Tourism Vitality Alberta
A Project By: Funded by:
Tourism Vitality Alberta 1
Acknowledgements
Project Co-ordinated by: Alberta Urban Municipalities Association (AUMA)
Funded by: Alberta Culture and Tourism
Guide Developed and Written by: Mike Stolte & Bill Metcalfe, Centre for Innovative & Entrepreneurial Leadership (CIEL) www.theCIEL.com
Advisory Committee:
Tammy Arif – Alberta Urban Municipalities Association (AUMA)
Donna Poon – Alberta Culture and Tourism
Marty Eberth – Travel Alberta
Colin Gosselin – Alberta Agriculture and Rural Development
All references and web links were verified as of August 17, 2015.
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Table of Contents
Acknowledgements ...... 1 Table of Contents ...... 2 A. INTRODUCTION ...... 4 Background ...... 4 Tourism: More Than Meets the Eye ...... 5 How Tourism Can Bring Out the Best in Small Communities ...... 7 How Tourism Is Changing ...... 8 Tourism in Alberta ...... 9 Is Tourism for You? ...... 10 B. THE TOURISM VITALITY ALBERTA SURVEY ...... 11 The Seven Sections ...... 11 The Rationale behind Each of the Seven Sections ...... 12 Section A: Creating Tourism Experiences Part 1 (Attitudes) ...... 12 Section B: Creating Tourism Experiences Part 2 (Potential and Implementation) ...... 13 Section C: Community Vitality ...... 15 Section D: Infrastructure and Capacity ...... 16 Section E: Sustainable Tourism ...... 16 Section F: Marketing ...... 18 Section G: Branding ...... 18 C. ADMINISTERING THE SURVEY & IMPLEMENTING THE RESULTS ...... 19 Role of the Coordinator ...... 19 Introducing the Questionnaire to your Working Group ...... 20 Calculating the Results ...... 21 Reporting on the Results ...... 22 Meeting About the Results ...... 23 Implementation and Follow-up ...... 24 APPENDIX 1 – Sample TVA Report ...... 25 APPENDIX 2 – Reality Check Form ...... 32 APPENDIX 3 – Case Studies ...... 33 Case Study 1: Walk Among Us - Bashaw, Alberta ...... 33 Case Study 2: Great Spirit Circle Trail - Manitoulin Island, Ontario ...... 36 Case Study 3: Rosebud, Alberta ...... 39 APPENDIX 4 – Nine Useful Frameworks and Lists ...... 42 Six Premises of Successful Rural Tourism ...... 42
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Six things to ask yourself about the readiness of your community ...... 43 Seven Elements That Make Rural Tourism Successful ...... 43 Eight Rural Cultural Elements ...... 43 25 Community Tourism Essentials ...... 43 10 Things You Need to Know About Community Branding ...... 45 Five principles for building a “rural regional flavor strategy” ...... 45 Canadian Cultural Tourism Principles ...... 45 12 Ingredients of Well-Crafted Experiences ...... 46 APPENDIX 5 – On-line References and Resources ...... 47 Rural Tourism in General ...... 47 Creating Experiences ...... 49 Agritourism ...... 51 Sustainable Tourism ...... 51 Community Vitality ...... 52 Marketing and Branding ...... 53
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A. INTRODUCTION
Background Many small communities in Alberta recognize that tourism is important but may not know how to harness it.
This handbook, and its accompanying video, will guide you through the process of administering Tourism Vitality Alberta (TVA), an easy- to-use tool and process for helping small communities measure and build tourism in their community and region. TVA:
ü Is simple to use ü Allows a small group to quickly assess their strengths and weaknesses in tourism in seven key areas ü Helps to determine action steps to strategically improve tourism ü Provides resources and links to great resources for smaller communities ü Contains three tourism case studies from small communities (two from Alberta)
The TVA is addressed to the local coordinator of the process, who may hold any of a number of positions such as economic development officer, head of a tourism organization, or town council member. In this role you may be asked to carry out a number of tasks - e.g. creating a working group, facilitating some meetings, reviewing findings and making recommendations, and assisting in following through on identified actions over a six to 12 month period.
Although this is a step-by-step manual, it is a guideline, not a prescription. We assume the coordinator will make local decisions about the process depending on your situation, and that the coordinator has certain skills such as facilitating a meeting, writing reports, and the basics of spreadsheets. If you do not have those skills, we expect that someone nearby can help you. (See Section C: Implementation for more information on Role of the Coordinator)
The TVA measures the perceptions of community leaders, business people and tourism operators about tourism in their community to determine possible short and long-term actions the community can undertake.
The TVA was initiated by a partnership between the Alberta Urban Municipalities Association (AUMA) and the Centre for Innovative and Entrepreneurial Leadership (CIEL – www.theCIEL.com), with the support of Alberta Culture and Tourism. The TVA has been created because AUMA members reported they did often not understand tourism or know where to start with assessing and improving tourism in their community.
The TVA is based on CIEL’s Tourism 360 Guide, which has been used by communities across Canada as a means of assessing and improving tourism product and experiences, and Business Vitality Alberta (BVA), a resource developed for AUMA to assist in improving the business friendliness of small communities (http://www.auma.ca/advocacy-services/programs- initiatives/business-vitality-alberta).
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Tourism: More Than Meets the Eye There are three unique features of tourism that sometimes require a mental adjustment for small communities or businesses just entering the industry.
• The product is an intangible experience. It is true that there are tangible products involved (hotel rooms, meals, etc.) but ultimately the product consists of experiences, feelings, learning, fun, and memories.
• The customers travel to the product or service and do not take it away with them as they would take away a pair of shoes or a truckload of lumber.
• Quality of service is as important as the product. In some ways it is the product.
Because of these three unique characteristics, running a tourism enterprise requires attitudes and skills that are different from any other industry. These attitudes and skills, as developed and practiced by both individual tourism operators and whole communities, are the subject matter of this manual.
As a community, embracing tourism means becoming a host, with all the attention to detail that being a good host implies. Welcoming visitors is not just the job of individual tourism businesses and their staff, but of the community as a whole. This requires careful collaboration between the business, government and non-profit sectors to ensure that the community is attractive and hospitable.
Communities who want help with how to create such collaborations should talk with their local destination marketing (or management) organization. There is a link to a list of those organizations in Appendix 5.
We each have our own individual perception of what tourism means, and sometimes we forget how varied the industry is. Tourism includes a vast range of attractions and activities including:
Culture and Heritage Sites
§ Art galleries and exhibitions § Interpretive centers § Museums § Theatres § Ranches and farms § Historic main streets § Historic sites and buildings § Wineries § Aboriginal and cultural centers § Historic forts, lighthouses, and homes § Outdoor public art and sculpture
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Events
§ Community fairs § Local markets § Historic re-enactments § Music, theatre and film festivals § Interpretive programs § Street entertainment § Pow-wows § Sporting events (e.g. golf, soccer, baseball, etc.)
Tours and Routes
§ Regional driving tours § Historic sightseeing tours § Factory tours § Culinary tours § Farm, wine and brewery tours § Military site tours § Historic walking tours § Guided archaeology hikes and digs § Historic driving routes § Scenic driving routes § Scenic/historic walking trails § First Nations, Métis and Inuit cultural
tours
Landscape and nature
§ Parks, trails, and lookouts with interpretation
§ Monuments and historic markers § Gardens and landscapes § Cycling, mountain biking § Sailing, canoeing, kayaking, swimming, diving, rafting, waterskiing § Backcountry skiing and touring § Hiking, climbing, camping § Hunting, fishing, wildlife viewing, bird watching § Skiing – cross country and alpine § Motorized trail activities (year round)
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The economic sectors that depend significantly on tourism include:
Food and Transporta on Accommoda on Beverage
Recrea on and Real Estate Travel Services Entertainment
How Tourism Can Bring Out the Best in Small Communities
Worldwide, tourism is the main economic activity of many countries, accounting for one in ten jobs.
The economic importance of tourism to a destination is commonly under-evaluated. However it extends well beyond core hospitality and transportation sectors. There is a tendency to think of tourism jobs as being low-paying, seasonal, and part-time, but in addition to the obvious front line service positions, tourism employment includes supervisory and management positions in hotels, ski lodges, fishing lodges, and tour companies.
Tourism’s economic impacts also include critical secondary benefits to the tourism supply chain and the economic gains through the local spending of tourism wages. For instance, there are countless services used by tourism businesses, from web developers, accountants and lawyers, to caterers, pilots, designers, construction contractors, and gardeners. Tourism contributes to a wide range of employment options on a range of pay levels. Therefore, tourism can directly foster community economic development.
Tourism can have business benefits such as bringing in new money and ideas, increasing the variety of businesses, and creating jobs that are inherently local.
Tourism also provides social and cultural benefits. It can develop the community’s natural or heritage assets and increase pride in them, bring together local people who might not otherwise
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How Tourism Is Changing Sometimes our perceptions of tourism are out of date. Here is a list of recent changes in tourism that small communities will need to take into account:
• Demand for shorter getaway vacations
• Demand for multi-activity, authentic and unique experiences, not just sightseeing.
• Just-in-time purchases and last-minute booking
• More direct consumer decision-making
• Ever-expanding global competition
• More emphasis on safety and security
• Growing interest in learning, volunteer and humanitarian activities
• Increased heritage, cultural and culinary focus
• Greater appreciation for clean, green, and natural destinations
• The need for destinations to demonstrate responsible tourism
• Fluctuating currencies (e.g. the US dollar) and border security issues
• Increased travel by groups (e.g. youth, women, seniors and families [multi- generational family travel is growing too])
—Adapted from LinkBC, Transforming Communities through Tourism
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Tourism in Alberta Tourism in Alberta has the potential to create opportunities across the province. It contributes to • 114,000 JOBS economic diversification for many communities and • $7.4 BILLION IN ECONOMIC the province. ACTIVITY • $8.31 BILLION NET ECONOMIC According to Alberta government statistics, tourism IMPACT provided 114,000 jobs in Alberta in 2012, and the industry generated more than $7.4 billion in economic activity, with a net economic impact of $8.31 billion.
Many of the key concepts in this guide—focus on visitor experience and the importance of multi-sector collaboration and planning, for example—are also established principles of Alberta’s Tourism Framework document, cited in the first section of Appendix 5.
Travel in Alberta by Albertans is significant. In 2012, 85.5% of total visits in the province were from Albertans. Another important Alberta reference is a study of small vacations in Alberta by Albertans —what types of vacations are available and who visits—that will help Alberta tourism operators understand how to appeal to the kinds of travelers most likely to visit. This useful document is entitled Potential Demand for Rural Vacation Experiences in Alberta by Residents of Alberta and is linked in the first section of Appendix 5.
The study refers to the Explorer Quotient, a tool that divides travelers into nine traveler types. The types most likely to visit rural Alberta are Cultural Explorers, Authentic Experiencers, Personal History Buffs, and Cultural History Buffs. Information on the Explorer Quotient can be found in the Creating Experiences section of Appendix 5.
• love of constant travel & • looking for authen c, oportuni es to immerse tangible engagement with into the culture, people des na ons with a and se ngs of the places par cular interest in they visit understanding the history of the places they visit. Cultural Authen c Explorers experiencers
Personal Cultural History Buffs History Buffs
• defined by their desire to • focused interest in the connect to their own history, culture and cultural roots natural surroundings of the places they visit
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Is Tourism for You? Not all small communities have the same tourism potential. They may have different levels of funding and infrastructure. Most small communities have limited financial resources to pour into tourism (See Marketing in Appendix 5 for tips on marketing on a miniscule budget). Not all are equally attractive to tourists, close to large markets or major highways. Other communities may serve as an en-route stop to other destinations. In some communities, the population may not be willing to support tourism. As long as you have residents, however, people will come to your community to visit them looking for other things to do (#1 reason for tourism is visiting friends and family). Relocation decisions by potential new residents are often made while visiting. Tourism represents significant economic, business and community building opportunities that often lie within a community’s control.
If not planned well, tourism development may overwhelm municipal infrastructure, increase traffic congestion, create social stress, and interrupt normal resident activity.
One of the purposes of the TVA survey is to help you gauge whether you have some of the basics in place to get started, or, if you are already involved in tourism, whether there are improvements you could make.
Many communities will score low on the TVA survey. That’s to be expected, because tourism may be new territory for most towns. Just because the survey has a scoring system does not mean you pass or fail. It’s for learning, and for identifying your strengths and weaknesses. Tourism seldom starts with a major plan. It often begins with small, incremental steps that can be built on over time. Whether it’s your unique local flora, fauna, food, festivities, or flavour, every community has something to showcase. We encourage you to use the TVA to make the most of your potential.
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B. THE TOURISM VITALITY ALBERTA SURVEY
The Seven Sections The TVA survey (downloadable from the AUMA web-site) contains 35 questions designed for community leaders, business people and individuals involved in tourism development. The survey
It is divided into seven sections, each containing five important questions communities need to ask themselves. By answering these, you will quickly get a sense of where you might want to make improvements. Each section represents an essential aspect of tourism, especially for small communities.
A. Crea ng tourism experiences Part 1 (a tudes)
B. Crea ng tourism experiences Part 2 (implementa on)
C. Community vitality
D. Infrastructure and capacity
E. Sustainable tourism
F. Marke ng
7 G. Branding
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The Rationale behind Each of the Seven Sections
Section A: Creating Tourism Experiences Part 1 (Attitudes)
It is common for communities to be divided about why and how to promote tourism, and what attractions to develop and promote. This problem is more pronounced if all the relevant players are not at the planning table. While it will be impossible to please everyone, strenuous efforts should be made to get as many sectors as possible involved in planning, including people from public, private, and non-profit sectors.
Residents may not fully understand tourism, and their concerns may have to be overcome, by raising their awareness about the realities of tourism such as those addressed in our introduction. On the other hand, perhaps these concerns have merit, and there is a detailed discussion that needs to be had, with everyone listening to everyone else.
It is important to think and act regionally because it may be counterproductive for a group of small neighboring communities to compete with each other for tourism dollars.
Very few people really like to cooperate. However, the regions that are getting ahead are those that have set aside their rivalries and age-old differences, usually starting work on a small project. They will reap huge benefits from this ‘cooperative advantage’
Mike Stolte, CIEL
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Section B: Creating Tourism Experiences Part 2 (Potential and Implementation)
The tourism industry sells personal experiences. Although there are identifiable products involved such as air tickets, hotel rooms, and restaurant meals, the important part of tourism is intangible—it’s the feeling, the experience, the learning. The promise of that kind of experience will motivate tourists to try it. If it’s captivating and memorable, they will recommend it to others and perhaps return next year. This includes the experiences that a community can offer. People connect with a community that is inviting and welcoming, is easy to get around and find the things they are looking for.
Many communities fail to identify potential tourism experiences. Some fall short on following through on implementing potential experiences (e.g. finding entrepreneurs either inside or outside the community to harness the opportunities identified, linking various experiences into a tour or loop, etc.).
Boomers (those born between 1945 and 1964), account for 80% of travel spending. Here is tourism expert Roger Brooks’ list of their preferred travel activities:
Culinary tourism visi ng chefs, restaurants, and educa on
Art ar sts in ac on, learning new hobbies, and educa on Boomers
Ethnic Events learning about and experiencing other cultures
Home & Garden educa on, training, garden tours, public markets
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The next highest spending group is the millennials, born between 1977 and 1994. Their preferences include all of the above five activities in addition to:
Environment kayaking, climing, canoeing, extreme recrea on
Millennials
Hanging out coffee places, public square, sidewalk restaurants
Keep in mind what is unique about your community, what your visitors may be looking for, and matching their interests with the types of experiences you may be able to offer.
“Not for you, the sightseeing bus tour. You want the real thing: to feel the pull of the paddle, hear “A tourism product is what you buy. A tourism the rushing water, view the timeless mists and experience is what you remember.” rainforests and smell the campfire. You want a full experience and to perceive your world from a new —Canadian Tourism Commission angle.”
—Aboriginal Tourism Association of B.C. “Travel experiences engage travelers in a series of memorable events that are revealed over a duration of time, that are “We didn’t need to build any new inherently personal, involve the senses and buildings. Our oyster fisherman was make a connection on an emotional, already there.” physical, spiritual or intellectual level.” —Tourism Nova Scotia —Canadian Tourism Commission
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Section C: Community Vitality
One of the main reasons people move to a small town is that they passed through it as a tourist, and said, “What a great place! I’d like to live here.”
This section is not about specific tourism destinations or marketing, but about your town and how attractive it is to your own people and to visitors of any kind. If your own citizens are excited about where they live, you’re in a better position to create a great tourism destination that people will want to visit.
With the advent of the knowledge economy and the global internet economy, an increasing number of jobs can be done from anywhere. As this trend continues, people looking for a place to settle down and raise a family may be less likely to look for a place where there are lots of jobs. Instead, they may move to a place they like and do their job from there or create a job there.
What kinds of places do such people want to move to? Our ●●● research shows that young adults looking for a community to call home want many or all of these things: A good place to § vibrant and varied arts and culture live is a good § a diversity of educational options for themselves and their children place to visit. § a variety of health care options § a diversity of different kinds of people (interests, Dr. Brian White backgrounds, occupations) § progressive and open local government (no old boys Cultural & Heritage Tourism: A clubs) Handbook for Community § a clean and safe environment Champions § an entrepreneurial mindset where new ideas are valued ●●●
In other words, many young adults are looking for a place with a high level of community vitality. And they are the ones communities need, because they are the ones who are starting families and businesses.
Another group that rural towns need to attract is their own youth. While it is true that the availability of jobs may be an important part of this equation, many young people want to live in an interesting place with a variety of lifestyles, cultures, and recreational opportunities, along with a positive sense of community.
Is my community an attractive place to live? If you live there, you probably think it is. However, if you reframe the question and ask “Is my community attractive to 25-34 year-olds” does the answer change? Unless you address this question, you will be on the losing end of the demographic lottery, with no one to replace the people leaving your community.
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Section D: Infrastructure and Capacity
Some small communities do not have the business resources to provide back-up for tourism. How can we attract tourists if we don’t have any good restaurants? On the other hand, why open a restaurant to cater to tourists if there are none? This chicken-and-egg dilemma is an argument in favor of community–wide planning for tourism, to get the right mix of local business development and tourism marketing.
The questions in this section address the question of whether you are set up for tourism, and whether you need to do some planning first.
The number one activity of visitors in the world is shopping, dining, and entertainment in a pedestrian- friendly setting. That is where 80% of all travel spending takes place. So it might not be the reason we came here but whatever the reason was, the second we are done, that is our activity. 70% of consumer spending takes places after 6 p.m. Are you open?
—Roger Brooks
Tourism marketing expert at Roger Brooks International
Section E: Sustainable Tourism
The word “sustainable” is an over-used term whose meaning is not always clear.
Sustainable tourism is about the three interrelated pillars of sustainability: environmental, economic, and social. The environmental component is larger than ecotourism and includes environmental practices in the day to day operations of any type of tourism business.
Sustainability can apply to all aspects of a tourism operation from purchasing to transportation to labour practices to waste management.
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Sustainable tourism is a major trend, and growing numbers of tourists will choose a vacation whose business practices are aimed at protecting the environment, local cultures, and the local economy. This is an opportunity to develop a niche market.
Sustainable tourism operates according to business practices that:
§ conserve non-renewable resources; § sustain the local economy; § achieve a low carbon footprint; § respect and support local or indigenous cultures; § contribute to biodiversity; § conserve energy; and § minimize pollution. Sustainable tourism is moving beyond the idea of a labour of love. It is becoming a competitive business strategy. So the issue now, if you are a business, isn’t do you really care about the planet. If you are a smart businessperson you will
act in a way that cares about the planet.
—Costas Christ, National Geographic Magazine
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Section F: Marketing
More than 90% of travelers use the web to decide If you want new businesses, residents, where to go and what to do. Therefore, a or visitors, it starts in front of a community’s tourism website needs to be computer screen. Your website has to comprehensive, attractive, professional, and up-to- be good enough to close the sale, date. That’s why most of the questions in this because that is the only chance you’ll section are about your website. get. Whether it’s the website of an individual tourism —Roger Brooks operation or that of the community as a whole, travelers want professional quality photos and videos of your services and attractions, the ability to book a trip online from home or from a mobile phone, a digital map of how to get there, suggestions for nearby restaurants and attractions, and quick and easy site navigation.
Communities who want help with planning or marketing should contact their local destination marketing organization for help. See the Marketing section of Appendix 5 for a link to all such organizations in the province and for links on how to do more on a miniscule budget.
Travel Alberta may also be helpful, and their website is listed in the first section of Appendix 5.
Section G: Branding Your brand is what people say about you when you’re not in the room. The definition of a brand has changed over the past decade or so. A brand might still involve a logo or —Jeff Bazos, founder and CEO of Amazon.com. design, but it is more than that. It is a promise. Your brand communicates how you are different from or better than your competition. If the brand you’ve chosen could as easily be about any other place, discard it in favour of something that only your community is known for. If you have to explain your brand’s meaning to your own residents (or customers), discard it.
Your brand’s focus should be on a unique visitor experience that you can offer something active and specific. The five questions in the branding section will help you explore your success in this area.
Let’s look at two car companies as an example. Volvos are known for safety. BMWs are known for
excitement. They’re both cars, but they deliver two different promises; thus, their brands set them apart and attract different types of customers.
—Tourism Nova Scotia
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C. ADMINISTERING THE SURVEY & IMPLEMENTING THE RESULTS
Role of the Coordinator
A coordinator may be one person or can be made up of a team. We assume the coordinator will make local decisions about the TVA process depending on your situation, and that s/he has certain skills such as facilitating a meeting, some analytical skill, and the basics of spreadsheets. If you don’t have those skills, we expect that someone nearby can help you. The survey and recommendation process (tasks 1-5 below) should happen over a 2-4 week period, to ensure momentum is maintained.
In the role of coordinator of the TVA, you will be asked to carry out a number of tasks (more detail on certain tasks is contained further in this section):
1. Creating a working group
2. Facilitating a first meeting with the working group where:
a. the process can be explained; b. the TVA survey can be administered; and c. an exploratory conversation about tourism in the community can be held after the survey has been administered.1
3. Entering the survey data into the provided TVA Excel spreadsheet (downloadable from AUMA web-site); providing some analysis and interpretation of the scores (tabulated automatically) and other themes that may have emerged in the survey. See Appendix 1: Sample TVA Report Outline.
4. Facilitating a second meeting where:
a. findings can be reviewed to get a clearer understanding of community strengths, weaknesses and where there might be energy and resources to take action; and
1 Our experience has shown us that immediately after taking the survey, people are curious about what others have answered and more importantly, primed with the energy for conversation and action. It is optimal to hold this energy and call a second meeting as soon as possible after the first (within 1-3 weeks) to discuss results and possible next
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b. recommendations can be made.
5. Forming an action group. We assume you will use many, if not all, members of the working group, possibly supplemented by new energy – e.g. if an action coming out of the TVA is to promote an underutilized local festival, the coordinator of the festival should be involved in any action group formed. (See Reality Check Form in Appendix 2)
6. Assist in keeping the project(s) moving through to completion.
7. Any needed record keeping and evaluation associated with the project.
Tasks 6-7 may take anywhere from a week to six months depending on resources, energy of the action group and complexity of the action(s) chosen.
It is hoped that the TVA launches one or a series of successful actions that allow for momentum to be built in the community to enhance tourism. Our experience has shown that small successful actions help to build enthusiasm, key alliances and an appetite in the community for ongoing efforts and planning around tourism.
Ultimately, nothing can replace a good tourism plan that is well resourced and well executed. The TVA assumes you can get there by:
1. undertaking the TVA to get a better understanding of your tourism situation; 2. forming key partnerships through the TVA; and 3. having success in implementing key actions.
Introducing the Survey to your Working Group
It is expected that the survey will be filled out by a group of people in your community who are involved in tourism development and community development, and this would no doubt include elected officials. This could be a group as small as 3-6 people (a small focused group can move quickly) or as large as 12 (a larger group ensures buy-in from key community or regional influencers). The survey is not intended for the general public, but we recommend that the user group should go beyond business groups and include leaders in social services, arts, and recreation.
When first presenting the survey (downloadable from AUMA web-site), tell the group something like this:
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§ The purpose of the survey is to gauge their perceptions about tourism development in the community.2 § The survey results will help to determine community priorities regarding tourism over the next year or more. § It will take a maximum of 15 minutes to fill out the survey. § There will be a two to three hour meeting to go over the results with them and decide on actions (if applicable).
Ask the respondents to total each column on the survey as they complete it.
Calculating the Results
For the main section of the survey with the multiple choice questions, enter the totals into the spreadsheet template that has been prepared for this purpose, also found on the AUMA web-site.
The spreadsheet comes filled with fictional values so you can see how it works, but you should delete those values before starting to insert your own. Don’t delete the values in the Total Score column or those to the right of it.
For each person who filled out the survey, and for each of the 35 multiple choice questions, fill in the cells in the spreadsheet template according to these values:
Completely agree = 4 Somewhat agree = 3 Neutral = 2 Somewhat disagree = 1 Completely disagree = 0 Don’t know = DK
Ensure that if, for example, you have only seven users, you put data into the first seven user columns and delete the five columns (representing users 8-12) not in use. Or if you have more
2 While the survey has been written specifically for use in a single community, it can easily be adapted for a group of communities or a region. Ensure you have consensus before you administer the TVA of what your geographic boundaries will be.
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The spreadsheet automatically calculates scores out of 100. If all respondents were to completely agree to a positively worded statement, the total question score will be 100. If all respondents completely disagree with the statement, the total question score would be 0. A neutral response (neither agree nor disagree) by everyone would result in a score of 50. A score over 50 will indicate that there is a perceived good tourism capacity, while a score less than 50 would indicate a perceived lower capacity. “Don’t know” responses (DK on spreadsheet) are not used in calculating the scores and do not affect the scores. However, if many respondents use a “Don’t know” response, it demonstrates an area of potential further investigation.
We recommend sorting the results on the spreadsheet in order of highest scoring and lowest scoring questions. You could create a graph or table to show those, so you can get a clear look at areas where you are doing well and where you need improvement. See Appendix 1: Sample TVA Report Outline.
Reporting on the Results
We recommend that you create a short report and send it beforehand to the participants and anyone else who will be attending the follow-up meeting. We have included a Sample TVA Report in Appendix 1 along with instructions.
Key sections in the report that should give you the ability to identify key themes and possible actions for next steps are:
§ Frequently listed undeveloped tourism opportunities (TIP: focus on low hanging fruit or those opportunities that can be developed in less than 6 months) § Commonly listed strengths and assets of the community that are underutilized § High or low question or section scores (each question and its corresponding score are found in the spreadsheet in easy-to-read graphs for each of the seven sections) § Strengths or needs improvement from each of the seven sections § Highest scoring questions § Lowest scoring questions
It is helpful if the coordinator identifies no more than three to six possible actions based on a quick analysis of the Sample TVA Report. Only those actions that are realistically doable within six months should be considered. The recommendations should address some of the most pressing and common themes (e.g. if lack of signage shows up continually as a common and priority issue, one of the actions might deal with acquiring signage to direct tourists to amenities).
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Our experience has shown us that often those most “pressing issues” do not get selected as action items. It is important for the coordinator to recognize this, and include actions that energize or get people excited in the discussion and decision-making process. There is no right or wrong in picking actions. It is better to have success in any action than to fail with the “right” action. This is where the working group participants can provide invaluable context, feedback and energy.
Meeting About the Results
The following steps are presented as a guideline for the facilitator of the meeting of the people who filled out the survey and any others you would like to invite.
1. Present the results (use Appendix 1: Sample TVA Report Outline as a guide), without yet discussing solutions.
2. Present your recommendations. Your analysis of what could be done should build on strengths and address problem areas. Based on the best practices identified in Appendices 4 and 5, you can identify potential course of action for each of those areas.
3. Ask for further recommendations and input from the working group.
4. As a group, develop a final list of no more than three recommendations that can be realistically turned into actions in fewer than six months. If there are more than three recommendations, narrow it down by getting the group to vote on their favourites (often those where there is some energy and enthusiasm), or, depending on the issues and size of the group, use a simple and effective technique called dotmocracy, which is researchable on the internet.
5. When you have the recommendations narrowed down to a few potential actions, use the Reality Check Form, included here as Appendix 2, to determine the feasibility of each action and to come up with measures and guidelines for success. Do this as a group exercise.
6. If, in order to implement an action, you will need to get required approvals, obtain funding, or build partnerships with other agencies, these should be explicitly stated on the Reality Check Form.
7. Assign an action manager to each action—this could be the group leader or another member of the group. It should be clear that each action manager is accountable to the group for the success of the action.
Everyone should leave the meeting with a clear picture of the way forward: what will be done, by whom, by when, and by what criteria.
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Implementation and Follow-up
We all know the fate suffered by so many organizational plans and strategies— a long and lonely life on the shelf while everyday life takes over.
That is why the actions your community decides to pursue must be realistic, and why they need to be persistently kept on the front burner. Find a process to keep them there, such as reporting progress at each group meeting or on a quarterly timeline. The coordinator should help the action managers stay accountable, and vice-versa.
In order to ensure successful implementation:
• Potential actions and realistic recommended actions should consider funding, time, and staffing. • Each action should be assigned to a manager or leader, and include a timeline and benchmarks
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APPENDIX 1 – Sample TVA Report
1. Title Page
The title page should include:
§ Your letterhead and/or logo § The title Tourism Vitality Alberta (TVA) § The name of your community § The date § The names and/or logos of any partnering organizations
2. Introduction and/or Executive Summary
• Summarize the process used in your community (working group participants, dates, context) • List the key findings, themes and draft recommendations
3. Describing the Community in Three Words
(Group words with similar meaning together - e.g. beautiful, pretty, scenic.)
Positive Negative
Word(s) Count Word(s) Count
Total count Total count
Ratio, positive to negative:
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4. Strengths and Assets of the Community
(Consider listing only those with more than one mention. Group similar strengths together, e.g. wilderness, outdoors, outdoor recreation)
Count
5. Underdeveloped Tourism Opportunities
(Consider listing only those with more than one mention. Group similar things together)
Count
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6. Section Scores
(Sample graph. See the spreadsheet template referenced in Section C)
Tourism Vitality Alberta - Section Scores
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
A. Creating Tourism Experiences: Attitudes 47.2
B. Creating Tourism Experiences: Exploration and 42.0 Implementation
C. Sustainability 62.8
D. Community Vitality 39.3
E. Tourism Infrastructure and Capacity 51.7
F. Tourism Marketing 33.8
G. Tourism Branding 52.9
AVERAGE 47.1
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7. Section A. Creating Tourism Experiences: Attitudes—Individual Question Scores
(Sample graph—replace this with your graph from Tab A in the spreadsheet template)
A. Creating Tourism Experiences: Attitudes
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
A1 Community leaders understand the need to develop memorable, in depth tourism experiences, 47.5 as opposed to sightseeing.
A2 There is collaboration across the region to 47.7 provide tourism experiences.
A3 Our tourism operators are entrepreneurial and effectively seek out opportunities or unfilled 58.3 niches.
A4 There is a community tourism plan or strategy that includes collaboration between public, 41.7 private, and non-profit sectors.
A5 Citizens of this community have a positive 40.9 attitude towards tourists.
AVERAGE 47.2
Transcribe the open-ended question about strengths and improvements into a table:
Strengths Needs Improvement
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8. Section B. Creating Tourism Experiences: Exploration and Implementation — Individual Question Scores
(Graph and strength/improvements table, as above, using tab B in the spreadsheet template)
9. Section C: Sustainability — Individual Question Scores
(Graph and strength/improvements table, as above, using tab C in the spreadsheet template)
10. Section D: Community Vitality— Individual Question Scores
(Graph and strength/improvements table, as above, using tab D in the spreadsheet template)
11. Section E: Tourism Infrastructure and Capacity — Individual Question Scores
(Graph and strength/improvements table, as above, using tab E in the spreadsheet template)
12. Section F: Tourism Marketing — Individual Question Scores
(Graph and strength/improvements table, as above, using tab F in the spreadsheet template)
13. Section G: Tourism Branding — Individual Question Scores
(Graph and strength/improvements table, as above, using tab G in the spreadsheet template)
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14. The Five Highest Scoring questions (Optional)
(Sort the scores to determine this, and create a graph or a table like this sample. This is a quick reference to determine what are seen as key strengths)
Your Question community
C3 Local governments or local tourism organizations help operators learn how to be more sustainable. 77.1
B3 Our region has cuisine or other local unique customs that are being turned into great tourism experiences. 72.9
E3 There are outdoor maps, kiosks and directional signs to make it easy for visitors to find their way around. 72.9
E1 Our dining and drinking establishments serve tourists effectively. 70.0
G5 Residents are proud of their town and like to boast about it to outsiders. 67.5
15. The Five Lowest Scoring Questions
(Sort the scores to determine this, and create a table similar to the one above. This is a quick reference to determine what are seen as key weaknesses.)
Your Question community
B4 Our region has aboriginal tourism opportunities that are being effectively explored. 12.5
B5 We know how many visitors we get and where they come from. 15.0
F4 Our website makes it easy for potential visitors to find things to do in our community and book them online. 22.9
D1 Young adults (age 25-34) consider the community a desirable place to live. 27.5
E2 We have enough quality accommodation for the tourists we hope to attract. 29.5
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16. Conclusions
(Describe the top 2-4 themes and conclusions from your analysis of the report in bullet points)
17. Recommended Actions
Maximum 3-6 actions, building on strengths or addressing weaknesses. Also ensure that you have taken into account timing and community context. If there is no energy amongst key players to discuss or take action, perhaps look at an action where there might be excitement, resources and energy (e.g. champion, key volunteers). This is where a solid working group is invaluable. Once you have determined possible actions, use the Reality Check Form in this manual (Appendix 2) to determine how realistic completing the action is.
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APPENDIX 2 – Reality Check Form
Reality Check
1. (NAME OF ACTION)
Action Group Members:
Question Answer
Success—Describe what the successful action might look like.
Purpose – What is the main goal of this action?
Commitment – Can we get commitment and energy from the town and community to undertake this? If not, what do we have to do?
Leadership – Who has the skills to lead (organizations, individuals)?
Who else do we need to involve to ensure success who isn’t in the room right now?
Time Frame – How long will it take to accomplish? Are there any political, economic or funding factors which might hurt/help the timing?
Finances/ Resources – What, if any, financial resources do we need to tap into? Are there any organizations that can assist this action? Any other resources?
Your recommendation
Next Steps
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APPENDIX 3 – Case Studies
Case Study 1: Walk Among Us - Bashaw, Alberta Walk Among Us was a historic walking tour of Bashaw, Alberta, conducted in 2012.
The tour was guided by a local woman portraying the wife of the founder of the town. During the tour, she introduced participants to several other historical figures portrayed by local people, including a farmer, a teacher, and a minister, all of whom entertain, engage, and educate the participants.
“As the group arrived at the local legion, a war bride, Stella McIntyre, called out to the group and shared stories of her time in England during WWII where she met her Canadian husband. Stella provided an honest account of life as a young woman coming to Canada and starting a new life in Alberta.” (from Walk Among Us: The Bashaw Story, by Tourism Café, cited below)
The organizers hired a professional writer to create the scripts for the actors.
During the tour, the guide pointed out various attractions in town and encouraged the visitors to later wander and visit the farmers market, antique show and sale, art show and sale, car show, gospel choir performance, theatre performance, and museum. In each case, there was the opportunity to interact and get involved.
In other words, during the structured part of the experience (the walking tour) the guide gave the visitors cues about other things they could do during free time after the tour.
The guided walk included a refreshment break with pies baked by local women and a chance for visitors to interact with them.
Although the walking tour was the signature experience, the other activities were designed to attract visitors for many more hours, thereby increasing the chances they would shop, stay the night, or tell their friends.
The streets were closed to cars, to create the atmosphere of a quieter time with a slower pace of life. Walk Among Us was marketed to urbanites seeking a respite from their busy lives.
Walk Among Us was a community effort, with about 20 businesses and organizations involved in planning and production, and many volunteers including public works employees who volunteered to help with road barriers and parking.
The project included an extensive food experience including farmers markets and discussions with farmers. A local chef created special meals from local ingredients and a tea shop created a special blend of tea for the event. Many restaurants created special menus, leaving a legacy of better menus for future events. Walk Among Us inspired local merchants and restaurants to outdo themselves to come up with new products.
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Walk Among Us was a part of a larger tourism project, the Boomtown Trail, which encompasses several driving routes in Eastern Alberta. Boomtown is an itinerary of tourism experiences related to the history of the area, with dramatizations of local characters and history, and with several golf courses added to the mix. Walk Among Us, therefore, did not stand alone, but benefited from, and contributed to, a broader tourism experience of the region.
Walk Among Us shared many of the characteristics of an effective tourism experiential tourism enterprise:
• The experience was based on local history, culture, nature, art, customs, cuisine, or people that are already there, not imported. • The experience was interactive, multi-faceted, and experiential, and it appealed to many of the senses, rather than just being a photo opportunity. • There was a clear target market demographic. • The project was not dependent on major capital investment for infrastructure. • It was a result of partnerships within the community and engagement of the citizens. • It involved collaboration between neighbouring communities • The event contributed to community economic development by creating new business opportunities.
Bashaw — Walk Among Us
Issues and impetus § The Boomtown Trail’s character program was already in place, and Bashaw was identified as a town that could fit into it. Challenges overcome § Lack of funding and staffing was compensated for by a generous volunteer component and intense community involvement. Success factors § Focus on the visitor experience. § Visitors could connect with the people of the town. § Supporting activities were added. § Twenty businesses and community groups were involved. § The department of public works volunteered. § Free parking. § Food was a major ingredient in the experience. § A mix of components: history, culture, entertainment, food, lifestyle. § The streets were closed to traffic.
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Replicability § The project has been replicated once in two other towns, but not in Bashaw. Continued replicability would require a larger base of volunteers and/or greater support from outside funding sources. Innovations § See Success Factors above. The success factors can all be considered innovations. Critical turning points § None identified.
Lesson learned § The project took such a huge volunteer effort that it seemed unfeasible to make it a repeated project. § Focusing on visitor experience rather than sightseeing was very effective. What might they do § Secure more funding to reduce dependency on differently volunteers.
The information presented here was derived from an interview with two of the organizers and from Walk Among Us: The Bashaw Story, produced by Tourism Café and available at https://www.scribd.com/doc/190760490/Walk-Among-Us#ScribdDocs.
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Case Study 2: Great Spirit Circle Trail - Manitoulin Island, Ontario
The Great Spirit Circle Trail is a First Nations-owned company that offers a large number of packages to small groups in what they refer to as a building block approach—many experiences of different lengths and prices are offered so visitors can mix and match over one day or several. These experiences include:
§ Horse and teepee overnight adventure § Drum performance and drum making § Walking tour of galleries, heritage museums and gift shops § Canoe heritage tours of varying lengths, with legends, history and survival techniques § Picking, boiling and tasting tea from the land § Bannock making on an open fire § Craft workshops § Riding tours with history commentary § Specialty workshops including lodge building, tepee setup, traditional medicine harvesting, no-match fire lighting § Herbal and medicinal plant walks
The Great Spirit Trail opened in 1997 with a typical guided tour sightseeing model using motor coaches and non-native guides. Eventually they realized their visitors were open-minded, wanted to learn about other cultures, and were interested in other views of the world—in this case those of the Ojibwe, Odawa and Pottawatomi people.
The company’s transition from sightseeing to experiential tourism began in 2006, and since then it reports a doubling of revenues each year.
Two important pillars of the company’s philosophy are cultural authenticity (“not compromising our culture to make a dollar”) and product development. There is no point in marketing, they say, if you don’t have a variety of constantly evolving experiences to offer.
The company’s CEO, Kevin Eshkawkogan, reports that its biggest challenge is in the human resources realm.
“It takes time for the guides to wrap their minds around it from a business standpoint,” he says. “After they catch on that we are doing all these things like give people bannock or tea, then we have to make sure it is consistently done, make sure that in a business setting it is consistently delivered to the visitor.”
He says that in addition to engaging the senses, the tours try to tap into the visitors’ spirituality, whatever form that might take. He says you can’t explain to visitors what being close to nature is like, you have to find a way to get them to feel it, and that takes a skilled guide.
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“For us,” he says, “a rite of passage for our guides is when they make somebody cry. When they do that, then they are a guide. It is not unusual for people to cry on one of our canoe trips, because of the stories we tell and how we treat people, and because they experience what being close to nature really is. They really feel it.”
To market the experiences, the company sells to international tour operators as well as to individual travellers. For advertising they rely entirely on their website, which features compelling, high-end photography and well-designed displays of their tour packages. This focus on the website has been a conscious business strategy.
The company partners with local destination marketing organizations, the provincial marketing organization, the Canadian Tourism Commission, several hotels in the area, and eight local First Nations.
The Canadian Tourism Commission has included the Great Spirit Circle Trail in its Signature Experiences Collection.
Manitoulin Island—The Great Spirit Circle Trail
Issues and impetus § The impetus was seeing First Nations tourism not being done authentically for bus tours by non-native people. Challenges overcome § Finding good personnel—guides who can communicate authentic First Nations cultural experience in a way that is engaging and not formulaic. § Understanding and internalizing the concept of experiential tourism. § Finding the right mix of experiences. § Delivering the experiences with a consistent level of quality. § Finding the most effective methods of marketing. Success factors § Engaging all the senses in every visitor experience § Continually developing new visitor experiences § Designing program elements in one to three hour blocks § Including food in every experience § Catering to small groups, mostly 10 or fewer § Not compromising on authentic culture § Creating checklists and scripts for consistency between guides, but finding ways to make sure the personality of the guide shines through § Working with the best people to ensure quality
Replicability § It would be replicable by a First Nations group or business with access to the wilderness, with variations due to differences in First Nations cultures. It would likely also be replicable for a non-First Nations community/region/business with strong partnerships with Aboriginal business(es) and/or communities. Innovations § Doing First Nations tourism in an experiential way has in itself
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been innovative. § The partnering mix is innovative—small local First Nations, DMOs, tour companies, a provincial tourism marketing organization, and the Canadian Tourism Commission. Critical turning point(s) § The critical turning point was the decision to go experiential and dispense with bus tours and sightseeing. Lesson learned § Run on a lean budget. § Train your staff well. § Don’t compromise on your culture—keep it authentic. § Don’t settle—keep improving the experiences and developing new ones. What might they do § What could be done differently is always on the table, differently because the experiences are always being changed and re- invented. Role of municipality § There are no municipalities involved, but they do market from the local destination marketing organization. They collaborate with eight local First Nations communities. The details of the cultural experiences come from those communities, as well as the guides.
The information in this case study was obtained from the following sources:
• The Canadian Tourism Commission Signature Experiences Collection http://en-corporate.canada.travel/sites/default/files/pdf/sec- ced/sec_casestudy_great_spirit_circle_trail.pdf • The Circle Trail’s website http://circletrail.com/ • An interview with The Great Spirit Circle Trail’s CEO, Kevin Eshkawkogan
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Case Study 3: Rosebud, Alberta
Rosebud, a town of about 100 people northeast of Calgary, Alberta, has an art school, a professional theatre company, a theatre, and arts events year round. The town receives about 45,000 visits annually.
The Rosebud School of the Arts started as a youth arts camp in 1973 and is now an accredited post-secondary education institution offering training in many facets of the performing arts, with a current enrolment of 30.
Students at the school take classes from, and apprentice with, the professionals who work at the Rosebud Theatre Company. They also take trips to larger Canadian and American centres to experience theatre, workshops, and tours.
The Rosebud Theatre originated as a spinoff of the Rosebud School of the Arts, and they operate in collaboration.
Rosebud Theatre produces four opera house shows and two studio stage shows a year, attracting 41,000 people in 2014. It is the only rural professional theatre company in Alberta, with 150 communities represented in its audience database.
The Theatre also runs a concert series called Rosebud Presents, featuring local and urban artists performers of various genres.
Rosebud sometimes refers to itself as Rosebud Arts Village, which comprises, in addition to the school and the theatre company, Rosebud Mercantile (two restaurants, gift shop and conference center), and the Akokiniskway Art Gallery and Gallery Recording Studio.
In addition, the town’s arts activity has attracted or inspired a number of other businesses and activities including a restaurant that also sells clothing and art, a film and video company, a guitar maker, several bands, six choirs, two professional photographers, three music festivals, two B&Bs, a golf course, two RV parks, two gift shops, and a museum.
The Rosebud Country Inn has a room-and-tickets theatre package. About 75 of the 125 people who live in Rosebud have had some involvement, mostly as volunteers, in the arts activities in the town. About 36% of the visitors are from greater Calgary.
The school runs ENGAGE, a series of events in which the public can get hands on experience as artistic creators, thereby incorporating the concept of experiential tourism into its mix.
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The school has not just enhanced the town’s economy, but created it. Rosebud Theatre executive director Adam Furfaro says, “The town was literally a ghost town when the school opened. No buildings were open and the resulting businesses are a direct result from the School and Theatre and Mercantile.”
To what degree was Rosebud the product of careful tourism planning?
“None of this was by design,” says Furfaro. “That is the weirdest and coolest thing of all. If you made this plan, people would have laughed at it. We are a real lesson in evolution and innovation.”
Rosebud is a part of a larger tourism project, the Boomtown Trail, which encompasses several driving routes in Eastern Alberta. Boomtown is an itinerary of tourism experiences related to the history of the area, with dramatizations of local characters and history, and with several golf courses added to the mix. Rosebud, therefore, does not stand alone, but benefits from, and contributes to, a broader tourism enterprise in the region.
Rosebud School of the Arts and Rosebud Theatre
Initial issues and impetus § The project started out as an arts summer camp and gradually grew over more than three decades, without long term tourism planning or the initial intention of creating a tourism experience. Challenges overcome § Finding places for staff and students to live § Attracting younger audiences who would rather stay in urban centres for entertainment § Home entertainment § Lack of hotel accommodations for guests § Funding; have been able to harness some private donations
Success factors § Local champion with passion and vision § Entrepreneurial spirit § Desire to succeed § Willingness to risk and grow § People who work and live in the community and are invested in the success of the organization § Long-term commitment—not expecting major success in just a few years. Replicability § Replicability would depend on having a champion or founder (person or organization) with the ability to find funding and the patience for long-term development. Innovations § Having a professional theatre company in such a small town. § Long-term commitment—not expecting major success in just a few years.
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§ Have a broad variety of things to do—not just an art school, not just theatre, but a number of other spinoff artistic activities and attractions. § Genuine and authentic hospitality and storytelling. § Including hands-on artistic experiences for its visitors. Critical turning point(s) § In 2012 the project received two private donations totalling $1,250,000, which made the organization debt free after a number of hard years in which they were considering closing their doors. The donations came from benefactors who grew up, and have deep ties in the region, and because of the proven success of the project over time. Lesson learned § That success comes from long-term commitment and from passion, not necessarily from planning a tourism program or experience. What might they do N/A differently
Role of municipality Rosebud is unincorporated. Rosebud is located in the Municipal District of Grasswold in Wheatland County, Alberta.
The information in this case study was obtained from:
• Rosebud Theatre website http://www.rosebudtheatre.com/ • Rosebud School of the Arts website http://www.rosebudschoolofthearts.com/ • Rosebud’s website http://www.rosebud.ca/ • An interview with Adam Furfaro, Executive Director of the Rosebud Theatre
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APPENDIX 4 – Nine Useful Frameworks and Lists
The following lists of principles, guidelines, and frameworks may be helpful in guiding your thinking about tourism in small communities. We’ve picked some of the best for consideration for tourism in small communities. You will find links to each of them in the resources section in Appendix Five.
Six Premises of Successful Rural Tourism George, Mair and Reid, in their book Rural Tourism Development: Localism and Cultural Change base their work on six premises:
1. The role of tourism in local culture is complex and not well understood. 2. Tourism changes the rural landscape. 3. Community is a central component of rural tourism. 4. Sustainable rural tourism and sustainable rural community must be synonymous. 5. Tourism is not an add-on but should be an integral part of rural development policies. 6. Planning is essential.
Additional Resources
The Province of Alberta offers Visitor Friendly Alberta: A Guide to Welcoming Tourists to your Community at http://culture.alberta.ca/tourism/programs-and- services/visitor-friendly-alberta/planning-guide/. It has activities and worksheets
in five categories needed to guide your working group through the process of seeing your community through visitors' eyes and developing an action plan to address ways to improve visitor friendliness. The categories are:
o Overall Ambiance and Visual Appeal o Signage and Wayfinding o Quality of Service and Professionalism o Public Services and Visitor Amenities o Visitor Information
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Six things to ask yourself about the readiness of your community From LinkBC: Transforming Communities Through Tourism
1. Do the residents of my community support the development of tourism? 2. Do our municipal politicians understand the industry? Do they understand the potential benefits? 3. Will they put policies in place to help enhance tourism? 4. Are there individuals willing to contribute the time and effort required to achieve the goals set forth in a tourism plan? 5. Do residents of my community understand that there can be negative impacts, and are they prepared to accept them, or work together to minimize them? 6. Are there entrepreneurs and investors willing, ready, and able to develop tourism- related businesses?
Seven Elements That Make Rural Tourism Successful Alberta Agriculture and Rural Development—see Rural Tourism, An Overview in the first section of Appendix 5.
1. Community involvement 2. Proximity to a generating market or gateway 3. Product development (planning, infrastructure, activities) 4. Making visitor information available through a variety of mechanisms 5. Partnership collaboration 6. A quality brand and regional label 7. Funding
Eight Rural Cultural Elements Kansas Sampler Foundation
Sometimes communities do not recognize their own unique attributes that could be transformed into tourism experiences. To discover these, the Kansas Sampler Foundation recommends that they use these eight rural culture elements as a guide.
1. Architecture 2. Art 3. Commerce 4. Customs 5. Cuisine 6. Geography 7. History 8. People
25 Community Tourism Essentials Total Destination Marketing
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1. Access: Is it easy to find information, make bookings, travel to the place, find downtown, and visit locations outside of office hours? 2. Accommodation: Is there sufficient variety and standards of lodging in close proximity to downtown? 3. Amenities and facilities: What is the quality, availability, variety and standard of tourism support facilities? Do they recognize that they are directly tied to the overall quality of visitor experiences? 4. Attractions: Are there compelling cultural, natural and entertainment offerings that appeal to both visitors and locals? 5. Authenticity: Are programs in place to ensure that experiences accurately reflect the distinctive and genuine natural, cultural and economic heritage of the place? 6. Brand: Is there a brand strategy that defines the positioning, brand promise, key messages, visual identity and prioritizes key products and experiences for investment? 7. Drawing Power: How many target visitors can the place and individual attractions attract, for how long, and from what distance? 8. Events: Is there an engaging and entertaining year-round calendar of events for locals and visitors that help address slow periods in visitation? 9. Experiential: Does the place only offer passive encounters or can visitors engage their senses by seeing, touching, feeling, smelling, tasting and interacting with important aspects of the place in a hands-on and immersive way? 10. Food and drink: Is the location, variety, and standard of dining and drinking outlets appropriate for the audiences you seek? What about independent outlets? 11. Funding: Has sustainable funding been developed from multiple sources such as local partners, job creation, historic preservation, revitalization, co-op marketing, BID, and government? 12. High Quality: Do all stakeholders regard high quality as something that is expected? That doesn’t mean expensive. It’s not an option – high quality is a ticket of entry to play the game! 13. Leadership: Is there a dedicated, systematic and organized city-wide approach to tourism, as well as in specific downtown and cultural districts? 14. Marketing: Are current marketing communications, audiences and media the most effective and efficient? 15. Nightlife: Are strategies in place to develop the after 5PM economy of the downtown? 16. Partnerships: Is there healthy engagement between public, private, non-profit sectors, as well as with key external organizations? 17. Planning: Are there strategic action plans specifically for tourism that build on the place’s competitive advantages, identifies priorities and have been built by engaging stakeholders? Are plans integrated into the city’s economic development plans? 18. Public Realm: Are the streetscapes, open spaces, gateways, and the built and natural environments contributing positively to the visitor experience? 19. Respect: Is there a healthy respect among leaders and the community for the positive role that tourism can, and can’t, play, if managed well? 20. Safety: Do downtown’s prospective customers perceive the area to be safe? 21. Sense of Place: Is there an ambience that fosters a positive connection with people to give the place special meaning and distinctiveness? 22. Shopping: Is the location, variety, distinctiveness and standard of retail outlets appropriate for the audiences you seek? 23. Sustainable: Is there a medium to long-term focus on what should underpin, protect, preserve and grow the city’s entire tourism sector?
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24. Walkability: Does the downtown provide a safe, comfortable and entertaining experience that will engage and hold pedestrians? 25. Wayfinding: Are there adequate outdoor maps, kiosks and directional signs to make it easier and more enjoyable for visitors (and locals) to find their way around?
10 Things You Need to Know About Community Branding Roger Brooks International
1. Logos and slogans are not brands. 2. Branding is the art of differentiation—the days of something for everyone are over. 3. A brand is a perception—it’s what people think of you, not what you say you are. 4. A brand is a promise that you will deliver on that perception. 5. Your name must be synonymous with your brand, like Nashville is to country music. 6. All successful brands are built on product, not just marketing. 7. Never roll out a brand until you are ready to deliver on the promise it represents. 8. Never use focus groups to build a brand. 9. Take ownership of your brand—it’s your niche in the marketplace. 10. Branding is a team sport—getting everyone pulling in the same direction.
Five principles for building a “rural regional flavor strategy” Rural Tourism Marketing
1. Help each locally owned business or organization to be world class, unique and continually innovative. 2. Know all the assets specific to your area and develop ways to add value to them. 3. Help weave together the assets of an area such as the artists, specialty food produces, local heritage, recreation opportunities, etc., and create practical activities across political jurisdictions. 4. Encourage visitors and residents to develop long-term emotional bonds with the region. 5. Be strategic about connecting urban and rural areas in the region.
Canadian Cultural Tourism Principles Federal Provincial Territorial Ministers of Culture and Heritage
—see Cultural and Heritage Tourism in the Creating Experiences section of Appendix 5
1. Involves a quality visitor encounter with a cultural or historic experience that is authentic, and that is not created solely for the purpose of attracting tourists. 2. Must be sustainable and must ensure that the quality and integrity of the cultural or heritage resource/experience are conserved. 3. Is based on a mutually beneficial partnership between the cultural/ heritage and tourism sectors, and must be a revenue generator for both sectors.
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12 Ingredients of Well-Crafted Experiences Tourism Café and Earth Rhythms — see Walk Among Us in the Creating Experiences section of Appendix 5.
1. Identify local people that can authentically tell the stories that are at the heart of any well-crafted experience. 2. Positive cues support the experience. 3. Multiple interactive methods and tools are used to assist in the learning or engagement process. 4. Carefully thought out programs use themes and titles that intrigue visitors they provide the connective tissue for all elements. 5. Use of as many of the five senses as possible will lead to better immersion and intensity for the traveler. 6. Smaller groups provide better enrichment of hands-on learning. 7. Shift from the ‘sage on the stage’ and talking to or at guests, to facilitating engagement of their own learning. 8. Relevant takeaways (memorabilia) are provided as tangible reminders of the experience. 9. Simple experiences, carefully planned, that focus on one or two interactive activities are best. The trick is to ‘chunk’ down to a few cherished elements, and not try to do everything. 10. Techniques that tap into different learning styles provide for deeper learning and a greater engagement. 11. Develop and enhance with WOW aspects. Integrate regional foods, a remarkable vista or place, talented storytellers, and interactive learning – together, they have a synergistic effect. 12. Personalization, customization and attention to detail are the cornerstones of a great experience so travelers feel special or appreciated.
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APPENDIX 5 – On-line References and Resources
Rural Tourism in General Province of Alberta A Pathway to Growth: Alberta’s Tourism Framework 2013-2020 http://culture.alberta.ca/tourism/albertas-tourism- framework/pdf/Tourism-Framework-full-ver.pdf
Province of Alberta Rural Tourism—An Overview http://www1.agric.gov.ab.ca/$Department/deptdocs.nsf/all/csi13476/$FILE/Rural-Tourism.pdf
Province of Alberta Tourism Works for Alberta: The Economic Impact of Tourism in Alberta in 2012 http://culture.alberta.ca/tourism/research-and-statistics/statistics/economic-impact- studies/pdf/2012/EconomicImpactAlberta2012.pdf
Province of Alberta Tourism in Alberta: A Summary of 2012 Visitor Numbers and Characteristics http://culture.alberta.ca/tourism/research-and-statistics/statistics/provincial-tourism- statistics/pdf/PersonvisitsAlberta2012.pdf
Travel Alberta Tourism Marketing Organizations in Alberta http://industry.travelalberta.com/about-us/about-albertas-tourism-industry/tourism- organizations
Federal Provincial Territorial Ministers of Culture and Heritage Cultural and Heritage Tourism—a Handbook for Community Champions http://linkbc.ca/siteFiles/85/files/CHT_WEB.pdf
George, E. Wanda, Heather Mair and Donald G. Reid Rural Tourism Development Channel View Publications, Toronto, 2009 https://books.google.ca/books?hl=en&lr=&id=Bv7OBQAAQBAJ&oi=fnd&pg=PA1&dq=Rural+Tou rism+Development+Channel+View+Publications+mair+reid&ots=EwhQintT3-
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&sig=pCTCQH_SrbgZOBnRLrtkzbM_xzA#v=onepage&q=Rural%20Tourism%20Development%20C hannel%20View%20Publications%20mair%20reid&f=false
Infact Marketing and Research Inc. and Alberta Tourism, Parks and Recreation Potential Demand for Rural Vacation Experiences in Alberta by Residents of Alberta http://culture.alberta.ca/tourism/research-and-statistics/research/canadian-market-potential- studies/pdf/Quantitative.pdf
Kansas Sampler Foundation The 8 Rural Culture Elements http://kansassampler.org/rce/
LinkBC Transforming Communities Through Tourism: A Handbook For Community Tourism Champions http://linkbc.ca/siteFiles/85/files/TCTT.pdf
Ontario Ministry of Agriculture, Food and Rural Affairs First Impressions Community Exchange http://www.omafra.gov.on.ca/english/rural/edr/fice/index.html
Roger Brooks International Seven Deadly Sins Of Destination Marketing (Video Trailer) http://www.rogerbrooksinternational.com/about-the-library/
Rural Tourism Marketing Rural Tourism: It’s Never Been A Better Time To Be a Small Town http://www.cfra.org/node/2504
Tourism Industry Association of Canada Gateway to Growth: Tourism and Travel Labour Force Report http://tiac.travel/_Library/TIAC_Publications/TIAC_Travel_and_Tourism_Labour_Force_Report_ FINAL.pdf
Tourism Industry Association of Canada Gateway to Growth: Focus on the U.S. Market http://tiac.travel/_Library/TIAC_Publications/TIAC_Annual_Report_EN_FINAL.pdf
Total Destination Marketing
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25 Community Tourism Essentials http://destinationbranding.com/free-article-downtown-tourism
Creating Experiences
Aboriginal Tourism Association of B.C. Shaping the future of aboriginal tourism http://www.aboriginalbc.com/corporate/
Canoe and Kayak How to make a river town http://www.canoekayak.com/canoe/thinking-like-river/
Canadian Tourism Commission Fulfilling travelers’ dreams through experiences (Video) https://www.youtube.com/watch?v=1NvBSoWQsTo
Canadian Tourism Commission Connecting Travelers to Culture, Community and Cuisine (Video) https://www.youtube.com/watch?v=tERWqD7e-dU
Canadian Tourism Commission Explorer Quotient http://en-corporate.canada.travel/resources-industry/explorer-quotient
Canadian Tourism Commission Experiences Toolkit http://en- corporate.canada.travel/sites/default/files/pdf/Resources/sec_exptoolkit_lores_final.pdf
Federal Provincial Territorial Ministers of Culture and Heritage Cultural and Heritage Tourism—a Handbook for Community Champions http://linkbc.ca/siteFiles/85/files/CHT_WEB.pdf
Kansas Sampler Foundation Kansas Explorers Club https://www.kansassampler.org/kansasexplorersclub/
LinkBC Transforming Communities Through Tourism: A Handbook For Community Tourism Champions
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Newfoundland and Labrador Tourism Creating Experiences: A Toolkit for the Tourism Industry http://www.tcr.gov.nl.ca/tcr/tourism/tourism_development/pdf/NLT2294_NL_toolkit.pdf
Nova Scotia Tourism Agency Experience Nova Scotia Toolkit http://novascotiatourismagency.ca/experience-nova-scotia-toolkit
Rapid City Journal BHSU students get real-life experience with Hill City tourism planning http://rapidcityjournal.com/news/local/bhsu-students-get-real-life-experience-with-hill-city- tourism/article_9593ebd8-e08c-5cca-8476-3d650d58cfe1.html
Rural Tourism Marketing Would a farm tour help your rural community? http://ruraltourismmarketing.com/2010/04/would-a-farm-tour-help-your-rural-community/
Rural Tourism Marketing 5 Principles to Lay the Groundwork for your Small Town’s Rural Regional Flavour Strategy http://ruraltourismmarketing.com/2009/11/5-principles-to-lay-the-groundwork-for-your-small- town%E2%80%99s-rural-regional-flavor-strategy/
Tourism Café Making the Shift to Experiential Product Development http://www.scribd.com/doc/114159186/Making-the-Shift-to-Experiential-Product-Development
Tourism Café From a Dead End to a Destination: Synergy Louisbourg Community Engagement Tourism Case Study http://www.scribd.com/doc/244667997/From-a-Dead-End-to-a-Destination-Synergy- Louisbourg-Community-Engagement-Tourism-Case-Study
Tourism Café Let’s Get This Buggy Going http://www.scribd.com/doc/190763261/Let-s-Get-This-Buggy-Going
Tourism Café Walk Among Us http://www.scribd.com/doc/190760490/Walk-Among-Us#ScribdDocs
Vancouver Island University
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Economic rationale for investment in trails and active transportation http://sustainableruraltourism.ca/2015/01/economic-rationale-for-investment-in-trails-and- active-transportation/
Agritourism
Alberta Agriculture and Rural Development Agritourism resources http://www1.agric.gov.ab.ca/$department/deptdocs.nsf/all/ex plore14621
Central Okanagan Economic Development Commission From Agriculture to Agritourism: Agritourism Opportunities Pilot Project http://www.investkelowna.com/sites/default/files/uploads/final_coedc_agriculture_to_agri- tourism.pdf
Iowa Public Television Idaho Farmer Finds Success with Agritourism (Video) https://www.youtube.com/watch?v=dC_tX0Klzis
U.S. Department of Agriculture Nature based tourism and agritourism trends: unlimited opportunities http://www.agmrc.org/media/cms/agritourism_e6794269b3ff6.pdf
Vancouver Island University Enhancing innovation in Agritourism: Expanding synergies between agriculture and tourism to benefit family farms http://sustainableruraltourism.ca/2014/02/enhancing-innovation-in-agritourism-expanding- synergies-between-agriculture-and-tourism-to-benefit-family-farms/
Sustainable Tourism
Natural Resources Canada Saving energy dollars in hotels, motels, and restaurants http://www.notlhydro.com/userfiles/file/Guides/Hospitality.pdf
Sustaining Tourism Are you being environmentally and socially responsible?
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Travel Industry Association Why sustainable tourism makes both dollars and sense http://ertr.tamu.edu/files/2012/09/Why-Sustainable-Tourism-Makes-both-Dollars-and- Sense_9.pdf
Tourism Cafe TripAdvisor’s Green Leaders Program Certifies and Rewards Sustainable Tourism http://www.tourismcafe.ca/2014/12/tripadvisors-green-leaders-program-both-certifies-and- rewards-sustainable-tourism-practices/
Tourism Industry Association of Canada Green your business: toolkit for tourism operators http://www.marrcc.com/PDF/Green_Your_Business.pdf
Tourism Intelligence Network Greening American Hotels: Some Practical Measures Implemented So Far by the Lodging Sector http://tourismintelligence.ca/2008/10/24/greening-american-hotels-some-practical-measures- implemented-so-far-by-the-lodging-sector/
Tourism Intelligence Network Your Visitors Are Taking Environmental Action? Reward them! http://tourismintelligence.ca/2010/04/23/your-visitors-are-taking-environmental-action- reward-them/
Visit England and Leeds Met University Keep it Real: A guide to incorporating wise growth https://www.visitengland.com/sites/default/files/downloads/keepitreal_8sep2014.pdf
Community Vitality
Better Towns and Cities How Mountain View Revived its Downtown http://bettercities.net/news-opinion/blogs/bruce- liedstrand/14395/how-mountain-view-revived-its- downtown
Centre for Innovative and Entrepreneurial Leadership (CIEL)
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Beyond Economic Survival: 97 Ways Small Communities Can Thrive—a Guide to Community Vitality http://www.theciel.com
Ontario Ministry of Agriculture, Food and Rural Affairs Downtown Revitalization http://www.omafra.gov.on.ca/english/rural/edr/dr/index.html
Alberta Urban Municipalities Association First Impressions Community Exchange http://auma.ca/advocacy-services/programs-initiatives/first-impressions-community-exchange
Healthy U (Alberta) How Walkable Communities are Created http://www.healthyalberta.com/752.htm
Orton Family Foundation Planning Tool Exchange http://www.orton.org/tools/planning_tool_exchange
Orton Family Foundation Big Box Evaluator http://www.orton.org/tools/big_box_evaluator
Province of Alberta Visitor Friendly Alberta: A Guide to Welcoming Tourists to Your Community http://culture.alberta.ca/tourism/programs-and-services/visitor-friendly-alberta/planning- guide/pdf/Full-guide-colour.pdf
University of North Carolina Small Towns, Big Ideas: Strategies for Tourism and Downtown Development http://www.sog.unc.edu/programs/cednc/stbi/pdfs/stbi_final.pdf
Marketing and Branding
Federation of Canadian Municipalities (FCM) Community Branding and Marketing – A Tool for Local Economic Development http://www.fcm.ca/Documents/tools/International/Com munity_Branding_And_Marketing_EN.pdf
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Infusionsoft Internet Marketing: A Guide To Small Business Success http://www.tourismtechnology.com/tourismtechnology/cms/documents/files/Internet- Marketing.pdf
MMGY Global Facebook Marketing For Tourism Organizations http://www.mmgyglobal.com/media/1482276/facebook_marketing_for_tourism_organizations _-_mmgy_globalv2.pdf
Roger Brooks International The Art Of Branding Parts 1 And 2 http://www.rogerbrooksinternational.com/about-the-library/
Roger Brooks International The Three Killers Of Community Branding https://www.youtube.com/watch?v=UtrxFAOis4o
Roger Brooks International Ten Things You Need to Know About Community Branding http://www.rogerbrooksinternational.com/2011/06/02/10-things-you-need-to-know-about- branding/
Roger Brooks International Tourism Marketing On a Miniscule Budget http://www.rogerbrooksinternational.com/about-the-library/
Rural Tourism Marketing Creating Small Town Tourism Success Part 1: Branding http://ruraltourismmarketing.com/2009/08/creating-small-town-tourism-success-part-1- branding/
Rural Tourism Marketing How To Create a Rural Tourism Brand For Your Small Town http://ruraltourismmarketing.com/2012/05/how-to-create-a-rural-tourism-brand-for-your- small-town/
Rural Tourism Marketing Internet Marketing http://ruraltourismmarketing.com/category/internet-marketing-for-rural-businesses/
Rural Tourism Marketing
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5 Principles to Lay the Groundwork for your Small Town’s Rural Regional Flavor Strategy. http://ruraltourismmarketing.com/2009/11/5-principles-to-lay-the-groundwork-for-your-small- town%E2%80%99s-rural-regional-flavor-strategy/
Total Destination Marketing What Are The Benefits Of Destination Branding? http://destinationbranding.com/free-articles-benefits-of-branding
Total Destination Marketing Ten Branding Myths And Pitfalls http://www.destinationbranding.com/myths http://www.destinationbranding.com/brandfail
Tourism Cafe Rethinking Visitor Information Centers http://www.tourismcafe.ca/2013/09/rethinking-visitor-information-centres/
Travel Alberta Use TripAdvisor To Build Business http://11bbf.wpc.azureedge.net/8011BBF/cms/~/media/Industry/Files/resources/Marketing%2 0Insights/Marketing-Insight-attachment_TripAdvisor
Vancouver Island University Do You Know Who Your Visitors Are? You Should. http://sustainableruraltourism.ca/2015/01/do-you-know-who-your-visitors-are-you-should/
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