Resort Development Strategy

Transcription

1 Schedule "A" 121 3rd Street PO Box 9 Tofino BC V0R 2Z Resort Development Strategy Updated: February 21, 2012

2 Contents 1 BACKGROUND Location History Community Tourism Amenities Council Resolutions 3 2 ENVIRONMENTAL SCAN SWOT Analysis Strength, Weakness, Opportunity, Threat 4 3 COLLABORATION, CONSULTATION, AND ENGAGEMENT First meeting, May 30, Second meeting, June 07, VISION OBJECTIVES, GOALS AND MONITORING GOAL: Increase Awareness of Tofino s Eclectic Nature GOAL: Enhance Visitor Experience & Satisfaction While Interacting with the Natural Environment GOAL: Support Active Local Tourism Assets Through Development & Enhancement of Visitor Communications 9 6 RESORT DEVELOPMENT STRATEGY PROJECTS AND SERVICES Funding Allocation Resort Infrastructure Resort Services 13 7 BUDGET AND WORKPLAN COMMUNICATIONS PLAN CONSISTENCY TESTS Appendix 1 Project Sheets Project 1 Downtown Vitalization 21 Project 2 Civic Centre 22 Project 3 Special Events and Festival Support 23 Project 4 Water Access and Beach Improvements 24 Project 5 Seasonal Shuttle Service 25 Project 6 Signage 26 Project 7 Ambassador Program 27 Appendix 2 Letters of Support Tofino Business Association 29 Tofino-Long Beach Chamber of Commerce 30 Tourism Tofino 31 1 P age

3 1 BACKGROUND 1.1 LOCATION The 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 United Nations recognized Biosphere Reserve) is the largest area of ancient temperate rainforest left on Vancouver Island and its lush rain forests and magnificent beaches abound with both marine and terrestrial wildlife. Tofino is the commercial and tourism centre, and jumping off point, for both the Clayoquot Sound as well as the Pacific Rim National Park Reserve (350,000 hectares of which nearly 83,000 hectares are marine). Access to Tofino from the east part of Vancouver Island is via Highway 4 near Qualicum Beach. At 163 kilometres in length, the terminus of Highway 4 lies at Tofino s First Street dock (the longest east-west vehicular route on Vancouver Island). Alternative access to Tofino is via air, either by float plane service from the harbour or from the Tofino-Long Beach Airport. 1.2 HISTORY Local First Nations have an historical connection to both the land and sea around Tofino. Postcontact, Tofino developed as a small fishing, timber and mining town. However, with the decline in resource harvesting in the 1980s, 'ecotourism' recreational activities have become an important sector in the region's economy, including such activities as whale watching, kayaking, boating, wildlife viewing, diving, surfing, storm-watching, and recreational sport fishing. 1.3 COMMUNITY Apart from the spectacular natural environment, locals are Tofino s greatest asset. As outlined in the Official Community Plan, the community recognizes and places value on Tofino s character and place in British Columbia as a major destination for visitors and home to a variety of people and cultures who rely upon the land and sea for their economic and spiritual well being. Tofino is the home to approximately 1800 year-round residents, 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 to the abundance of natural and cultural amenities of the area. 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, performing arts and visual arts. All of these events are volunteer based and attended by the local community. 1.4 TOURISM AMENITIES With its eclectic blend of four season outdoor recreation amenities, lively arts and culture events, burgeoning local food scene and diverse accommodation, coupled by the spectacular natural landscape of Clayoquot Sound, Tofino has emerged as a premier year round destination resort community. For example, the accommodation sector demonstrates the breadth and depth of the resort community. The area is home to over 1500 accommodation units ranging from high-end luxury hotels to quaint B&Bs and vacation rental homes. For those wishing to be closer to nature, there is also a range of camping opportunities within town. 2 P age

4 Recreational opportunities abound in Tofino and environs. Many base operations for recreational opportunities within the 16 provincial parks and two Ecological Reserves of Clayoquot region are found within Tofino. Such recreational activities include: Stunning sport-fishing in protected waters; World-class sea kayaking; Whale-watching (Orcas, Humpback and Gray whales); Beachcombing and storm-watching over expansive local beaches; Hiking opportunities to meet a variety of skills levels and geography; Diving in incredibly visible water teeming with marine life; Golfing at affordable local 9-hole course; Spectacular birding opportunities for both resident and migratory sea and shore birds; and Surfing in some of the best cold water waves in the world. The Resort Development Strategy is an important component to the overarching community tourism goal of promoting a resilient and vibrant economy that reflects Tofino s commitment to sustainable development. The projects identified in the RDS are meant to augment existing amenities and promote balanced and diverse economic activity in Tofino. 1.5 COUNCIL RESOLUTIONS Council adopted the RDS at the November 8, 2011 Regular Open Meeting of Council. RESOLUTION NO. 574/11 Moved and Seconded by Councillors Johns / Baert that Council approves the Resort Development Strategy as presented by administration on 2011-November-08; and that Council resolves that this plan be forwarded to the provincial government for approval. Council resolved to make the following changes to the RDS at the February 14, 2012 Regular Open Meeting. RESOLUTION NO. 074/12 Moved and Seconded by Councillors Baert / McMaster that Council adjust the allocations under the Resort Development Strategy to 70% for capital projects, 20% for programs and resort services and 10% for operations. RESOLUTION NO. 075/12 Moved and Seconded by Councillors Baert / McMaster that Council amend the wording of adding of a festival to the shoulder season by expanding it, that in addition to adding a festival to a shoulder event or supporting the expansion of an existing event. RESOLUTION NO. 076/12 Moved and Seconded by Councillors Baert / McMaster that Council amend the point where it says beach access to say beach and shore access. RESOLUTION NO. 078/12 Moved and Seconded by Mayor Schmunk / Councillor Baert that Council take up to the original $23,000 allocated for special events and festival support in the RDS and if matched by Tourism Tofino with the RMI funds that we employ a festival 3 P age

5 coordinator to handle the logistics that will support all the major festivals that happen in the District. RESOLUTION NO. 122/12 Moved by Mayor Schmunk / Councillor Anderson that Council allocate the additional $34,000 under Resort Services to $20,000 for special events and $14,000 for signage for RESOLUTION NO. 123/12 Moved and Seconded by Councillors Baert / McMaster that Council direct staff to include a Tourism Master Plan in 2013 for at least $20,000 with funds to come from signage and special events. 2 ENVIRONMENTAL SCAN In spite of the deleterious impacts on the tourist economy stemming from the global economic crisis in 2008, Tofino has fared better than other resort communities provincially, nationally, and globally and has maintained its position as a premier year round destination resort community. Specifically the local tourism trends include: The number of tourism related businesses increased 13% from 2009 to 2010, representing total number of employees of 1547 and 803 for summer and winter respectively; Attendance at Visitor Information Centres were up 58% in 2010 (56,304 this number reflects the second Visitor Information Centre located at Cox Bay which was opened in 2009) from 2008 (35,584); AHRT revenue up 12% in 2010 from 2008; Named Best Surf Town in North America by the editors of Outside Magazine; Premiere site location for film industry (increase in filming permits, including 2 recent blockbuster films). A significant challenge to the robust tourism economy in Tofino is reflected in the provision of base infrastructure (sewer, water, roads). The District recognizes that, above tourism amenities, these fundamental services are inextricably linked to visitor satisfaction. Thus, a main challenge facing the community rests on developing and maintaining a satisfactory level of infrastructure service where there is a manifold increase in the numbers of visitors and accommodation units relative to year round taxpayers and residential homes. 2.1 SWOT ANALYSIS STRENGTH, WEAKNESS, OPPORTUNITY, THREAT Strengths Internal to the Municipality Can Control Strong presence in provincial, national and international media Diverse outdoor recreation products surfing, whale watching, kayaking, hiking, bird watching Well known for high quality restaurants Strong volunteer base amongst the residents in the community Creative business community Well established accommodation businesses Growing winter tourism products (storm watching, surfing) UNESCO Biosphere Reserve/Diversity of physical environment 4 P age

6 Destination tourism market Tourism industry supports artistic community Industry keeps many people in the community employed Gateway community and destination as a result of the Pacific Rim National Park Reserve Weaknesses Internal to the Municipality Can Control Unequal seasons too busy during summer, not enough business during shoulder and winter seasons Lack of accommodation for middle to low income travelers Lack of tourism infrastructure: beach parking, washroom facilities, sufficient staff during high season, water supply Ability to maintain high quality and consistent staff due to lack of accommodation, particularly during the summer season Town politics slow municipal decisions and inhibit the tourism industry Young families moving out of the community Environmental degradation threatens natural tourism products Isolated, and can be difficult to access (by road and by air) Few activities for youth (especially during poor weather) Quantity of visitors in summer season threatens quality of some tourism products Small tax base responsible for infrastructure of town that dramatically increases its seasonal residents Lack of First Nations integration into the tourism industry Need for additional diversity in tourism products, especially adventure tourism activities Lack of high quality port facilities for mooring yachts and boats Opportunities External to the Municipality No Control Increasing popularity of water sports, especially surfing Support from the provincial government for tourism projects New, large markets discovering British Columbia (i.e. China) Opportunities for the development of additional diversified tourism products cultural, aboriginal products International media attention brought to British Columbia as a result of 2010 Olympics Threats External to the Municipality No Control Competition in destination tourism by other coastal recreation oriented communities Changing trends in the tourism markets Weakening US economy and US currency Increasing US-Canada border restrictions, passport requirements Climate change and greenhouse gas emissions from long-haul travel Price of oil Development outside the towns boundaries taking away from tourism in the village Environmental degradation Oil spills (off-shore oil exploration, shipping spills) 5 P age

7 3 COLLABORATION, CONSULTATION, AND ENGAGEMENT In accordance with the Strategy Guide issued by the Ministry of Jobs, Tourism and Innovation, this Resort Development Strategy (RDS) was developed in collaboration with key partners from the tourism sector. District Council identified a working group of key stakeholders from which two stakeholder meetings on 30 May 2011 and 07 June 2011 were held. Stakeholder representation included: 3.1 FIRST MEETING, MAY 30, 2011 Tatiana Chorner Jennifer Steven Tanya Chamberlain Christine Johnston Norma Dryden Eileen Floody Dan Harrison Bobby Lax Perry Schmunk* Josie Osborne* David Griffiths Dennis Evans Ralph Tieleman William Creba Jay Bowers Surfrider Tofino Long Beach Chamber of Commerce Tofino Vacation Rental Association Tofino Public Market Pacific Rim Arts Society Clayoquot Sound Community Theatre Raincoast Education Society Tofino Ucluelet Culinary Guild Tourism Tofino Tofino Botanical Gardens Tonquin Foundation/Tofino Business Association Tofino Business Association Surfrider Surfrider Pacific Rim Surf Association 3.2 SECOND MEETING, JUNE 07, 2011 Jennifer Steven Norma Dryden Eileen Floody Dan Harrison Bobby Lax Perry Schmunk* David Griffiths Jay Bowers Ralph Tieleman Shane Ramsay* Duane Bell* James Costello Sarah Timberlake* Tofino Long Beach Chamber of Commerce Pacific Rim Arts Society Clayoquot Sound Community Theatre Raincoast Education Society Tofino Ucluelet Arts Society Tourism Tofino Tonquin Foundation/Tofino Business Association Pacific Rim Surf Association Surfrider Tourism Tofino Tofino Long Beach Chamber of Commerce Mainstream Canada / Tofino Business Association Tofino Recreation Commission Note * Stakeholders identified who in addition to representing their various boards/committees also provide resort accommodations within the municipality. The results from the stakeholder engagement process indicated a variety of projects, listed under four main categories: Resort Services, Infrastructure, Transportation, and Community Arts and Culture. Within each of these categories, several tourist related projects were identified, representing both small and large capital projects (Resort Infrastructure) as well as programs and 6 P age

8 events (Resort Services). Appendix 2 contains letters of support received by the from key stakeholder goups who participated in the consultation process. A copy of the RDS was sent to the Tla-o-qui-aht First Nations on November 3, 2011 for their review and consideration. 4 VISION The purpose of the Tofino Resort Development Strategy is to develop a sustainable year-round tourism industry which maximizes the visitor experience through interaction with the natural environment, showcasing our cultural amenities and promoting an active lifestyle. The following two OCP policy statements expand upon the vision outlined above: Much of Tofino s tourism strength is related to the regional resources that surround Tofino, including beaches in Pacific Rim National Park Reserve, whales in the Pacific Ocean, surfing off the beaches, kayaking in, and the wilderness scenery of, Clayoquot Sound. Maintaining those resources in an attractive and accessible state will be important to sustaining tourism development. As Tofino continues to grow and tourism visitation increases, the very charm that has made Tofino a desired destination could be lost to over development or poor development practices. Care will need to be taken to manage future population and visitation growth so that the special eclectic character of Tofino is retained. 5 OBJECTIVES, GOALS AND MONITORING 5.1 GOAL: INCREASE AWARENESS OF TOFINO S ECLECTIC NATURE The key objective is to develop visitor amenities that promote Tofino s unique arts and cultural experience year-round. Raise visitor awareness of local tourism assets such as our festivals and events; funky shops; arts and food culture; and First Nations art and culture. Manage future visitation growth so that the special eclectic character of Tofino is retained. Develop shoulder and off season programming and tourism assets that assist in prolonging the tourism season. Support a vibrant artistic community to diversify the economic base. - Provide dedicated arts programming space in both the downtown core and the proposed Civic Centre. - Engage local artists and artisans in vitalization efforts throughout the community. 7 P age

9 1) Downtown Vitalization Performance Measurement: Downtown Vitalization Core Vitalization Plan to be adopted by Council in 2011, with implementation to commence in 2012 Completion of historical walk Increase visitor and local satisfaction related to downtown parking (parking management) Develop parking management plan (focus RV parking, off-shore parking) Fewer parking tickets and bylaw complaints Increased visitor satisfaction (survey) Increased number of small business licence applications Increased business license for arts groups and artists Extension of seasonal business/services operating hours into shoulder season (survey to be conducted by the Chamber of Commerce to quantify results) 2) Civic Centre venue to showcase Tofino s vibrant artistic community. Performance Measurement: Civic Centre feasibility study to be completed in early ) Special Events and Festival Support Performance Measurement: Increased number of visitations to local festivals and events. Increased festival attendance by 2% per year. Net increase of one festival during shoulder season or supporting the expansion of an existing event. Development of special event and festival calendar Increased visitor information available on District website 5.2 GOAL: ENHANCE VISITOR EXPERIENCE & SATISFACTION WHILE INTERACTING WITH THE NATURAL ENVIRONMENT The key objective is to create memorable beach and waterfront experiences for visitors that promote interaction with the natural environment through appropriate amenities, linkages and public accesses. Maintain regional resources in an attractive and accessible state to sustain tourism development. Provide greater and better accessibility to off-shore resources. Partner with region stakeholders. Increase waterfront and harbour accessibility and promote waterfront views. Maintain the natural character of Tofino, preserving open space, beach and shore access, views over the waterfront and access to and through the waterfront. 8 P age

10 1) Water Access and Beach Improvements Performance Measurement: Increased activity at key water access points (survey) Develop beach use protocols and visitor signage (education) Improve beach and shore access, parking and washroom facilities Fewer bylaw complaints (traffic/parking) Increase visitor satisfaction at key sites in town Increase number of visitors at key sites Construction of new washroom facilities Extension of multi-use path (MUP) 2) Seasonal Shuttle Service Performance Measurement: Provide alternative access to downtown core (shuttle service, MUP) Extension of service into the shoulder season Reduction of GHG emissions Increased shuttle ridership 5.3 GOAL: SUPPORT ACTIVE LOCAL TOURISM ASSETS THROUGH DEVELOPMENT & ENHANCEMENT OF VISITOR COMMUNICATIONS The key objective is to raise awareness of local and regional tourism assets while promoting an active recreation lifestyle through enhanced visitor communication. Increased cultural awareness. Expand programming to target youth activities. Mentoring program which enables participating businesses/organizations to share knowledge and experiences. Resource and knowledge sharing. 1) Signage Performance Measurement: Increased cultural understanding Increase MUP users 2) Ambassador Program Performance Measurement: Satisfaction survey to be completed by the Chamber of Commerce Increase volunteerism in the community Increased hits on and Chamber of Commerce websites Increased program participants 9 P age

11 6 RESORT DEVELOPMENT STRATEGY PROJECTS AND SERVICES Council considered the results of the stakeholder input at a special open meeting on June 16, 2011 from the existing RDS, and established the direction for the RDS. Baseline data will be collected in 2012 to support goals of each project. 6.1 FUNDING ALLOCATION Under the Existing RDS It was determined that the municipal campground project proposed under the existing RDS be removed as the District was unable to secure tenure over the land intended for development. Council does not envision pursuing this project in the foreseeable future. The mountain bike park and trails project is being completed in 2011 under the current funding allocations. However, the mountain bike trail component at present time is not as extensive as initially considered, but future improvements shall be captured within the Water Access and Beach Improvement funding allocation. Council proposes to allocate the unspent RMI funding from the existing Resort Strategy towards the following three projects initiated in late 2011 with project completion dates in 2012 or later: $975,000 towards the Downtown Vitalization Project Finalizing the Downtown Vitalization Core Vitalization Plan; plan to be brought forward to Council at the November 08, 2011 regular open meeting for consideration. - Project is nearing completion after extensive public engagement throughout the community. Increase in funding is largely due to the shifting of funding from the municipal campground project (no longer feasible) as well as funding from the civic centre and Museum projects as the Downtown Vitalization project is further along and is the foundation upon which the Civic Centre will be built. Construction to begin in $50,000 towards the Civic Centre Feasibility Study Study as originally outlined in the existing RDS is under development with final document including recommendations to Council to be completed by Spring Results will determine the type and scale of civic centre uses and amenities. $200,000 towards the Trails and Beach and Shore Access Funds devoted to trails and beach and shore accesses identified in existing RDS will be initiated in 2011 and completed in 2012 and may include extensions to existing trails and beach amenities Under the RDS For the new RDS, overall anticipated revenue was apportioned in the following manner: 10 P age

12 70% - Resort Infrastructure (Capital Projects) 20% - Resort Services (Programs and Events) - including $10k/year for evaluation 10% - Operation/Maintenance Resort infrastructure projects (70%) represent the largest segment of the new strategy, and include both small and large capital projects generally related to one of three main areas: downtown vitalization; water access and beach improvements; and civic centre. For specific resort services (20%), Council identified several projects, including: a summer seasonal shuttle service, special events and festival support, signage, ambassador program support, development of a tourism master plan, and a community calendar. Operational costs and maintenance on capital projects developed under the RMI initiative (i.e. trail maintenance, beach washroom facility cleaning) are also earmarked expenditures under the new strategy. Details of each of these project areas are described below. However, it is important to note that the strategy is not intended to be prescriptive, particularly as it relates to capital infrastructure projects, but rather provide areas of general tourist related capital investment linked to one of the three focus areas. Council and staff believe this approach is appropriate for the for two reasons. First, it permits flexible and strategic response to changes in the local tourism environment. Secondly, while this strategy interfaces with and incorporates existing tourism related guidelines, particularly in respect of the Official Community Plan and the Recreation Master Plan policy, there is a recognized deficiency in the overall tourism master planning for the community. Council recognizes this significant planning gap and is looking to develop an overall tourism master plan process in 2013 upon which to build on the macro-level policies outlined in the OCP and Recreation Master Plan. Thus, the identified projects, goals and performance evaluation strategy outlined in the new Resort Development Strategy are consistent with Tofino s key policy documents while permitting alignment with future focused tourism related master planning initiatives. 6.2 RESORT INFRASTRUCTURE Downtown Vitalization The Village core is the centre of community life in Tofino and holds critical importance to the success of Tofino s tourist economy. The 8 blocks of village core serves as the main commercial hub in Tofino as well as for the outlying off-shore areas. This area includes restaurants, local shopping, booking agencies for a variety of off-shore adventure tours (Whale-watching, kayak rentals, etc), surf and bike rentals, and local art galleries. The village core is also home to banks, public institutions (Municipal Hall, RCMP, Hospital, Post Office, Coast Guard, Department of Fisheries and Oceans Offices) as well as local non-profit groups (Eco-Trust Canada, Clayoquot Biosphere Trust, Friends of Clayoquot Sound). This concentration of activity makes for a robust and vibrant village core and adds to the distinctive sense of what Tofino represents. However, this vitality is somewhat compromised due to increased and disorganized summer vehicular traffic, prohibition of pedestrian linkages (i.e. sidewalks) and lack of public activities and amenities in the village core. 11 P age

13 The downtown vitalization project will develop strategies for creating a series of public space amenities throughout the village core and provide linkages (pedestrian/vehicular) to connect to a network of village public spaces. The objective of this initiative is to increase the number and extent of tourist visitors to the village core by providing a pleasant atmosphere in which to stroll, shop, eat and explore. Specific initiatives include connections to the Tofino harbour, celebration of the old village and maritime heritage, increased pedestrian activities and amenities at public green spaces, improved parking and circulation and linkages between them all Civic Centre A primary component of the larger village core vitalization plan is the Civic Centre concept. This initiative is identified as a Strategy project due to its direct connection to the expansion and diversification of the tourist economy in Tofino. Although specific details of the breadth and extend of the civic centre will be expanded through the development of the feasibility study identified in the earlier RDS, general concepts of the centre will likely include the following tourist related services: visitor information services, museum, convention centre, theatre and performance space. The proposed location of the civic centre is meant to enhance the vitality of the adjacent village green in providing a sense of character and a forum for further public activities. The civic centre will also be an anchor for the downtown, acting as a focal point for definition, and provide expanded opportunity for variety of special events and festivals hosted throughout the year. Moreover, the civic centre will also provide much needed indoor amenities for visitors during inclement weather Water Access and Beach Improvements As a community built on a peninsula, Tofino s tourism related activities reflect an everimportant connection to the water. Categorized by three distinct geographic features (sandy outside beaches, working harbour, inlet mudflats), there are a variety of design issues that need to be addressed to meet the waterfront needs of visitors and locals alike. While this RDS project will focus on physical capital improvements related to water accessibility and beach improvements, it is closely aligned with other projects including downtown revitalization as well as active waterfront programming related to the special events and festivals projects identified under resort services. It is believed that improved water access and beach improvements will provide increased opportunities for recreation, tourism and entertainment. In a general sense, this project s main objectives are based on OCP policy of maintaining the natural character of Tofino, preserving open space, beach and shore access, views over the waterfront and access to and through the waterfront. Specific initiatives under this project include: identify key new and existing beach and shore access sites and developing appropriate multi-modal access, linkages and amenities to existing network; and maximize safe public access opportunities to the working harbour through strategic capital investments, and in correlation with downtown vitalization plan. 12 P age

14 6.3 RESORT SERVICES Seasonal Shuttle Service Presently, the does not have a regular year-round transit service. The seasonal Tofino Bus shuttle service will provide a scheduled shuttle route throughout the summer months (July-September) which includes a circuitous schedule that includes stops at all major resorts and campgrounds, major beach amenities, and the village core. Ridership is geared primarily to travelling guests as well as seasonal tourist workers. As a corollary to the operational costs associated with the seasonal shuttle, RMI funds will be allocated to shuttle related capital projects at shuttle stop locations, such as improved shuttle let-down areas, bus shelters, seating, and signage. The shuttle service is also aligned to the District s commitment to its reduction of community greenhouse gases, as identified in the District s Community Energy Plan. While recognizing that the overwhelming majority of tourist visitors to Tofino come by way of vehicle traffic, how they move around town while here can be altered. The Community Energy Plan identifies two specific GHG reduction targets (minimize vehicle traffic to the downtown core, minimize vehicle traffic in the downtown core) which are directly related to the shuttle service) Special Events and Festival Support A significant component of the local tourism economy, particularly during the shoulder and off-seasons, is attributed to the various local special events and festivals. Many of these events have reached operational capacity due to the exclusive reliance on the efforts of local volunteers and community groups. Operational support to existing and new special events and festivals will allow this sector to capitalize on a strong foundation, built by the local volunteer base, and augment an already vibrant festival scene. Examples of existing annual special events and festivals include: Rip Curl Stew Surf Competition Cold Water Classic Surf Competition Canada West Paddle Surf Festival Tofino Legion Fishing Derby Tofino Saltwater Fishing Derby Food and Wine Festival Tofino International Film Festival Oyster Festival Feast Culinary Festival Pacific Rim Shorebird Festival Winter Music Festival ArtSplash Visual Arts Show Carving on the Edge Festival Pacific Rim Summer Music Festival Annual Tofino Skateboard Contest Tofino Lantern Festival 13 P age

15 Development of an annual special events and festival calendar will also be produced which will assist in identifying resource gaps, better co-ordination and synergies, and aid Tourism Tofino in marketing various events Signage The s new signage policy will be implemented through the use of RMI funds. The overall goal is to elevate Tofino s marketability as a tourism destination and focus on the products, services, and amenities that make it unique. 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. It will also assist in proselytizing the Tofino brand and will be closely aligned to other parallel initiatives such as downtown vitalization, MUP development and beach improvements. Specifically, this will include both an operation plan for the location, sign typology, and graphic standards and well as construction of key capital sign projects Ambassador Program The Tofino-Long Beach Chamber of Commerce recently developed (2011) a new Ambassador Program whose goal is to increase community development through strengthening local knowledge and sharing information with visitors. The Ambassador Program provides service and leadership skills to employees, residents and business owners, offering support to the service industry and local community. The Program delivers essential regional information and training intended to build capacity within our local service industry while also encouraging civic responsibility, volunteerism and community engagement. The District will access RMI funds to further refine the Ambassador Program in partnership with the local chamber of commerce and Tourism Tofino Tourism Master Plan As identified under the RDS funding allocation, the funding for Tourism Master Plan in 2013 shall come from the Special Events & Festivals Support and the Signage programs. 14 P age

16 7 BUDGET AND WORKPLAN 5 Year Expenditure Plan Resort Development Strategy Funding Estimated at $680,000 per Year RESORT INFRASTRUCTURE** RESORT SERVICES*** 2011 RMI Reserves DOWNTOWN VITALIZATION CIVIC CENTRE WATER ACCESS & BEACH IMPROVEMENTS $975,000 $50,000 $200,000 Revitalization Plan to be complete by Nov 2011 Feasibility Study to be complete by May 2012 Dependant on projects to the right SEASONAL SHUTTLE SERVICE SPECIAL EVENTS &FESTIVAL SUPPORT SIGNAGE AMBASSADOR PROGRAM EVALUATION N/A N/A N/A N/A N/A 2012 TBD* TBD* TBD* $35,000 $43,000 $29,000* $19,000 $10, TBD* TBD* TBD* $35,000 $43,000 $29,000* $19,000 $10, TBD* TBD* TBD* $35,000 $43,000 $29,000* $19,000 $10, TBD* TBD* TBD* $35,000 $43,000 $29,000* $19,000 $10, TBD* TBD* TBD* $35,000 $43,000 $29,000* $19,000 $10,000 Note * Represents an additional 10% of RDS budget for operations and maintenance of proposed projects Note ** Represents 70% of RDS budget Note *** Represents 20% of RDS budget 8 COMMUNICATIONS PLAN Communication of this plan is a key component of its overall success. A significant amount of energy has been focused toward public education of the RMI program. In the past there has been some frustration within the community as RMI projects are undertaken before higher order needs such as infrastructure improvements. staff and Council have been communicating the opportunities and limitations of the Resort Municipality Initiative through special Council presentations, media releases and town hall meetings. Ongoing community support for the RMI is predicated on consistent positive messaging. Tourism Tofino, Tofino-Long Beach Chamber of Commerce and Tofino Business Association are seen as key partners in disseminating this message. Annual reporting of the Strategy will occur in tandem to the province s reporting requirements. Presentation to the above-noted partners will provide an opportunity to correlate planned and emerging initiatives to achieve the goals set out in the plan and to meet the needs of a changing tourism landscape. The municipality s annual report will highlight the Resort Municipality Tax Transfer Program and the specific RDS project and service outcomes. Both capital projects and resort services funded by the Strategy will be signposted and identified through media releases. 15 P age

17 9 CONSISTENCY TESTS The development of this Resort Development Strategy is consistent with, and correlated to, the Official Community Plan and the Parks and Recreation Master Plan. While the District does not have an overall tourism strategy, the OCP provides sufficient policy support and direction for each of the projects anticipated under this new Strategy. Under Key Issues: Economic Issues Tofino has become quite reliant upon the tourism sector. The community believes that it will be important to develop a more diversified economic base so that the effects of a potential tourism downturn will be reduced. As Tofino continues to grow and tourism visitation increases, the very charm that has made Tofino a desired destination could be lost to over development or poor development practices. Care will need to be taken to manage future population and visitation growth so that the special eclectic character of Tofino is retained. Much of Tofino s tourism strength is related to the regional resources that surround Tofino, including beaches in Pacific Rim National Park Reserve, whales in the Pacific Ocean, surfing off the beaches, kayaking in, and the wilderness scenery of, Clayoquot Sound. Maintaining those resources in an attractive and accessible state will be important to sustaining tourism development. The community believes that its vibrant artistic community could be a contributor to a diversified economic base. Future economic growth in the arts will need to be explored. The waterfront and harbour have been developed over the years with a mix of uses. While that mix of uses creates an interesting working harbour, there is concern for the safety stemming from harbour uses, such as float planes, boats and kayaks. As well, parts of the harbour and waterfront are inaccessible. Views out over the waterfront are spectacular. Long term use of the waterfront will need to be explored Physical Development Issues Parking in the Village Centre becomes a problem during the summer visitor season, especially as a result of recreational vehicle parking on streets and in parking lots. This demand, in addition to overnight parking and long term parking for residents and visitors of outlying areas in Clayoquot Sound, contribute to a reduction of on street parking for visitors and residents of the Village Centre. Maintaining the natural character of Tofino, preserving open space, beach and shore access, views over the waterfront and access to and through the waterfront are design issues that face the community. Location of future community facilities (in, near or outside the Village Centre) will have implications for servicing, parking, adjacent uses, accessibility, image and function. 16 P age

18 Maintaining Tofino as a pedestrian-friendly town will be challenging in the face of Tofino s growth within its geographic setting on a peninsula and its associated potential spread along the Pacific Rim Highway. Tofino has an active working harbour that supports a diversity of uses including tourism, fish and shellfish processing and harvesting, marine services and transportation Social/Cultural Issues During the height of the visitor season, some residents feel overwhelmed with traffic, parking and community use issues. Methods to manage the effects of visitation will need to be considered. Provision of a community hall/recreation centre has been identified by the community and the as an important community facility. The location and type of facility will have implications for the future development of Tofino. Under OCP Policy: Village Centre and Downtown Policies 1. The District will continue to support the Downtown Commercial Core as the primary institutional, recreation and commercial/retail activity centre in the District. 3. The District will encourage a high quality sense of entry to the Downtown Commercial Core through the designation of a Downtown Gateway. 8. In consultation with local land owners and with their consent, pedestrian access to and along the waterfront will be developed, where appropriate. 10. A Downtown Commercial Core Vitalization Plan shall be completed for the Downtown Commercial Core as identified on Figure The Downtown Parking and Traffic Plan shall be examined and implemented, where appropriate, and consideration shall be given to: Enhanced pedestrian circulation in the downtown; Long term on-street parking (especially along Main Street) directed to off-street sites; Reduction of on-site parking requirements, where appropriate; Review of continued collection of Parking Reserve Fund in lieu of providing on-site parking; Review of the administration of the existing Parking Reserve Fund; Identification of potential funding mechanisms; Elimination of RV parking in the Downtown Commercial Core and provision of an RV parking lot outside of the Downtown Commercial Core; Provision of shuttle service between neighbourhoods, resorts, Esowista, RV parking lot and Downtown Commercial Core; Promotion of the use and continued development of the Multiuse Path Tourism Development Policies 1. The District will support tourism development as a key economic development initiative. 2. Future tourism information needs of the community will be reviewed, including the future location of an information centre or centres. 4. Public access to and parking demand for beach use will be monitored to identify issues of overuse and congestion. 17 P age

19 5. The District will encourage the provision of increased public access to major beaches. 6. Tourism activity in the Waterfront Area will be supported. 12. The Downtown Gateway will continue to be an important tourism destination area Mobility Policies 1. The Downtown Parking and Traffic Plan (August 1999) shall be examined and implemented, where appropriate, and consideration shall be given to: Enhanced pedestrian circulation in the downtown; Long term on-street parking (especially along Main Street) directed to off-street sites; Reduction of on-site parking requirements, where appropriate; Elimination of RV parking in the Downtown Commercial Core and provision of an RV parking lot outside of the Downtown Commercial Core; Provision of shuttle service between neighbourhoods, resorts, RV parking, Esowista and Downtown Commercial Core; Promotion of the use and continued development of the Multiuse Path. 2. Pedestrian circulation will be promoted throughout the District, including access to beaches, neighbourhoods, commercial development and places of employment. 3. Cycling will be promoted throughout the District, including access to beaches, neighbourhoods, commercial development and employment. 8. In consultation with landowners and with their consent, pedestrian access to and along the waterfront will be developed where appropriate. 9. Working with landowners and with their consent, the District will promote alternative pedestrian access to the Downtown Commercial Core by encouraging the provision of a foreshore walkway as shown on Figure The District will explore the potential for a tourist shuttle between resorts and the Downtown Commercial Core by working with tourism operators to explore potential means of operation and funding Village Centre Waterfront Policies 1. The Waterfront Area (see Figure 5) shall be developed and designated as a safe working harbour that sustains, marine-related and support activities, fisheries and support activities, aquaculture and support activities, tourism and support activities, transportation activities, and selected retail/commercial activities that complement the harbour. 4. In consultation with landowners, pedestrian access to and along the Waterfront Area will be developed, where appropriate. 5. Working with landowners and with their consent, the District will promote alternative pedestrian access to the Downtown Commercial Core by encouraging the provision of a foreshore walkway as shown conceptually on Figure The District supports the development and use of the Fourth Street boat launch and the improvement of parking. 9. Where appropriate, public access to the Waterfront Area will be promoted and encouraged. 18 P age

20 10. Development of the Waterfront Area shall take into consideration the protection of views and vistas, particularly for the area north of Main Street between First Street and Fourth Street and protecting view corridors at Third Street. 12. The District shall support the habitat objectives identified in the Habitat and Land Use Assessment of the Tofino Harbourfront (1998). 13. The District will work with the Harbour Authority and other jurisdictions to monitor use of the Waterfront Area (see Figure 5) in order to identify potential safety issues and methods to resolve them. 14. The District will continue to promote the development of a multimodal trail into the Downtown Commercial Core. 15. Grice Road right-of-way shall be maintained and enhanced as public access along the waterfront Village Centre and Downtown Policies 1. The District will complete a Downtown Commercial Core Vitalization Plan that examines land uses and future potential land use types, promotes opportunities for residents to meet and greet and relax in attractive outdoor spaces, recognises the importance of views of the nearby islands, mountain vistas and Browning Passage, and promotes walking about the community in a safe pedestrian environment. 2. Redevelopment of the Waterfront Area will be promoted to encourage resident and visitor access to portions of the Waterfront Area as shown conceptually on Figure Parks and Recreation Policies 3. Existing park areas will continue to be improved. 4. The District will encourage the provision of increased public access to major beaches. 5. The District will work in consultation with landowners and businesses to identify methods to increase public access, resident parking and public facilities at MacKenzie Beach and Cox Bay, including acquisition, partnerships and other means. 6. Public access to and parking demand for beach use will be monitored to identify issues of overuse and congestion. 8. A pedestrian trail will be developed between Tonquin Park Road and MacKenzie Beach Road. 11. The District shall encourage, where appropriate, the development of pedestrian trails in conjunction with the installation and extension of infrastructure. 22. Existing and new pedestrian linkages and linear park land will be incorporated to form a network between and within neighbourhoods, parks, public spaces, Village Centre and community services Arts and Culture Policies 1. The District shall support the development and enhancement of the arts as an economic and cultural development tool. 19 P age

21 2. Public art, including First Nation art, will be encouraged where it complements and supports community design goals. 3. Development of a live theatre space will be explored as a potential tourism and local cultural facility. 4. Arts and culture will be identified as potential important aspects of tourism and community development, including during the winter months Heritage Policies 1. The District will promote the identification and development of a Walking Heritage tour of Tofino Tourism Policies 1. The District will continue to support year-round tourism activities and use that minimize their impact upon the environment and social fabric. 2. Development that promotes eco-tourism will be encouraged. 4. Destination tourism development shall be directed toward the Downtown Commercial Core, Downtown Gateway, MacKenzie Beach, north Chesterman Beach and Cox Bay Waterfront Policies 1. The Waterfront Area (see Figure 5) shall be promoted as a working harbour within which fish processing and other marine-related activities may be permitted to operate in an environmentally responsible manner Arts Promotion Policies 1. The District will actively demonstrate support for the arts. 2. Local arts groups will be encouraged to organize and expand locally supported arts groups. 3. Local artists will be encouraged to develop and practice their artistic skills for the benefit of residents and tourists. 4. The District will work co-operatively with the tourism and arts sectors to identify the ways and means of establishing venues for music and theatre that provide entertainment for residents and tourists. 20 P age

22 Appendix 1 Project Sheets PROJECT 1 DOWNTOWN VITALIZATION Project Title Project description Downtown Vitalization The downtown vitalization project will develop strategies for creating a series of public space amenities throughout the village core and provide linkages (pedestrian/vehicular) to connect to a network of village public spaces. Milestones Anticipated Start Date Spring 2012 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Completion Date TBD in Vitalization Plan Operational Date Starting 2012 RDS Goal 1: Increase Awareness of Tofino s Eclectic Nature Project Goal: To increase the number and extent of tourist visitors to the village core by providing a pleasant atmosphere in which to stroll, shop, eat and explore. Specific initiatives include connections to the Tofino harbour, celebration of the old village and maritime heritage, increased pedestrian activities and amenities at public green spaces, improved parking and circulation and linkages between them all. RDS Goal 2: Enhance Visitor Experience & Satisfaction While Interacting with the Natural Environment. Project Goal: Maintain the natural character of Tofino, preserving open space, beach and shore access, views over the waterfront and access to and through the waterfront Economic, social, cultural and environmental benefits. Site visits, visual documentation, visitor and user satisfaction (surveys), extension of seasonal business/services operating hours into shoulder season (survey), statistical data on bylaw complaints and parking tickets, statistical data on business licences. Funding sources RMI Funding $975,000 (pre-2012) TBD Cost of project Project Manager Operating responsibilities Organization Municipality Financing Municipal Funding Campbell St. Fund -$350,000 Parking in Lieu - $450,000 4 th St Amenity - $30,000 Other: (identify) ICE-T Grant - $350,000 TBD by Vitalization Plan 21 P age

23 PROJECT 2 CIVIC CENTRE Project Title Project description Civic Centre The proposed location of the civic centre is meant to enhance the vitality of the adjacent village green in providing a sense of character and a forum for further public activities. The civic centre will also be an anchor for the downtown, acting as a focal point for definition, and provide expanded opportunity for variety of special events and festivals hosted throughout the year. Moreover, the civic centre will also provide much needed indoor amenities for visitors during inclement weather. Milestones Anticipated Start Date TBD (based on feasibility plan) Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Completion Date Operational Date TBD TBD RDS Goal 1: Increase Awareness of Tofino s Eclectic Nature Project Goal: Engage local artists and artisans in vitalization efforts throughout the community and provide a venue to showcase Tofino s vibrant artistic and cultural offerings. Physical Development, Social, Cultural, Economic Civic Center feasibility study to be completed May Funding sources RMI Funding TBD Municipal Funding TBD Cost of project Project Manager Other: (identify) Operating responsibilities Organization Municipality Financing 22 P age

24 PROJECT 3 SPECIAL EVENTS AND FESTIVAL SUPPORT Project Title Project description Special Events and Festival Support Operational support to existing and new special events and festivals will allow this sector to capitalize on a strong foundation, built by the local volunteer base, and augment an already vibrant festival scene. Development of an annual special events and festival calendar will also be produced which will assist in identifying resource gaps, better coordination and synergies, and aid Tourism Tofino in marketing various events. Creation of a Festival Coordinator position to support all major festivals by handling festival logistics. Milestones Anticipated Start Date 2012 Completion Date Ongoing to 2016 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Operational Date 2012 RDS Goal 1: Increase Awareness of Tofino s Eclectic Nature Project Goal: Increase number of visitations to local festivals and events by 2% per year. Net increase of one festival during shoulder season or supporting the expansion of an existing event. Development of special event and festival calendar. Increase visitor information available on District Website. Social, Cultural, Economic Statistical attendance data. Statistical festival count data. Website review. Funding sources RMI Funding $43,000/annum Municipal Funding Dedicated staff Cost of project Project Manager Other: (identify) Operating responsibilities Organization Municipality Financing Tourism Tofino Municipality 23 P age

25 PROJECT 4 WATER ACCESS AND BEACH IMPROVEMENTS Project Title Water Access and Beach Improvements Project description Water access and beach improvements will provide increased opportunities for recreation, tourism and entertainment while maintaining the natural character of Tofino, preserving open space, beach and shore access, views over the waterfront and access to and through the waterfront. Milestones Anticipated Start Date 2012 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Completion Date Ongoing to 2016 Operational Date 2012 RDS Goal 2: Enhance Visitor Experience & Satisfaction While Interacting with the Natural Environment Project Goal: Increase activity and visitor satisfaction at key water points. Develop beach use protocols and visitor signage. Improve beach and shore access, parking and washroom facilities. Extension of the multi-use path. Decrease in bylaw complaints. identify key new and existing beach and shore access sites and developing appropriate multi-modal access, linkages and amenities to existing network; maximize safe public access opportunities to the working harbour through strategic capital investments, and in correlation with downtown vitalization plan; and Physical Development, Environmental, Economic Survey, statistical data on bylaw complaints, site visits, visual documentation. Funding sources RMI Funding $200,000 Cost of project Project Manager Municipal Funding Other: (identify) Operating responsibilities Organization Municipality Financing TBD 24 P age

26 PROJECT 5 SEASONAL SHUTTLE SERVICE Project Title Seasonal Shuttle Service Project description Provide a scheduled shuttle route throughout the summer months (July-September) which includes a circuitous schedule that includes stops at all major resorts and campgrounds, major beach amenities, and the village core. Milestones Anticipated Start Date July 2012 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Completion Date Ongoing to 2016 Operational Date July September (Annually) RDS Goal 2: Enhance Visitor Experience & Satisfaction While Interacting with the Natural Environment Project Goal: Provide alternative access to downtown core via shuttle service and multi-use path. Extension of shuttle service into the shoulder season. Reduction of GSG emissions. Increase shuttle ridership. Environmental, Social, Economic Statistical data on shuttle and multi-use path usage. Funding sources RMI Funding $35,000 Cost of project Project Manager Municipal Funding Other: (identify) Operating responsibilities Organization Municipality Financing $35,000/year 25 P age

27 PROJECT 6 SIGNAGE Project Title Project description Signage 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. Milestones Anticipated Start Date 2013 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes It will include both an operation plan for the location, sign typology, and graphic standards and well as construction of key capital sign projects. Completion Date 2015 Operational Date 2013 RDS Goal 3: Support Active Local Tourism Assets Through Development & Enhancement of Visitor Communications. Project Goal: Increase cultural understanding, amenity wayfinding, and traffic on the multi-use path. Economic, Environmental, Cultural, Physical Development Statistical data on multi-use path traffic and survey. Funding sources RMI Funding $29,000/annum Cost of project Project Manager Municipal Funding Other: (identify) Operating responsibilities Organization Municipality Financing Dedicated staff $29,000/annum 26 P age

28 PROJECT 7 AMBASSADOR PROGRAM Project Title Project description Ambassador Program Milestones Anticipated Start Date 2012 Goal(s) Identify both the RDS goal(s) the project supports and the project goal(s) Additional Benefits Performance evaluation and monitoring technique(s) that will be used to evaluate outcomes Provides service and leadership skills to employees, residents and business owners, offering support to the service industry and local community. The Program delivers essential regional information and training intended to build capacity within our local service industry while also encouraging civic responsibility, volunteerism and community engagement. Completion Date Ongoing to 2016 Operational Date Annually RDS Goal 1: Increase Awareness of Tofino s Eclectic Nature Project Goal: To increase community development through strengthening local knowledge and sharing information with visitors. RDS Goal 3: Support Active Local Tourism Assets Through Development & Enhancement of Visitor Communications. Project Goal: Increase volunteerism and program participants in the community. Increase hits on the and Chamber of Commerce websites. Social, Economic Satisfaction survey by the Chamber of Commerce. Hits count on the and Chamber of Commerce websites. Statistical data on program participants and volunteers. Funding sources RMI Funding $19,000/year Cost of project Project Manager Municipal Funding Other: (identify) Tofino-Long Beach Chamber of Commerce Operating responsibilities Organization Municipality Financing Tourism Tofino, Tofino Chamber 27 P age

29 Appendix 2 Letters of Support The attached letters of support for the Tofino Resort Development Strategy were received from the following key stakeholder groups: Tofino Business Association Tofino-Long Beach Chamber of Commerce Tourism Tofino 28 P age

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32 Mayor and Council rd Street, PO Box 9 Tofino BC V0R 2Z0 RE: Resort Development Strategy On behalf of Tourism Tofino, this letter serves as confirmation that we are in support of the Resort Development Strategy for the. The initiatives set out in the Resort Development Strategy have been carefully selected and are clear and consistent with those that were identified during community stakeholder engagement opportunities. These initiatives shall serve to enhance and promote Tofino as a sustainable year round tourism destination while maximizing the visitor experience. If you require any further information or clarification regarding this letter, please do not hesitate to contact me at or Kirsten@tourismtofino.com Sincerely, Kirsten Soder B.TM General Manager Tourism Tofino Tourism Tofino PO Box 1140 Tofino, B.C. V0R 2Z0 info@tourismtofino.com