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Tourism Strategy 2009 QuickTime™ and a decompressor are needed to see this picture. TOURISM STRATEGY 2009 Prepared for: Kitasoo/Xai’xais First Nation Klemtu, BC Prepared by: Sean Kerrigan EcoPeak Consulting Courtenay, BC [email protected] Disclaimer This report was commissioned by the Ecosystem-Based Management Working Group (EBM WG) to provide information to support full implementation of EBM. The conclusions and recommendations in this report are exclusively the authors’, and may not reflect the values and opinions of EBM WG members. Kitasoo/Xai’xais First Nation Tourism Strategy 2 Final Draft - March 2009 Table of Contents Acknowledgements Introduction Executive Summary 1.1 Document Background 1.2 Philosophical Statements and Principles 1.3 Kitasoo/Xai’xais First Nation Business Structure 1.4 Land and Marine Use Plans and Environmental Protocol 1.5 Opportunities 1.6 Challenges 1.7 Tourism Structure 1.7.1 Spirit Bear Adventures Ltd 1.7.2 Tourism Management 1.8 Potential Tourism Development 1.8.1 Development Matrix – Spirit Bear Adventures 1.8.2 Development Matrix – Tourism Management Values and Objectives 2. Philosophical Statements and Principles 2.1 Values 2.2 Goals 2.3 Objectives 2.4 Strategy Background 3. Inventory of Existing Conditions 3.1 Social Inventory 3.2 Potential Threats to Community Values 3.3 Kitasoo/Xai’xais Economy 3.4 Environmental Inventory 3.4.1 Common Forest Inventory 3.4.2 Wildlife Habitat 3.4.2.1 Critical wildlife map 3.4.2.2 Wildlife inventories 3.4.3 Critical tourism areas 3.4.3.1 Maps of Operating Areas 3.5 Baseline of Resource Development 3.5.1 Forestry 3.5.2 Tourism Kitasoo/Xai’xais First Nation Tourism Strategy 3 Final Draft - March 2009 3.5.3 Mining 3.5.4 Aqua Culture 3.6 Existing Tourism Products 3.6.1 Attractions (Table) 3.6.2 Tours and Activities 3.6.3 Tourism Facilities and Infrastructure 3.6.4 Tourism Related Transportation 3.6.5 Tour Operators That Currently Utilize the Area 4. Land and Marine Use Plans and Environmental Protocol 4.1 Management plans 4.1.1 Mussel Inlet 4.1.2 Protected Areas Management 4.1.3 Kitasoo/Xai’xais Protocol on the Environment 5. Market Analysis 5.1 Nature Based Tourism 5.1.1 Market 5.1.2 Tourist Characteristics 5.1.3 Tourist Motivations 5.2 Nature Based Tourism in BC 5.2.1 Economic Impacts In 2001 5.2.2 Economic Impacts In 2005 5.2.3 Business Characteristics 5.2.4 Market 5.3 BC Bear Viewing Sector Profile 5.3.1 Competitive Analysis 5.3.2 Constraints to Growth 5.3.3 Opportunities for Development 5.3.4 Implications 5.3.5 Community Benefits Tourism Products and Services 6. Kitasoo/Xai’xais First Nation Business Structure 6.1 Kitasoo/Xai’xais “One Company” Flowchart 6.2 Spirit Bear Adventures Ltd. Partnership 6.3 Spirit Bear Adventures Ltd. 6.3.1 Spirit Bear Eco Tours 6.3.2 Spirit Bear Lodge 6.3.3 Spirit Bear Tourism Services 6.3.4 Spirit Bear Adventures Ltd Organizational Flowchart 7. Tourism Development Strategy 7.1 Short-Term Development Initiatives - 2009 7.1.1 Website and Re-branding Kitasoo/Xai’xais First Nation Tourism Strategy 4 Final Draft - March 2009 7.1.2 Spirit Bear Eco Tours 7.1.2.1 Financial Assumptions 7.1.2.2 Bear/Wildlife Viewing 7.1.2.3 Marketing 7.1.2.4 Waiver/Liability Revision 7.1.3 Tourism Services 7.1.3.1 Sea Kayaking Partnership 7.1.3.2 Kayak Transport /Water Taxi Services 7.1.3.3 "Pocket Cruisers" 7.1.3.4 Guided Fishing Trips 7.1.3.5 Mooring Pennants 7.1.3.6 Marina 7.1.3.7 Cultural Tours 7.1.3.8 Restricted Site Guiding Service 7.1.3.9 Gift Shop 7.1.3.10 Tourism Office Maintenance 7.1.4 Spirit Bear Lodge 7.1.4.1 Business Plan 7.1.4.1 Lodge Completion 7.2 Mid-Term Developments –2010-2011 7.2.1 Spirit Bear Eco Tours 7.2.1.1 SBA Ltd. Partnership with Outside Party 7.2.2 Spirit Bear Lodge 7.2.2.1 Lodge Expansion 7.2.2.2 Corporate Retreats 7.2.3 Tourism Services 7.2.3.1 Scuba Diving Partnership 7.2.3.2 Town Campsites 7.2.3.3 Museum 7.3 Long-Term Development Initiatives –2012-2015 7.3.1 Spirit Bear Eco Tours 7.3.1.1 3rd Wilderness Cabin 7.3.1.2 Employee Co-Ownership Program 7.3.2 Tourism Services 7.3.2.1 Marina 8. Kitasoo/Xai’xais Marketing Plan 8.1 Internet 8.2 Marketing Co-op 8.3 Partnership with outside operators 8.4 Familiarization Tours 8.5 Travel Trade Shows 9. Human Resources Strategy 9.1 Current Conditions 9.2 Future Needs Kitasoo/Xai’xais First Nation Tourism Strategy 5 Final Draft - March 2009 Tourism Management Strategy 10. Monitoring and Controlling Tourism Usage 10.1 Background 10.2 High Value Areas Designation 10.3 Permitting Program 10.4 Monitoring Program 10.5 Growth management 10.5.1 Threats 11. Tourism Management Strategy 11.1 Short-Term Initiatives – 2009 11.1.1 Kitasoo/Xai’xais Organizational Structure 11.1.2 Permit System Updating 11.1.3 Harmonization with Provincial Tenure 11.1.4 Wilderness Cabin Maintenance 11.1.5 Watchman program 11.1.6 Special Management Plan for Mussel River 11.1.7 Management Plan for Spirit Bear Viewing 11.2 Mid-Term - 2010-2011 11.2.1 Management Plans for Remainder of Protected Areas 11.2.2 Expansion of Watchman Program 11.3 Long Term Initiatives – 2012-2015 11.3.2 Rediscovery Program 12. Human Resources Strategy 12.1 Current Conditions 12.2 Future Needs Appendices Appendix 1-Survey Results Appendix 2- Outside Operators Contact List Appendix 3- Outside Operators Protocol Agreement Appendix 4- Mooring Pennants Costs Appendix 5- Protocol on the Environment Appendix 6 – Inadequate BC Ferry Corp. Service to Klemtu Appendix 7 – Spirit Bear Eco Tours Trip Itinerary Kitasoo/Xai’xais First Nation Tourism Strategy 6 Final Draft - March 2009 Appendix 8 – Mussel River Focus Document Appendix 9 – Adaptive Management Strategy Kitasoo/Xai’xais First Nation Tourism Strategy 7 Final Draft - March 2009 Acknowledgements The authors would like to acknowledge the assistance of Larry Greba, Director of the Kitasoo/Xai’xais Economic Development Corporation for providing direction to the project. Assistance with research and writing for this project was carried out by the Evan Loveless of Brynn Mor Consulting, Doug Neasloss of the Spirit Bear Adventures Ltd. and the Kitasoo/Xai’xais First Nation. We would also like to thank all the community members who dedicated their time to filling out surveys and answering our endless questions about the community and the traditional territory. In many ways your ideas and stories helped form the philosophical foundation for the document. Sean Kerrigan EcoPeak Consulting 1078 Urquhart Avenue Courtenay, BC V9N 3K5 250-702-5681 [email protected] Kitasoo/Xai’xais First Nation Tourism Strategy 8 Final Draft - March 2009 Introduction Organized tourism in Klemtu first began in 1996, with the introduction of a town walking tour for the summer boat cruiser market, through a Kitasoo/Xai’xais Band Council initiative. In 2001 a tourism strategy proposed an array of tourism products and services that could be developed to provide a seasonal tourist trade that revolved around cultural eco-tours in the traditional territory of the Kitasoo/Xai’xais First Nation. In 2002, Klemtu Tourism hired in a general manager and began the task of implementing the strategy’s recommendations and developing a product line of bear viewing, sea-kayaking guiding and accommodation. Local Kitasoo/Xai’xais were hired to work as guides, cooks and tourist service staff. Throughout the next several years, Klemtu Tourism fine tuned the products and built relationships with the travel trade industry to increase exposure as well as developed a comprehensive marketing plan that revolved around trade shows and print ad media. Klemtu Tourism became Spirit Bear Adventures Ltd. in 2006 and at this time, the operation had created a well-rounded organization with a complement of experienced staff. But the momentum ceased due to a break down in organizational communication and market conditions, and the last 2 years have set the company back in terms of continued, trusted relationships with the travel trade industry, marketing organizations and some outside tour operators, with whom services were provided. This 2009 strategy is in part a response to that loss of momentum as well as realization that it has been 8 years since the last study of tourism opportunities for the Kitasoo/Xai’xais. Spirit Bear Adventures Ltd. now has real world experience, a solid base of human resources and an infrastructure that is ready to support the operation. The last 8 years have seen significant changes in the tourist market. New markets have emerged and others, which were heavily relied upon, have dwindled. With a new business structure that has allowed for reinvestment of funds to the tourist operation, this strategy is designed to identify the opportunities and direct the growth for the next 6-8 years. The Klemtu tourism strategy is a community initiated and directed economic diversification project intended to benefit the Kitasoo/Xai’xais people of Klemtu. Interest in creating greater economic benefits from tourism has driven this initiative with the goal of providing sustainable local employment. The purpose of the Klemtu tourism strategy is to identify tourism products best suited to the local social, economic and ecological conditions. Parameters outlined by the Kitasoo/Xai’xais Economic Development Corporation are: Moderate, sustainable development is desirable Identify areas within the infrastructure that capital investment is most needed Identify and motivate community members to carry on tourism development and operations in the region as well as develop ongoing training for existing employees.
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