..~ .:::" .'.r. -.,f' /.: :', .". /, ". /- ··~2«..-: .. 7 ;Y 2013 Central Okanagan Regional Growlh Strategy Page 26 49 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 3.2.10 OUR GOVERNANCE Goal To respond to the needs of the region with an effective and efficient governance service model Synopsis h' The roles and services for a regiona l district are determined by its member jurisdictions and regional district's act on ly in response to the expressed needs, interests and insfructions ' of their members and address issues that cross politica l boundaries. The mission of the ]eii6k~:Districtis to help protect the quality of life for all citizens in the region by planning for the futur~~As th~'(Jgiongrows, there needs to 'J'/" ',,- ,'-:'. be a balance of loca l autonomy with effective regional coordiriation in order"'to·a.ddress environmental, ./. ,..;.:-;..:. .'k- '> economic, transportation and quality of life issues that crs>5S local government bo.9J:ld.aries. Long range planning for the region is necessary to identify opportifnities and build partners'hips to protect the health and safety of current citizens as well as future ge~'~f~yonsthJ.\ ;.~lIlivein the regi :i 9Y ;.:.: ..~'/ "~., ../ Policies .. y*$' The Central Okanagan shall: .,::::::." "';~,/.«;:-.. . 1 Promote cooperation, coliabonltio~.",~.p%:::J.?artnerships' a!Jl0ng regional partners in the delivery of effective and efficient r!ublic '.sej)lices and/or ehhance opportunities of mutual ,:' • ".. :: ?:X';· .:.' benefit for cost sharing on procurer'glnt, ,~~lilre'rY{~f.J~!yices,and/or capacity building on Issues to ensure finanCial and human resources are Invested effectively; ",:::.:::.~';;.:":'...~ 'r;:. r/'" ::9/ ••(4~:-- ..../.t;::r1?{0.- ~:''( ¥ .2 Promote eff7ctive g ~··;::*-::;.;r;.;-;.:- ~0~;::y .3 Continue to bUlq:,~ndjlfih ~!!c;.communid itions and relationships with local First Nations communi~ies;··::;-&~~t~···-X;-w~:~:.:·:'}~·:::;;:.·:.:::::1;V ,-;;:«7'«-.f!'.;::.:.:.:. ''';':::::;:;'', ··X ';:;;,::::'::!:,=' .;.;;:-:..;:;.;.. ...: y~'Y.:;:::;*-:;.•.;;: ...;:~~ -" " /Suppor't'cipiioit~nitiesf9r'-regiona l partners collaborate, communicate and coordinate on .4 J to .:.; .....X' ..... «:.. -·%x··;.- .::~?matters of regiq6al signific~l1c~;..:J "'}:;:.?:~\"~1$tf.y'·'~~?~?f" .5 '·\ ...Coordinate long rahge land use, infrastructure and financial planning based upon projected v.y:«"::; t;::;. , 4 g(cfw.th, emerging p.[;j,orit ies and the anticipated needs of communities; ...:::4%.... ::-:~~~ .6 Ensu{e';:the region m aintains an effective solid waste management system in partnership '<';'.. : ... ' r:'~ with 10ea,I governments, which meets the present and future user demands; "'t@>,../P .7 Include asse.;;~mentof the social and economic benefits of arts, culture, tourism, and recreation arr\enities in decision on land use; 2013 Central Okanagan Regional Growth Strategy Page 27 50 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 I:·::," ...... <'.~...:i=•• .d.p~>:.; / "::;:':'""'- ..;/ < '(:" ::::':" ",;.: .... '~:' -" tZ';' (:~:Wlt' 2013 Central Okanagan Regional Growth Strategy Page 28 51 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 4.0 MONITORING AND EVALUATION 4 .1 Implementation and Monitoring The RGS presents ten (10) goals and associated policies that will assist in realizing the regional vision. Implementing the goals and policies will depend on cooperation and coordination between regional partners, neighbouring regions, and other agencies. The RGS provides a strategic guide to managing the future growth in the region. Once adopted, it will be the responsibility of the regional partners to implement the RGS by taking action consistent with the RGS as set out in Section 3. The RGS Steering Committee will need to coordinate the strategic priorities around the reg[oh''tnd align the priorities with the goals and policies of the RGS in order to set out a plan of action fP,':regional growth management. /'""ff The plan will be included in the RDCO annua l budgeting and wor,'iplan to outline tasks and budget for RGS implementation to be endorsed by the Regional Board. 4;' '-co;: With the regional partners working cooperatively, the strat«;g/ oj.Jtifnes the following set of tasks on the implementation of the RGS: h' 1. Update OCP Regional Context Statements .1' 2. Develop and Adopt Implementation Agreements 3. Prepare a Monitoring and Evaluation Program 4. Plan for Five-year reviews -.:~:~ .;:. <';::2.,... 4.1.1 UPDATE OCP REGIONAL CONTEXT.STATEMENTS~t. -=-::;.' '.,. ';~i " ";:: . .~ After acceptance and adoption of the RGS, local governments will be required to prepare an update to their OCP to include a regional context statement. The c~nte;;t~ ta'tementsets out the relationship ~ ...,' ~z;:-'6 ,;~»/ between the RGSand the Q,!;' P' ai.ld jdentifies how municipal actiqns will contribute to achieving the RGS goa ls and vision. Regio:!!.~!·partners . wil l continue to ~orktogether so that regional context statements achieve consistency b~weenthe RGS imd local gover nment OCP's and so that actions specified in the ~/.. ;.;.:;.-.. • .< ... :Z~/ RGS are implemented. The(~~dateip~giona!.conte xt statements are to be completed within two years of the adoPtiy"~V ~e~. ~Santi . m;!:st be subT) tted t or{ cceptance to the regional district after a review of the RGS:.. ;/, "w;::::':;';'t•.,...... w The R9.q~andmembe? iiiW~!fiPalit'ieS\Nili':)Iork to ensure OCP policies are consistent with the goals, objective.~.:·andpolicies of th~)~.GS.The process shall lead to consistency over time, recognizing the economic:~~l)~ialand env ironmi ntal benefits of healthy community development, preservation and connection "6n liatural featu(~~and ongoing land use planning cooperation, collaboration and ...... /.-:. ? ••• ') harmonization witl1 An implementation ag/e ment (IA) is a partnership agreement between a regional district and other levels of government, their agencies or other bodies which spells out the details of how certain aspects of a RGS will be carried'" out. Impl ementation agreements are an important tool designed to promote coordination between local governments and provincial agencies. Consideration of agreements in the Central Okanagan shou ld focus on measures to maintain water quantity and quality, regional transportation, regional environmental coordination, stronger regional economic development and providing accessible and affordable housing. lA's can deal with a wide range of matters making them an important tool for coordinating local-provincia l partnerships and actions. The Agreements may be used 2013 Central Okanagan Regionat Growth Strategy Page 29 52 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 to establish commitments for infrastructure investments, joint planning projects, responsibility and revenue-sharing agreements, and policy development 4.1.3 RGS MONITORING AND EVALUATION After adopting an RGS, the regional district, as directed in the LGA section 869, must establish a program to monitor the implementation and progress of the RGS. The effectiveness of the RGS is assessed through a monitoring program . The monitoring program will be established within the first year after RGS adoption and is intended to provide the foundation for ongoing monitoring and evaluation of the strategy. It can be added to or modified over time to better meet the needs of the Board of Directors and member municipalities. Monitoring is important to ensure th~Board and local government partners have feedback on whether or not the goals and policies ofthe RGSare being achieved. The program shall include performance measures to review the ~~ition,trend or emerging questions under the regiona l issue areas. A list of performance measures"'i'~provided in the appendix for each regional issue area. The measures will help track changes over time relative to the baselines. Reviewing and tracking the changes will allow the regional partners to work toward the regio·8al\ ision. :!'~';:;" The monitoring program will include an annual report and a revi~w of the RGS every 'five years to reassess the strategy and consider whether amendments are necessary. The annual monitoring report will contain a mixture of the measures outlined in Section 3. A k{Y aspect of the implementation of the RGS is the commitment to designing and implementing a practical plan for performance measurement, monitoring and accountability. 4.1.4 PLAN FOR FIVE-YEAR REVIEW The Local Government Act (LGA) provides for a five-year revi~wopportunity for Regional Growth Strategies. The review protess provides an opportunity to asses( "the strengths and weaknesses of the growth strategy, asses~;terformance"and re-evalu~te solutions to persistent region-wide issues and ...:-:...····' ..7/ ~: . responses undertaken. Tne' growth 'strategy five year',review will be an inclusive process involving the ' ....: .. ~~ ,; public, regional partners, o'rganizations and other authorities as listed in section 855 of the LGA. The review will respond to new provincial policies"ana legislation, as well as to initiatives, research, studies and plans deV'eloped respond ing to the regional issues that will assist with the region as a whole working towar~th,e RGS vision. "'T~ereview 'will ~ls9.. assess the region's demographic data, census data, and assessment of the identified initiatives undertaken in RGS. .... y.;' Analysis ·~f~·I.~Qduse, envir~'ninental/engineering,transportation and financial issues should be "'...... •.. combined into Jtie review process to allow the public and decision-makers to have a more complete understanding of .growth impacts in the region. This comprehensive approach will consider all of the various issues and ttade-offs iiwolved in planning and environmental assessment considerations. ,.;::-:. 2013 Centrat Okanagan Regional Growth Strategy 53 of 70 Page 30 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 Five-Year Reviews form the basis for regional and local assessment of progress towards the region's future growth vision. The Five-Year Reviews shall set out short-term implementation strategies to provide for adequate land, infrastructure and public facilities over a minimum of five years, and to encourage maximum utilization of existing infrastructure and development opportunities prior to extending development into the undeveloped greenfield areas of the region. 4.2 Amendments to the RGS 4.2.1 STANDARD AMENDMENTS "".;. .,~x~~~~ An amendment to the RGS, other than those considered to be a minoy amendment, is considered a standard amendment and will follow the same process that is requ~~w.~~:~oPta RGS as set out in Part 25 of the Local Government Act. ~"':($" 4.2.2 MINOR AMENDMENTS Af<~,,~~:\·{jt.J.{f-tk.. Recognizing that the RGS will require some flexibility .to·r espond ~9changing conditi6:ns in .the region, . 8:->.:;g~·. '';'' ~..;->r.::.:o:::.?-' the mmor amendment process Will.. provide a more strea.mllned amen!jment process for minor changes, while ensuring that amendments which substantially chiWiie ..the Ji;f6h.and direction\ ;f the strategy remain subject to acceptance by all affected local governme~f~1hP ,·:::~t:~:· Amendments to the RGS may only be bylaw. The Lq.cal . Government Act enables minor amendments where a process has been pursuant tg'(section 857.1 that includes the . ?(?{~:.:;~r' follOWing: "':<::~;!' // ~::7 • criteria for determining whether a pr<)p(i~ed minor for the purposes of allowing the process to • • respecting a proposed minor • n and input into the proposed minor amendment; and, i9r.;~mlendmentbylaw ropose:C!,l'rnelndrnerltto the RGS may be considered a minor amendment include a) or development proposal is inconsistent with the RGS, and, in the opinion of "~otof regional significance in terms of scale, impacts or precedence b) Text and map amendments which are not directly related to enabling specific proposed developments may be considered minor if, in the opinion of the Board, the amendment is not of regional significance c) RGS policy revisions or additions that do not alter the intent, direction or implementation of the Strategy d) Housekeeping amendments to population, dwelling unit and employment projections, housing demand estimates, tables, figures, grammar, numbering or mapping refinements that do not alter the intent of the Regional Growth Strategy 2013 Central Okanagan Regional Growth Strategy Page 31 54 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 Any proposal that does not meet the criteria set out above would be considered a standard amendment and will be required to follow the regular process as outlined in the Local Government Act, Part 25. Minar Amendment Process The process to initiate amendments to the RGS is by resolution of the Board of Directors. Municipalities and the Electoral Areas may, by resolution, request amendments to the RGS. The Board of Directors will not give first reading to a minor or standard amendment bylaw until the affected jurisdictions have been given the opportunity to formally comment on the proposed amendment. On receipt of a request from a member municipality or an Electoral Area to amend the RGS, the request will be provided to the RGS Steering Committee (RGSSC), which consists of Regional District and member municipal senior planning staff, for review with due consideration of sub-regional or regional impacts on infrastructure, transportation, land use, precedence f~dcumu lative effects of broad replication. The RGSSCrecomm endations will be provided to the.B~~rdof directors . Once a minor amendment application has been received, the"'pr;~essfor review and adoption is as follows (illustrated in Figure 4.1): • Upon receiving a minor amendment application, the RDCO will set up a RGSSteering Committee ~ / (RGSSC)meeting, which consists of Regional District and regional partners senior planning staff, /.. ' for review and discussion of the application and provide commen"ts to RDCO staff. ,...... • RDCO staff will prepare a report, reviewed by the RGSSCand forwarded to the RDCO Board to assist in its decision on whether th: /application should be 'pr6~essedas a minor amendment . • The RDCO board will assess any ~ro·to"sedamendment i~t~'rr)1s 'ofthe minor amendment criteria. The Board may resolve, by an ~ffirrriativevote of 2/3 of the board members present, to proceed with an amendment application as a minor amendment. • Where the Board resolves. to proceed with ari':amendment-v f;'pplication as a minor amendment, the Board will: " ,l'.... :. o Determine the appropriate form of public consultation required in conjunction with the proposed minor amendment. o Give 45 days' writte'n n~ticeto each affected local government, including notice that the proposed. amendment has been determined to be a minor amendment. The notice shall ./.J include 'l,.,.j~.rpmaryof the proposed amendment and any staff reports, other relevant A::~; supporting documentation and the date, time and place of the board meeting at which /?'l "':':'.. the amendirig"bylaw is to be considered for first reading. h . /. . . 0 .. C.onsider the ~Ohenco'mments provided by the affected local governments prior to ',',1'. ,;.:,:- ··':.giving first reading to the proposed amendment bylaw. • At the ti~:e.~fconsider~tion of first read ing, the Board will determine whether a public hearing on the RGS miQor am~ndmentbylaw i s required . .:::: ~'--Y" • Any minor ame~gmentbylaw shall be adopted in accordance with the procedures that apply to the adoption of 'a RGS under section 791 of the Local Government Act and Region District of Central Okanagan Regional Board Procedure Bylaw No. 1278, 2010 or as amended. 2013 Central Okanagall Regional Growth Strategy Page 32 55 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 Figure 4.1: RGS Minor Amendment Process 2013 Central Okanagan Regional Growth Strategy Page 33 56 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.5 Leave Blank •.. ------2013 Central Okanagan Regional Growlh Strategy Page 34 57 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 REGIONAL DISTRICT of NORTH OKANAGAN REPORT File No.: 3045.12.03.04 TO: Regional Growth Management Advisory Committee FROM: Anthony Kittel, Regional Growth Strategy Coordinator DATE: July 2, 2013 SUBJECT: Amended Regional Agricultural Area Plan Terms of Reference RECOMMENDATION: That it be recommended to the Board of Directors the amended Regional Agricultural Area Plan Terms of Reference be endorsed. DISCUSSION: The preparation of a Regional Agricultural Plan (the “Plan”) was supported by the Board of Directors on January 2, 2013. The Plan will differ from current Regional District strategic planning documents in that it will be drafted from a distinctly agricultural perspective. It is anticipated that the Plan will provide an overview of current agricultural activities in the North Okanagan, identify opportunities for the Regional District and member municipalities to support agriculture and make recommendations to amend existing policies and regulations. The purpose of the Plan is to define the Regional District’s role with respect to agriculture and identify appropriate policies and actions to support the long term viability and resilience of agriculture in the North Okanagan. The Plan will consider agriculture in its regional context and anticipates future changes in the industry. The Plan will propose solutions to issues and identify opportunities to strengthen farming. The Board of Directors passed the following resolution on April 3, 2013: “…That the Regional Agricultural Plan Draft Terms of Reference and the report dated February 22, 2013 regarding Regional Agricultural Advisory Committee Roundtable Results be referred to the Electoral Area Advisory Committee and member municipal councils for review and comment to provide feedback by May 31, 2013.” Two member municipalities and the Electoral Area Advisory Committee passed the following resolutions. Village of Lumby, May 6, 2013: “…That Council endorse the RDNO’s Regional Agricultural Plan Draft Terms of Reference” 58 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Amended Regional Agricultural Area Plan Terms of Reference Report to Regional Growth Management Advisory Committee – July 2, 2013 Page 2 City of Vernon, May 27, 2013: “…That Council endorse the Regional Agricultural Area Plan Draft Terms of Reference as provided; And further, that Council request participation of City staff in the development of a Regional Agricultural Area Plan.” Electoral Area Advisory Committee, June 6, 2013: “…That the draft Terms of Reference for the Regional Agricultural Plan be accepted” The City of Armstrong, District of Coldstream, City of Enderby and Township of Spallumcheen did not provide comment. The Investment Agriculture Foundation (IAF) and Ministry of Agriculture reviewed the draft Terms of Reference during the development and review of the IAF grant proposal and provided advice regarding some minor amendments of the draft Terms of Reference, based upon experience with other Agricultural Area Plans. The proposed amendments to the draft Terms of Reference are minor and include the following alterations: a) Page 1: Removal of the objective “To provide recommendations to change provincial legislation, regulation and policies to reflect the goals of the Plan” to clarify that policy development will be collaborative and not based upon advocacy. b) Page 3-4: Inclusion of Phase III: Implementation Strategy and removal of implementation development from Phase II to clarify the progression of project development, with a focus on collaborative actions. c) Page 4: The removal of “provincial and federal issues may be identified….” under proposed deliverables to clarify that this plan will focus on local and regional policy solutions and collaborative actions that may involve many partners, including senior levels of government. d) Page 5: Removal of reference to senior levels of government and replacement with “collaborative action and integrated approach” to clarify that a collaborative approach will be taken during Plan development. e) Page 5: removal of Implementation Strategy deliverable, due to replication from Development Process section, Phase III. The proposed amendments are meant to clarify the intent of the Plan and planning process and will not substantially change the focus or approach of the Terms of Reference. BACKGROUND/HISTORY: The Regional Growth Strategy (RGS) was adopted on September 21, 2011 and implementation priorities are established every year. The Board of Directors selected four priority actions for 2013, of which the initiation of a Regional Agricultural Area Plan was selected as the primary initiative. During the development of the RGS, the North Okanagan Food System Plan Steering Committee, Agriculture and Food System Working Group and the communities of the North Okanagan identified several issues, possible solutions, strategies and actions to support regional agriculture. Some of these broad strategies have been included within the RGS and in rural Official Community Plans (OCPs). The Regional Agricultural Advisory Committee (RAAC), at the February 21, 2013 meeting, identified several challenges that have been experienced by the agricultural industry. 59 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Amended Regional Agricultural Area Plan Terms of Reference Report to Regional Growth Management Advisory Committee – July 2, 2013 Page 3 The Plan would establish a clear vision and set of priorities that the Regional District, municipal partners, the agricultural sector and senior levels of government could undertake to support the North Okanagan farming community. This would assist the Board of Directors in addressing matters related to agriculture that affect communities such as meat processing licensing, agricultural water and transportation related issues (such as rail access). The Board of Directors passed the following resolution on January 2, 2013 which outlined the 2013 Regional Growth Strategy project priorities: “…That the following Regional Growth Strategy implementation projects be included within the 2013 Regional Growth Strategy Action Plan and 2013/2014 Regional Planning (031) Financial Plan: 1. Regional Agricultural Area Plan, with a focus on economic development and long-term industry resilience” The development of a Regional Agricultural Area Plan that focuses on economic development and long-term industry and food system resilience was considered the top RGS implementation priority of the Board of Directors for 2013. EXISTING POLICY: The development of an AAP corresponds with the following policies of Regional Growth Strategy Bylaw No. 2500, 2011: UC‐2.7: protect the character of rural areas: Rural Protections Areas contain a variety of lands with natural resource value including agriculture and forestry. These lands have historically played a significant role in shaping North Okanagan character and identity, offering rural lifestyle choice, as well as providing important economic benefits. Their long term viability and productivity is increasingly threatened by urban encroachment and the spread of incompatible land uses. GOAL AG‐1: Water is Managed Sustainably so all Reasonable Needs, including Agriculture, are met in a Balanced Manner. GOAL AG‐2: Maintain and Diversify the Agricultural Land Base GOAL AG‐3: Support a Robust and Diverse Agricultural Economic Sector GOAL AG‐4: Encourage a Healthy, Accessible and Resilient Food System The development of an AAP corresponds with actions identified by the Agriculture and Food Systems Working Group and has been included within Schedule ‘C’: Potential Implementation Actions of Regional Growth Strategy Bylaw No. 2500, 2011: Action AG‐1.1: Development of a Regional Agricultural Economic Development Plan. Action AG‐1.2: Create an inventory of agri‐industrial operation, infrastructure and lands Action AG‐1.3: Undertake a Regional Agricultural Area Plan. 60 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Amended Regional Agricultural Area Plan Terms of Reference Report to Regional Growth Management Advisory Committee – July 2, 2013 Page 4 FINANCIAL/BUDGETARY CONSIDERATIONS: The development of the AAP is expected to begin in September 2013. The Regional District has allocated $35,000 over a two year period for AAP development. The Investment in Agriculture Foundation of British Columbia (IAF), through the Local Government Agricultural Planning Program, has committed to this $45,000, project and the Regional District has been successful in obtaining $5,000 is Union of British Columbia Municipalities Community to Community Forum funding for this project. The Ministry of Agriculture will be providing extensive in-kind support for the expansion and updating of the Agricultural Land Inventory (ALI) to include the entire North Okanagan. Staff submitted two additional grant applications on June 27, 2013 for this planning process. The Infrastructure Planning Grant Program application requested $10,000 from the Ministry of Community, Sport and Cultural Development and a Health Communities Capacity Building Fund Grant application for $5,000 has been submitted to BC Healthy Communities. It is anticipated that the outcome of these funding requests will be known prior to September 2013. PERSONNEL IMPLICATIONS: The development of many elements of the Plan could be undertaken by the RGS Coordinator, with support from the RGS Support Team, consisting of senior planning staff representing all North Okanagan communities. Consultants would be used to assist with tasks that require additional capacity that does not exist within the Regional District. COMMUNITY CONSIDERATIONS: Consultation in creating the Plan would include targeted input from the farming community and key stakeholders as well as provide opportunities for input and feedback from North Okanagan residents and Regional Agricultural Advisory Committee. SUMMARY: The Regional Agricultural Area Plan (the “Plan”) will identify priority areas that can be readily achieved and that will help build momentum and support for the Plan implementation, which is expected to result in: • consistent information and support to farmers; • a stronger working relationship between the Regional District and farmers of the region; • an increased understanding of and support for farming by North Okanagan communities; • the preservation of the land base and water for food production; • collaborative approaches that benefit agriculture and assist in local food access; and, • stronger support for agriculture in Regional District bylaws. The amended Plan Terms of Reference reflects these desired outcomes. It is recommended that the amended Regional Agricultural Area Plan Terms of Reference be endorsed by the Board of Directors. 61 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Amended Regional Agricultural Area Plan Terms of Reference Report to Regional Growth Management Advisory Committee - July 2, 2013 Page 5 Submitted by: ItlOrw Kittel, Regiol1Bf~QJwt!l!£lh,Strategy Coordinator Approved For Inclusion: ------ Endorsed by: ~t=-~ -'" Trafford H-mministrator Rob Smailes, MCIP General Manager, Planning and Building 62 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 REGIONAL AGRICULTURAL PLAN AMENDED TERMS OF REFERENCE Scope and Approach: The majority of AAPs are either municipal or sub-regional in scope. The Regional District of Nanaimo, Cowichan Valley Regional District and the Regional District of Central Kootenay developed comprehensive, regional AAPs through partnerships with their member municipalities. A region wide approach to planning for agriculture enables a collaborative effort that can maximize the capabilities across the North Okanagan. It also supports planning that recognizes the distinct nature of each community while ensuring a consistent policy approach to agriculture. Goals & Objectives: The goal is to ensure the long term viability, prosperity and resilience of agriculture in the North Okanagan. This will be accomplished through creation of a plan containing actions and innovative approaches that support and maintain a strong and sustainable agricultural industry within our diverse communities. The planning process will review and draw upon previous work, including current bylaws, policies and plans developed over the years by our municipal partners and in consultation with senior agencies and the farming community, including the RGS. An integral component will include examining other British Columbia local government approaches to improve agricultural viability and prosperity. The following outcomes are expected: • Develop a vision for agriculture for the next 20 years; • Identify and explore current issues and opportunities relating agriculture; • Determine creative actions and approaches to address issues and opportunities; • Develop an implementation strategy; • Engage stakeholders to contribute to a comprehensive action plan that is reflective of their input; • Identify opportunities and policies that will support and enhance the economic sustainability and resilience of the agricultural industry; and, • Develop an innovative agricultural area plan which addresses long term viability and resilience of farming. The specific objectives for the Plan are: • To undertake a comprehensive analysis of the agricultural industry and the resource base; • To identify agricultural issues, trends, opportunities and challenges facing the agricultural industry; • To develop strategies and policies to take advantage of opportunities and mitigate challenges; • To develop policies to protect agricultural land; • To provide recommendations to changes in Provincial legislation, regulations and policies to reflect the goals of the Plan; 63 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 • To develop policy and establish criteria to assist in the evaluation of ALR exclusion, non- farm use and subdivision applications; and, • To provide recommendations that will promote public awareness of the importance of agriculture. The Plan is not intended to review the boundaries of the ALR or reduce local autonomy on agricultural issues. The Plan is intended to provide guidance to local government and support local and regional agricultural planning efforts. Regional Agricultural Plan Overview & Scope of Work: A Regional Agricultural Plan will involve developing a vision and identifying strategies that address current and future issues to ensure the long term prosperity and resilience of agriculture in the North Okanagan. Through discussions with the Agriculture and Food System Working Group, Regional Growth Management Advisory Committee and the Regional Agricultural Advisory Committee (RAAC), the following issue areas have been noted as significant to agricultural sustainability and industry resilience: • encouraging innovation and investment; • loss of agricultural lands and reduction of actively farmed lands; • financial and regulatory barriers for existing and new agriculturalists; • optimizing farming opportunities; • public education and linkages between community and agriculture; • services and infrastructure (eg. irrigation and agricultural water rates); • transportation; • succession planning; • edge planning; • environmental challenges; • food security; and, • climate change impacts on the agricultural industry. Draft Plan Development Process: The purpose of this project is to conduct a comprehensive planning process to research, develop policy alternatives, undertake public and agricultural stakeholder consultation and create realistic and achievable recommendations for a Regional Agricultural Plan for the North Okanagan. The Plan should provide guidance on how the Regional District and municipal, partners can implement the objectives and policies adopted in existing plans and it should identify priority actions needed to support the long term sustainability and resilience of agriculture in the region. The planning process has two three Phases. The goal of Phase I is to develop an information base and a common understanding of the issues and opportunities facing agriculture in the North Okanagan. The focus of Phase II will be to develop strategies, actions and an implementation strategy that address these issues and opportunities. The deliverable will be a Regional Agricultural Plan that will provide guidance on agricultural land use issues and the long term sustainability and resilience of the agricultural sector. Phase III will focus on the development of the implementation strategy, focusing on priority and key actions, reporting, education and monitoring. 64 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Phase I: Agricultural Profile The purpose of the Agricultural Profile is to provide a basis on which to build a Plan that is representative of the North Okanagan context. The objectives of Phase I are: • Investigate historical and current agricultural information, in order to develop an agricultural profile for the region; • Complete an agricultural Land Use Inventory (LUI), in partnership with the Ministry of Agriculture, using existing information and identify gaps; • Communicate with stakeholders in the region to determine strengths, weaknesses, opportunities, and threats facing agriculture in the North Okanagan; • Conduct a preliminary market opportunities analysis; • An in-depth review of current agricultural policies and the legislative environment; and, • Review relevant local, regional and provincial policies, programs and regulations, including: o Regional Growth Strategy o North Okanagan Food System Plan o Township of Spallumcheen Agricultural Area Plan o District of Coldstream Agricultural Area Plan o Official Community Plans o Zoning Bylaws Phase II: Regional Agricultural Plan Phase II will focus on an in-depth review of current agricultural policies, develop recommendations to enhance agriculture in the region, create an implementation strategy, and identify funding opportunities. The overall process to develop the plan will be to: • Recommend goals, objectives and actions for resolving the main issues and capitalizing on opportunities. • Develop policy priorities and recommendations in collaboration with the RAAC, Board of Directors, the agricultural community, participating jurisdictions, senior levels of government and residents. • Identify recommended amendments to existing policies and bylaws. • Develop a detailed implementation strategy for the Regional Agricultural Plan. • Make recommendations on funding opportunities and evaluation strategies. • Identify implementation steps and recommend appropriate priorities to address the issues facing farming and agriculture in the region. • Recommend appropriate priorities to address the issues facing farming and agriculture in the region. Phase III: Implementation Strategy The Regional Growth Strategy was adopted on September 21, 2011 and has developed both an implementation strategy and monitoring and evaluation program. The Agricultural Area Plan’s implementation program, although separate, will be required to complement and support established Regional Growth Strategy programs. Phase III tasks will include: • Identify pilot project and program opportunities, in collaboration with potential project partners. Develop preliminary budgets and identify funding opportunities. 65 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 • Prepare an implementation strategy by identifying priorities, actions and participants to successfully achieve solutions and to promote agriculture. • Establish a monitoring process that measures ongoing progress towards plan implementation; and maintains an activity inventory of the agricultural sector in the region. • Include the farm community, the general public and community organizations in the plan implementation process. • Identify processes to implement and direct the plan process. Proposed Deliverables: Regional Agricultural Plan The purpose of the Regional Agriculture Plan is to ensure that the agricultural capability of the North Okanagan is enhanced as part of a secure food supply for the region through improved decision-making related to agriculture and agricultural land uses. Agriculture in the Region is characterized by its diversity, with larger operations predominantly in Coldstream, Spallumcheen and the Electoral Areas and many small lot farms spread across the North Okanagan. The Plan’s recommendations will need to address all sizes and forms of farm operations, from the largest fruit growers in Greater Vernon to homesteaders in Cherryville and diversified small lot farmers that exist throughout the region. This Plan will address issues related to the preservation of the agricultural land base and maintaining and expanding agricultural capabilities throughout the region. The objectives that the Plan will address will focus on four land use policy areas: • Support Designated Farmland Uses • Increase the Productive Use of Farmland in the ALR • Enhance the Agricultural Resource Base • Create policy on issues including: a. criteria to evaluate the various forms of Agricultural Land Commission applications (ALR exclusions, non-farm uses, and subdivisions) This Plan will provide guidance on local and regional opportunities to support the agricultural sector, which may include: . Provincial or federal issues may be identified, but resolving these issues is beyond the authority of local and regional government or the local agricultural industry. Regional, provincial and national organizations are best equipped to address those concerns. The Strategy should explore local and regional opportunities, including: • improved farm business management that can be realistically implemented by farmers and farm organizations; • local and regional provincial and federal policies and approaches which will encourage agricultural activity within and outside the ALR and allow agriculture to become more profitable, resilient and sustainable; • identification of agricultural crops and products with potential for enhancing agriculture in the region including opportunities in smaller and medium scale agricultural farm operations; • strategies to attract new farmers and new investment in primary and value-added production; 66 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 • improve education and information exchange between the farm community and the public including better education of youth with respect to farm practices and the role that the industry plays in the community; • promote local agriculture; • Identify new markets, approaches and opportunities that will increase the profitability of the agricultural sector; and, • address environmental issues related to agriculture. The emphasis of this Plan will be on taking advantage of the opportunities, and addressing the issues that are local and regional, although senior government ministries will be requested to support regional agriculture through policy actions and/or financial support. through collaborative action and a integrated approach. The regional emphasis for this Strategy will mean that current social, economic and environmental links between agriculture and the community will have to be recognized and new links established if change is to take place. Both the agricultural sector and the community will have to be involved in developing a vibrant, sustainable and resilient agricultural sector in the North Okanagan. The Plan will define the Regional District’s role with respect to agriculture and identify appropriate policies and actions to support the long term viability of farming by protecting the agricultural land base. The Plan is meant to be a sub-strategy of the RGS and complement OCPs and may be adopted, in a locally amended form, as a sub-plan or schedule of OCPs. Implementation Strategy The Regional Agricultural Plan policies are proposed to be implemented by the appropriate local, regional and senior governments, agricultural organizations, agriculturalists and agricultural community groups, within immediate, short, medium and long-term timelines, according to priority and anticipated ease of implementation. Care must been taken to organize policy implementation in a manner that does not unreasonably burden specific local, regional and senior government agencies, in terms of required resources and timelines. Agriculture Area Plan Consultation Process: The Plan will need to be developed with consultation with the agricultural community, key stakeholders, residents, First Nations and senior levels of government to ensure that the Plan is reflective of regional concerns and issues regarding long term agricultural sustainability and resilience. Consultation will provide the opportunity for developing creative and realistic solutions and policies to respond to those challenges. It is the experience of other local and regional governments that an inclusive public and agricultural community engagement program is one of the most important elements for creating robust and comprehensive agricultural planning outcomes. The RAAC will act as the Plan’s steering committee throughout the Plan’s development process and will assist in facilitating farming community involvement. 67 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 Based upon the agricultural area plan work programs of other local and regional governments, the following public and stakeholder engagement actives are recommended: • Workshops were with a range of agricultural stakeholder groups, including specialty (small-scale, organic) agriculture, field horticulture (plant agriculture), intensive horticulture, horticultural processing, supply-managed (dairy, poultry) operations, supply managed processing, livestock operations and livestock products processing. • Interviews with prominent stakeholders (to be identified). • Community meetings to enable farmers and residents to provide input about the agricultural areas they work and live in. Feedback from these meetings can play a key role in identifying agricultural issues and policy solutions. • Surveys targeted at specific groups, such as agricultural producers, processors, retailers and consumers to provide insight on issues, barriers, agricultural awareness and potential solutions. • Open houses and information sessions at key points within the process. • Farm Tours for stakeholders, local and senior government representatives and other agencies, with the goal of providing farmers the opportunity to demonstrate their operation and discuss their challenges and barriers directly. Responsibilities: Regional Growth Management Advisory Committee The Plan is considered a priority RGS implementation action and a potential sub-strategy of the RGS. The Regional Growth Management Advisory Committee (RGMAC) is responsible for overseeing RGS development, implementation and review. Although the RGMAC will not be directly involved within the development of the Plan, this Committee will be responsible for: • Developing Regional Agricultural Plan Terms of Reference; and, • Reviewing and commenting on the draft Plan deliverables. Regional Agricultural Advisory Committee The Regional Agricultural Advisory Committee (RAAC) was appointed in early 2013. Each of the agricultural representatives brings their experience and understanding of agriculture in the North Okanagan to the planning process. The RAAC members will provide support and, through the planning process, act as liaisons with the agricultural community. The core responsibilities of the RAAC will be to: • Assist with defining key components of the Terms of Reference for the Plan, including advice on the goals and objectives and priority issues to be considered within the Plan. • Assist with engaging and consulting the agricultural community, rural residents and industry during Plan development. • Provide advice and technical support to Regional District staff and the selected consultant(s) on the history of agriculture in the region and current agricultural issues and priorities. • Review and provide feedback on the draft Plan including policies, recommendations and implementation strategies. 68 of 70 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 U ___T_H_E---.::C~O~R.::::.P~O:....:AA=T:....:I:....:O~N-=---O=-:F=---=-:TH::..:::E=---=C~IT-=-Y=---=O:...:F~V....:....=E.:..:R::..:N:...::O:..:.N~_ File: 5280-01-02 '~)lli:(GhiUWIEr~ .,~ JUN03 2013 May 29,2013 nEG IONAl OISTRle I (, NORTH OKANAGAN Regional District of North Okanagan 9848 Aberdeen Road Cold stream BC Vi B 2K9 Attention : Anthony Kittel, Regional Growth Strategy Coordinato r; Dear Sir, RE: REGIONAL AGRICULTURAL PLAN DRAFT TERMS OF REFERENCE Council, at its Regu lar Open Meeting held May 27 , 2013, discussed the above captioned issue, and adopted the following resolution: "THA T Council endorse the Regional Agricultural Area Plan Draft Terms of Reference as provided; AND FURTHER, that Council request participation of City staff in the development of a Regional Agricultural Area Plan. CARRIED. " Please contact Ms . Brooke Marshall, Environmental Planner at 250-550-3492 or [email protected] to discuss this matter further, o Patricia Bridal, Corporate Officer Director, Corporate Services Ij n Cc: K. Flick, Director, Community Development B. Marshall, Environmental Planner City Hall: 3400 - 30th Street, Vernon, British Columbia VI T 5E6 Airport, Telephone (250) 545-3035 • Fax (250) 542-4533 Telephone (250) 545-1361 • Fax (250) 545-7876 City Yards, Telephone (250) 549-6757 • Fax (250) 545-3345 Administration· Fax (250) 545-4048 69 of Fire70 Department, Telephone (250) 542-5361 • Fax (250) 542-7271 www.vernon.ca Community Development & Engineering, Telephone (250) 550-3634 • Fax (250) 545-5309 RGMAC - REGULAR AGENDA July 18, 2013 - ITEM C.6 DISTRICT OF COLDSTREAM 9901 KALAMALKA ROAD, COLDSTREAM, BC V1B 1L6 Phone 250-545-5304 Fax 250-545-4733 email: [email protected] File: 0470-30 ~m:~~U\~YUi.l.ID MAY1 7 2013 Your File No. 3045.12.03.04 REGIONAL DISTRIC r OF May 16,2013 NORTH OKANAGAN Regional District of North Okanagan Anthony Kittel, Regional Growth Strategy Coordinator 9848 Aberdeen Road Coldstream BC V I B 2K9 Dear Mr. Kittel: Re: Regional Agricultural Plan Draft Terms of Reference for Review and Comment At their meeting held May 13,2013, Council discussed the above and adopted the following resolution: THAT the letter from the Regional District of North Okanagan dated April 15, 2013, regarding draft Terms of Reference for the Regional Agricultural Plan, be receivedfor information. Council reviewed the Regional Agricultural Plan Draft Terms of Reference and did not have any comments at this time. If you have any questions please feel free to contact me at 545-5304 or by email at [email protected]. Yours truly, Keri-Ann Austin, CMC Director of Corporate Administration CC M. Stamhuis, CAO T. Hall, CAO RDNO 70 of 70