Shuswap - Tourism Development Plan - FINALshuswaptourism.ca/files/Shuswap_Tourism... · Tourism...

Community Tourism Foundations® Program Tourism Development Plan - FINAL

Shuswap Tourism, BC

March 31, 2010

Tourism BC Representative: Simone Carlysle-Smith

Thompson Okanagan Tourism Association 250 860 5999

[email protected]

Laura Plant Manager, Community Development

604.660.3754 [email protected]

Tourism BC Facilitator: Steve Nicol

604.733.5622 [email protected]

Table of Contents

1 Introduction ......................................................................................................................................... 1 1.1 Background .................................................................................................................................. 1 1.2 Description of the Community Tourism Foundations® Program ................................................... 1 1.3 Methodology ................................................................................................................................. 1 1.4 Report Structure ........................................................................................................................... 3

2 Current Situation Overview ................................................................................................................ 4

3 Plan Direction ...................................................................................................................................... 6 3.1 Vision ........................................................................................................................................... 6 3.2 Goals ............................................................................................................................................ 7

4 Development Plan ............................................................................................................................... 8 4.1 Destination Development ........................................................................................................... 10

4.1.1 Communications with industry .................................................................................................... 10 4.1.2 Public awareness ........................................................................................................................ 11 4.1.3 Tourism research ........................................................................................................................ 12 4.1.4 Community infrastructure ............................................................................................................ 13 4.1.5 Industry standards ...................................................................................................................... 14 4.1.6 Product packaging and itinerary development ............................................................................ 15 4.1.7 Region-wide signage policy ........................................................................................................ 16 4.1.8 Shuswap recreation management plan ...................................................................................... 17 4.1.9 Trail management and maintenance program ............................................................................ 18 4.1.10 Trail signage and way-finding ................................................................................................ 19

4.2 Sector Development ................................................................................................................... 20 4.2.1 Trail experiences ........................................................................................................................ 20 4.2.2 Festivals and events ................................................................................................................... 21 4.2.3 Sport tourism .............................................................................................................................. 22 4.2.4 Agri-tourism ................................................................................................................................ 23 4.2.5 First Nations’ tourism .................................................................................................................. 24

4.3 Market Development .................................................................................................................. 25 4.3.1 Branding and messaging ............................................................................................................ 25 4.3.2 Target segments ......................................................................................................................... 26 4.3.3 Image bank ................................................................................................................................. 27 4.3.4 Website ....................................................................................................................................... 28 4.3.5 Collateral materials – trail maps ................................................................................................. 30 4.3.6 FAM trips .................................................................................................................................... 32 4.3.7 Visitor services ............................................................................................................................ 33 4.3.8 Additional Hotel Room Tax ......................................................................................................... 35 4.3.9 Shuswap Tourism marketing budget .......................................................................................... 37

Tourism British Columbia Shuswap Tourism Development Plan 1

1 I n t roduc t ion

1.1 Background

This tourism development plan (TDP) has been created through the Community Tourism Foundations®

program in partnership with Shuswap Tourism (ST). Local tourism stakeholders were invited to participate and contribute to the meetings and workshops held as part of the planning process. The Plan comprises an overview of the current situation, tourism development goals and a set of strategic initiatives for destination and market development. This report represents the third and final deliverable as part of the TDP process. The Initial Meeting Report and the Current Situation Analysis were each previously presented and received by ST.

1.2 Description of the Community Tourism Foundations® Program

The Community Tourism Foundations development program is designed for communities just starting out in the business of tourism, offers a range of tools, proven resources and customized destination development assistance. Its step-by-step approach can accommodate the needs of communities at different stages of the tourism development process. The full planning cycle is engaged, beginning with an initial assessment phase, followed by a market, product and destination analysis and a subsequent strategic planning phase. The program process is concluded with assistance to implement the tourism plan. Tourism BC’s Community Tourism Opportunities program focuses on the specific tourism needs of a community and is designed to assist communities that are in a position to implement their own tourism-building initiatives. Launched in 2008, the program provides co-operative funding for eligible tourism activities in communities throughout BC. Communities work closely with their Regional Destination Marketing Organization, such as the Thompson Okanagan Tourism Association, to apply for Community Tourism Opportunities support. A separate but related program, the Tourism Partners Program, gives local operators the chance to reach a wider audience by allowing them to participate in sophisticated, Tourism BC branded, cooperative marketing campaigns managed by their Regional Destination Marketing Organization (RDMO).

1.3 Methodology

This plan was assembled over a 10 week period starting in January 2010 following the baseline analysis presented in the Current Situation Analysis (CSA), which was drafted in December 2009. The content of the CSA was based primarily on a review of literature, including both printed materials and Internet web sites. Tourism BC provided the majority of market and sector research Key informants were contacted to fill in data gaps and assist with interpretation. The primary input into the plan were a set of six community meetings and four planning workshops held in January and February, which allowed more than 100 participants to represent local, regional, sectoral and industry-wide development issues and concerns.


The following table lists participants in the planning process, including the initial meeting, planning workshop and working committee.

Table 1: Participants in the Tourism Planning Process

Name Organization

Initi

al

Mee

ting

Com

mun

ity

Mee

tings

Plan

ning

W

orks

hop

Mar

ketin

g W

orks

hop

Trai

ls

Wor

ksho

p

AH

RT

Wor

ksho

p

Plan

Pr

esen

tatio

n

Andreas Artz Little Shuswap Indian Band Angel Agassiz Podollan Inn Barry Stokes Sorrento and Area Community Assn Brian David Skamana Lake X‐Country Club Carla Carlson Canoe Creek Golf Course Carol McGillivray Community Futures (WorldHost) Caroline Hegberg EQ Trails Association Colleen McClellan Salmon Arm Museum Corryn Grayston Salmon Arm Chamber of Commerce Dale Berger Shuswap Recreation Society Dan Hardy Adams Lake Indian Band David Lepsoe Village of Chase Denis Delisle Shuswap Tourism Committee Dianna Jarmen Salmon Arm Museum & Heritage Assn Don Mitchell Sorrento Community Association Gary Kallock Shuswap Outdoors Heather Gillett Chase Chamber of Commerce Hugo Rampen Salmon Arm Folk Music Society James Gjaltema Community Futures Shuswap Jamie Sherlock Sicamous Chamber of Commerce Jeff Tarry North Shuswap Chamber of Commerce Jennifer Houiellebecq

TOTA

Jim Maybee Shuswap Trail Alliance Joanne Mason Downtown Improvement Association John Bristow South Shuswap Chamber of Commerce John Wynn Chase Chamber of Commerce Ken Shaw Skmana Ski Club Kevin Pattison Shuswap Trail Alliance Kimberly May A Rovers Rest Bed and Breakfast Leah Whitehead EQ Trails Association


Name Organization

Initi

al

Mee

ting

Com

mun

ity

Mee

tings

Plan

ning

W

orks

hop

Mar

ketin

g W

orks

hop

Trai

ls

Wor

ksho

p

AH

RT

Wor

ksho

p

Plan

Pr

esen

tatio

n

Lenny Wells Table 24 Restaurant Leo Lenglet EQ Trail Association Malcolm MacLeod Sicamous ‐ Mayor Marliese Fischer Cal‐Van Motel Marty Bootsma Salmon Arm ‐ Mayor Nancy Kyle South Shuswap Chamber of Commerce Phil McIntyre‐Paul Shuswap Trail Alliance Rene Talbot CSRD Rene Vanderkraats Inn at the Ninth Hole Rhona Martin CSRD Robert Hood TRU Robyn Cyr Shuswap Tourism/CSRD Roger Parenteau Downtown Improvement Association Shane Park Best Western Salmon Arm Inn Simone Carlysle‐Smith

TOTA

Steven St. Denis Ways to Ride Sutra Ways to Ride Sydney Johnsen TRU School of Tourism Ted Bacigalupo CSRD Tim Corless Best Western Sicamous Inn Tim Giandamenco Prestige Hotel Tracey Kutschker SAGA Public Art Gallery

1.4 Report Structure

This report has four chapters, introduction, current situation overview, visions and goals, and the development plan.


2 Cur rent S i tuat ion Overv iew

The following highlights and conclusions are drawn from the Current Situation Assessment.

1. Value of Tourism - British Columbia’s tourism sector plays an important role in the provincial economy, accounting for more than $6.6 billion (about 4%) of the province’s real gross domestic product (GDP) in 2008. Employment totaled 131,000 people–roughly one in every eighteen jobs in the province. The tourism economy was supported by 14.5 million visitors in 2007, half of which were BC residents, with other Canadians representing 20% and international visitors 30%.

2. Key Markets - The major geographic markets include the BC, Canada regional and US regional. Long haul markets, whether from the US or overseas, represent a smaller, but nevertheless important, source of business for local industry. Visiting friends/relatives, outdoor/wilderness activities, general sightseeing and business are important trip purposes.

3. Trends - Key trends affecting travel behavior include the increasing age of the average traveler, the increased demand for learning experiences and safe adventures, the rising Canadian dollar, rising energy costs and the wide-spread use of the Internet for travel planning.

4. Communities – The Shuswap area is composed of three municipalities and several more communities with a combined population of about 36,000. Although Shuswap Lake and its watershed is the dominant physical feature that connects the landscape, each community retains their own set of features and characteristics.

5. Tourism Products - Over 300 tourism businesses operate in the Shuswap study area, half of which are accommodation properties. Many of these properties, however, are resorts offering multiple activities and amenities. Adventure tourism operators constitute another important operator group as they provide guiding, rental, packing and interpretive services to destination-oriented visitors. Lake-based recreation, including houseboat rentals, marinas and charters, are popular while winter recreation features a number of snowmobile tour companies as well as a growing, but largely hidden, backcountry and catski operators group. There is a growing list of specialized tour operators focusing on non-motorized trail activities such as guided hiking and biking. The accommodation inventory is dominated by B&Bs and vacation rentals which capture the destination nature of the Shuswap Lake experience. Five full-service hotels and 19 motels, although outnumbered by the other accommodation types, contribute roughly half of the total estimated room inventory. Twenty-eight campgrounds and RV parks in the study area account for 1355 sites. There are 10 provincial parks in the study area and many more close by. Most of the parks have camping and/or boat launches and provide access to Shuswap Lake. A wide variety of land and water-based activities are supported. Most also have day use areas. The trail system in the study area is extensive with more than 500 kilometres of routes and supports both motorized and non-motorized uses, in the winter and the summer. Experiences range from front country routes in close proximity to communities to destination backcountry trails


with access to lakes, mountains, waterfalls and wildlife viewing. Signature trails currently being developed by the Shuswap Hut and Trail Alliance include the Blind Bay to White Lake trail, Reinecker Creek, Park Hill Trail system, Rubberhead Mountain Bike Trail system and the Larch Hills Traverse. The Shuswap area offers many events supported by a dedicated group of volunteers. Close to 200 events are listed on the Shuswap Tourism events calendar, many of which are local clubs and organizations involved in fund-raising and local celebrations. However, there are also some major destination events including the Salmon Arm Roots and Blues Festival

6. Strengths - Tourism in the Shuswap has relied historically on a set of core assets that include the lake system, a distinct four-season climate with warm, dry summers and moderate winter temperatures and proximity to the Trans Canada Highway and large regional markets in Calgary and Vancouver. A cluster of lake-side resorts and cottage developments continue to draw those seeking the traditional resort/lake experience but new recreational and cultural products are emerging that take equal advantage of the climate and natural setting of the Shuswap. With good access to surrounding major resorts, a vibrant agriculture sector, quality backcountry areas and expanding cultural experiences (including First Nations tourism), the region has the assets and the services to expand into a true four-season destination.

7. Weaknesses – The Shuswap is still heavily reliant on peak summer visitation and some areas are now having to deal with a loss of tourism product (e.g. campgrounds) rather than an expansion. And while the development climate was very positive before the 2008 recession, new investments in tourism product and inventory since then have been lagging. This is complicated by the fact that support for tourism as an economic engine is not that wide spread. Many residents do not understand tourism or value its development, while many businesses that cater to visitors are often reluctant to participate in tourism development initiatives. As a result the awareness of local features, facilities and attractions is poor while efforts to expand and increase the quality of services and infrastructure are lacking.

8. Opportunities – Community infrastructure in the form of improved central shopping areas, highway improvements and signage, visitor services and accommodation services would contribute significantly to the region’s goal of developing as a four-season destination. The main product opportunities involve culture/heritage, trails and agri-tourism.

9. Development Challenges - There are development challenges which will continue to affect the growth of tourism in the Shuswap area. Arguably the most significant is the interaction between tourism and the natural environment and related issues of overall sustainability. Land and resource use such as water protection, waste disposal, shared use of key public infrastructure (e.g. trails) and the carrying capacity of some popular use areas are attracting more and more management concern and may eventually begin to affect how visitors view and experience the Shuswap. Productive and effective partnerships will be needed if the Shuswap is to develop as a destination. The tourism industry itself should be more involved in destination marketing and management, while the community at large will have to be made more aware of how tourism functions as an economic base sector that builds local wealth. Partnerships with First Nations will also be critical, not just for their participation in the aboriginal tourism product, but with land and resource management within their traditional territories.


3 P lan Di rec t ion

The vision and goals charted by the Working Committee at the January 21 planning workshop were meant to establish a direction and provide guidance for the strategic initiatives in the tourism development plan. These expressions of future expectations will help Shuswap Tourism and participating communities identify and prioritize strategies and actions that will constitute the bulk of the plan

3.1 Vision

Participants at the planning workshop were asked to describe a future vision of the Shuswap area, focusing on how the region would appear if tourism were to develop to its potential. The following vision components were identified:

Figure 1: Shuswap Tourism Vision

•eco‐friendly

•pristine lakes

•controlled backcountry access

•integrated land use

Green and Sustainble

•expanded events

•sport tourism

•family‐oriented

•multi‐cultural

Embracing Culture & Sport

•world‐class service

•authentic experiences

•destination recognition

•agri‐tourism

•diverse accommodation options

Four Season Destination

•gateway visitor centres

•quality highways

•transit options

•scheduled air service

•quality recreation amenities

Quality Infrastructure

•collaborating communities

•tourism awareness

•strong sense of community

•Superhost community

Regional Cooperation


3.2 Goals

The goals prioritized at the workshop appear in Figure 2. The first two goals of increasing visitation and an expanded number of experiences represent overarching targets for the tourism development process. They would be supported by the other goals including a Shuswap brand that could be the focus of marketing activities and a new signage program. The need to create a more cooperative, integrated network of operators was a clear priority among workshop participants. Sustainability concerns could be addressed in a recreation management plan, greenway strategy and the promotion of eco-friendly practices. An improved community awareness of tourism as an economic sector and sustained capacity for implementation were also identified.

Figure 2: Shuswap Tourism Goals

1. Increase visitation 30%

2. Five to 10 new experiences

3. New Shuswap brand

4. Signage Program

5. Tourism operator network

6. Regional Greenway Strategy

7. Recreation Management Plan

8. Eco‐friendly practices

9. Community tourism awareness

10. Sustainable implementation capacity


4 Deve lopment P lan

The tourism development plan comprises three focal areas: destination, sector and market development. A total of 24 strategic initiatives are proposed as shown below.

Figure 3: Organization of the Tourism Development Plan

Destination Development

Communications

Public awareness

Tourism research

Community infrastructure

Industry standards

Product packaging

Signage policy

Recreation Management Plan

Trail management

Trail signage

Sector Development

Trail experiences

Festivals and events

Sport tourism

Agri-tourism

First Nations' tourism

Market Development

Branding

Target segments

Image bank

Website

Collateral materials

FAM tours

Visitor services

AHRT

CTO budget


The acronyms and symbols used in the action plan tables are noted below.

Acronyms:

ATBC Aboriginal Tourism Association of BC RAP Recreation Access Plan BCATA BC Agri-Tourism Alliance OCP Official Community Plan

CFBMC Canadian Farm Business Management Council

SHTA Shuswap Hut and Trail Alliance

COTA Council of Tourism Associations SIBAC Southern Interior Beetle Action Coalition

CSRD Columbia Shuswap Regional District SIDIT Southern Interior Development Initiative Trust

CSTA Canadian Sport Tourism Alliance SRMP Sustainable Resource Management Plan CTF Community Tourism Foundations ST Shuswap Tourism

CTO Community Tourism Opportunities TAMS Travel Activity and Motivations Survey

EOI Expression of Interest TBC Tourism BC ILMB Integrated Land Management Bureau TDP Tourism Development Plan

IMBA International Mountain Biking Association TOTA Thompson Okanagan Tourism Association

MoFR Ministry of Forests and Range TRU Thompson Rivers University

MoTI Ministry of Transportation VC Visitor Centre

MTCA Ministry of Tourism, Culture and Arts

At time of writing, the provincial government announced the cessation of Tourism BC and the transition of all its programs and functions over the Ministry of Tourism, Culture and the Arts. In this TDP, all references to TBC are in relation to those legacy programs and may be interpreted as MTCA.

The Shuswap Hut and Trail Alliance, as its title implies, is a coalition of local recreation organizations, businesses, individuals and First Nations. Any reference to SHTA is, by extension, a reference to alliance members, particularly stewardship organizations such as Larch Hills Nordic Society, Skmana Ski Club, Shuswap Outdoors, Salmon Arm Greenways, Equestrian Trail Association and the Backcountry Horsemen of BC.


4.1 Destination Development

4.1.1 Communications with industry

The initial meeting and workshops indicated that greater involvement by operators in ST planning and operations would allow for more extensive programming and improve organizational performance. Better communications with local operators should help in gaining some momentum for the initiatives outlined in this plan, including the market programs. Smaller operators especially would benefit from more information about how ST is proposing to improve the Shuswap as a visitor destination and how they as businesses might take advantage of new opportunities for product and market development. The inventory prepared as part of the TDP plan process can be a useful tool for increasing industry participation by allowing ST to communicate about partnership opportunities in marketing, product, packaging and overall destination development.

Actions: Use the tourism inventory and website to create more awareness of and involvement in Shuswap Tourism. Develop a maintenance schedule for the tourism inventory. In partnership with other agencies, including the

Visitor Centres, make the inventory web-accessible so it can be maintained and update as a real time snapshot of the industry structure. Web access through security codes allows various users to access the system remotely.

Develop a regular online broadcast email communication system. The contact list of operators supports the opportunity to communicate with the tourism industry directly by sector or as a group.

Produce an annual tourism industry summary that will allow a trend analysis over time. The summary would be similar to Tourism BC’s Regional Tourism Products table in their annual Regional Profile and can be included in the Annual Report and distributed to partners, including communities, so they can remain up-to-date on the industry’s business structure.

Explore greater functionality on the website for researching and booking products and tours or a central reservation system.

Conduct primary research of the local industry through online surveys from the website, targeted by groups from the database.

Explore the potential for an E-marketing and direct mail system for visitor follow-up, encouraging repeat visitation. This requires collection and management of information. The database would be able to sort prospective visitors by their interests, thus providing the opportunity to send permission-based customized information via email or by mail.

Undertake a business visitation program, using the inventory to identify key businesses best suited for visits.

Start-Finish Resources: Lead: 2011 - ongoing Moderate time commitment

Investment capital for web improvements would vary but could be substantial for e-commerce capabilities on the website.

ST Partners Visitor Centres Chambers Operators


4.1.2 Public awareness

One of the biggest challenges of community and rural tourism development is convincing the public that it is an economic base activity (i.e. it creates wealth) and has the added attraction of making services available to residents that would not exist if it were not for tourists. Many hotels, campgrounds, food service establishments, museums, recreation facilities and cultural facilities would not exist without visitor spending. Yet in many communities, political and public support for tourism can be lukewarm. Political support for tourism in the Shuswap does not appear to be lacking, as local and regional government have provided support in local planning processes and through involvement in Shuswap Tourism. Public support, however, is less enthusiastic and could impede development if communities fail to recognize the fact that tourism remains one of the few economic base sectors in which the potential of the Shuswap remains under-developed. A better understanding of the unique aspects of the tourism sector and how it can be used to build wealth and diversify the economy would encourage more effective community partnerships and an overall better investment climate.

Actions: Recruit local accommodation facilities to participate in Tourism BC’s the value of tourism model. This one-time

process will gather occupancy data and from there determine the economic impacts of tourism on the community. Shuswap Tourism can then prepare a one-page value of tourism brief that outlines current tourism expenditures, economic impacts and the potential for future tourism for circulation to community groups and elected officials. Tourism BC has a Value of Tourism template for this purpose.

In cooperation with local and regional government, host periodic workshops on the role of tourism and how it can be influenced by infrastructure, land use planning, transportation and access management, heritage protection and environmental programs.

Request that HelloBC add Sorrento, South Shuswap and North Shuswap to the list of communities requesting to become searchable communities on the website.

Start-Finish Resources: Lead: Ongoing Moderate time commitment ST

Partners Local and regional

government First Nations Economic

development offices (Salmon Arm, Community Futures, First Nations)

Chambers of Commerce

Community Associations


4.1.3 Tourism research

Workshop participants indicated that marketing in the Shuswap is hindered by the lack of primary survey information. As a result, visitor characteristics, spending, travel habits and perceptions of the Shuswap area are not at all understood. Marketing activities are based either on anecdotal information or in some cases data gathered by the operators themselves. The types of research that would be beneficial to the Shuswap area could include a Visitor Study, Value of the Visitor Centre Study and/or Perceptions research. These types of research projects have been conducted by Tourism BC through the recommendation of communities through programs such as the Community Tourism Foundations or directly through the local community Visitor Centre.

Tourism British Columbia does have research services available to regional DMOs, including the accommodation tracking survey, which provides a useful benchmark for tracking plan progress and growth of the regional tourism industry. It might also be possible to commission a visitor survey or a more specialized survey of a specific activity, such as snowmobiling, cross country skiing or summer trail users.

Actions: Meet with CSRD Parks and coordinate upcoming research between the two organizations. ST intends to hire a

summer student to carry out research tasks while Parks will do the same with a specific focus on parks and trails users. A coordinated research program could generate some useful visitor and user profiles to assist with market and product development initiatives.

Encourage accommodation facilities to participate in Tourism BC’s accommodation occupancy tracking program. This program tracks occupancies by the month and produces aggregated reports for participating operators. In addition to occupancy rates the survey tracks average daily room rates by season. Normally, at least five to six properties are required to enter the program, and represent at least 50% of all accommodation in the study area. The report would provide invaluable benchmarking data for evaluating plan progress.

Consider some periodic primary research through the Tourism BC Visitor InfoNetwork and intercept surveys. Tourism BC Research and Planning can assist with survey design refinement and methodology. Contact

them via email at [email protected] or review their website at www.tourismbc.com/research. Tourism BC’s Community Tourism Foundations program used to fund community visitor studies and other consumer research, while Visitor Services at Tourism BC supported the Value of Visitor Centre studies. However, the budgets for both these programs have been reduced in the latest provincial budget and the capabilities for a fully funded Shuswap visitor survey may be constrained. Research Services can be contacted to find out more about research options in the Shuswap.

Alternatively, it might be possible to partner with TRU to carry out a survey, utilizing their expertise and student assistance.

Start-Finish Resources: Lead: 2010 - 2012 Moderate time commitment

Project costs will vary - $25,000-$30,000 for a visitor survey.

Best case - MTCA funds survey. Worst case – ST partially funds

(estimated at $10,000) research from core funds and solicits industry and TRU contributions

ST Partners Tourism BC TRU Accommodation

providers


4.1.4 Community infrastructure

Infrastructure contributes to economic growth and diversification by reducing costs of production and contributing to improved competitiveness for area businesses. Infrastructure is important to supply and demand channels and can play a direct role as a consumable good or service, or indirect role as quality of life amenities. Physical and service infrastructure may complement the available productive capital by catalyzing development and stimulating a region’s economic growth potential. As an example, the City of Kamloops has based its sport tourism product (“tournament capital”) on millions of dollars of public, recreation infrastructure investments (e.g. in track and field facilities and ice sheets). These investments subsequently leverage investments by the private sector in such things as hospitality services and tours products.

Municipalities and the CSRD have already outlined tourism-related infrastructure for their communities through their OCPs and parks plans. All electoral areas have full park plans now being implemented, which include greenway and trail corridor plans. Salmon Arm’s OCP process proposes the development of a new Greenway Strategy with connections to the regional trail system. The Salmon Arm Heritage Strategy has prioritized the development of a heritage trail corridor linking Haney Heritage Site with the Switzmalph Cultural Centre. Shuswap Tourism should be advocating for the appropriation of capital spending for project implementation, especially where those projects coincide with infrastructure priorities identified in this plan.

Actions: ST should compile a regional tourism infrastructure database, assist where appropriate with pre-feasibility

assessments and monitor those infrastructure projects already identified by local and regional government. Priorities already identified in the OCPs or brought up at the workshops include: New road access from Squilax to Sun Peaks. This project would have a significant effect on tourism

development in the area and would conceivably position the Shuswap as a gateway to three major downhill ski resorts (Silver Star, Sun Peaks, Mt. Mackenzie).

Improved transit services within communities and to outlying areas of the Shuswap, for example a pedestrian/cycle ferry service between Scotch Creek and Sorrento as prioritized in the South and North Shuswap OCPs.

Trail corridor investments in the Area E OCP (e.g. targeted at trail head parking and information signage). Trans Canada Highway and other road upgrades, including opportunities for accessing federal and

provincial transit funding through Tier 2 gas tax funding. Options for expanded highway shoulders or dedicated cycle paths to safely accommodate cycle tours. Regional park development and linkages to the trail network. Parking areas at trail heads.

Promote the development of a Greenway strategy for the Shuswap that would connect communities and preserve healthy landscapes. The strategy would link already developed parks and trails with priority core areas and corridors, and propose stewardship and ecological management policies. The primary tool is land use and zoning policies of local and regional government.

Encourage communities and the CSRD to include tourism infrastructure priorities in future OCPs. Start-Finish Resources: Lead: 2012 - 2012 Moderate time commitment.

$5,000 - feasibility analysis. ST Partners: Municipalities CSRD First Nations


4.1.5 Industry standards

Professional accreditation, certification and training programs by accommodation facilities and other tourism operators not only enhances progress toward having more “export-ready” product, it would also improve the bottom line for operators by giving them more market exposure.

The adoption of eco-friendly business practices by operators was identified as a key initiative during the planning workshops. ST could encourage greater involvement in the BC Partnership for Sustainable Tourism, whose new website promotes sustainable operating practices and greater industry networking (http://www.ethosbc.com/). Basic memberships are free.

Actions: Encourage participation in Tourism BC’s Approved Accommodation inspection and registration program for

accommodation properties. Benefits include inclusion in the BC Approved Accommodation Guide, and “approved accommodation” signage. New opportunities include the HelloBC Listings program.

Encourage accommodation providers to subscribe to Canada Select, an industry-led, consumer-sensitive rating program providing the travelling public with consistent national standards.

Encourage operator/guide accreditation with TRU’s Adventure Guide programs and with industry associations (e.g. Association of Canadian Mountain Guides, Aboriginal Tourism Association of BC, Leave No Trace Canada).

Promote the Canadian Tourism Human Resource Council (CTHRC) certifications for the tourism industry and works with provincial agencies for delivery of training tools and professional certification services. The Council’s programs have been brought under the umbrella of the emerit brand. The designated agency in BC is go2.

As discussed at the planning workshops, the promotion of eco-friendly business practices by operators could create a competitive edge for local industry. This would involve having operators achieve accreditation and certification from existing associations for best practices in energy and water use, waste reduction, biodegradable and organic product use, land and soil conservation and building practices. Examples of existing programs that could be promoted to local operators include: The Tourism Industry Association of Canada has published a Green Your Business toolkit for tourism

operators. Tourism BC has an Environmentally Responsible Tourism guide. The Sustainable Tourism Certification Network of the Americas has resources for certifying tourism,

including numerous toolkits to help a community or business get started. COTA’s BC Partnership for Sustainable Tourism has research a BC-focused certification program which

could be used to organize a green industry in the Shuswap. As noted above, the Ethos BC website provides eco-certification options developed in partnership with the Tourism Industry Association of Canada and the Tourism Sustainability Council.

A list of voluntary certifications for green tourism is available at the Ecotrans website. Numerous industry associations publish green guides.

Start-Finish Resources: Lead: Ongoing Minor time commitment. ST

Partners Operators go2 Ethos BC


4.1.6 Product packaging and itinerary development

World-wide travel trends show that travellers are gravitating toward experiential holidays rather than the unorganized collection of products and services and that typified travel in the past. This trend reflects the growing preference among aging travellers especially for the planning and bundling of the holiday experience into a package that is simpler to purchase and pay for. The objective of packaging is to offer an integrated, interesting product to encourage visitors to increase their stay within the region. From the industry’s perspective, this requires a considerable amount of cooperation among operators and a general willingness to collaborate on the provisioning, costing and marketing of these packages. The benefits to participating operators include a much greater market exposure and of course enhanced revenue and profit potential than if they operated independently. Packaging can provide market reach that would not be possible as an independent business, especially a small one. Perhaps most importantly, it encourages operators to experiment with new and innovative experiences and to become more professional. Tourism BC offers Tourism Business Essentials® workshops that can address a range of operator development needs to improve their potential for packaging.

Actions: Make packaging resources available to operators through the website. Tourism BC’s Industry Programs Tourism BC’s Tourism Business Essentials including Tourism Packaging & Product Distribution workshop Canadian Tourism Commission’s Experiences Toolkit Ministry of Tourism, Culture and Arts Guide For Tourism Business Entrepreneurs Tourism Resource Innovation Project’s Partnering to Create Innovative Tourism Products

Inventory the number of packages currently available and marketed in the Shuswap to help identify both gaps and opportunities for new packages and promotions.

Identify one or more themed itineraries or experiences, including a combination of outdoor, trail, agriculture or heritage experiences, that could be used to pilot a package. Identify a minimum of two or three operators who would be willing to agree and market a package. All

participants should have an existing business or marketing plan and should be export-ready. At least one attraction or demand generator should be included. There should be a valid rationale for stating why the package would create demand. The operators involved in the consortium would devise pricing and refunds policy, customer management

and service, transportation and other operating details. Shuswap tourism could assist with the marketing of the package on its website and provide some analysis on

break-even volumes and sales. The sale and resale of travel services on behalf of operators must abide by provincial travel industry regulations (see Consumer Protection BC).

Start-Finish Resources: Lead: Ongoing Moderate time commitment

$2,000 - $3,000 for package marketing

ST Partners Operators First Nations


4.1.7 Region‐wide signage policy

The Ministry of Transportation and Infrastructure (MOTI) and Tourism British Columbia have developed a provincial sign policy for tourist services and attractions which covers accommodation properties, attractions and artisan businesses. MOTI, whose primary concern is highway safety, is responsible for the installation and removal of all highway signs. The white and blue signs are directional only and do not promote or advertise services or attractions. They are also small in size and can easily be missed by many highway travellers. As a general comment, highway and directional signage through the Shuswap is neither well coordinated nor attractive. It will not be possible in the short-term to change MOTI policy, but the Shuswap could develop their own tourism signage policy and position itself to address highway signage in the future should existing policies change.

Actions: Obtain and review the Community Signage Manual published by the Tourism Resource Innovation Project

(TRIP). This resource will provide a step by step guide to developing a community signage program. Invite TRU’s Red Tree Project to conduct a region-wide signage audit. TRU has conducted an audit for the

North Shuswap and has prepared a manual on the audit process. Develop the signage program using the above resources. Develop a guideline or policy for signage to regulate the program. Establish a cooperative signage process for local government, tourism and community service operators Identify priorities for facility, community and directional signage, focusing on off-highway uses or on private

property Establish design standards Outline procedures for funding, producing and erecting the signs

Start-Finish Resources: Lead: 2012 – 2012 Moderate time commitment

$4,000 for manual production ST Partners CSRD Parks Municipalities TRU First Nations Chambers/VCs Operators


4.1.8 Shuswap recreation management plan

Recreation management was a major topic of discussion at the trail planning workshop with several references made to Golden as a working model for the Shuswap. The Golden area was experiencing steady growth in the outdoor recreation sector use throughout the 1990s and conflicts between public and commercial activities, and motorized and non-motorized recreational activities, were growing. The Golden Backcountry Recreation Access Plan (GBRAP) was initiated in 1999 and finalized in 2002 to manage these concerns. Stakeholder consensus was achieved on most of the land base, leading to a more consistent and less controversial land use management. Implementation has relied on voluntary rather than regulatory compliance. The COTA-SIBAC Tourism Strategy (2009) recommended the preparation of recreation access and management plans for areas where conflicts between user groups are problematic. RAPs are not the only legislative solution to local land management planning—sustainable resource management plans (SRMPs) have been instituted in several communities around the province, specifically to deal with landscape level issues or conflicts. Most SRMPs take their initial direction from LRMPs or other higher level plans. Depending on the anticipated extent of the study area in the Shuswap, and the issues involved, a SRMP may be preferred to a RAP. Some progress has been made in the Shuswap in recent years. At Larch Hills an agreement between stewardship user groups, government, industry, and local residents has resulted in reasonably successful partnerships for land and access management that could be expanded in other areas of the region. The SHTA is also collaborating with the Secwepemc Lake Division Technical Working group with the understanding that an acceptable local solution would require more than provincial approval. It is also acknowledged that an SRMP should be advanced now before major conflicts arise and positions become adversarial.

Actions: Based on the Larch Hills experience and baseline work completed in the Shuswap Lake Integrated Planning

Process Strategic Plan, identify a study area and local leadership group for either a RAP or SRMP. Request that government provide an initial map of draft recreational zoning prior to negotiation or consultation.

The map would be based upon the best knowledge of the coordinating team and clearly state a starting point for discussion with stakeholders and the public. A delineation of zoning parameters or options taken from other RAPs/SRPs would be beneficial.

Prepare a terms of reference and work plan for the RAP/SRMP and seek the assistance and support of COTA, which recommended such initiatives in their COTA-SIBAC tourism plan (2009).

Start-Finish Resources: Lead: 2011 – 2013 Considerable time commitment

over a 18 month to 3 year period. SHTA First Nations ILMB Partners Forest licensees Recreation groups


4.1.9 Trail management and maintenance program

The province’s BC Trail Strategy provides a framework for understanding and addressing the challenges associated with building and maintaining a sustainable trail system in the Shuswap. Two central objectives of the provincial strategy, consolidated trail standards, guidelines and management tools, and sustainable resources for trial upkeep, are equally important for the Shuswap.

SHTA has prioritized physical trail development as a core feature of their strategic planning. Their strategic study and concept report (2006), Business Plan (2007) Shuswap Trails Standards guidelines, and Shuswap Trails Sign Standards outline all reference the extensive work that has been done in this area. They have been conversing directly with Trails BC, as well as other organizations including the International Mountain Biking Association (IMBA) and the Resort Municipality of Whistler on trail management. SHTA has recently completed a trail maintenance plan for the upcoming year and is near completing an environmental stewardship management plan.

Shuswap Tourism could provide a research and advocacy role because without a viable, well-maintained trail system, it will be difficult to convince tourism operators to invest in new trail-related visitor products and experiences.

Actions: Meet with the SHTA to coordinate research. Use Trails BC resources to determine the optimal model for trail maintenance in the Shuswap and ensure it is

aligned with provincial policy as well as the practices of neighbouring regions. One particular area of need in a maintenance model is mechanisms that allow/encourage reciprocal support and participation of operators and visitors.

Research other trail-based destinations for best practices, for example: Bruce Grey Trail Network Ontario’s Best Trails Guidelines Moab Utah Minnesota Sustainable Trail Development Guidelines The BC Agricultural Land Commission (ALC) has published a guide for Using and Developing Trails in Farm

and Ranch Areas. Although only tangentially related to trail maintenance, this document would be useful for scoping issues in the Shuswap given the extensive interface between private, rural property and the Crown land base.

Based on the foregoing research, prepare a research brief that outlines the major options for a sustainable trail management and maintenance model.

Investigate the feasibility of using the provincial government’s Job Opportunities Program (JOP) to fund future project development.

Start-Finish Resources: Lead: 2011 – 2011 Moderate time commitment SHTA & associated

stewardship organizations

Partners ST Operators Chambers First Nations


4.1.10 Trail signage and way‐finding

ST could complement SHTA efforts by expanding the implementation of the existing signage program so visitors and users are aware of the trails and able to identify trails and choose routes that they are best suited for. A well-signed trail is much more likely to be used especially by visitors who may not be well informed or prepared. Ensuring that users understand the types of uses they are likely to encounter is not just a convenience issue, it is a safety one as well. SHTA developed the Shuswap Trails Sign Standards in 2008 in cooperation with MTCA. It was based on the Whistler trail sign standards, and included extensive research into other trial way finding systems on destination trails around the globe. At the time of writing of this report, new signs were erected on greenways in Salmon Arm. The same way-finding system has gone up in Chase, the South Shuswap, Larch Hills Traverse, the Rubberhead Mountain Bike System and Sicamous.

It would be closely coordinated with the SAHT business plan, which calls for the further development of the online website trail information service.

Actions: Expand and increase the functionality of the SHTA online trail inventory. Review the Okanagan Similkameen Regional District’s online trail inventory that allows users to search for

a trail with different criteria, view interactive, scalable maps, post and read trail reviews and find additional resources such as comprehensive trails guides. The SHTA online database could easily upgraded with more functionality to match the capabilities of the OSRD trail inventory.

Fill in gaps in the online inventory, particularly identification of lengths and expected trip durations. Increase searchable fields including recommended and allowable uses (e.g. trail riding, ATV, hiking,

mountain biking). Explore the potential of GeoPDF maps for placement on the SHTA and ST websites. GeoPDF is a published

extension to the Adobe file format. It is used to present GIS and mapping data in a standard PDF including a projected mapping coordinate system, object data and different map layers. This allows users to see the geodetic positions of cursor points. If the right plugins are used, the reverse functionality is also available—a user can submit placement data to locate him or herself on the map. The same functionality is used in displaying the position reported by attaching a GPS device.

Assist SHTA and stewardship groups with identifying and securing funds to move forward with existing implementation plans.

Promote the adoption of the sign standards with regional partners, including municipalities, the CSRD and First Nations.

Work with regional partners (including First Nations) to create an interpretative level to the trail sign program. ST could conduct further research into best practices in other destinations.

Start-Finish Resources: Lead: 2010 – 2011 Moderate time commitment for

research and signage plan $20,000 for inventory

improvements $5,000 for GeoPDF production

SHTA & associated stewardship organizations

Partners ST First Nations


4.2 Sector Development

4.2.1 Trail experiences

The SHTA has been extensively involved in building marketable destination trail experiences, in addition to its program of physical trail development. Projects in 2009 included the interim “Find Your Epic” trail marketing strategy, hosting of the Provincial Mountain Bike Tourism Conference, and participation in the BC Tourism Mountain Bike Tourism Sector Development steering committee. In conjunction with the TRU REDTREE program, SHTA recently initiated Southern Shuswap operator workshops on how to assemble ready-now tourism experience products linked to trail-based experience markets. The workshops are incorporating market research gathered last season at the Calgary Outdoor Adventure show and will be expanded to include Vancouver this year.

ST could facilitate the further development of trails experiences by promoting professional development programs to operators and becoming more involved in expanding regional partnerships that will build acceptance of standards already established.

Actions: Prepare a resource kit that operators can use to investigate new trail (or any tourism) products. This would

complement the current workshops that SHTA is hosting: The Canadian Tourism Commission has produced several reports and tool kits in recent years on best

practices in commercial outdoor recreation. Local operators can use these best practices and case studies to upgrade their own companies.

A step-by-step guide for dealing with the regulatory process, and particularly land use issues, in tourism development was prepared is available from the Wilderness Tourism Association. The Tourism Operators Guidebook is helpful in navigating through various licensing and permitting processes.

Prepare a list of trail-related product or service opportunities: Identify a list of complementary facilities such as stables and storage needed to enhance trail tours Identify gaps in essential services such as accommodation (camp, RV and fixed-roof), food and beverage,

grocery, small engine repair, etc. Explore the potential for securing land tenures including commercial recreation tenures that might be owned

and operated by operators or community groups (in the case of mixed public-private trails). Review MTCA’s Adventure Tourism Policy. The policy outlines the process and procedures for obtaining

Crown tenure, through the Land Act, for the exclusive right to guide visitors on Crown land for commercial purposes.

Research other community groups that have acquired adventure tourism tenures. Identify the best opportunity for a guided operation—this is unlikely to be a trail activity that would normally

be self-guided since there is nothing preventing a visitor from using any trail on Crown land. The tenure would only apply to guided commercial use and would therefore be best suited for multi-day (e.g. hut), specialized or interpreted tours.

Based on the above research, prepare a development concept and seek an Investigative Permit that would allow a seasonal guiding operation to determine feasibility.

Start-Finish Resources: Lead: 2010 -2011 Moderate time commitment

$5,000 for resource kit SHTA & associated

stewardship organizations

Partners ST First Nations


4.2.2 Festivals and events

Festivals and events in the Shuswap provide an opportunity for visitors to sample the culture and heritage of the area and experience the authenticity that workshop participants felt was important to building a stronger tourism base. In some cases, such as the Roots and Blues Festival, festivals can be a primary destination product, drawing in visitors who might not normally come to the area, and providing an opportunity for bringing together residents and visitors in a festive setting. Festivals can be effective in diversifying visitor markets and seasons, especially if they can be linked to other tourism products and experiences. However, festivals can be organizationally complex requiring significant investments in time, money and volunteer effort. Many are driven by dedicated small groups of people or even individuals. This initiative would focus on creating or expanding one or two annual festivals with good potential for drawing in more visitors, with an emphasis on winter, spring and fall programs rather than the already-busy summer period.

Actions: Provide one-on-one assistance to festivals/events that have a major tourism component and that wish to

expand. Identify and help organize at least one new event. Collect research on best practices in festival planning and development. TRU’s Events and Conventions

Management program. Review other communities in BC that have successful festivals. For reference, see -

Hello BC’s festival and event listing Tourism BC How-To Guides

Sponsor a meeting of festival organizers in the Shuswap. This would be organized by ST and involve brain-storming only with the idea of identifying candidates for expansion and ideas for at least one new festival. Niche areas where the region has some strong potential would be ideal.

Produce the list of events with the best potential for expansion or creation. Ideas suggested during the preparation of this plan included:

o Salmon Festival (last held in 2007 in conjunction with the Adams Lake salmon run) o Art in the Vineyard (showcase of local artists in local vineyards) o Accordion Festival o Shuswap Festival of the Arts (expansion into 10-day event)

Determine the interest level in forming a festival oversight committee to handle concept development, using the resources identified above.

Provide research and marketing support to new festival development—leadership for expansion or new festival development should be coordinated by community organizations, with ST serving a supporting role.

Start-Finish Resources: Lead: 2010 -2011 Moderate to major time

commitment for event planning $5,000 in marketing support for

collateral (posters, maps, visitor guide)

Festival organizers and sponsors

Partners ST Chambers


4.2.3 Sport tourism

The impetus behind the Salmon Arm’s initial plan to implement the Additional Hotel Room Tax was the desire to fill in the slower off and winter seasons with more sports tournaments and of course more visitors to the community. Sport tourism not only generates immediate spending impacts it can also keep participants coming back to experience activities they might not have the opportunity to participate in while at a tournament. The Canadian Sport Tourism Alliance (CSTA) defines sport tourism as any activity in which people are attracted to a particular location as a sport event participant, an event spectator, or to attend sport attractions or sport business meetings. Sports programming assistance is available from Tourism BC and includes the BC Sport Tourism Network, the BC Sport Tourism Events Marketplace, free introductory and advanced Sport Tourism workshops, the Hostingbc.ca website, the Community Sport Tourism Development Program, a sport facility image partnering project, the Sport Tourism guide and BC Night at the CSTA Sport Events Congress.

There is also an opportunity to incorporate sport tourism into the Shuswap’s trail product—nordic and mountain bike events in particular have excellent potential for attracting destination visitors who might not have come to the area otherwise.

Actions: Review Tourism BC programming resources for Sport Tourism. HostingBC Grants, HostingBC.ca, the Image

Partnering Project, the BC Sport Tourism Events Marketplace and the BC Sport Tourism Network may have potential in the Shuswap.

A sport tourism workshop is a recommended step before undertaking a sport tourism planning process. This initiative could be designed and promoted as part of the AHRT as it was when the tax was first proposed

in Salmon Arm. Resources for researching and developing a sport tourism policy are also available from the Canadian Sport

Tourism Alliance. Funding options for recreation infrastructure improvements that may be needed to host sports tourism can be

found at the Ministry of Health Living and Sport website.

Start-Finish Resources: Lead: 2010-ongoing Major time commitment

$3,000 for workshop and development plan

ST Partners Municipalities CSRD MTCA


4.2.4 Agri‐tourism

Agri-tourism is an important component of the Shuswap visitor experience and its profile could expand to take better advantage of the agriculture bounty of the region. Visitor markets are showing a renewed interest in how and where food is grown, the people behind these activities, agricultural heritage and rural life in general. Agri-tourism includes a wide variety of activities, from produce and craft food sales, farmers’ markets, u-pick farms, festivals and farm tours. Agri-tourism has a dual benefit for the farm or producer because it represents an additional revenue stream as well as an opportunity to increase the market profile and sales of agri-food products. A number of agricultural and tourism organizations have produced a variety of resources, policies and programs to guide communities and businesses toward an expanded and viable agri-tourism industry. The BC Agri-Tourism Alliance (BCATA) and the Canadian Farm Business Management Council (CFBMC) have resources and programs to help communities in the Shuswap with their agri-tourism project.

Actions: BCATA has many resources for spreading awareness and supporting product development. Code of

standards, regional forums, regional workshops and presentations, training and education, partnerships and alliances and website and Internet marketing resources are all available. ST should encourage agricultural producers who are interested in getting into or expanding their agri-tourism capabilities to take advantage of BCATA programs, including: Farmer2Farmer online mentoring program Accreditation in the Quality Insurance Program Insurance options

BCATA could be asked to make a presentation to the community on best practices and opportunities in the region for agri-tourism. Their agri-tourism guides should be distributed to interested businesses.

Coordinate agri-tourism road sign potential with the signage program recommended in strategy # 2. BCATA, in association with MOTI, sponsors a road sign program that encourages visitors to undertake self-guided tour of approved farms, ranches, orchards and other agri-tourism related businesses. There may be enough businesses in the Shuswap area to create a viable tour. The sign program is part of BCATA’s Quality Assurance Program that was established to help farmers develop tourism services.

The Agricultural Land Commission (ALC) has a policy for Activities Designated as Farm Use: Agri-Tourism in the ALR.

Start-Finish Resources: Lead: 2011-ongoing Minor time commitment ST

Partners BCATA CFBMC


4.2.5 First Nations’ tourism

Canadian Tourism Commission and Tourism BC research has shown that there is significant interest among travellers of all market origins in exploring and learning more about First Nations culture and heritage. The Aboriginal Tourism Association of BC expects aboriginal tourism in the province to over $50 million by 2012, up from approximately $35 million today. But the research also suggests that this interest is not acting as a trip motivator (i.e. the reason for going on a trip in the first place) as much as it is a potential activity once a person has decided to go on holiday. This suggests that First Nations tourism products should be integrated into the regional marketing and visitor services framework so visitors are aware of the opportunities, either when planning their trip or when in the region. In the Shuswap, there are already well established tourism facilities, including Talking Rock Resort and Quaaout Lodge, and the potential exists for more products and packages that are authentic experiences visitors are seeking. At the same time, there are supporting organizations, including the Aboriginal Tourism Association of British Columbia, the Canadian National Aboriginal Tourism Association, and Aboriginal Tourism Canada (part of the Canadian Tourism Commission), that could provide resources and guidance for new product and market development in the Shuswap.

Actions: Enhance First Nations use of tourism planning and development resources: The Aboriginal Tourism Association of BC (ATBC) has many resources on their website to facilitate,

including cultural tourism authenticity protocols, education and awareness, product development and marketing.

Aboriginal Tourism Canada also has numerous links and resources to help with planning: http://www.aboriginaltourism.ca/ . Guides on business planning, development of cultural tourism, and market planning are all available at the site.

Encourage the development of authentic experiences based on traditional and contemporary culture: Develop a closer working relationship with the ATBC regional coordinator on local delivery of their

programs. Increase awareness and uptake of those programs by bands and aboriginal entrepreneurs. Increase Shuswap listings in ATBC cultural visitor guide and marketing publications. Increase market-readiness of aboriginal businesses through the delivery of FirstHost training. Inclusion of aboriginal products in packaging programs. Produce a media fact sheet about Shuswap First Nations culture and tourism experiences.

Resources: Lead: Partners: Moderate time commitment ST ATBC

Bands First Nations

businesses


4.3 Market Development

4.3.1 Branding and messaging

The traditional image of the Shuswap as a lake/beach/houseboat getaway, whether or not it actually captured the tourism diversity of the past, is no longer suitable as a positioning statement for Shuswap Tourism. Even the natural landscapes that dominate marketing collateral from the region, while illustrative of the natural beauty of the physical landscape, do not convey the Shuswap’s unique tourism assets. What is missing is the human experience that animates the physical landscape and brings it closer to the culture, heritage, shopping and agriculture that collectively define the Shuswap’s sense of place. The February workshops identified a number of themes and messages that were thought to be more reflective of the region as a visitor destination, with perhaps the most compelling being a reinterpretation of Shuswap’s aboriginal meaning as the “meeting place”. This term resonates on several levels:

the physical landscape (where waters and mountains meet);

wildlife (salmon in particular, but also birds and other wildlife); and

the socio-economic and cultural landscape (as a place to live, meet, barter, trade and engage in cultural activities).

Many of the special features of the region, including its central position between Vancouver and Calgary, its gateway presence in and out of the interior plateau and mountains, and its staging area potential for a diverse range of back, mid and front country experiences are captured in the “meeting place” concept.

Actions: Meet with First Nations partners to determine any cultural sensitivities to the use of the concept and its

acceptability as a possible brand identification for the Shuswap. Shuswap Tourism has plans to initiative a branding process once the TDP is completed. It would be this plan’s

recommendation that the “meeting place” concept be promoted as a theme that could be further developed and refined in the branding process.

Work with recreation and sports groups, stewardship organizations and communities who are involved in promoting market-ready products (e.g. Nordic skiing, catskiing, mountain biking, equestrian, lake activities) to share and use consistent story-telling and messaging.

Start-Finish Resources: Lead: Spring 2010 – Fall 2010 Minor time commitment

Branding strategy has already been costed by Shuswap Tourism

ST Partners Communities Visitor Centres Chambers Operators First Nations SHTA & stewardship

organizations


4.3.2 Target segments

The product-market matches identified in the following table represent the core Shuswap tourism market as it now exists plus some opportunities for future expansion. The development of “emerging” opportunities do not simply entail the implementation of new marketing programs. They require further destination and sector development as outlined in the previous sections of this plan—this would mean that any marketing initiatives would proceed only when they become market-ready. All rankings are qualitative and are based on overall market appeal, marketability of the Shuswap product and the degree of regional and product competition.

Table 2: Product-Market Match Potential

Regional Short Haul Long Haul Developed

Festivals and events High Medium Low Agri-tourism Medium Medium Medium Heritage Medium Medium Medium Lake recreation High Medium Low Golf High High Medium Fishing Medium Medium Low Snowmobiling High High Low

Emerging Sport tourism Medium Medium Low First Nations Low Medium High Trails

Mountain biking Equestrian Hiking Nordic Road cycle touring

High High High

Actions: Focus tourism research on confirming the importance of these activity segments in the Shuswap area and their

potential for future market development (see strategy #3). Guidelines for priority promotional activities include: CTO program spending would be on developing place awareness in regional markets, namely BC and

southern Alberta where there is confirmed interest in market-ready activities. CTO program spending should be on activities ranked high or medium for regional markets and high for

short haul markets as outlined in the product-market match table. CTO program spending should avoid projects that would be fundable under the Tourism Partners program. ST has submitted an Expression of Interest for $30,000 in CTO funding for 2010-11 to TOTA. Should that

EOI be successful, the marketing initiatives recommended in this plan can be adjusted accordingly. Review Travel Activity and Motivations Survey (TAMS) sector specific reports for BC to prepare short market

profiles on the above target markets. These profiles would list the size of the market, travel motivations, participation in activities other than the main trip purpose, accommodation preferences, tour preferences, benefits sought while on vacation, destination attributes considered important, how destinations are selected, trip planning information sources and media consumption habits.


4.3.3 Image bank

ST has some resources for assembling images to use in marketing activities. Local government, visitor centres and TOTA have some images while a community like Chase has access to images from the Thompson-Nicola Film Commission. However, a quality image bank for use in print and web promotions remains a gap for ST. The website in particular is need of better photography and video. The bank should comprise images unique to the Shuswap area and its communities, and include a combination of low-resolution images for the new website and high-resolution images for print media and possibly a B-roll1 for broadcast media. Ongoing updating of images would be required. Digital cameras would allow high-resolution quality images, low-resolution standard images and video clips (suitable for website use) to be captured at relatively low cost. A combination of both professional and amateur sources would be adequate to maintain the image bank over time.

Actions: Utilize images of Shuswap Geoquest and Shuswap Hut and Trail Alliance. Using the website, post images by “expert” locals Images and video of complete experiences on the trails Review existing destination inventory as a starting point to develop an image list by categories. Source existing images to reduce costs and duplication of effort. Start with TOTA and TOTA’s ability to co-op

photo shoots and Film Commission footage. Register for a free account with Tourism BC’s image bank to assess availability of existing images from the

Shuswap area Where appropriate purchase usage rights of existing images from professional sources (for high-resolution

needs and the signature series), partner with local operators for use of their images and obtain archival images can be purchased through BC Museum and Archives. When collecting images from secondary sources, determine copyright and usage guidelines, and ensure any people images are properly released.

New images can be contracted out to professional photographers to complete the image bank. Ensure all copyrights remain with the tourism organization whenever possible.

Establish an online image inventory and retrieval system. This can be accomplished through the tourism website with third-party software that can house, sort and display images.

Start-Finish Resources: Lead: 2010-ongoing Minor time commitment

$7,000 ST Partners Accommodation

providers Tourism BC

1 B-roll is video footage, often without a narration sound track, used by broadcasters to supplement the main elements of a news story. For example, if a person is talking about Shuswap Lake, the B-roll would include a short video of the lake itself or some related activity like houseboating. The B-roll is thus supplementary and back-up material that can be used in a variety of productions.


4.3.4 Website

The tourism industry was one of the first to capitalize on the Internet as a technology solution for what is essentially a data-rich relationship with the consumer. Tourism must continuously distribute product and market information to travellers before during and after their travel and is one of the more advanced users of e-commerce, second only to financial services and insurance. Tourism BC research has clearly shown that the Internet is now the primary source of pre-trip planning information, and with the advances being made in WiFi and smart phone technology, it is quickly becoming a primary information gathering and communication tool during the travel experience. As a marketing tool, therefore, the Internet, and more specifically the web, has become a cornerstone of the industry. Workshop participants felt that the Shuswap Tourism website was “ugly”, lacked consistent messaging and was not convenient as it required too many page changes to access critical visitor information. In considering the other elements of TDP that do not yet have any web functionality (e.g. tourism industry communications and networking capacity), it is apparent that the website must be upgraded for it to become a marketing and communications tool. An improved website could also enhance the role of social networking as a marketing medium. The surge in attendance during the 2009 Roots and Blues Festival was attributed in part to an advanced social network marketing, targeted especially at younger travellers. The youngest members of the adult population (variously referred to as Millennials, “Generation Y” or “the Net Generation” by social researchers), are people born in the 1980s and 1990s. Social networking tools such as Facebook, MySpace and Twitter, blogs, and other web-based resources have become key strategies in communicating with these travel markets in an inexpensive, yet personal way. The website could also use more functionality for storing and dissemination of industry information in an interactive way. Maintaining a product inventory of local businesses would greatly assist with marketing, partnerships, product development, communications and packaging. A “stakeholder” list of operators would support the internal communication system that distributes information, as well as allowing primary research to be more easily produced. Eventually, media, suppliers and industry contacts could also form part of the database. These communications initiatives are discussed further in strategy #1.


Actions: Identify key functions required by the system to serve both visitor needs and administrative support for the

District. Review existing websites for best practices: Xotel’s DMO Best Practices website 5 Basic Principles for DMO websites

Hire professionals to develop the concept, copy, graphic design and provide the commercial-grade software capabilities and production ability to achieve the objectives for the end product.

Key elements of the main landing page: Custom landing pages for priority experiences (not activities). Custom landing pages could be developed

cooperatively with TOTA if they are linked to banner advertising. Foreign language versions could also be developed.

Google map mash-ups that allow users to multiple information layers on the website Similarly, a custom landing page for the searchable trail database and GeoPDF trails maps (strategy #10) Event calendar Search engine saturation, search engine optimization and properly defined meta-tags for all landing pages

Develop social networking capabilities including: Have local employers and employees promote the Shuswap to friends, colleagues and peers in other

communities or regions Promote the use of a Facebook and MySpace referral programs. The effective use of these media can

contribute to viral marketing effects Make better use of blog and twitter opportunities, including integration with hellobc.com blogs Post trip engagement site where visitors share their photos and experiences on line Utilize RSS feeds

Consider content for the promotion of tourism investment opportunities in the Shuswap. This could be done by linking to the economic development website where generalized investment information is housed.

Monitor opportunities for creating smart phone functionality and accessibility for the website. There would be a fundamental difference between the website (basically pre-trip and post-trip information) and a “mobi” site. The purpose of latter is to deliver real-time, mapping and location information to smart phone users. A prominent display to the mobile site can be place on the website.

Create a corporate section with: news section the operator inventory (strategy #1) industry and market intelligence (links listed in all strategies in the Destination Development section of this

plan) business advisory centre

Create a travel trade section to the website: digital images in the image bank and B-roll for broadcast (strategy #18) pre-written stories, story ideas, suggested itineraries, press releases, contacts and web links

Prepare a data maintenance program. Work closely with all municipalities, visitor centres and chambers to create one source of destination

information to avoid duplication of effort and confusing messaging.

Start-Finish Resources: Lead: Winter ’09 – Fall ‘10 Moderate time commitment

$15,000 ST Partners TBC TOTA


4.3.5 Collateral materials – trail maps

Collateral are printed materials used in support of promotional activities and visitor services. The focus of this strategy is on two map projects, one for trails and the other for regional attractions. A major piece of collateral, the regional Visitor Guide, would continue to be produced under its current format. At the planning and trail workshops, participants indicated that better maps in particular were needed to facilitate trail use. While the Trail Guide is useful as a primary lure piece and guide, it is not well suited for actual trail use, especially for mountain biking and other activities where a full guide becomes bulky. The SHTA has been working with ST on suitable trail guide materials, including prototype tear-pad maps, fold-out maps and base mapping designs. This research could be the foundation for proceeding to produce an integrated set of market-ready maps. Both print and web version maps are important as web research is on the rise for trip planning. Large format print maps are especially helpful for a regional area and smaller version maps are ideal for a local area. Maps will vary in scale and if geographical information systems (GIS) 2 technology is used one set of data can serve as a foundation for producing a series of maps that are true to scale. Map artwork from the master files can be made to any scale therefore maps can range from basic give away pad maps to large format 2x3’ recreation feature maps which are likely to be sold due to their high cost to produce. This strategy would be coordinated with the SAHT, whose 2010 business plans identifies the production of trail maps and guides. TOTA has proposed a regional attractions map pilot project for late 2010 that ST should participate in—only a handful of communities would be asked to participate, so ST should approach TOTA with an expression of interest promptly. Finally, ST will be finished its branding project sometime in the summer of 2010. Once completed, all marketing, promotion and collateral materials will have to change to incorporate the new brand.

2 GIS is analysis that combines relational databases with spatial interpretation and outputs in the form of maps. It includes computer-based methods of recording, analyzing, combining, and displaying geographic information such as roads, streams, stand or habitat types, sensitive areas, soil types, or any other feature that can be mapped on the ground.


Actions: Ensure all collateral materials are coordinated with the new brand imaging. Trail map: Engage a team that understands tourism and the objectives behind the trail map concept—ideally, a GIS

specialist, graphic designer and copywriter would be available. Determine project objectives (map type, study area, size, circulation, print/web/business versions, target

market, budget, etc.) Workshop participants indicated tear-out maps for trail use would be invaluable. Collect existing maps to identify strengths and weaknesses. Review Tourism BC’s Regional Marketing Galley for examples of maps, collateral materials and ad copy

that could be used to guide all marketing and promotion efforts. Assemble photography, GIS base layers and other data into a master file. Review accuracy of GIS base map with experts. Develop content outline, write and verify copy. Design layout and colour scheme for base map in full map size and new scale for inset maps, transfer e-file

of base art to graphic designer. Assemble layers with graphic designer and all required editorial, photography, symbols, icons, etc. Output full colour drafts for review by experts. Edit changes to GIS base map and graphics layers and re-assemble master. Prepare files for print media production to printer’s specifications. Prepare e-file series of maps as required for web use or customization for businesses. Archive all files into a master and burn DVD.

Contact TOTA with an Expression of Interest for the regional attraction mapping pilot.

Start-Finish Resources: Lead: 2010-2012 Moderate time commitment

$10,000 ST Partners SHTA TOTA


4.3.6 FAM trips

A familiarization tour (Fam tour) brings people into a region to experience first-hand its products, experiences and settings. It is one of the most cost-effective means of marketing a tourism destination or product. FAM tours can be directed at different targets and designed to achieve different objectives, but the main categories are as follows:

Trade - tour operators and travel agents who may not be familiar with the Shuswap

Media – different media (e.g. newspaper, magazine, book, film) who could generate press about their travel experience

In-region – operators and visitor services personnel who may have a poor understanding of local tourism

Regional and provincial DMOs usually initiate and organize familiarization tours for travel trade and media and Shuswap Tourism could participate in these initiatives. The SHTA conducted two FAM visits last year and there is an opportunity to further promote the new inventory of trails that are coming on stream. This could be extended to in-region FAM tours that allow local communities, businesses and Visitor Centre staff to better understand what the region as a whole has to offer the visitor.

Actions: Develop a press kit for distribution during familiarization tours. The Tourism BC Travel Media Relations program includes activities such as attending key media events,

initiating and organizing trips for qualified media, building relationships with key media, and positioning unique story ideas with media. In addition, this division develops press kits and image bank materials for distribution to appropriate travel media.

Participate and support media familiarization tours coordinated by TOTA with Tourism BC. Conduct an annual in-region familiarization bus tour that would showcase the region’s product to businesses,

organizations and Visitor Centre staff. The Tourism BC Visiting Journalist Program provides support of eligible costs to bring media to communities,

primarily air or ground transportation. Industry is expected to provide media with accommodations, meals and activities. Contact TOTA for more details.

Host grand openings for new attractions, trails and businesses.

Start-Finish Resources: Lead: 2011 - ongoing Minor time commitment

$10,000 ST Partners Accommodation

providers Tourism BC


4.3.7 Visitor services

Visitor services refer to those services that directly assist visitors as they move through the purchase cycle (awareness, interest, evaluation, purchase, experience, loyalty). Effective visitor services will extend visitor stays and create a positive experience resulting in favourable word of mouth referrals to friends, which is one of the most common ways in which visitors hear about a destination. Visitor services information is usually associated with Tourism BC’s Visitor Centre network, but an effective program should consider the potential involvement of other business and community groups who make regular contact with visitors. Some jurisdictions use the private sector as outreach partners for delivering visitors services. This has the obvious advantage of minimizing the development and occupancy costs associated with VCs and kiosks and, if done properly, can expose new target markets for visitor service programming. The advantage to the private operator is the ability to provide enhanced levels of service to guests and the potential for new visitor traffic drawn by visitor service signage and branding. A Community Ambassador program should also be considered. The Community Ambassador program would disseminate information to visitors through various outlets throughout the community. This may be at retail stores, restaurants, accommodations, gas stations, recreation centre, etc. In addition to educating the local tourism industry about products and services in the area, it is effective in encouraging the community at large to be hospitable. Training of frontline staff about the local features and amenities would enhance community hospitality. This involves training retailers, accommodation providers and frontline workers who have the greatest opportunity to encounter visitors throughout the community. The program standardizes key information about things to do and see and places to stay, and provides racking and adequate supply of promotional materials. Awareness of the tourism website and its user-friendly printable pages can serve as a tool to assist visitors for any business that has a computer.


Actions: Once the pending branding strategy is complete, use the logo and design to create a visitor services identity

which could then be used throughout the region to indicate the availability of travel information and resources. Erect a message board at the entrance to all visitor centres that features daily events and attractions. Investigate the feasibility of unattended kiosks in rural areas to assist with way-finding. Kiosks could include

promotional videos, trail information, event information and a call to action to encourage exploration. The advantage of kiosks are their relatively low cost, small space requirements, suitability as outdoor displays, convenience in displaying key information such as maps and phone numbers, interpretive possibilities and year-round presence.

Explore the potential for an orientation program where new staff/volunteers at one VC are placed at other VCs to build awareness and encourage more understanding and familiarity with community differences but also the regional perspective.

Encourage and coordinate more private sector and heritage facility involvement in the delivery of visitor services through a Community Ambassador program: Create awareness of the new tourism website and the ability to print pages for visitors as required. Develop a racking program where small racks will house the visitor guide throughout the community in

visible locations – Tourism Golden has an effective program in Golden. Direct visitors to the Visitor Centre for more detailed information. Encourage businesses to invest their marketing budget in the visitor guide and reduce the number of single

brochures by having adequate coverage of information through the official visitor guide. Reintroduce WorldHost® (formerly SuperHost) training to local industry. This would involve determining the

level of interest among operators for participation in the program. Coordinate with the Visitor Centre training, including local businesses and frontline staff.

In addition to WorldHost training, local area information content would be incorporated into industry development training programs. Tourism Nanaimo has developed this type of program, as have other communities in the province.

Internal FAM tours showcasing the current businesses, organization programs, community attributes and Visitor Centre are important not only for Visitor Centre staff and/or volunteer training but also for local awareness of the communities in the region.

Include partnerships with other neighbouring communities Develop the Visitor Stay Another Day Program and coordinate and develop “Be a Tourist in Your Own Town

Month” with coordination of National Tourism Week by the Canadian Tourism Commission. Promote winter activities through weekly snow reports. Produce a handbook of visitor service practices that can be distributed to participants and to area

businesses that interact with visitors.

Start-Finish Resources: Lead: 2011 - ongoing Minor time commitment ST

Partners: VCs Chambers Major operators


4.3.8 Additional Hotel Room Tax

The AHRT option is a realistic option for securing a sustainable funding base for ST, but previous attempts to establish this program in Salmon Arm were not successful. The major advantages of the hotel tax is that it is levied on visitors through legislative provisions and returned directly to the community. AHRT is collected from those accommodation facilities currently paying the provincial Hotel Room Tax (i.e. all hotels, motels and B&Bs greater than four rooms). The amount of funding provided by the hotel tax also has the potential to grow over time as tourism to the community grows. Numerous communities in the province have recognized the advantages of the AHRT and have used it to raise the profile of their regions in a sustainable manner, without the threat of future funding shortfalls. Despite the initial resistance of some accommodation facilities to the concept, no 2% AHRT community in the province has ever delisted from the program. The AHRT would represent a minimum of $200,000 annually in programs funds and would represent a substantial opportunity not only to enhance marketing programs but to invest in product and seasonal diversification. Support by industry would obviously be critical to securing the needed votes and operators would have to be assured that consumer resistance would not be a problem. The fact that the pending HST would bring the current 8% room tax down to 7% would mean the AHRT of 2% would in fact result in only a 1% net change in total tax to the consumer. An inclusive rather than exclusive study area should also be considered so marketing activities can be equally applied across the Shuswap Tourism service area.

Actions: Establish a small task force to oversee this initiative. The task force should be limited to four or five members

and include at least one or two strategy champions from within the hospitality sector who are willing to advocate for the tax. The lead can be taken by ST with support from local chambers and two to three key operators.

Obtain the most recent guidelines for the application of the tax. The Ministry of Small Business and Revenue website (www.sbr.gov.bc.ca) should be visited for definitive and recent information.

Prepare a “mini-plan” or development concept of two pages that would outline the rationale, objectives, programs, costs and benefits. This could then be used to promote the concept and gain support.

Determine the study area. Compile list of all properties, using the new tourism inventory. Determine the rate that will be requested up to a maximum of 2%. Determine an effective date. Consider a symposium, seminar or information sessions on the tax with invited guests from other AHRT

communities in the province to explain the mechanics of the process, the benefits expected, lessons learned and best practices.

Conduct one-on-one visits Review Tourism BC Community Tourism Foundation’s Communication Guide for guidance. The first visit would present the mini-plan and also distribute the executive summary of the TDP to

demonstrate the overall vision and goals for tourism development in the Shuswap area. Schedule a second visit to answer any outstanding questions and sign the petition.


Actions: Compile the signature list and undertake threshold calculations. Once the threshold is reached, prepare a business plan, including how the funding will be administered and

who will do so. The plan should be reviewed with TOTA and may also be reviewed by Tourism BC. Workshop participants suggested a focus on off-season occupancies would be the best approach to gaining the support of properties. It is also a much easier benchmark to measure against. Linking expenditures to actual marketing, and not just overhead, would also have to be demonstrated. Additionally, the original AHRT initiative included support for the regional trails strategy (again with a focus on off-season product development). Given the progress that the SHTA has made in bringing more trail product to market throughout the region, ongoing support for trail maintenance and promotion should be identified as part of the program.

Describe other funds that would be available to complement AHRT revenues. Obtain preliminary acknowledgement from communities that they will make the bylaw changes necessary to

enact the tax. If properties outside municipal boundaries are to be included, then the CRD must also pass a bylaw.

As part of the business plan, Shuswap Tourism should establish a Tourism Advisory Committee that would be tasked with oversight of the AHRT funds. Prepare governance guidelines. Committee members to be composed of operators, and industry reps, but exclude elected officials. Members would be appointed by the CSRD and municipalities that participate in ST. A seven member

board and an additional two ex-officio co-chairs, one from the CSRD and one jointly appointed by the municipalities would be appropriate.

Start-Finish Resources: Lead: Spring ’10 – Summer ‘10 Major time commitment

$6,000 expenses ST Partners Chambers TOTA Industry


4.3.9 Shuswap Tourism marketing budget

ST has already accessed the CTO program and has worked with TOTA on future projections for funding. Table 3 presents a suggested program and budget. Geographic targets are, for the most part, BC residents, although web marketing, the travel guide and some shows may serve wider audiences. The Internet banner advertising component of web marketing would also be activity-specific and include sport fishing, mountain biking, snowmobiling and trail activities. These suggested budget items are subject to approval by the funding bodies.

Shuswap Tourism’s existing marketing programs, including magazine advertising and the visitor guide, would continue, while CTO funds would be targeted at incremental activities. The first two years of incremental marketing would be focused on the preparation of collateral materials, trail-related products, industry resources, media relations, visitor services and research. By the third year, Shuswap Tourism would have built up its core marketing resources and spending could be retargeted at new advertising and web marketing initiatives.

Table 3: Three Year Marketing Program

Source of Funds 2010 (Jan-Dec) 2011 (Jan-Dec) 2012 (Jan-Dec) Total

Local and regional government 70,000 70,000 70,000 210,000 Visitor guide - industry contributions 30,000 30,000 30,000 - CTO program:

Local contributions 30,000 30,000 30,000 90,000 Tourism BC matching contributions 30,000 30,000 30,000 90,000

AHRT - 200,000 200,000 400,000 Total Funds 160,000$ 360,000$ 360,000$ 880,000$

Expenditures

Brochures and post cards 15,000 15,000 15,000 45,000 Visitor guide 30,000 30,000 30,000 90,000 Website 15,000 15,000 15,000 45,000 Advertising - magazines 10,000 10,000 10,000 30,000 Travel Shows 15,000 15,000 15,000 45,000 Web maintenance 15,000 15,000 15,000 45,000 Image bank 7,000 - - 7,000 Map (s) - 10,000 - 10,000 Research (visitor survey) - - 10,000 10,000 New event collateral (posters, brochures) 5,000 - - 5,000 Website package promotion - 3,000 3,000 6,000 Signage manual - - 4,000 4,000 Online trail inventory 11,000 9,000 - 20,000 GeoPDF production - 5,000 - 5,000 Trail development resource kit 5,000 - - 5,000 Sport tourism workshop 3,000 - - 3,000 Resource Library - Tourism BC, etc. - 2,000 2,000 4,000 Tracking and evaluation of programs - 2,000 2,000 4,000 Advertising - incremental 15,000 15,000 25,000 55,000 Media Relations 3,000 3,000 3,000 9,000 Web marketing 6,000 6,000 6,000 18,000 FAM Tours 5,000 5,000 5,000 15,000 AHRT program TBD - 200,000 200,000 400,000

Total Expenditures 160,000$ 360,000$ 360,000$ 880,000$


By the second year, there is the expectation that the AHRT would be approved by the region and the marketing budget could increase to reflect the new revenues. We have not included marketing program expenditures for these funds. All other spending is itemized in the action plan.

Actions: Review marketing priorities in this plan. Review Tourism BC’ s CTO guidelines for eligible and ineligible projects. Consult with TOTA on plan and budget and determine availability for implementation. Ensure cooperative program funds available from TOTA are optimized. This could result in further leveraging

and total expenditures in excess of those identified in the preceding table. In the annual budget, describe the anticipated expected results for each media item, showing linkages to the

objectives in this plan. Start-Finish Resources: Lead: 2010 - ongoing 90,000 ST

Partners TOTA Tourism partners

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