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Cowichan/Ladysmith Marine Tourism Authority Backgrounder

The Cowichan/Ladysmith Marine Tourism Authority (CMTA) has been created by the Ministry of Small Business and Economic Development to provide leadership for sector development. However, the CMTA does not have any regulatory role for harbour administration but rather has been established as an advisory group to promote new development. Any changes to the current regulatory regimes would be undertaken by government after public consultation and input.

The CMTA has eleven representatives from the study area including the following;

• Mayor of District of North Cowichan
• Mayor of Ladysmith
• Electoral Area Director, Cowichan Bay
• Cowichan Region Economic Development Commission
• Four private sector representative
• First Nation representative
• MLA (ex officio)
• Ministry of Small Business and Economic Development (ex officio)

The initial task for the Authority is to coordinate a review of key marine tourism activities, and identify roadblocks to future development. The report will examine the essential features of marine tourism in the Ladysmith Harbour to Cowichan Bay marine corridor, including primary and secondary support industries, and look at strategies for expanding the various sectors that make up marine tourism.

The CMTA area has an abundance of marine enterprises, facilities and associated assets that collectively offer a high potential for development as a major economic driver of marine based tourism activity. Major harbours include Ladysmith, Chemainus, Crofton, Maple Bay, Genoa Bay, and Cowichan Bay. These centres also act as access points to marine tourism activities in several Gulf Island locations. Current commercial tourist related activities originating from these harbours include sports fishing, recreational boating, whale and wildlife viewing, kayaking, diving and sailing together with a range of support activities such as accommodation and restaurants, equipment and supplies, marine services and repairs and general services.

More recently, many of the harbours are experiencing residential and commercial property development centred on recreational waterfront activities. Maple Bay has embarked on a significant waterfront residential development centred on the Maple Bay marina; Chemainus recently received funding for improvements to moorage facilities that will provide incentives for the commercial/residential development of upland properties; Ladysmith is seeking private sector partners to undertake redevelopment of city and provincial lands in Ladysmith Harbour; and Federal funding has been provided to rebuild the breakwater for the federal Small Craft Harbour in Cowichan Bay.

The Authority will be provided with initial funding of $70,000 for the first year of operation. Funding for subsequent years will be evaluated annually. Initial contributions are expected from the District of North Cowichan, Cowichan Bay Electoral Area, the Town of Ladysmith and the Cowichan Region Economic Development Commission ($20,000 total). The Ministry of Small Business and Economic Development will secure the balance of the initial funding.

The CMTA will have three primary tasks during the initial year of operation:

• Undertake a sector analysis of marine tourism assets and activities – An analysis of sector activity, including the recreational boating (both local and out-of-area), sports fishing, wild life viewing, diving, kayaking, marina, marine pub, packet cruise ship, other support activities (i.e. supply and repair). The analysis should provide the Authority with a comprehensive inventory of marine tourism participants, governance structures and development issues. The sector analysis should also include a summary of existing marine tourism infrastructure (docks, wharves, camping areas, launch sites, pump out stations, servicing areas, marine parks, etc.) and an inventory of Crown Land leases in the areas immediately adjacent to the major harbours.
• Develop strategic plans for expansion of the various marine tourism sectors – This section of the review should develop a strategic plan that identifies the potential for future development of each sector addressed in the statistical review. The strategic plan should also examine the potential for linkages to upland tourism amenities such as First Nations Cultural tourism, viticulture, and golf courses in the region. The inventory of infrastructure site should include an exercise to identify potential satellite sites for activities such as diving (including potential sites for artificial reefs), kayaking and recreational boating. Potential synergies between the various sectors should be identified.
• Identify barriers to sector growth and provide recommendations to address the impediments – The final section of the sector review should identify regulatory, market, financial, transportation and organizational impediments to the realization of the sector growth potential. This section of the review should also include an action plan that identifies short, medium and long term priorities, deliverables, funding requirements and sources and required actions for each component of the strategy

The effectiveness of the Authority will be reviewed next fall to see if it can act as a model for other areas of the Province and if any changes in structure are required. If the Authority is to continue, it will then develop a five year operating plan that addressed ongoing governance and implementation of operational plans for the strategic development of the various sectors. The operating plan would also address funding requirements to place the Authority on a self sustaining basis without ongoing contributions from the Province beyond the start up stage of the organization.