Tofino TOURISM MASTER PLAN - Whistler Centre for Sustainability

Transcription

Tofino
TOURISM
MASTER PLAN
August 2014
*Cover images provided by Tourism Tofino
Contents
PROJECT BACKGROUND ................................................................ 1
PROCESS.............................................................................................. 2
ONGOING IMPLEMENTATION ...................................................... 5
OUR CURRENT REALITY ................................................................ 7
TOURISM MARKET ASSESSMENT ............................................. 15
COMMUNITY EXPERIENCE .......................................................... 29
TRAVEL TRENDS & CONSIDERATIONS ................................... 37
IMPLEMENTATION PARTNERS ................................................. 47
OUR PLAN ......................................................................................... 55
Structuring the TMP
55
Vision to Action
56
Tourism Master Plan Vision
57
Goals
59
Strategic Directions & Implementation
60
Actions
63
EVALUATING AND ADAPTING ................................................... 79
Plan Quickview
Plan Quickview-DRAFT
Our Plan (Page 55)
Well positioned, professional styling/branding to support
marketing
OPPORTUNITIES
Funding access for both marketing and
infrastructure/programming

Visitors are very satisfied with their Tofino experience

Capacity to optimize early summer and year round
visitation

Economies/visitation recovering from a global economic
recession– albeit still volatile

Changing travel preferences for aging travelers

Diminished strength of the CDN dollar

Continued expansion into social media channels to promote
Tofino

Growth potential from emerging country travel markets,
such as Asia

Potential to enhance tourism collaboration with First Nations

Key markets have a very strong impression of Vancouver
Island compared to other BC tourism regions

Transportation access to Tofino, and capacity of
transportation infrastructure in Tofino

Peak season staffing for the right amount of people with
the right skills and service experience, demographic trends
suggest future challenges

Extractive resource development threats in the area

Economic recovery is volatile

Persistent housing affordability challenges
RISKS AND THREATS

Unknown impacts of continued development potential and
infrastructure, community capacity to accept more visitors

Unknown effects of changing travel preferences for
increasingly multicultural markets

Continued reliance on a tourism economy may reduce
economic diversity

Competition from emerging markets and other BC regions
Related Tourism Organizations



Tofino Businesses
Canadian Tourism Commission
Tourism Vancouver Island




Go2 BC
Port Alberni Regional District
Destination BC
Aboriginal Tourism BC
TOURISM GOALS (2014-2024) (P A GE 59)
C O M M U N I TY W E L L BE I N G Tofino is a
healthy, resilient, culturally rich
community with appropriate
infrastructure and diverse personal and
economic opportunities to achieve a high
quality of life.
N A TU RA L E N V I R O N M E N T Regional
ecosystems are healthy, enhanced
by leading stewardship practices,
and celebrated through experiences
offered in Tofino’s unique setting
V I SI T OR E C ON O M Y A N D E X P E R I E N C E 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.
C A P A C I TY
TO
D E L IV E R Tofino has the right resources, capacity and partnerships
to deliver on all tourism goals
Actions Pg.63


Tourism’s year round contribution to Tofino’s wellbeing is built upon a
foundation of exceptional experiences that uplift bodies, minds and
spirits while connecting visitors to Tofino’s genuine west coast peoples,
eclectic culture and unique natural places.
Actions
Beaches and unsurpassed natural areas and parks for activities
Eclectic downtown commercial and community experience
(P A GE 59)
Actions


TOURISM VISION
Pg.60
Tourism is the most significant part of the Tofino economy
supporting amenities as well as environmental protection
Well-developed broad array of tourism experiences,
cooperation and collaboration for tourism success
“Vision to Action” (V2A), is a community-driven vision of Tofino’s
environmental, social, cultural and economic sustainability.
Strategic Directions


The Tourism Master Plan will become Tofino’s first plan to
integrate and align with the goals and desired outcomes
articulated in V2A.
STRENGTHS
Key Partners (Page 5)
Current Reality (Page 7)
Dan Wilson, Whistler Centre for Sustainability
E [email protected]
VISION TO ACTION PLAN
S U P P OR T S
As Tofino emerges into a predominantly tourism economy the District of Tofino with partners and the community
developed a community based Tourism Master Plan for long term success in tourism and beyond.
A Tourism Master Plan (TMP) is long-term plan and development framework for tourism that guides tourism growth
and development in a coordinated and forward-looking way. The purpose of a TMP is to ensure the long-term success
of tourism as it relates to community goals, and that the community’s vision is not compromised by undesired tourism
development.
DELIVERS
PROJECT
R E QU I R E S
Background (Page 1)
Questions?
April Froment | District of Tofino
250.725.3229 ext 23 E [email protected]
YEAR)
(10
YEAR)
A.1 Make
progress
on a
diverse
range of
attainabl
e housing
N ATURAL
WELLBEING
Economic resiliency and diversity
A.2 Ensure
the best
community
value from
any future
accommodati
on and
development
A.3 Enhance
parking and
traffic flow
management
A.4 Ensure a
strong Tofino
brand and
support
marketing of
“made in
Tofino”
products
A.5 Develop
Tofino
appropriate
beach
infrastructure
C.4 Improving
work and
learning
opportunities
from
November to
February
• Develop a list
of desired
community
amenities (DOT)
• Develop a
suite of parking
management
approaches and
implement –
Downtown
parking
• Create menu
links/content
on
TourismTofino.c
om to promote
made in Tofino
products (TT,
TLBCC)
• Identify and
prioritize
opportunities for
additional
beach/water
access/parking –
beyond Hellesen
Rd. (DOT)
• Develop
business friendly
workshops in the
shoulder/offseaso
n (TLBCC)
• Develop
similar styling
for TT and DOT
communication
s
• Identify which
access points are
appropriate for
infrastructure
investment (DOT)
ENVIRONMENT
VISITOR ECONOMY AND EXPERIENCE
Build connections
to protect it
Support healthy
interactions
Deliver exceptional attractions,
activities and experiences
B.1 Integrate
environmental
knowledge/educati
on/respect into all
of Tofino’s
experiences
B.2 Ensure
development pace
matches capacity
to support and
deliver excellent
experiences
B.2 Ensure
development pace
matches capacity to
support and deliver
excellent
experiences
Maintain and optimize peak
visitation periods
C.1 Develop
excellence in
customer service
and visitor
experience
CAPACITY TO DELIVER
Grow non-peak periods
C.2 Update market
research to support
the marketing to
target audiences
with greatest
potential
C.3 Develop and
promote Tofino
value offerings in
the appropriate
seasons
• Update the current
market research and
marketing plan as soon
as critical information
becomes available (TT)
• Continue to bring
local tourism
businesses together
to consult on
upcoming marketing
campaign
deliverables(TT)
C.4 Improving
work and
learning
opportunities
from November
to February
PG.
60 (3-5
C OMMUNITY
Community
contributions/connections
M ON TH S
STR A TE GIC D IR E C TI O N S
G OA L S
Plan Quickview
M ON TH S
• Develop a
housing
plan for
Tofino
(DOT)
• Develop
policy to fast
track
development
proposals that
deliver benefits
(DOT)
• Monitor the
parking policy
and
implementation
(DOT)
• Develop
branding for
“Made in
Tofino”
experiences
and products
• Develop a
suite of parking (TT, TLBCC)
management
approaches and
implement –
Beach
• Review and
update
development
permit guidelines
for shorelines to
ensure
appropriate
results (DOT)
• Evaluate the
progress of the
parking policy
and
implementation
(DOT)
• Implement
access to
MacKenzie Beach
from Hellesen Rd.
(DOT)
A C TI O N S 1-3 Y E A R S
6
A CTIONS F OR
-1 Y E A R
CONSIDERATION PG .63
0-6
• Work with
accommodatio
n partners to
encourage
shuttle use
(DOT)
• Start
building
affordable
housing in
Tofino
(DOT/Devel
oper?)
• DOT and TT to
work together
to develop
common
branding/logo
(TT/DOT)
• Develop a plan
for Hellesen Rd.
access to
MacKenzie (DOT)
• Implement
priority
infrastructure for
priority locations
(DOT)
• Town Hall Meeting
on the state of
Tofino’s
Infrastructure (DOT)
• Deliver
components of
Ambassador
program in the
winter(TLBCC)
• Develop a
contract between
appropriate
Tofino
organizations to
implement the
Tofino Institute
Business Plan
(DOT ETC.)
• Develop
Ambassador
program into a
program/experien
ce delivered in
Tofino (TLBCC)
• Education
destination
experiences are
promoted actively
(TT)
• Coordinate an
interpretive signage
program in areas used
by visitors (DOT,
PARKS)
• Complete buildout
assessment to help
ensure development
keeps pace with
capacity (DOT)
• Include a tourism
Tofino.com guest
blogger to highlight
local environmental
initiatives and local
heroes who uphold
environmental values
(TT)
• Complete Stage 3
Liquid Waste
Management Plan
(DOT)
• Complete Liquid
Waste Capital Works
Plan (DOT)
• Make a community
decision on going
forward (DOT)
• Develop Indicators for •
high quality visitor
experiences (TT)
• Continue to advocate
and explore
opportunities to expand
airline access to Tofino
(TT)
• Continue to share
research with
stakeholders via AGMlike presentations in
the Fall (TT)
• Continue visitor
surveys for congruence
with indicators and
targets (TT)
• Develop a new
Ambassador module
to deliver to business
owners and managers
on quality and
• Identify and solicit
funding/sponsorship to customer service
excellence
leverage existing
commitments for fibre (TLBCC/RES)
optic cable installation • Create a Tofino “
(DOT)
expert” list on social
• Review and consider media to continue to
promote brand/quality
improvements to the
during the peak
Tofino Visitor Centre
seasons (TT)
(TT)
• Distribute CTC EQ
Toolkit to local
business members (TT)
• Evaluate and adjust
customer service
directions as
appropriate with
partners (TT)
• Re-evaluate the
marketing research
and plan after 5 years
(TT)
• Implement
improvements for the
(TT)
• Develop a
business/employee
service
recognition/award
program for excellent
service(TLBCC)
• Develop one value
add campaign
annually during the
off –peak season
(TT)
• Develop a Festival,
Events and
Animation
Strategy(DOT)
• Develop business
friendly workshops
in the
shoulder/offseaso
n(TLBCC)
• Deliver
components of
Ambassador
program in the
winter(TLBCC)
• Develop a
contract between
appropriate Tofino
organizations to
implement the
Tofino Institute
Business Plan (DOT
ETC.)
Investing in
learning
Ensuring People
and Resources
C.4 Improving
work and
learning
opportunities
from
November to
February
D.1 Improve
local
government
and
community
support of
local
businesses
Fostering Key Partnerships
D.2 Increase
communication and
dialogue with First
Nations communities
with respect to
tourism
• Create a
communication
approach to
ensure community
understanding of
• Deliver components tourism $ sources
(RMI/MRDT) (TT,
of Ambassador
DOT)
program in the
• Review
winter(TLBCC)
opportunities to
provide incentives
for early business
license renewals or
alternative
renewal dates
(DOT)
• Develop business
friendly workshops in
the
shoulder/offseason
(TLBCC)
• Develop a contract
between appropriate
Tofino organizations
to implement the
Tofino Institute
Business Plan (DOT
ETC.)
• Host a “Business
101” workshop to
provide an
overview of
business
regulatory bylaws
“ Regulatory
Tradeshow” (DOT,
TLBCC)
• Host a local
government to
business dialogue
session (TLBCC)
• Develop
Ambassador
program into a
program/experien
ce delivered in
Tofino (TLBCC)
• Education
destination
experiences are
promoted actively
by tourism
organizations (TT)
D.3 Improve
understandin
g and
communicati
on between
Tofino
business
sectors
• Develop
Ambassador program
into a
program/experience
delivered in Tofino
• Review and make
(TLBCC)
Tofino’s business
regulatory bylaws
• Education
more user friendly
destination
( DOT)
experiences are
promoted actively by
tourism organizations
(TT)
• Host Tofino
business
sector
profiling and
learning
luncheons
(TLBCC)
• Co-host
cultural
tourism
workshop with
Clayoquot
Sound First
Nations to
engage in
dialogue,
learn,
foundation for
cultural
tourism
(TT/DOT)
Plan Process
Project Background
Over the past several decades, Tofino has evolved from a fishing and logging economy into a
predominantly tourism economy. Therefore, the District of Tofino decided to develop a
community based Tourism Master Plan, with partners and the community, to ensure long term
success. The plan is supportive of the broad community goals as articulated in the Tofino
Integrated Community Sustainability Plan (Vision to Action), and integrates relevant pieces of
other community plans.
PROJECT OB JECTIVES
A Tourism Master Plan (TMP) is a long-term development framework for tourism that guides
tourism development in a coordinated and forward-looking way. The purpose of a TMP is to
ensure the long-term success of tourism as it relates to community goals, and that the
community’s vision is not compromised by undesirable tourism development. This TMP takes
stock of the current state of affairs and looks at the ‘big picture’ of Tofino’s tourism sector,
providing a vision, goals, and strategies to guide more specific actions. The TMP is a living
document that needs to remain flexible in order to adapt to changes (including trends) that may
arise within the environment (social, cultural, environmental, and economic). The Tofino TMP
planning process was undertaken in collaboration with stakeholders and in consultation with the
community. Tofino’s draft TMP process objectives:

To develop a compelling vision for tourism that will provide direction for tourism planning;

To explore the significance of the tourism industry to Tofino’s economy;

To engage the community in planning and help residents understand any proposed tourismrelated changes;

To assess and detail how to enhance the tourism experience for visitors by examining
current services, facilities and transportation network;

To define the roles and responsibilities of public and private stakeholders in enhancing the
Tofino experience for visitors;

To develop an implementation approach, including roles and responsibilities of public and
private stakeholders;

To develop a mechanism to monitor success and areas of needed improvement; and

To align the Tofino’s Resort Development Strategy with the TMP.
June 2014 | Draft Tofino Community Based Tourism Master Plan
1
Plan Process
Process
From Fall 2013 to Spring 2014, the Tofino Tourism Master Plan process was facilitated by the Whistler Centre
for Sustainability through the following five steps:

Setting the stage

Assessing the current
situation

Articulating the
tourism vision

Developing the plan

Building in implementation
INVOLVEMENT
Over 200 individuals from Tofino and area participated in the planning. Most of the involvement was through
community surveys that received significant input from area residents. Engagement opportunities included two
surveys, four open houses, presentations by Tofino tourism sectors, and an active web blog with presentations
and videos to make participation more accessible. The Community Economic Development Advisory Committee
(CEDAC) also played a role in reviewing the plan’s strategic direction and alignment with the Vision to Action
Plan.
The planning process and draft plan was developed with significant involvement from a Tourism Master Plan
working group that included:

Duane Bell

Bob MacPherson

Barb Brittain

Josie Osborne

April Froment

Kirsten Soder

Dan Harrison

Jennifer Steven
Mike Jacobsen
The Tourism Master Plan Working Group members put in many volunteer hours into the project
over nine meetings.

2
Plan Process
E NGAGEMENT
The following engagement approach was developed to align with the type of cooperation required to ensure
that appropriate voices were heard during tourism planning,
T ABLE 1: E NGAGEMENT
Group
Role:
Engagement Goal:
Promise:
Tourism Master Plan
Working Group

To engage community
organizations and citizens
to develop the plan and
collaborate with the
CEDAC on the TMP.

To empower the Working
Group and place final
decision making in the
hands of the group.

The plan will reflect what
the group decides.
Community Economic
Development
Advisory Committee

To be the voice
representing the
community’s interests.



To champion the process
and involve constituents.
To collaborate in each
aspect of the decision
including the development
of alternatives and
identification of preferred
solutions.
We will look to them for
advice and innovation in
formulating solutions,
and to incorporate advice
and recommendations
into the decisions to the
maximum extent
possible.
Public

To learn about and
contribute to information
needs and ideas of the
process.

To involve and work
directly with them
throughout the process to
ensure that concerns and
aspirations are consistently
understood and
considered.

District and Working
Group will work with
them to ensure that
concerns and aspirations
are directly reflected in
the alternatives
developed and provide
feedback on how the
they influenced the
decision.
Organizations and
Interest Groups

To learn about and
contribute to information
needs and ideas of the
process.

To involve and work
directly with them
throughout the process to
aspirations are consistently
understood and
considered.

Work with them to
aspirations are directly
reflected in the
alternatives developed
and provide feedback on
how the they influenced
the decision.
3
Plan Process
T OURISM
MA STER PLAN AND VISION TO ACTION
The District of Tofino recently embarked on the “Vision to Action” (V2A) plan, the
development of a community-driven vision of Tofino’s environmental, social, cultural and
economic sustainability.
The Tourism Master Plan was developed alongside the V2A Plan and will become Tofino’s
first plan to integrate and align with the goals and desired outcomes articulated in V2A.
P ROJECT
SCOPE
While the TMP is aligned with the V2A plan, its scope is narrower and deeper. It looks out into
the future approximately 5-10 years, yet enables flexibility, recognizing that some conditions
will inevitably change during this time.
The TMP addresses these key questions:

What is Tofino’s current experience
with tourism?

What value does tourism bring to
Tofino?

How does tourism support broader
community success and sustainability
for the community through tourism?

How does Tofino achieve these goals?

What type of community support does
tourism have?

What type of tourism products does
Tofino have and need?

What business goals related to tourism
does the community expect to achieve?

What type of visitor is the community
hoping to attract?

What community goals related to
tourism do we expect to achieve?
4
Ongoing Implementation
Tourism is unique when compared to other industries, no more so than in the cooperation and partnership
required to deliver the ‘experiences’ sought after by visitors and the community alike. Planning and
implementation both require the same level of cooperation and partnership. The opportunities outlined in this
report are a result of a community-wide effort and the implementation of the recommended actions can only
be achieved through the cooperation and participation of many individuals and organizations in the community
The four primary organizations directly involved were the District of Tofino, Tourism Tofino, The Tofino-Long
Beach Chamber of Commerce, and Parks Canada. This core group should continue and formalize into an
ongoing Tourism Master Plan working group that includes representatives from various tourism attractions,
services and accommodation types.
W ORKING G ROUP O NGOING P URPOSE
While the focus of the working group is to ensure the implementation and relevance of the Tourism Master Plan
other tasks should include:

Creating awareness of the vision, goals and directions with respective colleagues, community members,
organization members and other tourism stakeholders such as the regional district and province

Advocating for the TMP vision, goals and directions in relation to significant community, regional or
provincial decisions that might impact progress

Maintaining an inventory of actions and the status of action implementation

Maintaining the monitoring functions outlined in the plan and sharing that data for group evaluation

Reporting progress to respective councils, boards, organization membership, and residents
F IRST Y EAR S TEPS
AN D
T IMELINE
What happens during the first year of the Tourism Master Plan is crucial to ongoing success.
STEP 1 (S U M M E R 2014): To help ensure a continued commitment to the plan and the implementation
structure to support it we recommend that the four primary organizations sign a partnership agreement
(Appendix A) that;
1) recognizes support for the vision, goals and strategic directions
2) displays commitment to consider (by fall 2014) the implementation of the TMP actions associated with
their respective organizations
3) ensures partners consider the plan during organizational strategic planning and work planning
4) commits partners to participate in the ongoing working group and the tasks associated with it
5
STEP 2 (F A L L 2014): It is recommended that the working group meet formally at least two times a year to
discuss plan progress. The first meeting should take place in Fall 2014 and we suggest that the District of Tofino
take on the initial organizing role for the working group though the meeting should be facilitated by an
individual outside the working group such as another municipal employee or a consultant etc. The first meeting
should include opportunities to:
1)
2)
3)
4)
5)
Check in on action acceptance or modifications by lead organizations
Check in on progress for the actions labelled 0-6 months
Review local tourism trends from visitor surveys, Parks Canada and Tourism Tofino
Adjust action timing and prioritization as required based on new information
Workshop how to apply the TMP to decision making using the goals and strategic directions
STEP 3 (S P R IN G 2015): It is recommended that the working group meet again in the Spring of 2015. This
second formal meeting should include opportunities to:
1)
2)
3)
4)
5)
Check in on action acceptance or modifications by lead organizations
Check in on final progress for the actions labelled 0-6 months
Check in on mid-term progress for actions labelled 6 months to 1 year.
Evaluate progress by reviewing and discussing the results from the TMP Monitoring Program
Adjust action timing and prioritization as required based on new information
R ESOURCING T HE W ORKING G ROUP
As this is a working group, the resources required to facilitate it will be minimal and will primarily include staff
time. Funding for any extra expenses beyond meeting regularly will ideally come from all core partners. It is
recommended that the District play the main facilitation role, however each organization should provide
support based on their respective skills and resources.
6
Our Current Reality
T OFINO
L O C A TI ON
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 United Nations designated Biosphere Reserve) is the largest area of ancient
temperate rainforest left on Vancouver Island and its lush rainforest 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 Pacific Rim National Park
Reserve.
Access to Tofino from the east side 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
P O P U LA T I ON S OC I O -E C ON O M I C D E M O G RA P H I C S

Tofino’s population was 1,880 according to the 2011 census. This represents an increase of
28% since 2001 when the population was 1,466 people. In comparison, BC’s population
over this same ten year period grew by 12%.

In 2011, the median age of Tofino residents was 34 years, compared to the BC median age
of 42 years. Almost half of Tofino’s population is between the ages of 25 to 44 –
significantly higher when compared to the rest of BC whose population in that age range
represents just over a quarter of the total. Tofino’s population is made up of few children
under 14 years and fewer people over the age of 45 when compared to the rest of BC.
7
Our Current Reality
F IGURE 1: A GE D ISTRIBUTION , 2011 C ENSUS
50
40
Age Distribution
(2011) Tofino
20
Age Distribution
(2011) BC
%
30
10
0
0 - 14 15 - 24 25 - 44 45 - 64 65 +

In 2005, the median household income for all census families in Tofino ($45,700) was less
than the Regional District ($55,400) and less than the provincial median ($62,350).

In Tofino, 51% of residents aged 15 and over had a post-secondary certificate, diploma or
degree as of 2006, compared to 42% for the Regional District and 52% for the rest of BC.
Postsecondary education levels trended slightly more toward the trades and away from
university programs compared to the rest of BC.
T ABLE 2: E DUCATION C OMPLETION , 2006 C ENSUS
Population (15 Years and Over) by Level of Education, 2006
Tofino
ACRD
British Columbia
R OLE
OF
Less than
High school
High school
Trades
(cert./dip)
Nonuniversity
(cert./dip)
University
(cert./dip/deg
ree)
19.2
29.3
19.9
29.7
27.7
27.9
14.1
16.0
10.9
18.1
15.9
16.7
18.1
11.1
24.7
T OURISM
IN THE
E CONOMY
Over the past several decades, Tofino has transitioned from a predominantly resource
extraction economy (fishing and logging) to a tourism economy. With the establishment of
Pacific Rim National Park Reserve in 1971 and international attention to land use and forestry in
the 1980s and 1990s, Tofino’s reputation as an international destination steadily grew. Fishing
and logging have been reduced or replaced in large aquaculture in the area and smaller, more
localized logging practices, although many of the jobs in these sectors are filled by regional
rather than Tofino residents. Jobs in the tourism sector now outnumber those in the natural
resource sector, although many of these jobs are seasonal in nature.
8
Our Current Reality
A spectacular setting and activities including whale watching, kayaking, boating, sport fishing,
wildlife viewing, surfing, and storm watching employ the majority of Tofino residents and
provide the main source of income for many families.
T OU RI SM E M P LO Y M E N T

In 2006, accommodation and food services was the largest sector in Tofino, accounting for
25% of all employment; the average for the Regional District was 11.3%, and 8.1% for the
province as a whole.

In 2006, construction jobs in Tofino accounted for 10.4% (an 83% increase over 2001)
in the workforce, compared with an average of 7.6% for the Regional District and 8% in the
province.

Making up the largest segments of the Tofino labour force and employment opportunities,
tourism industries together result in just over 600 jobs closely associated with tourism
operations, representing about 60% of Tofino’s workforce.

It is estimated that seasonal workers increase Tofino’s population from 1,885 up to 4,0005,000 in the summer months, making up 60-70% of the peak tourism workforce. 2
2001 Census Tourism
Jobs
2006 Census Tourism
Jobs
630
615
F IGURE 2: E MPLOYMENT BY NAICS, 2006 C ENSUS
35
45
55
65
10
25 20
72 Accommodation and food services
44-45 Retail trade
Employment
2006 Census
265
48-49 Transportation & warehousing
71 Arts, entertainment and recreation
56 Admin+support, waste mgmnt srv.
91 Public administration
53 Real estate & rental/leasing
51 Information and cultural industries
95
52 Finance and insurance
For tourism based communities like Tofino, the tourism economy typically presents a dilemma
for residents: they enjoy tourism-related amenities but are adversely impacted by moderate
inconveniences during busy times of the year, as well as the higher cost of housing and other
living expenses. Further, the reliance on tourism as the main economic driver makes Tofino
9
Our Current Reality
vulnerable to external threats such as economic fluctuations and environmental disasters
(Dodds 2009).
T OU RI SM O F FE RI N G S , A S SE T S
A N D I N F R A S T RU C T U RE
Tofino is most synonymous with beaches, whales, natural areas, views, waves and surfing. With its
eclectic blend of four season outdoor recreation offerings, lively arts and culture events, burgeoning
local food scene and diverse accommodation, coupled by the spectacular natural landscape of
Clayoquot Sound and Pacific Rim National Park Reserve, Tofino has emerged as a premier destination.
In more recent years, the neighbouring community of Ucluelet has also started to attract visitors to the
region and a number of Tofino day visitors are staying in Ucluelet, while many Tofino visitors also visit
attractions in the that area.
Tofino offers a variety of experiences for visitors to enjoy. Based on the 2013 Visitor Experience Survey
(VES), over half of visitors take part in food-related activities, shopping and hiking. Between 35% and
50% of visitors visit the Pacific Rim National Park Reserve, surf and/or go whale watching.
F IGURE 3: A CTIVITY PARTICIPATION RATES , 2013 VES S URVEY
Source: Visitor Experience
Survey - Tofino Profile 2013
Those who live in or have
visited Tofino, know that the
Tofino experience goes far
beyond simple lists of activities
and into a much deeper place
10
Our Current Reality
within the heart and mind. When asked about the inspiration for their trip to Tofino, visitors surveyed
in the 2013 VES used the words included in the word cloud below (the larger words represent those
used most often).
N A TU RA L A S SE T S
Tofino’s natural environment provides the
foundation for the local tourism economy. The
ocean, surf, beaches, parks, trails and wildlife are
the primary reason people make the trip to the
area.

Beaches and large parks/natural areas: There
are 16 Provincial Parks and two Ecological
Reserves of the Clayoquot region close to
Tofino. The Long Beach Unit of the Pacific
Rim National Park is perhaps the most wellknown asset of the Tofino area, but more
I MAGE S OURCE : T OURISM T OFINO
recently, visitors have
been spending increasing
amounts of time at the
beach areas within
Tofino’s municipal
boundaries.

Trails: Tofino’s many
trails offer visitors the
venue for hiking, which is
the most popular
outdoor for visitors
according to the 2013
Visitor Experience
Survey. Visitors also note
using the Wild Pacific
Trail in Ucluelet as well.
Recent trail development
in and around Tofino is
helping to provide
alternative transportation
options for non-vehicle
users as well as those
visitor who wish to
11
Our Current Reality
explore the lush rain forest surroundings.

Neighbourhood Parks: A number of small neighbourhood parks in Tofino offer visitors and
residents alike a place to rest and relax.
R E C RE A T I ON /T OU R O F F E RI N GS
Tofino’s recreation and tour offerings are predominantly outdoor experiences, where visitors are
exposed to beautiful scenery, wildlife and weather/the elements. There are approximately 40
operators providing a variety of offerings, including: surfing and stand-up paddle boarding schools and
rentals, sea kayaking services and tours, sport-fishing, hiking tours, whale-watching, diving, golfing,
Island tours by boat, and cultural canoe trips, to name a few. Many recreation operators base their
operations within the 16 Provincial Parks, and the two Ecological Reserves of the Clayoquot region
found close to Tofino.
A RT S , C U LT U RE
AND
H E RI TA GE O FFE R I N G S
The Tofino’s Arts and Culture Plan has adopted a broad definition of cultural resources that include
not-for-profit arts and heritage groups, cultural businesses and creative enterprises, community
cultural groups, festivals and events, cultural spaces and facilities, along with natural and cultural
heritage. While these resources may not be directly sought after by all visitors, they play a critical role
in defining part of the Tofino experience. Many of these experiences create a rich backdrop and add
meaning and substance to Tofino’s foremost activities.
It is fair to say that Tofino is well endowed with arts, cultural and heritage offerings ranging from First
Nations to contemporary experiences. A very impressive and comprehensive listing of organizations,
events and festivals, venues and facilities, galleries, suppliers, and artists is contained in the Tofino
Cultural Scan report appendices.

Festivals and Events: There are a number of excellent festivals and events offered in Tofino on an
annual basis. Notable examples include: Tofino Public Market, Whale Festival, West Coast Winter
Music Series, Carving on the Edge Festival, Monday Night Movies, FEAST! and many surf
competitions. Festivals and events add vibrancy to the Tofino experience and many festivals can
also provide a specific reason for visitors to travel to Tofino.

Venues: While Tofino doesn’t have a large conference centre facility, it does have a variety of
community and business based venues to help support numerous types of activities such as
meetings, workshops, weddings, festivals and events and social gatherings.
A C C O M M OD A T I ON
The Tofino area is home to over 1,500 accommodation units ranging from award winning high-end
luxury hotels to quaint B&Bs and vacation rental homes. Four campgrounds offer camping and
recreational vehicle (RV) sites.
12
Our Current Reality
CULINARY
Tofino offers a full range of food and
beverage establishments – from small cafes
and road-side options to fine dining
restaurants offering gourmet cuisine.
According to the 2013 Visitor Experience
Survey, many visitors use the grocery stores
and cook their own food or eat at Tofino’s
more casual restaurants. Some of the most
commonly stated “other” eating venues
were cafes/coffee shops, cooking their own
food, food trucks, bakery, fish market, and
gourmet takeout.
In addition to restaurants and cafes, Tofino also offers locally made food products available for sale at
stores and at the site of production. These products help to connect visitors to the place through the
food and beverages they consume and help to strengthen the local economy. Examples of the local
products and the businesses that offer them include: the Tofino Brewing Co., the Tofino Coffee
Roasting Company, Chocolate Tofino and Picnic Charcuterie.
T RA N S P O RT A TI O N
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. 3
Most visitors travelling to Tofino use a personal, rental or
recreational vehicle. Air and bus options exist but aren’t
extensively used by visitors as the majority of visitors are not
part of a group travel tour. Within and around Tofino there are
some transit options available during the summer that service
the route between the Cox Bay Visitor Information Centre and
downtown Tofino, and between Long Beach and downtown.
R E TA I L E X P E R I E N C E
Visitor surveys for Tofino suggest that shopping and retail
stores are not of primary importance to the visitor, yet a large
majority participates in some type of shopping activity while in
the area. The retail environment helps to define the sense of
place as well as the look and feel of the community while also
13
Our Current Reality
providing another activity to participate at in times of inclement weather. Tofino has a relatively broad
mix of locally owned and unique stores.
I N F RA S T RU C TU RE
Tofino’s local infrastructure is dependent upon a collection of well-maintained and up-to-date services
that include water, waste management and sewage treatment. Currently, the municipality is in the
process of addressing long-term water supply and liquid waste management that will eventually
determine the extension of water lines and wastewater treatment facilities. Garbage and recyclable
materials are collected on a regular basis to preserve a clean and safe environment. The community is
aware of tsunami risks and have taken measures to be prepared for that possible situation. Lack of a
high speed fibre optic connection to the province’s internet infrastructure continue to present
significant challenges to the community. While there is adequate access to wifi and internet in the
downtown core, parts of the community have inconsistent or no access, making it challenging for
some to be connected and economically competitive.
14
Tourism Market Assessment
E CONOMIC V ALUE
AN D
V OLUME
OF
T OURI SM
In 2012, tourism directly employed 127,300 or 1 in 15 British Columbians, contributed $7.5 billion or
3.7% of the province’s total GDP, generated over $13.5 billion in revenue and contributed $2.8 billion
in tax revenues across all levels of government. Consumption taxes alone were estimated at $1.5
billion, directing $669 million to the provincial government and $787 million to federal revenues. 4 The
sector makes a significant contribution to the BC economy and job base.
British Columbia tourism extends economic benefits to all regions in the province with Vancouver
Island, the tourism region in which Tofino is located, generally being the second largest recipient of
these economic benefits. While nearly two-thirds of tourism employment is in the Vancouver/Coast
Mountains region, 13% or 16,800 members of the workforce are based on the Island.
While total tourism revenue and GDP numbers are not
available for Vancouver Island, using the region’s share of
room revenue to parse out these figures results in an
estimated $1.3 billion of the province’s GDP, $2.36 billion in
revenue and $500 million in tax revenues to governments. 5
Tourism employment in 2006 represented approximately 7%
of the jobs on the Island, with the Alberni-Clayoquot Regional
District where Tofino is located supporting the highest
concentration of these jobs. 6
Tofino’s room revenues represent 2.2% 7 or $33.3 million of
the province’s room revenues, yet estimating the overall
economic value of Tofino’s tourism industry presents a
challenge given the lack of adequate data. Using room revenue
to parse out some economic figures reveals Tofino generating
an estimated $165 million of the provinces GDP, $300 million
in tourism revenues and $33 million in tax revenues.
Tofino Tourism
Value
 $34 million
room revenues
 $250-300
million total
revenue
 1800-2400
jobs
Using Tofino’s relative provincial room revenue percentage as a basis for estimating employment
provides an estimate of 2,400 direct jobs while using Tofino’s relative tourism region room revenue as
a basis for the same calculation results in a lower estimate of 1,800. While between 1,800 and 2,400
jobs may seem like an overestimation given Tofino’s working population of about 1,100 and previous
estimations based on 2006 census data of 600 jobs, there are likely some tourism jobs tied to Tofino
that are not actually based in Tofino, such as Tofino’s share of transportation jobs on BC Ferries. There
15
are also tourism jobs held by regional residents who work, but don’t live, in Tofino as well as seasonal
residents who are likely not captured in Tofino’s population or labour force counts during the census
period. Seasonal residents are estimated to more than double the permanent tourism workforce
during peak summer months.
T OF I N O
V I SI T O R V O LU M E
There are no official estimates as to the number of visitors visiting Tofino on an annual basis however,
Parks Canada, Tourism BC and the more recently formed Tourism Tofino have all developed various
tracking systems.
F IGURE 4: L ONG B EACH U NIT V ISITORS , P ARKS C ANADA
Parks Canada has had the longest continuous visitor monitoring program in place in the area and
estimates visitation at approximately 800,000 annually. Park usage is useful for estimating the volume
of visitation as roughly 50% of Tofino visitors in the summer months visit the Park. 8 The majority (75%)
of this visitation occurs during the early spring to late fall (mid-March to October). 9

Using road counters combined with visitor surveys, Parks Canada estimates the number of
visitors is slightly down from a high of 802,566 in 2009/10 to 754,967 in 2012/13.

Partial year figures from March 2012 - December 2013 show relatively positive increase
compared to the past two years.
Other longitudinal data sets include visitor centre tracking as well as total room revenues for Tofino’s
fixed roof accommodators.
16

Visitor centre visit tracking is relatively inconsistent in recent years due to opening and closing of
centres and shifting centre locations. Identifying trends with any certainty from centre data is
challenging.

Room revenue data on the other hand is relatively more consistent and shows that total room
revenues to Tofino properties increased to 2007, at $37.7 million, and then dropped thereafter,
stabilizing between 2011 and 2012 at $33.3 million. Room revenues are expected to increase in
2013, but final figures were not yet available at time of writing.
Ucluelet’s room revenues are increasing, albeit, by a smaller proportion compared to Tofino’s. The
total revenue for the region dropped slightly in 2008, but since has remained relatively stable
F IGURE 5: R OOM R EVENUES , BC S TATS
F IGURE 6 R OOMS S OLD , T OURISM T OFINO
More recently, Tourism Tofino and
accommodation partners started to
track accommodation performance for
the area. Using occupancy and room
availability it is possible to calculate the
rooms sold for the months where
comparison data is available. Rooms
sold is a better indicator of visitor
volume than room occupancy alone,
because the rooms available for renting
can fluctuate up or down impacting
occupancy levels.
17

Recent rooms sold data reveals a decrease for the summer period between 2011 and 2012, as
well as a slight reduction in 2013. The most recent reporting period of January to October 2013
shows a relatively large increase of 8% compared to 2012, however.
S E A SO N A L I T Y
Like many visitor destinations, Tofino experiences variations in visitor volumes throughout the year.
The summer months tend to see the largest visitor numbers, followed by spring and fall. Winter
months from November to February tend to have the lowest overall visitation. Occupancy rates at
accommodation providers during the peak months of July and August are generally at or near capacity.
The following figure illustrates the variation in visits using data from both the Long Beach Unit visitor
estimation results and the total estimated rooms sold data from Tourism Tofino’s tracking program.
F IGURE 7: LBU V ISITATION /R OOM N IGHTS , P ARKS C ANADA AND T OURISM T OFINO
T H E V I SI T O R
Parks Canada and more recently Tourism Tofino gathered data on who visits the area, why and what
they do while visiting.

Parks Canada’s 2011 research captures information on-site and through post trip online surveys
accounting for people who actually plan on visiting the Long Beach Unit during their stay. A total
of 890 full surveys were completed along with 2,893 on-site shortened surveys from June to
September. Long Beach Unit staff performs the initial survey by intercepting vehicles driving into
the Park.

Tourism Tofino data was captured from 480 visitors in the Tofino between July and September
2013 area who voluntarily placed a call back card in a ballot box and then agreed to and
completed an online survey.
18
ORIGINS
Both tourism surveys showed similar results with respect to US based visitors at around 7 -8%, but
stark variations exist measuring the proportion of visitors from overseas and from Canada. The Parks
Canada survey reports that overseas and Canadian visitors make up 26% and 66% of park users
respectively, while the Tourism Tofino survey reports that overseas visitors make up only 4% of visitors
to Tofino and with Canadians making up the large majority at 89%. This variation could be due to real
differences in park users and Tofino visitors or they could be a result of the sampling techniques. It is
possible that overseas visitors are less likely to voluntarily enter their name in a draw box for a grand
prize and more likely to respond to a Park official who stops them in a vehicle coming into the park.
The Parks Canada trends between 2001 and 2011 show that the visitor mix has changed somewhat,
with US visitors making up about half the mix they made early in the decade, dropping from 15% to
8% of visitors. During the same time overseas visitors and Canadian visitors equally made up for the
drop.
F IGURE 8: V ISITOR O RIGINS
19
VISIT CHARACTERISTICS
 Parks Canada surveys suggest that a large majority of visitors from Canada (76%) are repeat
visitors, with US (76%) and overseas (79%) visitors more likely to be visiting the area for the first
time.

Just over half of Canadian visitors said the visit to the area was the primary purpose of the trip
whereas US (71%) and overseas (89%) visitors were more likely to say that the trip was one of
several planned stops on their trip.

Canadians stated staying an average of 9 nights away on their trip that included Tofino; US
visitors stated 14 nights away and overseas visitors stated 24 nights away.
TRAVELLING PARTIES AND LENGTH OF STAY
Almost half of the parties travelling to Tofino are couples (46%), followed by those travelling with
friends (25%) and those with children under 18 years (23%). Not surprisingly, visitor length of stay is
highest (11 nights average) when it occurs at the home of a family member or friend. This is followed
by an average length of stay of 3-5 nights when it occurs at a hotel, resort, campground or vacation
rental.
F IGURE 9: G ROUP C HARACTERISTICS , VES 2013 T OURISM T OFINO
ACTIVITIES AND ATTRACTIONS
Tofino offers a variety of activities for visitors to enjoy. Based on the 2013 Visitor Experience Survey,
over half of visitors take part in food-related activities, shopping and hiking. Almost 50% of visitors visit
the Pacific Rim National Park, 44% surf and 35% go whale watching.
20
F IGURE 10: A CTIVITY P ARTICIPATION , VES 2013
Source: Visitor Experience Survey - Tofino Profile 2013
Attractions are places where activities take place, or are venues unto their own. Visitors indicated that
the most popular attractions for visits during their stay were beaches (96%), local shops and
boutiques (83%), and national/provincial parks (77%).
F IGURE 11: A TTRACTIONS , VES 2013
21
REASON FOR VISITING
 Ninety-four percent (94%) of visitors come to Tofino for leisure, which is not surprising given the
activities they participate in during their visit, and only 1% comes for purely business or workrelated reasons.

Four percent (4%) visit for a combination of leisure and business. The graphic below presents the
words used by visitors to describe the inspiration for their trip, with the larger words noted most
often in visitor responses.
Visitor motivations are further quantified below in the chart by rating the importance of a number of
features the decision to visit Tofino on a scale from “Not At All Important” (1) to “Extremely
Important” (5).
22
F IGURE 12: I MPORTANCE AND P ERFORMANCE , VES 2013
In the same line of survey questioning visitors were asked to evaluate each aspect based of their actual
experience. Tofino’s overall visitor satisfaction rating according to the 2013 Visitor Experience Survey
was 4.8 out of 5 (97%). The average performance of each feature as compared with visitors’
perceptions of importance is also provided in the chart. Tofino is currently performing at a high level
in all visitor satisfaction categories where the importance ranks highest.
GETTING TO TOFINO
 Most visitors (61%) on the Tofino VES indicated that their main mode of transportation to
Vancouver Island was by ferry (99% of those on BC Ferries vs. other ferry routes), with a smaller
portion (15%) arriving by air. Another 23% stated that they live on the Island (and therefore
travel to the island was obviously not required).

Of travellers arriving by air, a third of those arrived via the Tofino Airport, indicating that it is a
valuable transportation asset to the area.

When asked about vehicle transportation to and from Tofino, 71% mentioned using their
personal vehicle, followed by 15% stating rental vehicle and 8% noting RV.
It is clear from these findings that vehicles are used by virtually all visitors which isn’t surprising
given the need for transportation in and around Tofino and the lack of mass travel options to the
area.
23
F IGURE 13:T RANSPORTATION TO T OFINO , VES 2013
TRIP PLANNING INFORMATION
Visitors were asked to indicate the main sources of information they used for trip planning. The top
sources for planning trips were equally split between previous personal experience, tourism and or
destination websites, and friends and relatives. When visitors were able to select more than one
source on the list, other key areas included peer-reviewed social media sites, general social media and
other websites. Visitor surveys completed by Parks Canada suggest similar trends with the majority of
visitors using past experiences or friends and family as sources of information for the trip.

The results of a Vancouver Island visitor study among Vancouver Island visitors from BC, AB,
Western and Eastern Washington State in late 2011 and 2012 supports this finding showing
internet use by 90% of participants for pre-trip planning.

Visitor centres are still used by a large majority of travellers (68%) but primarily during the trip at
the destination or on route. Using the internet on mobile phones or computers in resort were
also popular approaches for trip planning while on the island. 10

Other studies have shown that visitors put tremendous trust and decision weighting on their past
experience and the suggestions of friends and family. Providing an excellent visitor experience
for all visitors is a very important for ensure positive associations with Tofino.
EQ T R A V E L L E R T Y P E S
Using demographics is one way to gauge who visits Tofino, but a more recent approach to segmenting
travelers uses psychographics. As opposed to defining people by age, income, gender, family, or
education level, psychographics highlight a visitor’s worldview, values, and beliefs. Combining
psychographics with demographics helps
communities to hone in on who is visiting,
identify and match them up with kind of
experiences they are looking for, and help to
target prospective customers.
24
The Canadian Tourism Commission, Canada’s marketing organization, recently released the Explorer
Quotient (EQ) tool to help communities make sense of the travellers arriving on their door steps. The
EQ identifies nine primary traveller types, and recent visitor segmentation work by both Parks Canada
and Tourism Tofino have identified the following types as the prime visitors to the Tofino area. See the
following tables for highlights and characteristics associated with Tofino’s primary visitor types.
25
EQ type
(Parks %)
Authentic
Experiencers
(9%)
Cultural
Explorers
(23%)
Free Spirits
(3%)
Image
Source
Tourism
Tofino
Parks’
Canada
Tourism
Tofino
Parks’
Canada
Tourism
Tofino
Description
They are
Most likely to be
seen at
Travel values
•
Your travel type is
something of an
improv artist,
exploring nature,
history and
culture, all on the
path to personal
development
•
•
•
•
•
•
•
spontaneous
discrete
ethical
eco-conscious
independent
open-minded
curious
•
•
•
•
•
•
nature reserves
world heritage
sites
hiking trails
museums
home-stays
campsites
You are a very
active traveler who
enjoys frequent
weekend escapes.
Always on the
move, you
immerse yourself
in nature, local
culture and history
•
•
•
•
•
•
•
•
positive
open-minded
curious
risk-taker
flexible
easy-going
energetic
creative
•
•
•
•
•
•
heritage sites
cultural events
museums
festivals
B&Bs
hostels
•
Something of a
thrill-seeking
hedonist, travel
satisfies your
insatiable need for
the exciting and
the exotic.
•
•
•
•
•
•
•
open-minded
ambitious
enthusiastic
fun-loving
adventurous
curious
social
•
•
•
•
•
luxury hotel
tourism hot spot
top restaurant
night club
group tour
•
•
•
•
•
•
•
•
•
learning travel – like to learn everything
about a place, time, or culture nature –
enjoy vast natural settings and wonders
cultural immersion – prefer integrating
into the local culture
personal development – seek selfimprovement through understanding
others
companion experiences – prefer traveling
with like-minded people
living history/culture – enjoy ancient
history and modern culture
learning travel – seek to learn everything
about a place, time, or culture
constant exploration – always plan for
the next outing
sample travel – like to see and
experience a bit of everything
constant exploration – always plan for
the next trip
companion experiences – prefer traveling
with like-minded people
indulgence – seek the best you can afford
26
EQ type
(Parks %)
Cultural
History Buffs
(7%)
No Hassle
Travellers
(17%)
Image
They are
Source
Description
Parks’
Canada
You strive to go
beyond your own
roots to
understand the
history and culture
of others. You are
the most likely to
own a passport,
and you enjoy
solitary travel.
•
•
•
•
•
•
•
•
A bit of an
escapist, you
search for worryfree and secure
travel. You look
for relaxation,
simplicity, and a
chance to
experience the
outdoors with
family and
friends.
•
•
•
•
•
•
•
Parks’
Canada
Most likely to be
seen at
Travel values
idealistic
positive
open-minded
independent
detailed
curious
progressive
considerate
•
•
•
•
•
•
B&Bs
museums
galleries
heritage sites
festivals
dining with locals
•
flexible
rational
spiritual
careful
energetic
open-minded
discriminating
consumer
•
•
•
•
•
•
festivals
theatres
museums
parks
group tours
outdoors
•
•
•
•
•
•
•
learning travel – seek to learn everything
about a place, time, or culture
hobbies – pursue personal interests
when travelling
history – like to understand past cultures
and their present context
solitary travel – prefer to visit places
alone or in small groups
escape – seek a getaway from
everyday stresses and responsibilities
group travel – enjoy socializing with
others
nature – like purity and serenity of
open spaces
security – prefer safety of familiar
places
27
EQ type
(Parks %)
Rejuvenator
(13%)
Image
Source
Description
Parks’
Canada
For you, travel is
a chance to
totally
disconnect and
get away from it
all. When you
travel, you want
to stay in top
hotels where
you’re most
comfortable,
secure.
They are
•
•
•
•
•
•
•
family-oriented
traditional
ambitious
impulsive
relaxed
discriminating
social
Most likely to be
seen at
Travel values
•
•
•
•
•
•
•
family resorts
spas
hotel
restaurants
casinos
tourist hot
spots
organized tours
•
•
•
comfort – prefer familiar
surroundings
shared experiences – like sharing
experiences with close friends/family
escape – seek a getaway from
everyday stresses and responsibilities
pampering –enjoy being cared for
Source: CTC, EQ Quiz
http://quiz.canada.travel/caen/alltraveller-types
28
Community Experience
As part of the information gathering phase of this project, a number of different tools were used
to capture the perceptions of Tofino residents and business owners on a variety of tourism
related topics.

Residents’ opinions were the focus of an open online survey that ran from the latter third
of November and into the middle of December.

Over 200 responses were gathered over that surveying period with about 150 completing
the majority of the survey.

While the results of the survey are not necessarily reflective of all residents (due to the
nature of the methodology), they do cover a relatively broad range of opinions on tourism
in Tofino.
In addition to the surveying, some in-depth interviews were conducted with the
representatives of key tourism organizations as well as businesses from various tourism
sectors. The following sections summarize what was heard about the community experience
with tourism.
C OMMUNITY S URVEY
WHO?
 The majority (77.2%) of respondents said they
lived full-time year round in Tofino, with 17%
living elsewhere including Ucluelet and other
places. Just over 5% said they live in Tofino for
several months in a row, but not full-time.
29

Survey respondents had lived in the area for an average of 13 years, suggesting that survey
participants covered a relatively wide spectrum of Tofitians ranging from living in the
community for 1 year to 54 years.

The majority of respondents were females at about two-thirds of respondents, and the 10
year age groupings represented in the survey were spread relatively evenly between those
20 and 60 years of age.

The largest proportion of respondents lived in the Chesterman Beach Area (25%),
followed by the Downtown and Harbour Area (18%).
TOURISM CONNECTION
Most of the respondents had some connection to the tourism industry either directly, or
indirectly through close relatives.

The bulk of respondents at over 60% derived most of their income from the tourism
industry or from delivering services/products to visitors and residents alike.

The next largest respondent categories associated themselves with being a professional
(health care, lawyer, teacher, accountant) at 11%, or as retired at 7.5%.

Of those who didn’t directly associate with collecting the majority of their income from
tourism, half stated that they did derive some income from tourism and 40% stated that a
close relative derived some income from tourism.
T ABLE 3: B ENEFITS AND C HALLENGES WITH T OURISM
Top ‘benefit’ themes:
The following list highlights the themes derived from
over 400 comments about the benefits of tourism to
Tofino.

Economic driver - employment and business
opportunities as well as adding to tax base for
local infrastructure and services (227 comments)

Community life – residents have access to more
activities, culinary offerings and events (113)

Diversity - economic, culture, people, events,
business opportunities

People - cultural diversity, excitement and energy,
interesting, diverse

Natural environment - awareness, protection and
sustainability (26)

Improves town infrastructure, from tourism
funding opportunities and taxes (18)
Top ‘challenges’ themes:
The following list highlights the themes derived from
over 500 comments about the problems or
challenges from tourism in Tofino.

Affordability (139) – affordability of goods and
services in general, affordability of housing,
seasonality of employment, lack of economic
diversity.

Infrastructure (137) – Utilities and natural
resources overloaded with a focus on the
water/sewage as well as amenities such as natural
areas or parking spaces at peak times.

Community Life (117) – crowding especially in the
peak season, loss of community feel, transient
population/absentee landlords/crime,
inappropriate look and feel of some operations

Environmental (50) - Garbage/litter, lack of
environmental sustainability, development of
natural areas, and wildlife protection.
30
RECENT DEVELOPMENT
 When asked about their satisfaction with how tourism has developed in Tofino in the past
five years or so, roughly 50% of respondents said they were satisfied, with the majority of
those being somewhat satisfied rather than very satisfied. About a quarter of respondents
were neutral, with about another quarter expressing dissatisfaction.
F IGURE 14: S ATISFACTION WITH T OURISM D EVELOPMENT , TMP R ESIDENT S URVEY
GROWTH
 When asked about Tofino’s approach to impacting visitation levels, there was strong
support to increase levels in the spring/fall as well as the winter season, with strong
support to maintain levels during the summer months.
F IGURE 15: F UTURE V ISITATION , TMP R ESIDENT S URVEY
31
SUMMARY OF COMMUNITY SURVEY RESULTS
The participation rate in the community tourism survey was quite high especially given the fact
that two other community project surveys were being conducted at the same time. Participants
were made up of a good cross section of age groups with the large majority being quite satisfied
with Tofino as a place to live. Respondents were quite sophisticated with their perceptions on
tourism, recognizing the many benefits; first and foremost employment and economic
foundations, but also other common benefits of tourism. Despite the number of respondents
who worked in the tourism industry, many had considered a variety of the problems associated
with tourism as well, such as local price inflation, stress on local infrastructure and as sense of
crowding/ loss of community. With the overall benefits and challenges from tourism, about 50%
of the community remains satisfied, neutral (24%) or dissatisfied (24%) with the way tourism has
developed in recent years. Fortunately, many respondents provided suggestions and ideas on
how Tofino can improve the tourism experience for visitors and residents. Final questions about
where the focus should be in increasing tourism visitation found that most participants
suggested maintaining summer levels while growing levels in the fall and winter.
T OURISM
STAKEHOLDER I NTERVIEWS
WHO
In addition to the community survey, in-depth interviews were conducted with representatives
of key tourism organizations as well as businesses from various tourism sectors. The interviews
were semi-structured and allowed for us to explore various topics at varying levels of depth.
T ABLE 4: T OURISM S TAKEHOLDER I NTERVIEW PARTICPANTS
Interview participants

Gord Johns,
Chamber of
Commerce

April Froment,
District of Tofino

Jay Gildenhuys,
Shelter
Restaurant

Kirsten Soder,
Tourism Tofino

Bruce
McDiarmid,
Tofino Vacation
Rentals

Charles
McDiarmid,
Wickaninnish Inn
The following sections summarize what we heard.
Dan Harrison,
Raincoast
Education
Society
 Jennifer Stevens,
Eagle Eye
Gallery,
Chamber, Arts
 Barb Brittain,
Pacific Rim
National Park
Reserve

Corene Inouye,
Jamie’s Whaling
Station, Tourism
Tofino
 Kim Shaw,
Tofino Chocolate


Chris Leferve,
Lefevre Group –
Campsite, Condo
Hotels, Rentals,
Middle Beach
Lodge
32
TOURISM’S ROLE AND BENEFITS
 All participants feel that tourism is Tofino’s economic engine and driving force of the local
economy. Jobs, opportunities for entrepreneurs, community funding were all cited as local
benefits derived from tourism.

Some comments presented tourism in a more wholistic view, citing that tourism is one
way of having a community exist in the area without diminishing the area itself and that
tourism amenities, activities, culinary interests, along with visitors and new residents
helped to enhance the community experience and maintain some of the infrastructure
(such as schools, health care) required for a community to survive and grow.

Participants noted that tourism was vulnerable to shocks outside the control of the
community and that while tourism helped to diversify away from resource extraction
industries there may be a need to consider diversification from tourism.
WHAT’S WORKING?
 There was agreement that most things were working.

With respect to the tourism experience, participants noted the breadth of activities and
price points available on both the beach (west) side and inlet (east) side of the peninsula,
the burgeoning food scene, Tofino’s unique advantage of surfing, the character of the
community and downtown area and lack of chain businesses or hotels.

Participants also noted the good working relationships amongst tourism businesses and
sectors as well as improved working relationships amongst the formal tourism partners in
the community compared to the past.

Enhanced marketing efforts (e.g. social marketing) by Tourism Tofino as well as by Tofino
businesses have helped keep the community front and centre with past and future visitors.

Local businesses understand what makes Tofino unique and support those initiatives that
help maintain that uniqueness, whether it is protecting viewscapes or promoting Tofino’s
eclectic retail scene. Specific positive initiatives noted include: storm watching, whale
festival, and off season promotion.

Recent improvements in airport access were cited as an underutilized strength for specific
visitor markets, though more navigational aids would still help.
TOURISM’S ROLE IN ECONOMIC DIVERSIFICATION
 Most interview participants noted the desire for Tofino to diversify the economy
somewhat so as to hedge against tourism challenges outside of the community’s control
such as broad economic pressures, ferry transportation, trends, etc.

Participants’ views on how to diversify were somewhat varied. When pressed to consider
how diversification might come about, most participants suggested that learning and
education might be one area to expand into by using the excess accommodation capacity
and Tofino’s natural amenities to attract learners to the area. The rich First Nation’s
culture in the Tofino area was also suggested as another possible opportunity for
diversifying and enriching a new visitor base.

While most agreed that knowledge workers might migrate to the area for lifestyle, there
wasn’t a shared view that this demographic would lead to significant economic
33
diversification. Tofino’s remoteness (airport access) and lack of communications
infrastructure were the most cited challenges for this type of knowledge worker at present.

A few participants highlighted the ‘Tofino’ brand as a strong asset for entrepreneurs
looking to manufacture products in the community for local customers, but also for
customers outside of Tofino. Tofino Brewery is one example of a local business using the
Tofino name, keeping spending in the community, and also bringing new revenues into the
community through external distribution.
COMMUNITY ATTITUDES TOWARD TOURISM
Findings to this question were generally more positive than what we gathered through the
community survey. Everyone agreed that the community is more supportive of tourism now
than in that past and that this support has generally grown over time. Participants suggested
that while there is a likely a group of residents who are unsupportive of tourism, many of those
who were once opposed to tourism have either moved on or accepted that it is the main
economic driver for the community. One participant suggested that the time of year makes a
big difference to resident attitudes, with peak times drawing more negative feelings.
TOURISM DEVELOPMENT
The notion of not “killing the goose that laid the golden egg” was apparent in most comments
about the growth of Tofino’s built environment and peak visitor base.

Similar to the survey, there was a feeling that peak times of the year are quite busy and
perhaps not able to absorb more visitors without somehow diminishing the experience
somewhat.

Most participants accepted the idea that most growth should occur at off peak times.

Participants were cautious in talking about growth caps, but did recognize a need to time
new development with the appropriate infrastructure (water, sewer, transportation)
capacity.

Strong development guidelines, vision documents and directing tourism development to
specific areas near beaches were some of the ideas suggested for managing future growth.
CHALLENGES
Participants shared similar comments about local challenges related to tourism and the
resident/visitor experience. Issues related to carrying capacity such as stresses on community
infrastructure and local attractions were echoed again, with some concerns about rising prices
and how to cater to a broad range of visitors.

Staffing and housing issues were raised with respect to the peak season housing crunch
along with the lack of year round employment.

Other issues included a lack of night time activities; loss of revenues for the park reserve; a
need to redevelop some of the older accommodation properties and the possible lack of
ROI for those property investments given the occupancy rates; short term nightly rentals;
and a shortage of gathering/conference space for events.
34

Challenges totally or somewhat outside the influence of Tofino tourism stakeholders
include; BC Ferry access to Vancouver Island; competition from warmer beach destinations
for surfers especially; US dollar parity (though the Canadian dollar has begun to decrease);
global economic volatility; local industrial activity; unsettled treaties; and a general drop
in retail spending.
OPPORTUNITIES
There was no shortage of agreement that Tofino has a number of characteristics that could
contribute to a deeper and wider tourism experience during both the peak and slower seasons.

Opportunities noted by participants included: cultural and First Nation’s tourism
experiences including Tofino’s history as a fish cannery community and World War Two
base.

Other commonly mentioned opportunities included; educational tourism through formal
courses and as an overlay over all of Tofino’s current attractions and activities; events and
festivals that draw visitors; and increased restorative health and wellness tourism.

The lower Canadian dollar was thought to make Tofino more attractive to both visitors
from the U.S. and Canadians who might place a premium on domestic travel.

Other noted opportunities included: enhanced air access, partnering in the region to
leverage each other’s tourism attractions/activities rather than duplicating them; more
focus on non-vehicle movement around the area; and better access to the harbourside of
Tofino while improving/protect views and the retail experiences.

Notable trends that Tofino could take advantage of included an aging population that is
perhaps more attracted to the type of experience offered in Tofino, but also a younger
demographic that will become future customers. Weddings were also noted as a growing
opportunity.
ROLES AND RESPONSIBILITIES
Similar to the community survey, interview participants felt that business associations
(Chamber, TBA, Tourism Tofino), the District, businesses and other stakeholders in the area are
responsible for managing tourism and ensuring that tourism supports community goals.
35
36
Travel Trends & Considerations
The following section represents a summary of recent travel trends and topics for consideration
for tourism planning. The topics have been highlighted by various tourism planning
organizations and government authorities such as the Canadian Tourism Commission, UN World
Tourism Organization, Government of British Columbia, Destination BC, Tourism Vancouver
Island among others.
R E C E N T V I SI TA TI ON T RE N D S
CANADA VISITATION
 Canada’s ranking by total tourism arrivals has dropped from 8th (19.6 million arrivals in
2000) to 18th (16.0 million arrivals in 2011) amongst global travel destinations. 11

After a few years of fluctuating growth trends, 2012 international overnight travel to
Canada emerged slightly ahead (1.8%) of 2011, continuing the upward trend from 2009.

International visits from the US increased by over 200,000 travelers, as compared to 2011;
the emerging China market significantly contributed to the increase by bringing in roughly
40,000 additional travelers.

Other markets such as Australia, Mexico, Japan and India contributed somewhat to the
increase. At the same time, significant core markets such as the UK, France and Germany
recorded fewer visitors. 12

Results from January –November 2013 continue to show an increase in overnight trips to
Canada with US markets continuing to increase, at 1.2% ahead of 2012 and emerging
markets increasing by 7.4%. Visitation from core non-US markets including the UK, France,
Germany and Australia, remains virtually unchanged to 2012. 13
37
Travel Trends and Considerations
CANADA OUTBOUND TRIPS
 Canadian outbound overnight trips to the US or other countries increased by 2% for the
first 11 months of 2013 compared to 2012. Outbound trips have continued on a similar
growth trajectory during the past five years, with visits to the US at 30% higher than in
2009.

More than 70% of all outbound overnight trips by Canadians were to the US in 2013.

Contrasting with the 11% increase in overnight visits to the US in March 2013 over March
2012, November 2013 results may indicate a changing trend as overnight visits to the US
dropped 1.2% from November 2012.11
F IGURE 16: E NTRIES TO C ANADA VIA BC, S TATS C ANADA
BC V I S I T A T I O N
 BC visitation levels by
international and US
markets increased in 2012
by 1.2% from 2011 to 4.2
million trips, but remained
lower than 2010 levels and
closer to 2009 pre-Olympic
games levels.

The increase from 2011 to
2012 was observed in both
US and other international markets with US markets and other countries increasing 1% and
2% from 2011 to 2012 respectively. 14

Results for 2013 until October 2013 show that all overnight (US and International) visits
were 4.5% ahead of 2011 and reveal the strongest year since 2008, and even more than
the 2010 Olympic year. 15 Looking at the summer travel months from May to October
showed that these months paced ahead of other months with total overnight visits up by
5.6% and US overnight visits up by 5%.13

Despite the positive visitation trends from BC’s largest market, total entries to Canada
via BC by all visitors including the US have declined significantly since 2000.
BC T O U R I S M S P E N D I N G
In BC, the tourism sector grew more rapidly than the BC economy as a whole in the decade up to
2010, though most that growth occurred in the middle part of the decade as global events at
both the beginning and end created somewhat challenging conditions for tourism sector. The
one recent bright spot occurred in 2010 as BC hosted the 2010 Winter Olympic Games, though
the direct benefits from that event were more localized in the Vancouver, Coast Mountain
region. After a few years of volatility, tourism numbers have started to trend upwards again in
2012: total revenues posted the third straight increase per year, inflation adjusted GDP
increased and surpassed the record in 2010, and employment rates increased for the first
time since 2008.
38
ISLAND TRAVEL TRENDS
Most non-BC visitors to Tofino include Tofino as part of a longer itinerary that includes
Vancouver Island; therefore Vancouver Island travel trends are helpful in understanding
challenges and opportunities for Tofino.

Similar to Tofino, the top markets for Vancouver Island travel include BC (63%), US
residents (17%), other Canadian residents (10%) and international residents (10%) .

Per capita spending from the top markets is skewed toward non-BC Canadian, US and
international visitors compared to BC residents. For example, Alberta visitors make up 6%
of overnight visitation, but account for 11% of the spending, where as BC residents make
up 63% of the market share but make up 41% of spending. 16

Other Canadian visitors and US visitor(non- BC) spending is 50% higher per night stayed
than BC visitors and the total trip spend per visitor is three times higher.
T ABLE 5: S PENDING B Y V ISITORS TO V ANCOUVER I SLAND , V ANCOUVER I SLAND T OURISM
Vancouver Island
All Leisure
travellers
BC residents
Other Canadian
residents
US residents
Other
international
residents

Overnight Total
Leisure
Spending
Visitors
($000)
(000)
Nights
(000)
Nights
per
visitor
Spend/night
Spend/visitor
1,975
$876,645
7,462
4
$117
$444
1,125
$345,011
3,552
3
$97
$307
167
$165,618
1,121
7
$148
$992
473
$237,961
1,675
4
$142
$503
209
$128,054
1,114
5
$115
$613
In general, tourism was growing on the Island until between 2006 and 2008 and then
declined until 2012. Tourism accounted for 16,800 jobs on Vancouver Island in 2012,
though employment in tourism on the island has trended downward after a peak of 22,300
in 2008. 17
39
F IGURE 17: R EGIONAL T OURISM E MPLOYMENT , BC S TATS

Room revenue for the area has also trended downward from a peak in 2007 to 2010,
making up a smaller share of overall room revenue in BC.

During a similar timeframe overall travel (vehicles and passenger) volumes on BC Ferry
routes dropped 10% from a peak in 2004 to a low in 2012/13, with Routes 1 and 2, the
main travel routes for accessing Vancouver Island from the Mainland also dropping an
average of 2% per year for the past three years to March 2013.

On a positive note, travel volumes on Routes 1 and 2 have rebounded somewhat with
the most recent year to date March 13/January 14 figures showing a slight increase over
the same time frame for 2012/13. 18
F IGURE 18: BC F ERRIES T RAVEL V OLUMES 2000-2012
40
S E A SO N A L I T Y
Similar to Tofino visitors, travellers to Vancouver Island visit during the summer time, focusing
most travel in July to September. The table below highlights that shoulder season travel in AprilJune is the next most popular time for travel to the island by non-BC residents. This trend might
indicate that spring is potentially a more natural time to attract visitors to Vancouver Island
and Tofino than the fall.
T ABLE 6: V ISITORS TO V ANCOUVER I SLAND BY S EASON , V ANCOUVER I SLAND T OURISM
V A N C O U V E R I S L A N D I N -M A R K E T R E P O R T
In 2011/12, Tourism BC conducted a research study among residents of BC, Alberta, and
Washington State to provide market profiles and brand attitudes from key markets. 19 While the
study was based on the Vancouver Island tourism region, some results are broken down to
reflect regions on the Island. Tofino/Ucluelet is represented by the name ‘Long Beach’. Many of
the findings are similar to other visitor research already discussed; therefore the list below only
contains a summary of new findings and implications.
Findings:

Almost 72% of visitors to Vancouver Island have a positive impression of the region,
which ranked 1st out of the 6 British Columbia tourism regions.

Most respondents have some level of familiarity (very or somewhat)with Vancouver Island
destinations, though amongst BC residents, Long Beach (57%) ranked 4th behind Victoria
(87%), Parksville/Oceanside (64%), other Vancouver Island locations (67%).

Visitors are highly motivated by sightseeing (37%), visiting friends/relatives (33%), and
visiting national and/or provincial parks (14%).

Critical strengths of the Island experience included; being a place to relax and unwind, a
good getaway and being unique and different.

Critical weaknesses included; not being hot and sunny, good value, accessible and being an
exciting place.

Specific associations from key markets include:
41
T ABLE 7: K EY M ARKET B RAND A SSOCIATIONS WITH V ANCOUVER I SLAND , T OURISM BC
Possible implications:

Leverage the region’s high impressions as well as the high level of familiarity with the
Island compared to other areas, to draw attention to the lesser known Island regions. For
Tofino, this might mean including Vancouver Island on marketing materials in distant
markets.

Maintain exceptional quality of service, availability of information and visibility of visitor
centres, as most visitors make decisions about what activities to participate in when they
are already on their trip.

Relative to other regions the Island is a popular destination for spring getaways, which
presents an opportunity for this season.

Adjust marketing for the different key markets.

Address affordability and accessibility where possible. In Tofino’s case this might be about
making the trip worth it, for example, offering repeat visitation deals or specials to key
markets at certain times of the year, and making the trip home easier.
T OURISM D RIVERS
A ND
C ONSIDERATIONS
G E N E R A L E C ON O M I C T R E N D S - L O O KI N G A H E A D
Economic trends have a large impact on overall travel volume and patterns. General economic
trends in 2012 showed ongoing recovery from the 2008 recession, boosting the likelihood of
travel somewhat, but not significantly. This trend contrasts with 2008 and 2009, where
economic conditions were not very conducive to tourism growth.
OECD G L O B A L E C O N O M I C O U T L O O K (N O V 2013)
 Global economy continues to expand at a moderate pace, with some acceleration of
growth in 2014 and 2015. The forecasts have recently been somewhat downgraded due to
events in both the US and emerging market economies.

Growth is expected to be larger in the US over the next few years compared to other
mature markets; growth however is expected to occur across all markets.
42

There remains an increased risk with the forecasted growth.

The following table lists the growth forecasts for some of Tofino’s key markets.
T ABLE 8: R EAL GDP G ROWTH F ORECASTS , OECD N OV 2013
Annex Table 1. Real GDP
Percentage change from previous year
Canada
Germany
United Kingdom
United States
Euro area
Total OECD
2013
2014
2015
1.7
0.5
1.4
1.7
2.3
1.7
2.4
2.9
2.6
2.0
2.5
3.4
-0.4
1.0
1.6
1.2
2.3
2.7
REGIONAL OUTLOOK
All major western markets for Tofino are expected to experience moderate economic growth
for the next 3-4 years, with growth rates increasing for both BC and Washington State from
2013 to 2014 and beyond.

British Columbia: Economic growth trends for BC, Tofino’s key regional market, shows
that economic growth will accelerate into 2014 (2.3%) from 2013 (1.4%) and maintain
higher grow rates of 2.7% in both 2015 and annually between 2016-18. 20

Alberta: The Alberta economy is expected to continue expansion, though at a lower rate
than recent years. Growth of 2.9% is expected for 2013 and roughly the same rate is
expected annually to 2016. 21

Washington State: A report by Washington State Economic and Revenue Forecast Council
members highlighted that the Washington State economy continues to expand at a
moderate pace with income growth in metropolitan areas west of the Cascade
mountains experiencing average or above average growth compared to the State. Going
forward, they expect the Washington economy to outperform the U.S economy albeit
narrowly. 22
CURRENCIES
Canada’s strong dollar played a lesser role in reducing Canada’s price competitiveness
compared to other destinations as the dollar stabilized in 2012 against most of the world’s
currencies, except for Japan and Australia where the Canadian dollar decreased in value, making
prices more attractive to these markets. The
Canadian dollar weakened against the US
dollar through 2013 into 2014 which may have
a positive impact on domestic tourism and
growth from US markets.
DEMOGRAPHICS – TIME TO TRAVEL
Demographics have a significant role to play in
determining future travel markets and the type
of experiences desired by visitors. These major
$
43
trends in Tofino’s key markets of British Columbia are likely to have some influence on tourism
in the coming years.
Baby Boomers: The first baby boomers born between (1947 and 1956) turned 65 in 2012. The
Metro Vancouver area age demographic is shifting with a significant number of boomers
hitting their senior years. It is expected that in 2036, one in four Metro Vancouver residents
will be 65+. 23 Aging trends are similar across Canada and likely to an even greater extent on
Vancouver Island. Ensuring that Tofino remains relevant to this older demographic will be
important as they represent an increasingly large group of potential visitors. An aging
population may also present some challenges for employment or small business ownership
as many boomers retire out of the workforce.
Youth Travel: On the other side of the age pyramid are youth travellers. Between 2000 and
2010, youth aged 15-30 accounted for 20% of all travellers. Travel by this age group is
expected to increase by 6.3% per year to 2020 24, and has already shown some signs of
resiliency for travel to Canada with visits rebounding 25% from the recent drop in overall
visitors. Other age categories did not experience the same growth during this time frame. 25
Youth travel could represent a growing visitor market for Tofino as well as a potential labour
supply given that current youth participation in the workforce is generally lower.
Emergent Market Travel: While overall world travel is expected to increase in the coming
years, growth in arrivals at emergent locations in Asia and Pacific destinations is expected to
double that of advanced economies (Americas and Europe) between now and 2030. Many of
these locations are creating new competition for existing destinations, making international
travel more competitive than ever. These emergent areas are also producing outbound trips
at a faster rate than advanced economies 26 which could lead to opportunities if the products
fit the market.
AIR ACCESS AND TRAVEL BARRIERS
While most visitors to Tofino travel by car, many initially arrive into Canada from overseas. This
consideration indicates that the experience at airports and the border is important. Since 9/11,
border and airport security procedures have increased processing times for access to Canada
and BC. Additional entry requirements such as visas for certain markets, and re-entry
requirements such as passports for return travellers to the US have increased the hassle of cross
border travel.
BC T O U R I S M L A B O U R M A R K E T
Without employees tourism in Tofino would not exist. Employees are the front line of the
experience and are part of creating positive experiences during every direct interaction with a
visitor. Seasonality of work, changing workforce demographics, industry perceptions, and the
recruitment, training and retention of staff are some of the greatest challenges facing the
tourism industry.27 With a significant number of people set to retire in BC between now and
2020 and fewer youth entering the job market means there will be more pressure on BC’s
labour forces. A study on the tourism labour market on Vancouver Island in 2009, noted that
44
the growth needs for labour would likely be met, but that aging demographics post 2013
would lead to a labour shortage. 28
Recent interviews for a labour market study in Tofino identified some strategies used to attract
and retain employees, but themes highlighting elicited from the interviews included: a lack of
affordable and attainable housing, a high need for seasonal labour due to the seasonal tourism
demand in Tofino, and a need for some support employee/employer services. The same study
indicated that that the natural and recreational amenities as well as lifestyle made the
community attractive to a young workforce. 24
OUTDOOR RECREATION PARTICIPATION
Outdoor recreation activities are synonymous with the Tofino experience so understanding
trends in this field may be able to help with planning. The US based Outdoor Foundation is a
broad coalition of organizations promoting healthy outdoor lifestyles. For a number of years the
Foundation has been tracking outdoor activity by Americans and participation rates in various
activities. The most recent report provides a few interesting findings:

Outdoor recreation participation rates are stable, but not growing.

Running activities are cited as the most popular activities by the participants.

Adventure racing as well as off and on road triathlon racing grew the most over the past
five years, increasing by 211%, 199% and 174% respectively. Participation rates in each of
these activities are slightly less than participation rates for surfing at 0.8-1% of the US
population.

While surfing is only practiced by 1% (2,895,000) of the US population participation
numbers grew by 700,000 from 2011 to 2012. The three year growth trend however is
relatively flat.

Stand up paddling had the highest number of new participants in the past year, with 50%
of participants being completely new entrants to the activity. Total participation is just over
half of surfing participation numbers as of 2012.

Introducing outdoor recreation early in life has a lasting effect, and while participation
rates are growing with adolescent boys, rates are declining with adolescent girls.

Other activities that Tofino is able to offer such as hiking, bird-watching, fishing and
wildlife viewing have participation numbers that dwarf participation in more active
recreational pursuits like stand-up paddle boarding surfing and sea kayaking. On the
other hand, these activities are not unique to Tofino.

Participation rates are significantly lower amongst non-Caucasian residents; however
those who do participate go outside as frequently as Caucasians. 29
CULTURAL TOURISM
The idea of promoting Tofino cultural tourism opportunities was raised a number of times
during conversations and our community online survey. Cultural tourism opportunities in Tofino
include everything from Aboriginal tourism to visiting historical sites, museums and arts venues.
45
The Canadian Tourism Commission completed some travel motivation studies on these topics
and some of the key findings are shared below:
Aboriginal Tourism for UK, Germany, France

The largest market amongst this group is France at 85% of potential travellers to Canada
and Germany at 72% of potential travellers to Canada.

Aboriginal experiences can be highly motivating for travel, but they serve more as a value
added than a trigger to want to visit more destinations.

Products that include their participation and provide enriching experiences are highly
valued, while products that are entertainment oriented and distance the traveller from the
Natives are of lesser value and interest.

On product development: Continued growth in the mature travellers market, which is the
key market segment for Aboriginal tourism, is seen as a strong positive trend, as well as the
desire for more experiential vacations. Canada must create a much stronger awareness of
its Aboriginal tourism experiences and how they are uniquely different from those of
other countries and work to improve product quality where it is not yet market-ready. 30
Aboriginal Tourism for the US market

Of Americans engaged in Aboriginal tourism activities, 31% reported that this activity was
the main reason for at least one trip. For most it is an add-on experience.

The Pacific region (CA, WA, OR and AK) of the US generally has a higher proportion and
concentrated number of aboriginal cultural explorers than other regions in the US with
10.3% of pleasure travellers taking part in Aboriginal experiences on a trip.

BC rates very favourably with this travelling segment when compared to other Canadian
and even some US locations.

Aboriginal tourism travellers tended to participate at higher rates than non-Aboriginal
experiencers at activities like wildlife viewing, ocean activities, hiking, boating/swimming
and fishing. 31
46
Implementation Partners
Tourism is quite unique when compared to other industries, but no more so than in the
cooperation and partnership required to deliver the ‘experiences’ sought after by visitors and the
community alike. Public and private sectors jointly provide a large number of visitor amenities
including attractions and activities (the main reasons for visiting) as well as the supporting
infrastructure like roads, land use, and water systems. Beyond the attractions such as beaches,
inlets, wildlife, recreation activities and cultural experiences lay the critical business sectors such
as accommodation, culinary, transportation, and retailers that help embody the spirit of the
community and round out the overall experience.
The following sections include a list of key organizations, their goals and roles they play in
tourism.
N ATIONAL P ARTNERS
F E D E R A L G OV E RN M E N T
Canada’s federal government’s role in tourism is relatively vast and comprehensive. The most
obvious role in Tofino is the stewarding of the Pacific Rim Nation Park Reserve, through Parks
Canada as well as the marine environment outside of the intertidal zones. Yet it also plays a
significant role in labour market polices for domestic and foreign workers, supporting Aboriginal
economic development, funding arts and culture heritage, community infrastructure
development, border security and visa policies, gathering tourism related research, air access
agreements to ensure access to visitor markets, and broad tax policy to create a supportive
business environment for tourism.
47
Canada’s Federal Tourism Strategy: Welcoming the World was designed to bring greater
alignment to programs and services that support the tourism industry. The four priority areas are:
•
•
•
•
Increasing awareness of Canada as a premier tourism destination
Facilitating ease of access and movement for travellers while protecting the safety and
integrity of Canada's borders
Encouraging product development and investments in Canadian tourism assets and
products, and
Fostering an adequate supply of skills and labour to enhance visitor experiences through
quality service and hospitality
C A N A D I A N T OU RI SM C O M M I S SI O N (CTC)
The CTC, a crown corporation, is Canada’s national tourism marketing organization, tasked with
marketing the Canada brand to the world, but more specifically to Canada’s key markets. The CTC
funding, made up of base funding and special stimulus funding, has been dramatically reduced in the
past three years, and in 2012/2013 was about $71 million dollars, down from $106 million in
2010/2011. 32 Base funding also dropped from $72 million in 2012 to $58 million in 2013. In 2012, the
CTC withdrew most of its budget from marketing to the US leisure traveller, leaving the role for
provincial, regional or local destination organizations to fill.
The key roles of the CTC include:

Advertising and marketing Canada to international markets

Attending consumer and trade shows

Conducting industry research and studies

Promoting product and industry development.
P A RK S C A N A D A
Parks Canada’s mandate is to protect and present significant examples of Canada’s natural and cultural
heritage and to foster the public understanding and appreciation and enjoyment in ways that ensure the
integrity of the areas for current and future generations. Parks Canada fulfills this mandate at national
parks, national historic sites and national marine conservation areas.
Pacific Rim National Park Reserve located just south of Tofino is managed onsite by local Parks Canada
officials and staff through a park management plan. Many of the assets such as campgrounds, trails,
interpretive experiences and beaches located in the locally accessible Long Beach Unit of the Park are
listed in the earlier tourism offerings section of the report. Parks Canada issues business licenses for
commercial operators conducting activities in the park, including guided walks, surf schools, wildlife
viewing and public transportation. Parks Canada also conducts extensive research on park visitors and
the visitor experience with park offerings.
Key strategies in the current management plan include:
48

Working with First Nations Partners,

Protecting and Restoring Cultural Heritage and Ecological Integrity,

Managing the Coastal Zone, and

Enhancing Community Relations and Visitor Experience.
P ROVINCIAL
P R OV I N C I A L G O V E R N M E N T
The provincial government’s role in tourism spans across multiple ministries and departments. Most
recently the provincial government’s Resort Municipality Initiative has supported the reinvestment of
locally collected provincial tourism revenue into infrastructure and programs to support the growth of
tourism in Tofino. However, the provincial government’s role goes beyond this program and includes
such things as highway access, ferry access to the Island, jurisdiction of the inter-tidal zones (to the high
tide line), health and liquor control regulations, local health services, capacity building support through
regional learning institutions, and providing access to crown land for both tourism and industrial
commercial activities.
A recently released five year strategy to grow provincial tourism revenues by 5% per year from 2012 to
2016 articulates four key focus areas for the Province. These include:
1.
2.
3.
4.
Leadership through partnership and coordination
Focused marketing
World class visitor experiences
Removing barriers to growth.
A large proportion of the actions will be led by the newly formed Destination British Columbia.
D E S TI N A T I ON B RI TI SH C O LU M BI A
Destination BC is a provincial crown corporation that focuses on a number of key marketing and
leadership responsibilities for the provincial tourism industry. These include:

Marketing BC domestically, nationally and internationally

Supporting regional, and community tourism marketing and product development

Providing support for Visitor Centres

Conducting tourism-related research

Enhancing public awareness of tourism and its economic value to BC

Providing advice and recommendations on tourism related matters
Destination BC was a key commitment of the Provincial Government in Gaining the Edge, a Five-year
Strategy for Tourism in BC to help grow tourism sector revenue from $13.4 billion in 2011 to $18 billion
by 2016.
49
GO2
Recognizing some of the current and future human resource challenges in the industry, Go2 has become
the central human resources agency for BC’s tourism industry. Go2 fulfills its mandate by developing
tourism career awareness to attract people to pursue tourism careers, research and human resources
planning studies such as the recent resort community labour market study that profiles Tofino,
compensation studies to stay on top of wage trends, promoting best human resources practices and
leading training initiatives, and health and safety through WorkSafe BC.
A B OR I GI N A L T OU RI SM BC
The Aboriginal Tourism Association of British Columbia (AtBC) is a non-profit, membership-based
organization that is committed to growing and promoting a sustainable, culturally rich Aboriginal
tourism industry in BC.
AtBC delivers on their mission by delivering the following programs:

Training and development with partners providing workshops in First Nations communities
throughout BC.

Marketing and promotion for stakeholders, promoting businesses to tourists and attending
tradeshows.

Authentic experience program that makes it easier for visitors to identify the most authentic,
accurate, and respectful representations of First Nations culture.

Operating First Nations experiences such as the Klahowya Village in Stanley Park.
R EGIONAL
R E G I ON A L D I S T RI C T
he Alberni-Clayoquot Regional District (ACRD) is the regional district responsible for solid waste and
recycling services, regional park services, and regional planning. The ACRD also operates the Long Beach
Airport facility, which is funded primarily through the ACRD by taxpayers in the District of Tofino, District
of Ucluelet and Long Beach Electoral Area C. The planning for a regional sport multiplex located next to
the Long Beach Airport is also currently underway and it is expected that the ACRD will be the operator
of this facility.
T OU RI SM V A N C OU V E R I S LA N D
Tourism Vancouver Island is one of six of BC’s regional destination marketing organizations. Fees for
service and funds help them to deliver a host of marketing and industry support services. Relevant
research being spearheaded by the organization but not yet ready for release includes public polling
amongst BC, AB and WA State residents examining their awareness, perceptions, intent to travel,
satisfaction and repeat visitation to the island. The results of this research will be important to consider
from a marketing perspective when it becomes available since so many destination travellers to Tofino
include Tofino as a stop while on a much larger journey through the region.
50
Current goals for the 2012-2015 strategic plan include:
Goal 1: Increase the economic contribution of tourism to the Vancouver Island Region
Goal 2: To be financially sustainable
Goal 3: To have empowered and engaged staff
Goal 4: To increase the effectiveness of the Board
Goal 5: To increase the communities’ support of the tourism industry
F I RS T N A T I O N S
Tofino is located within the western-most region of the traditional territory of the Tla-o-qui-aht people,
one of the Nuu-chah-nulth nations along the west coast of Vancouver Island. The primary Tla-o-qui-aht
First Nations communities of Esowista, Ty-Histanis, and Opitsaht are the closest neighbouring
communities to the District of Tofino. The Ahousaht and Hesquiaht First Nations are located to the north
of the District, and must regularly enter Tofino and Tla-o-qui-aht Ha-houlth-ee to gain road access to the
rest of Vancouver Island and beyond. The Nuu-chah-nulth people have populated this region since time
immemorial. Nearby First Nations and Tofino benefit from a number of formal relationships and
informal circumstances. Tofino and Tla-o-qui-aht First Nations have a formal protocol agreement that
defines their working relationship. They also have formal and informal agreements with respect to
services, such as wastewater collection. The Wickaninnish Community School and the Tofino General
Hospital are located in Tofino in part because of the presence of nearby First Nations populations.
Through the provincial treaty process, certain lands within the District of Tofino are under discussion for
transfer to the Tla-o-qui-aht First Nations, which may lead to further agreements to manage the civic
relationship between two local governments. 33
In 2000, a report entitled “Clayoquot Sound/Central Region Tourism Opportunities Study: A Process
Towards Tourism Development” was written for the Nuu-chah-nulth Economic Development
Corporation and a host of Aboriginal tourism partners including the BC Ministry of Small Business and
Tourism.
The study highlighted the significant unique and sought after Aboriginal cultural experiences and
communities in the area as well as being on the doorstep of very large numbers of tourists as some of
the most significant attributes of the area. It also highlighted some major obstacles to the region
realizing its full tourism potential in an equitable manner. It found that the current distribution of
tourism benefits very inequitable with little participation by First Nations at the time. The lack of
knowledge on how to work in a more collaborative manner, and the lack of trust, was the biggest
obstacle in realizing the potential of tourism in the region.
51
M UNICIPAL
D I ST RI C T
The District of Tofino’s role in local tourism is varied and includes the role of a regulator of local
private/municipal land use above the high-tide line, visitor services with respect to various municipal
recreation amenities like trails and parks, roads and parking management and bylaws, development
form and character, residential and commercial taxation, planning, water and sewer as well as waste
collection. The District of Tofino is also one of 14 BC resort municipalities that receive tourism
infrastructure and programming funding from the provincial government through the Resort
Municipality Initiative (RMI) program.
The District’s high-level policies for directing tourism development are primarily located in the Official
Community Plan (OCP) and include such directions as where tourism commercial activity and
accommodation should be located (primarily at existing west coast beach areas for resorts, with
commercial located closer to downtown with some tourism activity at the waterfront areas), the need
to enhance public access to beach areas, employee housing requirements for destination resort
locations, and shuttle transportation between resorts and downtown among others.
As part of the RMI, the district is required to have a Resort Development Strategy (RDS), to articulate the
tourism goals support by the RMI funded projects. The three goals are as follows:
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.
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.
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.
T OF I N O -L ON G B E A C H C H A M BE R
OF
C OM M E RC E
The Tofino-Long Beach Chamber of Commerce is a not-for-profit business organization, representing
over 250 members, many of whom are somehow connected to tourism. The Chamber provides
members with human resources services such as group benefits, seminars/workshops, networking
opportunities all the while acting as a voice for the Tofino business community. The organization’s most
recent strategic plan identifies challenges from the recent economic recession and environmental
threats to the region as the most critical issues facing the Chamber and many of the Chamber’s
membership.
52
Aside from representing member’s interests, the Chamber delivers the Ambassador Spirit Program with
funding from the District to support front line service staff in delivering an exceptional experience for
visitors. The program involves both customer service training and training for new employees to better
understand Tofino’s story, history and place.
T OU RI SM T O FI N O
Tourism Tofino is the not-for-profit Destination Marketing Organization for Tofino and is a division of
the Tofino-Long Beach Chamber of Commerce as of 2007. With a Board of Directors made up of twelve
members (9 industry voting, 4 appointed non-voting), Tourism Tofino’s role is to market Tofino to the
past and future visitors. Funding for Tourism Tofino primarily comes from the funds collected via the
Municipal and Regional District Tax (MRDT), a tax of 2% collected on nightly rental sales through local
accommodation providers with at least 4 dwellings available for rent. The funds are primarily used for
marketing activities to stimulate market demand for the Tofino region. Tourism Tofino’s current mission
is “To make Tofino a popular year-round destination by promoting the diversity of our environment, our
history and way of life, and our commitment to the preservation of the UNESCO Clayoquot Biosphere
Reserve.”
Key goals for Tourism Tofino include:
1. Increasing visitation for more and longer vacations and getaways to the Tofino area, and
2. Improving utilization of research and data collection to appropriately measure results of
marketing.
T OU RI SM B U SI N E S SE S
Tourism businesses are both Tofino’s experience providers and connectors to Tofino’s natural and
cultural experiences. Without accommodation providers, culinary establishments, recreation outfitters,
land/marine tour operators, retail shops and cultural attractions, Tofino would not be host to so many
visitors on an annual basis. While the natural and cultural amenities may be what sparks a visitor’s
intent to consider visiting the community, all the supporting sectors help to make that visit possible and
memorable. Many tourism businesses are relatively small organizations and tourism provides most, if
not all, the income for business owners. Appendix B includes a relatively complete listing of tourism
businesses operating in the Tofino area.
53
54
Our Plan
This section discusses the overall Tourism Master Plan vision, goals, strategic directions and
actions that the Tourism Working Group members identified as the highest priority actions for
consideration by tourism partners.
S TRUCTURING
THE
TMP
There are many ways to structure a plan. Given the desired intent to align the TMP with the
Vision to Action Integrated Sustainability Plan and OCP, as well as input during the planning
process, the structure on the following page is proposed as the simplest, yet most
comprehensive approach.
55
Our Plan
The structure begins with the community vision and the V2A goals and desired outcomes, which
informs the TMP vision, the highest level direction for the TMP. Sitting below the vision are
tourism focus areas each with a focus goal describing outcomes for each area 10 years out.
These focus areas are aligned to reflect the interconnected relationship described by the TMP
working group as well as community members. The alignment also reflects a logical causal
model with a circular relationship of cause and effect. Below the focus goals sit strategic
directions and actions.
F IGURE 19: TMP F RAMEWORK
V ISION
TO
A CTION
The District of Tofino recently embarked on “Vision to Action” (V2A), the development of a
community-driven vision and action plan for Tofino’s environmental, social, cultural and
economic sustainability. This “Integrated Community Sustainability Plan” or ICSP incorporates
the outcomes of Tofino’s most recently completed plans, and is broader than each of them,
which focus on a certain area – such as planning (Official Community Plan (OCP)), recreation
(Recreation Master Plan), or arts and culture (draft Arts and Culture Master Plan). All of these
plans as well as the V2A have involved countless hours of community input, dialogue and
strategic thinking and planning.
56
Our Plan
The ICSP is somewhat longer term than most plans– looking forward a generation or more –
andis the community’s highest level directional policy, with goals to guide all future plans
including the Tofino Tourism Master Plan (TMP).
The generational goals for the V2A Plan are as follows:
COMMUNITY LIFE
Goal: To create a thriving community with healthy, active citizens of all ages, a vibrant cultural
scene, and access to a variety of recreation, leisure and lifelong learning opportunities.
ECONOMIC DEVELOPMENT
Goal: To develop a diverse and resilient economy that maintains and enhances the natural
environment, sustains local livelihoods, promotes human well-being, and supports community
development.
HOMES AND NEIGHBOURHOODS
Goal: To encourage compact, mixed-use development nodes within its existing footprint that
support diversity and affordability while protecting Tofino’s unique rural coastal nature, natural
ecosystems and old-growth features.
TRANSPORTATION AND INFRASTRUCTURE
Goal: To support greater active transportation modes, natural stormwater management, waste
reduction, water and energy conservation, and reliable communications.
NATURAL ENVIRONMENT
Goal: To protect, preserve and enhance the natural environment that contributes to the
uniqueness, beauty, health and economy of Tofino and its surrounding area.
TMP –V2A D ESIRED O UTCOMES
The V2A planning structure elaborates on the V2A goals by articulating desired outcome
statements to further describe the more specific yet non- prescriptive, outcomes required to
achieve the goals. An assessment of the relevant V2A outcomes supported/challenged by
tourism was conducted to ensure that the TMP aligns with V2A to help to elaborate on what
tourism requires, delivers and supports a generation from now. 1 This assessment is located in
Appendix C.
57
58
Our Plan
T OURISM M ASTER P LAN V ISION
The vision was developed with the working group members during our working sessions. We
asked the working group to consider Tofino’s Resort Development Strategy vision, the Tofino
V2A vision, as well as the numerous contributions from the community survey. The community
survey identified themes related to year round, sustainable and culturally appropriate tourism,
increasing educational and cultural offerings and maintaining or enhancing Tofino’s small town
feel in a natural setting.
Based on the feedback and working group consultation the vision - looking forward a generation
or more - is as follows:
Tourism’s year round contribution to Tofino’s wellbeing is built upon a
foundation of exceptional experiences that uplift bodies, minds and
spirits while connecting visitors to Tofino’s genuine west coast peoples,
eclectic culture and unique natural places.
G OALS
The V2A goals and specific outcome statements related to tourism helped in crafting the
following draft 10 year goals for the TMP focus areas. These goals were reviewed, adjusted and
finalized by the working group based on feedback from citizens and tourism stakeholders. The
goals articulate high level statements of the desired future in 10 years.
F IGURE 20: TMP G OALS
NEEDS TO SUPPORT
REQUIRES
TOURISM
TOURISM
NEEDS TO
DELIVER
TOURISM
D R A F T T O U R I S M F O C U S A R E A G O A L S (2014-2024)
C O M M U N I TY W E L L BE I N G Tofino is a
infrastructure and diverse personal
and economic opportunities to
achieve a high quality of life.
N A TU RA L E N V IR O N M E N T Regional
ecosystems are healthy, enhanced by
leading stewardship practices, and
celebrated through experiences offered in
Tofino’s unique setting
V I SI T OR E C ON O M Y A N D E X P E R I E N C E 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.
C A P A C I TY
TO
D E L I V E R Tofino has the right resources, capacity and partnerships to
deliver on all the tourism goals
59
Our Plan
S TRATEGIC D IRECTIONS & I MPLEMENTATION
Strategic directions represent broad directions that guide specific actions over the next 3- 5
years from 2014-2019. They start to answer the high level question of “how?”, “where?”,
“when?” and “what first?”. These directions are informed by a strategic analysis called a SWOT
and need to be more specific than the goals, yet not as specific as an action(e.g. ‘hold a new
event in the spring’).
S T RA TE GI C A N A L Y S I S : SWOT
A SWOT is a preliminary analysis and prioritization of what needs to be leveraged (strengths),
what needs to be developed (weaknesses), what issues can our strengths take advantage of
(opportunities), and what issues are we most vulnerable to due to our weaknesses (threats) with
respect to desired outcomes.
Inputs for this process included the a community profile, community survey results, industry
interviews, the review of trends, the District of Tofino’s 2012-2016 Resort Development Strategy
and the SWOT notes from the V2A process. Results were reviewed and considered by the
Tourism Working Group.
T ABLE 9: TMP SWOT
ST RE N G TH S


Tourism is the most significant part of the Tofino economy
supporting amenities as well as environmental protection

Eclectic downtown commercial and community experience

Beaches and unsurpassed natural areas and parks for
activities
Funding access for both marketing and
infrastructure/programming

Visitors are very satisfied with their Tofino experience

Residents are generally supportive of recent tourism
development, and they are interested in growth outside
the peak months

Well positioned, professional styling/branding to support
marketing

Well-developed broad array of tourism experiences,
cooperation and collaboration for tourism success
OP P O RTU N I TI E S
RI S KS A N D TH RE A TS

Unknown impacts of continued development potential
and infrastructure on community capacity to accept
more visitors

Unknown effects of changing travel preferences for
increasingly multicultural markets

Continued reliance on a tourism economy may reduce
economic diversity

Changing travel preferences for aging travelers

Diminished strength of the CDN dollar vs the US

Continued expansion into social media channels to promote
Tofino


Capacity to optimize early summer and year round visitation


Economies/visitation recovering from global economic
downturn – albeit still volatile

Transportation access to Tofino, and capacity of
transportation infrastructure in Tofino, is limited

Growth potential from emerging country travel
markets, such as Asia


Key markets have a very strong impression of Vancouver
Island compared to other BC tourism regions
Peak season staffing for the right number of people with the
right skills and service experience, demographic trends
suggest future challenges

Extractive resource development threats in the area


Persistent housing affordability challenges
60
Our Plan
A D D I T I ON A L
INSIGHTS
Beyond the SWOT, other insights became apparent throughout the process. These insights
include:

Tourism is a significant part of Tofino’s economy

Tourism business is increasing after subsiding somewhat between 2009 and 2012

More and more people looking to past experiences and online for review when
considering Tofino

Visitors are primarily couples and groups of adults

Spending is highest by overnight guests from other Canada (non-BC) and the US

Many visitors travel to both Ucluelet and Tofino

Beaches are the primary attraction followed by surfing, hiking , visiting the park whale
watching
STRATEGIC DIRECTIONS
Reviewing the detailed SWOT and additional insights provided a rich foundation for considering
3-5 year directions for the Tourism Master Plan. The Working Group reviewed each goal and
identified the most relevant strategic insights provided by the background work. These insights
provided a basis for creating strategic directions which were then prioritized to 14 areas by the
working group over a number of meetings.
T ABLE 10: TMP S TRATEGIC D IRECTIONS
STRATEGIC DIRECTION
SWOT/I N S I G H T S A D D R E S S E D O R E N H A N C E D
A.1 Make progress on a diverse range of • Persistent housing affordability challenges
• Peak season staffing for the right amount of people with the right skills and service
attainable housing
experience, demographic trends suggesting future challenges
A.2 Ensure the best community value
from any future accommodation and
development
• Continued development potential and having enough infrastructure and resident
A.3 Enhance parking and traffic flow
management
• Transportation access to Tofino, and capacity of transportation infrastructure in Tofino
A.4 Ensure a strong Tofino brand and
support marketing of “made in Tofino”
products
• Continued reliance on a tourism economy may reduce economic diversity
A.5 Develop Tofino appropriate beach
infrastructure
• Beaches are the primary attraction followed by surfing, hiking , visiting the park whale
watching
willingness to accept more visitors
• Economic recovery is volatile
• Tourism is the most significant part of the Tofino economy supporting amenities as well
B.1 Integrate environmental
as environmental protection
knowledge/education/respect into all of
• Beaches and unsurpassed natural areas and parks for activities
Tofino’s experiences
• Beaches are the primary attraction followed by surfing, hiking , visiting the park
whale watching
• Extractive resource development threats in the area
61
Our Plan
STRATEGIC DIRECTION
SWOT/I N S I G H T S A D D R E S S E D O R E N H A N C E D
B.2 Ensure development pace matches
capacity to support and deliver excellent willingness to accept more visitors
experiences
• Beaches and unsurpassed natural areas and parks for activities
C.1 Develop excellence in customer
service and visitor experience
• Well-developed broad array of tourism experiences, cooperation and collaboration for
tourism success
• Eclectic downtown commercial and community experience
• Visitors are most satisfied with their Tofino experience
• Competition from emerging markets and other BC regions
• More and more people looking to past experiences and online for review when
considering Tofino
C.2 Update market research to support
the marketing to target audiences with
greatest potential
• Changing travel preferences for aging travelers
• Diminished strength of the CDN dollar vs the US
• Growth potential from emerging country travel markets
• Key markets have a very strong impression of Vancouver Island compared to other BC
tourism regions
• Changing travel preferences for increasingly multicultural markets
• Competition from emerging markets and other BC regions
• Continued expansion into social media channels to promote Tofino
• Spending is highest by overnight guests from other Canada (non-BC) and the US
C.3 Develop and promote Tofino value
offerings in the appropriate seasons
• Capacity to optimize early summer and year round visitation
• Potential to enhance tourism collaboration with First Nations
C.4 Improving work and learning
opportunities from November to
February
• Continued reliance on a tourism economy may reduce economic diversity
D.1 Improve local government and
community support of local businesses
tourism success
• Potential to enhance tourism collaboration with First Nations
D.2 Increase communication and
dialogue with First Nations communities
with respect to tourism
tourism success
D.3 Improve understanding and
communication between Tofino business tourism success
sectors
62
Our Plan
A CTIONS
The actions identified in this plan are important to help the community move towards the
vision and goals. Drawing from community comments and what was learned through the
process these actions were identified by the Working Group for the priority strategic
directions, refined and shared to consider feedback. The organizations listed alongside
each action (Lead) have agreed to consider the actions over the coming months through
their respective planning processes. Sequencing of actions was considered based on what
‘made sense’ given organizations current workloads. Once an action is accepted by a Lead,
this organization should connect with other partners to discuss project implementation in
more detail.
63
Our Plan
S T RA TE GI C D I RE C TI O N
A.1 M A KE P R OG RE S S O N
A D IV E R SE RA N GE O F A TTA IN A B LE H O U S I N G
SWOT/INSIGHTS ADDRESSED OR ENHANCED
 Persistent housing affordability challenges

Peak season staffing for the right amount of people with the right skills and service experience, demographic
trends suggesting future challenges
ACTION
MAIN GOAL
1
Develop a housing plan
for Tofino
Community
Wellbeing
0-6
months
DOT
$$
2
Start building affordable
housing in Tofino
Community
Wellbeing
6 months
-1 Year
DOT
$$$
#
TIMING
LEAD PARTNER
$
“Tourism is very seasonal
which puts a strain on year
round employment and
housing.”
Survey Participant
PROGRESS TRACKING
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
“Tourism may have
contributed to increased
land value which in turn
has led to lack of
affordable housing”
Survey Participant
64
Our Plan
A.2 E N SU RE T H E BE S T
C OM M U N I T Y V A LU E F R O M A N Y FU TU RE A C C OM M O D A T I O N A N D
D E V E L OP M E N T
 Tourism is the most significant part of the Tofino economy supporting amenities as well as environmental
protection

#
Continued development potential and having enough infrastructure and resident willingness to accept
more visitors
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Develop a list of desired
community amenities
Community
Wellbeing
0-6
months
DOT
Community
Wellbeing
6 months
-1 Year
DOT
2
Develop policy to fast
track development
proposals that deliver
benefits
TT
$
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
$
“Infrastructure that benefits
locals as well as tourists
ranging from paths to bike
parks to public washrooms”
Survey Participant
PROGRESS TRACKING
“Allows us access to and
have more beneficial
amenities than a similar
town of our size”
Survey Participant
65
Our Plan
A.3 E N H A N C E P A R KI N G
A N D T RA FF I C F L OW M A N A GE M E N T
 Transportation access to Tofino, and capacity of transportation infrastructure in Tofino

more visitors
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Develop a suite of
parking management
approaches and
implement – Downtown
parking
Community
Wellbeing, Visitor
Experience
0-6
months
DOT
2
Work with
accommodation partners
to encourage shuttle use
Community
Wellbeing, Visitor
Experience
0-6
months
DOT
3
Monitor the parking
approaches and
implementation Downtown
Community
Wellbeing, Visitor
Experience
6
months1 year
4
Develop a suite of
parking management
approaches and
implement – Beach areas
Community
Wellbeing, Visitor
Experience
5
Evaluate the progress of
the parking approaches
and implementation Downtown and Beaches
Community
Wellbeing, Visitor
Experience
#
$
PROGRESS TRACKING
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
6
months1 year
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
1 year- 3
years
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
Accom
modati
on
“…amenities like beach
“Traffic - not enough room in
parking are
town we should have it
overwhelmed at high
somewhere on outskirts and
visitation times”
provide shuttle”
Survey Participant
Survey Participant
66
Our Plan
A.4 E N SU RE A S T R ON G T OF I N O
B RA N D A N D SU P P O R T M A RKE TI N G OF
“MADE
IN
T OF I N O ”
P R OD U C T S
 Continued reliance on a tourism economy may reduce economic diversity

ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Create menu
links/content on
TourismTofino.com to
promote made in Tofino
products
Community
Wellbeing
0-6
months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Develop similar styling
for TT and DOT
communications for
Visitor facing
communication tools
Community
Wellbeing
0-6
months
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Develop branding for
“Made in Tofino”
experiences and
products
Community
Wellbeing
6
months1 year
TLBC
C
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
DOT and TT to work
together to develop
common branding/logo
Community
Wellbeing
1 year- 3
years
DOT/
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
30%
Approximate percentage of Tofino Brewing
sales outside of Tofino.
TT
$
“Our dependence on the
tourism industry makes us
vulnerable to global
economies and the
availability of discretionary
income”
PROGRESS TRACKING
“Vision: To see much
greater support for the
small business in town.”
Survey Participant
Survey Participant
67
Our Plan
A.5 D E V E L OP T O FI N O
A P P R OP R I A T E BE A C H I N F R A S T RU C TU RE
 Beaches are the primary attraction followed by surfing, hiking , visiting the park whale watching

more visitors
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Identify and prioritize
opportunities for
additional beach/water
access/parking – beyond
Hellesen Rd.
Community
Wellbeing
0-6
months
DOT
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Identify which access
points are appropriate
for infrastructure
investment
Community
Wellbeing
0-6
months
DOT
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Implement access to
Mackenzie Beach from
Hellesen Rd.
Community
Wellbeing
1 year- 3
years
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
Implement priority
infrastructure for key
locations
Community
Wellbeing
1 year- 3
years
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
5
Review and update
development permit
guidelines for shorelines
to ensure appropriate
results
Community
Wellbeing
6
months1 year
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
6
Develop a plan for
Hellesen Rd. access to
Mackenzie Beach
Community
Wellbeing
6
months1 year
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
$
PROGRESS TRACKING
“Tofino has done a great job of installing facilities for
surfers and other beach users, like the flush toilets at
parking spots on Cox Bay. This is very helpful especially
with the high volumes of people now visiting the area.”
Visitor Survey Response
68
Our Plan
B.1 I N T E G RA TE E N V I RO N M E N T A L
KN OW LE D GE / E D U C A T I ON / RE S P E C T I N T O A L L O F
T OF I N O ’ S
EXPERIENCES
 Tourism is the most significant part of the Tofino economy supporting amenities as well as environmental
protection

Strengths include beaches, unsurpassed natural areas and parks for activities

Beaches are the primary attraction followed by surfing, hiking , visiting the park
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Coordinate an
interpretive signage
program in areas used by
visitors
Natural
Environment
6
months1 year
DOT/
Parks
2
Include a tourism
tofino.com guest
blogger to highlight local
environmental initiatives
and local heroes who
uphold environmental
values
Natural
Environment
6
months1 year
TT
#
RES
$
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
“I would love to see boards
or a paper or something that
specifies all the work being
done in the area to help and
preserve the environment”
PROGRESS TRACKING
“It is the natural
experience which brings
our visitors here. The
shops and restaurants
support that experience.
They don't drive it.”
Survey Participant
69
Our Plan
B.2 E N SU RE D E V E LO P M E N T P A C E M A T C H E S
E X P E R I E N C E S – N A T U RA L E N V I R O N M E N T
C A P A C I TY T O SU P P O R T A N D D E LI V E R E X C E LLE N T
 Continued development potential and having enough infrastructure and resident willingness to accept
more visitors

Strengths include beaches, unsurpassed natural areas and parks for activities
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Town Hall Meeting on
the state of Tofino’s
infrastructure
Natural
Environment
0-6
months
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Complete build-out
assessment to help
ensure development
keeps pace with capacity
Natural
Environment
6
months1 year
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Complete Stage 3 Liquid
Waste Management Plan
Natural
Environment
6
months1 year
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
Complete Liquid Waste
Capital Works Plan
Natural
Environment
1 year- 3
years
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
5
Make a community
decision on liquid waste
going forward
Natural
Environment
1 year- 3
years
DOT
?
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
$
PROGRESS TRACKING
“current infrastructure
(roads, parking, water,
housing) doesn't support the
number of visitors we
currently see in the
summer”
“…Tofino is able to stay
ahead of the game in
terms of protecting the
areas that we want to
show off (Hot Springs,
Meares Island, the
beaches, etc...).”
Survey Participant
Survey Participant
70
Our Plan
B.2 E N SU RE D E V E LO P M E N T P A C E M A T C H E S C A P A C I TY
E X P E R I E N C E S – V I S I T O R E C O N OM Y A N D E X P E R I E N C E
T O SU P P O R T A N D D E LI V E R E X C E LLE N T
 Continued development potential and having enough infrastructure and resident willingness to accept
more visitors

ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Continue to advocate
and explore
opportunities to expand
airline access to Tofino
Visitor Economy
and Experience
0-6
months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Develop Indicators for
high quality visitor
experiences
Visitor Economy
and Experience
0-6
months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Continue visitor surveys
for congruence with
indicators and targets
Visitor Economy
and Experience
6
months1 year
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
Identify and solicit
funding/sponsorship to
leverage existing
commitments for fibre
optic cable installation
Visitor Economy
and Experience
6
months1 year
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
5
Review and consider
improvements to the
Visitor Economy
and Experience
6
months1 year
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
6
Evaluate and adjust
customer service
directions as appropriate
with partners
Visitor Economy
and Experience
1 year- 3
years
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
7
Implement
improvements for the
Visitor Economy
and Experience
1 year- 3
years
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
DOT
$
“Make it easier for tourists to
get here with better airport
and highway infrastructure”
Survey Participant
PROGRESS TRACKING
4.8
Average visitor score out of 5 for
Tofino’s overall experience
71
Our Plan
C.1 D E V E L OP E X C E LLE N C E
I N C U ST O M E R SE RV I C E A N D V I SI T O R E X P E RIE N C E
 Well-developed broad array of tourism experiences, cooperation and collaboration for tourism success

Visitors are most satisfied with their Tofino experience


More and more people looking to past experiences and online for review when considering Tofino
ACTION
MAIN GOAL
TIMING
1
Develop a new
Ambassador module to
deliver to business
owners and managers on
quality and customer
service excellence
Visitor Economy
and Experience
6
months1 year
2
Create a Tofino “ expert”
list on social media to
continue to promote
brand quality during the
peak seasons
Visitor Economy
and Experience
3
Develop a
business/employee
service
recognition/award
program for excellent
service
Visitor Economy
and Experience
#
LEAD PARTNER
$
PROGRESS TRACKING
/RES
DOT,
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
6
months1 year
TT
RES
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
1 year- 3
years
TLBCC
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
TLBCC
“I loved the laid-back and
relaxed atmosphere of
Tofino and the entire area.
Everyone was very friendly
and helpful. ”
30% 30%
30%
Percentage of travelers who used
previous trips (30%), friends and
relatives (30%) or destination
website (30%) as the main source of
trip pre-booking information
72
Our Plan
C.2 U P D A TE M A R KE T R E SE A RC H
T O SU P P O RT TH E M A R KE TI N G TO TA R GE T A U D I E N C E S W I T H
G RE A T E S T P O T E N T I A L
 Changing travel preferences for aging travelers

Diminished strength of the CDN dollar vs the US

Growth potential from emerging country travel
markets

Key markets have a very strong impression of
Vancouver Island compared to other BC tourism
regions


Changing travel preferences for increasingly
multicultural markets

Competition from emerging markets and other BC
regions

Continued expansion into social media channels to
promote Tofino

Spending is highest by overnight guests from other
Canada (non-BC) and the US
Capacity to optimize early summer and year
round visitation
ACTION
MAIN GOAL
TIMING
LEAD
PARTNER
$
1
Update the current
market research and
marketing plan as
soon as critical
information becomes
available
Visitor Economy
and Experience
0-6 months
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Continue to share
research with
stakeholders via AGMstyle presentations in
the Fall
Visitor Economy
and Experience
0-6 months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Distribute CTC EQ
Toolkit to local
business members
Visitor Economy
and Experience
6 months-1
year
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
Re-evaluate the
marketing research
and plan after 5 years
Visitor Economy
and Experience
1 year- 3 years
TT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
“ Please put more marketing
dollars into promoting outside
(peak) seasons”
Survey Participant
PROGRESS TRACKING
104
# of Tofino resident survey
comments supporting product
development or promotion
activities
73
Our Plan
C.3 D E V E L OP A N D P R O M O TE T O FI N O
V A LU E O F FE RI N G S IN TH E A P P RO P RI A TE SE A S O N S
 Capacity to optimize early summer and year round visitation

more visitors


Peak season staffing for the right amount of people with the right skills and service experience,
demographic trends suggesting future challenges
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Continue to bring local
tourism businesses
together to consult on
upcoming marketing
campaign deliverables
Visitor Economy
and Experience
0-6
months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Develop one value add
campaign annually
during the off –peak
season
Visitor Economy
and Experience
0-6
months
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Develop a Festival,
Events and Animation
Strategy(DOT)
Visitor Economy
and Experience
6
months1 year
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
TT
$
“…while some of us spend
money trying to encourage
travellers to visit Tofino year
round, … other businesses
cut their hours/close down
during the Winter”
Survey Participant
PROGRESS TRACKING
“Opportunity for unity
between the resorts to
develop more
marketable packages in
the off season in order
to attract larger travel
providers”
Survey Participant
74
Our Plan
C.4 I M P R OV I N G W O RK
A N D LE A R N I N G OP P O R TU N I T I E S FR O M
N OV E M BE R
TO
F E B RU A RY
 Capacity to optimize early summer and year round visitation


Continued reliance on a tourism economy may reduce economic diversity
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Develop in demand
professional
development workshops
in the
shoulder/offseason
Capacity to Deliver
0-6
months
TLBCC
2
Deliver components of
Ambassador program in
the winter
Capacity to Deliver,
Visitor Economy
and Experience
0-6
months
TLBCC
3
Develop a contract
between appropriate
Tofino organizations to
implement the Tofino
Institute Business Plan
Community
Wellbeing, Visitor
Economy and
Experience,
Capacity to Deliver
6
months1 year
4
Develop Ambassador
program into a
program/experience
delivered in Tofino
Community
Wellbeing, Visitor
Economy and
Experience
5
Education destination
experiences are
promoted actively by
tourism organizations
Community
Wellbeing, Visitor
Economy and
Experience
#
$
PROGRESS TRACKING
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
DOT
CBT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
1 year- 3
years
TLBCC
DOT
$$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
1 year- 3
years
TT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
“My Vision…Tofino becomes
a more interesting place to
come; for courses, small
workshop type conferences
etc. and that the community
gets to enjoy access to
these”
“Allows us access to and
have more beneficial
amenities than a similar
town of our size”
Survey Participant
Survey Participant
75
Our Plan
D.1 I M P R OV E L OC A L G O V E RN M E N T
A N D C OM M U N I T Y SU P P O RT O F L OC A L BU S I N E S S
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
1
Review opportunities to
provide incentives for
early business license
renewals or alternative
renewal dates
Capacity to
Deliver
0-6
months
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
2
Create a communication
approach to ensure
community
understanding of tourism
funding sources
Capacity to
Deliver
0-6
months
TT/DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
3
Host a local government
to business dialogue
session (framed by a
structure along with
open dialogue)
Capacity to
Deliver
6
months1 year
TLBCC
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
4
Host a “Business 101”
workshop to provide an
overview of business
regulatory bylaws “
Regulatory Tradeshow”
Capacity to
Deliver
6
months1 year
TLBCC/
DOT
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
5
Review and make
Tofino’s business
regulatory bylaws more
user friendly
Capacity to
Deliver
1 year- 3
years
DOT
$
$
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
#
$
DOT
TLBCC,
TBA
PROGRESS TRACKING
“Benefits: RMI funds allow some improvements that
also benefit residents”
Survey Participant
76
Our Plan
D.2 I N C RE A SE C OM M U N I C A T I O N
A N D D I A L O GU E W I T H
F I R S T N A TI O N S
C OM M U N I T I E S W I TH
RE SP E C T TO T OU RI S M
 Potential to enhance tourism collaboration with First Nations
#
1

Well-developed broad array of tourism experiences, cooperation and collaboration for tourism success

Capacity to optimize early summer and year round visitation

ACTION
MAIN GOAL
TIMING
LEAD PARTNER
Co-host cultural tourism
workshop with
Clayoquot Sound First
Nations to engage in
dialogue, learn,
foundation for cultural
tourism
Capacity to
Deliver
6
months1 year
DOT
TT
$
$$
“Opportunity: Integrated
economic development plan
with surrounding FN
communities”
Survey Participant
PROGRESS TRACKING
Not
Initiated
Initiated
Achieved
Partial
Outcome
Achieved
Full
Outcome
“Had they been pointed
out to me more, I would
have enjoyed learning
more about the
historical/First Nations
sites/events”
77
Our Plan
D.3 I M P RO V E U N D E R S T A N D I N G
A N D C O M M U N I C A TI O N BE TW E E N T O FI N O BU S IN E S S SE C TO R S
#
1
ACTION
MAIN GOAL
TIMING
LEAD PARTNER
Host Tofino business
sector profiling and
learning luncheons
Capacity to
Deliver
0-6
months
TLBCC
$
$
PROGRESS TRACKING
Not
Initiated
Initiated
Achieved
Partial
Outcome
Opportunity: “Collaboration
between partners - offering
packages and tour add ons”
Survey Participant
78
Achieved
Full
Outcome
Evaluating and Adapting
Monitoring and evaluating progress toward (or away from) the TMP goals is essential to provide
transparency, inform decision-making and enable continuous improvement.
Monitoring is the process of gathering data linked to the Tourism Master Plan goals.
Evaluation is the process of reviewing monitored data, gathering insights, assessing
progress and refocusing efforts.
Ongoing, consistent and reliable monitoring and evaluation provides the community with a
number of essential functions and benefits, including:

Informing decision-making throughout the community;

Informing action planning;

Ensuring transparency and accountability to community stakeholders;

Engaging businesses, residents and visitors in the journey toward the goals by providing
meaningful and timely information in an
interactive way.
Monitoring, evaluating and reporting should
be done at least on an annual basis, and
comprise the steps in the diagram.
The indicators help to monitor both the goals
and the steps or process to achieve those
goals.
Select
Indicators
Communicate
Prepare
Reports
Collect
Data
Analyze
Monitoring the steps: Includes tracking
whether the actions are being considered,
accepted and implemented as discussed. Every action has a ‘progress tracking’ column in the
detailed action tables. This tool can be used during the semi-annual check in meetings.
Monitoring the goals: These results will help indicate whether we are working on the right
actions, or if we need to adapt our approach. The recommended set of goal indicators (below) is
based on the relevant data currently available or available with a minor seed investment.
Existing data sources include organizations such as the Statistics Canada, BC Stats, Destination
BC, the Community Energy and Emissions Inventory, and community surveys, which are a great
way of collecting unique information for your community. Aside from recommending indicators,
we suggest that the Tofino-Long Beach Chamber of Commerce develop member surveying
approaches to support the monitoring of some tourism business outcomes.
79
D R A F T T O U R I S M M A S T E R P L A N G O A L S A N D R E C O M M E N D E D I N D I C A T O R S (2 014-2024)
N EEDS
TO
S UPPORT
C OMMUNITY W ELLBEING Tofino is a healthy, resilient, culturally rich
community with appropriate infrastructure and diverse personal and economic
opportunities to achieve a high quality of life.
Community
contributions/connections
Ratio of median home
value to median
employment* income
(BC Assessment/Stats
Canada)
stewardship practices, and celebrated through experiences offered in Tofino’s unique setting.
Economic resiliency and diversity
Community tourism
support - % of residents
agreeing that tourism
brings more benefits than
problems (DOT)
% of residential homes with local tax mailing address
( BC Assessment)
N ATURAL E NVIRONMENT Regional ecosystems are healthy, enhanced by leading
Labourforce breakdown by
export industry (tourism,
forestry, other) (TLBCC,
Stats Canada)
Build connections to protect it
Hectares of parks and natural areas areas in
within district boundaries ( DOT, CBT)
# of water based commercial trips
annually (Front Counter BC)
T OURISM N EEDS
D ELIVER
TO
V ISITOR E CONOMY
R EQUIRES
AND
Quality of marine
water measured by
fecal coliform counts
(Environment Canada)
Commercial resource use
and emissions - energy,
water, GHG (Utilities,
DOT, CEEI)
% of tourism businesses/staff taking part in the
ambassador program (TLBCC)
E XPERIENCE
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.
Maintain and optimize peak visitation
periods
Deliver exceptional attractions, activities and experiences
Net promoter score (TT)
Average length of stay, by season (TT)
Visitor satisfaction with the experience at key Tofino tourism assets – PRNPR, Beaches
(Parks Canada, TT)
Grow non-peak periods
Room demand estimates ( room nights sold and room
revenue) from September to mid-July (TT)
% of tourism businesses/staff taking part in the ambassador program (TLBCC)
C APACITY
TOURISM
Support healthy interactions
TO
D ELIVER
Tofino has the right resources, capacity and partnerships to deliver on all the tourism goals
Investing in learning
Fostering Partnerships
% of tourism businesses/staff taking part in the ambassador
program (TLBCC)
% of First Nations
populations involved in
the tourism industryfuture consideration
(Stats Canada)
Ensuring People and Resources
Total annual MRDT and RMI funding (DOT)
80
% of businesses with
adequate staffing
during the peak
season (TLBCC)
% of all
businesses’ staff
with the
organization more
than 2 years
Appendices
81
A PPENDIX A
T OFINO T OURI SM M ASTER P LAN – D RAFT P ARTNERSHIP A GREEMENT
Tofino is a spectacularly unique destination and community with a tourism vision and goals:
V I SI ON
Tourism’s year round contribution to Tofino’s wellbeing is built upon a foundation of exceptional experiences
that uplift bodies, minds and spirits while connecting visitors to Tofino’s genuine west coast peoples, eclectic
culture and unique natural places.
G OA L S (2014-2024)
C O M M U N I T Y W E L L B E I N G Tofino is a
infrastructure and diverse personal
and economic opportunities to
achieve a high quality of life.
N A T U R A L E N V I R O N M E N T Regional
ecosystems are healthy, enhanced by
leading stewardship practices, and
celebrated through experiences
offered in Tofino’s unique setting
V I S I T O R E C O N O M Y A N D E X P E R I E N C E 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.
C A P A C I T Y T O D E L I V E R Tofino has the right resources, capacity and
partnerships to deliver on all tourism goals
Together we can ensure Tofino continues to succeed at community based tourism.
As Partners, we share Tofino’s tourism vision, goals, and recognize the importance of focussing on
the strategic directions in the coming years. We commit to helping to achieve those goals through
implementation support and actions.
As Partners, we commit to continuing our participation in Tofino’s Tourism Master Plan by:

Continuing our participation with a formal working group and meeting twice a year to
help ensure implementation of the plan;

Creating awareness of the vision, goals and directions with respective colleagues,
community members, organization members and other tourism stakeholders;

Implementing actions assigned to us in the plan that are within our means;

Agreeing to consider the plan during strategic planning and to align our plans and actions
where our organization can have the greatest impact ; and

Reporting progress to respective councils, boards, and members
82
A PPENDIX B T OURISM O FFERINGS
AND
B USINESSES
Recreation and Tour Offerings
Name
Stunning sport-fishing in protected waters
Listing
fishing
Atleo River Air Service
flightseeing
Black Bear Kayak
kayak/canoe tours
Paddle West Kayaking
kayak/canoe tours
Remote Passages Sea Kayaking
kayak/canoe tours
T'ashii Paddle School CULTURAL CANOE TRIPS
kayak/canoe tours
Tofino Sea Kayaking Company
kayak/canoe tours
Tofino SUP (Stand Up Paddleboarding)
kayak/canoe tours
World-class sea kayaking;
kayak/canoe tours
Marine Adventure Centre
multiple
Tofino Paddle Surf
multiple
Long Beach Nature Tours
multiple
Pacific Rim Navigators
multiple
Tofino Paintball
other activities
Live To Surf - The Original Tofino Surf Shop
surfing/stand up
Pacific Surf School
surfing/stand up
Surf Sister
surfing/stand up
Tofino Surf Adventures
surfing/stand up
Adventure Tofino
wildlife viewing
Adventure Tours with Jamie's Whaling Station
wildlife viewing
Biggarfish Charters
wildlife viewing
Clayoquot Connections Tours
wildlife viewing
Clayoquot Ventures Tofino Fishing
wildlife viewing
Cleanline Sport Fishing Charters Tofino
wildlife viewing
HYMAX CHARTERS Fishing Crabbing Prawning
wildlife viewing
Just Birding
wildlife viewing
Marina West Motel Marine & Adventure Centre
wildlife viewing
Ocean Outfitters Tofino Adventure Company
wildlife viewing
Ospray Fishing Charters
wildlife viewing
Remote Passages Marine Excursions
wildlife viewing
The Whale Centre
wildlife viewing
Tofino Fish Guides
wildlife viewing
Tofino Ospray Lodge B & B
wildlife viewing
83
Recreation and Tour Offerings
Tofino Sport Fishing
Name
Listing
wildlife viewing
Tofino Water Taxi
wildlife viewing
Tonquin Fishing Charters
wildlife viewing
Wardo West Fishing Charters
wildlife viewing
West Coast Aquatic Safaris
wildlife viewing
Parks and Natural Areas
Name
Clayoquot Sound UNESCO
Biosphere Reserve
Pacific Rim National Park
Reserve (PRNPR)
Long Beach
Tofino Mudflats
Three Rural Areas
Tofino Botanical Gardens
Short Description
An internationally recognized
area that includes terrestrial
and marine
environments, and extends
from the southern boundary
of the Long Beach Unit of
Reserve to just north of
Estevan Point.
PRNPR is made up of parks of
three separate regions: Long
Beach, the Broken Group
Islands, and the West Coast
Trail. The entire park
2
encompasses 511 km
(197 sq mi) of land and
ocean. The park is
characterized by rugged
coasts and lush temperate
rainforests. A number of
hiking trails exist in the park.
The largest and longest beach
in PRNPR. Located on
Wickaninnish Bay. One of the
most popular surfing
locations in BC.
Designated a Wildlife
Management Area in 1997
the mudflats are a critical
wildlife habitat.
1) Islands Rural and is a
cluster of islands off the
waterfront. 2) centred on
MacKenzie Beach Road, 3)
the southern portion of the
District as identified on Map
1: Land Use.
A network of paths and
boardwalks will take you
from the Café and Gift shop
Capacity
(Hectares)
60,416
350,000 (of
which 83,000
is marine
based)
2.19
2,100 (11 km
in length)
Activities
Boating, wildlife viewing,
hiking.
Hiking.
Surfing, beachcombing,
walking, bird watching.
Birding watching, wildlife
viewing.
Birding watching, wildlife
viewing.
84
Name
Cox Bay
MacKenzie Beach
Short Description
around the flower, herb and
kitchen gardens, the duck
pond, and Children's Garden
into the forest, where
clearings have been
transformed into a series of
pocket gardens, art
installations and garden
buildings.
Cox Bay is one of the most
consistent surfing beaches in
the summer months. The
beach faces west and picks
up smaller summer swells
that often elude North
Chesterman.
Gentle bay, limited waves,
protected.
Capacity
(Hectares)
1.5 km in
length
Activities
Surfing, beachcombing,
walking, bird watching.
Middle Beach
Chesterman Beach
Jensen’s Bay Parkland
Wickaninnish Beach
The most visited natural area
within the District of Tofino.
Surfing location for
southwest swells.
approximately 6 acre site lies
near an existing stretch of
multi use path, adjacent to
the residential strata
properties of Jensen’s Bay
Vast stretch of sand,
complete with hundreds of
weather-bleached driftwood
on the edge of golden sand
dunes and the ocean's
powerful waves.
Wickaninnish Beach is
situated within Long Beach,
in the Pacific Rim National
Park Reserve.
Name
Short Description
Length
Trails
Multi Use Path
(MUP)
MacKenzie Beach
Trail
The Multi Use Path (MUP) runs from Cox Bay to Tofino.
Expect to see walkers, cyclists, joggers, dogs, skateboards,
roller skates etc on the path.
privately owned trail winds through a resort property,
connecting Middle andMacKenzie Beach.
6 km
85
Name
Short Description
Length
Trails
Lighthouse Trail
This is Tofino’s newest trail, winding through ancient
rainforest and along the open ocean shoreline. Once the 2
kilometre (1.24 mile) trail is completed, it will connect
Tonquin Beach to MacKenzie Beach.
Future plan or already done?
2 km
Meares Island - Big
Tree Trail
The star of this trail, the Hanging Garden Tree, was once
considered the largest tree of its kind in Canada, with a
circumference of 18.3 metres (60 feet).
3 km
Meares Island - Lone
Cone
A prominent landmark in Clayoquot Sound, its looming
presence dominates Tofino Harbour. From its summit, Lone
Cone provides an impressive 360 degree panorama. All of
Clayoquot Sound lies at your feet, and no other view of the
area can compare. A trail leads up the south side of the
cone. This trail is extremely steep and unrelenting to its 730
metre (2,395 feet) peak, making it one of the most
challenging and rewarding trails in Clayoquot Sound.
1 km (mostly
vertical)
Flore Island Wildside Heritage
Trail
For centuries, the Ahousaht people used sections of this
trail to reach the wild beaches on the west side of Flores
Island, a 40 minute boat ride northwest of Tofino. In 1995,
under the guidance of the Ahousaht elders, a 16 kilometre
(9.94 mile) trail was completed to expand the economic
opportunities in Ahousaht traditional territory.
11 km
Vargas Island
Vargas Island is a popular Kayak camping destination due to
its wonderful location close to Tofino. It has wonderful,
wilderness camping for free and a beautiful Plan Your Hiking
Trip to Tofino & Uclueletfeeling of remoteness from the
world. And if you are lucky you might see whales pass in
the distance from Ahous Bay. The relaxing trail from the
Tofino side of Vargas Island to Ahous Bay is 3 kilometres.
Making this an easy dayhike from Tofino or Ucluelet at just
6 kilometres roundtrip, trailhead to trailhead.
Radar Hill
.2km Radar Hill is situated just north of Pacific Rim
National Park, between the communities of Tofino and
Ucluelet on the west coast of Vancouver Island. As the
site of a historic radar station during World War II, this
short, picturesque walk features the Kap'Yong
Memorial - in honour of the 2nd Battalion Princess
Patricia's Canadian Light Infantry, which served during
the Korean War
The Schooner Cove Trail is a popular two-kilometre hike in
Vancouver Island's Pacific Rim National Park. As a short and
relatively easy trail, this scenic hike leads you through lush
rainforests and over gentle meandering streams before
arriving at a spectacular beachfront area. The walk includes
336 stairs.
Combers Beach is a beautiful beach area on Vancouver
Island that is particularly popular with surfers. The trail to
the beach is short but steep, and descends towards a
gravelly path from the parking lot.
Harbourfront
Walkway
Mountain Bike Trails
Schooner Cove Trail
Combers Beach
0.2 km
2 km
0.5 km
86
Name
Short Description
Length
Trails
Rainforest Trail
The scenic Rainforest Trail is one of the most popular hiking
trails among locals and visitors in the Tofino-Ucluelet area.
The trail has two routes, one on each side of the highway
(listed as "Route A" and "Route B" below). The parking lot is
located on the west (ocean) side of the highway. The trail
includes 731 stairs.
2 km
Bog Trail
Consisting entirely of boardwalks, the 0.8-kilometre Bog
Trail is a very family-friendly hiking loop that is stroller and
wheelchair accessible. The bog, itself, is a unique ecosystem
in Pacific Rim National Park, as only a few plant species are
able to survive in the acidic soil found here.
0.8 km
South Beach Trail
As one of the most scenic hikes in the Tofino area, the South
Beach Trail follows along the Pacific Ocean shoreline and
offers stunning views of unique, rugged rock formations and
foamy waves crashing on the beach. This 1.6-kilometre trail
descends through a thick forest and arrives at a sandy beach
that features striking rock formations, which help create
some memorable (and massive) scenes of wild ocean spray
from the sheer force of the oncoming waves.
1.6 km
Nuu Chah Nulth Trail
As the longest hiking trail in Pacific Rim National Park, the
3.8-kilometre Nuu Chah Nulth Trail follows a path of raised
wooden boardwalks through the dense rainforest towards
Florence Beach. Formerly known as the Wickaninnish Trail,
the Nuu Chah Nulth Trail begins along the South Beach Trail.
Includes 284 stairs.
3.8 km
Willowbrae Trail
The 2.8-kilometre Willowbrae Trail is a short hike that
follows a wide gravel route before descending down a long
wooden staircase to a beautiful, secluded beach area.
Although the Willowbrae Trail begins south of the TofinoUcluelet junction, the trail is still within Pacific Rim National
Park.
The 1-kilometre Halfmoon Bay Trail is a short hike that takes
you through a lush rainforest before descending a steep set
of wooden, cliff-hugging steps that exit onto a scenic and
secluded beach area.
2.8 km
Halfmoon Bay Trail
1 km
Name
Short Description
Capacity
(Hectares)
Neighbourhood Parks
Village Green Park
Playgrounds, seating, grassy areas, gazebo, tennis
courts, basketball courts and skatepark.
87
Centennial Park
Playground, half basketball court, picnic table
Grice Park
aka kayak launch, picnic tables, historic anchor,
Harbourfront Trail, Hera underwater wreck site
Thirs St Vista Point
View spot, banches and picnic tables. Historic anchor
Bert Demeria Memorial
Park
Chesterman Beach Park
Undeveloped park land
Tonquin Park
Large park parcel with beach access via wooden bridges,
stairs and walkways.
Just over 2 acres of land currently accessed from Lynn
Rd,adjacent to Solwood.
Katie Monks Park
Heritage, arts, and cultural assets
Name
Eagle Aerie Gallery / Roy Henry
Vickers
House of Himwitsa Native Art
Gallery
Reflecting Spirit Gallery
Type of Heritage, Arts, or
Cultural Assets
Art Galleries & Studios
Short Description
Shorewind Gallery
The Village Gallery
Rubio - Tofino
Burlwood Studio
Humanity at Cedar Corner
Freedom Cove Gardens
Coastline Art Inc
Spirit of the Fire Glass Studio
Tofino Art Glass
Mark Hobson Gallery
Tofino Public Market
Tofino heritage buildings
Heritage
Tla-o-qui-aht cultural sites
Heritage
Archaeological Sites - BC Provincial
Heritage Register - Numerous
St. Columba Church
Heritage
Anchors scattered around town
(Tonquin Foundation).
Heritage
Harold Monk’s property (The Land
Conservancy)
Heritage
District of Tofino building,
Heritage
Heritage
Weekly market 10 am to 2 pm,
May long weekend to the end of
September
100 years old this year and in
excellent condition
88
Heritage, arts, and cultural assets
Name
Type of Heritage, Arts, or
Cultural Assets
particularly the theatre; Gary Marks
should be a national treasure.
Tonquin Foundation’s Maritime
Museum
West Coast Surf Museum
Museum
Tofino Community Hall
Venues
Clayoquot Sound Community
Theatre
Venues
Public Library
Venues
Short Description
Museum
Large open space, kitchen,
washrooms and storage/janitor
room)
Presents and/or facilitates a
number of plays, weekly movies,
performances and events.
The Tofino branch opened in
1968. Before this, residents of
Tofino received their books in
wooden crates shipped by boat.
The library branch has been in its
current location since 2005.
Festivals and Events
Name
Short Description
Dates
Annual Tofino Skateboard Contest
ArtSplash Visual Arts Show
Artshow
March
Culinary Arts
November
Canada West Paddle Surf Festival
Carving on the Edge festival
Clayoquot Oyster Festival
Cold Water Classic Surf Competition
Culture Heritage Festival
September
FEAST BC!
Culinary Arts
May
Jingle Into Christmas
Shops open late
November
Lantern Festival
Family Festival
August
Maritime Festival
Heritage Festival
July
Missoula Childrens Theatre
Theatre & Youth
February
Monday Movie Nights
Film Arts
Year round
Pacific Rim Summer Festival
Music and Arts
Festival
Community
Festival
July
Pacific Rim Whale Festival
March
89
Festivals and Events
Name
Short Description
Dates
Queen of the Peak Womens Surf
Competition
Random Acts of Art
Surf Competition
October
Annual Street Art
April
Rip Curl Stew
Surf Competition
June
Saturday Public Market
Arts, crafts, foods
May - Sept
Shorebird Festival
Biridng event
May
Surf SUP Festival
SUP Festival
July
Tofino Box Parade
Annual Street Art
April
Tofino Food & Wine Festival
Culinary Arts
June
Tofino International Film Festival
Film Arts
October
Tofino Legion Fishing Derby
Fishing
Tofino Salt Water Classic Fishing Derby
Fishing
West Coast Winter Music Festival
Music Series - 5
concerts
Craft Market
Winter Celebration Artisan Festival
Conference and Meeting Facilities
Name
Short Description
December-April
December
Number of
Meeting
Rooms
3
Square
Footage
Capacity
4000
24, 40 &
160
837
30-50
Best Western Tin Wis
Resort
Vancouver Island Conference Centre
features the largest meeting space
on Canada's Pacific Rim
Long Beach Lodge Resort
Meetings, full restaurant and bar
Marina West Motel
Our waterfront meeting rooms offer
a spectacular views of Clayoquot
Sound and are perfect for
conferences, meetings, private
parties, waterfont barbeques,
corporate retreats, focus sessions or
special occasions.
2
120
Reserve - Greenpoint
Theatre
Reserve - Kwistis Visitors
Centre
Seasonal theatre
1
130
(outdoor)
Theatre and sun room
1
60
(theatre)
15-20
(sun
room)
90
Conference and Meeting Facilities
Name
Short Description
Number of
Meeting
Rooms
1
Square
Footage
Capacity
Pacific Sands Resorts
Outdoor firepit, catering
St. Columba Church
Over 100 years old!
1
Tofino Botanical
Gardens
Twelve acres of gardens, forest, and
shoreline that explore the
relationship between culture and
nature.
Weddings and other events. Full
kitchen.
meeting and community events
1
30-50
outside
1
300
1
50-75
Tofino Legion Hall
Live bands, weddings, events, full bar
and kitchen
2
223
standing,
150
sitting
Wickaninnish
Community School
Meetings
1
Wickaninnish Inn
Chesterman Beach
Salal Room & Carving
Shed
Humanity at Cedar
Corner
Art shows, full restaurants and bar.
1
Tofino Community Hall
Tofino Legion
Downstairs
Music, art, meetings, workshops, play
50
80
60
60
Accommodation
Name
Adventure Tofino
Accommodation
Type
bed & breakfast
Room Capacity
Black Bear Guesthouse
bed & breakfast
3
Brimar B&B
bed & breakfast
3
Chesterman Beach B&B
bed & breakfast
3
Chesterman House
bed & breakfast
3
Gull Cottage B&B
bed & breakfast
3
Heron Cottage
bed & breakfast
2
Meares Retreat Waterfront B&B
bed & breakfast
2
Sauna House B&B
bed & breakfast
3
Seafarer's B&B
bed & breakfast
2
Botanical Garden Ecolodge
bed & breakfast
26-32
If hostel, number
of beds
3
91
Accommodation
Name
Cox Bay Resort
Accommodation
Type
condo-hotel
Room Capacity
Ocean Village Beach Resort
home vacation rental
51
The Botanical House
6
Sea Star
3
Tofino Inlet Cottages
4 suites and a house
Tofino Inlet Cottages
1 (+4 cabins)
Cathies Beachfront Cottage
3
Clayoquot Wilderness Resort
20
Cobble Wood & Bird Sanctuary
Guest House Suites
Gold Coast Retreat
5
3
Tofino Vacation Rentals
Gordo's Beach House
hostel
20
suites/townhouses, 7
Cabins, 17 houses
2
Tofino Travelers Guesthouse
hostel
Tofino Trek Inn B&B
hostel
3
Whalers on the Point
Guesthouse HI Tofino
Best Western Tin Wis Resort
hostel
60
hotel
85
Long Beach Lodge Resort
hotel
41 (+20 cabins)
Middle Beach Lodge
hotel
45 (+19 cabins)
Wickaninnish Inn
hotel
75
Paddlers Inn
inn
Dolphin Motel
motel
14
Duffin Cove Resort
motel
11 (+2 cabins)
Jamie's Rainforest Inn
motel
2 bedroom cabin
Marina West Motel
motel
63
Schooner Motel
motel
18
Tofino Harbourview Motel
motel
Tofino Swell Lodge
motel
If hostel, number
of beds
40
56
30
7
Culinary
Name
Big Daddy's Fish Fry
Type of
Restaurant
Casual Dining
Short Description
If you like fish & burgers this is the
92
Culinary
Name
Type of
Restaurant
Short Description
place to go in Tofino
Breakers Fresh Food Café
Casual Dining
Deli style dining
Common Loaf Bake Shop
Casual Dining
Driftwood Café on Chesterman Beach
Casual Dining
Venue used for art shows, meeting,
events.
Elegant dining experience in a
comfortable setting. Our diverse
menu includes a variety of Nuu-ChahNulth cuisine as well as a traditional
selection of West Coast Fare. A full
Children's menu is available.
Marina West Motel
Casual Dining
Middle Beach Lodge
Casual Dining
The Inn at Tough City
Casual Dining
Wildside Grill
Casual Dining
Caffe Vincente
Casual Dining
Darwin's Café at Tofino Botanical Gardens
Casual Dining
Surf Sisters
Calm Water Restaurant
Coffee & Tea
Shops
Fine Dining
Schooner Restaurant
Fine Dining
Shelter Restaurant
Fine Dining
Freshmade Gourmet take-out foods
that showcase Vancouver Island
farmers.
Seafood, Steaks & Cocktails
SOBO Restaurant
Fine Dining
Events and films
Spotted Bear Bistro
Fine Dining
The Great Room at Long Beach Lodge
Resort
Fine Dining
Venue used for art shows, live music,
readings, cooking events.
Spotted Bear Bistro offers upscale
classic comfort food with a focus on
the abundance of quality products
available on Vancouver Island.
The Pointe Restaurant
Fine Dining
The Tofitian
Food to Go
Café
Tacofino
Food to Go
Outdoor sitting, Food Truck
Chocolate Tofino
Food To Go
Dockside Smoked Fish Store
Food To Go
Green Soul Organics
Food To Go
RedCan Gourmet
Food To Go
Tofino Sea Kayaking Company
Food To Go
Tofino Tea Bar
Food To Go
Trilogy Fish Store
Food To Go
Workshops, meetings, wedding, art
shows, festivals.
Tofino's organic & natural grocery
store + more.
on-site sushi restaurant and bar
Enjoy an espresso and locally made
treat
Serving 40 different kinds of
premium loose leaf tea
The freshest seafood. Straight from
93
Culinary
Name
Type of
Restaurant
Short Description
the boat to the kitchen to your plate.
Tofino Coffee Roasting
Food to Go
Café, craft roaster
Tofino Brewery
Food/Drink
to Go
Local craft brewery
94
A PPENDIX C V ISION
TO
A CTION O UTCOME A SSESSMENT
D ESIRED O UTCOMES
The V2A planning structure elaborates on the V2A goals by articulating desired outcome
statements to further describe the more specific yet non- prescriptive, outcomes required to
achieve the goals. The following desired outcome statements are the ones that best relate to the
TMP vision and goals helping to elaborate on what tourism requires, delivers and supports a
generation from now. 2
- COMMUNITY WELLBEING
-
Community Life
- Ecosystems and watersheds are healthy and flourishing,
biodiversity is preserved, and wilderness is protected.
- Clayoquot Sound is a thriving marine environment, no longer
subject to toxic effluent discharge.
- Residents have access to healthy food and opportunities to
grow, harvest and buy local food.
- Tofino residents and visitors enjoy clean air and water, and a
dark night sky.
- A diversity of housing forms is available throughout the
community, and housing is healthy and affordable for all
residents and seasonal employees.
- Old growth features in the town are preserved to reflect the
area landscape.
- All local beaches are publicly accessible, and erosion of
sensitive beach environments is minimized.
Economic Development
- Tofino has a unique and strong local economy comprised of
arts, culture, education, heritage, food offerings, eclectic
locally-owned businesses, and water-based industries that
include tourism, fishing and aquaculture.
- Tofino’s businesses increasingly source their products and
services locally.
- Tofino has become a centre of excellence in learning, research
and development, value-added industries, and sustainable ecotourism activities.
- All Tofino residents have employment that allows them to
achieve their personal goals.
- Development goals respect the inherent ecological and fiscal
limits to growth within our community and wider bioregion.
- Greenhouse gas emissions from vehicle travel, the food
system, waste and buildings are reduced.
- Tofino is a leader in promoting and adopting green,
renewable and sustainable technologies.
- Tofino's tourism amenities and offerings enable visitors to
interact with the natural environment with minimal impact.
- Tofino is moving towards a plastic free and zero waste goal.
- All local beaches are publicly accessible, and erosion of
sensitive beach environments is minimized.
- A thriving beach stewardship culture keeps beaches and
waterfront areas clean, and protects natural features and
ecological functions.
- Parks, natural green spaces and greenways are abundant
throughout the community and within neighbourhoods, and
are interconnected and well-used.
- Homes and neighbourhoods integrate natural areas and
systems, use innovative environmental features, and are
energy efficient.
- All infrastructure and construction uses more sustainable
materials, is economically viable, and is more energy
efficient.
-
T OURISM N EEDS TO S UPPORT
- Citizens are happy, healthy and active, and enjoy a variety of
year-round recreation and leisure opportunities and activities
that promote physical, mental, emotional and spiritual health.
NATURAL ENVIRONMENT
2
All the V2A desired outcomes relate to the TMP in some capacity, but these ones are more closely
related to the tourism vision and where tourism has the potential for the most direct impact.
95
- V I S I T O R E C O N O M Y &E X P E R I E N C E
- Tofino’s tourism economy is robust and year-round, maximizing the visitor experience while maintaining the community's
eclectic nature and strong social fabric.
Activities, culinary, accommodation and attractions
- Tofino has a unique and strong local economy comprised of arts, culture, education, heritage, food offerings, eclectic locallyowned businesses, and water-based industries that include tourism, fishing and aquaculture.
- Tofino has become a centre of excellence in learning, research and development, value-added industries, and sustainable ecotourism activities.
- Tofino's tourism amenities and offerings enable visitors to interact with the natural environment with minimal impact.
- A thriving beach stewardship culture keeps beaches and waterfront areas clean, and protects natural features and ecological
functions.
- All local beaches are publicly accessible, and erosion of sensitive beach environments is minimized.
- Tofino residents and visitors enjoy clean air and water, and a dark night sky.
-
T OURISM N EEDS TO D ELIVER
- Parks, natural green spaces and greenways are abundant throughout the community and within neighbourhoods, and are
interconnected and well-used.
- Arts, culture, heritage, natural features and First Nations heritage are appreciated, protected and promoted, contributing to
the local economy, community vibrancy, and increased cultural tourism and investment.
- Downtown Tofino is vibrant, with a mixture of residential amenities, commercial uses and a working waterfront.
- Buildings combine Tofino’s eclectic character and west coast design elements at a scale and feel appropriate to its small
coastal nature, while protecting natural amenities and viewscapes.
- Accommodation experience?
Infrastructure, services and access
- Excellent communications infrastructure exists throughout the community.
- Sufficient clean water is available to all, and there is a strong culture and practice of water and energy conservation
- Stormwater treatment maximizes the use of natural systems, and wastewater is treated in an environmentally friendly
manner.
- Improved pedestrian and bicycling infrastructure and public transportation services within and around Tofino minimize
residents’ and visitors’ need to drive.
- Tofino is the transportation hub for Clayoquot Sound and an active participant in marine, road and air access planning,
development and management.
- Tofino is prepared to cope with natural disasters.
- Sufficient policing, fire and health services are available to meet the needs of the community
- Access?
CAPACITY TO DELIVER
Partnerships
- There is a strong culture of collaboration, volunteerism and community service, as well as new ways of thinking and doing to
seize opportunities and address challenges.
TOURISM
R EQUIRES
- Strong partnerships with neighbouring communities enhance regional tourism offerings.
- Public spaces and community events promote dialogue, social participation and intellectual development.
People, Skills and Abilities
- All Tofino residents have employment that allows them to achieve their personal goals.
- A diversity of housing forms is available throughout the community, and housing is healthy and affordable for all residents and
seasonal employees.
- Tofino has become a centre of excellence in learning, research and development, value-added industries, and sustainable ecotourism activities.
- Everyone in the community has access to learning and education opportunities.
- Funding for tourism?
- Technology systems for tourism?
- Community support?
96
References
1 District of Tofino 2012-2016 Resort Development Strategy
2 BC Resort Community Labour Market Strategic Analysis, 2013
3 District of Tofino 2012-2016 Resort Development Strategy
4 Tourism Indicators 2012, prepared for Destination BC by BC stats – January 2014
5 Vancouver Island average portion of BC Room Revenue from 2000-2010 was 17.5%, BC Stats Room Revenue to 2010.
6 Regional Economic Analysis Vancouver Island and Central/Sunshine Coasts: Final Report February 2009
7 Tofino portion of BC room revenue from 2010-2012 was 2.2%, BC Stats Room Revenues 2010-2012
8 Visitor Profile Tofino, Summer 2013
9 State of the Parks Report - Pacific Rim National Park Reserve. 2009
10 2012 In-Market Research Report Vancouver Island, Tourism BC
11 Tourism Industry Association of Canada (2012). The Canadian Tourism Industry: A Special Report.
12 CTC, Tourism Snapshot, January 2013
13 CTC, Tourism Snapshot, November 2013
14
Statistics Canada, International Travel: Advance Information Catalogue no. 66-001-P
15
Cansim Table 427-0001 Number of international travellers entering or returning to Canada, by type of transport,
monthly (persons)(1,7)
16
Vancouver Island, Regional Tourism Profile, Destination BC April 2013
BC Stats, Tourism Indicators 2012.
18 BC Stats, Tourism Indicators 2012 and BC Ferries Traffic Statistics
19 2012 In-Market Research Report – Vancouver Island, Tourism BC
20 BC Economic Forecast Council, 2013
21 Alberta Budget 2013| Responsible Change, Economic Outlook 2013
22 Washington State Economic and Revenue Forecast, November 2013
23 United Way Seniors Vulnerability Report, 2011
24 UNWTO World Tourism Organization (2011). AM Reports Volume 2 'The Power of Youth Travel'.
25 Canada Tourism Commission 2012 Strategy Presentation
26 Tourism Industry Association of Canada (2012). The Canadian Tourism Industry: A Special Report .
27 GO2 BC Resort Community Labour Market Strategic Analysis, 2013
28 Vancouver Island Tourism Labour Market Study, Vancouver Island Tourism HR Steering Committee, 2009
29
Outdoor Participation Report 2013, Outdoor Foundation
30 Aboriginal Tourism Opportunities for Canada U.K., Germany, France CTC, 2007
31
TAMS 2006: U.S. Activity Profile: Aboriginal Cultural Experiences While on Trips, 2006
32
CANADIAN TOURISM COMMISSION | 2012 ANNUAL REPORT
33
Tofino OCP, 2013
17
97

Tofino TOURISM MASTER PLAN - Whistler Centre for Sustainability

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