Engagement Framework
Land acknowledgement
BC Ferries acknowledges the enduring ancestral connections of coastal First Nations on whose beautiful lands and waters that the company is privileged to operate in every day.
Introduction & purpose
BC Ferries is creating a consistent, inclusive and transparent approach to public engagement. This engagement framework is a system that helps communities, partners, customers, interest holders, and staff understand when and how BC Ferries engages externally and what to expect throughout the process. By setting clear expectations, we aim to deliver transparent and meaningful engagement experiences across the ferry system.
This framework reflects BC Ferries’ commitment to public input and community relationships. The decisions we make shape how people live, travel, and connect. It is therefore essential that we hear from those most impacted and from customers who rely on BC Ferries as an essential public service. Engagement helps us plan for the future in ways that reflect the lived realities of coastal communities. Listening to customer experiences and diverse perspectives helps us identify gaps and make more informed decisions about how we design services, policies, and infrastructure.
The framework is grounded in both community feedback and public engagement best practices and principles, including those of the International Association for Public Participation (IAP2). It emphasizes the importance of engaging early, being clear about what’s on the table, and creating meaningful opportunities for people to provide feedback on decisions that affect them.
This framework was developed through a robust engagement process that included months of conversations with local residents, members of former volunteer engagement committees, customers, businesses, governments, and staff, ensuring a wide range of voices helped shape the approach. It was informed by feedback gathered through interviews, surveys, in-person events, onboard and at-terminal conversations, and interest-holder workshops.
That input is reflected throughout this document and will guide how we move forward. For more details on what we heard, see the full engagement summary report published in April 2025.
Priorities from community
| Feedback from community | How we are actioning this feedback | |
| Be clear about what engagement can influence—and close the loop. People want to know what’s already decided and what their input can shape. | » | The framework includes a standard communication approach that outlines the purpose of engagement, what decisions have been made, what’s being considered, and how input will be used. |
| Show up in person—especially in rural and ferry-dependent communities. People want BC Ferries to stay present. That means attending events, hosting small roundtables, and having one-on-one conversations. | » | The framework commits to a place-based approach to engagement in ferry-dependent communities. This includes in-person activities such as attending community events and hosting project open houses. |
| Use digital tools to reach more people. Digital tools can improve access, but they should support—not replace—in-person engagement. People want mobile-friendly and accessible platforms. | » | The framework commits to using accessible, mobile-friendly digital tools to expand reach and reduce barriers. Tactics may include surveys, discussion forums, polls, and interactive maps. |
| Build trust through consistency. People want engagement to feel predictable and consistent. By showing up in similar ways across engagement opportunities and in different communities, people have greater trust in a cohesive internal process. | » | When actioned holistically, the principles and tactics outlined in this framework are meant to foster consistency across engagement opportunities led by different staff teams in different areas. Consistent approaches will be key to rebuilding and maintaining trust. |
| Work closely with government and business partners. Local and provincial governments, tourism groups, and business representatives want more regular communication. | » | The framework introduces regular, annual meetings with local and regional governments, Islands Trust, MLAs, and First Nations, to support consistent communication, coordination, and information sharing. |
| Make engagement inclusive. Barriers like distance, cost, or disability make it harder for some to participate. People are looking for easy ways to provide accessible feedback. | » | The framework commits to reducing barriers to participation by offering multiple ways to provide input—online and in person–and ensuring tools are mobile-friendly, accessible, and available in plain language. |
From current to future state
Like corporate values, this framework describes an ideal standard to which we hold ourselves. In the months following the adoption of this framework, we will transition away from previous approaches and towards the new practices and commitment this framework outlines. In the years to come, we expect the principles and practices in this framework to become standard operating procedures for engagement at BC Ferries.
Guiding principles
The following principles guide how BC Ferries designs and delivers public and interest-holder engagement.
How engagement informs decisions
Engagement plays a vital role in helping BC Ferries understand the needs, values, and lived experiences of the communities it serves. It provides rich, place-based insights that help inform how services and special projects are designed, communicated, and delivered. At the same time, public feedback is one of several important considerations in BC Ferries’ decision-making process.
While engagement helps shape decisions, BC Ferries must balance a range of regulatory, financial, and operational considerations—including safety standards, finances, alignment with the 12-year capital plan, accessibility requirements, environmental considerations, contractual obligations under the Coastal Ferry Services Contract, and technical feasibility. For a full list and detailed descriptions of BC Ferries’ regulatory, financial, and operational considerations, see section (5) “Decision-making” in “A new approach to engagement planning and communication.”
Together, these factors form the context within which BC Ferries makes decisions. Community input helps BC Ferries understand how changes may impact people’s lives—and, where possible, adapt service or infrastructure plans to reflect those realities better.
BC Ferries aims to build greater clarity and shared understanding by being transparent about what's on the table for discussion and what might be fixed or non-negotiable. The goal is not to overpromise, but to meaningfully include public input wherever there is space to shape decisions.
Why we engage
Public engagement is one of the key ways we connect with the people and communities we serve. It creates space for dialogue, builds mutual understanding, and helps inform decision-making on projects, programs, and policies. When done well, engagement ensures that the perspectives of ferry users—passengers, communities, First Nations, local businesses, and others—are reflected in decisions that affect them. At BC Ferries, we engage to:
Understand community needs and priorities
Gather local knowledge to improve decisions
Identify issues and opportunities early (outside the customer service context)
Strengthen relationships and accountability
Share information and support informed participation
Engagement doesn’t mean every idea, request or suggestion will be acted on. It ensures voices are heard and can be considered alongside other factors, and followed up consistently and with transparency.
Exploring the difference: communication, engagement, and customer service
BC Ferries connects with communities in several important ways, and each has a different purpose.
Communication is about providing timely, relevant information to the public. This includes providing customers with information that helps people plan their trips, and understand what’s happening across the system.
Engagement is about listening. It happens when BC Ferries invites input to help shape decisions, such as with infrastructure projects, schedule reviews, or service planning projects. Engagement is future-focused and centred on gathering ideas, experiences, and priorities from those who will be impacted by a change.
Customer service is about responding. It handles day-to-day concerns like service disruptions, fare issues, terminal needs, accessibility challenges, or delays. There are dedicated teams to help customers navigate these issues and ensure feedback is recorded and followed up.
What’s on the table: understanding influence
Each engagement process is grounded in a clear purpose and scope. BC Ferries commits to being transparent about what decisions are being made, what input is being sought, how feedback will be used, and what constraints exist. Understanding where the public can influence decisions is critical. At the start of each engagement process, we will communicate clear decision points to support clarity and trust.
What BC Ferries engages on
Engagement is not the same as customer service or general feedback. Service concerns are important and are received and responded to on an ongoing basis outside of the formal engagement process.
BC Ferries may engage on:
Infrastructure projects
Service and schedule changes open for input
Policy and program design (e.g., fare pilot programs, accessibility initiatives)
Long-term system considerations
Route-specific short-term operational changes, when tied to funded projects or seasonal planning
Enhancements to customer experience when part of planned improvements (e.g., terminal amenities, wayfinding, digital tools)
Topics addressed through different channels
Individual complaints, trip-specific concerns, or missed sailings
Safety rules and vessel operations
Real-time operational decisions (e.g., loading, staffing, delays)
Unionized staffing or labour relations issues
Weather-related disruptions or emergency response
These are not part of public engagement processes but may still be addressed through other channels, including customer service, operations, or regulatory bodies.
When people raise concerns outside the scope of engagement, BC Ferries staff should direct them to the proper customer service channels.
Who we engage
Engagement is strongest when it includes a diversity of perspectives. We believe that every voice counts—whether from a daily commuter, a seasonal visitor, a frontline team member, a business owner, or a remote coastal resident. The more we reflect the range of lived experiences across the ferry system, the more effective and equitable our decisions can be.
BC Ferries engages a wide range of interest-holder groups, including:
The general public, including customers who are frequent riders, infrequent travellers, and in ferry-dependent communities
Local, regional, and provincial governments, including elected officials and staff
Indigenous peoples and First Nations, recognizing that engagement with First Nations governments and communities and Indigenous peoples is both a responsibility and a relationship built on mutual respect
BC Ferries staff, who hold valuable insight into operations, service delivery, and community concerns
Businesses and industry groups, including those in tourism, transportation, retail, and supply chain sectors
Non-profit and community organizations, particularly those serving equity-deserving or underrepresented groups
In all engagement activities, we strongly emphasize inclusion and accessibility. This includes making deliberate efforts to reach communities that have historically been excluded or underrepresented in public processes—such as rural and remote populations, people with accessibility needs, youth, seniors, and those without reliable internet access.
First Nations engagement
BC Ferries recognizes that engagement with First Nations requires a distinct and respectful approach. This work is led in collaboration with BC Ferries’ Indigenous Relations team and follows pathways that honour a distinctions-based approach to working with First Nations governments and communities.
BC Ferries’ approach is guided by five reconciliation goals:
Establish mutually respectful relationships with First Nations communities
Proactively support local First Nations culture and communities
Foster internal cultural awareness and capacity-building
Manage risk and support project-based consultation requirements
Seek economic participation of First Nations communities through BC Ferries’ operations
This framework affirms that First Nations engagement is not one-size-fits-all. It involves different approaches, including but not limited to corporation-to-government meetings, long-term relationship-building, and project-specific consultation. These processes require time, care, and dedicated resources. In addition to formal corporation-to-government consultation, BC Ferries engages with Indigenous organizations and community members whose voices are essential to inclusive public engagement.
By listening with respect and engaging meaningfully, BC Ferries aims to ensure its decisions reflect the people and places that make up the coastal ferry system, including the stewards of these lands and waters since time immemorial.
How BC Ferries engages
Our approach to engagement planning and communication
In order to support ongoing local connections to distinct communities in the ferry system, we use four regional groups that reflect travel patterns, shared ferry experiences, and municipal alignments. Our goal is to strengthen relationships across the coast while supporting local and regional contexts.
The four regional groups are:
- South Coast – Encompassing interconnected routes between Vancouver Island, the Gulf Islands, and the Lower Mainland
- Mid Coast – Covering key connections between the Lower Mainland, Nanaimo, and the Sunshine Coast, including commuter and medical travel corridors
- Northern Gulf Islands – Made up of island communities with similar operational needs and seasonal surges in demand
- North and Central Coast – Focused on remote coastal communities with distinct service levels and planning needs
Each group has a dedicated page on BC Ferries’ engagement platform—customers’ home base for updates, engagement activities and local input opportunities. These pages include a list of regional projects in each community, engagement opportunities, public summaries of past input and decisions, contact information for engagement staff, and tools to stay informed.
In parallel, BC Ferries will offer annual briefings with local and regional governments, Islands Trust, MLAs, and First Nations. These updates will:
- Foster continuity in government relationships
- Share ongoing project timelines and service updates
- Provide space for informal feedback and questions
This model keeps communities in the loop—even when no specific project is underway—and strengthens relationships over time. By grouping communities that share routes or municipalities, each group reflects how ferry users naturally connect. This will support more relevant updates, stronger communication, and a deeper sense of connection. Appendix A contains a complete list of coastal communities and corresponding groups.
Providing in-person and digital engagement options
In-person engagement is essential—especially in rural and ferry-dependent communities. Face-to-face conversations help build relationships, deepen understanding, and create space for meaningful dialogue. Whether through community events, project open houses, or one-on-one conversations, showing up where people live and gather, matters.
At the same time, online engagement tools can expand access and support broader participation. Offering in-person and digital options makes it easier for people to contribute in ways that work for them. This is especially important for those facing barriers related to distance, cost, disability, or caregiving responsibilities. A blended approach helps ensure BC Ferries hears from a wide range of voices throughout the ferry system.
To make engagement easy for the public and more consistent across projects, BC Ferries streamlines its engagement practices—introducing inclusive and repeatable formats across all engagement efforts. As part of this approach, we offer a mix of in-person and eight digital engagement tools, depending on project needs. These might include:
In-person engagement
- Project feedback groups (see below)
- Community open houses or drop-ins
- Small group roundtables
- Pop-ups at ferry terminals and on vessels
- Guided site visits and facility tours
- Facilitated workshops
- One-on-one meetings or interviews
- Engagement at existing events (e.g., farmers markets, cultural events)
- Paper surveys
Digital engagement
- Online surveys
- Interactive mapping tools
- Online idea boards or comment walls
- Short polls and discussion forums
- Live webinars
- Virtual workshops and small group sessions
Scaling engagement to match the project
Not every project needs the same level of engagement. We assess each initiative based on its potential impact on communities and the opportunities for public input. Projects are classified as targeted or broad, with engagement activities tailored to match. This approach ensures that engagement is consistent, meaningful, proportionate, and focused on where it matters most.
Targeted engagement
Example: A small-scale terminal upgrade with limited changes to service or infrastructure.Activities:
- Offer 1–2 in-person engagement tools, such as a terminal pop-up, paper survey and participation in an existing community event
- Offer one virtual tool, such as an online survey
Broad engagement
Example: A terminal redesign or significant infrastructure investment spanning several years.Activities:
- Offer 2–4 in-person engagement tools, such as a community open house, small group roundtable, guided site tour and pop-ups at a terminal or onboard vessels
- Offer 2–3 virtual tools, such as an online survey, mapping tool and virtual workshops
Creating project feedback groups
As mentioned above, BC Ferries uses a four-group approach to regional engagement. In addition to regional groups, we create project-specific feedback groups for large engagement projects. Each regional community page includes a sign-up form where residents, customers, businesses, and other groups can express interest in joining short-term feedback groups. When a project requires a feedback group, BC Ferries will draw from the pool of people who have expressed interest in joining short-term feedback groups. These panels will reflect IAP2 values, bringing together diverse, informed, and impacted voices for input on key questions at defined points in the project. Project-specific feedback groups offer a responsive alternative to permanent committees—allowing BC Ferries to quickly engage representative voices when needed and gather focused, relevant input.
Each engagement report follows a consistent format and includes:
- A clear summary of engagement goals and activities
- A description of proactive outreach tactics, detailing the efforts made to invite participation
- Who participated, including any gaps or limitations in reach
- What we heard, with analysis of key themes and quantitative results
- Highlights of perspectives from equity-deserving communities
- Appendices with anonymized data, where appropriate
At the same time, BC Ferries must balance public feedback with a range of operational, financial, technical, and regulatory realities. BC Ferries’ decision-making process will consider:
- Regulatory obligations set by the BC Ferries Commissioner and Transport Canada
- Budgetary constraints, funding availability and long-term capital planning
- Safety standards and accessibility requirements, which guide vessel and terminal design
- Environmental standards and climate resilience goals, aligned with our sustainability commitments
- Equity and inclusion commitments, which ensure safe and inclusive experiences for diverse customers and engagement participants
- Partnership obligations with government, First Nations and other organizations
- Technical and operational feasibility, including vessel capabilities, infrastructure readiness, maintenance schedules, marine conditions, and system-wide impacts—since changes on one route can affect schedules, staffing, or service elsewhere in the network
- Prioritize the public interest, providing safe, reliable, and affordable ferry services
- Urgency or time sensitivity, such as when particular issues require escalation or prioritization due to the scale and immediacy of impact
Together, these inputs help BC Ferries make balanced, evidence-informed decisions that are not only responsive to community needs but also grounded in responsible and sustainable service delivery.
Evaluation and continuous improvement
BC Ferries is committed to evaluating the effectiveness of this framework, learning from experience, and updating it regularly to reflect what’s working and what isn’t. To do that, we:
Measure what matters. We evaluate success based on clear indicators, including participation rates, diversity of voices, and satisfaction with engagement processes
Listen and adapt. We gather post-engagement feedback from communities, staff, and interest holders to refine practices in real-time
Check in regularly. We will review the framework two years after implementation, and every five years thereafter. These check-ins will include an analysis of what’s working, where there are gaps, and how the framework can evolve to meet the needs of coastal communities better
Our commitment is to build an approach that is transparent, responsive, and grounded in learning—so that, over time, engagement at BC Ferries remains inclusive, consistent, and impactful.
Appendix A | Hub breakdown
| Region | Communities | Terminals | Routes | Why |
|---|---|---|---|---|
| South Coast |
|
| 1, 4, 5, 5a, 6, 9a, 20 | The South Coast region includes interconnected routes through Tsawwassen, Swartz Bay, and Duke Point, with impacts that ripple across Salt Spring and the Southern Gulf Islands. We included Chemainus, Thetis, and Penelakut because of their shared municipal governance structures. Coordinated planning and clear communication are essential to support this region’s linked travel patterns and service expectations. |
| Mid Coast |
|
| 2, 3, 7, 8, 13, 7, 18, 19, 30 | The Mid Coast region connects communities through Horseshoe Bay and Departure Bay, serving a shared customer base. Routes through these terminals are essential for travel to work, medical care, and daily life. Engagement here must reflect the interconnected nature of travel across the Sunshine Coast, Lower Mainland, and Vancouver Island. |
| Northern Gulf Islands |
|
| 21, 22, 23, 24 | This region includes island communities with similar needs: year-round commuting, school and medical travel, and high recreational demand in summer. Operational needs and community priorities are closely aligned. Engagement should reflect this balance—addressing both the steady demands of daily use and the surges that come with tourism and seasonal travel. |
| North and Central Coast |
|
| 10, 11, 25, 26, 28a | This region includes communities with distinct service levels and travel needs, often shaped by isolation or geography. Route 25 is included here due to its municipal alignment. Grouping these routes supports coordinated engagement and planning, ensuring BC Ferries can better meet the needs of remote coastal communities with specialized service requirements. |