Promise & Potential: Sooke Region Tourism

Update: April 7, 2025 
Council gave its support to the District's application for the Municipal & Regional District Tax Program (MRDT) and directed staff to submit the completed paperwork to Destination BC and the BC Ministry of Finance for approval at the 3% tax rate (on accommodation bills).

"Budget/Financial Impacts: Potential to create a new revenue source for the District of Sooke by approximately $450,000 annually. Estimate is based on best available data and is subject to change. Revenue collected from MRDT can only be used to promote tourism and support community development projects."

See agenda starting on pg. 57.  It includes signed support forms from the District's major providers, namely the Sooke Harbour House (28 rooms), Sooke Harbour Resort & Marina (11), Sooke Point Ocean Cottage Resort (42) and the Prestige Oceanfront Resort (121). These represent 95% of the District's available rooms. Arbutus Cove Guesthouse declined, while no reply was received from Markham House Bed & Breakfast. 

Also included are two reports prepared by the District's consultants at 4VI (formerly Tourism Vancouver Island) - The First-Year (2026) Tactical Plan and a Five-Year Strategic Business Plan. 

Five-Year Plan
"The 5-year Strategic Business Plan outlines long-term tourism development priorities, marketing strategies, and potential affordable housing initiatives based directly on stakeholder-identified opportunities.

Key visitor trends include:
​○ Strong day-trip market from the Greater Victoria region 
○ Growing interest in Indigenous tourism experiences
○ Increasing demand for outdoor recreation activities 
○ Rising VFR (Visiting Friends & Relatives) tourism that helps sustain year-round visitation
○ Emerging arts and cultural tourism potential 

Overall Goals, Objectives and Targets 

1. Strengthen Organizational Capacity and Governance ~ "Establish a robust operational framework through the District of Sooke's management of MRDT funds, ensuring effective program delivery, sustainable funding administration, and strategic oversight of tourism development initiatives." 

2. Develop Sooke’s Brand Position and Year Round Engagement Strategy ~ "Clearly define Sooke’s unique market position as the premier gateway to rugged West Coast adventure, while elevating its profile as a leading coastal community for immersive nature and cultural experiences." 

3. Visitor Services and Visitor Experience Development ~ "Strengthen Sooke's visitor services infrastructure and develop compelling tourism experiences that showcase the destination's unique offerings, supported by Destination BC resources and industry partnerships."

4. Strengthen Regional Partnerships and Collaboration ~ "Foster strategic partnerships and meaningful community engagement to create a unified, resilient tourism ecosystem that enhances Sooke's destination value proposition." 

5. Advance Sustainable Tourism Initiatives ~ "Implement comprehensive environmental stewardship and emergency preparedness measures that ensure Sooke's tourism sector operates sustainably while protecting its natural assets and community safety." 

SWOT exercise on Sooke tourism ...  
Weaknesses 
- Lack of signage 
- Limited peak-season accommodation (lack of short-term rentals) 
- Car-centric 
 
Tourism Opportunities
- MICE – Meetings, Incentives, Conferences and Exhibitions 
- Sports 
- Weddings
- Culinary
- Indigenous 
 
Goals and Objectives 
- DOS year-one staff hiring and training 
- Tourism advisory committee structure TBD 
 
Sooke Brand 
Clearly define Sooke’s unique market position as the premier gateway to rugged West Coast adventure, while elevating its profile as a leading coastal community for immersive nature and cultural experiences

Brand Positioning
"Sooke is where rugged coastal beauty meets vibrant community spirit, offering a year-round haven for those seeking connections to nature, culture and adventure. As the gateway to the wild Juan de Fuca coast and the historic charm of Victoria, Sooke invites travelers to explore its rainforest, beaches and world-class outdoor experiences, from hiking and kayaking to simply soaking in the tranquility of its breathtaking landscapes. 

Deeply rooted in Indigenous heritage and a commitment to sustainability, Sooke blends respect for its natural surroundings with a thriving creative arts and authentic culinary scene. Visitors can enjoy artisan galleries, farm-to-table dining and the warm hospitality of a community that welcomes them as one of their own. Whether you’re chasing adventure, indulging your creative side or seeking a peaceful escape, Sooke is the perfect starting point for your West Coast journey." 

Organizational Structure and Governance 
● District of Sooke manages MRDT funds and program implementation ● District staffoversee operations with contractor support as needed 
● An Advisory Committee to be established that provides strategic input 
* Sub-committees will be established:
○ Finance 
○ Marketing 
○ Industry Development 
○ Emergency Preparedness 
● Members receive training and participate in annual planning 
● Formal agreements establish contractor deliverables 
● Regular program review ensures accountability 
● Clear protocols between staff, contractors, and advisory committee 


2026 Tactical Plan

 1. Marketing/Consumer Asset Development – photo libraries, written content, T’Sou-ke, Sooke Region Museum, local artists and tourism operators … $40k 
 
2. Marketing/Website (different to SRTA site?) - MRDT and Destination BC co-op marketing funds … $20k 
 
3. Marketing/Brand Development – Sooke lacks a cohesive brand identity/narrative (Wild By Nature?) ... $25k 
 
4. Marketing/Collateral Production & Distribution – SRTA guides, maps and itineraries in partnership with Sooke News Mirror … $20k 
 
5. Marketing/Media Advertising and Production – diverse advertising channels and paid social media - $10k 
 
6. Marketing/Social Media Management – content development and strategy; organic social media; email marketing platform and campaigns … $15k

7. Marketing/Consumer Events & Shows – Vancouver Outdoor Adventure Show and other tourism events … $7k 
 
8. Marketing/Partnership Marketing – with other groups, Destination BC, Pacific Marine Circle Route, South Island Spirit Loop … $10k 
 
9. Industry Development and Training – bi-annual tourism networking events, industry conferences, stakeholder meetings, etc. … $15k 
 
10. Product Experience Enhancement – Events and Festivals Fund akin to a Community Grant fund for community members and tourism businesses to create special events and festivals that will attract visitors … $40k 
 
11. Market Research and Destination Canada Visitor Personas – Clear visitor personas of multiple kinds of tourists  … $20k 
 
12. Advance Climate Action and Destination Certification – Climate Action Plan and our commitment to be a sustainable tourism destination … $25k 
- Biosphere Destination Certification (currently 68 world-wide, including Greater Victoria, Vancouver Island as a whole, Vancouver Island North, Cowichan Valley and Tofino 
- Pre-certification Gaps Analysis Report 
- Background and Assessment Report 

13. Product Experience Enhancement – Collaborate with Sooke Fine Arts Show … on a Cultural Enhancement Program – highlight local artists and indigenous heritage … $20k 
 
14. Board Governance and Training – Establish a diverse Tourism Advisory Committee … $14k 
 
15. Visitor Centre Operations – Mobile visitor kiosks to increase visitor engagement by 20% - $45k 
 
$326k TOTAL spending in 2026 drawn from MRDT revenue 


ORIGINAL POST - March 2, 2025

The present moment is fraught with white noise, tariff threats and seismic uncertainty, but no question whatsoever that our glorious slice of one the world's favourite islands (certified yet again for at least the 15th straight year by readers of Conde Naste Traveller) will continue to annually attract thousands of deep-pocketed visitors over the long term. The kind of unplugged silence and scenic beauty this accessible region offers in such plentitude is rare and precious. It is what the rest/recharge set desires most no matter where they come from -- elsewhere in BC, Alberta, Cascadia and internationally. (Or right here for that matter; Carolyn and I are due for another restorative staycation at Point No Point.) 

Given the short-term challenges of optimizing Sooke's modest amount of industrially zoned lands, tourism is recognized in the District's Community Economic Development Strategic Plan as a leading driver of future economic growth in the Sooke region. The math is simple enough: Visitors stay in the region for an average of three nights, spending $652 each in the summer and $888 in the winter months. Accommodation accounts for a third of this amount, and other considerable sums are spent in our shops and restaurants and on local services. 

Over the decades, tourism businesses locally have marketed themselves and the region, either acting independently or in conjunction with the Sooke Region Tourism Association (SRTA). Yet this marketing is set to move into overdrive with the long-anticipated introduction of the Municipal Regional District Tax (aka the "hotel tax"). Commonplace in populated areas across BC, it quietly adds 3% to accommodation bills that the vast majority of us accept without a second thought at check-out. This stipend is then funnelled by the Province to a Destination Marketing Organization (DMO) to cover its staffing and operational costs. 

The District in partnership with 4VI (formerly Tourism Vancouver Island) is filing an MRDT application with Destination BC and the Ministry of Finance in the months ahead. This follows a number of preparatory steps taken  by Sooke's CED Officer Gail Scott in collaboration with multiple local and provincial stakeholders.
 
i) Creation of the Juan de Fuca Community First Regenerative Tourism Plan (see agenda, pp. 101-183)
ii) Addition of the JDF to Destination Canada's Tourism Corridor Strategy 
iii) Consultation now underway with Washington state and Olympic Peninsula tourism reps to create the first Canada/US cross-border tourism campaign (an idea that preceded the latest madness of King Donald and will surely long outlive him.) 

The District is likely to add a destination marketing staff function in the early years of the MRDT as other organizations (SRTA most logically) develop the staff and capacity to take on this work.

​Tourism is central to the mandate of Sooke's new Community Economic Development Standing Committee. Its meetings begin next month, and so I'm preparing this compendium of links and direct-quote highlights as a handy reference for the work ahead. 


Overview 
- Tourism In BC: Value of Tourism (PDF, Destination British Columbia, Fall 2024).
-  Province of BC: Tourism Research 
- A Snapshot of Tourism In BC (infographic, Feb. 2025) 

Stats from these sources: 
* $22b in tourism revenue (money received by businesses, individuals, and governments due to tourism) in 2023.
* Tourism businesses employed 125k people in 2023, 7.9% higher than a year earlier
* Tourism contributed $9.7b to the provincial gross domestic product, 9.6% higher than 2022. This compares with mining ($5.4b), oil and gas ($4.5), agriculture and fishing ($3.4b) and forestry & logging ($1.7b) 
* There are 16,860 tourism businesses in BC; 16% of them are on Vancouver Island  
* More than 100,000 new tourism job openings are expected in BC by 2028
* International visitation is expected to return to pre-pandemic volumes by 2026.
* 72% of British Columbians feel that tourism contributes positively to the quality of life in their community
* In 2023, community Visitor Centres served 2 million visitors face-to-face at their physical locations

- Tourism Industry Dashboard (Destination BC). Data base from 2015 to present tracking international arrivals, tourism-oriented revenue, modes of transportation, hotel occupancy rates, etc. 

- Industry Performance: Various Performance Indicators (Destination BC) 

​- Monthly BC Visitor Statistics: Jan-May, 2024 Update (British Columbia Tourism Secretariat) 
- Q1 2024, 3,045,300 Domestic Visitors

- Statistics Canada: Travel and Tourism + The Daily
- BC Stats: Tourism  


Destination BC
​Visitor Centre at the Sooke Region Museum
Since 1981, Sooke Region Museum has hosted the region’s official Visitor Centre. It is one of 134 community-owned Visitor Centres spread across BC's six tourism regions administered through Destination British Columbia's Visitor Services Network Program. 

​- Destination BC 2023-2025 Global Marketing Strategy 
- DBC Corporate Strategy 2023-2025
- Learning Centre and Resources 

Canadian, US and International Visitor (to BC) Statistics 
- Market Profile: Washington and California (Destination BC, Dec. 2024) 
- 38% of Washington state travellers have visited Canada in last five years
- 27% of California travellers have visited Canada in last five years 

- Market Profile: Alberta, Ontario and British Columbia (Destination BC, Dec. 2024) 
- 72% of Alberta travellers have visited BC in last five years
- 90% of British Columbians have visited other parts of the province in last five years 
​
- Market Profile: International (Australia, China, Germany, Japan, Mexico, South Korea, UK) (Dec. 2024) 

- BC Destination Marketing Organization Association 
"Established in 2008, BCDMOA is a non-profit society advocating for over 50 community-based destination marketing and management organizations. A respected industry leader, its diverse membership represents a range of communities in terms of size and scope, with over $100 million in spending on strategic tourism marketing and management projects."

The Vancouver Island region membership includes Sooke and the following: 
* Langford
* Campbell River 
* Victoria
* Parksville/Qualicum Beach (Oceanside) 
* Southern Gulf Islands 
* Cowichan Valley 
* Nanaimo 
* Tofino
* Ucluelet ​


​Juan de Fuca Corridor Community First Regenerative Tourism Plan 

- Draft presented to Council, May 27, 2024 - see agenda, pp. 101-183.

- "What the plan does: This plan identifies how the economic, social, and cultural development of the Juan de Fuca corridor can be progressed through tourism without compromising the integrity of its very special natural attributes and profound cultural heritage. It provides a common vision, strategic objectives, and a series of actions to deliver on those objectives and suggests how a holistic approach to destination management might be taken forward."

<clips from the final document>

~ "Through Destination BC’s Community Tourism Planning program and supported by Pacific Economic Development Canada (PacifiCan), the partners – the District of Sooke, the District of Metchosin and WorkLink Employment Society - enlisted the support of 4VI, Destination Greater Victoria and the Indigenous Prosperity Centre - an initiative of the South Island Prosperity Partnership - as it embarked on a highly participative process to develop the Juan de Fuca corridor tourism plan." 

~ "The plan area not only includes the hub communities of Metchosin, Sooke, and Port Renfrew, but given its regional focus, also embraces the communities of East Sooke, Otter Point, Shirley, and Jordan River. Importantly, it holds space in readiness to work with the Pacheedaht, T’Sou-ke and Sci-anew First Nations if and when they feel the time is right to engage." 

~ "Based on performance from 2019, half of all overnight visitors to the Sooke region are from within Canada (primarily B.C., Alberta, or Ontario), almost one-third are from the USA (mainly Washington, California, or Oregon), and one in five are from international locations (mostly the United Kingdom, Australia, or Germany).  On average, during each season except fall, overnight visitors stay three nights, while in fall the average is two nights. During their visit only
approximately one in three visitors travel to areas of Vancouver Island beyond the region." 

~ "Two-thirds of visitor spending is allocated to accommodation (42%) and food and beverage (25%), with a further 13% spent on shopping. Whereas allocation of spending to accommodation or shopping varies considerably each season, spending on food and beverage and local transportation is highly consistent. Expenditure per overnight visitor averages CAD$710 over the year and ranges from $652 in summer to $888 in winter. Expenditure per visitor per night averages $237 over the year, from $232 during summer to $326 in fall." 


Juan de Fuca Corridor 
Destination Canada Tourism Corridor Strategy Program 
- District of Sooke announcement press release - Sept. 26, 2024 
- Program Homepage
​- FAQ 
- Program Overview
- Destination Canada Tourism 2030 Strategy (PDF) + video 

"What is a corridor? A corridor connects a concentration of similar businesses or institutions together, creating synergies that drive regional economies by leveraging each other’s resources and customers. Collectively they create greater overall demand for their product and give even more reasons for visitors to travel through an area."

- JDF Corridor is one of seven corridor routes across Canada
* UNESCO Atlantic Canada Corridor
* Susrtainable Journeys from Prairies to Pacific
* Northern Indigenous Lodge Network
* Cycle Ontario and Quebec
* Field to Fork: Saskatchewan Manitoba Agritourism 
* Northern Sky Corridor (Alberta, Northwest Territories)  

JDF Corridor ~ "Embracing both sides of the Juan de Fuca Strait, and crossing the international border between Canada and the United States, this coastal corridor project will build upon efforts to date to facilitate timely dialogue, participative collaboration, and a joined-up approach to the planning, development, and management of a visitor economy that is focused on enhancing the well-being of this region’s distinctive communities, safeguarding the integrity of its abundant yet fragile natural ecosystems, and raising awareness of the historical and contemporary relevance of a territorial and cultural coherence that dates back many thousands of years." 

JDF Corridor is the first to involve cross-border Canada/US cooperation ...
"The corridor program will invigorate the tourism landscape in the Capital Region District (CRD), Juan de Fuca Electoral areas, and First Nations communities between Beecher Bay and Port Renfrew on South Vancouver Island, as well as those between Port Angeles to Neah Bay, including Olympic National Park with connections to Seattle." 

​"Destination Canada will fund the development of a strategy, implementation plan, and investment plan up to a
maximum of $250,000 CAD by contracting industry experts/consultants for each corridor project. Destination Canada cannot fund project lead(s) participating in the program nor can it fund infrastructure or guarantee marketing support upon completion of the program."

Consultants hired by Destination Canada ... 
Rebecca Godfrey, Elke Dens and Frank Cuypers
Senior Vice President | Destination & Tourism
CBRE Limited | Development Strategy & Consulting


Washington State  
- Washington State Tourism - visitor home page 
- Peninsulas Region (Olympic and Kitsap peninsulas) 
​- Seattle and Puget Sound Region 
- Tourism Industry Portal 

- Olympic Peninsula Tourism Commission + About Us 
The Olympic Peninsula Tourism Commission (OPTC) is a collaborative partnership of tourism marketing entities, joining together for purposes of promoting the Olympic Peninsula as a desirable visitor destination. It is primarily funded through lodging tax contributions of eight municipalities or associations in Clallam, Jefferson, Mason and Grays Harbor Counties. Funding partners include:

• Clallam County (represented by Olympic Peninsula Visitor Bureau)
• Forks Chamber of Commerce
• City of Sequim
• City of Port Angeles
• City of Port Townsend
• Jefferson County (represented by Jefferson County Tourism Coordinating Council)
• Mason County
• Grays Harbor County Tourism

- Neah Bay Tourism (Makah Tribe + history) 
- Forks, WA. Visitor Information (facing reality with a smile as the "rainiest town in the contiguous US.") 

- Port Townsend Visitor Information
Port Townsend was officially "twinned" with Sooke 33 years ago, as per this Elida Peers article.  "Port Townsend in Washington, with its wonderful harbour, is an impressive centre for wooden boat building, and it was Port Townsend’s mayor, John Clise, who came up with the idea of twinning our two towns. He came to Sooke to proclaim the honours here in 1992."

​- Black Ball Ferry Line + overnight packages in Victoria and Port Angeles 
​- Victoria Clipper + overnight packages in Victoria and Seattle 


Municipal Regional District Tax (MRDT) 
- District staff report and slide deck - Oct. 28, 2024 (agenda, pp. 35-44)
- District press release - Nov. 6, 2024

"The 3% tax is typically collected from fixed roof accommodation providers, including hotels, motels, resorts, and short-term rentals (e.g., Airbnb, VRBO). The funds collected are remitted to the Ministry of Finance, which provides them to the designated recipient organization responsible for their management. 

A five-year Strategic Business Plan and a one-year Tactical Plan will be drafted, outlining how MRDT funds will be used for tourism marketing, destination development, and potentially affordable housing. Once feedback has been integrated and the business and tactical plans are finalized, the MRDT application will be submitted to Destination BC and the Ministry of Finance for review and approval."

- Destination BC MRDT homepage + FAQ 
- Province of BC: Program Requirements
- MRDT Location Map (i.e., almost all populated regions of BC, Sooke currently excepted) 

<clip> "The Municipal and Regional District Tax (MRDT) was introduced in 1987, by the Provincial Government, to provide funding for local tourism marketing, programs, and projects. The tax is intended to help grow BC revenues, visitation, and jobs, and amplify BC’s tourism marketing efforts in an increasingly competitive marketplace. The MRDT is an up-to three percent tax applied to sales of short-term accommodation provided in participating areas of British Columbia on behalf of municipalities, regional districts and eligible entities. It is jointly administered by Ministry of Finance, Ministry of Tourism, Arts and Culture, and Destination BC.

To promote a coordinated and efficient use of funds, the following MRDT program principles have been adopted:

• Effective tourism marketing, programs, and projects
• Effective local-level stakeholder support and inter-community collaboration
• Coordinated and complementary marketing efforts to broader provincial marketing strategies and tactics
• Fiscal prudence and accountability

Affordable housing was added as a permissible use of funds in the 2018 Provincial Budget, to help address local housing needs. Designated recipients have the flexibility to define, identify, and fund affordable housing initiatives that they deem appropriate to meet local needs. Affordable housing funding must be consistent with fiscal prudence and accountability, and will be subject to additional reporting requirements. Further details, including stakeholder consultation and support requirements, can be found in Section 8 of the MRDT Program Requirements." 

Key Success Factors 
● Clearly defined MRDT boundaries and supportive industry
● A well resourced organization to manage MRDT locally
● Strong Local Governance
● Transparency
● Local oversight of MRDT spend and strategy with a diversity of stakeholders and partners

MRDT Benefits
* A reliable and consistent performance-based funding to communities;
* Demonstrated to support tourism businesses grow revenues and create more-year round employment opportunities;
* Funds can be used to manage tourism in a community with a focus on maximizing benefits and mitigating challenges resulting from the industry;
* Affordable housing program enables communities to invest in affordable housing initiatives with the opportunity to leverage funds

Elsewhere in BC  
- 3% MRDT tax is charged on accommodation bills in City of Victoria, Port Hardy, Mount Waddington, Central Coast, Abbotsford, Surrey, Burnaby, Vancouver, North Vancouver, Chilliwack, New West, Squamish, Kelowna, Kamloops, Fernie, Cranbrook, Prince George, Penticton. 
 - 2% MRDT tax is charged in Saanich, Oak Bay, Langford, Cowichan Valley, Southern Gulf Islands, Nanaimo, Parksville, Qualicum Beach, Powell River, Port Alberni, Langley, Hope, Prince Rupert, Kitimat, Terrace, Salmon Arm. 

Prelude to a Sooke Hotel Tax
- Mayor Milne's "Promote Sooke" Task Force, chaired by then-Councillor Tait, first prioritized what was then known as the Additional Hotel Room Tax (AHRT) as a top wish when it began meeting in April, 2013.
- Sooke Region Tourism Association given responsibility for progressing the tax under its service agreement (2014)  
- The 2021/22 Community Economic Development Committee was mandated to, among other objectives, "complete Municipal and Regional Destination Tax (MRDT) application" and "develop a tourism strategy for Sooke."
- These objectives were rolled into the Sooke Community Economic Development Strategy and Action Plan (2021). 
- Sooke Accommodation Tax Sparks Controversy from Mike Hicks (News Mirror, Sept. 25, 2023) 
- Sooke Advances Plans for Tourist Tax (News MIrror, June 14, 2024) 
 

Sooke Partnership With 4VI  
Formerly Tourism Vancouver Island
* Visitor (tourist) website
* 4TVI Stewardship
* 4Good Social Impact Fund 

"Formed more than six decades ago, the Tourism Association of Vancouver Island is the official non-profit society of the 4VI Group, which operates as a social enterprise. A social enterprise is a revenue-generating business that identifies a social good and directs its revenues towards that good. 4VI will support four pillars of social responsibility, including: communities, businesses, culture and environment. 

To contribute to a more sustainable tourism sector, 4VI is a signatory to the Glasgow Declaration on Climate Action in Tourism, a global commitment led by the UNWTO to halve emissions by 2030 and reach Net Zero before 2050. It has also received the Responsible Tourism Institute’s Biosphere certification." 

The 4VI contract for services includes delivering works through the following phases:
* Phase 1 will be momentum building and scope that will include a tourism system planning meeting, one on one interviews, and a recommended report.
* Phase 2 will include background research, a stakeholder workshop, a working group session, preparation of an up-to-date accommodation directory, a communication framework document and a website notice.
* Phase 3 will include a draft Five-year strategic plan and a draft one-year tactical plan, targeted distribution of the plan, and another stakeholder information session.
* Phase 4 will include review and approval of a final Five-Year Strategic Business Plan and One-Year Tactical Plan and finally the delivery of all required MRDT documents.


Community Economic Development Standing Committee 
- Terms of Reference (approved Dec. 9, 2024; see agenda pg. 83) 
- Monthly meetings starting in April, 2025

- 4 councillors (Al Beddows, Jeff Bateman, Kevin Pearson, Tony St-Pierre) 
- 3 public appointees: 
* Gwen Fisher, The Artisans Garden
* Katherine Strongwind, Strongwind Solutions
* Scot Taylor, West Coast Adventure College and Stickleback Eatery 

Non-Voting Advisory Members
* Sooke Region Tourism Association
* Sooke Region Chamber of Commerce
* Worklink Employment Society BC – Westshore
* Sooke Arts Council

Mandate cited in the TOR includes ... 
* Implementation of the Municipal & Regional District Tax Program.
* Development of long-term regenerative and community-led destination tourism planning.

Action Points in the CED Strategic Plan 
​<direct quotes>
* Develop a Request for Proposals (RFP) for an Employment Lands Strategy
* Promote Sooke to investors/entrepreneurs/tourists.
* Develop a Marketing Strategy to promote Sooke and undertake a community branding initiative to develop a
new community brand.
* Develop Sooke business/investment attraction promotions materials

* To promote Sooke as a destination for tourists and a great place to live and work, actively pursue a world-class event (examples: sporting, arts and culture, engineering or scientific or skills competition) to be held in Sooke in 2023 or later.

* Explore a District grant program for new green, LCR entrepreneurs to set up businesses in Sooke.

* Complete the application to the Municipal and Regional Destination Tax (MRDT) program.

* Look into the possibility of a pilot project with Canada Border Services Agency to have a customs officer in Sooke at the government dock.

* Commission a hotel and tourism study to identify the viability of attracting a major recreation-oriented land use which can serve as a catalyst for expanded hospitality, tourism, hotel and conference facility investment by the private sector. The Study will review the natural and environmental impacts of increased tourism, and how Sooke can encourage tourism development that is low carbon resilient and of minimal impact to the environment and climate. The Study will include “culture and the arts” within the definition of “recreation-oriented”.

* The CED Strategy will be revisited, and may be revised based on the success of actions, and emerging needs and opportunities. The District invites community members and groups to be involved in the implementation and co-creation of this CED Strategy.


Miscellaneous  
Tourism Vancouver Island dedicated web pages 
- South Island 
- Pacific Marine Circle Route 
- Sooke
- Port Renfrew 

- Destination BC Regional Tourism Profile: Vancouver Island (2017) 

Rave Reviews
-  CNN Travel ~ Top 20 Best Places to Visit in 2025 ["Wild, untamed landscapes and explosions of manicured blossoms are just some of Vancouver Island’s natural draws."]
- Big 7 Travel ~ Top 50 Beaches In The World  ["Canada might not be synonymous with sandy shores, but with 15,000 miles of coastline hiding breathtaking treasures like Mystic Beach, it should be. Tucked away along the Juan de Fuca Trail, Mystic Beach offers an enchanting escape with postcard-perfect white sands set alongside the verdant forest. A pretty waterfall cascades gracefully into the brilliant blue sea to complete the picture."]
- Conde Naste Traveller - Victoria, BC: Best Small City and Friendliest City in the World (2023 and 2024) 


- Sooke Data Portal (updated 2024, based on the 2021 Canadian Census) 

- Sooke Region Tourism Association Wild By Nature newsletter - Jan. 2025 + Feb. 2025 
- SRTA call for photos (2024, ongoing) 
​- What Makes The Sooke Region Wild By Nature? - SRTA advertorial 

- Activity Research - Destination BC reports on how visitors spend their time in BC, including outdoor adventure, indigenous tourism, sports, road trips, etc. 

- Royal Roads University's Tourism & Hospitality Management students have repeatedly used Sooke as a case study for tourism development as directed by faculty members Brian White and Britt Santwoski. Recommendations in the Nov. 2018 report, titled "The Preconditions for Development of a Successful Tourism Destination," included: 1. Name the downtown! Build a Sooke brand; 2. Downtown investment strategy; 3. Develop tourism economic development strategy; 4. Promote retirement living in Sooke; 5. Build a "coalition of the willing." See related RRU resource listings. 

- January 2023: Royal Roads University graduate student Ekaterina Moiseeva presentation to Committee of the Whole. 

*  Mountain Bike Tourism Symposium at the Prestige Hotel  in 2014 - an event the town hosted thanks to the groundwork of Steve Grundy (a keen biker, then chair of the Mayor's Advisory Panel on Economic Development and a VP at Royal Roads University) along with Councillor Maja Tait and Sooke Mountain Cycle's Lorien Arnold. 

* Among the 30 action items in the District's Community Economic Development Strategy (2022) are the following tourism-related points (read in full on pp. 8-16 of the Strategy) 

x) secure six-figure annual destination marketing funding through the Municipal and Regional Destination Tax program; 
xi) attract more tourists through edu-tourism, eco-tourism, agri-tourism, and arts, sports and marine tourism; 
xii) explore Sooke harbour pilot project with Canada Border Services Agency;  
xiii) attract a major arts, culture, and/or recreation-oriented land use to Sooke; 
xiv) pursue a world-class event to be held annually in spirit of the former Sooke triathalon;
xv) strategies for consistent special event production in Sooke.

- District of Sooke: Sooke to Port Renfrew Tourism Plan (2008) 
* Primary target markets: 
1. Residents of Greater Victoria, particularly couples travelling without children (start promoting to this group in the short term, with particular emphasis on the spring and fall shoulder seasons).
2. Visitors to Greater Victoria after they arrive in Victoria. This group would include couples and families (start promoting to this group in the short to longer term, with day trips in the short term and overnight visits in the medium to long term).
3. Residents of Metro Vancouver. This group would also include couples and families, but given the relatively high cost of reaching this market, the focus should be on cooperative marketing efforts targeting those who may be planning a visit to Vancouver Island.
4. Outdoor adventure enthusiasts, particularly in the Greater Victoria and Metro Vancouver markets.
5. Local residents. While residents of Sooke to Port Renfrew are not strictly a tourism target group, they represent potential ambassadors for the communities who can encourage their friends and family to visit and provide information on what to do in the area. Through local residents, potential visitors from other parts of Canada and the world could be reached efficiently.

* Secondary and niche markets:
1. Other BC residents (if budget permits).
2. Washington State residents (longer term and would include cooperative marketing efforts).
3. Meeting and incentive travel planners for Victoria businesses (appropriate for a limited number of accommodation providers and adventure tour operators)
4. Greater Victoria families with children, primarily for day trips (included in secondary markets as day trips have lower revenue potential than overnight stays).
5. Those with direct air access to Victoria, including Calgary, Edmonton, San Francisco.

​- Sooke 2010 Olympics Website (Way Back Machine) 
"Sooke’s moderate, ocean climate delivers warm, dry summers and above freezing winters, which allows for eco-tourism and outdoor activities in each of the four seasons. The list of breathtaking adventures includes year-round freshwater fishing, cycling, scuba diving, hiking, windsurfing, kayaking, whale watching and beachcombing. In addition to the thrilling experiences, Sooke’s astonishing natural beauty and Native American history has bred a large community of artists, artisans and craftspeople. With accommodations ranging from bed and breakfasts to upscale resorts, Sooke offers hospitality services that cater to all visitors.

The quiet community may be close to Vancouver Island’s largest population centre, but it is a world away from the commotion of urban life. Sooke’s adventurous spirit, exquisite culture, and awe-inspiring beauty create an unrivalled experience for visitors, and these attributes are the main reasons why so many are proud to call Sooke home!" 

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