COUNCIL CORRESPONDENCE as of April 14, 2014

Transcription

1 COUNCIL CORRESPONDENCE as of April 14, 2014 CORRESPONDENCE RECEIVED 1. Thank you Letter dated March 26 from SD#46 regarding bursary funds 2. Letter from City of Pitt Meadows dated April 2 regarding Medical Marihuana Zoning Text Amendment 3. Letter from SC RCMP dated April 8 regarding false alarms policy 4. Letter from Audrey Herz dated April10 regarding appreciation of work on green spaces 5. Letter from BC Ocean Boating Tourism Association dated February 24 regarding a letter of support March 31, 2014 Pg 2 April 7, 2014 Pg 3-11 April 8, 2014 Pg April 9, 2014 Pg 14 April 11, 2014 Pg *Please note that the letter from BCOBTA requesting a letter of support from Council is being placed on the Apr 16 Council agenda.

2 School District No. 46 (Sunshine Coast) A COMMUNITY ENGAGED IN THE PURSUIT OF LIFELONG LEARNING AND EDUCATIONAL EXCELLENCE OFFICE OF THE SECRETARY-TREASURER March 26, 2014 Mayor John Henderson District of Sechelt P0 Box 129 Sechelt, BC VON 3A0 MAR DISTRICT OF SECHELT Dear Mayor Henderson, I am pleased to enclose a donation receipt in the amount of $5, The increased contribution from the District of Sechelt in support of two Chatelech Secondary bursaries is very much appreciated. Please extend our thanks to Council for this generous contribution. Sincerely. /er Pritchard Lstant Secretary-Treasurer Enclosure P.c. Mark Heidebrecht, Principal P.O. Box 220, Gibsons, BC VON IVO Tel: (604) Fax: (604)

3 - rates &//aw& OFFICE OF THE MAYOR April 2, 2014 File No.: , 2013 Member Municipalities Union of BC Municipalities 525 Government Street Victoria, BC V8V 0A8 Re: Medical Marihuana Zoning Text Amendment RECEIVED APR SC) DISTRICT OF SECHELT This is to advise that at its Regular Council Meeting held on Tuesday, April 1, 2014 Counci[ adopted Bylaw No , 2013, a text amendment to the Zoning-Bylaw, prohibiting the growing, storing, processing, testing or distribution of cannabis in all zones in the City of Pitt Meadows. In light of: 1. Financial implications associated with the BC Assessment Authority s confirmation that commercial medical marihuana opratións, or portions of operations, established to produce medical marihuana might qualify to be assessed at farm whether or not they-are located in agricultural areas; and 2. The concerns regarding the lack of services, emergency access, and potential impact on neighbouring properties in agricultural areas, Council has moved to prohibit medical marihuana production facilities in Pitt Meadows. Copies of the resolution adopting Bylaw 2626, 2013, and the associated staff report dated March 5, 201-4, are appended for your reference. Yours truly, Deb Walters Mayor - Attach: 2 cc: Pitt Meadows Airport Society-Chair Pitt Meadows Council Ilarris Road, Pitt Meadows, British Columbia V3Y Phone: Fax: #118662v1 wwwpirtrneadows.hc.ca

4 CITY OF PITT MEADOWS ZONING AMENDMENT BYLAW NO. 2626, 2013 A Bylaw to amend applicable sections of Zoning Bylaw No. 2505, 2011 WHEREAS, it is deemed expedient to amend The City of Pitt Meadows Zoning Bylaw No. 2505, 2011 as amended; NOW THEREFORE, the Council of The Corporation of the City of Pitt Meadows in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as the City of Pitt Meadows Zoning Amendment Bylaw No Part 2 Interpretation, 2.3 General Definitions is amended by adding the following definitions: MARIHUANA means all parts of the genus cannabis whether growing or not and the seed or clone of such plants. MEDICAL MARIHUANA means marihuana that may be administered to treat or alleviate a qualifying patient s debilitating medical condition or symptoms associated with the patient s debilitating medical condition under the Marijuana Medical Access Regulations SOR/ , as amended. 3. Part 3 Enforcement, 3.4 Specific Prohibitions is amended by adding the following section: h) The cultivation, processing, drying, storing, packaging, distribution or testing of marihuana or medical marihuana is prohibited in all zones. 4. Pill Meadows Zoning Bylaw No. 2505, 2011 and amendments thereto, is hereby amended accordingly. READ a FIRST and SECOND time the 18th day of March, PUBLIC HEARING waived the 18th day of March, READ a THIRD time the 1st day of April, ADOPTED the 1st day of April, ayor Corporate Offic) 4 # v2

5 RECOMMENDATIONS: THAT Council: CITY OF PITT MEADOWS COUNCIL IN COMMITTEE REPORT To: Chief Administrative Officer File No: From: Acting Director of Bylaw/Policy No: 2626, Operations and 2013 Development Services Date: March 5, 2014 A. Grant First and Second Reading to Bylaw No. 2626, 2013; AND B. Waive the requirement for a public hearing for Bylaw No. 2626, 2013 as per Section 890(4) of the Local Government Act and Section 15.a. of the City of Pitt Meadows Development Application Procedures Bylaw No. 2444, 2009, OR C. Direct staff to prepare a bylaw for Council s consideration that would accommodate the production of medical marihuana within an industrial zoning designation; OR D. Other. Subject: Medicinal Marihuana Zoning Text Amendment PURPOSE: To request that Council consider the following two options with regard to the production of medical marijuana within the City of Pitt Meadows: Option 1: Grant First and Second Reading to Bylaw No. 2626, 2013 explicitly prohibiting the growing, storing, processing, testing, or distribution of cannabis from all zones and waive the requirements for public hearing pursuant to Section 890(4) of the Local Government Act and Section 15 a. of the City of Pitt Meadows Development Procedures Bylaw; OR #118263v1

6 Medicinal Manhuana 2 Option 2: Direct staff to prepare a bylaw for Councils consideration that would accommodate the production of medical marihuana within an industrial zoning designation, as proposed in the September 13 th Report to Council. The proposed amendment would provide a mechanism to proponents seeking to locate a medical marihuana facility within Pitt Meadows, but would still require an rezoning application (and public hearing) for a particular location / parcel. BACKGROUND: At the October l, 2013 Regular Council meeting, Council considered a staff report that provided an update to the new federal legislation that would legalize the commercial production of marihuana for medical purposes. The new regulations will replace the Marihuana Medical Access Regulations (MMAR), which authorizes people to grow marihuana for themselves, or to allow a designated person to grow the marihuana for them. These new regulations go into effect on March 31, In June 2013, the Agricultural Land Commission had issued an information bulletin stating their position on the production of medical manhuana as a farm use consistent with the Farm Practices Protection Act. Generally, a municipality cannot prohibit those farm uses that are permitted by the province. Not all uses associated with the production of medical marihuana, for example, research and development, would be considered an agricultural use. In these cases, it may be necessary for the proponent to apply for a non-farm use in the Agricultural Land Reserve. Despite the ALC s position last year, several municipalities were choosing to amend their zoning regulations to restrict medical marihuana facilities to industrial areas, even if there was land within the Agricultural Land Reserve within their boundaries. These municipalities included the Township of Langley, Chilliwack, and Burnaby. A few municipalities chose to permit these facilities within agricultural areas, including Maple Ridge. Pift Meadows staff supported the possible location of medical marihuana production facilities in industrial areas as explained in the previous report to Council. Two key developments have occurred regarding the new medical legislation. Firstly, the BC Assessment Authority has confirmed that commercial medical marihuana operations, or portions of operations established to produce medical marihuana might qualify to be assessed at farm rates whether or not they are located in agricultural areas. Secondly, the Agricultural Land Commission updated their original bulletin (see Attachment A). The bulletin states that the regulation of land use is within a municipality s jurisdiction and that restrictions may be applied to the production of medical marihuana. 6 # v1-26 -

7 Medicinal Marihuana 3 Since the fall, many municipalities in the Lower Mainland have considered and / or taken action to regulate medical marihuana production facilities. The following is a summary of the municipal land use approaches used in relation to medical marihuana facilities: Municipality Mechanism(s) Zones Permitted Status Abbotsford Blanket prohibition in None Medical Approved Zoning Bylaw for all marihuana grow aspects of medical operations explicitly marihuana production. prohibited Burnaby Site-specific application. rezoning Industrial Zones Approved Coquitlam Specific areas zoned to Industrial Approved in 2012 permit the production of under MMAR medical marihuana for other people under MMAR. Delta Blanket prohibition in None, although may Bylaw went to P.H., Zoning Bylaw for all consider site February 25 zoning for aspects of medical marihuana production. specific use. City of Langley Under Uses Prohibited None in Aft Zones, all aspects Approved production prohibited. Township of Restricted all aspects Langley of medical maruana of medical marihuana Industrial Approved production to industrial zones. Richmond Blanket prohibition in None Zoning Bylaw for all Approved aspects of medical marihuana production.* District of North Blanket prohibition in Vancouver Zoning Bylaw for all None In process aspects of medical marihuana production. Chilliwack Specific areas zoned to Industrial permit the production of Approved medical marihuana. Surrey Site specific rezoning. Agricultural and Approved limited commercial *Richmond City Council is currently considering a site specific rezoning application to permit a medical marihuana production facility. 7 # v1-27 -

8 Medicinal Marihuana 4 FINANCIAL IMPLICATIONS: BC Assessment Authority s position on commercial marihuana operations could negatively impact the tax revenue generated by such a use on an industrial property. DISCUSSION: Since the first report to Council in October, two primary developments have occurred that may shift the municipal perspective on medical marihuana production facilities: 1. The BC Assessment Authority confirmed that commercial marihuana operations, or portions of operations established to produce medical marihuana might qualify to be assessed at farm rates whether or not they are located in agricultural areas. The continued development of industrial and business park areas for commercial uses is a key factor in Pitt Meadows future financial sustainability. The study of property tax revenue distribution by G.P. Rollo and Associates, Land Economists, concluded that with the development of industrial I business park lands (including the North Lougheed Area and Cardiff Farm lands) the revenue from non-residential sources of property taxes would exceed residential property taxes by 2022 and account for 53% of the property tax revenue. Locating medical marihuana production facilities within areas designated for industrial uses would compromise that balance. 2. ALC s updated information bulletin regarding medical marihuana production in the ALR and the municipal role in its regulation and restriction. 13 In the September th report, staff recommended that medical marihuana production facilities be located in industrial areas with a rezoning application rather than in agricultural areas, despite the ALC s position that the cu tivation of maruana would be considered a farm use. The ALC s updated bulletin appears to confirm the City s original position that the municipality should be able to determine the location of these facilities within their own boundaries based on factors such as servicing capabilities, emergency access, and impact on neighbouring properties. However, the bulletin is a legal document, and it remains possible that the municipality may be legally challenged on not permitting the use in the ALR. Given that many municipalities with land in the ALR are prohibiting medical marihuana operations there, this is a challenge that many local governments may be facing. 8 #118263v1-28 -

9 Medicinal Marihuana 5 SUMMARYICONCLUSION: Given the potential loss of commercial tax revenue that could result from permitting medical marihuana production facilities in business parks / industrial areas and the lack of services, emergency access and impact on neighbouring properties in agricultural areas, staff is recommending that the use be prohibited in Pitt Meadows. Respectfully submitted, Dana K. Parr Planner Approved by: Anne Beny Manager of Development Services Services and ATTACHMENTS: A. Zoning Amendment Bylaw 2626, 2013 B. ALC Information Bulletin, updated January

10 AUACHMENT A CITY OF PiTT MEADOWS ZONING AMENDMENT BYLAW NO. 2626, 2013 A Bylaw to amend applicable sections of Zoning Bylaw No. 2505, 2011 WHEREAS, it is deemed expedient to amend The City of Pitt Meadows Zoning Bylaw No. 2505, 2011 as amended; NOW THEREFORE, the Council of The Corporation of the City of Pitt Meadows in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as the City of Pitt Meadows Zoning Amendment Bylaw No. 2626, Part 2 Interpretation, 2.3 General Definitions is amended by adding the following definitions: MARIHUANA means all parts of the genus cannabis whether growing or not and the seed or clone of such plants. MEDICAL MARIHUANA means manhuana that may be administered to treat or alleviate a qualifying patient s debilitating medical condition or symptoms associated with the patient s debilitating medical condition under the Marijuana Medical Access Regulations SORI200I-227, as amended. 3. Part 3 Enforcement, 3.4 Specific Prohibitions is amended by adding the following section: h) The cultivation, processing, drying, storing, packaging, distribution or testing of marthuana or medical marihuana is prohibited in all zones. 4. Pitt Meadows Zoning Bylaw No. 2505, 2011 and amendments thereto, is hereby amended accordingly. READ a FIRST and SECOND time the day of, PUBLIC HEARING held the day of, READ a THIRD time the day of,2014. ADOPTED the day of, #114189v2

11 AUACHMENT 8 INFORMATION BULLETIN MEDICAL MARIHUANA PRODUCTION IN THE AGRICULTURAL LAND RESERVE Updated January2014 Health Canada s Marihuana for Medical Purposes Regulation (MMPR) htp://ww.laws lois.ustice.çc.ca/ençirequiations/sor-2o / has changed the parameters for the production of medical marihuana in Canada. The current system of personal use licenses and designated person licenses will be phased out by April 1, In its place, new Federal licenses are geared to larger scale production/distribution facilities. For further information about the changes see the following website Various local governments in British Columbia are looking at their zoning bylaws to determine where these larger scale commercial production facilities should be directed. A number of local governments are considering industrial, commercial and agricultural zones, within purpose built structures and with siting regulations from property lines and residential uses. Others are looking to restrict this land use or direct to particular areas of their community. The Agricultural Land Commission Act and regulations determine land use in the Agricultural Land Reserve (ALR). Due to the number of inquiries from local governments and Medical Manhuana production proponents, the ALC provides the following for clarification purposes with regard to Medical Marihuana production jn the ALR. Section 1 of the Agricultural Land Commission Act defines farm use as: An occupation or use of land for farm purposes, including farming of land, plants and animals and any other similar activity designated as farm use by regulation, and includes a farm operation as defined in the Farm Practices Protection (Right to Farm) Act. Based on the above definition, if a land owner is lawfully sanctioned to produce marihuana for medical purposes, the farming of said plant in the Agricultural Land Reserve (ALR) is allowed and would be interpreted by the Agricultural Land Commission as being consistent with the definition of farm use under the ALC Act. Notwithstanding the farming of land for the production of medical marihuana, not all activities associated with its production would necessarily be given the same farm use consideration. Accessory uses associated with the farm use include a small business office, testing lab, processing and drying, packaging shipping areas, cloning room and anything else directly related to the growing and processing of the plant. Determining an accessory use is contingent on the use being necessary and commensurate with the primary function of the property/building to produce an agricultural product. If a land use activity is proposed that is specifically related to the growing of an agricultural product including a stand-alone research and development facility, an application to the ALC for non-farm use would be required. Municipalities are responsible for governing the use of land within the respective municipality s jurisdiction. Zoning bylaws enacted by municipalities may set out restrictions on land use, including but not limited to the use of land for medical marihuana production. Where such restrictions may apply to land within the ALR, such restrictions with respect to the particular land use of lawfully sanctioned medical marihuana production would not in and of themselves be considered as inconsistent with the ALC Act. Proponents of medical marihuana production facilities should contact their local government to determine the applicability of zoning bylaws, approval processes and to determine building permit requirements that may apply

12 Royal Canadian Mounted Police Gendarmerie royale du Canada Security Classification/Designation Protected A Herb Berdahi S/Sgt. Detachment Commander Sunshine Coast RCMP Your File Mayor John Henderson District of Sechelt Dear Sw, Qur File rreceivei5i I APR )JQ / DISTRICT OF SECHELT Sunshine Coast Detachment - Alarm Response Policy As you know it is the desire of the Sunshine Coast RCMP to provide the best service possible to the community in the most efficient manner possible. To this end, we are continually examining our service delivery model and seeking ways to improve in the most cost effective manner possible. As the result of a thorough analysis it has been determined that the RCMP is spending a great deal of time responding to false alarms at both residential and commercial locations throughout the Sunshine Coast. In examining the Sunshine Coast detachment s calls for service in 2009, 2010, 2011, 2012 and 2013 it was determined that were 3610 false alarms which accounted for approximately 7% of the total file volume. While opportunities to educate property owners by the responding members were ongoing, the volume of calls remained unnecessarily high. It is estimated that in the lower mainland that a false alarm takes approximately 15 minutes on average from the time it is dispatched until it is attended and cleared by the investigator. It is believed that the time is considerably more here on the Sunshine Coast due to the distances traveled. In order to reduce these calls for service Sunshine Coast RCMP is developing a Verified Alarm Response Policy. The guidelines for commercial alarms would require police attendance at verified alarms, panic alarms and hold-up alarms. Alarms are deemed to be verified when a monitoring service reports multi-zone, glass-break, and/or confirmation through two-way voice or video monitoring. Verification can also be obtained from a witness at the scene of an alarm. Police will not respond to a single zone alarm without verification. Residential alarms have the same response criteria with the addition of alarms in homes occupied by the elderly, physically challenged, or those with special needs. All school alarms will continue to be attended. Similar protocols have been implemented in Chilliwack, Coquitlam, Mission and Langley and have proven very effective. This letter is to advise you, that in consultation with local governments and stakeholders, Sunshine Coast RCMP hope to implement this policy in the coming months. 12 Page 1 of 2 I, Canada

13 Security Classification/Designation Protected A I will be pleased to discuss this initiative and answer any questions you may have regarding this change in policy. Yours truly, 4- á&q H.W. Berdahl Staff Sergeant Detachment Commander Sunshine Coast RCMP 13 Page 2 of 2

14 VON 3A0 April 10 r i. o/ o Parks Dept., Cc. Coast Reporter PTCTOFSECHELT Dear Sirs, While I am no fan of the present administration of the Council, I felt that I should write to express my thanks for the maintenance and expansion of the green spaces and gardens in our Village. In the 15 years I have lived here, I have never seen such attractive, well maintained and inviting gardens and walkways. Please accept my gratitude for the excellent work your department is doing. Your efforts certainly do not go unnoticed. Sincerely, Audrey C. Herz 14

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17 EXPERIENCES BC POWER AND SAIL CRUISE SECTOR SECTOR DEVELOPMENT STRATEGY March 18, 2013 Ministry of Jobs, Tourism and Skills Training, Tourism BC Representative: Heather Boyd (604) Tourism BC Facilitator: Jennifer Nichol Grant Thornton LLP (604)

18 Executive Summary This executive summary presents highlights from the Power and Sail Cruise Sector Tourism Development and Marketing Plan, which was developed through the Experiences BC program of Tourism British Columbia, as part of the Ministry of Jobs, Tourism and Skills Training. The Power and Sail Cruise Sector Tourism Development and Marketing Plan was created with input from a provincial sector Steering Committee, in addition to over 100 sector stakeholders along BC s coast. Background The BC coast offers outstanding opportunities for power and sail cruising and currently attracts visitors from several key markets. However, in terms of formalized, collaborative tourism product development and marketing, the sector is not developed. There is strong interest by stakeholders associated with power and sail cruising in BC to formalize the sector and conduct coordinated, effective tourism product development and marketing to capitalize on the significant opportunities the coast presents. In response to this situation, key stakeholders formed a Provincial Steering Committee in March, 2012, to lead the development of this Sector Tourism Plan through the Experiences BC Program. Sector Definition The BC power and sail cruise sector includes cruising by powerboat or sailboat anywhere along the BC coast. Other attributes that define the sector are as follows: Cruising or sailing is the main purpose of the activity (as distinct from fishing being the main purpose of the boating activity) 1 ; The sector includes private recreational boaters (transient), bareboat charters and guided charters; and, The sector does not include pocket cruises, cruising on large cruise ships and companies that primarily offer fishing charters. The typical experience involves visiting multiple marinas and/or harbours, usually over the course of one or more nights and often over several weeks. Key Learning and Findings from Situation Analysis The Situation Analysis which was developed to support the planning process for the power and sail cruise sector offered the following insights. 1 This does not mean that visitors participating in power and sail cruising will not fish or participate in other activities while on their cruising vacation; rather, it means that the main reason for their trip is for the actual power/sail cruising experience, which may involve other activities as well. 18

19 BC s coastline offers outstanding natural assets that support power and sail cruising, including: exceptional scenery, 450 kilometers of protected water, 20,000 kilometers of coastline, intact wildlife populations and ecosystems, wildlife diversity, an abundance of islands, many marine parks/ protected areas, beaches and clean water. These natural assets are supported by cultural attractions, communities, boating infrastructure and services and a range of land-based tourism activities to complement boating. Future marketing efforts should focus on building awareness about and promoting these outstanding assets. Currently, stakeholders in the power and sail sector operate independently. There is very little, if any, coordination with regard to tourism, including sharing information, setting sector standards, coordinating tourism marketing activities and addressing issues that are of collective concern to the sector. Future efforts to coordinate the tourism development and marketing of the power and sail cruise sector must recognize that the BC coast offers considerable diversity with regard to: The coastal settings within which people participate in power and sail cruising; The scale of marinas, docks and other facilities and services available to visitors; and, The types of products and experiences available for visitors. Tourism product development and marketing efforts must recognize this diversity and ensure that we are marketing the right product to the right markets at the right time. At the same time, while this diversity exists, there is a common interest to: Enhance awareness about the entire BC coast as an exceptional power and sail cruising destination: and, Collectively address issues that affect the sector as a whole. Given the outstanding assets and the current lack of coordination noted above, there is a significant opportunity to coordinate the sector and enhance the overall competitiveness of BC as a world-class power and sail cruise destination. In turn, this presents opportunities to increasing power and sail visitation and spending in BC, particularly in areas where and seasons when excess capacity exists. Very few jurisdictions have sector organizations that coordinate product enhancement, communication and marketing for power and sail cruise. The absence of many such organizations also suggests that BC could gain a competitive advantage over other coastal destinations by establishing an effective power and sail cruise tourism sector organization. Other tourism sectors in BC that have realized success through the Experiences BC program have several factors in common, from which the power and sail sector should observe and learn. Common success factors include: A sector or tourism champion to serve as a catalyst for other stakeholders and the organization; 19

20 A mix of both private and public sector stakeholders engaged in the organization; A governance and membership model that is tailored to the sector and its stakeholders; A clear vision, supported by marketing and development priorities that are based on sound research; The ability to raise funding; and, The identification of a few, key action items to be implemented in the first year, which, in turn, will motivate other stakeholders to support the organization (in other words, quick wins to gain momentum for the organization). Creation of a Tourism Sector Organization The Provincial Steering Committee has proposed the formation of a tourism sector organization the BC Power and Sail Cruise Tourism Association to address the above-noted opportunities and, ultimately, to lead the coordination, development and marketing of the sector in BC. The types of activities that the Provincial Steering Committee identified for the BC Power and Sail Cruise Tourism Association include: Marketing and branding to help increase the volume of visitors and increase the yield per visitor; Increasing awareness about the sector both internally (amongst stakeholders in BC) and externally (within key markets); Supporting and facilitating tourism product/experience development and enhancement; Supporting and facilitating the consistent adherence to high standards of service, operations and environmental and cultural stewardship; Supporting and facilitating coordination and communication amongst sector stakeholders; Encouraging profitability within the sector and with sector partners; Generating economic benefits for coastal communities; Conducting research to support the sector s tourism activities; and, Collectively addressing critical issues and barriers for the sector. Strategic Framework The following vision, mission and goals developed with input from the Steering Committee form the Strategic Framework for the Power and Sail Cruise Sector Tourism Plan. 20

21 Strategic Framework for the Power and Sail Cruise Sector Tourism Plan VISION The protected and majestic waters of the BC coast offer unforgettable boating experiences featuring rich coastal cultures, welcoming communities, abundant wildlife and outstanding natural and urban settings that support a thriving power and sail cruise tourism sector. MISSION The mission of the BC Power and Sail Tourism Association is to lead the sector in its efforts to offer outstanding boating experiences along BC s coast, attract more visitors to participate in boating on BC s coast and, ultimately, increase the revenue generated by the sector. Critical to this mission is the intention to enrich BC s coastal communities through the sector s contribution to economic growth, environmental stewardship and cultural integrity. The BC Power and Sail Cruise Tourism Association will achieve this mission through the implementation of strategic goals and supporting objectives laid out in the BC Power and Sail Cruise Sector Tourism Plan. STRATEGIC GOALS SECTOR LEADERSHIP & FUNDING Establish strong and enduring sector leadership, coordination and funding BRANDING & AWARENESS Generate strong awareness about the unique, competitive features of the sector and the destination STAKEHOLDER ENGAGEMENT Generate sustained enthusiasm and commitment from stakeholders to support the sector's balanced growth MARKETING Attract existing and emerging target markets to BC's coast, particularly during shoulder seasons PRODUCT/ EXPERIENCE DEVELOPMENT Ensure BC's power and sail products and experiences exceed the expectations of existing and new visitors, while maintaining the environmental and cultural integrity of the destination OPERATING ENVIRONMENT Provide a business and operating environment that supports the balanced growth of the sector RESEARCH, MONITORING & EVALUATION Provide essential research, monitoring and evaluation to support the balanced growth of the sector 21

22 Goals and Objectives The goals and objectives were developed with input from the Steering Committee and are designed to help achieve the vision and fulfill the BC Power and Sail Cruise Tourism Association purpose and mission. They are also intended to capitalize on key opportunities and address priority concerns documented in the Situation Analysis. While reviewing the goals and objectives, it is important to be cognizant of the following points. Given that the BC Power and Sail Cruise Tourism Association is in its early, formative stage, the implementation of the objectives and initiatives will need to be carefully staged, focusing first on the more foundational initiatives. The goals and objectives are inter-related. For example, clearly the goal related to Sector Leadership, Coordination and Funding is critical to the realization of all of the subsequent goals and objectives. Also, as an example, the goal and objectives related to Branding and Awareness support the Stakeholder Engagement and the Marketing goals. A summary of the goals and objectives is provided below. A more detailed description of each goal, objective and supporting initiatives is presented in the full Sector Plan. Goals A. Establish strong and enduring sector leadership, coordination and funding. Objectives A-1 Establish the governance model and structure for the BC Power and Sail Cruise Tourism Association A-2 Establish the management structure for the Tourism Sector BC Power and Sail Cruise Tourism Association A-3 Establish a membership model for the BC Power and Sail Cruise Tourism Association A-4 Establish a three-year operating plan, budget and funding model for the BC Power and Sail Cruise Tourism Association B. Generate strong awareness about the unique, competitive features of the sector and the destination. B-1 Develop a corporate identity for the Power and Sail Cruise Tourism Sector Association B-2 Create a solid and compelling brand and message for BC s power and sail cruise destination and sector B-3 Develop and maintain a BC power and sail cruise website to support marketing initiatives and stakeholder engagement and communication initiatives B-4 Prepare collateral material to help build awareness about the sector, the destination s unique assets and the sector s products, 22

23 Goals Objectives services and experiences C. Generate sustained enthusiasm and commitment from stakeholders to support the sector's balanced growth. D. Attract existing and emerging target markets to BC's coast to participate in power and sail cruising, particularly during shoulder seasons. C-1 Generate awareness about and support for the sector and for the Power and Sail Cruise Sector Tourism Plan C-2 Encourage communication, coordination and collaboration within the sector D-1 Conduct the required research to support the development and evaluation of power and sail cruise sector tourism marketing initiatives D-2 Develop the capacity to conduct collaborative tourism marketing initiatives within the sector D-3 Establish strategic partnerships with key stakeholders and partners to pursue collaborative marketing initiatives D-4 Prepare a succinct three-year sector tourism marketing plan E. Ensure BC s power and sail cruise products and experiences exceed the expectations of existing and new visitors, while maintaining the environmental and cultural integrity of the destination. E-1 Conduct the required research to support tourism product and experience enhancement and development E-2 Encourage high standards of environmental and cultural stewardship within the sector E-3 Enhance the visitor experience by making visitors aware of the diversity of products and services available E-4 Encourage the sector to provide consistently high standards of service E-5 Develop themed routes and/or areas that appeal to existing and emerging markets F. Provide a business and operating environment that supports the balanced growth of the sector. G. Provide essential research, monitoring and evaluation to support the balanced growth of the sector. F-1 Identify and monitor barriers to sector growth and, where resources permit, work to address priority barriers to help ensure that the sector can deliver outstanding and safe power and sail cruise experiences G-1 Acquire, coordinate and/or conduct essential research to support the implementation, monitoring and evaluation of the Sector Tourism Plan G-2 Prepare and implement a monitoring and evaluation framework 23

24 Next Steps A three-year implementation schedule is presented in the last section of the main body of the Power and Sail Cruise Tourism Sector Plan. The implementation steps for Year 1 are shown below. The next steps for Year 1 are critical to ensure the Power and Sail Cruise Tourism Association is established and the foundational work is completed to enable the sector to mature. These timelines were defined with input from the Steering Committee. YEAR 1 - IMPLEMENTATION WHO WHEN A. SECTOR LEADERSHIP AND FUNDING A-1 Establish the governance model and structure Name search Constitution Inaugural board (draw from Steering Committee) Legal entity Governance Sub- Committee By August 2013 A-2 Establish the management structure Governance Sub- Committee A-3 Establish the membership model Governance Sub- Committee A-4 Establish 3-Year Operating Plan and budget Governance Sub- Committee B. BRANDING AND AWAREESS B-1 Develop corporate identity Governance Sub- Committee B-3 Develop website (start) Selected members of Steering Committee C. STAKEHOLDER ENGAGEMENT Fall 2013 Fall 2013 By December 2013 By August 2013 Start in September 2013 Complete in 2014 C-1 Generate awareness and support Regular Communication with Steering Committee Communicate regularly with the Steering Committee regarding progress and milestones and to seek assistance with implementation of the Sector Plan Post-planning Communication with Stakeholders Obtain list of stakeholders involved in process to date Prepare announcement about the formation of the Power and Sail Cruise Tourism Association Include highlights from the Power and Sail Cruise Tourism Sector Plan and indicate how the full document 24 Governance Sub- Committee Governance Sub- Committee to lead this Steering Committee members to support this Monthly Steering Committee teleconference during 2013 By June 2013

25 YEAR 1 - IMPLEMENTATION WHO WHEN can be obtained Distribute this to all stakeholders who have been involved in the process to date, in addition to other key stakeholders Have Steering Committee members distribute this communication to their respective networks of stakeholders Ongoing Regular Communication with Stakeholders Develop a communication plan and schedule: o o o Use a simple template for periodic one-page updates Primarily use distribution Decide upon frequency (possibly quarterly) C-2 Encourage communication, coordination and collaboration amongst stakeholders Fall Steering Committee Meeting Work with Tourism BC to host a Steering Committee meeting to report on progress to date, establishment of the Association and confirmation of the Board Broader Stakeholder Meeting (Following Steering Committee Meeting Consider working with Tourism BC to host a broader stakeholder session following the fall Steering Committee meeting to update existing stakeholders and engage new stakeholders D. MARKETING D-1 Conduct the required research to support the development of marketing initiatives Start assembling existing research and identifying gaps and research priorities (refer to Situation Analysis) Do this in conjunction with Tourism BC s Research, Planning and Evaluation Branch Coordinate this with E-1 and G-1 Governance Sub- Committee Selected members of Steering Committee Governance Sub- Committee Selected members of Steering Committee Governance Sub- Committee Selected members of Steering Committee Tourism BC Governance Sub- Committee Selected members of Steering Committee Tourism BC Selected members of Steering Committee After the June 2013 communication noted above, issue communication quarterly Start in September 2013 Host in fall 2013 Host in fall 2013 Start in fall 2013 and continue to build in subsequent years 25

26 E. PRODUCT/EXPERIENCE DEVELOPMENT E-1 Conduct the required research to support product development Start assembling existing research and identifying gaps and research priorities (refer to Situation Analysis) Do this in conjunction with Tourism BC s Research, Planning and Evaluation Branch Coordinate this with D-1 and G-1 F. OPERATING ENVIRONMENT F-1 Identify/monitor barriers and, where resources permit, address priority issues Develop the process for identifying and monitoring barriers Include this in the Three-Year Operating Plan developed under A. Sector Leadership and Funding G. RESEARCH, MONITORING AND EVALUATION G-1 Acquire, coordinate and/or conduct essential research to support the sector Develop a three-year research plan and budget Coordinate this with D-1 and E-1 G-2 Prepare and implement a monitoring and evaluation framework for the Power and Sail Tourism Sector Plan and for sector performance more broadly Selected members of Steering Committee Governance Sub- Committee Selected members of Steering Committee Selected members of Steering Committee Start in fall 2013 and continue to build in subsequent years By December 2013 Start in fall 2013 and continue to build in subsequent years Complete framework in