OKANAGAN VALLEY DESTINATION DEVELOPMENT STRATEGY HIGHLIGHTS MYRA CANYON Photo: Grant Harder THANK WHAT’S YOU INSIDE The Okanagan Valley Destination Thank you to our tourism partners 1. INTRODUCTION Development Strategy is the outcome who participated in the process by of a nineteen-month, iterative process attending community meetings, 2. REALIZING THE POTENTIAL of gathering, synthesizing, and participating in surveys and validating information with tourism interviews, engaging in follow-up 3. AT A GLANCE partners about the current status conversations, and forwarding 4. GEARING UP and future direction of tourism in relevant documents and insights. the Okanagan Valley planning area. Special thanks to the members of the Working Group, as well as the We thank the Syilx people and the facilitator of the destination Okanagan Nation on whose traditional development process. territories we gathered for meetings in Kelowna and Summerland.
OKANAGAN VALLEY | 2 1 INTRODUCTION
WHY A STRATEGY? District, and part of electoral area E (West Boundary) the creation of a provincial destination development of the Regional District of Kootenay Boundary. strategy thereby ensuring a truly integrated and The Okanagan Valley Destination Development Municipalities include Lake Country, Kelowna, West cohesive combination of bottom-up and top-down Strategy was developed to enhance the competitiveness Kelowna, Peachland, Summerland, Penticton, Oliver, destination planning. of the Okanagan Valley planning area over the next 10 Keremeos, and Osoyoos. The planning area includes years and beyond. The strategy was developed as part most of the Okanagan Valley, Sakha Lake, and the of Destination BC’s Destination Development Program Okanagan River. A KEY IMPERATIVE to support and guide the long-term growth of tourism in British Columbia. This document presents some of The recommendations contained within the Okanagan the key highlights of the Okanagan Valley strategy. Valley Destination Development Strategy form the WHERE DOES IT FIT? foundation for additional, focused, and aligned discussions The Okanagan Valley is one of 20 planning areas regarding implementation. It will be important to ensure WHO IS IT FOR? across BC for which destination development the strategy becomes embedded in local, regional, strategies are being developed. Each planning area provincial, and federal decision making processes. It is The Okanagan Valley Destination Development represents a logical destination for visitors in and only by working collaboratively, in an integrated way Strategy is a guide for tourism partners in the planning around the province. As planning areas span across with a shared agenda, that the full potential of the area as they work collaboratively to grow the visitor multiple jurisdictions, the importance of adopting an Okanagan Valley planning area will be realized. economy. The strategy will be reviewed and updated to integrated approach with a shared vision and reflect changing tourism objectives, priorities, and coordinated investment is critical. The Okanagan market conditions. Results will be tracked and learning Valley Destination Development Strategy is one of AT A GLANCE outcomes will inform future implementation activities, seven that will be prepared for the Thompson thereby optimizing their effectiveness in increasing In what follows, the distinctiveness of the destination is Okanagan tourism region. The other six planning area economic, social, environmental, and cultural benefits summarized, and its vision for tourism introduced. strategies include the Shuswap-North Okanagan, the for the entire Okanagan Valley planning area. While acknowledging the challenges the sector faces, North Thompson and Nicola Valleys, the Gold Rush its potential for growth is set out in terms of key Trail, Interlakes, the Highway 1 Corridor, and the opportunities and experience development potential. WHERE IS IT FOR? Highway 3 Corridor. In time, informed by the A consideration of each development priority and outcomes of all relevant planning area destination associated actions then follows. While further detail on The Okanagan Valley planning area encompasses the development strategies, regional strategies will be each of these elements is available in the full strategy, Regional District of Central Okanagan (RDCO), electoral developed. In the case of the Thompson Okanagan they are brought together “At A Glance” to demonstrate areas A (Osoyoos Rural), C (Oliver Rural), D (Kaleden/ tourism region, these planning area strategies will work the scope of the integrated nature of the approach OK Falls), E (Naramata), and F (Okanagan Lake West/ towards an update of the 2012 regional strategy called being taken. West Bench) of the Okanagan Similkameen Regional Embracing Our Potential. These will, in turn, inform
OKANAGAN VALLEY | 3 2 REALIZING THE POTENTIAL
A DISTINCTIVE DESTINATION KEY OPPORTUNITIES EXPERIENCE POTENTIAL The Okanagan is a landscape of low hills, oblong lakes, The planning area faces a number of challenges, including The current and future experiences that will motivate travel the affordability and availability of accommodations, the lack and differentiate the destination with a compelling, sustainable and large glacial deposits left by the last ice age. visitor experience include: Sediments eroded by water and wind resulted in large of integrated regional transportation, lake access, signage and way-finding, the sustainability of trails, market awareness • A RECREATIONA: OASIS — water-based recreation alluvial fans and deltas on which the major cities of experiences, seasonal closures, and the management and beaches, mountain biking, golf, ski, winter fun, rail of Kelowna and Penticton stand. The Okanagan Valley of natural disasters. However, these challenges lead to key trails, indulgent experiences, and sporting excellence. watershed drains south through the Okanagan River opportunities including: • ECO-DIVERSITY South Okanagan grasslands, brush, into the Columbia River. • A Regionally coordinated water management plan desert, wetlands and rivers, geology, and the agrarian and • Ongoing development of trails and experiences natural environment. The dry, sunny climate and fertile landscapes have created a rich agricultural and recreation legacy, • Sustainability policies and building on the Biosphere • THE OKANAGAN FIRST NATIONS the geography Destination certification program of the territory, Interior Salish-authentic stories and vibrant lakeshore communities, and a relaxing and traditions, arts, crafts, fisheries and use of natural fulfilling lifestyle. With an average of more than 2,100 • Regional transit/transportation plans and active transportation plans resources, and contemporary experiences. hours of sunshine per year and very little precipitation, • Building on Summerland’s Affordability Study • VALLEY LIFE agrarian diversity and wineries, farm the area is an exceptional setting for nature-based gate and roadside stalls, artists and artisans, small town activity and agritourism. • Coordination of regional festivals and events hospitality, new technologies, and The Brigade Trail, and • Strengthening of Indigenous tourism and developing mining heritage. Visitors participate in many activities including golfing, protocols for sharing stories and important sites • RELAXED URBAN ENERGY the sophistication hiking, horseback riding, mountain biking, swimming, • Larger event venue(s) in Kelowna of larger urban areas, entertainment, resorts and lifestyle parasailing, water sports, winery tours, and more. Next accommodations, shopping, and niche culinary. to the Fraser Valley, the Okanagan Valley is the most • Building on the semi-arid character of the area important agricultural region in British Columbia, with • Improved lakefront development policy the primary crop being fruit trees. The Okanagan is • Greater diversity of accommodations home to many award-winning wineries. In winter, some of the best downhill skiing in North America can be found at its three major ski resorts. Skiing, snowboarding, Nordic skiing, ice fishing, and other winter activities are popular in the planning area.
OKANAGAN VALLEY | 4 3 AT A GLANCE
WHAT MATTERS MOST: THE NATURAL ENVIRONMENT VISION STATEMENT A semi-arid valley and plateau region offering a distinctive diversity of lakes, orchards and vineyards, pine forests, and mountain backcountry — bursting with a cornucopia of flavours and providing a backdrop for year-round active fun and challenge. A destination offering relaxed urban energy fused with the inter-play of traditional and living Okanagan First Nations culture, and the heritage and stories of more recent times.
THEME 1 A SUSTAINABLE APPROACH: PLANNING AND SUSTAINING THE NATURAL ENVIRONMENT
SEE IT THROUGH SECURE ACCESS TOURISM MATTERS BE PREPARED MEASURE, MITIGATE, AND MANAGE Drawing on the Biosphere Prepare a digital handbook which Encourage local government to Develop a comprehensive tourism Interdepartmental Committee, provides advice on how to access address the needs of tourism in disaster and emergency program Develop a carrying capacity develop a method to oversee the Crown tenures and guidelines on Official Community Plans, regional that helps communities and industry framework for the Okanagan Valley implementation of the destination appropriate use. Consider setting up growth strategies, regional context prepare for, educate, measure, to address the biophysical, development strategy and monitor a regional advocacy group to statements, and implementation mitigate, and adjust to major natural economic, and social impacts its progress. Develop a simple model facilitate tourism access to Crown agreements. Continue regular environmental events. of tourism. Enable communities and that can be used to organize lands. Raise awareness of new dialogue on destination development businesses to measure existing and metrics, indicators, and sources regulations through the hosting of with local government and harness potential imbalances and guide them required to benchmark and one-day workshops or seminars for the latter’s technological capacity to in adopting appropriate measure change. tourism operators. improve tourism services such as mitigation measures. trail mapping.
FOCUS ON WATER REALIZE THE AMBITION PURSUE EXCELLENCE HARNESS BIG DATA DELIVER EXCEPTIONAL TRAILS Work with the Okanagan Basin Notwithstanding the complexity of Within the context of the Thompson Continue to work with partners to Develop a trail destination identity Water Board and the Okanagan the process, work with First Nations Okanagan Tourism Association’s find the most effective ways to for the entire region. Adopt an Water Stewardship Council to and all levels of government to (TOTA) Biosphere destination employ big data in understanding integrated approach to trail profile water-based tourism within realize the proposed South accreditation, work with local and influencing the pattern of visitor development that includes water, river, and lake management Okanagan Grassland National Park government to develop initiatives in movement within the destination. consideration of hiking, rail trails, planning. Ensure water-related Reserve (NPR). In profiling tourism sustainable product development, mountain biking, road biking, and stories are interpreted within the within the process, establish a local energy efficiency, and carbon equestrian trails. Develop a visitor experience. Promote best working group to mediate the footprint tracking. Address guidebook for communities and tour practices in water quality standards, potential tourism impacts as well as persistent gaps in visitor services operators to help them evolve use, efficiency, conservation, and the benefits arising from through the promotion of exceptional trail-based experiences. encourage industry to adopt water NPR designation. shared provisions. sustainability accreditation.
OKANAGAN VALLEY | 5 3 AT A GLANCE THEME 1CONTINUED FOLLOW THROUGH FOCUS ON FIRST NATIONS OFF-ROAD TOURING KEEP IMPROVING ADOPT AN INTEGRATED APPROACH Work with strategic partners to Identify opportunities for First Building on the Recreation Sites and In conjunction with RSTBC and ensure that the Kettle Valley Nations to become more actively Trails British Columbia’s (RSTBC) local government, develop a Work to ensure that trail signage Railway (KVR) masterplan is involved in trail activities. Within Bear Creek Off Road Vehicle framework for building, operating, and wayfinding is clear, coherent, supported by local governments and the context of an Okanagan Recreation Site infrastructure, maintaining, and managing the trail and consistent. Deploy real-time provincial ministries to further Indigenous Tourism Strategy, promote motorized trail services and networks in the Okanagan. information technology to direct maximize the tourism potential of explore developing Indigenous- guided experiences. Engage with Research best practices in inter- visitors to locations that can the KVR trail corridor. Encourage themed huts on long distance BC Parks and Off Road Vehicle regional trail alliances; develop accommodate more use thereby the government of BC to manage trails; an Indigenous Youth (ORV) groups to develop a guidance on volunteering, conflict relieving areas under pressure. the trail in collaboration with local Mountain Biking initiative, and marketable visitor experience resolution, project prioritization, and Develop better trail use metrics and regional districts and trail indigenous-themed interpretation supported by services and amenities funding for stewardship groups. tracking programs. stewardship groups in alignment on the trail networks, amongst that could be provided over time. Identify options for deriving with the KVR masterplan’s vision for other opportunities. sustainable revenue streams from enhanced recreational opportunities trail users. for all user groups. Understanding sacrifices by certain user groups should be made in certain areas in order for the trail potential to be reached.
THEME 2 GET GOING: TRANSPORTATION, CONNECTIVITY, AND SUPPORTING INFRASTRUCTURE
ADDRESS VITAL CONNECTIONS customer services Work with local stakeholders to integrate and connect their FUTURE PROOF BETTER CONNECTED BY AIR transportation strategies and infrastructure. Address Develop a research repository of electrification trends and Investigate how the smaller airports in Penticton, Oliver, and inter-regional transportation and transit connections between developments in transportation. Host a Tourism and Osoyoos might leverage an increase in inbound visitors through communities and the airports. Promote private sector shuttle Transportation Forum to align and leverage transportation Kelowna Airport. In exploring opportunities for air tourism, work services between airports, resorts, wineries, trailheads, as well infrastructure investments across different levels of with smaller air service providers to encourage and promote as lake transportation, car rentals, ride-sharing, and government, consider the role of the private sector in providing more air travel to the planning area. Assess the feasibility of bike sharing. transit solutions, and share best practices in technology-enabled providing an airpark.
INNOVATE TO COMPETE STAY CONNECTED WAKE-UP CALL Create a Technology Taskforce to promote the use of In working to improve broadband services throughout the Work with local government to address the affordable housing technology and innovation to enrich the visitor experience Okanagan Valley planning area, develop a regional strategy issue. Review best practices adopted elsewhere and identify and increase product competitiveness. Explore the potential designed to close gaps in coverage. Work with DMOs to clearly remedies that could be applied in the planning area. Adopt of provincial open data initiatives to support tourism inform visitors of mobile coverage and wi-fi availability, short-term rental policies that balance visitor choice with technology innovation. especially in remote locations. regulatory equity, and explore the innovative use of housing stock to accommodate seasonal workers.
OKANAGAN VALLEY | 6 3 AT A GLANCE
THEME 3 FULLY PREPARED: INDUSTRY READINESS
TRAIN, RECRUIT, PROVIDE INDIGENOUS EXPAND THE VALUE AND MEASURE AND EVALUATE AND RETAIN SUPPORT PROGRAM COMMUNICATE Within the context of a Work collaboratively with Support the expansion of training Continue to enhance tourism Communicate the findings of performance measurement educational institutions to identify programs and tourism career operator competitiveness through relevance for the planning area from framework, develop a vital signs industry requirements, the need for opportunities for Indigenous the delivery of the Remarkable DBC’s Value of Tourism findings. report card or dashboard to enable better skills, training for seasonal Peoples. Encourage Indigenous Experiences workshops. Work with Create an online tool and dashboard the planning area to track the jobs, and other labour supply issues. Tourism Association of British local DMOs to deliver the that communities can use to performance of tourism. Explore Establish a tourism education and Columbia (ITBC) to identify tailored workshops in smaller communities determine the local value of tourism. opportunities to utilize public data training advisory committee to solutions for connecting Indigenous to increase outreach and uptake. Encourage local DMOs to apply the sets as a way to facilitate operators make recommendations on training workers with local tourism tool and promote the results to who may be keen to investigate new needs/opportunities. Create more employers and encourage more their communities. product development. flexible access to temporary workers local uptake and delivery of labour from abroad. market programs.
THEME 4 EXCEED EXPECTATIONS: VISITOR EXPERIENCE
FOOD FOR THOUGHT GREAT TASTE SIP AND SAVOUR A DISTINCTIVE STORY Building on the strength of the destination’s Further build and connect existing culinary Survey winery visitors to better understand Work with museums and historical reputation for producing quality produce, trails. Encourage the “farm to table” concept their travel motivations, behaviours, activities, organizations to develop a “story project” that develop new experiences based on existing thereby connecting local producers with and satisfaction levels. Work with the BC Wine captures the essence of the area’s cultural agritourism products. Develop a farm tour visitors through dining, farmers’ markets, Institute to expand the scope of wine and historical significance. Provide story program, promote farm camping and farm study, and farm gate initiatives. Create more tourism by linking the experience to the wider narratives for tourism operators to use in and create themed winery tours and events. accessible and user-friendly “Buy Local, Buy tourism offer in terms of recreation, food, enhancing the appeal and distinctiveness of Explore opportunities to link and package these Fresh” maps. culture, and/or heritage. the experiences they offer. experiences with outdoor recreation, culture and heritage, and culinary activities.
A DISTINCTIVE VOICE ENGAGE AND INVOLVE SENSE OF PLACE Work with First Nations to increase the availability and Engage First Nations in tourism planning across all levels in the Increase the touring appeal of rural towns and their competitiveness of Indigenous experiences. Assist Indigenous destination. Work with ITBC to identify and develop market- experiences. Expand on DBC’s tourism asset inventory operators in developing and packaging Indigenous experiences ready Indigenous tourism experiences. Within the context of to include consideration of the cultural heritage of towns that can be augmented with other product development adding depth to the visitor’s experience of the heritage offer, (architecture, art, commerce, customs, cuisine, history, opportunities such as glamping, camping, nature encounters, engage First Nations in the cultural mapping of their traditional geography, people) and use this information to diversify heritage tours, storytelling, and arts and crafts trails. territories, watersheds. and place names. and bundle experiences.
OKANAGAN VALLEY | 7 4 GEARING UP
FINTRY SUCCESS NETWORKS FRAMEWORK Photo: Andrew Strain This strategy is intended to inform The strategy presents the destination actions for the future, which over time development objectives using a may be embedded in local, regional, and consistent framework to determine the provincial decision making. The result will prioritization of each objective, and the be an integrated system of priorities to relative timing for implementation. achieve better development decisions, Objectives with a provincial or regional drive greater tourism revenues, and realize scope are identified as well and will benefits for businesses and communities inform the regional and provincial in the Okanagan Valley planning area. All destination development strategies. of this will contribute to a thriving, vibrant, and growing economy. High Value Joint strategy ownership among all 1. QUICK 2. LONGER TERM WINS planning area tourism partners is a ACTIONS (2019–2022) critical component of this program’s (2023–2029) success. The strategy identifies a suggested success network of tourism partners to champion and move actions within each objective forward. 3. SET ASIDE 4. LEAVE OUT UNTIL OF STRATEGY,
Low Value Low RESOURCES REEVALUATE ALLOW IN FUTURE
Low Complexity High Complexity
OKANAGAN VALLEY | 8 4 GEARING UP
GOD’S MOUNTAIN ESTATE CATALYST PROJECTS Photo: Andrew Strain The following ten actions were identified as catalyst projects for immediately moving the strategy into implementation.
A Sustainable Approach: Planning and • Work with RSTBC and local Sustaining the Natural Environment government to develop a framework • Design a tourism disaster and emergency for building, operating, and maintaining program that helps communities and the trail networks in the Thompson industry prepare for, educate, measure, Okanagan region. mitigate, and adjust to major natural environmental events. Get Going: Transportation, Connectivity, and Supporting Infrastructure • Develop a greater sense of place in terms of the Okanagan Valley’s special • Promote inter-regional transportation relationship with water. and transit shuttle service between communities and the airports. • Foster sustainability practices that improve the capacity and competitiveness • Support local government housing of the tourism industry while leveraging initiatives that address worker housing TOTA’s Biosphere destination and visitor accommodation options. accreditation. • Utilize big data in the planning and Fully Prepared: Industry Readiness management of tourism within the • Develop a model that communities and planning area and the Thompson stakeholders can use to promote the Okanagan tourism region. value of tourism. • Develop a vision and planning forum for an integrated trail network in the Exceed Expectations: Visitor Experience Thompson Okanagan region. • Work with First Nations to increase the availability and competitiveness of Indigenous experiences.
OKANAGAN VALLEY | 9 Read the Okanagan Valley Destination Development Strategy or reach us at: LOOKING DESTINATION BC [email protected]
MINISTRY OF TOURISM, ARTS AND CULTURE FOR MORE [email protected] INDIGENOUS TOURISM ASSOCIATION OF BC [email protected] INFORMATION? THOMPSON OKANAGAN TOURISM ASSOCIATION [email protected]
FRONT COVER PHOTO: KETTLE VALLEY RAILWAY, Kari Medig.
BIG WHITE SKI RESORT OKANAGAN VALLEY | Photo: Andrew Strain 10