2022 CSRD Annual Report

VISION STATEMENT CSRD

The Columbia Shuswap Regional District is an innovative regional district, renowned for developing cost-effective, practicable solutions to local and regional service challenges. It is a responsible government, committed to strong fiscal stewardship and the careful management of public assets. It is an open and engaging body, proactive in its efforts to connect with residents, service participants, other orders of government, and key stakeholders.

The CSRD understands its important role as the local government for, and provider of local services to, the region’s unincorporated areas. The Regional District is equally aware, however, of its role as the governing body and regional service provider for the region as a whole. It is in this vein that the Board remains keenly aware of the need for regional thinking. The Secwépemc are important partners in economic development, service initiatives, and other endeavours aimed at achieving shared goals and addressing common needs. Member municipalities, provincial ministries, economic and regional development agencies, and community associations are also valued allies. The CSRD works closely with all of its partners, recognizing the importance of collaboration to the region’s prosperity.

- CSRD Strategic Plan 2019-2022

The Columbia Shuswap Regional District (CSRD) is the regional government for seven rural electoral areas and four member municipalities, Golden, Revelstoke, Sicamous and Salmon Arm.

It serves more than 57,000 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.

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 117 distinct services, maintains infrastructure and assists with financing agreements for its municipalities and electoral areas.

THE MISSION OF THE CSRD IS TWO-FOLD:

• 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 DIRECTORS

At the start of 2022, the CSRD Board consisted of 11 Directors, one directly elected each from six Electoral Areas. The remaining five Directors were appointed by their respective member municipalities including one each from Sicamous, Revelstoke, Golden, and two from Salmon Arm.

The CSRD extends its appreciation to outgoing Directors for their dedication and hard work during the previous term in office and welcomes both the new and familiar faces around the Board table for the next four years.

CSRD

2022 BOARD OF DIRECTORS

Board Chair | KEVIN FLYNN

Electoral Area A – Rural Golden | KAREN CATHCART

Electoral Area B – Rural Revelstoke | DAVID BROOKS-HILL

Electoral Area C – South Shuswap | PAUL DEMENOK

Electoral Area D – Falkland, Deep Creek, Ranchero, Salmon Valley | RENE TALBOT

Electoral Area E – Rural Sicamous, Malakwa | RHONA MARTIN

Electoral Area F – North Shuswap | JAY SIMPSON

Town of Golden | CALEB MOSS

City of Revelstoke | GARY SULZ

District of Sicamous | TERRY RYSZ

City of Salmon Arm | KEVIN FLYNN, TIM LAVERY

From left to right – Chad Eliason*, Caleb Moss, Kevin Flynn, David Brooks-Hill, Rhona Martin, Rene Talbot, Karen Cathcart, Paul Demenok, Jay Simpson, Gary Sulz, Terry Rysz. * Chad Eliason was appointed for part of the term. Tim Lavery was later appointed to finish the term.

CSRD

BOARD OF DIRECTORS

Following the General Local Government Elections on October 15, 2022, a new Board of Directors was formed. The new Board also included an additional Director for the newly created Electoral Area G, bringing the total number of Directors to 12.

MESSAGE FROM THE BOARD CHAIR

In looking back at 2022, one word comes to mind – transition.

The Columbia Shuswap Regional District faced a great number of transitions over those 12 months. There was a change in staffing leadership with the retirement of Chief Administrative Officer (CAO) Charles Hamilton, the appointment of Jodi Pierce, Manager of Financial Services, as interim CAO and the eventual hiring of John MacLean to fill that role. We welcome the wealth of knowledge and experience Mr. MacLean brings to help steer both staff and Directors in some new directions.

There was a change in leadership at the Board level with the General Local Elections for the CSRD’s Electoral Area Directors and the associated appointments of Directors from our member municipalities. I would like to thank outgoing Directors Paul Demenok, Rene Talbot, Caleb Moss and Terry Rysz for their service to the CSRD during the previous term of office.

As with sports teams, any time you switch up the players, you need to take some time to build relationships, learn from one another and move forward with achieving your goals. This new Board began that work late in 2022 and will look towards developing those strategic priorities in 2023.

The Board also underwent a shift in numbers from 11 to 12 Directors with the division of the former Electoral Area C into two separate areas. This involved the creation of new boundaries for Electoral Area C and the formation of the new Electoral Area G, encompassing Blind Bay, Sorrento and Notch Hill.

The CSRD also began the gradual transition away from the public health limitations of the COVID-19 pandemic that marked much of the previous two years.

Despite some of these major transitions, I remain proud of the Columbia Shuswap Regional District’s ability to manage change while continuing to deliver high-quality services to the residents of the region.

There was continued effort by staff to manage growth, developments and infrastructure in our region. Progress was also made on important projects like the Shuswap North Okanagan Rail Trail and the Golden and Area Indoor Aquatic Centre. Both are long-term projects that will greatly enhance the health and wellness of residents and visitors alike.

A time of transition presents new opportunities for change and positive growth. It is a time to listen to those we serve and understand their wants and needs. This is how we can best determine priorities for the upcoming term. That is why I invite you to read this report, see what has been done and then offer your ideas and feedback to us directly. You can always email me at Boardchair@csrd.bc.ca

Sincerely,

Board Chair

Kevin Flynn

SAMPLES water system

1,169,027,000 WATER USED IN LITRES 252 FIRE HYDRANTS

82,392 METRES OF WATER MAIN

214 NEW ADDRESSES ASSIGNED

40,000+ SANDBAGS deployed during spring freshet 75 EMERGENCY support services volunteers

15 Level One RESPONSES, including three mutual aid responses involving Neskonlith First Nation, RDNO and Skw’lax te Secwepemcúlecw (Little Shuswap Lake Band) 56 NEIGHBOURHOOD EMERGENCY PROGRAMS in operation - up from 44 in 2021

“The process of preparing an entire organization, or a significant part of it, to achieve new goals or move in a new direction.”

GROWTH & CHANGE

GROWTH & CHANGE IN THE CSRD

Change is constant. It is the regional district’s role to plan for change. The past year, however, saw significant shifts both internally with staff and organizational changes, and externally with the diminishing of the COVID-19 pandemic.

In 2022, the groundwork was laid for some new directions, as well as adjusting to new realities, both globally and locally, in terms of population and development growth in our rural areas and the more urban municipalities.

This section focuses on a number of key areas of change in 2022 and how these will influence the CSRD’s action plans and opportunities for growth into the years to come.

VIKTORIA HAACK PHOTO

TOURISM GOLDEN PHOTO

TOURISM GOLDEN / AGATHE BERNARD PHOTO

TOURISM GOLDEN PHOTO

ELECTION & REFERENDUM

GENERAL LOCAL GOVERNMENT ELECTION 2022

A predictable transition for the region was the winding down of the previous Board’s term of office in anticipation of the October 15, 2022 General Local Government Elections. In BC, Local Government Elections have set dates scheduled every four years.

Electoral Area Elections

This election marked the addition of the new Electoral Area that is the result of splitting Electoral Area C into two separate areas. The new Electoral Area G is comprised of the communities of Blind Bay, Sorrento, Notch Hill, and Carlin while Electoral Area C includes the areas surrounding Eagle Bay, White Lake, Tappen and Sunnybrae.

Electoral Areas A, B and G had only one candidate nominated, so those candidates were declared elected by acclamation:

• Karen Cathcart - Electoral Area A (Rural Golden)

• David Brooks-Hill - Electoral Area B (Rural Revelstoke)

• Natalya Melnychuk - Electoral Area G (Blind Bay, Sorrento, Notch Hill)

The remaining Electoral Areas of C, D, E and F held elections in each area to determine the Electoral Area Director. These directly elected candidates included:

• Marty Gibbons - Electoral Area C (Eagle Bay, White Lake, Tappen)

• Dean Trumbley - Electoral Area D (Falkland, Salmon Valley, Deep Creek)

• Rhona Martin - Electoral Area E (Rural Sicamous, Malakwa)

• Jay Simpson - Electoral Area F (North Shuswap)

Municipal Appointees

To complete the Board, Municipal Directors are appointed by their respective municipalities. Due to the size of its population, the City of Salmon Arm appoints two representatives. These included:

• Ron Oszust - Mayor, Town of Golden

• Gary Sulz - Mayor, City of Revelstoke

• Colleen Anderson - Mayor, District of Sicamous

• Kevin Flynn - Councillor, City of Salmon Arm

• Tim Lavery - Councillor, City of Salmon Arm

ELECTION & REFERENDUM

GENERAL LOCAL GOVERNMENT ELECTION 2022

Assent Vote for Indoor Aquatic Centre

Early in 2022, the CSRD Board set in motion the inclusion of an assent vote (referendum) on the ballot for eligible voters in the Town of Golden and Electoral Area A.

The referendum question was:

“Are you in favour of the Columbia Shuswap Regional District adopting Golden and Area Aquatic Centre Loan Authorization Bylaw No. 5849, 2022, which will permit the Regional District to borrow up to $18 million over a 30-year term to be utilized towards the capital cost to construct an indoor aquatic centre as an addition to the existing Golden and District Recreation Centre?”

In the referendum, voters demonstrated overwhelming support to proceed with the Indoor Aquatic Centre project, with 1,477 ballots cast in favour and 573 against.

Complete election results are available for viewing on the CSRD’s website.

The new Board met for the first time at the Inaugural meeting held November 24, 2022. At the start of this meeting, the Board elected Kevin Flynn as Board Chair and Rhona Martin as Vice Chair.

The term of office for the newly elected Directors ends in October 2026.

SORRENTO-BLIND BAY INCORPORATION

TIMELINE

2016

– Governance study begins in Electoral Area C.

2017

– Governance study final report issued.

– The recommendation was to continue with a study to examine incorporation or the division of the current Electoral Area into two Electoral Areas.

2018

– Boundary analysis to determine borders for a proposed incorporation area and proposed two Electoral Areas scenarios.

2019

– Incorporation Study for the Sorrento-Blind Bay portion of Electoral Area C gets underway.

– Incorporation Committee is formed, public engagement begins.

2020

– Incorporation efforts paused in March 2020 due to COVID-19.

– Hybrid in-person and virtual meetings resume in October.

2021

– Public engagement efforts continued based on health orders.

– Meetings moved to online only for part of the year.

– Final report developed for the Board.

2022

– Board supports referendum vote at March 17 Board meeting. Referendum set for April 30, 2022.

– Referendum shows majority of voters do not support incorporation of the municipality.

– Plans advance to split Electoral Area C into two separate Electoral Areas in time for the October 15, 2022 General Local Election.

SORRENTO-BLIND BAY INCORPORATION

DETERMINING ELECTORAL AREA C’S FUTURE

Governance is not a static process. One of the responsibilities of local government is to look towards the future and plan for growth and change. This was the case with the process to consider the incorporation of Sorrento and Blind Bay into a district municipality.

The incorporation study process was a multi-year exercise with extensive public consultation. It culminated in a recommendation to proceed with an assent vote, giving decision-making directly to the electorate. The work that led up to the referendum was designed to ensure voters had enough information available to make an educated decision on whether to create a new municipal government or remain an unincorporated area.

This exercise was made more difficult because of the additional challenges posed by COVID-19 in limiting traditional public engagement events. Despite this, turnout for the referendum vote was approximately 41 per cent of the eligible voters, demonstrating a high level of public interest in the future governance of the area.

Eligible voters within the boundary of the proposed Sorrento-Blind Bay Incorporation Area were able to vote by mail, advance voting or general voting on the question:

“Are you in favor of the incorporation of the municipality of the District of Sorrento-Blind Bay?”

The official results for the assent vote were:

Yes – 272

No – 2,027

The results of the Sorrento-Blind Bay Incorporation vote clearly indicated a preference to remain unincorporated within an Electoral Area. As such, the CSRD proceeded with the default option of dividing Electoral Area C into two separate Electoral Areas, each to be represented by its own elected Director.

ELECTORAL AREA C & G

Salmon Arm

Sicamous

Chase

Wild Rose Bay

Sorrento

Blind Bay

GBalmoral

White Lake Eagle Bay

CBastion Bay Paradise Point

Tappen Sunnybrae

Notch Hill

Carlin

ELECTORAL AREA G INTRODUCTION

With the Sorrento-Blind Bay Incorporation vote coming out against the creation of a new municipality, the CSRD moved forward with the pre-arranged default option of dividing Electoral Area C into two separate Electoral Areas. This was to provide better elected representation to the residents based on population.

A new Electoral Area

Electoral Area G was formally created on November 17, 2022 after an extensive public process regarding the proposed incorporation of Sorrento and Blind Bay into a municipality.  As part of the October General Local Government Elections, Natalya Melnychuk was elected by acclamation as the first Electoral Area G Director.

Electoral Area G consists of the unincorporated area in the South Shuswap which also encompasses the communities of Blind Bay, Sorrento, Notch Hill and Carlin. Much of Electoral Area G borders Shuswap Lake. The Trans-Canada Highway is the main transportation route running through the entire electoral area.

The changed boundaries of Electoral Area C now include the unincorporated communities of Eagle Bay, White Lake, Tappen and Sunnybrae.

As part of dividing Electoral Area C into two separate electoral areas, both Electoral Area C and G have been configured to have essentially the same services as the previous boundaries of Electoral Area C. This includes maintaining similar services and tax rates for both areas.

Residents living in Electoral Area G continue to have these services:

• 911 service

• Fire Protection*

• Emergency Management

• Use of landfills/transfer stations

• Access to recycling depots

• Land-Use Planning (ie. zoning, development permits)

• Building Regulation and Inspection

• Bylaw Enforcement

• Dog Control

• Parks & Trails

• Water Service*

*Where services are already established. This is not a complete list of all CSRD services.

Changes to the services in both Electoral Area C and G may take place but will need future approval by the Board of Directors before they can come into effect. The process of incorporating Electoral Area G officially into all CSRD bylaws and policy documents has begun.

CHANGE IN LEADERSHIP

RETIREMENT OF CAO

The retirement of Charles Hamilton, the CSRD’s Chief Administrative Officer, was announced in February and took effect April 30.

The Chief Administrative Officer (CAO) is the top leadership role at the CSRD, overseeing all CSRD functions and acting as the direct connection between Board Directors and CSRD staff.

Hamilton achieved many notable accomplishments in his more than 13 years of service to the CSRD and his 30-year career in local government. He was instrumental in the construction of the CSRD administration building, which was completed on time and on budget. He was also at the forefront of the Shuswap North Okanagan Rail Trail project, which, once completed, will leave a legacy of recreation and economic benefits to the region.

Board Chair Kevin Flynn extended his thanks to Hamilton on his retirement.

“On behalf of the Board, I have tremendous admiration and respect for the work of Mr. Hamilton. He has been an excellent CAO for the organization in this very critical role, and especially in these past couple of years providing strong leadership during a world-wide pandemic.”

Hamilton said he was most proud of assembling the CSRD’s team of highly qualified professional staff.

“I am grateful beyond measure for the support, knowledge and professionalism of all staff, especially the Senior Management Team. I leave with tremendous confidence that this will be a seamless transition to a new CAO,” said Hamilton.

As the CSRD launched an intensive hiring process for a new CAO, the Board appointed Jodi Pierce, the CSRD’s Manager, Financial Services and Deputy Manager, Human Resources as Interim CAO, beginning May 1. Pierce, a Certified Public Accountant (CPA), has been with the CSRD since 2010 and the Manager, Financial Services and Deputy Manager, Human Resources since 2014.

Charles Hamilton

Jodi Pierce

NEW DIRECTIONS

WELCOME TO A NEW CAO

In September, the Columbia Shuswap Regional District extended its welcome to the new Chief Administrative Officer, John MacLean.

The CSRD’s recruitment efforts culminated with the Board appointing MacLean into the top leadership role for the organization. He officially assumed the CAO role on November 7. This timing aligned nicely with the beginning of the term for the newly elected Board of Directors, who took office at the Inaugural meeting on November 24.

MacLean was previously CAO for the Cariboo Regional District, based in Williams Lake, from 2017 until joining the CSRD in 2022.

Committed to public service, MacLean has also been CAO for the Regional District of Kootenay Boundary, as well as working in administrative roles in Cache Creek, Barrhead, Summer Village of Alberta Beach and Stettler, AB.

He is a past-president of the Local Government Management Association of BC, with education and training in local government administration and commerce.

MacLean also has proven experience in Emergency Management, leading the Cariboo Regional District through response and recovery from major wildfires in 2017, 2018, and 2021.

John MacLean

MESSAGE FROM THE CAO

After starting my leadership role with the Columbia Shuswap Regional District in November, it’s difficult for me to reflect on many of the events and initiatives that took place in 2022. My previous role as CAO in the Cariboo taught me many things, but each regional district has its own identity and specific needs. I look forward to gaining this first-hand knowledge and local experiences as I continue to learn and grow at the CSRD.

Clearly, 2022 has been a time of great change for the CSRD. There have been global changes from the pandemic, significant growth in our population and development sectors, and a change in leadership at both the Board and staff levels.

I wish to extend my thanks to the CSRD staff, especially senior management, and notably to Jodi Pierce, who was appointed interim CAO during the CSRD’s recruitment effort. The CSRD team forged ahead and ensured the organization continued to progress, following through with previously identified work plans and goals.

I can already see the passion that our Board of Directors and our staff have for the beautiful and diverse landscape that stretches from the Shuswap to the Alberta border, and for the people we serve. It is something I have also come to share in the short time I have been living here.

While the Annual Report is designed to be reflection on the past year, my goals are not focused on what came before, but on looking at how we manage change most effectively moving forward.

When walking through the doors of the CSRD building to sit at my desk, I had a To-Do List. Some items are things that were identified to me by the Board during my hiring process. Some things involve key concepts and areas I would like to work on.

As an organization, we need to ensure we are resilient and can manage an ever-changing landscape. We must plan and prepare for the future, rather than being caught off-guard. We must do things deliberately and with due consideration. That especially applies when it comes to our handling of public funds, our commitment to the environment and the desire to conduct ourselves in a manner that is culturally aware, respectful, and thoughtful.

I am proud to join this dynamic and energetic organization. I look forward to working with this new Board to put some of these concepts into action through our 2023 strategic planning process. I welcome your feedback and look froward to getting to know more about this region and its citizens in the weeks and months to come.

Respectfully,

Chief Administrative Officer

John MacLean

COVID-19 RESPONSE

KEY ELEMENTS

The COVID-19 pandemic began a slow ebb, as public health restrictions started to be lifted throughout 2022. As an organization, the CSRD moved ahead cautiously in relaxing COVID-19 policies and protocols. We remained committed to using Federal and Provincial public health advice to support measures that protect the safety of the public and staff, while continuing to offer high standards of service to our citizens.

Key elements in the CSRD’s 2022 COVID-19 response:

The CSRD’s Return to Work COVID-19 Policy and Return to Work Recovery Plan continued to evolve with changes to public health directives. Mask mandates and in-person meeting restrictions were lifted. The CSRD continued to promote safety through public health practices including enhanced cleaning, availability of hand sanitizers and clear support for a corporate culture that discourages employees from coming to work when sick.

Some COVID-19 changes are becoming part of the regular day-to-day CSRD landscape. This includes the use of video technologies to host hybrid in-person and electronic meetings, and the evolution of remote work. Considering the changing work environment, the CSRD also began an initiative to assess future needs for office space in the administration building.

One of the most challenging and controversial policies requiring proof of COVID-19 vaccination for staff, elected officials, and paid on-call firefighters was amended in August. At that time, the Board voted to suspend its COVID-19 Proof of Vaccination Policy for paid on-call firefighters for six months or pending further Provincial Public Health Orders. With the initial implementation of the Proof of Vaccination Policy, approximately 15 per cent of the firefighting force took a leave of absence. Once amended, many returned to their previous roles.

The Proof of Vaccination Policy was also eliminated for elected officials with some stipulations. If Directors were unable to work remotely, unvaccinated Directors were required to wear a mask while in CSRD facilities and on CSRD business.

The vaccination policy remains in place for all current CSRD employees and newly hired workers.

COVID-19 RESPONSE

HELPING COMMUNITY GROUPS RECOVER

In April, the CSRD initiated another round of COVID-19 SAFE Restart Grant funding to allow registered non-profit organizations, located in the Electoral Areas of the CSRD, the opportunity to obtain some financial assistance in coping with the economic fallout of the pandemic.

In 2021, the CSRD allocated $100,000 of its COVID-19 Safe Restart funds for a similar purpose. Grants were awarded to 20 community non-profit groups at that time.

As a follow-up, Directors agreed to set aside $50,000 of the CSRD’s COVID-19 Safe Restart funds in 2022 to allow these organizations to apply for grants of up to $2,500 each.

These grants were awarded to the following community groups in 2022:

• Blind Bay Community Society

• Cedar Heights Community Association

• Eagle Valley Rescue Society

• Falkland & District Community Church and Fellowship Society

• Falkland & District Sunday Morners Club

• Falkland Seniors Hall #95

• Field Recreation Advisory Association

• Lakeview Centre Community Society

• Local Food Matters

• Malakwa United Church Thrift Store

• North & South Shuswap Community Resources Association

• Seymour Arm First Responders

• Silver Creek Community Association

• Sorrento Drop In Society

• Sorrento Memorial Hall Association

• South Shuswap Health Services Society

• Sunnybrae Community Association

• White Lake Community Hall Society

DEVELOPMENT IN THE CSRD PLANNING, BUILDING AND BYLAW ENFORCEMENT

The CSRD continued to post strong numbers in both planning and building applications in 2022. As well, the number of bylaw enforcement complaints continued to increase, as has been the case throughout the COVID-19 pandemic.

Development-related applications were very strong in the first half of 2022, however, quickly rising interest rates throughout the remainder of the year tempered the pace of applications received through the summer and into the fall. Regardless, departmental staff handled almost three times as many files as five years ago.

Managing the workload has been the Development Services Department’s biggest challenge, but also its greatest achievement, as staff adopted new ideas and streamlined processes. This included the adoption of a new Subdivision Servicing Bylaw, a Development Procedures Bylaw update, as well as Building Bylaw amendments.

NOTABLE STATISTICS INCLUDE:

• Building within the CSRD continued at a rapid pace as notably more than 1,000 building permits were issued in the last two years. Also, 2022 was a record year for construction value at $87.2 million as compared with $40 million in 2019.

• Bylaw Enforcement Services managed a record number of files in 2022, with 262 bylaw enforcement files and 170 dog control complaints.

Due to the ability to waive or hold some public hearings virtually, delegation to staff of some types of minor applications, and staff willing to take on significant overtime hours, the CSRD was able to efficiently process the continued surge in development applications while still undertaking numerous planned projects.

Development Services Files 2009 - 2022

STRATEGIC PLAN

FOCUS AREAS

STRATEGIC THEMES INTRODUCTION

NATURAL DISASTER MITIGATION

The seven themes of the CSRD’s Strategic Plan were developed by the Board of Directors, with input from senior staff, as key focus areas for their term in office. This began with the Local Government Election in October 2018 until the most recent election on October 15, 2022. The new Board of Directors and senior staff will begin work on an updated strategic plan in 2023.

This Annual Report uses the themes of the current Strategic Plan as the defining document to set organizational priorities. As this report will detail, these themes are more than just ideas in a document. The 2022 Annual Report demonstrates how the concepts outlined in the Strategic Plan have been put into action by the CSRD.

Each of the themes comes with their own challenges and opportunities, but progress has been made in all seven areas.

These include:

FireSmart program – Building on the success of the CSRD’s 2019 and 2020 FireSmart programs, the CSRD was awarded a $250,000 grant to continue with the initiative. Projects focused on providing education, as well as financial and social incentives to private property owners to help protect their properties from wildfire. Efforts also turned to the neighbourhood level, where the CSRD welcomed the recognition of its first two FireSmart Communities, one at Dieppe Road in Sorrento and the other at the Villas in Blind Bay. These residents worked communally to reduce surface fuels in wooded areas and to remove the highly flammable cedar hedges and juniper bushes near homes. In addition, these grant funds allowed for wildfire threat assessments to be undertaken in Electoral Areas A and F, as part of developing CSRD-wide Community Wildfire Resilience Plans.

• Natural Disaster Mitigation

• Action on Environment & Climate Change

• Responsible Governance

• Healthy Communities

• Transportation Advocacy

• Culture of Engagement

• Partnerships & Economy

As many of the CSRD’s objectives fit into multiple themes, the projects and initiatives have been categorized in this report by one primary theme to avoid repetition.

NATURAL DISASTER MITIGATION

NATURAL DISASTER MITIGATION

WHAT WE MEAN

WHAT WE MEAN

We will initiate measures, and press others to take action, aimed at protecting our communities from the impacts of natural disasters.

We will initiate measures, and press others to take action, aimed at protecting our communities from the impacts natural disasters.

Wiseman Creek Debris Flow Risk – There remained an ongoing risk of landslides to the residents of the Sicamous Creek Mobile Home Park due to 2021 wildfire activity. The Shuswap Emergency Program worked extensively with engineers and other geotechnical professionals to develop the most effective option to mitigate this risk to public safety.

Wiseman Creek Debris Flow Risk – There remained an ongoing risk of landslides to the residents of the Sicamous Creek Mobile Home Park due to wildfire activity. The Shuswap Emergency Program worked extensively with engineers and other geotechnical professionals to develop the most effective to mitigate this risk to public safety.

An Early Warning System was developed by BGC Engineering to identify highrisk situations from rainfall or spring snowmelt events. As part of this system, the Shuswap Emergency Program issued Evacuation Alerts on four separate occasions in 2022 for the mobile home park due to elevated debris flow risk in the Wiseman Creek drainage.

An Early Warning System was developed by BGC Engineering to identify highrisk situations from rainfall or spring snowmelt events. As part of this system, Shuswap Emergency Program issued Evacuation Alerts on four separate occasions in 2022 the mobile home park due to elevated debris flow risk Wiseman Creek drainage.

No debris flows occurred in 2022, however, the risk to residents will remain a concern in 2023 as sufficient vegetation has not re-grown to fully stabilize slopes.

debris flows occurred in 2022, however, risk to residents will remain a in as sufficient vegetation has not re-grown to fully stabilize

Flood Watch 2022 – The year will be remembered for the cool, wet spring delayed melt that extended spring freshet by one month in the Shuswap. The Shuswap area was placed on Flood Watch status by the Province in June, which continued until Shuswap Lake peaked at 349.031 metres in July. For 2018 flood levels peaked at 349.141 metres, while 2012 saw a high-water of 349.588 metres.

Flood Watch 2022 – The year will be remembered for the cool, wet spring and delayed melt that extended spring freshet by one month in the Shuswap. The Shuswap area was placed on Flood Watch status by the Province in June, which continued until Shuswap Lake peaked at 349.031 metres in July. For comparison, the 2018 flood levels peaked at 349.141 metres, while 2012 saw a high-water mark of 349.588 metres.

The Shuswap Emergency Program worked with local partners and BC Wildfire crews to ensure the protection of critical infrastructure in the region including Canoe Beach in Salmon Arm and at sites in the District of Sicamous. was also provided for residents of low-lying areas. Extensive efforts were to ensure citizens were well informed of flood risks.

The Shuswap Emergency Program worked with local partners and BC Wildfire crews to ensure the protection of critical infrastructure in the region including efforts at Canoe Beach in Salmon Arm and at sites in the District of Sicamous. Sand was also provided for residents of low-lying areas. Extensive efforts were made to ensure citizens were well informed of flood risks.

NATURAL DISASTER MITIGATION

NATURAL DISASTER MITIGATION

FireSmart program – First started in 2019, the CSRD’s FireSmart program to reduce wildfire risks in the region continued to expand. Projects in 2022 included:

FireSmart program – First started in 2019, CSRD’s FireSmart program to risks in the region continued to expand. Projects in 2022 included:

• offering free risk assessments to homeowners

• offering free risk assessments to homeowners

• educating the public through radio, print and social media campaigns

• educating public through radio, print and social media

• providing financial incentives for FireSmart work completed on private property

• providing financial incentives for FireSmart work completed on private property

• completing additional Community Wildfire Resiliency Plans (CWRPs) for CSRD Electoral Areas C and D, which assist in prioritizing wildfire risk reduction work.

• completing additional Community Wildfire Resiliency Plans (CWRPs) for CSRD Electoral C and D, which assist in prioritizing wildfire risk reduction work.

Geohazard Risk Prioritization Study – Risk assessment reports on and steep creek hazards continued to be developed in conjunction with the CSRD’s Development Services, Protective Services and IT staff. Through the provision of detailed hazard maps information, these studies are designed to support emergency response, control, land-use planning, bylaw development and asset management.

Geohazard Risk Prioritization Study – Risk assessment reports on flood and steep creek hazards continued to be developed in conjunction with the CSRD’s Development Services, Protective Services and IT staff. Through the provision of detailed hazard maps and information, these studies are designed to support emergency response, risk control, land-use planning, bylaw development and asset management.

In the future, the new flood mapping will be incorporated into Plans and zoning bylaws, which may include updates to Development Permit Areas and flood construction levels.

In the future, the new flood mapping will be incorporated into Official Community Plans and zoning bylaws, which may include updates to Development Permit Areas and flood construction levels.

ENVIRONMENT & CLIMATE ACTION

ENVIRONMENT & CLIMATE ACTION

WHAT WE MEAN

WHAT WE MEAN

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.

We will pursue climate change mitigation and adaptation programs, including carbon and will work in partnership with others to reduce the environmental footprint of communities throughout the Regional

Revelstoke Composting Facility— The development of a composting facility at the Revelstoke Landfill was completed and began operation with the collection of commercially generated food waste at the beginning of November. The commercial program is open to restaurants, hotels, offices, schools, multi-family developments, daycares and any other commercial operation that produces food waste. The CSRD partnered with the Revelstoke Local Food Initiative, a non-profit group promoting food security and education, to assist businesses with making the transition to commercial composting. A few weeks later, the CSRD introduced direct drop-off of compostable waste at the site for local citizens. The goal of the program continues to be providing support to the City of Revelstoke to help transition to a residential curbside food waste collection service.

Revelstoke — The development of a composting facility at Revelstoke Landfill was completed began operation with the collection of commercially generated food waste at the of November. The program is open to restaurants, hotels, offices, schools, multi-family and any other commercial operation that produces food waste. The CSRD partnered with the Revelstoke Local Food Initiative, a non-profit promoting food security and to assist businesses with making the transition to commercial composting. A few weeks later, the CSRD introduced direct drop-off of compostable waste for local The goal of program continues to be providing support to the City of Revelstoke to help transition to a residential curbside food waste collection service.

Solid Waste Management Plan Review – The Board approved the renewal process for the Solid Waste Management Review in November. A Solid Waste Management (SWMP) reflects vision for how regional district manages its solid waste, including diversion and disposal. The SWMP will be a multi-year process that will include numerous residents to provide input. plans are approved by the Minister of Environment and Climate Change after sufficient public and First Nations consultation has taken place.

Solid Waste Management Plan Review – The Board approved the renewal process for the Solid Waste Management Plan Review in November. A Solid Waste Management Plan (SWMP) reflects a long-term vision for how each regional district manages its solid waste, including diversion and disposal. The SWMP will be a multi-year process that will include numerous opportunities for residents to provide input. Final plans are approved by the Minister of Environment and Climate Change Strategy after sufficient public and First Nations consultation has taken place.

As part of this process, the CSRD will be considering all types of waste management strategies to reduce the of garbage going into its landfills. The plan will focus on reducing and reusing products, while minimizing the impacts of disposing waste items into landfills.

As part of this process, the CSRD will be considering all types of waste management strategies to reduce the amount of garbage going into its landfills. The plan will focus on reducing and reusing products, while minimizing the environmental impacts of disposing waste items into landfills.

ENVIRONMENT & CLIMATE ACTION

ENVIRONMENT & CLIMATE ACTION

Salmon Arm Landfill Biogas Capture Project — New wells were installed at the Salmon Arm landfill to allow for collection of an even greater amount of biomethane. The system captures landfill gas (biomethane), which is then upgraded at the Fortis BC Biogas Upgrading System and injected into the natural gas grid to heat homes in Salmon Arm. This reduces the amount of landfill gas that is being vented into the atmosphere, subsequently reducing greenhouse gas emissions.

Salmon Arm Landfill Biogas Capture Project — New wells were installed the Salmon Arm landfill to allow for collection of an even greater amount of biomethane. The landfill gas which is upgraded Fortis BC Biogas Upgrading System and injected into the natural gas grid to heat homes in Salmon Arm. This reduces the of landfill gas that is being vented into the atmosphere, subsequently reducing greenhouse gas emissions.

This longstanding, innovative project significantly reduces the CSRD’s carbon footprint. For the 2021 reporting period, which is the most current data available, the CSRD offset 3,504 tonnes of carbon dioxide equivalent (tCO2eq). These new wells will collect more useable landfill gas for an even greater impact.

This longstanding, innovative project significantly reduces the CSRD’s carbon footprint. For the 2021 reporting period, which is the most current data available, the CSRD offset 3,504 tonnes of carbon dioxide equivalent (tCO2eq). These new wells will collect more useable landfill gas for an even greater impact.

Algae Blooms — Concerns were raised by Directors regarding prolonged algae blooms in Shuswap Lake. Widespread blooms were reported in June and August which required Cautionary Advisories at CSRD beach parks in Tappen and Sunnybrae, as well as sites in the City of Salmon Arm and District of Sicamous. While the blooms themselves were an environmental concern, Directors also supported a letter from the Shuswap Watershed Council calling on Interior Health to make improvements to water sampling and public communication regarding future algae blooms in the area.

Algae Blooms — raised by Directors regarding prolonged algae blooms in Shuswap Lake. Widespread blooms were reported in June and August which required Cautionary Advisories at CSRD beach parks in Tappen and Sunnybrae, as well sites in the City of Salmon Arm and District of Sicamous. While the blooms themselves were an environmental concern, Directors also supported a letter from the Shuswap Watershed Council calling on Health to make improvements to water sampling and public communication regarding future algae blooms in the area.

RESPONSIBLE GOVERNANCE

RESPONSIBLE GOVERNANCE

WHAT WE MEAN

WHAT WE MEAN

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.

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

Electoral Area E Official Community Plan (OCP) & Zoning Bylaws —

The adoption and implementation of the OCP and Zoning Bylaw took place on February 17, 2022. The Electoral Area E OCP and Zoning Bylaw contain specific priorities to guide future development and regulate how land, buildings and other structures may be used. These documents will also help inform future Official Community Plan reviews for other Electoral Areas of the CSRD.

Electoral Area E Official Community Plan (OCP) & Zoning Bylaws — The adoption and implementation of the OCP and Zoning Bylaw took place on February 17, 2022. The Electoral Area E OCP and Zoning Bylaw contain specific priorities to guide future development and regulate how land, buildings and other may be used. These documents will also help inform future Official Community Plan reviews for Electoral Areas of the CSRD.

Fiscal Responsibility —The CSRD continued to ensure financial accountability with the preparation of the annual Plan, Year-End Financial Statements, annual local government data entry and the annual Statement of Financial Information documents. To enhance transparency and accountability to the electorate, CSRD also introduced a new public information brochure included with the Provincial Tax Notices to better explain taxation in each Electoral

Fiscal Responsibility —The CSRD continued to ensure financial accountability with the preparation of the annual Five-Year Financial Plan, Year-End Financial Statements, annual local government data entry and the annual Statement of Financial Information documents. To enhance transparency and accountability to the electorate, the CSRD also introduced a new public information brochure included with the Provincial Tax Notices to better explain taxation in each Electoral Area.

Asset Management —The CSRD continued the development of a comprehensive asset management plan and database to analyze the lifecycle of all its assets and develop information on maintenance requirements, service levels and future needs. Significant work was accomplished on condition assessments for all CSRD water systems and moved into assessments facilities. This will help ensure reserve funds can be managed appropriately moving into the future.

Asset Management —The CSRD continued the development of a comprehensive asset management plan and database to analyze the lifecycle of all its assets and develop information on maintenance requirements, service levels and future needs. Significant work was accomplished on condition assessments for all CSRD water systems and moved into assessments for other community facilities. This will help ensure reserve funds can be managed appropriately moving into the future.

RESPONSIBLE GOVERNANCE

RESPONSIBLE GOVERNANCE

Efficiency Improvements for Development Services — Some property owners applying for Development Variance Permits (DVPs) are benefitting from a more efficient application process and paying less thanks to changes to CSRD procedures. In October, the Board approved a series of amendments to allow for the delegation of minor variance permits to staff, rather than requiring review and approval by the Board. For delegated DVP applications, the CSRD’s application fee has been reduced for minor variances from $650 to $500. In addition, the new Subdivision and Servicing Bylaw No. 680 was adopted. It has improved the ease of use and clarity of the regulations for staff, property owners, and professionals who complete subdivision work.

Efficiency Improvements for Development Services — Some property owners applying for Development Variance Permits (DVPs) are benefitting from a more efficient application process and paying less thanks to changes to CSRD procedures. In October, Board approved a series of amendments to allow for the delegation of minor variance permits to staff, rather than requiring review and approval by the Board. For delegated DVP the CSRD’s application fee has been reduced for minor variances from $650 to $500. In addition, the new Subdivision Servicing Bylaw No. 680 was adopted. It has improved the of use and clarity of the staff, property owners, and professionals who complete subdivision work.

In June, amendments to Building Bylaw No. 660 were completed. Two significant improvements involved allowing a Building Official to accept photographs, videos, or video conference of the completed construction in lieu of inspections in rural or remote areas. Another key enhancement granted a temporary second dwelling to be occupied, while construction of a new dwelling on the same property took place. Through this approach, efficiencies and cost savings are provided so construction can continue without delays in the building permit and inspection process.

In June, amendments to Building Bylaw No. 660 were completed. Two significant improvements involved allowing a Building Official to accept photographs, videos, or video conference of the completed construction in lieu of inspections in rural or areas. Another key enhancement granted a temporary second dwelling to be occupied, while construction of a new dwelling on the same property took place. Through this approach, efficiencies and cost savings are provided so construction can continue without delays in the building permit and inspection process.

A new Bylaw Adjudication process was developed to better manage bylaw enforcement complaints and resolve disputes in a more efficient and cost- effective manner. Necessary bylaw adoption by the Board was set for January 2023, with the new service and program to become fully implemented by late spring 2023.

A new Bylaw Adjudication process was developed to better manage bylaw enforcement complaints disputes in a more efficient and cost- effective manner. Necessary bylaw adoption by the Board was set for January 2023, with the new service and program to become fully implemented by late spring 2023.

HEALTHY COMMUNITIES

HEALTHY COMMUNITIES

WHAT WE MEAN

WHAT WE

We will pursue initiatives, and support the efforts of others, aimed at promoting recreation, leisure and cultural opportunities, and improving social determinants of health.

We will pursue initiatives, and support the efforts of others, aimed at promoting recreation, leisure and cultural opportunities, and improving social determinants of health.

Golden On Deck — One of the most obvious connections to healthy communities comes from recreation. The CSRD supports this in numerous ways, through access to parks and trails, swimming docks and through recreational facilities like the Golden & District and Sicamous & District Arenas. The largest capital project the CSRD has ever undertaken to enhance recreation is underway to develop the Golden and Area A Indoor Aquatic Centre. With the overwhelming success of the referendum this fall, the project quickly moved into the fundraising stage. Approximately $17 million will need to be secured through grants, community donations and sponsorships to offset the project cost of approximately $35 million. Project management and design plans were also set in motion to move the project towards a projected construction start date in 2024.

Golden On Deck — One of most obvious connections to healthy communities comes from recreation. The CSRD supports this in numerous ways, through access to parks trails, swimming docks and through recreational facilities like Golden District and Sicamous District Arenas. The largest capital project CSRD has ever undertaken to enhance recreation is to develop Golden Area A Indoor Aquatic Centre. overwhelming success of the referendum this fall, project quickly moved into the fundraising stage. Approximately $17 million will need to be secured through grants, community sponsorships to offset the project cost of approximately $35 million. Project management and design plans were also set in motion move project a projected construction start date in 2024.

Housing Needs — A growing and aging population and a shortage of affordable rental and home ownership options identified in a series of Housing Needs Assessments in Electoral Areas B, D and F. Local governments in BC required to develop and publish Housing Needs Assessment reports to better housing at a community level. three reports completed the assessments for the entire CSRD area, meeting the legislative requirement. The Housing Needs Reports for Electoral Areas C and E were completed in 2020, and Town of Golden/Electoral Area A Housing Needs Report was completed in 2021. These reports provide the foundation for future bylaw amendments and policies to support the creation of more affordable housing

Housing Needs — A growing and aging population and a shortage of affordable rental and home ownership options were issues identified in a series of Housing Needs Assessments in Electoral Areas B, D and F. Local governments in BC are required to develop and publish Housing Needs Assessment reports to better understand and address housing at a community level. These three reports completed the assessments for the entire CSRD area, meeting the legislative requirement. The Housing Needs Reports for Electoral Areas C and E were completed in 2020, and Town of Golden/Electoral Area A Housing Needs Report was completed in 2021. These reports provide the foundation for future bylaw amendments and policies to support the creation of more affordable housing opportunities.

North Shuswap Health Care Centre Funding Proposal —

North Shuswap Health Care Centre Funding Proposal — In September, the CSRD Board voted unanimously to adopt a bylaw which adds a tax contribution from property owners in Electoral Area F to support the operation of the North Shuswap Health Centre. This is a community-owned primary-care centre in Scotch Creek providing access to doctors, public health and bi-weekly lab services. The Board’s approval followed the conclusion of an Alternative Approval Process (AAP) to gain elector assent in Electoral Area F. The additional tax will be added to the Electoral Area F tax notice beginning in 2023.

In September, the CSRD Board voted unanimously to adopt a which adds a tax contribution from property owners in Electoral Area F support the operation of the North Shuswap Health Centre. This is a community-owned primary-care centre in Scotch Creek providing access to doctors, public health and bi-weekly lab services. The Board’s approval followed the conclusion of an Alternative Approval Process (AAP) to gain elector assent in Electoral Area F. The additional tax will be added to the Electoral Area F tax notice 2023.

2022 SOCIAL MEDIA STATS

CSRD Facebook Followers UP FROM 6,200 IN 2021

Shuswap Emergency Program Facebook followers UP FROM 7,100 IN 2021

Total Facebook Impressions (CSRD and SEP)

6,700 7,400

1,721,417

Total Facebook Engagements (direct interactions w/ posts)

TOP 3 POSTS

501,762

1. Evacuation Alert for Wiseman Creek May 5 – 44,121 impressions

2. Mosquito Control issue in Scotch Creek July 14 – 34,564 impressions

3. Wildfire in Horseshoe Bay April 30 – 22,503 impressions

TWITTER

CSRD Twitter Followers 1,767 UP FROM 1,691 IN 2021

SEP Twitter followers 958 UP FROM 935 IN 2021

Instagram followers 1,756 UP FROM 1,627 IN 2021

68 Media releases issued in 2022

MASS NOTIFICATION SYSTEM

The CSRD maintains web platforms:

• CSRD website

3

• CSRD Connect Public Engagement site

• Golden On Deck for project-specific information on the Golden & Area Indoor Aquatic Centre.

MOST VIEWED WEBPAGES:

1. Home

2. Garbage & Recycling

3. News

4. Maps

5. Salmon Arm Landfill

14,270 Peak Subscribers - August 2022

The CSRD sent out four critical level alerts and 27 advisory-level notifications.

CULTURE OF ENGAGEMENT

CULTURE OF ENGAGEMENT

WHAT WE MEAN

WHAT WE MEAN

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.

We will regularly engage stakeholders in decision-making, communicate residents on matters that affect them and build trust among the CSRD member electoral areas and our partners.

New CSRD website – The CSRD launched a completely revamped website specifically designed for ease-of-use by the public. It has a clean, modern style and significantly improved functionality The last time the website had been updated was 2013.

New features include:

website – The CSRD website specifically designed for ease-of-use by public. has a clean, modern style improved functionality The last time the website had updated was 2013. New features include:

• Graphic buttons to the most well-used pages

• Graphic buttons to the most well-used pages

• A sign-up feature that allows people to get notified about updates by email or text

• A sign-up feature that allows people to get notified about updates by email or text

• A Spotlights section on the homepage to highlight ongoing projects

• A Spotlights section on the homepage to ongoing projects

• Better access to our CSRD Connect community engagement platform

• Better access to our CSRD Connect community engagement platform

• Optimization for use on all types of mobile devices

• Optimization for use on all types of mobile devices

• Better accessibility for people with disabilities.

• Better accessibility for people with disabilities.

Alertable Mass Notification System – The CSRD’s Alertable Mass Notification program continued to expand after the initial launch in July 2021. The service is used to send alerts via mobile app, text, email, voice calls to landlines or home assistant devices during critical events like fires or floods, as well as communications involving public health and safety, such as water advisories. The system has been well received by both residents and visitors with more than 14,000 subscribers in 2022. A campaign was also launched with CSRD Communications and Shuswap Tourism to produce information for visitors about opting into the Alertable program while travelling to ensure they are informed about any local emergencies.

Alertable Notification System – The CSRD’s Alertable Mass Notification program continued to after the initial launch in July 2021. The service is used to send alerts via mobile app, text, email, voice calls to landlines or home assistant devices during critical events like fires or floods, as well communications involving public health and safety, such as water advisories. The system has been well received by both residents visitors with more than 14,000 subscribers in 2022. A campaign was also launched with CSRD Communications and Shuswap Tourism to produce information for visitors about into the Alertable program while travelling to informed about any local emergencies.

Communication Honours – The CSRD launched a completely revamped website specifically designed for ease-of-use by the public. has clean, modern style improved functionality. Issued Association of Marketing and Communications Professionals, the international design competition recognizes excellence in marketing and communications with an emphasis on creativity, effort and effective communications to the public.

Communication Honours – The CSRD launched a completely revamped website specifically designed for ease-of-use by the public. It has a clean, modern style and significantly improved functionality. Issued by the Association of Marketing and Communications Professionals, the international design competition recognizes excellence in marketing and communications with an emphasis on creativity, effort and effective communications to the public.

PARTNERSHIPS

AND ECONOMY

TRANSPORTATION ADVOCACY

WHAT WE MEAN

WHAT WE MEAN

We will secure, through strong advocacy directed at the provincial government, transportation improvements throughout the Regional District.

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.

Making Our Voice Heard — One of the most common complaints to the CSRD office is the state of the road network in the region. It is also one of the areas where the CSRD has little control. That responsibility rests with the Provincial Ministry of Transportation and Infrastructure and its associated road maintenance contractors. Elected Directors continued to act as a voice for their constituents on transportation issues, communicating with provincial staff and contracted maintenance companies to add weight to these concerns. Efforts included lobbying for enhanced resurfacing of rural roads, alleviating safety concerns and better winter road maintenance.

Shuswap North Okanagan Rail Trail — The CSRD, Splatsin and Regional District of North Okanagan continued to work together in moving the vision for the rail trail project forward. The biggest success in 2022 was the awarding of a $12.5 million Infrastructure Canada Active Transportation Grant to develop 42.6 kilometres of the Shuswap North Okanagan Rail Trail. This partnership should allow construction to start in 2023.

Scotch Creek Water System Upgrade — Plans for the upgrade to the Scotch Creek Water System were firmed up in 2022 with the conclusion of a successful public assent petition process and adoption of loan authorization bylaws. The water upgrade is a critical piece of infrastructure to support growth in the Scotch Creek community.

The Board also approved awarding the water system construction contract for the project to Mountainside Earthworks at a cost of $2.8 million. In addition to local contributions, funding this project was made possible through federal and provincial grant funds.

This Scotch Creek Water System Upgrade project includes:

Highway Infrastructure Improvements — The CSRD supported the efforts of the Ministry of Transportation and Infrastructure with ongoing improvements to the Trans-Canada Highway near Golden.  Three phases of work have transformed 21 kilometres of narrow, winding two-lane highway into a modern four-lane, 100 km/h standard. The process has required significant highway closures impacting residents and visitors. Shuswap Tourism was also involved in a regional “Get Into BC” campaign, ensuring information about highway closures is communicated to visitors.

• building a water treatment plant

• installing a trunk watermain

• upgrading the water intake to increase treatment capacity and improve water services.

Work began on the surveys, archeological assessments and geotechnical requirements needed to complete the detailed design plans in preparation for construction in 2023.

PARTNERSHIPS AND ECONOMY

TRANSPORTATION ADVOCACY

WHAT WE MEAN

WHAT WE MEAN

We will secure, through strong advocacy directed at the provincial government, transportation improvements throughout the Regional District.

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.

Making Our Voice Heard — One of the most common complaints to the CSRD office is the state of the road network in the region. It is also one of the areas where the CSRD has little control. That responsibility rests with the Provincial Ministry of Transportation and Infrastructure and its associated road maintenance contractors. Elected Directors continued to act as a voice for their constituents on transportation issues, communicating with provincial staff and contracted maintenance companies to add weight to these concerns. Efforts included lobbying for enhanced resurfacing of rural roads, alleviating safety concerns and better winter road maintenance.

Shuswap North Okanagan Rail Trail — The CSRD, Splatsin and Regional District of North Okanagan continued to work together in moving the vision for the rail trail project forward. The biggest success in 2022 was the awarding of a $12.5 million Infrastructure Canada Active Transportation Grant to develop 42.6 kilometres of the Shuswap North Okanagan Rail Trail. This partnership should allow construction to start in 2023.

Scotch Creek Water System Upgrade — Plans for the upgrade to the Scotch Creek Water System were firmed up in 2022 with the conclusion of a successful public assent petition process and adoption of loan authorization bylaws. The water upgrade is a critical piece of infrastructure to support growth in the Scotch Creek community.

The Board also approved awarding the water system construction contract for the project to Mountainside Earthworks at a cost of $2.8 million. In addition to local contributions, funding this project was made possible through federal and provincial grant funds.

This Scotch Creek Water System Upgrade project includes:

Highway Infrastructure Improvements — The CSRD supported the efforts of the Ministry of Transportation and Infrastructure with ongoing improvements to the Trans-Canada Highway near Golden.  Three phases of work have transformed 21 kilometres of narrow, winding two-lane highway into a modern four-lane, 100 km/h standard. The process has required significant highway closures impacting residents and visitors. Shuswap Tourism was also involved in a regional “Get Into BC” campaign, ensuring information about highway closures is communicated to visitors.

• building a water treatment plant

• installing a trunk watermain

• upgrading the water intake to increase treatment capacity and improve water services.

Work began on the surveys, archeological assessments and geotechnical requirements needed to complete the detailed design plans in preparation for construction in 2023.

PARTNERSHIPS AND ECONOMY

PARTNERSHIPS AND ECONOMY

Buoy Compliance — For several years, the CSRD has partnered with Transport Canada to address citizen complaints regarding the proliferation of non-compliant buoys in Shuswap and Mara Lakes. Buoys can be removed if they are not following the regulations regarding the correct size, colour and identification. In the spring, non-compliant buoys were tagged by Transport Canada’s Navigation Protection Program to alert owners of the violation and to give them a chance to rectify the situation prior to removal.

Buoy — For several years, the CSRD has partnered with Transport Canada to address citizen complaints regarding the proliferation of non-compliant buoys in Shuswap and Mara Lakes. Buoys can be removed if they are not following regulations regarding the correct size, colour and identification. In the spring, buoys were tagged by Transport Canada’s Protection to alert owners of the violation and to give them chance to rectify the situation prior to

When Transport Canada staff returned to conduct the removal in Electoral Areas

C and F, approximately 80 per cent of the tagged buoys were either removed by owners or brought into compliance with safety regulations. Of the remaining non-compliant buoys, 26 buoys, including numerous anchors, were removed from the lake.

When Transport Canada staff returned to conduct the removal in Electoral Areas C and F, approximately 80 per cent of tagged buoys were either removed by owners or brought into with safety regulations. the remaining non-compliant buoys, 26 buoys, including numerous anchors, were removed from the lake.

In addition to the work completed by Transport Canada, CSRD staff completed a campaign in aimed at investigating buoys which did not meet the regulations of CSRD zoning No. 900. Staff were successful in the removal of 10 non-compliant buoys.

In addition to the work completed by Transport Canada, CSRD staff completed a campaign in the Blind Bay area aimed at investigating buoys which did not meet the regulations of CSRD zoning Bylaw No. 900. Staff were successful in the removal of 10 non-compliant buoys.

Grant Partnerships for Recreation — A partnership of Federal, Provincial and Local Governments is funding the development of the Eagle Bay Community Park and the Loftus Lake Fen Universal under the joint federal-provincial Investing Canada Infrastructure Program. The Eagle Bay Community Park will feature playground, outdoor fitness equipment, multipurpose sport courts and a picnic shelter. It will be completed 2023. The Loftus Lake Fen Universal Trail project will see the development of a 1.34-kilometre, accessible trail in a park adjacent to a natural wetland. Preliminary work is underway and will continue into 2023.

Grant Partnerships for Recreation — A partnership of Federal, Provincial and Local Governments is funding the development of the Eagle Bay Community Park and the Loftus Lake Fen Universal Trail projects under the joint federal-provincial Investing in Canada Infrastructure Program. The Eagle Bay Community Park will feature a playground, outdoor fitness equipment, multipurpose sport courts and a picnic shelter. It will be completed in 2023. The Loftus Lake Fen Universal Trail project will see the development of a 1.34-kilometre, accessible trail in a park adjacent to a natural wetland. Preliminary work is underway and will continue into 2023.

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

FINANCIAL OVERVIEW

FINANCIAL OVERVIEW

The Financial Services Department provides financial expertise, support, recommendations to the all CSRD’s departments, as well as the public. Transparency and accountability are the cornerstones of fiscal management at the

The Financial Services Department provides financial expertise, support, information and recommendations to the all the CSRD’s departments, as well as the public. Transparency and accountability are the cornerstones of fiscal management at the CSRD.

The finance team is integral to every taxpayer in the region. 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 is integral to every taxpayer in the region. Approved by the Board of Directors each year, the Five-Year Financial Plan lays out the framework how the CSRD spends tax dollars.

The department also assists in developing policies and procedures to guide the Board and staff in shaping the direction of the organization.

The department also assists in developing procedures to guide the Board staff in shaping the direction of the organization.

The 2022 audited by BDO Canada LLP, who have expressed that in their opinion these statements present fairly, in all material aspects, financial position of the Regional District.

The 2022 Financial Statements were audited by BDO Canada LLP, who have expressed that in their opinion these statements present fairly, in all material aspects, the financial position of the Regional District.

In addition to the preparation of these audited financial statements each year, the CSRD maintains a of internal accounting controls, including policies and procedures, designed to the assets of regional district, as well as and financial information. This ensures the full accounts of the Regional District and the Regional Hospital District are prepared, maintained, kept safe can be reviewed by the public.

In addition to the preparation of these audited financial statements each year, the CSRD maintains a system of internal accounting controls, including policies and procedures, designed to safeguard the assets of the regional district, as well as provide timely and reliable financial information. This ensures the full accounts of the Regional District and the Regional Hospital District are prepared, maintained, kept safe and can be reviewed by the public.

AGATHE BERNARD / TOURISM GOLDEN PHOTO VIKTORIA HAACK PHOTO

AGATHE BERNARD / GOLDEN PHOTO VIKTORIA HAACK PHOTO

2022 CSRD BUDGET

2022 CSRD BUDGET

TOTAL OF ALL FUNDS: $49.1 Million

TOTAL OF ALL $49.1 Million

2022 TAX REQUISITION BY AREA

2022 TAX REQUISITION BY

2022 TOTAL TANGIBLE ASSETS

2022 TOTAL TANGIBLE ASSETS

GRANTS-IN-AID

GRANTS-IN-AID

Total # of recipients: 57

FINANCIAL

OVERVIEW

COMMUNITY WORKS FUND

FINANCIAL OVERVIEW Golden / Area A Aquatic Centre JULY 2022 $250,000 AREA A ENGINEERING / CONSTRUCTION Golden / Area A Library OCTOBER 2022 $18,190 AREA A ENERGY EFFICIENCY UPGRADES Notch Hill Town Hall Association FEB / JUNE 2022 AREA G* WATER WELL TREATMENT SYSTEM Loftus Fen MARCH 2022 $214,000 AREA TRAIL HEAD & DOG PARK Sorrento Blind Bay Park MAR / JULY 2022 $181,900 AREA UNIVERSAL TRAIL & SPORT COURT Sunnybrae Park MARCH / APRIL 2022 $139,100 AREA C EROSION MITIGATION & ASPHALT SURFACING Whitehead Road Boat Launch MARCH 2022 $160,500 AREA C CONCRETE CABLE MATS & ASPHALT SURFACING Mt. Baldy Trailhead MARCH 2022 $19,260 AREA VAULT TOILET Shuswap Fire Halls #1 and APRIL 2022 $23,540 AREA ENERGY EFFICIENCY UPGRADES White Lake Park APRIL 2022 AREA C FLOATING DOCK Ranchero / Deep Creek Fire Hall FEBRUARY 2022 $48,150 D ENERGY EFFICIENCY UPGRADES Falkland Seniors’ Hall MAY 2022 $6,944 D Cambie Community JAN / MAY 2022 $48,486 AREA WATER SYSTEM UPGRADE & SEPTIC Sicamous & District Recreation Centre FEBRUARY 2022 $71,690 AREA FITNESS CENTRE UPGRADES Yard Creek Park JUNE 2022 $10,700 AREA

JAPANESE MONUMENT APPROVED $1,277,120