1. GREATER OLIVER NORTH AMERICA’S FIRST AGRICULTURE RESORT AREA “ACTION PLAN FOR SUCCESS” Presented to UBCM September 26, 2005

2. AN EMERGING MARKET  There have existed “capitals” before Oliver became the patented “Wine Capital of Canada”. But what has never been conceived of before, anywhere, is the concept of an AGRICULTURE RESORT area. There are ski resorts, golf resorts, marine resorts, health/spa/inner person resorts. Most resorts consist of one central element with amenities added on. For instance, any ski resort must start with a good hill. Only if that natural feature exists will the hotels, restaurants, and condo developments, etc. take place and be successful.  In the case of the AGRICULTURE RESORT area, the concept of the central element has been expanded to mean the whole of the agriculture industry in Area ‘C’. The whole of Area ‘C’ and the Town of Oliver (Greater Oliver) is the destination. The resort amenities are everything within that footprint that contributes to the resort designation.

3. AREA MAP

4. THE WINE CAPITAL OF CANADA AS AN AGRI-RESORT  Every farm, vineyard, nature trail, bike path, golf course, tourist attraction, restaurant, winery, gallery, is an element of the resort, and of course, it goes without saying, that the sum is greater than the total of its parts.  One art gallery in Oliver will not be a resort. But add the gallery in with everything else in the mélange, and suddenly you have a resort that should, at one level or another, appeal to just about every cultural tourist out there.  All of the lands within Greater Oliver must be considered part of the resort, the planning and development, rules and restrictions, and opportunities must apply throughout.

5. AN AGRICULTURE RESORT It is time to recognize that Greater Oliver has the potential to be an AGRICULTURE RESORT – based on agriculture and supported by tourism. “THE WINE CAPITAL OF CANADA” AGRICULTURE RESORT AREA – A FOUR SEASON’S DESTINATION RESORT

6. WE ARE ON THE CUSP OF A MAJOR CHANGE We ask you to support our new economic vision of the future.

7. WE NEED  Regional, national and international brand recognition for our recently initiated “Wine Capital of Canada”.  A Wine Village Development anchored by a Boutique Hotel and located in the core of historic Oliver that will revitalize and regenerate this fine agriculture based community.  Start-up funding for a South Okanagan Regional Tourism Association with a central reservation system that would serve the interests of our wine industry, the growing agri-tourism, our golf courses, ski hills and tourist accommodations.  Political support to co-venture with the Osoyoos Indian Band, one of the most progressive First Nation Bands in Canada that has ‘set the bar’ for quality developments in the South Okanagan  Recognition by the Ministry of the Solicitor General and the liquor control board of the unique requirements of the growing wine industry.

8. WE NEED  To work with the Ministry of Transportation to implement the South Okanagan Corridor Management Plan that will help us upgrade our regional road network in a manner that enhances the beauty of this valley and it’s accessibility for tourism and agriculture related activities.  To work with the Ministry of Transportation to develop Oliver’s 3,275 foot airport runway located strategically in the heart of Wine Country. This was the first major airport in the Okanagan Valley and continues to be an untapped yet crucial resource for regional economic growth.  The Ministry of the Environment to continue their water stewardship of our threatened wetlands.

9. WE NEED  To sustain Greater Oliver’s ‘rural authenticity’ as our orchards and agricultural lands are threatened by the advent of country estates. This clearly shows up in the statistics of the South Okanagan Real Estate Board.  The Minister of Agriculture and Land, the Agricultural Land Commission (ALC), the Ministry of Tourism, and Tourism British Columbia to endorse our agri-tourism policy for the “Wine Capital of Canada Agricultural Area Plan” in order to protect our farmlands for farming, encourage quality agri-tourism products and the growth of agri-business, festivals and events.  The support of the Ministry of Community Services for a new governance model for Greater Oliver that would provide a coordinated approach for the future asset management of the region’s many physical and aesthetic attributes.

10. A NEW GOVERNANCE MODEL FOR GREATER OLIVER  This Greater Oliver Governance Service (GOGS) would remove many major stumbling blocks to moving forward.  GOGS and GOSC would have a geographic area of 638 square kilometers and include a population base of approximately 10,000 people.  Geographically, the Greater Oliver Governance Service would mirror current boundaries of Electoral Area ‘C’ of the RDOS with the Town of Oliver forming the urban nucleus. The same geographic area would apply to the AGRICULTURE RESORT and the “Wine Capital of Canada” branding.

11. The political structure of the GOGS and the GOSC would be subject to future discussion and debate. HERE IS WHAT IT WOULD LOOK LIKE Greater Oliver Governance Service Greater Oliver Services Commission Economic Development & Marketing Water District Parks & Rec Land Corp. Tourism & Chamber of Comm Airport Authority

12. STRUCTURE With this structure and with the new vision for Greater Oliver, together with a legislated AGRICULTURE RESORT, the Province, the RDOS and the Town of Oliver will benefit equally in the future prosperity of this diverse region.

13. WINE VILLAGE CORE AREA

14. WHAT IT MAY LOOK LIKE

15. WINE VILLAGE ESTIMATED ECONOMIC IMPACTS Estimated Capital Investment Estimated full time equivalent Jobs Estimated Construction Jobs Projected taxes (5 year) Hotel$8.0 M2040$1.00 M Wine School$2.2 M1220$0.20 M Culinary School & Vineyard $3.0 M10 $0.15 M Residential (6)$36.0 M20150$0.50 M Artisan / Retail Outlet$10.0 M5060$0.75 M Infrastructure$6.0 M3200.00 Parks$.20 M150.00 Total$55.40 M113305$2.60 M

16. RURAL OLIVER’S ESTIMATED ECONOMIC IMPACTS Estimated Capital Investment Estimated full time equivalent Jobs Estimated Construction Jobs Projected taxes (5 year) Wineries +Accommodations +Restaurants $50 M135140$2.00 M Airport$5 M1525$0.20 M Infrastructure + Tourism Facilities +RV Parks & Campgrounds $8 M2050 Total$63 M170215$ 2.2 M

17. GREATER OLIVER’S COMBINED ECONOMIC IMPACTS Estimated Capital Investment Estimated full time equivalent Jobs Estimated Construction Jobs Projected taxes (5 year) Oliver$55.4 M113305$2.0 M Area ‘C’$63.0 M170215$2.2 M Total$118.4 M283420$4.2 M

18. SUMMING UP We believe our “Action Plan for Success” squarely aligns with the British Columbia Resort Strategy and the recommendations of the BC Resort Task Force. Our strategic directions go hand in glove with the five strategic directions of the Province, which are: Maintain and enhance British Columbia’s competitive edge in Resort Development Increase Resort Development Support Resort Communities Improve Transportation Infrastructure Build First Nations Partnerships

19. THE END RESULT  Our agriculture base will remain  Agriculture in Greater Oliver will continue to be economically viable  There will be complementary value added agriculture industry business in Greater Oliver  Agriculture and Cultural tourism will be strong giving us a diversified economic base that complements our Wine Village Core Area  Greater Oliver will be a model project for all of the country as a new way for regional self-sufficiency. When our goal is reached to have the Wine Capital of Canada established as the first Agriculture Resort Area in North America anchored by a green, wired, pedestrian- oriented and sustainable Wine Village...