Economic Development Plans on Haida Gwaii

Economic Development Plans on Haida Gwaii April, 2016 In an effort to guide the pursuit of economic development priorities on Haida Gwaii, MIEDS has prepared a summary of recent plans and strategies and the recommendations from each. The topics listed below show common themes and priorities among the various plans and strategies. A summary of each document is provided, as well as a list of other relevant documents. Energy Common Themes for Economic Diversification Topic Description Costs, Impacts, Organizations Provide renewable energy for Haida Gwaii. High cost, high impact. CHN, BC Hydro, private partners. Marine Sector Development Tourism Trail Development Forestry Non-timber forest products (NTFPs) Assess feasibility of local seafood sales, pursue allocation of community quotas, assess infrastructure needs, and facilitate appropriate shellfish aquaculture. Increase marketing/ advertising, assess feasibility of an islands-wide booking service, and coordinate collaborative sector development initiatives. Inventory, prioritize, and manage trails for recreation and tourism. Map productive areas, facilitate access and harvesting, and support related small businesses. Mid cost, high impact. CHN, Communities, DFO, FLNRO Variable cost, mid impact. MIEDS, CHN, Visitor Centres, businesses. Mid cost, mid impact. FLNRO, Communities, CHN, HG Recreation Mid cost, mid impact. CHN, FLNRO, MIEDS, Community Futures

Forestry Community Forest Infrastructure Small Business Support Human Resource Development New Resident Attraction Agriculture Conduct research and develop a feasibility study for the creation of a CFA tenure. Develop recreational facilities, utilities, communications systems, transportation infrastructure, etc. Offer skills training, host a small business forum, identify opportunities and connect entrepreneurs with resources. Assess needs, facilitate increased training offerings, connect workforce entrants with employers and mentorship opportunities (collaborate with forthcoming Forestry Skills Training Imitative). Create info packages, provide online information, and attract new residents. Research growing conditions and market opportunities to facilitate expanded production. Pursue community farm land allocations and other recommendations from the Agriculture Strategy. Mid cost, high impact. Communities, CHN, BCTS, FLNRO High cost, high impact. Communities, CHN, BC Hydro, Gwaii Tel, public services, businesses. Mid/low cost, mid impact. Community Futures, MIEDS, Communities, businesses. HSEDS, SD50, NWCC, businesses. Mid cost, high long term impact. Low cost, mid impact. Communities, MIEDS, (potentially CHN and Province). Mid cost, mid impact. Communities, CHN, GIEC Farmers Institute, Provincial Ministries.

Summary of Plans and Strategies Date Title Lead Organization South Moresby Forest Replacement Account 2006 Land Use Plan ( Report) Summary for the Land Use Plan developed by a Community Planning Forum over a 17-month period before the Strategic Land Use Agreement was signed. The Forum included islands-wide representation of communities and sectors. Governance: Establish an Islands governance body, after reviewing existing and past structures Community Resiliency Strategy: Identify diverse social, economic, educational, and cultural objectives for ongoing monitoring. Enhance youth opportunities in leadership and recreation. Maintain resource harvesting opportunities, and develop a code of conduct. Maintain a small town community environment. Economic Diversification and Stability Strategy: Conduct an opportunities assessment across all local industries and prepare an action plan. Support business and workforce development, market local products, create a shuttle service, improve utilities and community infrastructure, monitor employment levels, and support re-training and career transitions. Tourism and Recreation: Use the Heritage Tourism Strategy as a guiding document. Fund organizations and develop high quality infrastructure. Develop an info package and code of conduct for visitors. Manage and maintain valuable trails and access roads. Support marketing and skill development opportunities for artists and other tourism-based businesses. Manage sport fishing activity, maintain marine tourism-related assets. Minimize impacts on cultural sites and ecosystems. If feasible, implement a tourist fee to support development. Visual Management: Integrate social, economic, and environmental considerations into harvesting plans. Preserve viewscapes from communities, waterways, roads, and trails. Encourage selective harvesting. Timber Resources: Maintain a reliable fibre supply, market products, create training and hiring programs, and revise tenure allocations. Identify opportunities for second growth timber, and adopt alternative/selective harvesting practices where feasible. Non-Timber Forest Products: Create an advisory board and licensing system, and explore local processing opportunities. Map, manage, and maintain access to harvesting areas. Create incentives for companies to preserve high-value, accessible areas. Examine potential for a variety of products.

2007 Community Viability Strategy (CVS) Co-chaired by CHN and Province of BC Island-wide participation in the development of a vision and strategy for community and economic development on Haida Gwaii. Recommended creating an Economic Development Office, and presented 66 Action Items. Priority Goals: Improve business climate, energy supply, transportation, infrastructure, and human resource development. Sector Goals: Infrastructure: Improve ferry and freight services. Investigate private ferry options, and capitalize on developments in Prince Rupert. Support green energy projects, improve telecommunications, identify and provide new development lands. Forestry: Establish a Community Forest, facilitate value-added opportunities, conduct local research, support non-timber forest products, research cooperative models and create a local certification. Tourism: Build organizational capacity, update the Heritage Tourism Strategy, and strengthen marketing and visitor services, and support businesses and artists. Fishing: Benefit from lodges, maintain access roads, increase access to commercial quotas, help operators improve competitiveness, and develop seafood processing and sales. Agriculture: Support local production through research. Community Marketing: Create branding, market the communities, and recruit new residents. Human Resource Development: Create training programs, encourage university education, and match grads with job opportunities. 2007 Economic Development Understanding and Accord CHN and Masset, Port Clements, Queen Charlotte, and RD Areas D&E Two agreements to coordinate efforts around economic development. The Accord signed by the civic communities led to the creation of the Misty Isles Economic Development Society. The Understanding signed by CHN identifies common priorities between the Haida and civic communities. Objectives and Principles: Be consistent with the Land Use Plan, revitalize the local economy, promote business and employment opportunities, and provide a balance between social, economic, and environmental well-being. Obtain support at local, provincial, and federal levels.

Priority Initiatives: Create a regional economic development approach and/or organization, and support forest business opportunities (including the Community Forest). Explore land requirements to meet community development needs, identify opportunities for agricultural and non-timber forest products, and review opportunities associated with containerization and the Prince Rupert container port. 2003 Heritage Tourism Strategy Islands-wide Working Group Strategy outlining priorities to protect, celebrate, and share local heritage. Planning process funded by Gwaii Haanas, Community Futures, and Gwaii Trust, with islands-wide participation. Includes recommended Actions for each category of. Integrated Elements: Tourism development must recognize and preserve the following: 1. The relationship between healthy ecosystems and our way of life; 2. A deep and profound respect for Haida culture; 3. A strong determination to preserve our unique island way of life; 4. An inspired relationship to place; 5. Community integrity and the importance of that which is local. Awareness, Outreach, and Understanding: Facilitate understanding of the Heritage Tourism Strategy. Cultivate a deep and profound respect for Haida culture. Incorporate the Strategy into planning processes. Respect the knowledge and experience of local people. Establish partnerships with educational institutions. Tourism Operations: Maintain healthy ecosystems. Build a sustainable island economy, improve local employment opportunities, and monitor and manage development. Build educational and interpretive support, and develop relevant materials. Identify a lead organization, implementation mechanisms, and monitoring systems for tourism. 2009 Community Tourism Foundations (CTF) Plan Tourism BC, Northern BC Tourism Association, local stakeholders Situation analysis and tourism plan developed between 2007 and 2009 with island-wide community and industry representation. Includes an assessment of current visitation, travel motivations, SWOT analysis, relevant target markets, and recommendations for marketing, management, and monitoring of tourism on Haida Gwaii. Situation Analysis: Provide online information, opportunities to book in advance, additional 3-4 star accommodation, improved hours of operation, and encourage tour operators to contract with overseas operators. Target leisure travelers in BC, as well as Alberta, Ontario, America, Europe, and Asia. Market eco-tourism, learning, and experiential vacations.

Marketing Strategy: Maximize website content, including itinerary planning functions, special offers, contests. Market through ad words, social media channels, and some print advertising. Leverage regional advertising opportunities. Produce brochures, rack cards, and media kits. Conduct direct marketing, and establish a presence at gateways and trade shows. Implementation: Establish a Tourism Advisory Committee, track visitation and the value of tourism. Foster media relations through NBCTA and Tourism BC (now Destination BC). Leverage funds and partnerships with NBCTA, ATBC, local businesses and facilities. Educate local operators, and offer familiarization tours. 2011 Agriculture Strategy MIEDS, GIECFI, Islands Food Action plan and background information on local agriculture. Developed in 2010-11 through local research and community meetings culminating in the Future of Food on Haida Gwaii action planning workshop. Appendices include detailed local history, analysis of local food system and opportunities, site analyses, and detail on the action plan priorities. Education and Production Support: Identify needs and offer workshops on local food production create an Agricultural Support position. Establish research farms and community farms, and facilitate access to agricultural land. Business Opportunities: develop soil amendment products, a bulk buying group, and a shared freight transportation system. Organize regular tours of local farms and food producers. Management and Marketing: develop and advertise a local brand, and host Local Food Tours. Establish an Agricultural Advisory Committee for advocacy and project management. 2011 Human Resource Development on Haida Gwaii Skidegate Band Council, Ministry of Social Development Strategy and Action Plan developed by a steering committee and participants from island communities, employers, education service providers. Recommends creating a Haida Gwaii Skills Development Table. Understand the local labour market: Develop a supply and demand inventory with a focus on immediate needs. Support the mobility of local workers to northern resource growth areas. Education: Develop programs for apprenticeships, tutoring, internships, and student-tostudent mentoring. Develop or expand distance learning opportunities, targeted training programs, an essential skills program, and one-on-one coaching. Explore the idea of establishing a University of Haida Gwaii.

Management and Administration: Develop a management skills and entry program, pilot a succession program, and develop a return home and new resident package. Offer a business skills certification program, and promote management training. Self-employment skills: Develop a business startup program and a shared administration service for small business, and promote incentives to attract new entrepreneurs. Facilitate local procurement of government contracts, encourage buy-local partnerships, and support ownership transition from retirees to young entrepreneurs. Access the skills of the retired/retiring: Develop mentoring, training, job share, and work-toown agreements with experts across sectors. Identify part time/skilled positions and target young retirees. 2011 Trails Strategy MIEDS Indicators, recommendations and trail inventory created as part of Karen Church Master s Thesis. Gathered substantial input from user groups and Haida elders and communities. Includes implementation recommendations, and proposed new trails. Maintenance: Maintain trail and signage for public use. Include bicycle routes in planning and development. Create a Trail Manager or equivalent position. Leverage employment funding programs for maintenance staff. Management: Establish a Trail Advisory Committee, and secure ongoing funding. Maintain a comprehensive trail inventory with maps, and consider developing a Heritage Trail designation. Prioritize trails to be maintained, and market trail assets locally and regionally. 2014 Gwaii Trust Economic Development Forum Summary Gwaii Trust Summary of the Forum hosted in November, 2014, with islands-wide participation in discussions on strengthening the economic future of Haida Gwaii. Background information, summary of forum, and list of ideas and priorities generated at the event. Included high-school student participation. / Priority Actions Forestry: Secondary manufacturing, local training, and creating local business. Marine Economy: Local branding, value added processing, mentoring, local access and quota allocations. Technology and Energy: Install fiber optic cable, and address energy issues through islandswide collaboration, build on existing strategies.

Education and Capacity Building: Provide business administration and finance training, on-thejob mentorship programs, and funding for post-secondary education. Offer training for the mature population, and expand destination tourism opportunities in marine education. Tourism: Develop an all-island tourism board, building on former strategies. Support branding and marketing. Develop infrastructure and transportation systems on and off island. Governance: Connect all islands communities through a consensus based governance model, and support youth leadership. Small Business: Hire a facilitator for local initiatives, provide entrepreneur mentorship and funding, market products on and off island, host a small business forum, and reduce product costs through transportation improvements. Health and Services: Create incentives to retain health care professionals, improve access to off-island services, improve medical and recreation amenities, and hire a youth mental health coordinator. Arts and Culture: Create an Arts and Culture Strategy, develop partnerships for core funding opportunities, expand Gwaii Trust arts funding program. Transportation: Local ferry and airline control, and travel subsidies for local residents. High School Workshop: Develop hiking trails, a recreation centre, and a casino. Support small business, health and community services. Develop a local energy company and provide islands-wide cellular reception. 2015 Marine Plan CHN, Province of BC, Marine Planning Partnership Plan, vision, and management framework for marine-based activities, protection, and decision-making. Developed by the Haida Marine Work Group, Haida Oceans Technical Team, and Haida Gwaii Marine Advisory Committee, as part of the broader First Nations BC Marine Planning Partnership for the North Pacific Coast (MaPP). Marine Tourism: promote Haida Gwaii as a tourism destination, and develop sustainable local tourism products. Fisheries and Aquaculture: support community-based opportunities, including processing and marketing. Prepare a code of conduct and recreational fishery management plan. Prepare a shellfish aquaculture management plan, and encourage appropriate development. Renewable Energy: assess opportunities and encourage development in suitable locations.

Planning and Implementation: support research and monitoring efforts. Assess marine infrastructure needs, and improve transportation services. Promote training and business programs, and develop strategic partnerships to facilitate plan implementation. Relevant Plans and Documents Date Title Lead 2004 Haida Nation Tourism Opportunities Plan Organization CHN, Haida Tribal Society, Private Consultants Summary Assessment of the existing tourism product base, market analysis, and assessment of tourism opportunities. Builds on the Heritage Tourism Strategy. 2013 MIEDS 3 Year Economic Development Strategy 2007 Strategic Land Use Agreement MIEDS CHN, Province of BC Guiding statements and priorities of MIEDS for 2013-2016, developed through public consultation as part of Heather Adel s Master s Thesis. Culmination of the land use planning process, articulating ecosystem-based management (EBM) and government-to-government decision making processes. Creates Protected Areas, Land Use Zones, management objectives, and ongoing planning processes. 2004 Haida Land Use Vision CHN Background information, explanation of priorities, and important species and features to the Haida. 2015 Comprehensive Forest Strategy - Background Document Haida Gwaii Management Council, Moore Resource Management Contextual information prepared for the Haida Gwaii Management Council in preparation for the creation of a Forestry Strategy. Includes detailed figures on the industry, and presents 12 areas to target. Precursor to the 2015 Forestry Strategy Forum.