SPECIAL CORPORATE AND ADMINISTRATIVE SERVICES COMMITTEE. Thursday, May 2, 2013 SCRD Boardroom, 1975 Field Road AGENDA

Transcription

1 SPECIAL CORPORATE AND ADMINISTRATIVE SERVICES COMMITTEE Thursday, May 2, 2013 SCRD Boardroom, 1975 Field Road AGENDA CALL TO ORDER: 10:00 a.m. AGENDA 1. Adoption of Agenda REPORTS 2. Chief Administrative Officer SCRD Strategic Plan Progress Report May 2013 Annex A Pages 1-20 NEW BUSINESS ADJOURNMENT

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3 A SCRD STAFF REPORT DATE: April 19, 2013 TO: Special Corporate and Administrative Services Committee May 2, 2013 FROM: John France, Chief Administrative Officer RE: SCRD STRATEGIC PLAN PROGRESS REPORT MAY 2013 RECOMMENDATION THAT the Chief Administrative Officer s report titled SCRD Strategic Plan Progress Report May 2013 be received. BACKGROUND The SCRD Strategic Plan was adopted at the Regular Board meeting held December 13, Staff sent a copy of the new SCRD Strategic Plan to the member municipalities advising that the Board will be reviewing the progress of the Strategic Plan in early June and welcomed their comments to assist in this process. Attached is the first status update of the Strategic Plan Progress Report for the Strategic Plan (May 2013). A Strategic Planning Workshop is scheduled to be held at Pebbles Restaurant in Sechelt with John Talbot facilitating on Tuesday, June 4, DISCUSSION Staff will provide in depth updates on the principles and goals of the Strategic Plan. The Board is also requested to provide feedback on this update and any suggestions to include in the upcoming plan review in June. 1

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5 STRATEGIC PLANNING PROGRESS REPORT : COLLABORATIVE LEADERSHIP - LEAD BOARD AND CAO Collaboration is a process where two or more people or organizations work together by sharing knowledge, learning and building understanding. GOAL: To model and facilitate collaborative leadership both internally and externally with local and senior governments, the general public and external bodies. 1.1 To work more effectively a) To communicate and facilitate with senior governments on the lobbying with one voice on key important Coastal issues and coastal issues such as developments transportation and the upgrading and development of services and infrastructure. Accomplishments - Joint meeting (municipalities/sib) with Minister of Transportation & Infrastructure at UBCM re passenger ferry. - Joint meeting with ferry commissioner Coastal Chairs Proposed Actions - Collaboration with Government Agencies on illegal dumping including the Back Road Trash Bash and enforcement activities. b) To engage the MLA, MP and ministries etc. in joint intergovernmental initiatives. - Invited MLA to participate in UBCM meetings with Cabinet Ministers (New Brighton Dock meeting). - MOTI participation in Transit Stakeholders meeting - Work with MLA and MP on Infrastructure Grants - Meet with Squamish Nation and Transportation Minister on New Brighton Dock divestiture process 1.2 To improve communication, information sharing and understanding between local governments, school district and other local organizations a) To create mechanisms that allows information and knowledge to be shared; and to enhance coordination. - Met with SIB staff re committees and admin processes - Board Briefs compiled and distributed to municipalities - Quarterly newsletter to highlight one aspect of Strategic Plan & relevant seasonal information - Budget session with municipalities - Meetings with staff of member municipalities re civic addressing - developed civic addressing brochure for use by municipalities - Next step on Economic Development Alliance planned (Nov 13, 2012) - Development of Citizen Engagement Framework - Pilot project to film Committee meetings of high community interest 2

6 b) To collaborate with other Regional Districts, Crown corporations and private sector (i.e. resource sector, ferry service improvements Accomplishments - Developed Climate Action Kits jointly with Capital Regional District - Supported EV Charging infrastructure - Assisted SC Tourism with hotel tax petitions - Work with Powell River Regional District on joint issues - Completed Zero Waste Event Guide and Zero Waste Accommodations Guide in partnership with SC Tourism. Proposed Actions - Develop communications protocol with SCPI - Finalize protocol agreement with BCTS c) To collaborate with the School District and Capilano University on educational, post secondary opportunities and other community services. - Co-hosted BuiltGreen Certificate training course with Capilano University and CCBA - Supported Bike Rack acquisition and installations with TRAC - Funding for Sechelt Youth Centre - Work with School District No. 46 on joint use (process to update the agreement) Roberts Creek Community Room and in increasing public access to school facilities. - Work with classroom teacher to deliver program for Local Govt Awareness Week 1.3 To continue to develop effective relationships with the Sechelt and Squamish First Nations a) To finalize the shíshálh water agreement. - Joint meeting with Premier on Dock issue in Area A. Supported process to reach mutually acceptable solution to dock issue. - Met with Sechelt on water agreement. -, next meeting with Sechelt Indian Band on water agreement. b) To finalize the shíshálh land use planning protocol agreement. - Refer to 6.1C 3

7 c) To establish an umbrella protocol agreement, with Squamish First Nation (to be developed with the Town of Gibsons). Accomplishments - Squamish Nation participation in a Community to Community Forum with SCRD and shíshálh Nation - Community to Community Forum held at Roberts Creek Hall on April 8, 2013 with representatives of shíshálh nation and Squamish Nation councils, SCRD Regional Board and District of Sechelt and Town of Gibsons councils and staff in attendance. Meeting goals were to foster better relations and an understanding of land use planning and governance structures. Proposed Actions - Consideration of SCRD/Squamish First Nation protocol agreement and/or master agreement between all of the parties as a new initiative different from LMTAC. 1.4 To listen and improve two way communication with the general public a) To create effective ways of connecting with all groups (First Nations, VOICE, youth, volunteers, seniors) - Continued use of social media tools including Facebook, Twitter and YouTube - Connected with the Women s Progress Plan Group, provided resources - Connected with Voice on youth issues and improved ways to continue communication with youth - Develop citizen engagement framework - Develop citizen engagement toolkit - Film Board/Committee meeting of high public interest for posting on web 1.5 To model collaboration within the SCRD a) To be a learning organization - Provided Fuel Smart Drivers training for staff. - Emergency Operation exercise held jointly with other agencies and local governments - Supported ongoing professional - Continue to support professional development opportunities for all staff (e.g. records management, customer service) and Directors e.g. Eli Mina, LGLA, Records Management, First 4

8 Accomplishments development on a department and corporate level e.g. presentation skills, minute taking & office procedures, software, safety. E.g. presentation skills, safety, software, emergency services response, respectful workplace, team building - Completed a cross department software review and reported out to Board. Proposed Actions Nations Sensitivity - Continue to share information & expertise with other local governments - Establish cross-departmental (staff) committee to prepare for implementation of an Electronic Document Management system - Establish an internal energy management committee to promote energy conservation amongst staff b) To develop an equity and fairness policy for services delivered - Held meeting with Board to discuss Service Equity and to set guidelines for the future review of Service Equity - Research other local government policies c) To develop a responsive public service policy for the organization - Customer service training in recreation. - Research other local government policies and develop customer service training materials. CULTURAL, SOCIAL, ECONOMIC and ENVIRONMENTAL SUSTAINABILITY LEAD GM INFRASTRUCTURE SERVICES Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. Brundtland Commission GOAL: To participate in the implementation of the Cultural, Social, Economic and Environmental Sustainability Plan for the Coast ( We Envision ) 2.1 To implement the Regional a) To facilitate the creation of Sustainability Plan (RSP)(We regional round table that Envision) with other local includes local governments to 50-3 proposals put to the Board, looking for decision / political will for an agreed upon structure for - Revisit in 2013 fourth quarter 5

9 governments and coordinate and monitor the community stakeholders implementation of the plan the regional round table b) To continue to educate and involve the public and stakeholders about the RSP and its benefits - Continued to make presentations to introduce the plan to new audiences - Continue to nurture relationships with the economic development sector in particular - Continue to use RSP as overarching framework for other education and outreach initiatives - Direction will depend on outcome of 2.1 a). c) To integrate sustainability criteria into major Board/Committee reports and actions d) To report to and involve the community on the SCRD s 75 - Integrated We Envision goals into 2012 budget planning process - Integrated We Envision as a framework into several other major plans: SARP, Agricultural Area Plan, Halfmoon Bay OCP, Roberts Creek OCP, West Howe Sound OCP - We Envision is being used as a framework for evaluation of major development applications in terms of whether the proposed development supports or moves us away from the core values and strategic directions of the RSP - Integrated RSP into SCRD Strategic Plan 10 - Agricultural area plan development was called for in - Integrate We Envision framework and goals into the Comprehensive Regional Water Plan and Transit Futures Plan. - Integrate into staff reports to standing committees - Include in 2014 Work Plan. - Develop annual report on RSP 6

10 progress in achieving the targets in the We Envision document for which SCRD has responsibility We Envision and is now under way with community involvement - Community involved in selecting locations for Electric Vehicle charging stations, bike racks implementation by SCRD (2014 Work Plan). 2.2 To review and report on progress towards achieving the Community Energy and Emissions Plan (CEEP) targets and develop an updated inventory a) To complete the energy projects currently underway (i.e. coordinate demonstration projects; produce a renewable energy atlas; implement renewable energy projects, etc.) Completed Renewable Energy Atlas with key stakeholders - Completed ClimateSmart training for 11 Sunshine Coast businesses - Profiled Green Building on coast through HomeShow - Ran second annual Bike to Work week event - Renewed Energy Rebate Program with FortisBC support - Supported EV Charging Plan - Support continuation of community based initiatives begun, through matching funding e.g. Energy Rebate Program - Support ongoing community outreach and information b) To have energy and emission reduction targets incorporated into Roberts Creek & Halfmoon Bay OCPs Included as Appendix A: Community Energy and Emissions Plan Goals and Implementing OCP Policies in the Roberts Creek OCP. - Include energy and emission reduction targets/policies in the Halfmoon Bay OCP c) To update CEEP inventory and action plan to reduce emissions and to prevent emission spikes 10 - Initiated assessment of CEEP and next steps in plan. - Retained Enerficiency to carry out CEEP update. - Obtain CEEP inventory and action plan update from consultant and present to Committee. 2.3 To implement the SCRD s corporate energy and emissions reduction plan and make progress towards the target of being carbon neutral within our a) To hire a Corporate Energy Manager - Sechelt Pool energy project - Develop job description and obtain approval from BCH Hydro and CEP - Corporate Energy Manager recruited and started April 2, - Complete compilation of Corporate building and fleet emissions profile and tracking data - Create communications and internal support by division with 7

11 organization year targets to seek best energy costs savings opportunities - Support related projects (e.g. Sechelt Landfill Waste to Energy project ) - Support outreach and capacity building with local municipalities and business on coast to share progress and approach a) To implement energy and emission reduction actions in the plan (Sechelt Aquatic Centre Heat Recovery System, Fleet procurement and management improvements, lighting retrofits at Administration Building, increased recycling and composting stations at facilities) - Hosted FuelSmart Drivers training and refresher courses - Began Corporate Anti-Idling Policy - Relamped Mason Road facilities - Replaced Chaster house heating with air-to-air heat pump - Installed Corporate and Community supporting EV charging station at Field Road - Major energy project Sechelt Aquatic substantially completed includes ambient solar and heat recovery technology. - Issued RFP for relamping and replacement of HVAC at Field Road office. - Target key building and fleet emission reduction initiatives from Corporate Energy and Emissions Plan - Complete Sechelt Aquatic energy project and provide ongoing communication of the benefits. - Electrical and lighting projects Sechelt Arena - Complete relamping and HVAC upgrade of Field Road office. 8

12 FINANCIAL SUSTAINABILITY LEAD - TREASURER AND MANAGER OF FINANCIAL SERVICES Financial Sustainability is the degree to which a government is capable of funding the service needs of its community, including the management and maintenance of assets; ability to cope with contingencies that arise, without making radical changes to spending or revenue raising; ability to effectively manage risks; and avoid financially disadvantaging future generations. (Partial excerpt: Australian Local Government Act) GOAL: To provide leadership in financial sustainability so residents and businesses can continue to receive high quality responsive service and to provide a legacy for future generations. 3.1 To implement the long term a) To continue with the financial sustainability policy implementation of the Financial Sustainability Policy e.g. recognize ongoing maintenance costs for existing capital assets and new capital projects - Continuation of 5 year capital planning for each function and presented at budget proceedings. - Parks and Recreation Master Plan-significant financial section included for project & capital planning - Detailed Capital planning continued for Emergency Telephone Operational & Capital reserve Policy to help funding framework for capital plans. - Roll revenue from new GST/PST fee changes for recreation into a capital reserve - Consider other capital reserve policies in conjunction with the Parks and Recreation Master Plan b) To adopt a policy on operational and capital reserves: - To adopt an Investment Policy - To establish a Sustainable Purchasing Policy that reflects local interests - To adopt a Debt Policy that includes targets to reduce debt 50 - Operational & Capital Reserve Policy- Identified functions with stat reserves required. Research started and preliminary draft to follow - Investment Policy Res #377/12 Rec #6-complete and approved by the Board. - Sustainable Purchasing-Section 7 added to purchasing policy outlining local procurement preferences - Debt Policy-Research started - Reserve Policy-Work in Progress and target completion Debt Policy- Work in Progress. 9

13 3.2 To complete internal service reviews to achieve efficiencies and benchmarking a) To complete a service review for the recreation division and benchmarking for regional water b) After 1 year, designate another department to review and preliminary draft to follow 50 - Recreation Divisional Review- Review complete, workshop held with elected officials on April 19th - Regional Water benchmarking consultant retained. Target 2013 for draft to come to the Board for review - Recreation Divisional Review- Bring to Board for adoption - Start Regional Water benchmarking exercise in September 2013 following adoption of CRWP. - Board & Staff to identify future department to review - CAS report July To implement an effective annual budgeting process a) To have the annual budget meet the following sustainable objectives: - Integrates with the organization s strategic plan & We Envision document - Examines and responds to the changing economic conditions facing residents/businesses - Educates and responds to the public as to the services provided and their costs, - The budgeting process is streamlined to be both efficient and thorough - Implements strategies to increase public participation - Work Plans are aligned with Strategic Plans and are given priority for budgetary consideration Up to 1.9% Inflationary increase allowed to Net Operating Budgets for only mandatory items (fuel, insurance, & utilities) with fiscal restraint and reductions to be identified Budget Debrief outlined some efficiencies to help streamline budget processwork plan reviews to help reduce budget proposals, more pre-discussion at Committee meetings and mandatory and projects that accomplish goals in Strategic Plan are given priority Budget completed with - Researching through Government Finance Officers Association (GFOA) strategies on how other local governments engage public participation of the budget process. - Enrolled in course through GFOA International on Performance Management & Sustainable Budgeting - Public presentations are scheduled and researching how other groups can be included for Continued improvement of Budget process - Work plans improved reporting - Pre-budget meetings greatly changed process and expectations To attend GFOA sessions on Program/Service based 10

14 many efficiencies, such as reduced time spent, realized. De-brief scheduled to implement more efficiencies for Budget-More documents available to public on SCRD website, more media communication on budget process this year, in hope of more public participation budgeting& Budget Officers. 3.4 To diversify current revenue sources a) To complete and implement an annual review of fees and charges 100 -Prior to base budget fees and charges reviewed e.g. recreation, water, cemetery, Dakota Ridge, parks, sewer, solid waste, and building - As part of the pre-budget planning, all functions review fees and identify any changes required to fee bylaws. b) To identify and implement alternative revenue using comparatives to other similar jurisdictions - Following UBCM review of alternate revenue sources for local government - Looking at other possible revenue sources in Recreation & Ports, Hillside WATER LEAD GM INFRASTRUCTURE SERVICES GOAL: To have sufficient high quality drinking water to meet current and future needs 4.1 To reduce the amount of a) To develop and implement a water consumed by communications plan for water residents and businesses metering for South and North by 33% by 2020 Pender Communications Plan adopted July Reported to ISC in November, Implementation is in progress. 11

15 b) To complete universal metering installations in South & North Pender 5 - Incorporated into 2013 Work Plan. - Developing RFP for supply and installation. - Award tender and start installs. c) To report on the percent of water reduction in all water service areas - Last reported to Nov 2011 ISC. - Detail incorporated into draft Comprehensive Regional Water Plan. - Report annually. Next report fall Next report to follow adoption of the CRWP. d) To continue to install metering in the regional water system with the rural areas being the priority areas before the urban areas - Applied for grant April Grant denied. - Action incorporated into the CRWP. - To complete financial and business plans to support installation Budget Proposal. 4.2 To complete and implement the comprehensive Regional Water Plan (RWP) a) To finalize and adopt the comprehensive regional water plan 75 - Draft CRWP presented to Board on April 4, 2013.and draft endorsed to go to public consultation. - Complete public consultation report to Board in June. - Public open houses scheduled for April 29th. - Adopt CRWP in July. b) To address the link between development and supply of available water 75 - Included in CRWP. - Complete CRWP. c) To develop a business plan and updated revenue structure for regional water 0 - Included in CRWP consultant s TOR. - Start following completion of CRWP. Target September ISC. d) To examine potential alternative and back up water supply sources 75 - Included in CRWP - Complete the business plan for CRWP and implement recommendations for exploration of alternative sources. 12

16 e) To apply for grant funding where appropriate - Obtained Infrastructure Planning Grant for CRWP. - The CRWP will provide additional support for all future grant applications. 4.3 To seek more local authority and control over community drinking watersheds a) To complete the Chapman SARP and submit it to the Province for funding, support, and implementation SARP adopted and submitted to the DWO. - Implementation items presented to Board and incorporated into 2013 budget. - Coordinate and monitor implementation plans with First Nations and stakeholders. 4.4 To implement the Area A Water Master Plan b) To establish a drinking water protection plan c) To develop watershed management plans for other water sources that supply community drinking water systems on a risk based priority a) To address the 3 remaining initiatives: grant funding application to university research programs; UV disinfection system for Cove Cay system; and development of drinking water source protection programs. 0 - Submit SARP with request for DWPP to the Province. 0 - For 2014 Work Plan. 0 - For 2015 Work Plan. ZERO WASTE LEAD GM INFRASTRUCTURE SERVICES GOAL: To reduce the amount of waste disposed of per person by 90% by 2060 relative to 2009 levels 5.1 To implement actions in the a) To develop policy tools regarding 15 - Recruited Zero Waste - Recruit Sustainability Manager and 13

17 updated solid waste construction and demolition management plan and activities and waste increase the solid waste diversion rate at our landfills from 50% to at least 65% by 2016 (percentage of total solid waste tonnage not disposed at the landfill). Coordinator. - Developed and implementing new protocols for asbestos containing materials in construction waste. revisit work plan for sustainability and solid waste. - Develop construction and demolition waste instruction guide and supporting policies Implement additional controls for asbestos containing construction waste at landfills. - Complete incentive based tipping fees review for landfills. b) To seek grant funding to support the implementation of recommended new programs and services c) To develop options for pay as you throw system for garbage collection. 0 - Conditional on MMBC proposals - Process for establishing resource recovery facilities initiated. 5 - Reported to ISC March, Initiated coordination meetings with member municipalities. - Complete Pender Harbour resource recovery facility design and apply for grant funding. - Scope curbside collection services for 2014 with municipalities and examine grant funding opportunities. - Incorporate changes into 2014 tender for services. 5.2 To enhance and improve recycling in all areas a) To reach agreement with other local governments regarding service levels and operating funding models for future recycling services b) To develop business plans for enhanced depot recycling services in Pender, Sechelt and Gibsons 80 - Held 4 meetings with Board and Councils to develop implementation plan. - Initiated process to establish resource recovery facilities and discussions with municipalities on future curbside services. N/A - Direction changed to issue RFP without detailed business plans. - Complete resource recovery process costs and next steps. - See 5.2(a) c) To determine the viability of an 50 - Included in Solid Waste - Report back and Incorporate 14

18 organic waste collection program Management Plan, updated cost estimates in development. recommendations into 2014 tender for services. d) To review green waste service with the goal of improving accessibility, efficiency and costs. e) To learn what strategies most effectively facilitate behavioral change in this area 80 - Reported cost pressures to Board during 2013 budget process. - Drop off area in Sechelt relocated to Salish Soils. Contract extension awarded for green waste processing 10 - Staff trained in community based social marketing. - use of feedback forms and other evaluation tools during educational activities. - Carry out feasibility study to create separate green waste function. - Include in 2014 Work Plan. - Conduct literature review and review information collected by SCRD staff and report out on effective strategies (2014 Work Plan) COMMUNITY DEVELOPMENT LEAD GM COMMUNITY SERVICES & GM PLANNING AND DEVELOPMENT GOAL: To have community development on the coast that is planned in a collaborative manner that achieves social, cultural, economic and environmental targets. a) To collaborate with the Ministry of Transportation to implement the Integrated Drainage Report 6.1 To implement opportunities to achieve effective and collaborative coast wide planning b) To update SCRD Servicing Bylaw with respect to drainage 0 - Commence in June Commence in June 2013 c) To acknowledge and work with the shíshálh Land Plan - Acknowledgement of and synopsis of shíshálh Strategic Land Use Plan management areas within the Roberts Creek - Refer the draft Halfmoon Bay OCP to the shíshálh Nation for discussion and revision to the text 15

19 OCP - Chapter containing synopsis of shíshálh Nation Strategic Land Use Plan (including plan map) incorporated in draft Halfmoon Bay OCP. - Discussed overview at a Community to Community Forum as appropriate d) To initiate a memorandum of understanding on Crown land/rural community interface issues on the coast (mining, forestry, fishing, drainage, fire concerns, etc) 10 - Protocol agreement with BC Timber Sales in draft stage. - Complete protocol agreement with BC Timber Sales. - Identify key issues and investigate feasibility of an omnibus MOU on interface issues. e) To identify and reach agreement on future community development priorities on youth initiatives, employment and others - Community Services Department has initiated several responses e.g. recreation programming, funding youth centre in Sechelt, special meeting with directors regarding specific funding - Dialogue with Board on future specific priorities - Refine funding methodology - Employment to be addressed through economic development program. f) To finalize Roberts Creek OCP Adopted October, Zoning implementation bylaw. OCP amendment to incorporate geotechnical development permit areas. g) To finalize Halfmoon Bay OCP 75 - Draft Plan in progress. Working group meeting bi-weekly as of September. Report refinements underway. Draft geotechnical report has been received and is currently being reviewed by staff. Public info meeting in June; first reading of plan bylaw in July,

20 6.2 To support the development a) To support the development of a of affordable and innovative coast wide affordable housing housing strategy 10 - A first year target established to develop one specific partnership to pursue the identified doable priority housing project - Contract with Sunshine Coast Community Services executed by the parties. - Sunshine Coast Housing Committee held its first meeting on February 27 th to discuss priorities and work planning. - Planning staff have been providing advice and support to a group called the Young Agrarians with the theme of discovery, a new model for farming on the Sunshine Coast. - Determining priority projects that are feasible in the short term; - Establish criteria for one specific housing project to support within the next 5 years - Identify potential partnerships and sources of funding for a project. 6.3 To implement the Regional Integrated Transportation Study a) To complete a memorandum of understanding with the Ministry of Transportation on short term priority initiatives such as ensuring all recommended curve warning and ice warning signs are in place on Hwy 101; pavement markings at intersections; improving shoulder bicycle ride ability/walk ability on Hwy 101 and other regional routes 15 - Work has been initiated on ensuring all curve and ice warning signs are in place. - Provided recommendations to MoTI regarding ice and curve warning sign needs on Highway In the pre-meeting stage with respect to MOU. - Preliminary meeting with MoTI to discuss a MOU b) To advocate the development of Business Cases for the Sechelt and Gibsons Highway Bypasses according to the MOTI Multiple 0 - Draft a letter to MoTI 17

21 Account Evaluation process 6.4 To complete and implement the Parks and Recreation Master Plan a) To complete the plan and bring forward special recommendations to the 2013 budget - Received draft master plan May 31, Advisory committee working closely to revise and improve draft. - Technical Advisory Group provided comments on Draft Master Plan - Workshop hosting municipalities and RPSAC held in April 2013 to reach an understanding on the plan. - Plan to be completed in Draft plan has informed some changes in operations and will inform recommendations in 2013 budget process. - Inform Financial Plan Recommendations of workshop to CSC and RPSAC. Plan out to public consultation next May To support the development of a coast wide economic development strategy that enhances year round economic activity, increases local employment; encourages investment and reflects the values expressed in the We Envision document a) To collaborate with other local governments and implement the Economic Development Memorandum of Understanding - MOU completed in draft form - Board is working with municipalities to develop common regional goals - Directed Staff to apply for a grant from Island Coastal Economic Trust to develop a region wide economic strategy - Apply for funding under ICET Economic Readiness program to hold a facilitated meeting coast wide on economic development strategies b) To explore with BC Ferries the concept of designating the Sunshine Coast as an economic zone - Chair working closely with coastal Chairs group with BC Ferries on key issues including fares and schedules. c) To consider the following ideas and actions for the economic development strategy: d) To support local enterprise or - Purchasing Policy supports business access to SCRD acquisition - SC Economic Development Alliance implementation will provide considerable support to coast 18

22 businesses that reinvest on the Sunshine Coast e) To support the development of education, training and apprenticeship programs for the building trades industry by supporting innovative building skills and experimental housing as a draw to the Coast f) To support economic opportunities for young people g) To finalize the economic development memorandum of understanding between local governments on the coast h) To establish the Sunshine Coast Economic Alliance and its operation (staff, office etc.) i) To support the development of specific initiatives that will improve the local economy such as projects that reduce retail and service leakage; supporting businesses that reinvest on the Coast; assist local shopping, support niche markets and others - See 6.5a - See 6.5a - SCRD staff assisted in coordination of the Economic Development for Local Leaders regional workshop held on April 16 at Camp Elphinstone in West Howe Sound. businesses. 6.6 To support the continued development of the Hillside Industrial Park a) To develop and implement a plan for ocean access 15 - Preliminary meetings held. Discussion took place with DFO regarding procedure for marine covenant amendment. - Preliminary marine foreshore fish habitat assessment to identify potential areas for future ocean access to Hillside b) To attract marine service industry - Preliminary meetings held. Meetings held with prospective - Develop a business case for marine 19

23 c) To continue off-shore marketing e.g. Asia purchasers/developers of a major marine repair and maintenance facility. - Introductory meeting held on March 6, 2013 with prospective Asian investors. service industry. 6.7 To adopt a joint set of sustainable land use principles to guide future development decisions on the Coast a) To define and adopt a set of land use/sustainability guidelines i.e. We Envision b) To explore the concept of land trust (farmland trust, nature trust) <5 Meeting for initial discussions with municipal planners being arranged 0 Will be addressed in Stage 2 of the Ag Area Plan 6.8 To support the increase of locally grown and produced food on the Coast a) To complete the Agricultural Area Plan - Stage 1 Background Report Stage 1 of The Ag Area Plan Stage 1 Background report as amended was accepted by the Board on February 28, Stages 2 & 3 b) To support the development of a food sustainability strategy 15 - Funding for Stages 2 and 3 of the Ag Area Plan has been confirmed by the Investment Agriculture Foundation and an RFP issued. Closing date on the RFP is April 24 th - Initial discussions are currently taking place with BC Healthy Communities about obtaining a grant to hold a forum to discuss a food policy council for the Sunshine Coast. - Initiate Stage 2 in May Develop terms of reference for a forum on food sustainability and report to an upcoming PDC 20