powell river economic development strategy

Powell River Economic Development Strategy [1]

Powell River Economic Development Strategy

September 18, 2015

Presented to: Prepared by: City of Powell River Lions Gate Consulting City Hall MacGregor Building 207-2902 West Broadway 6910 Duncan Street Vancouver, British Columbia V6K 2G8 Powell River, British Columbia V8A 1V4 604.733.5622 [email protected]

mailto:[email protected]�

Powell River Economic Development Strategy [i]

Executive Summary Introduction This Strategy identifies Powell River’s long term economic development pathway, in accordance with

the intent and guidance of the Sustainability Charter, the Integrated Community Sustainability Plan,

the City Corporate Strategic Plan and the Sustainable Official Community Plan. It will allow the

Municipality and community leaders to pursue appropriate economic programs and services that

contribute not only to new infrastructure, investment and business activity, but also to broader

community wellbeing.

The Strategy was prepared following a three-phase process involving research and analysis of socio-

economic data, a consultation program that engaged 363 businesses, stakeholders and residents

through an online survey, focus groups and interviews, and strategy formulation and development.

The Current Situation in Powell River The Powell River economy is subject to numerous macroeconomic factors and driving forces in the

provincial and national economies. Demographic change, globalized trade and the ongoing shift away

from goods production to services are altering the community’s job and economic base. If Powell River

is to expand and diversify its economy, it must foster an environment conducive to the attraction and

development of human and financial capital. It can utilize key strengths like low land costs, low housing

costs, proximity to Lower Mainland markets, availability of quality infrastructure and an exceptional

natural and marine environment, while correcting weaknesses that inhibit job creation.

Powell River’s key strategic assets and differentiators include 1) an affordable and Available West Coast

lifestyle, 2) proximity to Lower Mainland, 3) a physical isolation that is ameliorated by modern

communications and transportation technologies, 4) a diversity and depth of services that exceed what

is found in other communities of similar size, 5) a keen sense of place, 6) a vibrant cultural base, 7) a

dynamic and high quality marine environment and 8) exceptional recreation features.

The Strategy The Strategy is framed around a long term Vision Statement and four strategic goals. The eight focus

areas and related 16 initiatives were selected based on their ability to deliver on both the goals and the

vision. The relationship of these Strategy elements are illustrated in Figure 1.

Powell River Economic Development Strategy [ii]

Figure 1 The Powell River Economic Development Strategy

Assets and Differentiators

Afforable West Coast

Lifestyle

Proximity to Vancouver

Isolation & Connectedness

Sense of Place Local Services Culture Marine

EnvironmentRecreation Features

Vision ElementsHealthy, culturally rich,

prosperous

Value-added activities, employment

Smart city, quality infrastructure/airport

Entrepreneurship and innovation drive

growthRevitalized downtown,

waterfront

First Nations active economically

Strategic Goals

Competitive Business

Self-sufficiency

Smart City

Sustainable Growth

Focus Areas and Sectors

Business Care

Land Use

Infra-structure

Culture & Education

Agr/Aqua-culture Tourism Forestry

Renewable

Energy

Powell River Economic Development Strategy [iii]

Implementation The planning horizon is five years and during this time it will be necessary to monitor and evaluate

progress, and report out on outputs and outcomes. Partnerships with other organizations will be

fundamental to successful implementation.

Focus Area 1: Business and Community Development Re-establish an active business retention and expansion program.

Align Investment Attraction and Trade with the BRE programs.

Develop place making tools with a focus on brand messaging, and an expanded focus on attracting skilled immigrants and investor-immigrants.

Establish a robust program around entrepreneurship and social entrepreneurs.

Focus Area 2: Land Use and Development Identify and promote mechanisms for stimulating waterfront redevelopment.

Foster economic opportunities by utilizing the City of Powell River’s employment lands and industrial properties.

Focus Area 3: Infrastructure Promote a greater variety of housing types and options.

Investigate the development of a Campus of Care model for Powell River.

Focus Area 4: Culture and Education Support the development of the City’s cultural, recreational, sports and parks plan.

Support the development of the Sino Bright School.

Focus Area 5: Agriculture and Aquaculture Work with local producers and organizations to establish a long-term strategy for local

sustainable production and distribution, as well as an investment attraction strategy that promotes Powell River as a destination cluster for protected stock.

Support continued expansion and growth in land-based aquaculture, and equipment manufacturing, and pursue development of land based aquaculture operations in PRSC’s Marine Industrial Lands.

Powell River Economic Development Strategy [iv]

Focus Area 6: Tourism Work with tourism operators and recreation groups to encourage and promote export-ready

visitor experiences. Encourage marketing and Destination Management Organization (DMO) best practices.

Focus Area 7: Forestry Encourage an expanded community forest with more capabilities for enabling local processing.

Encourage innovative ways to increase the value of harvested timber by turning it into higher-end products.

Focus Area 8: Renewable Energy Expand Powell River’s production and use of renewable energy sources.

Table of Contents

EXECUTIVE SUMMARY ............................................................................................................... i

1 INTRODUCTION ................................................................................................................... 1

1.1 The Background to the Plan 1 1.2 The Approach In Preparing the Plan 1 1.3 The Current Situation in Powell River 2 1.4 Assets and Differentiators 3

2 PRESENTING THE PLAN ...................................................................................................... 6

2.1 Vision 6 2.2 Goals 7 2.3 Alignment of Themes and Goals 8 2.4 Focus Areas and Sectors 9 2.5 Summary 44

3 REFERENCES ...................................................................................................................... 46

3.1 Acronyms 46 3.2 Literature Cited 47 3.3 Personal Communications 52

APPENDIX A - ACTION PLAN ................................................................................................... 53


1 INTRODUCTION

1.1 THE BACKGROUND TO THE PLAN

Powell River, like other communities in Canada, is facing many challenges cultivating a sustainable

economy for the future. The population is aging rapidly, and although it is expected to grow modestly

in the future, it will do so at a much slower pace than the provincial average. Much of its developable

land is locked up in the Agricultural Land Reserve (ALR), which strictly prohibits employment potential.

The transition from a historical reliance on forestry, fishing and other extractive activities to a service-

based economy is well underway, but there is considerable uncertainty regarding the source of new

employment and income opportunities.

Powell River does have distinctive assets and advantages that have been, and could continue to be,

leveraged in stimulating economic activity. The culture and education sectors have expanded

significantly in recent years and are now important basic sector components, an indication that it is

possible to successfully stimulate new activity provided the conditions are right. Powell River is also

unusual, if not unique, as an “isolated” community in close proximity to a major metropolitan area (i.e.

British Columbia’s populous Lower Mainland). This is a major influence on socio-community affairs and

shapes almost all decisions about investment and business activity.

This report is being prepared to identify a long term economic development strategy that reflects the

community’s vision for future prosperity, in accordance with the intent and guidance of the

Sustainability Charter, the Integrated Community Sustainability Plan, the City Corporate Strategic Plan

and the Sustainable Official Community Plan. It will allow the Municipality and community leaders to

pursue appropriate economic programs and services that contribute not only to new infrastructure,

investment and business activity, but also to broader community wellbeing.

1.2 THE APPROACH IN PREPARING THE PLAN

The Strategy was prepared following a three-phase process (Figure 2). The first phase consisted of

research and analysis of socio-economic data, sector and business data, development activity, trends

and a strengths, weaknesses, opportunities and threats (SWOT) analysis. A Baseline Report was

delivered to and reviewed by the City in May, 2015. The revised version is available under separate

cover.

The consultation program in Phase 2 engaged businesses, stakeholders and the public through an

online survey, focus groups and interviews. The survey, which was available on the City’s website and


Facebook page for approximately 6 weeks in May and June, 2015, received a total of 286 responses.

Also in June, 46 residents, businesses and interested stakeholders participated in a set of focus groups

and world cafe sessions to discuss economic and community development issues. A world cafe session

involving 15 students was also held at Brooks Secondary. Another 16 interviews were conducted in

person or by phone with stakeholders who were unable to participate in the focus groups.

In the final phase, a planning workshop was held with elected officials and City staff to frame up plan

content, addressing such issues as vision, goals and core strategies. This led to the development of

draft and final Strategy reports and a subsequent presentation of the Strategy to council.

Figure 2 Plan Preparation Process

1.3 THE CURRENT SITUATION IN POWELL RIVER

The Powell River economy is determined primarily by macroeconomic factors and driving forces in the

provincial and national economies. Globalized trade and financial markets are affecting local

economies today more than at any time in the past. In 1980, developed economies accounted for 68%

of all exports and imports of goods and services. By 2013 that share had dropped to 53% (UNCTAD

2015). At the same time, the shift away from goods production to services continues in almost all

developed economies. Almost one quarter of Powell River workers are employed in goods production

(i.e. primary and secondary sectors), compared to 18% for the province.

In Canada, regions that are experiencing growth have benefited from immigration and a mix of public

and private services that provides a more stable economic platform through the business cycle in

contrast to rural economies that depend on goods production. Although service sectors contribute

three out of four jobs in Powell River, some, such as information, culture, management, professional,

technical, education and financial services, are under-represented when compared to the province. If

goods producing jobs continue their decline as a proportion of the total job base, then the better-

paying jobs of the future will have to come from these key industries.

Rese

arch

the

Econ

omy demographics

economic basekey sectorstrendsSWOT Co

nsul

t Sta

keho

lder

s surveyfocus groupsinterviews

Prod

uce

the

Plan planning

workshopdraft reviewfinal report


If Powell River is to expand and diversify its job base, it must foster an environment conducive to the

attraction and development of human and financial capital. It can utilize key strengths like low land

costs, low housing costs, proximity to Lower Mainland markets, availability of quality infrastructure

(e.g. fibre optic network) and exceptional natural environment, while correcting weaknesses that inhibit

job creation. Among the latter are the need for more housing options and follow through on downtown

and waterfront redevelopment.

1.4 ASSETS AND DIFFERENTIATORS

In economic development, assets are any attribute or feature that directly or indirectly contributes to

community wealth. Natural resources such as timber, fish and water, where they are used as factors of

production, directly contribute to economic activity, whereas many human built assets like

transportation, telecommunications, utility and housing infrastructure indirectly support economic

activity. Even socio-community assets, for example non-profit and volunteer organizations, have an

important role to play in sustaining quality of life and reinforcing the attractiveness of the community

as a destination for investment and job creation.

Assets become differentiators when they create advantageous conditions for economic activity,

through the explicit effort of people. The research and analysis phase of this project identified the

following seven differentiators that characterize Powell River both as a community and economic

region. The list is not meant to be exclusive or exhaustive but instead highlights elements that

represent the bestselling features of the community.

1) Affordable and Available West Coast lifestyle Powell River has considerably lower real estate

and housing costs than either the Lower Mainland or major areas on Vancouver Island,

comparable weather and comparatively good access to exceptional outdoor recreation

resources and opportunities. The availability of developable greenfield and brownfield sites

means there is future supply of land that should maintain the region’s advantage as an

affordable alternative to the Lower Mainland and Vancouver Island.

2) Proximity to Lower Mainland Powell River has the distinction of relatively close proximity to

the Lower Mainland and its 2.6 million residents. This represents a valuable market for locally

produced goods and services, and also a future source of new migrants, entrepreneurs,

businesses and investment.

3) Isolated but connected Powell River is about the same driving distance to Vancouver as

Chilliwack is, but for locals it takes considerably longer and costs much more to make the

commute because of the need for ferry travel. The water and physical barriers can act as a

positive force in terms of promoting self-sufficiency, and, in addition, has intriguing possibilities


for agriculture, environmental research and development and select technology services that

require or benefit from a segregated and protected environment. It is also an attractant for

international education activity due to the perceived public safety benefits valued by students

and their families. While the community’s remoteness and smallness has the effect of impeding

the supply and raising the prices of some goods, the flow of ideas, technologies and people is

still relatively unencumbered and in fact facilitated by quality infrastructure and transportation

services. Regularly scheduled passenger air services can put a resident or visitor on the ground

in Powell River barely 20 minutes after leaving Vancouver. The City has recently become one of

the first rural communities in the country to have fibre-optic connections to each house and

business via Telus’s high-speed communications network.

4) Diversity and depth of services Residents of Powell River have access to retail, commercial,

health and government services that exceed what normally would be available to a community

of its size. This is partly attributable to its physical isolation but also its history of self-

dependency and innovation.

5) Sense of Place Many residents of Powell River are here by choice rather than default, which has

led to a strong community commitment that is expressed in the high levels of volunteerism, a

safe, family-friendly and inclusive environment, and a willingness to engage in constructive

debates about what constitutes an attractive, sustainable community. An ethic of self-

sufficiency that dates back to the early mill days when creativity and innovation were necessary

to overcome the physical isolation and keep economic life moving is also a differentiating

factor. Today, these elements give Powell River a sense of place that is much different than that

seen in other coastal communities, one that has value and potential for achieving a sustainable

quality of life.

6) Culture Every region and community has culture, and in Powell River it is distinguished by First

Nations, the settlement history, including the forestry and fishing industries, and the modern

dimensions as expressed through the arts, festivals, events and international education.

Organizations such as the Townsite Heritage Society, Powell River Academy of Music and

Malaspina Art Society are complemented by exceptional performance venues and a roster of

internationally renowned events like Pacific Regional International Summer Music Academy

(PRISMA) and Kathaumixw the International Choral Festival that far exceed what would

normally be associated with a community of its size.

7) Marine environment The marine environment is vital to Powell River’s way of life, from historic

settlement by First Nations that was facilitated by abundant seafood resources and easy water

travel through to modern industrial and economic development based on forestry and other

natural resources. The community’s current economic base of forestry, tourism, agriculture,


aquaculture, renewable energy and even mineral extraction are intimately associated with

water as a raw material, input or medium of transportation. Transportation, housing and other

infrastructure on the waterfront and waterways, both tidal and freshwater, have created not

only economic opportunity but contribute to the local quality of life, as well.

8) Recreation features The close proximity and immediate access to an exceptional range of

outdoor recreation features and opportunities is a major factor in Powell River’s quality of life, a

major attractant for new migrants and a source of tourism development potential. The

Sunshine Coast Trail, Desolation Sound and Powell Lakes are examples of provincially and

nationally significant resources that support a full range of winter/summer and land/water

opportunities for both residents and visitors.

Figure 3 Powell River’s Assets and Differentiators

Powell River Differentiators

Affordable West Coast

Lifestyle


Isolation & Connectednes

s

Local Services Sense of Place

Culture

Marine Environment

Recreation Features


2 PRESENTING THE PLAN

2.1 VISION

What will Powell River look like in 15 years?

Powell River is a healthy, culturally rich and prosperous community whose economy has successfully

transitioned from forest dependency to a diversified mix of valued-added activities and employment. It

is a smart city with quality technology infrastructure and a flourishing regional airport. Traditional

industries have transformed in response to competitive pressures and remain an important part of the

economic base. Entrepreneurship and innovation have driven emerging sectors forward, including an

international education cluster and an expanded agriculture industry. A revitalized downtown, and

waterfront developments, have stimulated investment in tourism products and new forms of housing

to accommodate a growing and demographically diverse resident population. The Tla’Amin First

Nation has made significant progress since treaty settlement and are now a major economic and

cultural force across the community.


2.2 GOALS

The Plan has four main goals that will guide strategic action over the next five years and contribute to

the successful attainment of the vision.

Competitive Businesses Powell River will encourage innovation and improved competitiveness among

local businesses so they are able to invest in the productive capacity needed to employ workers now

and in the future. In North America, anywhere from 40 to 90% of new jobs come from existing or new

businesses, so local entrepreneurs, business people and investors represent the preferred target for

development support (Government of Ontario 2000, Boyles 2014).

Community Self-sufficiency Increasing self-sufficiency represents a reasonable goal given Powell

River’s location and historical reliance on local initiative. Continued development of social and cultural

networks and greater control over the management of local natural resources would provide the

community with the tools to pursue economic diversification while protecting the environment and

ecological services.

Smart City Powell River has in-place telecommunication infrastructure that could be a game-changer

for economic development. A wired, connected community appeals to new, knowledge-led business

activities while providing opportunities for increased productivity and innovation among traditional

industries. It ameliorates the isolation of the community by keeping it well connected, something that

is important for residents and visitors as much as it is for business and industry.

Sustainable Growth Population growth may not necessarily represent a valid development goal in and

of itself, especially if it means sacrificing quality of life or environmental factors that make the

community an attractive place to live and do business. However, the current trajectory of population

aging in Powell River suggests there will be serious worker shortages and potentially compromised

service levels in the not-too-distant future, unless steps are taken to retain and bring young families and

people into the community.


2.3 ALIGNMENT OF THEMES AND GOALS

The Plan is arranged into eight development themes that when implemented will contribute to the attainment of goals. This interaction is illustrated below in Figure 4. These relationships will help provide a framework for management of the plan, evaluation and reporting.

Figure 4 Interaction of Themes and Goals

Competitive Businesses

Business & Community Dev.

Land Use and Development

Infrastructure

Culture and Education

Aquaculture and Agriculture

Forestry

Renewable Energy

Themes

Self-Sufficiency

SmartCity

Sustainable GrowthG

oals

"D"� Direct contribution to intended outcome "I" Indirect contribution to intended outcome

D I I D

I I D D

D D D D

I D I D

D D I D

D D I D

D I I D

D D I DTourism


2.4 FOCUS AREAS AND SECTORS

Business and Community Development Communities engage in economic development to support, direct and nurture growth in their local

economies. This means paying active attention to the health of local businesses, individually and

collectively, while balancing quality social-amenities and liveability standards that people in developed

nations have come to expect.

Economic development is first and foremost about taking care of business, and the entrepreneurs who

choose to establish in your community. Local business drives 60 to 70% of growth and economic

expansion; therefore, paying attention to this generates increased dividends in the form of jobs and

prosperity. This is even more important for communities outside major urban centres.

A variety of programs and activities can be implemented as part of an economic development platform;

however, the best practices of the core discipline are centred on a platform of Business Retention,

Expansion and Attraction (BRE+A). Implementation varies by community and relies on local resources,

expertise and priorities, but activities generally fall into three categories:

Business Retention and Expansion;

Investment Attraction and Trade;

Community Development.

Re-establish an active business retention and expansion program. A renewed focus on Business

Retention and Expansion is recommended for Powell River, especially given the increasingly

entrepreneurial nature of the community’s growth, and that there is already a database of 400

businesses from the previously implemented program. This could be accompanied by a concentrated

effort on investment attraction where sectors and initiatives are prioritized—as described in this

strategic plan. Any early results, anecdotal success stories could be reported to provide a timely

demonstration on the effectiveness of BRE programs.

Executing a BRE program is a structured, action-oriented approach to business and economic

development. This proactive outreach style identifies opportunities to support local business retention,

facilitate expansion and promote attraction. There are many reasons to implement BRE programs, but

the six foremost objectives include:

To build active relationships with business leaders that result in a better understanding of the business environment and how to support it;

To gather information on business challenges and opportunities, as well as expansion opportunities that can be supported and accelerated;


An early warning system to detect ‘red flags’ for companies at risk of leaving, downsizing or closing;

To lever relationships for business match-making that link businesses with resources and opportunities;

To gather information that will improve the business climate with new or modified programs and regulations, and to support businesses at every stage of development from ideation to globalization;

Identification of tactical opportunities to attract additional investment and business suitable for the local socio-economic conditions.

These are accomplished through scheduled visitation and outreach programs, informed intervention,

and working with partners to identify and participate in appropriate international outreach that leads to

investment and growth.

The benefits of BRE are significant, and this is especially true for Powell River. Besides being the perfect

vehicle to establish strengthened relationships with local business operators, it provides the community

with a timely manner in which to identify opportunities for investment and growth, and prevent

leakage by elevating ‘red flags’ that can be resolved before a business closes or relocates. This is a

proven methodology that produces trackable results and levers partnerships, as well as helps to identify

trends that impact local prosperity and business function. Moreover, it builds a base of business

champions that can help promote additional business and investment in the community—the most

powerful messaging a community can lever are Business-to-Business testimonials.

As a best practice comparison, the City of Airdrie in Alberta generated substantial results in the early

years of its BRE program. Their first two years produced a wealth of outcomes, including insights and

data on the local business community that would not otherwise have been understood, or qualified.

Some of their outcomes included:

Business issues flagged in real-time, and the ED team’s ability to support solutions;

Improved satisfaction from businesses in annual business survey;

Improved and streamlined regulatory processes from qualified feedback;

Development of new training programs for entrepreneurs and employees that improved business successes and productivity;

Development of a stronger data base of localized business and employment information; and,

Established a team of business champions.

Powell River has a robust business community in relation to the size of the region, and it is anticipated it would take 2-3 years of business visitation and data collection to establish a strong proprietary


database. Even within the first year however, Powell River can begin building a solid base of information that can be reported in a dashboard that substantiates real-time results and outcomes.

Data can be collected and aggregated either manually in a spreadsheet format, or with the use of

specialized software. A variety of software options exist that are commonly used by economic

development offices in BRE+A best practices that range in price and complexity. Powell River has used

Executive Pulse software in its past applications of BRE and it would be recommended for consistency,

ease of use and compatibility with other provincial agencies and government ministries.

The execution of a BRE program in Powell River could be woven into the annual economic development

work plan in the following manner:

Annual process of identifying businesses to interview by sector, location and priority;

Setting monthly targets for business outreach that can be accommodated by local capacity, ideally 1-2 interviews per week; and,

Quarterly and annual reports that summarize data collection, findings, actions such as referrals, matching and other results and successes.

Align investment attraction and trade activities with the BRE program. The best source of new business

leads and information is through a community’s BRE efforts that can ultimately lead to attraction—

whether it’s a new business, or resources that help expand an existing one. Partners can also be

instrumental to the effectiveness of a BRE program when it comes to gathering the data and

conducting the outreach. It’s vital, however, for the outreach process to be extremely well coordinated,

and that the meta data be protected with 100% confidentiality.

Business and investment attraction can be an expensive process for any community. As a smaller

municipality with limited resources, it would not be expected that Powell River would engage in an

expansive attraction program that includes regular outbound missions and site visits. It can, however,

work actively with partners who do carry out missions and that are already undertaking the

responsibility of investment attraction, primarily provincial government departments that have a

• Explore additional funding for a Business Development contractor who can focus on outreach

interviews.

• Launch a scaled BRE program, prioritizing companies in the sectors identified in this strategy.

• Investigate options for software purchase that can effectively manage the BRE program.

• Establish a reporting structure that can aggregate the data and outcomes, identify

opportunities and red flags, and outline results (once 6 months of interviews have been

achieved).


mandate for proactive investment facilitation or immigrant investor attraction, and federal resources

like those at the Department of Foreign Affairs, Trade and Development (DFATD), as well as the

Canadian Trade Commissioner Service (CTCS).

Typically communities engage in investment attraction to improve social and economic conditions, and

especially to boost taxation that gets reinvested in community amenities and enhanced livability. Other

benefits include:

diversification in the local economy;

improvements in general prosperity;

increased and balanced taxation;

stronger job markets and talent attraction/retention;

socio-economic growth;

competitiveness; and,

improved local amenities.

Community size is important when it comes to deciding on whether to engage in investment attraction,

but not the only factor. Budget, commitment and opportunity are all significant influences when

developing effective strategies. Investment attraction programs can take many forms, and most small

communities have a passive or responsive approach that reacts to inquiries as opposed to generating

them. This is a reasonable approach in communities with minimal resources, so long as there are

mechanisms in place for effective, consistent and timely response.

The range of investment attraction activities and programs that Powell River could engage in, either

directly or indirectly, are surprisingly diverse. They include:

Marketing and information campaigns – as part of a local place making campaign that involves both paid and unpaid media, social media, public relations and messaging that carries a value proposition around livability and affordability, particularly for business and for families;

Targeted outreach and connection – includes tactical outreach campaigns that target sector leaders, and specific company executives with a follow up strategy to reach out directly;

Inbound missions and visitation – work with provincial/federal partners to understand when and how to be involved in missions and delegations, investigate opportunities to involve business leaders who can champion the community and businesses that are investment-ready;

Outbound missions and visitation – work with provincial and federal partners to understand how to be involved in outbound missions and delegations, to even participate in missions that have a high probability of outcomes, and or support business delegates from the community in their efforts to participate (this is especially important for export market development);


Special events and programs – identify opportunities to host business and sector events that can showcase the opportunities in Powell River, specifically local business leadership in a B2B format, for business and investment; and,

Follow up and after care – it’s the quality of the follow up that sets communities apart in their effectiveness, and Powell River can establish a focused program of follow up as part of its BRE+A efforts.

Trade is vital. It creates wealth by trading into export markets generating the exchange of products,

services and money. Though Foreign Direct Investment (FDI) and export/trade markets can differ, a

combined focus is an effective way to manage resources. In Powell River the focus would be on

brokering and partnering—especially on understanding which local businesses might be ready to

explore export markets (the BRE outreach flags these) and support their efforts by connecting them

with programs and services that will assist the process and provide access to outbound missions.

Ultimately, economic development acts as an enabler and this is especially true here.

Provincial agencies like the BC Ministry of International Trade focus on trade, and offer an extensive

selection of services from market data and to outbound missions. There is an opportunity for Powell

River to expand its involvement in some of the BC Ministry Jobs, Tourism and Skills Training programs

and activities, particularly the Provincial Nominee Program which is discussed later in this strategy.

At the federal level, international trade and exporting remains a top priority. Industry Canada offers

information toolkits and guidance on exporting basics, while the Canadian Commercial Corporation

works with suppliers on government procurement including agricultural and innovative industries.

Export Development Canada (EDC) and the Business Development Bank (BDC) both offer business

development and export financing assistance. The BDC also offers a consulting service for a variety of

business planning areas, including export development and start-up funds. They will assist with

identifying high-potential markets and international business plans.

The Department of Foreign Affairs and Trade Development Canada is responsible for international

trade policy, trade negotiations and agreements, as well as import and export controls. It manages

Canada’s Trade Commissioner Service which represents national interests around the world and

provides access to trade incentive programs like Foreign Trade Zones (FTZ’s).

Developing and maintaining relationships with upper levels of government in these strategic agencies is

part of economic development’s central mandate, and an ED’s role as an enabler. Combined with

maintaining a solid understanding of global trends and current events, these relationships present a

regular flow of ideas and opportunities for both communities and their business leaders.

http://www2.gov.bc.ca/gov/content/governments/organizational-structure/ministries-organizations/ministries/international-trade-and-responsible-for-asia-pacific-strategy-and-multiculturalism�

http://www.welcomebc.ca/Immigrate/About-the-BC-PNP.aspx�

http://www.ic.gc.ca/eic/site/icgc.nsf/eng/h_07052.html�

http://www.ccc.ca/�

http://www.edc.ca/EN/Pages/default.aspx?kw=export_development_corporation�

http://www.bdc.ca/EN/Pages/home.aspx?gclid=CJvWq7SZysYCFZKGfgodq1YEVw�

http://www.international.gc.ca/international/index.aspx?lang=eng�

http://www.tradecommissioner.gc.ca/eng/funding/ftz-marketing-program/home.jsp�


Canada ranks high on most global investment rankings and has remained competitive as a Foreign

Direct Investment (FDI) location during the last decade’s upheaval in global banking and investment.

Despite its competitiveness, however, Canada’s overall global share of inward FDI has gradually

dropped in the past two decades. Still, Canada attracts more than its fair share of trade—meaning it

attracts more than its per capita GDP quota. The Conference Board of Canada

http://www.conferenceboard.ca/hcp/hot-topics/inwardfdi.aspx has additional detail here. Some of that

change is also an indicator that Canada is becoming a smaller global economic player overall as

emerging markets like BRIC nations gain strength and add volume to international monetary activity

and trade. In many respects, this optimistically means Canada has more market investment and FDI

opportunities than ever before, but in a more competitive environment.

Global markets themselves have adjusted dramatically in the past decade, and we now live in an era of

integrated trade where global supply chains are driven by FDI. This presents opportunities that

communities like Powell River can capture with clear and proactive strategies, particularly in

international education, agrifood/science, marine and aerotropolis-based1

The most significant influence on the effectiveness of a community’s economic development strategy is

the level of its investment readiness. Even when there is a strong business case for investment, a

community’s ability or willingness to facilitate the deal will make the difference in its outcome. In some

cases, a community may choose not to accommodate investment—perhaps the type of business is not

consistent with the town’s values around sustainability for example. Generally, however, communities

industries.

The top five global markets for FDI in 2015 are the USA, China, India, Indonesia and Brazil. Canada is

not always seen as a preferred market for FDI, but of the three main factors that drive investment,

markets, resources and efficiency, it has strong niche appeal. Powell River fits well into this dynamic

and can seek opportunities even closer to home by leveraging them from Vancouver area markets.

For 2015, most global organizations that track FDI are forecasting increased optimism as investment

flows continue to recover from 2013 lows. Even so, investor uncertainty remains high, pushing countries

like Canada to the forefront because they offer some of the world’s safest and most stable investment

opportunities, despite lower expectations of return. Where investor confidence was neutral in 2013,

causing global FDI activities to dip, more than half of the United Nations Conference on Trade and

Development (UNCTAD) annually-surveyed executives were either optimistic or very optimistic about

2015 and beyond. The potential for a pent-up reserve of interest in global investment means

opportunity for proactive Canadian communities like Powell River, as investment confidence rises over

the next few years.

1 An aerotropolis is a region where land use and infrastructure are centered on an airport, which functions as a type of urban core. Smaller communities can benefit from these transportation dynamics where an airport is close to the city centre.

http://www.conferenceboard.ca/hcp/hot-topics/inwardfdi.aspx�


that are successful in attracting investment have done the groundwork and research required to

accommodate it, making sure they are clear on what investment is a good fit, then actively pursuing it.

Determining the type of investment that is appropriate for a community involves a number of steps;

this strategy is one of them. Understanding the types of available investment is another. According to

the International Finance Corporation (IFC), academics and government, there is no single definition of

FDI. DFATD and other leading institutions like the Conference Board of Canada provide some structure

to FDI and generally classify it into four categories:

Resource seeking – commonly takes advantage of natural and local resources;

Market seeking – looks to gain market share;

Efficiency seeking – opportunities to increase cost-competitiveness; and,

Strategic asset seeking – usually involves strategic asset seeking via mergers and acquisitions.

Knowing where your community’s assets fit into these four categories helps determine and define what

type of FDI makes sense. There are many good tools and guides accessible to economic development

professionals that provide an overview of investment preparation and readiness. The following check

list is a quick assessment tool, with key aspects relevant to Powell River:

Investment Readiness Checklist 1. Does your designated contact person have an understanding of site selection

requirements and a database suited for site selectors and investors? Y / N

2. Does the official plan support a wide range of commercial and industrial land uses and are these clearly designated geographically?

Y / N

3. Are policies and programs developed to facilitate and manage investment and development, and do you have an effective GIS system that is open source?

Y / N

4. Are home-based businesses or occupations supported? Y / N 5. Do you have a clear process for development permitting and land use planning? Do

you have materials that explain approval processes, with time guidelines and costs? Y / N

6. After an investment is made or a business established, is there a review of the process with the proponent as part of your after-care programs?

Y / N

7. Does your community have an active BRE program that engages the business community and leading organizations like the Chamber of Commerce?

Y / N

8. Do you collect stats and data on business activity, and can your budget accommodate data collection and market research for special projects?

Y / N

9. Does your designated contact person have a clear understanding of contacts and procedures in cases where business approvals and permitting are not handled locally?

Y / N


• Build a database of businesses that are ready, or near ready, for investment and/or export

marketing, especially leveraging data in the BRE interviews.

• Develop an investment and trade approach or discussion paper, that can be shared with

partners who can be engaged in its execution, particularly targeting provincial and federal trade

reps in priority sectors and markets.

• Set up a regularly scheduled series of meetings, either in person or by telephone, with key

leaders in the BC investment and trade offices, including the major projects office to stay

informed on areas of focus, missions, activities and investment inquiries, and to keep trade

officials abreast of strategies and projects in Powell River.

• Set up a telephone interview schedule with trade reps internationally who could assist with the

outcomes of this strategy, explain the approach and explore options for engagement and

collaboration in priority sectors.

• Establish an exporters network/group or roundtable that can troubleshoot issues and

opportunities, including prospects for collaborative training and market research.

• Identify external partners (public and private) that can lead training and programs such as

Industry Canada, Invest BC, Trade Commissioner Service, Export Development Canada, etc.

• Explore strategies to resolve trade and access-to-market barriers, particularly where it involves

transportation of either raw materials or finished products, such as cooperative shipping and

pool points. Best Practices links: http://cerasis.com/2014/09/24/transportation-management-

optimization/ http://greeningretail.ca/best/best_transportaion.dot

http://principlesandpractices.org/wp-content/uploads/2013/04/CooperativeContracts.pdf

http://cerasis.com/2014/09/24/transportation-management-optimization/�

http://cerasis.com/2014/09/24/transportation-management-optimization/�

http://greeningretail.ca/best/best_transportaion.dot�

http://principlesandpractices.org/wp-content/uploads/2013/04/CooperativeContracts.pdf�


Develop place making tools with a focus on brand messaging, and an expanded focus on attracting skilled immigrants and investor-immigrants. In the past, economic development practices often pursued industry expansion. Conversely, successful economic development in this century is shaped by local livability factors. Strategic objectives with social, economic and environmental values woven together, along with innovative urban planning that creates the highest and best quality of life for residents, defines the cities of the future. Millennials and Gen Z’ers won’t be living in the major urban centres in 20 years. They are gravitating towards smaller, more dynamic and nimble centres that offer affordability and accessibility in a manageable but scalable setting with modern amenities that support healthy living. The smaller cities and medium urban centres are the advantaged communities of the future, especially those with multi-modal transportation connectivity to the rest of the world. This places Powell River ahead of the curve, so long as it continues to execute a focused and progressive development strategy that builds on natural assets and opportunities, and includes a vigorous approach to place making.

Place making encompasses an integrated approach to community brand building and marketing. For Powell River, this is particularly important given its location and accessibility. A place making strategy with both an internal and external focus is recommended, that can close perception gaps with existing residents and businesses, and potential new ones. An expanded campaign would complement Powell River’s existing resident attraction program, utilizing social media at minimal cost that can be effective in generating unpaid media exposure.

Place making should especially target immigrant investors via the PNP program. The desire to attract more immigrant investors is an opportunistic target that, combined with Powell River’s compelling argument around affordability, could leverage provincial resources to produce trackable results.

• Expand the current attraction campaign to include additional social media marketing tools in a

campaign targeted at talented and skilled immigrant investors, accompanied by a monitoring

and benchmark program to measure efficiency.

• Include a ‘locally focused’ campaign to bridge communication between long-term and new

residents.

• Use special events, giveaways, donations and contests to increase likes, grow followers, and

engage residents and potential newcomers.

• Use social media to increase outreach to companies and create candidates for direct contact.

• Produce and share news and content that followers will value and reshare.

• Develop a custom strategy for events, trade shows and conferences attended.

• Increase services that will appeal to potential immigrant investors, and develop a bi-monthly

meeting and update program with officials in the Provincial Nominee program to monitor

changes to the program and opportunities. and provide updates on Powell River’s progress.


Establish a robust program around entrepreneurship and social entrepreneurs. In most developed nations, up to 10% of any local population is entrepreneurial, and Canada is one of the world’s leading entrepreneurial countries (OECD Entrepreneurship at a Glance 2012, Global Entrepreneurship Monitor 2014 Global Report). As Powell River’s business community evolves, its number of existing or aspiring entrepreneurs will also grow, and an increasing number of entrepreneurs will explore opportunities for business development and self-employment. Nurturing entrepreneurs and their efforts to develop their business ideas is the most effective approach to rooting enterprise in the community for the long-term. If not supported by their community, entrepreneurs will often gravitate elsewhere, to communities that do foster start-ups, or they won’t get started at all.

Studies have consistently demonstrated that start-ups launched in the community where the

proponents were raised have above-average success rates (Yale School of Management 2012). Success

stories about home-based businesses like Google, Microsoft, Apple or the dishwasher-turned-

millionaire are not uncommon. Often, nudging and support is what entrepreneurs need to get started

on their pathway to success (for example see http://compass.ups.com/inspirational-stories-startups/).

Powell River has the advantage of affordability and access to market, buoyed by exceptional fibre

optics and connectivity. Given that incubation and acceleration services often range well beyond the

simple provision of physical space, proximity to resources including capital investment, and the already

entrepreneurial culture in Powell River, now is an ideal time to establish a formalized program that can

build a culture of entrepreneurial innovation and evolve over time—and ultimately become a city of the

future.

A full spectrum of programs and services could be coordinated through a centralized or multi-partnered

approach to shape entrepreneurship and innovation. Partners like Community Futures and Business

Development Corporation (BDC) have explicit mandates to support entrepreneurs and start-ups

through their various stages of growth with everything they need from physical space, to capital

investment and loans, to mentoring and coaching, and virtual workshops. How active these partners

are varies greatly from region to region, however, and in Powell River there is an opportunity for an

increasingly proactive approach as entrepreneurship becomes more robust. Moreover, local business

and investment leaders like Sean Melrose have recognized the growth trends in entrepreneurship along

BC’s coastal communities. In 2003 he established two funds under the Powell River Community

Investment Corporation (PRCIC) with separate but complementary mandates to bolster and attract

entrepreneurs with investment and support.

Both funds work interactively to achieve several extraordinary goals for the coastal communities,

including the option to generate additional dividends from larger investments with start-ups in

Vancouver and Victoria that can be levered into start-ups in Powell River. This is a highly strategic and

http://compass.ups.com/inspirational-stories-startups/�


well-thought-out approach. Having access to these types of funding tools in a less populated region is a

relatively uncommon advantage, and provides Powell River with a distinct tactical benefit the

community can continue to build programs and outcomes around. Activities could include, though not

be limited to, the following:

SPARK programs and events;

Ideation competitions starting in junior high;

Entrepreneurship and Business Management Training;

Access to legal, accounting and financial services;

Access to capital, venture capital and angel investor funding;

Market intelligence and export development information;

Networking and B2B/B2G connecting;

Formal and informal mentoring programs;

CEO in residence programs; and,

Resources, toolkits and access to officials.

Mentorship programs can be formal or informal. In a formal incubator setting there are mentors,

coaches or CEOs-in-residence who follow a clearly crafted program of mentorship. Programs like Ten

Thousand Coffees are less structured and more about networking and fellowship with good advice, but

they nonetheless can be instrumental in stimulating entrepreneurship www.tenthousandcoffees.com @10kcoffees. Organizations like YPO (Young Presidents Organization) could support mores advanced

entrepreneurs over the long-term, while national programs like Futurepreneur help mentor and

incubate young entrepreneurs (http://www.futurpreneur.ca/).

There are a myriad of best practices and models for incubation/acceleration/excubation and other

hybrids that support entrepreneurs and start-ups. There are exceptional examples of best practices

found in Canada from Toronto’s MaRS centre, Waterloo’s Communitech, to Vancouver’s

Growlab/Highline that are scalable for smaller communities. Each one offers a variation on both public

and private formats for incubation/acceleration, but the core programs are consistent and include clear

guidelines on how and when entrepreneurs participate, what services and mentorship or capital they

have access to, and a timeframe in which they need to enter and exit each phase of growth. Major US

models that have proven extremely effective include Y Combinator, TechStars, DreamItVenture,

500Startups, RocketSpace, Plug&Play and many more with combined investments into the billions of

dollars. Vancouver’s GrowLab incubates and accelerates approximately 12 companies per year in

cohorts of five to six depending on the intake for each round. Growlab started four years ago with six

http://www.tenthousandcoffees.com/�

http://www.futurpreneur.ca/�


clients. They recently merged with Extreme Startups to form Highline Ventures whose graduates

include FarmAtHand, Shoebox, Sciencescape and Procurify—all multi-million dollar companies today.

For Powell River, this timing is ideal to more actively engage partners like Community Futures and

PRCIC, who is already actively investing in local businesses like Ecossentials Foods to collaboratively

launch incubation and tracking programs. Incubation programs could initially be launched in a virtual

format that can be highly effective (http://t.co/eef1PEm5g3), combined with a more individualized

focus that is not assessed on the number of participants for the first few years, given that building an

entrepreneurial culture takes time. Potential activities for this stage could include:

Outreach to schools, individual communities and businesses;

Early stage and ideation sessions, webinars and workshops with partners and guest speakers from the lower mainland or other prolific start-up communities;

High school career sessions and talks to encourage existing youth entrepreneurs and spark interest in those not currently considering entrepreneurship;

Keynote and inspirational speaker sessions that cover a range of sectors and topics;

Competitions and contests with incentives and prizes;

Intensive start-up and growth planning support, including market assessment with facilitation into programs;

Later stage funding and development with access to markets; and,

Procurement and pre-procurement strategies based on supporting local business and innovation that showcases local entrepreneurs.

Phase two of a Powell River entrepreneurship program could involve working with local land, business and commercial space owners who can provide physical incubation for start-ups and youth entrepreneurs, either with extra space they have (for hot-desking) or the creation of new spaces. Ideally the business leaders/land owners can also offer mentoring, coaching and support services like accounting and legal tools. Best practices for both public and private incubation engages business service providers as sponsors that help finance the delivery model. Legal, banking, accounting, research and venture capital companies pay fees to be the ‘official partner’ and their role is to provide some level of service to the incubation clients. It is to their advantage and provides a ready-made new-client market they have exclusive access to. There is a distinct opportunity for this in Powell River.

Continually measuring success will provide the best indication of how the program would continue to

evolve and support the various stages of growth and business development. A percentage of the

program graduates will root in Powell River, where it makes business-case sense for them to do so,

http://t.co/eef1PEm5g3�


contributing to the area’s long-term vision around technology and cluster development, and continued

diversification. If companies outgrow the community, they can become external champions.

Where to focus support in Powell River will rely on whether there are current gaps in service throughout

the various stages of business start-up and growth. These stages include:

Early Ideation and Product or Service Prototyping

Start-up Stages (first, second, third, etc)

Incubation/acceleration

Product Development and Showcasing

Market Development and Scaling

Globalization and Trade

An evaluation of local resources and services delivered at these various stages of development will

determine where Powell River can best focus attention.

One game-changing entrepreneurial trend that is already rooting in Powell River is the development of

social enterprise, as indicated in the ‘Path to a Powell River Economic Development Strategy’ delivered

in 2014. These businesses have multiple benefits for the community, especially if their product or

service is targeted to the local marketplace, but even better economically if it involves export markets.

Social entrepreneurship is a for-profit business model with an explicit output that has social and/or

environmental benefit. These are businesses with a conscience that aim to resolve a social or

environmental problem while generating profit. Some top examples of social entrepreneurship include:

The 7 Virtues (www.the7virtues.com) founded by Barb Stegemann of Halifax, famed for bringing the Dragons to tears on Canada’s Dragons Den, where she ultimately was funded by then-Dragon Brett Wilson of Calgary. Her business model supports farmers in developing nations by purchasing essential oils that are imported back to Canada, used to manufacture organic paraben-free scents that are then exported around the world. In Afghanistan, she purchases orange blossom and rose oils that help farmers produce fair-trade legal crops instead of growing poppies that are used to produce heroin and support terrorist activities;

Saltworks out of Vancouver has developed a technology that desalinates water at a fraction of the cost of processes today (www.saltworkstech.com);

Ecossentials in Powell River, with values that support both local and sustainable organic good production.

Establishing a local curriculum of programs to nurture social enterprise would have an added benefit for Powell River.

http://www.the7virtues.com/�

http://www.saltworkstech.com/�


• Conduct a gap analysis of current services and a 3-5 year strategy on start-up incubation;

• Engage partners in delivering services along the stages of growth, including service providers in

the lower mainland;

• Develop an outreach program, can be part of BRE, to identify start-up entrepreneurs and social

entrepreneurs;

• Explore options for both virtual and physical incubation and mentoring;

• Develop links to programs/leaders in lower mainland (e.g. BCTIA, BDC, Renaissance Funds);

• Establish ongoing metrics and tracking.


Land Use and Development Identify and promote mechanisms for stimulating waterfront redevelopment. In 1992, the City

produced a future waterfront concept that envisioned a more accessible and vibrant use of what was

essentially industrial and commercial fishery use areas (District of Powell River 1992). The report stated

that “our waterfront gives us few places to wander, and little to explore” and “our waterfront lacks

interest, imagination and continuity”. In 2005, an updated plan was prepared because it was felt that

“the waterfront could offer many opportunities for improving the regional economy and making Powell

River an even more enjoyable place to live...” The report noted that “almost nothing” was implemented

from the 1992 plan, “mainly because there were not any organizations that had the funding, mandate,

or will to take action and because the necessary co-operation between the municipality and senior

governments was not achieved” (Coriolis Consulting Corp. 2005). In 2007, the Westview Waterfront

Development Committee was struck by City Council to provide recommendations on conceptual

designs for a number of projects and areas identified in the 2005 Plan. The Committee was

decommissioned in 2013 upon presentation of its final report which made numerous recommendations.

The areas of interest covered in the report included:

Willingdon Avenue Corridor

Marine Avenue Corridor

Lands across from Willingdon Beach

Waterfront Development Plan implementation

Willingdon South property

Progress has been made on various fronts since then. The City has been working to implement parts of

the plan with the largest project being the redevelopment of the Westview harbours and the land in

between the two (Wharf at Westview). It is also working to secure the former barge terminal property in

South Harbour from the Province’s crown lands division. Development Permit Areas have also been

established for Marine/Willingdon (among other areas) to stimulate and guide future development,

while general economic development policies in the OCP propose incentives for business that support

desirable economic development outcomes, including new investment opportunities.

Many other recommendations made in the 2005 Plan and the Committee report have yet to be

implemented, however. As noted above in reflecting on the lack of progress on the 1992 Plan,

challenges securing funding and partnerships with senior government are part of the problem. Macro-

economic events beyond local control, such as the downturn in the forest industry over the last two

decades and the 2008 recession, have also conspired to suppress the appetite of the development

sector for making commitments on waterfront redevelopment. The fact that the economy is gradually


transitioning to a new economic base is also a factor, as it adds to the uncertainty about the scale and

nature of potential future demand for real estate, whether that be for industrial, commercial or

residential uses.

In time, likely sooner rather than later, the Powell River waterfront will be redeveloped and look

appreciably different than it does today. There are enough case examples in BC alone that suggest

location and quality of life factors will eventually draw enough investment interest to create a critical

mass of activity. Communities like Squamish, Port Alberni, Salmon Arm and Osoyoos are evidence that

what at one time was considered underutilized and distressed land can become properties that are

reoriented to much higher levels of use and general community utility.

This initiative does not address land use planning, design concepts and use ideas that were covered in

the 1992 and 2005 plans, or the most recent OCP. It is expected the City’s Planning Services

Department, its partners and the community at large, will continue to work toward the vision of a more

vibrant, mixed-use waterfront and downtown area. What is addressed following is an issue that was not

brought forward or discussed in the previous plans, namely, how to stimulate more private sector

interest and ultimately investment in redevelopment.

• Strategically market waterfront development opportunities:

Update to the powellriver.info website to include an “Invest” portal with a Call to Action

and direct access to contact information, community socio-economic data, incentives

and inducements, and recent economic news.

Develop a digital search function on the powellriver.info website that facilitates the

promotion and marketing of properties. For an example, see the City of Vernon. This

application would extend the functionality of the current ICX search engine by including

zoning, DPA and, potentially, incentive information.

Work with the Planning Services Department to maintain a competitive development

approval process. The Commercial Real Estate Development Association development

cost survey for Metro Vancouver can be used to benchmark performance on criteria like

municipal fees, timing and mill rates.

Work with property owners and the City to identify opportunities for adaptive reuse of

existing, unused or underutilized properties, and promote the development of the

community.

Consider a waterfront investment guide that combines baseline community and

waterfront data along with guidance for navigating the residential, industrial and

commercial development processes. The guide would provide all the necessary

http://www.investvernon.ca/index.php/current-initiatives/�


information an entrepreneur, investor or developer would seek before establishing a

business in the waterfront district.

• Research tax abatement policies or incentives for the redevelopment of heritage buildings. Use

conversions, and properties within DPAs that fulfil the economic development directives as set

out in the OCP. There are many examples of tax incentives being successfully deployed to

encourage infill and densification, and attract specific forms of development in communities

like Surrey, Maple Ridge, Vernon and Penticton. Typical abatements would be in the form of:

Deferral of property tax for a term (usually 3 to 5 years) for qualifying projects

Waiver of property tax on assessed value of improvements to existing properties

Reduction of Development Cost Charges in DPAs

Reduction or waiver of building permit fees for qualifying projects

Qualifying projects are typically defined by a value threshold (e.g. minimum $500,000).

• Provide assistance to keystone projects that wish to access City resources or navigate red tape.

Referrals to other economic development service providers, including the Chamber of

Commerce, Powell River Community Futures, Tourism Powell River, Marine Avenue Business

Association, Tla’amin First Nation, and federal and provincial agencies use also recommended.

• Support the implementation of strategic public infrastructure identified in the 2005 Plan and

subsequently prioritized by the Westview Waterfront Development Committee, including a

waterfront pathway network, redevelopment of Willingdon South, and the gradual

improvement of sidewalks and streetscapes that encourage retail infill and storefront

enhancements on Willingdon and Marine avenues.

Foster economic opportunities by utilizing the City of Powell River’s employment lands and industrial

properties. The City’s Sustainable Official Community Plan (SOCP) defines employment lands as those

designated to accommodate a range of business uses of a commercial or industrial nature. The

employment lands designation includes service commercial, light industrial and institutional uses that

will generate employment opportunities, create “clean industry” with high performance characteristics,

and provide related services.2

2 The employment lands designation in the City of Powell River does not include heavy industry or predominately retail commercial uses.

(City of Powell River. 2014c) In addition, Powell River has a portfolio of

industrial lands that it holds in partnership with the Tla’amin First Nation that can be used for a variety

of development activities including industrial.


Specifically, this “basket” of lands that can be used to create new business and employment activities

can be divided into three specific groups including:

The former Catalyst Paper Mill Administration Building and Property which consists of approximately 30,000 square feet of building space and the surrounding property.

Employment Lands owned and controlled by the City and made up of several properties located throughout the community that have been identified by the City for development.

Lands portfolio of PRSC Limited Partnership is a joint venture between the City of Powell River and Tla’amin First Nation and has 85 acres of industrial land remaining located to the south of the Catalyst Mill site.

Collectively, these lands are key to ensuring that there are appropriate development sites in the

community for existing businesses that may be expanding, or for new businesses and developers

looking to locate in the community. The portfolio and diversity of lands that are available can be key to

retaining or attracting new investment in the community. In addition, it is critical that there is a

“basket” of lands that is appropriately zoned and ready for potential investors who may be looking at

moving forward in a finite time period on their decision to establish a new location or relocate within

the community.

• Once the Excluded lands section of the Partnership Agreement is amended to address recent

transactions, move to list the remaining property with a real estate firm.

• Develop a clear prospectus for each property that the City owns or controls that will contribute

to the economic activity of the community.

• Ensure that each prospect is promoted in a variety of sources including the:

Provincial government’s Opportunities BC site;

Realtors and their networks and private sector listing sites; and,

City of Powell River website clearly linked to the municipal site.

• Provide research and planning assistance on specific flagship developments as they arise.


Infrastructure Promote a greater variety of housing types and options Affordable and desirable housing stock can be

used as an important lever in drawing residents to a community or retaining existing resident

population as their housing needs change over their life time. In general, Powell River is typically seen

as having affordable housing stock, but needs are changing and much of the local housing stock is

single detached family dwellings that may have met the needs in the past, but may not be in tune with

today’s changing population mix. A full 38.9% of the housing stock was constructed prior to 1960, while

a further 33.7% was constructed between 1961 and 1980. Further, of the 5,900 housing units in the City

of Powell River in 2011, only 390 or 6.6% are considered condominium development. (Statistics Canada

2013).

Figure 5 outlines the value of

residential building permits

in City of Powell River. Over

the period since 1998, the

value has fluctuated. In 2014

the value was approximately

$4.2 million and associated

with construction of 32 new

housing units, down from

$11.7 million and 47 units in

2008 and well off the period

peak in 2005 of $15.2 million

in value associated with 108

units.

The majority of units built continue to reflect construction of detached single family dwellings with

noticeable numbers of apartment units being constructed in 2014 (15 units), 2005 (47 units) and 2001

(46 units). No new row or attached housing units have been built over the period between 1998 and

2014 in the City of Powell River.

Meanwhile residents continue to highlight the need for a variety of diverse housing types in the

community. In the Powell River 2011-2012 Vital Signs report, housing was one of the key indicators that

residents were asked to comment on and 30.4% responded that rental housing affordability was poor

or below average, while only 17.5% of residents reported home ownership was poor or below average.

The report also identified a variety of comments on the potential housing needs in the community

including: the need for low income housing, more senior’s appropriate housing, units that

accommodate young single people and the need to consider carriage houses and small-scale housing,

Figure 5 City of Powell River Residential Building Permit Values

Source: BC Stats (no date)


and that the City should look at innovative housing strategies. (Powell River Community Foundation no

date)

• Explore zoning and by-laws that would increase the flexibility of housing units in the

community (carriage homes, micro-housing, multi-resident and in-law suites).

• Research the development of innovative housing that would be desirable to singles, young

families, professional empty-nesters and combine the shared use of common resources. (i.e.,

sharing of fitness facilities and equipment, vehicles, outdoor equipment, an optional communal

cooking/eating area).

• Investigate innovative partnerships and funding sources that can be used to develop new

affordable housing:

Explore accessing Investment in Affordable Housing

Explore other available

(IAH) offered through Canadian

Mortgage and Housing Canada (CMHC) in partnership with the provincial and federal

governments;

Reach out to developers and public associations (i.e., Canadian Mental Health

Association, Seniors organizations) to support the project;

affordable housing programs in BC;

Investigate the City providing tax relief for the development through the Revitalization

Tax Exemption By-law.

Investigate best practices in affordable housing in BC

• Support the assessment and business case development of key projects.

• Engage and promote to Developers opportunities that may exist in creating specific types of

new affordable housing stock.


Investigate the development of a Campus of Care model for Powell River Powell River has one of the

older demographic profiles in Canada. The median age has risen quickly in Powell River between 1996

and 2011 and now stands at 49.6 years, compared to 41.9 years for BC and 40.6 years for Canada. More

noticeable is that almost 24% or 3,130 residents in Powell River is now 65 years of age or older, up from

1,205 residents in 1996 (Statistics Canada 1996; 2012). The aging of Powell River is anticipated to

continue into the foreseeable future.

To support this transition in the local population, Powell River might want to consider the development

of a “Campus of Care”. Historically, people would grow old surrounded by family, friends, and all the

services that had sustained them in their younger years. However, today few families have the financial

option of having one adult at home full time to see to their elderly relative’s needs, and for those that

do, should an emergency arise, it’s not always possible to get timely help.

In the last century, to address concerns like these, we began housing seniors with needs for similar

levels of support together. This ensured that emergency care was on hand when it was needed, and

that older adults were able to spend time with peers. However, there are disadvantages to this

approach too, such as sometimes needing to separate couples with vastly different care needs, or

uprooting people when their needs for support advance. Issues like these have given rise to the Campus

of Care.

A Campus of Care is a planned community that provides a range of housing options and services within

a single community or location. For example, the campus might include four units and/or buildings—

one unit each for servicing retirement living, supported living, assisted living, and continuing care

needs. Specifically:

The Retirement Living building may be like any other apartment building, perhaps with studio suites for singles and one-bedroom apartments for couples. People live independently within a community of peers and may participate in group activities organized by staff.

The Supported Living building is similar, but includes a large kitchen and a common dining room so that residents can share one or more meals per day. Staff provide housekeeping, respond to emergencies, and organize in-house activities, such as continuing education or fitness classes, and offsite trips to local venues.

The Assisted Living building offers all the same features as supported living, and incorporates personal care options. For example, care staff may help residents get to and from meals or activities, get washed and dressed, or take physician-prescribed medications on schedule.

The fourth building provides services typical of a Care Home. Residents generally have significant needs for personal or medical care. While the rooms are similar in layout to those in


the assisted living building, residents have access to nursing and personal care staff around the clock, and eat all meals in the communal dining room.

In addition, residents across the campus typically have access to a variety of onsite services or are

located in close proximity, such as:

A wellness clinic with a physician, optometrist, dentist, and perhaps other health services.

Retail services, such as a hair salon/barber shop, a corner store, and maybe a coffee shop.

A branch of the local library or community centre, and maybe a non-denominational chapel. (Amendia 2015)

While examples of Campus of Care models are found in larger centres, they are becoming popular in

smaller communities as well. In the Village of Lumby the Campus of Care is strategically located in the

centre of town and now serving as a key economic diversification strategy locally.

• Explore the idea for a Campus of Care for Powell River among local stakeholders and Vancouver

Coastal Health.

• If there is a desire to move forward, establish a Campus of Care Steering Committee to

investigate the opportunity confirming:

The demand for the services and facilities that might be co-located.

How the Campus of Care could be integrated into the existing services of delivery and

planning in the community.

A location that would work for the concept.


Culture and Education Support the development of the City’s cultural, recreational, sport and parks plan. Powell River has

developed a cultural learning and specialized education niche, with renowned programs such as the

Pacific Region International Summer Music Academy (PRISMA). This two week program takes place

each June and prepares music students and young professionals for a career in music performance

(PRISMA 2015). In 2014, 73 students from around the world attended the program and trained with 18

guest artists and distinguished performers who also come from outside the region (Randall 2015, pers.

comm.).

Another program that draws visiting students is School District 47’s Outdoor Adventure Training

program. This program attracts 30 to 40 students annually, with approximately 60% coming from

outside the region (Yule. 2015. Pers. comm.). The program equips students with the necessary skills and

certifications to find employment in the outdoor education, interpretation and eco-tourism industries.

Powell River is also home to the Powell River Academy of Music which offers excellence in arts

education. The school offers programs in music, dance, theatre, and visual arts that enable infants,

youth, adults and seniors. In 1996 to accommodate its expanding enrollment, the Academy entered

into a lease for the former J.C. Hill School as their campus (Powell River Academy of Music 2015).

Looking to build on these assets, the City of Powell River has completed two recent studies on art,

culture and recreation: the Powell River Arts and Culture Initiative (2012), and the Powell River Regional

District Recreation Initiative (2014). In addition, it is currently finalizing a sports tourism study that will

provide direction in positioning the community in sport tourism events and activities. These reports

have and will identify specific opportunities for Powell River that would support new and expanded

economic development opportunities in the community. The next steps in the capitalizing on specific

opportunities will be led by the City’s Parks, Culture and Recreation department, and further refining

the activities to be undertaken.

• Support the City’s Parks, Recreation and Culture department in:

Reviewing of the specific details for the opportunities identified in the projects;

Undertaking further consultation with local residents; and,

Establishing a ten year plan for recreation, arts, and sport that would provide

direction for special education programs.

• Investigate opportunities for educational and training activities at the airport, similar to Pitt

Meadows Airport (flight and pilot training).


Support the development of the Sino Bright School Powell River is already a leader in the hosting of

international educational opportunities. Camber College, a private institution, provides students with

English language training and usually hosts around 40 to 50 students at a time and upwards of 200

students per year. Students range in age and are typically coming from five different countries at any

one time with South Korean, Brazilian and Japanese being the most common nationalities

(Huntebrinker 2015, pers. comm.). The College offers a range of English language programming,

ranging from intensive English programming, through to family programs, to university pathway

preparation (Camber College 2015).

Powell River School District (SD) #47 also hosts approximately 110 students each year from other

countries who are studying either English as a second language (ESL) or taking traditional classroom

instruction (Yule 2015, pers. comm.). Currently in its 28th year, SD 47 offers International students a BC

Government Ministry of Education approved curriculum and BC Government certified teachers (School

District 47 2015).

Finally, Vancouver Island University (VIU) has begun offering English as a second language through

their Academic Preparation (AP) Program, English Communication Program (ECP), and short term

language and culture program. Graduates from the AP program are eligible to enter Vancouver Island

University degree, diploma and certificate programs directly, while the ECP program provides a small

classroom environment for English study and the progression of English skills. (Vancouver Island

University. 2015) VIU targets between 40 and 60 students each year in their language as second

language program (Yule 2015, pers. comm.).

In 2013, a MOU was signed between Sino Bright School (an international school for Chinese students),

the City of Powell River, School District 47, and Vancouver Island University that commits the partners

to work towards the development of a school and dormitory in Powell River that would be used to

teach English to between 300 and 500 foreign students annually. This project would result in a

minimum of $20 million in new capital spending in Powell River to build a new school (Yule 2015, pers.

comm.). Currently there is an agreement in place to purchase 132 acres of land adjacent to Brooks

Secondary School, and work continues on planning for the site that has been identified for the school.

• Support SD47 and VIU in their work to establish a University program in partnership with

Siyuan University in Xi’an, China to create a Canadian Cultural centre in Siyuan that would

result in having students travel to the Powell River campus for a niche program in International

Business.


Agriculture and Aquaculture Work with local producers and organizations to establish a long-term strategy for local sustainable

production and distribution, as well as an investment attraction strategy that promotes Powell River as

a destination cluster for protected stock. Agriculture has experienced reasonable growth in Powell

River, creating hundreds of jobs and supporting an expanding community of sustainable and organic

farmers.

While there seems to be a divergence of perspectives on the future of growth in agrifood production

and farming in Powell River, there are distinct opportunities that present themselves. These include the

continued expansion of current products and the number of farms, as well as unique opportunities

associated with Powell River’s geographic positioning that separates it from the rest of BC.

The history of farming dates as far back as forestry when people first settled in the community and

began growing food to sustain their families. The Powell River Farmers Institute was formed in 1915 to

represent the needs and interest of the farming community. While farming declined in the 1950’s due to

improved access to global food supply chains, it has experienced a resurgence in the past decade with a

focus on sustainable and organic local food.

Agriculture (which includes aquaculture) has significantly strengthened its economic position since

2001, especially compared to the province. This is partly due to moderate growth in agrifood

production in Powell River, as well as the resolution of regulatory challenges in 2005 where local

farmers negotiated special licenses with the province that would allow local farms to slaughter their

animals on-farm and remain viable.

In 2008 the Farmers’ Institute developed the concept of Full Circle Farm which identified that a regional

food hub would be a pivotal initiative in the growth of agrifood production in the region. Supported by

the Regional District and economic development society, it could create a ‘coop’ style vehicle that could

pool resources and bulk-purchase supplies, feed, seed and other inputs to food production and

processing. A business plan was developed that identified only 2-3% of total food consumed in the

region was locally produced, leaving room for growth and expansion in local markets, assuming

producers could attain a critical mass of food production and diversity.

While local markets and opportunities to supply local commercial venues has continued to grow, the

development of the Full Circle Farm initiative has stalled. Research on market and production

opportunities is expected to be completed in September 2015, however, and it is anticipated this will

provide a framework for cooperative activities. Meanwhile, the demand for sustainable local food has

increased, and local outlets are beginning to distribute local food to consumers.


One particularly unique aspect to farming in Powell River is the community’s geographic isolation,

which ultimately can act as a protective barrier to seed, feed and genetic contamination. Along with

exemplary growing conditions, this is a differentiator for Powell River that can be levered into an

investment strategy attracting food producers whose businesses rely on the protection of their

genetics, regardless of the type of food being grown.

This is also important for organically produced crops, where isolation from pests and other seed

contaminants plays a vital role in the preservation of stock. The principles and practices of using

isolation distances in seed crop production are some of the most important, yet least understood, parts

of seed crop production. Developing an expansion and investment attraction strategy that will lever

this opportunity is recommended in this strategy.

• Establish common ground with growers and farmers that will bridge opportunities for growth

and continued development, including a reconciliation with the Farmers’ Institute and Society

for the Advancement of Local Sustainable Agriculture (SALSA) board to ensure cohesion.

• Work with local farm leaders to complete the Full Circle Farm business plan and explore options

for execution that will support growth and development of existing, and potential new farms.

• Develop a well-researched strategy with an investment attraction marketing program to

position Powell River as a destination for seed stock development, protected organic farming

and isolated husbandry.

• Explore options to continue strengthening distribution networks locally and in expanded

markets, including farm and growers markets, grocers, restaurants and other distribution

venues.


Support continued expansion and growth in land-based aquaculture, and equipment manufacturing,

and pursue development of land based aquaculture operations in PRSC’s Marine Industrial Lands. The

aquaculture labour force in Powell River Regional District (PRRD) is made up of 145 workers or 1.79% of

the total labour force. Of this total, 105 workers reside inside the City of Powell River. In comparison,

neighbouring regional districts of Comox Valley RD have an aquaculture labour force of 340 or 1.16% of

their total labour force; Strathcona RD has 505 workers or 2.55% of their total labour force; and the

Sunshine Coast RD has no aquaculture labour force (Statistics Canada 2014). Overall in 2011, BC

generated $469 million in revenues, including $55.7 million in wages and salaries (BC Stats 2013).

Moving forward, there are clear indications that the aquaculture sector will experience strong growth.

Analysts forecast the Global Aquaculture market will grow at a compound annual growth rate of 6.83%

and 3.10% in terms of revenue and volume, respectively, during the period 2014-2019 (TechNavio

2015). Furthermore, according to the Canadian Aquaculture Industry Alliance (CAIA), global demand for

fish and seafood will reach 150-160 million tonnes by 2030. Yet capture fisheries can only provide 80-

100 million tonnes per year on a sustainable basis (CAIA 2015).

For Powell River, opportunities in aquaculture continue to emerge that could substantially increase the

business activity and associated employment involved in this local industry. The City of Powell River

and Tla'amin First Nation, through their joint venture in PRSC Limited Partnership, continue to

investigate interest from private sector companies, post-secondary institutions and others involved in

the aquaculture field, in the development of land based Aquaculture operations on marine industrial

lands adjacent to Catalyst Paper’s operations in Powell River (City of Powell River 2014). Recently, the

BC Provincial Government provided $362,000 to train 15 local participants in land-based aquaculture

systems. The training will provide the students with the skills to work on inland fish farms and

hatcheries (Peak Online 2015). Collectively, momentum continues to grow in the local aquaculture

sector.

One of Powell River’s largest aquaculture employers, AgriMarine Holdings, is currently in the process of

more than doubling its production capacity, which will add another 8 to 12 skilled jobs in the short-

term, and over the next three to five years help root a stronger cluster of aquaculture-based business in

the community. AgriMarine owns and operates West Coast Marine which produces much of the

province’s steelhead supply out of their facility at Lois Lake. Product is bought by high-end restaurants

such as Cactus Club and is available at leading markets like Granville Island. As a leader in sustainable

fish farming, they are actively seeking opportunities to expand, not only globally but in Powell River for

both fish production and equipment manufacturing. Access to affordable land, skilled labour and

strong partners in shipping and logistics make Powell River a desirable destination for growth,

according to the company. Powell River is already proactively facilitating additional partnerships and

investment in aquaculture, and at this juncture would benefit from a formal sector growth strategy that


would systematically support the development of a more diversified cluster of companies and products,

which is what is being recommended in this plan.

• Establish a working group that can support the development of a long-term sector vision.

• Continue to work with individual companies that are currently involved in the industry, directly

or indirectly through value and supply chains, as well as companies that have expressed an

interest in buying land and establishing land-based aquaculture operations in Powell River,

particularly PRSC’s Marine Industrial Lands.

• Develop a 5 year plan with a 10 to 15 year planning horizon on sector growth that includes a

marketing plan to promote the availability and suitability of local Marine Industrial Lands to the

aquaculture industry in an effort to attract new business and investment.

• Work with local industry and educational partners to expand current curriculum and training

that can build additional skilled workforce.


Tourism Work with tourism operators and recreation groups to encourage and promote export-ready visitor

experiences Tourism is a small (approximately three percent of total community income), but

important, contributor to the region’s economic base. It has major potential for future development

and growth because of convenient access to quality natural resources and the availability of supporting

community and visitor amenities. However, the sector remains highly seasonal, with low-yield

products, and, like agriculture, is facing succession issues as proprietors move into retirement. These

factors make for a challenging economic development environment. Yet there are some exceptional

strategic assets, including the Sunshine Coast Trail and the Powell River Forest Canoe Route, that are

nationally significant and could be integral to expanding visitor markets.

Tourism development can be

divided into several interrelated

components that provide the visitor

experiences including: key

infrastructure, land, amenities and

local services collectively create the

destination. Business create

tourism products such as tours,

which must be marketed to attract

clients (e.g. visitors). Visitor services

provide the on-the-ground

assistance once visitors are in the

region (for example as provided

through Visitor Centres).

These components work together

to induce visitor spending. They

must also innovate and expand in a

coordinated manner if the industry

is to prosper.

For this Plan, destination development is the primary target for intervention as it clearly falls within the

mandate of the City in terms of bricks and mortar infrastructure and services.

Figure 6 Elements of Tourism Development

Community Tourism

Development

Product Development

Destination Development

Visitor Services

Marketing


• Examine opportunities for an export-ready Sunshine Coast Trail experience. The Trail, which

stretches 180 kms from Sarah Point in Desolation Sound to Saltery Bay, was built and is managed

by the Powell River Parks and Wilderness Society (PRPAWS). The 14 huts form an epic trail that is

the longest hut-to-hut hiking experience in Canada. For self-guided visitors it represents an

outstanding and free outdoor trail adventure, one of the best in North America. The Trail could

also be a lever for drawing in new visitors who may not have the desire for a self-guided

adventure but would be willing to purchase a guided or semi-guided product package. Two

important elements of this initiative are:

Supporting development of a technology solution (e.g. a web-based application and

consumer website) for marketing the trail that becomes a unique tool that draws in

participating operators, potentially a receptive tour operator, and visitors;

Supporting a cooperation agreement between PRPAWS and tourism operators, similar

to those developed for the Trans Canada Trail, that provides rent or use fees for trail

maintenance and upgrades; and

Crown tenure, such as a licence of occupation under the Adventure

Tourism/Commercial Recreation Policy, that provides security of land use for

commercial purposes (but does not in any way exclude public use or enjoyment).

• Support research and development of packages of distinctive experiences and unique facilities for

visitors. Suggestions during the community consultation program noted the following

opportunities:

Experiences for students and their families that take advantage of international

education programs;

Experiences for the disabled that leverage programs and services of organizations like

Inclusion Powell River and the Model Community Project;

Agri-tourism, culinary tourism and heritage tourism that provide greater opportunity to

feature local producers, chefs and heritage facilities in packaged holidays.

• Meet with the Tla’amin First Nation to explore opportunities for Aboriginal tourism development,

specifically cultural and heritage tourism that could enhance or complement the visitor

experience.


Encourage marketing and Destination Management Organization (DMO) best practices The other

components noted in Figure 6 are equally important to the visitor experience, but they are the primary

responsibility of other stakeholders, tourism operators in the case of product development, and

Tourism Powell River and its partner Sunshine Coast Tourism for visitor services and marketing,

respectively. Nevertheless, PRED should promote the linkages between these components so that as

destination and product development progress, they are adequately coordinated with and promoted by

tourism marketing programs.

• Provide ongoing support to implement the 2% Municipal and Regional District Tax (MRDT). The

Sunshine Coast is one of the few remaining regions of the province that has not passed this

legislation and it should be encouraged to get on board. City funding for DMO activities is hard to

justify without full and active industry support. City Council approved support of the MRDT at its

regular meeting August 6, 2015.

• Promote the use of Explorer Quotient3

• Pending approval of the MRDT, undertake regional and local consultation with industry, local

government and First Nations to identify strategic directions for the Region. This

recommendation was made in the Tourism Plan Update Report prepared for Sunshine Coast

Tourism as part of Tourism BC’s Community Tourism Foundation program. It was recognized in

this report that strategic direction would be needed if the MRDT were approved.

(EQ) standards in all marketing activities. EQ is used

extensively by Parks Canada and the Canadian Tourism Commission and is now the preferred

approach to destination marketing.

3 EQ is a market segmentation program developed by the Canadian Tourism Commission to assist businesses and destination management organizations in better understanding current and prospective customers. Further information can be found at: http://en.destinationcanada.com/resources-industry/explorer-quotient.

http://en.destinationcanada.com/resources-industry/explorer-quotient�


Forestry Encourage an expanded community forest with more capabilities for enabling local processing. The

Powell River Community Forest (PRCFor), in operation since 2006, generates anywhere from $500,000

to $1 million annually in revenue to the City, its sole shareholder (City Powell River 2015). PRCFor has

possession of an area-based forest licence located in the Haslam and Lang Creek watersheds from the

Ministry of Forests, Lands and National Resource Operations. The licence covers approximately 7,100

hectares of Crown forest and has an allowable annual cut (AAC) of 25,000 m3; the actual harvest varies

year to year in response to market conditions. PRCFor puts millions of dollars back into the local

economy through the purchase of supply services, contracts, and distribution of dividends.

Community Forest Agreements, which originated as a result of the Forestry Revitalization Plan, are

intended to provide local government with a new source of revenue to fund local priorities and support

new options in recreation, wildlife and watershed management. They are also aimed at diversifying the

forest economy and creating new opportunities for value-added activities.

One of the objectives of PRCFor is to provide opportunities for local contractors, mill owners and value-

added manufacturers. While some wood has been directed to local producers, the majority is sold

through a broker to out-of-region buyers. This is typical of BC’s community forest operations. In Powell

River, the small size of the local value-added sector, the small size of the Community Forest AAC, the

mismatch between preferred species like Western Red cedar and the Community Forest profile of

predominantly Douglas fir, and PRCFor’s mandate to maximize harvest revenues for the benefit of the

community at large, means that there has been little opportunity to make progress on value-added

production. The City can work with PRCFor on initiatives that would increase the capacity for enabling

value-added production.

• Assist PRCFor to build a business case that can be used to lobby the provincial government for an

expanded AAC.

• Work with the British Columbia Community Forest Association (BCCFA) and the Southern

Interior Beetle Action Coalition (SIBAC) in their efforts to demonstrate to the provincial

government the value and importance of community forests to rural communities.

• Explore opportunities for allocating a portion of PRCFor revenues towards a research program

that targets more value-added production through policy directives, and management and

operating practices that encourages local value-added production. This should include a review of

the Harrop Proctor Community Forest, which has managed to support a small primary sawmill

and a range of value-added products (trim, siding, decking, flooring, panelling and fence/garden

materials ) on an AAC that is 40% of PRCFor.


Encourage innovative ways to increase the value of harvested timber by turning it into higher-end

products Forestry plays a much smaller role in the Powell River economy today than it has in the past. In

2001, the forest sector employed 1250 workers and many more in supplier industries. By 2011, this had

declined to 655 workers, almost half of what it had been a decade earlier. As noted in the baseline, real

GDP for the industry at the national level is expected to lag behind almost all other major industries

over the next decade.

The long term prospects for the industry may be encouraging, however. It may be that the downsizing

and consolidation of the last two decades has reached a bottom and that a stronger, more competitive

provincial industry may emerge. For Powell River, forestry is still the leading private sector contributor

to the economic base, and while future employment growth may lag, it still generates above-average

incomes for over 600 workers and their families. Moreover, the resource will not disappear; the current

annual allowable cut in the Sunshine Coast Timber Supply Area is 1.2 million cubic metres and can be

maintained at that level well into the future. Mill consumption is close to three times that level, so local

facilities are benefiting from the coast region fibre basket.

While it is anticipated that the existing facilities will continue to support the economic base moving

forward, the PRED can take a long range view and seek out opportunities for incremental wood

processing capacity that can take advantage of the local timber supply.

• Consider setting up a Wood Development Group (WDG) consisting of interested and potential

value-added operators. One of the objectives of the WDG would be to investigate the viability of

a flexible network or cooperative that could broker better access to timber or lumber products

and more generally to share ideas on value-added wood. It could be patterned on the Outside the

Box Meetup Group hosted by the Centre for Advanced Wood Processing at UBC.

• Consider hosting a Wood Forum that would include primary, secondary and other value-added

manufacturers for the purpose of increasing communication, dialogue and partnership potential

among operators. Strategic partnerships with the Centre for Advanced Wood Processing and

FPInnovations, both at UBC, could provide guidance and resources.

• Promote the availability of product development, capital and incentive programs from senior

government to local value-added businesses.

• Promote legislation and policy that encourages wood use in the construction sector.

Publicize building code provisions that allow next-generation wood-based building

solutions. This could lead to the expanded use of wood in multi-storey projects and

potentially a show-case development. This could be aligned with the waterfront

development strategy discussed previously in this Plan.

Re-introduce a wood first policy in accordance with the provincial Wood First Act. A

proposed policy was received by Council in 2011, but has not approved.

http://cawp.ubc.ca/other-activities/outside-the-box-meetup-group/�




Renewable Energy Expand Powell River’s production and use of renewable energy sources. Renewable energy is obtained

from resources that can be naturally replenished or renewed within a human lifespan. Wind, solar,

hydro, tidal, geothermal, biomass and waste products can all be converted to electricity, industrial

heat, thermal energy for space and water conditioning, and transportation fuels. Renewable energy

resources currently provide 16.9% of Canada’s total primary energy supply, and there is an abundance

of opportunities for more. (NRC 2015)

B.C. already has a strong clean-energy sector, which supplies nearly 25% of BC Hydro’s energy needs

through wind, run-of-river and solar. There is significant potential in renewable energy exports as well,

for example through power agreements that fulfill corporate green power policies. Apple Corporation

signed an $850-million-US deal earlier this year to power its California operations with solar electricity.

The Meikle Wind Project in the Peace River region of BC was purchased by US-based Pattern Energy to

help supply the company’s power supply deal with Amazon’s web services division. Approximately 60%

of the largest U.S. corporations have set climate and energy goals, which is expected to drive energy

demand in the future (WWF 2015).

There is existing and potential renewable energy production in Powell River. Brookfield Renewable

Power manages and operates the Powell Lake and Lois Lake hydroelectric generating stations as part

of its Powell River Energy Operations. It is due for completion by 2019 (MJTST 2014). Alterra Power

Corp.’s Phase 2 (Upper Toba) project has been under construction for the past year. Phase 1, two

generating stations at Toba/Montrose and the connecting transmission lines to Saltery Bay, was

completed in 2010 and represented over $1 Billion in investment.

The City has previously identified community-generated power (electricity) projects as an opportunity,

for example the Freda Creek Run-of-the River Hydro project. Tidal, biomass and waste energy are also

possibilities for the region, although resource potential is uncertain. EnergyBC estimates a potential

4,000 MW of untapped energy flowing along the coast of BC with numerous attractive locations for

tidal power development (EnergyBC 2015). BC has one of only two installed tidal generators at Race

Rocks (near Esquimalt), the other being in Nova Scotia.

The rationale for a renewable energy initiative in Powell River would not be limited to economic

benefits. It may also be based on concerns about energy security, affordability and climate change, and

perceptions by potential investors and residents about how sustainability is incorporated into local

governance and planning. From an economic development perspective, involvement in such projects

demonstrates commitment to innovation and technology solutions.


• Continue to lobby the province for consideration of the Freda Creek Community Hydro

Partnership as a ‘Pilot Project’.

• Explore an Independent Power Project policy for the City.

The policy would provide some measure of control over local power projects. Preferably

this would be done in conjunction with the Regional District, but if a region-wide

approach is not agreed to, then a City policy should still be considered. Independent

power is primarily within provincial jurisdiction regarding access to and use of natural

resources, but local government does exercise some regulatory oversight through

temporary use permits and building permits. The purpose of the policy would be to

encourage project development while protecting community interests and economic

benefits. The Squamish Lillooet Regional District has developed such a policy (SLRD

2014).

Monitor IPPs in the region and be prepared to advocate for community interests

through regulatory processes, including representation through the environmental

assessment process and any provincial permitting.

• Prepare a Regional or City Energy Plan.

Investigate opportunities for waste to energy systems that are feasible for small

installations. The Renewable Cities initiative at the SFU Centre for Dialogue is exploring

legislative, policy, research, technology and business solutions for renewable energy

production (SFUCD 2015).

Consider a partnership with the BC Bioenergy Network (BCBN) for funding to support

either a local resource availability study, feasibility study or a pilot or full-scale capital

demonstration project.

Monitor the bio solids research being undertaken by the Sliammon Development

Corporation. This may emerge as a partnership opportunity for a broader waste

initiative, although rather than energy production, applications may involve fertilizers.

• Identify strategic locations and supporting municipal land that may be suitable for district energy

projects, perhaps in conjunction with facilities at the Resource Recovery Centre.

• Monitor provincial initiatives on tidal energy and research Powell River’s potential role as a

regional research, development and logistics centre.


2.5 SUMMARY

The Economic Development Strategy (the Strategy) will serve as a foundation and guide for future local

economic planning and policy for Powell River over the next five years. The Strategy has been

developed to align with other current City planning initiatives.

The research, engagement and consultation, and plan creation took place in four stages between

March and July 2015. The research and analysis stage culminated in a Baseline Report that provided a

data-based situational analysis. This was followed by a consultation program that involved residents,

high schools, businesses, key stakeholders and partners in a series of focus groups, meetings and

interviews. The third stage involved a planning workshop that provided vision and content for the

Strategy’s framework, and the final stage included additional research to further detail the areas of

focus and key initiatives.

The Strategy balances the geographic, demographic and economic characteristics and potential of

Powell River in the context of provincial economic development efforts and global opportunity. It is

framed around key assets and differentiators, a Vision Statement, a set of strategic goals and eight

focus areas. The relationship of these Strategy elements are illustrated in Figure 7.

In economic development, assets are any attribute or feature that directly or indirectly contributes to

community wealth. Natural resources such as timber and water directly contribute to economic activity

as factors of production. Human built facilities and services like transportation infrastructure, utilities

and housing enable economic activity, as well as shape quality of life attributes that make Powell River

a destination for investment and job creation. Assets become differentiators when they create

advantageous conditions for economic wealth, through the explicit effort of people. In Powell River the

bestselling features of the community are its natural environment, its distinct marine location in

proximity to Vancouver, affordability as a place to live and do business, its strong sense of place, and its

cultural diversity.

The vision describes a successful transition to a value-added economy where traditional industries like

forestry have adapted to more competitive global markets, and where entrepreneurship and innovative

activities have reinforced the quality of life that residents of Powell River value highly. The four goals

target a successful business and investment environment, community self-sufficiency, quality

infrastructure and sustainable growth.

The strategies represent a mix of functional activities such as business and community development,

employment lands and infrastructure with sector initiatives, focusing on culture and education,

agriculture and aquaculture, forestry, tourism and renewable energy.


Figure 7 The Powell River Economic Development Strategy

Assets and Differentiators

Afforable West Coast

Lifestyle


Isolation & Connectedness

Sense of Place Local Services Culture Marine

EnvironmentRecreation Features

Vision ElementsHealthy, culturally rich,

prosperous

Value-added activities, employment

Smart city, quality infrastructure/airport

Entrepreneurship and innovation drive

growthRevitalized downtown,

waterfront

First Nations active economically

Strategic Goals

Competitive Business

Self-sufficiency

Smart City

Sustainable Growth

Focus Areas and Sectors

Business Care

Land Use

Infra-structure

Culture & Education

Agr/Aqua-culture Tourism Forestry

Renewable

Energy


3 REFERENCES 3.1 ACRONYMS

BCBN BC Bioenergy Network BCCFA BC Community Forest Association BCSFA BC Salmon Farmers Association

BCSFGA BC Shellfish Growers Association BDC Business Development Corporation

CAWP Centre for Advanced Wood Processing CEGEP Collège d'enseignement général et professionnel

CFPR Community Futures Powell River CMA Census Metropolitan Area

CMHC Canada Mortgage and Housing Corporation DSD Powell River Development Services Department ESL English as a Second Language FCF Full Circle Farm FDI Foreign Direct Investment

FLNRO BC Ministry of Forests, Lands and Natural Resource Operations GDP Gross Domestic Product IMF International Monetary Fund IPP Independent Power Producers

MJTST BC Ministry of Jobs, Tourism and Skills Training MSDSI BC Ministry of Social Development and Social Innovation

MW Megawatt PRCF Powell River Community Futures

PRCFor Powell River Community Forest PHCD Private Health Care Delivery Companies

PNP Provincial Nominee Program PRISMA Pacific Regional International Summer Music Academy

PRED Powell River Economic Development PRPAWS Powell River Parks and Wilderness Society

PRCD Powell River Parks, Recreation and Cultural Department PRRD Powell River Regional District

PSD Powell River Planning Services Department SALSA Society for the Advancement of Local Sustainable Agriculture

SBS Sino Bright Schools SCT Sunshine Coast Tourism SFU Simon Fraser University

SIBAC Southern Interior Beetle Action Coalition SWOT Strengths, Weaknesses, Opportunities, Threats

TPR Tourism Powell River UN United Nations

VCH Vancouver Coastal Health VIU Vancouver Island University

YVR Vancouver International Airport VC Venture Capital


3.2 LITERATURE CITED

Amendia Surrey. 2015. What is a Campus of Care? Available at: http://www.homecareliving.ca/news/2012-01-12-campus-of-care. Accessed: July 10, 2015.

BC Ministry of Agriculture. 2013. Agriculture Brief Powell River Regional District.

BC Ministry of Forests, Lands and Natural Resource Operations (FLNRO). 2011. Sunshine Coast TSA Timber Supply Analysis Public Discussion Paper.

BC Ministry of Jobs, Tourism and Skills Training (MJTST). 2014. BC Major Projects Inventory September 2014.

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3.3 PERSONAL COMMUNICATIONS

Barr, Jack. Town Centre Hotel and Mall. Personal meeting, June 12, 2015.

Bird, Helena. President of SALSA and Full Circle Farm. Personal Interview, July 27, 2015.

Formosa, Dave. Mayor, City of Powell River. Telephone interview, June 19, 2015.

Han, Henry. Director BC Trade Office. Personal Interview, July 28, 2015.

Hassett, Mark. Three Leaf Contracting. Personal meeting, June 4, 2015.

Hemphill, Greg. Director, Powell River Community Forest Ltd. Telephone conversation, July 10, 2015.

Huntebrinker, Clas. President, Camber College. Personal interview, June 25, 2015.

Kamon, Paul. Tourism Powell River. Personal interview, June 25, 2015.

Kromprocker, Pam. Executive Director, Community Futures Powell River. Personal interview, June 25, 2015.

Leroy, Sean. Senior Policy Analyst, Renewable Energy Development Branch, Ministry of Energy and Mines. Telephone conversation, July 20, 2015.

Mellor, Ian. Director, BC Major Initiative Office. Personal Interview, July 27, 2015.

Melrose, Sean. PRCIC President. Personal Interview, July 23, 2015.

Poore, Bob. Project Manager, True Health Company. Personal meeting, June 4, 2015.

Rankin, Kelly. Manager, Sliammon Development Corporation. Personal interview, June 25, 2015.

Rebane, Alan. President Powell River Farmers Institute. Personal Interview, July 28, 2015.

Walker, Rob. Vice President AgriMarine, Personal Interview, July 24, 2015.

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APPENDIX A - ACTION PLAN Priority Level rankings in the following table have the following definitions:

High: top priority for implementation

Medium: second order priority, suitable for implementation if resources and time allow and partners committed

Flex: third order priority, best suited for partial implementation if resources and time allow, but can be deferred


Strategy Objectives Partners Priority

Level

Timelines

2015-16 2017-18 2019-20

BUSINESS RETENTION EXPANSION AND ATTRACTION

Re-establish an active business retention and expansion program.

• Strengthen relationships with business

• Identify opportunities for growth and expansion

• Stay alert to threats to business

• Identify opportunities for new investment and trade

• Build a proprietary database of business info

• Reportable metrics and performance measures

• Chamber • Community

Futures • BDC

High

Align Investment Attraction and Trade with the BRE programs.

• Increase local and external investment

• Business growth into new markets, export revenues and increased jobs

• Business expansion and increased taxation

• DFATD • Industry

Canada • Trade Coms • BC Trade Office

High



Level

Timelines

2015-16 2017-18 2019-20

BUSINESS RETENTION EXPANSION AND ATTRACTION

Develop place making tools with a focus on brand messaging, and an expanded focus on attracting skilled immigrants and investor-immigrants.

• Close perception gaps on access and opportunity, internally and externally

• Continue to expand skilled worker and talent base

• Generate new investment

• Social media partners

• Community partners: chamber, TPR

• PNP • BC Trade Office

Flex

Establish a robust program around entrepreneurship and social entrepreneurs.

• Stronger culture of entrepreneurship and innovation

• Rooted growth in the community

• Increased inflow of investment

• Community Futures

• BDC & VC’s • Chamber • Wavefront • Highline • MSDSI

High

Notes: BDC Business Development Corp., MSDSI BC Ministry of Social Development and Social Innovation, PNP Provincial Nominee Program, TPR Tourism Powell River, VC’s Venture Capital firms in BC, Wavefront Wireless Accelerator in Vancouver.



Level

Timelines

2015-16 2017-18 2019-20

LAND USE AND DEVELOPMENT

Identify and promote mechanisms for stimulating waterfront redevelopment

• Achievement of 2005 Waterfront Plan vision

• Increased business and employment activity

• Increased visitation • Expanded tax base

• DSD • MABA • PRCF • Real Estate

Industry • Tourism Powell

River

High

Foster economic opportunities by utilizing the City of Powell River’s employment lands and industrial properties

• Attract desired investment to key properties

• Leverage strategic lands to create new business activity that diversifies and grows economy

• Real Estate sector

• MJTST • TAFN • Developers

Medium

Notes: PSD Planning Services Department, MABA Marine Avenue Business Association, PRCF Powell River Community Futures, MJTST BC Ministry of Jobs, Tourism and Skills Training, TAFN Tla’amin First Nation



Level

Timelines

2015-16 2017-18 2019-20

INFRASTRUCTURE

Promote a greater variety of housing types and options

• Create desirable housing for a diversified population.

• Support housing affordability

• Real Estate sector

• Developers • CPR – DS • CMHC

Flex

Investigate the development of a Campus of Care model for Powell River

• Support retirement living in Powell River

• Generate business and employment opportunities in health care sector.

• VCH • Developers • PHCDC

Medium

Notes: DSD Powell River Development Services Department, CMHC Canadian Mortgage and Housing Corporation, VCH Vancouver Coastal Health, PHCD Private Health Care Delivery Companies



Level

Timelines

2015-16 2017-18 2019-20

CULTURE AND EDUCATION

Support development of the City’s cultural, recreational, sports and parks plan

• Increased cultural and education activity locally

• Increased culture business activity

• Increased number of visitors to the community

• PRCD Flex

Support the development of the Sino Bright School

• Increased number of visiting students

• Increased student spending in community

• Investment in educational infrastructure locally

• Expanded educational business activity locally.

• PRCD • CPR • SBS • School District

47 • VIU

High

Notes: PRCD City of Powell River Parks, Recreation and Culture Department, SBS Sino Bright School, VIU Vancouver Island University



Level

Timelines

2015-16 2017-18 2019-20

AGRICULTURE AND AQUACULTURE

Work with local producers and organizations to establish a long-term strategy for local sustainable production and distribution, as well as an investment attraction strategy that promotes Powell River as a destination cluster for protected stock.

• Increased growth and stability for local producers

• Improved consistency in product markets and distribution

• Stronger buying and supply programs to reduce input and transportation costs

• Establishes a niche for potential investment and sector expansion

• Expands PR’s brand as a destination for organic and specialized agrifood

• Farmers’ Institute

• SALSA/FCF • Ministry of Ag • Agriculture

Canada • BC Trade • UBC agric

research group • Can Trade

Coms

Flex

Notes: BCSGA BC Shellfish Growers Association, BCSFA BC Salmon Farmers Association, VIU/ECC Vancouver Island University/Excell Career College, MSDSI BC Ministry of Social Development and Social Innovation, SALSA/FCF Society for the Advancement of Local Sustainable Agriculture/Full Circle Farm, TAFN TLa’amin First Nation, VIU Vancouver Island University



Level

Timelines

2015-16 2017-18 2019-20

AGRICULTURE AND AQUACULTURE

Support continued expansion and growth in land-based aquaculture, and equipment manufacturing, and pursue development of land based aquaculture operations in PRSC’s Marine Industrial Lands.

• Increased jobs and skilled labour force

• Expanded sector and investment

• Export market development

• AgriMarine • TAFN • Industry

Canada • BC Trade

High

• Diversify and grow the local aquaculture industry

• Create new business and employment from PRSC Lands

• Aquaculture Businesses

• BCSGA • BCSFA • VIU/ECC • MSDSI • TAFN

Medium

Notes: BCSGA BC Shellfish Growers Association, BCSFA BC Salmon Farmers Association, VIU/ECC Vancouver Island University/Excell Career College, MSDSI BC Ministry of Social Development and Social Innovation, SALSA/FCF Society for the Advancement of Local Sustainable Agriculture/Full Circle Farm, TAFN TLa’amin First Nation, VIU Vancouver Island University



Level

Timelines

2015-16 2017-18 2019-20

TOURISM

Work with tourism operators and recreation groups to encourage and promote export-ready visitor experiences

• Increased visitor volumes and spending

• Enhanced hospitality and interpretive services

• Greater utilization of existing facilities

• PRPAWS • Operators • Community

Organizations • Tla’amin • PRCC

Medium

Encourage marketing and DMO best practices • Increased visitor volumes and spending

• More efficient allocation of marketing resources

• TPR • SCT • DBC • Operators

Flex

Notes: PRCC Powell River Chamber of Commerce, PRPAWS Powell River Parks and Wilderness Society, TPR Tourism Powell River, SCT Sunshine Coast Tourism, DBC Destination BC



Level

Timelines

2015-16 2017-18 2019-20

FORESTRY

Encourage an expanded community forest with more capabilities for enabling local processing

• Adoption of community forest best practices

• Increased AAC • Value-added research

program

• PRCFor • FLNRO

Medium

Encourage innovative ways to increase the value of harvested timber by turning it into higher-end products

• Local operator network • Increased wood use in

local construction • Signature wood building

development on waterfront

• CAWP • Forest industry • Real Estate

industry

Flex

Notes: PRCFor Powell River Community Forest, FLNRO BC Ministry of Forests, Lands and Natural Resource Operations, CAWP Centre for Advanced Wood Processing



Level

Timelines

2015-16 2017-18 2019-20

RENEWABLE ENERGY

Expand Powell River’s production and use of renewable energy sources

• Implementation of Freda Creek pilot project

• Regional District or City IPP policy

• City Energy Plan

• PRRD • SFU • BCBN

Flex

Notes: PRRD Powell River Regional District, SFU Simon Fraser University, BCBN BC Bioenergy Network