What Does Rural BC Need to Succeed?

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OBAC CCBAC

SIBAC

Rural BC Project is an initiative to: ◦ Stimulate understanding of rural challenges in BC ◦ Highlight the actions required to help rural BC

succeed

Rural BC Project activities include: ◦ Identify rural economic development good practices ◦ Understanding of mutual economic co-dependence ◦ Understanding of challenges and actions required

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Create: 1. BC Rural Development Strategy 2. New Rural Economic Development

Programming 3. Rural Dividend 4. Rural Advocacy and Catalyst Organization 5. Rural BC Venture Capital Program

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Presentations and discussion with the Premier and Ministers in 2010 and 2011

Collaborative development with rural

stakeholders on the final position paper, July 2012

Presentation of the draft position paper

to Premier Clark, Sept. 2012

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Discussion with the Province, December 2012 Position paper release, Jan. 2013

Discussion with several Ministers and

Premier’s policy staff, March 2013 Presentation to UBCM Executive, July 2013

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On going presentations and requests to present to Local Government Associations and Councils (letters of support received and a resolution submitted to UBCM 2013)

Ongoing discussion with the Ministry of Jobs, Tourism and Skills Training and the Parliamentary Secretary for Rural Development

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Urban includes: ◦ Metro Vancouver; Fraser Valley RD; Capital RD; RD of

Central Okanagan; Nanaimo RD and the major regional centres: City of Kamloops and City of Prince George

Rural includes: ◦ All First Nation and rural communities and unincorporated

areas

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Disparities with urban areas Disparities with regional centres Policy and program inflexibility Vertical and horizontal integration of

governments Success in other jurisdictions

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Alberta ◦ Rural vision ◦ Provincial leadership, grass roots buy-in ◦ Ministries must reflect rural vision in policy

Manitoba ◦ Clear recognition of urban/rural imbalance ◦ Leadership by agricultural ministry ◦ New focus on integrating sector strategies

Quebec ◦ Strong cultural links to rural issues ◦ Track record of more than 45 years ◦ Use of contracts and pacts to enforce outcomes

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Including: • Economics • Education • Health • Immigration • Government

services

1. A Rural Strategy must identify the key challenges and issues that need to be addressed.

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2. Senior Government must acknowledge and understand there are systemic rural issues and challenges that require specific responses and effort.

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“The Government of Alberta officially recognizes the importance of rural Alberta and its contributions to the Alberta Advantage and is committed to work together with rural communities and rural Albertans to foster a vibrant and sustainable rural Alberta.” A Place to Grow 2005 (Alberta’s Rural Development Strategy)

3. The Rural Strategy must be created with the input and understanding from rural stakeholders.

4. Rural Strategies must identify concrete outcomes and outline specific actions that the Province will undertake over a sustained period.

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5. Rural strategies must not only address rural economic fundamentals, but also issues associated with other rural concerns such as health care and education.

6. Rural Strategies must recognize and have concrete actions that will address the much slower rates of business creation and expansion in rural areas.

A Leadership Group should widely present the proposed strategy to rural stakeholders to get their understanding and endorsement.

7. Need to recognize that rural areas require improved access to capital and business development support in order to stimulate their local economies.

8. Implementation requires a long-term commitment to success of the rural strategy.

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The minister will have the authority to ensure that a “rural lens” is used in all ministries where planning for rural regions may be impacted.

9. The Province and rural representatives need transparent, on-going and constructive discussions.

10. Active participation of Senior Provincial Minister is needed to demonstrate rural development is a priority to the Province.

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11. Need to have initiatives and programs that are targeted at specific rural challenges and issues.

12. Need to bring together local rural populations at a regional level to collaboratively address issues.

13. Recognition that developing stronger economic development and business linkages with First Nations will be critical to long-term success of many rural areas.

14. Multi-year funding must be in place to demonstrate the resources will available to move forward.

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15. Funding should be flexible so that investments can be targeted at making real change happen.

16. Program monitoring and evaluation is critical to guiding sound funding decisions.

17. Non-Government Organizations and Rural Development Support Organizations play a critical role in rural development.

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Critical role in providing specialized consulting expertise and coaching to rural communities

Must be mission-driven Must be focused on providing resources to rural

communities

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Rural Policy Research Institute

RUPRI aims to spur public dialogue and help policymakers understand the rural impacts of public policies and programs.

Long-term commitment

Legal agreement or pact

Multi-level funding

Bi-lateral governance

Policy and program flexibility

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