thompson-nicola regional district economic …

THOMPSON-NICOLA REGIONAL DISTRICT

ECONOMIC DEVELOPMENT, TOURISM AND REGIONAL PARKS COMMITTEE

Regular Meeting – Wednesday, October 12, 2011

A G E N D A

Time: 1:30 p.m. Place: Board Room 4th Floor 465 Victoria Street Kamloops, BC

Page

1. MINUTES

(a) Economic Development, Tourism and Regional Parks Committee Minutes dated April 14, 2011

2. UNFINISHED BUSINESS

3. CORRESPONDENCE

4. NEW BUSINESS

5. REPORTS and/or INQUIRIES(a) Regional Web-based Economic Development Strategy Draft Report

Report from Clerk / Director of Community Services dated October 3, 2011 attached Presentation and working session by Vann Struth Consulting Group Recommendation(s): That the report from the Clerk / Director of Community Services dated October 3, 2011 regarding the Regional Web-based Economic Development Strategy (Draft Report) be received for information.

3-9

10-36

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ADDITIONS TO OR DELETIONS FROM THE AGENDA

7. ADJOURNMENT

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1Ie.re~161/0 be riles 011 •

tefQf,; ~ l'Ir~'I6t/oJ 'led10,.

THOMPSON - NICOLA REGIONAL DISTRICT ~~J.(~1I~01lQ,;::~Economic Development. Tourism and ReQional Parks Committee

Thursday. April 14. 2011

MINUTES of a Meeting of the ECONOMIC DEVELOPMENT, TOURISM ANDREGIONAL PARKS COMMITTEE of the Thompson-Nicola Regional District held in theBoardroom on Thursday, April 14, 2011 commencing at 10:00 AM.

PRESENT:Director J. Ranta (Chair)Director S. WatsonDirector R. Elliott (Vice-Chair)Director J. TaylorDirector H. GrahamDirector B. CruzelieMyramDirector J. HarkerDirector J. Harwood

Village of Cache CreekElectoral Area "E" (Bonaparte PI.ateau)Electoral Area "J" (Copper Desert Country)Electoral Area "L"Electoral Area "N"Electoral Area "0" (Lower North Thompson)City of KamloopsDistrict of Clearwater

PRESS:

OTHERS:

Mr. G. Toma, Chief Administrative OfficerMr. L. Huntley, Clerk/Director of Community ServicesMr. S. Gill, Director of FinanceMs. L. Cornwell, Deputy Clerk/Manager of Community ServicesMs. V. Weller, Executive Director of FinanceMr. P. Blennerhassett, Communication CoordinatorMs. S. Madden, Service Coordinator, Electoral Areas "A" & "B"Ms. B. Whitehouse, Recording Secretary

None

Ms. Erica Hummel, Business & Marketing Manager

1. ELECTION OF CHAIR AND VICE CHAIR

Director Ranta was acclaimed as Chair of the Economic Development, Tourism andRegional Parks Committee. Director Elliott was acclaimed as Vice-Chair of the EconomicDevelopment, Tourism and Regional Parks Committee.

Page 1 of 7

Economic Development, Tourism and Regional Parks Committee Minutes dated April 14, 2011

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Minutes - Economic Development, Tourism and Regional Parks Committee MeetingThursday, April 14, 2011

2. MINUTES

(a) Economic Development. Tourism and Reaional Parks Committee Minutesdated November 17, 2010.

Moved by Director ElliottSeconded by Director Sternig

That the Minutes of the Economic Development, Tourism and RegionalParks Committee meeting of November 17, 2010 be adopted as circulated.

CARRIED Unanimouslv3. DELEGATIONS

(a) Erica HummelBusiness and Marketina ManaQerRe: Gold Country Communities Society Update

Ms. Hummel provided a presentation to the Economic Development, Tourismand Regional Parks Committee regarding Gold Country Communities Society.She advised that the purpose of the presentation is to provide an update of theSociety's activities.

• They are currently working on a strategic plan to provide direction forthe future including working with film, trails, First Nation and Ecotourism.

• Gold Country is currently in negotiations with Merritt, Logan Lake andLillooet with regard to funding. Phase II funding for Geo Tourism willbe made available soon.

• They now have Facebook and Twitter accounts.• There will also be a new website launched next month.• There is a new Visitor Guide currently being printed with a new look.• The next Annual General Meeting is scheduled for April 20, 2011 at

1:00 pm.

There was discussion from directors regarding the boundaries of ThompsonOkanagan Tourism Association and the fact that they overlap in some areas andsome boundaries have been expanded to be more efficient.

4. UNFINISHED BUSINESS

(a) Erica HummelBusiness and Marketina ManaaerGold Country Communities Society Update

Page 2 of 7

Economic Development, Tourism and Regional Parks Committee Minutes dated April 14, 2011

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(b) Thompson Headwaters Services CommitteeLittle Hell's Gate ReQional Park Washroom Facilities

Moved by Director HarkerSeconded by Director Sternig

That the recommendation from the Thompson Headwaters ServicesCommittee advising the Economic Development, Tourism and RegionalParks Committee that a washroom facility is not required at the Little Hell'sGate Regional Park be received for information.

CARRIED Unanimouslv

5. CORRESPONDENCE

Moved by Director HarkerSeconded by Director Sternig

That the correspondence on the April 14, 2011 regular agenda for theEconomic Development, Tourism and Regional Parks Committee's meetingbe received for information.

CARRIED Unanimouslv

(a) BC Stats dated March 28. 2011Re: TNRD Quarterly ReQional Statistics

It was noted that statistics for seniors on income assistance was not included inthis document. Director Elliott would like to know how many seniors in our areaare struggling. The Clerk/Director of Community Services will explore further tosee if these statistics are available.

6. NEW BUSINESS

(a) River Buoys System

Director Elliott asked for an update on the river buoy system as there were a fewbuoys found in the Savona area. The Clerk/Director of Community Servicesstated that the contract is due for renewal and that the contractor is aware thatthe river system does carry the dislodged buoys into Kamloops Lake and into theSavona area. The contractor does retrieve these. He also checks the system,replaces the missing or damaged buoys and repositions them when necessarydepending on river conditions.

Page 3 of 7Economic Development, Tourism and Regional Parks Committee Minutes dated April 14, 2011

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7. REPORTS and/or INQUIRIES

(a) North Thompson Economic Development and Tourism Update

Ms. Madden, Services Coordinator, Electoral Area "A" (Wells Gray Country) andElectoral Area "B" (Thompson Headwaters),provided a presentation to theEconomic Development, Tourism and Regional Parks Committee regarding NorthThompson Valley's economic development.

• The Community Economic Development Sustainability Plan CommunityFutures (WGCSC) initiatives are mostly completed.

• The Community Economic Development Strategic Plan (District ofClearwater) has been completed. The Community EconomicDevelopment Strategic Advisory Committee TNRD members include Ms.Madden and Director Pennell.

• Winter Tourism is not being taken full advantage of so they will beattending various trade shows primarily focused on Tourism.

• There will be new branding of "Tourism Wells Gray". The Visitor Guide isnow being sent away for printing.

• They will be taking part in BC Business Counts program and variousseminars/webinars to increase knowledge and networking opportunities.

• Working with the District of Clearwater there are ongoing communicationswith industry looking to locate into the area and the major services thatmay aid them.

• As outlined in the Community to Community Forums, SIMPCW FirstNation is entering into agreements with resource companies in the NorthThompson Valley. SIMPCW has provided within these agreements thatemployment opportunities must be provided to residents of the NorthThompson Valley, not just specifically to First Nations, thereby helping toensure the continued economic viability of the valley.

(b) Thompson Headwaters Services CommitteeLittle Hell's Gate ReQional Park SiQnaQe

There were concerns the signage wording is too negative and it was suggestedmore positive signage such as "Picnic Area" or "Day Use Only" as an alternative.Discussion as to why there were no washrooms were answered by theClerk/Director of Community Services stating that this park is very rural andundeveloped. There were questions as to where the financing comes from forthis park. Funding is from the Regional Parks budget.

Moved by Director StemigSeconded by Director Watson


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That the Motion from the Thompson Headwaters Services Committeerecommending to the Thompson-Nicola Regional District EconomicDevelopment, Tourism and Regional Parks Committee that signage beplaced near the entrance to Little Hell's Gate Regional Park indicating NOFIRES, NO CAMPING, NO WASHROOMS and the distance to the viewingplatform, be referred to the Thompson-Nicola Regional District Board ofDirectors for consideration.

CARRIED

Opposed: Directors Elliott and Harker

Director Graham joined the meeting.

Moved by Director SternigSeconded by Director Raine

That the Motion from the Thompson Headwaters Services Committeerequesting the Thompson-Nicola Regional District Economic Development,Tourism and Regional Parks Committee establish interpretive signage atthe Little Hell's Gate Viewing Platform be referred to the Thompson-NicolaRegional District Board of Directors for consideration.

CARRIED Unanimouslv

(c) Thompson-Nicola Film Commission Update.

Ms. Vicci Weller, Executive Director of Film provided a presentation to theEconomic Development, Tourism and Regional Parks Committee updating thecurrent activities regarding the Thompson-Nicola Film Commission.

• During the last week there have been numerous inquiries for the FilmCommission. The series "Mantracker" has been in contact and will becoming out this summer to scout the area.

• A documentary "Marslife" is being filmed in Clinton.• Ms. Weller is working closely with the Knowledge Network and Thompson

Rivers University on various projects.• The Film Commission will be co-sponsoring the International Film

Festival.• Gold Country Geo Cache film sites recognized, looking into film tourism.• Working at putting together an information brochure called "Day 7

Tourism Brochure" for location people and film crews who otten only have1 or 2 days off . This brochure would provide information on activities andlocations.


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(d) Reqional Economic Development Strateqy

Report from Clerk/Director of Community Services dated April 6, 2011.

There was discussion regarding the expenditure of money on a RegionalEconomic Development Strategy. The recommendation is to at least startsomewhere with a strategy. Hiring a consultant to assemble ideas, costs andlook at what kinds of things are not being done. Director Watson and DirectorElliott do not fee.1that a strategy is required as some areas do not have economicstrategies in place. A discussion ensued with regard to a web/internet basedinformation system which could include all of the Regional District with linksavailable on the site for other communities. There are already some web basedwork being done in film, Gold Country, etc. which has a broader out reach.

MAIN MOTION:

Moved by Director WatsonSeconded by Director Harker

That the Economic Development, Tourism and Regional Parks Committeerecommend to the Board of Directors that a consultant be engaged todevelop a Regional Economic Development Strategy based on the RegionalEconomic Development Terms of Reference with said strategy expected tocost between $10,000 - $15,000.

AMENDMENT:

Moved by Director RaineSeconded by Director Elliott

That the main motiOn be amended by inserting the words "web based" afterthe words "be engaged to develop a".

CARRIED

Opposed: Directors Elliott and Watson


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QUESTION ON THE MAIN MOTION AS AMENDED:

Moved by Director RaineSeconded by Director Sternig

That the Economic Development, Tourism and Regional Parks Committeerecommend to the Board of Directors that a consultant be engaged todevelop a web based Regional Economic Development Strategy based onthe Regional Economic Development Terms of Reference with said strategyexpected to cost between $10,000 - $15,000.

CARRIED

Opposed: Directors Elliott and Watson

8. ADDITIONS TO OR DELETIONS FROM THE AGENDA

None.

9. ADJOURNMENT:

Moved by Director RantaSeconded by Director CruzelieMyram

That the meeting adjourn at 11:15 a.m.

CARRIED Unanimouslv

Certified Correct:

CLERK CHAIR


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Corporate and Community Services

COMMITTEE REPORT

TO: Economic Development, Tourism and

Regional Parks Committee

DATE: October 3, 2011

FROM:

SUBJECT:

Clerk I Director of Community Services

Regional Web-based Economic Development Strategy (Draft Report)

RECOMMENDA TION(S):

That the report from the Clerk I Director of Community Services dated October 3, 2011

regarding the Regional Web-based Economic Development Strategy (Draft Report) be

received for information.

~Clerk I Director of Community Services

BACKGROUND:

ArwlL forBoard Consideration

CAO

The Board of Directors, based on a recommendation from the Economic Development, Tourism

and Regional Parks Committee, authorized a consultant be engaged to develop a Regional

Economic Development Strategy (web-based). Based on the work completed to-date, the

"Regional Web-based Economic Development Strategy (Draft Report)" is being presented for

the Committee's discussion and input.

DISCUSSION:

Earlier this year, the Board of Directors approved terms of reference for engaging a consultant

to develop a web based regional economic development strategy ($15,000 budget). The TNRD

received six (6) submissions from consulting firms and engaged VannStruth Consulting Group

to complete the work (within budget).

Regional Web-based Economic Development Strategy Draft Report

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October 3, 2011

Subject: Regional Web-based Economic Development Strategy (Draft Report)

Page 2 of 2

As part of the strategy development process, the consultant is presenting the draft report to

Committee members for their discussion and input. The Regional Web-based Economic

Development Strategy final report will incorporate any input received from the Committee and

will be presented, by the consultant, to the Board of Directors at a future regular meeting.

CONCLUSION:

The Regional Web-based Economic Development Strategy (Draft Report) is presented for the

Economic Development, Tourism and Regional Parks Committee discussion and feedback.

Attachment's)

• Regional Web-based Economic Development Strategy (Draft Report)


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Regional Web-based EconomicDevelopment Strategy

for the

Thompson-NicolaRegional District (TNRD)

DRAFT REPORT

October 2011

Prepared by:

VANNSTRUTHVann Struth Consulting Group Inc.

www.vannstruth.com


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TABLE OF CONTENTS

EXECUTIVESUMMARY 11

1. INTRODUCTION 1

Project Objectives 1Study Process 2

2. ECONOMICDEVELOPMENTCAPACITYIN THETNRD 3

3. ECONOMICDEVELOPMENTIN BCREGIONALDISTRICTS S

4. POTENTIALWEB-BASEDECONOMIC DEVELOPMENTINITIATiVES 7

4.1. Private Tools 7

4.2. Public Tools 10

5. RECOMMENDEDECONOMICDEVELOPMENTSTRATEGIES 19

5.1. Pre-Implementation Phase (Year 1) 20

Strategy 1. Convene a meeting with communities and economic development organizations in theTNRD on at least an annual basis 20Strategy 2. Secure funding support and partnerships 20

5.2. Top Priorities (Years 1-3) 21

Strategy 3. Pending support from regional communities, leverage the model created by theNorthern Development Initiative Trust to create a regional website portal. 21Strategy 4. Create additional "collaboration tools" in a private section of the regional portal. 21Strategy 5. Pending support from regional communities, create a regional business retention andexpansion (BRE)program 21

5.3. Secondary Priorities (Years 3-5) 22

Strategy 6. Pending support from regional communities, explore the viability of a more advancedwebsite incorporating GISand site-specific data 22Strategy 7. Implement additional regional initiatives that are identified over time 22

VANNSTRUTH TNRD REGIONAL WEB-BASED ECONOMIC DEVELOPMENT STRATEGY - DRAfT, OCT 2011


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EXECUTIVE SUMMARY

To be completed with final report.

II VANNSTRUTH TNRD REGIONAL WEB-BASED ECONOMIC DEVELOPMENT STRATEGY - DRAFT, OCT 2011


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1. INTRODUCTION

This Strategy sets out a proposed course of action for the Thompson-Nicola Regional District (TNRD)tosupport regional economic development over the next five years.

The strategy identifies worthwhile initiatives that can be undertaken using the internet and identifiesfunding sources and possible partnerships to help deliver these services in a cost-effective manner.

The general approach that is recommended is for the TNRD to proceed with significant initiatives onlywith the support and participation of multiple individual communities in the region. The TNRD can serveas a focal point for partnerships and regionalized delivery of services, but without the activeparticipation of individual communities, there will be minimal benefit for the TNRDto proceed on itsown.

It is widely accepted within the economic development profession that the delivery of some economicdevelopment functions is most effectively done at a regional level. Multiple TNRD communitiescontacted through this study are in support of this notion. The challenge in an environment of limitedfinancial and human resources is to create programs that are affordable, manageable on an ongoingbasis, and deliver real benefits to the region.

I PROJECT OBJECTIVES

The following project description is taken from the TNRD'soriginal Request for Proposals document::

The Proponent is to develop 0 web based regional economic development strategy for the TNRDthot willidentify regional initiatives that can be implemented by the TNRDwithin a limited budget utilizing theinternet. The Proponent will provide recommendations on whot, if any, regional economic developmentprograms would befeosible for the TNRD to implement given the unique geographic and economicdiversity within the areo.

The project terms of reference identified five deliverables:

1. Conduct a survey of existing community economic development organizations to identifyeconomic development assets, resources and initiatives within the TNRD.

2. Conduct a survey of regional districts to identify how other regional districts carry out regionaleconomic development including identification of regional economic development models,strategies, initiatives and other appropriate information.

1 VANNSTRUTH TNRD REGIONAL WEB-BASED ECONOMIC DEVELOPMENT STRATEGY - DRAFT, OCT 2011


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3. Identify potential web based economic development initiatives, together with appropriatebudgets for such initiatives that the [TNRD] should pursue on a regional basis within the nextfive years.

4. Prepare and present a regional economic development strategy draft report to the EconomicDevelopment, Tourism and Regional Parks Committee of the TNRD for review and comment.

5. Taking the comments of the Economic Development, Tourism and Regional Parks Committeeinto consideration to prepare and present a regionai economic development strategy finalreport to the Board of Directors of the TNRD.

I STUDY PROCESS

Vann Struth Consulting Group Inc. was retained by the TNRD in August 2011 to undertake this project.

The work plan consisted of extensive online research and telephone interviews with TNRDcommunities, BCRegional Districts, regional economic development organizations outside of BC,andprivate companies that have developed online services that might be considered for implementation inthe TNRD.

This draft report will be presented to the TNRD's Economic Development, Tourism and Regional ParksCommittee in October 2011, followed by the crafting of a final report for presentation to the TNRDBoard later in October.



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2. ECONOMIC DEVelOPMENT CAPACITY IN THE TNRD

This chapter provides a summary of current economic development capacity in the TNRD, excludingVenture Kamloops and other organizations focused on Kamloops.

PROVINCIALCONTEXT

Local economic development in British Columbia is typically funded by municipalities and in some casesregional districts. There are many different models for how economic development offices arestructured, ranging from a regular staff person (or department) through contract employees to externalnon-profit societies and business development corporations.

In general, smaller municipalities are more likely to employ economic deveiopers on staff (mainlybecause total budgets are limited and this avoids the expense of maintaining a separate organization toemploy only 1-2 people). In many casesthere is no full-time economic development officer (EDO),eitherbecause the EDOhas responsibilities in some other area or because there is no economic developmentfunction.

There are many examples of partnerships between adjacent municipalities to fund a joint economicdevelopment function, or even more common is a partnership between a municipality and thesurrounding rural area (e.g., Golden and the surrounding Area A of the Columbia Shuswap RegionalDistrict).

TNRD OVERVIEW

In the TNRDthere are 10municipalities located outside ofKamloops. Currently 3 of thesemunicipalities have a dedicatedeconomic development officerposition (Merritt, logan Lake andLytton). Merritt had until recentlyprovided funding to the NicolaValley Community Futures toprovide this service but has decidedto bring the function into themunicipality.

Logan lake has created a newfunction by hiring a former internfrom the Northern Development

Economic Development Roles in TNRD Municipalities

No EDOS

3 VANNSTRUTH TNRDREGIONALWEB-BASEDECONOMICDEVELOPMENTSTRATEGY·DRAFT.OCT2011


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Initiative Trust (NDIT) who had previousiy worked on several projects for the community, while Lytton issimilarly hiring to replace a recently departed EDO.

Two municipalities have dedicated staff time and budget as part of a shared role. Both Clinton andClearwater have Chief Administrative Officer (CAO)who was formerly the EDOand has maintained theeconomic development portfolio as a part-time role.

There are no dedicated staff for economic development in the other S municipalities - Barriere, SunPeaks, Chase, Cache Creek and Ashcroft. That does not mean there is no iocal effort on economicdevelopment, however. Cache Creek, for example, has recently created an economic developmentcommittee of Councilors and representatives of the Chamber of Commerce to look at responding torecent business closures and creating an economic development strategy.

Barriere similarly has an economic development committee chaired by the Mayor and involving severalother Councilors and community members. Ashcroft does not have a formal economic developmentfunction but is undertaking a significant economic development initiative with the creation of a newlogistics-oriented industrial park next to the rail line. Sun Peaksis a heavily tourism-oriented communityso their local efforts are focused through their destination marketing organization, Tourism Sun Peaks.

Other communities in the region are also invoived in tourism promotion through sub-regionalpartnerships. The Explore Gold Country partnership involves S Electoral Areas (M, N, J - Copper DesertCountry, E- Bonaparte Plateau and I - Blue Sky Country) as well as all 6 municipalities west of Kamloops(Merritt, Lytton, Logan Lake, Ashcroft, Cache Creek and Clinton) plus Lillooet in the Squamish-LillooetRegional District. The North Thompson Valley partnership includes Clearwater and Barriere as well asValemount in the Fraser-Fort George Regional District and rural areas. Clearwater and Area A are alsoinvolved with Tourism Wells Gray.

Please note: Additional discussion and analysis of the economic development situation in the TNRDwill be provided in the next draft of this report.



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3. ECONOMIC DEVELOPMENT IN BC REGIONAL DISTRICTS

There are 28 regional districts (RDs)in British Columbia and their involvement in economic developmentvaries significantly. These range from multi-person departments with budgets of hundreds of thousandsof dollars of budget in several RDsto no formal involvement in economic development in many RDs.

As with municipalities, there are a variety oforganizational and funding structures for economicdevelopment at the RDlevel.

There are three RDsin BCthat fund significant,multi-person economic development offices. Intwo cases (Central Okanagan and Cowichan Valley)there is an economic development commissionwithin the RD,while in the 3rd case (Comox Valley)funding is provided to an external non-profitsociety.

Economic Development Staffing in BCRDs

None, 12

Fur:dlngforCOlTJrqjtteesOnly,

4

Supportvaries bysub-region,3

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,.,::..I~V~·.!fo"i'~~3

The factor that is common to all of these situationis that the regional function essentially operates onbehalf of the central municipalities as well. There is no separate economic development office inKelowna or Duncan or Courtenay/Comox - the regional function covers this role. This is similar to theformer arrangement in the TNRDwhere Venture Kamloops operated on behalf of the entire region.

A further 5 RDshave a single staff person, either located within the RDitself or nominally as part of aneconomic development commission, responsible for economic development. (This does not includepossible administrative or other support positions for the EDO).These 5 are the Bulkley-Nechako,Mount Waddington, North Okanagan, Northern Rockies and Central Coast RDs.The first three of this listhave important similarities to the TNRD in that they coordinate activity and partnerships with multiplemunicipalities in their areas.

The Peace River RDsupports two economic development commissions (North Peace- which haspermanent staff) and South Peace (which relies on a Community Futures office to provide services).Columbia Shuswap has an EDOwho works on behalf of the Shuswap part of the region - the rural areaaround Golden contributes funding to a partnership with the Town of Golden (as does the rural areaaround Revelstoke to its economic development function). Okanagan-Similkameen supports an EDOinone of its rural areas (based in Okanagan Falls) but not in the rest of the region.

The part-time staff arrangement is in the Kitimat-Stikine RD,where the position is shared with Planning.

5 VANNSTRUTH TNRD REGIONAL WEB-BASED ECONOMIC DEVELOPMENT STRATEGY - DRAfT, OCT 2011


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An additional four RDshave formal economic development committees based on groups of ElectoraiAreas and/or municipalities. These receive various levels of funding to implement projects but have nodedicated staff. These four RDsare Capital (which has Economic Development Commissions for only 2 ofits Electoral Areas), Kootenay-Boundary, Central Kootenay and Cariboo.

The remaining RDshave no formal role for economic development, although may contribute funding tovarious projects or provide staff support for partnerships with municipalities on an irregular basis. These12 are Thompson-Nicola, Skeena-Queen Charlotte, Fraser-Fort George, Strathcona, Alberni-Clayoquot,Nanaimo, Powell River, Sunshine Coast, Squamish-Lillooet, Metro Vancouver, Fraser Valley and EastKootenay.

Please note: Additional discussion of key regional issues and best practices in addressing them will beincluded in the next draft of this report.



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4. POTENTIAL WEB·BASED ECONOMIC DEVElOPMENT INITIATIVES

This chapter of the report outlines the potential web-based economic development initiatives to beconsidered for implementation in the TNRD.

Some of the initiatives are already in place in other BCregional districts, while others are best practicesfrom regional organizations outside the province.

The possible web-based programs are divided into two categories based on their primary users:

1. Private tools are used by local governments and possibly other partner organizations, as well asthe TNRD itself. These tools are not visible to the public.

2. Public tools are websites to be used by businesses, investors, entrepreneurs, the general publicand anyone else interested in the region.

Eachtool is usually associated with at least some "off-line" activity, either in the setup phase or ongoing.These are explained along with the description of each tool. Financial and human resource requirementsare also identified to the degree possible.

4.1. PRIVATE TOOLS

1. REGIONALBUSINESSRETENTIONAND EXPANSIONPROGRAM(USINGONLINESOFTWARE)

Business retention and expansion (BRE)is one of the principal building blocks of many economicdevelopment programs. It recognizes that most economic and employment growth is created bycompanies that are already operating in a community or region, so focusing resources on helpingexisting companies is more productive than simply trying to attract new companies.

The typical BREprogram is based on a regular schedule of in-depth interviews with business owners andoperators, with the purpose of continually monitoring business conditions, providing assistance tocompanies looking to expand, and receiving advance notice of companies in distress. Aggregatingcompany responses across a variety of industries and communities provides insight into commoncompetitive issues and important trends in the local and regional economies. The issues that areidentified can then be the basis for subsequent economic development initiatives, either locally orregionally as the situation requires and resources permit.

7 VANNSTRUTH TNRDREGIONALWEB-BASEDECONOMICDEVELOPMENTSTRATEGY- DRAFT,OCT2011


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For example, the interviews may identify a common need for a particular type of training course, orimproved infrastructure, or assistance with business succession planning} or any number of other issues.

By showing that these issues are pervasive across the region, a more effective regional solution couldthen be developed (with the involvement of the TNRDto vary depending on the Situation).

In situations where a company faces issues that are more urgent and affect its viability in the region,immediate referrals can be made to local government or other agencies and organizations that couldprovide assistance. One of the additional benefits of such a program is that businesses typicallyappreciate the opportunity to explain their challenges, therefore creating some positive goodwill towardlocal/regional government.

Online Resource Requirements:

Many BCcommunities have recently started using an online software package called ExecutivePulse tomanage the program. A provincial license is held by the Economic Development Association of BC(EDABe)that significantly reduces the cost. Assuming the license was acquired for only the non-Kamloops portion of the TNRD, there would be an initial purchase price of about $2,600 and an annualsubscription fee of 20% of the upfront cost, or just over $500.

The program is operated online and includes a series of standard questions as well as questions that canbe customized for the region. Responsescan be segmented by type of business, individuai community,etc. and because many other BCcommunities are using the package (currently there are 38 communityusers), regional results can be bench marked against provincial standards.

There are other similar economic development software programs on the market (e.g., EDOTrak,5ynchronist) but there are clear advantages to using the same software as other organizations in Be.

Offline Resource Requirements:

The offline resource requirements are the most challenging aspect of a BREprogram due to the heavytime commitment. Typically interviews with business owners are relatively in-depth (about one houreach), plus additional time required to arrange meeting logistics, to collect preliminary backgroundinformation on the company, to enter the results into the system, and to analyze and report on results.

Very few economic development organizations manage such a program on their own - most usecontractors or partnerships in order to conduct the interviews. The best approach in the TNRD is likelyto develop a team of interviewers, using partnerships with Community Futures, local governments,Chambers of Commerce, possibly other organizations like Thompson Rivers University, and the TNRDand have at least two members of the interviewing team present at each business interview throughoutthe region.

The details require further discussion, but in 2010 there were about 5,100 business locations in theTNRDwith employees - assuming about two-thirds of these are in Kamloops, that leaves approximately1,700 business locations in the rest of the region. A program that interviewed 15D-200 companies per



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year would provide an excellent sample of business issues region-wide. Typically the largest companieswould be included in the survey sample each year, whereas other companies can be rotated. Theprogram occurred in a short period of time (such as a severai-month period when student interns couldbe used to provide administrative support) or on an ongoing basis throughout the year.

Costs to undertake such a project are highly dependent on the willingness of partners to contribute stafftime to participate as interviewers and there would also need to be a central administrator of theprogram and software (which mayor may not be within the TNRD).

2. ONLINECOLLABORATIONTOOLS

Encouraging greater regional collaboration in economic development will not be accomplished entirelyonline, but having online tools to encourage collaboration will heip to support offline meetings andconversations.

These tools will accomplish several things:

• Enable the sharing of information on economic initiatives in each community. For example, ifmultiple communities indicate they are working on programs to attract doctors, they will atleast be aware of each other's plans and may determine that a collaborate or region-wideapproach would increase their chances of success.

• Operate as a central repository of information on the region. For example, new releases of

reievant statistical data or consulting reports or media articles that may be of interest region-wide can be posted for sharing. Over time this resource area would expand and wouid help newstaff or staff that do not reguiariy work in economic deveiopment have quicker accessto theinformation that they require.

• Assist in managing joint projects. When communities or organizations in the region participatein joint projects, having a common online forum wouid allow for relevant information to beeasily shared, problems to be identified and discussed, etc.

There are software programs that provide this functionality, such as Microsoft SharePoint. However, asimpler and less costly solution can likely be deveioped through a regional website portai (see nextsection).

Solutions need to be as simple as possible and not require users to learn complicated new software.Many of the collaboration activities listed above could be accomplished through a simple group emaillist, but it is believed there is some additional benefit to having a central repository where items can bepermanently stored. It will always be possible to suppiement this with emall by having alerts sent tousers when new items are added, for example.



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To some extent there is no need for these tools to be private - it would be worthwhile, for example, tohave a robust resource section of a regionai website that contains much of the information mentionedabove. The benefit to having a password-protected, private area is in allowing for discussions betweencommunities and project management details that need not be made pubiic.


It is assumed that the preferred route is a password-protected resource area of a regional website. Thiswill require some development costs.(Additional details are being acquired).


The offiine resource requirements are minimal once the system is operating. Any user in the region canpost information for sharing and discussion.

4.2. PUBLIC TOOLS

The pubiic tools are websites accessible to the general pubiic. There are a huge variety of options withinthis category, but the ones shown here are in increasing order of complexity.

As with the private tools, there will be some discussion required among the regional partners on exactlywhat should be highiighted on such a site. Attracting business investment is an obvious goal foreconomic development, but it may also be desirabie to focus on attracting new residents (includingimmigrants and retirees) or promoting tourism.

1. TNRD ECONOMIC DEVELOPMENT WEBSITE

This option includes either a new economic development section within the current TNRD website or anew stand-alone economic development website that would be linked from the main TNRD site.

At its most basic, this site would provide an overall profile of the region, with maps, videos and basicinformation on demographics, the economy, transportation iinkages, etc. It would also have links tocommunity economic development offices (where they exist) and other organizations invoived ineconomic development in the region.

At this basic level of involvement, it is not expected that the TNRD would generate significant newstatistical data profiles or business directories or iists of available sites. That type of information couldbe provided if it already exists in the region and could simply be linked from the TNRDsite.



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It is also not suggested that a significant economic branding exercise be contemplated as part of thiswebsite. If such an exercise occurred for other purposes, such as a significant offline regional marketingprogram (which is beyond the scope of this web-based strategy) then possibly visual elements ormarketing slogans could be shared with the economic development website. Similarly for videos orother elements that could be added to the website - it is not suggested that significant expenditures onnew items just for this site are required.


Upfront expenditure to develop a new economic development area of the current TNRD website or anew stand-alone site to be linked from the TNRD site. Regular website hosting costs are ongoing.


A project manager is required to work with the website designers, determine website content andorganize the collection of information and links from communities and organizations in the region. It isexpected that the project management role could be filled by TNRD staff and perhaps a co-op student orintern could assist with data collection.

2. WEBSITEPORTALWITH COMMUNITY PARTICIPATION

This option is a substantially more advanced website that would provide detailed and continuallyupdated information on economic development opportunities in the region, as well as extensive use ofmapping and all of the community information identified under the previous option. The key feature ofthis option is the "portal", which refers to the fact that the TNRD is really only providing the frameworkand tools for the site, but the communities in the region are responsible for populating it and keeping itupdated.

The model for this idea is the new Invest Northwest website (www.investnorthwestbc.com) recentlylaunched as a partnership of communities in northwestern BCsupported by funding from the NorthernDevelopment Initiative Trust (NDIT). The Northern Trust covers part of the TNRD (Area E- BonapartePlateau and Area I - Blue Sky Country) and has funded several projects in communities like Ashcroft andLogan Lake in the last few years. They are planning to support other regions within their service area indeveloping similar portals and according to NOITstaff, this assistance would be offered to the TNRDeven though most of the region is not within the NDIT service area.



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iNVEST

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... _-- .. ~..---INI\lUH I HWt.::> IBRITISH COLUMBIA, CANADA "'Con""

Rolling over the red dots on the map pops up a list of major development projects or vacant industrialsites in that community. Each of those sites can then be clicked through to see a profile, includinggeneral description, aerial photo, real estate and economic development contacts, etc.

See the next page for an industrial park profile in Terrace.

12 VANNSTRUTH TNRD REGIONAL WEB· BASED ECONOMIC DEVELOPMENT STRATEGY· DRAFT, OCT 2011


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."" ~!~ t•••,·, P'01"<:'!" ~r~'m;....-;t.--t~tunlll~_ E'l"r~'~~"~n -"rra..~ --"It •..,,,.:~: IlJI,

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About This ProjectTerrace offers a~ntya.:resft'!:fullys~rvlc~d with •.•ater.pow~r, ~rlita:rv ar.dstormS~o>I'i!rt,'Iatis

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Economic Develooment Contilct

••Download brochure It.! Mb)

Contacts

City of Terrae<:!Z5J·615-40~1mkwiatkawsk-j{l)terrace.ca

Propeorty ContactM.arvint:wiatkC\f>""3kiCir""'tor of Development S~r••ices

Project StatusEstim.!t£>dlnvestn'h?ntFor Sale: ~1.500.000

Terr~c€'s 20 ':'cr", Fully 5~f'.;ced Industria Site is id>:'Sly situat..;-d for a sm.s! forestry opentiofl/!nd is futty ser'¥iced •••ith .••••.:It,;>r,pow..;-•. sewer. and storm dr~ns.

Twenty Acre Industrial Development Site

Located in the centre of 3ritish Columb:'!!·s northwest region. Terrace hi!s a rich history as i!togging community. and t.'1,;.forest industry continues to hol.d .:-conemic opportunity.Strategicatv located to conn<:'ct with Asian markets. t/'le Per: of Princ..;- Rupert is •••ithin :50hornof T,;.rrac.;>and is ~cc ••.,,~OIo;by both highway M<:I!';Jitw~l'. The port is the short.:-st shippingroute t<) Asi3 ill North "'-m.;>nca. ~ndis ;>lMning furt."I~r~Ap3nsion of its new ct!ep wat;:.r, ice

This fully :erviccd indu:tric:/ site is en ide~1 location for c:small forestry operation. Thesite is adjct:ent to Hislwo'ay 16 ~nd is dose to tht! city t:cntrc. With on askin~ price of 51.5,."mion, this industrial site could be the perfect oppor~nity for your investmel'lt.

City ofTerr~ce

It has been suggested that the site will eventually include business directories and links to jobopportunities for major projects in the region (e.g., mines, port terminal facilities).

Other regional groups use a similar model, where the regional organization provides the framework butindividual communities are responsible for populating their own areas. The new website for AlbertaSouthWest has a searchable business directory where it is the responsibility of each of the 16communities in that area (with a total population of 37,000) to maintain their own data. Their area issimilar to the TNRD in that most communities in the region do not have full-time economic developmentofficers. See the next page for a screen shot.



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Searc.h the AlbertaSvV Business Direc.toryWelcome to the ..ljberta SouthWest Business Directory. This easy to use tool will allol\"You to searchthrough the many diiierent businessess located "ithin the region.

To search by name or keYl\"ord (ie. Atlas Pizza or tires) simply type in I\"hat you are looking for in the _top "Search" field. You can also search by "Type of Business' (ie. Food & Be'-erage, or Automoti'-e) and

'

can refine rour search by selecting a ·Community'. If you are looking for a business that caters to aspecific sector (ie. Safety Sen-ices for the Oil & Gas sector) you can further retine your search byselecting from the 'Sector' and "Type of Business' list.

..ljl search fields are optional. To ,-iel\"ALL listings in the directory. simply lea'-e all fields blank andsubmit your query.

Once your results are displayed, you can choose to -.iel\"them in 'grid ,-iel\"' or 'map ,-iew" and then clickon the indi,idual listing for more information about that specific '-endor, Happy Searching:

Search

Sector

Type of Business

Community

Submit Query

- C:J.oose one -

- Ch.OOS8 one -

- Choose one -

GEJG


According to NDITstaff, the out-of-pocket cost to develop an investment portal is about $20,000, butthis assumes significant staff time is dedicated to the project. These costs could potentially be sharedwith participating municipalities as well (which is the model in Northwest Be).

(NDIT has promised to provide further background information on this project).


This project would require a significant effort from not just the TNRD but also individual communities inthe region. It is assumed that a minimum number of communities would be required to commit to theproject in order for it to be viable, so there would be an assurance of sharing the workload.

14 VANNSTRUTH TNRD REGIONAL WEB·BASED ECONOMIC DEVELOPMENT STRATEGY - DRAFT, OCT 2011


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It would also be possible to use co-op students or interns for some of the basic research and datacollection, and real estate companies whose properties would be profiled on the site are also possiblepartners and contributors.

3. WEBSITEINCORPORATINGGISAND SITE-SPECIFICDATA

The final website option could include all of the features mentioned in the two previous options, withthe addition of site-specific data on buildings and vacant Industrial land. Incorporating GISfeatures isemerging as the new standard in regional and state-level economic development websites in the UnitedStates.

There are multiple companies that develop online systems with these characteristics. The essentialfeature is a database of buildings and sites that can be searched and mapped according to user-specifiedcriteria. Some companies build only the database system while others produce the system as well as awe bite.

One example is the LocationOne Information System (LOIS),which is notable for having multiple clientsin communities and regions much smaller than the TNRD.They provide only the database system, whichis then integrated into existing websites using Google Maps as the mapping system. Another potentiallyuseful aspect of their service is once a regional-ievellicense is purchased, any community within thatregion can use the service for free on their own websites to show sites within their communities.

The examples shown below are from the Iowa City area at the website addresshttp://www.iowacityareadevelopment.com/I ois/.

IS VANNSTRUTH TNRDREGIONALWEB-BASEDECONOMICDEVELOPMENTSTRATEGY- DRAFT,OCT2011


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ICao Iowa CityArea DevelopmentGroup•• Community ProNe. ~

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The site can be searched for properties that match certain characteristics (building size, ceiling height,zoning, etc.). The search can be conducted over the entire region, within a specific community, orthrough a user-defined custom area. The user can simply draw a shape on the map and the search willoccur within that geographic area.

Various map layers can be turned on and off, showing major features like airports, raii lines, hospitals,schools, etc. Thematic maps can be created using Censustract data, showing a colour-coded map basedon income levels, demographics, education level of the workforce, number of business establishmentsand other factors.

All sites that are shown on a given map are listed beneath the map, like this:

UlO Heinl RNdIowaCity.IA522~600

212 west SOuth StreetT,pwo.IA52172

IowsCity,1A(20.000sq.t't.)

118,&Wsq..ft.)

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Silie Prc:e:Lease crsa;eJ.e.u.eI'ra';3~n:tr.

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Clicking through to an individual property provides a detailed profile:

16 VANNSTRUTH TNRD REGIONAL WEB-BASED ECONOMIC DEVELOPMENT STRATEGY - DRAfT, OCT 2011


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Former Cedar County Equipment

212We$tScutnS~itptcn.lA~mICe<!$f}

Building Details

7otaL$Q.FtI8.6-'O.OO

NunberofSI~~s:1::e";Ptak(ft):20o.;:an::\sl)e:Unknc .•.•nZonin;:lndus1fial..t..9l'dS~SJZe(Acre-s):OFormer Use: FarmE~uil:mentC1:!Rrs.n~SpeciatyFeature:CCIdStcra;e

Property ~n<IArea Description

Bulding 7yj:e: Comme~1Secon4ary!!u~g,ype:NA::eillngEsvts(n):aCuSub:::i\lge:UnkllownW.cM Cty U'nu: Y~Construc:ionT~e:l.!e!3[orSlo:-e!YeMSuit:1;n

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Th~!ormet":::ea~l$n~IICO~a~isi'nrnedillleiysysiiable. PrQj:ertyisloC3!~jonslan;e iQtsndfea:u.-essmein but:!iIg. o~. storage. shop. ami. ~ s:crage IeSrMo. Loca!e<! just oN Highway 33.:!1e prc~erty is ac=.sbieIe Ir••ck traffic: and wouiCI t-e SIIutle fer mlllIy ty;.es of l)uSl1esses

t>Oearest~:b!ef'state5()..9ni1es"'e••.est~eiiigtlw'YlnletSta!ero.711111eS~al'Ml:~Al'pcrtES$lerniQwa~!f1OnaIAI'PCrt-3$-M4i~~No

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Gas~n; Cry of-ctcn7~~nsL"'CIi~Prc~:low"eleO:lm5ewerCistrb.ltiQn:Ctyof'~nWa!erC~n:Ctycf7~

The obvious challenge with this system is how to populate the database with individual sites. The servicethat is provided is only the database, with the mapping capability and the thematic maps (using Censusdata).'

In general Canadian websites are not yet matching this level of sophistication, with the exception of theSelect Ontario site:http://www.sse.gov.on.ca/medt/i nvesti nonta rio/ en/P ages/SiteSelection Tool.aspx.

It offers simiiar functionality for the entire province of Ontario, with the additional functionality of beingable to search for individual businesses by their NAICScode (this is the North American IndustryClassification System). The screen shot below shows the parameters for searching for industrialproperties:

, Note that the LOISsystem is not currently in use in Canada, but they are in discussions with anotherregion at the moment. Other simiiar service providers are in Canada and there Is not expected to be achallenge creating similar thematic mapping.



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The obvious challenge with these advanced site-specific websites is identifying vacant buildings anddevelopment sites, collecting profile data on each site, and then maintaining that information goingforward. This level of research and ongoing monitoring of real estate availability is far beyond anythingcurrently happening in the region (or anywhere else in Be).

LOISand similar advanced systems are providing only the tools - the quality of the information that isprovided is completely the responsibility of the region and communities.


The cost that was quoted for LOIS,based on a regional population of 12S,OOO,is an annual fee of$12,SOO.The costs of a website to host the LOISsystem are additional. The quoted figure obviouslyinciudes Kamloops, so cost-sharing with Venture Kamloops, other participating communities andpossibly reai estate companies are good possibilities.(Information is being acquired on the cost of two services in addition to LOIS).


As noted above, the human resource demands of creating the inventory of sites is significant and therewill be ongoing requirements to update and maintain the inventory. Small regions and communities inthe United States have shown that this Is possible, but it requires a commitment.

Similar to the previous option (the website portal) it would be possible to utilize interns and co-opstudents for upfront research projects and realtors are a natural partner. Venture Kamloops should alsobe involved.



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5. RECOMMENDED ECONOMIC DEVELOPMENT STRATEGIES

The recommended course of action for the TNRD is shaped by the current economic developmentcontext in the region, including the following:

• There is limited budget and staff resources within the TNRD to devote to economicdevelopment on an ongoing basis.

• Most communities in the region (outside of Kamloops) do not have a full-time economicdevelopment officer. It is often a responsibility of the chief administrator or another staffperson, but there is limited budget and time availabie.

• Other organizations that are involved in economic development, including Community FuturesDevelopment Corporations, Chambers of Commerce, and First Nations, have their ownmandates and budget [imitations that restrict their ability to provide significant support toregional initiatives.

The combination of these two factors suggest that the users of whatever tools and resources areadopted are unlikely to be infrequent users and systems therefore should be intuitive and not require asteep learning curve.

It will also be important, particularly for initiatives that require a more substantial investment of timeand money in getting established, for the possibilities of funding assistance and/or partnerships to befully explored. Additiona[ funding could be used to hire contractors to assist in project set-up, whilepartnerships may yield financial or staff assistance.

The recommended strategies are organized into three categories based on timing:

1. Pre-implementation. This is the work required to secure regional buy-in, arrange funding andpartnerships, and investigate specific software solutions, where necessary.

The timing for this phase is Year One (2012).

2. Top Priorities. These are the initiatives that are projected to provide the greatest value to theregion, based on a combination of their economic benefits balanced against their costs. Costsinclude financial as well as time requirements and the "complexity" of implementation (thisallows for a easier projects to be implemented as "quick wins" even if their ultimate benefit isexpected to be less).

The timing for this phase is Years One to Three (2012-2014). It is hoped that the pre-implementation steps can be completed in time for some implementation to begin later in 2012.



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3. Secondary Priorities. These are the initiatives that are deemed to be less beneficial and/or morecostly in terms of finances and time/complexity in their implementation.

The timing for this phase is Years Three to Five (2014-2016). Year Three is shown for both theTop Priorities and the Secondary Priorities, which simply provides flexibility and reflects theuncertainty of how quickly the Top Priorities are completed.

There are intentionally only a small number of specific strategies, reflecting the limited availableresources, the potentially substantial amount of work involved in the strategies that are recommended,and the expectation that successfully instilling a new ethic of regionai collaboration on economicdevelopment would lead to specific new initiatives being identified over the next five years.

S.l. PRE-IMPLEMENTATION PHASE (YEAR 1)

Strategy 1. Convene a meeting with communities and economic development organizations in the

TNRD on at least an annual basis.

In general, the TNRD role in each of these initiatives is to provide the framework or umbrella thatindividuals and local governments within the region will work under. The purpose of the first meeting istherefore to discuss the options outlined in this report, as well as other priorities and initiatives thatcommunities may have, and agree on a regional approach.

The strategies outlined in this report will naturally encourage communities to collaborate, but it is notrealistic to expect all of this collaboration to occur virtually. There should be an opportunity, at leastonce a year but perhaps more often, for regional staff involved in economic development (and otherorganizations) to meet to discuss issues and priorities. A useful approach is to rotate the location ofthese meetings to different communities in the region. This has been found to lead to communityrepresentatives gaining a better appreciation and understanding of other parts of their region.

It is unrealistic to expect each individual community and organization to fully agree with and participatein every initiative; nor should they be required to do so. The ideal approach is to have a plurality ofpartners agree to proceed and for each to contribute funding only to those initiatives in which theyparticipate.

Strategy 2. Secure funding support and partnerships.

There are possible funding sources for some of these initiatives that are not currently being capitalizedupon by the TNRD. For example, the Northern Development Initiative Trust (NDIT) will provide the TNRD

20 V ANN STRUT H TNRDREGIONALWEB-BASEDECONOMICDEVELOPMENTSTRATEGY- DRAFT,OCT2011


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with $35,000 in annual funding to support economic development initiatives (and there is norequirement for this funding to be dedicated only to the areas that are within the NOlI's service area(Areas Eand I).

It may also be possible to secure Provincial funding for projects like the regional website portal.Research projects to collect information for attracting investment are usually eligible for federai fundingthrough the Invest Canada - Community Initiatives (ICCI)program, or through Western EconomicDiversification.

Other partnerships to provide staffing support are possible with other organizations like ThompsonRivers University (for example, a business class or an individual academic could provide researchassistance as part of their studies).

Some of the funding may not be secured in Year One (2012) if it will not be needed until later, so thisstrategy of securing funding support should continue through the life of each project.

5.2. TOP PRIORITIES (YEARS 1-3)

Strategy 3. Pending support from regional communities, leverage the model created by theNorthern Development Initiative Trust to create a regional website portal.

The website portal (discussed starting on page 11) is chosen as the top priority because It leverages anexisting model (which minimizes the costs) and will be an excellent way for communities to demonstratetheir commitment to a regional approach. It is a high-profile project that should qualify for fundingsupport from senior levels of government and would therefore be an attainable "win" that wouldideally create momentum for further regional cooperation.

Strategy 4. Create additional "collaboration tools" in a private section of the regional portal.

The collaboration tools (discussed starting on page 9) could be created at the same time as the publicwebsite portal. These are the tools that will allow information to be shared and discussed and todevelop over time into a repository of useful data and reports and "intelligence" on the region.

Launching these tools at the same time as the public website portal is being developed will allowcommunity users who are contributing content to the public site to simultaneously use and becomecomfortable with the collaboration tools.

Strategy 5. Pending support from regional communities, create a regional business retention andexpansion (BRE)program.



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In terms of long-term economic benefit for the region, the BREprogram is likely the most importantinitiative to undertake. It is listed after the website portal only because the portal is an existing modelthat works well as an initial regional project.

The BREprogram (discussed starting on page 7) will require a regional approach that is unique to theTNRD, depending on the partnerships that can be arranged, the makeup of the interview team(s), andthe types of follow-up ideas that are generated.

There are many resources available to help with the specifics of designing interviews, picking targetcompanies, determining how to respond to critical problems and how to report the results, etc. Otherregional districts have existing programs (e.g., Central Okanagan, Cowichan Valley) while others plan tosoon start them (e.g., Bulkley-Nechako).

S.3. SECONDARY PRIORITIES (YEARS 3-S)

Strategy 6. Pending support from regional communities, explore the viability of a more advancedwebsite incorporating GISand site-specific data.

The more advanced website with GISand site-specific data (discussed started on page IS) should beconsidered based largely on the feedback from users of the website portal that is recommended underStrategy 3. The portal will include descriptions of major development opportunities, but will not includethe advanced searching and mapping capabilities, nor the detailed building-specific and site-specificdata, that would be part of this more advanced site.

Only experience will tell whether going to the next level of website sophistication would make adifference that would be worth the additional time and expense to develop it. It is also possible thatwithin several years there will be other tools available through the Province or developed by privatecompanies that will factor into this decision.

Strategy 7. Implement additional regional initiatives that are identified over time.

This is a very general strategy, but is included to reinforce the idea that some of the future initiativesthat would benefit from a regional approach will be determined only through the experience ofcommunities working together, sharing ideas and discovering common needs and interests. The BREprogram (Strategy S) will allow the issues and challenges faced by the regional business community tobe heard directly, which will also suggest further regional initiatives.



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