COASTAL STRATEGY FOR THE WEST COAST

West Coast Aquatic 2012

Overview Values & Principles Vision, Goals, Objectives Priorities & Action Plans Dear Reader,

As members of the West Coast Vancou- This Coastal Strategy also respects vision and approach. ver Island Aquatic Management Board, jurisdictional authority, aboriginal title we are pleased to present this Coastal and rights, and existing regulatory We look forward to pursuing this Strat- Strategy for the West Coast of Vancou- processes and plans. It does not fetter egy’s vision of a place where people are ver Island (WCVI) region. the decision-making ability of relevant working together for the benefit of cur- Ministers, Elected Officials, or Chiefs, rent and future generations of aquatic The WCVI region is one of the richest or supersede management plans, resources, people and communities, and most diverse aquatic ecosystems in Treaties, or other agreements. Rather, reflecting the principles of Hishukish the world. This Strategy was developed it provides the best available guid- tsawalk (Everything is One) and Iisaak to address opportunities and risks ance, knowledge, and tools to support (Respect). related to the health and wealth of its decision-makers. environment, communities and busi- Thank you / Klecko Klecko! nesses. As a board, we recognize the interde- pendent nature of the environment, The Strategy assists current and future society, and the economy. Each is governments, communities, sectors, dependent on the other for long-term and other partners interested in the health and wealth. It is our hope that health and wealth of the area by provid- this Strategy and its implementation ing: will ensure a healthy, diverse and abun- • A description of a shared vision and dant ecosystem, reduce the complexity values for the area; and costs associated with resource • An outline of shared principles, goals management, and retain the necessary and objectives; flexibility and stability for economic • Action priorities and plans; development and community well- • A shared knowledge base; and, being. We believe that these goals are • Decision-support tools and models. not contradictory – in fact we believe that seeking compatibilities will be the The focus is on aquatic resources, cornerstone of innovation and produc- which by their nature are dynamic and tivity in the 21st century. linked to many different jurisdictions, communities, sectors, and species. As The Strategy should be viewed as the such, this Coastal Strategy will require foundation for further partnerships and commitment, knowledge, and resources innovation. The process of develop- from many partners over time to imple- ing it has already produced a number ment. of concrete results, including jobs and training, healthier species and habitat, It is not our expectation that each gov- stronger partnerships and pride, in- ernment, community, sector or partner creased knowledge and awareness, and who support the plan in principle will improved governance. We are excited be bound to implement, monitor, or to continue to coordinate and support enforce all of it. Nor have we tried to partnerships related to implementation, capture all of the activities undertaken monitoring and adaptation. by various groups. Rather, we have included specific resourcing commit- We would like to thank the many indi- ments in project charters associated viduals and partners who contributed with priority action areas. Partners to the production of this Strategy. This are able to choose the elements of the process has demonstrated that diverse Strategy they will help implement by interests can work together on future defining their specific roles within these management and planning. We encour- initiatives. Commitments are expected age those involved to continue their to evolve over time as priorities, pro- involvement in the Strategy and we West Coast Aquatic. 2012. Coastal Strategy. West Coast Vancouver Island. West Coast Aquatic: . pp. 43. jects, and partnerships evolve. welcome new partners who share our Legal Context Purpose

This Strategy re-affirms Canada’s role as a world leader in oceans and West Coast Aquatic’s Terms of Reference states: marine resource management, supporting its commitments in Cana- The objective of the Board is to lead and facilitate the development and da’s Oceans Act (1996). The Act outlines the collaborative development implementation of a strategy for the integrated management of aquatic and implementation of plans for the integrated management of Cana- ecosystems in the management area, in a manner consistent with stat- da’s coastal regions. utory authorities, policies, standards, and processes, which will: • protect, maintain and rehabilitate aquatic resources Elements of this Strategy related to an agency’s jurisdiction are subject • manage aquatic resources on an ecosystem basis to the final decision making authority of the responsible ministers of • respect and protect ’ food, social and ceremonial re- the Governments of Canada and , as set out by law. quirements and treaty obligations • support a precautionary approach to aquatic resource management This Strategy and its support in principle do not in any way define or • consolidate information relating to different aquatic resource uses limit any aboriginal rights of the Nuu-chah-nulth First Nations, and will and utilization to provide a holistic picture of the health of ecosystems be without prejudice to the positions of parties with respect to aborigi- within the management area nal title or rights. • 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. Contents

PART 1 - OVERVIEW 11 Goals and Objectives 21

01 Introduction 02 11.1 Goal 1: Healthy and Abundant Species and Habitat 21

1.1 Marine Transportation 03 11.2 Goal 2: Economic Development and Diversification 22

02 Implementation 04 11.3 Goal 3: Awareness, Knowledge, Skills and Technology 23

03 Recognition of Context and Scale 06 11.4 Goal 4: Safe Waterways and Modern Infrastructure 24

04 Monitoring, Evaluation and Term 06 11.5 Goal 5: Vibrant Communities, Recreation, Culture 25

05 Geography 07 11.6 Goal 6: Governments, Communities, and Businesses Working Together 26

5.1 Scope of the Strategy 07 11.7 Goal 7: Monitoring, Enforcement, and Adaptive Management 27

5.2 Area Overview 07 PART 4 - PRIORITIES AND ACTION AREAS

5.3 Biophysical Overview of the Area 08 12 Background 30

06 Process Overview 10 13 Priorities 31

6.1 Steps and Timeline 10 14 Action Plans 32

6.2 Engagement Approach and Methods 11 14.1 Bringing People Together To Develop Action Plans And Recommendations 32

6.3 Engagement and Review Process 12 14.2 Developing Projects to Advance Action 35

07 Coastal Strategy Outline 13 14.3 Developing Long-term Self-sustaining Ventures 35

PART 2 - VALUES AND PRINCIPLES 14.4 Advancing Governance 37

08 Values 16 15 Glossary of Terms 38

09 Principles 17 16 Appendix A: Engagements and Partnerships 40

PART 3 - VISION, GOALS, OBJECTIVES 17 Appendix B: Detailed Vision Statement 42

10 Vision 20 PARTOVERVIEW 01 This section introduces the Strategy and discusses its implementation, history, and format. It also provides backgroundO1/ on the West Coast.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 02 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 03 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

In 2007 and 2008, West Coast Aquatic focused its en- The Coastal Strategy for the West Coast of Vancou- ergy on formulating an action plan for completing its ver Island represents one of the most comprehensive objective of developing a Coastal Strategy. It laid out a approaches to coastal challenges amongst different plan and gathered the necessary resources and com- marine planning initiatives in the world. It includes mitments to make it happen. At the same time, West marine spatial planning, risk and vulnerability assess- Coast Aquatic continued to produce interesting and ment, sustainable economic development, monitoring, useful projects and partnerships, producing tangible and focuses on keystone species such as salmon. This short-term benefits to the region. strategy represents a vast amount of work and was completed with a wide variety of partners from all seg- After building a foundation of project success and gath- ments of society. ering adequate funding and momentum, in 2009 West Coast Aquatic set out in earnest to produce a Coastal The original spirit that regional leaders created in 1997 Strategy for the area. It launched the Tsawalk Partner- has grown, evolved, and matured. As WCA works to- ship (tsawalk is the Nuu-chah-nulth word for “one”) wards having the Strategy endorsed, its unique nature and set out to expand its network of relationships and will evolve again. Yet through these changes its identity partnerships. From 2009 to 2012, West Coast Aquatic and vision remain strong and clear: demonstrated its purpose and identity by gathering WE – people who care about the West Coast working knowledge and information from over 700 people and together. groups. SEA - a healthy aquatic ecosystem, including abundant species and habitat, vibrant coastal communities, and The resulting Coastal Strategy includes a vision, goals thriving businesses. (01) Introduction and objectives for the West Coast of Vancouver Island. FUTURE – social and economic activities in harmony Core values are identified to guide actions and deci- with each other and nature, based on knowledge, in- sions. Action Plans are outlined for making positive novation, technology, partnerships, culture, and good The West coast of Vancouver Island is one of the rich- This management board was formalized by Federal, and forward progress toward the vision. Information, governance. est and most diverse aquatic ecosystems in the world. Provincial, First Nations, and Local governments as frameworks and tools are provided that help support With some of the highest rainfall and the second larg- the West Coast Vancouver Island Aquatic Manage- decision-making now and in the future. est fish catch in North America, presence of a third ment Board (later shortened to West Coast Aquatic) in of the world’s marine mammal species, and other 2001. West Coast Aquatic became the first integrated species migrating to the area from both the north and ecosystem body recognized under Canada’s Oceans the south, it is a global treasure. But like many coastal Act (1996) and one of the first of its kind in the world. areas throughout the world, the WCVI region faces West Coast Aquatic’s purpose was (and continues to large challenges and difficult questions. be) to provide a forum for coastal communities and “With some of the highest rainfall and the sec- other bodies to work more closely with governments to In 1995, leaders from diverse governments, businesses implement an ecosystem approach to aquatic resource and communities began to discuss these questions. In management. The primary objective was to create an ond largest fish catch in North America, pres- 1997, they came together in a future search conference integrated coastal strategy. and gave birth to a shared vision: a regionally-based ence of a third of the world’s marine mammal management board that would address issues through From 2002 to 2005, the West Coast Aquatic spirit an ecosystem approach and provide a bridge to Treaty started to forge its own path. Governments, business- species, and other species migrating to the settlement with First Nations. The development and es and communities that had not previously worked implementation of such a body would serve as the together were seeing the benefits of collaboration main mechanism to bring together the broad range of and how implementing an ecosystem approach would area from both the north and the south, it is a community, business, science and management priori- work. The Board focused mainly on projects and policy ties, activities, and processes that were disjointed and discussions, trying different roles and activities as it global treasure.” in some cases overlapping or in competition with each established its identity and niche. In 2006 the Board other. evaluated its progress, role and purpose. 04 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 05 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(02) Implementation

In British Columbia, there is no single legal authority inappropriate for development or subject to certain by- for implementing ocean and coastal activities. There laws or codes that mitigate the risks. This Coastal Strategy will re- are numerous Federal and Provincial agencies that have a mandate related to marine health, and local In building the Strategy, West Coast Aquatic set out governments also have authorities related to marine to identify some specific regulatory decisions and quire commitment, knowledge, health and use. In addition, the title and rights of First associated needs, so that products and tools could Nations is evolving through court cases and treaty set- be constructed in such a way as to support particu- tlements. lar decision-making processes. However, given the “and resources from many part- significant number of authorities involved, it was not In some cases legal jurisdiction is national or inter- possible to do this in all cases. national in scope. For example, many of the laws and ners over time to implement. protocols for shipping begin internationally. Canada The breadth of work means that this Coastal Strategy participates in the international process of deciding on will require commitment, knowledge, and resources shipping rules and then adopts what is produced into from many partners over time to implement. Govern- Canada’s Shipping Act (2001). ments, communities, sectors and other partners who support the plan in principle are not expected or bound Finally, some aspects of marine decision-making re- to implement, monitor, or enforce all of it. Specific sponsibility rest with distinct authorities. For example, resourcing commitments are included in the project the Western Canadian Marine Response Corporation charters related to priority action areas. Partners (WCMRC) http://www.burrardclean.com/ is the entity are able to choose the elements of the Strategy they responsible for oil spill response. All oil tankers pass- will help implement by defining their specific roles in ing through BC waters are registered, pay fees, and project charters. Commitments are expected to evolve must have a current OSR filed with the Chamber of over time as the priorities, projects, and partnerships Shipping (under a contract). Similarly, Port Authori- evolve. ties have jurisdiction over many elements of specified marine areas. In coordinating Strategy implementation, WCA is com- mitted to liaise, coordinate with, and support existing In part to address and help coordinate this complicated and developing policy, management, allocation and range of legal authorities, WCA was given a mandate planning processes to achieve efficiencies, reduce to produce and implement an integrated strategy for overlap and duplication, increase capacity, and facili- the WCVI area. While West Coast Aquatic has this tate better relationships and decisions. mandate, it does not hold the legal authority required to implement all aspects of the Strategy. This is not an West Coast Aquatic will continue to enter into agree- issue for elements where legal authority is not re- ments with or establish working arrangements with quired for implementation. For instance, many issues other organizations, agencies, and bodies affecting and strategies can be implemented through education, or affected by aquatic resource management in the projects or dialogue. management area.

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 06 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 07 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(03) Recognition of (05) Geography

5.1 Scope of the Strategy Context & Scale The geographic scope of the Strategy corresponds with Nuu-chah-nulth people have survived and thrived along Nuu-chah-nulth Ha-houlthee, which extends seaward the WCVI coastline for millennia, supported by rich and The WCVI is a large area representing a defined marine from Cape Cook on Brooks Peninsula to Solander Is- diverse coastal and ocean ecosystems. These include ecosystem. However, ecological, economic, social and land, to the international boundary along the entrance rain forests, extensive systems of rivers and lakes, administrative processes often are not contained by to Juan de Fuca Straits, then true north to Sheringham a coastline of glacially-carved fjords and inlets with ecosystem boundaries. Many issues and sectors are Point. Inland boundaries generally follow the height of important and distinct hydrological and oceanographic managed at local, Provincial, national, or international land along watersheds dividing Vancouver Island. characteristics, a coastal ocean that is among the most scales. The ability to plan in the WCVI is affected by, productive in the world, and a beauty and meaning that and affects, other areas and decisions. To the greatest 5.2 Area Overview transcends any accounting of its parts. extent possible, this Strategy will be implemented with The West Coast of Vancouver (WCVI) is a unique and awareness of the need to reflect both the local WCVI rich marine ecosystem that is valuable to residents, The WCVI area contributes an estimated economic contexts, and the broader contexts within which the Canadians, and the international community. It pro- value in excess of $620 million Canadian dollars (CDN) WCVI exists. vides food, energy, money, water, culture, tourism, rec- annually from diverse ocean activities (Gislason 2007). reation, commercial fisheries, transportation routes, Some of these activities are significant nationally and and knowledge. internationally. For example, The WCVI is one of North (04) Monitoring, America’s most important recreational and commercial The WCVI area stretches along approximately 300 fishing grounds, second only to Georges Bank with the Evaluation & Term kilometers (as the eagle flies) from Brooks Peninsula highest commercial volume of fish harvested in North Northwest of Kyuquot Sound to Southeast of Shering- America. There are a number of finfish, shellfish, Each element of the Strategy has a different term. ham Point including Port Renfrew.The WCVI marine and marine plant aquaculture operations in the area, • A description of a shared vision and values for the area extends from the high water mark in intertidal and producing over 20% of BC’s total aquaculture volume. area; (10 years) estuarine zones offshore to the 200 nautical mile limit There is potential for alternative energy sources (wind, • An outline of shared principles, goals and objectives; of the Exclusive Economic Zone (EEZ) or the interna- hydro, tidal) as well as oil, gas, and frozen methane (10 years) tional boundary in the Juan de Fuca Strait. exploration and development. There is also mining • Action priorities and plans; (5 years) potential (including seabed minerals) and forestry • A shared knowledge base; (updated regularly) WCA’s geographic scope reflects the ‘Ha-houlthee’ (ter- use. The area has the highest rainfall in Canada and a • Decision-support tools and models (updated regu- ritorial wealth) of fifteen Nuu-chah-nulth Nations. It is large diversity of types and forms of water. Oceans sci- larly). divided into several regional districts with most of the ence, technology, and research are also key activities WCVI located in Alberni-Clayoquot, which has 30,664 bolstered by institutions such as the Bamfield Marine Within the first two years, the WCA Board will establish residents across a 6,597km2 area. The Cowichan Valley Sciences Centre and Project NEPTUNE. a monitoring and evaluation framework based on spe- Regional District, Capital Regional District and Strath- cific measures of success. The framework will include cona-Comox Regional District also have governance a process for reporting results to the public. 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. 08 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 09 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

5.3 Biophysical Overview of the Area affects both the geomorphology and the coastal and ma- When Europeans arrived in the 18th century human WCVI salmon stocks are keystone species that indicate At >49°N latitude, the WCVI marine area incorporates rine biota. The continental slope along the West Coast is activities and exploitation of the area has undergone change in marine and terrestrial environments. They most of one of the three Marine Ecoregions in British characterized by strong turbidity currents flowing across various phases, some of which have had large impacts. have undergone declines in abundance and/or size Columbia - a sea extending from West of Vancouver and down the slope. Most extractive activities have undergone boom and bust in many parts of the region. A further fourteen of the Island to the 200 nautical mile Exclusive Economic Zone. cycles, and in general human stressors have increased. thirty-seven mammal species are at risk of extinction. It includes portions of four of the 12 Ecosections within Summer upwelling of nutrient-rich water from the adja- Despite the general productivity of British Columbia’s There are also numerous birds, other fish and plant the British Columbia Marine Ecological Classification -- cent deep sea enhances the productivity of the area. As coastal oceans, populations of many species have been species at risk or threatened. The reasons for these de- Vancouver Island Shelf, the Continental Slope, the Juan such the marine area of the WCVI has more than 60,000 declining with increased human presence and activity. clines are complex and differ among species and stocks, de Fuca Strait, and the Transitional Pacific. known species, including an estimated: but increasing pressures of various kinds, including both • 371 species of fish local and global changes, need to be addressed in order Geologically, the region is formed by dynamic and • 37 species of marine mammals to reverse trends. powerful processes. The Juan de Fuca Plate is being • 50,000 species of bacteria pushed and is sliding underneath the North American • over 6500 invertebrate species (236 crustacean spe- Plate. This process, called subduction, has helped form cies, 3694 gastropod species, and 191 mollusc species) the Vancouver Island and Olympic Peninsula mountain • between 530 to 979 macroalgae species ranges. The coastal landscape has also been funda- • one of the highest kelp diversities in the world mentally influenced and shaped by the advance and • 481 observed zooplankton species retreat of various ice sheets. The most recent of these • Between 371 to 409 marine fish species, with 25 spe- was the Cordilleran Ice Sheet, which retreated by 15,000 cies known to occur in both fresh and saltwater years ago. • 30% (37) of the world’s 125 marine mammal species including killer whales, grey whales, and humpback The characteristic coastal fjords and headlands are whales, and, surrounded by mountains covered by coastal temperate • a rich diversity of seabirds including albatrosses, pet- rainforest. All of the fjords are estuarine to some degree rels, fulmars, shearwaters, storm-petrels, phalaropes, meaning that freshwater flows into a marine salt water skuas, gulls, terns, murres, guillemots, murrelets, area and are therefore influenced by stream flows that auklets, and puffins. peak during the winter due to heavy rainstorm events. These estuarine environments are highly productive Several other factors explain the relatively high species ecosystems due in part to the nutrients that flow from diversity. These include high habitat diversity at different rivers; they are also highly dynamic and as a result the scales, high spatial and temporal variability of regional region has a high level of marine biodiversity compared and local oceanography, the overlap of northern and to other marine and coastal areas at similar latitudes southern species ranges associated with the coastal around the world. oceanographic transition-zone of the North-East Pacific, and the high productivity of coastal and ocean waters. The region’s mild climate is moderated by the effects of the North Pacific Ocean, which includes atmospheric Over millennia, profound ecological changes have de- heating during winter, cooling during summer, and fined the natural and cultural histories of the region. Its considerable rainfall from the saturated Pacific air. biota began arriving, developing, and departing long be- Temperatures range from 0 °C in January to between fore geological processes had finished forming the mod- 28–33 °C during summer months. Henderson Lake is ern landscape, which occurred about two million years one of the wettest places in North America with average ago. The arrival and fluctuations of human populations annual precipitation ranges of about 6,650 millimetres. within the last 10,000 years has strongly influenced and Precipitation is heaviest in the autumn and winter. Snow shaped the ecology of the area. 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 10 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 11 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

6.1 Steps and Timeline (06) Process Overview The following table outlines WCA’s phases of coastal strategy development.

Phase Activities & Products Timeline 01. Commitment • Strategic Planning 2007 - 2008 • Project proposal and WCA Board consensus to proceed

02. Resourcing • Fundraising 2008-2009 • Staffing • Partnerships • Work plans

03. Relationship development, initial • Identifying participants 2009-2011 engagement, and knowledge collec- • Engagement methodologies and tools tion • Interviews • Literatures reviews • Data requests • Meetings

04. Knowledge analysis • Social Ecological Assessment 2011 • Atlas • Conflict and Compatibilities Table

05. Development and review of • Zone types, objectives, and activities 2011-2012 6.2 Engagement approach and methods information encourages participants to become in- Framework for Spatial Planning, • Identifying ecologically significant areas As a forum for coastal communities and other persons volved and/or change beliefs, decisions or actions. We including development of methods • Identifying important human use areas and bodies affected by aquatic resource management, provided information through web and tv videos, board and tools • Human use conflict and compatibility assessment frame- the WCA Board reflects key sectors, governments, and meeting packages, news articles, websites, monthly work communities. Each of the board members has link- newsletter, presentations, and events. • Ecological risk assessment framework and model ages to many partners and constituencies. • Dialogue. Dialogue is a two-way process with op- • Ecological and Socioeconomic System and Indicators • Other models and tools portunities for both giving and receiving beliefs and At the beginning of developing this Strategy, WCA cre- information. It helps shape the identification, analysis, 06. Development and review of a guid- • Values and principles 2011-2012 ated the Tsawalk Partnership to broaden the circle of and action plans around key issues and opportunities. ance framework and priority strate- • Vision, goals, objectives those involved. A central pillar of this Strategy has We held individual interviews and surveys, as well as gies • Priority strategies therefore been partnerships and engagement. A list of community, sector and board meetings, symposium, the main sector groups, agencies, communities, and and events in order to create dialogue. Almost all our 07. Application of planning methods • Establishing metrics for evaluating spatial planning 2012-2013 other partners are listed in Appendix A. staff and many board members are from or live in the and tools to produce draft products scenarios region, or work with different agencies or sectors, • Current and Future Spatial Scenarios in Clayoquot and The main methods used for engagement have included: creating opportunities for informal and unplanned Barkley Sound • Strategy options • Reviewing information. Many groups have done a dialogue. considerable amount of work in developing strategic • Partnerships and Protocols. Partnerships and proto- 08. Discussion and negotiation related • Selecting preferred spatial scenario 2012-2013 plans, policies, visions, and others statements regard- cols are about working together to achieve a common to draft products • Selecting preferred strategies ing their key goals, interests, and work. Others have goal, project or set of mutual interests. We engaged done research or other work relevant to coastal plan- with various partners to complete specific background 09. Implementation planning • Setting Project Charters related to preferred spatial 2012-2013 ning. We undertook a thorough review of these docu- products and deliverables. This allowed us to leverage scenario and strategies, including tasks, leads, timelines, & ments so that we could understand and build on work our resources and learn from the experience of others. resourcing. that had already been done. • Projects and Results. Nothing speaks more clearly • Providing Information. If presented in accessible than examples. We focused on making tangible pro- 10. Recommendations and ratification • Coastal Strategy 2012-2013 formats, information can increase awareness and gress on key goals as a means of engaging people and 11. Implementation and monitoring • Tracking implementation of Project Charters 2013+ understanding of the coastal area, its management is- demonstrating our commitment and ability to deliver. • Monitoring key indicators sues, and the causes and solutions to problems. Good • Periodic reporting • Adaptive management 12 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 13 OVERVIEW WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

6.3 Engagement and Review Process The engagement and review process for various Coastal Strategy Sections and products (07) Coastal Strategy Outline was as follows, with “sectors” referring to communities, industries, agencies, and the There are four Sections of the Strategy and a number address multiple goals and objectives simultaneously. public: of supporting appendices and reports. Project Charters that have been completed for each action area are included in a Coastal Strategy Project Part I is introductory, including background on purpose, Charters booklet. Others will be added as they are scope, legal scope, implementation, process, and area completed over time. overview. A Glossary is also included after Section IV. A list of the SECTORS BOARD Part II includes a description of values and principles main sector groups, agencies, communities, and other for the area. Values describe the practical behaviors partners are listed in Appendix A. Appendix B includes Knowledge gathering Track input and responses that are believed to lead to the vision. Principles pro- a detailed vision statement. Relationship development Revise based on input vide guidance for recommendations and decisions. The following reports and associated tools and infor- Part III includes a description of a shared vision, and an mation will accompany this strategy upon finalization outline of shared goals and objectives. A short sum- by WCA. mary vision is followed by a more in depth description • Social-ecological assessment of the area. of the desired future. The goals and objectives provide • Marine atlas for Barkley and Clayoquot Sounds a description of key themes from the vision as well as • Narrative description of Barkley and Clayoquot plan- BOARD SECTORS specific areas of focus. ning areas • Conflicts and Compatibilities between uses. Review first draft and provide Further reviews or endorse- Part IV describes action priorities and areas of work • Framework for Marine Spatial Planning comments ment, as appropriate in the next five years. Rather than setting actions • Description of Marine InVEST models. for each objective, we chose an integrated strategy • Description of results produced during the planning approach in which the action areas are designed to process.

BOARD BOARD Review second draft Final recommendations Approve for formal public feedback period

SECTORS AUTHORITIES Review formal draft Formal response Provide comments PARTVALUES 02 & 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, providingO2/ a touchstone to assess or evaluate whether individual courses of action align with collective ethics.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 16 VALUES & PRINCIPLES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 17 VALUES & PRINCIPLES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

Hishukish Ts’awalk – Everything is One (08) Values The Nuu-chah-nulth phrase Hishukish Ts’awalk (pro- (09) Principles nounced ‘he-shook-ish tsa-walk’) means ‘everything is one’. This phrase embodies an understanding that Hishukish Ts’awalk and Isaak Shared Responsibility all things are sacred and nothing is isolated from other Aquatic resources should be managed on an ecosystem The governments, coastal communities, and other aspects of life surrounding and within it. This concept basis, which is consistent with the principles of Hishuk- persons and bodies affected by aquatic resource use ish Ts’awalk (everything is one) and Isaak (respect). 1 are together responsible and accountable for integrated contributes to a value system that promotes the need to 2 be thrifty, not to be wasteful, and to be totally conscious aquatic resource management. The responsibility for of one’s actual needs when interacting with others. Conservation integrated management decisions should coincide with While considering existing uses and scale of risk, the the ecological unit, nature of the issue, the scale of protection, maintenance, and rehabilitation of aquatic impact, the ability to collect relevant information, and Isaak - Respect with Caring resources, their habitats, and interconnected life sup1 - management capacity. There should be effective com- • We act in a way that honours others. port systems should take precedence in managing munication, information flow and linkages between • We take only what we need and try to give back in aquatic resources, to ensure ecosystem sustainability various levels. equal measure. and biodiversity. This approach will help ensure that • We are aware of what is happening around us and the aquatic resource use is conducted in an environmentally Inclusivity impacts we have on others. sustainable manner. Coastal communities and other persons and bodies af- fected by aquatic resource management should have an Integrity Precautionary Approach opportunity to participate in the formulation and imple- • We are truthful, straightforward, fair, and follow Decision-makers should err on the side of caution when mentation of integrated aquatic resource management through on commitments so that we maintain our pride, making conservation and resource management deci- decisions, while respecting statutory authorities. The professionalism, and earn trust. sions. Where there are threats of serious or irreversible participation of coastal communities and other persons damage, lack of full scientific certainty shall not be used and bodies affected by aquatic resource management Discipline as a reason for postponing cost-effective measures to will promote improved decisions. • We are disciplined in our thoughts, actions, and words. prevent environmental degradation. • We seek good opportunities and set realistic goals, Benefits using sound judgment, skill, hard work, and creativity to Adaptive Management Aquatic resources offer significant opportunities for achieve them. Aquatic resource management decision-makers should economic diversification and the generation of wealth for • We recognize that less is sometimes more. integrate relevant local knowledge, together with appro- the benefit of all Canadians, and in particular for coastal priate ecological, social, and economic information, with communities. Internal and external costs and benefits Communication the goal of continual improvement. (including social, ecological, and economic) should be • We listen carefully and express ourselves in a clear, appropriately considered when making decisions. humble way. Sustainability • We share information, views, and responses appropri- Sustainability is the use of aquatic resources such that Flexibility ately so that we can identify and resolve problems and the ecological, social, and economic factors are con- Integrated aquatic resource management is a continu- opportunities. sidered and balanced, while ensuring current activities ous process. Administrative structures and processes • We appreciate a good sense of humour. do not affect potential for future generations to sustain should be flexible and expected to evolve, and grow, to themselves. accommodate the management process. 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- 1 2 The belief underlying these two principles is that the goal in interacting Nuu-chah-nulth believe responsibility is given by Naas (the Creator) changing environment. with others is not to maximize personal benefit, but to produce mutu- through the Nuu-chah-nulth Ha’wiih to look after and care for tradi- ally beneficial outcomes. These outcomes arise from understanding tional territories and the resources they contain. and respecting the needs of other people or species, and recognizing an essential ‘oneness’ or interconnection with all people and species. PARTVISION, 03 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 endO3/ 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 2012 20 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 21 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(10) Vision (11) Goals and Objectives A full vision statement is included The West coast of Vancouver Island coastal 11.1 Goal 1: Healthy and abundant species The following goals and corre- in Appendix B. Here is a summary sponding objectives support the vi- of the vision. ecosystem is healthy and abundant with life, and habitat sion for the west coast of Vancouver diversity, and opportunity. It has all the in- Island. They have been developed by gathering knowledge and infor- gredients it needs to be strong, resilient and • Minimize marine pollution and other nega- mation from over 700 groups and able to sustain and regulate itself. Culture is tive impacts of human activities on air, earth, people on the west coast. distinct, strong and vibrant, with flourishing water, and life arts and people who are active and engaged • Protect endangered or threatened species in their communities. The conditions are right and their habitats for a vibrant and sustainable recreational sec- • Increase protection for ecologically signifi- tor with social, cultural and economic benefits. cant areas and features Awareness, education and training lead to • Restore and, where necessary, enhance de- excellence, fulfillment of potential, and lead- graded habitats, including water quality, and ership. The economy is based on stability and species an atmosphere of opportunity and innovation. • Use ecosystem-based management and in- With supportive infrastructure, services, and clude ecosystem values in planning and deci- regulatory frameworks, a healthy mix of small sion-making and large businesses based in and outside the • Maintain genetic, species, and ecosystem- area compete successfully on local and global level diversity scales. In the future, governments, sectors, • Retain the natural beauty of the area 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. 22 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 23 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

Goal 2: Economic Development And Diversification Goal 3: awareness, knowledge, skills, and technology

• Promote emerging opportunities • Build skills and capacity (a) Promote biotechnology, renewable energy, recreation and tour- (a) Actively recruit young people and displaced workers ism, sustainable aquaculture, transportation and other emerging (b) Develop community capacity in governance, business, resource industries management, education, ecosystem monitoring and stewardship (b) Develop new and underutilized fisheries, to hedge against fluc- (c) Develop marine skilled trades in the area tuating fish populations • Generate awareness and understanding • Enhance existing economic sectors (a) Promote public understanding and consumer awareness of (a) Maintain and develop opportunities for existing industries oceans and marine issues; Support ocean education through accreditation, associations, certification, and other means (b) Improve understanding of ocean dynamics and climate change (b) Encourage stability and certainty for businesses at all scales impacts through consistent, stable and straight forward regulations (c) Build awareness of the region and increase government support • Pursue regional branding and value added marketing of prod- (d) Conduct more integrated research to fill knowledge gaps and ucts and services, locally and internationally have a better understanding of the issues • Maintain and enhance opportunities for coastal communities to (e) Increased marketing, advertising and education to raised aware- access and benefit from local aquatic ecosystems, while achiev- ness of issues, opportunities, regional initiatives, how things are ing sustainable social, cultural, and economic benefits for British connected, and better ways of doing things Columbians and other Canadians • Develop and bring together sound, credible, and current knowl- (a) Improve First Nation economic self-sufficiency and community edge and information stability (a) Use it to provide a holistic picture of the health of ecosystems in (b) First Nations and their neighbours respectfully share in the the area wealth from marine resources (b) Pass knowledge from elders to youth (c) More localization of the benefits and jobs from WCVI develop- (c) Develop better, more accessible info systems ment and diversification (d) Collect information on uses and impacts (d) Support working harbours that support food, commercial and • Encourage technology development recreational fisheries [a range of activities] (a) Support innovation, economic opportunities, research, commu- • Develop effective and integrated planning to guide economic nication, and information gathering activities (b) Promote new economic activity in research and education (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 24 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 25 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

Goal 4: safe waterways and modern infrastructure Goal 5: vibrant communities, recreation, and culture

• Maintain shipping and transportation safety and effi- • Build safer, more attractive, and more environmentally ciency friendly communities with better community investments. • Enhance procedures for marine and coastal emergency • Protect key cultural, recreational, and spiritual values response, including using local organizations and knowl- and places edge to assist in planning for and responding to risks and • Increase cross-cultural understanding and acceptance impacts • Support strong Nuu-chah-nulth cultures, including • Develop the means to build and maintain modernized in- strengthening historical knowledge and teaching, cultural frastructure that supports multiple marine activities activities, and language • Promote the modernization of the Canadian Coast Guard • Secure food, social and ceremonial harvesting areas and fleet and strengthen its presence consider and reflect aboriginal rights and Treaty obliga- • Maintain effective maritime security procedures 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 26 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 27 VISION, GOALS, OBJECTIVES WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

Goal 6: Governments, first nations, communities, busi- Goal 7: Monitoring, enforcement, and adaptive manage- nesses and other aspects of civil society (research, la- ment bour, conservation, ngo) working together • Build understanding of existing policies, regulations, • Improve relationships, linkages, and flow of information guidelines and standards and improve them so that we can (a) Foster open and transparent communication and deci- achieve our collective vision sion-making (exposing different values, interests and be- • Plan and manage activities so that they are done respon- liefs and enabling good dialogue and coordination) sibly in appropriate times and places, reducing conflict and (b) Develop means to resolve disputes negative impacts and improving synergies (c) Promote individuals and groups taking responsibility • Ensure adequate management capacity exists and is us- for their actions ing a stable and efficient management cycle that includes (d) Foster better consideration and respect for and be- clear objectives, priorities, planning, implementation, tween different user groups monitoring, evaluation, communication, and adaptation • Increase opportunities for collaboration • Implement enhanced research and monitoring (indica- (a) Partnerships for monitoring and enforcement with re- tors) procedures for resource activity spect to ecosystem health and resource use • Consider and reflect cumulative effects from multiple (b) Ideas for collaboration and partnerships regarding im- activities and other ecosystem considerations throughout plementation of First Nations Treaties management cycles (c) Promote partnerships. • Establish indicators and monitor overall ecosystem in- • Respect First Nations legal and , and ensure tegrity and resource activity impacts over time. Improve an effective First Nations role in aquatic resource man- public reporting agement • Improve enforcement and compliance through increased • Use collaborative and community-based management presence, education and partnerships with sectors and approaches to get local and stakeholder input into plan- resource users. ning and management decisions • Identify quality of life indicators and monitor community • Effectively integrate science and local and traditional well-being knowledge into decision-making • Increase collaboration with other regions, including coastal US states, on marine issues PARTPRIORITIES 04 & ACTION AREAS Priorities and action areas describe items that will receive focus and ac- tivity over the next decade in order to advanceO4/ the vision, goals and objec- tives.

WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 30 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 31 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(12) Background (13) Priorities

This section of the Coastal Strategy outlines priority The action areas were identified through: The following action areas were identified by various Goal 4 Safe Waterways and Modern Infrastructure action areas and action plans for moving forward with • WCA board meetings groups as priorities. Each area is roughly linked to one • Reducing noise, speed, waste, and marine hazards them. • Community meetings and dialogue sessions of the goals identified above. (spills, abandoned vessels) associated with marine • Sector interviews transportation and improving hazard response. Action plans are implemented in partnership with • Surveys Goal 1: Healthy and Abundant Species and Habitat • Improving ‘green’ marine infrastructure that recog- relevant groups and authorities where there is suf- • Literature review • Habitat and species protection, including: nizes the ecological importance of estuaries and shore- ficient interest to move an issue forward. West Coast • Past and current action and opportunities a. water quality lines, and the cultural, economic, and recreational Aquatic’s role in implementing action plans will gen- • Reference to the Vision, Goals, and Objectives b. pollution importance of public waterfront access.. erally be coordination, facilitation, providing support c. impacts of forestry, fishing, urban development, services and helping to catalyze projects. Action plans Action plans were selected based on: salmon aquaculture, float homes, and other human Goal 5 Vibrant Communities, Recreation, and Culture will not be viable without the proper partnerships in • Ideas generated by participants activities • Food Security, including community supported sea- place, which includes supporting levels of government, • Ability to build on existing energy, resources, or strat- d. preventing species becoming at risk food. sector groups, public interest, and funding. As dif- egies, or attract new resources e. eliminating invasive species • Community access to foreshore and other recrea- ferent groups have different levels of capacity, action • Ability to address multiple objectives or action areas f. identifying marine protected areas and refugia tional opportunities. plans will move at the appropriate pace for the groups simultaneously g. risk of impact from industrial hazards • Language, culture and local ecological knowledge involved. • Effectiveness in other regions or situations. Goal 2: Economic Development and Diversification / Goal 6 Governments, Communities and Businesses Specific resourcing commitments are included in the Priorities Working Together project charters related to priority action areas. Part- • Pursue sustainable economic opportunities in exist- • Improved governance relationships and collaboration ners are able to choose the elements of the Strategy ing and new sectors they will help implement by defining their specific roles • Fisheries Goal 7 Monitoring, Enforcement, and Adaptive Man- in project charters. Commitments are expected to a. Improve security of access and similar standards agement evolve over time as the priorities, projects, and partner- across different sectors • Improved monitoring and enforcement for marine use ships evolve. b. Community access / benefits activities c. Identification of community impacts and mitigation In coordinating Strategy implementation, WCA is com- associated with 2008 Pacific Salmon Treaty Chinook Multiple Goals mitted to liaise, coordinate with, and support existing Annex. • Climate change, including and developing policy, management, allocation and • Advancing new technologies and innovation a. ocean acidification planning processes to achieve efficiencies, reduce b. fresh water availability overlap and duplication, increase capacity, and facili- Goal 3 Awareness, Knowledge, Skills, and Technology c. storms, flooding, and erosion tate better relationships and decisions. • Improving knowledge, education, and training in the • Wild salmon stewardship and harvesting region West Coast Aquatic will continue to enter into agree- • Advancing new technologies and innovation Due to the number of these priorities, action plans ments with or establish working arrangements with were developed that address several priorities in an other organizations, agencies, and bodies affecting or integrated manner. Not all objectives and priorities will affected by aquatic resource management in the man- be addressed collaboratively in the next five years. agement area. 32 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 33 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(14) Action Plans

14.1 Bringing people together to develop action plans and/or recommendations WCA 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 planning There 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 14.1.2 Salmon 14.1.3 Float homes of life in Barkley and Clayoquot Sounds Wild salmon are a keystone species in WCVI ecosys- Float homes are currently not legally tenured in some •Match uses and activities to suitable areas tems. They play an important role ecologically, socially, WCVI areas. There is desire for more clarity and cer- •Help identify areas of ecological significance that culturally, and economically. There is a high level of tainty about the status of float homes and the locations require increased levels of protection public and stakeholder interest in salmon, and many and terms under which they may be allowed. government jurisdictions relate to salmon health. •Encourage economic diversification and development In addition, the following support products and tools These qualities make wild salmon a good focal point for The Province of BC is developing a Project Charter for a in a manner that is compatible with the local and re- will accompany this Strategy as they are completed: efforts on many of the priority action areas. Float Home Initiative. The Initiative will focus on: gional environment and existing uses and activities h) An atlas describing marine resources, uses and • Providing the information, analysis, recommenda- •Concentrate residential and commercial growth in activities in the plan areas A Project Charter for a Barkley Alberni Salmon Initia- tions, and relationships necessary for the appropriate existing communities, subject to the provision of appro- i) Marine planning units including detailed descriptions tive is attached in the Coastal Strategy Project Charters authorities to address unauthorized float cabins in priate services and overseen by an official community and recommendations for each planning unit document. The Initiative will focus on: Barkley and Clayoquot Sounds plan j) An analysis of conflicts, compatibilities and synergies • Wild salmon fisheries management • A general understanding on the options that ap- •Promote resiliency, sustainability, equity and stability amongst the different uses and activities • Wild salmon stewardship and production, including propriate authorities should consider with respect to in resource use, conservation and management k) Models related to spatial planning, such as habitat habitat protection (including impacts of forestry, urban resolving the float cabins issue within priority areas • Reduce conflicts and increase compatibilities and characterization, coastal erosion vulnerability, wave development, and climate change), habitat restoration, • A coordinated approach to the long term manage- synergies between various uses and activities energy potential, and others. interactions with salmon aquaculture, and enhance- ment of float cabins between the Province, First Na- ment. tions and local government A Framework For Marine Spatial Planning has been The Marine Spatial Planning Initiative is planned to run • Strengthened relationships and effective engage- developed to outline the approach to MSP. The Frame- in several stages. The first includes completion and The Initiative will link closely with this Coastal Strategy ment between First Nations, local government, and the work consists of a number of parts, such as (but not endorsement of the Framework described above (2012) and marine spatial planning activities. Province limited to): and the second focuses on application of the frame- • Effective engagement of key stakeholders and the a) A process for verifying data work in different planning units (2012-2015). Project The Barkley Initiative is planned to run in 2011-2014. public b) An outline of area designations and associated guid- Charters for Marine Spatial Planning will be developed Based on lessons learned in the Barkley Initiative, ing principles and uses upon agreement to apply the Framework in different there is strong interest in starting a Clayoquot Initiative. The Province is currently discussing the timing of this c) Identification of ecologically sensitive areas areas. d) Identification of areas important for human use initiative with other parties. It will link closely with the marine spatial planning initiative. e) A conflict resolution process Marine Spatial Planning will involve effective engage- f) A process for risk and vulnerability assessment ment of key stakeholders and the public. g) Identification of valued ecological and socioeconomic elements and indicators 34 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 35 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

14.1.4 Sustainable economic opportunities 14.1.5 Marine transportation There is a high degree of interest in ensuring sustain- While much of marine transportation is governed by able economic opportunities in the WCVI area. This international organizations and laws, there are some includes increasing the viability and competitiveness of specific local issues and opportunities to improve ma- existing businesses and diversifying into new opportu- rine transportation in the WCVI area. nities. In the next five years, WCA will work with relevant and Different businesses and organizations currently play a interested authorities and parties to formulate and im- role in economic development. WCA will bring leaders plement Project Charters for priority issues, such as: together to look at initiatives such as: a. Innovative sustainable development strategies for • creation of a WCVI brand and markets harbours, wharves, and deep water ports that recog- • identification of suitable locations and requirements nize the ecological importance of estuaries and shore- for new sectors and promotion of opportunities lines, and the cultural, economic, and recreational • investment analysis tools (enabling businesses and importance of public waterfront access. investors to access up to date information about the b. Conducting a gap analysis with Western Canadian WCVI area) Marine Response Corporation identifying opportunities • identify and find efficiencies in policy or regulation to improve oil spill response planning by using WCA • creation of a WCVI aquatic trust marine spatial planning information and outcomes. In • creation or application of new technologies addition to identfying priority areas for response and •infrastructure investments other information about local waters that is valuable in • matching young business people from the area with a response situation, other gaps may include establish- mentors ing more local outports where response supplies are cached and accessible, as well as maintaining an up to A Terms of Reference has been drafted for a Commit- date inventory of local boats, facilities, and people who 14.1.6 Other action areas 14.3 Developing long-term tee that will address community impacts associated can assist with response efforts. WCA provides a forum to address on-going policy is- self-sustaining ventures with the Pacific Salmon Treaty Chinook Annex. The c. Looking at the feasibility and utility of local navi- sues and action areas. Pursuit of action areas in the Several ideas have developed for initiatives that ad- Committee will do this by developing and implement- gation (including moorage) management plans with next several years depends on the priority of the issues dress action areas and objectives. The initiatives are ing an integrated partnership strategy involving ex- Transport Canada that help implement marine spatial and the willingness of governments and sectors to longer term in nature, and require self-sustaining isting federal programs, new targeted funding, and plans. participate. These will be determined at WCA board other contributions. The strategy will dovetail with the revenues. It is not worth pursuing the initiatives with- Barkley Alberni Salmon Initiative, contributing WCVI In addition, WCA will continue to present information meetings. out thorough planning and research regarding their becoming an international leader in sustainable coastal and views to Canadian and international authorities viability. economies and fisheries. The Committee will focus on in regard to ship noise, derelict vessels, ballast water 14.2 Developing projects to advance short term impacts and long term sustainability in the discharge, and spill prevention. For each of the initiatives listed below, WCA will un- following areas: action dertake feasibility studies to determine whether the Over the next five years, WCA will bring partners to- a. Labour adjustment, including re-training and modifi- ideas are worth pursuing. For those opportunities that gether to develop hands-on projects focused on: cations to qualifying conditions for Employment Insur- look feasible, WCA will then develop detailed business • Ecosystem health, including water quality, pollution, ance for affected fishermen, deckhands, and support plans. If the business plans show that the ventures species at risk, and invasive species industry workers can be self-sustaining over time, then WCA will pursue • Climate change, including ocean acidification, com- b. WCVI regional access to fisheries investment and implementation. In some cases, it may munity and sector vulnerability, water availability, and c. Fish restoration and enhancement make sense to combine ventures. storms, flooding, and erosion d.Diversification, including Coastal Strategy and eco- • Coordinating with others who are developing a nomic opportunities WCA recognizes the importance of having a passion- response to marine-related debris, including tsunami ate entrepreneur leading long-term initiatives and will related debris. These initiatives will run from 2012-2015. seek candidates during the feasibility and business • Other priority risks and vulnerabilities identified by planning phases. WCA also recognizes the importance WCA and its partners of external review and will seek feedback on plans. The timeline for developing feasibility studies is 2012, It is also expected that other projects will evolve from business plans in 2013, and implementation in 2014. the planning projects outlined above. 36 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 37 PRIORITIES & ACTION AREAS WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

14.3.1 A knowledge, training, and technology centre An Aquatic Trust would partner with existing licence 14.4 Advancing governance WCA will also explore new governance mechanisms on The purposes of a Centre would be to: and tenure holders, as well as acquire licences and WCA represents a unique and innovative governance key action areas. One of these is exploring an integrat- • Provide a training venue tenures via regular market mechanisms. It would part- model. As it grows and matures, it will provide in- ed approach to compliance and enforcement. Good • Develop training courses based on the current and ner with local individuals or businesses for production, creased leadership in governance. enforcement is the grease that keeps things rolling. forecasted needs of various marine sectors and busi- ensuring sustainability standards are met. It would Enforcement is also a significant challenge in an area nesses develop mainly local and niche markets for products. A primary area of leadership will be leading the imple- as large and sparsely populated as WCVI. Innovative • Attract researchers and technology developers and Revenues would be used for habitat and species resto- mentation of this Coastal Strategy. This includes: approaches will be needed that make the best use of all pair them with priority action areas, specific business- ration and enhancement projects. • Developing Project Charters and facilitating the available resources. The timeline for this is 2015-2017. es, or communities planning initiatives listed above. Project Charters will • Offer courses in marine management and associated WCA’s vision includes a diversity of licence and tenure reflect best practices in management, and will reflect issues of local interest, such as local knowledge and ownership types. WCA Values in a code of conduct. Nuu-chah-nulth language and culture • Assisting governments, sectors, and communities in • Publish articles and share information and ideas 14.3.4 Monitoring ecosystem indicators implementing the marine spatial and other planning • Provide a venue for experiments, analysis, and testing An important part of WCA’s Social-Ecological Assess- initiatives listed above. This includes finding mecha- • Organize knowledge sharing events ment of the WCVI area included work on socio-econom- nisms to address long-term capacity issues. The Centre would be focused on the practical applica- ic and ecological indicators. Monitoring ecosystem • Working with the newly formed First Nations Gov- tion and exchange of knowledge and technology. It indicators is important in tracking the health of the ernments of the Maa-nulth Nations regarding their would work with existing research and training institu- area over time and identifying early warning signals. authorities in the context of marine planning. tions. In the next five years, WCA will advance its work on • Pursuing projects and self-sustaining ventures. indicators in several stages: 14.3.2 An information database and investment analy- • Stage I: engaging experts, communities, and sectors sis tool in developing a suite of ecosystem indicators In pursuit of its objective to bring together information • Stage II: developing a self-sustaining monitoring from existing sources, West Coast Aquatic has brought program that engages various governments, sectors, together an unprecedented amount of information in and communities in sponsoring and monitoring differ- the past several years. While some of this information ent indicators is available from other sources, there is no other loca- • Stage III: includes a reporting structure to communi- tion where it is brought together. cate results to the public • Stage IV: revisit or adapt based on results. A key challenge is that libraries of information can Further details on this are included in a package of be costly to maintain and do not generate significant briefing notes for technical review. revenue. However, software applications that use Stage I is expected to occur in 2012-2013 and Stage II information in practical ways can be more feasible. will occur between 2013 and 2014. 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. 38 GLOSSARY WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 39 GLOSSARY WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(15) Glossary of Terms

aquaculture management: the responsibility for ensuring the sustainable and orderly, culture and pro- information-sharing: communication mechanisms aimed at sharing information and building duction of aquatic resources for private commercial benefit, e.g. not public understanding about decisions made. enhancement. Ensuring sustainable aquaculture requires that production practices do not degrade the health of ecosystems and are consistent with integrated aquatic an ongoing and collaborative approach that brings together managers and an integrated management approach. This requires a consideration of the resource management: people affected by management to weave together diverse social, cultural, impacts of aquaculture on wild stocks/species, aquatic habitats, fisheries environmental and economic values and knowledge. The approach fosters and other aquatic resource uses. Orderly culture and production requires sustainable development while maintaining or enhancing aquatic ecosys- effective planning, monitoring, enforcement and evaluation, to ensure the tems. development and maintenance of an ecologically and economically sustain- able aquaculture industry. Nuu-chah-nulth: 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 aquatic resources: all natural marine and freshwater plant and animal life, their habitats and Nelson Keitlah, Nuu-chah-nulth elder). “Although Nuu-chah-nulth peo- interconnected life-support systems ple of the past shared traditions, languages and many aspects of culture, they were divided into chiefly families, local groups and, later, into Nations. community economic a process by which communities can initiate and create economic oppor- Each Nation included several local groups, each centred around a ha’wiih development: tunities and thereby build long-term community capacity and foster the (hereditary chief), and each living from the resources provided within their integration of economic, social and environmental objectives. ha’houlthee.” (www.nuuchahnulth.org). ecosystem: a dynamic complex of plants, animals, and microorganisms and WCVI area: The geographic scope of the area is shown in a map in the Introduction. their environment interacting as a functional unit. The area corresponds with Nuu-chah-nulth Ha-houlthee, which extends seaward from Cape Cook on Brooks Peninsula to Solander Island, to the fisheries management: the responsibility for ensuring a sustainable and orderly harvest of aquatic international boundary along the entrance to Juan de Fuca Straits, then resources as part of an integrated aquatic resources management frame- true north to Sheringham Point. Inland boundaries generally follow the work. Ensuring a sustainable harvest requires that harvest levels are height of land along watersheds dividing Vancouver Island. consistent with the health of species/stocks targeted by a fishery and the implementation of an ecosystem based approach. This requires a consid- regional districts: means the regional districts in the management area, which are the eration of the impacts of fishing on non-target species and aquatic habi- Alberni-Clayoquot, Comox-Strathcona, Cowichan Valley and the Capital tats. An orderly harvest requires an effective planning process based on a Regional Districts. precautionary approach and agreed harvest sharing arrangements, as well as appropriate enforcement, monitoring and evaluation. shared decision-making: participation in decision-making whereby those with authority to make a decision and those who will be affected by that decision jointly seek an governments: Canada, the Province of British Columbia, the Nuu-chah-nulth Nations and outcome that accommodates the interests of all concerned. The outcome the regional governments in the management area of the process is a recommendation to the appropriate statutory authority, except in the case of an assigned responsibility, where the outcome of the Ha’wiih and Ha-houlthee: Nuu-chah-nulth word meaning a Chief’s (Ha’wiih’) territory and all the process is a decision. Shared decision-making does not fetter the discre- wealth within it. tion or affect the legal authority of the participating governments.

Hishukish Ts’awalk: The Nuu-chah-nulth phrase Hishukish Ts’awalk (pronounced ‘he-shook- stewardship: the responsibility for ensuring the protection and restoration of aquatic ish tsa-walk’) means ‘everything is one’. This phrase embodies an un- resources and their habitats such that the capacity for production is derstanding that all things are sacred and nothing is isolated from other maintained or enhanced. Stewardship has inventory, planning, program aspects of life surrounding and within it. This concept contributes to a implementation, monitoring/enforcement and communication/education value system that promotes the need to be thrifty, not to be wasteful, and components. to be totally conscious of one’s actual needs when interacting with others. (Shared by Roy Haiyupus, late Nuu-chah-nulth elder). 40 APPENDIX A WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 41 APPENDIX A WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(16) Appendix A: Engagement & Partnerships In developing this Coastal Strategy, West Coast Aquatic engaged with the follow- West Coast Aquatic also developed partnerships regarding projects, tools, mod- ing governments, communities and sectors through interviews, meetings, and els, information, events, and action areas. Some of our partners have included: reviews:

• City of Port Alberni • Wildlife Viewing • Alberni Clayoquot Regional District • • District of Ucluelet • Surfing • Alberni-Clayoquot Community Futures • North Island College • District of Tofino • Boating • Alberni Valley Enhancement Association • Nuu-chah-nulth Education and Training Program • Alberni Clayoquot Regional District •Commercial Fishing • Alberni Valley Adventures Association • Ocean Planet Adventures • Strathcona Regional District • Marine Transport • Alberni Valley Chamber of Commerce • Parks Canada • Bamfield Community Affairs Society • Education & Research • • Port Alberni Port Authority • Nuu-chah-nulth Tribal Council • Float Home Associations • Bamfield Marine Sciences Centre • Port Alberni Dinner, Auction and Dance Society • The First Nations of Maa-nulth Treaty Society • Forestry • Barkley Sound Black Seals Diving • Project Neptune • BC Forests, Lands and Natural Resource Operations, • Aquaculture • BC Ministry of the Environment • School District 70 and BC Ministry of the Environment, on behalf of the • Mining • BC Forests, Lands and Natural Resource Operations • Simon Fraser University Province of British Columbia • Environment on behalf of Province of British Columbia • Stanford University • Department of Fisheries and Oceans • Non-Governmental Organizations • BC Innovates Program • Strathcona Regional District • • Seafood Processing • BC Marine Conservation Analysis • Tla-o-qui-aht First Nation • • Stewardship • Canada World Youth • Tofino Streamkeepers • Uchucklesaht First Nation • Culture & Heritage • Clayoquot Biosphere Trust • Tofino Surf Rider Foundation • Huu-ay-aht First Nation • City of Port Alberni • Tseshaht First Nation • • Dennis Jonsson Motor Products • Toquaht First Nation • • District of Ucluelet • Rendezvous Dive Charters • Tla-o-qui-aht First Nation • • Raincoast Education Society • Ahousaht First Nation • Eco-Action Canada • Ucluelet Aquarium Society • • Ecotrust Canada • Uchucklesaht First Nation • Parks Canada • • Ucluelet First Nation • BC Parks • First Nation Technology Council • Ultimate Fishing Town • Port Alberni Port Authority • Gordon and Betty Moore Foundation • University of Washington • Ucluelet Harbour Authority • Fisheries and Oceans Canada • University of Victoria • Tofino Harbour Authority • Habitat Conservation Trust Fund • University of British Columbia • Bamfield Harbour Authority • Hesquiaht First Nation • Uu-a-thluk (Nuu-chah-nulth Tribal Council) • Sport Fishing • Hupacasath First Nation • Vancouver Aquarium • Kayaking • Huu-ay-aht First Nation • Vancouver Foundation • Diving • Kyuquot/Checleseht First Nation • Vancouver Island Economic Alliance • Wind Surfing & Kite Boarding • Marine Natural Capital Project • Vancouver Island University • Mowachaht-Muchalaht First Nation • District of Tofino • Western Economic Diversification 42 APPENDIX B WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012 43 APPENDIX B WEST COAST VANCOUVER ISLAND COASTAL STRATEGY 2012

(17) Appendix B: Detailed Vision Statement

The WCVI coastal ecosystem is healthy and abundant The economy is based on stability and an atmosphere People who work and live in the region are reaching with life. It has all the ingredients it needs to sustain of opportunity and innovation. With supportive in- their highest potential. They have a heightened aware- and regulate itself: healthy habitats, biodiversity, and frastructure, services, and regulatory frameworks, ness of local and global issues, opportunities, and functioning communities and foodwebs. The ecosystem businesses compete successfully on local and global realities. Governments, associations, businesses and is resilient and resistant to stress, allowing it to adapt scales. They are providing clients and consumers with institutions are contributing to job creation and skills and change while retaining its overall integrity and consistent, healthy, quality products and services. Dis- development for WCVI residents and other Canadians. productivity. tribution channels (sea, rail, road and air) are effective Well-educated, trained, and experienced people from Life is and efficient. inside and outside the area are getting things done. Community, business, and government partners are Training programs, inter-generational knowledge working together to protect naturally reproducing spe- Businesses are also diversified and resilient, adapting transfer mechanisms, and full career considerations cies and their habitats as a priority, and, where needed, to changing climate and other conditions. There is a are in place to develop talented professionals for the restoring and enhancing them. Pollution, invasive spe- fair, transparent, and equitable process for accessing future. Awareness, education and training lead to ex- cies, acidification, and other sources of stress on the coastal resources, with benefits, costs, and conserva- cellence, fulfillment of potential, and leadership. system are being prevented and effectively addressed tion measures applying to all users. A healthy mix of when they occur. small and large businesses based in and outside the Diverse sectors and governments are working together good area are contributing to a diversified economy. to achieve a common vision and goals. Governments Residents and visitors appreciate the natural beauty Businesses are able to demonstrate environmental and sectors recognize and respect other users and and richness of the area. sustainability while remaining competitively priced. jurisdictions. Communities and resource users are They reduce waste and mortality of non-targeted spe- playing a greater role in decisions and share more re- Culture is distinct, strong, and vibrant, with flourishing cies, comply with relevant regulations and eliminate sponsibility for resource management and monitoring. arts and people who are active and engaged in their illegal activity, and reduce and mitigate negative im- This has increased their commitment to ecosystem communities. Communities, civic associations, insti- pacts. This commitment results in innovation and new sustainability and improved the legitimacy, credibility, on the tutions, and businesses are contributing to a distinct, technologies. and implementation of decisions. strong, and proud WCVI culture. Neighborhoods are clean and safe, free from substance abuse, racism and The capability and efficiency of businesses are con- Natural, social, cultural, historic, and economic in- discrimination. Residents have access to affordable tributing to economic development, diversification, and terests are considered in an integrated approach to local foods, housing, health care, education, and social coastal infrastructure in the WCVI area. This in turn is governance and management. Government initiatives services. Residents and communities are self-suffi- supporting and advancing the trade growth objectives and processes are integrated, effective, and well sup- cient and able to adapt to changes. of B.C. and Canada as a whole. ported. International partnerships exist as needed for transboundary issues affecting the WCVI. west The population of the area includes a healthy balance Coastal infrastructure (docks and wharfs, shipyards, of different generations and cultures. People who have fuel stations, recycling facilities, search and rescue, First Nations rights and treaty obligations are being left for education or life experience are interested in safe harbour buoys, communications systems, and respected and exercised responsibly. Canadians as coming back to the area and are able to find meaning- navigational aids) are being maintained and, where a whole, and coastal communities in particular, are ful work. The core principles of ‘Hishukish Ts’awalk’ necessary, enhanced or supplemented in support of benefiting from the WCVI being a well-managed and (Everything is One) and ‘Isaak’ (Respect with caring) are business, communities, and overall marine safety. sustainable coastal region. widely recognized and put into practice. Marine transportation is efficient and safe. Risks and coast impacts from natural hazards or marine transportation Residents and visitors enjoy the diverse recreational are being addressed proactively through best practices, opportunities that result from the rich WCVI culture, technology, training, and open and transparent discus- environment, and economy. The conditions are right sions, planning, and response measures. for a vibrant and sustainable recreational sector with No. 3, 4310-10th Avenue social, cultural and economic benefits. This includes Port Alberni, BC V9Y 4X4 Ph. 250.724.3600 stable and predictable recreational opportunities that Fax. 250.724.7168 are considered and reflected in resource management [email protected] plans. www.westcoastaquatic.ca COASTAL STRATEGY FOR THE WEST COAST VANCOUVER ISLAND

West Coast Aquatic 2012

Overview Values & Principles Vision, Goals, Objectives Priorities & Action Plans