Tofino Resort Development Strategy

TOFINO

RESORT DEVELOPMENT

STRATEGY

District of Tofino 2019-2021 Resort Development Strategy 1 | P a g e

District of Tofino 2019-2021 Resort Development Strategy 2 | P a g e

Contents

1. BACKGROUND .......................................................................................................................................... 3

HISTORY ................................................................................................................................................................................ 3

COMMUNITY ........................................................................................................................................................................ 3

TOURISM CONTEXT .............................................................................................................................................................. 3

SWOT ANALYSIS ................................................................................................................................................................... 6

2. VISION ....................................................................................................................................................... 8

3. GOALS ....................................................................................................................................................... 8

4. STAKEHOLDER CONSULTATION .............................................................................................................. 9

5. LINKAGES TO OTHER PLANS ................................................................................................................... 10

6. RMI PROJECT OVERVIEW ...................................................................................................................... 12

7. THREE-YEAR RMI FINANCIAL PLAN ........................................................................................................ 24

8. APPENDIX – STAKEHOLDER LETTERS OF SUPPORT ................................................................................ 25

Tofino Resort Development Strategy 2019-2021 3

1. BACKGROUND

The District of Tofino is situated at the northern tip of the Esowista Peninsula and is within the Clayoquot Sound region - one of the most spectacular wilderness areas in North America. Clayoquot Sound (a UNESCO Biosphere Reserve) is the largest area of ancient temperate rainforest remaining on Vancouver Island and its lush old growth forests and magnificent beaches abound with both marine and terrestrial wildlife.

Access to Tofino from the east part of Vancouver Island is via Highway 4 or via air, either by float plane service from the harbour or from the Tofino-Long Beach Airport.

HISTORY

The Nuu-chah-nulth First Nations have made Clayoquot Sound their home for several thousand years. The Tla-o-qui-aht Village of Opitsaht (across the water from Tofino on Meares Island) is thought to have been continuously inhabited for at least the past 5,000 years, according to carbon dating of a long-buried stash of discarded clamshells. Tla-o-qui-aht people have occupied the area of Meares Island, Tofino, Long Beach and beyond as far as Sutton Pass, what is now known as Highway 4 west of Port Alberni. The word Clayoquot comes from Tla-o-qui-aht. The Tla-o-qui-aht Nation and its people are a nation with over 1200 members. As a traditionally strong nation, the Tla-o-qui-aht’s teachings continue to honour the traditional governance of their Ha’wiih (Hereditary Chiefs). Post-contact, Tofino developed as a small fishing, timber and mining town. Following the decline in resource harvesting in the 1980s, 'ecotourism' recreational activities have become an important sector in the region's economy, including activities such as whale watching, kayaking, boating, wildlife viewing, diving, surfing, storm-watching, and recreational sport fishing.

COMMUNITY

Tofino is home to approximately 1932 year-round residents (Census 2016), many of whom are directly employed in the tourism industry. Much of the new growth in population is a direct result of amenity based migration and the lifestyle afforded by the abundance of natural and cultural amenities in the region. In 2016, the median age of Tofino residents was 35.9 years, compared to the BC median age of 43 years. Apart from its spectacular natural amenities, Tofino has a robust cultural scene, playing host to numerous annual cultural events related to the culinary arts, natural environment, and performing arts and visual arts, which are also well attended by the local community.

TOURISM CONTEXT

The tourism industry continues to play a significant role in the BC economy overall. In 2015, tourism employment grew to 134,300 jobs, and tourism export revenue was estimated at $4.2 billion. The RMI communities, of which Tofino is one, contribute 29% ($265M) of the tourism taxes in the province annually and generate 30% of the

http://www.tla-o-qui-aht.org/





tourism export revenues ($1.97B) annually.1 On Vancouver Island, BC residents account for 66% of total visitation and 41% of spending. Other major markets include US residents, other Canadians, and overseas visitors.2 Visitors to Tofino originate primarily from BC (72% in spring 2016, 71% in autumn). In autumn, 34% of the visitors were 20-29 years, whereas in the spring, the age ranges were more spread out. Beaches were identified as the most visited attraction and participated activity in both spring and fall. The most popular attractions, year-round, were identified as beaches, followed by dining out, and parks and trails; the most popular activity indicated was beach activities (approximately 80%) followed by hiking, self-guided sight-seeing, and shopping (approximately 50%), with participation in other activities such as surfing, whale watching and culinary tasting as approximately 20-25% of activities. For visitors that attended events, the majority of the events identified were ‘other personal/family events.’

When asked to rate performance versus importance of a number of features in their decision to visit Tofino, visitors indicated that performance exceeded the perceived importance of all features, and the overall satisfaction rating was 4.9 out of 5 (spring and fall visitor surveys).

The recently released Economic Impact of Tourism in Tofino report3 indicates that approximately 600,000 visitors travelled to Tofino in 2018, spending $295 million. Of these, 522,400 were overnight visitors while 76,600 were day visitors. During July and August Tofino hosted an average of 6,600 visitors each day.

Tofino’s tourism industry also supports 2,670 direct jobs, or 1,720 full-time equivalent jobs, which generate $60 million in wages annually.

1 Whistler Centre for Sustainability’s RMI key messages 2018. 2 Destination BC: South Central Island Situation Analysis, 2017 3 Tourism Tofino: Economic Impact of Tourism in Tofino, March 2019


Destination BC Motivating Experiences4 Destination BC identified the following motivating experiences for visitors to the Tofino/South Central Island region. These trends are important considerations for Tofino in identifying priority investments for the Resort Development Strategy.

The marine playground captures the extraordinary range of boating experiences from the relatively placid

waters of the Salish Sea to the wild, untamed open Pacific of the Island’s west coast. Islands and

archipelagoes are highly conducive to tourism activities, with power boating, sailing, diving, fishing, wildlife

viewing and sightseeing drawing visitors from around the world.

Nature-based adventures are built around the coastal temperate rainforest, unique biodiversity

characteristics and a complete range of land-based visitor experiences from mountain to coastal and back

country to front country. The national, provincial and local park systems provide a sustainable land base and

are important for drawing visitor interest.

Indigenous tourism is in an emergent phase in the region, with numerous destination attractions and the rich

cultural traditions of the Nuu-chah-nulth and Coast Salish peoples, it has exceptional potential for expanding

the experiences sought by the key Cultural Explorer market.

The history of settlement and industry is multi-faceted and ever evolving as the region transitions from the

mining, fishing and forestry foundations of the past to new economic activities. Early explorers and

settlement activities have their own set of fascinating stories that have strong appeal for US and overseas

markets in particular.

Coastal creativity refers to the dynamic arts, crafts and cultural sectors that have attracted thousands of

entrepreneurs and independent-minded tourism operators over the years. Whether it be world-class

artisans, dynamic farmers markets, growing small-scale food production, innovative restaurants or a vibrant

performing arts and festival scene, coastal creativity is a foundational experience for South Central Island

visitors.

Visitors to Vancouver Island and the South Central Island planning area in particular, quickly experience the

relaxed, safe and welcoming island-coastal lifestyle. The distinctive small communities have their own

charm that resonate with visitors for their genuine authenticity and complement the regional service centre

of Nanaimo.

4 Destination BC: South Central Island Destination Development Strategy (March 2018)


SWOT ANALYSIS This SWOT analysis provides an overview of the internal and external factors impacting a successful tourism economy in Tofino. This information was gathered from the input from the community survey, interviews with stakeholders, and visitor survey information provided by Tourism Tofino.

Strengths Weaknesses

Inte

rnal

Natural assets

Ocean, surf, beaches

Pacific Rim National Park Reserve

Tla-o-qui-aht Tribal Park

Clayoquot Sound; designated UNESCO Biosphere Region

Wildlife

Beauty

Intact coastal rainforest Recreation/activities

Unique outdoor experiences/tours

Trails Arts, culture and heritage

Numerous festivals and events

Natural and cultural heritage

Indigenous culture

West Coast N.E.S.T. initiative

Accommodation and food

Over 1500 units of diverse accommodation

Diverse food scene/culinary experiences Transportation/Infrastructure

Shuttle service use increasing

Multi-Use Path Services

Broad mix of locally owned and unique stores

Growing array of made-in-Tofino products Community

Tourism has matured in the community

Strong relationship with neighbouring First Nations

Authentic community; happy; strong identity

Strong non-profit organizations

Strong local economy

Infrastructure

Challenges with long-term water supply and liquid waste management, especially in summer months

Transportation access to Tofino (Highway 4; air) has risks (including current construction project); lack of options

Linear nature of community makes it not as walkable

Parking challenges/some people park for multiple days

Peak time congestion Costs/affordability

Persistent affordable housing challenges

Lack of lower priced accommodation

High cost of living impacting quality of life Impacts on natural environment

Impacts on natural environment are being felt (e.g. increase in shellfish closures)

Increased waste/garbage

Increasing human-wildlife conflicts

Traffic and congestion at beaches and downtown in the summer

Community/demographics

Increasing number of events causing volunteer burnout

Still lack of understanding among some residents of the value of tourism

Lack of staff during peak season

Understaffed businesses

Locals unhappy

Real or perceived conflicts between residents and visitors

Living wage is high and has increased


Other

Strong spending by visitors

Consistently high visitor satisfaction

Tofino brand is well known

Visitation increasing year over year

Year-round destination

Increased compliance with short term nightly rental regulations

Ability to get through/move past negative incidents/tragedies

Other

Lack of local food/food security

Overcapacity/overtourism in peak seasons

Limited medical services capacity

Opportunities Threats

Ext

ern

al

Visitors more environmentally conscious

Diminished strength of the Canadian dollar relative to other currencies

Emerging country travel markets such as Asia

Increased interest in off-peak season travel

Growth in interest in educational and experiential tourism

Millennial demographic desires an experiential travel experience

E-bikes will be allowed in the Park

International recognition for UNESCO biosphere

Increasing interest in accessible experiences and accessibility overall

Risk of tsunami

Climate change impacts

May not be meeting needs/interests of increasingly multicultural markets

Continued reliance on tourism economy may limit economic diversity

Changing travel preferences for aging travelers

Increasing competition from emerging markets and other BC regions

Increasing tourism damaging natural environment

Consumer confidence a bit low


2. VISION

Tofino’s long-term vision for the development of the resort community is articulated as:

Tourism in Tofino is built upon a foundation of exceptional year-round experiences that uplift bodies,

minds and spirits, connecting visitors to Tofino’s community, genuine west coast peoples, cultures and

unique natural places.

3. GOALS

The following are the goals of the 2019-2021 Resort Development Strategy:

Goal: Measured by:

Goal #1: Enhance tourism in such a way that it aligns

with resident, community and regional values.

Visitor satisfaction related to community values –

measured in visitor survey.

Goal #2: Strengthen recognition of and partnerships

with Indigenous nations in whose traditional territories

we operate.

Number of partnership projects

Goal #3: Increase sustainable and responsible tourism

practices that minimize climate impacts in our

infrastructure, programs and projects.

Number of sustainability projects implemented

Goal #4: Increase awareness of Tofino’s west coast

cultures and eclectic community character.

Number of visitors – Visitor Centre measurement Visitor satisfaction – measured in visitor survey

Goal #5: Enhance visitors’ experience, satisfaction and

safety as they are interacting with the natural

environment.

Visitor satisfaction – measured in visitor survey

Goal #6: Build local tourism assets that increase

accessibility and promote physical activity.

Visitor satisfaction – measured in visitor survey

Number of existing and new accessible tourism

assets


4. STAKEHOLDER CONSULTATION

The 2019-2021 RDS was developed based on the following consultation: 1. On-line survey with 76 responses (input on SWOT, desired outcomes of tourism, concerns, current and

potential RDS projects) 2. Five key tourism stakeholder interviews (input on SWOT, desired outcomes of tourism, concerns, current

and potential RDS projects) including interviews with Surfrider Pacific Rim. 3. Engagement with the Tofino RDS Advisory Group:

Meeting #1 to discuss current situation, review RDS goals, and review current and proposed RDS projects

Advisory Group workshop to review current situation; confirm RDS vision and goals; review survey input (including project ideas); and identify, discuss and prioritize RDS projects

Review of the draft RDS 4. A letter of support from the Clayoquot Biosphere Trust, who were also a member of the RDS Advisory

Group. 5. Meeting with Ahousaht First Nation on April 3rd to present and discuss the RDS. 6. Draft RDS made available online for community review and comment

The RDS Advisory Group comprised the following members, whose valuable expertise and input greatly contributed to the development of the RDS:

Nancy Cameron – Executive Director, Tourism Tofino

Jen Dart – Executive Director, Tofino Chamber of Commerce

Richard Giele – Visitor Services Team Leader, Pacific Rim National Park Reserve

Rebecca Herwitz – Executive Director, Clayoquot Biosphere Trust

Saya Masso – Manager of Lands and Resources, Tla-o-qui-aht Nation

April Froment – Manager of Public Spaces, Cultural and Visitor Initiatives, District of Tofino

Al Anderson – Councilor, District of Tofino

Josie Osborne – Mayor, District of Tofino

Letters of support from Tofino tourism stakeholders are attached in the appendix.


5. LINKAGES TO OTHER PLANS The District has undertaken significant planning work related to tourism, culture and overall community sustainability. The following related planning documents were reviewed for inputs into this iteration of Tofino’s Resort Development Strategy.

VISION T O ACT ION (V2A); TOFI NO’S IN TEGR ATED COM MU NITY SUS TAI NAB ILIT Y PLAN (2014)

TOFI NO’S TOUR ISM MA STER PLAN (2014)

TOFI NO EVE NT STRA TEGY (2015)

TOFI NO’S ARTS A ND CU LTURE MA STER PLAN (2013)

TOFI NO’S HERITAGE MAST ER PLAN (2013)

POINT OF VIEW: TOF INO’S PUBLIC ART POLICY A ND PROGRAM (2014)

TOFI NO’S OF FICI AL COM MU NITY PLAN (2014)

TOFI NO’S WAYF INDING SIGNAGE PLA N (2015) DRAFT

TOFI NO’S AG E FRIEN DLY ACTION PLA N (2013)

TOFI NO DOWNTOWN VITA LI ZAT ION PLAN (2011)

TOFI NO MA IN STREE T CO NCEP T PLA N (2013)

DISTRICT OF TOFI NO 2015-2018 CORPORATE STRATEG IC PLAN (2015)

TOURISM TOFINO 2012-2014 BUSINESS PLAN

SOUTH CENTRAL ISLAND DESTINATION DEVELOPMENT STRATEGY

Tofino’s RDS specifically aligns with the new Provincial Tourism Strategic Framework by: Supporting People and Communities

Reconciliation through Tourism o Preserve and promote the living culture and rich heritage of Indigenous peoples through tourism.

Support for Communities o Help communities grow and manage tourism through destination development o Continue to invest in arts, culture, heritage, sport, and multicultural events and festivals.

Sustainably Growing the Visitor Economy

Build a Better and Sustainable Tourism Destination o Support sustainable tourism growth through destination development including new product

development and enhanced tourism infrastructure and amenities. Respecting Nature and the Environment

Sustaining “Super Natural British Columbia” o Enable the tourism sector to develop and adopt common sustainability policies and practices. o Reduce tourism emissions and waste.

Support tourism viability in BC’s natural spaces o Ensure the long-term sustainability of B.C.’s outdoor recreation experiences including BC Parks

and provincial recreation sites and trails

https://tofino.civicweb.net/filepro/documents/22155?preview=38488

https://tofino.civicweb.net/document/38489






https://tofino.civicweb.net/document/46027/1200%20-%20Official%20Community%20Plan%20Bylaw%20CONSOLIDATED.pdf?handle=5FFA2D1403584349B25B24078D4E2165






https://tofino.civicweb.net/filepro/document/61828/2015-2018%20Tofino%20Strategic%20Plan%20(Fall%202016%20UPDATE).pdf

https://tofino.civicweb.net/filepro/document/61828/2015-2018%20Tofino%20Strategic%20Plan%20(Fall%202016%20UPDATE).pdf


The 2019-2021 RDS goals align with the overall tourism goals for Tofino, articulated in Tofino’s Tourism Master Plan.

Tourism Focus Area Goals (2014-2024)

To

uri

sm

Ne

ed

s to

Su

pp

ort

COMMUNITY WELLBEING. Tofino is a

healthy, resilient, culturally rich community

with appropriate infrastructure and diverse

personal and economic opportunities to

achieve a high quality of life.

NATURAL ENVIRONMENT. Regional ecosystems

are healthy, enhanced by leading stewardship practices, and celebrated through experiences offered in Tofino’s unique setting.

To

uri

sm

Ne

ed

s to

De

liv

er

V ISITOR ECONOMY AND EXPERIENCE. Tofino provides exceptional visitor experiences, a diversity of offerings and a strong value proposition to visit the area during summer months and throughout the year.

To

uri

sm

Re

qu

ires

CAPACITY TO DELIVER. Tofino has the right resources, capacity and partnerships to deliver on all

the tourism goals.


6. RMI PROJECT OVERVIEW

FUNDING ALLOCATION For the updated 2019-2021 RDS, overall anticipated revenue has been apportioned in the following manner:

77% ($3,090,533) - Resort Infrastructure (Capital Projects) 22% ($898,773) - Resort Services (Programs and Events) 1% (30,000) – Administration Resort Infrastructure projects represent the largest segment of the RDS, and include both small and large capital projects related to the following categories: downtown vitalization; water access, beach and trail improvements; signage; arts and culture infrastructure; transportation; and sustainability projects. Resort Services projects include the following categories: arts, culture and heritage programming; transportation services; and education and training. It is important to note that the strategy is not intended to be prescriptive, particularly as it relates to capital infrastructure projects, but rather it provides a description of the general areas of visitor related capital investment linked to Tofino’s community and tourism goals. The identified projects, goals and performance evaluation strategy outlined in the new 2019-2021 RDS are consistent with Tofino’s tourism vision and goals while continuing to build on the successes of the projects already underway through the previous 2015-2017 RDS.



Project 1

Project Title Downtown Vitalization RMI Project Goal Tourism Infrastructure

Project description The Downtown Vitalization project will continue to create public space amenities throughout the village core, including additional pedestrian/vehicular linkages to connect to a network of village public spaces. It will also include enhancements to the seasonal market, providing additional space and opportunities for attracting tourists to local products.

Project rationale Bringing visitors to the village core and creating an enjoyable and multi-faceted experience will help to enhance their overall visitor experience in Tofino. Increasing numbers of visitors are attracted to the west coast to experience the unique community culture, therefore providing infrastructure that encourages people to go to the village core and allows them to move around easily, as well as providing diverse experiences, is an important component of Tofino’s tourism.

Project status Ongoing project - new tasks

Project milestones Anticipated Start Date 2019

Anticipated Completion

Project goal and how relates to the Program’s Outcomes

Project Goal(s): Goal #4: Increase awareness of Tofino’s west coast cultures and eclectic community character. Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities

Attract visitors, encourage longer stays, broaden appeal of destination

Accessibility-related project (describe)

Downtown Vitalization projects will include increased accessibility through the use of universal design.

Additional benefits (describe)

Physical enhancements to support the seasonal market will provide additional opportunities for local entrepreneurs to showcase and market their products, which contributes to livelihoods.

Performance Measurement (please include measures used to evaluate project)

Increased visitation/return visitation – # of visitors (MRDT; visitor survey) Improved visitor experience – visitor satisfaction/net promoter score Number of people using the pedestrian-vehicular linkages Number of people attending the seasonal market Number of vendors at the seasonal market

Project Lead/Manager District of Tofino – Manager of Public Spaces, Cultural and Visitor Initiatives

Funding sources Total RMI funding $980,403

MRDT funding (if applicable)

$0

Other Provincial funding ((i.e. provincial agencies such as DBC or Creative BC)

Municipal funding $100,000

Other (please identify) $100,000 Rural Div Funding - Design

Total cost of project $1,080,403


Project 2

Project Title Water Access, Beach and Trail Improvements RMI Project Goal Tourism Infrastructure

Project description This project includes trail and path development and enhancements including the development of a central pedestrian/cycling Multi-Use Path to encourage visitors to walk, bike or shuttle within Tofino. The extension of Tofino’s MUP to connect with Pacific Rim National Park will be a key project for this RDS term. The Water Access, Beach and Trail Improvement project also includes additional washroom, change room and shower facilities to support recreational activities, and engaging with Tla-o-qui-aht to explore partnership opportunities to make physical improvements to the Big Tree Trail and the dock. A potential pilot project to further enhance the visitor experience at beaches is a coloured wheelbarrow share program, which will allow visitors to use wheelbarrows to move their beach equipment (firewood, surfboards, paddleboards, etc.) from their vehicles to the water.

Project rationale Improved path and trail infrastructure will help reduce parking and traffic congestion as visitors choose to walk, bike or shuttle instead of drive. The number one attraction visited in Tofino is the beaches. Improved water access, beach and trail infrastructure will provide increased opportunities for recreation and interaction with the natural environment, and additional washrooms, change rooms and showers will help to enhance the visitor experience. Improvements to the dock will provide easier water access and encourage greater visitation to the Big Tree Trail.

Project status Ongoing project with addition of the dock enhancement and possible wheelbarrow pilot project.


Anticipated Completion Ongoing


Project Goal(s): Goal #2: Strengthen recognition of and partnerships with Indigenous nations in

whose traditional territories we operate.

Goal #5: Enhance visitors’ experience, satisfaction and safety as they are

interacting with the natural environment.

Goal #6: Build local tourism assets that increase accessibility and promote

physical activity.

Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities

2. Deliver remarkable visitor experiences

3. Implement sustainable tourism projects and initiatives

Accessibility-related project Trail improvements will consider accessibility and include accessible trails.


Enhancing the Big Tree Trail and dock will support tourism opportunities for the Tla-o-qui-aht, and increase visitor awareness of Tla-o-qui-aht culture. Increased retention of natural shoreline also be an additional benefit.


Improved visitor experience Number of metres of additional trails Reduced traffic and parking congestion (number of vehicles parked; visitor satisfaction from visitor survey) New washroom/change room/shower facilities built Dock is enhanced Wheelbarrow share program is launched and frequency of use monitored Reduced complaints re: burning of driftwood reported to the District

Project Lead/Manager District of Tofino - Manager of Public Spaces, Cultural and Visitor Initiatives


Funding sources Total RMI funding $1,269,179


Other Provincial funding $1,000,000 Bike BC

Municipal funding

Other (please identify) $2,276,726 Federal Grant; $250,000 Community Works Fund; $385,115 ICET Grant

Total cost of project $5,181,020


Project 3 Project Title Signage RMI Project Goal Tourism Infrastructure

Project description The Signage Project includes additional visitor wayfinding signage and information, and replacement of and improvements to beach access and interpretive signage.

Project rationale A consistent sign regimen will enhance the tourist experience by effectively assisting visitors to orient themselves to the physical environment as well as aid navigation from place to place. A number of the current beach entrance signs need to be upgraded and replaced to provide consistency and to meet the design and aesthetic standards of the District, and to provide better information about the community for the visitor.

Project status Ongoing project



Project goal and how relates to the

Program’s Outcomes

Project Goal(s): Goal #4: Increase awareness of Tofino’s west coast cultures and eclectic

community character.





N/A


Some of the updated signage could include information about Tofino’s sustainability practices, which would increase visitor awareness of those practices.


Improved visitor experience - visitor satisfaction/net promoter score

Number of new wayfinding signage projects Number of beach signs that are replaced Number of signs that include information about sustainability practices

Project Lead/Manager District of Tofino staff




Municipal funding

Other (please identify) Grants and partnerships TBD

Total cost of project $206,347


Project 4 Project Title Arts and Culture Infrastructure RMI Project Goal Tourism Infrastructure

Project description The Arts and Culture Infrastructure project area supports the development of physical assets and spaces that support cultural products or activities. These projects will include:

Covered outdoor space(s) for events

Public art, murals, streetscape elements

Culture and heritage facilities enhancement, including Tla-o-qui-aht First Nations culture

Project rationale 20-60% of visitors to Tofino indicated that they visit arts and culture attractions. Destination BC has identified coastal creativity (dynamic arts, crafts and cultural sectors) as a foundational experience for South Central Island visitors. Increased infrastructure to expand arts and culture offerings throughout the year, and to allow showcasing of more artists and art types, including Tla-o-qui-aht culture, will provide more diverse experiences to visitors.

Project status Projects completed have included Public Art projects, and a significant First Nation’s totem pole installation completed in partnership with Tla-o-qui-aht First Nation.

Project milestones Anticipated Start Date Year 2





Goal #4: Increase awareness of Tofino’s west coast cultures and eclectic



Attract visitors, encourage longer stays, broaden appeal of resort

2. Deliver remarkable visitor experiences

Deliver programs or events that contribute to a positive visitor experience;

showcase local and Indigenous culture

Accessibility-related project N/A


This project will continue to strengthen our partnership with Tla-o-qui-aht and support their efforts to showcase their culture


Extended/diversified tourism season - incremental room revenue growth in

non-peak seasons

Increased visitation/return visitation - visitor numbers (MRDT, visitor survey)


Covered outdoor space built and used Number of new public art installations Number of First Nations art/culture pieces showcased




Other Provincial funding

Municipal funding TBD

Other (please identify) Grants TBD



Project 5 Project Title Transportation Infrastructure RMI Project Goal Tourism Infrastructure

Sustainability Project

Project description This project is about providing infrastructure for more sustainable transportation, including implementation of infrastructure to support more multi-modal transportation for visitor traffic. Infrastructure will also include multi-modal bus stops, EV charging stations, kayak launch improvements and covered bike racks.

Project rationale Providing infrastructure that encourages and facilitates visitors getting around by alternatives to the private automobile will ease congestion, parking challenges, as well as impacts on the environment and climate. Enhancing facilities for activities such as kayaking and cycling will also offer an improved visitor experience.

Project status New project

Project milestones Anticipated Start Date Year 2



Project Goal(s): Goal #1: Enhance tourism in such a way that it aligns with resident, community

and regional values.

Goal #3: Increase sustainable and responsible tourism practices that minimize

climate impacts in our infrastructure, programs and projects.

Goal #6: Build local tourism assets that increase accessibility and promote

physical activity.



Minimize tourism impacts, mitigate climate change


Universal design



Improved sustainability – number of new sustainability projects

Improved visitor experience – visitor satisfaction/net promoter score

Number of visitors using the enhanced kayak and bike infrastructure

Number of visitors indicating they use alternatives to their car to get around the

community









Project 6

Project Title Sustainability Projects RMI Project Goal Tourism Infrastructure


Project description These projects include infrastructure that improves the sustainability of the facilities used by visitors, and include initiatives such as:

conservation and waste management infrastructure (e.g. rainwater cisterns and infrastructure for zero waste events)

solar power at S. Chesterman beach washroom

space for marine debris drop-off

emergency preparedness initiatives

Project rationale Reducing impact on the natural environment through infrastructure that increases conservation and reduction will increase the sustainability of the community and the ability to continue to offer amenities. Having infrastructure that is easily seen by visitors will also increase awareness of sustainable practices and influence responsible tourism. It was also identified that there is a growing demographic of visitors to Tofino who are sustainability minded.









Program Outcome(s): 3. Implement sustainable tourism projects and initiatives

Minimize tourism impacts, mitigate climate change, strengthen or restore

natural environ

Increase awareness of sustainable practices; influence responsible tourism


N/A


Involving visitors in initiatives such as picking up and dropping off marine debris will foster a sense of stewardship and connection to the community



Number of new sustainable infrastructure projects Amount of waste diverted at events – kg of waste diverted Increased number of “zero waste” events hosted in Tofino









Project 7

Project Title Arts, Culture, Heritage and Event Programming RMI Project Goal Tourism Programs, Service or Events

Project description This program enhances arts, culture and heritage experiences, including Indigenous cultural experiences, by providing additional programming, especially during the shoulder seasons. It also includes the implementation of the Tofino Event Strategy and the Tofino Arts, Culture and Heritage Strategy. New planned programs include cultural and heritage walking tours of Tofino, animation of parks and public spaces and dispersion through programmed performances; live music, artists in action, temporary installations. The District will continue to develop and increase the quality and sustainability of Tofino’s vibrant event sector, with a focus on off-season and shoulder-season events.

Project rationale 20-60% of visitors to Tofino indicated that they visit arts and culture attractions. Destination BC has identified coastal creativity (dynamic arts, crafts and cultural sectors) as a foundational experience for South Central Island visitors. Enhancing arts, culture and heritage programming, especially during the shoulder seasons, will help to extend the tourist season, disperse visitation from the busy summer months, and provide additional offerings to all visitors.

Project status Ongoing project (from previous RDS)









Attract visitors, encourage longer stays, broaden appeal of resort 2. Deliver remarkable visitor experiences

Showcase local and Indigenous culture



Enhanced arts, culture and heritage programming will provide additional opportunities for residents to showcase, and potentially sell, their work, therefore benefitting livelihoods.



non-peak seasons


Improved visitor experience - visitor satisfaction/net promoter score Number of new arts, culture and heritage programs/experiences Number of events continued to be delivered Number of new events delivered Number of visitors attending events




$90,000






Project 8

Project Title Transportation Services RMI Project Goal Tourism Programs, Service or Events


Project description This project is a seasonal visitor oriented shuttle service that provides an alternative to the private automobile for guests, and includes:

The continued scheduled shuttle service during the summer months (July-September)

An expanded shuttle service will offer greater frequency during peak times in order to increase ridership and decrease traffic and parking congestion.

Integrated transportation services with resorts for guests

Project rationale Providing an alternative to the private automobile has many benefits including reduced impact to the environment and climate, and reduced traffic and parking challenges. It also offers an easy and stress-free way for guests to get between major resorts, campgrounds, local beaches and the village core.

Project status Ongoing project -- new expanded service








Program Outcome(s): 2. Deliver remarkable visitor experiences

Ensure or improve accessibility (barrier free access)


Minimize tourism impacts, mitigate climate change


Tofino is working toward accessible transportation initiatives wherever possible.


The shuttle is well-used by visitors, reducing automobile use and helping to alleviate parking and traffic challenges.



non-peak seasons

Improved visitor experience - visitor satisfaction/net promoter score Shuttle ridership Rider satisfaction – visitor survey Number of additional shuttle trips/hours of operation

Project Lead/Manager District of Tofino



$20,000


Municipal funding $120,000 Pay Parking Revenue; $45,000 Community Works Fund; $15,000 Taxation




Project 9

Project Title Education and Training RMI Project Goal Tourism Programs, Service or Events


Project description This new program supports the development of educational training programs (e.g. tourism training for Indigenous community members, tourism training for youth), visitor-facing ambassador activities, and initiatives supporting educational programing for visitors (e.g. educational tourism programs and visitor safety programs).

Project rationale Improving residents’ understanding about tourism and their ability to provide better services to guests will enhance the visitor experience and knowledge about the community. Educational tourism has been identified as a growing interest of travelers, and will provide additional experiences and opportunities for visitors.







Goal #2: Strengthen recognition of and partnerships with Indigenous nations in






Program Outcome(s): 2. Deliver remarkable visitor experiences

Accessible services, programs or events that contribute to a positive visitor experience; showcase local and Indigenous culture


Increase awareness of sustainable practices; influence responsible tourism



Increased recruitment and retention of employees, increased employability/transferrable skills.



Improved visitor experience - visitor satisfaction/net promoter score Number of programs/classes delivered Number of people (youth, Indigenous community members) trained Number of visitors participating in educational tourism programs

Project Lead/Manager District of Tofino




Municipal funding

Other (please identify) Grants and partnerships TBD



7. THREE-YEAR RMI FINANCIAL PLAN


8. APPENDIX – STAKEHOLDER LETTERS OF SUPPORT

Documents

Tofino Resort Development Strategy