Northern Economic Development and Initiatives Committee Agenda May 2, 2016; 10:30 AM District of Lillooet Council Chambers 615 Main Street, Lillooet, BC
Item Item of Business and Page Number Page
1. Call to Order
We would like to recognize that this meeting is being held on the Traditional Territory of the St’át’imc Nation.
1.1 Election of 2016 Northern Economic Development and Initiatives Committee Chair
1.2 Election of 2016 Northern Economic Development and Initiatives Committee Vice-Chair
2. Approval of Agenda
3. Closed Northern Economic Development and Initiatives Committee Meeting
THAT the Board close the meeting to the public under the authority of Section 90(1)( ) of the Community Charter.
4. Rise & Report
5. Consent Agenda
(Voting rule on each item may vary; unanimous vote required)
Items appearing on the consent agenda which present a conflict of interest for Committee Members must be removed from the Consent Agenda and considered separately.
Any items to be debated or voted against must be removed from the Consent Agenda and considered separately.
THAT the resolutions set out in the Consent Agenda be approved, and those Consent Agenda items which do not have resolutions related thereto be received.
5.1. Confirmation and Receipt of Minutes
5.1.1. Northern Economic Development and Initiatives 3 - 6 Committee Draft Meeting Minutes of April 27, 2016
THAT the Northern Economic Development and Initiatives Committee Meeting Minutes of April 27, 2016 be approved as circulated.
Page 1 of 333 Item Item of Business and Page Number
Page
6. Business Arising from the Minutes
7. New Business
7.1 CAO Verbal Update
7.2 Direction Request – Sub-Regional Economic Development 7 - 333 (Northern SLRD) – Next Steps
The NEDI Committee provide direction to staff in terms of next steps related to sub-regional economic development initiatives in the northern SLRD.
8. Director's Reports
9. Decision on Late Business
(2/3 majority vote)
THAT the late business items be considered at this meeting.
10. Late Business
11. Director's Notice of Motion
12. Adjournment
THAT the meeting be adjourned.
Page 2 of 333 Northern Economic Development and Initiatives Committee Draf...
Northern Economic Development and Initiatives Committee Minutes April 27, 2015; 10:00 AM District of Lillooet Council Chambers 615 Main Street, Lillooet, BC
In Attendance: Committee: M. Lampman, Presiding Chair (Lillooet); D. Demare, (Area A, via teleconference); M. Macri (Area B)
Absent: J. Courschesne (Lillooet)
Staff: L. Flynn, CAO and Recording Secretary (SLRD - via teleconference); B. McRae, CAO (Lillooet); J. Nadon, Communications & Grants Coordinator (SLRD); M. Hohner, Communications and Grants Writing (Lillooet)
1. Call to Order
The Secretary called the meeting to order at 10:05 AM.
The Secretary called for nominations for Presiding Chair.
M. Lampman was nominated for Presiding Chair and accepted the nomination.
M. Lampman assumed as the Presiding Chair for the balance of the meeting.
2. Approval of Agenda
It was moved and seconded:
THAT the agenda be approved. CARRIED
3. Closed Northern Economic Development and Initiatives Committee Meeting
None
4. Rise & Report
N/A
5. Consent Agenda
It was moved and seconded:
THAT the resolutions set out in the Consent Agenda be approved, and those Consent Agenda items which do not have resolutions related thereto be received.
5.1. Confirmation and Receipt of Minutes
Page 3 of 333 Northern Economic Development and Initiatives Committee Draf... Page 2 of 4 of the minutes of the Northern Economic Development and Initiatives Committee meeting, held on Monday, April 27, 2015 in the District of Lillooet Council Chambers 1350 Aster Street, Pemberton, BC.
5.1.1 Northern Economic Development and Initiatives Committee Draft Meeting Minutes of February 3, 2015
It was moved and seconded:
THAT the Northern Economic Development and Initiatives Committee Meeting Minutes of February 3, 2015 be approved as circulated.
CARRIED
6. Business Arising from the Minutes
None
7. New Business
7.1. CAO Verbal Update Budgets
It was moved and seconded:
THAT the CAO Verbal Update be received.
CARRIED
7.2. Request for Decision - Proposed 2015 Economic Development Activities & Budget Allocations
It was moved and seconded:
THAT the Request for Decision - Proposed 2015 Economic Development Activities & Budget Allocations be received.
CARRIED
7.3. Direction Request - Draft 2015 Economic Development Budget
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT the Squamish-Lillooet Regional District’s 2015 Northern Development Initiative Trust Economic Development Capacity Building Grant funds be split 50/50 between Electoral Areas A and B, or $25,000 each.
CARRIED
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT $18,000 for the Fraser Basin Council’s Community Economic
Page 4 of 333 Northern Economic Development and Initiatives Committee Draf... Page 3 of 4 of the minutes of the Northern Economic Development and Initiatives Committee meeting, held on Monday, April 27, 2015 in the District of Lillooet Council Chambers 1350 Aster Street, Pemberton, BC.
Development Projects Project A Governance Model Feasibility Study for 2015 be funded out of the $85,000 allocated by the Squamish-Lillooet Regional District in 2013 to the NEDIC initiatives.
CARRIED
It was moved and seconded:
THAT it be recommended to the Regional Board:
THAT Area A’s share of the Squamish-Lillooet Regional District’s 2015 Northern Development Initiative Trust Economic Development Capacity Building Grant be allocated as follows:
1. $20,500 to the Bridge River Valley Community Association to support their projects;
2. $4,500 allocated to support the regional tourism asset inventory and/or other regional initiatives.
CARRIED
7.4. Request for Decision - Implementation Strategy - Economic Development Governance Model
It was moved and seconded:
1. THAT the attached Draft Request for Proposals regarding the formation of an inclusive, multi-party economic development committee / working group to guide and coordinate economic development in the northern SLRD be approved; and
2. THAT staff be directed to issue the Request for Proposals and proceed with the implementation strategy for the Economic Development Governance Model as recommended by the Fraser Basin Council in its 2014 report, and according to the revisions with respect to meeting dates set out in the Request for Proposals.
CARRIED
7.5. Direction Request - 2015-2018 Strategic Direction and Goal #4 - Regional Tourism Route(s)
It was moved and seconded:
THAT the Direction Request - 2015-2018 Strategic Direction and Goal #4 - Regional Tourism Route(s) be received.
CARRIED
8. Director's Reports
None
Page 5 of 333 Northern Economic Development and Initiatives Committee Draf... Page 4 of 4 of the minutes of the Northern Economic Development and Initiatives Committee meeting, held on Monday, April 27, 2015 in the District of Lillooet Council Chambers 1350 Aster Street, Pemberton, BC.
9. Correspondence for Action
9.1. Lillooet Wine and Beer Festival Society - Request for Funding
It was moved and seconded:
THAT the Lillooet Wine and Beer Festival Society funding request for the 6th Annual Lillooet Wine and Beer (Harvest) Festival be received.
CARRIED
10. Decision on Late Business
N/A
11. Late Business
None
12. Director's Notice of Motion
None
13. Adjournment
It was moved and seconded:
THAT the meeting be adjourned. CARRIED
The meeting adjourned at 12:10 PM.
M. Lampman, Presiding Chair L. Flynn, Secretary
Page 6 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps Headings, Font & Spacing Date of Meeting: Northern Economic Development & Initiatives – May 2, 2016
Request:
THAT the NEDI Committee provide direction to staff in terms of next steps related to sub-regional economic development initiatives in the northern SLRD.
Attachments:
1. Northern Economic Development and Initiatives Committee – Terms of Reference Related past reports (attached): 2. February 17, 2016 – Request for Decision (SLRD Board) – Northern St’át’imc Relationship-building with work plan 3. November 25, 2015 – Request for Decision (SLRD Board) – C2C and LIRN-BC Forums – Northern St’át’imc Relationship-Building 4. September 30, 2015 – Request for Decision (SLRD Board) – Fall Intake – Community to Community Forum 5. June 24, 2015 – Request for Decision (SLRD Board) – Northern SLRD Regional Economic Development Partnership – Proponent Selection (note: this went to the Board and not NEDI as we didn’t have quorum at the June NEDI meeting). 6. April 27, 2015 – Request for Decision (NEDI) – Implementation Strategy – Economic Development Governance Model 7. February 3, 2015 – Direction Request (NEDI) – Implementation Strategy – Economic Development Governance Model 8. October 23, 2014 – Direction Request (NEDI) – 2013/14 Community Economic Development Projects Report – Fraser Basin Council 9. October 28, 2013 – Request for Decision (NEDI) - NEDIC Report – 2013 Deliverables – Status Update 10. April 22, 2013 – Request for Decision (NEDI) – NEDIC Report
Page 7 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps Background / Context: Headings, Font & Spacing
In 2012, elected officials from Electoral Areas A and B of the SLRD and the District of Lillooet (DOL) began meeting in an effort to improve communication and work more collaboratively on economic development matters concerning the northern SLRD sub- region. The SLRD Board formed the Northern Economic Development & Initiatives (NEDI) Committee in June 2013 to formalize the relationship. The SLRD Board allocated $85,000 to NEDI to undertake economic development work in the northern sub-region of the SLRD. As well, both the SLRD and DOL allocated portions of their respective Economic Development Capacity Building grants from Northern Economic Development Initiative Trust to various sub-regional projects. Several projects have been undertaken over the past four years in an effort to help foster balanced, equitable and sustainable economic development in the northern sub-region of the SLRD. Details concerning NEDI’s work can be found on the SLRD website: http://www.slrd.bc.ca/inside-slrd/current-projects-initiatives/community-and- regional-economic-development-northern-slrd. Highlights include: Economic Development Assessment, Strategy and Action Plan (EDCD Consulting, 2012) Community Asset Inventory for the Bridge River Valley (Bridge River Valley Community Association, 2012) Support for enhanced community engagement and technical workshops related to the development of the Electoral Area B, District of Lillooet & St’át’imc Agricultural Plan (Upland Consulting, 2013) Community Economic Development Presentation and Workshop (Michael Shuman, 2014) Economic Leakage Analysis (Fraser Basin Council, 2014) Community Asset Inventory for Electoral Area B and the District of Lillooet (Fraser Basin Council, 2014) Economic Development Shared Service Governance Model Study (Fraser Basin Council, 2014) Various sub-regional and local economic development initiatives including development of a Tourism Asset Inventory for the northern SLRD, support for
Page 8 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps DOL tourism kiosk, tourism plan and websiteHea enhancementsdings, Font, funding & supportSpacing
for an economic development contractor for Area A, and funding support for implementation of the Area B, DOL and St’át’imc Agricultural Plan (2014, 2015) At the recommendation of NEDI, at its meeting on November 24, 2014, the SLRD Board passed the following resolution: THAT The Northern Economic Development & Initiatives Committee supports the timely implementation of Project A Governance Model Feasibility Study of the Fraser Basin Council Community Economic Development Projects report, subject to identification of the local government staff lead, and the available budget for the staff lead and implementation of Project A. Subsequently, at the recommendation of NEDI, at its meeting on May 21, 2015, the SLRD Board passed the following resolution: THAT $18,000 for the Fraser Basin Council’s Community Economic Development Projects Project A Governance Model Feasibility Study for 2015 be funded out of the $85,000 allocated by the Squamish-Lillooet Regional District in 2013 for the NEDIC initiatives. The Economic Development Shared Service Governance Model Study conducted by the Fraser Basin Council concluded that an inclusive, multi-party working group composed of representatives from the SLRD, DOL and northern St’át’imc governments, along with representatives from business and community groups be formed to improve communication and guide economic development in the northern SLRD. Previous studies commissioned by the SLRD, including an Economic Opportunity Assessment (2008, EcoPlan International) and the Economic Development Assessment, Strategy and Action Plan (2012, EDCD Consulting) also recommended that a joint stakeholder local economic development working group be formed. In June 2015 EcoPlan International was hired to help form the sub-regional economic development committee / working group and facilitate its work through the initial development phase. As directed in the SLRD’s Request for Proposal, EcoPlan submitted a 2-year work plan (2015/2016) valued at $51,778, with $18,000 being allocated for work conducted in 2015 as noted in the resolution above. Funds for the contract were allocated from the $85,000 originally allocated to NEDI by the SLRD Board in 2013. After conducting initial interviews with sub-regional economic development stakeholders, EcoPlan presented the concept for a multi-party economic development
Page 9 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps working group to the Lillooet Tribal Council (LTC) inHea Octoberdings, 2015. FontThe LTC, & Spacingwhich is
composed of the elected Chiefs of the six northern St’át’imc communities, confirmed that they were interested in exploring opportunities for regional collaboration. However, the St’át’imc leadership advised that before committing to a formal collaborative economic development process, they requested that elected leadership be brought together to discuss key foundational issues, including historical context, St’át’imc Title and jurisdiction, and what economic development means to the St’át’imc, particularly in light of the recently inked 50 year deal with BC Hydro and the 2014 Tsilhqot’in Decision. The SLRD, with support from the DOL and the LTC, organized a Community to Community (C2C) Forum in response to this request and the meeting was held on January 21 and 22, 2016 with elected officials and members of staff of the SLRD, the District of Lillooet and the six northern St’át’imc communities (Sekw’el’was, T’it’q’et, Tsal’alh, Ts’kw’aylaxw, Xaxli’p and Xwísten) in attendance. Based on the feedback received, the Forum was a success with many participants expressing hope that the Forum would be the start of closer working relationships. While the parties have not yet formally committed to a joint Community Economic Development (CED) process, there appears to be consensus that stronger St’át’imc / non-St’át’imc relationships will lead to a stronger region. With this, there was agreement about the need to continue improving communication, building trust, and finding ways to work more collaboratively. At its meeting on February 17, 2016 the SLRD Board committed to a continued dialogue with the LTC, northern St’át’imc communities and the DOL. It should also be noted that a second relationship-building event took place on March 12, 2016 with support from Learning Initiatives for Rural and Northern (LIRN) BC. The LIRN-BC event was hosted by the DOL, with support from the Lillooet Library Association and the Lillooet Tribal Council. The event was organized by the same staff-level planning group that was convened to organize the C2C Forum. It brought together about fifty people from around the northern SLRD / Lillooet / norther St’át’imc Territory, including representatives from the SLRD, DOL and northern St’át’imc governments as well as business and community groups. Following the success of the C2C Forum and LIRN-BC events Tthe SLRD Board supported the continuation of the staff-level project planning group that was convened to organize the two events. Further, the Board approved a budget of $74,133 for 2015/16, with $51,778 coming from the funds originally allocated to the NEDI
Page 10 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps Committee for the 2015/16 EcoPlan contract, $17,355Hea fromdings, the Outreach Font cost& Spacing centre
and $5,000 from the C2C Forum grant. As such, after 2015 expenditures (EcoPlan contract fees and disbursements) and C2C expenses, there is $47,560 remaining to fund continued work in 2016. The DOL and LTC have both agreed to continue allocating staff resources to the staff- level project planning group as well. The focus of the project planning team is to improve communication and engagement, strengthen relationships and encourage collaboration among and between the SLRD, DOL and northern St’át’imc communities. However, promoting economic development collaboration remains a key priority. Feedback received from the C2C Forum, LIRN-BC event and through individual interviews conducted by EcoPLan with SLRD, DOL and St’át’imc elected officials indicates that there is strong appetite within the region to “get going on economic development”. Therefore, in the interest of moving forward on plans to establish an inclusive multi- party regional economic development working group, EcoPlan is proposing that the project planning team work together to organize a one-day economic development community forum in the northern SLRD. Building on the C2C and LIRN-BC events, the forum would bring indigenous and non-indigenous government, business and non- governmental organizations together to co-create a vision for economic development within the northern SLRD / northern St’át’imc Territory and inspire collective action on economic cooperation. Three desired outcomes for the Forum have been identified: 1. Prioritization of regional projects; and 2. Development of an action plan to undertake priority projects; and 3. Agreement among the parties to form a sub-regional economic development working group. Specifics regarding the proposed community forum have not yet been determined.
For Consideration:
As previously stated, the LTC feels that improved communication, increased trust and stronger relationships are required before effective collaboration on regional economic development can occur. Therefore, the scope of the work being conducted by EcoPlan (and the staff-level project planning team) has expanded beyond its original economic development focus.
Page 11 of 333 Direction Request – Sub-Regional Economic Development (North... DIRECTION REQUEST
Sub-Regional Economic Development (Northern SLRD) – Next Steps In light of this, staff request that NEDI consider nextHea steps.dings, Options Font for consideration & Spacing
include: 1. NEDI provides feedback to staff regarding the proposed economic development community forum, and directs SLRD and DOL staff to continue working with LTC staff to organize the event such that the economic development and relationship-building activities occur in a parallel process; 2. NEDI directs staff to postpone planning for the community economic development forum until such time as additional relationship-building has taken place; 3. Other options as presented by NEDI.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 12 of 333 Direction Request – Sub-Regional Economic Development (North...
Squamish-Lillooet Regional District Northern Economic Development and Initiatives Committee (“NEDIC”) Terms of Reference
The Northern Economic Development and Initiatives Committee (“NEDIC,” “the Committee”) is a Standing Committee of the Squamish-Lillooet Regional District (SLRD) Board, appointed by the SLRD Board Chair to consider and report to the Board from time to time or whenever desired by the Board and as often as the interests of the Regional District may require, on all matters referred to it or coming within its purview, and to make recommendations to the Board regarding such matters.
Committee Purpose: To develop and recommend strategies and implement plans, as per the Committee Terms of Reference and financial plan, that support and enhance sub-regional economic development opportunities and initiatives in the northern areas of the SLRD (Electoral Areas A and B and the District of Lillooet), in accordance with the SLRD’s established strategic plans, policies and legislative mandate.
Committee Roles: To explore, discuss, develop and promote strategies and actions for sustainable sub-regional economic development in alignment with existing strategic plans. To provide advice and support to the SLRD Board on sustainable sub-regional economic development and renewal initiatives. To participate in economic development and renewal activities deemed necessary by the Committee. To liaise with the Regional District, the District of Lillooet and other community stakeholder groups regarding sub-regional economic development initiatives including, but not limited to: o Development and implementation of an economic development strategy; o Research and analysis of existing economic development conditions on key topic areas that may include, but are not restricted to, key sectors including tourism and agricultural development; o Development and hosting of local economic forums with an emphasis on attracting business, investors and joint venture partners;
Page 13 of 333 Direction Request – Sub-Regional Economic Development (North...
o Support and assistance with joint economic development fund raising and project development; and o Development of initiatives to promote and market the northern SLRD region to investors, tourists, businesses, potential residents and the local communities.
Committee Membership: All members must be appointed by the SLRD Chair/Board and confirmed by the Regional District Board. Appointments under section 10.1 of SLRD Procedure Bylaw No. 1260-2012, as amended, may include persons who are not members of the SLRD Board. However a minimum of three (3) members must be Directors of the SLRD Board; one Board Director from each of: o SLRD Electoral Area A o SLRD Electoral Area B o District of Lillooet The SLRD Board Chair shall be an ex officio member of the Committee.
Responsibilities: Committee members have a responsibility to make recommendations and action plans based on the best interests of the community-at-large. In actioning its goals and plans, the Committee shall have due regard for application statutes, the bylaws and policies of the Regional District and the Committee Terms of Reference. Members shall conduct themselves and declare any conflicts of interest in accordance with the SLRD Procedures Bylaw No, 1260-2012, as amended, and the Community Charter. Members shall not speak on behalf of the Committee or represent themselves as having any authority beyond that delegated by the Board. Members must be committed to joint and cooperative regional economic development and shall assume an active role in Committee activities by: o Regularly attending meetings; o Reading the materials sent out in advance of the meetings to help provide informed feedback; o Taking part in public outreach events; and o Acting as “community ambassadors” and helping to communicate Committee discussions to the larger region, both informally and through more formal committee communications as per the Board communication
Page 14 of 333 Direction Request – Sub-Regional Economic Development (North...
policy (interviews in project newsletters, at community events, in the media, etc.).
Committee Chair Committee members shall elect the Committee Chair and Vice Chair at the first meeting held each calendar year. The Chair and Vice Chair shall hold office for one year or until successors have been appointed. The Committee Chair will normally chair the Committee meeting. However the Chair may designate the Vice Chair to act as Chair. In the absence of the Chair and Vice Chair, the Committee shall choose a Committee member to act as Chair of the meeting.
Staff Support Staff’s primary function to the Committee is to act in a support / advisory role. Staff support for the Committee shall come from the SLRD or the District of Lillooet as required. The Committee may make requests of staff through the SLRD CAO. It is the role of the SLRD and District of Lillooet CAOs to manage and direct their respective staff to support the Committee, and concerns in this regard should be communicated by the Committee Chair to the respective CAOs. Unresolved matters by the aforementioned means shall be dealt with by the Regional Board.
Available Resources A Committee resolution shall be forwarded to the SLRD Board recommending support of the Committee Terms of Reference. The Board resolution supporting the Committee Terms of Reference shall delegate decision making to the Committee and authority to expend Committee funds as identified in the financial plan.
Committee Meetings: The number of Committee meetings per year shall be established by the Committee and approved by the Regional Board. Any further meetings must be planned within the Committee’s approved meeting expense budget. Dates, times and places for meetings shall be determined by the Committee.
Page 15 of 333 Direction Request – Sub-Regional Economic Development (North...
The Committee Chair must notify the SLRD Secretary of each meeting so that the Secretary may comply with the notification requirements set out in Section 10.9 of the SLRD Procedure Bylaw No. 1260-2012, as amended. Changes to the master meeting schedule of regularly scheduled Committee meetings must be requested through the SLRD CAO.
Agendas/Minutes Committee Meeting Agendas shall be prepared by the designated staff in consultation with the Committee Chair. The Agenda will be distributed to the Committee members and to the Regional Board at least seventy-two (72) hours before the meeting. Minutes should be kept in a standard format and be consistent with other minutes as recorded by the Regional District. It is not intended that minutes are to be a recording of everything that is said at the meeting, but rather a key listing of points related to the Agenda items and formal resolutions adopted by the Committee. Minutes of the Committee meetings must be confirmed at the next meeting, signed by the Chair and distributed to all Committee members and SLRD Board members for their information. With the exception of minutes from Closed Meetings, minutes must be open for public inspection at the Regional District Office during regular office hours.
Rules of Conduct/Voting The rules of procedure set out in Squamish-Lillooet Regional District Procedure Bylaw No. 1260-2012, as amended, shall apply. Where Procedure Bylaw No. 1260-2012 is silent, Robert’s Rules of Order, Newly Revised, shall apply. Each Committee member who is present, with the exception of staff Committee members, is entitled to vote and has one (1) vote; unless otherwise provided or agreed to by the members, voting shall be by show of hands. Staff who are Committee members shall be non-voting. Recommendations of the Committee must be adopted by a majority affirmative vote of the voting Committee members present at the meeting. A Committee member present at a meeting who abstains from voting is deemed to have voted in the affirmative. Quorum shall be the majority of the voting Committee members.
Page 16 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
Date of Meeting: SLRD Board – February 17, 2016
Recommendations:
1. THAT the Squamish-Lillooet Regional District Board commit to a continued dialogue with the Lillooet Tribal Council, northern St’át’imc communities and District of Lillooet to strengthen relationships, share learning, explore opportunities to improve communication and work more collaboratively and determine next steps by: Supporting the continuation of the existing staff-level project planning group and allocating the resources of the Communications & Grants Coordinator needed to continue participating through 2016, with secretariat and facilitation support provided by EcoPlan International; Reallocating the $12,750 of funds previously budgeted from Outreach cost centre #1601 for the Learning Initiatives and Rural and Northern (LIRN) BC workshop as per the attached work plan and budget; Directing staff to send letters to the Lillooet Tribal Council and District of Lillooet requesting that they allocate staff resources to support the continuation of the staff-level project planning group through 2016; Consulting with EcoPlan and the project planning group as required to inform the development of an action plan focused on improving St’át’imc – non-St’át’imc engagement and cooperation based on next steps arising from the January C2C Forum; and 2. THAT the Chair and / or the CAO be authorized to execute any agreements that may arise from the work of the staff-level project planning group, per the attached work plan and budget.
Attachments:
EcoPlan International 2016 revised work plan and budget
Related past reports:
January 28, 2016 – COMMITTEE OF THE WHOLE: Request for Direction: The Truth and Reconciliation Commission of Canada’s Calls to Action and the United
Page 17 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
Nations Declaration on the Rights of Indigenous People – Effect on Canadian Local Government
November 25, 2015 – BOARD: Request for Decision: C2C & LIRN-BC Forums – Northern St’át’imc Relationship Building
September 30, 2015 – BOARD: Request for Decision: Community to Community (C2C) Forum funding – (Fall) 2015/16
Event Summary / Status Update:
On January 21 and 22, 2016, a Community to Community (C2C) Forum was held with elected officials and staff from the SLRD, District of Lillooet and the six northern St’át’imc communities participating. The forum was designed to strengthen relationships, share learning, and identify opportunities to improve communication and collaboration. A detailed Event Summary will be forthcoming. Attendance: Despite the inclement weather, the event was well-attended with delegates coming from across the SLRD / northern St’át’imc Territory. The community (6) and political (1) chiefs of all six northern St’át’imc communities attended, along with several councillors and senior staff people. The District of Lillooet Mayor and Council were also in attendance, along with six of the SLRD Board’s directors. In total, 44 people participated in the evening session on January 21st, with 38 people attending one or more of the sessions the following day. We had budgeted for a total of 50 people per day. Unfortunately, not everyone who had RSVP’d was able to attend. C2C Forum Format and Objectives:
The Economic Development Governance Model Feasibility Study conducted by the Fraser Basin Council in 2014 concluded that an inclusive, multi-party working group should be formed to improve communication and guide economic development in the northern SLRD. The St’át’imc leadership requested that elected leadership be brought together to discuss key foundational issues before they would feel comfortable committing to a formal collaborative economic development process. The SLRD organized the C2C in response to this request. The planning group referred to the framework set out in the Stronger Together Toolkit for First Nations – Municipal Community Economic Development (CED) Partnerships when planning the C2C Forum.
Page 18 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
The toolkit, developed in partnership by the Federation of Canadian Municipalities (FCM) and the Council for the Advancement of Native Development Officers (CANDO), sets out a four-stage joint planning process, Connect – Vision – Decide – Act, to strengthen relationships through an ongoing cycle of planning, convening, listening, uniting and reflecting. The C2C Forum focused on the first stage, Connect. The agenda focused on bringing people together in small groups in order to share knowledge and perspectives on a variety of foundational topics that had been identified by the St’át’imc in an effort to build trust and understanding. Organizers chose the small group format in order to create a space where people felt more comfortable speaking their minds. The event also included two shared meals where people were encouraged to get to know each other and several opportunities for delegates to share their personal reflections. Outcomes: Our hope was that people would leave with new information, new insights, new questions, and a willingness to continue the dialogue. While the parties have not yet formally committed to a joint Community Economic Development (CED) process, judging from comments put forward in the final break-out session and those received from delegates following the Forum, there appears to be consensus that stronger St’át’imc / non-St’át’imc relationships will lead to a stronger region. With this, there was agreement about the need to continue improving communication, building trust, and finding ways to work more collaboratively, and several specific ideas for how to move forward were identified. The recommendations can be broken down into four main themes: 1. Continue organizational relationship-building activities and improve inter- organizational communication (Of note, there appears to be considerable support for moving forward with the development of a formal Memorandum of Understanding or other such protocol agreement). 2. Find a small, staff-level project to accomplish jointly for a “quick win.” 3. Continue to explore ways to improve communication and collaboration on various community economic development opportunities and other matters of mutual interest and concern. 4. Find ways to involve the broader community.
Page 19 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
Key Learnings: The communities in the northern SLRD / northern St’át’imc Territory are unique with diverse, but inter-dependent interests. Regional economic diversification is a priority for all parties. There is considerable lack of awareness/understanding among non-Indigenous people as to the real history of Canada and the ongoing impacts of colonization on Indigenous people, including the St’át’imc. The SLRD’s presentation generated considerable discussion among the group, especially related to the BC Hydro Payment in Lieu of Taxes funding allocations, the various services provided in the northern region, voting and elections. Many delegates commented that they appreciated learning more about the organization, and would like to know more. The SLRD has already received one request to make a more in-depth presentation. The St’át’imc already commit significant resources to community economic development, with considerable success. Many of the communities have economic development corporations which operate several businesses, generating employment and circulating wealth within the local economy. The northern St’át’imc people are important contributors to the regional economy. While the Forum offered a good opportunity to learn about some important foundational issues, there is still a lot more to learn. Awareness is an important first step, but constructive action is required to build trust. Actions speak louder than words. If you don’t have trust from the communities, it’s important to build trust in the process by being inclusive and transparent, and allowing the time needed for people to understand and make sense of things. It’s going to take time, leadership, accountability, perseverance and commitment to be successful. There is a need to clarify the definition of Reconciliation. It means different things to different people. A question to consider: What does it mean to work together in a good way? In order for transformative change to occur, we need to find ways to share learning about these issues with the broader community and bring them in to the
Page 20 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
dialogue. “If people don’t understand the magnitude of the impact, they will never appreciate the importance of doing something about it.” (Justice Murray Sinclair). Budget Reconciliation:
Detail Budget Actual*
Event planning, facilitation fees $7,800.00 $9,857.65
Venue rental $587.00 $392.00
Food & Beverage $2,340.00 $2,300.00
Audio Visual $120.00 $100.00
Travel and accommodation $2,431.00 $2,376.55
Guest speakers and ceremonial activities $100.00 $34.00
Meeting supplies $0.00 $54.50
Contingency $622.00 $0.00
Approved Budget / Actual Costs $14,000.00 $15,114.70
BUDGET OVERAGE: ($1,114.70)
*Notes to the budget reconciliation: It took longer than initially anticipated to develop the agenda and organize the event. This was partially due to the fact that the agenda was developed in collaboration with three parties (SLRD, Lillooet Tribal Council and District of Lillooet), which required regular telephone meetings and increased coordination efforts. Also, at EcoPlan’s recommendation, due to the importance and complexity of the event, the planning group made the decision to bring on a second facilitator (Paul Siggers) in order to ensure things ran smoothly. As of this writing, we have not yet received the final invoice from regarding the venue rental and audio visual expenses. However, we don’t anticipate a significant deviation from what has been estimated. Travel and accommodation charges do not include mileage expenses for SLRD Directors. However it does include all hotel accommodation.
Page 21 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
The total overall budget for future relationship-building and community economic development work with the St’át’imc in 2016 has been reduced accordingly so as not to incur a deficit in the overall budget.
Recommended Next Steps:
Continue support for staff-level Project Planning Group A staff-level planning group was formed to help develop the agendas and organize the C2C Forum and LIRN-BC event (more details on LIRN-BC are below). The current members of the planning group are: Jeannette Nadon, Communications & Grants Coordinator, SLRD Jim MacArthur, Governance Advisor, Lillooet Tribal Council Marg Hohner, Communications & Grants Coordinator, District of Lillooet Toby Mueller, Lillooet Area Library Association / Lillooet Learning Communities As mentioned above, feedback received at the C2C Forum indicates that there is interest from all parties in continuing the dialogue in an effort to strengthen relationships, improve communication and find ways to work more collaboratively. A number of ideas regarding how to accomplish these objectives have already been generated, including working together to establish a communications, engagement and cooperation protocol / framework and holding a similar “C2C-type” event within the next few months. The current members of the existing planning group are keen to continue working together to achieve these objectives, with the support of William Trousdale from EcoPlan. The planning group continues to support the use of the Stronger Together framework as a guideline for future engagement. Approval to continue the working group will be required from each of the partner organizations, as each organization would need to allocate staff time to the project. In addition to allocating staff resources, the SLRD would provide the funding for EcoPlan’s services as well as for the direct costs involved in staging the follow-up event, as per the budget attached. Should the SLRD Board wish to continue the working group, staff recommend that a letter be sent to the Lillooet Tribal Council and the District of Lillooet inviting them to commit the staff resources necessary to continue the project as well. Should the partners agree, the project planning team would continue its work under the direction of the respective senior administrators and Board / Councils of the partner organizations.
Page 22 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
EcoPlan intends to consult with elected representatives from the SLRD, St’át’imc and District of Lillooet to review and discuss the ideas put forward at the C2C Forum, properly define the challenges and opportunities, and establish clear and realistic priorities for moving forward. From there, the project team and EcoPlan will work together to create a more specific action plan for improving engagement and encouraging collaboration. From what we’ve heard already, it’s likely that the work will include: Co-creating a shared vision for the relationship and drafting a protocol agreement (title tbd – e.g. Community Accord, Friendship Accord, Memorandum of Cooperation and Dialogue, etc.) that formally commits the partners to the process; Co-creating a communication and engagement framework; Co-organizing a follow-up “C2C-Type” meeting to deepen relations and finalize the draft documents noted above; and Working collaboratively on any other initiatives that the partners identify as priority actions (e.g. coordinating a “quick win” project, organizing and hosting issue-specific dialogue sessions, organizing a community awareness event, etc.) LIRN-BC Event (March 12, 2016): Last fall, the District of Lillooet, with support from the Lillooet Library Association and the Lillooet Tribal Council, applied for a grant to organize a full-day workshop called Working Together: Building Respectful and Effective Aboriginal / Non-Aboriginal Relationships – this has been referred to here as the LIRN-BC Event. The LIRN-BC event is scheduled for Saturday, March 12, 2016. The planning group had contemplated adding an evening session to the workshop agenda. The concept was endorsed by all parties, with the SLRD Board allocating a budget of $12,750 to cover the incremental event planning, facilitation fees and direct costs (venue rental, catering, audio visual, travel and accommodation) of holding a Friday evening session. However, the planning group has since agreed that it would be better to re-allocate the funding to a second “C2C-type” event in a few months’ time. There are a few reasons for this recommendation: 1. Given the amount of time required to organize events of this nature, the group was concerned that there wouldn’t be enough lead time to fully review,
Page 23 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
understand and discuss the learnings from the January C2C event, develop the evening agenda and coordinate all of the additional event logistics. 2. The audience for the LIRN-BC event is broader than the audience for the C2C. In addition to elected officials from the SLRD, northern St’át’imc and District of Lillooet, representatives from many of the not-for-profit community groups in the Lillooet area will also be invited. After the C2C Forum, the planning group felt that it would be beneficial to hold a second “C2C-type” meeting in an effort to formalize communication and engagement protocols and co-create an action plan for moving forward on relationship-building and community economic development. 3. From the feedback we received from the C2C Forum, it appears as though the format may have been too long and intense for some people. Please note: The one-day LIRN-BC event will still take place, and is scheduled for Saturday, March 12. However, the LIRN-BC grant offers in-kind support only, in the way of covering the costs of the meeting facilitator. The District of Lillooet is providing the Lillooet REC Centre at no charge. Food and beverage for the Saturday portion of the event is being provided through community fundraising and donations, which is being coordinated by the Lillooet Library Association. While the planning group intends to invite representatives from the Bridge River Valley Community Association, the Seton Portage Chamber of Commerce and possibly other regional organizations, the LIRN-BC grant does not cover travel costs. The SLRD Board may wish to support the participation from Area A and B residents living further afield by allocating funds from the 2016 Regional Economic Development Partnership / St’át’imc relationship building budget to cover the mileage expenses of these participants. At $0.54/km, it would cost about $130 to compensate each participant from the Bridge River Valley and about $80 to compensate those from Seton Portage. Assuming two people attend from each of these communities (and don’t carpool), the total would be $420. If the Board decides to offer compensation, staff suggests that compensation only be offered to invited guests travelling further than 60 km (one way). As well, requests for compensation should be made in advance to facilitate planning.
Options:
1. Approve the recommendation as drafted;
Page 24 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
2. Amend the recommendation, approve as amended and direct staff to proceed as per the amended resolution; 3. Do not approve the recommendation, send it back to staff for further refinements, and ask that it brought back to the Board for consideration at a later date.
Preferred Option: ONE
The success of the recent C2C Forum has generated positive momentum for renewing relations with the northern St’át’imc. Continuing to move forward with relationship- building efforts will demonstrate the SLRD’s commitment to its stated priority of enhancing relations with First Nations communities. As well, there are a number of initiatives either planned or currently underway in the northern part of the region that would benefit from stronger relations, including the SLRD and District of Lillooet’s desire to form an inclusive multi-party committee to guide economic development. Further, the project planning group will likely be a useful resource when the SLRD is ready to move forward on the Regional Touring Routes project. To be successful, it is essential that all partners are actively involved in co-creating the process. The existing staff-level project planning group has worked well, and with continued direction from SLRD, District of Lillooet and northern St’át’imc elected officials along with support from EcoPlan, it is expected that the planning group can continue to work together effectively in the service of building stronger relationships, improving communication and encouraging collaboration.
Policy Considerations:
1. 2015 – 2018 SLRD Strategic Priorities Enhancing relationships with aboriginal communities and First Nations (Goal: establishing collaborative, respectful relationships with aboriginal communities and First Nations) Identifying and implementing mutually beneficial regional projects [Regional Touring Routes concept] 2. SLRD Regional Growth Strategy (RGS) Goal #8 – Enhance Relations with Aboriginal Communities o Supports expanding dialogue and cooperation with First Nations o Supports establishing MOU’s between aboriginal communities and local governments that address issues of mutual concern
Page 25 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
Goal #9 – Improve collaboration among Jurisdictions 3. SLRD Integrated Sustainability Plan (ISP) 2.3.9 – Communications and engagement – By 2030: o The SLRD, its electoral areas, member municipalities, First Nations and other government partners, work cooperatively together to promote and integrate a shared vision of success and sustainability for the region; o A Broad partnership of institutions, businesses, community organizations, individuals, First Nations and all other levels of government work together and share information; o The SLRD engages effectively and regularly with all stakeholders; o Joint planning exercises with First Nations and other regional partners are seen as opportunities to grow together while respecting the responsibilities and jurisdictions of other governments. 4. Northern Area Economic Development Assessment, Strategy and Action Plan Goal #5.7: Strengthen and expand partnerships o 5.7.2. Establish community accords with First Nations
Organizational Considerations:
Significant staff time will be required to continue moving this project forward. In 2015 and January 2016, approximately 30% of the Communications and Grants Coordinator’s time was spent working on economic development-related initiatives or special projects, which included the C2C Forum / northern St’át’imc relationship building and to a lesser extent, the Regional Touring Routes project. It is expected that a similar time commitment will be required for the duration of 2016. The contract Communications Coordinator position is funded until June 24, 2016. However, it is not known if there are funds available beyond June 24, 2016.
Page 26 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C Forum Update / Relationship Building
Financial Considerations:
Original funds allocated to 2-year EcoPlan contract: $ 51,778.00 C2C Grant Funding: $ 5,000.00 Funds allocated from Outreach #1601: $ 17,355.00* Confirmed Funds: $ 74,133.00 2015 Expenditures (i.e. EcoPlan contract fees and disbursements): ($11,457.95) C2C Expenditures: ($15,114.70) Budget remaining for 2016 (currently fully funded): $ 47,560.35
*12,750 of these funds were initially allocated to hold an evening session prior to the full-day LIRN-BC workshop. Staff recommends that these funds be re-allocated, per the 2016 project plan and budget attached.
Regional Considerations:
Committing to a continued engagement process with the northern St’át’imc communities will demonstrate the SLRD Board’s commitment to its goal of enhancing relations with First Nations communities, and will build the foundation needed for Electoral Areas A, B and the District of Lillooet to work with the St’át’imc to establish a shared governance model for economic development. This being said, it will be important for the SLRD to develop a plan to reach out to the other First Nations communities within the SLRD as well. Staff will be bringing a report to the SLRD Board within the next two months which will outline the scope of work required to design and implement a Regional Reconciliation Framework. However, given current resources, staff recommends that the SLRD continue to build on the relationships with the northern St’át’imc communities at this time. The Board may wish to consider using the funds remaining in the Outreach $2,573) and TAC ($9,428) budgets to develop and implement a Regional Reconciliation Framework / First Nations Engagement Strategy to support its strategic objective of enhancing relationships with First Nations.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 27 of 333 Direction Request – Sub-Regional Economic Development (North...
Description
Follow-up with SLRD, DoL and St'at'imc elected officials and staff to create next steps based on C2C
Project team check-in and on-going planning/management
Forum #2 (C2C follow-up - content
Page 28 of 333 development, Design, Delivery, Reporting)
EcDev events and tool development Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Date of Meeting: SLRD Board - November 25, 2015
Recommendations:
1. THAT the Squamish-Lillooet Regional District Board direct staff to renegotiate the agreement with EcoPlan International to: organize, facilitate and produce a Regional Community to Community Forum in January 2016 assist with the organization, facilitation and production of a second relationship-building workshop in March 2016, and oversee the creation of an inclusive, multi-party economic development committee / working group and to provide secretariat support to said committee / working group until December 31, 2016. 2. THAT up to $12,355 be allocated from the Outreach cost centre #1601, over and above the $5,000 allocated on September 30, 2015, and payable to EcoPlan et.al. (see details below), to cover the incremental costs of the Community to Community Forum and the corresponding Learning Initiatives for Rural and Northern BC workshop. 3. THAT the Chair and / or the CAO be authorized to execute any agreements pertaining to any amendments to the EcoPlan contract or the proposed Forums; and 4. THAT staff bring a report to the Board outlining the rationale and scope of work required to design and implement a Regional Reconciliation Framework that will set out the path to achieving the SLRD Board’s priority of enhancing relationships with aboriginal communities and First Nations.
Attachments:
October 16, 2015 – SLRD Board letter to Lillooet Tribal Council 2015/16 (Fall) Regional Community to Community Forum – UBCM Approval in Principle (October 27, 2015) November 16, 2015 – Lillooet Tribal Council letter to SLRD Board
Page 29 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Background:
Northern SLRD Regional Economic Development Partnership In 2013, the Northern Economic Development and Initiatives (NEDI) Committee of the Squamish-Lillooet Regional District (SLRD) Board, commissioned a Feasibility Study to assess the viability of developing a shared service governance model for economic development in the northern SLRD. The study recommended that an inclusive, multi- party regional economic development committee be formed, composed of “staff-level” representatives from the SLRD, District of Lillooet (DOL) and northern St’át’imc communities, as well as business groups and community organizations. The SLRD hired EcoPlan International to help form the committee and facilitate its work through the initial development phase, expected to be completed by December 31, 2016. Based on the original project scope, the total cost for EcoPlan’s services is $51,778 plus tax over two years. NEDI planned to use the money allocated for economic development in the northern sub-region by the SLRD Board in 2013 to cover the cost of EcoPlan’s contract. Of the $78,575 remaining of the $85,000 originally allocated, $25,000 has been budgeted to hire a contract communications contractor for a 1-year term to assist the SLRD Communications and Grants Coordinator with corporate communications work. After allocating funds to the EcoPlan contract, there would be about $1,800 remaining in the budget. In the course of its work, EcoPlan met with representatives from several of the northern St’át’imc communities and also presented the concept to the Lillooet Tribal Council. The Tribal Council, which is composed of the elected Chiefs of the six northern St’át’imc communities (Sekw’el’was, T’it’q’et, Tsal’alh, Ts’kw’aylaxw, Xaxli’p, Xwisten), advised EcoPlan that while they are interested in exploring ways to improve regional collaboration, before this can occur, there is a need to bring the leadership of all parties together to have a broader discussion about certain key foundational issues, including St’át’imc vision, Aboriginal Title and jurisdiction (especially in light of the 2014 Tsilhqot’in Decision), and what economic development means to the St’át’imc. With this, the St’át’imc acknowledged that while they understand the governance and operations of the DOL, they do not have a good understanding of the role and mandate of the SLRD. They would like to learn more about the SLRD, including how the governance structure works, and how money and resources are allocated. Conversations with representatives from both the SLRD and the DOL reflected that there is also an interest and need to learn more about St’át’imc governance, protocols, history, culture and priorities.
Page 30 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
2015 – 2018 SLRD Board Strategic Priorities At a Strategic Planning workshop in January 2015, the SLRD Board identified enhancing relationships with aboriginal communities and First Nations as one of four strategic priorities for its four year term (2015 – 2018). With this, the Board set a goal of establishing collaborative, respectful relationships with aboriginal communities and First Nations, and identified several tactics to help achieve the goal. SLRD staff is now in the process of implementing many of these tactics and is also reviewing several other initiatives that have been brought forward related to this goal, including: conducting Board and Staff cross-cultural competency training and researching the implications of implementing the UN Declaration on the Rights of Indigenous Peoples as the framework for reconciliation. Learning Initiatives for Rural and Northern (LIRN) BC – Funding Opportunity The DOL, with support from Lillooet Learning Communities Society, a Lillooet-based community not-for-profit organization, applied for, and received, funding to organize a forum called Working Together: Building Respectful and Effective Aboriginal / Non- Aboriginal Relationships – this has been referred to here as the LIRN-BC Event. The workshop is designed to help communities learn about each other, the opportunities, challenges and constraints that we work under, and begin a dialogue about how we might work better together to meet the needs of community members. The forum is tentatively scheduled to take place in early March 2016 and will be facilitated by the Fraser Basin Council. A planning group was formed to help develop the agenda. The group includes: Jim MacArthur from the Lillooet Tribal Council, Jeannette Nadon from the SLRD; Margaret Hohner from the District of Lillooet; Toby Mueller from Lillooet Learning Communities Society; Donnella Sellars from Fraser Basin Council and William Trousdale from EcoPlan. Toby Mueller will be coordinating the event logistics. Community to Community (C2C) Forum – Funding Opportunity A fall intake into the Union of BC Municipalities (UBCM) Regional Community to Community (C2C) Forum program was announced on September 2, 2015. The goal of a C2C Forum is to increase understanding and improve overall relations between First Nations and local governments.
Status Update:
At its meeting on September 30, 2015 the SLRD Board passed the following resolution:
Page 31 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
THAT the Squamish-Lillooet Regional District (SLRD) Board direct staff to send a letter to the Lillooet Tribal Council to assess the interest of the six northern St’át’imc communities in attending a Community to Community (C2C) Forum with the Squamish- Lillooet Regional District; and THAT should one or more of the six St’át’imc communities express interest: 1. The SLRD Board direct staff to prepare an application for C2C Forum funding from the Union of BC Municipalities to host a forum with the objectives of enhancing relationships and fostering cooperative action regarding economic development and other issues of mutual interest and concern; and 2. The Chief(s), Councils, Administrators and Economic Development Officers from all interested northern St’át’imc communities be invited; and 3. The Mayor, Council, Administrator and Economic Development Officer from the District of Lillooet be invited; and 4. The SLRD Board direct staff to hire a third party engagement specialist and / or facilitator to work with staff to organize and produce the event; 5. Up to $5,000 be allocated from the Outreach cost centre #1601 to provide the matching funds required; and 6. If the C2C Forum funding application is successful, the Chief Administrative Officer be authorized to execute any agreements arising therefrom. Following this, staff met with EcoPlan International to assess their interest in adjusting their original proposal to reflect the change in the scope of work to include more foundational relationship-building activities prior to the commencement of collaborative economic development work. EcoPlan advised that the revised total project cost would be $74,133 over two years, not including taxes. This is $22,355 more than the initial proposal of $51,778. However, once the C2C Forum funding and matching funds from the Outreach budget are taken into account, the overage is reduced to $12,355.00. The revised scope of work would include: Organizing, facilitating and producing a relationship-building focused Regional Community to Community Forum in January 2016 (discussed further below); Assisting with the organization, facilitation and production of a second relationship-building workshop in March 2016 (discussed further below); and Overseeing the creation of an inclusive, multi-party economic development committee / working group and providing secretariat support to said committee / working group until December 31, 2016.
Page 32 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Next, staff sent a letter to the Lillooet Tribal Council inviting them to participate in a C2C Forum (copy attached). The letter went on to request that they designate a St’át’imc representative to help develop the agenda and plan the event. The letter noted that a planning group already exists to support the LIRN-BC event; the plan would be to leverage this team for direction on the agenda and format for the C2C Forum as well. Staff then submitted an application for $5,000 in C2C Forum funding, the maximum available, to the Union of British Columbia Municipalities (UBCM). On October 27, 2015 the SLRD received “approval in principle” for its application (copy of letter attached), pending written confirmation of intent to participate from the Lillooet Tribal Council along with confirmation of the date. The Lillooet Tribal Council has since confirmed their intent to participate; a letter from the Tribal Council is attached to this report. The Tribal Council has chosen January 22 & 23, 2016 as its preferred date for the Forum. This is a Friday-Saturday. Formal invitations will be sent out in the coming weeks to the invitees noted below. Since October 6, 2015 the planning group has held four telephone meetings to discuss the objectives, format, and draft agenda for both the C2C Forum and the corresponding LIRN-BC event. C2C Forum Objectives: Holding a C2C Forum with the northern St’át’imc communities fits well with the SLRD Board’s goal of establishing collaborative, respectful relationships with aboriginal communities and First Nations. Further to this, the C2C Forum will be an opportunity to bring elected leaders and senior staff from the SLRD, District of Lillooet and the northern St’át’imc communities together to build relationships, share information and explore how we might work more cooperatively on community economic development. The planning group feels that the January 2016 C2C Forum, and the corresponding LIRN-BC event, tentatively scheduled for March 2016, would be an ideal opportunity to explore the concept of Reconciliation, which has been defined as “an ongoing individual and collective process of establishing and maintaining mutually respectful relationships between Aboriginal and non-Aboriginal peoples.”. To that end, the planning group has identified the following question to guide the development of the agenda: “How can we come together and build the trust and understanding needed to create a thriving and resilient future for residents of the northern SLRD, Lillooet and the northern St’át’imc Territory?” Facilitator: William Trousdale, EcoPlan
Page 33 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Invitees: Chiefs and Councils of the six northern St’át’imc communities Senior Administrators and / or support staff from each community District of Lillooet Mayor and Council, Chief Administrative Officer, support staff SLRD Board, Chief Administrative Officer, support staff Notes: As this Forum is designed to build relationships between the leaders of the SLRD, DOL and northern St’at’imc communities, the planning group proposed to keep the guest list to this core group. We expect there will be about 75 people invited to the event. For budgeting purposes, we’ve assumed there will be 50 attendees. Location: To be confirmed – Lillooet REC Centre or P’egp’ig’lha Health Centre, Lillooet, B.C. Forum Format: The group has agreed to use the framework set out in the Stronger Together Toolkit for First Nations – Municipal Community Economic Development (CED) Partnerships as a guideline for the C2C Forum, the LIRN-BC event, as well as future meetings. The toolkit, developed in partnership by the Federation of Canadian Municipalities (FCM) and the Council for the Advancement of Native Development Officers (CANDO), sets out a four-stage joint planning process, Connect – Vision – Decide – Act, to strengthen relationships through an ongoing cycle of planning, convening, listening, uniting and reflecting. Depending on the nature of the relationships, it could take two or more years to work through all four stages. The first stage, Connect, brings the parties together to begin building relationships with the intent that the parties will agree to formally commit to a joint Community Economic Development (CED) process. The planning group agreed that given the complexities involved and the amount of foundational work that will likely be required, the focus for both the C2C Forum and the LIRN-BC event should be on the relationship-building (Connect) stage. Then, assuming the parties agree, in the second stage, Vision, the parties will work together to create a shared vision for the relationship and formally commit to it through a Protocol Agreement or Friendship Accord. Stage three, Decide, brings the parties together with other community stakeholders to explore and decide on joint CED initiatives, develop work plans and set up a governance structure to manage implementation. In stage four, Act, everyone works together to implement the plans. It is interesting to note that the four-stage planning process set out in the Stronger Together toolkit aligns closely with the process originally set out by NEDI to establish
Page 34 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
the multi-party committee to guide regional economic development. If the Board approves the recommendation to allocate Outreach funds to cover the incremental costs of the C2C Forum and LIRN-BC event, the scope of work in the revised 2016 EcoPlan agreement would allocate $33,753 towards next steps in the development of a collaborative CED process, to be paid using funds previously allocated to the NEDI Committee by the SLRD Board. Depending on the needs of the parties and how the relationship progresses, these funds could be used to develop and facilitate up to two additional workshops, develop a Terms of Reference, and / or conduct action planning activities. It is hoped that the parties could work through stages one through three, Connect – Vision – Decide, in 2016. Future budgets to continue the process would need to be determined for 2017 and beyond. More information about the Stronger Together process, along with links to the toolkit, can be found on FCM’s website. The Stronger Together framework suggests that the events take place over two days with an evening forum on the first day followed by a full-day session the following day. As such, the C2C Forum has been scheduled as follows: Friday, January 22, 2016 6:00 p.m. – 9:00 p.m. Saturday, January 23, 2016 8:30 a.m. – 4:00 p.m. The LIRN-BC event has been tentatively scheduled for March 11 and 12, 2016, also a Friday-Saturday. However, funding for the Friday evening portion of the LIRN-BC event is still to be determined. The program offered through Fraser Basin Council, and funded through LIRN-BC, offers in-kind support to hold a full-day workshop; it does not cover costs for travel and accommodation expenses. This is explained in greater detail in the LIRN-BC section that follows the C2C Forum information. C2C Forum Agenda: The draft agenda that follows has been supported by the Lillooet Tribal Council and we understand that it has been agreed to by the District of Lillooet. As this is meant to be a collaborative event, there is an opportunity for the SLRD Board to review the draft agenda, ask questions, and suggest changes. This being said, it will not be possible to cover every topic in one meeting. The C2C Forum is intended to be a first step in a journey toward reconciliation and renewed relationships where trust is built over time. The topics that follow were identified by the St’át’imc as being foundational: necessary to get “on the table” before further talk of collaboration can occur. The St’át’imc think it is important that the SLRD and DOL understand that they act in certain ways and pursue certain things because of their vision for themselves and their territory. Being open and listening to what matters to the St’át’imc and moving forward with an agenda that they
Page 35 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
support is a positive step that will demonstrate our commitment to building more collaborative and respectful relationships. This being said, it’s also important to note that all parties don’t necessarily have to agree on everything. The C2C Forum, and any future events, are intended to be an opportunity to respectfully discuss our differences while building relationships that recognize that we are all here to stay, and that our respective communities will be stronger if we work together. While the Forum is intended to be focused on relationship and not specifics, the agenda does allow time for participants to put forward their own ideas about possible opportunities for future dialogue and collaboration. A Director’s Report from Director Macri on the Board agenda identifies some possible topics for this discussion.
Day 1 Activities (6:00pm-9:00 pm) Time Activity 6:05-6:15pm Opening and Welcome 6:15-6:30pm Meeting Objectives and Introductions 6:30-7:00pm Reconciliation – What type of relationship is required? Presentation – St’át’imc Vision, Aboriginal Title and jurisdiction, Tsilhqot’in Decision 7:00-7:15pm Discussion/Q&A 7:15-8:30pm Dinner One-on-one: to discuss expectations for the Gathering, presentation. 8:30-8:50pm Feedback from Dinner conversations 8:50-9:00pm Closing remarks
Day 2 Activities (8:30am-4:00pm) Time Activity 8:30-8:45am Welcome 9:00-9:30am Knowledge calibration (interactive Q&A – to help focus discussion) 9:30-11:30am Community Development Foundational Issues: Dialogue Session Concurrent Working Tables 1. St’át’imc -- governance, roles and responsibilities, funding allocations, etc. 2. St’át’imc Economic Development today -- What economic development means to St’át’imc, including the traditional economy, the BC Hydro Agreement, new protocols (coming out of SEEDS conference, etc.) 3. Additional/Other?? a. St’át’imc Economic Development projects and priorities? b. Defining what regional collaboration looks like? 11:30- Summary Feedback from each table 12:00pm
Page 36 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Time Activity 12:00-1:00pm Lunch 1:00-2:00pm SLRD – Presentation 1. SLRD -- governance, roles and responsibilities, funding allocations, etc. 2. SLRD/ DOL Economic Development today - Economic Development projects and priorities 2:00-2:15pm Break 2:15-2:30pm Regional Collaboration – Quick Review 2:30-3:15pm Next Steps: Breakout groups to review LIRN Agenda and identify future gathering 3:15-3:45pm Break-out group summary feedback
Timeline An on-going interactive timeline on the wall will be set up that can be activity added to throughout the Session.
LIRN-BC Event Details: The facilitator for the confirmed Saturday portion of the March 2016 LIRN-BC event will be Donnella Sellars from the Fraser Basin Council. Ms. Sellars is a Sustainability Facilitator who works province-wide with local and First Nations governments on relationship-building processes. The guest list for the LIRN-BC event will be similar to that of the C2C Forum. However, it will likely be expanded to include leaders from the business community as well as regional not-for-profit organizations. The draft agenda for the March 2016 LIRN-BC event is still in development. However, like the C2C Forum agenda, it will be focused primarily on relationship-building, including offering opportunities for shared learning about key foundational issues. The final item on the January C2C Forum agenda will be for breakout groups to review and provide feedback on the draft agenda for the LIRN-BC workshop, so that they event can be designed specifically to meet the needs of participants. Expected Outcomes:
The Economic Development Governance Model Feasibility Study conducted by the Fraser Basin Council in 2014 concluded that an inclusive, multi-party working group should be formed to improve communication and guide economic development in the northern SLRD. The St’át’imc leadership requested that elected leadership be brought together to discuss key foundational issues before they would feel comfortable committing to a formal collaborative economic development process.
Page 37 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
It is hoped that through these events we can identify a framework for continued dialogue on economic development and other matters of interest and concern (e.g. regional touring routes project, recognition of First Nations Traditional Territory, logging concerns, etc.). This being said, to foster true collaboration and inclusiveness, it’s important to remain open and detach from specific outcomes. For now, success should be measured by our ability to bring people together in the spirit of cooperation and goodwill in an effort to seek understanding, build relationships, find shared purpose and explore ways of working together.
Draft C2C Budget:
The budget below was submitted as part of the C2C Forum grant application, but is subject to change as planning progresses on the event.
Detail Estimated Cost
Event planning, facilitation fees $ 6,300.40
Venue rental $ 587.00
Food & Beverage (Friday dinner, Saturday lunch, coffee/tea service) $ 2,340.00
Audio Visual $ 120.00
Travel and accommodation $ 2,431.00
Guest speakers and ceremonial activities $ 100.00
Estimated Event cost, not including in-kind (staff cost) or taxes: $11,878.40
Contingency (10%) $ 1,187.84
Total Estimated cost, not including in-kind or taxes: $13,066.24
Notes to the budget include: Event planning and facilitation fees do not include costs already incurred which have been paid to EcoPlan out of the SLRD funds previously allocated to NEDI to support sub-regional economic development. Actual event planning and facilitation for the C2C Forum is estimated to be approximately $7,800.00.
Page 38 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Venue rental: Was based on the cost of holding the event at the Lillooet REC Centre. Staff are now investigating the possibility of holding the event at the P’egp’ig’lha Health Centre as that facility offers wireless capabilities as well as in- house catering. Actual venue costs to be confirmed. Catering: o Initially based on a group size of 52 (fifty guests plus 2 facilitators). This is subject to change once actual participation has been confirmed. If all invited guests attend, the group would be between 70 – 75 people. o Budget was based on a cost of $25 per person for Friday dinner and $20 per person for Saturday lunch. These costs have not yet been confirmed, as staff has been unable to make contact with a caterer. The P’egp’ig’lha Health Centre does offer in-house catering services; staff plans to contact them to request pricing shortly. o Given that the event begins at 8:30 a.m., we may wish to include coffee and tea service and a continental breakfast into the event budget for Saturday morning. Travel and accommodation expenses: Did not factor in accommodation or travel requirements for St’át’imc participants. The Lillooet Tribal Council has confirmed that St’át’imc guests will participate without expectation of an honorarium (which is the standard custom). However, we will be expected to cover travel expenses for all out-of-town St’át’imc guests (likely Ts’kw’aylaxw, Xaxli’p, Tsal’alh – to be confirmed), and accommodation will also be required for guests coming from Tsal’alh. Guest Speaker: The budget does not allow for a guest speaker. The St’át’imc have indicated that they wish to host a speaker to present the Friday evening plenary session. They will cover all associated costs. Given the above, it is clear that the original budget of $11,878.40 will not cover the cost of holding the C2C Forum, and even with the 10% contingency it’s possible that the budget may not be enough. This will largely depend on how many of the invited guests agree to participate in the Forum. To ensure sufficient funding, staff recommend increasing the budget to $14,000 with the incremental cost ($4,000) to come from the Outreach budget (#1601).
Page 39 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
C2C Forum Funding: The UBCM C2C Forum program will provide $5,000 towards the cost of staging the C2C Forum. The September 30 SLRD Board Resolution allocated up to $5,000 from the Outreach Cost Centre as matching funds, leaving an estimated deficit of approximately $4,000. In the process designed by NEDI to establish the northern SLRD Regional Economic Development Partnership (multi-partner committee), which was the basis for EcoPlan’s initial scope of work, four workshops were proposed for 2016. With the changes to the scope of work, the C2C Forum and the corresponding LIRN-BC event will take the place of the first two workshops, which were originally going to be focused on economic- development. While funds have been allocated from the money originally granted to the NEDI Committee by the SLRD Board to conduct workshops in the northern SLRD in 2016, staff recommend that the incremental costs of staging the C2C Forum be recovered from the Outreach service (#1601) as this forum will benefit the whole SLRD vs. just the NEDI Committee participants. There is approximately $20,331 available in the Outreach budget, $15,331 once the initial C2C allocation has been accounted for. Should the overage be covered from the Outreach budget, there would be approximately $11,331 remaining in Outreach. Draft LIRN-BC Budget: The facilitation costs for the Saturday portion of the LIRN-BC event will be covered through the grant received by the DOL. The DOL will provide the Lillooet REC Centre at no charge for the Saturday portion of the event. Food and beverage for the Saturday portion of the event is expected to be covered through community fundraising and donations, which will be coordinated by the Lillooet Learning Communities Society. The LIRN-BC grant does not cover travel costs, nor does it include the costs associated with the Friday evening portion of the event. The draft budget (see next page) for the Friday evening component has been based on the relevant estimated costs from the C2C Forum:
Page 40 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Detail Estimated Cost
Event planning, facilitation fees (Friday evening only) $ 6,390.00
Venue rental $ 320.00
Food & Beverage (Friday dinner, coffee/tea service) $ 1,300.00
Audio Visual $ 120.00
Travel and accommodation $ 3,360.00
Guest speakers and ceremonial activities $ 100.00
Estimated Event cost, not including in-kind (staff cost) or taxes: $11,590.00
Contingency (10%) $ 1,159.00
Total Estimated cost, not including in-kind or taxes: $12,749.00
LIRN-BC Forum Funding: As noted above, funds have been allocated by NEDI to conduct workshops in 2016. In EcoPlan’s original proposal $6,800 was allocated to the second workshop. However, with the changes to the purpose and nature of the events, the amount initially budgeted is no longer sufficient to cover the revised scope of work. As this event is designed to be a foundational, relationship-building event, which will help the SLRD Board achieve its goal of establishing collaborative and respectful relationships with aboriginal communities and First Nations, staff proposes that funds the incremental funds required to hold this event, estimated to be approximately $5,950, be allocated from either the Outreach (#1600) and / or the Treaty Advisory Committee budget (TAC - #1600). There is approximately $9,592 available in TAC #1600. There is approximately $15,331 available in Outreach, after the initial $5,000 allocated for the C2C Forum ($11,331 should the Board resolve to allocate the additional $4,000 to cover the C2C Forum budget deficit).
Page 41 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Options:
1. Approve the recommendation as drafted and direct staff to renegotiate the agreement with EcoPlan International to reflect the increased scope of work, and continue working with the event planning group to finalize the agendas, organize and produce the events; 2. Amend the recommendation, approve as amended and direct staff to proceed as per the amended resolution; 3. Do not approve the recommendation, send it back to staff for further refinements, and ask that it brought back to the Board for consideration at the December 16, 2015 Board meeting.
Preferred Option: ONE
While the NEDI Committee has allocated funds to hold workshops in 2016, the original intent of these workshops was that they would be focused on regional economic development. Since designing the original process it has become clear that before there can be talk of collaboration on economic development, there is a need to initiate a dialogue with the northern St’at’imc communities on foundational matters in order to build trust and shared understanding. Given the SLRD Board’s desire to enhance relations with First Nations communities and the number of initiatives either planned or currently underway in the northern part of the region that would benefit from stronger relations with the St’át’imc, staff feel that holding the C2C Forum and the corresponding LIRN-BC event are a good use of organizational resources and will provide an important foundation on which to build more collaborative and respectful relationships with the northern St’át’imc communities. Further, because these events are focused on relationship-building and not specifically economic development, staff feel it appropriate to cover the incremental costs of holding these events using funds allocated to First Nations relationship-building. Further, with the C2C Forum scheduled for January 22 & 23, 2016, staff is concerned that there would not be enough time to develop the agenda, organize the event, and coordinate the logistics if directed to wait until after the December 16 Board meeting. It is important to note that these activities relate only to relationship-building activities with the northern St’at’imc communities. Staff recommend that these events are viewed as a “first step,” and that the SLRD Board consider developing a plan to commence or renew relationship-building activities with the other aboriginal communities and First Nations within the SLRD as well, depending on resources.
Page 42 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Policy Considerations:
1. 2015 – 2018 SLRD Strategic Priorities Enhancing relationships with aboriginal communities and First Nations Identifying and implementing mutually beneficial regional projects [Regional Touring Routes concept] 2. SLRD Regional Growth Strategy (RGS) Goal #8 – Enhance Relations with Aboriginal Communities o Supports expanding dialogue and cooperation with First Nations o Supports establishing MOU’s between aboriginal communities and local governments that address issues of mutual concern Goal #9 – Improve collaboration among Jurisdictions 3. SLRD Integrated Sustainability Plan (ISP) 2.3.9 – Communications and engagement – By 2030: o The SLRD, its electoral areas, member municipalities, First Nations and other government partners, work cooperatively together to promote and integrate a shared vision of success and sustainability for the region; o A Broad partnership of institutions, businesses, community organizations, individuals, First Nations and all other levels of government work together and share information; o The SLRD engages effectively and regularly with all stakeholders; o Joint planning exercises with First Nations and other regional partners are seen as opportunities to grow together while respecting the responsibilities and jurisdictions of other governments. 4. Northern Area Economic Development Assessment, Strategy and Action Plan Goal #5.7: Strengthen and expand partnerships o 5.7.2. Establish community accords with First Nations
Organizational Considerations:
Staff estimates it will take approximately 50 - 60 hours of staff time to continue participating on the event planning working group, assist EcoPlan in coordinating the event invitations and logistics, and attend the C2C and LIRN-BC events.
Page 43 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
The contract with EcoPlan International expires on December 31, 2015 and must be renewed if the SLRD Board wishes to continue the relationship-building process with the northern St’át’imc.
Financial Considerations: Original funds allocated to 2-year EcoPlan contract: $51,778.00 C2C Grant Funding: $ 5,000.00 Initial funds allocated from Outreach #1601: $ 5,000.00 Confirmed Funds: $61,778.00
Revised budget, based on increased scope of work* ($74,133.00) Funding deficit: $12,355.00
*The revised budget for EcoPlan and the C2C Forum and the LIRN-BC event is valued at $74,133 - this includes all 2015 EcoPlan project costs, the full cost ($14,000) to produce the C2C Forum, the incremental costs ($12,749) allocated to planning and production of the Friday portion of the LIRN-BC event (including all associated travel and accommodation costs), as well as $33,753 allocated to support EcoPlan’s work of establishing a multi-party regional economic development committee through 2016. Specifically, the renewed contract with EcoPlan would include $33,753 to fund next steps in the 2016 work plan, assuming that the parties agree to continue exploring ways to collaborate on economic development following the C2C Forum and LIRN-BC workshop. The revised proposal from EcoPlan allocates $23,753 to consulting fees and $10,000 to direct meeting costs, which should allow for at least two economic development focused meetings to occur in 2016. This should provide a solid foundation for continued efforts towards establishing the Regional Economic Development Partnership. Funding available: Available Outreach budget, after original C2C allocation of $5,000: $15,331.00 Available Treaty Advisory Committee available: $ 9,592.00 Total funds from Outreach and TAC available: $24,923.00
Page 44 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
C2C & LIRN-BC Forums – Northern St’at’imc Relationship Building
Should the Board decide to allocated funds from the Outreach and / or Treaty Advisory Committee budgets to cover the incremental costs associated with the C2C Forum and the LIRN-BC event, there would be approximately $12,568.00 remaining in the Outreach and / or Treaty Advisory Committee budgets for additional First Nations Outreach ($24,923.00 - $12,355.00).
Regional Considerations:
Holding a C2C Forum and corresponding LIRN-BC event with the northern St’át’imc communities will demonstrate the SLRD Board’s commitment to its goal of enhancing relations with First Nations communities, and will hopefully build the foundation needed for Electoral Areas A, B and the District of Lillooet to work with the St’át’imc to establish a shared governance model for economic development. This being said, it will be important for the SLRD to develop a plan to reach out to the other First Nations communities within the SLRD as well. Staff recommends that the Board consider using the funds remaining in the Outreach and TAC budgets to develop and implement a Regional Reconciliation Framework* to support its strategic objective of enhancing relationships with First Nations. Depending on the scale of engagement desired, additional funds will likely be needed, which should be considered during the 2016 budget process. *In the previous C2C Forum Board report, staff recommended that the Board consider moving forward with a First Nations Engagement Strategy. As we continue to learn about the complexities involved in enhancing relations with First Nations, we’ve come to realize that to be successful, the work will require more than engagement. As such, we’ve begun referring to the proposed work as framework for Reconciliation.
Follow Up Action:
Direct staff to bring a report to the Board outlining the rationale and scope of work required to design and implement a Regional Reconciliation Framework that will set out the path to achieving the SLRD Board’s priority of enhancing relationships with aboriginal communities and First Nations.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 45 of 333 Direction Request – Sub-Regional Economic Development (North...
Box 219, 1350 Aster Street Pemberton, BC V0N 2L0 Ph. 604-894-6371, 800-298-7753 F: 604-894-6526 [email protected] www.slrd.bc.ca
October 16, 2015
Susan James Executive Director Lillooet Tribal Council P.O. Box 1420 Lillooet, BC V0K 1V0
Via Email: [email protected]
Dear Chief James:
RE: Community to Community Forum Invitation
On behalf of the Board and staff of the Squamish-Lillooet Regional District (SLRD), please accept our sincere condolences on the tragedy that occurred in the Xwisten community earlier this week. Our thoughts and prayers are with those involved, their families and your entire community. We recognize that your focus now must be on healing and helping your community through this most difficult time. Please know that the SLRD stands ready to support you in any way that we can. We write also to thank you for receiving our delegate, EcoPlan International, at the October 2, 2015 Lillooet Tribal Council meeting, to initiate a dialogue on how the six northern St’át’imc communities, the SLRD, and the District of Lillooet might strengthen our relationships to enhance cooperation and community economic development. At your readiness, we would like to continue that dialogue. As you know, the SLRD hired EcoPlan following the recommendation of a 2014 Feasibility Study conducted by the Fraser Basin Council to form a multi-party working group to guide the development and direction of a shared economic development service in the northern SLRD / northern St’át’imc Territory. The study recommended that an impartial third party be hired to establish the working group and coordinate its work through the initial development phase. The feasibility study was commissioned following recommendations from previous studies highlighting the importance of improving communication, building relationships and strengthening partnerships between the SLRD, the St’át’imc, and the District of Lillooet, and as well as with regional stakeholders and the broader community. We understand from speaking with both Jim MacArthur from Lillooet Tribal Council and William Trousdale from EcoPlan that while there is interest on the part of the St’át’imc in exploring opportunities to improve regional collaboration on community economic development, before this can occur there is a need to bring elected leadership together to have a broader discussion about some key foundational issues, including St’át’imc Title and jurisdiction, history, governance and protocol. The SLRD is committed to enhancing relationships with the St’át’imc, and we would welcome such a dialogue and learning opportunity. The SLRD Board has sought out funding support from the Union of BC Municipalities (UBCM) to convene a Community to Community (C2C) Forum between the SLRD,
Members: District of Squamish, Resort Municipality of Whistler, Village of Pemberton, District of Lillooet, Electoral Areas A, B, C, and D
Page 46 of 333
Direction Request – Sub-Regional Economic Development (North... – 2 –
the six northern St’át’imc communities and the District of Lillooet. We propose convening a C2C Forum early in 2016, and would appreciate it if you would forward this invitation to the members of the Lillooet Tribal Council. We would like to extend the invitation to each community’s elected and traditional Councils, as well as their Senior Administrators. The SLRD Board and our Chief Administrative Officer (CAO) will be invited to participate, and we plan to invite the Mayor, Council and CAO of the District of Lillooet as well. Should the northern St’át’imc communities wish to move forward on this initiative, we respectfully request a designated St’át’imc representative be identified to help develop the agenda and plan the C2C event. A planning group exists to support a similar event being organized by the Fraser Basin Council and funded by Learning Initiatives for Rural and Northern (LIRN) BC. As this group includes: Jim MacArthur from Lillooet Tribal Council; Jeannette Nadon, the SLRD’s Communications and Grants Coordinator; Margaret Hohner, District of Lillooet; Toby Mueller, Lillooet Learning Communities Society; Donnella Sellars, Fraser Basin Council and William Trousdale, EcoPlan, our hope is to leverage that team for direction on the agenda and format for the C2C Forum. The above-mentioned planning group suggests that the C2C Forum might take place on either January 15/16, January 22/23 or January 29/30 with a second LIRN-BC event on March 11/12 or March 18/19. These are all Friday/Saturday dates; the planning group felt it would be beneficial for the forums to begin with an evening session (6 pm – 9 pm) followed by a day-long workshop (9 am – 3 pm). The dates, format and agendas are all tentative and open for discussion. Please feel free to propose alternate dates if these don’t work for you. However, please be aware that a condition of the funding is that both events take place on or before March 31, 2016. The SLRD hopes this C2C Forum (and the corresponding LIRN-BC workshop) will help to create a solid foundation on which we can build stronger, more effective relationships. Ultimately, we believe that the interests of all people living in our communities will best be served by our governments working together in a spirit of cooperation, based on mutual respect and understanding; we hope you will agree. While UBCM may grant a conditional approval of our C2C application without confirmation from all invited guests, they will not confirm funding until we finalize the date for the event and provide a list of confirmed participants. This requirement has prompted such detailed correspondence now, when it would have been our preference simply to extend our condolences and prayers. Please contact Jeannette Nadon, SLRD Communications & Grants Coordinator at [email protected] or by telephone at (604) 894-6371 ext. 239 should you have any questions, and to confirm whether your member communities plan to participate. If so, we’d appreciate it if you could let us know your preferred date for the C2C Forum as well as for the LIRN-BC event. Thank you for your consideration. We look forward to hearing back from you soon. Respectfully,
Jack Crompton Chair, Squamish-Lillooet Regional District Board of Directors cc. Jim MacArthur, St’át’imc Government Services SLRD Board of Directors Lynda Flynn, SLRD Chief Administrative Officer William Trousdale, EcoPlan International Inc.
Members: District of Squamish, Resort Municipality of Whistler, Village of Pemberton, District of Lillooet, Electoral Areas A, B, C, and D
Page 47 of 333
Direction Request – Sub-Regional Economic Development (North...
Page 48 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 49 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
Date of Meeting: SLRD Board – September 30, 2015
Recommendations:
THAT the Squamish-Lillooet Regional District (SLRD) Board direct staff to send a letter to the Lillooet Tribal Council to assess the interest of the six northern St’át’imc communities in attending a Community to Community (C2C) Forum with the Squamish- Lillooet Regional District; and THAT should one or more of the six St’át’imc communities express interest: 1. The SLRD Board direct staff to prepare an application for C2C Forum funding from the Union of BC Municipalities to host a forum with the objectives of enhancing relationships and fostering cooperative action regarding economic development and other issues of mutual interest and concern; and 2. The Chief(s), Councils, Administrators and Economic Development Officers from all interested northern St’át’imc communities be invited; and 3. The Mayor, Council, Administrator and Economic Development Officer from the District of Lillooet be invited; and 4. The SLRD Board direct staff to hire a third party engagement specialist and / or facilitator to work with staff to organize and produce the event; 5. Up to $5,000 be allocated from the Outreach cost centre #1601 to provide the matching funds required; and 6. If the C2C Forum funding application is successful, the Chief Administrative Officer be authorized to execute any agreements arising therefrom.
Key Information:
On September 2, 2015, the Union of BC Municipalities (UBCM) announced that applications are now being accepted for the Fall Intake of the 2015/2016 Regional Community to Community (C2C) Forum program. The deadline to apply for funding is Friday, October 16, 2015 and the event must take place on or before Thursday, March 31, 2016.
Program Information: The goal of a C2C Forum is to increase understanding and improve overall relations between First Nations and local governments. The forum events are intended to provide
Page 50 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
a time and place for dialogue to build on opportunities, resolve issues of common responsibility or interest and / or to advance tangible outcomes. To qualify for funding, a C2C forum must include dialogue between neighbouring First Nation and local government elected officials. The event must work towards one or more of the following objectives: Educating and informing the participating governments about current issues in relationships between the First Nations and local governments; Strengthening relationships and fostering cooperative action by building stronger links between First Nation and local government elected officials and staff; or Advancing local governments and First Nations to more formal relationships through protocols, MOUs, service agreements and / or collaboration on plans or projects. Also of note: The maximum funding amount is $5,000 and applicants are required to provide matching funds, in cash or in-kind. Applicants can apply to host more than one event; however, the total funding available to each local government is $5,000. The date of the event must be set and provided to UBCM (UBCM will only approve in principle without the date). The event(s) must take place on or before March 31, 2016. The willingness of the partnering (i.e. First Nations) community to participate must be confirmed and provided to UBCM in writing (UBCM will only approve in principle without the confirmation). UBCM can provide an “approval in principle” without having written confirmations in place. However, no funding will be released until the written confirmations have been submitted.
Forum Options:
1. Host a northern SLRD / northern St’át’imc Territory C2C Forum
In recent years, the SLRD has been working to support economic development in the northern part of the regional district (Areas A, B and the District of Lillooet). An Economic Development Assessment, Strategy and Action Plan report commissioned in 2012 identified Strengthening and Expanding Partnerships as one of seven key strategies.
Page 51 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
Each of the six northern St’át’imc communities has created an Economic Development Corporation are actively pursuing their own economic development initiatives. Recently the economic development officers from the six St’át’imc communities have been meeting to discuss current activities and future plans. The District of Lillooet has engaged with some of the St’át’imc communities on various initiatives, most recently tourism development. The SLRD has also worked with some of the communities on various initiatives, most recently the development of the SLRD Area B, District of Lillooet & St’át’imc Agricultural Plan. This being said, there are no formal mechanisms in place to encourage collaboration and strengthen working relationships, nor are there any formal protocols or communication channels in place.
In 2013, the SLRD hired the Fraser Basin Council to undertake a feasibility study to determine the most appropriate governance model for shared economic development in the northern SLRD. The study recommended that an inclusive, multi-party committee be formed to guide the development and direction of a shared economic development service, and that the committee be organized and facilitated by a third party. The intent was that the committee be a regional, independent and non-political working group. The SLRD hired EcoPlan International to assist staff in forming this committee / working group and to provide secretariat support through its initial development phase. Work to form this committee / working group is underway; the working title of this initiative is the Northern SLRD Regional Economic Development Partnership.
The initial plan was that we would hold two meetings of the Partnership in 2015 and four in 2016 to see the working group through its development phase. However, initial interviews have indicated that there may be a need for elected leadership to get together to discuss values and objectives in an effort to build understanding and find common ground before the working group / committee is formed.
As well, it’s been noted that while the St’át’imc communities have a good understanding of the District of Lillooet, including its role and governance structure, there is very little understanding of what the SLRD is, what the organization does, and how we might be able to work together to strengthen the communities in the northern region.
A C2C Forum would be an ideal venue to bring elected leaders, administrators and economic development staff from the SLRD, District of Lillooet and the St’át’imc communities together to share information, build relationships, and
Page 52 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
explore how we might work cooperatively on community economic development. Once there is buy-in at the leadership level, the hope is that work can begin on the formation of the “staff-level” working group.
Specific objectives would include:
Creating a unified environment in which to establish common ground on future goals and priorities at the regional scale; Learning about the importance of ceremony and protocol; Exchanging knowledge about St’át’imc diversity and governance structure as well as municipal and regional district governance structure; Developing communication that fosters cooperation and agreement on managing the diverse interests in the northern Squamish-Lillooet Regional District / northern St’át’imc Territory; Providing clarity on opportunities in the communities, with a focus on community economic development; Gaining insight into the interests of each participating group; Setting a framework for further discussion and meetings.
Other considerations:
In addition to forming the Northern SLRD Regional Economic Development Partnership, there are several other initiatives (either planned or already in progress) that could benefit from a C2C forum: o SLRD Area B, District of Lillooet & St’át’imc Agricultural Plan Implementation, specifically as it relates to food security and the creation of a producers’ co-operative; o Recognition of First Nations Traditional Territory; o Regional Touring Routes project; o First Nations map. The Lillooet Tribal Council (six northern St’át’imc communities) and the District of Lillooet have held two C2C forums already in 2015 and a third forum is planned for the fall (October 2015). It is possible that the St’át’imc leadership may not be ready to participate in another C2C Forum so soon after the forum with the District of Lillooet.
Page 53 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
The District of Lillooet, with support from Lillooet Learns and the SLRD (staff presentation) is organizing a forum called Working Together: Building Respectful and Effective Aboriginal / Non-Aboriginal Relationships which is scheduled to take place in late January or early February. The forum will be facilitated by the Fraser Basin Council. Funding is being provided through a grant from LIRN BC: Learning Initiatives for Rural and Northern BC.
2. Host an SLRD / St’át’imc C2C Forum
Another possibility would be to host a forum between the SLRD and all eleven of the St’át’imc communities. This option is not recommended for the following reasons:
It would preclude the SLRD from including the Regional Economic Development Partnership topic on the agenda as the five southern St’át’imc communities are not currently part of the catchment zone for this project. Discussions with J. MacArthur, Senior Governance Advisor for the St’á’imc Chiefs Council, indicate that each of the eleven St’át’imc communities is incredible distinct and diverse, with unique needs and perspectives. While the northern St’át’imc have a long history of working together, there is less commonality between the northern and the southern communities. This would likely make holding a focused discussion far more difficult.
3. Host an SLRD / Lil’wat C2C Forum
The Lil’wat Nation is the largest of the eleven St’át’imc communities and there is already has a protocol agreement in place between the SLRD and the Lil’wat Nation. The Protocol Agreement signed in 2006 identified several principles of cooperation, one of which was to coordinate annual meetings to discuss work plans and areas of common concern and / or interest.
A letter was sent to the Lil’wat Nation Chiefs on September 15 regarding enhancing relations between the two governments. The letter identified several initiatives to foster stronger, more effective working relationships, and suggested that the SLRD would be open to organizing a meeting of the SLRD Board and the Lil’wat Nation Chiefs and Council to discuss these initiatives in more detail. A C2C Forum could be a good forum to hold such a meeting.
While holding a C2C Forum with the Lil’wat Nation could be beneficial, it is felt that a more focused forum with the northern St’át’imc communities would be a
Page 54 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
better use of current resources, given the economic development priorities and activities already taking place in the northern SLRD at this time.
4. Host a region-wide C2C Forum
One of the SLRD’s Board 2015 - 2018 Strategic Priorities is to enhance relationships with aboriginal communities and First Nations. Ultimately, the Board would like to enhance relations with all First Nations communities within the SLRD, including all of the St’át’imc communities as well as the Squamish Nation and the Tsleil-Waututh Nation, which also has interests within the SLRD. A region-wide forum would be an opportunity to discuss protocol and respective governance structures as well as common goals and opportunities.
A region-wide forum was put forward in the SLRD’s 2014 grant application. However, in the course of drafting the grant application, staff realized that it would be difficult to organize an effective region-wide forum within the available budget of $10,000. Further, it would require significant staff time to organize. As well, given the incredible diversity across the many First Nations that would be invited, it would likely be difficult to hold a productive and focused dialogue. As a result, staff do not recommend moving forward with a region-wide forum at this time.
Options:
1. Approve the recommendation as drafted and proceed with assessing interest among the northern St’át’imc communities with attending a C2C forum with the SLRD and the District of Lillooet; 2. Amend the recommendation to use matching funding from Northern Economic Development and Initiatives (NEDI) Committee source and approve as amended (there are limited funds available that have not been committed); 3. Amend the recommendation and approve as amended; 4. Do not approve the recommendation and take no further action at this time.
Preferred Option: ONE
Given the SLRD Board’s desire to enhance relations with First Nations communities and the number of initiatives either planned or currently underway in the northern part of the region that would benefit from stronger relations with the St’át’imc, staff feel that holding a C2C forum with the northern St’át’imc would be a good use of organizational resources. This being said, it will take considerable time and expertise.
Page 55 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
Policy Considerations:
1. 2015 – 2018 SLRD Strategic Priorities Enhancing relationships with aboriginal communities and First Nations Identifying and implementing mutually beneficial regional projects [Regional Touring Routes concept] 2. SLRD Regional Growth Strategy (RGS) Goal #8 – Enhance Relations with Aboriginal Communities o Supports expanding dialogue and cooperation with First Nations o Supports establishing MOU’s between aboriginal communities and local governments that address issues of mutual concern Goal #9 – Improve collaboration among Jurisdictions 3. SLRD Integrated Sustainability Plan (ISP) 2.3.9 – Communications and engagement – By 2030: o The SLRD, its electoral areas, member municipalities, First Nations and other government partners, work cooperatively together to promote and integrate a shared vision of success and sustainability for the region; o A Broad partnership of institutions, businesses, community organizations, individuals, First Nations and all other levels of government work together and share information; o The SLRD engages effectively and regularly with all stakeholders; o Joint planning exercises with First Nations and other regional partners are seen as opportunities to grow together while respecting the responsibilities and jurisdictions of other governments. 4. Northern Area Economic Development Assessment, Strategy and Action Plan Goal #5.7: Strengthen and expand partnerships o 5.7.2. Establish community accords with First Nations
Organizational Considerations:
The SLRD has hired EcoPlan International on a contract to support the development of the Northern SLRD Regional Economic Development Partnership. The contract for 2015 includes the organization and facilitation of two workshops. It’s possible that the organization of this C2C Forum could be considered as one of these planned
Page 56 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Community to Community
(C2C) Forum funding – (Fall) 2015/16
workshops. That said, a C2C Forum would likely be much larger than originally intended, which would take more time to organize. SLRD staff would need to confer with EcoPlan to determine the implications and feasibility of adjusting the scope of the workshop before moving forward.
Hiring an event organizer and / or facilitator is considered an eligible expense under the terms of the C2C grant, and would be included within the forum budget.
Financial Considerations:
If successful with the C2C Forum grant application, the SLRD would receive up to $5,000 from UBCM to organize and produce the Forum. As mentioned above, the SLRD has already begun the process of forming a Northern SLRD Regional Economic Development Partnership, and funds have already been allocated to support the work of EcoPlan International. A C2C Forum would likely be bigger and therefore more expensive than the original staff-level workshop envisioned. As a result, if the above is undertaken with EcoPlan, the budget and contract with EcoPlan would need to be reviewed.
Should additional funds be required, there is approximately $15,000 after the requested $5,000 for this C2C forum remaining in the Outreach cost centre which could be available as matching funds.
Regional Considerations:
Holding a C2C Forum with the northern St’át’imc communities will demonstrate the SLRD Board’s commitment to its goal of enhancing relations with First Nations communities. This being said, it will be important to reach out to all other First Nations communities within the SLRD as well.
At some point soon, the SLRD Board may wish to develop a regional First Nations Engagement Strategy to support its strategic objective of enhancing relationships with First Nations.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 57 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Northern SLRD Regional Economic
Development Partnership –
Proponent Selection
Date of Meeting: Northern Economic Development & Initiatives – CLOSED June 11, 2015
Recommendation:
1. THAT the Squamish-Lillooet Regional District enter into an agreement with EcoPlan International to oversee the creation of an inclusive, multi-party economic development committee / working group and to provide secretariat support to said committee / working group until December 31, 2015 (value of 2015 contract: $17,273) with the option to renew the contract until December 31, 2016 (value of 2016 contract: $34,505); and 2. THAT the Chair and/or the CAO be authorized to sign any agreements pertaining to this contract, on substantially the same terms as the agreement attached to the Request for Proposals – Economic Development Partnership: Development & Secretariat Support; and 3. THAT the Board rise and report on the contract with EcoPlan International.
Attachments:
1. Request for Proposals – Regional Economic Development Partnership: Development & Secretariat Support 2. EcoPlan International - Proposal 3. Fraser Basin Council – Proposal
Background:
As directed by the Northern Economic Development and Initiatives (“NEDI”) Committee of the Squamish-Lillooet Regional District (“SLRD”) Board, staff issued a Request for Proposals (“RFP”) on May 5, 2015 seeking a qualified consultant, business or not-for-profit society (“consultant”) to oversee the creation of an inclusive, multi-party economic development committee / working group (“working group”) to guide the development and direction of a shared economic development service in the northern SLRD. The consultant is also expected to provide secretariat support to the working group through to the end of 2016.
Currently this working group is being called the Northern SLRD Regional Economic Development Partnership. Forming this working group was a key recommendation of
Page 58 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Northern SLRD Regional Economic
Development Partnership –
Proponent Selection
the Economic Development Governance Model Feasibility Study conducted for the NEDI Committee by the Fraser Basin Council (“FBC”) in 2014. The report is available on the SLRD website (www.slrd.bc.ca/inside-slrd/reports).
The SLRD received seven proposals in response to the RFP. After reviewing and evaluating each proposal, the SLRD Communications & Grants Coordinator short- listed three proposals (EcoPlan International, Fraser Basin Council, Placemakers Consulting) which were then forwarded to the District of Lillooet (“DOL”) and SLRD Chief Administrative Officers as well as the DOL Communications & Grants Coordinator for review and consideration (“Selection Committee”). The Selection Committee unanimously agreed that the proposal from EcoPlan International most closely aligned with the requirements set out in the RFP.
Options:
1. Direct staff to enter into an agreement with EcoPlan International to oversee the creation of an inclusive, multi-party economic development committee / working group and to provide secretariat support to said committee / working group until December 31, 2015 with the option to renew the contract until December 31, 2016. 2. Direct staff to enter into an agreement with a consultant other than EcoPlan International to oversee the creation of an inclusive, multi-party economic development committee / working group and to provide secretariat support to said committee / working group until December 31, 2015 with the option to renew the contract until December 31, 2016. 3. Do not approve the recommendation and refer the matter back to staff with further direction on how to proceed.
Preferred Option:
Option one is the preferred option. The EcoPlan consulting team offers a wealth of experience in the following key areas: Designing, leading and facilitating collaborative engagement processes; First Nations relations and engagement; and Community economic development.
Page 59 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Northern SLRD Regional Economic
Development Partnership –
Proponent Selection
Highlights include: 2014 - present: Currently working with Xwisten (Bridge River Band) to draft an economic development strategy; 2012 – 2013: Worked with the Alberni-Clayoquot Regional District (“ACRD”) to integrate local First Nations as full members of the regional board; included developing an award-winning toolkit to assist local governments improve relations with First Nations (A Path Forward: A Regional Planning Toolkit); 2008: Worked with the SLRD to conduct an Economic Opportunity Assessment as part of the regional district’s Regional Growth Strategy initiative; Senior Planner, William Trousdale, is an Adjunct Professor at the School of Community and Regional Planning at UBC and an Associate at SFU’s Centre for Sustainable Community Development; Associate Planner, Colleen Hamilton, has a Master’s degree in Local Economic Development from the London School of Economics. Further, EcoPlan’s comprehensive and thoughtful proposal provided specific details regarding how they plan to approach the work. The proposal set out administrative processes (e.g. kick off meeting, preliminary participant interviews, workshop content development, reporting, staff check-ins, etc.). As well, the proposal identified several potential challenges to consider when establishing the working group, including making sure to allow time to build trust and buy-in, the importance of allowing the working group to self-determine workshop topics, dealing with geographic dispersion, etc. Staff obtained three references which all indicate that the EcoPlan team is professional, easy to work with, exceptionally qualified, responsive, supportive, accommodating, and sensitive to the complexities involved in bringing diverse groups of people together to collaborate on matters of shared concern. The EcoPlan International proposal is attached. In the interest of comparison, the Fraser Basin Council (“FBC”) proposal, which was also on the short-list, is attached as well (as they developed the concept). One advantage of the FBC proposal is the fact that the consulting team has already developed relationships with many of the potential members of the working group through their work on the 2014 Community Economic Development projects report. However, the EcoPlan team also has experience working in the Lillooet area, having worked with the SLRD in 2008 to develop the Economic Opportunities Assessment. In
Page 60 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Northern SLRD Regional Economic
Development Partnership –
Proponent Selection
addition, EcoPlan is currently working with Xwisten on an economic development strategy. Further, staff felt that the experience and qualifications of the proposed FBC project team simply did not match that of the EcoPlan team. Maureen LeBourdais, one of the three FBC consultants who worked on the 2014 report, is not part of FBC’s proposed project team as she approaching retirement. Ms. LeBourdais was the person with the most community economic development experience on the FBC team. Further, while Mike Simpson does have a wealth of engagement and First Nations experience, the proposal indicated that he would be acting in a supporting role, estimated to spend about 94 hours on the project over 2 years, with Tracy Thomas, a junior team member with far less experience, assigned as the project lead and projected to spend 465 hours.
Legal Considerations:
The agreement with EcoPlan would be for a term ending on December 31, 2015 with an option to renew to December 31, 2016 based on the pricing set out in the EcoPlan proposal. This gives the SLRD a measure of flexibility in case the working group and / or the NEDI Committee decide not to continue beyond the first year.
Financial Considerations:
The total cost for EcoPlan’s services is $51,778 plus tax over two years (Year 1 cost: $17,973; Year 2 cost: $34,505). The price includes contractor fees, disbursements and meeting expenses (based on two meetings in year 1 and four meetings in year 2). For comparison, FBC’s proposal reflected a total cost of $51,102 plus tax over two years. Funds would be taken from the money allocated to the NEDI Committee by the SLRD Board in 2013. Currently, there is about $78,575 remaining of the $85,000 originally allocated by the board. Of this, $25,000 has been budgeted to hire a contract communications coordinator for a 1-year term to assist the SLRD Communications & Grants Coordinator with corporate communications work. After awarding this contract for both 2015 and 2016, there would be about $1,800 remaining in the budget.
Regional Considerations:
EcoPlan has pre-existing relationships in the northern SLRD. In particular, they are currently working with Xwisten to draft an economic development strategy.
Page 61 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Northern SLRD Regional Economic
Development Partnership –
Proponent Selection
Building trust and strengthening relationships with First Nations has been noted as a key priority for both the NEDI Committee and the SLRD Board. This work would provide a framework for collaboration that, if successful, could potentially be broadened to include other areas of the regional district.
Organizational Considerations:
The SLRD will coordinate the creation of the working group and will also designate a staff lead to act as the liaison between the NEDI Committee and the third party secretariat. It is understood that the SLRD Communications and Grants Coordinator can spend up to 30% of her time, for a period of one year, on economic development- related duties. It is expected that both the SLRD and the DOL will designate a staff person to participate on the working group.
Follow Up Action:
Notify successful proponent and award contract. Notify unsuccessful proponents. Schedule a kick-off meeting between SLRD staff and the consultant to discuss priorities and expectations, clarify deliverables, project methodology, timeline, roles and responsibilities, confirm initial list of potential participants, and identify immediate next steps. Work with successful proponent to initiate the project.
Communications Plan:
Draft and issue news release announcing successful proponent and planned next steps (this would follow the initial kick-off meeting). Update relevant sections of SLRD and DOL websites.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 62 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 63 of 333 Direction Request – Sub-Regional Economic Development (North...
Jeannette Nadon, Communications and Grants Coordinator Squamish-Lillooet Regional District 1350 Aster Street, Pemberton, B.C. V0N 2L0
Re: Northern SLRD Regional Economic Development Partnership: Development & Secretariat Support
Dear Ms. Nadon,
It is our pleasure to submit the following proposal in response to your Request for Proposals – Northern SLRD Regional Economic Development Partnership: Development & Secretariat Support.
EcoPlan has over 20 years of experience in public consultation and engagement, community economic development, and First Nations planning. Our services have supported successful engagement efforts across a range of contexts in order to build consensus on challenging issues, to raise public awareness and interest, and to increase transparency and accountability between the public and elected officials.
In 2008, we worked closely with the SLRD, the District of Lillooet, and representatives from six northern St’át’imc First Nations (among other stakeholders) to develop the SLRD Economic Development Opportunities Assessment and Economic Base Analysis, two documents which helped lay the groundwork for a Regional Economic Development Partnership.
With an office in Whistler, we remain active in the region and are currently working with Xwísten (Bridge River) First Nation on a variety of community planning initiatives, including an Economic Development Strategy initiative that kicked off this month. We also recently completed an Employment Lands Strategy for the District of Squamish and an Economic Development Strategy for Lil’wat First Nation. Collectively, these projects and others in the region provide our team a rare insider’s perspective on the context in which the Regional Economic Development Partnership would be working.
We feel we are well equipped to support the development, management and work of the Regional Economic Development Partnership and Secretariat. Please do not hesitate to contact us if additional information is required.
Regards,
William Trousdale, RPP, MCIP Principal and Senior Planner
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 2
Page 64 of 333 Direction Request – Sub-Regional Economic Development (North...
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 3
Page 65 of 333 Direction Request – Sub-Regional Economic Development (North...
Table of Contents 1. Qualifications and experience of consultant ...... 5 1.1. Corporate profile ...... 5 1.2. Team members ...... 7 1.3. Summary of related experience ...... 9 1.4. References ...... 15 2. Proof of insurance ...... 16 3. Potential conflicts of interest and pertinent legal issues ...... 17 4. Assumptions ...... 17 5. Acceptance of terms ...... 17 6. Methodology and workplan ...... 18 6.1. Description of the methods to be employed to perform and coordinate the work and to control the scope, quality, schedule and cost of the project ...... 18 6.2. Itemized work program ...... 18 6.3. Schedule ...... 24 6.4. Description of assumptions ...... 25 6.5. Special challenges or considerations ...... 25 6.6. Requirements for SLRD staff assistance ...... 27 6.7. Budget and timelines ...... 28 6.8. Value addition ...... 30
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 4
Page 66 of 333 Direction Request – Sub-Regional Economic Development (North...
1. Qualifications and experience of consultant
1.1. Corporate profile
EcoPlan is a multidisciplinary firm of community planners, communications specialists, designers, and decision analysts. We have local and global experience in local economic development, community and regional planning, land use planning decision support, and resource and environmental management.
For over 20 years, our team has provided creative and flexible approaches for municipal and regional governments, First Nations, provincial ministries, the private sector, and community groups to develop and implement effective and durable solutions to the challenges they face. Our core services include:
Community and Local Economic Development: Economic Base Case Research, Feasibility Analysis, Leakage Analysis, Market Assessment, Gap Analysis, Opportunities Analysis, Assets Analysis, Risk Assessment, Strategy Development Strategic Planning and Decision Support: Supported and Structured Decision- Making, Strategic Planning, Project Prioritization, Project/Policy Evaluation Stakeholder and Community Engagement: Engagement Strategy Development, Facilitation, Communications, Materials Design and Production, Tool Design and Implementation, Logistics Land Use and Community Planning: Land Use Plans, Design Guidelines, Site Planning, Site Selection and Assessment, GIS Mapping and Analysis First Nations Planning and Engagement: Comprehensive Community Plans, Land Use Plans, On and Off-Reserve Engagement, Governance, Capacity Building Planning
As a firm, have designed, lead and facilitated collaborative engagement processes with local governments, First Nations, community organizations, senior governments, and international agencies across a range of contexts. Our efforts have helped to build consensus on challenging issues, raise public awareness on important topics, and increase transparency and accountability between the public and elected officials. With experience that ranges across disciplines and scopes – from large-scale public outreach initiatives as part of Official Community Plans and Regional Growth Strategies, to technical, multi-stakeholder group facilitation on specific topics such as water resource management, health care, and individual development proposals – we are able to bring a broad perspective to the projects we work on.
Our approach is a participatory, value-driven process that uses methods from structured decision-making to organize feedback from stakeholders and broad public engagement. These methods are used to clarify the community values, technical
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 5
Page 67 of 333 Direction Request – Sub-Regional Economic Development (North...
information, and trade-offs involved in all decision-making. Combined with our clear and compelling infographics and process diagrams, our engagement and communications processes are recognized for their transparent, rigorous and defensible outcomes.
EcoPlan is a nimble company with a flat organizational structure that results in a highly collaborative approach with our clients. As a small, adaptive firm, we are also able to both accommodate shifting workloads and sudden project demands, but also commit more senior staff hours to projects than our larger competitors.
Over the past eight years, our work has been acknowledged with a dozen national and provincial planning awards, including, most recently, a 2015 national planning award in the field of economic development.
EcoPlan’s Selected Recent Awards & Recognition
2015 Canadian Institute of Planners Planning Excellence Award – Rural and Small Town Planning For Growing Malcolm Island – and Economic Development Strategy
2014 Planning Institute of B.C. Award for Planning Excellence (Gold) – Planning Practice For the North Okanagan Regional District Regional Growth Strategy Monitoring & Evaluation Program
2013 Canadian Institute of Planners Planning Excellence Award – Planning Publications For the project A Path Forward: A Regional Planning Toolkit
2013 Canadian Institute of Planners Planning Excellence Award – Aboriginal Planning and Development For Giiwedaa – Animbiigoo Zaagi’igan Anishnaabek (AZA) Comprehensive Community Plan
2011 Planning Institute of B.C. Award for Planning Excellence - Small Town Planning For planning support on the Comox Valley Regional District’s Regional Growth Strategy
2011 Planning Institute of B.C. Award for Planning Excellence - Comprehensive Planning For the Musqueam Indian Band’s Comprehensive Sustainable Community Development Plan
2011 Planning Institute of B.C. Award for Planning Excellence - Planning Research For applied research in incorporating non-market community values in planning and negotiation.
2010 Planning Institute of B.C. Award for Planning Excellence - Comprehensive Planning & Policy For Sliammon First Nation’s Land Use Plan which included both a zoning and development bylaw
2007 Canadian Institute of Planners Planning Excellence Award – Economic Development For Promoting Local Economic Development through Strategic Planning, a four volume training and resource guide produced for the United Nations.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 6
Page 68 of 333 Direction Request – Sub-Regional Economic Development (North...
1.2. Team members
Four EcoPlan team members will work together on this project. Mini-bios are shown below, and resumes are included in the Appendix.
William Trousdale, MCIP, RPP, AICP President & Senior Planner William is a globally recognized planner, economist and decision analyst whose work has been acknowledged with awards for planning excellence from the Canadian Institute of Planners, the Planning Institute of BC, and a number of international awards. He is a strategic planning advisor to UN-Habitat, an Adjunct Professor at the School of Community and Regional Planning at UBC, and an Associate at SFU’s Centre for Sustainable Community Development. William holds a Master’s of Planning from UBC and is a member of the Canadian Institute of Planners and the American Institute of Certified Planners.
William’s unique expertise in structured decision-making is combined with wide- ranging experience in facilitation and community engagement. He has applied this to numerous economic development, stakeholder engagement and First Nations planning contexts. Recent relevant projects have included the Squamish Employment Lands Strategy, Cormorant Island Economic Development Strategy, Xwisten Comprehensive Community Plan and Economic Development Plan, and many others.
William has worked with a range of clients, including federal agencies and departments (Public Works Canada, Parks Canada, CIDA, Industry Canada), provincial governments and agencies (BC Hydro, Islands Trust, Integrated Land Management Bureau, Ministry of Aboriginal Relations and Reconciliation), local and regional governments and agencies (Metro Vancouver, Regional District of the North Okanagan, District of Squamish, District of Summerland, City of Coquitlam, City of Campbell River, TransLink, Vancouver Coastal Health Authority) and multiple First Nations (Cowichan Tribes, Musqueam, Matsqui First Nation, Sts'ailes, Gitga’at, among others).
John Ingram, MCIP, RPP Principal and Senior Planner John is a professional planner whose core areas of experience include strategic planning, community engagement and facilitation, physical planning, and local economic development. With over 15 years of planning experience, John has worked on healthy community planning initiatives, community plans, local economic development strategies, sustainability strategies, land use plans, and community engagement initiatives throughout BC and beyond. Some of his BC clients have included the Cities of Vancouver, Surrey, Langley, Fernie, Colwood, and Langford; the Capital, Powell River, Squamish-Lillooet, Comox, Cowichan Valley, Nanaimo, Metro Vancouver, North Okanagan, Okanagan-Similkameen and Central Okanagan regional districts; the Islands Trust and provincial agencies; and, the Gitga’at, Musqueam, Lower Nicola, Yale, Tla’amin, and Coldwater First Nations. John holds a graduate degree in urban and rural planning from Dalhousie University.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 7
Page 69 of 333 Direction Request – Sub-Regional Economic Development (North...
Colleen Hamilton, MSc Associate Planner Colleen is an Associate at EcoPlan with expertise and professional experience in community engagement and community relations, participatory community planning, local economic development, and First Nations planning. Colleen’s recent community planning work at EcoPlan has included stakeholder facilitation for various projects, Comprehensive Community Plans for several BC First Nations (including Xwísten), engagement planning support for the Capital Regional District, and several local economic development strategies in and around northern Vancouver Island (including the recent Cormorant Island Economic Development Strategy). Colleen holds a M.Sc. in local economic development from the London School of Economics and undergraduate degree in business from the University of Victoria.
Paul Siggers, Associate Planner Paul is an analyst and associate planner at EcoPlan with professional experience in community engagement and facilitation, planning for healthy communities, traditional use research, Land Use Plans, First Nations planning and local economic development (including the recent Squamish Employment Lands Strategy). Some of Pauls area of expertise include interviews and research, database development and management, output production and delivery, and report preparation. Paul holds a diploma in applied urban and rural planning from Langara College, and a B.A. from the University of Simon Fraser.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 8
Page 70 of 333 Direction Request – Sub-Regional Economic Development (North...
1.3. Summary of related experience
EcoPlan has managed, led and contributed to a wide range of economic development, collaborative decision-making and First Nations planning initiatives across BC and beyond. A list of recent, relevant projects is included below, but a complete list of EcoPlan’s projects is available on our website, www.ecoplan.ca.
Lillooet Economic Opportunities Strategy Client: Squamish-Lillooet Regional District EcoPlan conducted an Economic Opportunity Assessment project for the Squamish- Lillooet Regional District (SLRD) to foster economic development and to facilitate collaboration among local governments. The project was coordinated by the SLRD as part of its Regional Growth Strategy initiative, and included many municipal, regional and First Nations governments. The project had two main components. An Economic Base Analysis provided a ‘snap shot’ of local labour market trends, including demographics, employment, wages and capacity measures, along with a summary analysis of four key local business sectors – tourism, forestry, agriculture and energy. This analysis informed the project’s second component, an Economic Opportunity Assessment, which involved a stakeholder-driven identification, assessment and prioritization of potential economic development opportunities. The final strategy identified three top priority opportunities: a Joint Economic Development Strategy, a Joint Economic Development Working Group, and the St’át’imc Heritage and Learning Centre.
Squamish Employment Lands Strategy Client: District of Squamish EcoPlan worked with the District of Squamish on the development of an Employment Lands Strategy for the district municipality. The project built off the District’s current planning work (e.g., OCP and Zoning update, Downtown Neighbourhood Plan, Oceanfront Development) to help ensure that employment lands are available and used to their full potential for the community’s benefit and economic development. The project involved the input of District staff, standing committees and employment lands stakeholder groups, including business owners, sector representatives, property owners and important government partners, Squamish Nation and Squamish Lillooet Regional District. Preliminary strategy options were screened against employment lands demand projections and employment lands objectives developed by project stakeholders. Following this analysis, the remaining options were refined and assembled into a portfolio of 17 phased policy and program recommendations.
Lil’wat Economic Development Strategy Client: Lil’wat First Nation, BC EcoPlan was engaged by the Lil’wat First Nation to create a 5-year economic development strategy. Initial work included a community assessment and base-case analysis of current economic opportunities, and developing tools to engage community
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 9
Page 71 of 333 Direction Request – Sub-Regional Economic Development (North...
members in participatory planning processes. A community open house and a youth workshop allowed community members and Council to value objectives and prioritize economic development actions. The prioritized actions were then organized into a comprehensive economic development strategy, with attainable targets and clear work plans that will help facilitate self-sufficiency and sustainable revenue generation for the Lil’wat people.
Xwisten Economic Development Strategy Client: Xwísten (Bridge River Indian Band) EcoPlan is working with Xwísten on an economic development strategy. Currently in its initial (research) stage, the plan will include a skills inventory, situation assessment, extensive community engagement to understand opportunities and barriers, and a prioritized workplan of actions and funding opportunities. This project will build off of the results and engagement from the Comprehensive Community Plan, which was completed with EcoPlan support in 2014.
Squamish Downtown Neighbourhood Plan Update Client: District of Squamish Date: 2013 to 2014EcoPlan worked as part of a larger consulting team to update the Squamish Downtown Neighbourhood Plan. The original draft plan incorporated extensive community input on everything from social policy to urban design guidelines, and focused on the creation of a vibrant and enduring downtown community. The update included a review and revision of policy in the areas of social, cultural, environmental, economic, and transportation, as well as a refinement and simplification of area design guidelines. As part of a larger Downtown Squamish Transformation Initiative, the final plan will help the District develop a vibrant downtown. Components of the plan include green networks, character districts, active transportation networks, streetscape design, building form and character guidelines, and policies around energy conservation and environmental protection.
Cormorant Island Economic Development Strategy Client: Village of Alert Bay, ‘Namgis First Nation EcoPlan worked closely with community members, ‘Namgis First Nation and the Village of Alert Bay to develop a joint economic development strategy ( one of the first such joint projects in Canada). A unique aspect of this project was designing communications and engagement methods that reached both populations on the island, as well as external stakeholders. At the project outset, EcoPlan co-developed an engagement strategy with input from both Councils and staff members. Engagement activities included: Steering Committee made up of government and community representatives from both sides of the island (this group met regularly to oversee the project) Bi-weekly social media updates through ‘Namgis channels (twitter, Facebook), a preferred method of communication with members Paper newsletters and posters around the island
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 10
Page 72 of 333 Direction Request – Sub-Regional Economic Development (North...
Business visits and one-on-one conversations with owners and operators. Youth ambassadors A survey that nearly ¼ of the island’s population participated in Upon completing the planning process, an EcoPlan staff member moved to Alert Bay for one month to begin implementing some of the quick start actions and laying the ground work for more long term actions (e.g., hiring an economic development coordinator).
Malcolm Island Economic Development Strategy Client: Mount Waddington Regional District EcoPlan worked with an eleven-member volunteer steering committee to develop an Economic Development Strategic Plan for Malcolm Island and the community of Sointula. The community-based project included deep engagement with a broad cross- section of residents, stakeholders and neighbouring First Nations and local governments. The economic development plan included prioritized actions for economic development, implementation plans, and an assessment of the governance and implementation structures to undertake the actions (a unique challenge since Malcolm Island has no local government, and all implementation will be done by volunteers and community groups).
Summerland Economic Development Forum Client: District of Summerland Based on our award winning participatory strategic planning process, EcoPlan designed and delivered an economic development forum for the District of Summerland. The forum attracted over 50 members of the local business community, the District of Summerland Mayor, Council and staff, residents, as well as representatives of the Chamber of Commerce. In a focused session, the participants identified a set of targeted actions to address key challenges and move Summerland forward toward more organized economic development planning.
Public Consultation and Community Relations Services Client: Metro Vancouver, Liquid Waste and Water Services EcoPlan is currently working with Metro Vancouver’s Liquid Waste and Water Services, Public Involvement Division through a standing offer agreement to supply as and when required public consultation and community relations services. Currently, some of this work involves the management of a project to lead a multi-stakeholder process to review inflow and infiltration management options in private lateral sanitary sewer lines. The project will involve the establishment of a broad-based Stakeholder Working Group and the use of structured decision analysis tools in workshops where participants will work through a structured evaluation process to identify and confirm issues, understand the consequences of alternatives on their interests and objectives and, at project completion, generate a recommended alternative for improved inflow and infiltration management in Metro Vancouver. Other work on the Standing Offer includes supporting consultation and engagement with Musqueam Indian Band.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 11
Page 73 of 333 Direction Request – Sub-Regional Economic Development (North...
Advisory Services – Policy Research & Analysis, Public and Stakeholder Engagement Support, Strategic Decision-Making Support Client: TransLink Working with other experts in the field of structured decision-making (Compass Resource Management, Value Scope Research, and BC Hydro’s Decision Analysis Expert for Energy Planning and Economic Development), EcoPlan developed and delivered a three day structured decision-making (SDM) course for TransLink planners and decision-makers, held in 2013. The course involved presentations, interactive activities and small group project work to give participants a working understanding of the basic foundations of structuring complex decisions. Ultimately, the course was designed to help participants make decisions that are defensible, transparent, and effective; decisions that build trust and use information better; and decisions that achieve durable results in the long term because they meet their identified objectives. Building off of the training session, EcoPlan is currently supporting TransLink on two core projects involving SDM, including the Pattullo Bridge Review and the Strategic Health Impact Initiative for the Regional Transportation Strategy.
Regional Sustainability Strategy – First Nations Engagement and Communications Support Client: Capital Regional District The Capital Regional District (CRD) is in the process of updating its Regional Growth Strategy and repositioning it as a Regional Sustainability Strategy (RSS), which will have a stronger emphasis on regional economic, social and environmental sustainability. EcoPlan is working with the CRD to develop and lead implementation on a plan for RSS engagement activities for the 10 First Nations with reserve lands in the CRD. The CRD is looking to move beyond the traditional “consultation and referral” process, and engage First Nations more meaningfully and effectively and to improve how the CRD engages with First Nations on matters of mutual interest and concern. Recognizing the RSS process as the beginning of a longer relationship-building process, the project is looking to lay the groundwork for ongoing engagement, communications and co-planning with regional First Nations, several of whom are in advanced treaty negotiations. EcoPlan developed a customized engagement strategy for each of the First Nations to accommodate their level of interest, time availability and resources and is working with the CRD’s Manager of Aboriginal Initiatives in implementing it.
Electoral Area ‘D-1’ OCP Update Client: Regional District of Okanagan Similkameen Since September 2014, EcoPlan has been leading a larger project team on an update of the Official Community Plan for Electoral Area ‘D-1’ in the Regional District of Okanagan Similkameen (RDOS). With a small and highly dispersed rural population, the project has employed a range of engagement techniques to ensure the process remains community-driven. In addition to open houses (including the largest and most successful open house held in the regional district), surveys, and online tools,
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 12
Page 74 of 333 Direction Request – Sub-Regional Economic Development (North...
engagement has relied on the establishment of a 12-member volunteer Citizens’ Committee. The project is expected to be complete in December 2015.
Economic Impact & Opportunity Assessment of 2010 Winter Olympic Games Client: Integrated Land Management Bureau Working for the Province of BC’s Integrated Land Management Bureau and St’át’imc First Nation, EcoPlan led a strategic planning process to help the St’át’imc First Nation identify sustainable, 2010-related economic opportunities that would carry on beyond the horizon of the Games. The planning process utilized a structured decision-making process involving an Advisory Committee that represented all St’át’imc communities, agencies and Tribal Councils. The ground-up, community-led process integrated technical information and informed value judgments. The project also identified potential 2010-related impacts in the areas of security and public safety, transportation, real estate and housing, and tourism.
Regional Growth Strategy Decision Support, Engagement, Monitoring & Evaluation Client: Regional District of North Okanagan Winner of the Planning Institute of BC’s Award for Planning Excellence (Gold) for Planning Practice, this project helped the Regional District of North Okanagan (RDNO) evaluate objectives, policies and trade-offs for the development of its regional growth strategy (RGS). Rigorous, transparent and participatory structured decision-making tools were used to help elected officials, staff, and the broader community reach informed, consensus-based decisions about policy options for sustainable development in the region. This work involved the identification and evaluation of policy options and the development of value-based ranking surveys to conduct trade-off analyses with stakeholders. EcoPlan also developed and hosted a series of policy workshops and a special forum, where community members, elected officials, staff and other stakeholders explored different regional development and sustainability scenarios and the very real trade-offs each would require. Following the successful completion and adoption of the RGS, EcoPlan was retained to develop a specialized monitoring and evaluation program for it. This work included development of participatory monitoring and evaluation data collection framework and the development and delivery of a broad based community and stakeholder “Quality of Life” survey that was completed by over 1,300 respondents. The project also included development of a reporting system that both took advantage of technology (Internet, social media) but also recognized its limitations (i.e., 30% of North Okanagan residents do not have Internet access).
Regional Governance Initiative and Planning Toolkit Client: BC Ministry of Aboriginal Relations and Reconciliation Winner of the Canadian Institute of Planner’s 2013 Planning Excellence Award in the planning publications category, this toolkit was developed following EcoPlan’s work supporting two new Treaty First Nations of the Maa-nulth Treaty (BC’s second modern treaty) — Huu-ay-aht First Nations and Yuułuʔiłʔatḥ Government — join the Alberni- Clayoquot Regional District (ACRD) on Vancouver Island’s west coast. The toolkit
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 13
Page 75 of 333 Direction Request – Sub-Regional Economic Development (North...
summarizes the tools used in the process and was distributed by the Ministry of Aboriginal Relations and Reconciliation to local governments and First Nations across BC. Since its publication, the toolkit has been distributed to first nations and municipalities across the province, and has been successfully used to assist Uchuckelsaht First Nation’s entry into the ACRD regional board as a full member. A copy of the guidebook is available here: http://www.gov.bc.ca/arr/reports/default.html
Regional Growth Strategy Consultation Process Client: Regional District of Central Okanagan EcoPlan developed and carried out the first phase of a consultation process for the Regional District of Central Okanagan (RDCO) for their regional growth strategy (RGS) initiative. Work was based around a larger engagement strategy developed for RDCO and included the development of an education and awareness campaign around the broader regional sustainability issues the RGS was to address. Project work included a variety of engagement strategies to reach multiple stakeholders in the region, including an interactive project website, a widely distributed and well-received community workbook, and a media campaign. Community input from these activities and from an open house event supported an Elected Officials Forum, where a final regional vision was adopted and regional development issues were evaluated and ranked using innovative decision tools and technologies, including Audience Response Systems.
Coquitlam River Flood Management Process Client: BC Ministry of Environment EcoPlan provided technical support and facilitation services in a decision-support project to address flood hazard mitigation issues on the Coquitlam River. This project was initiated following an appeal to the existing Coquitlam Water Use Plan (WUP). A planning process was designed in order to gain an improved understanding of how creative alternatives could better satisfy a complete set of management objectives – ultimately resulting in more broadly accepted and accountable outcomes. The approach was designed to facilitate thoughtful deliberation, build trust, encourage a spirit of collaboration among stakeholders and establish a basis for on-going learning. Working with stakeholders from federal, provincial, regional, local and First Nations governments alongside expert consultants, the process involved extensive examination of stakeholder values and trade-offs between them to identify an optimal solution (i.e., a solution that best met the balance of stakeholder objectives). Solutions succeeded in bringing a new water use planning alternative to light and provided an effective framework for moving forward.
Regional Land Use Harmonization Client: Powell River Regional District, Tla’amin Nation EcoPlan worked with the Powell River Regional District (PRRD) and Tla’amin Nation to identify issues and opportunities for coordinating land use planning between the two governments around potential Treaty Settlement Lands Tla’amin had identified as part of their treaty negotiations. The project resulted in 21 recommendations that were
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 14
Page 76 of 333 Direction Request – Sub-Regional Economic Development (North...
adopted by PRRD and Tla’amin to include in their current land use plans as well as in any future land use plans for the region. Work included focused stakeholder planning sessions with senior staff and political leadership and significant outreach and engagement with PRRD residents and Tla’amin members. The planning process and engagement was recognized by both parties as an important trust and relationship building process. The project also resolved one of the most contentious land issues – the recognition of a fee simple property owned by Tla’amin Nation as a potential Treaty Settlement Land parcel that helped move Tla’amin closer to a treaty-in-principle. Since project completion, Tla’amin Nation successfully concluded their treaty negotiations and became BC’s fourth modern Treaty Nation.
1.4. References
Florence Jack, Assistant Administrator and Manager of Finance Bridge River Indian Band (Xwísten) Phone: 250.256.7423 Email: [email protected]
Sarah McJannet, Planner District of Squamish Phone: 604.815.5096 Email: [email protected]
Russell Dyson, Chief Administrative Officer Alberni-Clayoquot Regional District Phone: 250.720.2705 Email: [email protected]
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 15
Page 77 of 333 Direction Request – Sub-Regional Economic Development (North...
2. Proof of insurance
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 16
Page 78 of 333 Direction Request – Sub-Regional Economic Development (North...
3. Potential conflicts of interest and pertinent legal issues
We do not foresee any legal issues impeding our ability to deliver this contract.
Current and past projects that we are working on the SLRD as listed below. We do not feel these projects put us in conflict of interest situations, but in fact strengthen our ability to deliver on this contract based on existing relationships and local knowledge.
Xwísten (Bridge River Indian Band) Economic Development Strategy (ongoing) Xwísten (Bridge River Indian Band) Traditional Land Use Study (ongoing) Squamish Employment Lands Strategy (completed in 2015) District of Squamish Downtown Neighborhood Plan Update (completed in 2014) Lil’wat First Nation Economic Development Strategy (completed 2011) SLRD Economic Development Opportunities Assessment and Economic Base Analysis (completed in 2008)
4. Assumptions
Our assumptions mainly pertain to the budget (i.e., estimates of participant mileage, number of workshop attendees) and are included as notes in the budget section of this proposal.
Additionally, we have assumed a certain level of support and guidance from SLRD staff, which is outlined in Section 0.
5. Acceptance of terms
We accept all terms laid out in the RFP.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 17
Page 79 of 333 Direction Request – Sub-Regional Economic Development (North...
6. Methodology and workplan
6.1. Description of the methods to be employed to perform and coordinate the work and to control the scope, quality, schedule and cost of the project
EcoPlan personnel will work closely with SLRD staff and provide regular reports on progress. This will allow for early identification of issues and collaborative approaches to problem solving. We will also continually improve the workshops over time by using evaluation forms by participants and debrief meetings with SLRD.
Additionally, our internal processes for controlling scope, quality, schedule and cost include have been proven in the hundreds of projects that we have completed on time and on budget. These include the use of project management and time tracking software, as well as ‘tried and true’ quality control measures like proofreading and data checking done by staff members that were not involved on the project.
6.2. Itemized work program
The following tasks are presented linearly. However, some tasks (i.e., Terms of Reference, Communications Plan and 2016 Work Plan) will take place throughout the life of the project, as the committee develops and refines the content.
Please also note that we have not built in specific tasks around sharing information, building capacity, mediating conflict, assisting with fundraising for joint projects, community and media relations etc. This is because we have assumed that these tasks will happen throughout the project, inside and outside the workshops, on an as needed basis.
Year 1 - 2015
Task 1: Kick off meeting EcoPlan will meet with SLRD staff by phone to kick off the project. The purpose of this meeting will be to discuss:
Local priorities and expectations Project methodology and timeline and any changes that need to be made Review of lessons learned from previous economic development work Role of SLRD staff in the project Review list of potential workshop participants from the RFP to determine gaps, and to share any relevant history and background on relationships, etc. Clarity around the ‘Communications Plan’ deliverable (scope, purpose, rationale)
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 18
Page 80 of 333 Direction Request – Sub-Regional Economic Development (North...
Documents that should be reviewed as background for the project (policies, plans, etc.)
EcoPlan will provide an agenda, facilitate the meeting and send out notes after the meeting.
Task 2: Preliminary interviews with participants As acknowledged in the RFP, it may be difficult to engage with all of the communities at first. There are many reasons why potential participants may not be interested in participating in the group. These include lack of time, lack of a clear value proposition of the group, relationship issues, and other factors. Because of this, we are proposing to spend additional time up front to understand the needs of potential participants, the barriers they face in joining the group, and how these barriers can be removed.
Figure: Stakeholder identification and engagement
This work will take the form of phone or in-person meetings1 with each potential participant, which will allow us to begin building trust and relationships prior to the first workshop. It will also lead to an improved process for setting up the committee (as we can adjust the form and content of the committee to help remove the barriers for each participant), hopefully resulting in higher turnout and buy-in for the process.
Task 3: Workshop #1 Invitations and logistics Task 3 and 4 will take place concurrently. EcoPlan will arrange all event logistics including venue, catering and A/V.
EcoPlan will handle all invitations, follow up and tracking, as well as reminders prior to the event itself. EcoPlan will use mail, phone and email as needed to reach each stakeholder.
Task 4: Workshop #1 Content development Prior to developing the content, EcoPlan will provide SLRD staff with a draft outline and agenda for their review and comment.
Drawing on extensive experience delivering multi-stakeholder workshops, EcoPlan will create an agenda for the day that will be participatory, enjoyable for participants, well- paced, and include a variety of activity types (e.g., small group, round table, individual) and communication methods (e.g., PPT, electronic polling devices, guest speakers, video).
1 We have not included budget for travel for these meetings. However, EcoPlan has several other ongoing projects in the SLRD, and could conduct interviews while in the area for these projects.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 19
Page 81 of 333 Direction Request – Sub-Regional Economic Development (North...
Recognizing that the committee will include diverse stakeholders with little history of collaboration, the workshops will be designed to build relationships and understanding among participants, and collectively develop a shared understanding of the meaning and value of collective economic development.
EcoPlan will plan the activities to encourage individual thinking, participation by all individuals, and avoidance of ‘group think’. Best practices come from the field of decision sciences and include providing time and space for individual reflection, writing out thoughts individually prior to group discussions, giving each person a designated time to speak, and anonymous methods of contribution.
Depending on the topic chosen for the workshop (see text box), Ecoplan will research the topic to understand the current situation in the SLRD, best practices and case studies from SLRD and other jurisdictions, and specific issues that need to be discussed. This research will take place through interviews with participants, desk research, and interviews with other individuals as needed.
Workshop Topics
The RFP from SLRD lays out workshop topics for the first two workshops, and suggested topics for the 2016 workshops. We would like to view these as tentative topics for now, and let the committee itself decide on the topics for each workshop (in advance, such that EcoPlan can prepare).
It has been our experience that some groups like to dive right into a topic, while others like to spend time up front to discuss the groups governance and purpose. We are proposing to discuss the topic for the first meeting during the pre-interviews with participants. This will allow us to tailor the topic and content to the needs of the group, and will also hopefully increase a feeling of autonomy and buy in from participants.
A topic of conversation will be how the group wants to interact in between meetings. EcoPlan can provide support in setting up a committee website (with interactive functionality), list serve, phone list, Facebook page, or other means of communicating.
Task 5: Workshop #1 Delivery and reporting Two EcoPlan staff will deliver the one-day workshop in the SLRD, including facilitation, logistics, handouts, and note taking. EcoPlan staff are experienced facilitators and will guide the discussion, moderate conflict as needed, draw out input from all participants, and ensure that the groups moves through the agenda.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 20
Page 82 of 333 Direction Request – Sub-Regional Economic Development (North...
At the end of the day, participants will be asked to fill out a short evaluation form in order for them to provide feedback on the event, and improve subsequent events. They will also be invited to provide more feedback one-on-one by phone if preferred.
After the event, EcoPlan will prepare an event report to circulate to the participants, including key discussion points, action items, and the results from the evaluation forms.
Task 6: SLRD Staff check-In EcoPlan will meet with SLRD staff by phone to debrief on the first workshop and begin planning the second workshop. EcoPlan will provide an agenda, facilitate the meeting and send out notes after the meeting.
Task 7: Draft Terms of Reference and Communications Plan The timing of this task will be determined as the project progresses, based on the needs of the participants. EcoPlan has developed Terms of References and other governance documents for numerous multi-stakeholder committees, and will draw on this experience to develop guiding documents that outline
Purpose and objectives of the group Name of the group Decision making format and rules Processes and procedures Transparency and accountability (e.g., representing, and reporting back to, their respective communities) Milestones (if applicable) Roles and responsibilities Monitoring and evaluation Other factors as needed
The content of the Communications Plan will be determined based on discussions with SLRD staff and the committee. It will include goals, objectives, audiences, key messages, tactics, roles and responsibilities, timelines, budgets etc.
Task 8: Workshop #2 Invitations and logistics Task 8 and 9 will take place concurrently. EcoPlan will arrange all event logistics including venue, catering and A/V. The venue will circulate around the participant communities, based on available space, accessibility, and room functionality (e.g., wireless availability).
EcoPlan will handle all invitations, follow up and tracking, as well as reminders prior to the event itself. Invitations will be ‘sent’ (by phone, email or mail) to all potential stakeholders identified, not just those that attended the first meeting. Participants
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 21
Page 83 of 333 Direction Request – Sub-Regional Economic Development (North...
from the first workshop will be asked to support outreach to individuals and groups that did not attend the first meeting (i.e., word of mouth advertising).
Task 9: Workshop #2 Content development The topic of the workshop will be influenced by discussion in the first workshop, and the needs of participants (although a necessary component of the day will be the discussion of the 2016 work plan and workshop topics.)
EcoPlan will plan the day’s activities around the chosen topic, in the same manner described in Task 4 (e.g., researching the topic to create a relevant agenda, developing activities that encourage individual and group thought and expression, and including a variety of activity types to avoid boredom).
Task 10: Workshop #1 Delivery and reporting Two EcoPlan staff will deliver the one-day workshop in the SLRD. EcoPlan will coordinate all day-of logistics, handouts, evaluation forms and note taking. After the event, EcoPlan will prepare an event report to circulate to the participants, including key discussion points, action items, and the results from the evaluation forms.
Task 11: SLRD Staff check-In EcoPlan will meet with SLRD staff by phone to debrief on the second workshop. EcoPlan will provide an agenda, facilitate the meeting and send out notes after the meeting.
Task 12: Draft 2016 Work Plan Based on committee discussions in the second workshop, EcoPlan will develop a draft work plan for 2016. This work plan will include objectives for 2016, tentative topics for each workshop, objectives for budget, funding plan (drawing on the knowledge of participants and past work done in the 2013 feasibility study)
Year 2 2016
Task 1 (2016): Workshop #1 Logistics, content planning and delivery of the workshop will follow the format described above, and will strive for continual improvement through the use of evaluation forms, discussions with SLRD staff and EcoPlan’s observations.
Task 2 (2016): Finalize 2016 Work Plan + Create Draft Strategic Plan and 3 Year Action and Implementation Plan EcoPlan will edit the 2016 Work Plan as needed based on committee input, and bring it to them for approval in 2016. The work plan will be a living document, and evolve as the needs of the group change, new information or people are introduced, or new sources of funding arise.
Building on the 2016 Work Plan, EcoPlan will also begin work on the Strategic Plan and 3 Year Action and Implementation Plan. Much of the work for these two documents will
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 22
Page 84 of 333 Direction Request – Sub-Regional Economic Development (North...
be done with the committee in the subsequent Workshops, and EcoPlan will do additional prep work and follow up as needed.
Task 3 (2016): Finalized Terms of Reference and Communications Plan EcoPlan will edit this document as needed based on committee input, and bring it back to them for approval in 2016.
Task 4 (2016): Workshop #2 Same description as Task 1 (2016).
Task 5 (2016): Workshop #3 Same description as Task 1 (2016).
Task 6 (2016): Workshop #4 Same description as Task 1 (2016).
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 23
Page 85 of 333 Direction Request – Sub-Regional Economic Development (North...
6.3. Schedule We believe that June may be too soon for the first meeting. Putting in additional time up front to build relationships with potential participants will be invaluable to future project success, which would push back the timing of the first meeting. Additionally, many of the stakeholders would be busy individuals and require at least one or two months notice for a meeting.
Another consideration is summer holidays. We have found that scheduling meetings in the summer months can be difficult. For this reason we recommend that the workshops be held in early September and early December, which would still allow for the 2015 deliverables to be met.
With this in mind, we have developed two schedules. The first one meets the timelines outlined in the RFP (i.e., June for the first workshop). The second is our preferred schedule, based on the above discussion. Both are feasible, but we believe that the second would be more successful and have better turn-out.
Schedule A: Based on the timing described in the RFP (stars denote workshops)
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 24
Page 86 of 333 Direction Request – Sub-Regional Economic Development (North...
Schedule B: EcoPlan’s proposed timing (stars denote workshops)
6.4. Description of assumptions
See assumptions discussion above in Section 4. 6.5. Special challenges or considerations
Scheduling As described above, we are proposing an alternative schedule than the one outlined in the RFP. Hosting the first workshop in June would be possible, but may not be as successful as a slightly later workshop.
Diverse group of people with little history of previous collaboration Recognizing that the committee will include diverse stakeholders with little history of collaboration, the workshops will be designed to build relationships and understanding among participants, and collectively develop a shared understanding of the meaning and value of collective economic development. EcoPlan has worked with many
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 25
Page 87 of 333 Direction Request – Sub-Regional Economic Development (North...
stakeholder groups that have varied, and often opposing, views. By focusing on common values and shared objectives, we have worked with these groups to move forward collectively.
Geographically dispersed The communities in the project are geographically dispersed with limited travel options aside from private vehicles, which may present logistic and time barriers for some participants. To alleviate this, the venue will ‘migrate’ around the region, from community to community. Additionally, we will gauge the level of interest in having people call or video in to the meeting, and arrange appropriate venues if required. Depending on participant interest, we could also set up online venues for communicating between meetings (e.g., simple project website, Facebook page, email list serve).
Initial lack of interest from stakeholders There are many reasons why potential stakeholders may not be interested in participating in the group. These include lack of time, lack of a clear value proposition of the group, relationship issues, and others. Because of this, we are proposing to spend additional time up front to understand the needs of potential participants, the barriers they face in joining the group, and how these barriers can be removed.
Loss of interest from stakeholders over time From past work, we know that keeping momentum in committees can be a challenge in the longer run. Best practice, and our own experience, has found that committees that thrive in the long term have a clear mandate, measureable outcomes, a champion to organize the group, early conflict resolution, and a willingness to evolve over time to meet the needs of members. These lessons will be built into the design of the workshops and group management.
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 26
Page 88 of 333 Direction Request – Sub-Regional Economic Development (North...
6.6. Requirements for SLRD staff assistance
The table below shows the level of assistance from SLRD staff estimated for each project task.
Task SLRD Staff requirements 2015 •Participate in 1 hour kick-off Task 1: Kick off meeting meeting Task 2: Preliminary Interviews with participants Task 3: Workshop #1 Invitations and logistics Task 4: Workshop #1 Content •Review of outline and agenda, development ongoing discussions •Potentially participate in the Task 5: Workshop #1 Delivery and meeting reporting •Review report draft Task 6: SLRD Staff check-in •Participate in 1 hour meeting Task 7: Draft Terms of Reference and •Potentially review the draft Communications Plan documents Task 8: Workshop #2 Invitations and logistics Task 9: Workshop #2 Content •Review of outline and agenda, development ongoing discussions •Potentially participate in the Task 10: Workshop #1 Delivery and meeting reporting •Review report draft Task 11: SLRD Staff check-in •Participate in 1 hour meeting Task 12: 2016 Draft Work Plan •Review draft work plan
2016 Task 1 (2016): Workshop #1 •TBD in discussions with SLRD Task 2 (2016): Finalize 2016 Work Plan •TBD in discussions with SLRD Task 3 (2016): Task 3 (2016): Finalized Terms of Reference and Communications Plan + Create Draft Strategic Plan and 3 Year Action and Implementation Plan •TBD in discussions with SLRD Task 4 (2016): Workshop #2 •TBD in discussions with SLRD Task 5 (2016): Workshop #3 •TBD in discussions with SLRD Task 6 (2016): Workshop #4 •TBD in discussions with SLRD
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 27
Page 89 of 333 Direction Request – Sub-Regional Economic Development (North...
6.7. Budget and timelines
The project budget is shown below. Assumptions for expenses are shown below the budget.
Page 90 of 333 Direction Request – Sub-Regional Economic Development (North... Page 91 of 333
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 29
Direction Request – Sub-Regional Economic Development (North...
Expense assumptions
EcoPlan travel costs: Hotel per person per night $105 EcoPlan round trip transportation costs per workshop (all staff included, not per person) $200 Per diem costs (per person) $35
Participant mileage reimbursement: # of secretariat participants (for mileage), based on the assumption that approximately 60-75% of invitees will attend, on average 12 Average participant round trip mileage distance (km), based on Google mapping each potential participant in the SLRD 53km Participant mileage reimbursement (at $0.54 per km) (total per workshop, average) $341
Workshop costs: # of total workshop attendees (for catering and venue size) including workshop participants plus two EcoPlan staff and one SLRD staff 15 Workshop materials, printing, etc. per workshop $200 Room rental and AV per workshop, based on conversations with the T'it'q'et Community Centre and Lillooet Community Centre $200 Catering cost per person (2 coffee breaks and lunch), based on conversations with the T'it'q'et Community Centre and past experience $23
6.8. Value addition
In addition to traditional planning and engagement skills, EcoPlan brings a range of non-traditional knowledge in decision sciences and negotiation theory, which will be of value to this project. Through close links and research partnerships with the University of British Columbia, we are aware of (and developing) new research in these fields and are able to incorporate these findings into our planning processes.
Another benefit of our partnership with UBC is the ability to work with qualified graduate level student researchers. As needed, we can draw on student support for additional background research or analysis, a significant value addition to many projects, and a potential option for this project if a research opportunity arises.
Page 92 of 333 Direction Request – Sub-Regional Economic Development (North...
APPENDIX: EcoPlan resumes
Page 93 of 333
Direction Request – Sub-Regional Economic Development (North...
WILLIAM TROUSDALE AICP, M CIP
President, Senior Planner 604-228-1855 ext.1 [email protected]
William Trousdale is a globally recognized, award-winning planner, economist and
decision analyst. He is a certified professional planner in the United St ates and Canada and EDUCATION he has worked in countries across the Americas, Asia, Africa and Eastern Europe and he Masters of Planning, has published extensively in peer-reviewed journals. He is an economic and strategic 1995 planning adviser to UN-HABITAT, an Adjunct Professor at the School of Community and University of British Regional Planning at the University of British Columbia and an Associate at the Centre for Columbia Sustainable Community Development at Simon Fraser University.
Bachelor of Arts (Economics and Political Science), 1988 SELECT PROJECT EXPERIENCE Colorado College Econom ic Developm ent St rat egy CLIENT: Village of Alert Bay and ‘Namgis First Nation DATES: 2014 – 2015
St rat egic Econom ic Sect ors St udy PROFESSIONAL CLIENT: Regional District of M ount Waddington AFFILIATIONS DATES: 2014 Canadian Institute of Planners Em ploym ent Lands St rat egy Planning Institute of British Columbia CLIENT: District of Squamish American Institute of DATES: 2014 Certified Planners Local Econom ic Develop m ent Guid es, Toolkit s, Sup p ort CLIENT: United Nations -HABITAT DATES: 2004 – present
TransLink – St rat egic Healt h Im p act Assessm ent PROFESSIONAL EXPERIEN CE CLIENT: TransLink 1993 – Present DATES: 2014 President, EcoPlan International, Vancouver, Regional Grow t h St rat egy: M onit oring & Evaluat ion, Decision Supp ort BC CLIENT: Regional District of North Okanagan
DATES: 2014 1992 – 1993
Economic / Sustainability Advisor, Fundación Malcolm Island Economic Develop ment St rat egy Maquipucuna Quito, CLIENT: Regional District of M ount Waddington Ecuador DATES: 2013 – 2014
1989 – 1992 Planning for Climat e Change: a st rat egic, values- based approach Senior Land Use CLIENT: United Nations Habitat Economist Denver, CO DATES: 2013
Regional Planning Guide – First Nations and Local Governm ent s CLIENT: BC M inistry of Aboriginal Relations and Reconciliation DATES: 2012
Musqueam Comprehensive Com m unit y Plan CLIENT: Musqueam Indian Band DATES: 2011 !
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 2
Page 94 of 333
Direction Request – Sub-Regional Economic Development (North...
SELECT PROJECT EXPERIENCE (continued) WILLIAM Coq uit lam River Flood M anagem ent Decision Sup p ort CLIENT: BC Hydro TROUSDALE DATES: 2009 President, Senior Planner Lil’w at Econom ic Develop m ent St rategy
CLIENT: Lil’wat First Nation DATES: 2011
Lillooet Econom ic Opp ort unit ies St ud y CONTACT CLIENT: Squamish-Lillooet Regional District, St’át’imc First Nations 604-822-1855 ext.1 DATES: 2008 [email protected] www.ecoplan.ca SELECT PUBLICATIONS Gregory, Robin, and William Trousdale. Compensating Aboriginal Cultural Losses: An Alternative Approach to Assessing Environmental Damages. Journal of Environmental Management. Volume 90, Issue 8, Pages 2469 2479. June 2009.
Trousdale, William and Cheryl Nelms. Siting M ajor Public Facilities: Facts, Values and Accountability. Journal of Urban Planning and Development. Volume 135, Issue 4, pp. 159 165. 2009.
Trousdale, William. St rategic Planning for Local Economic Development. Four-Volume Training and Resource Guide. UN Habitat. Nairobi. 2005.
Trousdale, William. Impact Assessment in t he Developing World: Appropriate Tourism Impact Assessment. in Hosts and Guests Revisited: Tourism Issues of the 21st Century, Co edited by Valene L. Smith and M aryann Brent. Cognizant Communication Corporation. New York. 2001.
SELECT AWARDS 2014 Planning Inst it ut e of BC, Aw ard of Excellence – Planning Pract ice Monitoring & Evaluation Program, NORD regional growth strategy
2013 Canadian Inst it ute of Planners, Planning Excellence Aw ard - Publicat ions A Path Forward: A Regional Planning Toolkit
2011 Planning Inst it ut e of BC, Aw ard of Excellence – Planning Pract ice Musqueam Comprehensive Community Plan
2011 Canadian Inst it ut e of Planners, Aw ard of Excellence - Publicat ions Planning for climate change: a strategic, values-based approach
2011 Planning Inst it ut e of BC, Aw ard of Excellence - Research & New Direct ions Assessing environmental damages & cultural loss: an alternative approach
200 7 Canadian Inst it ut e of Planners, Aw ard of Excellence – Rural Planning KHFN from crisis to hope – a community plan
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 3
Page 95 of 333
Direction Request – Sub-Regional Economic Development (North...
JOHN INGRAM RPP, MCIP
Pr incipal and Senior Pl anner 604-228-1855 ext.2 [email protected]
Jo hn is a professional planner whose core areas of experience include strategic planning, community
and regional planning, community engagement and facilitat ion, and local economic development. ED UCATION With over 15 years of planning experience, John has worked on a wide range of projects throughout BC Masters of Urban and Rural and beyond. His clients have included numerous local and regional governments, First Nations, Pl anning (with distinction), provincial ministries and agencies, non-profit organizations, and international agencies. 1998 Dalhousie University
Bachelor of Arts (English), SELECT PROJECT EXPERIENCE 1991 Public Consultation and Community Relations Services University of British CLIENT: Metro Vancouver Co lumbia DATE: 2014 – present
Regional Growth Strategy: First Nations Engagement and Communications
CLIENT: Capital Regional District PROFESSIONAL AFFILIATIONS DATE: 2013 – present Canadian Institute of Pl anners Partners in Parks – Fr ist Nations Pl anning and Relationship Building Guide
Pl anning Institute of British CLIENT: Parks Canada Co lumbia DATE: 2014 – 2015
Em ployment Lands St rategy CLIENT: District of Squamish DATE: 2014 – 2015 PROFESSIONAL EXPERIENCE 2006 – Pr esent Connecting the Dots: Green Infrastructure Network Guide Pr incipal, Senior Pl anner, CLIENT: Metro Vancouver Ec oPlan DATE: 2014 Vancouver, BC
1999 – 2006 Powell River Official Community Plan Update Principal, Verdant Group CLIENT: Ci ty of Powell River Vancouver, BC DATE: 2014 2000 – 2001 Associate, MIG Fernie Official Community Plan Update Berkeley, California CLIENT: Ci ty of Fernie 1998 – 1999 DATE: 2014 Intern, United Nations Development Programme Su rrey Biodiversity Conservation St rategy Beirut, Lebanon CLIENT: Ci ty of Surrey 1997 DATE: 2013 Pl anning Analyst, Griffiths Muecke Planning Pl anning for Healthy Communities – Legislative Comparison Su rvey Co nsultants CLIENT: Canadian Institute of Planners Halifax, NS DATE: 2013
Pl anning for Climate Change: a strategic, values-based approach for planners CLIENT: United Nations Habitat DATE: 2012-2014
Pl anning Healthy Communities Fact Sheets CLIENT: Heart and Stroke Foundation, Canadian Institute of Planners DATE: 2013
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 4
Page 96 of 333
Direction Request – Sub-Regional Economic Development (North...
SELECT PROJECT EXPERIENCE (continued) JOHN Regional Pl anning Guide INGRAM CLIENT: BC Ministry of Aboriginal Re lations and Reconciliation Principal and Senior DATE: 2012 Pl anner
Sh aping Active, Healthy Communities: a workshop guide CLIENT: Heart and Stroke Foundation DATE: 2011
CONTACT Active Transportation in Ca nada: A Resource and Planning Guide 604-822-1855 ext.2 CLIENT: Transport Canada [email protected] DATE: 2011 www.ecoplan.ca Comox Valley Regional Growth Strategy CLIENT: Comox Valley Regional District DATE: 2010
SELECT PUBLICATIONS A Path Forward: A Regional Planning Toolkit. Pr ovince of British Columbia, 2013.
Pl anning for Climate Change: A Strategic, Values-based approach for Urban Planners. UN-HABITAT, 2011.
Active Transportation in Ca nada: A Resource and Pl anning Guide. Ministry of Transportation, 2011.
Urban Naturalization in Canada: A Policy and Program Gu ide. Evergreen Canada, 2002.
SELECT AWARDS 2013 Canadian Institute of Pl anners, Pl anning Ex cellence Award A Path Forward: A Regional Planning Toolkit
2013 Canadian Institute of Pl anners, Pl anning Ex cellence Award Gi iwedaa – Animbiigoo Zaagi’igan Anishnaabek (AZA) Co mprehensive Co mmunity Plan
2011 Pl anning Institute of BC, Award of Ex cellence Comox Valley Regional Growth Strategy
2011 Pl anning Inst itute of BC, Award of Excellence Musqueam Comprehensive Community Plan
2011 Canadian Institute of Pl anners, Award of Ex cellence Pl anning for climate change: a strategic, values-based approach for urban planners
2010 Pl anning Institute of BC, Award of Excellence Sl iammon Land Use Plan
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 5
Page 97 of 333
Direction Request – Sub-Regional Economic Development (North...
MSc Local Economic COLLEEN HAM ILTON Development
Planning Associate 604-228-1855 ext.6 [email protected]
Colleen is an associate at EcoPlan with experience in local economic development, climate
change adaptation and mitigation, engagement, and general community planning. Her EDUCATION recent projects have been with BC M unicipalities, Regional Districts, First Nations and Masters of Science, Local Provincial Government M inistries, as well as international work with UN-HABITAT and UN- Economic Development, ESCAP. 2008 London School of Recent projects have seen her developing Comprehensive Community Plans for several Economics First Nations; facilitating industry stakeholder committees as part of local economic
Bachelor of Commerce, development planning; interviewing seniors to understand long-term climate change 2006 impacts; and conducting qualit ative analysis on feedback from engagement activities. University of Victoria Prior to joining EcoPlan in 2012, Colleen worked with companies and government agencies to understand and reduce their environmental impact. Colleen holds a M asters of Science in Local Economic Development from the London School of Economics and a Bachelors of Commerce from the University of Victoria. PROFESSIONAL AFFILIATIONS British Columbia SELECT PROJECT EXPERIENCE Economic Development Corm orant Island Econom ic Develop m ent St rat egy Association, M ember CLIENT: Village of Alert Bay and ‘Namgis First Nation
DATES: 2014 – present
St rat egic Sect or Developm ent Plan CLIENT: Regional District of M ount Waddington PROFESSIONAL DATES: 2014 – present EXPERIEN CE 2012 – Present Planning Associate, Ongoing research and ad visory sup p ort – Local Econom ic Develop m ent EcoPlan CLIENT: UN-Habitat Vancouver, BC DATES: 2012 – present
2011-2013 Regional Grow t h St rat egy: First Nat ions Engagem ent Facilitator and Trainer, CLIENT: Capital Regional District Climate Smart DATES: 2013 – present Vancouver BC
2009-2012 Clim at e Change Adap t at ion St rat egy Project M anager, CLIENT: Gitga’at First Nation Greenhouse Gas DATES: 2012 – 2014 Advisory Services, Offsetters Malcolm Island Economic Develop ment St rat egy Vancouver, BC CLIENT: Regional District of M ount Waddington
DATES: 2013 – 2014 2007 Business Project Analyst, BC Ministry of Economic Com prehensive Com m unit y Plan and Com m unicat ions St rategy Development CLIENT: Xwísten (Bridge River Indian Band) Victoria, BC DATES: 2013 – 2014
Go vernance M anual and Training Series CLIENT: Northern Shuswap Tribal Council DATES: 2012-2013
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 6
Page 98 of 333
Direction Request – Sub-Regional Economic Development (North...
SELECT PROJECT EXPERIENCE (continued) COLLEEN Surrey Biodiversit y Conservat ion St rat egy CLIENT: City of Surrey HAM ILTON DATES: 2012-2013 Planning Associate
Tourism Business Plan CLIENT: Kwicksutaineuk Ah kwaw ah mish First Nations
DATES: 2013
CONTACT Facilit ator – St rat egic Planning for Eco- Efficient Infrast ruct ure (w eek- long course in 604-822-1855 ext.6 Sout h Korea) [email protected] CLIENT: UNESCAP www.ecoplan.ca DATES: 2012
Toolkit for Glob al LED (Local Econom ic Developm ent) CLIENT: UN-HABITAT DATES: 2012
SELECT PUBLICATIONS Co- lead aut hor of “Ind igenous Clim at e Change Adapt at ion Planning Using a Value- Focused App roach: A Case St udy w it h t he Git ga’at N ation.” Journal of Ethnobiology. 2014 (Fall)
Co- lead aut hor of “Planning for Clim at e Change: A St rat egic, Values- based approach for Planners.” UN-HABITAT, 2013 update
Cont rib ut or t o “A Pat h Forw ard : A Regional Planning Toolkit .” BC M inistry of Aboriginal Relations and Reconciliation2013
Lead aut hor of “Carb on Foot print s and Lab els in a BC Agricult ure Cont ext.” BC M inistry of Agriculture, 2012
SELECT AWARDS Canad ian Inst it ut e of Planners, Planning Excellence Award A Path Forward: A Regional Planning Toolkit
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 7
Page 99 of 333 Direction Request – Sub-Regional Economic Development (North...
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 8
Page 100 of 333
Direction Request – Sub-Regional Economic Development (North...
SELECT PROJECT EXPERIENCE (continued) PAUL St ructured Decision-Making Workshop CLIENT: Translink SIGGERS DATE: 2013 Planning Associate Regional Growth Strategy M onitoring and Evaluation Program CLIENT: Regional District of the North Okanagan DATE: 2012-2013
CONTACT Block F – University Endowment Lands Rezoning 604-822-1855 ext.7 CLIENT: Musqueam Indian Band [email protected] DATE: 2012-2013 www.ecoplan.ca Planning Healthy Communities Fact Sheets CLIENT: Heart and Stroke Foundation and the Canadian Institute of Planners DATE: 2012
Toolkit Development for Treaty First Nations Joining a Regional District CLIENT: Alberni-Clayoquot Regional District, BC M inistry of Aboriginal Relations and Reconciliations DATE: 2012
Comprehensive Community Plan CLIENT: Coldwater Indian Band DATE: 2012 -2013
Comprehensive Community Plan CLIENT: Animbiigoo Zaagi’igan Anishinaabek DATES: 2011-2012
SELECT PUBLICATIONS Planning for Climate Change: A Strategic, Values-based approach for Urban Planners. UN-HABITAT, 2011, and 2013 update
Planning for Health Communities Fact Sheets. Heart and Stroke Foundation and Canadian Institute of Planners, 2012
SELECT AWARDS 2014 Planning Institute of British Columbia, Gold Award of Excellence Are we there yet? – Regional Growth Strategy
2013 Canadian Institute of Planners, Award of Excellence Giiwedaa – Animbiigoo Zaagi’igan Anishinaabek Comprehensive Community Plan
2013 Canadian Institute of Planners, Award of Excellence Alberni-Clayoquot Regional District - Toolkit for Integrating Treaty First Nations into Regional Districts
Northern SLRD Regional Economic Partnership: Development & Secretariat Support – EcoPlan Response 9
Page 101 of 333 Direction Request – Sub-Regional Economic Development (North...
Proposal for Northern Economic Development & Initiatives Committee
Northern SLRD Regional Economic Development Partnership - Development & Secretariat Support
Squamish-Lillooet Regional District Attention: Jeannette Nadon Communications & Grants Coordinator
15 May 2015
Contact: Tracy Thomas P.Ag. Assistant Regional Manager, Thompson Fraser Basin Council 200A-1383 McGill Road Kamloops, BC, V2C 6K7 250-314-9660 [email protected] www.fraserbasin.bc.ca
1 Page 102 of 333 Direction Request – Sub-Regional Economic Development (North...
15 May 2015
Northern Economic Development & Initiatives Committee Squamish-Lillooet Regional District Box 219 Pemberton, BC V0N 2L0
Attention: Jeannette Nadon
Dear Jeannette:
Please find enclosed a proposal from the Fraser Basin Council for the Regional Economic Development Partnership: Development and Secretariat Support project. The Fraser Basin Council exceeds the mandatory requirements outlined in the Request for Proposals (RFP), and has a history of successfully designing, leading and facilitating collaborative engagement processes, as well as significant experience in working with First Nations communities.
Submission of this proposal indicates acceptance of the terms for completion of the work as detailed in the RFP. The Fraser Basin Council confirms our ability to fulfil contracts for both 2015 and 2016. Please see attached confirmation of commercial general liability insurance.
The enclosed proposal outlines the requirements of the RFP. Please call or email me with any questions.
Sincerely,
Tracy Thomas P.Ag. Assistant Regional Manager Fraser Basin Council - Thompson
2 Page 103 of 333 Direction Request – Sub-Regional Economic Development (North...
1 Qualifications and Experience
All of the work in this proposal is to be undertaken by the Fraser Basin Council and staff members; no sub-contractors are identified to be used. The following outlines the Council and the experience of the key staff members involved.
Our Mandate
The primary mandate of the Fraser Basin Council is “to advance environmental, economic and social sustainability in British Columbia with a core focus on the Fraser River Basin.”
Our Roots
Formed in 1997, the FBC is a charitable, not-for-profit organization committed to advancing sustainability. Well into its second decade of service, the FBC works to bring people together to find practical, common sense solutions to longstanding sustainability issues. The FBC has a collaborative governance structure, led by 37 directors drawn from the four orders of government – Federal, Provincial, Local and First Nations – and from the private sector and civil society. To achieve its goals, the FBC acts as an impartial, trusted facilitator operating under a unique model of collaborative leadership.
The FBC was founded on the belief that the major sustainability priorities, including management of the Fraser Basin, cannot be effectively addressed by any one jurisdiction. The reason so many contentious issues remain unresolved is often because leaders in different sectors are working in isolation from each other.
The Charter for Sustainability
The overall framework for the Fraser Basin Council’s work, and the touchstone for this five-year Strategic Plan, is the Charter for Sustainability. The Charter is a good-faith agreement, signed in 1997, by representatives from multiple sectors across the Fraser River Basin who believed in collaborative action for a more sustainable future. Our current strategic plan for 2011-16 identifies 3 strategic priorities: . Taking Action on Climate Change and Air Quality . Supporting Healthy Watersheds and Water Resources Building Sustainable and Resilient Regions and Community
From the Charter comes the FBC’s vision statement: social well-being supported by a vibrant economy and sustained by a healthy environment, our definition of sustainability and guiding principles.
3 Page 104 of 333 Direction Request – Sub-Regional Economic Development (North...
2 Project Team Following are the members of the project team, their roles, and other information requested in the RFP. This team will bring a creative approach to engaging community members and will bring energy and experience to the project:
Mike Simpson (see resume at end of proposal) Education BScF, University of Toronto, 1994, and MA conflict resolution, Royal Roads University 2004. Registered professional forester since 1996. FBC service On staff since September 2006. Currently Senior Regional Manager, Thompson Region. Previous experience 12 years of experience in forestry and natural resource management consulting for private sector, government and first nations clients, including in the northern SLRD. Area of expertise Multi-stakeholder facilitation and mediation of complex environmental and natural resource management issues involving all orders of government, first nations, the private sector and civil society. Governance and strategic planning. Similar experience Oversaw the development of the Governance Model Feasibility Study (the scope of work related to the scope of outlined in the RFP) and all other projects in 2013/14 for the NEDI Committee. Facilitated work outlined in the RFP community visioning and planning around economic development since 2006 for various groups. Developed and managed a significant program employing forest workers in reducing interface fire risk in 2008-2010. As a consultant, planned and implemented community economic development through small tenures such as woodlot licences for first nations, small local governments and non-profit societies. Assisted with delivery of April 2013 Lytton to Clinton Regional Economic Collaborative workshop. References See project references below.
Tracy Thomas (see resume at end of proposal) Education BSc Natural Resource Management, TRU, 2006. Diploma (Integrated Environmental Planning), Selkirk College, 2004. Professional Agrologist since 2013. FBC service On staff since August 2011. Currently Assistant Regional Manager, Thompson Region. Previous experience Natural resource management and communications. Area of expertise Multi-stakeholder facilitation involving all orders of government including first nations, the private sector and civil society, workshop coordination, project management, financial and contract management, education and outreach. Similar experience Led the development of the Governance Model Feasibility Study (the scope of work outlined related to the scope of in the RFP) in 2013/14 for the NEDI Committee. Facilitated community visioning and work outlined in the RFP planning around economic development for various groups. Assisted with delivery of April 2013 Lytton to Clinton Regional Economic Collaborative workshop. Led development of Nicola Lake Action Plan I 2012-15, working with community members to address health of Nicola Lake and recreation needs and tourism development opportunities. References See project references below.
3 Proponent Qualifications
The FBC has extensive experience in designing, leading and facilitating collaborative engagement processes, especially involving First Nations communities. A few examples of related work include the following (for an extensive list, please visit www.fraserbasin.bc.ca website):
4 Page 105 of 333 Direction Request – Sub-Regional Economic Development (North...
i. Community to Community Forums in the Thompson Region Similar to the relationship building workshops described above, but with more specific content. Mike Simpson and Erin Vieira developed, led and facilitated forums to develop relationships, build community and explore economic development opportunities for the following: Sun Peaks Mountain Resort Municipality and Adams Lake Indian Band, June-July 2012 Shuswap communities (Sicamous, Salmon Arm, Chase, Enderby), Secwepemc communities (Adams Lake Indian Band, Neskonlith Indian Band, Little Shuswap Lake Indian Band, Splatsin First Nation) and the Columbia Shuswap Regional District, October 2012
Reference: Robyn Cyr, Economic Development Manager, Columbia Shuswap Regional District, [email protected]
ii. Community Economic Development Projects The Fraser Basin Council completed previous work for the NEDI Committee, from November 2013 to October 2014. This involved four economic development projects including: 1. Project A: Governance Model Feasibility Study for Shared Service Delivery 2. Project B: Community Visioning 3. Project C: Community Asset Inventory 4. Project D: Economic Leakage Analysis Fraser Basin Council staff feel that significant progress was made in developing relationships with the local and First Nations governments through collaboration and processes that we designed.
Reference: Jeannette Nadon, Communications and Grants Coordinator, Squamish-Lillooet Regional District, [email protected]
iii. Moose and Watershed Stewardship Pilot Project Since November 2014, the Fraser Basin Council has been facilitating a stewardship pilot project involving Secwepemc communities, the forest industry, BC Timber Sales and the Ministry of Forests, Lands and Natural Resource Operations (MFLNRO) in three watersheds northwest of Kamloops. Three draft goals are: improved land and resource management planning; improved communications, relationships and trust; and improved resource management, in particular of moose habitat and riparian and stream function.
Reference: Rob Purdy, First Nations Relations Consultation Coordinator, MFLNRO, [email protected]
iv. Shuswap Regional Trails Strategy Since October 2014, Fraser Basin Council is facilitating a process with Secwepemc communities, local and provincial governments, and various trail user groups (motorized and non-motorized), outlining an efficient tenure/permitting/approval process for trail use. Included in this initiative is planning and zoning for future trails in the Shuswap area, developing protocols with other industry sectors (e.g., mining, forestry) and then marketing trails to promote tourism and economic development.
5 Page 106 of 333 Direction Request – Sub-Regional Economic Development (North...
Reference: Phil McIntyre-Paul, Executive Director, Shuswap Trail Alliance, [email protected]
Potential for Conflict of Interest
SLRD has a Director on the Fraser Basin Council Board; Patricia Heinzmann for 2015. 4 Value Added Services
Fraser Basin Council brings two significant value added services at no extra cost to this project: Experience and existing relationships from conducting the Community Economic Development Projects for the NEDI Committee in 2013/14. The FBC project team members developed positive relationships with leadership and staff in the District of Lillooet, St’at’imc communities, and SLRD during our work in 2013/14, have an understanding of the issues and the relationships between the parties, and can therefore hit the ground running, compared to any other contractor. Similarly, the FBC project team put together the proposed structure and deliverables for this project, based on the input we received in 2013/14. The Fraser Basin Council mandate, structure and the Charter for Sustainability. As referenced in Section 1 above, how we would approach this project would be consistent with the 12 principles of sustainability in the Charter (mutual dependence; accountability; equity; integration; adaptive approaches; coordinated and cooperative efforts; open and informed decision making; exercising caution; managing uncertainty; recognition; Aboriginal rights and title; transition takes time). Our approach to all our work is inclusive, impartial and consensus based. Our board is structured with 38 directors from the four orders of government, and include representation from the St’at’imc language group and the SLRD. As such, we are not just a contractor looking for a job; we are a charitable non- profit looking for how each project we take on can support our vision of social well-being supported by a vibrant economy and sustained by a healthy environment. 4 Purpose It is understood that the purpose of the project is to oversee the creation of an inclusive, multi- party economic development committee/working group to guide and coordinate economic development in the northern SLRD. It is understood that the role of the Fraser Basin Council would be provide ongoing secretariat support to the committee/working group, including coordinating and facilitating meetings, helping information to flow, supporting action-focused work teams, building overall group capacity, mediating conflict, assisting with fundraising for joint projects, performance monitoring and reporting, and coordinating external communications including community and media relations. 5 Methodology An inclusive, multi-party committee/working group will be formed to guide the development and direction of a shared economic development service. Once the committee/working group membership and service has been established, the committee/working group may look to form a
6 Page 107 of 333 Direction Request – Sub-Regional Economic Development (North...
new non-profit economic development organization, join an existing non-profit society and hire a staff person to carry out the work, or continue to use a third party to provide secretariat support to the committee/working group, guided by the committee/working group.
The committee/working group will meet quarterly, and that in year 1 (2015) and year 2 (2016), the focus will be on building relationships between members, identifying opportunities for sub-regional economic development projects, funding development, and developing a work plan and a communications plan. As committee/working group member relationships are strengthened and with the guidance of a work plan and communications plan, economic development projects would be developed in the sub-region.
The committee/working group will guide the coordination of sub-regional economic development work including the following: 1) Regular sub-regional economic development meetings a) Purpose: i) Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii) Each host community will present current opportunities, initiatives, challenges, and barriers iii) Develop relationships, trust, and foster a sub-regional perspective for economic development iv) Identify how the work will be done beyond year one from the following options: (1) Ongoing secretariat support from a third part, non-profit society (2) Amalgamation with an existing local non-profit society (3) Forming a new non-profit society b) Timing – quarterly face to face meetings c) Attendance – funding partners and other participants d) Location – will rotate around sub-region between members 2) Fund development – leveraging core funding with other sources 3) Project development 4) Workshop development and delivery (in partnership with all members) 5) Coordinated sub-regional training opportunities 6) Act as a liaison for existing sub-regional initiatives (Agriculture Area Plan)
The committee/working group will merge several existing committees into one comprehensive economic development service that can support initiatives in multiple economic sectors across the northern SLRD.
Committee/Working Group Membership The committee/working group will be made up of representatives from local governments including First Nations, business organizations, community groups, relevant learning institutions, and members of existing committees or groups doing similar work. The committee/working group will include but will not be limited to representation from the following: District of Lillooet SLRD Area B SLRD Area A (Bridge River Valley Community Association)
7 Page 108 of 333 Direction Request – Sub-Regional Economic Development (North...
Xwisten (Bridge River Indian Band) Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sekw’el’was (Cayoose Creek Indian Band) Ts’kw’aylaxw (Pavilion Indian Band) Lillooet Chamber of Commerce Seton Portage – Shalath & District Chamber of Commerce St’at’imc Government Services Community Futures - Sun Country Agriculture Area Planning Representative Member of society at large
Care will be taken in the formation of the committee/working group to ensure that key industry sectors are represented (e.g., tourism, agriculture, forestry) and that as many neighbourhoods within Areas A and B as possible are represented as well: Area A neighbourhoods include: Gold Bridge, Bralorne, Gun Lake, Tyaughton Lake/Gun Creek Road, Marshall Lake. Area B neighbourhoods include: Yalakom Valley, Bridge River/West Pavilion, Pavilion Lake, Fountain Valley, Texas Creek Road/Hwy 12, Seton Portage/Shalath
Funding The role of the committee/working group during year 1 and 2 (2015 and 2016) will be to determine funding sources beyond the end of 2016. It is expected that funding would be taxation, contribution or a combination of the two, however alternative funding models will be explored.
Project specific funding will likely be obtained via grants or other sources applied for by either the Fraser Basin Council on behalf of the committee/working group, or by individual members of the committee/working group. Numerous sources of grants are identified in Appendix B of the RFP.
Deliverables The following deliverables are proposed during year 1 (2015) and year 2 2016): Determine and maintain committee membership Build relationships between committee members Share economic development information and opportunities Host quarterly workshops and meetings Obtain funding related to the work plan goals and objectives where possible Determine the structure of the committee for year two and beyond
In year 1 (2015) the following will be the deliverables: Successful development and coordination of sub-regional economic development committee/working group, with broad representation from across the sub-region. Fraser Basin Council, as the secretariat will achieve this by doing the following: o Recruiting and liaising with committee/working group members, with direction from the NEDI committee o Coordinating and facilitating meetings
8 Page 109 of 333 Direction Request – Sub-Regional Economic Development (North...
o Drafting and circulating meeting agendas, notes and summaries o Helping information to flow o Supporting action-focused work teams o Building overall group capacity o Mediating conflict o Assisting with fundraising for joint projects o Performance monitoring and reporting o Coordinating external communications including community and media relations Develop and convene two full-day committee/working group meetings with meeting venues to rotate around the sub-region (workshop 1, tentatively planned for June, on Building respectful and effective Aboriginal and non-Aboriginal Relationships; and Workshop 2 tentatively planned for October on committee development and terms of reference (communications plan, consideration of base funding for year 2, shared economic development opportunities and draft 2016 work plan) Draft Committee/Working Group terms of reference, MOU or similar guiding document that clearly defines the purpose andgoals of the committee/working group, established appropriate measures for monitoring and evaluating progress toward goals, and outlines roles and responsibilities of members including decision making, secretariat services, conflict resolution, adding/removing members and other topics Draft communications plan including budget, performance metrics and funding plan Draft 2016 work plan including proposed budget and funding plan
Provided the NEDI committee and the committee/working group wants to continue the committee/working group for year 2, the following would be the deliverables in year 2 (2016): Development and convening of four full-day committee/working group meetings, tentatively scheduled for February, May, August and November 2016 (topics will include strategic planning, work planning and development, sharing economic development opportunities, and finalizing governance structure and funding model for the shared economic development service beyond year 2) Final terms of reference, MOU or similar guiding document Final 2016 communications plan Final 2016 work plan including proposed funding plan Draft strategic plan for the shared economic development service, including mission, vision, guiding principles, SWOT (strengths, weaknesses, opportunities, threats) analysis, goals, strategic priorities, SMART (specific, measureable, achievable, relevant and time- bound) objectives, performance metrics, proposed budgets and funding Draft 3 year action and implementation plan (work plan) for the shared economic development service including budget estimates, project priorities, roles and responsibilities, performance targets and indicators
Fraser Basin Council proposes to travel and be physically in the northern SLRD at least twice as frequently as the proposed number of committee/working group meetings per year. For instance, while there are proposed to be two full day committee/working groups in 2015, we see the value in having a presence throughout the northern SLRD and would travel to meet with individual committee/working group members. Therefore we have built into the labour and travel budget being in the sub-region 4 times in 2015, and 8 times in 2016.
9 Page 110 of 333 Direction Request – Sub-Regional Economic Development (North...
Work Plan Year 1 (a summary of the deliverables listed above) Task Timing Sign contract June 1, 2015 Finalize work plan and timeline, meeting/teleconference with SLRD June 1, 2015 Provide updates or answer questions from SLRD staff in a timely manner Ongoing Formation of economic development committee / working group (this June 1, 2015 - includes engaging all parties listed in Section C of the RFP and will be ongoing as undertaken from the start of the project; the engagement of some parties needed may require more time than others Committee / working group Workshop 1 design Week of June 8, 2015 – ongoing as needed Full day committee/working group meeting: Building respectful and effective Late June 2015* Aboriginal and non-Aboriginal relationships Ongoing coordination and liaison with committee / working group members Ongoing to maintain information flow and develop draft content in between meetings Workshop 2 delivery: Committee development and governance October 2015* Sign contract for year 2 By Dec 15, 2015 *if not feasible to convene the parties and have the first meeting, based on participants availability on such short notice, a mid-summer date will be sought; worst case scenario would be the two 2015 meetings are held in September and November.
Work Plan Year 2 (a summary of the deliverables listed above) Task Timing Finalize 2016 work plan and timeline January 31, 2016 Provide updates or answer questions from SLRD staff in a timely manner Ongoing Ongoing coordination and liaison with committee / working group members Ongoing to maintain information flow and develop draft content in between meetings Committee / working group workshop design Full day committee/working group meeting (topics as per deliverables above) February Full day committee/working group meeting (topics as per deliverables above) May Full day committee/working group meeting (topics as per deliverables above) August Full day committee/working group meeting (topics as per deliverables above) November Final reporting to SLRD on status of proposed service for beyond 2016 Dec 15, 2016
10 Page 111 of 333 Direction Request – Sub-Regional Economic Development (North...
Budget, Fees and Charges
The following are the staff involved, their functional roles, and day rates. These rates were used in the budget tables on subsequent pages, and will also be used for any unforeseen work not within the scope of this RFP:
Name Role Day Rate ($/7.5hr day) Mike Simpson (MS) Project Manager – liaison with SLRD, strategic 700 oversight, support at quarterly meetings and to TT throughout the process Tracy Thomas (TT) Project Coordinator – lead on project 500 implementation, key liaison between all the partners, lead on facilitating the process and the quarterly meetings
Assumptions Fraser Basin Council staff are accustomed to tracking our labour and expenses and keeping within the budgeted amounts of contracts. However, a key assumption with this project and price proposal is that the secretariat support role could be unlimited; therefore a key assumption is that the budgeted amount of time for any given year is sufficient to build capacity and regularly convene the committee/working group, but that we can’t spend unlimited amounts of time. The estimated number of days per month in the tables below are just an estimate, and are intended to be flexible. Where we do have to be firm is the total number of days per year.
Another assumption is that SLRD staff, and ideally District of Lillooet staff (if available) will be able to participate in the quarterly committee/working group meetings, and that SLRD staff would have access to generate information housed at SLRD as requested by the committee/working group. Some basic mapping support and functions from SLRD would also be beneficial, to generate maps for communications purposes.
Maximum Fees and Disbursements (Upset Price) The Total Labour and Expenses in the price proposals for 2015 and 2016 are to be interpreted as maximum fees and disbursements, or upset prices.
11 Page 112 of 333 Direction Request – Sub-Regional Economic Development (North...
2015 (Contract 1) Price Proposal
MS Tot MS $ Labour - 2015 days TT days days (700/d) TT ($500/d) Tot $
June 1.0 4.0 5.0 700.00 2000.00 2700.00 July 0.0 2.0 2.0 0.00 1000.00 1000.00 August 0.0 3.0 3.0 0.00 1500.00 1500.00 September 1.0 4.0 5.0 700.00 2000.00 2700.00 October 0.0 4.0 4.0 0.00 2000.00 2000.00 November 1.0 2.0 3.0 700.00 1000.00 1700.00 December 1.0 3.0 4.0 700.00 1500.00 2200.00 TOTALS 4.0 22.0 26.0 2800.0 11000.0 13800.0 Portion of FTE 0.02 0.10
TOTALS Expenses 2015 km rate total ($) no. rate total ($) ($) Comments as per provincial per diem mileage 2000 0.52 1040 1040 allowance hotel rooms 8 120 960 960 as per provincial per diem meals 8 48 384 384 allowance catering for
Page 113 of 333 mtgs 2 500 1000 1000 Venue, AV 2 200 400 400 TOTALS 1040 2744 3784
assumptions: 2 formal meetings in 2015, requires 4 trips (2 to Lillooet, 2 to Lillooet and beyond); 1 male, 1 female, 2 hotel rooms
TOTAL LABOUR AND EXPENSES (upset price, c ontract 1) 17584.00
12 Direction Request – Sub-Regional Economic Development (North...
2016 (contract 2) Price Proposal
MS Tot MS $ Labour - 2016 days TT days days (700/d) TT ($500/d) Tot $ January 0.0 4.0 4.0 0.00 2000.00 2000.00 February 1.5 3.0 4.5 1050.00 1500.00 2550.00 March 0.5 3.0 3.5 350.00 1500.00 1850.00 April 0.0 4.0 4.0 0.00 2000.00 2000.00 May 1.5 3.0 4.5 1050.00 1500.00 2550.00 June 0.5 3.0 3.5 350.00 1500.00 1850.00 July 0.0 4.0 4.0 0.00 2000.00 2000.00 August 1.5 3.0 4.5 1050.00 1500.00 2550.00 September 0.5 3.0 3.5 350.00 1500.00 1850.00 October 0.0 4.0 4.0 0.00 2000.00 2000.00 November 1.5 3.0 4.5 1050.00 1500.00 2550.00 December 1.0 3.0 4.0 700.00 1500.00 2200.00 TOTALS 8.5 40.0 48.5 5950.0 20000.0 25950.0 Portion of FTE 0.04 0.17
TOTALS Expenses 2016 km rate total ($) no. rate total ($) ($) Comments as per provincial per diem mileage 4000 0.52 2080 2080 allowance hotel rooms 16 120 1920 1920
Page 114 of 333 as per provincial per diem meals 16 48 768 768 allowance catering for mtgs 4 500 2000 2000 Venue, AV 4 200 800 800 TOTALS 2080 5488 7568
assumptions: 4 formal meetings in 2015, requires 8 trips (4 to Lillooet, 4 to Lillooet and beyond); 1 male, 1 female, 2 hotel rooms
TOTAL LABOUR AND EXPENSES (upset price, contract 2) 33518.00
13 Direction Request – Sub-Regional Economic Development (North...
MIKE SIMPSON, MA, RPF
Education MA (Conflict Analysis and Management), 2004 Royal Roads University, Victoria, British Columbia
BScF (Forest Management), 1994 University of Toronto, Toronto, Ontario
Memberships Professional Forester #3254, Association of British Columbia Forest Professionals
Employment September 2006 to present experience Fraser Basin Council, Williams Lake and Kamloops, British Columbia Currently Senior Regional Manager, Thompson Regions . Deliver regional and basin wide programs supporting the mandate of sustainability - social well-being supported by a diverse economy and sustained by a healthy environment. . Facilitate multi-stakeholder meetings, coordinate and deliver meetings and forums, and provide secretariat services to cross-jurisdictional initiatives. . Provide strategic planning guidance to organizations
September 1998 to March 2007 Montane Forest Consultants Ltd., 100 Mile House, British Columbia Senior Forester . Stand and forest level plans, prescriptions, assessments and valuations related to the management of natural resources on public land for industrial, government, First Nations, and private clients. . Public and First Nations consultation and referrals. . Technical writing for clients and for the company. . Project management, ensuring project completion, ensuring contract standards are met, and communicating project milestones and problems to clients. September 1994 to September 1998 Inland Timber Management Ltd., Williams Lake, British Columbia Forestry Operations Supervisor . Stand and forest level plans, prescriptions, assessments and valuations related to the management of natural resources on public land for industrial, government, First Nations, and private clients. . Supervision of up to eight staff on a regular basis.
14 Page 115 of 333 Direction Request – Sub-Regional Economic Development (North...
Facilitation Experience Skill Areas Client Reference(s) Moose and Watershed Stewardship Pilot Process facilitation, Client: Project, Tripartite Working Group, Sept including pre- Rob Purdy, Senior 2014 to Sept 2015 (monthly meetings). meeting consultation Adviser, First Nations Facilitating a stewardship pilot project with all parties, Relations involving Secwepemc communities, the forest designing agendas MFLNRO industry, BC Timber Sales and MFLNRO in with identified 250-371-6319 three watersheds northwest of Kamloops. objectives and [email protected] Three draft goals are: improved land and desired outcomes, resource management planning; improved delivery and See project website on communications, relationships and trust; and facilitation of ongoing the MFLNRO Thompson improved resource management, in particular monthly meetings or Rivers District website by moose habitat and riparian and stream workshops, seeking clicking here. function. Deliverable will be a draft plan that all consensus, parties agree to. Cumulative Effects preparing meeting Assessment has been undertaken by summaries, and in MFLNRO for several values in the larger some cases, writing Kamloops Timber Supply Area; the results the draft plan. from the moose and watershed values are Ongoing being incorporated into the draft plan that is communication and being collaboratively built by the group. liaison between parties, between This working group covers mostly technical meetings. content, but also incorporating Secwepemc values and knowledge. It involves a mix of people with different educational backgrounds and roles, including at least one elected official. The intent is to reach consensus using the latest information and research (including results of CEA), Secwepemc values and operational constraints to “pilot” resource management differently in this area.
The consultant’s role is as described at right. South Chilcotin Stewardship Plan, April Process facilitation, Client: 2012 to Feb 2014 (process continuing with including pre- Sam Zirnhelt, consultant other staff). Facilitated the development of a meeting consultation to Tsilhqot’in National stewardship plan for the South Chilcotin with all parties, Government involving Tsilhqot’in National Government, designing agendas Tel. 250-392-3918 three communities of Tl’esqox, Xeni Gwet’in, with identified [email protected] Yunesitin, the forest industry, BC Timber objectives and Sales, MFLNRO, and St’at’imc representation desired outcomes, Other reference: (Secwepemc were invited). The group was delivery and Mike Gash, Regional called the South Chilcotin Stewardship facilitation of ongoing Manager Committee (SCSC). Cumulative Effects monthly meetings or Ministry of Aboriginal Assessment was just being initiated by workshops, seeking Relations and MFLNRO for several values in the Cariboo consensus, Reconciliation Region; it was completed for the plan area and preparing meeting 250-398-4579 the results were incorporated into the plan that summaries, and in [email protected] was developed by the SCSC. some cases, writing the draft plan. The consultant’s role was as described at Ongoing right, also coordinating subcommittees. communication and
15 Page 116 of 333 Direction Request – Sub-Regional Economic Development (North...
liaison with partners, advisors, decision- makers and other end-users / audiences. Other processes facilitated that do not Process facilitation, Too numerous to list. specifically have CEA content, but that are including pre- Clients ranged from multi- technical/scientific in nature, balancing meeting consultation party initiatives (no one multiple priorities, inclusive of multiple orders with all parties, clear client, funds were of government, industry sectors and interest designing agendas contributed to FBC), to groups, using consensus: with identified regional districts, first . Shuswap Regional Trails Strategy, Sept objectives and nations organizations, 2014 to present desired outcomes, and provincial or federal . Shuswap Watershed Council and delivery and government agencies. predecessor Shuswap Lake Integrated facilitation of ongoing Planning Process, May 2012 to present monthly meetings or . Thompson Steelhead Working Group, Nov workshops, seeking 2014 to present consensus, . Gardom Lake Management Planning, Oct preparing meeting 2014 to present (supervising staff that are summaries, and in leading the process) some cases, writing . Nicola Lake Action Plan, Sept 2012 to the draft plan. present (supervising staff that are leading Ongoing the process) communication and . Cariboo-Chilcotin Regional Agriculture liaison with partners, Wildlife Committee, Jan 2009 to Feb 2013 advisors, decision- . Cariboo-Chilcotin Regional Climate makers and other Adaptation Strategy (local government end-users / issues), June 2009 to Sept 2011 audiences. . Eco-health, ecosystems and watersheds workshop, Merritt, Oct 2011 . Mountain Pine Beetle and Hydrological Impacts workshop, Merritt, March 2011 . Mountain Pine Beetle and Hydrological Impacts workshop, Kamloops, March 2010 . Tsilhqot’in Joint Resources Council, Feb 2008 to May 2013 . Williams Lake Interface Fire Plan Secretariat, 2007 to 2013 . Horsefly River Roundtable, 2007 to 2010
16 Page 117 of 333 Direction Request – Sub-Regional Economic Development (North...
Tracy Thomas P.Ag.
CAREER PROFILE A planner with 10 years of experience in project management, facilitation and environmental planning and natural resource work for public and private sectors, non-profit societies and Aboriginal Peoples. Experience with species at risk, fund development and strategic satellite worksite planning/management; primary focus on the use of excellent collaborative, interpersonal, problem solving and communication skills; accustomed to performing in unpredictable environments under both time and resource constraints.
OBJECTIVE:
EDUCATION
Social Marketing /Project Management/ Facilitation Workshops 2009- Present
Bachelor of Natural Resource Science (Dean’s List) April 2006 Thompson Rivers University Kamloops, BC
Diploma in Integrated Environmental Planning (Honours) April 2004 Selkirk College Castlegar, BC
SKILLS AND ACCOMPLISHMENTS
COMMUNICATION
Developed provincial invasive plant workshops and supporting materials that are available on line to the public
Rolled out a province-wide field crew program and supervised remote crews
Excellent written communication as displayed with the creation of a non-technical information package including descriptions of species at risk, locally employed natural resource management practices and the stewardship planning process for the Lower Similkameen Indian Band to help improve public understanding of the issues behind the development of a land stewardship plan
Experience with facilitation as demonstrated through leading stakeholder and public meetings during the planning process for the Cottonwood Creek Strategic Land Use Plan in conjunction with Selkirk College
17 Page 118 of 333 Direction Request – Sub-Regional Economic Development (North...
Experience with facilitation as demonstrated through facilitating final class negotiations in an upper level conflict resolution course at Thompson Rivers University
Proven ability to verbally communicate as shown by effectively teaching complex theories and exercises, both one-on-one and in groups, and improving the ongoing performance levels of equestrian riders
Ability to convey complex information to diverse audiences by delivering lectures demonstrations to groups on theories around contemporary dressage, the horse under saddle and the relationship between horse and rider
Ability to convey complex scientific information to first year university students shown by teaching dendrology field labs as a third year undergrad student to first year students at Thompson Rivers University
ENVIRONMENTAL & NATURAL RESOURCE WRITING & PLANNING
Wrote a precedent setting stewardship plan on reserve land thus helped to preserve species at risk and land that is of great significant cultural importance to the Similkameen People
Developed the framework for the adaptive management terms of reference for the Mountain Caribou Recovery Implementation Plan
Co-developed the decision matrix for the winter recreation piece of the Mountain Caribou Recovery Implementation Plan
Co-wrote and published a research paper on mule deer winter range for a major licensee
Aided in the protection of Cottonwood Creek in Nelson, BC by writing the riparian area piece of a strategic plan with an environmental planning class
Co-wrote a range management plan for a Kamloops ranch
ADMINISTRATIVE
Developed and rolled out communication plans for the management of remote field crew and outreach staff
High degree of organization as proven by the management of massive natural resource data sets for projects in cooperation with licensees and Aboriginal Peoples in the Southern Interior Region
Designed a province wide, interagency filing system to improve the organization and integrity of the record keeping for the Mountain Caribou Recovery Implementation Plan
18 Page 119 of 333 Direction Request – Sub-Regional Economic Development (North...
Proficient in the use of the Microsoft Office Suite
PROFESSIONAL EXPERIENCE
Assistant Regional Manager July 2013 – present Fraser Basin Council
Project Coordinator January 2009 – July 2013 Invasive Species Council of BC
Environmental/Social Research Consultant October 2008 – February 2009 Affordable Housing Group
Natural Resource Officer September 2008 – Nov 2008 Front Counter BC Ministry of Agriculture and Lands
Planning Officer October 2007 – July 2008 Mountain Caribou Recovery Implementation Plan Integrated Land Management Bureau Ministry of Agriculture and Lands
Junior Biologist/Forestry Technician December 2006 – May 2007 Cascadia Natural Resource Consulting Ltd.
Environmental Consultant July 2005 – July 2006 Lower Similkameen Indian Band
Camp Manager March 2004 – September 2007 Dynamic Reforestation Ltd. (Spring & Summer)
Camp Manager March 1998 – September 2003 Greenpeaks Holdings Ltd. (Spring & Summer Seasons)
Level II Centered Riding Coach August 2000 - Present Equestrian Coaching
REFERENCES AVAILABLE UPON REQUEST
19 Page 120 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Implementation Strategy – Economic Development Governance Model
Presented to: Northern Economic Development & Initiatives Committee Date of Meeting: April 27, 2015
Recommendation:
(1) THAT the attached Draft Request for Proposals regarding the formation of an inclusive, multi-party economic development committee / working group to guide and coordinate economic development in the northern SLRD be approved; and (2) THAT staff be directed to issue the Request for Proposals and proceed with the implementation strategy for the Economic Development Governance Model as recommended by the Fraser Basin Council in its 2014 report, and according to the revisions with respect to meeting dates set out in the Request for Proposals.
Attachments:
(1) Directors Report – Regional Economic Development (Director Demare) (2) Draft Request for Proposals: Northern SLRD Regional Economic Development Partnership (includes the Fraser Basin Council Governance Model Feasibility Study)
Background:
At its meeting on November 24, 2014, the SLRD Board passed the following resolution: THAT The Northern Economic Development & Initiatives Committee supports the timely implementation of Project A Governance Model Feasibility Study of the Fraser Basin Council Community Economic Development Projects report, subject to identification of the local government staff lead, and the available budget for the staff lead and implementation of Project A. Fraser Basin Council (FBC) recommended that the economic development service be guided by an inclusive, multi-stakeholder committee composed of local government, First Nations, business, not-for-profit and community representatives. In the first year, the development and implementation of the committee would be facilitated and supported by a third party secretariat.
Page 121 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Implementation Strategy – Economic Development Governance Model A Direction Request regarding the Implementation Strategy for the proposed Economic Development Governance Model was brought forward to the NEDI Committee on February 3, 2015. The NEDI Committee passed the following resolution: THAT the Direction Request – Implementation Strategy – Economic Development Governance Model be referred to the SLRD Board and the District of Lillooet Council for discussion and review. It appears as though the Direction Request was not formally referred to District of Lillooet (DOL) Council. However, the report was referred to the SLRD Board on February 25, 2015 along with a Directors Report from NEDI Chair Director Demare, which provided additional context to the Board regarding regional economic development (attached). Director Demare’s report recommended that the SLRD act as the staff lead on the implementation of the Regional Economic Development committee / working group for a period of one year. Further, the report recommended that oversight of the NEDI Committee shift to the SLRD as well, and that NEDI “purchase” the SLRD Communication & Grants Coordinator’s time to perform these duties. The Directors Report also recommended that the DOL Communications Contractor be hired to undertake clearly specified roles once identified by the committee. Further, the Directors Report recommended that a third party be hired to oversee the creation of the new working group and to provide secretariat support to the working group. The SLRD Board passed the following resolution: THAT up to $75,000 be spent from the funds allocated in 2013 to the Northern Economic Development and Initiatives Committee on an Economic Development Communications Assistant and related costs for 2015. Moving forward, the SLRD will be responsible for coordinating the work of the NEDI Committee, and will also be responsible for acting as the staff lead on the implementation of the Regional Economic Development committee / working group. It is expected that up to 30% of the SLRD Communications and Grants Coordinator’s time can be spent on these activities. The SLRD is in the process of hiring a part-time Communications Contractor to assist with corporate communications so that the Communications & Grants Coordinator has the time needed to perform these duties. As per the Board’s resolution (above), funding for this part-time position will be paid from the $75,000 pool of funds allocated to NEDI in 2013.
Options:
Page 122 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Implementation Strategy – Economic Development Governance Model (1) Approve the Request for Proposals and direct staff to proceed with the implementation strategy for the Economic Development Governance Model as recommended by the FBC in its 2014 report, and according to the revisions with respect to the meeting dates set out in the Request for Proposals; (2) Provide staff with amendments to the Request for Proposals and direct staff to proceed with the implementation strategy for the Economic Development Governance Model as per the direction of the NEDI Committee; (3) Refer the Request for Proposals back to staff for further refinements as per the direction of the NEDI Committee; (4) Take no further action.
Preferred Option: ONE
Both the SLRD and the DOL have agreed in principle to accept FBC’s recommendation to form an inclusive, multi-party committee / working group to guide economic development in the northern SLRD. The formation of this committee / working group is a necessary first step towards any potential formation of a shared service to oversee the creation of an independent economic development organization in the northern SLRD. FBC’s recommendation was initially received in the fall of 2014. Given there has already been considerable delay, staff recommend that NEDI move forward as quickly as possible in order to rekindle momentum and support for the initiative.
Regional Considerations:
Proceeding with the formation of an inclusive, multi-party Regional Economic Development Committee / Working Group will bring local governments, First Nations, business organizations and community groups together and provide a forum for information sharing and collaboration. A key objective of the working group is to strengthen relationships and build trust among members.
Organization Considerations:
The SLRD will coordinate the creation of the Regional Economic Development Committee / Working Group and will also designate a staff lead to act as the liaison between the NEDI Committee and the third party secretariat. It is understood that the SLRD Communications and Grants Coordinator can spend up to 30% of her time, for a period of one year, on economic development-related duties.
Page 123 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR DECISION
Implementation Strategy – Economic Development Governance Model It is expected that both the SLRD and the DOL will designate a staff person to participate on the Regional Economic Development Committee / Working Group. The DOL is in the process of forming committees to advise Council on matters relating to forestry, recreation and tourism. Establishing an appropriate communication system should ensure that information flows effectively between the Regional Economic Development Committee / Working Group and the DOL Advisory Committees.
Financial Considerations:
Fraser Basin Council initially estimated that it would cost approximately $31,000 to create the Regional Economic Development Committee / Working Group; this estimate was based on convening four meetings in a single year and did not include venue rental. The Request for Proposals attached is based on six meetings: two in 2015 and four in 2016. The corresponding budget allocation is $18,000 in 2015 and $36,000 in 2016 with costs being shared evenly between the District of Lillooet and the SLRD (via funding as discussed below). These estimates include secretariat support and all meeting expenses. This project is considered an eligible project under the terms of the Northern Development Initiative Trust’s Economic Development Capacity Building Program. As a result, it is expected that both organizations would be reimbursed for the costs associated with the development of this committee / working group.
Follow Up Action:
Update FBC with regard to project status; invite them to submit a Proposal. Schedule a NEDI meeting between May 20 – 26 to select a suitable Proponent.
Communications Plan:
Post Request for Proposals on both SLRD and DOL websites, as well as on CivicInfo and BC Bid. Forward to the Canadian Community Economic Development Network.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 124 of 333 Direction Request – Sub-Regional Economic Development (North...
Directors Report – Regional Economic Development (Director Demare)
In general, the local government representatives on the NEDIC committee see our role as nurturing and funding a 3rd party delivery model of regional economic development in the Northern SLRD.
In the attached graphic, it is recognized that each area and community needs to or is undertaking local economic development, each community or area is different in how they will go about this, how they are funded, etc. They are represented by the small circles inside the big circle.
Local economic development can be described as those processes and projects which primarily benefit the specific area or community. Regional economic development is represented by the
Big circle that encompasses all and each of the communities & areas. Regional economic development is described as processes or activities that primarily benefit all or a large portion of the communities and
Areas represented. So while we have apples and oranges, they are both fruit and we must continue to recognize the commonality between local and regional economic development and constantly work to rationalize, clarify and respect who is doing what.
The local governments involved with NEDIC do not see ourselves or our local governments as the “delivery agent” for regional economic development long term or ongoing. We believe it is critical to successfully involve the various communities and
Areas through their business members and other interested parties. We do see local government as a participant and key partner in the ongoing structure.
The consequences of this principle is that in both local and regional economic development processes and initiatives, the community (business and otherwise) must be engaged and must clearly understand the role of local government.
This generally means that the responsibility and ownership of the challenges of economic development rest with the community (of which local government is but one part). This means that the responsibility for revenue generation to fund such processes must stem from community based processes and again local government can do its part by contributing what resources it can.
WHAT: We propose for the next year, establishing an advisory committee of the SLRD which will have regular regional (Regional District lexicon is “sub regional”) economic development meetings
a) Purpose:
i Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii Each host community will present current opportunities, initiatives, challenges, and barriers iii Develop relationships, trust, and foster a sub-regional perspective for economic development iv Identify how the work will be done beyond year one from the following options:
Page 125 of 333 Direction Request – Sub-Regional Economic Development (North...
(1) Ongoing secretariat support from a third part, non-profit society
(2) Amalgamation with an existing local non-profit society
(3) Forming a new non-profit society
b) Timing – quarterly face to face meetings
c) Attendance – funding partners and other participants
d) Location – will rotate around sub-region between members
2) Fund development – leveraging core funding with other sources
3) Project development
4) Workshop development and delivery (in partnership with all members)
5) Coordinated sub-regional training opportunities
6) Act as a liaison for existing sub-regional initiatives (Agriculture Area Plan)
In the attached graphic, the process and work we are discussing in this `What` is that represented by the larger oval – the whole.
WHO: As per the Fraser Basin Council report, an Advisory Committee (for year one) of the SLRD with even representation from all communities/areas.
HOW: This has been the challenge to determine. The way we visualize this occurring is that the SLRD LEADS the process to create and run the advisory committee for the first year.
The configuration that we can agree on is:
1) Purchase Jeanette Nadon’s time to oversee and manage the committee and its work for one year
2) Purchase Marg Hohrner’s time from Dist. Of Lillooet to undertake clearly specified roles including project development & delivery once identified by committee
3) Purchase on a limited scope/scale, a third party, (and we like/recommend FBC) to bring together, facilitate & report out on two key meetings in the year.
We are requesting that the regional SLRD board and staff support this approach and take the necessary steps to free up Jeanette`s time by backfilling. We recognize that Jeanette has an affinity, talent
And understanding of what we are trying to accomplish here, and thus her role in this as a `lead`is critical. We are also suggesting a shift in the organizational lead to the SLRD because we are the
Page 126 of 333 Direction Request – Sub-Regional Economic Development (North...
regional Voice and we need to be able to attract and engage all of our communities in the region (or in RD parlance, sub-region) including each of the Statimc communities.
THREATS/CHALLENGES:
1. Potential inability to engage all of the communities and areas in the process and committee
2. Current lack of a structured, funded and supported by local government of an local economic development structure or initiative in Lillooet. This has caused role and project confusion that has slowed the regional process down and caused damage to relationships of all kinds.
3. Current lack of a structured and funded local economic development structure or initiative in Area B.
4. Role and responsibility confusion. It is very important that roles, responsibilities, goals and objectives are clearly laid out for each of the staff working on this project and for the regional economic initiative itself. It is also very critical that the local communities be brought into this loops as well in as clear and explicit a manner as possible.
5. Funding for local economic development and funding for regional economic development – in short supply, creates conflict and challenges when finding for both layers of economic development
We acknowledge these threats and challenges and agree that they must continue to be clearly identified, recognized and methods found to address the challenges.
From the desk of: Dir. Debbie Demare Director, Electoral Area [A] Squamish-Lillooet Regional District
Page 127 of 333 Direction Request – Sub-Regional Economic Development (North...
REQUEST FOR PROPOSALS
Northern Economic Development and Initiatives Committee Squamish-Lillooet Regional District (“SLRD”)
Northern SLRD Regional Economic Development Partnership: Development & Secretariat Support
1
Page 128 of 333 Direction Request – Sub-Regional Economic Development (North...
April 22, 2015
Dear Proponent;
RE: Northern SLRD Regional Economic Development Partnership
The Northern Economic Development and Initiatives (“NEDI”) Committee, a committee of the Squamish-Lillooet Regional District (“SLRD”), is seeking a qualified consultant, business or not-for-profit society to oversee the creation of an inclusive, multi-party economic development committee / working group to guide and coordinate economic development in the northern SLRD. It is expected that the committee / working group will hold two meetings in the first year and four meetings in year two. The consultant will also provide ongoing secretariat support to the committee / working group, including coordinating and facilitating meetings, helping information to flow, supporting action- focused work teams, building overall group capacity, mediating conflict, and assisting with fundraising for joint projects. Please note: Funding for this initiative is being provided by the Northern Development Initiative (“NDI”) Trust. A condition of the funding is that all work taking place in 2015 must be completed and funds expended prior to December 31, 2015. Therefore, this project will be divided into two separate contracts. The first contract will involve the initial formation of the committee / working group, the organization of two meetings and secretariat support in 2015. The second contract will involve the organization of four meetings and secretariat support in 2016. The NEDI Committee intends to work with one Proponent to deliver both contracts. Proponents are asked to confirm their ability to fulfill both contracts and ensure that proposals include set pricing for both. The 2016 contract will be confirmed no later than December 15, 2015. Questions regarding this Request For Proposals must be made to: Northern Economic Development & Initiatives Committee Squamish-Lillooet Regional District Attention: Jeannette Nadon Communications & Grants Coordinator Email: [email protected] Telephone: (604) 894-6371 ext. 239
Completed proposals will be accepted via email at [email protected] . All proposals must be in a PDF format. The NEDI Committee retains the right to refuse email documents in instances where formatting errors make the proposal unclear, or if the NEDI Committee is unable to open the document. The NEDI Committee will not be held responsible for lost email submissions. The deadline to submit proposals is 5:00 p.m. on Tuesday, May 19, 2015. Sincerely,
Jeannette Nadon Communications & Grants Coordinator Squamish-Lillooet Regional District
2
Page 129 of 333 Direction Request – Sub-Regional Economic Development (North... Squamish-Lillooet Regional District (“SLRD”) Request for Proposals Regional Economic Development Partnership: Development & Secretariat Support Issue date: Thursday, April 30, 2015
Closing date: Tuesday, May 19, 2015 5:00 p.m. Pacific Standard Time
REGIONAL DISTRICT CONTACT: All enquiries related to this Request for Proposals (“RFP”), including any requests for information and clarification, are to be directed, in writing, to the following person who will respond if time permits. Information obtained from any other source is not official and should not be relied upon. Enquiries and any responses will be recorded and may be distributed to all Proponents at the SLRD’s option. Jeannette Nadon, Communications and Grants Coordinator Squamish-Lillooet Regional District Box 219, Pemberton, BC V0N 2L0 Email: PDF files [email protected] DELIVERY OF PROPOSALS: Proposals may be sent by courier, mail, or e-mail. Proposals are to be submitted to the Closing Location as follows:
Squamish-Lillooet Regional District 1350 Aster Street, Pemberton, B.C. V0N 2L0 Attention: Jeannette Nadon, Communications and Grants Coordinator (the “Closing Location”)
It is strongly recommended that Proponents verify receipt of their Proposal prior to the Closing Time. PROPONENTS’ MEETING: A Proponents’ meeting will not be held.
PROPONENT SECTION:
A person authorized to sign on behalf of the Proponent must complete and sign the Proponent Section (below), leaving the rest of this page otherwise unaltered, submitted as part of the Proposal. The originally signed copy of this page must be mailed or otherwise delivered to the Closing Location, but may be received after the Closing Time, provided a copy has been received by the SLRD via email or fax by the Closing Time.
The enclosed Proposal is submitted in response to the above-referenced Request for Proposals, including any addenda. Through submission of this Proposal we agree to all of the terms and conditions of the Request for Proposals and agree that any inconsistent provisions in our Proposal will be as if not written and do not exist. We have carefully read and examined the Request for Proposals, including the Definitions and Administrative Requirements Section, and have conducted such other investigations as were prudent and reasonable in preparing the Proposal. We agree to be bound by statements and representations made in our Proposal. Signature of Authorized Representative: Legal Name of Proponent (and Doing Business As Name, if applicable):
Printed Name of Authorized Representative: Address of Proponent:
Title:
Date: Authorized Representative phone, fax or email address (if available):
3
Page 130 of 333 Direction Request – Sub-Regional Economic Development (North... Table of Contents A. DEFINITIONS AND ADMINISTRATIVE REQUIREMENTS ...... 5 B. GENERAL INFORMATION ...... 7 OVERVIEW ...... 7 BACKGROUND ...... 7 C. PROJECT DETAILS ...... 9 PURPOSE ...... 9 COMMITTEE / WORKING GROUP MEMBERSHIP ...... 10 FUNDING ...... 10 DELIVERABLES ...... 11 CONSIDERATIONS ...... 12 COMMITTEE / WORKING GROUP OVERSIGHT AND SUPPORT ...... 13 D. SCOPE OF WORK ...... 13 QUOTATION ELEMENTS ...... 13 Proponent Qualifications ...... 13 Budget, Fees and Charges ...... 14 Timeline ...... 14 Additional Requirements ...... 15 Evaluation Criteria ...... 15 Project Oversight and Reporting Relationships ...... 16 Potential for Conflict of Interest ...... 16 Methodology and Work Program ...... 16 Value Added Services ...... 16 APPENDIX A RECEIPT CONFIRMATION FORM ...... 17 APPENDIX B GOVERNANCE MODEL FEASIBILITY STUDY...... 18 1 INTRODUCTION ...... 18 1.1 Purpose ...... 18 2 METHODOLOGY ...... 18 2.1 Economic Development Services - Northern SLRD ...... 19 2.2 Shared Service Delivery in BC ...... 19 2.3 Feedback ...... 20 3 SUMMARY & RECOMMENDATIONS ...... 21 3.1 Committee Development - Best Practices ...... 21 3.2 Service Boundaries ...... 22 3.3 Service ...... 23 3.4 Committee Membership...... 23 3.5 Governance Structure ...... 24 3.6 Mandate ...... 24 3.7 Funding ...... 24 3.8 Implementation ...... 26 APPENDIX C CONSULTING SERVICES AGREEMENT ...... 28
4
Page 131 of 333 Direction Request – Sub-Regional Economic Development (North...
A. Definitions and administrative requirements
6. Evaluation 1. Definitions Evaluation of proposals will be by the staff of the Regional District or its Throughout this Request for Proposals, the following definitions agents. All personnel will be bound by the same standards of apply: confidentiality. The Regional District’s intent is to enter into a Contract with the Proponent who has the highest overall ranking. a) “Contract” means the written agreement resulting from this Request for Proposals executed by the Regional District and 7. Negotiation Delay the Contractor; If a written Contract cannot be negotiated within thirty days of notification of the successful Proponent, the Regional District may, at b) “Consultant” means the successful Proponent to this its sole discretion at any time thereafter, terminate negotiations with Request for Proposals who enters into a written Contract that Proponent and either negotiate a Contract with the next qualified with the Regional District; Proponent or choose to re-issue the RFP or terminate the Request for c) “Must”, or “mandatory” means a requirement that must be Proposals process and not enter into a Contract with any of the met in order for a Proposal to receive consideration; Proponents.
d) “Proponent” means an individual or a company that submits, 8. Debriefing or intends to submit, a Proposal in response to this Request At the conclusion of the Request for Proposals process, all Proponents for Proposals; will be notified. Unsuccessful Proponents may request a debriefing e) “Proposal” means the document submitted by the with the Regional District, which may, at the SLRD’s option, be Proponent; conducted via telephone or email.
f) “Regional District” or “SLRD” means the Squamish-Lillooet 9. Alternative Solutions Regional District; If alternative solutions are offered, the Proponent should consult with g) “Request for Proposals” or “RFP” means the process the Regional District Contact Person on page 1 prior to submitting the described in this document; Proposal.
h) “Should” or “desirable” means a requirement having a 10. Changes to Proposals significant degree of importance to the objectives of the By submission of a clear and detailed written notice, the Proponent Request for Proposals; and may amend or withdraw its Proposal prior to the closing date and time. i) “SLRD Website” means www.slrd.bc.ca. Upon closing time, all Proposals become irrevocable. The Proponent will not change the wording of its Proposal after closing and no words or comments will be added to the Proposal unless requested by the 2. Terms and Conditions Regional District for purposes of clarification. The following terms and conditions will apply to this Request for Proposals. Submission of a Proposal in response to this Request 11. Proponent’s Expenses for Proposals indicates acceptance of all the terms that follow and Proponents are solely responsible for their own expenses in preparing that are included in any addenda issued by the Regional District. a Proposal and for subsequent negotiations with the Regional District, Provisions in Proposals that contradict any of the terms of this if any. Regardless of whether or not the Regional District elects to Request for Proposals will be as if not written and do not exist. reject all Proposals, the Regional District will not be liable to any Proponent for any claims, whether for costs or damages incurred by 3. Additional Information Regarding the the Proponent in preparing the Proposal, loss of anticipated profit in connection with any final Contract, or any other cause of action Request for Proposals whatsoever. Proponents are advised to fill out and return the Receipt Confirmation Form attached to this RFP as Appendix A. This form may be delivered by fax or email and will facilitate the further 12. Limitation of Damages receipt by the Proponent of Addenda to the RFP, if any. Further to the preceding paragraph, the Proponent, by submitting a Proposal, agrees that it has no cause of action, for any reason whatsoever, relating to the Contract or in respect of the competitive 4. Late Proposals process, in excess of an amount equivalent to the reasonable costs Proposals will be marked with their receipt time at the Closing incurred by the Proponent in preparing its Proposal and the Proponent, Location. Only complete Proposals received and marked before by submitting a Proposal, waives any claim for loss of profits if no closing time will be considered to have been received on time. Contract is made with the Proponent. Late Proposals may not be accepted and may be returned to the Proponent. In the event of a dispute, the Proposal receipt time as recorded at the Closing Location shall prevail whether accurate or 13. Proposal Validity not. Proponents are strongly advised to verify receipt of their Proposals will be open for acceptance for at least 90 days after the Proposal by the SLRD prior to the Closing Time. Closing Date. The accuracy and completeness of Proposals shall be the sole responsibility of each proponent and any errors or omissions shall be corrected at the Proponent’s expense. 5. Eligibility Proposals may not be evaluated if the Proponent’s current or past corporate or other interests may, in the Regional District’s opinion, 14. Firm Pricing give rise to a conflict of interest in connection with the project Prices will be firm for the entire Contract period unless this Request for described in this Request for Proposals. If a Proponent is in Proposals specifically states otherwise. doubt as to whether there might be a conflict of interest, the Proponent should consult with the Regional District Contact Person listed on page 1 prior to submitting a proposal.
5
Page 132 of 333 Direction Request – Sub-Regional Economic Development (North... 15. Currency and Taxes Prices quoted are to be: 21. Liability for Errors in Canadian dollars; While the Regional District has used considerable efforts to ensure inclusive of all fees; information in this Request for Proposals is accurate, the information contained in this Request for Proposals is supplied solely as a guideline exclusive of disbursements, for which a detailed estimate for Proponents. The information is not guaranteed or warranted to be shall be provided by the Proponent; and accurate by the Regional District, nor is it necessarily comprehensive or exhaustive. Nothing in this Request for Proposals is intended to relieve exclusive of applicable taxes. Proponents from forming their own opinions and conclusions with respect to the matters addressed in this Request for Proposals. 16. Completeness of Proposal By submission of a Proposal the Proponent warrants that, if this 22. Modification of Terms Request for Proposals is to design, create or provide a system or The Regional District reserves the right to modify the terms of this manage a program, all components required to run the system or Request for Proposals at any time in its sole discretion. This includes manage the program have been identified in the Proposal or will the right to cancel or re-issue this Request for Proposals at any time be provided by the Consultant at no charge. prior to entering into a Contract with the successful Proponent.
17. Subcontracting 23. Ownership of Proposals Using a subcontractor (who should be clearly identified in the All Proposals submitted to the Regional District become the property of Proposal) may be acceptable. This includes a joint submission by the Regional District. They will be received and held in confidence by two Proponents having no formal corporate links. However, in the Regional District, subject to the provisions of the Freedom of this case, one of these Proponents must be prepared to take Information and Protection of Privacy Act and this Request for overall responsibility for successful performance of the Contract Proposals. and this should be clearly defined in the Proposal. Subcontracting to any firm or individual whose current or past 24. Use of Request for Proposals corporate or other interests may, in the Regional District’s opinion, Any portion of this document, or any information supplied by the give rise to a conflict of interest in connection with the project or Regional District in relation to this Request for Proposals may not be program described in this Request for Proposals may not be used or disclosed, for any purpose other than for the submission of permitted. This includes, but is not limited to, any firm or Proposals. Without limiting the generality of the foregoing by individual involved in the preparation of this Request for submission of a Proposal, the Proponent agrees to hold in Proposals. If a Proponent is in doubt as to whether a proposed confidence all information supplied by the Regional District in subcontractor gives rise to a conflict of interest, the Proponent relation to this Request for Proposals. should consult with the Government Contact Person listed on page 1 prior to submitting a Proposal. 25. Reciprocity Where applicable, the names of approved sub-contractors listed The Regional District may consider and evaluate any Proposals from in the Proposal will be included in the Contract. No additional other jurisdictions on the same basis that the government purchasing subcontractors will be added nor other changes made to this list authorities in those jurisdictions would treat a similar Proposal from a in the Contract without the written consent of the Regional District. British Columbia supplier.
18. Acceptance of Proposals 26. No Lobbying This Request for Proposals should not be construed as an Proponents must not attempt to communicate directly or indirectly with agreement to purchase goods or services. The Regional District any employee, contractor or representative of the Regional District, is not bound to enter into a Contract with the Proponent who including the members of the evaluation team and any elected officials submits the lowest priced Proposal or with any Proponent. of the Regional District, or with members of the public or the media, Proposals will be assessed in light of the evaluation criteria. The about the project described in this Request for Proposals or otherwise Regional District will be under no obligation to receive further in respect of the Request for Proposals, other than as expressly information, whether written or oral, from any Proponent. directed or permitted by the Regional District herein or otherwise.
Neither acceptance of a Proposal nor execution of a Contract will 27. Collection and Use of Personal Information constitute approval of any activity or development contemplated in Proponents are solely responsible for familiarizing themselves, and any Proposal that requires any approval, permit or license ensuring that they comply, with the laws applicable to the collection pursuant to any federal, provincial, regional district or municipal and dissemination of information, including resumes and other statute, regulation or by-law. personal information concerning employees and employees of any 19. Definition of Contract subcontractors. If this RFP requires Proponents to provide the Notice in writing to a Proponent that it has been identified as the Regional District with personal information of employees or successful Proponent and the subsequent full execution of a subcontractors who have been included as resources in response to written Contract will constitute a Contract for the goods or this RFP, Proponents will ensure that they have obtained written services, and no Proponent will acquire any legal or equitable consent from each of those persons before forwarding such personal rights or privileges relative to the goods or services until the information to the Regional District. Such written consents are to occurrence of both such events. specify that the personal information may be forwarded to the Regional District for the purposes of responding to this RFP and use by the Regional District for the purposes set out in the RFP. The Regional 20. Contract District may, at any time, request the original consents or copies of the By submission of a Proposal, the Proponent agrees that should its original consents from Proponents, and upon such request being Proposal be successful the Proponent will enter into a Contract made, Proponents will immediately supply such originals or copies to with the Regional District in substantially the terms set out in the Regional District. Appendix C.
6
Page 133 of 333 Direction Request – Sub-Regional Economic Development (North...
B. General Information
Overview The Northern Economic Development and Initiatives (“NEDI”) Committee of the Squamish-Lillooet Regional District (“SLRD”) is seeking proposals from qualified consultants, businesses or not-for-profit societies to oversee the creation of an inclusive, multi-party economic development working group to guide and coordinate economic development in the northern SLRD. The consultant will also provide ongoing secretariat support to the working group, including coordinating and facilitating meetings, helping information to flow, supporting action-focused work teams, building overall group capacity, mediating conflict, and assisting with fundraising for joint projects. The northern SLRD is a vast and relatively sparsely populated area of approximately 7,213 square kilometers. According to 2006 census information, the area is home to approximately 5,900 people. Of this, about 53% are First Nations. The communities in the area include: Area A: Gold Bridge, Bralorne, Gun Lake, Gun Creek Road / Tyaughton Lake, Marshall Lake Area B: Yalakom Valley, Bridge River / West Pavilion, Pavilion Lake, Fountain Valley, Texas Creek Road / Highway 12, Seton Portage / Shalath District of Lillooet St’at’imc communities: Sekw’el’was (Cayoose Creek), Xwisten (Bridge River), T’it’q’et (Lillooet), Ts’kw’aylaxw (Pavilion), Xaxli’p (Fountain) and Tsal’alh (Seton Lake). Background In an effort to pursue economic development opportunities in a more collaborative, cost-efficient and effective manner, in 2012 the Northern Areas Economic Development Working Group was formed, composed of elected officials from Electoral Areas A and B of the SLRD and the District of Lillooet (“DOL”). The first priority of the Working Group was to oversee the development of an Economic Development Strategy for the northern region. Funding for the report was provided by the SLRD through an Economic Development Capacity Building Grant through Northern Development Initiative (“NDI”) Trust. Following the completion of the Economic Development Strategy, the SLRD Board formed a Standing Committee, the Northern Economic Development and Initiatives (“NEDI”) Committee, to develop and recommend strategies and implement plans that support and enhance sub-regional economic development opportunities and initiatives in the northern areas of the SLRD. The NEDI Committee took over the actions of the Working Group. The 2012 Economic Development Strategy provided an overview of the existing economic development services present in the northern SLRD and several gaps in service delivery were identified, including: No structured forum exists for sharing of information among service providers. There is an informal sharing of information; however, this can result in a lack of understanding of each service provider’s goals, activities and future developments. This can result in duplication of services or product development.
7
Page 134 of 333 Direction Request – Sub-Regional Economic Development (North...
No formalized “regional” economic development model exists. For a region to work together on economic development there must be a structured model in place and a commitment from all players that economic development is truly regional. No structured forum exists for sharing information among business owners or residents. This results in a lack of understanding of what economic development does for the community or region. There is a lack of mentoring and support for businesses in rural areas and for First Nations. Community groups do not always have the volunteer capacity to effectively implement projects or initiatives. Without this capacity, it is more difficult to obtain project funding. Community groups/committees lack the understanding of their role in cooperation with local government. There is no economic development service in Area B.* * Note: Since the publishing of the 2012 Economic Development Strategy, the DOL has since closed its Economic Development Office, meaning no official economic development service exists in either Area B or the DOL. Sub-Regional Economic Development Model:
One of the recommendations that emerged from the 2012 Economic Development Strategy was to develop an Economic Development Shared Service Agreement between the SLRD and the DOL. The DOL used to fund an economic development position, but the service was discontinued in the summer of 2013 due to budget constraints. In Area A, a third party, not-for-profit community organization, the Bridge River Valley Community Association (“BRVCA”), oversees economic development activities. The BRVCA operates with a volunteer Board and one part-time employee located in their Gold Bridge office. Funding for the BRVCA is provided through tax requisition, SLRD grants-in-aid and other grants. Area B does not have a formalized economic development function. Discussions held during the development of the Economic Development Strategy revealed there was a desire for shared economic development services from Area B of the SLRD. Area A expressed the desire to continue to work at arm’s length, but would like to work with Area B and the DOL on sub-regional economic development projects when mutually beneficial. Strengthening and expanding partnerships with the region’s six First Nations communities was another recommendation of the Economic Development Strategy. Each of the six surrounding St’at’imc communities has established its own Economic Development Corporation, with an economic development officer managing each operation. Recently the economic development officers from the six communities have started meeting to discuss current activities and future plans. The DOL has worked with members of the St’at’imc communities on economic development initiatives in the past. There are currently no formal communications channels between the SLRD and the First Nations communities. In 2013, the NEDI Committee hired a consultant to complete a Feasibility Study to assess the viability of developing a shared service governance model for community economic development in the northern SLRD. The Feasibility Study is attached as Appendix B. Additional Background: http://www.slrd.bc.ca/services/economic-development/northern-economic-development- initiatives http://www.slrd.bc.ca/inside-slrd/current-projects-initiatives/community-economic- development-northern-slrd
8
Page 135 of 333 Direction Request – Sub-Regional Economic Development (North...
C. Project Details The governance model feasibility study completed in 2014 recommended that an inclusive, multi-party committee be formed to guide the development and direction of a shared economic development service. The study recommended that during the first year, the development and implementation of the service be facilitated by a third party. Once the committee / working group membership and service have been established, the committee / working group may look to form a new non-profit society, join an existing one and hire a staff person to carry out the work, or continue to use a third party to provide secretariat support to the committee. The ongoing work would continue to be guided by the committee. The study recommended that the committee / working group meet quarterly, and that in the development year(s), the focus should be on building relationships between members, identifying opportunities for sub-regional economic development projects, funding development, and developing a work plan and a communications plan. As committee / working group member relationships are strengthened and with the guidance of a work plan and communications plan, economic development projects would be developed in the sub-region. Given that this project is being initiated in the second quarter of the initial development year, it is expected that the committee / working group will meet twice in year 1 and four times in year 2, and that secretariat support will be provided by a third party until at least the end of year 2. The committee / working group should continue to receive secretariat support from a third party, until there is funding in place to create a staff position, until the arms-length economic development society is formed, or until the project is terminated. Purpose The committee / working group will guide the coordination of sub-regional economic development work in the northern SLRD including the following: 1) Regular sub-regional economic development meetings a) Purpose: i) Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii) Each host community will present current opportunities, initiatives, challenges, and barriers iii) Develop relationships, trust, and foster a sub-regional perspective for economic development iv) Identify how the work will be done beyond year one/two from the following options: (1) Ongoing secretariat support from a third part, non-profit society (2) Amalgamation with an existing local non-profit society (3) Forming a new non-profit society b) Timing – quarterly face to face meetings (two in year one; four in year two) c) Attendance – funding partners and other participants d) Location – will rotate around sub-region between members 2) Fund development – leveraging core funding with other sources 3) Project development 4) Workshop development and delivery (in partnership with all members) 5) Coordinated sub-regional training opportunities 6) Act as a liaison for existing sub-regional initiatives (e.g. Tourism opportunities, Agriculture Area Plan, etc.)
9
Page 136 of 333 Direction Request – Sub-Regional Economic Development (North...
The committee / working group will merge several existing committees into one comprehensive economic development service that can support initiatives in multiple economic sectors across the northern SLRD.
Committee / Working Group Membership The committee / working group will be made up of representatives from local governments including First Nations, business organizations, community groups, relevant learning institutions, and members of existing committees or groups doing similar work. The committee / working group will include but will not be limited to representation from the following: District of Lillooet SLRD Area B SLRD Area A (Bridge River Valley Community Association) Xwisten (Bridge River Indian Band) Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sekw’el’wás (Cayoose Creek Indian Band) Ts’kw’aylaxw (Pavilion Indian Band) Lillooet Chamber of Commerce Seton Portage – Shalath & District Chamber of Commerce St’at’imc Government Services Community Futures - Sun Country Agriculture Area Planning Representative Member of society at large Other representation as required
Care should be taken in the formation of the committee / working group to ensure that key industry sectors are represented (e.g. tourism, agriculture, forestry) and that as many neighbourhoods within Areas A and B as possible are represented as well.
Area A neighbourhoods include: Gold Bridge, Bralorne, Gun Lake, Tyaughton Lake / Gun Creek Road, Marshall Lake.
Area B neighbourhoods include: Yalakom Valley, Bridge River / West Pavilion, Pavilion Lake, Fountain Valley, Texas Creek Road / Highway 12, Seton Portage / Shalath
Funding A sub-regional shared service requires stable, long-term funding via taxation, contribution, or a combination of the two. During the initial development of the committee / working group and service (years one and two), funding will be split equally between the District of Lillooet and the SLRD. It is expected that the costs pertaining to the committee / working group (not including project-specific costs) would be paid via each organizations’ annual Economic Development
10
Page 137 of 333 Direction Request – Sub-Regional Economic Development (North...
Capacity Building Grant, a $50,000 annual grant from Northern Development Initiative (“NDI”) Trust received by each of the SLRD and the District of Lillooet. Funding beyond the initial development of the service will be determined by the committee / working group. Project specific funding will be obtained via grants and other sources applied for by the third party secretariat in the initial development years. Section 3.7.1 of the Feasibility Study attached as Appendix B provides a list of several potential funding sources that could support the work of the committee / working group.
Deliverables During the development year(s), secretariat support for the committee / working group will be provided by a third party. The objectives of the committee / working group during the initial development phase (years one and two) are as follows: Determine and maintain committee / working group membership; Build relationships between committee / working group members; Share economic development information and opportunities; Host quarterly workshops and meetings; Obtaining funding related to the work plan goals and objectives where possible; Determine the structure of the committee / working group for year three and beyond.
In year one, the third party secretariat is expected to deliver the following:
Successful development and coordination of sub-regional economic development committee / working group, with broad representation from across the sub-region (i.e. geographic, industry sector, non-profit, business, First Nations, etc.); o Secretariat to be responsible for recruiting and liaising with committee / working group members, with direction from the NEDI Committee o Secretariat to be responsible for coordinating and facilitating meetings; drafting and circulating meeting agendas, notes and minutes; helping information to flow; supporting action-focused work teams; building overall group capacity; mediating conflict; and assisting with fundraising for joint projects. Development and implementation of two full-day committee / working group meetings, tentatively scheduled for June and October 2015 with meeting venues to rotate around the sub-region; o Workshop 1: Building respectful and effective Aboriginal and non-Aboriginal relationships o Workshop 2: Committee development and governance (draft Terms of Reference, Communications Plan, consideration of base funding for year 2, share economic development opportunities – draft 2016 Work Plan) Draft Committee / Working Group Terms of Reference, Memorandum of Understanding or similar guiding document that clearly defines the mission and goals of the committee / working group and outlines the roles and responsibilities of members, including guidelines for decision-making, secretariat services, conflict resolution, adding / removing members, etc.;
11
Page 138 of 333 Direction Request – Sub-Regional Economic Development (North...
Draft Communications Plan, including proposed budget and funding plan; Draft 2016 Work Plan, including proposed budget and funding plan;
Provided that the NEDI Committee and northern SLRD Regional Economic Development Partnership agree to continue the committee / working group for a second year, in year two, the third party secretariat is expected to deliver the following:
Development and implementation of four full-day committee / working group meetings, tentatively scheduled for February, May, August and November 2016 (topics will include strategic planning, work planning and development, sharing economic development opportunities, finalizing organizational / committee structure beyond year two); Final Terms of Reference, Memorandum of Understanding or similar guiding document; Final 2016 Communications Plan; Final 2016 Work Plan, including proposed funding plan; Draft Strategic Plan for the shared economic development service, including mission, vision, guiding principles, SWOT (strengths, weaknesses, opportunities, threats) analysis, goals, strategic priorities, objectives, proposed budgets and funding *; Draft 3-year Action and Implementation Plan (Work Plan) for the shared economic development service including budget estimates, project priorities, performance targets and indicators (Q4);
* The development of the Business Plan for the creation and launch of the independent not-for- profit economic development organization is not included within the scope of work of the third party secretariat. If and when the committee / working group decides to proceed with the creation of a stand-alone society, an RFP will be issued to solicit proposals to complete the Business Plan.
Considerations Initially, it may be difficult to engage all of the communities and areas in the process. Efforts should be taken to strike an inclusive committee / working group with broad representation from around the northern SLRD, geographically, by industry sector and by community interest. This being said, it’s understood that this is a “work in progress,” and the committee / working group may not achieve full representation at the outset. As relationships are strengthened and trust improved, it is expected that more partners will be interested in getting involved. Bringing together diverse partners and stakeholders with little history of collaboration, distinct (and sometimes competing) goals, and different values, beliefs, world views, and ways of doing things will be a complex undertaking. Meetings should be designed to be inclusive and respectful of the diverse nature of the group, with careful attention paid to cultural sensitivities and differences. Meetings should provide a framework that strengthens each participant’s ability to see sub-regional economic development as a holistic system, including providing opportunities for shared learning, listening, reflection and generative conversations.
12
Page 139 of 333 Direction Request – Sub-Regional Economic Development (North...
While the focus of the committee / working group is to guide the coordination of sub- regional economic development work in the northern SLRD, it is understood that not all projects undertaken (if any) will be of interest to all members. In the first year, the priority will be to bring people together to build relationships and form systems to improve collaboration and communication. If the committee / working group determines that it should undertake specific economic development-related projects, each member can decide whether or not it wishes to be involved on a project-by-project basis. It is expected that a project-specific work team would be created to oversee project development, with funding for these specific projects to be determined. Members choosing not to be involved with a specific project would not be expected to provide a financial contribution to the project.
Committee / Working Group Oversight and Support The Northern Economic Development and Initiatives (NEDI) Committee of the SLRD Board will oversee the committee / working group with the SLRD providing a staff lead to act as a liaison to the third party Secretariat. Staff Lead: Jeannette Nadon Squamish-Lillooet Regional District Communications & Grants Coordinator Telephone: (604) 894-6371 ext. 239 Email: [email protected]
D. Scope of Work
Quotation Elements Qualifications and experience of the consultant(s) who will be performing the work, including personal and / or corporate CV, summary of similar related experience and references; Insurance – Proof of General Commercial Liability Insurance of a sufficient value to protect the employees and subcontractors involved in the delivery of services identified; Incorporation of any pertinent legal issues; Any assumptions that must be made; Acceptance of the terms for completion of the work as detailed, including Proponent’s confirmation of ability to provide ongoing secretariat support in 2016; Clear budgets and timelines for each deliverable, with pricing for 2016 work set out in the Proposal; and Any additional information, considerations or approaches not specifically outlined in this Request for Proposals, which the Proponent feels will add value to the SLRD and its economic development partners and stakeholders in the northern SLRD.
Proponent Qualifications The successful proponent will have experience in designing, leading and facilitating collaborative engagement processes, with preference given to candidates with significant experience working
13
Page 140 of 333 Direction Request – Sub-Regional Economic Development (North...
with First Nations communities. Experience with regional and / or economic development would be beneficial.
Budget, Fees and Charges The NEDI Committee is seeking Proposals which are priced as time and materials contracts with a maximum fees and disbursements amount (or “upset price”). Proponents are to state all assumptions which apply to their pricing and how the pricing would be varied if such assumptions do not apply. The Committee prefers Proposals with as few assumptions as possible and no assumptions which would impact the “upset price”. All components of the pricing (i.e., hourly rates, disbursement unit rates, maximum fee amount and maximum disbursement amount) are to be fixed for the duration of the proposed development phase (contract 1: June 1, 2015 – December 31, 2015; contract 2: January 1 – December 31, 2016). Responses should indicate approximate number of hours to complete the project, as well as per unit rates for unforeseen work not within the scope of this RFP. Proponents are to set out payment terms as well. The NEDI Committee prefers Proposals which tie each payment into the delivery of identifiable deliverables. Accordingly, the Proponent is to describe what it considers to be the key deliverables required by this RFP and then set out the maximum payment amount to be paid upon delivery of each such deliverable. Of particular importance, proposals must identify all work to be completed before the end of 2015 and must set out the cost for the completion of said work. Proponents shall provide the estimated staff time by person and costs associated with major work items and deliverables as outlined in this RFP. Without limiting the generality of the foregoing, the proposal must include all charges relating to: Hourly fees, broken down into the costs associated with each team member; Travel time and expenses; Office / staff expenses; Meeting expenses, including venue rental, audio visual, catering, mileage for participants, etc. Disbursements; All costs associated with sub-consultants (if any); and Taxes
Timeline
April 30, 2015 Request For Proposals issued May 19, 2015 5:00 p.m. (PST) Deadline for submitting proposals May 20 -26, 2015 Bidder selection process May 27, 2015 Notification of successful proponent
June 1, 2015 Awarding of Contract – Year 1 deliverables June 1 – December 31, 2015 Formation of committee / working group;
14
Page 141 of 333 Direction Request – Sub-Regional Economic Development (North...
Design of two workshops/meetings (June and October) Ongoing coordination, facilitation and secretariat support for committee / working group meetings Delivery of draft Terms of Reference, Communications Plan, 2016 Work Plan December 2015 Decision regarding continuation of committee / working group through 2016 Contract finalization and Award January 1 – December 31, 2016 Design of four workshops / meetings (tentatively planned for February, May, August, November) Ongoing coordination, facilitation and secretariat support for committee / working group meetings Delivery of Final Terms of Reference, Communications Plan, 2016 Work Plan, Draft Strategic Plan (2017 and beyond), Draft Action Plan (2017)
Additional Requirements The project will begin with an initial meeting between the Consultant(s) and SLRD staff (by teleconference if necessary), to take place upon the award of contract. Budgets should be broken down by year and should include costing for all labour and expenses including workshop/meeting development, coordination, facilitation and follow- up; Secretariat expenses (e.g. mileage, accommodation, meals); meeting expenses (e.g. venue rental, audio visual, catering, mileage for participants) Proposals should indicate how the consultant plans to invoice for its work. The Consultant(s) shall be understood to be an independent contractor and will be required to execute a Consultant Services Agreement, in substantially the terms set out in Appendix C.
Evaluation Criteria Proposals will be evaluated based on the following criteria: Suitability of the quotation – The proposed approach meets the requirements as described; Qualifications, expertise and commitment of the project team – The Proponent has qualified and experienced personnel with the demonstrated experience to accomplish all aspects of the project within the allocated timeframe; Relevant experience – The Proponent has successfully completed similar projects or otherwise has the capacity needed to undertake this project; Cost – The cost is commensurate to the value offered by the Proponent; and, Quotation presentation – The information is presented in a clear, logical manner and includes, at minimum, all elements set out in this Request for Proposals.
15
Page 142 of 333 Direction Request – Sub-Regional Economic Development (North...
Project Oversight and Reporting Relationships The Consultant will be retained by the SLRD and for administrative and contract purposes, the Consultant will deal with the SLRD, Communications and Grants Coordinator. The SLRD, Chief Administrative Officer will oversee the project. Throughout the work process, SLRD staff, through telephone or email communications, may contact the Consultant with regard to any updates, questions or concerns. It is expected that the Consultant will be available to provide updates to such requests in a timely manner.
Potential for Conflict of Interest The submission shall include a list of all major projects that the Proponent has been, or is currently involved with, in the northern SLRD, if any. For these projects, outline the nature of the work, the names of the clients and a list of major stakeholders. Proponents must declare in their submissions all potential conflicts of interest or any situation that may be reasonably perceived as a conflict of interest that exists now or may exist in the future. The SLRD reserves the right to disqualify a proponent in the event of a conflict, real or perceived.
Methodology and Work Program In the Proposal, the Proponent should provide the following: 1. A description of the methods to be employed to perform and coordinate the work and to control the scope, quality, schedule and cost of the project; 2. An itemized work program grouped by items of work (tasks) envisioned by the Proponent, with a description of each task; 3. Activities in this section should be carried forward into a work schedule and/or Gantt chart depicting the sequence and duration of each task as well as into Schedule A – Pricing; 4. A clear and thorough description of all assumptions made; 5. A brief description of special challenges or considerations foreseen by the Proponent and proposed solutions to each; 6. Comment on the requirements for SLRD staff assistance and support in terms of communications, measurements, data collection, etc.
Value Added Services Within its response, the Proponent has the opportunity to offer and describe any value added services, products or items not specifically asked for and detail as to what the Proponent is prepared to supply as part of the contract. Unless otherwise stated, it is understood that there are no extra costs for these services; however, if there are any additional costs pertaining hereto, the summary and explanation of those costs should be itemized separately.
16
Page 143 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix A Receipt Confirmation Form
SQUAMISH-LILLOOET REGIONAL DISTRICT
Northern SLRD Regional Economic Development Partnership: Request for Proposal
Please complete this form and return it within 5 working days from receipt to:
Jeanette Nadon Communications & Grants Coordinator Squamish-Lillooet Regional District PO Box 219, 1350 Aster Street, Pemberton, BC V0N 2L0 Phone: 604.894.6371 (ext. 239) Fax: 604.894.6526
Failure to return this form may result in no further communication regarding this RFP.
COMPANY ______
ADDRESS ______
CONTACT PERSON ______
PHONE NUMBER ______
FAX NUMBER ______
EMAIL ADDRESS ______
SIGNATURE ______
TITLE ______
DATE ______
17
Page 144 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix B Governance Model Feasibility Study
1 Introduction
Several plans have been drafted in the northern SLRD, most recently the Economic Opportunity Assessment (EPI Ecoplan International, 2008b) and the Economic Development Assessment, Strategy and Action Plan (EDCD Consulting, 2012). In both of these plans and several other older documents, similar recommendations were made to the SLRD and District of Lillooet. Broadly, those recommendations include improving communication and building relationships between the SLRD, District of Lillooet, and the six St’at’imc communities and providing shared economic development services across the region.
EDCD Consulting (2012) identified the following gaps in service delivery including: No structured forum exists for sharing of information among service providers. There is an informal sharing of information; however, this can result in a lack of understanding of each service provider’s goals, activities and future developments. This can result in duplication of services or product development. No formalized “regional” economic development model exists. For a region to work together on economic development there must be a structured model in place and a commitment from all players that economic development is truly regional. No structured forum exists for sharing information among business owners or residents. This results in a lack of understanding of what economic development does for the community or region. There is a lack of mentoring and support for businesses in rural areas and for First Nations. Community groups do not always have the volunteer capacity to effectively implement projects or initiatives. Without this capacity, it is more difficult to obtain project funding. Community groups/committees lack the understanding of their role in cooperation with local government. There is no economic development service in Area B.
1.1 Purpose The purpose of Project A is to complete a feasibility study to assess the viability of a shared governance model for a shared community economic development service in the northern SLRD sub-region, composed of Electoral Areas A and B and the District of Lillooet. The study will provide more recommendations for implementation that will help to achieve community economic development in the sub-region.
2 Methodology
The following steps were taken to assess the feasibility and develop the governance model:
Review of the existing economic development services in the northern SLRD Review of existing shared economic development services in regional districts in BC with similar population and in some cases similar issues for example, lack of transportation infrastructure and geographical isolation
18
Page 145 of 333 Direction Request – Sub-Regional Economic Development (North...
Review of regional economic development literature Interviews with economic development officers and staff to help determine the strengths and weaknesses of respective service delivery types and governance models, and to determine current status of working relationships in the northern SLRD Public workshop delivery across the northern SLRD
2.1 Economic Development Services - Northern SLRD There are limited economic development services offered in the northern SLRD. There is currently no economic development officer/staff person at the SLRD nor at the District of Lillooet. Despite having no designated economic development service, the SLRD Board allocated $75,000 to support economic development in the northern SLRD, Areas A, B and Lillooet in addition to the Northern Development Initiatives Trust grant; the Board allocation is for one year only and there has been no discussion regarding annual funding for economic development.
In Area A, the Bridge River Valley Community Association (BRVCA) is a non-profit society that is funded by tax requisition to undertake economic development services in the Upper Bridge River Valley. The Society operates a community resource centre, tourism information booth, and manages several social media applications. BRVCA seeks funding to develop and roll out priority based projects in the area. The Society is currently undertaking a community economic development planning process.
Each of the St’at’imc communities have a staff position or councillor that manages economic development for their respective band and or development corporation; some positions have economic development as part of a broader portfolio. Some of the St’at’imc communities noted recent turnover in their respective economic development positions; some positions are currently vacant. There are several economic projects underway in the region; however, those projects are stand alone and not part of sub-regional or strategic/regional level economic development planning or collaboration.
2.2 Shared Service Delivery in BC The report, Evaluating the Economic Development Role of BC Local Governments, (Union of BC Municipalities, 2010) provides an outline of economic development practices by local governments across the province. Local governments, both regional districts and municipalities were surveyed. Communities were divided into groups based on size, the ‘small communities’ group, less than 5,000 population, made up 40% percent of completed surveys. The conclusions of the publication are as follows:
One size does not fit all. There is no single best model for local economic development and there are a number of different options available to local governments. Each local government must take into consideration their objectives for economic development, the range of services that are already being provided by other agencies, the amount of available funding, and potential partners. The “in-house” model of economic development remains the most common organizational structure for BC local governments, but there is a trend toward more arms-length organizations, particularly in the 5 - 20,000 and 50,000 + population categories. An economic development advisory committee is a common tool for the delivery of an in-house economic development model, but careful consideration needs to be given to ensuring a broad
19
Page 146 of 333 Direction Request – Sub-Regional Economic Development (North...
cross-section of community representation, council and area-wide support, as well as a rigorous and transparent selection process. Arrangements for economic development can vary within a regional district, with the approach in each electoral area reflecting its distinct and unique geography, population, economic drivers and community partners. The regional nature of the BC economy suggests that economic development is often more suited to a regional approach than a single-community approach. Thinking regionally and engaging in partnerships can be particularly important for small communities.
There are several regional districts and municipalities that are of similar size to the northern SLRD sub- region and many that also have similar issues. The following communities were selected for review as part of the background for Project A based on their size and attributes:
Regional District of Kootenay Boundary (RDKB) Columbia Shuswap Regional District (CSRD) Regional District of Bulkley Nechako (RDBN) City of Enderby and Splatsin First Nation Comox Valley Regional District (CVRD)
In addition to reviewing the economic development programs noted above, each of the economic development officers/staff persons rolling out the programs was interviewed. The purpose of the interviews was to determine the foundational pieces of each of the programs/services, to learn what made the programs successful, and to find out what program developers and managers would do differently if they could. Outlines of economic development organizations associated with the regional districts and communities noted above are listed in Appendix A1.
Similar to the UBCM document, the structure of each of the economic development services is unique based on local objectives. According to economic development officers and staff members, despite obvious program differences, success of their respective programs relied on the same basic ingredients listed below:
Obtain stable long-term funding Have broad representation from all jurisdictions and local business on boards/committees Communication between board/committee members Outline clear and concise terms of reference, memorandum of understanding or similar guiding document Share resources with similar groups wherever possible Have a staff person or third party staff person consistently moving forward on objectives and respective action items
2.3 Feedback Across all of the four project areas there has been feedback collected from local governments, including First Nations, local businesses, and the public. Input was gathered via personal communications, online surveys, and at open houses held across the northern SLRD. Based on guidance from the NEDI Committee and feedback from the public, a draft proposal for a sub-regional economic development
20
Page 147 of 333 Direction Request – Sub-Regional Economic Development (North...
service was drafted. On June 24th, a workshop was held in Lillooet and feedback was received on the draft version of Project A.
Overall the Project A draft was well received as noted below in section 3.0. The feedback was largely focused around communication and relationship building rather than details of the proposed service. Workshop participants felt that it would be best to have an existing (and non-local) charitable society manage an unstructured committee while relationships between the District of Lillooet, Squamish- Lillooet Regional District, Xwisten, Ts’kw’aylaxw, Sekw’el’wás, Tsal’alh, Xaxli’p, and T’it’q’et are strengthened. It was recommended that the Fraser Basin Council continue the economic development work already underway and move into impartial secretariat support role in the fall of 2014.
A key outcome of the workshop was that regular communication and information sharing regarding economic development opportunities and coordination is needed, with representation from all groups, local governments, and First Nations governments in the northern SLRD. The ideal delivery model would merge several existing committees into one comprehensive, coordinated economic development service that can support multiple initiatives across the economic sector.
3 Summary & Recommendations
The recommended shared economic development service for the northern SLRD is based on literature reviewed from other BC jurisdictions regarding economic development, recommendations made by past planning processes, and feedback from local governments including First Nations, local businesses and business groups, and members of society at large.
3.1 Committee Development - Best Practices From the experience of the Fraser Basin Council in providing support to multi-party jurisdictional structures since 1997, effective governance for an unstructured committee or the like, must include the following best practices:
Representation from all governments and stakeholders – select a nonpolitical chair Decision making using consensus The development of and adherence to a terms of reference that clearly outlines roles and responsibilities for members The development of the following plans: o communication (including meeting schedule/type and reporting guidelines) o funding o work (including milestones and time frame) Consider and take on projects that are within the scope of the work plan and terms of reference Create opportunities for professional development for members of the group
21
Page 148 of 333 Direction Request – Sub-Regional Economic Development (North...
3.2 Service Boundaries The boundaries for shared services will include the northern Squamish-Lillooet Regional District sub- region (Electoral Areas A and B) as shown below in Figure A1.
Figure A1: SLRD and electoral area boundaries – Squamish-Lillooet Regional District website
22
Page 149 of 333 Direction Request – Sub-Regional Economic Development (North...
3.3 Service For the first year the service will be guided by an inclusive, unstructured committee composed of the partners listed in section 3.4. The committee will have secretariat support provided by a third party, non-profit society as relationships are strengthened between committee members. After the first year, a part-time staff person will be hired to carry out the economic development work.
The committee will guide the coordination of sub-regional economic development work including the following:
7) Regular sub-regional economic development meetings a) Purpose: i) Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii) Each host community will present current opportunities, initiatives, challenges, and barriers iii) Develop relationships, trust, and foster a sub-regional perspective for economic development iv) Identify how the work will be done beyond year one from the following options: (1) Ongoing secretariat support from a third part, non-profit society (2) Amalgamation with an existing local non-profit society (3) Forming a new non-profit society b) Timing – quarterly face to face meetings c) Attendance – funding partners and other participants d) Location – will rotate around sub-region between members 8) Fund development – leveraging core funding with other sources 9) Project development 10) Workshop development and delivery (in partnership with all members) 11) Coordinated sub-regional training opportunities 12) Act as a liaison for existing sub-regional initiatives (Agriculture Area Plan)
The service provided may move to a regional scope (overall or for specific projects) including the entire SLRD, should the committee see fit to do so.
3.4 Committee Membership The unstructured committee will be made up of representation from local governments including First Nations, business organizations, and members of existing committees or groups doing similar work. The committee will include but will not be limited to representation from the following:
District of Lillooet SLRD Area B Xwisten (Bridge River Indian Band) Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sekw’el’wás (Cayoose Creek Indian Band) Ts’kw’aylaxw (Pavilion Indian Band) SLRD Area A (Bridge River Valley Community Association)
23
Page 150 of 333 Direction Request – Sub-Regional Economic Development (North...
Lillooet Chamber of Commerce Seton Portage – Shalath & District Chamber of Commerce St’at’imc Government Services Community Futures - Sun Country Agriculture Area Planning Representative Member of society at large Other representation as required
Upon the completion of year one, several communities/areas should be taken into consideration for partnership with the sub-regional committee or at minimum, given regular communication updates where region wide opportunities arise. Areas for consideration include:
SLRD Electoral Area C District of Squamish SLRD Electoral Area D Lil’wat, Samahquam, Skatin, Douglas, Resort Municipality of Whistler N’Quatqua and Squamish Nations Village of Pemberton
3.5 Governance Structure The proposed governance structure is an inclusive non-profit society composed of staff-level economic development representatives for each of the funding partners and non-voting participation by non- funding participants. To best support this service, all local government and First Nation staff person members must have economic development as part of their respective portfolios.
The unstructured committee as described above should continue to receive secretariat support from a third-party, non-profit society until there is funding in place to create a staff position and until the economic development society is formed. When the developmental year is complete and the society has been formed including membership, terms of reference, communication plan, and work plan, there will be a half to full-time staff person contracted by the society, housed in an office separate from any of the funding members.
3.6 Mandate To merge several existing committees into one comprehensive coordinated economic development service that can support initiatives in multiple economic sectors across the northern Squamish-Lillooet Regional District.
3.7 Funding A sub-regional shared service requires stable, long-term funding via taxation or contribution or a combination of the two. During the initial development of the committee and service (year one), funding will be split equally between the District of Lillooet and the SLRD. Funding for year two and beyond will be split between the following groups:
District of Lillooet SLRD Electoral Area B Xwisten (Bridge River Indian Band)
24
Page 151 of 333 Direction Request – Sub-Regional Economic Development (North...
Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sek’wl’wás (Cayoose Creek Indian Band) Ts’kw’aylaxw (Pavilion Indian Band) is not listed as a funding partner as that community feels more closely linked to Cache Creek and Kamloops compared with Lillooet. Similarly, SLRD Area A is not included as a funding partner because the communities in that area are more closely linked with the Village of Pemberton both economically and geographically.
Project specific funding will be obtained via grants and other sources applied for by a third party, non- profit society in year one and by a staff person in year two, as guided by the unstructured economic development committee. Initial funding requirements and allocations are outlined in Appendix A2.
3.7.1 Funding Sources There are several funding sources available for economic development across all sectors. Grants and other funding sources are often short term, project specific, and in many cases require matching funds. There is a strong interest in the northern SLRD around agriculture and related products thus agriculture funding sources have been included. Some of the existing funding sources and specific funds are as follows:
1. Northern Development Initiative Trust o Capacity Building – Economic Development Capacity Building, Grant Writing Support o Community Development - Business Façade Improvement o Economic Diversification Infrastructure o Community Foundation Matching Grants 2. Mountain Equipment Co-op o Community Contributions 3. Investment Agriculture Foundation of BC o Buy Local Program o Emerging Sectors o BC Agrifoods Export Program o Food & Beverage Processing Initiative 4. BC Agriculture Research & Development Corporation 5. Vancouver Foundation 6. TD Friends of the Environment Foundation 7. Federation of Canadian Municipalities o Green Municipal Fund Feasibility Studies & Field Tests 8. Government of Canada o Community Infrastructure Improvement Fund o Western Economic Diversification Fund o Building Communities Through Arts & Heritage - Local Festivals o Aboriginal Affairs and Northern Development Canada
25
Page 152 of 333 Direction Request – Sub-Regional Economic Development (North...
3.8 Implementation Implementation of the governance model for shared service in the northern SLRD sub-region will begin in fall 2014 (pending funding). Year one will be a developmental year where the unstructured economic development committee is provided with secretariat support from a third-party, non-profit society. In year two, the unstructured committee will become a non-profit society, become part of an existing non- profit society, or continue to be supported by a third-part, non-profit society.
3.8.1 Year One During the developmental year, secretariat support for the unstructured committee will be provided by a third-party non-profit society. During the developmental year, the objectives of the committee are as follows:
Determine and maintain committee membership Build relationships between committee members Share economic development information and opportunities Host quarterly workshops and meetings Obtain funding related to the work plan goals and objectives where possible Determine the structure of the committee for year two and beyond
Quarterly committee workshops will be held in October, January, April, and July and will address the items listed below.
Workshop 1 - October 2014
Building Respectful and Effective Aboriginal and Non-Aboriginal Relationships – Fraser Basin Council
Workshop 2 – January 2015
Committee Development and Governance
Review draft terms of reference (until such time as the terms of reference is drafted, the committee will follow the best practices in section 3.1) Review draft communication plan Consider base funding for year two Share economic development opportunities
Workshop 3 – April 2015
Work Planning and Development
Secretariat to report back to committee with the following: o economic development funding opportunities o draft work plan for year two Finalize committee structure going forward Share economic development opportunities
26
Page 153 of 333 Direction Request – Sub-Regional Economic Development (North...
Workshop 4 – July 2015
Sharing & Moving Forward
Share information and opportunities Finalize model and work plan for year two
3.8.2 Year Two The structure and work plan for year two will be determined during the second and final workshops of year one. Ideally, the committee will identify the following:
Membership Terms of reference Base funding/project funding Committee structure going forward (continued third-party secretariat support, structured committee/society, or amalgamation with an existing society)
27
Page 154 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix C Consulting Services Agreement
- DRAFT -
THIS AGREEMENT dated for reference ______, 2015 is
BETWEEN:
SQUAMISH-LILLOOET REGIONAL DISTRICT, a regional district duly incorporated under the laws of British Columbia and having an office at 1350 Aster Street, Box 219, Pemberton, BC, V0N 2L0
(the "Regional District")
AND:
______having an address at______, BC, ______
(the "Consultant")
GIVEN THAT the Regional District wishes to engage the Consultant to assist with ______in the Regional District, and the Consultant wishes to provide such services to the Regional District in accordance with the terms and conditions of this Agreement;
This Agreement is evidence that in consideration of payment of $10.00 by the Regional District to the Consultant (the receipt and sufficiency the Consultant acknowledges) and in consideration of the promises exchanged below, the Regional District and the Consultant agree with each other as follows:
Definitions
1. In this Agreement, in addition to the words defined above,
a) "Terms of Reference" means the terms of reference for performance of the Services attached as Schedule “A”;
b) "Services" means the acts, services and work described in the Terms of Reference and all acts, services and work necessary to achieve the objectives set out in the Terms of Reference.
Services to be Performed by the Consultant
2. The Consultant agrees to perform the Services during the Term, in accordance with the Terms of Reference, on the terms and conditions of this Agreement.
28
Page 155 of 333 Direction Request – Sub-Regional Economic Development (North...
Term
3. The term of this Agreement commences on ______and ends on ______(the “Term”), unless terminated earlier in accordance with this Agreement. The term of this Agreement may be extended in the sole discretion of the Regional District.
Warranty as to Quality of Services
4. The Consultant represents and warrants to the Regional District that:
a) the Consultant has the education, training, skill, experience and resources necessary to perform the Services; and
b) the Services will be performed in accordance with all applicable enactments and laws and in compliance with all relevant codes, rules, regulations and standards of any relevant professional or industry organization or association,
and the Consultant acknowledges and agrees that the Regional District has entered into this Agreement relying on the representations and warranties in this section.
Remuneration and Reimbursement
5. The Regional District must pay the Consultant for the Services in the amount provided in the Terms of Reference in accordance with this Agreement.
Invoices
6. Not more than once each month, the Consultant may deliver an invoice to the Regional District, in respect of the immediately preceding month, setting out the aggregate amount of fees and disbursements claimed for Services performed in that preceding month.
Payment by the Regional District
7. The Regional District must, to the extent it is satisfied the fees and disbursements are for Services reasonably and necessarily performed by the Consultant and subject to section 8 and subject to any right of set-off that the Regional District may have, pay the Consultant the fees and disbursements claimed in the invoice delivered in accordance with section 6, within 30 days after delivery of the invoice to the Regional District.
Termination or Suspension at the Discretion of the Regional District
8. Despite any other section of this Agreement, the Regional District may, in its sole discretion, terminate or suspend all or any part of the Services by giving the Consultant notice of termination or suspension, as the case may be, with such effective date of termination or
29
Page 156 of 333 Direction Request – Sub-Regional Economic Development (North...
suspension so noted thereon. If the Regional District terminates or suspends all or part of the Services under this section, then the Consultant is entitled to deliver an invoice to the Regional District for the period between the end of the time period for which the last invoice was delivered by the Consultant under section 6 and the effective date of termination or suspension. The Regional District must, to the extent that it is satisfied the fees and disbursements are for Services reasonably and necessarily performed by the Consultant, pay the Consultant the fees and disbursements claimed in such invoice, within 30 days after delivery of such invoice to the Regional District. The Consultant is not entitled to, and irrevocably waives and releases, damages or compensation for costs incurred, loss of profit, or loss of opportunity, directly or indirectly arising out of termination or suspension of all or any part of the Services.
Termination for Breach
9. The Regional District may, by giving the Consultant notice of termination, immediately terminate all or any part of the Services, if the Consultant:
a) is in breach of this Agreement and within 5 days of receiving notice of such breach from the Regional District, the Consultant has not cured the breach or is not, to the satisfaction of the Regional District in its sole discretion, diligently pursuing a cure for the breach; or
b) becomes bankrupt or insolvent, a receiving order is made against the Consultant, an assignment is made for the benefit of the Consultant’s creditors, or the Consultant takes the benefit of any enactment relating to bankrupt or insolvent debtors.
Without limiting any other right or remedy available to the Regional District, if the Regional District terminates all or any part of the Services under this section, the Regional District may arrange, upon such terms and conditions and in such manner as it considers appropriate, for performance of any part of the Services remaining to be completed, and the Consultant is liable to the Regional District for any expenses reasonably and necessarily incurred by the Regional District in engaging the services of another person to perform those Services. The Regional District may set off against, and withhold from amounts due to the Consultant such amounts as the Regional District determines, acting reasonably, are necessary to compensate and reimburse the Regional District for the expenses described in this section.
Confidential Information
10. Except as required by law, the Consultant must not, during or after the Term, divulge or disclose any secret or confidential information, or any information that the Consultant receives in connection with this Agreement which in good faith or good conservence ought not be disclosed.
Records
11. The Consultant must:
30
Page 157 of 333 Direction Request – Sub-Regional Economic Development (North...
a) keep proper accounts and records of its performance of the Services, including invoices, receipts and vouchers, which must at all reasonable times be open to audit and inspection by the Regional District, which may make copies and take extracts from the accounts and records;
b) keep reasonably detailed records of performance of the Services by the Consultant, which must at all reasonable times be open to inspection by the Regional District, which may make copies and take extracts from the records;
c) afford facilities and access to accounts and records for audit and inspection by the Regional District and must furnish the Regional District with such information as the Regional District may from time to time require regarding those documents; and
d) preserve and keep available for audit and inspection, all records described in section 13a) through c) for at least two years after completion of the Services or termination of this Agreement, whichever applies.
Delivery of Records
12. If the Regional District terminates all or part of the Services under this Agreement, the Consultant must immediately deliver to the Regional District, without request, all Services- related documents in the Consultant's possession or under its control.
Ownership of Intellectual Property
13. By this section, the Consultant irrevocably grants to the Regional District the unrestricted licence for the Regional District to use all technical information and intellectual property, including inventions, conceived or developed, or first actually reduced to practice, in performing the Services. The Consultant agrees that the licence granted by this section includes the right for the Regional District, at any time, to adapt, use and modify all such technical information and intellectual property for the Regional District’s uses set out above.
Agreement for Services
14. This is an Agreement for the performance of services and the Consultant is engaged under the Agreement as an independent contractor for the sole purpose of providing the Services. Except as is otherwise expressly prescribed in this Agreement, neither the Consultant nor any of its employees, contractors and representatives is engaged by the Regional District as an employee or agent of the Regional District. The Consultant is solely responsible for any and all remuneration and benefits payable to its employees, contractors and representatives, and all payments or deductions required to be made by any enactment, including those required for Canada Pension Plan, employment insurance, workers' compensation and income tax. This Agreement does not create a joint venture or partnership, and the Consultant has no authority to represent or bind the Regional District in any way.
31
Page 158 of 333 Direction Request – Sub-Regional Economic Development (North...
Conflict of Interest
15. The Consultant must not perform, for gain, any services for any person other than the Regional District, or have an interest in any contract other than this Agreement, if the Regional District determines, acting reasonably, that performance of the services, or the Consultant's interest in the contract, creates a conflict of interest between the obligations of the Consultant to the Regional District under this Agreement and the obligations of the Consultant to the other person or between the obligations of the Consultant to the Regional District under this Agreement and the Consultant's pecuniary interest.
Assignment of Agreement/Subcontracting of Services
16. The Consultant must not assign this Agreement (or any part thereof) or subcontract any or all of the Services to be performed under this Agreement.
Time of the Essence
17. Time is of the essence of this Agreement.
Release and Indemnification
18. Except to the extent arising out of the negligent acts or omissions of the Regional District and its directors, officers, employees, agents, successors and assigns, as determined by a court of competent jurisdiction, the Consultant shall release, indemnify and save harmless the Regional District and its directors, officers, employees, agents, successors and assigns from and against any and all liabilities, actions, damages, claims, losses, costs and expenses whatsoever (including, without limitation, the full amount of all legal fees and disbursements) in any way directly or indirectly arising out of or caused, in whole or in part, by the Consultant, its employees, agents, subcontractors or assigns in the performance of the Services herein, as determined by a court of competent jurisdiction. This release and indemnity shall survive the expiry or termination of this Agreement.
Insurance Requirements
19. The Consultant shall obtain and maintain commercial general liability insurance throughout the Term providing coverage for death, bodily injury, property loss and damage and all other losses arising out of or in connection with the provision of the Services in an amount not less than $2,000,000 per occurrence and shall meet the following responsibilities:
i. name the Regional District as additional insured;
ii. include that the Regional District is protected notwithstanding any act, neglect or misrepresentation by the Consultant which might otherwise result in the avoidance of a claim and that such policies are not affected or invalidated by any
32
Page 159 of 333 Direction Request – Sub-Regional Economic Development (North...
act, omission or negligence of any third party which is not within the knowledge or control of the insureds;
iii. be issued by an insurance company entitled to carry on the business of insurance under the laws of British Columbia;
iv. be primary and non-contributing with respect to any policies carried by the Regional District and will provide that any coverage carried by the Regional District is in excess coverage;
v. not be cancelled or materially changed without the insurer providing the Regional District with 30 days written notice stating when such cancellation or change is to be effective;
vi. include a deductible not greater than $5,000.00 per occurrence;
vii. include a cross liability clause; and
viii. be on other reasonable terms acceptable to the Regional District.
The Consultant shall provide the Regional District with certificates of insurance confirming the placement and maintenance of such insurance at the signing of the Agreement and thereafter as requested to do so from time to time by the Regional District. If the Consultant’s insurance shall expire or terminate before the end of the Term, the Consultant shall deliver a new certificate of insurance evidencing the new policies of insurance not less than ten (10) days before the new policies go into effect.
WorkSafeBC
20. The Consultant shall provide proof of WorkSafeBC coverage (or if applicable, proof that WorkSafeBC coverage is not required) within 5 days of signing this Agreement and as may be required by the Regional District from time to time throughout the Term. The Consultant is responsible for all fines, levies, penalties and assessments made or imposed under the Workers Compensation Act and regulations relating in any way to the Services.
Severability
21. If any term or provision of this Agreement is illegal or invalid for any reason whatsoever as determined by a competent court of law, such term or provision shall be severable and the same shall not affect the validity of the remainder of this Agreement
Notice
22. Any notice, direction, demand, approval, certificate or waiver which may be or is required to be given under this Agreement must be in writing and delivered personally or by courier or sent by fax or e-mail, addressed as follows:
33
Page 160 of 333 Direction Request – Sub-Regional Economic Development (North...
a) To the Regional District:
Squamish-Lillooet Regional District 1350 Aster Street, Box 219 Pemberton, B.C. V0N 2L0 Fax Number: (604) 894-6526 E-mail Address: ______Attention:______
b) To the Consultant:
______, ______Fax Number: ______E-mail Address: ______
or to such other address, e-mail address or fax number of which notice has been given as provided in this section.
Any notice, direction, demand, approval or waiver delivered is to be considered given on the next business day after it is dispatched for delivery. Any notice, direction, demand, approval or waiver sent by fax or e-mail is to be considered given on the day it is sent, if that day is a business day and if that day is not a business day, it is to be considered given on the next business day after the date it is sent.
Interpretation and Governing Law
23. In this Agreement
a) reference to the singular includes a reference to the plural, and vice versa, unless the context requires otherwise;
b) reference to a particular numbered section or Schedule is a reference to the correspondingly numbered section or Schedule of this Agreement;
c) the word "enactment" has the meaning given to it in the Interpretation Act (British Columbia) on the reference date of this Agreement;
d) reference to any enactment is a reference to that enactment as amended, unless otherwise expressly provided;
e) reference to a month is a reference to a calendar month; and
34
Page 161 of 333 Direction Request – Sub-Regional Economic Development (North...
f) section headings have been inserted for ease of reference only and are not to be used in interpreting this Agreement.
24. This Agreement is governed by, and is to be interpreted according to, the laws of British Columbia.
Binding on Successors
25. This Agreement enures to the benefit of and is binding upon the parties and their respective executors, successors, trustees, administrators and receivers, despite any rule of law or equity to the contrary.
Entire Agreement
26. This Agreement is the entire agreement between the parties and it terminates and supersedes all previous communications, representations, warranties, covenants and agreements, whether verbal or written, between the parties with respect to the subject matter of this Agreement.
Waiver
27. Waiver of any breach by a party must be express and in writing to be binding on that party, and a waiver of a particular breach does not operate as a waiver any future breach, whether of a like or different character.
As evidence of their agreement to be bound by the above terms and conditions of this Agreement, the parties have executed this Agreement below, on the respective dates written below.
SQUAMISH-LILLOOET REGIONAL DISTRICT by its authorized signatory:
______Lynda Flynn, Chief Administrative Officer Date
35
Page 162 of 333 Direction Request – Sub-Regional Economic Development (North...
Signed, Sealed and Delivered on ) ______, 2015 in the presence of: )
)
)
) Witness: )
) ______
) Address: )
)
Occupation
36
Page 163 of 333 Direction Request – Sub-Regional Economic Development (North...
Schedule “A”
TERMS OF REFERENCE
37
Page 164 of 333 Direction Request – Sub-Regional Economic Development (North...
DIRECTION REQUEST
Implementation strategy - Economic Development Governance Model
Presented to: Northern Economic Development & Initiatives (NEDI) Committee Date of Meeting: February 3, 2015
Attachments: (1) “Project A” – Economic Development Governance Model report (2) Northern Economic Development and Initiatives Governance and Implementation Agreement
Request: That the NEDI Committee provide direction to staff regarding the strategy to implement Fraser Basin Council’s recommendation from its Economic Development Governance Model Feasibility Study to establish an inclusive, unstructured committee, with secretariat support provided by a third party, to guide the coordination of sub- regional economic development work in the northern SLRD.
Background: At its meeting on November 24, 2014, the SLRD Board passed the following resolution: THAT The Northern Economic Development & Initiatives Committee supports the timely implementation of Project A Governance Model Feasibility Study of the Fraser Basin Council Community Economic Development Projects report, subject to identification of the local government staff lead, and the available budget for the staff lead and implementation of Project A. The Fraser Basin Council (FBC) Governance Model Feasibility Study is attached. FBC recommended that the economic development service be guided by an inclusive, multi-stakeholder committee composed of local government, First Nations, business, not-for-profit and community representatives. In the first year, the development and implementation of the committee would be facilitated and supported by a third party secretariat. During the development year, the objectives would be as follows:
Page 165 of 333 Direction Request – Sub-Regional Economic Development (North...
DIRECTION REQUEST
Implementation strategy - Economic Development Governance Model Determine and maintain committee membership Build relationships between committee members Share economic development information and opportunities Host quarterly workshops and meetings Obtain funding related to the work plan goals and objectives where possible Determine the structure of the committee for year two and beyond The estimated cost for the first year of the service is approximately $31,000 (a more detailed budget is included as an appendix to the Feasibility Study attached). The cost would be shared between the District of Lillooet (DoL) and the SLRD with funding coming from the respective NDI-Trust grants ($15,500 each). The cost estimate includes 340 hours of secretariat support, secretariat expenses and meeting expenses. FBC’s proposal recommended that four workshops be held in the first year: 1. Building respectful and effective aboriginal and non-aboriginal relationships 2. Committee development and governance 3. Work planning and development 4. Sharing and moving forward
For discussion: Before staff can move forward to implement this recommendation, NEDI must provide direction on the following: 1. Should a Request for Proposals be put out to determine the appropriate organization to provide the third party secretariat support, or should staff contact the Fraser Basin Council to assess its interest in continuing with the project, subject to the recommended structure and budget submitted in its Feasibility Study? 2. Which organization, SLRD or DoL, will provide the staff lead on this initiative? In 2013, the SLRD and the DoL entered into a Governance and Implementation Agreement recognizing that the SLRD and the DoL had joint and mutual interests related to economic development. The Agreement provided a contractual framework for the governance and implementation of the Terms of
Page 166 of 333 Direction Request – Sub-Regional Economic Development (North...
DIRECTION REQUEST
Implementation strategy - Economic Development Governance Model Reference, Objectives and Budget of the NEDI Committee for the 2013 year. The Agreement designated the day-to-day work of the committee (i.e. creating workplans and budgets, implementing all NEDI-directed activities, preparing reports, etc.) to the DoL. While a new agreement wasn’t signed in 2014, the NEDI Committee and the SLRD Board agreed to continue working under the terms of the 2013 agreement, with the DoL overseeing the work of the NEDI Committee. The NEDI Committee should determine whether to proceed under the terms of the existing agreement or to make revisions to the agreement in 2015. The staff lead would need to act as the third party secretariat’s liaison with the NEDI Committee, and would also likely be required to handle all communications activities related to the committee and its work. 3. Prior to engaging the Fraser Basin Council or another not-for-profit to provide support to the committee, staff recommends that NEDI Committee request that the third party organization (FBC or otherwise) more clearly define what “secretariat support” would entail. For example, would the secretariat be responsible for developing all of the documents outlined in the year one work plan (e.g. Terms of Reference, Communications Plan, Budget, funding opportunities plan, year two work plan)? Would they be responsible for coordinating and facilitating meetings, providing meeting notes/minutes, supporting action-focused work teams, fundraising for joint projects (if any), mediating conflict, etc.? 4. The third party secretariat (FBC or otherwise) should be asked to provide clarity regarding committee goals and performance measures so that NEDI Committee can more easily gauge success. 5. The NEDI Committee should review the proposed committee membership to determine whether there are other groups that should be invited to participate. 6. As well, the NEDI Committee should determine a procedure for how best to recruit business and community members at large to serve on the committee.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO
Page 167 of 333 Direction Request – Sub-Regional Economic Development (North...
Project A – Governance Model Feasibility Study
1 Introduction
Several plans have been drafted in the northern SLRD, most recently the Economic Opportunity Assessment (EPI Ecoplan International, 2008b) and the Economic Development Assessment, Strategy and Action Plan (EDCD Consulting, 2012). In both of these plans and several other older documents, similar recommendations were made to the SLRD and District of Lillooet. Broadly, those recommendations include improving communication and building relationships between the SLRD, District of Lillooet, and the six St’at’imc communities and providing shared economic development services across the region.
EDCD Consulting (2012) identified the following gaps in service delivery including: No structured forum exists for sharing of information among service providers. There is an informal sharing of information; however, this can result in a lack of understanding of each service provider’s goals, activities and future developments. This can result in duplication of services or product development. No formalized “regional” economic development model exists. For a region to work together on economic development there must be a structured model in place and a commitment from all players that economic development is truly regional. No structured forum exists for sharing information among business owners or residents. This results in a lack of understanding of what economic development does for the community or region. There is a lack of mentoring and support for businesses in rural areas and for First Nations. Community groups do not always have the volunteer capacity to effectively implement projects or initiatives. Without this capacity, it is more difficult to obtain project funding. Community groups/committees lack the understanding of their role in cooperation with local government. There is no economic development service in Area B.
1.1 Purpose The purpose of Project A is to complete a feasibility study to assess the viability of a shared governance model for a shared community economic development service in the northern SLRD sub-region, composed of Electoral Areas A and B and the District of Lillooet. The study will provide more recommendations for implementation that will help to achieve community economic development in the sub-region.
1
Page 168 of 333 Direction Request – Sub-Regional Economic Development (North...
2 Methodology
The following steps were taken to assess the feasibility and develop the governance model: Review of the existing economic development services in the northern SLRD Review of existing shared economic development services in regional districts in BC with similar population and in some cases similar issues for example, lack of transportation infrastructure and geographical isolation Review of regional economic development literature Interviews with economic development officers and staff to help determine the strengths and weaknesses of respective service delivery types and governance models, and to determine current status of working relationships in the northern SLRD Public workshop delivery across the northern SLRD
2.1 Economic Development Services - Northern SLRD There are limited economic development services offered in the northern SLRD. There is currently no economic development officer/staff person at the SLRD nor at the District of Lillooet. Despite having no designated economic development service, the SLRD Board allocated $75,000 to support economic development in the northern SLRD, Areas A, B and Lillooet in addition to the Northern Development Initiatives Trust grant; the Board allocation is for one year only and there has been no discussion regarding annual funding for economic development.
In Area A, the Bridge River Valley Community Association (BRVCA) is a non-profit society that is funded by tax requisition to undertake economic development services in the Upper Bridge River Valley. The Society operates a community resource centre, tourism information booth, and manages several social media applications. BRVCA seeks funding to develop and roll out priority based projects in the area. The Society is currently undertaking a community economic development planning process.
Each of the St’at’imc communities have a staff position or councillor that manages economic development for their respective band and or development corporation; some positions have economic development as part of a broader portfolio. Some of the St’at’imc communities noted recent turnover in their respective economic development positions; some positions are currently vacant. There are several economic projects underway in the region; however, those projects are stand alone and not part of sub-regional or strategic/regional level economic development planning or collaboration.
2.2 Shared Service Delivery in BC The report, Evaluating the Economic Development Role of BC Local Governments, (Union of BC Municipalities, 2010) provides an outline of economic development practices by local governments across the province. Local governments, both regional districts and municipalities were surveyed. Communities were divided into groups based on size, the ‘small communities’ group, less than 5,000 population, made up 40% percent of completed surveys. The conclusions of the publication are as follows: One size does not fit all. There is no single best model for local economic development and there are a number of different options available to local governments.
2
Page 169 of 333 Direction Request – Sub-Regional Economic Development (North...
Each local government must take into consideration their objectives for economic development, the range of services that are already being provided by other agencies, the amount of available funding, and potential partners. The “in-house” model of economic development remains the most common organizational structure for BC local governments, but there is a trend toward more arms-length organizations, particularly in the 5 - 20,000 and 50,000 + population categories. An economic development advisory committee is a common tool for the delivery of an in-house economic development model, but careful consideration needs to be given to ensuring a broad cross-section of community representation, council and area-wide support, as well as a rigorous and transparent selection process. Arrangements for economic development can vary within a regional district, with the approach in each electoral area reflecting its distinct and unique geography, population, economic drivers and community partners. The regional nature of the BC economy suggests that economic development is often more suited to a regional approach than a single-community approach. Thinking regionally and engaging in partnerships can be particularly important for small communities.
There are several regional districts and municipalities that are of similar size to the northern SLRD sub- region and many that also have similar issues. The following communities were selected for review as part of the background for Project A based on their size and attributes: Regional District of Kootenay Boundary (RDKB) Columbia Shuswap Regional District (CSRD) Regional District of Bulkley Nechako (RDBN) City of Enderby and Splatsin First Nation Comox Valley Regional District (CVRD)
In addition to reviewing the economic development programs noted above, each of the economic development officers/staff persons rolling out the programs was interviewed. The purpose of the interviews was to determine the foundational pieces of each of the programs/services, to learn what made the programs successful, and to find out what program developers and managers would do differently if they could. Outlines of economic development organizations associated with the regional districts and communities noted above are listed in Appendix A1.
Similar to the UBCM document, the structure of each of the economic development services is unique based on local objectives. According to economic development officers and staff members, despite obvious program differences, success of their respective programs relied on the same basic ingredients listed below: Obtain stable long-term funding Have broad representation from all jurisdictions and local business on boards/committees Communication between board/committee members Outline clear and concise terms of reference, memorandum of understanding or similar guiding document Share resources with similar groups wherever possible Have a staff person or third party staff person consistently moving forward on objectives and respective action items
3
Page 170 of 333 Direction Request – Sub-Regional Economic Development (North...
2.3 Feedback Across all of the four project areas there has been feedback collected from local governments, including First Nations, local businesses, and the public. Input was gathered via personal communications, online surveys, and at open houses held across the northern SLRD. Based on guidance from the NEDI Committee and feedback from the public, a draft proposal for a sub-regional economic development service was drafted. On June 24th, a workshop was held in Lillooet and feedback was received on the draft version of Project A.
Overall the Project A draft was well received as noted below in section 3.0. The feedback was largely focused around communication and relationship building rather than details of the proposed service. Workshop participants felt that it would be best to have an existing (and non-local) charitable society manage an unstructured committee while relationships between the District of Lillooet, Squamish- Lillooet Regional District, Xwisten, Ts’kw’aylaxw, Sekw’el’wás, Tsal’alh, Xaxli’p, and T’it’q’et are strengthened. It was recommended that the Fraser Basin Council continue the economic development work already underway and move into impartial secretariat support role in the fall of 2014.
A key outcome of the workshop was that regular communication and information sharing regarding economic development opportunities and coordination is needed, with representation from all groups, local governments, and First Nations governments in the northern SLRD. The ideal delivery model would merge several existing committees into one comprehensive, coordinated economic development service that can support multiple initiatives across the economic sector.
3 Summary & Recommendations
The recommended shared economic development service for the northern SLRD is based on literature reviewed from other BC jurisdictions regarding economic development, recommendations made by past planning processes, and feedback from local governments including First Nations, local businesses and business groups, and members of society at large.
3.1 Committee Development - Best Practices From the experience of the Fraser Basin Council in providing support to multi-party jurisdictional structures since 1997, effective governance for an unstructured committee or the like, must include the following best practices: Representation from all governments and stakeholders – select a nonpolitical chair Decision making using consensus The development of and adherence to a terms of reference that clearly outlines roles and responsibilities for members The development of the following plans: o communication (including meeting schedule/type and reporting guidelines) o funding o work (including milestones and time frame) Consider and take on projects that are within the scope of the work plan and terms of reference Create opportunities for professional development for members of the group
4
Page 171 of 333 Direction Request – Sub-Regional Economic Development (North...
3.2 Service Boundaries The boundaries for shared services will include the northern Squamish-Lillooet Regional District sub- region (Electoral Areas A and B) as shown below in Figure A1.
Figure A1: SLRD and electoral area boundaries – Squamish-Lillooet Regional District website
5
Page 172 of 333 Direction Request – Sub-Regional Economic Development (North...
3.3 Service For the first year the service will be guided by an inclusive, unstructured committee composed of the partners listed in section 3.4. The committee will have secretariat support provided by a third party, non-profit society as relationships are strengthened between committee members. After the first year, a part-time staff person will be hired to carry out the economic development work.
The committee will guide the coordination of sub-regional economic development work including the following: 1) Regular sub-regional economic development meetings a) Purpose: i) Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii) Each host community will present current opportunities, initiatives, challenges, and barriers iii) Develop relationships, trust, and foster a sub-regional perspective for economic development iv) Identify how the work will be done beyond year one from the following options: (1) Ongoing secretariat support from a third part, non-profit society (2) Amalgamation with an existing local non-profit society (3) Forming a new non-profit society b) Timing – quarterly face to face meetings c) Attendance – funding partners and other participants d) Location – will rotate around sub-region between members 2) Fund development – leveraging core funding with other sources 3) Project development 4) Workshop development and delivery (in partnership with all members) 5) Coordinated sub-regional training opportunities 6) Act as a liaison for existing sub-regional initiatives (Agriculture Area Plan)
The service provided may move to a regional scope (overall or for specific projects) including the entire SLRD, should the committee see fit to do so.
3.4 Committee Membership The unstructured committee will be made up of representation from local governments including First Nations, business organizations, and members of existing committees or groups doing similar work. The committee will include but will not be limited to representation from the following: District of Lillooet SLRD Area B Xwisten (Bridge River Indian Band) Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sekw’el’wás (Cayoose Creek Indian Band) Ts’kw’aylaxw (Pavilion Indian Band) SLRD Area A (Bridge River Valley Community Association) Lillooet Chamber of Commerce
6
Page 173 of 333 Direction Request – Sub-Regional Economic Development (North...
Seton Portage – Shalath & District Chamber of Commerce St’at’imc Government Services Community Futures - Sun Country Agriculture Area Planning Representative Member of society at large Other representation as required
Upon the completion of year one, several communities/areas should be taken into consideration for partnership with the sub-regional committee or at minimum, given regular communication updates where region wide opportunities arise. Areas for consideration include: SLRD Electoral Area C SLRD Electoral Area D Resort Municipality of Whistler Village of Pemberton District of Squamish Lil’wat, Samahquam, Skatin, Douglas, N’Quatqua and Squamish Nations
7
Page 174 of 333 Direction Request – Sub-Regional Economic Development (North...
3.5 Governance Structure The proposed governance structure is an inclusive non-profit society composed of staff-level economic development representatives for each of the funding partners and non-voting participation by non- funding participants. To best support this service, all local government and First Nation staff person members must have economic development as part of their respective portfolios.
The unstructured committee as described above should continue to receive secretariat support from a third-party, non-profit society until there is funding in place to create a staff position and until the economic development society is formed. When the developmental year is complete and the society has been formed including membership, terms of reference, communication plan, and work plan, there will be a half to full-time staff person contracted by the society, housed in an office separate from any of the funding members.
3.6 Mandate To merge several existing committees into one comprehensive coordinated economic development service that can support initiatives in multiple economic sectors across the northern Squamish-Lillooet Regional District.
3.7 Funding A sub-regional shared service requires stable, long-term funding via taxation or contribution or a combination of the two. During the initial development of the committee and service (year one), funding will be split equally between the District of Lillooet and the SLRD. Funding for year two and beyond will be split between the following groups: District of Lillooet SLRD Electoral Area B Xwisten (Bridge River Indian Band) Tsal’alh (Seton Lake Indian Band) Xaxli’p (Fountain Indian Band) T’it’q’et (Lillooet Indian Band) Sek’wl’wás (Cayoose Creek Indian Band)
8
Page 175 of 333 Direction Request – Sub-Regional Economic Development (North...
Ts’kw’aylaxw (Pavilion Indian Band) is not listed as a funding partner as that community feels more closely linked to Cache Creek and Kamloops compared with Lillooet. Similarly, SLRD Area A is not included as a funding partner because the communities in that area are more closely linked with the Village of Pemberton both economically and geographically.
Project specific funding will be obtained via grants and other sources applied for by a third party, non- profit society in year one and by a staff person in year two, as guided by the unstructured economic development committee. Initial funding requirements and allocations are outlined in Appendix A2.
3.7.1 Funding Sources There are several funding sources available for economic development across all sectors. Grants and other funding sources are often short term, project specific, and in many cases require matching funds. There is a strong interest in the northern SLRD around agriculture and related products thus agriculture funding sources have been included. Some of the existing funding sources and specific funds are as follows: 1. Northern Development Initiative Trust o Capacity Building – Economic Development Capacity Building, Grant Writing Support o Community Development - Business Façade Improvement o Economic Diversification Infrastructure o Community Foundation Matching Grants 2. Mountain Equipment Co-op o Community Contributions 3. Investment Agriculture Foundation of BC o Buy Local Program o Emerging Sectors o BC Agrifoods Export Program o Food & Beverage Processing Initiative 4. BC Agriculture Research & Development Corporation 5. Vancouver Foundation 6. TD Friends of the Environment Foundation 7. Federation of Canadian Municipalities o Green Municipal Fund Feasibility Studies & Field Tests 8. Government of Canada o Community Infrastructure Improvement Fund o Western Economic Diversification Fund o Building Communities Through Arts & Heritage - Local Festivals o Aboriginal Affairs and Northern Development Canada
3.8 Implementation Implementation of the governance model for shared service in the northern SLRD sub-region will begin in fall 2014 (pending funding). Year one will be a developmental year where the unstructured economic development committee is provided with secretariat support from a third-party, non-profit society. In year two, the unstructured committee will become a non-profit society, become part of an existing non- profit society, or continue to be supported by a third-part, non-profit society.
9
Page 176 of 333 Direction Request – Sub-Regional Economic Development (North...
3.8.1 Year One During the developmental year, secretariat support for the unstructured committee will be provided by a third-party non-profit society. During the developmental year, the objectives of the committee are as follows: Determine and maintain committee membership Build relationships between committee members Share economic development information and opportunities Host quarterly workshops and meetings Obtain funding related to the work plan goals and objectives where possible Determine the structure of the committee for year two and beyond
Quarterly committee workshops will be held in October, January, April, and July and will address the items listed below.
Workshop 1 - October 2014 Building Respectful and Effective Aboriginal and Non-Aboriginal Relationships – Fraser Basin Council
Workshop 2 – January 2015 Committee Development and Governance Review draft terms of reference (until such time as the terms of reference is drafted, the committee will follow the best practices in section 3.1) Review draft communication plan Consider base funding for year two Share economic development opportunities
Workshop 3 – April 2015 Work Planning and Development Secretariat to report back to committee with the following: o economic development funding opportunities o draft work plan for year two Finalize committee structure going forward Share economic development opportunities
Workshop 4 – July 2015 Sharing & Moving Forward Share information and opportunities Finalize model and work plan for year two
3.8.2 Year Two The structure and work plan for year two will be determined during the second and final workshops of year one. Ideally, the committee will identify the following: Membership Terms of reference Base funding/project funding Committee structure going forward (continued third-party secretariat support, structured committee/society, or amalgamation with an existing society)
10
Page 177 of 333 Appendix A1 - Shared service delivery models in BC in areas with similar population and challenges to the northern sub-region of the Squamish-Direction Request – Sub-Regional Economic Development (North... Lillooet Regional District
Regional Cooperative Mechanisms & Decision Making Dispute Resolution District/Town Organization Purpose/Mission Operational Mandate Funding Level, Source Structure Communication System Accountability Process Core Services Strengths Challenges to advance the economic strength of the region by overseeing the identifies regional priorities through strategic decided (voted on) Lower Columbia Community Development development and cooperative implementation of initiatives planning sessions and utilizes working committees volunteer society - made up of political and non- by executive board of directors is accountable no formal process identification of projects and priorities for the LCIC to large board - broad representation of perspectives reflected, Team Society (LCCDTS), volunteer society important to the area to address identified needs $15,000/year, RDKB political professionals face to face meetings committee to working committees identified roll out political and non-political members not enough funding Kootenay Boundary board and executive director are (RDKB) partnership between 5 eastern municipalities accountable to the business and 2 electoral areas - owned subsidiary of the community across participating fund raising, project development and roll out, website maintenance of municipal indivuality within a regional focus, Lower Columbia Initiatives Corporation undertake programs and projects designed to LCCDTS; 1 representative from each of the monthly face to face municipalities and electoral purchase and management, development of regionally cost savings due to regional focus, no politicans in ED outcomes need to be seen, people generally don't (LCIC) roll out initiatives identified by the LCCDTS diversify and grow the local economy $224,000/year (3 years), RDKB participating municipalities and electoral areas meetings consensus areas majority vote based initiatives, community profile position, support research $250,000 total paid via taxation, CSRD has a community economic development economic development office, chamber of commerce and roll out community economic development what is not paid for by officer (CEDO) on staff; an advisory body consensus then the CEDO is accountable to the the support of diverse regional economic development community futures are in the same office (low overhead) and support community economic development through projects and initiatives as guided by the City of Revelstoke and Revelstoke is made up for by appointed by city council and CSRD; this advisory voted on by City of Revelstoke Chief voting is the mechanism initiatives including the museum, community forest, all operate within the same boundary, there is a terms of City of Revelstoke and Electoral Area B investments Electoral Area B Area B, approximately $75,000 body guides the work that is done face to face meetings executive committee Administrative Officer for dispute resolution increased investment and tourism via website reference in place that guides all the work none described Using community economic development principles and strategies, prepare promotional materials, socio and economic data, Columbia Shuswap the Golden and Area Community Economic Development Society to provide economic development services, promote the Golden Area for ec. dev. purposes, provide not enough accountability, not enough (CSRD) (GAI) with regional alliances and strategic partners. In this role, the support businesses, stimulation and diversification assistance to leaders and businesses, advocate on reporting/communication with funders, not enough Society strives to be proactive and strategic by nature, promote of of the economy, and to market, promote, $262,000 - funded by the Town behalf of town and RD on public projects, function as the allighment with higher level plans already in place, changes and long-term sustainability, increase community coordinate and manage economic development of Golden, CSRD, Golden and Society is accountable to primary contact for business, coordinate and source being an independent society, ability to apply for grants (non- disengaged board, no meetings/communication, Golden and Electoral Area A - Golden Area involvement, capacity and empowerment, and achieve economic, services in the Town of Golden and Electoral Area Area Community Economic funders, CSRD and the Town of voting is the mechanism funding, enhance the local economy, provide reports profit society status), less process and greater flexibility, five not operating according to vision and terms of Initiatives (no longer functioning) environmental, and social balance in its iniatives. A of the Columbia Shuswap Regional District. Development Society not for profit society quarterly reports by vote Golden CAO for dispute resolution quarterly year guaranteed funding reference
15 mayors and directors make up the group and provide funding. Municipalities have EDO or have undisclosed funding level; formed a society. First nations and broader face to face meetings twice a to develop and roll out economic development funded through taxation, and business community are invited to meetings. year to develop a regional funding by taxation, process brings region together, operates engagement is very important and the more Bulkley Nechako projects that benefit the region as a whole i.e. a grants where possible. Societies Geographically separated electoral area work plan and provide voting is the mechanism communication service, eg. mining website with all of better as a larger entity, the combination of all municipalilties communication the better. EDO's need to buy in to (RDBN) a department within the RDBN to improve economic diversity across the region mining website that includes all regional profiles are funded by towns. operates on its own, there is no town associated project updates by vote accountable to RDBN for dispute resolution the community profiles attached is enough to offer to tourists. the process and the projects
The Protocol Agreement (terms of reference) broaches issues provide $10,000 each to support monthly face to face including the intentions of both parties, communication, and working group meetings and meetings - there is a the Protocol Agreement title and rights. This allows economic development work to jointly apply for funding pots memorandum of outlines dispute conduct economic development projects that will help move forward independent of higher level political issues. City of Enderby & to become a united front to then tackle issues that both groups look for economic development opportunities that when possible (collaborative working group made up of five people from the understanding and Protocol accountable to respective resolution - this both communities eg. transportation project, internet This relationship has allowed both parties to share cultural there is always a need for funding, difficult to strike Splatsin First Nation working group agree on benefit both groups funding etc.) Enderby Board and Splatsin Council Agreement in place consensus board/council document is not public café events, and youth projects that benefit both communities a similar relationship with other First Nations communication can be challenging both with the society membership includes: City of Courtenay, quarterly face to face long term funding, ability to bring all of the players together board and with the public, communication around Comox Valley Comox Valley Economic Development taxation through regional Town of Comox, Village of Cumberland, and the meetings, including other voting - Robert's voting is the mechanism provide communication/website, support business including the business community, effective governance in planning and reporting back on what was (CVRD) Society to support regional economic development encourage investment across the region district Comox Valley Regional District areas A, B and C. groups, local First Nations Rules report to respective boards for dispute resolution community place accomplished
Page 178 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix A2 - Northern SLRD economic development shared service draft budget
Labour- third party Date Hours Rate ($/d) Total ($) Comments September 1, 2014 20 500.00 1,333.33 October 1, 2014 40 500.00 2,666.67 face to face meeting November 1, 2014 20 500.00 1,333.33 December 1, 2014 20 500.00 1,333.33 January 1, 2015 40 500.00 2,666.67 face to face meeting February 1, 2015 20 500.00 1,333.33 March 1, 2015 20 500.00 1,333.33 April 1, 2015 40 500.00 2,666.67 face to face meeting May 1, 2015 20 500.00 1,333.33 June 1, 2015 20 500.00 1,333.33 July 1, 2015 40 500.00 2,666.67 face to face meeting August 1, 2015 20 500.00 1,333.33 September 1, 2015 20 500.00 1,333.33 45 days, div into 225 days/yr = Total 340 22,666.67 0.2 FTE
Expenses – third party Quantity Rate ($) Total ($) Comments mileage 3500 $0.52 $1,820.00 mileage, around the northern SLRD 2000 $0.52 $1,040.00 accommodation 10 $120.00 $1,200.00 meals 10 $60.00 $600.00 Total $4,660.00
Expenses - participants, meetings catering for meetings 4 $500.00 $2,000.00
mileage for estimate of mileage for participants 2000 $0.52 $1,040.00 participants to attend Total $3,040.00
Grand Total - year 1 $30,366.67
Component Total ($) Comments staff salary or part time, either consultant or consultant $50,000.00 staff person travel $10,000.00 office, phone, internet $12,000.00 printing, communication $8,000.00 seed funding for leveraging funds $20,000.00 catering for meetings 4 $500.00 $2,000.00 mileage for estimate of mileage for participants 2000 $0.52 $1,040.00 participants to attend Total $103,040.00 estimated annual costs
Page 179 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 180 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 181 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 182 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 183 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 184 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 185 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 186 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 187 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 188 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 189 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 190 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 191 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 192 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 193 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 194 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 195 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 196 of 333 Direction Request – Sub-Regional Economic Development (North...
Page 197 of 333 Direction Request – Sub-Regional Economic Development (North...
DIRECTION REQUEST
2013/14 Community Economic Development Projects Report –
Fraser Basin Council
Presented to: Northern Economic Development & Initiatives (NEDI) Committee
Date of Meeting: October 23, 2014
Reports: Draft Fraser Basin Council Community Economic Development Projects report
Request
THAT the NEDI Committee provide direction regarding next steps related to the draft Community Economic Development Projects report submitted by the Fraser Basin Council (FBC) on August 29, 2014.
Background
In November 2013, the NEDI Committee issued a Request for Proposals (RFP) seeking proposals from qualified economic development consultants to conduct four community economic development projects: A. Conduct a Feasibility Study to determine the most appropriate governance model for Community Economic Development (shared service) - northern SLRD; B. Carry out the completion of the Community Visioning Process - Area B and District of Lillooet; C. Produce a Community Asset Inventory for Area B and the District of Lillooet; and D. Generate an Economic Leakage Analysis - northern SLRD (Areas A and B and the District of Lillooet).
The Committee received six proposals in response to its RFP prior to the deadline of November 15, 2013. Of the six, the Committee felt that the proposal submitted by the FBC best matched the needs and requirements set out in the RFP. Subsequently, the District of Lillooet (DoL), on behalf of the NEDI Committee, entered into an agreement with the FBC to conduct the work with the total contract fee not to exceed $39,700* plus GST ($34,700 for fees plus $5,000 for expenses and disbursements).
* At its meeting on March 31, 2014 the NEDI Committee agreed to provide an additional $4,200 to the FBC to cover incremental costs related to their participation in the Michael Shuman Community Economic Development events that took place the previous month.
1
Page 198 of 333 Direction Request – Sub-Regional Economic Development (North...
Summary of Requested Objectives and Deliverables from the RFP
In order to provide the NEDI Committee with a reference point, the objectives and deliverables requested of the FBC have been summarized below.
PROJECT A – FEASIBILITY STUDY
Primary Objective: To assess the viability of developing a shared governance model for economic development in the northern SLRD, composed of Electoral Areas A, B and the DoL.
Project Deliverables: 1. A review and evaluation of the existing economic development service delivery structures present in the northern SLRD; 2. A review and evaluation of economic development service delivery models in comparable regional districts and municipalities (where economic development services are shared; with a focus on BC and Canada), including: an assessment of funding levels, sources and relationships as well as governance structures, cooperative mechanisms, decision-making and voting systems, dispute resolution processes, operational mandates, and a review of core services; 3. Identification of the key features, strengths and challenges of each service delivery model; 4. Identification of best practices for economic development shared service delivery; 5. Recommendation of the most appropriate economic development service delivery model for the northern SLRD sub-region, including governance structure, mandate, public and private representation, staffing levels; 6. Recommendations as to possible funding sources and allocations for the economic development shared service model; and 7. An implementation plan including budget estimates, timelines and performance metrics for the creation of an appropriate Economic Development Shared Service Model.
PROJECT B – COMMUNITY VISIONING PROCESS
Primary Objective: To conduct a community visioning process, as part of the economic development strategy and action plan for Electoral Area B and the DoL. Using a Community Economic Development (CED) approach and following a series of concrete steps while building credibility, the FBC will facilitate a process in order to develop a shared Community Vision for the District of Lillooet and Area B. A successful project would bring together a team of “champions” to lay the foundation for the Community Vision effort while focusing on collaborative processes and building consensus on a Vision within the community.
Project Deliverable*: Creation of a community/regional-oriented vision for community economic development in the District of Lillooet and Area B.
* At an April 8, 2014 conference call meeting, the focus of Project B shifted. The NEDI Committee and the FBC agreed that it would be more useful to summarize or “cluster” the recommendations from previous studies and seek input to validate and prioritize previously recommended actions.
2
Page 199 of 333 Direction Request – Sub-Regional Economic Development (North...
PROJECT C – COMMUNITY ASSET INVENTORY
Primary Objective: Taking into consideration the region’s physical, natural, economic, human, social, and cultural assets, while understanding the current relationships among and between the sub-regional area stakeholders, the FBC will produce a Community Asset Inventory for SLRD Area B and the District of Lillooet using an Asset-based Community Development (ABCD) approach and related participative approaches such as Participative Rural Appraisal (PRA) in order to support enhanced Community Economic Development goals in the northern SLRD.
Project Deliverables: 1. Inventory of all existing natural, physical, human, social, cultural and economic community assets; 2. Inventory and gap analysis of Tourism businesses and assets; a. Include a review of any relevant past reports such as the 2008 District of Lillooet Tourism Development Study, the 2009 District of Lillooet Value of Tourism Study and the 2005 Lillooet – Lytton Tourism Diversification Project*; 3. Inventory of all other businesses operating in the sub-region; 4. The inventory should include details about existing heritage / artisanal / craft skills and other assets not typically identified through traditional economic asset inventories. *Note: An inventory of agricultural and food-related businesses operating in the area (farms, ranches, orchards and other food producers, distributors, value-added processors and commercial consumers) as well as an inventory of land and water assets is currently being developed as part of the Area B / DoL Agricultural Area Planning process. These resources will be made available to the FBC for inclusion in the Community Asset Inventory once they have been completed. The FBC will submit the Community Asset Inventory both as an excel spreadsheet of data and as a printed report (Microsoft Word and PDF versions). The FBC will also be expected to provide links to, or copies of all additional information (maps, photos, etc.).
PROJECT D – ECONOMIC LEAKAGE ANALYSIS
Primary Objective: To identify all sectors in the northern SLRD economy where the communities are currently importing outside goods and services. The dollar “leaks” caused by imports must be identified and quantified, so that the northern SLRD communities can work to “plug” the leaks with locally owned and import substituting businesses.
Project Deliverables: The economic leakage analysis shall include the following components: 1. Economic leakage analysis (Areas A, B and the DoL); 2. Identification of current usage of local vs. external resources, goods and services; 3. Identification of possible opportunities for import substitution.
For all 4 projects, the FBC will submit three printed copies and one electronic copy of the final report. The RFP also stated that the FBC may also be required to present the findings of parts of the report to the NEDI Committee – this presentation will be given by the FBC at the October 23, 2014 NEDI Committee meeting.
Submitted by: Jeannette Nadon, Communications and Grants Coordinator Approved by: Lynda Flynn, CAO 3
Page 200 of 333 Direction Request – Sub-Regional Economic Development (North...
COMMUNITY ECONOMIC DEVELOPMENT PROJECTS
AUGUST 29, 2014
Prepared for: Northern Economic Development and Initiatives Committee Squamish Lillooet Regional District c/o District of Lillooet Box 610 615 Main Street Lillooet, BC V0K 1V0
Prepared by: Fraser Basin Council www.fraserbasin.bc.ca
Contact: Mike Simpson, MA, RPF Senior Regional Manager, Thompson 200A-1383 McGill Road Kamloops, BC V2C 6K7 Tel. 250-314-9660 [email protected]
1
Page 201 of 333 Direction Request – Sub-Regional Economic Development (North...
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY WILL BE ADDED AS A PART OF THE FINAL VERSION
2
Page 202 of 333 Direction Request – Sub-Regional Economic Development (North...
Introduction, Context and Approach This project is guided by the Northern Economic Development and Initiatives (NEDI) Committee. The standing Committee is made up of elected officials from Area A and B of the Squamish - Lillooet Regional District (SLRD) and the District of Lillooet. This project is meant to help to foster sustainable economic development across the northern SLRD sub-region.
The role of the NEDI Committee - The Committee’s first order of business was to review and prioritize the recommendations of the recent Economic Development Assessment, Strategy and Action Plan. The report, commissioned by the SLRD late in 2012 and developed by EDCD Consulting, identified several priority goals including increasing community involvement and communication, strengthening and expanding partnerships and increasing support for the tourism and agriculture sectors. Close to 250 residents and businesses from across the northern sub-region of the SLRD had direct input into the Economic Development Strategy through a community consultation process that included focus groups, one-on-one interviews and online surveys. (District of Lillooet website, 2014)
Community Economic Development (CED) is an inclusive and participatory process by which community members initiate and generate their own solutions to economic challenges. CED takes an asset-based approach that recognizes that economic, environmental and social challenges are interdependent, complex and ever-changing. CED is based on the belief that people have the capability and the responsibility to undertake community-based initiatives for the benefit of the greater community.
The Northern Economic Development Initiatives (NEDI) Committee, consisting of elected and staff representatives from the District of Lillooet, Squamish-Lillooet Regional District Areas A and B, posted a request for proposals in November 2013 for a consultant to undertake four community economic development initiatives in 2014: Conducting a feasibility study to determine the best governance model for regional economic development Carrying out a community visioning process Developing a comprehensive inventory of the community’s assets Generating an economic leakage analysis to determine where money is leaking out of the local economy and identifying strategies for plugging the leaks
The Fraser Basin Council (FBC) was hired in late November 2013 to undertake the work. FBC is a non- profit society that advances sustainability in the Fraser River Basin and across BC. Established in 1997, the Council is a collaboration of four orders of government (Federal, Provincial, Local and First Nations) together with representatives from the private sector and civil society. FBC helps bring people together to find solutions to integrate economic, environmental and social issues — with a focus on healthy watersheds and water resources, climate change action and air quality, and sustainable, resilient communities. The Council’s vision is social well-being, supported by a vibrant economy and sustained by a healthy environment. See www.fraserbasin.bc.ca for more information.
3
Page 203 of 333 Direction Request – Sub-Regional Economic Development (North...
As stated above, CED is based on the belief that people have the capability and the responsibility to undertake community-based initiatives for the benefit of the greater community. Therefore, FBC undertook this project as facilitators, to seek input of the residents of the Northern SLRD – we did not undertake this project with preconceived answers, nor did FBC present ourselves as experts with the answers. In essence this report is written by the residents, businesses and governments that took part – FBC just captured their ideas and feedback and wrote it down.
It is also important to note that this report is based on feedback from the limited number of people we engaged with. A larger response to surveys and more attendees at workshops would have been ideal, it is recognized that there are limitations to people’s time, capacity to participate, and limitations to communicate with residents of the Northern SLRD.
Geographic area of report The geographic area of this report is the northern SLRD, which is defined by the geographic area of SLRD Areas A and B, which includes St’at’imc territory, and also includes the following communities: District of Lillooet Sekw’el’was (Cayoose Creek) T’it’q’et (Lillooet) Tsal’alh (Seton Lake) Ts’kw’aylaxw (Pavilion) Xaxli’p (Fountain) Xwisten (Bridge River)
4
Page 204 of 333 Direction Request – Sub-Regional Economic Development (North...
TABLE OF CONTENTS
Project A – Governance Model Feasibility Study ...... 8 1 Introduction ...... 8 1.1 Purpose ...... 8 2 Methodology ...... 9 2.1 Economic Development Services - Northern SLRD ...... 9 2.2 Shared Service Delivery in BC...... 9 2.3 Feedback ...... 11 3 Summary & Recommendations ...... 11 3.1 Committee Development - Best Practices ...... 11 3.2 Service Boundaries ...... 12 3.3 Service ...... 13 3.4 Committee Membership ...... 13 3.5 Governance Structure ...... 14 3.6 Mandate ...... 14 3.7 Funding...... 14 3.8 Implementation ...... 15 Project B – Community Visioning ...... 17 4 Introduction ...... 17 4.1 Purpose ...... 17 5 Methodology ...... 17 6 Summary & Recommendations ...... 20 Project C – Community Asset Inventory ...... 25 7 Introduction ...... 25 8 Methodology ...... 25 9 Summary & Recommendations ...... 26 9.1 Community Asset Inventory...... 27 9.2 Communities ...... 27 9.3 First Nations Communities ...... 28 9.4 Economic Base ...... 29 9.5 Demographic Profile ...... 31 10 Business Community ...... 33
5
Page 205 of 333 Direction Request – Sub-Regional Economic Development (North...
11 Community Infrastructure ...... 33 11.1 Transportation ...... 33 11.1.1 Road Maintenance ...... 33 11.1.2 Highways ...... 33 11.1.3 Rail ...... 34 11.1.4 Air ...... 34 11.2 Communication ...... 34 11.2.1 Newspapers ...... 34 11.3 Utilities ...... 35 11.4 Recycling & Waste Management ...... 36 11.5 Provincial Government Services ...... 36 11.6 Education ...... 36 11.7 Community Services ...... 38 11.8 Seniors ...... 40 11.9 Youth ...... 41 12 Health Care ...... 41 12.1 General Health Services ...... 41 12.2 Dentistry ...... 42 12.3 First Nations Health ...... 43 12.4 Emergency Health Services ...... 44 13 Community Life ...... 44 13.1 Faith-Based Organizations ...... 44 13.2 Voluntary Organizations ...... 44 13.3 Service Clubs & Societies ...... 45 13.4 First Nations Service Organizations ...... 45 13.5 Festivals and Events ...... 46 13.6 First Nation Culture and Events ...... 47 13.7 Sports ...... 47 13.8 Walking Trails ...... 48 13.9 Mountain Bike Trails ...... 48 Project D – ECONOMIC LEAKAGE ANALYSIS ...... 49 14 Introduction ...... 49 15 Methodology ...... 49 15.1 Literature Review ...... 49 15.2 Research ...... 50
6
Page 206 of 333 Direction Request – Sub-Regional Economic Development (North...
15.3 Survey ...... 50 15.4 Workshop ...... 51 15.5 Survey Summary ...... 51 16 Summary & Recommendations ...... 54 17 Appendices ...... 56 Appendix A1: Shared service delivery models in BC in areas with similar population and challenges to the northern sub-region of the Squamish-Lillooet Regional District ...... 57 Appendix A2: Northern SLRD economic development shared service draft budget ...... 58 Appendix B1 – detailed list of past reports ...... 59 Appendix B2 – Business & Investment questions as presented in online survey and in sub-regional workshops, with input received ...... 71 Appendix B3 – Workshop invitation to residents of the northern Squamish Lillooet Regional District ...... 79 Appendix B4 - Online survey results for community priorities and visioning ...... 81 Appendix B5 – Community economic development regional workshop agenda ...... 118 18 References ...... 120
7
Page 207 of 333 Direction Request – Sub-Regional Economic Development (North...
Project A – Governance Model Feasibility Study
1 Introduction
Several plans have been drafted in the northern SLRD, most recently the Economic Opportunity Assessment (EPI Ecoplan International, 2008b) and the Economic Development Assessment, Strategy and Action Plan (EDCD Consulting, 2012). In both of these plans and several other older documents, similar recommendations were made to the SLRD and District of Lillooet. Broadly, those recommendations include improving communication and build relationships between the SLRD, District of Lillooet, and the six St’at’imc communities and providing shared economic development services across the region.
EDCD Consulting (2012) identified the following gaps in service delivery including:
No structured forum exists for sharing of information among service providers. There is an informal sharing of information; however, this can result in a lack of understanding of each service provider’s goals, activities and future developments. This can result in duplication of services or product development. No formalized “regional” economic development model exists. For a region to work together on economic development there must be a structured model in place and a commitment from all players that economic development is truly regional. No structured forum exists for sharing information among business owners or residents. This results in a lack of understanding of what economic development does for the community or region. There is a lack of mentoring and support for businesses in rural areas and for First Nations. Community groups do not always have the volunteer capacity to effectively implement projects or initiatives. Without this capacity, it is more difficult to obtain project funding. Community groups/committees lack the understanding of their role in cooperation with local government. There is no economic development service in Area B.
1.1 Purpose The purpose of Project A is to complete a feasibility study to assess the viability of developing shared governance model for community economic development in the northern SLRD, composed of Electoral Areas A, B and the District of Lillooet. The study will provide more recommendations for implementation that will help to achieve community economic development in the sub-region.
8
Page 208 of 333 Direction Request – Sub-Regional Economic Development (North...
2 Methodology
The following steps were taken to assess the feasibility of and develop the governance model: Review of the existing economic development services in the northern SLRD Review of existing shared economic development services in regional districts in BC with similar population and in some cases similar issues for example, lack of transportation infrastructure and geographical isolation Review of regional economic development literature Interviews with economic development officers and staff to help determine the strengths and weaknesses of respective service delivery types and governance models, and to determine current status of working relationships in the northern SLRD Public workshop delivery across the northern SLRD
2.1 Economic Development Services - Northern SLRD There are limited economic development services offered in the northern SLRD. There is currently no economic development officer/staff person at the SLRD nor at the District of Lillooet. Despite having no designated economic development service, the SLRD Board allocated $75,000 to support economic development in the northern SLRD, Areas A, B and Lillooet in addition to the Northern Development Initiatives Trust grant; the Board allocation is for one year only and there has been no discussion regarding annual funding for economic development.
In Area A, the Bridge River Valley Community Association (BRVCA) is a non-profit society that is funded by tax requisition to undertake economic development services in the Upper Bridge River Valley. The Society operates a community resource centre, tourism information booth, and manages several social media applications. BRVCA seeks funding to develop and roll out priority based projects in the area. The Society is currently undertaking a community economic development planning process.
Each of the St’at’imc communities have a staff position or councillor that manages economic development for their respective band and or development corporation; some positions have economic development as part of a broader portfolio. Some of the St’at’imc communities noted recent turnover in their respective economic development positions; some positions are currently vacant. There are several economic projects underway in the region; however, those projects are stand alone and not part of regional or strategic/regional level economic development planning or collaboration.
2.2 Shared Service Delivery in BC The report, Evaluating the Economic Development Role of BC Local Governments, (Union of BC Municipalities, 2010) provides an outline of economic development practices by local governments across the province. Local governments, both regional districts and municipalities were surveyed. Communities were divided into groups based on size, the ‘small communities’ group, less than 5,000 population, made up 40% percent of completed surveys. The conclusions of the publication are as follows: One size does not fit all. There is no single best model for local economic development and there are a number of different options available to local governments.
9
Page 209 of 333 Direction Request – Sub-Regional Economic Development (North...
Each local government must take into consideration their objectives for economic development, the range of services that are already being provided by other agencies, the amount of available funding, and potential partners. The “in-house” model of economic development remains the most common organizational structure for BC local governments, but there is a trend toward more arms-length organizations, particularly in the 5 - 20,000 and 50,000 + population categories. An economic development advisory committee is a common tool for the delivery of an in-house economic development model, but careful consideration needs to be given to ensuring a broad cross-section of community representation, council and area-wide support, as well as a rigorous and transparent selection process. Arrangements for economic development can vary within a regional district, with the approach in each electoral area reflecting its distinct and unique geography, population, economic drivers and community partners. The regional nature of the BC economy suggests that economic development is often more suited to a regional approach than a single-community approach. Thinking regionally and engaging in partnerships can be particularly important for small communities.
There are several regional districts and municipalities that are of similar size to the northern SLRD sub- region and many that also have similar issues. The following communities were selected for review as part of the background for Project A based on their size and attributes: Regional District of Kootenay Boundary (RDKB) Columbia Shuswap Regional District (CSRD) Regional District of Bulkley Nechako (RDBN) City of Enderby and Splatsin First Nation Comox Valley Regional District (CVRD)
In addition to reviewing the economic development programs noted above, each of the economic development officers/staff persons rolling out the programs was interviewed. The purpose of the interviews was to determine the foundational pieces of each of the programs/services, to hear what made the programs successful, and to find out what program developers and mangers would do differently if they could. Outlines of economic development organizations associated with the regional districts and communities noted above are listed in Appendix A1.
Similar to the UBCM document, the structure of each of the economic development services was unique based on local objectives. According to economic development officers and staff members, despite obvious program differences, success of their respective programs relied on the same basic ingredients listed below: Stable long-term funding Broad representation from all jurisdictions and local business on boards/committees Communication between board/committee members Clear and concise terms of reference, memorandum or understand or similar guiding document Sharing resources with similar groups wherever possible Having a staff person or third party staff person consistently moving forward on objectives and respective action items
10
Page 210 of 333 Direction Request – Sub-Regional Economic Development (North...
2.3 Feedback Across all of the four project areas there has been feedback collected from local governments, including First Nations, local businesses, and the public. Input was gathered via personal communications, online surveys, and at open houses held across the northern SLRD. Based on guidance from the NEDI Committee and feedback from the public, a draft proposal for a regional economic delivery service was drafted. On June 24th, a workshop was held in Lillooet and feedback was received specifically on the draft version of Project A.
Overall the Project A draft was well received as noted below in section 3.0. The feedback was largely focused around communication and relationship building rather than details of the proposed service. Workshop participants felt that it would be best to have an existing (and non-local) society manage an unstructured committee while relationships between the District of Lillooet, Squamish-Lillooet Regional District, Xwisten, Ts’kw’aylaxw, Sekw’el’was, Tsal’alh, Xaxli’p, and T’it’q’et are strengthened. It was recommended that the Fraser Basin Council continue the economic development work already underway and move into impartial secretariat support role in September 2014.
A key outcome of the workshop was that regular communication and information sharing regarding economic development opportunities and coordination is needed, with representation from all groups, local, and First Nations governments in the northern SLRD. The ideal delivery model would merge several existing committees into one comprehensive, coordinated economic development service that can support initiatives in multiple economic sectors.
3 Summary & Recommendations
The recommended shared economic development service for the northern SLRD is based on literature reviewed from other BC jurisdictions regarding economic development, recommendations made by past planning processes, and feedback from local governments including First Nations, local businesses and business groups, and members of society at large.
3.1 Committee Development - Best Practices From the experience of the Fraser Basin Council in providing support to multi-party jurisdictional structures since 1997, effective governance for an unstructured committee or the like, must include the following best practices: Representation from all governments and stakeholders – select a nonpolitical chair Decision making using consensus The development of and adherence to a terms of reference that clearly outlines roles and responsibilities for members The development of the following plans: o communication (including meeting schedule/type and reporting guidelines) o funding o work (including milestones and time frame) Consider and take on projects that are within the scope of the work plan and terms of reference Create opportunities for professional development for members of the group
11
Page 211 of 333 Direction Request – Sub-Regional Economic Development (North...
3.2 Service Boundaries The boundaries for shared services will include the northern Squamish-Lillooet Regional District sub- region (Electoral Areas A and B) as shown below in Figure A1.
Figure A1: SLRD and electoral area boundaries – Squamish Lillooet Regional District website
12
Page 212 of 333 Direction Request – Sub-Regional Economic Development (North...
3.3 Service For the first year the service will be guided by an inclusive, unstructured committee composed of the partners listed in section 3.4. The committee will have secretariat support provided by a third party, non-profit society as relationships are strengthened between committee members. After the first year, a part-time staff person will be hired to carry out the economic development work.
The committee will guide the coordination of sub-regional economic development work including the following: 1) Regular regional economic development meetings a) Purpose: i) Identify, explore, and develop economic development opportunities and partnerships and assess existing economic development conditions on key topics and sectors ii) Each host community will present current opportunities, initiatives, challenges, and barriers iii) Develop relationships, trust, and foster a regional perspective for economic development iv) Identify how the work will be done beyond year one from the following options: (1) Ongoing secretariat support from a third part, non-profit society (2) Amalgamation with an existing local non-profit society (3) Forming a new non-profit society b) Timing – quarterly face to face meetings c) Attendance – funding partners and other participants d) Location – will rotate around sub-region between members 2) Fund development – leveraging core funding with other sources 3) Project development 4) Workshop development and delivery (in partnership with all members) 5) Coordinated regional training opportunities 6) Act as a liaison for existing regional initiatives (Agriculture Area Plan)
The service provided may move to a regional scope (overall or for specific projects) including the entire SLRD, should the committee see fit to do so.
3.4 Committee Membership The unstructured committee will be made up of representation from local governments including First Nations, business organizations, and members of existing committees or groups doing similar work. The committee will include but will not be limited to representation from the following: District of Lillooet SLRD Area B Xwisten (Bridge River) Tsal’alh (Seton Lake) Xaxli’p (Fountain) T’it’q’et (Lillooet) Sek’wl’was (Cayoose Creek) Ts’kw’aylaxw (Pavilion) SLRD Area A (Bridge River Valley Economic Development Society) Lillooet Chamber of Commerce
13
Page 213 of 333 Direction Request – Sub-Regional Economic Development (North...
St’at’imc Government Services Community Futures - Sun Country Agriculture Area Planning Representative Member of society at large Other representation as required
Upon the completion of year one, several communities/areas should be taken into consideration for partnership with the sub-regional committee or at minimum, given regular communication updates where region wide opportunities arise. Areas for consideration include: SLRD Electoral Area C SLRD Electoral Area D Resort Municipality of Whistler Village of Pemberton
3.5 Governance Structure The proposed governance structure is an inclusive non-profit society composed of staff-level economic development representatives for each of the funding partners and non-voting participation by non- funding participants. To best support this service, all local government and First Nation staff person members must have economic development as part of their respective portfolios.
When the developmental year is complete and the society has been formed including membership, terms of reference, communication plan, and work plan, there will be a half to full-time staff person contracted by the society, housed in an office separate from any of the funding members.
Until there is funding in place to create a staff position and until the economic development society is formed, the unstructured committee that guided the service during the developmental first year, should continue to receive secretariat support from a third-party, non-profit society.
3.6 Mandate To merge several existing committees into one comprehensive coordinated economic development service that can support initiatives in multiple economic sectors across the northern Squamish Lillooet Regional District.
3.7 Funding A regional shared service requires stable, long-term funding via taxation or contribution or a combination of the two. During the initial development of the committee and service (year one), funding will be split equally between the District of Lillooet and the SLRD. Funding for year two and beyond will be split between the following groups: District of Lillooet SLRD (Electoral Area B) Xwisten (Bridge River) Tsal’alh (Seton Lake) Xaxli’p (Fountain) T’it’q’et (Lillooet) Sek’wl’was (Cayoose Creek)
14
Page 214 of 333 Direction Request – Sub-Regional Economic Development (North...
Ts’kw’aylaxw (Pavilion) is not listed as a funding partner as that community feels more closely linked to Cache Creek and Kamloops compared with Lillooet. Similarly, SLRD Area A is not included as a funding partner because the communities in that area are more closely linked with the Village of Pemberton both economically and geographically.
Project specific funding will be obtained via grants and other sources applied for by a third party, non- profit society in year one and by a staff person in year two, as guided by the unstructured economic development committee. Initial funding requirements and allocations are outlined in Appendix A2.
3.7.1 Funding Sources There are several funding sources available for economic development across all sectors. Grants and other funding sources are often short term, project specific, and in many cases require matching funds. There is a strong interest in the northern SLRD around agriculture and related products thus agriculture funding sources have been included. Some of the existing funding sources and specific funds are as follows: 1. Northern Development Initiatives Trust o Economic Development Capacity Building o Community Development - Business Façade Improvement o Economic Diversification Infrastructure o Community Foundation Matching Grants 2. Mountain Equipment Co-op o Community Contributions 3. Investment Agriculture Foundation of BC o Buy Local Program o Emerging Sectors o BC Agrifoods Export Program o Food & Beverage Processing Initiative 4. BC Agriculture Research & Development Corporation 5. Vancouver Foundation 6. TD Friends of the Environment Foundation 7. Federation of Canadian Municipalities o Green Municipal Fund Feasibility Studies & Field Tests 8. Government of Canada o Community Infrastructure Improvement Fund o Western Economic Diversification Fund o Building Communities Through Arts & Heritage - Local Festivals o Aboriginal Affairs and Northern Development Canada
3.8 Implementation Implementation of the governance model for shared service in the northern SLRD sub-region will begin in September 2014 (pending funding). Year one will be a developmental year where the unstructured economic development committee is provided with secretariat support from a third-party, non-profit society. In year two, the unstructured committee will become a non-profit society, become part of an existing non-profit society, or continue to be supported by a third-part, non-profit society.
15
Page 215 of 333 Direction Request – Sub-Regional Economic Development (North...
3.8.1 Year One During the developmental year, secretariat support for the unstructured committee will be provided by a third-party non-profit society. During year one, the objectives of the committee are as follows: Determine and maintain committee membership Build relationships between committee members Share economic development information and opportunities Host quarterly workshops and meetings Obtain funding related to the work plan goals and objectives where possible Determine the structure of the committee for year two and beyond
Quarterly committee workshops will be held in October, January, April and July and will address the items listed below.
Workshop 1 - October 2014 Building Respectful and Effective Aboriginal and Non-Aboriginal Relationships – Fraser Basin Council
Workshop 2 – January 2015 Committee Development and Governance Review draft terms of reference (until such time as the terms of reference is drafted, the committee will follow the best practices in section 3.1) Review draft communication plan Consider base funding for year two Share economic development opportunities
Workshop 3 – April 2015 Work Planning and Development Secretariat to report back to committee with the following: o economic development funding opportunities o draft work plan for year two Finalize committee structure going forward Share economic development opportunities
Workshop 4 – July 2015 Sharing & Moving Forward Share information and opportunities Finalize model and work plan for year two
3.8.2 Year Two The structure and work plan for year two will be determined during the second and final workshops of year one. Ideally, the committee will identify the following: Membership Terms of reference Base funding/project funding Committee structure going forward (continued third-party secretariat support, structured committee/society, or amalgamation with an existing society)
16
Page 216 of 333 Direction Request – Sub-Regional Economic Development (North...
Project B – Community Visioning
4 Introduction
The original objective in the request for proposals in November 2013 was to create a regional- oriented vision for community economic development in the District of Lillooet and SLRD Areas A and B.
At an April 8, 2014 conference call with the NEDI committee, it was identified that numerous plans, strategies and reports had been previously been done in the Northern SLRD. It was felt that it would be more useful to summarize or “cluster” the recommendations from all previous studies, seeking input in validating and prioritizing projects previously recommended, and developing actions to move them forward (e.g., who, how, when, resourcing, etc.). Therefore the focus of Project B shifted.
4.1 Purpose Work with the NEDI committee to develop key documents and information related to facilitating the community vision process – communication strategy, community engagement plan, and website content. Utilize existing communication vehicles such as community newspapers, websites, and blogs. Design, coordinate and facilitate two public engagement workshops that connect with a broadly representative cross section of the region/area’s community members. Using an Appreciative Inquiry approach, Participants will identify key community values and prioritize elements of the community’s economy, social features and natural environment. Provide technical coordination to design, deliver and analyse an online survey to capture input form community members who are unable to attend either of the two workshops To the extent possible, utilize websites/social media for input, advertise in local newspapers/community bulletins and seek input in various ways. Design, coordinate and facilitate a third public workshop to provide the results and summary analysis of the Community Vision Process, providing an opportunity for final input and comment. Submit final Project B report
5 Methodology
A literature review was conducted on previously completed economic development studies, reports and plans, in addition to local government strategies, plans and documents. The following local government plans and strategies support many of the community economic development initiatives as listed below. SLRD Regional Growth Strategy 2010 – four of nine goals are related: Goal 2 – transportation – lists regional road improvement needs in the northern SLRD; see strategies on p.23 Goal 4 – achieve a sustainable economy; see strategies on p.29 Goal 8 – enhance relations with Aboriginal Communities; see strategies on p.38 Goal 9 – improve collaboration among jurisdictions; see strategies on p.41
17
Page 217 of 333 Direction Request – Sub-Regional Economic Development (North...
District of Lillooet Corporate Strategic Plan 2007-17 – seven of ten strategic priorities are related: Priority 1 - Improve infrastructure (sewer, water, roads, municipal hall) Priority 2 - Strategic transportation issues (airport, highway, rail, public transport) Priority 3 - Aboriginal Partnerships (Heritage centre, governance options with St’at’imc) Priority 4 - Maximize agriculture and Crown land opportunities (Lillooet Land and Resource Management Plan; grape growing trials; agri-tourism) Priority 5 - Create Economic Development Opportunities (work with SLRD; consider unused assets by BC Rail, School District 74) Priority 6 - Market Lillooet and Tourism Industry (downtown square, heritage centre, others) Priority 7 - Promote Partnerships with Business/Industry (forestry, wine, mining, BC Hydro and Independent Power Producers, St’at’imc joint ventures)
Official community plans exist for SLRD Area A, Area B and District of Lillooet, but were deemed too specific to mention economic development initiatives, and therefore were not reviewed.
The following eight key reports that were provided by the NEDI committee in November 2013 were reviewed (number corresponds to reference in Appendix B2): 1) EDCD Consulting. 2012. Economic Development Assessment Strategy and Action Plan, Dec 2012 (for Areas A, B and Lillooet). 2) LIRN BC. 2006. Lillooet Community Dialogue on Economic Development. 3) EPI Ecoplan International. 2008. Lillooet and Area Economic Opportunity Assessment. 4) Careless, R. 2005. Lillooet-Lytton Tourism Diversification Project. 5) BC Ministry of Jobs, Tourism and Skills Training. 2013. Lytton to Clinton to Lillooet Regional Economic Development Collaborative. 6) Nicol, S. 2008. District of Lillooet Tourism Development Study. 7) Upland Consulting. 2013. Agriculture Workshop Summary 8) Murray, J. 2012. Bridge River Valley Tourism Workshop Report
Each of the eight reports were reviewed, and their goals, objectives, and recommendations/strategies/ actions were combined in tables according to the following topics: Business – business support, growth, attraction, retention Investment – attracting investment of any kind Partnerships – partnerships, communications, coordinated economic development services, collaboration Agriculture Tourism Infrastructure – roads, highways, transportation, broadband internet, bricks and mortar
Appendix B1 is the first summary, and the more detailed compilation of the objectives, recommendations/strategies/actions. Recognizing this was too lengthy to present at community workshops, Appendix B2 was created to further condense, or cluster the key recommendations.
18
Page 218 of 333 Direction Request – Sub-Regional Economic Development (North...
In order to seek input on a shared vision for community economic development for the northern SLRD, the following elements were selected from the literature review: Working Agriculture together/cooperative/collaboration Sustainable Partners/partnership Prosperous Culture Local Outdoor recreation Skilled Tourism
Input was sought on which elements need to be included in a vision and scored by frequency. Personal interaction and open questions in the online survey allowed people to express opinions about whether there is, or should be a shared vision. Two versions of a draft vision were created based on the input received from the sub-regional workshops and online survey, and presented at the June 24 workshop:
Draft 1 – Working together to support a local, sustainable and prosperous economy based on tourism, culture, outdoor recreation and agriculture that is connected to adjacent regions Draft 2 – A sustainable, prosperous local economy focused on tourism, culture, outdoor recreation and agriculture that is the result of working together and with adjacent regions
A series of sub-regional workshops were held throughout the Northern SLRD on May 29-30 (Appendix B3). A story was run in the Lillooet Bridge River News in advance of the sub-regional workshops, and individuals were contacted directly by email, encouraging their members, constituents or colleagues to attend. Word of mouth by NEDI committee members was also employed. Approximately 30 people attended the workshops over those two days. Input was recorded on large poster boards, and in notes from discussions with individuals in attendance. In addition, an online survey was made available from May 28 to June 16, which received 25 responses (Appendix B4).
The feedback from the sub-regional workshops and the online survey was presented at a region-wide workshop on June 24 in Lillooet (Appendix B5). The June 24 workshop was advertised in the Bridge River Lillooet News, a story was run, and individuals were contacted directly by email, and phoned in advance. That workshop saw over 30 people in attendance, including elected officials, staff, business people, and community interests from throughout the northern SLRD. Priorities and a draft vision were finalized at that workshop.
19
Page 219 of 333 Direction Request – Sub-Regional Economic Development (North...
6 Summary & Recommendations
This is a summary of what was heard at the sub-regional workshops, the online survey, and the June 24 region-wide workshop along with related goals and priorities from the SLRD Growth Strategy 2010 and the District of Lillooet Corporate Strategic Plan 2007. Feedback from local governments, businesses and members of the public reflect past goals and priorities.
Feedback from the visioning exercise: The northern SLRD at this time is not the right geographic area to have a common vision – it is bound together administratively, but has different geography and climate SLRD Area A feels connected to Lillooet by necessity (road access 12 months per year), but connected to Pemberton by choice (more economic opportunities, closer access in summer) Recognition of connection to Kamloops to east for some St’at’imc communities Some expressed that there is no we; it is us and them There should be a common vision for the region, but it is not achievable now due to lack of history of working together Recognize primary extraction industries (forestry, mining, agriculture) and not just non- consumptive, emerging ones
Table B1: Sub-regional workshops and online surveys results for vision elements Principles Content or Topics Descriptive Working together and Outdoor recreation (24) Sustainable (16) collaboration (22) Partnerships (21) Culture (20) Local (16) Sustain what’s here but don’t Agriculture (21) Skilled (12) grow (1) Tourism (19) Prosperous (10) Gems and rocks (1) Accessible (1) Use of our natural resources (1)
Neither of the draft visions were endorsed; it was agreed that a common vision is not achievable now due to lack of history of working together.
Recommendation: determine whether a common vision exists, including the appropriate geographic boundaries, as part of the proposed economic development service after it has been functioning for 1-2 years.
The following are the results of the priority setting from previous reports, strategies and plans exercise; the top priorities from sub-regional workshops and online surveys were presented at the June 24 workshop, and then further prioritized: . Numerous other plans and economic development initiatives are underway by the six St’at’imc communities . Drop any dreams of re-establishing passenger rail; it is not economical and likely not going to happen
20
Page 220 of 333 Direction Request – Sub-Regional Economic Development (North...
Table B2: Business and Investment Objective Strategy Priority How to make it happen Create an entrepreneurial Host small business workshops in M Partner with St’at’imc Gov environment partnership with First Nations Services, bands Develop a mentorship program M Use local mentors; face to face; young people need this Develop an entrepreneurship M Community Futures has program with school district grants for this Attract investment Improve access (air, road, rail) M Don’t focus on rail; uneconomical Develop a welcoming approach for M Initiate program through new business Chamber of Commerce Grow the population by attracting M George Vanderwolf to head people here for climate, up a committee with District affordability, recreation facilities of Lillooet. Connect with BC Healthy Communities committee in SLRD Area B Create positive climate for Work with known prospective L tourism investment developers Strengthen relationships with L Rocky Mountain Vacations, Chilcotin Holidays
21
Page 221 of 333 Direction Request – Sub-Regional Economic Development (North...
Table B3: Working Together, Partnerships Objective Strategy Priority How to make it happen Form one committee and “move stuff forward;” Create Local Economic inclusiveness essential; Development Working Inclusive working group (St’at’imc related to NEDI Project A; Group and local gov.) to communicate utilize an impartial party to and explore joint opportunities H facilitate Meet regularly to identify partnership opportunities H Related to NEDI Project A Establish community accords or MOUs with St’at’imc communities Enhance partnerships and SLRD, District of Lillooet M Engage big industry players – Tyax, Chilcotin Holidays, Interwest Logging, Aspen Planers, Fort Berens, Blue Goose, Fountainview M Develop and implement a communications plan for ec dev M Enhance ec dev communications through quarterly reports, electronic newsletters, social Use high quality media and Communications media M hire experts Profile small business success stories M Utilize Fraser Basin Council as Re-initiate community to an impartial party to community forums H facilitate
Table B4: Agriculture Objective Strategy Priority How to make it happen Plan finalized; support Support all aspects of the plan; implementation, need people, in particular, small scale food capacity and funds and Support implementation of processing, refrigeration collaboration across all orders Ag Area Plan needed H of government. Ag producers need assistance Support St’at’imc ag business on developing relationships opportunities H with St’at’imc Explore potential for emerging Grow and diversity regional crops (hops, grapes) and mobile Engage with Hooh Hops agriculture abattoir H (Bitterbane)
22
Page 222 of 333 Direction Request – Sub-Regional Economic Development (North...
Table B5: Tourism Objective Strategy Priority How to make it happen Learn from other areas that have grown their tourism Develop a tourism plan; who do sector; utilize newly formed you want to attract? M Tourism Committee Some exist; work with Develop St’at’imc cultural tours Aboriginal Tourism BC; more and Aboriginal tourism M marketing Partnerships with Whistler, Encourage circle tours; more Expand and enhance Pemberton, Gold Country, marketing promotion and tourism products and Kamloops M coordination experiences Area A Trails Committee is underway; market and link Promote outdoor recreation, in outdoor recreation particular in Area A, Bralorne M opportunities on web Develop an RV campground with District of Lillooet is working wastewater disposal, hot showers M on this Retain bus tours in town longer M Visitor Centre/Museum to promote other experiences, stores M Improve first impressions of Lillooet; beautify Beautification committee exists but Remove junk from people’s downtown it needs funds and support M yards through bylaws Chamber of Commerce to deliver; District of Lillooet to Improve business services Host a retail education workshop H investigate funding and grants to tourists (and also Aboriginal Tourism BC delivers residents) for free to First Nations and Deliver WorldHost for local they can invite partners for businesses H free
Table B6: Infrastructure Objective Strategy Priority How to make it happen Upgrading and enhanced maintenance on Road 40 and Continue lobbying Pursue improved Hurley Road H provincial government transportation infrastructure Lobby for passenger rail and bus, and critical visitor services public transportation to Don’t focus on rail; Pemberton and Kamloops M uneconomical Complete an assessment or Improve and develop inventory of telecommunications Done for Area A; needed in telecommunications services M rest of region infrastructure Increase broadband internet Done for Area A; needed in connectivity M rest of region A 15 000 sq ft facility proposed for central Lillooet with a museum, St’at’imc Heritage and gallery, performing arts centre, Learning Centre language laboratory, training Start small, don’t wait for centre, library and conference funding to do the whole centre. L thing
23
Page 223 of 333 Direction Request – Sub-Regional Economic Development (North...
From the sub-regional workshops and online survey, the three most urgent things that need to be undertaken to advance community economic development in the Northern SLRD were identified as: 1. Improve collaboration, cooperation and trust specifically between St’at’imc and non-St’at’imc communities and governments re-initiate community to community forums improve understanding of the different parties implement cultural awareness training cross-region working group 2. Improve communication, dialogue, networking 3. Improve infrastructure and transportation Hurley Road, Road 40 improvements and maintenance public transportation
Recommendations Implement high priority items in Tables B2-B6 above – in particular the Agriculture Area Plan, retail education; refer back to original documents if further detail is needed
Support the implementation of Project A – this will support collaboration, cooperation, trust, communication dialogue and networking opportunities
Re-initiate community to community forums to build relationships between St’at’imc and non- St’at’imc communities and governments
24
Page 224 of 333 Direction Request – Sub-Regional Economic Development (North...
Project C – Community Asset Inventory
7 Introduction
The purpose of a community asset inventory is to identify the current community assets or resources – people, physical structures, organizational infrastructure, and community services - that can be mobilized to help build or rebuild the economics of a community or region. A community asset or resource is anything that can be used to improve the quality of community life.
The objective of this project is to produce a community asset inventory for the District of Lillooet and the SLRD Areas A and B.
8 Methodology
The steps taken to complete the asset inventory are as follows: 1) Analyze existing community asset inventory information to identify strategic gaps, 2) Conduct information gathering on community assets 3) Use a community visioning session and communications tool a to have community members and content or verify 4) Finalize the community asset inventory report after the visioning process is complete.
The information in this inventory was obtained primarily through research, personal interviews and communication with the contact people and organizations identified in the Inventory. Internet research, including community websites research was also utilized. See References.
An extensive catalogue of previous studies, research and process summaries conducted in the SLRD Area A and Area B and/or the District of Lillooet is available on through the SLRD website and was accessed as a source of data for the inventory. (www.slrd.civicweb.net/Documents/DocumentList.aspx?ID=22857)
A community asset inventory for Squamish Lillooet Regional District Area A was prepared in 2012 through the Economic Development Committee of the Bridge River Valley Community Association (BRVCA). Consultation with the SLRD Area A Director indicated that the Association intends to review and update the Asset Inventory for Area A on a biennial basis. It was determined that creating a parallel process was neither productive nor efficient. For that reason, the existing Area A Asset Inventory is included in this report in the References section. Additional Area A information is included in the Demographic Profiles (Section 3) as some Canada Census 2011 data has become available since the publishing of the Area A Report.
Due to a small full-time population, some Area A Census 2011 data was withheld at source. A survey was developed and administered through Survey Monkey, an on-line tool. The BRVCA assisted with the distribution of the survey link to members and residents. Unfortunately, the response rate was too low to consider the results sufficiently accurate to include in this report. As noted in Section 3, Additional demographic profile information can be found in Section 2.0 through 2.1.7, (EDCD Consulting, 2012).
25
Page 225 of 333 Direction Request – Sub-Regional Economic Development (North...
9 Summary & Recommendations
Establishing an asset inventory is a fundamental first step in mobilizing a community to undertake “asset-based community development”. An asset inventory is a dynamic document; without a commitment to update and build on the inventory information, its potential as a tool for community mobilization is unrealized. Therefore this inventory has been indexed and organized to enable updates over time. Community members are significant sources of information on community assets. The process of systematically matching assets with opportunities calls for active public engagement and participatory mapping of the existing and potential relationships between assets.
Because a community development process is asset-based, it is by necessity “internally-focused”. This focus is not intended to minimize either the role external forces can play nor the need to attract additional resources to the community. Rather, this strong internal focus is intended to stress the primacy of local definition, investment, creativity, and control. Thus, one of the central challenges for a community undertaking asset-based community development is to constantly build and rebuild the relationships between and among local residents, local associations and local institutions (Kretzmann & McKnight, 1993). Community residents must be engaged in determining what this asset inventory information means to them and how they want to utilize it. Building strong relationships among the communities’ assets - people, organizations, and institutions – constitutes the second step down the community building path.
Information gaps exist in relation to the assets of the six Northern St’at’imc communities in the study area; additional information may exist for each or all of the communities. It cannot be over-emphasised that the lack of existing communications protocols between communities inhibits the sharing of information and results in lost opportunities for collaborative planning and development opportunities.
A powerful community is a place where all kinds of different work is being done by local residents. Therefore, they create many kinds of associations to do the work; these are not necessarily formal associations with regular meetings and directors. Just as often they are informal associations that are built on relations between individuals and “communities of interest”. Through concerted relationship- building activities, all of the communities within the northern SLRD can build a better understanding of the local economy and where the opportunities lie for increasing the level of income earning economic activity.
Recommendations are as follows: 1) Determine what organization or collaboration between organizations will manage the northern Squamish Lillooet Regional District asset inventory in the long term, with a commitment to update it on a regular basic, at least every four years in conjunction with the Census of Canada.
2) Engage community members in a public process to map the connections between the assets identified in this report; identifying the connections and potential connections will also help identify gaps and opportunities.
3) Undertake a specific and concerted initiative to build respectful and effective Aboriginal/non- Aboriginal relationship between the orders of government: elected officials, staff, community businesses and community members themselves.
26
Page 226 of 333 Direction Request – Sub-Regional Economic Development (North...
9.1 Community Asset Inventory
9.1.1 Geographical location This Asset Inventory encompasses the geographical area defined by the Squamish Lillooet Regional District Areas A and B and the District of Lillooet.
9.1.2 Climate At an elevation of 820 feet (250 metres), the Lillooet area enjoys a semi-arid climate with over 300 hours of sunshine during summer months and fewer than 80 days of precipitation annually, totalling 15 inches (390mm) (www.lillooetbc.com/Visitors/Local-Climate.aspx)
9.2 Communities
9.2.1 Squamish-Lillooet Regional District - Electoral Area A Electoral Area A comprises the basin of the Bridge River Valley above its confluence with the Yalakom River at Moha. Other towns/communities in the area are Bralorne, Gun Lake, and Gold Bridge.
Bralorne is located about 130 km west of Lillooet. Historically a mining community, interest has been renewed in the area, and people are returning using some of the old buildings as recreation properties. An extensive museum of the area (open seasonally) is located in Bralorne.
Gold Bridge is the service and supply centre for the upper basin of the Bridge River Valley, which includes recreation-residential areas at the Gun Lakes, Tyaughton Lake., Bralorne and Brexton. Gold Bridge can be accessed via Highway 40, 105 km west of Lillooet, or via an upgraded backroad from Pemberton and Whistler known as the Hurley Main, which uses a pass at the head of the Hurley River to access the valley of the upper Lillooet River north of Pemberton.
Gun Lake is an unincorporated community located 12 km northwest of the community of Gold Bridge., with a significant non – resident summer population it constitutes one of the main communities of the Bridge River Valley.
9.2.2 Squamish-Lillooet Regional District - Electoral Area B Electoral Area B comprises the basin of the Bridge River below its confluence with the Yalakom River at Moha, the valley of Seton and Anderson Lakes (excepting D'Arcy), and the rest of the upper portion of the SLRD surrounding Lillooet and adjoining parts of the Fraser Canyon.
Seton Portage is located about 25 km west of Lillooet, located between Seton Lake and Anderson Lake. There are two First Nations communities, comprising several individual Indian reserves of the Seton Lake First Nation, at either end of the Portage, with the intervening area and some of the Anderson Lake shoreline taken up by a residential and recreational community.
Squamish-Lillooet Regional District is a local government federation delivering a range of regional, sub- regional and local services to approximately 38,000 residents living in four member municipalities (Lillooet, Pemberton, Whistler, Squamish) and four unincorporated electoral areas (A, B, C, D).
27
Page 227 of 333 Direction Request – Sub-Regional Economic Development (North...
Squamish Lillooet Regional District 1350 Aster Street PO Box 219 Pemberton BC V0N 2L0 T: (604) 894 6371 F: (604) 894 6526 Toll Free: 1 800-298-7753 www.slrd.bc.ca/
9.2.3 District of Lillooet Lillooet is an incorporated municipality (since 1946) located in Area A of the SLRD and is the only incorporated community in Areas A and B. As of the 2011 census, the District of Lillooet had a population estimate of 2,322 people. Lillooet serves as the primary retail and business centre for the region, with an estimated service area draw of 5000.
District of Lillooet 615 Main Street PO Box 610. Lillooet BC V0K 1V0 T: (250) 256 4289 F: (250) 256 4288 www.lillooetbc.ca/
9.3 First Nations Communities The St'át'imc are the original inhabitants of the territory which extends north to Churn Creek and south to French Bar; northwest to the headwaters of Bridge River; north and east toward Hat Creek Valley; east to the Big Slide; south to the island on Harrison Lake and west of the Fraser River to the headwaters of Lillooet River, Ryan River, and Black Tusk.i The following six bands speak the upper dialect of the St’át’imc language and are neighbors to the District of Lillooet.
9.3.1 Sekw'el'wás - Cayoose Creek Band Located next to Lillooet, Sekq’el’wás has 720.1 hectares of reserve lands and 194 members. PO Box 484 Lillooet BC V0K 1V0 T: (250) 256 413 F: (250) 256 4138
9.3.2 Xwisten - Bridge River Indian Band Located 17 km north of Lillooet, Xwisten has 4699.4 hectares of reserve lands and a membership of 432. PO Box 190, Lillooet BC V0K 1V0 T: (250) 256 7423 F: (250) 256 7999 www.xwisten.wordpress.com
9.3.3 T'ít'q'et First Nation (formerly Lillooet Indian Band) Located next to the village of Lillooet, T'ít’q’et has a population of 394 members and 1497.8 hectares of reserve lands. PO Box 615 Lillooet BC V0K 1V0 T: (250) 256 4118 F: (250) 256 4544 www.titqet.org
28
Page 228 of 333 Direction Request – Sub-Regional Economic Development (North...
9.3.4 Ts'kw'aylaxw - Pavilion Indian Band Located 36 km north of Lillooet, Ts’kw’aylaxw has a reserve size of 2127 hectares and 543 members. PO Box 2200, Lillooet BC V0K 1V0 T: (250) 256 4058 F: (250) 256 4058 www.tskwaylaxw.com
9.3.5 Xaxli’p 15 km east of Lillooet, Xaxli’p has a reserve size of 1581.6 hectares and 981 members. PO Box 1330 Lillooet BC V0K 1V0 T: (250) 256 4800 F: (250) 256 4803 www.xaxlip.ca
9.3.6 Tsal’alh - Seton Lake Indian Band Located along the shores of Seton and Anderson Lakes, Tsal’alh has a membership of 630, with approximately 320 members living on reserve. Site-3 PO Box 76 Shalalth BC V0N 3C0 T: (250) 259 8227 F: (250) 259 8384 www.tsalalh.net
9.4 Economic Base
9.4.1Tourism Tourism is an increasingly viable industry in the region. The region’s climate and landscape provide for a variety of recreational activities and the area’s rich cultural history provide for additional tourism opportunities. Tourism-related jobs in the region doubled from 2001-2006 (EPI Ecoplan International, 2008a, p.15). The region hosts 5 private campsites with 153 sites for tents or RVs and an additional 100 plus camping sites located in provincial parks (ibid., p.22). Accommodation is also available in hotels, motels, B & Bs, and area lodges; in Lillooet approximately 147 rooms are available (ibid., p.22). Thirteen tour operators offer services to tourists and there are over ten tourism related business operating within the District of Lillooet (ibid., p.22).
BC’s Aboriginal-operated and -supported tourism vision has enormous appeal to travelers from all over the globe. According to an 2013 report by Simon Fraser University’s Centre for Tourism Policy and Research, an estimated 3.7 million tourists wish to experience some form of Aboriginal as part of their trips to BC. St’at’imc First Nations have developed tourism products that share their history, art, culture and lifestyle, including a guided cultural tour of a replica Sheesh'kan, or pit house, visits to an active archeological site and demonstrations of traditional fishing along the Fraser River.
9.4.2 Agriculture The Lillooet region is currently seeing a shift from traditional agricultural towards specialized farming with an emphasis on organic and small-scale production. In 2008 it was estimated that agriculture supported approximately 400 jobs and generated $5 million in after-tax income (ibid. p.5).
29
Page 229 of 333 Direction Request – Sub-Regional Economic Development (North...
Viticulture (wine grape production) is increasing in the area. The region was the site of an intensive study from 2007 to 2011 entitled “Climate and Feasibility Assessment of Growing Wine Grapes in the Lillooet –Lytton area” (Vielvoye and BC Grapegrowers Association, 2007). Fort Berens Estate Winery, the region’s first commercial vineyard, is currently operating in Lillooet BC and has six varieties of wine grapes growing on 20 acres of land; the company plans to expand production to an addition 20 acres in the future (http://www.fortberens.ca). Availability and affordability of land, as well as the region’s warm climate, increase the viability of agricultural activities for local producers.
9.4.3 Forestry The Lillooet Timber Supply area (TSA) covers approximately 1.12 million hectares and is administered by the Cascades Forest District out of Merritt, BC. Effective May 1, 2009 the annual allowable cut in the region is 570,000 cubic metres. As of 2009, approximately 22 percent of the total TSA, or 250,000 hectares was considered suitable for timber harvesting. It was predicted that the Mountain Pine Beetle would have a significant impact on the TSA, anticipating mortality of 80% for the region’s mature pine by 2012. Having now run its course, the impacts of the Mountain Pine Beetle are being felt in resource dependent communities, with Lillooet being no exception. Harvesting remains the region’s main forestry activity with local processing opportunities having dissipated in recent years.
St’at’imc communities are involved in forest stewardship that aligns with cultural values and practice. The Xáxli’p Community Forest was established in 2011; it encompasses 23,265 hectares of the Fountain Valley, including side drainages. Managed by the Xáxli’p Community Forest Corporation, the Forest Stewardship Plan for the area was approved by the Minister of Forests in 2012. Xáxli’p (formerly known as Fountain First Nation) are a St’at’imc community who employ an eco-cultural approach to forest stewardship, managing forests for long-term forest health and habitat restoration.
9.4.4 Mining Bralorne Gold Mines Ltd has acquired the site of the historic Bralorne mine, near Goldbridge, BC, once the most prolific gold mine in British Columbia. The company is currently processing gold and silver from the Bralorne site and is pursuing exploration and potential increased development at neighbouring King and Pioneer mines. The mine currently employs approximately 50 people from the local area and proposes that this number will increase as the mine expands. The company also states that it spends over $1 million annually purchasing from local suppliers and provides donations to support local organizations (www.bralorne.com/s/responsibility.asp).
In Pavilion, Graymont Western Canada Inc. operates the Pavilion Plant, producing lime and limestone products at a production capacity of 235,000 tons annually. The plant is located on the lands of the Ts’kw’aylawx First Nation (Pavilion) who, under the First Nations Land Management Act, have leased the land to Graymont to continue operations until 2045. The company hires local people and invests approximately 2 million dollars into the local economy annually (www.graymont.com/releases_04_15_05.shtml).
30
Page 230 of 333 Direction Request – Sub-Regional Economic Development (North...
9.5 Demographic Profile The following information is based on Statistic Canada 2006 and 2011 Census figures and is organized by Electoral Area. Additional demographic profile information can be found in Section 2.0 through 2.1.7, of the Economic Development Assessment, Strategy and Action Plan, December 2012.
Table C1: Population Community/Area 2006 2011 Change District of Lillooet 2,111 2,065 -2.0% Squamish Lillooet Area A (including the unincorporated communities of Gun Lake, Gold Bridge and Bralorne) 207 225 8.2% Squamish Lillooet Area B (including the unincorporated community of Seton Portage) 575 360 -37.6% Northern St’at’imc 2,650 3,200 21%
Table C2: Age and gender
Age Characteristics Lillooet SLRD Area A SLRD Area B “Total” is rounded up to the nearest Total M F Total M F Total M F increment of 5 Total - All persons 2,065 1040 1,025 230 130 100 365 195 160
Age 0-4 90 40 45 10 5 5 15 10 5
Age 5-14 245 135 115 20 10 10 35 20 15
Age 15-19 120 65 55 15 5 10 25 15 10
Age 20-24 90 45 45 5 0 5 10 5 5
Age 25-44 435 205 230 55 35 25 55 25 20
Age 45-54 340 180 160 35 25 10 60 30 30
Age 55-64 360 180 180 35 20 15 90 55 35
Age 65-74 225 120 105 35 25 10 60 30 30
Age 75-84 125 60 65 20 10 10 10 5 5
Age 85 + 35 10 25 0 0 0 5 0 5
Median age of the 42.6 45.6 46.8 46.7 51.5 44.5 52.9 52.8 53 population
31
Page 231 of 333 Direction Request – Sub-Regional Economic Development (North...
Table C3: Income Household income Lillooet SLRD Area A* SLRD Area B
Average family size 2.8 2.5 3
Average after-tax family income 68,911 54,430 na
Composition of total income in 2011 of population 15 years and over
Wages and salaries (%) 70.1 na 39.4
Self-employment income (%) 1.2 na .07
Investment income (%) 2.3 na 2.3
Retirement pensions, superannuation and annuities (%) 6.5 na 35.8
Government transfer payment (%) 19.2 na 16
Canada/Quebec Pension Plan benefits (%) 5.4 na 6.1
Old Age Security and guaranteed Income supplement (%) 5.8 na 2.1
Employment Insurance benefits (%) 2.0 na 0
Child benefits (%) 1.5 na 2.2 * Stats Can data withheld at source
32
Page 232 of 333 Direction Request – Sub-Regional Economic Development (North...
10 Business Community
The Lillooet and District Chamber of Commerce is the primary support service organization for the District of Lillooet and Area B. It provides a range of benefits and services to members, including access to extended health and dental plans. The Chamber represents and promotes the business community on the Chamber’s business directory page, gets involved in community-improvement projects, and supports tourism initiatives. The Chamber also offers discounts to members with many service organizations including insurance providers, bank merchant services, gas companies, energy programs, and government services.
Lillooet and District Chamber of Commerce PO Box 650 Lillooet BC V0K 1V0 T: (250) 256 3578 www.lillooetchamberofcommerce.com
The business community is also supported by the following organizations and agencies:
The District of Lillooet - maintains a list of all licensed businesses within its boundaries
The Bridge River Valley Community Association - undertakes planning and implementation of activities directed at the economic sustainability of the Bridge River Valley T: (250) 238 2532 www.brvca.ca
First Nations Development Corporations
11 Community Infrastructure
11.1 Transportation
11.1.1 Road Maintenance The District of Lillooet maintains 52 km of roads. All other roads and bridges are under contract to the Ministry of Transportation and Highways. Interior Roads Ltd. (based in Kamloops) manages the contact for Highways 12 and 99. For more information please visit Interior Roads Services Ltd www.interiorroads.com/. The Lillooet Municipal Works Department is located at 615 Main Street. T: (250) 256 4289
11.1.2 Highways Located at the junction of Highway 99 North, Highway 12, and Highway 40, Lillooet is centrally located and offers paved access south to Lytton and the Trans-Canada Highway via Highway 12 and west to Gold Bridge on Highway 40. Highway 12 provides access from the south into Lillooet and is also known as the Lytton-Lillooet Highway. Highway 99 runs west from the Cariboo Chilcotin Highway through to Vancouver and is also referred to as the Duffy Lake Road.
33
Page 233 of 333 Direction Request – Sub-Regional Economic Development (North...
11.1.3 Rail Lillooet Railway Station is a former BC Rail Station and is served daily by the Koaham Shuttle which travels along the shores of Seton Lake. The Kaoham Shuttle offers charter service, sightseeing tours, and a daily run to nearby communities of Shalalth, D'Arcy and Seton Portage.
11.1.4 Air The District of Lillooet owns and operates the Lillooet Municipal Airport located at 325 Jones Road on the East side of the Fraser River. The runway is approximately 1216 m long and 21 m wide with a clearing of 15 m and can accommodate an 18,144 kg plane. The services provided by the Lillooet Municipal Airport are: fuel sales, tie downs, pilot lounge, and two trailer pad rentals.
11.1.5 Taxi Services Mile-O-Taxi & Charters (250) 256 7706 Hilltop Taxi (250) 256 0450 Triple K Transport (250) 256 7418
11.1.6 Courier Services Canada Post - 627 Main St (250) 256 7224
11.1.7 Bus BC Transit Corporation operates buses daily from Lillooet to: Pavilion, Cache Creek, Savona, and Kamloops. For individuals with mobility difficulties, a special HandyDART service is available. Health Connections - Lillooet and surrounding communities have access to the Health Connections, a service that provides transportation options to access non-emergency medical appointments.
11.2 Communication
11.2.1 Newspapers Bridge River Lillooet News: The sole newspaper in Lillooet and is located at 979 Main Street (250) 256 4219. Margaret (Ma) Murray and her husband, George Murray, established the Bridge River-Lillooet News in 1934.
11.2.2 Community Newsletters Xaxli’p Community Newsletter: Xaxli'p, formerly known as Fountain Band, is a First Nations government located about 10 15 km from the Village of Lillooet on Highway 99 North. Xaxli'p is a member of the Lillooet Tribal Council. This newsletter has been published monthly since 2008. To contact call (250) 256-4800.
Xwisten Newsletter: The Xwisten community is located 9 km northwest of the town Lillooet. The Bridge River Indian Band is affiliated with the Lillooet Tribal Council and the St’át’imc Chiefs Council. The Xwisten Newsletter is published monthly. To contact call (250) 256-7423.
34
Page 234 of 333 Direction Request – Sub-Regional Economic Development (North...
St’át’imc Unified Press: A monthly newsletter issued by the St’át’imc Nation. Available via the St’át’imc blog at www.statimc.posthaven.com
11.2.3 Radio Lillooet Camelsfoot T.V. and Radio Association has obtained authority from the CRTC to broadcast English-language low-power community radio station CHLS-FM, 100.5. Radio Lillooet is a small non- profit community-based radio station on air since 2000 and brings voices from the community to Lillooet and its outlying area, celebrating the joys of small-town life. (250) 256 4863.
CBC Radio One (92.7-FM) is an English-language public news and information radio network of the publicly owned Canadian Broadcasting Corporation. It is commercial-free and offers both local and national programming.
11.2.4 Telephone Telus is the provider of landline service 1-877 809 8902. VirtualHelp Electronics is located at 19-155 Main Street and provides cell phone and computer needs. To contact call (250)256 0131.
11.2.5 Internet Services Lytton Area Wireless Society is a limited internet service provider of for rural areas surrounding Lillooet (250) 256 0008 Shaw offers DSL internet service in the Lillooet area 1 800 472 2222 Telus is an internet provider in the Lillooet area 1 877 809 8902
11.2.6 Public Internet Access Lillooet Library, 930 Main Street (250-256-7944) Lillooet Visitor Centre, 790 Main Street (250-256-4308) D'Oro Coffee Lounge, 639 Main Street (250-256-2255) Royal Canadian Legion-Branch 66, 737 Main Street (250-256-7332)
11.2.7 Television Shaw is a television service provider in the Lillooet area 1 800 472 2222 Telus is a television provider in the Lillooet area 1 877 809 8902
11.3 Utilities BC Hydro (1-800-224-9376) Fortis BC (1-800-224-2710)
35
Page 235 of 333 Direction Request – Sub-Regional Economic Development (North...
11.4 Recycling & Waste Management Lillooet Recycling Landfill is located at 405 Landfill Road, Lillooet BC and is operated by the SLRD. A detailed listing of what can be recycled there is found at: http://slrd.iwebez.com/files/%7BD3416FBA-47D0-443C-B027- C469135CABB6%7DLLF%20Recycling%20Green%202014%20.pdf
Lillooet Feed Garden and Floral Bottle Recycling - Alcohol Only Hours of Operation: Monday - Saturday 9:00 AM - 4:30 PM
BC Liquor - Old Mill Plaza Bottle Recycling - Alcohol Only. Note Monday- Saturday daily limit: 4 dozen per person. Hours of Operation: Monday - Thursday, Saturday: 10:30 AM - 6:00 PM (Friday: 10:30 AM - 8:00 PM)
The Country Store Bottle Recycling - Accepts water, pop, juice bottles and cans, juice cartons, and newspapers. Hours of Operation: Monday - Saturday 9:00 AM - 4:00 PM
Rev-It-Up Accepts outdoor power equipment. Hours of Operation: Monday - Friday 8:00 AM to 6:00 PM Saturday 9:00 AM - 4:00 PM
11.5 Provincial Government Services Service BC Centre is located at Suite A - 639 Main Street and provides frontline government services and information. (250) 256 7548
Conservation Office is located at 615 Main Street. The Conservation Officer Service is a public safety provider focused on natural resource law enforcement and human wildlife conflicts prevention and response. (250) 256 4636
11.6 Education
11.6.1 Administration Lillooet is part of School District 74 (Gold Trail) and is administered from the school district office located at 351 6th Avenue Lillooet BC V0K 1V0 (1-855-453-9101).
11.6.2 Early Childhood Lillooet Infant Development Program (IDP) is located at 951 Murray Street. The program helps parents to make the best use of available services and to increase their knowledge about growth and development. (250)256 7877
36
Page 236 of 333 Direction Request – Sub-Regional Economic Development (North...
Children & Family Development Ministry of Children and Family Development (MCFD) is located at 514 Main Street and the child protection staff are supported by the provincial office of the Child Protection Division. (250) 256 2710
11.6.3 Primary Cayoosh Elementary School serves both primary and intermediate students from grades k-7 351 6th Avenue PO Box 649 Lillooet BC, V0K 1V0 T: (250) 256-4212
George M. Murray Elementary serves both primary and intermediate students from grades k-7 281 Hollywood Crescent PO Box 968 Lillooet BC V0K 1V0 T: (250)256-7543
11.6.4 Secondary Lillooet Secondary is the only secondary school in Lillooet and serves students grades 8-12 920 Columbia Street Lillooet BC VOK 1V0 T: (250)256-4274
11.6.5 Private Fountainview Academy is operated by the Seventh-day Adventist Church, Fountainview Academy is an international private school and organic farming experience. 7615 Lytton-Lillooet Hwy Spences Bridge BC V0K 1V0 T: (250) 256-5400
11.6.6 Post-Secondary Thompson Rivers University satellite campus offers post-secondary programs. 10-155 Main Street Lillooet BC V0K 1V0 T: (250) 256-4296
11.6.7 First Nations Education Upper St'at'imc Culture, Language and Education Society offers St'at'imc cultural and educational programming. 650 Industrial Place PO Box 1428 Lillooet BC, V0K 1V0 T: (250) 256-7523
37
Page 237 of 333 Direction Request – Sub-Regional Economic Development (North...
Ski'l Mountain Community School on Ski'l Mountain, Shalalth, BC. Run in partnership between Seton Lake Band and the Gold Trail School District 74; includes a preschool program up to Grade 12, teaching local culture and language as well as the BC provincially mandated curriculum.
School District 74 400 Hollis Road PO Box 250 Ashcroft, BC V0K 1A0 T: (250) 453 9101, Toll-free: 1-855-453-9101
Tsal’alh - Seton Lake Indian Band Site-3 PO Box 76 Shalalth BC V0N 3C0 T: (250) 259 8227
11.6.8 Adult Education Lillooet Adult Learning Center serves the needs of students 16 years of age and older who wish to complete secondary school graduation or upgrade skills for post-secondary options. 76 5th Avenue PO Box 40 Lillooet BC V0K 1V0 T: (250) 246-4745
Lillooet Learning Communities Society has been serving the community since 1999 and supports, encourages, and enhances learning opportunities in the area by sponsoring and co-sponsoring workshops directed at building a stronger community. The Board of Directors has equal participation between First Nation and non-First Nation directors. (250) 256 0682
11.6.9 Parent Advisories Cayoosh Parents Advisory Committee (250-256-4212) Lillooet Secondary School Parent Advisory (250-256-4274) 11.7 Community Services
11.7.1 Financial Interior Savings Credit Union & ATM 674 Main Street Lillooet BC V0K 1V0 T: (250) 256 4238
Canadian Imperial Bank of Commerce (CIBC) 649 Main Street Lillooet BC V0K 1V0 T: (250) 256 4221
Community Futures Thompson Country Suite 230-301 Victoria Street Kamloops BC V0C 2A3 T: (250)828 8772 Toll free: 1 877 335 2950
38
Page 238 of 333 Direction Request – Sub-Regional Economic Development (North...
11.7.2 Employment The Lillooet Employment Service Network consists of programs/organizations working together to deliver the Employment Program of BC (EPBC) at the WorkBC Employment Services Centre in Lillooet including: The Open Door Group in Lillooet administers the WorkBC Employment Centres program on behalf of Community Futures Thompson Country. 639B Main Street Lillooet BC V0K 1V0 T: (250) 256 7758
Lillooet Friendship Centre Society 357 Main Street Lillooet BC V0K 1V0 T: (250) 256 4146
11.7.3 Culture The Lillooet Visitor Centre and Museum is situated downtown in a former Anglican Church, St. Mary the Virgin. The museum features First Nations artifacts and Gold Rush era relics. 790 Main Street Lillooet BC T: (250-256-4308) The Lillooet Public Library is run by the Lillooet Area Library Association 930 Main Street Lillooet BC T: (250-256-7944).
The District of Lillooet Recreational, Educational and Cultural Centre offers a variety of services and facilities including: a 25 m indoor pool, sauna and hot tub, a fully equipped cardiovascular and weight training gym, squash court, climbing wall, full size gymnasium, an outdoor playfield with a playground, and a 85' x 200' arena with concession and mezzanine. 930 Main Street PO Box 610 Lillooet BC V0K 1V0 T: (250) 256-4037
First Nations cultural centres are listed in section 13.4
11.7.4 Emergency Lillooet Fire Department (Non-emergency calls 250-256-7222)
911 Service
Bralorne Volunteer Fire Department (Bralorne Fire Protection Service - Electoral Area A) Chief: Nigel Hopp [email protected] 3155 Pioneer Highway Bralorne BC T: (250) 238-0170
39
Page 239 of 333 Direction Request – Sub-Regional Economic Development (North...
Gun Lake Fire Protection Society (Gun Lake Fire Protection Service - Electoral Area A) [email protected] www.gunlakefire.ca T: (250) 238-2560
Seton Valley Volunteer Fire Department (Seton Portage / Shalalth Fire Protection service - Electoral Area B) Chief: Frank Richings [email protected] T: (250) 259-8239
Lillooet and District Rescue Society [email protected] T: (250) 256 0191 www.embc.gov.bc.ca/em/index.html
11.8 Seniors
11.8.1 Housing McLean Manor/ Red Rock Manor: McLean Manor is an affordable housing development providing eight apartments of modular housing to seniors and people with disabilities. The development consists of two buildings with four apartments each and is directly managed by the Province through BC Housing. This development is adjacent to the existing Red Rock Manor, which provides 22 apartments of seniors housing and is also directly managed by BC Housing. 1011 Ray Street Lillooet BC V0K 1V0 T: (250) 256-2196
11.8.2 Activities Lillooet Seniors Drop In Centre: For seniors over 50. There is no charge but seniors are encouraged to purchase an annual membership fee for $10.00. Activities include: bridge, crib and other card games, crossword puzzles, board games, crafts, dinners, dancing, art, movies, shuffleboard, monthly birthday teas, potluck dinners, special events, fun competitions, tai chi classes, and free computer and internet training. Catholic Church Hall Suite 30 - 11th Avenue Lillooet BC V0K 1V0 T: (250) 256-0402
Carpet Bowling Mondays and Thursdays at the gymnasium or mezzanine at the Lillooet and District Recreation Centre
Playing Cards Cribbage on Mondays and bridge on Fridays at the Red Rock Manor Red Rock Manor 1011 Murray Street Lillooet BC
40
Page 240 of 333 Direction Request – Sub-Regional Economic Development (North...
11.9 Youth The Lillooet Recreation, Education and Cultural Centre offers a variety of services and facilities for youth and families including: 25 m indoor swimming pool, sauna & hot tub; 85' x 200' arena with concession and mezzanine; fully equipped fitness facility with cardiovascular and weight training equipment; squash court; climbing wall; full size gymnasium; commercial kitchen; 3 meeting rooms; outdoor playfield with playground; full catering & vending services; variety of workshops & programs; a public library & licensed daycare are also on site. 930 Main Street Lillooet BC V0K 1V0 T: (250) 256-7527
Lillooet Area Library Association Youth Night is on Mondays from 5pm - 7pm. Activities include games, movies, computer time, reading, crafts, cooking, or just hanging out at the library. The youth and staff decide on the activities for each month. The REC Centre contributes the use of the gym for pickle-ball and other games. This is a program for youth 11 – 14 years of age. 930 Main Street Lillooet BC V0K 1V0 T: (250) 256-7944
12 Health Care
The District of Lillooet and SLRD Area B are part of the Interior Health Region which serves the Thompson, Cariboo, and Shuswap.
12.1 General Health Services Interior Public Health – Lillooet Branch Office: Public Health programs focus on the promotion of health, prevention of disease and injury, and protection of the environment. Programs and services are offered at the individual, group and community levels and in a variety of sites (homes, schools, care facilities, workplaces, health units etc.) Programs include: o Prenatal and postpartum o Infant and child ages 0-5; school o Teen o Adult and senior o Educational resources o Facilities licensing o Environmental Health Interior Public Health 951 Murray Street (Hospital Site) Bag 700 Lillooet BC V0K 1V0 T: (250) 256-1314
Lillooet Hospital & Health Centre: Emergency Services are available at the Lillooet Hospital 24 hours per day. Other services include: acute care, surgical services, medical imaging, laboratory, dietician service/diabetes educator, mental health and addition service, home and community care, home support, adult day care, support living, residential care. 951 Murray Street
41
Page 241 of 333 Direction Request – Sub-Regional Economic Development (North...
Bag 300 Lillooet BC V0K 1V0 T: (250) 256-4233 www.lillooetbc.com/Residents/Health-Services.asp
The Lillooet Medical Clinic has 4.5 full time physicians – includes one surgeon and one anesthetist. The office is set up to provide comprehensive care for all aspects of family medicine, including obstetrics. Patients are referred to appropriate specialists when another opinion or special procedure is required. Suite 107 – 8th Avenue PO Box 850 Lillooet BC V0K 1V0 Telephone: (250) 256-7505
Lillooet Wellness Centre: The Lillooet Spa and Wellness Centre provides both therapeutic and relaxing health-related services and products. The Centre employs three registered massage therapists, a registered acupuncturist and a clinical counsellor. They accept doctor referrals, extended health benefits, CINUP for Indian Band Employees and MSP Premium Assisted Benefits. 836 Main Street Lillooet BC V0K 1V0 T: (250) 256 2156
12.2 Dentistry Lillooet Dental Clinic Services available include: o General family dentistry o Crown and bridge including lumineers o Complete and partial dentures o Invisalign orthodontics o Root canal therapy o Preventive care o Treatment of gum disease o Tooth whitening Suite 119 - 8th Avenue Lillooet BC V0K 1V0 T: (250) 256 4616
42
Page 242 of 333 Direction Request – Sub-Regional Economic Development (North...
12.3 First Nations Health
Lillooet Health Centre 296 Main Street PO Box 131 Lillooet BC, V0K 1V0 T: (250) 256-7017
Public Health and Community Health for First Nations on Reserve:
Rose Casper Healing Centre 579 Ski’il Mountain Road Shalath BC T: (250) 259-8433
Xaxli'p Health Centre Fountain Valley Road T: (250) 256-7955
Lillooet Friendship Centre 357 Main Street PO Box 2170 Lillooet BC V0K 1V0 T: 250 256 4146
Programming includes: Healthy Options: A community health initiative that provides opportunities for community members to experience programs and services that impact personal health.
Addiction Services: Primary and tertiary services that include: one to one sessions, group sessions, referrals to treatment, and community education.
Lillooet Food Bank Services: The Lillooet Food Bank at the Lillooet Friendship Centre is registered with the Provincial and National Food Bank affiliates and provides supplementary and emergency food supplies to those in need. Service is available to individuals and families and is free of charge and open to the community at large.
Victims Assistance, Safe Home, and Trauma Counseling Services: All social health programs operate at an office, home visit, and crisis level and offer one to one sessions, group sessions, and provide services across a wide geographical area.
The Family Place: The Family Place has a number of family, early childhood development programs, infant development, infant message, moving and growing classes, birthing support (Dula), and pre- natal classes.
43
Page 243 of 333 Direction Request – Sub-Regional Economic Development (North...
Health Connections – Lillooet & Lytton Transit System: Transit services from Lillooet to Kamloops BC to increase access for residents to non-emergency medical appointments.
12.4 Emergency Health Services
Lillooet Hospital and Health Centre: 24 hour emergency services 851 Murray Street Lillooet BC V0K 1V0 T: (250) 256 4233
BC Ambulance: For medical emergencies T: (250) 256 7111
13 Community Life
13.1 Faith-Based Organizations St Andrew's United Church 577 Main Street (250) 256 7037 Seventh-day Adventist Church 7615 Lytton-Lillooet Hwy 12 (250) 256 7184 Jehovah's Witnesses 560 Hwy 12 (250)256 4224 Lillooet Gospel Chapel 1147 Main Street (250) 256 7655 St. Johns Roman Catholic Church 1116 Main Street (250) 256 4564 Lillooet Christian Fellowship 478 Hollywood Crescent (250) 256 7913 Lillooet Native Fellowship 357 Main Street (250) 256 7709 Religious Society of Friends (Quakers) (250) 256 7178
13.2 Voluntary Organizations Lillooet Beautification Committee is a group of volunteers that works to enhance the appearance of the downtown area. The Committee began in 1998 and their first project was planting trees along Main Street. T: (250) 256 7424
Lillooet Farmers Market is held every Friday morning, May through October at 626 Main Street in Lillooet. T: (250)256 1547
Lillooet District Historical Society operates the Lillooet Museum and Visitor Centre. 790 Main Street Lillooet BC V0K 1V0 T: (250) 256 4308
Lillooet Music Society is a small organization dedicated to providing a variety of quality entertainment. The Society was formed in the fall of 1995 and became registered as a non-profit organization in 2005. T: (250) 256 0615
44
Page 244 of 333 Direction Request – Sub-Regional Economic Development (North...
Lillooet Restorative Justice Program provides an alternative to the formal court system through provision of community justice forum opportunities and has been operating in the community since 2001. T: (250) 256 0683
Alternatives to Violence Program is a volunteer-run conflict transformation program. This program consists of three-day workshops hosted by volunteer facilitators. T: (250-256-7178)
13.3 Service Clubs & Societies Lillooet Lions Club Society aims to meet the needs of the community by raising money for: sight, hearing and speech conservation, diabetes awareness, youth outreach, international relations, environmental issues, and other programs. 737 Main Street Lillooet BC T: (250-256-4014)
The Order of the Eastern Star Chapter #94 is a Freemasonry – related organization open to both men and women. The order is based on teachings from the Bible, but is open to people of all religious beliefs. T: (250-256-4563)
Royal Canadian Legion Branch 66 is an organization committed to veterans, their families, and the communities they call home. 737 Main Street Lillooet BC T: (250-256-7332)
Ladies Auxiliary to Royal Canadian Legion T: (250-256-4647)
Lillooet Naturalist Society promotes the enjoyment and understanding of nature by their members and the public, establishes protected natural areas, and promotes and engages in the funding and research needed for protecting the integrity of all natural ecosystems. www.lillooetnaturalistsociety.org
BPO Elks No.467 920A and is a The Elks of Canada is the largest, all-Canadian, fraternal organization that was founded in British Columbia in 1912. The Elks motto is “Promoting and Serving Community Needs”. In 1998 the Elks opened their doors to both men and women. 920A Moha Road Lillooet BC T: (250-256-7435)
13.4 First Nations Service Organizations Lillooet Friendship Centre offers victim assistance programs, addiction treatments, addiction services, and a food bank program. 357 Main Street Lillooet BC T: (250-256-4146)
45
Page 245 of 333 Direction Request – Sub-Regional Economic Development (North...
Uxwalmixw Centre Society offers a gathering place for celebrations (weddings, funerals and drumming). The society runs the horticulture program and hires students for summer employment. All the vegetables and fruit grown through the horticulture program is given to the elders. Any extra fish people catch can be brought to the center and it is canned for the elders and for special events. 10 Paul Street Lillooet BC T: (250-256-0101)
The Stl'atl'imx Tribal Police evolved from a security program implemented by the Lillooet Band Council in 1986. Under this program, security personnel patrol reserve areas, engage in preventative and peacekeeping work, and report criminal activity to the RCMP as appropriate. 879 Main Street Lillooet BC T: (250-256-7784)
Lillooet Tribal Council is the official English name of the largest tribal council of what is also known as the St'at'imc Nation, though does not include all governments of St'at'imc peoples. 80 Seton Lake Road Lillooet BC T: (250 256 7506)
13.5 Festivals and Events The Apricot Tsaqwem Festival is an annual event held in July. It is named for the apricots and Tsaqwem (a local First Nations word for "Saskatoon berry") which ripen in the Lillooet area during the summer and is celebrated with free music, street dances, wine tasting, games, races, golf, local indigenous culture, and more.
Annual Lillooet Beer and Wine Fest is hosted by The Lillooet Beer & Wine Association in the fall. The event features arts and crafts market, beer & wine garden, live music, and food.
The Miyazaki House is used for community events and local artwork display. It is also open as a Heritage House Tuesday to Saturday from 10-4 for free tours.
Salmon In The Canyon Festival is an annual family event featuring a salmon BBQ and showcasing local produce, music, hands-on games and activities, salmon mini-golf, garbage/weed reuse costume contest, art and craft demonstrations, and information booths. This event is hosted by Cayoose Creek and the Lillooet Naturalist Society.
Walking with Smolts Community Celebration takes place in April when the young salmon are leaving their natal streams to make the journey to the ocean. They will not be back for a few years and school-aged children and youth take an Interactive Walk along a trail to the Fraser River on a visual journey full of adventure. The event is hosted by Lillooet Naturalist Society, Lillooet Salmon Talks, Sekw'el'was, Splitrock Environmental, community volunteers, and other local organizations.
Annual Bike Rodeo is a free event that takes place at the Recreation Centre. Contestants decorate their bikes and can have their bikes and helmets inspected for safety. This is a free event for children ages 6-12.
The Sturgeon Derby takes place in July and includes a fishing derby, a dinner and many prizes.
46
Page 246 of 333 Direction Request – Sub-Regional Economic Development (North...
13.6 First Nation Culture and Events The Ucwalmicw Centre is founded upon principles of healthy and strong communities and the upholding of cultural values and identity. As a native cultural, educational, ecological, and arts organization, the Centre takes a lead role in the movement for sustainable community development and strengthening of indigenous knowledge and traditional pathways. T: (250 256 0101)
The Upper St’át’imc Language, Culture and Education Society operates the the St'át'imc Cultural Experiences Project. This project was created to provide visitors from far and near with the opportunity to participate in an authentic St'át'imc experience. T: (250 256 7523)
The St'át'imc Heritage and Learning Centre is dedicated to the ancestors, and, with deep respect, to the Elders, who, by sharing their wisdom and leadership, provide the knowledge, skills and values that have assured and will continue to assure the vibrancy of the St’át’imc culture. T: (250-256-7119)
Splitrock Environment is an award-winning Aboriginal business, owned by the St’at’imc community of Sekw’el’wás that specializes in ecological stewardship, environmental monitoring, native plant propagation and ethnobotany. Their environmental services include habitat, fish and wildlife inventory, mapping and monitoring. They also offer Splitrock SEKW'EL'WAS Environmental and Cultural Tours. 814 Highway 99 Lillooet BC T: (250-256-3109)
St'át'imc Cultural Experiences is located at, and offers spawning channel tours and salmon educational tours. 650 Industrial Place Lillooet BC T: (250-256-0673)
Xwisten Experience Tours offers archaeological pit house and fishing tours. T: (250-256-7844)
13.7 Sports Lillooet has several hockey leagues: The Lillooet Men's Rec Hockey League, The Lillooet Oldtimer's Hockey League, and The Lillooet and District Minor Hockey Association.
The Lillooet Memorial Curling Club has four sheets of jet ice, a bar and lounge, lockers, a concession and a pro shop. 178 Mountainview Road
47
Page 247 of 333 Direction Request – Sub-Regional Economic Development (North...
Basketball court / skateboard park was constructed in 1998 by a group of local volunteers. There is skateboard park is in one of the two basketball courts. 1010 Main Street Lillooet BC
Baseball diamonds and soccer fields are located in Conway Park. Users are asked to contact the Lillooet & District REC Centre for rental information.
Fishing – The Lillooet area is well known to anglers for the sheer variety, size, and number of fish available. Sturgeon, rainbow trout, lake trout, dolly varden, steelhead, and salmon abound in rivers, lakes, and creeks in and around the community. The best fishing is before and after the spring/summer melts (June to August). 13.8 Walking Trails Red Rock – An easy hike that provides a spectacular view of Lillooet nestled in the canyon, of rivers snaking through the valley, and of the mountains beyond Fraser River Lions' Trail – An easy hike which takes about an hour to walk, beginning from above Murray Park The Enterprise Heritage Walk, Jade Trail, and Lillooet's Golden Mile of History are great easy hiking options that also incorporate culture and history The Seton Ridge Trail - A moderate 2.8 km outside of Lillooet. The trail involves a climb through thick forest, with the end result a breathtaking view of Seton Ridge. The round-trip takes about three hours. The Gott Creek Trail – A difficult and challenging trail. The distance is about 4 km one way. Hikers will require a 4X4 for the approximately 1.5 hour drive to the marked trailhead. The hiking trail is well signed and maintained for easy access. 13.9 Mountain Bike Trails Peanut Lake – A beautiful hard packed earth trail with very few rocks, roots or mud. This trail rises approximately 675 m in elevation, over 7 km
China Head – A 220 km mountain biking trail system that is not technically difficult. To access from Lillooet, travel north on Bridge River Road across the bridge (6.8 km) then right on West Pavilion Road. Stay on W Pavilion until left on the Moore Lake turnoff (80 km). Moore Lake is approximately 8 km along.
Warner Lake to Tyaughton Lake – This trail system consists of somewhat technical and difficult single track. It continues past Trigger and Hummingbird lakes. To access this trail you need to take float plane from Tyax resort to Warner Lake.
48
Page 248 of 333 Direction Request – Sub-Regional Economic Development (North...
Project D – ECONOMIC LEAKAGE ANALYSIS
14 Introduction
It can seem obvious – a basic economic fact of life – that if an area is economically challenged, it needs money brought into it. This might be by attracting inward investment that will create new jobs opportunities and support infrastructure development or by building tourist attractions and services that will bring visitors – and their money – into the area. But how much of that new, inward money actually makes it into the local economy? How hard does that money work? In other words, how many times is it re-spent locally before it finally leaks away? Money coming into an area can have minimal long-term impact if the wealth flows straight out again because there is nothing to hold it in the area.
The Objective of this project is to produce an economic leakage analysis report for the District of Lillooet and the SLRD Area A and B: Conduct a supply and demand analysis of identified community assets utilizing existing material and research Include identified asset knowledge gaps and community product and service preferences in the information gathering process gathering process of Project C Recommend strategies to address economic leakages, where feasible, that link physical resources, assets, with individual capacity, and capital Identify new business and business expansion/ diversification opportunities by cross referencing Community Asset Inventory with identified product, and services Finalize Economic Leakage Analysis report after the visioning process is completed.
15 Methodology
15.1 Literature Review A full literature review was conducted of all documents and document links provided to Fraser Basin Council by the NEDI Committee. For the purposed of Project D, an additional review of selected documents was undertaken:
Economic Base Analysis, District of Lillooet, Electoral Area A & B, Northern St’at’imc, August 2008 (EPI Ecoplan International, 2008a) Economic Opportunity Assessment, District of Lillooet, Electoral Area A & B, Northern St’at’imc, September 2008 (EPI Ecoplan International, 2008b) Lillooet-Lytton Tourism Diversification Project, February 2005 (Careless, 2005) Community Tourism Foundations Program Tourism Development Plan, March 2008
Documents, meeting summaries and reports of the Area B/Lillooet Agricultural Area Committee, as provided to FBC at https://slrd.civicweb.net/Documents/DocumentList.aspx?ID=22857 were also reviewed.
49
Page 249 of 333 Direction Request – Sub-Regional Economic Development (North...
15.2 Research Internet research yielded examples of economy leakage methodologies, tools and resources from other jurisdictions. Of particular note is the work of the New Economics Foundation:
The Money Trail: Measuring your impact on the local economy (New Economics Foundation, 2002a) Plugging the Leaks: Making the most of every pound that enters your local economy (New Economics Foundation, 2002b)
While the New Economics Foundations is a United Kingdom-based organization, the focus of these two documents is specifically on rural communities with a strong agricultural focus to the local economy.
15.3 Survey For the purpose of this study FBC focused on gathering data three main groups: local and First Nations governments, community/regional residents and businesses. The intent of the survey was not to capture data on every possible item that could be identified and listed. Rather, a selection of goods and services that either the survey, thus, would capture trends in purchasing attitudes and practices. A survey was developed in an online format (www.surveymonkey.net) that asked each respondent to self- identify as a member of one of these three group then answer six questions about their/their organization’s purchasing practices. The survey could be completed more than once by a respondent is they identified with more than one group (i.e. once as a business and again as a resident). Respondents were asked to answer on a sliding scale of choices (e.g. always buy local; sometimes buy local; never buy local). Room for verbal responses and comments were provided for most questions. The survey also posed questions on values around local purchasing and local purchasing policies, in the case of governments and businesses.
The survey was also made available in a print format and dropped off at Lillooet Municipal Hall and each of the St’at’imc band offices for collection. Data from completed print surveys was then entered manually into the on-line tool.
Finally, at the June 24, 2014 Region-wide Community Economic Development Workshop held in Lillooet, print format surveys were available and could be completed by attendees who had not already done so. These results were also added manfully to the on-line tool.
The survey opened on May 22, 2014 and closed on July 4, 2014, running for six weeks in total. The survey was launched in the local newspaper, Bridge River Lillooet News, and on the SLRD’s and District Municipality of Lillooet’s website. A link to the survey was included in all media coverage and on the websites. In addition, the survey information and link was sent to everyone who has participated in public activities and meetings related to the overall NEDI/FBC projects. The Lillooet and District Chamber of Commerce distributed the survey link to its membership. Utilizing the Snowball Sampling Technique1, all recipients of the survey information and link were encouraged to forward it to their own members, contacts and networks.
1 Snowball sampling can be placed within a wider set of methodologies that takes advantage of the social networks of identified respondents, which can be used to provide a researcher with an escalating set of potential contacts. http://srmo.sagepub.com/view/the-sage-encyclopedia-of-social-science-research-methods/n931.xml
50
Page 250 of 333 Direction Request – Sub-Regional Economic Development (North...
Response rates ranged from 100% of local and First Nations governments to 14 responses by local/regional businesses to 79 responses from residents. The full summary of the survey responses, as well as respondents’ comments and questions, are not included as an appendix due to its length (it is available from FBC on request). The low response rate impacts the viability of any conclusions that may be drawn from the information but several elements are worth noting and are discussed further in the Conclusion and Recommendations sections of this report.
15.4 Workshop A breakout discussion session on economic leakage was held as part of the June 24, 2014 Community Economic Development Workshop in Lillooet. After a general discussion on economic leakage, participants identified several goods and services that were not easily accessed locally, settling on office supplies as a commodity that was identified in several places in the preliminary survey date as needed by First Nations and local governments, businesses and residents. The group then identified options and the steps needed to instigate the coordination of collaborative purchasing to bring down transportation costs and to engage with a local business to commit to carrying office supply items if collective purchasing could ensure quantity and timing for orders.
15.5 Survey Summary
15.5.1 Local Purchasing Patterns: Residents of Lillooet, SLRD Area A and Area B There were 75 respondents to the residents section of the survey. 89% consider buying local very important or important. Goods: A high percentage of respondents prefer to purchase food items locally whenever possible.
“I don’t really consider purchasing vegetables, meats and other products that are not grown or made [locally] as buying local, but I do purchase them at local stores when I can’t purchase from grower/producers locally.”
Lack of availability rated the highest at 85% as a reason for not buying the listed goods locally. There are other items that a resident would purchase infrequently such as furnishing, electronics and clothing that rated lower on the scale, with 60 – 75% of respondents indicating they never make those purchased locally. The convenience of purchasing goods that may be available locally when in larger centres making other purchases or for appointments was also cited.
Services: A high percent of respondents – 92% - use local trade/contracting services for home maintenance and repairs. A high percent of respondents – 81% - don’t use local professional services (e.g. accountant, lawyer, etc.). No one response from the selection provided stood out as a reason for not buying services locally.
51
Page 251 of 333 Direction Request – Sub-Regional Economic Development (North...
Goods of note that were identified as difficult for residents to source locally: More local food – meat and meat products, local fruits and produce, year round
Services providing “value-added” in the agriculture/food sector were a common theme of respondents’ comments: Brewery Abattoir/local processing of beef, pork and poultry Fruit and juice cannery Local butcher, sausages, bacon etc. These comments were made in the resident section of the survey and not in the business section; we assume then that these do, in fact, reflect a desire to see “goods”, as opposed to services for existing businesses.
15.5.2 Local Purchasing Patterns: Local & First Nations Governments All local and First Nations governments responded to this section of the survey. While most identified local purchasing as important for their organization, only a third has a local purchasing policy in place. 100% of responses indicated that there are products and services they have difficulty purchasing locally. It was noted that public entities have an obligation to take the most competitive price when contracting skills and equipment and “consider local contractors if they meet the requirements of the RPF…weigh the positive benefits when reviewing a quote.”
Goods of note that were identified as difficult for local and First Nations governments to source locally: Technical services, including Internet Technology (IT) support, web design & hosting, printing, graphic design Office supplies, including paper, copier supplies, laminating, janitorial supplies Transportation costs
15.5.3 Local Purchasing Patterns: Businesses There were thirteen respondents to this section of the survey and over 80% considered buying local important for their business. Over 90% consistently hire locally, but professional services such as bookkeeping, accounting and legal advice are source out of area 46% of the time. 50% of respondents source the good they sell locally. It was acknowledged that some businesses need specialized good and services particular to their sector that are not available locally (and may never be realistically sources locally).
Goods and services of note that were identified as difficult for businesses to source locally: It was again noted that office supplies were difficult to source locally More local produce for resale Cost effective transportation for goods in and out of the community Staff and service training
52
Page 252 of 333 Direction Request – Sub-Regional Economic Development (North...
15.5.3 Conclusions: Understanding the Local Economy A growing body of evidence suggests that the businesses most beneficial to a community economy are that that are locally owned and import – substituting. Local ownership means that working control of a company or business id held within a small geographic area. Import-substituting means that the business is focused first and foremost (though not exclusively) on local markets.
Local ownership is significant for community economic development in several ways:
Locally owned businesses generally contribute more to the “multiplier effect” than non-local businesses because the former spend more locally. A community made up of locally owned businesses is better equipped to promote smart growth, draw tourists, attract young talent, and seed an entrepreneurial culture. Every time a community imports a good or service that it could cost effectively produce for itself, it “leaks” dollars and loses the critically important multipliers associated with them. Unnecessary imports deny community a diversified base of businesses and skills that are needed to take advantage of unknown (and unknowable) future challenges and opportunities.
The idea of developing local linkages to increase the multiplier effect of money circulation locally is very important. Local people, businesses and public-sector budget-managers hold the key to for many of these connections. It is only if an inward investment is really embedded with a thick web of local linkages and ties, that it can secure a long-term future.
What does this mean in practical terms for the economic well-being of the Squamish Lillooet Areas A & B, the District Municipality of Lillooet and the six St’at’imc communities that comprise this study area? The local economy is interconnected, dependant on every individual spender and the purchasing decisions made by individuals in many jobs. Because of this it is everybody’s issue.
The combined spending power of residents and businesses means that solutions involving them all will be much more effective. The public sector, including local and First Nations governments, are the greatest single budget holders in the study area – including schools, business support agencies, healthcare organizations, and procurement departments. Each of their spending decisions could increase the money in local pockets.
Plugging economic leakage is not about trying to close off a community from connections with the outside world; instead, it is about increasing local linkages in order to make maximum use out of all incoming inward investment, whether its source is government spending, business spending or consumer spending. This will make the community richer and so better able to buy from other communities those items or services that it desires that are not available locally.
53
Page 253 of 333 Direction Request – Sub-Regional Economic Development (North...
16 Summary & Recommendations
1. Build Respectful and Effective Aboriginal/non-Aboriginal Relationships Critical to addressing economic leakage in the region is developing respectful and effective relationships between the Aboriginal and non-Aboriginal communities at all levels – government, business and resident alike. Over 60% of residents in the region are Aboriginal and it is a safe assumption that no initiative to identify and address economic leakage in the area will success without the full participation of the six St’at’imc communities. The lack of existing effective relationships and communications protocols with the St’at’imc cannot be overlook as a factor in the low response rate to the economic leakage survey.
Clear recommendations for action to address relationship building have been identified by EDCD Consulting (2012) for the Squamish Lillooet Regional District Area A and Area B and the District of Lillooet. “Building trust between communities and governments” has also been identified as a critical step in project process by EPI Ecoplan International (2008b, p.5, and 2008a, p.4, 21, 37).
2. Develop a Local Purchasing Policy While there is an obvious obligation to taxpayers to ensure that the lowest and best price is achieved in purchasing products and services, value conditions can be included in policies to ensure that local individuals, businesses and industry are provided open and equitable opportunities to compete for the community’s business. A purchasing and procurement policy that supports the principle of local purchasing provides leadership and demonstrates a public commitment to the local economy.
3. Facilitate a Local Business Forum or Workshop Series There are several agencies identified in the Project C Asset Inventory with a mandate to support entrepreneurship and small business development, including Community Futures Thompson Country and Community Futures Development Corporation of Central Interior First Nations. These organizations are already operating in the study area and in the course of this project expressed an interest in working with all communities to identify tools and resource for small business, both existing and start up. They are a logical starting point for establishing partnerships to deliver a forum and/or workshop series that could address several issues identified in Project D, including: Products and services for small businesses Financing and venture capital development Cooperative purchasing & transportation amalgamation
54
Page 254 of 333 Direction Request – Sub-Regional Economic Development (North...
4. Undertake Active Community Engagement The strong ties that form the basis for community-driven problem solving depend on active relationship building. The pressures driving people apart are many and frequently cited: aging population, youth out- migration, increased mobility rates, cross cultural tensions, dependence upon outside, professional helpers. Reversing that trend is not something that can be realized in a short time frame or developed by external consultants. It takes a commitment to the long term fostering of relationships both across and within communities.
A workshop series or discussion forum format could be utilized to engage residents in building community. Topics could include: Understanding the multiplier effect – how does it work – or not work – in the community? Cooperative and collaborative purchasing – experiences in other communities Community asset mapping – what are the connections between the institutions, organizations and individuals identified in the Asset Inventory? Between youth and seniors? Voluntary groups and the business community? How can these connections be fostered in a positive to mobilize the community for economic development?
55
Page 255 of 333 Direction Request – Sub-Regional Economic Development (North...
17 Appendices
56
Page 256 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix A1: Shared service delivery models in BC in areas with similar population and challenges to the northern sub-region of the Squamish- Lillooet Regional District Cooperative Regional Mechanisms & Decision Making Dispute Resolution District/Town Organization Purpose/Mission Operational Mandate Funding Level, Source Structure Communication System Accountability Process Core Services Strengths Challenges identifies regional priorities through Lower Columbia Community to advance the economic strength of the region by strategic planning sessions and utilizes decided (voted board of directors is Development Team Society (LCCDTS), overseeing the development and cooperative working committees to address identified volunteer society - made up of political on) by executive accountable to working no formal process identification of projects and priorities for the large board - broad representation of perspectives volunteer society implementation of initiatives important to the area needs $15,000/year, RDKB and non-political professionals face to face meetings committee committees identified LCIC to roll out reflected, political and non-political members not enough funding Kootenay partnership between 5 eastern board and executive Boundary (RDKB) municipalities and 2 electoral areas - director are accountable to owned subsidiary of the LCCDTS; 1 the business community fund raising, project development and roll out, undertake programs and projects representative from each of the across participating website purchase and management, maintenance of municipal indivuality within a Lower Columbia Initiatives designed to diversify and grow the local $224,000/year (3 years), participating municipalities and electoral monthly face to face municipalities and electoral development of regionally based initiatives, regional focus, cost savings due to regional focus, outcomes need to be seen, people Corporation (LCIC) roll out initiatives identified by the LCCDTS economy RDKB areas meetings consensus areas majority vote community profile no politicans in ED position, generally don't support research $250,000 total paid via CSRD has a community economic economic development office, chamber of taxation, what is not paid development officer (CEDO) on staff; an consensus then the support of diverse regional economic commerce and community futures are in the same roll out community economic for by Revelstoke is made advisory body appointed by city council voted on by the CEDO is accountable to voting is the development initiatives including the museum, office (low overhead) and all operate within the City of Revelstoke and Electoral Area support community economic development through development initiatives as guided by the up for by Area B, and CSRD; this advisory body guides the executive the City of Revelstoke Chief mechanism for community forest, increased investment and same boundary, there is a terms of reference in B projects and investments City of Revelstoke and Electoral Area B approximately $75,000 work that is done face to face meetings committee Administrative Officer dispute resolution tourism via website place that guides all the work none described
Columbia Using community economic development principles and to provide economic development prepare promotional materials, socio and Shuswap (CSRD) strategies, the Golden and Area Community Economic services, support businesses, stimulation economic data, promote the Golden Area for Development Society (GAI) with regional alliances and and diversification of of the economy, and ec. dev. purposes, provide assistance to not enough accountability, not enough strategic partners. In this role, the Society strives to be to market, promote, coordinate and $262,000 - funded by the leaders and businesses, advocate on behalf of reporting/communication with funders, not proactive and strategic by nature, promote changes and manage economic development services Town of Golden, CSRD, town and RD on public projects, function as the enough allighment with higher level plans Golden and Electoral Area A - Golden long-term sustainability, increase community involvement, in the Town of Golden and Electoral Area Golden and Area Society is accountable to voting is the primary contact for business, coordinate and being an independent society, ability to apply for already in place, disengaged board, no Area Initiatives (no longer capacity and empowerment, and achieve economic, A of the Columbia Shuswap Regional Community Economic funders, CSRD and the mechanism for source funding, enhance the local economy, grants (non-profit society status), less process and meetings/communication, not operating functioning) environmental, and social balance in its iniatives. District. Development Society not for profit society quarterly reports by vote Town of Golden CAO dispute resolution provide reports quarterly greater flexibility, five year guaranteed funding according to vision and terms of reference Supervising activities of the Revelstoke Area Economic Development Commission, Developing and implementing the Community Development Action Plan, Supervising activities of the Community Social Development Committee, 15 mayors and directors make up the Supervising activities of the Environmental group and provide funding. Advisory Committee Implementing the Municipalities have EDO or have formed Tourism Infrastructure Strategy, undisclosed funding level; a society. First nations and broader face to face meetings Promoting Revelstoke as a place to live funded through taxation, business community are invited to twice a year to develop funding by taxation, process brings region engagement is very important and the and do business, Providing services to and grants where possible. meetings. Geographically separated a regional work plan voting is the together, operates better as a larger entity, the more communication the better. EDO's Bulkley Nechako assist with business retention and Societies are funded by electoral area operates on its own, there and provide project mechanism for communication service, eg. mining website with combination of all municipalilties is enough to offer need to buy in to the process and the (RDBN) a department within the RDBN to improve economic diversity across the region expansion towns. is no town attached updates by vote accountable to RDBN dispute resolution all of the community profiles attached to tourists. projects The Protocol Agreement (terms of reference) broaches issues including the intentions of both provide $10,000 each to monthly face to face parties, communication, and title and rights. This support working group meetings - there is a the Protocol allows economic development work to move meetings and jointly apply memorandum of Agreement outlines forward independent of higher level political issues. City of Enderby for funding pots when working group made up of five people understanding and dispute resolution - conduct economic development projects that This relationship has allowed both parties to share there is always a need for funding, difficult & Splatsin First to become a united front to then tackle issues that both look for economic development possible (collaborative from the Enderby Board and Splatsin Protocol Agreement in accountable to respective this document is not will help both communities eg. transportation cultural events, and youth projects that benefit both to strike a similar relationship with other Nation working group groups agree on opportunities that benefit both groups funding etc.) Council place consensus board/council public project, internet café communities First Nations
society membership includes: City of quarterly face to face communication can be challenging both Courtenay, Town of Comox, Village of meetings, including voting is the long term funding, ability to bring all of the players with the board and with the public, Comox Valley Comox Valley Economic Development taxation through regional Cumberland, and the Comox Valley other groups, local First voting - Robert's report to respective mechanism for provide communication/website, support together including the business community, communication around planning and (CVRD) Society to support regional economic development encourage investment across the region district Regional District areas A, B and C. Nations Rules boards dispute resolution business community effective governance in place reporting back on what was accomplished
Page 257 of 333
57
Direction Request – Sub-Regional Economic Development (North...
Appendix A2: Northern SLRD economic development shared service draft budget Labour Date Hours Rate ($/d) Total ($) Comments September 1, 2014 20 500.00 1,333.33 October 1, 2014 40 500.00 2,666.67 face to face meeting November 1, 2014 20 500.00 1,333.33 December 1, 2014 20 500.00 1,333.33 January 1, 2015 40 500.00 2,666.67 face to face meeting February 1, 2015 20 500.00 1,333.33 March 1, 2015 20 500.00 1,333.33 April 1, 2015 40 500.00 2,666.67 face to face meeting May 1, 2015 20 500.00 1,333.33 June 1, 2015 20 500.00 1,333.33 July 1, 2015 40 500.00 2,666.67 face to face meeting August 1, 2015 20 500.00 1,333.33 September 1, 2015 20 500.00 1,333.33 45 days, div into 225 days/yr = 0.2 Total 340 22,666.67 FTE
Expenses - FBC Quantity Rate ($) Total ($) Comments mileage, Kamloops- Assumes 10 trips to Lillooet from Lillooet 3500 $0.52 $1,820.00 Kamloops mileage, around the Northern SLRD 2000 $0.52 $1,040.00 Assumes 10 trips to Lillooet from accommodation 10 $120.00 $1,200.00 Kamloops meals 10 $60.00 $600.00 Total $4,660.00
Expenses - participants, meetings catering for meetings 4 $500.00 $2,000.00
estimate of mileage for participants mileage for participants 2000 $0.52 $1,040.00 to attend Total $3,040.00
Grand Total - year 1 $30,366.67
Component Total ($) Comments part time, either consultant or staff staff salary or consultant $50,000.00 person travel $10,000.00 office, phone, internet $12,000.00 printing, communication $8,000.00 seed funding for leveraging funds $20,000.00 catering for meetings 4 $500.00 $2,000.00 estimate of mileage for participants mileage for participants 2000 $0.52 $1,040.00 to attend Total $103,040.00 estimated annual costs
58
Page 258 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix B1 – detailed list of past reports
Business – business support, growth, attraction, retention Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Develop and Implement a Investigate participation EDCD Lillooet EDO, Northern environment business retention in BC Business Counts or Consulting, SLRD SLRD to maintain and expansion other BRE programs 2012. Goal 5.3, and encourage (BRE) program Participate and Objective 5.3.1, Lillooet EDO business complete BRE training p.82. growth and Implement BRE program Lillooet EDO, expansion in region SLRD Establish a Investigate other EDCD Lillooet EDO DoL redevelopment community Consulting, zone redevelopment 2012. Objective programs 5.3.2, p.83. Redevelopment zone Lillooet EDO designation Prepare marketing tools Lillooet EDO Create an Develop and host small EDCD Lillooet EDO, Northern entrepreneurial business workshop in Consulting, SLRD SLRD environment partnership with First 2012. Objective Nations 5.3.3, p.83. Develop a mentorship Lillooet EDO, program SLRD Work with local school Lillooet EDO, district to develop an SLRD entrepreneurship program for high school students Investigate other Lillooet EDO successful entrepreneurship programs Support mining Monitor existing mine EDCD District of DoL, Area A activity activity Consulting, Lillooet, 2012. Objective BRVEDS, SLRD Work with Bralorne 5.3.4, p.84. District of mine to develop an Lillooet, employee/resident BRVEDS, SLRD attraction package Partner with Bralorne District of mine re: local job Lillooet, fair/supplier boot camp BRVEDS, SLRD Develop a Investigate best EDCD Lillooet EDO, Northern welcome home practices in Consulting, SLRD SLRD program communities/regions 2012. Objective that have initiated a 5.3.5, p.85. program Determine feasibility, Lillooet EDO, costs and steps to SLRD implement a program Explore feasibility Identify private sector EDCD Lillooet EDO Northern of bio-energy partners to review Consulting, SLRD sector opportunity 2012. Objective 5.3.6, p.86. Investigate Investigate costs to EDCD Lillooet EDO DoL feasibility of establish downtown wi- Consulting, downtown wi-fi fi 2012. Objective Consult with other 5.3.7, p.86. Lillooet EDO DoL communities who have implemented free wi-fi Determine if wi-fi is Lillooet CAO feasible for downtown Lillooet Local business More access to lending LIRN BC, 2006. None support and and credit identified retention Make industrial land available Focus efforts on existing business, retain them
59
Page 259 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Reduce red tape, provide assistance to business for services Small business EPI Ecoplan None centre International, identified (secondary 2008. opportunity from the study)
Investment – attracting investment of any kind Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Investment attraction Improve access (air, LIRN BC, 2006. None road, rail) identified Improve servicing to industrial land Develop a welcoming approach to new businesses Develop a community development environment of partnering Create a positive Develop print and Careless, climate for tourism electronic investor 2005. Section investment materials 9.1, p.49. Create an economic climate to attract tourism investment Work with already identified prospective developers Deepen the relationship with Intrawest and Rocky Mountain Vacations Undertake a Lillooet- Lytton investor promotion effort Develop an onsite investor tour and reception package Promotional initiative to attract new residents Seek funding from Western Economic Diversification Market industrial land BC JTST, 2013. development and attract new investment Create stand-alone Secure domain EDCD Consulting, Lillooet EDO Northern website name 2012. Objective 5.2.4, SLRD InvestLillooet.com Redirect current p.76. Lillooet EDO, webpages to new DoL domain Determine Area A Lillooet EDO, participation SLRD Determine Year 2 planning and development
60
Page 260 of 333 Direction Request – Sub-Regional Economic Development (North...
Partnerships – partnerships, communications, coordinated economic development services, collaboration Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Improve and Increase community Develop and EDCD SLRD, DOL DoL strengthen involvement and implement Consulting, communication communication communications plan 2012. Goal and planning. Establish format and 5.1, Objective SLRD, Lillooet structure for town 5.1.1, p.69. EDO hall meetings Host bi-annual SLRD, Lillooet meetings in 2013 EDO Enhance economic Activity reports EDCD Lillooet EDO Northern development (quarterly) Consulting, SLRD communication Meet with local 2012. Lillooet EDO, governments Objective SLRD regularly to update 5.1.2, p.70. and identify partnerships and opportunities Electronic newsletter Lillooet EDO (quarterly) Develop earned Lillooet EDO media (newspaper, radio) Monitor and utilize Lillooet EDO social media to focus on economic development Raise awareness of Lillooet EDO, business success BRVEDS stories Create a good news Lillooet EDO, repository BRVEDS Create community Develop and EDCD SLRD, DOL DoL and unity (community implement a Consulting, Area B, Charrette/vision) communications plan 2012. possibly Determine Area A’s Objective SLRD Area A participation 5.1.3, p.71. Develop a Lillooet EDO, Charrette/vision SLRD planning session for Communications DoL and Area B Increase community Develop annual EDCD Lillooet EDO, Northern dialogue by hosting luncheon Consulting, CAO, SLRD SLRD a Mayor’s/Regional Establish budget 2012. Director’s annual Create guest list Objective luncheon Host luncheon 5.1.4, p.71.
Enhance Establish Economic Establish committee EDCD Lillooet Northern economic Development and Consulting, EDO, DoL, SLRD development Tourism Advisory 2012. Goal 5.2, Area A, services Committee Objective 5.2.1, BRVEDS, p.73 Area B Create committee Lillooet manual EDO Annual review of Lillooet committee EDO, DoL, Area B Establish economic Review department EDCD Lillooet DoL, Area development shared structure and Consulting, EDO, CAO, B services agreement staffing needs 2012. Objective SLRD Develop terms of 5.2.2, p.74. Lillooet reference or shared EDO, DoL, services agreement SLRD with Area B Regular Lillooet communications EDO, with Area A to BRVEDS identify projects, initiatives
61
Page 261 of 333 Direction Request – Sub-Regional Economic Development (North...
Facilitate economic Approach BCEDA for EDCD Lillooet Northern development training potential dates Consulting, EDO, SLRD SLRD for local leaders Host workshop in 2012. Objective Lillooet Northern SLRD 5.2.3, p.75. EDO, SLRD
Develop supportive Complete and EDCD Lillooet Northern local government internal and regional Consulting, EDO, DoL, SLRD policies review 2012. Objective SLRD Compile a best 5.2.5, p.77. Lillooet practices review EDO, DoL, from other BC SLRD communities Business First Lillooet program EDO, DoL Develop information Review and finalize EDCD Lillooet Northern Complete? and promotional community profiles Consulting, EDO, SLRD SLRD material Complete review of 2012. Objective Lillooet existing promotional 5.2.6, p.78. EDO, SLRD material Develop regional investment guide featuring all community profiles – year 2 Develop other promotional material (e.g., sector profiles, opportunity profile) – year 2 Launch external Develop list and EDCD Lillooet Northern regional awareness budget of events Consulting, EDO, SLRD SLRD program Contact PNP 2012. Objective Lillooet (Provincial Nominee 5.2.7, p.79. EDO, SLRD Program) to schedule presentation Develop PNP Lillooet presentation EDO, SLRD Review existing and Lillooet potential EDO, SLRD memberships Create schedule of Lillooet event attendance EDO, SLRD and appropriate budget Undertake an Allocate budget for EDCD Lillooet Northern investment readiness readiness Consulting, EDO SLRD assessment (year 2) assessment 2012. Objective 5.2.8, p.80. Relocate Economic Discussions with DoL EDCD Lillooet DoL, Area Development office administration and Consulting, EDO, CAO, B council and SLRD 2012. Objective SLRD Determine location, 5.2.9, p.81. Lillooet budget, funding for EDO, CAO, new economic SLRD development office Communicate and Lillooet move office EDO, SLRD Strengthen and Organize joint meetings Initiate discussions EDCD Lillooet DoL expand with First Nations for joint meeting(s) Consulting, EDO partnerships (Economic Arrange quarterly 2012. Goal 5.7, Lillooet Development meetings with First Objective 5.7.1, EDO Corporations) Nations economic p.100 development officers (EDOs) Establish community Meet with St’at’imc EDCD Lillooet DoL accords with First Chiefs Council to Consulting, EDO, CAO, Nations introduce concept Mayor
62
Page 262 of 333 Direction Request – Sub-Regional Economic Development (North...
Host District of 2012, Objective Lillooet Powell River an 5.7.2, p.100 EDO Sliammon First Nation Develop and sign Lillooet community accord EDO Build a stronger working Appoint ex-officio EDCD Lillooet DoL, Area relationship between Area A/BRVEDS Consulting, EDO, A Lillooet Economic representative to 2012, Objective BRVEDS Development and Economic 5.7.3, p.101 Bridge River Valley Development and Economic Development Tourism Advisory Society (BRVEDS) Committee Identify economic Lillooet development EDO, initiatives for BRVEDS partnership Open discussions on Lillooet formal economic EDO, development model BRVEDS, for northern SLRD SLRD Develop and Nicol, 2008. enhance Goals p.12. partnerships between government, DoL, First Nations and industry Create Establish a Careless, 2005. community native/non-native Section 9.2, tourism action forum for tourism p.49. strategies and implementation work plans Build a multi-level tourism development partnership Create a Local Local ED Working Group Working Group EPI Ecoplan SLRD Economic would allow the envisioned to International, Development following: include SLRD Areas 2008. P.13 Working Group . Explore and A and B, District of (primary develop Lillooet, six St’at’imc opportunity of cooperative or joint communities, the study) opportunities Lillooet Chamber of . Assess existing Commerce, Lillooet economic Tribal Council, development St’at’imc Chiefs conditions on key Council, Upper topics and sectors St’at’imc Language, . Consider jointly Culture and hosting forums with Education Society, an emphasis on and others. attracting business and investors Terms of Reference . Support and assist or Memorandum of with joint fund Understanding (draft raising and project in Appendix B of development report) to be . Develop initiatives developed. to promote and market the region Meetings envisioned to businesses, to be quarterly. investors and tourists Joint Economic A joint economic EPI Ecoplan SLRD Development development strategy International, Strategy (primary would meet the 2008. P.15 opportunity of following objectives: the study) . Build trust among and between communities and governments 63
Page 263 of 333 Direction Request – Sub-Regional Economic Development (North...
. Improve quality of life for all . Foster understanding of what sustainability in the region means . Protect, promote and respect the culture and heritage of all communities . Create employment opportunities for all ages . Improve all local government capacities for joint planning and decision making . Support new and existing businesses
Agriculture Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Support the Support the Review AAP to EDCD Lillooet EDO DoL, Area B growth of the development and prioritize Consulting, agriculture implementation of recommendations for 2012, Goal 5.4, industry the Agriculture Area implementation Objective 5.4.1, Plan p.88 Assist in establishing Work with Agriculture EDCD Lillooet EDO, DoL, Area B a Farmers’ Institute Advisory Committee Consulting, SLRD on Farmers’ Institute 2012, Objective Develop terms of 5.4.2, p.88 Lillooet EDO, reference for Farmers’ SLRD Institute Establish Farmers’ Institute – Year 2 Develop a specific Await final AAP EDCD Lillooet EDO, DoL, Area B agriculture recommendations Consulting, SLRD marketing initiative Apply for provincial 2012, Objective Lillooet EDO funding – Year 2 5.4.3, p.89 Establish marketing Lillooet EDO, programs – Year 2 consultant Create an Await final AAP EDCD Lillooet EDO, DoL, Area B Agriculture recommendations Consulting, SLRD Awareness Program Work with Agriculture 2012, Objective Lillooet EDO Committee on agri- 5.4.4, p.90 tourism opportunities Utilize BRE program to Lillooet EDO meet with agriculture industry to gain insight on ideas for agri- tourism Create a website based on agriculture experiences – year 2 Host a farm day – Year 2 Viticulture and EPI Ecoplan None other International, identified horticultural 2008. crops (secondary opportunity of the study) Grow and Undertake background BC JTST, 2013. diversity regional research and present agriculture info on: . Climatic conditions . Preferred crops, emerging crops (grapes, hops) 64
Page 264 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area . Inland aquaculture potential . Mobile abbatoir . Thompson- Shuswap Food Connections project Communicate crop diversification opportunities to local farmers Support local farmers in succession planning Agriculture Area Agricultural Upland DoL, SLRD, DoL, Area B Plan initiatives marketing and Consulting, Area B branding 2013. Water balance model, water availability for agriculture First Nations agriculture business opportunities Small scale food processing
Tourism – includes some tourism specific infrastructure or tourism business support Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Support and Develop a tourism Review previous EDCD Lillooet EDO Northern expand tourism marketing strategy tourism studies Consulting, SLRD completed for 2012, Goal 5.5, northern SLRD Objective 5.5.1, Develop a targeted p.91 Lillooet EDO tourism/ marketing plan Create a Download and review EDCD Lillooet EDO Northern community the toolkit from the Consulting, SLRD inventory of Ministry website 2012, Objective tourism products Develop funding 5.5.2, p.92 Lillooet EDO and infrastructure application for summer employment program Complete and publish Lillooet EDO inventory Create stand-alone Secure domain name EDCD Lillooet EDO Northern tourism website Redirect current Consulting, Lillooet EDO, SLRD webpages to new 2012, Objective DoL domain 5.5.3, p.93 Monitor new domain Lillooet EDO activity Website planning and development – Year 2 Pursue locations Determine most EDCD Lillooet EDO, Northern for more feasible location Consulting, CAO SLRD prominent visitor Develop partnerships 2012, Objective Lillooet EDO, information centre 5.5.4, p.93 CAO Secure funding Lillooet EDO Design and build – Year 2 Enhance signage in Review and improve EDCD Lillooet EDO, Northern all northern SLRD signage policies Consulting, SLRD SLRD communities Develop directional 2012, Objective Lillooet EDO, signage at museum 5.5.5, p.94 BRVEDS and other identified locations Support and Explore the creation of EDCD Lillooet EDO, Northern expand festivals a winter-based festival Consulting, BRVEDS SLRD Continue support of 2012, Objective Lillooet EDO, existing festivals 5.5.6, p.94 BRVEDS
65
Page 265 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Develop a visitors Lillooet EDO, survey for expansion or BRVEDS improvements to festivals Support and Establish a regional EDCD Lillooet EDO, Northern expand arts, arts, culture and Consulting, BRVEDS SLRD culture and heritage committee 2012, Objective heritage Draft terms of 5.5.7, p.95 Lillooet EDO, reference for arts, BRVEDS culture and heritage committee Support and Inventory arts, culture Lillooet EDO, expand tourism and heritage BRVEDS businesses, organizations and opportunities Summer arts centre – Year 2 Develop retail and Host a retail education EDCD Lillooet EDO DoL downtown workshop Consulting, business and Develop a shop local 2012, Objective education program - Year 2 5.5.8, p.96 workshop Investigate First Gather information on EDCD Lillooet EDO, Northern Impressions First Impressions Consulting, BRVEDS SLRD program (Year 2) Community Exchange 2012, Objective (FICE) 5.5.9, p.97 Implement FICE program – Year 2 Tourism Identify tourism assets LIRN BC, 2006 None development Enhance existing identified facilities Improve first impressions , beautify Lillooet downtown Build and More effectively Develop effective Murray, 2012. strengthen the partner with tourism partnerships Strategy 3, p.60 economy through adjacent with adjacent tourism, to support destination areas, destination areas, local population communities and communities and First base and business First Nations Nations community Tourism development Murray, 2012, and marketing tactic 3.1, p.61 partnerships with Lillooet and Pemberton Consultations with Murray, 2012, local First Nations to tactic 3.2, p.64 identify and pursue tourism partnership opportunities To maximize Facilitate/encourage Murray, 2012. BRVEDS economic benefits development of new or Strategy 2, p.52 of existing visitor enhanced tourism activity through products enhanced product Develop heritage Develop natural and Murray, 2012. BRVEDS delivery in tourism potential cultural heritage Tactic 2.1, p.53 summer, through interpretive signage incremental enhancement and and tours marketing for interpretation of winter season buildings, sites, and First Nations culture Develop major Develop a new Murray, 2012. BRVEDS summer festival in summer festival to Tactic 2.2, p.55 Bridge River Valley attract visitors to the Valley Revitalize critical Facilitate enhancement Murray, 2012. BRVEDS visitor facilities, of the local tourist Tactic 2.3, p.57 including Bridge accommodations base River Valley gas station and 66
Page 266 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area accommodation facilities Further enhance Undertake incremental Murray, 2012. BRVEDS marketing and Bridge River Valley Strategy 4, p.66 promotional tourism marketing and activities for promotional activities summer and winter Develop a Bridge River Murray, 2012. BRVEDS Valley summer visitors Tactic 4.1, p.66 guide incremental tourism Murray, 2012. BRVEDS marketing and Tactic 4.2, p.68 promotional activities aimed at Lower Mainland and Sea to Sky Development of Signage initiatives Nicol, 2008. DoL, GCCS, more destination Strategy 1. Chamber, amenities and Lillooet EDO, infrastructure Visitor Centre Assist with Nicol, 2008. USLCES development of Strategy 3. cultural centre Strategic assistance for Nicol, 2008. DoL, Lillooet DoL tourism Strategy 4. EDO infrastructure New hotel attraction Nicol, 2008. DoL, Lillooet Strategy 5. EDO New resort Nicol, 2008. Lillooet EDO development Strategy 6. Evaluate the Nicol, 2008. None performance of the Strategy 29. identified Visitor Centre Consider a Community Nicol, 2008. Lillooet EDO Visitor Ambassador Strategy 30. program Deliver SuperHost to Nicol, 2008. Chamber local businesses Strategy 31. Expanded roster of Festival expansion Nicol, 2008. Lillooet EDO market-ready Strategy 7. products and Follow up to grade Nicol, 2008. Lillooet EDO experiences growing research Strategy 8. project Agri-tourism Nicol, 2008. Lillooet EDO development Strategy 9. Pre-business planning Nicol, 2008. Lillooet EDO for new nature-based Strategy 10. products Enhance or expand Nicol, 2008. USCLES, St’at’imc tours Strategy 11. St’at’imc communities Research Aboriginal Nicol, 2008. USCLES, tourism assistance Strategy 12. St’at’imc opportunities communities Promote new market- Nicol, 2008. Lillooet EDO ready products Strategy 13. Encourage more Nicol, 2008. Lillooet EDO product packaging and Strategy 14. activity development Professional and Encourage adoption of Nicol, 2008. Lillooet EDO competitive industry and Strategy 15. industry government professional standards Establish a market Commission a new Nicol, 2008. Lillooet EDO brand brand for Lillooet Strategy 17. Improved market Create and expand an Nicol, 2008. Lillooet EDO position and image bank Strategy 18. awareness in key Create a kit Nicol, 2008. Lillooet EDO travel markets folder/press kit Strategy 19. Produce a quality local Nicol, 2008. Lillooet EDO map series Strategy 20.
67
Page 267 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Evaluate and upgrade Nicol, 2008. Lillooet the Lillooet Visitor Strategy 21. Economic Guide Development Commission Create a new website Nicol, 2008. Lillooet EDO Strategy 22. Integrate the inventory Nicol, 2008. Lillooet EDO into an online web Strategy 23. portal Establish a website Nicol, 2008. Lillooet EDO optimization program Strategy 24. Build a media relations Nicol, 2008. Lillooet EDO program Strategy 25. Audit existing Nicol, 2008. Lillooet EDO expenditures and Strategy 26. reconfigure to target markets Create a FAM tour Nicol, 2008. Lillooet EDO program Strategy 27. Increased visitor Target free Nicol, 2008. Lillooet EDO volumes and independent, touring Strategy 16. spending and outdoor recreation travellers in the regional market Develop and Nicol, 2008. enhance partnerships between government, DoL, First Nations and industry Create community Establish community Careless, 2005. tourism action tourism action groups Section 9.2, strategies and Assess tourism p.49. implementation resources and work plans strengths Choose one or two pilot projects Destination EPI Ecoplan None accommodation International, identified (secondary 2008. opportunity from the study) Joint Tourism and EPI Ecoplan None Marketing media International, identified (secondary 2008. opportunity from the study) Tourism business Business succession BC JTST, 2013. retention , Events strategy expansion and Mobile phone attraction application Signage
68
Page 268 of 333 Direction Request – Sub-Regional Economic Development (North...
Infrastructure – roads, highways, transportation, bricks and mortar Goal Objective Recommendation, Reference Lead organization Geographic Status strategy or action document Area Enhance and Continue to Establish a EDCD Lillooet EDO, SLRD Northern improve pursue improved transportation Consulting, SLRD infrastructure transportation infrastructure 2012, Goal 5.6, infrastructure working group Objective Develop a 5.6.1, p.98 Lillooet EDO, SLRD communications plan Improve and Establish a local EDCD BRVEDS, SLRD Area A develop telecommunications Consulting, communications committee 2012, infrastructure Complete a Objective BRVEDS, SLRD, telecommunications 5.6.2, p.98 Telecommunications assessment Committee Develop and implement a concentrated communication plan To improve Improve visitor Further develop basic Murray, 2012. infrastructure information and tourism infrastructure Strategy 1, and services for signage p.44 tourism Develop visitor Murray, 2012, BRVEDS information entry tactic 1.1, p.44 kiosks and way finding signage Improve road Encourage principal Murray, 2012, BRVEDS, SLRD, access to Bridge access road upgrading tactic 1.2, p.48 Lillooet, Pemberton, River Valley, via and enhanced Road 40 and maintenance Hurley Road Revitalize critical Facilitate revitilization Murray, 2012, BRVEDS visitor facilities, of gas station at tactic 1.3, p.50 including Bridge Goldbridge River Valley gas station and accommodation facilities St’at’imc A 15 000 sq ft EPI Ecoplan Upper St’at’imc Heritage and facility proposed International, Language, Culture Learning Centre for central Lillooet 2008. P.17 and Education (primary with a museum, Society opportunity of gallery, the study) performing arts centre, language laboratory, training centre, library and conference centre. New visitor EPI Ecoplan None identified centre International, (secondary 2008. opportunity from the study) Develop and Broadband internet BC JTST, 2013. establish connectivity (also community affordable seniors services and housing, health care infrastructure services, facilities) Improved Lobbying for bus and Nicol, 2008. DoL, EDO, Chamber transportation train services Strategy 2. options
69
Page 269 of 333 Direction Request – Sub-Regional Economic Development (North...
Other – all other initiatives Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Community Develop into a tourist LIRN BC, 2006. None Lifestyles destination identified Have festivals and None events that provide identified employment Have a theme for town None identified Economic None diversification, but identified modest growth More nightlife and None cultural events identified Training Fraser, 2008. opportunities Expand local BC JTST, 2013. training and education opportunities
70
Page 270 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix B2 – Business & Investment questions as presented in online survey and in sub-regional workshops, with input received
Business and Investment Goal: develop an environment that maintains and encourages business growth and expansion and attracts investment Objective Recommendation or strategy Lead Status – what’s Priority How to make organization underway? (H, M, L) this happen? Implement a Investigate participation in BC Lillooet EDO, business retention Business Counts; complete SLRD and expansion (BRE) training; implement BRE program1 Local program in region business support More access to lending and None identified and retention2 and credit develop a small Make industrial land available business centre3 Focus efforts on existing business Reduce red tape, provide assistance to business Create an Host small business workshops Lillooet EDO, entrepreneurial in partnership with First Nations SLRD environment1 Develop a mentorship program Lillooet EDO, SLRD Develop an entrepreneurship Lillooet EDO, program with school district SLRD Develop a welcome Investigate best practices in Lillooet EDO, home program for communities or regions that SLRD young people who have initiated a program have left1 Determine feasibility, costs and Lillooet EDO, steps to implement a program SLRD Explore feasibility of Identify private sector partners Lillooet EDO bio-energy sector1 to review opportunity Explore feasibility of Investigate costs to establish Lillooet EDO Lillooet wi-fi1 downtown wi-fi; consult with other communities Attract investment2 Improve access (air, road, rail) Improve servicing to industrial Market industrial land land development 5 Develop a welcoming approach to new businesses Create stand-alone Secure domain name; redirect Lillooet EDO, DoL website current webpages; InvestLillooet.com1 Determine Area A participation Lillooet EDO, SLRD Create a positive Work with known prospective climate for tourism developers; deepen the investment4 relationship with Intrawest and Rocky Mountain Vacations
71
Page 271 of 333 Direction Request – Sub-Regional Economic Development (North...
Partnerships Goal: improve and strengthen communication and planning; enhance economic development services and partnerships
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Improve and Increase community Develop and EDCD SLRD, DOL DoL strengthen involvement and implement Consulting, communication communication communications 2012. Goal and planning. plan 5.1, Objective Establish format 5.1.1, p.69. SLRD, Lillooet and structure for EDO town hall meetings Host bi-annual SLRD, Lillooet meetings in 2013 EDO Enhance economic Activity reports EDCD Lillooet EDO Northern development (quarterly) Consulting, SLRD communication Meet with local 2012. Lillooet EDO, governments Objective SLRD regularly to update 5.1.2, p.70. and identify partnerships and opportunities Electronic Lillooet EDO newsletter (quarterly) Develop earned Lillooet EDO media (newspaper, radio) Monitor and utilize Lillooet EDO social media to focus on economic development Raise awareness of Lillooet EDO, business success BRVEDS stories Create a good news Lillooet EDO, repository BRVEDS Create community Develop and EDCD SLRD, DOL DoL and unity (community implement a Consulting, Area B, Charrette/vision) communications 2012. possibly plan Objective Area A Determine Area A’s 5.1.3, p.71. SLRD participation Develop a Lillooet EDO, Charrette/vision SLRD planning session for Communications DoL and Area B Increase community Develop annual EDCD Lillooet EDO, Northern dialogue by hosting luncheon Consulting, CAO, SLRD SLRD a Mayor’s/Regional Establish budget 2012. Director’s annual Create guest list Objective luncheon Host luncheon 5.1.4, p.71. Enhance Establish Economic Establish committee EDCD Lillooet EDO, Northern economic Development and Consulting, DoL, Area A, SLRD development Tourism Advisory 2012. Goal BRVEDS, Area B services Committee Create committee 5.2, Objective Lillooet EDO manual 5.2.1, p.73 Annual review of Lillooet EDO, committee DoL, Area B Establish economic Review department EDCD Lillooet EDO, DoL, Area B development structure and Consulting, CAO, SLRD shared services staffing needs 2012. agreement Develop terms of Objective Lillooet EDO, reference or shared 5.2.2, p.74. DoL, SLRD services agreement with Area B Regular Lillooet EDO, communications BRVEDS with Area A to identify projects, initiatives
72
Page 272 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area Facilitate economic Approach BCEDA EDCD Lillooet EDO, Northern development for potential dates Consulting, SLRD SLRD training for local Host workshop in 2012. Lillooet EDO, leaders Northern SLRD Objective SLRD 5.2.3, p.75.
Develop supportive Complete and EDCD Lillooet EDO, Northern local government internal and Consulting, DoL, SLRD SLRD policies regional review 2012. Compile a best Objective Lillooet EDO, practices review 5.2.5, p.77. DoL, SLRD from other BC communities Business First Lillooet EDO, program DoL Develop Review and finalize EDCD Lillooet EDO, Northern Complete? information and community profiles Consulting, SLRD SLRD promotional Complete review of 2012. Lillooet EDO, material existing Objective SLRD promotional 5.2.6, p.78. material Develop regional investment guide featuring all community profiles – year 2 Develop other promotional material (e.g., sector profiles, opportunity profile) – year 2 Launch external Develop list and EDCD Lillooet EDO, Northern regional awareness budget of events Consulting, SLRD SLRD program Contact PNP 2012. Lillooet EDO, (Provincial Nominee Objective SLRD Program) to 5.2.7, p.79. schedule presentation Develop PNP Lillooet EDO, presentation SLRD Review existing and Lillooet EDO, potential SLRD memberships Create schedule of Lillooet EDO, event attendance SLRD and appropriate budget Undertake an Allocate budget for EDCD Lillooet EDO Northern investment readiness Consulting, SLRD readiness assessment 2012. assessment (year 2) Objective 5.2.8, p.80. Relocate Economic Discussions with EDCD Lillooet EDO, DoL, Area B Development office DoL administration Consulting, CAO, SLRD and council and 2012. SLRD Objective Determine location, 5.2.9, p.81. Lillooet EDO, budget, funding for CAO, SLRD new economic development office Communicate and Lillooet EDO, move office SLRD Strengthen and Organize joint Initiate discussions EDCD Lillooet EDO DoL expand meetings with First for joint meeting(s) Consulting, partnerships Nations (Economic Arrange quarterly 2012. Goal Lillooet EDO Development meetings with First 5.7, Objective Corporations) Nations economic 5.7.1, p.100 73
Page 273 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area development officers (EDOs) Establish Meet with St’at’imc EDCD Lillooet EDO, DoL community accords Chiefs Council to Consulting, CAO, Mayor with First Nations introduce concept 2012, Host District of Objective Lillooet EDO Powell River an 5.7.2, p.100 Sliammon First Nation Develop and sign Lillooet EDO community accord Build a stronger Appoint ex-officio EDCD Lillooet EDO, DoL, Area A working Area A/BRVEDS Consulting, BRVEDS relationship representative to 2012, between Lillooet Economic Objective Economic Development and 5.7.3, p.101 Development and Tourism Advisory Bridge River Valley Committee Economic Identify economic Lillooet EDO, Development development BRVEDS Society (BRVEDS) initiatives for partnership Open discussions on Lillooet EDO, formal economic BRVEDS, SLRD development model for northern SLRD Develop and Nicol, 2008. enhance Goals p.12. partnerships between government, DoL, First Nations and industry Create Establish a Careless, community native/non-native 2005. Section tourism action forum for tourism 9.2, p.49. strategies and Build a multi-level implementation tourism work plans development partnership Create a Local Local ED Working Working Group EPI Ecoplan SLRD Economic Group would allow envisioned to International, Development the following: include SLRD Areas 2008. P.13 Working Group . Explore and A and B, District of (primary develop Lillooet, six St’at’imc opportunity of cooperative or communities, the study) joint Lillooet Chamber of opportunities Commerce, Lillooet . Assess existing Tribal Council, economic St’at’imc Chiefs development Council, Upper conditions on St’at’imc Language, key topics and Culture and sectors Education Society, . Consider jointly and others. hosting forums with an Terms of Reference emphasis on or Memorandum of attracting Understanding business and (draft in Appendix B investors of report) to be . Support and developed. assist with joint fund raising Meetings and project envisioned to be development quarterly. . Develop initiatives to promote and market the region to 74
Page 274 of 333 Direction Request – Sub-Regional Economic Development (North...
Goal Objective Recommendation, Reference Lead Geographic Status strategy or action document organization Area businesses, investors and tourists Joint Economic A joint economic EPI Ecoplan SLRD Development development International, Strategy strategy would 2008. P.15 (primary meet the following opportunity of objectives: the study) . Build trust among and between communities and governments . Improve quality of life for all . Foster understanding of what sustainability in the region means . Protect, promote and respect the culture and heritage of all communities . Create employment opportunities for all ages . Improve all local government capacities for joint planning and decision making . Support new and existing businesses
75
Page 275 of 333 Direction Request – Sub-Regional Economic Development (North...
Agriculture Goal: support the growth, expansion and diversification of the agriculture industry Objective Recommendation or strategy Lead Status – what’s Priority How to make organization underway? (H, M, L) this happen? Support the Review AAP to prioritize Lillooet EDO, development and recommendations for DoL, SLRD, Area implementation of implementation B the Agriculture Develop water balance model, DoL, SLRD, Area Area Plan1, 7 water availability for agriculture B First Nations agriculture business DoL, SLRD, Area opportunities B Small scale food processing DoL, SLRD, Area B Grow and diversity Undertake background regional research/lit review on: agriculture5 . Climatic conditions . Preferred crops, emerging crops (grapes, hops) . Inland aquaculture potential . Mobile abbatoir . Thompson-Shuswap Food Connections . Viticulture, horticulture Assist in Work with Agriculture Advisory Lillooet EDO, establishing a Committee SLRD Farmers’ Institute Develop a specific Await final AAP Lillooet EDO, agriculture recommendations SLRD marketing and Explore agri-tourism Lillooet EDO branding initiative1, opportunities; create website 7 based on agriculture experiences Create an Agriculture Awareness Program1
76
Page 276 of 333 Direction Request – Sub-Regional Economic Development (North...
Tourism Goal: enhance the local economy through expansion of the tourism sector, development of products and amenities Objective Recommendation or strategy Lead Status – what’s Priority How to make organization underway? (H, M, L) this happen? Expand and enhance Support existing festivals; Lillooet EDO, tourism products and expand summer and winter BRVEDS experiences1,2,3,4,5,6,8 festival1,8 Agri-tourism Lillooet EDO St’at’imc cultural tours, St’at’imc Aboriginal tourism6 communities, Upper St’at’imc Language, Education and Culture Society Support arts, culture and Lillooet EDO, heritage; establish committee; BRVEDS inventory businesses opportunities1 Partnerships with Pemberton, Lillooet EDO, Whistler8 BRVEDS Marketing Stand alone tourism website1, 8 Lillooet EDO Visitor guides, mobile app Lillooet Economic development5 Development Commission Tourism marketing strategy1 Lillooet EDO Improve media relations Destination New hotel, resort BRVEDS amenities Improve first First Impressions Community DoL, BRVEDS impressions and Exchange (FICE)1; beautify business service downtown Lillooet2 Host a retail education Lillooet EDO workshop1 SuperHost for local biz6 Chamber of Commerce Develop a targeted tourism/ Lillooet EDO marketing plan
77
Page 277 of 333 Direction Request – Sub-Regional Economic Development (North...
Infrastructure Goals are to enhance and improve infrastructure (transportation, telecommunications, signage/kiosks, information centres) Objective Recommendation or strategy Lead Status – what’s Priority How to make organization underway? (H, M, L) this happen? Pursue improved Establish a transportation Lillooet EDO, transportation infrastructure working group1 SLRD infrastructure1 and Upgrading and enhanced BRVEDS, SLRD, critical visitor maintenance on Road 40 and Lillooet, services8 Hurley Road Pemberton, Revitalize Bridge River Valley BRVEDS gas station8 Lobby for bus, train DoL, Lillooet EDO, Chamber New or relocated Increase prominence of visitor Lillooet EDO, visitor centre in centre; explore locations and CAO Lillooet1,3 feasibility Improve and develop Establish a committee; BRVEDS, SLRD telecommunications complete an assessment or infrastructure1 inventory of services Increase broadband internet connectivity5 Improve signage and Further develop basic tourism kiosks infrastructure and way-finding signage Develop visitor information BRVEDS entry kiosks and way finding signage St’at’imc Heritage A 15 000 sq ft facility proposed Upper St’at’imc and Learning Centre3 for central Lillooet with a Language, museum, gallery, performing Culture and arts centre, language Education laboratory, training centre, Society library and conference centre.
78
Page 278 of 333
Direction Request – Sub-Regional Economic Development (North... Appendix B3 – Workshop invitation to residents of the northern Squamish Lillooet Regional District
COMMUNITY ECONOMIC DEVELOPMENT INITIATIVES IN
2014
As at May 28, 2014
All residents of the Squamish-Lillooet Regional District (SLRD) Areas A and B, District of Lillooet and St’at’imc communities are invited to participate in one or more community workshops outlined below, or provide input through an online survey:
Sub-regional Community Workshops: May 29-30, various locations (see below) The objectives are as follows: To present a summary of recommendations from all the previous economic development studies and to seek your opinions on priorities and how to action them To seek resident insights on the economic leakage analysis – where does your money go? How much stays in the region, and how much leaves?
The format will be an open house. Come and see the material, talk to Mike, Tracy and Maureen of the Fraser Basin Council, network with others, and share your feedback verbally or on a comment form or survey.
Proposed dates and locations are as follows: Xwist’en (Bridge River), Thursday May 29, 8:30AM-10:00AM Tsal’alh (Seton Lake), Thursday May 29, 11:00AM-12:00PM Upper Bridge River Valley, Thursday May 29, 1:00PM-3:30PM at Gold Bridge Community Club Lillooet, Thursday May 29, 6:00PM-8:00PM – Lillooet REC Centre, Room 201 Lillooet, Friday May 30, 9:00AM-11:00AM – Lillooet REC Centre, Room 201 Xaxli'p (Fountain), 12:30PM-2:00PM, boardroom Ts’kw’aylaxw (Pavilion), Friday May 30, 2:30PM-4:00PM
Region-wide Workshop: SAVE THE DATE – Tuesday June 24, 2014, Lillooet The objectives are as follows: Bring together representatives from all the communities in Areas A and B, District of Lillooet and St’at’imc, and build relationships as a region Present draft community economic development projects and seek feedback
The format will be a workshop, with presentations from Fraser Basin Council on what they have developed, with facilitated discussion and small break-out groups to provide feedback.
Tuesday June 24, and from 10AM-3PM to allow travel time, at the Lillooet REC Centre. Financial support for travel is being investigated.
Page 279 of 333 79
Direction RequestOnline – surveySub-Regional Economic Development (North... Whether you can get to a sub-regional workshop or not, we also invite you to share your thoughts through an online survey to learn more about economic leakage, and your priorities for community economic development in the region. The survey can be accessed at https://www.surveymonkey.com/s/NorthernSLRDvision
For more Information or to get on a distribution list to receive future information, please contact: Mike Simpson Senior Regional Manager Tel. 250-314-9660 (Kamloops) Cell 250-299-1202 [email protected]
What is Community Economic Development? Community Economic Development (CED) is an inclusive and participatory process by which community members initiate and generate their own solutions to economic challenges. CED takes an asset-based approach that recognizes that economic, environmental and social challenges are interdependent, complex and ever-changing. CED is based on the belief that people have the capability and the responsibility to undertake community-based initiatives for the benefit of the greater community. The best solutions are rooted in local knowledge, and we need to hear from you!
About the NEDI Community Economic Development projects The Northern Economic Development Initiatives (NEDI) Committee, consisting of elected and staff representatives from the District of Lillooet, Squamish-Lillooet Regional District Areas A and B, has hired the Fraser Basin Council to undertake four community economic development initiatives in 2014: 1. Conducting a feasibility study to determine the best governance model for regional economic development 2. Carrying out a community visioning process 3. Developing a comprehensive inventory of the community’s assets 4. Generating an economic leakage analysis to determine where money is leaking out of the local economy and identifying strategies for plugging the leaks.
About the Fraser Basin Council The Fraser Basin Council (FBC) is a non-profit society that advances sustainability in the Fraser River Basin and across BC. Established in 1997, the Council is a collaboration of four orders of government (Federal, Provincial, Local and First Nations) together with representatives from the private sector and civil society. FBC helps bring people together to find solutions to balance economic, environmental and social issues — with a focus on healthy watersheds and water resources, climate change action and air quality, and sustainable, resilient communities. The Council’s vision is social well-being, supported by a vibrant economy and sustained by a healthy environment. See www.fraserbasin.bc.ca for more information.
Page 280 of 333 80
Direction Request – Sub-Regional Economic Development (North... Appendix B4 - Online survey results for community priorities and visioning
Q1 Please rank the following on their importance to future economic development in the Northern SLRD:
Answ ered: 25 Skipped: 0
Business - business...
Inv estment - attracting...
Partnerships - partnering...
Agriculture
Page 281 of 333 81
Direction Request – Sub-Regional Economic Development (North... Tourism
Infrastructure -...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Not important Somewhat important Important I don't know/no opinion
Not Somew hat Important I don't Total important important know /no opinion Business - business support, growth, attraction, retention 0.00% 20.00% 80.00% 0.00% 0 5 20 0 25
Investment - attracting investment of any kind 0.00% 28.00% 72.00% 0.00% 0 7 18 0 25
Partnerships - partnering opportunities, coordinated economic 4.00% 20.00% 72.00% 4.00% development services, collaboration 1 5 18 1 25
Agriculture 8.00% 12.00% 76.00% 4.00% 2 3 19 1 25
Tourism 4.00% 12.00% 84.00% 0.00% 1 3 21 0 25
Infrastructure - transportation, roads, highways, bus, rail, broadband 4.00% 8.00% 88.00% 0.00% internet, telecommunications 1 2 22 0 25
Page 282 of 333 82
Direction Request – Sub-Regional Economic Development (North... Q2 The following objectives/recommendations pertain to BUSINESS AND INVESTMENT. Please rank the importance of the following:
Answ ered: 21 Skipped: 4
Implement a business...
Prov ide local business...
Create an entrepreneur...
Dev elop an entrepreneur...
Page 283 of 333 83
Direction Request – Sub-Regional Economic Development (North... Host w orkshops to encourage...
Dev elop a w elcome home...
Explore feasibility ...
Explore feasibility ...
Attract inv estment b...
Page 284 of 333 84
Direction Request – Sub-Regional Economic Development (North... Attract inv estment b...
Dev elop a w elcoming...
Create a stand-alone...
Create a positiv e...
Work w ith know n...
Strengthen relationship... Page 285 of 333 85
Direction Request – Sub-Regional Economic Development (North...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Medium priority High priority I don't know/no opinion
Low Medium High I don't know /no Total priority priority priority opinion Implement a business retention and expansion program 11.11% 22.22% 66.67% 0.00% 2 4 12 0 18
Provide local business support/develop small business centre 9.52% 23.81% 66.67% 0.00% 2 5 14 0 21
Create an entrepreneurial environment - utilize mentorship 4.76% 19.05% 76.19% 0.00% 1 4 16 0 21
Develop an entrepreneurial program with school district 14.29% 38.10% 47.62% 0.00% 3 8 10 0 21
Host workshops to encourage and promote entrepreneurship 14.29% 38.10% 47.62% 0.00% 3 8 10 0 21
Develop a welcome home program for young people who have 28.57% 47.62% 23.81% 0.00% left the Northern SLRD 6 10 5 0 21
Explore feasibility of bio-energy sector 20.00% 35.00% 40.00% 5.00% 4 7 8 1 20
Explore feasibility of Wi-Fi in downtown Lillooet 35.00% 25.00% 35.00% 5.00% 7 5 7 1 20
Attract investment by improving access (air, rail, highway) 4.76% 19.05% 76.19% 0.00% 1 4 16 0 21
Attract investment by improving servicing to industrial land 14.29% 28.57% 52.38% 4.76% 3 6 11 1 21
Develop a welcoming approach to new businesses 0.00% 19.05% 80.95% 0.00% 0 4 17 0 21
Create a stand-alone website InvestLillooet.com 30.00% 40.00% 25.00% 5.00% 6 8 5 1 20
Create a positive climate for tourism investment 5.00% 15.00% 80.00% 0.00% 1 3 16 0 20
Work with known prospective developers in the tourism sector 4.76% 23.81% 66.67% 4.76% 1 5 14 1 21
Strengthen relationship with Intrawest and Rocky Mountain 9.52% 19.05% 66.67% 4.76% Vacations 2 4 14 1 21
Page 286 of 333 86
Direction Request – Sub-Regional Economic Development (North... Q3 Is your organization working on any of the previous BUSINESS AND INVESTMENT initiatives? Do you know of another organization working on them? Please explain.
Answ ered: 7 Skipped: 18
# Responses Date 1 No 6/13/2014 12:10 PM
2 IDK 6/13/2014 8:58 AM
3 Yes 6/3/2014 4:41 PM
4 No 5/30/2014 5:53 PM
5 We are supporting local business through implementation of a shop local program. We have 5/30/2014 3:47 PM helped a little with tourism by providing public washrooms. I believe the St'at'imc are investigating a pellet plant (bio-energy).
6 Yes, we are developing web presence, improving services to industrial land, developing a 5/29/2014 11:14 AM welcoming approach to new businesses.
7 NA Other organization working on plan - possibly the Chamber of Commerce ? 5/29/2014 8:50 AM
Page 287 of 333 87
Direction Request – Sub-Regional Economic Development (North... Q4 Are there any other goals, objectives, or recommendations that you have in the area of BUSINESS AND INVESTMENT that you would like to identify?
Answ ered: 10 Skipped: 15
# Responses Date 1 Better support from council in hiring local businesses for local projects, and being more open to 6/13/2014 12:10 PM new ideas.
2 IDK 6/13/2014 8:58 AM
3 Local investment capital via models used in Nova Scotia (CEDIF) and Coops (Alberta) very 6/4/2014 7:45 PM important to develop in BC and use in our area
4 FIRST NATION RELATIONSHIP 6/4/2014 7:31 AM
5 Definitely regional tourism synergies. 6/3/2014 4:41 PM
6 Make it easier to have a small business, reduce regulation, etc. Legislation is geared to much 6/2/2014 5:46 AM larger "small business" than we have in this community and it is very hard to start small the way the regulations are now.
7 No 5/30/2014 5:53 PM
8 No. 5/30/2014 3:47 PM
9 Livability. Lillooet needs to improve existing community infrastructure like the REC Center and 5/29/2014 11:14 AM develop more trails work walking and biking to link adjacent communities and access to Seton Lake/Fraser River.
10 Fostering a positive and welcoming atmosphere 5/29/2014 8:50 AM
Page 288 of 333 88
Direction Request – Sub-Regional Economic Development (North... Q5 The following objectives/recommendations pertain to PARTNERSHIPS, including partnering, communications, coordinated economic development services and collaboration. Please rank the following
Answ ered: 20 Skipped: 5
Enhance economic...
Create a Local Economic...
Establish an economic...
Enhance partnerships...
Page 289 of 333 89
Direction Request – Sub-Regional Economic Development (North...
Enhance partnerships...
Dev elop a Joint Econom...
Improv e communicatio...
Improv e communicatio...
Communicate w ith quarter...
Page 290 of 333 90
Direction Request – Sub-Regional Economic Development (North...
Profile business...
Host annual Mayor/Region...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Medium priority High priority I don't know/no opinion
Low Medium High I don't Total priority priority priority know /no opinion Enhance economic development services in the region 0.00% 25.00% 65.00% 10.00% 0 5 13 2 20
Create a Local Economic Development Working Group (envisioned to include 10.00% 0.00% 85.00% 5.00% SLRD Area A, B, District of Lillooet, six St'at'imc communities, and others) 2 0 17 1 20
Establish an economic development shared services agreement (envisioned to 15.00% 15.00% 65.00% 5.00% include SLRD Area A, B, District of Lillooet, six St'at'imc communities, and 3 3 13 1 20 others)
Enhance partnerships - all orders of government meet regularly to identify 5.00% 15.00% 80.00% 0.00% partnerships and opportunities 1 3 16 0 20
Enhance partnerships - establish community accords with St'at'imc communities 10.00% 15.00% 75.00% 0.00% 2 3 15 0 20
Develop a Joint Economic Development Strategy with all interests in the region 5.00% 5.00% 90.00% 0.00% 1 1 18 0 20
Improve communication by establishing a communications plan 0.00% 20.00% 80.00% 0.00% 0 4 16 0 20
Improve communications by hosting bi-annual town hall meetings 10.00% 30.00% 60.00% 0.00% 2 6 12 0 20
Communicate with quarterly economic development reports in print, electronic 20.00% 30.00% 50.00% 0.00% and through social media 4 6 10 0 20
Profile business success stories 0.00% 35.00% 65.00% 0.00% 0 7 13 0 20
Host annual Mayor/Regional District director luncheon 25.00% 55.00% 20.00% 0.00% 5 11 4 0 20
Page 291 of 333 91
Direction Request – Sub-Regional Economic Development (North... Q6 Is your organization working on any of the previous PARTNERSHIP initiatives? Do you know of another organization working on them? Please describe.
Answ ered: 7 Skipped: 18
# Responses Date 1 No 6/13/2014 12:14 PM
2 bring back the Community to Community Forums 6/13/2014 9:01 AM
3 Slowly 6/3/2014 4:45 PM
4 No 5/30/2014 5:55 PM
5 The NEDI Committee is hopefully the start of these partnerships. Each of the St'at'imc bands has 5/30/2014 3:53 PM their own economic development corp and there is an unbrella orgranization, SGS.
6 No comment 5/29/2014 11:16 AM
7 na 5/29/2014 8:52 AM
Page 292 of 333 92
Direction Request – Sub-Regional Economic Development (North... Q7 Are there any other goals, objectives or recommendations in the area of PARTNERSHIPS that you would like to identify?
Answ ered: 9 Skipped: 16
# Responses Date 1 Partnerships seem to really bog things down. There are so many "partnership agreements" that take 6/13/2014 12:14 PM years to make and are then shelved. I think it's up to individuals to start their businesses - it won't really help if government creates boards and working groups and reports. Waste of money and time! The St'at'imc trying to start the pellet plant is an example of a partnership business that is unlikely to come to fruition. The winery is a good example of individuals starting a business and succeeding, without partnering with anyone.
2 none 6/13/2014 9:01 AM
3 Should partner with Goldbridge to improve Hurley river road as the rout could be a great way to 6/4/2014 9:37 PM improve through traffic
4 DoL TO WORK ON BETTER RELATIONSHIP BETWEEN SLRD AND FIRST NATIONS 6/4/2014 7:33 AM
5 We need to engage some of the big players in our region such as Tyax Resort, Tyax Adventures , 6/3/2014 4:45 PM Chilcotin Holidays, Aspen Planers, Interwest etc. so they become partners in our region and play an active role in it.
6 Partnerships need to bridge issues. In our area we have serious social issues that hold us back 6/2/2014 5:48 AM economically. If broad based groups are getting together they should look at the big picture, not just at economics, but include environmental and social perspectives.
7 No 5/30/2014 5:55 PM
8 No. 5/30/2014 3:53 PM
9 Working together, shared infrastructure, cooperate instead of compete, regional funding from 5/29/2014 11:16 AM existing industry by BC Hydro instead of BC Hydro only fund Bands.
Page 293 of 333 93
Direction Request – Sub-Regional Economic Development (North... Q8 The following objectives/recommendations pertain to AGRICULTURE. Please rank the importance of the following
Answ ered: 18 Skipped: 7
Support the dev elopment ...
Agriculture Area Plan -...
Agriculture Area Plan -...
Identify First Nations...
Page 294 of 333 94
Direction Request – Sub-Regional Economic Development (North... Identify opportunitie...
Grow and div ersity...
Explore and do research on...
Explore and do research on...
Explore and do research on...
Page 295 of 333 95
Direction Request – Sub-Regional Economic Development (North... Explore and do research on ...
Explore and do research on...
Assist in establishing...
Dev elop a specific...
Create an Agriculture...
Explore agri-tourism... Page 296 of 333 96
Direction Request – Sub-Regional Economic Development (North...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Medium priority High priority I don't know/no opinion
Low Medium High I don't know /no Total priority priority priority opinion Support the development and implementation of the Agriculture Area 5.56% 0.00% 88.89% 5.56% Plan 1 0 16 1 18
Agriculture Area Plan - prioritize recommendations 5.56% 11.11% 77.78% 5.56% 1 2 14 1 18
Agriculture Area Plan - develop a water balance model and determine 5.56% 11.11% 83.33% 0.00% water availability for agriculture 1 2 15 0 18
Identify First Nations agriculture business opportunities 11.11% 11.11% 77.78% 0.00% 2 2 14 0 18
Identify opportunities for small scale food processing 5.56% 11.11% 83.33% 0.00% 1 2 15 0 18
Grow and diversity regional agriculture 5.56% 0.00% 94.44% 0.00% 1 0 17 0 18
Explore and do research on climatic conditions 27.78% 33.33% 38.89% 0.00% 5 6 7 0 18
Explore and do research on preferred and emerging crops such as 11.11% 27.78% 61.11% 0.00% grapes, hops 2 5 11 0 18
Explore and do research on horticulture 5.56% 38.89% 55.56% 0.00% 1 7 10 0 18
Explore and do research on a mobile abattoir 11.11% 55.56% 22.22% 11.11% 2 10 4 2 18
Explore and do research on inland aquaculture potential 22.22% 50.00% 27.78% 0.00% 4 9 5 0 18
Assist in establishing a Farmers' Institute 5.56% 33.33% 38.89% 22.22% 1 6 7 4 18
Develop a specific agriculture marketing and branding initiative 5.56% 61.11% 33.33% 0.00% 1 11 6 0 18
Create an Agriculture Awareness Program 11.11% 33.33% 55.56% 0.00% 2 6 10 0 18
Explore agri-tourism opportunities 11.11% 38.89% 50.00% 0.00% 2 7 9 0 18
Page 297 of 333 97
Direction Request – Sub-Regional Economic Development (North... Q9 Is your organization working on any of the previous AGRICULTURE initiatives? Do you know of another organization working on them? Please describe.
Answ ered: 7 Skipped: 18
# Responses Date 1 no 6/13/2014 12:18 PM
2 Still in the works 6/13/2014 9:04 AM
3 YES SLRD AG PLAN 6/4/2014 7:36 AM
4 No 6/3/2014 4:46 PM
5 My family has a market garden and we produce a lot of food. 6/2/2014 5:51 AM
6 Don't know 5/30/2014 5:57 PM
7 na 5/29/2014 8:54 AM
Page 298 of 333 98
Direction Request – Sub-Regional Economic Development (North... Q10 Do you have any other goals/objectives/recommendations for AGRICULTURE that you would like to identify?
Answ ered: 6 Skipped: 19
# Responses Date 1 Organizational and government reports can be helpful in business planning for farmers, but again I 6/13/2014 12:18 PM really think it is up to the individual to take initiative in starting their own farm. A branding scheme for Lillooet might be helpful, kind of how the Okanagan has branded itself as a winery region. Lillooet should be branded as Organic and GMO Free! Any help from government in supporting farmers is good - if farmers want to start a farmers institute then government should help. But the idea and initiative has to come from the farmers themselves, rather than a "top down" approach with government creating organizations for farmers and hoping that the farmers will participate.
2 access to funding 6/13/2014 9:04 AM
3 LAND AND WATER INVENTORY 6/4/2014 7:36 AM
4 No 6/3/2014 4:46 PM
5 Climate change is a major factor in this sector. It is pointless to make plans based on what we think 6/2/2014 5:51 AM the climate is doing, instead we have to plan for maximum flexibility and be ready to produce food under a wide variety of climatic conditions.
6 Local and regional sustainability. 5/30/2014 5:57 PM
Page 299 of 333 99
Direction Request – Sub-Regional Economic Development (North... Q11 The following objectives/recommendations pertain to TOURISM. Please rank the importance of the following:
Answ ered: 18 Skipped: 7
Expand and enhance tour...
Support existing...
Expand summer festiv als
Host a w inter festiv al
Page 300 of 333 100
Direction Request – Sub-Regional Economic Development (North... Explore and promote...
Promote St'at'imc...
Support arts, culture and...
Partnerships with Whistle...
Enhance marketing...
Page 301 of 333 101
Direction Request – Sub-Regional Economic Development (North... Dev elop a stand alone...
Update and enhance v isi...
Dev elop mobile phone...
Dev elop a tourism...
Improv e media relations
Establish new hotels and... Page 302 of 333 102
Direction Request – Sub-Regional Economic Development (North...
Improv e first impressions ...
Engage in the First...
Beautify dow ntow n...
Improv e business...
Host a retail education...
Page 303 of 333 103
Direction Request – Sub-Regional Economic Development (North...
Deliv er SuperHost fo...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Medium priority High priority I don't know/no opinion
Low Medium High I don't know /no Total priority priority priority opinion Expand and enhance tourism products and experiences 0.00% 33.33% 66.67% 0.00% 0 6 12 0 18
Support existing festivals 0.00% 33.33% 66.67% 0.00% 0 6 12 0 18
Expand summer festivals 11.11% 27.78% 61.11% 0.00% 2 5 11 0 18
Host a winter festival 11.11% 33.33% 55.56% 0.00% 2 6 10 0 18
Explore and promote agri-tourism 16.67% 22.22% 61.11% 0.00% 3 4 11 0 18
Promote St'at'imc cultural tours and Aboriginal tourism 5.56% 16.67% 77.78% 0.00% 1 3 14 0 18
Support arts, culture and heritage through a committee and inventory 0.00% 33.33% 66.67% 0.00% of businesses and opportunities 0 6 12 0 18
Partnerships with Whistler and Pemberton, to encourage tourists there 0.00% 27.78% 72.22% 0.00% to come here 0 5 13 0 18
Enhance marketing initiatives for tourism 5.56% 33.33% 61.11% 0.00% 1 6 11 0 18
Develop a stand alone tourism website 27.78% 16.67% 55.56% 0.00% 5 3 10 0 18
Update and enhance visitor guides 16.67% 27.78% 55.56% 0.00% 3 5 10 0 18
Develop mobile phone applications 17.65% 47.06% 35.29% 0.00% 3 8 6 0 17
Develop a tourism marketing strategy 5.56% 38.89% 55.56% 0.00% 1 7 10 0 18
Improve media relations 5.88% 47.06% 47.06% 0.00% 1 8 8 0 17
Page 304 of 333 104
Direction Request – Sub-Regional Economic Development (North... Establish new hotels and destination resorts 0.00%
Page 305 of 333 105
Direction Request – Sub-Regional Economic Development (North... 6 4 8 0 18
Improve first impressions of Lillooet and the region 0.00% 16.67% 83.33% 0.00% 0 3 15 0 18
Engage in the First Impressions Community Exchange 0.00% 38.89% 38.89% 22.22% 0 7 7 4 18
Beautify downtown Lillooet 5.56% 27.78% 66.67% 0.00% 1 5 12 0 18
Improve business services to tourists 5.88% 17.65% 70.59% 5.88% 1 3 12 1 17
Host a retail education workshop 11.11% 38.89% 50.00% 0.00% 2 7 9 0 18
Deliver SuperHost for local businesses 16.67% 27.78% 50.00% 5.56% 3 5 9 1 18
Page 306 of 333 106
Direction Request – Sub-Regional Economic Development (North... Q12 Is your organization working on any of the TOURISM initiatives listed in the previous question? Do you know of another organization working on them? Please describe.
Answ ered: 8 Skipped: 17
# Responses Date 1 no 6/13/2014 12:29 PM
2 We have been involved in First Nations tourism for a number of years 6/13/2014 9:11 AM
3 YES SLRD DOING THIS STUDY 6/4/2014 7:38 AM
4 Yes 6/3/2014 4:49 PM
5 No 5/30/2014 6:01 PM
6 The Lillooet Chamber of Commerce is studying buy local programs and we are seriously looking at 5/30/2014 4:02 PM developing an Ambassador program modelled on the program in Tofino. It could incorporate the SuperHost component and retail education.
7 Yes - Many 5/29/2014 11:24 AM
8 na 5/29/2014 9:03 AM
Page 307 of 333 107
Direction Request – Sub-Regional Economic Development (North... Q13 Are there any other goals, objectives or recommendations around TOURISM that you would like to identify?
Answ ered: 5 Skipped: 20
# Responses Date 1 While the landscape is beautiful, the town of Lillooet is ugly. There is too much junk in people's 6/13/2014 12:29 PM yards and businesses look run down. Council should have bylaws around how much garbage can be in peoples yards, and support people and businesses in cleaning up. Businesses are pretty low end - a tourist looking for lunch will be sorely disappointed, especially after coming from Pemberton. We should expand on non-motorized outdoor tourism, working on hiking trails, backcountry cabins, mountain biking network, etc. It would be helpful if the Lillooet website had links to trail access and places to ice climb. It would also be great if there was a mountain biking club or backcountry club - I'm excited to see the backcountry hiking club coming from the REC centre! The wine and beer festival is awesome - Council needs to support it. Another opportunity is bringing popular bands into town for young people. There are actually quite a few fun young people around but it seems that music and events are geared towards seniors or families.
2 More info on our first tourist, Simon Fraser 6/13/2014 9:11 AM
3 I think tourism has a limited potential to boost our local economy. It should be seen as a secondary 6/2/2014 5:54 AM economic driver, as it depends heavily on a strong economy. It is a good thing to ride when the going is good, but we should be planning around more essential goods and services. If we have good stuff for ourselves people will want to visit our communities.
4 Attract tourists to what we have, using things like the Lillooet hiking guide. Avoid creating false 5/30/2014 6:01 PM tourist traps. Market to people who will appreciate what is here and enhance what is here without destroying it.
5 We need proper trails and infrastructure before we can expect tourists to come: Marina on Seton 5/29/2014 11:24 AM Lake, more circle tours from Lillooet, resort development, trails, trails, trails! Develop climbing areas around town, Work with bands to open up areas for trails and respectful multi-purpose use. A proper visitor center, mountain bike trails, better restaurants. Restaurants that cater to customers, not restaurants that open when it is convenient for themselves.
Page 308 of 333 108
Direction Request – Sub-Regional Economic Development (North... Q14 The following objectives and recommendations pertain to INFRASTRUCTURE. Please rank the importance of the following
Answ ered: 17 Skipped: 8
Pursue improv ed...
Establish transportati...
Seek upgrading and enhanced...
Lobby for rail and bus...
Page 309 of 333 109
Direction Request – Sub-Regional Economic Development (North... New or relocated...
Improv e and dev elop...
Establish a telecommunic...
Complete an assessment/i...
Seek to increase...
Page 310 of 333 110
Direction Request – Sub-Regional Economic Development (North... Dev elop or improv e basi...
Build a St'at'imc...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Low priority Medium priority High priority I don't know/no opinion
Low Medium High I don't Total priority priority priority know /no opinion Pursue improved transportation infrastructure and critical visitor services 0.00% 17.65% 82.35% 0.00% 0 3 14 0 17
Establish transportation infrastructure working group 5.88% 29.41% 64.71% 0.00% 1 5 11 0 17
Seek upgrading and enhanced maintenance on Road 40 and the Hurley Road 5.88% 29.41% 58.82% 5.88% 1 5 10 1 17
Lobby for rail and bus service; revitalize Bridge River Valley gas station) 0.00% 17.65% 82.35% 0.00% 0 3 14 0 17
New or relocated visitor information centre in Lillooet to increase prominence 17.65% 29.41% 52.94% 0.00% and visibility 3 5 9 0 17
Improve and develop telecommunications infrastructure 6.25% 25.00% 62.50% 6.25% 1 4 10 1 16
Establish a telecommunications committee 31.25% 25.00% 37.50% 6.25% 5 4 6 1 16
Complete an assessment/inventory of infrastructure and services 6.25% 12.50% 81.25% 0.00% 1 2 13 0 16
Seek to increase broadband internet connectivity 12.50% 6.25% 81.25% 0.00% 2 1 13 0 16
Develop or improve basic tourism infrastructure such as signage and kiosks 11.76% 23.53% 64.71% 0.00% 2 4 11 0 17
Build a St'at'imc Heritage and Learning Centre (15 000 sq ft facility to serve as a 11.76% 29.41% 58.82% 0.00% museum, art gallery, performing arts centre, language laboratory, training centre, 2 5 10 0 17 library, conference centre)
Page 311 of 333 111
Direction Request – Sub-Regional Economic Development (North... Q15 Is your organization working on any of the INFRASTRUCTURE initiatives? Do you know of another organization working on them? Please describe.
Answ ered: 5 Skipped: 20
# Responses Date 1 no 6/13/2014 12:30 PM
2 Have brought High Speed internet to our community 6/13/2014 9:14 AM
3 Yes 6/3/2014 4:50 PM
4 No. 5/30/2014 6:04 PM
5 The Lillooet Chamber is working on a new welcome sign at the entrance to town. 5/30/2014 4:06 PM
Page 312 of 333 112
Direction Request – Sub-Regional Economic Development (North... Q16 Do you have any other goals, objectives or recommendations pertaining to INFRASTRUCTURE?
Answ ered: 5 Skipped: 20
# Responses Date 1 Lillooet seems to do a bad job of making new infrastructure look nice. The public washrooms are 6/13/2014 12:30 PM really ugly, and there was an opportunity there to build a nice looking facility. The visitor's centre is so old and dusty. At the moment it represents the rundown look of town, but it should be renovated to look new and sunny and airy, since that is how tourists should perceive the town. Regarding signage, there are way too many old billboards and signs coming into town. They should be taken down or refreshed. We need more trees in town that are taken care of. A community beautification should include new sidewalks, lamp posts, and business frontages.
2 Working with MOTI on Hwy 40 through Reserve 6/13/2014 9:14 AM
3 Public transportation within Lillooet and between Lillooet and Kamloops/Pemberton. Increased 5/30/2014 6:04 PM internet connectivity to include the edges and outskirts of Lillooet.
4 it would be nice if this came up as a discussion item through a feasibility study to see if there is any 5/29/2014 11:40 AM merit to implement in our region! http://trendinghot.net/invention-will-change-world-just-watch/
5 Trails! Improve Duffy lake road and Hwy 12. Special bike lanes. 5/29/2014 11:25 AM
Page 313 of 333 113
Direction Request – Sub-Regional Economic Development (North... Q17 The NEDI Committee has asked for the creation of a shared vision for community economic development for the Northern SLRD/St'at'imc territory. Please indicate (check as many as you like, and list more in the blanks) which of the following elements need to be included in a vision for the region.
Answ ered: 17 Skipped: 8
w orking together/coo...
partners/partne rship
culture
outdoor recreation
tourism
agriculture
sustainable
prosperous
local
skilled
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answ er Choices Responses
working together/cooperative/collaboration 88.24% 15
partners/partnership 82.35% 14
culture 88.24% 15
outdoor recreation 94.12% 16
tourism 82.35% 14
agriculture 94.12% 16
Page 314 of 333 114
Direction Request – Sub-Regional Economic Development (North... sustainable 88.24% 15
prosperous 58.82% 10
local 88.24% 15
skilled 58.82% 10
Total Respondents: 17
# Other (please specify) Date 1 USE OF OUR NATURAL RESOURCES 6/4/2014 7:45 AM
2 accessible 5/30/2014 6:06 PM
Page 315 of 333 115
Direction Request – Sub-Regional Economic Development (North... Q18 What do you think are the THREE MOST URGENT THINGS that need to be completed to advance community economic development in the Northern SLRD/St'at'imc territory?
Answ ered: 12 Skipped: 13
# Responses Date 1 A way to foster and maintain Communication, Co-operation and shared Vision. Joint marketing 6/13/2014 5:35 PM strategies. Understanding of Customer Service.
2 Make town more visually attractive. Improve businesses so that tourists enjoy being here. 6/13/2014 12:33 PM
3 Community to Community forums 6/13/2014 9:16 AM
4 Collaboration, willingness to work with First Nations in all areas not only Economic Development, 6/6/2014 2:21 PM support of First Nations businesses that already exist
5 Hurley Road and Route 40 improvement 6/4/2014 9:41 PM
6 Develop a cross region working group to create the goals regionally. 6/4/2014 7:50 PM
7 1) COMMUNICATION AND UNDERSTANDING OF THE 3 PARTIES. 2) FINANCIAL COSTS 3) 6/4/2014 7:45 AM TRUST 3)
8 Working together/cooperative/collaboration. Training Communications 6/3/2014 4:53 PM
9 public transportation between communities and to larger centres, improved educational 6/2/2014 6:03 AM opportunities to increase capacity at all levels, more support for small business
10 Public transportation Partnerships Sustainability 5/30/2014 6:06 PM
11 Cooperation between St'at'imc and non-St'at'imc More support for existing local business and 5/30/2014 4:10 PM entrepreneurs Encouragement for more viticulture and agri-tourism
12 Facebook links so that we can all access the opportunities at all levels, committees, boards, jobs! 5/29/2014 11:45 AM
Page 316 of 333 116 Direction Request – Sub-Regional Economic Development (North...
Q19 Is there anything else you would like to add, that hasn't been covered in a previous question?
Answ ered: 2 Skipped: 23
# Responses Date 1 The list above is a little confusing, some items are actual things, and others are ideas and ideals. 6/2/2014 6:03 AM A serious overarching issue here is St'at'imc title. Often people want Native people to come to the table and participate in these things without taking the time to understand the position that they are taking. SGS is trying to establish sovereignty in this territory which would have the other parties going to their table.... which is not how things are developing. We need to understand what Aboriginal Rights and Title mean here and be willing to work within that context.
2 This is so cool to see this type of vision planning that is happening! 5/29/2014 11:45 AM
117 Page 317 of 333 Direction Request – Sub-Regional Economic Development (North...
Appendix B5 – Community economic development regional workshop agenda
REGION-WIDE WORKSHOP COMMUNITY ECONOMIC DEVELOPMENT 10AM-3PM, Tuesday June 24, 2014 Lillooet REC Centre, Mezzanine
Final agenda as at June 17, 2014
All residents of the Squamish-Lillooet Regional District (SLRD) Areas A and B, District of Lillooet and St’at’imc communities are invited to participate.
Workshop Objectives Bring together representatives from all the communities in Areas A and B, District of Lillooet and St’at’imc communities to build relationships and explore common interests Communicate and network about economic development initiatives Present draft community economic development projects and identify priority actions
Time Topic Who or Format 10:00 Welcome, introductions, review agenda/objectives Mike Simpson, FBC 10:40 Community economic development priorities – top Mike Simpson, FBC priorities from sub-regional workshops and survey, and vision results 11:00 Economic leakage analysis – where does money leave Maureen LeBourdais, FBC the communities and the region? 11:20 Economic development service – functions, governance, Tracy Thomas, FBC feasibility/costs 11:40 Community asset inventory Maureen LeBourdais, FBC 12:00 Lunch (provided) and networking 1:00 Small group discussion (questions) Facilitated small groups Community economic development priorities (what Mike Simpson resources are needed to move ahead and who has Tracy Thomas them; who is involved; what actions need to take Maureen LeBourdais place and when) Economic development service (does it cover the right functions; how do we pay for it; who takes the lead on setting it up; when to commence) Economic leakage (how to address the leaks; what new business opportunities exist; cross reference with asset inventory, skills gaps) 2:30 Reporting out from groups Report to large group 2:45 Next steps Large group 3:00 Adjourn
118 Page 318 of 333 Direction Request – Sub-Regional Economic Development (North...
Financial support for travel may be available through the NEDI committee – contact Marg Hohner at [email protected] or 250-256-4289.
For more Information, please contact: Mike Simpson Senior Regional Manager Tel. 250-314-9660 (Kamloops) Cell 250-299-1202 [email protected]
What is Community Economic Development? Community Economic Development (CED) is an inclusive and participatory process by which community members initiate and generate their own solutions to economic challenges. CED takes an asset-based approach that recognizes that economic, environmental and social challenges are interdependent, complex and ever-changing. CED is based on the belief that people have the capability and the responsibility to undertake community-based initiatives for the benefit of the greater community. The best solutions are rooted in local knowledge, and we need to hear from you!
About the NEDI Community Economic Development projects The Northern Economic Development Initiatives (NEDI) Committee, consisting of elected and staff representatives from the Squamish-Lillooet Regional District Areas A and B and District of Lillooet, has hired the Fraser Basin Council to undertake four community economic development initiatives in 2014: 1. Conducting a feasibility study to determine the best governance model for regional economic development 2. Carrying out a community visioning process 3. Developing a comprehensive inventory of the community’s assets 4. Generating an economic leakage analysis to determine where money is leaking out of the local economy and identifying strategies for plugging the leaks.
About the Fraser Basin Council The Fraser Basin Council (FBC) is a non-profit society that advances sustainability in the Fraser River Basin and across BC. Established in 1997, the Council is a collaboration of four orders of government (Federal, Provincial, Local and First Nations) together with representatives from the private sector and civil society. FBC helps bring people together to find solutions to balance economic, environmental and social issues — with a focus on healthy watersheds and water resources, climate change action and air quality, and sustainable, resilient communities. The Council’s vision is social well-being, supported by a vibrant economy and sustained by a healthy environment. See www.fraserbasin.bc.ca for more information.
119 Page 319 of 333 Direction Request – Sub-Regional Economic Development (North...
18 References
Many of the resources below are available at https://slrd.civicweb.net/Documents/DocumentList.aspx?ID=22857
BC Ministry of Jobs, Tourism and Skills Training. 2013. Lytton to Clinton to Lillooet Regional Economic Development Collaborative.
Bridge River Economic Development Society. 2012. Community Asset Inventory – Area A.
Bridge River Valley Community Association. 2013. Bridge River Valley Community Directory.
Careless, R. 2005. Lillooet-Lytton Tourism Diversification Project.
District of Lillooet. 2013. Investment-Ready Community Profile.
District of Lillooet. N.D. Lillooet: Community Profile and Investment Guide. Pp. 1-126.
EDCD Consulting. 2012. Economic Development Assessment Strategy and Action Plan, Dec 2012 (for Areas A, B and Lillooet).
EPI Ecoplan International. 2008a. Economic Base Analysis: District of Lillooet, Electoral Areas A & B, Northern St’át’imc.
EPI Ecoplan International. 2008b. Economic Opportunity Assessment: District of Lillooet, Electoral Areas A & B, Northern St’át’imc.
Fraser, W. 2008. Advantage Lillooet: The Land, The Community, The Opportunities (aka Lillooet Final Inventory Analysis).
Kretzmann and McKnight. 1993. Building Communities from the Inside Out.
LIRN BC. 2006. Lillooet Community Dialogue on Economic Development.
Murray, J. 2012. Bridge River Valley Tourism Workshop Report.
New Economics Foundation. 2002a. The Money Trail: Measuring your impact on the local economy.
New Economics Foundation. 2002b. Plugging the Leaks: Making the most of every pound that enters your local economy
Nicol, S. 2008. District of Lillooet Tourism Development Study.
Parnell, B. 2009. District of Lillooet Value of Tourism Study 2009/10.
Union of BC Municipalities. 2010. Evaluating the Economic Development Role of BC Local Governments.
120 Page 320 of 333 Direction Request – Sub-Regional Economic Development (North...
Upland Consulting. 2013. Agriculture Workshop Summary.
Vielvoye, J., and the British Columbia Grapegrowers’ Association. 2012. Summary Report 2007-2001: Climate and Feasibility Assessment of Growing Wine Grapes in the Lilllooet-Lytton Area.
18.1 Websites Aspen Planers Ltd. 2007 Home. http://www.aspenplaners.ca, accessed June 17, 2014.
Bralorne Gold Mines Ltd. 2014 Operations. http://www.bralorne.com/s/operations.asp, accessed June 17, 2014.
Bridge River Valley N.d. Community Directory. http://www.bridgerivervalley.ca/brvdirectory.pdf, accessed June 17, 2014.
N.d. Tourist Information & Community Resource Building. http://www.bridgerivervalley.ca/summeroffice/index.html, accessed June 17, 2014.
District of Lillooet 2008 Business. http://www.lillooetbc.com/business.aspx, accessed June 17, 2014.
2008 Home. http://www.lillooetbc.com/home.aspx, accessed June 17, 2014.
2008 Residents. http://www.lillooetbc.com/residents.aspx, accessed June 17, 2014.
Lillooet and District Chamber of Commerce 2010 Business Directory. http://www.lillooetchamberofcommerce.com/index.php?id=56, accessed June 17, 2014.
2010 Resource Directory. http://www.lillooetchamberofcommerce.com/index.php?id=57, accessed June 17, 2014
Savona Speciality Plywood N.d. Home. http://savonaspecialtyplywood.com/index.html, accessed June 17, 2014.
Squamish-Lillooet Regional District N.d. Documents and Reports. http://www.slrd.bc.ca/siteengine/activepage.asp?PageID=125, accessed June 17, 2014.
St’át’imc Nation 2011 Organizations. http://www.statimc.ca/organizations, accessed June 17, 2014.
2011 St’át’imc Communities. http://www.statimc.ca/communities, accessed June 17, 2014.
121 Page 321 of 333 Direction Request – Sub-Regional Economic Development (North...
2011 St’át’imc Eco-Resources. http://www.statimc.ca/programs/eco-resources, accessed June 17, 2014.
2011 Unified Press. http://www.statimc.ca/resources/unified-press, accessed June 17, 2014.
Xaxli’p Community Forest 2011 About us. http://www.xcfc.ca/pages/about-us.php, accessed June 17, 2014
Xaxli’p First Nation N.d. Xaxli’p Newsletters. http://www.xaxlip.ca/Newsletters.html, accessed June 17, 2014.
Xwísten First Nation N.d. Newsletters. http://xwisten.wordpress.com/newsletters, accessed June 17, 2014.
122 Page 322 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DECISION
Northern Economic Development and Initiatives (“NEDI”) Committee: 2013 Deliverables - Status Update
Date of Meeting: October 28, 2013
Recommendation:
That the Squamish-Lillooet Regional District Board carry forward any unspent funds previously budgeted for 2013 Northern economic development via the Northern Economic Development and Initiatives (“NEDI”) Committee to 2014.
Attachments : Y/N _YES_ Report/Document: Attached
The April 22, 2013 Request for Direction report outlining the NEDI Committee goals, objectives and 2013 budget is attached.
Key Issue(s)/Concepts Defined:
At its April 2013 meeting, the SLRD Board approved the amended Terms of Reference for the NEDI Committee, approved its goals and objectives and also approved an operating budget of $174,600.00 for the 2013 fiscal year.
Of this, $165,000.00 was confirmed and $9,600.00 was unconfirmed. Of the confirmed funds, $70,000.00 was to come from Northern Development Initiative (“NDI”) Trust in the way of two $35,000.00 Economic Development Capacity Building grants: one to the SLRD and one to the District of Lillooet (“DoL”). $10,000.00 was to come from the DoL (in-kind). $85,000.00 was to come from the SLRD as itemized below:
SLRD Confirmed Funding (2013) Total Regional Growth Strategy Budget #1201 $60,000.00 Feasibility Study Budget #1602 $15,000.00 Feasibility Study Budget $1602 (Economic $10,000.00 development shared service governance model) $85,000.00
At its April 2013 meeting, the Board also directed staff to draft a contract between the SLRD and the District of Lillooet (“DoL”) providing the DoL with the ability to enter into agreements and authorize the expenditures of funds as identified in the NEDI Committee 2013 Budget and based on the Objectives and Terms of Reference of the Northern Economic Development and Initiatives Committee.
A Governance and Implementation Agreement between the SLRD and the DoL was signed on May 13, 2013. Shortly after, the DoL submitted a Service Delivery Work Plan outlining its recommendations for how best to achieve the objectives set out by the committee. The Agreement and the Work Plan indicated that the DoL’s Economic Development Officer would 1
Page 323 of 333 Direction Request – Sub-Regional Economic Development (North...
oversee / conduct the work, with an outside contractor being brought on to assist with communications as needed.
Due to circumstances beyond its control, the DoL was not able to implement the Work Plan as originally intended. The NEDI Committee now finds itself in the unfortunate position of having to revise the original Work Plan and defer many of the planned activities to 2014.
At its meeting on October 3, the NEDI Committee elected to focus its attention on allocating as much of the $70,000.00 in NDI Trust capacity building grant funds as possible before the end of 2013. A condition of the NDI Trust grants is that funds must be expended in the year they were granted (i.e. by December 31, 2013).
The revised deliverables are as follows:
1. Build capacity for community economic development within the SLRD through professional development training ($6,100.00; 8-month Community Economic Development Certificate Program, Simon Fraser University) 2. Support the development of economic development-focused technical workshops being conducted as part of the Area B / DoL agricultural planning process ($5,900.00; workshops scheduled for November 6-7, 2013); 3. Area A-specific initiatives: Complete the Community Asset Inventory ($500.00) Hire an Economic Development Consultant: . Develop a template for a Community Profile ($5,000.00) . Conduct phase 1 of a 3-year Economic Development Plan ($7,500.00); 4. Conduct a Feasibility Study to determine the most appropriate governance model (shared service) for Community Economic Development ($10,000); 5. Carry out the completion of a Community Visioning Process (Community visioning, values, aspirations and priorities) for Area B and District of Lillooet (Cost: To be confirmed); 6. Produce a comprehensive Community Asset Inventory for Area B and District of Lillooet (Cost: To be confirmed); 7. Generate an economic leakage analysis (Areas A, B and the District of Lillooet) to identify the current usage of local vs. external resources, goods and services and to identify possible opportunities for import substitution (Cost: To be confirmed).
The NEDI Committee is working with the SLRD / Area B Agricultural Advisory Committee to implement the agricultural economic development technical workshops. The Bridge River Valley Community Association (“BRVCA”) has hired a contractor to undertake the Area A- specific initiatives.
The District of Lillooet, on behalf of the NEDI Committee via the agreement, using the services of a sub-contractor with the assistance of SLRD staff, is currently in the process of issuing a Request for Proposals (“RFP”) with the intent of hiring an economic development contractor(s) to undertake items 3 – 6. Given the late date, these deliverables will not be completed before the end of 2013. The RFP has asked proponents to incorporate a phased approach with the first phase of the projects (i.e. community engagement) taking place in 2013 and the remainder taking place in the first quarter of 2014. Each phase of the projects 2
Page 324 of 333 Direction Request – Sub-Regional Economic Development (North...
will be billed separately; 2013 NDI Trust funds will be used to pay for all work completed on or before December 31, 2013 in this regard. It is anticipated that the SLRD and the DoL will each apply for 2014 NDI Trust Economic Development Capacity Building funding in 2014 with these funds being used to complete the work.
The NEDI Committee requests that the SLRD Board carry forward the previously approved budgeted amount of $85,000.00 to 2014 in order to enable the committee to continue building momentum for community economic development in the northern SLRD. Having confirmation that this funding will be available in 2014 will enable the NEDI Committee to proceed strategically and utilize the funding appropriately. The bulk of the funding will likely be used to support the creation of a CED position.
Once funding has been confirmed and the feasibility study regarding the Shared Service Governance Model completed, the NEDI Committee will begin to implement the recommendations from the study, including recruiting a CED professional. This person’s first priorities will be to:
1. Update the 2012 Economic Development Strategy based on the findings from the 2013/14 community visioning process, asset inventory and leakage analysis; 2. Draft and submit a report summarizing the actions, undertakings and use of funds in 2013; 3. Draft a 2014 Work Plan and Budget; and 4. Explore additional funding opportunities to strengthen community economic development efforts (i.e. Southern Interior Beetle Action Coalition, Western Economic Diversification Canada, Community Tourism Foundations, etc.).
Relevant Policy:
1. 2013 SLRD Strategic Priorities Governance / Opportunities for sharing/collaboration Communications First Nation Relations Northern Areas Economic Development 2. Regional Growth Strategy Goal #4: Achieve a sustainable economy Goal #7: Create healthy and safe communities Goal #8: Enhance relationships with aboriginal communities Goal #9: Improve collaboration among jurisdictions 3. Integrated Sustainability Plan; relevant strategies Economic Food and agriculture Recreation, leisure, arts, culture and heritage Communications and engagement Communications and Connectivity Systems and Infrastructure
3
Page 325 of 333 Direction Request – Sub-Regional Economic Development (North...
Desired Outcome(s):
Confirm that the $85,000.00 previously budgeted for 2013 NEDI Committee initiatives can be carried forward to 2014.
IMPLICATIONS OF RECOMMENDATION:
Organizational: SLRD staff time (Communications & Grants Coordinator and CAO) will be required to assist the NEDI Committee until such time as a CED position is created, and in a lesser capacity thereafter.
Financial: None – Requested funds for 2014 were budgeted in 2013 and the majority of the funds are unspent.
Follow Up Action: The NEDI Committee will submit a 2013 Summary Report and a 2014 Action Plan and Budget to the SLRD Board.
Submitted by: Jeannette Nadon, Communications & Grants Coordinator Approved by: Lynda Flynn, CAO
4
Page 326 of 333 Direction Request – Sub-Regional Economic Development (North... REQUEST FOR DIRECTION
Northern Economic Development and Initiatives Committee (“NEDIC”)
Date of Meeting: April 22, 2013
Recommendation:
That the SLRD Board provide direction to staff to conduct research into the appropriate model for the NEDIC to make decisions and enter into agreements as well as the authority to expend the funds as identified in the Northern Economic Development and Initiatives Committee 2013 budget.
Committee Recommendations as per April 16, 2013 Northern Economic Development and Initiatives Committee Minutes:
1. THAT the Terms of Reference for the Northern Economic Development and Initiatives Committee be approved. 2. THAT the Objectives as per pages 2 – 4 of the Northern Areas Economic Development Strategy & Action Plan – Committee of the Whole Report of March 11, 2013 be approved. 3. THAT the SLRD Board approve the Northern Economic Development and Initiatives Committee 2013 budget of $174,600. 4. THAT with respect to the 2013 year, the Board shall authorize the Northern Economic Development and Initiatives Committee to make decisions with respect to, enter into agreements with respect to and the authority to expend the funds as identified in the Northern Economic Development and Initiatives Committee 2013 budget as approved by the Board.
Attachments : Y/N _X___ Report/Document: Attached ___ or Available ___
Key Issue(s)/Concepts Defined:
Economic Development has been identified as a critical need in the northern part of the SLRD, which has been challenged by slow population growth and declining employment as a result of contractions in the resource extraction and manufacturing sectors. In an effort to pursue economic development opportunities in a more collaborative, cost-efficient and effective manner, in 2012 the Northern Areas Economic Development Working Group was formed, composed of elected officials and staff from Areas A, B and the District of Lillooet.
The first priority of the Working Group was to oversee the development of an Economic Development Strategy and Action Plan for the northern region. Funding for the report was 1
Page 327 of 333 Direction Request – Sub-Regional Economic Development (North...
provided by the SLRD through an Economic Development Capacity Building Grant through Northern Development Initiative Trust (NDIT). The Economic Development Strategy and Action Plan was received by the SLRD Board on March 25, 2013.
Also in March, the Regional Board changed the name of the Payment in Lieu of Taxes (“PILT”) Economic Development Standing Committee to the Northern Economic Development and Initiatives Committee (“NEDIC”) and allocated $75,000 to implement the Northern Areas Economic Development Strategy and Action Plan and related activities. The NEDIC took over the actions of the Working Group. The funds were approved with the requirement that NEDIC prepare a report prior to the 2014 Budget outlining the actions, undertakings and use of funds, in order that the Board can assess the success of the implementation of the action plan and related activities.
The inaugural meeting of the NEDIC was held on Tuesday, April 16, 2013 at the District of Lillooet Council Chambers. Minutes from the meeting are attached to the April 22 Board Agenda.
The report below is intended to provide the Board with a more detailed summary of the goals, objectives, suggested actions and budget established by the NEDIC at its first meeting.
Committee Terms of Reference (attached):
Please note: As per the recommendation noted above, the NEDIC is requesting that the SLRD Board authorize the Committee to make decisions and expend Committee funds, as per the Committee objectives and as identified in the budget. Please refer to the “Available Resources” section in the Terms of Reference for the clause with respect to this.
Without further review, it is unclear at this time whether this authority can be provided to the NEDIC without a delegation bylaw, a contract/agreement entered into by the District of Lillooet to undertake these services/provide for this authority or some other form of authority. This is further compounded by the multi-jurisdictional funding and management mechanisms of the Committee. Staff time will be required to determine the appropriate mechanism if such authority is to be provided to the NEDIC.
Committee Goals:
1. Improve communication and planning 2. Strengthen and expand partnerships 3. Enhance economic development services 4. Support and expand tourism 5. Enhance and improve infrastructure 6. Support the growth of the agriculture industry 7. Develop an environment to maintain and encourage business growth and expansion
Committee Objectives:
1. Hire a full-time contractor to champion regional economic development in the northern areas and assist in the implementation of the Economic Development Strategy and Action Plan 2
Page 328 of 333 Direction Request – Sub-Regional Economic Development (North...
2. Improve communication and planning Increase community involvement and communication Enhance economic development communication Create community unity Increase community dialogue 3. Strengthen and expand partnerships Formalize the structure of the Working Group by making it a committee of the SLRD Board, ideally with decision-making responsibility Organize joint meetings with First Nations Establish community accords with First Nations Build a stronger working relationship between Lillooet Economic Development and the Bridge River Valley Community Association 4. Enhance economic development services Formalize a regional economic development model for the northern areas of the SLRD i. Conduct a feasibility study using budgeted funds (Feasibility Studies cost centre – 1602) to determine the best possible model for a shared economic development function (eg. District of Lillooet & Area B shared service with Area A involvement to be determined) ii. Until a formal model has been finalized, the members of the Working Group have agreed to continue working with an ad hoc structure in 2013 that will see increased collaboration between the SLRD and the District of Lillooet on regional economic development initiatives. iii. Develop a Terms of Reference / Agreement Begin the process of relocating the economic development office i. Conduct a feasibility study (2013); apply for NDIT funding under the Feasibility Studies program which provides up to 28.57% of total project funding to a maximum of $20,000.00 o Identify locations, partners, budget, funding (i.e. NDIT Economic Diversification Infrastructure program) Establish an Economic Development and Tourism Advisory Committee Facilitate economic development training for local leaders Create a stand-alone website (2014; www.InvestLillooet.com) 5. Support and expand tourism Pursue locations for a more prominent Visitor Information Centre i. Conduct a feasibility study (2013, in conjunction with relocation of economic development office) o Stakeholder and public consultation, assessment of location options, partners, budget, funding, etc. 6. Enhance and improve infrastructure Continue to pursue improved transportation infrastructure Continue to pursue improved communications infrastructure 7. Support the growth of the agriculture industry The Working Group [Committee] recognizes that it would be premature to implement many of the recommendations put forward in the Economic Development Strategy and Action Plan regarding the agriculture industry. Rather, the Working Group [Committee] will support the development and implementation of the SLRD’s Agricultural Area Plan for Electoral Area B in 3
Page 329 of 333 Direction Request – Sub-Regional Economic Development (North...
2013. Specific agricultural marketing initiatives will be reviewed on a case-by- case basis until the Agricultural Area Plan is complete.
Budget:
Description Amount 0 Contractor - fees $67,500.00 1 Contractor - work space and equipment (telephone, computer, peripherals, etc.) $10,000.00 2 Improve communication and planning $15,000.00 3 Strengthen and expand partnerships $10,000.00 4 Enhance economic development services $10,500.00 5 Conduct feasibility study re: Economic Development Shared Service Delivery Model $10,000.00 6 Conduct feasibility study re: moving the Economic Development Office / Visitor Centre $30,000.00 7 Support and expand tourism $20,000.00 8 Enhance and improve infrastructure $600.00 9 Support the growth of the agriculture industry $1,000.00 Total, Northern Areas Economic Development Budget (2013)* $174,600.00 * Budget is incremental to the existing economic development budgets of the District of Lillooet and the BRVCA.
Notes:
1. Estimate provided by the District of Lillooet a. Monthly charges: Telephone ($70.00), IT support ($80.00), Office supplies ($50.00), Utilities ($50.00) b. Office space: $4,000.00 per year c. Computer, software, peripherals: $3,000.00 per year 2. $12,100.00 as per 5.1 budget on page 119 of the Economic Development Strategy and Action Plan; add $1,900.00 for additional costs on annual luncheon plus $1,000.00 in regular lunch meeting costs 3. $5,000.00 as per 5.7 budget on page 120 of the Economic Development Strategy and Action Plan; $5,000.00 for additional initiatives 4. $3,500.00 as per 5.2 budget on 119 of the Economic Development Strategy and Action Plan; $1,500.00 to complete a Community Asset Inventory for Area B; $5,500.00 for Area A-specific initiatives (completion of Community Asset Inventory; Community Profile) 5. Estimate provided by EDCD Consulting and as increased by the Board at the March 11, 2013 Committee of the Whole; study will review the various models for a shared economic development service and provided a recommended course of action 6. Estimate provided by EDCD Consulting; includes public and stakeholder consultation, a review and assessment of the various locations, budget, funding model 7. $18,500.00 as per 5.5 budget on page 120 of the Economic Development Strategy and Action Plan; $1,500.00 for additional initiatives a. $3,500.00 to be provided through the NDIT Economic Development Capacity Building grant (subject to grant approval) b. $3,600.00 to be provided through the NDIT Marketing Initiatives grant (subject to grant approval) 8. Meeting costs 9. The bulk of the agricultural marketing / economic development initiatives will be deferred until the Agricultural Area Plan is complete; recommend a $1,000.00 budget to cover any initiatives that the Working Group prioritizes in 2013
4
Page 330 of 333 Direction Request – Sub-Regional Economic Development (North...
Confirmed and Anticipated Funding:
Description SLRD DoL Total CONFIRMED Squamish-Lillooet Regional District - RGS Budget #1201 $60,000.00 $60,000.00 SLRD - Feasibility Study Budget #1602 $15,000.00 $15,000.00 SLRD - Feasibility Study Budget #1602 (for Area B/DoL shared service study) $10,000.00 $10,000.00 District of Lillooet; in-kind (office space, equipment) $10,000.00 $10,000.00 NDIT - Economic Development Capacity Building grant $35,000.00 $35,000.00 $70,000.00 UNCONFIRMED Feasibility Studies (max. $20K, 20% of total cost, estimated at $30K) $6,000.00 $6,000.00 Mkting Initiatives (max. $20K, up to 28.57% of eligible costs, est. at $12,500) $3,600.00 $3,600.00 $174,600.00
NOTE: District of Lillooet w ill consider providing additional funding, should unconfirmed NDIT grant funding not be aw arded.
One of the first priorities of the new sub-regional Economic Development Contractor will be to explore additional funding opportunities in order to defray costs and enable the Committee to pursue other economic development initiatives as they arise. Examples of potential funding sources include: 1. Southern Interior Beetle Action Coalition (SIBAC) 2. Western Economic Diversification Canada (WEDC) 3. Community Tourism Foundations
The SLRD funding will be used to support human resources, but also to leverage additional funds granted by NDIT and other potential funding partners.
Next Steps:
District of Lillooet Staff to submit a proposal, work plan and rate structure to the NEDIC, outlining their recommendations for how best to achieve the following four objectives; proposal to identify what portion of this the District of Lillooet could take on utilizing its staff and receiving payment thereto: o Improve communication and planning o Strengthen and expand partnerships o Enhance economic development services o Support and expand tourism Note: The Committee has agreed to defer the recruitment of the Economic Development Contractor(s) until it has had an opportunity to review the District of Lillooet’s proposal. Once the Committee is ready to proceed, the District of Lillooet will take the lead on developing the Terms of Reference / Request for Proposal for the Economic Development Contractor. SLRD Staff to develop Terms of Reference / Request for Proposal to initiate the Economic Development Shared Service Model Feasibility Study. SLRD Staff to develop a Communications Plan, outlining recommendations for public communication and engagement relating to the formation and next steps of the Committee. o District of Lillooet Staff to assist with providing contact details and drafting correspondence to area First Nations communities.
5
Page 331 of 333 Direction Request – Sub-Regional Economic Development (North...
The Committee agreed to defer any decisions regarding performance measures and monitoring to the next meeting, however it was agreed that accountability and reporting were a priority. The Committee agreed to defer any decisions regarding funding and spending allocations and approvals to the next meeting.
Items of Note: Establishing a stakeholder-based Economic Development and Tourism Advisory Committee has been identified as a priority. Continuing to pursue improved transportation and communications infrastructure has been identified as a key issue for Area A and the Committee has agreed that it should remain a priority of the Committee in 2013 o Establishing a stakeholder-based committee to undertake this initiative was recommended in the Economic Development Strategy and Action Plan. Conducting a comprehensive sub-regional asset inventory has been noted as a priority; it will provide a baseline to assist with performance monitoring and it will inform future planning and decision making. o An agricultural asset inventory for Lillooet / Area B is being undertaken as part of the Agricultural Area Plan. o A Community Asset Inventory has already been completed for Area A.
Relevant Policy:
1. 2013 SLRD Strategic Priorities Governance / Opportunities for sharing/collaboration Communications First Nation Relations Northern Areas Economic Development 2. Regional Growth Strategy Goal #4: Achieve a sustainable economy Goal #2: Improve transportation linkages and options Goal #7: Create healthy and safe communities Goal #8: Enhance relationships with aboriginal communities Goal #9: Improve collaboration among jurisdictions 3. Integrated Sustainability Plan; relevant strategies Economic Food and agriculture Recreation, leisure, arts, culture and heritage Communications and engagement Transportation Communications and Connectivity Systems and Infrastructure
Follow Up Action:
1. The Committee must develop and implement a reporting structure that ensures timely, consistent and accurate communication between the Committee, the SLRD Board, District of Lillooet, Committee members, support staff, and other stakeholders. 6
Page 332 of 333 Direction Request – Sub-Regional Economic Development (North...
2. The Committee must develop appropriate means for monitoring progress, including establishing benchmarks for success so that it can report to the SLRD Board prior to the 2014 Budget regarding its actions, undertakings and use of funds, in order that the Board can assess the success of the implementation of the action plan and related activities. 3. The Committee must determine how approvals will be made and funds disbursed.
Communication:
A communications plan will be developed outlining a recommended approach for communicating with the public about the formation, objectives and action plans of the NEDIC. The plan will include recommendations for continued public engagement.
Desired Outcome:
Direction to staff to conduct research into the appropriate model for the Committee to make decisions and enter into agreements, as well as the authority to expend the funds as identified in the Northern Economic Development and Initiatives Committee 2013 budget, as it is unclear at this time as to the appropriate mechanism for providing the authority requested by the NEDIC.
Submitted by: Jeannette Nadon, Communications & Grants Coordinator Approved by: Lynda Flynn, CAO
7
Page 333 of 333