Whistler Environmental Strategy

RESORT MUNICIPALITY OF WHISTLER W H I S T L E R E N V I R O N M E N T A L S T R A T E G Y

RESORT MUNICIPALITY OF WHISTLERWHISTLER ENVIRONMENTAL STRATEGY

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TABLE OF CONTENTSTHE PROCESS ..................................................................................................................... I

HOW TO USE THIS DOCUMENT .................................................................................................. II

LIST OF FIGURES ................................................................................................................. III

LIST OF ABBREVIATIONS ......................................................................................................... IV

PART ONEOVERVIEW .................................................................................................................... 1

Chapter 1 Introduction .............................................................................................. 2Chapter 2 Report Organization and Definition of Terms ...................................... 15

PART TWOLAND USE DIRECTIONS .......................................................................................... 21

Chapter 3 Sustainable Ecosystem Management in the LRUP .............................. 24Chapter 4 Establishing & Maintaining a PAN Within the RMOW ...................... 34Chapter 5 Recreational Greenways in the RMOW ................................................ 45Chapter 6 Demonstrating Land Use Stewardship in Developed Areas ................ 51

PART THREEENVIRONMENTAL STEWARDSHIP FOR INFRASTRUCTURE SYSTEMS ...... 61

Chapter 7 Environmentally Sustainable Transportation Network ........................ 62Chapter 8 Water Supply & Wastewater Management ............................................ 71Chapter 9 Improving Materials &Solid Waste Management ................................ 79Chapter 10 Energy Use & Air Quality .................................................................... 86

PART FOURIMPLEMENTATION DIRECTIONS ......................................................................... 93

Chapter 11 Creating a Leading Municipal Organization ....................................... 95Chapter 12 Fostering Environmental Partnerships .............................................. 103Chapter 13 Innovative Environmental Financing ................................................ 109Chapter 14 Stewardship by Local Businesses ....................................................... 115Chapter 15 Sustainability Education and Research .............................................. 120Chapter 16 Continuous Improvement in Environmental Performance ............. 127

PART FIVEWORK PROGRAM AND PROGRESS REPORT .................................................... 137

WHISTLER ENVIRONMENTAL STRATEGY RESORT MUNICIPALITY OF WHISTLER

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LIST OF FIGURESFigure 1 Location Plan of Whistler LRUP and RMOW boundaries...................... 5Figure 2 The Natural Step Resource Funnel .......................................................... 8Figure 3 The Natural Step A-B-C-D Process ........................................................ 10Figure 4 Organzational Framework of WES ......................................................... 15Figure 5 Levels at which the maintenance of biodiversity can be considered ... 23Figure 6 Total Transit Passengers ......................................................................... 62Figure 7 Year 2000 Gas Emissions ...................................................................... 87Figure 8 WES Organizational Structure ............................................................. 99Figure 9 Total Revenue Sources for the RMOW ................................................ 109Figure 10 Existing Revenue Sources for Environmental Directions .................... 111Figure 11 Potential Revenue Sources for Environmental Directions ................... 111Figure 12 Environmental Sustainability Management System Overview ......... 128Figure 13 RMOW Environmental Sustainability Management System ............. 131


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The ProcessInitial brainstorming with municipal staff and community stakeholders started in thesummer of 1998. This led to the Whistler Environmental Strategy first draft in Septem-ber 1998. This draft (and two subsequent drafts) were reviewed in detail by two edito-rial panels: the municipal staff environmental working group and the community advi-sory group. On September 25, 1999, a discussion paper was presented at an open housewhere public input was invited.

Since then, while not official endorsed by Council, the discussion paper was used as avaluable background document—informing Whistler with an initial set of environmentalsustainability values, principles, strategic directions and goals. In addition, tasks iden-tified in the discussion paper, (e.g., the Community Energy Plan, Protected Areas Net-work strategy, and watershed management plans), have been incorporated in munici-pal plans and budgeting.

Another significant step was the adoption of the Natural Step Framework by the mu-nicipality, along with five other Whistler organizations. This initiative, known as Whis-tler. It’s Our Nature, continues to raise community awareness of sustainability.

The Whistler Environmental Strategy incorporates the Natural Step framework for sus-tainability four system conditions and responds to the growing community awarenessof sustainability. It is the municipality’s comprehensive strategy for moving towardenvironmental sustainability.

HOW TO USE THIS DOCUMENTThis document is categorized in the following way. Part One introduces WES, includ-ing values, principles and directions. Part Two describes land use directions for sus-tainable ecosystem management. Management for the LRUP, Protected Area Networks,Recreational Greenways and Developed Areas are discussed. Part Three describes envi-ronmental stewardship for infrastructure systems, including transportation, water supply& wastewater, solid waste and energy efficiency & air quality. Part Four describes howwe can transform the WES into action through the municipal organization, municipaloperations, partnerships, financing, business practices, education and research andcontinuous improvement. Part Five is an action chart and progress evaluation.

You may also wish to refer to the WES Executive Summary, Making Choices, TakingAction, a separate publication available from the Resort Municipality of Whistler.


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LIST OF ABBREVIATIONSAWARE Association of Whistler Area Residents for the EnvironmentBCCAL BC Crown Assets Limited (now called Land & Water BC Inc.)CDP Comprehensive Development Plan (published 1993)EMS Environmental Management SystemFBCN Federation of BC NationalistsFCM Federation of Canadian MunicipalitiesFEN Forest Ecosystem NetworkFRBC Forest Renewal British ColumbiaFWAC Forest and Wildlands Advisory CommitteeHIT Habitat Improvement Team (volunteer group spearheaded by Whis-

tler-Blackcomb)LRUP Local Resource Use PlanMoELP Ministry of Environment, Lands and Parks (now called Ministry of

Water, Air and Land Protection)MoF Ministry of ForestsNGO Non-Government OrganizationOCP Official Community Plan, published in 1993PAN Protected Areas NetworkPM-10 Particulate Matter less than 10 microns in size, an air quality indica-

torRMOW Resort Municipality of WhistlerSCADA Supervisory Control and Data Acquisition, computer control system

used in the Wastewater Treatment PlantSLRD Squamish Lillooet Regional DistrictTAG Transportation Advisory GroupTBD To Be DeterminedTDM Transportation Demand ManagementUNFCCC United Nations Framework Convention on Climate ChangeWES Whistler Environmental StrategyWFSG Whistler Fisheries Stewardship GroupWORCA Whistler Off Road Cycling AssocaitionWRA Whistler Resort Association, legal name for Tourism Whistler


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PART ONEOVERVIEW

The Whistler Environmental Strategy recognizes the importance of moving toward environ-mental sustainability—for the long-term success of Whistler.

Chapter 1 contains an introduction to environmental issues in Whistler, definitions of environ-mental sustainability and stewardship and a description of our environmental values, principlesand mission.

Chapter 2 contains an explanation of how the strategy is organized, including an explanation ofthe key terms used throughout the report.


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CHAPTER 1INTRODUCTION

The resort community of Whistler, nestled in the Coast Mountain range, is endowedwith a spectacular and diverse natural environment providing clean air, clean waterand an inspiring, serene landscape. The Resort Municipality of Whistler (RMOW) rec-ognizes the need to maintain and restore our local ecosystems. The 1993 Comprehen-sive Development Plan observes: “the high quality of the natural environment is one ofthe main reasons for Whistler’s success as a resort and its attractiveness as a commu-nity.”

Whistler 2002: Charting a Course for the Future, Whistler’s vision acknowledges thecritical importance of local ecosystems and exPANds our responsibility to include notonly local but global natural systems. Guided by Whistler 2002, the RMOW is takinga lead role in moving towards environmental sustainability.

1 .1 B a c k g r o u n dWhistler’s rapid development as a mountain resort community has given rise to anumber of environmental concerns. A growing awareness of the importance of theseenvironmental issues and their intrinsic relation to Whistler’s long-term success haslong been developing within the community. This awareness has recently evolved intoa comprehensive effort to move towards environmental sustainability.

A number of factors have influenced the way in which Whistler has developed into aworld-class resort community and has worked to address local environmental concerns.Forestry pre-dated the major resort exPANsion stage in the Whistler Valley, occurringmainly in the 1950s and 1960s. In the mid-1970s, the plan to cluster commercial de-velopment in Whistler Village and the need for wastewater collection and treatment ledto the creation of the Resort Municipality of Whistler (RMOW). An annual growth rateof about 11 percent since 1980 has converted significant land within the valley fromnatural or semi-natural to residential, commercial and recreational areas. To help ad-dress environmental values and to protect the overall quality of the Whistler Experi-ence, an upper limit for development (the bed unit capacity) was established throughthe municipality’s Official Community Plan (OCP) and the Comprehensive Develop-ment Plan (CDP). In addition, measures requiring environmental impact assessments1

and protection of certain environmentally sensitive areas, such as wetlands, have be-come municipal policy. Stream corridor enhancement projects have restored natural


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stream features for fish habitat. Despite these efforts, however, uncertainty remainsabout the long-term survival of indigenous fish and wildlife species—much of this un-certainty is due to a lack of information about these species and the habitat conditionsupon which they depend. The more we learn about our local creatures and their needs,the better we will become at ensuring protection and restoration of their critical habitatrequirements.

Timber harvesting and exPANsion of recreation activities have both affected the sur-rounding landscape outside the municipal boundaries. Increasing interests for the useof backcountry areas around Whistler have compelled members of the resort commu-nity to work with other agencies to guide and monitor these activities. For example,Whistler’s Local Resource Use Plan (LRUP)2 suggests guidelines for land use, pre-ferred recreational uses, and visual quality in the broader Whistler landscape (see Fig-ure 1). Members of various local advisory groups appointed by RMOW Council3 re-spond to environmental issues by advising the municipal and provincial governmentsof local aesthetic and recreational concerns. Additional cooperative measures will berequired to manage exPANding backcountry recreational activities while preserving thelandscape as a self-sustaining, dynamic natural system.

Whistler’s infrastructure systems have traditionally responded to the impacts of Whis-tler’s growth. The municipal wastewater collection system now collects wastewater fromapproximately 95 percent of Whistler properties. Wastewater collection will soon beextended to remaining unserviced areas of Emerald Estates and the west side of AltaLake. The Whistler Wastewater Treatment Plant (WWTP) provides a high level of terti-ary treatment before discharge to the Cheakamus River. It provides a system that con-tinues to demonstrate leadership in wastewater treatment province wide. The biosolidsreuse program helps ensure that nutrients do not overload the Cheakamus River eco-system and are instead used for regeneration of vegetation. Continued efforts will berequired to monitor environmental impacts of the WWTP and to upgrade wastewatercollection and treatment facilities as the community grows.Whistler’s drinking water is often cited as one of the contributing factors to the highquality of life enjoyed by residents and visitors to the resort community. Municipal andprivate water system operators meet the challenge of water supply by operating a com-plex system of stream and groundwater well supply sources, storage reservoirs and anextensive distribution system. Maintaining the quality and quantity of water sourceswhile minimizing the environmental impacts of water diversion will continue to be achallenge into the future. A particular challenge will be to continue the supply of safe,high quality drinking water while important community watersheds such as 21 MileCreek experience increasing pressure from recreational activities.


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See map next page.

Whistlerites, like most Canadians, produce more solid waste per capita than people ofmost other countries in the world. This not only puts pressure on the receiving envi-ronment but also indicates a high level of resource consumption. As a partner in theSquamish-Lillooet Regional District (SLRD), the Resort Municipality of Whistler hasimplemented, and will continue to implement, a number of measures intended to en-courage reduction, re-use and recycling of materials and solid waste.

Providing an environmentally sustainable transportation system to and within Whis-tler has become an important challenge, especially in recent years as resort visits, resi-dent population and traffic volumes have continued to increase. The TransportationAdvisory Group (TAG), comprised of diverse stakeholders, has developed innovativesolutions outlined in the Comprehensive Transportation Strategy. Support for environ-mentally sustainable transportation, in the form of a program called the Whistler Way,will be an integral part of Whistler’s long-term success.

A number of groups and individuals are currently active in environmental stewardshipinitiatives. Members of the Association of Whistler Area Residents for the Environ-ment (AWARE), the Whistler Fisheries Stewardship Group, the Black Bear Task Teamand other community groups have demonstrated leadership in environmental stew-ardship. Local businesses such as the Fairmont Chateau Whistler and Whistler-Black-comb have also demonstrated leading environmental practices in their respective in-dustries.

1 Environmental impact assessment is used generically here to include environmental impact assessments, environmentalimpact statements, initial environmental reviews and other related municipal requirements. It does not necessarily confirmto federal or provincial interpretations or definitions.2 The Whistler Local Resource Use Plan (LRUP) was a 1987 agreement between the Resort Municipality of Whistler and theSquamish District Office of the Ministry of Forests. Its primary purposes were to include input from the MROW when formulatinglogging plans within the Whistler area and to protect and promote recreation and scenic beauty. The LRUP has been supplementedby several subsequent reports such as the Forest Recreation Plan (June 1995).3 Advisory groups that focus on backcountry recreation and scenic issues include the Forest and Wildlands Advisory Group.

Whistler’s early adopters of The Natural Step framework are emerging as an importantresort community partnership for sustainability. Development of sustainability train-ing and awareness programs demonstrates that sustainability is a global challenge re-quiring a systematic response by all sectors of the resort community. Beyond this,Whistler has the opportunity to become a leader in sustainability efforts among worldresort communities, helping to inspire other communities around the globe towardmoving in similar directions.


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Scale: 1: 160,000

Approximately

LEGEND

LRUP/Community Forest Boundary

RMOW Municipal Boundary

Forest Service Roads

Whistler Interpretive Forest

N

W E

S

WhistlerInterpretive Forest

Whistler Village

Rainbow Mountain

19 Mile Creek

16 Mile Creek

Alta Lake

Rainbow Lake

21 Mile Creek

Madely

Lake

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OPO

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reek

Brandywine Creek

Hwy 99

GARIBALDI PROVINCIAL

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9

Lost Lake

Blackcomb Mountain

Whistler Mountain

Callaghan Lake

Daisy Lake

Green Lake

Cheakamus Lake

RM

OW

BO

UNDARY

LRUP, PARK &

PROPOSED

COMMUNITY

FOREST

BOUNDARY

RM

OW

BO

UN

DA

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Garibaldi Lake

Figure 1. Location Plan of the

RMOW and LRUP Area Boundaries

Fitzsimm

ons Creek

To

Pem

bert

on

To

Squam

ish

Scale: 1: 160,000

Approximately

LEGEND

LRUP/Community Forest Boundary

RMOW Municipal Boundary

Forest Service Roads

Whistler Interpretive Forest

N

W E

S

N

W E

S

WhistlerInterpretive Forest

Whistler Village

Rainbow Mountain

19 Mile Creek

16 Mile Creek

Alta Lake

Rainbow Lake

21 Mile Creek

Madely

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OPO

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CO

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reek

Brandywine Creek

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9

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Whistler Mountain

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Daisy Lake

Green Lake

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RM

OW

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PROPOSED

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BOUNDARY

RM

OW

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Garibaldi Lake

Figure 1. Location Plan of the

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To

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bert

on

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Squam

ish


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1 . 2 W h y A n E n v i r o n m e n t a l S t r a t e g y ?“Whistlerites take their responsibility and role in environmental stewardship seriously. Weunderstand the importance of protecting our natural resources and the preservation of ecosys-tems to our continued success and our quality of life. And we have realized the time has cometo walk the talk.”Whistler 2002–Charting a Course for the Future

Whistler 2002 identified Moving Toward Environmental Sustainability as an impor-tant priority. It is one of five priorities identified by the resort community. The otherfour priorities, all equal in importance, are: Building a Stronger Resort Community;Enhancing the Whistler Experience; Achieving Financial Sustainability; Contributingto the Success of the Region.

The Whistler Environmental Strategy fulfills the need for an overall strategy that ad-dresses the priority Moving Toward Environmental Sustainability. This priority wassupported by 100 percent of respondents to the Whistler 2002 workbooks. Some of thekey reasons why moving toward environmental sustainability is a priority for the Whis-tler community include:

1. To fulfill our responsibility as stewards of the natural world which, in turn, nur-tures us. All species have the right to exist in healthy and sustainable habitats. We, asmembers of the resort community of Whistler, have a responsibility to protect the naturalspaces and processes for our sake and the sake of all species.

2. To maintain the quality of the Whistler Experience. The Whistler Experience (i.e.spectacular natural setting and festive atmosphere) depends upon a beautiful, healthynatural environment. This environment will continue to attract visitors to the area overthe long term, driving Whistler’s significantly tourism-based economy.

3. To ensure a high quality of life for residents. Achieving a high quality of life anda strong resort community for Whistler residents is largely dependent upon maintain-ing a healthy natural environment (e.g., clean mountain air and water, healthy streams,inspiring open spaces) and is an essential part of building and maintaining a strongcommunity.

1 . 3 W h a t i s t h e W h i s t l e r E n v i r o n m e n t a l S t r a t e g y ?The Whistler Environmental Strategy is a comprehensive plan for Moving Toward En-vironmental Sustainability through enhanced environmental stewardship. Establish-ing a strong set of strategic goals guided by our environmental values and principles,


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the Whistler Environmental Strategy provides a detailed vision for Whistler’s movetoward environmental sustainability.

Environmental directions in the areas of land use (Part 2), infrastructure (Part 3) andstrategy implementation (Part 4) are addressed in this document. Each chapter pro-vides a specific set of goals, targets, triggers, indicators and tasks related to specificcomponents of these directions. In addition to a detailed work plan for meeting goalsand targets, the Whistler Environmental Strategy provides context and direction forhigh-level policy decisions. This strategy is intended not only as a critical guiding docu-ment for municipal affairs but also as a compass for all community residents, busi-nesses and organizations as we move together toward sustainability in all aspects ofresort community life.

WES does not explicitly address the overall limits to land development (based on bedunits) or visitor and resident populations in the Whistler valley. Rather, it relies on thecurrent restrictions to growth as described in the Official Community Plan and theComprehensive Development Plan (refer to Chapter 6 of this document for an over-view of these restrictions).

As with Whistler 2002, the we used in this document represents the voice of all thecitizens of the resort community – residents, taxpayers, stakeholders and Council.

1 . 4 W h a t i s S u s t a i n a b i l i t y ?To clarify what Moving Toward Environmental Sustainability means in the Whistlercontext, it is essential to consider sustainability at a broader scale. Sustainability is gen-erally defined as the ability of the present generation to meet its own needs withoutcompromising the ability of future generations to meet their own needs. Essentially,sustainability is about forward thinking and ensuring that our actions do not compro-mise our future or the future of our children’s children.

The Natural Step framework for sustainability provides a description of what is neededfor a sustainable society. First, the global situation is described as a resource funnel.Declining natural systems and resources combined with increasing per capita consump-tion and global population result in two converging lines (See Figure 2). A sustainableglobal society is achieved when the two lines become parallel.

To achieve a sustainable society, four fundamental principles must be satisfied. In NaturalStep terminology, these are the four system conditions. The four system conditions are


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based on scientific laws of thermodynamics and principles of natural cycles that mustbe met in order for society to be sustainable. The system conditions can be thought ofas the minimum requirements for sustainability.

The Four System Conditions

System Condition No.1. In a sustainable society, nature is not subject to systematicallyincreasing concentrations of substances extracted from the earth’s crust. This meansthat materials such as fossil fuels, metals and other minerals must not be extracted at afaster rate than their redeposit and regeneration in the Earth’s crust.

System Condition #No. 2. In a sustainable society, nature is not subject to systemati-cally increasing concentrations of substances produced by society. This means that sub-stances must mot be produced faster than they can be broken down and reintegratedinto the cycles of nature or be deposited in the Earth’s crust. Special attention must bepaid to persistent and toxic unnatural substances.

System Condition No. 3. In a sustainable society,nature is not subject to systematically increasingdegradation by physical means. This means thatthe productive surfaces of nature must not be di-minished in quality or quantity (e.g. paving overproductive land) and we must not harvest morefrom nature than can be recreated or renewed (e.g.over harvesting fish or forests).

System Condition No. 4. In a sustainable society,human needs are met worldwide. This means thatbasic human needs must be met with the mostresource efficient and equitable resource distri-bution possible. In setting policy for Whistler, al-location of resources should encourage a practice consistent with the first three systemconditions by not creating unfair burdens on any one group or individual.These system conditions can be thought of as the minimum requirements for a sus-tainable society. They all must be satisfied. It is not acceptable to satisfy one systemcondition by violating another.

Taking steps towards meeting these four system conditions within our own commu-nity is critical for moving Whistler toward sustainability, but we also need to keep inmind our relation to the broader global environment. In Whistler, we trade across re-

Declining life

supporting resources

Increasing consumption

and population

Sustainable society

Declining life

supporting resources

Increasing consumption

and population

Sustainable society


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gional, national and international boundaries. We have come to rely on products andpeople from around the world for goods, services and business. Global climate patternsaffect our surface water and snowfall levels. In short, we depend on global life supportsystems. As such, for Whistler to contribute to a sustainable global society, we musttake systematic steps towards meeting all four system conditions on both local andglobal scales.

Applying the system conditions to Whistler provides us with a compass for movingtowards environmental sustainability. For example, as degradation of nature leads to adecline in global biodiversity, we must contribute to maintaining viable habitats, espe-cially for threatened and endangered species. To provide another example, we knowthat burning fossil fuels continues to cause a build up of gases in the atmosphere (e.g.greenhouse effect). We should then do our part to reduce greenhouse gas emissions byreducing energy consumption and using cleaner energy sources.

The Natural Step also outlines a simple A-B-C-D process for moving towards sustain-ability. The framework is based on four steps, where:

A = Awareness Building;B = Baseline Mapping and Current Reality Analysis;C = Creating a Clear Vision of a sustainable Whistler, and looking back or backcastingto the current reality, B, followed byD = Getting Down to Action: prioritizing and managing actions that lead towards sus-tainability.

1 . 5 W h a t i s E n v i r o n m e n t a l S t e w a r d s h i p ?

In our society, caring is often related to ownership—we usually care most for what weown, we take some care for what others own, and we often have little concern for whatnobody owns. The concept of stewardship implies that although one does not own theenvironment, through the act of stewardship.

one will care for the areas or resources in question1 . Local environmental stewardshipmeans working together, sometimes even sacrificing self-interest, to care for the di-verse components that make up our shared local and global environments. Environ-mental stewardship is the approach we will take in order to move towards environmen-tal sustainability.


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1 . 6 W h i s t l e r ’ s E n v i r o n m e n t a l M i s s i o nWhistler is committed to being a world leader in environmen-tal stewardship as we move towards environmental sustain-ability.

Environmental stewardship is an attitude and a culture.Becoming a world leader in environmental stewardshiprequires a high level of understanding and attention tothe sustainability of each of our actions. This leadershiprole demands that we continue learn about natural sys-tems (and from natural systems) and act in harmony withthem. Through these efforts, Whistler will move towardenvironmental sustainability—a condition where we useand protect nature’s resources in a manner that can besustained indefinitely.

Our environmental mission is to demonstrate by our actions:

• a commitment to our environmental sustainability values and principles (this chapter);• movement in our stated directions toward our strategic goals and targets (Chapters 3 –

17);• superior understanding of, and skill to carry out, leading environmental practices;• an understanding of other individuals’ and organizations’ environmental stewardship

initiatives and willingness to assist them;• a high level understanding of our environmental guidelines;• innovation and continuous improvement.

Our environmental missionisabout stewardship. Stewardship is:To honour what has been given to us,to use power with a sense of grace,to pursue purposes that transcend short-term self-interest,to hold something in trust for another.Peter Block

1 . 7 W h i s t l e r ’ s E n v i r o n m e n t a l Va l u e sWhistler’s awe-inspiring natural setting and our community concern for a sustainableglobal society lead to our environmental values. Our values are the foundation for allthat we do. From these values evolve certain principles that guide our decisions.

Figure 3. The Natural Step A-B-C-D Process

A

C

B

D

A

C

B

D

1 Kool, Richard. Stewardship As Caring. Stewardship 94. Proceedings from a conference held March 3-5, 1994 on revisiting theland ethic and caring for the land. Nora Layard and Loralee Delbrouck (eds.).


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The values presented in this document have been determined through an extensivereview of sustainability research and ecological science1 and through the expressions ofthe staff Environmental Working Group and the stakeholder Environmental AdvisoryGroup.

A. Local Stewardship. We recognize and value our responsibility as environmentalstewards in protecting and restoring the ecological integrity of our local and regionallandscapes. We care for and are committed to fostering the connection between ourinspiring local environment and ourselves. As stewards of our local land and resourceswe value:• the natural biological and geological diversity of all local systems and the supporting

processes such as soil formation, plant growth and natural stream functions;

• the dynamic nature of all local ecosystems that are constantly changing throughcomplex natural processes;

• especially the rare and sensitive ecosystems upon which many species depend suchas streams, lakes, wetlands, alluvial forests, riparian areas, alpine areas and old growthforests.

B. Global and Regional Responsibility. Just as we are a part of the global economy,we are also partners in managing our impact on regional ecosystems and the globalecosphere. We recognize and value our responsibility to protect the ecosphere by sys-tematically working toward living in harmony with natural life support systems2 . Thisresponsibility includes moving toward conformance with fundamental principles for asustainable society (the Natural Step four system conditions).

C. The Rights of Future Generations. Current and future generations of Whistlerresidents have a fundamental right to enjoy and participate in protecting healthy, func-tioning ecosystems. While having value as resources for future generations, these eco-systems also have value in and of themselves. They not only provide us with necessitiessuch as our water supply, but also with recreational and aesthetic opportunities thatuplift and rejuvenate the body and the spirit. We must do more than simply manage forour immediate environmental concerns. We must plan ahead with future generationsin mind and do all that we can to pass on healthy local and global environments.

1.8 Environmental PrinciplesOur environmental principles define the basic framework for making decisions thataffect the environment. Two types of environmental principles are presented:


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1. Fundamental or first order principles. These are the four Natural Step systemconditions—they provide minimum requirements for a sustainable society.

2. Operational principles. These are high-level guidelines or strategies that will benecessary as we move towards environmental sustainability (based on a review of vari-ous global, regional and local sustainability initiatives).

Fundamental Principles – The Natural Step system conditions

The fundamental principles for a sustainable society are described by the four NaturalStep system conditions described earlier in this chapter. They are based on the laws ofthermodynamics and natural cycles. An effective way to use the four system conditionsas our sustainability compass is to turn them into four guiding questions about sus-tainability.

In the long run, does the resort community of Whistler systematically decrease itseconomic dependence on:

1. fossil fuels and mining, particularly of scarce substances?2. compounds produced by society that are non-biodegradable or toxic?3. activities that encroach on natural areas or that take resources faster thannature can regenerate?4. using a large amount of resources in relation to the basic human needs thatare satisfied?

In addition to four fundamental system conditions, eight operational principles pro-vide further guidance for Whistler. These are both guiding statements and high-levelstrategies that guide policy development.

1. Principle of the Ecosystem-based Approach

The Principle of the Ecosystem-Based Approach responds to system condition No. 3 byguiding us to focus on the interconnected components and processes of local ecologi-cal systems. These ecosystems are diverse and constantly changing. They include adiverse mix of species, many of which migrate and follow different paths throughoutthe year and throughout their lifetimes. This principle asserts that we base our desir-able future conditions on nature’s interconnected and inherently sustainable processes.

2. Principle of Economic Integration

The Principle of Economic Integration encourages recognition of the inter-relation-ships between economics and the environment. Typically, many environmentally sus-


13

tainable practices are also good business in terms of cost and resource efficiency. Policydecisions should consider progressive financial incentives and disincentives to ensuresustainability of resources into the indefinite future

A long-term view of Whistler’s future economic success that respects the four SystemConditions is critical. This view leads us to choose early actions or pick the low hangingfruit that one, provide an adequate rate of return to fund on-going, more challengingactions and two, provide flexible platforms for achieving more ambitious steps in thefuture.

3. Principle of Cooperation

The Principle of Cooperation recognizes that, as members of the Whistler community,we all share access to common resources. With this access comes a responsibility tomanage these resources together in a spirit of cooperation. We must foster healthy,active partnerships with all municipal departments, businesses, community groupsand individuals. This requires that we maintain open, participatory processes and workcooperatively towards achieving singular and shared objectives. The public should haveopen access to all relevant information so they can contribute informed opinions andsuggestions regarding community environmental decisions and initiatives.

4. Precautionary Principle

The key element of the Precautionary Principle is avoidance of environmental risk inthe face of uncertainty. When faced with ambiguity or doubt about the ecological effectsthat a decision may have on the environment, a cautionary approach must be takenuntil it can be reasonably assured that there will not be unacceptable or irreversibleimpacts.

5. Principle of Prevention

The Principle of Prevention promotes a pro-active approach to avoid negative environ-mental effects. This reinforces the first three System Conditions that inherently en-courage thinking upstream and prevention over the reactionary approach of managingdownstream impacts. The age-old adage an ounce of prevention is worth a pound ofcure” applies here – it is preferable (from both an ecological and an economic perspec-tive) to protect natural areas and processes as opposed to attempting restoration orreclamation after damage has been done.6. Principle of Aesthetic and Recreational Preservation

Much of Whistler’s success as a world-class mountain resort community has resulted


14

from its outstanding scenic qualities and outdoor recreational opportunities. The Prin-ciple of Aesthetic and Recreational Preservation asserts that we preserve areas withhigh scenic and passive recreational value. We should also incorporate an interpretiveor experiential component into landscape and recreational planning and managementto foster a connection to the land.

7. Principle of Education and Research

The Principle of Education and Research councils us to continually learn about thepath that will lead us towards environmental sustainability. Awareness and understand-ing on all community levels is essential to bring about participation and positive action.Understanding should be based on the best expert and scientific advice available. Deci-sion-makers and stakeholders will benefit from learning about sustainability values,principles and goals before decisions are made. Ongoing efforts must be made to com-municate local environmental concerns and initiatives to both residents and visitors.Special efforts must be made to educate future generations, such as including a sus-tainability curriculum in our public schools. Practices that enhance awareness and arescience-based should be strongly encouraged.

8. Principle of Adaptability

The Principle of Adaptability asserts that we monitor progress towards our strategicgoals; carry out continual evaluations and performance audits. When necessary, we willbe open to adapting our course and reconsidering initiatives according to changingcircumstances and priorities.

1 For a summary of sources used for research of environmental sustainability values and principles, refer to Appendix A.2 See Appendix B for a more complete list of ecosystem services.


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CHAPTER 2REPORT ORGANIZATION AND DEFINITION OF TERMS

2 .1 I n t r o d u c t i o nThis chapter explains the organization of the Whistler Environmental Strategy docu-ment and defines the key terms used throughout.

2 . 2 D o c u m e n t O r g a n i z a t i o nThis document is organized into five parts. Part one containing chapters one and twointroduce environmental sustainability and addresses the Whistler context, environ-mental values, principles (TNS system conditions and operational principles) and mis-sion.

Parts two through four address our strategic directions. Part two addresses land usedirections, Part three addresses infrastructure directions and Part four addresses im-plementation or organizational directions. Eachchapter in Parts two through four addresses onedirection. Each direction is explained through theuse of strategic goals, indicators, targets, tasks,guidelines and linkages with other directions (seefigure 2).

Part Two. Land Use

Our framework for environmental land use plan-ning comes from an approach described as sus-tainable ecosystem management. Chapter 3 de-scribes how this approach may be applied to Whis-tler’s backcountry areas (the land within the LocalResource Use Plan boundary but beyond RMOWboundaries). Chapters 4, 5 and 6 describe the im-plications of this management approach for threebroad area classifications within RMOW bounda-ries:• Chapter 4: Protected Areas Network• Chapter 5: Recreational Greenways• Chapter 6: Developed Areas

Values

Directions

Indicators & targets

Tasks

Principles:

•4 TNS System Conditions

•8 Operational Principles

Strategic Goals

Guidelines

Monitoring /Assessment

Values

Directions

Indicators & targets

Tasks

Principles:

•4 TNS System Conditions

•8 Operational Principles

Strategic Goals

Guidelines

Monitoring /Assessment

Figure 4. Organizational Framework for theWhistler Environmental Strategy


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Part Three. Infrastructure Systems

The municipality operates a number of infrastructures. Operating these systems in aresponsible and holistic manner greatly improves our level of environmental steward-ship. The major infrastructure systems discussed in Part three are:• Chapter 7: Transportation• Chapter 8: Water Supply and Wastewater• Chapter 9: Materials and Solid Waste• Chapter 10: Energy Efficiency and Air Quality

Part Four. Implementation

Implementation directions help build the collective capacity of the resort community ofWhistler. Each implementation direction applies to all of the land use and infrastruc-ture directions. Implementation directions are divided into six categories:• Chapter 11: Municipal Organizational Strategy• Chapter 12: Environmental Partnerships• Chapter 13: Environmental Financing Strategy• Chapter 14: Local Business Practices• Chapter 15: Education and Research• Chapter 16: Continuous Improvement

Part Five. Work Program

This section provides a work program summary, including time-activated tasks andtheir status.

2 . 3 Te r m i n o l o g yThis section outlines key terms used in this document. Definitions for other wordsused in WES can be found in the Glossary.

ValueEnvironmental values (described in Chapter 1) are fundamental aspects of environ-mental sustainability that we deem to be worthwhile and desirable (i.e. upon which weplace value).

PrincipleThere are two types of principles used in the Whistler Environmental Strategy:

1. The Natural Step system conditions represent fundamental truth or laws abouta sustainable society. They are described in Chapter 1.2. The Operational Principles represent high-level guidelines, code of conduct


17

or strategies that are likely be beneficial to Whistler as we pursue environmentalsustainability. They are also described in Chapter 1.

DirectionA general approach or strategy to be followed in a given topic area to move towardsenvironmental sustainability. They respond to the four Natural Step system conditionsand our operational principles. By following each direction we will move towards envi-ronmental sustainability.

Strategic GoalStrategic goals describe, in a general manner, desirable long-term conditions for Whis-tler. They elaborate on each of our directions, and are based on both our operationalprinciples and a move towards meeting the four Natural Step system conditions. Col-lectively, they help to describe our overall environmental vision.IndicatorAn indicator is a measure of progress towards or away from our goals and targets.There are two important characteristics of indicators:

1. Indicators often have significance beyond the value of the measurement itself.For example, a decrease in the number of certain animals in an area may alsoindicate deteriorating habitat quality in that area. Indicators may be a combinationof various measurements; for example, the total of all vehicle kilometers driven inWhistler may indicate the relative level of energy use and emissions from the trans-portation sector.

2. Indicators, are only indications of a trend or greater phenomena—they cannotexplain all aspects of a given topic area or system and cannot, by themselves, leaddirectly to strategy formation.

TargetA target is a quantified objective we plan to achieve. Whether measured in quantity ofpollutants or areas of naturally functioning ecosystems, targets are intended to givefurther meaning to strategic goals. By monitoring indicators, we can check our progresstowards achieving our targets. Targets may be re-evaluated and adjusted with improvedor more detailed information.

TriggerA trigger is a commitment to take specified action(s) at a future date in response tocertain conditions. Generally, if the indicator trend is away from our target, a triggerwill be implemented to improve this trend. Triggers are meant to be implemented pro-actively – that is, we should not wait for the specified target date to implement triggers


18

if indicators show trends away from target values. For example, if air quality conditionsappear to be deteriorating towards a level below our stated target, we may decide toimplement additional regulations to control emissions.

TaskA task is an activity (project, program or policy) that supports movement towards stra-tegic goals and targets. Tasks will usually involve the implementation of one or morepolicy instruments over a specified period of time. The tasks identified in the WhistlerEnvironmental Strategy are recommended, subject to resource availability (human, tech-nical and financial resources). This availability of municipal corporate resources will beassessed as part of the development and updating of the corporate business plan.

Policy InstrumentsPolicy instruments are mechanisms that can be developed by the municipality or otherresort community partners to improve environmental stewardship. They must respecta high level of legal, ethical and financial responsibility. A brief overview of potentialpolicy instruments includes the following:

Regulations – these can include bylaws, licences, permits and standards that may beimplemented to regulate how certain activities are carried out. For example, in Whis-tler, a tree preservation bylaw exists to prevent large-scale destruction of groves. Otherbylaws can be passed to protect streams, wildlife, habitat, or for general environmen-tal protection. In addition, provincial and federal acts and regulations may be imple-mented to require environmental protection.

Bonusing – property owners may give up ownership of some or all of their propertyrights for conservation if they are given the right to build at a higher density on aportion of their property.

Density Transfer – property owners may give up ownership or some or all of theirproperty rights for conservation if they are given the right to develop other properties.Voluntary Initiative – in many cases, through education or the development of part-nerships, community stakeholders may voluntarily participate in environmental stew-ardship. The Whistler Fisheries Stewardship Group is one example. Sometimes, themunicipality will promote this stewardship by providing information or technicalassistance to local environmental non-governmental organizations.

Expenditure – financial expenditures often provide considerable environmental pro-tection. Whether it involves a major upgrade to the wastewater treatment plant, or


19

smaller initiatives such as streamside vegetation planting, environmental steward-ship can be improved through expenditures. Expenditures can be made in manyforms, such as contributions to public/private partnerships, staff resources or as fundsallocated to support municipal environmental monitoring endeavors.

Financial Incentive – these include user fees, taxes, fines and charges that can act asdisincentives, and as grants, subsidies, tax incentives and rewards that can act asincentives. For example, parking fees can be used to discourage the use of privateautomobiles (a less environmentally sustainable form of transportation), while freetransit could be used as an incentive to encourage the use of a more environmentallysustainable form of transportation.1

Lobbying – where a government, private organization or municipal stakeholder doesnot have statutory authority over a particular issue, it may lobby, or pressure, thosewho do have authority by making submissions and arguing its case.

GuidelineA guideline is a recommended environmental criterion for evaluating resort commu-nity or municipal tasks (any business plan task, for example). Guidelines are morespecific than principles. Guidelines may be of two main types:

• guiding statements for consideration when making policy decisions (e.g., a new envi-ronmental protection bylaw); or

• recommended policy instrument or action that give additional meaning to each stra-tegic goal.

The guidelines are intended to provide more specific direction for policy makers andresort community stakeholders as they implement tasks that will lead towards the stra-tegic goals. Guidelines do not constitute a commitment to action—they simply provideguidance for developing, evaluating and carrying out tasks and associated activities.

The guidelines are at the end of each of Chapter 3. A number of terms are used in theguidelines to describe recommendations that, if followed, will help to achieve the stra-tegic goals of the Whistler Environmental Strategy. The following explains the intent ofthe various different words chosen for recommendations.

• Prohibit, disallow, must, designate, shall meet, shall meet or exceed means highlyrecommended, highly desirable, recommended for inclusion into local legislationor formal Council Policy where possible (e.g., municipal bylaw).


20

• Protect, restore means highly recommended.

• Desirable, should or recommendations where possible means recommended, strongmeasures, typically in the form of regulations;

• Encourage, discourage means recommended environmental policy; however, theappropriate policy instrument(s) must be refined further depending on the particu-lar circumstances;

• Where possible, consider means a suggestion for inclusion when addressing policydecisions or operational decisions.

• Monitor means monitor trends with the intent to apply adaptive management andadjust policy measures (through triggers, for example) to address undesirable trends.

• In general means to achieve an overall desirable trend (e.g., a viable protected areasnetwork) even though some particular projects or circumstances may dictate other-wise. Contradictory projects should, therefore, consider compensation in order toachieve the overall desirable trend.

• Coordinate means organize, assist, cooperate, or act as a catalyst to encourage suc-cessful completion of an activity or project. Coordination often relates to more thanone strategic direction, goal or resort community stakeholder.

1 For example, see Leaving a Living Legacy: Using Conservation Covenants in B.C., by Andrews and Loukidelis, 1996 for anoverview of tax considerations related to conservation.


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PART TWO

LAND USE DIRECTIONS: SUSTAINABLE ECOSYSTEM MANAGEMENT

Sustainable ecosystem management is a strategic response to achieve TNS system con-dition 3. Ecosystem management is a holistic approach to managing our environmentand making land-use decisions. It recognizes that nature is a complex, living systemthat must be protected as a vibrant, interconnected set of communities.1 With respect toland use planning, it meshes human purposes with the larger patterns and flows of thenatural world and studies those patterns and flows to inform human purposes.2

Ideally, sustainable ecosystem management should encompass these four steps:

1. Understand the current and historical ecosystem composition, functions andstructures; that is, understand the types of organisms that exist, what theirrelationships are with other organisms, and how they all combine to form anintegrated ecosystem pattern.

2. Outline management goals for the ecosystem based on the current and his tor i ca lconsiderations. This requires an understanding of the history of natural disturbancessuch as forest fires, disease and floods. The idea is to mimic the historical range ofecosystem composition as closely as possible, while considering other land uses.

3. Require that key ecosystem trends be monitored at various scales of space and time,while constantly recognizing the complexity, connectedness and dynamic character ofecosystems.

4. Finally, key ecosystem trends must be re-evaluated and management goals must beappropriately adapted. 3

Closely related to the approach of ecosystem management is the concept of ecologicalintegrity or ecosystem health. Ecological integrity can be defined as the soundness orwholeness of the processes and organisms composing the ecosystem.4 Maintaining eco-logical integrity, or ensuring that ecosystems are as close to their historical range ofvariability as possible, exPANds on TNS System Condition 3 and is the primary goal ofany ecosystem management initiative. In other words, sustainable ecosystem manage-ment, when applied either to a small stream system or to the entire Whistler valley,always asserts the protection of ecological integrity as its foremost environmental priority.

The implications of ecosystem management for land use will vary from place to place.In general, System Condition 3 and all of our operational principles provide direction.


22

In addition, applying ecosystem management in Whistler would ideally include at leastthe following recommendations5 :

1. Plan land use at appropriately diverse scales—sub-regional, landscape or watershed—and project or site scale. 6

2.Plan over progressively longer time scales with larger areas of management (e.g.,watershed planning should consider time horizons in the order of 100 years).

3. Liaise with partners such as the Ministry of Community, Aboriginal and Women’sServices; the Ministry of Sustainable Resource Management; the Ministry of Water,Land and Air Protection; the Squamish-Lillooet Regional District and the Lil’Wattand the Squamish Nations regarding land use planning to promote the ecosystemmanagement approach on a region-wide basis.

4.Where possible, specify a network of reserves or protected areas at a landscape orwatershed scale7 within the LRUP and RMOW boundaries in order to protect the func-tion of key ecological reserves, unstable slopes and sensitive soils; all species andtheir habitats (with emphasis on red and blue-listed species), old growth forests withinterior forest conditions, important cultural values, and areas with high scenic andrecreational resources. 8

5. Establish restoration and remediation measures required for those parts of the pro-tected areas network (within RMOW and current LRUP boundaries) that have al-ready been damaged by human activities.

6.Establish site guidelines for recreational use in the areas of the LRUP that respect theprotective measures.

7. Avoid resource extraction within the protected areas network and establish site guide-lines for resource extraction in areas outside of the protected areas network.

8.Establish site guidelines and standards for use of recreational greenways (mixed userecreational areas) that are adjacent to the protected areas network to minimize theimpact on protected areas.

9.Establish land development site guidelines and standards to minimize the impact onnatural processes occurring in protected areas network and recreational greenways.

10. Integrate natural features and systems into developed areas.

11. Develop an ecological monitoring system that responds to the strategic goals of thissection and which can be re-evaluated and adapted over time.

The next four chapters address ecosystem management. Chapter 3 addresses land useplanning in those areas of the LRUP region (see figure 3) that are outside of the RMOWboundaries. This chapter suggests a framework for ecosystem management in the LRUP.


23

Recommendations are provided for strategic goals and guidelines forRMOW participation in regional multi-jurisdictional planning.Chapters 4, 5 and 6 introduce three distinct environmental land use cat-egories to land use planning for Whistler. These three categories are sum-

marized in the following table:1 Ecosystem management is a management approach pioneered by scientists specializing in forest ecologyand forest management. Numerous other organizations advocate this approach including the EcologicalSociety of America, the Forest Ecosystem Management Assessment Team (U.S.) and the B.C. Ministry ofEnvironment, Lands and Parks. A recent, leading example of how sustainable ecosystem management maybe applied in BC is outlined in the document: Report 5. Sustainable Ecosystem Management in ClayoquotSound: Planning and Practices. April 1995. Prepared by The Scientific Panel for Sustainable Forest Practicesin Clayoquot Sound.2 This quote is from David W. Orr’s book: Earth in Mind: on Education, Environment, and the Human Prospectand refers to the concept of “Ecological Design” – a similar concept to Ecosystem Management.3 Refer to The Report of the Ecological Society of America Committee on the Scientific Basis for EcosystemManagement. Christensen, N. L., A. M. Bartuska, et. al. In Ecological Applications, 6(3), 1996.4 Refer for example to Report 5. Sustainable Ecosystem Management in Clayoquot Sound: Planning andPractices. April 1995. Prepared by The Scientific Panel for Sustainable Forest Practices in Clayoquot Sound.5 Note that these are recommendations for ecosystem management. The RMOW does not have full authorityto secure such a network of reserves outside of municipal boundaries. In this regard, the RMOW is expectinga new cooperative arrangement with provincial and private sector partners.6 Refer to Figure 3 for an illustration of the different scales.7 See note 17, above, regarding municipal authority.8 Red-listed species are species classified in BC as endangered or threatened; blue-listed species are speciesclassified in BC as vulnerable or at risk. See Glossary for a more detailed description.

Figure 5. Levels at which the maintenanceof biodiversity can be considered (adaptedfrom the Biodiversity Guidebook of the For-est Practices Code of British Columbia).


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CHAPTER 3MOVING TOWARDS SUSTAINABLE ECOSYSTEM MANAGEMENTIN THE WHISTLER LRUP AREA

3 .1 I n t r o d u c t i o nThe Local Resource Use Plan area includes 32,797 hectares of landscape outside ResortMunicipality of Whistler boundaries. Three biogeoclimatic zones are found in this area:the Coastal Western Hemlock Zone, the Mountain Hemlock Zone, and the Alpine Tun-dra Zone1 . Within each of these zones are included a number of rare and unique eco-systems. Ecosystem types requiring special attention include lakes, streams, wetlands(including wetland categories: bog, fen, marsh, swamp, shrub carr, meadow and shal-low open water); their riparian areas (including wetland complexes), alluvial forests,alpine and sub-alpine areas. Many of these types of valley bottom ecosystems are foundoutside of the RMOW boundaries but within the LRUP boundaries. Each of these spe-cial ecosystems contains rare and unique species or unique habitat features not foundin other ecosystem types and are therefore important to protect. 2

Since the 1950s, extensive forest harvesting and road building has taken place withinthe LRUP boundaries. While it fuelled the economy of the day, it also altered the eco-logical landscape and caused some degradation of forest diversity, streams, riparianareas and scenic recreational values.

Beginning in the early 1980s, increased attention to visual, ecological and recreationalvalues led to improvements in timber harvesting practices. A visual analysis led to theinitial Local Resource Use Plan Agreement in 19873 . The RMOW has become moreinterested in the management of the LRUP area. This interest is due partly to increasedawareness of the importance of managing an attractive landscape for recreational pur-suits. For example, the Forest and Wildlands Advisory Committee, appointed by RMOWCouncil, works with the Squamish District Office of the Ministry of Forests and licen-sees to promote public and commercial recreation, and scenic and ecological values inforest harvesting practices within LRUP boundaries. The Forest and Wildlands Advi-sory Committee provides a local Whistler perspective on the application of the Ministryof Forest’s Visual Quality Objectives4 .

While considerable cooperative successes with respect to forest harvesting practiceshave been realized, forest harvesting and backcountry recreation within the LRUPboundaries have potential to further degrade the health of area ecosystems. A number


25

of issues must be addressed to help prevent further ecosystem degradation and con-flicts amongst user groups - timber cut levels, forest service (plans, and agreement onbalancing the interests of different user groups.

The challenge is to carefully manage backcountry recreation and limit resource extrac-tion in order to maintain and restore natural ecological characteristics and visual quali-ties that make up an important part of the Whistler Experience.

3 . 2 S t r a t e g i c G o a l sStrategic goals respond most directly to TNS system condition No. 3, which states: “in asustainable society, nature is not subject to systematically increasing degradation byphysical means”. Ecosystem management must respond to this challenge. When man-aged forests resemble the forests that were established from natural conditions anddisturbances, the chance that all native species and ecological processes will be main-tained is much greater. Natural disturbances that affect forests include fires, insect ordisease outbreaks, avalanches, floods and debris flows.

The traditional, Long-Run Sustained Yield approach to management may not be thebest way to satisfy all our goals for these lands. Ecosystem management transforms thetraditional volume-based approach to forest management to an area-based approach.This means that protection of important ecological features, such as wildlife habitatand riparian zones, should not be constrained by an annual quota on timber volumeharvested, such as the annual allowable cut5 . This direction is guided by our values,principles, and the following strategic goals for moving towards sustainable manage-ment in the Whistler LRUP area.

3.2.1 Ecosystem Integrity and Biological Diversity (Healthy Ecosystems).The watersheds of the LRUP area provide a diverse collection of habitats for a multi-tude of plants and animals. This goal of ecosystem integrity and biological diversity isof primary importance and directs us to manage and protect the natural systems thatprovide this habitat. Our management objective should be to mimic historical distur-bances and natural ranges of variability as closely as possible. We must pay particularattention to soils and waterways and we should maintain soil stability and productivity,as well as the near-natural characteristics of streams, lakes, wetlands and their riparianareas..... 6

A second component of this strategic goal is to maintain as large a diversity of plant andanimal species as possible within the LRUP area. This means that we should maintainold, middle-aged and young forests with near-natural characteristics. This will require


26

a particular emphasis on retaining old-growth forests and the species associated withthem. An important component of this goal will be the maintenance of a system ofreserves and connectivity. A network of protected areas is required to protect lakes,streams, wetlands, riparian zones, significant stands of old-growth forests, a large per-centage of alpine and sub-alpine areas, and the connections between these ecosystems.This would be subject to provincial management strategies but may be similar to theProtected Areas Network described in Chapter 4.

3.2.2 Exceptional Scenic and Recreational Quality.Once ecosystem integrity and protection of biological diversity are addressed, the sec-ond goal is to protect areas with high scenic and recreational values. Whistler’s positionas premier mountain resort community depends on the spectacular mountain scen-ery—it is a major reason for Whistler’s appeal to residents and visitors. Protecting un-altered landscapes and allowing existing cut blocks to regenerate will safeguard thelong-term recreational and aesthetic value of the area. This requires that recreationaccess and intensity of use are matched to appropriate ecosystem types and existingconditions. Negotiated carrying capacities and associated limits to human use shouldbe established on a watershed-by-watershed basis to accommodate for increasing levelsof backcountry recreation.

3.2.3 Environmentally Sustainable Resource Use.This third goal (where not constrained by the above two goals) is to use only thoseharvesting methods described as variable-retention silvicultural systems. Variable-re-tention silvicultural systems require retention of forest on the majority of the harvestedarea by retaining habitat elements at a site scale including large trees, snags, downedwood and clusters of trees well dispersed across the harvested area. For example, largedecadent trees, snags and downed wood can provide essential habitat for forest speciessuch as nesting birds and black bears.

1 Biogeoclimatic Zones are large geographic areas within British Columbia that share a similar climate and ecological character-istics. There are 14 biogeoclimatic zones in BC.2 A wetland complex is a single wetland or group of wetlands, including the surrounding upland areas that most directly influence,and are influenced by, the wetland(s). For example, influences can be hydrological and ecological in nature.3 The LRUP was a 1987 Agreement between the Resort Municipality of Whistler and the Squamish District Office of the Ministry ofForests. Its primary purposes were to include input from the RMOW when formulating logging plans within the Whistler area andto protect and promote recreation and scenic beauty. The LRUP has been supplemented by several subsequent reports such as theForest Recreation Plan (June 1995).4 The Ministry of Forests’ Visual Quality Objectives are administered by the Ministry of Forests’ District Office in accordance withthe Landscape Management Manual of the Forest Practices Code.5 See glossary for a full definition of AAC.6A forest with near natural characteristics is a forest with near natural levels of biological diversity, structural diversity and ecologicalfunction. Refer to near natural characteristics in the Glossary.


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3 . 3 I n d i c a t o r s a n d Ta r g e t sAlthough the municipality does not have statutory authority over forest harvesting prac-tices, these targets help the municipality establish a position regarding environmentalstewardship of the lands within the LRUP area. The indicators suggested in the dia-grams below provide some additional meaning to our strategic goals.

The road and trail density indicators were selected because they are good surrogates for measuring soil stability,the health of water bodies and their riparian areas, the integrity of habitats, and the integrity of forest biodiversity.The target for indicator 1a appears achievable with only minimal road deactivation in the LRUP Area.

Road Density in the LRUP (km road/km2 land area)

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1Road Density (km / km 2)

�� lower is better

YellowstoneNationalPark

JasperNational

Park

SquamishRiverWatershed

BanffNationalPark BC Avg. for

‘Districts’

SLRD

WolfSensitivityThreshold

Black Bear

SensitivityThreshold

Elk


Grizzly Bear


LRUP0.64

Current

RMOW1.23

Target:LRUP0.60

Trail Density in the LRUP and RMOW (km road / km2 land area)

0 1 2 3 4 5 6 7 8 9 10Trail Density (km / km2)�� Lower is better

Aspen MetroArea, CO

Vail, CO

LRUP

0.38Current

Burnaby

YellowstoneNational Park

JasperNational Park

BanffNational Park

RMOW1.27Current

AspenCity, CO


28

This indicator was selected because old-growth forests are characterized by high structural diversity and variability,both of which are crucial to maintaining biodiversity. In this case, the target constitutes a minimum acceptable limitsupported by the RMOW in the long term, rather than a desirable target. Working closely with provincial agencies willbe necessary to ensure old growth forests are protected in the long term.

3.4 TasksThe municipality, along with its partners in the community, can work cooperativelywith these provincial ministries to enhance environmental stewardship of the LRUP.

The initial, top three Chapter 3 tasks and their status are:

1. Pursue a community forest license with the Ministry of Forests.

Planned. In the short term, application for a special resource management zone isbeing pursued as an alternative to the LU/LRMP process being scheduled for this forestdistrict.

2. Establish quantified criteria for LRUP area ecosystem management.Include quantified guidelines for PANs, silvicultural treatment, habitat managementand restoration requirements.

Planned. Subject to resource availability and acquisition of mapping and baselineinventory.

3. Participate in commercial and public recreation management with BC Crown As-sets Ltd. and the Ministry of Sustainable Resource Management. This includes the de-velopment of approval criteria, approval process and environmental guidelines.

In Progress. Commercial Recreation Policy and land use plan prepared.

A comprehensive list of tasks recommended for helping move towards sustainable eco-system management in the LRUP area is provided in Part 5 of this document.

Amount of LRUP Area Covered with Old-GrowthForest (% of total forest area)

0 10 20 30 40 50 60 70

Amount of LRUP Area Covered with Old-Growth Forest (% of total forest area)Highe r is better ��

White RiverNationalForest, CO

Sierra NevadaRegion, CA

PacificMaritimeEcozo ne, BC

MontaneCordilleraEcozone, BC

BC ProvinceForest AreasAverage

Target:LRUP>40% LRUP

52%Current


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3.5 Key LinkagesThe key linkages listed here describe the ways in which other WES directions help tomove towards sustainable ecosystem management in the Whistler LRUP area.

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.stserofhtworgdlodnasrodirrocrednudebircsederasksattnemeganamdehsretaW WOMR saerAdetcetorP

ehtotnidnetxednakrowteN PURL .aera

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dnaesitrepxeetairporppaehtgnihsilbatsE WOMR etomorpotytilibisnopser SEWsdrawotevomatsissalliwseitirohtualaicnivorphtiwslaogcigetarts

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metsysocenafonoitatnemelpmiehtrofyrasseceneblliwycilopgnitsujda.hcaorppatnemeganam


30

3.6 Guidelines by Strategic GoalThe guidelines presented here begin to describe a management approach advocated bythe resort community of Whistler. Implementation of this management approach andrelated guidelines will require close cooperation with provincial ministries and usergroups.

3.2.1: Ecosystem Integrity and Biological Diversity1. Meet or exceed the high emphasis guidelines of the Biodiversity Guidebook for the

establishment of Forest Ecosystem Networks (FENs).1

2. In establishing and managing Protected Areas Networks encourage the following:

a) establishment of PANs on a watershed-by-watershed basis;b)connected and unconnected patches of viable remnants of unique ecosystem types

for habitat needs and unobstructed movement of fish and wildlife;

c) inclusion of some or all of the following areas:

. streams, lakes, wetlands and riparian areas (including alluvial forests);

. sensitive soils and unstable terrain;

. habitat needs for key species (especially red and blue listed species);

. forest interior conditions in old growth forests;

. a range of seral stages (young, medium-aged and old stages) in aproportion approximating natural forests; and. critical scenic areas (see also Section 3.2.2).

3. Closely coordinate PANs within the LRUP area and outside municipal boundarieswith the PANs inside the RMOW boundaries (as described in Chapter 4).

4. Protective measures within PANs should be developed with public consultation. Thesemeasures will vary from location to location but should generally include at least thefollowing restrictions as necessary to preserve the ecological integrity of areas:

a) no harvesting of timber or non-timber products as such, but allow for dangeroustree removal, establishment of safe wildlife trees and acceleration of forest struc-tural diversity (i.e. creating gaps in forest canopy to mimic late successional char-acteristics) in second growth stands part of the LRUP PANs;

b)coordinate acceleration of forest structural diversity with identified areas of soil-based fungal decay where possible;

c) minimal access road construction (allow roads only where crossing of PANs arerequired for access to other unprotected areas);

d)low-density recreational trail construction (i.e. trail density measured in metres oftrail per hectare); and


31

e) stand level construction guidelines for PANs (minimal activities within PANs) thatminimize the ecological disturbance caused by all alterations. 2

5. Establish and follow stand level guidelines (for resource use activities outside PANs)for retention of wildlife trees, etc. (see also strategic goal 4.1.3).

6. Protect First Nations culturally modified trees and places of spiritual significance.3

7. Where possible, restore protected areas where significant damage has occurred (e.g.erosion along steep, streamside slopes).

8. Consider preventative erosion control techniques in areas that may be prone to hu-man-caused erosion.

9. Establish more specific guidelines to manage each watershed for uneven aged stands(i.e. early, mid and late succession forests). Manage here means selective harvestingin spatial patterns and at rates that mimic disturbance patterns associated with naturaldisturbances. This management would occur almost exclusively outside of PANs,with the exceptions noted above. Establish more specific guidelines where possible.

10.Wildfire management should consider multiple objectives: maintaining a low riskof damage to developed areas from fire; allowance for some natural disturbances tocontinue (including wild fire, avalanches, floods, debris flows and insect outbreaks);and retention of natural disturbance-based, ecosystem characteristics.

11. Where dwarf mistletoe exists on hemlock near trails, roads and buildings, do not re-plant hemlock in the next generation to avoid subsequent dwarf mistletoe infesta-tion and danger trees near trails, roads and buildings.

12. Planning LRUP PANs using an ecosystem management approach entails coordina-tion with regional and sub-regional planning efforts by provincial and regional au-thorities and should be performed in accordance with the above guidelines. Wherepossible over the long term, adjust jurisdictional boundaries (e.g. LRUP boundary)in accordance with ecological boundaries (e.g. watershed boundaries).

3.2.2: Exceptional Scenic and Recreational QualityThese guidelines should be read in conjunction with policies 7.4, 7.5 and 7.6 of theResort Municipality of Whistler Comprehensive Development Plan (1993) regardingscenic quality.1. Visual Quality Assessments should include any scenic areas visible from the valley

bottom, Whistler and Blackcomb Mountains, major trails (low and high valley view-points) and scenic roads. Emphasis should also be placed on Highway 99 approachesto the Whistler valley.

2. Visual Quality Assessments should be required for any manipulation of Whistler’sforests, including forest industry harvesting, ski area development, major developed


32

areas and major utility corridors (power, gas, etc.).

3. Monitor recreational use and manage recreation access locations in accordance withthe ecological constraints on resources. For example, establish motorized recreationzones in areas most appropriate for high intensity use (i.e. not areas that are candi-dates for the Protected Areas Network).

4. Promote self-regulating stewardship by commercial and private recreational users,possibly including a environmental code of conduct for backcountry use.

5. Generally, reduce the backcountry road network where unused or where it bringsincompatible uses into sensitive or desirable non-motorized zones. Where possible,de-commission unnecessary motorized access routes.

6. Some areas within the LRUP should remain non-motorized access only to allow forhigh quality recreational experiences.

7. Allow only minimal road construction except in designated motorized commercialrecreation zones or timber harvest areas during designated seasons.

8. Monitor and manage approved recreation access zones carefully to allow recreationwhile minimizing environmental impacts of use. For example, in high use areas,focus recreational activities on well-defined trails and access locations.

9. Manage angling activities to allow for sustainable populations of local fish speciesand a wide spectrum of recreational fishing opportunities. Encourage and promotecatch and release fishing in all lakes unless high fish abundance and biological indi-cators (i.e. composite invertebrate and fish indicators) allow harvest.

10.Prohibit hunting within the Whistler Interpretive Forest.

11. Discourage hunting within the Whistler LRUP area.

3.2.3: Environmentally Sustainable Resource Use1. Harvest timber and non-timber products at a rate not exceeding the Long Run Sus-

tained Yield (LRSY) minus net downs for biodiversity protection and scenic andrecreational purposes. Do not constrain ecological or scenic goals with mandatoryvolume-based, annual quotas for timber harvesting.4

2. Encourage the setting of annual allowable cuts (AAC) for each watershed based onthe above criteria.

3. Allow variable-sized harvest areas in accordance with current best ecological prac-tices for variable-retention silvicultural systems.5 This includes encouraging vari-able shape harvest areas and avoiding the creation of large, rectangular clearings. 6

4. Retain wildlife trees, seed trees and large, downed debris within harvest areas forhabitat.


33

5. Allow harvesting of non-timber forest products such as mushrooms and flowers ata sustainable rate. This will require ensuring the long-term ecological viability ofthese products.

6. Eventual development of non-timber forest products management plans is encour-aged. Plans should consider activities that minimize the ecological impacts of har-vesting. This includes products which, when harvested: require the removal of theindividual; affect the species’ growth or productivity; cause damage to trees or otherforest products; are critical to nutrient cycling; have high value for wildlife; havevery specific ecological interdependencies or are harvested for subsistence use.

7. Protect areas of geological or scenic significance from resource extraction (e.g. orna-mental rocks and gravel).

8. Water use and access to water in community watersheds (that provide water supply)should be minimized through appropriate trail design and maintenance, postedrestrictions and other measures. An emphasis should be placed on informing andeducating recreational users. Best management practices should be employed tominimize health risks to downstream water users. Discourage issuance of addi-tional water licences in community watersheds by The Ministry of Water, Land andAir Protection where this may conflict with increased water quality risks for com-munity water supply.

1 high emphasis as outlined in the Biodiversity Guidebook of the Forest Practices Guidelines of B. C., 19952 See Figure 2 for an explanation of landscape, watershed and stand levels of detail.3 Trees with evidence of bark stripping, planking or test holes.4Long Run Sustainable Yield is the long term sustainable harvest level that a given forest area could support assuming the onlyobjective is sustainable timber harvesting. To allow for additional forest retention for other, non-timber values such as biodiversityand scenery, net downs need to be subtracted from the Long Run Sustainable Yield.5See glossary for the best current practice.


34

CHAPTER 4ESTABLISHING AND MAINTAINING A PROTECTED AREASNETWORK WITHIN THE RMOW

4 .1 I n t r o d u c t i o nThis direction guides us to protect key remaining natural and semi-natural areas in theWhistler valley within municipal boundaries. The ecosystem management approachdirects us to pay particular attention to the undeveloped land containing special ecosys-tems composed of unique and sensitive habitats such as streams, lakes, wetlands, oldgrowth forests, riparian areas, alluvial forests and the ecological corridors that connectthese areas. We refer to these areas as dark green areas.

These special ecosystems provide a location for unique ecological processes. For exam-ple, riparian areas and wetlands provide corridors for flooding and filtration of runoffinto streams. In addition, many animals and birds prefer large, deciduous trees as cav-ity nesting or denning sites and these are frequently more abundant in riparian areas.The Common Loon requires relatively undisturbed foreshore areas for nesting. Specialecosystems are important for some species and essential for others. Without adequateprotection, the health of these ecosystems and the animals dependent on them will befurther threatened. These special ecosystems are also important for maintaining andenhancing the scenic aspects of the Whistler Experience and the quality of life for resi-dents.

As Whistler approaches the bed unit capacity (the limit for development within theRMOW established by the Comprehensive Development Plan), the pressures on Whis-tler’s natural environment continue to increase. It is essential for us to assess our re-maining natural ecosystems and to clarify and expand our measures to protect theseareas. To respond to this need, the no net habitat loss approach is proposed by Whistler2002. NNHL requires that there is no net loss of special ecosystems caused by develop-ment or other human-related activities1 .

The bed unit capacity (approximately 53,000 market bed units) is one way to help pro-tect remaining natural areas2 . This policy limits the spread of developed areas. In addi-tion to the bed unit limit, other regulations are in place to help protect special ecosys-tems. For example, the CDP and the OCP restrict the types and forms of developmentthat may occur in floodplains, areas subject to geologic hazards, and land adjacent towatercourses and wetlands. Zoning and Parking Bylaw No. 303 regulates building set-


35

backs from streams and lakes but does not currently protect riparian vegetation. Formajor new developments, environmental impact assessments are required and devel-opers must consider the potential impacts of their developments on watercourses, sen-sitive habitats and adjacent natural areas. Finally, the Rural Area Tree Protection Bylawrestricts tree removal on certain rural lots.3

An essential part of an ecosystem management approach is the designation and con-tinual management of a network of protected areas. The challenge is to establish andmaintain a Protected Areas Network (PAN) within the RMOW to permanently preserveand protect viable remainders of special ecosystems. Much of the land containing thesespecial ecosystems is privately owned or publicly controlled by the provincial govern-ment (Crown Lands). In addition, some public and private lands are zoned for develop-ment. This requires us to work towards cooperative, innovative solutions that are fair toproperty owners.

Three Levels of Ecosystem Protection

PAN 1: Key Protected Areas – areas preserved to protect unique and sensitive ecosys-tems from any human development or use with the possible exception, in individualcases, of very low-impact nature trails, boardwalks or wildlife viewing platforms for thespecific purpose of habitat protection. Priorities for PAN 1 protection could includestreams, wetlands, riparian areas, old growth forests, key wildlife corridors and uniqueor threatened habitat types. Conservation objectives are primary in PAN 1 areas.

PAN 2: Special Management Zones – areas well protected and allow for some low-impact human activities or development such as creation of trails. Priorities for PAN 2protection could include some streams and riparian areas, some old growth forests,second growth forests and wildlife corridors.

PAN 3: Reserve Lands – large tracts of relatively natural land, which could be subject torecreational or other development provided an environmental impact assessment isdone. PAN 3 protection is generally used for second growth forests and other naturalareas not described in PAN 1 or PAN 2. Where some development takes place, key eco-logical components of reserve lands may be subject to PAN 1 or PAN 2 protection afterdevelopment. These areas should be identified in advance through zoning or othermeasures to reduce potential use conflicts.

1 Refer to the guidelines and Chapter 6 (developed areas) for a more specific description of No Net Habitat Loss.2 Refer to Chapter 6 for a summary of the bed unit capacity and the stringent requirements necessary for its revision.3 Refer to the RMOW Rural Area Tree Protection Bylaw No. 1038, 1994.


36

Levels of Protection Summary Table

PROTECTION DESCRIPTION PERMITTED USES NON-PERMITTED USES

PAN 1 Key Protected Areas Low-impact interpretive All other public/privatetrails, boardwalks, viewing developmentsplatforms

PAN 2 Special Management Valley Trail, recreational trails All other public/privateAreas selected recreational projects, developments

non-motorized aquatic recreation

PAN 3 Reserve Lands Ecologically responsive private & Development inconsist-public development subject to EIA, ent with WES strategic

WES guidelines and landscape goals and guidelinesscale PAN and wildlife corridorconsiderations

4 . 2 S t r a t e g i c G o a l sIn general, we believe that it is in the long-term public interest of the resort communityof Whistler to protect, within municipal boundaries and in a fair and cost-effectivemanner, an ecologically viable network of critical areas. These areas incorporate uniqueand sensitive habitats such as streams, lakes, wetlands, old growth forests, alluvial for-ests, riparian areas, and the corridors connecting them. The three levels of ecosystemprotection established through the RMOW Protected Areas Network are outlined below.

The following strategic goals elaborate on what is meant by an ecologically viable net-work of critical areas.

4.2.1 Healthy Streams, Lakes,Wetlands and Riparian Areas. Streams, lakes, wetlands and their riparian zones act asmigration corridors for many types of living organisms throughout the landscape and,as such, form the skeleton and circulatory system of local ecosystems. More than half ofthe local animal species depends on the continued existence and proper functioning ofstreams and their riparian areas for survival. In addition, these natural systems arecritical for RMOW water supply, flood prevention and filtration of urban storm waterrunoff. It is therefore essential that these areas are protected or restored to maintaintheir near-natural hydrological and ecological structures and functions.

4.2.2 Protected Critical Habitat.The Ecosystem-Based Approach and the Precautionary Principle require us to protectremaining critical habitat, especially relatively rare valley-bottom ecosystems, until itcan be shown that no significant, negative, ecological effects such as extinction of localspecies are occurring. The maintenance of ecological integrity will be our highest prior-


37

ity in managing these rare ecosystems which include, but are not limited to, old growthforests, alluvial forests and other locally rare ecological systems.

4.2.3 Protected Wildlife Habitat Corridors.Many species depend upon movement from one habitat type to another in different sea-sons and life cycle stages. To preserve habitat that will maintain and increase these spe-cies’ chances for long-term survival, we must protect key corridors that link various habi-tat areas.

4.2.4 Protected Geological Features.Many areas within Whistler contain unique and diverse landforms and natural character-istics worthy of protection from development both for aesthetic and human safety rea-sons. Rock outcroppings, cliff areas, unstable slopes and visually important ridge lines allrequire special measures for protection.

4.3 Indicators and TargetsThe indicators shown in the diagrams below describe suggested measures for determin-ing progress at meeting the overall direction of establishing and maintaining a PAN andthe goal of healthy wetlands and watersheds.

Amount of RMOW area lying in Protected AreaIncluding PAN 1 & PAN 2 (% of RMOW area)

0 10 20 30 40 50Protected Areas (%)

Higher is better��YampaValley, CO

Vail,CO

PacificMaritimeEcozone

AspenMetroArea

BC200112.95%

Burnaby

AspenCity

BanffNationalPark

RichmondProtectedAreas

RMOWPotentialPan 1&240%

BoulderCounty,CO

RMOWMunicipalParkland:2.9%(2001)

RichmondESA Areas

PitkinCounty,CO


38

4 . 4 Ta s k sA staged approach will be important for establishing and maintaining a PAN within theRMOW. Some areas, such as the River of Golden Dreams Conservation Area are al-ready determined protected but do not yet have long-term legislated protected status ormanagement policies. For these areas, it is a matter of first identifying the appropriatepolicy instrument for long-term protected status and second, developing managementplans. Other areas that might make suitable PAN candidates on ecological grounds areprivate properties that cannot be protected immediately. A staged approach for estab-lishing and managing a PAN in a fair and cost-effective manner will involve the follow-ing steps:

a) Map desirable areas for the Protected Areas Network (based on ecologicalmapping and assessments).

b) Identify property ownership and zoning considerations and constraints.

c) Categorize protection level (PAN 1, 2 or 3) and prioritize lands for PAN statusbased on ecological and ownership considerations.

d) Identify a set of policy instruments appropriate for protecting each candidatearea.1

e) Designate, in order of priority and as resources allow, areas as protected througha range of policy instruments.

f) Develop ongoing, adaptive ecosystem-based management of designated protectedareas.

The top three Chapter 4 tasks and their status are:1. Map desirable PANs, Recreational Greenways and Developed Areas, including eco-

logical inventory and property considerations.

Stream Reaches that are in Proper Functioning

Condition (PFC) (% of total)

0 10 20 30 40 50 60 70 80 90 100Reaches that are in Proper Functioning Condition (% of total)

Higher is better ��

Vail, COAspen Metro

Area

WhistlerTarget: >90%

BellevueCRD ‘96

BerkeleyUrban

Streams

CurrentWhistlerValue is

Unknown


39

In Progress. Initial base mapping acquired. Ecosystem mapping and inventory plannedfor 2002.

2. Develop a strategy to secure or protect lands on a priority basis. This includes by-laws, partnerships, property acquisition, transfers and restrictive covenants. Thiscould includes a Comprehensive Environmental Protection Bylaw for protection ofsome PANs.

Planned. Subject to completion of Task 1 (above).3. Designate the Rainbow Conservation Area as protected, including River of Golden

Dreams Conservation Area, Whistler Wildlife Reserve, the north end foreshore ofAlta Lake, Rainbow Park Wetlands and 19 Mile Creek Alluvial Fan Area (WedgeLands).

In Progress. Emerald Forest Lands are protected through conservation covenant andROGD Conservation area is secured. The Whistler Wildlife Reserve has been grantedfor conservation by the provincial government.

A comprehensive list of tasks recommended for establishing and maintaining a Pro-tected Areas Network within the RMOW is provided in Part 5 of this document.

4.5 Key Linkages

The key linkages listed in this section describe the ways in which other WES directionshelp to establish and maintain a PAN within the RMOW.

NOITCERID KNILYEK

3retpahCnitnemeganaMmetsysocEelbaniatsuS

PURL

ylralucitrap,seiradnuobWOMRdnoyebsNAPPURLotsNAPWOMRgnihctaMlacigolocedevorpminaemlliw,stserofhtworgdlodnasrodirrocnairapir

.WOMRnihtiwsrodirrocfoytilibaivtcetorpplehlliwWOMRfoedistuoaeraPURLehtnitnemeganamdehsretaW

.WOMRehtnihtiwsmaertsfohtlaeheht

5retpahCsyawneerGlanoitaerceR

lliwsyawneerGlanoitaerceRdnasNAPneewtebsaerareffubgnihsilbatsE.saeradetcetorpotnistepdnaelpoepfonoisurtnieziminim

lanoitaerceRniyliramirpsetiseviterpretnidnasaeragniweivgnihsilbatsE.saeradetcetorpnostcapmieziminimlliwsNAPfoedistuosyawneerG

6retpahCsaerAdepoleveD

detangisederatahtsaeraotnisaeradepolevedfonoisNAPxetenongniwollA.tatibahtcetorplliwsNAPlaitnetopsa

,sekal,smaertsnoffo-nurnabrufostcapmiehtgniziminimdnagniyfitnedInairapirdnaekal,maertstcetorpotplehlliwsaeranairapirdnasdnaltew

.htlaeh


40

4 . 6 G u i d e l i n e s b y S t r a t e g i c G o a l s4.2.1: Healthy Streams, Lakes, Wetlands and Riparian Areas (NNHL)1. Areas protected as part of PAN 1 and PAN 2 should include the following:

a) all streams and lakes;

b) riparian areas in undeveloped areas including those areas extending upland fromlakes, wetlands and streams for a distance equal to the greatest of:

8retpahCretawetsaWdnaylppuSretaW

ytinummocotgnitubirtnocsmaerts.e.i(secruosretawecafrusgnitcetorPotplehlliwretawelbatoprofetarnoisrevidehtgniziminimdna)ylppusretaw

.smaertsfohtlaehehttcetorphtlaehlacigoloibehttcetorpotplehlliwretawetsawfotnemtaertdecnavdA

.reviRsumakaehCehtfo

11retpahCnoitazinagrOlapicinuM

noitavresnoc.g.e(srentraphtiwgnikrowniffatsWOMRrofelordedNAPxenAlliwNAPeganamdnaeruces,etangisedot)stsilarutan,snoitazinagro

.esabegdelwonklacigoloceehtesaercnietairporppariehtdnasNAProfsmargorpgniniartdnassenerawaffatsWOMR

egamadlacigoloceelbatpeccanufoksirehtesaercedlliwtnemeganam


ehtesaercnilliwsmetsysocelaicepsfonoitarotserrofspihsrentraPtnemevorpmItatibaH.g.e(tnemeganamsaeradetcetorpfossenevitceffe

.)maeTnoitcetorpmaertsevorpmilliwspihsrentrappihsdrawetsmaertsdedNAPxE

.sevitaitininoitarotserdna


tsissalliwsecruoseuneverwenspolevedtahtsNAProfygetartsgnicnanifA.WOMRehtnihtiwsmetsysocelaicepseromtcetorpotstroffe


lanoitacude/eviterpretni,tcudnocfosedoc.g.e(sevitaitinipihsdrawetShtiwtnetsisnocyrtnuockcabehtnignitareposessenisublacolyb)smargorp

laicepstcetorpplehlliwslaogcigetartsdnaselpicnirp,seulavSEW.smetsysoce

51reptahChcraeseRdnanoitacudE

evorpmilliwstsilarutanlacoldnasrehcraeserlacigolocerofselordedNAPxE.reltsihWnismetsysocelaicepsfognidnatsrednuruo

reltsihWehttaertneCeviterpretnIehtfoesudnasmargorploohcSehtfotnemeganamdnagnidnatsrednuruoevorpminactseroFeviterpretnI

.sNAPdnasaeradetcetorpfohtlaehlacigoloceehtfognidnatsrednudevorpmI

roflaitnesseeblliwylgnidroccaseitivitcatnemeganamfotnemtsujda.ytirgetnilacigolocegniniatniam


ecnadroccaniseiciloperutufgnitpadadnasrotacidnilacigolocegnipoleveD.sNAPgniganamfotraptnatropminaeblliwsdnertrotacidnihtiw

RELATED DIRECTIONS KEY LINKS


41

- the Streamside Protected Areas as recommended by the Draft ProvincialStreamside Protection Policy Directives;

- 30 metres horizontally from the high water mark measured from the top ofbank2 3 ; or

- a mapped boundary based on an ecological inventory determining riparian ar-eas.4

c) riparian areas in existing developed areas equal or equivalent to the provincialStreamside Protection Regulations. This protected area width will depend largelyon existing, site-specific conditions.

d)exceptions or lesser riparian widths may be allowed in the case of small and/orephemeral streams with no fish habitat value.5

3. All remaining wetlands6 (including wetland categories: bog, fen, marsh, swamp,shrub carr, meadow and shallow open water) and wetland complexes should be pro-tected as part of PAN 1. Wetland complexes include wetlands and their ecologicallyassociated upland/riparian areas and, in some cases, a combination of two or morewetlands linked by common upland/riparian areas.

4. Cooperate closely with representatives of the provincial Ministry of Water, Land andAir Protection and the federal Department of Fisheries and Oceans and Environ-ment Canada regarding additional areas that may be subject to protection.

Goal 4.2.2: Protected Critical Habitat (NNHL)1. Identification of critical habitat (including rare and threatened ecosystems) within

Whistler’s municipal boundaries to be protected as PAN 1 or 2 should be based onthe Precautionary Principle; ecological mapping and inventory; the habitat needs ofred and blue listed species; and the best current understanding of the state of rareand threatened local ecosystems.

2. RMOW protection of critical habitat and rare and threatened ecosystems will meetor exceed provincial and federal legislation and standards.

3. A high percentage of remaining old growth forests within the municipality shouldbe protected as PAN 1 or 2.7

Goal 4.2.3: Protected Wildlife Habitat Corridors (NNHL)1. Remaining undisturbed wildlife corridors to be protected as PAN 1, 2 or 3 should be

identified based on the Precautionary Principle; ecological mapping and inventory;and best current understanding of wildlife corridor needs and inventory of remain-ing natural areas.


42

Goal 4.2.4: Protected Geological Features (NNHL)1. Protected geological features should be identified based on geological uniqueness

and visual quality (e.g. prominent rock outcrops and visually sensitive ridge lines).Protected geological features may be designated PAN 1, 2 or 3.

This guideline should be read in conjunction with Section 4.12.2 of the OfficialCommunity Plan (1996 consolidated version) which states: the municipality willnot approve development on lands subject to severe geologic hazards, including(but not limited to) soil erosion and slippage, rock fall, debris flows or snow andmud avalanching.

General Guidelines for PAN Maintenance and Management (NNHL)1. Maintain, protect and, where damage has occurred, restore the natural physical and

ecological structure and functioning of streams, lakes and wetlands. This is the high-est priority for protecting the health of streams, lakes, wetlands and their riparianareas. High fish abundance may be a result but should not be considered as thesingular objective for stream restoration.

2. Ensure RMOW standards for protection of fish habitat and riparian areas generallymeet or exceed provincial and federal regulations and guidelines, including the pro-vincial streamside protection regulations.8 Cooperate closely with representativesof the provincial Ministry of Water, Land and Air Protection, the federal Departmentof Fisheries and Oceans and Environment Canada.

3. In circumstances where minor disturbance of stream, lake, wetland, riparian, andcritical habitats or wildlife corridors must occur, every effort should be made to miti-gate and minimize environmental damage during and after development. Detailedconstruction guidelines should be prepared and monitored.

4. Where public roads, private access roads or major trails must cross a watercoursethat drains a watershed greater than 2 km2 in area and has the potential to providefish habitat, provide a bridge crossing with a PAN equal to 1.5 times the bank fullwidth or required for flood passage as determined by a professional engineer, which-ever is wider.

5. In consideration of new public projects in areas where stream, lake or riparian habi-tat has previously been disturbed, or in cases where development that was deemednecessary has damaged such habitat, make every reasonable effort to restore theseareas to more natural conditions.

6. Make educational, interpretive and awareness programs by RMOW and partnersconcerned with stewardship an integral part of all protection and restoration activi-ties. This applies especially to streams, lakes, wetlands, riparian areas and criticalhabitats.


43

7. Little is known about critical habitat and wildlife corridor needs in Whistler. Furtherscientific review and innovative management measures will be needed to protectthe important features and functions of critical habitat and wildlife corridors.

Guidelines for PAN 1 Maintenance and Management (NNHL)1. In exceptional circumstances, where major disturbance or development of riparian

habitat with non-permitted uses must occur, require 2:1 compensation. Major dis-turbance may be defined here as a total disturbed area greater than 200 squaremetres or a disturbance that has a significant impact on the natural functioning ofthe ecosystem as determined by a professional environmental consultant. 2:1 com-pensation requires that at least twice as much alternative habitat of a similar type tothat which is disturbed be created in another location within the RMOW.

2. In exceptional circumstances where a major disturbance of critical habitat or wild-life corridors must occur, 2:1 compensation should occur. “Major disturbance” maybe defined here as a total disturbed area greater than 500 square metres. This re-quires that at least twice as much alternative habitat of a similar type be protected inanother location within the RMOW.

3. Compensation requirements may vary from 2:1 depending on the expected func-tional value of the damaged and compensated sites, as determined by a professionalenvironmental consultant.

4. A different combination of mitigative and compensative measures than those out-lined above may be used provided the net benefit meets or exceeds the functionalvalue outlined by the above guidelines.

5. In areas identified as critical habitat that have been previously disturbed by humanactions, efforts should be made to restore those ecosystems to their natural condi-tion or to mimic naturally occurring ecological structure and disturbance patterns.

6. Focus interpretive viewpoints near, but not within protected areas, such as localwetlands and riparian areas to explain their ecological significance. For example,wildlife viewing platforms, nature trails and boardwalks should not intrude signifi-cantly past the interface between the PAN and the Recreational Greenway. Use care-ful trail and boardwalk design to discourage people from entering PANs and caus-ing soil compaction or other ecological disruption. (See guidelines for goal 5.2.3.)

Guidelines for PAN 2 Maintenance and Management (NNHL)1. In exceptional circumstances, where major disturbance or development of riparian

habitat with non-permitted uses must occur, require 2:1 compensation. See No.1above.

2. In exceptional circumstances where a major disturbance by non-permitted uses ofcritical habitat must occur in areas such as an old growth forest, 2:1 compensation


44

should occur. Major disturbance may be defined here as a total disturbed area greaterthan 500 square metres. This guideline requires that at least twice as much alterna-tive habitat of a similar type be protected in another location within the RMOW.

3. Compensation requirements may vary from 2:1 depending on the expected func-tional value of the damaged and compensated sites, as determined by a professionalenvironmental consultant.)

4. A different combination of mitigative and compensative measures than those out-lined above may be used provided the net benefit meets or exceeds the functionalvalue outlined by the above guidelines.

5. In areas identified as critical habitat that have been previously disturbed by humancauses, efforts should be made to restore those ecosystems to their natural condi-tion or to mimic naturally occurring ecological structure and disturbance patterns.

Guidelines for PAN 3 Maintenance and Management1. No alteration of PAN 3 areas is to occur prior to completion of an Environmental

Impact Assessment. The assessment should address all environmental considera-tions and anticipated impacts of any proposed development.

2. Prior to preparing a development plan, components of the PAN 3 area desirable asPAN 1 or 2 areas (e.g. riparian areas, wildlife corridors or critical habitat) not previ-ously identified should be made subject to the PAN 1 and PAN 2 guidelines listedabove.

3. New recreational greenways and developed areas for private or public developmentsshould conform to the relevant environmental guidelines listed in Chapter 5 andChapter 6.

1 Policy instruments in this case may include environmental protection bylaws (tree protection, streamside protection, etc.), conser-vation zoning designations, land purchase (funds permitting) or restrictive covenants. Policy instruments must pass the tests offairness and cost effectiveness and be consistent with our principles.2 Refer to the glossary for a definition of top of bank.3 Undeveloped areas means all areas of the municipality excluding: areas currently developed for active recreation and thoseareas that are currently zoned commercial, industrial, tourist accommodation or ‘residential. Residential in this case does notinclude low-density rural areas (i.e. RR zonings).4 Mapping this PAN boundary is a high priority task. Completion of this task may result in additional guidelines for the PAN.5 Guidelines labelled NNHL are those guidelines that add up to describe the No Net Habitat Loss requirement for the ResortMunicipality of Whistler.6 This includes all wetlands identified in A Wetlands Perspective for the Whistler Area, prepared by Talisman Land ResourceConsultants, 1990 and any other significant wetlands identified by a qualified environmental consultant.7 The high percentage should be based on the environmental principles and a watershed-by-watershed ecological assessment ofexisting forests.8 In addition, refer to Land Development Guidelines for the Protection of Aquatic Habitat, Ministry of Environmental Lands andParks, 1992; Stream Stewardship, Ministry of Environment, Lands and Parks and Ministry of Municipal Affairs, 1994. Refer alsoto: Fisheries Act, Canada Wildlife Act, Migratory Birds Convention Act, Water Act (B.C.), Waste Management Act (B.C.), Land Act(B.C.), and Forest Practices Code of British Columbia Act. Other legislation may be applicable.


45

CHAPTER 5ENHANCING STEWARDSHIP OF RECREATIONAL GREENWAYSIN THE RMOW

5 .1 I n t r o d u c t i o nWhistler’s extensive network of parks and trails is cited as one of the key ingredients inthe Whistler Experience. These 162 kilometres of trails, parks, three golf courses, skiruns and the corridors that connect them are called recreational greenways. Recrea-tional greenways include areas used for recreation that also maintain some naturalfunctions such as providing wildlife habitat and corridors. The Resort Municipality ofWhistler’s Recreation Masterplan describes many of these existing and proposed out-door recreation areas in detail. We can call these greenways light green areas.1

Recreational greenways are an important means for creating a connection between thebuilt and natural environments, and between the needs of human communities andthose of nature. Incorporating opportunities for both recreational activities and the main-tenance of natural features (e.g. wildlife habitat), recreational greenways are a vital partof environmentally responsible land use planning.

We face two major challenges. First, we must accommodate an increasing number ofresidents and visitors who demand world-class recreation opportunities and facilities.Second, we must maintain, to the greatest extent possible, the landscape’s natural char-acteristics, and protect fish and wildlife habitat and other ecologically unique sites.

Our recreational greenways will continue to be world-class recreational experiences,enhanced by our stewardship of natural characteristics and interpretive opportunities.Options offering the least amount of damage will be encouraged and facilitated. Theimplementation of buffer zones, especially where recreational greenways are adjacentto rare or threatened habitat, is a priority. Access into protected areas from recreationalgreenways will be carefully managed to discourage excessive intrusion. We will work toensure that a well-designed hierarchy of trails encourages people to respect habitatsparticularly sensitive to damage. There should be no extension of access into key darkgreen areas.

Providing learning opportunities for Whistler residents and visitors, through a range ofinterpretive and educational initiatives, will be essential to recreational greenways man-agement. Interpretive signage, viewpoints, nature walks, an interpretive centre and otherinitiatives will be considered. We will further emphasize opportunities to become fa-


46

miliar with local flora and fauna to better understand nature. By emphasizing interpre-tive opportunities within recreational greenways, we will foster a closer connection tonature and demonstrate Whistler’s commitment to environmental stewardship. Thiswill help to inspire and encourage involvement with innovative stewardship of our naturaland near-natural spaces.

The strategic goals outlined in this chapter build on Whistler’s existing network ofparks, trails, ski runs and golf courses and the opportunities they provide for learningand inspiration.

5 . 2 S t r a t e g i c G o a l s5.2.1 Retained and Restored Natural Features.We will manage the parks and trail network to maximize the habitat value within rec-reational greenways and minimize damage to surrounding natural areas (e.g. soil ero-sion and sedimentation of streams). Native species and critical habitat elements suchas safe large snags, downed wood and alluvial shrub vegetation, will be encouragedwherever possible. We will closely coordinate the management of recreational greenwayswith adjacent Protected Area Networks. The transition area between the two will becarefully managed with buffer zones to discourage excessive intrusion into special eco-systems. Recreational greenways will provide sufficient natural characteristics to com-plement the habitat areas and wildlife corridors of the Protected Areas Networks.

5.2.2 A High Quality Recreational Experience.Our spectacular network of parks and trails provides one of the most popular recrea-tion amenities in Whistler. Continual improvements to this exceptional quality recrea-tion network will be made in keeping with the spirit of a mountain resort community2 .Expansion of this network to meet a range of recreational needs and preferences willrespect ecological and scenic considerations. Ongoing efforts will be made to minimizethe impacts that trail and park overuse can have on natural spaces. These negativeimpacts can include soil compaction, damage to vegetation and inappropriate access tosensitive habitats such as streams and natural foreshore areas.

5.2.3 Excellent Interpretive Opportunities.Exceptional quality interpretive opportunities will be available to visitors and residentsso that they may learn about Whistler’s natural environment. Learning opportunitieswithin recreational greenways will further enhance the recreational experience enjoyedby both residents and visitors. In addition, learning will enhance our understanding ofthe natural world, thereby helping to improve environmental stewardship throughout


47

Whistler. A multitude of interpretive elements detailing the features and functions ofWhistler’s unique natural history and flora and fauna will be implemented.Interpretive viewpoints will be near, but not within protected areas (e.g. local wetlandsand riparian areas) to explain their ecological significance. Trail and boardwalk designwill discourage people and their pets from entering PANs and causing soil compactionor other ecological disruption.

5 . 3 I n d i c a t o r s a n d Ta r g e t sThere are no recreational greenways indicators recommended in this draft.

5 . 4 Ta s k sThe recommended tasks for enhancing stewardship of recreational greenways in theRMOW include securing land for park and trail expansion, construction of park and trailprojects to enhance the recreational experience, programs to improve the educationaland interpretive experience and projects to encourage retention of natural characteris-tics within recreational greenways.

The top three Chapter 5 tasks and their status are:1. Identify and implement buffer zones at transitions from recreational greenways to

Protected Areas Networks. This includes inventory of damaged areas, assessmentof soil compaction and guidelines for implementation.

Planned. Subject to mapping and inventory of PAN areas (see Chapter 4).

2. Establish trail hierarchy and environmental standards to ensure appropriate trailtype and maintenance for each setting. This includes consideration of trail widths,surfaces and lighting.

In Progress. Draft trail standards have been developed and circulated.

3. Expand educational and interpretive opportunities along trails.

In Progress. Some additional interpretive signage has been added. A comprehensive,standardized plan remains outstanding.

A comprehensive list of tasks recommended for enhancing stewardship of recreationalgreenways in the RMOW is provided in Part 5 of this document.


48

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5 . 5 K e y L i n k a g e sThe key linkages listed here describe the ways in which other WES directions help toenhance stewardship of Recreational Greenways in the RMOW.


49

5.6 Guidelines5.2.1: Retention and Restoration of Natural Features1. Facilitate and encourage recreational activities that result in minimal impact to rec-

reational greenways’ natural features (e.g. landscape, soil, vegetation, water features).

2. On moderate to steep slopes where soil erosion is a potential problem, plant non-invasive native species that maximize soil retention.

3. Encourage retention of indigenous plants and, where damage has occurred, requirevegetation planting based on a Whistler Native Species Planting Guide.

4. Establish buffer zones between recreational greenways and adjacent PANs to re-duce impacts from residents, visitors and pets. Manage recreational activities wherenecessary to minimize intrusion into adjacent PANs.

5. Restore damaged riparian areas wherever possible.

6. Monitor recreational use to assess environmental impact on sensitive natural fea-tures and adjacent PANs.

7. Ensure that design teams for expansion or changes to recreational greenways in-clude people with ecological expertise.

8. Avoid use of chemicals for vegetation management in RMOW parks. Use mechani-cal, steam and biodegradable substances control.

Refer to the guidelines for strategic goal 6.2.5 regarding Ecologically Appropriate Plant-ing (Natural Retention Areas and Designed Landscape Pockets). Refer also to the parkvisions, the recreation masterplan for Whistler park systems.

5.2.2: A High-Quality Recreational Experience1. Enhance outdoor recreation opportunities through managing recreational greenways

in accordance with park visions, the master plan for Whistler’s park system.

2. Conduct any expansion of active use parks and other recreation facilities using theabove guidelines, the Protected Areas Network strategic goals, and the Chapter 4guidelines.

3. Develop and maintain all parks and recreation facilities to world-class standards.

4. Cooperate closely with resort community stakeholders in the design, constructionand maintenance of recreation facilities.

5. Incorporate the principles of ecological design3 into recreational greenways wher-ever possible and identify these design features with interpretive kiosks, signs, etc.

5.2.3: Excellent Interpretive Opportunities1. Establish a network of interpretive signs along major trails and throughout parks

and other recreational areas to highlight and explain local natural history (including


50

geological, glaciological, ecological history); local flora and fauna; ecological proc-esses; and ecological design features within the Whistler valley.

2. Focus interpretive viewpoints near but not within protected areas, such as localwetlands and riparian areas, to explain their ecological significance. For example,wildlife viewing platforms, nature trails and boardwalks should not intrude signifi-cantly past the interface between the PAN and the recreational greenway. Designtrail and boardwalks to discourage people from entering PANs and causing soilcompaction or other ecological disruption.

3. Interpretive information should highlight resort community efforts to maintain andrestore local ecological integrity.

4. Facilitate and encourage partnerships with local naturalists and environmentallyresponsible businesses to encourage innovative interpretive displays and experienceswithin the recreational greenways network.

1 Parks Visions: A Recreation Masterplan for Whistler’s Park System. Resort Municipality of Whistler. January 1996.2 The spirit of a mountain resort community is meant to reflect a different experience than more urban experiences found in thegreenways of major urban centres. Refer also to Park Visions: A Recreation Masterplan for Whistler’s Park System. RMOW, 1996.3 Ecological design is the careful meshing of human purposes with the larger patterns and flows of the natural world and the studyof those patters and flows to inform human purposes. It requires that designers take advantage of the best local understanding ofnatural areas, habitat needs and processes.


51

CHAPTER 6DEMONSTRATING LAND USE STEWARDSHIP IN DEVELOPEDAREAS

6 .1 I n t r o d u c t i o nWhistler has implemented various innovative policies for managing growth of devel-oped areas (or grey areas1 ) over the last 25 years. Many of these policies have beenbeneficial to the environment. The concentration of commercial development in Whis-tler Village is just one example of how land use decisions have helped to minimize localenvironmental impact. This form of award winning resort design—medium density,mixed use, pedestrian-oriented development—serves to conserve larger land areas fromdevelopment and proves to be more energy efficient than conventional urban designs.By clustering development in neighborhoods throughout the valley, we have also avoidedthe continuous suburban sprawl which plagues so many other communities.

Overall growth of developed areas in Whistler is limited by the bed unit capacity. Thebed cap, as designated by the 1993 CDP and the 1994 OCP, is an established upperlimit to allowable development of approximately 53,000 bed units. In 1998, Whistler’slevel of development reached approximately 80 percent of bed unit capacity. Establish-ing this bed unit capacity helps restrict the overall size of the Whistler’s developedareas, thereby helping to protect natural areas. Section 3.1 of the CDP states Whistler’spolicy regarding the bed unit capacity:

The total number of approved/committed bed units will not be increased during thenext several years, except under extraordinary circumstancesandProposed OCP amendments or rezoning that would increase the bed-unit capacity orsignificantly increase the commercial, service commercial, or light industrial floor spacecapacity of the municipality will only be considered if the proposed development:

a) provides clear and substantial benefits to the community and the resort;b)is in the opinion of Council, generally supported by the community;c)will not cause unacceptable impacts on the community, resort, or environment; andd)meets all applicable policies and criteria set out in the Official Community Plan and

will comply with all applicable bylaws or regulations.

Whistler’s OCP, CDP and Zoning and Parking Bylaw also regulate the form and qualityof the built environment. Currently, applications for rezoning or subdivisions to permit


52

land development projects may require Environmental Impact Assessments.2 EIAsrequire that developers consider the potential incremental impacts of their develop-ments on watercourses, sensitive habitats and adjacent natural areas.However, as Whistler approaches the bed unit capacity, we will be challenged to limitthe cumulative environmental impact of developed areas. Comparing the growth indeveloped areas with the four TNS System Conditions provides direction. Our chal-lenge, for developed areas, is to reverse the trends of contributing to systematic in-creases in nature of concentrations of substances extracted from the earth’s crust; con-centrations of substances produced by society; degradation of nature; all, while contrib-uting to the meeting of the needs of society in Whistler and worldwide.Specifically, local land development impacts include such things as urban runoff whichcan affect the health of our streams and lakes through altered flow patterns and in-creased discharge of contaminants and nutrients. The cumulative effects of many indi-vidual development projects with or without environmental assessments take their tollon the local ecosystems.

6 . 2 S t r a t e g i c G o a l sThe following strategic goals for are based on our environmental values and principlesand build on the qualities of the village, other Whistler neighborhoods. The strategicgoals are also generally consistent with Smart Growth strategies. (See inset.)Strategic goals for Whistler’s developed areas encourage design that is ecologically ap-propriate and addresses the other resort community priorities of building a strongerresort community and enhancing the Whistler experience outlined in Whistler 2002.

6.2.1 No Net Habitat Loss.The total area of new development will cause no net habitat loss to areas identified asdesirable Protected Areas Network (referred to as PAN 1 and PAN 2 in Chapter 4). Theseareas include a network of streams, lakes, wetlands, riparian areas, rare or threatenedecosystems and identified, desirable habitat connections as described in Chapter 4.

6.2.2 Compact, Pedestrian-Oriented, Mixed-Use Design in Urban Areas.In those areas where a mix of commercial, residential and tourist accommodation useis contemplated by Whistler’s Official Community Plan, continue to encourage mixeduse, compact, pedestrian-oriented resort and urban design. This type of design mini-mizes the area occupied by transportation facilities and buildings per person in addi-tion to minimizing energy and building material consumption.

6.2.3 Healthy, Liveable, Ecologically Responsive Neighborhoods.In those predominantly residential neighborhoods outside of commercial core areas,


53

promote ecologically responsive and aesthetically pleasing suburban designs that fos-ter a sense of community. Characteristics of these neighborhoods include a mix ofhousing types, clustered design, maximum vegetation retention, pedestrian-friendlydesign, common areas for recreation, minimal impervious areas and minimal energyand material consumption. Employ best practices3 in site design.

6.2.4 Environmentally Sensitive Flood Protection.Developed areas require flood protection measures to avoid risk of damage to peopleand property. All new development must be protected from 200-year flood throughconstruction of training berms, raised building elevations, setbacks and/or other meas-ures.4 Locate flood protection works outside of all significant areas of connected natu-ral riparian habitat to allow aggrading streams to meander. Refer also to the constraintson developing riparian areas outlined in Chapter 4.

6.2.5 Minimized Effects of Development on Stormwater Run-Off.Land development can affect both the quantity and quality of stormwater draining intostreams, lakes and wetlands. Mitigating the effects of development on runoff regimes(i.e. impacts from increased impervious area5 ) will help reduce the load of stormwaterpollutants, reduce soil erosion and protect the quality of local streams, lakes and wetlandsleading to higher quality fish and wildlife habitat.

6.2.6 Ecologically Appropriate Landscaping.Our Protected Areas Network is not the only means of maintaining healthy populationsof indigenous plant and animal life. Retaining, restoring and maintaining healthypopulations of indigenous vegetation and discouraging invasive species within devel-oped areas will provide important habitat features for use by local wildlife populations.This goal for landscaping is consistent with the provincial Naturescaping6 initiativewhich provides an approach to caring for wildlife habitat at home.

6.2.7 Low Levels of Noise, Odor and Light Pollution.The opportunity to spend a quiet evening gazing at the stars is one of the unique advan-tages of Whistler’s spectacular mountain environment. Upwards spraying light in theWhistler valley is therefore discouraged. Odors should also be effectively managed,using best management practices for odor control. Keeping Whistler’s light and noiselevels low may also lessen potential disturbance of local wildlife populations. Preserv-ing the natural ambience of our environment will help to maintain the high qualityresort experience that Whistler offers.


54

This key indicator provides a measure of the rate at which natural areas are being con-verted for human use and is, therefore, closely related to TNS System Condition No. 3.The long-term target for this indicator, by definition, must eventually be “0” or less.This indicator also shows progress towards the goal of No Net Habitat Loss.

6.2.8 High Visual Quality.High visual quality standards should be maintained with respect to major infrastruc-ture corridors, including power transmission lines, highways and utilities. Mitigate theimpacts, consider relocation or otherwise improve the visual quality of these workswhere possible.

6 . 3 I n d i c a t o r s a n d Ta r g e t sThe following diagram suggests indicators for assessing environmental performancerelated to developed areas.

1 Grey areas refers to one of three broad environmental land use categories: dark green (PANs); light green (recreationalgreenways) and grey (developed areas)2EIA is used generically here for all types of environmental assessments. In fact, depending on the type of application, applicantsin Whistler may currently be required to prepare an Initial Environmental Review, an Environmental Impact Statement and/or anEnvironmental Impact Assessment.3 For example, make use of the model development principles outlined in Consensus Agreement On Model Development Principlesto Protect Our Streams, Lakes and Wetlands, 1998, prepared by the Site Planning Roundtable, published by the Centre forWatershed Protection, Maryland, USA.4 The 200 year flood is a flood of such magnitude that the chance of it being equalled or exceeded in any given year is one in 200.5 Impervious cover is any surface in the urban landscape that cannot effectively absorb or infiltrate rainfall. Examples of suchsurfaces include buildings, roads and parking areas.6 Refer to Naturescape British Columbia. Native Plant and Animal Booklet, Georgia Basin. 1995. Susan Campbell. NaturescapeBritish Columbia and The Ministry of Environment, Lands and Parks.

Net Amount of RMOW Land Converted to Developed Land Uses(average % / year)

0 0.5 1 1.5 2 2.5 3 3.5 4Amount of land converted to urban uses (%)

�� Lower is better

Vail, Co

1986-92

Whistler

1995-990.64%

New Jersey

State1992-97

Blaine County

1982-92

Canada

ForestedAreas

CentralTexas

Oregon1982-94Oregon1982-94

CRD

Texas


55

6 . 4 Ta s k sThe tasks associated with developed areas address overall land development, specificurban runoff considerations, indigenous vegetation planting and other initiatives in-tended to maintain a high-quality built environment. In addition, tasks associated withPANs, recreational greenways, a sustainable transportation network and communityenergy management (Chapters 4, 5, 7 and 10) will significantly influence the extent,form, and character of Whistler’s developed areas.

The top three Chapter 6 tasks and their status are:1. Implement No Net Habitat Loss policy.

Planned. The WES provides an overall framework for an NNHL policy. The proposedpolicy will follow the PAN Strategy.

2. Prepare and implement an environmental Checklist for Development Approvals.This includes informing community stakeholders, RMOW staff and senior govern-ment of environmental requirements for land development and public projects. Thischecklist will further define Environmental Impact Assessment requirements.

Planned.

3. Prepare and implement a storm drainage management plan. This includes map-ping, analysis and construction. Coordinate plan with watershed management plans.

Planned. For 2003 – 2005 by the Public Works Division.

A comprehensive list of tasks recommended for demonstrating land use stewardshipin developed areas is provided in Part 5 of this document.

6.5 Key Linkages



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56


6 . 6 G u i d e l i n e s b y S t r a t e g i c G o a l s

6.2.1: No Net Habitat Loss1. Preliminary Development Tests for No Net Habitat Loss

This guideline is included for discussion only. For any major rezoning application,carry out an inventory of areas identified or likely to be identified as desirable PANsbased on the criteria outlined in the Chapter 4 guidelines. Determine the total areaof desirable PAN permitted to be cleared for all phases of a development or associ-ated infrastructure after rezoning.

a) Test 1, No Intrusion: The total permitted cleared area must not intrude into anydesirable PANs. Normal mitigative measures during construction and conform-ance with ecological design and the remainder of the Chapter 6 guidelines shouldbe applied.

b)Test 2, Minor Intrusion: Where the area permitted to be cleared for development

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57

is less than a total of 200 square metres of riparian (including alluvial forest) andor wetland complex areas and less than 500 square metres of old growth forest,critical habitat and or wildlife corridor, require significant mitigative measures(e.g. replanting utility corridors) and on-site compensation of similar ecologicalvalue (e.g. large, contiguous natural retention areas within the development).

c) Test 3, Major Intrusion: Where the area permitted to be cleared for development ismore than 200 square metres of combined riparian (including alluvial forest)and/or wetland complex areas, or more than 500 square metres of old growthforest, critical habitat or wildlife corridor, require (on-site or off-site) compensa-tion equal to or greater than twice the total permitted area to be cleared. Compen-sation areas must be of similar habitat type (or be capable of being restored tosimilar habitat) and of equal or greater functional value as determined by a quali-fied environmental consultant. Compensation areas must contain land that wasnot previously identified as desirable PAN.

6.2.2: Compact, Pedestrian-Oriented, Mixed-Use Design in Urban AreasThese guidelines refer to Whistler Village, Village North, Upper Village and WhistlerCreek. Refer to relevant design guidelines for each area.1. Give priority to non-automobile travel (i.e. regional and local transit, pedestrians,

cyclists, and other innovative mass transportation options) within urban areas.

2. Refer to energy efficiency measures (Chapter 10 guidelines).

6.2.3: Healthy, Liveable, Ecologically Responsive Neighborhoods1. Implement appropriate planning and development guidelines to encourage ecologi-

cally responsive, pedestrian-oriented design in all developments.

2. Encourage a mix of housing types within neighborhoods. Discourage large sprawl-ing areas of exclusively low-density, single-family developments. Allow ecologicallyresponsive pockets of single-family housing only. Ensure careful, site-specific clus-tering of buildings at time of subdivision to maximize natural retention areas andminimize impervious surfaces.

3. Encourage small-scale, compact, mixed commercial and residential nodes at Whis-tler Creek, Alpine Meadows and Function Junction that minimize the need for dailyneeds vehicle use in outlying areas.

4. Ensure that resident housing projects are located within 500 metres of public tran-sit stops.

5. Implement energy efficiency measures (refer to Chapter 10 guidelines) in buildingdesign and construction for new buildings and major building renovations.


58

6. Employ best environmental practices in land development wherever possible.2

6.2.4: Environmentally Sensitive Flood Protection1. RMOW flood protection measures will meet or exceed provincial requirements. This

includes adherence to the requirements of the Regional Water Manager of the Min-istry of Water, Land and Air Protection as exercised under Section 82 of the LandTitle Act (B.C.) and will generally require flood protection from the one in two hun-dred year interval flood.

2. Further development within the RMOW should not occur in flood-prone areas suchas floodplains or alluvial fans (as identified by the most recent Ministry of Land,Water and Air Protection Flood Plain Mapping) with the exception of residential,commercial, tourist accommodation and industrial areas already zoned for devel-oped areas use.

3. Costs of flood proofing for new projects are to be paid by the property owner or landdeveloper prior to subdivision approval.

4. Flood proofing should be designed to avoid riparian areas (i.e. training berms or fillset back a sufficient distance). Flood proofing construction should also consider Chap-ter 4 guidelines regarding PANs.

6.2.5: Minimal Effects of Development on Stormwater Runoff1. The quality of urban runoff should meet or exceed recognized standards relating to

water purity (refer to Approved and Working Criteria for Water Quality as publishedby Ministry of Environment, Lands and Parks, Water Management Branch March1989 and Urban Runoff Quality Control Guidelines for British Columbia as pub-lished by Waste Management Groups, British Columbia Research Corporation, June1992).

2. Encourage ditches with retention/detention facilities in accordance the Land Devel-opment Guidelines rather than storm sewers to direct and control runoff and flood-ing.9

3. Where possible, incorporate retention/detention facilities in accordance with theLand Development Guidelines into developed areas with the objective of bringingpost-development peak discharge levels to pre-development peak discharge levelsinto receiving watercourses.

4. Refer to Chapter 4 guidelines regarding streams, lakes, wetlands and riparian areas.

6.2.6: Ecologically Appropriate LandscapingThere are two main categories of planted areas within developed areas; natural reten-

No NetHabitat Lossis bestdescribed bythe sum of allguidelines inthis docu-ment labeledNNHL. NNHLrefers to thespread ofdevelopedareas.developedareas includeall areaszoned forresidential,commercial,industrialand touristaccommoda-tion uses,with theexception ofruralresource(RR) zonesand leisurezones (LP1).The conceptof NNHLadvises thatthere will be


59

tion areas and designed planting pockets.Natural retention areas are areas of predominantly native plants that may also containsome near native plants.1 They are generally low or no maintenance areas where natu-ral ecosystem characteristics are encouraged, for example downed woody debris, deadsnags, trees of various age classes, and a mix of species.

Designed planting pockets are relatively high-maintenance, ornamental planting areasthat should occur only in the Village and Whistler Creek, and on private properties.Designed planting pockets tend to be small, isolated clusters of vegetation.

Natural Retention Areas1. The extent of natural retention areas should be maximized throughout Whistler’s

developed areas.

2. Existing natural areas should be retained wherever possible rather than re-planting.

3. Planting should occur in natural retention areas only to supplement or restore natu-ral characteristics of the area.

4. Where planting occurs, it should conform with the RMOW’s Recommended NativeTree and Shrub Species for Restoration and Enhancement of Fish and Wildlife Habi-tat. Priority should be placed on native plant species over near native species, wheresuitable native plant stock is available.1 1 Planting and maintenance of natural reten-tion areas should consider the needs of local animal species. Choice of plants shouldalso match native ecosystem type (e.g. willows in riparian areas, moisture-lovingspecies in wet areas, etc.)

5. Tree and shrub species that act as hosts for Balsam Woolly aphid, White Pine BlisterRust and other harmful pests should not be planted.1

6. On public lands, the spread of known invasive, exotic species of plants (e.g. ScotchBroom) should be monitored. Where possible, aggressive work should be carriedout to eliminate invasive species before extensive spreading.

7. During development permit reviews, the development team and municipal staffshould look for ways to achieve as high a percentage of natural retention areas aspossible (compared with re-planting); encourage the planting of native species overexotic species where replanting occurs; and require non-invasive plant species.

8. On private lands, encourage native plant retention, native planting programs andthe reduction of exotic plant species through an education and awareness program.Consider incentives for property owners.

Natural Retention Areas should be reviewed every five years by an arborist or profes-sional forester with the objective of maintaining near natural characteristics of the area.Reviews should consider removal of fire hazard and disease trees; removal of danger

no decrease inthe total areaand ecologicalfunctioning ofareasidentified, orare likely to beidentified, asdesirable PANLevel 1 or 2.These naturalareas aredescribed inmore detail inChapter 4 butgenerallyincludestreams,lakes, riparianareas, wetlandcomplexes, oldgrowth forests,critical habitatand wildlifecorridors.Wheredamage todesirable PAN1 or PAN 2areas ispermitted toallow fordevelopedareas,mitigation andcompensa-tion1


60

trees; deliberate maintenance or creation of wildlife trees and other wildlife compo-nents (e.g. dead logs); and where plants are removed, replacement with plants fromRMOW recommended list. The above guidelines may be revised if a forest fuel assess-ment reveals a significant fire hazard. Herbicides and pesticides are strongly discour-aged from natural retention areas.

Designed Planting Pockets1. Pockets should only occur in the Whistler Village, Upper Village, Whistler Creek

and on private properties.

2. Pockets may contain native and non-native species.

3. Pockets should avoid invasive plant species.4. Designers should maximize the percentage of native plants (see RMOW recom-

mended list) to improve their authenticity while retaining the aesthetic appeal of theplanting pockets. Interpretive signage is encouraged to accompany native species inhighly visible areas.

5. Designed planting pockets should be isolated from natural retention areas.

6. Use Douglas Fir Bark mulch instead of Cedar Bark mulch, as the latter may producetoxic leachate.

7. Refer to soils guidelines (see RMOW Parks Department).

8. Herbicides should be applied only when other methods such as plant selection andmechanical methods can be proven to be not viable.

9. Pesticides should not be used.

6.2.7: Low Levels of Noise, Odor and Light Pollution1. Limit the use of upwards spraying light to allow undisturbed view of the night skies.

2. Implement measures such as street side planting to reduce the level of traffic noisearound residential and natural areas.

3. Use standard odor testing techniques for assessing unacceptable levels of odor.

6.2.8: High Visual QualityRefer to the Whistler Comprehensive Development Plan.

1 See Chapter 4 guidelines for mitigation and compensation guidelines.2 Numerous publications are available for guidance, in this regard. For a good recent summary, refer to Better Site Design: AHandbook for Changing Development Rules in Your Community. August 1998. Centre for Watershed Protection9 Land Development Guidelines for the Protection of Aquatic Habitat. 1992. Chillibeck, Barry. Ministry of Environment, Lands andParks, Department of Fisheries and Oceans.10 See Native Plant Materials List (RMOW Parks – Horticulture).11 The recommended list identifies typical natural and near natural species.12 See RMOW recommended list.


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PART THREE

ENVIRONMENTAL STEWARDSHIP FOR INFRASTRUCTURESYSTEMS

While Part Two concerns the interconnectedness of ecological systems and land useplanning, Part Three considers the interconnectedness of Whistler’s infrastructure sys-tems. These systems include public facilities and services. Components of Whistler’sinfrastructure can be considered as a connected system, whether it be energy savingsrelated to water conservation or the impact of transportation on air quality. Managingthese systems separately can often lead to inefficient operation and actions, reflectiveof conflicting or unclear goals.

An effective, functional transportation system is essential to the resort community.However, our current transportation system uses considerable areas of land, consumelarge amounts of fossil fuels and produce large amounts of gases and other pollutants.Chapter 7 outlines a strategic direction to help us move people around effectively whileminimizing impacts on energy, land and water resources.

Chapter 8 addresses our combined water supply and wastewater system. Combiningthe two clarifies the benefits of certain initiatives; i.e., water conservation measures willalso reduce wastewater volumes and collection costs. The efficient use of fresh waterresources to continue the provision of high quality drinking water will be a key focus.This chapter also outlines the various steps we must take to reduce the negative im-pacts of water consumption and wastewater discharge on the local environment.

Chapter 9 addresses materials and solid waste management. This includes manage-ment of landfill disposal as well as initiatives to refuse, reduce, reuse and recycle.Chapter 10 introduces the concept of community energy management to Whistler. Itoutlines a strategy for improving energy management through conservation, efficiency,shifting towards renewable energy and maintaining excellent air quality in the Whis-tler valley.


62

CHAPTER 7BUILDING A MORE ENVIRONMENTALLY SUSTAINABLETRANSPORTATION NETWORK

7.1 Introduction

Transporting people effectively to, from and around Whistler is fundamental to oursuccess as a resort community. However, an expanding transportation system is usingincreasing amounts of fossil fuels, metals and land, and emitting growing amounts oftoxic substances—contradicting System Conditions 1, 2 & 3 of The Natural Step.

Growth in travel demand by visitors and residents has mirrored the overall growth ofthe resort community. For example, from 1991 to 1997, traffic volumes on Highway 99have increased from 10,427 to 14,866 vehicles per day, an average increase of 8.3 per-cent per year1 . If this trend were to continue, highway traffic volumes through Whistlerwould double every nine years.

Since 1995, the Transportation Advisory Group(TAG), a local stakeholder group, has been work-ing towards innovative transportation solutions.TAG recognizes that a continuation of pastgrowth trends would lead to increases in trafficvolume and demands for expanded roads andparking that would negatively affect the qualityof life for Whistler residents and harm the qual-ity of the Whistler Experience. TAG’s 1999Whistler Comprehensive Transportation Strat-egy sets out a progressive approach to transpor-tation. Its focus is to maintain the Whistler Ex-

perience and encourage a gradual shift away from private automobile use, particularlysingle-occupant vehicles. Public transit, carpooling and the extensive Valley Trail net-work are good examples of methods to reduce private automobile use. Whistler Transit,in particular, reached a record-breaking annual ridership of approximately 2.27 millionfor the 2000/01 season (see inset)—a number that rivals those of B.C.’s cities.

Whistler’s projected growth means that more progressive transportation solutions mustcontinue to be developed for Whistler’s quality of life for residents, the quality of expe-rience for visitors and health of the environment.

Total Passengers

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

1991

1992

1993

1994

1995

1996/9

7

1997/9

8

1998/9

9

1999/2

000

2000/0

1

Total Passengers

Figure 6. RMOW


63

Environmental impacts associated with the expanding transportation system includeroads and parking lots over large areas of land and degrading local ecosystems. Roadcrossings at watercourses can create impassable barriers for fish and other organisms.Vehicles use large amounts of non-renewable resources and energy.2 Automobiles pro-duce considerable amounts of pollution and greenhouse gases3 , thereby causing dete-rioration of air quality. These trends lend a sense of urgency to our continued imple-mentation of more environmentally progressive transportation solutions.

In the future, more people will want to travel to and around Whistler. Private automo-bile use will continue to be a reality. Providing alternatives and encouraging people touse them will be essential. Our challenge is to move more people, more effectively, witha more efficient and well-adapted use of land and resources.

7. 2 S t r a t e g i c G o a l sMaking our transportation system more environmentally sustainable is inextricablylinked to the alternatives available to us and to the choices we make. For example, manypeople choose to use private automobiles, which are the least energy efficient form oftransportation, the most polluting and require the highest amount of paved surface ona per capita basis1 . Hidden costs such as the actual construction and maintenance costsof free parking, are passed on to taxpayers, whether they drive a car or not.2 On theother hand, land use choices such as the mixed-use, pedestrian-oriented Whistler Vil-lage, accessible and affordable transit and local resident housing serve as good exam-ples of how to minimize both the number of automobile trips and the amount of pavedsurface area per capita.

Transportation is also an interconnected regional and local issue. This underscores theimportance of working with regional and provincial transportation partners towardsprogressive solutions. Moving towards more environmentally sustainable transporta-tion solutions for the Howe Sound corridor is one of the most important environmen-tal sustainability challenges facing Whistler.

These numbers indicate average annual daily traffic 0.2 km north of Whistler Creek on Highway 99. Refer also to the WhistlerComprehensive Transportation Strategy. Summary Report - December 1998. For more details refer to Whistler ComprehensiveTransportation Strategy Phase 2 Report. September 1998. By EcoSign Mountain Resort Planners Ltd. and Reid Crowther Consult-ing Engineers.2 An average automobile uses over 1400 kilograms of steel, iron, plastics, fluids, rubber, aluminium, copper, zinc and othermaterials (as described in Transportation Demand Management — a policy challenge. August 1994. K. Morgan MacRae.Canadian Energy Research Institute, Calgary, AB). Automobiles also consume large amounts of fossil fuels.3 Exhaust from automobiles includes nitrogen oxides, carbon monoxide, carbon dioxide, sulphur dioxide, ozone, microscopicparticles and other harmful substances. In addition to potential local health effects like respiratory problems when concentrationsare high, some of these gases (greenhouse gases) contribute to global climate change


64

Globally, we are challenged to contribute to the Canadian Government and Federationof Canadian Municipalities (FCM) initiative to reduce greenhouse gas emissions in re-sponse to international commitments made at Kyoto in 1997.3 Locally, we are chal-lenged to mitigate the impact of our transportation system on Whistler’s ecosystems.As a world-class resort community, we must look beyond traditional North Americansolutions to other transportation models that demonstrate environmental leadershipand innovation.

A comprehensive encompassing approach toward transportation, land use and recrea-tional facilities is a fundamental part of planning for more environmentally sustainabletransportation. Transportation Demand Management will also be an integral part of asuccessful strategy. TDM involves the implementation of a wide variety of measures toreduce the number of vehicle-kilometres travelled and traffic congestion in order tomake more efficient use of existing transportation infrastructure. TDM measures caninclude improving public transit, minimizing trips through land use planning, facilitat-ing public learning, promoting telecommuting, reforming parking, creating alternativework and recreation schedules and increasing the number of people per automobile.

The Whistler Comprehensive Transportation Strategy provides a master plan for imple-menting progressive transportation solutions over the next 12 years. The six transporta-tion strategy goals for Whistler are:

1. Integration of transportation system plans with land use and recreation facilityplanning to accommodate growth.

2. Reflection and enhancement of Whistler’s unique natural and urban designfeatures.

3. Provision for the needs of all user types and contribution to the quality of lifein Whistler.

4. Provision of efficient, multi-modal access for inter- and intra- municipaltravel, as well as inter-regional travel, including attractive alternative modes tosingle occupancy vehicles.

5. Cost effective and safe for all users and all modes of travel.

6. Minimized environmental impact.1

The strategic goals, indicators, tasks and guidelines presented in this chapter reinforceand complement the environmental considerations of the comprehensive transporta-tion strategy.

1 See Resort Municipality of Whistler Comprehensive Transportation Strategy Summary Report, December 1998.


65

7.2.1 Minimal Impacts by Transportation Infrastructure on Local Ecosystems.This goal is closely connected with the direction of establishing and maintaining aProtected Areas Network and the Chapter 6 strategic goal of no net habitat loss. First,the area of natural habitat occupied by new transportation facilities must be minimizedand, wherever possible, damage to special ecosystems (described in Chapter 4) must beavoided. Second, where transportation projects intrude into the desirable Protected AreasNetwork, compensation in accordance with Chapter 4 guidelines must be provided.Third, where new transportation infrastructure is developed, the localized damage shouldbe minimized by following strict environmental guidelines for construction.

7.2.2 Minimal Energy Consumption and Air Emissions.This goal dictates that we minimize energy consumption and emissions associatedwith transportation to, from and around Whistler. This means that transportation in-frastructure supply and associated choices should be shifted away from private auto-mobile use, especially the single occupants vehicle, toward more energy efficient formsof transportation. Transportation demand management and innovative, energy efficienttechnologies must be encouraged.

7.2.3 A Transportation Network consistent with the Whistler Experience.The Whistler transportation system should be designed, constructed and maintainedat a standard in keeping with the world-class character of our resort community. Expan-sive parking lots, wide roads and large cuts and embankments are not generally con-sistent with this standard and should therefore be avoided. Improving our already ex-cellent public transit system and implementing pedestrian-oriented resort design andland use planning throughout the valley are high priorities.

7.3 Indicators and TargetsAn analysis of transportation data and trends was completed as part of the comprehen-sive transportation strategy. In addition, the following environmental indicators shownin the diagrams below are suggested to build upon and complement the transportationstrategy indicators.

The indicator below shows that Whistler’s local transportation and land use patternsallow relatively easy access to more environmentally sustainable forms of transporta-tion. Continuation of transit and commuter trail improvements will help move Whis-tler towards its 100 percent target.


66

The skier modal shift indicator below shows that a relatively low percentage of skiersand boarders access Whistler and Blackcomb by means other than private automobiles.A full range of transportation demand management initiatives will help to move Whis-tler towards its modal shift target.

7.4 TasksThis section summarizes key tasks for building an environmentally sustainable trans-portation network. It should be read in conjunction with the comprehensive transpor-tation strategy and Section 7.5 of this chapter.

Transportation tasks are listed in the comprehensive transportation strategy as plans,programs and policies. They include programs in the categories of communication andmonitoring; land use plans and policies; Whistler Transit system; transportation de-mand management; bicycle and pedestrian networks and end-of-trip facilities; parkingsupply management; Whistler road system; regional road system; traffic operations;other regional transportation improvements; lift systems; mountain operations; andfiscal impacts.

Dwellings that are Within Walking Distance of aTransit Stop or Valley Trails (% of total)

0 10 20 30 40 50 60 70 80 90 100Dwellings that are Within Walking Distance ofTransit or Valley Trails (% of total)Higher is better �� Capital

RegionalDistr ict

-Transi t

Whistler93%

Transi tStops

Portland, OR-Transi t

CanadianAverage-Transi t

TARGET

Whistler100%

Sun

Peaks-Serv ices

Whistler81%

Val leyTrails

Whistler97%Transi t or

Trails

Skier Modal Shift (% of auto-users vs.non-auto-users)

0 10 20 30 40 50 60 70 80 90 100Auto-users vs. Non-auto Users (%)�� Lower is better

UBCWhistler60%

SFU

U ofVictoria1999

Vancouver1992

Vancouver2021

WhistlerTarget45%

U ofWashington

Boulder,CO


67

The top three Chapter 7 tasks and their status are:1. Implement Transportation Demand Management Measures including Employee

Trip Reduction, education and awareness (e.g., Go Green, Clean Air Day, marketingof tour packages), cycling facilities and regional carpooling.

In Progress. Numerous TDM initiatives are underway, including Employee Trip Re-duction programs, Van Pooling and other education and awareness programs.

2. Implement and coordinate a parking supply policy as a Transportation DemandManagement initiative.

Planned.3. Develop enhanced intercity travel options including a transportation centre or hub

for regional and local carriers.

In Progress. A successful transit expansion is operational for Pemberton and Mt. Cur-rie and the Whistler-Squamish link is being explored.

A comprehensive list of tasks recommended for building a more environmentally sus-tainable transportation network is provided in Part 5 of this document.

7.5 Key LinkagesThe key linkages listed here describe the ways in which other WES directions help tobuild an environmentally sustainable transportation network.

SNOITCERIDDETALER SKNILYEK


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nitluserlliwsnoisividbusderetsulcdnangisedesu-dexim,tcapmoC.atipacrepsecafrusdevapsseldnaesutisnarterom,spirtelcihevssel

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pihsredaeletartsnomednacsmargorpnoitcuderpirteeyolpmeWOMR.ytinummoctroserehtni


68


7.6 Guidelines by Strategic Goals7.2.1: Minimal Impacts by Transportation Infrastructure on Local Ecosystems

1. All private and public transportation projects are subject to the Chapter 4 guidelinesfor Protected Areas Networks.

2. All private and public transportation projects are subject to Chapter 6 guidelines forNo Net Habitat Loss.

3. Integrate public transportation facilities into Developed Areas as described in Chap-ter 6 (Strategic Goals 6.2.2 and 6.2.3).

4. Provide storm water retention facilities in accordance with the Land DevelopmentGuidelines for all new infrastructure projects including parking lots and roads.

5. Monitor on-site parking needs according to zoning type. Provide parking for newprojects in accordance with future needs assuming aggressive TDM measures havebeen implemented. New parking supply should not exceed requirements. Set mini-mum and maximum parking stall requirements.

6. For existing parking facilities, where all parking stalls are not being used and are notlikely to be fully used in the long term, reduce the required number of stalls. Allowactual reduction of stalls in accordance with reduced requirements.

7. Encourage road connections (loops) with traffic calming between subdivisions for


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GATsahcus


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.)metsys


eblliwsmargorpnoitcuderpirteeyolpmefonoitatnemelpmissenisuB.reltsihWrofMDTlufsseccusotlacitirc

,reltsihWuaetahCtnomriaF,bmockcalB/reltsihW.g.e(srentrapssenisuBayalpnac)reltsihWmsiruoT,troseRreltsihWatleD,seitreporPredwoP

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51retpahChcraeseR&noitacudE

yllatnemnorivneegaruocnelliwsmargorpssenerawadnanoitacudE.srotisivdnastnediserybseciohcnoitatropsnartelbaniatsus


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evisneherpmoceromahtiwstluserretaergneht,yllaitinistluser.egakcapnoitatropsnart


69

transit where not constrained by the above guidelines, in addition to Chapter 4 and6 guidelines.

8. Prepare and implement project-specific environmental guidelines for private andpublic transportation projects prior to commencing construction. Project specificguidelines must address all applicable WES guidelines and the Land DevelopmentGuidelines.

9. Promote traffic calming for neighbourhoods where resident support is clear andsubstantial.

7.2.2: Minimal Energy Consumption and Air Emissions.1. Promote alternatives to automobile dependence as a priority. Automobile depend-

ence can be defined as the necessity for individuals, whether residents or visitors, touse a private automobile to move to, from and within Whistler due to both the lackof suitable alternatives and the form and character of land use.

2. Public expenditures on all new, public transportation projects should encourage tran-sit or alternatives to the private automobile or cater to future private vehicle de-mands assuming aggressive TDM measures have been implemented.

3. Comprehensive education and promotion of TDM measures1 must accompany TDMimplementation and should include measures to raise the level of awareness of sus-tainable transportation choices with visitors and residents, encourage a shift in life-style and behaviour toward transportation choices with lowest environmental im-pact, and identify economic benefits and opportunities of environmentally sustain-able transportation.

4. TDM measures should be implemented as a complete set or series of interrelatedsolutions. TDM implementation should involve a group of partners including localbusinesses, local community groups, utility companies and others.

5. Encourage local businesses to adapt Employee Trip Reduction programs includingrideshare programs, transit passes, cycling facilities, staggered work hours, home-based work and telecommuting.

6. Actively seek senior government and external agency technical support and fundingfor TDM initiatives (e.g. Federation of Canadian Municipalities’ 20 percent Club).

7. Include a TDM strategy in the design, construction and operations of major newbuildings and gathering facilities, including at least the following:

- a) End-of-trip facilities for cycling and walking (e.g. showers, changing and storagefacilities);

b)employee trip reduction programs;

c) parking supply management (e.g. quantity and cost) to encourage alternative trans-


70

portation choices.

8. Treat high-speed road services within Whistler as a low priority, recognizing thatoptimum fuel efficiency occurs between 55 and 70 kilometres per hour.

9. Restrict additional parking supply in Whistler Village and Village North.

10. Improve public transportation through a comprehensive set of programs intendedto reduce automobile dependency including initiatives such as increased frequencyof service; increased service options (e.g. small shuttles for low-traffic, low-densityneighbourhoods and high capacity; frequent bus service along Highway 99 corri-dor); increased range of service such that as many homes and businesses as possibleare within 500 metres of transit routes; and financial incentives for transit riders.2

11. Encourage leading edge technological innovation in fuel efficiency for transit vehi-cles and municipal fleet.

12. Consider full cost accounting with transportation choices. Some of the costs associ-ated with automobile-based transportation include road and parking lot construc-tion and maintenance; policing and emergency response to traffic accidents; loss ofproductive land; water pollution; air pollution and associated health impacts; andvehicle purchase, fuel, repairs and insurance.

7.2.3: A Transportation Network consistent with the Whistler Experience1. Emphasize pedestrian and public transit modes of travel (as opposed to the private

automobile) as an essential part of the Whistler Experience when describing andpromoting the Whistler Experience to residents and visitors.

2. Continue to provide excellent walking and cycling routes. Consider pedestrian ac-cess in the design of all public transportation facilities.

3. As a high priority, integrate alternative transportation opportunities with all resortdesign initiatives.

4. Minimize large earth movement associated with transportation projects.

5. Encourage innovative alternatives to the private automobile befitting a world-classresort community.

1 Transportation Demand Management is the implementation of a wide variety of measures to reduce the number of vehicle-kilometres travelled and traffic congestion in order to make more efficient use of existing transportation infrastructure.2 Financial incentives could include transit subsidies by employers in return for less required parking or transit passes included withAmbassador passes, etc. While this may, on the surface, appear to be an unfair subsidy for transit users, once comparative costs(including social and environmental costs) of transit versus automobile-based solutions are considered, this can be seen as eveningout the playing field.


71

CHAPTER 8ACHIEVING EXCELLENCE IN WATER SUPPLY ANDWASTEWATER MANAGEMENT

8 .1 I n t r o d u c t i o nWhistler’s seasonably moist climate and valley setting provides the resort communitywith several water supply options. A number of streams and underground aquifers arecurrently used as water supply sources. However, all sources require protective meas-ures to help ensure a long-term dependable supply. An extensive waterworks system isalso required to deliver water for residential, commercial, industrial, recreational, irri-gation and fire-fighting purposes. About 95 percent of wastewater in Whistler is col-lected by the municipal wastewater system and treated at the municipality’s advancedwastewater treatment plant. After treatment the water is discharged into the Cheaka-mus River. The collection and treatment of wastewater is an essential part of Whistler’scommitment to protecting the biological health of local and regional watercourses.

As Whistler grows, we will be continually challenged to deliver high-quality drinkingwater. Our drinking water generally exceeds Canadian drinking water quality guide-lines.1 This means that these guidelines are met for more than 80 water quality param-eters. Continuing to meet or exceed these guidelines in the long run will require protec-tion of existing and future water sources. We must carefully monitor and manage thethreats to water quality (both biological and chemical2 ), particularly in the 21 Mile Creekwatershed from which we draw about 80 percent of our total community water supply.An increased risk of contamination of 21 Mile Creek resulting from heavy recreationaluse may dictate an increased emphasis on groundwater supply for the future.

Satisfying the growing demand for water will also be a challenge. At the current rate,water diversion through stream intakes and groundwater wells do not appear to becausing significant negative environmental impacts. However, System condition 3 andthe applicable precautionary principle advise planning for less water diversion per capitarather than more in the future. By using less water per person, we can help ensure thesustained quantity of our drinking water sources, while also reducing water supplysystem costs and wastewater volumes, leading to improved system efficiency.3

Whistler’s Wastewater Management Plan, prepared with extensive public consultation,identifies long-term plans for the community.4 It focuses on treatment plant upgradesand collection from areas currently not serviced by sewer mains. There are also provi-sions for the wastewater three Rs of reduce, reuse and recycle. We will continue to


72

emphasize protection of the natural biological processes of the Cheakamus River. Thebiological health of the Cheakamus River and the associated wastewater treatment re-quirements will continue to be closely monitored.

Wastewater from the west side of Alta Lake is either collected in holding tanks andtrucked to the wastewater treatment plant or is treated with septic fields. Septic fieldscan potentially leach contaminants and excessive amounts of nutrients into groundwaterreserves and into Alta Lake. While tests conducted to date have not detected any ad-verse impacts, some risk exists—the precautionary principle advises us to connect theseareas to the municipal sewer mains.

8.2 Strategic GoalsConventional methods of water supply and wastewater disposal have focused on theinfrastructure necessary to satisfy respective demands for water use and wastewatercollection and treatment. A more innovative approach, leading to a more effective andefficient system, prescribes a reduction in the amount of water consumed, thereby re-ducing the amount of wastewater produced.

8.2.1 Sustainable Water Consumption Levels.Avoiding systematic increases in degradation of local aquatic systems is required tomeet System Condition 3. Reducing water consumption can reduce the amount of dis-ruption to natural stream and groundwater flows, reduce the volume of treated effluentdischarged to the Cheakamus River, and reduce construction and operating costs forthe water supply and wastewater systems.

8.2.2 A Dependable Quantity of Water Supply.Hot, dry weather, sediment-laden streams and high-water demands challenge watersystem operators with limits to the volume and quality of water needed for communityuses. In addition, some older infrastructure components will require system upgrades.We must improve operating efficiency and effectiveness to reduce the risk of watershortages. This goal leads us to continue to be proactive and minimize the risks ofwater shortages.

8.2.3 Excellent Raw Water Quality.We will continue to provide drinking water to residents and visitors of a quality exceed-ing Canadian Drinking Water Guidelines, thereby adding to the overall quality of life inWhistler. The emphasis here is placed on protecting our raw or untreated drinkingwater sources (e.g., surface streams and groundwater aquifers) to minimize treatmentrequirements. This implies that our water sources must be protected from potential


73

risks to water quality. (Also refer to strategic goals 3.2.1 and 4.2.1.)

8.2.4 Healthy Downstream Aquatic Environments.This goal has two main focuses. First, to keep wastewater nutrient and contaminantdischarge levels within the assimilative capacity of the receiving waters. Ongoing moni-toring of river and lake health will be required to ascertain progress towards this strate-gic goal. Second, extend wastewater collection to the remaining unserviced areas ofWhistler.5

8.3 Indicators, Targets and TriggersThe following diagrams present indicators for measuring environmental performancein water supply and wastewater management.

Average Potable Water Consumption (l/person/day)

0 100 200 300 400 500 600 700Average Potable

Water Consumption(l/person/day)


AspenResidential344

VancouverHealthy

House 212

CRD

295

VancouverResidential

315

Boulder,CO 713

BCResidential

531

VailResidential +Commercial466

SteamboatSpringsTotal794

WhistlerTotal (2000)

531

WhistlerResidential340 (1998)

Sun PeaksResidential

+Hotel225

AspenCommercial195

WhistlerTourist

Accomm.

431 (1998)

Target:Whistler

Total425

1 See Guidelines for Canadian Drinking Water Quality. Fifth Edition. 1993. Prepared by the Federal-Provincial Advisory Commit-tee on Environmental and Occupational Health. Ministry of National Health and Welfare.2 Threats to water quality can be broadly classified as ‘biological and chemical/physical. Biological threats can include bacteria(e.g. coliform bacteria) and viruses (e.g. Giardia and Cryptosporidium). Chemical and physical threats include such parametersas: turbidity (lack of clarity); Total Hardness; pH; Nitrogen; Sulphate and metals such as Aluminium; Lead; Magnesium; and Iron.3 Use per person, in this case applies to both maximum day demand and average annual demand. Much of the water andwastewater infrastructure is sized to accommodate maximum day demand. However, other considerations, such as power require-ments, are more closely related to average annual demands. Water conservation measures can reduce both maximum daydemand and average annual demand.4 1993 Whistler Wastewater Management Plan.5 Assimilation refers to the ability of the receiving environment (e.g. river system) to break down or process the nutrients and othercontaminants without causing excessive stress on the naturally occurring organisms of the receiving environment.


74

8.4 TasksThe tasks for maintaining excellence in water supply and wastewater management aregenerally categorized into water supply, water distribution, water storage, wastewatercollection and wastewater treatment.

The top three Chapter 8 tasks and their status are:1. Implement a Water Conservation Strategy to address reduction, reuse and recovery

potential, water metering, volume-based pricing and other initiatives.

In Progress. Initial review of baseline data and study of water conservation options willlead to implementation of prioritized water reduction initiatives late in 2002.

2. Extend wastewater collection to Emerald Estates and the west side of Alta Lake.

In Progress. Extensive wastewater collection expansions for Emerald Estates will be com-pleted in late 2002. Expansion of wastewater collection is planned for the west sideof Alta Lake for 2003/2004.

3. Perform an assessment of the quality and quantity of Whistler Valley groundwatersources.....

In Progress. A draft report, by Kerr Wood Leidel, assessing groundwater sources hasbeen received and will be finalized in 2002.

A comprehensive list of tasks recommended for achieving excellence in water supplyand wastewater management is provided in Part 5 of this document.

Compliance with WWTP discharge characteristics (% of sampled

days* per year that WWTP is in compliance)

*Not all water quality parameters are monitored daily. This measure represents the number of days the WWTP was in

compliance on the required sampling days as a percentage of the number of days per year.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% of sampled days per year that the WWTP is in compliance with theOperational Certificate discharge characteristics

Higher is better��

WhistlerTarget:

100%

2000 Whistlercompliance:

92%

1999 Whistlercompliance:

96%

Prince

George:TBD

GVRD (Lulu

WWTP) 2000compliance:

100%

GVRD (AnnacisWWTP) 2000

compliance: 99%

Salmon

Arm:98%


75

8.5 Key LinkagesThe key linkages listed here describe the ways in which other WES directions help tomaintain excellence in water supply and wastewater management.


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76

8.6 Guidelines by Strategic Goals

8.2.1: Improved Water ConservationA comprehensive water conservation strategy is identified as an important task forreaching excellence in water supply and wastewater management. The following guide-lines provide initial direction for completion of this task.1 In addition, as part of thistask, a review will be carried out of the technical and financial feasibility of meetingeach of these guidelines. These guidelines will then be revised accordingly.1. Consider water conservation policies/regulations.

a) Water efficiency measures for new and retrofit buildings by means of revisedbuilding and plumbing codes (provincial legislation) and revised RMOW build-ing bylaw (e.g. recommendation of low-flush toilets).

b) Low maintenance and natural landscaping for all new public and private projectsoutside the village and Whistler Creek.

c) Outdoor water use restrictions for public and private use during the dry summermonths.

d) Water metering in all new buildings.

2. Consider financial incentives for water conservation.

a) Financial incentives to install efficient devices.

b) Volume-based, revenue-neutral water pricing approach (phase in water meteringin all buildings, also consider financial incentives to implement meters).

c) Surcharges linking wastewater collection and treatment costs with water use.3. Consider improvements to operations and maintenance efficiency such as:

a) Implementation of efficient irrigation systems in public and private projects (e.g.moisture and precipitation monitoring devices, automatic controls and drip irri-gation).

b)Consider landscaping design including contouring, trenching and soil moistureretention.

c) Consider alternate water sources for irrigation including grey water, private watersystems and implement rainwater and urban runoff reclamation systems, wherepossible.

d)Establish a recognized priority of water use: fire flow and domestic, base irriga-tion (for survival of species), extra irrigation for additional greening.

e) Where possible, implement water pressure reduction.

4. Consider communication and education programs such as competitions, awardsand recognition programs; demonstration sites and projects that highlight innova-


77

tions; brochures, newsletters and bulletins; how to manuals; and school programsand activities.

8.2.2: A Dependable Quantity of Water Supply1. In concert with water conservation measures, continue to implement selected wa-

ter system supply storage and distribution improvements.

2. Require future water system improvements to meet the following criteria:a) Provide only the water supply necessary to satisfy reduced per capita

demand projections (including fire flows) resulting from comprehensive waterconservation measures.

b) Satisfy Fire Underwriters Survey of Canada criteria for fire fighting purposes.

c) Anticipate future shortages of safe water supply from surface sources such as21 Mile Creek by focusing on minimizing surface water contamination risks

d)long-term development of groundwater sources.

3. Continue to follow a developer-pay approach for new, neighbourhood water distri-bution and storage components.

8.2.3: Excellent Raw Water Quality1. Optimize chlorine use in water supply treatment to ensure quality control with mini-

mum possible concentration.

2. Carefully manage land use and recreational activities in community watersheds.Through design, guide hikers and campers away from streams and lakes that arealso water supply sources to minimize the risk of contamination. (See also Chapter4 and 5 guidelines).

3. Identify and protect potential and existing valley groundwater sources.

4. Exceed water quality parameters as required by the Canadian Drinking Water Guide-lines for all existing water supply sources and implement improvements as required.

5. Promote excellent Whistler water as a part of the Whistler Experience.

8.2.4: Healthy Downstream Aquatic Environments1. Continue to follow a developer-pay approach for new neighbourhood wastewater

collection and pumping components.2. With respect to nutrients discharged to the Cheakamus River:

a) Continue to optimize operational efficiency of the advanced wastewater treatmentplant for removal of nutrients and contaminants.

b)Optimize biosolids (sludge) reuse as fertilize to divert nutrients in a diffuse man-


78

ner and emphasize diversion of nutrients away from sensitive streams.

c) Continue to closely monitor the effluent characteristics of the wastewater treat-ment plant and the downstream impacts on nutrient levels and Cheakamus Riverbiology and adjust treatment efforts as necessary.

d)Work closely with downstream partners (see Section 8.5).

3. Minimize the risk of groundwater contamination from septic fields.

a) Meet or exceed all Ministry of Health requirements for septic fields.

b)Provide wastewater collection service to Emerald Estates.

c) Provide wastewater collection service to the west side of Alta Lake.

d)Follow a preventative, pro-active approach to upgrading aging wastewater systemcomponents (e.g. pump stations) as required.

4. Minimize environmental risk associated with aging wastewater system components.Follow a preventative, pro-active approach to upgrading aging wastewater systemcomponents such as pump stations and sewers. Where possible, provide back-uppower supply for pump stations.2

1 These guidelines in this section are based largely on the publication: A Water Conservation Strategy for British Columbia.September 1998. Water Conservation Strategy Working Group. Water Management Branch, Ministry of Environment, Lands andParks.2 Note that numerous other operational guidelines could be mentioned here, but are not. The operational guidelines are mentioneddue to their importance for reducing the risk of spills and environmental contamination.1 Note that numerous other operational guidelines could be mentioned here, but are not. The operational guidelines are mentioneddue to their importance for reducing the risk of spills and environmental contamination.


79

CHAPTER 9IMPROVING MATERIALS AND SOLID WASTE MANAGEMENT

9 .1 I n t r o d u c t i o nWhistler’s residents and visitors use a considerable amount of material, resulting inlarge volumes of solid waste—about 45,000 cubic metres of commercial/domestic wasteand another 30,000 cubic metres of land clearing/construction waste are producedevery year.

System Condition 2 advises that nature should not be subject to systematically increas-ing concentration of substances produced by society. Much of what ends up in thelandfill does not easily break down in nature, In particular, substances like plastics andnylon, thereby increasing its concentration.

A number of steps have already been taken to reduce solid waste volumes. In 2002,Whistler, along with neighboring communities of Pemberton and Squamish, met theprovincial waste reduction target—where per capita waste volumes in Whistler in 2002were approximately 50 percent of 1990 volumes.1

Actions to reduce waste at the landfill include reduce, reuse and recycle. We can alsoadd a fourth R: refuse. By looking upstream at our materials flow, focusing on reducingour consumption of goods by refusing to purchase excess goods (or goods with exces-sive packaging), is a top priority.

Solid waste tipping fees at the landfill encourage reduction of waste volumes. A collec-tion facility for recyclable and returnable bottles at the Nester’s compactor site and thenew Function Junction Reuse It and Recycling Centre provide ever-expanding opportu-nities for reuse and recycling of materials. In addition, recreation sites on Whistler andBlackcomb Mountains as well as at parks and public places in the village now offerreceptacles for recyclables.

Even with current initiatives in place and the expected decline in the amount of con-struction waste as we approach build out, the total annual solid waste volume is ex-pected to increase from its 1998 level of 75,000 cubic metres to approximately 80,000cubic metres by the year 2010. Additional strategies are necessary to manage waste thatdoes make it to the landfill. Managing material neither reused nor recycled is impor-tant to respond to System Condition 3—prevention of degradation of nature by physical


80

means. For example, landfill management must contend with protecting local streamsand groundwater aquifers from leachate, as well as isolating waste from scavengingblack bears.2

Leachate is now collected from the landfill and treated at Whistler’s Wastewater Treat-ment Plant. These new sections, or cells, of the landfill are complete with a state-of-the-art leachate collection facility.

A Black Bear Management Plan, prepared under the guidance of the multi-stakeholderBlack Bear Task Team, has lead to a number of progressive accomplishments. The land-fill is effectively isolated from black bears, bear proof garbage/recycling containers havebeen installed throughout Whistler, and a public education program has led to a muchgreater awareness of issues associated with waste and black bear/human interaction.

Hazardous biomedical and special wastes violate System Condition 2 when they accu-mulate in nature.3 Paints, solvents, poisons, toxins, infectious wastes, flammables andother compounds warrant particular attention and require special disposal techniquesand separate from the general waste stream, in accordance with provincial governmentregulations.

We must also address litter problems in the community. To maintain the Whistler Expe-rience and to reduce the impact of litter on local ecosystems, we must continue to cleanup the litter throughout the valley. Our challenge in improving solid waste manage-ment is to reduce the volume of consumption and solid waste produced and shift to-wards materials that are more readily broken down in nature, while serving a growingworld-class resort community.

9.2 Strategic GoalsThe steady stream of materials becoming solid waste shows that we make every effort toreduce the flow and reduce what ends up as waste. In addition, we must continue tominimize the harmful affects of the waste. Our strategies for sustainable managementof materials and waste are to encourage reduction at the source (dematerialization);substitution at the source (biodegradable materials instead of non-biodegradable or toxicmaterials); and manage the waste (close the loop through reuse and recycling).

Probably the most effective strategy is to reduce the volume of materials at the source.1 42% is based on estimates of 1.2 kilograms per capita in 1990 and 0.7 kilograms per capita in 1998. Per capita in Whistleris based on the SLRD Solid Waste Management Plan figures equating population to 50% of permanent, developed bed units.2 Leachate is the liquid that flows underground from landfills. It may carry contaminants from the landfill.3 Special Waste is defined by BC Regulation 631/88 under the Waste Management Act (British Columbia).


81

There are many examples of how we can do this, such as purchasing food with lesspackaging, buying re-useable containers and making more efficient use of construc-tion materials.

Once the materials stream has been set in motion, diverting as much as possible intothe reuse and recycling streams is the next priority. Reuse of discarded furniture orwood waste is often possible. Whistler currently offers opportunities to recycle mixedpaper, office bond, newsprint, cardboard, glass, metals, some plastics, paints, oils, oilfilters, hazardous wastes, batteries and white goods (e.g. refrigerators and stoves). Withimproving technologies, increased senior government legislation and market condi-tions, these 4R opportunities should continue to increase in the future.Whistler’s large number of visitors present a unique challenge—it is less convenientfor people away from the routine of home to find ways to reduce, reuse and recycle.Local businesses such as hotels and restaurants that cater to visitors can play an impor-tant role in providing these 4R opportunities. Strategic goals for solid waste manage-ment include:

9.2.1 Reduced Volume of Solid Waste Per Capita.Consistent with a move towards meeting the system conditions of The Natural Step,this goal directs us to decrease total residual waste per capita. This means little or noincrease in the total annual volume of waste entering the landfill. Refuse, reduce, reuseand recycling options should be actively encouraged through education, regulationsand financial incentives. In the long term, a sustainable materials flow requires zerowaste – all materials will either be compostable, reused or recycled within a controlledmaterials loop.

9.2.2 Minimal Effects of Landfill on Surrounding Ecosystems.In addition to reducing the overall volume of solid waste, moving towards meetingsystem condition no. 3 means minimizing the adverse impacts of solid waste on theenvironment. This requires that we carefully monitor waste collection and landfill fa-cilities and manage them with an adaptive approach. Particular attention must be paidto discouraging the habituation of bears to landfill sites, minimizing special wastesentering the landfill, and eliminating harmful effects of the leachate that enters sur-rounding aquatic ecosystems.

9.2.3 A Litter-Free Resort Community.Enhancing the Whistler Experience and our stewardship of local ecosystems directs usto take steps to reduce the accumulation of litter throughout the Whistler Valley. Weshould follow a program to minimize the litter throughout the resort community.


82

9.3 Indicators and Targets

9.3 Indicators and TargetsThis diagram suggests indicators related to the volume of waste reaching the landfilland the percentage of the initial waste stream diverted for reuse and recycling. Solidwaste indicators should be reported relatively frequently (quarterly or annually) so thatimmediate feedback is provided on how the resort community at large is performing.

9.4 TasksA number of tasks are necessary for improving solid waste management and are gener-ally categorized as improvements to the waste handling facilities at the landfill site;provision of additional recycling and reuse options; education and incentive programsintended to reduce solid waste volumes and improved solid waste collection services.

The top three Chapter 9 tasks and their status are:1. Develop a Reuse It and waste exchange program, site and building.

Complete. The Reuse It building has been established and it successfully handles a largevolume of reusables as well as contributing funds to community services.

2. Implement the Black Bear Management Plan, including installation of bear-proofgarbage/recycling containers and bylaw revision.

Complete. Major components of the Black Bear Management Plan have been imple-mented and the J J Whistler Bear Foundation continues to provide ongoing educa-tion and awareness programs.

3. Develop a Whistler Creek recycling/solid waste collection site.

Quantity of Solid Waste Sent to Landfill (kg/person/year)

000 200 400 600 800 1000 1200 1300Quantity of solid waste

sent to landfill (kg / person / year)


Belleville,Ontario

SLRD1998

Whistler ‘00755

Steamboat

Springs ‘98

Whistler ‘90

1200

Banff1998

BCProvincial

2000

Target

GVRD2000

Target BC 1998 GVRD

1999

SLRD2000

Target

WhistlerTarget

Medium-term

400 WhistlerTarget

Short-term

600


83

Complete. Solid waste collection is in place. Costs for a recycling program were deemedto be too expensive.

A comprehensive list of tasks recommended for improving solid waste management isprovided in Part 5 of this document.

9.5 Key LinkagesThe key linkages listed here describe some of the ways in which other WES directionshelp to improve solid waste management.

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84

9 . 6 G u i d e l i n e s b y S t r a t e g i c G o a l

9.2.1: Reduced Volume of Solid Waste Per Capita1. Annual volume of waste must be reduced by 50 percent per capita by the year 2000,

based on 1990 levels.

2. The solid waste management system should operate as at least a self-funding utility(the municipality should recover 100 percent of the costs of solid waste manage-ment collection, handling and disposal including any initiatives to promote reduc-tion, reuse and recycling of waste).

3. Operation of the landfill as a revenue-generating utility is encouraged to provide afinancial incentive to reduce (achieving our strategic goal), and provide additionalrevenues for other important environmental directions.

4. Opportunities to encourage reusing and reducing should be given highest priorityamong the 4Rs.

5. Promotion of solid waste 4Rs should make special efforts to target visitors as part ofvisitor packages at hotels, for example.

6. Household compost solutions are encouraged but must be bear-proofed to Whistlerstandards.

7. New fast food businesses should be encouraged to reduce the use of disposablecontainers.

8. Recycling receptacles should exist in all major parks and public spaces.

9. A comprehensive reuse it program with partnering businesses and communitygroups should accompany the reuse it building.

Refer to the Squamish-Lillooett Regional District Solid Waste Management Plan foradditional guidelines.

9.2.2: Minimal Effects of Landfill on Surrounding Ecosystems1. Follow progressive practices with respect to black bear management, as outlined in

the Black Bear Management Plan.

2. Operation of the Whistler landfill should meet or exceed the provisions of the WasteManagement Permit issued by the Ministry of Water, Land and Air Protection (referto current Waste Management Permit PR-07991).

3. Landfill monitoring should meet or exceed Ministry of Water, Land and Air Protec-tion (see above) requirements. A risk adverse approach should be followed withrespect to leachate contamination of groundwater and waterways.


85

5. Landfill expansions must meet or exceed current best management practices forsolid waste management and include an environmental risk assessment along witha review of other technical, financial and social considerations.

9.2.3: A Litter-Free Resort Community1. The absence of litter in Whistler should meet the highest standards for mountain

resort communities.

2. Emphasis on litter removal efforts should be near and within desirable or desig-nated PANs.

3. Community partnerships for litter control should be considered.


86

CHAPTER 10MOVING TOWARDS SUSTAINABLE ENERGY USE ANDEXCELLENT AIR QUALITY

10.1 IntroductionIn Whistler, as with most Canadian municipalities, development has occurred withlittle consideration of energy use. This has resulted in unnecessarily wasteful energyconsumption and contribution to local air pollution (especially through burning of woodand fossil fuels). But, in the case of energy use, the impacts are of global magnitude.

To be consistent with our value of global and regional responsibility, we are guided toaddress our global impacts of energy use, such as greenhouse gas (GHG) emissions.The Natural Step system condition no. 1 states that, in a sustainable society, nature isnot subject to systematically increasing concentrations of substances extracted fromthe earth’s crust. This means that to move towards sustainability, we must curb Whis-tler’s step to systematic increases of carbon from burning fossil fuels, or find some wayto sequester the resulting carbon.

Not only is the need to conserve energy directly related to system condition no. 1, butalso through our community systems, it is linked to other WES directions. Our choicesabout energy use shape the way we design our developed areas and transportation sys-tems and how much we pay for infrastructure such as buildings and wastewater treat-ment. Choices about energy conservation can even influence our success at protectingnatural areas—for example, by avoiding suburban sprawl. Given the relationships withother strategic directions, reducing our non-renewable energy use may be one of thebest indicators of moving toward environmental sustainability.

Energy use in Whistler occurs in three areas.1. Transportation –moving residents and visitors and goods to, from and within Whis-

tler. e.g. gasoline in automobiles.1

2. Residential, commercial and institutional buildings –heating, cooling, equipmentand appliances. BC Hydro (electrical energy) and Centra Gas (propane) supply mostof these needs.

3. Municipal infrastructure – delivering services such as water supply and wastewatertreatment. Energy for these purposes is supplied mainly by BC Hydro.


87

Recently in Whistler, some electrical energyefficiency measures have been imple-mented by the RMOW in partnership withBC Hydro. These have included an energyaudit of Meadow Park Sports Centre, anElectrical Energy Efficiency Policy2 that haslead to improvements to lightingefficiencies in underground parking, andpassive heat tracing in mall areas of theVillage. Energy audits and efficiency up-grades have also been undertaken at thesports centre and the Wastewater TreatmentPlant. More recently, renewable energy pilot projects at the Spruce Grove concessionbuilding and Beaver Flats resident housing have been successfully completed.

The Resort Municipality of Whistler is a member of the Federation of Canadian Mu-nicipalities Partnerships for Climate Protection. This partnership includes a group ofmunicipalities working towards reducing greenhouse gas emission levels, because it isclosely related to energy consumption and energy conservation.

There remain many additional opportunities for reducing energy consumption andsaving money at the same time in the resort community. Our challenge is to reduce ourenergy consumption and maximize use of renewable energy in all areas of Whistler,while remaining a successful resort community.

10.2 Strategic GoalsThere are two basic approaches to Whistler’s energy challenge, reduce energy use –including energy conservation and efficiency measures, and substitute renewable en-ergy supplies for non-renewable supplies.

First, reduction of energy use can be accomplished with two main strategies, each closelyrelated to land use and infrastructure directions. We can move towards more compact,efficient land use patterns and infrastructure systems (see also WES Chapters 6 and 8for more details). Since energy use in the transportation sector accounts for about 34percent of total energy use and 49 percent of greenhouse gas emissions, transportationdemand measures are especially important), and we can encourage compactness, effi-ciency and renewable energy in site planning and building design.

Second, substituting renewable energy in place of non-renewable sources can be ac-

YEAR 2000 ENERGY EXPENDITURES AND GREENHOUSEGHG

EMISSIONSSECTOR ENERGY (TCO2E)Residential $12 million 15,835Passenger Transportation $20 million 62,415Commercial & Institutional $14 million 39,287Industrial $75,000 29Municipal Operations $990,000 11,456TOTAL $48 million 129,022

Figure 7. Gas Emissions in Whistler, Sheltair Group.


88

complished through a number of approaches. At the community-wide scale, a shift to-ward small-scale, low-impact hydroelectric power supplies is possible. Renewable en-ergy can also be incorporated at a project scale with geothermal, geo-exchange, wind,solar and fuel cell technologies.

Many initiatives for community energy management are addressed by other chapters(e.g. Chapter 7 Transportation). However, there are three strategic goals for this chapterfor moving towards sustainable community energy use and excellent air quality.

10.2.1 Energy Efficient Site Planning and Building Design.Meeting this goal will result in Whistler buildings meeting or surpassing best practicesthrough green building design and construction. Owners, developers and builders areencouraged to optimize energy efficiency in their site landscaping, building design,construction, renovations and operations as well as in their selection of appliances. En-ergy use per unit in the residential, commercial and tourist accommodation sectors willdecline.

10.2.2 Maximum Use of Renewable Energy Supplies.Optimize the use of energy supplies and options with cleaner emissions. Small-scalehydroelectric power, geothermal and geo-exchange, solar, wind and fuel cell technolo-gies all provide renewable energy supply options. These cleaner energy supplies canapply to public and private buildings, RMOW vehicle fleets, public transit and privateautomobiles.

10.2.3 Excellent Local Air Quality.A key element of the Whistler Experience is the enjoyment of excellent air quality. Thisgoal guides us to continually monitor the air quality in Whistler and take appropriateactions to ensure local air quality continues to meet or exceed our air quality targets.

10.3 Indicators and TargetsThe following diagrams present suggested indicators for measuring improvements toenergy use patterns and air quality management. More detailed energy indicators andtargets are being developed through a community energy planning process to be com-pleted as the first task of the direction moving towards sustainable community energyuse and excellent air quality.


89

Amount of Annual PM-10 Emissions (microgram/m3)

0 5 10 15 20 25 30 35 40 45 50Amount of Annual PM-10 Emissions (microgram/m 3)


Whistler

1999

BC Province

MaximumDesirable –

Level A

Boulder

COMission

1999

Sechelt

1999

BC Province

MaximumAcceptable –

Level B

Aspen, CO1999

YampaValley, CO

1990-97 Avg.

TARGET

Whistler

Vail , CO

10.4 TasksThe tasks outlined for energy management and air quality are preliminary and will beamended once the community energy plan is complete. The community energy plan

Annual Total Non-Renewable Energy Consumption

(GJ/person/year)

0 50 100 150 200

Annual Total Non-Renewable Energy Consumption (GJ/person/year)�� Lower is better

Whistler

Total 70

(2000)

Banff

Total 142

(1999)

Sun Peaks

43 (excl.Transp) (1998)

Revelstoke

Total 112(1996)

Annual Greenhouse Gas (GHG) Emissions (tonnes CO2e/person/year)

0 5 10 15 20 25 30Annual Greenhouse Gas (GHG) Emissions (tonnes CO 2e/year)


Banff, AB1999

WhistlerCurrent

BC1997

Colorado1997

Canada1997


90

initial analysis will determine priorities for energy efficiency based on options that provemost cost effective and most effective at reducing energy consumption and associatedemissions.

The top three Chapter 10 tasks and their status are:1. Prepare a Whistler Community Energy Plan. Establish community baselines, pro-

jections, targets and triggers for energy use and greenhouse gas emissions. Estab-lish additional tasks.

In Progress. Draft final report by Sheltair Group under review. Final Plan to be finalizedin 2002.

2. Develop and implement Air Quality Monitoring Management Plan. Develop targetsand triggers.....

Planned. Downgraded to a low priority item

3. Prepare and implement green building guidelines for new and existing public build-ings.....

In Progress. Some pilot projects have proceeded to design (Spring Creek Fire Hall) andconstruction (Beaver Flats Resident Housing, Spruce Grove Concession Building).A more comprehensive initiative is planned for late in 2002.

A comprehensive list of tasks recommended for improving community energy effi-ciency and air quality is provided in Part 5 of this document.



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RELATED DIRECTIONS KEY LINKS10.5 Key Linkages

10.6 Guidelines by Strategic Goals10.2.1: Energy Efficient Site Planning and Building Design1. Encourage partnerships with energy utility companies such as BC Hydro and Cen-

tra Gas.

2. Follow Village Design Guidelines for building form and character for new buildingsand renovations in the village.

3. Provide information on and encourage life cycle costing for building designers andbuilders. Initial focus should be on demonstrating leadership in public buildingsfollowed by encouraging energy efficiency measures in private buildings.

4. Subject to results of the Community Energy Plan, consider building energy effi-ciency guidelines for development permit approvals, including:

a) building design standards for air tightness, insulation and windows;


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b) heating ventilation and air conditioning equipment and operation;

c) lighting appliances and controls; water heating options;

d) energy and water efficient appliances and appliance controls; and

e) mechanical heat recovery systems.

5. Consider certifying buildings for environmental performance (e.g. Building Envi-ronmental Performance Assessment Criteria).

10.2.2: Increased Use of Alternate, Cleaner Energy Supplies1. Consider renewable options such as geo-exchange and geothermal heat pumps,

solar photovoltaic, solar swimming pool heaters, and wood waste, water wheels andwind energy.

10.2.3: Excellent Local Air Quality1. Restrict burning of yard waste to two-week window, depending on weather patterns.2. Prohibit burning of land clearing debris.

3. Monitor at least one Whistler site on a regular basis. Regular monthly monitoringshould be supplemented by more frequent monitoring during periods of poten-tially deteriorating air quality.


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PART FOUR

IMPLEMENTATION DIRECTIONS: TRANSFORMING THEWHISTLER ENVIRONMENTAL STRATEGY INTO ACTION

This section addresses the many organizational, financial, partnering, learning andongoing initiatives that will transform the Whistler Environmental Strategy from a re-port into leading environmental stewardship activities. This document outlines strate-gic environmental values, principles, directions, strategic goals, guidelines, targets, tasksand linkages. But how will they translate into actions?

An integrated set of actions by the municipal government and the resort community atlarge are necessary.

1. Implementation must be guided by our environmental values and principles. Prin-ciples of particular note are those of cooperation, economic integration, educationand research and adaptability. Meeting system condition no. 4 of The Natural Stepalso requires highly efficient, effective and equitable use of resources.

2. A successful approach to implementation will be to provide additional motivationtoward environmental stewardship to both individuals and organizations.

3. Success depends on the collective efforts of the Resort Municipality of Whistler andmany Whistler partners.

4. Leaders are needed. Existing leaders need to be supported and their leadership skillsnurtured.

5. Continual learning will be key.

6. An increased emphasis is needed to secure additional funding sources targeted forimproved environmental stewardship initiatives.

The first chapter of Part 4 addresses the municipal government, which is the ResortMunicipality of Whistler. Its focus is to develop into an organization that is a leader anda facilitator of exceptional environmental stewardship in Whistler.

The next three chapters, Chapter 12 through 14, are linked by our principle of coopera-tion, and extend beyond the RMOW to a broader group of environmental stakeholders.Chapter 12 outlines an approach to encouraging new and existing environmental part-nerships. In many cases, the RMOW can play a catalyst or facilitating role. Chapter 13suggests a financial framework for improved funding of the many environmental tasks


94

suggested by the Whistler Environmental Strategy. In Chapter 14, a direction is sug-gested that will support and encourage local businesses to demonstrate leading envi-ronmental practices—to contribute to resort community environmental stewardshipand to become more competitive.

The principles of education and research and of adaptability closely link chapters 15 and16. They address learning and continuous improvement. Chapter 15 describes the im-portant direction of environmental education and research—learning about the naturalsystems and ways of living in greater harmony with them. Chapter 16 outlines an adap-tive approach that guides the resort community to monitor environmental trends, re-evaluate performance, and continually improve environmental practices.


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CHAPTER 11CREATING A LEADING MUNICIPAL ORGANIZATION

11.1 IntroductionThe Resort Municipality of Whistler was incorporated in 1975 to manage land use plan-ning and to deliver municipal services. Recreational facilities, wastewater treatment,water supply and solid waste disposal each have had their environmental considera-tions. Over the last 25 years, the RMOW has expanded its role to include environmentalinitiatives such as solid waste recycling and environmental impact assessments forland development proposals. In addition, the Comprehensive Development Plan andthe Official Community Plan help guide RMOW strategic environmental policy, in-cluding growth management, the protection of scenic features and the protection ofenvironmentally sensitive areas.

As one of the organizations in Whistler guiding the way towards environmental sus-tainability, the RMOW will develop an adaptive, effective organization committed tothe ongoing pursuit of sustainability innovations and continuous improvement.

11.2 Strategic GoalsLeading organizations are proactive and mission driven. They identify a mission, in-cluding their values, principles, strategic directions and strategic goals. They follow upby ensuring that everything they do—including policies, programs, projects and day-to-day operations—is consistent with their mission.

Whistler’s environmental sustainability mission statement is Whistler is committed tobeing a world leader in environmental stewardship as we move towards environmentalsustainability.1

For the RMOW to become a catalyst and leader in sustainability requires a re-orienta-tion of important human, technical and financial resources towards Whistler’s sustain-ability mission. This must be accomplished while balancing environmental directionswith other corporate and resort community priorities and directions.2

A leading organization enables the successful transition from plans and concepts toaction—and actions are what will move us towards environmental sustainability. A com-prehensive system for continuous improvement in ongoing, municipal environmentalperformance is detailed in Chapter 16.


96

For the municipal corporation to become an environmental leader, the following fivestrategic goals will need to be achieved.

11.2.1 Motivated and Innovative Environmental Leadership.For the municipal corporation to distinguish itself as a leader in environmental stew-ardship, environmental leaders must step forward throughout the organization, at alllevels of responsibility. This applies to departments and task forces as well as individu-als. Senior managers in particular must demonstrate a commitment to the corporateenvironmental mission and encourage other staff members to do so. Creating a set ofincentives to innovate, at all levels of the organization, is essential.

11.2.2 Knowledgeable and Effective Staff.Employees who are knowledgeable in sustainable practices and who are continuallyimproving their skill set are essential for the successful implementation of WES direc-tions. Staff must continually demonstrate a good general understanding of Whistler’senvironmental mission and what it implies, a knowledge of best management prac-tices in their area of expertise, and effective skills for completing tasks. The municipalorganizational structure must adapt to reflect the environmental directions, strategicgoals and tasks to the greatest extent possible, given other resort community priorities.

11.2.3 Open Communication and Decision Making.In accordance with the principle of cooperation, a high degree of cooperation must beachieved throughout the municipal corporation. Since most environmental directionsand tasks are closely linked to other environmental directions and other resort commu-nity priorities, a high level of information sharing regarding all major decisions will becritical. Incentives should be established to encourage staff from different departmentsto work together towards common objectives.

11.2.4 Leading Municipal Operations and Maintenance Practices.Integrating sustainability principles into daily municipal operations and maintenanceprocedures will result in a daily demonstration of sustainability leadership and ulti-mately lead to continuous improvements in sustainability performance. (See Chapter16 for details of the management system that will facilitate this integration.)

11.2.5 An Environmental Emergency-Ready Organization.Establishing environmental emergency prevention and response procedures will mini-mize the risks associated with environmental damage. The priority of this goal is to

1 Refer to Chapter 1 for a more detailed description of Whistler’s environmental mission.2 Priorities and directions as outlined in Whistler 2002 and the Five-Year Financial Plan (including Business Plan).


97

focus on measures to prevent spills and other accidents. However, having procedures,responsibilities and training in place to respond to environmental emergencies whenthey happen is also important.

11.3 Indicators, Targets and TriggersIn addition to the other WES indicators, it will be useful to determine environmentalawareness, competency and innovation indicators for assessing RMOW environmen-tal performance. The following are examples of organizational and operational indica-tors may be relevant. More detailed assessments will be conducted to develop key indi-cators and to set targets and triggers.

SUGGESTED INDICATORS BASELINE TARGETPercentage of RMOW staff and managementparticipating in annual environmental sustainability training. 90% 100%Annual energy consumption by RMOW operations 50,073 GJ TBDAnnual solid waste volume produced by RMOW operations. TBD TBD

11.4 TasksThe tasks associated with creating a leading municipal organization address proce-dural, human resource and other organizational and process considerations. Detailedoperational tasks are too numerous to mention in their entirety here. In general, themunicipal organization will phase in improved environmental practices through theuse of an environmental management system (see Chapter 16).

The top three Chapter 11 tasks and their status are:1. Establish annual environmental sustainability education for all staff.

In Progress. Approximately 90 percent of all RMOW staff received sustainability aware-ness training, based on The Natural Step Framework.

2. Establish functional area teams to facilitate integration of environmental sustain-ability into municipal operations.

In Progress. Key staff have been identified and teams will be established in 2002.

3. Implement the Sustainability in Action Awards program for RMOW staff.Planned. An awards program will be reviewed by RMOW senior management.

Refer to Part 5 of this document for a more detailed list of tasks.

11.5 Key LinkagesKey linkages describe some of the ways that other WES directions help to create a


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leading municipal organization. In general, success with each of the land use and infra-structure directions (WES Parts Two and Three) will help achieve this direction.

11.6 Guidelines by Strategic Goals:11.2.1: Motivated and Innovative Environmental Leadership:Environmental leadership is defined as decisions and actions that demonstrate a com-mitment to our environmental sustainability mission by the municipal corporation andthe resort community at large. Environmental leaders are motivated to continually im-prove environmental practices through innovative practices. Environmental leaders dem-onstrate a commitment to the Whistler Environmental Strategy and environmentalbest management practices while recognizing competing priorities and constraints im-posed by limited human, financial and technical resources.

1. All staff are encouraged to demonstrate environmental leadership.

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2. It is particularly important for senior staff to demonstrate environmental leadershipin their decisions on major policies, programs and projects.

3. Incentive programs for improved environmental performanceshould be focused on human resource development at the cor-porate, departmental, task force and individual levels (seefigure 8).

4. Priority should be placed on incentives for team over indi-vidual performance (i.e. incentives for task forces, depart-ments, then individuals).

5. Incentives for individuals should focus on the demonstra-tion of consistent environmental leadership.

6. Incentives should include financial and non-financial meas-ures.

7. Financial incentives should be tied to objective, predeterminedmeasurements of performance, not to manager’ subjective appraisals.

8. Departments, task forces or individuals demonstrating measurable environmentalleadership will be eligible for additional funding from the RMOW Innovation Fund.

9. Financial disincentives, or penalties, are discouraged.

10.For additional financial incentives and measures—see Chapter 13 Guidelines.

11. Non-financial incentives are important and encouraged. Non-financial incentivescould include: staff awards, formal and informal recognition; paid time off; advance-ment; increased level of responsibility and increased levels of assistance.

12. Environmental performance assessment should be evaluated on a predeterminedset of criteria including:

a) success in moving the organization towards environmental targets;

b) success in moving the organization towards environmental strategic goals;c) bringing forward innovative, new ideas that improve environmental performance;

d) initiatives that create synergy (where an initiative helps to achieve more than onestrategic goal or target or where an initiative contributes favourably to one or morekey link);

e) success in saving money while improving environmental performance;f) being involved with successful cooperative approaches to improving environmen-

tal stewardship, whether within the corporation or the broader resort community;

g) demonstrating that environmental stewardship and innovation can be fun.

11.2.2: Knowledgeable and Effective Staff:

Individual

‘Task Force(s)’

Department

RMOW ‘Corporation’

Resort Community

Individual

‘Task Force

Department

RMOW ‘Corporation’

Resort Community

Figure 8: WES organizational structure


100

1. All staff should have a good general knowledge of corporate environmental mis-sion, values, principles, directions, strategic goals and guidelines; have job-specificenvironmental skills and knowledge; and have an understanding of how the tasksthat they are involved with link with other corporate environmental initiatives.

2. Hiring criteria for all new municipal staff should include (along with other criteria)demonstrated environmental interest and environmental knowledge appropriate tothe position in question.

3. All new municipal staff should demonstrate an interest in environmental steward-ship; read and understand the latest materials explaining corporate environmentalresponsibilities; and attend the first available general environmental training pro-gram for new staff.

4. Senior managers should demonstrate an excellent understanding of environmentalvalues, principles, mission, directions, strategic goals and guidelines; and be able todemonstrate how major decisions affecting policy, program and projects respond tothe appropriate environmental values, principles, mission, directions, strategic goalsand guidelines.

5. Project managers should:

a) understand environmental best management practices related to the subject task;

b) understand the relationship between applicable WES guidelines and relevantstatutory (legal) legislation and regulations. For example, they should have a gen-eral understanding of the appropriate enabling legislation to accomplish a newenvironmental policy initiative;

c) understand and clearly document the relationship between the task they are man-aging and the applicable WES values, principles, strategic goals; guidelines; andtargets (where available);

d) encourage and coordinate the involvement of other departments and individualsthat may have useful expertise for effective and efficient completion of the task;

e) monitor and report on the environmental and budgetary progress of the taskon at least an annual basis.

13. Environmental training and awareness programs should be integral to general ca-reer development programs within the municipal corporation. Initial guidelines forstaff training and awareness programs include:

a) introductory general environmental training for all new staff;

b) annual (at least) general training and awareness initiatives related to environ-mental values, principles, directions, strategic goals and guidelines and their prac-tical considerations;

c) annual (at least) refresher courses on best management practices in their disci-


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pline, including applications of best management practices in other locations;

d) annual refresher courses on legal considerations for topics in their discipline;

e) additional job-specific technical training14. The municipal organizational structure should continually adapt, as required, to

more efficiently and effectively implement the environmental directions. This mayinclude:

a) an environmental sustainability innovation office, including an environmentalsustainability manager, to:

i. act as a resource to other staff carrying out environmental sustainability tasks;

ii provide interpretation and advice regarding WES values, principles, direc-tions, strategic goals, targets, guidelines and tasks;

iii. participate in strategic environmental sustainability policy making and taskdefinition;

iv. manage certain environmental sustainability tasks, especially in the direc-tions of: RMOW organization, environmental financing, partnerships andlocal business practices, environmental education and research and continu-ous improvement);

v. monitor and assess environmental sustainability performance against envi-ronmental targets and provide interpretation and recommendations; and

vi. act as a contact point with the public regarding environmental sustainabilityissues;

b)revised job descriptions to include environmental responsibilities for staff mem-bers addressing key environmental issues.

c) revised reporting structure for staff addressing key environmental issues.

d)creation of new staff positions for specified environmental priority areas requir-ing additional assistance (e.g. TDM coordinator for TAG initiatives).

11.2.3 Open Communications and Decision Making1. Task summaries should be kept up to date and made available for all staff to read.

2. The rationale for all major environmental policy decisions should be summarizedand made available to all staff through newsletters.

3. An RMOW newsletter should incorporate environmental sustainability items asfollows:

a) environmental best management practices case studies from othercomparable jurisdictions;

b) ongoing interpretation bulletins to further explain environmental values, princi-


102

ples, directions, strategic goals and guidelines and their practical implications forWhistler;

c) updates on the progress of environmental tasks;

d) updates on resort community partnerships and other initiatives;

e) reports on progress towards environmental targets.

4. Interdepartmental task forces are encouraged for decision-making where subjecttasks involve expertise from more than one department or from resort communitypartners. In addition to potentially improving effectiveness, task forces are encour-aged to improve mutual understanding and awareness amongst departments.

5. Successful task forces are characterized by expertise from different functional areas,clearly stated objectives, a high level of commitment, synergies, and a high level ofcooperation and are mission driven.

11.2.4: Leading Operation and Maintenance Practices1. Refer to applicable guidelines in Chapters 4 through 8 related to specific municipal

areas of responsibility such as: recreational greenways, water supply and wastewa-ter, solid waste, and transportation.

11.2.5: An Environmental Emergency-Ready Organization1. Environmental emergency efforts should focus on emergency prevention (risk man-

agement):

2. identify significant categories of risk to the environment from spills, hazardous ma-terials, toxic discharges and other pollutants;

3. minimize environmental risk through best management practices and topic-spe-cific measures;

4. coordinate prevention measures with other interested agencies such as the provin-cial Ministry of Environment, Land and Parks; Ministry of Health; Ministry of For-ests; Centra Gas; Blackcomb/Whistler and others.

2. Emergency Response Plans for environmental emergencies should include envi-ronmental emergency response procedures, contact names and numbers; environ-mental emergency response manuals; and environmental emergency preparednesstraining for all key staff.


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CHAPTER 12FOSTERING ENVIRONMENTAL PARTNERSHIPS

12.1 IntroductionExcelling in environmental stewardship in a resort community as diverse and dynamicas Whistler is a tall order. It cannot be accomplished by one organization alone or withdifferent organizations and agencies working at cross-purposes. Confirming our valueof shared stewardship, we must work with our partners and foster new partnershipsthat will help us achieve our strategic goals.

There are a number of existing, good examples of partnerships in Whistler. For exam-ple, in 1996 a partnership called the Whistler Fisheries Stewardship Group (WFSG)was formed. The WFSG includes representation from RMOW Staff, the Whistler An-gling Club, the local Rotary Club, Whistler and Blackcomb Mountains all three golfcourses and AWARE. Aiming to monitor and restore the fish populations and valleystream habitats, the WFSG has been active in educating the community about localstream issues and completing several stream restoration projects. The positive actionsof the WFSG demonstrate the benefits that partnerships can bring to the social andenvironmental healthier of a community.

The efforts of the Association of Whistler Area Residents for the Environment (AWARE)also demonstrate the benefits of collaborative efforts. AWARE’s organization of EarthDay, the Christmas Bird Count and the Club Earth educational initiative and other goodexamples exist.

More recently, the Black Bear Task Team, a multi-stakeholder group, has demonstratedthe value of cooperative efforts involving a group of committed people. Tangible resultshave been realized including: the installation of bear proof containers, a better under-standing of human-bear conflicts and an increased awareness of bear issues. Manyother important partnerships are on going, including the newly formed Habitat Im-provement Team (HIT), sponsored by Blackcomb and Whistler Mountains.Each of the above initiatives can be considered a model for a more participatory, coop-erative approach to improving community-based environmental stewardship.Partnerships with agencies outside of Whistler are also important. Provincial agencies,in particular, play an important role in environmental management in Whistler. Landuse decisions beyond and within municipal boundaries involve the Ministries of Sus-tainable Resource Management and Water, Land and Air Protection. Stream steward-


104

ship, wastewater management, solid waste management all requires close cooperationbetween the RMOW and various provincial ministries. The Transportation AdvisoryGroup (TAG), a multi-stakeholder group also encourages improved partnering (SeeChapter 7).

Partnering with neighboring communities is also important. This applies in particularto regional environmental issues such as transportation, corridor growth management,regional solid waste, wastewater treatment and backcountry management. We will workwith our neighbors at the Village of Pemberton, the District of Squamish, the Squam-ish-Lillooet Regional District and nearby First Nations for shared regional solutions.

Most recently, six Whistler organizations have become Whistler’s early adopters of TheNatural Step framework. They are working together to promote and support a movetowards sustainability in their respective organizations and throughout Whistler, basedon The Natural Step framework. The early adopters are: Tourism Whistler, the ResortMunicipality of Whistler, Whistler Blackcomb, Fairmont Chateau Whistler, Whistler’sFotosource and the Association of Whistler Area Residents for the Environment. Thisunprecedented program, now known as Whistler. It’s Our Nature will be an influentialforce for a more environmentally sustainable Whistler.

Our challenge will be to continue to support the existing, active partnerships and toencourage the development of many new partnerships in order to address each of ourdirections.

12.2 Strategic GoalsStrong partnerships need to be continually promoted. The municipal organization canplay an important role as catalyst and facilitator by supporting existing environmentalpartnerships and by encouraging new ones to develop.

12.2.1. Excellent Two-Way Communication.One of the best means of fostering strong environmental partnerships is to build trustamongst different organizations by providing excellent two-way communications. TheRMOW has a pivotal role to play as a supporter and facilitator of environmental part-nerships.

12.2.2 New Partnerships for Environmental Sustainability.Whistler is fortunate to have an energetic and dynamic group of individuals and busi-nesses willing to take that extra step to strive towards environmental sustainability.


105

With their collective pursuits, Whistler will demonstrate world-class environmental stew-ardship amongst resort communities. A particular emphasis will be placed on new,unlikely partnerships that may provide the real environmental leaders of the future.

12.2.3. Active Support of Partnerships.We are also fortunate to already have a number of active community partnerships inplace that demonstrate varying forms of environmental stewardship. The municipalitywill continue to play an active role in, and provide support for, these existing partner-ships.

12.2.4. A High Level of Inter-Governmental Cooperation.Governance of Whistler’s environmental resources extends beyond the jurisdictionalboundaries of the RMOW. Active, dynamic partnerships are encouraged withneighboring communities, the Squamish-Lillooet Regional District and provincial min-istries. The principles of interconnectedness and of cooperation compel us to nurturethese partnerships to more effectively pursue our environmental sustainability direc-tions.

12.3 Indicators and TargetsThe suggested indicators (at right) may help monitor the progression of environmentalpartnerships in Whistler. More detailed assessments will be conducted to develop keyindicators and to set targets and triggers.

12.4 TasksIt is impossible to identify, as tasks, all partnerships that will develop in the future.Partnerships will form as people cooperate to find common solutions to common envi-ronmental sustainability challenges. Some existing and potential partnership tasks havebeen identified. These tasks provide general guidance and acknowledge efforts underway.All environmental partnerships are important in our movement towards environmen-tal sustainability. However, these three tasks are partnerships requiring particular em-phasis.

The top three Chapter 12 tasks and their status are:

1. Partner with senior municipal and provincial officials regarding LRUP area man-agement.

In Progress. The Community Services Division has been working with provincial repre-sentatives on a Special Resource Management Zone as an alternative since the LU/LRMP process is not yet scheduled.

SUGGESTEDINDICATORS

Number ofresidentsinvolved in anenvironmentalinitiative inWhistler;

Number ofinstitutionalpartners withWhistler. It’sOur Nature.


106

2. Establish a partnership registry for community groups involved in environmentalinitiatives.

Planned. It is anticipated that the Whistler Centre for Sustainability will meet some ofthis need.

3. Participate in community energy partnerships to encourage energy conservationmeasures.

In Progress. BC Hydro and Natural Resources Canada are partnering with the RMOW tosupport the Whistler Community Energy Plan.

12.5 Key LinkagesKey linkages in this section describe some of the ways other WES directions help tofoster environmental partnerships. In general, success with each of the land use andinfrastructure directions will help to foster environmental partnerships.


General Guidelines for Building and Maintaining Partnerships1. Environmental partnerships are appropriate whenever:


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a) a balance needs to be negotiated between social, economic and environmentalpriorities;

b) where diverse interests exist related to a project, plan or policy and adapting tochanging circumstances is necessary;

c) where one department, organization or group does not have the authority, juris-diction or resources to achieve desired environmental strategic goals;

d) where significant synergy can be created with respect to achieving desired envi-ronmental strategic goals by combining resources (human, financial and/or tech-nical) amongst various groups and organizations.

2. Characteristics of successful partnerships include:

a) strong facilitation by a local institution or individuals who are seen by diversecommunity interests to be legitimate;

b) the subject of concern, the goals and objectives and the geographical area areclearly defined and agreed upon;

c) representatives from relevant jurisdictions are included;

d) time frames for project completion are defined;

e) the responsibilities and required level of commitment are defined;f) collective skills of the group and access to resources are well matched to the

project needs (and where necessary, additional expertise can be brought in);

g) participation in the partnership draws on diverse experiences and encourageslearning;

h) a high level of cooperation and trust exists within the partnership;

i) action is integral to the partnership.

3. Partnership action planning and implementation should:

a) adapt existing organizational structures, if necessary, to support implementation(e.g. adjust job responsibilities to free up time or grant necessary authority toparticipants to make decisions);

b) identify activities necessary to achieve goals and objectives;

c) identify human, technical and financial resources necessary for each activity;

d) set out clearly-defined, time-activated responsibilities for activities for each of theparticipants involved with implementation;

e) coordinate activities closely with statutory processes (e.g. RMOW policies, busi-ness plan priorities, and other internal practices);

f) monitor and report on performance to the partnership and the community.4. Fun partnerships are likely to be more successful partnerships.

Partnershipsare coordi-nated effortby a group ofstakeholdersto achieveshared goalsand objec-tives.-Stakeholdersare organiza-tions,agencies,groups andindividualshaving a stakein issuesrelated tomovingtowardsenvironmen-tal sustain-ability.


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12.2.1: Excellent, Two-Way Communication1. Through engaging communication to the resort community on environmental di-

rections, strategic goals, targets and tasks, the RMOW can help to identify partner-ship needs.

2. By listening carefully to environmental stakeholders, the RMOW can identify part-nership needs and act as a catalyst for new partnerships.

12.2.2: New Environmental Partnerships1. Identify and publicize common environmental interests.

2. Encourage environmental leaders to initiate new partnerships that show promisefor effective assistance towards strategic goals, while respecting other resort com-munity priorities.

12.2.3: Active Support of Partnerships.1. Continue to act as a catalyst and facilitator of partnerships that move the resort

community towards environmental sustainability (in one or more of our environ-mental directions).

2. Refer also to guidelines 11.6.3 and 12.6.1.

12.2.4: A High Level of Inter-Governmental Cooperation1. Encourage memorandum of understandings with senior government representa-

tives.

Encourage key senior and regional government representatives to become involved withWhistler’s strategic initiatives.


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CHAPTER 13Achieving Innovative Environmental Sustainability Financing

13.1 IntroductionFollowing the strategic directions of the Whistler Environmental Strategy requires sig-nificant financial resources. There are also significant demands for limited financialresources from other resort community priorities. An entrepreneurial and innovativeapproach to financing is required.Revenues for RMOW services, including services related to environmental steward-ship, come from the sources below.

The RMOW five-year financial plan (including the strategic business plan) outlines theconsiderable financial challenges facing the resort community of Whistler in its pur-suit of Whistler 2002, the vision.

Existing funding sources for the various environmental directions are outlined in Fig-ure 10. For some environmental directions, user fees have been established (e.g., envi-ronmental directions associated with materials and solid waste, transportation, watersupply and wastewater). Developed areas are largely funded through permitting, worksand services charges, developer contributions and property taxes. Even with these fund-ing sources established, operating and maintaining world-class services is challenging.Funding for environmental directions such as the LRUP (Chapter 3), the proposed PAN

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110

network (Chapter 4) and environmentally sustainable transportation (Chapter 7) willbe particularly challenging to finance.

Our challenge is to achieve an overall environmental financial strategy that makes moreefficient and effective use of existing funds, allocates funds available to priority tasks inan equitable manner and identifies new revenue sources.

13.2 Strategic GoalsA comprehensive approach to environmental financing will include many components.For instance, full-cost recovery is desirable for environmental services such as solidwaste, water and wastewater. Targeting funds in accordance with the TNS system con-ditions and our strategic goals will use financial resources more efficiently and effec-tively. New revenue sources, including an environmental sustainability innovation fundwill be secured and created. Finally, public/private and public/public funding partner-ships will benefit environmental sustainability efforts.

The strategic goals for achieving innovative environmental sustainability financing are:

13.2.1 Efficient and Effective Actions.Given limited financial resources, we must continue to clarify strategic goals, examineprocedures and find more efficient and effective ways to complete tasks. Staff educa-tion in environmental sustainability can help to develop internal expertise and reduceoutside costs. This means that we must become environmental entrepreneurs by shift-ing resources from areas of lower productivity and yield into areas of higher productiv-ity and yield. Productivity and yield in this case refers to success in pursuit of strategicgoals.

13.2.2 New Funding SourcesEven with expected improvements in financial effectiveness, additional funding will berequired if we are to move toward all of our strategic goals. This goal directs us to lookfor additional funding and resource sharing opportunities within the resort commu-nity and beyond. Working closely with environmental sustainability partners will beessential.

13.2.3 Appropriate Revenue Source AllocationLimited financial resources should be allocated towards environmental tasks based onthe relative importance of the direction and strategic goals and on the funds availablefor a given direction from alternate sources. For example, environmental legacy fund-ing should not be used to fund directions that can be fully funded by user fees. Refer tothe following table.


111

WES Chapter

Wes Directions Property TaSes

Hotel/Resort TaS

Snr Gov't GrantsU

ser Fees, P

ermits/Licens

es Works &

S

ervice

Parkland

Acquisition

Innovation Fund

Environm

ental Legacy Fund

Internal Cost

Recovery

Public/P

rivate P

artnerships

Public/P

ublic P

artnerships

Private

Enterprise

Com

munity

Groups/N

GO

s

Grants

Other

3 LRP Ecosystem management S4 RMOW Protected Area Network S S5 Recreational Greenways S S P S S S S S6 Developed Area Stewardship S P S S S S S7 Sustainable Transportation S P S S P S S8 Water Supply & Wastewater P S S S S S9 Materials and Solid Waste P S S S S S10 Community Energy & Air Quality11 RMOW Corporate Practices S P S12 Partnerships S S P S13 Environmental Sustainability

Financial Strategy14 Local Business Practices P15 Education and Research S S S P S S16 Continuous Improvement

Own Sources Sources at Large

RMOW DIRECT SOURCES RESORT COMMUNITY

P - Primary Funding Source

S - Secondary or Supplementary Funding Source

WES Chapter

Wes Directions Property TaSes

Hotel/Resort TaS

Snr Gov't GrantsU

ser Fees, Licenses etc.

Works &

S

ervice

Parkland

Acquisition

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Environm

ental Legacy Fund

Internal Cost

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rivate P

artnerships

Public/P

ublic P

artnerships

Private

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Com

munity

Groups/N

GO

s

ES

ternal G

rants

Other

3 LRP Ecosystem management S S S S4 RMOW Protected Area Network S S S S S S S S S S S5 Recreational Greenways S S P S S S S S S S6 Developed Area Stewardship S P S S S S S7 Sustainable Transportation S P P S S S P S S8 Water Supply & Wastewater P S S S S S S S9 Materials and Solid Waste P S S S S S S10 Community Energy & Air Quality S S P S S S S11 RMOW Corporate Practices S P S S S S S12 Partnerships S S S P P13 Environmental Sustainability

Financial StrategyS S

14 Local Business Practices S S P S S S15 Education and Research S S S S S S P S S S S16 Continuous Improvement P S S

Own Sources Sources at Large

RMOW DIRECT SOURCES RESORT COMMUNITY

P - Primary Funding Source

S - Secondary or Supplementary Funding Sources

Figure 10, Existing Revneue Sources for Environmental Directions

Figure 11, Potential Revneue Sources for Environmental Directions


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13.3 Indicators and TargetsFinancial indicators may focus on the overall amount allocated towards environmentalinitiatives by the RMOW and the amount secured from new revenues secured for envi-ronmental initiatives. More detailed assessments will be conducted to develop key indi-cators and to set targets and triggers.

13.4 TasksThe tasks for the financial strategy are identified explicitly. For example, much of thesuccess in efficient and effective actions will be achieved through innovation and effi-ciency gains in other corporate programs. Identifying new sources for environmentalfunding will be a comprehensive and continuous approach to securing additional fund-ing for environmental purposes. The tasks suggested for the financial strategy are toexpand on figures 10 and 11 to provide more comprehensive environmental sustainabil-ity financial strategy for each of the 13 directions outlined in this document.

The initial, top three Chapter 13 tasks and their status are:

1. Establish Environmental Sustainability Funding Policy.

Planned. While a formal funding policy has not yet been established, the five-year fi-nancial and business planning process provides an overarching framework for fi-nancing all RMOW initiatives, including those within the environmental sustain-ability priority. $100,000 was allocated in 2002 to specifically fund environmentalsustainability initiatives.

2. Establish Environmental Legacy Fund.

Completed. The Environmental Legacy Fund has been established to fund environ-mental projects, as determined by the Community Foundation of Whistler. The fundprinciple is approximately $1.2 million and has funded $34,000 towards a bear aware-ness campaign and Whistler. It’s Our Nature tool kits.

3. Identify New Funding Sources for Environmental Sustainability Tasks.

In Progress. In addition to the Environmental Legacy Fund, a number of new fundingsources have been developed through Whistler’s environmental sustainability part-nerships. The Whistler. It’s Our Nature partnership has accessed over $100,000 inhard costs from program partners and similar amounts of in-kind contributionsfrom partners. In addition, the partners to the community energy plan have contrib-uted over $30,000 towards this preparation.

SuggestedIndicatorAmount ofenvironmen-talsustainabiltyfunding for allprograms.


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General: Refer to the Five-Year Financial Plan.

13.2.1: Efficient and Effective Actions.1. Refer to the guidelines for the municipal innovation/enterprise fund.

2. Measurable environmental performance shall be eligible for funds from the innova-tion/enterprise fund.


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3. Directions particularly suited for full or partial internal cost recovery of enhancedenvironmental stewardship initiatives include sustainable transportation; water supplyand wastewater; materials and solid waste management; and community energy andair quality management.

4. Key financial criteria for evaluating performance in completing each task are thesuccess in completing the task at or below estimated costs and the ability to secureadditional funding for the task.

13.2.2: New Funding Sources1. Solid waste tipping fees should cover at least the costs of operating all solid waste

management facilities including capital costs of major facilities. Unused revenueshould be transferred into an Environmental Legacy Fund.

2. The principle from the environmental legacy fund shall not be spent. Only the inter-est shall be spent in order to preserve a legacy fund in perpetuity.

3. All public municipal capital projects shall pay into a municipal environmental stew-ardship fund a surcharge of 1 percent of the total cost of construction (based onactual costs incurred for construction, design and project administration).

4. Other sources of revenue for an environmental fund should be investigated in ac-cordance with financial, environmental and other resort community principles.

5. Independent auditors’ reports of the transactions of the environmental legacy fundshall be reported to the resort community on an annual basis.

6. Maximize internal cost recovery for all public service delivery including water sup-ply, wastewater management, solid waste management, recreation and transporta-tion systems.

7. Encourage public/private partnerships that assist with our directions and strategicgoals.

13.2.3: Appropriate Revenue Source Allocation1. Refer to the table of potential funding sources for guidance on appropriate allocation

of funds.

2. Interest earned by the Environmental Legacy Fund may be spent on tasks that movethe resort community towards environmental sustainability as defined by the Whis-tler Environmental Strategy.

The priorities for Environmental Legacy Fund are tasks within Chapters 3, 4 and 5


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CHAPTER 14SUPPORTING AND ENCOURAGING ENVIRONMENTALSTEWARDSHIP BY LOCAL BUSINESSES

14.1 IntroductionLeading businesses of the future will demonstrate more environmentally sustainableand socially responsible practices as a cornerstone of their corporate culture. In Whis-tler, our strong incentive to protect and restore our natural capital is simple: protectionof the environment is key to our business success.

However, in Whistler, as with most of North America, many businesses consume largeamounts of energy, water and materials, typically with considerable waste of resourcesand money. Paul Hawken estimates that 94 percent of all energy and materials used inthe production of products in North America become waste within six weeks. Much ofthe energy, materials and water use in Whistler are shaped by local businesses. Inaddition, business practices affect land use through recreation and land development.Local businesses, therefore, have an important role in helping with Whistler’s missionof becoming a world leader in environmental stewardship.

Fortunately, many local businesses have already demonstrated leadership and, in somecases, are recognized as industry leaders. The Fairmont Chateau Whistler and WhistlerBlackcomb have both received recognition for their positions in their respective indus-tries. In addition, Whistler’s three local golf courses have received Audubon Coopera-tive Sanctuary Society Awards for their environmental practices. Blackcomb and Whis-tler Mountains have also received ski industry Silver Eagle Awards for their educationaland community participation programs. Various other businesses practice have dem-onstrated leadership in their environmental practices, in some cases, through theirparticipation in local groups such as the Whistler Fisheries Stewardship Group. Mostrecently, Whistler businesses that have become early adopters of The Natural Step frame-work have shown a willingness to move towards environmental sustainability througha cooperative, common Whistler approach.

Our challenge is to simultaneously improve our business competitiveness and movetowards sustainability as individual businesses and for the entire resort community.


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14.2 Strategic GoalsSmart Whistler businesses are becoming increasingly environmentally and socially re-sponsible for a number of reasons. Benefits to businesses can include:• a competitive advantage

• enhanced public image (as surveys show consumers increasingly aware of issuessurrounding environmental and social responsibility1 )

• cost savings• increased levels of employee satisfaction

• development of innovative practices and products

• establishing an investment in the future

Businesses showing leading practices in the pursuit of environmental sustainabilitycan help Whistler become recognized as an environmental leader among mountainresort communities. This, in turn, will help our competitiveness amongst mountainresorts. Opportunities exist for membership-based organizations, such as TourismWhistler and the Chamber of Commerce, to support environmental sustainability ini-tiatives by the business community.

The strategic goals for environmental stewardship by local businesses are related to theoverall business community in Whistler, but are equally applicable to most individualbusinesses that wish to take up the challenge.

Guided by our sustainability compass and common language provided by The NaturalStep framework, the overall strategic goals for businesses pursuing environmental sus-tainability are:

1. To reduce (and ideally eliminate) our contribution to systematic increases in con-centrations of substances extracted from the earth’s crust;

2. To reduce (and ideally eliminate) our contribution to systematic increases in con-centrations of substances produced by society;

3. To reduce (and ideally eliminate) our contribution to systematic physical degrada-tion of nature through over-harvesting, introductions of exotic species that over-whelm local ecosystems, and other forms of ecosphere modification; and

4. To contribute to meeting the needs of people in our organization, community andworldwide.

Each business pursuing a more environmentally sustainable future will determine thespecific goals and objectives most suited to their circumstances.


117

As part of the Whistler. It’s Our Nature program, tool kits have been prepared thatprovide additional guidance for Whistler area businesses.

14.3 Indicators and TargetsBusiness practice indicators could include the number of businesses participating insustainability initiatives or awards received. Key sustainability indicators, based on TNSsystem conditions, are being developed as part of the Whistler. It’s Our Nature pro-gram for topics such as commercially produced solid waste or energy use.

Samples of possible indicators are listed below. More detailed assessments of indica-tors will be conducted in concert with the “Whistler. It’s Our Nature” program.

SUGGESTED INDICATORS BASELINE TARGET• Number of businesses participating in the Whistler.

It’s Our Nature business program 0 TBD• Number of environmental awards given to

Whistler businesses 0 TBD• Commercial sector solid waste volumes TBD TBD• Commercial sector non-renewable energy

consumption TBD TBD

14.4 TasksTasks for supporting more environmentally sustainable businesses will be developedin concert with the business outreach program of the Whistler. It’s Our Nature program.Efforts would be made to promote, support and monitor business innovations.The top three Chapter 14 tasks and their status are:

1. Convene a multi-sector business environmental awards and standards panel.

In Progress. The Early Adopters of The Natural Step framework and the Whistler. It’sOur Nature initiative has been established to engage the business community. In2002, the Whistler Centre for Sustainability will develop an outreach program forprogressive businesses.

2. Implement the environmental awards program for businesses.

In Progress. Further consideration and learning led the RMOW to focus first on pro-moting and supporting the Whistler. It’s Our Nature program (including a businessrecognition program) before establishing sustainability criteria for an awards program.


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3. Prepare a Whistler Environmental Code of Conduct.

Planned. No work on a code of conduct has been carried out to date.

Refer to Part 5 of this document for additional tasks and their status.

14.5 Key LinksKey links describe some of the ways that other WES directions help to support andencourage environmental stewardship by local businesses. In general, success witheach of the land use and infrastructure directions will help to support and encourageenvironmental stewardship by local businesses.

14.6 General GuidelinesGuidelines for environmental stewardship by local businesses are preliminary. Theseguidelines will be more fully developed in concert with the Whistler Centre for Sus-tainability’s initiative. Refer to the Whistler. It’s Our Nature toolkits and other materialsfor more information about the business outreach program.1. An environmental code of conduct is encouraged for:

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119

a) commercial recreational operators (industry formed and regulated); and

b)all Whistler Visitors.

2. Encourage participation with, and support for, organizations devoted to environ-mental stewardship. Such organizations include the Whistler Fisheries Steward-ship Group, the Black Bear Task Team, the Whistler Naturalists Club, AWARE, theHabitat Improvement Team; and the Whistler Angling Club.

3. A local awards program is encouraged to certify and showcase businesses exhibit-ing leading environmental practices.

4. Environmental responsibility should be a cornerstone of business philosophy andcorporate culture.

5. Environmental practices should integrated into the business through job descrip-tions, job training, employee handbooks, business practice handbooks, etc.

6. New businesses are encouraged to hire new employees that demonstrate an inter-est in environmental stewardship.

7. Environmental management systems should be considered, where appropriate (gen-erally for medium to large businesses).

8. Where an environmental management systems is implemented, businesses areencouraged to follow Canadian Standards Association and International StandardsOrganization Certification standards, where possible. Refer to ISO 14000 family ofstandards including, in particular the following publications:

- CAN/CSA-ISO 14004-96: EMS - General guidelines on principles, systems andsupporting techniques;

- CAN/CSA-ISO 14001-96: EMS - Specification with guidance for use

9. Businesses are encouraged to share ideas with other businesses to encourage con-tinuous improvement.

1 Millennium poll on Corporate Social Responsibility, 2001.


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CHAPTER 15FURTHERING ENVIRONMENTAL SUSTAINABILITY EDUCATIONAND RESEARCH

15.1 IntroductionLearning is the cornerstone of a successful environmental sustainability strategy forWhistler. Just as scientists continue to discover new species or document current phe-nomena such as global climate change, we will continue to build our knowledge ofsustainability, Whistler’s natural environment, and of what we can do to continuallybecome better stewards.

A number of educational initiatives are already in place at Whistler. For instance, wecontinue to learn about the importance of recycling, about the habits of black bears,and about the behavior of fish in local streams. School programs, such as AWARE’sClub Earth, provide a multitude of educational opportunities for youth. Interpretivesigns and guided hikes along trails inform us of local flora, fauna and forest harvestingpractices. Specialist reports have improved our scientific understanding in several dif-ferent sectors. For example, consultants with expertise in wastewater treatment, nutri-ent assimilation in rivers, solid waste management, forest management and local wild-life populations all broaden our understanding of the environment and how we interactwith it. Senior government agencies, non-governmental organizations and best prac-tices from other places provide references for improving our environmental practices.

We need to pursue a comprehensive approach to environmental sustainability educa-tion and foster opportunities for partners to provide innovative and meaningful educa-tional experiences. We must effectively communicate the strategic directions of ourenvironmental strategy to community stakeholders and remain open to learning newthings from these stakeholders.

Our challenge is to understand and refine what it means to Move Toward Environmen-tal Sustainability in the Whistler context.

15.2 Strategic GoalsMoving Toward Environmental Sustainability, a priority in Whistler 2002 – Charting aCourse for the Future, requires improving our understanding of the natural systemsthat surround us; ways to best fit within these systems. We will also need to developpractical and specific strategies for improving environmental stewardship. An overrid-


121

ing motivation for education should be humility and a fundamental caring about natu-ral systems—a sense of wonder inspired by life of all kinds. 1

Biomimicry, or learning to mimic nature’s designs and processes, is one of the bestapproaches to education for sustainability.2 As observed by Janine Benyus, author ofBiomimicry, “The conscious emulation of life’s genius is a survival strategy for the hu-man race, a path to a sustainable future. The more our world looks and functions likethe natural world, the more likely we are to endure on this home that is ours, but notours alone.”

Educational efforts will be required at many levels. We can improve our collective un-derstanding of natural processes through use of our best science and from best prac-tices from around the world, and learn about local grassroots efforts, like stream habitatassessments. Most importantly, we must pay special attention to educating our youth

It is also important that we communicate opportunities to participate in sustainabilityprograms and practice environmental stewardship to residents and visitors.

To complement the strategic goals outlined in this chapter, each of the other environ-mental directions mentioned in the WES call for specific, more technical education,training and awareness programs.

Implicit in all educational strategic goals is that education is a never-ending process.The strategic goals for environmental education and research in Whistler are:

15.2.1 Good Understanding of Natural Ecosystems and our Effects.

From limnology studies of Alta Lake to analyses of nutrient assimilation in the Cheaka-mus River, we must continually learn about the natural ecosystems, their designs andprocesses, and our potential effects on them. There is much that we do not know: whatis the long-term trend of migratory and resident bird populations in the valley? Whatkind of refuge do they require? Are local wildlife populations sustainable? What uniquehabitats are present in Whistler? This goal means continuing to develop reliable infor-mation about local ecosystems so that we may learn to not only act in harmony withnature but also mimic her successful strategies.

This sense of wonder is similar to what E. O. Wilson described as biophilia – the urge to affiliate with other forms of life or the loveof life – many people consider it a sign of mental and physical health.2 Biomimcry is described in the book Biomimicry: Innovation Inspired by Nature, by Janine M. Benyus, Quill William Morrow, NewYork or at www.biomimicry.org.

SUGGESTEDINDICATORS

Number ofresidentsinvolved in anenvironmentalinitiative inWhistler(pendingsurvey)

Number ofinstitutionalpartnersinvolved withWhistler. It’s OurNature


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15.2.2 Widespread School and Post-Secondary Environmental Education Programs.

15.2.3 Our youth will shape the future of environmental stewardship in Whistler.Their open sense of wonder about the natural world can bring a deeper understandingand commitment to our priority of moving toward environmental sustainability. Part-nerships with local schools, local environmental groups, community colleges and uni-versities are encouraged. A key component of this goal is to integrate environmentaleducation in the school curriculum, which will encourage youth to learn about localenvironmental stewardship and foster an understanding of, and connection to, place.

15.2.4 An Environmentally Aware Resort Community.A high-level of awareness about global, regional and local environmental issues amongall resort community members will enhance prospects for moving toward environmen-tal sustainability. We must raise awareness of our relationship with natural systems andlearn about practical ways that can help us to enhance our environmental stewardship.We need to learning by participating in interpretive and environmental stewardshipactivities that foster a connection to Place and therefore improve this community learn-ing.

15.2.5 Environmentally Aware Visitors.Raising awareness of Whistler’s environmental directions among our visitors will greatlyassist our efforts. Visitors who are aware of an appropriate environmental responsibilitycode to be followed in Whistler will not only assist us in reaching our strategic goals, butwill help improve our image as an environmental sustainability leader among moun-tain resort communities. Widespread publicity of appropriate opportunities to experi-ence nature while in Whistler can also enhance guest experience.

15.3 Indicators and TargetsEducational indicators provide a measure of the level of environmental education inWhistler. The adjacent are some of the indicators that could be used. More detailedassessments will be conducted to develop key indicators and to set targets and triggers.

15.4 TasksLearning about the environment means research and education. Partnerships with re-search organizations such as colleges and universities, specialist reports and our own,ongoing monitoring efforts will all contribute to our research efforts. Environmentaleducation will make use of a wide variety of communication mediums, such as classes,field trips and applied projects for grade school and post-secondary students. Members

SUGGESTEDINDICATORSPercentage oflocal studentsparticipating inenvironmentalsustainabilityeducationprograms.

Percentage ofresidentsinvolved in anenvironmentaleducationprogram inWhistler.

Number ofvisitors tointerpretivetours.


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of the resort community will benefit from environmental workshops, interpretive expe-riences and seminars. Publications, promotional efforts and seminars are recommendedto reach our visitors. In addition to the educational tasks recommended below, educa-tion will accompany other environmental tasks and partnerships. The top three Chap-ter 15 tasks and their status are:

1. Expand the Whistler leisure programs.

In Progress. RMOW recreation programmers are reviewing options for incorporatingsustainability education programs into leisure programming.

2. Develop Naturalist Training Programs.

Planned.

3. Develop Whistler Interpretive Centre at the Whistler Interpretive Forest.

Planned. No further action has been taken to develop a Whistler Interpretive Centre.

Refer to Part 5 of this document for a more detailed list of tasks and their current status.

15.5 Key LinksKey links describe some of the ways that other WES directions help to further environ-mental education and research.


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15.6 Guidelines by Strategic Goals:1. Learning leading sustainability management demands that management approaches

are continually tested against what actually happens—this is closely tied to continu-ous improvement (Chapter 16).

2. Environmental education and research should be generally consistent with our en-vironmental sustainability values and principles (TNS system conditions and opera-tional principles).

3. Educational initiatives about the practical meaning of our environmental principles(TNS system conditions and operational principles) are encouraged.

4. The directions from the other chapters of the environmental strategy provide a gen-eral list of local environmental sustainability education topics.

5. Project-specific environmental education and awareness programs should accom-pany all environmental tasks (e.g. 4R’s, energy awareness, stream stewardship). Thelevel of effort of project-specific education should match the expected positive ef-fects of the educational efforts (in terms of potential enhancements in environmen-tal stewardship). Project-specific educational initiatives should explain the connec-tion of each task to the appropriate strategic goals as well as the practical steps thatindividuals and organizations can take to improve enhancement measures.

15.2.1 Good Understanding of Natural Systems and Our Effects.1. Place a high priority on educational efforts that improve understanding of local eco-

system structure, composition and functioning. Learn about hydrological,geomorphologic and ecological aspects. Place a particular emphasis on improvingour understanding of local special ecosystems such as streams, lakes, wetlands, ripar-ian areas, rare and threatened ecosystems and wildlife habitat corridors.

2. Incorporate information learned from environmental sustainability monitoring intolocal educational efforts.


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3. Use the latest environmental sustainability understanding of local issues from spe-cialist reports on particular environmental issues. Where possible for a specific task,summarize this information for a wide audience.

4. Encourage multimedia methods to publicize this environmental sustainability in-formation.

15.2.2 Widespread School and Post-Secondary Environmental Programs.1. Encourage local schools to integrate environmental education in their curriculum

and provide environmental education resource materials.

2. Encourage hands on environmental field trips, stewardship activities and guest speak-ers to provide information about local environmental stewardship activities.

3. Encourage students to develop an understanding of their immediate environmentand connection to place (e.g. Adopt a watershed).

15.2.3 An Environmentally Aware Resort Community.1. Provide environmental education about environmental values and principles and

their implications, as well as detailed information on practical steps that resort com-munity members can take. Ongoing explanation of environmental concepts such asvalues and principles is important to provide some of the reasoning behind environ-mental stewardship activities.

2. Widely publicize opportunities for community members to become involved withenvironmental stewardship initiatives.

3. Emphasize environmental interpretive experiences—educational and experientialactivities.

4. Encourage local volunteers, naturalists and experts to participate in organized envi-ronmental stewardship activities – incorporate an educational and interpretive com-ponent. Instill a sense of pride and ownership by participation.

5. Encourage learning experiences for all.

6. Share all the information we discover – make it easy to find out how to becomebetter environmental stewards (through environmental bulletins, for example).

7. Use active Volunteer-Based Monitoring Programs only within a carefully designedexpert monitoring framework.

15.2.4: Environmentally Aware Visitors.1. Market environmental stewardship in Whistler and global responsibility in general

to visitors.

2. Marketing of Whistler should consider, along with the beautiful natural environ-


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ment, local stewardship initiatives and requested visitor responsibilities (e.g. Anenvironmental code that promotes the opportunities for nature interpretation, yetfollows the local practice of protecting natural areas, participating in conservation oflocal resources, etc.).

3. Emphasize the importance of environmental stewardship to the Whistler experi-ence and the importance to the community they are visiting.

4. Publicize environmental stewardship code through use of brochures, videos andother information provided to visitors on their arrival. Focus on key areas of con-cern.

5. Look to Whistler’s business community for unique and innovative approaches.


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CHAPTER 16CONTINUOUS IMPROVEMENT IN ENVIRONMENTALPERFORMANCE

16.1 IntroductionWhile this document and other plans anticipate future conditions as much as possible,we will continue to learn about our relationship with natural systems. An adaptive ap-proach to management and implementation of all of our directions is required.

For the most part, the historic approach to environmental management has been toreact to specific environmental impacts or environmental issues. Municipal depart-ments have expanded and adapted their environmental management practices andimplemented many programs, policies and projects. However, none of these initiativeshas attempted to address the full range of interrelated environmental issues associatedwith the priority of moving toward environmental sustainability.

A new approach to municipal management has emanated from Whistler 2002 — anapproach focused on a vision and a corporate mission. This includes a Long Term Fi-nancial Plan, the Whistler Environmental Strategy and other strategic plans such asWhistler Comprehensive Transportation Strategy. When it comes to moving towardenvironmental sustainability, we ask the municipal corporation: Are you doing all youcan? How can you be more effective in coordinating and completing the many environ-mental sustainability tasks? How do we incorporate an enhanced level of environmen-tal stewardship into all that you do?

16.2 Strategic GoalsThere is one strategic goal:

16.2.1 A culture of continuous improvement.Ongoing pursuit of improved environmental performance in everything we do will beessential to achieving the overall goal of environmental sustainability. Creating a corpo-rate culture where all activities and decisions are carried out according to environmen-tal values and principles is the goal. This will require an openness to new ideas forimprovements and readiness to accept and learn from mistakes. Ultimately, this cul-ture of continuous improvement should create its own momentum as it becomes in-stilled within the hearts and minds of all employees. Until this becomes reality, a sys-tem to ensure that ongoing improvements are made is needed.


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16.3 Environmental Sustainability Management SystemA framework for continuous improvement

A continuous improvement framework, or management system, will provide the toolnecessary to effectively manage community and RMOW decisions and activities in re-lation to environmental sustainability values and principles. The system must be adap-tive and flexible so that municipal staff and resort community partners can easily iden-tify and implement new initiatives.

Key to a management system are the steps of setting policies, goals and targets; prepar-ing work plans; implementing the plans; measuring performance; and finally review-ing and improving the policies, goals, targets and actions as required. Figure 12 repre-sents a management system that illustrates the many components of the Whistler En-vironmental Strategy and guidelines for how frequently they are subject to the manage-ment system steps and by whom. Different time frames for review are appropriate fordifferent components of the strategy.

Figure 12. Overview of environmental sustainability management system, including WES components, cycle time-frames for eachcomponent and the level of municipal responsibility management system. See Figure 13 for an outline of the RMOW specificmaagement system.)

1. Set Policy and Plan:

Values Principles, Directions, Strategic Goals

Choice of key indicators and targets

Guidelines

Tasks, sub-tasks, implementation detailsand meeting targets

quarterly to annually:mid managers & staff

1–3 years: senior/mid-management, Council

1–5 years: senior/mid-management, Council

5 years plus: major process

3. Measure, Evaluateand Report

4. Review & Improve2. Implement andCommunicate


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.

Policy and direction for moving towards environmental sustainability has been initi-ated with the first two action steps below (established through the WES Planning Proc-ess). Development of an ESMS to support our continuous improvement includes thefinal five, ongoing, action steps

Set Policy and Plan.a) Establish values, principles directions, strategic goals, targets and guidelines. Ini-

tially, Parts 1 to 4 of this document establish these important policy components.Revisions to values, principles, directions, strategic goals, targets and guidelinesmay require significant planning and resources for successful implementation. Assuch, they are reviewed by RMOW senior managers and approved by Council, asnecessary, to inform the annual business planning process.

b) Establish strategic, time-activated tasks. Initially, these tasks, and their current sta-tus, are listed in Part 5 of this document.

c) Educate staff and identify sustainability actions/tasks

• Annual staff awareness training and brainstorm sessions. Annual sustainabilityawareness training will provide staff/managers with the knowledge to identifyinnovative improvements that will move RMOW operations towards environmentalsustainability.

• Ongoing reminders and incentive programs. Ongoing sustainability remindersand incentive programs that staff see and experience every day will help makesustainability top-of-mind during day-to-day activities.

d) Assess actions

• Operational sustainability actions. Assessment of and planning for operationalactions (no/little additional resources and planning required) at the functionalarea level will facilitate the integration of sustainability into RMOW operations byincreasing staff participation in the actions. Furthermore, assessment at this levelwill allow each area to adapt and improve their operations quickly and flexibly.

• Strategic sustainability actions. All strategic sustainability actions (significant ad-ditional resources and planning required) will be assessed and planned throughthe annual business planning process thereby ensuring that all RMOW initiativesare given due consideration.

Implement and Communicatea) Internal communication and implementation. Following the RMOW corporate goal

of open communication and decision-making, it is essential that all suggested ac-tions be responded to, including those that are not implemented. Actions approved


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for implementation will be clearly communicated to staff and any associated proce-dural changes must be documented and announced.

b) Sustainability in action awards. An annual award program will help generate theenthusiasm and participation that successful environmental stewardship will re-quire.

c) External communication. Showcase environmental sustainability actions and inno-vations will be communicated annually to Council and the public.

Measure, Evaluate and Reporta) Evaluate progress and effectiveness of implemented actions/tasks..... Annual evalua-

tion of the actions will determine whether actions are being implemented correctlyor at all, and whether they are having the intended positive impact.

b) Measure and report environmental sustainability performance. Performance againstdirections, strategic goals and targets will be measured at both the RMOW corporateand community levels. Core indicators that measure performance against WES di-rections are included in each chapter. RMOW corporate sustainability indicators arebeing developed. Reporting will address internal and external information needs,and stakeholders will be given the opportunity to provide input on all aspects of thereport (i.e. including the principles, directions, strategies, actions, indicators, etc.).

c) Evaluate the environmental sustainability management system. While this docu-ment and other plans anticipate future conditions as much as possible, ongoinglearning about sustainability and how we affect it will take place. Therefore, thesystem for managing sustainability must be evaluated on a regular basis and adaptedaccording to new conditions and needs.

Review and Improvea) Review results. Reviews/evaluations of implemented actions and tasks, environmental

performance against targets, stakeholder feedback, and effectiveness of the man-agement system will occur on an annual basis. Overall principles, directions andstrategic goals will be re-evaluated on a much less frequent basis.

b) Make improvements. Improvements will happen at all levels of the system—at thepolicy and strategic planning level as well as at the operational action/task level. Thisstep is critical to ensuring that efforts are effective at meeting sustainability objec-tives and that resources are being well spent.


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16.3 Indicators and TargetsWhile all WES core indicators measure performance of meeting WES directions, man-agement’s commitment to sustainability and their effectiveness at managing continu-ous improvement can also be measured.

SUGGESTED INDICATORS BASELINE TARGETPercentage of indicators for which targets are set TBD 100%Percentage of targets met TBD 100%

16.4 TasksThe top three Chapter 16 tasks and their status are:1. Develop and provide training programs for sustainability implementation.

In Progress. In 2001, sustainability awareness and implementation sessions, based onThe Natural Step framework, were held with all RMOW staff. This has led to a

raised awareness of sustainabil-ity and a list of actions steps de-veloped at the functional arealevel within the RMOW. An an-nual training program will be de-veloped in 2002.

2. Develop performance in-dicators for RMOW corporate en-vironmental sustainability.

In Progress. RMOW Corporateindicators, based on the TNS sys-tem conditions, are being devel-oped for use in 2002.....

3. Implement RMOW cor-porate sustainability actionswithin an overall environmentalsustainability management sys-tem.

In Progress. Section 16.3 of this chapter outlines the key action steps of a environmen-tal sustainability management system for Whistler. This environmental sustain-ability management system will be developed in 2002, complete with a handbookto provide guidance for ongoing management.

Figure 13: Detailed RMOW Environmental Management System steps.

Annual Planning Process

Educate re: values, principles,

Staff: Brainstorming new actions

Assess Actions

ApprovedStrategic Actions

New Actions

ApprovedOperational Actions

Communicate and Implement

Measure and ReportNew Strategic Actions

Set Strategic Policy Values, Principles, Directions, Strategic Goals

Review & Improve


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16.5 Key LinksKey links describe some of the ways that other WES directions help with continuousimprovement in environmental performance. In general, continued success with eachof the land use and infrastructure directions will help to encourage continuous im-provement in environmental performance.

16.2 General GuidelinesOur continuous improvement framework starts with the environmental values, princi-ples, mission and directions of the Whistler Environmental Strategy and builds im-provement with subsequent implementation, re-evaluation and improvement. The cir-cular diagram of figure 11 identifies this process.

1. In general, consideration of a management system for the RMOW should considerthe RMOW’s overall functions measured against progress towards conformancewith four TNS system conditions. The following list provides an outline of specifictopics that, as a minimum, should be addressed: building and facility operations;trail and park maintenance practices; employee responsibilities; suppliers; contrac-tors; energy, water and material use; air emissions (NO

x, SO

x, CO

2, etc.); hazardous

material management by the RMOW and its agents; purchasing, leasing and re-placement of equipment and vehicles; operation of equipment and vehicles; envi-ronmental communications related to operations; partnerships with regulatory agen-cies related specifically to operations; environmental incident response and prepar-


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edness; environmental awareness and training for operations; environmental meas-urement and improvement; detailed monitoring of environmental performance re-lated to operations; continuous improvement and adherence to best practices; ac-counting of environmental costs and cost savings, where possible; detailed construc-tion practices for capital projects.

2. An inventory of current energy use and air emissions and associated target settingfor RMOW operations should conform to the recommendations of the Federationof Canadian Municipalities Partners for Climate Protection guidelines.

3. For additional guidance, refer to ISO 14000 family of standards including, in par-ticular the following publications:- CAN/CSA-ISO 14004-96: EMS - General guidelines on principles, systems and

supporting techniques;

- CAN/CSA-ISO 14001-96: EMS - Specification with guidance for use.

The Whistler Environmental Strategy advocates specific attention to each of the fouraction steps or stages of improvement. For additional guidance:

1. Set Policy and Plan

a) WES Mission, values, principles, directions and guidelines guide environmentalpolicy.

b)Strategic goals, targets, tasks and business plan integration guide planning ef-forts.

c) Where possible, triggers will be set. Triggers are predetermined actions to be takenif a specified indicator value is reached. Triggers will suggest a combination of:new task selection, changed resource allocation; changes to implementation de-tails of tasks and/or guideline revisions.

2. Implement and Communicate

a) WES Part 4 and 5 address WES implementation.

b)Enacting the business plan, complete with allocation of resources and responsi-bilities and scheduling environmental tasks/actions is a key part of implementa-tion. A clear schedule and task-specific objectives and targets should be predeter-mined for each task; see also WES Chapter 11 guidelines.

c) Allow additional flexibility for staff to try new approaches for implementation oftasks within predetermined, task-specific objectives and targets.

d)Allow flexibility to use more interdepartmental task forces when tasks cross nor-mal disciplinary boundaries. Also allow flexibility to partner with community


134

stakeholders, where there is potential for improved efficiency or effectiveness, orpotential to assist other resort community directions.

3. Measure, Evaluate and Reporta) This includes an assessment of overall environmental learning from applying

this adaptive management approach to all environmental directions.

b)Refer to the environmental sustainability management system (above) for time-frames and responsibility levels for each of the components of the Whistler Envi-ronmental Strategy.

c) This stage should include documentation and ongoing reporting of environmen-tal performance (including updating an environmental data base of environmen-tal data, indicators and targets).

d)Environmental performance should be reported to the resort community annu-ally and feedback on the usefulness of the report content should be solicited.

e) Encourage annual reporting of sustainability performance by major resort com-munity partners.

f) Graphical presentation of actual progress (indicators over time) against targets isthe preferable means of representation. Appropriate external benchmarks (e.g. othercommunities) should be included where possible.

g) Report task progress and performance against predetermined, task-specific objec-tives and targets to senior staff (by functional area managers) on an annual, depend-ing on the scope of the task.

4. Review and Improve

a) Review and improve environmental mission, values and principles and strategicgoals based on a resort community public review.

b) Review and improve indicator and target selection based on environmental mis-sion, values, principles; and strategic goals and review by Council and senior staff.Review should include an analysis of whether indicators are indicating progresstowards environmental sustainability.

c) Review and improve guidelines based on senior and/or middle manager input and,where major changes are contemplated, Council review.

d) Review of environmental performance (as measured by indicators compared withtargets), should be carried out to determine whether any trigger conditions havebeen reached. Implementing triggers can include a combination of: new task selec-tion; changed resource allocation; changes to implementation details of tasks and/or guideline revisions.

e) Review community stakeholder feedback regarding sustainability performance and


135

usefulness of the report content. Considering and responding to this input is part ofthe municipality’s accountability to the community.

f) Review and improve tasks, sub-tasks and implementation details (especially withrespect to the performance of tasks relative to predetermined objectives and targets)should be frequently reviewed by project managers and project staff. Mid-managersand senior managers may review task performance on an ongoing basis. Seniormanagers will review annual task performance reports at or before budget prepara-tion. Task performance reports are summaries of task performance based on thesuggested task summary sheet in the Chapter 11 guidelines.


136


137

PART FIVEWORK PROGRAM AND PROGRESS REPORT

The following tables provide an overview of the major tasks being pursued by the ResortMunicipality of Whistler to take steps toward environmental sustainability.

Part 5 – Work Charts -1

Lead Dept. 2002- 2003

2004-2006

Beyond 2006

Priority Supports S.C.#?

Status P – planned, IP – in progress, C – complete, N – not planned

CHAPTER 3 LRUP ECOSYSTEM MANAGEMENT TASKS1 Support Whistler Interpretive Forest Alternate Forest Practices Parks X X M 3 IP Supported through WIF Committee- WIF ovjectives signed off by

MOF Dist Mgr In 2000

2 Develop standards for a hierarchy of trails Parks X M 3 IP Trail standards are in draft3 Develop a wild fire management plan Parks X M 3 IP initial discussion has occurred with Fire dept regarding

wildfire/urban interface fires4 Pursue a community forest license with MoF Parks X H 3 P In the short term, application for a Special Resource Mgmt Zone is

being pursued as an alternative in lieu of LU/LRMP process being scheduled for this forest district

5 Inventory forest age classes and disturbance regimes within the LRUP to establish historical baseline

Parks X X H 3 IP Maps acquired by Parks dept

6 Establish quantified criteria for LRUP ecosystem management, including quantified guidelines for PANs, silvicultural treatment, habitat management and restoration requirements

Planning X X H 3 P Subject to completion of Task 7 (above)

7 Carry out ecological and recreational mapping of LRUP Parks X H 3 IP Recreational mapping complete, ecological mapping subject to additional, external funding

8 Participate in commercial & public recreation management with BCAL & MoF This includes the development of approval criteria, approval process and environmental guidelines

Parks/ BCAL

X H 3 IP Commercial Recreation Policy: land use plan prepared

9 Identify key view corridors for protection and addition to the MoF's Visual Quality Objectives

Parks X L 3 P

10 Apply for a Special Resource Management Zone Parks X M 3 IP Application for SRMZ in progress11 Establish a central data collection for wildlife information Parks X M 3 P task to be reviewed with Naturalist Club

CHAPTER 4 RMOW PROTECTED AREA NETWORK TASKSComprehensive Tasks

1 Establish a classification system and map desirable PANs, Recreational Greenways & Developed Areas, including ecological inventory and property considerations

Planning X H 3 IP Base maps complete, classification and PAN mapping planned for 2002

2 Develop a strategy to secure or protect lands on a priority basis - including bylaws, partnerships, property acquisition, transfers and restrictive covenants, including a comprehensive environmental Protection bylaw for protection of some PANs

Planning X X H 3 P Subject to Task 1 - PAN Strategy above - planned for 2002/2003

3 Designation of existing and desirable PAN (based on mapping) Planning X X H 3 P Subject to Task 1 - PAN Strategy above - planned for 2002 4 Develop pesticides use policy/integrated pest management plan Parks X M 2 and 3 IP Informal policy for RMOW Parks only5 Designate all RR1 lands as Development Permit areas Planning X H 3 C Completed in 2001

Conservation Area Tasks6 Designate the Rainbow Conservation Area as protected — including

River of Golden Dreams Wetlands, Emerald Forest, Whistler Wildlife Reserve, the south end foreshore of Alta Lake and Wedge Lands

Planning X H 3 IP Emerald Forest, Whistler Wildlife Reserve, ROGD Wetlands are conservation lands

7 Develop management plan for the Rainbow Conservation Area (River of Golden Dreams, Emerald Forest, Whistler Wildlife Reserve, Wedge Lands, etc)

Parks X H 3 IP Management Plan complete for Emerald Forest

8 Implement ecological monitoring for the Rainbow Conservation Area Parks X X X H 3 P Part of Emerald Forest Mgmt Plan and PAN Strategy9 Establish Fitzsimmons (WGRC) Spruce Forest Preservation Area Planning X H 3 IP10 Monitor baseline and implement mgmt for Fitzsimmons Nature Reserve -

wetlands and spruce forestParks X X X M 3 IP Water monitoring for pond on-going since Spring of 1999

Stream and Lake Stewardship11 Assist stream stewardship five-year plan Parks X X H 3 IP RMOW supports WFSG with staff positions, eqipment & supplies12 Assess stream habitat quality / map and classify Whistler streams Parks X X M 3 IP Stream classification map complete — needs to be incorporated

into PAN Strategy; timeline for updates tbd13 Implement recommendations of 1998 Alta Lake Limnology Study Parks X X L 3 C Part of River of Golden Dreams Watershed Mgmt Plan


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



Watershed Management Plans14 Establish criteria for Watershed Management Plans Parks X H 3 C baseed on Crabapple Creek as a template15 Agnew Creek (Alpine) Parks X M 3 P Part of PAN strategy16 16 Mile Creek Parks X M 3 P Part of PAN strategy17 19 Mile Creek Parks X M 3 P Part of PAN strategy18 Crabapple Creek Parks X M 3 C Completed in 200019 Whistler Creek (including relocation) PW X M 3 P20 Lakeside Creek Parks X M 3 P Part of PAN strategy21 Scotia Creek Parks X H 3 P Part of PAN strategy22 Horstman Creek Parks X M 3 P Part of PAN strategy23 Blackcomb Creek Parks X M 3 P Part of PAN strategy24 Fitzsimmons Creek – including corridor land use, MoELP negotiation,

landslip, gravel removal, stream hydrology and habitatPW X H 3 P

25 River of Golden Dreams Parks X H 3 C Completed in 200126 21 Mile Creek PW X H 3 P27 Rideau Creek (Emerald) Parks X M 3 P

CHAPTER 5 RECREATIONAL GREENWAYS TASKSSecure New Parks and Trail Rights of Way

1 Secure Nester’s Hill Recreational Area Parks X M 3 IP2 Secure Valley Trail: Alpha Lake Park to Function Junction Park Parks X H 3 P3 Secure Pine Point Park Parks X M 3 IP

Park development 4 Blueberry Beach South – park creation Parks X M 3 P5 Lakeside Park expansion Parks X M 3 IP Neighboring lot secured in 1999

Trail development6 Secure and construct Meadow Park to Myrtle Philip via Nesters Hill

Valley Trail Parks X L 3 IP

7 Lighting projects for selected Valley Trails Parks X M 1 IP

Environmental Protection Measures8 Identify and implement buffer zones at the transitions from recreational

greenways to PANs; includes an inventory of damaged areas, assessment of soil compaction and guidelines for implementation

Parks X H 3 P Subject to PAN Mapping

9 Establish trail hierarchy and environmental standards to ensure appropriate trail type and maintenance for each setting ; includes widths, surfacing & lighting

Parks X H 3 IP Draft Trail Hierarchy Plan is complete

10 Monitor beach water quality Parks X X X H 3 IP on-going monitoring for colliform counts11 Develop trail use restriction triggers for trails to be consistent with the

Whistler Experience and to address trails closest to protected areasParks X H 3 IP Part of Bicycle Task Force responsibilities

12 Implement trail use restrictions for selected trails based on triggers Parks X M 3 IP Part of Bicycle Task Force responsibilities13 Expand and improve domestic animal control program, including

regulations, education and awarenessBylaw X M ? IP education and awareness initiatives in progress through WFSG;

bylaw revisions are for future reference

Educational and Interpretive Programs14 Expand educational and interpretive opportunities along trails Parks X X X H ? IP on-going monitoring for colliform counts15 Implement Natural History Signage & Restoration at Lost Lake Parks X H 3 P Subject to a coordinated plan16 Construct wildlife viewing sites Parks X M 3 P Potential vieiwng sites to be identified through ROGD Watershed

Mgmt Plan


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER SIX DEVELOPED AREAS TASKS

Land Use 1 Implement No Net Loss of Habitat Policy Planning X H 3 P Subject to completion of PAN Strategy2 Prepare and implement an environmental checklist for development

approvals, informing community stakeholders, RMOW staff and senior government of environmental requirements for land development and public projects; define EIA requirements

Planning X X H ? P Planned for 2003

3 Review and amend RR1 allowable uses Planning X H ? IP rezoning of undeveloped private RR1 parcels complete4 Update CDP and OCP environmental guidelines that encourage

compact, efficient use of land, energy and materialsPlanning X M all 4 P to be part of Comprehensive Sustainability Plan

5 Develop and circulate a green building manual which guides design, construction, renovation and on-going management

Planning X M 1 and 2 P Planned for 2002

Urban Run-off Mitigation6 Prepare and implement a Storm Drainage Mgmt Plan, including

mapping, analysis, construction; coordinate with watershed PW X H 3 P

7 Implement stormwater retention and oil separation/ filtration requirements for new developments and amend subdivision bylaw

PW X H 3 P

Ecologically Appropriate Planting8 Enroll in the provincial "Naturescaping" program Parks X M 2, 3 P plan for a community campaign9 Develop an indigenous planting program where retention is the priority

and invasive plants are prohibited Parks X M 3 IP Parks dept has developed plant list and it has been circulated

throughout Whistler on Household Toolkit CDRom10 Evaluate the appropriate level of protection for vegetation on private

propertiesPlanning X L 3 P focus on public awareness through Whistler It's Our Nature

11 Explore possibilities for a community garden, including composting & planting techniques demonstration

Parks X M 3 P AWARE and SLRD are exploring options

Odor and Light Pollution12 Develop a municipal night time sky policy Planning X M P13 Develop a municipal policy for odor control — include guidelines for

pump stations, wastewater treatment plant and solid wastePW X M P odor assessment in 1999, implemetation included in WWTP

Phase 2 expansion


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER 7 SUSTAINABLE TRANSPORTATION TASKS (see CTS for additional transportation tasks)

Transportation Programs and Policies1 Implement Transportation Demand Management measures — including

employee trip reduction, education and awareness (eg Go Green, the Whistler Way!, Earth Day, Clean Air Day, marketing of tour packages), planning and enhancing cycling facilities and regional carpooling program

PW X X H 1, 2, 3 and 4 IP A communications task team has developed a communications strategy for TDM. For 2001 - 2003, the focus of the program is local residents, Whistler employees and second home owners

2 Implement and coordinate a parking supply policy as a Transportation Demand Management initiative

PW X H 3 P In 2002, a Parking Inventory and Utilization study will review parking in the Whistler Village core area

3 Develop enhanced inter-city travel options — include a transportation centre or hub for regional and local carriers

PW X X H 1 IP The Pemberton Valley transit system started in 2001 with 4 daily trips to Whistler; a commuter-oriented transit system between Squamish and Whistler is under consideration; Whistler-Squamish regional vanpooling started December 2001; In 2002, a trial traffic mangement program is planned for Gateway Loop

4 Convene a bicycling steering group to address bicycle commuting and recreational cycling

Parks X H 1 IP The Whistler Cycling Committee will complete a transportation-oriented Bicycle Network Plan in Spring 2002; the WCC will then focus on developing the Recreation Bicycle Network Plan

5 Investigate the potential for additional train station Planning X M 1 In 2002, BC Rail announced that passenger service to Whistler will be phased out

6 Liaise with the motor carrier commission in order to provide opportunities for additional transportation carriers

PW X M 1 IP On going and in conjunction with the Whistler Welcome Strategy

7 Lobby regional and provincial partners to promote regional and local TDM initiatives

PW X H 1 IP The RMOW is working with BC Transit and the District of Squamish to expand transit service to Squamish; the RMOW has partnered with BC Transit to provide a regional carpool/vanpool program administered by the Jack Bell Foundation

8 Implement environmental mitigation & compensation policy for new transportation infrastructure

Planning X M 1 and 3 ?

9 Partner with provincial agencies to assess hazardous goods transportation in Whistler and develop improved regulations, if possible

PW X M 2 ?

10 Improve Whistler and Valley Express (WAVE) transit service by increasing the service areas, frequency and affordability of local transit service

PW X H 1 IP on-going -- in 2002 the WAVE has 24 buses offering service 365 per year from 5:25AM ending at 3AM

11 Implement alternative transportation promotional campaign for local and regional travellers (include incentives: for example, an eco-pass)

PW X H 1 IP In 2001 the TAG adopted The Whistler Way! as the brand for transportation; the featured promotional events for 2002 are: Earth Day, Clean Air Day, Canada Commuter Challenge, World Car Free Day, International Walk to School day and 2 week long community commuter challenge

12 Finalize Comprehensive Transportation Strategy and prepare implementation plan

PW X X X H 1, 2, 3 & 4 C In February 2000, Council adopted the vision, goals and objectives of the Whistler Comprehensive Transportation Strategy

13 Encourage children to use the school bus more frequently PW X H 1 IP The off-ramp TDM program was brought to Whistler high school students in 2001

Transportation Projects: Design and Construction 14 Develop a Transportation Centre (secure site and partnerships, design,

construction)PW X H 1 and 2 P 2002 –study in conjunction with the Whistler Welcome Strategy

15 Support Train Station re-build / process DP Planning X X M 1 and 2 IP Rezoning process is underway

16 Village transportation centre / welcome centre (evaluate) PW X H 2 and 2 P

17 Village transportation centre / wlecome centre (construct) PW X H 3 and 2 P


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER 8 WATER SUPPLY AND WASTE WATER TASKS

Water and Wastewater Conservation1 Implement a water use Reduction strategy to address reduction, re-use

and recovery, water metering, volume-based pricing and other initiativesPW X X H 3 IP initial data gathering carried out, analysis and commence

implementation in 2002

Water Supply & Distribution2 Computer Model Water Supply System PW X M 4 C3 Perform an assessment of the quality and quantity of Whistler valley

groundwater sourcesPW X H 4 C Long-term water supply masterplan draft report Feb 2002 KWL

4 Upgrade groundwater well sources PW X X X M 4 IP exploration on-going, construction /implementation in 2004/055 Monitor & manage drinking water contamination risks PW X X X H 2, 3 & 4 IP on-going6 Improve 21 Mile storage & watermains PW X X H 4 P in 2002/03, storage in 20057 Develop partnership agreements with private water utilities — Van West

& Alpha CreekPW X X X M 4 P

8 Implement Utilities department SCADA Control System (also for wastewater system)

PW X M 4 IP feasibility report completed

9 Watermain connectors: Alpine-21 Mile & Alta-Nordic PW X M 4 P10 Improve Emerald water supply, distribution & storage PW X H 4 P11 Twin Baxter Reservoir PW X M 4 C Completed as part of Spring Creek12 Enhanced backflow prevention program including enforcement PW X H 413 Carry-out a long-term water supply update, including water conservation

measuresPW X H 4 IP KWL Draft Report Complete

14 Consider and assess a small pond network for wildfire management Parks X M 3 P for future reference – part of wildfire/ urban interface task (Chapter 15 Implement irrigation water conservation practices (e.g. irrigate only

when needed, drip lines for hanging baskets) Parks X M 3 C

16 Brio Reservoir PW X H 4 P17 Disinfection system improvements PW X H 4 P18 Whistler South Connector PW X H 4 P19 West Side Reservoir PW X H 4 P20 Mtn View Booster Stationnn and Reservoir PW X H 4 P

Wastewater Collection16 Extend wastewater collection to Emerald Estates & west side PW X X H 2, 3 IP Emerald Estates to be completed in 2002, West side scheduled for

2003/200417 Update Sewer Bylaw PW X L 2, 3 P18 Upgrade Alpine Meadows Pump Station PW X M 2, 3 P19 Upgrade Alta Vista Sewer Laterals PW X M 2, 3 P20 Upgrade Lakeside Park pumpstation PW X M 2, 3 C21 Upgrade Whistler Cay pumpstation PW X M 2, 3 C

Wastewater Treatment and Residuals Management22 Wastewater Treatment - Contract 2 Biological Treatment PW X X L 2, 3 P pending senior government support23 Implement full-scale, commercial Bio-Solids retail program PW X M 2, 3 P using biosolids on landfill in the interim24 Enhanced odor control for treatment plant PW X H ? P part of WWTP Phase 2 Expansion


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER 9 MATERIALS AND SOLID WASTE TASKS

Refuse, Reduce, Re-use and Recycle1 Conduct cost-benefit analysis of options for domestic solid waste

reduction and refine solid waste user pay systemPW X H all 4 C Solid waste bylaw and environmental legacy fund created

2 Provide recycling opportunities at all major public places and facilities Parks X X M all 4 IP Bottles & cans in parks, examining opportunities to expand recycling program

3 Add to the list of recyclable materials banned from landfill PW X X X H all 4 IP to date, the bylaw bans cardboard and hazardous waste4 Explore incentives and disincentives for reducing construction site waste PW X M all 4 IP banned cardboard from construction sites

5 Explore potential safe household composting solutions for Whistler (e.g. worm composter)

PW X H ? IP SLRD/Carneys make home composters available

6 Participate in SLRD recycling Initiatives PW X H all 4 IP on-going7 Develop Function Junction recycling/solid waste site PW X H all 4 C8 Develop a re-use-it and waste exchange program, site and building PW X H all 4 IP re-use-it centre complete, waste exchange could be included in

web site9 Develop Community Composter PW X X L ? IP study underway10 Develop Whistler Creek recycling/ solid waste collection site PW X H all 4 C completed for waste only11 Require new developments to provide recycling facilities Planning X M all 4 C Bylaw requires recycling facilities

Minimize Solid Waste Environmental Impacts12 Implement Bear Management Plan, including bear proof

garbage/recycling containers and bylaw revisionPW X H ? C

13 Major solid waste management review, review in 2004-6, design and implement changes by 2008, if required

PW X H ? P

14 Landfill Expansion — Phase 1 (including liner & leachate collection system)

PW X H ?(3) C

15 Landfill Phase II Expansion — Evaluation PW X H ?(3) P design in 200216 Landfill Phase II Expansion — Implementation PW X H ?(3) P construction in 2002/200317 Landfill Closure - Assessment PW X H ?(3) P

CHAPTER 10 COMMUNITY ENERGY TASKS

Air Quality1 Develop and Implement Air Quality Management Plan: develop targets

and triggers Planning X M P Continue monitoring in the short term

Energy Conservation2 Prepare a community energy strategy and establish community

baselines, projections, targets and triggers for energy use and greenhouse emissions; also establishes additional tasks

Planning X H IP Draft Final Community Energy Plan (CEP) Report Finalized

3 Implement energy conservation measures and land use, buildings, transportation systems

Planning X X H P To be determined based on CEP (above)

4 Prepare & implement green building guidelines for new and existing public buildings (incl proposed multi-pupose facility)

Planning X H P To be determined based on CEP (above)

5 Assess the potential for an idling bylaw PW X M C Bylaw passed in 20026 Assess the potential for a Whistler Air Care Program Planning X M {P Future consideration7 Support energy use education program Planning X X M P To be promoted by Whistler It's Our Nature program


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER 11 MUNICIPAL ORGANIZATION TASKS

Systems/Procedures1 Establish annual environmental sustainability education for all staff Planning X X X H IP Approx 90% of RMOW staff received awareness training, based on

TNS Framework; an annual training program for staff will start in 2002

2 Establish functional area sustainability teams to facilitate integration of environmental sustainability into municipal operations

Planning X H IP Key staff members have been identified and teams will be established in 2002

3 Implement the Sustainability in Action Awards program for RMOW staff Planning X H IP An awards program will be reviewed by RMOW senior management in 2002

4 Prepare environmental protection bylaw enforcement protocol Bylaw X X H P5 Update subdivision bylaw (including engineering standards and

provincial environmental guidelines for land development)PW X M P

6 Establish an ‘environmental sustainability office/centre Planning X H IP To be the Whistler Centre for Sustainability, in partnership with other Whistler partners

7 Prepare, and provide training for the WES Decision-Making Manual Planning X H IP to be incorporated into a continuous improvement framework (and hand book) - see Chapter 16

8 Incorporate environmental issues into the RMOW Newsletter Planning M P To be incorporated into Whistler. It's Our Nature newsletters, etc.

Human Resources9 Establish an Environmental Innovation Office — including an

Environmental Manager positionPlanning X H IP Refer to Whistler Centre for Sustainability

10 Establish a staff environmental working group to monitor the implementation of the Whistler Environmental Strategy

Planning X M IP Refer to Functional Area Teams (this Chapter)

11 Implement the Staff Environmental Innovation and Awards Program HR X H P? Refer also to Chapter 16 - Continuous Improvement12 Establish RMOW Staff EMS Task Force Planning X X X H P Refer to Chapter 16 - Continuous Improvement13 Implement RMOW EMS — address: corporate operation and

maintenance practices; energy and materials use; purchasing policies; and RMOW emergency preparedness

PW X X H P Refer to Chapter 16 - Continuous Improvement

14 Develop RMOW Environmental Showcase Opportunities Planning X H P Refer to Chapter 16 - Continuous Improvement

CHAPTER 12 ENVIRONMENTAL PARTNERSHIP TASKSRMOW External Communications

1 Support the publication of an environmental newsletter Planning X X X P To be incorporated within the Whistler. It's Our Nature initiative

Resort Community Partnerships

2 Establish a partnership registry for community groups involved in environmental initiatives

Planning X X X P To be incorporated within the Whistler. It's Our Nature initiative

3 Support Arbor Day Parks X X X IP Annual RMOW participation

4 Develop an environmental partnership with WORCA — environmental protection measures related to trail development

Parks X X X IP Addressed through Bicycle Task Force

5 Support and participate with the Habitat Improvement Team Parks X X X IP On-going participation with WFSG and RMOW Horticulture

6 Foster environmental partnerships with AWARE for specific environmental initiatives

various X X X IP Whistler. It's Our Nature is a partnership with AWARE and other Whistler organizations

7 Develop a partnership with the Whistler Naturalist Society for education, interpretive experiences and research

Parks X X X P

8 Participate with the Black Bear Task Team PW X X X C BBTT has completed its mandate; JJ Whistler Bear Fdn conducts public awareness, etc

9 Develop watershed management partnerships Parks X X X C Extensive partnerships through ROGD watershed Mgmt Plan and WFSG

10 Participate and foster stream stewardship with the WFSG Parks X X X IP Extensive support and partnership-building by RMOW Parks11 Participate with the APRC on environmental issues Parks X X X IP12 Participate with the APC on environmental issues Planning X X X IP13 Participate with the Design Panel on environmental issues Planning X X X IP

14Continue as a catalyst for transportation partnerships — for the implementation of progressive transportation initiatives (in accordance with CTS and WES)

PW X X X IP

15 Partner with local Kayak Club Parks X X X P


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



Governmental Partnerships16 Partner with the SLRD regarding growth management strategies and

other regional initiativesPlanning X X X P

17 Participate in MSRM, MWLAP Partnerships -- for Stream Enhancement, watershed management, backcountry recreation licensing

Parks X X X IP

18 Partner with BC Parks for LRUP and surroundings ecosystem management

Parks X X X IP

19 Foster partnerships between senior municipal and provincial officials regarding the LRUP Area Management

Parks X X X IP

20 Participate in the Forest and Wildlands Committee and partner with MoF regarding LRUP Ecosystem Management

Parks X X X IP Parks dept representatives and 2 councillors

Business Partnerships21 Foster a partnership registry to promote environmental best practices

among businesses and forest licenseesPlanning X X X

Partnerships with External Agencies22 Develop closer "energy partnerships" -- with Centra, BC Hydro and

Federation of Canadian Municipalities to encourage energy conservation measures

Planning X X X C BC Hydro and NR Canada both contribute to Whistler's Community Energy Plan

23 Develop conservancy partnerships with The Nature Trust of British Columbia and Nature Conservancy Canada

Parks X X X IP Developed as part of Emerald Forest Conservation area and other sites

24 Partner with regional sustainable development initiatives, such as the Cascadia group and Georgia Basin Initiative

Planning X X X P Participation by Mayor and Administrator in Cascadia Mayors and Howe Sound Forum

CHAPTER 13 ENVIRONMENTAL FINANCING TASKS1 Establish Environmental Funding Policy Finance X H P2 Establish Environmental Legacy Fund PW X X H C Currently $1.2 million fund 3 Identify new funding sources for environmental tasks Planning X X H IP Partnering funding through Whistler. It's Our Nature and

Community Energy Plan exceeds $130,0004 Collect funds from WIF commercial operators Parks X M P exploring options with MSRM


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



CHAPTER 14 LOCAL BUSINESS STEWARDSHIP TASKS1 Convene a multi-sector business environmental awards and standards

panelPlanning X

2 Implement the environmental awards program for businesses — for example, a five-star program for leading local businesses in conjunction with other resort business partners

Planning X X X

3 Assist implementation of pilot projects by local businesses Planning X4 Prepare a Whistler Environmental Code of Conduct for local businesses Planning X5 Establish targets and triggers for businesses’ environmental Planning X6 Encourage energy & material conservation by businesses and

implement municipal policies based on targets and triggersPlanning X

7 Participate in regional environmental management with the SLRD and neighbour municipalities on Growth Management Strategy and The Howe Sound Sustainability Accord

Planning X X X

8 Develop local forest practices award and establish criteria for award Parks X X X P Exploring options9 Initiate partnerships with important backcountry user groups, such as

commercial operators, forest companies, WORCA, Intrawest, Alpine Club, other recreational groups, etc.

Parks X X X IP Identifying groups

10 Partnership agreement with Food and Beverage Association to encourage environmental initiatives

Planning X

CHAPTER 15 EDUCATION AND RESEARCH


Lead Dept. 2002- 2003

2004-2006

Beyond 2006



1Expand naturalist program including encouraging and facilitating guiding programs throughout the resort community, guide training, educational/interpretive programs and partnerships

Parks X X X M IP Lost Lake program and partnerships/support of Naturalist Club, Whistler Interpretive Forest and Mt Currie all provide opportunties

2 Develop Whistler Interpretive Forest Interpretive Centre Parks X P3 Identify and support ecological research initiatives, focus on

environmental initiatives applicable to WhistlerPlanning X X X P to be determined after PAN study

4 Promote Environmental Information Programs for all environmental bylaws and regulations

Various X X X IIP on-going, project specific

5 Develop major interpretive trail with signs to highlight flora, fauna, geology, geography and restoration activities

Parks X P Explore opportunities in Emerald Forest/ Rainbow wetlands

6 Provide environmental information packages to hotels, both written & video, to encourage environmental stewardship by visitors (code of ethics plus)

Planning X X X IP A modification of this should be included in the Whistler. It's Our Nature program

7 Develop an incentives program for community groups and individuals demonstrating environmental leadership

Planning X X IP A modification of this should be included in the Whistler It's Our Nature program

8 Create a "gateway" at the entrance to Whistler, including a statement of dedication to environmental stewardship

Parks X P Part of South Entrance improvements program

9 Promote an environmental/ public art liaison to educate and celebrate nature in Whistler

Parks X IP

10 Promote the solid waste 4 R's program via a partnerships with SLRD; training programs (composting, recycling); bulletins; and signs

PW X X X IP Led by SLRD Education Program and supported by Whistler It's Our Nature toolkits

11 Compile and distribute "best management practices" bulletins - at least 2 per year (eg construction waste bulletins to building contractors)

Various X X X P A modification of this should be included in the Whistler It's Our Nature program

12 Continue to provide "bear safety" information to residents and visitors PW X X X IP Grant from Environmental Legacy Fund to JJ Bear Fdn for Bear Awareness

13 Expand the Whistler Leisure Programs & Guide — provide general and specific environmental courses

Parks X X X IP A modification of this should be included in the Whistler It's Our Nature program

14 Develop an environmental office, and/or home and/or garden Planning X P15 Provide environmental education opportunities for seasonal and

transient employees (eg recycling and bear management)PW X X X P Carneys contract, brochrres developed by Jennifer Jones

Whistler Bear Foundation16 Conduct education programs about senior government environmental

legislationPlanning X X P

17 Develop educational seminars, courses and manuals for staff Planning X X X IP Training and Toolkits as part of Whistler It's Our Nature and RMOW continuous imprvement (Chapter 16)

18 Assess the feasibility of a Whistler Environmental Research Centre Planning X P to be incorporated into Whistler Centre for Sustainability initiative19 Expand ecological interpretive experiences at Whistler Interpretive

ForestParks X IP Additional signs created in 2000

20 Encourage a naturalist college or school Parks X P for future exploration21 Facilitate environmental education programs such as the "Destination

Conservation" (Sage Foundation) Program in community schoolsParks X P

22 Develop and implement speaker’s series for community schools Planning X X P23 Facilitate SLRD Solid Waste Educational Programs PW X X X IP

CHAPTER 16 CONTINUOUS IMPROVEMENT TASKS1 Develop an improved data handling system — for all indicators, targets,

tasks and triggers, integrated with policy makingPlanning X X H IP Draft plan to be presented in early 2002

2 Develop and implement a continuous improvement framework — for setting and evaluating environmental progress towards targets

Planning X H P Draft plan to be presented in early 2003

3 Enhance the Resort Community Monitoring Program to develop an environmental reporting program (annual, bi-annual and every five

Planning X X H P Potential to incorporate WES indicators into resort community monitoring report in 2002

4 Investigate; develop standards and guidelines for volunteer-based environmental monitoring programs

Planning X X X M P

WHISTLER ENVIRONMENTAL STRATEGYPublshed August, 2002 by:

RESORT MUNICIPALITY OF WHISTLER4325 Blackcomb Way, Whistler, BC V0N 1B4

TEL: 604-932-5535, TOLL: 1-866-932-5535 FX: 604-935-8109www.wwhistler.ca [email protected]

Whistler Environmental Strategy

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