2015 Lillooet Tourism Plan

TOURISM PLANNING WORKSHOP LILLOOET&IMPLEMENTATION WORKSHOP

February 12, 2015/June 30, 2015

District of Lillooet Marg Hohner 250-256-4289 [email protected]

Destination BC Representatives: Aimee Epp (604) 660-1048 [email protected]

Amy Thacker Cariboo Chilcotin Coast Tourism Region 250-392-2226 [email protected]

Destination BC Facilitator: Suzanne Denbak (604) 905-9678 [email protected]

1 Table of Contents

1.0 Introduction and Methodology ...... 4 Background ...... 4 2008 Tourism Plan Goals...... 5 2008 Tourism Plan Strategies ...... 5 Priorities for the Community Tourism Foundations Program ...... 7 2.0 Tourism Strategic Planning Process ...... 13 3.0 Lillooet Tourism Vision ...... 14 4.0 Market Research ...... 15 4.1 Macro Environment ...... 16 4.2 Consumer & Travel Trends ...... 16 4.3 BC Tourism Trends...... 16 4.4 Cariboo Chilcotin Coast Regional Profile and Vancouver, Coast & Mountains – Regional Profiles (2014) ...... 17 4.5 Visitor Characteristics – By Market ...... 19 4.5.1 British Columbia Residents ...... 19 4.5.2 Albertan Travellers ...... 19 4.5.3 Ontario Travellers ...... 20 4.5.4 US Travellers ...... 20 4.5.5 United Kingdom...... 20 4.5.6 Germany ...... 20 4.6 Visitor Characteristics – By Activity ...... 21 4.6.1 Hiking (2009) ...... 21 4.6.2 Cycling and Mountain Biking (2009) ...... 21 4.6.3 Touring (2014) ...... 22 4.6.4 Heritage (2009) ...... 22 4.6.5 Aboriginal Cultural Tourism...... 22 4.6.6 Fishing (2009) ...... 23 4.6.7 Festival Tourism Enthusiasts ...... 23 4.7 Market Research Implications ...... 24 Sector/Market Implications ...... 24 5.0 Current Visitation to Lillooet ...... 25 6.0 Lillooet – Current Situation Analysis ...... 25 Access and Infrastructure ...... 26 Access to Lillooet ...... 26 Visitor Infrastructure ...... 28 Accommodation ...... 28 Restaurant/Retail ...... 29 Conclusions/Implications – Access and Infrastructure ...... 29 Existing Visitor Experiences...... 30 Summary of Experiences ...... 30 Conclusions/Implications of Existing Visitor Experiences ...... 34 Existing Marketing and Promotion ...... 35 Conclusions/Implications of Existing Marketing and Promotion ...... 43 7.0 Summary Tourism Strengths/Weaknesses/ Opportunities/Threats ...... 43

Strengths ...... 43 Weaknesses ...... 44 Opportunities...... 44 Threats...... 45 8.0 Unique Selling Proposition & Target Markets ...... 45 9.0 Strategies and Tactics ...... 48 9.1 Access and Infrastructure Strategies ...... 49 9.2 Product/Experience Development Strategies ...... 53 9.3 Marketing/Promotion Strategies ...... 59 10.0 Implementation and Next Steps ...... 74 Governance ...... 74 Funding ...... 75 Priority Strategies...... 76 Access/Infrastructure Strategies and Experience Development Strategies: ...... 77 Marketing and Promotional Strategies...... 78

1.0 Introduction and Methodology

The following Community Tourism Plan for Lillooet summarizes the conclusions and implications developed during a planning session held on February 12, 2015. An initial draft plan was distributed and reviewed by participants. On June 30, 2015 stakeholders met again to review the plan and discuss priority action items to ensure tangible progress towards the tourism vision and objectives begins immediately. Comments received by email and during this second workshop have been incorporated into the plan that follows.

The Community Tourism Plan recommends, where appropriate, access/infrastructure strategies, product/experience development strategies and marketing and sales strategies in support of Lillooet’s objective of growing the local tourism economy in a manner that supports the community’s values and vision for a sustainable future. As well, recommendations are made regarding how best to organize and fund implementation of this plan.

Many participants in this planning process reflected upon the importance of protecting the very wilderness values upon which tourism in Lillooet relies. Appropriate and respectful use by residents and visitors is considered essential to ensure Lillooet’s biodiversity and ecosystem health is enhanced as visitation grows. A light footprint on the land is needed – one that considers environmental carrying capacity, addresses concerns such as invasive species, disturbance of sensitive ecosystems. Full participation and collaboration with the St’at’imc communities is considered paramount. This tourism plan focuses on economic opportunities associated with the growth of the visitor economy and ideally should ‘nest’ within a hierarchy of plans that includes an Integrated Comprehensive Sustainability Plan (ICSP). The achievement of the tourism objectives below and the execution of the recommended strategies are intended to occur in a manner that also promotes stewardship of the environment and enhancement of social vitality, both of which are necessary preconditions for a thriving tourism economy within a sustainable community.

Background Lillooet area has embarked upon an update to their tourism planning process with support from the Destination British Columbia (Destination BC) Community Tourism Foundations program. A tourism plan was developed in 2008 and some progress has occurred achieving the goals and implementing the strategies identified therein.

The focus of the 2008 plan was primarily on investments in access and infrastructure, building relationships and attracting new market-ready visitor experiences. Eight goals were identified along with 30 strategies to achieve them. However, many of the recommended goals and strategies required leadership and investment by parties beyond the control and influence of tourism stakeholders and the District of Lillooet/SLRD Area B. Further, tourism leadership and the governance structure related

4 to aspects of the plan that could be controlled locally went through several transitions, slowing measurable progress.

Nonetheless, agri-tourism has gained significant momentum since 2008 with entrepreneurs launching Fort Berens Estate Winery and HOOH Hops and others investing in viticulture as grape suppliers. As well, a re-branding initiative in 2012 led to the launch of Lillooet’s new brand “Guaranteed Rugged”. More recently in 2014, new outdoor signage was designed and erected at the top of Station Hill offering visitors maps and information about the area on a backdrop of professional photography.

For reference, the 2008 Tourism Plan goals and strategies are restated below:

2008 Tourism Plan Goals

1. Develop more destination amenities and infrastructure 2. Improve transportation options 3. Expand roster of market-ready products and experiences 4. Develop a professional and competitive industry 5. Establish a market brand 6. Improve market position and awareness in key travel markets 7. Increase visitor volumes and spending 8. Develop and enhance partnerships between government, the District, First Nations and industry

2008 Tourism Plan Strategies

Product and industry development

1. Signage initiatives 2. Lobbying for bus and train services 3. Assist with development of Cultural Centre 4. Strategic assistance for District of Lillooet tourism infrastructure 5. New hotel attraction 6. New resort development 7. Festival expansion 8. Follow-up to grape growing research project 9. Agri-tourism development 10. Pre-business planning for new nature-based projects 11. Enhance or expand St’at’imc tours 12. Research aboriginal tourism assistance opportunities 13. Promote new market-ready products 14. Encourage more product packaging and activity development 15. Encourage adoption of industry and government professional standards

Marketing 16. Target free, independent, touring and outdoor recreation travellers in the regional market 17. Commission a new brand for Lillooet 18. Create and expand an image bank 19. Create a kit folder/press kit 20. Produce a quality local map series 21. Evaluate and upgrade Lillooet Visitor Guide 22. Create a new website 23. Integrate the inventory into an online web portal Marketing Programs 24. Establish a website optimization program 25. Build a media relations program 26. Audit existing expenditures and reconfigure to target markets 27. Create a FAM tour program Visitor Services 28. Evaluate the performance of the Visitor Centre 29. Consider a Community Visitor Ambassador program 30. Deliver SuperHost® to local businesses

In 2015, local tourism stakeholders indicated that they wished to see more timely and measurable advancement of their objectives. Given the need to focus on opportunities that can be immediately activated while at the same time understanding longer-term opportunities that require partnerships with others, the time was right for a plan update to establish next steps and future priorities for the continued development of the tourism economy in Lillooet and immediate area. As well, neighbouring communities in the Bridge River Valley and Fraser Canyon have been revisiting their community tourism plans, there is an active Gold Rush Trail Steering Committee and there is renewed interest in finding mutually beneficial partnerships throughout the larger geographic area.

The Community Tourism Foundations program again provided resources to assist Lillooet in developing an update to the comprehensive community tourism plan. These resources include the services of professional facilitators to assist in the planning process. Suzanne Denbak of Cadence Strategies was given the assignment of working with a group of local tourism stakeholders in order to prepare a new and updated comprehensive tourism plan for Lillooet that encompasses both destination development and market development. She has worked extensively in the Cariboo Chilcotin Coast region, along the Gold Rush Trail, with local First Nations’ communities and in the Sea to Sky corridor, has been a local resident of the region for 15 years and is a frequent visitor to Lillooet. Consequently, she is very familiar with Lillooet and its tourism offerings.

This plan incorporates the discussions and agreements reached during a one-day tourism planning session held on February 12, 2015 in Lillooet. A diverse range of tourism interests was represented in this group including First Nations in whose traditional territories Lillooet and area is found, local tourism operators (accommodators, activity operators, restaurants/pubs, heritage attractions), long-time residents and elected officials. Residents, elected officials and tourism operators from neighbouring communities in the Bridge River Valley and Kanaka Bar also contributed their time and ideas. Amy Thacker, CEO of Cariboo Chilcotin Coast Tourism Association attended and provided insight to this draft plan to ensure the regional perspective, priorities and opportunities for leveraging resources have been fully considered. This initial discussion was followed by a second workshop on June 30, 2015 in which participants reviewed the tourism plan and discussed priority strategies, funding and governance models to activate the plan and initiate tangible progress towards the agreed tourism vision and objectives.

Priorities for the Community Tourism Foundations Program

The development of the visitor economy in Lillooet is an important component of a larger economic development strategy for the northern Squamish Lillooet Regional District. The previously established vision for tourism in 2008 was reviewed by participants in the workshop:

“Lillooet, as a community working together, will be a four-season visitor destination known for its culture and outdoor recreation experiences.”

A variety of refinements were suggested including the following:

• Culture must incorporate the whole story – the long history of the St’at’imc people through to present day • Must be careful not to only promote free, outdoor public recreation – need visitors who will stay and spend • Need a more inclusive statement – not just Lillooet but also the St’at’imc Nation, neighbouring communities in the Bridge River Valley and all of SLRD Areas A and B • Diversity • Authentic, engaging, interactive experiences • Self sufficiency • Sustainability and showcase for sustainable living • Contribute to economic base

A new proposed vision statement to guide decision making and resource allocations related to implementation of this tourism plan is recommended:

“In 2025, Lillooet and area, together with the St’at’imc Nation, offer visitors from around the world authentic and engaging cultural, arts and heritage experiences,

7 guided and self-guided access to remarkable outdoor adventures, and exceptional culinary and agri-tourism offerings, all set against the backdrop of vibrant communities journeying towards sustainability.”

Specific objectives identified within this vision are:

“People from all around the world will plan their vacation for Lillooet and area: • Lillooet will be a vacation destination for BC residents, and for travellers from the rest of Canada and the Pacific Northwest US • Touring travellers from around the world will include Lillooet and area for multi-night stays as part of their longer itinerary”

During the workshop, attendees also identified the following additional objectives: • Build energy and excitement for tourism and its potential in the short and long term to contribute to a revitalized local economy and a vibrant region to which people of all ages are choosing to relocate, live as permanent residents and contribute to local society through volunteerism • Build understanding of Lillooet’s tourism assets and challenges and discuss opportunities • Use the creation of this plan as an opportunity to listen, learn, share ideas and perspectives, collaborate and build partnerships/connections (connections between cultural and outdoor tourism; partnerships with First Nations, partnerships with neighbouring communities, etc.) • Develop a plan that leads to action and is sustainable in the long-term (without start/stops typically associated with grant funding) • Refine and improve existing marketing strategies and tactics such as the Visitor Guide, role of festivals in growing awareness and visitation etc. and identify new strategies and tactics to move towards our tourism vision.

These additional objectives give rise to a potential mission statement and values for the organization or group that will lead tourism initiatives and implementation of this plan. For planning purposes, this group is referred to as Lillooet and Area Tourism Committee:

Mission Statement:

“Lillooet and Area Tourism Committee works collaboratively with local tourism stakeholders, the community at-large and other partners to grow sustainable tourism as a core element of a diverse and resilient economic base.

The Committee seeks to understand the tourism assets and challenges that determine Lillooet and area’s unique competitive advantage and build awareness of Lillooet and area as a vacation destination in target markets through strategic marketing initiatives that are informed by market research and executed efficiently with leveraged resources. “

Values:

Lillooet and Area Tourism Committee embraces the following values as it undertakes its mission in pursuit of the tourism vision:

• Respect • Collaboration • Authenticity • Research driven • Strategic • Action Oriented • Sustainable

The tourism plan that follows identifies strategies for implementation that will generate measurable progress towards this overarching tourism vision for Lillooet and area.

Destination BC oversaw this project working together with the facilitator and a core group of local tourism stakeholders. Participants at the one-day planning session in February and the subsequent workshop in June contributed their ideas, experience and wisdom in the development of this plan update and their efforts are acknowledged and greatly appreciated. Participants in the planning and review sessions were:

February 12, 2015

Name Organization Michelle Harder Lillooet Reynolds Hotel Susan Bell Lillooet Museum & Visitor Centre Susan Napoleon T’it’q’et First Nation Marg Hohner District of Lillooet Barb Wiebe Lillooet Debbie Demare SLRD Regional Director – Area A; Bridge River Valley Community Association – Economic Development Committee Eckhard Zeidler Texas Creek Ranch Brad McRae District of Lillooet Marg Lampman Mayor, District of Lillooet Aubyn Banwell Spray Creek Ranch, Texas Creek Road Brad Kasselman Texas Creek Ranch/Coastphoto.com Terri Hadwin Gold Country Communities Society Deb Arnott Community Futures David Wayolle Chilcotin Holidays Kate de Jong Chilcotin Holidays Alina Gellerer Chilcotin Holidays Lina Bienmudler Chilcotin Holidays Carol Vanderwolf Lillooet

Melody Thacker Miyazaki House Society Eliza Payne Lillooet News Phoenix Payne Student, Lillooet Secondary School Kim North Splitrock/Sekw’el’was Experience Tours Mickey Macri SLRD Regional Director – Area B Sal Demare Trails Committee, Upper Bridge River Valley Hans Meyer Lillooet Patrick Michell Kanaka Bar, Fraser Canyon Florence Jack Xwisten Experience Tours Michelle Edwards Chief, Sekw’el’was First Nation/Cayoose Creek Development Corporation Karen Vanderwolf T.C Health & Gifts George Moha Placer Mines Vanderwolf Shelley Leech Chief, T’it’q’et First Nation Catherine Stathers Lillooet Jacquie Lillooet Regional Invasive Species Society Rasmussen Andrea Forney Local resident Byron Spinks Local resident

June 30, 2015: Name Organization Ale Waterhouse- Community Arts Hayward Byron Spinks Local resident Carol Vanderwolf KC Health and Gifts Dean Billy Retasket – T’it’q’et Debbie Pietila George KC Health & Gifts Vanderwolf Karen Vanderwolf Moha Placer Mines Hans Meyer Lillooet Jane Carrico Joanne McManus Agri Advisory Committee Linda Quinn Tour Director Lori Smith Lillooet Beautification Committee Marg Hohner District of Lillooet Marie Barney T’it’q’et Marilyn Napoleon Lillooet Tribal Council – P’egp’ig7lha Dev Corp Melody Thacker Miyazaki House Society Norm Leech T’it’q’et Sam Quinlan HooH Shawna Leung Destination BC

Steve Pietila Tanya Wong Cariboo Chilcotin Coast Tourism Association – Gold Rush Trail Toby Mueller Lillooet Library

The following tourism plan provides guidance for the continued development of Lillooet’s tourism opportunities. It is organized as follows:

2..0 Tourism Strategic Planning Process 3..0 Lillooet’s Tourism Vision 4..0 Market Research 4.1. Macro Environment 4.2. Consumer & Travel Trends 4.3. BC Tourism Trends 4.4. Cariboo Chilcotin Coast and Vancouver Coast & Mountains – Regional Profiles 4.5. Visitor Characteristics – By Market 4.6. Visitor Characteristics – By Activity 4.7. Market Research Implications 5..0 Current Visitation to Lillooet 6..0 Lillooet – Current Situation Analysis 6.1. Access/Infrastructure 6.2. Existing Visitor Experiences 6.3. Existing Marketing/Promotion 6.4. Existing Tourism Organization/Funding 7..0 Summary Strengths/Weaknesses/Opportunities/Threats 8..0 Unique Selling Proposition & Target Markets 9..0 Strategies and Tactics 9.1 Access/Infrastructure Strategies 9.2 Product/Experience Strategies 9.3 Marketing/Sales Strategies 10..0 Implementation Plan – Governance and Funding

The plan that follows is intended to serve as a guide as stakeholders proceed with implementation. It should be reviewed and updated regularly to reflect changing tourism objectives, priorities and market conditions.

2.0 Tourism Strategic Planning Process

A Strategic Tourism Plan answers the key questions: • What business objectives related to tourism does the community expect to achieve? • What type of tourism does the community want to achieve? In the short term? Over the longer term? • How will the community achieve these objectives? Through what tourism products? Through what types of visitors? Through which marketing initiatives?

In preparing the Lillooet Community Tourism Plan, the following principles were considered:

• Visitor Needs. BC communities must be responsive to the needs of visitors. Communities need to understand visitor needs first, develop tourism experiences to meet those needs, and then market the appropriate tourism experience to the appropriate type of visitor.

• Inclusiveness. To address the issues and opportunities facing the tourism industry, consultation and collaboration across all areas of the province and all levels of the tourism industry need to form the basis of plan development.

• Effective partnerships. Tourism can be a diverse industry and effective partnerships among tourism operators, sectors, destination marketing organizations, educational institutions, and all levels of government are essential to building a cohesive, strong and sustainable industry in BC.

• Sustainability. Tourism in BC generally and in Lillooet specifically, will be developed in a sustainable manner, recognizing the need for economic, social and environmental sustainability.

• Community Support. To be successful, tourism development in communities needs to be supported by all areas of a community, including businesses, local government and residents.

Once the tourism plan is completed and implementation begins, results should be tracked regularly such that an updated plan, with learning from the current year’s activities, can be even more effective in increasing benefits to the community. The objectives and strategies should be reviewed, with most of the updates occurring on the detailed tactics. The planning cycle can be illustrated as follows:

Tourism Plan

Situation Planning Objectives Strategies analysis session “What are “What is our basic “What are the we going to approach?” opportunities?” achieve?” Includes market development and destination development

With learning from current Tactics and implementation plan activities, the “What are the specific activities?” next plan can Includes market development and be even more destination development activities successful Market development Tracking and activities evaluation “How are we Implementation doing?” of activities

Destination development activities

3.0 Lillooet Tourism Vision

As noted above, the objective of this update to the Lillooet Community Tourism Plan is to recommend strategies that will permit Lillooet and area to make progress towards its ten-year vision:

Vision:

“In 2025, Lillooet and area, together with the St’at’imc Nation, offer visitors from around the world authentic and engaging cultural, arts and heritage experiences, guided and self-guided access to remarkable outdoor adventures, and exceptional culinary and agri-tourism offerings, all set against the backdrop of vibrant communities journeying towards sustainability.”

Specific objectives identified within this vision are:

In order to gauge progress towards this objective, specific and measurable goals should be established and processes put in place to permit regular tracking and reporting of progress to the community.

Destination BC, through its Research, Planning & Evaluation department, offers tools to communities and tourism businesses to assist with measuring results and tracking trends in the local tourism economy. An example is the Community Value of Tourism model that estimates the total value of tourism spending in the local economy arising both from overnight and day visitors. This model creates an industry baseline against which annual progress can be measured. As well, with the support of the accommodation sector, Destination BC can potentially make available the Commercial Accommodation Survey that will report aggregate destination occupancy levels on a monthly basis (individual property data is kept confidential).

Additional measures of progress and success in achieving the noted objective and goals include: • Visitor Centre/Museum statistics • Website analytics and social media engagement • Fort Berens winery visits • Event attendance at signature events • Trail usage using trail counters at select trailheads

It is recommended that, where a baseline does not already exist, it be established in 2015 with regular measurement and reporting occurring thereafter.

Monitoring of social and environmental sustainability has not been addressed in this tourism plan but should be considered within the context of higher level planning such as a Comprehensive Sustainability Plan.

4.0 Market Research A wide range of market intelligence provided by Destination BC was reviewed in the development of this Community Tourism Plan for Lillooet including: • Value of Tourism in British Columbia (2013) – February 2015 • Cariboo Chilcotin Coast Regional Profile and Vancouver, Coast & Mountains Regional Profile (2012) – January 2015 • Market Profiles (2012/2013) – October 2014 • Activity Sector Profiles

Copies of these research reports are available on www.destinationbc.ca/Research.aspx. Highlights from this market research follows:

4.1 Macro Environment • Tourism is an international industry • British Columbia’s product offerings are in demand but the Province is a relatively small player in the growing, highly competitive international environment • In the short term, tourism performance can be volatile as it is highly tied to uncontrollable events, such as weather conditions or rapid changes in economic events • In the long term, healthy growth is forecasted – UNWTO forecasts global growth in international tourist arrivals annually until 20301

4.2 Consumer & Travel Trends • Fluctuating world economy continues to create uncertainty resulting in continued lower levels of consumer confidence/outlook and impact on discretionary spending; some signs of increasing consumer confidence arising from positive outlook for US economy • Declining fuel prices increase the affordability of drive vacations and support the potential for increasing travel from the drive markets such as BC, AB and nearby US states (WA, MO, ID) • Recent declines in the value of the Canadian dollar increase the attractiveness of Canada to US travellers • All things considered, travel interest is on the rise

4.3 BC Tourism Trends • In 2012, there were 17.9 million overnight visitors in British Columbia, an increase of 1.1% over 2011, who spent $8.6 billion, a decline of 2.2% from 2011 • Over half of the visitors (58.5%) were British Columbia residents • Visitors from other parts of Canada accounted for 17.6% of all visits • International visitors accounted for the remaining 23.9% of visitor volume (US 16.4%; Asia/Pacific 4.0%; Europe 2.8%) • British Columbia has been experiencing steady, reliable growth from BC residents and from the rest of Canada with more volatility in other markets • The greatest proportion of overall visitor spending is from BC residents (37.7%); the rest of Canada represents 23.9% of expenditures; while US resident spending represents 17.9%; Asia/Pacific 10.5%; Europe 7.9% • While BC residents spend less per visit, they still represent an attractive target market because they: o Experience less volatile travel patterns o Travel year-round o Accept varying qualities of facilities o Are willing to explore the Province

1 Tourism Towards 2030, World Tourism Organization UNWTO, 2011

4.4 Cariboo Chilcotin Coast Regional Profile and Vancouver, Coast & Mountains – Regional Profiles (2014)

While Lillooet is officially part of the Cariboo Chilcotin Coast tourism region, much of its current visitation either resides in or passes through the Vancouver, Coast & Mountains tourism region. Consequently, both tourism regions were reviewed.

In 2012, overnight tourism in British Columbia generated 17.9 million person-visits and $8.6 billion in related spending. The Cariboo Chilcotin Coast tourism region represents 3% of provincial overnight visitation and 1% of related spending.

The Cariboo Chilcotin Coast received approximately 549,000 overnight person-visits in 2012 and generated over $119 million in related spending. Domestic overnight travellers accounted for 86% of visitation and 73% of related spending. International travellers accounted for 14% and 28% respectively. The top five markets by area of origin for the region are:

Area of Origin Share of Share of Spending Visitation 1 British 80% 67% Columbia 2 Alberta 3% 3% 3 Washington 3% 3% 4 Germany 2% 3% 5 Switzerland 1% 3%

On average, domestic travel parties in the Cariboo Chilcotin Coast tourism region stayed 3.2 nights and spent $82 per night during their trip. US travel parties stayed 3.1 nights and spent $222 per night during their trip, and other international travel parties (excluding the US) stayed 5.9 nights and spent $127 per night during their trip in the region.

Most people travelled in the Cariboo Chilcotin Coast during the peak summer months, particularly Canadians from outside of British Columbia, US residents and other international travellers. British Columbians travelled throughout the year. Over a third of US residents and other international travellers visited during the spring time (April to June). With the exception of BC residents, all markets travelled the least during October to March.

Top five trip activities of visitors to the Cariboo Chilcotin Coast region often include a range of outdoor activities as well as museums, art galleries and historic sites.

Top 5 trip activities:

BC residents Other US residents Other Canadians international 1 Camping Beach National, National, provincial or provincial or nature park nature park 2 Boating/ kayaking/ Boating/ Historic site Historic site canoeing kayaking/ canoeing 3 Hiking or backpacking Golfing Camping Camping 4 Wildlife viewing or bird Camping Fishing Zoo or watching aquarium 5 National, provincial or Museum or Museum or Boating nature park art gallery art gallery

The Vancouver, Coast & Mountains region represents 46% of provincial overnight visitation and 54% of related spending. In 2012, the region received 8.3 million overnight person-visits in 2012 and generated $4.7 billion in related spending. British Columbia residents make up the largest proportion of visitors (46%) and spending (22%) in the region (spending is relatively low compared to BC’s other tourism regions).

Washington (10%), Alberta (6%) and Ontario (5%) represent the next 3 largest sources of visitors to this region. California residents represent 4% of visitation and 5% of spending. International travellers accounted for 40% of visitation and 57% of spending.

When business travellers are excluded and only leisure travellers are measured, the source of visitation changes somewhat: o BC residents – 45% of visitor volume; 24% of spending; o Other Canadians – 8% of visitor volume; 14% of spending; o US residents – 32% of visitor volume; 28% of spending; o Other international – 14% of visitor volume; 34% of spending;

On average, domestic travel parties in the Vancouver, Coast & Mountains region stayed 3.4 nights and spent $155 per night during their trip. US travel parties stayed 3.6 nights and spent $236 per night during their trip, and other international travel parties stayed 13.6 nights and spent $126 per night during their trip in the Vancouver, Coast & Mountains region.

Top 5 trip activities:

BC residents Other Canadians US residents Other international 1 National/provincial/ National, provincial National, National, nature park or nature park provincial or provincial or nature park nature park 2 Camping Beach Historic site Zoo or aquarium 3 Boating/canoeing/ Hiking/ Zoo or Museum or art kayaking backpacking aquarium gallery 4 Beach Museum or art Museum or art Historic site gallery gallery 5 Fishing Historic site Downhill Festival or fair skiing/ snowboarding

4.5 Visitor Characteristics – By Market

Destination BC provides market research related to visitor characteristics by their area of origin as well as by the activities in which travellers participate. Detailed reports are available on http://www.destinationbc.ca/Research.aspx and summary highlights are provided below:

4.5.1 British Columbia Residents • British Columbians took 10.5 million overnight trips within BC in 2012 • All age groups are represented – 38% are aged 18-34 • 74% have some post-secondary education • Affluent – 44% have household incomes over $100,000 • 2.9 night average stay for a trip in 2012 • Beaches, hiking and camping are most popular activities

4.5.2 Albertan Travellers • Alberta travellers took 2.1 million overnight trips to BC in 2012 • Peak travel is summer months – July/August • Largest age group was 25-34 in 2012 representing 25% of travellers • Affluent – 54% had household incomes over $100,000 • 72% have at least some post secondary education • Alberta visitors spent 5 nights on average during their trip in BC • Beaches, hiking and camping are most popular activities

4.5.3 Ontario Travellers • Ontario travellers took 562,000 overnight trips to BC in 2012 • Peak travel is summer months – July/August • Largest proportion of travellers are 18-44 years of age • 74% had household incomes over $100,000 • 79% had at least some post-secondary education • Ontario visitors spent 6.2 nights on average during their trip to BC • Visiting parks, hiking and visiting museums and galleries are the most popular activities

4.5.4 US Travellers • In 2013, almost 3 million Americans visited BC and stayed overnight • Washington (41%) and California (14%) accounted for over half of the total overnight US visitation in BC • Travellers 55 years and older accounted for almost half of travellers from the US in 2012 although the proportion of younger travellers is rising • June, July and August were the most popular travel months for US visitors in 2012 accounting for almost 50% of visitation • Shopping and sightseeing were the most popular activities for US travellers in 2012; increasing participation rates in sports or outdoor activities since 2009 data • Gravitate to Vancouver, Coast & Mountains region (Vancouver/Whistler) and Vancouver Island

4.5.5 United Kingdom • In 2013, almost 650,000 UK residents travelled to Canada; 30% entered directly through BC • In 2012, over 50% of UK visitors to Canada were 55 years of age or older; • In 2012, UK travellers to Canada spent on average 15 nights in Canada and 12 nights in BC • Most frequently, UK visitors to Canada stayed one to two weeks • Almost half of UK residents visited Canada in June to August • Sightseeing and shopping remained the most popular activities for UK travellers to Canada

4.5.6 Germany • In 2013, over 300,000 Germans travelled to Canada; just over one-quarter entered directly through BC • In 2012, almost one-third of German visitors to Canada were young adults (20 to 34 years)

• In 2012, German travellers to Canada (who also visited BC) spent on average 20 nights in Canada and 15 nights in BC • Nearly 30% of German travellers spent three to eight weeks in Canada • In 2012, almost 70% of German visitors Canada arrived between May and August and three-quarters arrived in July and August • In 2012, sightseeing (87%) and shopping (79%) were the most popular activities for German travellers

4.6 Visitor Characteristics – By Activity

Destination BC also provides market research on visitor characteristics defined by the activities they participate in while travelling. The most relevant activities for Lillooet are: • Hiking • Cycling and Mountain Biking • Touring • Heritage • Aboriginal Cultural Tourism • Fishing • Festival Enthusiasts (considered given the potential opportunity to create 1-2 signature events) • Wine Tourism

Highlights of this research by activity are as follows:

4.6.1 Hiking (2009) • Canadian day hikers skew female; Canadian overnight backpackers skew male • American hikers – both day and overnight skew male • Majority are aged 18-34; American hikers have larger number of older participants aged 45 years+ • Well educated; moderate to affluent income • Hiking travellers also enjoy visiting natural wonders, swimming in lakes (Canadians) and visiting heritage sites/museums (Americans)

4.6.2 Cycling and Mountain Biking (2009) • Male skew to those participating in cycling activities, particularly from US (63% male); Canadian 55% male • 40% of Canadian cyclists are aged 18-34; US participants older with the largest group aged 45-54 (30%) • Canadian travellers motivated by mountain biking skew younger and male with 42.8% aged 18-34 years and 74.5% male. They are affluent and educated with 46.6% having household incomes of $100,000 or more and 64.2% having completed post secondary education • US travellers motivated by mountain biking are 73.8% male; 21

• Majority (48.3%) of motivated US mountain bikers are aged 18-34 years; like their Canadian counterparts, they are affluent and well educated with 32.7% having household incomes of $100,000 or more and 59% having completed post secondary education • Canadian and US cycling travellers can be considered frequent travellers when compared to the overall travelling population • Cycling travellers also enjoy swimming in lakes, strolling the city/seeing buildings, visiting parks, natural wonders, sitting on a beach/sunbathing, visiting historic sites. Many travellers who participate in cycling also enjoy hiking.

4.6.3 Touring (2014) • Approximately one-third of Canadian touring travellers are aged 18-34 years; US touring travellers tend to be older with approx. one-quarter over the age of 65 years; • Approximately one quarter of both Canadian and US touring travellers are in adult-only households • American travellers more likely to take guided tours than Canadian travellers • Touring travellers are also interested in city strolls, visiting national/provincial parks, historic sites, natural wonders

4.6.4 Heritage (2009) • Canadian heritage travellers tend to be younger than their US counterparts – 31% of participating Canadians are aged 18-34 years; largest group of participating Americans is over 65 years of age (25%) • 32% of US travellers motivated by heritage are over age 65; only 15% of motivated Canadian heritage travellers are in this same age group • Motivated American heritage travellers are relatively affluent when compared to the overall population of travellers to BC and are on average more affluent than motivated Canadian heritage travellers • Heritage travellers also enjoy city strolls, visiting national/provincial parks, sunbathing/sitting on a beach, visiting well-known natural wonders

4.6.5 Aboriginal Cultural Tourism • In 2010, 3.7 million overnight visits to BC included an Aboriginal cultural experience – almost double the number from 2006 • Approx. half of these visits are by Canadians • Average Aboriginal cultural tourism visitor to BC tends to be female, middle to late aged, well-educated and earns an upper-middle income • Aboriginal cultural tourism visitors under the age of 50 prefer active experiences such as canoeing, kayaking, dog-sledding and horseback riding while visitors aged 50+ prefer less vigorous experiences such as hiking, walks, nature observation and indoor activities

• Most visitors do not book their experience in advance and Aboriginal culture is frequently not a trip motivator but is considered a desirable addition to an larger vacation experience

4.6.6 Fishing (2009) • Predominately male; 18-34 and 45-54 years of age • Reasonably affluent, educated • Majority come from adult-only households • Fresh water fishing dominates Canadian market (BC residents have a higher salt water fishing rate) • Other activities – swimming, motor boating • Show some interest in ‘natural wonders’, visiting national/provincial parks

4.6.7 Festival Tourism Enthusiasts • Educated with moderate income levels • Want to experience o Stroll through the city o See historic sites and buildings o Farmers markets/country fairs o Visit parks

4.6.8 Wine Tourism (2009) • Approx. half of wine tourism travellers from both Canada and the US who had been to BC and participated in a wine tourism activity were male; of travellers motivated by wine tourism activities, 60% were male • All age groups participate in wine tourism activities and are motivated by wine tourism activities – more than one third were aged 55 years or older and US wine travellers were more likely to be older than their Canadian counterparts • Wine tourism travellers tend to be higher income earners with at least 40% of Canadian and American wine travellers earning annual household incomes greater than $100,000 • Pleasure travellers motivated to travel by wine-related activities are well educated with 59% of Canadians and 72% of Americans having completed post secondary education • Other activities that wine travellers enjoy include strolling to see city buildings and historic sites/buildings and well-known natural wonders. Sunbathing/sitting on a beach and swimming in lakes and oceans were the most popular outdoor activities for wine travellers • Hiking, golfing and downhill skiing were the most common complementary sports-related outdoors activities of interest to wine travellers – however, these activities had considerably lower incidence rates in comparison to other more general outdoor and/or culture related activities • US motivated wine travellers show particularly strong interest in cultural activities such as: museums – history/heritage; art galleries; farmers’ markets/country fairs; botanical gardens and live theatre 23

• International visitors who travel to wineries have a higher interest than other visitors in cultural attractions (museums, art galleries, wine festivals – particularly those reflecting local customs and heritage) • Proportionately more winery visitors also go to national parks and botanical or other public gardens than do other visitors

4.7 Market Research Implications

Sector/Market Implications • BC Residents are an attractive target market for Lillooet– the population of the Lower Mainland is within a 3-4 hour drive making the area accessible for short, spontaneous getaways • BC Residents are also most likely to travel throughout the year and venture into all regions of the province to enjoy outdoor activities • The spring/summer/fall touring market also offers opportunity to create a ‘side trip’ or circle tour for those travelling the primary corridor between Calgary and Vancouver • Motorcycle touring should continue to be promoted • Canadian hiking travellers represent a good potential segment for Lillooet. Their interests are consistent with the product offered in and around the area and they have above average income and education. Their American counterparts do not tend to travel outside of the US and consequently are not a target market for Lillooet • Fishing tourists are also a potential target market for Lillooet. Sturgeon fishing as well as other lake fishing could be featured. • Similarly, a large proportion of American festivals/events travellers and history/heritage travellers do not travel outside of the United States, and while Lillooet could develop product in both these categories, a Canadian focus is recommended if this segment is pursued. • Visiting natural wonders, parks and protected areas, camping, historic sites, fishing are listed in the top-five trip activities for many, so Lillooet’s camping, fishing and historic sites could be featured in messaging to target markets • Heritage activities are of interest to many travellers and Lillooet’s role in the Gold Rush as Mile ‘0’ and Golden Mile of History will be of interest to travellers motivated by heritage – partnerships with Historic Hat Creek Ranch just outside of Cache Creek and others along the Gold Rush Trail can be forged to reach this market • There is growing interest in authentic Aboriginal cultural experiences and partnerships with local St’at’imc communities and other Aboriginal cultural experiences in region should be pursued. Lillooet currently features one market-ready experience - Xwisten Experience Tours. Sekw’el’was Experience Tours – botanical walks/storytelling is in development with plans to be market-ready in the near future. As well, the Kaohum shuttle and tours

of the Ti’it’q’et pithouse are available – these experiences should be profiled to target markets both during the trip—planning phase and while en route • The Cariboo Chilcotin Coast tourism region and Gold Country Communities Society has successfully been growing its profile as a geocaching destination and this niche market could possibly grow even further around Lillooet • Wine tourism is a growth sector and while there isn’t sufficient numbers of wineries in the area to create a ‘wine destination’, proximity to the Okanagan and Fort Berens recent accolades can be leveraged to extend the wine touring circle of some travellers to include Lillooet

5.0 Current Visitation to Lillooet

The Visitor Centre in Lillooet is open seasonally from April to October and reports the following numbers of visitors, parties and buses over the last five years:

2014 2013 2012 2011 2010 Total Parties 5,787 5,907 6,055 6,707 6,655 Total Visitors 29,041 28,243 32,295 31,836 27,271 Total Buses 589 510 570 552 435

A review of area of origin of visitors during the 2014 season indicates that 43% of visitors to the Visitor Centre are of European origin. The second largest area of origin is BC residents (24%) followed by Asia/Australia (15%). Most visitors to the Visitor Centre (66%) stay only for a day in Lillooet and area. One-night stays were reported by 24% of visitors to the Visitor Centre. The nature of information requests is broad, but most inquiries are related to attractions/tours (19%), maps/directions (11%), food/beverage (9%), shopping (8%) and of course the typical need for site facilities such as washrooms (13%). Visitor Centre staff report that most information requests received at the Lillooet VC for outdoor recreation activities relate to walking/hiking trails. Attractions of primary interest to visitors include the Museum, heritage sites, cultural tours, and Fort Berens Winery.

While not all visitors to Lillooet and area will utilize the services of the Visitor Centre, these 2014 statistics do confirm the strong touring market that passes through Lillooet but generally does not stay overnight. Appealing to this market with visitor experiences that warrant longer lengths of stay is a significant opportunity.

6.0 Lillooet – Current Situation Analysis An assessment of the current situation of Lillooet from a tourism perspective is also required in order to develop strategies to achieve the stated tourism vision:

Vision:

Specific objectives identified within this vision are:

The following analysis considers Lillooet’s access and infrastructure for visitors, existing visitor experiences, current marketing and promotional efforts and the manner in which Lillooet is currently organized to pursue tourism opportunities.

Access and Infrastructure

Access to Lillooet Lillooet is easily accessed from Highway 99 and is approximately 170 km west of Kamloops (2 hours) and 250 km - 325 km north of Vancouver (3-4 hours) depending upon the route chosen.

Travellers from the Lower Mainland have a choice of travelling along the TransCanada Highway to Hope and experiencing the stunning Fraser Canyon. At the junction of Highway 1 and Highway 12 in Lytton, a direct route will take travellers to Lillooet or continuing on Highway 1 will take travellers to Ashcroft, Cache Creek and Historic Hat Creek Ranch, where Highway 99 completes a longer circle tour. Highway 12 is a picturesque albeit winding, narrow road to be enjoyed at a leisurely touring pace.

Alternatively, travellers from the Lower Mainland can take Highway 99 north to Whistler and follow it beyond Pemberton across the Duffey Lake Road to Lillooet. The combination of these two routes makes a memorable circle tour with Lillooet as an ideal overnight stop.

Travellers touring from Calgary/Banff to Whistler/Vancouver will most frequently take a combination of Highway 99 and Highway 1 although there are several other options that would by-pass Lillooet including Highway 5 south from Kamloops.

In all of these routes, Lillooet’s town centre is just up the hill from the primary highway and, anecdotally, much of this traffic volume does not take the time to venture ‘up the hill’ to experience Lillooet. Ideally, discussions with Ministry of Transportation officials would lead to the placement of a permanent traffic counter so specific ‘capture rates’ could be calculated.

The large resident population base in the Okanagan is also only 300 km/4 hours from Lillooet (based upon Kelowna to Lillooet). Fort Berens Estate Winery’s growing reputation offers potential for inclusion in wine touring programs.

A Ministry of Transportation (MoT) traffic counter was placed at the north end of the bridge crossing the Fraser River over a 4 day period in August, 2013. From the data captured, MoT estimates an Average Annual Daily Traffic of 2,541 vehicles split approximately equally in either direction.

Within the area, the Kaohum Shuttle runs daily between Lillooet and Seton Portage and Shalalth. Overnight stay is required every day except Friday. A community bus link runs through the summer from the Xwisten Community at Bridge River to Lillooet.

Visitor Infrastructure Lillooet currently offers sufficient infrastructure to support visitor experiences including camping and RV sites, motel and B&B accommodations, and a selection of restaurants and retail stores.

Accommodation While accommodation contributes to the visitor experience, in and of itself is rarely a motivator for travel; rather it serves as the base from which visitors engage in travel experiences. Consequently, it is considered a form of visitor infrastructure since it must exist in sufficient quantity and quality to support growth in visitation.

In Lillooet, there is a limited number of accommodation options. A review of the website www.lillooetbc.ca lists the following:

Hotels/Motels: • 4 Pines Motel • Hotel DeOro • Hotel Victoria • Mile-0-Motel • Retasket Lodge • Reynolds Inn

B&Bs: • Honeyman Falls B&B • Sturgeon Bay B&B • Axel’s Bikers Inn • Clearmountain Country B&B • Fraser Cove Guest Cottage

Campgrounds: • Cayoosh Creek Campground (some full service) • Fraser Cove Campground (some full service) • Retasket RV Park (8 full service sites) • Willows at 6 Mile (some full service) • Seton Lake BC Hydro Campground (Free)

• Various forest service campsites

The property types are modest and an opportunity was identified by workshop participants for a more up-scale accommodation option and/or resort/lodge property. Workshop participants also identified that more full service RV sites are needed and that the local campground at Cayoosh Creek requires significant improvements in its service, facility maintenance levels and amenities.

Restaurant/Retail Much like accommodation, visitors require a range of restaurant and retail options to support their experience. The following Lillooet restaurants are listed on www.lillooetbc.ca :

• The Cookhouse – family restaurant/Western cuisine • The Lillooet In – Western/Japanese cuisine • Hotel D’Oro Coffee Shop – coffee/pastries/soups/sandwiches • The Rugged Bean Coffee Shop - coffee/pastries/soups/sandwiches • Dina’s Place – Greek/Italian • The Totem Restaurant – Chinese/Western • A&W – fast food • Subway Sandwiches – fast food • May Wong Restaurant – Chinese buffet/Western cuisine • The Old Mill Restaurant – Western cuisine • Mile O Pizza • Esso Station – meat pies/sandwiches; outdoor concession in summer • Lightfoot Gas – baked goods, sandwiches, bannock • Deano’s Pizza – pizza, lasagna • Xwisten Bearfoot Grill – traditional BBQ salmon/bannock, hot dogs

Fuel, groceries, and essential retail items are found in Lillooet which functions as a regional service centre for the area. KC Health & Gifts and The Jade Place offer souvenir items. Health care facilities are also located here, and Thompson Rivers University offers continuing studies on their Lillooet campus.

Conclusions/Implications – Access and Infrastructure Lillooet is readily accessible although care must be taken by drivers on the winding roads leading there, and community groups are lobbying for additional safety measures such as concrete barriers to be implemented along the Highway. There are several potential routes to reach Lillooet and the opportunity exists to leverage possible circle tours for short getaways and longer touring vacations.

The existing accommodation, retail and restaurant and other services is considered adequate in the short-term to begin to achieve Lillooet’s tourism goals and objectives as outlined in this plan. However, local government support through zoning/bylaws etc. should be secured to advance opportunities for the development of additional full-

29 service RV sites and to support potential business interests in resort development independently or in partnership with existing businesses or local First Nations.

Existing Visitor Experiences The visitor experiences available in Lillooet and area draw from the spectacular natural environment, First Nations continuous inhabitation for countless thousands of years, and the more recent heritage associated with the Gold Rush and settlement. Combined, this history nurtures the current expression of Lillooet’s art, culture, heritage and passion for the outdoors.

A variety of local parks and outdoor recreation areas are available including: • Seton Lake Recreation Area – picnicking, boating, canoeing, hiking and fishing with spectacular vistas • Murray Park – 11.7 acres of natural land along the west bank of the Fraser River • Conway Park – baseball diamonds/soccer field • Downton Park – small park next to Lillooet Museum • Hangman’s Tree Park – community park • Basketball and Skate Park Area

There are several Provincial Parks in the area, however Lillooet is not currently considered a launch point for their exploration. These parks include:

Provincial Park Primary Access Community Marble Canyon Cache Creek Duffey Lake Pemberton South Chilcotin Mountain Park Bridge River Valley Stein Valley Nlaka’pamux Heritage Lytton Garibaldi Squamish/Whistler

Additional visitor experiences beyond these parks have been considered by nature of the experience. Except where noted, the majority of this information has been extracted from www.lillooetbc.ca and the Lillooet Visitor Guide.

Summary of Experiences Activity Visitor Experience Aboriginal Culture • Xwisten Experience Tours – traditional fishing and archaeological village tours (June to September) – market ready • Sekw’el’was Experience Tours – native plant nursery/botanical interpretive walks/retail sales of dried herbs, salves, jams etc. –near market ready • T’it’q’et Pit House – near market ready

• Kaoham Shuttle- market ready Gold Rush Heritage Lillooet’s Golden Mile of History includes: • Lillooet Museum • St. Mary the Virgin Anglican Church • Old Suspension Bridge (1913) • Bridge of the 23 Camels • Mile ‘0’ Cairn – old Cariboo Wagon Road • The Chinese Rocks • Miyazaki House • St. Andrew’s United Church (1896) • Hangman’s Tree • Camels Barn Arts and Culture Music at the Miyazaki (summer programming to be confirmed) Festivals and Events • Walking with the Smolts Festival – May 29th • Apricot Tsaquem Festival (late July) • Wine and Beer Festival (September) • Salmon in the Canyon Festival • Show ‘N Shine • New Years Pow Wow • Valentines Pow Wow Annual International Indigenous Gathering Wine/ Agri Tourism • Fort Berens Estate Winery (winner of Lieutenant Governor’s Award for Excellence in BC Wines in 2014) • HooH (Harvesters of Organic Hops) hops growing producers • Malms Old Airport / Fountainview Farms Gardens tomato and organic carrot producers • Farmers Market Friday mornings May through October • Lillooet Honey – Golden Cariboo brand of pure, natural unpasteurized honey Sightseeing • Blackcomb Helicopters offer sightseeing tours • Kaoham Shuttle runs daily from Lillooet to Seton Portage and Shalalth (can return same day on Friday’s only) • Seton Portage Japanese internment monument

Bird Watching • Warblers, Western tanagers, harlequin ducks, lazuli bunting, bullock’s oriole, western meadowlark, chukars, golden eagles, white-tailed ptarmigans, barrow’s goldeneye, horned grebe, spotted sandpiper, long-billed curlew, bluebirds, common poorwills, common nighthawks Cycling Trails • Road biking from Pemberton to Lillooet is popular • Mountain biking potential exists but very few trails currently exist Hiking and Walking Trails • 30 hikes in the Lillooet area of varying levels of difficulty featured in the Lillooet Hiking Guide produced by the Naturalist Society ‘Canyon to Alpine’. Hiking areas include Red Rock, Campground Trails, Spawning Channels, Fraser River Lions Trail, Seton Ridge, Peanut Lake Trail. • Jade Walk – 30 different pieces of jade displayed throughout town • Lillooet’s Golden Mile of History Geocaching/ Geo Tourism • Eleven geocaching sites currently promoted together with Gold Country GeoTourism Program (see map below) Boating/Kayaking/ • Seton Lake; Fountain Lake; Crown Canoeing/ SUP/ River Lake; Pavillion Lake Paddling (with own • Fraser River, Thompson River, Stein equipment only – no River, Cayoosh Creek – whitewater rentals available) paddling opportunities Rafting/Jet Boating • Tours pass through the area but are not locally based Angling • Sturgeon and salmon fishing on the Fraser; lake based trout fishing in surrounding area • Sturgeon Derby – late July Rock Climbing/ Ice • Rock climbing and multiple ‘ice falls’ in Climbing area surrounding Lillooet Backcountry Ski Touring • Extensive terrain for experienced ski touring ATV’s/quads/dirt bikes • Old mining and forestry roads; loop trails available in the Mud Lakes area Golfing • Sheep pasture golf course – 9 hole novelty course

Rock hounding • Lillooet jade can be found on the shores of local rivers and in the surrounding mountains Local circle tours • Lillooet – Bridge River Valley – Pemberton • Lillooet – Fountain Valley – Hwy 12 return to Lillooet • Lillooet – Pavilion Mountain – Clinton – Historic Hat Creek Ranch – Marble Canyon – Lillooet Sport Tourism • Curling, hockey and baseball facilities suitable to host regional and Provincial tournaments

There are geocaching caches noted on the principal website www.geocaching.com in the Lillooet area. Geocaching has been a strategic focus for the Cariboo Chilcotin Coast Tourism Association and Gold Country Communities Society and has successfully motivated travel to the area. Caches are strategically located to require travellers to stay overnight in the region thereby increasing yields associated with what is otherwise a ‘free’ activity.

Caches in the area are can be found at the following link:

http://www.geocaching.com/seek/nearest.aspx?lat=50.85591&lng=- 122.83414&dist=100

Summary of Existing Tourism Operators

While there are many experiences for visitors, one of the most significant challenges to growing visitor revenues in Lillooet arises from the publicly accessible nature of these experiences combined with the limited number of tourism operators offering guided adventures, equipment rentals or other services. Many of the experiences noted above are accessible to visitors without charge either around town or if they have the necessary gear/equipment, are willing to research trails, routes etc. and have the confidence to enter the backcountry unguided. As well, there are many no-cost or low- cost options to camp in the area from spring to fall and if visitors transport all their own supplies (food etc.), there can be few reasons for a visitor to actually contribute to the local economy.

The following tourism operators currently offer experiences in Lillooet: • Fort Berens Estate Winery – wine tasting, live music • Xwisten Experience Tours • Kaoham Shuttle • Sekw’el’was Experience Tours (anticipated to be market ready in summer 2015) • Blackcomb Aviation

Conclusions/Implications of Existing Visitor Experiences

Lillooet and area offers visitors a remarkable natural setting, authentic Aboriginal cultural experiences, Gold Rush history/heritage and a growing agri- tourism/culinary/wine economy. While all the pieces would appear to be in place to draw visitors, there is not yet a critical mass in any category or even on a combined basis to motivate travel to Lillooet as the specific travel destination. When this is combined with the fact that access to the downtown area is just off the primary touring route and local accommodation, restaurants, retail and services are modest, Lillooet is often passed by or visited for only a few hours en route to another destination.

In order to activate immediate short-term benefit while still progressing towards the stated 10-year tourism vision, multiple strategies related to visitor experiences must be considered in the following categories:

1. Package and promote existing Lillooet area experiences into a compelling multi-night stay in Lillooet 2. Partner with neighbouring communities along touring routes (private or rental vehicle, RV, motorcycle) and promote a collection of experiences which when combined will motivate travel with at least one night stay in

Lillooet (e.g. Fraser Canyon, Bridge River Valley, Gold Rush Trail, Wine Country etc.) 3. Encourage existing experience providers to improve their product and service levels through capital investment in facilities/amenities and training 4. Support the development of new commercial tourism ventures that will contribute to creating ‘destination’ status e.g. resort/lodge development, additional guided outdoor activities, equipment rental 5. Support the sustainable development of not-for-profit anchor attractions that would enhance the visitor experience.

Specific strategies related to visitor experiences/product development are considered below.

Existing Marketing and Promotion

At present, marketing and promotion of Lillooet as a destination is led by the District of Lillooet. Funding to support staffing and modest marketing programs is secured from granting agencies such as Northern Development Initiative Trust. These funds are leveraged with programs like Community Tourism Opportunities (CTO) offered by Destination BC through the Cariboo Chilcotin Coast Tourism Association.

Recent CTO projects have included: • New gateway signage at the top of Station Hill promoting area activities and attractions • Website enhancements to www.lillooetbc.ca • Expanded geotourism/geocaching program • Advertising – print and online • Vignette production

For visitors in the trip planning stage, there is one primary website for visitor information www.lillooetbc.ca which is also the municipal/community website. In 2014, there were approximately 50,000 sessions on this site reported by Google Analytics. A Facebook page is also maintained with 1,351 likes as of June 21, 2015. A twitter ‘handle’ is managed with 168 followers on this same date.

The Museum and Visitor Centre maintains a Facebook presence, and as of March 31, 2015 had 234 likes. The last posted comment was from October, 2014 at the close of the season.

On May 1, 2015, eight properties had a TripAdvisor presence – Retasket Lodge & RV Park, Hotel D’Oro, Canada’s Best Value inn, 4 Pines Motel, Axel’s B&B, Reynolds Hotel, Sturgeon Bay B&B and Clearmountain Country B&B. TripAdvisor ratings are few but generally high for these properties. TripAdvisor’s ‘Things to Do’ section for Lillooet lists six activities: 1. Fort Berens Estate Winery 2. Lillooet Museum 3. Miyazaki House 4. Sheep Pasture Golf Course 5. Xwisten Experience Tours 6. South Chilcotin Mountains Park (which is actually closer to Gold Bridge in the Bridge River Valley)

Lillooet participates as a member of Gold Country Communities Society. Gold Country actively promotes tourism experiences in its member communities (Ashcroft, Cache Creek, Hat Creek, Lillooet, Lytton, Spences Bridge, Walhachin, Big Bar, Clinton, 70 Mile/Green Lake, Loon Lake, Lower Nicola, Upper Nicola, Quilchena, Merritt, Douglas Plateau, Brookmere, Aspen Grove, Logan Lake and Savona). The primary consumer website is www.exploregoldcountry.com with a secondary site promoting its very successful geotourism and geocaching www.goldtrail.com . A variety of maps and guides are available and there is a more active and regular presence on Facebook (649 likes on March 31, 2015) and Twitter (1,528 followers on March 31, 2015). Other marketing activities led by Gold Country Communities Society that include Lillooet are: • Visitor Guide every two years • 12 Geotour Geocaches per community • Annual Geocache Events • Print/Radio/Web Marketing • Website with Free Events Calendar www.exploregoldcountry.com • Tear away Pad maps • Trail Guides • Social Media Campaigns (Facebook, Twitter, Instagram, Pinterest...) • Annual Trade Show Marketing (minimum of two shows per year) • Annual FAM Tour • Image Bank available for free to all stakeholders and partners High Definition Videos on YouTube Channel: https://www.youtube.com/user/GoldCountryTourism and website image gallery

Lillooet is also represented in marketing for the Gold Rush Trail. The consumer website www.goldrushtrail.ca promotes visitor experiences of all types along the historic trail from New Westminster to Barkerville with touring loops into Lillooet, Horsefly and Likely. The Gold Rush Trail Management Committee leads these strategic initiatives with the ongoing support of the Cariboo Chilcotin Coast Tourism Association. In addition to the development of this consumer website, promotional activities include a comprehensive guide to the Gold Rush Trail and print/TV advertising campaigns.

Source: www.goldrushtrail.ca

Lillooet is also promoted to consumers by Destination BC as well as by Cariboo Chilcotin Coast Tourism Association. The primary consumer website is www.hellobc.com which received almost 6.5 million unique sessions in 2014. Lillooet’s experiential strengths are highlighted on this site, content is well written and the featured imagery is memorable.

Three accommodation providers have purchased listings on the site. Many of the listings for activities are operators in the surrounding areas such as Pemberton due to the limited number of local tourism businesses. Fort Berens Estate Winery has a listing and appears in the ‘Food, Wine, Relaxation’ category of Things to Do.

Lillooet is included in seven different driving routes on www.hellobc.com : • Coast Mountain Circle Route • Duffey Lake/Hurley River Road • Fountain Valley Loop • Gold Rush Trail • Heritage Discovery Circle • Lillooet Pavilion Mountain • Ranchlands & Rivers Circle Route

While visitors are travelling in BC, they can access many of these websites along the route with some intermittent cell phone coverage. As well, the Visitor Centre located on Lillooet’s Main Street is open April to October. In peak season, it operates seven days per week from 9:00 to 5:00 p.m. and in shoulders (May/June and September/October) five days per week (closed on Sunday/Monday).

A Visitor Guide is produced annually by Lillooet News as a private, for-profit venture funded by advertising placement in the guide. The local producers of the guide, Lillooet News, are seeking input to continually improve its effectiveness as a tool for luring and informing visitors about the Lillooet area.

The Cariboo Chilcotin Coast Tourism Association includes Lillooet in its Circle Tour map and guide.

Conclusions/Implications of Existing Marketing and Promotion

A review of current marketing and promotional efforts indicates that promotion of Lillooet to potential visitors has been modest to date due to the limited resources available for investment. Partnerships have been essential to the marketing and promotion that has occurred and will likely continue to be essential. These partnerships include Destination BC, Cariboo Chilcotin Tourism Association, Gold Country Communities Society, Gold Rush Trail Management Committee, all of whom are actively promoting the area in select target markets.

Workshop participants identified the opportunity to create a Lillooet destination marketing organization that serves as the body for uniting the various tourism interests in the area. Continued participation by the District of Lillooet would occur, however a broader spectrum of stakeholders could be formally engaged in a Board or Committee setting including local First Nations, tourism businesses and existing/potential tourism partners (CCCTA, Gold Country Communities Society, Bridge River Valley etc.).

7.0 Summary Tourism Strengths/Weaknesses/ Opportunities/Threats

The access/infrastructure strategies, tourism product development strategies and the marketing and promotional strategies that follow are intended to leverage Lillooet’s tourism strengths and seize high return opportunities while being cognizant of the weaknesses and threats being faced.

Strengths • Spectacular scenery and natural environment – Fraser River, benchlands above the river, Seton Lake, mountains, lakes • Warm, dry climate • Rich Aboriginal culture and history including several visitor experiences – Kaoham Shuttle, Xwisten Experience Tours, T’it’q’et pithouse and Sekw’el’was Experience Tours • Vibrant agricultural sector ready to embrace agri-tourism • Award-winning local winery using 100% Lillooet grapes • Unique niche in organic hops • Gold Rush history/heritage – Golden Mile of History walking tour; Lillooet Museum • Unique geology – Jade walk and rock hounding • Geocaching presence within the CCCTA/Gold Country geotourism initiative • Proximity to Lower Mainland and Sea to Sky Corridor

Weaknesses • Lack of sustainable funding to support sufficient marketing investment to impact travel markets • Small permanent population struggling with volunteer ‘burn out’ • No industry-led forum for collaboration on tourism opportunities • History of strained relationships with First Nations and neighbouring communities • Limited amenities/tourism infrastructure to appeal to key target markets e.g. rental equipment

Opportunities • Promote drive trips/circle routes to take advantage of declining fuel prices/strong US dollar– suggested itineraries can position Lillooet for a minimum of one night stay or more • Draw from existing large base of visitation already in Sea to Sky corridor as well as from resident base • Leverage growing agri-tourism experiences and wine tourism and tell Lillooet’s culinary story – Fort Berens Estate Winery, tomatoes, organic carrots, organic hops • Build First Nations’ partnerships to promote and further develop authentic and respectful Aboriginal cultural tourism • Continue to invest in geotourism partnerships with Gold Country Communities Society and CCCTA • Continue to partner with Gold Rush Trail Management Committee to encourage visitation to ‘Mile 0’ • Support improvements to visitor access and infrastructure (scheduled bus service, road safety, rest areas/facilities, improved campground, additional serviced RV sites) • Consider new potential festivals and invest in further development of existing festivals and events to build scope and scale of programming and draw overnight visitation (Apricot Tsaqwem; Wine and Beer) • Investigate higher profile location for Visitor Centre • Support First Nations’ communities as they work towards the sustainable development of the St’at’imc Cultural Centre • Support private investment in experiences that will motivate travel specifically to Lillooet and area i.e. resort/lodge development • Consider establishing network of mountain biking trails and working with Bridge River Valley on a regional mountain biking trail strategy • Promote eco-tourism opportunities that showcase diverse ecosystems, wildlife, bird population • Establish an industry-led organization to establish strategic direction for tourism marketing • Review and improve Visitor Guide and create additional collateral to profile ‘What’s On/What’s Happening’ • Pursue sport tourism opportunities that can be well-serviced with Lillooet’s recreational facilities 44

• Support the artisan community and promote sales of local arts/crafts

Threats • Economic uncertainties affect disposable income and travel plans • Natural environment can be adversely affected by extractive industries, inappropriate use of motorized vehicles, recreational use beyond environmental carrying capacity, grazing practices and spread of invasive species • Population decline could undermine sustainability of community infrastructure; creates limited base of volunteers that are ‘stretched thin’ • Lack of local public funds to invest in marketing, community facilities and infrastructure which limits the ability to access matching funding from various government programs

8.0 Unique Selling Proposition & Target Markets

Foundational to further investment in the marketing and promotion of Lillooet is a clear understanding of the area’s distinct competitive advantage or unique selling proposition. While Lillooet has much to offer visitors, positioning the region as ‘having it all’ or ‘having something for everyone’ will not be effective as it fails to capture the imagination or passion of anyone in particular.

Far greater marketing impact will be achieved by focusing on specific experiences and destination attributes that showcase the best of Lillooet and by choosing promotional vehicles whose content can be readily tailored to various passions of potential visitors such as websites and social media rather than printed material or advertising.

Lillooet’s unique selling proposition is considered to incorporate the following elements: • Long and rich history of St’at’imc peoples in the area – archaeological sites, market-ready visitor experiences, new experiences in development • BC’s newest wine region – award-winning winery; organic hops – craft beer; organic fruit supplier for Pemberton Distillery • Growing agri-tourism sector – farm to table culinary story evolving; Friday Farmers’ Market for produce and local artisan displays • Transitional zone – warm dry climate; perched above the Fraser River offering scenic vistas; abundant bird and wildlife creates outstanding environment for soft adventure (hiking; photography) • Geology – Gold Rush History, jade, rock hounding • Proximity to Vancouver

The highest return target markets for Lillooet and area appear to be as follows:

Target Market Description Messaging Hiking Lower Mainland; BC Warm, dry climate, perched Residents; US drive high above the Fraser

market; Europe/UK River, Lillooet is a remarkable base for walking/hiking getaways and all levels of fitness – stroll through town on the Jade Walk or Golden Mile of History; walk along the scenic Fraser River or grind your way up to the alpine for spectacular vistas; free camping available Geotourism/ Geocaching All geographic markets – Leverage Gold Country motivated to travel branding ‘modern day specifically for geocaching treasure hunt’ and showcase opportunities for all skill levels (good entry level geocaching destination) alongside Lillooet’s Gold Rush history, interesting geology of the area Touring Long haul travellers on the ‘Stop and Stay in Lillooet’ Calgary-Banff-Whistler- on your tour of Western Vancouver touring route; Canada – suggested itinerary of several days featuring a variety of activities/attractions in the area including Aboriginal culture, Jade Walk, Golden Mile of History – maximize photography showing Lillooet’s ‘perch’ above the Fraser River Short Getaways Lower Mainland Tour the Fraser Canyon – Lillooet – Pemberton – Whistler circle route – suggested itinerary of 2-3 days featuring a variety of activities/attractions with overnight in Lillooet e.g. agri theme, hiking theme etc.

Chinese history Resident Chinese/Visiting Significant role of the Friends/Relatives – China Chinese in the Gold Rush and rail history of British Columbia; see a part of your past – experience your history; find your own treasure – jade Aboriginal Cultural Lower Mainland travellers Experience authentic with a specific interest in interactive Aboriginal Aboriginal culture culture only half-day from Vancouver – itinerary of Aboriginal cultural experiences along the circle route with overnight stay in Lillooet Bird Watching/Wildlife All geographic markets – Diversity arising from motivated to travel transition from coastal to specifically for birdwatching interior climactic zones; path of many migratory species – creates density of opportunity (showcase ‘bucket list sighting opportunities’) Motorcycle Touring BC Residents; AB; ON; Winding roads; spectacular Pacific Northwest; scenery; memorable stops California; Texas travellers along the way; circle routes who are motivated by from Lower Mainland motorcycle touring Sport Tourism Regional and Provincial Facilities, services, level tournaments accommodation and a warm/welcoming community; great weather; close to Lower Mainland

Destination BC has recently made available the Explorer Quotient tool developed by the Canadian Tourism Commission (now Destination Canada). This tool assists destinations and businesses to understand the psychological motivations of travellers. Explorer ‘types’ are defined and the destination or business is able to match the ‘type’ with the experiences they offer as a way of focusing marketing efforts on best potential customers and defining the nature of messaging that will resonate with them. Additional information is available through Destination BC and on-line at en.destinationcanada.com . Destination Canada has identified the following Explorer Types as most attractive for the Canadian marketplace: • Free Spirits • Cultural Explorers • Authentic Experiencers

Free Spirits are highly social and open-minded. Their enthusiasm for life extends to their outlook on travel. Experimental and adventurous, they indulge in high-end experiences that are shared with others.

Cultural Explorers are defined by their love of constant travel and continuous opportunities to embrace, discover and immerse themselves in the culture, people and settings of the places they visit.

Authentic Experiencers are typically understated travellers looking for authentic, tangible engagement with destinations they seek, with a particular interest in understanding the history of the places they visit.

Lillooet and area’s current visitor experiences would appear to best meet the experiential needs of Cultural Explorers and Authentic Experiencers.

As marketing efforts progress and specific campaigns are formulated and launched, they should be informed by the additional psychographic intelligence available from the EQ tool.

9.0 Strategies and Tactics

This tourism plan focuses on economic opportunities associated with the growth of the visitor economy and ideally should ‘nest’ within a hierarchy of plans that includes an Integrated Comprehensive Sustainability Plan (ICSP). The achievement of the tourism objectives and the execution of the recommended strategies below are intended to occur in a manner that also promotes stewardship of the environment and enhancement of social vitality, both of which are necessary preconditions for a thriving tourism economy within a sustainable community.

Given the reality of limited resources to invest in destination development and the many opportunities to promote and position Lillooet as a travel destination, it is necessary to prioritize investments to ensure they generate both short-term results and contribute to the long-term vision. The following strategies and tactics are recommended for consideration by the governing entity that will lead tourism plan implementation. Participants in the June 30th, 2015 workshop identified specific priorities that are documented in Section 10.0 Implementation and Next Steps.

9.1 Access and Infrastructure Strategies

Access and infrastructure to support visitor experiences in Lillooet exist today and are considered sufficient in the short-term. However, the following strategies should be considered:

Description 9.1.1 Continue to advocate for adequate road maintenance and safety improvements along Highway 99 and Highway 12 Specific Initiatives/Actions Continue to communicate with relevant MoT staff to convey priorities and feedback regarding road maintenance and need for additional concrete barriers

Communicate road conditions honestly and clearly in all promotional efforts

Lobby Provincial government for additional pull-outs, interpretive signage Rationale/Objectives Road access is winding and scenic however reports of rockfall, negative publicity associated with serious accidents, or expectations that are different from the reality of road conditions will impact desirability of travel to Lillooet and area, particularly amongst ‘city drivers’ Lead Responsibility District of Lillooet and SLRD Partnership/Leveraging Ministry of Highways Opportunities Timing Ongoing Budget By others Measuring Success Number of accidents/press coverage Volume of traffic (ideally lobby for permanent traffic counter) Visitor intercept survey probing driving experience (see below – market research strategy)

Description 9.1.2 Improve level of service, maintenance standards and quality of amenities at the municipal campground Specific Initiatives/Actions Invest in service training, extended staff presence (24 hours) and regular maintenance to ensure visitor experience is positive Invest in additional fully serviced RV sites Rationale/Objectives Anecdotal evidence suggests that the traveller experience at the Cayoosh Campground would improve with an investment in service training, a 24-hour staff presence and higher standards of maintenance throughout the property

Additional serviced RV sites are needed in the area to capture this segment – in peak touring season, sites are often fully occupied and travellers continue on to Pemberton or Whistler or Cache Creek/Kamloops Lead Responsibility District of Lillooet Partnerships and BC Camping/RV Association – operating guidelines, Leveraging Opportunities service standards Timing Immediate Budget $TBD Measuring Success Annual visitor intercept survey with specific question(s) regarding campground experience

Description 9.1.3 Continue to invest in beautification efforts in Lillooet Specific Initiatives/Actions Secure funds for continued investment in Lillooet beautification programs Investigate sponsorship for ‘painting’ the town – paint supplied by sponsor Rationale/Objectives Visitor perceptions of Lillooet and their desire to stay longer will be influenced by their first impressions of the town Lead Responsibility District of Lillooet Partnerships and Service clubs; paint supplier Leveraging Opportunities Timing Immediate Budget $TBD Measuring Success Beautification enhancements

Description 9.1.4 Support private investment in facilities having a destination draw such as a resort/lodge, additional full service RV sites Specific Initiatives/Actions Create a climate conducive to private investment through supportive zoning, municipal staff support, and if possible, limited duration tax relief measures Develop an ‘opportunity paper’ that documents market research and financial proformas for potential resort/lodge development offering higher end amenities (luxurious accommodation, restaurant featuring local farm-to-table menus; spa etc.) Understand local First Nations’ tourism development strategies and intentions with respect to Lodge development Rationale/Objectives Lillooet currently lacks sufficient scope and scale of experiences that specifically motivate travel to the area. Additional ‘destination’ facilities are needed to lengthen average stay and visitor spending Lead Responsibility District of Lillooet/SLRD Partnerships and Aboriginal Tourism Association of BC (AtBC) Leveraging Opportunities Timing Ongoing Budget $12,000 est. to commission an ‘Opportunity Paper’ Measuring Success New facilities that draw travellers to Lillooet as a destination (rather than a touring stop)

9.2 Product/Experience Development Strategies

The following strategies should be considered to enhance the visitor experience:

Description 9.2.1 Support the St’at’imc Nation as they undertake planning and seek funding for the sustainable development of a St’at’imc Cultural Centre Specific Initiatives/Actions Understand current status of planning Provide knowledge and expertise as appropriate to assist St’at’imc-led process Consider location proposals Participate in feasibility analysis/business planned as needed Support fundraising efforts Rationale/Objectives While a Cultural Centre serves a vital community purpose, it also offers opportunity to engage with visitors and share aspects of Aboriginal culture respectfully and authentically A St’at’imc Cultural Centre of modest scale (so as to avoid large financial subsidies), potentially in combination with the Lillooet Museum and/or Visitor Centre, could serve as an anchor experience where visitors could learn about the area and the many reasons to stay multiple nights Lead Responsibility Tourism Committee/District of Lillooet/SLRD Partnerships and AtBC Leveraging Opportunities Timing Ongoing Budget Contracted staff time Measuring Success St’at’imc Cultural Centre open and offering authentic and interactive visitor experiences

Description 9.2.2 Invest in the development of ‘signature’ festivals to scope and scale that overnight travellers are attracted Specific Initiatives/Actions Secure funds to develop multi-day programming of scope, scale and calibre to attract Lower Mainland market to key events Build a coordinated calendar of events to avoid competition Rationale/Objectives Lillooet’s two major festivals (Apricot Tsaqwem Festival and the Wine and Beer Festival) offer a foundation from which to build events of a scope and scale that would motivate overnight travellers giving them a reason to experience Lillooet for the first time and educating them on the many reasons to return Lead Responsibility Tourism Committee Partnerships and Sponsors Leveraging Opportunities Timing Enhancements annually Budget $10,000 increments each year Measuring Success Event attendance Accommodation occupancy levels during festivals Event/accommodation package sales

Description 9.2.3 Continue to expand the number of geocaching sites throughout Lillooet at places of interest/historic significance. Specific Initiatives/Actions Identify a series of additional geocaching locations around Lillooet at places of interest/historic significance that meet the requirements of sanctioning bodies like www.geocaching.com and have varying degrees of access difficulty. Sites should be sufficiently far apart to warrant one or more overnight stays in the area Continue partnership with Gold Country Communities Society and The Cariboo Chilcotin Coast Tourism Association to promote Lillooet area geotourism Rationale/Objectives The Cariboo Chilcotin Coast tourism region and Gold Country is becoming known as an outstanding geocaching destination. Geocaching travellers are highly motivated, frequent travellers with an interest in local history and high level of comfort in the backcountry and consequently represent an excellent segment for Lillooet to pursue Lead Responsibility Tourism Committee Partnerships and Gold Country Communities Society; CCCTA Leveraging Opportunities Timing Ongoing Budget $3,000 per year Measuring Success Number of geocache log entries

Description 9.2.4 Investigate opportunities to expand legal network of community supported mountain biking trails linking to a larger regional trail system that includes the Bridge River Valley Specific Initiatives/Actions Engage with local residents, First Nations, Lillooet Naturalists to confirm interest/opportunity to engage in trail development

Liaise with Trails group in the Bridge River Valley If sufficient community support exists, secure funding for a region-wide trail development/maintenance/promotion strategy in partnership with St’at’imc Nations Rationale/Objectives Many communities across BC are investing in mountain biking trails and seeing the value of this travelling sector

Research has confirmed that motivated mountain biking travellers are affluent, well educated, frequent travellers who will spend on accommodation, food/beverage and services

Many First Nations communities in BC are also exploring the potential for mountain biking to contribute both to their local economy and to the health of their members

The neighbouring South Chilcotin mountain biking experience is considered a ‘bucket list’ trip for avid mountain bikers and there is opportunity to work together with the Bridge River Valley and First Nations to create a regional network of trails (after appropriate consultation with all users affected). Lead Responsibility Tourism Committee Partnerships and Bridge River Valley Trails Committee; Mountain Biking BC; Leveraging Opportunities AtBC Timing Ongoing Budget $TBD Measuring Success Community dialogue and engagement – step 1

Description 9.2.5 Develop bird-watching itineraries for varying times of year (species driven) that include ‘must see’ species for birders Specific Initiatives/Actions Work with local birders/Naturalist Society to identify inventory of species/time of year/key viewing spots Confirm that there is sufficient number of species to draw birders (including several ‘must see’ species that are on the bucket list for birders) If scope/scale is sufficient to draw destination birders, develop self-guided itineraries for various times of year Rationale/Objectives Motivated birders are well educated, frequent travellers driven by their passion If Lillooet and area has the necessary population of species along with several ‘must see’ birds, packaging and promoting this experience will drive multi-day stays. Lead Responsibility Tourism Committee Partnerships and Lillooet Naturalist Society; Audubon Society; birding clubs Leveraging Opportunities Timing Investigation in 2015 Budget Contract staff + volunteer time Measuring Success Decision related to bird watching opportunity in 2015 – if ‘go’, develop self-guided tours and itineraries and begin promotion in 2016

Description 9.2.6 Enhance business service and training levels; offer opportunities for local businesses and residents to improve industry and market knowledge

Specific Initiatives/Actions Work with Destination BC to offer WorldHost® training program to Lillooet businesses that focuses on providing exceptional visitor experiences

Develop a self-assessment checklist for ‘market- ready’ and ‘export-ready’ standards and best practice to be used by local businesses. Use the Destination BC market-ready checklist as a starting place and further enhance with specific standards and best practices related to Lillooet: http://www.destinationbc.ca/Resources/Tourism-Planning- Resources/Market-Ready-Standards.aspx

This tool will help to build understanding of ‘market-ready’ and ‘export-ready’ product standards and experiential requirements.

Promote Tourism Business Essentials educational tools and online resources available through Destination BC at no charge to local businesses.

Work with TRU to offer culinary programs and certifications locally.

Utilize proposed ‘What’s On’ weekly flatsheet to educate operators to extend hours of operation to accommodate visitor needs

Launch a Lillooet ambassador program for all front-line staff and residents – include history of Lillooet, natural environment, things to do, light footprint etc. Rationale/Objectives Enhanced market knowledge and service/training levels will continue to improve the visitor experience. Lead Responsibility Tourism Committee Partnerships and Destination BC; Lillooet Naturalist Society; Chamber of Leveraging Opportunities Commerce; Visitor Centre; Thompson Rivers University (TRU) Timing 2015 and ongoing Budget WorldHost delivery cost to be paid by participants Measuring Success Number of participants in training programs Number of members utilizing on-line resources

9.3 Marketing/Promotion Strategies

The following strategies are recommended for consideration and are applicable to all target markets. Specific strategies by motivating activity follow.

Description 9.3.1 Develop and promote a 2-3 day ‘escape’ itinerary for Lower Mainland residents seeking to get out of the city incorporating an overnight stay in Lillooet Specific Initiatives/Actions Work in partnership with Hope and the Fraser Canyon, Pemberton to develop and promote a getaway experience featuring a variety of memorable activities such as Othello Tunnels, Hells Gate Air Tram; overnight Lillooet; Jade Walk; Xwisten Experience Tours; overnight Lillooet; golf at Sheep Pasture; Fort Berens tasting; Farmers’ Market; Kaoham Shuttle etc. and then onward to either Pemberton or the Bridge River Valley eventually completing the circle back to Lower Mainland Determine lead messaging - ‘Get Real’ (see the real BC – real nature, real culture, real history……this specifically positions away from a more contrived resort experience) Create a package that includes admissions, accommodation, optional car rental, restaurant vouchers etc. Work with CCCTA to promote via media relations (Vancouver newspapers primary focus) Promote on website and in social media Ensure call to action/fulfillment logistics are in place Rationale/Objectives The Lower Mainland market can readily access Lillooet within 3-4 hours travel but they must be educated and become excited about the kinds of experiences that they could have so close to home. While the specific package itself may not be purchased, the suggested itinerary serves to assist travellers in envisioning the kinds of experiences available to them and positions Lillooet as the ideal overnight destination Lead Responsibility Tourism Committee/contract staff Partnerships and Northern SLRD; CCCTA; Destination BC; Fraser Canyon; Leveraging Opportunities Bridge River Valley; Sea to Sky Corridor Timing Summer 2015 Budget $TBC Measuring Success Getaway package created Website promotion Media coverage in the Lower Mainland

Description 9.3.2 Develop and promote a multi-day Aboriginal cultural itinerary for Lower Mainland residents seeking to learn more about Aboriginal culture incorporating an overnight stay in Lillooet Specific Initiatives/Actions Work together with experience providers along a circle route to create an itinerary of market-ready authentic Aboriginal cultural experiences (possible inclusions: Tuckkwiowhum Heritage Village, Xwisten Experience Tours, T’it’q’et pithouse, Kaoham Shuttle, Sekw’el’was Experience Tours, Squamish Lillooet Cultural Centre) Promote in partnership with Aboriginal Tourism BC (www.aboriginalbc.com ) Work with CCCTA to promote via media relations (Vancouver newspapers primary focus) Promote on website and in social media Ensure call to action/fulfillment logistics are in place Rationale/Objectives A segment of the Lower Mainland market can readily access Lillooet within 3-4 hours travel and are specifically interested in authentic Aboriginal cultural experiences. By combining a scenic 2-3 day tour with this specific interest, they will be educated and become excited about the kinds of Aboriginal cultural experiences that they could have so close to home. While the specific package itself may not be purchased, the suggested itinerary serves to assist travellers in envisioning the kinds of experiences available to them and positions Lillooet as the ideal overnight destination for 1 or 2 nights Lead Responsibility Tourism Committee/contract staff Partnerships and St’at’imc communities; AtBC Leveraging Opportunities Timing Summer 2015 Budget $TBC Measuring Success Aboriginal cultural package created Website promotion Media coverage in the Lower Mainland

Description 9.3.3 Develop and promote a multi-day hiking itinerary for Lower Mainland residents who are motivated to travel in order to enjoy hiking Specific Initiatives/Actions Create a multi-day hiking itinerary around Lillooet – 2-3 days based in Lillooet Create longer hiking itineraries that include a full circle tour such as a day-hike/overnight in Hope area; depart; day hike somewhere in Fraser Canyon; Lillooet overnight; 2-3 days of hiking around Lillooet; depart; Joffre Lakes hike; overnight Pemberton; Promote in partnership with other Destination Marketing Organizations (DMOs) Work with CCCTA to promote via media relations (Vancouver newspapers primary focus) Promote on website and in social media Ensure call to action/fulfillment logistics are in place Rationale/Objectives A segment of the Lower Mainland market can readily access Lillooet within 3-4 hours travel and are specifically interested in hiking. By promoting Lillooet-based hiking adventures and for longer trips by combining a scenic 4-7 day tour with this specific interest, they will be educated and become excited about the kinds of hiking experiences that they could have so close to home. While the specific package itself may not be purchased, the suggested itinerary serves to assist travellers in envisioning the kinds of experiences available to them and positions Lillooet as the ideal hiking base Lead Responsibility Tourism Committee/contract staff Partnerships and Lillooet Naturalist Society; Hiking Clubs; Leveraging Opportunities Timing Summer 2015 Budget $TBC Measuring Success Hiking itineraries created Website promotion Media coverage in the Lower Mainland

Description 9.3.4 Develop and promote a multi-day culinary/agri- tourism itinerary for Lower Mainland and Sea to Sky residents who are motivated to travel in order to enjoy culinary experiences including wine tasting, craft beer, farm-to-table/100 mile etc. Specific Initiatives/Actions Create a multi-day culinary circle tour from the Lower Mainland including Pemberton (North Arm Farm, Pemberton Distillery/organic fruit from Lillooet, Lillooet (Fort Berens, Farmers Market, Malms airport garden, HOOH Hops) and Fraser Valley with overnight stay in Lillooet Promote in partnership with other DMOs Work with CCCTA to promote via media relations (Vancouver newspapers primary focus) Promote on website and in social media Ensure call to action/fulfillment logistics are in place Rationale/Objectives A segment of the Lower Mainland market can readily access Lillooet within 3-4 hours travel and is specifically interested in culinary experiences. By promoting a culinary circle tour with overnight stays in Lillooet, these travellers will be educated and will become excited about culinary opportunities outside of the Fraser Valley farm tours and Okanagan wine region While the specific package itself may not be purchased, the suggested itinerary serves to assist travellers in envisioning the kinds of experiences available to them and positions Lillooet on the culinary/wine landscape Lead Responsibility Tourism Committee/contract staff Partnerships and Pemberton; Fraser Valley; Slow Food festivals Leveraging Opportunities Timing Summer 2015 Budget $TBC Measuring Success Culinary/agri-tourism/winery itineraries created Website promotion Media coverage in the Lower Mainland

Description 9.3.5 Work with CCCTA/DBC to continue promotional efforts associated with motorcycle touring Specific Initiatives/Actions Create multi-day motorcycle touring circle tours of varying lengths from the Lower Mainland Promote in partnership with other DMOs, CCCTA and DBC Work with CCCTA to promote via media relations (daily newspapers in key markets primary focus) Promote on website and in social media Ensure call to action/fulfillment logistics are in place Rationale/Objectives A segment of the travel market can readily access Lillooet within 3-4 hours from Vancouver and is specifically interested in motorcycle touring. By continuing to promote motorcycle circle tours with overnight stays in Lillooet, these travellers will be educated and and encouraged to explore touring opportunities Lead Responsibility Tourism Committee/contract staff Partnerships and Fraser Canyon Leveraging Opportunities Timing Summer 2015 Budget $TBC Measuring Success Motorcycle touring itineraries created Website promotion Media coverage in the Lower Mainland

Description 9.3.6 Work with DBC and CCCTA to promote Lillooet as a sport tournament destination Specific Initiatives/Actions Work with local teams/clubs to pursue hosting opportunities Create a comprehensive inventory of sport tourism facilities, services and amenities that can be used to ‘lure’ tournaments to Lillooet Work with DBC and CCCTA to promote these facilities and amenities Rationale/Objectives Sport tourism encourages visitation for both teams and spectators often during off-season times of year Lillooet is conveniently located close to the Lower Mainland and has facilities for curling, baseball, hockey Lead Responsibility Tourism Committee/contract staff Partnerships and Destination BC – BC Sport Tourism Network Leveraging Opportunities Timing 2015 Budget $TBC Measuring Success No. of tournaments/sport events hosted

Description 9.3.7 Continue to invest in destination website to reflect unique selling proposition, new featured itineraries and key messages in a user friendly, easily navigated format

Specific Initiatives/Actions Consider investing in a specific visitor-centric website (separate from the municipal website): • Home page: “What’s your passion?” – click through directly to information on hiking, wildlife viewing, bird-watching, Aboriginal culture, culinary, Gold Rush history etc. rather than more generic navigation that lists activities available • Additional photography/videography to convey emotional appeal of experiences • Third party endorsements of experiences • Add suggested itineraries for getaways, hiking, Aboriginal culture, culinary/wine/agri-tourism etc. • Downloadable pdf visitor guide • Opt-in email for news and special offers

Ensure website is mobile device friendly.

Utilize Google Analytics to understand website statistics e.g. referral source, unique visits, length of stay; pages visited; page visit duration etc. Rationale/Objectives A strong web presence that is user friendly and easy to navigate to relevant information for the traveller will support all segments and responds to market research regarding growing use of the internet for travel planning. Lead Responsibility Tourism Committee/District of Lillooet Partnerships and NDIT marketing funds; Destination BC cooperative funds; Leveraging Opportunities Timing Annual improvements Budget TBD Measuring Success Number of unique visits; number of click throughs to business websites; size of database for future direct marketing

Description 9.3.8 Actively participate and engage in online marketing and social media to build awareness, excitement and motivate travel to Lillooet Specific Initiatives/Actions Integrated Online Marketing Campaigns including: Build an opt-in email database which records activities of interest and begin series of email campaigns with suggested itineraries matching indicated interests

Consider introducing contests and build a database for future direct marketing efforts. (See Camping and RV BC “It’s my camping story blog contest” as an example - http://www.campingrvbc.com/contest/)

Social Media/TripAdvisor/Website Blog: Establish a presence in social media such as Facebook, YouTube, Twitter and Instagram with frequently updated and relevant information that, in particular, appeals to target markets (including What’s Happening this Week)

Ensure integration of social media tools on website

Maintain connections with Destination BC and other DMO social media feeds . See How to Engage with Destination BC’s Social Media Channels for more information

Ensure local tourism operators are on TripAdvisor and encourage them to actively manage their online reputation. http://www.destinationbc.ca/getattachment/Programs/Guides- Workshops-and-Webinars/Guides/Tourism-Business- Essentials-Guides/TBE-Guide-Online-Reputation- Management-2nd-Edition-Sep-2014-(2).pdf.aspx Rationale/Objectives Integrated online marketing campaigns that include contesting, paid advertising, email opt-ins etc., and participation in social media accesses the family, youth markets and can create ‘viral’ excitement about travel experiences in Lillooet Lead Responsibility Contract staff/Tourism Committee Partnerships and NDIT marketing funds Leveraging Opportunities Timing 2015 and ongoing Budget TBD Measuring Success Size of email database for future direct marketing; contest participation rates; Social media ‘Likes’/’Follows’ and reach; Instagram posts;

Description 9.3.9 Redesign Visitor Guide and produce weekly ‘What’s On in Lillooet’ fact sheet

Specific Initiatives/Actions Review current Visitor Guide design/content and incorporate revised content, imagery and format to reflect key messages and branding

Feature iconic experiences in imagery and leading content – existing guide is copy heavy, very busy and has no consistent look/feel – advertising is necessary to fund the guide but should not dominate design direction

Produce a weekly ‘What’s On in Lillooet’ that can be shared with visitors at the VC and left in-room, at front desks, in restaurants and retail stores Rationale/Objectives The Visitor Guide produced in 2014 is a valuable tool for visitors but could be improved with a disciplined design direction consistently applied throughout Lead Responsibility Lillooet News Partnerships and Tourism Committee Leveraging Opportunities Timing 2015 and ongoing annual updates Budget TBD Measuring Success Value of visitor economy; broader distribution of spending throughout local businesses

Description 9.3.10 Invest in print and online advertising

Specific Initiatives/Actions Advertise in regional touring guide produced by CCCTA

Investigate other print and on-line marketing opportunities (Google ad words/pay per click; neighbouring Visitor Guides etc.) Rationale/Objectives Select advertising to target markets will increase awareness of Lillooet experiences Lead Responsibility Tourism Committee Partnerships and NDIT marketing funds Leveraging Opportunities Timing 2015 and ongoing annual placements Budget TBD Measuring Success Value of visitor economy

Description 9.3.11 Undertake primary consumer research to confirm effectiveness of immediate marketing efforts and to inform future investments Specific Initiatives/Actions Approach DBC Research and Evaluation team to request support for primary market research definition and implementation (support for intercept survey design)

Document research objectives and secure resources for research efforts (volunteers?) for research efforts

Conduct annual visitor intercept survey

Test target market response to brand identity, website design/content/navigation, as well as current perceptions of Lillooet experiences, travel motivators and travel influencers Rationale/Objectives Disciplined primary market research will inform marketing investments and increase the probability of marketing returns for tourism stakeholders thereby increasing the overall value of sector revenues Lead Responsibility Tourism Committee/contract staff Partnerships and Destination BC Research Services Leveraging Opportunities Timing 2015 and annually thereafter Budget TBD Measuring Success Secure analysis of target market perceptions of Lillooet experiences, purchase motivators, purchase influencers to inform future marketing and promotional investments

Description 9.3.12 Secure media coverage to build awareness in all target sub-segments regarding Lillooet experiences highlighting key messages and unique selling proposition Specific Initiatives/Actions Develop tools to engage in and maximize media opportunities – i.e. develop unique story ideas, itineraries, imagery, etc.

Work with CCCTA and DBC on media opportunities. Regularly share story ideas, itineraries and imagery so that these organizations can include Lillooet in their media outreach tactics

Investigate and identify influential blogs, forums and key influencers and secure coverage relevant to markets being targeted Rationale/Objectives Travellers are influenced by word of mouth and personal experience. Editorial coverage provides a proxy for this word of mouth and builds awareness in target markets

Lead Responsibility Tourism Committee/contract staff Partnerships and CCCTA and Destination BC Leveraging Opportunities Timing 2015 and annually thereafter Budget Leverage media relations efforts of CCCTA and DBC; storylines and journalist visit coordination; secure hosting/photography from local tourism operators Measuring Success Advertising equivalency of media coverage; number of journalists/key publications hosted; growth in visitation and revenues vs. baseline

Description 9.3.13 Create marketing partnerships with other organizations in order to leverage resources and market penetration Specific Initiatives/Actions Destination BC: Maximize www.hellobc.com –work with Destination BC’s Travel Information Management team to ensure Lillooet content is always up to date and reflective of branding, messaging and unique selling proposition.

Explore the opportunity of working with the Consumer Marketing team to develop potential content ideas for a series of Lillooet promotions to be sent out to those consumers in Destination BC’s database that indicated hiking, Aboriginal culture, culinary, heritage etc. as a primary interest.

Engage with Destination BC’s social media channels (see 9.3.8).

Working with CCCTA, share story ideas with Destination BC’s Travel Media Team (see 9.3.7).

Working with CCCTA, share iconic trip ideas in Lillooet for consideration by Destination BC’s North America Travel Trade’s quarterly e-newsletter distributed to 2,000+ travel agents and tourism operators.

CCCTA/Community DMO’s: CCCTA –Opportunities to educate RDMO and neighbouring DMOs on the Lillooet brand and experience should be pursued and joint annual planning should occur to strategize on highest return marketing and promotional opportunities.

CCCTA – work together on media relations opportunities

CCCTA – work together to inform bus tour operators; smaller van tours of experiences available from a base in Lillooet and to include at least one-night stay on tour in Lillooet area

Gold Country Tourism – Geocaching program in particular – continue to include Lillooet and incorporate into www.geocaching.com promotions

Explore partnerships with Tourism Pemberton (culinary circle tour), Tourism Whistler/Aboriginal Tourism Association of BC (Aboriginal circle tour), Hope/Fraser Canyon (hiking)

Bridge River Valley Community Association – promote regional experiences, circle routes with particular emphasis on capturing larger proportion of touring traffic en route between Vancouver – Whistler-Banff-Calgary

Visitor Centres - Partnerships with Visitor Centres are also important. Front-line staff in regional Visitor Centres in Vancouver, Squamish, Pemberton, Whistler, Kamloops, Lytton, Hope, Cache Creek, Prince George, Williams Lake, South Cariboo should be knowledgeable about Lillooet (including road/driving conditions) and should distribute the Visitor Guide.

Other Partners: Gold Rush Trail Management Committee – continue to participate on Committee and in ongoing promotions related to Gold Rush Trail

BC Fishing Resorts & Outfitters Association (BCFROA) representing freshwater angling sector – promote angling experiences in Lillooet on sector website

Camping/RV sector www.campingrvbc.com; www.gocampingbc.com ; www.camping.bc.ca –enhance content related to Lillooet camping experiences.

Aboriginal Tourism Association of BC (AtBC) – supports development of and promotes market-ready authentic Aboriginal cultural experiences Rationale/Objectives Leveraging resources with other organizations for mutual benefit is necessary with limited funds for marketing and promotion Lead Responsibility Tourism Committee Partnerships and Partner Organizations listed above Leveraging Opportunities Timing 2015 and ongoing Budget $TBD Measuring Success Growth in sector participation vs. baseline; number of referrals from partner websites; number of leveraged marketing programs; value of leveraging

10.0 Implementation and Next Steps

The strategies and tactics recommended above will require a commitment of resources and funding for a multi-year period. Leadership and participation of all tourism interests is essential. Lillooet should continue to leverage funding opportunities available from various partners such as Destination BC, CCCTA, AtBC and Northern Development Initiative Trust.

Governance

Today, tourism efforts are led by the District of Lillooet together with the Ad Hoc Tourism Advisory Working Group. This grassroots advisory/working group was established in 2014 and has made significant progress with tourism projects in the area. It has an active core group that is still very interested in moving tourism projects forward.

At the June 30th, 2015 workshop, consideration was given to establishing a more structured and formal approach to tourism planning and the monitoring of strategy implementation. It was agreed that a new entity, Tourism Lillooet, should be established to lead tourism development and promotion. The preferred structure discussed is a not-for-profit Society with an independent Board of Directors representing the range of tourism stakeholders in the Lillooet. The intention of this Board would be to focus on establishing the strategic direction for tourism, securing resources and implementing priority strategies. They would support existing volunteer Committees that are currently focused on executing specific events such as the various festivals that are produced annually.

A combination of elected and appointed seats can be established in the bylaws of the Society and should consider inclusion of the following interests:

• Accommodation sector (4 or more rooms) – 2-4 seats elected by sector (this level of representation may be necessary to secure support for application of the 2% Municipal Regional District Tax discussed below) • Cabins/campsites/B&B’s - 1 seat elected by sector • Outdoor Recreation – 1-2 seats elected by sector • Arts, culture and heritage – 1-2 seats elected by sector • Agri-tourism/wine tourism – 1-2 seats elected by sector • Downtown business core (restaurants/retail) – 1-2 seats elected by sector • Non-profit organizations & societyies such as Lillooet Region Invasive Species Society; Lillooet Naturalist Society, Beautification Committee– 1-2 seats • Visitor Centre – 1 seat

Additionally, local government should be involved in a meaningful way either through participation on the Board of Directors or via a Memorandum of Understanding and structured communication and engagement opportunities: • District of Lillooet – appointment • SLRD Area B – appointment • USCLES – appointment • T’it’q’et - appointment • Nxwisten - appointment • Sekw’el’was - appointment • Xaxl’ip- appointment • Tsal'alh - appointment • Ts’kw’aylacw – appointment

This private sector led entity would liaise with its equivalents in surrounding communities of the Bridge River Valley, Fraser Canyon, Pemberton when a regional or multi-community approach would prove more effective.

Next Steps: • Continue local discussions to review the opportunity to create a Lillooet and Area Destination Management Organization (DMO). • Define the relationship of this entity to the proposed Economic Development entity representing the entire northern SLRD to ensure optimal efficiency and effectiveness. Clarity of role and purpose will be essential to the success of any new proposed organization.

Funding

The District of Lillooet has limited funds with no current allocations for tourism in its proposed budget. Area B of the Squamish Lillooet Regional District may allocate discretionary funds to projects on a case-by-case basis. All other tourism funding is grant based (Northern Development Initiative Trust, Destination BC Co-op Marketing etc.).

Many community destination marketing organizations fund their marketing efforts through the investment of the Municipal Regional District Tax. The Cariboo Chilcotin Coast Tourism Association is investigating the application of the MRDT region-wide as many of its member communities individually are too small to warrant collecting the MRDT. In Lillooet and area, the 2008 Community Tourism Plan estimated that there were approximately 130 hotel/motel rooms. (Note: B&Bs or properties have less than 4 rooms are exempt from collecting the MRDT as are properties engaged in long-term rentals of more than 30 days). An estimate of the MRDT in Lillooet can be made using the following assumptions:

Room base 130 rooms Average annual occupancy 50% Average annual rate $75 75

Total annual room revenue $1,779,375 2% MRDT Estimate $35,587.50

Regardless of the governance structure and the potential application of the MRDT, the tourism entity leading implementation should continue to secure grant funding from various sources such as Northern Development Initiative Trust (NDIT) and Destination BC Co-op Marketing Program. While a more sustainable funding model is desirable, the reality of this area is that there are simply too few tourism operators to generate sufficient resources locally for destination marketing.

NDIT marketing grants fund up to $20,000 in eligible costs (all the recommended strategies above would currently be considered eligible), however dollars must be leveraged i.e. for every $1 from NDIT, $2.50 must be sourced elsewhere. More details are available at www.northerndevelopment.bc.ca .

Lillooet will likely continue to access Co-Operative Marketing funds offered through the CCCTA from Destination BC in the upcoming year and commencing in 2016, is well positioned to secure collaborative marketing dollars together with other communities in the area. For example, cooperative applications should be considered for the following:

• Agri-tourism – Lillooet, Pemberton, Fraser Valley Circle Tour • Aboriginal Cultural Tourism – Lillooet, Fraser Canyon, Whistler, Vancouver • Touring – Lillooet as part of the Gold Rush Trail collective • Getaways – Circle Tours from the Lower Mainland • Geocaching – Gold Country

Next Steps: • Contact CCCTA to determine the status of a region-wide 2% MRDT and engage with local accommodators to explore their willingness to support the MRDT as a means of contributing to a destination marketing budget for Lillooet and area. • Continue to pursue grant-based funding as available • Commence formation of cooperative multi-community partnerships in anticipation of 2016 funding requirements from Destination BC

Priority Strategies

During the June 30th, 2015 workshop, the strategies recommended above were reviewed. While all strategies are considered relevant, workshop participants prioritized immediate opportunities given the reality of limited human and financial resources and also given the understanding that some strategies would be best led by other organizations than the proposed DMO. There was also unanimous agreement that all strategies implemented would be accompanied by quantitative measures of impact to inform future decision making and resource allocation.

Access/Infrastructure Strategies and Experience Development Strategies were considered first. Participants were each given three votes to identity their priority areas.

The priority strategies are considered to be:

9.2.1 Support the St’at’imc Nation as they undertake planning and seek funding for the sustainable development of a St’at’imc Cultural Centre 9.1.2 Improve level of service, maintenance standards and quality of amenities at the municipal campground 9.2.2 Invest in the development of ‘signature’ festivals to a scope and scale that overnight travellers are attracted

The following table provides a summary of ‘votes’ received during the ranking process – the top three priorities based upon majority of votes are highlighted in yellow:

Access/Infrastructure Strategies and Experience Development Strategies:

Strategy Description Votes 9.1.1 Continue to advocate for adequate road maintenance and safety improvements Nil along Highway 99 and Highway 12

9.1.2 Improve level of service, maintenance standards and quality of amenities at the 12 municipal campground

9.1.3 Continue to invest in beautification efforts in Lillooet 4

9.1.4 Support private investment in facilities having a destination draw such as a 2 resort/lodge, additional full service RV sites etc.

9.2.1 Support the St’at’imc Nation as they undertake planning and seek funding for the 14 sustainable development of a St’at’imc Cultural Centre 9.2.2 Invest in the development of ‘signature’ festivals to a scope and scale that 6 overnight travellers are attracted

9.2.3 Continue to expand the number of geocaching sites throughout Lillooet at plces of Nil historic interest/significance

9.2.4 Investigate opportunities to expand legal network of community supported 1 mountain biking trails linking to a larger regional trail system that includes the Bridge River Valley

9.2.5 Develop bird-watching itineraries for varying times of year (species driven) that Nil include ‘must see’ species for birders

9.2.6 Enhance business service and training levels; offer opportunities for local 4 businesses and residents to improve industry and market knowledge

Workshop participants were also asked to priority marketing and promotional strategies with an additional three ‘votes’.

The priority strategies are considered to be:

9.3.7 Continue to invest in destination website to reflect unique selling proposition, new featured itineraries and key messages in a user friendly, easily navigated format 9.3.1 Develop and promote a 2-3 day ‘escape’ itinerary for Lower Mainland residents seeking to get out of the city incorporating an overnight stay in Lillooet 9.3.8 Actively participate and engage in online marketing and social media to build awareness and motivate travel to Lillooet

The following table summarizes the results of this exercise:

Marketing and Promotional Strategies Strategy Description Votes 9.3.1 Develop and promote a 2-3 day ‘escape’ itinerary for Lower Mainland residents 8 seeking to get out of the city incorporating an overnight stay in Lillooet 9.3.2 Develop and promote a multi-day Aboriginal cultural itinerary for Lower Mainland 5 residents seeking to learn more about Aboriginal culture incorporating an overnight stay in Lillooet 9.3.3 Develop and promote a multi-day hiking itinerary for Lower Mainland residents 1 who are motivated to travel in order to enjoy hiking 9.3.4 Develop and promote a multi-day culinary/agri-tourism itinerary for Lower Mainland 5 and Sea to Sky residents who are motivated to travel in order to enjoy culinary experiences including wine tasting, craft beer, farm-to-table etc. 9.3.5 Work with CCCTA/DBC to continue promotional efforts associated with motorcycle 1 touring 9.3.6 Work with DBC and CCCTA to promote Lillooet as a sport tournament destination 2 9.3.7 Continue to invest in destination website to reflect unique selling proposition, new 10 featured itineraries and key messages in a user friendly, easily navigated format 9.3.8 Actively participate and engage in online marketing and social media to build 7 awareness and motivate travel to Lillooet 9.3.9 Redesign Visitor Guide and produce weekly ‘What’s On in Lillooet’ fact sheet 4 9.3.10 Invest in print and online advertising Nil 9.3.11 Undertake primary consumer research to confirm effectiveness of immediate Nil marketing efforts and to inform future investments

9.3.12 Secure media coverage to build awareness in all target sub-segments regarding 6 Lillooet experiences highlighting key messages and unique selling proposition 9.3.13 Create marketing partnerships with other organizations in order to leverage 4 resources and market penetration