INTERLAKES DESTINATION DEVELOPMENT STRATEGY HIGHLIGHTS HELMCKEN FALLS Photo: Max Zeddler
THANK WHAT’S YOU INSIDE The Interlakes Destination Thank you to our tourism partners 1. INTRODUCTION Development Strategy is the who participated in the process by 2. REALIZING outcome of a 16-month iterative attending community meetings, THE POTENTIAL process of gathering, synthesizing, participating in surveys and interviews, 3. AT A GLANCE and validating information with engaging in follow-up conversations, 4. GEARING UP tourism partners about the current and forwarding relevant documents state of tourism in the planning area. and insights. Special thanks to the members of the Working Group We thank the Indigenous people as well as the facilitators of the on whose traditional territories we destination development process. gathered for our community meetings including: Barriere, Roe Lake, Lone Butte, Sheridan Lake, 100 Mile House — home of the Simpcw, Tsq’escenemc (Canim Lake), and Stswecem’c Xgat’tem (Canoe/Dog Creek) First Nations.
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WHY A STRATEGY? planning area is bounded by a portion of Highway 97 A KEY IMPERATIVE from 70 Mile House to 100 Mile House. To the south, The Interlakes Destination Development Strategy was The recommendations contained within the the planning area includes Bonaparte Lake, and to the developed to enhance the competitiveness of the Destination Development Strategy form the north, it includes the bulk of Wells Gray Provincial planning area over the next 10 years and beyond. The foundation for additional, focused and aligned Park while being bounded by Canim-Hendrix Rd, strategy was developed as part of Destination BC’s discussions regarding implementation. It will be Canim Lake, Crooked Lake and Azure Lake. With Destination Development Program to support and important to ensure that the strategy becomes Highway 24 bisecting the planning area east to west, guide the long-term growth of tourism in British embedded in local, regional, provincial and federal the area often sees visitors who are on a touring Columbia. This document presents some of the key decision making processes. It is only by working journey from Whistler to Jasper and want to take the highlights of the strategy. collaboratively in an integrated way with a shared road less travelled. agenda that the full potential of the planning area will be realized. WHO IS IT FOR? WHERE DOES IT FIT? The Interlakes Destination Development Strategy is a The Interlakes is one of 20 planning areas across BC guide for tourism partners as they work collaboratively AT A GLANCE for which destination development strategies are being to grow the visitor economy. The strategy will be In what follows, the distinctiveness of the destination is developed. Each planning area represents a logical reviewed and updated to reflect changing tourism summarized, and its vision for tourism is introduced. destination for visitors in and around the province. As objectives, priorities, and market conditions. Results will While acknowledging the challenges the sector faces, planning areas span across multiple jurisdictions, the be tracked and learning outcomes will inform future its potential for growth is set out in terms of key importance of adopting an integrated approach with a implementation activities, thereby optimizing their opportunities and experience development potential. shared vision and coordinated investment is critical. effectiveness in increasing economic, social, cultural, A consideration of each development priority and its This Destination Development Strategy is one of and environmental benefits for the planning area. associated actions then follows. While further detail on three strategies that will be prepared for the Cariboo each of these elements is available in the full strategy, Chilcotin Coast Region, and one of seven for the they are brought together “At A Glance” to Thompson Okanagan Region. In time, informed by the WHERE IS IT FOR? demonstrate the scope of the integrated nature of the outcomes of all relevant planning area destination The planning area is an area of lakes, rivers, ranchlands, approach being taken. development strategies, regional strategies will be and mountains encompassing the main corridor of developed. These will, in turn, inform the creation of a Highway 24 and its junctions with Highways 97 and 5. provincial strategy thereby ensuring a truly integrated Stretching across the Bonaparte Plateau to Wells and cohesive combination of bottom-up and top- Gray Provincial Park and the communities of Barriere down destination planning. and Clearwater in the east. The western side of the
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A DISTINCTIVE DESTINATION Located in the south Cariboo, Highway 24, a 100 km long route, extends from 93 Mile House to Little Fort. Nicknamed the Fishing Highway, it passes through the small communities of Lone Butte and Bridge Lake, skirting the countless lakes located along its length.
These lakes offer amazing fishing opportunities, and planning area have been highly reliant on the land and OPPORTUNITIES, AND IS SOUGHT are a dreamland for anglers, paddlers, and families resource-based sectors. Logging continues to be a looking to enjoy a vacation nature. major economic generator within the planning area, as OUT BY VISITORS WHO APPRECIATE does mining. The area has long been recognized as a GETTING AWAY FROM CROWDS More generally, the compelling quality of the natural fishing and outdoor recreation destination that appeals environment provides a rich backdrop for outdoor to families. With Highway 24 bisecting the planning TO ENJOY THE AREA’S BEAUTIFUL, recreation, nature-based pursuits, and genuine area east to west, the touring market remains an NATURAL LANDSCAPES. THE experiences. Wells Gray Provincial Park, with its important opportunity for the future. mountain views, cascading waterfalls, roaring rivers, BROAD DIVERSITY OF ACCESSIBLE alpine meadows, and azure lakes, is a key attractor. The BACKCOUNTRY ADVENTURES AND Park’s extinct volcanoes, lava beds, mineral springs, A SHARED VISION and glaciers provide awe-inspiring glimpses of nature The vision for tourism development in the next 10 years FRONT COUNTRY RESORTS, reflects the distinctiveness of the destination and the ambition at its best. The planning area also provides boundless OUTDOOR ACTIVITIES, CULTURAL, outdoor opportunities such as bird watching, boating of its communities: HERITAGE, AND INDIGENOUS and canoeing, hiking, horseback riding, mountain THE INTERLAKES IS AN biking, swimming, and other activities including EXPERIENCES SUPPORT A THRIVING snowmobiling and snowshoeing in winter. AFFORDABLE, FAMILY- TOURISM INDUSTRY, WHILE BEING This area is home to the Simpcw, Tsq’escenemc ORIENTED DESTINATION MANAGED TO PRESERVE THE (Canim Lake), and Stswecem’c Xgat’tem (Canoe/Dog RECOGNIZED FOR ITS YEAR-ROUND Creek) First Nations who hold vast knowledge and a NATURAL ASSETS AND WAY OF LIFE deep understanding of the land. The area also includes OUTDOOR RECREATION, FISHING, VALUED BY RESIDENTS. the municipalities of 100 Mile House, Barriere, and TOURING AND GUEST RANCH Clearwater. Traditionally, the economies in the
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KEY OPPORTUNITIES EXPERIENCE POTENTIAL The planning area faces a number of The current and future experiences that • Already known as Fishing Highway 24, A RICH CULTURAL HERITAGE WITH will motivate travel and differentiate the the area is a recognized for its plentiful, DIVERSE STORIES challenges, including limited public and destination with a compelling, sustainable year-round, freshwasher fishing • Home to the Simpcw, Tsq’escenemc alternative transportation options; visitor experience include: opportunities and offers visitors an array viewscape degradation and tourism (Canim Lake), and Stswecem’c of lakeside, front and backcountry resorts, Xgat’tem (Canoe/Dog Creek) First asset base erosion; few purchasable PLENTIFUL PARKS AND and recreation sites to enjoy nature in Nations, who are working to develop guided and self-guided visitor activities; RECREATION SITES rustic settings. and offer experiences that connect a declining accommodation inventory; • Wells Gray Provincial Park, home to • One of the few places in the province visitors with their heritage and culture. staff and housing availability; reputational 39 named waterfalls, 22 volcanoes, where it’s possible to enjoy hut-to-hut • Opportunities to connect with cowboy damage following recent wildfires, and a unique geological features not found hiking and ski touring opportunities culture through ranch and horseback anywhere else in BC, and Murtle Lake, challenging policy environment. year-round. riding vacations. the largest non-motorized lake in • Numerous European residents and However, key opportunities include: North America; this park attracts over OFF-THE-BEATEN-PATH TOURING, 250,000 visitors annually. business owners who offer opportunities • Collaboration with adjacent corridor AND RESORT AND GUEST RANCH EXPERIENCES to connect with their settlement initiatives to draw visitors into the area • Green Lake, the second most visited stories and cultural backgrounds. park in the planning area, is popular for • Highway 24 bisects the planning area • Circle route and itinerary development families, boating, and fishing due to its • Local festivals and events such as rodeos, to lengthen stay allowing visitors travelling from Jasper variety of visitor amenities. to Whistler or the Lower Mainland to pow wows, fishing derbies, and fairs • Winter tourism growth enjoy a less crowded touring experience showcase the area’s distinct culture • Numerous, lesser-visited recreation and heritage. • Enhanced infrastructure and access to sites and parks are also available to visit, away from Highway 1. attractions in Wells Gray Provincial Park when others are fully reserved. • Home to a wide variety of backcountry • Sections of the old Hudson’s Bay and rural roads, there are numerous Brigade Trail are found within the • Potential for new paid visitor activities, planning area, with a potential to services and experiences ACCESSIBLE BACK AND FRONT opportunities for accessible backcountry COUNTRY OUTDOOR ADVENTURE circle touring routes. connect visitors to this aspect of • Potential for non-traditional options to IN WILDERNESS ENVIRONMENTS: Canada’s and BC’s heritage. enhance accommodation and dining • Numerous quiet, lakeside resorts • This area epitomizes Super, Natural offer ideal getaway vacations for • Greater collaboration amongst British Columbia, offering hundreds visitors who want to disconnect from stakeholders to increase referrals of accessible front and backcountry the hustle of everyday life, and enjoy • Indigenous capacity for tourism lakes and natural areas for outdoor an off-the-grid experience. development motorized and non-motorized recreation opportunities. • Proposed tourism investment incentives
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VISION STATEMENT The Interlakes is an affordable, family-oriented destination recognized for its year-round outdoor recreation, fishing, touring, and guest ranch opportunities, and is sought out by visitors who appreciate getting away from crowds to enjoy the area’s beautiful natural landscapes. The broad diversity of accessible backcountry adventures and front country resorts, outdoor activities, cultural, heritage, and Indigenous experiences support a thriving tourism industry, while being managed to preserve the natural assets and way of life valued by residents.
THEME 1 SOLID FOUNDATIONS: STRATEGICALLY INVEST IN TARGETED INFRASTRUCTURE UPGRADES THAT WILL SUPPORT TOURISM GROWTH
TOURING FURTHER RAISE THE BAR REST ASSURED In collaboration with strategic partners identify the scope Within the context of Wells Gray Park, improve access Enhance the existing touring experience for visitors on for creating new tourism routes, including new circle touring by road to key visitor attractions and ensure that signage, primary and secondary roads. Address the provision of public routes. In prioritizing options, ensure that supporting parking, and supporting amenities respond to the needs washroom facilities, strategically located rest stops, plug-in interventions such as touring route signage and visitor of visitors. Focus attention on the enhancement and stations for electric vehicles, pull-outs, and washrooms. amenities are taken into account. maintenance of key visitor attractions located within the Create a committee dedicated to addressing transport and west side of the Park. signage improvements including interpretive signage.
WITHIN REACH ON TRACK STAY CONNECTED Improve visitor access to public lakes and lands, and increase Develop a business case for expanding public and private Identify locations in need of technology and communication available choices by identifying and prioritizing access transportation services such as shuttle services, public service upgrades. Focus attention on improving the accuracy road maintenance and upgrades. Identify needed recreation bus services, ride-sharing, and car-sharing services. Ensure of Google mapping for key roads used by visitors sites on backcountry lakes, and expand access points and city-based car rental companies make provision for within the destination. amenities on Bridge, Sheridan, and Fawn Lakes. Complete visitors intending to travel the area’s forest service and back ongoing upgrade projects, and develop more traditional roads. Secure passenger rail service to Prince George campgrounds, campsites, and sites for RVs. from Vancouver.
THEME 2 COMMON CAUSE: LEAD STRATEGIC GROWTH THROUGH CONTINUED COLLABORATION
WIN HEARTS & MINDS EXTEND THE SEASON Communicate the value of tourism to government, local citizens, and business owners, and Create a committee of interested stakeholders who are willing to work in a cluster to invest in nurture their support for the tourism eco-system. Investigate a Tourism Ambassador program and staying open, therefore offering products and experiences at a new time of year. Develop engage frontline staff in familiarization initiatives designed to enhance their knowledge of the packages, suggested itineraries, and one or two strategic events to support season extension. wider tourism offerings. AIM HIGH staff housing. FULLY ENABLED FULLY promotion the of Park. COMPELLING TRAILS COMPELLING AFFORDABLY HOUSED AFFORDABLY REFRESHED & RENEWED designationstatus for Gray Wells Provincial Park. designationprograms relative to the protection and Communicate the benefits and costsof the various and expand camping and recreational vehicle services. to address the availability and affordabilityof tourism processes that impede business viability and success. thelong-term. Focus on low-mobility trails, motorized Test the appetiteTest amongst stakeholders reapply to for Provide support and training to new foreign investors, Industry Association British of Columbia (TIABC) and Invest in the identification and maintenanceof new trails Address the availability and affordabilityof tourism staff upgrade their properties. Encourage a more diverse offer, Support the upgrading existing of accommodations in line trails, connecting snowmobile trails, and developing iconic capital investment fund or loan guarantee financing and/or UN World Heritage Site or garner support for a Geopark housing. Create a regional or multi-stakeholder taskforce tourism operators to improve and streamline government that will diversify opportunities for various visitor markets in within the visitor economy. Support effortsTourism by the with visitor expectations. Create a no-interest or low interest programs, working with the province, for tourism operators to to brainstorm solutions short-term that can be implemented trails. Expand the hut-to-hut networktrails. Gray in Wells Expand Provincial the hut-to-hut Parkand adapt existing trails to create shorter loops for families. business owners, and theirtheir staffintegration to fast-track GOOD FOOD GOOD BETTER EQUIPPED FUTURE-PROOFED REALIZE THE POTENTIAL INDIGENOUS EXPERIENCES INDIGENOUS resources, and volunteer burnout. volunteer and resources, and hiking in the main park corridor. investment and services for start-ups. culture, traditions, and heritage to life. the planning area and agree on the best resolution. development and human resource training strategy Develop labour a long-term market business and/or opportunities in the planning area, particularly along Work with the Simpcw, Tsq’escenemc (Canim Lake), withWork the Lake), (Canim Simpcw, Tsq’escenemc Park by collaborating on key development initiatives. that addresses growth and the challenges arising from opportunities for more purchasable tours and products and tours purchasable more opportunities for solutions to operating challenges, and explore access to Continue to grow the potential Gray Wells of Provincial In addressing the need for business succession planning, and remedies. identify issues common of concern across to growth, access to staff training, business development that support their economic development and bring their Encourage the growth and diversity food of and beverage Highway Focus on 24. food experiences which respond to most impacted to identify the issues, needs, opportunities, increased tourism activities and marketing. Include barriers create a working group for the communities and businesses Encourage the development non-motorized, new, of winter activities and paid new, visitor experiences other than canoe and Stswecem’c Xgat’tem (Canoe/Dog Creek)First Nations to identify and support new Indigenous tourism development visitors’ interests, develop a forum for business owners to find MORE CHOICE MORE of existingof projects. festivals and events. and festivals types workers. of BROKER SUPPORT RELIABLY INFORMED EXPERIENTIAL ENCOUNTERS RESPONSIVE RESOURCING RESPONSIVE in places where visitors are congregating. to minimize their disruption tourism to activities. natural assets. Focus on developing packages and Increasethe availability paid of visitor activities and opportunities for new recreational equipment rental options aligned with popular activities. Increase access of forestof operations. Communicate changes that might recreation opportunities throughout the area. Explore Explore area. the opportunities throughout recreation impact access backcountry to trails and lands, including management, and work in conjunction to address issues Support the growing interest in diversifying the outdoor and degradation, land sales and transfers, andthe timing itineraries, food-based offers, dark skies experiences, and and infrastructure for fishing, and support the completion supportcompletion and the fishing, for infrastructure and with the knowledge and skills to attract and retain new Foster relationships with local businesses and forest service the decommissioning forest of service roads, and collaborate impacting future, tourism’s including viewscape management plan that addresses the lack connectivity of in some parts experiences that allow for greater engagement with the area’s Support quick actions to help businesses cope with labour challenges. Provide training on adapting to new workforce realities and changing demographics, and provide businesses businesses provide and demographics, changing and realities of theof planning area. Identify options hot spots for Wi-Fi and Improve visitor information services and develop a public safety investigate a mobile visitor servicing option to enable connectivity HIT THE GROUND RUNNING: ENABLE TOURISM BUSINESS VIABILITY AND SUCCESS VIABILITY BUSINESS SUCCESS TOURISM AND ENABLE RUNNING: GROUND THE HIT EXCEL, ACCELERATE: DIVERSIFY AND EXPAND THE VISITOR EXPERIENCE VISITOR THE EXPAND DIVERSIFY AND ACCELERATE: EXCEL,
THEME 2 CONTINUED THEME 3 THEME 4 THEME 5 A SUSTAINABLE APPROACH: BALANCE ECONOMIC GROWTH WHILE PROTECTING THE ENVIRONMENTAL ASSETS UPON WHICH TOURISM RELIES
WISE LAND USE LIMITS TO GROWTH Establish a framework for reaching consensus on decisions affecting the use of land, in Safeguard the natural environments upon which tourism relies, while managing strategic particular the merits of tourism development vis a vis extractive industries. Communicate the growth within the capacity of the land and communities to sustain investments, and the local importance of the economic value and impact of tourism in the planning area to local and way of life. Work collaboratively to ensure tourism does not negatively affect the natural provincial land use decision makers. environment, displace wildlife or impede fish stocks.
THEME 6 BE PREPARED: SUPPORT NATURAL DISASTER RECOVERY SUCCESS
RECOVER THE COST ADAPT & MITIGATE COHERENT COMMUNICATION Secure temporary tax relief and operating permit relief Develop tourism-focused natural disaster plans that Share consistent messages with all businesses in the (2018–2021) for tourism businesses impacted by recent include climate change mitigation and adaption plans impacted wildfire areas that can be used in their wildfires. for tourism operators as well as a regional tourism emergency visitor communications. preparedness, response, and recovery plan.
CLEARWATER Photo: Kari Medig
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CANIM FALLS SUCCESS NETWORKS FRAMEWORK Photo: Blake Jorgenson 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 prioritization of each objective and the will be an integrated system of priorities relative timing for implementation. to achieve better development decisions, Objectives with a provincial or regional drive greater tourism revenues, and scope have also been identified, and will realize benefits for businesses and inform the regional and provincial communities in the planning area. All of destination development strategies. 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 (2018–2021) critical component of this program’s (2022–2028) success. The strategy identifies a suggested success network of tourism partners to champion and move actions 3. SET ASIDE 4. LEAVE OUT within each objective forward. UNTIL OF STRATEGY,
Low Value RESOURCES REEVALUATE ALLOW IN FUTURE
Low Complexity High Complexity
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70 MILE HOUSE CATALYST PROJECTS Photo: Michael Bednar The following sixteen actions were identified as catalyst projects for immediately moving the strategy into implementation.
Solid Foundations: Strategically Invest in • Build relationships with local forest service Hit the Ground Running: Enable Tourism Targeted Infrastructure Upgrades that will management companies, and government Business Viability and Success Support Tourism Growth representatives to improve communication • Improve visitor information services and related to key issues impacting tourism’s • Work collaboratively with FLNR on a develop a public safety plan that addresses success, including viewscape management, tourism road inventory that will support the the lack of connectivity in some parts of communication on land transfers to logging creation of new potential tourism routes, the planning area. or mining companies, and Forest Service including measuring existing use, prioritizing Road deactivation. • Create a multi-stakeholder taskforce to options, and assessing the needs relative to brainstorm short-term solutions that can touring route signage and visitor amenities. • Continue to grow the tourism potential of be implemented to address the availability Wells Gray Provincial Park by collaborating • Improve road access to key visitor and affordability of tourism staff housing. on key development initiatives. attractions in Wells Gray Provincial Park; • Support quick actions to help businesses prioritize signage, parking and visitor cope with labour challenges. amenities, and establish a long-term Excel, Exceed, Accelerate: Diversify and maintenance plan for key visitor attractions Expand the Visitor Experience • Support efforts by TIABC and tourism operators to improve and streamline on the west side of the Park. • Work with the Simpcw, Tsq’escenemc government processes that impede business (Canim Lake), and Stswecem’c Xgat’tem • Create an Interlakes communications viability and success. committee to identify locations in (Canoe/Dog Creek) Nations to identify need of technology and communication and support new Indigenous tourism service upgrades. development opportunities for more Be Prepared: Support Natural Disaster purchasable tours and products that will Recovery Success • Increase the accuracy of Google mapping support their economic development, for key roads used by visitors in the Interlakes. • Secure temporary tax relief and operating and bring their culture, traditions, and permit relief (2018–2021) for tourism heritage to life. businesses impacted by the 2017 and Compelling Message: Lead Strategic Growth • Encourage the growth and diversity of food 2018 wildfires. through Continued Collaboration and beverage opportunities in the planning • Improve the understanding with government, area, particularly along Highway 24. local citizens, and businesses of the tourism • Create a no-interest or low interest capital eco-system and the value of tourism. investment fund or loan guarantee and/or • Create a committee of interested financing programs, working with the stakeholders who are willing to work in a province, that tourism operators could access cluster to invest in staying open and to invest in and upgrade their properties. offering products and experiences at a new time of year to lengthen the tourism season or stimulate a new season — e.g., winter.
INTERLAKES | 10 You can likely find it in the more detailed Interlakes Destination LOOKING Development Strategy or you can reach us at: DESTINATION BC [email protected]
MINISTRY OF TOURISM, ARTS AND CULTURE FOR MORE [email protected] INDIGENOUS TOURISM ASSOCIATION OF BC INFORMATION? [email protected] CARIBOO CHILCOTIN COAST TOURISM ASSOCIATION [email protected] [email protected]
THOMPSON OKANAGAN TOURISM ASSOCIATION [email protected]
FRONT COVER PHOTO: FAWN LAKE RESORT, Blake Jorgenson
100 MILE HOUSE Photo: Albert Normandin
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