Section B The SGI2020 Strategic Plan

Transcription

1 Section B The SGI2020 Strategic Plan DRAFT Prepared for the Community Economic Sustainability Commission Contributors: Lawrence Alexander, Peter Elkins, Colin How, Lisa Stevens March 2017

2 Table of Contents PART 3 DELIVERY MECHANISM The SGI2020 Collaborative The Board Project and Funding Decisions Continued Role for the CESC PART 4 TIMELINE...35 PART 5 BUDGET SGI2020 Strategic Plan Budget PART 6 CONCLUSION...37 APPENDIX...38 APPENDIX A: SAMPLE LISTENING TOUR POSTER APPENDIX B: SAMPLE WEBSITE HOME PAGE APPENDIX C: SAMPLE ISLAND FIT QUIZ APPENDIX D: SEA CHANGE MORTGAGE FUND PROMO POSTER APPENDIX E: MORTGAGE INVESTMENT CORP. ROI CALCULATION APPENDIX F: SUSTAINABILITY ASSESSMENT TOOL

3 PART 3 DELIVERY MECHANISM 3.1 The SGI2020 Collaborative The SGIs need a simple and practical delivery mechanism to implement the SGI2020 Strategic Plan and to deploy money from the Sea Change Fund to support local economic development initiatives that contribute to economic prosperity, social equity, and environmental quality. For plan purposes, we refer to this oversight group and delivery mechanism as the SGI2020 Collaborative: this name reflects future vision and emphasizes the prioritization of shared input and management across stakeholder groups. There is a lot of interest on the SGIs in new forms of organizational structures that are wellsuited to groups that place a priority on social purpose. Examples are hybrid corporations, Community Contribution Companies (CCCs), B Corps (B Corp is a certification for non-profit companies who have met rigorous standards of social and environmental performance, accountability, and transparency), community development corporations, community land trusts, and cooperatives. Design criteria Our advice is to first decide what you want the delivery mechanism to be able to do (design criteria), and then seek local, professional advice as to the structure makes the most sense. To implement the SGI2020 Strategic Plan, these are likely to be the design criteria that are most important: Build social purpose into legal documents. Control mechanism. Make sure that your entity is doing the things you set out to do. Ability to accept both private and public funds. Be the type of entity the CRD is authorized to grant to. Ability to accept charitable donations and offer investors a charitable tax receipt. Ability to distribute funds to both non-profits and for-profits. Ability to hire and compensate employees and engage others. Ability to accept land. Governed by local residents. B Corp-like impact metrics. Regional equity. There may be an existing organization that could be converted for this purpose. 32

4 3.2 The Board The SGI Collaborative should be governed by a Board of representatives from each Island. Board members should be a mix of long-time residents and newcomers who represent different locations, skillsets, and demographic groups. We recommend a Board size of 15: this allows the Board enough scope to be representative but it is still small enough to be nimble. Three-year term limits are an effective way ensure that voices and perspectives stay fresh. A committee of the Board will nominate Board members and have a continuing role in identifying leaders in the communities who would be productive members. A Board investment committee will consist of islanders with financial expertise that will help guide proceeds from the Sea Change Fund and other fund raising using mechanisms described in this report. 3.3 Project and Funding Decisions Funding Application and Review A mechanism must exist that makes it easy for community members to contribute to the review process and have input in how the funds are deployed. This opportunity should be available to all residents and property owners, and particularly those who have invested in the fund or hold a mortgage in Sea Change. Application In addition to a business plan and pertinent personal and reference information, applicants for funding from the responsible finance fund must document how their business or project supports SGI priorities. The SGI2020 Strategic Plan identifies 7 pillars in which to frame the benefits of a proposed project or business, and proposes that all applicants be required to describe how their proposal aligns each priority area. 1. Environmental Preservation and Protection 2. Housing Availability and Affordability 3. On Island Employment 4. Goods availability, affordability of identified needs 5. Services availability, affordability of identified needs 6. Community Building & Volunteerism 7. Impact on extending the Shoulder Season 33

5 Review Applications to the Responsible Finance Fund would be subject to a staged review: STAGE 1: Community Review An online Scorecard accessible only to registered SGI residents and property owners via the gulfislandshome.ca website will enable each participant to rate the proposed project along the 7 community priorities listed in the application process. Each project s community-generated score would be an important factor in final investment decisions. (See APPENDIX) STAGE 2: Governing Body Review A governing body would review the application and community feedback. STAGE 3: Governors and Investors Vote A vote by the fund s Board of Directors would determine the final investment decision. 3.4 Continued Role for the CESC In the short-term, The Community Economic Sustainability Commission should continue to provide high-level recommendations, serve as an advocate for the SGI2020 Collaborative within the CRD, and to continue to develop government to government relations with area First Nations. 34

6 PART 4 TIMELINE Summary timeline Year Launch Year. Adopt strategic plan Host Listening Tour Build SGI Lifestyle Brand Launch SGI single website Gulf Islands Home Implement online Assessment tool Partner with mobile apps for transportation solutions Explore partners for mobile, pop-up, and club solutions to expand Goods and Services Develop event and sustainable off-season visitor pipelines Launch White Label MIC Begin to structure and form the non-profit SGI2020 Collaborative Year Transition Year. Transition out of Commission to non-profit Collaborative Continue to implement Awareness campaigns with community and externally Expand White Label MIC or establish second MIC to transition into mortgages. Year Growth Year. Launch expanded mortgage MIC Package financial services experience as a business to other communities Fully transition out of Commission to non-profit Collaborative 35

7 PART 5 BUDGET 5.1 SGI2020 Strategic Plan Budget There is approximately $10,000 remaining in the total project fund of $50,000. The submission of this SGI2020 Strategic Plan is a key milestone, requiring decision-making from the SGI leadership regarding the allocation of the remaining funds. Depending on how the plan is received and where the CESC would like to move forward, there are options for how to spend the rest of the budget. Below is a list of potential next expenditures with cost estimates. Action Est. Budget Set up up non-profit SGI2020 Collaborative $5,000 Team to raise funds for white label MIC $10,000 Graphic designer to create website and brand assets $2,500 Videographer to shoot and edit real-life stories about island families $2,500 Print Materials for distribution, mailing $1,000 Copywriter to create website copy, news release, and promotional materials $1,000 Photographer to shoot images for website, promotional materials $1,000 Event budget for town hall events $1,000 Web Developer to set up online marketplace, residents direct, quiz, etc. $2,500 36

8 PART 6 CONCLUSION 2017 marks a make or break time, a turning point, for the sustainable development of the Southern Gulf Islands. Past work, current relationships, world events, and quickly moving economic and political priorities all point to action. Whatever course is ultimately set, it s essential that the SGI move quickly to engage the community in planning and implementation. All signs point to success: The islands are keen to work together; The expansion of the preserve and protect mandate to include community and economy as well as natural environment sets a strong foundation to work from; The investment by the CRD in pulling projects together has created a natural launchpoint; The global climate: politically, financially, environmentally, culturally, and socially make Canada and the islands more appealing than ever. These include: o Donald Trump, Brexit, the slow movement and minimalism, sharing and collaborative economy movements, easy-to-use web and mobile solutions for connecting buyers and sellers. The extreme price and property tax increases in residential real estate markets in Vancouver and Victoria over the past two years mean that the SGIs are positioned as the hidden jewel in BCs crown the last affordable, accessible, attainable communities in the southern part of BC; The rise in the size of the professional workforce wishing to work remotely, and the increasing numbers of employers willing to hire them; The development of technology sectors in BC; The increasing dialog and partnership between the Salish Peoples and other island communities; Renewed commitment by the BC government to help non-urban BC communities development technological solutions to building sustainable communities; Increasing recognition by communities all over the world that reliance on government funding is not a sustainable solution. In preparing this plan we have seen firsthand the commitment, attitude, and resourcefulness of the Southern Gulf Islands, and from an outsider s viewpoint there is enormous potential to achieve your vision. 37

9 APPENDIX APPENDIX A: SAMPLE LISTENING TOUR POSTER 38

10 APPENDIX B: SAMPLE WEBSITE HOME PAGE APPENDIX C: SAMPLE ISLAND FIT QUIZ As part of the lifestyle branding of the SGI, we propose the creation of a simple, fun, short quiz that creatively measures a participant s fit for life on the SGI. With questions that speak to the realities of island life, such as dependence on ferry schedules, clean air, lack of trendy clothing stores, the proliferation of volunteer activities, short showers, and neighbours from many walks of life, your score will tell you if the SGIs are the place for you. Question: When you miss the ferry and must wait hours until the next one, you are most likely to: a) Stress out and hunt for my prescription meds b) Find someone to grab a coffee with, or go for a walk c) Bliss out over the unexpected free time, and use it productively d) Start looking for boats to buy to hell with BC Ferries! e) Download an app so I never miss it again 39

11 Question: Which best describes your approach to showering: a) I shower twice a day whether I need it or not: it s how I relax b) A quick 5 minute shower on working days to clear my head c) I generally just stand there and sing until the hot water runs out d) Once a week whether I need it or not: I m too busy for glam grooming By making this quiz humorous but real, and deploying it to residents first, there is a likelihood that the quiz will be shared with others through social media. To drive action metrics the quiz can generate a shareable score, and link to real estate content for those who scored high, or to tourism information for those who scored low. All quiz-takers learn about the SGI and possibly receive a promotional incentive of some kind. 40

12 APPENDIX D: SEA CHANGE MORTGAGE FUND PROMO POSTER 41

13 APPENDIX E: MORTGAGE INVESTMENT CORP. ROI CALCULATION The Mortgage Investment Corporation Calculator below shows the varying returns using an example of $5,000,000 invested at 5% interest for 60 months. The investor chooses how much of their 5% return in donated to the Sea Change Fund. The very bottom row indicates the revenues that flow to the Sea Change Fund based on how much of their financial return investors choose to direct to the community (0% up to 5%). SGI2020 PLAN - Mortgage Investment Corporation Calculator INVESTOR SCENARIOS Scenario 1 Scenario 2 Scenario 3 Scenario 4 Scenario 5 Scenario 6 Mortgage Principal $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 Mortgage Annual Interest Rate* 5% 5% 5% 5% 5% 5% Monthly Interest Rate 0.42% 0.42% 0.42% 0.42% 0.42% 0.42% Term in Months Future Value of Investment $6,416,793 $6,416,793 $6,416,793 $6,416,793 $6,416,793 $6,416,793 Interest Accumulated $1,416,793 $1,416,793 $1,416,793 $1,416,793 $1,416,793 $1,416,793 Division of Returns Investor Preferred Share Class Base 5% Base 4% Base 3% Base 2% Base 1% Base 0% Investor Base Interest Rate % 5% 4% 3% 2% 1% 0% Sea Change Fund Return % 0% 1% 2% 3% 4% 5% Investor Interest Earned $1,416,793 $1,104,983 $808,084 $525,395 $256,246 $0 Interest Earned for Sea Change Fund $0 $311,810 $608,709 $891,399 $1,160,547 $1,416,793 *annual interest rate compounded monthly The benefit for the MIC investor is knowing their investment is working by providing island residents that may not be eligible for traditional borrowing due to traditional constraints the ability to own a home in the Southern Gulf Islands. The MIC investor also knows they re empowered to choose to allocate some or all of their fund investment returns into venture philanthropy to assist fund with local economic development initiatives that contribute to economic prosperity, social equity, and environmental quality, through the creation of several share structures to choose from when deciding what percentage, you the investor wants to go into a pool that then funds economic development activities Separately to this report we have provided an excel spreadsheet that will enable the SGI representatives to try different scenarios (eg. Smaller or larger principal fund, term, interest). 42

14 APPENDIX F: SUSTAINABILITY ASSESSMENT TOOL The scorecard below reflects individual and aggregated scores for a project that is being proposed to the SGI community. Each individual (island resident or property owner) has the opportunity to read information about the project and attend an in-person or virtual meeting to hear more and ask questions. Then they may score the project according to community priorities, or pillars (in blue): PILLAR Environment Homes SCORE AGGREGATED SCORES Preserve Protect Improve Access to Rent or Lease Opportunity to Build Access to Own Employment Goods Services SINGLE PARTICIPANT TOTAL POINTS AVG Add Net New Jobs Increase from PT to FT Increase salary/wages Increase Availability Improve Affordability Keep on Island Increase availability Improve Affordability Offer new on island Community Promote Volunteerism Attract Young Families Engage off-island owners Year Round Impact Fall Winter Spring SUSTAINABILITY SCORE PILLAR AVG All scores are out of a possible 0 3, with 3 being a perfect fit. Individual scores are aggregated and a final community score is generated. This approach creates a level playing field 43

15 and offers a consistent, transparent method of assessing projects and prioritizing their implementation. In this example, the un-named project scores very high on the engagement of off-island owners, adding new jobs, increasing availability of services especially in winter and fall. -- Report Authors: Lawrence Alexander Cell: Lawrence.alexander@shaw.ca Peter Elkins Cell: peter@gmail.com Colin How Cell: colinhow@gmail.com Lisa Stevens Cell: lisastevensconsulting@gmail.com 44