department plans & initiatives contents...strategic priority #1: • ... requirements whiel...

* List of RDCO Programs by Department ………………………………………… unnumbered

* Engineering Services Department:Engineering Services Plan & 2019 Initiatives…………………………………… 1

Engineering ………………………………………………… 3Public Works ………………………………………………… 3Waste Management ………………………………………………… 3

Fire and Protective Services Plan & 2019 Initiatives………………………… 5* Community Services Department:

Police & Community Support Services Plan & 2019 Initiatives…………… 8Planning Services Plan & 2019 Initiatives……………………………………… 15Inspections Services Plan & 2019 Initiatives…………………………………… 20

* Parks & Recreation Department Plan & 2019 Initiatives…………………………………… 22142 - Regional Parks………………………………………………………………… 25143 - Westside Community Parks…………………………………………………… 27144 - Eastside Community Parks…………………………………………………… 27121 - Ellison Heritage Community Centre………………………………………… 27123 - Joe Rich Community Hall……………………………………………………… 28126 - Killiney Beach Community Hall……………………………………………… 28

* Financial Services Department Plan & 2019 Initiatives…………………………………… 29* Administration / Corporate Services Department Plan & 2019 Initiatives……………… 32

006 -- Information Systems………………………………………………………… 34Human Resources Services Plan & 2019 Initiatives……………………………… 35Bylaw Enforcement Services Plan & 2019 Initiatives………………………… 38044 - Enforcement of Land Use, Sign and Animal Control……………………… 39046 - Dog Control…………………………………………………………………… 40115 & 116 - Enforcement of Noxious Insects & Weeds……………………….. 41

* EDC Department Plan & 2019 Initiatives……………………………………………………… 43EDC 2019 Strategic Plan…………………………………………………………… 45

USAGE TIPS:

In this section you will find:

List of RDCO Programs by Department: Useful for seeing at a glance which programs belong to which departments.

Department Plans & Initiatives:This is where you will find a written summary of the work initiatives for 2018.

REGIONAL DISTRICT OF CENTRAL OKANAGANPERFORMANCE BASED BUDGETING AND MEASUREMENT

DEPARTMENT PLANS & INITIATIVES CONTENTS

2/7/2019 Dept Plan Contents 1

Corporate Services Engineering Services002 -- Corporate Services / Communications Engineering Services005 -- Human Resources 004 -- Engineering006 -- Information Services 047 -- Mosquito Control007 -- Electoral Areas Only 058 -- Scotty Heights Street Lights008 -- Westside Regional Office 091 -- Effluent / Water Disposal Site009 -- Central Okanagan East Electoral Area 199-- Vehicle Operations050 -- Transportation Demand Management085 -- Ellison Transit Services Water Systems101 -- Okanagan Basin Water Board 301 -- Killiney Beach Water System102 -- Air Quality Monitoring 303 -- Falcon Ridge Water System117 -- Sterile Insect Release Program 305 -- Sunset Ranch Water System118 -- Starling Control 306 -- Trepanier Bench Water System

307 -- Westshore Water SystemBoard 310 -- Upper Fintry / Shalal Water System001 -- Regional District Board SubProgram: Communications Sewer Systems011 -- Regional Grants in Aid 401 -- Westside Sewer System & Treatment Plant012 -- Grants in Aid - Area Westside 499 -- Ellison Sewer System013 -- Grants in Aid - Central Okanagan East

Solid Waste ManagementBylaw Services 092 -- Westside Residential Waste Disposal & Recycling Centre046 -- Dog Control 093 -- Westside Sanitary Landfill / Transfer Station049 -- Prohibited Animal Control 094 -- Solid Waste Management & Recyle Program105 -- Noise Abatement 095 -- Solid Waste Collection106 -- Untidy Premises115 -- Insect Control Fire & Protective Services116 -- Weed Control 019 -- Electoral Area Fire Prevention

020 -- Lakeshore Road Fire ProtectionParks Services 021 -- Ellison Fire Department

121 -- Ellison Heritage Community Centre 022 -- Joe Rich Fire Department123 -- Joe Rich Community Hall 023 -- North Westside Rd. Fire Department126 -- Killiney Community Hall 024 -- Wilson's Landing Fire Department142 -- Regional Parks 028 -- June Springs Fire Protection143 -- Westside Community Parks 029 -- Brent Road Fire Protection144 -- Eastside Community Parks 030 -- Regional Rescue Service

Financial Services Community Services003 -- Finance Police Services

031-- 911 Emergency NumberFiscal Services 040 -- Crime Stoppers017 -- Upper Ellison Fire Protection Boundary Extension (Debt) 041 -- Victims Services027 -- Ridgeview Fire (Debt) 042 -- Regional Crime Prevention & Alarm Control033 -- Wilson's Landing Boundary Extension (Debt)034 -- Shelter Cover Boundary Extension (Debt) Planning Services 051 -- Lakeshore Road Improvements 110 -- Regional Planning124 -- Westside Recreation Services Transfer (CWK) 111 -- Electoral Area Planning125--Johnson Bentley Memorial Aquatic Centre (CWK)131 -- Winfield Recreation Centre Inspection Services171 -- Okanagan Regional Library 043 -- Business Licenses 188 -- Okanagan Regional Library - Admin Building 044 -- Building Inspection & General Bylaw Enforcement189 -- Fiscal - Member Municipal407--East Boundary Rd Truck Sewer EDC428--Lakeview Truck Sewer 120 -- Economic Development CommissionDCC -- Development Cost Charges

List of RDCO Programs by Department

2/7/2019

January 21, 2019 Department Plan: Engineering Services 1

REGIONAL DISTRICT OF CENTRAL OKANAGAN PERFORMANCE BASED BUDGETING AND MEASUREMENT

2019 DEPARTMENT PLAN AND INITIATIVES Department: Engineering Services

Sections: Engineering, Water & Sewer Systems, Solid Waste Management Engineering Services Mission Statement: Engineering Services is committed to responding to the needs of the public in the Central Okanagan by providing services and developing infrastructure in an effective and efficient manner that:

• Ensures an environment of fairness and equity exists whenever dealing with the general public.

• Contributes to the safety, health and environment of the community. • Considers sustainability and increased protection of the natural environment.

Strategic Department Goals:

Customer / Taxpayer Perspective: Operate and maintain public utilities (water, sewer, streetlights, garbage collection, recycling) in an effective and efficient manner by:

• Educating and involving the public in decisions relating to the changes in levels of service delivery.

• Reviewing and revising program delivery as required to improve the quality of service.

• Ensuring services enhance the quality of life in the community by focusing on public health and the natural environment.

• Ensuring programs are delivered in a fair, equitable, professional and timely manner.

• Maintaining and expanding the utility and program infrastructure to accommodate orderly growth of the community.

Financial Accountability Perspective:

• Operate and manage each program’s budget and resources effectively and efficiently to carry out the mission statement while balancing the benefit / cost relationship.

• Manage risk to control insurance costs and exposure to liability. • Evaluate fees and charges to ensure value for service and cost recovery. • Review and establish procedures to ensure fairness and equity in costs of capital

projects. • Consider opportunities to minimize costs to the public through financial aid or

creative financing procedures.


Internal Process Perspective: • Maintain professional working relationships with private and public partners in the

delivery of services including other provincial or local government agencies, contractors, co-workers and the public.

• Continue to inform, educate, and encourage participation internally and from the public in determining efficiencies and service levels.

• Proactively review new technologies and delivery systems that will enhance service delivery in cost effective and efficient manners that are consistent with the objectives of:

o Increasing public health and safety o Protecting the environment

• Promote a safe and healthy work environment where employees feel challenged and rewarded.

Learning and Growth Perspective:

• Encourage professional development for all staff through education and skills training to increase skill levels and knowledge, resulting in more effective and increased levels of service delivery.

• Encourage working partnerships and mentoring to learn from others and encourage a positive environment for learning.


Department: Engineering Services

2019 Initiatives:

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive and Responsive Governance

Ensure services are effective and efficient, to maximize benefit/cost

• Complete Westside Regional Wastewater Treatment Plant service review.

Strategic Priority #2: Ensure Asset, Service & Financial Sustainability

Maintain and improve community infrastructure.

• Complete construction of major water system improvements for Falcon Ridge Water System including water treatment improvements and a new reservoir.

• Construct a new treated effluent outfall at the Westside Regional Wastewater Treatment Plant.

• Complete engineering design study for filtration and UV disinfection for Killiney Beach and Westshore water supply.

Manage current funding and seek additional funding opportunities.

• Updating the DCC and Asset Renewal Fees for all RDCO utilities.

Strategic Priority #3: Nurture Responsible Growth and Development

Support Smart Growth Principles • Review Regional Sewer Trunk capacity and future requirements.

Strategic Priority #4: Protect & Promote Our Environment & Lifestyle

Promote responsible environmental protection.

• Offer numerous Community-Based Waste Reduction Programs including backyard composter sale, repair café, community cleanup, illegal dumping, and hazardous waste collection.

• Develop and issue an RFP for Region-wide curbside collection and award a new contract.

Retain and improve quality of life. • Develop and implement new solid waste management programs based on the updated Central Okanagan Solid Waste Management Plan.


• Complete engineering study to identify possible improvements to the Sunset Ranch water supply.

Strategic Priority #5: Champion Communications and Engagement

Engage our citizens and our staff while improving our image and public awareness of services.

• Complete a source control education program with the public to reduce the amount of unacceptable materials and chemicals from being discharged into the sanitary sewer.

• Complete a review of solid waste transfer station facilities including a user survey. Identify and implement service and facility improvements.

Strategic Priority #6: Empower our Employees

Close skill gaps for all employees • Continue to provide technical and safety training and opportunities for our employees to network with colleagues and identify opportunities for collaboration and service improvement.

January 21, 2019 Department Plan: Fire & Protective Services 5


2019 DEPARTMENT PLAN AND INITIATIVES

Department: Engineering Services Section: Fire & Protective Services Fire & Protective Services Section Mission Statement: Fire Services is committed to reducing loss of life, contributing to increasing public safety, protecting property and the environment in an effective and efficient manner by:

• To provide the Electoral Areas with regulation and means to increase fire prevention through education and enforcement, to help protect the public from the effects of fire.

• To manage and oversee the Regional District Fire Departments to ensure compliance with all requirements, regulations and training as required by the OFC Firefighter Playbook while ensuring the safety of fire department members and the public.

• To provide oversight on the Regional Rescue Program, Emergency Management and Dispatch.

Strategic Department Goals: Customer / Taxpayer Perspective: Improve service quality, public image and awareness of services, and compliance by:

• Ensuring services enhance the quality of life in the community by focusing on public safety.

• Providing clearly defined services to our service areas. • Providing the authorized services in a fair and equitable manner. • Educating the public in decisions relating to the changes in levels of service

delivery. • Reviewing and revising program delivery as required to improve the quality of

service. Financial Accountability Perspective:

• Operate and manage each program’s budget effectively and efficiently to carry out the mission statement, while balancing the benefit/cost relationship.

• Manage revenue goals and evaluate fees to ensure adequate cost recovery or contributions.

• Manage risk to control insurance costs. Internal Process Perspective:

• Maintain professional working relationships with private and public partners in the delivery of services including other provincial or local government agencies, contractors, co-workers and the public.

• Continue to explore methods to improve timeliness and accuracy to improve service quality and efficiency.


Learning and Growth Perspective: • Work closely with each department strengthening the relationship between the

departments and the Regional District as well as finding out the needs first hand to make change.

• Reinforce employees’ good attitude towards service by recognizing excellence. • Improve employees’ skills through formal and on the job training and

experiences. Department: Engineering Services

Fire & Protective Services 2019 Initiatives:

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance

Ensure services are effective and efficient, to maximize benefit/cost.

• Ongoing review of training needs and requirements for Paid-on-Call Fire Departments.

• Department members will continue to be encouraged to train to a level which meets their mandate. Any courses above the NFPA 1001 will require Fire Service Manager approval to ensure relevance and benefit.

• Departments will train together when possible to minimize costs and ensure compatibility between departments.

• Department equipment will be continuously evaluated to meet mutual aid and safety requirements while maximizing benefit and cost.

• With floods and fires being a new normal managing resources in order to offer mutual aid to mutual aid partners and resources to the Office of the Fire Commissioner when required while keeping fire protection areas protected.

Continuously look for and implement productivity improvements.

• Work to continue on recommendations from Fire Services Review and continue to plan and implement the desired recommendations.


Strengthen all partnership relationships (including Board, taxpayers, government and agencies, media, non-profit organizations, employees, union, suppliers and contractors) to collaborate effectively.

• Continue to review and revise Operational Guidelines for Regional Fire Departments and work to develop one set of guidelines applicable to all 4 departments.

• Strategic Priority #2: Ensure Asset, Service & Financial Sustainability

Operate in an accountable and fiscally responsible manner.

• RDCO Departments will continue to host training programs at their halls while offering seats to our mutual aid partners to reduce costs.

• Through assistance from the Fire Services Manager, RDCO Departments will educate their training officers to allow them when possible to be able to train, evaluate and certify members in-house to reduce training costs.

Seek opportunities to enhance the use of information technology

• Working with the new IT upgrades department members will utilize the ability to monitor training and incidents more closely. Upgrades will also allow for standardization of training and incident management.

• Test and implement Data management and incident recording software, saving administrative labour and cost while meeting legal requirements and Office of the Fire Commissioner requirements



• Review Burning Bylaw and Fire Prevention Bylaws

January 21, 2019 Department Plan: Police & Community Support Services 8


2019 DEPARTMENT PLAN AND INITIATIVES Department: Community Services

Section: Police & Community Support Services Police & Community Support Services Section Mission Statement: Police Services is committed to assisting the public, reducing loss of life, increasing public safety, and the protection of property in an effective and efficient manner through:

o Facilitating a 911 Emergency Call Centre Services contract for the RDCO and eight other Regional Districts.

o Crime Stoppers programs. o Crime Prevention programs. o Victims Services program. o False Alarm Reduction Program.


Customer / Taxpayer Perspective: Improve service quality, public image and awareness of services, and compliance by:

• Ensuring services enhance the quality of life in the community by focusing on public safety.

• Providing clearly defined services to our service areas. • Providing the authorized services in a fair and equitable manner. • Educating the public. • Reviewing and revising program delivery as required to improve the quality of

service. • Conduct actions with confidentiality and integrity.


• Operate and manage each program’s budget effectively and efficiently to carry out the mission statement, while balancing the benefit/cost relationship.


• Manage risk. Internal Process Perspective:

• Maintain professional working relationships with private and public partners in the delivery of services including other provincial or local government agencies, contractors, co-workers and the public.

• Continue to explore methods to improve timeliness and accuracy to improve service quality and efficiency.


• Reinforce employees’ good attitude towards service by recognizing excellence. • Improve employees’ skills through formal and on the job training and

experiences.


Department: Community Services

Police & Community Support Services 2019 Initiatives:

031- 911 Emergency Call Centre Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Provide feedback to E-Comm when complaints, queries or concerns are received.


• Organize and host ‘as needed’ teleconference / meeting with our 8 Regional District partners and E-Comm to assist with Contract Renewal (2019).


Retain and improve quality of life. • Support 9-1-1 related public service initiatives.

• Attend quarterly BC 9-1-1 Association meetings.

040 - Crime Stoppers Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #2: Ensure Asset, Service & Financial Sustainability

Seek opportunities to enhance the use of information technology.

• Educate selves and RCMP on new P3 Tips Program.

• Populate website with stats and awareness information to increase new viewer engagement and sustain current visitors.

• Link social media use with other RDCO Programs.


Retain and improve quality of life. • Create informative alerts or notices to demonstrate areas where crime has been reduced or solved; in addition to publication of Most Wanted and Unsolved Crimes.

• Utilize RDCO website and Crime Prevention newsletter for public information sharing.

• Promote website resources.


Strategic Priority #5: Champion Communications & Engagement


• Engage citizens via participation in public promotional & awareness activities/events.

• Assist Central Okanagan Crime Stoppers Society with implementation of awareness and fundraising events.

• January, 2019 – Crime Stoppers Awareness Month; continue to host an annual stakeholders thank you and awareness event.

• Collaborate and support RCMP and colleagues in the RDCO Police Services programs.

• Active efforts to maintain positive relationship with Crime Stoppers Society, media and other partners.


Maintain a positive corporate culture by developing professional, respectful and trusting relationship.

• Continue attempts to engage PRIME and JUSTIN operationally for RDCO program staff.

• Generate opportunities for employees to regularly connect between the K.L.O. site and Police Services site.

041 - Victim Services

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #2: Ensure Asset, Service & Financial Sustainability

Provide services in a safe manner. • Utilize all-wheel drive RDCO vehicle [instead of personal vehicle] to “call-out locations” during all weather conditions for privacy and safety.

• Visibility; wear clothing with RDCO logo and job title for increased visualization at a call-out or community event.

• Readily avail safety gloves, other supplies as needed.

• Safe parking support for all hour access to Kelowna Detachment.


Retain and improve quality of life. • Active participation at public awareness events to increase education and awareness regarding Victim Services roles and


support services to the general public.

• Increase efforts to engage social service sector partners to help Victim Services staff support and practically assist victims of crime and/or trauma.

• Support and assist individuals and families impacted by crime and trauma via RCMP and other referrals.

• Emphasize training on key Victim Services ‘grief & loss’ responses due to sudden deaths and other tragedies.



• Attend community events for public promotion of program.

• Partner with local community organizations for ‘issue based’ collaboration and program promotion.

• Continue active participation on teams such as Partners for a Healthy Community, PICC, Domestic Violence, etc.

• Develop public service announcements and educational sessions to help promote collaborative roles of Victim Services, Crime Stoppers and Crime Prevention.

• Create additional resources for clients that have experience grief, loss or other trauma.

• Encourage twice yearly staff meetings and training opportunities with our community-based victim services partner, the Elizabeth Fry Society.

Continuously seek to improve internal communication, including interaction between departments, procedures and policies.

• Participate in opportunities for off-site Victim Services employees to feel connected with RDCO, KLO Road site.



• Encourage RDCO’s linkage as employer to Victim Services staff; via full team meetings held at RDCO site, etc.


042 - Regional Crime Prevention Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #2: Ensure Asset, Service & Financial Sustainability


• Utilize community contacts – email base to connect with community via newsletter and other publications.

• Social Media - Facebook Strategic Priority #4: Protect & Promote Our Environment & Lifestyle

Retain and improve quality of life. • Utilize security cleared volunteers in focused crime prevention activities.

• Continue efforts to increase volunteer base.

• Crime Prevention through Environmental Design home and business site visits.

• Develop new and support existing ‘Block Watch’ communities.

• Implement a Business Watch Program.



• Facilitate the ‘Partners for a Healthy Community’ monthly team meetings hosted at West Kelowna RCMP.

• Attend committee meetings with the Westside Health Network, United Way, and others within Social Service sector.

• Regular check-in with core community hubs such as Peachland Wellness Centre.

• Provide a quarterly newsletter. • Continue Crime Prevention

presentations to the public.


• Partnering with Victim Services and False Alarm Program, create ‘Break & Enter’ resources to assist both home owners and businesses.

• Support the False Alarm Program via promotion in the business community.

• Engage other RDCO Department as needed around public inquiries or concerns received.




• Promote RDCO as the employer and valued policing partner.

• Crime Prevention will continue to collaborate with RDCO colleagues in Crime Stoppers, False Alarm and Victim Services to promote public safety while emphasizing valuable RDCO programs.

039 - False Alarm Reduction Program Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #2: Ensure Asset, Service & Financial Sustainability


• Continue efforts to support the launch of a new Alarm Management [online] system for new and existing alarm users.

• Enhance program promotion via social media Facebook, Instagram and other sources.

• Educate and engage stakeholders on new system when launched.


Retain and improve quality of life. • Engage, promote and educate alarm users on false alarm prevention and reduce use of RCMP resources.

• Site visits as necessary; Utilize colleagues/resources.



• Promote positive outcomes achieved from False Alarm Reduction Program interventions with partners and business and residential alarm users.

• Increase efforts to further improve working relationship with alarm providers, alarm users, property management companies and other relevant contacts.

• Provide user group presentations and consultations to help them reduce false alarms.

• Bylaw Amendment.



• Distribute registration brochures/forms to municipal and other applicable sites for increased program awareness and ease of client access.

• Continue efforts to improve working relationship with local RCMP re: benefits of Bylaw promotion to alarm users – in accordance with Crime Reduction Strategy.

• Provide updates to RCMP regarding police identified problematic alarm sites.

January 21, 2019 Department Plan: Planning Services 15



Department: Community Services Section: Planning Services

Planning Services Mission Statement: To promote coordinated planning that addresses issues affecting municipal and electoral jurisdictions within the Central Okanagan, in order to manage growth and support human settlement that is socially, economically, and environmentally sustainable. To provide professional planning services in regard to development and implementation of land use policies, and in the evaluation of development applications, to enhance the quality of life and environment within the Electoral Areas. Strategic Department Goals

Customer / Taxpayer Perspective: • Enhance communication with the public, the development community, non-

government organizations, and government agencies to increase awareness of planning service activities, and address public needs.

• Review and evaluate development applications in accordance with the land use policies, procedures, regulations, and standards.

• Comply with the Regional Board’s mandate and vision for a sustainable region. • Continue to involve the public in joint planning processes dealing with regional

issues and providing information through brochures, public meetings, workshops, and on the internet.

• Review and make recommendations regarding referrals and applications and respond to public inquiries.

• Provide for responsible environmental protection in order to maintain and improve the quality of life in the region.

Financial Accountability Perspective: • Manage program resources and budget to provide for effective and efficient

planning services. • Manage revenue goals and evaluate fees to ensure adequate cost recovery as

determined by the Regional Board. Internal Process Perspective:

• Provide sound planning advice to the public and agencies. • Administer fair but firm direction on compliance with regard to policy and

regulations. • Continue reviewing and updating Planning Services Policy & Procedures.

Coordination, policy development, and implementation for region-wide Comprehensive Planning.

• Continue to maintain and update the Planning Services section of the RDCO website.

Ongoing review of referrals from provincial agencies (Crown Land, Aggregate Permits & Agricultural Land Reserve applications, Liquor Licenses, etc.)

• Evaluate Electoral Area planning development applications. • Update Zoning Bylaw and Rural Land Use Bylaw as required.


• Explore ways to create efficiencies and updates to planning related GIS mapping through collaboration with Information Services.

• Ensure consistency among OCP/RLUB Development Permit Area provisions. • Conduct a review and update of the DP process, requirements, and information

provided by RDCO to simplify the process and educate the public on DP Areas. • Endeavor to develop informative brochures on relevant items and frequently

asked questions in regards to Electoral Area planning. • Establish checklists for development permit applications (minor vs. major). • Continue to review and close outstanding development permits, and ensure

conditions of approval are met. • Collaborate with OBWB on the Okanagan Wetlands Project and Hydrometric

Monitoring Partnership. • Extend Environmental Assessment projects for existing rural subdivisions. • Participate on the Water Stewardship Council, and related projects with OBWB. • Participate in the Sustainable Transportation Partnership of the Central

Okanagan (STPCO) and Central Okanagan Planning Study (COPS). • Actively participate to advance the protection of the identified Ecosystem

Connectivity Corridor from Okanagan Mountain Provincial Park to Kalamalka Lake Provincial Park.

• Engage in the Okanagan Adaptation Strategies Working Group and Air Quality Technical Committee.

• Participate in the working group for the Mission Creek Restoration Initiative.

Learning and Growth Perspective: Improve service quality by:

• Increasing the level of professionalism and planning skills of staff through formal training and education.

• Encouraging a team environment that supports openness and exchange of knowledge, ideas and experience.



Planning Services 2019 Initiatives:

Regional Planning

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive and Responsive Governance

Strengthen all partnership relationships (including Board, taxpayers, governments and agencies, media, non-profit organizations, employees, union, suppliers and contractors) to collaborate effectively

• Continue to host Regional Planning Labs.

• Continue collaboration with all partners for effective land use planning.

Strategic Priority #2: Ensure Asset, Service and Financial Sustainability

Manage current funding and seek additional funding opportunities

• Apply for grants that support and assist with implementing planned projects.

Strategic Priority #3: Nurture Responsible Growth & Development

Support Smart Growth Principles • Implement the Regional Growth Strategy.

• Implement the RGS Priority Project Plan.

• Complete the Regional Growth Strategy Five Year Review.


Support biodiversity initiatives • Work with Okanagan Collaborative Conservation Program (OCCP) and partners to support the Bio-Diversity Conservation Strategy.

Promote responsible environmental protection

• Work with OCCP, UBCO and partners to support Planning for Ecosystem Connectivity Corridors.

• Continue to encourage the use of best management practices for property owners along the shoreline of Okanagan Lake.

Support water management and protection initiatives

• Work with partners to implement the recommendations of the Foreshore Inventory and Mapping Report, including outreach activities, guideline development and protection of environmentally sensitive areas.


• Collaborate with partners to develop effective multi-jurisdictional shoreline management on Okanagan Lake.

Mitigate effects of Climate Change: flood, fire and drought

• Prepare Phase 2 of the Regional Floodplain Management Plan.

• Participate in implementation of Climate Action Initiative’s Okanagan Region Adaptation Strategies.


Continuously seek to improve communication with and between member municipalities, First Nations and stakeholders

• Work with RGS Steering Committee to implement the Regional Growth Strategy.

• Participate in the quarterly RGS Managers Conference Call.

Engage our citizens and our staff while improving our image and public awareness of services

• Work with OCCP, UBCO and partners on Planning for Ecosystem Connectivity in the Central Okanagan.

• Build on the public outreach component for the Foreshore Inventory and Mapping project.

Electoral Area Planning

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #2: Ensure Asset, Service and Financial Sustainability

Operate in an accountable and fiscally responsible manner

• Ensure cost sharing for Official Community Plan review and update; this will support further consistency throughout development permit areas and other general areas.



Support Smart Growth Principles • Ensure consistency among Official Community Plans, Bylaws, and Development Permit regulations.

• Finalize comprehensive review of secondary suites in the Electoral Areas.

• Pursue discharge of Land Use Contracts (LUCs) in accordance with the Local Government Act.

• Finalize consistent regulations for Temporary Farm Worker Housing in collaboration with partnering agencies in the region.

• Embark on cannabis policy review.


Support water management and protection initiatives.

• Continue with watershed improvements, stream restoration and enhancement work.

• Continue with updates to environmental mapping

Support wildfire mitigation and protection initiatives.

• Update Hazard Development Permit Area mapping and guidelines.


• Conduct and update Environmental Inventories and Mapping.

• Work with OCCP, UBCO and partners on Planning for Ecosystem Connectivity in the Central Okanagan.

• Collaborate on implementation of the Okanagan Wetland Strategy.

January 21, 2019 Department Plan: Business License & Building Inspection Services 20



Department: Community Services Section: Business Licenses & Building Inspection Services Building Inspection & Business License Mission Statement: The Building Inspection and Business Licensing Section will provide effective and efficient building inspection, business licensing and bylaw enforcement services for the public, in order to:

• Manage compliance with the bylaws and policies of the Regional District of Central Okanagan in a manner that respects individual and community needs; and

• Promote a safe and healthy community and environment, specifically through safer and healthier buildings, and prevention or reduction of incompatible uses or nuisances.


Customer / Taxpayer Perspective: Improve service quality, credibility and awareness of services, and compliance by:

• Providing clearly defined services to our service areas. • Delivering the authorized services in a fair but firm manner. • Being sensitive to complainants and treating violators fairly and with respect. • Providing inspection and enforcement services in a professional and timely

manner. • Engage our citizens and improve our image and public awareness of services

through education and information. Financial Accountability Perspective:

• Operate and manage each program’s budget effectively and efficiently to carry out the mandate of the Regional Board.



• Keep all relationships in good standing to enable fair arrangements. • Continue to explore methods to improve service quality, efficiency and safety.


• Reinforce employees’ good attitude towards service by recognizing excellence. • Improve employees’ skills through external and on the job training.

January 21, 2019 Department Plan: Business License & Building Inspection Services 21


Business Licenses & Building Inspection Services 2019 Initiatives:


Proactively anticipate needs and find innovative solutions.

• Continue to streamline the application process for improved customer service and staff efficiency.

• Update Building Bylaw. Strategic Priority #2: Ensure Asset, Service & Financial Sustainability


• Update the Building Permit Fee schedule in the new Building Bylaw.


Close skill gaps for all employees. • Continue to train staff to enhance and promote the level of service to the public and in compliance with the requirements of the BC Building Act.

January 21, 2019 Department Plan: Parks Services 22


2019 DEPARTMENT PLAN AND INITIATIVES Department: Parks Services Department Mission Statement: Regional District of Central Okanagan Parks & Community Centers inspire our residents and visitors to discover, enjoy, celebrate & protect the places and experiences that help to define our special Suknaqinx or Okanagan sense of place. Strategic Outcomes: The delivery of regional parks services will:

• Further the growth and development of the community (i.e. through first establishing a broadly felt community identity and then developing a widely held community spirit and, finally, to the evolution of a community culture.)

• Further the growth and development of individual residents (i.e. the social, emotional, moral, academic and physical growth of each member of the community.)

• Conserve, protect and enhance regional landscapes, biodiversity and the Suknaqinx or Okanagan culture.

• Provide outdoor recreation opportunities and education programs, and foster community stewardship.

• Support economic development and quality of life in the region. Strategic Department Goals:

Customer / Taxpayer Perspective: • Provide appropriate levels of park areas and recreation facilities/programs to

meet the growing needs of the community. • Strive to provide accessible recreation opportunities for all to improve quality of

life. • Provide prompt, knowledgeable and efficient service to users so that their needs

or concerns are addressed in a professional, respectful and timely manner. • Promote parks & recreation benefits for our community to increase awareness,

leadership & pride. • Promote park stewardship values and conservation activities to conserve the

environment and increase public awareness. • Provide leisure and educational opportunities, which encourage recreation, social

interaction, community building, family development and environmental awareness.

• Provide service delivery that strives for equity in the provision of services, in terms of gender, age, interests and levels of ability.


• Be fiscally responsible by managing each program’s budget effectively and efficiently to ensure a sustainable, efficient system of operation, maintenance, acquisition and development.

• Ensure existing parks and facilities are maintained with a priority toward public safety, ecological health and longevity of the facilities and amenities.


Internal Process Perspective: • Pursue alliances with complimentary parks & recreation service delivery

agencies (e.g. tourism, other parks & recreation departments, Chamber of Commerce, EDC and not for profit organizations) to attain mutually beneficial arrangements.

• Promote a safe, healthy, and productive workplace, which recognizes innovation and achievement to ensure the well-being of our employees.


• Promote professional development and work related training for staff to improve skills and service quality.

Department: Parks Services 2019 Initiatives


RDCO Parks Vision

RDCO Parks Services will provide a legacy of parks & community recreation amenities while conserving the unique ecological and cultural values of the Okanagan Region.

RDCO Parks

Mission

RDCO Parks & Community Centers inspire our residents and visitors to discover, enjoy, celebrate & protect the places and experiences that help to define our special Suknaqinx or Okanagan sense of place.

THE DELIVERY OF REGIONAL PARKS SERVICES WILL: FURTHER THE GROWTH AND DEVELOPMENT OF THE COMMUNITY (i.e. through first establishing a

broadly felt community identity and then developing a widely held community spirit and, finally, to the evolution of a community culture.)

FURTHER THE GROWTH AND DEVELOPMENT OF INDIVIDUAL RESIDENTS (i.e. the social, emotional, moral, academic and physical growth of each member of the community.)

CONSERVE, PROTECT AND ENHANCE REGIONAL LANDSCAPES, BIODIVERSITY AND THE SUKNAQINX or OKANAGAN CULTURE

PROVIDE OUTDOOR RECREATION OPPORTUNITIES AND EDUCATION PROGRAMS, AND FOSTER COMMUNITY STEWARDSHIP

SUPPORT ECONOMIC DEVELOPMENT AND QUALITY OF LIFE IN THE REGION

Strategic Outcomes

• Kokanee Salmon festival • Partner with First Nations to

support them offering programs in parks

• Partner with historical societies • Adopt Statements of Intent for

each of the 31 Regional Parks • Annual Reviews of Regional

Parkland Acquisition Strategy

• Support Children and Nature Initiatives

• Support & Encourage SD23 Field Trips into RDCO Regional Parks

• Enhance Self Guided Trail Experiences

• Support Species at Risk Stewardship agreements

• Develop and Deliver Master/ Junior Naturalist Programs

• New Park Capital Asset Development and Existing Asset Upgrades

• Support Use and Programming of Rural Community Recreation Centers

Implemen-tation

Examples

Our Values We value teamwork

with our community We respect our

environment We value enjoyment of

our parks

• Encourage Celebrations • Support Cultural History

Exploration • Support Park Stewardship • Support Parkland Acquisitions • Integrate Generations

• Interpret the Environment • Support Self-Directed Visitor

Services Experiences • Support Natural History

Exploration • Conserve Community Natural

Resources

• Support Leisure Skill Development

• Support Volunteerism • Host Special Events • Promote Park Use • Enhance Park Amenities

Sample of Strategies

“Our Past, Our Future” (Community-building and a

sense of history, heritage, and culture)

“Nature as a Second Language”

(Environmental Education focused on the Okanagan

Valley)

“Everyone Outdoors and Enjoy Your

Community” (Individual / Community

Wellness)

Strategic Objectives

Create a Sense of Place



142 – Regional Parks

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance Strategic Priority #1: Provide Proactive & Responsive Governance Strategic Priority #5: Champion Communications & Engagement

Strengthen all partnership relationships (including Board, taxpayers, government and agencies, media, non-profit organizations, employees, union, suppliers and contractors) to collaborate effectively. Apply a Syilx lens to matters raised at the Regional Board Continuously seek to improve communication with and between member municipalities, First Nations and stakeholders

• Woodhaven - Raymer Cabin Heritage/Public Programming Improvements

• Goats Peak - Cultural Site

Protection Project. • Black Mountain / sntsk‘il’ntən

Regional Park – Management Plan Capital Plan Implementation in partnership with the Friends of Black Mountain


Provide safe and healthy services while delivering the best value.

• Regional Parkland Crown Land Lease / License Renewals.

• Implement New Registration Software and Web Access System for Visitor Services Programs and Facility Bookings

• Automated Park Gates Systems (2018/2019 Phased Program)

Manage infrastructure to service growing population.

• Complete Regional Parks Infrastructure Capital Needs Assessment & 20 Year Parks Infrastructure Capital Plan.


Mitigate effects of Climate Change: flood, fire and drought.

• Woodhaven Dike and Intake Assessment and Infrastructure Upgrade Project.

• 2017 & 2018 Freshet Regional Park Repairs (Ok. Ctr. Safe Hrbr, Mill Creek, Hardy Falls, MCG, Glen Canyon, Woodhaven) – Multiple Year Project


• Regional Park Land Acquisition & Habitat Stewardship Program – Property Acquisitions

• Goats Peak Habitat Restoration Project



Strategic Priority #4: Protect & Promote Our Environment & Lifestyle cont.

Retain and improve quality of life. • Gellatly Nut Farm - 1945 Cabin Restoration.

• Goats Peak Trail Project • Black Mountain / sntsk‘il’ntən

Regional Park - Interpretive Trail and Parking Area

• Black Mountain / sntsk‘il’ntən Regional Park - Park Fencing

Support wildfire mitigation and protection initiatives.

• Strategic Wildfire Prevention Initiative - Park Wildfire Forest Fuel Reduction Operational Treatments (Mill Creek Regional Park).

• Community Resiliency Investment (CRI) Program - proposed update to RDCO Parks Operational Wildfire Protection Plan (OWPP)



• Volunteers in Parks Program Development & Volunteer Recognition Events

Strategic Priority # 6 Empower our Employees

Continuously seek to improve communication with and between member municipalities, First Nations and stakeholders Maintain a positive corporate culture by developing professional, respectful and trusting relationship

• In 2019 the RDCO Regional Parks program is proposing to secure 0.58 FTE to recruit a First Nations / Okanagan syilx Cultural Interpreters and a Okanagan syilx Guardian & Park Range Patroller in concert with the proposed 50% funding support Federal Government Youth Green Jobs in Green Spaces Program.



143 – Westside Community Parks

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #4: Protect & Promote Our Environment & Lifestyle

Retain and improve quality of life. • Killiney Beach Park - Park Improvements (swim float) - (2018 Carry Forward – CWF Funded)

• Killiney Beach / Fintry Access #1 Disaster Financial Assistance Post 2017 & 2018 Freshet & Flood Repairs - (2018 Carry Forward – CWF Partial Support & Funding)

144 – Eastside Parks

Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #4: Protect & Promote Our Environment & Lifestyle

Retain and improve quality of life. • Philpott Trail Post Fire Restoration

121 – Ellison Heritage Community Centre Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Negotiate and implement a new operational agreement for Ellison Heritage Community Hall.


Provide safe and healthy services while delivering the best value Maintain and improve community infrastructure.

• Renovations including Entrance Stair Replacement -(2018 Carry Forward – CWF Funded, Planning & Design)

• Construction of a Main Floor Storage Room for tables and Chairs (2019 CWF).



123 – Joe Rich Community Hall



• Negotiate and implement a new operational agreement for Joe Rich Community Hall.


Provide safe and healthy services while delivering the best value Maintain and improve community infrastructure.

• Asset Renewal Investments (Exterior Door, Roofing, Interior Stairway Railing, Interior Exit Signs (2018 Carry Forward – CWF)

• Phase 2 of improved hall security and (2019 CWF)

• Motorized screen, projector, proficient recessed speakers, and subwoofer with an updated amplifier with blue tooth capability (2019 CWF)

• Outdoor plugs at hall entry and rear door (2019 CWF)

• Food Preparation and Proper Serving (2019 CWF)

• Table Linens (2019 CWF) • Kitchen Renovation Phase 2

(2019 CWF)

126 – Killiney Beach Community Hall



• Renew Annual Operational Funding Agreement between RDCO & NWCA for a three (3) year period.

January 21, 2019 Department Plan: Finance 29



Department: Financial Services Section: Finance Department Mission Statement: To provide effective and efficient treasury, accounting, and purchasing services for the corporation, to promote the responsible fiscal operation of the Regional District of Central Okanagan. Strategic Department Goals:

Customer / Taxpayer Perspective:

• Continue to implement changes in internal and external customer service processes to improve service quality.

• Provide a high level of customer service. • Ensure best value obtained for taxpayer dollars spent purchasing third party

goods and services. Financial Accountability Perspective:

• Operate and manage the financial services program effectively and efficiently to carry out the mission statement, while balancing the benefit/cost relationship.

• Manage risk to control insurance costs. • Provide financial advice to the Board and other departments to promote informed

decision-making. Internal Process Perspective:

• Maintain good relationships with co-workers, other departments, other government agencies and the public, to work cooperatively for the betterment of our region.

• Ensure all Purchasing activity is performed in accordance with the RDCO Purchasing Policy, maintaining the highest standards of transparency and ethical conduct.

• Continue to explore methods to improve effectiveness and efficiency in all areas within the department.


• Encourage professional development within the department to enhance knowledge, capabilities and skills to promote proactive actions and innovative solutions to upcoming challenges.


Department: Finance 2019 Initiatives:


Ensure services are effective and efficient, to maximize benefit/cost

• Support establishment of new strategic monitoring and reporting.

Continuously look for and implement productivity improvements

• Continue to find efficiencies to reduce the amount of after-hours work required by staff.

Strengthen all partnership relationships (including Board, taxpayers, government and agencies, media, non-profit organizations, employees, union, suppliers and contractors) to collaborate effectively

• Supplier Performance Management


Operate in an accountable and fiscally responsible manner

• Monitoring Financial Transactions and Continue to Improve Internal Controls

• Meet fiscal reporting deadlines

Manage infrastructure to service growing population

• As part of team, update capital plans and assist in establishment of Asset Management Plans and Review reserve levels.

Maintain and improve community infrastructure

• Review & update 5 year capital plans with Departments.

• Review & update longer term internal capital plans where they exist and work toward longer term capital and asset management plans for all functions over the next couple of years.

Seek opportunities to enhance the use of information technology

• Improve online payment options.

• Continue to better utilize existing software and technology options to gain efficiencies from staff resources to offer better service, (both within Finance and across the organization).

• Participate in cross department teams for software acquisitions.



Maintain competitive tax rates • During the budget process, monitor inflationary cost increases, present cost increase justifications, and continue to set aside reserves for future capital work.


Shift focus from park acquisition to park development and operation

• Reflect this strategy in 5 Year Financial Plan.

Mitigate effects of Climate Change: flood fire and drought

• Provide Finance and Logistics support services in the Emergency Operations Centre during emergency events.


Engage our citizens and our staff while improving our image and public awareness of services

• Three public input opportunities are offered during budget process.

• Continued Participation in Provincial Government Finance Officers’ Association (GFOA)

Continuously seek to improve internal communication, including interaction between departments, procedures and policies

• Update Finance Policies • Update Procedure Manuals


Close skills gaps for all employees • Offer Training to other departments

• Continue cross-training • Staff participation in training

opportunities

January 21, 2019 Department Plan: Corporate Services 32


2019 DEPARTMENT PLAN AND INITIATIVES Department: Corporate Services Department Mission Statement: Provide strong leadership for the corporation and ensure the day to day business affairs of the RDCO are carried out in accordance with the policies established and approved by the Board and the applicable legislation, to meet the needs of the growing community. Strategic Department Goals:

Customer / Taxpayer Perspective: • Provide strong leadership and direction for the corporation to ensure plans and

policies are carried out, and growth related demands are anticipated and managed.

• Provide excellent front line public service to all Regional District customers and clients and liaise with other organizations to provide quality service and enhance the Regional District public image.


• Operate and manage the Corporate Services program effectively and efficiently to carry out the mission statement, while balancing the benefit/cost relationship.

• Ensure department heads are effectively managing their resources and budgets to provide efficient services.

• Manage risk to control costs.

Internal Process Perspective: • Maintain good relationships with the Regional Board, member municipalities,

First Nations, community partners, other departments, government agencies, and the public to work cooperatively for the betterment of the Central Okanagan.

• Continue to explore methods to improve effectiveness and efficiency in all areas within the department and the corporation.


• Encourage professional development within the corporation to increase skill levels to continue to provide quality service.


Department: Corporate Services 2019 Initiatives:



• Develop ‘next steps’ in follow-up to Governance Review Study for the North Westside communities.


• Update the Corporate Records Management Strategy


• Complete a re-write of the Respectful Workplace Policy (develop a separate Board policy).

• Complete review of Emergency Program Bylaw for Board consideration.


• Refine the Strategic Plan with the Regional Board and align the organizations operations with the Strategic Plan.



• Complete Service Reviews: o Transportation Demand

Management (carry over from 2018)

o Regional Rescue o Regional/Fringe Area/EA

Planning o Regional Parks o Insect Control (? carry over

from 2018) o Weed Control (? carry over

from 2018) Strategic Priority #4: Protect & Promote Our Environment & Lifestyle


• Consider budget impact of Ellison Transit Service developed by BC Transit



• Develop and implement communication strategies specifically for electoral area residents

• Organize/attend open house opportunities, as necessary.


• Update our internal communications strategy


Department: Corporate Services

Information Services 2019 Initiatives: Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Transition financial systems into Information Services infrastructure.


• Hire and develop a Business Analyst to improve our utilization of new and existing applications.


Maintain and improve community infrastructure.

• Continue the migration of the GIS application away from the Silverlight platform

• Coordinate the acquisition of new Orth photography for the Region and select partners.

• Upgrade existing mapping applications


Shift focus from park acquisition to park development and operation.

• Explore technology opportunities within Regional Parks and assist with the implementation of the registration system upgrade.



• Improve and convert existing paper forms to electronic documents to reduce paper increase efficiency.


• Work with Engineering Department to maintain and enhance GIS data.


Enhance management knowledge and capabilities.

• Provide “Lunch and Learn” opportunities for staff on information technology.

January 21, 2019 Department Plan: Human Resources 35


2019 DEPARTMENT PLAN AND INITIATIVES Department: Corporate Services Section: Human Resources Human Resources Section Mission Statement: The Human Resources Department is committed to providing effective and efficient:

• Internal corporate services to all staff in the areas of: o Human Resources - to assist all staff in performing day to day operations.



• Continue to make the RDCO an “employer of choice” for people by attracting an excellent caliber of employee.

• Provide excellent service by ensuring program services: o Are delivered in a sensitive, equitable, professional, and timely manner; o Enhance the quality of life for the public and employees.


• Operate and manage each program’s budget and resources effectively and efficiently to carry out the mission statement while balancing the benefit / cost relationship.

• Manage risk to control insurance costs and exposure to liability. • Consider opportunities to minimize costs including partnerships and grants.

Internal Process Perspective:

• Maintain professional working relationships with co-workers and the public. • Promote a safe and healthy work environment where:

o Employees and volunteers feel challenged and rewarded. o Continuing education is promoted and recognized as essential to a

healthy and rewarding work environment. • Proactively review and implement program delivery enhancements in a

responsive, cost effective and efficient manner that is consistent with the program goals.

• Continue to encourage feedback from program users, volunteers, and staff to improve service quality.


• Encourage professional development for all staff through education and skills training to increase skill levels and knowledge, resulting in more effective and increased levels of service delivery.

• Encourage working partnerships and mentoring to learn from others and encourage a positive environment for learning.



Human Resources 2019 Initiatives:



• Assist staff in HR manners to promote maximum productivity.


• Deliver HR services in an efficient and effective manner.


• Practice positive proactive employee and labour relations.


• Assess and anticipate upcoming short term and long term employee and labour issues.

Conduct actions with respect, integrity and accountability.

• Practice positive proactive employee and labour relations.



• Work with employees and funders to maximize funding opportunities.


• Deliver programs in a responsible, cost effective, and efficient manner that is consistent with the program goals.

Provide safe and healthy services while delivering the best value.

• Lead the Occupational Health and Safety Committee.

• Continuing education is promoted and recognized as essential to a healthy and rewarding work environment.

Provide services in a safe manner. • Promote occupational Health

and Safety awareness. • Implement safety policies.


Retain and improve quality of life. • Be an employer of choice.




• Roll out Employee Engagement initiative.

• Facilitate partnerships and mentoring to learn from others, provide educational opportunities and promote education.


• Share information freely in an effort to improve efficiencies and build on positive employee relations.

Continuously seek to improve communication with and between member municipalities, First Nations and stakeholders.

• Host Interior Municipal Employer meetings.



• Provide HR support to management.

Close skill gaps for all employees.

• Arrange training session.


• Consistently treat others in a respectful, professional and confidential manner.

January 21, 2019 Department Plan: Bylaw Enforcement Services 38


2019 DEPARTMENT PLAN AND INITIATIVES Department: Corporate Services

Section: Bylaw Enforcement Services Bylaw Enforcement Services Section Mission Statement: Bylaw enforcement services will be provided in an effective and efficient manner for the service area public, in order to:

• Manage compliance with the bylaws and policies of the Regional District of Central Okanagan in a manner that respects individual and community needs.

• Promote a safe and healthy community and environment, specifically through prevention or reduction of incompatible uses or nuisances.


Customer / Taxpayer Perspective: Improve service quality, public image and awareness of services, and compliance by:

• Providing clearly defined services to our service areas. • Delivering the authorized services in a fair but firm manner. • Being sensitive to complainants and treating violators fairly and with respect. • Providing inspection and enforcement services in a professional and timely

manner. • Engage our citizens and improve our image and public awareness of services

through education and information. Financial Accountability Perspective:

• Operate and manage each program’s budget effectively and efficiently to carry out the mandate of the Regional Board.

• Manage revenue goals to ensure adequate cost recovery or contributions for enforcement actions.


• Keep all relationships in good standing to enable fair arrangements. • Continue to explore methods to improve service quality, efficiency and safety.


• Reinforce employees’ good attitude towards service by recognizing excellence. • Improve employees’ skills through external and on the job training.



Bylaw Enforcement Services 2019 Initiatives:

044 – Enforcement of Land Use, Sign, and Animal Control Bylaws Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Train relief bylaw enforcement officer to assist as necessary.


• Review bylaws for housekeeping issues and relevance to current issues.

Conduct actions with respect, integrity and accountability.

• Respond to bylaw enforcement complaints as resources permit.



• Respond to bylaw enforcement complaints as resources permit.

• Complete development of new bylaw enforcement software.

Provide services in a safe manner. • Review upgrades to communication system to ensure staff can effectively communicate while on the road.



• As these service responsibilities are shared between Development and Corporate Services, consistent, time-sensitive communication required. Inter-department staff meeting, as required.



• Train new staff as required.

Close skill gaps for all employees. • Cross-train Building Inspector & rural fire chiefs, where required.


046 – Dog Control Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Review bylaws for housekeeping issues and relevance to current issues (ongoing).

• Consider and implement Service Review recommendations


• Promote a vision that supports responsible dog owners in their efforts to enjoy their dog and hold dog owners accountable for the behavior of the dog.


• Participate in the provincial Bylaw Adjudication System.



• Promote early discount fee for licensing.


• Promote licensing app and improvements to on-line licensing.

• Continue upgrades to software (Vadim).

• Implement new bylaw enforcement software.


Maintain competitive tax rates. • As licensing increases, tax rates are being reduced.



• Promote service by attending public events such as Kelowna Block Party, SPCA PawsForCause.

• Develop and provide promotional material to educate dog owners in the benefits of a dog license.

• Hire two summer dog ambassadors to promote public awareness of service.


• Provide opportunity through department meetings to communicate new initiatives and procedures/policies

• Host public learning opportunity for responsible dog ownership. (



Close skill gaps for all employees. • Provide continuing education opportunities for staff, ie: handling of aggressive dogs, conflict resolution, court proceedings for MTIs.

115 – Enforcement of Noxious Insect Control Bylaws & 116 – Enforcement of Noxious Weed Control Bylaw Strategic Priority Strategic Objective Supported Department Initiative Strategic Priority #1: Provide Proactive & Responsive Governance


• Maintain one seasonal enforcement officer and one clerical position.


• Communicate early in the season with property owners who have ongoing/annual enforcement issues.


• Work with contractor to perform weed cuts where enforcement is required.

• Collaborate with SIR, BC Fruit Growers, Invasive Weed staff in other agencies to remain up-to-date on invasive insect treatment.



• Continue to apply for the FLNR Invasive Plant Grant, Invasive Plant Program, Ministry of Forests, Lands & Natural Resource Operations.


• The program is seasonal, operating from April-Sept.



• Continue to educate public on invasive weeds by attending community events (Fat Cat Festival, Kelowna Block Party and schools (weed pulls).




• Develop promotional material for the noxious weed program.

Continuously seek to improve communication with and between member municipalities, First Nations and stakeholders.

• Collaborate with BC Regional Weed Coordinators, the Invasive Plant Council and other provincial agencies on invasive plant management and education.



• Staff to attend provincial weed conference in February and annual meeting in the summer.

Close skill gaps for all employees. • Provide educational opportunities including attending LIBOA conference.

January 21, 2019 Department Plan: EDC 43


2019 DEPARTMENT PLAN AND INITIATIVES Department: Economic Development Commission Department Mission Statement:

VISION “A prosperous region, where smart growth complements its natural resources and amenities embracing new global economic and social change.”

MISSION “Working in partnership to facilitate a healthy, dynamic and sustainable community economy by supporting existing businesses and encouraging appropriate new business investment.”

VALUES The COEDC takes an objective and informed approach to research and evaluation while recognizing the relationship between economy, society, culture and environment. The Commission strives to work in the public interest and with all levels of government regardless of political affiliation. Strategic Department Goals:


• Continue to find ways to proactively respond to the needs of potential, new, and existing businesses to encourage and sustain economic growth.

• Ensure information provided is accurate, relevant and current to promote good service and a reliable public image.

• Promote the Economic Development Commission so that businesses and the public are aware of its purpose and services.

• Deliver services in a professional, timely, courteous and helpful manner. Financial Accountability Perspective:

• Operate and manage the program resources effectively and efficiently to carry out the mission statement while balancing the benefit / cost relationship.

• Since 2014 the EDC has leveraged over $445,000 in additional funds. (Federal, Provincial and program partnerships)

Internal Process Perspective:

• Maintain and seek out professional working relationships with private and public partners, locally, in Canada, and in other countries to attract and retain businesses and investment.

• Make improvements and seek feedback to improve services delivery and processes.

• Find new and effective ways to attract, retain, and enhance businesses, facilitate on behalf of business, and promote the EDC.

• Promote a safe and healthy work environment where employees feel challenged and rewarded.

January 21, 2019 Department Plan: EDC 44

Learning and Growth Perspective: • Encourage professional development for all staff through education and skills

training to increase skill levels and knowledge, resulting in more effective and increased levels of service delivery.

CENTRAL OKANAGAN ECONOMIC DEVELOPMENT COMMISSION

2019 OPERATIONAL PLAN

The Region’s Primary Business Resource | investkelowna.com

0 Draft until adopted by the Regional District Board, March 2019


Contents 2019 One Page Strategic Plan ................................................................................................................... 2

Executive Summary ................................................................................................................................... 3

Message from the Director ....................................................................................................................... 4

COEDC Advisory Council ........................................................................................................................... 5

Strategy Rationale ..................................................................................................................................... 7

Program Delivery ...................................................................................................................................... 9

Business Retention and Enhancement ................................................................................................. 9

Investment Attraction ......................................................................................................................... 19

Coordination & Connection ................................................................................................................ 27


2019 One Page Strategic Plan

Central Okanagan Economic Development Commission Strategic Plan Mandate: Working in partnership, to facilitate and encourage the development of a healthy and dynamic sustainable community economy by supporting existing businesses and encouraging new business investment within the Regional District of Central Okanagan.

Top Regional Priorities 1. Increase awareness and profile of the Central Okanagan

provincially/nationally/internationally as a destination for entrepreneurs, companies and skilled workforce

2. Enhance the environment for small and medium enterprise growth

3. Encourage economic growth in key sectors 4. Recruit and retain a skilled and stable workforce in the Central

Okanagan

COEDC’s Role to Achieve Priorities 1. Storytelling: Tell the business, research and career success stories

of local businesses, residents and institutions to raise profile of region

2. Primary Resource for Business: provide 1:1 expertise and connection to local businesses. Gather and disseminate economic climate data and identify business support gaps

3. Identify and communicate value proposition of key industry sectors for FDI, business development and talent attraction

4. Enhance Labour Market Literacy in region and identify opportunities to support workforce recruitment and retention

Top Initiatives in 2019

Completion InvestKelowna.com refresh Q2 Agriculture Asset Map Q3 2020-2025 Strategic Plan Q4 Central Okanagan Wage Survey Q4 Identification of Cascadia Corridor opportunities Ongoing Enhanced regional “storytelling” initiatives Ongoing Expansion of OYP Collective programming Ongoing

Metrics

2018 2019 Target

Businesses visited/engaged (#) 113 150 Ambassador packages distributed 500 300 Unique website visitors (#) 15,110 15,000 Inquiries (#) 11,759 7,000 Referrals B2B, service provider (#) 404 300 Community engagement presentations 57 50


2019 COEDC Operational Plan COEDC MANDATE

Working in partnership, to facilitate and encourage the development of a healthy and dynamic sustainable community economy by supporting existing businesses and

encouraging new business investment within the Regional District of Central Okanagan.

Executive Summary The Regional District of Central Okanagan’s Economic Development Commission (COEDC) is a service provided by the Regional District of Central Okanagan (RDCO), providing economic development services to the District of Lake Country, RDCO Electoral Area East, City of Kelowna, City of West Kelowna, Westbank First Nation, District of Peachland and RDCO Electoral Area West. The COEDC reports on its activities to the Regional District of Central Okanagan Board of Directors through quarterly reporting and annual reporting mechanisms. The publically available 2019 Operational Plan outlines the Commission’s objectives, challenges and tactics developed to capitalize on the Region’s economic opportunities within three primary programing streams– Business Retention & Enhancement, Investment Attraction and facilitating Coordination & Connection.


Message from the Director

Dear Central Okanagan Community,

As Director of a regional function, you will often hear me say that the Central Okanagan Economic Development Commission seeks to “widen the pie” of economic prosperity in the Okanagan. That sentiment was strong in 2018 as the COEDC continued to strengthen relationships with our partners in local, provincial and federal government, post-secondary

institutions, community stakeholders, and local industry. As a region, the Central Okanagan continues to be one of the fastest growing and most diverse local economies in Canada. The region’s culture of collaboration and partnership is a key ingredient in that growth.

The Central Okanagan is not only experiencing record population growth, we are outpacing the province in growth of businesses by employee size, with businesses of 20-49 employees growing at more than double the provincial average. In 2018, examples of the region’s growth are demonstrated throughout the increased economic impact of multiple industries and economic indicators including technology enabled businesses currently contributing $1.67 billion to the regional economy, 18% of BC’s Aerospace Companies located in the Central Okanagan and the region serving as a hub for Agricultural Research and Innovation.

As the Region’s Primary Resource for Business, the COEDC is proud tell the story of the region’s growing economy and businesses through resources like the 2018 Economic and Industry Profiles, sector studies in aerospace, agriculture, technology and more.

With the economic growth we are experiencing comes challenges, from space constraints to global talent shortages to infrastructure pressures. In 2019, the COEDC will continue intensive outreach to our business community to identify pressures and connect to resources. In this Operational Plan you will see enhanced workforce development initiatives, business development programming to help local industries capitalize on global opportunities and prepare for a changing business landscape and a new 2020-2025 Strategic Plan to guide the Commission’s activities into the next era of economic prosperity in the Central Okanagan.

On behalf of the COEDC team, we look forward to continuing to serve the Central Okanagan as the region’s primary business resource.

Best Regards,

Corie Griffiths

https://www.accelerateokanagan.com/community/economicimpactstudy2016/

https://www.investkelowna.com/application/files/6315/3419/4995/Manufacturing_-_Aerospace_Sector_Profile.pdf

https://www.investkelowna.com/application/files/6315/3419/4995/Manufacturing_-_Aerospace_Sector_Profile.pdf

https://www.investkelowna.com/application/files/6715/3419/4995/Agriculture_-_Viticulture_Sector_Profile.pdf

https://www.investkelowna.com/application/files/6715/3419/4995/Agriculture_-_Viticulture_Sector_Profile.pdf

https://www.investkelowna.com/resources/


COEDC Advisory Council In addition to the Regional District of Central Okanagan Board, to which the COEDC is fully accountable, the COEDC utilizes the expertise of a 40+ member advisory council that includes representatives of business associations, local government, and key industry leaders of Agriculture, Advanced Manufacturing, Professional Services, Construction & Development, Technology and Tourism. The Advisory Council acts as a conduit of community and business information, providing staff with the ability to identify tactics, activities and partnerships in order to facilitate a healthy, dynamic and sustainable community economy.

Directors Serving on the Executive Lynn Heinrich, Chair Brad Klassen, Vice Chair David McDougall, Past Chair Alex Greer Mike Checkley Raghwa Gopal Aura Rose Terry Edwards

Directors Representing Industry Sectors

Jeremy Burgess Pushor Mitchell LLP, Lawyer Professional Services/Law Scott Butler Highstreet Ventures, President Construction/Development James Calissi Calissi Farms, Owner Agriculture Mike Checkley QHR Technologies, President & CEO Health Care/Technology Terry Edwards Decisive Dividend Corporation, Director & COO Professional Services/Manufacturing Alex Greer Adaptive Ventures Inc., Founder and Principal Technology/Manufacturing Lynn Heinrich Sun-Rype, Business Dev. & Marketing Mgr USA Manufacturing/Communications Sharon Hughes-Geekie Bayshore Home Health, Area Director BC Interior Health Care Keith Inman Pushor Mitchell LLP, Lawyer Professional Services/Law Peter Jeffrey Okanagan Peer Mentoring Group, President Manufacturing Dr. Douglas Kingsford Interior Health, CMIO & EMD Health Care Brad Klassen Troika Management Group, CFO Construction/Development Chris Lapointe North Sands Logistics, Principal Aerospace Janice Larson Muse&Effect Consulting Professional Services/Life Sciences David McDougall Blenz Coffee, Founder and Principal Small Business & Manufacturing Karen Olsson Atomic47 Labs, CEO Technology Aura Rose House of Rose Winery Agriculture Michael Zuk RBC Dominion Securities Professional Services/Financial Svc

Ex-Officio Directors Representing Local Government

BC Ministry of Forests, Lands, Natural Resource Operations, & Rural Development

Regional Manager Thompson Okanagan Region Myles Bruns

District of Lake Country Manager of Community Systems Jamie McEwan

City of Kelowna Director of Business & Entrepreneurial Development

Robert Fine

Westbank First Nation Manager of Economic Development Mandi Carroll


City of West Kelowna Economic Development Officer John Perrott

District of Peachland Planning/Economic Development Technician Matt Faucher

Local Government Appointees

District of Lake Country Councillor Cara Reed (Alternate Bill Scarrow)

City of Kelowna Councillor Ryan Donn (Alternate Mohini Singh)

Westbank First Nation Councillor Fernanda Alexander (Alternate Tom Konek)

City of West Kelowna Councillor Jayson Zilkie

District of Peachland Councillor Mike Kent

Regional District of Central Okanagan Central Okanagan East Director Mark Bartyik

Ex-Officio Directors Representing Partner Organizations

Accelerate Okanagan Raghwa Gopal, CEO (Alternate Brea Lake, Operations Manager)

Business Development Bank of Canada Steve North, Business Centre Manager

Community Futures of the Central Okanagan Larry Widmer, Manager

Greater Westside Board of Trade Calvin Barr, Vice President

Kelowna Chamber of Commerce Carmen Sparg, President (Alt Dan Rogers, Executive Director)

Kelowna International Airport Sam Samaddar, Airport Director

Lake Country Chamber of Commerce Holger Nierfeld, Vice-President

Okanagan Centre for Innovation Kelsey Helm, Director at Wheelhouse

Okanagan College Phil Ashman, Central Okanagan Regional Dean

Peachland Chamber of Commerce Greg Sewell, Director (Alt -Patrick Van Minsel, Manager)

Tourism Kelowna Jennifer Horsnell, Director of Bus Devl (Alt Thom Killingsworth)

University of British Columbia-Okanagan Phil Barker, Vice-Principal Research Okanagan

University of British Columbia-Okanagan Nicole Udzenija, Director – Campus Initiatives

Women’s Enterprise Centre Laurel Douglas, CEO (Alternate, Sandra Bird)


Strategy Rationale

The programs and initiatives within the 2019 Operational Plan are derived from and consider several guiding strategies and align with strategic priorities set by the Regional District of Central Okanagan and member municipalities and governments. Key guiding documents include the Regional Growth Strategy, Aerospace Core Competency Study, Growing in the Okanagan – 2020 Labour Market Outlook and its corresponding HR Implementation Plan and the Economic Opportunities to 2020 Strategy for the Central Okanagan Region.

Further to the guiding documents listed above, the COEDC will undertake a comprehensive strategic planning process in 2019 resulting in the 2020-2025 COEDC Strategic Plan, a document which will crystalize regional opportunities and guide the vision of the COEDC to 2025.

http://www.regionaldistrict.com/your-services/planning-section/regional-growth-strategy.aspx

http://blog.investkelowna.com/application/files/5815/1137/6764/Central_Okanagan_Aerospace_Core_Competencies__Nov_2017.pdf

http://www.investkelowna.com/sites/default/files/uploads/growingintheokanagan_labourmarket2020.pdf

http://www.investkelowna.com/application/files/4714/8097/7317/HUMAN_RESOURCE_STRATEGY_AND_IMPLEMENTATION_PLAN.pdf

http://www.investkelowna.com/sites/default/files/uploads/economic_opps_to_2020_report.pdf


Program Delivery The COEDC programs and services are centered under the following three programming streams: Business Retention & Enhancement, Investment Attraction and facilitating Coordination & Connection. Some programs meet objectives that fall under multiple programming streams.

Business Retention and Enhancement

Photo Credit: District of Lake Country

The Central Okanagan region has long been a hotspot for entrepreneurial activity in British Columbia and Canada. With a collective attitude and culture that fosters entrepreneurship, a robust ecosystem of entrepreneurial support organizations and established infrastructure, the number of small and medium businesses thriving in the region continues to grow.

As the Central Okanagan businesses grow, the most commonly cited barrier to growth is access to skilled workers. A recent Business Development Bank of Canada report indicated that 39% of Canadian businesses are currently experiencing challenges recruiting and retaining workers. The COEDC’s business outreach confirms that our region is following national trends with 41% of the region’s businesses experiencing labour market challenges. Furthermore, according to BDC, the forecasted growth rate of the national labour force over the next 10 years is 0% when retirements are taken into account. As labour shortages impact the local, national and global economy, the COEDC will continue to develop and support retention and recruitment initiatives to foster the development of a strong local workforce.

https://www.bdc.ca/en/about/mediaroom/news_releases/pages/labour-shortage.aspx


Business retention and enhancement is an economic development best practice and the most resource efficient method of job creation. The COEDC follows best practice models and takes a collaborative approach to business retention and enhancement by partnering with multiple levels of government, post-secondary and business service providers to provide programming that supports the local business community, including extensive business outreach and one on one expertise and assistance.

Business Retention and Enhancement Program

Objectives: • Connect with Central Okanagan businesses to gather industry intelligence

and identify barriers and opportunities for business in the region • Collect and communicate workforce needs of the business community with

post-secondary institutions • Develop industry sectors with regional economic significance or high growth

potential

Program & Tactics Outcomes Measurement

Guidelines Business Outreach Conduct up to 150 1:1 in-depth site visits to businesses in the region with a focus on gathering local business intelligence, connecting businesses to resources and identifying and communicating business needs. 2019 priorities include:

• Aerospace • Agriculture • Emerging industries e.g. cannabis, tech-

enabled • Growth stage businesses • Manufacturing

• Direct connection with

businesses in the region

• Increased industry intelligence for key economic sectors

• Connect industry with relevant COEDC programs. Ex: Connector, OYP Collective, Export Development

• # of site visits

• # of connections

between businesses

• # of referrals to business service providers and multiple levels of government support

• # of businesses

receiving follow-up one-on-one


Collect business intelligence on the above key industry sectors that can be used for future programming for the Commission. Act as a conduit to connect businesses with information and support at the Provincial and Federal level i.e. BC Trade & Investment Reps, Trade Commissioners Service, trade agreement information. Identify businesses that require on-on-one assistance and connect them to support agencies and programs. Identify training and workforce needs to communicate to post-secondary institutions, while disseminating labour market information and awareness through one-on-one contact with employers.

• Improved connections between employers and training institutions and alignment of skills training with employer needs

• Improved connectivity

within industries, both B2B and between businesses and industry associations

assistance

Objectives: • Collect, communicate and promote the Central Okanagan business climate • Collect and communicate workforce needs of the business community with

post-secondary institutions • Connect businesses to support agencies and government programs • Identify businesses requiring one-on-one assistance • Connect businesses with one another to promote cross-collaboration

Program & Tactics Outcomes Measurement Guidelines

Small Business Walk

Use Business Walk data to improve business retention and enhancement programing within the region Help businesses maximize use of programs/services available to them that support growth

• Increased regional data – understanding of gaps and opportunities

• Increased availability of data regarding workforce needs/challenges -

• # of partnerships

• # of business visited

• # of businesses receiving follow up one-on-one assistance


Connect businesses within region that could potentially collaborate with one another Coordinate response to businesses surveyed requiring follow up A component of this program to include focus on Human Resources and Workforce Development, including enhanced relationships between industry and post-secondary institutions

understanding of workforce gaps and training opportunities

• Improved regional

cohesion

• Increased connectivity of businesses within the region

• Stronger engagement with business leaders

• Increase in # of businesses receiving assistance

• # of cross referrals

between businesses with agencies providing support services to small businesses

• Creation of initiatives/projects

• Web and social media counts

• Volume of media coverage

Objectives: • Increase awareness and profile of the agriculture and agri-foods sector in

the region and enhance connections among businesses • Disseminate agriculture sector intelligence • Provide one-on-one assistance to farmers and agriculture-related businesses


Guidelines Agriculture & Agri-Tourism Program Conduct 12-15 one-on-one site visits to Central Okanagan farms, inviting municipal representatives and/or appropriate stakeholder representatives (i.e. Tourism Kelowna, Ministry of Agriculture) to attend and work with operators on any follow up Schedule and conduct 1-2 agriculture/business development events. One of the events will have a regional focus aimed at aligning RDCO EDC agricultural activities with provincial and

• Provide relevant

information to the agriculture sector

• Improved connection between agriculture businesses and service providers in region

• Increased industry

intelligence for the

• # of participants

• Feedback from

participants

• Data collected from site visits

• # of referrals to

service providers


municipal government goals and objectives for agriculture.

Create 8-10 written profiles on Central Okanagan farm operators &/or food processors to raise profile of agriculture in the region Ensure COEDC presence at 2-4 industry events

agriculture sector

• Communication of industry intelligence / needs

• Increased awareness of

agriculture as a viable business in the region

• # of one-on-one follow up requests


Guidelines Agriculture Asset Inventory See page 22


Guidelines Craft Beverage Sector Support Implement select tactics identified in the 2018 Craft Beverage Study, including: working with partners to create Craft Beverage Startup How-to Guide/Checklist to assist new market entrants in navigating regulatory and business environment and providing industry intelligence and data to partners, including Okanagan College’s Technology Access Centre for Fermented Beverages application.

• Increased resources

available to new and existing craft beverage producers

• Increased connectivity

to industry

• Guides produced

• # of new businesses accessing resources

• # of partners engaged


Objectives: • Increase understanding of labour market conditions in the region including

labour demand, skills under pressure and compensation practices • Identify and publish HR & workforce development challenges in the region • Identify skill training gaps and communicate with post-secondary and

training institutions • Develop HR and recruitment tools for employers


Guidelines Real-time Labour Market Intelligence Obtain and disseminate quarterly aggregated local hiring demand data. Identify in demand occupation classes, industries, educational requirements and skills and “snapshot” of active labour market. Increase understanding of the region’s labour market by leveraging data analytics.

• Increase in information

available to address employer recruitment challenges and local unemployment numbers

• Increased understanding of the labour market in the region among partners/stakeholders

• # of quarterly

reports issued

• # of partners utilizing data to improve programming (post-secondary, government, industry associations etc.)


Guidelines Central Okanagan Wage Survey Explore potential partnerships and funding mechanisms to conduct Central Okanagan Wage Survey. Project to include comprehensive survey of Central Okanagan businesses to increase understanding of local compensation practices across a variety of industries and business sizes.

• Increased regional

understanding of compensation practices across industries

• # of partners

• # of businesses

surveyed


Partner and Funding Dependent

Objectives: • Increase awareness of career and lifestyle opportunities through content

creation/storytelling. • Increase connection between UBC Okanagan and Okanagan College students

and external community. • Increase retention of young professionals, recent graduates and newcomers

through facilitated professional network building


Guidelines Okanagan Young Professionals Collective (OYP) The OYP supports the attraction and retention of a skilled workforce in the region through fostering a culture for young professionals, workforce development initiatives and engagement with post-secondary. The OYP works to achieve its mandate in three streams with distinct deliverables: Community Cultivation, Student Liaison and the Connector Program. Community Cultivation Creation and execution of storytelling strategy aligned by “verticals” including industry sectors (manufacturing/aerospace, agriculture/viticulture, film/animation/digital media, health care, ICT), diversity, arts & culture, social impact sector, mental health, lifestyle & social integration. Strategy to include:

• 15-20 pieces of original content (blogs, interviews, videos) showcasing career paths/opportunities in the region profiling real Central Okanagan residents and businesses according to storytelling strategy

• monthly newsletter featuring relevant information and events for young


professional opportunities for young professionals in the region

• Increased capacity of

young professional groups in the region

• Increased retention of

students of post-secondary institutions

• Development of strategic partnerships with industry associations, regional stakeholders and community groups

• Business growth through retention and attraction of skilled workforce

• # of jobs attained by

post-secondary graduates as a result of OYP tactics

• # of successful

retention and relocation stories

• # of partnerships

and collaborations • # of Facebook likes,

twitter followers, COEDC/OYP newsletter subscribers

• # of connections • % of population

growth

• # of new residents, graduates and young professionals


professionals • social media strategy with regular posting

schedule • review of OYP Collective pages on

investkelowna.com site Foster connections through community engagement including acting as a conduit for new and existing young professionals and develop and maintain relationships with young professional groups and community organizations in the region

Student Liaison Activities to include:

• Establish and/or maintain OYP Collective presence at on-campus events i.e. Homecoming, Orientation, Graduation events etc.

• Organize and host external events to bring students off campus

• Act as a conduit and provide information and resources to students looking to connect to external community

• Develop/maintain relationships with alumni associations, career services, co-op, ENACTUS and other on-campus groups/departments, and host 1-2 roundtables per year.

Connector Program Match young professionals, recent graduates and newcomers and spouses/partners of new residents (connectees) with well-networked local employers, civil servants and community leaders (connectors) based on industry experience, professional backgrounds and sector of interest. Hold 2-3 roundtables and/or networking opportunities aimed at maintaining engagement of Connectors, Connectees and partners.

• Improve retention and integration of young professionals, recent graduates and newcomers to the region by facilitating accelerated access to networks

connected (connectees)

• # of connectors • # of connectees that

find employment as a result of the program



Guidelines Innovation Generation Challenge Partner with Central Okanagan Public Schools on iGen Challenge, a program which promotes an entrepreneurial and innovative mindset by creating opportunities for middle and secondary school students to build viable businesses.


entrepreneurship as a career option and promotion of entrepreneurial mindset

• Development of relationships between COEDC, Central Okanagan Public Schools, local employers and students

• Amount of sponsorship $

• # of partners participating as sponsors and/or judges

• # of student teams

participating

• Ongoing businesses created

Objective: • Provide expertise and guidance to export ready businesses

• Create business guidance informational sessions as one resource to increase export readiness


Guidelines Export and Business Development Provide export related expertise & one-on-one support to up to 20 export related businesses. Facilitate international trade opportunities with government & partners. Partner with Global Affairs Canada and Trade and

• Support businesses in

developing or strengthening global markets & trade

• Increased capital for

growth sectors

• # of businesses

engaged

• # inquiries

• # B2B matches


Invest BC to promote new funding sources, trade agreements and export opportunities. Facilitate 1-2 business enhancement sessions targeting business development topics as well as sector-specific sessions in partnership with community stakeholders.

Ex: Succession Planning, Industry 4.0, Financing Resources, China Business Roundtable, etc.

• Increase in exports and

growth in exporting companies

• Support growth by

providing start-up and business guidance

• Increased

understanding of business or sector gaps and opportunities

• Ability to address barriers more quickly and facilitate tools for growth and expansion

• Strengthened role as a credible source of information on the local economy

• # B2C matches

• # trade initiatives, programs and delegations

• # of existing exporters ready to enter new markets

• # of session

attendees


Investment Attraction

Image courtesy of KF Aerospace

Over the past several years, the Central Okanagan region has benefited from increased awareness of the Okanagan region and strong Canadian brand presence internationally. The COEDC continues to promote awareness of the region to domestic and international audiences while leveraging relationships with Provincial and Federal agencies including BC Trade & Investment and Global Affairs Canada Trade Commissioner Service to increase connectivity to international markets. The development of the University of British Columbia’s Innovation Precinct and Learning Factories presents a significant opportunity for innovation-driven companies to access the extensive R&D capabilities of the university to accelerate growth. The Innovation Precinct combined with other recent and planned developments and partnerships including but not limited to the Okanagan Centre for Innovation, regional participation on the Digital Technology Supercluster and the Cascadia Corridor partnership are elevating the attractiveness and competitiveness of the region as a destination for top companies and skilled workforce. A major factor in a company’s location decision is access to skilled workforce. Retention and recruitment of human capital is not only regarded as a best practice tool in economic development but also a key element for any community to compete in the global marketplace. By implementing targeted strategies that centre on workforce development, communities not only enhance competitiveness in attracting talent but also companies.

https://ubcinnovationprecinct.ca/


Investment Attraction Program

Objectives:

• Identify opportunities for attraction of foreign direct investment and skilled workforce from domestic and international markets

• Build and strengthen strategic partnerships to increase awareness and profile of the Central Okanagan


Guidelines 2020-2025 Strategic Plan Develop Economic Base Analysis of Central Okanagan region including regional competitiveness and trend analysis, and value proposition Identify opportunities based on base analysis and in alignment with existing guiding documents including the Regional Growth Strategy, local government strategic plans and provincial and federal long term strategies. Create high level Road Map and detailed Action Plan defining short, medium and longer term objectives with associated performance metrics in alignment with existing operational resources

• Increased ability to

capitalize on provincial, federal and global opportunities and trends

• Defined action plan and performance metrics to guide long-term activities

• Improved clarity of regional value proposition and opportunities

• Completion of

strategic plan


• # of tactics

identified


Guidelines Cascadia Corridor Partner Explore opportunities to leverage enhanced partnerships in the Cascadia Corridor (BC, Washington, Oregon). Facilitate connections and deepen


the Central Okanagan provincially and in the Pacific Northwest

• # of partners

• # of meetings

facilitated


relationships with local, provincial and US partners in the Pacific Northwest including UBC Okanagan, Accelerate Okanagan, BC Trade and Investment and local economic development agencies in Washington and Oregon. Specific opportunity areas include viticulture and wine, aerospace and the UBCO digital learning factory.

• Increased opportunity for local companies to access US markets and investment

• Attraction of FDI and

human capital from the Pacific Northwest


Guidelines Agriculture Asset Inventory Develop an Agriculture Asset Inventory to establish baseline knowledge of the agricultural and food-processing ecosystem in the region and identify opportunities for investment attraction. Report to include detailed information such as: research infrastructure, funding supports, key individuals (research and expertise) and accelerators/incubators at the regional level. This project will increase knowledge of the agriculture and food processing ecosystem to communicate the region’s value proposition to FDI targets. The project objective is the creation and broad distribution of an asset inventory and report of the Agriculture and Agri-food Sector of the Okanagan Valley

• Enhanced knowledge

of the existing agricultural and food-processing sector

• Identification of value proposition for investment attraction in the sector

• Retention and expansion of sector in the region

• Final report issued

• # partners engaged

• # of downloads



Guidelines In-Market Activities Explore partnerships (industry, post-secondary, multiple levels of government) and best use of resources to engage in in-market activities in target markets for attraction of investment and human capital. Key target markets include Toronto and European markets. Partnership and Funding Dependent

• Enhanced relationships

and alignment of resources with industry and stakeholders


Central Okanagan • Attraction of

investment and human capital to region

• # of partners

engaged • # of strategic

opportunities identified

• # of attraction leads

identified

Objectives: • Contribute to the growth of the tech-enabled businesses in the Central

Okanagan • Promote the region as a destination for entrepreneurs, skilled workforce,

students and families


Guidelines Accelerate Okanagan Partner Align with Accelerate Okanagan strategies to drive growth in tech-enabled companies and start-ups across sectors. Partner with Accelerate Okanagan in promotion and marketing efforts to position the Central Okanagan as a prime destination for domestic and international entrepreneurs and skilled workforce. Leverage and promote Accelerate Okanagan events and initiatives and facilitate Okanagan presence at local and outbound conferences and events.

• Improved climate for

start-ups in the region

• Growth of local tech-enabled companies

• Attraction of tech-

enabled companies and divisions to the region

• Increased impact and

leveraging of economies of scale through

• # of leads/referrals

generated

• # of entrepreneurs locating to the region

• # of job postings filled

• # of events


alignment of priorities


Guidelines OKGN Angel Summit Provide support for Accelerate Okanagan’s pilot OKGN Angel Summit, an investor-led training program designed to raise awareness of angel investing and increase access to capital for local early-stage startups.

• Increase amount of

capital being deployed locally by investors

• Increased access to capital for local startups

• # of investors

participating

• # of startups participating

• Capital deployed


Guidelines Expat Recruitment in International Markets Target Canadians in international markets that can bring expertise and investment resources to the region. Tactics and activities to include digital marketing and creation/maintenance of assets and resources

• Attraction of entrepreneurs, investors and talent to the region

• Increased investment

capital to support local start-ups and companies

• Increased number of

business leaders in the region

• # of inquiries as result of activity

• # of entrepreneurs relocating to the region

• # of capital invested

by Expats in the region


Guidelines Partnership with Okanagan Film Commission Partner with Okanagan Film Commission to facilitate an Okanagan presence at industry

• Attraction of skilled workforce, companies

• # of events hosted/attended


events, generate B2B connections and recruit skilled workforce. Work with targeted gaming and animation businesses currently located in Vancouver and Toronto to pitch the Okanagan for relocation/expansion Provide in-kind support to initiatives to develop studio space and other film industry assets in the Okanagan.

and investors to the region

• Increased film and

animation activity and investment in the region

• Increase profile and

awareness of region nationally and intentionally

• # of skilled

workforce relocation leads

• # of investment attraction leads

• # of film production

activity in the region

Objectives: • Promote business/career opportunities in the Central Okanagan • Increase the profile of the Central Okanagan as a place for skilled

workers, businesses and families seeking to relocate from within Canada and abroad


Guidelines InvestKelowna.com Refresh Update the region’s primary FDI tool, InvestKelowna.com, to improve functionality and ease access to resources.

• Improved access to

COEDC and partner resources and information

• Enhanced marketing of the region

• Website traffic • # of resource

views/downloads


Guidelines Regional Promotion Assets Continue to develop, maintain and distribute COEDC resources with enhanced content and relevant information for the attraction and

• Increased awareness

of Central Okanagan in targeted markets

• Website traffic

• # of inquiries


retention of skilled workforce and companies to the Central Okanagan region. Assets include but are not limited to:

Regional Information and Promotion • Central Okanagan Economic Profile • Industry Profiles • How Does the Okanagan Compare

infographic • Quarterly Economic Indicators • Agriculture Profile • Business Resources & Financing Guides • Social Media • InvestKelowna.com • Make It Here assets • Agriculture Asset Inventory

• Increased knowledge

of region’s assets and competitive advantages

• Enhanced information available for site selectors, skilled workforce and other target markets

• # of investment

prospects

• # of site selection inquiries

• # of downloads COEDC reports/resources

• # of blog posts and web content


Guidelines Tourism Kelowna Business Events Strategy Provide in-kind support to and partner with Tourism Kelowna initiatives to promote the Central Okanagan as a destination for business events and other major events increasing the profile of the region. Provide expertise in the development of an industry sector strategy to attract events

• Enhanced recognition

of the Central Okanagan domestically and internationally

• # of sector strategies published

• # of events/meetings hosted in the region


Guidelines Okanagan Innovation Summit/Workshop Host Okanagan Innovation Summit in partnership with UBC Okanagan and Accelerate Okanagan. Summit to highlight developments

• Increased awareness

of innovation in the Central Okanagan to

• # of participants

from local industry


in advanced manufacturing, identify opportunities to connect local industry and stakeholders to multi-national partners, and introduce technology solutions to partners.

provincial, national and international partners

• Increased connectivity to local industry and investment from multi-national corporations

• # of delegates from outside the Okanagan

• # of connections made

Objective:

• Work collectively to increase knowledge of the Central Okanagan as a place for investment in the global marketplace


Guidelines Okanagan Valley Economic Development Society (OVEDS) Actively participate in the OVEDS to identify projects to collectively market the Central Okanagan as a place for investment. Including tactics and activities supporting:

• Trade show partnership e.g. ICSC • Human Capital recruitment initiatives

• Increased Okanagan

presence in targeted markets

• Increased knowledge

of region’s assets and competitive advantages

• # of projects

• # of web counts

• # of investment

prospects


Coordination & Connection

Photo Credit: Accelerate Okanagan

The COEDC is often the first point of contact for domestic and international businesses, governments, investors and individuals seeking information about the Central Okanagan. Acting as a catalyst, a conduit and connector, the COEDC brings businesses, organizations, government and the community together for projects and initiatives that benefit the region’s vitality and economic well-being. In addition to aligning with the Regional Growth Strategy, local government economic development strategic plans and COEDC strategies and reports, the COEDC leverages its Advisory Council and engages directly with community and business leaders to gain a better understanding of the region’s challenges and opportunities, and develop programs and services that facilitate sustainable economic growth.


Coordination & Connection

Objectives: • Facilitate increased cohesion among economic development organizations,

business service providers and the private sector in the region • Support and enhance capacity of municipal economic development

functions and partner organizations • Positively impact the ability for businesses to grow and sectors to connect in

the Central Okanagan


Guidelines Regional Growth Strategy - enhance awareness and support priority project plan(s) Align COEDC with RGS Priority Projects Plan by providing input and expertise as appropriate. RDCO RGS 2019 priority projects include Regional Flood Management Plan, Regional Planning Lab and Regional Housing Strategy. Ensure COEDC projects feed into future regional priority projects as appropriate, for example, alignment between the 2019 Agriculture Asset Inventory (pg 22) and Regional Agricultural Strategy, a 2020 RGS priority project.

• Identification of cross-

collaboration opportunities

• Increased information sharing between communities

• # projects in

alignment

• # of cross-collaboration opportunities identified


Guidelines Account Management System – Economic Development Organizations (EDO) Maintain database of local businesses and

• Cohesive economic

• # of businesses


information gathered through business outreach. Publish business intelligence ascertained from aggregated business outreach surveys. Continue to host and provide member local government staff (EDO’s) with support and licensed use of regional account management system to record and maintain a database of site visitations and business walk information.

development delivery

• Support increased capacity to each local government’s Economic Development function or service

• Recognition of areas of opportunity and how to effectively address at local level

• Enhanced understanding

of business community in region

• Database containing

detailed info for businesses in Central Okanagan

entered in account management database

• Consistent use of account management software by EDO


Guidelines Identify and support local government economic development priorities Facilitate quarterly meetings with member local government Economic Development Officers with the purpose of aligning priorities, avoiding duplication of services and leveraging resources.

• Identification of cross-

collaboration opportunities

• Increased information sharing between communities

• Identification of

economic development program and service gaps

• # of EDO’s attending

meeting

• # of cross-collaboration opportunities identified



Guidelines Recognize and celebrate the Okanagan Syilx culture Partner with Westbank First Nation on initiatives and communications recognizing the culture, contribution and community of the Syilx people, who have inhabited the region for thousands of years. Activities to include providing support to the 2019 Indigenous Tourism Conference and working directly with WFN economic development manager and commission to identify appropriate partnership opportunities.


Syilx culture and history in the region and externally

• Continued strengthening

of relationships between RDCO/COEDC and WFN

• # of meetings held

• # of initiatives

identified

• Content shared


Guidelines Business Service Provider Roundtables Facilitate 1-2 roundtable sessions for business service providers to share information, trends, opportunities and programs and services available to local businesses.

• Increased knowledge of

business service providers’ programs available to the community

• Increased cross-referrals

and collaboration between service providers

• # of roundtables

• # of business service providers participating at roundtable

• # of referrals



Guidelines Air Service Development Work in partnership with Kelowna International Airport (YLW), Tourism Kelowna, Thompson Okanagan Tourism Association (TOTA) and other community stakeholders and participate as an active member of YLW’s route development task force. *Note that several of COEDC’s projects in domestic and international markets are in part developed to support existing and incoming air route development. i.e. Toronto, Calgary, US markets

• Increased and/or more

effective infrastructure/air service

• # of increased air

access/routes

• # of assets developed

• # of pitch packages


Guidelines Municipal Economic Development Committee Advisor Hold ex-officio position on economic development committees at member municipalities/governments. Provide regional perspective and keep committees informed of economic initiatives at regional level to increase awareness, leverage resources and facilitate alignment.

• Increased sharing of

economic development knowledge and expertise

• Identification of opportunities for collaboration between communities

• Identification of gaps or overlap in economic development initiatives

• # of committees

• # of opportunities

identified



Guidelines Regional Coalition of Marketing Assets Bring together various groups involved in promoting/marketing the Okanagan region to increase alignment in messaging and leverage platforms. Partners include but are not limited to: Accelerate Okanagan, Tourism Kelowna, Chambers of Commerce, local government economic development functions, UBC Okanagan, Okanagan College

• Increase effectiveness of

individual marketing campaigns

• Share/leverage financial and human capital resources to enhance marketing campaigns

• Increase awareness of Okanagan region in target markets

• # of assets/campaign

created

• # of audiences reached

• # of inquiries


Objectives: • Inform partner organizations and the business community of range of

COEDC programs and services • Develop awareness of economic climate in the region through various data

delivery mechanisms


Guidelines Publications & Resources Develop, maintain and distribute targeted publications and resources including but not limited to the following:

Regional Information and Promotion • About Us info sheet • Business Resources & Financing Guides • Social Media


regional economy, growth sectors and needs of the business community

• Identification of the

region’s business

• # of unique visitors

• # of inquiries

• Web and social

media counts

• Volume of media


• InvestKelowna.com 2019 refresh • Agriculture Asset Inventory

Economic Climate • Quarterly Economic Indicator report • Collated economic climate slides • Dissemination of current economic

climate data

Workforce Development • Make It Here branding and assets • Labour market information • Central Okanagan Wage Survey

attributes and assets

• Outflow of communication and information resources for people & businesses

• Enhanced ability to

respond to inquiries from domestic and international markets

coverage

• % of newsletter distribution growth

• # of downloads


Guidelines Storytelling Strategy Develop and execute storytelling strategy to create, support and distribute content with objective of supporting business recruitment efforts, raising profile of region for investment, assist local stakeholders increase knowledge and awareness of local success stories. Identify storytelling themes/verticals e.g. careers, industry sectors Utilize Advisory Council expertise in industry sectors and position council members as local sector thought leaders.

• Increase profile of

region’s business and career opportunities

• Strategy developed

• # of content pieces

created

• # of content pieces shared

• Website/blog traffic • Requests for use


Guidelines Economic Climate Awareness Sessions & Community Engagement Sessions Deliver presentations on the economic climate


• # of presentations


of the region to businesses and organizations interested in learning more about the current state of the Central Okanagan’s economy.

Deliver presentations on mandate of the COEDC and updated programs and services for 2019 to staff and councils of member municipalities/governments (Lake Country, Kelowna, West Kelowna, Peachland, Westbank First Nation), business service organizations and key stakeholders. Create digital and print communication tools to increase awareness of COEDC initiatives and share economic climate information.

Facilitate opportunities for municipal and economic development staff to co-present with COEDC.

2019 goal: a minimum of 25 predetermined presentations to targeted stakeholder groups and up to 25 additional presentations as requested by the community.

economic climate and trends of the region

• Identification of the

region’s key economic drivers and competitive advantages

• Increase in stakeholders’

ability to service clients

• Increase awareness of COEDC programs

• Facilitate the COEDC as the first point of contact for inquiries

• Engaged partners

• # of inquiries

resulting from presentations

• Web and social

media counts

• % of newsletter distribution growth


Guidelines Team-to-Team and Exec-to-Exec Roundtables Facilitate team-to-team and/or exec-to-exec roundtable meetings between COEDC staff and/or advisory council executive and key partner organizations based on strategic priorities. Including but not limited to:

• Westbank First Nation Economic Development Committee

• Thompson Okanagan Tourism Association


COEDC and partner programs and priorities at a staff and executive level

• Increased opportunity

for strategic partnerships and synergies between organizations

• # of partner

roundtables • # of opportunities

identified

• # of referrals generated


• Tourism Kelowna • YLW Senior Leadership/ Air Service

Committee • Okanagan College Regional Advisory

Committee • UBC Okanagan Senior Leadership team • Business Development Bank of Canada • Chambers of Commerce and Business

Improvement Areas • Industry Associations i.e. CHBA, SICA,

Young Agrarians, CME

• Recognition of regional trends and opportunities

• Reduction of service duplication

The COEDC thanks our active partners for continued support and collaboration in fostering a healthy and dynamic sustainable economy in the Central Okanagan.

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