Community Tourism Foundations® Program
Tourism Planning Workshop REPORT
Lake Country, BC June 2009
Tourism BC Representatives: Caterina Papadakos (604) 660-3754 [email protected]
Carolyn Carr Thompson Okanagan Tourism Association (250) 860-5999 (108) [email protected]
Tourism BC Facilitator: Jennifer Houiellebecq Tourism Planning Group (250) 764-3005 [email protected]
Table of Contents
EXECUTIVE SUMMARY ______1
1. INTRODUCTION ______2 1.1 Background 2 1.2 Objectives of the Tourism Planning Workshop 3 1.3 Workshop Participants 3 1.4 Structure of the Workshop 4
2. THE PLANNING PROCESS ______5
3. SITUATION ANALYSIS – THE MARKET CONTEXT ______7 3.1 The Market Context 7 3.1.1 General Travel Trends 7 3.1.2 The Growth in Niche Tourism 9
4. SITUATION ANALYSIS – LAKE COUNTRY’S TOURISM INDUSTRY ______11 4.1 Planning and Policy Context for Tourism in Lake Country 11 4.2 Value of Regional Tourism Industry 13 4.3 Characteristics of Visitors to Lake Country 15 4.4 Tourism Product and Assets 16 4.5 Current Initiatives 19 4.6 Organization of Tourism 20 4.7 Strengths and Areas of Concern 21
5. ACTION STEPS ______25 5.1 Summary of Key Planning Issues 25 5.2 Tourism Management and Organizational Structure 27 5.3 Product Development and Marketing 31
Executive Summary
In May 2009 Lake Country participated in a one-day Tourism Planning Workshop facilitated by Tourism BC as part of its Community Tourism Foundations® program. This Workshop has been designed for communities that are at a relatively early stage in their tourism development and provides an opportunity for tourism stakeholders to review the status of the current tourism industry and to determine appropriate steps for the next twelve to eighteen months. In looking at general tourism trends within the province it is clear that the tourism industry has enjoyed significant growth during the period 2004 through to mid 2008. A generally buoyant global economy and a strong domestic economy ensured steady growth that was only somewhat moderated in Canada by the increase in fuel prices, the weakening of the US dollar against the Canadian currency in 2007, and the subsequent fall in US visitor numbers. However, the dramatic downturn that swept the international markets in the fall of 2008 and the tightening of economies nationally and globally have had a significant dampening effect on tourism and emphasize the need for communities to be strategic in their approach to developing tourism and innovative in identifying new opportunities for growth. Tourism is growing as a sector of the economy in Lake Country and the area’s identity is strongly associated with its wide range of lake experiences and access to water-based activities. The community’s rural landscape provides a distinctive backdrop to visitor activities and a number of key attractions are associated with agritourism and wine tourism. The arts are a growing product niche and Lake Country has begun to establish itself as a destination for travellers with an interest in the visual and performing arts. To date, much of this visitation is associated with day trips. Through Workshop discussions stakeholders had an opportunity to identify the community’s unique attributes, and to review its aesthetic qualities and supporting infrastructure, organizational issues associated with managing and developing tourism, and its destination marketing. This report highlights the key planning issues facing the community’s tourism industry and outlines a number of recommendations that will have a positive impact on the industry in the shorter term. An emphasis has been placed on strengthening the organizational structure. Both the Lake Country Chamber of Commerce and the District of Lake Country are involved in aspects of tourism development and service delivery, but prior to the Workshop there has been little formal collaboration. Recognition of the need to build a stronger public-private partnership approach to developing the industry was identified and this report outlines mechanisms for solidifying the structure of the Chamber’s Tourism Committee. This is particularly important at a time when Lake Country has a number of unique opportunities to shape the destination through proactive land-use planning, and to strengthen the visitor experience through innovative product packaging and further development of tourism-related infrastructure. Strengthening stakeholder relations and community awareness of tourism and adopting a more strategic approach to marketing will raise the profile of the destination in its local and regional markets. As is often the case in smaller communities, funding and human resources have been identified as critical factors that will need to be considered if Lake Country is to build its capacity to support its tourism sector. Ultimately Lake Country is seeking to develop a comprehensive tourism strategy. This report provides a preliminary analysis of the local industry and identifies areas of action that, if implemented, will put the community in a stronger position to undertake such a strategy and to benefit from the associated process.
Tourism British Columbia Lake Country – Tourism Planning Workshop Report 1
1. Introduction
1.1 Background Lake Country lies within the boundaries of the Regional District of Central Okanagan and is located approximately 30km north of Kelowna. The District of Lake Country was incorporated as a municipality in 1995 and is made up of four distinct neighbourhood communities: Oyama, Winfield, Carr’s Landing and Okanagan Centre. It has an estimated population of 11,0001.
The economy is dominated by business services (20.3% of the labour force2) and construction (12.8%), with a retail trade, health care and social services, and manufacturing each employing approximately 9%. Agriculture and other resource-based industries account for 7.7% of the labour force.
The tourism sector employs 6.9% of the labour force in the accommodation and food services sector, with a further 1.6% employed in the arts, entertainment and recreation.
The Expression of Interest A consortium of organizations that included the Lake Country Chamber of Commerce as the lead, together with the District of Lake Country and Community Futures submitted an Expression of Interest (EOI) to Tourism British Columbia to participate in the Community Tourism Foundations program. This program has been designed to provide planning assistance to communities that will enable them to strengthen their tourism industry and increase its value to the overall economy. The EOI related to the four communities that make up Lake Country.
In response to the EOI the Lake Country tourism stakeholders were invited by Tourism BC to attend a one-day Tourism Planning Workshop. This workshop has been designed for communities that are at a relatively early stage in their tourism development and provides an opportunity for tourism stakeholders to become involved in shaping the direction of future growth, and to gain a fuller appreciation of the potential role of their regional tourism association and Tourism BC in strengthening tourism locally. This Workshop was held on May 5th 2009.
1 BC Stats, February 2009, Lake Country District Municipality Community Facts (http://www.bcstats.gov.bc.ca/data/dd/facsheet/cf092.pdf) – population estimate for 2008. 2 Economic Development Commission, CORD, October 2008, District of Lake Country 2008 Demographic Profile - based on 2006 Census data -
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1.2 Objectives of the Tourism Planning Workshop The objectives of the one day Workshop were as follows: • To bring tourism stakeholders together to share information and exchange views on the current tourism situation in Lake Country; • To provide an overview of the role of Tourism British Columbia and the Thompson Okanagan Tourism Association (TOTA) as it relates to community tourism development; • To increase stakeholders’ understanding of the tourism planning process; • To present an overview of the tourism industry in BC and current trends that are affecting demand; • To review the existing planning context for tourism in Lake Country and characteristics of the visit and visitor based on Visitor Centre statistics; • To identify Lake Country’s key tourism product; • To undertake an analysis of the strengths and areas of weakness associated with Lake Country’s tourism industry; and, • To facilitate discussion on strategic directions for tourism and reach consensus on tactics to be taken over the next one to two years. Clearly this represents considerable ground to cover in one day. While it is not possible to develop a comprehensive tourism plan on the basis of these discussions, it is feasible to develop a preliminary assessment of the industry and recommendations for moving forward in the short term. This in turn will assist with generating enhanced momentum and direction for stakeholders which will help to strengthen the local industry as an important sector of the local and regional economy. 1.3 Workshop Participants The Workshop was attended by 20 stakeholders from the community. Carolyn Carr as the representative of Thompson Okanagan Tourism Association and Tourism BC presented an overview of the two organizations and their work at the community level. The remainder of the workshop was facilitated by Jennifer Houiellebecq from Tourism Planning Group on behalf of Tourism BC.
Community Representatives Alan Gatzke Gatzke Farm Market (and Tourism Kelowna Board) Alice Hargreaves Nordic Cross-Country Ski Club Carmen Stanek Lake Country Environmental Society Dan Sigal Holiday Park Resort Darlene Homenchuk Oyama Lake Alpaca Farm Geoff Greenwell Soccer Association and District of Lake Country Councillor Gerry Morton Lake Country Visitor Centre Grant Lawrence Open Air Performances Holly McNeill Lake Country Community Guide
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Community Representatives Community Futures Development Corporation of Central Larry Widmer Okanagan Linda Wilson Chamber of Commerce Manager Penny Gamble District of Lake Country Councillor Peter Withers Chamber of Commerce (Past President), RDCO-EDC Board Randy Rose District of Lake Country Administrator Ryan Roycroft District of Lake Country Planner Sandra Bjarnasson Petals & Leaves Garden Centre Steve Milne Cabin Forestry Services Ltd. Tanis Kuntz An Eye for Design – design and branding Veronica Scarpino Lake Country Chamber of Commerce Yvette Mawson Holiday Park Resort Tourism BC and Thompson Okanagan Tourism Association Carolyn Carr TOTA Jennifer Houiellebecq Tourism BC facilitator – Tourism Planning Group
1.4 Structure of the Workshop The Workshop provided an opportunity to discuss the role of Tourism BC and TOTA, and to present an overview of the tourism industry in BC and a preliminary situation analysis of tourism in Lake Country. This was followed by group discussion on who is visiting Lake Country, the nature of the Lake Country visitor experience, and the elements of this experience that makes the community’s product distinctive. This initial discussion and review of the community’s current situation provided a context for a more in-depth analysis of the tourism industry as a whole. Time was spent identifying strengths and areas of concern with regard to four key areas – namely: • Visitor product; • Organizational issues related to the development of tourism and the delivery of visitor services; • Tourism management within the destination; and, • Marketing.
All feedback throughout the day was recorded on flip charts and kept on permanent display to ensure that points being made could be revisited as the day progressed. The final session of the Workshop involved a discussion of possible tactics and ways of moving forward that would capitalize on the strengths and address areas of concern.
This report summarizes the Workshop proceedings and presents a series of recommended action steps based on the discussions that took place.
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2. The Planning Process
Lake Country’s application to Tourism BC’s Community Tourism Foundations program and its involvement in the Tourism Planning Workshop is recognition of the importance of strategic planning. As the community seeks to build on this Workshop, stakeholders need to maintain a commitment to answering the following questions on a regular basis: • What is the current tourism and economic environment? • What opportunities and issues is the area facing? • What tourism business objectives does the community expect to achieve? • What tourism products does the community offer that are of interest to the visitor? • What action is required to make the area’s current and potential products of greater interest to the visitor? • Who are the current visitors? • What processes are being used to communicate with existing and potential visitors? • Who will do what and when? • How will progress be measured? A planning process that takes all of these questions into account will provide structure and rigour to decision making. This planning approach builds over time as a community gains experience and understands the benefits of evaluating the success of its programs and activities. Ultimately the planning process needs to be seen as a cyclical activity as shown in the exhibit on the following page.
The Rationale for Planning Undertaking a strategic planning process for the tourism industry in Lake Country area on a regular basis will assist with developing: 1. An enhanced appreciation of the range of stakeholders and tourism product and the potential inter-linkages. 2. An increased awareness of the benefits of tourism to the wider community – its local economy, culture and environment. 3. A longer-term perspective that can withstand the impact of shorter-term political changes. 4. A greater ability to position tourism as an important driver for economic growth and to attract new investment in marketing and product development. 5. An increased likelihood of new opportunities for collaboration between potential partners. 6. An improved understanding of target markets and a greater appreciation of the need for integrated marketing communications. 7. A realistic appreciation of the resources required in delivering tourism services effectively. 8. An awareness of the benefits to be gained from adopting a regional approach to selective elements of tourism planning and development.
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The Tourism Planning Process
Situation Analysis Practical Vision What is shaping the wider What are we going to industry? achieve? What type of tourism business are What are our we in? underlying values? Who is coming here and why? What are the opportunities? Strategies What is our basic approach? How do we move towards our Planning Review vision? Review situation analysis – Includes market development what has changed? and destination development Does this affect the Vision? strategies
Review Obstacles; Strategic Directions and Action Plans. Define and redefine where relevant. Action Plans Market What are the specific actions that are development required to carry out the new activities directions? Tracking and Which are the most important actions evaluation – in the shorter term?
How are we How do these move us towards the doing? Destination longer term directions? development Who is involved? activities What is the timeline?
How much will it cost?
Tourism British Columbia Lake Country – Tourism Planning Workshop Report 6
3. Situation Analysis – The Market Context
The following section is based on the material that was presented at the outset of the Workshop. It outlines the general travel trends within Canada and BC and the recent growth in tourism niche sectors. 3.1 The Market Context 3.1.1 General Travel Trends While tourism has been recognized as one of the world’s fastest growing service industries, the opportunities associated with the industry must be understood in the context of market trends. During the period 2004 through to mid 2008 there was significant growth in tourism across Canada and in BC. However the slowing down of the US market that had started to demonstrate itself in 2007 has now intensified in the context of significant global economic uncertainty. This fall in demand from the US and the general economic downturn within Canada and throughout the world has affected the tourism industry in Canada. The following indicators3 and market trends highlight the key factors that are currently having an impact on tourism demand.
Changes in International visitation • An ongoing decline in US overnight trips in 2008 (-6.9% to reach 12.4 million trips), with those travelling by automobile showing the greatest level of decline (-7.5). International visits to Canada rose by 1.7% in 2008 to reach 4.6 million trips. • The decline of the US market within BC is similar to national trends. 2008 data showed a decline of 9.5 in the overnight segment. When US ‘same day’ visitors are included the overall decline for 2008 amounted to 11.6%. This trend has continued into 2009 with the first four months showing a 10% decline in US overnight visits over the equivalent period for 2008. • The decline in non-US international trips to BC in 2008 was much more moderate at -0.6%. The rate of change varies from market to market with countries such as Japan and Taiwan showing significant decline, while Hong Kong and New Zealand showed market growth and India and Australia remained buoyant.
Canadian Travel Patterns • Outbound travel in 2008 was at an all-time high and increased by 7.5%. • Domestic demand has generally been strong and accounted for three-quarters of all tourism revenue in 2007 ($54.6 billion). • The most reliable market for BC is BC residents accounting for half of all visits. It is also the market most predisposed to travelling within the province year round. Other markets tend to show a preference for summer months. In terms of revenue share, however, the BC market generates only 28.4% of the revenue. International visitors spend about 75% more in BC per trip than domestic visitors.
3 The indicator statistics are largely sourced from current reports developed by the Canadian Tourism Commission and Tourism BC.
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Socio-Economic and Political Factors There are a number of factors that are affecting the tourism industry and will continue to have an impact on the nature and type of demand within BC. Understanding these factors can assist in developing an appropriate response at the community level. • The value of the Canadian dollar relative to all currencies within key markets has an impact on the price competitiveness of Canadian destinations. However, in the short term the current global economic volatility is likely to over-ride this factor and to maintain a dampening effect regardless of currency exchange rates. • The rise and fall in fuel prices continues to influence demand. The high travel costs prior to mid 2008 and the Western Hemisphere Travel Initiative contributed to reduced travel from the US. • There are discernable differences between the various demographic segments that are driving market preferences. The Baby-Boom generation (1946-64) is the largest bulge and as this group swells the growth of the 55+ age group distinct changes in activity participation and demands can be expected, with a decline in the more physically demanding activities and an increase in nature-based ‘soft’ adventure. Generation X (1965-80) is a small cohort and has been characterized by a high spend per trip, while Generation Y (1977-94) is a larger segment and is fuelling growth in the adventure travel industry in particular. Overall the growing number of retirees associated with the aging of the Baby-Boom generation was expected to be a major growth factor in tourism. However, there are new concerns that the recent economic volatility may have the longer term effect of reducing this cohort’s disposable income at a time when many were poised to increase their travel. Demand patterns need to be monitored closely to identify any marked changes. • Canadian outbound travel has been at an all time high. While this has been fuelled by a buoyant domestic economy prior to the Fall of 2008, it also reflects the growing competitiveness of international destinations and strong marketing programs associated with these destinations. • The role of the internet continues to expand as a critical element of the ‘buying’ process and the potential for converting “lookers” to “bookers” is growing. A recent study of the Canadian on-line travel marketplace noted that BC residents spend significantly more online versus all other regions but Ontario4. The significant growth of social networking and use of wireless mobile devices have added new dimensions to marketing communications that need to be understood at the community level. • Demand in shorter breaks and packaged products has increased and this offers communities an opportunity to develop new product for regional urban markets. The latest poll released by Harris-Decima suggests that this year the majority of Canadians are planning summer vacations closer to home5. The survey found that among the 59% with holiday plans, 61% are intending to vacation in their own province and 26% are planning on staying near the town or city in which they live.
4 PhoCusWright, June 2007, Canadian Online Travel Overview 5 Harris / Decima, June 2009, Staycations dominate summer travel plans, press release
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3.1.2 The Growth in Niche Tourism Visitors to a destination are increasingly seeking to be an active participant in the experience. They are looking to be emotionally involved, educated, challenged, entertained or surprised. With the growth of “experiential tourism” there has been a corresponding growth in niche sectors that can deliver an experience. The Canadian Tourism Commission’s positioning of Canada as a destination where travellers can experience extra-ordinary personal experiences has heightened this demand for engaging experiences that go beyond the traditional goods and services offered by the travel industry. The growth areas of tourism that are of relevance to Lake Country include the following niche products: Nature-based Tourism This encompasses a wide range of activities that take place within a natural landscape. Canada and BC in particular are well positioned to attract significant demand in this area, and trends are demonstrating that young seniors and those aged 35 to 55 are fuelling growth in this sector with their demand for new and enriching experiences related to adventure, nature and culture. The increase in soft adventure has been particularly marked and again reflects the demographic trends. The preferred activities include hiking, general nature observation, canoeing, cycling, mountain biking, fishing and cultural interpretation, and while many visitors undertake these activities independently, the purchase of guided services and packaged products is growing.
Culture and Heritage Tourism The growing demand for experiential tourism is paralleled with an increasing level of interest in arts, culture and heritage products – including Aboriginal culture tourism, agritourism, and related festivals and events. As visitors seek to ‘connect’ with a destination, there is rising demand for tourism product that gives them insight into the character and essence of the local landscape. While culture and heritage may not be a primary motivator in a destination, it has become critical as a complementary experience and plays a key role in extending the length of stay. Moreover, developing this type of product within a community is important in sustaining local arts and culture and enriches community life for local residents. This in turn can assist in attracting new economic migrants and investment funding into an area. The work that the Canadian Tourism Commission is doing in raising the profile of the country’s culture and heritage product is creating a new awareness and potential demand for community-based experiences, and communities should explore opportunities to develop related product.
Agritourism Agritourism relates to rural experiences that have an agricultural landscape as an integral backdrop to the visitor attractions and activities. It positions agriculture and farms as the foundation for the tourism product, and links the experiences to the economic activities and human cultures associated with farming. According to the recent Travel Activities and Motivations Study (TAMS)6, Canadians are interested in a range of agritourism experiences. Nineteen percent of Canadian travellers or 3.9 million attended farmers’ markets or country fairs and 11% (2.2 million) went fruit picking at farms and open fields.
6 Tourism BC, May 2007, Travel Activities and Motivations of Canadian Residents: An Overview.
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Looking at British Columbia, the development of the industry until recently, had been generally ad hoc and is still in its early stages of growth. The establishment of the BC Agritourism Alliance in 2002 with their mandate to facilitate the development of a viable provincial agritourism industry, has raised the profile of this sector of tourism as they seek to plan strategically and assist with product and capacity development, expertise exchange and quality assurance.
Wine Tourism Today in BC there is a strong symbiotic relationship between tourism and the wine industry. For the tourism industry, wine has become a key element of the attractiveness of the destination and a major travel generator; while for the wine industry, tourism is a very important way to build relationships with customers and sales at the cellar door. The growth in the tourism economy that can be achieved through developing the wine and tourism industries in tandem is well illustrated by the Okanagan Wine Festival. In 2008 the Spring Okanagan Wine Festival was extended from 4 to 10 days and its impact has grown from almost 11,500 visitors spending $226,000 in 1997 to over 50,000 visitors spending an estimated $1.1 million in 20087. The growth of the Spring Wine Festival is building on the dramatic success of the Fall Wine Festival which attracted over 196,000 visitors in 2008 and a visitor spend of $4.74 million8. The expansion of the wine sector to over 100 wineries within the region, and the strategic approach to positioning the Valley and packaging and marketing the wine experience with quality accommodation, tour and culinary experiences have together contributed to this strong growth in demand and value to the economy.
Specific analysis of the TAMS data has indicated that approximately 4.7 million travellers participated in a wine/culinary activity while on an overnight pleasure trip in the past two years9. Of the Canadian travellers who participated in a wine/culinary activity, 11% were motivated to take at least one overnight trip to participate in this type of activity. Fifty percent of all Canadian Wine/Culinary Tourist travellers were aged 18 – 44 years, while those aged 65 and older who had participating in wine/culinary activities while on an overnight pleasure trip only accounted for 12.4% of this segment10.
7 Kelowna Daily Courier, April 26 2008, Spring wine festival matures 8 Okanagan Wine Festival press release November 2008. Note that revenue figures do not include the value of transportation, accommodation and shopping expenditures by destination and local tourists. 9 Tourism BC, January 2009, Travel Activities and Motivations of Canadian Residents: Activity Profile - Wine, Beer & Food Tastings While on Trips 10 For further detail on the various TAMS reports, refer to the corporate website of Tourism BC – http://www.tourismbc.com/Research/TravelMotivations.aspx
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4. Situation Analysis – Lake Country’s Tourism Industry
This section provides an overview of the tourism industry in Lake Country and is based on research that was undertaken as preparation for the Workshop, discussions that took place during the Workshop and follow-up interviews. 4.1 Planning and Policy Context for Tourism in Lake Country While there has been no regional or community-based strategic planning process that has focused on the development of the tourism industry in Lake Country, there are a range of community plans and policies that have implications for the tourism industry. These include the following:
Community Planning – Local Plans and Policies
Plans and Policies Relevance to Tourism
OCP undergoing review. Limited discussion on tourism. Related policy statements include: • The District of Lake Country will encourage agri-tourism in keeping with Land Reserve Commission policies. • The District of Lake Country will encourage foreshore development in select locales as tourism generators. • Consideration is to be given to the social and economic benefits of arts, culture, tourism and recreation amenities in public sector decision making. Issues ranked during the public input stage (2007) 1 Maintaining the character and atmosphere of Lake Country 2 Protection of the foreshore and lakes Official Community Plan (2001) 3 Town Centre / Main Street development 4 Protect agricultural lands 5 Improvements to the transportation infrastructure 6 Park and recreation opportunities 7 Affordable housing 8 Environmental protection / responsibility 9 Tourism / resort development 10 New employment opportunities 11 New economic development opportunities 12 Variety of housing types
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• Agricultural industry profitability will be furthered by supporting value-added production and vertical integration, agri-tourism, culinary tourism and other options. Lake Country Community Agriculture Plan 2008 • More emphasis on cooperating with the tourism industry to encourage people to come to the District of Lake Country • Establishing partnerships with area tourism groups
Relates to the isthmus between Kalamalka Lake and Wood Lake The Oyama Road Recreation Corridor Concept Report 2007 • Improvements designed to contribute to a safer multi-use street environment, improved access to the lakefront, enhanced community linkages
Identifies existing and proposed transportation routes as shown in the following District of Lake Country exhibit. Brown routes are existing connector routes, turquoise routes are Transportation Plan 2007 proposed connector routes, the solid purple route is the existing Highway 97, and the dashed purple route is the proposed realignment of Highway 97.
Identified a lack of a common vision for boating. Outlines existing facilities in Major Lakes Recreational Lake Country; proposed developments, economic impact of boating, and Marine Facilities Study, 2008 environmental impact. Recommendations are under consideration
Lake Country 20 Year Draft Transportation Plan
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4.2 Value of Regional Tourism Industry The following exhibit is based on hotel room revenue for the Regional District of Central Okanagan and illustrates the strong level of growth that the regional tourism industry has experienced in total room revenue. This increase in room revenue has been paralleled by a growth in the supply of rooms from 4,191 in 1998 to 4,863 in 200711.
Growth in Room Revenue in the Central Okanagan Regional District 1998 - 2007
$100,000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Kelowna Room Revenue Rest of CORD
Other regional indicators for 2008 show that: • Thompson Okanagan region room revenue increased by 7.6% to $330 million in 2008. This follows the 12.3% increase experienced in 2007. The equivalent rate for the Province in 2008 was a marginal increase of 0.4%. • Passenger volume through Kelowna International Airport increased by 2.3% to reach almost 1.4 million.
A more comprehensive review of the value of the regional tourism industry in the Regional District of Central Okanagan was carried out in 2006 on behalf of Tourism Kelowna12. Results indicate that: • 1.2 million person-visits to the Kelowna area in 2004 based on Statistics Canada estimates, with 83% (1 million) staying overnight and 17% visiting as day visitors. • Each visitor in 2004 spent an average of $425 during their stay on accommodation, retail, food and beverage and other items. This generates an estimated spend of $346 million per annum.
11 Source: based on Tourism BC data 12 InterVISTAS Consulting Inc., November 2006, The Economic Impact of Tourism in Kelowna
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• Tourism in the Kelowna area generates 6,900 direct jobs in the region, equal to 5,100 Full- Time Equivalents (FTEs)13. The majority of these are in accommodation with 1,820 direct jobs. The total wages associated with tourism-related employment are $130 million. This makes tourism one of the largest sectors of employment in the Central Okanagan.
13 Part-time and seasonal jobs are converted to full-time equivalents
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4.3 Characteristics of Visitors to Lake Country The reported visitor statistics from the Visitor Centre (VC) were reviewed at the Workshop to gain insight into the characteristics of visitors to Lake Country and any associated trends. These statistics are based on a total of 1,990 non-resident visitors in 2008, 2,546 in 2004, and 3,440 in 2000. Numbers for 2008 were down and reflect issues associated with relocating the Visitor Centre to the town centre. Caution is needed in using this VC data as it is unlikely to reflect the overall profile, and generally under-represents repeat visitors and the ‘visiting friends and family’ sector. As was expected, visitor numbers from the US have declined while the proportion from elsewhere in Canada (particularly Alberta) and from Europe is strong. Predictably, the main geographic market is comprised of visitors from BC.
Market Origin
Lake Country Visitor Centre Network Statistics – Visitors by Origin 2000, 2004 and 2008
45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
C a ia B ico er ada ral h n st Ot Albert a /Mex Europe C S ashington U a/Au W i As Other ther O 2000 2004 2008
.
Market Segments In addition to these geographic markets, the Workshop discussions identified the following market segments: • Recent growth in ‘higher end’ market • Regional sport market – particularly soccer • Arts and culture sector – for Art Walk
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• Visitors on route between Alberta and the coast • Wedding groups – emerging sector – 80% of the weddings in Lake Country are for couples who live elsewhere • Family reunions • ‘Visiting friends and relatives’ day visitors from both the local and regional community • Second home owners – mainly from Alberta • In terms of geographic markets – there are a growing number of Germans and visitors from the Far East.
Length of Stay
Lake Country Centre Network Statistics – Length of Visitor Stay 2000 and 2008
80 70 60 50 40 30 20 10 0 Same day 1 day 2 days 3 days 4-6 (1 week) 7-13 days (2 14+ days weeks) 2000 2008
The majority of visitors that stop at the Lake Country Visitor Centre are day visitors. This has risen by almost 12% since 2000. In 2008 a further 11.1% stayed for one night. Clearly, Lake Country is primarily a day visit destination which is hardly surprising given its location between Kelowna and Vernon, both with substantial bed bases, and its drive-by position on Highway 97. Furthermore, the community itself has a comparatively small bed-base. 4.4 Tourism Product and Assets As the name suggests, Lake Country’s identity as a destination is strongly associated with its wide range of lake experiences and access to water-based activities. The community offers both lower- level Okanagan Valley lake experiences, and higher-plateau lakes that are renowned for their fishing opportunities. The rural landscape provides a distinctive backdrop to visitor activities and a number of key attractions are associated with agritourism and wine tourism. The arts are a growing product niche and Lake Country has begun to establish itself as a destination for travellers
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with an interest in the visual and performing arts. To date, much of this visitation is associated with day trips.
The following table presents a summary of the tourism related infrastructure and assets within Lake Country. This table was developed on the basis of workshop discussions, a review of the community visitor guide (Visit Lake Country 2009 Community Guide), a follow-up site visit, and internet-based research. It does not purport to be a comprehensive listing of all products and assets in the region.
Lake Country – Tourism Product and Assets
Nature-Based
Range of lakes providing a recreational setting for various water-based activities, fishing etc. Wood Lake stocked by Fish and Game. Lakes include Okanagan Lake, Wood Lake, and Kalamalka Lake, together with a number of smaller/higher altitude lakes (Oyama Lake, Swalwell (Beaver) Lake, Crooked Lake and Dee Lake. Grassland hillsides, orchards, and forested landscapes – strong rural setting. Range of regional parks, municipal parks, beach areas, and trails as identified in the Walk Around Lake Country publication. Number of fishing resorts in the higher plateau – Beaver Lake Resort, Dee Lake Wilderness Resort, Oyama Lake Fishing Resort, Postill Lake Resort. Winter activities associated Beaver Lake Resort includes ice-fishing, cross-country skiing, snowmobiling, and snow shoeing • Wrinkley Face Provincial Park – 43 hectares established in 2004. Offers a setting for climbing, hiking, horseback riding and hunting. • High Rim Hiking Trail – 50 km wilderness trail from Highway 33 to the north end of Kalamalka Lake.
Agritourism and Wine Tourism
• Gatzke’s Farm Market – includes old country farm market, licensed patio restaurant, orchard tours, bakery, fruit processing facilities, farm museum, and accommodation. • Oyama Lake Alpaca Farm – gift gallery, guide tours and demonstrations. • Lake Country Farmer’s Market – every Friday afternoon June to September at Swalwell Park • The Jammery – restaurant, gift shop and opportunity to watch jam being made (south of Lake Country) • Gray Monk Estate Winery – offers tours, Grapevine Restaurant, gift/wine shop. Expanded facilities opening in summer 2009. • Arrowleaf Cellars – wine shop • Range of agritourism/retail outlets – Gambell Farms Market, Petals and Leaves Garden Centre, Wendell Orchard and Vines, Sproule and Sons Farm, and Iroquois Farms
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Arts and Heritage
• Art Walk – two day arts festival in mid September – one of the largest public art shows in the Interior • Creekside Theatre – 250 seat venue • Lake Country Museum – Okanagan Centre • Lake Country School of Dance – instruction and summer camps offered • The Barn Gallery – private art gallery in a farm setting • Chris Malmkvist Art Studio and Gallery
Events
• ArtWalk • Okanagan Spring Wine Festival and Okanagan Wine Festival • Extensive range of performance-based events throughout Lake Country organized by Open Air Performances • Carr’s Landing Arts Tour
Sport and Community Facilities
Range of facilities that include Beasley Park, Swalwell Park, Winfield Arena, Winfield Curling Club. Provides capacity to be able to host regional sport tournaments.
Other Attractions
• Destination camps with specific user groups, including Easter Seal Camp (BC Lions Society), Camp Arbuckle (Girl Guides of Canada) and Camp Hatikvah (Camp Hatikvah Foundation). • Aspen Grove Golf course – 9-hole course, clubhouse and restaurant (open year -round), 200 seat picnic area, banquet facilities for 125 people.
Accommodation
• Holiday Park Resort (within City of Kelowna boundaries) – RV and condo site, with 100 rotating sites. • Lake Country Inn – new property with 28 units • Super 8 – 40 rooms – built 2006 • Range of B&Bs – range of price points • Beaver Lake Resort – 22 cabins + camping and RV facilities + health and wellness/spa component • Dee Lake Wilderness Resort – 21 cottages and cabins, 9 campsites • Postill Lake Resort – 12 cabins and cottages, 10 campsites • Oyama Lake Fishing Resort – 12 units, 9 camping/RV sites • Pixie Beach Resort – 9 cottages, 6 camping sites (3 cabins have recently been destroyed or badly damaged in fire) • Klub Kalamalka – campground/RV park – 53 sites • Owls Nest Resort and Marina – 68 camping/RV sites and 4 cottages
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In addition to these tourism products located in Lake Country, the overnight visitor to the community is within easy reach of an array of other attractions and experiences associated with golf, downhill skiing, and all that Kelowna and Vernon have to offer.
4.5 Current Initiatives There are a number of ongoing and proposed developments that will have an impact on Lake Country and its tourism industry. These include the following:
Initiative Nature of Development
• There have been substantive upgrades, including lengthening of the runway and improvements to the terminal frontage road and access roads in the last two years which are nearing completion. Kelowna International • The Airport Advisory Committee is working towards attracting direct flights from Airport Europe. • Kelowna City Transit now includes the Airport on its regular route and provides a connection between the Airport and Lake Country. • Ongoing developments to the campus – almost 1,000 beds developed 2006-09. University British Increases local bed capacity significantly in peak summer months. Columbia Okanagan • The prestige associated with the establishment of UBCO and its continuing growth has a positive impact on local communities. • The development of Main Street between Winfield’s two shopping plazas was The Town Centre completed in 2008. It is anticipated that the completion of Main Street will heighten the development interest in the Town Centre. • A proposed $1.4-billion resort community to be built over the next decade on a 220- hectare site along Okanagan Lake. The Masterplan was adopted by the District in Lakestone Resort 2007. Development • The resort will feature about 1,400 luxury multi-family and single-family homes, a signature Robert Trent Jones II golf course, a marina, vineyards, a boutique hotel and spa, hiking trails, shops and restaurants. • The planned re-development of 1100 acres/460 hectares of ranchland and forest on the east hillside of Wood Lake into an environmentally-advanced, fully organic, resort/recreational/residential and agri-tourist oriented development. • The proposal includes: Two championship 18- hole golf courses. Woodsdale Ranch in Lake o Country o A resort core that will offer two Club Houses; a destination restaurant/ banquet/ meeting rooms; a winery; a wellness centre and spa; 35 acres of gardens; 100 room boutique hotel; 175 resort residences; a guest ranch with riding school; a guest farm; 20 acres of organic vineyards; organic cherry orchard; and resort organic garden plots. o A residential community with varied housing types Gray Monk Estate Winery • Development of a new Wine Shop to be complete summer 2009
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Initiative Nature of Development
• Has recently attracted a grant of $240,000. Cabin Forestry Services is overseeing work that will upgrade the trail for a range of summer and winter non-motorized users. Work will include erecting trailhead signs, kilometre markers along the trail, and the identification of important features. • High Rim Trail is part of the Okanagan Highlands Trail. High Rim Trail • An additional $123,000 in federal funding under the Recreational Infrastructure Canada program has been applied for to upgrade 55 kilometres of the Okanagan Highlands Trail from Joe Rich (Mission Creek) to Little White Mountain in Myra- Bellevue Provincial Park. This would allow the trail to connect with the Kettle Valley Railway and would ultimately provide the region with an iconic long distance trail readily accessible to visitors.
4.6 Organization of Tourism
Organizations and Stakeholders Currently Involved in Aspects of Tourism
Organization Tourism Role
• Took the lead in submitting a joint Expression of Interest for participation in the Community Tourism Foundations program. Lake Country Chamber of • Operates the Visitor Centre year round as part of Tourism BC’s Visitor Centre Commerce Network program. • Offers a limited element of visitor information on the Chamber website and a link to www.visitlakecountry.ca. Chamber site includes an itinerary for a Lake Country Driving Tour
• Key stakeholder involved in the ongoing development and operation of community infrastructure and municipal parks and trails. • Has responsibility for the OCP review process and implementation • Public Art Advisory Commission - advises Council on art, culture and heritage matters, including:
o Advising on the creation of design guidelines for the aesthetic quality and features District of Lake Country of development within Lake Country, and o Completing special projects related to public art or aesthetic concerns for the District of Lake Country, such as creating a banner, or establishing guidelines for signage. • Parks and Recreation Advisory Committee – advises on specific parks and recreation projects and events that promote community spirit, tourism and volunteerism.
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Organization Tourism Role
Regional District of • Operates three regional parks – Reiswig Regional Park, Kaloya Regional Park, Kopje Central Okanagan Regional Park – and the Okanagan Centre Safe Harbour Regional Parks Dept.
• Promotes economic development (which includes development of tourism Economic Development infrastructure) through enhancing and assisting existing businesses and meeting the Commission (RDCO) needs of potential investors. • A not-for-profit initiative created and organized by volunteers in the community of Lake Country Open Air Lake Country. Its mandate is to provide free outdoor music concerts for the residents Performances of and visitors to Lake County during the months of July and August every year. • Community Guide publication and the main Lake Country visitor information website Private sector are developed by a private business (Holly McNeill). • Development of a wide range of tourism product and visitor experiences. • Plays an indirect role through the inclusion of information on a number of Lake Country attractions and the promotion of the Kelowna North Wine Route. Tourism Kelowna • Operates the satellite Visitor Centre kiosk at the Kelowna International Airport – an entry point to Lake Country.
4.7 Strengths and Areas of Concern A key area of focus for the Workshop was the identification of the strengths and the areas of weakness that currently characterize the tourism industry in Lake Country. The following table summarizes the Workshop discussion.
Strengths Issues and Concerns
Location, community aesthetics and supporting infrastructure
• Proximity to Highway 97 – large drive-by market • Large proportion of traffic on Highway 97 passes • Proximity to Kelowna International Airport through without stopping. • Potential to develop vibrant town centre – new Main • Lack of public transit between the four centres. Not Street – currently an ‘empty canvas’. possible to experience the destination without a car. • Potential to use Main Street in the interim • No bike trails and limited side walks. • Four community centres offers diversity • Lack of commitment to developing town centre – concern over possibility of missing a unique opportunity • Little polluting industry – Lake Country has successfully to shape the character of Lake Country attracted number of high tech businesses. • No developers yet – a reflection of the economy • ‘Green’ character – in the visual landscape and in park practices – no use of pesticides in parks. Holiday Park • Problem of access to hinterland – difficult for RVs promotes ‘light footprint’ – this concept could be • Insufficient campsites, particularly for RVs – could be developed further as a characteristic of Lake Country’s developed on farmland but existing policies prevents tourism. this. RV business lost to elsewhere
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Strengths Issues and Concerns
• Green image supported by the hydro-electric system • No sani-dump for RVs – closest is at Reid’s Corner that is being developed. • Expensive housing and high cost of living – creates • Commitment of the Okanagan Conservation issues of affordability for tourism sector employees Collaborative Program to protect the landscape • OCP review process not yet completed – should • Substantial infrastructure investment in Swalwell Park carefully consider the needs of the tourism industry and through use of grants and UBCM community tourism the potential to shape the character of new town centre funds. development in a way that can assist Lake Country • School is a community asset that can be used by develop a unique identity. groups. Offers potential for ‘dry’ camping in the • Concern over proposed developments such as summer, together with Main Street in the interim. Woodsdale Ranch – recognizable pros and cons. • Pub and marina. • Future realignment of Highway 97 will create 4 miles of • Potential to access UBCO accommodation in the waterfront – need to plan for this. summer – no formal links with UBCO. • Lack of fixed roof accommodation. • Good community sports facilities and high quality soccer • Few stores and restaurants, general lack of amenities – fields – regional soccer tournaments are a significant limited evening retail – grocery store stays open until component of Lake Country’s visitor numbers 9.00pm. • Accommodation is mainly traditional motel style without a pool – not the preferred style for sport tournament clientele. • Insufficient facilities for larger groups/weddings etc. Aspen Grove looking to develop new facilities for this market. • Lake Country is not a ‘dog friendly’ destination. • It is estimated that 75-80% of the B&Bs not on Tourism BC’s Approved Accommodation list.
Tourism product and product sectors
• Unique Selling Point = the lakes and orchards; ‘old’ Okanagan; rural lifestyle BUT visitors have to get off the main highway to experience this. • Lake Country offers a contrast to Kelowna – space and ‘rurality’ • Lake Country’s uniqueness is in the ‘detail’ – otherwise perceived like everywhere else in the Okanagan • Very short stay market – day visitors (urban) looking for a rural experience – need to develop strategies to address and capitalize on this. NATURE-BASED • Natural landscape and grasslands/rural experience key • Perceived lack of boat access on the lakes – the real to Lake Country’s identity. issue is one of parking. • Good range of parks • Debate over developing increased access and parking - • Beach Road in Oyama bought by the District – offers concern over allowing too many boats on the lakes. opportunities to develop improved access to the lakes. • Wood Lake launch closed – has led to issues with side-
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Strengths Issues and Concerns
• Beach front not highly developed – safe beaches – of-the-road parking. safety needs to be promoted more effectively. • General need to improve facilities associated with Wood • Fruit – key historical and current reason for visiting the Lake. Okanagan. Can be used to emphasize the authenticity • Need to carefully consider capacity issues on the lakes. of the community. Need to offer opportunity to process • Ecotourism potential not yet realized. Potential to fruit – would keep people in the area longer. develop birding tourism – e.g. at Woodsdale Park. • Wood Lake – 16,000 fish – stocked by Fish and Game – strong close-in ice-fishing market. • Winter product at Beaver Lake ARTS, CULTURE and HERITAGE • Regular Farmer’s Market, two well-established wineries • Potential for ‘art in the park’ – has not been explored. and agritourism product • History component generally neglected. Museum at • Growing significance of the ArtWalk as an event that is Okanagan Centre focuses on genealogy – lack of other attracting visitors and helping to define the character of product. Lake Country. • Strong agricultural backdrop – community could be at the leading edge of the ‘5 mile’ or ‘100 mile diet’. • Attracting new events – e.g. ‘Show and Shine’ car show • High quality performance theatre
Organizational structure and management of tourism
• District has played a significant role in encouraging the • Limited coordination of leadership in relation to the development of agritourism + supports the RDCO policy development of tourism and delivery of tourism services. of promoting cycle and pedestrian trails – main focus of • Chamber plays a role in operating the VC – tourism is development has been on trails. regarded as an ‘add-on’ function. There is a Tourism • Chamber operates the VC Committee but the Municipality is not involved. • Visitor Centre relocated in 2008 to town centre – good • Overseeing the direction of tourism is seen as a major access and parking. task – Chamber not in a position to embrace the entire • Signage issues and issues associated with confusing role. access have been addressed. • Limited networking or development of partnerships and • Funding allocated to the Visitor Centre – now open year lack of coordination – despite number of organizations round. $15,000 from the District and $5,000 from and businesses involved in aspects of tourism. Tourism BC. • No assistance or strategy with regard to grant • Chamber’s Business After Hours offers a potential applications. networking opportunity for tourism businesses. • ‘Reluctant’ tourism community – local residents lack • Access to significant student population – offers awareness regarding importance of tourism to the potential for staffing operations. community. • Strong volunteer base associated with the Service • Limited availability of funding for tourism development Clubs. and promotion – possible opportunity to implement the 2% Additional Hotel Room Tax but applicable bed base is limited.
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Strengths Issues and Concerns
Marketing and communications
• Good quality community guide – has a website • Insufficient attention devoted to promoting the presenting similar information. smaller/special things in Lake Country. • Guide includes an ‘agriculture tour map’ • Many businesses unknown. • Lake Country – strong ‘romantic flavour’ • Lack of clear and consistent brand for Lake Country.
• Lack of web 2.0 marketing – need to explore use of social media. • Weak web position. • No promotion of winter season experiences. • Very limited community-based promotion of plateau-lake resorts. • Need print-ready images • No destination website that is being actively managed as a destination management tool
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5. Action Steps
The Tourism Planning Workshop included a final session on identifying possible action steps for moving forward. Participants were asked to review the various strengths and areas of concern, and determine what action was the most appropriate for the next 12 to 18 months given the context of the entire day’s discussion. The following section is based on this discussion and further analysis of the various underlying issues. It also takes into account the vision and goal statements that had been included in a paper revised by the Chamber in March 2009.
Vision Expand the tourism sector by improving Lake Country’s ability to enhance and host new forms of tourism and to look for ways to attract four season destination visitors.
Goal To provide services and facilities attractive to tourists and ensure future development of our town as a regional tourism destination.
5.1 Summary of Key Planning Issues Tourism Management and Organizational Structure: 1. There has been no coordinated leadership structure in place to oversee the direction of tourism development or the delivery of tourism services. The Chamber plays an important role in operating the Visitor Centre and has established a Tourism Committee that is tasked with identifying tourism related issues and making recommendations to the Chamber Board of Directors for further action. This Committee is made up of Chamber members with a business interest in tourism and, at the time of the Workshop, did not include public stakeholders. In addition to the Chamber, the District of Lake Country is a key player and has an ongoing impact on tourism. This is primarily through its land-use planning and its agricultural policies, its provision of outdoor recreation opportunities, and in its arts-related policies. However, the Workshop participants highlighted the fact that there was no structure in place to facilitate discussion between the public and private stakeholders, nor is there any community tourism plan in place that assists the various organizations in carrying out their different tourism roles. As a result tourism has developed in a relatively ad hoc manner in the past and stakeholders have tended to function independent of each other. This type of approach is not untypical of many smaller communities in the province and generally represents tourism in its earlier stages of development.
2. The Tourism Committee is currently working without a specific budget and no core funding. This will need to be addressed if the community is to be effective in the longer-term with promoting and developing tourism.
3. To date implementation of Committee recommendations is based on obtaining approval from the Chamber Board of Directors and assigning the task to a Chamber staff person, a volunteer or an appropriate organization. This approach has merit provided that the tasks are not overly time consuming or particularly costly, although there is an additional layer of decision-making
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that is somewhat cumbersome. As the Tourism Committee looks to implement more sophisticated marketing and product development strategies, the ability to do so in a streamlined manner becomes increasingly important.
4. Lake Country has experienced significant growth and change in recent years. The shaping of the community and its character as a tourism destination is at a critical stage with the development of Main Street and the anticipation of new investment in this commercial area. Similarly, the changes that are occurring through resort development and the implications of the proposed realignment of Highway 97 are all issues that need to be looked at carefully and emphasize the need to recognize tourism as a key sector of the economy that is integrated into all aspects of land-use planning.
5. Although the work of the Tourism Committee and the Chamber’s Business After Hours events are assisting in building relations between tourism stakeholders, these relations are still relatively weak and the industry remains somewhat fragmented. Attention needs to focus on strengthening these relations through building effective communication channels and opportunities to network.
Product Development and Marketing 6. The statistics and anecdotal evidence suggest that Lake Country is a day-trip destination for many visitors. Its rural character give it a distinctive feel for residents and visitors in neighbouring communities and suggest that Lake Country should identify ways of capitalizing on its geographic relationship with Kelowna and the way in which its product complements the urban Okanagan experience.
7. The bed base in Lake Country has seen recent growth and this together with the range of B&Bs, and smaller resort properties indicates that the community has a growing capacity to attract overnight visitors. Increasing occupancies is a challenge that can and will need to be met through innovative marketing and product development strategies.
8. The community has product that would benefit from more strategic marketing. Despite the advantages of Lake Country as a name for the community, the full range of lake experiences are not being fully promoted. The activities associated with the plateau lakes and resorts and the winter experience that Lake Country offers is not effectively integrated into the community’s overall positioning.
9. The Visitor Guide meets the needs of visitors to the community and is an attractive publication. However, there is no underlying marketing plan and no clear messaging as to the essence of Lake Country in the various marketing initiatives.
10. Lake Country has a wealth of nature-based product in its lakes, water-based activities, parks and trails, which is further strengthened with its natural setting. While efforts have been made to highlight the various recreational settings, there is potential to strengthen this product sector and to engage the visitor more fully in nature-based experiences.
11. The visual and performing arts are an important element of the community’s tourism product. Here again there is potential to identify tactics that would strengthen this sector and ensure that it is recognized as core component of the visitor experience in Lake Country.
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12. Similarly, agritourism is integral to the Lake Country visitor experience and efforts have gone into developing an agricultural tour. There are opportunities to further highlight the linkages between tourism and agriculture and to use tourism as a means of supporting agriculture and increasing the viability of various agri-businesses.
13. Assisting visitors with experiencing all that Lake Country has to offer requires looking at a range of infrastructural issues, including transportation, connectivity, signage, and the availability of support services and outfitters for the various activities being promoted.
To move forward effectively and to grow the tourism economy, consideration needs to be given to the following action steps. This is not to be regarded as a comprehensive list of feasible tactics, but it does provide initial direction for the Lake Country Chamber and various stakeholders that were present. 5.2 Tourism Management and Organizational Structure Actions: 1. Strengthen the existing organizational structure to ensure that there is a strong partnership-based leadership model in place and the capacity to implement tactics. This particular action step has been developed at some length as it is regarded as a critical success factor in the ongoing development of the tourism sector.
The participants at the Workshop are to be applauded as positive steps have already been taken since the Workshop, and the Tourism Committee has now extended its membership to include a District staff representative and a Councillor. This provides the framework for a public-private partnership that had been missing and will facilitate a much more coordinated approach for moving forward.
Building further on this will require consideration of the following recommendations: a) Formalize the composition of the Tourism Committee to ensure that there is appropriate representation of key stakeholders and sectors. The Committee should consider including the following as voting members:
o Representative from the Chamber Board Executive;
o District of Lake Country – staff appointment;
o District of Lake Country – Council appointment;
o Accommodation sector – 4 and more rooms – one representative;
o Accommodation sector – less than 4 rooms – one representative;
o Agritourism and wine tourism sector – one representative;
o Arts and culture – one representative;
o Nature-based tourism / fishing lodges / backcountry sector – one representative;
o Events – one representative;
o Attractions / retail / food and beverage – one representative;
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o At large representative(s) – a maximum of two optional appointments. These appointments may reflect strategic priorities or may include organizations such as Community Futures Development Corporation of Central Okanagan.
Membership with the Chamber should not be considered as mandatory, although it can be encouraged. In any term it is possible that there is not a full cohort and certain Committee members have the capacity and responsibility to express the views and concerns of more than one sector. Non-voting members would include Chamber staff. The current Tourism Committee should continue with its present composition. However, as it seeks to grow and/or make changes, it should endeavour to move toward this type of representation. In its early stages, participation in the Committee may well be constrained by insufficient level of interest within the tourism community. However, as the Committee demonstrates its value, interest in participation should grow. b) Develop Terms of Reference for the Tourism Committee. These should clearly identify the Committee’s mandate and its operational policies. Consideration should be given to adopting the following responsibilities within the Committee’s mandate:
o Provide strategic direction on the development and implementation of community marketing and product development initiatives;
o Work with Chamber staff or designated person to develop an annual work plan and budget;
o Actively seek additional funding opportunities for tourism development and marketing;
o Promote the interests of ALL tourism stakeholders within Lake Country;
o Assist the Chamber with developing tourism awareness and an appreciation for the industry within a range of audiences including the resident population, the tourism sector, other economic sectors, and local and regional politicians and administrators;
o Promote the need to integrate tourism planning with other aspects of economic development and land-use planning within Lake Country;
o Build relations with Tourism Kelowna, Vernon Tourism, and TOTA as an agent of Tourism BC. In developing the operational policies, it is recommended that the Committee clearly defines its decision-making processes, if this has not already occurred. Ensuring that there is an overlap between the Tourism Committee and the Chamber Board (through a member of the Chamber Executive at a minimum) will allow for ongoing transparency and mutual understanding.
c) Re-define the role of the Chamber in relation to its tourism function. As Lake Country’s tourism industry moves forward, the benefits to be gained from having a person that can work with the Committee in developing a strategic approach to growing tourism and in implementing various initiatives becomes increasingly significant. The extent to which the Chamber has the capacity and resources to expand its roles will need to be discussed by the Chamber. If new core funding becomes available, there may be the potential to look at alternative approaches.
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Potential options include:
o Using contract arrangements on a project by project basis;
o Hiring a part-time tourism manager;
o Contracting Tourism Kelowna to support the ongoing development of tourism in Lake Country. The advantage of this option is that Tourism Kelowna has an excellent understanding of the regional tourism industry, community marketing dynamics and ways of leveraging operating funds. There is a natural synergy between the two communities and a partnership contractual arrangement may assist with building on this synergy. If this option was to be pursued, the Tourism Committee would need to carefully develop a request for services to ensure that the arrangement was in keeping with the goal and vision of Lake Country. There is no reason to assume that the community’s local identity would be compromised in this type of working relationship. As the Chamber reviews its tourism function it the short term, it will need to consider taking on the following tasks on a regular basis, in addition to operating the Visitor Centre. These would include:
o Supporting the deliberations of the Tourism Committee by providing the Committee with the information it needs to make informed recommendations. This may include preparing meeting agendas, support material and minutes;
o Building an awareness of the value of tourism throughout the community; and,
o Facilitating networking and communications between stakeholders with the purpose of sharing information and building relationships. While the Chamber is a membership-based organization, there is a need to discuss approaching tourism on the basis of a stakeholder model. This approach does not ignore the need for operating funds and revenue can be raised on a ‘pay-to-play’ basis. Communities are increasingly moving to this type of management model as it ultimately benefits the visitor and increases critical mass in product. Restrictions in related marketing programs should still be made on the basis of criteria such as insurance coverage, meeting of minimum standards (e.g. those highlighted in Tourism BC’s Approved Accommodation program), possession of a business license etc.
2. Pursue alternative funding sources that will ultimately create a sustainable funding formula for the ongoing development of tourism in Lake Country. Tourism is a highly competitive industry and as marketing and destination management becomes more sophisticated at the community level, there is an increasing need to secure core funding for the lead tourism organization. Ultimately this organization is looking to undertake functions that industry is not in a position to execute on its own, including raising awareness of the community as a destination and facilitating elements of tourism development to ensure that the community is ‘market-ready’. This in turn puts the individual operator and entrepreneur in a much stronger position to ‘close the sale’.
In this context sustainable core funding becomes a prerequisite for a strong tourism industry at the local level. To date tourism investment in Lake Country has primarily focused on public and private infrastructural and product development and on visitor information services. To move to the next level of maturity as an economic sector will require directing new and ongoing investment to
Tourism British Columbia Lake Country – Tourism Planning Workshop Report 29 strategic destination management and marketing functions. For Lake Country the options to consider include: a) Securing a commitment from the District of Lake Country for ongoing core funding for this purpose. The majority of communities within BC with a growing tourism sector generally have the benefit on some level of public sector funding. It is understood that since the Workshop the District has suggested that it will support tourism in this manner. Indicating the level of support and committing this support for a specified period of time will assist the Committee in developing a budget and associated marketing and work plan. b) The 2% Additional Hotel Room Tax was discussed at the Workshop. The majority of communities in the Okanagan Valley now have the tax in place or are in the process of implementing it. Although the relevant bed-base is somewhat limited, completion of the proposed developments would eventually raise funding from this source to a significant degree. It is ironic that one of the key accommodation facilities in the locale is already collecting the tax for use by Tourism Kelowna. Holiday Park Resort lies on the edge of the City of Kelowna, although the Resort has strong ties with Lake Country. Given the heartland- hinterland relationship between Kelowna and Lake Country, an extension of the 2% may offer a platform to explore further elements of a regional destination marketing and management model that would be of benefit to Lake Country businesses and would assist in maximizing scarce resources. c) With new funding in place Lake Country can gain leverage from the use of these funds through engaging in new partnership initiatives with TOTA and Tourism BC. In addition, by taking the lead as the community in various cooperative marketing programs, further funds can be raised from the private sector.
3. Work with the District of Lake Country in the Official Community Plan review process and all related planning and economic development initiatives to ensure that tourism is integrated into such plans as a key sector of the economy, and that community assets which are integral to the visitor experience are protected. Developing a competitive destination and a sustainable tourism industry requires commitment and ongoing effort to protect the integrity of the landscape and its biodiversity and to enhance the built environment and the aesthetics of the local community. Lake Country has a unique opportunity to shape the character of the destination through current initiatives, including the development of Main Street, the review of the OCP, current regional discussions on marine facilities on the lakes, ongoing resort development, and the eventual realignment of Highway 97. Each of these initiatives will play a role in shaping the distinctiveness of Lake Country as a tourism destination and in giving the community a unique ‘sense of place’. To be effective in acting as an advocate on behalf of the tourism industry, the Tourism Committee should consider its position on initiatives of this nature and look to promote the collective interests of the tourism sector. The District has undergone a Mayor and Council Planning Session very recently and a significant number of proposed action areas will have a direct impact on tourism14. These should be supported by the Committee, including:
14 Marathon Communications, May 2009, District of Lake Country Mayor and Council Planning Session
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• Defining the Lake Country brand – this should be expanded to incorporate the perspective of Lake Country’s market position as a destination. • Completing a transit plan and looking at amenities for cyclists – both public transit and cycling infrastructure will have a direct and positive impact on tourism and should be looked at from the perspective of the visitor as well as local residents. • Building out the existing trail system with connectivity – this will strengthen the community’s assets for nature-based tourism and could be further enhanced through development of an associated interpretive plan. As discussed in # 6, expanding the trail system must include a review of signage needs, together with an evaluation of trailhead facilities. • Completing the design guidelines for the Town Centre and building a multi-purpose outdoor venue in a public square – undertaking these initiatives are of critical importance to the long-term competitiveness of Lake Country as a visitor destination. Main Street offers a ‘once in a lifetime’ opportunity to develop a ‘village concept’ that defines the destination and promotes a unique sense of place. Clear guidelines regarding form and character, use of public art, and the interrelationships and connectivity between public gathering places should be carefully formulated before development takes place. • Undertaking the development of a comprehensive long-term tourism strategy – this will ensure that Lake Country builds around its key strengths and seeks to address forth-coming opportunities. Issues related to the provision of camping and RV facilities, the capacity of the lakes, the character of water frontage, access to water frontage, and a systematic analysis of gaps in product and services can all be addressed in such a strategy. 5.3 Product Development and Marketing There is a significant range of tourism product in Lake Country with particular strengths in nature- based and lake-based activities, agritourism and wine tourism, and the visual and performing arts. While many areas of the Okanagan can claim these strengths, the distinctiveness of Lake Country is in ‘the detail’ of its rural character and ‘old charm’ particularly given its proximity to major urban centres. This implies that visitors will need ‘assistance’ in experiencing the ‘real’ Lake Country and that this rural charm needs to be strengthened as a key component of the character and personality of Lake Country.
The following recommendations are preliminary in nature. Ideally as the tourism sector gains stature in the community a more systematic tourism planning process can be undertaken.
Actions: 4. Develop an inventory of all tourism product. A comprehensive database of product inventory is an essential tool in identifying product development and marketing opportunities. This inventory should include all hospitality services, cultural and nature-based product, trail routes and related management issues, sport and community facilities, and support services. It should include contact details and will need to be maintained on an ongoing basis to keep it up-to-date. Responsibility for this task could be shared between the District and the Chamber, with the District overseeing the public sector components.
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Tourism BC has developed an excel sheet for tourism product description and contact details. This spreadsheet can be adapted to include additional information on product development, management issues and marketing opportunities. The contact details should form the basis of a contact list for regular stakeholder communications.
5. Increase community awareness of the importance of tourism to the local economy. Building community support for tourism is an ongoing process that has to be undertaken in a proactive manner through an effective public relations program. This will not only involve establishing a greater understanding of the benefits of tourism to Lake Country, but it will also require increasing product knowledge within the community. Generating greater awareness involves developing specific tactics aimed at frontline staff in Lake Country, Visitor Centre staff in Kelowna and Vernon, and local and regional residents. There is a significant number of visitors who fall into the ‘visiting friends and family’ category throughout the Central Okanagan, and creating an awareness of available opportunities will increase visitation to local attractions. Explore opportunities for developing a ‘Shop Local’ campaign that would increase the impact of tourism within the community. Destinations such as Fernie and Osoyoos have launched successful initiatives.
6. Undertake a comprehensive review of signage in Lake Country. Signage was raised in the Workshop and has continued to be a topic of discussion between stakeholders. Good wayfinding signage for both motorists and pedestrians is vital in developing a quality visitor experience. Much of the charm associated with Lake Country is related to getting ‘off the beaten track’. Ensuring that the charm of this encounter is not compromised through poor or inadequate signage and that tourism businesses have suitable visibility will require a review of signage needs and the development of policy regarding standards. It is anticipated that the District will take a lead in this, although they may look to establishing a working group to assist in developing an appropriate policy. A manual on community signage has been developed by the Tourism Research Innovation Project and should be reviewed as a starting point15.
7. Develop a more strategic approach to marketing the community. As core funding becomes available time should be spent on developing a marketing plan that will guide all marketing and communications. In the meantime consideration should be given to the following: a) The Community Guide fulfils a purpose in a cost-effective and adequate manner, but there is now a need to use all forms of communication to begin the process of differentiating Lake Country in the marketplace. In the absence of a formal community branding process, work with the developer of the community website (www.visitlakecountry.ca) to create a look that more closely reflects the rural essence of the community. b) Tailor marketing messages to highlight the sense of ‘safety’.
15 Stone, C. and Vaugeois, N.L., June 2007, Welcome! A Manual to Enhance Community Signage and Visitor Experience, Tourism Research Innovation Project - http://www.trip-project.ca/resources.php?page=ht
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c) Work with the accommodation sector to ensure that there is relevant visitor information in each room designed to encourage an increased length of stay or a return visit. Consider developing a ‘What’s On’ flyer and use this in regular communication with the owners, managers and staff of this sector and related support businesses. This will help in the ‘informal marketing’ that is needed to increase visitor spend in the community and can be transmitted to businesses electronically. d) The internet can be used more effectively to create interest in Lake Country. Encourage blog entries on HelloBC.com and use the Share the Excitement!™ widget to highlight the blog entries on local community and tourism websites. e) Ensure that all market-ready operators are participating in the HelloBC listings program. f) Begin the process of developing an up-to-date image bank of high resolution photographs to support all marketing efforts. g) Continue working with TOTA to establish the most appropriate cooperative opportunities to promote Lake Country including the Regional Vacation Guide, brochure distribution program and application for future Community Tourism Opportunity funds.
8. Work with the Soccer Association and other relevant organizations to maximize hosting opportunities associated with regional soccer tournaments and community events, such as ArtWalk. When hosting a sporting event or community festival, the occasion should be regarded as an occasion to showcase the range of opportunities in the area and to encourage repeat visitation and/or a longer length of stay. The following tactics are recommended: a) Work with stakeholders to develop information packages and incentives designed to encourage return leisure travel or increase length of stay. Ensure that these packages are readily available for participants and/or parents and chaperones by placing them in accommodation units or at event meeting places. b) Develop methodologies for assessing the delivery and the economic impact of major sporting and cultural events. Use the local media to highlight the impact of events to the community. c) The Farmers’ Market has the potential to be a major draw given the community’s strong rural character and growing association with the arts. Opportunities for building on this regular event need to be reviewed. The University of Northern British Columbia has conducted extensive research on the value of Farmers’ Markets and may be able to provide useful insights16.
9. Encourage the development of partnerships between stakeholders for the purpose of adding value to existing experiences and developing new experiences. Lake Country has an array of nature-based product and arts and cultural events and attractions that act as significant attractors for both day visitors and those staying overnight. There is a need
16 See http://www.unbc.ca/planning/localfood/impacts.html for further detail on economic and community impact of farmers markets in BC
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to look at increasing overnight stays through repackaging existing product and assisting the visitor with experiencing the breadth of product. a) Review and develop opportunities for packaging around the arts and promote into the regional marketplace. ArtWalk presents considerable potential to package with accommodation, cuisine and elements of agritourism or wine tourism in an innovative manner. Consider participating in the Tourism BC Tourism Business Essentials® workshops in Tourism Packaging and Product Distribution (Introductory and Advanced). b) Explore opportunities for combining sectors. The hosting of a music festival in an agritourism setting this year at Gatzke’s Farm Market demonstrates this approach. c) Explore ways of assisting visitors in ‘connecting’ with the community in a more meaningful way. This can be achieved through interpretation (signage and/or print material) or hosting guided events on an occasional basis. The success of the Meadowlark Festival in the Okanagan-Similkameen area demonstrates the interest that can be generated in cultural, heritage and nature-based interpretive events – particularly when they are paired with other products such as cuisine and the arts. d) Lake Country has a rich heritage in fruit that could be further highlighted through the development of small-scale culinary events, similar to the chilli competition held at Rainbow Gardens.
10. Promote the diversity of nature-based product. Lake Country has extensive wilderness product and a range of plateau lakes that are not generally associated with the destination’s current positioning. Completion of the current work on Okanagan High Rim Trail will considerably strengthen the community’s association with this type of product. However, if Lake Country is to be effective in using this resource as an asset, there will be a need for a more focused approach on building awareness of these opportunities and exploring opportunities to partner with local operators and tour guides in the region.
11. Adopt a planning-focused approach to developing tourism. The Tourism Planning Workshop held in Lake Country provided an excellent opportunity to look objectively at the community’s strengths and areas of concern, and to determine appropriate ways of moving forward. To maintain momentum, and to work towards strengthening the tourism industry in a sustainable manner and in a way that is relevant to the community and its aspirations, there is a need to commit to ongoing planning and evaluation. Section 2 of this report highlights the cyclical nature of planning and the importance of being able to measure progress. It is recommended that the Tourism Committee: a) Supports the development of a longer-term tourism strategy as identified in the recent Mayor and Council Planning Session. b) In the interim, implements a regular process of strategic review and planning based on evaluation of ongoing activities and development of appropriate goals and objectives. This type of activity should be associated with the development of annual work plans and budgets. It is anticipated that a review of organizational and funding issues, and the development of stakeholder relations through networking and communications as recommended in this report, will
Tourism British Columbia Lake Country – Tourism Planning Workshop Report 34 put Lake Country in a stronger position to undertake the development of a longer-term tourism strategy. .
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