The Corporation of Delta Tourism Strategy October 2006

DRAFT

Grant Thornton LLP Chartered Accountants Management Consultants

October 26, 2006

49–4224

The Corporation of Delta 4500 Clarence Taylor Crescent Delta BC V4K 3E2

Attention: Ms. Cheryl Hall, Senior Policy Analyst

Dear Ms. Hall:

Re: Delta Tourism Strategy

On behalf of Grant Thornton LLP, I am pleased to provide you with the Delta Tourism Strategy. As per the terms of reference, the enclosed report presents a vision, goals, strategies, and implementation framework. Results from research and analysis related to tourism trends, products and markets in Delta are also provided in the report.

We thank you for your cooperation and assistance during this assignment, and we appreciate the opportunity of working with you and the Standing Committee on Tourism and Economic Development. We will be pleased to hear from you if we may be of assistance in any related matters, in the interpretation of our findings, or in the furtherance of this project.

Yours truly,

MANAGEMENT CONSULTANTS

Per: Doug Bastin, CMC Partner, Grant Thornton Consulting

Grant Thornton Place Suite 1600, 333 Seymour Street Vancouver, British Columbia V6B 0A4 T (604) 687-2711 F (604) 685-6569 E [email protected] W www.GrantThornton.ca

Canadian Member of Grant Thornton International The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Contents

Preface...... 1

Glossary of Terms ...... 2 Introduction...... 2 Glossary ...... 2 Executive Summary ...... 6 Introduction...... 6 Vision, Goals and Strategies ...... 9 Implementation Framework ...... 11 Recommended Next Steps ...... 15 Introduction...... 16 Background ...... 16 Scope of Engagement...... 16 Report Structure ...... 17 Area Overview...... 18 Introduction...... 18 Location ...... 18 Delta’s Three Communities ...... 18 Population ...... 19 Climate ...... 19 Economic Sectors...... 19 Ambience ...... 19 Conclusions...... 20 Tourism Trends...... 21 Introduction...... 21 Tourism Trends – General Travel ...... 21 Tourism Trends – British Columbia...... 22 Tourism Trends – Greater Vancouver...... 24 Key Conclusions and Implications for the Delta Area...... 24 Delta Tourism Profile and Integrated Analysis...... 26 Introduction...... 26 Tourism Product / Support Services Profile...... 26 Tourism Product / Support Service Linkages ...... 31 Determination of Product Priorities ...... 34 Market Overview ...... 35

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Organizational Structure and Leadership...... 39 Conclusions...... 40 Strengths, Opportunities and Constraints...... 42 Introduction...... 42 Tourism Leadership and Management...... 42 Markets...... 44 Marketing and Packaging...... 45 Destination and Tourism Products ...... 46 Tourism Related Infrastructure and Transportation ...... 48 Conclusions...... 50 Vision, Goals and Strategies...... 52 Introduction...... 52 Tourism Vision for Delta ...... 52 Tourism Goals and Strategies ...... 52 Conclusions...... 68 Implementation Framework ...... 69 Introduction...... 69 Implementation Framework ...... 69 Recommended Next Steps ...... 73 Appendices Appendix A Stakeholder Focus Group Notes and Participants Appendix B UBCM Community Tourism Funding Program Appendix C Maps of the Lower Mainland and Delta Appendix D Tourism Product and Support Sector Profiles Appendix E Key Tourism Agencies and Organizations Appendix F Tourism British Columbia 2006/2007 Program Guide Appendix G Intended Outcomes for Goals and Strategies Appendix H Implementation Framework by Start-Up Time

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Preface

The Delta Tourism Strategy was developed from May to September 2006 by Grant Thornton LLP on behalf of the Corporation of Delta.

Critical direction and input in the development of the Delta Tourism Strategy was provided by The Standing Committee on Tourism and Economic Development. Members of the Standing Committee consist of:

Mayor Lois Jackson – Mayor, The Corporation of Delta Vicki Huntington – Councillor, The Corporation of Delta Robert Campbell – Councillor, The Corporation of Delta Scott Hamilton – Councillor, The Corporation of Delta Dana Carroll – Thrifty Foods Greg Condon – Coast Tsawwassen Inn Diana Cousins – Tsawwassen Business Improvement Area Dan Southard – Ladner Business Association Cheryl Hall – Senior Policy Analyst, Human Resources and Planning Department, The Corporation of Delta

Participants at the Tourism Stakeholder Focus Groups (July 12th and 13th, 2006) and Community Forums (July 25th and 26th, 2006) are also acknowledged for their invaluable input to the development of the tourism vision, goals and strategies and overall tourism planning process. Please refer to Appendix A for a complete list of focus group participants.

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Glossary of Terms

Introduction Several terms that been used throughout the Delta Tourism Strategy are described below. Note that many of the terms possess varying definitions depending on the source and applied use. For the purposes of this study, the following descriptions apply.

Glossary Accommodation The provision of lodging or rooms to a transient market. Types of accommodations can include hotels, motels, resorts, campgrounds and RV parks, bed and breakfast properties (“B&B”), inns and cottages.

Adventure Tourism / Ecotourism Travel linked to adventure / ecotourism and / or activities that take place in an outdoor land and marine setting. Such services and activities include wildlife viewing, hiking, mountain biking, horseback riding, flight tours, kayaking, boating and marina services.

Agricultural Tourism (“Agri-tourism”) Travel linked to agricultural and/or rural products, services and experiences. These include country vacations, guest ranches, bed and breakfasts, wine tours and tasting, cooking classes, green houses, harvest festivals, farmer’s markets and fruit, herb and vegetable stand shopping.

“Ardent Recreation Golfers” People travelling with the primary purpose of golfing.

Community Recreation Activities Participation in and/or use of community recreation facilities and programs, such as arts & crafts, youth centres, senior centres, and other community recreation activities.

“Core” Tourism Products Tourism products that are, or could be, a main draw for visitors to the Delta area; and/or form a significant part of the visitors’ experiences.

Cultural and Heritage Tourism Travel motivated by a desire to participate in cultural and heritage activities, such as aboriginal tourism products, cultural/heritage programs, events and festivals, art galleries, museums, and/or heritage attractions.

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Festival and Event Tourism Travel linked to leisure-oriented special events, including fairs, sporting events, festivals, cultural events and reunions. Festival and events usually represent a fun filled experience for both local residents and visitors, and can be significant economic drivers for the local economy

Food and Beverage Includes full-service restaurants, limited-service restaurants, and taverns. These establishments are further defined as: • Full-Service Restaurants – establishments that may sell alcoholic beverages, provide take- out services, operate a bar, or present live entertainment in addition to serving food and beverages. Categories include family, casual or fine dining. • Limited Service Restaurants – establishments where patrons select items at a counter, food bar or cafeteria line (or order by telephone) and pay before eating. Food and drink are picked up for consumption on the premises, for take-out, delivered to customers’ location, or served to seated customers. • Taverns – primarily engaged in preparing and serving alcoholic beverages for immediate, on-site consumption. These establishments may also provide limited food services.

“Get-Away” Market Visitors travelling on a short term “get-away” (one or two nights). The “Get-Away” market relevant to Delta is mainly from Vancouver Island and Seattle areas.

Golf Tourism Travel linked to golfing, and golfing tournaments and events. Courses fall into categories of private member owned clubs, and privately or publicly owned that allow public pay.

Hard Adventure Market Visitors that focus on participating in unique outdoor experiences or “adventure” that involves excitement and elements of risk, physical exertion and skills.

Health Tourism Leisure, recreational and educational activities, removed from the distractions of work and home that use tourism products and services designed to promote and enable customers to improve and maintain their health and well-being.

Industrial Tourism Travel to learn about industrial environments, processes and traditions. Activities can include visits to manufacturing plants, ports, landfills, timber mills, natural resource factories, food processing factors, and industrial parks/villages.

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Learning Tourism Educational programmed activities where visitors gain knowledge, awareness and/or skills related to a particular subject. Such subjects can encompass a wide range of areas, including environment, spirituality, wellness, health and arts and crafts.

Market Readiness The readiness of a tourism product to meet market demands related to quality, awareness, and infrastructure.

Meeting and Conferences The meeting facilities referred to here are the dedicated or freestanding buildings that cater to a range of professional, technical and other kinds of meetings and conferences.

Priority Products Tourism products that offer the greatest potential for development in Delta based on a method that rates a series of products against two sets of criteria: “Resource” and “Market”, which are defined in the table below.

Resource Criteria: Quantity The extent or amount of the resource to support each product. Quality The quality of the resource from an activity or tourism perspective. Accessibility The ease with which the product can be accessed relative to distance, safety, terrain and parking. Seasonality The number of months or seasons during which the product can be offered. Market Criteria: Existing The importance of the product relative to the area’s existing tourism market. Market Trends Consideration of local/regional/national trends in activity participation. Market The potential of the product to attract visitors or increase length of stay based on Potential consideration of resource quality, existing market profile and market trends.

Market The number of visitor markets to which the product appeals. For the purposes of Origin this analysis, the four market categories include: B.C.; Regional (border states and provinces); North American long haul; and International.

Soft Adventure Market Visitors that focus on participating in unique outdoor experiences or “adventure” that involves a minor element of risk, minimal to moderate physical exertion and minimal to moderate skill.

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Sport Tourism Travel motivated by the desire to be involved with sport related activities, including tournaments, conferences and meetings, and events. (Note that golf tourism is documented separately).

Themed Attractions Commercial developments that include theme parks, waterslides, laser tag/activities, paintball and climbing walls.

Tourism Linkages Tourism products and support services that have direct relationships (links) or overlap with each other. For example, many cultural and heritage tourism products are specific events (e.g. the South Delta Jazz Festival), therefore a tourism linkage exists between the cultural and heritage tourism product and the festivals and events product.

Tourism Support Services Those services/sectors that support the tourism industry, such as accommodation, transportation, and food and beverage.

Transportation The mode of travel in which visitors arrive and leave a destination, including airplane, road/vehicle, ferry, rail, etc.

VFR Market Visiting friends and relatives market.

Volunteer Tourism Travel motivated by a desire to participate in community development projects which are primarily nature, social, cultural or heritage based.

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Executive Summary

Introduction Delta features many attributes that are important to developing a successful tourism industry. Tourism stakeholders in Delta recognize the potential to capitalize on these attributes by enhancing tourism development and marketing, resulting in opportunities to increase economic, social and environmental benefits to Delta’s three communities: Ladner, Tsawwassen and North Delta. As such, the Corporation of Delta has established a Standing Committee on Tourism and Economic Development to provide advice to Delta’s municipal council and staff with respect to the development of tourism and economic activities in Delta and related to the 2010 Olympic Games. Grant Thornton LLP (“Grant Thornton”) has been engaged to develop a Tourism Strategy (vision, goals, strategies, opportunities and tourism industry profile) to guide the future development of Delta’s tourism industry.

Area Overview Characteristics that make Delta the community it is today include a central location, sunny climate, deep-rooted economy, diverse population, outstanding settings, and a peaceful, safe environment. These attributes are also common, essential ingredients that provide a foundation of building blocks from which to develop a vibrant tourism industry.

Tourism Trends Provincially and regionally, tourism is a large and rapidly growing industry, with projections for continued growth over the next 20 years. In 2005, a total of almost 22.9 million overnight visitors came to BC and spent almost $9.8 billion, representing the best performance for tourism in BC over the last five years (2001 to 2005). At the same time the total number of overnight visitors to Greater Vancouver was just over 8.6 million, a 1% increase from 2004.

Delta has an excellent base of tourism-related assets and resources that can be developed to accommodate growing provincial and regional market demands for particular tourism products and experiences, including shorter “get-away” vacations, destinations that are safe, clean and green, and products that maintain environmental values. In addition, Delta is located in close proximity to the Tsawwassen BC Ferries Terminal and the Vancouver International Airport, providing opportunities to focus marketing efforts on travellers using these services.

Tourism Industry Profile and Integrated Analysis The purpose of the Tourism Industry Profile and Integrated Analysis is to gain a clear understanding of the type and status of core tourism products and supporting services, visitor markets and tourism related organizations that currently exist in Delta and that will provide the foundation for tourism planning, development and marketing.

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Tourism Product / Support Services Profile Nine “core” tourism products and three services that support the tourism industry were profiled according to their current status (quantity, diversity, and market readiness), key strengths, key weaknesses / issues, and key opportunities. The products and support services were then assessed to determine the potential for future development or enhancement of each within Delta. Those tourism products and support services profiled consist of:

Tourism Products Support Services • Agricultural Tourism • Accommodations • Culture and Heritage Tourism • Food and Beverage • Sport Tourism and Community • Transportation Recreation Activities • Festival and Event Tourism • Adventure and Ecotourism • Industrial Tourism • Themed Attractions • Golf Tourism • Meetings and Conferences

Tourism Product/Support Services Linkages Many tourism products/services link or overlap with each other, and when packaged together, respond well to market demand. Based on an assessment of linkages between Delta’s profiled tourism products/services, the tourism products/services listed below have the highest number of strong linkages to Delta’s other tourism products/services:

1. Cultural and Heritage Tourism 2. Learning and Health Tourism 3. Festival and Event Tourism 4. Agricultural Tourism 5. Accommodation 6. Food and Beverage 7. Meetings and Conferences

Product Priorities There are significant opportunities to build on the strengths and base resources of Delta by focusing on the following priority products/activities: 1. Agricultural Tourism 2. Adventure and Ecotourism 3. Cultural and Heritage Tourism 4. Learning and Health Tourism

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Market Overview The number of visitors to the Delta Visitor Information Centre (“VIC”) has increased recently. Other observations based on the Delta VIC data include the fact that the majority of visitors (30%) to the VIC in 2005 came from Washington, followed closely by local residents (24%). In addition, with 23% of visitors to the area being “same-day” visitors and half of the total annual visitation occurring between June and August, key challenges for Delta are to increase the average length of stay for visitors and attract more shoulder and off-season visitors. Addressing these challenges will be important to the success of Delta’s tourism industry.

Industry interviews, in addition to statistics from one of the area’s prominent hotels, indicate that the trip purpose for many visitors to the Delta area is leisure. The Coast Tsawwassen Inn indicated that approximately 74% of their guests are visiting for pleasure, while 26% are visiting on business. Industry interviews also revealed that important existing and potential markets for Delta’s tourism industry are: ƒ Visiting friends and relatives (“VFR”) ƒ Washington State visitors ƒ Lower Mainland (day visitors) ƒ Vancouver Island residents ƒ Semi-retired visitors

Organizational Leadership and Structure There are a number of national, provincial, regional and local organizations that have mandates, responsibilities and operational activities that currently, or could potentially, be significantly involved in Delta’s tourism industry. At present, the local organizations that play leadership roles within Delta’s tourism industry include the Corporation of Delta, the Chamber of Commerce, Tsawwassen First Nation, the Ladner Business Association, the Tsawwassen Business Association, the Tsawwassen Business Improvement Association, and the North Delta Lions Club. The success of Delta’s tourism industry will strongly depend on the effectiveness of leadership and management stemming from all of these organizations at both strategic and operational levels, in addition to the ability of Delta to take advantage of the programs of, and relationships to, provincial and national tourism organizations/agencies.

Strengths, Opportunities and Constraints Analysis Based on research and analysis conducted for the Tourism Industry Profile and consultation with tourism stakeholders, an analysis of Delta’s tourism strengths, opportunities and constraints was conducted. Strengths, opportunities and constraints of Delta’s tourism industry were analysed based on the following strategic tourism themes: • Tourism leadership and management • Markets • Marketing and packaging

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• Destination and tourism products • Transportation and tourism related infrastructure

Based on the analysis, there are a number of opportunities to build on the tourism strengths of the area, in concert with dedicated efforts to address fundamental constraints that currently hinder the growth of Delta’s tourism industry. Key opportunities and constraints related to Delta’s tourism industry include:

Key Opportunities • Development of Priority Products • Partnering and Collaborative Initiatives

Key Constraints • Lack of Awareness about Delta as a Tourism Destination • Lack of Tourism-Related and Supporting Infrastructure, in Particular Accommodation and Visitor Information Services • Geographical Expanse of Delta

Vision, Goals and Strategies A vision, goals and strategies have been developed that form the core of the Delta Tourism Strategy.

The Tourism Vision The vision was crafted by the project consulting team, with input from the Standing Committee on Tourism and Economic Development, as well as from internal and external stakeholders during two focus group meetings and two community public forums.

10 Year Vision Delta Tourism Strategy

Delta is recognized for its vibrant tourism industry, with its three communities collectively offering unique and diverse rural, natural, and cultural tourism experiences in outstanding settings

Goals and Strategies The Delta Tourism Strategy includes the following eight goals and associated strategies. More specific actions, intended outputs and intended outcomes are presented in the report.

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A. Tourism Leadership and Management

Goal A-1 Improve leadership and coordination related to tourism destination development and marketing in Delta

Strategy 1: Define roles of key tourism organizations and bodies with regard to tourism development, management and marketing

Strategy 2: Define priorities on an annual basis

Strategy 3: Communicate regularly with stakeholders

Goal A-2 Create the human, organizational and financial capacity to implement effective tourism programs

Strategy 1: Hire a qualified tourism program manager (possibly on a contract basis)

Strategy 2: Develop a “Delta Tourism Enhancement Matching Fund Program”

B. Market Development and Marketing

Goal B-1 Increase awareness about Delta as a tourism destination

Strategy 1: Develop strong awareness about Delta’s tourism assets through an effective Delta Umbrella Branding program

Strategy 2: Feature and develop at least one “outstanding” “iconic” attraction or product from each of the three communities – the “hook” that will draw visitors to Delta

Strategy 3: Collaborate with BC Ferries and relevant “Island” DMOs (e.g. Tourism Victoria, Vancouver Island Regional Association, Tourism Nanaimo, etc.) to increase the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets

Strategy 4: Develop strong awareness about the value of tourism in Delta among local residents and businesses

Goal B-2 Increase visitor volumes, length of stay and spending

Strategy 1: Prepare and implement a Tourism Marketing Plan for Delta

Goal B-3 Use sound research to support the development and evaluation of marketing and development initiatives

Strategy 1: Design and implement a cost effective research program

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C. Product Enhancement, Development and Packaging

Goal C-1 Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta

Strategy 1: Create product enhancement/development plans for priority products

Strategy 2: Design tourism packages aimed at attracting target markets and increasing visitor length of stay

Strategy 3: Partner with other Lower Mainland communities and programs to develop broader network for certain products; a good existing example is Tour de Delta (potential partner products include farm tours, wineries, etc.)

Strategy 4: Develop an Accommodation Strategy to increase and enhance accommodation throughout Delta

Strategy 5: Develop tourism opportunities related to the 2010 Winter Olympic and Paralympic Games – prior to, during and post Games

D. Destination Development and Management

Goal D-1: Provide transportation services and products that support the further development of Delta as a tourism destination

Strategy 1: Create an effective signage program that ties in with the Delta Umbrella Branding initiative

Strategy 2: Support efforts to further develop Boundary Bay Airport

Strategy 3: Develop cycling routes that feature attractions (natural and person-made) and services en- route

Goal D-2: Ensure the tourism industry’s operating practices safeguard Delta’s agricultural and ecological assets

Strategy 1: Develop an industry-driven code of conduct to help ensure that, as tourism grows, tourism operators and visitors do not negatively impact Delta’s agricultural and ecological assets

Strategy 2: Encourage some product packaging that uses organized tours and larger vehicles (vans) to help minimize individual vehicular traffic on rural roads

Implementation Framework The Delta Tourism Strategy is a practical and action-oriented document that provides direction for tourism planning, development and marketing in Delta. As a result, to implement the tourism vision, goals and strategies, dedicated staff, financial resources, and cooperation from key tourism

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agencies/organizations are required. The goals and strategies presented in the report require implementation in the short, mid and longer-term. The implementation framework is presented below by tourism theme and goal. The implementation framework, categorized by start-up timing for each strategy is also presented in Appendix H of the report.

A. Tourism Leadership and Management

Start-Up Goal and Strategy Lead Role Timing Goal A-1 Improve leadership and coordination related to tourism destination development and marketing in Delta Strategy 1: Define roles of key tourism o Standing Committee Short-term organizations and bodies with regard o Corporation of Delta to tourism development, management o Chamber of Commerce and marketing Strategy 2: Define priorities on an annual basis o Standing Committee Short-term o Corporation of Delta Ongoing o Chamber of Commerce o Tourism program manager (see Goal A-2, Strategy 1) Strategy 3: Communicate regularly with o Corporation of Delta Short-term stakeholders o Chamber of Commerce Ongoing o Tourism program manager Goal A-2 Create the human, organizational and financial capacity to implement effective tourism programs. Strategy 1: Hire a qualified tourism program o Standing Committee Short-term manager (possibly on a contract basis) o Corporation of Delta Strategy 2: Develop a “Delta Tourism o Corporation of Delta Longer-term Enhancement Matching Fund o Chamber of Commerce Program” o Tourism program manager

B. Market Development and Marketing

Start-Up Goal and Strategy Lead Role Timing Goal B-1 Increase awareness about Delta as a tourism destination Strategy 1: Develop strong awareness about o Corporation of Delta Mid-term Delta’s tourism assets through an o Chamber of Commerce effective Delta Umbrella Branding o Tourism program manager program. o Professional Marketing Firm Strategy 2: Feature and develop at least one o Corporation of Delta Mid-term “outstanding” “iconic” attraction or o Chamber of Commerce product from each of the three o Tourism program manager communities – the “hook” that will draw visitors to Delta.

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Start-Up Goal and Strategy Lead Role Timing Strategy 3: Collaborate with BC Ferries and o Chamber of Commerce Longer-term relevant “Island” DMOs (e.g. Tourism o Tourism program manager Victoria, Vancouver Island Regional Association, Tourism Nanaimo, etc.) to increase the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets Strategy 4: Develop strong awareness about the o Chamber of Commerce Short-term value of tourism in Delta among local o Tourism program manager Ongoing residents and businesses Goal B-2 Increase visitor volumes, length of stay and spending Strategy 1: Prepare and implement a Tourism o Corporation of Delta Mid-term Marketing Plan for Delta. o Chamber of Commerce o Tourism program manager Goal B-3 Use sound research to support the development and evaluation of marketing and development initiatives Strategy 1: Design and implement a cost effective o Corporation of Delta Longer-term research program o Chamber of Commerce o Tourism program manager

C. Product Enhancement, Development and Packaging

Start-Up Goal and Strategy Lead Role Timing Goal C-1 Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta Strategy 1: Create product o Corporation of Delta Mid-term enhancement/development plans for o Chamber of Commerce priority products o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager Strategy 2: Design tourism packages aimed at o Corporation of Delta Mid-term attracting target markets and o Chamber of Commerce increasing visitor length of stay o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager

Strategy 3: Partner with other Lower Mainland o Corporation of Delta Longer-term communities and programs to develop o Chamber of Commerce broader network for certain products; o Product / Sector a good existing example is Tour de Organizations (e.g. Delta Arts Delta (potential partner products Council) include farm tours, wineries, etc.) o Community Business

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Start-Up Goal and Strategy Lead Role Timing Associations o Tourism program manager Strategy 4: Develop an Accommodations Strategy o Chamber of Commerce Longer-term to increase and enhance o Tourism program manager accommodation throughout Delta

Strategy : Develop tourism opportunities related o Chamber of Commerce Longer-term to the 2010 Winter Olympic and o Tourism program manager Paralympic Games – prior to, during and post Games.

D. Destination Development and Management

Start-Up Goal and Strategy Lead Role Timing Goal D-1: Provide transportation services and products that support the further development of Delta as a tourism destination Strategy 1: Create an effective signage program o Corporation of Delta Mid-term that ties in with the Delta Umbrella o Chamber of Commerce Branding initiative. o Tourism program manager Strategy 2: Support efforts to further develop o Corporation of Delta Mid-term (as Boundary Bay Airport expansion of the airport has already begun) Ongoing Strategy 3: Develop cycling routes that feature o Corporation of Delta Longer-term attractions (natural and person-made) o Product / sector organizations and services en route (e.g. cycling club) Goal D-2: Ensure the tourism industry’s operating practices safeguard Delta’s agricultural and ecological assets Strategy 1: Develop an industry-driven code of o Corporation of Delta Mid-term conduct to help ensure, that, as o Chamber of Commerce tourism grows, tourism operators and o Tourism program manager visitors do not negatively impact Delta’s agricultural and ecological assets. Strategy 2: Encourage some product packaging o Corporation of Delta Longer-term that uses organized tours and larger o Chamber of Commerce vehicles (vans) to help minimize o Tourism program manager individual vehicular traffic on rural roads.

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Recommended Next Steps The Delta Tourism Strategy is a comprehensive document that examines a range of tourism-related issues and opportunities, and presents goals and strategies to further develop Delta’s tourism industry. The implementation of the Strategy will be challenging. Critical next steps to move forward are as follows.

Standing Committee Review and Priority Setting The Standing Committee must set initial priorities for implementation, ideally based on the strategies and recommendations recommended in this report. The setting of priorities will likely acknowledge that resources are limited and the Corporation and its stakeholders may not be able to pursue all the strategies.

Presentation to Council Based on the Standing Committee’s review of the Tourism Strategy and identification of priorities, the Standing Committee should present the priorities to Council for consideration and approval.

“Quick Wins” The Standing Committee should aim to achieve some “quick wins” early in the process. Implementing selected strategies that generate visible results in the first six months of implementation will serve as a catalyst for subsequent activities, and motivate stakeholders. Recommended ways to achieve several “quick wins” include: ƒ Hiring a qualified tourism program manager, even on a short-term, contract basis, to initiate priority strategies; ƒ Initiating the umbrella branding program (Strategy B-1-1), through an inclusive brand development process led by a professional marketing/branding firm; and, ƒ Initiating the signage program (Strategy D-1-1) that ties in with the umbrella branding program (Strategy B-1-1) to create effective signage for Delta as a destination and for individual tourism attractions and businesses.

Communication The Standing Committee should communicate the results of the Tourism Strategy and its implementation progress on a regular basis with the following audiences: ƒ City Council; ƒ Those who participated in the Tourism Strategy Focus Group sessions; ƒ Broader tourism industry stakeholders; ƒ Delta residents; and, ƒ Regional, provincial and national Destination Marketing Organizations (Vancouver Coast and Mountains Tourism Association, Tourism British Columbia and the Canadian Tourism Commission).

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Introduction

Background Delta features many attributes that are important to developing a successful tourism industry, including (but not limited to): • A globally important agricultural industry; • A rich agricultural and fishing heritage; • Significant ecological and natural areas; • Diverse cultures, festivals, and events; • Attractive outdoor recreation areas; • Strong community spirit; and, • Proximity to some of British Columbia’s (“BC’s”) primary transportation “gateways”.

Tourism stakeholders in Delta recognize the potential to capitalize on these attributes by enhancing tourism development and marketing, resulting in opportunities to increase economic, social and environmental benefits to Delta’s three communities: Ladner, Tsawwassen and North Delta. To assist communities in meeting this target, the Province has provided $25 million in funding for tourism related projects through the Union of British Columbia Municipalities (“UBCM”).

As such, the Corporation of Delta (the “Corporation”) is undertaking a project to develop a Tourism Strategy that will guide the future development of Delta’s tourism industry, with the aim of contributing to the Provincial objective of $19.6 billion by 2015. The Corporation has established the Standing Committee on Tourism and Economic Development (the “Standing Committee”) to oversee the development of the Tourism Strategy. The Standing Committee engaged Grant Thornton LLP (“Grant Thornton”) to develop the Tourism Strategy, with support from UBCM funding. This report presents the results of the Tourism Strategy for Delta.

Scope of Engagement The scope of this engagement included the following tasks: • Conduct a review of provincial and regional tourism trends related to industry performance; • Profile and assess current tourism products, support services, visitor markets, and tourism related organizations in Delta; • Identify strengths, opportunities and constraints that influence tourism planning, development and marketing in Delta; • Develop a tourism vision, goals and strategies for Delta; and, • Develop an implementation plan that defines lead roles and start-up timelines to achieve the vision, goals and strategies.

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The overall purpose of the Tourism Strategy is to assist the Corporation of Delta, tourism organizations and industry stakeholders in collectively addressing barriers to sustainable tourism development and in capitalizing on opportunities to enhance tourism activity in the area. Many strategies that are provided in the Tourism Strategy fall within the scope of the UBCM Community Tourism Program’s funding (see Appendix B).

Report Structure The report is intended to provide practical and action-oriented direction for tourism planning, development and marketing in Delta. The core component of the report is the Vision, Goals and Strategies section which presents strategic directions for enhancing tourism in Delta at both a broad level (vision and strategies) and a more specific level (actions that fall under strategies). A subsequent section to the Vision, Goals and Strategies is the Implementation Framework which outlines the critical steps that must be taken to implement the Delta Tourism Strategy.

The report is divided into the following sections: • Introduction • Area Overview • Tourism Trends • Tourism Industry Profile and Integrated Analysis • Strengths, Opportunities and Constraints • Vision, Goals and Strategies • Implementation Framework • Appendices

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Area Overview

Introduction This section of the report presents an overview of the Delta area. A variety of sources were used to support this section, including the Corporation of Delta “Live, Work and Play” publication, Delta Tourism 2005 and 2006 publications, BC Statistic’s, Delta Community Facts, and the Visitor’s Choice Delta guidebook.

Location Located on the southwest coast of British Columbia, Delta is a large distinct municipality situated approximately 45 minutes from downtown Vancouver; 20 minutes from the Vancouver International Airport; and less than 30 minutes from the U.S. border. Both freshwater and ocean surround Delta, with the Fraser River to the north, Georgia Strait to the west, and Boundary Bay to the south. Neighbouring communities include Richmond, Surrey, New Westminster, and Point Roberts (in the USA). Maps of the Lower Mainland and Delta are provided in Appendix C.

Delta’s Three Communities Delta is the second largest municipality (in terms of area) in the Lower Mainland, covering approximately 350 square kilometers. The municipality consists of the following three distinct communities. • Tsawwassen – Tsawwassen is named after the original First Nation people that lived in the area. The community is known for its sunny climate, and serves as the main gateway to Vancouver Island and the Gulf Islands from the mainland via the Tsawwassen BC Ferries Terminal. Situated on a peninsula in the south-west of Delta, Tsawwassen has a population of approximately 25,000 which consist of mainly families and seniors. The community features outstanding views, beautiful beaches and attractive gardens. • Ladner – Founded in 1868, Ladner originated as a fishing and farming village and continues to retain the same village economy and character today. The community has approximately 25,000 people and hosts a variety of tourism attractions for the Delta area, including a quaint commercial downtown core; unique, heritage buildings; George C. Reifel Bird Sanctuary; the Delta Museum and Archives; Kaymaran Adventure Tours; the Village Market; and waterfront restaurants. • North Delta – Situated in the upland area along with the municipality’s boundary with Surrey, North Delta is primarily a residential community, and the most populated within Delta (approximately 52,000 people). North Delta features a variety of spectacular natural assets, including Watershed Park, natural ravines and dykes, Burns Bog and the Fraser River.

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Population Delta is home to approximately 102,655 (2005 statistics) people. It is a multi-cultural area with four main languages: English, Punjabi, Chinese, and Hindi. The majority of people that reside in Delta are between the ages of 35 and 64 years (42%).

Climate Known as “Greater Vancouver’s Sun Belt”, Delta is one of the sunniest and driest spots in the Lower Mainland. The climate is moderate, with average daily temperatures reaching between 55 and 75 degrees Fahrenheit (12 to 24 degrees Celsius) in the summer and between 32 and 50 degrees Fahrenheit (0 to 10 degrees Celsius) in the winter months. Delta’s climate is very positive from a tourism perspective, particularly given the higher rainfall of Lower Mainland communities to the north.

Economic Sectors Important economic sectors in Delta include agriculture, fishing, commerce and industry. The Corporation of Delta summarizes key features of each economic sector in its “Live, Work and Play” publication. The following overview level information is drawn from this publication. • Agriculture - Agriculture accounts for more than half the land use in Delta. The area’s alluvial soil has long played a role in Delta’s economic life. Overall, Delta features over 10,000 hectares of fertile agricultural land that provides 25% of the Farm Gate Produce Value for BC and creates 1,200 direct agricultural jobs. • Fishing - The Fraser River is the largest salmon-producing river in the world. Over four million spawning salmon migrate up the Fraser River each year which led to the early development of salteries and canneries. Fishing continued to be of great economic importance for the community until just before the First World War, and today represents an important part of the community’s heritage. • Commercial - Commercial centres consisting of neighbourhood shops, services, and diverse dining experiences exist in each of the three communities – Ladner, Tsawwassen and North Delta. Delta also has its own cable television service and four community newspapers. • Industry - Delta has historically one of the fastest growing industrial areas in Greater Vancouver, with approximately 1,455 hectares of industrially zoned land. During the past five years, Delta has accounted for 29% of new industrial supply in the Greater Vancouver area. Industrial development in Delta is predominately concentrated along the northern Fraser River boundary, and encompasses the largest (Annacis Island) and the fourth-largest (Tilbury) industrial parks in the Lower Mainland.

Ambience Ladner, Tsawwassen, and North Delta all emanate a quiet, peaceful and relaxing ambience, as well as unique heritage and character. This is no surprise as the area is abundant with rural, ecological and cultural assets. Delta is also considered to be a safe community, realizing the third lowest average

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crime rate in the Lower Mainland based on the last 10 years’ (approximately 90 criminal code cases per 1,000 population).

Conclusions Characteristics that make Delta the community it is today include a central location, sunny climate, deep-rooted economy, diverse population, outstanding settings, and a peaceful, safe environment. These attributes provide a foundation from which to develop a vibrant tourism industry.

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Tourism Trends

Introduction This overview of tourism and travel trends is intended to provide a “big picture” summary of key tourism trends and market characteristics that have the potential to influence visitation to the Delta area. Understanding these trends and characteristics is important as they reflect people’s travel preferences, expectations, and willingness to pay for different travel products. The ability of a destination and its tourism operators to recognize and respond to trends and market characteristics is important for attracting visitors both to a community and to particular tourism products and services.

Specifically, this section covers the following topics: • General travel trends; • Provincial tourism trends; • Greater Vancouver tourism trends; and, • Implications of the tourism and travel trends on potential tourism development in Delta. Note: Information specific to Delta’s visitors markets is provided in detail in the Tourism Industry Profile and Integrated Analysis section of the report.

Tourism Trends – General Travel There are a number of travel and market trends that are influencing, or have the potential to influence, tourism activity in Delta. These trends include demand for: • Shorter “get-away” vacations; • Good value-for-money; • High-quality tourism products and services; • Enriching and authentic travel experiences; • Destinations that are safe, clean and green; • Convenient transportation to and within destinations; • The ability to use the Internet to find information on destinations and products of interest and to book and purchase vacations; • Products that maintain environmental values; • Multiple-activity destinations resulting in increased interest in travel packages that combine a diverse array of activities and services; and • Family tourism.

In addition to the above trends, visitors are increasingly seeking a variety of tourism experiences in one vacation, rather than a traditional and more simplistic “sun, sand and sea” experience. For

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example, in one vacation a visitor may: play golf, take part in a wine-tasting tour, visit an historic site and indulge in spa activities. More enriching and authentic travel experiences, as noted earlier, are important components for these more diverse tourism experiences.

In response to the visitor trends presented above, several products that are providing enriching and authentic tourism experiences include: • Nature-based tourism, adventure tourism and ecotourism; • Cultural and heritage tourism; • Agricultural tourism; • Cuisine tourism; • Learning and experiential tourism; and, • Health and wellness tourism.

Tourism Trends – British Columbia Visitor Volumes and Revenues Tourism is an important component of the BC economy. BC Statistics indicates that there are 17,000 tourism-related businesses in the province and that more than 117,900 direct jobs exist in the industry.

After taking several years to recover from the events of 9/11, the war in Iraq, and general economic pessimism that prevailed during the early years of the new millennium, tourism performance in BC has recovered in recent years. A total of almost 22.9 million overnight visitors came to BC and spent almost $9.8 billion in 2005, representing the best performance for tourism in BC over the last five years (2001 to 2005).

Visitor Origin The number of U.S. visitors to BC declined by 3.1% between 2004 and 2005. Based on preliminary Stats Canada data for the early months of 2006, it appears that the decline in U.S. travel to Canada, and likely to BC, is continuing into this year. Future visitation from the U.S. is uncertain, however, it will be subject to a range of other influencing factors, such as the strength of the Canadian dollar, passport requirements, perception of welcome in Canada, gas prices and general economic conditions.

To some extent, the decline in the U.S. visitor market may be off-set by continued increases in the number of Canadian and European visitors which have increased by 4.4% and 7.9% respectively from 2001 to 2005 (although, it is important to note that the growth rates of these two markets have varied considerably over the period shown). The Canadian market, which represented 71% of total 2005 visitation and 57% of total revenue (up marginally from 70% of visitors and 56% of revenue in 2002), is expected to continue to be BC’s primary visitor market.

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Overall, it is estimated that BC currently hosts less than 1% of global tourism market share (as measured by the number of international arrivals), which suggests considerable untapped market potential.

Transportation Statistics Summarized selected transportation statistics from The Vancouver International Airport and BC Ferries reveal the following: • Use of the Vancouver International Airport increased by 60.4% from 1993 to 2005. This increase represented more than 6.1 million additional passengers in 2005 relative to 1993. Total passengers at Vancouver International Airport in 2005 were 16.4 million, up by almost 1.5 million from 2003. • Traffic data through the BC Ferries Tsawwassen Terminal (Route 1: Tsawwassen-Swartz Bay; Route 9: Tsawwassen-Southern Gulf Islands; and Route 30: Tsawwassen-Duke Point), shows that, for the most recent year available (fiscal year 2005/2006), almost 8 million vehicles and foot passengers travelled through the Tsawwassen Terminal. Of the 8 million, approximately 6.3 million were vehicles and 1.6 million were foot passengers. • According to a Customer Satisfaction Survey conducted in 2005 from the BC Ferries Tsawwassen Terminal, the majority of passengers travelling through the Terminal live on Vancouver Island (39%), followed closely by the Lower Mainland (34%). Only 3% originate from the Gulf Islands. In addition, the amount of adult passengers travelling alone is equal to those travelling with children (both 42%), and the average age of a passenger is 50 years old.

Passenger Origins – BC Ferries Tsawwassen Terminal Passenger Origins % Vancouver Island 39% Lower Mainland 34% Gulf Islands 26% Other (BC, Canada, USA and Int’l) 1% Total 100% Source: BC Ferries

2010 Winter Olympics As announced on July 2, 2003, Vancouver and Whistler have been selected to host the 2010 Winter Olympic Games (the “Olympics”). The Olympics are expected to have a significant effect on BC’s tourism industry in terms of both generating public awareness about the province and in driving visitation and tourism revenues. The provincial government has made it a policy priority to demonstrate the regional socio-economic benefits of the Olympics. The Olympics are expected to stimulate increased awareness about tourism in BC, which will be expanded on through destination promotion, product development and media relations for the province.

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Tourism Trends – Greater Vancouver Visitor Volumes Overnight visitation to Greater Vancouver has increased minimally over the last five years, with a very modest annual average growth rate of 0.8%. Similar to BC, Greater Vancouver experienced a decline in visitation from 2002 to 2003 due to significant global events; however, regained its visitation in 2004 and 2005. The total number of overnight visitors to the region in 2005 was just over 8,600,000, a 1% increase from 2004. The following table demonstrates visitation to Greater Vancouver over the five-year period from 2001 to 2005.

Overnight Visitors – Greater Vancouver Region 2001 2002 2003 2004 2005 Average Annual Change 8,347,153 8,321,683 7,967,198 8,523,304 8,604,870 0.8% Source: Tourism Vancouver

Visitor Origin The greatest number of visitors to Greater Vancouver in 2005 was Canadian, totalling 58.6% of all visitors. The next highest was U.S. visitors at 25.8%, followed by Asia/Pacific at 9.0%, Europe at 5.0% and Other International at 1.5%. Following similar trends as B.C., the greatest decline in visitors origin from 2004 to 2005 was from the U.S. market (decrease of 3.1% in Greater Vancouver and 3.4% in B.C.), while visitation from European residents grew by 8.2%, and 11.2% from 2003 to 2004.

Length of Stay Over 25% of visitors to Greater Vancouver in 2004 stayed for one night, followed by two nights at 24% and three nights at 17%. The next highest length of stay was six to nine nights (12%). The overall average length of stay was 4 nights.

Key Conclusions and Implications for the Delta Area Key conclusions drawn from this research are as follows: • Demand is increasing for a number of tourism products and experiences. Delta has an excellent base of resources from which tourism products and services can be developed to meet this growing demand, in particular related to shorter “get-away” vacations, destinations that are safe, clean and green, and products that maintain environmental values. • Provincially and regionally, tourism is a large and rapidly growing industry, with projections for continued growth over the next 20 years. • Changes in key tourism markets for the region and BC as a whole (e.g. decline of the U.S. market and increase of the European and Canadian markets) complement Delta’s tourism products and resources (e.g. a large portion of the European market currently visiting Delta tends to stay longer and is interested in authentic, enriching experiences; portions of the U.S.

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market are highly interested in bird watching), providing opportunities for Delta to develop and enhance tourism products that meet the needs of these changing markets.

• Delta is located in close proximity to the Tsawwassen BC Ferries Terminal and the Vancouver International Airport, providing opportunities to focus marketing efforts on travellers using these transportation services.

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Delta Tourism Profile and Integrated Analysis

Introduction Delta’s tourism industry is profiled and analysed in this section. The purpose of the Tourism Profile and Integrated Analysis is to gain a clear understanding of the type and status of core tourism products and supporting services, visitor markets and tourism related organizations that currently exist in Delta and that will provide the foundation for tourism planning, development and marketing. This section of the report is broken down into the following components. • Tourism Product / Support Services Profile • Tourism Product / Support Services Linkages • Determination of Product Priorities • Market Overview • Organizational Structure and Leadership • Conclusion

Tourism Product/Support Services Profile The structure of the Tourism Product / Support Services Profile is described below.

1. “Core” tourism products which are, or could be, a main draw for visitors to the Delta area, and/ or form a significant part of visitors’ experience while in Delta. • Agricultural Tourism • Culture and Heritage Tourism • Sport Tourism and Community Recreation Activities • Festival and Event Tourism • Adventure and Ecotourism • Industrial Tourism • Themed Attractions • Golf Tourism • Meetings and Conferences

2. Services/sectors that support the tourism industry. • Accommodations • Food and Beverage • Transportation

Methodology Numerous sources were used to prepare the industry profile, including: • Relevant existing studies and reports; • British Columbia Accommodation Guide;

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• Tourism brochures; • Travel guides; • Web sites; • Delta Chamber of Commerce Visitor Information Centre (“VIC”); • Interviews with tourism-related organizations, attractions, and businesses; and, • Input from two Tourism Stakeholder Focus Groups (see Appendix A for a list of participants and a summary of the focus group proceedings).

Each tourism product and support sector was profiled according to its current status (quantity, diversity, and market readiness), key strengths, key weaknesses/issues, and key opportunities. The products and support sectors were then assessed to determine the potential for future development or enhancement of each product and support sector within Delta. Based on the research and analysis, the following is a summary of the growth potential for each tourism product and support sector. Definitions and detailed information (e.g. quantity) for each product and support service are provided in Appendix D.

Tourism Products Agricultural Tourism Delta has a good base from which to further develop agricultural tourism. The existing agricultural resources and related tourism products and support facilities (e.g. wineries, herb and fruit farms, farm-based bed and breakfast properties, etc.) – coupled with the area’s rich heritage and history – could be further developed, coordinated and packaged to create market-ready agricultural tourism experiences that appeal primarily to regional markets and secondarily to more distant markets. Many of the existing agricultural tourism products and experiences are not market ready, and will require a concerted effort to better position them to attract more visitors. Opportunities exist to coordinate agricultural tourism products and packages with other tourism strengths of the region, such as cultural and heritage tourism, cuisine tourism, adventure/ecotourism, festival and event tourism, and learning and health tourism.

Cultural and Heritage Tourism Delta has a good mix of quality products and facilities that form the basis for developing cultural and heritage tourism in the area. This includes approximately 20 cultural tourism operators and facilities; 188 heritage buildings; and an estimated 50 arts, culture and heritage related community groups and organizations. The existing cultural and heritage tourism products could be further developed with packaging to attract regional, national and international markets. Opportunities exist to integrate cultural and heritage tourism products and packages with other tourism strengths of Delta, such as agricultural tourism, wineries/cuisine tourism, adventure/ecotourism, festival and event tourism, and learning and health tourism.

Sport Tourism and Community Recreation Activities Delta has an adequate base of resources to develop and enhance selected sport tourism and community recreation activities, with Tour De Delta serving as one of Delta’s higher profile tourism

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products; an award winning community centre (Ladner Leisure Centre); a network of cycling routes; a rich and long-standing history of lacrosse; and several regional and provincial sporting competitions that take place each year (e.g. hockey, swimming, softball, baseball, field hockey, and equestrian competitions). Opportunities related to the 2010 Winter Olympic Games exist through Delta’s ties with the Olympic Speed Skating Team in Holland. Additional opportunities related to sport tourism in Delta also exist through coordinated product and marketing development with surrounding communities (e.g. Surrey, Richmond, etc.). However, while these are all positive attributes, there is limited potential to develop Delta as an overall sports tourism destination due to a lack of accommodations, few national calibre facilities, and strong competition for sport tourism markets from neighbouring communities (e.g. Richmond and Surrey).

Festival and Event Tourism Several deep rooted community festivals and events take place in Delta that have a long track record (e.g. Tsawwassen Sun Festival – 36 years; Ladner Pioneer May Days – 110 years; Ladner Village Market – 10 years). The majority of these festivals and events are well established in terms of activities, facilities, and highly dedicated volunteers; however, they face difficulty attracting new and non-resident markets. The potential to attract new and non-resident markets, in particular for multi- day festivals and events, is significantly challenged by a lack of effective marketing both within and outside of Delta related to the community’s festivals and events, a lack of accommodation properties in many areas of Delta, and strong competition from surrounding communities. Opportunities do exist, however, to enhance coordination and packaging of festivals and events that relate to other tourism strengths of the area, such as agricultural tourism, cultural and heritage tourism, wineries/cuisine tourism, adventure/ecotourism, and learning and health tourism.

Adventure and Ecotourism Delta has first-rate raw resources from which to further develop adventure and ecotourism. Presently, many of Delta’s key existing tourism products and attractions are adventure and/or ecotourism based and are well-established within the Lower Mainland (e.g. George C. Reifel Bird Sanctuary, Watershed Park, Kaymaran Adventure Tours, Boundary Bay Regional Park, Delta Nature Reserve Area/Burns Bog, etc.). The area’s parks, trails, and natural areas provide excellent opportunities to develop coordinated and packaged market-ready adventure/ecotourism experiences that appeal to regional, provincial and international markets. Important adventure and ecotourism activities that have strong potential in Delta include wildlife and nature viewing, mountain biking/cycling, water-based tourism (marine and river), and walking/hiking. Opportunities also exist to coordinate adventure/ecotourism products with other tourism strengths in both Delta and surrounding communities (e.g. Steveston Harbour, Surrey), such as cultural and heritage tourism, agricultural tourism, learning and health tourism, and festivals and event tourism.

Learning and Health Tourism Similar to agricultural and adventure/ecotourism, Delta has an excellent base from which to develop learning tourism. The area features world-class natural and ecological areas, many of which are globally significant (e.g. Burns Bog, George C. Reifel Bird Sanctuary, Alaksen Wildlife Management

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Area, South Arms Marshes Wildlife Management Area, Boundary Bay Wildlife Management Area, and Watershed Park). Additional learning and health products already exist within Delta, including the Earthwise Gardens, OWL Rehabilitation Centre, and a variety of cultural and heritage educational programs. These natural areas and tourism products could be further developed, coordinated and packaged to create market-ready learning tourism experiences. International and regional tourism trends demonstrate a growing demand for experiences where visitors participate directly in community development projects, which are primarily nature, social, cultural or heritage based (sometimes also referred to as “volunteer tourism”). Many of the existing learning tourism products in Delta, however, are not market ready and will require concerted efforts to better position themselves to attract target markets, including “volunteer tourists”, researchers, scientists and academic institutes. To fully realize the potential of learning tourism, development of on-site facilities and infrastructure (e.g. on-site accommodations, interpretation centres, research programs, etc.) will also be required.

Opportunities to further develop health tourism in Delta relate primarily to the ability to enhance day destination and the VFR (“Visiting Friends and Relatives”) markets for spa and wellness related activities, as well as to develop specialized tourism products that complement services provided by Delta’s health facilities (Delta View Rehabilitation Centre, Delta Hospital). The success of these products will depend on the amount and type of market demand for Delta’s health facilities. Development of Delta as an overnight health tourism destination is strongly limited due to the lack of accommodation properties in many areas of Delta and strong competition from the Greater Vancouver area.

Themed Attractions Three commercially based, themed attractions exist with Delta: Splashdown Park, F440 Challenge and Tsawwassen Paint Ball Games. All three products are located on Tsawwassen First Nation land and are well-established within the Lower Mainland and able to respond effectively to specific markets, including families, leisure travellers and groups (weddings, birthday parties, etc.). Opportunities exist to package products and coordinate marketing efforts with support services in Delta, including transportation services and accommodation. At a broader level, opportunities also exist to build on the strengths of Delta’s three distinct communities to develop themed areas which appeal to regional, national and international markets (e.g. a heritage, waterfront theme in downtown Ladner; an agricultural tourism theme on Westham Island; cycling and walking routes in North Delta; seaside activities in Tsawwassen).

Golf Tourism Seven golf courses exist (see Golf Tourism Profile in Appendix D) within and adjacent to the Delta area (including Point Roberts golf course) that are well established with the local market. Delta’s overall golf tourism product, however, does not attract enough of an “ardent recreation golfers” market (those people travelling with the primary purpose of golfing) to be considered a golf destination. There is also limited potential to grow into a golf destination with a lack of accommodations in many areas of Delta. Opportunities exist, however, to further develop and

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enhance individual golf tourism products (e.g. Tsawwassen Golf and Country Club as a destination tournament facility; Links at Boundary Bay as a high-quality course) through partnerships/packages with golf facilities outside of Delta that are supported by focussed and coordinated marketing efforts.

Industrial Tourism Delta features a wide range of significant industrial tourism assets and resources, including two of the top four business parks in Greater Vancouver (Annacis Island Business Park and Tilbury Industrial Park); as well as other areas in Delta: Tilbury Island; River Road East and Nordel; Deltaport Container Terminal; and Boundary Bay Airport. Two industrial tourism products already exist in the area: tours of the Vancouver Landfill (City of Vancouver) and public tours of the Delta Coal Plan (Westshore Terminals Inc). In addition, the Tilbury Eco-Industrial Partnership has recently been formed where industrial operations collaborate with each other, government, and the community, to share resources to maximum sustainable, financial, environment and social benefits related to industrial activities. This organization could potentially play a leadership role in enhancing industrial tourism products in the area. Success in developing industrial tourism products will depend on the ability to establish high-quality, market ready experiences that are integrated with the area’s other tourism strengths (e.g. heritage and history, learning and health tourism, adventure / ecotourism, transportation, and food and beverage services), and to attract local and regional target markets that possess interests in industrial tourism.

Meetings and Conferences Meeting and conference products in Delta range from hotel conference facilities equipped with full supporting services (e.g. accommodation, catering, on-site restaurant, etc.), to limited service facilities (e.g. kitchenette, and catering) that are primarily publicly managed. Many of these facilities face difficulties in attracting non-local markets; while others need improvement in terms of physical product, services and/or how they are positioned to attract markets. Potential to attract new and non-local markets is significantly limited by a lack of accommodation in many areas of Delta. Strong competition also exists from surrounding communities (e.g. Greater Vancouver and Richmond) which have dedicated significant efforts to carefully nurture the meetings and conference markets. As such, with the exception of direct marketing efforts initiated by properties such as the Coast Tsawwassen Inn and Delta Town and Country Inn, there are limited opportunities to grow Delta as a meetings and conference destination.

Tourism Support Sectors Accommodation Although selected accommodation properties in Delta are established, the overall accommodation supply in Delta is limited and fragmented throughout Delta (e.g. seven accommodation properties in Tsawwassen; eleven in Ladner; and one in North Delta). Historically, annual occupancies have been low due to recent world events (e.g. SARS, 9/11, war in Iraq, etc.) as well as competition caused by extensive existing supply in neighbouring jurisdictions (e.g. Richmond). In addition, many of the B&Bs in Delta tend to be highly seasonal, serving primarily as part-time businesses in the summer

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peak periods. Overall, there is a limited base of accommodation services from which to growth in overnight visitation to Delta. Significant opportunities do exist, however, to enhance joint packaging and marketing of existing accommodations with other tourism products in Delta.

Food and Beverage Delta’s food and beverage services range from fine dining restaurants, pubs, and cafes to fast food restaurants. The area presents a “melting pot” of cuisines, featuring a broad spectrum of ethnic cuisines, including Greek, East Indian, Chinese, Japanese, Italian, Afghan and Vietnamese, in addition to Pacific Northwest cuisine, family dining, and fast food. The existing food and beverage services could be further developed, coordinated and packaged to create market-ready cuisine tourism experiences that appeal primarily to regional markets. Some existing food and beverage services will require concerted efforts to enhance the quality of the product, and better position them to attract target markets. Opportunities exist to joint package and market with other tourism products/sectors in Delta, such as cultural and heritage tourism, agricultural tourism, festival and event tourism, and learning and health tourism.

Transportation Delta is a central hub for road, rail, and water transportation systems and an essential gateway to destinations throughout the region, the rest of Canada, the U.S., and the Pacific Rim. The area features a good base of resources from which to support Delta’s tourism products; however, significant challenges exist related to congestion and backed up traffic on primary highway routes that serve as entry points to and from Delta; poor public transit to and within Delta; and a lack of clear and consistent signage directing travellers to Delta as a destination and to individual tourism products. Opportunities exist to target markets that use the transportation services with the area (e.g. Tsawwassen BC Ferries Terminal and the Vancouver International Airport) but who currently pass through Delta on route to an alternate destination. At present, Boundary Bay Airport does not offer passenger transportation services, however, the operation is currently undergoing expansion that will result in transportation product and infrastructure related to the community and the 2010 Winter Olympic Games.

Tourism Product / Support Service Linkages Many tourism products/services link or overlap with each other, and when packaged together, respond well to market demand. Such packaging can be developed and/or enhanced with other products/services both within Delta (e.g. farm, cultural and nature based events), as well as with products/services in the broader region (e.g. water-based tourism products in Steveston Harbour). A number of linkages exist between Delta’s tourism products/support sectors; however, the strength of these linkages varies from strong to weak depending on how well specific products/services complement each other in terms of their resources, activities and facilities. Based on this study’s research and analysis, the following seven products/services possess the highest number of strong linkages with Delta’s other profiled tourism products/services. Note that the results of this analysis should help support the development of product development and packaging initiatives (see Vision, Goals and Strategies section).

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1. Cultural and Heritage Tourism 2. Learning and Health Tourism 3. Festival and Event Tourism 4. Agricultural Tourism 5. Accommodation 6. Food and Beverage 7. Meetings and Conferences

The following table summarizes the linkages that exist, as well as the strength of linkages, between Delta’s tourism products and support services. The strength of linkages is indicated by: • “S”- Strong Linkage • “M” - Moderate Linkage • “W” - Weak Linkage

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Tourism Product/Support Sector Linkages Assessment Heritage Tourism Sport Tourism & Community Recreation Activities & Event Festival Tourism Adventure & Ecotourism Industrial Tourism Learning & Health Tourism Themed Attractions Golf Tourism Meetings and Conferences Accommodation Food and Beverage & Transportation Infrastructure Retail Number. of Strong (“S”) Linkages Agricultural Tourism Cultural & Tourism Products Agricultural Tourism S M S M M S W W M S S M S 6 Cultural & Heritage Tourism S S S M S S S W M S S S S 10 Sport Tourism & Community M S S S W S M S M M M M M 5 Recreation Activities Festival & Event Tourism S S S M S S M S S M S M S 9 Adventure & Ecotourism M M S M W S W W M M M S W 4 Industrial Tourism M S W S W S M W S W M S M 5 Learning & Health Tourism S S S S S S W MS S S M M 9 Themed Attractions W S M M W M W M M M M W M 1 Golf Tourism W W S S S W W M M M M M M 3 Meetings and Conferences M M M S M S S M M S S S M 6 Support Services Accommodation S S M S M W S M M S S M W 6 Food & Beverage S S M S M M S M M S S W M 6 Transportation & 4 M S M M S S M W M S M W M Infrastructure

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Determination of Product Priorities Determining which tourism products offer the greatest potential for development in Delta is a critical component of the Delta Tourism Strategy as it provides important supporting analysis for the development of the tourism vision, goals and strategies that are presented later in the report. The selection of priority products is based upon a method that rates a series of products against two sets of criteria: “Resource” and “Market”. Information to support this assessment included: • Background research conducted for this study; • Research and integrated analysis conducted for the Tourism Industry Profile; and, • The Consulting Team’s knowledge, based on previous tourism planning experience.

The process used enabled the Consulting Team to evaluate tourism products against two sets of criteria. This process was designed to be rigorous and defensible, while being consistent among the range of products. The evaluation matrix rated 10 tourism products, and used a five-point rating scale, where: 0 = Not Applicable (“N/A”) 1 = Poor 2 = Average 3 = Good 4 = Excellent

Evaluation Criteria Definition Resource Criteria: Quantity The extent or amount of the resource to support each product. Quality The quality of the resource from an activity or tourism perspective. Accessibility The ease with which the product can be accessed relative to distance, safety, terrain and parking. Seasonality The number of months or seasons during which the product can be offered. Market Criteria: Existing Market The importance of the product relative to the area’s existing tourism market. Trends Consideration of local/regional/national trends in activity participation. Market Potential The potential of the product to attract visitors or increase length of stay based on consideration of resource quality, existing market profile and market trends. Market Origin The number of visitor markets to which the product appeals. For the purposes of this analysis, the four market categories include: B.C.; Regional (border states and provinces); North American long haul; and International.

Each product was evaluated and the numbers totaled for each row; the higher the number, the “greater” the tourism potential for each product, based on the rating criteria. It is important to note that all eight evaluation criteria (column headings) are un-weighted, meaning that all topics are deemed to be of similar importance. This was done intentionally to avoid skewing the evaluation towards any one product or support service.

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The results of the rating process are presented in the following table.

Resource Criteria Market Criteria Total Tourism Product Existing Market Market Quantity Quality Access Season Trends Score Market Potential Origin Agricultural Tourism 4 4 3 3 3 4 4 3 28 Cultural/ Heritage 4 3 3 3 3 4 4 3 27 Tourism Sport Tourism/ 2 2 2 2 2 3 2 3 18 Recreation Activities Festival/ Event Tourism 3 3 2 2 3 3 2 2 20 Adventure/Ecotourism 4 4 3 3 3 3 4 3 27 Industrial Tourism 4 3 2 3 2 2 3 2 21 Learning/Health Tourism 4 3 3 3 2 3 3 3 24 Themed Attractions 2 3 3 2 2 2 2 2 18 Golf Tourism 2 2 3 2 2 3 2 2 18 Meetings and Conferences 1 1 2 2 1 2 1 1 11

The four tourism products that rated the highest, and, therefore, are deemed priority for development and enhancement in Delta are: 1. Agricultural Tourism 2. Adventure and Ecotourism 3. Cultural and Heritage Tourism 4. Learning and Health Tourism

Market Overview Understanding existing and potential visitor markets, as well as developing effective marketing strategies that retain or attract these markets, is crucial to growing a region’s tourism industry. Information related to Delta’s key visitor markets is highlighted below.

Visitor Volumes Estimating total annual tourist visitors to Delta is difficult, since no one organization or business measures the number of visitors that travel to the community. However, useful indicators that reflect tourist visitation to the area are the Delta Chamber of Commerce VIC and the former Tourism Delta Visitor Service Centres (discontinued services in 2006). Statistics for the years preceding 2004 were collected using a different methodology and, therefore, were not included. As shown in the following table, the number of visitors to the Delta VIC has increased by 18% from 2004 to 2005.

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Delta VIC Visitor Numbers (2004-2005) Indicator 2004 2005 % Change Delta VIC 9,011 10,669 18% Sources: Delta Visitor Information Centre

Visitor Origin In 2004, Washington State visitors and local residents tied for largest market of origin, at 26% each. In 2005, however, the number of Washington State visitors surpassed local residents to the VIC comprising 30% of total visitation. Local residents comprised the next largest market of origin in 2005, at 24%. This was followed by BC and Europe (8% each), “Other US/Mexico” and “Other Canada” (7% each). The least number of visitors to the VIC were from Asia/Australia (2%). The following table demonstrates the origin of VIC visitors from 2003 to 2005. Interviews with VIC management indicated that

Delta Visitor Information Centre – Visitors Origin (2004 – 2005)

Visitors Origin 2004 % 2005 % % Change Local Resident 1,478 26% 1,519 24% 3% BC 463 8% 483 8% 4% Alberta 303 5% 289 5% -5% Other Canada 400 7% 441 7% 10% Washington 1,468 26% 1,856 30% 26% California 414 7% 355 6% -19% Other US/Mexico 553 10% 451 7% -18% Europe 390 7% 492 8% 26% Asia/Australia 79 1% 135 2% 71% Other 162 3% 300 3% 85% Total 5,710 100% 6,231 100% 9% Source: Delta Visitor Information Centre

Seasonality The seasonality of visitation to Delta is readily apparent in the graph below, which shows total VIC visits in the most recent year for which data is available (2005). Approximately half of the total annual visitation to the Delta VIC occurs between June and August, with January and December experiencing less than 10% of visitation experienced during the summer months. This seasonality is common to many communities and tourism destinations; however, such accentuated variation in visitors between seasons presents tourism related economic challenges for communities.

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Number of Delta VIC Visitors By Month

2,500

2,000

1,500

1,000

500 Number of Visitors of Number 0

y ly t r r r u s e e J u b b ber nuary April May June m a March Aug J Octo ve Februa eptem S No December

Length of Stay Over 20% of visitors to Delta are day visitors. Given Delta’s lack of accommodation and accessibility to residents of the Lower Mainland, this result is not particular surprising, as many visitors to the area are able to return home at the end of their day after a short drive. A breakdown of nights in the community by visitors to the Delta VIC from 2003 to 2005 is provided below.

Delta Visitor Information Centre – Length of Stay (2004 – 2005) Length of Stay 2004 % 2005 % Same day 945 22% 1,107 23% 1 night 358 8% 358 7% 2 nights 938 22% 613 13% 3 nights 284 7% 876 18% 4-6 nights 780 19% 780 16% 7-13 nights 530 13% 604 13% 14+ nights 377 9% 464 10% Total 4,212 100% 4,802 100% Source: Delta Chamber of Commerce

Information Requested By Visitors In 2005, the highest number of requests at 4,554 was for information related to attractions (19%). After attractions, information related to food and beverage services (15%), shopping services (14%) and site facilities (e.g. washrooms) (9%) was the most sought after. This pattern is fairly consistent with previous year information request trends.

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The highest number of requests related to community specific information was for business (63%), which is reasonable insofar as Delta residents make up approximately ¼ of all visitors to the Delta VIC. Camping and Burns Bog were a close tie for second at 15% and 14%. A breakdown of general information requests and community specific information requests at the Delta VIC are provided in the following tables.

Delta Visitor Information Centre – Information Requested (2004 – 2005) Information Requested 2004 % 2005 % Accommodation 1,012 8% 853 2.4% Adventure Recreation 744 6% 1,270 5% Attractions 2,257 17% 4,554 19% Events & Conferences 204 1% 388 2% Food and Beverage 1,212 9% 3,440 15% Transportation 816 6% 1,148 5% Shopping 1,348 10% 3,304 14% Parks 390 3% 639 3% First Nations 19 0.5% 6 0.3% Community Services 344 3% 867 4% Investment/Moving 31 0.5% 8 0.3% Site Facilities (e.g. Washrooms) 1,502 11% 2,074 9% Other 3,364 25% 5,069 21% Total 13,243 100% 23,620 100% Source: Delta Visitor Information Centre

Delta Visitor Information Centre Community Specific Information Requested (2004– 2005) 2004 % 2005 % Business 1,235 69% 1,373 63% Burns Bog 116 7% 209 10% Splashdown 96 5.5% 173 8% Camping 112 6.5% 336 15% Reifel Bird Sanctuary 220 12% 79 4% Total 1,779 100% 2,170 100% Source: Delta Visitor Information Centre

Tourism Attraction Market Indicators Other indicators which reflect tourist visitation to the area are those collected by tourism operators and attractions in the area. Market information collected by three of Delta’s tourism attractions – The Coast Tsawwassen Inn, Delta Museum and Archives, and Tour De Delta – is summarized below.

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Coast Tsawwassen Inn For the past three years, the Coast Tsawwassen Inn has been experiencing annual occupancy rates of slightly below the Greater Vancouver average of approximately 66%, with the peak months consisting of July and August. The majority of guests at the hotel in 2005 were from Canada (73.4%) of which three quarters originated from BC (75.5%), followed by Alberta (13%), Ontario (7%) and Quebec (1.5%). The hotel also captures a smaller US market (22.2%), with the majority of guests travelling from Washington (8.6%) and California (3.4%). The purpose of visits for 74% of guests at the Coast Tsawwassen Inn in 2005 was for pleasure and 26% for business.

Delta Museum and Archives Attendance at the Delta Museum and Archives is measured by the number of people participating in programs and activities at the facilities, including school programs, public programs, and general admission, as well as requests to view archives, both in person as well as by email and fax. The highest participation is in school programs, drawing over approximately 500 children and adults per month. The follow table shows total attendance figures for the Museum in 2004 and 2005.

Delta Museum and Archives – Attendance 2004 2005 Museum* 50,640 44,452 Archives 890 937 * Includes outreach exhibits Source: Delta Museum and Archives

Tour De Delta Tour De Delta is a major tourism attraction for the Delta area, drawing approximately 8,000 spectators per year and 200 world-class competitors to the bicycle racing event. In 2003, a tourism economic impact assessment was conducted for Tour De Delta which estimated that visitors who either specifically visited Delta for the community event, or those that were visiting the area anyway and extended their stay because of the event, totaled approximately 3,000 and spent an estimated $352,800. On average these visitors stayed 2 days within Delta.

Organizational Structure and Leadership A number of national, provincial, regional and local organizations exist that have mandates, responsibilities and operational activities that currently, or could potentially, play significant leadership roles in the growth of Delta’s tourism industry. Depending on the organization, its leadership role may relate to one or more of the following elements of tourism: • Management of tourism resources, assets, and infrastructure; • Policy development and implementation; • Marketing, packaging and product development; • Advocacy, research and information; • Education and training; and/or • Human resource management.

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A detailed overview of key tourism organizations and agencies that currently affect Delta’s tourism industry is provided in Appendix E. The overview profiles each organization / agency in terms of: • Mandate/mission; • Focus of activities; • Funding sources; • Stakeholders to which the organization is primarily accountable; and, • The organization’s relationship to Delta’s tourism industry.

Tourism organizations profiled include: • National Agencies and Organizations: The Canadian Tourism Commission • Provincial Agencies and Organizations: Tourism BC; Council of Tourism Association of BC; and Provincial Sector / Product Organizations and Associations • Regional Agencies and Organizations: The Vancouver, Coast and Mountains Tourism Association (Regional) and the Greater Vancouver Regional District • Local Agencies and Organizations: The Corporation of Delta; Delta Chamber of Commerce; Ladner Business Association; Tsawwassen Business Improvement Association; Tsawwassen Business Association; the North Delta Lions Club; Tsawwassen First Nation; and Surrounding Communities’ Destination Marketing Organizations (e.g. Tourism Richmond, Surrey Tourism and Convention Association, Tourism Vancouver, etc.)

Conclusions This section presented the research and analysis results of the tourism product profile, product linkages, priority product determination and overviews of the visitor markets and tourism related organizations that currently exist in Delta. Key conclusions drawn from this section are as follows.

Product Priorities There are significant opportunities to build on the strengths and base resources of Delta by focusing on the following priority products/activities: • Agricultural Tourism • Adventure and Ecotourism • Cultural and Heritage Tourism • Learning and Health Tourism

Visitor Markets The number of visitors to the Delta VIC has increased recently. Other observations based on the Chamber of Commerce VIC data include the fact that the majority of visitors (30%) to the VIC in 2005 came from Washington, followed closely by local residents (24%). In addition, with 23% of visitors to the area being “same-day” visitors and half of the total annual visitation occurring between June and August, key challenges for Delta are to increase the average length of stay for visitors and attract more shoulder and off-season visitors. Addressing these challenges will be important to the success of the area’s tourism industry.

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Industry interviews, in addition to statistics from one of the area’s prominent hotels, indicate that the trip purposed for many visitors to the Delta area is leisure. The Coast Tsawwassen Inn indicated that approximately 74% of there guests are visiting for pleasure, while 26% are visiting on business.

The research presented in this section, in addition to industry interviews, also revealed that important existing and potential markets for Delta’s tourism industry are: ƒ Visiting friends and relatives (“VFR”) ƒ Washington State visitors ƒ Lower Mainland (day visitors) ƒ Vancouver Island residents ƒ Semi-retired visitors

Organizations There are a number of national, provincial, regional and local organizations that have mandates, responsibilities and operational activities that currently, or could potentially, be significantly involved in Delta’s tourism industry. At present, the local organizations that play leadership roles within Delta’s tourism industry include the Corporation of Delta, the Chamber of Commerce, Tsawwassen First Nation, the Ladner Business Association, the Tsawwassen Business Association, the Tsawwassen Business Improvement Association, and the North Delta Lions Club. The success of Delta’s tourism industry will strongly depend on the effectiveness of leadership and management stemming from all of these organizations at both strategic and operational levels, in addition to the ability of Delta to take advantage of the programs of and relationship to provincial and national tourism organizations/agencies.

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Strengths, Opportunities and Constraints

Introduction Based on research and analysis conducted for the Tourism Industry Profile and consultation with tourism stakeholders, an analysis of Delta’s tourism industry’s strengths, opportunities and constraints was conducted. For the purposes of this study, the following definitions apply to the above terms. • Strengths – Existing attributes to build upon • Opportunities – New possibilities to explore • Constraints – Problems to be dealt with or overcome

Strengths, opportunities and constraints were identified, and are presented, with respect to the following strategic tourism themes. • Tourism leadership and management • Markets • Marketing and packaging • Destination and tourism products • Transportation and tourism related infrastructure

In addition to the Tourism Industry Profile, the Strengths, Opportunities and Constraints Analysis provided the basis for the Tourism Vision, Goals and Strategies that form the essence of the Delta Tourism Strategy (presented later in the report).

Tourism Leadership and Management The success of Delta’s tourism industry will depend on effective leadership and management at both the strategic and operational levels. Factors that influence how effectively a tourism industry operates, grows and competes include the following. • Government and business sector support and leadership • Effective agency coordination and communication • Positive business and product development climate

Strengths • Commitment to tourism development and marketing has been demonstrated by the Delta Chamber of Commerce and the Corporation of Delta (recently). In addition, some community organizations and associations, service groups (e.g. North Delta Lions Club), non-profit groups, local businesses and residents are highly supportive in driving visitation to events and in moving Delta’s tourism industry forward. • There is existing provincial funding (e.g. UBCM Community funding of $211,000) for tourism development, as well as opportunities to apply for regional, provincial and national

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funding (e.g. Vancouver, Coast and Mountains Tourism; Tourism BC; Cultural Capitals of Canada Grants Program, etc.) to support the development of Delta’s tourism industry. • For the last three years, the Delta VIC has been awarded ratings of 98% to 100% by Tourism BC for excellent quality service.

Opportunities • Increase the effectiveness of tourism leadership in Delta through coordination and integration between lead tourism agencies (e.g. The Corporation of Delta, The Chamber of Commerce, LBA, TBIA, TBA, North Delta Lions Club, etc.). • Create efficiency and collaboration amongst industry operators and organizations. • Identify and apply for available regional, provincial, and national funding for tourism product development and marketing, as appropriate. • Improve local policies to support tourism infrastructure and business development. • Develop and implement programs to assist tourism operators in enhancing their expertise in the areas of business planning and management, packaging and marketing. • Ensure Delta’s tourism labour market is well-positioned to support long term tourism growth. • Develop education programs targeted at local residents and businesses about the value and benefits of tourism to Delta residents. • Improve the collection, dissemination and use of product, market and industry performance research.

Constraints • Lack of a strategic plan that sets a common vision, goals, strategic directions and actions for tourism development within Delta. • Coordination and communication between lead tourism agencies is minimal, resulting in disjointed tourism development and organizations pursuing their own mandates. • Lack of funding and resources available for tourism development and marketing. • Conflict exists between tourism groups and operators with regard to coordinating events and marketing due to a lack of information and communication. • Lack of support to and recognition of some non-profit organizations and tourism events from the municipal government and business sector. • Lack of outgoing and incoming communication related to tourism by the municipal government. • Lack of public awareness of the value and benefits that tourism can bring to the community. • Lack of data collection, dissemination and use of research on product, market and industry performance. • Lack of business association in North Delta.

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Markets The success of Delta as a tourism destination is dependent on the ability to meet the needs and attract new markets to the area, as well as maintain and enhance existing markets.

Strengths • Strong markets in the following areas. ƒ Visiting friends and relatives (“VFR”) ƒ Washington State visitors ƒ Lower Mainland (day visitors) ƒ Vancouver Island residents ƒ Semi-retired visitors • Some of the interests of important tourism markets for the region and BC as a whole (e.g. European, Canadian, and US) are consistent with Delta’s tourism products (e.g. a large portion of the European market tends to stay longer in a community and is interested in authentic, enriching experiences; portions of the US market are highly interested in bird watching). • Close proximity to regional, provincial and international markets (e.g. BC Ferries Terminal which is a main entry point for visitors travelling to Greater Vancouver; and the Vancouver International Airport which is a key entry point for visitors travelling to British Columbia and Canada as a whole).

Opportunities • Identify and target niche markets (e.g. Europeans, Canadians, United States) that have interest in Delta’s unique tourism products, assets, and resources (e.g. wildlife viewing/bird watching, learning and health tourism, agri-tourism, cultural and heritage tourism). • Capitalize on the area’s proximity to the BC Ferries Terminal by developing and implementing targeted marketing initiatives that promote awareness of Delta to the Victoria and Vancouver Island markets. • Capitalize on the area’s proximity to the Vancouver International Airport and both BC’s and Greater Vancouver’s main markets by developing and implementing targeted marketing initiatives that promote awareness of Delta to key YVR markets, European markets, and Canadian markets. • Develop product packages and marketing initiatives that maintain and enhance Delta’s day destination market. • Develop and implement marketing initiatives that target local residents to maintain and enhance Delta’s VFR market.

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Constraints • Lack of awareness about Delta’s tourism assets and strengths on behalf of potential target markets and many local residents (note that some people do not identify Tsawwassen and Ladner with Delta), and therefore these markets often bypass the area on route to alternative destinations (e.g. Greater Vancouver, Whistler, etc.). • Lack of consistent, assertive, and coordinated marketing efforts required to attract new and maintain existing markets. • Research and data collection conducted on Delta’s visitor markets is fragmented, sporadic and under resourced.

Marketing and Packaging Delta’s tourism industry performance is dependent on the ability to develop effective marketing and packaging initiatives that attract suitable and target market segments to the area.

Strengths • Strong interest and support from regional and provincial destination marketing organizations (“DMOs”) and other tourism related organizations (e.g. BC Ferries, etc.) to assist Delta in its marketing efforts and development of its tourism industry. • Delta features marketing successes that can be built upon and modelled amongst other tourism operators. For example, Tour De Delta is marketed jointly with Tour De Gastown and Tour De White Rock, and known throughout North America as “BC Super Week”. An agreement is in place where any promotions/advertising for one race must mention the other two events; and quality coordinated marketing efforts often occur within Delta’s festivals and events tourism product.

Opportunities • Develop a cohesive and strategic marketing plan and Delta tourism brand that unites and promotes Delta’s tourism industry and serves as an “overarching” or “umbrella” program under which sub brands are developed for Delta’s three distinct communities and niche tourism products. • Build upon and emphasize Delta’s key strengths (e.g. sunny climate, diversity, three distinct communities, proximity to key transportation services, existing tourism icons, globally significant rural and natural features, culture and heritage, etc.) to provide a base for Delta’s strategic marketing plan and overarching brand. • Develop quality packaged products and dynamic, assertive marketing initiatives targeted at niche markets. • Develop joint marketing and packaging initiatives with neighbouring and more progressive tourism destinations.

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• Develop joint marketing and packaging initiatives with complementary tourism products and operators both within Delta and in other jurisdictions (e.g. Steveston Harbour, Surrey, Vancouver Island wineries, pre/post conference tours, transportation services, etc.).

Constraints • Lack of a Delta destination tourism brand. • Lack of a coordinated marketing plan. • Limited product packaging. • Limited marketing resources currently available (funding and human resources). • Limited market research to support the development of sound marketing plans and initiatives. • Limited interest and support amongst some local residents and businesses to market Delta as a tourism destination. • Inadequate media coverage across all areas of Delta. • Lack of good quality, clear and consistent signage.

Destination and Tourism Products The success of Delta’s tourism industry will depend on the ability to develop itself as a destination, offering diverse, high quality tourism products that meet market demand and that are supported by strategic packaging and marketing programs.

Strengths Destination • Mild climate. • Adjacent to large population centres of the GVRD. • Proximity to some of BC’s key transportation gateways (e.g. YVR and BC Ferries). • Proximity to the US Border. • Good highway access. • Safe, quiet and peaceful destination. • Diversity and distinct features of the three existing communities. • Rich culture and heritage (e.g. fishing, agricultural, First Nations, artisans, etc.). • Rural landscapes and high-quality natural features.

Products • Good base and resources to develop and enhance several niche products (e.g. ecotourism/wildlife viewing, agri-tourism, learning tourism, cultural and heritage tourism, and culinary tourism).

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• Good base, resources, and linkages between tourism products to develop and enhance four- season products. • Existing tourism products in Delta that are currently market ready are well-established tourism icons within the region, and, in some cases, within the province and Canada (e.g. Reifel Bird Sanctuary, Tour De Delta, Splashdown Park, F440 Challenge, Burns Bog, and Watershed Park). • Many of Delta’s tourism related human resources are highly dedicated volunteers that have ample experience and skills in coordinating and providing tourism products.

Opportunities Destination • Develop and enhance Delta as a tourism destination by emphasizing and capitalizing on its strengths, and participating in joint product development initiatives with other jurisdictions. • Develop and enhance specific themed destinations within Delta (e.g. quaint, heritage and harbour front village in Ladner; agri-tourism and wildlife viewing on Westham Island; seaside and beach activities in Tsawwassen; and cycling/mountain biking in North Delta). • Ensure the integrity of Delta’s tourism assets and resources (e.g. natural, rural, cultural, and heritage assets) are well-managed and maintained.

Products • Develop and enhance the quantity, quality, and market readiness of niche and priority products (e.g. ecotourism/wildlife viewing, agri-tourism, learning and health tourism, learning tourism, cultural and heritage tourism). • Develop and enhance product packaging with complementary tourism products and supporting services (e.g. transportation) within Delta, and in other jurisdictions. • Capitalize on the existing base and resources to develop and enhance four-season products that meet market demand (e.g. snow geese wildlife viewing in October and November; migrant bird watching in March; pumpkin and Halloween festivals in the Fall; cooking schools in the winter, fall and spring; sport tourism year-round; etc.). • Provide information, tools and resources to assist tourism operators and organizations to develop attractive and market-ready products.

Constraints Destination • Lack of coordinated tourism product development strategies. • Limited partnerships and coordination with surrounding and other tourism destinations. • Limited awareness amongst some visitor markets and local residents about existing products. • Limited resources (financial and human resources) to develop Delta as a tourism destination.

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• Lack of interest and support amongst some local residents and businesses to develop Delta as a tourism destination. • Lack of accommodation throughout many areas of Delta which severely limits the ability to develop products that depend on overnight accommodation (note that several existing accommodation properties experience low occupancy levels). • Potential conflict exists with other important land and resource uses/industries (e.g. agriculture, fishing, light and heavy industries, etc.).

Products • Limited number of market ready products. • Limited coordination and packaging between tourism operators. • Private ownership of some land limits access to some popular natural areas that visitors could access and that could form a key component of the area’s tourism product. • Seasonality.

Tourism Related Infrastructure and Transportation Tourism Related Infrastructure Tourism related infrastructure refers to tourism facilities (Visitor Information Centre and booths), community centres, conference facilities, sports facilities and outdoor facilities (parks, trails, etc.).

Transportation services (e.g. road, air, boat, rail, signage) are essential components of tourism destinations. The diversification, size and quality of transportation services determines the destinations’ capacity to host markets and transport visitors efficiently, safely and comfortably within the destination.

Strengths Tourism Related Infrastructure • Over the last three years, The Delta Chamber of Commerce has been awarded 98% to 100% in random audits for quality service by Tourism BC. • Strong existing trail and dyke system.

Transportation • Good highway system. • Proximity to BC Ferries, YVR, and Boundary Bay Airport. • Sufficient transportation infrastructure (e.g. alternative available routes besides the highway).

Opportunities Tourism Related Infrastructure • Increase infrastructure in strategic locations to support enhanced distribution of tourism literature.

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• Provide leadership and funding for strategic facility and infrastructure development (e.g. washrooms, parking, docking, garbage receptacles, etc.). • Develop and enhance infrastructure (e.g. facilities, trails, and recreational areas) that will meet the needs of the area’s growing senior population.

Transportation • Improve the quantity, clarity and consistency of signage for Delta as destination and specific tourism products. • Work with and support the expansion of Boundary Bay Airport to: o Serve the Lower Mainland as a terminal for regional transportation; o With the up-coming Olympic Winter Games, serve as a reliever to YVR for smaller traffic, including corporate jet traffic associated with sponsors and guests; o Serve as a small commuter service to downtown Vancouver, Whistler, Vancouver Island, the Gulf Islands, Bellingham, Seattle and Calgary; and, o Provide air and flight tourism products (e.g. air charter tours, flight training, air related festivals and events, and heritage air products/facilities).

Constraints Tourism Related Infrastructure • Absence of visitor information services in key areas of Delta (e.g. Ladner, North Delta, BC Ferries Terminal, etc.). • Existing conditions of some tourism related infrastructure is substandard (e.g., Park in Ladner; tourism booths at the Esso Station (Hwy 99) and BC Ferries are vacant and rundown). • Poor / inadequate tourism infrastructure related to public amenities (e.g. washrooms, parking, docking, garbage receptacles, etc.). • In the near future, seniors will comprise an increasing proportion of Delta’s population (projected to increase to 19.6% in 2016 compared to 11.6% in 2001). This shift will result in increasing demand for facilities, trails, and recreational areas that can accommodate needs of the aging population.

Transportation • Lack of clear and consistent signage. • Difficult access (real and perceived) to and from areas both within and outside of Delta (e.g. George Massey Tunnel, Tilbury Island, Annacis Island, North Delta, etc.). • Inadequate public transit.

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Conclusions This section presented an analysis of Delta’s tourism industry strengths, opportunities and constraints. In conclusion, there are a number of opportunities to build on the tourism strengths of the area, in concert with dedicated efforts to address fundamental constraints that currently hinder the growth of Delta’s tourism industry. Key opportunities and constraints related to Delta’s tourism industry are described below.

Key Opportunities • Development of Priority Products. Delta’s ability to successfully enhance its tourism industry will depend on the availability of high-quality, year-round tourism products and attractions that meet market demand. As indicated previously in the report, Delta possesses a good base of resources to further develop four “priority” product types (agricultural tourism, adventure and ecotourism, cultural and heritage tourism and learning and health tourism). As a result, a key opportunity for Delta is to engage in efforts to develop and package those priority products that offer the greatest potential for the community.

• Partnering and Collaborative Initiatives. Delta’s ability to build high-quality, year-round tourism products relies on the industry’s ability to effectively partner and collaborate in product development, packaging and marketing initiatives. Significant opportunities exist for Delta to develop and enhance strategic product development, packaging and marketing programs (see Marketing Development and Marketing and Product Enhancement, Development and Packaging in the Vision, Goals and Strategies section of the report) with: o Complementary tourism products in Delta; o Complementary tourism products in other Lower Mainland communities; o Provincial and regional tourism Destination Marketing Organizations (e.g. Tourism BC, Vancouver, Coast and Mountains, Tourism Victoria, Tourism Richmond, etc.); and, o Key sector associations and organizations (e.g. BC AgriTourism Association, Aboriginal Tourism Association of BC, BC Ferries, etc.).

Key Constraints • Lack of Awareness about Delta as a Tourism Destination. At present there is a severe lack of awareness of Delta’s tourism assets and products among visitor markets, local residents and businesses. As a result, the community is struggling to attract sufficient visitation and to obtain the support from local residents and businesses that is required to effectively enhance tourism within the area. Addressing this lack of awareness (see Goal B-1 for strategies to increase awareness about Delta as a tourism destination) is critical to the future success of Delta’s tourism industry.

• Lack of Tourism-Related and Supporting Infrastructure, in Particular Accommodation and Visitor Information Services. Currently there is a total of 19 accommodation properties (14 B&Bs, two hotels, two motels and one Campground/RV Park, see Appendix D, Tourism

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Product Profiles – Accommodation) in Delta. Only two hotels and two motels exist in Delta. Only one visitor information centre exists within the area - the Delta VIC (located off of Highway 99) - and there is a lack of public facilities (e.g. washrooms and garbage receptacles). Although there are several B&B properties within Delta, the majority of these, as well as the existing hotels and motels, experience low occupancy levels and are concentrated in only selected areas (B&Bs in Ladner; hotels/motels in Tsawwassen), while other central areas of Delta lack any accommodation for visitors (e.g. North Delta). In addition, there is a need for enhanced distribution of tourism literature and public facilities to be developed in strategic locations (e.g. visitor information services at the Tsawwassen BC Ferries Terminal; public facilities in downtown Ladner). As a result, the lack of accommodation and tourism-related infrastructure in key areas of Delta critically limits the community’s ability to develop tourism products that depend on overnight accommodation, to attract visitor markets, and to accommodate the needs of existing markets.

• Geographical Expanse of Delta. Delta is a large municipality, geographically spread out over 180 square kilometres of land that services the three communities of Ladner, North Delta and Tsawwassen. Distinct differences exist between the three communities relating to demographics, natural environments, income levels, and land use priorities. As a result of this dispersion and differences between the communities, Delta’s tourism industry requires more resources, collaboration and dedication than that required of most communities to successfully develop tourism products and marketing initiatives and to resolve tourism issues. Developing an effective Delta Umbrella Branding program that promotes Delta as a unified tourism destination, as well as individual “iconic” tourism products from each of the three communities (see Goal B-1) can help to address this constraint.

The Strengths, Opportunities and Constraints Analysis also provides the foundation for the development of the Delta Tourism Strategy’s goals and strategies that are provided in the following section.

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Vision, Goals and Strategies

Introduction This section presents a vision, goals and strategies that form the core of the Delta Tourism Strategy. The vision is presented first and is followed by six goals, and strategies designed specifically to achieve the goals. An implementation plan for the goals and strategies is presented later in the report.

Tourism Vision for Delta The following vision statement is central to the Delta Tourism Strategy. The vision was crafted by the project consulting team, with initial input from Delta’s key tourism stakeholders during Tourism Stakeholder Focus Groups (see Appendix A). The vision frames the goals and strategies that are designed to enhance Delta’s tourism industry. The vision presents a future state that Delta can strive to achieve in its efforts to develop the community as a tourism destination over the next ten years, and beyond.

10 Year Vision Delta Tourism Strategy

Delta is recognized for its vibrant tourism industry, with its three communities collectively offering unique and diverse rural, natural, and cultural tourism experiences in outstanding settings.

Tourism Goals and Strategies Goals and strategies for the Delta Tourism Strategy are grouped within five categories that have evolved – and been adapted – from strategic themes applied in the Strengths, Opportunities and Constraints component of the project. The Strategy includes the following goals:

A. Tourism Leadership and Management Goal A.1: Improve leadership and coordination related to tourism destination development and marketing in Delta Goal A.2: Create the human, organizational and financial capacity to implement effective tourism programs

B. Market Development and Marketing Goal B.1: Increase awareness about Delta as a tourism destination Goal B.2: Increase visitor volumes, length of stay and spending

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C. Product Enhancement, Development and Packaging Goal C.1: Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta

D. Destination Development and Management Goal D.1: Provide transportation services and product that support the further development of Delta as a tourism destination

Each goal is supported by several strategies designed to collectively achieve the goal. Previous work to draw on, potential partnering or programs, intended outputs and intended outcomes are also defined for each strategy (presented in Appendix G). As many of the strategies can be supported by various programs offered by Tourism BC (related to marketing, visitor services and business development) a copy of the Tourism BC 2006-2007 Program Guide is provided in Appendix F.

A. Tourism Management and Leadership

Goal A-1: Improve leadership and coordination related to tourism destination development and marketing in Delta.

Collective and individual leadership at both strategic and operational levels by the Standing Committee on Tourism and Economic Development, the Corporation of Delta, the Chamber of Commerce, Business Associations (and BIAs), and Delta’s other lead tourism groups is paramount to further developing Delta’s tourism industry. Defining the roles of lead tourism organizations and improving coordination of initiatives that fall within these roles will assist in areas such as setting and implementing strategic priorities, allocating scarce resources, minimizing duplication of efforts, and communicating with stakeholders.

1. Strategy: Define roles of key tourism organizations and bodies with regard to tourism development, management and marketing o Define roles, responsibilities, and working relationships of: o The Standing Committee on Tourism and Economic Development o The Corporation of Delta and relative departments o The Delta Chamber of Commerce o Ladner and Tsawwassen Business Associations and the Tsawwassen Business Improvement Associations o Greater Vancouver Regional District

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2. Strategy: Define priorities on an annual basis o Define tourism priorities on an annual basis that should be led or addressed at a municipal level o Establish a leadership forum where Delta’s lead tourism organizations jointly discuss, and define tourism priorities for the area o Jointly establish roles and responsibilities for implementing these tourism priorities

3. Strategy: Communicate regularly with stakeholders o Conduct ongoing communication with stakeholders regarding tourism initiatives and progress being undertaken at a municipal level via: o An official tourism website o Municipal publications and newsletters o Annual and/or bi-annual industry events (tourism industry breakfast, networking events, tourism awards ceremony, etc.) o Presentation of information and materials at key community venues (e.g. presentation boards at the George Mackey library and municipal hall, etc.)

Goal A-2: Create the human, organizational and financial capacity to implement effective tourism programs.

The Corporation of Delta – and other lead tourism organizations within Delta – must possess and harness adequate resources and capacity to create an enabling environment within which to implement and monitor the Delta Tourism Strategy.

1. Strategy: Hire a qualified tourism program manager (possibly on a contract basis) o This person would report to both the Corporation and the Chamber of Commerce o This person would: o Be responsible for leading many of the strategies defined in the Delta Tourism Strategy o Create a three-year plan for tourism development in Delta, based on many of the strategies defined in the Delta Tourism Strategy o Set an appropriate budget for implementing the three-year plan

2. Strategy: Develop a “Delta Tourism Enhancement Matching Fund Program” o Establish an annual budget for a “Matching Fund” program to encourage strategic product development and marketing o Define the eligibility criteria for this program, for example: o Ability to provide matching funds o Partnering of three or more operators, businesses, attractions, etc.

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o Clearly defined plan, including initiatives, budget, timing, and expected results o Initiatives that fall within the municipal-level strategic tourism priorities o Clearly defined procedures for sustaining the economic, ecological, cultural, and social resources from which the initiative is based.

B. Market Development and Marketing

Goal B-1: Increase awareness about Delta as a tourism destination.

Increasing the awareness of Delta as a tourism destination is critical to successfully enhancing tourism within the area. At present, both visitor markets and local residents/businesses lack awareness of tourism products and assets within the Delta area. Awareness of Delta as a tourism destination can be increased through a Delta Umbrella Branding program and outstanding products that draw visitors to the area.

1. Strategy: Develop strong awareness about Delta’s tourism assets through an effective Delta Umbrella Branding program. o Through a professional brand development process, prepare an effective tourism destination brand for Delta. o Prepare prototypes for the brand logos and tag lines. o Develop criteria for use of the brand for initiative, such as: o Signage programs (see Goal D-1) o Festivals and events o Cluster products, niche products, circle tours and travel routes o Tourism marketing initiatives o Prepare a budget and identify funding sources for this initiative.

2. Strategy: Feature and develop at least one “outstanding” “iconic” attraction or product from each of the three communities – the “hook” that will draw visitors to Delta. o Build upon the key tourism strengths and unique assets of the three communities to develop and market at least one “iconic” attraction or product for each community. o With further product enhancement, packaging and strategic marketing, examples of potential “iconic” attractions or products are described in the table below. Please note, the table below provides examples only and further assessment and consultation with key partners / stakeholders will be required. o Work with partners and stakeholders to further develop and market “outstanding” “iconic” products/attractions.

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Potential Existing Required Product Iconic Required Marketing* Resources/Assets Development Product NORTH DELTA Cycling o Tour De Delta o Product packaging o Directional and interpretive Route o Watershed Park o Interpretive guided signage o Existing Cycling tours o Marketing strategies and Trails o Product infrastructure packages that target the VFR o Planning work and facilities (e.g. market, Lower Mainland day- conducted in North public washrooms, trip market, “Get-Away” Delta Area Plan bicycle parking) market, and the overall cyclists o Link to other cycling market routes in Delta and the Lower Mainland Natural Areas o Watershed Park o Diverse and unique o Directional and interpretive o Burns Bog / Delta interpretive programs signage Nature Reserve o Product packaging o Sub-brand / logo that o Ravines o Product infrastructure promotes the natural o Fraser River and facilities (e.g. ecosystems in North Delta Marshes interpretive centre and o Marketing strategies and o Forested areas boardwalks in Burns packages that target the VFR Bog, walkways in market, Lower Mainland day- ravines, etc.) trip market, “Get-Away” market, Pre / Post Conference market, and the soft adventure market Scott Road o Reputation for o Significant o Directional signage having diverse, improvements to the o Sub-brand / logo that ethnic restaurants quality of existing promotes Scott Road o Existing restaurants restaurants, businesses o Marketing strategies and and shops and market packages that target the VFR o Multi-cultural area o Increased ethnic market, Lower Mainland day- (e.g. East Indian, restaurants and shops trip market, and residents Chinese, Caucasian, o Product packaging (e.g. from neighbouring etc.) a cultural event at the communities (e.g. Surrey, North Delta Firehall White Rock) Arts Centre with a o Enhanced media coverage of quality restaurant on Scott Road assets in Delta Scott Road) Optimist and North Surrey newspapers TSAWWASSEN Boundary o Internationally o Increased interpretive o Marketing strategies and Bay Regional significant bird area guided tours of packages that target the VFR Park o Boundary Bay Boundary Bay market, Lower Mainland day- Regional Park o Sporting events (e.g. trip market, “Get-Away” o Hiking and cycling beach volleyball, market, the soft adventure Trails softball tournaments, market, and sports tourism o Sufficient parking ultimate Frisbee, etc.) market o Public facilities o Beach events / festivals o F&B services (e.g. sandcastle o Heritage facility contests, bathtub races, o Sporting facilities etc.) (e.g. softball field o Product Packaging and tennis courts)

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Potential Existing Required Product Iconic Required Marketing* Resources/Assets Development Product Themed o Splashdown Park o Product improvement o Marketing strategies and Attractions o F440 Challenge and upgrades packages that target the Lower o Tsawwassen Paint o Product packaging Mainland day-trip market, Ball o Themed attraction corporate groups, and families festivals / events (e.g. Paintball tournaments, etc.) LADNER Heritage and o Village Market o Development of new o Clear and consistent commercial o Delta Museum products and services directional and interpretive downtown o Kaymaran that complement signage to downtown Ladner Adventure Tours & existing ones (e.g. gift o Sub-brand / logo that Outdoor shops, small boutique promotes Ladner village as a o Heritage buildings hotel, etc.) destination and links the o Fraser River o Product packaging downtown tourism products o Waterfront o Product infrastructure o Marketing strategies and restaurants and facilities (e.g. packages that target the VFR o Ladner Wharfinger public washrooms, market, Lower Mainland day- / Marina parking, etc.) trip market, “Get-Away” o 4-season products market, Pre / Post o Product development Conference market, and the and packaging with soft adventure market surrounding areas that o Marketing partnerships with offer complementary relevant municipalities (e.g. products (e.g. Richmond) and tourism Steveston and operations that offer Silvercity) complementary products.

o Westham o Reifel Bird o Further development o Evident and clear signage Island Sanctuary of products (e.g. from downtown Ladner o Winery harvest festivals, farm o Sub-brand / logo that o Variety of farms tours, etc.) promotes Westham Island as o Westham Island o Product packaging an agricultural destination wooden bridge o Interpretive guided o Marketing strategies and o Dyke tours of Westham packages that target the VFR Island with scheduled market, Lower Mainland day- stops trip market, “Get-Away” o 4-season products market, Pre / Post Conference market, and the soft adventure market

3. Strategy: Collaborate with BC Ferries and relevant “Island” DMOs (e.g. Tourism Victoria, Tourism Association of Vancouver Island, Tourism Nanaimo, etc.) to increase the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets. o Identify and participate in existing marketing programs available through BC Ferries and relevant “Island” DMOs (Tourism Victoria the Tourism Association of Vancouver Island and Tourism Nanaimo) that can serve to promote awareness of Delta to the Victoria, Vancouver Island and Gulf Islands markets (e.g. BC Ferries Travel Ambassador Program, DMO membership programs, Tourism Association of

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Vancouver Island learning and development events, etc.). Note that, the primary objective of the Island DMOs is to increase visitation (including visitor volumes, length of stay and spending) for the Island destinations. However, tour operators are members of these DMOs and could include Delta on their tour itineraries in the future. o Work with BC Ferries and relevant “Island” DMOs to develop new strategic and cost- effective marketing initiatives that promote awareness of Delta to the Victoria, Vancouver Island, and Gulf Islands markets both prior to and during ferry travel.

4. Strategy: Develop strong awareness about the value of tourism in Delta among local residents and businesses. o Develop programs and information materials to increase the awareness of the value of tourism in Delta and the community’s existing tourism assets among local residents and businesses, such as: o A Tourism Passport Program (see Goal B-2) o A “Be a Tourist in Your Own Town” Program (see Goal B-2) o Regular communication with stakeholders (see Goal A-1) o Tourism Product Inventories and Guides o Tourism Workshop Series for local businesses Increased awareness among local residents and businesses will in turn, increase awareness among the Visitor, Friends and Relatives market, which is an important existing visitor market for the community.

o Work with local media (e.g. The Delta Optimist, Surrey Leader, Delta Cable, etc.) and Business Associations (e.g. LBA, TBA, TBIA and the Surrey/North Delta BA) to enhance coverage and distribute information about tourism related products, businesses and events in Delta, and in particular North Delta.

Goal B-2: Increase visitor volumes, length of stay and spending.

There is an opportunity to increase visitor volumes, length of stay and, in turn, spending through the preparation and implementation of a Tourism Marketing Plan that features tourism packages that create reasons for visitors to stay longer, and employs strategic marketing efforts to attract more overnight visitors.

1. Strategy: Prepare and implement a Tourism Marketing Plan for Delta. o Further define the target markets identified below. o Prepare marketing strategies for each target market, featuring the target products and packages discussed under Goal C-1.

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o Develop “measures of success” for marketing strategies, which will enable an evaluation of the initiates. o Create a multi-year schedule for implementing the marketing strategies. o Prepare a budget and identify funding sources for this initiative.

Target Market Current Status Key Opportunities Sample Initiatives VFR1 o Currently, a major Opportunity to: o Tourism Passport program market in Delta o Increase the amount o “Be a Tourist in Your Own o Typically multi- of visitor spending in Town” program day visits Delta from this market through attractive packages that will encourage residents to visit attractions/product in Delta, rather than other areas of the Lower Mainland Lower o Currently, an Opportunity to: o Design unique product important market, packages Mainland Day- o Increase the number due to proximity of day-visitors from o Joint packaging with hotels Trip Market and size this market located in other Lower o Typically day-trip o Opportunity to Mainland communities (e.g. visits increase the duration Greater Vancouver, Richmond, of the day trip, and etc.), and bus tour companies encourage higher o Advertising program visitor spending o Tourism Passport program “Get-Away o Currently, a small Opportunity to: o Joint packaging with attractions market with and hotels located in Delta Market” o Attract this market potential to grow by building o Joint packaging with bus tour o Key sources are awareness in the companies located in Vancouver Island Vancouver Island Vancouver Island and Seattle and Seattle market for specific o Advertising program o Target 1 – 2 niche packages o Tourism Passport program nights

Pre/post o Currently, a very o Expansion of the o Meet with event organizers and small or non- 2 VCEC regarding visitor market Conference VCEC and hosting existent market of the 2010 Games interests Market and for Delta presents o Research existing itineraries 2010 Market o Potential to opportunities to o Design packages develop this develop unique o Conduct regular sales calls to market packages for these event planners who sell Vancouver visitors pre/post conference packages

1 VFR = “Visiting friends and relatives” market

2 VCEC = Vancouver Convention and Exhibition Centre

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Goal B-3: Use sound research to support the development and evaluation of marketing and development initiatives.

Tourism operations and their visitor markets are continually changing and responding to factors that influence their operating environments. In the future, it will be important for the Corporation of Delta and other lead tourism organizations to collect and monitor information relevant to these changes and visitor markets to maximize opportunities for tourism development and marketing. It is critical to monitor industry and market intelligence in order to make sound, adequate decisions related to tourism development and marketing.

1. Strategy: Design and implement a cost effective research program. o Design a framework and process for regularly collecting and monitoring tourism performance data o This program should rely on secondary sources and a limited amount of primary research. o Secondary sources could include: o BC Ferries passenger volume statistics. o Accommodation occupancy levels. o Visitor Information Centre survey data. o Where available, visitor data from key tourism products/attractions (e.g. Tour De Delta, Delta Museum, Reifel Sanctuary, etc.) o Tourism BC market and product research o Canadian Tourism Commission market and product research o Primary research could include: o Surveys of residents in target markets (Lower Mainland, Victoria, Seattle, etc.) to gain an understanding of market awareness about Delta and specific product preferences. o Surveys to gain an understanding of the economic impact of specific events or programs. o Use selected research to support the development of marketing strategies. Also, use selected research to monitor the implementation of strategies, revise strategies as needed and evaluate their success (For example, conduct primary research periodically to support the development of a targeted marketing campaign. If a campaign to attract the weekend get-away market from Victoria was under consideration, research could include a survey of Victoria residents regarding their potential interest in specific niche products in Delta). o Use selected research to periodically assess the tourism industry’s overall performance.

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C. Product Enhancement, Development and Packaging

Goal C-1: Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta.

Delta’s ability to attract visitor markets depends on the availability of high-quality tourism products and experiences that meet market demand. Delta’s long term success as a tourism destination relies on the industry’s ability to build stronger year-round products that are supported by strategic packaging and marketing programs.

1. Strategy: Create product enhancement/development plans for priority products. o Identify priority product types and themes o Identify potential partners/catalysts who are willing to be active participants in the development of priority product types and themes (if potential partners are not willing to participate, do not proceed further with the initiative for that particular product). o Explore opportunities to partner with communities and/or operators that offer complementary product elsewhere in the Lower Mainland (e.g., water-based tourism, agritourism, wineries tours, etc.) o Collectively develop a plan for enhancing the product: o Infrastructure improvements and related budget o Coordinated signage, using the new “Delta Umbrella Brand” (see Goal B-1) o Coordinated collateral material (brochure) o Marketing plan o Identify a budget for implementing the plan, and potential funding sources (cooperative funding, Delta funding initiative, other government grant programs)

Type and Potential Key Partners/ Existing Product Potential Markets* Theme Product Catalysts Product Clusters #1 Agri- o Wineries o Westham o VFR o Delta o Farm-based B&Bs Island Agr- o Lower Mainland Farmland and tourism o Cooking classes tourism Day-Trip Wildlife Trust o Harvest festivals Destination o “Get-Away” o Wineries o Greenhouses o Packaging market o Business o Farmer’s markets o 4-season o Pre /post Associations o Vegetable stand products conference and o Lower shopping 2010 markets Mainland communities (e.g., Langley) #2 Ladner o Delta Museum o Heritage and o VFR o Ladner o Village Market commercial o Lower Mainland Business Village o Heritage buildings downtown with Day-Trip Association

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Type and Potential Key Partners/ Existing Product Potential Markets* Theme Product Catalysts o Kaymaran complementary o “Get-Away” o Delta Adventure Tours mixed use market Chamber of & Outdoor Stores services (e.g. o Pre /post Commerce o Fraser River conference and o Delta Wharfinger 2010 markets o Waterfront restaurants #3 Industrial o Westshore o Tours of Delta o VFR o Eco- Terminal Tours Port o Lower Mainland Industrial Tourism o Vancouver o Packaging Day-Trip Tilbury Landfill Tours o 4-season o Pre /post Partnership products conference and o Individual 2010 markets Operators #4 Themed o Splashdown Park o Packaging o VFR o Individual o F440 Challenge o Enhanced o Lower Mainland operators Attractions o Tsawwassen tournaments Day-Trip o Tsawwassen Paintball and o Groups Business competitions (corporate and Association (e.g. paintball leisure- e.g. o Tsawwassen tournaments) birthday) BIA o Families

Niche Products #1 Adventure o Kayamaran o Packaging o VFR o Individual Adventure Tours o Increased o Lower Mainland operators and & Outdoor Store water-based Day-Trip o Delta Wildlife Ecotourism Fraser River activities and o “Get-Away” and Farm (includes o Watershed Park infrastructure market Trust o Boundary Bay o Increased o Pre /post o Delta wildlife o Burns Bog festivals and conference and Chamber of viewing) o Riefel Bird events 2010 markets Commerce Sanctuary o Soft adventure o Business o Wildlife market Associations Management Areas #2 Cultural o Art galleries o Aboriginal o VFR o Delta Arts o Cultural festivals tourism o Lower Mainland Council and Heritage and events products Day-Trip o South Delta Tourism o Heritage facilities o Increased o “Get-Away” Artist Guild o Delta Museum & cultural and market o Business Archives heritage o Pre /post Associations o Variety of diverse festivals and conference and o Lower artisans events 2010 markets Mainland o Performing o Packaging o Artisans from communities theatre neighbouring (e.g., Langley, communities New Westminster) #3 Learning o Boundary Bay o Increased on- o VFR o Individual o Burns Bog site product o Lower Mainland operators Tourism o OWL and Day-Trip o Educational o Earthwise infrastructure o “Get-Away” institutions Gardens facilities (e.g. market o Authorities o Art and cultural research o Pre /post that manage facilities and facilities, conference and specific parks, programs accommodati 2010 markets WMAs,

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Type and Potential Key Partners/ Existing Product Potential Markets* Theme Product Catalysts o Industrial facilities on, o Students / societies, etc. o Wildlife educational researchers / Management programs, scientists Areas (“WMAs”) etc.) o “Volunteer” o 4-season tourists products #4 Festivals o Tour De Delta o 4-season o VFR o Community o Ladner Village products o Lower Mainland Business and Events Market Day-Trip Associations o Ladner Village o Individual Classic Car Show Operators and Quilt Walk o Event organizers Circle Tours/Travel Routes #1 o Westham Island o Route to be o VFR o Delta o Rural / defined by o Lower Mainland Farmland and Agricultural agricultural areas industry Day-Trip Wildlife Trust of Delta stakeholders o Pre /post o Wineries conference and o Business 2010 markets Associations o Students / researchers / scientists #2 Cycling o Watershed Park o Route to be o Lower Mainland o The o North Delta defined by Day-Trip Corporation Cycling Paths industry o Soft Adventure of Delta o Ladner Cycling stakeholders Market o Individual Paths operators o Tsawwassen o Business Cycling Paths Associations #3 Nature / o Reifel Bird o Route to be o VFR o Individual Sanctuary defined by o Lower Mainland operators Wildlife o Wildlife industry Day-Trip o Delta Wildlife Viewing Management stakeholders o “Get-Away” and Farm Areas Market Trust o Burns Bog, Delta o Soft Adventure o Delta Reserve Area Market Chamber of o Boundary Bay Commerce o Watershed Park o Business o Fraser River Associations o OWL #4 Boating o Fraser River o Route to be o VFR o Individual o Pacific Ocean defined by o Lower Mainland operators industry Day-Trip o Delta stakeholders o “Get-Away” Chamber of Market Commerce o Soft Adventure o Business Market Associations *Definitions for markets referred to in this column consist of 1) VFR: Visiting Friends and Relatives Market; 2) the “Get-Away” Market, mainly from the Vancouver Island and Seattle areas; target 1 – 2 nights (see Goal B-2); 3) Soft Adventure Market that focuses on participating in unique outdoor experiences or ‘adventure’ that involves a minor element of risk, moderate physical exertion and moderate skill; and 4) “Volunteer Tourists” that are interested in participating in community development projects (e.g. Earthwatch)

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2. Strategy: Design tourism packages aimed at attracting target markets and increasing visitor length of stay. o Coordinate this strategy with the above product enhancement/development/plan and Marketing Development and Marketing strategies. o Coordinate with key partners: o Accommodation properties o Key attractions o Transportation providers o Design packages aimed at attracting the target markets identified under Goal B-1. o Coordinate these packages with the target marketing strategies defined under “Market Development and Marketing”, specifically: o Common branding materials o Target marketing strategies o Identify a budget for developing the packages, and potential funding sources (cooperative funding, Delta funding initiative, other government grant programs)

3. Strategy: Partner with other Lower Mainland communities and programs to develop a broader network for certain products; a good existing example is Tour de Delta which partners with the City of Whiterock (Tour de Whiterock) and the City of Vancouver (Tour de Gastown). o Examples of potential partner products include: o Farm tours and agricultural tourism with Langley o Water-based tourism (e.g. river and marine boat tours, kayaking, etc.) with Richmond (e.g. Steveston Harbour) o Sport tourism with Surrey and Richmond o Cuisine tourism with Surrey

4. Strategy: Develop an Accommodation Strategy to increase and enhance accommodation throughout Delta. o Update the current status of accommodations provided in the accommodation profile of the Delta Tourism Strategy o Examine specific trends and influences in the accommodation sector world-wide, in the Pacific Northwest and specifically in the Lower Mainland. o In conjunction with sector stakeholders, investigate strengths, opportunities and constraints related to the accommodation sector in Delta o Develop longer-term strategies to build an appropriate, diverse mix of accommodation products that will provide a well-balanced sector throughout all areas of Delta (North

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Delta, Ladner and Tsawwassen) and which can be supported by the marketplace over the long-term. o Develop strategies for attracting suitable hotel companies/investors.

5. Strategy: Develop tourism opportunities related to the 2010 Winter Olympic and Paralympic Games – prior to, during and post Games. o Work with Boundary Bay Airport to implement strategies in the Boundary Bay Airport Master Plan that will provide services related to the 2010 Winter Games (also see Strategy D-1-2) – prior to, during and post Winter Games, including:: o Serve as a reliever to YVR prior to and during the Olympic Games for smaller traffic, including corporate jet traffic associated with Olympic sponsors and their guests. o Serve as a small commuter services to downtown Vancouver and Whistler, Vancouver Island, the Gulf Islands, Bellingham, Seattle and Calgary. o Establish joint ventures with other tourist businesses to provide incentives to choose Boundary Bay as a flight destination, including connecting heli-flights to Whistler and other venues (i.e. Olympic and Paralympic venues), and limousine services to attend events in Vancouver and Whistler

o Work with the Dutch community in Ladner to benefit from relationships/connections that exist with the national speed skating association in Holland. Opportunities exist for Delta to develop coordinated products and marketing strategies that attract Dutch visitors that interested in the Winter Games and the Dutch VFR market of Ladner’s residents to Delta. Potential tourism include: o Home stay accommodations for Dutch visitors o Specialized package tours of key attractions within Delta and the Greater Vancouver area o Dutch themed special events

o Explore opportunities available through Legacies Now, such as: o Sport Tourism Community Workshops o Arts Build Community Programs (e.g. Celebrations Workshop, Creative Communities program, etc.)

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D. Destination Development and Management

Goal D-1: Provide transportation services and products that support the further development of Delta as a tourism destination.

The implementation and maintenance of quality and enabling transportation services is critical to the success of a tourism destination. In Delta, there is a need to improve the community’s transportation services and product to support its further growth as a tourism destination and to attract key visitor markets.

1. Strategy: Create an effective signage program that ties in with the Delta Umbrella Branding initiative. o Identify the location of current signage for tourism attractions, businesses, key vista points and photograph opportunities. o Identify key locations for new signs, in coordination with any new circle routes, travel routes and tourism clusters identified through the Product Enhancement, Development and Packaging goal. o Obtain necessary municipal support for adding more signage, based on evaluation criteria for new signage o Prepare standardized specs for signs, using the design features of the Delta Umbrella Branding initiative.

2. Strategy: Support efforts to further develop Boundary Bay Airport. o Refer to Boundary Bay Airport Master plan for existing planning related to the expansion and further development of the airport. o Capitalize on the ability of the airport to provide services related to the 2010 Olympics (e.g. serve as a reliever to YVR for smaller traffic, including corporate jet traffic associated with sponsor and their guests) o Develop passenger transportation services (e.g. serve Lower Mainland as a regional transportation terminal, provide small commuter services to downtown Vancouver, Whistler, Vancouver Island, Washington, etc.) o Host events and activities (e.g. build on existing air show, events for the recreational flyer, annual fly-in events, etc). o Enhance flight school/training programs o Provide flight heritage and related tours o Provide aviation displays such as a memorial park

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3. Strategy: Develop cycling routes that feature attractions (natural and person-made) and services en route. o Build on Delta’s existing cycling assets to develop a comprehensive network of cycling routes. Featured attractions and services en route could include: o Watershed Park o Water and river views o Food and beverage services o Attractive landscaping and aesthetics o Refer to Delta Official Community Plan (“OCP”) and Delta Area Development Plans for existing planning work related to creating trail networks o Provide sufficient directional and interpretive signage o Provide bicycle parking at feature attractions and services en route o Implement annual or periodical bicycle events and festivals (e.g. Bike to Work Week, mountain bike festival, etc.) o Capitalize on the Tour De Delta event as a way to market Delta as a cycling destination

Goal D-2: Ensure the tourism industry’s operating practices safeguard Delta’s agricultural and ecological assets.

Authentic tourism experiences that are offered in high-quality, natural settings are increasingly critical to the success and attractiveness of a tourism destination. While tourism is an industry that can operate with minimal environmental impacts, inadequate or inappropriate planning and operating practices can cause degradation. As Delta’s agricultural and ecological assets form the foundation for the area’s tourism industry, it is essential that the integrity and quality of these assets are safeguarded and maintained.

1. Strategy: Develop an industry-driven code of conduct to help ensure that, as tourism grows, tourism operators and visitors do not negatively impact Delta’s agricultural and ecological assets. o Work with sectors of the tourism industry to develop a tourism code of conduct. o Request industry stakeholders to sign the code of conduct as a commitment to adhering to it o Require lead tourism organizations / bodies to proclaim it publicly as critical to the success of Delta’s tourism industry o Publish the Code of Conduct publicly via websites and other media sources

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o Provide pre-orientation sessions and information materials on the Code of Conduct to visitors o Implement an assessment process that reviews the Code’s criteria annually and randomly “audits” operators o Accredit tourism operators and products that adhere to the Code

2. Strategy: Encourage some product packaging that uses organized tours and larger vehicles (vans) to help minimize individual vehicular traffic on rural roads.

Conclusions This section presented a tourism vision, supported by specific goals and strategies intended to help the Corporation of Delta achieve the vision. Many of the strategies identified under each of the goals stem from, or are linked to other sections of the report. An implementation framework for the goals and strategies is presented later in the report.

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Implementation Framework

Introduction This section presents an implementation framework for the Delta Tourism Strategy. It is important to recognize that the Delta Tourism Strategy is a practical, action-oriented that provides direction for tourism planning, development and marketing in Delta. To achieve the tourism vision, goals and activities, dedicated staff, financial resources and cooperation from key tourism agencies / organizations are required. The implementation framework is presented first, followed by recommended next steps. The strategies in implementation framework are also presented and grouped by start-up timing in Appendix H.

Implementation Framework The following implementation framework provides direction with regard to actualizing the vision, goals and strategies present in the Delta Tourism Strategy. For each strategy, the Implementation Framework identifies:

Lead Role – The agency(ies) and/or organization(s) recommended to lead the implementation of the specific strategy.

Start-Up Timing – The recommended timing for initiating the implementation of the specific strategy. Four “start-up timing” categories are provided: • Short-Term – Strategies that should be initiated within six months because: ƒ Their implementation must precede the initiation of other strategies; and/or ƒ The opportunities or issue(s) the strategy is intended to address is time-sensitive or critical. • Mid-Term – Strategies that should be initiated within six months to twelve months because: ƒ The majority of groundwork required to support the implementation of this strategy is currently in place (therefore, its implementation can wait); ƒ Implementation of other strategies commencing in the short-term is required before the implementation of this strategy can commence; ƒ Additional consultation with industry stakeholders is required to further define the strategy and ensure there is sufficient support for it; and/or ƒ Resources may not be available within the short-term to implement the strategy. • Longer-Term – Strategies that require longer lead-time (e.g. more than twelve-months) to initiate because:

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ƒ Additional research must take place to further define the strategy; ƒ Additional consultation with industry stakeholders is required to further define the strategy and ensure there is sufficient support for it; and/or ƒ Resources may not be available within the short or mid terms to implement the strategy. • Ongoing – Strategies that need to be initiated in the short term, and then, subsequently on an ongoing or periodic basis.

E. Tourism Leadership and Management

Start-Up Goal and Strategy Lead Role Timing Goal A-1 Improve leadership and coordination related to tourism destination development and marketing in Delta Strategy 1: Define roles of key tourism o Standing Committee Short-term organizations and bodies with regard o Corporation of Delta to tourism development, management o Chamber of Commerce and marketing Strategy 2: Define priorities on an annual basis o Standing Committee Short-term o Corporation of Delta Ongoing o Chamber of Commerce o Tourism program manager (see Goal A-2, Strategy 1) Strategy 3: Communicate regularly with o Corporation of Delta Short-term stakeholders o Chamber of Commerce Ongoing o Tourism program manager Goal A-2 Create the human, organizational and financial capacity to implement effective tourism programs. Strategy 1: Hire a qualified tourism program o Standing Committee Short-term manager (possibly on a contract basis) o Corporation of Delta Strategy 2: Develop a “Delta Tourism o Corporation of Delta Longer-term Enhancement Matching Fund o Chamber of Commerce Program” o Tourism program manager

F. Market Development and Marketing

Start-Up Goal and Strategy Lead Role Timing Goal B-1 Increase awareness about Delta as a tourism destination Strategy 1: Develop strong awareness about o Corporation of Delta Mid-term Delta’s tourism assets through an o Chamber of Commerce effective Delta Umbrella Branding o Tourism program manager program. o Professional Marketing Firm

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Start-Up Goal and Strategy Lead Role Timing Strategy 2: Feature and develop at least one o Corporation of Delta Mid-term “outstanding” “iconic” attraction or o Chamber of Commerce product from each of the three o Tourism program manager communities – the “hook” that will draw visitors to Delta. Strategy 3: Collaborate with BC Ferries and o Chamber of Commerce Longer-term relevant “Island” DMOs (e.g. Tourism o Tourism program manager Victoria, Vancouver Island Regional Association, Tourism Nanaimo, etc.) to increase the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets Strategy 4: Develop strong awareness about the o Chamber of Commerce Short-term value of tourism in Delta among local o Tourism program manager Ongoing residents and businesses Goal B-2 Increase visitor volumes, length of stay and spending Strategy 1: Prepare and implement a Tourism o Corporation of Delta Mid-term Marketing Plan for Delta. o Chamber of Commerce o Tourism program manager Goal B-3 Use sound research to support the development and evaluation of marketing and development initiatives Strategy 1: Design and implement a cost effective o Corporation of Delta Longer-term research program o Chamber of Commerce o Tourism program manager

G. Product Enhancement, Development and Packaging

Start-Up Goal and Strategy Lead Role Timing Goal C-1 Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta Strategy 1: Create product o Corporation of Delta Mid-term enhancement/development plans for o Chamber of Commerce priority products o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager Strategy 2: Design tourism packages aimed at o Corporation of Delta Mid-term attracting target markets and o Chamber of Commerce increasing visitor length of stay o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager

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Start-Up Goal and Strategy Lead Role Timing Strategy 3: Partner with other Lower Mainland o Corporation of Delta Longer-term communities and programs to develop o Chamber of Commerce broader network for certain products; o Product / Sector a good existing example is Tour de Organizations (e.g. Delta Arts Delta (potential partner products Council) include farm tours, wineries, etc.) o Community Business Associations o Tourism program manager Strategy 4: Develop an Accommodations Strategy o Chamber of Commerce Longer-term to increase and enhance o Tourism program manager accommodation throughout Delta

Strategy 5: Develop tourism opportunities related o Chamber of Commerce Longer-term to the 2010 Winter Olympic and o Tourism program manager Paralympic Games – prior to, during and post Games.

H. Destination Development and Management

Start-Up Goal and Strategy Lead Role Timing Goal D-1: Provide transportation services and products that support the further development of Delta as a tourism destination Strategy 1: Create an effective signage program o Corporation of Delta Mid-term that ties in with the Delta Umbrella o Chamber of Commerce Branding initiative. o Tourism program manager Strategy 2: Support efforts to further develop o Corporation of Delta Mid-term (as Boundary Bay Airport expansion of the airport has already begun) Ongoing Strategy 3: Develop cycling routes that feature o Corporation of Delta Longer-term attractions (natural and person-made) o Product / sector organizations and services en route (e.g. cycling club) Goal D-2: Ensure the tourism industry’s operating practices safeguard Delta’s agricultural and ecological assets Strategy 1: Develop an industry-driven code of o Corporation of Delta Mid-term conduct to help ensure, that, as o Chamber of Commerce tourism grows, tourism operators and o Tourism program manager visitors do not negatively impact Delta’s agricultural and ecological assets.

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Strategy 2: Encourage some product packaging o Corporation of Delta Longer-term that uses organized tours and larger o Chamber of Commerce vehicles (vans) to help minimize o Tourism program manager individual vehicular traffic on rural roads.

Recommended Next Steps The Delta Tourism Strategy is a comprehensive document that examines a range of tourism-related issues and opportunities, and presents goals and strategies to further develop Delta’s tourism industry. The implementation of the Strategy will be challenging. Critical next steps to move forward are as follows.

Standing Committee Review and Priority Setting The Standing Committee must set initial priorities for implementation, ideally based on the strategies and recommendations recommended in this report. The setting of priorities will likely acknowledge that resources are limited and the Corporation and its stakeholders may not be able to pursue all the strategies.

Presentation to Council Based on the Standing Committee’s review of the Tourism Strategy and identification of priorities, the Standing Committee should present the priorities to Council for consideration and approval.

“Quick Wins” The Standing Committee should aim to achieve some “quick wins” early in the process. Implementing selected strategies that generate visible results in the first six months of implementation will serve as a catalyst for subsequent activities, and motivate stakeholders. Recommended ways to achieve several “quick wins” include: ƒ Hiring a qualified tourism program manager, even on a short-term, contract basis, to initiate priority strategies; ƒ Initiating the umbrella branding program (Strategy B-1-1), through an inclusive brand development process led by a professional marketing/branding firm; and, ƒ Initiating the signage program (Strategy D-1-1) that ties in with the umbrella branding program (Strategy B-1-1) to create effective signage for Delta as a destination and for individual tourism attractions and businesses.

The Corporation of Delta 74 Tourism Strategy October 2006 - DRAFT

Communication The Standing Committee should communicate the results of the Tourism Strategy and its implementation progress on a regular basis with the following audiences: ƒ City Council; ƒ Those who participated in the Tourism Strategy Focus Group sessions; ƒ Broader tourism industry stakeholders; ƒ Delta residents; and, ƒ Regional, provincial and national Destination Marketing Organizations (Vancouver Coast and Mountains Tourism Association, Tourism British Columbia and the Canadian Tourism Commission).

The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendices

The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix A Stakeholder Focus Group Notes and Participants

Delta Tourism Strategy Tourism Stakeholder Focus Group Notes

A summary of notes from the two Tourism Stakeholder Focus Groups that were conducted on July 12th and July 13th is provided below. The summary is a consolidation of input from participants at both focus groups, and is presented in the same template used during the Tourism Industry Assessment breakout session of the focus groups.

Theme #1 TOURISM MANAGEMENT & INDUSTRY OPERATING ENVIRONMENT

Description The success of Delta’s tourism industry will strongly depend on effective leadership and management at both the strategic and operational levels. Factors that influence how effectively a tourism industry operates, grows and competes include: • Government and business sector support & leadership • Effective agency coordination and communication • Positive business and product development climate created through supportive taxation, fee and licensing policies, as well as the provision of information, tools and resources to assist businesses / organizations develop market-ready tourism products

Current Status Briefly identify: • Lead agencies and organizations involved in Delta’s tourism industry • The level of industry coordination between government agencies, industry organizations, and industry members involved in the tourism industry • Policies, fees and licenses related to tourism development

Your Ideas: • Chamber of Commerce • The Corporation of Delta • The Corporation of Delta, Parks & Recreation Department • Vancouver, Coast and Mountains Association • Tourism BC • Community associations and non-profit groups (e.g. The BC Waterfowl Society, Delta Farmers Wildlife Trust, Burns Bog Society, Delta Museum & Archives, Ladner Village Market, etc.) • BC Ferries • Deltaport • GVRD Strengths Identify the top three strengths or unique features that can provide a foundation for enhancing the effectiveness of Delta’s tourism management & industry operating environment

Page 1 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

Example: Commitment to tourism development and marketing demonstrated by the Delta Chamber of Commerce and the Corporation of Delta (recent). Your Ideas: • Business, associations, citizens, and non profit groups are interested and willing to move forward and enhance Delta’s tourism industry • There is available funding (e.g. UBCM Community funding of $211,000) to support tourism development in Delta • There is strong commitment on behalf of the Delta Chamber, LBA, and NFP to enhance tourism in Delta • Provincial government support exists from Vancouver, Coast & Mountains Tourism Region and Tourism BC to assist in the development of Delta’s tourism industry

Weaknesses Identify the top three weaknesses or constraints that need to be overcome in order to /Constraints successfully enhance Delta’s tourism management & industry operating environment Example: Coordination and collaboration between tourism organizations, associations, and operators is fragmented, with many of these organizations pursuing their own mandates Your Ideas: • Coordination and communication between lead agencies is minimal • Delta does not capitalize on natural resources in an effective way • Limited opportunities exist to liaison with other groups • There is conflict between groups with regards to coordinating events and marketing due to a lack of information • There is a severe geographic split between Delta’s three communities: Ladner / Tsawwassen / North Delta • Lack of support to and recognition of non-profit organizations (e.g. The Delta Recycling Society) • Tourism development within Delta is disjointed, with organizations pursuing their own mandates • Lack of a strategic plan that sets a common vision, goals, strategic directions and actions for tourism development within Delta • Lack of support and leadership for tourism development by the municipal government • Lack of funding and resources available for tourism development and marketing • Lack of outgoing and incoming communication related to tourism by the

Page 2 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

municipal government • Lack of public awareness of the value and benefits that tourism can bring to the community • Lack of additional tourist facility sites (e.g. visitor information booth at the BC Ferries terminal) • Lack of research and quantifiable information on tourism markets, awareness and satisfaction of Delta’s tourism products, etc.

Opportunities Identify three key opportunities for enhancing Delta’s tourism management & industry operating environment Example: Further build collaborative relationships between agencies / organizations involved in tourism (local, regional, provincial) Your Ideas: • To strengthen coordination and integration between lead tourism agencies • To build and encourage partnerships between tourism organizations and groups in Delta (work as a team) • To research best practices of other communities related to developing a tourism strategy (e.g. Prince George) • To identify and access available funding and tourism marketing dollars to enhance tourism product development and marketing • To identify and support a champion/catalyst to drive tourism • To provide and enhance education about the value of tourism to local residents and the business sector

Theme #2 TOURISM PRODUCT DEVELOPMENT

Description The success of Delta’s tourism economy will strongly depend on the ability to develop diverse, high quality tourism products that meet market demand and that are supported by strategic packaging and marketing programs

Current Status Briefly identify: • Delta’s key existing tourism products • The diversity and quality of existing tourism products • The seasonality of existing tourism products • Packaged tourism products (e.g. 2 or more types of tourism products that are marketed and sold as packages)

Page 3 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• The market readiness of existing tourism products Your Ideas: • Artwork and programs, music, and the performing arts • Wineries and wine festivals • Agricultural products • Fishing • Sports tourism • Environmental bird watching (Pacific Flyway), • Program facility festivals • There is a small booklet on tourism in Delta • Eco-tourism (e.g. Burns Bog) • Heritage • Westham Island • First Nations, Tsawwassen • Bike trails • Boundary Bay Airport • Climate • Tour de Delta • Golf • ETC…. Strengths Identify Delta’s top three strengths related to tourism product development that set Delta apart from other jurisdictions Example: Delta features a significant amount of raw resources from which to develop agri-tourism products (# of farms, heritage agricultural facilities, scenic agricultural open spaces, etc.) Your Ideas: • High volume, diversity, and good linkages between tourism assets and products • Delta’s natural features (bog, bird sanctuary, WMAS, NWAIS, farmland) all have good potential to package as tourism products. Some of these areas are officially designated and internationally recognized • Unique, interesting sites and places (e.g. the Deltaport and Ladner harbour) • High profile musicians that originate from Delta (e.g. 54-40) • High quality volunteers that coordinate and organize events and festivals in the community

Weaknesses Identify Delta’s top three weaknesses or constraints that need to be overcome in order /Constraints to successfully develop and/or enhance Delta’s tourism products Example:

Page 4 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

There is a lack of tourism products within Delta that are packaged with complementary tourism products both within Delta, and within the broader area. Your Ideas: • Mind-sucking tunnel traffic • Lack of coordinated, timely bus routes that enable visitors to reach existing venues/destinations • Not in my backyard (NIMBY) syndrome by Delta residents • Weak infrastructure related to transportation, washrooms, parking, etc. • Lack of accommodations in Delta for visitors (e.g. North Delta) • Lack of good quantity and consistency of signage • Street signs / names are confusing • North Delta is perceived as a bedroom community with minimal tourism appeal and attractions • Fragmentation between Delta’s communities • Lack of market-ready tourism products • Lack of support and funding from the municipality for tourism product development • Private land ownership restricts access to dykes and waterfront • Many businesses are more interested in maintaining lifestyles than supporting tourism activities • Lack of new volunteers organizing and participating in events and festivals

Opportunities Identify three key opportunities for developing or enhancing Delta’s tourism products Example: Develop packaged tourism products that will meet market demand, increase length of stay, and increase year-round visitation. Your Ideas: • To develop packaged products that will attract niche markets • To develop an Interpretation Centre for Burns Bog • To expand the Delta Museum’s programs to include North Delta • To manage tourism in a manner that maintains integrity of Delta’s natural resources, assets and rural environment • To increase First Nation tourism products

Page 5 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

Theme #3 VISITOR MARKETS AND MARKETING

Description The ability to develop Delta as a tourism destination is dependent on the ability to meet the needs of visitor markets, and the effectiveness of marketing efforts and programs in attracting these markets.

Current Status Briefly identify: • Delta’s key visitor markets (geographic origin, age, characteristics, etc.) • Existing individual marketing efforts • Existing coordinated marketing efforts Your Ideas: • US markets are decreasing, while at the same time visitation from Eastern Canada and European markets is increasing • Strong visitation from friends and family of local residents. These visitors often stay in bed & breakfasts • Strong day visitor markets; Vancouver Island market; leisure, corporate and association markets; and minor sports market • Strong US market for bird watching • Strong semi-retired (ages) market

Strengths Identify Delta’s top three marketing successes or best practices Example: Tour De Delta is marketed jointly with Tour De Gastown and Tour De White Rock, and known throughout North America as “BC Super Week”. An agreement is in place where any promotions / advertising for one race must mention the other two events Your Ideas: • Changing markets complement Delta’s tourism products (e.g. a large portion of the European market tends to stay longer in a community and is interested in outdoor / ecotourism activities) • Many organizations and groups work well together to implement and market community festivals • The Delta Chamber showcases a marketing board with a large map. Many visitors spend time to view the map and then enter the VIC with questions • Coast Tsawwassen Inn promotes activities of the South Delta Artists Guild by showcasing members’ artwork • Proximity to US Border

Page 6 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

Weaknesses Identify the top three weaknesses or constraints that need to be overcome to develop /Constraints and/or enhance both individual and coordinated marketing efforts Example: Lack of awareness in some markets about of Delta as a tourism destination Your Ideas: • Lack of interest on behalf of businesses and organizations to distribute existing promotional materials (e.g. Visitors Choice Delta Booklet) • Lack of marketing dollars and support from the municipal government • Lack of consistent and sufficient signage • Lack of a cohesive community identity and brand to market to visitors • Many tourism operators possess minimal resources for marketing

Opportunities Identify three key opportunities for developing and/or enhancing Delta’s marketing of tourism products Example: Develop a coordinated marketing and branding plan that focuses on identifying strategies to build on product / market linkage opportunities, packaging, media relations and integrated related marketing strategies. Your Ideas: • To identify and assess which markets are coming to Delta and ways in which to meet the needs of these markets • To develop joint marketing initiatives between Delta tourism operators and external operators (e.g. cruise operations, pre and post conference markets, tour operators, etc.) • To focus marketing funding on niche markets that are attracted to specific and unique products that Delta has to offer (e.g. agri-tourism, learning tourism, culinary tourism, ecotourism, etc.) • Increase education related to individual and coordinated marketing to tourism operators and the business sector • Enhance internal marketing on the value of tourism to local residents and the business sector (e.g. develop a marketing campaign where local residents become “a tourist in their own community’) • To capitalize on the ability to use Delta Cable as a media tool • To conduct familiarization tours with Delta’s media and visitor information counsellors

Page 7 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• To develop partnerships with other communities (e.g. communities south of Fraser River are working together to market common tourism products, strengths and assets, and are branding themselves as “ The South Fraser Playground”) • To market in tourism products / sites in travel guides (e.g. BCAA, Fodors, etc.)

Theme #4 TRANSPORTATION

Description Transportation is an essential component of tourism destinations. The diversification, size and quality of transportation services (road, air, boat, rail, signage) determines the destinations’ capacity to host markets and transport visitors efficiently, safely and comfortably within the destination

Current Status Briefly identify: • Key existing transportation services • The diversity and quality of existing transportation services Your Ideas: • BC Ferries Terminal • Major Highways Routes • Boundary Bay Airport • Proximity to Vancouver International Airport

Strengths Identify the top three strengths or unique features related to Delta’s transportation services that set the community apart from other jurisdictions. Example: • Proximity to BC Ferries Terminal Your Ideas: • Proximity to international, national and regional transportation services and visitor markets (e.g. 8 million people / year travel through the Tsawwassen BC Ferries Terminal) • Delta has easy access to both a local and international airport • A trail map of Delta exists that shows transportation routes • Transportation infrastructure exists (e.g. alternative routes besides Highways), however needs to be marketed to visitors

Page 8 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

Weaknesses Identify the top three weaknesses or constraints that need to be overcome in order to /Constraints enhance Delta’s transportation services Example: Road traffic into the Delta area is often congested and a major frustration for vehicle passengers, in particular on the Alex Fraser Bridge, along Hwy 17, and within the George Massey Tunnel Your Ideas: • Road traffic into the Delta area is often congested and a major frustration for vehicle passengers, in particular on the Alex Fraser Bridge, along Hwy 17, and within the George Massey Tunnel • Lack of sufficient and consistent signage to direct visitors to tourism sites / destinations • Transit system is weak and inconsistent • Lack of parking at some tourism operations / destinations (e.g. Riefel Bird Sanctuary) • Traffic to Delta is “through traffic” and not “stay traffic” as there is a lack of incentive to stay in the community • Transportation infrastructure and use (e.g. George Massey Tunnel) is overwhelming (e.g. people are unsure of what is on the other side) • Traffic line-ups & opportunities to get around

Opportunities Identify three key opportunities for developing and/or enhancing Delta’s transportation services Example: According to the Boundary Bay Airport Master Plan developed by Alpha Aviation opportunities exist for the Airport to: • Serve the Lower Mainland as a terminal for regional transportation • With the up-coming Olympic Winter Games, serve as a reliever to YVR for smaller traffic, including corporate jet traffic associated with sponsors and guests. • Serve as a small commuter service to downtown Vancouver, Whistler, Vancouver Island, the Gulf Islands, Bellingham, Seattle and Calgary

Your Ideas: • To create a way finding system and a comprehensive Delta guide map (e.g. wineries, restaurants, accommodation) • “Stuckness” can offer opportunities (e.g. capitalise on the drive-by traffic and determine how to attract them to the community) • Expansion of the Boundary Bay Airport (see above example)

Page 9 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• Participate in the BC Ferries Ambassador Program • Develop alternative transportation services for visitors (e.g. shuttle services) • Package tourism products with complementary transportation services • Enhance and improve signage for the community and tourism sites • Develop partnerships with transportation services (e.g. BC Ferries, Greyhound, etc.)

Theme #5 TOURISM RELATED INFRASTRUCTURE

Description Tourism related infrastructure refers to key tourism facilities (Visitor Information Centre and booths), community centres, conference facilities, sports facilities and outdoor facilities (parks, trails, etc.)

Current Status Briefly identify: • Key existing tourism related infrastructure services • The diversity and quality of existing tourism related infrastructure services Your Ideas: • The Chamber of Commerce Visitor Information Centre • Tourism Delta • Ladner Harbour, Riefel Bird Sanctuary, dykes, beaches, and regional parks • 2 SYN fields – conference facilities - museum • Art centres, leisure centres, lawn bowling clubs, etc. • Boundary Bay Airport, Burns Bog, OWL, Watershed Park, river waterways, Ladner Village, Westham Island, Cemeteries, Golf, etc. • Greenhouses, Tsawwassen First Nation, film industry, etc.

Strengths Identify the top three strengths or unique features related to Delta’s tourism related infrastructure services that set the community apart from other jurisdictions. Example: • Provincial level baseball, softball fields, lacrosse facilities and several ice arenas Your Ideas: • Lack of rain / warm sunny climate • Quaint village setting • Over 100 restaurants on Scott Road • 4 galleries, plays, concerts, etc. • Booklet on Delta is centre of many attractions

Page 10 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• Day destination • Community is well organized from a sporting events perspective

Weaknesses Identify the top three weaknesses or constraints that need to be overcome in order to /Constraints enhance Delta’s tourism related infrastructure Example: In the near future, seniors will comprise an increasing proportion of Delta’s population (projected to increase to 19.6% in 2016 compared to 11.6% in 2001). This shift will result in increasing demand for facilities, trails, and recreational areas that can accommodate needs of the aging population Your Ideas: • Lack of visibility • Congestion on highways and tunnel • No conference centres west of River Road • Poorly located and maintained Visitor Information Centre • Lack of public facilities and infrastructure (e.g. washrooms, parking, docking, garbage receptacles, etc.)

Opportunities Identify three key opportunities for developing and/or enhancing Delta’s tourism related infrastructure Example: Increase infrastructure to support increased distribution of tourism literature in strategic locations Your Ideas: • Increase and enhance infrastructure to support enhanced distribution of tourism literature in strategic locations • Improve public facility and infrastructure (e.g. washrooms, parking, docking, garbage receptacles, etc.) • Maintain and enhance existing facilities, trails and recreational needs to meet the needs of existing and potential markets • Link existing trails network to the Trans Canada Trail

Theme #6 COMPETITIVE DESTINATIONS

Description The success of Delta’s tourism industry will depend on the ability to compete with other comparable tourism destinations

Current Status Briefly identify:

Page 11 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• Delta’s key competitive destinations • Key tourism products, services, and strengths of Delta’s competitive destinations • Key visitor markets of Delta’s competitive destinations Your Ideas: • Richmond • Vancouver • White Rock • Surrey • Other communities that have well-developed tourism strategies

Strengths Identify the three top strengths and distinct features that provide a foundation from which Delta can compete with comparable destinations Example: Delta features strong assets and resources for industrial tourism, including two of the top four business parks in Greater Vancouver: Annacis Island Business Park and Tilbury Industrial Park. In addition, the following industrial zones exist within Delta: o Tilbury Island o River Road East and Nordel o Deltaport Container Terminal o Boundary Bay Airport Your Ideas: • Sunniest location in the Lower Mainland • Extensive dyke system & trails • Pacific Flyway and an abundance of birds • A variety of diverse events & festivals • Burns Bog, Reifel Island, and other quality attractions • Rich culture and heritage

Weaknesses Identify the top three weaknesses or constraints of Delta compared to key competitive /Constraints destinations Example: Lack of strategic product development and marketing plan Your Ideas: • Lack of municipal government support for tourism • Lack of accommodation in Delta • Lack of a unified identity (Delta is a prisoner of geography) and a Delta brand

Page 12 Delta Tourism Strategy July 24, 2006 Tourism Stakeholder Focus Group Notes

• Inadequate media coverage across all of Delta • Congestion and busy traffic which intimidates other travellers (e.g. bicyclists, pedestrians, etc.)

Opportunities Identify three key opportunities to improving Delta’s competitiveness as a tourism destination Example: To identify programs, and possibly organize workshops, to assist tourism operators enhance their expertise in the areas of business planning and management, packaging and marketing Your Ideas: • To enhance tourism related infrastructure • Opportunity to market strengths (e.g. agricultural assets, Aboriginal tourism/First Nation heritage, artisans, festivals and events, etc.)

Page 13

Delta Tourism Strategy TOURISM STAKEHOLDER FOCUS GROUP

LIST OF ATTENDEES (July 12th & 13th)

NAME ORGANIZATION / AFFILIATION TELEPHONE EMAIL ADDRESS

Facilitators

Jennifer Nichol Grant Thornton LLP 604-687-2711 [email protected]

Sara Mimick Grant Thornton LLP 604-687-2711 [email protected]

Participants

Cheryl Hall The Corporation of Delta 604-946-3343 [email protected]

Sandra Taylor South Delta Artists’ Guild 604-943-5914 [email protected]

Christine Cummings DRS Earthwise Society 604-946-9820 [email protected]

Kathleen Fry BC Waterfowl Society 604-592-5007 [email protected]

Lorraine Bissett Westham Island Winery 604-940-9755 [email protected]

Angela Towle Delta Chamber of Commerce 604-946-4232 [email protected]

Diana Cousins Delta’s Tourism Standing Committee 604-202-7090 [email protected]

Kevan Ridgway Vancouver, Coast & Mountains 604-638-6930 [email protected] Tourism Region

Bill McKnight Ladner Business Assoc. Quilt Walk 604-946-8590 [email protected] Ladner Village Market Car Show

Dan Southard Delta’s Tourism Standing Committee 604-948-8024 [email protected]

Nancy Cuddeford Corporation of Delta, Community 604-946-3285 [email protected] Recreation, South Delta

Brenda Norris Tsawwassen First Nation 604-943-2112 [email protected]

Maria DeVries President, Delta Chamber of 604-943-8368 [email protected] Commerce

Catherine Ouellet- Delta Museum & Archives 604-946-9322 [email protected] Martin

Eliza Olson Burns Bog Conservation Society 604-572-0373 [email protected]

Doug Hart Delta Chamber of Commerce 604-946-4232 [email protected]

Debbie Felotick The Coast Tsawwassen Inn 604-948-5188 [email protected]

Sue Plamondon Visitor’s Choice Publications 604-608-5103 [email protected]

Allan Wawryk Sundance Place, LBA Director 604-946-1085 [email protected]

Page 14 John McMurchy The Corporation of Delta, Parks, 604-946-3287 [email protected] Recreation & Culture

Judi Stene The Corporation of Delta, Community 604-952-3060 [email protected] Recreation, North Delta

Jaclyn Laic BC Culinary Tourism Association 604-575-4944 [email protected]

Ian Tait 2010 Legacies Now 778-327-5170 [email protected]

Lana Hart Delta Arts Council 604-596-1025 [email protected]

Gary Leitch BC Ferries 250-978-1186 [email protected]

Doug Treleaven BC Ferries 250-978-1311 [email protected]

Page 15 The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix B UBCM Community Tourism Funding Program

COMMUNITY TOURISM PROGRAM Program and Access Guide

Contents 1. Introduction 2. Eligible Applicants 3. Eligible Projects 4. Eligible Costs 5. Selection Process 6. Payments 7. Application Process

1. Introduction The Program and Access Guide lays out the purpose of the Community Tourism Program and how to make an application.

1.1 Purpose and Objective The Community Tourism Program was initiated by the Premier when program funding was originally announced at the 2004 UBCM Convention. I want you to be able to tell your stories. I want you to be able to show off your communities wherever you live in the province. The province will make a one-time grant of $25 million to the UBCM to allow you to tell your stories of tourism across B.C. I want you to understand this is going to be your money. You can use it how you see fit, whether it’s for marketing or building products or connecting with other people. Since the UBCM Convention, work was undertaken a set of goals and principles for the program were proposed by UBCM Executive and confirmed by the Premier:

Program Goals:

Primary: Assist local governments in increasing tourism activity that, in turn, will build stronger economies.

Indirect: • help ensure that the Province achieves its goal of doubling tourism in the next ten years and supports the Province's Spirit of 2010 Tourism Strategy; • enhance the program management capacity of UBCM; and • increase industry’s awareness of the role of local government.

Guiding Principles:

1. Fair and equitable access to program activities by local governments. 2. Recognize and accommodate the relative capacity of smaller communities. 3. Avoid duplication of existing tourism initiatives (particularly in marketing); should encourage innovative partnerships; and where appropriate, complement initiatives of other agencies. 4. Recognize the diversity of readiness and tourism development needs of different communities. 5. An open and transparent participation process. 6. Fill the gaps in sectors not being marketed or areas that have yet to identify their potential. 7. Communities should have wide latitude to determine which activities would be of greatest assistance to increasing tourism activities; the program should not be overly prescriptive in terms of eligible activities. 8. Recognize the variety of roles played by local government. 9. Funding is not to be used to replace existing local programs or activities and should result in new, increased activities. Funding was then released to UBCM in April 2005 and a funding program developed on the basis of those principles. Thus, phase 1 of the Community Tourism Program was initiated.

2. Eligible Applicants All local governments are eligible for funding under this program. Other agencies can be delegated responsibility to undertake projects, but receipt of funds and all application and reporting functions must be undertaken by the local government.

3. Eligible Projects Eligible projects are those that support the program goals and enhance tourism development: Eligible activities include but are not restricted to: • the development or upgrading of tourism plans • the implementation of initiatives identified by tourism planning activities • development or enhancement of tourism marketing promotional tools such as signage, brochures, and websites • Visitor information centre improvements • development or enhancement of festivals and events • capital projects directly related to tourism promotion

Joint initiatives with other funding partners are encouraged. As regional district funding formulas reflect electoral area populations, the funds are intended to serve those areas. Funding can be combined at regional or other scales for joint initiatives.

2005 Community Tourism Program Guidelines Page 2of 11 3.1 Conditions of application

Applications must demonstrate a business case or other planning process has been undertaken, or will be undertaken, to support the intended use of the funds. Evidence may include:

• A current tourism plan; • Minutes/summary of a community forum or stakeholders meeting; • Proven review of other informational resources; or • Other market research.

Those without existing or updated tourism plans for their community or region are encouraged to undertake this planning with part of the funds and to indicate this in the application. Information regarding the development of a Community Tourism Plan will be made available on the UBCM website in August 2005.

4. Eligible Project Costs Eligible costs means direct costs properly and reasonably incurred and paid by the local government in the development or implementation of an eligible program. A local government is eligible to be funded at 100% of the total program costs, to a maximum contribution as determined by the per-capita funding formula (see Schedule 1, Funding Breakdown with Maximum Entitlements). Applicants may apply for a portion or all of the funding allocated. Any unused portion will remain available for application in support of another project at a later date. Cost sharing is not a requirement, but local governments are strongly encouraged to identify other potential funding sources to better leverage the funds. Additional information on possible funding sources will be made available on the UBCM web site.

4.1 Ineligible Project Costs

• Any project that directly duplicates an existing tourism initiative. • Subsidies to existing programs. • Any activity that does not support the provincial objectives and is not directly related to: o tourism planning and/or promotion. o implementation of tourism initiatives. o development or enhancement of tourism promotional tools including visitor information centres. o development or enhancement of festivals and events. o tourism related capital projects.

2005 Community Tourism Program Guidelines Page 3of 11 4.2 Examples of Eligible Costs and Ineligible Costs Eligible costs include: • Direct costs for program development or implementation • Contractors wages • Capital expenditures

Ineligible costs: • Operational costs for existing programs

5. Selection Process 5.1 Screening Criteria All applications must meet the following criteria. • Application must be submitted by an "eligible applicant". • Application must be for an "eligible program". • Application must be complete and include the information outlined in section 7. • Application should demonstrate clear and measurable outcomes.

6. Payments, Records and Accounts for Approved Projects The Program Manager will inform successful applicants by letter. 75% of the approved grant amount will be forwarded on approval. The balance will be paid on satisfactory completion of the project and the receipt of a satisfactory final report and financial summary. A progress report is due 12 months after funding received if project is not complete. The Program Manager may require applicants to provide details of the types and amounts of expenses incurred. Significant changes to the project scope must be approved in advance by the Program Manager.

6.1 Payments 75% of the approved funding will be issued when the application is approved. A report on what was achieved must be completed before final payment and demonstrate that the funding was used to improve tourism activity in the community. This report may contain but not be limited to the following: Statistical data around number of visits Anticipated visitor traffic based on enhanced services or available activities Projected revenues Quantity of products produced Anecdotal information/media clippings A statement from the Chief Financial Officer verifying the total cost of the project is also required. Where applicable, this statement should also identify other contributions such as “in-kind”, matching funding, and other revenue sources required to complete the project. The balance of funding will be paid on receipt of a satisfactory reporting package.

2005 Community Tourism Program Guidelines Page 4of 11

6.2 Changes or Variations to an Approved Project Local governments need to advise, in writing, of any variation from the approved project (e.g. changes to milestones and deliverables). Program Manager’s approval may be required for such changes.

6.3 Accounting Records Chief Financial Officers must maintain acceptable accounting records that clearly disclose the nature and amounts of the different items of cost pertaining to the program activities. It will also attest that funding was for new activities and was not used to fund an existing program.

6.4 Terms and Conditions.

In applying for the Community Tourism Program grant administered by the UBCM, the following terms and conditions must be agreed to by the local government and will form part of the funding agreement.

1. That, as the applicant, local government is responsible for receipt of funds, application and reporting functions, even when other agencies have been delegated responsibility for undertaking the project.

2. That all projects funded under this program must support the program goals of enhanced tourism development in British Columbia.

3. That funding will not be used to duplicate or subsidize existing programs.

4. That, where a funded project is not completed within a 12-month time frame, a progress report including funds expended to date will be provided to the Program Manager.

5. That a final report detailing what was achieved will be prepared and submitted to the Program Manager on project completion.

6. That any unused funds will be returned to the UBCM on expiry of the program.

2005 Community Tourism Program Guidelines Page 5of 11 7. Application Process

7.1 Where to Apply Local Government Program Services UBCM/Municipal House 545 Superior Street Victoria, BC V8V 1X4

7.2 Contact Information Program Manager: Sue Clark, Executive Coordinator – LGPS Phone: 250-356-5134 Fax: 250-356-5119 E-mail: [email protected]

7.3 Application Contents Applications must include the following components: 1. A description of the project to be undertaken. 2. Evidence that a business plan or other planning process has been undertaken or will be undertaken to support the intended use of the funds and that the project will increase tourism in your community or region. 3. In the case of regional district programs, a description of how the project will increase tourism potential in the electoral areas or add value region wide. 4. Performance measures that will be used to determine the success of the undertaking 5. General cost estimates of the activities to be undertaken. 6. The date when a final report with accompanying financial statements will be submitted. 7. A resolution from board or council approving the application and accepting the terms and conditions of the program as set out in section 6.4. 8. Contact information for the staff member responsible for the application.

7.4 When to Apply The first intake for applications is open now and will close on March 30, 2007. Final reports must be received my February 1, 2008. This is the first phase of the Community Tourism Program funding. A supplementary allocation to phase 1 to reflect the amount of current tourism activity will be announced by September 30, 2005. A second phase will be developed and announced at a later date.

Attachments: Schedule 1. Community Tourism Program Funding Breakdown with Maximum Funding Entitlements Information on the funding formula is available on Civicnet.

2005 Community Tourism Program Guidelines Page 6of 11

SCHEDULE 1: COMMUNITY TOURISM PROGRAM Funding Breakdown with Maximum Entitlements - Sorted by Population

"No Hotel Base Population Tax" Local Government Population Grant Component Supplement ENTITLEMENT Northern Rockies RD 1,245 $5,000 $3,361.50 $1,023.73 $15,000.00 Central Coast RD 1,598 $5,000 $4,314.60 $1,313.99 $15,000.00 Islands Trust RD 1,598 $5,000 $4,314.60 $1,313.99 $15,000.00 Skeena-Queen Charlotte RD 2,509 $5,000 $6,774.30 $2,063.08 $15,000.00 Mount Waddington RD 2,586 $5,000 $6,982.20 $2,126.39 $15,000.00 Squamish-Lillooet RD 3,750 $5,000 $10,125.00 $3,083.51 $18,208.51 Powell River RD 6,419 $5,000 $16,565.04 $5,278.15 $26,843.19 Alberni-Clayoquot RD 8,378 $5,000 $20,796.48 $6,888.98 $32,685.46 Greater Vancouver RD 9,244 $5,000 $22,667.04 $7,601.06 $35,268.10 Kootenay Boundary RD 10,884 $5,000 $26,209.44 $8,949.59 $40,159.03 Fraser Valley RD 11,537 $5,000 $27,619.92 $9,486.53 $42,106.45 Kitimat-Stikine RD 12,528 $5,000 $29,760.48 $10,301.40 $45,061.88 Sunshine Coast RD 14,122 $5,000 $33,203.52 $11,612.10 $49,815.62 North Okanagan RD 16,118 $5,000 $36,911.16 $13,253.35 $55,164.51 Fraser-Fort George RD 16,719 $5,000 $37,884.78 $13,747.53 $56,632.31 East Kootenay RD 17,402 $5,000 $38,991.24 $14,309.14 $58,300.38 Bulkley-Nechako RD 19,399 $5,000 $42,226.38 $15,951.22 $63,177.60 Capital RD 19,499 $5,000 $42,388.38 $16,033.44 $63,421.82 Columbia Shuswap RD 19,737 $5,000 $42,773.94 $16,229.14 $64,003.08 Peace River RD 22,014 $5,000 $46,462.68 $18,101.45 $69,564.13 Okanagan- Similkameen RD 22,673 $5,000 $47,530.26 $18,643.33 $71,173.59 Thompson-Nicola RD 23,957 $5,000 $49,610.34 $19,699.12 $74,309.46 Cowichan Valley RD 31,632 $5,000 $60,281.82 $26,010.04 $91,291.86 Central Kootenay RD 31,889 $5,000 $60,420.60 $26,221.37 $91,641.97 Comox-Strathcona RD 32,558 $5,000 $60,781.86 $26,771.47 $92,553.33 Central Okanagan RD 33,936 $5,000 $61,525.98 $27,904.55 $94,430.53 Nanaimo RD 36,191 $5,000 $62,743.68 $29,758.77 $97,502.45 Cariboo RD 42,258 $5,000 $66,019.86 $34,747.49 $105,767.35

Silverton 230 $5,000 $621.00 $189.12 $15,000.00 Zeballos 232 $5,000 $626.40 $190.77 $15,000.00

2005 Community Tourism Program Guidelines Page 7of 11 Wells 261 $5,000 $704.70 $0.00 $15,000.00 Lytton 331 $5,000 $893.70 $272.17 $15,000.00 Slocan 357 $5,000 $963.90 $293.55 $15,000.00 Granisle 366 $5,000 $988.20 $300.95 $15,000.00 Sayward 403 $5,000 $1,088.10 $331.37 $15,000.00 Port Clements 533 $5,000 $1,439.10 $438.27 $15,000.00 New Denver 549 $5,000 $1,482.30 $451.43 $15,000.00 Tahsis 593 $5,000 $1,601.10 $487.61 $15,000.00 Alert Bay 611 $5,000 $1,649.70 $502.41 $15,000.00 Midway 639 $5,000 $1,725.30 $525.43 $15,000.00 Port Edward 658 $5,000 $1,776.60 $541.05 $15,000.00 Greenwood 665 $5,000 $1,795.50 $546.81 $15,000.00 Clinton 670 $5,000 $1,809.00 $550.92 $15,000.00 Canal Flats 673 $5,000 $1,817.10 $553.39 $15,000.00 Stewart 715 $5,000 $1,930.50 $587.92 $15,000.00 Belcarra 740 $5,000 $1,998.00 $608.48 $15,000.00 McBride 741 $5,000 $2,000.70 $609.30 $15,000.00 Radium Hot Springs 747 $5,000 $2,016.90 $614.24 $15,000.00 New Hazelton 763 $5,000 $2,060.10 $627.39 $15,000.00 Pouce Coupe 862 $5,000 $2,327.40 $708.80 $15,000.00 Sechelt Indian Gov't. 866 $5,000 $2,338.20 $712.09 $15,000.00 Masset 965 $5,000 $2,605.50 $793.49 $15,000.00 Hazelton 1,047 $5,000 $2,826.90 $860.92 $15,000.00 Kaslo 1,068 $5,000 $2,883.60 $878.18 $15,000.00 Montrose 1,087 $5,000 $2,934.90 $893.81 $15,000.00 Salmo 1,137 $5,000 $3,069.90 $934.92 $15,000.00 Cache Creek 1,142 $5,000 $3,083.40 $939.03 $15,000.00 Hudson's Hope 1,156 $5,000 $3,121.20 $950.54 $15,000.00 Port Alice 1,203 $5,000 $3,248.10 $989.19 $15,000.00 Valemount 1,244 $5,000 $3,358.80 $1,022.90 $15,000.00 Keremeos 1,271 $5,000 $3,431.70 $1,045.11 $15,000.00 Taylor 1,287 $5,000 $3,474.90 $1,058.26 $15,000.00 Fraser Lake 1,366 $5,000 $3,688.20 $1,123.22 $15,000.00 Telkwa 1,417 $5,000 $3,825.90 $1,165.16 $15,000.00 Lions Bay 1,417 $5,000 $3,825.90 $1,165.16 $15,000.00 Gold River 1,429 $5,000 $3,858.30 $1,175.02 $15,000.00 Harrison Hot Springs 1,533 $5,000 $4,139.10 $1,260.54 $15,000.00 Anmore 1,549 $5,000 $4,182.30 $1,273.70 $15,000.00 Lumby 1,699 $5,000 $4,587.30 $1,397.04 $15,000.00 Tofino 1,711 $5,000 $4,619.70 $1,406.90 $15,000.00 Warfield 1,746 $5,000 $4,714.20 $1,435.68 $15,000.00 Nakusp 1,785 $5,000 $4,819.50 $1,467.75 $15,000.00 100 Mile House 1,823 $5,000 $4,922.10 $1,499.00 $15,000.00 Ucluelet 1,847 $5,000 $4,986.90 $1,518.73 $15,000.00 Ashcroft 1,864 $5,000 $5,032.80 $1,532.71 $15,000.00 Highlands 1,962 $5,000 $5,297.40 $1,613.29 $15,000.00 Fort St. James 1,999 $5,000 $5,397.30 $1,643.72 $15,000.00

2005 Community Tourism Program Guidelines Page 8of 11 Fruitvale 2,056 $5,000 $5,551.20 $1,690.59 $15,000.00 Pemberton 2,204 $5,000 $5,950.80 $1,812.28 $15,000.00 Logan Lake 2,314 $5,000 $6,247.80 $1,902.73 $15,000.00 Tumbler Ridge 2,461 $5,000 $6,644.70 $2,023.61 $15,000.00 Chase 2,546 $5,000 $6,874.20 $2,093.50 $15,000.00 Burns Lake 2,649 $5,000 $7,152.30 $2,178.19 $15,000.00 Elkford 2,676 $5,000 $7,225.20 $2,200.39 $15,000.00 Princeton 2,684 $5,000 $7,246.80 $2,206.97 $15,000.00 Chetwynd 2,722 $5,000 $7,349.40 $2,238.22 $15,000.00 Cumberland 2,760 $5,000 $7,452.00 $2,269.47 $15,000.00 Lillooet 2,814 $5,000 $7,597.80 $2,313.87 $15,000.00 Port McNeill 2,900 $5,000 $7,830.00 $2,384.58 $15,214.58 Lake Cowichan 2,978 $5,000 $8,040.60 $2,448.72 $15,489.32 Sicamous 3,014 $5,000 $8,137.80 $2,478.32 $15,616.12 Enderby 3,015 $5,000 $8,140.50 $2,479.14 $15,619.64 Invermere 3,140 $5,000 $8,478.00 $2,581.93 $16,059.93 Bowen Island 3,344 $5,000 $9,028.80 $2,749.67 $16,778.47 Houston 3,666 $5,000 $9,898.20 $3,014.44 $17,912.64 Rossland 3,680 $5,000 $9,936.00 $3,025.95 $17,961.95 Lantzville 3,763 $5,000 $10,160.10 $3,094.20 $18,254.30 Sparwood 3,988 $5,000 $10,767.60 $3,279.21 $19,046.81 Grand Forks 4,173 $5,000 $11,267.10 $3,431.33 $19,698.43 Gibsons 4,205 $5,000 $11,353.50 $3,457.65 $19,811.15 Oliver 4,367 $5,000 $11,790.90 $3,590.85 $20,381.75 Golden 4,373 $5,000 $11,807.10 $3,595.79 $20,402.89 Armstrong 4,492 $5,000 $12,128.40 $3,693.64 $20,822.04 Port Hardy 4,581 $5,000 $12,368.70 $3,766.82 $21,135.52 Osoyoos 4,599 $5,000 $12,417.30 $3,781.62 $21,198.92 Vanderhoof 4,649 $5,000 $12,552.30 $3,822.73 $21,375.03 Fort Nelson 4,694 $5,000 $12,673.80 $3,859.74 $21,533.54 Duncan 4,871 $5,000 $13,151.70 $4,005.28 $22,156.98 Creston 5,039 $5,000 $13,584.24 $4,143.42 $22,727.66 Fernie 5,040 $5,000 $13,586.40 $4,144.24 $22,730.64 Peachland 5,077 $5,000 $13,666.32 $4,174.66 $22,840.98 Metchosin 5,272 $5,000 $14,087.52 $4,335.01 $23,422.53 Mackenzie 5,444 $5,000 $14,459.04 $4,476.44 $23,935.48 Spallumcheen 5,633 $5,000 $14,867.28 $4,631.85 $24,499.13 Smithers 5,637 $5,000 $14,875.92 $4,635.14 $24,511.06 Kent 6,077 $5,000 $15,826.32 $4,996.93 $25,823.25 Hope 6,558 $5,000 $16,865.28 $5,392.45 $27,257.73 Kimberley 6,927 $5,000 $17,662.32 $5,695.86 $28,358.18 Ladysmith 7,111 $5,000 $18,059.76 $5,847.16 $28,906.92 Qualicum Beach 7,383 $5,000 $18,647.28 $0.00 $23,647.28 Merritt 7,496 $5,000 $18,891.36 $0.00 $23,891.36 Castlegar 7,755 $5,000 $19,450.80 $6,376.70 $30,827.50 Trail 7,816 $5,000 $19,582.56 $6,426.86 $31,009.42 Revelstoke 7,911 $5,000 $19,787.76 $6,504.98 $31,292.74

2005 Community Tourism Program Guidelines Page 9of 11 View Royal 8,045 $5,000 $20,077.20 $6,615.16 $31,692.36 Sechelt 8,488 $5,000 $21,034.08 $6,979.43 $33,013.51 Sooke 9,730 $5,000 $23,716.80 $8,000.69 $36,717.49 Whistler 9,754 $5,000 $23,768.64 $0.00 $28,768.64 Nelson 9,784 $5,000 $23,833.44 $8,045.09 $36,878.53 Coldstream 9,896 $5,000 $24,075.36 $8,137.18 $37,212.54 Lake Country 10,064 $5,000 $24,438.24 $8,275.33 $37,713.57 Quesnel 10,417 $5,000 $25,200.72 $8,565.59 $38,766.31 Kitimat 10,449 $5,000 $25,269.84 $0.00 $30,269.84 North Saanich 11,103 $5,000 $26,682.48 $9,129.66 $40,812.14 Parksville 11,245 $5,000 $26,989.20 $9,246.43 $41,235.63 Dawson Creek 11,290 $5,000 $27,086.40 $9,283.43 $41,369.83 Sidney 11,495 $5,000 $27,529.20 $9,451.99 $41,981.19 Summerland 11,776 $5,000 $28,136.16 $9,683.05 $42,819.21 Williams Lake 11,833 $5,000 $28,259.28 $9,729.92 $42,989.20 Comox 12,394 $5,000 $29,471.04 $10,191.21 $44,662.25 Terrace 12,565 $5,000 $29,840.40 $10,331.82 $45,172.22 Powell River 13,680 $5,000 $32,248.80 $11,248.65 $48,497.45 Colwood 14,825 $5,000 $34,722.00 $12,190.15 $51,912.15 Prince Rupert 15,020 $5,000 $35,132.40 $0.00 $40,132.40 Squamish 15,623 $5,000 $36,109.26 $12,846.32 $53,955.58 Pitt Meadows 16,225 $5,000 $37,084.50 $13,341.33 $55,425.83 Salmon Arm 16,644 $5,000 $37,763.28 $13,685.86 $56,449.14 Esquimalt 17,038 $5,000 $38,401.56 $14,009.84 $57,411.40 Fort St. John 17,280 $5,000 $38,793.60 $14,208.83 $58,002.43 Oak Bay 18,357 $5,000 $40,538.34 $0.00 $45,538.34 Central Saanich 18,466 $5,000 $40,714.92 $15,184.04 $60,898.96 Port Alberni 18,490 $5,000 $40,753.80 $15,203.77 $60,957.57 Cranbrook 19,608 $5,000 $42,564.96 $16,123.07 $63,688.03 White Rock 19,735 $5,000 $42,770.70 $16,227.50 $63,998.20 Langford 20,901 $5,000 $44,659.62 $17,186.27 $66,845.89 Courtenay 21,068 $5,000 $44,930.16 $17,323.58 $67,253.74 Langley City 24,915 $5,000 $51,162.30 $20,486.86 $76,649.16 Port Moody 26,613 $5,000 $53,913.06 $21,883.07 $80,796.13 North Cowichan 28,065 $5,000 $56,265.30 $23,077.01 $84,342.31 Campbell River 30,666 $5,000 $59,759.64 $25,215.73 $89,975.37 Penticton 32,880 $5,000 $60,955.20 $27,036.24 $92,991.44 Mission 33,970 $5,000 $61,543.80 $27,932.51 $94,476.31 Vernon 35,548 $5,000 $62,395.92 $29,230.05 $96,625.97 West Vancouver 45,740 $5,000 $67,899.60 $37,610.63 $110,510.23 North Vancouver City 47,413 $5,000 $68,803.02 $0.00 $73,803.02 Port Coquitlam 56,119 $5,000 $73,504.26 $46,144.97 $124,649.23 New Westminster 58,286 $5,000 $74,674.44 $47,926.83 $127,601.27 Maple Ridge 70,416 $5,000 $81,224.64 $57,900.96 $144,125.60 Chilliwack 70,980 $5,000 $81,529.20 $0.00 $86,529.20 Victoria 77,538 $5,000 $85,070.52 $0.00 $90,070.52 Prince George 77,721 $5,000 $85,169.34 $63,907.65 $154,076.99

2005 Community Tourism Program Guidelines Page 10of 11 Nanaimo 78,271 $5,000 $85,466.34 $64,359.90 $154,826.24 Kamloops 81,699 $5,000 $87,317.46 $0.00 $92,317.46 North Vancouver Dist. 87,948 $5,000 $90,691.92 $72,317.00 $168,008.92 Langley Township 95,031 $5,000 $94,516.74 $78,141.14 $177,657.88 Delta 102,322 $5,000 $98,453.88 $84,136.31 $187,590.19 Kelowna 107,600 $5,000 $101,304.00 $0.00 $106,304.00 Saanich 109,639 $5,000 $102,405.06 $0.00 $107,405.06 Coquitlam 121,478 $5,000 $108,798.12 $99,887.72 $213,685.84 Abbotsford 126,882 $5,000 $111,716.28 $0.00 $116,716.28 Richmond 172,714 $5,000 $136,465.56 $0.00 $141,465.56 Burnaby 202,966 $5,000 $152,801.64 $0.00 $157,801.64 Surrey 383,962 $5,000 $250,539.48 $0.00 $255,539.48 Vancouver 584,601 $5,000 $358,884.54 $0.00 $363,884.54 TOTALS $920,000 $5,483,784.78 $1,737,004.26 $8,479,701.91

2005 Community Tourism Program Guidelines Page 11of 11 The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix C Maps of the Lower Mainland and Delta

MAP OF DELTA

The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix D Tourism Product and Support Sector Profiles

Delta Tourism Strategy Tourism Product and Support Services Profile

A Tourism Product and Support Services Profile for Delta is summarized below. The purpose of developing the profile was to gain a clear understanding of the type and status of core tourism products and supporting services that currently exist in the Delta area that will provide the foundation for tourism planning and development. Note that the products and sectors provided are not numbered or listed in order of priority.

Research to support the development of the tourism product and support services profile was conducted by Grant Thornton LLP, and included: • Existing relevant studies and reports • Relevant websites • Individual interviews with Delta tourism operators and stakeholders • Tourism Stakeholder Focus Groups • Existing publications and media releases

Tourism Product Profile

Product #1: Agricultural Tourism Description Agricultural tourism (“agri-tourism”) is travel linked to agricultural and/or rural products, services and experiences. These include country vacations, guest ranches, bed and breakfasts, wine tours and tasting, cooking classes, green houses, harvest festivals, farmer’s markets and fruit, herb and vegetable stand shopping.

Quantity • An estimated 15 operations (commercial).

Diversity Products and services range from farm-based B&Bs, wine tours and tasting, cooking classes, harvest festivals, green houses, farmer’s markets and fruit to herb and vegetable stand shopping. (Note: Equestrian competitions /events have been included as a product in the Sport Tourism and Community Recreation Activities profile).

Market • Varies from product to product. Some operations are well established in terms of Readiness facilities and products (e.g. wineries) but are facing difficulties in attracting markets; while others need improvement in terms of physical product, facilities and/or how they are positioned to attract markets.

Strengths • Agricultural is one of the most significant and vibrant economic sectors in Delta, with operations yielding an array of crops that range from field vegetables, pumpkins, berries, honey, greenhouse and nursery products, to livestock. • Delta has one of the richest agricultural histories in the Lower Mainland and features numerous interesting, heritage agricultural facilities (e.g. old agricultural hall, heritage barns, Westham Island wooden bridge).

Page 1 Delta Tourism Strategy Tourism Product and Support Services Profile

• Westham Island, where a variety of agri-tourism operators are located, is a small distinctive island renowned for its rich, pastoral farmland and dyke. • The wide diversity of agricultural products provide a foundation from which agri-tourism services can be offered throughout the year (e.g. berry picking in June/July/August, pumpkin festivals in October, gift baskets in December, and wine tasting year round).

Weaknesses • Many smaller operators have limited resources to invest in product development and /Issues targeted marketing efforts • Signage is an issue for some agri-tourism products (e.g. Westham Island). • The majority of larger commercial farms in Delta do not support visitor access to their land because of potential risks of disease and damage to crops and property. • Legal and license permitting processes related to liquor distribution, signage, special events, and insurance can be restrictive, burdensome and costly for operators. • The agricultural industry in general is constantly impacted by fluctuations in the Canadian dollar, US tariff challenges, and global competition. • Lack of accommodation properties in Delta.

Opportunities • To fully capitalize on the potential of agri-tourism in Delta by: o increasing the number of products o packaging complementary products o developing 4-seaon products o coordinating marketing efforts

Conclusions • Good base of raw resources for agri-tourism development. • Excellent opportunities to grow this product. • Logical linkages with other key products in Delta, including cultural and heritage tourism, adventure and ecotourism, learning and health tourism, culinary tourism, and festival and event tourism.

Product #2: Cultural and Heritage Tourism Description Cultural and heritage tourism refers to travel motivated by a desire to participate in cultural and heritage activities, such as aboriginal tourism products, cultural/heritage programs, events and festivals, art galleries, museums, and/or heritage attractions.

Quantity • An estimated 20 cultural tourism products / operators / facilities. • 188 heritage buildings; 6 designated (62 in Ladner; 23 in Port Guichon (part of Ladner) and River Road West; 25 in North Delta; 12 in Tsawwassen and 66 in rural areas). • An estimated 50 arts, culture and heritage related community groups and organizations.

Page 2 Delta Tourism Strategy Tourism Product and Support Services Profile

Diversity • Products range from a museum, art galleries (including the Qway-Aathia's Native Art Gallery), arts centres, pottery studio, gift stores, heritage air parks, to a performing theatre.

Market • Majority of operations are able to respond well to market demands and provide services Readiness year-round. In 2004, the total number of people impacted by arts programs and events presented by the Delta Arts Council was 1,199,656. At the same time, the Delta Museum and Archives attracted 50,740 people and 44,452 in 2005. • Various cultural and heritage inventories and guides have been developed, including: o The Arts and Cultural Guide for Delta, produced by the Delta Arts Council o Two heritage inventories maintained by The Corporation of Delta: Delta’s Rural Heritage (1998) and Delta’s Urban Heritage (2000) o A brochure for a self-guided driving tour of Delta’s Rural Heritage, published by Delta’s Heritage Commission in conjunction with the BC Heritage Trust o The Tsawwassen Community Activity and Cultural Guide, prepared by the Business Improvement Association of Tsawwassen

Strengths • There is a strong First Nations presence in Delta. • Many cultural and heritage facilities in Delta are highly unique and interesting, (e.g. the Old Firehall in North Delta and the Kiwanis Longhouse); the old homes and heritage buildings are architecturally stunning. • Majority of operations and events are run by highly dedicated and committed volunteers.

Weaknesses • Many operations are limited by a lack of resources for facility upgrades, staffing and /Issues programming. • Signage is an issue for some cultural and heritage products. • Lack of accommodation properties in Delta.

Opportunities • To enhance the cultural and heritage tourism industry by: o increasing product development o coordinating marketing efforts o enhancing human resources (i.e. # of volunteers, staff, training and education). • To collaborate and work with the Tsawwassen First Nations to expand and enhance Aboriginal tourism products and services. • To fully capitalize on the heritage and commercial potential of downtown Ladner to develop a destination village and a variety of complementary mixed-use services.

Conclusions • Excellent base of resources from which to further develop cultural and heritage tourism. • Good start to product development. • Good opportunities to increase 4-season and Aboriginal tourism products. • Logical linkages with other key products in Delta, including agricultural tourism, adventure and ecotourism, industrial tourism, and festival and event tourism.

Page 3 Delta Tourism Strategy Tourism Product and Support Services Profile

Product #3: Sport Tourism and Community Recreation Activities Description Sport tourism refers to travel motivated by the desire to be involved with sport related activities, including tournaments, conferences and meetings, and events. (Note that golf tourism is documented separately).

Community recreation activities refers to participation in and/or use of community recreation facilities and programs, such as arts & crafts, youth centres, senior centres, and other community recreation activities.

Quantity • Several sport tournaments a year (e.g. provincial softball, field hockey, baseball, swimming, lacrosse, skating, gymnastics, hockey tournaments, equestrian) • Approximately 4 main annual sport events (Tour De Delta, Delta Triathlon, Delta Marathon, Delta Sport Hall of Fame Banquet). • Public recreation amenities consist of: o 40 play areas o 3 boat launches o 3 indoor pools o 3 skateboard parks o 42 ball diamonds o 3 lawn bowling clubs o 2 outdoor pools o 4 outdoor lacrosse boxes o 36 all-weather and grass fields o 3 senior centres o 2 water play parks o 3 public ice arenas o 43 tennis courts o 3 youth centres o 2 curling rinks o Boy scout/girl guide campground • 1 private ice centre; Planet Ice • Equestrian facilities

Diversity • Products range from a wide variety of community recreation facilities (see above) to regional and provincial sport tournaments to North American sporting events.

Market • Some sport tourism products are well established in terms of facilities and events (e.g. Readiness Tour De Delta, provincial girl’s softball, equestrian competitions); while others need improvement in terms of product, facilities and/or how they are positioned to attract markets. • Tour De Delta is a signature event for the community, and partners with 2 additional Bicycle Tours in the Lower Mainland; Tour De Gastown and Tour De White Rock. These three cycling events occur within the same week, known as BC Super Week. • The majority of sport and community recreation facilities are of high quality, with modern, upgraded facilities. In 1994, the Ladner Leisure Centre was one of 10 facilities to be given the Facility by Merit by Athletic Business Magazine.

Page 4 Delta Tourism Strategy Tourism Product and Support Services Profile

Strengths • Facilities exist to accommodate selected sporting tournaments and events at the regional and provincial levels (e.g. softball, baseball, field hockey, lacrosse, equestrian, hockey and curling). • Lacrosse has a long-standing history in Delta (in particular Ladner and North Delta), tracing back to the early 1900s. • The Dutch community in Ladner has connections with the national speed skating association in Holland. • Support for rowing is significantly growing in the area.

Weaknesses • Although many of Delta’s sporting facilities are of provincial calibre, there is strong /Issues competition from Delta’s surrounding communities (Richmond, Surrey, etc.) in terms of quality facilities (e.g. Softball City in Surrey) and attracting markets for sport tournaments and events. • Currently, Delta does not have adequate facilities to host national sporting tournaments. • Sporting events other than Tour De Delta attract mainly local residents. • Lack of accommodation properties in Delta to support large sporting events. • In the near future, seniors will comprise an increasing proportion of Delta’s population (projected to increase to 19.6% in 2016 compared to 11.6% in 2001). This shift will result in increasing demand for facilities and recreational programs that can accommodate the needs of the aging population.

Opportunities • To increase Tour De Delta from a North American event to an international event. • To develop and enhance sport tourism events related to rowing and lacrosse. • To capitalize on Delta’s speed skating connections by providing services during the 2010 Winter Games to Dutch speed skating and other Olympic sport fans (e.g. accommodations, shuttle transportation services, etc.).

Conclusions • Limited potential to develop Delta as a sports tourism destination with a lack of accommodations, few national calibre facilities, and strong competition from neighbouring communities. • Good opportunities to develop and enhance individual, selected products, including the Tour De Delta, rowing, and lacrosse. • Key product from which opportunities related to 2010 Olympics can be developed (e.g. through speed skating connections). • Logical linkages to other key products in Delta, including festivals and events, adventure and ecotourism, and cultural and heritage tourism.

Page 5 Delta Tourism Strategy Tourism Product and Support Services Profile

Product #4: Festival and Event Tourism Description Festival and event tourism refers to travel linked to leisure-oriented special events, including fairs, sporting events, festivals, cultural events and reunions. Festival and events usually represent a fun filled experience for both local residents and visitors, and can be significant economic drivers for the local economy. Quantity • Approximately 7 festivals and events that attract visitors from outside the Delta area.

Diversity • Festivals and events range from the Ladner Village Market, Ladner Village Quilt Walk and Classic Car Show, International Bog Day, Tsawwassen Sun Festival, Ladner Pioneer May Days, North Delta Family Days, and the South Delta Jazz Festival (Note: Tour De Delta has been included as a product in the Sport Tourism and Community Recreation Activities profile).

Market • Majority of festivals and events are well established in terms of activities, facilities and Readiness services, but face difficulties in attracting non-resident markets. • Marketing efforts vary depending on the event, however, generally target local markets.

Strengths • Many festivals and events are deeply rooted within the community and have had outstanding histories of operational success (e.g. Tsawwassen Sun Festival – 36 years; Ladner Pioneer May Days – 110 years; Ladner Village Market – 10 years). • Majority of festivals and events are run by highly dedicated and committed volunteers. • There is a wide variety of quality sites and outdoor facilities to host festivals and events.

Weaknesses • The majority of events and festivals attract local residents rather than visitors. /Issues • Many festivals and events are limited by a lack of funding for human resources and marketing. • Lack of accommodation properties in Delta.

Opportunities • To fully capitalize on the potential of festival and event tourism in Delta by: o increasing the number of products o packaging complementary products o developing 4-seaon products o targeting visitors markets

Conclusions • Good base of events and festivals from which to grow the product. • Growth potential is limited due to a lack of accommodations. • Focussed marketing efforts are required to attract visitors markets. • Logical linkages to other key projects in Delta, including cultural and heritage tourism, agri-tourism, sport tourism and community recreation activities, adventure and ecotourism, and learning and health tourism.

Page 6 Delta Tourism Strategy Tourism Product and Support Services Profile

Product #5: Adventure and Ecotourism Description Adventure tourism / ecotourism refers to travel linked to adventure / ecotourism and / or activities that take place in an outdoor land and marine setting. Such services and activities include wildlife viewing, hiking, mountain biking, horseback riding, flight tours, kayaking, boating and marina services.

Quantity • An estimated 16 adventure / ecotourism related operations (commercial and non- commercial) and facilities.

Diversity • Products range from kayaking and boat tours, cycling, flight tours, and wildlife viewing tours, to horse back tours. • Visitors are also welcome to join activities being held by many of Delta’s local outdoor clubs, such as the Watershed Bike Club, Canoe and Paddling Club, Wakeboarding / Waterskiing Club, and the Ladner Rod and Gun Club.

Market • Varies from product to product. Some operations are well established in terms of Readiness facilities, products and in attracting markets (e.g. Kaymaran Adventure Tours, Reifel Bird Sanctuary); while others need improvement in terms of physical product, facilities and/or how they are positioned to attract markets. • Watershed Park is considered a destination mountain bike area.

Strengths • Delta is abundant with world class natural parks, trails and globally significant ecological areas where adventure / ecotourism activities take place, including: o Over 531 ha of municipal parks and open spaces, including Watershed Park in North Delta, Wellington Point Park along the south arm of the Fraser River, and Ladner Harbour Park. o Deas Island and Boundary Bay Regional Parks. o Approximately 60 kilometres of trail, including the Millennium Trail and Boundary Bay Dyke Trail. o Burns Bog and Delta Nature Reserve. o The Alaksen National Wildlife Area and the George C. Reifel Migratory Bird Sanctuary. o South Arms Marshes and Boundary Bay Wildlife Management Areas • Delta is internationally renowned for the millions of birds and over 200 bird species that enjoy the year-round seasonally mild climate in the area. • Quality, comprehensive informational materials and maps on the parks, trails and nature reserve areas have been developed and are available from The Corporation of Delta, Delta Chamber of Commerce and the GVRD, including a detailed Delta Routes Trail Map and Watershed Park Trail Map.

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Weaknesses • Public access to the waterfront and potential trail development via the dykes is largely /Issues restricted by private land ownership. • Growth in tourism to the area could also result in negative impacts to the natural resources, particularly in environmentally sensitive areas. • Seniors comprise a significant portion of visitors at some of the key sites indicated above (approx. 60% of tours at Burns Bog are seniors groups; approx. 30% of visitors to the Riefel Bird Sanctuary are seniors). In the near future, seniors will comprise an increasing proportion of Delta’s population (projected to increase to 19.6% in 2016 compared to 11.6% in 2001). This shift will result in increasing demand for facilities, trails, and recreational areas that can accommodate needs of the aging population. • Lack of accommodation properties in Delta.

Opportunities • To fully capitalize on the potential of adventure and ecotourism in Delta by: o increasing the number and types of products (tours, events, festivals, etc.) o packaging complementary products within and outside of Delta ((e.g. Steveston Harbour in Richmond). o developing 4-seaon products o coordinating marketing efforts

Conclusions • Excellent base and raw resources from which to develop adventure and ecotourism products. • Good opportunities to grow the product. • Logical linkages to Delta’s other key products, including agricultural tourism, cultural and heritage tourism, festival and events, sport tourism and community recreation activities.

Product #6: Learning and Health Tourism Description Learning tourism refers to educational programmed activities where visitors gain knowledge, awareness and/or skills related to a particular subject. Such subjects can encompass a wide range of areas, including environment, spirituality, wellness, health and arts and crafts

Health tourism is defined as leisure, recreational and educational activities, removed from the distractions of work and home that use tourism products and services designed to promote and enable customers to improve and maintain their health and well-being.

Quantity • Several ecological significant areas (Burns Bog; Riefel Bird Sanctuary; Alaksen Wildlife Reserve, South Arm Marshes Wildlife Management Area, Boundary Bay Management Area) • 1 wildlife rehabilitation centre (OWL) • 2 sustainable demonstration garden (McKitrick Earthwise Garden & Boundary Bay Earthwise Garden (opening soon)

Page 8 Delta Tourism Strategy Tourism Product and Support Services Profile

• Several arts, cultural and heritage programs (e.g. Delta Heritage Museum, South Delta Artist Guild programs, Delta Art Council programs, etc.) • 4 key spa facilities (eg Atlantis Day Spa, Spa Time, Spa Villa, Aqua Soluis) • Delta View Rehabilitation Center

Diversity • Products range from spa sessions, workshops, educational tours, school group tours and programs, volunteer opportunities, to study / research opportunities.

Market • Moderate market readiness with current product development and natural resources, Readiness however, facilities required to support markets (e.g. accommodation for researchers / scientists), staffing, and programming needs improvement.

Strengths • Top-notch, world ecological class sites / areas to conduct research and scientific activities. • Earthwise Gardens is very unique as it is the only ecological, sustainable demonstration gardens in the Lower Mainland.

Weaknesses • Lack of post-secondary educational institutions in Delta. /Issues • Some ecological sites are impeded by poor or absent signage. • Limited supporting facilities and infrastructure on-site to support students, scientists / researchers (e.g. interpretation centre at Burns Bog, accommodations at OWL, etc). • Many operators are limited by a lack of resources for upgrading facilities, programming, marketing, and staffing. • Growth in tourism to the area could also result in negative impacts to the natural resources, particularly in environmentally sensitive areas. • Lack of accommodation properties in Delta.

Opportunities • To fully capitalize on the potential of learning tourism in Delta through support, commitment, partnerships, and cooperation with both local and non-local organizations. • To enhance the learning and health tourism industry in Delta by increasing sustainable product and facility developments, marketing, human resources development (i.e. training and education), investment, and management. • A proposal has been developed to build a world class interpretive centre at Burns Bog that would include research facilities, educational programs, and facilities for the public who wish to learn more about the site. Such a facility could potentially increase visitation to Delta and enhance the profile of Burns Bog both locally and internationally. • To focus marketing on key market segments, including scientists, researchers and education based groups to the area (e.g. Earthwatch, Elder Hostel, post-secondary research students).

Conclusions • Excellent base of raw resources to develop learning and health tourism. • Good opportunities to grow the product. • Development of on-site facilities, infrastructure and accommodation are required for

Page 9 Delta Tourism Strategy Tourism Product and Support Services Profile

further growth, as well as focussed and coordinated marketing efforts. • Logical linkages to other key tourism products in Delta, including adventure and ecotourism, agri-tourism, festivals and events, industrial tourism, and meeting and conferences.

Product #7: Themed Attractions Description Themed Attractions are commercial developments that include theme parks, waterslides, laser tag / activities, paintball and climbing walls.

Quantity • 3 commercial themed attractions

Diversity • Products range from a waterslide and theme park (Splashdown Park), a race kart operation (F440 Challenge), and a paintball operation (Tsawwassen Paintball Games). • Hayden Park • Ladner Village

Market • All products are well-established and able to respond effectively to specific markets, Readiness including families, leisure travellers and groups (weddings, birthday parties, etc.). • Splashdown Park offers a full range of services and amenities, including food concession, catering, tents & reserved areas for groups and birthday parties, volleyball, badminton and basketball courts. • The F440 Track is one of the best quality rental kart tracks in North America, featuring a combination of fast speeds, challenging turns, and good equipment. The rental race karts are imported from Italy and are of the same design as competitive racing karts. • Tsawwassen Paintball has been operating for over 10 years and is synonyms with the best paintball in Tsawwassen.

Strengths • Splashdown Park is the only waterslide park in the GVRD. • F440 Challenge is the largest race track in the Lower Mainland. • Location; proximity to BC Ferries Terminal and YVR.

Weaknesses • Due to the nature of its services, Splashdown Park is a seasonal operation, open only from /Issues May to September. • Lack of accommodation properties in Delta.

Opportunities • To joint package and engage in coordinated marketing efforts with other complementary tourism products and support services, including accommodations, food & beverage, transportation services, sporting events, etc.

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Conclusions • Good product and market readiness of existing attractions. • Good opportunities to package products and coordinate marketing efforts with other key products in Delta.

Product #8: Golf Tourism Description Golf tourism refers to travel linked to golfing, and golfing tournaments and events. Courses fall into categories of private member owned clubs, and privately or publicly owned that allow public pay.

Quantity • 7 golf courses within the vicinity (Cove Links, Tsawwassen Golf & Country Club, Delta Golf Course, Sunshine Woods, Beach Grove Golf Club, the Links at Boundary Bay, and Point Roberts).

Diversity • Golf facilities range from public to private and offer courses for a variety of skill levels, including par 29, par 65, par 66, and par 3.

Market • Several established golf courses, however, do not attract enough of an “ardent recreation Readiness golfers” market (those people travelling with the primary purpose of golfing) to be considered a golf destination.

Strengths • Tsawwassen Golf & Country Club is known as a hot spot for tournaments in the Lower Mainland. • Delta’s golf sector has been given a boost in recent years with the opening of three new courses to complement the existing ones.

Weaknesses • Seasonality is a particular issue for the golfing sector. Use is concentrated in the high /Issues season between July and September, while April to June, and fall months experience much less demand. • Lack of accommodation properties in Delta.

Opportunities • Juniors and seniors represent a large potential for growth in the golf industry. Emphasis placed on retention of junior players will result in long-term frequent golfers, while the 55+ age range will increase with the aging Baby Boomer generation. • To enhance Delta’s golf products through joint ventures.

Conclusions • Limited potential to grow into a golf destination, with a primary domestic market and a lack of accommodations. • Good opportunities to develop and enhance individual products (e.g. Tsawwassen Golf & Country Club as a destination tournament facility) through developing partnerships with golf facilities outside of Delta, as well as focussed and coordinated marketing efforts.

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Product #9: Industrial Tourism Description Industrial tourism consists of travel to learn about industrial environments, processes and traditions. Activities can include visits to manufacturing plants, ports, landfills, timber mills, natural resource factories, food processing factors, and industrial parks/villages

Quantity • An estimated 2 operations offering tours; The Vancouver Landfill and Westshore Terminals Ltd.

Diversity • Limited diversity.

Market • Tours are currently conducted from a solely educational motivation compared to from Readiness both a tourism and educational motivation.

Strengths • Delta features a wide range of significant industrial tourism assets, including two of the top four business parks in Greater Vancouver: Annacis Island Business Park and Tilbury Industrial Park. Over 430 companies alone are located on Annacis Island Business Park and over 300 specialty workplaces in Tilbury Industrial Park. The following additional industrial zones also exist within Delta: o Tilbury Island - handles heavy industry o River Road East and Nordel - cater to mixed industry o Deltaport Container Terminal - the Vancouver Port Authority’s third biggest container terminal o Boundary Bay Airport - contains 180 acres of partially serviced, industrial-zoned land. • In addition to featuring modern industrial practices that significantly contribute to current society, Delta’s industrial areas are also rich with heritage and culture. • A major expansion is planned for the Deltaport Container Terminal. • A partnership has recently been formed in the Tilbury industrial area, the Tilbury Eco- Industrial Partnership, where industrial operations collaborate with each other, government, and the community, to share resources for maximum financial, environment and social benefit. With an emphasis on sustainability, such an organization could potentially play a significant role in the development and promotion of industrial tourism.

Weaknesses • Lack of industrial tourism products in Delta compared to resources that are available. /Issues • Access to Tilbury Island is difficult due to frequent vehicle and truck congestion. • Lack of accommodation in Delta.

Opportunities • To fully capitalize on the potential of industrial tourism in Delta by: o developing more products o packaging complimentary products o developing 4-seaon products o coordinating marketing efforts

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• The Vancouver Landfill currently collects gas generated from the landfill and distributes it to selected greenhouses in Delta to serve as an alternative energy source. Potential opportunities exist to expand tours at the Landfill to include greenhouse operations that use the recycled landfill gas. Conclusions • Excellent base of raw resources for industrial tourism development. • Good opportunities to develop and grow the product. • Logical linkages to Delta’s cultural and heritage tourism product and transportation sector.

Product #10: Meetings and Conferences Description The meeting facilities referred to here are the dedicated or freestanding buildings that cater to a range of professional, technical and other kinds of meetings and conferences.

Quantity • 2 Hotels Facilities • 1 Motel Facilities • 11 Community Facilities • 4 Regional Facilities

Diversity • Products range from hotel conference facilities equipped with full supporting services (e.g. accommodations, catering, restaurant on-site, etc.), limited service facilities (e.g. kitchenette, and catering) to stand alone facilities.

Market • Varies depending on the type of facility. Some facilities are well established in terms of Readiness services and amenities (e.g. hotel facilities) but are facing difficulties in attracting markets; while others need improvement in terms of physical product, services and/or how they are positioned to attract markets.

Strengths • Types of facilities vary from heritage agricultural halls to unique, heritage facilities situated in top-notch regional parks and serene, scenic environments.

Weaknesses • Lack of facilities that can accommodate over 250 people. /Issues • Community facilities are primarily stand-alone buildings dispersed throughout Delta with limited amenities nearby (e.g. accommodations, restaurants, etc.). • Majority of use at community facilities is by local groups and organizations; there is limited use and marketing of these facilities to visitors • Lack of accommodation in Delta.

Opportunities • To enhance meeting and conference products by increasing support services, facility development, marketing, and human resources development. • For community facilities to joint package with the hotels to be used as day use facilities for larger meetings / conferences.

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Conclusions • Growth potential significantly limited by lack of accommodations • Limited opportunity to grow meetings and conferences product

Tourism Support Sector Profile

Support Accommodation Sector #1: Description The provision of lodging or rooms to a transient market. Types of accommodations can include hotels, motels, resorts, campgrounds and RV parks, B&Bs, inns and cottages.

Quantity • An estimated total of 19 accommodation facilities; 7 in Tsawwassen; 11 in Ladner; and 1 in North Delta. A breakdown of accommodations in each of the three Delta communities is provided below. Property Type Tsawwassen Ladner North Delta Total B&Bs & Cottages 4 9 1 14 Hotels 1 1 0 2 Motels 1 1 0 2 Campground & RV Park 1 0 0 1 Total 7 11 1 19

Diversity • Range from full service hotels, limited service motels, an RV Park and Campground to B&B and Cottages.

Market • The hotels, motels, Campground & RV Park and selected B&Bs are well established and Readiness have been in operation for over five years. These properties operate year-round, while many of the other B&Bs tend to be highly seasonal, serving mainly as part time businesses in the summer peak periods.

Strengths • Properties are located in close proximity to regional and international transportation services, including the Vancouver International Airport and BC Ferries Terminal. • Properties offer a variety of attractive, serene environments in which visitors can experience, including heritage farms, a quaint downtown village, and boathouses on the Fraser River.

Weaknesses / • Overall there is a lack of accommodations in Delta, especially in North Delta with only Issues one B&B. There are only two fixed-roof properties capable of accommodating groups over 50 people. • Due to the lack of accommodations, overall occupancy levels for the area are low.

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Developers have indicated that rezoning in Delta is difficult and often consists of lengthy delays and cancellations compared to neighbouring communities of Surrey and Langley where development is encouraged and less restrictive. • Hotel / motel properties in Delta compete directly with the adjacent community of Richmond, which has an accommodation supply of over 1,000 rooms. • Training issues and the labour shortage being brought on by the aging population and the smaller segment of young persons that the industry has traditionally relied on are key issues.

Opportunities • To joint package and market with complementary tourism products and services both within and outside of Delta

Conclusions • Limited base from which to support Delta’s tourism products • Opportunities for accommodation growth are significantly dependent on market conditions and demand

Support Sector # 2: Food & Beverage Description Food & Beverage includes full-service restaurants, limited-service restaurants, and taverns. These establishments are further defined as:

• Full-Service Restaurants – establishments that may sell alcoholic beverages, provide take-out services, operate a bar, or present live entertainment in addition to serving food and beverages. Categories include family, casual or fine dining.

• Limited Service Restaurants – establishments where patrons select items at a counter, food bar or cafeteria line (or order by telephone) and pay before eating. Food and drink are picked up for consumption on the premises, for take-out, delivered to customers’ location, or served to seated customers.

• Taverns – primarily engaged in preparing and serving alcoholic beverages for immediate, on-site consumption. These establishments may also provide limited food services.

Quantity • An estimated total of 76 food & beverage providers; 33 in Ladner; 23 in North Delta; and 20 in Tsawwassen.

Diversity • High diversity of food & beverage services, ranging from fine dining restaurants, pubs, and cafes to fast food restaurants; broad spectrum of ethnic cuisines, including Greek, East Indian, Chinese, Japanese, Italian, Afghan and Vietnamese.

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Strengths • Food & beverage services available to suite every budget. • 120th Street in North Delta has become a concentrated area to experience genuine East Indian restaurants, grocery stores and sweet shops. This area features the Punjabi Bazaar, which is open daily and bustles with activity attracting shoppers with distinctive Indo-Canadian flavours and delicacies.

Weaknesses / Issues • There are very few restaurants on the waterfront where residents and visitors can enjoy a meal in a harbour setting. • Many food & beverage providers do not provide extra services during event and festival days (e.g. Sunday of the Tour De Delta), therefore do not benefit from the festival visitor traffic. • This is the lowest paying sector of the tourism industry although gratuities account for a good portion of the monies received. • There is a current labour shortage affecting the food & beverage industry within BC as a whole, and is largely seen in an extreme shortage of cooks and chefs.

Opportunities • To develop restaurant facilities on the waterfront. • To work with event and festival coordinators to capitalize on visitors markets that attend special events and festivals (e.g. Tour De Delta) and to provide complimentary services. • The wide variety of food & beverage services, as well as the rich supply of fine food, herb and fruit wine products grown by Delta’s agricultural community, provides great opportunities to enhance culinary /cuisine tourism in the area. • To joint package and engage in coordinated marketing efforts with other tourism operations.

Conclusions • Good base from which to support Delta’s tourism products. • Good opportunities to develop culinary / cuisine tourism products that stem from the food & beverage sector. • Logical linkages to Delta’s agri-tourism sector.

Support Sector # 3: Transportation Description Transportation refers to the mode of travel in which visitors arrive and leave a destination, including airplane, road / vehicle, ferry, rail, etc.

Quantity • 4 main types of transportation services.

Diversity • Services range from air, ferry, road to public transit.

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Strengths • Boundary Bay Airport is currently the busiest small craft airport in Canada, with respect to local movements. It also features a unique, heritage air hangar. • Delta is a central hub for road, rail and water transportation systems and an essential gateway to destinations throughout the region, the rest of Canada, the U.S., and the Pacific Rim.

Weaknesses / Issues • Modes of transportation to Boundary Bay Airport other than by personal vehicle are limited. The local transit system services the airport and links to the Ladner bus loop and allows travelers to connect to other bus lines, however, due to the infrequency of the service, rider-ship levels are low. There is also some use of bicycles as a mode of transport to and from the airport, however, this type of travel occurs only during the summer months. • Transportation infrastructure near / surrounding Delta has not kept up with the population growth in the Lower Mainland. Tunnel traffic into Vancouver and Richmond is a major frustration for businesses and commuters alike. There are no immediate plans to increase the capacity of the George Massey Tunnel, and commuters travelling over the Alex Fraser bridge currently experience frequent and lengthy line-ups. • Traffic along Hwy 17 has increased dramatically with the construction of the Deltaport container terminal.

Opportunities • A new master plan has been developed for the Boundary Bay Airport by Alpha Aviation that outlines a number of opportunities and planned developments for the facility, including: o Service to the Lower Mainland as a terminal for regional transportation o Provision of events and activities of interest for the recreational flyer and the community, including theme focused events such as fly-ins, special speakers o Provision of multi-modal traffic opportunities as the Airport is ideally situated on the main rail line, near the main road link to the US and in such close proximity to YVR. o With the up-coming Olympic Winter Games in 2010, to serve as a reliever to YVR for smaller traffic, including corporate jet traffic associated with sponsors and their guests. o Service as a small commuter services to downtown Vancouver, Whistler, Vancouver Island, the Gulf Islands, Bellingham, Seattle and Calgary. o Development of a heli-center along with efforts to attract businesses that service, sell and operate helicopters. o Provision of aviation displays such as a memorial park. o Establishment of joint ventures with other tourist businesses to provide incentives to choose Boundary Bay as a flight destination, including connecting heli-flights to Whistler and other venues (i.e. Olympic venues), and limousine services to attend events in the Lower Mainland

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o An annual fly-in event, such as the EAA AirVenture event held at Oshkosh, Wisconsin. • To enhance efforts to package complementary products Conclusions • Good base from which to support Delta’s tourism products. • Key sector from which opportunities related to the 2010 Olympics can be developed.

Page 18 The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix E Key Tourism Agencies and Organizations

Delta Tourism Strategy Key Tourism Agencies and Organizations

Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry National Agencies and Organizations Canadian Tourism “Works in partnership with the • Strategic marketing • Program funds from the • Federal government • Serves as Delta’s national Commission country's tourism industry to • Travel trade marketplace federal government • Canadian residents tourism destination increase awareness of and interest • Market research and analysis • In-kind contributions • Visitors / tourists marketing organization and Crown Corporation in Canada as a premiere four- • Publication and distribution of a from partners information resource centre season tourism destination” newsmagazine Not a membership based • Management of canadatourism.com organization • Management of a Tourism Reference and Documentation Centre • Development and management of the Canadian Tourism Exchange CTX communications network Provincial Agencies and Organizations Tourism British Columbia “To promote development and • Marketing and sales • Portion of Hotel Room • Board of Directors • Serves as Delta’s provincial growth in the tourism industry, to • Super, Natural British Columbia reservation Tax • BC residents tourism destination Crown Corporation increase revenues and employment and information service • Program Revenues • Visitors / tourists marketing organization and throughout British Columbia, and • Visitor services Investment Income • RDMOs and DMOs research centre Not a membership based to increase the economic benefits • Information technology Partner Funding with • Other relevant organization for all British Columbians” • Accommodation services Industry government agencies • Training services • Research services • Business development • Industry development • Communications

Page 1 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry • Corporate services and human resources development Council of Tourism “To advocate to and educate • Lobbying in relation to specific tourism • Memberships • Members • Serves as Delta’s provincial Association of BC (COTA) government, the business issues (e.g. land use issues, transportation, • Tourism Industry • Board of Directors tourism advocacy community, the media, the industry etc.) Conference • Overall tourism organization Industry Association and the public on behalf of the • Tourism education • Business membership industry tourism industry” • Tourism training • Internet projects • Funding agencies A membership based • Provision and organization of the BC • Events • Provincial government organization Tourism Industry Conference • Bursaries • Aboriginal tourism advocacy • Annual meeting • Provision of tourism related information registration • Sponsorships Provincial Sector / Product Within BC, there are numerous • Sector/product marketing • Memberships • Members • Represent Delta’s tourism Associations tourism sector / product • Lobbying in relation to specific • Contributions • Board of Directors operations within a specific organizations or associations which sector/product issues • Provincial and municipal • Sponsors, if applicable sector Membership based represent the interests of and • Sector/product education government funding for • Partners, if applicable organizations advocate on behalf of a specific • Sector/product training specific projects • Funding agencies, if sector and/or group within the • Provision of sector/product information applicable tourism industry (e.g. publication and distribution of newsletters, magazines and/or other communication tools) Regional Agencies and Organizations Vancouver, Coast and “To generate tourism revenues • Destination marketing • Tourism BC • Members • Serves as Delta’s regional Mountains Tourism through industry development, • Product / service marketing • Memberships • Board of Directors tourism destination Regional Association partnerships, marketing and • Provision and management of awareness • Sponsorships, if applicable • Tourism BC marketing organization promotion within the Vancouver, programs • Contributions from • Visitors / tourists Regional Destination Coast and Mountains Tourism • Media and public relations partners, if applicable • Sponsors Marketing Organization Regional Association” • Provision of regional tourism information • Regional and/ or • Partners, if applicable

Page 2 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry (statistics) municipal governments, if • Regional / municipal Membership based applicable governments, if organization • Visitors / tourists applicable Greater Vancouver “The Greater Vancouver Regional • Regional policy planning and development • Municipal, electoral and • Board of Directors • Governs regional assets Regional District District (GVRD) is a partnership • Provision of utility services other levies • GVRD Municipal and resources that exist of 21 municipalities and one • Management of regional growth and • User fees Councils and within Delta Regional Government electoral area that make up the development • Water sales Governments • Manages two regional parks metropolitan area of Greater • Corporate relations and services • Provincial government • GVRD residents within Delta; Deas Island Not a membership based Vancouver. The GVRD's role in • Engineering and construction funding • Other relevant Regional Park and organization the Lower Mainland is to deliver • Residential and housing services • Other external revenues government Boundary Bay Regional essential utility services like • Operations and management of regional • Other funds / reserves / organizations Park drinking water, sewage treatment, environmental resources, parks and open surplus recycling and garbage disposal that spaces are most economical and effective to provide on a regional basis protect and enhance the quality of life in our region by managing and planning growth and development, as well as protecting air quality and green spaces”

Local Agencies and Organizations The Corporation of Delta “Serves the daily needs of life and • Community Planning and Development • Property taxes • Delta Mayor and • Tourism policy analysis business within Delta” • Engineering • User fees Council • Tourism planning and Not a membership based • Finance • Provincial government • Delta residents development organization • Fire and Emergency Services funding • Committees of • Sector strategy • Human Resources and Corporate Planning • Other external revenues Council development • Parks, Recreation and Culture • Other funds / reserves / • Other relevant • Support to other tourism

Page 3 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry • Police Services surplus government organizations / agencies, organizations including the Delta Visitor Information Centre • Tourism-related research Tsawwassen First Nation “ A proud, sea-faring Coast Salish • Economic Development • Federal and provincial • Tsawwassen Council • First Nation tourism people, we traveled and fished the • Planning government funding • Tsawwassen Band development Not a membership based waterways of the southern Strait • Natural Resource Management • Project and operation Administration • First Nation tourism organization and lower Fraser River for • Social Services contributions • Tsawwassen First marketing thousands of years. Our ancestors • Treaty Negotiations Nation residents • First Nation advocacy were accomplished fishers, and • Human Resources Management • BC First Nations • Provision of aboriginal salmon and sturgeon were tourism related information mainstays of our traditional diet. That is still the case today we fish for salmon, eulachon and many other species. At the same time, we are also working to bring jobs, economic opportunity and a renewed sense of hope to the Tsawwassen people” Delta Chamber of “To promote growth and • Sector/business product marketing • Municipal funding • Board of Directors • Visitor information services Commerce & Visitor prosperity; provide networking • Lobbying in relation to specific • Memberships • Membership • Tourism product and Information Centre opportunities for Chamber sector/product issues • Sponsors and • Delta’s business sector marketing and members to generate mutual • Sector/product education, training and contributions community promotion Membership based benefits, and advocate for the workshops • Visitors/Tourists • Tourism product and organization interests of the Delta business • Provision of sector/product information • The Corporation of sector development community with all levels of (e.g. publication and distribution of Delta • Tourism sector and government” newsletters, magazines and/or other product education, training communication tools) and workshops • Provision of visitor information services via • Lobbying in relation to

Page 4 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry the following methods: specific tourism o Brochures and maps sector/product issues o Internet access o Email access o Telephone

Ladner Business “Purpose is to: • Help organize and develop the Ladner • The Corporation of Delta • Board of Directors • Tourism product and Association • To foster a healthy Village Market • Memberships • Membership sector marketing and environment for the business • Sponsor and facilitate community events • Sponsors and • Ladner residents promotion within Ladner Membership based community of Ladner. and festivals in Ladner, including: the contributions • Other relevant • Tourism product and organization • Promote a public awareness of annual Tree Lighting Ceremony, the annual community sector development within the goods and services Carol Ships organizations and Ladner provided by the Ladner • Provide Scholarships to Delta Secondary businesses • Tourism sector and business community. School graduates product education, training • To articulate and promote the • Promote the film industry of Ladner and workshops within interests of the business • Socialize with the summer barbeque, the Ladner community to the community Christmas banquet and many other • Lobbying in relation to at large and to the surrounding activities specific tourism areas. • Propose and support projects which sector/product issues • To promote the well being of promote local business affecting Ladner the community of Ladner” • Provide networking opportunities

Tsawwassen Business “To build and maintain a strong • Co-operative advertising programs • Portion of assessment and • Board of Directors • Tourism product and Improvement Association business area for Tsawwassen, and • Upgrading light fixtures and streetscaping, frontage charges placed on • Tsawwassen sector marketing and promote the downtown area so • Liaising with the Mayor, Delta City each business within businesses promotion within Membership based that businesses can thrive and Council, and tourist organizations, Tsawwassen • Membership Tsawwassen organization prosper” • Sponsoring special events in Tsawwassen • Tsawwassen residents • Tourism product and • Provide networking opportunities • Other relevant sector development within

Page 5 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry community Tsawwassen organizations and • Tourism sector and businesses product education, training and workshops within Tsawwassen • Lobbying in relation to specific tourism sector/product issues affecting Tswassen Tsawwassen Business “A collaboration of businesses that • Propose and support projects which • The Corporation of Delta • Board of Directors • Tourism product and Association network with each other to promote local business • Memberships • Membership sector marketing and increase awareness of business • Provide networking opportunities • Sponsors and • Tsawwassen residents promotion within Membership based practices and explore ways that can • Sponsor special events in Tsawwassen contributions • Other relevant Tsawwassen organization enhance the profile of community • Tourism product and Tsawwassen” organizations and sector development within businesses Ladner • Tourism sector and product education, training and workshops within Tsawwassen • Lobbying in relation to specific tourism sector/product issues affecting Tsawwassen North Delta Lions Club “We are a service club that • Propose and support projects which • Lions Club International • Board of Directors • Tourism product and supports the communities of promote the local community • Memberships • Membership sector marketing and Membership based North Delta and Surrey. Our • Sponsor and coordinate special • Sponsors and • North Delta residents promotion within North organization mottos is “We Serve” and do so by events/festivals in North Delta contributions • Other relevant Delta helping through service projects community • Tourism product and

Page 6 Tourism Agency / Mandate / Mission Focus of Activities Funding Sources Stakeholders Primarily Relationship to Delta’s Organization Accountable To Tourism Industry with youth and seniors, and organizations and sector development within donating to scholarship programs, businesses North Delta and charitable causes such as Breast Cancer Research, CNIB, Diabetes Awareness, BC Society for Children with Disabilities, Lions Foundation of Canada” Surrounding Communities’ Delta’s surrounding communities • Destination marketing • Membership • Members • Potential to provide Destination Marketing possess destination marketing • Meeting and events sales and marketing • Hotel room tax, if • Board of Directors assistance in tourism Organizations organizations that work towards • Visitor information services applicable • Visitors/tourists marketing and product developing and marketing tourism • Leisure travel services • Contributions from • Partners, if applicable packaging Membership based for their specific community. • Media relations partners, if applicable organizations These DMOs include: • Marketing and industry communications • Tourism Vancouver • Surrey Tourism & Convention Association • Tourism Richmond • Tourism New Westminster

Page 7 The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix F Tourism British Columbia 2006/2007 Program Guide

2 0 0 6 –2 0 07 PROGRAM GUIDE

A Directory of Tourism British Co lumbia Programs and how to participate. TABLE1) STRATEGIC PRIORITIES OF CONTENTS > NORTH AMERICAN MARKETING PROGRAMS

Who We Are How to use this Guide 1 Marketing: North America Marketing Programs 2 Travel Trade 2 BC Escapes® 3 Listing & Linking Program 4 City Stays – Cooperative Marketing 4 Meetings BC – Cooperative Marketing 5 Experiences BC – Cooperative Marketing 5 Overseas Marketing Programs 6 Canada’s West Marketplace® 6 Travel Trade 7 Other Marketing Programs 8 Travel Media Relations 8 Trade Shows 9 Image Bank 10 Visitor Services: Tourism Product Services 12 Quality Assurance 13 1-800 HELLO BC® and Tourism Product Sales 14 1-800 HELLO BC® 14 Tourism Product Sales 14 British Columbia Visitor Centres and the Visitor Centre Network 15 British Columbia Visitor Centres 15 Visitor Centre Network 15 SuperHost® 16 Tourism Workforce Development (go2) 17 Consumer Publications Advertising Program 18 Vacation Planner 18 Outdoor Adventure Guide 19 Approved Accommodation Guide 20 Regional Guides 20 Sector Publications 21 BC Road Map and Parks Guide 21 Business Development: Marketing Development 22 Community Tourism Foundations™– Planning & Development 22 Community Tourism Foundations™– Cooperative Marketing 23 Experiences BC – Tourism Sector Development 23 Tourism Business Essentials™ 24 Sport Tourism 24 Partners Plus 25 Tourism Partners Program 25 Research Services 26 British Columbia Magazine® 27 Contacts Tourism British Columbia Offices 28 Tourism British Columbia Contacts 29 Regional Destination Marketing Organizations 31 Other Key Industry Organizations 32 WHO WE ARE Tourism British Columbia’s mandate is to support and promote the business of tourism throughout the province. We are a professional marketing organization structured to develop and deliver programs and services that attract visitors to British Columbia and help ensure the quality of their vacation experience keeps them coming back for more. HOW TO USE THIS GUIDE Our Program Guide provides a directory of Tourism British Columbia’s programs and services that are available to the tourism industry. Our goal is to make it easy for you to access the information and programs that will help you build and grow your business. The Guide is aligned with four strategic priorities identified in Tourism British Columbia’s long-term plan to grow tourism throughout the province: • Attracting visitor volume from close-in markets • Attracting visitor volume from high yield markets • Enhancing the visitor experience • Improving market readiness The first section describes programs that relate to increasing overall visitor volume, including details on activities designed to help you reach more potential visitors through promotional activities targeted at North American and overseas markets. Section two profiles customer service programs aimed at enhancing the visitor’s experience. In the third section, you will find information on the resources we offer to help you plan and expand your business. CONTACTS For each program listed, we have included appropriate contact information. If you would like more information on how Tourism British Columbia can help your business, you will find a comprehensive list of Tourism BC contacts, in addition to other industry contacts, at the back of the Program Guide. The programs in this guide are all currently available, or available on the dates indicated, and are subject to change. Please check www.tourismbc.com, which provides updates on all of Tourism BC’s activities.

SOME FREQUENTLY USED TERMS AND ABBREVIATIONS: North America short-haul markets: British Columbia, Alberta, Washington North America long-haul markets: Ontario, California RDMO: Regional Destination Marketing Organization See complete list on page 31 www.HelloBC.com: Tourism BC’s official consumer website www.tourismbc.com: Tourism BC’s corporate website 1-800 HELLO BC® (call centre): Tourism BC’s reservations and information service 1 MARKETING1) STRATEGIC PRIORITIES > NORTH AMERICAN MARKETING PROGRAMS

TOURISM BC’S MARKETING PROGRAMS ARE DESIGNED TO: • Attract visitor volume from BC residents and close-in markets • Attract visitor volume from long-haul North America and Overseas markets

HELPING TO PROMOTE YOUR BUSINESS Tourism British Columbia develops long-term marketing and sales strategies in consultation with our industry partners, based on the needs and interests of consumers. To maximize effectiveness and reach, Tourism BC targets three geographical areas: North America, Asia/Pacific and Europe. In each area, activities focus on specific consumer and trade programs. NORTH AMERICA MARKETING PROGRAMS North America is British Columbia’s most important market in terms of its proximity, size and existing level of consumer awareness. Within North America, British Columbia represents the largest source of visitor revenues. British Columbia, California, Washington, Alberta and Ontario form the core markets. Opportunities abound to promote both quick getaways and longer stay vacations. Each year, Tourism British Columbia’s programs address travel trade and consumers in key markets. This division focuses on increasing visitation year round, with particular emphasis on the shoulder seasons by increasing getaway business. This division also encourages travel throughout all six regions of the province, and the various product sectors found throughout each region. Media relations play an integral role in all programs. Trade development takes place through trade shows, educational programs and cooperative promotions that target tour operators and travel agents who specialize in travel to Canada.

TRAVEL TRADE The Opportunity: Tourism British Columbia works closely with key account tour operators and travel agents in Canada, the United States and Mexico to increase visitor volume as well as expand seasonality and distribution of tour programs in the province. In addition, we educate trade partners about the unique travel experiences British Columbia has to offer. We also work on select initiatives with the Canadian Tourism Commission (CTC) in the United States and Mexico targeting consumer and trade. Businesses working with the travel trade may buy into targeted travel agent direct-mailings offered by Tourism BC and are encouraged to provide our team with product updates.

2 TRAVEL TRADE (cont.) Contact Information: For information on direct mail programs and cooperative marketing activities with the CTC, contact: Richard Lewis, Market Development Manager, North America Tel: 604-660-4704 Fax: 604-660-3383 Email: [email protected] Maria Greene, Sales Manager, North America Tel: 604-660-2956 Fax: 604-660-3383 Email: [email protected] To update our sales staff on new products targeting North American markets, contact: Angela Pretty, Coordinator, North America Tel: 604-660-4702 Fax: 604-660-3383 Email: [email protected]

BC ESCAPES® The Opportunity: This annual multi-million dollar program launches in the spring, targeting leisure travellers from key North American markets. Through various marketing and advertising initiatives, accommodation offers and getaway ideas are featured with an emphasis on spring and summer travel. The 2005 campaign generated more than 80,000 inquiries and $85 million in tourism revenue. Consumers can book accommodation offers featured in the 2006 BC Escapes guides by calling 1-800 HELLO BC®, Tourism BC’s call centre, or through HelloBC.com, Tourism BC’s official website. BC Escapes guides and offers are promoted via direct response television advertising, direct mail, newspaper, online, media relations and other promotional activities. Details of buy-in opportunities for the 2007 BC Escapes program will be available in late summer 2006. Market Coverage: Primary American markets include California and Washington. Primary Canadian markets include British Columbia, Alberta and Ontario. Who should participate/who will benefit most: Accommodation businesses who choose to be sold via Tourism BC’s reservation and information service, 1-800 HELLO BC. Contact Information: Sheryl Barowsky, Account Coordinator Tourism Product Management Tel: 604-660-3681 Fax: 604–660-3688 Email: [email protected]

3 1)> STRATEGIC MARKETING PRIORITIES > NORTH AMERICAN MARKETING PROGRAMS

LISTING & LINKING PROGRAM The Opportunity: The Listing & Linking Program offers British Columbia tourism product suppliers the ability to have their product and service information presented to potential customers through Tourism British Columbia’s distribution channels. Listings are published on HelloBC.com (Tourism BC’s official website) for all suppliers. As well, accommodation properties that have been inspected and approved by Tourism BC will be published in the printed Approved Accommodation Guide. Listing information is also available through the Visitor Centre Network and through 1-800 HELLO BC®, Tourism BC’s free reservation and information service. Market Coverage: Website listings are accessible by anyone around the world, with primary traffic originating from within North America. The Approved Accommodation Guide is distributed within Canada, the United States and internationally. See Consumer Publications on page 17 for more details on the Approved Accommodation Guide. Who should participate/who will benefit most: 1. Tourism British Columbia Approved Accommodation properties – see Quality Assurance on page 13. 2. New Tourism product suppliers that are not accommodation based will have an opportunity to join the Listing & Linking Program in 2006, exact date to be confirmed. To ensure your business is notified when this aspect of the program launches, please send an email with your business name, contact name and phone number to [email protected]. Contact Information: Register yourself online: www.tourismbc.net Tel: 1-800-TBC-7899 (1-800-822-7899) Fax: 250-387-9406 Email: [email protected] 2006 Listing & Linking Program registration for returning participants opens May 2006. Closing date for registration in Listing & Linking Program for accommodation properties is August 31, 2006.

CITY STAYS – COOPERATIVE MARKETING The Opportunity: This program provides marketing support to help increase revenue to iconic city-stay destinations from key long-haul markets. Market Coverage: Primarily North America long-haul markets. Who should participate/who will benefit most: Programs will be developed through joint planning between Tourism British Columbia, Tourism Vancouver, Tourism Victoria and Tourism Whistler. Opportunities for individual businesses will be identified and offered by these destination marketing organizations (DMOs).

4 CITY STAYS (cont.) Contact Information: Joel Tkach, Marketing Manager, Consumer Programs North America Tel: 604-660-3579 Fax: 604-660-3383 Email: [email protected]

MEETINGS BC – COOPERATIVE MARKETING The Opportunity: This program provides marketing support to help build revenue from the meetings market and to increase pre- and post-meeting travel to all regions in British Columbia. Market Coverage: Primarily North America short-haul and long-haul markets. Who should participate/who will benefit most: Designated city destination marketing organizations together with convention/conference facilities or a province-wide consortium of convention/conference facilities will be invited to submit partnership proposals. Contact Information: Joel Tkach, Marketing Manager, Consumer Programs North America Tel: 60-660-3579 Fax: 604-660-3383 Email: [email protected]

EXPERIENCES BC – COOPERATIVE MARKETING The Opportunity: This program provides marketing support to help increase revenue to product experiences in long-haul markets. Market Coverage: Primarily North America long-haul markets. (The Tourism Partners Program supports product sectors in short-haul markets.) Who should participate/who will benefit most: Partnership proposals can be initiated by sector associations or a consortium representing the breadth of sector products available through the province. Ski, golf and fishing sectors are addressed through separate cooperative partnerships. Contact Information: See further information at www.tourismbc.com.

5 > MARKETING

OVERSEAS MARKETING PROGRAMS Tourism British Columbia has representatives in key overseas markets – Japan, Taiwan, South Korea, Australia/New Zealand, the United Kingdom/Ireland and Germany – working on behalf of British Columbia tourism businesses to identify market trends and opportunities. They work with tour operators to introduce new products and to develop targeted joint campaigns that translate consumer interest into sales. All markets use familiarization tours and trade education as cost-effective ways to introduce British Columbia products. Each overseas office also operates a media relations program that aims to maximize editorial coverage and public relations activities.

CANADA’S WEST MARKETPLACE® The Opportunity: The Canada’s West Marketplace® trade show is a partnership between Tourism British Columbia and Travel Alberta and is the largest tourism trade show in Western Canada. The event provides an ideal opportunity for suppliers of export-ready tourism product to meet with overseas buyers. Who should participate/who will benefit most: Export-ready tourism businesses that are interested in having product represented by international tour operators can apply for admission. Contact Information: Christine Jones, Marketing Coordinator, Overseas Programs Tel: 604-775-0599 Fax: 604-660-3383 Email: [email protected] For more information visit: www.canadaswestmarketplace.com

6 TRAVEL TRADE The Opportunity: Tourism British Columbia conducts a number of programs aimed at expanding the volume and the seasonal and geographic distribution of overseas visitors. Our extensive travel trade education program includes seminars with British Columbia destination marketing organizations (DMOs) and those of other provinces, in-house seminars for tour operators and travel agents, trade and media familiarization tours and joint initiatives with the Canadian Tourism Commission (CTC). Tourism BC also develops and distributes destination information in Japanese, Korean, Chinese and German languages to appropriate trade and media outlets in overseas countries. Tourism BC develops targeted joint initiatives, such as direct mail and print campaigns to promote British Columbia products offered through our key account tour operators. Cooperative sales promotions with travel trade partners focus on specialized British Columbia travel products, such as rail touring, soft adventure, wildlife viewing, skiing, golf, shugaku ryoko, spas, and BC’s wine and gourmet festivals. Other promotions feature the shoulder and low seasons in Vancouver and Victoria, winter non-ski touring, summer in Whistler and self-drive throughout the province. Contact Information: ASIA For information on advertising opportunities in Canadian Tourism Commission (CTC) publications, trade shows or educational programs in Asia, contact: Cindy Gobin, Market Development Manager, Asia Tel: 604-660-3234 Fax: 604-660-3383 Email: [email protected] Anthony Rippingale, Sales Manager, Asia Tel: 604-660-6367 Fax: 604-660-3383 Email: [email protected] To update our offices on new products targeted to Asian markets, contact: Yvonne Chow, Coordinator, Asia Tel: 604-660-2872 Fax: 604-660-3383 Email: [email protected] EUROPE AND AUSTRALIA/NEW ZEALAND For information on advertising opportunities in CTC publications, trade shows or educational programs in Europe or Australia/New Zealand, contact: Geoff Sturgeon, Market Development Manager Europe and South Pacific Tel: 604-660-4708 Fax: 604-660-3383 Email: [email protected] To update our offices on new products targeted to European and South Pacific markets, contact: Fiona Frost, Coordinator, Europe and South Pacific Tel: 604-660-2902 Fax: 604-660-3383 Email: [email protected]

7 > MARKETING

OTHER MARKETING PROGRAMS Tourism British Columbia can connect tourism businesses with other marketing opportunities that provide coverage for businesses across all markets.

TRAVEL MEDIA RELATIONS The Opportunity: Travel media relations play an integral role in maximizing consumer and trade awareness of British Columbia as a top travel destination through unpaid media coverage in key markets. Travel media include freelance journalists, travel editors, broadcasters, producers and travel trade media. Activities include attending key media events, initiating and organizing trips for qualified media, building relationships with key media, and positioning unique story ideas with media. In addition, this division develops press kits and image bank materials for distribution to appropriate travel media. Tourism BC’s Visiting Journalist Program provides logistical support for media/press trips initiated by city or regional destination marketing organizations (RDMOs) and individual businesses. Worldwide unpaid media coverage for 2004/05 fiscal year was valued at over $100 million. Market Coverage: US: California, New York, Oregon and Washington. Canada: British Columbia, Ontario, Quebec, Alberta. Europe & South Pacific: UK, Germany, the Netherlands, France, Australia/New Zealand. Asia: Japan, Taiwan, South Korea, China. Who should participate/who will benefit most: Tourism businesses with export ready product, new tourism product updates or unique travel story opportunities. Contact Information: Tourism businesses interested in hosting media are encouraged to identify their interest to their regional destination marketing organization (RDMO) or city DMO as well as to Tourism BC. For a copy of the Visiting Journalist Program criteria, contact: Christian Huot, Administrative Assistant Travel Media Relations and Consumer Marketing Tel: 604-660-3679 Fax: 604-660-3383 Email: [email protected] To provide our travel media specialists with updates on tourism products, contact: Carla Mont, Coordinator, North America Tel: 604-660-1957 Fax: 604-660-3383 Email: [email protected] Josie Heisig, Coordinator, Overseas Tel: 604-660-0565 Fax: 604-660-3383 Email: [email protected]

8 TRADE SHOWS North America Marketplaces NORTH AMERICA: TRADE Educational Travel Conference February 2006 Mountain Travel Symposium (ski) April 2006 Cruise 360 April 2006 Cruise-a-Thon June 2006 OMCA (Ontario Motor Coach Assn.) October 2006 NTA (National Tours Assn.) November 2006 USTOA (United States Tour Operators Assn.) December 2006 ABA (American Bus Assn.) February 2007 LATIN AMERICA: TRADE Conozca Canada September 2006 Contact Information: Angela Pretty, Coordinator, North America Tel: 604-660-4702 Fax: 604-660-3383 Email: [email protected] Overseas Marketplaces ASIA TRADE BC Sales Missions, Korea & Taiwan March 8 – 14, 2006 World Travel Fair, Shanghai March 30 – April 2, 2006 JATA, Japan September 22 – 24, 2006 Kanata, Japan October 2006 Showcase Canada, Korea October 2006 ASIA TRADE/CONSUMER World Travel Fair, Korea June 8 – 11, 2006 International Travel Fair, Taiwan November 3 – 6, 2006 China International Travel Mart, Shanghai November 2006 PACIFIC Canada Calls, New Zealand January 30 – February 6, 2006 Canada Corroboree, Australia January 24 – 26, 2006 EUROPE ITB, Germany March 8 – 12, 2006 Spotlight Canada, UK March 13 – 15, 2006 World Travel Market, UK . November 6 – 9, 2006 Contact Information: Yvonne Chow, Coordinator, Asia Tel: 604-660-2872 Fax: 604-660-3383 Email: [email protected] Fiona Frost, Coordinator, Europe and South Pacific Tel: 604-660-2902 Fax: 604-660-3383 Email: [email protected] Canada Rendezvous Canada, Toronto, ON April 22 – 26, 2006 Canada’s West Marketplace®, Banff, AB Nov 27 – 30, 2006 Contact Information: Christine Jones, Marketing Coordinator, Overseas Programs Tel: 604-775-0599 Fax: 604-660-3383 Email: [email protected]

9 > MARKETING

IMAGE BANK The Opportunity: Tourism British Columbia’s Image Bank is available to the tourism industry for the purposes of developing materials that promote travel in British Columbia. Approximately 850 images are available to industry for use in materials that promote tourism in the province. An online catalogue of images is available to the tourism industry and travel media for use in non-commercial promotion of travel to and within British Columbia only. No other purpose is allowed. Watermarked images from the Image Bank may be viewed at: www.tourismbc.com/imagebank. For full use and copyright information, you will need to reach the contacts mentioned below. Contact Information: For all non-media related requests, contact: Dana Squarebriggs, Image Bank Assistant Tel: 604-660-2755 Fax: 604-660-3383 Email: [email protected] For all media related requests, contact: Christian Huot, Administrative Assistant Travel Media Relations & Consumer Marketing Tel: 604-660-1957 Fax: 604-660-3383 Email: [email protected]

FOR MORE INFORMATION, PLEASE VISIT www.HelloBC.com: Tourism BC’s official consumer website www.tourismbc.com: Tourism BC’s corporate website

10 11 VISITOR SERVICES

VISITOR SERVICES PROGRAMS ARE DESIGNED TO: • Enhance the visitor experience • Build customer loyalty

Tourism British Columbia works directly with visitors and industry to help enhance the quality of the British Columbia vacation experience. The Visitor Services Division offers programs and services that cover the complete holiday cycle, from providing visitors with the information they need, to making it easy to book vacations and ensuring the services, accommodations and attractions they visit encourage them to return to British Columbia.

TOURISM PRODUCT SERVICES The Opportunity: Tourism Product Services assists tourism product providers to access the Tourism BC programs and services best suited to their businesses. Acting as a first point of contact, Tourism Product Services is a resource for tourism businesses registering in programs, acquiring signage and choosing programs that reflect the quality and standards of their business. Tourism Product Services liaises with tourism product suppliers to resolve consumer complaints. Formerly known as Accommodation Services, the role of Tourism Product Services has been expanded to encompass all types of product throughout the province. The Tourism Product Services division offers subscription to programs such as: • Listing & Linking Program (formerly the Approved Accommodation Program), see page 4. • Quality Assurance Program, see page 13. • Rating programs (Canada Select, Camping Select, Access Canada), see page 13. • Service and Attraction signing program, see page 13. Tourism Product Services also acts as a complaint resolution liaison between consumers and tourism product providers. Who should participate/who will benefit most: All tourism businesses interested in promoting their products or services through Tourism BC distribution channels. Contact Information: Tourism Product Services Tel: 1-800-TBC-7899 (1-800-822-7899) Fax: 250-387-9406 Email: [email protected]

12 QUALITY ASSURANCE The Opportunity: Tourism British Columbia’s widely recognized inspection program grants Approved Accommodation status to accommodation properties that meet established standards. Approved Accommodation status is required for accommodation businesses who wish to participate in Tourism British Columbia’s accommodation programs, including the Listing & Linking Program (formerly Approved Accommodation Program), the HelloBC® Reservation Program and the BC Escapes® promotional campaign. In addition, Approved Accommodation businesses can also apply for “Approved Accommodation” highway signage. Quality Assurance also evaluates and rates properties for quality assurance rating programs such as Canada Select and Camping Select, the national star-rating programs, and for Access Canada, a program that rates properties for accessibility for mature travellers and persons with disabilities. Who should participate/who will benefit most: Accommodation properties. Contact Information: Brent Hegadoren, Coordinator, Quality Assurance Tel: 250-387-3023 Fax: 250-356-8246 Email: [email protected] For more information on the Listing & Linking Program see page 4, and for the 2006 Approved Accommodation Guide distribution and advertising contacts, see page 20. NEW APPLICANTS: New applicants may apply anytime during the year for inspection and approval. To ensure an inspection can be completed and the property is listed in the 2007 Guide, new applicants must contact Tourism Product Services by May 30, 2006. Inspections are carried out year round.

13 > VISITOR SERVICES

1-800 HELLO BC® AND TOURISM PRODUCT SALES

1-800 HELLO BC (1-800-435-5622) The Opportunity: Tourism BC’s one-stop reservation and information service handles bookings for more than 700 accommodation properties and other tourism products. Serving more than 140,000 calls annually, the Tourism BC call centre’s 1-800 HELLO BC travel experts answer questions about travel ideas, where to stay, what to do and how to get here. Up-to-date information is sourced through Tourism BC’s Listing & Linking Program. Industry members participating in the Product Sales Program may register to provide agent information sessions.

TOURISM PRODUCT SALES (FORMERLY SNBC) The Opportunity: Registering with the Tourism Product Sales Program makes it easy for consumers to book your business, using the call centre (1-800 HELLO BC), the Internet (HelloBC.com – Tourism BC’s official consumer website) or local Visitor Centres. The inventory is managed through an easy, online functionality that feeds transaction capability to our call centre, HelloBC.com and the Visitor Centre Network. In 2005, 39,000 reservations generated $8.5 million in industry revenue. Market Coverage Website listings and 1-800 HELLO BC calls are accessible to anyone around the world, with the primary market being North America. Who should participate/who will benefit most: Registered accommodation properties and other tourism businesses may be eligible to join our Product Sales Program. Contact Information: Ruth Vallance, General Manager, Tourism Product Sales Tel: 604-660-3680 Fax: 604-660-3688 Email: [email protected]

14 BRITISH COLUMBIA VISITOR CENTRES AND THE VISITOR CENTRE NETWORK

BRITISH COLUMBIA VISITOR CENTRES The Opportunity: Tourism British Columbia operates six Visitor Centres at strategic border-entry points and travel corridors throughout British Columbia, which are positioned to provide a world- class experience for visitors resulting in increased visitation to tourism products and services. Each centre strives to represent the broad range of tourism opportunities available throughout the province, while reflecting the unique attributes of the local environment. British Columbia Visitor Centres are located at Vancouver International Airport (two centres), Peace Arch Border Crossing Hwy 99, Merritt, Mount Robson Provincial Park, Golden (opening spring 2006) and Osoyoos (opening fall 2006). All locations provide a full suite of services, including trip planning, publication display, accommodation reservations, activity and transportation ticketing, and Super Natural British Columbia® souvenir sales. Last year the five operating centres served more than 650,000 visitors. Who should participate/who will benefit most: All tourism businesses should ensure Visitor Information Counsellors have access to their up-to-date information by registering products and services in Tourism BC’s Listing & Linking Program and to close the sale, sign up for the Product Sales Program that allows Counsellors to reserve or sell product direct to the consumer. Brochure racking is available with great discounts on multiple locations, and a new kiosk and display board program is in development.

VISITOR CENTRE NETWORK The Opportunity: More than 100 community-based Visitor Centres throughout British Columbia comprise the Visitor Centre Network. Visitor Information Counsellors have a direct impact on the visitors’ impressions of British Columbia, encouraging longer stays and travel in all regions of the province. In 2004, the community Visitor Centres served three million visitors. Who should participate/who will benefit most: All tourism businesses can participate by distributing their publications through the Visitor Centres. More than 25 community Visitor Centres participate in the Product Sales program and all have access to listing and linking. A contact list is available at www.tourismbc.com. Contact Information: British Columbia Visitor Centres Jennifer Handley, Manager, Visitor Services Tel: 250-387-1643 Fax: 250-356-8246 Email: [email protected] Community Visitor Centres Nancy Frederickson, Network Program Manager Tel: 250-356-5630 Fax: 250-356-8246 Email: [email protected] 15 > VISITOR SERVICES

SUPERHOST® The Opportunity: Tourism British Columbia has established a reputation for customer service training with our internationally recognized SuperHost® workshops. Businesses can achieve a Recognized SuperHost Business designation by having 60% or more of their employees participate in one or more of the SuperHost workshops. Designed for employees in the tourism and hospitality or service sectors, these workshops include: • SuperHost Fundamentals: Establish the basics of going the extra mile service. • Service Across Cultures: Discover the importance of a welcoming attitude and a willingness to learn. • Customers with Disabilities: Learn to put the person first and the disability second. • Japanese Service Expectations: Determine how you can bridge the “welcome” gap. • Service in Health Care: Client service in a health care setting. • Sales Powered by Service: Charge your team with service tips for better customer care. • Solving Problems through Service: Solve problems through excellent customer service. • Frontline Management Solutions®: An innovative workshop for managers and supervisors in the service industry. All workshops are facilitated by trainers who have been trained and certified by Tourism BC’s Master Trainers. Training Services also provides customized workshops to address specific business needs. Market Coverage: Workshops are offered throughout the province by Tourism BC’s representative organizations. Who should participate/who will benefit most: These workshops are designed for employees in the tourism and hospitality or service sectors. Contact Information: For program information and registration, contact: Rhonda Teel, Coordinator, Training Services Tel: 250-387-1711 Fax: 250-356-8246 Email: [email protected]

16 TOURISM WORKFORCE DEVELOPMENT (go2) The Opportunity: Tourism British Columbia works closely with go2 – The resource for people in Tourism to ensure a well-trained professional workforce delivers quality experiences to all our visitors. go2 was created by the industry in 2003 to help find the services, information and programs that raise standards and business results. Who should participate/who will benefit most: If you are an established tourism employer or an aspiring entrepreneur or employee, you will find answers to your questions with go2 – The resource for people in Tourism. Contact Information: go2 – The resource for people in Tourism Suite 306 – 15225 – 104th Avenue Surrey, British Columbia, Canada V3R 6Y8 Tel: 604-930-9770 Fax: 604-930-9117 Email: [email protected] Web: www.go2hr.ca

17 > VISITOR SERVICES

CONSUMER PUBLICATIONS ADVERTISING PROGRAM Tourism British Columbia publishes a variety of consumer publications to assist potential visitors in planning their British Columbia vacation experience. These publications work in conjunction with HelloBC.com in providing essential planning information, and reach consumers who rely on printed materials to help make their purchase decision. Fulfillment of these publications is through enquiries to the Tourism BC website, HelloBC.com and the call centre, 1-800 HELLO BC,® as well as trade and consumer shows, travel agents and tour operators. By advertising in the publications best suited to their business and target market, tourism businesses can reach a wide audience of consumers who are planning their trips to British Columbia. Advertising opportunities are available in all of the publications listed here, with the exception of the BC Road Map and Parks Guide.

VACATION PLANNER The Opportunity: The Vacation Planner offers a powerful advertising opportunity in a publication designed to reach the prime, out-of-province target market: travellers over the age of 40, with above average education and income who are seriously considering a visit to British Columbia. The Vacation Planner provides an overview of the six British Columbia tourism regions and directs consumers to the best resource for more detailed information on selected destinations or activities. 260,000 Vacation Planners are distributed to primarily US, Canadian and overseas markets through mail fulfillment, 1-800 HELLO BC® and HelloBC.com inquiries, trade and consumer shows, tour operators and travel agents. The Vacation Planner is also promoted through other marketing initiatives. Market Coverage: United States: 44% Canada: 36% Overseas: 10% Who should participate/who will benefit most: All tourism businesses targeting long-haul markets. Contact Information: Gillian Trainor, Canada Wide Magazines & Communications Ltd. Tel: 604-299-7311 Fax: 604-299-9188 Email: [email protected] Ad closing for the 2007 Vacation Planner: September 2006 Publication Date: December 2006

18 OUTDOOR ADVENTURE GUIDE The Opportunity: The Outdoor Adventure Guide offers comprehensive information on saltwater, freshwater, land and winter outdoor adventures, from the guided tour to the do-it-yourself excursion. A total of 140,000 guides are distributed through Visitor Centres, mail fulfillment, 1-800 HELLO BC and HelloBC.com inquiries, trade and consumer shows, tour operators and travel agents. The 2006 guide is also being promoted through a $1.3 million Outdoor Adventure campaign, amongst other marketing initiatives that support the guide. Market Coverage: Canada: 55% United States: 33% Overseas: 12% Who should participate/who will benefit most: Tourism businesses targeting activity/adventure-oriented customers from all markets. Contact Information: Gillian Trainor, Canada Wide Magazines & Communications Ltd. Tel: 604-299-7311 Fax: 604-299-9188 Email: [email protected] Ad closing for the 2007 Outdoor Adventure Guide: September 2006 Publication Date: December 2006

19 > VISITOR SERVICES

APPROVED ACCOMMODATION GUIDE The Opportunity: With its 80-year track record, the Approved Accommodation Guide has become the standard for information on accommodation in British Columbia for both tourism businesses and their customers. It is the only guide to Tourism British Columbia–inspected and approved accommodations, with distribution through Visitor Centres, mail fulfillment through 1-800 HELLO BC® and HelloBC.com inquiries, trade and consumer shows, tour operators and travel agents. For information on how properties are registered and approved for listing in the Approved Accommodation Guide, see the programs on pages 4 and 13. Market Coverage: Canada: 77% United States: 14% Overseas: 9% Who should participate/who will benefit most: Tourism BC-approved accommodation properties and tourism businesses targeting travellers from all markets. Contact Information: Gillian Trainor, Canada Wide Magazines & Communications Ltd. Tel: 604-299-7311 Fax: 604-299-9188 Email: [email protected] Ad closing for the 2007 Approved Accommodation Guide: September 2006 Publication Date: January 2007

REGIONAL GUIDES The Opportunity: Regional destination marketing organizations (RDMOs) publish detailed touring guides that provide comprehensive travel information about their specific region. Several organizations also publish guides that focus on activities such as golf and other outdoor adventures. Advertising opportunities are available in each of the guides. Guides are distributed through the Visitor Centres, mail fulfillment and trade/consumer shows. Who should participate/who will benefit most: Tourism businesses in each region. Contact Information: Regional DMOs (see contacts listed on page 31).

20 SECTOR PUBLICATIONS The Opportunity: Each year, sector associations throughout the province conduct marketing programs in conjunction with Tourism British Columbia. Sector publications on experiences such as fishing and guest ranches are key elements in these marketing programs. Advertising opportunities are available in each of the publications. Guides are distributed through the Visitor Centres, mail fulfillment and trade/consumer shows. Who should participate/who will benefit most: Tourism businesses involved in sector categories, such as fishing and guest ranches. Contact Information: Industry Organizations (see contact list on page 32).

BC ROAD MAP AND PARKS GUIDE The Opportunity: This comprehensive map features updated highway and detailed provincial park information. The Road Map is sold through Visitor Centres and through the call centre (1-800 HELLO BC®) and is also available at discounted rates for tourism businesses that wish to provide maps to their customers free of charge. Contact Information: Davenport Maps Tel: 1-888-611-MAPS (6277) Fax: 1-888-611-6222 Email: [email protected]

FOR MORE INFORMATION, PLEASE VISIT www.HelloBC.com: Tourism BC’s official consumer website www.tourismbc.com: Tourism BC’s corporate website

21 BUSINESS DEVELOPMENT

PLANNING & PROMOTING GROWTH Tourism British Columbia is pleased to provide a full spectrum of services that assist tourism businesses in starting and growing their operations. The Opportunity: Business Development generates revenue for Tourism British Columbia’s business activities through non-traditional partnerships, including leveraging funding with other partners, such as the Tourism Alliance for Western and Northern Canada. In addition, Business Development works to improve market-readiness through research, as well as community and product sector development programs. The division also manages the cooperative marketing programs implemented in partnership with regional destination marketing organizations (RDMOs). Contact Information: Don Foxgord, Vice President, Business Development Tel: 604-660-3759 Fax: 604-660-3383 Email: [email protected] Karen Wong, Administrative Assistant Tel: 604-775-0346 Fax: 604-660-3383 Email: [email protected]

MARKETING DEVELOPMENT

COMMUNITY TOURISM FOUNDATIONS™ – PLANNING & DEVELOPMENT The Opportunity: The Community Tourism Foundations development program is designed for communities seeking guidance with tourism development issues. The program offers a range of tools, proven resources and customized destination development assistance, including the development of a multi-year community tourism plan and a research-based marketing plan. Who should participate/who will benefit most: British Columbia communities seeking guidance with tourism development issues. Contact Information: Laura Plant, Manager, Community Development Tel: 604-660-3754 Fax: 604-660-3383 Email: [email protected]

22 COMMUNITY TOURISM FOUNDATIONS™ – COOPERATIVE MARKETING The Opportunity: This program provides marketing support for communities to increase tourism revenue from close-in markets. Complementary to Tourism Partners, which delivers short-haul opportunities for communities and businesses, this program will enable communities to develop and implement unique tourism marketing programs. Market Coverage: Short-haul markets (including within region and within BC). Who should participate/who will benefit most: Formal Expressions of Interest to Tourism British Columbia, demonstrating market readiness, can be initiated by communities in consultation with regional destination marketing organizations (RDMOs). Contact Information: The appropriate RDMO office (see page 31), or: Keith Baldwin, Coordinator, Regional Programs Tel: 250-356-5648 Fax: 250-387- 9406 Email: [email protected]

EXPERIENCES BC – TOURISM SECTOR DEVELOPMENT The Opportunity: British Columbia is renowned for its exceptionally diverse selection of tourism experiences. By encouraging these businesses to form alliances in the form of industry sectors, Tourism British Columbia is able to facilitate the pooling of resources and expertise. The program offers a range of tools, proven resources and customized sector assistance, including the development of a multi-year sector tourism plan and research-based marketing plan. Who should participate/who will benefit most: Organizations or consortiums representing provincial product sectors who would like to work with Tourism BC to help develop their collective product offering to a more market-ready state. Contact Information: Peter Harrison, Director, Marketing Development Tel: 250-387-8578 Fax: 250-387-9406 Email: [email protected]

23 > BUSINESS DEVELOPMENT

TOURISM BUSINESS ESSENTIALS™ The Opportunity: The Tourism Business Essentials series provides tourism operators with valuable information on key aspects of running a successful tourism business. Developed in partnership with the tourism industry, these informative how-to guides are easy to read, easy to understand, and are must-haves for any business competing in today’s dynamic tourism market. Current topics include Hospitality Law, Internet Marketing, Ads & Brochures that Sell, Travel Media Relations, Tourism Packaging & Product Distribution, Starting a Tourism Business, Sport Tourism and Environmentally Responsible Tourism. Four workshops are currently being offered: Travel Media Relations, Tourism Packaging & Product Distribution, Ads & Brochures that Sell and Sport Tourism. Each workshop is three hours in length and led by an industry professional. Details on description, pricing and ordering can be found at: www.tourismbc.com/industrydevelopment. Who should participate/who will benefit most: Communities, industry professionals and entrepreneurs with an interest in tourism in British Columbia. Contact Information: For Tourism Business Essentials™ publications and workshops, contact: Alison Brookfield, Coordinator, Community Development Tel: 604-660-3673 Fax: 604-660-3383 Email: Alison.Brookfi[email protected]

SPORT TOURISM The Opportunity The Community Sport Tourism Program is conducted in partnership with 2010 Legacies Now and incorporates the activities of the Canadian Sport Tourism Alliance. Tools and resources are created to assist communities with sport event hosting. A Sport Tourism guide and workshop are part of the Tourism Business Essentials series. Who should participate/who will benefit most: Communities interested in developing sport tourism within their community, as well as those specifically interested in sport-event hosting. Contact Information: Shannon Hendry, Coordinator Community Development/Sport Tourism Tel: 604-660-6391 Fax: 604-660-3383 Email: [email protected]

24 PARTNERS PLUS The Opportunity: This program provides opportunities to take regionally focused initiatives beyond short-haul markets. Market Coverage: North America long-haul markets, which include California and Ontario. Who should participate/who will benefit most: Opportunities for individual businesses or communities will be identified and offered by regional destination marketing organizations (RDMOs). Contact Information: Tourism businesses are encouraged to contact regional DMOs directly (see contact list on page 31).

TOURISM PARTNERS PROGRAM The Opportunity: The Tourism Partners Program offers opportunities for tourism businesses to gain exposure through cooperative marketing programs conducted by regional destination marketing organizations (RDMOs) in partnership with Tourism British Columbia. Opportunities include activities such as radio, newspaper and magazine advertising, participation in regional guides and other publications, and attendance at trade and consumer shows. The Tourism Partners Program represents one of Tourism BC’s largest annual investments. Market Coverage: Short-haul markets, which include Alberta, Washington and British Columbia. Who should participate/who will benefit most: Businesses are encouraged to contact regional destination marketing organizations (RDMOs) directly (see contact list on page 31). Contact Information: Keith Baldwin, Coordinator, Regional Programs Tel: 250-356-5648 Fax: 250-387-9406 Email: [email protected]

25 > BUSINESS DEVELOPMENT

RESEARCH SERVICES

The Opportunity: Tourism British Columbia conducts research on various aspects of the tourism industry, providing industry partners with information to enhance the effectiveness of future marketing and development projects. Regularly scheduled research publications include: The Tourism Indicators, Year in Review, Tourism Outlook, Value of Tourism and Regional and Products profiles. In addition, Research Services publishes occasional or special reports pertaining to various sectors or regions in the province. Previous special reports have included several activity-based tourist studies, commercial nature-based tourism reports as well as a number of regional reports summarizing visitor studies on the use of Visitor Centres around British Columbia (e.g. Salt Spring Island and Grand Forks). These and other research publications are available on the Research web page of Tourism BC’s corporate website: www.tourismbc.com/research. In addition, Research Services handles industry and public research information requests, responding to more than 500 requests in 2005. Who should participate/who will benefit most: Tourism businesses, tourism associations and the public. Contact Information: Research Information Line: 250-387-1567 Email: [email protected]

26 BRITISH COLUMBIA MAGAZINE® British Columbia Magazine combines well-researched articles with the highest-quality photography to present British Columbia’s natural beauty, its diversity of parks, wilderness and wildlife, its boundless opportunities for outdoor exploration, adventure and travel, and its legacy of history and heritage places. Published quarterly, the magazine was founded in 1959 and re-acquired by Tourism BC in 2001. It continues to inspire audiences with profiles of British Columbia’s beautiful places, intriguing journeys and remarkable people. The Opportunity: A wide range of advertising and distribution opportunities are available, including joint-marketing opportunities. Who should participate/who will benefit most: Tourism businesses who want to target British Columbia, short-haul and/or long-haul markets on an annual or seasonal basis. Contact Information: Susan Rybar, Publication Director and General Manager British Columbia Magazine Tel: 604-660-3702 Fax: 604-660-3710 Email: [email protected]

FOR MORE INFORMATION, PLEASE VISIT www.HelloBC.com: Tourism BC’s official consumer website www.tourismbc.com: Tourism BC’s corporate website

27 CONTACTS

TOURISM BRITISH COLUMBIA OFFICES

VANCOUVER OFFICE UK OFFICE 12th Floor, 510 Burrard Street British Columbia House Vancouver, BC V6C 3A8 3rd Floor, 3 Regent Street Tel: 604-660-2861 London, SW1Y 4NS Fax: 604-660-3383 United Kingdom Tel: 44-20-7930-9857 Fax: 44-20-7930-2012 VICTORIA OFFICE Box 9830 Stn Prov Govt 300-1803 Douglas Street GERMANY OFFICE Victoria, BC V8W 9W5 Frankfurter Strasse 175 Tel: 250-356-6363 63263 Neu-Isenburg Fax: 250-356-824 Germany Tel: 49-61-02-202-993 Fax: 49-61-02-207-947 AUSTRALIA OFFICE Level 5, 68 Alfred Street Milsons Point SOUTH KOREA OFFICE NSW 2061 Soonwhat Building, #1310 Australia 5-2 Soonwha-dong, Joong-gu Tel: 61-2-9959-4277 Seoul 100-731 Korea Fax: 61-2-9929-4543 Tel: 82-2-777-1977 Fax: 82-2-777-8179 JAPAN OFFICE Nishimura Building 2F TAIWAN OFFICE 1–5–6 Yotsuya, Shinjuku-ku 7G03, 7th Floor, Tokyo 160-0004 Japan No. 5, Sec. 5 Tel: 81 3-5368-0782 Hsin-Yi Rd. P.O. Box 109-857 Fax: 81 3-5362-2950 Taipei, Taiwan Tel: 886-2-2722-0805 Fax: 886-2-2723-9364

28 TOURISM BRITISH COLUMBIA CONTACTS MARKETING Grant Mackay Fiona Frost Vice President Coordinator, Europe & South Pacific Tel: 604-660-6319 Tel: 604-660-2902 [email protected] [email protected]

Cam Routledge Fiona Wong Director, Overseas Assistant Coordinator, Overseas Tel: 604-660-3769 Tel: 604-660-6402 [email protected] [email protected]

Carol Nelson Joel Tkach Director, North America Marketing Manager Tel: 604-660-3755 Consumer Programs, North America [email protected] Tel: 604-660-3579 [email protected] Kathleen Lorentsen Director, Marketing Communications Maria Greene Tel: 604-660-4257 Sales Manager, North America [email protected] Tel: 604-660-2956 [email protected] Richard Lewis Market Development Manager Angela Pretty North America Coordinator, North America Tel: 604-660-4704 Tel: 604-660-4702 [email protected] [email protected]

Cindy Gobin Dana Squarebriggs Market Development Manager, Asia Image Bank Assistant Tel: 604-660-3234 Tel: 604-660-2755 [email protected] [email protected]

Geoff Sturgeon Mika Ryan Market Development Manager Manager, Travel Media Relations Europe & South Pacific Tel: 604-660-3762 Tel: 604-660-4708 [email protected] [email protected] Josie Heisig Anthony Rippingale Coordinator Sales Manager, Asia Travel Media Relations, Overseas Tel: 604-660-6367 Tel: 604-660-0565 [email protected] [email protected]

Christine Jones Carla Mont Marketing Coordinator Coordinator, Travel Media Relations Overseas Program North America Tel: 604-775-0599 Tel: 604-660-1957 [email protected] [email protected]

Yvonne Chow Christian Huot Marketing Coordinator, Asia Administrative Assistant Tel 604-660-6367 Travel Media Relations & [email protected] Consumer Marketing Tel: 604-660-3679 [email protected]

29 > CONTACTS > TOURISM BRITISH COLUMBIA CONTACTS

VISITOR SERVICES Rick Lemon Jenni Hopkyns Vice President Manager, Training Services Tel: 250-387-0130 Tel: 250-356-9604 [email protected] [email protected]

Faye Cosby Rhonda Teel Administrative Assistant Coordinator, Training Services Visitor Services Tel: 387-1711 Tel: 250-387-0122 [email protected] [email protected] Nancy Frederickson Margaret McCormick Network Program Manager Director, Visitor Services & Sales Tel: 250-356-5630 Tel: 250-387-0113 [email protected] [email protected] Faye Parlow Jennifer Handley Director Manager, Visitor Services Tourism Product Management Tel: 250-387-1643 Tel: 604-660-3680 [email protected] [email protected]

Nigel Collett Kathleen Harvey Director, Information Technology Account Manager, Tel: 604-660-0959 Tourism Product Management [email protected] Tel: 604-660-6334 [email protected] Ruth Vallance General Manager Brent Hegadoren Tourism Product Sales Coordinator, Quality Assurance Tel: 604-660-3680 Tel: 250-387-3023 [email protected] [email protected]

BUSINESS DEVELOPMENT

Don Foxgord Laura Plant Vice President Manager, Community Tel: 604-660-3759 Development [email protected] Tel: 604-660-3754 [email protected] Karen Wong Administrative Assistant, Richard Porges Business Development Director, Research Services Tel: 604-775-0346 Tel: 250-356-9936 [email protected] [email protected]

Peter Harrison Carol Jenkins Director, Marketing Development Coordinator, Research Services Tel: 250-387-8578 Tel: 250-356-5666 [email protected] [email protected]

30 OTHER TOURISM BC CONTACTS Raymond Chan Bettina Wolff von Gudenberg Director Communications Coordinator 2010 and Corporate Services Tel: 604-660-3757 Tel: 250-387-6826 [email protected] [email protected] Rose Moss Ray LeBlond Vice President Director, Corporate Human Resource Development Communications Tel: 250-387-2713 Tel: 604-660-3233 [email protected] [email protected] Accounting Operations Tel: 1-800-822-7899

REGIONAL DESTINATION MARKETING ORGANIZATIONS

CARIBOO CHILCOTIN COAST NORTHERN BC Tel: 250-392-2226 Tel: 250-561-0432 Fax: 250-392-2838 Fax: 250-561-0450 T-Free: 1-800-663-5885 [email protected] [email protected] www.nbctourism.com www.landwithoutlimits.com THOMPSON OKANAGAN TOURISM VANCOUVER ISLAND Tel: 250-860-5999 Tel: 250-754-3500 Fax: 250-860-9993 Fax: 250-754-3599 T-Free: 1-800-567-2275 [email protected] [email protected] www.islands.bc.ca www.totabc.com

KOOTENAY ROCKIES VANCOUVER, COAST & MOUNTAINS Tel: 250-427-4838 Tel: 604-739-9011 Fax: 250-427-3344 Fax: 604-739-0153 [email protected] [email protected] www.kootenayrockies.com www.vcmbc.com

Please contact your regional destination marketing organization (RDMO) for more information about city/community DMOs.

31 > CONTACTS

OTHER KEY INDUSTRY ORGANIZATIONS

ABORIGINAL TOURISM BC CANADIAN TOURISM COMMISSION Tel: 604-980-1088 Tel: 604-638-8300 Fax: 604-980-1099 www.canadatourism.com T-Free: 1-877-266-2822 [email protected] www.atbc.bc.ca CANADA WEST SKI AREAS ASSOCIATION Tel: 250-542-9020 BC FISHING RESORTS & Fax: 250-542-5070 OUTFITTERS ASSOCIATION offi[email protected] Tel: 250-374-6836 www.cwsaa.org Fax: 250-374-6640 [email protected] www.bcfroa.ca COUNCIL OF TOURISM ASSOCIATIONS OF BC Tel: 604-685-5956 BC GUEST RANCH ASSOCIATION Fax: 604-685-5915 [email protected] [email protected] www.bcguestranches.com www.cotabc.com

BC HELICOPTER & SNOWCAT GUIDE OUTFITTERS SKIING OPERATORS ASSOCIATION ASSOCIATION OF BC Tel: 250-542-9020 Tel: 604-278-2688 Fax: 250-542-5070 Fax: 604-278-3440 [email protected] [email protected] www.bchssoa.com www.goabc.org

BC LODGING AND CAMPGROUNDS SPORT FISHING INSTITUTE OF BC ASSOCIATION Tel: 604-270-3439 Tel: 604-945-7676 Fax: 604-270-3422 Fax: 604-945-7606 comments@sportfishing.bc.ca T-Free: 1-888-923-4678 www.sportfishing.bc.ca [email protected] www.bclca.com VANCOUVER HOTEL ASSOCIATION Tel: 604-684-8203 BC RESTAURANT Fax: 604-684-1093 & FOODSERVICES ASSOCIATION [email protected] Tel: 604-669-2239 www.vhahotels.com Fax: 604-669-6175 T-Free: 1-800-663-4482 WESTERN CANADA BED [email protected] www.bcrfa.com AND BREAKFAST INNKEEPERS ASSOCIATION [email protected] BRITISH COLUMBIA www.wcbbia.com & YUKON HOTELS’ ASSOCIATION Tel: 604-681-7164 Fax: 604-681-7649 WILDERNESS TOURISM T-Free: 1-866-220-2032 ASSOCIATION [email protected] Tel: 604-886-8755 www.bcyha.com Fax: 604-886-3768 [email protected] www.wilderness-tourism.bc.ca

32 FOR MORE INFORMATION, PLEASE VISIT www.HelloBC.com: Tourism BC’s official consumer website www.tourismbc.com: Tourism BC’s corporate website Tourism British Columbia 300 – 1803 Douglas Street Victoria, British Columbia V8W 9W5 Corporate website: www.tourismbc.com Consumer website: www.HelloBC.com

The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix G Intended Outcomes for Goals and Strategies

APPENDIX G INTENDED OUTCOMES FOR GOALS AND STRATEGIES

A. TOURISM MANAGEMENT AND LEADERSHIP

Goal A-1: Improve leadership and coordination related to tourism destination development and marketing in Delta.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs A-1-1 o Mandates / strategic plans o All lead tourism An effective management A strong foundation for the Define roles of key tourism / terms of reference of organizations and bodies structure to implement the ongoing implementation of organizations and bodies key tourism organizations Delta Tourism Strategy the Delta Tourism Strategy with regard to tourism and bodies development, management o Best practices / models Effective implementation of and marketing from other jurisdictions the Delta Tourism Strategy A-1-2 o Delta Tourism Strategy o All lead tourism Clearly identified and Effective allocation of Define priorities on an o Strategic and operating organizations and bodies defined annual tourism resources, time and efforts to annual basis plans of lead tourism priorities and objectives to be key tasks that will be the organizations (e.g. led or addressed at a most beneficial to developing budgets, non-tourism municipal level Delta as a tourism related priorities, etc.) destination A-1-3 o Existing communication o All lead tourism Information distributed to Enhance stakeholder Communicate regularly with strategies and tools organizations and bodies and collected from confidence and relationships stakeholders o Community organizations stakeholders regarding with lead tourism o Media Resources / tourism initiatives and organizations

Contacts progress on a regular basis

Goal A-2: Create the human, organizational and financial capacity to implement effective tourism programs.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs A-2-1 o Tourism staffing o Tourism related Adequate resources and The ability to effectively Hire a qualified tourism models/best practices from employment services expertise to effectively conduct tourism development program manager other jurisdictions /recruitment agency (e.g. implement the Delta and marketing activities GT Solutions) Tourism Strategy o Go2 – tourism human

Page 1 Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs resource management association - or a tourism consultant to assist with development of job description

A-2-2 o Matching fund models / o All lead tourism Adequate resources and An increase in quality and Develop a “Delta Tourism best practices from other organizations and bodies opportunities available for market-ready tourism Enhancement Matching jurisdictions o UBCM Tourism strategic product products, attractions, and Fund Program” Funding Program development, packaging and packaging as well as strategic o Relevant Tourism BC marketing marketing Marketing, Visitor Services and Business Development Programs o Western Economic Development Partnership Agreement (Western Economic Diversification)

B. MARKET DEVELOPMENT AND MARKETING

Goal B-1: Increase awareness about Delta as a tourism destination.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs B-1-1 o Delta Tourism Strategy o All lead tourism An effective, memorable Increased tourism market Develop strong awareness o Sustainable Economic organizations/ bodies brand that identifies Delta as awareness and visitation to about Delta’s tourism assets Development Strategy o UBCM Tourism a tourism destination Delta as a whole through an effective Delta o Existing/previous Funding Program Umbrella Branding marketing logos/ brands o Vancouver, Coast and program. for each community Mountains Association (Tourism and Marketing Partner Programs) o Relevant Tourism BC

Page 2 Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs Marketing, Visitor Services and Business Development Programs

B-1-2 o Delta Tourism Strategy o Delta’s Community Key tourism products in each Increased tourism market Feature and develop at least o Best practices related to Business Associations community that will draw awareness and visitation to one “outstanding” “iconic” product development and o Relevant Tourism BC visitors to Delta each of Delta’s three attraction or product from marketing of other Marketing, Visitor communities each of the three jurisdictions (e.g. Services and Business communities – the “hook” Coquitlam has become a Development Programs that will draw visitors to key shopping destination o GVRD Delta. in BC by capitalizing on IKEA and other major retailers that are located within the community by developing related tourism products (e.g. IKEA bus tours from V.I.) and marketing initiatives. B-1-3 o Delta Tourism Strategy o BC Ferries o Increased visitation to Increased tourism market Collaborate with BC Ferries o Best practices from other o Tourism Victoria Delta from the awareness and visitation to and relevant “Island” DMOs jurisdictions o Vancouver Island Vancouver Island and each of Delta’s three (e.g. Tourism Victoria, Tourism Association Gulf Island markets communities Tourism Association of o Tourism Nanaimo Vancouver Island, Tourism o Oceanside Tourism Nanaimo, etc.) to increase Association the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets. B-1-4 o Delta Tourism Strategy o Chamber of Commerce o Increased understanding Increased tourism market Develop strong awareness o Best practices from other o Business Associations of and support for awareness and visitation to about the value of tourism jurisdictions (e.g. City of o Local media sources tourism from local each of Delta’s three in Delta among local Coquitlam’s Tourism o UBCM Tourism residents and businesses communities residents and businesses. Passport Program; Funding Program Tourism and Business o Vancouver, Coast and Workshop Series) Mountains Association o Existing tourism o Relevant Tourism BC

Page 3 Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs inventories and guides Marketing, Visitor (e.g. Tsawwassen Services and Business Community Activity and Development Programs Cultural Guide; Delta’s Heritage Building Inventories, etc.)

Goal B-2: Increase visitor volumes, length of stay and spending.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs B-2-1 o Delta Tourism Strategy o UBCM Tourism o Targeted marketing o Increased tourism visitor Prepare and implement a o Sustainable Economic Funding Program strategies that are volumes, length of stay Tourism Marketing Plan for Development Strategy o Vancouver, Coast and successful in attracting and spending within Delta. o Current marketing efforts / Mountains Association new - and enhancing Delta strategies of existing o Relevant Tourism BC existing - visitor markets tourism operators, products Marketing, Visitor and attractions Services and Business o City of Coquitlam’s Development Programs Tourism Passport program

Goal B-3: Use sound research to support the development and evaluation of marketing and development initiatives.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs B-3-1 o Relevant research o UBCM Tourism Compilation of up-to-date Adequate, sound decisions Design and implement a conducted by tourism Funding Program industry and market related to tourism are made cost effective research sources (see Strategy) o BC Ferries information and are supported by reliable program o Accommodation sector and up-to-date industry and in Delta market information o Relevant post secondary educational institute(s) that may be able to conduct research (e.g. Capilano College)

Page 4

C. PRODUCT ENHANCEMENT, DEVELOPMENT AND PACKAGING

Goal C-1: Continue to develop high-quality tourism product offerings that build on the unique strengths of Delta.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs C-1-1 o Delta Tourism Strategy o Communities or Increased visitor volumes, An enhanced, viable and Create product and, specifically, product operators that offer length of stay and spending sustained tourism industry in enhancement/development linkages and priorities complementary products Delta. plans for priority products. assessment o Vancouver, Coast and o Official Community Plan Mountains Association and Area Plans o Relevant Tourism BC o Provincial and regional Marketing, Visitor sector strategies / plans Services and Business (e.g. Aboriginal Cultural Development Programs Tourism Blueprint Strategy for BC, BC’s Strategies for Regional Arts and Cultural Development in Greater Vancouver) o Best practices from other jurisdictions C-1-2 o Delta Tourism Strategy o Communities or Increased high-quality and An enhanced, viable and Design tourism packages and, specifically, product operators that offer unique product packaging sustained tourism industry in aimed at attracting target linkages and priorities complementary products within Delta Delta markets and increasing assessment o Vancouver, Coast and visitor length of stay o Provincial and regional Mountains Association sector strategies / plans o Relevant Tourism BC o Best practices from other Marketing, Visitor jurisdictions Services and Business Development Programs C-1-3 o Best practices from other o Communities or Increased partnerships with An enhanced, viable and Partner with other Lower jurisdictions operators that offer other Lower Mainland sustained tourism industry in Mainland communities and complementary products communities and programs Delta

Page 5 Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs programs to develop o Vancouver, Coast and broader network for certain Mountains Association products; a good existing o Relevant Tourism BC example is Tour de Delta Marketing, Visitor (potential partner products Services and Business include farm tours, wineries, Development Programs etc.). C-1-4 o Delta Tourism Strategy o UBCM Funding Increased product An enhanced, viable and Develop an Accommodation o Delta OCP and Area Program development in Delta sustained tourism industry in Strategy to increase and Development Plans o Relevant Tourism BC Delta enhance accommodation o Best practices from other Marketing, Visitor throughout Delta jurisdictions Services and Business Development Programs o Individual investors

D. DESTINATION DEVELOPMENT AND MANAGEMENT

Goal D-1: Provide transportation servic es and products that support the further development of Delta as a tourism destination.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs D-1-1 o Official Community Plan o UBCM Funding Increased and consistent Evident and clear direction Create an effective signage and Area Plans Program signage located strategically provided to visitors on how to program that ties in with the o Best practices from other o Vancouver, Coast and throughout Delta travel to Delta’s tourism Delta Umbrella Branding jurisdictions Mountains Association products and attractions initiative. o Relevant Tourism BC Marketing, Visitor Enhanced tourism experience Services and Business for visitors Development Programs o GVRD Growth in visitor volumes and length of stay D-1-2 o Boundary Bay Airport o Boundary Bay Airport Tourism products and services Increased use of the airport for Support efforts to further Master Plan developed at Boundary Bay transportation, flight-seeing develop Boundary Bay o Official Community Plan Airport and as a tourism “attraction” Airport. and Area Plans

Page 6 Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs D-1-3 o Official Community Plan o UBCM Funding Growth of cycle touring in Develop cycling routes that and Area Plans Program Delta as a tourism product feature attractions (natural o Vancouver, Coast and and person-made) and Mountains Association services en route. o Relevant Tourism BC Marketing, Visito r Services and Business Development Programs o GVRD

Goal D-2: Ensure the tourism industry’s operating practices safeguard Delta’s agricultural and ecological assets.

Potential Partnering or Strategy Previous Work to Draw On Intended Output Intended Outcome Programs D-2-1 o Best practices / models o UBCM Funding Stakeholders in Delta’s Sustained quality agricultural Develop an industry-driven from other jurisdictions Program tourism industry dedicate and ecological assets in Delta code of conduct to help o Industry stakeholders efforts to sustaining the ensure that, as tourism integrity of agricultural and A healthy relationship grows, tourism operators ecological resources in the between tourism operators, and visitors do not community other industries, and residents negatively impact Delta’s agricultural and ecological assets. D-2-2 o Best practices/ models o UBCM Funding Reduced vehicle traffic on Sustained quality agricultural Encourage some from other jurisdictions Program rural roads and ecological assets in Delta product packaging that o Relevant Tourism BC Marketing, Visitor uses organized tours Services and Business and larger vehicles Development Programs (vans) to help minimize o Bus tour companies and individual vehicular other transportation traffic on rural roads. providers

Page 7 The Corporation of Delta Tourism Strategy October 2006 - DRAFT

Appendix H Implementation Framework by Start-Up Time

Delta Tourism Strategy Implementation Framework By Start-Up Time

Introduction This section presents the implementation framework presented in the “Implementation Framework” section of the report by start-up timing. It is important to recognize that the Delta Tourism Strategy is a practical, action-oriented that provides direction for tourism planning, development and marketing in Delta. To achieve the tourism vision, goals and activities, dedicated staff, financial resources and cooperation from key tourism agencies / organizations are required.

Implementation Framework The following implementation framework provides direction with regard to actualizing the vision, goals and strategies present in the Delta Tourism Strategy. For each strategy, the Implementation Framework identifies:

Lead Role – The agency(ies) and/or organization(s) recommended to lead the implementation of the specific strategy.

Start-Up Timing – The recommended timing for initiating the implementation of the specific strategy. Four “start-up timing” categories are provided: • Short-Term – Strategies that should be initiated within six months because: ƒ Their implementation must precede the initiation of other strategies; and/or ƒ The opportunities or issue(s) the strategy is intended to address is time-sensitive or critical. • Mid-Term – Strategies that should be initiated within six months to twelve months because: ƒ The majority of groundwork required to support the implementation of this strategy is currently in place (therefore, its implementation can wait); ƒ Implementation of other strategies commencing in the short-term is required before the implementation of this strategy can commence; ƒ Additional consultation with industry stakeholders is required to further define the strategy and ensure there is sufficient support for it; and/or ƒ Resources may not be available within the short-term to implement the strategy. • Longer-Term – Strategies that require longer lead-time (e.g. more than twelve-months) to initiate because: ƒ Additional research must take place to further define the strategy; ƒ Additional consultation with industry stakeholders is required to further define the strategy and ensure there is sufficient support for it; and/or ƒ Resources may not be available within the short or mid terms to implement the strategy. • Ongoing – Strategies that need to be initiated in the short term, and then, subsequently on an ongoing or periodic basis.

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Each strategy presented below is grouped based on its proposed start- up timing – the recommended timing for initiating the implementation of the specific strategy (short-term, mid-term, longer-term and/or ongoing). Each strategy is numbered based on the tourism theme and goal under which it falls (tourism themes and goals are presented in the Vision, Goals and Strategies section) (e.g. Strategy A-1-1 is the first (#1) strategy that falls under the tourism theme A: Tourism Leadership and Management and Goal A-1: Improve leadership and coordination related to tourism destination development and marketing in Delta, therefore is referred to Strategy A-1-1.)

Short-Term and Ongoing Strategies

Start-Up Strategy Lead Role Timing Strategy A-1-1: Define roles of key tourism organizations and o Standing Committee Short-term bodies with regard to tourism development, o Corporation of Delta management and marketing o Chamber of Commerce Strategy A-1-2: Define priorities on an annual basis o Standing Committee Short-term o Corporation of Delta Ongoing o Chamber of Commerce o Tourism program manager (see Goal A-2, Strategy 1) Strategy A-1-3: Communicate regularly with stakeholders o Corporation of Delta Short-term o Chamber of Commerce Ongoing o Tourism program manager Strategy A-2-1: Hire a qualified tourism program manager o Standing Committee Short-term (possibly on a contract basis) o Corporation of Delta Strategy B-1-4: Develop strong awareness about the value of o Chamber of Commerce Short-term tourism in Delta among local residents and o Tourism program Ongoing businesses manager

Mid-Term Strategies

Start-Up Strategy Lead Role Timing Strategy B-1-1: Develop strong awareness about Delta’s o Corporation of Delta Mid-term tourism assets through an effective Delta o Chamber of Commerce Umbrella Branding program. o Tourism program manager o Professional Marketing Firm Strategy B-1-2: Feature and develop at least one “outstanding” o Corporation of Delta Mid-term “iconic” attraction or product from each of the o Chamber of Commerce three communities – the “hook” that will draw o Tourism program visitors to Delta. manager Strategy B-2-1: Prepare and implement a Tourism Marketing o Corporation of Delta Mid-term Page 2

Start-Up Strategy Lead Role Timing Plan for Delta. o Chamber of Commerce o Tourism program manager Strategy C-1-1: Create product enhancement/development o Corporation of Delta Mid-term plans for priority products o Chamber of Commerce o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager Strategy C-1-2: Design tourism packages aimed at attracting o Corporation of Delta Mid-term target markets and increasing visitor length of o Chamber of Commerce stay o Product / Sector Organizations (e.g. Delta Arts Council) o Tourism program manager Strategy D-1-1: Create an effective signage program that ties in o Corporation of Delta Mid-term with the Delta Umbrella Branding initiative. o Chamber of Commerce o Tourism program manager Strategy D-1-2: Support efforts to further develop Boundary o Corporation of Delta Mid-term (as Bay Airport expansion of the airport has already begun) Ongoing Strategy D-2-1: Develop an industry-driven code of conduct to o Corporation of Delta Mid-term help ensure, that, as tourism grows, tourism o Chamber of Commerce operators and visitors do not negatively impact o Tourism program Delta’s agricultural and ecological assets. manager

Longer-Term Strategies

Start-Up Strategy Lead Role Timing Strategy A-2-2: Develop a “Delta Tourism Enhancement o Corporation of Delta Longer-term Matching Fund Program” o Chamber of Commerce o Tourism program manager Strategy B-1-3: Collaborate with BC Ferries and relevant o Chamber of Commerce Longer-term “Island” DMOs (e.g. Tourism Victoria, o Tourism program Vancouver Island Regional Association, manager Tourism Nanaimo, etc.) to increase the awareness of Delta as a tourism destination to Vancouver Island and ferry passenger markets Strategy B-3-1: Design and implement a cost effective research o Corporation of Delta Longer-term program o Chamber of Commerce

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Start-Up Strategy Lead Role Timing o Tourism program manager Strategy C-1-3: Partner with other Lower Mainland o Corporation of Delta Longer-term communities and programs to develop broader o Chamber of Commerce network for certain products; a good existing o Product / Sector example is Tour de Delta (potential partner Organizations (e.g. Delta products include farm tours, wineries, etc.) Arts Council) o Community Business Associations o Tourism program manager Strategy C-1-4: Develop an Accommodations Strategy to o Chamber of Commerce Longer-term increase and enhance accommodation o Tourism program manager throughout Delta

Strategy C-1-5: Develop tourism opportunities related to the o Chamber of Commerce Longer-term 2010 Winter Olympic and Paralympic Games – o Tourism program manager prior to, during and post Games.

Strategy D-1-3: Develop cycling routes that feature attractions o Corporation of Delta Longer-term (natural and person-made) and services en route o Product / sector organizations (e.g. cycling club) Strategy D-2-2: Encourage some product packaging that uses o Corporation of Delta Longer-term organized tours and larger vehicles (vans) to o Chamber of Commerce help minimize individual vehicular traffic on o Tourism program rural roads. manager

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