Growing Bowen Island's Economy the “Bowen”

Home , Bowen Island, Lantzville

Growing Bowen Island’s Economy the “Bowen” Way

Community Economic Development Findings Report March 2020

Contents

Mission p. 2

Overview p. 3

Introduction pp. 4 – 5

Demographics Overview pp. 6 – 13

Infrastructure, Amenities & Economy pp. 14 – 22

Assets Analysis pp. 20 – 23

CED Information & Document Analysis pp. 24 – 37

Bowen Island’s CED Snapshot pp. 38 – 39

Conclusion pp. 40 – 41

Appendices pp. 42 – 78

Mission

“To develop a CED Plan that is understandable, achievable, and measurable, and can advance our community's ambition to be a sustainable Island Municipality within the Islands Trust.”

Overview

The Bowen Island Municipality (BIM) is located in Howe Sound within the Metro Vancouver Regional District (MVRD) and is a member of the Islands Trust. It incorporated in 1999 and is the second and now only "island municipality" in BC.1

The Island is approx. 6 km wide by 12 km long, with a land mass of just under 50kms. It is dominated by three mountains: Mount Apodaca, Mount Collins, and Mount Gardner which make up 1450 ha. of Crown Land. It boasts another 221 ha. of Metro Vancouver parkland, 10 ha. of Provincial Park, 30 ha. of Islands Trust Fund properties, 450 ha. of Ecological Reserve land, 72 ha. of Municipality owned parkland and over 47 kms of Municipality owned trails.

Although only 20 minutes from the mainland, Bowen is considered rural and was designated as such by the BC Government in July 2019.

The island has a regular population of around 3,6802 which significantly increases in summer when around 1,500 part-time residents and over 30,000 tourists arrive for the season.

Like many rural islands, BIM relies on local workers, community groups, and a large volunteer network to support its island economy.

In turn, these individuals all rely on diverse, affordable accommodation; reliable transport; affordable provisions; and a robust healthcare system to survive, all of which have been noted as lacking.3

So, why is this relevant?

Bowen Island is unique.

Whilst we have similar CED focus areas to many of our comparator and nearby communities, and they can offer up useful insights and information, none of them can quite match Bowen’s uniquely rural yet municipality-run nature. The fact we are just a stone’s throw away from Vancouver adds another string to our unique bow and, of course, another CED challenge –

How to maintain Bowen’s “Bowen-ness”?

It is these factors and challenges which informed the basis of the research for this report.

1 The first was Saltspring Island. It incorporated in 1873 and dissolved by BC legislature 10 years later. 2 Data from Statistics Canada 3 Information source – Bowen Island Survey 2019, In-person interviews 2019 & 2020 3

Introduction

This findings report completes Phase 1 of the Community Economic Development (CED) Plan as funded by the fifth intake of the BC Government’s Rural Dividend Program. It focuses on both past and present Economic Development information and activities taking place on Bowen Island and compares them to those of our comparator and nearby communities4 to provide discussion and an initial snapshot of Bowen’s current CED outlook.

To do this, a number of background documents were reviewed including, but not limited to:

Alongside these, research into the following comparator and nearby communities’6 CED plans was undertaken:

• Gabriola Island • Ucluelet • West Vancouver • Sparwood • Squamish-Lillooet Regional District • Hope • Lantzville • Tofino • Malcom Island • Columbia-Basin Business Retention Plan

For the purposes of this report, the communities of: Gabriola, Ucluelet and West Vancouver were used as the main comparators as they are the closest to Bowen Island in size and CED nature.

4 See Appendix for full list 5 See Appendix for full list 6 Chosen because they have completed CED Plans as at the time of review 4

Key CED Stakeholders were also identified and interviewed to gain their insight into CED initiatives and activities undertaken throughout the years. These stakeholders were selected based on their participation in key CED influencer groups such as:

• Community Economic Development Committee7 • Tourism Bowen Island • Bowen Chamber of Commerce.8

Key insights from their interviews can be found in the Appendix. In addition to this, information from various qualitative and quantitative sources such as:

• Statistics Canada • Revenue Canada • BC Labour Force Surveys • Work BC • Trading Economics • Bowen Island Survey

and previous community consultation exercises: Vital Conversations, Bowen Island Visitors, Residents’ and Business Surveys, CEDC Business Summit & Business Breakfasts and the Community Lands Workshop was also collected and assessed. 9

The information gathered provided a snapshot of Bowen’s current CED outlook which will be used to answer the following key question:

What is Bowen Island’s current CED outlook and how does it compare to our comparator and nearby communities?

This outlook will be used to inform the development of Phase 2 of the CED process – the Community Engagement Phase. This phase will engage the local community to provide vital, and current, CED information and discussion through which the CED plan will be further developed.

7 Formerly the Economic Development Advisory Committee 8 Historical data. Group now dissolved. 9 For a full list of statistical and information sources, please refer to the Appendix. 5

Demographics Overview

Bowen’s population Information

Bowen is growing and increasingly popular with families and retirees. The following breakdowns detail relevant demographic comparisons gleaned from Statistics Canada, BC Labour Force Surveys, Work BC, Trading Economics, and other relevant sources.

Other key demographic information tables can be found in the Appendix.

Bowen Island Age Distribution Bowen Island Population 0-14 17.3% 25-54 65-90 34.7% 20.8% +405

13.7% +278

8.17%

Population insights: • Drop of almost half the growth rate from the previous Census • Prime working age (25 yrs-54 yrs.) = 34.7% (1280 people) (6.3% period but still above MVRD average of 6.1% and BC average of below BC average) 5.3% over same 5-year period. • Significant drop in 25-29 yrs. category - only 2.17% (80 people) • Projections say we’re at approx. 3,900 in 2020 (+5.98%) so our • Median age 48 yrs. (up from 44.8yrs in 2006 and 4.6 years older growth rate is slowing than Metro Vancouver) • Largest age category = 60-64 yrs. (9.64%), closely followed by 65- • Low numbers of men in 25-29 yrs. and 30-34 yrs. (prime working 69 yrs. (9.51%), making up 20.8% of the population. 2.8% higher age categories) than BC average and increasing year on year. • 68.5% are married / common law and 31.5% are not married or • 17.3% make up the younger population (14 yrs. and younger) - common law (7% of these are divorced) 3.3% higher than BC average - which will be a part of labour force in less than 2 decades. So, we’re an aging population with a slowing growth rate.

Our Island’s ethnicity Anecdotal and qualitative research has indicated that Bowen is: “Too one sided (with) not enough diversity”.10 Therefore, further statistical research into Bowen’s cultural makeup using the latest Census information was undertaken to see if this was indeed the case.

Ethnicity Insights: • Largest category = European 90.5% (3,320 people) of this 69.2% are from Britain • Smallest category = African 1% (35 people) • Only 24.9% (915 people) on Bowen are actually Canadian • 2.7% 100 are First Nations & 0.8% (30 people) are Métis • 6.5% (240 people) are Visible Minority11 Of these, 1.5% are South Asian and 1% are Japanese • 87% (3200 people) speak English only • 97.6% speak English as their first language and 96.1% speak English at home most often. This is significant when it comes to communications as we now know our target audience will understand our messaging if it goes out in English. • 12.9% (475 people) speak English and French • Aboriginal languages = 0% (mother-tongue, spoken at home, knowledge)

Turns out we are culturally diverse but in mainly Western cultures.

10 Bowen Island Survey 2019 11 The Employment Equity Act defines visible minorities as "persons, other than Aboriginal peoples, who are non-Caucasian in race or non-white in colour." e.g., South Asian, Chinese, Black, Filipino, Latin American, Arab, Southeast Asian, West Asian, Korean, and Japanese.

Education Information

We’re pretty educated on Bowen and, it turns out, getting more so each year. The following information breaks down what we’re learning and to what level. Gender splits were also examined for additional insight. Education Level

Major Field of Study Education Insights: • 71.7% (2175 people) have postsecondary certificate, diploma, or degree (+11% from 2006) • Of these, 1035 are men (28.1% total pop.) 1140 are women (31% total pop.) • Top field of study is Business, Management & Public Admin 18.1% • Second is Social Sciences & Law with 370 people (17%) • Third is Engineering & related fields with 260 people (11.9%) • These all tie in with our top employment industries • Only 7.7% (235 people) have no certificate, diploma, or degree (-3.3% from 2006) • Of these, 95 are men (2.6% total pop.) and 135 are women (3.7% total pop.) • 5.3% (195 people) have an apprenticeship or trades certificate or diploma (+ 1.7% from 2006) • Of these, 145 are men (3.9% total pop.) and 55 are women (1.5% total pop.) (+3.4% increase in males, +2.14% increase in females since 2006)

Females are better educated overall and we’re generally picking our top employment industries as fields of study.

Employment Information The following tables break down the top employment sectors, incomes, overall employment rates and rate of employment by age and gender using information from Statistics Canada and the BC Government website.

BOWEN ISLAND TOP 5 JOBS 2006 (#) M # F # 2016 (#) M # F # (by industry) 1. Business services (585) 355 230 Professional, scientific, and 220 125 technical services (340) 2. Other services (535) 190 350 Health care and social 55 195 assistance (250) 3. Construction (275) 255 15 Educational services (220) 70 150 4. Educational services (200) 55 145 Construction (195) 170 25 5. Health care & social services 45 105 Retail trade (150) 60 90 (150) TOP 3 INCOME BOWEN VANCOUVER CATEGORIES TOTAL M % F % TOTAL M % F % 1. Under $10,000 465 165 35.5 300 64.5 337,915 144,295 42.7 193,620 57.3 2. $100,000 and 460 330 71.7 140 30.3 169,635 118,430 69.8 51,210 30.2 over 3. $10,000 to 410 160 39 245 59.7 345,805 143,880 41.6 201,920 58.4 $19,999

Industry & Income insights • Construction stats 2006 = 93% males, 6% females | 2016 = 87.2% males, 12.8% females • Education stats 2006 = 27.5% males, 72.5% females | 2016 = 31.8% males, 68.2% females • Health care stats 2006 = 30% males, 70% females | 2016 = 22% males, 78% females • Occupations in art, culture, recreation and sport (not shown) dropped from 2nd to 6th. This is significant for Bowen given our large arts and culture community. • There are almost double the number of women earning under $10,000 than men on Bowen • There are almost half the number of women earning over $100,000 than men on Bowen • Two of the top income categories are below the living wage for Metro Vancouver of $19.50 / year (approx. $5 / hour and $10 / hour respectively). This is likely due to a large portion of part-time workers e.g., Mum’s working 1 or 2 days a week, shifting the stats information. • % of people on low income (not shown) 2006 = 3.1 | 2016 = 5.9 (based on the low-income cut-offs) • Median income after tax (15 yrs. and over) 2006 = $28,488 | 2016 = $34,816 • Earnings as a % of total income 2006 = 77.6 | 2016 = 67.1

Basically, we’re earning more but taking less of it home and our female workers are getting paid significantly less overall. Employment Rates

According to the Organisation for Economic Co-operation and Development, prime working age is 25 yrs. to 54 yrs.

• Canada’s current employment rate is 61.8%. Unemployment was 5.6%. • In British Columbia, employment was slightly above national average at 63%. However, unemployment was also below at 3.9 %.

Employment Rates insights According to the latest Census, Bowen Island’s employment rates are as follows: • Bowen’s overall employment and unemployment rates were better than national and BC averages Bowen Island labour force status (2016) • However, there is a much higher % of males TOTAL MALE FEMALE unemployed on Bowen than females In the labour force 2100 1080 1020 • Higher % of females out of the workforce overall Employed 2045 1040 1005 (likely due to the high % of children) Unemployed 55 40 15 • Significant drop in males aged 30-34 years this is of Not in the labour significant concern when we consider 930 375 560 force construction and trades are the 4th highest Participation rate 69.2% 74.2% 64.6% employer Employment rate 67.4% 71.5% 63.6% • Another significant drop in both males and females Unemployment rate 2.6% 3.7% 1.5% occurs in the 40-44 yrs. Category

We need to retain our male employment base in Bowen Island “Working Age” breakdown our key industries e.g., construction, and identify AGE TOTAL PEOPLE MALE % FEMALE % a strategy for future employment growth, 25 to 29 years 85 40 47.06 45 52.94 especially given our aging population. 30 to 34 years 160 65 40.63 90 54.55 35 to 39 years 190 85 44.74 100 52.63 40 to 44 years 255 130 50.98 130 50.98 45 to 49 years 290 135 46.55 155 53.45 50 to 54 years 305 140 45.9 165 54.1

Demographics: what does all this mean?

Further analysis is needed to examine the reasons for the recent population growth slump, though local insight might reveal that increased cost of living, difficulty of well-paid local employment, lack of affordable housing, and increasingly challenging commutes may be some of the causes for driving people off the island.

“A lot depends on whether you (a) work here and do not have to commute, and (b) whether you have a stable, affordable long-term living arrangement. Bowen is a very expensive place to live.”12

We know that Bowen is attractive to families with pre-school and elementary school-age children, and empty-nesters and retirees. However, we must consider the service requirements of these populations.

Families require larger and more housing, healthcare, schooling, emergency service, municipal, recreation and other services. Likewise, an aging population will put a larger drain on the island’s economy as they require additional services and infrastructure.

Positively, a predominantly married population is highly beneficial as married couples usually bring in larger incomes, higher net worth and gains on average. Dollar for dollar, this group also spends more compared to most of their counterparts and are more likely to get involved in community events. They also help boost the community's liveliness and labour force, as they are most likely to bear children and create the best economic conditions for them.

Speaking of a lively community, Bowen has a wide variety of cultures thanks to a high level of immigration (although predominantly Western). This is a huge plus for our overall island economy as it increases our worldly outlook. However, it has been noted that we are, “lacking multiculturalism-diversity”13 and certainly the lack of Aboriginal language would be a testament to this, which is something we may wish to address to make Bowen more rounded.

Equally, a population with higher levels of education can also be a double-edged sword. While this is likely to bring with it higher incomes, and our overall level of education has increased since 2006, it can also mean a population that demands higher qualities of services and recreation opportunities, and one which is more “tuned in” to what’s going on around them.

Certainly, if we look at the recent notes from the Island Survey, this seems to be the case.

12 Bowen Island Survey 2019 13 Bowen Island Survey 2019 “Life is good on Bowen, but we need more basic services, so we don’t have go off island. i.e., health, community, social, infrastructure”14

Positively, a more educated community also means a better employed community and our rising employment levels certainly speak to this.

However, the gap in income levels between females and males continues to be of concern despite the fact females are better educated overall.

Likewise, the drop off of males aged 30-34 years and their higher unemployment rate also causes concern given our reliance on the construction industry as a main source of income, particularly in conjunction with the 30.5% growth in the 64 yrs. to 84 yrs. category and the effect this will have on our on island “employee bank”.

The positive news on this front is that female employment rates have increased in the construction industry on Bowen (albeit in small numbers) and females have a higher rate of employment overall, which is certainly something to cultivate as we continue to grow our positive and forward-thinking island culture.

More positive news is that we’re earning more overall, unfortunately; we’re bringing less of it home. There’s also a higher percentage of us on low income levels than before. This speaks to concerns raised by islanders regarding Bowen’s high cost of living:

“Living on Bowen is very expensive and that can mean a lower quality of life.”

And so, if we are to avoid the Canadian Review of Social Policy’s findings that:

“British Columbia holds the title of having the most prevalent rates of impoverishment and childhood poverty within Canada.”15

We must ensure we address the cost of living issue in all its forms for the benefit of all our island residents in order to move forward as a sustainable community.

14 Bowen Island Survey 2019 15 "Poverty Reduction in British Columbia: How "The Best Place on Earth" Keeps People Poorest" 12

Infrastructure, Amenities & Economy

The discussion on the following pages takes information from the 2016 Census and local statistical reports and compares it with the 2019 Bowen Island Survey in order to provide meaningful comparisons. Further information can be found in the Appendix.

Housing & Density Housing characteristics Occupancy Type 2006 2016 Change 2006 2016 Change % % % % Total Private Dwellings 1340 1495 11.57 Occupied private dwellings by structural type of 1340 1495 Owner 1085 1230 13.36 dwelling (100%) (100%) Renter 255 265 3.92 Single-detached house 91.4 89.3 2.3 Apartment in a building that has five or more storeys 0 0 0 Household Size Other attached dwelling 1.5 9.4 527 2006 2016 Change % Semi-detached house 0 0 0 1 person 300 340 13.33 Row house 1.1 0.3 72.7 2 persons 465 610 31.2 Apartment or flat in a duplex 2.2 4.3 95.5 3 persons or more 425 550 29.4 Apartment in a building that has fewer than five 3 4.7 56.7 Other households 150 - storeys Average household size 2.5 2.5 0 Insights • 25.7%, (majority of homes on Bowen) constructed between 1961 to 1980. Using these stats, Bowen in 2036 could look like: • Construction 2019 = 36 units completed, permits: 15 single homes, 3 multi units • & 6 secondary suites Rent $2256 / month • • Growth in apartment and attached buildings over last decade shows shift towards Mortgage $1552 / month current housing demands • 1 person households = 436 • Ownership responsible for most of island’s growth • 2 person households = 1050 • Average house value 2006 = $666,351 | 2016 = $942,977 (+41.5%) • 3 or more person households = 920 • Rent increased 34.56% between 2006 & 2016 vs. 9.12% increase in mortgages • TOTAL households = 2406 • Almost 2.5 times as much growth in 2 person households as single person • At 2.5 / household average that’s 6015 people households between 2006 and 2016

Healthcare Healthcare has been a bone of contention on the island for some while, however there is a lot of positive work being done to resolve this issue. To avoid repetition, the information below* speaks to . the revenue lost regarding travel off island for medical appointments BI Population 3,680 Population with off-island primary care 1,964 Visits to off-island primary care annually 7,701 The cells below are assumptions drawn from statistical data Per cent of population with off-island primary care 65.50% Visits to off-island primary care per person annually 3.92 Per cent with full day of work lost 10% Payment to primary care physician per visit $41 Off-island spending per trip to off-island primary care $25 Healthcare Insights

• With the overall combination of ferry trips**, we spend over $189,000 a year travelling to medical appointments by ferry. This does not include gasoline, car costs or cost of public transport • Assuming we grab a coffee and something to eat (maybe some groceries) we’re spending an average of an additional $25 per trip. That’s $193,000 / year lost to our local businesses • Using the median income for 2016 ($34,816) this loss of revenue for local businesses equates to 5.5 local jobs lost • Based on the median income, a loss of 10% to travel to appointments looks like an annual loss of nearly $3500 per person • Cost / person / year for medical appointments = $803

We could increase our island economy by approximately $1,000,000 by having on-island healthcare

* Information provided by Tim Rhodes **Data did not distinguish between child and adult fare. Transportation

As a long-term transport plan has already been created with an active transportation and transit strategy for the island, and we have an active transport and ferry committee, the information below looks at transport from an perspective to identify the this has . off-island commuting numbers, costs and impacts on our economy

Main mode of commuting for the employed labour force In the recent Island Survey, 96% of people left the island by ferry and of 2006 2016 Change % these, 73% used a car to travel off the island. Based on this knowledge, we Total Commuters 1620 1515 6.5 can calculate commuting costs as follows: Car, truck, van - as a driver 1115 900 19.3 Car, truck, van - as a passenger 110 110 0 Cost of commuting for the employed labour force Public transit 215 320 49 2006 # of Total 2016 # of Total Walked 145 90 38 travellers Cost $ travellers Cost $ Bicycle 35 40 14.3 Car, truck, van - as a driver 1115 23,303 900 27,045 Other method - 60 n/a Car, truck, van - as a passenger 110 572 110 825

Walked 145 90 Insights 754 675 • Approximately 27% of Bowen’s population Bicycle 35 182 40 300 commute off island for work TOTAL COST PER YEAR 24,811 28,845 • 6.5% reduction in overall commuters off Cost of ferry with experience card (adult fare) island in the 10-year period 2006 (based on 2008 pricing 2006 not available) Adult $5.20, Vehicle $15.70, Bike $5.20 2016 Adult $7.50, Vehicle $22.55, Bike $7.50 • 23.5% of people worked from home in 2016 vs. 21.6% in 2006 Commuting duration and time leaving for the employed labour force 2016 However… Time Taken Time Leaving • Over 40% travelling 60 mins and over. That’s 21 days commuting / year! Total Commuters 1520 Total Commuters 1520 • If we use the median income ($34,816) Less than 15 minutes (Bowen) 490 Between 5 a.m. and 5:59 a.m. 85 that’s an income loss of $3,000 / year due 15 to 29 minutes 285 Between 6 a.m. and 6:59 a.m. 285 to time spent commuting. 30 to 44 minutes 85 Between 7 a.m. and 7:59 a.m. 415 • Even with our lower pricing of $25.50 it’s 45 to 59 minutes 45 Between 8 a.m. and 8:59 a.m. 350 $6,375 per year just on ferry fares. 60 minutes and over 615 Between 9 a.m. and 11:59 a.m. 265 • Revenue lost – if the average worker grabs Between 12 p.m. and 4:59 a.m. 125 coffee only twice a week and maybe a bite to eat, so a modest $20 / week, over the Although we’ve reduced commuting, we still have over quarter of our population leaving the course of the year that’s $1000. Multiply island every day to get to work. This impacts our carbon footprint, the ferry and, of course, this by the number of commuters and quality of life. The question is, do we try to reduce commuting or acknowledge that we’ll that’s $1,520,000 in lost revenue per year for Bowen Island. always have commuters and try to make commuting easier?

Economy

Comparative data from our business licenses and BC wide statistics shows the following:

TOP 5 EMPLOYERS 2019 # People (BOWEN) 1. Orchard (health) 54 2. Ruddy Potato (retail) 46 3. Bowen Island Pub (hospitality) 20 4. Bowen Island Children’s Centre (education / childcare) 20 5. Bowen Building Centre (construction / retail) 18 TOP 5 GROWTH INDUSTRIES # thousands of persons % GROWTH (BC) 2011 2019 1. Professional, Scientific and Technical Services 174.2 223.7 28.4 2. Information, culture, and recreation 107.6 131.5 22.2 3. Construction 197.1 236.6 20 4. Business, Building and Other Support Services 94.5 112.3 18.8 5. Services-Producing Sector (includes retail) 1796.1 2073.4 15.4

Economy Insights • Within the top BC industry of Professional, Scientific and Technical Services the top 2 growth sectors are architectural and computing – positive news for Bowen as 7% of our licensed businesses are in these fields (not shown). • We know that employment in health and wellness is increasing (now the 2nd top job by industry) so the fact that Bowen’s biggest employer is in this field is positive. • Bowen has a large artist and artisans’ population, so the growth of this sector is a huge plus for the island, tying in with the Cultural Masterplan to support our artists’ culture. • Retail trade was also in the top 5 jobs by industry so its continued growth is positive and could be a great way to boost Bowen’s economy and employment opportunities to enable people to remain on island to live and work. • Equally, although the construction industry has slowed down in recent years, its continued presence in our top jobs by industry, as one of our top employers and on BCs growth industries list gives a positive outlook for this sector.

It should be noted that only a small portion of our businesses have taken up the business license to date. Further work is needed to promote this initiative to make it a more positive resource.

Tourism

Tourism is integral to Bowen’s economic outlook. Without it, many of our businesses wouldn’t survive. However, it is the cause of much contention causing conflicting viewpoints.

“Tourism does not improve quality of “Develop and encourage tourism. It’s a natural life - it affects it negatively. Stop for GVRD residents and foreigners to want to promoting Bowen please.” come to BOWEN.” 16

According to Destination BC, the Crown corporation that co-ordinates tourism marketing, tourism contributed $18.4 billion in revenue in 2017 alone. In 2018, B.C. greeted nearly 6.1 million international visitors17 and there were over 19,000 tourism related businesses employing approximately 302,700 workers. It is projected that 106,000 new job openings will be available in tourism by 2028.

What does this mean for Bowen?

Between 2013 and 2019, the Visitor Centre saw a 305% increase jumping from 7,678 annual tourists in 2013 to 31,096 in 2019.18 It should be mentioned that the Visitor Centre is only open May – Sept. and does not capture all tourists. Stats from BC Ferries shows number of visitors for 2019 at 158,358. However, they have not provided previous years’ data for us to compare.

5-year comparison of tourist visitors to Bowen Island – Visitor Centre Stats 2015 – BIAC recorded a total of 6,347 visitors. 2016 – TBI recorded a total 8,054 visitors. +27% 2017 – TBI recorded a total of 14,071 visitors. +78% 2018 – TBI recorded a total of 21,139 visitors. +47% 2019 – TBI recorded a total of 31,096 visitors. +47%

Inevitably, this growth puts pressure on Bowen’s infrastructure, something felt strongly by the residents. According to the Bowen Island Residents Perceptions of Tourism on Bowen Island Survey These were the top three concerns raised regarding tourism:

• 74.3% of respondents agreed that tourism has created crowding at ferry terminals. • 30% felt tourism created user problems in some beaches, parks, and trails • 26.6% of those surveyed believed that tourism contributed to water shortages

We need to balance our tourism needs with our residents’ needs in order to successfully leverage this hugely important economic driver.

16 Bowen Island Survey 2019 17 https://www.vancouverisawesome.com/travel/bc-tourism-economic-force-2019-1942621 18 Bowen Island Municipality Visitor Centre Report 2013 & 2019.

Infrastructure, Amenities & Economy: what does all this mean?

Despite increasing house prices, Bowen’s home ownership rate still outnumbers rentals by over 4.5 times. However, given rent increases of 34% in ten years and that we’re now taking home 10% less of our earnings overall than we were 10 years ago, this isn’t a surprise.

What is surprising is that despite the fact we’re worse off overall, house ownership and construction rates are still on the rise. This is great news for our construction industry (and on- island jobs opportunities) and the fact it’s number four overall in our overall employment industries by trade and one of our top five employers on the island attests to this.

The rise of the Professional, Scientific and Technical Services to the number one spot not only in BC’s overall growth industry but also Bowen’s, is a huge boon for the island. Our business license data shows this sector is growing (at least 10% of Bowen businesses were in this sector in 2019), which offers us huge opportunities for expanding and diversifying on-island employment and increasing initiatives e.g., co-working spaces, to transition towards this.

This transition is supported by our commuting stats. In comparison to 2006, the 2016 Census shows a 6.5% reduction in overall commuters off island and a slight increase in workers from home (21.6 % to 23.5%). This is positive news for Bowen’s overall economy as more people on Bowen means more money for the island and a reduction in our greenhouse gas emissions (as nearly 80% % of our greenhouse gas emissions were attributed to off-island transport).

However, over 40% of our commuters are still travelling over 60 minutes to get to work which is incredibly bad for our island’s overall health and wellbeing.

“People with commutes of at least 10 miles each way have a higher tendency toward depression, anxiety, and social isolation.”19

Additionally, a 2018 study from the University of Bristol20 showed that adding 20 extra minutes to a commute is equivalent to taking a 19% pay cut.

In a recent Vancouver-based survey, 78% of respondents said they would work from home more often if it meant they could avoid commuting. 21 Applying this to Bowen, it makes sense for us to grow and retain our existing businesses in the first instance (as it’s cheaper than gaining new businesses) to promote more on-island employment and improve quality of life.

19 Time: 10 Things Your Commute Does to Your Body 20 Understanding Impact of commuting on people’s lives: University of the West of England (Bristol) 21 Research Co. May 2019 Speaking of travel costs, our costs to travel for off-island healthcare are a phenomenal $189,000 a year with a potential $193,000 being lost to our local businesses as a result.

Both cases suggest we need to actively advance the ongoing health and transport initiatives to move our island toward a greener, healthier, and more sustainable island economy.

In terms of tourism, the issues raised by residents should not be taken lightly.

Any delays to the ferries cause significant impacts not only in terms of getting on and off the island but also affect the island’s economy in terms of sustainable tourism, employment, food transportation, residents’ quality of life and more. This causes concern as tourism grows.

Given the recent water shortages on Bowen, anything affecting water (or seeming to) is also a huge issue which will potentially cause more issues moving forward not only in terms of water shortages, but also in terms of the perception of tourists ”taking away” from Bowen residents.

On a different scale, tourists not having access to potable water is also problematic as they travel around the island, particularly if they are hiking or doing outdoor activities, which is the island’s main tourism offering, so providing a balance for this concern is key.

Likewise, any negative impacts that tourism is seen to have on Bowen’s natural environment must be addressed given that its protection is the number one goal as laid out in the OCP:

“1. To preserve and protect the unique amenities and natural environment of Bowen Island for the benefit of Bowen Island residents and, generally, for residents of British Columbia.”

Positively, in terms of strategic tourism growth, we do have opportunities for on-island employment, volunteering, and job mentoring, particularly given that TBI currently relies heavily on these to function. We also have opportunities for strategic business growth in our key growth sectors of Professional, Scientific and Technical Services, Services and Retail, Health Care and Information, culture, and recreation as all of these have direct ties to tourism.

Taking all this into account, it is recognized that BIM needs to work collaboratively with Tourism Bowen Island and other strategic partners to develop a Strategic Tourism Plan. This will provide the guidance by which TBI, the Municipality and other related groups can better align our tourism objectives and outcomes for the benefit of everyone on Bowen.

The beginning of this process is slated for early 2020 however, both funding and resources will need to be identified to make this process a success.

Assets Analysis

Community Assets SWOT

Community assets are the places, people, and groups existing within a community that are beneficial to that community.

Places can be a physical structure or place e.g., Churches, Schools, Police stations, Grocery stores, Local businesses, Parks, Libraries etc. They can also even be a landmark or symbol.

People consist of anyone with gifts, skills and capacities that are beneficial to the community’s economy. Basically, anyone who uses their abilities to build and transform the community.

Groups are any organisation, association or community service through which people come together to serve or benefit the overall community i.e., a community service that makes life better for some or all community members.

The process of asset mapping includes identifying the above in order to see what positive resources the community has available to it and where the asset gaps might be so that one might identify where any potential opportunities might lie.

Using past and present research such as:

• Vital Conversations 2014 & 2017 • Conversations with Bowen Businesses 2015 • Bowen Island Visitors’ Survey 2015 • Bowen Island Residents’ Survey 2015 • Community Lands Workshop 2018 • Interviews conducted with Key CED Stakeholders 2019 • Bowen Island Survey 2019

Bowen’s key CED community assets and asset gaps were mapped out in two separate tables.22 An additional “intangible” assets column was also added to incorporate some of Bowen’s less physical but equally important asset traits.

The assets and asset gaps were grouped into three key themes and sub themes that could be used to map out potential CED opportunities. These are outlined on the following pages.

22 Tables 7 & 8 in the Appendix

Gap Analysis: Key Themes

These are the main themes and subthemes arising from the Bowen Island assets and asset gaps analysis. This list will be used to inform potential SMART goals for the CED Plan.

This list is not exhaustive. It will be further expanded through the Community Engagement. Theme 1: Economic sustainability

“I think there is a balance between the economic need for tourism and attracting so many visitors that it diminishes the cohesiveness and accessibility of resources for residents.”23

Economic sustainability is any activities which support long-term economic growth without negatively impacting the social, environmental, and cultural aspects of the community. Bowen’s asset analysis suggests the following CED areas to improve our economic sustainability:

Existing business needs: non-retail Leveraging our existing businesses to help them thrive e.g., creation of business associations to encourage resource sharing for sustainable employment and growth.

Existing business needs: retail Boosting local retail business (including artisans and makers) to encourage buying local thus a cyclical economy e.g., strategically implemented & measured “Buy Local” campaign, better supporting business visibility in Artisan Square.

Emerging opportunities / growth sectors Examining opportunities in key growth sectors e.g., health and wellness, professional and technical services, to see how they could better service Bowen’s needs.

Strategic tourism Understanding that tourism is a key player in Bowen’s economy and addressing it more strategically with a view to moving towards a more strategic tourism offering for the benefit of both tourists and Islanders.

23 Bowen Island Survey 2019

Theme 2: Community resilience

“When we need help, we ask and are fully supported.”24

Community resilience is the ability of a community to use available resources (communications, transport, food, etc.) to respond to, withstand, and recover from adverse situations. Bowen’s assets analysis identifies the following CED focuses to improve our community resilience:

Infrastructure and amenities Work with our Municipal partners to promote current strategic plans for sustainable transport, housing, water systems, environment etc. to bolster our infrastructure and amenities for the future and ensure they work cohesively to incorporate CED principles and practices.

Business resilience Support partners in Emergency Plan and Neighbourhood Emergency Response Program to ensure business resilience is included, promoted, and actioned in emergency planning initiatives e.g., how quickly would Municipality get back up and running after an emergency?

Food growing initiatives Support Bowen Island Food Sovereignty as we work towards a “Resilient Food System for Bowen Island”. Note: this could become an important source of employment for the island.

Communications Systems Ensuring our BIM communications systems are robust and accessible, providing unbiased, timely, two-way information to all members of our community on actions and initiatives.

24 Why & How Bowen Does Business – Conversations with Bowen Businesses 2015

Theme 3: Quality of life

“Unfortunately, we are becoming a two-tiered community of haves and have-nots, and the quality of life for those two groups is drastically different.”25

The quality of life of a community is their general well-being. It includes health, family, education, employment, wealth, safety, freedom, and the environment. Bowen’s assets analysis identifies the following CED areas of concentration for improving our quality of life:

Protecting our natural environment Supporting strategic plans for the environment / climate change to incorporate CED principles. Identify potential business opportunities from these e.g., reusing waste for animal feed.

Placemaking for better lives Identify opportunities for placemaking, zoning and land-use that support strategic CED e.g., walkable, multi-use developments, streetscaping, community gathering spaces etc.

Employment and income opportunities Identifying opportunities to help workers stay on island e.g., difficulty of businesses finding reliable employees vs. dwindling “employment bank” and affordable housing, reducing commuting to improve quality of life.

Demographic opportunities In particular, looking at our diversity mix, aging population, opps. for youth, demographic gaps - what are we missing and what do we need to thrive?

Community health and wellbeing Working with our partners to develop cohesive healthcare and recreation opportunities to encourage improved community health and wellbeing including identifying what the new centre will provide vs. what else we need, provision of alternative healthcare and recreation opportunities for overall health and wellbeing.

Protecting our culture Understanding what “Bowen” is and making sure our activities and initiatives always have that at their heart.

25 Bowen Island Survey 2019

CED Information & Document Analysis

Conflicts between the Land Use Bylaws and the Official Community Plan

Research indicates that conflicting policies between the OCP and our current Bylaws can be challenging; either restricting, delaying or, in some cases preventing entirely, potential development opportunities, with calls for OCP and Bylaw reviews to promote more economically complimentary development.

“OCP needs greater review to ensure its outcomes are consistent with contemporary community aspirations.” 26

Based on this, analysis of the Bowen Island Municipality Land Use Bylaw No. 57 2002 (updated May 2019) was undertaken to identify those bylaws which were inhibitive to the progression of CED Activities & Initiatives. These are outlined in the Table 9 in the Appendix.

In conjunction, analysis of the Bowen Island OCP was undertaken to understand our long-term visions for a sustainable future. These are outlined in Table 10 in the Appendix.

This information was then cross-referenced and grouped into themes so that we might better understand where the key conflicts lie between the OCP and the Bylaws in order to determine directly actionable CED activities and opportunities for the CED Plan.

The key conflicts between the OCP and Bylaws are outlined below (grouped by theme):

Economic sustainability Existing business needs Local retail The OCP is supportive of developing current businesses, Again, the OCP encourages retail of various kinds. especially artists and artisans to help them grow. However, the bylaws restrict unit sizes, usages etc. – However, many of the current bylaws are restrictive e.g., which prevents this. usages, employee numbers for home use, no commercial development outside the Cove etc. - which prevents this. Emerging opportunities / growth sectors Strategic tourism The OCP is extremely encouraging of our key growth The OCP is extremely encouraging of eco-tourism and low sectors of health & wellness, food growing opps. artisans impact tourism, however the bylaws have a lot of opps. etc. – however, some bylaws (size restrictions, for restrictions that prevent the strategic growth of this sector example) will need to be amended to allow this. – room numbers, land use etc. - to stop it from seeing its true potential and benefit for Bowen.

26 Bowen Island Survey 2019 Community resilience Infrastructure and amenities Business resilience The main conflicts in this area are to do with land use: tiny Positively there is reference to the need for robust houses, building numbers and zoning – to allow for the technology systems. However, more needs to be done in realization of affordable housing and cluster development terms of business resilience, particularly in terms of the in line with placemaking principles. Municipality as it is a first line of information for most people after a disaster / emergency. Food growing initiatives Communications Systems Both the OCP and Bylaws support agriculture and food Like business resiliency, there is little mention of the growing initiatives. However, the bylaws make no mention importance of this feature in either the OCP or the Bylaws. of crop growing which will be hugely important for food Given our reliance on it, a cohesive update should be resiliency. made. Quality of life Protecting our natural environment Placemaking plans for better lives. Both documents speak to protecting our natural Placemaking principles are alluded to in both the OCP and environment, which is very positive. However, more Bylaws however never clearly mentioned. These are should be done to explore the possibility of National parks incredibly important for a thriving sustainable community. Both documents should include a placemaking section or and campgrounds for the benefit of residents and indeed we should have a separate placemaking guide that promotion / growth of our key sector – eco-tourism. gives standards e.g., “Bowen Island Standards for Streets” which lays out our principles for standardized development across the Cove and the Island to help guide future development principles for better placemaking. Employment and income opportunities Demographic opportunities – marginalized groups The OCP is very encouraging of on-island employment, Both documents are very clear that we should ensure our however there are some restrictive bylaws – home activities consider senior and marginalized groups, occupation employee restrictions, for example – which however, there are discrepancies e.g., “RECREATION, TRAINING AND MEETING CENTRE” Bylaws definition make this difficult. Some of these need to be updated in restricting it to only persons with disabilities, which are line with this objective. shortsighted. Demographic opportunities – diversity Community health and wellbeing Bowen seeks to be more diverse and inclusive. The OCP Our goal is to have a more active and healthy community supports this, however some of the Bylaws’ restrictions overall, however, some of our Bylaws may make this (particularly land use in terms of affordable housing objective difficult as we try to build facilities which development) may prevent this possibility moving forward support this objective. These will need to be revised and will need to be addressed. moving forward.

Other Bowen Island Documents: Strategies and Plans

In addition to the Bylaws and the OCP, the following Bowen Island strategies and plans were reviewed:

• Tourism Plan 2007 & 2013 • EDC Action Plan 2014-2015 • Bowen Island Brand Research 2015 • Bowen Island Cultural Masterplan 2017-2027 • Bowen Island Parks Plan 2018-2028 • Bowen Island Transportation Plan 2018-2038 • Island Plan 2019

Key CED activities and objectives from each were identified and grouped into themes as per the assets analysis to understand what activities have taken place, are taking place, or are programmed. These will act as a building block for the CED Plan. The summarized table of activities is outlined in Table 11 in the Appendix.

The overarching themes are outlined below:

Key themes from our Strategies and Plans

Strategic Tourism Business Awareness Sustainable Tourism Plan needed. Value of tourism needs to be Support & raise awareness of all local business offerings especially arts promoted along with low-impact, sustainable tourism activities & artisan culture

Growth Opportunities Communication: BIM Help key growth sectors e.g., health, eco-tourism, culture and offer Better communications needed, website, newsletter, business business education initiatives to support growth resources to help our community understand initiatives

Key themes continued: Transport Housing Sustainable transport system needed e.g., Shuttle buses, eco- Meeting diverse housing needs esp. affordable housing & looking at alternatives, commuter needs, parking etc. how public lands can be leveraged to achieve this

Self-Sufficiency Employment opportunities / gaps Need for more self-sufficiency e.g., community gardens, alternative Supporting people to work on-island, youth & senior employment energy sources, water storage, land use etc. opportunities

Flexible policies Seniors & marginalized groups Placemaking policies and leveraging private land to achieve our goals, Better support services for these groups e.g., places to go, support, revising OCP and Bylaws to achieve our goals healthcare, recreation, transport etc.

Youth Civic pride & community gathering spaces Lots of opps. for younger pop. Not youth generation. Need to nurture Improvement plan for Cove, create gathering spaces & parks, this & provide more opportunities to retain them strengthen connections & community “feel”

Protecting our natural environment Community Health & Wellbeing Protect what we have. Resolve Crown Lands issue. Use our natural Not just building a health centre but supporting alternative services, resources thoughtfully e.g., sustainable transport and connecting trails addictions, mental health, and access for all.

Protecting our unique community culture Looking at the cost of living Protecting the things that make Bowen “Bowen” Support our lower income residents and finding support mechanisms to do so to keep Bowen sustainable.

Diversity Volunteers Make Bowen inclusive for everyone. Celebrate FN culture, open Organising, supporting and leveraging our vast volunteer network respectful dialogue, include in economic decisions

Other Bowen Island Documents: Past CED Consultation

The following CED consultations were also reviewed to identify CED issues raised.

• Vital Conversations 2014, 2017 • BI Visitors Survey 2014 & Residents’ Survey 2015 • Bowen Businesses Conversations 2015 • CEDC Business Breakfasts 2018 & Business Summit 2019 • Community Lands Workshop 2018 • Bowen Island Survey 2019

Key themes were identified and grouped as per the assets analysis to better understand how these intersect for use in Phase 2 of the CED Plan to avoid consultation fatigue and consider views already shared. The full results are in Table 12 in the Appendix.

The overarching themes for consideration are outlined below:

Key themes arising from Past CED Consultation

Strategic Tourism Business Awareness Need to manage tourists & shoulder season. Sustainable Raise awareness of local businesses to get more local tourism needed for Bowen to thrive. support: advertise hours, signage, buy local campaigns etc.

Growth Opportunities Communication: BIM Great businesses! But need more diversity esp. regarding Better communication regarding our actions and self-sufficiency / key growth sectors e.g., food and health intentions in a respectful and two-way manner.

Transport Housing Sustainable transport system needed now: buses at night, Need to meet diverse housing needs – affordable housing: seniors struggling, reliance on car. Need alternatives – rental / ownership, adaptable, co-op etc. Cluster housing / bikes, shuttle buses, electric cars, shuttle ferries etc. higher density but not higher i.e., above 3-storey.

Self-Sufficiency Employment opps. / gaps We’re an island! We need to be more self-sufficient e.g., Businesses find it difficult to find employees. Employees grow our own food (community gardens), alternative find it difficult to find well-paid work. Need to find a energy sources (windmills), water storage / reuse etc. solution. Housing is one issue sighted. Skills another.

Key themes continued:

Flexible policies Seniors & marginalized groups OCP update needed. Better zoning to encourage industrial Need support services for these groups e.g., places to go, storage (but not industrial use), mixed use, multi-purpose support, healthcare, transport, recreation, aging in place development etc. not just in the Cove. etc.

Youth Civic pride & community gathering spaces Lots of opps. for younger pop. Not youth generation. Need Overall improvement plan for the cove. Make our to nurture this e.g., volunteering opps., activities, places neighbourhoods more welcoming. Create gathering to go etc. spaces, events & parks to strengthen connections & community “feel”

Protecting our natural environment Community Health & Wellbeing Our natural environment should be the key factor in Not just building a health centre but supporting development - protect what we have. Don’t over-develop. alternative services, addictions, mental health, and access Crown Lands…. for all.

Protecting our unique community culture Looking at the cost of living Protecting the things that make Bowen “Bowen” – Recognising that we need to support our lower income community, connectivity, etc. This is why we’re here. residents and finding support mechanisms to do so to We don’t want to lose it. keep Bowen sustainable.

Diversity Volunteers Make Bowen a safe, welcoming, and inclusive place for Organising, supporting and leveraging our volunteer everyone. network to get some of our actions done!

CED Information & Document Analysis: what does this all mean?

The key emerging themes noted across all our strategies, plans and consultation activities closely match those arising from the assets gaps analysis, that is:

Economic Sustainability, Community Resilience and Quality of Life.

These also directly tie in with the overall aspirations of the OCP.

However, as our current bylaws restrict some level of each of these areas, we will have to examine the best way forward to achieve our CED aspirations. This will be part of Phase 2 of the CED Plan.

It is worth noting, however, that the Municipality has conducted a huge amount of consultation over the years and so, as we develop the Community Consultation and Engagement phase of the CED Plan, careful note must be taken not to repeat work already undertaken or exasperate the community by giving them the impression we are consulting for consulting’s sake.

Therefore, due care and consideration will be taken to identify which community groups actually need to be engaged and what key questions need to be asked in order to develop the CED Plan to its fullest possible useful potential.

Comparator Community CED Plan Analysis

The following comparator communities’ CED Plans and strategies were reviewed to examine their CED approach:

These communities were chosen as they all had CED Plans or strategies completed at time of review.

For the purposes of this discussion, the communities of: Gabriola, Ucluelet and West Vancouver were used as the main comparators as they are the closest to Bowen Island in size and CED nature.

The main CED comparator points examined were:

• Community “make-up” i.e., demographics, employment, economy etc. • Top CED principles e.g., activities for next 5 years • CED Structure i.e., funding, municipality, chamber of commerce, CEDO (FTE / PTE) etc. • Activities undertaken to develop CED Plan / Strategy • Key takeaways

These comparator points were used to provide a CED snapshot of each of the key comparator communities in order to provide useful comparison to Bowen Island’s CED snapshot.

Gabriola

CED Snapshot in a sentence Aging, decreasing population with a CED focus on branding, tourism marketing and population attraction.

Community “Makeup” Based on information from their 2017 CED Plan, key conclusions from the economic analysis on Gabriola includes:

• 2016 population decreased by .03% since 2011 (4045 to 4033) • Aging population and loss in what looks like families. • More people living on the island full-time rather than summer homes: 49 less homes in 2016 than 2011. 19 houses built over the past 5 years that are private dwellings. • They have a 48.5% unemployment rate • Top 3 occupations: Retail trade, Professional, scientific, and technical services, Construction

Gabriola’s top 5 CED principles Gabriola’s CED mission is “to develop a robust Island economy that thrives within the culture Gabriolans cherish. We will provide tools and resources to create a community working in concert to improve our entrepreneurial capacity.”

Their top CED objectives to achieve this are: • Strategic tourism & branding: Create a brand to strategically market and represent the culture and climate of working, living, learning, and playing on Gabriola. • Develop strategic economic initiatives that speak to their community: such as asset inventory, population growth, funding, small business growth for artisans & youth • CED Plan delivery: Develop a formal model for the delivery of their Economic Development Plan governed in partnership with their Chamber of Commerce.

CED Structure Gabriola is part of the Islands Trust and falls under the Regional District of Nanaimo. Their Community Economic Development Officer works 30 hours per week as part of the Chamber of Commerce and has a support assistant. Their CED initiatives are funded jointly by the Rural Dividend, the Regional District and Destination BC.

Process undertaken to develop CED Plan Gabriola undertook the following process to develop their CED Plan:

Phase I – Stakeholder Buy-in and Feedback to Future Direction Two, half-day sessions with operators to share the current status of tourism and economic development on Gabriola, refresh operators on the findings of the Gabriola Economic Readiness Report, summarize the recommendations/activities implemented to date and solicit feedback as to report findings, current relevance, future opportunities and priorities.

Phase II – Strategic Planning developed from Phase I 1-day session based on feedback from the strategic partners. Reporting on feedback, recommendations and priorities that were captured in the two, ½ day Stakeholder sessions CED mission, pillars, actions etc. were defined.

Phase III Strategic plan drafted and presented to partners for feedback. Revised as necessary then adopted.

Key takeaways • Consultation process was short and with focused groups • Plan development feedback process was likewise short and focused • Gabriola did not already have a community brand, so they were “starting from scratch”. Bowen has already developed this which is to our advantage

Ucluelet

CED Snapshot in a sentence Youthful population with high employment and a CED focus on growing existing industries of tourism and marine activity, plus potential growth opportunities, to retain population.

Community “Makeup” Based on information from their 2014 CED Plan, key conclusions from the economic analysis on Ucluelet includes:

• Steady population growth over last 30 years. • Youthful adult population, significantly more residents in prime working‐age 25‐54 yrs. • Median employment incomes are lower than BC average, largely due to seasonality. • Very high labour force participation rates (81.2%) also reflect the youthful population. • Top 3 occupations: Accommodation and food services, Retail trade, Agriculture, forestry, fishing and hunting • High number of college graduates. Strong cluster of arts and communications graduates. • Like most BC communities, Ucluelet building permit values have been significantly higher since 2004. • The local economy is perceived in worse shape than 5 years ago, but there is significant optimism for the future. • An estimated 60% of everyday spending by local residents is in Ucluelet. Residents desire more affordable food and clothing and a greater variety of goods and services. • Tourism is viewed as the most important future industry. Reflected by the fact it is growing.

Ucluelet’s top CED principles Ucluelet’s community vision is: “Ucluelet’s built and natural environment respects, above all, the outstanding diverse natural habitat and optimizes recreational opportunities for its citizens and its visitors. Ucluelet residents enjoy a high quality of life built upon a sustainable and diversified local economy.”

Their top CED objectives to achieve this are: • Realign economic development structure and tools. The framework for implementing CED. • Invest in Ucluelet's human potential. Supporting Ucluelet’s population to live and work. • Enhance physical infrastructure for economic development. Providing the infrastructure for CED initiatives e.g., employment, land use, transport and telecommunications. • Capitalize on harbor related opportunities. Harbour‐related strategies to support one of Ucluelet’s main sources of industry. • Pursue targeted economic development opportunities. Existing and potential opportunities.

CED Structure Ucluelet is a district municipality and falls under the Regional District of Alberni-Clayoquot. Their Economic Development Officer works under the Chamber of Commerce (a project manager and program continuity coordinator) for their Ucluelet Business and Employment Retention and Expansion Program, dubbed UBERE, in response to the CED Plan. These initiatives are funded jointly by the BC Rural Dividend Fund, the District of Ucluelet and the Island Coastal Economic Trust.

Process undertaken to develop CED Plan Ucluelet hired an external consultant to prepare their plan. The main three objectives were:

Community economic analysis, Community survey, Economic development strategy (with additional funding for harbor related issues)

The main activities undertaken to achieve this were:

• Survey: 2 interviewers, in‐person interviews. Plus, analysis for the community economic analysis • Workshop with District Council and Staff presenting results of the economic analysis and survey, discussing issues to be addressed in the strategy. • Additional meetings with key community members also conducted. • 2 additional public workshops with the public and a 2nd workshop with Council • Draft version of the strategy was presented and discussed with Council at the Annual General Meeting of the UEDC in July 2011. • Report completed and final draft presented and received at Council.

Key takeaways • Like Gabriola, the consultation process was short and with focused groups • Plan development feedback process was likewise short and focused • Ucluelet used consultants to carry out the consultation and plan process

West Vancouver

CED Snapshot in a sentence Aging, bedroom community with affordable housing issues, with a CED focus on strategic tourism and growth opportunities to attract employment and business growth.

Community “Makeup” Based on information from their 2018 CED Plan, key conclusions from the economic analysis on West Vancouver includes:

• Aging population with decline in working age population. • Large portion of workers do not live in West Vancouver – they commute • Housing shifting away from single family homes to smaller, apartment style • Lack of affordable housing – 37% had family or friends move due to lack of affordable housing options • 44.2% unemployment rate • Top 3 occupations: Professional, scientific, and technical services, Health care and social assistance, Retail trade • High proportion of residents working in arts, entertainment, and recreation industries • Lack of entertainment opportunities seen as a barrier to growth opportunities

West Vancouver’s top CED principles West Vancouver’s vision is “West Vancouver will inspire excellence and lead by example. Collaborative government and a spirit of personal civic commitment will power the innovations that shape our shared future. The strength of this relationship will secure our treasured quality of life and will be the measure of our success as a community.”

Their top CED objectives to achieve this are: • Visitor attraction strategy: Support existing West Vancouver businesses by attracting visitor spending at a time when the local population and local market are declining, value of tourism and visitor offerings • Commercial Hubs: Create opportunities for new business start-ups and grow local employment opportunities, Identifying Commercial Areas: Hierarchy, Role, and Function • Local Attraction & Retention Strategy: Broaden the municipal tax base, Regional Economic Growth, Innovation and Entrepreneurial Ecosystems

CED Structure West Vancouver is a District Municipality. Their CEDO works full time and has various paid and voluntary support. Their CED initiatives are funded jointly by the Rural Dividend, the West Vancouver District and they will be seeking funding through the MRDT.

Process undertaken to develop CED Plan West Vancouver engaged the following groups to develop their plan:

• Local business community to help identify commercial hubs e.g., Horseshoe Bay Business Association (HBBA), Caulfeild Business Association • Destination Marketing Organizations to help with visitor attraction strategy e.g., Destination BC, Vancouver’s North Shore Tourism Association (VNSTA), Tourism Vancouver • Industry Partners in film, technology, real estate etc. to help identify business growth opportunities

There isn’t any information on how they conducted this process but conversations with their CED officer reveals it was done through a series of meetings and workshops to help identify key objectives and actions that were then used to develop the plan.

Key takeaways • Consultation process was with focused groups. Their identification of these key groups was instrumental in their consultation process and subsequent CED initiatives • Plan development feedback process was likewise short and focused • West Vancouver are like Bowen in that they have an aging population and affordable housing needs and also want to develop a strategic tourism offering

Bowen’s Current CED Snapshot SWOT Analysis Based on the research outcomes, we can now identify Bowen’s CED Snapshot. The following table represents this as a SWOT analysis. It is by no means an exhaustive list but gives us crucial key insights for the development of the CED Plan. On the next page is a visual representation of this snapshot.

Strengths Opportunities

• Strong community culture with a “can do” attitude • Development of Commercial “Hubs” for business retention and expansion • The “do-able” Gulf Island i.e., close to Vancouver, Victoria etc. • Placemaking Opportunities for a “Better Bowen” • Substantial support for sustainable practices – commerce and lifestyle • Strategic Tourism Plan e.g., Environmental & Low-Impact Tourism, Island • Safe for all ages “packages” to extend shoulder season, linkages to nearby communities etc. • Diverse community: variety of businesses, organizations, and groups • Growth of key industries e.g., Professional Services (freelancers, teleworkers). • Wide range of assets Health & Wellness (retreats, conferences) etc. • Not starting from scratch: OCP, Island Plan and key strategies in place, • Eco-strategies for economic, environmental and community sustainability and lots of past consultation with clear guidance on community needs & resilience e.g., food growing initiatives, climate change strategies desires • Further Development of Active Transport Plan for economic sustainability e.g., Walkability, Destination Trails, Alternative transport methods etc.

Weaknesses Threats

• Cost of Living • Water / Climate / Demographic related changes • Lack of affordable housing esp. for staff (particularly for rent) • Increases in minimum wage directly affecting small businesses • Aging demographic • Changes to Policy affecting business & economy Local: e.g., Short Term Rentals, • Compressed Services/Hours due to lack of employees Step-Code Government: e.g., Changes to funding - Rural Dividend • Lack of “Walkability” – limited footways / trails etc. • BC Ferries – upgrades to HSB, overloads, insufficient capacity • Lack of diversity of non-western cultures • Competition for the ever scarcer young worker • Restrictive Bylaws – not conducive to economic sustainability • Crown Lands Issue • The tourism “issue” – too many? Lack of funding and resources to develop

Conclusion: Bowen’s CED Outlook

CED Snapshot in a sentence Aging population with slowing growth rate and affordable housing issues, however huge potential for strategic tourism, business growth and retention opportunities, and innovative CED practices to support and grow a sustainable Bowen Island for generations to come.

Bowen Island is not alone amongst the rural islands and comparator communities in its growing retiree population and the need for affordable housing and a stable rental pool.

Likewise, the need for a sustainable tourism plan, transport system and a more robust support mechanism for local businesses and artisans also seems to be a common theme, with the research reflecting that more needs to be done not only for on-island workers and the ability to live and work on island, but also to support workers in general and, of course, the cost of living.

“[Bowen is] great for retirees like us who bought our property a while ago. Hard for commuters and low-income people.”27

As many have noted, Bowen Island is unique. Beautiful, accessible, and just rural enough to escape the trappings of city life but close enough that it isn’t an inconvenience. It is the “do- able” Gulf Island.28 This, of course, part of its draw to residents, businesses, and tourists alike.

“Bowen…is a very small community, with beautiful nature, complimented by a culturally diverse metropolitan area far enough and close enough to be part of a balanced lifestyle.”29

However, if we are to retain Bowen’s unique nature, we must develop a cohesive CED Plan that not only provides for its sustainable future but one which encourages our community to thrive.

In terms of strategic tourism, Bowen would do well to model Ucluelet. They recognise that tourism is one of their main assets and a key driver not only of money but employment (which is mainly young people). It is now their number one source of income, as is reflected in the fact their main two industries are accommodation and food services, and retail trade.

If we apply this to Bowen, we know we have a high level of youth population soon to be entering the workforce whom we wish to retain. Developing a strategic tourism plan to grow our tourist offerings to accommodate visitor services in our key growth and existing service provision sectors would provide both economic prosperity and employment opportunities.

27 Bowen Island Survey 2019 28 Bowen Island Tourism report 2019 29 Bowen Island Survey 2019 A business retention and growth strategy is key, and West Vancouver’s development of “commercial hubs” is a great example which can be applied to Bowen in a smaller way.

We have the Cove, Village Square, Crossroads, Artisan Square - each with a unique business identity. Crossroads has been the most active marketers in recent times, however, concerted efforts to devise strategies for each of these areas (engaging the businesses) would likely improve business retention and growth.

Identifying future growth opportunities is also of importance. West Vancouver recognised the need for growing their film industry and tech sectors and Bowen could identify similar growth opportunities: tech, health & wellness, to leverage our unique positioning to its full potential.

These are just some examples of how the CED Plan can leverage Bowen’s unique qualities to create a truly sustainable community, however because CED covers so many different areas – sustainability, resilience, quality of life etc. – the Plan must additionally tie in with other relevant groups, committees, and strategies that we are either actioning or developing (within the Municipality or with our partners) e.g.,

• Bowen Island 2050 Climate Change Strategy • Conservation Development Policy • Bowen Island Strategic Tourism Plan • Resilient Food System for Bowen Island

to ensure transparency and collaborative working in looking at the whole “Bowen Island Picture” rather than the isolated silos of the past. In particular, the coordination of community engagement activities to avoid “consultation fatigue” is extremely important.

Of course, unlike many of our comparators, we aren’t starting from scratch. Bowen has been extremely active in the area of CED for many years undertaking various CED activities e.g.,

• Annual business summit • CEDC business breakfasts • Business walkabouts • CEDC meetings open to the public

Not to mention the work of the Community Foundation, Tourism Bowen Island and other groups in the comprehensive research and outreach they’ve undertaken over the years.

Therefore, Phase 2 of the CED Plan will build on the comprehensive community engagement and CED activities already undertaken so our community fully embraces the CED Plan and all it has to offer.

In this way, the people of Bowen will become an integral part of Bowen’s CED fabric and we can ensure that as the CED Plan is developed the island stays true to its sustainable and rural goals as identified in the CED Plan’s mission and, above all else, its “Bowen-ness”.

“This place is truly special - made that way no doubt by many wise decisions - let's keep it that way!”

Appendices - Tables

Table 1: BI - Gender Distribution

Bowen Island Gender Distribution (by age)

Table 2: BC - Age Distribution

British Columbia Age Distribution

Table 3: BI - Marital Status

Bowen Island’s Marital Status (overall population)

Table 4: BI – Historical Construction on Bowen

Historical construction on Bowen

Table 5: BI – Housing Costs

Housing Cost

2006 2016 Change %

Median monthly payments rented dwellings 926 1246 34.56 Median monthly payments owner-occupied 1195 1304 9.12 dwellings

Table 6: BI – Housing Gaps and Diversity Insights from Bowen Island Survey

Table 7: BI – Key CED Assets

Bowen Island key CED Assets Places People Groups Intangible Mountains, Forests Active Arts & Artisans BIAC “The Hearth” “Safe” environment Community Accessible Trails & Walks Active entrepreneur / business Tourism Bowen Island Peaceful / rural – away from the hustle community and bustle of the city but “close enough” Parks Growing alternative Health & Community Foundation Welcoming / Supportive community Wellness Industry Beaches, Ocean & Marinas Growing Professional & Technical Knick Knack Nook Strong sense of “community” Services Unique Businesses & Restaurants: Snug Skilled Labour Force – Volunteer Groups – many and Unique / Diverse culture Cove, Village Square, Artisan Square contractors, craftsmen, and diverse offering lots of women opportunities to all sectors of community Golf Course – One of the best in BC Municipality Services Improved Internet System Museum & Archives Municipality Committees “Active” & “Oudoorsy” community Library Islands Trust Schools – BICS, IPS, Island Discovery BC Ferries Emergency Services – Fire, Police Farmers’ Markets, Craft Fairs Churches Community Events e.g., Canada Day, Bow Fest Recycling Depot Arts Events - concerts, galas etc. Food Bank Unique neighbourhoods Lakes – Grafton, Killarney, Josephine etc.

Table 8: BI – Key CED Asset Gaps

Bowen Island key CED Asset Gaps Places People Groups Intangible Affordable Housing – worker housing, rental Lack of on-island skilled Municipality Services Speeding – concerns re: speed of housing, affordable home ownership for labourers / employees driving across island, particularly in younger people Cove Artisan Workshops / places to sell wares Seniors – Aging in Place Municipality Committees Ferry Line – the zipper merge! Medical Facilities: Emergency & Urgent Youth – gaps in youth Islands Trust Parking Issues esp. in the Cove Care, Mental Health, Disabilities, opportunities to encourage them Addictions, Alcoholism, Senior Care to stay on island Amenities & Infrastructure: water Tourists – too many? Not BC Ferries Reactionary Attitudes – people quick to shortages, aging infrastructure, poor sustainable judge, can sometimes be a bit of a “no” transit & connectivity culture, e.g., “Everything Else” page Artisan Square – lack of visibility / “Employee Bank” gaps e.g., Drinking and Driving accessibility for businesses males 30-34 yrs. Communal Gathering Place – Indoor, Communication Styles of Municipal outdoor, alternatives to community Documents, Programs and Outreach – centre, neighbourhood parks doesn’t “speak” to people Walkability - Village / Island / Connections Civic Pride – Cove Entrance Crown Lands Issue – threat of logging Restrictive Zoning & Bylaws – new developments+ New Firehall needed Expensive – Cost of living, groceries

TABLE 9: Bylaws Inhibitive to CED Activities and Initiatives

Bylaw Number Key Bylaw Descriptor Issue PART 1 – “INTENSIVE AGRICULTURE” means for the purpose of this bylaw any Doesn’t include commercial crops which is essential if we DEFINITIONS of the following uses: commercial manure based mushroom are going to be able to grow our own food. cultivation; aquaculture; the keeping of livestock in a pasture, at densities higher than its carrying capacity, and adjacent confinement area. “RECREATION, TRAINING AND MEETING CENTRE” means a use Restrictive – why is this only for this group of people? IF we providing recreation, training and meeting facilities for the care and are looking to grow this industry, this needs to be wider rehabilitation of persons with disabilities usage “RETREAT CENTRE” means a use that provides for the operation of Restrictive room number & usage & accommodations if we spiritual, cultural or educational indoor or outdoor programs for are to grow this industry. single-day or in-residence guest use, and may include sleeping accommodation for a maximum of 40 in-residence guests in a single building or cabins; one shared kitchen and eating area; meeting areas; bathrooms; accommodation for staff; one residence for the manager or owner of the retreat centre; and accessory buildings. PART 3 – GENERAL PROHIBITED USES OF LAND, BUILDINGS AND STRUCURES Where do Tiny Homes fit in this picture? With the need for REGULATIONS The following uses are prohibited in all zones, except as otherwise diverse housing and the uptick in tiny house culture, we specifically stated in this Bylaw: need to take this into consideration as they don’t have a … A use located partially or totally in a tent trailer, motor home, permanent foundation and would be used for more than camper, or other recreation vehicle, without a permanent temporary sleeping accommodation / 90 days foundation or permanent service … is used for temporary sleeping accommodation for non-paying visitors for a period not exceeding 90 days in any 360-day period.

HOME .3 A maximum of two (2) employees per dwelling, other than Restrictive. Consider revising this number to 3. This makes a OCCUPATIONS residents of the dwelling shall be permitted to engage in each home max. of 4 people working at the home occupation, which is occupation on the lot where the home occupation is located. reasonable. .4 No home occupation shall be permitted if the conduct of the Why? This seems oddly restrictive home occupation entails or necessitates any alteration of the exterior of the dwelling that would change the residential appearance of the dwelling. .5 No outside storage of material or equipment or both shall be Change to more positive wording: permitted unless screened from view by a fence or landscape screen No Ooutside storage of material or equipment or both shall from adjacent lots or streets. be permitted unless if screened from view by a fence or landscape screen from adjacent lots or streets. .7 Bed and breakfast use is limited to four (4) guest bedrooms on Restrictive. We have a short-term rental issue especially for lots less than 2 ha, and five (5) guest bedrooms on lots 2 ha and our tourism offerings. We need to at least double this to be greater. able to strategically grow tourism to keep Bowen thriving. .8 In a bed and breakfast a separate kitchen or cooking facilities for Restrictive. Rudimentary kitchen facilities – microwave, use by guests of the bed and breakfast are not permitted. toaster, toaster oven etc. should be permitted to encourage longer stays therefore boost Bowen’s sustainable tourism offering. This should be clearly outlined.

COOKING FACILITIES 3.37 In a retreat centre cooking facilities are not permitted in In a retreat centre cooking facilities are not permitted in bedrooms or cabins. bedrooms or cabins. There is no reason for this.

PART 4 – ZONE (4) Zone Variation – RR 1(d) Neither of these are particularly conducive to affordable REGULATIONS (a) The minimum lot area for the creation of new lots through housing development. We shouldn’t just be looking at the subdivision shall be 16 ha with min service level of individual septic Cove. tank and either spring, individual well or surface water licence. (5) Zone Variation – RR 3(a) (a) The maximum number of dwelling units shall be one dwelling unit per 2 ha. of lot area.

4.14.2 Size, Siting Maximum floor area used for artisan industry that may be used for This is low. 40% would be better and Density of retail use 30% Permitted Uses, Buildings and Structures

4.18 Maximum number of guest bedrooms – 9 This is low; especially given we know a) this industry is one COMPREHENSIVE Maximum number of in-residence guests - 18 of our growth industries and b) we need more support for DEVELOPMENT 5 people with addictions / drug issues. IF we are to grow as an (CD 5) ZONE island – economically and in terms of our health offerings, (ORCHARD we should increase this. Recommend 25 – 30 rooms. (50 – RECOVERY CENTRE) 60 guests)

4.31.2 Size Siting Maximum combined lot coverage of all buildings and structures 50% Restrictive. Not conducive to affordable housing / positive and Density of community development. Permitted Buildings and Structures Maximum total floor area of Daycare Use (square metres) 500 This is very low given our % of families and children. Maximum floor area of Office, General Service, Medical Clinic, Retail This is very low given we know we need more medical and Restaurant Uses (square metres) 100 /500 facilities.

4.33.2 Size, Siting Maximum number of guest bedrooms per 0.4 ha lot area – 12 Restrictive. Not conducive to encouraging shoulder season and Density of Maximum number of guest bedrooms per lot – 12 growth / conferences / workshops / retreats or growing our Permitted Uses, Maximum number of in-residence guests per lot – 24 key growth industries. Need to revise this. Buildings and Maximum floor area for accessory retail sales (m2) – 20 Structures Maximum number of meeting/course/workshop participants calculated as follows: 3 participants per each permitted guest bedroom - 36

Placemaking 7.3 VILLAGE REVITALIZATION DEVELOPMENT PERMIT AREA All these guidelines fall under placemaking principles. Principles 5) Hand painted, carved, or three-dimensional signs of the generic or Consideration should be given to a placemaking section symbolic kind shall be used. within the Bylaws that sets out general placemaking 8) The use of native vegetation and ground cover should be utilized principles for the whole of Bowen e.g., “Bowen Island in landscaping. Standards for Streets”. They could be Cove specific and 9) The use of native vegetation and built forms of screening is Island specific. This would allow us to define what kind of required around enclosures and parking areas. development, streetscaping, landscaping etc. principles we 11) The use of pedestrian amenities such as benches, arbours, rest want people to adhere to for more economically viable and areas; decorative lighting and surface treatment of pathways shall standardized development. be incorporated. 7.4 VILLAGE PERIPHERY DEVELOPMENT PERMIT AREA 1) Landscaping proposals should generally incorporate native vegetation that produces a green landscape to the maximum extent possible and should include additional vegetation where appropriate in order to maintain a green rural backdrop to the village. 2) Design of buildings and landscaping should minimize the obstruction of views from existing properties; blend in well with existing natural features; give the impression of small-scale building forms; and connect with the proposed pathway system for the village; 4) Buildings should reflect the character of the nearby village commercial areas through appropriate choice of finishes, materials and natural colours.

7.7 LIGHT 2. Where possible, significant trees shall be retained, and As it’s likely this zone will be extended, this should be less INDUSTRIAL landscaping shall be provided along Mount Gardner Road, to descriptive in terms of place and just give overall guidance. DEVELOPMENT enhance the appearance of buildings and provide an attractive PERMIT AREA transition to Crippen Park. All areas not used for buildings, parking,

access and specified outdoor storage shall be landscaped or left in a natural state.

GENERAL Bylaws – prescriptive sections The bylaws are very prescriptive to specific places and OBSERVATIONS situations which is great for them but not useful for others or future development. Consideration should be given to developing a more comprehensive and general set of use for overall use that can be applied to wider situations.

TABLE 10: OCP Objectives and Policies complementary to CED Activities and Initiatives

Objective / Policy # OCP Descriptor Key Theme: key notes Objective 16 To house residents and visitors in smaller, Economic Sustainability, Community Resilience, Quality of Life: walkable energy efficient new and retrofitted homes village, cluster development, placemaking, affordable housing, local materials, constructed of local materials and powered, in eco-friendly, local jobs large part, by local low carbon, clean, sustainable, and renewable energy sources. Objective 17 To reduce the dependence on private vehicle Community Resilience: Sustainable Transport, Clean Energy travel. Quality of Life: Reduced commuting Objective 51 To discourage further commercial and Placemaking principles for better land use residential strip or ribbon development. Policy 95 Village Placemaking principles for better land use inc. mixed use & cluster The objective of the Village Periphery area is to Periphery developments provide a compatible transition between the Village Core and the adjacent rural lands…. A variety of multiple residential unit types and secondary commercial development, including office and medical clinic uses, are also supported on this site. Objective 55 To encourage residential cluster development Quality of Life: Placemaking principles for better land use and economic rather than large lot subdivision, with areas of development green space between Objective 56 To maintain the rural character, environmental Quality of Life: Protecting Bowen’s culture integrity, and social diversity of Bowen Island Policy 111 Outside Snug Cove Village, residential cluster Quality of Life: Placemaking principles Community Resilience: affordable development preferred to large lot subdivision housing support 3.4.6 Cape Roger Curtis Develop public, waterfront, walking trails along Quality of life: protecting our natural environment, healthy & active lifestyles Lands most of the coastline, connecting to the cross- Community Resilience: Active transportation – cross-island trail networks island greenway; Economic Sustainability: eco-tourism opps. 3.4.7 Snug Cove significant community endorsement for Quality of Life: Placemaking principles, protecting our natural environment, Residential increased residential development in Snug Cove. healthy & active lifestyles, cost of living The support for this increase relates to the Community Resilience: affordable housing support, Active transportation desire for: alternative forms of housing; helping Economic Sustainability: supporting existing businesses & growth sectors to enhance affordability; a pedestrian-friendly and accessible area close to shops, services, and the ferry; and the redirection of potential new development away from rural areas of the island 3.4.8 Arbutus Ridge planned community, consisting of clusters of Quality of Life: Placemaking principles, protecting our natural environment, Comprehensive detached residential dwellings, interspersed by healthy & active lifestyles, cost of living Development open space, trails and natural Community Resilience: affordable housing support, Active transportation Area areas, and a Neighbourhood Park… Economic Sustainability: planned community with businesses in key sectors a small working farm, studios, and workshops… inc. artisans & food / retail a small café and retail outlet. 3.5.1 Snug Cove avoid the creation of new commercial areas Community Resilience: Community needs - As Bowen is growing and ¼ of our Commercial Land Use outside the Village Commercial area. population is on the West Side, this may be short sighted. We may want to revise this. Why not have a shop / restaurant etc. at Tunstall, for example? Tourist and Retreat Tourist commercial facilities are supported that Economic Sustainability: Tourism - Needs revision. We need to think of our Commercial Land Use enhance visitors’ enjoyment of the island’s overall destination management and what we want to do here. Would this Management natural amenities, without detracting from include destination retreat centres, for example? Policy 185 those amenities. Facilities that are designed to be destination attractions are not supported. Policy 190 Campgrounds serving the needs of backpackers Economic Sustainability: Growth opp - Eco-tourism Possibility of developing and bicyclists may be permitted through campgrounds for hikers to increase eco-tourism. Look at park P4, for instance. commercial zoning regulation or temporary use permit on larger Rural designated properties

Policy 193 Owners of small inns, guesthouses, hostels, and Community Resilience: Transport | Quality of Life: Protecting our natural Retreat Commercial uses are encouraged to environment - Great opportunity to discourage extra vehicles on ferry and provide guest transportation to and from the provide on-island employment for someone. ferry terminal in order to minimize private vehicle use. 3.5.3 Commercial Policy 198 Economic Sustainability: Supporting existing businesses – artisans etc. Could Marina Land Use The Municipality will examine potential use, include markets, as has been suggested. Management (Snug including public space use, of the Municipal Cove) Dock and Municipal Wharf Head to ensure that pedestrian access remains a principal activity. Policy 200 & 201 Cottage industry that allows for limited Economic Sustainability: Supporting existing businesses – artisans etc. industrial activity in association with a Encouragement of artisanal industry as requested in consultation. Light residential use is acceptable on property zoned industry supported as requested for such use to accommodate resident craftspeople. The teaching of skills and apprenticeship and the use of local island resources are encouraged as part of the cottage industry. Current and future owners or operators of industrial land uses are encouraged to work with the Municipality to find a suitable location where industrial uses serving local needs can be located together, instead of scattered across the island, giving consideration to the criteria established elsewhere in this OCP. Objective 85 To provide for the supporting infrastructure Community Resilience: Food growing necessary to maintain and strengthen the agricultural economy.

Policy 214 Agriculture will be supported on Bowen Island Economic Sustainability: Supporting existing businesses, growth opps by: Community Resilience: Food growing public market, farmers’ outlets, roadside stands support local food production; farm vacation and retreat centres locally produced agricultural products Policy 226 & 228 The use of small portable sawmills and the Community Resilience: Reusing resources in a sustainable way development of a remanufacturing plant to use Quality of life: protecting our natural environment local wood resources as a light industrial use is encouraged. To minimize the fragmentation of forests,

Policy 230 All public and institutional facilities will be Quality of life: supporting marginalized groups, aging in place accessible for people with mobility challenges. Policy 231 A future community centre and a facility for the Economic sustainability: providing opps. for existing and emerging businesses performing arts should be located within Snug in the arts Cove. Quality of life: providing accessible facilities for all Policy 234 Existing cabins in Crippen Regional Park have a Economic sustainability: providing opps. for existing and emerging businesses heritage value derived from the Union in the arts, strategic tourism, retail Steamship era. … Quality of life: job opportunities …arts and crafts studio use may include residential use for the artisan and retail sales of the arts and crafts that are produced; accommodation of a caretaker, a parks groundskeeper and a limited number of cabins may be used for short-term tourist accommodation and related ancillary facilities; Objective 110 To promote multi-modal forms of Quality of life: protecting our natural environment, active lifestyles transportation across the island linking Community Resilience: Active transport, green transport links

neighbourhoods with each other, to local parks and beaches, and to Snug Cove… Policy 249 …link all parts of the Snug Cove Village together into a walkable village and link the Village to the Park. Policy 259 Snug Cove Village form and character will cater to the pedestrian. Objective 137 To develop and maintain public access in Economic sustainability – sustainable tourism / growth opps. selected natural areas, parks, shorelines, beaches, trails, and viewpoints for recreational and educational purposes that support community health and wellness, as well as low impact eco-tourism opportunities. Policy 332 Non-consumptive marine recreation activities, Economic sustainability – supporting existing businesses & growth opps. such as sea kayaking and sightseeing, are encouraged. Policy 336 The municipality supports the construction of Economic sustainability – supporting existing businesses & growth opps. multipurpose playing fields to be located on Quality of Life: active lifestyles both the east and west sides of the Island. Objective 144 To work towards an extensive, interconnected Economic sustainability – supporting existing businesses & growth opps. network of protected natural lands for Quality of Life: active lifestyles, protecting our natural environment environmental conservation and protection, recreation and eco-tourism, community health and wellness purposes. Policy 346 The Municipality will work towards the Economic sustainability – supporting existing businesses & growth opps. development of non-motorized trails in selected Community Resilience: alternative transport opps. Greenway areas, which support local recreation, Quality of Life: active lifestyles

alternative transportation options, and eco- tourism development opportunities. Objective 148 & 149 To remain a diverse community that is a Community Resilience: affordable, diverse housing welcoming home to residents of varying Quality of life: diversity incomes, lifestyles, and ages.

To provide for a range of housing types and tenures on Bowen Island within the overall context of the spirit and intent of this OCP. Policy 356 Within the Belterra Lands and the Seymour Bay Quality of life: diversity & placemaking principles area of the Cowan Point Comprehensive Development Area, consideration may be given to townhouse, multi-unit housing, including affordable housing, which meets the needs of island residents. Policy 363 The Municipality will consider reducing parking Community resilience: transport / parking, affordable housing requirements in any affordable housing project and encourages initiatives for car-sharing. Policy 370 Consistent with the recommendations of the Quality of life: aging in place, diverse needs for marginalized groups Age Friendly Community Project Policy 381 The Municipality will maintain the baseball field Economic Sustainability: existing businesses & growth opps. in its current location, reinforcing its function as a significant community amenity and economic generator for businesses in Snug Cove Village. Policy 388 social well- •outdoor spaces and public buildings that are Community Resilience: transport, affordable housing being pleasant, clean, secure, and physically Quality of life: accessible services for all, employment opps, aging in place accessible; •public transportation that is accessible and affordable;

•housing that is affordable, appropriately located, well built, well designed and secure; •opportunities for social participation in leisure, social, cultural, and spiritual activities with people of all ages and cultures; •opportunities for employment and volunteerism that cater to older person’s interests and abilities; Policy 390 The Municipality will establish an “Elders Quality of life: aging in place Advisory Council” and assign a Councillor to the “seniors’ portfolio”, as recommended in the Age Friendly Community Project. Policy 398 Existing farms and orchards should be Economic sustainability: existing business needs / growth opps. protected, and new farms encouraged, Community Resilience: Growing food especially to propagate a variety of heritage Quality of life: protecting our natural environment fruit trees, to enhance rural and historic aspects of the island. Objective 168 To encourage and support the growth of arts Economic Sustainability: Supporting existing businesses – arts & culture and cultural activities, as outlined in the Cultural Master Plan. SECTION 10 TOWARDS A SUSTAINABLE FUTURE: ISLAND ECONOMY Objective 169 Economic sustainability: existing businesses, sustainable tourism work toward an island economy that is relatively Quality of life: residents’ needs, diversity diverse and increasingly sustainable and innovative, meeting many of the primary needs of residents and visitors.

Objective 170 Quality of life: on-island employment opps ratio between on-island jobs and population gradually increases. Objective 171 Quality of life: on-island employment opps local employment in island-based sustainable activities. Objective 172 Economic sustainability: leveraging our position to grow our economy high quality of life can be used to enhance economic viability. Objective 173 Quality of life: protecting our island culture serve the needs of island residents and visitors while maintaining a scale, form and character of economic development that is in keeping with the objectives of the OCP Objective 174 Economic sustainability: existing businesses, sustainable tourism, growth opps. •promote economic activity that builds on Community resilience: green businesses diversity, sustainability, innovation, and creativity; •explore the formation of a Business Improvement Association 49 for Snug Cove; and •promote “green” business leadership and sustainable business practices. Policy 409 Economic sustainability: existing businesses, sustainable tourism, growth opps. The Municipality will work with the Chamber of Community resilience: overall needs for sustainable community Commerce and other interested parties to Quality of life: employment opps. cost of living, overall quality of life complete an Economic Development Plan that improvements will examine short- and long-term issues, needs and opportunities to enhance existing and new

businesses and associated employment that is complementary to the objectives of this OCP. Objective 176 To support cultural tourism, aiming for value- Economic sustainability: strategic tourism – cultural tourism, growth opps. added products that maximize return with Quality of life: protecting and understanding our natural environment minimal impacts. Policy 411 The Municipality supports the initiatives of Economic sustainability: supporting existing business needs / growth opps. Bowen Island artists and craftspeople to export their work. The policies of this OCP encourage home-based business and artisan industry, primarily at Artisan Square. Objective 177 To encourage home-based businesses as a Economic sustainability: supporting existing business needs / growth opps. means of maintaining the island character and Community Resilience: Self-sufficiency to help promote self-sufficiency and a sense of Quality of life: protecting our island culture community. Policy 418 High speed portals, internet, and digital media Community resilience: Technology connections to all areas of the island are encouraged. 10.5 Tourist Services and Accommodations Objective 180 To recognize tourism as an integral part of the Economic sustainability: strategic tourism, growth opps. island economy, with a focus on sustainable Community Resilience: sustainability practices. Objective 181 To support opportunities to nurture the further Economic sustainability: strategic tourism, low-impact tourism development of low-impact tourism Objective 182 To continue to position the island as a Economic sustainability: strategic tourism, growth opps. – eco tourism, health destination for eco-tourism, education tourism, & wellness etc. retreats, and health and wellness centres

Objective 183 To provide accommodation for visitors so they Community resilience: accommodation may enjoy the island’s unique amenities and environment. Objective 184 To support the exploration of a National Park Quality of life: protecting our natural environment Reserve on Bowen Island. Objective 185 & 186 To recognize health and wellness institutions Economic sustainability: growth opps. and retreats as a desirable business sector and Quality of life: health & wellness to support the growth of this sector.

To recognize small business retreats, meetings, and conferences as a desirable business sector and to support growth of this sector. Objective 187 & 188, To position the Island as an ideal location for Economic sustainability: growth opps. Policy 422, 423 & 424 health and wellness institutions and for small Quality of life: health & wellness business meetings and conferences.

To provide accommodation for visitors so that they may participate in these health and wellness and small business conferences.

New businesses are supported that provide health and wellness and retreat services.

New businesses are supported that provide opportunities for small business meetings and conferences.

Accommodation for institutions and retreats shall include bed and breakfast establishments,

guesthouses, small inns, lodges, and commercial cottages. Policy 425 Owners of the accommodations identified in Economic Sustainability: business growth opps. Policy 424 are encouraged to provide guest Community Resilience: Active / Alternative transport transportation to and from the ferry terminal in Quality of life: employment opps. order to minimize vehicle use. Initiatives from Section •investigate the benefits of an on-island Economic sustainability: existing business opps, growth opps 2 – Natural composting facility and household organic Community resilience: self-sufficiency, green energy, active / alternative Environment waste pick-up program transport •proactively work with development and Quality of life: aging in place, diversity, marginalized groups support, building industry representatives to build protecting our natural environment knowledge, capacity, and experience in energy efficient and green building practices •develop, coordinate and promote island pedestrian, cycling and transit systems as alternatives to vehicle trips investigate the feasibility of low-speed electric vehicles as an alternative to fuel powered vehicles for on- island travel, as well as the viability of installing electric vehicle plugs in Snug Cove •designate and construct ride-share shelters at strategic locations, particularly where public transit is not available; •investigate viable alternative options for seniors who are unable to drive; •explore the potential of acquiring authority to manage marine uses adjacent to Sandy Beach, Bowen Bay Beach and Tunstall Bay Beach through foreshore tenure;

•identify and develop a public boat launch at Tunstall Bay while ensuring no net habitat loss; Initiatives from Section trails to connect the surrounding areas of Community resilience: alternative transport methods – trail network, 4 – Transportation and Crippen Regional Park with each other, to link all walkability Mobility parts of the Snug Cove Village together into a Quality of life: protecting our natural environment, active lifestyles, health & walkable village and link the village to the Park wellbeing, marginalized groups (Policy 137); and • provide a shared-use trail network for pedestrians, bicycles and equestrians that connects neighbourhoods and facilitates access to parks and public facilities

TABLE 11: Strategies and Plans key activities and objectives (grouped by theme)

CED Theme Activity / Objectives Plan / Strategy Economic Sustainability: Tourism: Strategic Plan Implement Tourism Plan & Monitor Activity, reciprocal positions on EDC Action Plan various boards, branding & welcoming exercise to establish Tourism Plan 2013 Bowen’s brand & welcome visitors, establish tourism champion, Parks Plan 2018 – 2028 destination management, MRDT, managing visitation, low-impact Transportation Plan 2018-2038 tourism, regional connections to grow tourism strategically Island Plan 2019 Tourism: Awareness & Value awareness & value of tourism, changing residents’ attitudes, value Tourism Plan 2013 of tourism model, training & development (inc. related retail Cultural Masterplan 2017 -2027 establishments) Parks Plan 2018 – 2028 Island Plan 2019 Existing Business Needs: Business Awareness Business walks, BRE program, business website enhancements, EDC Action Plan & Support community profile, improvements at function junction (in cove), Tourism Plan 2013 wayfinding & signage, Artisans market, artisans retreat, supporting Cultural Masterplan 2017 -2027 retail, arts & culture Parks Plan 2018 – 2028 Island Plan 2019 Existing Business Needs: growth Webinars & information to help businesses thrive, training & EDC Action Plan opportunities development, growing key growth industries – eco-tourism, health Tourism Plan 2013 & wellness, arts & culture Cultural Masterplan 2017 -2027 Parks Plan 2018 – 2028 Island Plan 2019

Community Resilience: Communication & Information: BIM Electronic newsletter, public information sessions, communication EDC Action Plan plan and tools, CED website, business info. resource library, regular Cultural Masterplan 2017 -2027 contact with relevant Ministry reps. Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019 Infrastructure & Amenities: Parking More parking in key areas – Cove, public amenities, commuter Cultural Masterplan 2017 -2027 parking Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019 Infrastructure & Amenities: Public More public washrooms needed at publicly accessed areas Tourism 2013 Washrooms Parks Plan 2018 – 2028 Island Plan 2019 Infrastructure & Amenities: Transport Better transport options needed. Sustainable transport needed Tourism 2013 e.g., shuttle buses, green infrastructure, electric vehicles Cultural Masterplan 2017 -2027 Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019 Infrastructure & Amenities: Housing Diverse, affordable housing for all incomes & lifestyles. MRDT Island Plan 2019 application Volunteerism Giving back, growing our network sustainably, organising, Cultural Masterplan 2017 -2027 supporting and leveraging our volunteers Parks Plan 2018 – 2028 Island Plan 2019 Self-sufficiency Important for us to become more self-sufficient as we are an island Cultural Masterplan 2017 -2027 e.g., able to grow our own food (community gardens), alternative Island Plan 2019 energy sources (windmills), water storage, emergency response (new firehall) etc.

Quality of Life: Employment and income: Employment opps. Help people get better paid jobs / make a better living. Opps. for Cultural Masterplan 2017 -2027 / gaps selling art etc. to make artists money Parks Plan 2018 – 2028 Island Plan 2019 Placemaking strategies for better lives: Develop placemaking competencies & working with private Cultural Masterplan 2017-2027 policies & regulations landowners to leverage land e.g., connection s to parks & trails Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019

Placemaking: Civic Pride and community Cove: Beautification & streetscaping, Making the entrance more Tourism Plan 2013 gathering spaces welcoming, overall improvement plan for the Cove. Civic centre Cultural Masterplan 2017-2027 facility / community hall Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019 Community Health & Wellbeing: Seniors & Services & opportunities to support these groups. Esp. active Parks Plan 2018 – 2028 marginalized groups lifestyles activities Transportation Plan 2018-2038 Island Plan 2019 Demographic opportunities: Aging in place More amenities to aid aging in place – healthcare, places to go, Parks Plan 2018 – 2028 transport etc. Transportation Plan 2018-2038 Island Plan 2019 Demographic opportunities: Opportunities More amenities to make Bowen better for our youth: volunteering Cultural Masterplan 2017 -2027 for youth opps., activities, places to go etc. Parks Plan 2018 – 2028 Transportation Plan 2018-2038 Island Plan 2019 Quality of Life: protecting our natural Key factor in development. Protect what we have. Water Tourism Plan 2013 environment conservation. Lower our footprint. Carbon Offsets. Multi-use paths Parks Plan 2018 – 2028 using our natural assets for connectivity but while protecting our Transportation Plan 2018-2038 environment Island Plan 2019

Community Health & Wellbeing: Overall Importance of active lifestyles for health & wellbeing through Parks Plan 2018 – 2028 walking, cycling, active recreation etc. & supporting activities and Transportation Plan 2018-2038 objectives which will achieve this Island Plan 2019 Quality of Life: Diversity Make Bowen a safe, welcoming, and inclusive place for everyone. Cultural Masterplan 2017 -2027 Celebrate FN culture, open respectful dialogue, include in Parks Plan 2018 – 2028 economic decisions Island Plan 2019 Quality of Life: protecting our unique Protecting the things that make Bowen “Bowen”: community, Cultural Masterplan 2017 -2027 community culture connection, unique culture: artists & artisans, local events, spaces Parks Plan 2018 – 2028 etc. that support our “Bowenness” Transportation Plan 2018-2038 Island Plan 2019 Quality of Life: cost of living Cost of living very high, difficult for those on low incomes and to Cultural Masterplan 2017 -2027 run a business / be artists & artisans etc. – need more support. Parks Plan 2018 – 2028 Accessibility of services for all to ensure everyone can afford Transportation Plan 2018-2038 Bowen’s various offerings including basic services e.g., transport, Island Plan 2019 recreation

TABLE 12: Past Consultation key issues raised (grouped by theme)

CED Theme Issue Raised Consultation Exercise Economic Sustainability: Strategic Tourism: Managing Tourism Shoulder Season, too many tourists, Business Breakfast Retail 2018 need a strategic way of managing Business Breakfast Food 2018 tourism Community Lands W/shop 2018 Bowen Island Survey 2019 Business Summit 2019 Existing Business Needs: Business Awareness & Support Signage, Hours communication, “Buy Conversations w/ B B/sses 2015 Local” campaigns to encourage local Business Breakfast Retail 2018 buying, support for businesses at artisan Business Breakfast Food 2018 square Bowen Island Survey 2019 Business Summit 2019 Existing Business Needs: Independent Business Associations Creating various business associations Business Breakfast Trades 2018 for info. sharing, liaison, advocacy & Business Breakfast Food 2018 resources Bowen Island Survey 2019 Growth opportunities Have great businesses, but need more BI Visitors Survey 2014 diversity esp. to support self-sufficiency Community Lands W/shop 2018 – commercial kitchen, equipment Bowen Island Survey 2019 rentals, food growing, microbreweries Business Summit 2019 etc. Not just restaurants & art galleries – Business Breakfast Health 2020 and our growth industries e.g., spa services

Community Resilience: Infrastructure & Amenities: Parking Not enough in the Cove, causing issues Business Breakfast Retail 2018 Bowen Island Survey 2019 Business Summit 2019 Business Breakfast Health 2020 Infrastructure & Amenities: Public Washrooms Not enough, frustration from businesses Business Breakfast Food 2018 at tourists using theirs Bowen Island Survey 2019 Communication: BIM More consultation on initiatives, more Business Breakfast Food 2018 information, respectful & consensus Vital Conversations 2014 building rather than “telling” – residents Community Lands W/shop 2018 don’t feel heard / as though we’re Bowen Island Survey 2019 listening Business Summit 2019 Infrastructure & Amenities: Transport Better transport options needed esp. for Vital Conversations 2014 seniors and mobility impaired. Vital Conversations 2017 Sustainable transport needed – no buses Community Lands W/shop 2018 at night, seniors struggling, reliance on Bowen Island Survey 2019 car. Need alternatives now – bikes, Business Summit 2019 shuttle buses, electric cars shuttle ferries Business Breakfast Health 2020 etc. Walkability. Car-free options. Reduction in commuting and traffic. Addressing ferry issues Infrastructure & Amenities: Housing Diverse, affordable housing for all Vital Conversations 2014 incomes & lifestyles. Need to consider Conversations w/ B B/sses 2015 who to partner with to achieve this. BI Residents Survey 2015 BIRCH is a good start but who else? Vital Conversations 2017 Community Lands W/shop 2018 BI Survey & Business Summit 2019 Business Breakfast Health 2020 Volunteerism Giving back, growing our network Vital Conversations 2014 sustainably, organising our volunteers Vital Conversations 2017 Conversations w/ B B/sses 2015 Bowen Island Survey 2019 Technology Robust systems, solid internet & IT, what Conversations w/ B B/sses 2015 will we do in a communications Community Lands W/shop 2018 breakdown / crisis? Bowen Island Survey 2019 Business Summit 2019 Self-sufficiency Important for us to become more self- Vital Conversations 2014 sufficient as we are an island e.g., able to BI Residents Survey 2015 grow our own food (community gardens) Community Lands W/shop 2018 looking at alternative energy sources Bowen Island Survey 2019 (windmills), water storage and reuse of Business Summit 2019 water etc. Quality of Life: Employment and income: Employment opps. / gaps Opportunities to become accredited in Conversations w/ B B/sses 2015 Business needed fields to fill gaps & hire on- Breakfast Food 2018 island, need to help people get better Business Breakfast Trades 2018 paid jobs. Staff availability a problem. Bowen Island Survey 2019 Having to provide housing to keep staff. Business Summit 2019 Expensive Placemaking strategies for better lives: policies & regulations Better zoning for industrial land-use Business Breakfast Trades 2018 needs e.g., heavy equipment storage. Community Lands W/shop 2018 Current policies & regulations preventing Bowen Island Survey 2019 progression / development, bylaw Business Summit 2019 regulations too strict Placemaking: Civic Pride and community gathering spaces Cove: Making the entrance more Vital Conversations 2014 welcoming, overall improvement plan for Conversations w/ B B/sses 2015 the Cove inc. streetscaping. Vital Conversations 2017

Neighbourhoods: creating gathering Community Lands W/shop 2018 spaces, events, parks, welcoming Bowen Island Survey 2019 community “feel”, strengthening connections & community Community Health & Wellbeing: Seniors & marginalized groups Offering services e.g., places to go in the Vital Conversations 2014 day, support, healthcare etc. to help Conversations w/ B B/sses 2015 these groups Vital Conversations 2017 Business Breakfast Health 2020 Demographic opportunities: Aging in place More amenities to aid aging in place – Vital Conversations 2014 healthcare, places to go, transport etc. Vital Conversations 2017 Bowen Island Survey 2019 Community Lands W/shop 2018 Business Breakfast Health 2020 Demographic opportunities: Opportunities for youth Bowen is great for very young kids, not Vital Conversations 2014 so much for teenagers. We need more Vital Conversations 2017 amenities to make Bowen better for our Bowen Island Survey 2019 youth: volunteering opps., activities, Community Lands W/shop 2018 places to go etc. Quality of Life: protecting our natural environment Key factor in development. Protect what Vital Conversations 2014 we have. Don’t over-develop. Crown BI Visitors Survey 2014 Lands issue. Water conservation. Lower Conversations w/ B B/sses 2015 our footprint. BI Residents Survey 2015 Vital Conversations 2017 Community Lands W/shop 2018 Bowen Island Survey 2019 Business Breakfast Health 2020 Community Health & Wellbeing: Overall Need for better healthcare but also Vital Conversations 2014 recognizing importance of nontraditional BI Visitors Survey 2014 healthcare, “forest bathing” yoga etc. BI Residents Survey 2015

and supporting these. Support for Vital Conversations 2017 addictions, mental health etc. Community Lands W/shop 2018 Business Breakfast Health 2020 Quality of Life: Diversity Make Bowen a safe, welcoming, and Vital Conversations 2014 inclusive place for everyone Conversations w/ B B/sses 2015 Vital Conversations 2017 Bowen Island Survey 2019 Business Breakfast Health 2020 Quality of Life: protecting our unique community culture Protecting the things that make Bowen Vital Conversations 2014 “Bowen”: community, connection, BI Visitors Survey 2014 closeness, looking out for each other, Conversations w/ B B/sses 2015 safety, unique culture: artists & artisans BI Residents Survey 2015 working at the pharmacy, Bowfest… we Vital Conversations 2017 should make more of it. Support & Bowen Island Survey 2019 encourage local events, spaces etc. that Business Summit 2019 support our “Bowenness” as this is what Business Breakfast Health 2020 people enjoy about us Quality of Life: cost of living Cost of living very high, difficult for those Vital Conversations 2014 on low incomes and to run a business – Conversations w/ B B/sses 2015 need more support. We don’t want to Bowen Island Survey 2019 become a bedroom community or just a Business Summit 2019 home to the wealthy elite. We need to support the people that deliver our services.

Appendices - CED Interviews

Paul Vallee (Tourism Bowen Island)

1: What, in your opinion, is TBI’s role? How can BIM build a better relationship with them / you?

2: What are your current goals? What is the status of your strategic tourism plan?

3: In your opinion, what are Bowen’s CED sticking points and how should they be addressed?

4: Who are the key groups / industries / economic drivers for Bowen now and moving forward?

5: How do you envision Bowen’s sustainable future? What would you like to see?

1 – Destination stewardship. Manage experience not just by getting more people but the right people. Sustainable development of the island for everyone. People feel welcome, they look after the island etc.

2 – Community alignment. How do you align the different groups, so everyone works towards a similar goal? Get residents, businesses, groups to work together to common goal.

3 – Digital conversion: connecting with visitors on mobile devices to drive real-time sales in destination e.g., like Trip Advisor, reviews, maps, GPS, connectivity. It’s all connected.

MRDT for sustainable funding of initiatives. Needs to be sold as an opportunity.

We need a destination plan showing TBI as a solution not a problem.

4: TBI, businesses, residents – everyone needs to be on board and working together.

5: More success stories for tourism and a sustainable tourism plan. More retreats & corporate retreats to enhance Bowen’s potential in shoulder season esp. Winter. Would also allow some of our “experts” to stay on- island in employment. Sees a “Centre of Excellence” for Bowen’s future.

Gordon Ganong (Past Chair - Community Economic Development)

1: In your experience, what did you find the most successful way of engaging Bowen’s residents & businesses?

2: In your opinion, what are Bowen’s CED sticking points and how should they be addressed?

3: Who are the key groups / industries / economic drivers for Bowen now and moving forward?

4: How do you envision Bowen’s sustainable future? What would you like to see?

1: Clear goals from the outset. Regular contact in lots of different formats: business walks, newsletters, workshops etc. keep communicating what you’re doing, what you’re trying to achieve and listening to feedback 2: Business awareness – people don’t seem to recognize that you’re in business unless you have a storefront. It can be a huge challenge.

Construction – lots of external providers. Why can’t we provide on Bowen?

Forestry industry – need to consider management and development especially for fire purposes.

Housing – been an issue for years. Cost, construction costs, has been a constant issue and affects everything.

3 – Businesses and key industries – helping them survive and grow for our future

4 – Would like to see more green technology. Everything from building codes to windmills and solar. Working from home rather than commuting. Maybe even an electric cable ferry!

Murray Atherton (Tourism Bowen Island & past Chamber of Commerce)

1: Tell me about your experience on the Chamber – what worked, what didn’t, why do you think it failed?

2: Tourism – in your experience what’s working well and what needs work?

3: In your opinion, what are Bowen’s CED sticking points and how should they be addressed?

4: Who are the key groups / industries / economic drivers for Bowen now and moving forward?

5: How do you envision Bowen’s sustainable future? What would you like to see?

1: Grew tourism offering through Chamber initially – newsletter, leaflets etc. Very successful. However, change of leadership in 2010 shut down all promotions and efforts and Chamber ultimately then failed.

2: Done a lot with not very much! But money is an issue. Too much to do and not enough funding.

It’s also seen as a dirty word despite the fact we rely on it as a key economic driver.

3: BC ferries is problematic – difficult to get information and we are beholden to their schedule.

Accommodation – not enough and short-term rentals policy prohibitive.

4 – Key businesses and stakeholders, Destination BC

5 – Would like something positive to happen with Bowen Lodge i.e., a rehab centre. We also need a conference centre.

Total rewrite of OCP and Land Use Bylaws to encourage development.

Ferry marshalling that works!

Park & ride, commuter ferry from Government Wharf… anything that sustains tourism 12 months a year.

Tim Rhodes (past Chamber of Commerce, Tourism & Health)

1: Tell me about your experience on the Chamber – what worked, what didn’t, why do you think it failed?

2: Tourism – in your experience what’s working well and what needs work?

3: In your opinion, what are Bowen’s CED sticking points and how should they be addressed?

4: Who are the key groups / industries / economic drivers for Bowen now and moving forward?

5: How do you envision Bowen’s sustainable future? What would you like to see?

1: Realising the need to help people get through winter, he started the Bowen Island Guide to drive tourism and help drive $. This made a huge impact doubling tourism dollars in 3 years. However, in change of Chamber leadership in 2010, all their work was dismantled, the guide and everything died off (as Murray also mentioned).

2: Did the guide for 10 years. Lots of people were very appreciative but didn’t want to help or be involved. They just wanted it to “happen”. After a while, they ran out of steam and stopped.

3: Council 2011-2014 were particularly restrictive and not forward thinking – Cape Roger Curtis was the catalyst of this. Not enough information / communication for the public.

Housing and the economy – need to be addressed. Rentals in particular.

Healthcare – Lots of anxiety around healthcare.

Water – concerned about sustainable harvesting options e.g., collecting from roof etc.

4: BIRCH, Bowen Island Health Centre, TBI (or some version of it), Arts, Environmental groups, special interest groups e.g., Caring Circle, Rotary etc.

5: Sustainability – Where to start? We need housing, healthcare, more people working from home and electronic commuting.

Also, overhaul OCP and Land-Use Bylaws to get rid of contradictions.

John Parker (past chair Community Economic Development)

1: Tell me about your experience on the CEDC – what worked, what didn’t?

2: In your opinion, what are Bowen’s CED sticking points and how should they be addressed?

3: Who are the key groups / industries / economic drivers for Bowen now and moving forward?

4: How do you envision Bowen’s sustainable future? What would you like to see?

1: “Village as a venue” was one key idea (put forward by Chris Corrigan) rather than seasonal tourism that John tried to promote. Supporting Arts, Eco-tourism etc. to support sustainable tourism.

Found Council processes a little restrictive to progression of CED initiatives and activities. Would be good to see more flexibility and forward thinking. 2: “Economy” – some people just didn’t want growth. No tourists. No change. They found this was the residents’ view however, not the businesses’.

Lack of communication and bureaucracy – lots of hoops to jump through and people getting frustrated. This was a constant issue.

Tourists – the constant dilemma!

3: Businesses – they are the key to our economy

4: Need to grow our key industries e.g., tech – and provide the infrastructure for them to be able to work here – spaces to work, decent internet

Housing.

Mix of small, artisanal businesses & workshops

Either another ferry or alternative transport.

Decide if we want to be a bedroom community or a more self-sustainable, resilient community. If the latter, we need to open some larger businesses to help people love and work here, build housing, grow food etc.

Appendices - References

Reference Documents

• Bowen Island Municipality Economic Development Action Plan 2014-2015 • Bowen Island OCP Official Community Plan Consolidated Version Dec 2014 • Bowen Island Municipality Land Use Bylaws consolidated version May 2019 • Advancing Arts & Culture on Bowen Island 2017-2027 Master Plan • Bowen Island Transportation Plan 2018-2038 • Bowen Island Draft Tourism Plan 2013 • Bowen Island Survey 2019 • Bowen Island Tourism report 2019 • Community Foundation Vital Conversations 2014, 2017 • Why & How Bowen Does Business – Conversations with Bowen Businesses 2015 • A Home-grown Strategy for Economic Prosperity on Gabriola 2017- 2020 • Ucluelet Economic Development Strategy 2012 • District of West Vancouver Economic Development Plan 2018 • Sparwood Corporate Strategic Plan 2015 - 2018 • Squamish: Hardwired for Business Economic Action Plan 2017-2019 • Lantzville Economic Development Strategy 2018 • Tofino Tourism Master Plan 2014 • Growing Malcom Island: Our Economic Development Plan 2014 • Community Economic Development Strategic Plan 2017-2019

Websites

Census Data https://www12.statcan.gc.ca/

Seven Types of Community Assets

https://www.memphis.edu/ess/module4/page4.php

Emergency Response and Recovery

https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response- recovery/emergency-response-and-recovery Employment Lands and Economy Review - Vancouver

https://vancouver.ca/home-property-development/vancouver-employment-lands-and- economy-review.aspx

BC Tourism is an Economic Force

https://www.vancouverisawesome.com/travel/bc-tourism-economic-force-2019-1942621

BC’s Fastest Growing Industries - Tourism https://pwp.vpl.ca/siic/industry-profiles/fastest-growing-industries-tourism/

Employment Rates by Age Group

https://data.oecd.org/emp/employment-rate-by-age-group.htm

BC Labour Market Statistics – Work BC

https://www.workbc.ca/Labour-Market-Information/Regional-Profiles/British-Columbia

Bowen Island Statistic Summaries

https://townfolio.co/bc/bowen-island/summary

Bowen Island is changing – but how?

https://www.vancourier.com/living/bowen-island-is-changing-but-how-1.23162081

A Statistical Perspective on Bowen Island

https://www.bowenislandundercurrent.com/news/a-statistical-perspective-on-bowen-island- 1.23161540

7 Benefits of a Short Commute

https://www.davincivirtual.com/blog/4595/7-benefits-of-a-short-commute

10 Things Your Commute Does to Your Body

https://time.com/9912/10-things-your-commute-does-to-your-body/

BC Ferries Fares Archive

https://www.bcferries.com/travel_planning/fares/archive.html

Living Wage for Families Campaign

http://www.livingwageforfamilies.ca/2019_living_wages

Metro Vancouver commuters willing to trade lower pay for a shorter commute: poll

https://www.theprogress.com/news/metro-vancouver-commuters-willing-to-trade-lower-pay- for-a-shorter-commute-poll/

Project for Public Spaces https://www.pps.org/article/placemakingmattersmorethaneverinadowneconomy

University of West England - Understanding Impact of commuting on people’s lives

https://travelbehaviour.files.wordpress.com/2017/10/caw-summaryreport-onlineedition.pdf

Other References

Shields, J., Kelly, P., Park, S., Prier, N., & Fang, T. (2011). Profiling Immigrant Poverty in Canada: A 2006 Census Statistical Portrait. Canadian Review of Social Policy, (65/66), 92-111.

Cohen and Klein, Marjorie, and Seth (2011). "Poverty Reduction in British Columbia: How "The Best Place on Earth" Keeps People Poorest". Canadian Review of Social Policy. 65: 58–75 – via ProQuest