Ucluelet Economic Development Strategy FINAL REPORT April 2012 Prepared by:
Vann Struth Consulting Group Inc. www.vannstruth.com For:
TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................................. IV 1. INTRODUCTION ...................................................................................................................................... 1 What is Economic Development? .......................................................................................................... 1 Economic Development Vision .............................................................................................................. 2 Scope of a Local Economic Development Strategy ............................................................................... 2 Study Process ......................................................................................................................................... 3 2. ANALYSIS AND CONSULTATION ............................................................................................................. 4 2.1.
Economic Analysis Summary ......................................................................................................... 4
2.2.
Community Survey Summary ........................................................................................................ 9
2.3.
Ucluelet Harbour ......................................................................................................................... 13
2.4.
Ucluelet’s Competitive Position .................................................................................................. 22
2.5.
Priority Analysis of Economic Development Opportunities ........................................................ 24
3. ECONOMIC DEVELOPMENT FUNCTION AND PARTNERSHIPS ............................................................. 29 3.1.
Structuring an Economic Development Function ........................................................................ 29
3.2.
Economic Development Partners ................................................................................................ 33
4. STRATEGIES .......................................................................................................................................... 35 Goal #1: Realign Economic Development Structure and Tools ............................................................... 37 Strategy 1. Realign economic development function according to strategic priorities and budget........... ....................................................................................................................................... 37 Strategy 2. Create and operate business retention & expansion (BRE) program. ........................... 38 Strategy 3. Use communication tools to engage local community and outsiders about Ucluelet opportunities. ...................................................................................................................................... 40 Strategy 4. Maintain information and promotional tools ................................................................ 41 Strategy 5. Establish ongoing working relationship and partnerships with neighbouring First Nations.......... ....................................................................................................................................... 42 Strategy 6. Establish ongoing working relationship and partnerships with neighbouring communities, the provincial and federal governments, and local community organizations. ........... 43 Strategy 7. Participate in regional economic development initiatives where appropriate. ............ 44 Strategy 8. Develop and maintain regular points of contact for Mayor and Council and the business community. ........................................................................................................................... 45 Goal #2: Invest in Ucluelet’s Human Potential ........................................................................................ 46 Strategy 9. Pursue a new post‐secondary educational facility and/or research institute. .............. 47
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 10. Increase connection between educational institutions and the business community..... ...................................................................................................................................... 48 Strategy 11. Develop business resource package, including referral service, to support entrepreneurs and small businesses ................................................................................................... 49 Strategy 12. Continue to support the redevelopment of Tofino General Hospital and the expansion of public health services in Tofino and Ucluelet. ................................................................................. 50 Strategy 13. Continue to support arts, cultural, sport and other services and programs aimed at supporting a high quality of life ........................................................................................................... 51 Strategy 14. Continue to ensure a range of housing choice in the market. ..................................... 52 Goal #3: Enhance Physical Infrastructure for Economic Development .................................................. 53 Strategy 15. Ensure sufficient supply of employment land and encourage sufficient development of commercial space ............................................................................................................................ 53 Strategy 16. Support continued improvement to regional transportation infrastructure. ............. 54 Strategy 17. Ensure community access to state‐of‐the‐art telecommunications infrastructure..... 55 Goal #4: Capitalize on Harbour‐Related Opportunities .......................................................................... 56 Strategy 18. Secure funding to undertake a renewal of key harbour infrastructure. ...................... 56 Strategy 19. Retain and expand the network of marine‐related support services. ......................... 58 Strategy 20. Support the commercial fishing, aquaculture and processing sectors in the development of new and higher‐value seafood products. ................................................................. 59 Strategy 21. Expand the pedestrian and tourist connection to the harbour. .................................. 60 Strategy 22. Support the expansion of other marine‐related commercial activities. ...................... 61 Goal #5: Pursue Targeted Economic Development Opportunities ......................................................... 62 Strategy 23. Support growth of the tourism sector. ........................................................................ 63 Strategy 24. Support the expansion of forestry and wood products manufacturing. ..................... 64 5. IMPLEMENTATION AND PERFORMANCE MONITORING ..................................................................... 65 Annual Work Plan ................................................................................................................................ 65 5.1.
Implementation Summary ........................................................................................................... 66
5.2.
Performance Monitoring ............................................................................................................. 67
Part 1. Measuring economic development projects ........................................................................... 67 Part 2. Monitoring Overall Economic Conditions ................................................................................ 68 APPENDIX A: UCLUELET ECONOMIC ANALYSIS REPORT ............................................................................. 71 A‐1: Community Overview ...................................................................................................................... 73 A‐2: Population Growth and Demographics ........................................................................................... 77 A‐3: Labour Force .................................................................................................................................... 83 A‐4: Employment Profile ......................................................................................................................... 87
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
A‐5: Housing and Development .............................................................................................................. 92 A‐6: Property Taxation ............................................................................................................................ 97 A‐7: Tourism ............................................................................................................................................ 99 APPENDIX B: UCLUELET COMMUNITY SURVEY REPORT ........................................................................... 103 Living in Ucluelet ................................................................................................................................ 103 Economy ............................................................................................................................................ 106 Economic Development ..................................................................................................................... 110 Community Development.................................................................................................................. 118 Categorizing the Respondents ........................................................................................................... 124 APPENDIX C: PRIORITY ANALYSIS OF ECONOMIC DEVELOPMENT OPPORTUNITIES ................................ 126 Opportunities ..................................................................................................................................... 127 Evaluation Criteria ............................................................................................................................. 129 Rating System .................................................................................................................................... 130 Rating the Opportunities ................................................................................................................... 131 Summary of Evaluation Results ......................................................................................................... 146 APPENDIX D: ECONOMIC DEVELOPMENT MODELS IN BC ........................................................................ 148 APPENDIX E: RESEARCH SOURCES ............................................................................................................ 156
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
EXECUTIVE SUMMARY The Ucluelet Economic Development Strategy has been prepared to guide economic development initiatives in the community. The ultimate goal is helping to create a more prosperous local economy that yields quality employment and business opportunities while providing the means to support excellent public amenities and services. STUDY PROCESS Vann Struth Consulting Group Inc. was retained by the District of Ucluelet in the fall of 2010 to complete three related projects: the community economic analysis (Appendix A), a community survey (Appendix B), and an economic development strategy. Additional financial support for the project was provided by the Ucluelet Harbour Authority (UHA) so that some additional time and focus could be applied to harbour‐related issues. ECONOMIC ANALYSIS Key conclusions from the economic analysis include: Population has been relatively stable in the last 30 years, with periods of moderate decline and growth (including from 2005 to the present). There is a youthful adult population, with significantly more residents in the prime working‐age years of 25‐54. Median employment incomes are lower than BC average, largely due to seasonality. Total community income is mainly reliant on employment, which is consistent with the younger age profile. Very high labour force participation rates also reflect the youthful population. There are a high number of college graduates and relatively fewer university graduates. There is a strong cluster of arts and communications graduates. Like most BC communities, Ucluelet building permit values have been significantly higher since 2004. Housing prices are less than Tofino but higher than some other similar communities. Municipal property taxes and charges are competitive with similar municipalities. Tourism is down in BC and Vancouver Island but faring better in Ucluelet. COMMUNITY SURVEY Key conclusions from the community survey include: Residents are satisfied with quality of life in the community and greatest satisfaction by far is with trails. The local economy is perceived in worse shape than 5 years ago, but there is significant optimism for the future. IV
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
An estimated 60% of everyday spending by local residents is in Ucluelet. Residents desire more affordable food and clothing and a greater variety of goods and services. Ucluelet's sense of community is the main selling feature to outside businesses. Seasonality is the main challenge. Tourism is viewed as the most important future industry. Expanding employment and helping existing businesses are top economic development priorities.
UCLUELET'S COMPETITIVE POSITION Based on all of the background research and analysis, the following summarizes the key economic development strengths and weaknesses of Ucluelet. Strengths: Lifestyle and natural beauty. Summer tourist traffic to the West Coast creates a substantial market for tourism ventures. Youthful, active labour force with high education levels compared to similar communities. Access to natural resources (fish, wood, waves, minerals) and support for responsible, sustainable use of these resources. Demonstrated ability to attract people, as many of Ucluelet's current residents are relative newcomers to the community. Quality, affordable municipal infrastructure (such as the water system). Excellent marine infrastructure with a natural harbour and well‐developed harbour facilities and support services. History and culture (including First Nations). Strong sense of community (referred to by residents as “like a big village”). Local government commitment and support for economic development, as shown by the long‐ standing operation of the UEDC and the support for this Economic Development Strategy. Weaknesses: Transportation limitations with dangerous highway route and limited air and sea links. Highly seasonal tourism market impacts the viability of year‐round tourist‐oriented businesses and amplifies the seasonal nature of Ucluelet's other core industries of fishing and forestry. Housing affordability was identified as a major challenge in the community survey. Relatively small population and local market area limits the viability of some local‐serving businesses. Limited health services with the local hospital in Tofino and its steady loss of services over time. Prevalence of low‐paying jobs leading to under‐employment and making it difficult to keep highly‐educated people in the community. Under‐utilized and in some cases run‐down commercial space. V
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
PRIORITY OPPORTUNITIES A detailed analysis was undertaken on some of the opportunities that had been identified through the consultation process and previous studies. The analysis considered how well each opportunity fits with Ucluelet’s characteristics, the benefits that each opportunity would provide to Ucluelet, as well as the degree to which the opportunity can be influenced by the Ucluelet economic development office. The opportunities that score highest are in Ucluelet’s existing strengths ‐ fishing, tourism and forestry, as well as the emerging opportunity of post‐secondary education. These results support an important principle that is often overlooked ‐ that the greatest benefit of economic development initiatives is often helping to maintain and strengthen existing leading industries, rather than focusing on something new. Ucluelet's traditional leading industries will continue to evolve, but they are very likely to remain among the leading industries well into the future. STRATEGIES The Ucluelet Economic Development Strategy is organized into five overriding goals: 1. Realign economic development structure and tools. This goal provides the framework for implementing an ongoing economic development program in Ucluelet. 2. Invest in Ucluelet’s human potential. These strategies focus on people in three ways: (i) providing more options to improve skills and education, (ii) enhancing the resources available to help local companies and entrepreneurs find new ways to create jobs and business opportunities, and (iii) continuing to support the critical services and amenities that make Ucluelet a desirable place for talented people to live and work. 3. Enhance physical infrastructure for economic development. This goal is aimed at creating and supporting favourable conditions for economic development and has strategies focused on employment‐supporting land, transportation infrastructure and telecommunications. 4. Capitalize on harbour‐related opportunities. These strategies provide additional focus on the harbour and cover both physical infrastructure issues as well as marine industries. 5. Pursue targeted economic development opportunities. These strategies highlight several areas of both existing and potential opportunity in Ucluelet and direct addition focus to those areas. There are 24 individual strategies that fit under these five goals. Each is assigned a priority level (High, Medium, Lower). All strategies are important (or else they would not be included) but the following six strategies are considered most important. Strategy 1. Realign economic development function according to strategic priorities and budget. The structure of economic development in Ucluelet is being re‐examined in connection with this strategy process and a decision on the preferred organizational structure and funding levels is required. The duties and responsibilities of this position will vary depending on how much and how quickly Council wishes to move forward with implementation. VI
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 18. Secure funding to undertake a renewal of key harbour infrastructure. Several key upgrades that have been identified include solving the challenge of excessive wear on the Otter Street ("52 Steps") dock from large vessels, dredging in the Inner Boat Basin to expand the navigable area, adding a floating breakwater to provide more shelter to moorage at the Outer Boat Basin, and multiple ideas for expanding the amount of moorage space through reconfiguring the current docks, adding more fingers at the Outer Boat Basin, establishing new facilities on public land further inside the Inlet, etc.
Strategy 9. Pursue a new post‐secondary educational facility and/or research institute. Pursuing a post‐secondary educational facility and/or research institute is one of the highest‐ scoring economic development opportunities analyzed in Appendix C. Such an institution would likely be affiliated with an established university, college or research institute and the programs offered would likely relate in some way to the community or surrounding area (e.g., forestry or fishing, environmental resource management, tourism, oceanography, rainforest research, etc.). Expanding the range of post‐secondary options in Ucluelet would not only provide more opportunities for local residents to be educated at home, it will create new high‐quality jobs and attract skilled workers and students to the community. Strategy 11. Develop business resource package, including referral service, to support entrepreneurs and small businesses. This need not be a formal document, but rather a collection of links and information sources that can be posted online, emailed to inquiring parties, or printed as the situation requires. Topics to be covered would include regulatory requirements, access to financing, business planning guidance, market research services, training programs (e.g., WorldHost training for tourism employees), succession planning, and potentially many more. Strategy 5. Establish ongoing working relationship and partnerships with neighbouring First Nations. The recently finalized Maa‐nulth Treaty covers five Vancouver Island First Nations, including two close neighbours of Ucluelet, the Yuu‐tluth‐aht (Ucluelet) and Toquaht. The treaty provides certainty over the ownership of land and resources in the area and has given each First Nation significant capital with which to invest in improving their economies and standards of living. There are possible partnership between the District and its First Nations neighbours that should be fostered through ongoing communication of economic development plans and opportunities.
VII
Strategy 6. Establish ongoing working relationship and partnerships with neighbouring communities, the provincial and federal governments, and local community organizations. As a small municipality, Ucluelet has limited resources to devote to economic development. Greater success will be achieved by leveraging partnerships with other organizations locally, in the Alberni‐Clayoquot and Vancouver Island regions, and within the provincial and federal governments. UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
1.
INTRODUCTION
The Ucluelet Economic Development Strategy has been prepared to guide economic development initiatives in the community. The ultimate goal is helping to create a more prosperous local economy that yields quality employment and business opportunities while providing the means to support excellent public amenities and services. The recommended strategies and actions follow from a comprehensive review and analysis of Ucluelet's economic competitiveness, key trends affecting the local economy, and the demographic characteristics of the local population and labour force. Several different types of consultation were employed in order to capture community input, including a detailed in‐person survey, a public workshop, and interviews with key informants both within and outside Ucluelet. WHAT IS ECONOMIC DEVELOPMENT? A practical definition of economic development is provided by the International Economic Development Council (the emphasis is added): The main goal of economic development is improving the economic well being of a community through efforts that entail job creation, job retention, tax base enhancements and quality of life. While each of the items highlighted above are aspects of economic development, they are really just means to an end. A larger local tax base and more well‐paying jobs are certainly desirable in their own right, but more importantly they provide the means for Ucluelet residents and the community as a whole to individually and collectively improve quality of life, however that is defined by each person. This more holistic approach is similar to initiatives such as the United Nations’ Human Development Index, which has three key dimensions ‐ health (long and healthy lives), access to knowledge (schooling) and standard of living (incomes). Even though economic development is outwardly focused mainly on the third dimension ‐ improving incomes and therefore material standards of living ‐ the true purpose is much better reflected in the UN's definition of human development, as expressed by Mahbub ul Haq (1934‐1998), the founder of the Human Development Report (emphasis is added): The basic purpose of development is to enlarge people's choices…. People often value achievements that do not show up at all, or not immediately, in income or growth figures: greater access to knowledge, better nutrition and health services, more secure livelihoods, security against crime and physical violence, satisfying leisure hours, political and cultural freedoms and sense of participation in community activities.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
ECONOMIC DEVELOPMENT VISION Economic development is not a stand‐alone activity ‐ it should complement and support other community aspirations. This is expressed through the community vision in Ucluelet's Official Community Plan (OCP): Ucluelet’s built and natural environment respects, above all, the outstanding diverse natural habitat and optimizes recreational opportunities for its citizens and its visitors. Ucluelet residents enjoy a high quality of life built upon a sustainable and diversified local economy. SCOPE OF A LOCAL ECONOMIC DEVELOPMENT STRATEGY Modern economies are immensely complex, with supply chains and personal networks linking Ucluelet to actions and events occurring around the world. Of the many factors that influence economic development in Ucluelet, only a limited number are under the control or influence of local companies, individuals and public agencies. The federal and provincial governments have greater influence in some areas, but most influential of all are market forces beyond the control of anyone. The emphasis in this document is on strategies and actions to be implemented primarily at a local level (and sometimes beyond the local area through partnerships and lobbying efforts) to enhance local economic development. This is true regardless of how the District of Ucluelet chooses to deliver economic development services in the future (an issue addressed in more detail in Section 3.1). Unlike some other economic development strategies, this document is not highly focused on specific sectors. The reason is that future developments in the economy are unpredictable and it is better to be prepared for a wide variety of potential opportunities than to focus on selected areas that may or may not be realized, and possibly missing other opportunities at the same time. That being said, there is a high likelihood that some of the current and historic economic pillars of Ucluelet’s economy ‐ notably the fishing industry (including fish processing), forestry and tourism ‐ will remain important into the future. It is therefore wise to continue to make investments in order to maintain and build upon strengths in these areas, with an added focus on select areas like education and continuing to push for higher‐value production across all sectors. (After all, the only way for incomes to sustainably rise over time is for the value produced per worker to also increase). The other important feature of this Strategy is the very limited focus on investment attraction. The pursuit of companies who will relocate or move operations to a community is always the most high‐ profile aspect of economic development, but is almost always a minor part of total job creation and growth in a community, while at the same time being the most expensive and highest‐risk initiative in an economic development program.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
There can also be a negative psychological effect to the focus on attracting outside investment. It suggests that the solution to economic challenges always comes from outside the community, that if the community can only get the attention of the outside world, it will be "rescued". This detracts from a community's focus on what it can do for itself and may obscure the fact that most job creation and economic growth is generated by individuals and businesses that have already chosen to make the community their home and are therefore already committed to its success. This Strategy focuses much more on the conditions for economic development in Ucluelet and ensuring they are as favourable as possible, as well as focusing on Ucluelet's citizens as the primary source of the new business ideas and improvements that will drive the local economy forward. External investment may be needed to capitalize on some opportunities, but pursuing that investment is a secondary focus. STUDY PROCESS Vann Struth Consulting Group Inc. was retained by the District of Ucluelet in the fall of 2010 to complete three related projects: the community economic analysis (Appendix A), a community survey (Appendix B), and an economic development strategy. Additional financial support for the project was provided by the Ucluelet Harbour Authority (UHA) so that some additional time and focus could be applied to harbour‐related issues. The survey was conducted with the assistance of two interviewers, who conducted in‐person interviews from January to March 2011. Most of the research and analysis for the community economic analysis was conducted during the same time frame. A workshop was held with District Council and Staff in April 2011 that presented the results of the economic analysis and survey and discussed issues to be addressed in the strategy. Additional meetings with community members, including representatives of the Ucluelet Harbour Authority and former staff and advisory committee members of the Ucluelet Economic Development Corporation (UEDC) were conducted on the same trip. A workshop with the public and 2nd workshop with Council were held in May 2011. A draft version of the strategy was presented and discussed with Council at the Annual General Meeting of the UEDC in July 2011. The report was then completed as a final draft report in October 2011 and subsequently received in final form by District Council in April 2012.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2.
ANALYSIS AND CONSULTATION
The creation of a comprehensive economic development strategy requires an in‐depth understanding of the background context for economic development in Ucluelet. The context includes prevailing economic conditions in Ucluelet and beyond, the community's relative strengths and weaknesses as a business location, the particular opportunities that are judged most beneficial for the community to pursue, and the general public's level of support for various types of initiatives. All of these topics are addressed in this chapter of the report, although in several cases the full analysis is contained in the appendices with only a summary in the chapter. 2.1.
ECONOMIC ANALYSIS SUMMARY
As a precursor to the creation of Ucluelet's Economic Development Strategy, a detailed Economic Analysis of the community was completed. The purpose of the analysis was to collect a wide range of information on the economy of Ucluelet and the surrounding area and to distill from it useful information on trends, issues, opportunities and relative advantages and disadvantages. The full study is contained in this report as Appendix A, starting on page 67. Some of the key findings that helped to inform the strategies are summarized below. POPULATION GROWTH AND DEMOGRAPHICS
Steady population. Ucluelet's population has been relatively stable since the 1981 Census, with periodic periods of moderate decline (loss of roughly 200 residents from the mid 1990s to mid 2000s) followed by periods of growth (2006 to 2011).
Ucluelet Population & Share of ACRD, 1956‐2011 (Source: Statistics Canada Census) 1,800 1,595
1,593
1,600
1,559
1,512
1,627 1,487
10%
1,400 1,180
1,200
8%
1,054 1,018
1,000 782
800 600
3.7%
520 3.0%
400
4.9% 3.2%
5.0%
5.1%
5.2%
5.1%
4.8%
5.2%
3.7%
6%
4%
2.3% 2%
200 0
0% 1956 1961 1966 1971 1976 1981 1986 1991 1996 2001 2006 2011 Ucluelet % of ACRD
4
12%
1,658
Ucluelet
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Youthful adult population. Ucluelet's Population by Age Groups, Ucluelet & BC, 2006 (Source: Statistics Canada Census) population is substantially younger than BC overall, with 49.3% significantly more residents in 43.5% the prime working‐age years of 25‐54 and far fewer senior citizens. There are only slightly more children than the BC 16.5% 15.8% 14.6% 13.1% 13.4% 12.3% 13.4% average, however, as a very high 8.1% percentage of adult residents have never been married (either Age 0‐14 Age 15‐24 Age 25‐54 Age 55‐64 Age 65+ legally or common‐law). BC Ucluelet Appealing location for BC residents. Ucluelet has a demonstrated history of attracting new residents from elsewhere in BC. This suggests the community is attractive for its quality of life but also that large‐scale economic opportunities would be able to successfully attract workers from elsewhere, if necessary. Small immigrant presence. Compared to similar communities, Ucluelet has relatively few immigrants and relatively few residents with non‐English mother tongues. Median employment income is lower, but mainly due to seasonality. Median income from full‐ time, full year jobs in Ucluelet is comparable to the BC average, but there are fewer of those jobs due to the seasonal nature of the local economy. Ucluelet is mainly reliant on employment income. A higher share of total personal income in Ucluelet is from employment and a smaller share from retirement‐related pensions and investments. This is largely due to the younger age profile in the community.
LABOUR FORCE
5
Very high labour force participation rate. Ucluelet's labour force participation rate is far higher than the BC average, largely due to the younger age profile in the community. This is a benefit to economic development due to the larger number of potential workers for a community of this size.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
High number of college Highest Educational Attainment, Age 25‐64, 2006 (Source: Statistics Canada Census) graduates, low number of 12.4% university graduates. Ucluelet's Less than high school 15.4% overall level of post‐secondary 25.9% High school graduation 27.1% completion is just below the BC 12.0% average and is higher than many Apprenticeship/trades 16.5% comparable communities. There BC 19.6% College 22.3% are a large number of graduates Ucluelet 6.1% with college certificates and University below bachelor 3.7% diplomas and relatively few with 24.1% University bachelor+ graduate university degrees. 15.4% 61.8% Total post‐secondary 58.0% Strong cluster of arts and communications graduates. Among residents with post‐secondary credentials, Ucluelet is more than 2.5 times as likely as BC overall to have graduates who studied "visual and performing arts and communications technologies". Occupational clusters related to fishing, forestry and tourism. Relative to BC overall, Ucluelet has a large number of residents who work in occupations in primary industry, "processing, manufacturing & utilities", and management. The high number of managers is related to tourism, with the large number of middle and senior managers in accommodation and food services.
EMPLOYMENT PROFILE
Ucluelet‐based jobs are concentrated in goods‐producing sectors, especially seafood manufacturing. Jobs in goods‐producing sectors were 70% more plentiful in Ucluelet than in BC in 2006 (relative to total employment). This was mostly due to seafood manufacturing, which was nearly 67 times larger in Ucluelet. Sectors that are not well‐represented in Ucluelet include retail trade; professional, scientific and technical services, which is associated with small firms and independent professionals that are often relatively footloose with respect to their business location; and health care and social assistance.
HOUSING AND DEVELOPMENT
6
Like most BC communities, Ucluelet building permit values have been significantly higher since 2004. Values fluctuate significantly year‐to‐year so the implications of the credit market crisis and subsequent slowdown in the global economy starting in 2008 are not yet clear.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Housing prices less than Tofino, but higher than some other similar communities. Ucluelet's housing prices are lower than the BC average and significantly less than Tofino's, but are higher than some other similar‐sized Vancouver Island and resort communities. The same pattern holds true for housing rents.
Assessed Value of Representative House, 2011 (Source: Ministry of Community, Sport & Cultural Development) Gold River
$126,857
Valemount Port Hardy Port McNeill Golden Lake Cowichan Rossland Radium Hot Springs Ucluelet
$305,147
Harrison Hot Springs Osoyoos Fernie Invermere Gibsons Tofino
$715,575
PROPERTY TAXATION
7
Municipal property taxes and charges are competitive. Ucluelet’s non‐residential assessment base, average residential taxes and charges, and level of business taxes compared to residential taxes are all in the mid‐range compared to similar communities.
Ratio of Business to Residential Tax Rate, 2011 (Source: Ministry of Community, Sport & Cultural Development) Port McNeill
1.50
Osoyoos Rossland Gold River Valemount Radium Hot Springs Fernie Golden Ucluelet
2.80
Invermere Gibsons Lake Cowichan Port Hardy Tofino Harrison Hot Springs
3.50
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
TOURISM
8
Vancouver Island Room Revenue & Room‐Nights
$289
$304
Room Revenue ($millions) $344 $333 $318
5,000
4,500
$303 $299
$263 $268
Room‐nights $253 (thousands) $234 $241 2,753 2,595 2,569 2,437 2,540 2,417 2,349 2,333 2,173 2,147 2,267
Thousands
(Source: Ministry of Jobs, Tourism and Innovation) Millions
Tourism is down in BC and Vancouver Island. At the provincial level, employment and gross domestic product (GDP) in tourism both declined in 2009. Within the Vancouver Island market, room revenue has declined for three consecutive years (2008‐2010) while hotel occupancy rates were below 60% in 2009 for the first time this century. Ucluelet is faring better than the region. Room revenue in Ucluelet was flat in 2008 when the global recession started, but has resumed growing in the last 2 years. Highway traffic counts also show sustained activity in Ucluelet's tourism sector. Tofino, on the other hand, has seen room revenue decline for three consecutive years, following the same trend as the region.
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Room Revenue in Ucluelet and Tofino ($ millions) (Source: BC Stats) $37.7
Millions
$32.1
Tofino $36.8
$35.3
$34.3
$32.3
$30.0 $26.9 $22.6 $20.2 $17.6 Ucluelet $8.4
$2.1
$2.6
$2.9
$3.5
$4.0
$4.9
$5.5
$6.0
$6.1
$6.6
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2.2.
COMMUNITY SURVEY SUMMARY
This Economic Development Strategy was completed while the District of Ucluelet was updating its Official Community Plan (OCP). A detailed survey was commissioned to provide community input into both the OCP and this Strategy. The survey collected feedback on living and working in Ucluelet, the local economy, and priorities for the community’s future. Two interviewers were hired by the District to conduct in‐person interviews with Ucluelet residents from January to March 2011. The survey was also distributed by mail to all Ucluelet homes. Results of the community planning‐related questions were shared with the OCP consultants in April 2011 in order to be incorporated into the final community plan. The complete survey report is contained in Appendix B, starting on page 103. The key results as they relate to the economic development strategy are summarized below. LIVING IN UCLUELET
Employment most common draw to Ucluelet. The most common reason for respondents to initially move to Ucluelet is for a job (35%), followed by quality of life (26%). Notably only 9% have lived in Ucluelet since childhood. Ucluelet residents are satisfied Satisfaction Ratings with quality of life in the Trails 4.6 community and greatest Overall satisfaction 4.0 satisfaction by far is with trails. Parks 3.6 Rec programs/services 3.4 Parks and recreation programs 3.2 Schools and services scored next highest 3.1 Arts/cultural amenities for satisfaction. Housing 3.1 Rec facilities availability and affordability 3.0 Housing availability 2.7 Health care generate more dissatisfaction 2.7 Variety of local goods than satisfaction, along with 2.7 Rental housing availability health care and the variety and 2.6 Rental housing affordability 2.5 Value of local goods value of local goods. (Note the 2.4 Housing affordability rating scale ranged from 5 for "very satisfied" to 1 for "very dissatisfied".
ECONOMY
9
Local economy perceived in worse shape than 5 years ago. Only 10% feel that it is somewhat or much better while 43% feel it is somewhat or much worse. The changes in Ucluelet's economy are more likely to be attributed to factors beyond local control (31% place greater weight on UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
external factors while 14% lean toward local factors). The largest number of respondents (43%) places an equal balance on local and external factors. Significant optimism for the future. Compared to the generally negative view of Ucluelet's economy in the last 5 years, there is significant optimism for the next 5 years. Only 8% of respondents feel the economy will be in worse shape while almost half (48%) feel it will be better.
Greater satisfaction with personal employment/business situations. A majority of respondents (53%) are satisfied with their current employment and/or business situation. But there is a sizable group of people (21%) who are dissatisfied, most of whom report having difficulty getting enough work or they feel that most available jobs are relatively low‐paid service positions.
An estimated 60% of everyday Location of Ucluelet Retail Spending spending by local residents is in Elsewhere (Estimated) 5% Mail‐order/ Ucluelet. The next most Online 3% common locations are Port Alberni (17%) and Nanaimo Nanaimo 11% (10%). The survey did not distinguish between higher‐ Ucluelet 60% spending and lower‐spending households, so as long as it can be assumed that lower‐spending Port Alberni 17% and higher‐spending households are dividing their shopping in Tofino similar ways then these results 4% are a valid approximation of where total Ucluelet retail spending is located.
Affordable food, clothing and greater variety of goods and services desired by residents. Respondents were asked what items or services "should" be available in Ucluelet. Food and clothing items were the most common responses.
ECONOMIC DEVELOPMENT
10
Sense of community is the main selling feature. When asked the best selling features to attract a business to Ucluelet, respondents cited various aspects of community spirit, values and atmosphere, as well as lifestyle and natural beauty as the main selling points. Seasonality is the main challenge. The most common challenge identified in the survey is seasonality, which affects the two primary industries of fishing and tourism. Various responses also addressed the issue of location, transportation and shipping and travel costs. Others made UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
reference to the community not being large enough to create the customer base to support businesses.
Tourism viewed as most important future industry. Tourism was mentioned most often as the important industry in Ucluelet in the next 5 years, followed by fishing, forestry and arts and culture. When asked to look 20 years into the future, the same industries were mentioned most often, with additional mentions of energy and education. Expanding employment and Ranking of Economic Development Priorities helping existing businesses are Expanding employment 4.4 top priorities. Attracting tourists Helping existing businesses 4.4 and increasing the supply of Attracting tourists 4.3 affordable housing are other top Increasing affordable housing 4.3 priorities. Attracting more Helping entrepreneurs 4.1 seasonal residents is the only Expanding goods/services 4.1 option ranked below medium. Attracting business 3.9 Improving amenities 3.9 (Note the rating scale ranged Expanding population 3.6 from 5 for "very high priority" to Expanding trained workers 3.5 1 for "not a priority at all").
Helping with exporting Attracting seasonal residents
3.3 2.8
COMMUNITY DEVELOPMENT The community development responses and detailed comments were provided to the OCP consultants as input into the finalized community plan. Changes in last 5‐10 years viewed positively. A majority of respondents (55%) have a positive view of the changes in Ucluelet in the last 5‐10 years. Only 14% have a negative view. Affordable most desired change. When asked for the major change they would most like to see in the next 5 years, affordable housing was the most common response, followed by a variety of other community amenities (including a swimming pool, ice rink, arts‐related facilities and amenities, trail expansion, a movie theatre, and more and better local goods and services providers). Looking out 20 years, generally the same things were mentioned as well as a hospital. Heavy support for vibrant village core. An overwhelming majority of respondents (90%) feel it is extremely or very important to have a vibrant village core. Strong support for water use restrictions, if necessary. About three‐quarters of respondents are in favour of water restrictions, although many commented that they would support them 11
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
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only if necessary and that activities like lawn watering are unnecessary but other options like more rain water collection and the installation of water meters should also be considered. Mixed views on safety of Summary Ucluelet's roads. There is a wide Extremely or very concerned 39% range of opinion on the safety of (4, 5 rating) Ucluelet's roads. When asked Somewhat concerned 26% (3 rating) which roads or locations are most Slightly or not concerned concerning, the most mentioned 34% (1, 2 rating) spot is the intersection of Peninsula Road and Main Street.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2.3.
UCLUELET HARBOUR
As noted in the introduction, additional financial support for the project was provided by the Ucluelet Harbour Authority (UHA). The harbour is one of the defining features of Ucluelet and a fundamental pillar of the community's economy. The additional funding provided by UHA allows for some additional focus on the harbour at several points throughout this report. This section provides some background information on harbour operations and main lines of business, as well as some of the key opportunities and challenges that form the basis for Harbour‐specific strategies later in the report. BACKGROUND Ucluelet's natural harbour has provided shelter from the ocean for thousands of years, first for many First Nations in the area and later for European settlers and Japanese fishermen. The major industrial users of the harbour have evolved over the years (sealing and whaling are no longer practiced) to reach the current situation where commercial fishing remains the largest industry, complemented by a wide variety of other users:
commercial tourism charters for Source: Google Maps whale‐watching or sport fishing, institutional users like the Coast Guard, transportation services like the seasonal passenger ferry to Port Alberni, recreational users, including those who permanently moor their boats in Ucluelet, visiting recreational boaters arriving elsewhere for temporary moorage, as well users arriving by land for all manner of water‐based activities, including kayaking, scuba diving, and sailing.
Like many communities on the BC coast, Ucluelet's main harbour facilities were originally operated by the federal Department of Fisheries and Oceans (DFO)'s Small Craft Harbours division. It was transferred to local control with the establishment of the Ucluelet Harbour Authority (UHA) in 2006.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
There are three main facilities operated by the UHA, two of which remain designated as federal Small Craft Harbours: 1. The Small Craft Harbours Ucluelet West facility, which includes the Inner Boat Basin and Outer Boat Basin (see the area labeled "Boat Basin" in the map to the right). This area is referred to in District of Ucluelet statistics on the next page as "Small Craft Harbours" 2. Whiskey Dock, which is the main dock adjoining Village Square near the District of Ucluelet offices (labeled as Government Wharf in the map to the right). 3. Otter Street Dock, known locally as "52 Steps", which is also a Small Craft Harbours facility (on the map, this is the dock at the foot of Otter Street, just above the large "Ucluelet Harbour" label). There are various other private docks located throughout the harbour, many of which are used for other commercial purposes. Source: Long Beach Maps The District of Ucluelet, through the UHA, has a dual interest in the success of the harbour. It has a financial interest through the operation of UHA facilities that generate revenue from various types of harbour users, and it has a broader interest in supporting and expanding the efficient and safe use of the harbour by all those who use it for commercial or recreational purposes. It is these big‐picture economic development benefits that are more important from an economic development perspective, provided the harbour generates sufficient revenues to operate sustainably. The main sources of revenue for Harbour Revenue by Type Ucluelet Harbour Authority are shown in $180,000 Table 1 (and summarized in the chart to LiveAboard $160,000 the right). In 2010, recreational users Charter $140,000 provided 52% of total revenues, $120,000 followed by commercial fishing (27%), Commercial $100,000 charters (18%) and "live‐a‐boards", $80,000 which are house boats (3%). In each of the years from 2008 to 2010, the Small $60,000 Recreation Craft Harbour facility has generated 86‐ $40,000 87% of these revenues, with 8‐10% from $20,000 the Otter Street dock (52 Steps) and 4‐ $0 5% from Whiskey Dock. 2008 2009 2010
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Table 1.
Ucluelet Harbour Revenue by Location and Type, 2008‐2010
Revenue Type and Location Charter .....52 Steps .....Small Craft Harbour .....Whiskey Dock Commercial Fishing .....52 Steps .....Small Craft Harbour .....Whiskey Dock LiveAboard .....52 Steps .....Small Craft Harbour .....Whiskey Dock Recreation .....52 Steps .....Small Craft Harbour .....Whiskey Dock Total
2008 $22,542 $0 $19,534 $3,008 $43,836 $586 $39,160 $4,089 $10,604 $6,464 $4,140 $0 $80,075 $5,878 $74,146 $51 $157,056
2009 $22,702 $0 $22,702 $0 $49,018 $1,946 $42,675 $4,397 $9,843 $8,132 $1,711 $0 $88,844 $6,186 $79,823 $2,834 $170,407
2010 $30,432 $0 $27,280 $3,151 $45,324 $4,172 $37,533 $3,620 $4,754 $0 $4,754 $0 $87,200 $9,464 $77,221 $516 $167,710
2009‐2010 Growth 34.0% ‐ 20.2% ‐ ‐7.5% 114.4% ‐12.1% ‐17.7% ‐51.7% ‐100.0% 177.8% ‐ ‐1.8% 53.0% ‐3.3% ‐81.8% ‐1.6%
52 Steps Total Small Craft Harbour Total Whiskey Dock Total
$12,927 $136,981 $7,148
$16,264 $146,911 $7,232
$13,635 $146,788 $7,287
‐16.2% ‐0.1% 0.8%
Source: District of Ucluelet
ROLE IN UCLUELET ECONOMY It is not an exaggeration to state that the natural harbour in Ucluelet Inlet is the reason that the community of Ucluelet was established in its current location. The natural beauty of the area would inevitably attract people, but the industrial foundations of the community were laid by the sheltered, deepwater access used as a base for fishing, forestry and other activities. The composition of Ucluelet's economy has evolved along with the rest of the world economy toward much greater reliance on services‐producing employment rather than goods‐producing employment. The harbour remains, however, probably the single most important foundation of the Ucluelet economy. Employment statistics from the 2006 Census can be used to illustrate the scope of fishing‐related employment impacts in Ucluelet and area. These statistics are dated and fish processing will fluctuate from year to year depending on the size of the catch, quota restrictions and other factors, but even if the exact numbers have changed the sector maintains a similar profile within the Ucluelet economy. 15
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
There were 25 jobs in fishing and 140 jobs Fishing Employment Impacts, 2006 in seafood manufacturing based in Direct Jobs 165 Ucluelet as of the 2006 Census1. In (Ucluelet) economic impact terms, this is referred to Indirect Jobs 100 (ACRD) as the "direct" impact of commercial Induced Jobs fishing. BC Stats2 calculations of local 30 (ACRD) employment multipliers shows that every Total Employment 295 direct job in fishing and seafood Impact manufacturing supports an additional 0.6 "indirect" jobs in the local area (where local is defined as the Alberni‐Clayoquot Regional District). These 100 indirect jobs are in companies that provide supplies and services to the direct industries, such as boat repair and maintenance shops, fuel and suppliers providers, trucking and off‐loading firms, utilities and ice makers, and public sector monitors and regulators. In addition, the direct and indirect jobs put more money into the hands of the employees and owners of these firms. That money is then spent on all of the regular parts of a household budget, including food, clothing, housing, recreation, etc. This is the "induced" impact and according to BC Stats, over the long term amounts to an additional 30 jobs in the Alberni‐Clayoquot region that are ultimately reliant on fishing and fish processing in Ucluelet. The direct, indirect and induced impacts combine for nearly 300 jobs in the region. A 2010 study3 of the economic impact of the groundfish trawl fishery in BC calculated impacts on a regional basis, grouping Port Alberni and Ucluelet together as "Vancouver Island West". The combined impacts in these two locations include 407 person‐years of employment, total wages paid of nearly $15 million per year, and revenue of more than $30 million, most of which is spent in the area on supplies. The split between Ucluelet and Port Alberni is not known as both communities are home port for some vessels and earn revenue from maintenance and services, although on‐shore processing has been consolidated in Ucluelet with the move of Port Fish's equipment from Port Alberni. This is the second largest regional impact in BC (behind only Metro Vancouver), accounting for about 22% of the provincial employment impact. Given Ucluelet's small size, the scale of fishing‐related activity is by far the most significant as a share of the community's economy compared to any other fishing community in the province.
1
Employment by sector in Ucluelet can be found in Appendix A: Ucluelet Economic Analysis Report, in Table 15 (page 79) and Table 16 (page 80). 2 BC Stats (March 2009), British Columbia Local Area Economic Dependencies: 2006. 3 GSGislason & Associates Ltd. (June 2010), Economic Impacts from a Reduced Groundfish Trawl Fishery in British Columbia, prepared for BC Ministry of Environment.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
This is supported by Census employment Fishing/Fish Processing Share of Total Jobs, 2006 (Source: Statistics Canada Census) as well, where the 165 direct jobs in Greater Victoria 0.2% fishing and fish processing accounted for Metro Vancouver 0.3% 17.5% of total jobs in Ucluelet in 2006 Comox Valley 0.5% (see Table 16 on page 91). 0.6% Nanaimo & Area Campbell River & Area 0.9% Port Alberni 1.8% Ucluelet is compared to some other Queen Charlotte City 1.9% prominent BC fishing communities in the Port McNeill 4.6% chart to the right. Only Masset is above 6.4% Port Hardy 10% in its share of total jobs in fishing Tofino 7.6% Prince Rupert & Area 8.4% and fish processing. Masset 12.9% Ucluelet 17.5% In addition to the fishing‐related employment, Ucluelet's harbour is also a vital part of the community's tourism sector. A wide variety of charter vessels cater to tourists, providing whale watching, recreational fishing, guided tours of the Broken Group Islands, and other activities. Many other tourists arrive by land or sea and use the harbour for recreational activities ranging from sailing to kayaking to scuba diving. BC Stats estimates that about 300 jobs in Ucluelet are direct tourism jobs4. If it is conservatively estimated that one‐third of Ucluelet's total tourist spending is attracted by one of the harbour uses, this means that 100 direct tourism jobs are reliant on the harbour. (These jobs would be distributed across hotels and motels, restaurants and pubs, retail stores, local transportation providers, tour guides and other recreational services, and any other businesses that receive direct payment from tourists). Similar to the calculations above for Harbour‐based Tourism Job Impacts, 2006 (assuming 1/3 of Ucluelet tourism is harbour‐based) fishing‐reliant jobs, it is also possible to calculate the indirect and induced jobs in Direct Jobs 100 (Ucluelet) tourism. The multipliers are significantly Indirect Jobs smaller, but an estimated 15 additional 5 (ACRD) jobs in the region are supported by the Induced Jobs 10 assumed 100 direct jobs in harbour‐based (ACRD) tourism. Total Employment 115 Impact There are other sectors beyond commercial fishing and tourism that also use the harbour, but based on fishing and tourism alone there are literally hundreds of jobs in Ucluelet that are based on the operations of the harbour. This supports the notion that maintaining and expanding harbour uses is vital to Ucluelet's current and future economic development. This is based on Ucluelet having 80 jobs in accommodation services and a ratio of 3.8 direct tourism jobs per accommodation services job. See page 22 of BC Stats (March 2009), British Columbia Local Area Economic Dependencies: 2006.
4
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
The other key insight from the economic impact calculations of fishing‐reliant jobs and tourism‐reliant jobs is that the indirect and induced impacts of fishing are far more significant. To the extent that there are capacity constraints in the harbour and multiple users are clamouring for more space, there is no question that from an economic development perspective, maintaining commercial fishing viability is of greater importance. Tourism is also very important and an essential part of Ucluelet's economic development future, but the higher incomes and greater local purchases by commercial fishing operators and fish processors have a much greater impact on the local economy. REGIONAL AND GLOBAL CONTEXT The future of the Ucluelet harbour will be affected by trends and events occurring regionally and around the world. COMMERCIAL FISHING Within the commercial fishing sector, the long‐run trend stretching back several decades is shrinkage in the number of commercial fishing vessels and a massive change in the types of fish species that dominate the industry. As recently as 1990, salmon accounted for 55% of the value of the commercial catch ‐ in recent years that figure has dropped below 10%. Rising in the place of salmon has been new species that were previously under‐utilized, such as the various groundfish species (including hake). In terms of total landed value of seafood in BC, more than half is now based on farmed salmon. These massive shifts have occurred partly due to declining availability of some fish stocks and the regulatory restrictions imposed by Fisheries and Oceans Canada in order to conserve, as well as increased competition from other seafood producers around the world and changing economic conditions that affect demand for products from countries like Japan. In Ucluelet, the primary fish species currently being processed is hake, which is a high‐volume, low‐value fish5 regulated through the BC Integrated Groundfish Management Program, which uses a quota system to allocate the catch. Going back to the 1980s, the only processing done for BC‐caught hake was on "factory ships" that processed the fish at sea. Shore‐based processing started in the 1990s primarily for surimi (fish paste) that was exported to Asia for use in various processed fish products. Competition from lower‐cost producers of similar white fish products elsewhere in the world, as well as an international trade problem connected to mad cow disease (because surimi used a beef‐plasma binding agent), meant that production shifted away from surimi toward higher‐value headed and gutted hake. This is currently a major product in Ucluelet, along with frozen fillets of hake and other groundfish like arrowtooth flounder and now sardines (pilchards). Hake processing on the west coast of Vancouver 5
According to catch statistics from the BC Ministry of Environment, hake accounted for 56% of total groundfish landings by volume in 2009, but just 13% of the landed value. Other species, particularly halibut and sablefish, are caught in much lower volume but yield greater value.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Island has been consolidated in Ucluelet with the purchase of Port Fish in Port Alberni by the parent company of Ucluelet Harbour Seafoods Ltd. and the subsequent move of some of its equipment to Ucluelet. The significant shifts in fish processing in Ucluelet in the last 20 years are indicative of the need to continually adapt to changing natural and market conditions. Hake stocks can vary significantly from year to year, affecting the amount of fishing and on‐shore processing that occurs. Looking to the future, hake is still a low‐value fish and while some value‐added processing occurs in Ucluelet, it will always be a challenge for producers in a high‐cost location like BC to stay competitive in world markets with what is largely a commodity product. The challenge for Ucluelet and its commercial fishing sector is to continually explore new opportunities, particularly higher‐value opportunities that will support Canadian‐level wages. Examples include identifying niche markets for fresh fish sales ‐ such as salmon and prawns ‐ that tie into the tourism sector. TOURISM Regarding marine‐based tourism, growth prospects are affected by the overall state of the tourism market on Vancouver Island as well as factors that are specific to recreational boating (for those who would arrive in Ucluelet by water). As discussed in the Economic Analysis report (Appendix A), tourism overall is down in BC and Vancouver Island in the last few years, largely due to depressed economic conditions worldwide but particularly in the United States. Ucluelet appears to be faring better than the region overall, but the prognosis for tourism growth remains challenging. Marine tourism is not immune from the larger trends that are depressing tourism. Large recreational boats that might visit Ucluelet as part of a trip to the west coast of Vancouver Island are typically expensive to operate, so rising fuel costs are also a concern. On the positive side, one of the themes in the consultation for this project is that Ucluelet's tourism assets are not well‐appreciated and there remains untapped potential. The attractiveness of the Broken Group Islands and Ucluelet's role as a launching point for more visits is one example of marine‐related potential. VANCOUVER ISLAND HARBOURS Harbours throughout Vancouver Island are adapting to changing conditions in marine industries. The commercial fishing fleet has contracted significantly and is consolidating in the harbours that provide the best combination of proximity to prime fishing grounds and necessary support services. Fish processing is still a major employer in some communities, but it too is much more consolidated than in the early history of the Pacific fishery when virtually every community had its own cannery. Quite a number of harbours have either recently upgraded their facilities or are in the process of doing so, aided by funding available through the federal government's Economic Action Plan as well as organizations like Island Coastal Economic Trust. Many of these projects are expanding moorage space to allow more room for transient recreational vessels as the growth of marine tourism is viewed as an 19
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
excellent way to diversify the coastal economy. Opportunities to service recreational boaters are much higher on the east coast of Vancouver Island as it is closer to the major population centres in the BC Lower Mainland and Washington state, and it offers more protected boating than the open west coast of the Island. Several harbours, notably Nanaimo and Campbell River, have also invested significantly in infrastructure to accommodate cruise ships. Many other projects include at least some element of creating a closer link between harbour activities and shore‐based tourism. Examples are creating space for dockside fish sales, developing walkways or viewing areas where visitors can observe the working harbour, designating an area where recreational anglers can drop in a fishing line, or in some cases (e.g., Port McNeill) the creation of significant new public park space adjacent to the harbour for performances and events that could tie into a maritime theme. OPPORTUNITIES AND CHALLENGES The overriding challenge facing the Ucluelet Harbour is maintaining infrastructure and services that support all of the marine‐related industries that are vital to the community's economy. There is a bit of chicken‐and‐egg situation in that potential exists to pursue expanded activity in some industries, but too much growth would stress already taxed infrastructure. For example, large vessels tying up at Whiskey Dock and at the Otter Street dock ("52 Steps") are causing additional wear and tear on the docks that would be avoided if a better space was available. The opportunities and challenges outlined below address both sides of this dilemma. OPPORTUNITIES Expanded commercial fishing activity. Most of the big‐picture trends that affect the total amount of commercial fishing activity off the BC coast are beyond Ucluelet's direct influence, but through the continued provision of support services, supplies, and opportunities to offload, Ucluelet can maintain and expand its share of commercial fishing activity. This is also true for expanded aquaculture operations in the area. Expanded seafood processing and other value‐enhancing activities. Ucluelet has a long history as a seafood processing community and the focus in terms of fish species and manufacturing product has shifted many times. Eventually either natural or market conditions will require another shift, something that ideally the community and the companies involved are ready for. Beyond seafood processing, there are other innovations that can increase the wholesale value of fish leaving Ucluelet. Examples include flash freezing at sea, increased use of technology to find fish and reduce bycatch, improvements to offloading efficiency, etc. Like all BC resource industries, the commercial fishery will struggle to compete globally based on price. The solution is to continually push for higher‐value production that is in demand for its quality, not its price, and can therefore support well‐paying jobs. 20
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Expanded marine‐based tourism. There are two components to this: (i) visiting boaters who stop in Ucluelet for temporary moorage and purchase supplies and services and may partake in local tourist activities, and (ii) tourists arriving by land who participate in the huge variety of marine‐based tourist activities, including a fish market, a harbour taxi, guided activities like charters or independent adventure tourist activities like kayaking. Expanded floatplane service. Floatplanes do not currently fly from Ucluelet on a scheduled basis. Charter flights can land in the harbour and there is a floatplane docking area at Whiskey Dock. The market viability of expanded floatplane service is unclear, but typically floatplane service is a benefit for business connections (Vancouver, Victoria, Nanaimo) and tourism. CHALLENGES Capacity constraints. The inner boat basin at the Small Craft Harbours site is where most of the permanent moorage is located. It is a mix of recreational and commercial vessels (as well as the Canadian Princess Resort and house boats) and is very congested, particularly in the high season. Physical condition of Harbour facilities. There is a concern that 52 Steps and the Whiskey Dock are both absorbing excessive wear and tear through the pounding of large vessels that are using those facilities for lack of a more suitable alternative. Access to financial resources. Harbour facilities require regular upkeep, which sometimes means sizable undertakings like the maintenance dredging of the harbour to improve maneuverability into the Inner Boat Basin and the inner part of 52 Steps. Another example is replacing the floating breakwater at the Outer Boat Basin that provides shelter from damaging waves. Such items are difficult for a community the size of Ucluelet to sustain on its own without charging uncompetitive rates to harbour users. Coordinating demands of all user groups. There is only a limited amount of space in Ucluelet Inlet and harbour facilities can accommodate a limited amount of moorage and traffic at any point in time. If growth continues in one or more of the harbour user groups there will inevitably be competition over the limited space that is available and planned expansions would need to be accelerated.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2.4.
UCLUELET’S COMPETITIVE POSITION
This section of the report summarizes the key strengths and weaknesses of the Ucluelet economy. It is based on the extensive background research and analysis that is summarized in Sections 2.1 to 2.3, as well as consultation sessions with District Council, staff and the general public. The competitive analysis leads directly into many of the strategies in this report. Some strategies are aimed at mitigating a community weakness while others will capitalize on community strengths. Specific economic development opportunities are addressed in the following section 2.5. STRENGTHS
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Lifestyle and natural beauty, cited by many survey respondents as the community's best selling feature. Summer tourist traffic to the West Coast, creating a substantial market for new tourism‐ oriented ventures. Youthful, active labour force with high education levels compared to similar communities. Access to natural resources (fish, wood, waves, minerals) and support for responsible, sustainable use of these resources. Demonstrated ability to attract people, as many of Ucluelet's current residents are relative newcomers to the community. Quality, affordable municipal infrastructure (such as the water system). This is a particular strength compared to Tofino, which has serious water supply issues during the summer. Excellent marine infrastructure with a natural, sheltered harbour and a variety of harbour facilities and well‐developed support services. History and culture (including First Nations). Ucluelet is not a place that is manufactured to appeal to tourists but rather an authentic community that remains rooted in traditional industries while welcoming visitors and new activities. Strong sense of community (referred to by residents as “like a big village”). Local government commitment and support for economic development, as shown by the long‐ standing operation of the UEDC and the support for this Economic Development Strategy. UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
WEAKNESSES
Transportation limitations with dangerous highway route and limited air and sea links. Highway 4 link to Port Alberni is a narrow, mountainous route to the east side of Vancouver Island, where goods or people traveling off‐Island must rely on expensive BC Ferry service.
The Long Beach Airport near Tofino has regularly scheduled flights to and from Vancouver, but only on very small planes. There is no regularly scheduled floatplane access to Ucluelet.
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Highly seasonal tourism market impacts the viability of year‐round tourist‐oriented businesses and amplifies the seasonal nature of Ucluelet's other core industries of fishing and forestry. Housing affordability was identified as a major challenge for Ucluelet in the community survey. It is an advantage relative to Tofino and housing prices are lower than the BC average, but prices are higher than in some other similar BC communities. Ucluelet’s relatively small population and local market area limits the viability of some local‐ serving businesses. Limited health services with the local hospital in Tofino and its steady loss of services over time (e.g., obstetrics), as well as the lack of seniors' options. Prevalence of low‐paying jobs leading to under‐employment and making it difficult to keep highly‐educated people in the community. Under‐utilized and in some cases run‐down commercial space. Consultation on this issue provided very mixed messages with some people saying there is ample space available, but others saying the opposite. The reality is likely that space is available, but may not be to the standard desired by some potential tenants.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2.5.
PRIORITY ANALYSIS OF ECONOMIC DEVELOPMENT OPPORTUNITIES
This section of the report summarizes the detailed analysis of potential economic development opportunities for Ucluelet found in Appendix C (starting on page 126). The analysis falls well short of a formal feasibility analysis, but nevertheless provides a consistent and semi‐rigorous evaluation of each opportunity. The rationale for this type of analysis is that Ucluelet’s economic development function has limited resources – both financial and human – and should therefore focus its efforts on the opportunities that appear most likely to create the greatest economic benefits to the community. The analysis is only a guideline as there are many opportunities not included here and much uncertainty about future events and new opportunities that may emerge. But it does provide a way of thinking about opportunities in a strategic way, recognizing that not all opportunities are created equal and that things like the potential benefit and the likelihood of success should be considered before dedicating scarce economic development resources. The analysis addresses the following questions: 1. How well does each opportunity fit with Ucluelet’s characteristics? This question considers Ucluelet from the industry’s point of view. 2. What are the benefits that each opportunity would provide to Ucluelet residents, businesses and the community at large? This question considers each opportunity from Ucluelet’s point of view. 3. To what extent can this opportunity be realized through the efforts of the local economic development function? The modern economy is immensely complex and is affected by a multitude of factors, some of which are local but many are provincial, national and global in scope. OPPORTUNITIES The list of opportunities to be evaluated is based on previous economic development reports and initiatives (especially a community economic forum held in March 2010), as well as consultation for the economic development strategy. A full list of opportunities is potentially limitless, but the following are a good sample of the most discussed ideas (listed in no particular order): 1. Forest‐related opportunities, many of which will be related to the new “Barkley Community Forest”, co‐owned by Ucluelet and the Toquaht First Nation, as well as the expected increase in harvesting by the local First Nations‐owned Iisaak Forest Resources. 24
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
a. Wood products manufacturing, building on improved local access to quality wood fibre. b. Logging and related forest maintenance activities (brush piling, road and trail maintenance, etc.) 2.
3.
4.
5.
6.
7.
8.
25
Harbour‐related business expansion, including attracting more permanent and seasonal activity in all of the major lines of business. a. Seafood products manufacturing, especially higher‐value products. b. Commercial fishing and aquaculture, including using Ucluelet as a home port and offloading site. Lifestyle‐oriented personal services (including health‐related, such as spas or naturopathic health centres, but not core public health services). Post‐secondary educational facility or research institute, likely affiliated with an established institution. Various tourism development opportunities, including businesses relating to: a. Outdoor recreation or culinary, educational, historic or cultural tourism. b. Conferences. c. Pocket cruises, which are smaller cruises with a passenger count ranging from several dozen to at most several hundred. Artists cooperative, providing gallery space for displaying and selling locally‐produced art, and possibly also including studio space for renting or sharing. Wave energy or other “green energy” development. Ucluelet’s potential as a location for wave energy development has been well‐known and pursued for many years. Other possibilities for green power development may include run‐of‐river power and a biomass facility. Lifestyle‐motivated entrepreneurs. Ucluelet already attracts many people who could be called “amenity migrants”, which is a term for those who choose where to live based on quality of life and then make the best of the employment and business opportunities in that place. A related group is what economic developers call “lone wolves” ‐ these are people, many of whom are highly educated, who work independently in self‐employment or as tele‐commuters.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
EVALUATION CRITERIA The first set of evaluation criteria are the Location Factors and are viewed from the perspective of the potential target industries. 1. Labour Force. Reflects the quality and availability of a suitable labour force and the local advanced education and training possibilities (if required). 2. Real Estate. Reflects the suitability of Ucluelet’s available land and leasable space. 3. Access to Markets. Reflects how easily a Ucluelet‐based business can access its target market. 4. Access to Resources. Reflects how easily a Ucluelet‐based business can access the resources it requires to operate. These may be physical resource, like the raw materials for a manufacturing business, or necessary support services. 5. Infrastructure. Reflects the suitability of Ucluelet’s telecommunications and utilities infrastructure. 6. Quality of Life. Reflects the fit between the Ucluelet lifestyle and the typical requirements of owners and workers in each possible opportunity. The next criteria are the Economic Impact Factors and are viewed from Ucluelet’s perspective. In order to justify an investment of time and money in an economic development initiative, there needs to be some expectation of a reasonable payoff to the community. 7. Employment Impact. Opportunities that would provide more new jobs in Ucluelet are rated higher. But the number of direct jobs is not the whole story as different industries will support varying amounts of “spinoff” employment. 8. Job Quality. All else being equal, higher‐paying jobs are clearly better, but jobs that provide a wider range of opportunities for Ucluelet residents to utilize their skills should also be valued more highly. The final factor is a type of reality check. 9. Economic Development Influence. Pursuing any opportunity carries the risk of being unsuccessful, while it’s also possible that any of the opportunities could be successful without any assistance from the local economic development office. This factor considers which opportunities would have their chance of success increased the most by a concerted economic development initiative.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
SUMMARY OF EVALUATION RESULTS Table 2 provides the results of the evaluation of each opportunity. Please see Appendix C for a detailed discussion of each opportunity and the explanation for each rating. The analysis is based on various assumptions and estimates, so small differences between opportunities should not be considered significant. It is fair to say, however, that opportunities that scored highly across multiple dimensions should be regarded as better opportunities than those that scored poorly in most areas. Table 2. Summary of Priority Analysis Location Score (max is 12) (1)
Economic Impact Score (max is 7) (2)
Economic Development Influence (max is 2) (3)
OVERALL RATING (1 x 2 x 3)
2a. Seafood manufacturing
8
4
1
32
2b. Commercial fishing/ aquaculture
6
5
1
30
4. Educational or research facility
2
6
2
24
1a. Wood manufacturing
3
5
1
15
1b. Logging & Related
3
4
1
12
5a. Various tourism
6
4
0.5
12
Opportunity
3. Lifestyle services
4
3
0.5
6
6. Artists cooperative
3
2
1
6
5b. Conferences
5
1
1
5
5c. Pocket cruises
3
1
1
3
8. Lifestyle entrepreneurs
1
5
0.5
2.5
7. Wave & green energy
1
2
1
2
Some overall conclusions: The sectors that score highest are Ucluelet’s existing strengths ‐ fishing, tourism and forestry, as well as the emerging opportunity of post‐secondary education. These results support an important principle that is often overlooked ‐ that the greatest benefit of economic development initiatives is often helping to maintain and strengthen existing leading industries, rather than focusing on something new. Ucluelet's traditional leading industries will continue to evolve, but they are very likely to remain among the leading industries well into the future. By suggesting that commercial fishing and aquaculture should remain a high priority, part of the economic benefit will be the preservation of existing jobs rather than strictly expanding employment. From an economic impact point of view, a job saved is just as valuable as a job added.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Looking strictly at the economic impact factors (employment and job quality), the educational/research facility has the highest score, followed by the lifestyle entrepreneurs (tied with commercial fishing and wood manufacturing). The education and entrepreneur opportunities best represent the “knowledge‐based” economy and both are worthwhile targets, but many communities are pursuing the same opportunities. The benefits of a more significant post‐secondary presence would go far beyond the employment impacts shown here, including social benefits of having more options for youth to stay in the community and the bigger‐picture economic benefits of enhancing local human potential and the ability to capitalize on opportunities. It is therefore recommended that a post‐ secondary facility and/or research institute be one of Ucluelet’s external targets. The artists’ cooperative does not score particularly highly on pure economic grounds, but there may be valid non‐economic reasons to do with supporting the arts and enhancing local quality of life that would lead the District to support such an initiative. Several of the specific tourism‐related opportunities, such as conferences and pocket cruises, scored poorly based mainly on their very modest economic impacts. These opportunities may be part of the overall growth of tourism in the community, but it is not recommended that the District expend considerable resources pursuing these particular opportunities at this time. A similar rationale should be used for the lifestyle entrepreneurs (“lone wolves”) ‐ they will be part of Ucluelet’s diversifying economy in the future, but are difficult to reach through marketing programs and are also not recommended as a priority target at this time. The wave energy/green energy opportunity does not score well on this analysis because of its modest economic impacts and the fact that most of the standard location factors (e.g., labour force, real estate, quality of life) are not relevant. It is possible that this analysis takes too narrow a view of the green energy opportunity ‐ perhaps by securing an investment in a pilot project, a related post‐secondary facility or research institute would be more likely to locate in Ucluelet. If there is continued private‐sector interest in putting an energy project in Ucluelet or in the Community Forest, those interests should be assisted. But pursuing energy projects as a major focus does not appear to be the best use of limited resources.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
3.
ECONOMIC DEVELOPMENT FUNCTION AND PARTNERSHIPS
This chapter of the report provides some background information on the organizations and partnerships that will be responsible for implementing the individual strategies found in Chapter 4. The District of Ucluelet is the driving force behind local economic development, but much greater success can be achieved through partnerships with other organizations both locally and outside Ucluelet. First, section 3.1 provides information on possible structures for the municipally‐funded economic development function. 3.1.
STRUCTURING AN ECONOMIC DEVELOPMENT FUNCTION
Many municipalities in British Columbia provide funding for a local economic development function and each of them structures it a little bit differently. Some have an economic development person or department as part of their staff, while others create an arms‐length society or corporation that provides economic development services on a fee‐for‐service basis. Municipalities may also contract with an individual or an unrelated organization (e.g., Chamber of Commerce, Community Futures office) to provide some or all economic development services. In other cases the municipality may enter into formal or informal partnerships with other organizations in pursuit of some economic development objective. Ucluelet has used a combination of approaches in the past. The Ucluelet Economic Development Corporation (UEDC) was established in 2000 as a District‐owned corporation to be used as a vehicle for economic development. As an external corporation, it was able to enter into partnerships and joint ventures aimed at diversifying the economy after downturns in fishing and forestry in the 1990s. The Economic Development Officer (EDO) position has not always worked under the UEDC, however. For most of the first decade of the UEDC’s existence the EDO was employed by the District, either as a sole function or later as one of the responsibilities of the District Chief Administrative Officer (CAO). More recently the EDO was a part‐time contract position, with other responsibilities handled by the Mayor, Council and CAO. The UEDC Board is the Ucluelet District Council while there is also a UEDC Advisory Committee made up of business owners and other community members. Some additional background information on economic development structures in BC, looking primarily at the "in‐house" versus "arms‐length" models, can be found in Appendix D (starting on page 148). That analysis had the following conclusions: 1. There is no single best model of local economic development.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
2. Each local government must take into consideration their objectives for economic development, the range of services that are already being provided by other agencies, the amount of available funding, and potential partners. 3. The “in‐house” model of economic development remains the most common organizational structure for BC local governments, but there is a trend toward more arms‐length organizations. 4. An increasing number of communities are leveraging local government investment in economic development by sharing overhead costs with other organizations, or by pooling funding with adjacent jurisdictions. 5. The regional nature of the BC economy suggests that economic development is often better suited to a regional approach than a single‐community approach. Past experience suggests, however, that the geographic size of the region cannot be too large. 6. Co‐location with other organizations enhances collaborative economic development planning and reduces unnecessary overlap of services. 7. A positive relationship with the local business community is essential to the success of any economic development program. This relationship often works better when the economic development office is located outside of local government (even if it remains a department of the local government). 8. Communication with local government is essential for arms‐length organizations to ensure continued support and coordination of activities. SMALL COMMUNITY COMPARISON The experience of other BC communities provides useful context in considering the next steps for Ucluelet. A 2009 survey by the Union of BC Municipalities (UBCM)6 showed that among communities with a population under 5,000, fully three‐quarters (75%) either had no EDO position or a part‐time role (less than one full time equivalent). A further 21% had 1‐2 FTEs while only 2% had more than 2 FTEs. The most recent membership survey conducted by the Economic Development Association of BC (EDABC)7 included 20 responses from economic development offices that covered a single municipality. Of these, 18 (90% of the total) were employed by the municipality while 2 (10%) were employed by arms‐length organizations. In several of the municipal cases, the EDO’s office is physically located outside municipal hall (e.g., shared space with a Community Futures office or Chamber of Commerce). Although the question was not asked in the survey, in at least several cases the EDO is a municipal 6
Union of British Columbia Municipalities (November 2010), UBCM 2009 Economic Development Survey of Local Governments. 7 Vann Struth Consulting Group Inc. (September 2010), 2010 EDABC Membership Survey ‐ Final Report, prepared for Economic Development Association of British Columbia.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
employee but there also exists an arms‐length organization (like the UEDC) for the purposes of partnerships, funding applications, etc. Of the 7 respondents from communities with less than 5,000 population, all 7 were employed by the municipality. These 7 respondents were examined more closely as they are the most comparable sample of communities to Ucluelet’s situation. Several of these communities were also contacted directly to provide additional insight on their structure. The general characteristics of this group include: Core funding in 2010 was in the range of $80,000 to $260,000 per year. The average was around $140,000. o Most communities fund economic development from general revenue. In one case the economic development position is entirely funded by revenue from their Community Forest. In a given year budgets may be expanded considerably through a grant for a specific project. Grant sources may include the federal and provincial governments, one of the regional Trusts (e.g., Island Coastal Economic Trust) or another source. In all 7 communities the economic development department includes just a single economic development professional, although one has a part‐time support staff shared with another department. Only 4 of the 7 communities have a full‐time economic developer ‐ in the other 3 cases the EDO has additional responsibilities in another department. The approximate breakdown of expenditures is: o 55% for salaries and benefits o 18% for tourism‐related activities o 16% for marketing (note the tourism budget above likely also includes some marketing) o 11% for other activities. The survey respondents were asked about the following range of possible economic development activities ‐ the number undertaking each type of activity is shown in parentheses: o Business attraction/marketing: 7/7 o Business retention & expansion: 7/7 o Real estate development: 5/7 o Workforce development: 4/7 o Workforce recruitment: 3/7 o Small business assistance: 2/7 o Entrepreneurship: 1/7
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
o
When asked about other activities, 2 respondents mentioned tourism development and marketing while other items mentioned were infrastructure development, grant writing and project management.
IMPLICATIONS FOR UCLUELET Given the information summarized above on economic development structures and the experience of similarly‐sized communities in BC, there remain several separate but related issues to be addressed. 1. The level of commitment to economic development. The first decision for Ucluelet Council is how much of a financial commitment should be made to economic development. The majority of BC communities of Ucluelet’s size fund less than a full‐time EDO position and many provide no funding at all. Financial resources are limited so Council will need to consider the recommended priorities of this Economic Development Strategy and determine how much and how quickly they wish to move ahead. 2. The location of the EDO position, which at this point is likely a choice between an employee (or contract position) located externally with the UEDC or working within the District. In either case, there is no reason that the UEDC cannot continue to exist as a vehicle for certain projects that are better handled (or legally required) to be at arms‐length to the municipality. 3. The amount of additional contracted services or partnerships. In addition to the core economic development position, the District may wish to provide additional economic development services through contract arrangements with other individuals, organizations or companies. This is possible regardless of whether the core EDO position is full‐time or part‐time, a staff position, or a contractor. One example on a larger scale is the Central Okanagan Economic Development Commission, which has three core staff members plus full‐time contractors with their own portfolios (film, agriculture, business retention, and high technology/young professionals). Regardless of the decisions that are made, there should be a renewed commitment to involve the business community and other interested community members in a meaningful advisory capacity. This advisory group should reflect the evolving nature of Ucluelet’s economy and ideally would involve representatives from a variety of industries and perspectives. The intent is not to create a situation where the economic development function works at cross‐ purposes to the District, but that the economic development function has a close link with evolving economic conditions and opportunities. There is no single “right” model for economic development. Highly effective EDOs have worked in various types of organizational structures in BC communities, suggesting that the keys to success are more closely related to personal initiative, the strength of partnerships, the support of local government and the community at large, and the involvement of the local business community. 32
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
3.2.
ECONOMIC DEVELOPMENT PARTNERS
A successful economic development strategy is not implemented in isolation. It requires the participation and buy‐in from multiple organizations and segments of the community, each supporting a common goal and working together to achieve it. In addition to the District of Ucluelet, other local organizations that are possible partners in implementing some aspects of this Strategy include: 1. Ucluelet Chamber of Commerce. The Chamber represents the local business community, is heavily involved in planning and organizing major events in the community and operates the two local Visitor Information Centres. It is the logical partnering organization for initiatives involving the business community at large. 2. Tourism Ucluelet. It is currently separating from the Chamber of Commerce to become a stand‐ alone destination marketing organization for Ucluelet and area. 3. Ucluelet Harbour Authority. The UHA is responsible for managing the Small Craft Harbour facilities in Ucluelet as well as the Whiskey Dock adjacent to Village Square and should be involved in any harbour or fisheries‐related initiative. 4. Yuu‐tluth‐aht (Ucluelet) First Nation. The Yuu‐tluth‐aht Nation is Ucluelet's closest neighbour, located just across Ucluelet Inlet in the village of Ittatsoo as well as in other nearby settlements. The Nation has created the Ucluth Development Corporation to capitalize on economic development opportunities for the Band. 5. Toquaht First Nation. The Toquaht Nation is also located in close proximity to Ucluelet and is already partnering with the District on ownership of the Barkley Community Forest. 6. Alberni‐Clayoquot Regional District. The ACRD provides some funding toward the budget for the City of Port Alberni's Economic Development Officer to support projects that benefit the region. The District of Ucluelet is also currently providing a small amount of funding to this position, so the strategies in the Chapter 4 will identify possible areas where the regional role can be of assistance to Ucluelet. 7. District of Tofino and/or City of Port Alberni. There are clearly economic issues of common interest for Ucluelet and Tofino that would benefit from a joint approach, such as regional transportation issues. There may be other issues that require a larger regional approach that would include the City of Port Alberni or possibly other communities on Vancouver Island (such as initiatives relating to ferries, for example). 33
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
8. School District No. 70 (Alberni). Education is an essential part of economic development and there are partnership opportunities between Ucluelet and the local school. 9. North Island College. NIC operates Ucluelet's a college campus in Ucluelet and is a logical partner for expanding the post‐secondary presence in the community and creating close ties between business training and education needs and post‐secondary providers. 10. Community Futures Alberni‐Clayoquot. Community Futures has an office in Ucluelet and operates several programs helping to transition the unemployed into self‐employment and providing financing for small businesses. 11. Ucluelet Aquarium Society. The Aquarium, which is currently in the midst of a major expansion, is a significant asset not only to Ucluelet's range of tourist products but also for its linkages with advanced research. 12. Pacific Rim Arts Society. PRAS is a non‐profit society dedicated to supporting and encouraging participation in arts and culture in Ucluelet and Tofino. 13. Iisaak Forest Resources. As the major forest company in the area, Iisaak is a logical partner for Ucluelet in any forestry‐related initiative. 14. Barkley Community Forest. The Community Forest will be co‐owned by the District of Ucluelet and the Toquaht First Nation and will likely require economic development assistance to fully realize local economic benefits (for Ucluelet and neighbouring First Nations). In addition to those listed above, other governments and government agencies at the local, regional, provincial and federal level are also possible partners for given initiatives. Some of the more likely partners include the Rural BC Secretariat, the BC Ministry of Jobs, Tourism and Investment, Western Economic Diversification, and Fisheries and Oceans Canada.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
4.
STRATEGIES
The Ucluelet Economic Development Strategy is organized into five overriding goals: 1. Realign economic development structure and tools 2. Invest in Ucluelet’s human potential 3. Enhance physical infrastructure for economic development 4. Capitalize on harbour‐related opportunities 5. Pursue targeted economic development opportunities Goal #1 will provide the framework for implementing an ongoing economic development program in Ucluelet. Goal #2 and Goal #3 are both aimed at creating and supporting favourable conditions for economic development, regardless of the specific industry. The difference is that Goal #2 is focused on the human dimension while Goal #3 relates to the physical condition of the community. Goal #4 covers the harbour‐related strategies, some of which relate to the physical infrastructure of the harbour while others relate to specific marine industries. Finally, Goal #5 highlights several areas of both existing and potential opportunity for Ucluelet and directs additional focus to those areas. Under each strategy there is a discussion of the background and rationale for the strategy, followed by several actions that summarize the steps involved in implementation. The exact structure of Ucluelet's economic development function remains to be determined, so the "lead responsibility" for each strategy is assigned to either Staff or Council, or in some cases both. It may turn out that the "staff" work is taken up by a future full‐time or part‐time economic development position or contractor, or duties could be assigned to other staff on a case‐by‐case basis. In addition, under each strategy there is an indication of "Time Requirement". This provides an approximation of the burden each strategy will place on the staff or Council time and will help Council determine the appropriate level of resources to dedicate to economic development. The levels are: Minimal (perhaps the occasional meeting and contribution of work) Moderate (likely ongoing involvement in some way, but not excessive at any particular time) 35
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Significant (larger projects that may require dedicated effort for a period of time and may require ongoing involvement thereafter)
Partnerships with other organizations are important in achieving the maximum benefit from an economic development program. Suggestions are provided under each strategy of organizations that are logical partners (these organizations are listed in Section 3.2). Of course it will be possible for other partners to be added. In particular many of the strategies could feature the involvement of neighbouring First Nations, but it would be presumptuous to assume their involvement at this stage. Finally, each strategy is assigned a priority level: High, Medium or Lower. All strategies are important (otherwise they wouldn't be included at all), but this designation shows which strategies are believed to be most important to enhancing Ucluelet's economic development. The District has limited resources to put toward economic development and must therefore make choices about where to allocate its limited resources. The Implementation Plan (Chapter 5) will aggregate all of the individual strategies according to lead responsibility and priority level, showing at a glance the number and priority of the strategies that ideally require an EDO. Tracking the results of the strategies is addressed in Chapter 6 (Performance Monitoring Program).
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
GOAL #1: REALIGN ECONOMIC DEVELOPMENT STRUCTURE AND TOOLS The first goal of the Ucluelet Economic Development Strategy is to ensure that a framework is in place to successfully implement an ongoing economic development program. Ucluelet has had an economic development function for many years so some of the recommended items under Goal #1 are already in place to some degree. The Strategy encourages and supports their continuation and recommends additional actions and tools as part of an overall program. Strategy 1.
Realign economic development function according to strategic priorities and budget.
Upon adoption of this Economic Development Strategy, there is a need to realign Ucluelet’s economic development function. As discussed in detail in Section 3.1, the structure of economic development in Ucluelet is being re‐examined in connection with this strategy process and a decision on the preferred organizational structure and funding levels is required. The duties and responsibilities of this position will vary depending on how much and how quickly Council wishes to move forward with implementation of this Economic Development Strategy and any other economic development priorities. In addition to the responsibilities outlined under each strategy, the person or group responsible for economic development would create annual work plans, based in part on the Implementation Plan (Chapter 5) and new priorities and opportunities that will emerge over time. They would also be responsible for reporting on the results of their initiatives, using some or all of the recommended measurements in the Performance Monitoring Program (Chapter 6). The best economic development officials and organizations are almost always very active in their communities and are constantly discussing ideas and gathering intelligence by interacting with their local business community, other community organizations, regional and provincial partners, economic development colleagues, and potential clients and investors from elsewhere. They are relied upon to provide an economic development perspective on local government policies and to serve as a liaison between local government and the business community, which may occur through an Economic Advisory Committee. Actions Establish a clearly defined economic development position and budget, based on the resources required to implement this Strategy and subject to budget limitations. This includes determining the best organizational model, considering the information provided in Section 3.1 and Appendix D. Lead Responsibility Time Requirement Partnerships Priority Staff/Council None None (to make original decision). High May require partners (e.g., for joint services) depending on approach taken. 37
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 2.
Create and operate business retention & expansion (BRE) program.
In most communities, the majority of job growth is created by the expansion of established companies. It is therefore important to ensure that issues affecting Ucluelet’s businesses are identified and addressed on an ongoing basis. A business retention and expansion (BRE) program is designed to fit this purpose. The typical BRE program is based on a regular schedule of in‐depth interviews with business owners and operators, with the purpose of continually monitoring business conditions, providing assistance to companies looking to expand, and receiving advance notice of companies in distress. Aggregating company responses across a variety of industries and company sizes provides insight into common competitive issues and important trends in the local economy, and gives the local economic development office the information needed to create programs and initiatives that will truly make a difference. The program also enhances the business climate within the community by increasing the responsiveness of local government to economic development issues. In larger communities the BRE program is often a major initiative requiring literally hundreds of hours of staff or contractor time per year. In Ucluelet, a BRE program would be more modest (partly because of the smaller number of companies) and is really just formalizing the regular interactions that an EDO should have with the business community on an ongoing basis. Rather than casually speaking with businesses on an intermittent basis, setting up a BRE program and schedule would require the EDO to be somewhat more organized in talking to major businesses on a regular basis and systematically monitoring issues and challenges. A typical schedule might involve talking in some depth to the largest companies twice per year, with a longer list of smaller companies or companies in priority areas included at least once every 2‐3 years. Many BC communities have recently started using an online software package called ExecutivePulse to manage the program. A provincial license is held by the Economic Development Association of BC (EDABC) that significantly reduces the cost to communities and this may be an option for Ucluelet to consider. The results of the BRE program are used to inform many other aspects of the economic development program. Issues that are raised through the company interviews may lead to the development of needed training courses or workshops, new lobbying efforts, support for more serviced land or other types of infrastructure, the development of incentive programs to encourage more investment by local companies (e.g., revitalization tax exemptions), or many other options. Aggregating results across different sectors may uncover common issues that would not otherwise become known. The most challenging aspect of BRE programs is the time commitment. As noted above, the Ucluelet program is envisioned to be relatively small, with probably no more than 1‐3 interviews on average per month. It is possible, however, for Ucluelet to become part of larger initiatives, perhaps on a regional
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
basis or to help create a larger local program in partnership with the Chamber of Commerce or other interested organizations. Actions Investigate the extensive literature on BRE programs to establish an initial list of target companies and key questions. Consult with other communities and regions in BC that have also developed regional BRE programs to determine best practices (e.g., Okanagan communities). Develop schedule of interviews, targeting large or fast‐growing firms for annual interviews, with companies in other industries on a less‐frequent schedule. Purchase BRE software tool to help shape BRE interview questions and develop protocols with partners regarding confidentiality, data entry, and other project management issues. Lead Responsibility Time Requirement Partnerships Priority Medium Staff Significant Chamber of Commerce Alberni‐Clayoquot RD Possibly other community and regional organizations
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 3.
Use communication tools to engage local community and outsiders about Ucluelet opportunities.
The intent of this strategy is to ensure that the work of the economic development program in Ucluelet is well‐understood and supported by the local community, and that information on the local economy, demographics, and economic development opportunities is readily available for interested outsiders. These aims can be partly achieved through effectively communicating the creation of this Economic Development Strategy. Many economic development initiatives require long‐term focus and perseverance and therefore must be well understood and supported by the community. Regular communication and reporting of activities and results is integral to sustaining this support. The approach to communications should be to establish a regular pattern of sharing information through various channels, including the economic development section of the District website, a stand‐ alone economic development website or blog, a newsletter (email only), or social media (Facebook, Twitter, etc.). The plan should also include regular updates to community profile information, including current facts on the local economy, labour force, population and demographics, as well as specific business development opportunities that arise over time. Actions Update economic development components of the District of Ucluelet website and ensure a clear link to this information is visible on the homepage. Also request that a link to this information be displayed prominently on the websites for Tourism Ucluelet and other relevant partner organizations (e.g., Ucluth Development Corporation). Ensure the economic development website (either part of the District website or a stand‐alone site) is structured to allow the EDO to make easier and more frequent updates of news and information. Institute tools to regularly send information to partners and members (options include an email newsletter, a blog through the economic development website, a Facebook page, Twitter feed, etc.). Ideally multiple channels are used to broadcast content to maximize the number of people hearing about Ucluelet on a regular basis. Develop regular schedule of contacting other community organizations, neighbouring First Nations and municipalities, senior levels of government, and other relevant regional and provincial organizations to share information and ensure Ucluelet’s strengths and opportunities are widely known. Lead Responsibility Time Requirement Partnerships Priority EDO Moderate Tourism Ucluelet and Chamber of Medium Commerce Other organizations promoting Ucluelet (for tourism or any purpose)
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 4.
Maintain information and promotional tools
This strategy is concerned with the packaging of information on Ucluelet that will serve as the content for the communications activities mentioned in the previous strategy. A community profile in both pdf form and as individual webpages is available in Ucluelet but is now quite dated. This package needs to be updated and should contain basic demographic and other statistical profile information, with links to the more detailed information available through Statistics Canada, BC Stats and other sources. The emphasis should be on information that is specific to Ucluelet and not widely available elsewhere, including: Commercial development opportunities (provided this information is updated on a regular‐ enough basis that it is not chronically out of date). Leading employers (public and private sectors). Transportation infrastructure. Travel times to major centres, airports, ferry routes, border crossings, universities, etc. Local utilities and infrastructure, including water, sewer, and telecommunications. Quality of life information such as housing costs, parks, health services, schools, churches, etc. Creating a glossy, printed version of the profile is not recommended. Rather the information can be distributed online as a downloadable PDF file that can be printed for hard‐copy distribution when necessary. This keeps costs lower and allows for more frequent updates, including customizing the information for specific purposes (such as a trade show where the participants would be interested in more detailed information on a particular topic). The data package can be supplemented with marketing messages that highlight the available opportunities. These may be incorporated into the same document, or developed as a series of stand‐ alone pieces that focus on specific opportunities and provide supporting information. All economic development materials should be consistent with District branding and emphasize Ucluelet’s competitive advantages. Actions Undertake a research program to develop community profile information (funding may be available through the federal Community Investment Support Program ‐ CISP) Upload the new information to the economic development website (as noted in the previous strategy, this will either continue to be part of the District website or a separate site). Include links to other information sources, downloadable versions of any promotional documents that are created, maps, and key contacts. Regularly maintain and update the profile information as new data becomes available. Lead Responsibility Time Requirement Partnerships Priority EDO Significant Ucluelet Chamber of Commerce Medium Tourism Ucluelet
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 5.
Establish ongoing working relationship and partnerships with neighbouring First Nations.
The Maa‐nulth Treaty covering five Vancouver Island First Nations came into effect on April 1, 2011. Two of the five Nations ‐ the Yuu‐tluth‐aht (Ucluelet) and Toquaht ‐ are close neighbours of Ucluelet (and have land and offices within the municipality). The treaty provides certainty over the ownership of land and resources in the area and has given each First Nation significant capital with which to invest in improving their economies and standards of living. The Ucluelet band has created the Ucluth Development Corporation, which “is responsible for creating economic development opportunities for the government of the Yuu‐tluth‐aht First Nation focusing on sustainable development in their Treaty Settlement Lands. These lands are located on the Southwest Coast of Vancouver Island, BC, Canada, in and around the community of Ucluelet.”8 The District of Ucluelet has partnered with the Toquaht First Nation in a Community Forest (referred to as Barkley Community Forest). The Toquaht lands are primarily to the east of the Ucluelet Nation’s on the shores of Barkley Sound and extending to the north. Their band office is located in Ucluelet. Actions Establish and maintain a regular pattern of communication with each First Nation to understand their economic development plans and identify ways for Ucluelet to support and partner in initiatives, where appropriate. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Moderate Yuu‐tluth‐aht, Toquaht and other High First Nations
8
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Ucluth Development Corporation website (www.ucluth.ca), retrieved May 26, 2011. UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 6.
Establish ongoing working relationship and partnerships with neighbouring communities, the provincial and federal governments, and local community organizations.
As noted in multiple places throughout this report, the greatest success for economic development in Ucluelet will be achieved through the combined efforts of many organizations in addition to the District of Ucluelet. These organizations are identified under each strategy if they are the logical partner for a given initiative. In addition, however, the EDO should make it a priority to maintain regular channels of communication with all of the local, regional, and federal/provincial partners identified in Section 3.2. They include: Ucluelet Chamber of Commerce Tourism Ucluelet District of Tofino City of Port Alberni Alberni‐Clayoquot Regional District Community Futures Alberni‐Clayoquot Provincial government (including Rural BC Secretariat and the BC Ministry of Jobs, Tourism and Investment) Federal government (including Western Economic Diversification and Fisheries and Oceans Canada) Actions Participate in formal and informal networking and information sharing forums. Ensure the economic development office is subscribed to all possible newsletters, distribution lists, social media accounts, etc. for partner organizations. Make a regular effort to touch base with partners and share information and ideas. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Moderate All organizations identified above High
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 7.
Participate in regional economic development initiatives where appropriate.
It is often beneficial for smaller communities like Ucluelet to participate in regional initiatives, both as a cost‐saving measure and to expand their presence in the marketplace. The potential for regional initiatives is somewhat limited for Ucluelet as there are only two other municipalities in the Alberni‐ Clayoquot Regional District. Tofino does not have a local economic development function (but may still be interested in some partnerships, depending on the issue) and Port Alberni is a fair distance away. The unincorporated areas and surrounding First Nations communities are relatively sparsely populated. Regardless, Ucluelet should stay in regular contact with economic development‐related organizations in those other communities and participate in regional initiatives where Ucluelet is likely to benefit. A small amount of annual funding is provided to the regional economic development officer based in Port Alberni, but in general it is better to commit time and money to specific projects that fit with Ucluelet’s objectives rather than provide regular funding for an undefined purpose and uncertain benefit. These opportunities may not come at a regional district level but through an Island‐wide organization like Vancouver Island Economic Alliance (VIEA). A recent example is the Leadership Vancouver Island program. Ucluelet and Tofino are partnering with the provincial government’s Rural Secretariat to offer this leadership development program on the West Coast for local business people. The intent is to improve their personal capacity as business leaders, which will lead to more successful businesses and more local economic development. Actions Maintain ongoing dialogue with regional municipalities and other organizations in the Alberni‐ Clayoquot RD and Vancouver Island to identify possible partnership opportunities. Participate financially in joint initiatives only when the project aligns with Ucluelet’s objectives. Lead Responsibility Time Requirement Partnerships Priority Lower EDO Moderate Alberni‐Clayoquot Regional District Regional municipalities in ACRD and Vancouver Island VIEA Vancouver Island Economic Developers Association (VIEDA)
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 8.
Develop and maintain regular points of contact for Mayor and Council and the business community.
Ucluelet’s future economic potential will be enhanced through regular communication between District Council and the business community. Council becomes better informed about ongoing issues in the local economy and has the opportunity to discuss investment and job creation opportunities directly with business leaders. It is therefore recommended that the District create a regular forum for interaction between Council and the business community. There are a variety of possible formats for such an event, but a common approach in other communities it to have an annual “Economic Development Summit” that brings together Council, District staff, business people and other interested members of the community. There could be a guest speaker to talk about some topical issue of interest to the community, a presentation on economic development achievements of the past year, updates from the local business leaders themselves on successes and/or challenges in their sectors, and even a celebration of business achievements. To foster even closer ties, a quarterly or semi‐annual “Mayor’s Luncheon” could be held that would be a simple opportunity for informal networking and sharing of information between Council and local businesses. The Chamber of Commerce is a logical partner in these events. There could also be an economic development component of other community events, providing an opportunity for Council to provide updates on economic development initiatives to the broader community. Examples include community festivals and events, visits to schools, and a variety of other public events. Actions Organize an initial Mayor’s Luncheon, Economic Development Summit or similar event with the cooperation of Council and local business organizations. Determine a schedule and format that maximizes the value of the event to all participants. Seek sponsorship and cost‐sharing partnerships with local businesses and business organizations. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Moderate Chamber of Commerce Medium Council Local businesses
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
GOAL #2: INVEST IN UCLUELET’S HUMAN POTENTIAL The entire point of doing an economic development strategy is to enable the people of a community to achieve a better standard of living. For many people, this means getting better, higher‐paying jobs. And better, higher‐paying jobs usually require higher levels of education and/or more specialized skills. The economic analysis showed that among similar communities, Ucluelet's population is relatively young and well‐educated, but the survey results showed that many people are unable to find jobs that they feel match their skills and education. The strategies under Goal #2 address these issues in three ways: first, by providing Ucluelet residents with more options to improve their skills and education; second, by enhancing the resources available to help local companies and entrepreneurs find new ways of using those skills to create jobs and business opportunities; and third, by continuing to support the critical services and amenities that make Ucluelet a desirable place for talented people to live and work. Focusing on local people also ties in with the notion, as discussed in the Introduction, that most future job creation and business growth will come from existing businesses and entrepreneurs. People that are already in Ucluelet are already invested in the community and committed to its long‐term success. Goal #2 focuses on unlocking their potential.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 9.
Pursue a new post‐secondary educational facility and/or research institute.
Pursuing a post‐secondary educational facility and/or research institute is one of the highest‐scoring economic development opportunities analyzed in Appendix C. Although the exact parameters for such an institution are not known, it would likely be affiliated with an established university, college or research institute. The programs offered would likely relate in some way to the community or surrounding area, such as a program relating to forestry or fishing, environmental resource management, tourism, oceanography, rainforest research, etc. Or another option could be a trades training program, again possibly relating to forestry or construction or another local connection. Expanding the range of post‐secondary options in Ucluelet would not only provide more opportunities for local residents to be educated at home, it will create new high‐quality jobs and attract skilled workers and students to the community. There is a good possibility to leverage some of Ucluelet's other assets, such as unused accommodation space in the off‐season (winter) and, at least initially if space is required, using empty school classrooms. Interest has been expressed by some institutions in the past and some activity has occurred, such as the involvement of University of Guelph scientists with the Ucluelet Aquarium. Actions Initiate and/or continue discussions with institutions that have previously been in contact with Ucluelet to identify realistic options and requirements to make a deal Promote Ucluelet's desire to attract a facility to other institutions and Provincial officials Explore options for Provincial support in view of the commitment in the BC Jobs Plan (unveiled in September 2011) to increase the provincial international student population by 50% in the next four years. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Significant Ucluelet Aquarium Society High
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 10.
Increase connection between educational institutions and the business community.
It is a classic labour market conundrum that there are unemployed people, who want to work, and there are companies with job vacancies that want to hire people, but the two groups just don't match up. This dilemma will never be completely solved, but there are steps that can be taken to bring the demand and supply for workers into closer alignment. Another factor to consider is future labour shortages as the population ages. Ucluelet is fortunate that its resident labour force is still relatively young, but the community is aging along with the rest of the Canadian population and labour shortages are likely to become more prominent in the future. Whether as part of a formal BRE program (as recommended in Strategy 2) or simply through everyday interactions, Ucluelet's economic development function should monitor labour market needs and regularly share this information with local educational institutions (North Island College and the School District). It is not realistic for education and training programs to adjust instantaneously to changing labour market needs, but over time programs should adapt as much as possible and sometimes it is possible to organize shorter‐term training sessions to fill a specific need. The other key aspect of this strategy is encouraging entrepreneurialism among current residents, particularly youth. Youth entrepreneurship can help keep young people in the community as they create their own opportunities. Programs such as Junior Achievement teach entrepreneurial and financial management skills to students as young as Grade 5. (Junior Achievement BC’s most recent annual report shows involvement with two schools in Port Alberni, but not in Ucluelet). A key element in any entrepreneurship program is involving the local business community, through Chambers of Commerce, other business organizations or individual businesses, as guest speakers, judges for business plan contests, mentors, etc. Actions Through Business Retention and Expansion (BRE) program (or simply through regular interactions with businesses), maintain an ongoing file on skill needs in the community and regularly communicate this information to local educational institutions. Encourage business organizations, or individual businesses, to engage with educational institutions to institute entrepreneurialism programs. Lead Responsibility EDO
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Time Requirement Moderate
Partnerships North Island College School District No. 70 (Alberni) Ucluelet Chamber of Commerce
Priority Lower
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 11.
Develop business resource package, including referral service, to support entrepreneurs and small businesses
Encouraging entrepreneurship and small business growth is an important dimension of local economic development. However, the type of individual counseling and one‐on‐one assistance that aspiring entrepreneurs and small businesses require is usually beyond the resources of a small economic development office. Alternatively, there are organizations and resources that are dedicated to this task. The challenge is connecting those who need assistance to the available resources, particularly if they are not located in Ucluelet. What is suggested is the development of a resource guide for inquiring entrepreneurs and small businesses to ensure they are referred to the resources that they require. This need not be a formal document, but rather a collection of links and information sources that can be posted online, emailed to inquiring parties, or printed as the situation requires. Many other communities in BC have created similar guides (e.g., Venture Kamloops has an excellent compilation of resources) and given that many of the non‐local information sources are the same, Ucluelet can benefit from work done elsewhere and simply adapt these guides to its own purposes. Other local organizations, particularly the Chamber of Commerce and Community Futures, also provide support services to local businesses so coordination is required to prevent unnecessary duplication of effort. Topics to be covered would include regulatory requirements, access to financing, business planning guidance, market research services, training programs (e.g., WorldHost training for tourism employees), succession planning, and potentially many more. The guide would be a living collection of information that could be continually updated and enhanced over time. Actions Consult with local and regional business‐serving organizations to identify existing resources and gaps. Compile lists of resources and links, organized by topic, for posting online and distributing by other means as required. Create a more prominent link to BizPaL on the Ucluelet website (this is an online guide that shows, for a given type of business, all relevant permits and licenses that are required for all levels of government) Lead Responsibility EDO
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Time Requirement Significant
Partnerships Ucluelet Chamber of Commerce Community Futures Alberni‐ Clayoquot
Priority High
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 12.
Continue to support the redevelopment of Tofino General Hospital and the expansion of public health services in Tofino and Ucluelet.
Health services are included in the Economic Development Strategy because they are an important aspect of quality of life, which is necessary to attract and retail people to the area. Only 24% of respondents to the community survey were satisfied with the level of health services and improvements (including Ucluelet getting its own hospital) were identified as some of the changes that respondents want to see in the community in the next 20 years. Tofino General Hospital is in need of redevelopment and there are concerns that the range of services available are diminishing over time (e.g., loss of obstetrics). There have been discussions about creating a Community Health Network for the Alberni‐Clayoquot region (including Port Alberni and Bamfield), which would provide a mechanism for planning health services and encouraging preventive measures. Suggesting any specific health‐related initiative is beyond the scope of this strategy, but it is important to continue pressing to retain and improve health services in Ucluelet and the Tofino‐Ucluelet corridor. Actions Continue working with the District of Tofino and other community organizations to lobby for a redeveloped Tofino General Hospital and other improvements to health services in the area. Lead Responsibility Time Requirement Partnerships Priority Staff Minimal District of Tofino Medium Many other community and business organizations
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 13.
Continue to support arts, cultural, sport and other services and programs aimed at supporting a high quality of life
Similar to the previous strategy on health services, maintaining high‐quality arts, cultural, sport and other services and programs is important to maintaining a high quality of life for local residents. Amenities and events in these areas are also an important component of Ucluelet's attractiveness to tourists. The community survey showed an exceptionally high level of satisfaction with Ucluelet's trails and also more satisfaction than dissatisfaction with parks, recreation programs and facilities, and arts and culture amenities. There were many comments in the survey about additional facilities and amenities that at least some residents would like to see (such as a swimming pool and skating rink), but the financial feasibility of such large facilities would require much further study. The creation of an arts cooperative is an idea that emerged through the community survey and subsequent consultation and was included in the analysis of economic development opportunities in Appendix C. It is not recommended strictly on economic development grounds, but there may be broader community objectives for supporting the arts that would include support for such an initiative. Recommending specific arts and culture or recreational initiatives is beyond the scope of this strategy, but it is important to continue supporting such programs and initiatives that enhance Ucluelet's quality of life. Actions Continue working toward the creation of a Recreation Master Plan. Continue supporting arts and culture organizations and events in the community. Lead Responsibility Time Requirement Partnerships Priority Staff Minimal School District No. 70 (Alberni) Medium Pacific Rim Arts Society Other community arts and sports organizations
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 14. Continue to ensure a range of housing choice in the market. Housing prices is the topic that generated the greatest dissatisfaction among respondents to the community survey. This is a common issue in communities throughout BC with the rapid rise of house prices in the last decade. The District of Ucluelet has responded to this issue with the creation of a Ucluelet Affordable Housing Committee and by enacting several policies to encourage the development of affordable housing units (including requiring a percentage of new housing developments be set aside for affordable units, creating density bonus provisions for constructing affordable units, and the creation of Permanent Affordable Housing (PAH) units, which use restrictive covenants to keep prices and rents below market rates). The new Official Community Plan also contains a series of recommended affordable housing policies. While the survey results show the importance of housing affordability as an issue for current Ucluelet residents, it appears from the limited data that is available that Ucluelet's prices are in the mid‐range of similar communities and are substantially lower than Tofino prices. This means that attracting skilled workers or entrepreneurs to Ucluelet may not be seriously impacted by high housing prices, especially as prices remain lower than larger urban areas in the province. Nevertheless, it is important to continue to pay attention to this issue and to take steps to ensure a wide variety of housing choices are available to accommodate a socio‐economically diverse population, including families and young working adults. This includes a variety of housing types (single family homes, multi‐family townhomes or apartments) at a variety of sizes and densities to appeal to different price points in the market. Working to keep housing affordable will make it easier for Ucluelet to retain and expand its permanent population, which would improve the viability of many of the shopping and services options that residents would like to see (as identified in the community survey). Actions Continue working to create and maintain affordable housing options in the community through the Ucluelet Affordable Housing Committee and by implementing OCP affordable housing policies. Encourage the development of a wide range of housing options to meet market demand for various housing types and price points. Lead Responsibility Time Requirement Partnerships Priority Staff Minimal Housing developers Medium
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
GOAL #3: ENHANCE PHYSICAL INFRASTRUCTURE FOR ECONOMIC DEVELOPMENT Goal #3 addresses the physical conditions that affect economic development. These are general characteristics of the community that are not specific to any particular sector. Harbour‐related physical infrastructure is addressed under Goal #4, which contains all Harbour‐related strategies. Strategy 15.
Ensure sufficient supply of employment land and encourage sufficient development of commercial space
New and expanding businesses in Ucluelet need a physical location on which to operate that is suitable for their requirements in terms of size, level and type of servicing, permitted uses, proximity to important amenities or transportation routes, etc. Ucluelet's new Official Community Plan (OCP) designated two main areas for non‐harbour industrial uses (on Seaplane Base Road and Forbes Street) and there appears to be ample space available for Ucluelet's industrial development requirements in the near future. Commercial development is focused on Peninsula Road, the Village Centre area including Main Street, and selected other areas within the community. There were conflicting messages received in the project consultation about the suitability of current commercial space, suggesting that space is available but may not be considered of sufficient quality for some users. Actions Monitor the availability of industrial and commercial space (through a BRE program, informal discussions with local businesses and community members, etc.). If availability becomes a challenge, work with land owners and developers to expand supply. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Minimal Ucluelet Chamber of Commerce Lower Individual businesses and property developers
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 16.
Support continued improvement to regional transportation infrastructure.
The vast majority of personal and commercial traffic coming to the Ucluelet/Tofino corridor is traveling on Highway 4 from Port Alberni, which is a winding, narrow mountain highway. Many respondents to the community survey are concerned about the condition of this route (even though the survey question was intended to deal only with Ucluelet's internal roads). The Long Beach Airport is located 24 km east of Ucluelet and is owned by the Alberni‐Clayoquot Regional District. It has regularly flights to Vancouver and regularly hosts private aircraft. There is significant potential to upgrade services as there is currently no lighting system, no air traffic control, and a need to upgrade the runways, drainage system and access road. The airport is therefore at risk of regular weather‐related closures. On the positive side a new terminal building was completed in 2010 but there remains significant potential to improve regional access through further upgrades. According to a regional analysis of airport issues9, an upgraded Long Beach Airport could directly target the corporate and private air travel markets as a link with the high‐end resorts in the region. This would have an obvious connection to investment attraction as a significant number of "high‐end" tourists would also be potential business investors in the area. Actions Continue to encourage and support the Alberni‐Clayoquot Regional District in making upgrades to the airport. Provide support in attracting additional services and airline users to the airport. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Minimal Alberni‐Clayoquot Regional District Medium District of Tofino Tourism Ucluelet
9
InterVISTAS Consulting Inc. (June 2008), Vancouver Island and Sunshine Coast Region Air Transportation Outlook, prepared for Vancouver Island Economic Developers Association (VIEDA).
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 17.
Ensure community access to state‐of‐the‐art telecommunications infrastructure
Having a state‐of‐the‐art telecommunications system is a basic requirement for any knowledge‐based industry and is rapidly becoming essential for all industries. As part of developing an updated community profile of Ucluelet's economic development assets, a comprehensive description of fibre optic connections in Ucluelet should be compiled. This would include a map of where lines are located and identification of any areas of the community with varying costs and ability to connect to fibre. Cell phone service is also an important factor for business purposes. It was not raised as a concern in the consultation for this report, although coverage is very sporadic on Highway 4 between Port Alberni and Ucluelet. Actions Compile up‐to‐date description of fibre optic availability in Ucluelet and make information available through a community profile and/or to interested parties. If necessary, combine with other interested parties to approach utilities about improving telecommunications services. Similarly monitor the status of other telecommunications services (e.g., cell phone coverage) and work with utilities to improve services, as required. Lead Responsibility Time Requirement Partnerships Priority EDO/Staff Minimal Ucluelet Chamber of Commerce Lower School District No. 70 (Alberni) Alberni‐Clayoquot Regional District
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
GOAL #4: CAPITALIZE ON HARBOUR‐RELATED OPPORTUNITIES Goal #4 pulls together all of the harbour‐related strategies. This is the second main section in the report that provides additional focus on harbour issues (after section 2.3), reflecting the additional funding provided to this project by the Ucluelet Harbour Authority. Apart from the specific strategies that follow, it is important to make the statement through this Economic Development Strategy that commercial fishing and other marine industries activities are not just part of Ucluelet's history, but will continue to be an important part of a strong local economy well into the future. Strategy 18. Secure funding to undertake a renewal of key harbour infrastructure. Like all large pieces of infrastructure, the harbour requires ongoing maintenance and repair. But there are several larger upgrades or improvements that have been identified by the Ucluelet Harbour Advisory Commission (HAC). These include: Solving the challenge of excessive wear on the Otter Street ("52 Steps") dock from large vessels. This facility has been designated a "core fishing harbour" and is maintained by Small Craft Harbours as part of its mandate to support the commercial fishing sector. Solutions may include relocating the SCH facility or creating an alternative site for the large vessels. Dredging in the Inner Boat Basin to expand the navigable area, particularly through the narrow opening into the Basin, although this would be difficult. Addition of a floating breakwater to provide more shelter to moorage at the Outer Boat Basin. Planned development of Seaplane Base area. Moving smaller vessels (recreational and charter) to small lagoon northwest of current Small Craft Harbours (bordered by Harbour Crescent). Developing an offloading, tie‐up and net repair facility off Seaplane Base Road. This would have the further benefit of moving heavy truck traffic to a site closer to the edge of the community with quicker access to the highway. Multiple ideas for expanding the amount of moorage space through reconfiguring the current docks, adding more fingers at the Outer Boat Basin, establishing new facilities on public land further inside the Inlet, etc. These large capital expenditures are typically done only with funding support from Small Craft Harbours (SCH) or some other source. SCH has a responsibility to maintain commercial fishing infrastructure, so developing a proposal that allows SCH to continue to fulfill its mandate while also addressing some of Ucluelet's other challenges is a possible way forward.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Actions Collaborate with the Harbour Advisory Commission and harbour users to prioritize the needed upgrades and develop a plan to secure funding support. Lead Responsibility Time Requirement Partnerships Priority Staff Significant Ucluelet Harbour Authority High Harbour users
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 19.
Retain and expand the network of marine‐related support services.
This strategy refers to things like marine repair and maintenance facilities, fuel providers, ice and other marine goods suppliers, offloading and trucking firms, cold storage, and public services like catch monitors and the Coast Guard. Commercial fishing vessels require these types of services whether they use Ucluelet as their home port or whether they are visiting Ucluelet temporarily while fishing nearby. If any critical services are lost, vessels may choose to offload their catch at a harbour where services are available or switch their home port elsewhere. A recent report on the BC Trawl Fishery10 argued that the infrastructure supported by the trawl fishery (which makes up a larger share of Ucluelet's economy than any other coastal community) is also vital for other commercial fisheries (e.g., salmon) as well as First Nations and recreational fisheries that would not be able to support these vital services on their own. Actions Include marine‐related support services businesses as a component of a future business retention and expansion (BRE) program. Should the need arrive in the future (due to a business closure, for example), work to attract marine service providers to ensure that Ucluelet provides as complete a set of marine services as possible. Support the continued presence of a Coast Guard base in Ucluelet. Lead Responsibility Time Requirement Partnerships Priority Lower Council/Staff Moderate Ucluelet Harbour Authority Commercial fishing and marine‐ related companies Ucluelet Chamber of Commerce
10
GSGislason & Associates Ltd. (June 2010), Economic Impacts from a Reduced Groundfish Trawl Fishery in British Columbia, prepared for BC Ministry of Environment.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 20.
Support the commercial fishing, aquaculture and processing sectors in the development of new and higher‐value seafood products.
As discussed in Section 2.3, the ongoing challenge for resource‐based manufacturing in an advanced economy like Canada's is to create higher and higher‐value products. Only high‐value products can support higher wages, but even more important, higher‐value products are distinguished in the global market by their quality, but by price. Lower‐value commodity products compete on price, putting Canada into direct competition with other commodity suppliers around the world, most of whom will have a lower cost structure. The role of the economic development office is to help the existing commercial fishing, aquaculture and processing sectors stay abreast of new information on markets and technologies, or connect the local operators to relevant experts in government or industry associations. Local operators should be encouraged to experiment with new ideas as higher‐value products may emerge from any point in the production cycle. It could be a large change, such as demand for a new species that is not currently valued, or small changes that make fish fresher (such as flash freezing at sea) or reduce costs (such as improving offloading technology). It is important above all to not be complacent with the current state of the industry as it will inevitably change. Actions Consult regularly with current seafood processors and commercial fishing and aquaculture operators to stay abreast of their needs and requirements. Investigate the feasibility of providing assistance with the purchase of fishing quota or licenses. Ensure that the economic development office subscribes to a wide variety of information sources on the industry and is aware of the resources that are available through senior levels of government, industry associations, academia, etc. and connect local operators to these resources as much as possible. Lead Responsibility Time Requirement Partnerships Priority Council/Staff Significant Industry associations, government Medium agencies, research institutes and others involved in seafood
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 21.
Expand the pedestrian and tourist connection to the harbour.
One of the defining features of Ucluelet as a tourist destination is that it remains an authentic fishing community. Ucluelet's early history, starting with the First Nations residents of the area and continuing through European settlement, is closely tied to the sheltered harbour. There is potential to build upon this heritage to make the harbour more of a tourist attraction in its own right. The recently updated Official Community Plan encourages the development of walking trails and viewpoints throughout Village Square and other areas adjacent to the waterfront. The establishment of dockside fish sales and continued growth in various tourist commercial services (e.g., boat tours, whale‐ watching) will draw people to the waterfront. There is also potential for growth in industrial and historical/cultural tourism. Industrial tourism allows visitors to observe and learn about current or past industrial practices, such as commercial fishing and fish processing. Historical/cultural tourism could build upon many fascinating aspects of Ucluelet's history, including First Nations history, the Japanese presence, the historical development of commercial fishing and much more. Actions Continue to develop pedestrian access and viewpoints of the harbour. Encourage the development of pedestrian and tourist experiences at the harbour, such as fish sales and industrial or historical tours, provided they are done safely and to not infringe on commercial operations. Lead Responsibility Time Requirement Partnerships Priority Medium Staff Minimal Ucluelet Harbour Authority Commercial fishing and processing operators Tourism Ucluelet
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 22.
Support the expansion of other marine‐related commercial activities.
There are a variety of other commercial users of the harbour that are important contributors to Ucluelet's economy. Most notable are the tourist‐oriented commercial recreation companies that provide services like fishing charters, whale‐watching and touring cruises, and adventure sports. Transportation is another potentially significant industry with the seasonal passenger ferry to Port Alberni (the Frances Barkley) and the float plane dock. As Ucluelet's tourism sector continues to grow over time, demand for marine‐related activities is sure to expand as well. In order to accommodate this expansion, the Harbour Authority must ensure that sufficient capacity is in place and conflicts are not introduced with commercial fishing and other harbour users. From an economic development perspective, preserving the viability of commercial fishing and related activities should be the top priority as their overall economic impact is greatest. This is despite the fact that from a purely financial point of view, the Harbour Authority will earn more money from moorage from recreational and other non‐fishing uses. Ucluelet's west coast location means there are fewer touring recreational vessels that will stop in Ucluelet compared to the sheltered east side of Vancouver Island. Nevertheless tourists arriving in Ucluelet on their own boats contribute to the local economy through purchases of fuel and marine services, as well as the regular tourist expenditures in restaurants, retail and perhaps even accommodation and recreation (depending on the length of their stay). Providing additional moorage space to accommodate transient vessels, particularly in the high season, should be considered. Establishing a fresh fish market and improving and promoting the boat launch (which could be a launching point for trips to the Broken Group Islands) are other tourism‐related opportunities. Expanded floatplane service is another potential growth area. There is space for floatplane docking at Whiskey Dock, but an improved facility has been discussed as part of an overall revamping of harbour infrastructure. Floatplane service would make it easier and faster for some tourists to visit resorts in Ucluelet and is also a boon for business connections and for any other potential users willing to pay to avoid the time and inconvenience of driving. Actions As harbour infrastructure is renewed and expanded over time, ensure that space is provided for growth in commercial recreation and transient recreational moorage. Explore the feasibility of expanded floatplane service for the harbour. Support the efforts of Tourism Ucluelet to promote the marine‐based recreation as a key component of Ucluelet's tourism sector. Lead Responsibility Time Requirement Partnerships Priority Council/Staff Moderate Ucluelet Harbour Authority Lower Ucluelet Chamber of Commerce Tourism Ucluelet
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
GOAL #5: PURSUE TARGETED ECONOMIC DEVELOPMENT OPPORTUNITIES As noted in the Introduction, targeting specific economic sectors is not a prominent feature of this Economic Development Strategy. Rather, most of the individual strategies are focused on improving the overall conditions for local economic growth, regardless of the sector. However, the priority analysis of economic development opportunities in Appendix C showed several areas that combine significant economic benefits for Ucluelet with a strong probability of success. Two of these target areas have already been covered ‐ the attraction of a new post‐secondary educational institution or research facility was included under Goal #2 (Invest in Ucluelet's Human Potential) while seafood processing and other marine‐related opportunities were included under Goal #4 (Capital on Harbour‐Related Opportunities).
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Strategy 23.
Support growth of the tourism sector.
Tourism is a huge part of Ucluelet's economy and was the top choice of respondents to the community survey as the most important sector in supporting the community's future economy. Tourism marketing is the responsibility of Tourism Ucluelet, which is in the process of establishing itself as a stand‐alone destination marketing organization after previously being a committee of the Chamber of Commerce. There are two Visitor Information Centres that are operated by the Chamber. That leaves the involvement of the economic development office in tourism expansion primarily in new product development and supporting existing tourism‐oriented businesses. Continued growth of tourism in Ucluelet will require the development of new attractions and activities and the renewal of existing attractions. This includes various service‐oriented businesses, retailers, restaurants, recreation companies, etc. that will appeal to tourists but also cater to local residents. As Ucluelet's attractiveness relies heavily on the spectacular natural surroundings, there is a strong need to ensure that new developments preserve the area's natural attractiveness and are consistent with Ucluelet's authentic village character. The discussion of opportunities through the consultation for this project and in previous studies included a wide variety of tourism‐related business development ideas. The priority analysis of opportunities in Appendix C did not rate these opportunities particularly highly, largely because the economic benefits of any one idea are likely to be limited and because the opportunities are already widely known (meaning there is no need to spend resources promoting opportunities). The exception would be significant new resort‐style developments, which have been discussed in the past in Ucluelet and would have a much more significant impact. Apart from these larger development, many of the strategies in this report that address the general conditions for local business development will be of benefit to small tourism‐oriented businesses. The other important issue that was consistently raised with respect to tourism is job quality. As many of the jobs are in the service sector, they tend to be lower‐paying with lower skill requirements. The key to higher wages is creating a higher value product or service (the same as in all industries). In tourism this is usually done through a superior level of service or providing more spectacular experiences. Actions Continue to support tourism promotion and servicing provided by Tourism Ucluelet and the Ucluelet Chamber of Commerce. Provide support to the development of tourist‐oriented events, attractions and businesses. Encourage and support an annual meeting of all tourism stakeholders in the community. Lead Responsibility Time Requirement Partnerships Priority Staff Moderate Tourism Ucluelet Medium Ucluelet Chamber of Commerce
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Strategy 24.
Support the expansion of forestry and wood products manufacturing.
Forestry has a long history in the Ucluelet area but has been in long‐term decline as a source of local income and employment for at least several decades. This has been caused by the overall struggles of the BC coastal forest industry and the environmental upheaval and long subsequent examination of the role of forestry in Clayoquot Sound since the mid 1990s. In 2011, however, there are multiple signs pointing to a local rebirth in forestry. The logging tenures in the area are now almost exclusively under the control of local First Nations through Iisaak Forest Resources. The Barkley Community Forest, which will be jointly owned by the District of Ucluelet and the Toquaht First Nation, is nearing operation after nearly a decade of work to bring it into being. The sum impact of these changes is that logging is now under local control and there is a strong desire to maximize the value of the area's wood resources, which means expanding the amount of wood processing and value‐added manufacturing that occurs in the area. Market conditions are improving somewhat with expanded exporting to China, although the continued collapse of the US housing market is still a significant impediment to growth. Logging obviously occurs outside Ucluelet and it is not clear whether new wood products manufacturing sites would be in Ucluelet or not. In either case the industry should be supported by Ucluelet's economic development office as it will employ Ucluelet residents and will likely patronize goods and services providers in Ucluelet. Actions Work with prospective wood products manufacturers to create viable manufacturing operations, helping with issues that may include land requirements, transportation, labour training, identifying markets, etc. Leverage the District of Ucluelet's involvement in Barkley Community Forest to support new manufacturing operations. Lead Responsibility Time Requirement Partnerships Priority Council/Staff Significant Iisaak Forest Resource Medium Barkley Community Forest Alberni‐Clayoquot Regional District First Nations
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5.
IMPLEMENTATION AND PERFORMANCE MONITORING
This chapter of the report explains how the District should go about implementing the Economic Development Strategy. The Strategy has been designed to accommodate whatever level of resources Council ultimately decides to dedicate to economic development. The highest‐priority items should be covered even with a smaller commitment, while a larger commitment would enable more strategies to be covered in a shorter period of time. ANNUAL WORK PLAN It is recognized that priorities will change over time as new opportunities and challenges emerge. It is therefore suggested that an annual work plan be developed for the economic development function that specifies the major projects for the year as well as the ongoing programs and initiatives that will be maintained. The work plan should identify the time requirement, budget allocated and partners for each project, with a brief description of what will be done. It is also important to specify a measurable outcome for each strategy, a topic that will be addressed in detail in Section 5.2. At the conclusion of each year there should be a report on the results of the economic development work plan, summarizing the successes (or failures) in meeting the goals in the work plan and why things may have turned out differently than expected. The release or presentation of this report is ideally suited for an annual economic development event, such as those recommended under Strategy 8 (page 45). Further details on this topic will also be covered in Section 5.2.
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5.1.
IMPLEMENTATION SUMMARY
The entire Economic Development Strategy is summarized below. Note the year ranges shown for each priority level are approximate and will depend on the level of resources available.
High Priority (Year 1‐2)
Medium Priority (Years 2‐4)
Lower Priority (Years 3+)
✔
✔
✔
Strategy 2. Create and operate business retention & expansion (BRE) program. (Significant) Strategy 20. Support the commercial fishing, aquaculture and processing sectors in the development of new and higher‐value seafood products. (Significant)
✔
✔
Strategy 24. Support the expansion of forestry and wood products manufacturing. (Significant)
✔
✔
Strategy 4. Maintain information and promotional tools (Significant) Strategy 3. Use communication tools to engage local community and outsiders about Ucluelet opportunities. (Moderate) Strategy 10. Increase connection between educational institutions and the business community. (Moderate)
✔
✔
✔
✔
✔
Strategy 19. Retain and expand the network of marine‐related support services. (Moderate)
✔
Strategy 22. Support the expansion of other marine‐related commercial activities. (Moderate)
✔
Strategy 7. Participate in regional economic development initiatives where appropriate. (Moderate)
EDO or District Staff
✔
Strategy 18. Secure funding to undertake a renewal of key harbour infrastructure. (Significant)
✔
Strategy 9. Pursue a new post‐secondary educational facility and/or research institute. (Significant) Strategy 5. Establish ongoing working relationship and partnerships with neighbouring First Nations. (Moderate) Strategy 6. Establish ongoing working relationship and partnerships with neighbouring communities, the provincial and federal governments, and local community organizations. (Moderate) Strategy 8. Develop and maintain regular points of contact for Mayor and Council and the business community (Moderate)
✔
✔
✔
✔
✔
✔
✔
✔
✔
Strategies by Lead Responsibility (Time Requirement in Parentheses)
Economic Development Officer (EDO) Strategy 11. Develop business resource package, including referral service, to support entrepreneurs and small businesses (Significant)
Strategy 21. Expand the pedestrian and tourist connection to the harbour. (Minimal)
✔
✔
Strategy 23. Support growth of the tourism sector. (Moderate)
✔
✔
✔
✔
Strategy 16. Support continued improvement to regional transportation infrastructure. (Minimal) Strategy 15. Ensure sufficient supply of employment land and encourage sufficient development of commercial space (Minimal)
✔
Strategy 17. Ensure community access to state‐of‐the‐art telecommunications infrastructure (Minimal)
District Staff (non‐EDO) and/or Council
✔
Strategy 1. Realign economic development function according to strategic priorities and budget. (None) Strategy 12. Continue to support the redevelopment of Tofino General Hospital and the expansion of public health services in Tofino and Ucluelet. (Minimal) Strategy 13. Continue to support arts, cultural, sport and other services and programs aimed at supporting a high quality of life (Minimal)
✔
✔
✔
✔
✔
✔
✔
Strategy 14. Continue to ensure a range of housing choice in the market. (Minimal)
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5.2.
PERFORMANCE MONITORING
Performance monitoring in economic development is a difficult subject because the desired outcomes ‐ more jobs, higher incomes, etc. ‐ are always influenced by a multitude of factors. Just because a community adds 50 new jobs in a year does not mean the economic development office has done a good job (nor does the loss of 50 jobs mean the economic development office has done a poor job). Overall economic conditions, the quality of business decisions, the rise or decline of new competitors, changes in the regulatory environment, weather conditions or natural disasters, and just plain luck may all have a role in what transpires. It is far easier to measure the inputs to an economic development project, such as the number of companies interviewed in a business retention program, or the number of copies of a promotional document that are distributed, or the number of hits on an investment website. But these types of indicators do not necessarily translate into the things that are really desired (more jobs, higher incomes, etc.). The recommended approach is a two‐part performance monitoring report: 1. Measure specific inputs for economic development projects and programs, and where possible, measure outputs as well. 2. Monitor overall economic conditions in the community. The results should be reported on an annual basis, possibly in conjunction with the next year's economic development work plan. A feedback loop is generated where the decision to proceed on a project comes from Council, is then executed, and the results are brought back to Council/Committee for review and as input into the next round of initiatives. PART 1. MEASURING ECONOMIC DEVELOPMENT PROJECTS Each project or ongoing program that is included in the annual economic development work plan should include, if possible, a measurable goal. The simplest type of goal is a yes/no checkmark on whether or not the project is completed. An example might be the completion of a business resource package for entrepreneurs and small businesses that compiles resource materials and links to further information and assistance. The measurable might simply be whether or not the package is completed.
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If a subsequent action is to put the package online and promote its existence through local and regional businesses organizations, the measurable might be more specific and relate to the number of website pageviews or downloads. Sometimes it is possible to directly measure an important economic development output. For example, the strategy to expand local wood products manufacturing might have the economic development officer actively promoting the availability of timber from the Community Forest. By responding to inquiries and providing assistance to companies in finding suitable industrial space and getting established, it could reasonably be concluded that the newly created jobs in that company were the direct output of the strategy. It is important in establishing goals to be realistic and to ensure that the tracking of results is not overly time‐consuming. Performance measurement is important, but it should be a significant distraction from the focus on actually executing the strategy. The annual report on the results of the economic development program should show where goals were met or where they fell short, with a brief explanation of each. PART 2. MONITORING OVERALL ECONOMIC CONDITIONS The monitoring of overall economic conditions in Ucluelet will give the economic development officer (as well as other interested parties) insight into the overall health of the Ucluelet economy, whether conditions are improving or deteriorating, which sectors are doing well, how Ucluelet compares to other communities, etc. Unfortunately there is limited data available for a small community like Ucluelet on an annual basis. Much more data is available every five years with the release of Census results. There are three main types of data that can be reported: 1. External data generated by reputable sources such as Statistics Canada, BC Stats, and various senior government departments. The advantage of external data is the regularity and consistency of the data over time, which supports trend analysis and allows for direct comparisons between Ucluelet and other communities. 2. Internal data such as business licenses, building permit values, harbour revenues and other data generated by the District or other organizations in the region. 3. Project‐specific data. Usually the project‐specific results would be reported under Part 1 (Measuring Economic Development Projects) but sometimes results can be used as an indicator of overall economic conditions. The best example of this is the results of a business retention and expansion (BRE) program. It is reasonable, for example, to report the percentage of
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companies interviewed who intend to hire new workers in the next year, compared to the number of companies who said this in the previous year. The types of data that are analyzed in Appendix A of this report can be updated over time. Some other possible topics, with data sources and update frequency, are shown in Table 3. Table 3. Possible Economic Monitoring Topics and Data Sources Topic Employment Growth and Diversification
Data Set Number of jobs in Ucluelet, number of jobs in key sectors Average employment income
Population and Business Growth
Population estimates
Housing Prices
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Building permits of each type (residential, commercial, industrial, institutional) Business license counts Business establishment counts Average assessed value of representative house
Source Statistics Canada Census
Frequency Every five years
Statistics Canada Census, or Canada Revenue Agency taxfiler data reported by BC Stats BC Stats, Statistics Canada Census
Every five years (Census), Annual (approximately, BC Stats) Annual (BC Stats), Every five years (Census) Monthly (District), Annual (BC Stats)
District of Ucluelet or BC Stats (for data on comparable municipalities) District of Ucluelet BC Stats BC Ministry of Community, Sport and Cultural Development District of Ucluelet or BC Ministry of Community, Sport and Cultural Development (for data on comparable municipalities) Statistics Canada Census
Monthly or Annual Annual Annual
Tax Base Balance
Share of residential assessment and property tax revenue
Annual
Workforce education
Workforce educational attainment
Business retention and expansion (BRE) measurements
Number of companies planning expansions (and contractions), anticipated job openings for the next year, and other ad hoc information collected through the BRE program
Ucluelet BRE Program (if established)
Annual or as required
Tourism‐related
Visitor Information Centre counts
Ucluelet Chamber of Commerce
Monthly or as required
Every five years
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Topic
Data Set Highway traffic counts
Room revenue
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Source BC Ministry of Transportation and Infrastructure BC Stats
Frequency Monthly, Annual
Annual
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
APPENDIX A: UCLUELET ECONOMIC ANALYSIS REPORT As a precursor to the creation of Ucluelet's Economic Development Strategy, a detailed Economic Analysis of the community was completed. The purpose of the analysis was to collect a wide range of information on the economy of Ucluelet and the surrounding area and to distill from it useful information on trends, issues, opportunities and relative advantages and disadvantages. The results provide important background information for many of the specific initiatives that are recommended in the Economic Development Strategy. They were also presented to Council and the public at several consultation sessions as a starting point for discussing economic challenges and opportunities. DATA SOURCES Statistical data was collected from reputable sources, including Statistics Canada, BC Stats and other government agencies, as well as the District of Ucluelet itself. Prior studies that addressed aspects of the Ucluelet or regional economy were also reviewed for relevant data and information. Note that the analysis was originally completed in 2011, prior to the release of the 2011 Census population results. The report was updated early in 2012 to include the initial 2011 Census results, which included only total population. All other analysis still relies on the 2006 Census. BENCHMARKING In order to generate the greatest possible insight from the data, Ucluelet was benchmarked against 14 other BC communities that share certain characteristics. These comparisons show Ucluelet not just relative to BC or the Vancouver Island/Coast region, but against a peer group of similarly‐sized communities. The benchmarking approach provides a much deeper understanding of the community's characteristics, key trends, and relative strengths and weaknesses. The criteria for selecting the benchmark group include: Community population between 1,000 and 5,000. Ucluelet's estimated 2010 population was about 1,600 so this criterion ensures that the comparable communities are similar in size or slightly larger. Not part of a Census Metropolitan Area (CMA) or Census Agglomeration (CA). This criterion ensures that Ucluelet is not compared to small communities located on the outskirts of larger areas, like Highlands (part of the Victoria CMA) or Cumberland (part of the Courtenay CA).
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Located on Vancouver Island OR the mainland coast OR is a BC Resort Municipality. The final criterion limits the group of comparable communities to those that are broadly similar to Ucluelet either in location (on Vancouver Island or with a coastal location) or similar in terms of their reliance on the tourism sector (one of BC's official Resort Municipalities11). The comparison group includes the following communities: 1. Ucluelet (Vancouver Island, coastal location, Resort Municipality) 2. Tofino (Vancouver Island, coastal location, Resort Municipality) 3. Port Hardy (Vancouver Island, coastal location) 4. Port McNeill (Vancouver Island, coastal location) 5. Gold River (Vancouver Island, coastal location) 6. Lake Cowichan (Vancouver Island) 7. Gibsons (coastal location) 8. Fernie (Resort Municipality) 9. Golden (Resort Municipality) 10. Invermere (Resort Municipality) 11. Radium Hot Springs (Resort Municipality) 12. Valemount (Resort Municipality) 13. Rossland (Resort Municipality) 14. Osoyoos (Resort Municipality) 15. Harrison Hot Springs (Resort Municipality)
11
The BC Resort Municipality Initiative allows communities with a high degree of reliance on tourism to share an agreed percentage of additional hotel room tax for investment in tourism development projects.
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A‐1: COMMUNITY OVERVIEW Ucluelet is a community of about 1,600 people located on the west coast of Vancouver Island. Of 161 incorporated municipalities in the province of British Columbia, Ucluelet ranked 118th in estimated population in 2010. It is one of three municipalities in the Alberni‐Clayoquot Regional District (along with Port Alberni and Tofino). Several hundred people also live in the unincorporated settlement of Millstream just outside Ucluelet's boundaries, and the Source: RE/MAX Mid‐Island Realty community is also located in close proximity to several First Nations Reserves, including the Yuu‐tluth‐aht (directly across Ucluelet Inlet) and Toquaht. Road connections are via Highway 4 from Port Alberni, which connects to the Island Highway near Qualicum Beach on the east coast of Vancouver Island. The Island has no fixed connection to the mainland of North America, so most people traveling by automobile arrive via ferry ‐ ferries provide linkages through Nanaimo (to Horseshoe Bay and Tsawwassen in Metro Vancouver) or Schwartz Bay near Victoria (to Tsawwassen). Other ferries provide connections to Washingon State (from Greater Victoria) and other locations on the mainland (Comox ferry to Powell River, Port Hardy ferry to various Central Coast locations and Prince Rupert). The Long Beach Airport located near Tofino provides air service to Ucluelet with several scheduled flights per day to Vancouver and additional charter air service. Floatplanes land regularly in Tofino and additional visitors may arrive by water from locations throughout the coast.
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POPULATION GROWTH WITHIN REGIONAL CONTEXT According to the Statistics Canada Ucluelet Population & Share of ACRD, 1956‐2011 (Source: Statistics Canada Census) Census, Ucluelet's population 1,800 1,658 expanded by more than 1,000 1,595 1,593 1,559 1,600 1,512 people from 1956 to 1981 before 1,400 leveling off. Population fell from 1,180 1996 to 2006 and then grew again 1,200 1,054 1,018 from 2006 to 2011. 1,000 782 5.2% 5.1% 4.9% 5.0% 5.1% 800 Table 40 shows that regional 3.7% 3.7% 600 520 3.2% 3.0% population in the Alberni‐ 400 2.3% Clayoquot Regional District also 200 expanded from 1956 to 1971 0 before fluctuating slightly over the 1956 1961 1966 1971 1976 1981 1986 1991 1996 2001 next 35 years. Ucluelet has had Ucluelet % of ACRD Ucluelet about one in twenty regional residents since 1981. 74
12% 1,627 1,487
10%
8%
4.8%
5.2%
6%
4%
2%
0% 2006 2011
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Table 4.
Population, Ucluelet and Region, 1956‐2006
Alberni‐ Year Ucluelet Clayoquot RD 1956 520 22,723 1961 782 25,921 1966 1,054 28,700 1971 1,018 31,747 1976 1,180 32,174 1981 1,593 32,558 1986 1,512 30,341 1991 1,595 31,224 1996 1,658 31,652 2001 1,559 30,345 2006 1,487 30,664 2011 1,627 31,061 Growth (with average annual growth rates in parentheses) 1956‐1966 534 (7.3%) 5,977 (2.4%) 1966‐1976 126 (1.1%) 3,474 (1.1%) 1976‐1986 332 (2.5%) ‐1,833 (‐0.6%) 1986‐1996 146 (0.9%) 1,311 (0.4%) 1996‐2006 ‐171 (‐1.1%) ‐988 (‐0.3%) 1956‐2006 967 (2.1%) 7,941 (0.6%) 2006‐2011
140 (1.8%)
397 (0.3%)
Vancouver Island/ Coast Region 277,092 312,059 356,758 404,048 465,239 517,536 537,174 611,654 678,526 687,991 727,422 759,366
British Columbia 1,398,464 1,629,082 1,873,674 2,184,621 2,466,608 2,744,467 2,883,367 3,282,061 3,724,500 3,907,738 4,113,487 4,400,057
79,666 (2.6%) 108,481 (2.7%) 71,935 (1.4%) 141,352 (2.4%) 48,896 (0.7%) 450,330 (1.9%)
475,210 (3.0%) 592,934 (2.8%) 416,759 (1.6%) 841,133 (2.6%) 388,987 (1.0%) 2,715,023 (2.2%)
31,944 (0.9%)
286,570 (1.4%)
Source: Statistics Canada
The Alberni‐Clayoquot region (shown as the shaded area in the Vancouver Island/Coast picture to the right) is highly reliant on the traditional resource sectors of forestry and fishing, as well as tourism. As resource sector employment has declined over time (both due to challenging economic conditions and efficiency improvements that require far fewer workers to achieve the same output), the regional population has stayed relatively flat. The Vancouver Island/Coast region as a whole has grown nearly as fast as the province, with average annual growth rates for every period back to 1956 consistently just below the provincial growth rate.
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USE OF CENSUS DATA Although the Census provides the basic data behind much community and regional analysis, it must be noted that Census population figures are always slightly smaller than the true population. Some people are inevitably missed in each Census (and a much smaller number are counted more than once). Statistics Canada refers to this as “net Census undercoverage” and it is typically 3‐4%. That explains why the annual population estimates produced by BC Stats are always higher than the Census figures for the same time period. These annual estimates for Ucluelet and comparable communities are reported in the next section. Even with the undercount issue, and the fact that the latest Census results are now more than 5 years old, this report will still make extensive use of Census information. It is the usually the only source of detailed community‐level data and has the advantage of being collected in a consistent manner over many years and across many communities. While the 2006 Census results can provide no insight into growth and change in Ucluelet since that time, the data that describes the type of people and housing and industries in Ucluelet changes more slowly over time and still provides a reasonable snapshot of community characteristics.
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A‐2: POPULATION GROWTH AND DEMOGRAPHICS POPULATION GROWTH As noted above, Census population Population Growth Rates, Ucluelet & BC, 1997‐2010 (Source: BC Stats) figures always under‐represent the true 8% population in an area. An alternative is 6% BC Stats annual population estimates, which are based on indicators like the 4% number of BC Hydro connections and 2% Old Age Security recipients. 0% Ucluelet has consistently had annual ‐2% growth rates lower than the BC average ‐4% but has been much closer to provincial ‐6% growth since 2006. Relative to the Ucluelet Growth Rate BC Growth Rate benchmark group of communities, Ucluelet has usually been in the bottom third, other than the last few years when it has ranked in the middle. The fastest‐growing places in the benchmark group are resort communities in the BC Interior. Table 5. Estimated Population and Growth Rates, with Benchmark Rank, 1996‐2010 Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1996‐2010 2006‐2010
Estimated Ucluelet Population 1,729 1,690 1,637 1,615 1,619 1,580 1,504 1,463 1,557 1,522 1,522 1,545 1,577 1,593 1,605
Ucluelet Growth Rate ‐2.3% ‐3.1% ‐1.3% 0.2% ‐2.4% ‐4.8% ‐2.7% 6.4% ‐2.2% 0.0% 1.5% 2.1% 1.0% 0.8%
BC Growth Rate 1.9% 0.9% 0.7% 0.7% 0.9% 0.5% 0.6% 0.8% 1.0% 1.1% 1.6% 1.7% 1.7% 1.6%
Benchmark Rank* (Among 15 Communities)
‐124 83
‐0.5% 1.3%
1.1% 1.7%
9th 7th
12th 11th 11th 7th 13th 15th 12th 1st 12th 11th 7th 7th 11th 5th
*Highest growth rate is ranked 1st. The benchmark group is explained on page 71. Source: BC Stats
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POPULATION BY AGE Ucluelet's population can be shown by age Population by Age Groups, Ucluelet & BC, 2006 (Source: Statistics Canada Census) groups that roughly match the various stages of life: 49.3% 43.5% Age 0‐14: Children. Age 15‐24: Young adults finishing their education and beginning the transition to the work force. 16.5% 15.8% 14.6% 13.1% 13.4% 12.3% 13.4% Age 25‐54: Prime working‐age adults. 8.1% Age 55‐64: Pre‐retirement adults nearing the end of their working Age 0‐14 Age 15‐24 Age 25‐54 Age 55‐64 Age 65+ years and transitioning to retirement. BC Ucluelet Age 65+: Retired adults. Compared to BC, Ucluelet has substantially more citizens in the prime working‐age years of 25‐54 and significantly fewer senior citizens. A similar pattern is evident compared to the benchmark group of similar communities. Ucluelet ranks 2nd in the percentage of residents aged 25‐54, but 12th in the percentage of senior citizens. Table 6. Population by Age Groups, with Benchmark Rank, 2006 Age Groups Age 0‐14 Age 15‐24 Age 25‐54 Age 55‐64 Age 65+
Ucluelet Population 235 200 735 200 120
Ucluelet Share of Population 15.8% 13.4% 49.3% 13.4% 8.1%
BC Share of Population 16.5% 13.1% 43.5% 12.3% 14.6%
Benchmark Rank* (Among 15 Communities) 10th 6th 2nd 7th 12th
*Highest percentage in each age group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
A similar picture emerges when looking at median age (this is the age where exactly half the population is older and half is younger). Ucluelet's median age of 36.4 years in 2006 was significantly younger than BC's and only Tofino had a younger population among the benchmark group. The Ucluelet‐Tofino corridor is clearly a highly attractive area for younger adults and the area also has easily the highest percentage of adults who have never been married (either legally or common‐law).
Median Age of the Population, 2006 (Source: Statistics Canada Census) Osoyoos Gibsons Harrison Hot Springs Radium Hot Springs Lake Cowichan Gold River Valemount Rossland Invermere Fernie Port Hardy Golden Port McNeill Ucluelet Tofino BC
58.8 50.2 49.8 45.3 44.5 44.3 42.3 41.9 41.3 41 38.9 37.3 36.5 36.4 34.2 40.8
MIGRATION AND IMMIGRATION Despite Ucluelet having a younger‐than‐ Mobility Five Years Prior to 2006 Census (Source: Statistics Canada Census) average population, the combination of 53.4% low birth rates and the continued aging of the Baby Boom generation mean that 43.6% ultimately the only way for communities to maintain or grow their population is 25.9% 24.5% 23.4% to attract new residents. Mobility status 13.6% data from the last Census shows that 5.3% Ucluelet's population is more transient 4.3% 4.3% 1.4% than the BC average (only 44% were still Non‐movers Moved within Moved within BC Moved from Moved from living in the same home as 5 years prior). same community elsewhere in outside Canada Canada BC Ucluelet About a quarter of the population had simply moved within Ucluelet, but it is clearly an attractive destination for people who previously lived elsewhere in BC (24.5% had moved from another BC community whereas only 13.6% of total BC residents moved within BC). About 4% of the population had moved from elsewhere in Canada (same as the BC average) while only 1.4% had moved to Ucluelet from outside the country, but this ranked 4th among the benchmark group.
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Table 7.
Population by Mobility over Previous Five Years, 2006
Mobility Status Non‐movers Moved within same community Moved within BC Moved from elsewhere in Canada Moved from outside Canada
Ucluelet Population 615 365 345 60 20
Ucluelet Share of Population 43.6% 25.9% 24.5% 4.3% 1.4%
BC Share of Benchmark Rank* Population (Among 15 Communities) 53.4% 14th 23.4% 4th 13.6% 3rd 4.3% 12th 5.3% 4th
*Highest percentage in each group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
Despite ranking 4th in the benchmark Immigrants as Share of Population, 2006 (Source: Statistics Canada Census) group for attracting new residents from 4.4% Valemount outside Canada, Ucluelet's overall Ucluelet 7.7% Port McNeill percentage of international immigrants Gold River in its total population (7.7%) is still quite Fernie Radium Hot Springs small relative to both the BC average and Port Hardy the comparable communities. While Lake Cowichan Invermere there is no "optimal" percentage of Tofino immigrants for economic development, Rossland Golden immigrant communities often provide a Osoyoos Gibsons greater diversity in language skills and Harrison Hot Springs may support business linkages to their BC countries of origin. There are also cultural benefits through enhancing diversity in local arts, food, etc. Not surprisingly with relatively few Non‐English Mother Tongue, 2006 (Source: Statistics Canada Census) immigrants, Ucluelet also has a similar 5.0% Port McNeill ranking in the number of residents with Rossland Gold River a non‐English mother tongue. The most Fernie common non‐English mother tongues in 9.4% Ucluelet Port Hardy Ucluelet are French (35 persons), Gibsons German (25) and Tagalog (Filipino) with Lake Cowichan Invermere 15 people. Valemount Radium Hot Springs Tofino The non‐English languages that are Harrison Hot Springs spoken by Ucluelet residents (but may Golden 19.2% Osoyoos not be mother tongues) include French BC (105 persons), Spanish (50) and German (35).
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24.8% 27.5%
29.3%
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
INCOME Median employment earnings12 in Median Employment Earnings, 2005 (Source: Statistics Canada Census) Ucluelet were 7% lower than the BC Osoyoos $15,792 median in 2005. This difference vanishes Harrison Hot Springs Lake Cowichan when considering only those who were Tofino employed full‐time for the full year. Gold River Radium Hot Springs What this suggests is that Ucluelet's full‐ Ucluelet $23,923 year/full‐time jobs are well‐paying, but Valemount Port Hardy there are relatively few of them as much Golden of the economy (primarily fishing and Fernie tourism) is seasonal. Gibsons Rossland Invermere Compared to the benchmark group, Port McNeill $25,722 BC Ucluelet's median earnings rank 9th, but improve to 6th for those employed full‐year, full‐time. Table 8. Employment Income, Age 15+ (includes only those with income), 2005 Income Type Median employment earnings Median earnings from full year, full time employment
Ucluelet $23,923
BC $25,722
$42,507
$42,230
$33,776
Ucluelet Benchmark Rank* Relative to BC (Among 15 Communities) ‐7.0% 9th +0.7%
6th
*Highest value in each group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
Only 44.2% of Ucluelet's employed residents in 2005 worked full time for the full year, below the BC average of 46.5% and ranking 6th in the benchmark group. Although Ucluelet had the highest rate of FY/FT workers of the comparison communities on Vancouver Island. The seasonal nature of fishing, forestry and tourism means that the rates of FY/FT employment are lower in the benchmark communities than in larger urban centres.
Employed Full Year/Full Time, 2005 (Source: Statistics Canada Census)
Gold River Rossland Lake Cowichan Osoyoos Harrison Hot Springs Tofino Gibsons Port Hardy Port McNeill Ucluelet Golden Invermere Valemount Fernie Radium Hot Springs BC
33.5%
44.2%
51.9% 46.5%
12
Median earnings are used rather than the average because they are a better reflection of "typical" earnings. The median is the point at which half of all incomes are lower and half are higher. Averages can be skewed by a few very high incomes.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
The sources of a community's total Income by Source, 2008 (Source: Canada Revenue Agency tax returns) income are closely related to Osoyoos 49% 44% 8% demographics. Ucluelet residents 61% 32% 8% Harrison Hot Springs Lake Cowichan 64% 26% 10% received 76% of their reported income Radium Hot Springs 66% 30% 5% from employment (including self‐ Gibsons 69% 26% 6% 69% 26% 5% Invermere employment) in 2008, which is above Gold River 74% 19% 7% Rossland 74% 20% 5% the BC average of 72%. This is not 75% 19% 6% Valemount surprising given the large number of 76% 18% 6% Ucluelet Fernie 78% 18% 4% working‐age adults in Ucluelet and the Golden 80% 15% 5% relatively small number of retirees. Tofino 80% 15% 5% Port Hardy 81% 14% 5% Port McNeill 83% 11% 5% BC 72% 22% 6% Income from pensions and investments Employment (including self‐employed) Pension/Investment Other is closely associated with retirement and Ucluelet's 18% share of income from these sources is lower than the BC average and far below some of the more population retirement locations like Osoyoos. (In the Island/Coast region, Parksville, Qualicum Beach, and the Gulf Islands are all over 40% income from pensions and investments). In terms of average income per tax return, Ucluelet improved its ranking from 13th to 11th compared to the benchmark group from 2000 to 2008. Average annual income growth of 3.3% ranked 7th. Table 9. Income by Source, 2000‐2008
Income Type Total Reported Income % from Employment % from Pension % from Investment % from Self‐Employment % from Other Sources13
Ucluelet 2000 $35,220,000 64.5% 9.0% 6.6% 6.4% 13.5%
Average Income per Tax filing Average Annual Income Growth
$25,338
Benchmark Rank* (Among 15 Ucluelet Communities) 2008 $55,968,000 9th 66.9% 11th 9.5% 7th 8.7% 3rd 8.6% 1st 6.2% 13th
$32,922 3.3%
Benchmark Rank* (Among 15 Communities) 8th 10th 7th 2nd 5th 11th 7th
*Highest value is ranked 1st. The benchmark group is explained on page 71. Source: Canada Revenue Agency tax files, compiled by BC Stats using Statistics Canada data
13
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Other income includes government social assistance payments, rental income and other miscellaneous income like alimony.
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
A‐3: LABOUR FORCE LABOUR FORCE PARTICIPATION Labour force participation rates measure Labour Force Participation Rate, 2006 (Source: Statistics Canada Census) the percentage of people age 15 or older Osoyoos 43.8% who are in the labour force (meaning Harrison Hot Springs Gibsons they are either employed or actively Lake Cowichan seeking work). They are lower in Gold River Rossland communities with older populations Golden because the likelihood someone is in the Fernie Invermere labour force declines as they age. It also Port Hardy reflects an economy's strength as the Tofino Valemount availability of jobs will pull people into Radium Hot Springs the labour force. Port McNeill 82.1% Ucluelet BC 65.6% Ucluelet participation of 82.1% in 2006 is remarkably high compared to the BC rate of only 65.6% and it ranks highest among the benchmark group of communities. This high labour force participation rate is a clear advantage for economic development in Ucluelet relative to similarly‐sized communities that have far fewer potential workers. EDUCATIONAL ATTAINMENT The skills possessed by the local labour Highest Educational Attainment, Age 25‐64, 2006 (Source: Statistics Canada Census) force are one of the most important 12.4% factors in a community's ability to attract Less than high school 15.4% or expand higher‐value economic 25.9% High school graduation 27.1% activity. 12.0% Apprenticeship/trades 16.5% Compared to BC, Ucluelet has more 19.6% College graduates with apprenticeship or trades 22.3% 6.1% training and more college diploma or University below bachelor 3.7% certificate graduates. There are fewer 24.1% University bachelor+ graduate university graduates in Ucluelet and 15.4% overall the 58.0% of those aged 25‐64 Total post‐secondary with some post‐secondary training is reasonably close to the provincial rate of 61.8%.
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BC Ucluelet
61.8% 58.0%
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
Relative to the benchmark group of Post‐Secondary Credentials, Age 25‐64, 2006 (Source: Statistics Canada Census) communities, Ucluelet generally ranks in Valemount 44.7% the middle, with a high ranking of 4th in Gold River Golden the number of college graduates. The Lake Cowichan overall ranking is 6th for total post‐ Port Hardy Osoyoos secondary graduates. Radium Hot Springs Harrison Hot Springs Tofino Ucluelet 58.0% Fernie Gibsons Port McNeill Invermere Rossland BC 61.8% Table 10. Highest Educational Attainment, Age 25‐64, 2006 Educational Attainment Less than high school High school graduation Apprenticeship/trades College University below bachelor University graduate (bachelor or higher) Total post‐secondary
75.1%
Ucluelet Ucluelet Share BC Share of Benchmark Rank* Residents of Population Population (Among 15 Communities) 145 15.4% 12.4% 7th 255 27.1% 25.9% 9th 155 16.5% 12.0% 7th 210 22.3% 19.6% 4th 35 3.7% 6.1% 10th 145 15.4% 24.1% 6th 545 58.0% 61.8% 6th
*Highest percentage in each group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
MAJOR FIELD OF STUDY For those with post‐secondary education, the most common fields of study are the same in both Ucluelet and BC: business/management/public administration and architecture/engineering/related technologies. Ucluelet has slightly fewer post‐ secondary graduates overall so in most fields there are slightly fewer graduates in Ucluelet compared to BC. The main
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Major Field of Study, Age 15+, 2006 (Source: Statistics Canada Census) 4.0% 3.3%
Education Visual and performing arts; and communications technologies
5.7%
5.2% 5.3%
Social and behavioural sciences and law
10.8% 9.8% 1.9% 0.0% 1.9% 0.0% 11.4% 9.8% 1.3% 1.6% 7.4% 7.7%
Health; parks; recreation and fitness Personal; protective and transportation services
Ucluelet
3.0% 2.4%
Humanities
Business; management and public administration Physical and life sciences and technologies Mathematics; computer and information sciences Architecture; engineering; and related technologies Agriculture; natural resources and conservation
BC
2.2%
3.0% 1.6%
UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
exception is visual and performing arts and communications technologies, which is about 2.5 times as common for Ucluelet residents. This field includes fine arts like painting and sculpture, music and other performing arts like dance and theatre, as well as communications fields like radio, television and journalism. It is notable that this apparent concentration in artistic fields is not reflected in industry or occupational data, suggesting that most Ucluelet residents with training in these fields are not actively utilizing them in their work. It also must be noted that the Census results are rounded to the nearest 5 people, so the zero results for "physical and life sciences and technologies" and "mathematics, computer and information sciences" may not literally be true. It is accurate to conclude, however, that in 2006 there were little or no post‐ secondary graduates in these fields in Ucluelet. Table 11. Major Field of Study, Age 15+, 2006 Post‐secondary Field of Study Education Visual and performing arts, and communications technologies Humanities Social and behavioural sciences and law Business, management and public administration Physical and life sciences and technologies Mathematics, computer and information sciences Architecture, engineering, and related technologies Agriculture, natural resources and conservation Health, parks, recreation and fitness Personal, protective and transportation services
Ucluelet Residents 40
Ucluelet Share of Population 3.3%
BC Share of Benchmark Rank* Population (Among 15 Communities) 4.0% 12th
70 30
5.7% 2.4%
2.2% 3.0%
1st 6th
65
5.3%
5.2%
2nd
120
9.8%
10.8%
3rd
0
0.0%
1.9%
12th
0
0.0%
1.9%
9th
120
9.8%
11.4%
14th
20 95
1.6% 7.7%
1.3% 7.4%
10th 5th
20
1.6%
3.0%
14th
*Highest percentage in each group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
LABOUR FORCE BY OCCUPATION The occupational profile of Ucluelet Labour Force by Occupation, 2006 (Source: Statistics Canada Census) residents differs considerably from BC 10.5% Management averages. While the largest occupational 15.9% BC 17.1% Business, finance & administration group is sales and service (same as BC), 11.9% Ucluelet 6.3% Natural and applied sciences Ucluelet has considerably more workers 2.5% 5.5% in management, primary industry and Health 2.0% Social science, education, government 8.1% "processing, manufacturing & utilities". service & religion 8.0% 3.5% The latter two are clearly related to the Art, culture, recreation & sport 1.0% community's fishing and forestry sectors, 25.3% Sales and service 26.9% while the large number of managers is 15.5% Trades, transport & equipment 16.9% due partly to tourism, with the large 3.9% Primary industry 8.0% number of middle and senior managers 4.2% Processing, manufacturing & utilities 6.0% in accommodation and food services. Occupations that are significantly less common among Ucluelet residents include natural and applied sciences, "art, culture, recreation & sport", "business, finance & administration", and health. The relative lack of employment in art, culture and recreation shows a disconnect with the large number of residents who have post‐secondary credentials in those fields. Table 12. Experienced Labour Force14 by Occupation, 2006 Occupation Management Business, finance & administration Natural and applied sciences Health Social science, education, government service & religion Art, culture, recreation & sport Sales and service Trades, transport & equipment Primary industry Processing, manufacturing & utilities Total
Ucluelet Residents 160 120 25 20
Ucluelet Share of Population 15.9% 11.9% 2.5% 2.0%
80 10 270 170 80 60 1,005
8.0% 1.0% 26.9% 16.9% 8.0% 6.0% 100.0%
BC Share of Benchmark Rank* Population (Among 15 Communities) 10.5% 3rd 17.1% 7th 6.3% 14th 5.5% 13th 8.1% 3.5% 25.3% 15.5% 3.9% 4.2% 100.0%
5th 14th 8th 11th 7th 7th
*Highest percentage in each group is ranked 1st. The benchmark group is explained on page 71. Source: Statistics Canada
14
Experienced Labour Force includes (1) the employed, plus (2) the unemployed who lost their jobs in the 17 months prior to the Census date. In other words, it does not include those just entering the labour force who had never been employed, or those who last worked more than 17 months previously.
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
A‐4: EMPLOYMENT PROFILE EMPLOYMENT AND LABOUR FORCE BALANCE This section on employment differs from the previous section on labour force because it refers to jobs that are physically based in Ucluelet, whereas the previous section focused on people who live in Ucluelet. Ucluelet does not have significant commuting in or out for work (relative to communities in large urban areas) but there is some regular commuting with Tofino and Port Alberni, with the surrounding rural areas, with neighbouring First Nations, and occasionally other more distant locales. A further 15% of employed Ucluelet workers have "no fixed place of work", which is common in industries like construction, transportation and forestry where the actual work site is continually changing. Table 13 shows the balance between employed Ucluelet residents and jobs physically based in Ucluelet, based on occupation. For most occupation groups, there is very good balance. There are an extra 45 trades, transport & equipment workers who live in Ucluelet, but given the nature of their work, many are continually moving and are not based in any single location. The only occupational group where Ucluelet imports a significant number of workers is manufacturing, which is undoubtedly related to fish plant workers who travel to the community from Port Alberni or elsewhere. Even though the data is from 2006, the results still seem like a reasonable description of the current situation. Table 13. Occupational Balance in Ucluelet, 2006 Occupation Management Business, finance & administration Natural and applied sciences Health Social science, education, government service & religion Art, culture, recreation & sport Sales and service Trades, transport & equipment Primary industry Processing, manufacturing & utilities Total
Employed Ucluelet Residents 160
Jobs in Ucluelet 145
Net Exports of Workers to Other Communities OR "No Fixed Place of Work" 15
120 25 20
130 25 10
‐10 0 10
80 10 270 170 80
90 20 240 125 45
‐10 ‐10 30 45 35
60 1,005
110 950
‐50 55
Source: Statistics Canada
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UCLUELET ECONOMIC DEVELOPMENT STRATEGY – FINAL REPORT, APRIL 2012
COMMUTING FLOWS AND WORKING AT HOME Statistics Canada reports commuting flows where at least 20 people are living in one location and working in another. There are five jurisdictions that meet this criterion for sending at least 20 workers to Ucluelet, as shown in Table 14. Electoral Area C of the Alberni‐Clayoquot Regional District (ACRD), which includes the unincorporated community of Millstream just outside Ucluelet's municipal boundary, has 75 workers employed in Ucluelet. Port Alberni, the Ittatsoo Reserve just across the harbour from Ucluelet, and Nanaimo are also home to at least 25 Ucluelet workers while Ucluelet sends less than 20 workers to each of these locations. The only community where Ucluelet sends out more workers than it receives is Tofino ‐ 110 Ucluelet residents work in Tofino while only 35 Tofino residents work in Ucluelet. Table 14. Ucluelet Commuting Flows, 2006 Location Commuting to Ucluelet Commuting from Ucluelet Tofino 35 110 Alberni‐Clayoquot Area C 75
