CSRD Annual Report 2020 by ColumbiaShuswapRD

2020 Annual Report FOR THE YEAR ENDED DECEMBER 31, 2020

2020 CSRD Annual Report

TOURISM REVELSTOKE / IAN HOUGHTON PHOTO

table of

CONTENTS INTRODUCTION Regional Map / Board of Directors Message from the Board Chair Message from the CAO By the Numbers 2020

4 7 9 10

COVID-19 RESPONSE Introduction / Key Elements Departmental Effects

13 15

STRATEGIC THEMES Introduction Natural Disaster Mitigation Action on Environment & Climate Responsible Governance Healthy Communities Culture of Engagement Transportation Advocacy Partnerships & Economy

22 27 29 31 33 37 39 41

GROWTH & CHANGE IN THE CSRD Introduction Development Growth Sorrento/Blind Bay Incorporation Study Economic Development Transition

42 45 47 49

FINANCIAL OVERVIEW Introduction CSRD Budget Tax Requisition by Area Total Tangible Assets Grants-in-Aid Community Works Fund

FRONT COVER PHOTO: VIKTORIA HAACK

50 53 55 57 59 61

2020 CSRD Annual Report

Mica

Columb

ia R

Kinbasket Lk

! 23

Yoho National Park

Donald

B Seymour Arm

To Calgary

Glacier National Park

Golden

Lk Revelstoke Nicholson

St Ives Scotch Creek ! Lee Creek

Tappen

Salmon ! 97b Arm

Falkland 97

Sicamous

Three Valley Gap

Revelstoke

bia

ver

Upper Arrow Lk

Swansea Pt

To Cranbrook

Mara Lk

97a

Trout Lake

Salmon Valley

Trout Lk

! 97a

To Vernon

To Nakusp

To Kaslo

The Columbia Shuswap Regional District (CSRD) is the regional government for six rural electoral areas and four member municipalities: Golden, Revelstoke, Sicamous and Salmon Arm, which serves more than 51,000 people in the Southern Interior of British Columbia. The region is vast and diverse, encompassing 28,929 square kilometres from the rugged peaks and glaciers in the eastern edge through Golden and Revelstoke to the more temperate landscapes of lakes, rivers and valleys in the Shuswap.

Parson

Sunnybrae

Eagle Bay

Sorrento ! White Lake !

Malakwa

Blind Bay

To Kamloops

Shuswap Lk

Chase

Anglemont ! Celista

Mt Revelstoke National Park

lu Co

2020 CSRD Annual Report

The CSRD plays a key role in providing services that can be delivered efficiently and effectively through region-wide, sub-regional or local services. The CSRD delivers 114 distinct services, maintains infrastructure and assists with financing agreements for its municipalities and electoral areas.

T HE MI SSION OF THE CSRD IS TWO-FOL D : • it is the local government for the electoral areas of the Columbia Shuswap, responsible for providing cost-effective services to meet local service needs; • it is the regional federation that brings together electoral areas and member municipalities to identify shared needs and opportunities, and to collaborate in the development of regional service initiatives.

CSRD BOARD OF DI REC TORS The CSRD Board consists of 11 Directors, one directly elected each from six electoral areas. The remaining five Directors are appointed by their respective member municipalities including one each from Sicamous, Revelstoke, Golden, and two from Salmon Arm.

Board Chair

KEVIN FLYNN

Area A – Rural Golden

KAREN CATHCART

Area B – Rural Revelstoke Area C – South Shuswap

DAVID BROOKS-HILL

PAUL DEMENOK

Area D – Falkland, Deep Creek, Ranchero, Salmon Valley Area E – Rural Sicamous & Malakwa Area F – North Shuswap Town of Golden

RENE TALBOT

RHONA MARTIN

JAY SIMPSON

CALEB MOSS

City of Revelstoke

District of Sicamous City of Salmon Arm

GARY SULZ

| TERRY RYSZ | KEVIN FLYNN, TIM LAVERY 2020 CSRD Annual Report

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

MESSAGE F R O M THE BOA RD CHAIR In the fall of 2019, the Columbia Shuswap Regional District Board created and adopted a Strategic Plan to guide us for the rest of our term in office. Nowhere in this document does it mention anything about a pandemic − showing us just how quickly our priorities had to shift in 2020. As the Chair of the Board, I am very proud of the CSRD’s continued response to the many rapid changes the pandemic has required. The CSRD’s philosophy from the outset of the pandemic is the show must go on. Despite the many tests and challenges, the CSRD proved its commitment to serve the citizens of the region with efficiency, safety and kindness in mind. While responding to the pandemic required a quick turnaround, the goals and ambitions of our strategic plan did not disappear. Progress has been made in all seven themes identified in the plan: Partnerships & Economy, Action on Environment & Climate, Responsible Governance, Healthy Communities, Transportation Advocacy, Culture of Engagement and Natural Disaster Mitigation. This report highlights our accomplishments in each of these areas. While some of the strategic initiatives needed to be delayed, they are now advancing − although sometimes in different ways. We have passed first reading of the Electoral Area E Official Community Plan. We have resumed the Sorrento-Blind Bay Incorporation Process. Work has continued on the Sicamous-to-Armstrong Rail Trail and the Golden Aquatic Centre Feasibility Study. We have had to address problems with new and inventive solutions, and find alternate ways to keep in touch with our constituents online through Zoom or by email and phone. There’s no going back. Changes that have been implemented as a result of the pandemic will influence our policies and procedures far into the future. As part of the Strategic Plan, the Board came together and agreed on key values at the foundation of our work – integrity, engagement, fairness, respect, innovation, positivity and empathy. The year 2020 has shown us that these values are at the foundation of our organization. With those values in place, we can be ready to respond to whatever the world has to throw at us. Thank you to my colleagues and staff for their tremendous efforts in 2020. I also wish to extend my appreciation to our constituents for their patience and understanding. As part of my commitment to the citizens of the CSRD, I want to extend my invitation to share any suggestions, questions or concerns with me. Residents can always email me directly at: BoardChair@csrd.bc.ca Based on the CSRD’s performance in 2020, I am confident in our ability to continue to provide high-quality service to residents no matter what challenges we encounter in 2021.

Board Chair Kevin Flynn 2020 CSRD Annual Report

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

MESSAGE F R O M THE CAO As this report goes out, we continue to experience unusual circumstances. The COVID-19 pandemic has tested our ability to perform under extremely challenging situations and I am pleased to report that our Columbia Shuswap Regional District Board and staff have met this challenge head-on. In the midst of this, it is still important to reflect back on the progress we have made on major projects and initiatives in 2020. We are an essential and critical service provider regardless of circumstance. Delivering more than 100 different services to approximately 51,000 residents in four municipalities and six electoral areas is no easy task. Yet every day we provide programs and services that protect and enhance the social fabric of our communities, conduct operations in consideration of the local environment and contribute to crucial infrastructure in the region. Our decision-making is guided by sound and ethical business practices. The CSRD’s team of experienced professionals are committed to serving our residents to the very best of their abilities. While COVID-19 forced changes, including a temporary closure of our administrative office, staff did not stop fulfilling their responsibilities. Essential services were maintained and contingency plans activated. Based on our performance, citizens can rest assured the CSRD will be there to look after their needs, no matter the circumstance. A key element in setting priorities was the guidance provided by the Strategic Plan 2019-2022. This document focuses the CSRD’s energies and defines a shared vision for the Columbia-Shuswap as a region that is innovative, prosperous and resilient in the face of change. The COVID-19 pandemic has given credence to the adage that we are all in this together. The past year has shown that partnerships, one of the key themes in the strategic plan, are critical to the success of the region. This includes our relationships with the councils of our member municipalities, our First Nations neighbours, non-profit societies and our partners at various levels of government. Some of our best work of 2020 was accomplished by pulling together towards common goals and we look forward to continuing and enhancing all of these relationships. A prime example is the continued partnership between the CSRD, Splatsin First Nation and the Regional District of North Okanagan on the Sicamous-To-Armstrong Rail Trail. By remaining united in purpose, the long-term vision of this multi-use recreational trail network is continuing to progress. Reflecting on the accomplishments of 2020, I am proud of the team at the CSRD for their continued efforts to operate and maintain all the CSRD’s services in a cost-efficient, responsible and ethical manner during extremely trying times.

Chief Administrative Officer Charles Hamilton

2020 CSRD Annual Report

2020 BY THE N UMBERS

3,274

BATTERIES RECYCLED. That’s the weight of one Asian elephant.

25,902 m3

YARD & GARDEN WASTE CHIPPED. That is equal to 785 loads in a large-tip dump truck.

24,720 kg

OF PAINT RECYCLED! That’s enough paint to fill a 24 foot x 10 foot wide pool 4 feet deep!

34,182

TONNES OF GARBAGE disposed of at CSRD landfills. That equates to the weight of 190 adult blue whales.

8,198

MATTRESSES RECYCLED from CSRD landfills and transfer stations. That’s double the number recycled two years ago.

352

BUILDING INSPECTION PERMITS. That’s up from 216 in 2019.

2020 CSRD Annual Report

60 Developed parks. 4 Outdoor skating rinks.

OTTO PFANNSCHMIDT ILLUSTRATION

NEIGHBOURHOOD EMERGENCY PROGRAMS in operation. That’s an increase of 14 over the previous year.

1,170,981,398

LITRES OF WATER pumped through CSRD water systems. That equates to the amount of water in 468.4 Olympic-sized swimming pools.

community 10 water systems.

81,900 m

of watermains. That’s equal to the driving distance from Anglemont to Salmon Arm.

14 Firehalls.

86,831 m

OF RECREATIONAL TRAILS. That is the approximate driving distance from Falkland to Sicamous.

More than

300 paid on-call firefighters.

252 fire hydrants. Home assessments. 156 FireSmart

2020 CSRD Annual Report

NICK F E W ING S / U NS P L AS H P HOTO

COV I D- 19 PA NDEM I C R ESP ONSE

COVID-19 PA N DE M IC R E S P O N S E

The year 2020 has become synonymous with the COVID-19 global pandemic. Terms like social distancing and contact tracing were foreign in January of 2020. By the end of the year, they were commonplace. The effects of the virus have touched every facet of our lives, altering our behaviour and requiring us to be continually adaptable. Never before has the CSRD been required to close its doors to the public during the course of a business day, or to conduct meetings where the public wasn’t welcome to drop in, sit and listen. But the essential work of the CSRD did not stop. We explored new ways of doing things. We found work-arounds for problems. We put technology to use, allowing staff to work remotely and meetings to proceed electronically. We answered public questions by phone and email, and worked diligently to provide residents with timely, accurate information. We ensured essential infrastructure like water systems and landfills remained in operation. We supported the directives of BC’s Public Health officials. We did our very best to be kind, be calm and be safe. Key Elements: In March 2020, the CSRD responded to the outbreak of the pandemic with the creation of an internal task force. This group was able to meet as needed to respond to the rapidly changing situation and ensure compliance with all public health directives. This led to the development of the CSRD’s Return to Work COVID-19 Policy and Return to Work Recovery Guide. They remain evolving documents, being revised as circumstances require. Significant effort was put in to implement public health protocols, including the installation of Plexiglas barriers, signage, sanitizers and disinfectants in the CSRD administrative office, landfill and transfer stations, and other CSRD public facilities such as the Golden and Sicamous Recreation Centres. Across all departments, the CSRD made a commitment to reducing transmission of the virus by encouraging staff to work from home whenever possible. The need to implement remote working procedures helped identify areas where the CSRD can grow and change to improve efficiency and citizen access to services. This process will continue well after the full complement of CSRD staff returns to work in the administrative office.

2020 CSRD Annual Report

KRISTAL BURGESS PHOTO

COV ID-19 - DEPA RT M ENTA L EF FECTS

COVID-19 DEPA RTMEN TA L EFFE CTS Finance The Finance Department shifted to conducting as much business as possible through remote work, email, online and telephone options for service. Additional and unforeseen costs due to the COVID-19 Pandemic totalled $116,996 in 2020. The CSRD received a $645,000 COVID Safe Restart Grant from the Provincial and Federal governments to support local governments in dealing with increased operating costs and decreased revenues for established services due to COVID-19. In November 2020, the CSRD Board allocated $387,907 of this funding toward operational expenses, Self-Contained Breathing Apparatus (SCBA) facemasks for all fire personnel, and funding support for Shuswap Tourism. Financial implications of the pandemic continue into 2021, with finance staff examining options for the remaining grant funds. Information Technology / GIS The purchase of additional technology required significant effort. The Information technology (IT) staff were crucial in getting employees set up with the hardware and software tools needed to work remotely. The IT department ensured the technology was in place to keep essential public hearings, Board and committee meetings running through the use of Zoom video-conferencing. The department supported staff in the transition to remote work, as well as providing technical support services to the public. Corporate Administration Ensuring public access to the democratic process, while adhering to all public health and safety standards, was top-of-mind for Corporate Administration. Support was provided to all other departments to maintain access to information and transparency. This included live streaming and recording of Board and budget meetings, as well as other essential committee meetings. The department ensured the CSRD complied with legislation issued by the Province as well as orders from the Provincial Health Officer. Communication of these initiatives to the public was a critical component and took the form of regular weekly updates to the CSRD’s social media platforms, website and media outlets. Information was changing rapidly, especially in the early days of the pandemic, so significant time and effort was invested in ensuring the public received timely, accurate reports. The CSRD also undertook messaging in support of Provincial health directives, including mask-wearing and recommendations against non-essential travel.

2020 CSRD Annual Report

KRISTAL BURGESS PHOTO

COV ID-19 - DEPA RT M EN TA L EF FECTS

COVID-19 DEPA RTMEN TA L EF FE CTS

Development Services Building & Planning - The pandemic caused unanticipated interruptions to the 2020 workplans, which required a significant shift in traditional procedures. A prime example was the switch to a combination of in-person and virtual public hearings. As restrictions tightened, this switched to entirely virtual public hearings. Despite the limitations, planning staff were able to handle an unexpected surge in land-use applications, although some projects were delayed into 2021. Building inspection services continued through high volume demands and included new procedures to ensure safety and physical distancing on construction sites. Bylaw Enforcement - The pandemic contributed to a major increase in new bylaw enforcement files. In 2020, complaint files increased 77 per cent over 2019, which has been partially attributed to people staying and working from home. Bylaw enforcement reported increased conflicts with neighbours, including a rise in complaints about illegal docks and buoys, dogs, illegal camping, home occupation uses and fire bans. In addition, changing public health orders sometimes caused public confusion about regulations. This prompted many additional calls to bylaw enforcement, often requiring the relaying of information or re-direction to provincial enforcement authorities or the RCMP. Shuswap Tourism & Shuswap Economic Development Economic activity, particularly the tourism industry, shouldered heavy burdens during the pandemic. The department had to navigate a strange dichotomy − how do you promote tourism when travel is not encouraged? Shuswap Tourism pivoted its marketing plans to fall in line with Public Health Officer and Destination British Columbia travel messaging and found ways to encourage “Shop Local” activities to support local businesses affected by the loss of visitors. Planned digital marketing campaigns were developed with messaging that could apply to different markets depending on health regulations. Blogs and videos were created to feature pandemic-appropriate activities throughout the region. With events cancelled and restrictions implemented on gatherings, some projects, however, had to be put on pause. More detailed information on Shuswap Tourism’s COVID-19 response and their other ongoing work is available from their 2019-2020 Report, located at shuswaptourism.ca/industry

2020 CSRD Annual Report

BC WINE PHOTO

COV ID-19 - DEPA RT M ENTA L EF FECTS

COVID-19 DEPARTMEN TA L EF FE CTS Shuswap Economic Development worked with other community partners to develop and implement a comprehensive regional economic recovery plan and business support hub, providing business owners with support in six key areas: regional marketing, mentorship & training, digital transition, financing & cash flow, workforce support and resources & support. A Recover Shuswap website (www.recovershuswap.ca) was jointly developed to provide information and access to services, linkages were made with the SupportLocalBC platform and Shop Shuswap digital resources were created.

Operations Management Department The Operations Management Department, which conducts approximately $6 to $10 million of capital improvements and $15 million of operational work annually across 70 functions, had the critical role of of keeping all essential services running. Contingency planning was also critical, especially early in the pandemic when there was much uncertainty about the potential for COVID-19 to disrupt services. The Operations Management Department successfully maintained community water systems, access to landfill and transfer stations, and fire services throughout the course of the year. Emergency Management - Through the CSRD’s Protective Services Division, an Emergency Operations Centre was established for the duration of 2020. In a marked departure from the norm, incident-based emergency operations were run with staff members working remotely. Lake flooding issues, slope instability concerns and fire truck deployments to other jurisdictions were managed with the team working in various locations, linked through software and video applications. Emergency Support Services was also restructured to allow volunteers to provide services to affected residents from their homes, rather than on-site.

2020 CSRD Annual Report

SARAH LYNDSEY PHOTO

COV ID-19 - DEPA RT M EN TA L EF FECTS

COVID-19 DEPA RTMEN TA L EF FE CTS Fire Services - Fire Departments had to cancel some in-person training opportunities and the CSRD developed some of its own online training sessions through Zoom. These sessions were embraced by firefighters, often with more than 100 members taking part in the online training modules. There were some challenges with the need for Personal Protective Equipment for firefighters, who had previously shared Self-Contained Breathing Apparatus face masks. COVID-19 Relief Grant money was approved to purchase new masks, so each firefighter could have their own. This protected their safety and reduced wear-and-tear due to enhanced disinfection. New cleaning and distancing protocols were developed for firefighters to help minimize exposures to COVID-19. Solid Waste & Recycling - Additional time at home for many CSRD citizens also led to an uptick in landfill use, both for the disposal of regular household waste, as well as the free disposal of yard and garden waste. Significant changes were made at landfills and transfer stations to protect public health including enhanced signage, safety barriers and retrofits of scalehouses with Plexiglas. While Re-Use Centres and clothing donation bins were shut down temporarily, these were reopened later in the year. Parks & Recreation - Community parks and recreation were a critical component in the Provincial Health Officer’s plans to maintain the physical and mental health of citizens. With that in mind, the CSRD maintained access to parks, trails and boat launches, although there were temporary closures of amenities such as children’s playgrounds and warming shelters at skating rinks. Parks permit issuance was suspended due to restrictions on group gatherings. Recreation facilities including the Golden & District Recreation Centre, Sicamous & District Recreation Centre, Golden Curling Club, the Golden Library and the Scotch Creek and Swansea Point Community Halls were required to develop COVID-19 Safety Plans and operated with reduced use. Some facilities, like the Golden Curling Club, ceased operation or had temporary shutdowns as Provincial restrictions evolved.

2020 CSRD Annual Report

STRATEGIC PLAN F OC US A REAS

2020 CSRD Annual Report

DAVE BEST / TOURISM GOLDEN PHOTO

Natural Disaster Mitigation

Action on Environment & Climate

Transportation Advocacy

Responsible Governance

Culture of Engagement

Partnerships & Economy

Healthy Communities

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

ST R AT EGIC T H EM ES

STRATEGIC THEMES INT RODUC TION

The seven themes of the CSRD’s Strategic Plan were developed by the Board of Directors, with input from senior staff, as key areas of focus for the CSRD’s work plans. Each theme comes with its own set of challenges and opportunities. These include: • Natural Disaster Mitigation • Action on Environment and Climate Change • Responsible Governance • Healthy Communities • Transportation Advocacy • Culture of Engagement • Partnerships & Economy As this report will detail, these themes are more than just ideas. The 2020 Annual Report will outline how the concepts outlined in the Strategic Plan have been put into action. Many of the CSRD’s goals encompass multiple themes. For the purposes of this report, and to avoid repetition, this year’s projects and initiatives have been categorized by one primary theme.

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

N AT U R A L DISAST ER M IT IGAT ION

NATURAL DISASTER MITI GATI ON WH AT W E M E A N We will initiate measures, and press others to take action, aimed at protecting our communities from the impacts of natural disasters.

Newsome Creek Advocacy - Since 2016, runoff in the creek has degraded the steep banks to the point where it is undermining the foundations of several homes and posing a risk to other properties. In addition, runoff from the creek creates an additional strain on the Sorrento Water System due to increased sediment near the water intake. The CSRD has been lobbying the provincial government to fund rehabilitation work, however, suitable funding programs did not exist or were not available. At the 2020 Union of BC Municipalities conference, the CSRD was made aware of a possible funding opportunity through the Building Canada Infrastructure Program - Rural and Northern Communities Grant. CSRD Directors voted unanimously in favour of submitting a grant application in the amount of $6.3 million, which would cover the entire capital cost of the project. The CSRD is still awaiting word on whether the application has been successful. Geohazard Risk Prioritization Study – A risk assessment report on flood and steep creek hazards for the CSRD Electoral Areas A and B was completed, rounding out the high-level risk assessment work for the entire CSRD area. This report identifies which areas require more detailed flood mapping work in the future and will be used to determine further risk-reduction efforts in specific locations. Flood mapping will be part of a long-term strategy to help with emergency management and land-use planning. FireSmart program – Building on the success of the 2019 FireSmart program, the CSRD was awarded a $150,000 grant to continue its work. This initiative is designed to increase community and individual resilience to wildfire, which remains the top threat to the safety of people and property in the region. Projects focused on providing education, as well as financial and social incentives, to private property owners to help protect their properties from wildfire. Despite the restrictions around COVID-19, CSRD-trained FireSmart representatives conducted more than 150 individual home and property assessments in 2020. A public education campaign was also launched, including the creation of a branded print and radio ad series, educational articles for local publications and a high-quality promotional video was developed, highlighting the CSRD’s home assessment opportunity.

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

ACT ION ON EN V IR ONM ENT & CL IM AT E

ENVIRONMENT & CLIMATE ACTION WH AT W E M E A N We will pursue climate change mitigation and adaptation programs, including carbon neutrality, and will work in partnership with others to reduce the environmental footprint of communities throughout the Regional District.

Climate Action Public Reporting — Once again, the CSRD was awarded the Level 4 - Highest Level - ‘Achievement of Carbon Neutrality’ designation from the Provincial-Union of BC Municipalities Green Communities Committee for 2019. (Program awards are recorded for the previous year’s data.) The award acknowledges the CSRD’s efforts in helping to reduce greenhouse gas (GHG) emissions and create complete, compact and energy efficient communities. The CSRD is one of only a handful of regional districts in the Province to achieve carbon neutrality. A key component of the carbon neutral designation comes from the Salmon Arm Landfill Biogas Capture Project, which collects approximately 8,000 tonnes of carbon dioxide-equivalent gas each year, significantly reducing the CSRD’s carbon footprint. Food waste diversion – Ground was broken in 2020 on the construction of a composting facility in Revelstoke to serve Electoral Area B and the City of Revelstoke. The project was approximately 70 per cent complete in 2020, with the remainder of the work continuing into 2021. Plans are to begin composting food waste in the fall of 2021. As waste loads in the CSRD generally contain approximately 40 per cent compostable materials, removing this waste from the Revelstoke landfill and converting it into useable compost will have an extremely positive environmental impact.

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

R ESP ONSIB L E GOV ER N A N CE

RESPONSIBLE GOVERNANCE WH AT W E M E A N

We will develop a framework of policies, practices and procedures to guide decision-making, promote collaboration among member jurisdictions, pursue asset management, and demonstrate transparent financial planning.

Fiscal responsibility – The CSRD continues to ensure financial accountability and transparency with the preparation of the annual Five-Year Financial Plan, YearEnd Financial Statements, annual Local government Data Entry and the annual Statement of Financial Information documents. This also includes the submission of tax requisitions for the CSRD and North Okanagan Columbia Shuswap Regional Hospital District to the Province and member municipalities. Asset management – The reality of limited resources makes it more important than ever for local governments to manage their capital assets effectively. The CSRD is continuing the development of a comprehensive asset management system to analyze the lifecycle and capacity of all its assets and develop information on maintenance requirements, service levels and future needs. This includes the development and implementation of a capital asset database and asset management software. Work also includes facility condition assessments for all CSRD buildings and water systems. Laserfiche corporate records management and Information Technology (IT) – The CSRD continued the implementation and staff training on the Laserfiche Electronic Corporate Records Management System to move towards a paperless system. In addition, the CSRD’s IT department worked to update the CSRD’s servers, networks, and email servers to preserve and protect the CSRD’s data. Microsoft Office software was also updated to a current version. Efficiency improvements – Development Services staff reviewed and introduced amendments to Development Services Procedure Bylaw No. 4001, which were endorsed by the Board. This effort included research, analysis and application time-tracking to identify bottlenecks and determine ways to streamline the CSRD’s methods. The result is more efficient staff and Board processes for landuse applications.

2020 CSRD Annual Report

VIKTORIA VIKTORIA HAACK HAACK PHOTO PHOTO

H EA LT H Y COM M U NIT IES

HEALTHY COMMUNITIES WH AT W E M E A N We will pursue initiatives, and support the efforts of others, aimed at promoting recreation, leisure and cultural opportunities, and improving social determinants of health.

Electoral Area E OCP — The process for adopting an Official Community Plan (OCP) for Electoral Area E (Rural Sicamous and Malakwa) moved ahead with approval of the first reading of the bylaw. An OCP is the primary tool that guides future development and serves as the foundation for all policies, regulations and decisions about land use and development. It also outlines directions for the area’s economic, environmental and social well-being, considers transportation and the provision of community amenities and services. The Electoral Area E OCP contains specific priorities including: • Establishing development permit areas and guidelines for hazards • Setting Greenhouse Gas emission reduction targets and policies for climate change • Advocating for safe & affordable housing, healthy neighbourhood design, local food systems, and natural environment protection for the plan area • Encouraging active transportation, highway safety enhancements and improved public transit • Promoting cooperation with other local governments and First Nations regarding housing, economic development and the Sicamous-to-Armstrong Rail Trail project. The Official Community Plan and an associated new zoning bylaw would replace the land-use policies currently covered in the Rural Sicamous Land Use Bylaw and will introduce new policies for the remainder of Electoral Area E. Consultation and public engagement will continue into 2021.

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

H EA LT H Y COM M U NIT IES

HEALTHY COMMUNITIES

Community Recreation — Parks and trails are some of the CSRD’s most highprofile links to healthy communities. This was especially true in 2020, when local outdoor recreation opportunities were a primary source of recreation due to COVID-19 restrictions. The CSRD kept all parks and trails open, although playgrounds and some other amenities had to be temporarily closed. Improvements were made to erosion issues at St. Ives, and upgrades made to the Cedar Lake Rec Site, Sicamous Creek Falls trail system and Don Fink Community Park. Housing Needs — Local governments in BC are required to develop and publish Housing Needs Assessment reports to better understand and address housing at a community level. The CSRD began by undertaking studies for Electoral Areas C and E. Following a comprehensive data analysis and public engagement activities, a report for these two Electoral Areas was completed in 2020. This will help inform Official Community Plans, housing objectives and development policies and procedures. The process will continue into 2021 with plans for similar reports to be conducted in Electoral Areas B, D and F. Work on a Housing Needs Assessment in Electoral Area A will be part of a study involving the Town of Golden.

2020 CSRD Annual Report

SOCIAL MEDIA STATS FACEBOOK FOLLOWERS

TWITTER FOLLOWERS INSTAGRAM FOLLOWERS

2,946 893

SHUSWAP EMERGENCY PROGRAM TWITTER FOLLOWERS

1,007

567,884 VISITS TO THE CSRD WEBSITE

SHUSWAP EMERGENCY PROGRAM FACEBOOK FOLLOWERS

SOCIAL MEDIA USER INCREASE FROM 2019

91 MEDIA

RELEASES

1,870

162 1,076

FIRE TRAINING VIDEOS

LIVE STREAMED REGULAR BOARD MEETINGS

2020 CSRD Annual Report

OTTO PFANNSCHMIDT ILLUSTRATION

CU LT U R E OF EN GAGEM EN T

CULTURE OF ENGAGEMENT WH AT W E M E A N We will regularly engage stakeholders in decision-making, communicate with residents on matters that affect them and build trust among the CSRD member municipalities, electoral areas and our partners.

Expanded social media reach – The CSRD’s public engagement on social media platforms grew by more than 1,000 followers on Facebook, Twitter and Instagram. Links from these platforms proved to be an excellent way to increase traffic to the CSRD’s website, helping to draw 36,000 additional views to the webpage over 2019. Two-way engagement with citizens also had a noticeable increase, with citizens asking questions and making requests for information through public social media comments and direct messages. Diligent staff moderation of social media has resulted in a 90 per cent responsiveness rating to public questions. Public participation in CSRD activities, such as public hearings and surveys, has also been enhanced by social media promotion. As well, staff-produced social media videos were introduced, drawing the attention of more viewers than posts with static images. Golden Aquatics Centre – Progress on this initiative focused primarily on public engagement during 2020. The year began with a more traditional format of information meetings and public open houses, however, the pandemic resulted in the need for a major restructuring to online engagement. An interactive survey developed by project consultant HCMA proved to be a tremendous success. A total of 1,118 completed surveys were received and there were 20,420 page views on the goldenondeck.ca website. From there, a preferred option for the possible development of a new indoor aquatic facility in Electoral Area A and the Town of Golden has been recommended. It includes the development of: - a six-lane lap and leisure pool - a hot tub - steam and sauna rooms - a multipurpose room - a design that would accommodate the possible addition of a gymnasium at a future phase. Based on this preferred option, the project will move ahead with refinements to the design and project cost estimates. Public engagement activities will continue in 2021.

2020 CSRD Annual Report

BIGSTOCK PHOTO

T R A NSP ORTAT ION A DVOCACY

TRANSPORTATION ADVOCACY WH AT W E M E A N We will secure, through strong advocacy directed at the provincial government, transportation improvements throughout the Regional District.

UBCM Meetings — In September, the CSRD Board Chair Kevin Flynn and Vice Chair Rhona Martin attended meetings with staff from the Ministry of Transportation and Infrastructure at the Union of BC Municipalities virtual convention to advocate for enhanced resurfacing of rural roads, and an increased role for Electoral Area Directors in helping to determine priorities for improvements. Board engagement — Representatives from the Ministry of Transportation and Infrastructure and representatives from AIM Roads, the provincial road maintenance contractor for the Shuswap, attended the Board meeting in October. The representatives outlined plans for improved winter road maintenance over the previous year. The Board also expressed support for continued enhancements to the Trans-Canada Highway infrastructure improvements, such as a major upgrade at Kicking Horse Canyon near Golden, which will ultimately enhance the safety, capacity and reliability of the region’s main transportation corridor. Pubilc education — One of the most common calls to the CSRD involves roads – who is responsible for winter road maintenance, pothole repair and safety concerns. The CSRD continued efforts to educate residents about which agencies can effectively deal with these complaints, as the CSRD has no role in road maintenance. That responsibility rests with the Provincial Ministry of Transportation and Infrastructure and its associated road maintenance contractors.

2020 CSRD Annual Report

VIKTORIA HAACK PHOTO

PA RT NER SH IP S & ECON OM Y

PARTNERSHIPS AND EC ON OMY WH AT W E M E A N We will provide services, pursue joint opportunities, and build prosperity throughout the Columbia Shuswap in collaboration with the Secwépemc, member municipalities, economic and regional development agencies and others.

Sicamous-to-Armstrong Rail Trail — The CSRD, Splatsin and Regional District of North Okanagan continue to work together in moving the vision for the rail trail project forward. There has been progress, although most efforts in 2020 have been behind-the-scenes work. A draft development plan was presented to the Shuswap North Okanagan Rail Trail Governance Advisory Committee which identified additional requirements due to erosion and the need for a highway overpass. This increased the project cost to an estimated $23 million. Other work included developing new License and Upland Consent Agreements for adjacent property owners and consulting with affected agricultural landowners and the Agricultural Land Commission. Applications for federal and provincial grant funding are also ongoing. Emergency Economic Action Strategy — The pandemic highlighted the need for a regional response to help sustain the Shuswap economy through the tremendous changes wrought by the pandemic. As soon as pandemic restrictions hit, Shuswap Economic Development, Shuswap Tourism, Salmon Arm Economic Development Society, Community Futures Shuswap and the Tsuts’weye Women’s Entrepreneur and Innovation Network came together to develop a phased response to the economic impacts facing Shuswap businesses and organizations. An Emergency Support Hub was set up as a one-stop place for businesses seeking support to make contact. Businesses were surveyed about their immediate and longer-term needs and specific supports were set up, including a program which also partnered with Okanagan College to assist local businesses with the transition to e-commerce. Shuswap Watershed Council — The CSRD continues to partner with the Shuswap Watershed Council, adopting a bylaw extending its services for a threeyear term until the end of 2023. The agreement set the maximum tax requisition limit at the same rate as in previous years. In addition, any plans to make the service permanent or to extend it the beyond the three-year term will require the approval of the electors by alternative approval process or referendum. The purpose of the Shuswap Watershed Council is to collaborate, promote, protect and monitor water quality in those parts of the Shuswap Watershed that make up the service area, and to promote recreational water safety.

2020 CSRD Annual Report

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GR OWT H & CH A NGE N GE IN T HE C S R D

GROWTH & CHANGE IN THE C SRD

The CSRD experienced one of the highest population growth rates in the Province − 1.5 per cent − in 2020. Growth creates a need for the structures of the CSRD to evolve, whether that be internally, or by looking outward at different ways of conducting business. New approaches need to be considered and implemented to refresh, revise or remodel previous organizational structures.

2020 CSRD Annual Report

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GR OWT H & CH A N GE IN T H E CSR D

PLANNING & BUILDING AP P LI CATION UPSW IN G Despite the economic uncertainties with the pandemic, the CSRD saw a surge in development applications in 2020. There was a 29 per cent increase in the number of land-use permit applications and a 66 per cent increase of building permit applications over 2019. Development activity has been rising steadily in most areas of the CSRD, resulting in additional pressure on Development Services staff to review and process bylaw amendments, development permits, subdivision applications, variances and building permits. Although the bulk of the building permit applications came from Electoral Area C, all areas with building inspection services saw growth in 2020. These increases continued to challenge the Development Services staff in keeping pace with workload demands. Development Services Applications 2009 - 2020 691

700 600

359

500

359

300

352 272

257 199

200 170 100

427

411

400

163 150

2009

216

230

170

2012

PLANNING TOTAL

205

109

2017

BYLAW ENFORCEMENT FILES

2018

2019

BUILDING TOTALS

2020

TOTAL NEW FILES

Electoral Area Building Inspection Permits 2009 - 2020 250

203

200 150 100

50 0

101

2009

2012

BUILDING INSPECTION ELECTORAL AREA F

2016

2017

BUILDING INSPECTION ELECTORAL AREA B

100

2018

2019

BUILDING INSPECTION ELECTORAL AREA C

89 24

2020

BUILDING INSPECTION ELECTORAL AREA E

2020 CSRD Annual Report

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GR OWT H & CH A N GE IN T H E CSR D

SORRENTO-BLIND BAY INCORPORATION STUDY

The CSRD continued the process of an Incorporation Study for the SorrentoBlind Bay portion of Electoral Area C. The primary purpose of the Incorporation Study is to provide the electors of Sorrento and Blind Bay with the information and understanding required to make an informed decision on incorporation. It will also contrast the findings with the proposed “default option” of dividing the existing Electoral Area C into two separate Electoral Areas. Change is on the horizon for Electoral Area C, as the current population has become significantly greater than that of other CSRD Electoral Areas. The 2020 process involved reviewing the CSRD’s services, and how they would be affected by possible incorporation. This included discussion by the 11-member Sorrento-Blind Bay Incorporation Advisory Committee on topics such as transportation, policing, solid waste and recycling, emergency services, planning and building, utilities, parks and recreation and governance structures. As informing and educating the public is the focus of the study, the process was paused for eight months due to public health limitations on holding meetings and other engagement activities. Neilson Strategies Inc. continued their work during that time and members of the Sorrento-Blind Bay Incorporation Advisory Committee resumed meetings on a virtual basis in October. This process will continue into 2021 with a target of having a final report presented to the Board before the end of 2021.

2020 CSRD Annual Report

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GR OWT H & CH A N GE IN T H E CSR D

ECONOMIC DEVELOPMENT T R ANSI TI ON TR A major shift within the CSRD took place in 2020 with the formation of the non-profit Shuswap Economic Development Society to deliver economic development services to Electoral Areas C, D and F. Electoral Area E opted out of this change in service. Previously, Shuswap Economic Development had been administered and operated within the CSRD in conjunction with Shuswap Tourism. The society’s economic development services will address such matters as business attraction, retention and expansion. Services will be designed to encourage job creation, create a sustainable and diverse industrial, commercial and agricultural tax base and promote a strong economic future for the communities involved. The Directors who supported the creation of this new society felt greater value could be achieved for the equivalent funds, and that a full-time Economic Development Manager was needed. Transferring this service from the CSRD to a non-profit society is not expected to have a significant impact on annual taxation, as funding amounts are based on the most recent budget. Taxpayer funding for the service will come from Electoral Areas C, D, and F. Approval of the CSRD’s service agreement with the new society will remain under the direction of the CSRD Board. An expression of interest was issued for Board Directors of the new society, and 12 Directors, who represent a wide variety of personal and professional backgrounds, were appointed to staggered terms of between one-to-three years to provide stability and continuity to the organization. The new society took over the provision of economic development services for the three Electoral Areas in 2021.

2020 CSRD Annual Report

The CSRD has a longstanding commitment to sound fiscal management, forward-looking financial planning, and effective service delivery.

2020 CSRD Annual Report

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FINA N CIA L OV E RV I E W

FINANCIAL OV ERV IIEW EW OVERV The Financial Services Department is integral to every taxpayer in the CSRD. Approved by the Board of Directors each year, the Five-Year Financial Plan lays out the framework for how the CSRD spends tax dollars. The finance team provides financial expertise, support, information and guidance to the CSRD’s internal departments, as well as the public. It also provides the critical function of developing and implementing financial controls and policies, which safeguard the CSRD’s assets and prevent fraud and error. In addition, the Financial Services Department coordinates the preparation of the audited financial statements and ensures the full accounts of the Regional District and the Regional Hospital District are prepared, maintained and kept safe.

2020 CSRD Annual Report

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F INA N CIA L OV ERV IEW

2020 CSRD BUDGET TOTA L OF A LL FUND S:

$49.1 Million DEPARTMENT

2020 TOTAL

Corporate Services and Finance

$7,987,559

16.3%

Economic Development and Tourism

$1,606,726

3.3%

Protective Services

$6,773,352

13.8%

Development Services

$2,577,944

5.2%

$451,952

0.9%

Other

$4,899,952

10.0%

Parks and Recreation

$5,933,600

12.1%

Utilities

$4,401,723

9.0%

Debt Payments for Member Municipalities

$4,489,375

9.1%

Environmental Health Services

$10,011,432

20.4%

$49,133,615

100%

Information Technology

2020 CSRD Annual Report

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FINA N CIA L OV ERV IEW

2020 TAX REQUISITION BY AREA Area A

$1,846,689

12%

Area B

$612,153

Area C

$5,059,133

32%

Area D

$1,428,504

Area E

$1,345,668

Area F

$2,873,670

18%

$1,077,727

Sicamous

$516,090

Revelstoke

$635,880

$557,681

Salmon Arm

Golden

$15,953,196

Golden Revelstoke 3% Sicamous 4% 3% Salmon Arm 7%

Area F 18%

Area A 12% Area B 4%

Area C 32%

Area E 8% Area D 9% 2020 CSRD Annual Report

2020 CSRD Annual Report

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F INA N CIA L OV ERV IEW FINA

2020 TOTAL TANGIBLE ASSETS TANGIBLE CAPITAL ASSETS - 2020

Land

$19,169,110

Land Improvements

$11,173,759

Buildings

$27,178,076

Equipment

$8,792,191

Mobile Vehicles

$10,786,068

Water Infrastructure

$27,804,970

Other

$4,176,785 $109,080,959

$27,804,970

$27,178,076

$19,169,110

$11,173,759

$10,786,068 $8,792,191 $4,176,785

2020 CSRD Annual Report

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F INA N CIA L OV ERV IEW FINA

GRANTS-IN-AID TOTAL GRANTS BY AREA

TOTAL

AREA A AREA B AREA C AREA D AREA E AREA F

Total # of recipients:

$40,700 $0 $79,483 $23,846 $28,704 $51,194

$223,927

AREA A AREA C AREA D AREA E AREA F $

0 ,00 90

0 ,00 80

0 ,00 70

0 ,00 60

0 ,00 50

0 ,00 40

0 ,00 30

0 ,00 20

0 00 10,

ORGANIZATIONS RECEIVING $10,000 OR MORE

AREA A AREA C AREA C AREA C AREA C AREA F AREA F

Little Mittens Animal Rescue Associaton Arts Council for the South Shuswap Cedar Heights Community Association South Shuswap Chamber of Commerce South Shuswap Transportation Society North Shuswap Health Centre Society North Shuswap Chamber of Commerice

$12,000 $22,500 $12,000 $15,000 $23,410 $20,000 $25,000

2020 CSRD Annual Report

5 STAR MEDIA PHOTO

FINA N CIA L OV ERV IEW

COMMUNITY WORKS FUND 2 02 0 A PPROVA LS

Sunnybrae Waterworks (FEBRUARY 2020)

$80,250

AREA C

$50,000

AREA D

$246,100

AREA D

$35,139

AREA F

WATER INTAKE UPGRADE Falkland & District Community Association (FEBRUARY 2020)

SKATING RINK ROOF Glenemma Trails Improvements (JUNE 2020)

TRAIL CONSTRUCTION North Shuswap Chamber of Commerce (FEBRUARY 2020)

VISITOR INFO KIOSKS APPROVED

$411,489

2020 CSRD Annual Report

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CSRD Annual Report 2020

Articles inside

Sorrento/Blind Bay Incorporation Study

Partnerships & Economy

Economic Development Transition

Transportation Advocacy

Culture of Engagement

Natural Disaster Mitigation

Action on Environment & Climate

Message from the CAO

Responsible Governance

Message from the Board Chair

Introduction / Key Elements

Departmental Effects