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2013-2014 Annual Report

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2013-2014 Annual Report 2013-2014 Annual Report Credit: Kim Gray, Toque & Canoe Tourism Fernie Society The following report summarizes the activities of Tourism Fernie over the 2013-2014 fiscal year (April 1 - March 31). The main reporting areas include Operations, Marketing, Membership and Financials. Prepared by Jikke Gyorki. Corporate Office: PO Box 1928 542b - 2nd Avenue Fernie, BC V0B 1M0 Ph: 250-423-2037 E: [email protected] www.tourismfernie.com /fernie.canada @tourismfernie /tourismfernie Tourism Fernie Annual Report 2013-2014 Table of Contents Message from the Chair 3 About Tourism Fernie 4 Tourism Fernie Vision, Mission & Guiding Principles 5 List of Directors, Executive, Committees & Staff 6 Marketing Summary 7 Membership Summary 16 Financial Summary 18 Appendices: 1. Metrics, Visitor Survey Highlights 20 2. Tourism Fernie Financials 26 3. Sample of Marketing Creative / Media 30 2 As prepared for the Annual General Meeting June 19, 2014 Message from the Chair, Mr. Derick Berry Welcome to the 7th Annual General Meeting of As our plan continues to see success we are sure Tourism Fernie. to keep a keen eye on the future of our organiza- tion. Though we continue to see steady growth 2013-2014 was an exciting year for Tourism Fernie within AHRT as our main source of revenue Tour- as we welcomed our Interim Executive Officer ism Fernie continues to over spend our annual Corien Sieders and wished Jikke Gyorki the best revenue utilizing a surplus of funds that has built on her maternity leave. Corien took the reins up over the years. This spending has been fore- and led us into a year poised for success and casted to maintain for the next few years as we with the implementation of the Strategic Plan we hope to bring in even more in AHRT revenue and saw AHRT levels grow yet again. It’s not always offset the need to use surplus funds. business as usual for our tourism society as the Board once again took a hard look at our suc- I would once again like to extend my apprecia- cesses and priorities this past year while flushing tion and gratitude to my fellow committee mem- out the upcoming Strategic Plan. It is our priority bers, board members and executive directors; if to ensure our efforts balance with our financial it was not for these community stakeholders who means and yield the greatest level of return for continue to volunteer their time and expertise we our membership. would not be where we are today. Both Corien and Jikke, with the dedication and support from The winter ski season continued to be our main Rebecca and Jack, have been invaluable to our focus and while we embraced our rubber tire organization and we look forward to the new traffic visitors we continued to work our way into and innovating marketing opportunities that lie new and previously rewarding markets such as ahead. Tourism Fernie maintains a reputation in eastern Canada. Western Canadian tourism the DMO community as an industry leader and still targets the long haul traffic that fills beds, we will continue to strive for excellence. chairlifts and restaurants during the mid-week so we are keenly looking for more opportunities As always, it has been a pleasure to be a part to attract these markets. Winter was not without of the Tourism Fernie Board of Directors and the its challenges and Mother Nature proved once Chair of Tourism Fernie. I thank you all for your again that we can’t control the weather and the support and contributions to Fernie’s tourism bitter cold snaps did have an impact on March industry. in particular. However with solid sales overall we still saw a growth in AHRT of 6% over the fiscal year. Derick Berry Chair Non winter tourism is on the rise for not just Fernie but for most western resort communities. Activities such as mountain biking, hiking, fish- ing, rafting, golfing and sightseeing are drawing out more people looking to experience new adventures and immerse themselves within our Fernie culture. With the growth in Fernie’s sum- mer season and the enhancements in festivals, events and summer product visitors are finding more reasons to come back. Along with AHRT, we also use obvious visual metrics such as a busy downtown core with filled restaurant patios, more vehicles hauling bikes for the trails, larger attend- ance at events, and more traffic at rivers edge to see the results tourism marketing and tourism product development yield for our community. 3 Tourism Fernie Annual Report 2013-2014 About Tourism Fernie Tourism Fernie is a Destination Marketing Organi- Tourism Fernie staff consist of an Executive zation (DMO) with the mandate of marketing Officer, Administrative & Marketing Fernie as a tourist destination to targeted region- Coordinator and a Content Creator/Online Me- al, national and international markets as guided dia Specialist who work from an office on by our Vision, Mission, Guiding Principles and 2nd Ave in Historic Downtown Fernie. Strategic Plan. Tourism Fernie is governed by 12 Board of Direc- The most successful destinations around the tors (one non-voting), who represent the local world act in a unified and collaborative manner and area tourism industry. The Strategic Plan is by selling their destination first then the individual developed annually in fall and winter covering products. A critical mass of funding is necessary the fiscal period of April 1st to March 31st. to be heard in the market place, which is often beyond the means of an individual business. tourismfernie.com Pooling the financial resources into a strategic tourismfernie.org marketing and sales program will maximize re- tourismfernie.mobi sults. Consistent and persistent messaging from a facebook.com/fernie.canada DMO heightens interest and increases visitation. twitter.com/tourismfernie instagram.com/tourismfernie To strengthen the tourism economy, Fernie needs google.com/+TourismfernieBC to grow visitation. This includes encouraging visi- vimeo.com/channels/fernie tors to stay longer and spend more. A diversified youtube.com/tourismfernie economy supports overall community prosperity in keeping with the values of the City of Fernie Official Community Plan. Tourism Fernie was officially established as a non-profit society in November 2007. Many of Fernie’s tourism businesses saw the opportunity and need to pool resources in order to jointly market and sell Fernie under a unified brand to key target markets. With the support of the City of Fernie, the local community and businesses, the Regional District of East Kootenay, Tourism BC and the Government of British Columbia, Tourism Fernie was established. Tourism Fernie is a membership-based organiza- tion. Professionals, businesses and organizations that want to be promoted under the Tourism Fernie brand are required to pay an annual membership fee. In addition to membership fees Tourism Fernie’s revenues are generated from the 2% Additional Hotel Room Tax (AHRT), also called the Municipal and Regional District Tax (MRDT), and partner marketing initiatives. 4 As prepared for the Annual General Meeting June 19, 2014 Vision, Mission & Guiding Principles Vision Tourism Fernie Strategic Goals Fernie is the most sought after tourism • Govern and manage effectively. destination in the Canadian Rockies • Maintain financial sustainability. Mission • Maximize member and stakeholder Increase revenue for stakeholders engagement. through tourism marketing • Execute strategic marketing and sales Guiding Principles programs that increase the number of overnight visitors to Fernie throughout the entire Industry led / Government supported year who stay longer, spend more, return and • We are led by members of Fernie’s tourism recommend Fernie again and again. industry who solicit government support for tourism as an economic engine for Fernie. Customer focused • We place customer needs first in the belief that what is best for the customer will ultimately be best for our stakeholders. Sustainable • We respect the community’s social, economic and environmental values. Fair and transparent • We have fair processes that are open to scrutiny and we explain the rationale for our decisions to interested stakeholders. Inclusive • we welcome input & work together with members, stakeholders, & other organizations. Innovative • We consistently create solutions that are ahead of the marketplace and the competition. Accountable • We are fiscally responsible, measure results, adjust to changing market conditions, and account to stakeholders. 5 Tourism Fernie Annual Report 2013-2014 Board of Directors, Committees & Staff for 2013-2014 Tourism Fernie Directors and Designated Representatives Accommodation < 30 rooms Mike McPhee, Island Lake Resort Group Accommodation > 30 rooms w/ rental mgnt Derick Berry, Fernie Central Reservations Accommodation > 30 rooms solely owned Scott Gilmet, Park Place Lodge Accommodation at Large Shelley L’Estrange, Best Western PLUS Fernie Retail, Business, Professional Services, F & B Claude Perreault, Clubhouse/Cornerpocket Real Estate, Development, Construction, Trades Todd Fyfe, Fernie Real Estate Attractions, Activities, Transportation Jon Knauf, Mountain High Adventures City of Fernie Dan McSkimming, Councillor Resorts of the Canadian Rockies Andy Cohen, FAR General Manager Resorts of the Canadian Rockies Tom Rosner, RCR Director of Marketing Director at Large Erin Summers, Giv’Er Shirt Works Designated Rep to the Board (non-voting) Sarah Parry, Fernie Chamber of Commerce Tourism Fernie Executive Chair: Secretary: Deputy Chair: Treasurer: Derick Berry Todd Fyfe Mike McPhee Andy Cohen Committees Marketing Derick Berry, Corien Sieders, Juliana Dare (Fernie Lodging Co), Shelley L’Estrange, Todd Fyfe, Scott Gilmet, Mike McPhee, Tom Rosner, and Christy Sutherland (Non-Stop Adventures/Red Tree). Membership Erin Summers, Rebecca Hall, Corien Sieders, Sarah Parry, Claude Perreault and Abi Moore (FBC). Finance Derick Berry, Andy Cohen, Mike McPhee, Todd Fyfe and Corien Sieders Governance/Ethics Derick Berry, Andy Cohen, Scott Gilmet, Todd Fyfe and Corien Sieders Central Reservations Shelley L’Estrange, Derick Berry, Juliana Dare, Scott Gilmet, Jon Ward (Red Tree Lodge), Jeremiah Pauw (Super 8), Reshma Dhillon (Travelodge), and Corien Sieders.
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