Three-Year Strategic Plan
2016-2018
Table of Contents
Executive Summary Pages 3, 4, 5
Environmental Scan Pages 6, 7, 8
TIABC SWOT Analysis Page 9
Vision, Mission, Core Values, Primary Goals Pages 10, 11, 12
Strategic Priorities
Advocacy & Policy Development Pages 13, 14, 15
Communications Pages 16, 17
Membership Pages 18, 19
Operations / Financial Priorities Pages 20, 21
Timeline of Major Initiatives Page 22
Board of Directors & Staff Page 23
Members & Partners Pages 24, 25, 26
2 TIABC 3-year Strategic Plan
Executive Summary
With more than 19,000 businesses that employ some 270,000 people, the visitor economy in British Columbia generates over $14 billion in direct spending…making it one of the province’s top business sectors.
Tourism in BC is a diverse, highly decentralized and fiercely competitive industry. It is described as an industry of industries to reflect this diversity. At its best, tourism celebrates BC’s natural and cultural treasures while supporting job and wealth creation in every region of the province across six product sectors - Accommodation, Transportation, Recreation and Entertainment, Travel Services, Food and Beverage, and Retail. It is dominated by small and medium-sized businesses…the vast majority of which has assets fixed in one location (e.g. hotels, attractions, restaurants, ski hills). Most operators are passionate about tourism and are willing to work hard to create a great industry.
The inherent diversity and competitiveness of tourism does, however, bring its challenges. Of primary concern is the tendency toward fractured approaches to tourism development. Effort is required to pull the divergent components together into a cohesive, powerful economic force. A strong tourism advocate that unites the industry is needed to speak clearly about priority issues and represent the collective voice of the visitor economy. Advocacy and policy fit within a tourism eco-system, that when optimized, generates a positive outcome for operators, government, communities and visitors.
3 TIABC 3-year Strategic Plan
The Tourism Eco-system Model
• GOVERNMENT • DESTINATION MARKETERS • Assure supply • Create demand • Ease of access • Uni ied strategy • Policy managment • Brand alignment • Business environment • One team
Access Alignment
Animation Advocacy
• INDUSTRY • TIABC • Close the sale • Stakeholder advocacy • Animate the experience • Remove Barriers • Simplify regulations
The Tourism Industry Association of British Columbia (TIABC) was formally established in 1993 (formerly known as The Council of Tourism Associations - COTA) to connect tourism-operators, sectors and destinations together under one major tourism industry advocacy umbrella.
While the organization has existed in some fashion since the early seventies, it has gone through several iterations and nearly folded in 2013. However, TIABC survived significant changes to its board, financial challenges and other obstacles to re-surface in a smaller, but equally impactful way. A dedicated 13- member volunteer Board of Directors leads the association and is committed to advocacy, communication, and bringing industry together under the guise of networking events and policy forums.
It should be noted that government prefers to have one primary tourism advocacy organization to work with, much like they are used to for other industries such as mining and forestry. However, the sector specific organizations that many of our existing members belong to (e.g. BC Hotel Association, BCDMOA, Wilderness Tourism Association, BC Wine Institute, Canada West Ski Areas Association) play an important role in this united voice.
TIABC's 2016 priorities focus on four specific areas: Advocacy & Policy Development; Membership; Communications; and Operations. With an annual budget of $250,000, TIABC must determine on an issue-by-issue basis, where do we lead, participate or follow (i.e. lead, follow or get out of the way)?
4 TIABC 3-year Strategic Plan
Strategic Challenges
• TIABC had a modest budget surplus in 2015 versus a projected loss of $45,000. This was largely due to some cost savings during the transition between CEOs, higher than projected profit from the BC Tourism Industry Conference, higher revenues from more memberships, and controlled spending. However, TIABC is expected to face an operational deficit in 2016, primarily due to deferred revenues from the BC Tourism Industry Conference which has been moved from October 2016 to February 2017;
• Without additional revenues streams (aside from events and member dues), the organization can exist for approximately 18 months;
• TIABC’s staffing levels are not sufficient to maintain or satisfy operational or member demands. Additional staff will be required as the organization re- establishes itself at the forefront of industry issues and continues to grow;
• The BC visitor economy has come off a record-setting year and is poised for more growth in 2016. However, there are myriad issues that require provincial and federal government attention for the tourism industry to reach its full potential. TIABC is the lead agency on many of the issues. Key Actions
• TIABC will need to realize a profit from the May AGM/Summit at Sun Peaks to assist with operating revenues in 2016;
• TIABC will need to look for additional revenue sources (e.g. sponsorships, partnerships) to supplement existing revenue sources;
• TIABC will need to build its membership base, particularly in rural and outlying communities, through additional stand-alone memberships, as well as joint-memberships with the Tourism Industry Association of Canada (TIAC) and potentially other sector associations;
• TIABC will need to find ways to attract additional regional board representation, as well as memberships to be recognized as a truly provincial tourism voice;
• TIABC should explore expansion of its territory and influence into the provinces of Alberta, Saskatchewan and Manitoba where there is no tourism advocacy representation, as a means to supplement revenues or enhance effectiveness on behalf of Western Canada’s visitor economy.
5 TIABC 3-year Strategic Plan
Political
Economic Environmental Societal Scan
Technology
Environment Political
A new federal government was sworn in on Legislative November 4, 2015. Along with numerous other first-term MPs and cabinet ministers, Canada’s tourism minister is new to government and new to the tourism portfolio, which translates into a steep learning curve. However, as part of its election platform, the Liberal government promised several tourism- related policy changes including investment in transportation infrastructure, elimination of visas for Mexicans, and other initiatives that should bode well for both Canada and British Columbia’s visitor economy.
2016 represents an election year in the United States, the largest international visitor market for British Columbia. While the American economy has gained ground in recent months, elections often lead to a temporary softening of the national economy because of government uncertainty, absence of major decision-making, and consumer confidence until the election outcome is known.
In British Columbia, voters will be going to the polls in May 2017. Consequently, 2016 will be a year of announcements, incentives, lobbying, campaigning and positioning as the two major political parties jockey for attention. The next 12-15 months represent an opportune time for TIABC and industry partners to push for long-awaited decisions and/or implementation of new or revised policies such as formula funding for Destination British Columbia. Economic
The BC visitor economy experienced a record year for revenues, visitation and other key measures in 2015. This was largely due to significant marketing investments, major events, good weather, weaker gas prices, a low Canadian dollar and other factors. It is expected that 2016 will also be a solid year for tourism receipts, potentially surpassing the previous year in key performance indicators.
At the national level, tourism numbers were also healthy overall. However, the Canadian economy stalled in 2015 with all signs pointing to the same predicament in 2016, largely based on the decline in resource- based sectors, particularly in Western Canada. The Canadian dollar is hovering around the .70 cent US mark, which is good for inbound and intra-provincial travel (i.e. Canadians staying closer to home), but not good for tourism marketing investments in foreign markets.
The Canadian and US economies are going in polar opposite directions at present primarily due to personal debt as Canadians are at a record 170% debt-to-income ratio. The US had its deflationary spiral and has come out of it with the housing market showing signs of a rebound. They are now exiting TARP
6 TIABC 3-year Strategic Plan
(money printing, bond buying) and are raising interest rates. Even though Canada’s interest rates are near zero, there is speculation of further cuts to rates to prevent the economy from collapsing. Housing and tourism are the last pillars keeping our economy afloat. Housing affordability is a key issue for the tourism labour market.
Internationally, world stock markets experienced their biggest-ever opening day of a new year decline, partially attributable to China’s slowing economy and rising interest rates in the U.S. While markets have recovered marginally, the initial damage remains. Societal
With major terrorism-related events around the world, including incidents in tourist hotspots such as Paris and Istanbul, travelers are increasingly more cautious about where to visit due to fear and concerns over safety and security. Closer to home, gun violence in the United States is epidemic, leading many travelers to consider alternatives to a U.S. visit.
The Syrian refugee crisis has led to dramatic and swift actions by western governments to welcome and accommodate hundreds of thousands of Syrian immigrants. In Canada alone, the federal government has committed to an initial intake of some 25,000 refugees, about half of which have already arrived in provinces across the country. Depending on language and other work-related skills, refugees could help address some of the labour shortage issues in British Columbia. Technology
In the travel and tourism space, technology continues to revolve around digital and social media. More people are using social media for the dreaming/trip planning phase than to search, and user generated content/reviews make or break businesses and destinations. British Columbia is well placed as a destination within the social space but many individual businesses struggle to keep up.
The sharing economy is having a major impact on established tourism sectors such as hotels and taxis. Web portals such as Airbnb and Uber are offering consumers more options and access to accommodation (i.e. private-room rentals) and transportation (i.e. private paid car rides) respectively. Aside from the effect on revenue, these service providers circumvent the stringent government-imposed regulation requirements and taxes on the traditional sectors.
In the global arena, advanced technology has led to major aircraft manufacturers to produce faster, larger, greener and more efficient airplanes to be unveiled over the course of the next few years.
Several technology giants and automobile manufacturers are testing driverless cars that could have significant impact on travel habits and the cost of travel. Similarly, new modes of personal transportation, including a hybrid passenger drone, are being tested for market launch within the next decade.
The increasing use and popularity of drones is providing destination marketers with new ways of developing content and digital experiences for guests considering vacations in respective markets.
Closer to home, Compass Cards for transit travel have finally been launched in Metro Vancouver leading to a change in process for regular users of the transit system (e.g. fare gates). However, there should be little noticeable difference to visitors who use the system to move throughout the region.
7 TIABC 3-year Strategic Plan Environment
A major climate summit in Paris in late 2015, involving nearly 200 nations, has produced a worldwide accord on climate change. As a major participant with the largest contingent from a western nation, Canada committed to several new or revised targets to combat or mitigate the problem. However, none of the obligations have been debated in parliament, nor been budgeted for.
Also on the international stage, global ecosystems and social systems are under pressure. Decreasing environmental quality and increasing volatility are impacting business operating environments. Similarly, pressures of population growth and multiculturalism are straining social support systems, particularly within European countries where millions of African refugees have arrived and are looking for permanent settlement.
In many countries around the world, consumers are increasingly demanding products and services that are environmentally responsible and culturally sensitive. Businesses and destinations that demonstrate good environmental and social stewardship will be better positioned to meet changing expectations of consumers.
Legislative At the federal level, other than the recent commitment to Connecting America, there has been little progress on tourism policy with respect to aviation (e.g. airport rental fees and cost structures), visas and marketing investment as critical components for a successful tourism sector. However, with a change in government, proposed amendments have already been welcomed and show promise. It should be noted that there have been improvements in air service agreements over the past 10 years, though far from a full open skies marketplace.
One of the most critical challenges facing Canada’s visitor economy is labour shortages, particularly in rural communities, and with seasonal occupations such as ski lift operators. Changes to the Temporary Foreign Workers Program (TFW), immigration policy and other policies and programs have created a chronic and serious problem for tourism operators through Canada. Legislative change is required to meet the demand for skilled and non-skilled labour in all tourism sectors.
The new Liberal government has indicated it will fix the TFW program and ensure it is returned to its original purpose: filling jobs when qualified Canadians cannot be found. The government’s plan is based on five pillars:
• To create more pathways to citizenship for foreign workers; • To call on the Auditor-General to review the program; • To strengthen the Labour Market Opinion process; • To disclose which jobs are being offered to temporary foreign workers in each community; and • To require every employer to undertake an exhaustive search for Canadian workers first, particularly young workers.
8 TIABC 3-year Strategic Plan
TIABC SWOT Analysis
• Growing provincial membership • More member engagement • Sufficient cash flow for opera ons for 18 months • Ac ve and engaged 13 member Board of Directors Strengths • Good profile by industry and government
• Reputa on and confusion on mandate • Insufficient resources to pursue all advocacy priori es • Number of TIABC members in BC versus TIAC BC members Weaknesses
• Board composi on to reflect all provincial regions • Establishing es with other business sectors and tourism industry associa ons • Power of Tourism Story to amplify the importance of BC's visitor economy • Focus on issues in rural BC Opportunities • Expand TIABC to include other Western Canada provinces
• Other similar sectors at odds with TIABC policies • Tourism not viewed as primary industry by government • Revenue sources limited Threats
9 TIABC 3-year Strategic Plan Vision For tourism to be recognized as one of British Columbia’s leading and sustainable industries. Mission
As the primary advocate for British Columbia’s visitor economy, TIABC unites operators, sectors, DMOs, government and residents to support and be passionate about making B.C. a great place for tourism.
Core Values
Unity - Strive for unity of a diverse industry through inclusive, collaborative and transparent processes.
Leadership - Listen, engage, define and then advocate on major issues impacting our industry.
Credibility - Research-based, non-partisan, consistent, reliable and professional. Primary Goals
In order to advance the vision and mission for the association, four strategic goals have been developed, each representing an ultimate outcome to be achieved and a forward looking path for the association. Collectively these goals and strategic initiatives take into account how to leverage organizational strengths, overcome weaknesses, realize opportunities and defend against threats.
10 TIABC 3-year Strategic Plan Advocacy & Policy Development: Developing well-researched policy positions with broad-based industry support is fundamental to success. A constantly evolving policy priorities document identifies the major issues, lead organization, actions and timing to address each issue. A key element in the policy development process will be conducting members’ issue surveys each year or bi-annually depending on need. In addition, the process includes utilization of sector associations and DMOs to identify and distill the range of member issues into more focused draft policies.
An active Policy Development Committee that includes both directors and members at-large will help facilitate policy development. A clear policy development process and committee’s Terms of Reference will lead to the production of an annual Policy and Priorities Book to be delivered shortly after the spring Summit/AGM.
The Policy Development Committee will monitor and lead advocacy in three primary areas:
• Marketing
This was one of the top issues in TIABC’s last member survey. In light of the changes to regional marketing funding to focus more on destination development, there needs to be a focused effort to protect funding levels, specifically for marketing, and ensure effective use of the funds over the next three years.
• Transportation & Access
Although the following are federal issues…air access, border security, visas and pre-clearance remain top priorities for our industry. Similarly, immigration policy and resulting labour shortages also have significant implications for tourism growth. Transportation in general is always of concern to members in all regions of BC. This includes investments in ferry service, highway maintenance, airport runway expansion and way-finding.
• Business
Key areas of historical interest to TIABC’s membership include the cumulative effect of various taxes, levies, fees and regulations (red tape). High taxes tend to limit business investment and consequently destination development. Related, access to capital is also a limiting factor, as is over- regulation. The level of government support for events, heritage and arts and culture is also important as these animating elements enhance the overall appeal of the destination. Land use, resource management, climate change, and more broadly, sustainability underpin our Super, Natural British® Columbia image and fall into the broad issue area of destination development.
11 TIABC 3-year Strategic Plan
Strategic Communication & Government Relations: While continuing to be constructive and solution- oriented with government, the association will enhance its overall profile with elected officials through various initiatives including connecting at the constituency level. We will raise our profile at functions hosted by MLAs and their respective parties. In Victoria, we will increase the number of government meetings and look to re-launch and host a Tourism Day in Victoria event focused on cabinet level engagement.
Communicating the value or power of tourism is also a key initiative to ensure government and business leaders understand and respect that the visitor economy is an integral part of the province’s ability to attract investment, create jobs and generate economic impact in all regions.
Membership & Strategic Alliances: Partnerships are an important advocacy tool and can enhance credibility. Expanding relationships with other tourism sector associations (e.g. TIAC), as well as reputable business and community organizations (e.g. BC Chamber of Commerce, Union of BC Municipalities, First Nations), will help advance our advocacy agenda and build the tourism industry’s profile within the province. It is also critical to build a collaborative network of members that represent all regions of the province.
Organizational Sustainability & Excellence: It is essential that we create an organizational model that is effective, well respected, and financially viable. The focus will be on establishing TIABC’s credibility through solid leadership at the staff and board level, as well as demonstrable results on resolving issues on behalf of members and stakeholders within the tourism industry.
12 TIABC 3-year Strategic Plan
Strategic Priorities
Advocacy & Policy Development
Purpose - To affect public policies towards a regulatory environment within which the tourism industry can effectively operate; to influence government decisions to enhance the viability of tourism businesses in British Columbia.
Overview – TIABC’s objectives are:
• To continue to build awareness of the importance, value and potential of the tourism industry within all levels of government;
• To create mechanisms by which the effectiveness of government policies and actions affecting tourism can be measured against actual tourism development;
• To provide quick and effective responses to policy proposals/changes and actions by all levels of government;
• To influence policy changes at the federal and provincial level;
• To encourage tourism-friendly municipal policies; and
• In election years, alert major political parties to the importance of tourism and its future growth.
The British Columbia tourism industry has a need for a strong provincial advocacy organization that is respected by government and industry. Advocacy does not begin when a decision has been made; advocacy is about anticipating an opportunity early on and creating collaborative dialogue to have a favorable impact upon the decision. Advocacy is about building an open, trusted and collaborative relationship with the parties that we as an industry wish to advocate to.
Credibility is the key to effective advocacy. Good process with a focus on research-based policy development is critically important to credibility. All members will be invited to be more involved in structured research and policy development. TIABC will continue to play a key role as we are efficient at identifying issues with broad based implications and are effective at policy development when issues directly impact our members. The process for policy development has been updated and integrated into this plan. The Board will focus on ensuring good governance and good process.
TIABC’s Policy Committee assists the board in developing and refreshing TIABC policy positions on an annual basis. The committee utilizes a range of tools to ensure the policy positions it recommends to the Board of Directors reflects member’s views, are supported by sound research, and are aligned with TIABC's three main policy streams: Marketing; Transportation & Access; and Business Environment.
13 TIABC 3-year Strategic Plan Actions
TIABC will continue to address the following policy issue areas in one of three ways:
1. Lead – The primary advocate on the file with dedicated resources; 2. Participate – Support lead advocacy organization in whatever capacity and with limited resources; and 3. Follow – Monitor or be aware of the issue without dedicated resources.
ISSUE LEAD SUPPORT TARGET DATE COMPLEXITY IMPACT DBC formula TIABC BCHA March 31/16 Low High funding MRDT TIABC BCHA Dec. 31/16 Medium High BC Ferries mid- Heiltsuk First TIABC, Cariboo May 31/16 High Medium coast Nations Chilcotin Coast consortium Pre-clearance Pacific TIABC May 31/16 High Medium Northwest Economic Region (PNWER) Private room TIABC BCHA Ongoing High High accommodation, OTAs Labour, go2hr TIABC Ongoing High High workforce, TFWP
Climate change Province of BC TIABC Ongoing High High Pipeline Wilderness TIABC March 31/16 High Medium expansion Tourism Association
• Policy committee to meet monthly to share information and discuss issues, develop and refine policy positions, and create new policies as required; • Develop top 50 BC government officials list for targeted communication and advocacy work; • Communicate TIABC policy positions regularly to government and industry via personal meetings, communiqués, social media, traditional media, presentations; • Share policy documents on website, via social media and member communiqués; • Look to re-launch “Tourism Day at the Legislature”, dependent on resources and government availability; • As part of the 2016 AGM and Summit, bring together all industry sectors, as well as related organizations such as BC Chamber of Commerce, Board of Trade, BC Business Council, to ensure all sectors work together to collaborate on issues; • Schedule regular meetings with government ministers and staff to ensure they are informed on various tourism issues and TIABC activities; • Enlist communities and mayors around the province to celebrate Tourism Week with direct visitor engagement, promotions or media initiatives;
14 TIABC 3-year Strategic Plan • Regularly review existing policies for currency and relevance, identify research needed, and update policies as necessary; • Explore more formal relationships with other advocacy organizations to see how we can work on issues and opportunities of mutual concern; and • Launch and build the Power of Tourism Story initiative to engage members and promote the visitor economy to key audiences.
Objectives/Measures
• Minimum of 25 government officials met or touched base with by end of 2016; • Demonstrable ability to identify or anticipate issues and act quickly to develop new policies as necessary for communication to government, membership and industry; • Strong member engagement (e.g. Summit attendance) and participation in the Power of Tourism Story initiative in the form of content, presentations, etc.; and • Policies influenced/changed and outcomes favourable to industry position.
15 TIABC 3-year Strategic Plan Communications
Purpose – TIABC is recognized and respected as the Voice of the BC Tourism Industry; to increase the perception of value of the tourism industry by key audiences.
Overview – TIABC’s goals in this area are:
• To raise awareness of the social, environmental and economic value of the tourism industry among key audiences;
• To establish TIABC as the authority for information on tourism issues;
• To provide two-way communication with its members;
• To create a sense of ownership and pride for TIABC and the industry’s accomplishments; and
• To communicate industry-based policies to appropriate bodies.
The visitor economy and its importance to the province is often overlooked by decision-makers, in spite of its impact on local residents and communities. Concerted efforts by the tourism industry is required to both change perceptions of this important business sector, as well as elevate the level of influence the industry has on major policy decisions and other factors that impede growth and opportunities.
TIABC’s Membership & Communications Committee helps to guide initiatives aimed at establishing the organization as the province’s Voice of Tourism, as well as generates ideas or identifies opportunities to communicate the value and impact of BC’s visitor economy to politicians, residents, business leaders, media and other key stakeholders.
Actions
• Launch new TIABC website in early 2016 to incorporate new content, engage members and ensure its on-going relevancy as a primary communications medium; • Continue to publish e-Newsletter bi-monthly with important organizational updates, industry and member news. We will seek out information relevant to members (e.g. parliamentary affairs, standards, statistics) and disseminate it on a regular basis to members and stakeholders; • Issue member alerts and other special communiqués as needed. We will arrange briefings/conferences for members on key issues when necessary; • Develop and build relationships with media across the province. We will be the voice of tourism to media on a multitude of issues ranging from key stats to tourism policy (include links to all coverage on website and social media); and • Maintain Twitter (@TIABC_CA), Facebook and LinkedIn accounts and post/re-post tourism related content daily or as necessary; encourage social media engagement by board/membership to increase reach; ask Twitter followers questions to encourage dialogue/conversation; use “pulse check” questions or other topics that arise regularly.
16 TIABC 3-year Strategic Plan Objectives/Measures
• Be recognized by BC media as the lead organization for tourism-related stories/opinions/information; • Conduct a minimum of 12 interviews annually with media from around the province; • Produce minimum of five press releases annually pertaining to provincial issues/events (e.g. BC budget, BC Day at the Legislature, TIABC AGM, new board members, BC Tourism Industry Conference, TIABC advocacy activities); • 50% increase in newsletter open rate by end of 2016; • 50% increase in re-tweets of TIABC content each year; • 50% increase in web traffic each; and • Additional 200 Facebook and Twitter followers in 2016.
17 TIABC 3-year Strategic Plan Membership
Purpose - To develop and strengthen a membership base representative of the BC tourism industry and regions, supporting TIABC in its role to advocate on behalf of the industry.
Overview - TIABC’s objectives are:
•To ensure that its membership structure is reflective of the diversity and size of the industry;
•To increase perception of the value of TIABC by its members; and
•To build and sustain a sense of ownership, involvement and support for TIABC thereby ensuring unity of the industry.
As a not-for-profit trade association, TIABC works collaboratively with its members - private sector tourism businesses, industry associations and destination marketing organizations - to advocate for a well funded and growing visitor economy that ensures the best working environment for a competitive tourism industry.
TIABC’s Membership & Communications Committee assists the board in ensuring balanced industry representation within the membership while growing the overall stakeholder support. This committee also guides the communication priorities of the organization including an online presence, member engagement and industry stakeholder events.
Actions:
• Industry Events - activities will focus on the 2016 AGM/Summit at Sun Peaks, and the 2017 BC Tourism Industry Conference (TIC) in Victoria. The goal for both TIC and the Summit is to bring industry stakeholders together, deliver networking and educational opportunities, and showcase TIABC as an effective advocacy organization; • Explore possibility of reviving ‘Tourism Breakfast or Lunch Series’ left vacant by dissolution of Vancouver AM; • Membership survey - TIABC will seek feedback from members in the form of surveys to ensure its focus is on advocacy issues that affect membership the most; • Bi-weekly e-newsletter to be a primary source for association and membership related information. Similarly, the new website and social media will be used as other communication tools; • Develop a stronger and more strategic relationship with TIAC in the form of joint membership (TIAC Plus), advocacy files and other initiatives. Collaborate with TIAC on the joint-member promotion to attract new members to each respective organization; • Evaluate goods and services (i.e. benefits) and subsequently negotiate industry-wide terms and conditions that enable members to benefit from economies of scale. We aim to gradually increase the number of services available to members; • Develop a robust members-only section of the website to provide additional benefits to member businesses, DMOs and sectors; • Recruit, engage, and retain highly satisfied sector associations, business and DMO members through regular communication, advocacy work and relationship building initiatives (e.g. meetings, community visits, events, presentations); and • Maintain and build a robust database of industry operators and stakeholders to solicit for new memberships and for building coalitions for advocacy initiatives.
18 TIABC 3-year Strategic Plan
Measures:
• Conduct a minimum of four survey/pulse checks annually with an average 40% response rate; • Attendance target of 200 for Summit/AGM with positive cash flow and strong industry engagement; • 40-50% open rate for publications such as e-news by end of 2016; • Nomination target of 10 for Board of Directors’ positions with representation from each region of the province annually; • Regular and consistent feedback from stakeholders, formally through surveys, or informally through responses to communiqués and other activities; • Membership revenue target of $120,000; • 50% increase in membership - target of 200 members met by December 2017; • 10% increase in database contacts 2016; and • Attract minimum 25 new small business members via the partnership with TIAC Plus in 2016.
19 TIABC 3-year Strategic Plan Operations
Purpose - To ensure that the industry is served by an efficient and effective organization; that investments are made in the right initiatives, for the right reasons, at the right time; that staff and board are competent and capable to perform the tasks at hand.
Overview - TIABC’s objectives in this area are:
• To ensure that it is governed effectively by a Board of Directors representative of the industry;
• To maintain/review a rolling strategy and financial plan within the framework of a long term plan;
• To increase revenue from programs, fundraising and sponsorships, and to seek financial partnerships with government and industry;
• To manage TIABC’s resources efficiently; and
• To attract and retain high quality employees through a sufficient benefit and/or reward package.
Although challenged by limited resources, there are many opportunities to work within and ultimately grow our annual budget ($250,000). As we build membership, TIABC will add resources and focus on additional policies to influence government decisions on behalf of our members.
Actions
• Carefully monitor and control costs to ensure balanced budget by 2017; • Investigate and implement alternative sources of revenue to support TIABC’s activities; • Support and build a contingency fund to finance unforeseen needs; • Develop processes to recruit and retain board and staff; and • Conduct staff and board evaluations on an annual basis to ensure competency level.
Measures
• Staff retention through 2018; • Director’s commitment to meetings (board, committee) and engagement targets; and • Expenses within budget or better.
20 TIABC 3-year Strategic Plan Financial Priorities
Purpose – To ensure that TIABC remains self-sufficient with adequate funding sources and support from membership, sponsorships, partnerships, special initiatives and industry events.
Overview - TIABC’s primary revenue sources are memberships and events, including the annual BC Tourism Industry Conference and the AGM/Summit. In order to fulfill its mandate and build the organization, TIABC’s objectives in this area are:
• Explore other revenue generating opportunities including special projects and research assignments;
• Look for ways to offset operating expenses by further developing sponsorships and partnerships, particularly for specific initiatives.
Actions
• Increase net revenue from the BC Tourism Industry Conference by growing attendance and through sponsorships and expansion of the exhibition; • Increase net revenue from the AGM/Summit by increasing attendance and through sponsorships and partnerships with businesses and DMO within host community; • Increase revenue through recruitment of new members in the business and sector categories; • Gradually increase the number of services available to members, potentially with a pay-to-play model; • Consider more programs and services (e.g. consulting, research) that assist the development of tourism as an industry, in addition to advocacy activities with a pay-to-play model; • Create and develop sustaining sponsorships for major companies wishing optimal exposure to the tourism industry; • Enhance the perceived value associated with being listed on the TIABC website by increasing the amount of visitation to the site and providing opportunities for paid advertising on the site; • Host other events that appeal to sponsors and members; • Identify programs or projects that can be coordinated and/or executed through TIABC in partnership with the private sector; and • Invite proposals from private sector partners for projects that generate revenue while benefiting the tourism industry, and call on the ability of TIABC to represent the interests of the whole industry.
Measures
• Increased annual TIC and AGM/Summit revenues by minimum 10%; • Revenue generated via members ads on www.tiabc.ca; • Revenue generated via pay-to-play initiatives; • Sponsorship revenues for events or organization; • Revenue (profit) from additional events such as member breakfasts; • Revenue from additional services provided to members; and • Increase in revenue from member dues.
21 TIABC 3-year Strategic Plan Timeline of Annual Major Initiatives
January Website launch; meeting with Minister Bond; strategic plan; board and committee meetings; February Minister’s delegation to Ottawa; Power of Tourism Story partnership; board and committee meetings; TIAC Plus launch; March Member survey; board and committee meetings; April Provincial Tourism Association meeting @ Rendezvous; board and committee meetings; May AGM & Summit; board elections; board and committee meetings; Tourism Week promotion; sector round-table June Tourism Day at the Leg; board and committee meetings; July Board and committee meetings; August Board and committee meetings; September Regional tourism conferences; board and committee meetings; October Regional tourism conferences; board and committee meetings; November Sector AGMs; board and committee meetings; December TIAC Ottawa; PPTIA meeting; board and committee meetings;
22 TIABC 3-year Strategic Plan TIABC 2015-2016 BOARD OF DIRECTORS
Jim Humphrey – Chair (Owner, Beaver Lake Resort, Lake Cowichan) Sandra Oldfield – Vice-chair (CEO, Tinhorn Creek Winery, Oliver) Patrick Gramiak – Treasurer (General Manager, Wood Lake RV Park & Marina, Lake Country) Christine Willow – Past-chair (Principal, Chemistry Consulting, Victoria) Paula Amos – Director (Director, Operations & Partnerships, Aboriginal Tourism BC, North Vancouver) Jacqueline Clarke – Director (Professor, Capilano University, North Vancouver) Stuart Coventry – Director (General Manager, WestCoast Sightseeing, Vancouver) Andre Kuerbis – Director (Owner, AFK Business Consulting & Services, Gold Bridge) Deborah Kulchiski – Membership/Communications Committee chair (CEO, Tourism Langley) David MacKenzie – Director (Owner & General Manager, Pemberton Valley Lodge, Pemberton) Tony Mundy – Director (Principal, Mundy Media & Design, Oliver) Paul Nursey – Director (CEO, Tourism Victoria) Bruce Okabe – Policy Committee chair (CEO, Check-in Canada, Vancouver)
TIABC STAFF
Walt Judas, CEO [email protected] 778-953-0620
Laura Plant, Manager, Communications & Membership Support [email protected] 604-685-5956
Fiona Wray, Bookkeeper [email protected] 604-685-5956
TIABC's Board of Directors wishes to acknowledge Greg Klassen (Twenty31 Consulting), James Chase (BCHA), Joss Penney (BCLCA) and Brad Harrison (WTA) for their contribution to this plan.
23 TIABC 3-year Strategic Plan TIABC MEMBERS
Destination Marketing Organizations
Cariboo Chilcotin Coast Tourism Chilliwack Tourism Revelstoke City of Coquitlam Tourism Dawson Creek Tourism Smithers Destination Osoyoos Tourism Fernie Tourism Squamish Kootenay Rockies Tourism Tourism Fort St. John Tourism Sun Peaks Nisga’a Nation Tourism Golden Tourism Surrey Northern BC Tourism Tourism Harrison Tourism Tofino Oliver Tourism Association Tourism Kamloops Tourism Ucluelet Shuswap Tourism Tourism Kelowna Tourism Vancouver Thompson Okanagan Tourism Tourism Langley Tourism Vancouver Island Tourism Abbotsford Tourism Nanaimo Tourism Vernon Tourism Big White Tourism New Westminster Tourism Victoria Tourism Burnaby Tourism Parksville Qualicum Beach Tourism Whistler Tourism Campbell River Tourism Prince George Vancouver’s North Shore Tourism
Sector Associations
Aboriginal Tourism BC go2HR Alaska Highway Community Society Hotel Association of Vancouver BC Fishing Resorts & Outfitters Association Oliver Osoyoos Winery Association BC Hotel Association Western Canada Mountain Bike Association BC Lodging & Campground Association Wilderness Tourism Association BC Taxi Association BC Wine Institute Canadian Inbound Tourism Association Asia Pacific
24 TIABC 3-year Strategic Plan Businesses
Air Canada Mahon Jones & Associates Align Consulting McArthurGlen Designer Outlets Beaver Lake Resort Minds Aligned Group Black Ball Ferry Line Munday Design & Media Britannia Mine Museum Oak Bay Marine Group Canadian Mountain Holidays Okanagan College Canadian Rockies International Airport Pacific Coastal Airlines Capilano Suspension Bridge & Park Pacific Gateway Hotel Capilano University Peak Planning Associates Capri Insurance Services Quaaout Lodge & Spa Certified Folder Display Service Ramada Downtown Vancouver Check In Canada Richmond Olympic Experience Chemistry Consulting Rocky Mountaineer Chilcotin Holidays Royal BC Museum Coast Hotels Royal Roads University Comox Valley Airport Sonora Resort Copyprose Communications Sooke Harbour House Craigdarroch Castle Historical Museum Society Sun Peaks Grand Hotel Crystal Cove Beach Resort Tartan Group Delta Vancouver Suites Hotel Terrace Beach Resort Delta Victoria Ocean Pointe Resort & Spa Thompson Rivers University Fairmont Empress Tinhorn Creek Winery Good Relations Translink Greater Victoria Harbour Authority Vancouver Airport Authority Hanson Canada Vancouver Aquarium Helijet Vancouver Convention Centre Hostelling International Canada – Pacific Mountain Region Vancouver Sun / The Province Hotel Grand Pacific Vancouver Trolley Company Inn at Laurel Point Vancouver Visitor TV Island Lake Catskiing Vardo Creative JTB International (Canada) WESTCOAST Sightseeing Knight Inlet Lodge WestJet Langara Fishing Adventures Whitewater Ski Resort Larose Research & Strategy Wickaninnish Inn Left Coast Insights Ziptrek Ecotours Lions Gate Consulting
Students Capilano University – 1 Royal Roads – 1 Vancouver Island University – 1
25 TIABC 3-year Strategic Plan
TIABC PARTNERS & SPONSORS
26 TIABC 3-year Strategic Plan
Tourism Industry Association of BC
200 – 948 Howe Street Vancouver, BC V6Z 1N9
www.TIABC.ca