community round table 100 dinners cotw report - official ...o june 20, 2016 -results of open house...

Official Community Plan 2200, 2018

( Community Engagement and Public Input 2016 to 2018

• January 21, 2014 - COTW Report - Official Community Plan Primer

• November 13, 2015 - Community Round Table 100 Dinners

• In 2016, Council approved funding of the Official Community Plan Renewal Project from the

Community Works Fund.

• April 12, 2016 - A Project Charter outlined the work plan and a Communications and

Engagement Strategy was developed to guide the consultation process launched with a

presentation to COTW.

• Community input was gathered throughout 2016

o May 11, 2016 - Citizen Survey Results

o May 30, 2016 - Community Visioning Workshops

o June 12, 2016 - Display at the Farmers' Market

o June 16, 2016 - Public Open House, Ad, Panels

o June 15-22 2016 - Various Stakeholder Visioning Sessions

o Information was released via the District of Peachland website, an OCP Facebook page

and an email stakeholder list. All of the details are available at:

( https://www.peachland .ca/ocp2016

o June 20, 2016 - Results of Open House Exercise

o July 2016 - Community Input Summary

o June October 13, 2016 - Letters to WFN , Kelowna, West Kelowna, Lake Country,

Agencies to participate in October 27, 2016 Vision Jam Session, Fall Activity Guide Ad .

o October 27, 2016 - A "Vision Jam Session" confirmed the information gathered to that

point.

o November 24, 2016 - Youth Visionary presentation

• July 2017, a new framework for communicating Development Permit Area Guidelines was

introduced and accepted by Council.

• 2017 Fall we were again able to turn our attention to the project. The result is the proposed

OCP available at: https://www.peachland.ca/draft ocp 2018

• March 27, 2018 -1 st Reading granted, Council Report

• March 28, 2018 - Referrals Sent to Agencies and Stakeholders for Comment

• April 9, 2018 - Public Open House

• May 8, 2018 - 2nd Reading , Council Report & Consultation Summary Report

• June 5, 2018 - Public Hearing, Advertisement Notice of Public Hearing

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OFFICIAL COMMUNITY PLAN Bylaw No. 2220, 2018

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To:

From:

Date:

Subject:

General:

COTW

AGENDA ITEM# 6.F.

District of Peachland Information Report

Director of Planning and Development Corine (Cory) Gain

January 21, 2014

Official Community Plan Primer

An overview of the legislation and purpose of an Official Community Plan is provided to set the context for consideration of the Official Community Plan Renewal Project. The intention is to provide a brief technical 'primer' in preparation for the first stages of the community visioning process. By no means should this be considered an exhaustive exploration of the subject, it is simply offered as a place to begin creating a common understanding.

Introduction:

It is evident that the community's vision for the future of Peachland is no longer reflected in the current OCP; objectives have either been accomplished, such as the installation of sewer and improvements along Beach Avenue, or are outdated and need to be revised to reflect current economic realities and public priorities. Council prioritized an OCP Update in the District of Peachland Corporate Strategic Plan 2015-2018. A Project Charter has been developed to address each of the legislative and practical requirements to ensure that the OCP process is effectively and efficiently managed and Peachland is able to adequately respond to changing conditions, regulations and current best practices.

A considerable amount of regional planning is dependent upon each member municipalities' OCPs. Because the District of Peachland's OCP is not current it is difficult to provide appropriate input in regional planning processes. Planning work has largely been focused on coordinating Area Sector Plans, Comprehensive Development Zones and Phased Development Agreements in three specific neighbourhoods and on development along Beach Avenue. Peachland needs to stand back and give consideration to the larger picture and how we as a community envision the community as a whole taking shape in the future. Council and the community are encouraged to look beyond the question of the future of Highway 97 and to consider the community values that should be reflected in policy going forward.

Background:

Local Government Act Part 14 Division 4 Official Community Plans Section 471 reads as follows:

"(1) An Official Community Plan is a statement of objectives and policies to guide decisions on planning and land use management, within the area covered by the plan, respecting the purposes of local government.

(2) To the extent that it deals with these matters, an official community plan should work towards the purpose and goals referred to in section 849 [regional growth strategy goals]."

Official Community Plan Primer Page 41 of 81

AGENDA ITEM# 6.F.

An Official Community Plan (OCP) focuses on land use management, projecting where and when new development will occur and how municipal services will accommodate the growth. Once adopted by bylaw the OCP becomes a binding document guiding staff recommendations and Council decisions.

District of Peachland OCP Bylaw No. 1600, 2001 was adopted on April 10, 2001. The purpose, authority to adopt and required content of an OCP are described in sections 471-478 of the Local Government Act which are attached to this report for ease of reference. At fifteen years old, the OCP is well beyond the usual life expectancy of such a document; best practices suggest that plans should be comprehensively reviewed every five to ten years. Generally, a new OCP describes the community's vision for the next twenty years. While an OCP is considered a "living document" planning, servicing and land use management decisions should be consistent with the policies contained in the document (as per LGA s. 478). Inconsistencies can give rise to legal issues. A new OCP will account for changes in legislation, anticipated growth rates and economic conditions.

The Regional District of Central Okanagan Regional Growth Strategy was adopted on June 23, 2014. Local Government Act section 447 outlines the requirements for the inclusion of regional context statement in municipal official community plans. A copy of Division 5 - Regional Growth Strategies Section 446-449 is attached to this report for ease of reference. Section 448 requires that within two years after a regional growth strategy is adopted that municipalities must submit a regional context statement to the Regional Board for approval. A Regional Context Statement contained in a municipality's Official Community Plan must be reviewed and accepted by the Regional Board every five years. As such, construction and approval of the District of Peachland's Regional Context Statement will be an important component of the renewed OCP.

LGA s. 474 outlines the types of policy statements that local governments "may" include in an OCP. Where a matter is not within the jurisdiction of a local government, the plan may only state broad objectives. As such, best practices suggest that these types of non-mandated issues be avoided. The most relevant exception is policies relating to the preservation, protection, restoration and enhancement of the natural environment, its ecosystems and biological diversity. Indeed, Development Permit (DP) Area Guidelines are generally used to achieve such objectives. Recent amendments to the LGA extend the DP authority to climate action goals including energy conservation, water conservation and GHG reduction. The Provincial Ministry of Community, Sport & Cultural Development provides a Community Infrastructure Planning Decision Support Tool and resources that encourage municipalities to incorporate age-friendly and disability-friendly accessibility provisions into their OCPs. It is the intention that these tools be accessed in preparing the renewed OCP where appropriate, most particularly with respect to housing policies.

Local governments are encouraged to consider how the OCP can be integrated with other community strategies, such as transportation and utility plans. As such, the Planning and Development Services Department has prepared a comprehensive list of plans and similar documents prepared since adoption of Bylaw 1600 as a place to begin.

Project Overview

The Official Community Plan Renewal Project will:

• refresh the community's vision for development over the next twenty years; • ensure that development and land use decisions are guided by an accurate accounting of that

vision; • update background data (e.g. population and growth statistics);


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AGENDA ITEM# 6.F.

• update the Regional Context Statement as required by legislation; • update policies to reflect changes in federal and provincial legislation; • facilitate appropriate use of the governance tools provided under the Community Charter and the

Local Government Act;

• result in the replacement of District of Peachland OCP Bylaw No. 1600 adopted April 10th, 2001; and

• inform regional planning processes and the District' s infrastructure and financial strategies.

The following link is recommended as a quick and simple explanation of what an Official Community Plan is: https://www.youtube.com/watch?v=3FRabXwoN1k&list=UUguJ-G3MBcoxVB8K06qBOdw&index=20

While the legislative context is the same for all municipalities in British Columbia, the project plan itself is where each community has an opportunity to decide what specific activities will become part of the process to arrive at a vision and the extent of consultation undertaken in creating the Official Community Plan Bylaw document. Recognizing the limited capacity of staff and budgets, the project outline contained in the Project Charter presented with the Budget Briefing to Council will be pursued with due consideration to Council's direction, the community's values (that will be identified and/or confirmed in the visioning process) and opportunities for leveraging resources and funds throughout the process. Any questions regarding the project may be directed to the Director of Planning and Development Services. Our team will do our best to keep everyone informed and involved.

Report/Document: Attached: Available: Nil:

Excerpts of the Local Government Acts. 471-478 and s. 445-449


1/25/2016 Local Government Act AGENDA ITEM# 6.F.

Division 4 - Official Community Plans

Purposes of official community plan

4 71 (1) An official community plan is a statement of objectives and policies to

guide decisions on planning and land use management, within the area covered by the plan, respecting the purposes of local government.

(2) To the extent that it deals with these matters, an official community plan should work towards the purpose and goals referred to in section 428 [purpose of regional growth strategy].

Bylaw to adopt official community plan

4 72 (1) A local government may, by bylaw, adopt one or more official community

plans.

(2) An official community plan

(a) must be included in the adopting bylaw as a schedule, and

(b) must designate the area covered by the plan.

Content and process requirements

473 (1) An official community plan must include statements and map designations

for the area covered by the plan respecting the following:

(a) the approximate location, amount, type and density of residential development required to meet anticipated housing needs over a period of at least 5 years;

(b) the approximate location, amount and type of present and proposed commercial, industrial, institutional, agricultural, recreational and public utility land uses;

( c) the approximate location and area of sand and gravel deposits that are suitable for future sand and gravel extraction;

(d) restrictions on the use of land that is subject to hazardous conditions or that is environmentally sensitive to development;

( e) the approximate location and phasing of any major road, sewer and water systems;

(f) the approximate location and type of present and proposed public facilities, including schools, parks and waste treatment and disposal sites;

(g) other matters that may, in respect of any plan, be required or authorized by the minister.

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(2) An official community plan must include housing po1icies o tne local • government respecting affordable housing, rental housing and special needs housing.

(3) An official community plan must include targets for the reduction of greenhouse gas emissions in the area covered by the plan, and policies and actions of the local government proposed with respect to achieving those targets.

( 4) In developing an official community plan, the local government must consider any applicable guidelines under section 582 [provincial policy guidelines].

Policy statements that may be included

4 7 4 (1) An official community plan may include the following:

(a) policies of the local government relating to social needs, socia I well-being and social development;

(b) a regional context statement, consistent with the rest of the plan, of how matters referred to in section 429 (2) (a) to (c)[required content for regional growth strategy], and other matters dealt with in the plan, apply in a regional context;

( c) policies of the local government respecting the maintenance and enhancement of farming on land in a farming area or in an area designated for agricultural use in the plan;

(d) policies of the local government relating to the preservation, protection, restoration and enhancement of the natural environment, its ecosystems and biological diversity.

(2) If a local government proposes to include a matter in an official community plan, the regulation of which is not within the jurisdiction of the local government, the plan may state only the broad objective of the local government with respect to that matter unless the minister has, under section 473 (1) (g), required or authorized the local government to state a policy with respect to that matter.

Consultation during development of official community plan

4 7 5 (1) During the development of an official community plan, or the repeal or

amendment of an official community plan, the proposing local government must provide one or more opportunities it considers appropriate for consultation with persons, organizations and authorities it considers will be affected.

(2) For the purposes of subsection (1), the local government must

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(a) consider whether the opportunities for consultation witli 'one or more of the persons, organizations and authorities should be early and ongoing, and

(b) specifically consider whether consultation is required with the following:

(i) the board of the regional district in which the area covered by the plan is located, in the case of a municipal official community plan;

(ii) the board of any regional district that is adjacent to the area covered by the plan;

(iii) the council of any municipality that is adjacent to the area covered by the plan;

(iv) first nations;

(v) boards of education, greater boards and improvement district boards;

(vi) the Provincial and federal governments and their agencies.

(3) Consultation under this section is in addition to the public hearing required under section 477 (3) ( c).

( 4) If the development of an official community plan, or the repeal or amendment of an official community plan, might affect agricultural land, the proposing local government must consult with the Agricultural Land Commission.

Consultation on planning for school facilities

4 7 6 (1) If a local government has adopted, or proposes to adopt or amend, an

official community plan for an area that includes the whole or any part of one or more school districts, the local government must consult with the boards of education for those school districts

(a) at the time of preparing or amending the official community plan, and

(b) in any event, at least once in each calendar year.

(2) For consultation under subsection (1), the local government must seek the input of the boards of education on the following:

(a) the actual and anticipated needs for school facilities and support services in the school districts;

(b) the size, number and location of the sites anticipated to be required for the school facilities referred to in paragraph (a);

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( c) the type of school anticipated to be requirea on tne sites reYerrea to in paragraph (b);

(d) when the school facilities and support services referred to in paragraph (a) are anticipated to be required;

(e) how the existing and proposed school facilities relate to existing or proposed community facilities in the area.

Adoption procedures for official community plan

4 77 (1) An official community plan must be adopted by bylaw in accordance with

this section.

(2) Each reading of a bylaw under subsection (1) must receive,

(a) in the case of a municipal bylaw, an affirmative vote of a majority of all council members, and

(b) in the case of a regional district bylaw, an affirmative vote of a majority of all directors entitled under Division 3 [Voting and Voting Rights] of Part 6 [Regional Districts: Governance and Procedures] to vote on the bylaw.

(3) After first reading of a bylaw under subsection (1), the local government must do the following in the indicated order:

(a) first, consider the proposed official community plan in conjunction with

(i) its financial plan, and

(ii) any waste management plan under Part 3 [Municipal Waste Management] of the Environmental Management Act that is applicable in the municipality or regional district;

(b) next, if the proposed official community plan applies to land in an agricultural land reserve established under the Agricultural Land Commission Act, refer the plan to the Provincial Agricultural Land Commission for comment;

(c) next, hold a public hearing on the proposed official community plan in accordance with Division 3 [Public Hearings on Planning and Land Use Bylaws] of this Part.

(4) In addition to the requirements under subsection (3), a local government may consider a proposed official community plan in conjunction with any other land use planning and with any social, economic, environmental or other community planning and policies that the local government considers relevant.

(5) The minister may make regulations in relation to subsection (3) (b)

(a) defining areas for which and describing circumstances in which

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referral to the Agricultural Land Commission under that subsection is not required, and

(b) providing that an exception under paragraph (a) is subject to the terms and conditions specified by the minister.

(6) Despite section 135 (3) [at least one day between third reading and adoption] of the Community Charter, a council may adopt an official community plan at the same meeting at which the plan passed third reading.

Effect of official community plan

4 78 (1) An official community plan does not commit or authorize a municipality,

regional district or improvement district to proceed with any project that is specified in the plan.

(2) All bylaws enacted or works undertaken by a council, board or greater board, or by the trustees of an improvement district, after the adoption of

(a) an official community plan, or

(b) an official community plan under section 711 of the Municipal Act, R.S.B.C. 1979, c. 290, or an official settlement plan under section 809 of that Act, before the repeal of those sections became effective,

must be consistent with the relevant plan.

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Division 5 - Regional Context Statements

Requirement for regional context statements in municipal official community plans

446 (1) If a regional growth strategy applies to all or part of the same area of a

municipality as an official community plan, the official community plan must include a regional context statement that is .accepted in accordance with this Division by the board of the regional district for which the regional growth strategy is adopted.

(2) After a regional growth strategy is adopted, the requirement under subsection (1) must be fulfilled by the applicable council submitting a proposed regional context statement to the board within 2 years after the regional growth strategy is adopted.

(3) If a regional growth strategy is binding on a new municipality under section 436 (10) [municipal corporation within regional district area] and the regional growth strategy applies to all or part of the same area of the municipality as an official community plan, the requirement under subsection (1) of this section must be fulfilled by the council submitting a proposed regional context statement to the board within the earlier of the following:

(a) the period established by the Lieutenant Governor in Council by letters patent;

(b) 2 years after the municipality was incorporated.

Content of regional context statement

44 7 (1) A regional context statement must specifically identify

(a) the relationship between the official community plan and the matters referred to in section 429 (2) [required content for regional growth strategy] and any other regional matters included under section 429 (3)[additional content], and

(b) if applicable, how the official community plan is to be made consistent with the regional growth strategy over time.

(2) A regional context statement and the rest of the official community plan must be consistent.

Board acceptance of proposed regional context statement

448 (1) The council must

(a) submit a proposed regional context statement required under this Division for acceptance by the board,

(b) submit any amendments to the regional context statement for Official Communitv Plan Primer Page 49 of 81

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( c) review the regional context statement at least once every 5 years after its latest acceptance by the board and, if no amendment is proposed, submit the statement to the board for its continued

acceptance.

(2) For the purpose of subsection ( 1), the board must respond by resolution within 120 days after receipt indicating whether or not it accepts the regional context statement or amendment and, if the board refuses to accept the

regional context statement or amendment, indicating

(a) each provision to which it objects, and

(b) the reasons for its objection.

(3) If the board fails to act under subsection (2) within the period for acceptance or refusal under that subsection, the board is deemed to have

accepted the regional context statement or amendment.

Settlement of proposed regional context statement

449 The following sections, as they apply to acceptance of a regional growth

strategy by an affected local government and adoption by the regional district board, apply to the acceptance of a regional context statement by the board

and adoption by the municipal council:

(a) section 435 [facilitation of agreement];

(b) section 438 [resolution of anticipated objections];

(c) section 439 [resolution of refusal to accept];

( d) section 440 [settlement of regional growth strategy];

(e) section 441 [options for settlement process];

(f) section 442 [general provisions regarding settlement process];

(g) section 444 [requirement to adopt finalized regional growth strategy].

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To:

From:

Date:

Subject:

Recommendation:

Mayor and Council

AGENDA ITEM# 9.A. District of Peachland

Request for Decision

Director of Planning and Development Corine (Cory) Gain

January 20, 2016

Early Budget Approval - Planning & Development Services Department

THAT Council recommends that Council approves Early Budget Approval of $29,000 for the Zoning Bylaw No. 2100 Adoption and Secondary Suite Policy Implementation Project; $51,000 for the first three components of the Official Community Plan Renewal Project (Start-up & Background Research, Communications and Engagement Strategy and Community Vision Process) and $34,874 for the Downtown Parking Management Strategy.

Chief Administrative Officer's Comments:

I support the recommendation: _________________________ _

Implications of Recommendation:

General:

Organizational:

Financial:

Policy:

Strategic Plan:

Early budget approval will allow work to continue on the zoning bylaw and commence on the OCP visioning process to ensure public engagement can be completed before the community's attention shifts to summer-time activities. The parking policy review and survey data included in the Downtown Parking Management Strategy project will inform the public consultation process and ultimately be integral to implementation of the community's vision for downtown.

Project work plans have been developed in cooperation with our consultants of record (Urban Systems) which involve a significant commitment of time and effort prior to anticipated finalization of the 2016 budget. Given proposed work plans and the volume of interdependent projects scheduled for 2016, it is imperative that work get underway immediately.

Zoning Bylaw No. 2100 Adoption and Secondary Suite Program Implementation to allocated $29,000 as previously committed in the 2015 budget. An allocation of $51,000 to the first three components of the OCP Renewal Project will get the project moving and allow Council to consider further core and optional components of the project within the regular budget process.

District policies will be updated in response to the new planning documents in due course.

These two projects have been identified a "must do projects" in the District of Peachland Corporate Strategic Plan.

Zoning Bylaw, Secondary Suite Policy Implementation Project, ... Page 39 of 81

AGENDA ITEM# 9.A.

Background:

Budget Briefings are attached for consideration supported by draft project plans for each of the Zoning Bylaw No. 2100 Adoption & Secondary Suite Policy Implementation Project; the Official Community Plan Renewal Project; and the Downtown Parking Management Strategy. The budget to complete the Zoning Bylaw and Secondary Suites Policy implementation requires the allocation of the same (as yet, unspent) funds as in 2015.

Monies previously allocated to Official Community Plan Development (OCP) Permit Guideline projects is recommended to be reallocated to the more comprehensive Official Community Plan Renewal Project. This early budget approval request is for approval of the first three components of the greater project so that the public engagement can begin immediately. The remainder of the funds required will be addressed later in the budget consideration process. The visioning portion of the OCP process will provide Council valuable information about how the community feels about proposed changes to Heritage Park and Sidewalk Patio Licensing.

A graphical representation of the interdependency of projects currently underway and anticipated in 2016-17 work plan is also attached. The relationship of each of these projects to the other is expected to provide opportunities for sharing public consultation events. It is further recognized that much of the OCP work will inform and/or be informed by the MOTi Peachland Transportation Study, the Downtown Parking Strategy, the Parks and Recreation Master Plan and vice versa. Staff and our consultants have been brainstorming about unique ways to engage the community and truly hope to receive some feedback from the recent Peachland Newsletter invitation to provide input as a place to start. A copy of the invitation is also on the District's website at www.peachland.ca/publicengagement A copy is attached for ease of reference.

Staff will continue to pursue opportunities for additional funding for components of the Official Community Plan as they are discovered (i.e. Fire Smart and similar programs).

Report/Document: Attached: X Available:

Peachland Interdependent Projects 2015-2017 Budget Briefings:

Official Community Plan Renewal

Nil:

Zoning Bylaw No. 2100 Adoption & Secondary Su ite Policy Implementation Downtown Parking Strategy

Invitation for Input on Public Engagement

Options: 1. COUNCIL MAY CHOOSE TO SUPPORT THE RECOMMENDATION

2. COUNCIL MAY CHOOSE TO REFER BACK TO STAFF FOR ADDITIONAL INFORMATION

3. COUNCIL CAN CHOOSE TO NOT SUPPORT THE RECOMMENDATION


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AGENDA ITEM# 9.A.

2016 BUDGET BRIEFING

TO: Mayor and Council

FROM:

SUBJECT:

Corine (Cory) Gain, MCIP, RPP, Director of Planning & Development Services

Zoning Bylaw No. 2100 Adoption+ Secondary Suite Policy Implementation

PROJECT DESCRIPTION:

In each of 2012, 2013 and 2014 budget was allocated to work on the Zoning Bylaw update process. Work undertaken in 2014 and 2015 included work on parking issues and comment on the draft document. Limited resources were able to be dedicated to the project in 2015 due to competing priorities. It is therefore anticipated that approximately $26,895 of previously allocated monies are available to be carried forward to 2016.

Amount($) Amount($) Amount($) Project Component Previous Carried Over to Requested 2016

A/locations 2016 A/location Zoning Bylaw Review of Zoning Bylaw - USL $15,250 Carried

Approx. $13,395 & Staff Over to 2015 COTW Presentation to Council -

$1,000 $1,000 $29,000 Update Public Engagement $2,500 $2,500 Secondary Suite Program

$10,000 $10,000 Implementation Totals: $28,750 Approx. $26,895

A revised work plan continues to require the dedication of a significant amount of staff time in the first half of 2016, however, with assistance from our Municipal Services Contractor, Urban Systems we anticipate that we will be able to complete the project in Summer 2016. The proposed 2016 budget for the reorganized project is $29,000, including a carry-over of $2,500 for a communications consultant. This represents the estimated cost of contracted services and a contingency of approximately 3%.

Background

Urban Systems was engaged to work as partners on the review and revision of the zoning bylaw in October 2012. The details of the zoning bylaw review were presented by Joel Short, Urban Systems Planner at a public meeting in September 2013. Between December 2013 and October 2014 work continued on consolidating information into proposed Zoning Bylaw No. 2100; First Reading was achieved on October 28, 2014. The zoning bylaw was sent for technical review by the District's legal advisors, Urban Systems and the Urban Development Institute and the standard referral agencies. Comments and suggestions, most particularly from our legal advisor, have been underway as time permits by Planning and Development Services staff. The target had been to return the bylaw to Council prior to year end; however, we have not been successful in meeting that target. As such, a work plan is being constructed to establish a new target with additional assistance from Urban Systems. Work to be completed includes finalization of the diagrams, layout and the proposed Secondary/Garden Suites Implementation Program. Guidance on each of these items will be provided by staff.

Given the significant amount of time that has passed since the public consultation on the zoning bylaw was undertaken, it is recommended that an updated draft of the Bylaw be provided for public comment prior to finalizing the proposed amendments and presentation of the revised bylaw to Council. This will allow an opportunity to refresh the community's awareness of the bylaw and receive and respond to public comment prior to the revised bylaw and implementation


AGENDA ITEM# 9.A.

plan being formally presented to Committee of the Whole and Council as a single package for Second Reading and to be forwarded to Public Hearing. The current work plan targets a Public Hearing in June 2016 with adoption to follow in due course.

A budget of $2,500.00 was allocated under Planning Contracts in 2015 for a Communications Consultant to work with District on a communications plan specific to implementation of the Secondary/Garden Suites Program. This amount is proposed for carry-over to 2016 under Planning Contracts. This amount does not anticipate increased District costs associated with program implementation; it is limited to initial communication pieces.

Review of the Sign Bylaw and Business License Bylaw have been undertaken by staff and may be presented to Council in early 2016 so as to coordinate with consideration of the new zoning bylaw; adoption of the new bylaws should occur prior to repeal of Zoning Bylaw 1375 to ensure there are no gaps in regulation.

IMPLICATIONS OF RECOMMENDATION:

General:

Organizational:

Financial:

Policy:

Strategic Plan:

Options

Completion of the revisions to proposed Zoning Bylaw No. 2100 will permit Council to consider adoption of the bylaw and implementation of a longawaited Secondary/Garden Suites Program.

Staff will continue to work with technical experts, provincial agencies and stakeholders to ensure that the bylaw consideration process remains transparent and productive. The intention is that adoption of Zoning Bylaw No. 2100 be accomplished while work begins on the community visioning portion of the Official Community Plan renewal process.

Costs associated with completing the bylaw review and adoption of the new bylaws are anticipated to be consistent with the modified work plan. Costs associated with implementation of the Secondary/Garden Suites Program have not yet been determined.

District policies will be updated and/or developed to implement the zoning bylaw regulations.

The Planning & Development Services Department promotes and facilitates informed and sustainable community planning that meets the needs of the existing community and future generations through land use planning, building inspection and bylaw enforcement.

1. Council could choose to accept. 2. Council could choose to not accept. 3. Council could choose to defer.

Report/ Document Attached Available NIL

K:\Departments\Director Of Planning\1700-02 Budget\2016\Zoning Bylaw+ Secondary Suites.Docx

Zoning Bylaw, Secondary Suite Policy Implementation Project,... Page 44 of 81

AGENDA ITEM# 9.A.



FROM: Director of Planning and Development Services

Official Community Plan (OCP) Renewal SUBJECT:


The District's last comprehensive OCP review concluded with adoption of the current OCP on April 10, 2001. Typically, local governments undertake such reviews every five to ten years.

The Official Community Plan Renewal Project will: • refresh the community's vision for development over the next twenty years; • ensure that development and land use decisions are guided by an accurate accounting of

that vision; • update background data (e.g. population and growth statistics); • update the Regional Context Statement as required by legislation; • update policies to reflect changes in federal and provincial legislation; • update Development Permit guidelines; • facilitate appropriate use of the governance tools provided under the Community Charter

and the Local Government Act; • result in the replacement of District of Peachland OCP Bylaw No. 1600; and • inform regional planning processes and the District's infrastructure and financial

strategies.

The proposed core process and optional components are show in the flowchart and table attached to this brief. A work plan with sufficient detail to estimate of the approximate cost associated with each component has been prepared and reflects the Project Charter created by staff in cooperation with our consultants. The projected costs associated with each are included in the diagram. It is duly recognized that adjustments may be required over the course of the project to respond to unforeseen issues as they arise, however, the framework is expected to remain relatively unchanged. While Peachland staff will be very active in the process, our consultants will lead the process to ensure that timelines are not interrupted by competing priorities. The mapping component will be undertaken by our GIS providers at the Regional District. It is anticipated that the visioning process will be carried out by a consultant with expertise in planning and public engagement.

Early budget approval is requested in the amount of $51,000 to allow the first three components of the core process to get underway immediately so that public engagement can occur in May and June 2016. Start-up and background research will support the creation of the Communications and Engagement Strategy and the public engagement process itself. Early budget approval is only being requested for the three identified components. This provides Council the opportunity to consider whether it wishes to undertake an optional second round of public input on the visioning process and what further core and optional components will be committed to during the regular budget approval process. However, if Council is ready to commit to the core and specific optional components this would be very helpful to staff and consultants in project planning.


General: Update of the OCP ensures that this widely referenced planning document accurately reflects the community's vision for the future and provides appropriate guidance to potential developers and agencies. A current

K:\Departments\Director of Planning\ 1700-02 Budget\2016\OCP Renewa/.docx


Organizational:

Financial:

Policy:

Strategic Plan:

Options

AGENDA ITEM# 9.A.

document improves staff's ability to provide efficient and appropriate customer service to Council, the District's development stakeholders and the community.

The actions identified in the OCP Renewal Project Charter are beyond the work load capacity and expertise of Planning and Development Services staff within the context of their current mandates. The amount of staff resources dedicated to this project will be dependent on the extent to which consultant resources are available and on the scope of work undertaken to address each component of the plan.

An estimate for completing the core process required to create a new OCP bylaw has been estimated at $133,000 with the option to undertake a second round of public input to creating the community vision for approximately $46,000; a second round of input on the Draft OCP document for approximately $35,000 with the associated cost of $5,000 to make revisions based on that additional input. The total cost, including all outlined options is estimated at $189,000 for a two-year long process to be split between the 2016 and 2017 budget years. This early budget approval request is for $51,000 to allow the first three components of the core process to get underway immediately so that public engagement can occur in May and June 2016.

District policies will be updated and/or developed to implement relevant OCP polices.

The Project Charter responds to the prioritization of an Official Community Plan (OCP) update in the District of Peachland Strategic Plan 2015-2018, our corporate and department vision and mission statements.

1. Council could choose to accept. 2. Council could choose to not accept. 3. Council could choose to defer.

Report/ Document Attached _X_

Official Community Plan Project Flowchart Abbreviated Budget Outline Table Official Community Plan Renewal Project Charter

Available

K:\Deparlments\Director of Planning\ 1700-02 Budget\2016\OCP Renewal. docx

Zoning Bylaw, Secondary Suite Policy Implementation Project, ...

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Page 46 of 81

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OPTIONAL

Second Round of Input on Vision

$16,000

Draft OCP

$30,000

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Input on Draft OCP

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Official Community Plan

$35,000

Revised OCP

$9,000

Final OCP Public Hearing & Adoption

OPTIONAL

Second Round of Input on OCP

$35,000

$8,000

OPTIONAL

Make Further Revisions to ocpb:

$5,0•Ji)

AGENDA ITEM# 9.A.

Peachland OCP Processs Budget Estimate Core Optional

1 Start Up and Background Research $ 20,000

2 Communications and Engagement Strategy $ 7,000

3 Vision Engagement and Preparation $ 24,000

4 Second Round of Input on Vision $ 16,000

5 Draft Official Community Plan $ 30,000

6 Input on Draft OCP $ 35,000

7 Prepare Revised OCP $ 9,000

8 Second Round of Input on OCP $ 35,000

9 Further Revisions to OCP $ 5,000

10 Final OCP and Public Hearing $ 8,000

Total $ 133,000 $ 56,000


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Project Charter Official Community Plan Renewal Project

Version No. 1

Project Overview

The Official Community Plan Renewal Project will : • refresh the community's vision for development over the next twenty years; • ensure that development and land use decisions are guided by an accurate accounting of that vision; • update background data (e.g. population and growth statistics) ; • update the Regional Context Statement as required by legislation; • update policies to reflect changes in federal and provincial legislation; • facilitate appropriate use of the governance tools provided under the Community Charter and the Local

Government Act; • result in the replacement of District of Peachland OCP Bylaw No. 1600 adopted April 10th, 2001 ; and • inform regional planning processes and the District's infrastructure and financial strategies .

Strategic Alignment

It is evident that the community's vision for the future of Peachland is no longer reflected in the current OCP; objectives have either been accomplished, such as the installation of sewer and improvements along Beach Avenue, or are outdated and need to be revised to reflect current economic realities and public priorities. Several of the outstanding projects identified on work plans over the past several years are in fact components of a renewed OCP document. Council prioritized an OCP Update in the District of Peachland Corporate Strategic Plan 2015-2018. This project charter presents an action plan for addressing each of the OCP components in an effective and efficient manner that allows Peachland to adequately respond to changing conditions , regulations and current best practices.

A considerable amount of regional planning is dependent upon each member municipal ities' OCPs. Because the District of Peachland's OCP is not current it is difficult to provide appropriate input in regional planning processes. Planning work has largely been focused on coordinating Area Sector Plans, Comprehensive Development Zones and Phased Development Agreements in three specific neighbourhoods and on development along Beach Avenue. Peachland needs to stand back and give consideration to the larger picture and how we as a community envision the community as a whole taking shape in the future.

Sponsor and Project Team

Project Sponsor/Manager: The Director of Planning and Development Services will coordinate the project as both the Project Sponsor (the person responsible for acting as the project's champion and providing direction and support to the project team) and as a Project Manager (a person who performs the day-to-day management of the project and is accountable for the delivery of the specified requirements, deliverable and customer satisfaction) with contracted consultants taking the lead on a number of project components. It is fully anticipated that Joel Short, a Sen ior Planner/Principal with Urban Systems will co-manage the project.

Project Team: Planning and Development Services Department staff and consultants from Urban Systems will support the project in consultation with appropriate corporate departments as necessary. Assistance will be sought from expert consultants where appropriate. In particular, Urban Systems will retain the services of a consultant who specializes in public en!'.)a!'.)ement who is familiar with the OCP visionin!'.l process.

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AGENDA ITEM# 9.A.

Consultation with other departments will be critical as an OCP is a fundamental coordinating document for future municipal infrastructure and private land development. The intention is that the District makes the best use possible of limited resources. Assistance will be sought from expert consultants where appropriate. In particular, Urban Systems will retain the services of a consultant who specializes in public engagement who is familiar with the OCP visioning process.

Internal & External Stakeholders: Council; other corporate departments, most particularly Operations and the Fire Department; Young Anderson with respect to legal aspects; Consulting Services contractor; current residents; the development community; referral agencies; potential investors; realtors.

Scope

Deliverables: • A comprehensive and current Official Community Plan

Outcomes: • Community engagement in the process of creating a vision for Peachland's future will facilitate collaboration

and a renewed sense of community • Improved ability to address local and regional planning issues • Satisfaction of responsibility to accurately and fully consider provincial and federal legislation • Reinforcement of the roles and responsibilities of all stakeholders in the planning process

Expectations: • More effective engagement of the community in the consideration of development applications and

infrastructure planning, design and construction processes • Increased confidence in the community for the District's ability to govern effectively • Stable development environment

Out of Scope

• Identification of technology solutions to process issues

• Development of a renewed corporate brand

• Review of the Community Amenity Contribution Policy

Assumptions, Risks and Constraints

• Council support for OCP renewal will be demonstrated by the adequate allocation of budget resources and participation throughout the process of public engagement

• Budget previously allocated in 2015 to the component projects is proposed to be carried over and integrated into the broader OCP review process ($16,500)

• Coordination of project deliverables can be managed in a way that does not compromise the ability of the District to meet current operational obligations while ensuring community context and operational realities are duly reflected in the creation of practical and meaningful OCP policies (i.e. Current development application activity can be managed to permit staff to dedicate time to the project)

• Assistance from a Communications Consultant to ensure effective communication to stakeholders may be required

• Work on proposed Zoning Bylaw No. 2100 continues with the understanding that amendments may be required in due course based on the renewed OCP

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AGENDA ITEM# 9.A.

Operational Impacts (Ongoing)

• Interdepartmental consultation will be required in consideration of operational and asset management impacts of OCP policy implementation; policies must reflect the capacity of District resources.

• No change is anticipated to the District's cost of doing day-to-day business

Task Schedule & Timelines

Recognizing that it will be necessary for practical reasons to divide the OCP project into concise pieces for efficient employment of expertise, this Project Charter presents a tentative schedule for considering components that will be brought together as a single comprehensive document as those components are completed. The goal for this project is to have a OCP in place by end of year 2017 in accordance with the targets shown in table below. Staff and consultants will create an outline of specific tasks and activities to guide and manage project tasks.

Early budget approval will be sought for the first three phases of the plan/proposed task schedule to facilitate immediate action on the project in 2016. Should optional consultation phases 3.1 and 4.1 be approved by Council, a second consultation process to confirm conclusions drawn from each of the initial consultations will be undertaken. It is estimated that this will add approximately six months to the targeted completion date.

It is duly recognized that completion of the final OCP document may be influenced by inputs from concurrent planning processes (i.e. Ministry of Transportation and Infrastructure Peachland Transportation Study) and the work plan will necessarily be revised on an as-required basis.

Task Description Milestone Target Comoletion Date Phase 1 - Communications Communications and Engagement Strategy February 26, 2016 Strategy (to satisfy LGA s. 475 & 476); RFP for April 29, 2016

Visioning Component Phase 2 - Start up and Background Identification of background material and June 30, 2016

information required for initial draft of components

Phase 3 - Community Vision Visioning sessions with Council, existing June 30, 2016 committees, stakeholders and the public Publish Vision AuQust 9, 2016

Phase 3.1 - Optional Second Confirmation of the vision; finalize vision November 30, 2016 consultation of the Vision Phase 4 Draft OCP, Mapping and Assembly of Initial Draft; Review Draft with November 30, 2016 or Illustrations Council January 9, 2017

Consultation with RDCO; West Kelowna; November 30, 2016 WFN; School Board No. 23; Provincial and Federal Government and agencies and referral of Regional Context Statement to RDCO and partners Public Consultation on Draft February- May 2017 Revised Draft to Council for Readings and May 2017 Public HearinQ

Phase 4.1 - Optional Second Consultation on 2nd Draft September - October Iteration of consultation on Draft 2017 OCP Phase 5 - Finalization of OCP and Bylaw Adoption June 2017 or December Bylaw Adoption 2017

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AGENDA ITEM# 9.A.

Project Costs

The 2015 Operating Budget approved by Council included some of the components that are now identified as components of the proposed OCP Renewal Project. As such, some of these figures (shown in blue) represent carry-over items into the 2016 Operating Budget. The cost for core components are shown in bold. Optional components are shown in italics. The cumulative impact is that the District has delayed spending on component projects in the past and will now incorporate this into the more comprehensive project. Investigation of potential additional funding sources, such as grants will be ongoing.

Amount($) Amount($) Amount($)

Project Component Requested 2016 Projected 2017 Previous A/locations A/location Allocation

Phase 1 - Start-up and Background $20,000 Research

Phase 2 - Communications & $7,000 Engagement Strategy

Phase 3 - Community Vision $24,000 Optional 3. 1 - Second Round of Input on

$16,000 Vision Phase 4.1 - Draft OCP, Mapping and

$30,000 Carry-over as

Illustrations required Housinq Action Plan $3,000 Reqional Context Statement $2,000 Environmental & Hazardous Conditions DP Guidelines

• Environmentally Sensitive Areas

• Foreshore $5,000 Steep Slopes

• Steep Slopes

• Urban Wildfire Sustainability DP Guidelines Form & Character DP Guidelines $5,000 Parks & Trails Standards $1,500 Phase 4.2 - Public Consultation on

$35,000 Draft OCP Phase 4.3 - Revised OCP $9,000 Optional Phase 4.4- Second Round of

$35,000 Input on OCP Optional Phase 4. 5 - Further Revisions

$5,000 to the OCP Phase 5 - Final OCP Public Hearing &

$8,000 Adoption

Communications Considerations

The Phase 1 - Communications & Engagement Strategy will ensure that overall corporate objectives are achieved in the communications associated with each of the project components.

Change Management Considerations

An analysis of change management considerations will be incorporated into the Project Plan. The work plan shall include a communications plan to engage and educate process stakeholders .

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Zoning Bylaw, Secondary Suite Policy Implementation Project, .. . Page 54 of 81

AGENDA ITEM# 9.A.

Proposed OCP Framework

It is anticipated that the OCP will be broken down into components as follows. Updated background information and statistics and consultation with the people, organizations and authorities which will be affected by the plan will inform each component project. Issues such as accessibility, affordability and sustainability principles will be considered in the context of each topic area.

Component Legislative Requirement Comments Schedule "A": Regional Context Statement LGA s. 446-449 Included in the 2015 work plan Community Vision LGA s. 471 Growth Projections Support for component calculations Growth Strategy LGA s. 474 Economic Development Direction for economic development efforts Housing LGA s. 473 Housing Action Plan was included in the 2015

• Affordable work plan; special attention to universal

• Rental accessibility for "aging in place", a cash-in-lieu

• Special Needs for Affordable Housing policy and identification of projects to be included in the Community Amenity Contribution Council Policy.

Infrastructure LGA s. 473 Municipal infrastructure exclusive of Ministry of

• Road Transportation and Infrastructure areas of

• Sewer jurisdiction.

• Water Land Uses: LGA s. 473

• Agricultural

• Arts, Cultural & Heritage

• Commercial

• Industrial

• Institutional

• Public Utility 0 Schools 0 Parks 0 Disposal Sites

• Recreational

• Sand & Gravel Extraction Natural Environment (DP LGA s. 473 & 474 Update of the DP Guidelines were originally Guidelines) included in the 2014 (Hillside/Steep Slope) and Climate Action 2016 (Environmental and Sustainability) work

• GHG Reduction Targets plans as separate projects.

• Strategies for Achievement Potential RAR exemptions for the length of the Environmentally Sensitive Areas: Peachland waterfront will be investigated, most

• Terrestrial particularly between Princeton and 13th Avenue.

• Foreshore Natural Hazards Areas:

• Geotechnical

• Hydro-geotechnical

• Steep Slope

• Wildfire

Neighbourhoods (DP Guidelines) LGA s. 473 Update of the DP Guidelines (Form & Character - Definition was originally included in the 2014 work plan; - Growth Projections initial work was undertaken by SmithPlan. - Design Guidelines Guidelines will need to be updated to reflect the

community's vision for the future. Consideration will also need to be given to the

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AGENDA ITEM# 9.A. currently identified Upper Princeton Area Sector Plan area.

Parks, Trails and Recreation LGAs. 473 Parks and trails standards were to be completed in 2015; will be finalized in association with the Parks, Trails and Recreation Master Planning process scheduled for 2016.

Transportation LGA s. 473 Coordination with Mo Tl reviews will be required. Schedule "B" - Future Land Use LGA s. 473 & 474 Mapping to be coordinated through the District Map of Peachland GIS Service provider (RDCO).

Success Evaluation Metrics

• Improved community engagement in local government processes • Shared community vision • Updated population projections for input into the Regional Transportation Model • Updated Development Permit area guidelines • Adopted Official Community Plan document

Approvals

Chief Administrative Officer: Date:

Director of Planning and Development Services: Date:

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AGENDA ITEM# 9.A.



FROM: Director of Planning and Development Services

Downtown Parking Management Strategy SUBJECT:


Completion of a Downtown Parking Management Strategy to assess parking regulations and consider options for addressing parking issues in the downtown area with the intention of supporting a more flexible and versatile parking regime is included in the Planning and Development Services 2016 Work Plan. The District's municipal consultants, Urban Systems, have submitted a work program and budget to undertake the project. The work plan represents an extension of the parking analysis conducted in 2014 and includes the following components:

• Parking Policy Review • Review of best practices to establish guiding principles and relevant goals • Review existing parking policy for current challenges and existing opportunities • Assess parking supply and effectiveness • Evaluation of the parking impacts of a maximum density scenario • Review parking financing and management tools

• Community Consultation including stakeholder meetings, a public event/open house and a summary report for a qualitative assessment of challenge and opportunities

• Parking Survey during both winter (February - March 2016) and summer (June -August 2016) to consider existing parking inventory, utilization (including occupancy and turn-over) and peak parking hours and days (quantitative analysis)

• Policy recommendations for both the short and long terms in a summary report

A copy of the Project Charter is attached for reference.


General:

Organizational:

Financial:

Policy:

Strategic Plan:

A thorough consideration of parking management issues will allow Council and the community to properly assess current challenges and potential opportunities for managing short-term and long-term parking requirements in the Downtown and other key areas.

Completion of the Downtown Parking Management Strategy will inform the Official Community Plan and downtown revitalization processes; it will provide technical information to support the formulation and implementation of the community's vision for downtown.

The budgetary estimate to undertake this assignment is $34,873 + tax.

The strategy will ultimately be reflected Official Community Plan policies, zoning bylaw provisions and Council policy as may be appropriate.

The Planning & Development Services Department promotes and facilitates informed and sustainable community planning that meet the needs of the existing community and future generations through land use planning, building inspection and bylaw enforcement. Well-founded policy assists the Department to deliver these outcomes.

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AGENDA ITEM# 9.A.

Options

1. Council could choose to accept the $34,873 + tax ($36,617) budget and direct staff to undertake the steps necessary to implement this project.

2. Council could choose to not accept.

3. Council could choose to defer.

Report/ Document Attached Available NIL

l(:\Oepa11menls\Direc/or Of Planning\ 1700-02 BucJgef\2016\Oowntown Parking /11/anagemeni Strategy. Docx - 2016-0 I-26


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Project Overview


Project Charter Downtown Parking Management Strategy

Version No. 1

A Downtown Parking Management Strategy is proposed to assess parking regulations and consider options for addressing parking issues in the downtown area with the intention of supporting a more flexible and versatile parking regime. The strategy will include the identification of and support for bicycle and visitor parking infrastructure improvements beyond the 2nd Street Parking Lot, park and ride opportunities and a plan for parking way-finding signage (COTW-30/09/14-008) . A thorough review of parking policy will extend the work done by Urban Systems during the Zoning Bylaw review to include an in-depth review of policies and a parking survey to determine the existing inventory of parking spaces and the utilization of those spaces. Stakeholder meetings and community consultation will be part of the process to assess current challenges and potential opportunities for managing shortterm and long-term parking requirements in the Downtown and other key areas.

Strategic Alignment

As part of the comprehensive Zoning Bylaw review process a report entitled "District of Peachland Downtown Parking Analysis" was received by Council ; it was provided in response to Council 's request for information regarding options for downtown parking that could be included in Draft Zoning Bylaw No. 2100 and would be supportive of downtown revitalization efforts. Research of Council records indicates that parking, most particularly in the downtown area has been an issue since at least the 1970's. In response to considering improvements to the municipally owned parking lot on second street, Council formally directed that a parking strategy be prepared on September 24, 2014 and the project was added to the Planning and Development Services work plan.

Completion of the Downtown Parking Management Strategy will inform the Official Community Plan process; it will provide technical information to support the formulation and implementation of the community's vision for downtown. The strategy will ultimately be reflected Official Community Plan policies, zoning bylaw provisions and Council policy as may be appropriate.

The Planning & Development Services Department promotes and facilitates informed and sustainable community planning that meet the needs of the existing community and future generations through land use planning, building inspection and bylaw enforcement. Well-founded policy assists the Department to deliver these outcomes.

Sponsor and Project Team

The District's municipal consultants, Urban Systems, have submitted a work program and budget to undertake the project. Discussions continue with respect to coordinating this project with Zoning Bylaw adoption and Official Community Plan activities scheduled for 2016.

Project Details

The strategy document will assess parking regulations and consider options for addressing parking issues in the downtown area focusing on public parking management and operation, short term improvement and long term strategies. A thorough review of parking policy will extend the work done by Urban Systems in their September 16,

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AGENDA ITEM# 9.A. 2014 report entitled "District of Peachland Downtown Parking Analysis". The further work will include an in-depth review of existing and potential policies and a parking suNey to determine the existing inventory of parking spaces and the utilization of those spaces during the high demand portion of the year. In accordance with recommendations from Committee of the Whole the strategy will include, but not be limited to, the identification of and support for bicycle and visitor parking infrastructure improvements beyond the 2nd Street Parking Lot, park and ride opportunities and a plan for parking way-finding signage. Options for reducing parking requirements (e.g. reducing overall parking requirements for new development); setting a maximum parking ratio; improvements to parking efficiency and/or designating flexible temporary parking zones for parking overflow during peak periods of use; encouraging shared parking/mixed use development (e.g. shared off-street parking areas for two (2) or more uses in a building or on a parcel which may be permitted when the maximum parking demand of such uses occurs at different times of the day); alternative parking requirements and bonuses; accommodation of electric vehicles; education and incentive programs to change parking behaviours. Stakeholder meetings and community consultation will be part of the process to assess current challenges and potential opportunities for managing shortterm and long-term parking requirements in the Downtown and other key areas.

Scope

Deliverables: • A comprehensive and current Downtown Parking Strategy

Outcomes: • Community engagement in the process of creating a strategy that addresses both immediate and mid-term

parking infrastructure needs • Practical implementation plan • Certainty for potential developers • Coordinated response to parking issues that informs future development and land use opportunities

Expectations: • More effective engagement of the community in the consideration of development applications and

infrastructure plan, design and construction processes • Increased confidence in the community for the District's ability to govern effectively

Out of Scope

• General downtown revitalization plan; discussion to be limited to parking-related issues

Assumptions, Risks and Constraints

• Continuing Council support for the 2016 Work Plan as previously defined • Recognition that the provision of parking infrastructure has a significant impact on the practicality of downtown

development and re-development and that a coordinated approach will maximize parking efficiency • Project consultations will be coordinated with other consultative processes to avoid community burn-out • Work on proposed Zoning Bylaw No. 2100 continues with the understanding that amendments may be required

in due course to respond to the parking strategy

Operational Impacts (Ongoing}

• Interdepartmental consultation will be required in consideration of operational and asset management impacts of the proposed strategies; the implementation plan must reflect the capacity of District resources.

• Related infrastructure plannin!=] documents may need to be updated in due course.

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AGENDA ITEM# 9.A.

Timelines

Task Estimated Duration Proposed Schedule 1. Parking Policy Review 6 weeks April - May 2016 2. Community Consultation 8 weeks May- July 2016 3. Parking Survey

4 weeks each February - March & July-August 2016

4. Develop Parking Management Strategy 8 weeks August - October 2016

Project Costs

The budgetary estimate to undertake this assignment is $34,874.

Task Cost 1. Parking Policy Review $10,854 2. Community Consultation $6,923 3. ParkinQ Survey $8,543 4. Develop ParkinQ Management Strategy $8,554

Staff Resources

The Director of Planning and Development Services will coordinate the project with Urban Systems taking the lead.

Communications Considerations

Communications planning shall be coordinated with other consultations occurring in the community to maximize benefit and avoid community consultation burn-out.

Change Management Considerations

An analysis of chanQe manaQement considerations will be incorporated into project manaQement.

Success Evaluation Metrics

• Strategy for integration into the Official Community Plan that addresses anticipated parking needs for the short and long terms (20 years).

• Broader community understanding of parking challenges and opportunities

Approvals

Chief Administrative Officer: Date:

Director of Planning & Development Services: Date:

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Regular Council Meeting Minutes February 9, 2016 Page 4 of 6

ZONING BYLAW, SECONDARY SUITE POLICY IMPLEMENTATION PROJECT, OFFICIAL COMMUNITY PLAN (FIRST THREE PHASES), DOWNTOWN PARKING MANAGEMENT STRATEGYEARLY BUDGET APPROVAL

COUNCILLOR THOM

COUNCILLOR CUNNINGHAM

MAYOR FORTIN

RENFREW ROAD REBUILD - EARLY BUDGET REQUEST

PLANNING & DEVELOPMENT

Director of Planning and Development Services, Cory Gain presented a report regarding the Zoning Bylaw No. 2100 Adoption and Secondary Suite Policy Implementation Project, Official Community Plan (OCP) Renewal Project (first three phases), and the Downtown Parking Management Strategy. It was noted that the seasonal work needs to be started soon

Discussion ensued relative to determining the OCP vision prior to commencing the three projects

MOVED by Councillor Thom, SECONDED by Councillor Kent:

RC-09/02/16-009 THAT Early Budget Approval in the amount of $29,000 for the Zoning Bylaw No. 2100 Adoption and Secondary Suite Policy Implementation Project; $51,000 for the first three components of the Official Community Plan Renewal Project (Start Up & Background Research, Communications and Engagement Strategy and Community Vision Process) and $34,874 for the Downtown Parking Management Strategy

CARRIED. Councillor Condon OPPOSED.

COMMUNITY SERVICES AND RECREATION

MAYOR & COUNCILLORS' REPORTS

Councillor Thom reported that he attended: • The Local Government Leadership Academy's Leadership Forum • Sympathies go out to the victims of last week's tragic motor vehicle

accident on the highway through Peachland

Councillor Cunningham reported that she attended: • Winter Farmer's Market at the Visitors Centre

Mayor Fortin reported that she attended: • The Local Government Leadership Academy's Leadership Forum • Compost Site Committee meeting • Sub- committee Meeting of Mayor's Task Force on Climate Change • Habitat for Humanity 2nd duplex opening • Okanagan Basin Water Board Meeting • HeArts Festival is happening all week

NOTICE OF MOTION

PUBLIC WORKS

Director of Operations, Joe Mitchel presented a report regarding an emergency need to rebuild a portion of Renfrew Road south of Sherburn Road that has begun to erode. The proposed economical solution is to use a geotextile product to provide anchoring of the road structure, and to add landscaping to the hillside below the road to give stability. It was noted that the road is not in jeopardy of a "slip fail"

Discussion ensued relative to the road being one way only and is currently safe to use

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PEACHLAND OFFICIAL COMMUNITY PLAN RENEWAL PROJECT

Communications & Engagement Strategy

) LUCIANI Urban Planning & Oesign Kamlo,ops, BC

www.lucianiconsulting.com

in consultation with:

URBAN systems

Communications & Engagement Strategy .................................................................................................. 1

PUBLIC ENGAGEMENT STRATEGY .................................................................................................................... 3

INTENT ...................................................................................................................................................................... 3

BACKGROUND ........................................................................................................................................................ 3

PUBLIC ENGAGEMENT GUIDING PRINCIPLES ......................................................................................... 5

ENGAGEMENT RISKS TO MANAGE ............................................................................................................... 6

COORDINATION OF ENGAGEMENT .............................................................................................................. 8

PUBLIC ENGAGEMENT OBJECTIVES ............................................................................................................ 8

LEGISLATIVE REVIEWS ...................................................................................................................................... 9

STAKEHOLDER LIST .......................................................................................................................................... 10

PUBLIC ENGAGEMENT ACTIVITIES/PHASES ......................................................................................... 10

PROJECT ENGAGEMENT SCHEDULE .......................................................................................................... 12

COMMUNICATIONS STRATEGY ......................................................................................................................... 13

KEY SPOKESPEOPLE .......................................................................................................................................... 13

CONSISTENT MESSAGING ............................................................................................................................... 13

COMMUNICATION OUTLETS ......................................................................................................................... 15

APPENDIX 1- Public Engagement Phase 1 Details .............................................................................. 16

APPENDIX 2 - Public Engagement Phase 2 Details .............................................................................. 18




2 I Peachland OCP Communications & Engagement Strategy 2016

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PUBLIC ENGAGEMENT STRATEGY

INTENT

Well-planned, effective public engagement informs community goals and policy, enhances education and awareness of municipal planning processes and aids in building relationships of trust between a municipality and its constituents. Through a well-structured process of discussion and debate, those with differing views may come to understand why others hold the opinion they do, which can help on the journey towards common ground from which compromise is more easily reached.

The intent of the District of Peachland's Communications and Engagement Strategy (PCES) is to provide a framework to guide Council, Staff and consultants through the Official Community Plan (OCP) Renewal Project to ensure:

• communications and engagement activities are well planned and timely; • meaningful results are collected; and • viewpoints from a wide cross-section of the community are considered in the

development of goals and policies for the OCP.

The District of Peachland is committed to continuing to improve communications and engagement in local government processes. This strategy is a step toward meeting this goal.

BACKGROUND

The District of Peachland is reviewing and updating its Official Community Plan (OCP), adopted in 2001 and revised through 2015 . The OCP is the most important long range planning document for the District. It guides future growth and land use and sets goals and policies that support decisions on topics such as development, housing, parks and recreation, the economy, social issues and the environment.

The District has not comprehensively reviewed and updated its OCP since 2001. Much has changed over the past 15 years. Numerous large development projects have been proposed, demographics are shifting, climate change is a reality, downtown parking is constrained during the summer season and a shared vision of a clear community identity is desired. Public priorities are changing. It is important to review the plan to ensure it:

is still relevant; addresses the above, and other current issues and trends; and continues to reflect the community's vision.

Council prioritized the Official Community Plan Renewal Project in the District of Peachland Corporate Strategic Plan (2015-2018). In early 2016, Council authorized staff to proceed with the first four phases of the project.

Updating the Official Community Plan will help staff and Council provide more accurate input on regional planning processes and better evaluate proposed local developments. Staff will have the ability to provide efficient, predictable and appropriate service to Council, development stakeholders and the community in terms of future growth.

Peachland OCP Communications & Engagement Strategy 201613

This document identifies the approach that the Peachland OCP Renewal Project team will take to carry out communications and engagement effectively and efficiently and defines the content (goals, issues, opportunities, topics, etc.) that will be addressed during the project.

Legislative Context

Under the Local Government Act, Division 4, municipalities are required to develop an OCP and to comprehensively review and update it from time to time. As part of the development of an OCP, the municipal government must provide at least one opportunity for consultation with persons, organizations and authorities that will be affected in addition to a public hearing to adopt the final plan.

There are several topics that must be covered in text and maps within an Official Community Plan. This information is available under Division 4 of the BC Local Government Act website .

An OCP must also include a regional context statement. In June of 2016, Peachland's Regional Context Statement will be overdue for an update. At this point, all other municipalities within the Regional District of Central Okanagan (RDCO) will have updated theirs. The RDCO is aware that the District of Peachland will update its Regional Context Statement as part of the OCP Renewal Project.

An OCP is a community's overarching visionary and policy document, guiding land use and growth over a 20-30 year period. As such, there are numerous secondary plans, policies, regulations and strategies that fall under the umbrella of an OCP. An OCP Hierarchy Chart will be developed and used as a tool during the engagement process to raise awareness about the relationship between the OCP and other regulatory documents. The following diagram illustrates some of the District's current and ongoing projects that are interrelated to the OCP process.

Zoning Bylaw Completion

Secondary Suite/Garden

Suite Regulation

Asset Management

DCC Bylaw

1011•1D17

Implementation

Transportation Study

OCP Vision

Communication & Implementation

OCP Process

Parcel Tax


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Interdependent Projects

OCP Completion

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PUBLIC ENGAGEMENT GUIDING PRINCIPLES

A number of principles have been chosen to guide the OCP Renewal Project public engagement process. The purpose of these principles is to help Council make better decisions that reflect the interest and concerns of the community.

1. To partner with the public in planning for a healthy, sustainable community with a shared purpose in order to facilitate collaboration and a renewed sense of community.

2. To build trust and credibility within the community. To be open and honest, share details of the process and views and comments received in a timely matter. Present a clear and logical process with opportunities for the public and stakeholders to provide meaningful input.

3. Involve everyone who is interested. Be inclusive and give everyone interested in participating in the Renewal Project a voice.

4. To be transparent in the process and the decisions made. The public engagement activities will be transparent and clearly defined so that all of those involved can see and understand what is going on.

5. The result of the public engagement activities will have a genuine impact and be seen to do so. We will recognize the unique character and assets of Peachland. Process and outcomes will be 'context sensitive'. All input received will be considered for the revised OCP.

6. To conduct public engagement activities in an independent and unbiased way. 7. To engage people both meaningfully and respectfully.

CONTENT AND QUESTIONS

The Peachland OCP Renewal Project will address some key issues and trends identified by staff and Council as well as those identified through public and stakeholder engagement. Seven overarching policy topics that will be influenced by, or most relevant to the OCP have been identified and will serve as the basis for engagement throughout the project. Engaging on these core OCP topics in the first and subsequent phases of the process will help staff and consultants understand the community's values and begin developing new goals and policies for the OCP or reaffirm the existing ones.

The 7 topics (in no particular order), with some associated issues or trends are as follows:

Community Servicing/Utilities (water, sewer, drainage, fire, police etc.) Aging infrastructure, limited financial resources, delays in sewer servicing, climate change, Peachland watershed, composting, servicing lim itations, Crime Prevention Through Environmental Design (CPTED) Economic Development Retaining small businesses, attracting businesses, professionals, well-paying jobs, food trucks Environment Rural character, farmland protection, climate change, watershed protection, hillside development standards, Growth Management (housing, neighbourhoods, commercial, industrial) Neighbourhood standards/development permit guidelines, affordable housing/suites, anticipated growth of population beyond capacity of regional context but lack of follow through on large development projects (residential primarily), need for population increase to help share the burden of infrastructure costs, proposal of large development projects, how to maintain small town character but accommodate future growth, densification - growing up

Peachland OCP Communications & Engagement Strategy 20161 5

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vs. out, growth nodes, NIMBY, effective form and character guidelines based on a realistic vision for the future, regional context Liveability (parks and recreation, social servicing, arts and culture, heritage) future of the downtown, community character, changing demographics, need for a Parks, Recreation and Trails Master Plan, Heritage Park waterpark, current OCP does not address arts, culture and heritage Transportation Alternative methods of transportation and supportive infrastructure, Highway 97 issues related to safety and route widening, downtown parking, accessibility Vision The existing OCP vision is lengthy and while it covers many of the basic tenets of community planning, it no longer projects a strong sense of place/identity for the District of Peachland . Peachland is a small community with limited resources and it should have a clear vision to guide how those resources are invested. How do we distinguish ourselves from other communities? Assessing the existing vision in terms of current community values and priorities and ensuring that the new/updated vision is realistic based on the financial constraints of a small municipality will be a key first step in developing a strong identity. With a clearly defined vision and understanding of current needs and priorities, staff and consultants can begin to draft goals and policies for the updated OCP that will support informed decision-making on future growth and land use.

Peach land's 2001 OCP was based on the following vision: www.peachland.ca/695

Some key overarching questions Council and staff will be looking to the community to answer during the public engagement process that will help inform policy direction in each of the categories above include:

• What does the future of Peachland look like? • What are the community's priorities and values? • What is important to you and why? • How will we plan for future growth? • What will future developments look like? • How will we become more sustainable?

ENGAGEMENT RISKS TO MANAGE

The risks of not engaging the public and stakeholders in community planning processes or not engaging them effectively can be substantial. It is important to identify potential risks upfront to mitigate any resulting negative impacts that could derail the project and hamper a successful outcome. The following risks could be encountered during the OCP Renewal Project process.

The District of Peachland is a small community with limited financial and staff resources. The PCES has been developed with this risk in mind. Communications and engagement activities will adhere to the budget approved and volunteers and students will be considered in helping to carry out communications and activities as needed. The project team will also take advantage of other events or opportunities taking place that could help us solicit input toward the OCP. Single Issue Hijacking People are passionate about what matters most to them. There is a chance that certain issues, such as the Highway 97 study, could become the main attractions of the OCP process. While it will be important to listen to views on these topics and consider how they


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impact the community vision as a whole, proper communications (verbal, written and digital) on the role of the public, purpose of an OCP and topics up for discussion will help keep the community focused on providing input appropriate for the OCP. Effective and proactive planning of workshops and other engagement activities will help to keep the process on track. Small Sample Size Many communities struggle with attendance at public engagement events and have difficulty gathering input beyond the vocal minority. Peachland is no different. An OCP impacts everyone within a municipality and therefore it is important to gather input from a wide cross section of the community. One of the objectives of the PCES is to 'go to the people' ensuring that we hear from as many different people as we can throughout the engagement process. Setting up a booth at the farmers' market, surveys, workshops at places and times convenient for community members and various forms of communications will help mitigate this risk. Aging Population Peachland's population is aging. It houses the highest percentage of seniors of all municipalities within the Central Okanagan. While digital communications (e.g. website, Facebook, Email Stakeholder Group etc.) will be employed to raise awareness about the project, the project team will also use traditional means of getting the word out to ensure communications are accessible to all (e.g. Peachland View). This will also be the case for engagement activities. The 'go to the people' objective (e.g. a workshop at the 50+ Centre, surveys) will help us reach those that may have physical disabilities preventing them from attending a session. Appearance of Hidden Agendas or Predetermined Outcomes Building trust in municipal government processes is a key element of this public engagement process. Communicating early and often through the life of the project with the community and openly sharing details about the project process and progress will help mitigate the risk that staff and Council have any hidden agendas or have predetermined the outcome of the Plan. Council and staff will use consistent messaging to highlight those issues/topics that are up for discussion vs. those that are non-negotiable per legislation or prior commitments. Two key spokespeople have been chosen to build credibility of the project and local government process. Council has also approved the use of a third party consultant with no ties to the community to prepare the PCES and facilitate the visioning portions of the project. Engagement Overload Several community planning projects are underway or being planned this year that will include an element of public engagement. It will be important not to overwhelm people or confuse them with the various initiatives. There will be an 'all topics' community forum to discuss all 2016 community planning projects during the OCP Renewal Project. There will also be a Citizen's Survey undertaken in the spring of 2016. Clear consistent communications on the OCP project and consistent branding will help the project team keep the OCP project top of mind and distinguishable from other community planning projects. Where possible, we will take advantage of other community planning opportunities to make the most efficient use of resources and to gather input for the OCP (e.g. OCP questions within the Citizen's Survey). Lack of Interest The OCP is a high level visionary document for the community. As such, people may not directly see how it impacts them. Education and awareness of the project up front and during the process will be key in enhancing the community's understanding of this important policy document. The process will be highly visible and include interesting/interactive opportunities to attract a broad spectrum of people. A detailed web presence will be developed along with background information sheets for the public.

Peachland OCP Communications & Engagement Strategy 2016 I 7

COORDINATION OF ENGAGEMENT

District Staff and consultants will work together to carry out the objectives of the PCES. There may be an opportunity to use volunteers, students and agencies within the community (e.g. Community Round Table group, Chamber of Commerce) to help raise awareness about the project and gather input from their networks.

Mayor and Council will be provided with a progress update and asked to endorse each public engagement phase prior to its commencement.

Everyone has a role to play in creating a plan for the community. A summary of roles and responsibilities for the OCP Renewal Project is as follows:

The Public • Learn about the District's current OCP and renewal process • Provide input to staff and consultants working on the project that can be considered in

developing a vision, policies and goals for Peachland that reflect the community's needs and wants

• Spread the word about this project and encourage others to participate

Staff • Guide and manage the planning process • Support communications about the project and opportunities to get involved • Provide technical and local expertise in the development of a vision, goals and policy • Support public engagement activities

Consultants • Facilitate the planning process including public engagement • Conduct background research and collect data • Perform technical analysis • Write the plan

Council • Spread the word about this project and encourage others to participate • Act as the sounding board for the community • Review the draft plan and adopt it by bylaw

PUBLIC ENGAGEMENT OBJECTIVES

Specific objectives for the Engagement Strategy have been developed to ensure Council and staff obtain meaningful input from a representative sample of the community. The project team will review these objectives before and after each public engagement phase to ensure they are being met.

1. The project team will aim to obtain a representative sample of the community in terms of demographics and viewpoints .

2. A 'go to the people' approach will be utilized as much as possible to gather input where people are already congregating in order to increase efficiency and convenience for them.

3. The project team will explore new ways of exchanging information and ideas, but be aware of the need to be practical and manage expectations given limited resources. The


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focus will be on developing realistic goals and policies and ensuring communications and activities reflect this focus.

4. The community will be adequately informed on background information and content and will have ample opportunity to be consulted and involved in the OCP Renewal project.

5. Local government accountability and transparency will be exhibited by documenting all of the public input received and the background information used to inform goals and policies for the OCP.

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LEGISLATIVE REVIEWS

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are consistently understood and considered

The Local Government Act requires municipalities to consult with a number of other applicable government bodies during the development of an OCP. These could include (but may not be limited to):

• Regional District of Central Okanagan • West Kelowna • Westbank First Nation • Provincial and federal government agencies:

o Agricultural Land Commission o Ministry of Agriculture o Ministry of Transportation and Infrastructure o Forests, Lands and Natural Resource Operations o Ministry of Environment o BC Transit o Ministry of Community, Sport and Cultural Development

These groups should be included on correspondence related to key milestones in the OCP review and update project including communications for upcoming public participation opportunities. Formal legislative reviews of the draft OCP may be required by some of the above agencies. These reviews must be completed before Mayor and Council adopt the new OCP.

Each listed local government will receive a formal, written invitation through Mayor and Council to participate in the Peachland OCP Renewal Project process.


STAKEHOLDER LIST

An OCP is broad in scope therefore having an impact on all citizens of a community. The following is a list of local stakeholder groups within the District of Peachland that will receive direct correspondence (Stakeholder Communications Packages) on future public engagement opportunities in order to encourage them (and/or their members) to participate. This will allow the District to 'get the word out' to specific agencies and organizations that may have a direct interest in one or more OCP topics.

Council Committees o Peachland Economic Development Committee o Mayor's Task Force on Climate Change o Tourism Promotion Committee

• Post Secondary Educational Institutions • Chamber of Commerce and other Business Associations • Major Employers • Social Service Agencies • Senior's Centres and Housing • Developers • Real Estate Agencies • Service Clubs • Arts and Culture groups • Churches • Sports Clubs • School District #23 • Highway 97 Society

PUBLIC ENGAGEMENT ACTIVITIES/PHASES

According to the International Association of Public Participation (iap2), public participation is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process. Through a number of public engagement initiatives and communications, Peachland community members will have an opportunity to be well informed about the objectives of an OCP and the OCP Renewal Project and provide input and feedback on issues, alternatives and/or solutions. The public will be able to work with local government throughout the process to ensure their concerns and aspirations are consistently understood and considered .

A meeting with Mayor and Council will precede each of the public engagement phases. This will allow the project team an opportunity to provide Council with a progress report. Council will also be asked to review the format of the upcoming engagement Phase, and should they see fit, endorse and formally launch the Phase.

Proposed activities for each of the 5 public engagement phases have been carefully crafted to reflect both the Guiding Principles and Objectives within the PCES. The Phases and associated activities are described below.


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PHASE 1: Vision and Values

Intent: Visioning generates a common goal, hope, and encouragement; offers a possibility for fundamental change; gives people a sense of control; gives a group something to move toward; and generates creative thinking and passion. Phase 1 focuses on a review of Peachland's current OCP vision to determine its relevance more than a decade after it was developed. A series of stakeholder visioning workshops and one open forum for all community members will provide an opportunity to understand views, aspirations and concerns up front. The project team will also set up one or more booths at existing events to spread the word about the project and gather input from the public. The results of this Phase will help staff and consultants craft an updated vision for the new OCP. Early and frequent project communications before and during this Phase will help raise awareness about the project and opportunities to participate. As this is the launch Phase of the project, the focus should not only be on gathering quality information but input from a large number of community members.

See Appendix 1 for more detail.

PHASE 2 - Revisiting the Vision: Did we get it right?

Intent: This Phase aims to 'close the loop' by reporting back to the community on the results of Phase 1: Vision and Values. Staff will present a draft vision based on technical and public input gathered and considered in Phase 1. This will be an opportunity for folks to comment on the proposed vision to ensure the project team 'got it right'. Community comfort with the vision will allow the project team to begin drafting goals and policies for the OCP that will reflect the content of the vision.


PHASE 3 - Goals and Policies

Intent: This important middle phase addresses the main content of the new OCP. Participants will have an opportunity to review and comment on draft OCP goals and policies developed to reflect the vision and each of the topic areas. Input received in Phases 1 and 2 will be considered and incorporated into goals and policies as feasible. The project team anticipates a more focused engagement phase with targeted discussions with key stakeholders and public participation through information sharing and activities at community booths.


PHASE 4 - The Draft Plan

Intent: The intent of Phase 4 is to prepare the Official Community Plan based on technical input, staff and Council direction and public input/feedback received throughout the project. Once developed, the draft will be circulated to the public and stakeholders for review and comment. Any outstanding, major issues can be addressed during this phase as the draft plan will be updated and then distributed to government agencies (including First Nations) for the required legislated reviews. Internally, financial and interdepartmental reviews will be conducted of the Plan to consider any future budgetary and other issues/opportunities.


See Appendix 4 for more detail .

PHASE 5 - Public Hearing

Intent: This is the final stage in the OCP Renewal process. It is the formal legislative requirement that enables adoption of the new OCP. It is the last opportunity for the community to provide final comments on the Plan. It assumes that there have been appropriate opportunities to provide input up to this point and that all public feedback and technical work has been reviewed, considered and incorporated into the plan as feasible. All required legislative reviews have been completed by this stage and it is now up to Mayor and Council to deliberate on the final Plan. The outcome of this stage is anticipated to be adoption of the renewed OCP and an enacted Bylaw to this effect.


PROJECT ENGAGEMENT SCHEDULE

The Engagement Timeframe, subject to change due to the dynamic nature of community planning projects, is illustrated below. A more detailed, user-friendly timeline will be developed for the public (and posted on the website) in Phase 1 to guide people along the numerous steps.

Public Hearing

Summer 2017

•

PHASE 1

Vision & Values

Spring 2016

Revisiting the Vision

Fall 2016

• PHASE 3

Goals& Policies

Winter 2017


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COMMUNICATIONS STRATEGY

Successful project communication requires an effective strategy. It begins with hearing and understanding the views, ideas and concerns of the target audience rather than talking and trying to convince. The remainder of this document covers the methods of communication that will be used to promote the OCP Renewal Project and key messaging. Communication on the project should be strong and frequent shortly before each Phase of public engagement to raise awareness and generate interest and following each phase in terms of the reporting of results.

KEY SPOKESPEOPLE

In order to minimize inconsistent project messaging and streamline media requests and other communications the following two individuals have been chosen as the primary spokespeople for the OCP Renewal Project.

Mayor - Cindy Fortin Director of Planning & Development - Cory Gain

A communications 'cheat sheet' will be prepared to assist the primary spokespeople, Council and staff in communicating the project messaging clearly and consistently.

CONSISTENT MESSAGING

Roles and Responsibilities Mayor and Council are the final decision-makers and responsible for adoption the Peachland OCP. Mayor and Council will be guided in their decision-making by both technical and public input gathered and analyzed throughout the OCP Renewal Project.

What is the Focus? The focus of the project is on creating realistic goals and policies for our community. We have limited resources and must prioritize our needs in order to maximize success. We want to know what is important to you. What are your values? What are your suggested priorities for the future of your community?

There are 7 targeted topics for the engagement process that comprise the main themes within an OCP. We will be looking for input on:

• Community Servicing/Utilities (water, sewer, storm, fire, police etc.) • Economic Development • Environment • Growth Management (housing, neighbourhoods, commercial, industrial) • Liveability (parks and rec, social servicing, arts and culture, heritage) • Transportation • Vision

Why Should I Care? *Everyone has a role to play in creating a plan for the community. An Official Community Plan Update is one of the key action items in the District of Peachland's Corporate Strategic Plan. We want everyone in the community to be involved in

Peachland OCP Communications & Engagement Strategy 2016 113

creating a vision for the future and in shaping policies to guide development towards that refreshed vision.

Why are we Updating our OCP? Peachland's Official Community Plan has not been comprehensively reviewed and updated since 2001. Much has changed over the past 15 years . Numerous large development projects have been proposed, demographics are shifting, climate change is a reality, downtown parking is constrained during the summer season and a shared vision of a clear community identity is desired. Public priorities are changing. It is important to review the plan to ensure it:

• is still relevant; • addresses the above, and other current issues and trends; and • continues to reflect the community's vision.

Updating the Official Community Plan will help staff and Council provide more accurate input on regional planning processes and better evaluate proposed local developments.

Transportation Study /Highway 97 Bypass A transportation study currently underway with MOTI will shed light on the future of Hwy 97 and potential options. While transportation planning is a component of Official Community Plans, the OCP addresses high-level values associated with the local transportation system (car/roads, transit, walking/sidewalks, bikes/bikeways etc.). While your input on this topic is important and we will ensure that it is recorded and included for consideration for the Transportation Study process, this is also an opportunity to share your thoughts and suggestions on other aspects of Peachland's transportation network and modes of transport.

What is the Intent of the Public Engagement Process? To ensure:

communications and engagement activities are well planned and timely; • meaningful results are collected; and • viewpoints from a wide cross-section of the community are considered in the

development of realistic goals and policies for the OCP.

The District of Peachland is committed to continuing to improve communications and engagement in local government practices. This process is a step toward meeting this goal and building trust within the community.

The Local Government Act requires a minimum of one public consultation opportunity to groups impacted by the plan in addition to a Public Hearing to adopt the plan. The District of Peachland is going above and beyond the requirements of the Local Government Act by developing and implementing a robust public engagement process with ways in which to provide input.

What is Non-Negotiable? We must plan for future growth and ensure that it can be accommodated through the goals and policies of the OCP. This is a requirement of the Local Government Act and ensures that change within our community is managed and coordinated. Not proceeding is not an option. We cannot wait for MOTI to make a decision on the highway. The OCP process is about higher level wants and needs for the future of the community.


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How will Results of Public Engagement Phases be Communicated? Results will be communicated through the development of public input reports and information releases on the project website, in the Peachland View, via the Email Stakeholder Group and on Facebook. Interested parties can also call the Planning & Development Services Department at 250-767-3705.

How can I get Involved/Participate? There are a number of different ways to get involved.

Review the project webpages to learn about the project and keep abreast of progress and opportunities to participate (surveys, information booths, workshops): www.peachland.ca/ocp2016

Join the Stakeholder Email Group to receive progress updates directly and information about upcoming opportunities to provide input. Send an email to [email protected] to sign up.

Keep an eye out for project articles and ads for events in the Peachland View and District Newsletter .

Call us to chat about your comments, suggestions and/or concerns about the future of · Peachland: 250-767-3705.

Write to us with your comments, suggestions and/or concerns about the future of Peachland: 5806 Beach Avenue, Peachland, B.C. V0H 1X7.

COMMUNICATION OUTLETS

Website Peachland Municipal Newsletter Peachland View Email ([email protected] ) Webpages (www.peachland.ca/ocp2016) Stakeholder Communications Packages Facebook (use existing Peachland View page) Project Bookmarks for promotion/raising awareness Project posters for display at local businesses, library, schools etc, District homepage calendar for announcing events in advance Project ad on the homepage Information booths and repositories at local public facilities

Peachland OCP Communications & Engagement Strategy 2016 I is

APPENDIX 1- Public Engagement Phase 1 Details

Activities: • 1 Central Community Visioning Event with multiple activities to provide project

information and gather input (drop-in) - 7 Topics • Stakeholder Visioning Workshops - 7 Topics • Farmers' Market Booth • Citizen's Survey+ one on project website (open to all) • Photo Assignment - what you like and dislike about your Peachland

Key Questions for this Phase: Looking ahead 20-30 years, what kind of community would you like Peachland to be? How do we get there? What makes Peachland a great place in which to live, work, play? What would you change about Peachland? What are the top 5 improvements you would suggest for Peachland? What are your top two issues/concerns in the following topic areas?

o Community Servicing/Utilities (water, sewer, storm, fire, police etc.) o Economic Development o Environment o Growth Management (housing, neighbourhoods, commercial, industrial) o Liveability (parks and rec, social servicing, arts and culture, heritage) o Transportation

Materials to prepare: • Project webpages • OCP Hierarchy Chart • User-friendly project process timeline (digital and poster version) • Promotional posters • Bookmarks • OCP Whiteboard Video (make available) • Stakeholder Communications Packages • Spring newsletter article • Peachland View article • 1-2 page topic backgrounders

o Peachland Growth: 1981 to Today (maybe a short blurb in this one on OCPs, what they are and why important should mirror website text)

o Economic Development o Environment o Community Servicing/Utilities (water, sewer, storm, fire, police etc.) o Growth Management (housing, neighbourhoods, commercial, industrial) o Liveability (parks and rec, social servicing, arts and culture, heritage) o Transportation

• Poster boards • Sticky notes • Markers • Stickers • Monopoly money and jars • Easels • Questions for Citizen's Survey • Farmers' market booth • PowerPoint presentation for stakeholder workshops • Sign in sheet


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APPENDIX 2 - Public Engagement Phase 2 Details

Activities: • Kitchen table/weekly staff meeting worksheets (small self-administered sessions at

one's place of work or residence) • Facilitated stakeholder focus group sessions • Farmers' market booth and one other

Key Questions for this Phase: • Did we get it right? • Will it work? • Is it realistic?

Materials to prepare: • Update website • Peachland View article • Fall newsletter article • Facebook post • Email to Stakeholder Group • Council Report • PowerPoint presentation (for Council meeting) • The draft vision • Sign in sheet • Exit survey

Community booth visuals and activities • Worksheet for Kitchen Table and Stakeholder sessions • Phase 2 Public Input Summary Report


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Activities: • Community Booth (3-4) • Computer-Assisted Stakeholder Meetings (any sized meeting with participants using

interactive polling to register opinions)

Key Questions for this Phase: • Have we considered technical and public input from Phases 1-2? • Are the goals realistic? • Are the policies realistic? • Can you support these goals/policies? • What do you like about the goals/policies? • What would you change about any of the goals/policies? • Do goals and policies reflect the vision? • Are we missing anything?

Materials to prepare: • Update website • Peachland View article • Winter newsletter article • Facebook post • Email to Stakeholder Group • Council report • PowerPoint presentation for stakeholder sessions • PowerPoint presentation (for Council meeting) • OCP draft goals and policies • Sign in sheet • Exit survey • Questions and visuals for commuter-assisted meetings • Community booth visuals and activities • Phase 3 Public Input Summary Report



Activities: • 2 Open Houses

Key Questions for this Phase: • Have we considered technical and public input from previous engagement phases? • Are there any major gaps in the Plan? Did we miss anything big? • What do you like about the Plan? What do you dislike? • Does it make sense? • Can you support this Plan?

Materials to prepare: • Update website • Peachland view article • Spring newsletter article • Facebook post • Email to Stakeholder Group • Summary report of 7 topics and how they were addressed in the OCP • Council report • PowerPoint presentation (for Council meeting) • The draft OCP • Open house materials (display boards, copies of the Plan, • Sign in sheet • Exit survey • Community booth (farmer's market or other) • Phase 1 Public Input Summary Report


( APPENDIX 5 - Public Engagement Phase 5 Details

Activities:

• Public Hearing

Key Questions for this Phase (for Council): • Have we adequately considered technical and public input throughout the project? • Have we met the Guiding Principles and Objectives of the PCES? • Are the Vision, Goals and Policies realistic and attainable? • Does Council have any suggested revisions?

Can Council support and endorse the new Plan?

Materials to prepare:

• Update website • Required legislative posting • Summer newsletter article • Peachland View article • Facebook post • Email to Stakeholder Group • Council report • PowerPoint Presentation for Council meeting • Final OCP • Communications on Council Decision (web, View, Facebook, Email etc.)

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community round table 100 dinners cotw report - official ...o june 20, 2016 -results of open house...

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