Strategic Priorities for the Cariboo Regional District 2011/2012
Kevin Brown Communications
S. Clark and Associates
10/1/2010
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Overview of Process
Representatives of the Cariboo Regional District Board and member municipal Councils (collectively the Region) participated in a one day strategic planning session on Wednesday October 6, 2010. A list of participants is included as Appendix I of this document.
The planning session was designed to strategically evaluate issues of concern to the region and to develop an action plan to deal with those issues that are of highest priority. The focus of the morning session included the following:
- A situation overview to determine strengths, opportunities, threats and weaknesses that affect the CRD.
- A high level review of priorities determined during the 2009 Strategic Planning session and their status.
- Emerging issues that have been identified since the last strategic planning session.
- External influences that may impact the ability to affect change.
Summaries of topics discussed during the morning sessions are included as Appendix II - IV.
The second step of the planning exercise was designed to evaluate the discussion points that had been identified earlier in the day. Participants worked to evaluate the issues as they relate to the following criteria:
- Has the issue been dealt with since the last strategic planning session?
- Is the issue still important to the economic and social well being of the CRD and its constituents?
- Is the solution to this issue within the purview of local government?
The third step was to review the evaluated list of issues to determine:
- Whether the issue is still of high priority to the CRD.
- Whether the issue is more appropriately dealt with as a lobby issue or as a staff project.
- Whether the resources are available to effectively work on the identified issue.
Finally, participants were asked to rate the issues according to priority. The following tables summarize the decisions made.
Strategic Priorities - Action List
The following table identifies issues that require an action by CRD staff or Board. Participants agreed that only 5 topics should receive a "short term" priority designation to ensure resources are available to achieve success.
It was acknowledged that staff are currently working on a procedure bylaw, developing internal policy, and activating a new Audit Committee. Time allocated to these activities must be considered when determining 2010/2011 strategic priorities.
| Short term priority 1 | Emergency Planning and Response | ||
|---|---|---|---|
| Activity | Description | Responsibility | Timeline |
| Determine the total cost of staff time during emergency response | Include the cost of staff time provided by municipalities and First Nations to ensure an accurate picture of resources required during an emergency event. | CRD staff | Q4 - 2010 |
| Look for existing research on evacuation routes for Anahim Lake. | Take existing research to a Community to Community Forum (C2C) for support prior to developing a lobby strategy. | CRD staff | Q4 - 2010 |
| Participate in a C2C Forum with neighbouring First Nations | Funding has been applied for and approval is anticipated in time for a meeting in early 2011. Ensure discussion around Emergency response is on the agenda for this meeting. | CRD staff | Q1 - 2011 |
| Develop a lobby paper in support of more realistic Provincial financial assistance for staffing costs during an emergency response | The lobby paper would ideally be a product developed from C2C participant input. This would ensure a consistent approach from Cariboo Chilcotin communities when speaking to other levels of government. | CRD staff | Q1 - 2011 |
| Develop a community emergency template. | In order to effectively engage residents and communities in emergency planning, community based issues and values must be addressed in advance of emergencies occurring. Once a standardized template has been developed, it will be used to undertake community-specific planning. | CRD staff | Q2 - 2011 |
| Short term priority 2 | Greenhouse Gas Emissions | ||
| Achieve Corporate Carbon Neutrality | This is a legislated requirement and currently underway | CRD staff | Q2 - 2011 |
| Develop climate change adaptation strategies | This is another component of the long term goal of implementing a regional development strategy being undertaken in partnership with the Fraser Basin Council through funding provided by the Western Economic Diversification program. | CRD staff | Q3 - 2011 |
| Short term priority 3 | Cariboo Chilcotin Beetle Action Committee | ||
| Schedule a presentation from CCBAC regarding fund allocation process | $1 million in funding has been announced by the CCBAC. Take steps to ensure funding aligns with CRD priorities | CRD staff | Q4 - 2010 |
| Short term priority 4 | National Forest Capital Designation | ||
| Maximize regional benefit of national forest capital designation. | Ensure enough staff time is dedicated to ensure initiatives underway are successfully implemented and new initiatives developed to reflect a successful National Forest Capital reign | CRD staff | 2010/2011 ongoing |
| Short term priority 5 | Revenue diversification research report | ||
| Complete revenue diversification research report for Board approval | Research report is underway. Board approval is required so that the report can become a lobby tool. | CRD staff | Q1 - 2011 |
| Medium priority 1 | Emergency Response | ||
| Adding value to emergency response | The CRD must carve out its role in emergency planning and response to ensure that it adds value to the process and the communities that are impacted | CRD staff and board | |
| Resource Allocation | The impact of emergency response on corporate priorities is considerable. Work with other local government jurisdictions to develop resource assistance protocols. | CRD staff | |
| Prioritization of Board goals | Due to the impacts extended emergency events have on other corporate priorities, the Board must carefully prioritize its goals to ensure staff have clear direction on what goals require the most significant attention in the event that all goals cannot successfully be achieved as a result of resources allocated to emergency response. | CRD Board | |
| Medium priority 2 | Stakeholder participation | ||
| Research best practices around constituent engagement, volunteer support and other communications. | Determine the role of social media and policy around the use of Facebook, Twitter and other social media. Develop an implementation and monitoring plan. Seek ways to increase community, stakeholder and individual engagement in local government activities. Support community volunteers through communication activities | CRD staff | 2011 ongoing |
Political Lobby - Topics of Concern
The following table lists only those issues that were considered a "direct lobby initiative", or one that requires scheduled meetings to address concerns with regard to the topic. These topics were considered by all participants as issues that should be pursued.
| Direct Lobby Initiative | Description | Responsibility | Timeline |
|---|---|---|---|
| Funding for the Quesnel and District Multi-Centre | This item has previously been identified as an area of priority for the CRD | M. Sjostrom / T. Armstrong | Ongoing |
| Quesnel Dangerous Goods Route | A route has been determined and community buy in has been achieved. A business plan is required before the project can be moved to the next level. | M. Sjostrom / T. Armstrong | Ongoing |
| Legislative Change | Continue to lobby for powers for Regional Districts that are consistent with those of the municipalities | A. Richmond | Ongoing |
A separate table has been provided to capture and record other items that were considered an indirect lobby that might be pursued when the opportunity arises. These items were deemed an "indirect lobby", either because they were considered less important, outside of local government scope, or did not receive consensus at the strategic planning table. No responsibility or timeline has been allocated to these issues.
| Indirect Lobby Initiative | Description |
|---|---|
| Broadband | Status of implementation of the "last mile" for rural communities/residents. |
| Pursue Relief for Small Seasonal Resort Operators | Operators of small seasonal resorts are finding it increasingly difficult to handle rising levels of property taxation. A CRD resolution to review the taxes charged to seasonal resorts was not successful, however, further lobby efforts are required. |
| Downloading | A general disapproval of real and/or perceived downloading of responsibilities to local governments |
| Completion of the Cariboo Connector | Ongoing support for the completion of the Cariboo Connector. There may be value in meeting with the Trans Canada Highway Association Board of Directors to determine whether there might be an opportunity for mutual support. |
| Rail transportation | The need for strong north/south rail infrastructure was noted as an important economic tool to maximize opportunities created by the port in Prince Rupert and the growing Asia Pacific markets. |
| Small communities funding formulas | The inability of small communities to fund larger projects with existing population based formulas |
| Anahim Lake/Vanderhoof evacuation route | Chilcotin residents were stranded twice during 2010 as a result of fires and floods. An alternate evacuation route is required to ensure public safety. The Anahim Lake/Vanderhoof connector road could provide that safety alternative with minimal construction and improvement. |
Areas of Interest to be Monitored
The following table outlines issues that are of interest to the CRD Board but no further action is required at this time.
| Item of interest | Description | Responsibility |
|---|---|---|
| CCBAC fund allocation | Monitor process to determine alignment with CRD strategic priorities | CRD staff |
| Status of UBCM resolutions | Track process and provincial response to determine whether the issues need to be brought forward as an active priority | CRD staff |
| UBCM Rural Road report | Track process and provincial response to determine whether further action is required | CRD staff |
| Canada 2015 Winter Games | Monitor progress and planning to determine areas of opportunity for the CRD | CRD staff |
Next steps:
This document is intended to be organic in nature and action items will be implemented by priority as time permits. If circumstances change it is understood that priorities will shift accordingly.
The next planning session will be held in the Spring of 2012. It will be primarily an orientation session for the benefit of newly elected directors, but will include an overview of the current strategic plan and how it relates to budget prior to budget adoption in March 2012. The next opportunity to address and modify the Strategic Plan itself will be scheduled for Fall of 2012. The CRD Board will be able to continue on an annual schedule and schedule an update session for Fall of 2013 but will not conduct a formal review session in the fall of 2014 as it is an election year.
It was noted that the Strategic Planning Schedule needs to consider conference schedules and other external factors and that a Saturday session right after an existing Board meeting might be more convenient for most Board members.
Appendix I - Attendees (arranged alphabetically)
Elected Officials:
Ted Armstrong Electoral Area Director
Deb Bischoff Electoral Area Director
Mitch Campsall (Mayor) - Municipal Director, District of 100 Mile House
Alex Driscoll Alternate Director
Art Dumaresq Electoral Area Director
Roberta Faust Electoral Area Director
Jim Glassford - Electoral Area Director
John Massier - Electoral Area Director
Steve Mazur - Electoral Area Director
Bruce Rattray Electoral Area Director
Al Richmond Chair
Lori Rutenburg Councillor, City of Quesnel
Mary Sjostrom(Mayor) Municipal Director, Mayor, City of Quesnel
Joan Sorley Alternate Director
Jay Vermette (Mayor) Municipal Director, Mayor, District of Wells
Virginia Wilkins Councillor, District of Wells check
Sue Zacharias Councillor, City of Williams Lake alternate
Staff:
Janis Bell CAO, Cariboo Regional District
Kerry Boulton CFO, City of Quesnel
Gary Champagne CAO, District of Wells
Rick Hodgson - Deputy CAO, Cariboo Regional District
Jeff Norberg - Acting CAO, City of Quesnel
Sundance Topham Deputy CAO, District of Wells
Facilitation Team:
Kevin Brown, Kevin Brown Communications
Sue Clark, S. Clark and Associates
Appendix II - Assessment of Strengths and Weaknesses/Opportunities and Threats (SWOT Analysis)
Strengths/opportunities:
The potential for increased tourism
Wood pellet production/market is growing
The need to diversify the economy
A culture has developed where municipalities and the RD automatically check to see if interests align.
Threats/challenges:
Public tends to take a negative view of building debt with new projects. Looking to LGs to maintain existing infrastructure.
Increasing costs for waste management/challenges of rural recycling programs.
Decreasing assessments resulting in reduced borrowing power.
The potential for decreased Annual Allowable Cut and the resulting impact on the community tax base.
Climate change and its affect on emergency services
Downloading from the Province and its effect on local government resources
Requirement to meet "green targets/green initiatives" which often don't fit rural areas.
Might need to lobby provincial government to make sure that they understand green initiatives such as
transit dont really fit rural areas.
External influences that may influence policy makers
How the HST debate might affect business
The potential for a federal election in the next 12 months
An aging demographic
A lower than average annual income in the region
How First Nations relationships affect economic development
Other discussion points related to the SWOT analysis.
Many of the threats identified do not fall under the responsibility of the Regional District but must be considered when developing a strategic plan.
It is critical to ensure staff resources are available for emergency services when required
There may be value in providing fewer services to keep the costs down.
Local government election in 2011.
Appendix III - Priorities identified during 2009 Strategic Plan
| Issue/action item | Status | Timeframe |
|---|---|---|
| Regional Development Strategy | Framework is completed; report expected shortly | Ongoing part of a 5 year program |
| Strong Regions report initiatives | Ministry has expressed an interest in working with CRD on implementation | First meeting with Ministry scheduled for November 2010 |
| Economic Revitalization and Social Forums | Complete | |
| First Nations (FN)relations | Relationship currently exists for emergency planning but there is a need for a broader planning relationship | |
| Reduction of tax projections | Complete | |
| Broadband | Ongoing | |
| Prosperity Mine | Ongoing | |
| Phase 2 of College | Complete | |
| Establish priority setting process | Complete | Not applicable |
| Update CRD agenda format to include FN impact considerations | In progress | Q1 - 2011 |
| Establish Audit Committee to assess administrative processes | Complete | Not applicable |
| Policy and Procedures update | In progress | Ongoing |
Appendix IV - Emerging Issues
| Issue/action item | Issue/action item | Issue/action item |
|---|---|---|
| Solid Waste Management Plan (Waste to Energy/District heating opportunities) | Legislative Changes (Ministry is actively involved/streamlining RD processes) | Regional economies. The shift in industrial assessments and how to replace tax base |
| How to feed rural taxes into the municipal tax base for infrastructure | How to fund structural deficit | The Asia Pacific Corridor - need transportation infrastructure to advance economic development |
| How to leverage Chinese tourism/exploit Barkerville connection | Marketing lumber exports to China | Collaboration with neighbouring RD's and Industry where appropriate |
| Benefitting from Canada Winter Games in 2015 in PG | Taking advantage of National Forest Capital designation | Adding value to emergency planning and response |
| Transportation and the need for an alternative dangerous goods route on Highway 97/joint planning | Funding for the Quesnel and District Multi-Centre. | Prioritizing of Board Goals to accommodate resource allocation in an emergency |
| Determining what the CCABC funding of $1 million means to the CRD | Using Social Media as an effective strategic engagement tool | The obligation to pursue climate change and greenhouse gas initiatives. |
Appendix V - Strong Regions Strategic Initiatives
The Region reconfirmed its support for the Strong Regions strategic initiatives report, from which flow the short and medium term goals. The overall report confirms the long term strategic direction of the region.
| Long-term priorities | Strong Regions | Responsibility |
|---|---|---|
| Regional Development Strategy | Continue work on the regional development strategy incorporating the following components:
|
CRD staff and board |
| Waste to Energy | Pursue opportunities for waste to energy solutions such as district heating, refuse derived fuel, etc. to meet objectives of the Solid Waste Management Plan, to create additional revenue streams, to reduce costs of solid waste, to reduce environmental impacts of landfilling, to reduce GHG emissions, to create opportunities for regional carbon credits, to create safe communities through increase fuel mitigation efforts to reduce threats of interface fires. | CRD staff |
| Legislative Changes | Continue to work with Ministry staff and Regional District task force initiatives to identify legislative impediments to governance, partnerships, etc. | CRD staff and Board |
| Regional Economy | Pursue legislative changes to facilitate a regional economy such that all communities benefit from the economic growth of the region. | CRD staff and Board |
| Revenue Stream Diversification | Research to be prepared as a short term goal, however, significant lobbying will be required to obtain senior government buy-in to potential revenues sharing opportunities over the long term. | CRD staff and Board |
| Asia-Pacific Gateway/Corridor | Transportation
Import/export opportunities Tourism Opportunities
|
CRD staff and Board |