Mission Statement In carrying out its mandate, Bowen Island Municipality will work towards conducting operations in a way that: • Improves the economic, environmental and social well-being for present and future generations; • Encourages and fosters community involvement; • Enhances the small, friendly, caring character of the community; • Maintains an open, accountable and effective operation; and • Preserves and enhances the unique mix of natural ecosystems and green spaces that Bowen Island possesses.

NOTICE: That an Economic Development Committee Meeting will be held at Municipal Hall, 981 Artisan Lane on Friday, November 10, 2017 at 9:30 AM for the transaction of business listed below.

Stefania Shortt, Committee Clerk

REVISED AGENDA Economic Development Committee Meeting (Revised to Include Late and On-Table Items)

Friday, November 10, 2017 Page Timing

OPENING OF COMMITTEE MEETING 9:30 AM

1. APPROVAL OF AGENDA

1.1 Introduction of Late Items

Recommendation: That the Economic Development Committee approve the agenda for the November 10, 2017 meeting.

2. ADOPTION OF MINUTES

2.1 Minutes of the October 13, 2017 Economic Development Committee 5 - 11 Meeting

Recommendation: That the minutes of the Economic Development Committee meeting held October 13, 2017 be adopted.

Bowen Island Municipality November 10, 2017 Economic Development Committee Meeting - 10 Nov 2017 Meeting Page 1 of 199

3. PUBLIC COMMENTS (5 min) Public Comment is an opportunity for members of the Public to comment regarding items on the agenda or any other comments or issues they may wish to bring to the Committee's attention.

4. WELCOME

4.1 Welcome and Introductions to Cheryl McLay, Manager Vancouver 12 (5 min) Island/Coast, Regional Economic Operations, Ministry of Forest, Lands, Natural Resource Operations and Rural Development • Local Government Economic Development Survey • Strategic Planning Toolkit • Implementation Workplan

5. SUBCOMMITTEE REPORTS

5.1 Branding Working Group: Discussion re: Community Profile Updating and (10 min) Re-branding (Councillor Maureen Nicholson)

Recommendation: That the Economic Development Committee hire a writer/editor to update the BIM Community Profile for a cost no more than $1,500; and, That the Economic Development Committee accept the offer by Rethink to re-brand the publication at no cost.

5.2 Business Licensing Task Force: Feasibility Study (Councillor Maureen 13 - 87 (15 min) Nicholson) • Report and Attachments dated November 10, 2017

a. Business Licensing Feasibility Report 88 - 103

b. Council Reports 104 - 111

c. Licensing for Bowen Island Business 112 - 123

d. EDC Summit Meeting 124 - 130

e. Comparative Communities Survey 131

f. BizPal Information PowerPoint 132 - 146

g. BizPal Sample Letter of Intent 147 - 150

h. Anmore Business Licensing Bylaw 151 - 160

i. Vancouver Coastal Health 161

Bowen Island Municipality November 10, 2017 Economic Development Committee Meeting - 10 Nov 2017 Meeting Page 2 of 199 j. Email from Fire Chief Thompson 162

Recommendation: That the Economic Development Committee support the recommendations fo the Business Licensing Feasibility Study prepared by the Business Licensing Task Force in response to Council Resolution #16- 249:

That Council direct the Economic Development Committee to include in its 2017 work plan the feasibility of implementing municipal business licensing and report back to Council with those recommendations by April 2017.

5.3 Business Retention and Expansion Working Group (BRE): Business (15 min) Summit (Tuesday, January 23, 2018) - Discussion re: Organization and Actions (Chris Corrigan, Co-Chair)

5.4 Internet Access Task Force: Discussion re: Attracting Tech Companies to (10 min) Bowen Island (John Parker, Co-Chair)

6. BUSINESS ARISING FROM MINUTES

6.1 Community Economic Development Officer (Stefania Shortt, EDC Staff 163 - 183 (10 min) Liaison)

Staff Report and Attachments: 1. Comparator Communities Spreadsheet 2. Burns Lake EDO Job Description 3. East Kootenays EDO Job Description 4. Port Alberni EDO Monthly Report to Council

6.2 2018 Island Plan: EDC Strategic Priorities - Discussion re: 184 - 186 (10 min) Recommendation to Council (John Parker and Chris Corrigan, Co-Chairs)

7. NEW BUSINESS

7.1 Buy Local: BC Buy Local Week (Nov 27 - Dec 3) (Chris Corrigan, Co-Chair) 187 - 188 (10 min)

7.2 Short-Term Rentals (Councillor Maureen Nicholson) 189 - 191 (10 min) • B & B BIM Land Use Bylaw Synopsis • Short Term Rental Guide (Richmond)

8. UPDATES (20 min)

8.1 Council

8.2 Province

8.3 Tourism 192 - 193

Bowen Island Municipality November 10, 2017 Economic Development Committee Meeting - 10 Nov 2017 Meeting Page 3 of 199 8.4 Cultural Master Plan

8.5 Staff 194 - 196

9. INFORMATION ITEMS Note to members of the Public: if your correspondence is referenced in this section below and you wish to speak to the Committee regarding such, you are welcome to appear during our "Public Comment" section near the beginning of this agenda

9.1 Action Items from October 13, 2017 EDC Meeting 197

9.2 Economic Development Committee Terms of Reference 198 - 199

10. NEXT MEETING Friday, December 15, 2017 at 9:30 AM

11. ADJOURNMENT 11:30 AM

Bowen Island Municipality November 10, 2017 Economic Development Committee Meeting - 10 Nov 2017 Meeting Page 4 of 199 Economic Development Committee Meeting October 13, 2017

DRAFT BOWEN ISLAND MUNICIPALITY

Economic Development Committee (EDC) Meeting Minutes Watch the Video

Minutes of the Economic Development Committee Meeting held Friday, October 13, 2017 at 9:30 AM at Municipal Hall, 981 Artisan Lane, Bowen Island, BC.

COMMITTEE IN ATTENDANCE John Parker, Co-Chair (Meeting Chair) Chris Corrigan, Co-Chair Robyn Fenton Rod Marsh Jacqueline Massey Barry Pynn

STAFF IN ATTENDANCE Daniel Martin, Island Community Planner (9:40am – 10:17am) Stefania Shortt, Committee Clerk

REGRETS Glenn Cormier Michelle Nelson Shana Richmond Councillor Maureen Nicholson

OPENING OF MEETING The Chair called the meeting to order at 9:30 AM.

APPROVAL OF AGENDA

Introduction of Late Items It was Moved and Seconded That the Economic Development Committee approve the agenda for the October 13, 2017 meeting with the following amendments:

• Add Item 5.1: Rezoning and OCP Amendment – 431 Island Trunk Rd.

CARRIED UNANIMOUSLY

ADOPTION OF MINUTES

Minutes of the August 11, It was Moved and Seconded 2017 Economic Development That the minutes of the Economic Development Committee meeting Committee Meeting held August 11, 2017 be adopted. CARRIED UNANIMOUSLY

Page 1 of 7 Page 5 of 199 Economic Development Committee Meeting October 13, 2017

WELCOME AND

INTRODUCTIONS

Introductions and Welcome Cheryl McLay, Ministry of Jobs, Tourism and Skills Training was unable to Cheryl McLay, Ministry of to attend the meeting. Jobs, Tourism and Skills Action Item Training  Reach out to Cheryl McLay and foster support from the Ministry (Stef Shortt).

PUBLIC COMMENTS Nil.

STAFF REPORT

Daniel Martin, Island Daniel Martin, Island Community Planner, provided a council report, Community Planner re: Council referral resolution, referral letter and presentation regarding Rezoning and OCP rezoning and OCP amendment application for 431 Bowen Island Amendment Trunk Road. The applicant was applying to amend the Water Commercial (WC) 1(a) (Marina) zoning to allow an increase from 431 Bowen Island Trunk Road three to nine floating homes.

Discussion ensued relevant to: • Being clear about rental restrictions in the Housing Agreement and Tenancy Agreement • Rental rates would be regulated by owner’s motivation to house staff • Potential for renter vulnerability when employer and landlord are the same • Industrial Camps Regulations Law under the Health Act could also inform agreements in addition to the Residential Tenancy Act

The Committee provided the following comments to staff:

• That tenants be employees of Bowen based businesses: at the USSC Marina or other Bowen businesses • That the rental rates be affordable and capped in relation to Metro Vancouver or be linked to wages by a percentage calculation • That there be a possible mix of free market and restricted rental • That conversion to commercial in the future be prohibited • That local workers are hired to build where possible

Page 2 of 7 Page 6 of 199 Economic Development Committee Meeting October 13, 2017

ACTION ITEMS

Review of Action Items from The Committee reviewed the action items from the August 11, 2017 the August 11, 2017 EDC meeting. Meeting

SUBCOMMITTEE REPORTS

Business Retention and Chris Corrigan advised that the BRE had been working on the Business Expansion Working Group Summit to be held on January 23, 2018. (BRE)

Branding Working Group The Committee discussed the updated Community Brand Guidelines • Updated Brand and it was confirmed that a license was required to use the brand Standards marks for for-profit use. Action Items

 Find out why and what was changed in the brand guidelines (Stef Shortt).

Business Licensing Task Force Barry Pynn and Rod Marsh provided an overview of Task Force activities which included reaching out to other municipalities to learn how business licenses were implemented in comparable communities. They noted that there were varying degrees of enforcement and that fees were generally channelled into a revenue neutral area of the municipal budget. Benefits to businesses included a listing of registered businesses on the municipal website which businesses found to be a positive form of advertisement. Discussion points included:

• Ucluelet: Over half business licenses were Air B&Bs from which a resort fee was collected. • Hope: Tattoo and massage parlors required a health inspection. • It was advised that health and safety regulation was often the primary reason for implementing a business licensing program • It was suggested that business licensing could be a venue through which the municipality could regulate or prohibit marijuana based industries. • It was noted that other ways to create a business directory included fire inspection.

John Parker, Co-Chair, advised that Councillor Nicholson would be providing a draft report for Council for the Committee to review at the November 10, 2017 EDC meeting.

Page 3 of 7 Page 7 of 199 Economic Development Committee Meeting October 13, 2017

Internet Access Task Force The Committee discussed the recent Shaw initiative to improve internet connectivity on Bowen Island which included burying fibre optic cable across the island and under water to Nanaimo. Discussion ensued and it was decided that an agenda item should be created for a subsequent meeting to discuss the opportunities that high speed internet Could present such as an incentive that would attract tech companies to the island.

UPDATES

Council Noone to report.

Province Noone to report.

Tourism Bowen Island The Committee reviewed an update provided by Murray Atherton, Tourism Bowen Island.

Cultural Master Plan Nothing to report.

Staff Stefania Shortt, EDC Staff Liaison, reported on recent staff professional development opportunities which included a seminar on community planning hosted by the Municipal Administration Training Institute.

BUSINESS ARISING FROM

MINUTES

2018 EDC Workplan: Update Chris Corrigan, Co-Chair, provided notes from the September 19, (John Parker, Co-Chair) 2017 strategic planning session. Discussion ensued relevant to: 1) Fleshing out some of the points, for example, what exactly would the EDC’s role be in housing? 2) Stretched resources of volunteer members: Lack of participation on the part of some members of the committee was leaving a burden for the others.

The Committee discussed hiring a Community Economic Development Officer (CEDO) to accelerate and streamline EDC initiatives. Key points included:

• Salary could be funded partly from the 2017 EDC budget, partly from 2018 EDC budget, partly Tourism Bowen Island, and potentially business licensing revenue could contribute. • The ‘community’ aspect of this role would be emphasized: there was no desire to simply ramp up tourism. • The initial term could be 18 – 24 months. Page 4 of 7 Page 8 of 199 Economic Development Committee Meeting October 13, 2017

• Key priorities could include: o Expanding the shoulder season o Establishing a Community Economic Development infrastructure o Creating an incubator such as a shared working space at Area 1. o Strategically handling local economic opportunities such as adding value to the surge of tourists in the summer. o Developing a community economic development strategy which would include objectives, timelines, and deliverables. • Some Councillors would not see the need because the local economy was doing well: a working group should be formed to create a case for Council. • Invite West Van EDO to talk to the EDC. • Provide examples to the committee of what a CEDO does, eg Gibsons.

It was clarified that the decision to create a new staff position would be Council’s, and that the staff member would report to the CAO or another department head.

Chris Corrigan, Co-Chair, provided definitions that distinguished CED from ED: Economic Development attracted businesses and Community Economic Development built the community support around local business, for example supporting the provision of housing. He recommended that the BIM EDC subscribe to Community Economic Development principles and practices.

A concern was expressed at the cost of hiring a CEDO and a request was made for metrics. It was argued that Bowen businesses were already following community economic development principles and that investing in groups that were already doing such would be a better investment than paying a salary.

Committee members further discussed the need to incorporate ideas and initiatives into a plan and that a CEDO would be able to organize capacity, show how to get a housing authority started, and identify ways to support businesses.

Action Items

 Find a Community Economic Development Officers from similar communities to come to visit the EDC (Stef Shortt).  Set up a meeting with the Co-Chairs and CAO to discuss the hiring of a CEDO (Stef Shortt).

Page 5 of 7 Page 9 of 199 Economic Development Committee Meeting October 13, 2017

 Provide information on the differences between Community Economic Development and Economic Development (Chris Corrigan).  Contact SFU to provide samples of job descriptions and possibly present to the EDC (Stef Shortt/Chris Corrigan).  Get information on what they do in other communities (Stef Shortt).

Next steps included:

1) November 10th, 2017 EDC Meeting: Staff present information on CEDOs in other communities. 2) December 15th, 2017 EDC Meeting: Invite members of the public such as BIAC and small businesses to discuss possible CEDO. 3) Possibly set up another meeting date and invite CED.

Business Continuity: Robyn Fenton advised that she and Jennifer McGowan, Emergency Emergency Planning (Robyn Program Coordinator, had been discussing presenting information Fenton) regarding Business Continuity and Emergency Planning at the EDC Business Summit on January 23, 2018.

She further advised that more robust information was needed regarding how housing is affecting local businesses, noting that a small report to Council reflecting business owners’ concerns would be reassuring to the community. It was also noted that the impact of lack of affordable housing on the local economy could be gauged by factors outside of businesses, such as a difficulty finding volunteers because people were not able to afford to live here.

Robyn Fenton further advised that the Bowen Housing Network was applying for a grant from the Community Foundation, noting that data was needed to this end.

Action Item

 Work on wording of a resolution to Council regarding EDC strategic priorities in Island Plan and share with committee by email asking for feedback. Vote on final version at November meeting (Chris Corrigan and John Parker).

Logging on Bowen: Update Chris Corrigan advised that he had been providing support to David (Chris Corrigan, Co-Chair) Hocking in the research and writing he was doing regarding preventing logging on Bowen Island.

Page 6 of 7 Page 10 of 199 Economic Development Committee Meeting October 13, 2017

NEW BUSINESS

Possible EDC Meeting The EDC decided to change the December meeting to: Schedule Changes Friday, December 15th, 2017 at 9:30 AM

CRITIQUE

Review of the Meeting Discussed.

NEXT MEETING Friday, November 10th, 2017 at 9:30 AM

ADJOURNMENT By unanimous consent, the meeting adjourned at 11:30 AM.

Certified Correct:

John Parker Stefania Shortt Chair Committee Clerk

Page 7 of 7 Page 11 of 199

Prep IMPLEMENTATION PLAN

PURPOSE OF GROUP

Once you have developed your strategic plan, it is time to move forward with activating your strategy. An implementation plan will help organize your vision into a defined workplan that provides a snapshot of when your activities will occur, who will be moving each action forward, notes around funding or resourcing, and how you will proceed. Ensure that each of your project team members have a copy of the plan, and that it’s updated as needed.

Funding/ Strategic Area Action Responsibility Method Timing Notes/Status Resources State strategic area. Outline the Provide Name the key Merge cells next to Briefly describe the strategic Briefly describe how you will funding sources or dates/times Space for notes or individuals involved, related activities as activity undertake this action resources required and status updates including lead person applicable. for this activity. milestones

Page 12 of 199

Last updated: date

To: Mayor and Council, Bowen Island Municipality

From: Economic Development Committee

Date: EDC DRAFT FOR DISCUSSION MEETING Nov 10 Meeting Date: November 27, 2017

Subject: Business Licensing Feasibility Report

RECOMMENDATION That Council direct staff to review the “Business Licensing Feasibility Report” presented at its meeting of November 27, 2017, and identify next steps and resources required for the implementation of a business licensing program; and

That Council consider the implementation of a business licensing program as a priority under Strategic Pillar F – Robust and Resilient Local Economy in Island Plan 2018.

PURPOSE To provide Council with background information and recommendations regarding the feasibility of a business licensing program for Bowen Island.

DIRECTION FROM COUNCIL This report responds to Council Resolution #16-249 (July 25, 2016): That Council direct the Economic Development Committee to include in its 2017 work plan the feasibility of implementing municipal business licensing and report back to Council with those recommendations by April 2017.

The April 2017 due date was revised, given turnover in the membership of the Economic Development Committee and a delay in establishing the Business Licensing Task Force.

BACKGROUND The Community Charter gives a municipal council the ability to adopt a bylaw that requires business licensing within its jurisdiction. Business licensing programs are generally intended to • help ensure public health and safety • help ensure businesses are accountable for their actions • increase knowledge and understanding of the economy and businesses in a community • help provide adequate data for planning purposes, and • enable business networking and promotion

According to 2016 statistics from the then Ministry of Community, Sport and Cultural Development, there are 162 municipalities in British Columbia and almost all require business licences. Within the 21 municipalities included in Metro Vancouver, only two (Bowen Island and Lions Bay) lack a business licensing program.

Business Licence Feasibility Report EDC DRAFT November 10, 2017 Page 1 of 16 Page 13 of 199

Bowen Island Land Use Bylaw (LUB) Section 3.40 requires that “Each business and home occupation shall have a valid business licence issued by the Municipality prior to commencement.” All businesses and home occupations on Bowen Island are therefore in contravention of the LUB, through no fault of their own, because Bowen Island Municipality has not established a business licensing program.

Municipal staff completed a significant amount of work on business licensing in 2004 (see Attachment 1); however, Council did not direct staff to proceed with the development of a business licensing policy and bylaw.

No staff work appears to have been undertaken in the intervening years.

SCOPE OF WORK The Business Licensing Task Force limited its scope of work to providing sufficient background information for Council so that Council can decide whether municipal staff should be directed to complete further work on a business licensing program.

This report does not assess in detail the impacts on BIM staff and other resources because those impacts would be related to the breadth of the business licensing program and degree of enforcement; therefore, resource impacts are considerations at the implementation stage.

The report also does not address in depth issues related to short-term rentals (for example, the use of platforms such as Airbnb or VRBO to market accommodation that is not designated as a B&B, Commercial Guest House, or Guest House); however, municipalities typically rely on business licensing, among other tools, to begin to address these issues.

METHODOLOGY To conduct this feasibility study, the Economic Development Committee established a Business Licensing Task Force in February 2017. Task Force members are EDC Co-Chair Chris Corrigan, Rod Marsh, Councillor Maureen Nicholson, Barry Pynn, and Shana Richmond. The Task Force met on six occasions (February 23, March 16, April 13, August 14, September 1, and October 23) to discuss its purpose, set direction for its work, assign tasks, review findings, and draft recommendations for this report.

The report also reflects input from the Economic Development Committee as a whole.

The following activities inform this feasibility study:

A. A presentation on and discussion of business licensing at the EDC Business Summit (Oct 18, 2016) B. A structured review of online information related to business licensing programs in 16 Comparator Communities (May–July 2017) C. A telephone interview with a representative of BizPaL, an online business permit and licence information system (Aug) D. Follow-up telephone interviews with senior staff in five selected Comparator Communities (Aug–Sept) E. A telephone interview with the District of North Vancouver Property Use/Business Licence Coordinator (Oct)

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 2 of 16 Page 14 of 199 F. Email and telephone consultation with the mayors and some senior staff of Anmore, Belcarra, and Lions Bay (Aug) G. A short online survey of local contractors (Sept) H. Ongoing liaison regarding the proposed Metro Vancouver regional licensing program for contractors and film production (Sept) I. Email consultation with various inspection agencies (Oct)

SUMMARY OF FINDINGS BY RESEARCH TOOL

Part A: A presentation on and discussion of business licensing

The EDC-sponsored Business Summit (October 18, 2016, at the Bowen Island Lodge) brought together more than 75 community members for presentations on branding and business licensing (see Attachment 2 for the PowerPoint “Licensing for Bowen Island Business”). Staff prepared a summary of the small-group discussions on business licensing (see Attachment 3, “EDC Summit Meeting,” pp. 5-7), excerpts from which follow:

Key insights/advantages: The timing is right. Better information about business in the community. Leveling the playing field with off-island contractors. Improved networking and collaboration. Greater safety.

Key concerns: Irreversible decision. Slippery slope of over-regulation. Limiting entrepreneurship. Added bureaucracy. Confidentiality concerns. Definition of a “business.”

A commitment was made to bring back any proposed business licensing program for further community feedback.

Part B: A structured review of online information

The Business Licensing Task Force began with a list of 16 “Comparator Communities” to review how other communities present their business licensing program to the public. The communities are Gibsons, Golden, Grand Forks, Lake Cowichan, Lantzville, Metchosin, Oliver, Osoyoos, Peachland, Pemberton, Rossland, Sechelt, Sooke, Sparwood, Tofino, and Ucluelet. These communities are similar to Bowen Island in size, budget, average home price, degree of isolation, and proximity to urban centres. The list is used within Bowen Island Municipality for a number of purposes, including setting appropriate levels for municipal salaries.

Of the 16 communities, all but one (Lantzville) require business licences. Lantzville intends to introduce a business licensing program in the near future.

Summary of comparator communities: Attachment 4, “Comparator Communities,” summarizes the results of the review of online information regarding business licensing. In some instances, the information is incomplete but represents what is available to the public.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 3 of 16 Page 15 of 199 Review questions and basic findings: 1. How many licences are issued annually? Generally, not clear from municipal websites. 2. Are any businesses exempt? In about 40% of the Comparator Communities, non-profit organizations do not require a business licence. Otherwise everyone conducting business, broadly defined, is required to obtain a licence. 3. What is the range of annual fees? Broad range from $35 to $800+. Based on type of business and sometimes on number of employees. Not based on annual revenue. 4. Is your community part of a mobile licensing system? Seven communities are part of a mobile/intermunicipal system. 5. How many mobile licences are issued? Unclear. 6. Are you anticipating any changes to your business licensing program? Only in Ucluelet and Tofino. 7. Do secondary suites require a business licence in your community? No in 15 communities; unclear in 1. 8. Do short-term rentals require a business licence? Yes in 14 of the 16 communities. 9. How do you respond to non-compliance? Suspension of business licence and fines up to $10K. 10. Does business use of home require a licence? Yes in 13 of 16 communities. 11. Do you know the percentage in compliance for business use of home? Unknown. 12. What is the range of fines you apply? Zero to $10K. 13. What are your enforcement methods? Suspension, cancellation, fines. 14. Do you use an online system for licensing? Yes in five communities through the provincial government’s BizPaL; otherwise a printable form. 15. Who developed this system? Province, if anyone. 16. Do you have a standalone licensing department? One community has a Licensing Department. Unclear in most cases; otherwise Planning, Admin, Bylaw, or Inspector. 17. How are revenue and costs allocated? Appears to be to General Revenue and Admin.

Part C: BizPaL interview

Task Force member Maureen Nicholson contacted BizPaL to discuss its potential for use by Bowen Island Municipality. Policy analyst Kimberley Garside provided a thorough introduction to the Canadian online portal which provides access to information about business permits, licences, and other requirements for establishing, operating, and growing a business. See Attachment 5, “BizPaL Introduction.”

Five of our Comparator Communities use BizPaL.

This service can be provided free of charge to the Municipality and launched quickly. The steps involved include: 1. Sign a letter of intent (a nonbinding agreement that clarifies roles, tasks, and timelines). See Attachment 6 for a sample LOI. 2. Collect permits and licence information. 3. Upload to BizPaL database. 4. Connect with the national database (optional, depending on need). 5. Within 14 days, soft-launch and test. 6. Within a month, formal launch with a joint news release from the three levels of government.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 4 of 16 Page 16 of 199 Benefits to the Municipality include provision of an annual report, inclusion of building and other permit information in the system, and easy access to any federal or provincial permitting or licensing information.

BizPal functionality does not include an online payment system. This option was one of the primary reasons for investigating BizPaL. Payment is made through traditional paper-and-pay systems or, in the larger municipalities, through proprietary or off-the-shelf software such as Muniware.

In discussion with BIM staff, we determined that the current BIM financial management system, Municipal Accounting Information System (MAIS), offers a module for online payment of business licences.

Part D: Follow-up telephone interviews Business Licensing Task Force members Barry Pynn and Shana Richmond made follow-up calls to senior staff in Gibsons, Lantzville, Pemberton, Sechelt, and Ucluelet.

Follow-up questions: 1. What benefits has business licensing provided to your community? 2. What are some of the more common issues that arise with business licensing? Follow up: How have you been able to address these issues? 3. What types of enforcement issues have you had to deal with and how were you made aware of them? 4. What is the general opinion of the business owners around licensing? 5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? 6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? 7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are fees/costs required to be neutral?) Can you give some examples of how costs are allocated and what other departments are typically involved? 8. What areas (if any) of the licensing program could be improved in your opinion?

Key findings:

Town of Gibsons Sue Booth, Bylaw Officer

1. What benefits has business licensing provided to your community? • When licensing was first set up, a portion of the funds went to the Chamber of Commerce. Now the funds go into general revenue and helps funds bylaw enforcement in general. • It is a way of monitoring what businesses are operating in the community. • Provides a list of businesses (on the muni website) operating in the community making services easier to access.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Not too many issues. They don’t actively look for infractions.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 5 of 16 Page 17 of 199 • Zoning issues. Businesses setting up in areas not zoned for. • Possibly too many categories of licences. They may be reducing the numbers. • Business licensing is handled by one person who also does Bylaws and Animal Control, so there is not a lot extra time to track down non-compliance.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Businesses that don’t renew and they have to then follow up until they pay. Issue fines if they don’t pay. Time consuming. Fines sometimes not collected. • If a business (trades was the example) from another area comes to the town hall to get a one-time small job licence, they usually don’t make them get one. General contractors would be required to have them.

4. What is the general opinion of the business owners around licensing? • Part of doing business and what is in it for me.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • One year into an agreement with Sechelt. Small in number at this time and haven’t compared notes with Sechelt, so they are not sure of the exact number but don’t think it is significant. They were concerned at first that businesses (especially mobile ones) might get their licence from Sechelt as they charge less.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No and they do not accept credit cards or online payments.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • No special allocation. Fees go into General Bylaw Admin revenue and costs are put against the Bylaw department. No other costs (for example, fire inspections) are allocated to Bylaw. No requirement to be revenue neutral and overall offsets costs of the general Bylaw operations.

8. What areas (if any) of the licensing program could be improved in your opinion? • Access to business information when the Bylaw officer is out and about. They have to come back to the office to access information.

Other points covered: • Six hundred annual renewals with 40 to 50 expected to not renew for various reasons. Approximately 40 of these are B&B type operations. $97K in fees. Banks pay $600. • There are no special or active methods to search out new businesses. Facebook is sometimes reviewed as are Airbnb website listings. Most of the new licensees come in on their own or they hear about them through complaints from the general public or other businesses.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 6 of 16 Page 18 of 199 District of Sechelt Mark Dalaire, Planner

1. What benefits has business licensing provided to your community? • Identifying businesses that are non-compliant with zoning regulations. • Knowing what types of businesses are operating in the community.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues? • Businesses operating in areas not zoned. In one case the business was required to be moved to an area zoned for that type of business.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Have not been many issues. Parking issues around B&Bs. • One event where someone’s incubator business had grown and changed (storing chemicals) and operating in a residential neighbourhood. Complaint from neighbour.

4. What is the general opinion of the business owners around licensing? • Just another cost of doing business. • Sometimes there are additional costs incurred coming from getting a business licence. For example, signage has to be compliant and a conforming sign is an additional cost to the business.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • TBD but not a large number.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • Not used. Occasionally they receive an application through BizPaL or One Stop but this usually results in duplication as the application is not the same as the municipality’s.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • Fees are allocated to Bylaws revenue and there is no specific cost allocation to different departments.

8. What areas (if any) of the licensing program could be improved in your opinion? • Would like license fees be scaled in some form to the size and type of business. Right now a large business pays the same fee as a small business. • Zoning/Bylaws stipulate that there are different requirements for short-term stay rentals vs. B&B operations. Right now no inspections required for short-term stay rentals, but there are for B&Bs. • Sometimes there may be two businesses operating in the same space, but right now they only require one licence. In the future they may charge for each business.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 7 of 16 Page 19 of 199 Other points covered: • Flat $125 business license fee regardless of the size of the business. +$50 for intermunicipal. • Identification of businesses operating without a licence is largely complaint-driven. Sometimes they see a new business advertising in the local paper, and they will follow up if the business doesn’t come to them. • Not concerned with small home-based businesses (for example, online sales on a small scale). • Accept credit cards for payments but no e-transfers. • Not concerned with trades, for example, coming into the community to do short-term day jobs. • There Is some work done in conjunction with Vancouver Coastal Health for health-related inspections. • The planner was not sure if the Fire Department was charging for inspections or not.

Village of Pemberton Suzanne Belanger, Chief Administrative Officer

1. What benefits has business licensing provided to your community? • Planner uses license list to monitor B&Bs and other businesses to ensure zoning restrictions are adhered to. • Beneficial to the health and safety of the community. • Enables them to more easily review utility use/rate (water, septic) when they know there is a business operating at the address. • Cheapest advertising a business can get. (Businesses listed on the municipal website.)

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Collection of fees. Requires monitoring including businesses no longer operating. They use an aged receivables list to follow up. • Levels of fees and classification of the businesses. For example, registered massage therapists require medical certification and have a different fee charged. • Number of parking spaces for the type of business licensed. • Health/Fire inspections. They fire-inspect B&Bs. • As the community is growing fairly rapidly, businesses are opening at a faster rate as well. Airbnb is becoming a much bigger issue. • Identifying home-based businesses. Still rely a lot on word of mouth. • Can’t always identify when contractors come from other areas. Rely on the contractor to get a licence.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Enforcement hasn’t been a large issue and respond on a complaint basis. Staffing an issue. • Parking is a common issue around business licensing and bylaws. • Work with Vancouver Coastal Health to ensure certain businesses are inspected and adhere to their guidelines (for example, registered massage therapists and tattoos). • Penalty for not paying license renewal on time (100% after a certain date).

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 8 of 16 Page 20 of 199 4. What is the general opinion of the business owners around licensing? • Another tax. Most understand the need for it. The advertising via listing on the website has helped the attitude towards licensing.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • Not currently doing, but they are reviewing it.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • They separate out business licensing fees and record hours spent on licensing but do not allocate costs against that. If there is fire/building Inspection, the business pays a fee for that ($50).

8. What areas (if any) of the licensing program could be improved in your opinion? • Trying to streamline their process and ensure that all departments are aware of issues arising.

Other points covered: • If a business operates out of a strata or rental location, a letter from the strata or owner is required. • BC One Stop (Service Canada) provides an email list of businesses that have registered with them in the Sea-to-Sky corridor. • Currently allow five mobile food vendors to operate in Pemberton. • 325 business licences issued; population is 2700. • They use Facebook to help identify new businesses operating in the area. • Outside contractors pay the same fee whether they come in for one day or multiple times in a year. • Airbnb is a growing issue and they feel they haven’t identified all of them. • Farmers’ market pays double the licensing rate which includes the vendors and it is the markets responsibility to ensure that Vancouver Coastal Health and Fire Department regulations are adhered to.

District of Lantzville Ron Campbell, Chief Administrative Officer Lantzville does not have a business licensing program, but the CAO intends to introduce one shortly. He has never worked in a community that lacks licensing and believes its absence is not in the best interests of the community.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 9 of 16 Page 21 of 199 Town of Ucluelet Caroline Bidwell, Chief Financial Officer

1. What benefits has business licensing provided to your community? • Indirectly identifies accommodation businesses (including Airbnb) which are charged an accommodation tax (similar to a hotel tax) MRDT. • Helps to ensure the safety of the community. • Pays for bylaw staff.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Zoning bylaw issues/parking • Transparency around fees. Sometimes questions how they come up with different level of fees • They are reviewing fees and the different categories they have. • They have issues with businesses coming in from other areas and operating there (for example, tour boat operators). Deal with it by identifying them on bylaw outings. • Fee collection. letters, fines. • Payment methods are not ideal, as there is no credit card payment and e-transfer payments are expensive (fees paid by the licensee and the municipality).

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Not too many direct but there may be some such as parking issues around businesses

4. What is the general opinion of the business owners around licensing? • Just generally accepted as a part of doing business. • B&Bs give them some kickback as to why they have to pay for a business licence.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • No mobile or intercommunity licensing program but are considering it.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No. Weren’t aware of it.

7. How are costs allocated? For example, if a fire inspection is performed does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other depts. are typically involved? • No allocation done. Fees go into general revenue and costs are part of bylaw enforcement. They are researching new accounting systems at this time and may consider more detailed breakdown of licensing revenues and costs once those systems are in place.

8. What areas (if any) of the licensing program could be improved in your opinion? • Improve the application • Explore intermunicipal (mobile) licensing

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 10 of 16 Page 22 of 199 • Ensure all municipal staff understand the role business licensing program plays in the community.

Other points covered: • Criminal record checks required where businesses are dealing with children or seniors. • Actively seeks out businesses requiring a licence, especially accommodation businesses which are a large part of their approximately 400 business licences. • They use Facebook and Airbnb sites. The local post office also contacts them any time a business wants to set up a PO box to ensure the business is legitimate. • Garbage collection notes suites and passes information along to bylaw. Utility usage is also monitored for unusual usage levels. • They attempt to collect business licence fees from online businesses that sell into Ucluelet.

Part E: Telephone interview with District of North Vancouver Property Use/Business Licence Coordinator Task Force member Maureen Nicholson interviewed DNV Property Use/Business Licence Coordinator Zdenka Novakovic, who has more than 12 years’ experience in her position. The District works with a bylaw established in 1974 that has been amended over the years.

Key points:

• DNV issues over 5,000 business licences each year. Companies are listed online on the DNV website. • All businesses are required to have a licence, with the exception of federal or provincial government or agency offices, and BC Hydro and Terasen workers. • Non-profits must apply for a licence and provide a copy of their incorporation papers. No fee is charged. The purpose of the application is to ensure safety. • Fees range from $141 to $4,574.80. The highest fees are charged for companies with many employees and for companies such as escort services. • Best not to copy DNV’s bylaw and fee schedule. It is based in part on type of business and the number of employees, which can be underreported in order to reduce the licence fee. • DNV is currently looking at alternatives for its fee structure: collapsing the categories, using a base rate for all businesses, and then using square footage rather than number of employees as the factor to escalate the licence fee. • Other communities (for example, Burnaby) charge a higher rate in the first year given inspections required and then drop the rate in subsequent years. • Has strong reservations about a regional licensing program with concerns relating to fair distribution of funds and enforcement (the activity level required and costs). • Unclear about the number of non-resident businesses operating in DNV. Difficult to determine. • Will not issue licences for marijuana and related businesses. Uses high fees to discourage some types of businesses, but these also often face constraints from the RCMP, Vancouver Coastal Health, and the Liquor Control Board. • Reviews all applications for consistency with the Land Use Bylaw. Planning review comes first. • Secondary suites do not require a business licence, but they must be registered and pay extra utility fees charged as part of property tax.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 11 of 16 Page 23 of 199 • “Airbnb” is not a permitted use, though they do exist. There is an upcoming council workshop to help address the issue. • B&Bs require a business licence, as does business use of home (restrictions include square footage, number of employees, parking). The business must be conducted by a resident of the home and they require proof of residency. • For paper applications, a clerk inputs information. Applicant must pay at time of application. • Non-residents can apply by email or online. • Function is now part of Planning, Permits and Licensing. Originally was part of the Building Department. • Completed a microanalysis a few years ago to ensure cost recovery, revenue neutrality. • Recommended that if we find we underestimate fees, recoup costs over a five-year period, if necessary, rather than introducing any large adjustments to fees. • Don’t make it onerous for people and staff: Keep things simple. It is also difficult to take a system online if too many categories, fees, etc., are used. • Promote the resources of Small Business BC to business owners to help with start-ups and business retention.

Part F: Consultation with mayors Metro Director Maureen Nicholson contacted the mayors of the three other small Metro Vancouver municipalities regarding business licensing programs.

Anmore: Mayor John McEwan confirmed that Anmore requires business licensing through the Village of Anmore Bylaw No. 26, 1999: A bylaw to provide for the licensing and regulating of businesses. This bylaw is exemplary in its brevity and clarity. See Attachment 7.

Belcarra: Mayor Ralph Drew confirmed that Belcarra requires business licensing through the Village of Belcarra Business Licence Bylaw No. 227, 1995. CAO Lorna Dysart confirmed that the village issues approximately 25 business licences annually, mostly to contractors and film production companies. The primary means of bylaw enforcement for contractors is through the building inspector, who informs contractors on site when a licence is required. CAO Dysart does not consider business licensing to be an administrative burden.

Lions Bay: Mayor Karl Buhr confirmed that Lions Bay does not require business licensing. Mayor Buhr believes that the administrative and enforcement effort is not worth the added revenue and control. There are apparently home-based businesses in Lions Bay, but there is no clear understanding of the number and type, or of their contribution to the local economy. Lions Bay has introduced Temporary Use Permits for short-term rentals and B&Bs, but no business licensing as such.

All three mayors are following the Metro Vancouver regional licensing program initiative with interest.

Part G: Survey of local contractors Using Survey Monkey and recommended contacts from Task Force member Rod Marsh, staff issued an invitation to 66 local contractors to participate in a two-question survey on intermunicipal business licences. Twenty-three responses (35%) were received.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 12 of 16 Page 24 of 199 Q1: Do you currently No: 14 (61%) have business licences to Yes: 9 (39%) work in other municipalities? If yes, which District of North Vancouver (4), City of North Vancouver (3), West communities? Vancouver (1), Squamish (2), Vancouver (2) (Note: Some respondents hold licences in multiple communities.) Q2: Would you be No: 16 (70%) interested in Yes: 7 (30%) intermunicipal business licences? Why? • We work all over the Lower Mainland without one now. We would be interested only if it was very inexpensive. • I don't need to purchase business licenses because my work is considered to be a professional consultation service. • Because business licences are mostly just a municipal tax grab. I think licensing for specific types of business that need regulation is useful at times to control certain industries. • I work in various jurisdictions… some, but not all, require me to have a business licence. • I only work on Bowen. • North van West van Bowen Easier to work and licence probably cheaper if part of all the North Shore municipalities. • I think it would be much fairer if a trade or company would pay only where they may be working. In the overall analysis I think you would find most trades would work only within one municipality. • Costs kill my ability to run my business. • Main business is in Vancouver, by far.

Part H: Metro Vancouver regional licensing program Work has been underway for more than a year on a business licensing program for all of Metro Vancouver (21 municipalities, 1 electoral district, and a treaty First Nation) as part of a Regional Prosperity Initiative led by Board Chair Greg Moore. This program would be in addition to the existing suite of intermunicipal (or mobile) licences offered in specific subregions (see https://www2.gov.bc.ca/gov/content/employment-business/business/small-business/mobile-business- licence-program).

The regional licensing program is intended for contractors and film production. It is still in the formative stages, with a yet-to-be determined launch. Both Metro Director Maureen Nicholson and BIM Senior Bylaw Officer Bonny Brokenshire have participated in planning meetings and will continue to do so.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 13 of 16 Page 25 of 199 Part I: Inspection agencies The Business Licensing Task Force contacted the following for input on this study: • Bowen Island Fire Department • Vancouver Coastal Health • Workers Compensation Board The Fire Department and Vancouver Coastal Health expressed support for a business licensing program. See Attachments 8 and 9. The Workers Compensation Board did not respond.

BUSINESS LICENSING TASK FORCE RECOMMENDATIONS

1. Include business licensing implementation as a strategic priority related to economic development in Island Plan 2018. 2. If business licensing is supported after further study by staff, implement the business licensing program in July 2018. Alternatively, implement the program for calendar year 2019. 3. House the licensing function in the Planning Department, with support from Communications, Finance, and Bylaw.

4. Require all businesses to obtain a business licence. 5. Require non-profit organizations to register but waive the licensing fee. 6. Require non-resident businesses operating on Bowen Island to obtain a business licence. 7. Require B&Bs, Commercial Guest Accommodation, and Guest Houses to obtain a business licence. 8. Require a business licence for an attached or a detached secondary suite if the owner of the property is non-resident.

9. In principle, keep the fee schedule simple, the categories few, and the fees low, commensurate with the small scale of our community. 10. Investigate the Municipal Accounting Information System (MAIS) module for online payment. 11. Do not pursue BizPaL as an option for licensing applications.

12. Convey the rationale for business licensing clearly to the community, emphasizing the ease and simplicity of obtaining a licence. 13. Develop a communications strategy for business licensing, including the production of an informational brochure, a dedicated web page that outlines benefits to business and the community, an online form/downloadable PDF, an online publicly accessible database of business names, and options for payment including e-transfers. 14. Update the community on business licensing at the EDC Business Summit in January 2018.

15. Develop an education and enforcement strategy for business licensing, including raising awareness regarding appropriate land use. 16. Use the business licensing program to begin to address issues related to short-term rentals.

17. Defer discussion with the North Shore municipalities regarding participation in an intermunicipal licensing agreement. 18. Continue to monitor the progress of the Metro Vancouver work on a regional licensing program for contractors and film production.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 14 of 16 Page 26 of 199

FINANCIAL IMPLICATIONS Business licensing must be revenue neutral and cost recovery. If Council approves proceeding with licensing, start-up costs will primarily be for staff time and the legal review of draft bylaws. Once the licensing program is operational, costs can be monitored and fees adjusted if required.

COMMUNICATION STRATEGY Information will be communicated to the public through the usual municipal communication tools (municipal website, Island Page, social media) as well as through council meeting agendas and minutes during the development of required bylaw(s) and fee schedule. Materials will be developed as needed through the Communications Team. The EDC Business Summit planned for January 23, 2018, offers an opportunity for face-to-face communication about a business licensing program.

OTHER IMPLICATIONS If Council does not approve proceeding with business licensing, then it could consider deleting the requirement for a business licence stated in the Land Use Bylaw Section 3.40. Alternatively, Council could allow the section to remain and choose to continue to not enforce the section.

CONCLUSION Introducing a business licensing program would complete an initiative that began in 2004 and stalled. Such a program would help us better understand the economy of our community, allow for better planning, and enable support for Bowen businesses. While significant work would be required to establish business licensing for Bowen Island, once in place the program would be a routine part of our municipal operations, as it is in almost all municipalities in British Columbia.

ALTERNATIVES 1. That Council direct the Economic Development Committee to address specific issues and concerns related to business licensing identified at the Council meeting of November 27, 2017, and to submit a revised feasibility report to Council to allow for the potential inclusion of a business licensing strategic priority in Island Plan 2018. 2. Other direction as provided by Council.

Attachments: Attachment 1: Council report dated July 12, 2016, from Councillor Maureen Nicholson regarding “Business Licensing Recommendations from the Economic Development Committee,” including Council report dated September 15, 2004, from Bylaw Enforcement Officer Chris Buchanan to CAO Isabell Hadford, “Business Licensing on Bowen Island” Attachment 2: PowerPoint from October 18, 2016, EDC Business Summit, “Licensing for Bowen Island Business” Attachment 3: Summary from October 18, 2016, “EDC Summit Meeting” Attachment 4: “Comparator Communities” Attachment 5: BizPaL informational PowerPoint

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 15 of 16 Page 27 of 199 Attachment 6: BizPaL, Sample Letter of Intent Attachment 7: Village of Anmore Bylaw No. 26, 1999: A bylaw to provide for the licensing and regulation of businesses Attachment 8: Letter dated October 17, 2017, from Acting Manager Health Protection Mark Ritson, Vancouver Coastal Health Attachment 9: Email dated October 19, 2017, from Fire Chief Ian Thompson, Bowen Island Fire Department

SUBMITTED BY:

__{ORIGINAL SIGNED} ____

Councillor Maureen Nicholson for the Business Licensing Task Force Economic Development Committee

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 16 of 16 Page 28 of 199

To: Mayor Skeels and Council

From: Councillor Maureen Nicholson

Date: July 12, 2016 Meeting Date: July 25, 2016

Subject: Business Licensing Recommendations from the Economic Development Committee

RECOMMENDATION That Council direct the Economic Development Committee to include in its 2017 work plan the development of recommendations for municipal business licensing and to report back to Council with those recommendations by April 2017.

PURPOSE The purpose of this report is to provide background on prior municipal work on business licensing and to request that Council direct the EDC to provide recommendations for municipal business licensing.

BACKGROUND According to statistics from the Ministry of Community, Sport and Cultural Development, there are 162 municipalities in British Columbia and essentially all require business licences.

The Community Charter gives a municipal council the ability to adopt a bylaw that requires business licensing within its jurisdiction. Bowen Island has already done so.

Section 3.40 of the Land Use Bylaw requires that “Each business and home occupation shall have a valid business licence issued by the Municipality prior to commencement.”

All businesses and home occupations on Bowen Island are therefore in contravention of the LUB because Bowen Island Municipality has not established a business licence program.

Municipal staff completed a significant amount of work on business licensing in 2004; however, Council did not direct staff to proceed with the development of a business licensing policy and bylaw.

No staff work appears to have been undertaken in the intervening 12 years.

COMMITTEE RECOMMENDATIONS The Economic Development Committee is the appropriate committee to provide initial recommendations for municipal business licensing.

Committee members have already informally discussed the following issues:

Page 1 of 2 Business Licensing Recommendations from the Economic Development Committee July 25, 2016 Page 29 of 199

• Lack of reliable business statistics (e.g., number of businesses, types of businesses, longevity of businesses, niche opportunities, start-up success rates) • Inability to participate in intermunicipal mobile business licensing programs, especially important for the trades (see http://www2.gov.bc.ca/gov/content/employment- business/business/small-business/mobile-business-licence-program) • Difficulties in communicating with businesses, given the lack of a master list of Bowen businesses • Missed opportunities for collaboration, education, mentoring, and subcontracting • Administrative costs to the Municipality for a business licence program, including enforcement • Appropriate and scalable licence fees • Loss of revenue for the Municipality • Inability to suspend or withdraw a business licence for just cause • Community perceptions and understanding of the advantages and disadvantages of business licences

FINANCIAL IMPLICATIONS Financial implications have not been considered at this time.

It is expected that related committee costs, if any, would be part of its 2017 budget request.

COMMUNICATION STRATEGY • Initially, through agendas, minutes, and video recordings of EDC meetings • Report to Council included in Council-in-Brief

CONCLUSION Bowen Island businesses and home occupations are required to have a valid business licence; however, the Municipality has not established a business licence program. As a result, the Municipality lacks the information required to monitor and support business activity within its jurisdiction. If directed by Council, the Economic Development Committee can provide recommendations to assist in the development and implementation of municipal business licensing.

Attachments and References: Memorandum dated September 15, 2004, from Bylaw Enforcement Officer Chris Buchanan to CAO Isabell Hadford, “Business Licensing on Bowen Island”

SUBMITTED BY: [ORIGINAL SIGNED] ______Maureen Nicholson Councillor EDC Council Liaison

Page 30 of 199 Page 31 of 199 Page 32 of 199 Page 33 of 199 Page 34 of 199 Page 35 of 199 Page 36 of 199 LICENSING FOR BOWEN ISLAND BUSINESS

Business Summit, October 18, 2016 Page 37 of 199 OVERVIEW

 Resolution  History  Context  Examples  Issues

Page 38 of 199  Discussion COUNCIL RESOLUTION (RES#16-249), JULY 25, 2016

 It was moved and seconded that Council direct the Economic Development Committee to include in its 2017 work plan the feasibility of implementing municipal business licensing and report back to Council with recommendations by April 2017. Carried unanimously.

Page 39 of 199  Importance of feedback from the community. Page 40 of 199 HISTORY Page 41 of 199 CONTEXT Page 42 of 199 Page 43 of 199 EXAMPLES

 Short-term rentals  Intermunicipal business licensing Page 44 of 199 Page 45 of 199 Page 46 of 199 ISSUES

 Priority: How important is business licensing?  Public education: What do people need to know?  Scalability: Can we start small? Should we start big?  Fees: What would they be?  Inspections: Would there be any? How would that work?  Monitoring and enforcement: How would that work?  Administrative cost: What would this cost? Worth it? Page 47 of 199  Cost of doing nothing: What would that be? DISCUSSION

 What are the advantages you see for Bowen business licenses?  What makes you nervous? Page 48 of 199 EDC Business Summit Meeting October 18, 4:00 PM Bowen Island Lodge

Welcome and Introduction Chris Corrigan, Harvest Moon Consultants Maureen Nicholson, Councillor, Bowen Island Municipality

Impetus for this meeting:

 We are reaching the end of an intensive period of research on what this community really looks like and how we express ourselves. This meeting is an opportunity to share the research that has gone into the “Bowen Brand” and have businesses engage with the story of who we are.  Bowen is in transition: visitors’ and residents’ experiences have gone into this research.  Conducting business more in-line with this research discoveries leads to deeper engagement /experience as a business owner and a customer.

 EDC also wishes to share the results of numerous Focus Groups conducted over last four years on how business is done on Bowen– unearthing business practices that are uniquely applicable to Bowen, based on Bowen Island business “survivors”.

Evening will cover: (1) the Bowen Brand; (2) Best Practices; (3) What do businesses want the EDC to do going forward; and 4) a celebration of Bowen Island businesses.

Living the Bowen Brand: A Presentation on EDC Research Sheree Johnson, Founder, Storytellings Edward Wachtman, Founder, Storytellings

Key Insights from research on Bowen Island Businesses:

 Interviewed visitors, residents and businesses – over 500 stories gathered to reveal the stories that bind us together  Revealed deep Insights about Bowen Island: close to Vancouver, but different, less stressful; a sense of community so strong you can almost feel the hugs; a place to connect with what really matters; Bowen might change you for the better.  Story is the source of the mascots : Slug – reminds us to slow down; Seal – reminds us to dive into unique experiences; Eagle – the protector of our natural bounty; and Deer – fierce and protective, wants to protect this place and island.  Rethink has volunteered to help Bowen businesses incorporate these mascots into their marketing.

Page 49 of 199 Going deeper into the Bowen experience: Why people come here and why they stay here:

5 key themes came out of the stories:

Crossing over – a journey to another world. Soothing, healing place, sanctuary, respite, recharging. Crossing the water is an age-old symbol of entering a new world. Represents transformation, going from one state of being to another, profoundly meaningful change.

Pristine natural beauty – why people live and visit here. Reason they do business here: to live in this beautiful, natural world.

Sense of community – self-reliance, looking after ourselves and our neighbours. Most cited word for why people live and do business here. Community as belonging, and being part of something larger. Deep emotions associated with community because it is about survival. Weaving together into one tapestry. “Got your back.”

Connected with what matters most – deep relationships, something bigger than ourselves, Bowen as a catalyst for engagement in the community, connection with nature. Belonging.

Just might change you for the better – rough summation of four previous elements. Bowen as bringing out the best in us. Living a life that resonates with what matters most, both for residents and business owners. Reasons for starting a business on Bowen – to live here, spend more time here, and to make a difference to this community.

Business Owners

 Critical role in this story. Business owners create, sustain and enhance the story.  Have their own Bowen story: Hardy, independent breed. Harvest ideas from natural beauty and community. Trying to achieve purpose, meaning and give back to community. Mentoring the next generation. Making a difference.

Bowen Best Business Practices Handbook: 20 in handbook. Fall into three key categories:

 Who I am – know your vision, wee bit rebellious  What I do – products and services and customers – filling a hole, what is lacking, ‘Bowenizing’ product or service.  How I do it – be front and center in your business, doing what you say you will do and then some.

Page 50 of 199 Best Practices Examples:

 Bowenizing – For example, Xenia - giving people an opportunity to enjoy nature of Bowen and connect with what matters most through community.  Giving Back to the Community – For example, Gary Ander, Metro Blasting, making a new veterans park where people can come together for events.  Up Front and Center in Your Business – For example, Artisan Eats – always see Julie and Christophe at their cafe. Face of their business. Involved 24/7.  Sharing the Know-How – Business owners need advice and there is amazing expertise in this community with willingness to share this know-how to make everyone here successful. For example, Bowen Island Women In Business (You’ll be better for being here).

Strategic Small Group Conversations on Applying the Bowen Brand

How do you create, sustain and enhance the Bowen Story with your Business?

Key Insights:

A .Business Networks

 The power of a business network is underused  Business on Bowen is like a tree growing on a rock – you can’t send roots straight down, need to send them out and see which roots take the best  Spread yourself out through a number of businesses to see what takes  Businesses bringing people together in different ways – work together, show art together. businesses provide the place to network formally or informally (i.e. pub)

B. Housing Affordability Crisis

 Affordability of housing - problem, leading to loss of workers

C. Bowen Identity

 Identity issue – desire for a “made on Bowen” mark

D. Bowen paradox

 Leave us alone but serve us well when we want it

E. Lack of Private/Public Boundary

 No real distance between public and private persona. Lack of respect of business hours if your island is public

F. Word of Mouth Marketing/Connection

Page 51 of 199  Proactive involvement – word of mouth marketing as best marketing. Just go in and introduce yourself

G. First Nations Territory

 Indigenous Territory – Beat a Fast Rythym – Squamish Name for Bowen. Named from the Sea. Refers to canoeing on fast waters.

Business License Overview Maureen Nicholson, Councillor, Bowen Island Municipality

Key Points:

 Just at beginning of talking about this at Bowen Island Municipality  Resolution was passed at July 25 Council meeting: that Council direct the EDC to include in its 2017 workplan the feasibility of implementing business licensing and report back to Council by April 2017. Unanimously carried. Importance of community feedback was emphasized.  History: According to statistics: of 162 municipalites, 161 require business licenses.  Community Charter gives Municipality the authority to adopt a bylaw to have business licenses. This bylaw already exists in the Bowen Island land-use bylaws.  Municipal staff had done work previously in 2004 on business licensing. Council did not direct staff to proceed with licensing.  There was a recommendation in 2004 that municipal staff initiate a discussion with the District of West Vancouver and North Vancouver to develop an interim business licensing agreement.  Other municipalities: i.e. Tofino, Nelson provide information on their website as to who needs a business license? Answer is: everyone in the community.  Examples include short-term rentals, contractors – Bowen Island contractors have to buy licenses off-island to work in another municipality, but Bowen Island does not require this of contractors coming to work here. Speaks to inter-municipal licensing.  Issues identified by EDC: o priority of business licensing; o public education about business licensing; o scalability – could we start out small with designated areas requiring licensing?; o Fees – what would they be? Municipality cannot be making a profit; o Inspection – how would that actually be implemented?; o Monitoring and Enforcement – how would this work?; o Administrative cost – what would the cost be; is there a cost to doing nothing?  Benefits that could come from licenses: o Data: better statistics would exist on how many businesses in each sector. Provincial government statistics said there were 1300 businesses on Bowen.

Page 52 of 199 o When you apply for grants, if you cannot describe your business community in quantative terms, you cannot complete the application. Chris cited the example of Saltspring where they received a grant to have a business development incubator. o Other municipalities help to promote businesses i.e. online directory, new license holders, resources gathered for businesses in a central location.

Small Group Discussions on a Bowen Island Business License Program

What are the advantages you see for Bowen business licenses? What makes you nervous?

Key Insights/Advantages:

A .Timing is Right

 It is time: there has been a shift in attitudes toward Council. While in 2004 the attitude toward Council was one of mistrust, now Council is more in tune with business. There is an understanding that we need licensing and that it is not intended to be a money grab or an opportunity to control businesses. Demographics may be behind the change in attitudes –young people moving here want to do business here, business people are on Council.

B. Data Collection

 Collection of information: i.e. how many employees are in certain sectors, a certain income bracket; leading to a greater understanding of how many people need housing .  Leads to grant eligibility – could address bandwidth issues

C. Leveling of the Playing Field

 Even playing field with those across the water.

D. Connectivity

 Previously there did not exist an agricultural alliance nor a brand - these developments lead to greater connectivity, a registry could contribute to this.

E. Safety

 Advantages in safety: food safety for example

F. Identification of Non-Visible Businesses

 Tool to identify non-visible businesses that are on Bowen but do not have Bowen customers

Page 53 of 199

Key Concerns:

A. Inability to Reverse Decision

 Lack of reversibility: Once we have this, it will never be possible to reverse it.

B. Associated Requirements/Slippery Slope:

 Would this lead to o a need to be an industrial zone for certain businesses? o more inspections, regulations and costs? o limits on certain types of businesses?

C. Impact on Entrepreneurship

 Could this limit entrepreneurship and the ability for Bowen business owners to “push the rules” and incubate ideas as entrepreneurs on Bowen?  How will this impact the ability to have a home-based business? Effect on grassroots businesses. Her experience elsewhere was that licensing required the consent of many neighbours, all of whom could have stopped her business.

D. Bureaucracy

 Adding bureaucracy on top of bureaucracy  How could we ensure a less onerous process with less red tape?  Why not just have a registry to achieve a very similar advantages (x3) Online so that it is accessible. o Counterpoint: how would we keep this current? A business license needs to be renewed annually.  Why not refine what is already in place: land use bylaws. Make these stronger instead of building on what is already weak.

Questions:

 Could there be scalable costs: could there be a smaller cost i.e. if you do not require inspections like a larger business?  Would you need multiple business licenses if you have multiple businesses? What would the definition of a business be versus a hobby?  How would the information compiled be used? What if it is used to limit business licenses?  Would it be mandatory?  Efficiencies: Could we tie the license to other things for ease to business owners

Page 54 of 199  Three largest business categories on Bowen: accommodation, contractors, realtors – has always been this way. Will contractors be required to have licenses? What about those who aren’t even computer literate?

End Notes

 Vacancies on the EDC announced

Page 55 of 199 Comparator Communities Research

Summer 2017 BP = Barry Pynn CC = Chris Corrigan MN = Maureen Nicholson RM = Rod Marsh Lake Cowichan QUESTION Gibsons - BP Golden - CC Grand Forks CC RM Lantzville MN Metchosin MN Oliver RM Osoyoos RM Peachland BP Pemberton MN Rossland BP Sechelt BP Sooke MN Sparwood RM Tofino CC Ucluelet CC TOPIC: Business licences (municipal, intermunicipal, regional)

How many licences issued annually? about 180 no licensing $25,000 approx 450 Government & Charitable registered non- all LGA Are any businesses exempt? no non-profits none events no licence rqmt none? charitable events non profit none profits non profit non profit none none exemptions $100, $150 Base $75. Up to Base $112/$50 $25-300 + more Range of annual fees? $200-300+ $70-300/year $75-250 Intermunicipal $35-$100 $200 $50-300 daily $150-$300 $100-200 $125-175 $50-$250 $100 base $100-$800+ for itinerant Yes - Duncan, yes - Capital North Cowichan, Regional District Part of a mobile licensing system? yes - Sechelt Ladysmith - $100 none ? yes -$150+base yes yes Gibsons $50 yes- CRD Fernie, Elkford

How many mobile licences issued? ? 16 22 communities ? ? changes to Tourist Any changes to system anticipated? ? Commercial yes

TOPIC: Secondary rental suites, short term and bed and breakfast use in home

Secondary suites: require? no no no no no not clear no no no no no no no no no no

Short-term rentals (e.g., Airbnb): require? yes yes yes yes no yes yes yes yes yes yes separate app no? yes yes yes Suspensions &/or $100-500 Suspension and Fines up to suspension- suspension Reponse to non-compliance? Fines - zoning fines fine n/a $10K Suspension ? ? fines ? fines fines

TOPIC: Business use in home no; must comply Require a licence? all yes Yes Yes with zoning yes all yes all all all all yes yes

% in compliance? unknown n/a ? ? ?

TOPIC: enforcement $50-200 up to Fines? no range $100 - $500 Max $2000 up to $200 Up to $10K no no $250-$10K $50-2000 sched no $10K no $50-$1000 Suspension/Can bylaw inspector/bylaw/ License Inspector can Inspector can cellation/fines to Suspension/fine enforc/complaint suspension/fine suspension- fines/susp bylaw fines/bylaw inspector and by Enforcement methods? suspend or fine. suspend $200 Inspectors Suspension s to $2000 form s fines enforcement enforce Inspection law office

TOPIC: General Online form, Online form, List here: payment in drop off online form, drop online form, drop Bizpal and http://ucluelet.ca Online system? no, application person or by Yes no no no. Yes? Yes BC Bus reg off no Bizpal off or BizPal online no /images/2016_B OneStop Business Who developed? n/a n/a Registration n/a One-stop Provincial n/a Provincial govt Prov govt Prov govt

TOPIC: Administration, costing Business Inspector License working with Fire Planning and Standalone dept or part of other dept? Planning Department Admin Bylaw Not standalone Not standalone Not standalone Planning & Dev Planning & Dev and Planning Planning/Bylaw Building Chamber of Revenues go to Commerce How costs allocated? general treasury n/a General General General receives some of Page 56 of 199

http://www.gibso http://www.golde http://www.grand http://www.north http://www.oliver https://osoyoos.c http://www.pemb http://www.rossl http://www.sech https://sooke.civi https://sparwood https://tofino.ci http://ucluelet.ca ns.ca/business- n.ca/Document- forks.ca/wp- cowichan.ca/ass .ca/sites/oliver.ci ivicweb.net/docu http://www.peac erton.ca/public/d and.ca/sites/def elt.ca/Portals/0/p cweb.net/docum .civicweb.net/file vicweb.net/Do /images/Busines Link to forms licences Library/Forms- content/uploads/ ets/Departments vicwebcms.com/ ment/32508/104 hland.ca/606 ownload/docume ault/files/city- ublic%20docum ent/5172 pro/document/50 cuments/Docu s%20License%2 http://www.gib https://golden.civ http://www.grand http://www.north https://metchosi https://oliver.civi https://osoyoos.c http://www.pemb http://www.rossl https://sooke.ca/ http://ucluelet.ca sons.ca/includ icweb.net/filepro/ forks.ca/wp- cowichan.ca/Do n.civicweb.net/d cweb.net/filepro/ ivicweb.net/filepr http://www.peac erton.ca/public/d and.ca/sites/def municipal- /community/plan Link to By law e/get.php?nod documents/4526 content/uploads/ cuments/Cache ocument/3/Busin documents/?pre o/documents/12 hland.ca/609 ownload/docume ault/files/city- hall/documents- ning-forms- http://www.golde http://www.grand http://www.north http://www.lantzv http://www.distri http://www.oliver http://www.peac http://www.pemb https://sooke.ca/ https://sparwood http://tofino.ca Info here: n.ca/Department forks.ca/busines cowichan.ca/EN/ ille.ca/cms.asp? ct.metchosin.bc. .ca/business- hland.ca/inter- erton.ca/municip departments/cor .civicweb.net/file /business- http://ucluelet.ca Info page s/Corporate- s-licences/ main/business/li wpID=454 ca/content/busin licencing community- al- porate- pro/document/26 licencing /community/plan https://osoyoos.c https://sparwood ivicweb.net/docu .civicweb.net/file ment/52473/201 pro/document/63 https://osoyoos.c ivicweb.net/docu Note: Very clear ment/49583/201 material BizPaL Governments working together for businesses Page 57 of 199 Presentation Objectives

• Provide an overview of the BizPaL service • Demonstrate functionality of tool • Discuss next steps Page 58 of 199

2 Why work together for business?

The message from business to government is clear and consistent:

• Small business drives local economies • Governments must streamline regulations and requirements to make it easier for small business start up and growth • Business is currently spending too much time complying with government regulations Page 59 of 199 • Businesses want a “whole of government” approach

3 What is BizPaL?

• BizPaL is both a service for business and a partnership between three levels of government.

• BizPaL – the service - is an online tool for providing permit and licensing information for business start up and growth.

• BizPaL – the partnership - is a collaborative initiative to support business start up and growth in communities across Canada. Page 60 of 199

4 Program Overview

• Started as a pilot project in 2004 • Ministry of Jobs, Trade and Technology is the provincial lead in British Columbia • Innovation, Science and Economic Development Canada is the lead as the federal government partner • The partnership is governed by a Steering Committee made up of representatives from all levels of government • Costs are shared by the participating provincial /territorial and federal governments • No cost to municipalities • There are 130 local communities partnered with BizPaL in BC • BizPaL’s technology – an information retrieval system running on two interfaces – user and administrative. The database is housed by Innovation, Science and Economic Page 61 of 199 Development Canada in Ottawa • Data quality is managed by all partners – with routine testing done i.e. Broken link reports • All information updates to the database are completed by the province 5 Difference between BizPaL and OneStop

- Provides a roadmap for - Fulfilment service business planning - Business registrations with - Identifies permits and multiple public sector agencies licences that may be required (includes address change from all three levels of service and now a business government number service)

- Reduces time spent - Reduces time spent Page 62 of 199 researching complying

6 Benefits for Business

 It's free - Search for the permits and “Having opened two restaurants over licences you may need to start or grow the span of 6 years, once with the your business. help of BizPaL and once on my own,  Saves time— Spend less time searching I can honestly say what a difference it for information and more time building made to the red tape that one your business. normally thinks of when it comes to regulation requirements during the  Improves business planning — Know start up phase of a new business…. I which permits and licences are needed. wish all government services were so user focused and well put together.”  Get answers — Available 24/7 to help

Page 63 of 199 navigate through government requirements. —Stephen Beckta (Owner of Beckta Dining & Wine, and Play Food & Wine)

7 Benefits for Government

 Increased efficiency and cost effectiveness and voluntary compliance by business  A comprehensive inventory and documentation of permits and licences  Better service to business for clients  Accessibility to Google Analytic Data Page 64 of 199

8 BC BizPaL Demo www.bcbizpal.ca Page 65 of 199

9 BC BizPaL Demo www.bcbizpal.ca Page 66 of 199

10 BC BizPaL Demo Page 67 of 199

11 BC BizPaL Demo Page 68 of 199

12 BC BizPaL Demo Page 69 of 199

13 Steps to Implementation Action Role/ Responsibility Sign Letter of Intent – a non-binding Generated by Province – signed by municipality understanding of roles and responsibilities and Province between the partnership

Collection of permit and licence information Province – pre-collection

Local partners asked to verify their P&L’s and customize wording if necessary ‘Mapping’ and Data Entry Province

Integrate BizPaL to municipal site Municipal (with Provincial support )

Soft launch – activate information online Province/Federal

Formal launch All three levels of government – joint news

Page 70 of 199 release

14 QUESTIONS?

CONTACT US ANY TIME

The BC BizPaL team

Kimberley Garside – Policy Analyst [email protected] 250 952-0259

Stephanie Longtin – Program Analyst [email protected] 250 952-0403

Patricia Summers – Director, Small Business Programs [email protected] 250 953-3790

General BC BizPaL Mailbox [email protected]

Look for us on Facebook

Page 71 of 199 http://www.facebook.com/BizPaLBC

15 This is a consolidated copy of the following bylaws, provided for CONVENIENCE only.

1. Anmore Business Licencing Bylaw No. 263-1999 2. Anmore Business Licencing Amendment Bylaw No. 307-2001 3. Anmore Business Licencing Amendment Bylaw No. 565-2017

For copies of the individual bylaws, please contact the Manager of Corporate Services.

VILLAGE OF ANMORE

BYLAW NO. 263-1999

A bylaw to provide for the Licensing and Regulating of Businesses

WHEREAS section 653 of the Municipal Act, being chapter 323 of the Revised Statutes of British Columbia, 1996, provides that the Council may by bylaw provide for the licencing and regulating of businesses.

NOW THEREFORE, the Council of the Village of Anmore, in open meeting assembled, enacts as follows:

TITLE

1. This bylaw may be cited as “Anmore Business Licencing Bylaw No. 263-1999".

REPEAL

2. That “Village of Anmore Business Licencing Bylaw No. 14-1988", “Licencing and Regulating of Business Amending Bylaw No. 35-1989" and “Anmore Business Licencing Amending Bylaw No. 198-1993" are hereby repealed.

DEFINITIONS

3. In this bylaw, unless the context otherwise requires:

(a) Act means the “Municipal Act” being Chapter 323 of the Revised Statutes of British Columbia, 1996 as amended from time to time;

(b) Accessory Home Business means a business carried on in a residential dwelling only by a resident of that dwelling, which business is accessory and subordinate to the residential use and does not alter the residential appearance of character of the building in which it is located;

(c) Accessory Home Business (Contractor) means a person who carries on the business of performing construction, alteration, repair work, or maintenance upon a building, structure, or other improvement, and is based in a residential dwelling. Page 72 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 2

(d) Business means carrying on a commercial or industrial undertaking of any kind or nature or the providing of professional, personal, or other services for the purpose of gain or profit, but does not include an activity carried on by the government, its agencies or government owned corporations;

(e) Collector means the Village’s Collector appointed from time to time in accordance with the provisions of the Act and includes any acting or assistance collector;

(f) Contractor means a person who carries on the business of performing construction, alteration, repair work, or maintenance upon a building, structure, or other improvements for 2 or more days within the municipal boundaries;

(g) Council means the Municipal Council of the Village of Anmore;

(h) Employee means a person engaged on a full time or part time basis in the operation of a business, whether employed on a salaried, commission or other basis, and includes any owners, partners or principals engaged in the operation of the business;

(i) Home Based Business means a business carried on in a residential dwelling by a resident and/or employees, which business is accessory and subordinate to the residential use and has regular business hours open to the public;

(j) Improvement means anything constructed, or added to, in, upon or under land;

(k) Licence means a valid and subsisting business licence issued pursuant to this bylaw;

(l) Licencee means the person who holds a Licence;

(m) Licence Inspector means a person appointed from time to time by the Council as Licence Inspector for the Village;

(n) Mobile Vendor means a person who, either on his own account or as an officer, servant, or agent of another, sells or offers for sale goods from a mobile truck or other vehicle;

(o) Village means the Village of Anmore.

LICENCE REQUIREMENT

4. Subject to section 654 of the Act:

(a) No person shall carry on a business in the Village without a Licence; Page 73 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 3

(b) Every person who owns or operates any business within the Village shall apply for, obtain and hold a Licence for each business.

LICENCE FEE

5. Every person who obtains a Licence shall pay, in advance, the applicable licence fee prescribed in Schedule “A” to this bylaw, provided that:

(a) An annual licence fee prescribed in Schedule “A” shall be reduced by one-half in respect of a Licence issued after July 31st in any year. A semi-annual licence does not qualify for this reduction.

(b) No refund on an annual licence fee shall be made on account of any person ceasing to do business at any time. A licence fee shall be refunded only if the Licence application is withdrawn prior to issuance of the Licence or if issuance of the Licence is refused.

LICENCE INSPECTOR’S POWERS

6. The Licence Inspector shall have to power to grant, issue or transfer licences as hereinafter provided and subject to the provisions of section 667 of the Act.

INSPECTIONS

7. Every Licence Inspector, Fire Prevention Officer, Medical Health Officer and Bylaw Enforcement Officer of the Village may enter at all reasonable times on any property that is subject to this bylaw to ascertain whether the regulations in this bylaw are being observed.

APPLICATIONS FOR A LICENCE

8. The application for a licence shall be on the form set out in Schedule “B” of this bylaw and shall be signed by the owner of the business or his duly authorized agent provided that in the case of partnerships or multiple owners any one of such owners or partners may apply and such owner or partner applying shall be deemed to by the duly authorized agent of all the members of the partnership.

9. The application form shall be delivery to the Licence Inspector and shall be accompanied by the fee prescribed in Schedule “A” of this bylaw.

10. The Licence Inspector is hereby authorized to modify the forms prescribed or any of the administrative procedures prescribed and to require such additional information as may be deemed necessary by him when dealing with any owner applying for a licence pursuant to this bylaw.

Page 74 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 4

11. All fees paid pursuant to the provisions of this bylaw shall be deemed to be monies paid to the Village and shall forthwith be paid to the Treasurer who shall deal with same in the manner provided by the Act.

12. All applications for licences shall give a full description in detail of the premises in or upon which the applicant intends to carry on a business for which he has made an application for a licence and no person to whom the licence has been granted shall carry on a business upon any premises other than those set forth in the said application without first making an application under this section for a new licence or for a transfer of such licence as hereinafter provided.

LICENCE FORM

13. Every licence shall be in the form set out in Schedule “C” to this bylaw and shall be made out in duplicate. One copy shall be delivered to the Licencee and the Licence Inspector shall retain the other copy.

LICENCE PERIODS

14. Licences may be granted on an annual basis or semi-annual basis. If the Licence is issued on an annual basis the period of the licence is January 1st and expires December 31st. If the Licence is issued on a semi-annual basis the period of the licence is October 31st to April 30th and April 30th to October 31st.

DISPLAY OF LICENCE

15. Every Licencee shall keep the Licencee’s copy of the Licence posted in a conspicuous place on the premises in respect of which the Licence is issued. Where the Licencee has not business premises in the Village, the Licence shall be carried upon the Licencee’s person at all times when the Licencee is engaged within the Village in the business for which the Licence was issued.

EFFECT OF LICENCE

16. A Licence authorizes only the person named in the Licence to carry on only the business described in the Licence, and only at the premises or locations described in the Licence.

17. A Licence is not a representation or warranty that the licenced business or the business premises comply with the bylaws of the Village or with any other regulations or standards.

LICENCE RENEWAL

18. The Licence Inspector may forward a Business Licence Invoice on or before September 30th in each year, to every Licencee. Notwithstanding this section, the Licencee shall be responsible for obtaining and submitting a Business Licence Invoice as required. Page 75 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 5

19. A Licencee who proposes to renew a Licence shall submit the Business Licence Invoice and annual Licence Fee to the Licence Inspector prior to expiry of the Licence on October 31st.

20. If a Licence is not renewed as required by section 19, the Licence shall be suspended and a Licencee who wishes to continue to carry on the business shall pay an additional Licence fee of $50.00.

21. Receipt of a Business Licence shall serve as confirmation that the Licence has been renewed.

LICENCE TRANSFERS - NEW PREMISES

22. No person shall carry on a business upon any premises other than those described in the initial Licence application without first making an application under this section for a new Licence or for a transfer of the original licence.

23. Any person proposing to obtain a transfer of a Licence with respect to a change of premises shall make application as required by Schedule “B” and the powers, conditions, requirements and procedures relating to the Applications for a Licence apply, except as to licence fees.

LICENCE TRANSFERS - PERSON TO PERSON

24. Any person who acquires a business or a controlling interest in any business from any person licenced under this bylaw shall not carry on such business without first having obtained approval for a transfer of the Licence.

25. Any person proposing to obtain a transfer of a Licence held by any other person shall make application in the form of Schedule “B” and the powers, conditions, requirements and procedures relating to the Applications for a Licence apply, except as to Licence Fees.

TRANSFER FEES

26. The fee payable for Licence Transfers is $10.00.

COUNCIL MAY REFUSE TO GRANT LICENCE

27. Council may, on the affirmative vote of at least 2/3 of its members, refuse in any particular case to grant the request of an applicant for a licence under this bylaw, but the granting or renewal of a licence must not be unreasonably refused.

Page 76 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 6

DOOR TO DOOR SALES

28. No person shall carry on business through unsolicited visits to any residence in the Village.

CONTRACTORS

29. Every person licenced as a Contractor shall provide the Licence Inspector with a list on a form provided by the Licence Inspector of all sub-trades to be engaged on each specific site, prior to commencement of any work on the site.

TOWING BUSINESSES

AMENDED BY BYLAW NO. 307-2001 30. No person engaged in the business of towing motor vehicles shall demand or collect any charge or fee of any kind for towing, prepared for towing, removal, handling, impounding and storage of a vehicle or for any other services, where the towing or other services are provided without the vehicle owner’s written consent. The maximum charge to be collected shall be the current published I.C.B.C. rates and the $25.00 Administration Fee to the Village.

AMENDED BY BYLAW NO. 307-2001 31. No person engaged in the business of towing motor vehicles shall, without the owner’s consent, tow a vehicle from a private parking lot, highway, or public place unless it is taken to the impoundment lot of the towing business, which is protected by a locked fence and has an attendant on duty at all times when there is a vehicle impounded in the impoundment lot.

CLASSIFICATION

32. For the purposes of this bylaw, businesses are classified in accordance with Schedule “A” to this bylaw.

SEVERABILITY

33. If any provision of this bylaw is held to be invalid, the invalid portion shall be severed from the bylaw and that invalidity shall not affect the remainder of the bylaw.

SCHEDULES

34. Schedules “A” through “B” form part of this bylaw.

Page 77 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 7

OFFENCE

AMENDED BY BYLAW NO. 565-2017 35. Any person who contravenes section 4 of this bylaw is guilty of an offence and, on summary conviction, is liable to the fine as outlined in the Anmore Municipal Ticket Information Utilization Bylaw No. 479-2009, and any amendments thereto. Each day that a violation of this bylaw continues shall constitute a separate offence.

36. This bylaw shall come into effect upon final adoption thereof.

READ a first time this 12th day of October , 1999 A.D.

READ a second time this 12th day of October , 1999 A.D.

READ a third time this 12th day of October , 1999 A.D.

RECONSIDERED, FINALLY PASSED AND ADOPTED this 25th day of October , 1999 A.D.

H. Weinberg ______MAYOR

H. Carley ______CLERK

Page 78 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 8

SCHEDULE “A”

BYLAW NO. 263-1999

BUSINESS CLASSIFICATION AND LICENCE FEES

Please Note: All fees for 12-month period unless otherwise stated ______

Classification of Annual Licence Business Fee Payable ______

* FEES AMENDED BY ANMORE FEES AND CHARGES BYLAW NO. 557-2016 Accessory Home Business *

Accessory Home Business (Contractor) *

Bed & Breakfast *

Campground *

Contractor 1- 4 people * 5-10 people * 11-15 people * 16-20 people *

Daycare Centre *

Equestrian Centre *

Filmmaking *

Home Based Business *

Manufactured Home Park *

Sales Retail/Wholesale *

Societies (non-profit) *

Page 79 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 9

SCHEDULE “B”

BYLAW NO. 263-1999

APPLICATION FOR BUSINESS LICENCE ______

FEE: ______

1. NAME OF BUSINESS: ______

2. BUSINESS LICENCE APPLIES FOR: ______

3. NAME OF APPLCANT: ______

4. ADDRESS: ______

______

5. TELEPHONE NUMBERS- RESIDENCE: ______BUSINESS: ______

6. HAVE YOU HELD A LICENCE IN ANMORE BEFORE - YES/NO

7. IF YOU HAVE NOT HELD A LICENCE IN ANMORE HAVE YOU HELD A LICENCE IN ANY OTHER MUNICIPALITY, IF YES, PLEASE STATE WHERE:

______

8. HAS YOUR BUSINESS LICENCE EVER BEEN CANCELLED, REFUSED OR SUSPENDED? YES/NO. IF SO, WHY? ______

______

I hereby apply for a Business Licence with particulars above which I declare true and correct. I undertake, if granted the licence, to comply with all obligations, bylaws, present and future, in the Village of Anmore.

DATE:______SIGNATURE:______

Office Use Only: Licence Issued

BY:______NUMBER: ______Page 80 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 10

SCHEDULE “C”

BYLAW NO. 263-1999

LICENCE FORM ______

Page 81 of 199 - 1 -

LETTER OF INTENT (“LOI”)

BETWEEN:

Her Majesty the Queen in Right of the Province of British Columbia, as represented herein by the Minister of Jobs, Trade and Technology (hereinafter called “the Province”)

and

Insert Municipal Name (hereinafter called “Insert Municipal Type”)

BACKGROUND:

BizPaL is a collaboration between the Province of British Columbia, and other provinces and territories, the Government of Canada (Innovation, Science and Economic Development Canada), and participating local governments to provide an online tool for permit and licence information for business. Users identify the location, type of business and business activities. Based on the selections, BizPaL generates a list of the permit and licencing requirements of all three levels of government.

Innovation, Science and Economic Development Canada and participating provinces and territories provide funding for the hosting and maintenance of the database that holds the permit and licence information, and for centralized functions supporting the long term sustainability of the service. Innovation, Science and Economic Development Canada and other BizPaL participants, including local government, collaborate on establishing strategic plans for the initiative and participate in on-going governance.

The Province is responsible for the implementation of BizPaL in the Province of British Columbia, and for securing the participation of local governments within the province.

This LOI is to allow the Province and the (municipal type) to work collaboratively to make the BizPaL tool applicable and available to business clients within the (municipal type) and to provide for the participation of the (municipal type) in the BizPaL program.

Page 82 of 199 - 2 -

RECOGNIZING THAT:

The (municipal type) wishes to participate in the BizPaL program and has reached a mutual understanding with the Province, regarding the shared objective of developing and implementing BizPaL for business clients looking to establish a business in selected industries.

The (municipal type) is in support of the fundamental principles of the BizPaL Program, as developed by the pilot participants and articulated in the Memorandum of Understanding for the BizPaL Initiative (BizPaL MOU) between the provincial/territorial/federal participants, namely:

1. respect for the autonomy of the participants; 2. participants all have a voice in how the BizPaL program is to be managed and operated; 3. the BizPaL Product is ultimately shared by all of its participants; 4. each participant is responsible for presenting, maintaining, and updating its own information; 5. each participant will decide how it will adjust its own internal practices in light of its participation in the BizPaL program; 6. major decisions related to the BizPaL program will be made by consensus among representatives of the BizPaL Steering Committee; and

7. participants are responsible for their own costs of developing, launching, maintaining, operating, and developing BizPaL. In addition, to ensure equal representation and a whole-of-government approach to the BizPaL program, and in accordance with the terms of the BizPaL MOU, the Province is working with local governments to ensure there is a local government representative on the BizPaL Steering Committee, the main governing body for the program. The method to assign the local government representative on the BizPaL Steering Committee will be established in consultation with local governments and Union of British Columbia Municipalities.

The (municipal type) and the Province have reached an understanding as follows:

1. The Province will assist the (municipal type) to compile a list of municipal permits and licences for inclusion in the BizPaL database. The Province is responsible for the loading and maintenance of information in the BizPaL database.

2. Each party shall be responsible for assigning all appropriate resources and personnel in order to achieve successful implementation and maintenance of this joint project.

Page 83 of 199 - 3 -

3. Each party shall be solely responsible for all costs related to its involvement in the research and business process mapping activities, maintaining timely and accurate permit and licence data, training, and for any incidental costs related to participation in BizPaL. Municipalities typically only incur costs associated with external technical support that may be required to implement the BizPaL service on the municipal website.

4. Each party will be responsible for the maintaining, in a timely manner the accuracy and currency of its data.

5. The (municipal type) shall be solely responsible for making any changes, modifications, or additions to its own website interface in order to use the BizPaL tool. The National BizPaL Office technical support team will provide instructions and assistance for the implementation of the BizPaL service to the municipal website.

6. The Province and the (municipal type) have reached an understanding that (completion date) is the target date to complete implementation of BizPaL in the (municipal type).

7. The Province and the (municipal type) have reached an understanding that BizPaL will be soft launched prior to an official launch, and that the soft launch will take place within three weeks of completion of all the implementation tasks (permit and licence collection, mapping, data entry, and client interface preparation).

8. The Province and the (municipal type) have reached an understanding that the official launch (typically by way of joint news release) of BizPaL will be coordinated between all three levels of government (provincial, federal and local) to accommodate participation by all levels within a reasonable length of time from the soft launch.

9. This LOI will come into effect upon the date of last party signs this LOI and shall remain in effect until terminated by either party in accordance with paragraph 11 of this LOI.

10. This LOI may be terminated by either party upon 30 days’ written notice to the other party or at any time by mutual consent. The effective date of the termination of the joint undertaking will be agreed upon by the parties at the time notice of termination is received.

11. This LOI is not intended to be a binding agreement and nothing herein creates any binding right or obligation on the part of either the (municipal type) or the Province.

Page 84 of 199 - 4 -

Signed on behalf of the Province of British Columbia this day of , 2017.

Province of British Columbia

______Jaclynn Hunter Executive Director Ministry of Jobs, Trade and Technology

Signed on behalf of the (municipal name) this _____ day of ______, 2017.

Municipal Name

______(Name) (Title) (Municipality)

Page 85 of 199

Health Protection Coast Garibaldi Office Box1040 5571 Inlet Ave., Tel 1604-885-5164, Fax 1604-885-9725 North Vancouver Office 132 W Esplanade, Tel 604-983-6700, Fax 604-983-6702 Richmond Office 8100 Granville, Tel 604-233-3147, Fax 604-233-3175 Vancouver Office 1200–601 West Broadway, Tel 604-675-3800, Fax 604-736-8651 Squamish Office Box220 1140 Hunter Pl., Tel 1604-892-2293, Fax 1604-892.2327

October 17th, 2017

Maureen Nicholson Municipal Councillor & Metro Vancouver Director Bowen Island Municipality 981 Artisan Lane Bowen Island BC V0N 1G2

Dear Maureen,

Re: Business Licensing on Bowen Island

Thank you for contacting our office regarding the Bowen Island municipal report being prepared on the business licensing process. Our comments for your consideration;

- VCH has business license referral processes with other municipalities (City of North Vancouver, District of North Vancouver, District of West Vancouver, Richmond, Vancouver etc.) - There are many benefits; o Continued collaboration and partnership between VCH and Bowen Island staff through permitting and plan approvals on behalf of both organizations. VCH providing input into business license approvals for businesses with public health implications e.g. food, water quality, personal services, schools, childcare, onsite sewage disposal, indoor air quality. o Opportunity to inform applicants of licensing and approval processes for both organizations leading to more streamlined process o Multi-agency coordination on special events and joint inspections where needed

Kind Regards

Mark Ritson CPHI (C) Acting Manager Vancouver Coastal Health Environmental Health North Vancouver 604 983 6751 cc: Mark Lysyshyn MD MPH FRCPC Medical Health Officer Vancouver Coastal Health

Page 86 of 199 Attachment 9: Email dated October 19, 2017, from Bowen Island Fire Department Fire Chief Ian Thompson

Page 87 of 199

To: Mayor and Council, Bowen Island Municipality

From: Economic Development Committee

Date: EDC DRAFT FOR DISCUSSION MEETING Nov 10 Meeting Date: November 27, 2017

Subject: Business Licensing Feasibility Report

RECOMMENDATION That Council direct staff to review the “Business Licensing Feasibility Report” presented at its meeting of November 27, 2017, and identify next steps and resources required for the implementation of a business licensing program; and

That Council consider the implementation of a business licensing program as a priority under Strategic Pillar F – Robust and Resilient Local Economy in Island Plan 2018.

PURPOSE To provide Council with background information and recommendations regarding the feasibility of a business licensing program for Bowen Island.

DIRECTION FROM COUNCIL This report responds to Council Resolution #16-249 (July 25, 2016): That Council direct the Economic Development Committee to include in its 2017 work plan the feasibility of implementing municipal business licensing and report back to Council with those recommendations by April 2017.

The April 2017 due date was revised, given turnover in the membership of the Economic Development Committee and a delay in establishing the Business Licensing Task Force.

BACKGROUND The Community Charter gives a municipal council the ability to adopt a bylaw that requires business licensing within its jurisdiction. Business licensing programs are generally intended to • help ensure public health and safety • help ensure businesses are accountable for their actions • increase knowledge and understanding of the economy and businesses in a community • help provide adequate data for planning purposes, and • enable business networking and promotion

According to 2016 statistics from the then Ministry of Community, Sport and Cultural Development, there are 162 municipalities in British Columbia and almost all require business licences. Within the 21 municipalities included in Metro Vancouver, only two (Bowen Island and Lions Bay) lack a business licensing program.

Business Licence Feasibility Report EDC DRAFT November 10, 2017 Page 1 of 16 Page 88 of 199

Bowen Island Land Use Bylaw (LUB) Section 3.40 requires that “Each business and home occupation shall have a valid business licence issued by the Municipality prior to commencement.” All businesses and home occupations on Bowen Island are therefore in contravention of the LUB, through no fault of their own, because Bowen Island Municipality has not established a business licensing program.

Municipal staff completed a significant amount of work on business licensing in 2004 (see Attachment 1); however, Council did not direct staff to proceed with the development of a business licensing policy and bylaw.

No staff work appears to have been undertaken in the intervening years.

SCOPE OF WORK The Business Licensing Task Force limited its scope of work to providing sufficient background information for Council so that Council can decide whether municipal staff should be directed to complete further work on a business licensing program.

This report does not assess in detail the impacts on BIM staff and other resources because those impacts would be related to the breadth of the business licensing program and degree of enforcement; therefore, resource impacts are considerations at the implementation stage.

The report also does not address in depth issues related to short-term rentals (for example, the use of platforms such as Airbnb or VRBO to market accommodation that is not designated as a B&B, Commercial Guest House, or Guest House); however, municipalities typically rely on business licensing, among other tools, to begin to address these issues.

METHODOLOGY To conduct this feasibility study, the Economic Development Committee established a Business Licensing Task Force in February 2017. Task Force members are EDC Co-Chair Chris Corrigan, Rod Marsh, Councillor Maureen Nicholson, Barry Pynn, and Shana Richmond. The Task Force met on six occasions (February 23, March 16, April 13, August 14, September 1, and October 23) to discuss its purpose, set direction for its work, assign tasks, review findings, and draft recommendations for this report.

The report also reflects input from the Economic Development Committee as a whole.

The following activities inform this feasibility study:

A. A presentation on and discussion of business licensing at the EDC Business Summit (Oct 18, 2016) B. A structured review of online information related to business licensing programs in 16 Comparator Communities (May–July 2017) C. A telephone interview with a representative of BizPaL, an online business permit and licence information system (Aug) D. Follow-up telephone interviews with senior staff in five selected Comparator Communities (Aug–Sept) E. A telephone interview with the District of North Vancouver Property Use/Business Licence Coordinator (Oct)

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 2 of 16 Page 89 of 199 F. Email and telephone consultation with the mayors and some senior staff of Anmore, Belcarra, and Lions Bay (Aug) G. A short online survey of local contractors (Sept) H. Ongoing liaison regarding the proposed Metro Vancouver regional licensing program for contractors and film production (Sept) I. Email consultation with various inspection agencies (Oct)

SUMMARY OF FINDINGS BY RESEARCH TOOL

Part A: A presentation on and discussion of business licensing

The EDC-sponsored Business Summit (October 18, 2016, at the Bowen Island Lodge) brought together more than 75 community members for presentations on branding and business licensing (see Attachment 2 for the PowerPoint “Licensing for Bowen Island Business”). Staff prepared a summary of the small-group discussions on business licensing (see Attachment 3, “EDC Summit Meeting,” pp. 5-7), excerpts from which follow:

Key insights/advantages: The timing is right. Better information about business in the community. Leveling the playing field with off-island contractors. Improved networking and collaboration. Greater safety.

Key concerns: Irreversible decision. Slippery slope of over-regulation. Limiting entrepreneurship. Added bureaucracy. Confidentiality concerns. Definition of a “business.”

A commitment was made to bring back any proposed business licensing program for further community feedback.

Part B: A structured review of online information

The Business Licensing Task Force began with a list of 16 “Comparator Communities” to review how other communities present their business licensing program to the public. The communities are Gibsons, Golden, Grand Forks, Lake Cowichan, Lantzville, Metchosin, Oliver, Osoyoos, Peachland, Pemberton, Rossland, Sechelt, Sooke, Sparwood, Tofino, and Ucluelet. These communities are similar to Bowen Island in size, budget, average home price, degree of isolation, and proximity to urban centres. The list is used within Bowen Island Municipality for a number of purposes, including setting appropriate levels for municipal salaries.

Of the 16 communities, all but one (Lantzville) require business licences. Lantzville intends to introduce a business licensing program in the near future.

Summary of comparator communities: Attachment 4, “Comparator Communities,” summarizes the results of the review of online information regarding business licensing. In some instances, the information is incomplete but represents what is available to the public.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 3 of 16 Page 90 of 199 Review questions and basic findings: 1. How many licences are issued annually? Generally, not clear from municipal websites. 2. Are any businesses exempt? In about 40% of the Comparator Communities, non-profit organizations do not require a business licence. Otherwise everyone conducting business, broadly defined, is required to obtain a licence. 3. What is the range of annual fees? Broad range from $35 to $800+. Based on type of business and sometimes on number of employees. Not based on annual revenue. 4. Is your community part of a mobile licensing system? Seven communities are part of a mobile/intermunicipal system. 5. How many mobile licences are issued? Unclear. 6. Are you anticipating any changes to your business licensing program? Only in Ucluelet and Tofino. 7. Do secondary suites require a business licence in your community? No in 15 communities; unclear in 1. 8. Do short-term rentals require a business licence? Yes in 14 of the 16 communities. 9. How do you respond to non-compliance? Suspension of business licence and fines up to $10K. 10. Does business use of home require a licence? Yes in 13 of 16 communities. 11. Do you know the percentage in compliance for business use of home? Unknown. 12. What is the range of fines you apply? Zero to $10K. 13. What are your enforcement methods? Suspension, cancellation, fines. 14. Do you use an online system for licensing? Yes in five communities through the provincial government’s BizPaL; otherwise a printable form. 15. Who developed this system? Province, if anyone. 16. Do you have a standalone licensing department? One community has a Licensing Department. Unclear in most cases; otherwise Planning, Admin, Bylaw, or Inspector. 17. How are revenue and costs allocated? Appears to be to General Revenue and Admin.

Part C: BizPaL interview

Task Force member Maureen Nicholson contacted BizPaL to discuss its potential for use by Bowen Island Municipality. Policy analyst Kimberley Garside provided a thorough introduction to the Canadian online portal which provides access to information about business permits, licences, and other requirements for establishing, operating, and growing a business. See Attachment 5, “BizPaL Introduction.”

Five of our Comparator Communities use BizPaL.

This service can be provided free of charge to the Municipality and launched quickly. The steps involved include: 1. Sign a letter of intent (a nonbinding agreement that clarifies roles, tasks, and timelines). See Attachment 6 for a sample LOI. 2. Collect permits and licence information. 3. Upload to BizPaL database. 4. Connect with the national database (optional, depending on need). 5. Within 14 days, soft-launch and test. 6. Within a month, formal launch with a joint news release from the three levels of government.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 4 of 16 Page 91 of 199 Benefits to the Municipality include provision of an annual report, inclusion of building and other permit information in the system, and easy access to any federal or provincial permitting or licensing information.

BizPal functionality does not include an online payment system. This option was one of the primary reasons for investigating BizPaL. Payment is made through traditional paper-and-pay systems or, in the larger municipalities, through proprietary or off-the-shelf software such as Muniware.

In discussion with BIM staff, we determined that the current BIM financial management system, Municipal Accounting Information System (MAIS), offers a module for online payment of business licences.

Part D: Follow-up telephone interviews Business Licensing Task Force members Barry Pynn and Shana Richmond made follow-up calls to senior staff in Gibsons, Lantzville, Pemberton, Sechelt, and Ucluelet.

Follow-up questions: 1. What benefits has business licensing provided to your community? 2. What are some of the more common issues that arise with business licensing? Follow up: How have you been able to address these issues? 3. What types of enforcement issues have you had to deal with and how were you made aware of them? 4. What is the general opinion of the business owners around licensing? 5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? 6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? 7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are fees/costs required to be neutral?) Can you give some examples of how costs are allocated and what other departments are typically involved? 8. What areas (if any) of the licensing program could be improved in your opinion?

Key findings:

Town of Gibsons Sue Booth, Bylaw Officer

1. What benefits has business licensing provided to your community? • When licensing was first set up, a portion of the funds went to the Chamber of Commerce. Now the funds go into general revenue and helps funds bylaw enforcement in general. • It is a way of monitoring what businesses are operating in the community. • Provides a list of businesses (on the muni website) operating in the community making services easier to access.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Not too many issues. They don’t actively look for infractions.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 5 of 16 Page 92 of 199 • Zoning issues. Businesses setting up in areas not zoned for. • Possibly too many categories of licences. They may be reducing the numbers. • Business licensing is handled by one person who also does Bylaws and Animal Control, so there is not a lot extra time to track down non-compliance.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Businesses that don’t renew and they have to then follow up until they pay. Issue fines if they don’t pay. Time consuming. Fines sometimes not collected. • If a business (trades was the example) from another area comes to the town hall to get a one-time small job licence, they usually don’t make them get one. General contractors would be required to have them.

4. What is the general opinion of the business owners around licensing? • Part of doing business and what is in it for me.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • One year into an agreement with Sechelt. Small in number at this time and haven’t compared notes with Sechelt, so they are not sure of the exact number but don’t think it is significant. They were concerned at first that businesses (especially mobile ones) might get their licence from Sechelt as they charge less.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No and they do not accept credit cards or online payments.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • No special allocation. Fees go into General Bylaw Admin revenue and costs are put against the Bylaw department. No other costs (for example, fire inspections) are allocated to Bylaw. No requirement to be revenue neutral and overall offsets costs of the general Bylaw operations.

8. What areas (if any) of the licensing program could be improved in your opinion? • Access to business information when the Bylaw officer is out and about. They have to come back to the office to access information.

Other points covered: • Six hundred annual renewals with 40 to 50 expected to not renew for various reasons. Approximately 40 of these are B&B type operations. $97K in fees. Banks pay $600. • There are no special or active methods to search out new businesses. Facebook is sometimes reviewed as are Airbnb website listings. Most of the new licensees come in on their own or they hear about them through complaints from the general public or other businesses.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 6 of 16 Page 93 of 199 District of Sechelt Mark Dalaire, Planner

1. What benefits has business licensing provided to your community? • Identifying businesses that are non-compliant with zoning regulations. • Knowing what types of businesses are operating in the community.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues? • Businesses operating in areas not zoned. In one case the business was required to be moved to an area zoned for that type of business.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Have not been many issues. Parking issues around B&Bs. • One event where someone’s incubator business had grown and changed (storing chemicals) and operating in a residential neighbourhood. Complaint from neighbour.

4. What is the general opinion of the business owners around licensing? • Just another cost of doing business. • Sometimes there are additional costs incurred coming from getting a business licence. For example, signage has to be compliant and a conforming sign is an additional cost to the business.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • TBD but not a large number.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • Not used. Occasionally they receive an application through BizPaL or One Stop but this usually results in duplication as the application is not the same as the municipality’s.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • Fees are allocated to Bylaws revenue and there is no specific cost allocation to different departments.

8. What areas (if any) of the licensing program could be improved in your opinion? • Would like license fees be scaled in some form to the size and type of business. Right now a large business pays the same fee as a small business. • Zoning/Bylaws stipulate that there are different requirements for short-term stay rentals vs. B&B operations. Right now no inspections required for short-term stay rentals, but there are for B&Bs. • Sometimes there may be two businesses operating in the same space, but right now they only require one licence. In the future they may charge for each business.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 7 of 16 Page 94 of 199 Other points covered: • Flat $125 business license fee regardless of the size of the business. +$50 for intermunicipal. • Identification of businesses operating without a licence is largely complaint-driven. Sometimes they see a new business advertising in the local paper, and they will follow up if the business doesn’t come to them. • Not concerned with small home-based businesses (for example, online sales on a small scale). • Accept credit cards for payments but no e-transfers. • Not concerned with trades, for example, coming into the community to do short-term day jobs. • There Is some work done in conjunction with Vancouver Coastal Health for health-related inspections. • The planner was not sure if the Fire Department was charging for inspections or not.

Village of Pemberton Suzanne Belanger, Chief Administrative Officer

1. What benefits has business licensing provided to your community? • Planner uses license list to monitor B&Bs and other businesses to ensure zoning restrictions are adhered to. • Beneficial to the health and safety of the community. • Enables them to more easily review utility use/rate (water, septic) when they know there is a business operating at the address. • Cheapest advertising a business can get. (Businesses listed on the municipal website.)

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Collection of fees. Requires monitoring including businesses no longer operating. They use an aged receivables list to follow up. • Levels of fees and classification of the businesses. For example, registered massage therapists require medical certification and have a different fee charged. • Number of parking spaces for the type of business licensed. • Health/Fire inspections. They fire-inspect B&Bs. • As the community is growing fairly rapidly, businesses are opening at a faster rate as well. Airbnb is becoming a much bigger issue. • Identifying home-based businesses. Still rely a lot on word of mouth. • Can’t always identify when contractors come from other areas. Rely on the contractor to get a licence.

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Enforcement hasn’t been a large issue and respond on a complaint basis. Staffing an issue. • Parking is a common issue around business licensing and bylaws. • Work with Vancouver Coastal Health to ensure certain businesses are inspected and adhere to their guidelines (for example, registered massage therapists and tattoos). • Penalty for not paying license renewal on time (100% after a certain date).

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 8 of 16 Page 95 of 199 4. What is the general opinion of the business owners around licensing? • Another tax. Most understand the need for it. The advertising via listing on the website has helped the attitude towards licensing.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • Not currently doing, but they are reviewing it.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No.

7. How are costs allocated? For example, if a fire inspection is performed, does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other departments are typically involved? • They separate out business licensing fees and record hours spent on licensing but do not allocate costs against that. If there is fire/building Inspection, the business pays a fee for that ($50).

8. What areas (if any) of the licensing program could be improved in your opinion? • Trying to streamline their process and ensure that all departments are aware of issues arising.

Other points covered: • If a business operates out of a strata or rental location, a letter from the strata or owner is required. • BC One Stop (Service Canada) provides an email list of businesses that have registered with them in the Sea-to-Sky corridor. • Currently allow five mobile food vendors to operate in Pemberton. • 325 business licences issued; population is 2700. • They use Facebook to help identify new businesses operating in the area. • Outside contractors pay the same fee whether they come in for one day or multiple times in a year. • Airbnb is a growing issue and they feel they haven’t identified all of them. • Farmers’ market pays double the licensing rate which includes the vendors and it is the markets responsibility to ensure that Vancouver Coastal Health and Fire Department regulations are adhered to.

District of Lantzville Ron Campbell, Chief Administrative Officer Lantzville does not have a business licensing program, but the CAO intends to introduce one shortly. He has never worked in a community that lacks licensing and believes its absence is not in the best interests of the community.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 9 of 16 Page 96 of 199 Town of Ucluelet Caroline Bidwell, Chief Financial Officer

1. What benefits has business licensing provided to your community? • Indirectly identifies accommodation businesses (including Airbnb) which are charged an accommodation tax (similar to a hotel tax) MRDT. • Helps to ensure the safety of the community. • Pays for bylaw staff.

2. What are some of the more common issues that arise with business licensing? (Follow up: How have you been able to address these issues?) • Zoning bylaw issues/parking • Transparency around fees. Sometimes questions how they come up with different level of fees • They are reviewing fees and the different categories they have. • They have issues with businesses coming in from other areas and operating there (for example, tour boat operators). Deal with it by identifying them on bylaw outings. • Fee collection. letters, fines. • Payment methods are not ideal, as there is no credit card payment and e-transfer payments are expensive (fees paid by the licensee and the municipality).

3. What types of enforcement issues have you had to deal with and how were you made aware of them? • Not too many direct but there may be some such as parking issues around businesses

4. What is the general opinion of the business owners around licensing? • Just generally accepted as a part of doing business. • B&Bs give them some kickback as to why they have to pay for a business licence.

5. What percentage (if part of mobile licensing program) of the businesses operate in other municipalities and have there been any issues around that? • No mobile or intercommunity licensing program but are considering it.

6. (If applicable) Could you tell us about your experience using BizPaL? Would you recommend we consider using it, too? • No. Weren’t aware of it.

7. How are costs allocated? For example, if a fire inspection is performed does part of that cost get allocated to licensing? (Are Fees/costs required to be neutral?). Can you give some examples of how costs are allocated and what other depts. are typically involved? • No allocation done. Fees go into general revenue and costs are part of bylaw enforcement. They are researching new accounting systems at this time and may consider more detailed breakdown of licensing revenues and costs once those systems are in place.

8. What areas (if any) of the licensing program could be improved in your opinion? • Improve the application • Explore intermunicipal (mobile) licensing

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 10 of 16 Page 97 of 199 • Ensure all municipal staff understand the role business licensing program plays in the community.

Other points covered: • Criminal record checks required where businesses are dealing with children or seniors. • Actively seeks out businesses requiring a licence, especially accommodation businesses which are a large part of their approximately 400 business licences. • They use Facebook and Airbnb sites. The local post office also contacts them any time a business wants to set up a PO box to ensure the business is legitimate. • Garbage collection notes suites and passes information along to bylaw. Utility usage is also monitored for unusual usage levels. • They attempt to collect business licence fees from online businesses that sell into Ucluelet.

Part E: Telephone interview with District of North Vancouver Property Use/Business Licence Coordinator Task Force member Maureen Nicholson interviewed DNV Property Use/Business Licence Coordinator Zdenka Novakovic, who has more than 12 years’ experience in her position. The District works with a bylaw established in 1974 that has been amended over the years.

Key points:

• DNV issues over 5,000 business licences each year. Companies are listed online on the DNV website. • All businesses are required to have a licence, with the exception of federal or provincial government or agency offices, and BC Hydro and Terasen workers. • Non-profits must apply for a licence and provide a copy of their incorporation papers. No fee is charged. The purpose of the application is to ensure safety. • Fees range from $141 to $4,574.80. The highest fees are charged for companies with many employees and for companies such as escort services. • Best not to copy DNV’s bylaw and fee schedule. It is based in part on type of business and the number of employees, which can be underreported in order to reduce the licence fee. • DNV is currently looking at alternatives for its fee structure: collapsing the categories, using a base rate for all businesses, and then using square footage rather than number of employees as the factor to escalate the licence fee. • Other communities (for example, Burnaby) charge a higher rate in the first year given inspections required and then drop the rate in subsequent years. • Has strong reservations about a regional licensing program with concerns relating to fair distribution of funds and enforcement (the activity level required and costs). • Unclear about the number of non-resident businesses operating in DNV. Difficult to determine. • Will not issue licences for marijuana and related businesses. Uses high fees to discourage some types of businesses, but these also often face constraints from the RCMP, Vancouver Coastal Health, and the Liquor Control Board. • Reviews all applications for consistency with the Land Use Bylaw. Planning review comes first. • Secondary suites do not require a business licence, but they must be registered and pay extra utility fees charged as part of property tax.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 11 of 16 Page 98 of 199 • “Airbnb” is not a permitted use, though they do exist. There is an upcoming council workshop to help address the issue. • B&Bs require a business licence, as does business use of home (restrictions include square footage, number of employees, parking). The business must be conducted by a resident of the home and they require proof of residency. • For paper applications, a clerk inputs information. Applicant must pay at time of application. • Non-residents can apply by email or online. • Function is now part of Planning, Permits and Licensing. Originally was part of the Building Department. • Completed a microanalysis a few years ago to ensure cost recovery, revenue neutrality. • Recommended that if we find we underestimate fees, recoup costs over a five-year period, if necessary, rather than introducing any large adjustments to fees. • Don’t make it onerous for people and staff: Keep things simple. It is also difficult to take a system online if too many categories, fees, etc., are used. • Promote the resources of Small Business BC to business owners to help with start-ups and business retention.

Part F: Consultation with mayors Metro Director Maureen Nicholson contacted the mayors of the three other small Metro Vancouver municipalities regarding business licensing programs.

Anmore: Mayor John McEwan confirmed that Anmore requires business licensing through the Village of Anmore Bylaw No. 26, 1999: A bylaw to provide for the licensing and regulating of businesses. This bylaw is exemplary in its brevity and clarity. See Attachment 7.

Belcarra: Mayor Ralph Drew confirmed that Belcarra requires business licensing through the Village of Belcarra Business Licence Bylaw No. 227, 1995. CAO Lorna Dysart confirmed that the village issues approximately 25 business licences annually, mostly to contractors and film production companies. The primary means of bylaw enforcement for contractors is through the building inspector, who informs contractors on site when a licence is required. CAO Dysart does not consider business licensing to be an administrative burden.

Lions Bay: Mayor Karl Buhr confirmed that Lions Bay does not require business licensing. Mayor Buhr believes that the administrative and enforcement effort is not worth the added revenue and control. There are apparently home-based businesses in Lions Bay, but there is no clear understanding of the number and type, or of their contribution to the local economy. Lions Bay has introduced Temporary Use Permits for short-term rentals and B&Bs, but no business licensing as such.

All three mayors are following the Metro Vancouver regional licensing program initiative with interest.

Part G: Survey of local contractors Using Survey Monkey and recommended contacts from Task Force member Rod Marsh, staff issued an invitation to 66 local contractors to participate in a two-question survey on intermunicipal business licences. Twenty-three responses (35%) were received.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 12 of 16 Page 99 of 199 Q1: Do you currently No: 14 (61%) have business licences to Yes: 9 (39%) work in other municipalities? If yes, which District of North Vancouver (4), City of North Vancouver (3), West communities? Vancouver (1), Squamish (2), Vancouver (2) (Note: Some respondents hold licences in multiple communities.) Q2: Would you be No: 16 (70%) interested in Yes: 7 (30%) intermunicipal business licences? Why? • We work all over the Lower Mainland without one now. We would be interested only if it was very inexpensive. • I don't need to purchase business licenses because my work is considered to be a professional consultation service. • Because business licences are mostly just a municipal tax grab. I think licensing for specific types of business that need regulation is useful at times to control certain industries. • I work in various jurisdictions… some, but not all, require me to have a business licence. • I only work on Bowen. • North van West van Bowen Easier to work and licence probably cheaper if part of all the North Shore municipalities. • I think it would be much fairer if a trade or company would pay only where they may be working. In the overall analysis I think you would find most trades would work only within one municipality. • Costs kill my ability to run my business. • Main business is in Vancouver, by far.

Part H: Metro Vancouver regional licensing program Work has been underway for more than a year on a business licensing program for all of Metro Vancouver (21 municipalities, 1 electoral district, and a treaty First Nation) as part of a Regional Prosperity Initiative led by Board Chair Greg Moore. This program would be in addition to the existing suite of intermunicipal (or mobile) licences offered in specific subregions (see https://www2.gov.bc.ca/gov/content/employment-business/business/small-business/mobile-business- licence-program).

The regional licensing program is intended for contractors and film production. It is still in the formative stages, with a yet-to-be determined launch. Both Metro Director Maureen Nicholson and BIM Senior Bylaw Officer Bonny Brokenshire have participated in planning meetings and will continue to do so.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 13 of 16 Page 100 of 199 Part I: Inspection agencies The Business Licensing Task Force contacted the following for input on this study: • Bowen Island Fire Department • Vancouver Coastal Health • Workers Compensation Board The Fire Department and Vancouver Coastal Health expressed support for a business licensing program. See Attachments 8 and 9. The Workers Compensation Board did not respond.

BUSINESS LICENSING TASK FORCE RECOMMENDATIONS

1. Include business licensing implementation as a strategic priority related to economic development in Island Plan 2018. 2. If business licensing is supported after further study by staff, implement the business licensing program in July 2018. Alternatively, implement the program for calendar year 2019. 3. House the licensing function in the Planning Department, with support from Communications, Finance, and Bylaw.

4. Require all businesses to obtain a business licence. 5. Require non-profit organizations to register but waive the licensing fee. 6. Require non-resident businesses operating on Bowen Island to obtain a business licence. 7. Require B&Bs, Commercial Guest Accommodation, and Guest Houses to obtain a business licence. 8. Require a business licence for an attached or a detached secondary suite if the owner of the property is non-resident.

9. In principle, keep the fee schedule simple, the categories few, and the fees low, commensurate with the small scale of our community. 10. Investigate the Municipal Accounting Information System (MAIS) module for online payment. 11. Do not pursue BizPaL as an option for licensing applications.

12. Convey the rationale for business licensing clearly to the community, emphasizing the ease and simplicity of obtaining a licence. 13. Develop a communications strategy for business licensing, including the production of an informational brochure, a dedicated web page that outlines benefits to business and the community, an online form/downloadable PDF, an online publicly accessible database of business names, and options for payment including e-transfers. 14. Update the community on business licensing at the EDC Business Summit in January 2018.

15. Develop an education and enforcement strategy for business licensing, including raising awareness regarding appropriate land use. 16. Use the business licensing program to begin to address issues related to short-term rentals.

17. Defer discussion with the North Shore municipalities regarding participation in an intermunicipal licensing agreement. 18. Continue to monitor the progress of the Metro Vancouver work on a regional licensing program for contractors and film production.

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 14 of 16 Page 101 of 199

FINANCIAL IMPLICATIONS Business licensing must be revenue neutral and cost recovery. If Council approves proceeding with licensing, start-up costs will primarily be for staff time and the legal review of draft bylaws. Once the licensing program is operational, costs can be monitored and fees adjusted if required.

COMMUNICATION STRATEGY Information will be communicated to the public through the usual municipal communication tools (municipal website, Island Page, social media) as well as through council meeting agendas and minutes during the development of required bylaw(s) and fee schedule. Materials will be developed as needed through the Communications Team. The EDC Business Summit planned for January 23, 2018, offers an opportunity for face-to-face communication about a business licensing program.

OTHER IMPLICATIONS If Council does not approve proceeding with business licensing, then it could consider deleting the requirement for a business licence stated in the Land Use Bylaw Section 3.40. Alternatively, Council could allow the section to remain and choose to continue to not enforce the section.

CONCLUSION Introducing a business licensing program would complete an initiative that began in 2004 and stalled. Such a program would help us better understand the economy of our community, allow for better planning, and enable support for Bowen businesses. While significant work would be required to establish business licensing for Bowen Island, once in place the program would be a routine part of our municipal operations, as it is in almost all municipalities in British Columbia.

ALTERNATIVES 1. That Council direct the Economic Development Committee to address specific issues and concerns related to business licensing identified at the Council meeting of November 27, 2017, and to submit a revised feasibility report to Council to allow for the potential inclusion of a business licensing strategic priority in Island Plan 2018. 2. Other direction as provided by Council.

Attachments: Attachment 1: Council report dated July 12, 2016, from Councillor Maureen Nicholson regarding “Business Licensing Recommendations from the Economic Development Committee,” including Council report dated September 15, 2004, from Bylaw Enforcement Officer Chris Buchanan to CAO Isabell Hadford, “Business Licensing on Bowen Island” Attachment 2: PowerPoint from October 18, 2016, EDC Business Summit, “Licensing for Bowen Island Business” Attachment 3: Summary from October 18, 2016, “EDC Summit Meeting” Attachment 4: “Comparator Communities” Attachment 5: BizPaL informational PowerPoint

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 15 of 16 Page 102 of 199 Attachment 6: BizPaL, Sample Letter of Intent Attachment 7: Village of Anmore Bylaw No. 26, 1999: A bylaw to provide for the licensing and regulation of businesses Attachment 8: Letter dated October 17, 2017, from Acting Manager Health Protection Mark Ritson, Vancouver Coastal Health Attachment 9: Email dated October 19, 2017, from Fire Chief Ian Thompson, Bowen Island Fire Department

SUBMITTED BY:

__{ORIGINAL SIGNED} ____

Councillor Maureen Nicholson for the Business Licensing Task Force Economic Development Committee

Business Licensing Feasibility Report EDC DRAFT November 10, 2017 Page 16 of 16 Page 103 of 199

To: Mayor Skeels and Council

From: Councillor Maureen Nicholson

Date: July 12, 2016 Meeting Date: July 25, 2016

Subject: Business Licensing Recommendations from the Economic Development Committee

RECOMMENDATION That Council direct the Economic Development Committee to include in its 2017 work plan the development of recommendations for municipal business licensing and to report back to Council with those recommendations by April 2017.

PURPOSE The purpose of this report is to provide background on prior municipal work on business licensing and to request that Council direct the EDC to provide recommendations for municipal business licensing.

BACKGROUND According to statistics from the Ministry of Community, Sport and Cultural Development, there are 162 municipalities in British Columbia and essentially all require business licences.

The Community Charter gives a municipal council the ability to adopt a bylaw that requires business licensing within its jurisdiction. Bowen Island has already done so.

Section 3.40 of the Land Use Bylaw requires that “Each business and home occupation shall have a valid business licence issued by the Municipality prior to commencement.”

All businesses and home occupations on Bowen Island are therefore in contravention of the LUB because Bowen Island Municipality has not established a business licence program.

Municipal staff completed a significant amount of work on business licensing in 2004; however, Council did not direct staff to proceed with the development of a business licensing policy and bylaw.

No staff work appears to have been undertaken in the intervening 12 years.

COMMITTEE RECOMMENDATIONS The Economic Development Committee is the appropriate committee to provide initial recommendations for municipal business licensing.

Committee members have already informally discussed the following issues:

Page 1 of 2 Business Licensing Recommendations from the Economic Development Committee July 25, 2016 Page 104 of 199

• Lack of reliable business statistics (e.g., number of businesses, types of businesses, longevity of businesses, niche opportunities, start-up success rates) • Inability to participate in intermunicipal mobile business licensing programs, especially important for the trades (see http://www2.gov.bc.ca/gov/content/employment- business/business/small-business/mobile-business-licence-program) • Difficulties in communicating with businesses, given the lack of a master list of Bowen businesses • Missed opportunities for collaboration, education, mentoring, and subcontracting • Administrative costs to the Municipality for a business licence program, including enforcement • Appropriate and scalable licence fees • Loss of revenue for the Municipality • Inability to suspend or withdraw a business licence for just cause • Community perceptions and understanding of the advantages and disadvantages of business licences

FINANCIAL IMPLICATIONS Financial implications have not been considered at this time.

It is expected that related committee costs, if any, would be part of its 2017 budget request.

COMMUNICATION STRATEGY • Initially, through agendas, minutes, and video recordings of EDC meetings • Report to Council included in Council-in-Brief

CONCLUSION Bowen Island businesses and home occupations are required to have a valid business licence; however, the Municipality has not established a business licence program. As a result, the Municipality lacks the information required to monitor and support business activity within its jurisdiction. If directed by Council, the Economic Development Committee can provide recommendations to assist in the development and implementation of municipal business licensing.

Attachments and References: Memorandum dated September 15, 2004, from Bylaw Enforcement Officer Chris Buchanan to CAO Isabell Hadford, “Business Licensing on Bowen Island”

SUBMITTED BY: [ORIGINAL SIGNED] ______Maureen Nicholson Councillor EDC Council Liaison

Page 105 of 199 Page 106 of 199 Page 107 of 199 Page 108 of 199 Page 109 of 199 Page 110 of 199 Page 111 of 199 LICENSING FOR BOWEN ISLAND BUSINESS

Business Summit, October 18, 2016 Page 112 of 199 OVERVIEW

 Resolution  History  Context  Examples  Issues

Page 113 of 199  Discussion COUNCIL RESOLUTION (RES#16-249), JULY 25, 2016

 It was moved and seconded that Council direct the Economic Development Committee to include in its 2017 work plan the feasibility of implementing municipal business licensing and report back to Council with recommendations by April 2017. Carried unanimously.

Page 114 of 199  Importance of feedback from the community. Page 115 of 199 HISTORY Page 116 of 199 CONTEXT Page 117 of 199 Page 118 of 199 EXAMPLES

 Short-term rentals  Intermunicipal business licensing Page 119 of 199 Page 120 of 199 Page 121 of 199 ISSUES

 Priority: How important is business licensing?  Public education: What do people need to know?  Scalability: Can we start small? Should we start big?  Fees: What would they be?  Inspections: Would there be any? How would that work?  Monitoring and enforcement: How would that work?  Administrative cost: What would this cost? Worth it? Page 122 of 199  Cost of doing nothing: What would that be? DISCUSSION

 What are the advantages you see for Bowen business licenses?  What makes you nervous? Page 123 of 199 EDC Business Summit Meeting October 18, 4:00 PM Bowen Island Lodge

Welcome and Introduction Chris Corrigan, Harvest Moon Consultants Maureen Nicholson, Councillor, Bowen Island Municipality

Impetus for this meeting:

 We are reaching the end of an intensive period of research on what this community really looks like and how we express ourselves. This meeting is an opportunity to share the research that has gone into the “Bowen Brand” and have businesses engage with the story of who we are.  Bowen is in transition: visitors’ and residents’ experiences have gone into this research.  Conducting business more in-line with this research discoveries leads to deeper engagement /experience as a business owner and a customer.

 EDC also wishes to share the results of numerous Focus Groups conducted over last four years on how business is done on Bowen– unearthing business practices that are uniquely applicable to Bowen, based on Bowen Island business “survivors”.

Evening will cover: (1) the Bowen Brand; (2) Best Practices; (3) What do businesses want the EDC to do going forward; and 4) a celebration of Bowen Island businesses.

Living the Bowen Brand: A Presentation on EDC Research Sheree Johnson, Founder, Storytellings Edward Wachtman, Founder, Storytellings

Key Insights from research on Bowen Island Businesses:

 Interviewed visitors, residents and businesses – over 500 stories gathered to reveal the stories that bind us together  Revealed deep Insights about Bowen Island: close to Vancouver, but different, less stressful; a sense of community so strong you can almost feel the hugs; a place to connect with what really matters; Bowen might change you for the better.  Story is the source of the mascots : Slug – reminds us to slow down; Seal – reminds us to dive into unique experiences; Eagle – the protector of our natural bounty; and Deer – fierce and protective, wants to protect this place and island.  Rethink has volunteered to help Bowen businesses incorporate these mascots into their marketing.

Page 124 of 199 Going deeper into the Bowen experience: Why people come here and why they stay here:

5 key themes came out of the stories:

Crossing over – a journey to another world. Soothing, healing place, sanctuary, respite, recharging. Crossing the water is an age-old symbol of entering a new world. Represents transformation, going from one state of being to another, profoundly meaningful change.

Pristine natural beauty – why people live and visit here. Reason they do business here: to live in this beautiful, natural world.

Sense of community – self-reliance, looking after ourselves and our neighbours. Most cited word for why people live and do business here. Community as belonging, and being part of something larger. Deep emotions associated with community because it is about survival. Weaving together into one tapestry. “Got your back.”

Connected with what matters most – deep relationships, something bigger than ourselves, Bowen as a catalyst for engagement in the community, connection with nature. Belonging.

Just might change you for the better – rough summation of four previous elements. Bowen as bringing out the best in us. Living a life that resonates with what matters most, both for residents and business owners. Reasons for starting a business on Bowen – to live here, spend more time here, and to make a difference to this community.

Business Owners

 Critical role in this story. Business owners create, sustain and enhance the story.  Have their own Bowen story: Hardy, independent breed. Harvest ideas from natural beauty and community. Trying to achieve purpose, meaning and give back to community. Mentoring the next generation. Making a difference.

Bowen Best Business Practices Handbook: 20 in handbook. Fall into three key categories:

 Who I am – know your vision, wee bit rebellious  What I do – products and services and customers – filling a hole, what is lacking, ‘Bowenizing’ product or service.  How I do it – be front and center in your business, doing what you say you will do and then some.

Page 125 of 199 Best Practices Examples:

 Bowenizing – For example, Xenia - giving people an opportunity to enjoy nature of Bowen and connect with what matters most through community.  Giving Back to the Community – For example, Gary Ander, Metro Blasting, making a new veterans park where people can come together for events.  Up Front and Center in Your Business – For example, Artisan Eats – always see Julie and Christophe at their cafe. Face of their business. Involved 24/7.  Sharing the Know-How – Business owners need advice and there is amazing expertise in this community with willingness to share this know-how to make everyone here successful. For example, Bowen Island Women In Business (You’ll be better for being here).

Strategic Small Group Conversations on Applying the Bowen Brand

How do you create, sustain and enhance the Bowen Story with your Business?

Key Insights:

A .Business Networks

 The power of a business network is underused  Business on Bowen is like a tree growing on a rock – you can’t send roots straight down, need to send them out and see which roots take the best  Spread yourself out through a number of businesses to see what takes  Businesses bringing people together in different ways – work together, show art together. businesses provide the place to network formally or informally (i.e. pub)

B. Housing Affordability Crisis

 Affordability of housing - problem, leading to loss of workers

C. Bowen Identity

 Identity issue – desire for a “made on Bowen” mark

D. Bowen paradox

 Leave us alone but serve us well when we want it

E. Lack of Private/Public Boundary

 No real distance between public and private persona. Lack of respect of business hours if your island is public

F. Word of Mouth Marketing/Connection

Page 126 of 199  Proactive involvement – word of mouth marketing as best marketing. Just go in and introduce yourself

G. First Nations Territory

 Indigenous Territory – Beat a Fast Rythym – Squamish Name for Bowen. Named from the Sea. Refers to canoeing on fast waters.

Business License Overview Maureen Nicholson, Councillor, Bowen Island Municipality

Key Points:

 Just at beginning of talking about this at Bowen Island Municipality  Resolution was passed at July 25 Council meeting: that Council direct the EDC to include in its 2017 workplan the feasibility of implementing business licensing and report back to Council by April 2017. Unanimously carried. Importance of community feedback was emphasized.  History: According to statistics: of 162 municipalites, 161 require business licenses.  Community Charter gives Municipality the authority to adopt a bylaw to have business licenses. This bylaw already exists in the Bowen Island land-use bylaws.  Municipal staff had done work previously in 2004 on business licensing. Council did not direct staff to proceed with licensing.  There was a recommendation in 2004 that municipal staff initiate a discussion with the District of West Vancouver and North Vancouver to develop an interim business licensing agreement.  Other municipalities: i.e. Tofino, Nelson provide information on their website as to who needs a business license? Answer is: everyone in the community.  Examples include short-term rentals, contractors – Bowen Island contractors have to buy licenses off-island to work in another municipality, but Bowen Island does not require this of contractors coming to work here. Speaks to inter-municipal licensing.  Issues identified by EDC: o priority of business licensing; o public education about business licensing; o scalability – could we start out small with designated areas requiring licensing?; o Fees – what would they be? Municipality cannot be making a profit; o Inspection – how would that actually be implemented?; o Monitoring and Enforcement – how would this work?; o Administrative cost – what would the cost be; is there a cost to doing nothing?  Benefits that could come from licenses: o Data: better statistics would exist on how many businesses in each sector. Provincial government statistics said there were 1300 businesses on Bowen.

Page 127 of 199 o When you apply for grants, if you cannot describe your business community in quantative terms, you cannot complete the application. Chris cited the example of Saltspring where they received a grant to have a business development incubator. o Other municipalities help to promote businesses i.e. online directory, new license holders, resources gathered for businesses in a central location.

Small Group Discussions on a Bowen Island Business License Program

What are the advantages you see for Bowen business licenses? What makes you nervous?

Key Insights/Advantages:

A .Timing is Right

 It is time: there has been a shift in attitudes toward Council. While in 2004 the attitude toward Council was one of mistrust, now Council is more in tune with business. There is an understanding that we need licensing and that it is not intended to be a money grab or an opportunity to control businesses. Demographics may be behind the change in attitudes –young people moving here want to do business here, business people are on Council.

B. Data Collection

 Collection of information: i.e. how many employees are in certain sectors, a certain income bracket; leading to a greater understanding of how many people need housing .  Leads to grant eligibility – could address bandwidth issues

C. Leveling of the Playing Field

 Even playing field with those across the water.

D. Connectivity

 Previously there did not exist an agricultural alliance nor a brand - these developments lead to greater connectivity, a registry could contribute to this.

E. Safety

 Advantages in safety: food safety for example

F. Identification of Non-Visible Businesses

 Tool to identify non-visible businesses that are on Bowen but do not have Bowen customers

Page 128 of 199

Key Concerns:

A. Inability to Reverse Decision

 Lack of reversibility: Once we have this, it will never be possible to reverse it.

B. Associated Requirements/Slippery Slope:

 Would this lead to o a need to be an industrial zone for certain businesses? o more inspections, regulations and costs? o limits on certain types of businesses?

C. Impact on Entrepreneurship

 Could this limit entrepreneurship and the ability for Bowen business owners to “push the rules” and incubate ideas as entrepreneurs on Bowen?  How will this impact the ability to have a home-based business? Effect on grassroots businesses. Her experience elsewhere was that licensing required the consent of many neighbours, all of whom could have stopped her business.

D. Bureaucracy

 Adding bureaucracy on top of bureaucracy  How could we ensure a less onerous process with less red tape?  Why not just have a registry to achieve a very similar advantages (x3) Online so that it is accessible. o Counterpoint: how would we keep this current? A business license needs to be renewed annually.  Why not refine what is already in place: land use bylaws. Make these stronger instead of building on what is already weak.

Questions:

 Could there be scalable costs: could there be a smaller cost i.e. if you do not require inspections like a larger business?  Would you need multiple business licenses if you have multiple businesses? What would the definition of a business be versus a hobby?  How would the information compiled be used? What if it is used to limit business licenses?  Would it be mandatory?  Efficiencies: Could we tie the license to other things for ease to business owners

Page 129 of 199  Three largest business categories on Bowen: accommodation, contractors, realtors – has always been this way. Will contractors be required to have licenses? What about those who aren’t even computer literate?

End Notes

 Vacancies on the EDC announced

Page 130 of 199 Comparator Communities Research

Summer 2017 BP = Barry Pynn CC = Chris Corrigan MN = Maureen Nicholson RM = Rod Marsh Lake Cowichan QUESTION Gibsons - BP Golden - CC Grand Forks CC RM Lantzville MN Metchosin MN Oliver RM Osoyoos RM Peachland BP Pemberton MN Rossland BP Sechelt BP Sooke MN Sparwood RM Tofino CC Ucluelet CC TOPIC: Business licences (municipal, intermunicipal, regional)

How many licences issued annually? about 180 no licensing $25,000 approx 450 Government & Charitable registered non- all LGA Are any businesses exempt? no non-profits none events no licence rqmt none? charitable events non profit none profits non profit non profit none none exemptions $100, $150 Base $75. Up to Base $112/$50 $25-300 + more Range of annual fees? $200-300+ $70-300/year $75-250 Intermunicipal $35-$100 $200 $50-300 daily $150-$300 $100-200 $125-175 $50-$250 $100 base $100-$800+ for itinerant Yes - Duncan, yes - Capital North Cowichan, Regional District Part of a mobile licensing system? yes - Sechelt Ladysmith - $100 none ? yes -$150+base yes yes Gibsons $50 yes- CRD Fernie, Elkford

How many mobile licences issued? ? 16 22 communities ? ? changes to Tourist Any changes to system anticipated? ? Commercial yes

TOPIC: Secondary rental suites, short term and bed and breakfast use in home

Secondary suites: require? no no no no no not clear no no no no no no no no no no

Short-term rentals (e.g., Airbnb): require? yes yes yes yes no yes yes yes yes yes yes separate app no? yes yes yes Suspensions &/or $100-500 Suspension and Fines up to suspension- suspension Reponse to non-compliance? Fines - zoning fines fine n/a $10K Suspension ? ? fines ? fines fines

TOPIC: Business use in home no; must comply Require a licence? all yes Yes Yes with zoning yes all yes all all all all yes yes

% in compliance? unknown n/a ? ? ?

TOPIC: enforcement $50-200 up to Fines? no range $100 - $500 Max $2000 up to $200 Up to $10K no no $250-$10K $50-2000 sched no $10K no $50-$1000 Suspension/Can bylaw inspector/bylaw/ License Inspector can Inspector can cellation/fines to Suspension/fine enforc/complaint suspension/fine suspension- fines/susp bylaw fines/bylaw inspector and by Enforcement methods? suspend or fine. suspend $200 Inspectors Suspension s to $2000 form s fines enforcement enforce Inspection law office

TOPIC: General Online form, Online form, List here: payment in drop off online form, drop online form, drop Bizpal and http://ucluelet.ca Online system? no, application person or by Yes no no no. Yes? Yes BC Bus reg off no Bizpal off or BizPal online no /images/2016_B OneStop Business Who developed? n/a n/a Registration n/a One-stop Provincial n/a Provincial govt Prov govt Prov govt

TOPIC: Administration, costing Business Inspector License working with Fire Planning and Standalone dept or part of other dept? Planning Department Admin Bylaw Not standalone Not standalone Not standalone Planning & Dev Planning & Dev and Planning Planning/Bylaw Building Chamber of Revenues go to Commerce Page 131 of 199 How costs allocated? general treasury n/a General General General receives some of

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• Provide an overview of the BizPaL service • Demonstrate functionality of tool • Discuss next steps Page 133 of 199

2 Why work together for business?

The message from business to government is clear and consistent:

• Small business drives local economies • Governments must streamline regulations and requirements to make it easier for small business start up and growth • Business is currently spending too much time complying with government regulations Page 134 of 199 • Businesses want a “whole of government” approach

3 What is BizPaL?

• BizPaL is both a service for business and a partnership between three levels of government.

• BizPaL – the service - is an online tool for providing permit and licensing information for business start up and growth.

• BizPaL – the partnership - is a collaborative initiative to support business start up and growth in communities across Canada. Page 135 of 199

4 Program Overview

• Started as a pilot project in 2004 • Ministry of Jobs, Trade and Technology is the provincial lead in British Columbia • Innovation, Science and Economic Development Canada is the lead as the federal government partner • The partnership is governed by a Steering Committee made up of representatives from all levels of government • Costs are shared by the participating provincial /territorial and federal governments • No cost to municipalities • There are 130 local communities partnered with BizPaL in BC • BizPaL’s technology – an information retrieval system running on two interfaces – user

Page 136 of 199 and administrative. The database is housed by Innovation, Science and Economic Development Canada in Ottawa • Data quality is managed by all partners – with routine testing done i.e. Broken link reports • All information updates to the database are completed by the province 5 Difference between BizPaL and OneStop

- Provides a roadmap for - Fulfilment service business planning - Business registrations with - Identifies permits and multiple public sector agencies licences that may be required (includes address change from all three levels of service and now a business government number service)

- Reduces time spent - Reduces time spent Page 137 of 199 researching complying

6 Benefits for Business

 It's free - Search for the permits and “Having opened two restaurants over licences you may need to start or grow your business. the span of 6 years, once with the help of BizPaL and once on my own,  Saves time— Spend less time searching I can honestly say what a difference it for information and more time building made to the red tape that one your business. normally thinks of when it comes to regulation requirements during the  Improves business planning — Know start up phase of a new business…. I which permits and licences are needed. wish all government services were so  Get answers — Available 24/7 to help user focused and well put together.”

Page 138 of 199 navigate through government requirements. —Stephen Beckta (Owner of Beckta Dining & Wine, and Play Food & Wine)

7 Benefits for Government

 Increased efficiency and cost effectiveness and voluntary compliance by business  A comprehensive inventory and documentation of permits and licences  Better service to business for clients  Accessibility to Google Analytic Data Page 139 of 199

8 BC BizPaL Demo www.bcbizpal.ca Page 140 of 199

9 BC BizPaL Demo www.bcbizpal.ca Page 141 of 199

10 BC BizPaL Demo Page 142 of 199

11 BC BizPaL Demo Page 143 of 199

12 BC BizPaL Demo Page 144 of 199

13 Steps to Implementation Action Role/ Responsibility Sign Letter of Intent – a non-binding Generated by Province – signed by municipality understanding of roles and responsibilities and Province between the partnership

Collection of permit and licence information Province – pre-collection

Local partners asked to verify their P&L’s and customize wording if necessary ‘Mapping’ and Data Entry Province

Integrate BizPaL to municipal site Municipal (with Provincial support )

Soft launch – activate information online Province/Federal

Formal launch All three levels of government – joint news Page 145 of 199 release

14 QUESTIONS?

CONTACT US ANY TIME

The BC BizPaL team

Kimberley Garside – Policy Analyst [email protected] 250 952-0259

Stephanie Longtin – Program Analyst [email protected] 250 952-0403

Patricia Summers – Director, Small Business Programs [email protected] 250 953-3790

General BC BizPaL Mailbox [email protected]

Look for us on Facebook

Page 146 of 199 http://www.facebook.com/BizPaLBC

15 - 1 -

LETTER OF INTENT (“LOI”)

BETWEEN:

Her Majesty the Queen in Right of the Province of British Columbia, as represented herein by the Minister of Jobs, Trade and Technology (hereinafter called “the Province”)

and

Insert Municipal Name (hereinafter called “Insert Municipal Type”)

BACKGROUND:

BizPaL is a collaboration between the Province of British Columbia, and other provinces and territories, the Government of Canada (Innovation, Science and Economic Development Canada), and participating local governments to provide an online tool for permit and licence information for business. Users identify the location, type of business and business activities. Based on the selections, BizPaL generates a list of the permit and licencing requirements of all three levels of government.

Innovation, Science and Economic Development Canada and participating provinces and territories provide funding for the hosting and maintenance of the database that holds the permit and licence information, and for centralized functions supporting the long term sustainability of the service. Innovation, Science and Economic Development Canada and other BizPaL participants, including local government, collaborate on establishing strategic plans for the initiative and participate in on-going governance.

The Province is responsible for the implementation of BizPaL in the Province of British Columbia, and for securing the participation of local governments within the province.

This LOI is to allow the Province and the (municipal type) to work collaboratively to make the BizPaL tool applicable and available to business clients within the (municipal type) and to provide for the participation of the (municipal type) in the BizPaL program.

Page 147 of 199 - 2 -

RECOGNIZING THAT:

The (municipal type) wishes to participate in the BizPaL program and has reached a mutual understanding with the Province, regarding the shared objective of developing and implementing BizPaL for business clients looking to establish a business in selected industries.

The (municipal type) is in support of the fundamental principles of the BizPaL Program, as developed by the pilot participants and articulated in the Memorandum of Understanding for the BizPaL Initiative (BizPaL MOU) between the provincial/territorial/federal participants, namely:

1. respect for the autonomy of the participants; 2. participants all have a voice in how the BizPaL program is to be managed and operated; 3. the BizPaL Product is ultimately shared by all of its participants; 4. each participant is responsible for presenting, maintaining, and updating its own information; 5. each participant will decide how it will adjust its own internal practices in light of its participation in the BizPaL program; 6. major decisions related to the BizPaL program will be made by consensus among representatives of the BizPaL Steering Committee; and

7. participants are responsible for their own costs of developing, launching, maintaining, operating, and developing BizPaL. In addition, to ensure equal representation and a whole-of-government approach to the BizPaL program, and in accordance with the terms of the BizPaL MOU, the Province is working with local governments to ensure there is a local government representative on the BizPaL Steering Committee, the main governing body for the program. The method to assign the local government representative on the BizPaL Steering Committee will be established in consultation with local governments and Union of British Columbia Municipalities.

The (municipal type) and the Province have reached an understanding as follows:

1. The Province will assist the (municipal type) to compile a list of municipal permits and licences for inclusion in the BizPaL database. The Province is responsible for the loading and maintenance of information in the BizPaL database.

2. Each party shall be responsible for assigning all appropriate resources and personnel in order to achieve successful implementation and maintenance of this joint project.

Page 148 of 199 - 3 -

3. Each party shall be solely responsible for all costs related to its involvement in the research and business process mapping activities, maintaining timely and accurate permit and licence data, training, and for any incidental costs related to participation in BizPaL. Municipalities typically only incur costs associated with external technical support that may be required to implement the BizPaL service on the municipal website.

4. Each party will be responsible for the maintaining, in a timely manner the accuracy and currency of its data.

5. The (municipal type) shall be solely responsible for making any changes, modifications, or additions to its own website interface in order to use the BizPaL tool. The National BizPaL Office technical support team will provide instructions and assistance for the implementation of the BizPaL service to the municipal website.

6. The Province and the (municipal type) have reached an understanding that (completion date) is the target date to complete implementation of BizPaL in the (municipal type).

7. The Province and the (municipal type) have reached an understanding that BizPaL will be soft launched prior to an official launch, and that the soft launch will take place within three weeks of completion of all the implementation tasks (permit and licence collection, mapping, data entry, and client interface preparation).

8. The Province and the (municipal type) have reached an understanding that the official launch (typically by way of joint news release) of BizPaL will be coordinated between all three levels of government (provincial, federal and local) to accommodate participation by all levels within a reasonable length of time from the soft launch.

9. This LOI will come into effect upon the date of last party signs this LOI and shall remain in effect until terminated by either party in accordance with paragraph 11 of this LOI.

10. This LOI may be terminated by either party upon 30 days’ written notice to the other party or at any time by mutual consent. The effective date of the termination of the joint undertaking will be agreed upon by the parties at the time notice of termination is received.

11. This LOI is not intended to be a binding agreement and nothing herein creates any binding right or obligation on the part of either the (municipal type) or the Province.

Page 149 of 199 - 4 -

Signed on behalf of the Province of British Columbia this day of , 2017.

Province of British Columbia

______Jaclynn Hunter Executive Director Ministry of Jobs, Trade and Technology

Signed on behalf of the (municipal name) this _____ day of ______, 2017.

Municipal Name

______(Name) (Title) (Municipality)

Page 150 of 199 This is a consolidated copy of the following bylaws, provided for CONVENIENCE only.

1. Anmore Business Licencing Bylaw No. 263-1999 2. Anmore Business Licencing Amendment Bylaw No. 307-2001 3. Anmore Business Licencing Amendment Bylaw No. 565-2017

For copies of the individual bylaws, please contact the Manager of Corporate Services.

VILLAGE OF ANMORE

BYLAW NO. 263-1999

A bylaw to provide for the Licensing and Regulating of Businesses

WHEREAS section 653 of the Municipal Act, being chapter 323 of the Revised Statutes of British Columbia, 1996, provides that the Council may by bylaw provide for the licencing and regulating of businesses.

NOW THEREFORE, the Council of the Village of Anmore, in open meeting assembled, enacts as follows:

TITLE

1. This bylaw may be cited as “Anmore Business Licencing Bylaw No. 263-1999".

REPEAL

2. That “Village of Anmore Business Licencing Bylaw No. 14-1988", “Licencing and Regulating of Business Amending Bylaw No. 35-1989" and “Anmore Business Licencing Amending Bylaw No. 198-1993" are hereby repealed.

DEFINITIONS

3. In this bylaw, unless the context otherwise requires:

(a) Act means the “Municipal Act” being Chapter 323 of the Revised Statutes of British Columbia, 1996 as amended from time to time;

(b) Accessory Home Business means a business carried on in a residential dwelling only by a resident of that dwelling, which business is accessory and subordinate to the residential use and does not alter the residential appearance of character of the building in which it is located;

(c) Accessory Home Business (Contractor) means a person who carries on the business of performing construction, alteration, repair work, or maintenance upon a building, structure, or other improvement, and is based in a residential dwelling. Page 151 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 2

(d) Business means carrying on a commercial or industrial undertaking of any kind or nature or the providing of professional, personal, or other services for the purpose of gain or profit, but does not include an activity carried on by the government, its agencies or government owned corporations;

(e) Collector means the Village’s Collector appointed from time to time in accordance with the provisions of the Act and includes any acting or assistance collector;

(f) Contractor means a person who carries on the business of performing construction, alteration, repair work, or maintenance upon a building, structure, or other improvements for 2 or more days within the municipal boundaries;

(g) Council means the Municipal Council of the Village of Anmore;

(h) Employee means a person engaged on a full time or part time basis in the operation of a business, whether employed on a salaried, commission or other basis, and includes any owners, partners or principals engaged in the operation of the business;

(i) Home Based Business means a business carried on in a residential dwelling by a resident and/or employees, which business is accessory and subordinate to the residential use and has regular business hours open to the public;

(j) Improvement means anything constructed, or added to, in, upon or under land;

(k) Licence means a valid and subsisting business licence issued pursuant to this bylaw;

(l) Licencee means the person who holds a Licence;

(m) Licence Inspector means a person appointed from time to time by the Council as Licence Inspector for the Village;

(n) Mobile Vendor means a person who, either on his own account or as an officer, servant, or agent of another, sells or offers for sale goods from a mobile truck or other vehicle;

(o) Village means the Village of Anmore.

LICENCE REQUIREMENT

4. Subject to section 654 of the Act:

(a) No person shall carry on a business in the Village without a Licence; Page 152 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 3

(b) Every person who owns or operates any business within the Village shall apply for, obtain and hold a Licence for each business.

LICENCE FEE

5. Every person who obtains a Licence shall pay, in advance, the applicable licence fee prescribed in Schedule “A” to this bylaw, provided that:

(a) An annual licence fee prescribed in Schedule “A” shall be reduced by one-half in respect of a Licence issued after July 31st in any year. A semi-annual licence does not qualify for this reduction.

(b) No refund on an annual licence fee shall be made on account of any person ceasing to do business at any time. A licence fee shall be refunded only if the Licence application is withdrawn prior to issuance of the Licence or if issuance of the Licence is refused.

LICENCE INSPECTOR’S POWERS

6. The Licence Inspector shall have to power to grant, issue or transfer licences as hereinafter provided and subject to the provisions of section 667 of the Act.

INSPECTIONS

7. Every Licence Inspector, Fire Prevention Officer, Medical Health Officer and Bylaw Enforcement Officer of the Village may enter at all reasonable times on any property that is subject to this bylaw to ascertain whether the regulations in this bylaw are being observed.

APPLICATIONS FOR A LICENCE

8. The application for a licence shall be on the form set out in Schedule “B” of this bylaw and shall be signed by the owner of the business or his duly authorized agent provided that in the case of partnerships or multiple owners any one of such owners or partners may apply and such owner or partner applying shall be deemed to by the duly authorized agent of all the members of the partnership.

9. The application form shall be delivery to the Licence Inspector and shall be accompanied by the fee prescribed in Schedule “A” of this bylaw.

10. The Licence Inspector is hereby authorized to modify the forms prescribed or any of the administrative procedures prescribed and to require such additional information as may be deemed necessary by him when dealing with any owner applying for a licence pursuant to this bylaw.

Page 153 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 4

11. All fees paid pursuant to the provisions of this bylaw shall be deemed to be monies paid to the Village and shall forthwith be paid to the Treasurer who shall deal with same in the manner provided by the Act.

12. All applications for licences shall give a full description in detail of the premises in or upon which the applicant intends to carry on a business for which he has made an application for a licence and no person to whom the licence has been granted shall carry on a business upon any premises other than those set forth in the said application without first making an application under this section for a new licence or for a transfer of such licence as hereinafter provided.

LICENCE FORM

13. Every licence shall be in the form set out in Schedule “C” to this bylaw and shall be made out in duplicate. One copy shall be delivered to the Licencee and the Licence Inspector shall retain the other copy.

LICENCE PERIODS

14. Licences may be granted on an annual basis or semi-annual basis. If the Licence is issued on an annual basis the period of the licence is January 1st and expires December 31st. If the Licence is issued on a semi-annual basis the period of the licence is October 31st to April 30th and April 30th to October 31st.

DISPLAY OF LICENCE

15. Every Licencee shall keep the Licencee’s copy of the Licence posted in a conspicuous place on the premises in respect of which the Licence is issued. Where the Licencee has not business premises in the Village, the Licence shall be carried upon the Licencee’s person at all times when the Licencee is engaged within the Village in the business for which the Licence was issued.

EFFECT OF LICENCE

16. A Licence authorizes only the person named in the Licence to carry on only the business described in the Licence, and only at the premises or locations described in the Licence.

17. A Licence is not a representation or warranty that the licenced business or the business premises comply with the bylaws of the Village or with any other regulations or standards.

LICENCE RENEWAL

18. The Licence Inspector may forward a Business Licence Invoice on or before September 30th in each year, to every Licencee. Notwithstanding this section, the Licencee shall be responsible for obtaining and submitting a Business Licence Invoice as required. Page 154 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 5

19. A Licencee who proposes to renew a Licence shall submit the Business Licence Invoice and annual Licence Fee to the Licence Inspector prior to expiry of the Licence on October 31st.

20. If a Licence is not renewed as required by section 19, the Licence shall be suspended and a Licencee who wishes to continue to carry on the business shall pay an additional Licence fee of $50.00.

21. Receipt of a Business Licence shall serve as confirmation that the Licence has been renewed.

LICENCE TRANSFERS - NEW PREMISES

22. No person shall carry on a business upon any premises other than those described in the initial Licence application without first making an application under this section for a new Licence or for a transfer of the original licence.

23. Any person proposing to obtain a transfer of a Licence with respect to a change of premises shall make application as required by Schedule “B” and the powers, conditions, requirements and procedures relating to the Applications for a Licence apply, except as to licence fees.

LICENCE TRANSFERS - PERSON TO PERSON

24. Any person who acquires a business or a controlling interest in any business from any person licenced under this bylaw shall not carry on such business without first having obtained approval for a transfer of the Licence.

25. Any person proposing to obtain a transfer of a Licence held by any other person shall make application in the form of Schedule “B” and the powers, conditions, requirements and procedures relating to the Applications for a Licence apply, except as to Licence Fees.

TRANSFER FEES

26. The fee payable for Licence Transfers is $10.00.

COUNCIL MAY REFUSE TO GRANT LICENCE

27. Council may, on the affirmative vote of at least 2/3 of its members, refuse in any particular case to grant the request of an applicant for a licence under this bylaw, but the granting or renewal of a licence must not be unreasonably refused.

Page 155 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 6

DOOR TO DOOR SALES

28. No person shall carry on business through unsolicited visits to any residence in the Village.

CONTRACTORS

29. Every person licenced as a Contractor shall provide the Licence Inspector with a list on a form provided by the Licence Inspector of all sub-trades to be engaged on each specific site, prior to commencement of any work on the site.

TOWING BUSINESSES

AMENDED BY BYLAW NO. 307-2001 30. No person engaged in the business of towing motor vehicles shall demand or collect any charge or fee of any kind for towing, prepared for towing, removal, handling, impounding and storage of a vehicle or for any other services, where the towing or other services are provided without the vehicle owner’s written consent. The maximum charge to be collected shall be the current published I.C.B.C. rates and the $25.00 Administration Fee to the Village.

AMENDED BY BYLAW NO. 307-2001 31. No person engaged in the business of towing motor vehicles shall, without the owner’s consent, tow a vehicle from a private parking lot, highway, or public place unless it is taken to the impoundment lot of the towing business, which is protected by a locked fence and has an attendant on duty at all times when there is a vehicle impounded in the impoundment lot.

CLASSIFICATION

32. For the purposes of this bylaw, businesses are classified in accordance with Schedule “A” to this bylaw.

SEVERABILITY

33. If any provision of this bylaw is held to be invalid, the invalid portion shall be severed from the bylaw and that invalidity shall not affect the remainder of the bylaw.

SCHEDULES

34. Schedules “A” through “B” form part of this bylaw.

Page 156 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 7

OFFENCE

AMENDED BY BYLAW NO. 565-2017 35. Any person who contravenes section 4 of this bylaw is guilty of an offence and, on summary conviction, is liable to the fine as outlined in the Anmore Municipal Ticket Information Utilization Bylaw No. 479-2009, and any amendments thereto. Each day that a violation of this bylaw continues shall constitute a separate offence.

36. This bylaw shall come into effect upon final adoption thereof.

READ a first time this 12th day of October , 1999 A.D.

READ a second time this 12th day of October , 1999 A.D.

READ a third time this 12th day of October , 1999 A.D.

RECONSIDERED, FINALLY PASSED AND ADOPTED this 25th day of October , 1999 A.D.

H. Weinberg ______MAYOR

H. Carley ______CLERK

Page 157 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 8

SCHEDULE “A”

BYLAW NO. 263-1999

BUSINESS CLASSIFICATION AND LICENCE FEES

Please Note: All fees for 12-month period unless otherwise stated ______

Classification of Annual Licence Business Fee Payable ______

* FEES AMENDED BY ANMORE FEES AND CHARGES BYLAW NO. 557-2016 Accessory Home Business *

Accessory Home Business (Contractor) *

Bed & Breakfast *

Campground *

Contractor 1- 4 people * 5-10 people * 11-15 people * 16-20 people *

Daycare Centre *

Equestrian Centre *

Filmmaking *

Home Based Business *

Manufactured Home Park *

Sales Retail/Wholesale *

Societies (non-profit) *

Page 158 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 9

SCHEDULE “B”

BYLAW NO. 263-1999

APPLICATION FOR BUSINESS LICENCE ______

FEE: ______

1. NAME OF BUSINESS: ______

2. BUSINESS LICENCE APPLIES FOR: ______

3. NAME OF APPLCANT: ______

4. ADDRESS: ______

______

5. TELEPHONE NUMBERS- RESIDENCE: ______BUSINESS: ______

6. HAVE YOU HELD A LICENCE IN ANMORE BEFORE - YES/NO

7. IF YOU HAVE NOT HELD A LICENCE IN ANMORE HAVE YOU HELD A LICENCE IN ANY OTHER MUNICIPALITY, IF YES, PLEASE STATE WHERE:

______

8. HAS YOUR BUSINESS LICENCE EVER BEEN CANCELLED, REFUSED OR SUSPENDED? YES/NO. IF SO, WHY? ______

______

I hereby apply for a Business Licence with particulars above which I declare true and correct. I undertake, if granted the licence, to comply with all obligations, bylaws, present and future, in the Village of Anmore.

DATE:______SIGNATURE:______

Office Use Only: Licence Issued

BY:______NUMBER: ______Page 159 of 199 Anmore Business Licencing Bylaw (Consolidated) Page 10

SCHEDULE “C”

BYLAW NO. 263-1999

LICENCE FORM ______

Page 160 of 199

Health Protection Coast Garibaldi Office Box1040 5571 Inlet Ave., Tel 1604-885-5164, Fax 1604-885-9725 North Vancouver Office 132 W Esplanade, Tel 604-983-6700, Fax 604-983-6702 Richmond Office 8100 Granville, Tel 604-233-3147, Fax 604-233-3175 Vancouver Office 1200–601 West Broadway, Tel 604-675-3800, Fax 604-736-8651 Squamish Office Box220 1140 Hunter Pl., Tel 1604-892-2293, Fax 1604-892.2327

October 17th, 2017

Maureen Nicholson Municipal Councillor & Metro Vancouver Director Bowen Island Municipality 981 Artisan Lane Bowen Island BC V0N 1G2

Dear Maureen,

Re: Business Licensing on Bowen Island

Thank you for contacting our office regarding the Bowen Island municipal report being prepared on the business licensing process. Our comments for your consideration;

- VCH has business license referral processes with other municipalities (City of North Vancouver, District of North Vancouver, District of West Vancouver, Richmond, Vancouver etc.) - There are many benefits; o Continued collaboration and partnership between VCH and Bowen Island staff through permitting and plan approvals on behalf of both organizations. VCH providing input into business license approvals for businesses with public health implications e.g. food, water quality, personal services, schools, childcare, onsite sewage disposal, indoor air quality. o Opportunity to inform applicants of licensing and approval processes for both organizations leading to more streamlined process o Multi-agency coordination on special events and joint inspections where needed

Kind Regards

Mark Ritson CPHI (C) Acting Manager Vancouver Coastal Health Environmental Health North Vancouver 604 983 6751 cc: Mark Lysyshyn MD MPH FRCPC Medical Health Officer Vancouver Coastal Health

Page 161 of 199 Attachment 9: Email dated October 19, 2017, from Bowen Island Fire Department Fire Chief Ian Thompson

Page 162 of 199

To: The Economic Development Committee

From: Stefania Shortt, EDC Staff Liaison, Administration Department

Date: November 9, 2017 Meeting Date: November 10, 2017

Subject: Consideration of Recommending that Council Direct Staff to Hire a Full-Time Community Economic Development Officer (CEDO)

RECOMMENDATION That the Economic Development Committee (EDC) receive the information contained in this report and attachments to inform discussion regarding the proposed recommendation that Council approve hiring a Community Economic Development Officer (CEDO)

PURPOSE To provide the EDC with information regarding the recommendation of hiring of a Community Economic Development Officer (CEDO).

BACKGROUND

At its meeting held on October 13, 2017, EDC members were presented with the request to craft a recommendation to Council that it direct staff to hire a full-time CEDO. EDC members asked that staff provide some background information to inform further discussion on this topic. Specifically:

1) Identify other small communities in BC which employ a CEDO. 2) Provide information on what the role is of those CEDOs are and what their specific areas of focus are. 3) Provide CEDO job descriptions. 4) Provide a sample CEDO work plan. 5) Provide metrics: How do CEDOs measure their achievements? 6) Identify possible CEDO presenters who could visit Bowen Island and present for the EDC.

RESEARCH

Staff emailed and telephoned 16 of Bowen Island’s “comparator communities” – communities with a population of under 12,000 and a comparable geographic circumstance - three larger communities (Port Alberni, West Vancouver and Prince George) and two consultants: Wes Regan, Director of Community Economic Development at SFU and Eric Burton, President and CEO of Factor 5 Group, a CED consulting firm based in Alberta.

Page 1 of 3 CEDO Information EDC Meeting November 10, 2017 Page 163 of 199

Staff will elaborate with a verbal report on the notes contained in the attachments.

1) Identify Comparator Communities Staffing a Full-Time CEDO

Discussion of attachment 1.

1) What the role of the staff CEDO is and what specific areas of focus are

Discussion of attachment 1 (and 2 and 3 below).

2) CEDO Job descriptions

Discussion of attachments 2 and 3.

3) CEDO Sample Work Plans

Discussion of the following links: Prince George Report to Council dated January 9, 2017 Prince George 2017 Economic Strategy and Work Plan Presentation to Prince George Council, January 9, 2017

Downtown Eastside Plan 2016 Downtown Eastside ED Strategy Report to Council dated November 21, 2016

4) Metrics: How do CEDOs measure their achievements?

Attachment 4 is an example of the Prince George ED Manager’s monthly report to Council.

See examples of indicators at this link: Community Indicators.

5) Identify possible CEDO presenters who could visit Bowen Island and present of the EDC

Wes Regan, Director of Community Economic Development at Simon Fraser University suggested that Brian Smith, Sunshine Coast CEDO and Co-Founder of Persephone Brewery would be an ideal presenter for the BIM EDC. Eric Burton, CEO and President of Factor 5 Group, Consulting Services, was also suggested.

FINANCIAL IMPLICATIONS Financial implications include payment of a full-time salary and benefits. Similar implications include workspace and equipment such as a computer, phone, desk and chair, and working space.

COMMUNICATION STRATEGY

CEDO Information EDC Meeting November 10, 2017 Page 164 of 199 To be discussed by the Committee.

OTHER IMPLICATIONS Noted above.

CONCLUSION The information provided was to inform the Economic Development Committee discussion regarding recommending the hiring of a Community Economic Development Officer (CEDO).

Attachments and References: 1. Comparator Communities, Larger Communities and Consultants – notes on interviews (spreadsheet). 2. Job Description: EDO Burns Lake 3. Job Description: EDO East Kootenays 4. Monthly Report to Council: Port Alberni

CEDO Information EDC Meeting November 10, 2017 Page 165 of 199 Comparator Communities 2013 - CEDO Notes up to November 10, 2017

Community Population Notes re: CEDO Other Notes More Notes Bowen Island 3,402 Gibsons 4,437 [email protected] No EDO or CEDO CAO – Emmanuel Michado Golden 3,701 [email protected]; [email protected]; Directed to CAO EDC being dismantled [email protected] No EDO or CEDO (See phone call notes) Phil Grand Forks 3,985 [email protected] Auto reply Lake Cowichan 2,974 [email protected] Auto reply Lantzville 3,601 [email protected] No reply Metchosin 4,803 [email protected] No EDO or CEDO Oliver 4,824 [email protected] No reply Osoyoos 4,845 [email protected] No EDO or CEDO Peachland 5,200 [email protected] No reply Pemberton 2,369 [email protected] No EDO or CEDO Rossland 3,556 [email protected] No reply Sechelt 9,291 Sunshine Coast Regional Economic [email protected] No EDO or CEDO Development Organization (SCREDO) Sooke 11,435 [email protected] No reply Sparwood 3,667 [email protected] No reply Tofino 1,876 Manager of Community Sustainability. [email protected] No EDO or CEDO Aaron Rodgers. Ucluelet 1,627 [email protected] No reply Larger Communities Port Alberni Econmic Development Manager is Patrick Deacon; Melissa Tardiff is his assistant (department of two - she primarily processes 17,000 / 28,000 business licenses) No EDC (See notes)

1) No metrics in place yet The Plan includes three 2) Work Plan not public yet overarching strategies: Visitor [email protected] 3)Diversify and strengthen local economy Strategy; Commercial Areas Manager of Economic Development (position to transform WV from bedroom Strategy; and a Future West Van 42,470 (2016) created last year) municipality to resilient community Opportunities Strategy. Four staff positions: Four (4) positions: Manager of Economic Development Manager of Economic Development Economic Development Officer See notes: Economic Development Officer Workforce Development Officer Video:

Page 166 of 199 keenan.hopson@princegeorge Workforce Development Officer Business Officer http://princegeorgebc.swagit.co Prince George 71, 973 / 88,043 .ca Business Officer m/play/01092017-1507 Consultants Factor 5 Eric Burton, President and CEO, Alberta Suggested presenting Recommended Brian Smith from SCREDO SFU Wes Regan, Director of CED Dept. to present JOB DESCRIPTION Community Economic Development Officer

Reporting to the Chief Administrative Officer, the Economic Development Officer (EDO) is responsible for the following: PRIMARY DUTIES 1. Provides leadership through broad community involvement which promotes the economic well being of the community while understanding that a social and environmentally healthy community is vital to the local economy of the Village of Burns Lake and surrounding areas

2. Liaison as an advisor on economic development to public officials, the private sector and the public at large. The incumbent will serve as an advocate for local economic development initiatives

3. Development and implementation of a relevant economic marketing strategy for the Village of Burns Lake and surrounding area

4. Assesses and plans for community development needs

5. Ensures all economic development and strategic plans respect the current Official Community Plan and the Integrated Community Sustainability Plan (currently in development stage)

6. Researches, analyzes, develops and implements economic development plans

7. Promotes development opportunities and general community attributes to applicable target markets

8. Prepares budget for presentation and administration

9. Maintains an up to date community profile report on Burns Lake and the surrounding area, including economic statistics and indicators, local businesses and services

10. Coordinates visits to the municipality and surrounding area for prospective investors

11. Liaises with all levels of government as required by Council, the project and or as directed

12. Proactively pursues grant funding opportunities

13. Drafts reports and makes presentations to Mayor and Council and other groups when required

14. Identifies and rationalizes economic opportunities

S:\HR\Job Descriptions\Economic Development Officer 2012.doc Page 167 of 199 15. Represents the Village of Burns Lake at trade fairs promoting business opportunities available within the Village of Burns Lake and surrounding area

16. Provides advocacy and support to new business proponents, industry, community services and community organizations

17. Provide economic and business development information to interest groups, other levels of government and business development proponents

18. Promotes and supports the continued development of our natural resource strengths

19. Maintains relations and communications with existing businesses and industry while encouraging retention and expansion

20. Develops resources required to support, implement and monitor effective marketing strategies

21. Attends all Council Meetings and Board Meetings as required

22. Liaises with regional, provincial, federal and other Economic Development Officers and professional associations with respect to information sharing and collaboration

23. Becomes a member of and maintains good standing in the Economic Development Association of BC.

ABILITIES • Able to provide creative leadership while making individual contributions to team projects and tasks

• Has excellent communication skills

• Sound personal judgement, discretion and credibility

• Has good problem solving skills coupled with solid consensus building and entrepreneurial skills

• A broad general knowledge of business and government coupled with an ability to handle a variety of projects which must be completed within time deadlines

• Has the skills necessary to complete grant applications

• Can undertake research projects and prepare comprehensive reports

• Above average computer skills

• Required to attend meetings outside of regular business hours

S:\HR\Job Descriptions\Economic Development Officer 2012.doc Page 168 of 199 REPORTING REQUIREMENTS

• As the EDO position is jointly funded by the municipality and the Regional District of Bulkley- Nechako, regular reporting must be provided to both organizations

• Communications with residents of the Village of Burns Lake and surrounding areas is expected

EDUCATION/TRAINING

• College or University degree in Commerce, Economics or a related field and/or certification as a Professional Economic Developer (EcD)

• Working experience in Economic Development, marketing, and public relations

• Proficient in the use of current information technologies

• Valid BC Drivers Licence

S:\HR\Job Descriptions\Economic Development Officer 2012.doc Page 169 of 199 Request for Proposal

Columbia Valley Community Economic Development Officer

Closing Location Regional District of East Kootenay 19 - 24 Avenue South Cranbrook, BC V1C 3H8

Closing Date and Time 14:00 MT, June 23, 2017

Contact Person Shawn Tomlin, CAO Email: [email protected] Ph: 250-489-2791

Main Office Columbia Valley Office 19 – 24 Avenue South Box 2319 , 4956 Athalmer Road Cranbrook BC V 1C 3H8 Toll Free: 1-888-478-7335 (BC & AB Only) Invermere BC V 0A 1K0 Ph: 250-489-2791 • Fax: 250-489-1287 Email: [email protected] • Website: www.rdek.bc.ca Ph: 250-342-0063 • Fax: 250-342-0064

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Table of Contents

Page

1. Terms and Conditions ...... 3 2. Structure ...... 3 3. Changes to Proposals ...... 3 4. Proposal Submission ...... 3 5. Modification of Terms ...... 4 6. Proponent’s Expenses ...... 4 7. Proposal Validity ...... 4 8. Currency and Taxes ...... 4 9. Proponent Information ...... 5 10. Background ...... 5 11. Geographic Scope ...... 6 12. Scope of Work ...... 6 13. Evaluation of Proposals ...... 7 14. Interviews ...... 7 15. Acceptance of Proposals ...... 7 16. Definition of Contract ...... 8 17. Monitoring and Evaluation ...... 8 18. Liability for Errors ...... 9 19. Ownership of Proposals and Freedom of Information ...... 9 20. Confidentiality of Information ...... 9 21. Fee Structure ...... 9

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1. Terms and Conditions

The following terms and conditions will apply to this Request for Proposal (RFP). Submission of a Proposal in response to this RFP indicates acceptance of all the terms contained herein and that are included in any addenda issued by the Regional District of East Kootenay (RDEK). It is anticipated that the Columbia Valley Community Economic Development Officer will be a two-year contract with the possibility for extension. This RFP is for the delivery of years one and two of the Columbia Valley Community Economic Development Officer program; however, the RDEK may renew this Contract annually, at its discretion, up to a maximum of two contract terms.

2. Structure

The Columbia Valley Community Economic Development Officer will be contract based. Oversight, direction and management will be provided by the RDEK Chief Administrative Officer (CAO) with input from the Columbia Valley Community Economic Development Advisory Commission (Advisory Commission).

The Advisory Commission, through the CAO, will provide advice for the evaluation of Proposals, the interview process and ongoing monitoring and evaluation of the Columbia Valley Community Economic Development Officer. The RDEK will be responsible for administration of the RFP, as well as subsequent Contract administration. The RDEK may, at its discretion, award the Contract to more than one Proponent to deliver the services required.

The successful Proponent may be expected to provide office space, supplies (including phone and internet) and a vehicle for travel within the operating region (see attached map). Proposals should include a description of any proposed office/meeting space and any associated costs. The RDEK reserves the right to provide office space for the Columbia Valley Community Economic Development Officer where it deems preferable.

3. Changes to Proposals

By submission of a written notice, a Proponent may amend or withdraw their Proposal prior to the Closing Date and Time.

Upon Closing, all Proposals become irrevocable. The Proponent will not change the wording of their Proposal after Closing and no words or comments will be added to the Proposal unless requested by the RDEK for clarification.

4. Proposal Submission

If a Proponent elects to submit their Proposal to the RDEK office in Cranbrook, then the Proponent should submit two hard copies, plus one electronic copy on a USB-drive, in an

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envelope clearly marked with the name and address of the Proponent, the Request for Proposals title, and addressed to the attention of Shawn Tomlin, CAO.

If a Proponent elects to submit their Proposal by email then:

a) The email containing the Proposal will be deemed to have been received at the date/time stamped/tagged by the RDEK’s email system; and

b) The Proponent assumes the entire risk that the email is received by the addressee and is complete, including the risk that the RDEK’s system will not properly receive the email and any email attachments before the Closing Date and Time. The RDEK’s inability to receive an email or email attachment, for any reason, shall not constitute an exception to the mandatory requirement to submit the Proposal by the Closing Date and Time, and the RDEK assumes no risk or responsibility that any email will be received.

5. Modification of Terms

The RDEK reserves the right to modify the terms of this RFP at any time at its sole discretion. All subsequent information regarding this RFP, including changes made to this RFP and notices regarding Proponent information meetings, will be posted on the BC Bid website: http://www.bcbid.gov.bc.ca . It is the sole responsibility of the Proponent to check for Addenda and other updates on the BC Bid website .

6. Proponent’s Expenses

Proponents are solely responsible for their own expenses in preparing a Proposal. If the RDEK elects to reject all Proposals, the RDEK will not be liable to any Proponent for any claims for costs or damages incurred by the Proponent in preparing the Proposal, loss of anticipated profit in connection with a final Contract, costs for returning unopened Proposals, or any matter whatsoever.

7. Proposal Validity

Proposals must remain open for acceptance for at least 60 days after the Closing Date and Time.

8. Currency and Taxes

Prices quoted are to be in Canadian dollars exclusive of goods and services tax which shall be shown separately.

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9. Proponent Information

The Proponent must include a curriculum vitae, statement of qualifications and relevant experience in support of the Proposal. It is understood that the Proponent shall work on the project in the capacity as indicated. The ideal candidate will possess the following qualifications and experience: • In-depth knowledge of the Columbia Valley area and its business environment; • Post-secondary degree in economic development, public/business administration, or a related field; • At least five year’s experience in economic development or a closely related field; • Experience in the development of strategic and operational plans as well as budget formulation and performance measurement and reporting processes; • Well-developed organizational and time management skills including project management and contract administration; • Superior verbal and written communication and presentation skills, including a working knowledge of the principles and practices of negotiations; • Experience in community and business engagement and facilitation; • Ability to cultivate and maintain strategic partnerships and effective working relationships with key stakeholders including elected officials, community groups, industry, business, funders, and the general public. • Knowledge and experience in both grant research and proposal preparation. • Familiarity with the Economic Development Strategic Planning and Performance Measurement toolkits available from the Ministry of Jobs, Tourism and Skills Training.

10. Background

The communities of the Columbia Valley are working together in a community economic development partnership. This work has included creating a Resident Attraction and Retention Strategy in 2016 (attached), a project that involved extensive community engagement, market research and assessment. The communities are seeking to retain the services on an Economic Development Officer to implement the Resident Attraction and Retention Strategy, and to work towards broader economic development objectives of the region including, but not limited to: • Increasing resilience by diversifying and strengthening the economy of the Columbia Valley. • Increasing year-round, quality local employment opportunities. • Increasing and retaining permanent residents. • Supporting entrepreneurship, new business development and existing business growth. • Promoting local investment and the benefits of same. • Promoting business models with sound environmental and social practices. • Collaborating with, and enhancing the work of, other agencies currently undertaking economic development initiatives.

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11. Geographic Scope

The Columbia Valley Community Economic Development Officer will provide expert economic development services within the operating region. The geographic area served by the Columbia Valley Community Economic Development Officer will include the Columbia Valley sub-region including electoral areas, municipalities and Indian Reserves (see attached map).

12. Scope of Work

Reporting to the CAO, the Columbia Valley Community Economic Development Officer is responsible for the design and implementation of an economic development strategy for the operating region. This work will involve creating beneficial relationships, developing partnerships, attracting additional funding resources and delivering programs that will enhance economic activity in the Columbia Valley. It is anticipated that the time commitment required will be 30 to 40 hours per week.

Key responsibilities of the Columbia Valley Community Economic Development Officer are to: • Support and develop regionally collaborative economic development programming. • Through the CAO, with input and direction from the Advisory Committee, develop and implement a strategic plan with associated budgets and work plans to achieve the following: o Develop and implement a comprehensive marketing plan to promote the region to potential investors, entrepreneurs and residents, including the implementation of the Resident Attraction and Retention Strategy; o Engage with and support existing businesses in their growth and expansion efforts; o Identify and pursue opportunities and increase community resilience and economic diversification. • Liaise and build partnerships with stakeholders, including business and industry organizations; local, regional, provincial, federal and First Nation governments; trusts and other funders; and regional economic development agencies. • Act as a source of information, knowledge and expertise for the RDEK and Columbia Valley communities on matters related to economic development. • Develop and report on performance measures and economic development indicators. • Represent the Columbia Valley on relevant committees and working groups; respond to investment and media inquires; and develop and maintain relevant baseline economic information to be able to respond to information requests. • maintain publicly accessible office hours (proposal must include planned number of hours per week). • Complete a Columbia Valley Business Needs Assessment as described in Schedule A.

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13. Evaluation of Proposals

The evaluation of Proposals will be undertaken by the CAO, with input from the Advisory Commission. The Advisory Commission may consult with others including staff members, third party consultants and references as the Advisory Commission may in its discretion decide is required.

Consideration will include the professional qualifications, experience, local knowledge, work plan methodology and schedule, and quality of the Proposal.

It is expected the successful Proponent’s qualifications and experience could include, but not be limited to: economics, business administration, marketing, community engagement and facilitation. It is expected the Proponent will have knowledge of economic development and related issues in the operating region including, but not limited to: existing and emerging key sectors, land development readiness, business attraction, retention, and expansion, and workforce development.

The Proponent must provide a work plan setting a clear methodology, timeline and budget for completing the scheduled tasks, as listed under Scope of Work. Proposal submission should be clear, concise and complete. The RDEK shall be the sole judge of a Proposal and their decision shall be final.

Knowledge of Columbia Valley Area & Business Environment 10% Professional Qualifications, Experience & Demonstrated Results in Related Field 25 % Methodology 20% Project Schedule & Workplan 15% Physical Presence in the Program Area 20% Budget & Allocation 10% TOTAL 100%

14. Interviews

The Advisory Commission may, at its discretion, invite some or all of the Proponents to appear before the Advisory Commission to provide clarifications of their Proposals. In such event, the Advisory Commission will be entitled to consider the answers received in evaluating the Proposals.

15. Acceptance of Proposals

The RDEK reserves the right to reject any and all Proposals for any reason or to accept any Proposal in whole or in part on the basis of the Proposals received which the RDEK, in its sole unrestricted discretion, deems to be the best value for the RDEK. The lowest priced or

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any proposal will not necessarily be accepted. The RFP does not commit the RDEK in any way to award a Contract. The RDEK shall not be obligated in any manner to any Proponent whatsoever until a written Contract has been duly executed relating to an approved Proposal.

Neither acceptance of a Proposal nor execution of a Contract will constitute approval of any activity or development contemplated in any Proposal that requires any approval, permit or licence pursuant to any federal, provincial, regional district or municipal statute, regulation or by-law.

The RDEK reserves the right to enter into negotiations with one or more Proponents concerning the terms and conditions of the services to be provided, and expressly reserves the right through such negotiations to request changes, alterations, additions or deletions from the terms of any Proposals received.

After recommendation by the Advisory Commission and approval by the RDEK Board of Directors, the successful Proponent will be issued a written Notice of Award.

16. Definition of Contract

The Notice of Award and the subsequent full execution of a written Contract will constitute a Contract for the work, and no Proponent will acquire any legal or equitable rights or privileges relative to the goods or services until the occurrence of both such events.

17. Monitoring and Evaluation

The focus of the Columbia Valley Community Economic Development Officer is to identify and create opportunities for economic development in the operating region; however, the Proponent will also be required to dedicate a small portion of their time to gather baseline data and create a monitoring and evaluation framework to demonstrate how the Scope of Work and associated strategic plan is being addressed. The information tracked and gathered could include the following: • New jobs created; • New business investment dollars; • Numbers and types of business and licences; • Visitation and other tourism related statistics; • Other economic development indicators;

Upon full execution of a written Contract, the Proponent and Advisory Commission will meet to discuss the initial program design and implementation plan.

The Proponent will be expected to submit a quarterly report to the Advisory Commission demonstrating how the Scope of Work is being addressed. A semi-annual Performance Review will be completed by the CAO, with input from the Advisory Commission. The

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Performance Review will provide the opportunity for the Proponent and Advisory Commission to determine priorities moving forward and discuss the progress of the Columbia Valley Community Economic Development Officer to date.

The Columbia Valley Community Economic Development Officer may be required to present the highlights and achievements to the RDEK Board of Directors, and Columbia Valley municipal and Indian Band councils on an annual basis.

18. Liability for Errors

While the RDEK has used considerable efforts to ensure an accurate representation of information in this RFP, the information contained in this RFP is supplied solely as a guideline for Proponents. The information is not guaranteed or warranted to be accurate by the RDEK, nor is it necessarily comprehensive or exhaustive. Nothing in this RFP is intended to relieve Proponents from forming their own opinions and conclusions with respect to the matters to address in this RFP.

19. Ownership of Proposals and Freedom of Information

All documents, including Proposals, submitted to the RDEK become the property of the RDEK. Each Proposal should clearly identify any information that is considered to be confidential or proprietary information.

However, the RDEK is subject to the provisions of the Freedom of Information and Protection of Privacy Act. As a result, while section 21 of the Freedom of Information and Protection of Privacy Act does offer some protection for confidential third party business, financial and proprietary information, the RDEK cannot guarantee that any such information provided to the RDEK will remain confidential if a request for access is made under the Freedom of Information and Protection of Privacy Act.

20. Confidentiality of Information

Information pertaining to the RDEK or its partners obtained by the Proponent as a result of participation in this RFP is confidential and must not be disclosed without written authorization from the RDEK.

21. Fee Structure

The Proponent must specify in the Proposal the fees required to satisfy the scope of work for the Columbia Valley Community Economic Development Officer. The Proponent must clearly identify and detail all costs, including any portion of the budget allocated to leveraging outside resources. $80,000 to $100,000 per year in funding is available for the contract, with additional funds available for plan implementation costs. Separate funding for the Business Needs Assessment project is also available; please include as a separate fee in proposal.

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Appendix A

Columbia Valley Business Needs Assessment

Objectives and Scope

1) Assessment of Existing Conditions: • Gain a sound understanding of the planning and market context for the commercial centres in the project area. This will include review of applicable plans, studies, policies, documents, and reports, and relevant demographic and market data. • Review with key stakeholders a variety of background information on commercial centres in the Columbia Valley, and engage in site visits and/or interviews to gain an understanding of their development opportunities and constraints. • Summarize current economic and employment trends impacting housing and commercial development. • Identify the economic structure and market conditions of the area, including existing market demographic conditions and wider economic trends impacting the business centres, gaps in commercial and residential markets, supported space and space requirements, and overview of growth and development trends. • Summarize existing land use and housing market conditions and proposed development in the business centres and surrounding areas; land use and development profiles will be developed, including surveys of historical, current and proposed development; operating and occupation costs of buildings based on type of construction and use; and demand and competition levels for residential and commercial spaces. • Provide a synopsis of existing risks, constraints, and feasibility of development as seen by financial institutions, developers and agents.

2) Market Projections: • Determine realistic absorption rate for residential population increase and capture of new housing stock and identify barriers to absorption/attraction. • Outline demographic trends, community needs, and consumer demands in the emerging urban housing market in the Columbia Valley and similar markets. • Provide a high-level comparative synopsis of projected developments in downtowns for comparable communities in Canada, based on available data, and subject to budget constraints. • Determine realistic absorption rate for commercial development, particularly retail, restaurant and cultural uses, and identify barriers to absorption. • Outline demographic trends and consumer demands in the emerging niche retail markets in the Columbia Valley and similar markets. • Provide a high-level comparative synopsis of projected developments in downtowns for comparable cities/markets in Canada, based on available data, and subject to budget constraints.

3) Development Opportunities • Determine the market viability of a range of residential and mixed-use development options, including the redevelopment of existing sites, and the development of market and below-market units including social housing, seniors housing and assisted living. • Identify the quick wins and longer-term opportunities and constraints for residential and mixed-use construction, including key sites with strong development potential.

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• Determine the market viability of a range of commercial and mixed-use development opportunities, including redevelopment and retrofitting of existing commercial buildings, parking lots and overnight accommodation. • Identify the “quick wins” and longer-term opportunities and constraints for niche retail, service, cultural, and other commercial uses and amenities that will support residential development and increase street-level activity, including key sites with strong development/redevelopment potential.

4) Development Targets: • Establish targets for residential population growth and related development based on housing need and demand, projected absorption rates, and current market dynamics. • Identify key community amenities required to support a diverse residential population. • Identify development objectives to support a diverse niche retail and cultural sector. • Targets to strengthen capture of commercial office development, based on current and projected market dynamics, and outline potential risks.

5) Recommendations for Strategies, Incentives and Policy Changes to Increase Development in existing commercial centres: • Recommend quantitative and qualitative measures by which development success might be measured over time. • Provide recommendations, based on study findings, to any identified barriers to development in existing policies, regulations, and code provisions that need modification to promote targeted development, particularly multifamily residential including social housing seniors housing and assisted living and mixed-use construction in downtown areas. • Provide recommendations on development of strategies and incentives that will stimulate desired residential and supportive development in downtown areas.

6) Consultation and Stakeholder Engagement The Consultant will be expected to, in consultation with the CVCEDC, develop a consultation plan to foster stakeholder interest in participating in the study process and investment in its outcomes. • Two or three small stakeholder consultation groups will be organized for focused discussions of development related issues and review of study findings throughout the study process. • These groups will consist of representatives from the development, finance and real estate sectors, landowners, local and seasonal residents, members of relevant agencies and staff from the area local governments, and others as deemed appropriate.

Page 180 of 199 CITY OF PORT ALBERNI ECONOMIC DEVELOPMENT MANAGER

Monthly Report to City Council for period May 24th to June 26th, 2017

Intended Outcomes for 2nd Quarter 2017 & Comments on Progress

Economic Sector Intended Outcome Comments

Aerospace Companies that would be a fit for an Provincial government staff assisting in Aerial Forest Fire Fighting Centre of review of concept Excellence have been identified and contacted

Agriculture MOU is in place for establishment of No change from last month’s update. agricultural research institute

Forestry One deliverable from Rural Dividend Service agreement being signed for one Program wood-biomass project has deliverable; a second deliverable under been achieved discussion.

Marine • Company ‘x’ has declared its No change from last month’s updates commitment to locating here • CAE’s proposed development is proceeding

Technology Tech plan for PA has received Application was delayed to accomplish matching funding from ICET and higher priorities RFP has been issued

Tourism • Collaboration Agreement w AVT • Collaboration Agreement is being is in place signed • Trails Online Accessibility Project has been launched

By Project Intended Outcome Comments

Canada’s Most Port Alberni has won the online Signs proclaiming City as Canada’s Most Rider Friendly competition Rider Friendly Community have been Community received and are being installed at City entrances

SD3 15 Economic Sectors in the No change from last month’s update. Economic Development Strategic Action Plan have been reduced to the 4 most likely to produce results

Johnston Rd Council and AVCoC have received Application to GT-SPF for $6 million in Charrette the Concept Plan funding to implement charrette recommendations was submitted

th 1of 3 June 26 2017 Economic Development Monthly Report to Council Page 181 of 199 EDM Monthly Report to City Council for period May 24th to June 26th, 2017

Comments By Project Intended Outcome

Lifestyle Video A second video & five new Video work in progress Series testimonials have been completed and launched online

40 Peaks in 40 Agreement has been reached with Different approach being considered Days AV Rescue Squad to support this project

20,000 by 2023 BC Stats supports the population Initiative needs dedicated task force growth indicators suggested by the City

Business Licence Project Initiated Progress being made on initiative Process

Activity / Indicators Measure

Potential new development • 3 in contemplation stage (meetings, emails, ph. calls) project contacts • 2 in feasibility study stage (meetings, emails, ph. calls)

Business Retention, Expansion & • 1 request for venture capital assistance Attraction initiatives • 1 request for assistance in franchising • 1 request for assistance in siting project • 1 introduction of business • 1 request to make meeting arrangements • 2 requests to help find businesses to lease space • 2 requests for promotional assistance • 1 request for information about buying a building here • 2 EDM asks for venture capital assistance

Marketing • Chamber summer student recruited to ‘amp-up’ social media marketing for events • Ad in Events Brochure • Ad in Progress Edition • Column for Business Examiner • Assemble Port Alberni ‘outdoor adventure’ auction package

th 2of 3 June 26 2017 Economic Development Monthly Report to Council Page 182 of 199 EDM Monthly Report to City Council for period May 24th to June 26th, 2017

Activity / Indicators Measure

Business Licences • 6 Approved in May; 8 Pending • 4 Approved in June thus far; 2 Pending • 10 initial inquiries • 13 questions about where they are in the process • 2 complaints about licence process • 2 cancellations

Other • 1 Cantimber Working Group meeting • 1 PATH meeting • 1 CPA<>PAPA Working Group meeting • 1 Business Advisory Council meeting • 1 request for perspective on ICET • 1 VICEDA Executive meeting • 2 VICEDA tech attraction/marketing committee meetings • 1 Mayor’s Liaison Breakfast meeting • 1 Managers meeting • 1 Destination Development Project conversation • 2 BCEDA Board meetings • 1 Mid-Island Business Initiative conversation • Attend BCEDA conference

th 3of 3 June 26 2017 Economic Development Monthly Report to Council Page 183 of 199

For discussion ​ ​ Proposed Island Plan 2018 Pillar: Supporting ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ community economic development ​ ​ ​ ​

This pillar supports our need to support the island economy in a balanced way that supports ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ businesses, community and the natural environment. We focus on local companies, ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​ ​ ​ entrepreneurs, and help support creative ideas to deepen our experience of home. We are ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ responsive to the needs of business and actively involved in helping to increase local ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ opportunities for workers, community organizations and business owners. This pillar calls for ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ the creation of a new plan for the island economy and a new staff position to oversee it. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Strategic priority 1 : ​ ​ ​ ​ ​ ​

Hiring a community economic development officer ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

What is contemplated exactly ​ ​ ​ ​ ​ ​

The hiring of a community economic development officer to work full time to generate and ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ implement a strategic direction in support of economic activity on Bowen Island that enhances ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ community life and deepens the visitor experience. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

The mandate of the CEDO would include: ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ● Developing a community economic development strategy for Bowen Island ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ● Developing tools to link tourism and business providers in expanding and deepening ​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ tourist experiences during the summer and in the shoulder and offseason. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ● Organizing local business networking and education events ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ● Helping to strategically manage local economic opportunities, including attracting new ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ opportunities to Bowen ​ ​ ​ ​ ● Managing the business licensing program ​ ​ ​ ​ ​ ​ ​ ​ Steps to Be Taken ​ ​ ​ ​ ​ ​

1. Post and staff the position. ​ ​ ​ ​ ​ ​ ​ ​

Page 184 of 199 Key contact: ​ ​

Maureen Nicholson ​ ​

How it looks on January 1 2019 ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

A CEDO has been in place for most of the year and has completed a community economic ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ development strategy for Bowen Island. The business licensing plan is up and running and is ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ well used. ​ ​

Strategic priority 2: ​ ​ ​ ​

Developing a community economic development plan ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ What is contemplated exactly ​ ​ ​ ​ ​ ​

The island is facing many challenges from the growth of the tourism and housing sector. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Affordability, capacity and labour market shortages are causes for concern for local businesses ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ and workers. Creating a plan to help address emerging issues in community economic ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ development will help to organize the municipality and business response to these challenges. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Steps to Be Taken ​ ​ ​ ​ ​ ​

1. Work with local businesses and community groups to identify needs and strategies ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ 2. Economic Development Committee develops a plan ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ 3. Implementation of the plan is overseen by the Community Economic Development ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Officer.

Key contact: ​ ​

Maureen Nicholson ​ ​

How it looks on January 1 2019 ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

2 Page 185 of 199 A plan is in place that has been created by businesses and community organizations and the ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ CED Officer is actively implementing the strategies. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

3 Page 186 of 199

BC Buy Local Week 2017 (November 27th to December 3rd, 2017)

Introducon BC Buy Local Week is an annual celebraon of the unique contribuons that local businesses make to our communies and to our economy. It reminds consumers that f or every $1 they spend locally, 45 cents remains in the community, creang 2.6 mes the economic impact. The average Canadian spends $1500 over the holidays on travel, dining, food and gis, so we promote local spending at this me of year to encourage consumers to shi some of that spending to support their communies. I f everyone in BC shied 1% of their spending it would create 3100 jobs and send $94M in wages to BC workers. BC Buy Local is a partnership of leading B.C. municipalies, business groups and businesses across the province. Each year LOCO asks The Province of Brish Columbia and many of BC’s communies to declare the first week in December as BC Buy Local Week. The campaign follows Black Friday, and launches on Cyber Monday, to capitalize on media aenon on consumer purchasing, online shopping, and out of province/country spending. For the past 5 years we have been successful at garnering significant media aenon from major television, print, radio and digital outlets to raise awareness of the benefits of independent businesses in the province at a me when consumers are spending. This year our goal is to significantly raise the number of communies parcipang in BC Buy Local Week across the Province. The campaign focuses on digital adversing and social media, so communies can parcipate in any way, big or small. We hope that many communies join us this year to send a signal of support to their business community, and build towards deeper engagement in future years.

Become a BC Buy Local Week Partner In the past we charged for all levels of campaign partnership. These sponsorship dollars were mostly used to fund the producon and distribuon of printed materials to campaign partners and their business constuents. This year, we’d like to eliminate any financial barriers to campaign parcipaon, and work to expand the number of communies and networks engaged in the campaign. T here is no charge for basic campaign parcipaon. H igher level Partners support the overall campaign to make an impact across B.C., and also receive flexible collateral, greater business engagement and adversing opons. See the chart on Page 2 to compare parcipaon levels. LOCO provides a turn‐key campaign, with all the materials and resources needed to acvate BC Buy Local Week in your community: ● Campaign How To How to acvate the campaign in your community, from simple acons to deeper engagement. ● Campaign Assets Our campaign images are loved by businesses and consumers far and wide. Higher level partners receive print‐ready files, and can add their logo to co‐brand. ○ BC Buy Local Week, Local Owned, Local Grown, Local Made and Local Champion pink dots ○ Infographic Poster, “How Are We Local” Poster ● Social Media and Digital Adversing ○ Social Media Campaign BC Buy Local Week is a campaign boosted by digital adversing. We provide: ■ Social media guide with stock images, tweets and posts ■ Amplificaon of partner messages, events, contests, posts and businesses

Page 187 of 199

■ Posts based on your area’s unique businesses (Supporng Partners) ○ Digital Adversing ■ Customized digital adversing for Sustaining Partners (1 ad) and Supporng Partners (2 ads) ● Public Relaons Public relaons for BC Buy Local Week has garnered significant press coverage by all forms of media (tv, print, radio, digital) in the past. We’ll provide you with: ○ Sample press release for your community ○ Menon in LOCO’s public relaons and media arcles (Supporng Partners) ● Recognion ○ Website placement: ■ Lisng for Partners ■ Logo placement for Sustaining Partners ■ Prominent logo placement for Supporng Partners ○ Supporng Partner menons in LOCO’s public relaons and media arcles for BC Buy Local Week ● Independent Business Survey Keep up to date with the issues important to businesses in your area by parcipang in our annual independent business survey: ○ Distribute annual independent business survey ○ Receive results on effecveness of campaigns and challenges faced by independent business. Custom area results for Sustaining and Supporng Partners. ● Online Community Impact Assessment (CIA) measurement survey for area businesses

What We Need From You ● ONE Specific Commitment From Our How‐To Guide ○ Exs. Make a municipal BC Buy Local Week declaraon, email to business group/members, one tweet during week, survey parcipaon, etc. ● A primary campaign contact ● Your organizaon’s logo (Supporng and Sustaining Partners only, in PNG or EPS format)

Sign on to the campaign today! Please contact: a [email protected] 604‐351‐1664

COLLATERAL MARKETING ADVERTISING ENGAGEMENT Prominent logo placement Custom campaign SUPPORTING Co‐branded graphics Two custom ads Custom stats in social measurement & reporng PARTNER Printable digital Targeted digital media posts Community Impact $2,500 collateral (vector files) adversing PR & local media menons Assessment (CIA) survey SUSTAINING One custom ad Printable digital Custom campaign PARTNER Logo placement collateral (vector files) Targeted digital measurement & reporng $1,000 adversing Shareable digital Campaign measurement & PARTNER Lisng on website Digital adversing collateral reporng

Page 188 of 199 B&B LUB Regulation Synopsis (dated August 16, 2016)

LUB B&B Regulations Synopsis:

Residential zones on Bowen allow for Home Occupation as an accessory use. Our home occupation regulations are in section 3.34 of the LUB, and are, in brief, as follows: • Must be operated by a resident of the dwelling on the lot, and can have a maximum of two additional employees per dwelling; • Home Occupation can’t result in alterations to the exterior of the dwelling that would change the residential appearance of the dwelling; • Outside storage of material or equipment must be screened from neighbours and the street; • Bed and Breakfast Use is regulated as follows: o For lots under 2 ha (~5 acres) – a maximum of 4 guest bedrooms; o For lots over 2 ha – a maximum of 5 guest bedrooms o Bed and Breakfast may be conducted in the dwelling, or in an accessory building – the floor area of which shall be no greater than 93 square metres o A separate kitchen or cooking facilities for use by guests is not permitted o Parking –provide one parking space per guest room and per each non-resident employee o Cannot be operated on a property containing a secondary suite

Bed and Breakfast is defined as follows: a home occupation located within a detached dwelling or accessory building or both and restricted to providing temporary overnight accommodation and a breakfast meal to transient paying guests.

Commercial Guest Accommodation is defined: overnight guest sleeping accommodation for transient paying guests, which is not a bed and breakfast and may include a washroom and kitchen within the individual unit.

Guest House is defined: a use that provides for overnight guest accommodation for transient paying guests, and may include a communal dining room, kitchen facility, the provision of accessory group meetings/courses/workshops, and a dwelling unit for the owner-operator and the owner-operator’s family.

We allow for Bed and Breakfast in (basically) all residential zones. Commercial Guest Accommodation is only permitted in the VC 1 (as an accessory use) and VC1 (c), P1(a), and VC2 as principal uses. Guest House is only permitted in the TC1 Zone

In short, broadly speaking a home owner on Bowen can have a bed and breakfast (even contained in an accessory dwelling), as long as they live on the property, they don’t exceed either the maximum floor area and maximum bedrooms, they don’t have a secondary suite, and don’t provide a separate kitchen for their guests (and fit within their setbacks and maximum lot coverage). Home owners cannot operate a commercial guest accommodation, which would be operating either a short term rental space with a kitchen, or the renting of the entire dwelling on a nightly basis.

Daniel Martin Island Community Planner Bowen Island Municipality

Page 189 of 199 Applying for a Long Term Rentals and Boarding/Lodging – B&B Licence No Licence Required To apply for a B&B business licence, please Long term rentals of more than 30 days and Short Term Residential pick up an application at Richmond City Hall short term boarding/lodging are still allowed in or download an application form at residential zones (single-family and multi-family) Rentals Guide www.richmond.ca/residentialrentals. as long as there is no B&B operation in the home. Boarding/lodging is defined in the City’s zoning Please have the following information ready: bylaw as limited to a maximum of two people and the operator must also reside in the home. • Identification to prove that either the owner

of the home or an immediate family member resides in the home • Floor plans of the home Enforcement • Fire evacuation plan showing each room proposed to be rented The City investigates complaints and is proactively reviewing existing short term residential rental • Landscaping and site plan operations in the community to ensure they • Parking plan are complying with the City’s regulations. Fines related to short term residential rentals are • Application for any signs to be included to $1,000 per offence under the Municipal Ticketing identify the B&B business and bylaw, and a maximum fine up to $10,000 for a • Sample of the notification letter that will be conviction in Court of an offence under the provided to neighbours City’s Bylaws. • Sample of guest registration form Please send your bylaw concerns to [email protected] or call the Bylaw Complaint line directly at 604-276-4345. This will ensure that your concerns are dealt with in a prompt and efficient manner.

Pick up an application at: Richmond City Hall 6911 No. 3 Road Richmond Page 190 of 199 Or visit:

For more information: City of Richmond www.richmond.ca/residentialrentals 6911 No. 3 Road, Richmond, BC V6Y 2C1 Phone: 604.476.4328 Email: [email protected] www.richmond.ca/residentialrentals www.richmond.ca/residentialrentals Short Term Residential Rentals – Not Permitted Two Options

In Richmond, residents can offer Richmond’s regulations are designed to prevent B&Bs from taking over neighbourhoods, two types of short term rentals which helps to preserve the quality of life in (less than 30 days) in their home – neighbourhoods by preventing excessive noise, traffi c and parking demand. It is also important to bed and breakfast (B&B) rentals, ensure that short term rentals do not impact the or boarding/lodging rentals. current supply of affordable housing rentals in the community. B&Bs require a City issued licence. This includes residents who host traditional B&Bs as well as B&B Licence Requirements B&B’s are not permitted for the following: (Renewed Annually) those who are simply renting rooms within their • Homes with secondary suites, granny fl ats or home, such as short term vacation rentals. coach houses To qualify for a B&B business Boarding/lodging applies when the short term • Homes that already have boarding and lodging rental involves no more than two people at a licence, homeowners must meet • Multi-family complexes, including townhomes time, and this does not require a licence. the following criteria: and apartments • In suites or rooms with separate cooking facilities Short term rental of the entire house or residential • The residential rental must be a single-family unit for less than 30 days is not permitted under house (not an apartment or townhome) • Homes that are within 500 metres of an any circumstance. operated by the property owner or an existing B&B immediate family member, such as a spouse Richmond’s regulations and B&B licensing or child. The homeowner or operator must be living in the requirements provide consistent standards that home as the “host” for all types of short term • The house must be the principal residence of support hosted, short term residential rentals rentals, whether they are B&B or boarding and the owner/operator, and the operator must while preserving the high quality of life enjoyed lodging. Short term rental of the entire residence or provide annual verifi cation of residency as part in local neighbourhoods. It’s important for residential unit for less than 30 days is not allowed of the licence renewal process. residents to understand these regulations and under any circumstance. meet all requirements before applying for a • Operators must notify neighbours of the B&B business licence. proposed short term residential rental operation and provide contact information. • Up to three rooms can be rented at the same time, with a maximum of two guests per room.

Page 191 of 199 • A 500-metre buffer from existing B&B rentals will be required for all new operations.

B&B operators are also encouraged to carry adequate liability and property damage insurance as part of the Richmond B&B Code of Conduct. 432 Cardena Road Bowen Island, BC V0N 1G1 Tel: 604-200-2399 www.tourismbowenisland.com

Tourism Bowen Update Bowen Island Economic Development Committee Regular Meeting Friday November 10, 2017

1. AGM was held October 11 at the Bowen Lodge a. Directors elected i. Murray Atherton – Chair ii. Maureen Sawasy – Vice Chair iii. Alison Morse – Secretary iv. Taylor Jones – Treasurer v. Oydis Dyke-Nichol – Director vi. Robin McMillan – Director vii. Tina Overbury – Director viii. Basia Lieske – Director 2. Discussion Opened with EDC on the establishment of an Economic Development/Tourism Officer 3. Discussion Opened with EDC co-Chair on how to extend Bowen’s Tourism Season through the “Village as a Venue” concempt 4. 2018 SECRETS Brochure in process with the Pro-Bono assistance from Rethink 5. 2018 Membership Drive in process 6. Director Basia Lieske will undertake the LIGHT UP BOWEN event December 2nd 7. Attending the Vancouver Coast & Mountains/DestinationBC Sea-to-Sky 10 year Tourism Stragegy 8. Visitor Centre Numbers: 9. VISITOR INFORMATION CENTRE: May – Sept 2016 2017 +/- Hours of operation 913 987.5 +8% Parties 3171 5425 +71% TOTAL VISITORS 7873 14,071 +79%

10. WEBSITE:

For the recent Tourism Bowen Island year, Oct 1 2016 – Sep 30, 2017

• Website sessions, or visits, saw an increase of 124%, more than double last year • Average number of visits per day was 155 • Average number of page views per day was 468

Page 192 of 199 • Total visits for the year was 56,609 • Total page views for the year was 170, 842

For this summer only, July 1 – Aug 31, 2017 • Average number of visits per day was 352 • Average number of page views per day was 928

Page 193 of 199 BOWEN ISLAND MUNICIPALITY

Improved Service Delivery Task Force Terms of Reference

PURPOSE:

To undertake a thorough review of Bowen Island Municipality’s administrative processes and bylaws to ensure they are appropriate, efficient, clearly communicated and equitable.

Special emphasis will be placed on the following topic areas: • Processes: Ways in which the public could be better served by streamlined processes as they interact with Bowen Island Municipality; • Evaluation: Ways in which the public and Bowen Island Municipality can track and evaluate improvements in municipal services.

MANDATE – RESPONSIBILITIES AND DUTIES:

The Improved Service Delivery Task Force will: a) Review Bowen Island Municipality’s current processes and bylaws; and b) Recommend to Council changes that would improve overall operations. c) Be dissolved upon completion of its final recommendations to Council by March 2018.

MEMBERSHIP:

The membership of the Improved Service Delivery Task Force is composed of a maximum of eleven (11) voting members including: • Two (2) members of Council; • Up to four (4) Bowen Island residents or property owners, including at least one member of the Economic Development Committee, and the Transportation Advisory Committee. • Three members (3) of staff – the Chief Administrative Officer, Manager of Parks and Environment and Island Community Planner or assigned designates.

HOLDING OF MEETINGS – QUORUM, VOTING AND CONDUCT:

The Task Force shall elect a Chair and Vice- Chair at its first meeting.

The Task Force shall establish, by resolution, biweekly meetings to commence within three months of its first meeting. The Task Force shall post notice of a schedule of regular meetings and of each meeting in accordance with the municipality’s procedure bylaw.

Unless specified as a Closed Meeting for reasons allowed under the Community Charter, all meetings shall be open to the public.

Meetings of the Task Force shall be conducted in accordance with Bowen Island Municipality Council

Improved Service Delivery Task Force Terms of Reference Adopted September 11, 2017 Page 194 of 199 Procedure Bylaw. In the absence of comment in the Procedure Bylaw, Robert’s Rules of Order shall apply.

A quorum for a meeting of the Task Force is 50% of the voting members.

Decisions of the Task Force shall be decided by a majority vote with the names of those voting in the minority being recorded. Each voting member on the Committee shall have one vote.

ADMINISTRATION

The minutes of the proceedings of all Task Force meetings shall be recorded and submitted to Council. All minutes once approved by the Task Force shall be signed by the Chairperson.

A minute taker will be provided for Task Force meetings.

Improved Service Delivery Task Force Terms of Reference Adopted September 11, 2017 Page 195 of 199

Prep IMPLEMENTATION PLAN

PURPOSE OF GROUP

Once you have developed your strategic plan, it is time to move forward with activating your strategy. An implementation plan will help organize your vision into a defined workplan that provides a snapshot of when your activities will occur, who will be moving each action forward, notes around funding or resourcing, and how you will proceed. Ensure that each of your project team members have a copy of the plan, and that it’s updated as needed.

Funding/ Strategic Area Action Responsibility Method Timing Notes/Status Resources State strategic area. Outline the Provide Name the key Merge cells next to Briefly describe the strategic Briefly describe how you will funding sources or dates/times Space for notes or individuals involved, related activities as activity undertake this action resources required and status updates including lead person applicable. for this activity. milestones

Page 196 of 199

Last updated: date

Action Items EDC – October 13, 2017

1) Reach out to Cheryl McLay and foster support from the ministry (Stef Shortt) 2) Find out why and what was changed in the brand guidelines (Stef Shortt). 3) Find a Community Economic Development Officers from similar communities to come to visit the EDC (Stef Shortt). 4) Set up a meeting with the Co-Chairs and CAO to discuss the hiring of a CEDO (Stef Shortt). 5) Provide information on the differences between Community Economic Development and Economic Development (Chris Corrigan). 6) Contact SFU to provide samples of job descriptions and possibly present to the EDC (Stef Shortt/Chris Corrigan). 7) Get information on what Community Economic Development Officers do in other communities (Stef Shortt). 8) Work on wording of a resolution to Council regarding EDC strategic priorities in Island Plan and share with committee by email asking for feedback. Vote on final version at November meeting (Chris Corrigan and John Parker).

Page 197 of 199 BOWEN ISLAND MUNICIPALITY

Economic Development Committee Terms of Reference

1. PURPOSE: Facilitate Bowen Island economic development and provide advice to Council about economic development for Bowen Island.

2. MANDATE - RESPONSIBILITIES AND DUTIES:

2.1 The Committee is a select committee of Council that acts in an advisory capacity to Council, with final decisions in all matters brought before the Committee resting with the Council.

2.2 The Committee will: a. Develop the framework for and facilitate the development of action plans for economic strategies/initiatives for recommendation to Council; b. Facilitate the development of action plans to implement Council’s approved economic strategies; c. Organize, facilitate and participate in efforts to implement economic strategies/initiatives; d. Monitor, evaluate and report progress and achievements; e. Provide advice and support to staff and contractors; f. Facilitate broad public involvement in economic development and provide educational opportunities related to planning and implementation; g. Recommend programs to recognize and reward achievements; h. Provide advice and recommendations to Council on matters referred to it by Council related to the committee’s purpose

3. MEMBERSHIP – COMPOSITION AND TERM OF OFFICE:

3.1 The Committee shall consist of up to nine (9) members from the community at large and one(1) or two (2) members of Council, all appointed by Council. Community members should be a resident or property owner of Bowen Island and have experience relative to the mandate of the committee.

3.2 The term of office of Committee members shall be three (3) years. For the first term for the community at large members three (3) will be appointed for one year, two (2) will be appointed for two (2) years and two (2) will be appointed for three (3) years. Committee members are eligible for reappointment.

3.3 Where a member resigns or ceases to act as a member, Council may appoint a member to serve the remainder of the term.

3.4 Council, pursuant to section 144 of the Community Charter may rescind appointment of a committee member at any time.

3.5 Committee members shall serve without remuneration.

Page 198 of 199 Bowen Island Municipality Economic Development Committee Terms of Reference (Amended March 9, 2015) Page 1 of 2

4. HOLDING OF MEETINGS – QUORUM, VOTING AND CONDUCT:

4.1 The Committee shall elect a Chair and Vice Chair at its first meeting after January 1st each year.

4.2 The Committee shall decide in January of each year by resolution where and when its regular meetings shall be held. Staff shall post a schedule of regular meetings in accordance with the municipality’s procedure bylaw.

4.3 Unless specified at a Closed Meeting for reasons allowed under the Community Charter, all meetings shall be open to the public.

4.4 Meetings of the Committee shall be conducted in accordance with Bowen Island Municipality Council Procedure Bylaw. In the absence of comment in the Procedure Bylaw, Robert’s Rules of Order shall apply.

4.5 A quorum for a meeting of the Committee is 50% of the members.

4.6 Resolutions of the Committee shall be decided by a majority vote with the names of those voting in the minority being recorded. Each member on the Committee shall have one vote.

5. ADMINISTRATION

5.1 The minutes of the proceedings of all Committee meetings shall be recorded and signed by the Chair once formally approved by the committee. The committee approved minutes will be submitted to Council.

5.2 A minute taker will be provided for committee meetings.

5.3 The Chief Administrative Officer will appoint a member of staff as liaison to the committee, and this role will include the support and assistance with coordination of the work and activities of EDC, subject to annual budget approval by Council.

5.4 The Committee will prepare an annual report to Council on the year’s achievements and an annual work plan and budget for approval by Council.

Page 199 of 199 Bowen Island Municipality Economic Development Committee Terms of Reference (Amended March 9, 2015) Page 2 of 2