coastal strategy for the west coast vancouver...

OverviewValues & PrinciplesVision, Goals, ObjectivesPriorities & Action Plans

West Coast Aquatic 2012

COASTAL STRATEGY FOR THE WEST COASTVANCOUVER ISLAND

vision and approach.

We look forward to pursuing this Strat-egy’s vision of a place where people are working together for the benefit of cur-rent and future generations of aquatic resources, people and communities, reflecting the principles of Hishukish tsawalk (Everything is One) and Iisaak (Respect).

Thank you / Klecko Klecko!

This Coastal Strategy also respects jurisdictional authority, aboriginal title and rights, and existing regulatory processes and plans. It does not fetter the decision-making ability of relevant Ministers, Elected Officials, or Chiefs, or supersede management plans, Treaties, or other agreements. Rather, it provides the best available guid-ance, knowledge, and tools to support decision-makers.

As a board, we recognize the interde-pendent nature of the environment, society, and the economy. Each is dependent on the other for long-term health and wealth. It is our hope that this Strategy and its implementation will ensure a healthy, diverse and abun-dant ecosystem, reduce the complexity and costs associated with resource management, and retain the necessary flexibility and stability for economic development and community well-being. We believe that these goals are not contradictory – in fact we believe that seeking compatibilities will be the cornerstone of innovation and produc-tivity in the 21st century.

The Strategy should be viewed as the foundation for further partnerships and innovation. The process of develop-ing it has already produced a number of concrete results, including jobs and training, healthier species and habitat, stronger partnerships and pride, in-creased knowledge and awareness, and improved governance. We are excited to continue to coordinate and support partnerships related to implementation, monitoring and adaptation.

We would like to thank the many indi-viduals and partners who contributed to the production of this Strategy. This process has demonstrated that diverse interests can work together on future management and planning. We encour-age those involved to continue their involvement in the Strategy and we welcome new partners who share our

As members of the West Coast Vancou-ver Island Aquatic Management Board, we are pleased to present this Coastal Strategy for the West Coast of Vancou-ver Island (WCVI) region.

The WCVI region is one of the richest and most diverse aquatic ecosystems in the world. This Strategy was developed to address opportunities and risks related to the health and wealth of its environment, communities and busi-nesses.

The Strategy assists current and future governments, communities, sectors, and other partners interested in the health and wealth of the area by provid-ing:• A description of a shared vision and values for the area;• An outline of shared principles, goals and objectives;• Action priorities and plans;• A shared knowledge base; and,• Decision-support tools and models.

The focus is on aquatic resources, which by their nature are dynamic and linked to many different jurisdictions, communities, sectors, and species. As such, this Coastal Strategy will require commitment, knowledge, and resources from many partners over time to imple-ment.

It is not our expectation that each gov-ernment, community, sector or partner who support the plan in principle will be bound to implement, monitor, or enforce all of it. Nor have we tried to capture all of the activities undertaken by various groups. Rather, we have included specific resourcing commit-ments in project charters associated with priority action areas. Partners are able to choose the elements of the Strategy they will help implement by defining their specific roles within these initiatives. Commitments are expected to evolve over time as priorities, pro-jects, and partnerships evolve. West Coast Aquatic. 2012. Coastal Strategy. West Coast Vancouver Island. West Coast Aquatic: Port Alberni. pp. 43.

Dear Reader,

This Strategy re-affirms Canada’s role as a world leader in oceans and marine resource management, supporting its commitments in Cana-da’s Oceans Act (1996). The Act outlines the collaborative development and implementation of plans for the integrated management of Cana-da’s coastal regions.

Elements of this Strategy related to an agency’s jurisdiction are subject to the final decision making authority of the responsible ministers of the Governments of Canada and British Columbia, as set out by law.

This Strategy and its support in principle do not in any way define or limit any aboriginal rights of the Nuu-chah-nulth First Nations, and will be without prejudice to the positions of parties with respect to aborigi-nal title or rights.

Legal Context

West Coast Aquatic’s Terms of Reference states:The objective of the Board is to lead and facilitate the development and implementation of a strategy for the integrated management of aquatic ecosystems in the management area, in a manner consistent with stat-utory authorities, policies, standards, and processes, which will: • protect, maintain and rehabilitate aquatic resources • manage aquatic resources on an ecosystem basis• respect and protect First Nations’ food, social and ceremonial re-quirements and treaty obligations • support a precautionary approach to aquatic resource management• consolidate information relating to different aquatic resource uses and utilization to provide a holistic picture of the health of ecosystems within the management area• integrate expertise and knowledge from First Nations, local, scien-tific, and other sources • ensure opportunities for coastal communities and other persons and bodies affected by aquatic resource management to participate in all aspects of integrated management, protection and restoration of aquatic resources • foster initiatives that maintain or enhance opportunities for coastal communities to access and benefit from local aquatic resources, while achieving sustainable social, cultural, and economic benefits from the integrated management and harvesting of aquatic resources for British Columbians and other Canadians.

Purpose

Contents

PART 1 - OVERVIEW

01 Introduction

1.1 Marine Transportation

02 Implementation

03 Recognition of Context and Scale

04 Monitoring, Evaluation and Term

05 Geography 5.1 Scope of the Strategy 5.2 Area Overview

5.3 Biophysical Overview of the Area

06 Process Overview 6.1 Steps and Timeline

6.2 Engagement Approach and Methods

6.3 Engagement and Review Process

07 Coastal Strategy Outline

PART 2 - VALUES AND PRINCIPLES

08 Values

09 Principles

PART 3 - VISION, GOALS, OBJECTIVES

10 Vision

02

03

04

06

06

07 07 07

08

10 10

11

12

13

16

17

20

11 Goals and Objectives

11.1 Goal 1: Healthy and Abundant Species and Habitat

11.2 Goal 2: Economic Development and Diversification

11.3 Goal 3: Awareness, Knowledge, Skills and Technology

11.4 Goal 4: Safe Waterways and Modern Infrastructure

11.5 Goal 5: Vibrant Communities, Recreation, Culture

11.6 Goal 6: Governments, Communities, and Businesses Working Together

11.7 Goal 7: Monitoring, Enforcement, and Adaptive Management

PART 4 - PRIORITIES AND ACTION AREAS

12 Background

13 Priorities

14 Action Plans

14.1 Bringing People Together To Develop Action Plans And Recommendations

14.2 Developing Projects to Advance Action

14.3 Developing Long-term Self-sustaining Ventures

14.4 Advancing Governance

15 Glossary of Terms

16 Appendix A: Engagements and Partnerships

17 Appendix B: Detailed Vision Statement

21

21

22

23

24

25

26

27

30

31

32

32

35

35

37

38

40

42

O1/PART 01OVERVIEW

This section introduces the Strategy and discusses its implementation, history, and format. It also provides background on the West Coast.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(01) IntroductionThe West coast of Vancouver Island is one of the rich-est and most diverse aquatic ecosystems in the world. With some of the highest rainfall and the second larg-est fish catch in North America, presence of a third of the world’s marine mammal species, and other species migrating to the area from both the north and the south, it is a global treasure. But like many coastal areas throughout the world, the WCVI region faces large challenges and difficult questions.

In 1995, leaders from diverse governments, businesses and communities began to discuss these questions. In 1997, they came together in a future search conference and gave birth to a shared vision: a regionally-based management board that would address issues through an ecosystem approach and provide a bridge to Treaty settlement with First Nations. The development and implementation of such a body would serve as the main mechanism to bring together the broad range of community, business, science and management priori-ties, activities, and processes that were disjointed and in some cases overlapping or in competition with each other.

This management board was formalized by Federal, Provincial, First Nations, and Local governments as the West Coast Vancouver Island Aquatic Manage-ment Board (later shortened to West Coast Aquatic) in 2001. West Coast Aquatic became the first integrated ecosystem body recognized under Canada’s Oceans Act (1996) and one of the first of its kind in the world. West Coast Aquatic’s purpose was (and continues to be) to provide a forum for coastal communities and other bodies to work more closely with governments to implement an ecosystem approach to aquatic resource management. The primary objective was to create an integrated coastal strategy.

From 2002 to 2005, the West Coast Aquatic spirit started to forge its own path. Governments, business-es and communities that had not previously worked together were seeing the benefits of collaboration and how implementing an ecosystem approach would work. The Board focused mainly on projects and policy discussions, trying different roles and activities as it established its identity and niche. In 2006 the Board evaluated its progress, role and purpose.

“With some of the highest rainfall and the sec-ond largest fish catch in North America, pres-ence of a third of the world’s marine mammal species, and other species migrating to the area from both the north and the south, it is a global treasure.”

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012OVERVIEW02

In 2007 and 2008, West Coast Aquatic focused its en-ergy on formulating an action plan for completing its objective of developing a Coastal Strategy. It laid out a plan and gathered the necessary resources and com-mitments to make it happen. At the same time, West Coast Aquatic continued to produce interesting and useful projects and partnerships, producing tangible short-term benefits to the region.

After building a foundation of project success and gath-ering adequate funding and momentum, in 2009 West Coast Aquatic set out in earnest to produce a Coastal Strategy for the area. It launched the Tsawalk Partner-ship (tsawalk is the Nuu-chah-nulth word for “one”) and set out to expand its network of relationships and partnerships. From 2009 to 2012, West Coast Aquatic demonstrated its purpose and identity by gathering knowledge and information from over 700 people and groups.

The resulting Coastal Strategy includes a vision, goals and objectives for the West Coast of Vancouver Island. Core values are identified to guide actions and deci-sions. Action Plans are outlined for making positive and forward progress toward the vision. Information, frameworks and tools are provided that help support decision-making now and in the future.

The Coastal Strategy for the West Coast of Vancou-ver Island represents one of the most comprehensive approaches to coastal challenges amongst different marine planning initiatives in the world. It includes marine spatial planning, risk and vulnerability assess-ment, sustainable economic development, monitoring, and focuses on keystone species such as salmon. This strategy represents a vast amount of work and was completed with a wide variety of partners from all seg-ments of society.

The original spirit that regional leaders created in 1997 has grown, evolved, and matured. As WCA works to-wards having the Strategy endorsed, its unique nature will evolve again. Yet through these changes its identity and vision remain strong and clear:WE – people who care about the West Coast working together.SEA - a healthy aquatic ecosystem, including abundant species and habitat, vibrant coastal communities, and thriving businesses.FUTURE – social and economic activities in harmony with each other and nature, based on knowledge, in-novation, technology, partnerships, culture, and good governance.



(02) ImplementationIn British Columbia, there is no single legal authority for implementing ocean and coastal activities. There are numerous Federal and Provincial agencies that have a mandate related to marine health, and local governments also have authorities related to marine health and use. In addition, the title and rights of First Nations is evolving through court cases and treaty set-tlements.

In some cases legal jurisdiction is national or inter-national in scope. For example, many of the laws and protocols for shipping begin internationally. Canada participates in the international process of deciding on shipping rules and then adopts what is produced into Canada’s Shipping Act (2001).

Finally, some aspects of marine decision-making re-sponsibility rest with distinct authorities. For example, the Western Canadian Marine Response Corporation (WCMRC) http://www.burrardclean.com/ is the entity responsible for oil spill response. All oil tankers pass-ing through BC waters are registered, pay fees, and must have a current OSR filed with the Chamber of Shipping (under a contract). Similarly, Port Authori-ties have jurisdiction over many elements of specified marine areas.

In part to address and help coordinate this complicated range of legal authorities, WCA was given a mandate to produce and implement an integrated strategy for the WCVI area. While West Coast Aquatic has this mandate, it does not hold the legal authority required to implement all aspects of the Strategy. This is not an issue for elements where legal authority is not re-quired for implementation. For instance, many issues and strategies can be implemented through education, projects or dialogue.

For elements that require legal jurisdiction, the Strat-egy is designed to act as a guide and tool for deci-sion making by appropriate authorities. For example, towns have jurisdiction regarding land use planning and zoning within their areas. During Coastal Strategy development, they identified coastal erosion as a key issue. One of the Coastal Strategy products is a map showing the susceptibility of areas to coastal erosion. This product supports towns in zoning those areas as

inappropriate for development or subject to certain by-laws or codes that mitigate the risks.

In building the Strategy, West Coast Aquatic set out to identify some specific regulatory decisions and associated needs, so that products and tools could be constructed in such a way as to support particu-lar decision-making processes. However, given the significant number of authorities involved, it was not possible to do this in all cases.

The breadth of work means that this Coastal Strategy will require commitment, knowledge, and resources from many partners over time to implement. Govern-ments, communities, sectors and other partners who support the plan in principle are not expected or bound to implement, monitor, or enforce all of it. Specific resourcing commitments are included in the project charters related to priority action areas. Partners are able to choose the elements of the Strategy they will help implement by defining their specific roles in project charters. Commitments are expected to evolve over time as the priorities, projects, and partnerships evolve.

In coordinating Strategy implementation, WCA is com-mitted to liaise, coordinate with, and support existing and developing policy, management, allocation and planning processes to achieve efficiencies, reduce overlap and duplication, increase capacity, and facili-tate better relationships and decisions.

West Coast Aquatic will continue to enter into agree-ments with or establish working arrangements with other organizations, agencies, and bodies affecting or affected by aquatic resource management in the management area.


This Coastal Strategy will re-quire commitment, knowledge, and resources from many part-ners over time to implement.

“


The WCVI is a large area representing a defined marine ecosystem. However, ecological, economic, social and administrative processes often are not contained by ecosystem boundaries. Many issues and sectors are managed at local, Provincial, national, or international scales. The ability to plan in the WCVI is affected by, and affects, other areas and decisions. To the greatest extent possible, this Strategy will be implemented with awareness of the need to reflect both the local WCVI contexts, and the broader contexts within which the WCVI exists.

Each element of the Strategy has a different term.• A description of a shared vision and values for the area; (10 years)• An outline of shared principles, goals and objectives; (10 years)• Action priorities and plans; (5 years)• A shared knowledge base; (updated regularly)• Decision-support tools and models (updated regu-larly).

Within the first two years, the WCA Board will establish a monitoring and evaluation framework based on spe-cific measures of success. The framework will include a process for reporting results to the public.

(03) Recognition of Context & Scale

(04) Monitoring, Evaluation & Term


5.1 Scope of the StrategyThe geographic scope of the Strategy corresponds with Nuu-chah-nulth Ha-houlthee, which extends seaward from Cape Cook on Brooks Peninsula to Solander Is-land, to the international boundary along the entrance to Juan de Fuca Straits, then true north to Sheringham Point. Inland boundaries generally follow the height of land along watersheds dividing Vancouver Island.

5.2 Area OverviewThe West Coast of Vancouver (WCVI) is a unique and rich marine ecosystem that is valuable to residents, Canadians, and the international community. It pro-vides food, energy, money, water, culture, tourism, rec-reation, commercial fisheries, transportation routes, and knowledge.

The WCVI area stretches along approximately 300 kilometers (as the eagle flies) from Brooks Peninsula Northwest of Kyuquot Sound to Southeast of Shering-ham Point including Port Renfrew.The WCVI marine area extends from the high water mark in intertidal and estuarine zones offshore to the 200 nautical mile limit of the Exclusive Economic Zone (EEZ) or the interna-tional boundary in the Juan de Fuca Strait.

WCA’s geographic scope reflects the ‘Ha-houlthee’ (ter-ritorial wealth) of fifteen Nuu-chah-nulth Nations. It is divided into several regional districts with most of the WCVI located in Alberni-Clayoquot, which has 30,664 residents across a 6,597km2 area. The Cowichan Valley Regional District, Capital Regional District and Strath-cona-Comox Regional District also have governance boundaries that include small portions of the coastline of WCVI.

Nuu-chah-nulth people have survived and thrived along the WCVI coastline for millennia, supported by rich and diverse coastal and ocean ecosystems. These include rain forests, extensive systems of rivers and lakes, a coastline of glacially-carved fjords and inlets with important and distinct hydrological and oceanographic characteristics, a coastal ocean that is among the most productive in the world, and a beauty and meaning that transcends any accounting of its parts.

The WCVI area contributes an estimated economic value in excess of $620 million Canadian dollars (CDN) annually from diverse ocean activities (Gislason 2007). Some of these activities are significant nationally and internationally. For example, The WCVI is one of North America’s most important recreational and commercial fishing grounds, second only to Georges Bank with the highest commercial volume of fish harvested in North America. There are a number of finfish, shellfish, and marine plant aquaculture operations in the area, producing over 20% of BC’s total aquaculture volume. There is potential for alternative energy sources (wind, hydro, tidal) as well as oil, gas, and frozen methane exploration and development. There is also mining potential (including seabed minerals) and forestry use. The area has the highest rainfall in Canada and a large diversity of types and forms of water. Oceans sci-ence, technology, and research are also key activities bolstered by institutions such as the Bamfield Marine Sciences Centre and Project NEPTUNE.

Nuu-chah-nulth people have survived and thrived along the WCVI coastline for millennia, supported by rich and diverse coastal and ocean ecosystems.

(05) Geography


5.3 Biophysical Overview of the AreaAt >49°N latitude, the WCVI marine area incorporates most of one of the three Marine Ecoregions in British Columbia - a sea extending from West of Vancouver Island to the 200 nautical mile Exclusive Economic Zone. It includes portions of four of the 12 Ecosections within the British Columbia Marine Ecological Classification -- Vancouver Island Shelf, the Continental Slope, the Juan de Fuca Strait, and the Transitional Pacific.

Geologically, the region is formed by dynamic and powerful processes. The Juan de Fuca Plate is being pushed and is sliding underneath the North American Plate. This process, called subduction, has helped form the Vancouver Island and Olympic Peninsula mountain ranges. The coastal landscape has also been funda-mentally influenced and shaped by the advance and retreat of various ice sheets. The most recent of these was the Cordilleran Ice Sheet, which retreated by 15,000 years ago.

The characteristic coastal fjords and headlands are surrounded by mountains covered by coastal temperate rainforest. All of the fjords are estuarine to some degree meaning that freshwater flows into a marine salt water area and are therefore influenced by stream flows that peak during the winter due to heavy rainstorm events. These estuarine environments are highly productive ecosystems due in part to the nutrients that flow from rivers; they are also highly dynamic and as a result the region has a high level of marine biodiversity compared to other marine and coastal areas at similar latitudes around the world.

The region’s mild climate is moderated by the effects of the North Pacific Ocean, which includes atmospheric heating during winter, cooling during summer, and considerable rainfall from the saturated Pacific air. Temperatures range from 0 °C in January to between 28–33 °C during summer months. Henderson Lake is one of the wettest places in North America with average annual precipitation ranges of about 6,650 millimetres. Precipitation is heaviest in the autumn and winter. Snow is rare at low altitudes but is common on mountaintops in winter.

Sea level is influenced by many factors including global ice budgets, thermal expansion of seawater, and crus-tal loading, subsidence, and rebound. In addition, the WCVI and the adjoining Vancouver Island Shelf are fully exposed to the waves of the North Pacific Ocean. This

affects both the geomorphology and the coastal and ma-rine biota. The continental slope along the West Coast is characterized by strong turbidity currents flowing across and down the slope.

Summer upwelling of nutrient-rich water from the adja-cent deep sea enhances the productivity of the area. As such the marine area of the WCVI has more than 60,000 known species, including an estimated:• 371 species of fish • 37 species of marine mammals• 50,000 species of bacteria • over 6500 invertebrate species (236 crustacean spe-cies, 3694 gastropod species, and 191 mollusc species)• between 530 to 979 macroalgae species• one of the highest kelp diversities in the world • 481 observed zooplankton species• Between 371 to 409 marine fish species, with 25 spe-cies known to occur in both fresh and saltwater• 30% (37) of the world’s 125 marine mammal species including killer whales, grey whales, and humpback whales, and, • a rich diversity of seabirds including albatrosses, pet-rels, fulmars, shearwaters, storm-petrels, phalaropes, skuas, gulls, terns, murres, guillemots, murrelets, auklets, and puffins.

Several other factors explain the relatively high species diversity. These include high habitat diversity at different scales, high spatial and temporal variability of regional and local oceanography, the overlap of northern and southern species ranges associated with the coastal oceanographic transition-zone of the North-East Pacific, and the high productivity of coastal and ocean waters.

Over millennia, profound ecological changes have de-fined the natural and cultural histories of the region. Its biota began arriving, developing, and departing long be-fore geological processes had finished forming the mod-ern landscape, which occurred about two million years ago. The arrival and fluctuations of human populations within the last 10,000 years has strongly influenced and shaped the ecology of the area.


When Europeans arrived in the 18th century human activities and exploitation of the area has undergone various phases, some of which have had large impacts. Most extractive activities have undergone boom and bust cycles, and in general human stressors have increased. Despite the general productivity of British Columbia’s coastal oceans, populations of many species have been declining with increased human presence and activity.

WCVI salmon stocks are keystone species that indicate change in marine and terrestrial environments. They have undergone declines in abundance and/or size in many parts of the region. A further fourteen of the thirty-seven mammal species are at risk of extinction. There are also numerous birds, other fish and plant species at risk or threatened. The reasons for these de-clines are complex and differ among species and stocks, but increasing pressures of various kinds, including both local and global changes, need to be addressed in order to reverse trends.


6.1 Steps and TimelineThe following table outlines WCA’s phases of coastal strategy development.

(06) Process Overview

• Strategic Planning• Project proposal and WCA Board consensus to proceed

• Fundraising• Staffing• Partnerships• Work plans

• Identifying participants• Engagement methodologies and tools• Interviews• Literatures reviews• Data requests• Meetings

• Social Ecological Assessment• Atlas• Conflict and Compatibilities Table

• Zone types, objectives, and activities• Identifying ecologically significant areas• Identifying important human use areas • Human use conflict and compatibility assessment frame-work• Ecological risk assessment framework and model• Ecological and Socioeconomic System and Indicators• Other models and tools

• Values and principles• Vision, goals, objectives • Priority strategies

• Establishing metrics for evaluating spatial planning scenarios• Current and Future Spatial Scenarios in Clayoquot and Barkley Sound• Strategy options

• Selecting preferred spatial scenario• Selecting preferred strategies

• Setting Project Charters related to preferred spatial scenario and strategies, including tasks, leads, timelines, & resourcing.

• Coastal Strategy

• Tracking implementation of Project Charters• Monitoring key indicators• Periodic reporting• Adaptive management

01. Commitment

02. Resourcing

03. Relationship development, initial engagement, and knowledge collec-tion

04. Knowledge analysis

05. Development and review of Framework for Spatial Planning, including development of methods and tools

06. Development and review of a guid-ance framework and priority strate-gies

07. Application of planning methods and tools to produce draft products

08. Discussion and negotiation related to draft products

09. Implementation planning

10. Recommendations and ratification

11. Implementation and monitoring

Phase Activities & Products Timeline

2007 - 2008

2008-2009

2009-2011

2011

2011-2012

2011-2012

2012-2013

2012-2013

2012-2013

2012-2013

2013+


6.2 Engagement approach and methodsAs a forum for coastal communities and other persons and bodies affected by aquatic resource management, the WCA Board reflects key sectors, governments, and communities. Each of the board members has link-ages to many partners and constituencies.

At the beginning of developing this Strategy, WCA cre-ated the Tsawalk Partnership to broaden the circle of those involved. A central pillar of this Strategy has therefore been partnerships and engagement. A list of the main sector groups, agencies, communities, and other partners are listed in Appendix A.

The main methods used for engagement have included:• Reviewing information. Many groups have done a considerable amount of work in developing strategic plans, policies, visions, and others statements regard-ing their key goals, interests, and work. Others have done research or other work relevant to coastal plan-ning. We undertook a thorough review of these docu-ments so that we could understand and build on work that had already been done. • Providing Information. If presented in accessible formats, information can increase awareness and understanding of the coastal area, its management is-sues, and the causes and solutions to problems. Good

information encourages participants to become in-volved and/or change beliefs, decisions or actions. We provided information through web and tv videos, board meeting packages, news articles, websites, monthly newsletter, presentations, and events.• Dialogue. Dialogue is a two-way process with op-portunities for both giving and receiving beliefs and information. It helps shape the identification, analysis, and action plans around key issues and opportunities. We held individual interviews and surveys, as well as community, sector and board meetings, symposium, and events in order to create dialogue. Almost all our staff and many board members are from or live in the region, or work with different agencies or sectors, creating opportunities for informal and unplanned dialogue. • Partnerships and Protocols. Partnerships and proto-cols are about working together to achieve a common goal, project or set of mutual interests. We engaged with various partners to complete specific background products and deliverables. This allowed us to leverage our resources and learn from the experience of others. • Projects and Results. Nothing speaks more clearly than examples. We focused on making tangible pro-gress on key goals as a means of engaging people and demonstrating our commitment and ability to deliver.


SECTORS BOARD

BOARD SECTORS

BOARD BOARD

SECTORS AUTHORITIES

Knowledge gatheringRelationship development

Track input and responsesRevise based on input

Review first draft and provide comments

Further reviews or endorse-ment, as appropriate

Review second draftApprove for formal public

feedback period

Final recommendations

Review formal draftProvide comments

Formal response

6.3 Engagement and Review ProcessThe engagement and review process for various Coastal Strategy Sections and products was as follows, with “sectors” referring to communities, industries, agencies, and the public:


There are four Sections of the Strategy and a number of supporting appendices and reports.

Part I is introductory, including background on purpose, scope, legal scope, implementation, process, and area overview.

Part II includes a description of values and principles for the area. Values describe the practical behaviors that are believed to lead to the vision. Principles pro-vide guidance for recommendations and decisions.

Part III includes a description of a shared vision, and an outline of shared goals and objectives. A short sum-mary vision is followed by a more in depth description of the desired future. The goals and objectives provide a description of key themes from the vision as well as specific areas of focus.

Part IV describes action priorities and areas of work in the next five years. Rather than setting actions for each objective, we chose an integrated strategy approach in which the action areas are designed to

address multiple goals and objectives simultaneously. Project Charters that have been completed for each action area are included in a Coastal Strategy Project Charters booklet. Others will be added as they are completed over time.

A Glossary is also included after Section IV. A list of the main sector groups, agencies, communities, and other partners are listed in Appendix A. Appendix B includes a detailed vision statement.

The following reports and associated tools and infor-mation will accompany this strategy upon finalization by WCA.• Social-ecological assessment of the area.• Marine atlas for Barkley and Clayoquot Sounds• Narrative description of Barkley and Clayoquot plan-ning areas• Conflicts and Compatibilities between uses.• Framework for Marine Spatial Planning• Description of Marine InVEST models.• Description of results produced during the planning process.

(07) Coastal Strategy Outline

O2/PART 02VALUES & PRINCIPLES

Our values connect us as neighbours living, working, managing and visiting in the WCVI area. They describe the behaviours we believe will help move us towards our vision and goals.

Principles are used to guide recommendations and decisions, providing a touchstone to assess or evaluate whether individual courses of action align with collective ethics.


Hishukish Ts’awalk – Everything is One The Nuu-chah-nulth phrase Hishukish Ts’awalk (pro-nounced ‘he-shook-ish tsa-walk’) means ‘everything is one’. This phrase embodies an understanding that all things are sacred and nothing is isolated from other aspects of life surrounding and within it. This concept contributes to a value system that promotes the need to be thrifty, not to be wasteful, and to be totally conscious of one’s actual needs when interacting with others.

Isaak - Respect with Caring• We act in a way that honours others.• We take only what we need and try to give back in equal measure.• We are aware of what is happening around us and the impacts we have on others.

Integrity• We are truthful, straightforward, fair, and follow through on commitments so that we maintain our pride, professionalism, and earn trust.

Discipline• We are disciplined in our thoughts, actions, and words.• We seek good opportunities and set realistic goals, using sound judgment, skill, hard work, and creativity to achieve them. • We recognize that less is sometimes more.

Communication• We listen carefully and express ourselves in a clear, humble way.• We share information, views, and responses appropri-ately so that we can identify and resolve problems and opportunities.• We appreciate a good sense of humour.

Self, Family, and Community Minded• We strive to be self sufficient while recognizing the need to give and receive support in our families and community.• We appreciate diversity and uniqueness, as well as the benefits of sharing core values and working towards a common vision.• We acknowledge the importance of our family roots, traditions, culture and history while adapting to an ever-changing environment.

(08) Values

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012VALUES & PRINCIPLES16

Hishukish Ts’awalk and Isaak Aquatic resources should be managed on an ecosystem basis, which is consistent with the principles of Hishuk-ish Ts’awalk (everything is one) and Isaak (respect).

ConservationWhile considering existing uses and scale of risk, the protection, maintenance, and rehabilitation of aquatic resources, their habitats, and interconnected life sup-port systems should take precedence in managing aquatic resources, to ensure ecosystem sustainability and biodiversity. This approach will help ensure that aquatic resource use is conducted in an environmentally sustainable manner.

Precautionary ApproachDecision-makers should err on the side of caution when making conservation and resource management deci-sions. Where there are threats of serious or irreversible damage, lack of full scientific certainty shall not be used as a reason for postponing cost-effective measures to prevent environmental degradation.

Adaptive ManagementAquatic resource management decision-makers should integrate relevant local knowledge, together with appro-priate ecological, social, and economic information, with the goal of continual improvement.

SustainabilitySustainability is the use of aquatic resources such that the ecological, social, and economic factors are con-sidered and balanced, while ensuring current activities do not affect potential for future generations to sustain themselves.

The belief underlying these two principles is that the goal in interacting with others is not to maximize personal benefit, but to produce mutu-ally beneficial outcomes. These outcomes arise from understanding and respecting the needs of other people or species, and recognizing an essential ‘oneness’ or interconnection with all people and species.

Nuu-chah-nulth believe responsibility is given by Naas (the Creator) through the Nuu-chah-nulth Ha’wiih to look after and care for tradi-tional territories and the resources they contain.

1

2

Shared ResponsibilityThe governments, coastal communities, and other persons and bodies affected by aquatic resource use are together responsible and accountable for integrated aquatic resource management. The responsibility for integrated management decisions should coincide with the ecological unit, nature of the issue, the scale of impact, the ability to collect relevant information, and management capacity. There should be effective com-munication, information flow and linkages between various levels.

InclusivityCoastal communities and other persons and bodies af-fected by aquatic resource management should have an opportunity to participate in the formulation and imple-mentation of integrated aquatic resource management decisions, while respecting statutory authorities. The participation of coastal communities and other persons and bodies affected by aquatic resource management will promote improved decisions.

BenefitsAquatic resources offer significant opportunities for economic diversification and the generation of wealth for the benefit of all Canadians, and in particular for coastal communities. Internal and external costs and benefits (including social, ecological, and economic) should be appropriately considered when making decisions.

FlexibilityIntegrated aquatic resource management is a continu-ous process. Administrative structures and processes should be flexible and expected to evolve, and grow, to accommodate the management process.

(09) Principles

1 2

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012VALUES & PRINCIPLES17

1

O3/PART 03VISION, GOALS & OBJECTIVES

A vision statement is a key element of any long term, strategy. Vision statements are usually far reaching, emotive, inspira-tional and unifying. They also convey the direction of a strategy or organization and set the framework for goals and objectives.

Goals are broad statements of direction that describe a desired future end state to be attained or long term accomplishments to be achieved. Objectives provide more specific details by breaking goals down into smaller more manageable steps. In general, goals answer the question “what is to be achieved?” and objectives answer “how it is to be achieved?” Goals and objectives should both be able to be measured by an indicator of success.


WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012VISION, GOALS, OBJECTIVES20

The West coast of Vancouver Island coastal ecosystem is healthy and abundant with life, diversity, and opportunity. It has all the in-gredients it needs to be strong, resilient and able to sustain and regulate itself. Culture is distinct, strong and vibrant, with flourishing arts and people who are active and engaged in their communities. The conditions are right for a vibrant and sustainable recreational sec-tor with social, cultural and economic benefits. Awareness, education and training lead to excellence, fulfillment of potential, and lead-ership. The economy is based on stability and an atmosphere of opportunity and innovation. With supportive infrastructure, services, and regulatory frameworks, a healthy mix of small and large businesses based in and outside the area compete successfully on local and global scales. In the future, governments, sectors, and communities are working together and in-dividuals and organizations are striving for and meeting their highest potential. Life is good on the west coast.

A full vision statement is included in Appendix B. Here is a summary of the vision.

(10) Vision11.1 Goal 1: Healthy and abundant species and habitat

• Minimize marine pollution and other nega-tive impacts of human activities on air, earth, water, and life• Protect endangered or threatened species and their habitats• Increase protection for ecologically signifi-cant areas and features• Restore and, where necessary, enhance de-graded habitats, including water quality, and species• Use ecosystem-based management and in-clude ecosystem values in planning and deci-sion-making• Maintain genetic, species, and ecosystem-level diversity• Retain the natural beauty of the area

The following goals and corre-sponding objectives support the vi-sion for the west coast of Vancouver Island. They have been developed by gathering knowledge and infor-mation from over 700 groups and people on the west coast.


(11) Goals and Objectives


Goal 2: Economic Development And Diversification

• Promote emerging opportunities(a) Promote biotechnology, renewable energy, recreation and tour-ism, sustainable aquaculture, transportation and other emerging industries (b) Develop new and underutilized fisheries, to hedge against fluc-tuating fish populations• Enhance existing economic sectors(a) Maintain and develop opportunities for existing industries through accreditation, associations, certification, and other means(b) Encourage stability and certainty for businesses at all scales through consistent, stable and straight forward regulations• Pursue regional branding and value added marketing of prod-ucts and services, locally and internationally• Maintain and enhance opportunities for coastal communities to access and benefit from local aquatic ecosystems, while achiev-ing sustainable social, cultural, and economic benefits for British Columbians and other Canadians(a) Improve First Nation economic self-sufficiency and community stability(b) First Nations and their neighbours respectfully share in the wealth from marine resources(c) More localization of the benefits and jobs from WCVI develop-ment and diversification(d) Support working harbours that support food, commercial and recreational fisheries [a range of activities]• Develop effective and integrated planning to guide economic activities(a) Develop coastal, marine and resource plans that support sus-tainable opportunities and improved resource management(b) Use best practices guided by scientific evidence to guide and inform planning(c) Economic development proceeds at an appropriate scale and is balanced with social and environmental interests


Goal 3: awareness, knowledge, skills, and technology

• Build skills and capacity(a) Actively recruit young people and displaced workers(b) Develop community capacity in governance, business, resource management, education, ecosystem monitoring and stewardship(c) Develop marine skilled trades in the area • Generate awareness and understanding(a) Promote public understanding and consumer awareness of oceans and marine issues; Support ocean education(b) Improve understanding of ocean dynamics and climate change impacts(c) Build awareness of the region and increase government support(d) Conduct more integrated research to fill knowledge gaps and have a better understanding of the issues(e) Increased marketing, advertising and education to raised aware-ness of issues, opportunities, regional initiatives, how things are connected, and better ways of doing things• Develop and bring together sound, credible, and current knowl-edge and information(a) Use it to provide a holistic picture of the health of ecosystems in the area(b) Pass knowledge from elders to youth(c) Develop better, more accessible info systems(d) Collect information on uses and impacts• Encourage technology development(a) Support innovation, economic opportunities, research, commu-nication, and information gathering(b) Promote new economic activity in research and education


Goal 4: safe waterways and modern infrastructure

• Maintain shipping and transportation safety and effi-ciency• Enhance procedures for marine and coastal emergency response, including using local organizations and knowl-edge to assist in planning for and responding to risks and impacts• Develop the means to build and maintain modernized in-frastructure that supports multiple marine activities• Promote the modernization of the Canadian Coast Guard fleet and strengthen its presence• Maintain effective maritime security procedures


Goal 5: vibrant communities, recreation, and culture

• Build safer, more attractive, and more environmentally friendly communities with better community investments.• Protect key cultural, recreational, and spiritual values and places• Increase cross-cultural understanding and acceptance• Support strong Nuu-chah-nulth cultures, including strengthening historical knowledge and teaching, cultural activities, and language• Secure food, social and ceremonial harvesting areas and consider and reflect aboriginal rights and Treaty obliga-tions as a priority in resource management plans• Develop mechanisms that increase community access to local seafoods• Consider and reflect stable and predictable recreational opportunities in resource management plans• Respect for traditional governance, the Ha’wiih in their respective Hahoulthe


Goal 6: Governments, first nations, communities, busi-nesses and other aspects of civil society (research, la-bour, conservation, ngo) working together

• Improve relationships, linkages, and flow of information(a) Foster open and transparent communication and deci-sion-making (exposing different values, interests and be-liefs and enabling good dialogue and coordination)(b) Develop means to resolve disputes (c) Promote individuals and groups taking responsibility for their actions(d) Foster better consideration and respect for and be-tween different user groups• Increase opportunities for collaboration(a) Partnerships for monitoring and enforcement with re-spect to ecosystem health and resource use(b) Ideas for collaboration and partnerships regarding im-plementation of First Nations Treaties (c) Promote partnerships.• Respect First Nations legal and treaty rights, and ensure an effective First Nations role in aquatic resource man-agement• Use collaborative and community-based management approaches to get local and stakeholder input into plan-ning and management decisions• Effectively integrate science and local and traditional knowledge into decision-making• Increase collaboration with other regions, including coastal US states, on marine issues


Goal 7: Monitoring, enforcement, and adaptive manage-ment

• Build understanding of existing policies, regulations, guidelines and standards and improve them so that we can achieve our collective vision• Plan and manage activities so that they are done respon-sibly in appropriate times and places, reducing conflict and negative impacts and improving synergies• Ensure adequate management capacity exists and is us-ing a stable and efficient management cycle that includes clear objectives, priorities, planning, implementation, monitoring, evaluation, communication, and adaptation• Implement enhanced research and monitoring (indica-tors) procedures for resource activity• Consider and reflect cumulative effects from multiple activities and other ecosystem considerations throughout management cycles• Establish indicators and monitor overall ecosystem in-tegrity and resource activity impacts over time. Improve public reporting• Improve enforcement and compliance through increased presence, education and partnerships with sectors and resource users.• Identify quality of life indicators and monitor community well-being

O4/PART 04PRIORITIES & ACTION AREAS

Priorities and action areas describe items that will receive focus and ac-tivity over the next decade in order to advance the vision, goals and objec-tives.WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012PRIORITIES & ACTION AREAS30

(12) BackgroundThis section of the Coastal Strategy outlines priority action areas and action plans for moving forward with them.

Action plans are implemented in partnership with relevant groups and authorities where there is suf-ficient interest to move an issue forward. West Coast Aquatic’s role in implementing action plans will gen-erally be coordination, facilitation, providing support services and helping to catalyze projects. Action plans will not be viable without the proper partnerships in place, which includes supporting levels of government, sector groups, public interest, and funding. As dif-ferent groups have different levels of capacity, action plans will move at the appropriate pace for the groups involved.

Specific resourcing commitments are included in the project charters related to priority action areas. Part-ners are able to choose the elements of the Strategy they will help implement by defining their specific roles in project charters. Commitments are expected to evolve over time as the priorities, projects, and partner-ships evolve.

In coordinating Strategy implementation, WCA is com-mitted to liaise, coordinate with, and support existing and developing policy, management, allocation and planning processes to achieve efficiencies, reduce overlap and duplication, increase capacity, and facili-tate better relationships and decisions.

West Coast Aquatic will continue to enter into agree-ments with or establish working arrangements with other organizations, agencies, and bodies affecting or affected by aquatic resource management in the man-agement area.

The action areas were identified through:• WCA board meetings• Community meetings and dialogue sessions• Sector interviews• Surveys• Literature review• Past and current action and opportunities• Reference to the Vision, Goals, and Objectives

Action plans were selected based on:• Ideas generated by participants• Ability to build on existing energy, resources, or strat-egies, or attract new resources• Ability to address multiple objectives or action areas simultaneously• Effectiveness in other regions or situations.


(13) PrioritiesThe following action areas were identified by various groups as priorities. Each area is roughly linked to one of the goals identified above.

Goal 1: Healthy and Abundant Species and Habitat • Habitat and species protection, including:a. water qualityb. pollution c. impacts of forestry, fishing, urban development, salmon aquaculture, float homes, and other human activitiesd. preventing species becoming at riske. eliminating invasive speciesf. identifying marine protected areas and refugiag. risk of impact from industrial hazards

Goal 2: Economic Development and Diversification / Priorities• Pursue sustainable economic opportunities in exist-ing and new sectors• Fisheries a. Improve security of access and similar standards across different sectors b. Community access / benefitsc. Identification of community impacts and mitigation associated with 2008 Pacific Salmon Treaty Chinook Annex.• Advancing new technologies and innovation

Goal 3 Awareness, Knowledge, Skills, and Technology • Improving knowledge, education, and training in the region • Advancing new technologies and innovation

Goal 4 Safe Waterways and Modern Infrastructure • Reducing noise, speed, waste, and marine hazards (spills, abandoned vessels) associated with marine transportation and improving hazard response.• Improving ‘green’ marine infrastructure that recog-nizes the ecological importance of estuaries and shore-lines, and the cultural, economic, and recreational importance of public waterfront access..

Goal 5 Vibrant Communities, Recreation, and Culture • Food Security, including community supported sea-food.• Community access to foreshore and other recrea-tional opportunities.• Language, culture and local ecological knowledge

Goal 6 Governments, Communities and Businesses Working Together • Improved governance relationships and collaboration

Goal 7 Monitoring, Enforcement, and Adaptive Man-agement • Improved monitoring and enforcement for marine use activities

Multiple Goals• Climate change, includinga. ocean acidificationb. fresh water availabilityc. storms, flooding, and erosion• Wild salmon stewardship and harvesting

Due to the number of these priorities, action plans were developed that address several priorities in an integrated manner. Not all objectives and priorities will be addressed collaboratively in the next five years.

(14) Action Plans14.1 Bringing people together to develop action plans and/or recommendationsWCA will support governments, First Nations, busi-nesses, communities and other partners in developing action plans and/or recommendations around the fol-lowing action areas.

14.1.1 Marine spatial planningThere are many things happening in the marine envi-ronment, and many action areas that need attention. Addressing each action area in isolation can lose track of the way in which different uses relate to each other and the environment. Marine spatial planning is one way to look at the bigger picture while staying ground-ed in the characteristics and uses of specific locations.

Using maps and zones, marine spatial planning match-es human activities to locations where they fit best. Marine spatial planning in the WCVI area will:•Protect important ecological, social, economic and cultural values necessary for maintaining a high quality of life in Barkley and Clayoquot Sounds•Match uses and activities to suitable areas•Help identify areas of ecological significance that require increased levels of protection•Encourage economic diversification and development in a manner that is compatible with the local and re-gional environment and existing uses and activities•Concentrate residential and commercial growth in existing communities, subject to the provision of appro-priate services and overseen by an official community plan•Promote resiliency, sustainability, equity and stability in resource use, conservation and management• Reduce conflicts and increase compatibilities and synergies between various uses and activities

A Framework For Marine Spatial Planning has been developed to outline the approach to MSP. The Frame-work consists of a number of parts, such as (but not limited to):a) A process for verifying datab) An outline of area designations and associated guid-ing principles and usesc) Identification of ecologically sensitive areas d) Identification of areas important for human usee) A conflict resolution processf) A process for risk and vulnerability assessmentg) Identification of valued ecological and socioeconomic elements and indicators


In addition, the following support products and tools will accompany this Strategy as they are completed:h) An atlas describing marine resources, uses and activities in the plan areasi) Marine planning units including detailed descriptions and recommendations for each planning unitj) An analysis of conflicts, compatibilities and synergies amongst the different uses and activitiesk) Models related to spatial planning, such as habitat characterization, coastal erosion vulnerability, wave energy potential, and others.

The Marine Spatial Planning Initiative is planned to run in several stages. The first includes completion and endorsement of the Framework described above (2012) and the second focuses on application of the frame-work in different planning units (2012-2015). Project Charters for Marine Spatial Planning will be developed upon agreement to apply the Framework in different areas.

Marine Spatial Planning will involve effective engage-ment of key stakeholders and the public.


14.1.2 SalmonWild salmon are a keystone species in WCVI ecosys-tems. They play an important role ecologically, socially, culturally, and economically. There is a high level of public and stakeholder interest in salmon, and many government jurisdictions relate to salmon health. These qualities make wild salmon a good focal point for efforts on many of the priority action areas.

A Project Charter for a Barkley Alberni Salmon Initia-tive is attached in the Coastal Strategy Project Charters document. The Initiative will focus on:• Wild salmon fisheries management• Wild salmon stewardship and production, including habitat protection (including impacts of forestry, urban development, and climate change), habitat restoration, interactions with salmon aquaculture, and enhance-ment.

The Initiative will link closely with this Coastal Strategy and marine spatial planning activities.

The Barkley Initiative is planned to run in 2011-2014. Based on lessons learned in the Barkley Initiative, there is strong interest in starting a Clayoquot Initiative.

14.1.3 Float homesFloat homes are currently not legally tenured in some WCVI areas. There is desire for more clarity and cer-tainty about the status of float homes and the locations and terms under which they may be allowed.

The Province of BC is developing a Project Charter for a Float Home Initiative. The Initiative will focus on:• Providing the information, analysis, recommenda-tions, and relationships necessary for the appropriate authorities to address unauthorized float cabins in Barkley and Clayoquot Sounds• A general understanding on the options that ap-propriate authorities should consider with respect to resolving the float cabins issue within priority areas• A coordinated approach to the long term manage-ment of float cabins between the Province, First Na-tions and local government• Strengthened relationships and effective engage-ment between First Nations, local government, and the Province• Effective engagement of key stakeholders and the public The Province is currently discussing the timing of this initiative with other parties. It will link closely with the marine spatial planning initiative.

14.1.4 Sustainable economic opportunitiesThere is a high degree of interest in ensuring sustain-able economic opportunities in the WCVI area. This includes increasing the viability and competitiveness of existing businesses and diversifying into new opportu-nities.

Different businesses and organizations currently play a role in economic development. WCA will bring leaders together to look at initiatives such as:• creation of a WCVI brand and markets• identification of suitable locations and requirements for new sectors and promotion of opportunities• investment analysis tools (enabling businesses and investors to access up to date information about the WCVI area)• identify and find efficiencies in policy or regulation• creation of a WCVI aquatic trust• creation or application of new technologies•infrastructure investments• matching young business people from the area with mentors

A Terms of Reference has been drafted for a Commit-tee that will address community impacts associated with the Pacific Salmon Treaty Chinook Annex. The Committee will do this by developing and implement-ing an integrated partnership strategy involving ex-isting federal programs, new targeted funding, and other contributions. The strategy will dovetail with the Barkley Alberni Salmon Initiative, contributing WCVI becoming an international leader in sustainable coastal economies and fisheries. The Committee will focus on short term impacts and long term sustainability in the following areas: a. Labour adjustment, including re-training and modifi-cations to qualifying conditions for Employment Insur-ance for affected fishermen, deckhands, and support industry workersb. WCVI regional access to fisheriesc. Fish restoration and enhancementd.Diversification, including Coastal Strategy and eco-nomic opportunities

These initiatives will run from 2012-2015.

14.1.5 Marine transportationWhile much of marine transportation is governed by international organizations and laws, there are some specific local issues and opportunities to improve ma-rine transportation in the WCVI area.

In the next five years, WCA will work with relevant and interested authorities and parties to formulate and im-plement Project Charters for priority issues, such as:a. Innovative sustainable development strategies for harbours, wharves, and deep water ports that recog-nize the ecological importance of estuaries and shore-lines, and the cultural, economic, and recreational importance of public waterfront access.b. Conducting a gap analysis with Western Canadian Marine Response Corporation identifying opportunities to improve oil spill response planning by using WCA marine spatial planning information and outcomes. In addition to identfying priority areas for response and other information about local waters that is valuable in a response situation, other gaps may include establish-ing more local outports where response supplies are cached and accessible, as well as maintaining an up to date inventory of local boats, facilities, and people who can assist with response efforts.c. Looking at the feasibility and utility of local navi-gation (including moorage) management plans with Transport Canada that help implement marine spatial plans. In addition, WCA will continue to present information and views to Canadian and international authorities in regard to ship noise, derelict vessels, ballast water discharge, and spill prevention.


14.1.6 Other action areasWCA provides a forum to address on-going policy is-sues and action areas. Pursuit of action areas in the next several years depends on the priority of the issues and the willingness of governments and sectors to participate. These will be determined at WCA board

meetings.

14.2 Developing projects to advance actionOver the next five years, WCA will bring partners to-gether to develop hands-on projects focused on:• Ecosystem health, including water quality, pollution, species at risk, and invasive species• Climate change, including ocean acidification, com-munity and sector vulnerability, water availability, and storms, flooding, and erosion• Coordinating with others who are developing a response to marine-related debris, including tsunami related debris.• Other priority risks and vulnerabilities identified by WCA and its partners

It is also expected that other projects will evolve from the planning projects outlined above.

14.3 Developing long-term self-sustaining venturesSeveral ideas have developed for initiatives that ad-dress action areas and objectives. The initiatives are longer term in nature, and require self-sustaining revenues. It is not worth pursuing the initiatives with-out thorough planning and research regarding their viability.

For each of the initiatives listed below, WCA will un-dertake feasibility studies to determine whether the ideas are worth pursuing. For those opportunities that look feasible, WCA will then develop detailed business plans. If the business plans show that the ventures can be self-sustaining over time, then WCA will pursue investment and implementation. In some cases, it may make sense to combine ventures.

WCA recognizes the importance of having a passion-ate entrepreneur leading long-term initiatives and will seek candidates during the feasibility and business planning phases. WCA also recognizes the importance of external review and will seek feedback on plans. The timeline for developing feasibility studies is 2012, business plans in 2013, and implementation in 2014.



14.3.1 A knowledge, training, and technology centreThe purposes of a Centre would be to:• Provide a training venue• Develop training courses based on the current and forecasted needs of various marine sectors and busi-nesses• Attract researchers and technology developers and pair them with priority action areas, specific business-es, or communities• Offer courses in marine management and associated issues of local interest, such as local knowledge and Nuu-chah-nulth language and culture• Publish articles and share information and ideas• Provide a venue for experiments, analysis, and testing• Organize knowledge sharing eventsThe Centre would be focused on the practical applica-tion and exchange of knowledge and technology. It would work with existing research and training institu-tions.

14.3.2 An information database and investment analy-sis toolIn pursuit of its objective to bring together information from existing sources, West Coast Aquatic has brought together an unprecedented amount of information in the past several years. While some of this information is available from other sources, there is no other loca-tion where it is brought together.

A key challenge is that libraries of information can be costly to maintain and do not generate significant revenue. However, software applications that use information in practical ways can be more feasible. One such application would be an investment analysis tool. This would allow those seeking tenures, licences, or areas of operation to search maps to find places that meet their criteria. It would also allow agencies and groups involved in the application referral process to access information relevant to their reviews. Key issues include confidentiality of information, security, and keeping things up to date.

14.3.3 An aquatic trust Several objectives and action areas talk about re-investing in habitat and enhancement, local access to licences and tenures, and food security. It is possible to link these into an ‘Aquatic Trust’ concept.

An Aquatic Trust would partner with existing licence and tenure holders, as well as acquire licences and tenures via regular market mechanisms. It would part-ner with local individuals or businesses for production, ensuring sustainability standards are met. It would develop mainly local and niche markets for products. Revenues would be used for habitat and species resto-ration and enhancement projects.

WCA’s vision includes a diversity of licence and tenure ownership types.

14.3.4 Monitoring ecosystem indicatorsAn important part of WCA’s Social-Ecological Assess-ment of the WCVI area included work on socio-econom-ic and ecological indicators. Monitoring ecosystem indicators is important in tracking the health of the area over time and identifying early warning signals.In the next five years, WCA will advance its work on indicators in several stages:• Stage I: engaging experts, communities, and sectors in developing a suite of ecosystem indicators• Stage II: developing a self-sustaining monitoring program that engages various governments, sectors, and communities in sponsoring and monitoring differ-ent indicators • Stage III: includes a reporting structure to communi-cate results to the public• Stage IV: revisit or adapt based on results.Further details on this are included in a package of briefing notes for technical review.Stage I is expected to occur in 2012-2013 and Stage II will occur between 2013 and 2014.


14.4 Advancing governanceWCA represents a unique and innovative governance model. As it grows and matures, it will provide in-creased leadership in governance.

A primary area of leadership will be leading the imple-mentation of this Coastal Strategy. This includes:• Developing Project Charters and facilitating the planning initiatives listed above. Project Charters will reflect best practices in management, and will reflect WCA Values in a code of conduct.• Assisting governments, sectors, and communities in implementing the marine spatial and other planning initiatives listed above. This includes finding mecha-nisms to address long-term capacity issues.• Working with the newly formed First Nations Gov-ernments of the Maa-nulth Nations regarding their authorities in the context of marine planning.• Pursuing projects and self-sustaining ventures.

WCA will also explore new governance mechanisms on key action areas. One of these is exploring an integrat-ed approach to compliance and enforcement. Good enforcement is the grease that keeps things rolling. Enforcement is also a significant challenge in an area as large and sparsely populated as WCVI. Innovative approaches will be needed that make the best use of all available resources. The timeline for this is 2015-2017.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012GLOSSARY38

aquaculture management:

aquatic resources:

community economic development:

ecosystem:

fisheries management:

governments:

Ha’wiih and Ha-houlthee:

Hishukish Ts’awalk:

(15) Glossary of Terms

the responsibility for ensuring the sustainable and orderly, culture and pro-duction of aquatic resources for private commercial benefit, e.g. not public enhancement. Ensuring sustainable aquaculture requires that production practices do not degrade the health of ecosystems and are consistent with an integrated management approach. This requires a consideration of the impacts of aquaculture on wild stocks/species, aquatic habitats, fisheries and other aquatic resource uses. Orderly culture and production requires effective planning, monitoring, enforcement and evaluation, to ensure the development and maintenance of an ecologically and economically sustain-able aquaculture industry.

all natural marine and freshwater plant and animal life, their habitats and interconnected life-support systems

a process by which communities can initiate and create economic oppor-tunities and thereby build long-term community capacity and foster the integration of economic, social and environmental objectives.

a dynamic complex of plants, animals, and microorganisms andtheir environment interacting as a functional unit.

the responsibility for ensuring a sustainable and orderly harvest of aquatic resources as part of an integrated aquatic resources management frame-work. Ensuring a sustainable harvest requires that harvest levels are consistent with the health of species/stocks targeted by a fishery and the implementation of an ecosystem based approach. This requires a consid-eration of the impacts of fishing on non-target species and aquatic habi-tats. An orderly harvest requires an effective planning process based on a precautionary approach and agreed harvest sharing arrangements, as well as appropriate enforcement, monitoring and evaluation.

Canada, the Province of British Columbia, the Nuu-chah-nulth Nations and the regional governments in the management area

Nuu-chah-nulth word meaning a Chief’s (Ha’wiih’) territory and all the wealth within it.

The Nuu-chah-nulth phrase Hishukish Ts’awalk (pronounced ‘he-shook-ish tsa-walk’) means ‘everything is one’. This phrase embodies an un-derstanding that all things are sacred and nothing is isolated from other aspects of life surrounding and within it. This concept contributes to a value system that promotes the need to be thrifty, not to be wasteful, and to be totally conscious of one’s actual needs when interacting with others. (Shared by Roy Haiyupus, late Nuu-chah-nulth elder).

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012GLOSSARY39

information-sharing:

integrated aquaticresource management:

Nuu-chah-nulth:

WCVI area:

regional districts:

shared decision-making:

stewardship:

communication mechanisms aimed at sharing information and building understanding about decisions made.

an ongoing and collaborative approach that brings together managers and people affected by management to weave together diverse social, cultural, environmental and economic values and knowledge. The approach fosters sustainable development while maintaining or enhancing aquatic ecosys-tems.

First Nations people living on the lands and waters on the West Coast of Vancouver Island. Meaning “all along the mountains and sea.” (shared by Nelson Keitlah, Nuu-chah-nulth elder). “Although Nuu-chah-nulth peo-ple of the past shared traditions, languages and many aspects of culture, they were divided into chiefly families, local groups and, later, into Nations. Each Nation included several local groups, each centred around a ha’wiih (hereditary chief), and each living from the resources provided within their ha’houlthee.” (www.nuuchahnulth.org).

The geographic scope of the area is shown in a map in the Introduction. The area corresponds with Nuu-chah-nulth Ha-houlthee, which extends seaward from Cape Cook on Brooks Peninsula to Solander Island, to the international boundary along the entrance to Juan de Fuca Straits, then true north to Sheringham Point. Inland boundaries generally follow the height of land along watersheds dividing Vancouver Island.

means the regional districts in the management area, which are the Alberni-Clayoquot, Comox-Strathcona, Cowichan Valley and the Capital Regional Districts.

participation in decision-making whereby those with authority to make a decision and those who will be affected by that decision jointly seek an outcome that accommodates the interests of all concerned. The outcome of the process is a recommendation to the appropriate statutory authority, except in the case of an assigned responsibility, where the outcome of the process is a decision. Shared decision-making does not fetter the discre-tion or affect the legal authority of the participating governments.

the responsibility for ensuring the protection and restoration of aquatic resources and their habitats such that the capacity for production is maintained or enhanced. Stewardship has inventory, planning, program implementation, monitoring/enforcement and communication/education components.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012APPENDIX A40

In developing this Coastal Strategy, West Coast Aquatic engaged with the follow-ing governments, communities and sectors through interviews, meetings, and reviews:

(16) Appendix A: Engagement & Partnerships

• City of Port Alberni• District of Ucluelet• District of Tofino• Alberni Clayoquot Regional District• Strathcona Regional District• Bamfield Community Affairs Society• Nuu-chah-nulth Tribal Council• The First Nations of Maa-nulth Treaty Society• BC Forests, Lands and Natural Resource Operations, and BC Ministry of the Environment, on behalf of the Province of British Columbia• Department of Fisheries and Oceans• Hupacasath First Nation• Tseshaht First Nation• Uchucklesaht First Nation• Huu-ay-aht First Nation• Toquaht First Nation• Ucluelet First Nation• Tla-o-qui-aht First Nation• Ahousaht First Nation• Hesquiaht First Nation• Parks Canada• BC Parks• Port Alberni Port Authority• Ucluelet Harbour Authority• Tofino Harbour Authority• Bamfield Harbour Authority• Sport Fishing• Kayaking• Diving• Wind Surfing & Kite Boarding

• Wildlife Viewing• Surfing• Boating•Commercial Fishing• Marine Transport• Education & Research• Float Home Associations• Forestry• Aquaculture• Mining• Environment• Non-Governmental Organizations• Seafood Processing• Stewardship• Culture & Heritage

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012APPENDIX A41

West Coast Aquatic also developed partnerships regarding projects, tools, mod-els, information, events, and action areas. Some of our partners have included:

• Alberni Clayoquot Regional District• Alberni-Clayoquot Community Futures• Alberni Valley Enhancement Association • Alberni Valley Adventures Association• Alberni Valley Chamber of Commerce• Ahousaht First Nation• Bamfield Marine Sciences Centre• Barkley Sound Black Seals Diving• BC Ministry of the Environment• BC Forests, Lands and Natural Resource Operations on behalf of Province of British Columbia • BC Innovates Program• BC Marine Conservation Analysis• Canada World Youth• Clayoquot Biosphere Trust• City of Port Alberni• Dennis Jonsson Motor Products• District of Ucluelet• Ditidaht First Nation• Eco-Action Canada• Ecotrust Canada• Ehattesaht First Nation• First Nation Technology Council• Gordon and Betty Moore Foundation• Fisheries and Oceans Canada• Habitat Conservation Trust Fund• Hesquiaht First Nation• Hupacasath First Nation• Huu-ay-aht First Nation• Kyuquot/Checleseht First Nation• Marine Natural Capital Project• Mowachaht-Muchalaht First Nation

• Nuchatlaht First Nation• North Island College• Nuu-chah-nulth Education and Training Program• Ocean Planet Adventures• Parks Canada• Port Alberni Port Authority• Port Alberni Dinner, Auction and Dance Society• Project Neptune• School District 70• Simon Fraser University• Stanford University• Strathcona Regional District• Tla-o-qui-aht First Nation• Tofino Streamkeepers• Tofino Surf Rider Foundation• Tseshaht First Nation• Toquaht First Nation• Rendezvous Dive Charters• Raincoast Education Society• Ucluelet Aquarium Society• Uchucklesaht First Nation• Ucluelet First Nation• Ultimate Fishing Town• University of Washington• University of Victoria• University of British Columbia• Uu-a-thluk (Nuu-chah-nulth Tribal Council)• Vancouver Aquarium• Vancouver Foundation• Vancouver Island Economic Alliance• Vancouver Island University• District of Tofino• Western Economic Diversification

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012APPENDIX B42

(17) Appendix B: Detailed Vision Statement

The WCVI coastal ecosystem is healthy and abundant with life. It has all the ingredients it needs to sustain and regulate itself: healthy habitats, biodiversity, and functioning communities and foodwebs. The ecosystem is resilient and resistant to stress, allowing it to adapt and change while retaining its overall integrity and productivity.

Community, business, and government partners are working together to protect naturally reproducing spe-cies and their habitats as a priority, and, where needed, restoring and enhancing them. Pollution, invasive spe-cies, acidification, and other sources of stress on the system are being prevented and effectively addressed when they occur.

Residents and visitors appreciate the natural beauty and richness of the area.

Culture is distinct, strong, and vibrant, with flourishing arts and people who are active and engaged in their communities. Communities, civic associations, insti-tutions, and businesses are contributing to a distinct, strong, and proud WCVI culture. Neighborhoods are clean and safe, free from substance abuse, racism and discrimination. Residents have access to affordable local foods, housing, health care, education, and social services. Residents and communities are self-suffi-cient and able to adapt to changes.

The population of the area includes a healthy balance of different generations and cultures. People who have left for education or life experience are interested in coming back to the area and are able to find meaning-ful work. The core principles of ‘Hishukish Ts’awalk’ (Everything is One) and ‘Isaak’ (Respect with caring) are widely recognized and put into practice.

Residents and visitors enjoy the diverse recreational opportunities that result from the rich WCVI culture, environment, and economy. The conditions are right for a vibrant and sustainable recreational sector with social, cultural and economic benefits. This includes stable and predictable recreational opportunities that are considered and reflected in resource management plans.

The economy is based on stability and an atmosphere of opportunity and innovation. With supportive in-frastructure, services, and regulatory frameworks, businesses compete successfully on local and global scales. They are providing clients and consumers with consistent, healthy, quality products and services. Dis-tribution channels (sea, rail, road and air) are effective and efficient.

Businesses are also diversified and resilient, adapting to changing climate and other conditions. There is a fair, transparent, and equitable process for accessing coastal resources, with benefits, costs, and conserva-tion measures applying to all users. A healthy mix of small and large businesses based in and outside the area are contributing to a diversified economy.Businesses are able to demonstrate environmental sustainability while remaining competitively priced. They reduce waste and mortality of non-targeted spe-cies, comply with relevant regulations and eliminate illegal activity, and reduce and mitigate negative im-pacts. This commitment results in innovation and new technologies.

The capability and efficiency of businesses are con-tributing to economic development, diversification, and coastal infrastructure in the WCVI area. This in turn is supporting and advancing the trade growth objectives of B.C. and Canada as a whole.

Coastal infrastructure (docks and wharfs, shipyards, fuel stations, recycling facilities, search and rescue, safe harbour buoys, communications systems, and navigational aids) are being maintained and, where necessary, enhanced or supplemented in support of business, communities, and overall marine safety.Marine transportation is efficient and safe. Risks and impacts from natural hazards or marine transportation are being addressed proactively through best practices, technology, training, and open and transparent discus-sions, planning, and response measures.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012APPENDIX B43

People who work and live in the region are reaching their highest potential. They have a heightened aware-ness of local and global issues, opportunities, and realities. Governments, associations, businesses and institutions are contributing to job creation and skills development for WCVI residents and other Canadians. Well-educated, trained, and experienced people from inside and outside the area are getting things done. Training programs, inter-generational knowledge transfer mechanisms, and full career considerations are in place to develop talented professionals for the future. Awareness, education and training lead to ex-cellence, fulfillment of potential, and leadership.

Diverse sectors and governments are working together to achieve a common vision and goals. Governments and sectors recognize and respect other users and jurisdictions. Communities and resource users are playing a greater role in decisions and share more re-sponsibility for resource management and monitoring. This has increased their commitment to ecosystem sustainability and improved the legitimacy, credibility, and implementation of decisions.

Natural, social, cultural, historic, and economic in-terests are considered in an integrated approach to governance and management. Government initiatives and processes are integrated, effective, and well sup-ported. International partnerships exist as needed for transboundary issues affecting the WCVI.

First Nations rights and treaty obligations are being respected and exercised responsibly. Canadians as a whole, and coastal communities in particular, are benefiting from the WCVI being a well-managed and sustainable coastal region.

Life is good on the west coast

No. 3, 4310-10th AvenuePort Alberni, BC V9Y 4X4

Ph. 250.724.3600Fax. 250.724.7168

[email protected]

OverviewValues & PrinciplesVision, Goals, ObjectivesPriorities & Action Plans

West Coast Aquatic 2012

COASTAL STRATEGY FOR THE WEST COASTVANCOUVER ISLAND

coastal strategy for the west coast vancouver...

Documents