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DESTINATION DEVELOPMENT STRATEGY HELMCKEN FALLS Photo: Max Zeddler

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DESTINATION DEVELOPMENT STRATEGY HELMCKEN FALLS Photo: Max Zeddler INTERLAKES DESTINATION DEVELOPMENT STRATEGY HELMCKEN FALLS Photo: Max Zeddler DESTINATION BC REPRESENTATIVES Seppe Mommaerts MANAGER, DESTINATION DEVELOPMENT Jody Young SENIOR PROJECT ADVISOR, DESTINATION DEVELOPMENT [email protected] CARIBOO CHILCOTIN COAST TOURISM ASSOCIATION Jolene Lammers DESTINATION DEVELOPMENT COORDINATOR 250 392 2226 ext. 209 [email protected] Amy Thacker CEO 250 392 2226 ext. 200 [email protected] THOMPSON OKANAGAN TOURISM ASSOCIATION Ellen Walker-Matthews VICE PRESIDENT, DESTINATION & INDUSTRY DEVELOPMENT 250 860 5999 ext.215 [email protected] MINISTRY OF TOURISM ARTS AND CULTURE Amber Mattock DIRECTOR, LEGISLATION AND DESTINATION BC GOVERNANCE 250 356 1489 [email protected] INDIGENOUS TOURISM ASSOCIATION OF BC 604 921 1070 [email protected] INTERLAKES | 2 TABLE OF CONTENTS I. EXECUTIVE SUMMARY ........................................................................1 7. STRATEGY AT A GLANCE ............................................................... 39 II. ACRONYMS ..........................................................................................5 8. STRATEGIC PRIORITIES ..................................................................40 Theme 1: Strategically invest in targeted infrastructure upgrades that 1. FOREWORD AND ACKNOWLEDGEMENTS..............................7 will support tourism growth Theme 2: Lead strategic growth through continued collaboration 2. INTRODUCING THE STRATEGY .....................................................9 Theme 3: Diversify and expand the visitor experience a. Program Vision and Goals 9 Theme 4: Enable tourism business viability and success b. Purpose of the Strategy 10 Theme 5: Balance economic growth while protecting the c. A Focus on the Supply and Experience 10 environmental assets upon which tourism relies d. Methodology 11 Theme 6: Support Natural Disaster Recovery Success e. Key Outputs 12 9. IMPLEMENTATION FRAMEWORK ..............................................57 3. ALIGNMENT ......................................................................................... 13 a. Catalyst Projects 4. SUCCESS NETWORKS ..................................................................... 16 b. Provincial and Regional Priorities c. Funding Programs 5. A DISTINCTIVE DESTINATION ......................................................18 a. Geographic Description of the Area 10. MEASURING AND MONITORING SUCCESS....................... 62 b. Description of the Population Base, Communities Included, and First Nation Bands APPENDIX ................................................................................................ 63 Appendix 1: Overview of the Planning Process c. Economy Base — Historical and Current Appendix 2: Communities and First Nations in the Planning Area d. Overview of Tourism Performance Appendix 3: Defining the Vision Together e. Key Visitor Markets Appendix 4: Planning Area Considerations f. Summary of Key Strengths, Challenges, and Opportunities Appendix 5: Objectives by Priority and Implementation Timing g. Experience Potential Appendix 6: Bibliography 6. A DISTINCTIVE DIRECTION .......................................................... 29 a. Vision b. Goals c. Guiding Principles for Destination Development d. Motivating Experiences e. Development Themes f. Interaction of Development Themes and Motivating Experiences FRONT COVER PHOTO: FAWN LAKE RESORT, Blake Jorgenson (C) 2018 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical, without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia. Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super, Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging to Destination BC Corp. EXECUTIVE SUMMARY A. DISTINCTIVE The Interlakes planning area is a place of DESTINATION FOR THE INTERLAKES lakes, rivers, ranchlands, and mountains that provide a rich backdrop for outdoor recreation and nature-based pursuits. Wells Gray Provincial Park is the flagship demand generator in the planning area, along with over 1,000 lakes that make this area a dreamland for anglers, paddlers, and families looking to enjoy a vacation together in nature. This planning area encompasses the main and 100 Mile House. To the south, the corridor of Highway 24 and its junction planning area includes Bonaparte Lake, with Highways 97 and 5. It also stretches and to the north, the planning area is across the Bonaparte Plateau to the bounded by Canim-Hendrix Rd, Canim North Thompson Valley, including Lake, Crooked Lake, and Azure Lake. Wells Gray Provincial Park and the With Highway 24 bisecting the planning communities of Barriere and Clearwater. area east to west, the Interlakes sees The western side of the planning area is visitors who are on a touring journey bounded by a portion of Highway 97 to from Whistler to Jasper and want to include the area between 70 Mile House take the road less travelled. INTERLAKES | 1 While the most prominent assets in the For travellers interested in self-discovery planning area are its natural wonders, by personal vehicle, the Interlakes is for those interested in culture and history ideal as air transportation and rental car the area also offers a glimpse into the availability is limited, and there are region’s past, as it traces part of the old relatively few market and export-ready Hudson Bay Fur Brigade Trail, and tourism operators providing equipment features western heritage, and cowboy rental services and delivering paid culture. In addition, the area is home to activities and experiences. Within the the Simpcw, Tsq’escenemc (Canim Lake), main corridor of Wells Gray Provincial and Stswecem’c Xgat’tem (Canoe/Dog Park, north of Clearwater, exclusive Creek) First Nations. park permits for guided hiking and canoeing operations limit new entrants WITH THE GROWING from providing these specific activities. However, opportunities exist for new INTEREST IN businesses to explore other types of INDIGENOUS activities, and to expand the range of guided activities on the western side of TOURISM THERE the park. IS AN OPPORTUNITY Various issues have contributed to FOR DEVELOPMENT creating a challenging tourism business TO SHOWCASE THE environment and declining tourism business and marketing investment in CULTURE AND the planning area. These include: HERITAGE OF THE • land use conflicts and access AREA’S FIRST NATIONS. • viewscape degradation due to logging Beyond fishing, outdoor recreation • deterioration of trails opportunities available throughout the • insufficient maintenance on planning area include horseback riding, backroads to popular recreation hiking, paddling, snowmobiling, boating, destinations cross country skiing, wildlife viewing, • policies that create a difficult mountain biking, hut-to-hut backcountry operating environment for small hiking (in Wells Gray Provincial Park), businesses and scenic touring, to enjoy the numerous waterfalls found cascading over volcanic The challenges experienced by cliffs. To draw visitors to the area, the businesses are compounded by the Interlakes Economic Association is devastating 2017 and 2018 wildfire developing events that can be grown seasons, of which the effects are still into demand generators over time. yet to be fully known. INTERLAKES | 2 B. DISTINCTIVE There are visitation differences between the DIRECTION FOR THE INTERLAKES east and west portions of this planning area. Wells Gray country, on the eastern side, is VISION: one of BC’s most popular provincial parks, This planning seeing over 250,000 visitors annually1. With area is an affordable, family- Highway 5 being the primary driving route oriented destination from the Lower Mainland to Jasper, visitor that is recognized for its year-round outdoor traffic on the eastern boundary of the planning recreation, fishing, area is significantly higher than across touring, and guest Highway 24, and as such it is more developed, ranch opportunities, and is sought out by with more visitor services and amenities. visitors who appreciate Despite this diversity, stakeholders were getting away from crowds to enjoy the unified in their vision for the planning area. area’s beautiful natural Four destination development goals 3. Incrementally grow the benefits from landscapes. The broad were identified to support the planning tourism while respecting the limited diversity of accessible area’s vision: carrying capacity of the land and backcountry adventures 1. Demonstrate leadership through residents’ desire to retain the area’s and front country resorts, strategic, collaborative planning, targeted unique character and culture. outdoor activities, development, and investment to optimize 4. Maintain a keen awareness and the planning area’s assets and strengthen cultural, heritage, and understanding of the customer, adapting business viability. to the changing needs of the market, Indigenous experiences and develop visitor opportunities that support a thriving 2. Amplify awareness amongst visitors, businesses, and residents alike of the enhance the visitor experience, attract tourism industry, distinct experiences this planning area more travellers, increase length of stay, while being managed has to offer.
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