Expression Of Interest – Hotel

Request for Expression of Interest (Non-Binding Process)

2015-EOI-01 Construct and Operate Hotel

Date Issued: May 15, 2015 Response Receipt Location: Penticton City Yards 616 Okanagan Avenue East Penticton, BC V2A 3K6 Closing Date: 2:00 p.m. local time on June 15, 2015

Proposals must be submitted in a sealed envelope plainly marked “2015- EOI-01 Hotel Opportunity” and must be received prior to 2:00 p.m. local time on Monday June 15, 2015. Courier, mail or hand deliveredsubmissions to the Response Receipt Location above.

Fax or email submissions will not be accepted. Submissions will not be opened in public. City Contact: Cathy Ingram, Purchasing Manager Telephone: 250.490.2555 e-mail: cathy.ingram@penticton.ca * Please note: Submissions will not be opened in public. Any proponents that download this Request for Expression of Interest are responsible to check for addenda posted on the City of Penticton’s website at www.penticton.ca/purchasing

Click here to download the E.O.I. http://www.penticton.ca/EN/main/business/tenders-rfps.html

Downtown Penticton speed limits change this month

Jan. 26, 2015

Penticton –  The City of Penticton and Downtown Penticton Association are encouraging local drivers to “slow down and shop a while,” as speed limits in the commercial core are made consistent 30 km/h.

“We want to enhance the pedestrian experience, and make Downtown Penticton a comfortable place for people to discover on foot,” said Penticton Mayor Andrew Jakubeit. “Lower speeds will create a more relaxed atmosphere in our commercial core, and we hope drivers will take the opportunity to slow down and check out Downtown Penticton.”

Speed limits on Martin Street and Westminster Avenue changed after the revitalization project completed last spring, and this kick-started a discussion about creating consistent speed zones throughout Downtown Penticton in line with the Downtown Plan’s aim to create a “pedestrian first” environment.

Public consultation was held during several sessions last summer, and resident feedback helped refine the traffic speed plans. Council endorsed the changes in the fall of 2014, which include 30 km/h speed limits on:

  • Main Street – 100 to 700 blocks
  • Martin Street – Lakeshore Drive to Wade Avenue
  • Winnipeg Street – Lakeshore Drive to Wade
  • Ellis Street – from the roundabout to Wade
  • Westminster Avenue – from Winnipeg, along Front Street to the roundabout
  • Veterans Way
  • Backstreet Boulevard
  • Nanaimo Avenue – from Winnipeg to Ellis
  • Wade Avenue – from Winnipeg to Ellis

“The Downtown Penticton Association is happy to support such an important initiative, we want everyone to come Downtown and enjoy themselves, and speed is a dangerous issue and we are hopeful this will help,” said Kerri Milton, Executive Director of the Downtown Penticton Association. “The best part is as you slow down, you start to notice all the amazing stores and restaurants we have Downtown. Slow down and shop Penticton.”

A map of the area is available online at www.penticton.ca/downtown.

Penticton Reduces Business Tax Multiplier.

Now is an even better time to locate your business in Penticton, especially now as the City moves ahead with a four-year plan to reduce the business taxes.

This will be achieved by reducing the “business multiplier,” shifting the burden of taxation away from commercial and industrial classes to make Penticton the most affordable municipality in B.C. with a population its size.

The change will step the multiplier down evenly from 1.667 to 1.5 – well below the 2.0 level recommended by the Canadian Federation of Independent Business.

Penticton has the 11th lowest property tax gap in B.C., and the change will make the City the most competitive in the Okanagan Valley and among the top 5 in the province – far and away more affordable than municipalities of comparable sizes.

Learn more at: http://www.penticton.ca/EN/meta/city-news/news-archives/2015_Archives/city-finalizes-budget-with-1.3-increase.html

Penticton Minor Hockey President Resigns

Penticton Minor Hockey sees Resignations at the Top.

Longtime President Bruce Judd resigned from the Penticton Minor Hockey Board this week after the Society’s H.R. Committee recommendations for a new Administrator were turned down. The Committee spent several weeks interviewing Candidates including Pam Anderson who was the Administrator during the time of the alleged theft by then Treasurer Sandy Elder. Elder has since passed away. Sources tell Penticton Online, two other Board members also resigned at the same meeting.

Leading Your Business to the Next Stage

Leading your business to the next stage: Entrepreneurial Organization

Transitioning from a small business to an entrepreneurial organization is a critical step in every entrepreneur’s career. This isn’t just a matter of semantics. Small businesses rely on the entrepreneur’s individual characteristics – their drive, skills and ideas – whereas an organization has the processes, structure and infrastructure to continue to grow and prosper beyond what one individual can accomplish.

TEC speaker Michael Canic offers five processes that each entrepreneur must lead his or her organization through to truly become an entrepreneurial organization.

1. Operations: From heroic efforts to heroic processes
To successfully transition to an entrepreneurial organization, a business needs to develop processes that are effective, efficient and scalable. While there will always be a need for heroic efforts, they should become the exception. Heroic processes should be the rule. The challenge for the entrepreneur becomes how to create processes that capitalize on what has been learned from heroic efforts, and capture it to be used again.

2. Value Creation: From one-hit-wonder to hit-making machine
The maxim of constant innovation is proudly carried by some of the world’s biggest brands and is often associated with flashy new products, but it doesn’t simply apply to expensive initiatives. Your business has a product or service that’s unique, but it won’t be unique forever. An entrepreneurial organization leverages its team to find ways to differentiate itself from the competition. It improves on customer relations, means of production, or other elements to consistently offer the best experience.
Leaders can transition their business from being a one-hit-wonder to a hit-making machine by creating value at every step.

3. People: From performance mayhem to performance management
Transitioning to an entrepreneurial organization means instituting a solid foundation of performance management that helps employees give their best. Communication is at the heart of this. Your people need to know the answers to these questions: 1) Who do I report to? 2) What am I responsible for? 3) What are our company goals? 4) How do I support those goals? 5) How will I know if I’m doing a good job? 6) What support will I receive to help me improve?

4. Finances: From watching the cash to wagering the cash
Most fast-growing companies know to be protective of their cash and they know that fast-growing companies are likely to die not because of the P&L but because of cash flow. This dichotomy can produce a conservative view towards investment. Without sufficient investment a company’s ability to grow will be limited, so you need to be willing to wager your cash on the right investments.
How do you pick the right bets? Embrace the dynamic tension that results when considering both information and intuition; assess opportunities with both “I’s.” Use information but don’t dismiss the learning that underlies intuition; in other words, value your intuition but don’t disregard the richness of information.

5. At the top: From leadership icon to leadership team
You are not scalable. At some point your business will outgrow your capability to do it all. That’s why you need to extend your company’s leadership beyond yourself to a true leadership team; people with the right skills, traits, motives and values to oversee and transform your business. Yes, you’ll need to relinquish some control. Yes, they might not do things exactly as you would. And, yes, they simply might not be as good as you. But you still can’t do it all. So find the best people you can, support them, develop them, and then let them help you win.
Small and medium-sized enterprises are not the same. Growing from small to medium-sized means transitioning from an entrepreneurial business to an entrepreneurial organization. This requires some major changes to how you, as an entrepreneur, think about operations, value creation, people, finances and your own role. Are you committed to making the transition?

Leadership during change

Change is inevitable, but how we manage change can often define us. Adrian Davis, TEC Canada speaker, recently spoke about the need to harness change within a business’ culture and his powerful lessons should be used by all of us during periods of change.
Often during times of great change we focus on the business crunch, the numbers, and forget about the soul of a business: its culture.
What is culture to a business? If you’re in a position of leadership you’ve certainly heard the word. You probably even have a pretty comprehensive understanding of what the term means.
Culture is how you run your business. It’s your business practices, values and beliefs. It’s the community built around your organization and customers. Every company culture is different because every business is different. During times of change, culture often shifts as well. Will it be positive? Can you maintain the best of your current culture? How can you avoid detrimental changes?
To understand how change is affecting your business culture, you need to fully grasp the change being undertaken. Be it changing communication systems, customer service strategies, updating policies, company goals, or employees, as a business leader you need to watch for signals that the change will also impact your organization’s culture.
Creating a culture involves aligning goals. The perfect culture will align the goals of your customer, the goals of your employees, and your goals as well. Find out what these goals are and how they best fit together. The best way to find these goals is to encourage open, unfettered communication, and welcome collaboration. It’s the first step to a better culture, and a better business.
You can manage your culture in a number of different ways:
First, begin to build your company’s culture straight from the hiring process. Hire for passion and commitment, hire for fit in the culture you’re developing or maintaining, and hire for experience.
Second, define your values and communicate them to everyone in your business. Maintaining your values during change depends on how well you can articulate them. Find out what your customer values are and see where common ground exists.
Third, your employees need to continue exploring skills, techniques, programs, and technologies that will make them more valuable and keep your business relevant.
Fourth, collaboration is critical to innovation, trust building, and a successful company culture. Employees and customers become more invested in your organization when they feel listened to, and listening is the first step towards collaboration.
Finally, make sure to examine your relationships with customers during periods of change. Ensure that changes within your organization don’t have negative impacts on those relationships and that your customer service strategy fits your company’s culture.
During times of change, leadership can mean the difference between success and failure, so don’t let change control you; you control the change.

Executing for Results

prosen book

Executing for Results

Bob Prosen author of Kiss Theory Good Bye, a number one best seller on Amazon stopped in the Okanagan recently to share his views with the region’s business leaders on how working your plan will achieve a better return on your bottom line. Prosen walked through a nine step plan he developed while overseeing such companies as Hitachi, Sabre and NCR which included identifying your business objectives right through to execution and tracking. Key in the message is, the people you surround yourself with determine your success and no doubt impact profit. Enabling your reports to succeed involves accountability and removing any barriers to success. Employees that haven’t reached success need to be asked when they will and those that already have, need to be asked how they got there.
Have you asked lately?
I spoke with Paulette Rennie, President of Valley First she commented…”I truly enjoyed Bob’s presentation and his philosophy on execution is in my view precise and logical for any business leader. This is how he summed it up for me.”
Creating a Vision for your company is vital and to ensure you have strategies and objectives set to create your business plan are key factors. However, it’s all about execution. Having an engaged workforce who can clearly articulate the goals of your company and understand their roles and what they are accountable and rewarded for will be the fundamental elements to your success.

Prosen believes your customers can be placed into two categories. Those (approx. 75%) that buy because they have a problem that needs addressing and those that have a real need. In theory if you can solve your customer’s problem(s), which will build trust and credibility with them and make it more likely they’ll return to do more business. You shouldn’t be worried about the possibility of lost sales in this case, you are building for the long term. One such step to achieve this is through content marketing, where you supply your customer with practical information to solving their issues but carries no price tag with it. “Content” marketing is the future, it may also include your clients’ lifestyle needs (tips for getting out of a sand bunker anyone?). It is all about rapport. One such content company is Media Cooler Inc. headquartered in Kelowna. They house a library of topics to choose from written by qualified journalists from across North America. Simply packaging this information along with your recommendations is an effective way of getting in front of your client and building trust.
Evaluate your effectiveness in customer loyalty.
Do you have a loyal customer base?
Do you know what to do to maintain loyalty?
If not, what are your plans to ensure they only buy from you and how will you measure your success?
Tip: One measuring stick is how many testimonials you have.

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