strategic plan - regional district of central okanagan · pdf filethe 2013 strategic plan...

2013

Economic Development Commission

Regional District of Central Okanagan

2013

Strategic Plan

2013 COEDC Strategic Plan

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Contents

Executive Summary ....................................................................................................................................... 2

Active Partnerships ........................................................................................................................................ 3

Role of the COEDC Advisory Board of Directors ............................................................................................ 4

2013 COEDC Advisory Board of Directors ..................................................................................................... 5

Strategic Imperatives ..................................................................................................................................... 6

2013 Programs and Services .......................................................................................................................... 8

Business Retention and Enhancement ...................................................................................................... 8

Investment Attraction ............................................................................................................................. 14

Economic Development Facilitation ........................................................................................................ 18


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2013 COEDC Strategic Plan Executive Summary

The Central Okanagan Economic Development Commission (COEDC) is an agency of the Regional District of Central Okanagan (RDCO). The Commission is funded by and accountable to the elected board of the RDCO.

As the Region, country and globe continues to grapple with the economic challenges, the question is raised as to what we can do at the local level from an economic development perspective. What can we do to assist the existing and growing business base with enhancement related activities and programs which address needs and challenges, attract new investment in the form of human and business capital into an expensive marketplace, and thirdly what larger policy and infrastructure issues must be addressed to allow the Region to meet its economic potential. This in essence is what economic development is and where the Commission focuses its efforts on a Regional level

The 2013 Strategic Plan outlines the Commission’s objectives, tactics and measures within three primary programing streams– Business Retention and Enhancement, Investment Attraction and Economic Development Facilitation. The 2013 plan will be presented to the Regional District of Central Okanagan Board of Directors in January 2013 for approval.

Through over 525 site visits conducted one-on-one by COEDC staff and specialized contractors, stakeholder focus groups, engaged partnerships and data analysis, the COEDC gathers industry intelligence used as a reference tool for the Commission’s Advisory Board for the purposes of the 2013 Strategic Planning. The analysis highlights advantages of the Central Okanagan region, barriers to conducting business and opportunities that exist to support business.

VISION “A prosperous region, where smart growth complements its natural resources and amenities

embracing new global economic and social change.”

MISSION “Working in partnership to facilitate a healthy, dynamic and sustainable community economy

by supporting existing businesses and encouraging appropriate new business investment.”

VALUES The COEDC takes an objective and informed approach to research and evaluation while recognizing the relationship between economy, society, culture and environment. The

Commission strives to work in the public interest and with all levels of government regardless of political affiliation.


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Active Partnerships

The Central Okanagan Economic Development Commission recognizes best practises and economies of scale by leveraging both financial and human capital resources through successful partnerships including but not limited to:

Accelerate Okanagan Association of Consulting Engineers of Canada – BC

Association of Professional Engineers and Geoscientists of BC

Awesome Okanagan BC Agriculture Council BC Fruit Growers Association

BC Grape Growers Association BC Innovation Council BC Wine Institute

Business Development Bank Canadian Home Builders Association

Canadian Manufacturers & Exporters

Centre for Arts & Technology Chambers of Commerce Citizenship and Immigration Canada

Community Futures Development Corporation Central Okanagan

Department of Foreign Affairs and International Trade Canada Downtown Kelowna Association

Enactus Okanagan (SIFE) Export Development Canada Farm Credit Canada

GenNext Interior Health Authority JCI Okanagan

Jaycees Kelowna International Airport Kelowna CA Association

Kelowna Roteract metabridge Ministry of Jobs, Tourism & Skills Training

Okanagan College Okanagan College Alumni Association

Okanagan Valley Economic Development Society

Province of British Columbia – Provincial Nominee Program

Rotary Centre for the Arts Rotary Club(s)

Southern Interior Construction Association School District 23 Thompson Okanagan Tourism

Association

Tourism Kelowna University of British Columbia Okanagan Uptown Rutland Association

Urban Development Institute Westbank First Nation Women’s Enterprise Centre


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Role of the COEDC Advisory Board of Directors

Advisory Board Members consist of representatives of local government, business organizations, chambers of commerce and specific sectors (i.e. Agriculture, Advanced Manufacturing, Professional Services, Construction & Development, Technology, Tourism) who communicate to the Commission and other members of the Board industry specific information. This information helps to create programs and initiatives to further enhance the operations of Central Okanagan businesses.

• Report on industry happenings within their sector; acts as empowered network

• Provide local knowledge, direction and expertise during the planning and implementation of the COEDC’s programs

• Opportunity to contribute to the strategic vision of the COEDC

• Advisory board member only (not operational board) and is not legally responsible for decisions or actions of the COEDC

• The Advisory Board does not make definitive decisions about operational structure or direction of COEDC, advise staff only

• In consultation with staff, recommendations are made about the strategic business plan and the budget of the COEDC which is then put forward to the regional district board for their budgetary decision process

• Do not partake in hiring and firing of staff

• Do not set the budget, not accountable for budgetary decisions

• Advisory Board consists of representation of partner organizations, appointees of local government and industry representatives

• Request active involvement (e.g. mentorship), attendance at meetings, COEDC representation in the community, provide relevant and timely information for staff and board members as a mechanism of communications

• Not a lobbyist organization, resist situations where asked to endorse a political solution or choice, we can become involved in a process by supporting the work of the lobby agencies (chambers etc)


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2013 COEDC Advisory Board of Directors Executive Heather Schneider, Chair Okanagan College Renee Wasylyk, Past Chair Troika Development Inc. Paul Maarschalk, Vice Chair Solomon Resources Ltd Jim Paterson City of Kelowna Larry Widmer Community Futures Central Okanagan Domenic Vinci Interior Savings Credit Union Dustin Sargent Davara Enterprises Ltd Tony Lewis Vibrant Vines Vineyard

Directors Appointed from Local Government

City of Kelowna Jim Paterson, Exec Director Bus Devl

City of Kelowna Gail Given, Councillor

District of Lake Country Jamie McEwan, Councillor

District of Lake Country Ryan Roycroft, Ec Dev Manager

District of Peachland Elsie Lemke, Administrator

District of Peachland Peter Schierbeck, Councillor

District of West Kelowna John Perrott, Bus Development Officer

District of West Kelowna Gord Milsom

Regional District of Central Okanagan Patty Hanson, Director

Westbank First Nation Economic Development Commission

Directors Appointed from Partner Organizations

Accelerate Okanagan Jeff Keen

Business Development Bank of Canada Martine Hickman

Community Futures Development Corp Bill Morrison

Community Futures Development Corp Larry Widmer

Chamber of Commerce – Kelowna Karen Hawes

Chamber of Commerce - Lake Country Marvin Farkas

Chamber of Commerce - Peachland Rob Campbell

Chamber Commerce-Westbank & District Marek Buryska

Kelowna International Airport Sam Samaddar

Okanagan College Heather Schneider

Tourism Kelowna Brad Sieben

UBC-Okanagan Dr. Roger Sugden

Women’s Enterprise Centre Laurel Douglas

Directors Representing Industry Sectors

Ken Bessason Royal Lepage

Martin Cronin Helios Global Tracking

Bradley Cronquist Pushor Mitchell LLP

Ched Gaglardi Beelineweb.com

Andrew Gaucher G Group of Companies

Raghwa Gopal Sa Avaani Skin Care

Tony Lewis Vibrant Vines Vineyard

Derek Lownsbrough Vineyard Networks

Paul Maarschalk Solomon Resources Limited

Cam McAlpine PR Media

Victor Narynskyyi Centro Consulting Inc

Paul Ouimet InterVISTAS Consulting Inc

Murray Ramsden Executive Consultant

Soni Riediger Team Fritz Clay Roof Tiles

Dustin Sargent Davara Enterprises Ltd

Domenic Vinci Interior Savings Credit Union

Renee Wasylyk Troika Development Inc

Peter Withers Withers Development Associates


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Strategic Imperatives Understanding global pressures and influences on the region are important considerations as the Central Okanagan pursues the objectives of economic development programs and services to enhance the regional business climate and support prosperity. The COEDC is guided by Strategic Imperatives of the Demographic Shift, Race for Human Capital & Quality of Place in its 2013 activities within three programing streams: Business Retention & Enhancement, Investment Attraction and Economic Development Facilitation.

Demographic Shift

Canada, British Columbia and the Okanagan Valley are going through a significant shift in demographics that act as both a catalyst for societal change, but also creating significant long-term challenges to our economic future. The phrase "demographic winter" has been used to describe the current global economic challenges. It refers to the worldwide rapid decline in birthrates in the developed world, influencing an irreplaceable loss of millions of producers and consumers who otherwise would be participating and supporting today's global economy. From a local context perspective British Columbia has the lowest fertility rates in Canada, and the Okanagan the lowest in the Province. In recent quarters, population in British Columbia has seen more residents move to other parts of Canada than are moving here (-1200 people), and seen only 3100 more births then deaths per quarter. Without the 11,500 immigrants of which the Okanagan’s share is traditionally about 2%, the Province’s population would be fairly static.

The implications of the above are wide in reach. Besides government priorities & spending, where will replacement workers who provide health care come from? With housing costs significantly higher in the Okanagan compared to the rest of the country, how can we attract and retain younger professionals? What proactive measures can we undertake to attract more families?

The Race for Human Capital

The tactics to respond to the challenges and opportunities of the “Demographic Winter” are focused around strategies to encourage talented and highly skilled individuals to look at making a life in the Okanagan. This has economic implications in shifting the region from being an economic centre of mass production to one focused on value-added skills, production and services. As a low cost producer, the Okanagan cannot and never will compete with the developing world.

Strategic Imperatives

Business Enhancement

Investment Attraction Facilitation

COEDC Program Areas


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As a result, the region should focus its efforts on attracting entrepreneurs and skilled workforce; the ability to attract tourists with families to the Region to showcase the quality of life should be supported and encouraged in assisting in communicating the quality of life offering to young families.

Richard Florida has written extensively on the creative class and states, “Those regions that will succeed are those that will be magnets for the highly educated, highly mobile, innovative people that high wage, high growth companies need to hire.”

Subsequent research has shown a pronounced positive relationship between a high share of creative population and employment growth and new firm formation at the regional level.

As the Okanagan Region continues to move toward greater competitiveness, efforts should be undertaken to determine future job requirements to assist in a more focussed approach to matching skills training of the future to the community’s need. To this end, the region should continue to seek not only talented creative people but also ensure that the reasons they relocate remain strong motivators to keep them here. This in effect is the third pillar of the economic development strategic filter – quality of place.

Quality of Place

Quality of Life is often over-used in the world of economic development. The climate, housing choices, natural physical attributes of the landscape like the lake and vineyards are all key factors in taking quality of life from a theoretical to actual level.

The City of Calgary’s economic development strategy succinctly connects the quality of life argument. “The focus of economic development strategies is shifting. As cities grow in importance in the global economy, more attention is being given to creating an urban environment that provides a high quality of life & quality of place for residents as a way to ensure that a city can attract the best & the brightest to its workforce.”

The strategic imperative - we need to seek value added economic opportunities that build upon maintaining our environmental landscape, making the region the most appealing place to attract new talent. A recent technology mapping exercise, which included 60 in-depth interviews with technology companies found some amazing similarities: over 90% of the companies could work and locate their companies anywhere they choose in North America and in some cases globally. Their primary reason for locating in the Okanagan was not the cost of doing business or the access to talent but was put quite simply as “quality of life” This is our competitive advantage and given the demographic shifts, the global search for human capital, is one we should continue to use from a marketing perspective and from a policy plank.


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2013 Programs and Services

Business Retention and Enhancement The small business community is the backbone of the region’s economy; 95% of Central Okanagan (Kelowna CMA) businesses have fewer than 20 employees and 54% have no employees. Research has shown that the majority of new jobs created come from existing businesses. David Birch, MIT, in his study “Jobs Created in America”, identifies that up to 80% of new jobs created come from existing businesses. The following represent a number of the key reasons for incorporating business retention and expansion in an overall community economic development strategy. Contributes significantly to the growth of the local economy through job creation, increased

property assessment, etc.;

Represents a more cost effective approach to economic development than the attraction of new businesses;

Facilitates the development and implementation of actions to address urgent business issues i.e. early warning system;

Acts as a business attractions strategy; and

Facilitates the development of an improved local business climate.

Simply stated, it is the most effective way to create economic growth in a community. While not deemed to be as exciting nor worthy of front page news as the location of new business would be it is the most effective way to create sustainable economic growth and has been a significant focus of the Commission’s activities over the past several years.


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Business Retention and Enhancement Programs and Services

Objective: Retain and attract young professionals to the Central Okanagan

Program & Tactics Outcomes Measurement Guidelines

Okanagan Young Professionals Collective Building upon 2012 activities (communication hub & capacity building) Develop and implement strategy to retain and attract young professionals within two target markets (18-25yr old post-secondary students & 25-40 year olds) to the region

i. Continue to build capacity, culture and

network of OYP partners and individuals

ii. Enhance relationships with UBCO &

OC as a means of retaining skilled young professionals in the Central Okanagan

iii. Host/Support nationally recognized

event(s)

iv. Develop campaign to OC/UBCO alumni & establishments across Canada promoting “Coming home to the Kelowna & the Okanagan”

v. Partner with local employers to retain

and attract young professionals

vi. Facilitate Young Professionals employment event – Dragon’s Den style

• Partnership w/ MSA

Program (UBCO) • Partnership w/ OBSA

(OC)

• Develop & Facilitate research project to identify what young professionals require to stay or locate to the region e.g. what is missing?

• Partnership with UBCO & OC to overhaul job fair programming structure

• Assistance provided to local employers in recruitment and retention of workforce

• Host minimum 4 annual nationally recognized events

• Develop strategic partnerships with industry associations

• # of jobs attained

by secondary graduates as a result of OYP tactics

• # of successful retention stories

• # of Facebook likes, twitter followers, EDC/OYP newsletter subscribers

• # of connections

• % of population growth


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vii. Work closely with CO EDC’s Foreign

Skilled Worker program in identified post-secondary programming

• Create awareness of

professional opportunities for young professionals in the region


Young Entrepreneur Program Program which creates opportunities for middle and secondary school students to develop their business and entrepreneurial skills.

• Working in

partnership with School District #23 and Okanagan College continue to promote and support the YEP program

• # of

sponsorship

Objective: Provide direct programming and assistance to facilitate growth in agricultural businesses


Agri-tourism pilot Complete business planning & mentorship pilot project providing direct assistance to up to eight farm operators to enhance their business offering to include agri-tourism products/services Provide individualized assistance to farm operators in the Central Okanagan

• Obtain data to

improve agriculture business support services

• Increased opportunity for business success

• Improved cross

promotion of agri-tourism operators

• # of agri-tourism

business planning programing (seminars, mentorship, business planning templates, etc.)

• # of new or enhanced agri-tourism businesses


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Objective: Create business guidance informational sessions as one resource to facilitate business growth


Business Beyond Borders Facilitate 4-6 business enhancement sessions targeting export and business development topics as well as sector-specific sessions in partnership with community stakeholders

• Increased

understanding of business or sector gaps and opportunities

• Ability to address barriers more quickly and facilitate tools for growth and expansion

• Strengthen role as a credible source of information on the local economy

• # of inquiries,

attendees and response ratings

• B2B matches

• B2C matches

Objective: Provide expertise and guidance to export ready businesses


Export Development Officer Provide export related expertise & one-on-one support to up to 20 export related businesses Facilitate international trade opportunities with government & partners

• Support businesses in

developing or strengthening global markets & trade

• Increased capital for

growth sectors • Increase in exports

and growth in exporting companies

• # of businesses

engaged

• # inquiries

• # B2B matches

• # B2C matches

• # trade initiatives, programs and delegations


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• Provide start-up and business guidance

• Increased awareness of COEDC’s programs & services

• # of new exporters

• # of existing exporters entering new markets

Objective: Provide resources and support to businesses in the Central Okanagan


Business Walks Visit/interview up to 300 companies annually, prioritizing companies in emerging sectors, and industry sub sectors Use Business Walks data to improve business retention and enhancement programing Help businesses maximize programs available to them that support growth Coordinate response to businesses surveyed requiring follow up

• Increased business

climate data – understanding of business sector gaps and opportunities

• Improved and streamlined business climate

• Early warning system for business leakage, opportunity for intervention

• Stronger engagement with business leaders

• Increase in # of

businesses receiving assistance

• # of partnerships

• # of business

visited

• # of businesses receiving follow up one-on-one assistance

• # of cross referrals

between agencies providing support services to business community

• Creation of initiatives/projects

• Web and social media counts

• Volume of media coverage


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Objective: Support the employers of the Central Okanagan’s workforce needs that cannot be met locally


Foreign Skilled Worker Coordinator Recruitment of entrepreneurs and retention of skilled workforce Facilitate Seasonal Agricultural Worker option to Central Okanagan Employers Continued one on one assistance with foreign students to use British Columbia’s Provincial nominee Program (BC PNP)– International Grad applications Identify and Respond to employers & employees with their foreign skilled labour & process needs, historically the COEDC works w/ 100 Central Okanagan employers annually

• Attraction and

retention of post-secondary international graduates to remain in the Okanagan

• Increase # of foreign students remaining in the Central Okanagan region

• Attraction of foreign entrepreneurs into the Central Okanagan

• # of foreign

students who remain in the valley

• # of seminars at Okanagan College and UBCO on transition from school to work

• # of successful Central Okanagan Provincial Nominee Program (BC PNP) applicants


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Investment Attraction Most people historically equate economic development with the attraction of new industry; identifying a targeted industry or company, making a sales pitch and closing a deal is what most people assume economic development is all about. In reality, investment attraction is expensive, time consuming and as demonstrated above, not the most effective way to create sustainable economic growth.

Location decisions are based on labour force, cost and availability of land, transportation logistics, access to markets and taxation to mention a few. In the Kelowna CMA (Central Okanagan) 7% of the labour force is in the Manufacturing sector while 78% is in the Service Producing Sector.1 Site selectors also consider the availability of developable land and the ability to transport goods and services as fundamental considerations in the location decision; smaller land parcels and the influence of the Agriculture Land Reserve (ALR) create larger location challenges.

Location decisions are motivated by incentives - that refers to the act of committing large amounts of public dollars to pave the way for location. Herein lies part of the challenge: British Columbia and cities in the Province do not offer traditional incentives. A quick look to the US clearly demonstrates what we are competing with. A review of state incentives shows 78% of US states actively offer dollars to attract a location of businesses. A review of incentives by state can be found at apps.csg.org/Business Incentives/

Investment attraction has to be focused and directed in areas where the Central Okanagan has a competitive advantage. Our experience suggests that attracting entrepreneurs to create high value companies, with an emphasis on technology and value added agriculture is the way to go. We will never compete on an incentive basis so we must look at creating the best overall business climate.

As the Investment Strategy for North Central Saskatchewan Enterprise Region states, “Over the years, FDI has been the search for the philosopher’s stone for so many communities in Canada and abroad. Economic developers and agencies were - still are? - evaluated on their capacity to “attract” this big foreign company that will invest a huge amount of money, sustain several local suppliers, will be environmentally friendly, create an abundance of new, well-paid, interesting jobs, will actively participate in the community’s social and cultural environment and stay forever”.

“In real life, no foreign investor – nor any domestic one, for that matter – can really fulfill all these criteria. FDI is, at best, ONE of the many components that should be part of the economic developers’ tool box to enhance the economic landscape of a region”. 2 As a result of the competitive global marketplace and identification of the Okanagan’s unique assets, the Commission has identified that the most strategic and sustainable streams of programming to attract investment into the Central Okanagan lies within the recruitment of location independent entrepreneurs and families to the region.

1 BC Stats : Employment by Industry for the Metropolitan Areas – Annual averages Prepared by BC Stats February 2012. Accessed November 19th, 2012. 2 http://www.growourregion.ca/images/file/Investment_attraction/NCER_IA_Strategy.pdf

http://www.growourregion.ca/images/file/Investment_attraction/NCER_IA_Strategy.pdf


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Investment Attraction

Objective: Contribute to the growth of the tech sector in the Central Okanagan


metabridge Partner (Program connecting top Canadian start-ups to Silicon Valley) Provide support to metabridge organization in efforts to identify FDI targets leveraging upon metabridge’s flagship event in June. Leverage metabridge event as a conduit to attract beach-head activities from UK Investment prospects to the region.

• Growth of local tech

companies

• Attraction of tech start-ups to the region

• # of leads

generated

• # of entrepreneurs locating to the region

• # of U.K. inbound

delegations

• # of U.S inbound delegations


Recruitment of skilled workforce & entrepreneurs Facilitate recruitment strategy of Animation start-ups and skilled workforce from U.S. market.

• Attraction of skilled

workforce and entrepreneurs

• # of Central

Okanagan companies with completed Labour Market Opinions (LMO’s)

• # of business start-ups who locate to the region


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United Kingdom Technology Attraction: Upon approval of federal matching funded dollars: Identify established U.K. companies to visit the Central Okanagan (metabridge) Provide assistance with ‘Beach-head’ activity from local companies accessing CDN market Approach & qualify start-up companies in the U.K. looking to expand or relocate to BC Connect with U.K. accelerators

• Identification of

targeted UK companies to attract to the Central Okanagan

• # of B2B matches

• # of B2C matches

Objective: Facilitate the attraction of young families to the Central Okanagan


Alberta Recruitment (Recruitment of Commuter Families) Leveraging increased access of Northern Alberta destinations and strategic partnerships (CHBA, Northern Alberta major employers & YLW), promote the Central Okanagan as a settlement location for commuting families of the oil & gas sector (who then purchase homes, enter school system, purchase consumer goods)

• Increased awareness

of housing options to families looking to locate within BC

• Increase in families who choose to locate to the region

• # of prospects

• # of families who

locate to the region


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Objective: Attract foreign entrepreneurs from the U.K. & Netherlands markets to the Central Okanagan


Foreign Skilled Worker & Entrepreneurial Recruitment Market the Central Okanagan as a place for entrepreneurial location and start-up to foreign markets Promote the region at 4-6 targeted Emigrate shows for entrepreneurial and skilled workforce recruitment

• Increase of

entrepreneurs who locate to the Central Okanagan

• Increase of Central Okanagan presence and awareness in foreign markets

• Develop ongoing database of investment opportunities

• # of foreign

entrepreneurs who locate to the region

Objective: Work collectively to increase knowledge of the Central Okanagan as a place for investment in the global marketplace


Okanagan Valley Economic Development Society (OVEDS) Actively participate in the OVEDS to identify projects to collectively market the Central Okanagan as a place for investment e.g. ICSC – International Council Shopping Centres

• Increase Okanagan

presence in targeted markets

• # of projects

• # of web counts

• # of investment

prospects


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Economic Development Facilitation At the core facilitation speaks to the concept of a business friendly climate and connecting the dots for the economic community. In the case of economic development, this usually implies improved efficiency in the administration, procedures and logistics in the establishment of ongoing operation of businesses. A broader definition includes ensuring the community has the resources and infrastructure in place to allow for the attraction of the enhancement of business. Facilitation is at the core of what economic developers do on a daily basis: that is making it easier to successfully grow a business in the Central Okanagan. This includes providing access to pertinent data and communicating resources available to the business community in the Central Okanagan.

Economic Development Facilitation

Objective: Positively impact the ability for businesses to grow in the Central Okanagan


Gather & Communicate Industry Intelligence Through staff’s direct active participation on various boards, projects and service provision (Small Business Roundtable, IEDC, EDABC, OVEDS, site visitations, Business Walks etc), act as a conduit to collect and distribute industry intelligence

• Stronger engagement

with business leaders

• A more cohesive business climate

• Detailed

understanding of business or sector gaps and opportunities

• Real-time data to

improve policies/programs for business support and prosperity

• # of business

support programs facilitated that address findings

• External rankings

• # of partnerships


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Labour Market Analysis Working in partnership with the Federal & Provincial government, School District # 23, University of British Columbia and Okanagan College to research growth sectors, identify expected shortages by industry and communicate finding to post-secondary institutions

• Completion of

research

• UBCO & OC programming aligned to future employment needs of the Central Okanagan

• Identification of industry target markets for workforce recruitment

• # of implemented

new/updated industry driven programs at UBCO & OC


Air Route Development Working in partnership with Tourism Kelowna, and the Thompson Okanagan Tourism Association (TOTA) participate as an active member of YLW’s route development task force

• Increased

infrastructure/air service

• # of increased air

access/routes


Publications and Resources Develop and distribute economic climate, business enhancement, investment attraction publications and resources

• Increased knowledge

of regional economy, growth sectors and needs of the business community

• Identification of the

region’s business attributes and assets

• # of inquiries


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Communications Deliver COEDC awareness/front window staff sessions to partner municipalities and business support agencies Engage COEDC Advisory Board as a network of communication (industry intelligence, major projects, services etc.) Actively work with and engage key partners, particularly local agencies (public and private) to play a role in promoting the region’s business climate & assets

• Increase stakeholders ability to service clients

• Increase awareness of

COEDC programs

• Facilitate the COEDC as the first point of contact for inquiries

• More effectively serve

clients

• Engaged partners

• # of events supporting targets

• Web and social

media counts

• Volume of media coverage

• % of newsletter

distribution growth

strategic plan - regional district of central okanagan · pdf filethe 2013 strategic plan...

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