Exploring Progressive Solutions:
Innovating Within the Regional Cannabis Sector
A 3-YEAR REGIONAL ECONOMIC DEVELOPMENT PROJECT

PRIORITIZED PILOT PROJECTS, GOVERNANCE OPTIONS &
ACTION PLAN CO-DEVELOPMENT
Prepared for licensed producers & processors
Breakfast Meeting, June 25, 2025
Dr. Tracey Harvey, Selkirk Innovates

Agenda
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Meeting Overview & Introductions
May 30th reflections
Prioritized Pilots & Feedback
Governance Options Report Highlights

9:30 – 9:40 am 10 min break

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Exercise: Co-develop Action Plans
Report Back (key themes)
Wrap-up & Next Steps

May 30th Breakfast meeting survey results
What you told us (8 people responded):
Best part?
• Getting people together in the same room united on a project is incredible
• Round table discussion, hearing everyone's point of view
• Getting everyone together in a room to build community, align on core issues and discuss
our region’s strategy as business owners
Anything missing?
• I'd like more time for the growers to have deeper discussions but overall, the time is
managed well
• This was a very clearly presented meeting with rich informational sharing. Well organized
and easy to participate in the discussion, thank you
• I think the Kootenay Quality Standard / Appellation / Formal Governance pilots are really
all aspects of the same conversation and would require a meeting just on that single
topic. It is something everyone wants but consensus might be tricky.

Prioritized Pilots
#1. “Voices of the Kootenays” – Regional Cannabis Storytelling Campaign
Tied for #1. Kootenay Quality Badge Certification
#3. Team Kootenay International Trade Delegation
#4. “Kootenay Grown” Digital Content Hub
#5. Formalize Team Kooteany - Governance and Funding Model Exploration

“Voices of the Kootenays”
Regional Cannabis
Storytelling Campaign

Image: Tyeson Carmody; Photo from Hightide Mfg website

Purpose:
Establish a regional identity for Kootenay cannabis through compelling
storytelling. Includes video and written content celebrating the region’s
legacy, resilience, culture, community & values
Deliverables:
•5-part docuseries + 2 introductory videos + written pieces (blog?)
•Dissemination plan: roll-out via YouTube, Digital Hub, Instagram,
LinkedIn and email campaigns.
•Partner with influencers?
•Host one live storytelling event (or film fest?)
Timeline: 12 – 18 months
Shoestring Budget: $30,000–40,000 (simpler production, in-house/webbased) vs Ideal Budget: $50,000–60,000 (higher-quality video production,
editing, and outreach)
Opportunities:
•Lots of existing content
•Solid narrative inquiry component for research
•Potential partners: Nelson Museum, Kootenay Coop Radio
•Inclusive; educational; builds authentic connection & helps
normalize cannabis tradition; complements many other pilots
Challenges:
•Working within federal promotional restrictions (keep educational
tone)

Kootenay Quality
Badge (KQB)
Certification
Concept image by Cactus Genetics

Purpose:
Create a regional quality assurance badge for Kootenay-grown cannabis, verifying
artisanal production methods and unique regional qualities; Signals a commitment
to high standards, consistency and trust to retailers and consumers.
Deliverables:
•A grower defined standards document (input types, practices, growing space)
•Official KQB label/logo for compliant producers; badge design + usage
guidelines
•Pilot activation with 5 to 7 producers
Timeline: 12 months (Sept 2025 – Sept 2026)
Shoestring Budget: $20,000–25,000 (DIY design + fewer producers in pilot) vs Ideal
Budget: $40,000–60,000 (legal input, formal audits + more producers)
Opportunities:
•Big advantage in the international market; enhances consumer trust +
differentiates products; promotes storytelling and one day, a trail
•Helps support government engagement efforts & can serve as a precursor to a
regional appellation
Challenges:
•Voluntary & lacks legal authority: difficult to enforce if not tied to legal
designation
•Requires industry-wide buy-in to have impact

Team Kootenay –
International Trade
Delegation

Purpose:
Represent Kootenay producers at international trade shows,
promoting unity, export opportunities, and networking
Deliverables:
•Design + buy or rent a regionally branded trade booth
•Shared regional booth at 2 major events (e.g., Spannabis,
ICBC, Mary Jane)
•Export-focused media kit
•Co-branded swag?
•Follow-up networking webinar
Timeline: 9 months (September 2025 – June 2026)
Shoestring Budget: $25,000–35,000 vs Ideal Budget: $50,000–
60,000 (professional branding, more shows +/or more growers)
Opportunities:
•Uses content from Storytelling Campaign in presentations
•Aligns with Quality Badge & (one day) Export Readiness
initiatives;
•Global visibility, promotes future B2B partnerships;
regional recognition
•Low barrier entry into global markets, momentum builder
for regional export strategy
Challenges:
•High travel costs for participants
•Trade restrictions on international advertising
•THC focused exports may disqualify potential funding

Image: 2025 Spannabis poster

Purpose:
Create shared communication, website and digital
infrastructure that supports all pilots — storytelling, badge,
trade delegation, governance, and future initiatives
Deliverables:
•Discord or WhatsApp group
•Robust website with built-in audience + interactive
features + mobile responsiveness
•Shared resource hub with export, retail, governance +
regional identity materials
Timeline: Discord: now; Web hub: 3-12 months (starting
Summer 2025)
Shoestring Budget: $10,000 - $12,000 (design, content,
admin + maintenance) vs Ideal Budget: $20,000–35,000
(expanded scope to support many overlapping projects)
Opportunities:
•Central to all pilots; one-stop resource, enables
collaboration
•Long-term legacy platform for region
Challenges:
•Requires active moderation and funding past pilot
phase; maintenance + new materials

“Kootenay
Grown”
Digital Hub

Concept image by Cactus Genetics

Formalize Team
Kootenay - Governance
& Funding Model
Exploration
Image: Craft Cannabis Association of BC (CCABC) –
a province wide non-profit industry association

Purpose:
Explore and pilot a formal structure to carry regional efforts forward
(e.g., nonprofit, co-op, alliance)
Deliverables:
•Options report (+ funding opportunities)
•Stakeholder session
•Draft bylaws and structure; Incorporation (optional)
Timeline: Research summer 2025 (2 months); Incorporation summer
2025 – Winter 2026 (9 months)
Shoestring Budget: $8,000 vs Ideal Budget: $12,000
Opportunities:
•This is where it starts
•Secures long-term capacity and funding
•Provides backbone for Pilots 1–10; owns IP
•Supports grant eligibility for wish-list initiatives
•Potential local Partners: KAST (business incubator), Community
Futures
Challenges:
•Need buy-in, ongoing admin costs & time – need a champion!

#

Option

Purpose in 5 Words

Governance Options for a Shared Future

1

Co-op

Shared costs,
democratic control

How should you organize yourselves to
move forward together?

2

Nonprofit Society

Grants, mission first +
inclusive

3

Benefit Company

Business mission +
social good

4

Industry Association

Policy voice + peer
support

5

Marketing Board

Promotion + consumer
awareness

6

Umbrella Model

Flexible, lightweight
collaboration

Who Holds “Team Kootenay”?

We’re not choosing today — we’re
exploring what fits your values, capacity,
and goals
Today is about exploring
What makes sense? What feels possible?
What could grow with the industry over
time?

Governance Option 1: Co-operative Association
A democratic business model owned and governed by its members to
meet shared economic, social, or cultural needs
Key Features:
Member-owned (1 member = 1 vote)
Types: Consumer, Producer, Worker, Community Service
Funding is typically through membership fees, services, and reinvested revenue
Suitable for collective marketing, retail, and services
Benefits:
• Democratic governance model
• Shared ownership, infrastructure & resources

Challenges:
• Less access to grants than non-profits
• Public and member misunderstanding of co-op roles
• Requires high commitment and legal setup

Estimated Start-up Cost: ~$3,300
Annual Maintenance: ~$150–200 (plus volunteer/board labor)
Examples:
BC Craft Farmers Co-op – Advocacy, networking, shared services
Gabriola Ag Co-op – Markets, events, community food programming
BC Eco Seed Co-op – Seed production, pooled resources, education

Option 2: BC Registered Society (Non-profit)
A non-profit entity governed by the BC Societies Act. Cannot operate for profit but can pay staff and reinvest in its mission. Enables
regional coordination and access to funding
Key Features:
Must have a defined non-profit purpose; cannot distribute profits to members
Requires at least 3 directors (1 must reside in BC)
Requires constitution, bylaws, and annual reporting
No owners; governed by a member elected board
Benefits:
• Broad access to public + private grant funding
• Encourages inclusive stakeholder-driven collaboration
• Flexible in scope and project design

Challenges:
• Requires significant unpaid start-up and leadership time
• Funding may be competitive + cannabis stigma could limit eligibility
• Ongoing administration and strategic planning required

Estimated Start-up Cost: $630–$3,330
Examples:
Craft Cannabis Association of BC → a nonprofit supporting small producers and rural economic diversification
Capital Region Food and Agriculture Initiatives Roundtable (CRFAIR) → Sector-building + incubation + collaboration
Cowichan Wineries Society → Place-branding + tourism + events

Option 3: BC Benefit Company
A for-profit business in BC that commits to operating in a responsible, sustainable way with a legally declared public benefit
Key Features
Must identify one or more public benefits; operates with a social purpose embedded in its business model
Must report annually on community contributions
Requires a minimum of 3 directors
Benefits
• Attracts investment more easily than a nonprofit
• Eligible for small business support programs
• Aligns profit with purpose, appealing to values-driven consumers

Challenges
• Higher administrative burden (reports, governance requirements)
• Limited access to nonprofit grants + funding
• Less collaborative than co-ops; no built-in stakeholder democracy

Key Costs
Name registration: $30
Incorporation fee: $350
Examples
Buy Social – Pop-up marketplace for social enterprise products.
Budgie Box – Gift boxes that reinvest profits into Vancouver’s small businesses; highlights producer stories.

Option 4: Industry Alliance/Association/Council
An Industry Alliance (also called a sector council or trade association) is an organization representing sector-wide interests like
advocacy, education, promotion, and coordination
Key Features
Often formed under the BC Societies Act (as a nonprofit)
Focuses on advocacy + collaboration; provides unified sector voice and collective identity
Often dues-funded; may not quality for all grants
Benefits
• Strong platform for industry-wide collaboration and innovation
• Supports sector-specific advocacy and policy influence
• Flexible structure - can handle certifications or trade missions

Challenges
• Limited grant access; relies on dues, sponsorships + volunteerism
• Requires unpaid leadership commitment from within the industry
• Often: advocacy + market standards; less public storytelling

Key Costs: Similar to NPS ($630 - $3,300)
Examples
BC Cannabis Alliance (informal structure) – amplifying the voice of craft growers in policy + regulatory discussions
Wine Growers of BC – Marketing, tourism, and export promotion for 100% BC VQA grape wine
BC Fruit Growers Association – Advocating for orchardist economic sustainability, agricultural supports, and fair crop prices

Option 5: Regional Marketing Board
A promotional (and often) nonprofit typically focused on a geographic area’s products or tourism assets
Key Features
A nonprofit structure dedicated to regional marketing
May facilitate tourism and product awareness
May manage certification marks (e.g., a Kootenay Quality Badge + logos, etc)
Challenges
Benefits
• Requires unpaid leadership + administration
• Coordinates regional brand and identity
• Can be eligible for tourism or economic development grants • Lacks formal authority (unlike statutory boards like dairy marketing)
• Encourages cross-sector collaboration (e.g., tourism, small biz) • Typically don’t provide governance solutions for entire sectors —
their focus is narrower
Examples
Bay of Quinte – Public-private DMO promoting tourism and local industries across several small towns (craft beer, golf, etc.)
Dairy Farmers of Canada – (Legislated) Uses branding (e.g., “blue label”) to market and certify Canadian dairy
BC Apple Industry Marketing Plan – Engagement-based approach to revitalize a regional agri-brand

Option 6: Partnership/Umbrella Organization
Involves collaborating with an existing nonprofit or agency whose goals align with those of the regional cannabis industry, allowing
shared delivery of specific projects under their governance structure.
Key Features
Relies on formal agreement with host
Avoids forming new legal entity

Benefits
• Low start-up cost and faster project timelines
• Access to established governance, admin + networks
• Increases collaborative capacity and innovative opportunities

Challenges
• Reduced autonomy over decisions and implementation
• Relies on trust in partner organization
• Dependent on partner organization’s priorities + staffing

Key Costs
Minimal (mostly related to networking, planning, or shared project costs)
Examples
Craft Cannabis Association of BC & Cowichan Business Industry – Co-developing a cannabis trail
Citizen-led Economic Development Study – Community groups lead rural initiatives with support from nonprofit sponsors

How to Decide?
Consider what matters most to you; dimensions to ponder:
Dimension

Why it Matters

Control & Governance

Do producers want direct say (e.g., co-op) or are they okay delegating to a
membership elected board (e.g., non-profit)?

Access to Funding

Do producers want to pursue grants, generate revenue, or rely on member dues?

Risk Tolerance & Legal Complexity

How much time, admin, and legal complexity are producers willing to take on?

Revenue Generation & Distribution

Do producers want the ability to pay dividends/share profits (e.g., co-op, benefit
corp)?

Branding & Market Coordination

Are producers primarily aiming for regional storytelling, quality assurance,
export, tourism?

Stakeholder Inclusion

Should the model include just producers/processors, or also retailers,
consumers, or institutions?

Use-Case Scenarios
Some scenarios to help you imagine which model fits best:
Scenario A: We need grants and community legitimacy to build sector support
→Best fit: Nonprofit Society
Scenario B: We want shared branding + collective bargaining power
→ Best fit: Marketing Board, Co-op, or NPS with the right bylaws
Scenario C: We want flexibility and minimal overhead while we build trust
→ Best fit: Umbrella or Hybrid
Scenario D: We want to run a business-like operation and share profits
→ Best fit: Co-op or Benefit Company
Scenario E: Our industry has no free time and volunteerism is difficult
→ Best fit: Umbrella Organization or Benefit Company (with paid staff)
Scenario F: We want to include all stakeholders—not just producers and processors, but also retailers and
ancillary businesses
→ Best fit: Industry Association or Nonprofit Society (with broad membership design)

9:30 to 9:40

10 Minute Break

Workshop: Action Plan Development
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5 tables, one for each pilot. Visit all tables, if possible. Rotate as you wish.

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Each station includes:
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A poster or worksheet with pre-filled scaffolding

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A facilitator asking:
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What seems useful/promising or off track?
What could you contribute — or what would you need to see for this to work for you?
Who should lead / be involved? + Do you want to be involved?
What should happen first?
What’s the biggest risk?
How can we tell if it’s working? What does success look like?

Feedback: participants have colored markers for quick visual prioritization or agreement points
(e.g., green = I support, orange = maybe/I need more info, red/pink = I have a concern)

Debrief
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Facilitator from each table group reports key feedback (1-2 themes)

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Summary of cross-cutting insights or tensions

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What are your top 1-2 priorities?

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What working groups are you willing to participate on?

Next Steps
1. Finalize Action Plans
Incorporate today’s feedback into the 5 pilot project plans

2. Develop Workplans
Define tasks, timelines, and people needed to move each pilot forward

3. Engage Government Partners
Share our plans that may align on funding, policy, and support

4. Support Sector Participation
– Request you review the Governance Options Report
• Take a short survey

– Request you join pilot working groups

5. Prioritize and Launch Key Pilots
Begin execution of 2–3 highest-impact projects with strong support