Bowen Island Tourism Plan the BICC Will Need To: 1

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Community Tourism Foundations® Program

BOWEN ISLAND

Tourism Plan

FINAL

August, 2007

Tourism BC Representative: Trevor Kier 604-660-3754 [email protected]

Facilitator: Jimmy Young 604-929-2199 [email protected]

Table of Contents

EXECUTIVE SUMMARY...... 4 1. INTRODUCTION AND BACKGROUND ...... 17 1.1 BACKGROUND ...... 17 1.2 THE COMMUNITY OF BOWEN ISLAND...... 18 1.3 PLAN STRUCTURE ...... 19 2. SITUATION ANALYSIS...... 20 2.1 THE ROLE OF TOURISM...... 20 2.1.1 Industry Profile...... 20 2.2 MARKET POTENTIAL AND TOURISM OPPORTUNITIES...... 26 2.2.1 Fit with Global Trends...... 26 2.2.2 Niche Tourism...... 27 2.2.3 Provincial and Regional Planning Context ...... 30 2.2.4 Local Planning Context...... 31 3. ISSUES AND CHALLENGES...... 35 4. TOURISM VISION AND KEY EXPERIENCES ...... 37 4.1 TOURISM VISION ...... 37 4.2 CORE GUIDING PRINCIPALS...... 37 4.3 DEFINING THE KEY EXPERIENCES ...... 38 5. DEVELOPMENT AND MARKETING STRATEGIES ...... 39 5.1 ORGANIZATIONAL STRUCTURE ...... 39 5.1.1 Bowen Island Chamber of Commerce (BICC) ...... 39 5.1.2 Tourism Bowen Committee of the BICC...... 40 5.2 FUNDING TOURISM ON BOWEN ISLAND ...... 41 5.2.1 Funding Requirements...... 42 5.2.2 Funding Sources ...... 44 5.3 MANAGEMENT OF TOURISM ...... 47 5.3.1 Managing Visitation and Seasonality...... 47 5.3.2 Tourism Awareness ...... 48 5.3.3 Quality Assurance ...... 49 5.3.4 Training and Development...... 50 5.3.5 Cooperative Partnerships...... 51 5.3.6 Green Initiatives...... 51 5.3.7 Infrastructure ...... 52 5.3.8 Research-based Initiatives...... 53 5.4 PRODUCT DEVELOPMENT ...... 53 5.4.1 Packaging...... 53 5.4.2 Arts & Culture...... 55 5.4.3 Natured-based Activities ...... 55 5.5 MARKETING ...... 56 5.5.1 Branding the Bowen Experience...... 57 5.5.2 Partnerships and Opportunities...... 57 5.3.3 Marketing Tactics ...... 58

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6. ORGANIZING FOR IMPLEMENTATION...... 61 6.1 IMPLEMENTING THE TOURISM PLAN ...... 61 6.2 REVIEWING, MONITORING & MEASURING PROGRESS ...... 62 6.2.1 Overall Objectives for Tourism ...... 62 6.3 CONCLUSION ...... 63 APPENDICES ...... 64 BOWEN ISLAND TOURISM WORKING GROUP...... 65 VISIONING WORKSHOP...... 66

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Executive Summary

Background The Bowen Island Chamber of Commerce with the support from the Bowen Island Municipal Council applied to Tourism BC for assistance under the Community Tourism Foundations® program to develop a tourism plan.

The Community Tourism Foundations program provides the services of a professional facilitator to assist in the planning process. Tourism Planning Group was given the assignment to prepare a tourism plan for Bowen Island that addresses destination development, marketing initiatives and takes into account the desired outcomes outlined by the community in their original Expression of Interest.

The Potential The Provincial government has set a target of doubling tourism revenues by 2015. This is a very aggressive forecast that is not without risk as all market conditions need to be positive to achieve it. The average annual increase in tourism revenues from 1995 to 2005 was only 1.9%, while the current forecast for tourism revenue for 2007/08 is 4.5%, increasing to 4.8% for 2008/09. McBride has the potential to growth tourism’s contribution to the local economy over the duration of this 5 year plan if it is able to capitalize on the recommendations contained within some of which are already underway.

Issues and Challenges The key issues and challenges for developing tourism on Bowen Island include: organizational structure, funding, perceived attitudes towards tourism and the small size of the community.

Perceived attitudes towards tourism – the perceived negative attitudes towards tourism on the island are a concern for the tourism industry in general and the many businesses that strive for financial viability. No extensive research or survey of residents has been done to establish the extent of this attitude.

Much of what needs to be done to address this issue revolves around building awareness and providing education, to give residents and local organizations a better sense of what the industry represents and illustrating its contribution to a sustainable island economy. Many of the services and products that residents may take for granted are provided by businesses on the island that also rely on visitors.

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Organizational Structure – the Bowen Island Chamber of Commerce (BICC) has done an excellent job of coordinating tourism to date. However, there is a need for a tourism structure within the BICC to more efficiently manage tourism for the island and within the context of their organization.

Low Marketplace Awareness – the regional market awareness and perceptions study1 highlighted the relatively low awareness of Bowen Island in the regional marketplace. The study suggests that Bowen is somewhat known locally (i.e. 46% of people in Vancouver are at least somewhat familiar). However, in other parts of BC (67%) and Alberta (82%) the majority of residents have no real knowledge of Bowen as a destination.

Tourism Vision and Objectives The following vision statement for Bowen Island was developed from the elements identified by the Working Group. It seeks to reflect the character of the island, its cultural and natural features and the opportunity that tourism presents for sustainable economic activity.

The vision rather than being focused purely on organizational goals of a lead tourism agency has been created to reflect the core experience that Bowen Island will offer visitors and how this will be achieved organizationally:

Tourism Vision:

To provide an escape for visitors to enjoy the natural environment, arts, culture and wellness opportunities that Bowen Island offers.

The Bowen experience will be achieved by focusing on sustainable tourism that manages visitation, is respectful of residents and seeks to establish tourism as key economic sector on the island.

The success of this plan and the achievement of the objectives will the BICC to play a lead role with coordinated assistance from a number of other organizations/committees on the island and the ongoing support of the BIM to implement all the strategies contained in this document.

The key objective is as follows: Increase tourism revenue to Bowen Island by 5.0% annually from 2008-2011 The objective reflects a preference towards growing revenues as opposed to just the number of visitors. This can only be achieved by continuing to address product development, packaging

1 Tourism BC/Roger Barnes Marketing 2006 Regional Market Studies: British Columbia, Alberta & Washington

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and destination management initiatives. Bowen Island needs to provide visitors with a reason to stay longer, spend more and travel to the community in the shoulder season.

Defining the Key Experiences As part of the July 2006 planning session, participants identified key themes that helped shape the direction for the tourism plan. This involved determining the key product sectors that Bowen Island should focus on by evaluating their value to the community, their market readiness and their potential to fulfil the vision. The key product sectors identified were: Spa and Wellness Arts and Culture Nature-based (adventure & ecotourism) Product development that focuses on these key experiences, partnering existing resources and establishing links with local organizations like the Bowen Island Arts Council will be an important part of this tourism plan.

Organizational Structure

Objectives To create a centralized and representative tourism structure that will lead to improved communication and more effective management of the tourism industry on Bowen Island.

Bowen Island Chamber of Commerce (BICC) The Bowen Island Chamber of Commerce (BICC) is the logical choice as the organization on the island to coordinate the management and marketing of tourism. However, there are several key initiatives that will assist the BICC in how it deals with tourism within its broader mandate as a chamber of commerce. In order to more effectively accomplish the vision and objectives for tourism outlined in the Bowen Island Tourism Plan the BICC will need to: 1. Restructure the Tourism Bowen Committee under the BICC to allow for representation from key stakeholders and tourism sectors (in progress). 2. Create a Tourism Bowen Committee that is less reliant on volunteers for implementation by creating a structure whereby there is remuneration available to the person charged with the responsibility and authority to move tourism initiatives forward and communicate with stakeholders (in progress). 3. Create a separate financial reporting function for tourism within the BICC (in progress). 4. Continue to demonstrate the value of tourism to the community and lobby the municipality for ongoing support (in progress).

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The restructured Tourism Bowen Committee reflects the collaboration required to effectively implement the Tourism Plan. The committee includes the key organizational partners and a cross section of tourism industry businesses. The proposed structure is as follows:

Structure of Committee

1. Accommodation/Marinas

2. Arts and Culture / Bowen Island Arts Council

3. Bowen Island Chamber of Commerce

4. Golf / Recreation

5. Bowen Island Municipality

6. Spa and Wellness

7. Retail / Restaurant / Entertainment

8. Unaffiliated at large * There will be only one (1) appointment per organization/tourism sector listed above. The structure of the committee is something that could change over time, as the industry matures (e.g. new tourism sectors emerge) or partner organizations emerge. Currently the Chamber is pursuing a process whereby an Executive Director, Tourism Bowen Committee, solicits membership in the committee from the appropriate categories and, based on the input from the committee has both the responsibility and the authority to create and implement programs and products to enhance tourism on Bowen.

Funding Tourism There is a need for short term funding requirements to implement the majority of the initiatives contained within this plan. In addition, the plan also outlines some of the objectives for creating a more sustainable funding source for tourism over the long term. These objectives highlight the ongoing work that needs to take place to continue to improve tourism funding and partnerships on the island.

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Objectives 1. Grow on and off island private sector financial contributions by offering innovative marketing and development programs 2. To fully leverage the 50/50 matching funds Tourism BC Community Tourism Foundations Marketing funding available 3. To seek Council approval to utilize the Phase 2 UBCM funding to implement the strategies and initiatives outlined within this Tourism Plan 4. Explore the Tourism BC Visitor Network requirements and funding opportunities for the BIC-VIC 5. To lobby the Bowen Island Municipal Council for ongoing support of tourism 6. Explore BICC and private sector partnerships to promote and sell packages 7. At a later date review the additional 2% additional hotel room tax as a possible future funding option

Funding Requirements

The following table outlines the funding requirements to implement the strategies contained within this Tourism Plan. Many of these initiatives have a small budget, but also assume that resources to organize and venues to host events/sessions will be provided at no cost. Also note that the specific marketing tactics and budget have yet to be confirmed with the BICC.

Tourism Bowen Funding Requirements

Budget Budget Items Description Financing Est. Management of Tourism 4,000 Managing visitation 0 Working with BI Sustainable Minimal financing required, Community Advisory Committee to mainly volunteer time look a proactive measures for managing and planning for tourism Value of Tourism 500 BICC to work with facilitator and Resources provided by Tourism BC to implement Value of Tourism BC tourism model (e.g. commercial accommodation survey) BICC Tourism Awareness 250 Raising level of awareness regarding tourism in community Quality Assurance 250 Prepare newsletters and emails to BICC ensure operators are aware of programs and standards Training and Development TBD Superhost, Retail BC, emerit courses BICC, Tourism BC, local businesses, Retail BC

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Budget Budget Items Description Financing Est.

Research 3,000 Conduct a resident attitudes towards UBCM Phase 2 & Tourism tourism study through a BC college or BC (50/50) university with Tourism BC support Product Development 1,000 Tourism BC Packaging and 650 BICC to solicit interest in workshop BICC, UBCM Phase 2 and Distribution Workshop from local tourism operators and then local businesses approach Tourism BC to host workshop on BI Follow-up Packaging sessions 350 BICC to host other action oriented BICC, UBCM Phase 2 and packaging sessions to develop new BI local businesses experiences Arts & Cultural Initiatives TBD BICC to work in partnership with BIAC BICC, BIAC and local to develop key arts and cultural businesses experiences and programs that can be accessed by visitors Nature-based Initiatives TBD BICC to work in partnership with BI BICC, BI Trails Committee, Trails Committee to develop trails GVRD and local infrastructure and resources that can businesses be accessed by visitors Marketing TBD Informal Branding Workshop 400 BICC to host an informal branding & BICC, UBCM, Tourism BC tag line discussion to determine Marketing Program, local priorities for BI Tourism. Outside businesses participation from VCM and travel trade needed. Website enhancement 2,000 Enhance visitor experience on chamber website Image Bank 2,000 Expand image bank to include images that reflect the new tourism vision and experiences Consumer Shows TBD Review opportunities to partner with VCM at consumer shows Film & Video Footage TBD Review VCM b-roll footage Print Advertising TBD Develop a regional print advertising campaign Map/Guide 3,000 Examine potential for developing map(s) that highlights the island’s trails and attractions. Self serve arts studio tours 2,500 BIAC lead with BICC support to BIAC and Tourism BC brochure and map develop brochure, map and signage Marketing Program

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Budget Budget Items Description Financing Est.

Arts Directory TBD BIAC initiative to update and BIAC and Tourism BC reproduce a directory with listings for Marketing Program all artists and artisans on island

Funding Sources There are a variety of funding sources for tourism on Bowen Island, some of these are existing (i.e. private sector and municipal) and others will be new (i.e. Tourism BC Marketing). The various funding sources are presented here as short term and long term.

Short Term Funding (1-3 years) 1. Private Sector – local tourism businesses and operators will be key to sustaining tourism over the short term, as well as playing an important role in the long term development of the industry. 2. Tourism BC - Community Tourism Foundations Marketing - communities once they have completed a tourism plan are eligible to access up to $50,000 over three years in matching (50/50) marketing dollars through Tourism BC. 3. UBCM Community Tourism Funding - the second round of UBCM funding has been announced and the BICC is in the process of making application through the Bowen Island Municipality for funding to be directed towards tourism initiatives. Bowen Island will receive a total of $17,544.98. 4. Current BICC Initiatives - The BICC is currently partnering with the Bowen Island Historians to produce a series of postcards for wholesale distribution and also with the BIAC to produce an illustrative map/poster of the island. BICC is in discussions with the Municipality with respect to a service contract to operate the BIC-VIC. The BICC are planning on offering a fee for service online reservation service to the B&B community in 2008. However, careful consideration needs to be given to any fee for service arrangement where the Chamber is collecting revenue or commissions for an overnight package. The Travel Assurance Fund (governed by the Business Practices and Consumer Protection Act) places significant responsibility on organizations selling travel that include posting a substantial bond and potentially exposing directors to liability issues. 5. Tourism BC – Visitor Centre Network - The BICC-VIC is an Info Booth only and currently not part of Tourism BC’s Visitor Centre Network and as such is unable to benefit from a host of programs, services and funding that this offers communities. Further discussions are warranted with Tourism BC’s visitor centre network staff to determine exactly what is required to officially join the network and what is appropriate for Bowen Island in terms of providing visitor services.

6. Municipal Funding - tourism is a key economic sector for the community and as a result

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municipal investment and support for the tourism industry is critical. The private sector will continue to be the major funding source for tourism on Bowen however the municipal support is key to maintaining services such as the community and visitor centre (BICC- VIC). The municipality currently provides the BICC with a $12,000 one (1) year grant for the operation of the BIC-VIC. 7. Other Funding Sources – partnering with other organizations to leverage resources and funding can also be very beneficial, particularly if there are common objectives or goals. For example, the Arts and Cultural Master Plan 2002 has a number of tourism related objectives and initiatives that the BICC could partner with the Arts Council to implement.

Long Term Funding (4 + years) There are a number of longer term funding options for tourism on Bowen Island that will require time and resources in order to not only investigate but ultimately implement if the decision is made to proceed.

1. Additional 2% Hotel Room Tax (AHRT) This tax currently represents the only significant long term non-government funding source available to communities to fund tourism management and promotion. However, it is not without issues, as the collectors of the tax often believe they should be in full control of how the funds are spent. The implementation of an additional 2% hotel room tax (AHRT) has been discussed as a funding option during this process, but would not be considered until at least one of the proposed inns has been completed, likely not prior to 2009 . There is no reason to believe that implementing an AHRT on Bowen Island would place the overall destination at a competitive disadvantage given the wide spread application of the AHRT throughout the Lower Mainland and BC. However, careful consideration needs to be given to the implementation of this tax within the Bowen accommodation sector as the majority of the properties are small B&Bs that currently do not qualify for the Provincial 8% room tax or the 2% AHRT.

2. Other User Pay Options Although there are currently no working examples in BC of user taxes similar to the 2% AHRT that are applied more broadly (i.e. to other tourism services and products), there is certainly research taking place in this area to provide communities with alternatives to the hotel tax. Some other form of consumer tax that can be applied more broadly across the tourism sector, rather than only to accommodations is something that might work better on Bowen Island.

Management of Tourism While not a new concept within the industry, tourism management is certainly an area that has been neglected or largely overlooked by communities and destinations. Many of the components of a tourism management strategy are undertaken in partnership with supporting

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organizations that provide the resources for communities to accomplish their overall tourism objectives.

The key focus for Bowen Island with regard to the management of tourism is: building awareness of the value of tourism; addressing product quality issues; research into resident attitudes towards tourism;

Tourism Management Strategies Objectives 1. Managing Visitation and Continue to listen to community concerns regarding tourism activities on Seasonality the island Work with the Bowen Island Sustainable Community Advisory Committee to look at proactive initiatives for managing tourism’s impacts and planning for future usage Explore packaging opportunities to enhance the visitor experience and expand the tourism season 2. Managing Visitation Continue to listen to community concerns regarding tourism activities on the island Work with the Bowen Island Sustainable Community Advisory Committee to look at proactive initiatives for managing tourism’s impacts and planning for future usage 3. Tourism Awareness Raise the level of awareness of the value of tourism to the local economy within the island’s residents and the municipality Raise the awareness of tourism among local businesses Implement Community Tourism Foundations “Value of Tourism” model to generate baseline estimates of tourism’s contribution to the island 4. Quality Assurance Ensure that product quality meets marketplace expectations Ensure tourism operators are aware of and encouraged to participate in quality assurance programs 5. Training and Development Provide information and resources to ensure people and organizations in tourism and retail have access to the appropriate training and professional development programs 6. Cooperative Partnerships BICC Tourism Bowen Committee to work closely with other key local organizations to achieve the tourism objectives outlined in this Plan 7. Green Initiatives To assist in disseminating information on initiatives to conserve energy and protect the local environment To support private and public sector initiatives to conserve energy and protect the environment Liaise with the Bowen Island Sustainable Community Advisory Committee to look at ways to disseminate the information to residents and businesses

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8. Infrastructure Support initiatives to improve ferry marshalling Support beautification and streetscaping in Snug Cove area Advocate for the upgrading of the public washrooms in Snug Cove area Support the development of a civic centre facility 9. Research-based Initiatives Utilize existing research and tourism publications to stay informed of new developments and current market information Explore the opportunity to complete a residents survey to gauge “attitudes towards tourism” in partnership with a BC University or College and Tourism BC

Product Development Quality tourism product is crucial to the ongoing success of the local tourism industry and increasing visitor length of stay and spreading visitation more evenly. The product development initiatives identified below focus on enhancing existing cultural and nature based experiences on the Island rather than creating a long list of development projects.

Product Development Strategies Objectives 1. Packaging Increase visitor length of stay on the island through packages Facilitate the development of new packages that highlight the core experiences of arts, culture, wellness and nature Host an Tourism BC Tourism Business Essentials “Packaging and Product Distribution” workshop for the tourism industry that brings together key sector partners to discuss opportunities (e.g. arts, culture, wellness and nature) 2. Arts & Culture Develop arts and cultural products and programs in partnership with the Bowen Island Arts Council and local artisans Key priorities include: Supporting Bowen Island’s application for Cultural Capital Status in 2010. Further expansion of the street banner initiative Promotion of self serve studio tours on the island Update and reproduce the Arts Directory Further arts & culture participation in workshops with the tourism industry and retail sector to develop experiential packages (e.g. including plays and festivals, galleries, studio tours) 3. Natured-based Activities Examine the trail network for opportunities to enhance the experience and the economic contribution of visitors using trails

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Marketing The product development strategies contained within the plan will ensure new products and services are also developed. The marketing tactics will focus on communicating the island’s key attributes of nature, arts, culture and wellness. The messages will be supported by high quality images and a consistent theme that runs through all media and promotional materials. The majority of marketing on the island to date has been under taken by the BICC acting as the lead organization for tourism within the community. Initiatives have included the production and distribution of the Bowen Island Visitor Guide, attending the North Vancouver Chamber of Commerce Tradeshow and the BICC’s website. Informal Branding Workshop - Undertaking an informal branding exercise/workshop with the tourism industry and key external stakeholders (e.g. Tourism BC, VCM) will help refine how Bowen Island wants to position itself within the context of the core experiences and vision developed as part of this tourism planning process. Currently the tagline of “Within reach. Beyond comparison” is used for the Bowen Island Guide along with “BC’s marine playground”. However, other phrases such as “the island of walks and wellness” have also been used by Bowen Islanders and speak more directly to Bowen’s core tourism experience and the vision identified in this Tourism Plan. One other concept/brand that was discussed at the recent February 2007 Bowen Island stakeholder meeting was the “Slow” movement and the idea of Bowen becoming North America’s first “slow-island”. The slow movement is about reclaiming time and slowing down the pace and living happier, more productive, and healthier lives as a result2. Partnerships and Opportunities Tourism BC and VCM both provide opportunities for individual operators as well as Tourism Bowen to partner on initiatives. The Vancouver Coast & Mountains (VCM) Boating Directory was a new initiative for 2007 put together by VCM to help attract visitors to the region that are interested in boating related activities and vacations. The HelloBC® Listings Program is also a new program that Tourism BC is launching to better meet consumers' vacation planning needs by connecting them to the tourism products they want to experience while visiting British Columbia. BC tourism businesses, including Activities, Attractions, Events, Transportation and Accommodation will all be able to participate in this program and purchase listings in a phased approach. Participating in a media relations program is one of the cheapest forms of advertising for tourism business, as stories are often featured in publications reaching thousands of readers. Vancouver, Coast & Mountains works closely with Tourism BC to qualify writers and bring the best ones to the region on press trips, resulting in excellent coverage. Part of that process is introducing the travel media to the tourism product on the island.

2 In Praise of Slowness. How a Worldwide Movement Is Challenging the Cult of Speed – Carl Honoré 2004

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Marketing Tactics The core geographic focus for Bowen Island is Greater Vancouver followed by other large urban area within 4-hours: Victoria, Nanaimo, Abbotsford, Chilliwack and a secondary focus on Kamloops, Kelowna, Seattle and Bellingham. There is also a significant visiting friends and relatives market and visitation from outside the GVRD. The BICC currently undertakes the following marketing related initiatives: Bowen Island Guide – the 48 page colour guide with a full map of the island is the communities key promotional piece Consumer Shows – the BICC currently attends the North Vancouver Chamber of Commerce Tradeshow in the late winter/spring and the Vancouver Golf and Travel Show in conjunction with the Bowen Island Golf Club and Vancouver Coast & Mountains. Media Relations – continue to work closely with VCM and utilize their resources such as Story Starters to promote Bowen through editorial

Proposed Tactics - The following tactics are to be refined by the BICC, the facilitator and Vancouver Coast and Mountains. Once the tactics has been decided upon an application will be submitted to Tourism BC for matching funding of new tourism initiatives as part of the Bowen Island annual marketing plan. 1. Website enhancement – The BICC has a visitors page on its website that contains the information a visitor requires, however a number of enhancements would substantially improve the visitor experience on the web. 2. Establish an image bank – conveying the destination visually to consumers is a key component of the selling process and quality is critical. 3. Film and Video Footage - VCM B-roll footage program provides the opportunity for Bowen to utilize existing footage for promotions or its website. Christie Grace a local 4. Consumer Shows – review opportunities to partner with VCM through their community partners program 5. Print Advertising – potential print related advertising includes the following: 6. Map/Guide – examine the potential for developing map(s) that highlights Bowen Island’s trails, arts, cultural, wellness and natural attractions. 7. Self serve studio tours brochure and map – BIAC lead with BICC support 8. Arts Directory – a publication listing all artists and artisans on the island

Implementing the Tourism Plan The implementation of the tourism plan will be coordinated by the BICC Tourism Committee with support from the municipality, and other key organizations and individuals on the island. However, prior to undertaking any of the product development, management and marketing initiatives outlined in this Tourism Plan, considerable effort needs to be focused on determining

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the funding available for the tourism initiatives detailed in this plan. This in turn will help the BICC prioritize a list of projects it can reasonably undertake with its limited resources.

Conclusion Bowen Island provides visitors with a unique experience that seems a world away from the Lower Mainland. Tourism has existed on the island for generations and the continuing challenge of managing existing visitation is key to maintaining the quality of life attributes that the residents enjoy, while maximizing the benefits to local business. With a focused effort on packaging, the right marketing message and greater collaboration amongst businesses on Bowen Island, the tourism industry will be a valuable economic driver on the island. With a formal Tourism Committee through the BICC managing and directing tourism, Bowen Island has the potential to develop a boutique experience that will appeal to key regional markets.

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1. Introduction and Background

This tourism plan for Bowen Island presents a vision and guiding principles for managing tourism on the island. It also contains specific strategies under destination management, product development, marketing and organizational structure that collectively work towards realizing the vision for tourism on Bowen. 1.1 Background

The Bowen Island Chamber of Commerce (BICC) with the support from the Bowen Island Municipal Council applied to Tourism BC for assistance under the Community Tourism Foundations program to develop a tourism plan.

Key milestones and meetings in the planning process are: • Initial Stakeholder Meeting and community tour, December 21, 2005 • Presentation to Bowen Island Municipal Council, May 15, 2006 • Trends, situation analysis and visioning session held, July 10, 2006 • Next steps meeting, September 14, 2006 • Project update and discussion session, February 15, 2007 • Meetings with BICC representatives, May-June, 2007 • Presentation and discussion of the Draft Tourism Plan with BICC, June 14, 2007

Jimmy Young from the Tourism Planning Group with the assistance of Tourism British Columbia managed this project that included guidance and assistance from a local Tourism Working Group3 comprised of stakeholders from the local community, the municipality, and Vancouver Coast and Mountains (VCM).

The participation and guidance provided by the local Tourism Working Group in developing this tourism plan will be key to its ultimate success. The insight and knowledge that the local stakeholders bring to the process will ensure that the tourism plan truly reflects the communities’ aspirations, goals and objectives for managing a sustainable tourism industry on Bowen Island.

3 A list of all participants involved during the process is provided in the Appendix.

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While the tourism plan articulates a clear vision and objectives for tourism, it should also remain flexible enough to take new, unexpected opportunities and challenges into consideration during implementation.

The Bowen Island Municipality has in its Strategic Plan identified a need to undertake an economic development plan. Tourism will be an important driver for economic development on the island and this tourism plan will serve as a key component of a broader economic development strategy when it is prepared.

1.2 The Community of Bowen Island

The Bowen Island Municipality is located in Howe Sound within the Greater Vancouver Regional District (GVRD). The island is a 20 minute ferry ride from Horseshoe Bay, a major BC Ferries terminus located in the District of West Vancouver. The ferry is the community’s key link to the mainland and many of the island’s residents commute on a daily basis for work off island.

The Bowen Island Municipality has a resident population of approximately 3,362 (20064), a growth rate of 13.7% from the previous census in 2001. This growth is double the GVRD average of 6.5% and substantially above the BC average of 5.3% over the same 5 year time period.

Bowen Island

4 2006 Census Total Population Results – BC Stats

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1.3 Plan Structure

Section 2 sets the context for the tourism plan and provides an overview on the current status of tourism, a summary of market potential and tourism opportunities, and Section 3 presents the issues and challenges facing the tourism sector Bowen Island. A more in-depth presentation of the material found in Sections 2 and 3 is contained in the Situation Analysis Report (July 2006) that supports this document. Bowen Island’s tourism vision and guiding principles followed by the strategies are then presented in Sections 4 through 5 of this document. The final Section 6 details how the plan will be implemented and the overall objectives for tourism.

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2. Situation Analysis

This section provides a high level summary of the key information contained within the Situation Analysis Report dated July, 20065, with the addition of some new data that has become available since July 2006. 2.1 The Role of Tourism

Much of the Bowen Island’s appeal and uniqueness can be attributed to its natural resources that include clean swimming beaches, rugged shoreline, sheltered bays, old growth forests, lakes and a largely unaltered landscape. Many of the values and resources that attract residents to Bowen Island are the same as those that attract tourists.

With green space dominating 40% of the island and over 5,000 acres of treed land, Bowen Island is an ideal setting for walking, biking, hiking and picnics, as well as wildlife viewing with two colonies of blue herons living on the island. The need to carefully manage these resources and future development is critical given the small size of the Island (12,800 acres).

2.1.1 Industry Profile Key Tourism Products Bowen Island has a number of noteworthy tourism features, products and activities that focus on the natural and cultural landscape of the Island. A brief summary of some of the key tourism sectors and products are listed in the following table.

Selection of Tourism Attractions and Products

Sectors Some of the Key Attractions and Products Golf 9-hole Russ Olson designed 3,075 yard, par 35 course Hiking trails Killarney Lake Loop, Killarney Creek Trail, Dorman Point Trail, Mt Gardner Trail and Bowen Walk (encompassing Killarney Lake Loop) Outdoor Activities Hiking, walking, kayaking, sailing, biking Festivals and events Tir-na-nOg Annual Festival of Plays, Round Bowen Sea Kayaking Race, 18th Annual Round Bowen Yacht Race, Voices in the Sound Festival 14th Annual Dog Days of Summer, Bowfest, 2006 Tour de Coast Route, Teddy Bear Christmas, Light Up Bowen Parade

5 Please refer to the Situation Analysis Report for more detail on the information presented in this section.

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Sectors Some of the Key Attractions and Products

Beaches Sandy, Tunstall and Bowen Bay

Arts & Culture Museum, galleries, studios, festivals and events

Marinas Bowen Island attracted more than 2,800 transient boats during the 2006 summer season, with an estimated 3 guests per boat6

Restaurants Bowen’s has a fine selection of restaurants that attract visitors from off island

Two other key facilities on Bowen Island that have an impact on the tourism and wellness industry, particularly the latter, are Rivendell and the Orchard Recovery and Treatment Centre. Accommodation The vast majority of the accommodation base on Bowen Island consists of small bed and breakfast and cottage type accommodation properties ranging from 1 to 6 rooms, with the vast majority in the 1 to 3 room range. The only large accommodation property on the island is the 24 room Bowen Lodge by the Sea operated by the Canadian National Institute for the Blind (CNIB).

Bowen Island Fixed Roof Accommodation

Type of Property # of properties # units

Lodge 1 24 B&B, Cottages 34 69* Retreat 1 9 TOTAL 36 102 Source: Bowen Island Accommodation Inventory 2006, prepared by Bowen Island Chamber of Commerce

Accommodation occupancies fluctuate during the year peaking during the summer season and are generally at 100% over the weekends during summer. Many of the well established properties now have a good weekend (generally 1-2 night stays, often with 2 night minimum in the summer) business year round. However, filling beds mid week during the shoulder and winter season can be a challenge for many operators. Another issue that has impacted the accommodation sector is the permanent housing shortage. The 2007 season saw fewer B&B

6 Union Steamship Company Marina 2006

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offerings as several owners have opted to provide year round accommodation to residents.

Two potential future developments that would substantially change the dynamic of Bowen’s accommodation sector include an inn (estimate 20 rooms) at Artisan Square (probable opening in 2009) and at Cowan Point (no opening date projected).

The marinas are also an important component of the accommodation industry as they receive a substantial number of transient overnight boaters that accounted for over 4,0007 boat nights in 2006. The marinas also cater to a large group of boaters that have permanent moorages on the island but live elsewhere in the Lower Mainland.

Arts and Culture Arts and culture are a significant part of life on Bowen Island and for many people an important part of their livelihood. Approximately, 27% of the adult population on Bowen receives some income from their art, while 10% of the adult population, approximately 250 people receive over 50% of their total income from creation of art8. The Bowen Island Arts and Cultural Directory lists over 400 artists including: accomplished stage and screen actors, directors, writers and filmmakers; respected recording artists and concert musicians; published authors; established painters, potters, sculptors, photographers, jewellery makers and glass blowers and woodcrafters. Bowen has the 4th largest population of artists per capita in Canada but in spite of this the scope of the artistic community remains largely invisible to the visitor. Artisan Square is a focal point for the arts community with art galleries and artisans retail and workshops based at the square, along with more traditional retail and personal services. Other artists and artisans are located in the Snug Cove area and in home based studios and workshops throughout the island. Visitor Characteristics The Bowen Island Community & Visitors Information Centre (BIC-VIC) is operated by the BICC. The BIC-VIC has seen a substantial increase in visit numbers to the centre over the last 3 years.

For the summer months (June-August) visitation has increased from 2,700 in 2004 to nearly 8,000 in 2006, an increase of almost 300%. During the summer, the Centre is open 7 days a week (from late May to after Labour Day) from 10:00am to 3:00pm.

7 Union Steamship Marina statistics 8 Bowen Island Cultural Master Plan, 2002

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Bowen Island Community & Visitors Information Centre – Visitor Origin 2006

Other , 6.1%

Europe, 6.5% Local, 21.3% US, 4.0%

Other Canada, 4.7%

BC, 57.4%

Source: Bowen Island Chamber of Commerce

Visitor centre statistics indicate that the majority (57%) of visitor to the visitor centre are from BC, 21% are local and 7% are from Europe. Compared to the province overall the local/BC market on Bowen represents a greater share (78% vs 50%), while the European market is also larger on Bowen than the province (7% vs 3%). Bowen however attracts less US and visitors from other Canadian provinces based on the visitor centre statistics.

Bowen Island Community & Visitors Information Centre – Length of Stay 2006

2 days 3+ days 6% 3%

1 Day 7%

Same Day 84%

Source: Bowen Island Chamber of Commerce

The vast majority (84%) of visitors to the visitor centre are on day trips, with 7% staying one night only and 3% staying 3 days or more. However, many of the visitors staying at overnight accommodations on the island likely drive directly to the property and receive the information they require from their hosts. Furthermore, Bowen is one of the few easy day trips to an island from the mainland and for generations has been a day destination for the GVRD, which might

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also help to explain why the day visits are quite high for Bowen.

It should be noted that visitor centre statistics are not necessarily an accurate representation of visitors to a community and should be complemented with other forms of research to substantiate the results (e.g. commercial accommodation survey and visitor intercept surveys).

Visiting Friends and Relatives

Visiting friends and relatives are often overlooked segment which can, depending on the size and type of community, be a significant part of the local tourism industry. Anecdotal information suggests that Bowen Island has a high incidence of VFR visitation that contributes substantially to the volume of visitors.

Many residents do not make the connection between the friends and relatives that come to stay with them or sometimes in a local B&B and the tourism industry.

Ratios for calculating VFR volumes based on population are used as part of the Value of Tourism Model9 (see Section 5.3.2). These figures indicate that the number of Bowen Island visiting friends and relatives could be in the range of 2,300 to 4,000 annually. BC Ferries Traffic Data A brief report produced by BC Ferries staff provides figures ranging between 130% (Bowen Island) and 350% (Denman Island) for low to peak season increases in demand for ferry services in the Islands Trust area. This report also suggests that on average some 60% of summer ferry traffic is visitor traffic10. However, a recent user survey11 of Bowen Island ferry users in August 2004 indicated the majority of passengers were full time residents (64%) and only 20% were visitors to the island.

The graph below illustrates monthly passenger volumes at Snug Cove from 2001 to 2005. Arrivals for July and August in 2005 were both in excess of 60,000, while the lowest volume was experienced in January with just over 40,000 arrivals.

9 A tool to estimate the volume and value of tourism developed by the Tourism Planning Group for the Community Tourism Foundations program 10 BC Ferries (n.d.) BC Ferry Visitor Statistics - Synthesized. Betsy Terpsma, BC Ferries Communications Manager. (Note: the time period for the analysis is not specified in the report document) 11 This Commuter Island. A Report on Ferry Use From and to Bowen Island. By Bruce Howlett, April 2005.

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BC Ferries Monthly Passenger Arrivals 2001-2005 – Snug Cove

Key Tourism Organizations Reviewing the organizational structure for managing tourism on Bowen Island was identified as a priority by the working group to determine how tourism would be coordinated and funded on Bowen Island. The following are some of the key organizations currently involved in tourism on Bowen.

The Bowen Island Chamber of Commerce (BICC) is the key tourism entity on the island and continues to drive the tourism initiatives and this Community Tourism Foundations process. The Chamber currently operates the Bowen Island Community & Visitors Information Centre (BIC-VIC) with operations partial funded through an annual grant from the municipality and HRSDC funding for summer students. The booth is registered with Tourism BC as an Info Booth but is not currently part of the official Tourism BC Visitor network of centres.

The Chamber also does some marketing of the community through the creation and publication of the Bowen Guide in partnership with the local tourism industry and has, for the first time, had the Guide professionally distributed in 2007. The Chamber also participates in a limited amount of co-op advertising and has been represented at The Vancouver Golf and Travel Show, Seattle Boat Show and North Vancouver Chamber of Commerce Trade Show, attended with the Bowen

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Island Golf Club and supported by various Chamber Members.

Bowen Island Municipality – local government currently supports tourism through its annual grant to the BICC for the operation of the BIC-VIC. 2.2 Market Potential and Tourism Opportunities 2.2.1 Fit with Global Trends Tourism is a worldwide industry and British Columbia is a small player. Due to worldwide competition, the dependence on personal disposable income, consumer confidence, and world events that are not within our control (such as war and disease outbreaks), international tourism growth is volatile in the short term. However, in the last two years tourism has begun to make a recovery in despite of the war in Iraq, SARS (Severe Acute Respiratory Syndrome), and a weak U.S. economy. Tourism has proven to be resilient and as a result is expected to grow at a healthy rate over the long term. For communities in BC, domestic visitors are likely to show less volatility and would be expected to make up the vast majority of visitors. Other key general consumer and travel trends that are relevant to BC communities include: • Going Green – increasing consumer and organizational awareness of carbon offset programs, energy conservation techniques and the use of environmentally friendly products • Approved Destination Status for Canada in China • U.S. Passport Requirements • Gasoline Prices • Travel Interest on the Rise • Baby Boomers continue to be most influential traveller group • Internet Usage Important in Travel Planning • Lead Times for Travel Planning – travellers beginning to plan further ahead again in 2006 • The aging population indicates higher growth rates in tourism activities that are less physically demanding • International visitors, especially those from Europe and Asia, tend to stay longer and spend more • Frequent travellers are higher income, higher education, older, and less likely to have children in their households • Most trips made by Canadians are made in their province of residence

Canadian and American travellers present the largest potential volume of visitors to BC communities. The U.S. market is expected to continue to be an important international market but the number of visitors is not expected to grow in the short term, with challenges such as new

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passport requirements, border and security issues, and the lower spending power of the U.S. dollar in Canada. Leisure travel in Canada and the U.S. makes up a larger number of trips and are growing faster than business travel. Baby boomers continue to be the largest demographic segment, with Generation X the second largest segment with a higher growth rate. Having an Internet presence is important as the majority of American and Canadian travellers use the Internet for vacation planning and about half book online.

2.2.2 Niche Tourism

Visitors to a destination are increasingly seeking to be an active participant in the experience. They are looking to be emotionally involved, educated, challenged, entertained or surprised. Decisions to travel now owe less to the geographic location of the destination and its physical attributes, and more to the delivery of “experiences”12. Understanding this fundamental change in the dynamics of much of today’s demand also helps to explain the rapid growth that has been taking place in a wide range of niche sectors. Whether it is culture and heritage tourism, ecotourism or culinary tourism, visitors are looking for that engaging experience that goes beyond traditional goods and services offered in the travel industry. The wide array of niche tourism products that have emerged demonstrate this increasing demand for creative and compelling experiences. The growing interest in these various sectors has been furthered by internet technology which is enabling the tourism industry and destinations to provide differentiated product to specific market segments in ways that was never before possible. Spa & Wellness Tourism The Asian and European cultures have practiced spa techniques for centuries and in Canada the spa concept has been around since the late 1800s. However, only in the last two decades have Canadian operators begun to tap into this industry. Public perceptions of spas have been slow to change and it is only in the last 10 years that the general public has begun to embrace the spa concept. This is in part a result of a shift in paradigm from spas being historically viewed as indulgent to a practice that contributes to a person’s wellness and well-being.13 There is also an increasing awareness of the role that exercise and nutrition play in maintaining a healthy lifestyle.

There is little difference in the demographics of US and Canadian spa-goers – both are dominated by women, average age of 40-44 years and an annual household income of approximately $72,000. However, the one distinct difference is in the number of Americans and Canadians who have visited a spa, with the Americans achieving a far higher ratio of spa visits.

12 This is often referred to as “experiential tourism” 13 Yankelovich, Inc, 2002, From Indulgence to Wellness & Wellbeing

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Spa-goer Demographics 2003

Demographics Canadian Spa-goer US Spa-goer Female 69% 71% Male 31% 29% Average age 44 years 41 years Average household Income CAD$72,100 US$72,200 Visited a Spa 1 in 10 (3.2 million) 1 in 5 (45 million)* Source: International SPA Association, 2003(* Americans aged over 16 years of age) Key Spa Trends for 200514 Spas as a travel generator. Indications are that spas will continue to influence consumers travelling decisions. Rather than being an ‘amenity’ offered at hotels or resorts, spas will be the motivating factor for selection of a particular hotel/resort. Spa communities. Following in the footsteps of golf, these residential communities provide residents with important lifestyle requirements such as health and fitness centred on a spa concept. The spa experience will become more corporate. Businesses will use spas to motivate employees (incentives), manage employee health and to treat clients. Insurance providers will begin to underwrite spa treatments as a means of lower overall medical costs, as most cases examined by family physicians are stress related. Spa Travel exploding on-line. US consumers spend $52 billion on online travel and this is expected to double by 2010. One-third of US leisure travellers name access to a spa as a primary consideration while making their travel plans. Major travel portals in 2005 will enable these spa-focused online travellers to book spa vacations. Enhanced interest in local and indigenous spa experiences. Spas and products that are able to leverage their geographic location and indigenous traditions will provide more distinctive and compelling spa experiences15. For example – treatments incorporating grape seeds in the Napa Valley and cactus flowers in the US Southwest. Eco-spas to thriving. Environmentally-friendly spas that not only contribute to clients’ personal health but also focus on global health, through eco-friendly practices and policies. Spa cuisine goes mainstream. Nestlé’s new spa cuisine line is leading the way as spa-inspired food could soon be common place in American households.

14 Based in part on Spa Finder’s Top 10 Spa Trends for 2005 15 ISPA 2004 Consumer Trends Report

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Wellness & Lifestyle The majority of research (presented above) and focus in the spa & wellness industry has been primarily on spa activities. However, businesses and organizations that focus on the lifestyle, health and spiritual side of wellness are also growing in popularity. There are numerous retreats (e.g. Hollyhock, Cortes Island, BC) that focus on connecting with nature, the environment and yourself and are based entirely around programs and education. Key activities include: yoga, mediation, personal development, health and healing as well as activities with an educational focus. There is also a significant overlap into other areas such as outdoor recreation, gardening, cooking and the arts. Many of the programs and workshops are built around key individuals that are well known and respected within their fields, who visit the retreat to host a specific workshop. Another key trend within this sector is the growing connection between wellness and education. This is clearly illustrated by partnerships like the new one recently created between Hollyhock and the University of British Columbia to host a series of workshops at the retreat.

Adventure and Ecotourism Interest in adventure and ecotourism related product continues to be strong in the market place, with an emphasis on soft adventure due to the aging population. The growing interest in experimental travel and sustainability illustrates the need for operators to offer experiences that give visitors an insight into local culture, peoples and the natural environment.

A database of BC nature-based tourism businesses was established and demonstrated that there are approximately 2,250 businesses offering nature-based activities in the province of British Columbia. In 2001, approximately 966,000 tourists spent a total of $908.9 million dollars while at nature based tourism businesses in British Columbia16.

The following points provide a very brief summary of some of the data and research presented in the Bowen Island Situation Analysis Report, July 2006 and other newer data that has become available over the last 6 months. Canada attracts 28% of all American Sea Kayakers, compared to only about 13% of general U.S. pleasure tourists. 17 Data from the latest TAMS18 Study for U.S. travellers indicates that 18.2 million American travellers participated in hiking during an overnight trip in 2004-2005. About 24,400 scuba divers were estimated to have used the services of British Columbia dive charter operators in 2003 and the recreational dive charter market was valued at $2,700,000 gross revenues per year.19

16 Economic Value of the Commercial Nature-based Tourism Industry in British Columbia, 2004 prepared by Pacific Analytics in cooperation with the Wildreness Tourism Association. 17 Travel Activities and Motivations of U.S. Residents, January 2007 – Special Report on Sea Kayakers 18 Travel Activities and Motivations of U.S. Residents, January 2007 19 A Report in 2004 by the Dive Industry Association of British Columbia in partnership with Tourism British Columbia,

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Cultural Tourism In 1998, the World Tourism Organization (WTO) first predicted that cultural and other closely associated forms of special interest tourism, such as nature tourism and thematic tourism, would be among the hottest trends of the 21st century20. This prediction was recently confirmed by the Pisa Forum, an annual ‘think tank’ comprised of leaders of the global tourism sector. In its 2003–2004 report21, the Pisa Forum noted that current market trends show that tourists are increasingly seeking experiential tourism offerings. Further, demand for authentic experiences which focus on local culture, learning, closeness to nature and wellness is on the rise, especially among older age groups22.

Globally, the WTO estimates that 37% of all international trips include a culture/heritage component and that the market is growing at an annual rate of 15% (CTC, 1999).

2.2.3 Provincial and Regional Planning Context Tourism in BC Total tourism to BC experienced steady growth until 2000, with a decline in 2001 due to the September 11, 2001 events. While a rebound occurred in 2002, further setbacks were experienced in 2003 due to the war in Iraq, SARS, and the forest fires in BC. Tourism grew again in 2004 and 2005, achieving record visits in 2005.

2006 year to date customs entries from Statistics Canada indicate a 1.5% drop in international overnight visits to the province compared to 2005, however Canada overall was down by 3.2%.23

The largest market remains BC residents that make up almost half of all visits to BC. The Rest of Canada and the U.S. markets are both around 21% to 22% of total visits. Asia Pacific makes up less than 4% and Europe makes up less than 3%.

The Provincial government has set a target of doubling tourism revenues by 2015. This is a very aggressive forecast that is not without risk as all market conditions need to be positive to achieve it. The average annual increase in tourism revenues from 1995 to 2005 was only 1.9%, while the current forecast for tourism revenue for 2007/08 is 4.5%: • 3.7% for 2006/07 • 4.5% for 2007/08

Simon Fraser University, the Underwater Council of British Columbia and Scuba Schools International Canada 20 WTO - World Tourism Organization. 1998, WTO Picks Hot Tourism Trends for the 21st Century. News from the World Tourism Organization. Internet, http:www.world-tourism.org/pressrel/LISBON.htm 21 IPK International, 2003, World Travel Trends 2003-2004, Forecast Forum: World Travel Market Global Travel Report 22 Express Travel and Tourism, 2003, Value For Money Will Be Major Determinant For Travel Trends In Future: Pisa Forum Report. 23 Tourism BC Backgrounder (Customs Entries to BC) #73 December 2006

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• 4.8% for 2008/09. 24

While these growth rates represent a significant increase from recent years, the industry requires revenue growth in excess of 7.0% per annum over the next 8 years to deliver on the Premier’s pledge of doubling tourism revenues ($18 billion) by 2015. Greater Vancouver Tourism Trends Total tourism to Greater Vancouver experienced relatively steady growth until 2000, then declines in 2001, 2002, and 2003. A rebound was experienced in 2004 in which a record year was achieved with over 8.5 million visits with 85% from Canada and the U.S. The trend continued into 2005 with visits reaching 8.6 million. Year to date (to August) for 2006 shows visits to Vancouver are up slightly over 2005 by 0.5%25.

Ontario residents were the most important Canadian market accounting for 11% of total overnight visitors in 2005, while Albertans made up approxcimately 8%. Both Washington and California are equately important US markets each accounting for 6.5% of total overnight visitors to Greater Vancouver in 2005.

2.2.4 Local Planning Context

There is currently no tourism plan in place for Bowen Island; however the Chamber does have a set of written goals and objectives that were formulated from a Tourism BC Community Essentials Workshop in March 2005. These objectives identify many of the tourism issues that Bowen Island is dealing with and these are also being considered within the context of this planning process. The Chamber is in the process of creating the position of Executive Director, Tourism Bowen Committee, to move the responsibility and activity out of the volunteer arena.

The Bowen Island Cultural Master Plan (2003) was incorporated into the OCP after its completion as an official planning document. It has a number of references to art and culture’s role in tourism, including it being “an important tourist attraction, drawing more visitors who stay longer.”

The municipality within its Draft BIM Strategic Plan26 has also identified a Community Economic Development Plan as a “Group 4” task force initiative and the beginnings of that planning process have commenced as part of the Municipality’s Sustainability Framework Working Group process in which the Chamber is actively involved. This tourism planning process and the resulting plan should be a key component of any future economic development plan and tourism should form an integral part of Bowen’s overall economic development strategy.

24 2006/07 to 2008/09 Service Plan, Tourism British Columbia, January 2006. 25 Tourism Vancouver 2006. 26 Draft April 3, 2006

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Official Community Plan (OCP) The OCP has a number of references to tourism, but does not fully acknowledge the value of tourism to the Bowen Island economy or community.

Zoning classification within Bowen’s OCP currently allow for tourism related development such as short term vacation rentals. These are a major issue in the Islands Trust area as they are said to driveup the cost of affordable rental housing. These are permitted on Bowen Island under the existing OCP, within the classification tourist commercial. The only area presently with tourist commercial zoning is Snug Cove. However, property owners are entitled to apply to the municipality to have their property re-zoned to tourist commercial to allow for short term vacation rentals.

However, Bowen’s recent housing study would suggest that cost of rental housing has more to do with being 20 minutes from Vancouver than with the tradition of short term vacation rentals.

Bowen Island Arts & Cultural Master Plan 2002 The master plan identifies arts and culture as having the potential to be a key economic contributor to the community, through creation and redistribution of income. It also acknowledges the need to develop this industry in an appropriate scale, compatible with the Island’s natural setting, its civic infrastructure, and the community population base.

The plan states that the market focus should begin with the Island population itself, where artistic and cultural events are true community celebrations in which visitors are also encouraged to attend. The cultural tourism component should generally aim for value-added products that maximize return with minimal impacts.

Recommendations include knowledge based activities as arts performance and education, including handcraft courses, and nature appreciation tours. Facilities for this type of work would largely be dependent on home-based studios and workshops, although more centralized production of handcrafted textile, furniture, or other products could be viable. Artisan Square will remain an important location for promotion and production of cottage or artisan industry. Key short to medium term strategies (1-5 years) that will assist the Tourism Industry

1. Coordinate with local shops to retail more Bowen-made handcrafts, visual art, publications on Island history and eco-education (identification of Island wildflowers etc.), as well as artisan food items. 2. Encourage local visitor accommodations to create an art display/retail system within their guest stay venues; and to develop art education/accommodation partnerships between the visitor accommodation sector and art education providers. 3. Cooperate with the BI Parks and Recreation Commission (BIPRC) to advocate for local management of the Nielson conservation property (former Lieben artists’ colony); and develop an arts/eco-tour component as part of the site conservation plan. 4. Advocate for and help design a municipal permit system that encourages street theatre and musical performances in public places by local artists.

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5. Coordinate a year-round cycle of arts and cultural activities including a summer theatre festival, Bowfest, and celebrations of seasonal change, such as the returning herons and migratory songbirds (spring), and coho salmon (fall). 6. Work with the existing Design Panel to educate the public about the Island’s Arts and Crafts architectural design guidelines; and to help update the Design Panel’s terms of reference to include greater use of local materials, and to incorporate “green building” standards.

Actual implementation of many of these projects will require cooperation with other organizations, such as the Chamber of Commerce, the Bed and Breakfast Association and island retreat centres. Currently the strategies numbered 1-3 are still priorties for the BIAC and continue to move forward, while 4 and 5 have largely been completed. Number 6 is one that will likely require further discussion with the existing design panel. Islands Trust Area Bowen is also part of the Islands Trust a federation of independent local governments, which plans land use and regulates development in the trust area. The Islands Trust Policy Statement (under which Bowen operates) has a number of limitations on development within the trust islands (e.g. no casinos or destination resorts).

Bowen Island is the only island municipality within trust jurisdiction. It is incorporated under the Islands Trust Act, but administered independently. The municipality conducts it own development planning internally and the Islands Trust Executive Committee reviews decisions for compliance with the Islands Trust Policy Statement.

Economic studies by BC Stats based on the 2001 Canadian census data, shows that for employment, tourism is the second largest economic activity in the trust area. It is second to the public service employment sector. Tourism accounts for 1,700 jobs or 19.6% of total employment in the Trust area.27

Islands Forum 2006 Tourism To encourage a general debate about tourism throughout the trust area, trust council and staff convened a day long public participation workshop in Duncan, BC on March 31, 2006. More than 140 people, including 7 from Bowen Island (including 2 delegates from the Chamber of Commerce) registered for the event. Six statements expressing a mix of visions, values and issues emerged from the process and were adopted as the top issues by the forum participants. These statements, in the order of their importance, were:

1. Proactive community visioning, planning with regulatory and market based controls and incentives, including a long-term strategy.

27 Initial Tourism Planning Strategy for the Islands Trust Area 2006

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2. Retain authentic rural communities, responding to community needs, residential based community, community values as a starting point, non-resident ownership, community integrity, diverse community. 3. Research, education, awareness, inventory and indicators to understand what tourism means to the island. 4. Low impact green tourism is the goal, concern regarding high impact activities (dirt bikes, ATVs, seadoos, jet skis, etc.) noise disruption to wildlife, peace, and quiet. 5. Degradation of natural environment, carrying capacity, overstressed ecosystems, pollution of noise air and water. 6. Opportunity to support First Nations cultural ecotourism.

An Initial Tourism Planning Strategy for the Islands Trust Area 2006 was subsequently developed based on outcomes of the Islands Forum 2006 Tourism conference held in March 2006, and on field and office research carried out by the consultant in March and April 2006.

The key principles include: • Environmental protection and conservation; • Primacy of resident interests; • Sustainability and local benefit; • Small scale and low impact; and • Equitable distribution of economic and social benefit28.

Recommendations from the Islands Forum 2006 Tourism The report recommends that trust council and staff: 1. Conduct an administrative review of the model tourism Policy Statement language provided in this report to submit to trust council for adoption. 2. Engage the trust programs committee and the trust council to adopt resolutions authorizing a one year trust area tourism planning process. 3. Allocate staff resources to: • prepare an evaluation report of the 1992 Salt Spring Community Tourism Action Plan; • research and select appropriate tourism indicators to include in a monitoring program; and • initiate development of a geographic information system (GIS) based tourism resources inventory.

28 Initial Tourism Planning Strategy for the Islands Trust Area 2006

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3. Issues and Challenges

The topics presented in this section are a combination of the Situation Analysis Report (July 2006) prepared by the facilitator and subsequent observations. The key issues and challenges will be addressed where possible by the strategies presented in this tourism plan, however in some instances they relate to public and private sector initiatives that require a more coordinated approach that would include tourism as part of a much larger initiative.

Small size of the community and tourism industry – the small size of the community and its tourism industry presents a challenge for developing and sustaining tourism businesses on a year round basis as most of the visitation is heavily concentrated in the summer months. The other issue with the size of the community is managing the impacts of tourism and where tourists go on the island. Tourist areas (e.g. designated beaches) should have the appropriate facilities and services for visitors to ensure the experience is maintained.

Organizational Structure – the structure for managing tourism within a community is key to its ultimate success. While the BICC has done an excellent job of coordinating tourism to date, there is a need for a tourism structure within the BICC to more efficiently manage tourism for the island and within the context of their other organizational functions and mandate.

Low Marketplace Awareness – the regional market awareness and perceptions study29 highlighted the relatively low awareness of Bowen Island in the regional marketplace. The following table is taken from respondents that are familiar with the Vancouver Coast and Mountains region in which Bowen Island resides.

29 Tourism BC/Roger Barnes Marketing 2006 Regional Market Studies: British Columbia, Alberta & Washington

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How familiar are you with Bowen Island ?

Market of Origin Washington Washington Vancouver Other BC Alberta West East Total 1 Not at all Familiar 38.5% 67.1% 82.1% 79.5% 52.6% 66.9% 2 15.3% 23.8% 7.7% 5.8% 17.2% 9.8% 3 18.0% 6.4% 5.9% 2.4% 5.9% 7.3% 4 16.3% 0.0% 4.3% 0.0% 0.0% 4.9% 5 Very Familiar 11.9% 2.7% 0.0% 0.0% 0.0% 3.3% Don't Know 0.0% 0.0% 0.0% 12.3% 24.3% 8.0% Source: Tourism BC/Roger Barnes Marketing 2006 Regional Market Studies: British Columbia, Alberta & Washington

The chart suggests that Bowen is somewhat known locally with 46% of people in Vancouver at least somewhat familiar. However, in other parts of BC (67%) and Alberta (82%) the majority of residents have no real knowledge of Bowen as a destination.

The same group mentioned scenery as a main tourism appeal, followed by hiking and boating/ferry as main tourism appeals on Bowen Island. The good news from this research project is the high response rates from these regional markets when asked if they were at least somewhat likely to consider a trip to Bowen Island: Vancouver 40%, other BC 41% and Washington East 100%. However, Albertans and residents of West Washington were not sure if they would consider a trip to Bowen.

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4. Tourism Vision and Key Experiences

4.1 Tourism Vision

A key component in developing this Tourism Plan was the visioning exercise conducted with the Bowen Island tourism stakeholders on July 10, 2006. The vision has helped to establish a direction and focus for the process and the subsequent development of this plan. The tourism stakeholders participated in a visioning exercise for the island in which they considered what they wanted tourism to look like on Bowen Island in five years time. A summary table of the visioning workshop is contained in the appendix.

The following vision statement for Bowen Island was developed by the facilitator from the visioning elements identified by the tourism stakeholders and subsequently endorsed by the local working group. The vision seeks to reflect the character of the island, its cultural and natural features and the opportunity that tourism presents for ongoing economic activity.

The vision rather than being solely focused on organizational goals of a lead tourism agency also reflects the core experience that Bowen offers visitors.

Tourism Vision:

To provide an escape for visitors to enjoy the natural environment, arts, culture and wellness opportunities that Bowen Island offers.

The Bowen experience will be achieved by focusing on sustainable tourism that manages visitation, is respectful of residents and seeks to establish tourism as key economic sector on the island.

Several guiding principles are also recommended based on the results of the situation analysis and planning workshops to guide how tourism is managed to achieve the vision. 4.2 Core Guiding Principals

The following guiding principles have been integral to the process and are consistent with the goals outlined in the plan.

1. The community will pursue sustainable tourism that provides for meaningful destination experiences while respecting the island's natural heritage, cultural resources and social character; improving the quality of life enjoyed by citizens; and, enhancing the economic health of the community. 2. The tourism plan will be yield driven and emphasize the need to concentrate on increasing visitor spending, as opposed to focusing solely on increasing visitor numbers.

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3. The destination marketing and management function of Tourism within Bowen Island will be driven by a business perspective that treats tourism as a major business on the island. Adopting a business model also includes ensuring an inclusive approach to tourism planning with community and industry partners; destination marketing in collaboration with industry to "build the business"; and, facilitation of product development to ensure a competitive tourism product. 4. The destination must be responsive to visitor needs and ensure that the plan is consumer focused. The tourism industry needs to understand the visitor first, develop tourism experiences to meet those needs, and then market the appropriate tourism experience to the appropriate type of visitor. 5. Local government will foster a positive environment for the tourism sector and recognize the significant of tourism to the local economy.

4.3 Defining the Key Experiences As part of the visioning session on July 10, 2006 the group began to identify key experiences, products and themes that will shape the present and future of tourism on Bowen Island. The key product sectors identified were: Spa and Wellness Arts and Culture Nature-based (adventure & ecotourism)

Product development that focuses on these key experiences, partnering existing resources and establishing links with local organizations like the Bowen Island Arts Council will be an important part of this tourism plan, but perhaps more important is the need to address organizational structure and destination management. These two attributes will ensure that the framework is in place to implement the tourism plan and that the experience is managed and maintained to marketplace expectations, with careful consideration given to residents needs.

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5. Development and Marketing Strategies

The five key program areas for managing tourism on Bowen Island include: organizational structure, tourism funding, tourism management, product development and marketing.

This section highlights specific strategic initiatives under each of the five program areas and identifies the objectives and a rationale.

5.1 Organizational Structure

Objective: To create a centralized and representative tourism structure that will lead to improved communication and more effective management of the tourism industry on Bowen Island.

Rationale: To date the tourism industry on Bowen Island has been coordinated on a volunteer basis through the Bowen Island Chamber of Commerce (BICC). The Chamber also manages the Bowen Island Community and Visitors Information Centre (BIC-VIC), prepares the visitor guide and undertakes other small scale marketing and promotional activities.

These efforts are currently funded through advertising revenues from the Chamber’s publication of the Bowen Island Guide, cooperative advertising partnerships, an annual municipal grant and Human Resources and Development Canada (HRDC) for summer visitor centre student councillor.

The Chamber’s management of tourism on Bowen would benefit from a more representative tourism committee within the Chamber and the ability to financially report tourism related initiatives separately from other BICC activities. This will assist the chamber with more clearly demonstrating the value of tourism, advocating for its ongoing support and coordinating its ongoing initiatives.

5.1.1 Bowen Island Chamber of Commerce (BICC) The BICC is the logical choice as the organization on the island to coordinate the management and marketing of tourism. However, there are several key initiatives that will assist the BICC in how it deals with tourism within its broader mandate as a chamber of commerce. In order to more effectively accomplish the vision and objectives for tourism outlined in the Bowen Island Tourism Plan the BICC will need to: 1. Restructure the Tourism Bowen Committee under the BICC to allow for representation from key stakeholders and tourism sectors (in progress).

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2. Create a Tourism Bowen Committee that is less reliant on volunteers for implementation by creating a structure whereby there is remuneration available to the person charged with the responsibility and authority to move tourism initiatives forward and communicate with stakeholders (in progress). 3. Create a separate financial reporting function for tourism within the BICC (in progress). 4. Continue to demonstrate the value of tourism to the community and lobby the municipality for ongoing support (in progress).

5.1.2 Tourism Bowen Committee of the BICC The restructured Tourism Bowen Committee reflects the collaboration required to effectively implement the Tourism Plan. The committee includes the key organizational partners and a cross section of tourism industry businesses. The proposed structure is as follows:

Structure of Committee

1. Accommodation/Marinas

2. Arts and Culture / Bowen Island Arts Council

3. Bowen Island Chamber of Commerce

4. Golf / Recreation

5. Bowen Island Municipality

6. Spa and Wellness

7. Retail / Restaurant / Entertainment

8. Unaffiliated at large * There will be only one (1) appointment per organization/tourism sector listed above. The structure of the committee is something that could change over time, as the industry matures (e.g. new tourism sectors emerge) or partner organizations emerge. Currently the Chamber is pursuing a process whereby an Executive Director would develop the Tourism Bowen Committee by soliciting membership from the appropriate categories and, based on the input from the committee has both the responsibility and the authority to create and implement programs and products to enhance tourism on Bowen.

Key Responsibilities of Tourism Bowen Committee

Community and Visitor Services – the Tourism Bowen Committee would oversee operation of the community and visitor information centre which provides a valuable community as well as

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visitor function on behalf of the Chamber and the community of Bowen Island.

Marketing – the Committee would also be responsible for implementing the marketing tactics identified within the Tourism Plan. The committee will review all existing tourism related activities like the North Vancouver Chamber of Commerce Tradeshow and production of the Bowen Island Guide and make recommendations as to their inclusion with new marketing tactics in the annual marketing plans developed for Tourism Bowen.

Destination Management – the focus is on building awareness of the value of tourism and its contribution to the local economy within the community and local government. This area would also include looking at ways to proactively manage tourism’s footprint and impact on the island. Product Development – the key short term initiatives under product development would focus on: Immediately begin strategic planning to identify programs and products that can build tourism in the shoulder and off season (e.g. packaging, small meetings and events) Assisting operators with packaging (e.g. accommodation, activities, ferry, dinner etc…) and coordinating a Tourism BC Packaging and Distribution Workshop Working with the Bowen Island Arts Council to develop arts and cultural tourism (e.g. studio tours program) and initiatives included in and beyond those identified in the Arts & Cultural Master Plan 2002. Working with the Trails Committee to look at initiatives related to trails in the island and the links to other services such as education, ecology and retail.

Tourism Bowen Committee Executive Director/Tourism Champion The Executive Director of the Tourism Bowen Committee would be hired by the Chamber and be the key contact person on the island for tourism and coordinate the overall implementation of the Tourism Plan. The executive director will also be the active member/volunteer/face of Tourism Bowen for the BICC supported by the other committee members. 5.2 Funding Tourism on Bowen Island

This section identifies the need for short term funding requirements to implement the majority of the initiatives contained within this plan. In addition it also outlines some of the objectives for creating a more sustainable funding source for tourism over the long term. These objectives highlight the ongoing work that needs to take place to continue to improve tourism funding and partnerships on the island.

Objectives: 1. Grow on and off island private sector financial contributions by offering innovative marketing and development programs

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2. To fully leverage the 50/50 matching funds Tourism BC Community Tourism Foundations Marketing funding available 3. To seek Council approval to utilize the Phase 2 UBCM funding to implement the strategies and initiatives outlined within this Tourism Plan 4. Explore the Tourism BC Visitor Network requirements and funding opportunities for the BIC- VIC 5. To lobby the Bowen Island Municipal Council for ongoing support of tourism 6. Explore BICC and private sector partnerships to promote and sell packages 7. At a later date review the additional 2% additional hotel room tax as a possible future funding option

5.2.1 Funding Requirements The following table outlines the funding requirements to implement the strategies contained within the remainder of this section. Refer to Sections 5.3 to 5.5 for the detailed initiatives under each of the key areas. Many of these initiatives have a small budget, but also assume that resources to organize and venues to host events/sessions will be provided at no cost. Also note that the specific marketing tactics and budget have yet to be confirmed with the BICC.

Tourism Bowen Funding Requirements

Budget Budget Items Description Financing Est. Management of Tourism 4,000 Managing visitation 00 Working with BI Sustainable Minimal financing required, Community Advisory Committee to mainly volunteer time look a proactive measures for managing and planning for tourism Value of Tourism 500 BICC to work with facilitator and Resources provided by Tourism BC to implement Value of Tourism BC tourism model (e.g. commercial accommodation survey) BICC Tourism Awareness 250 Raising level of awareness regarding tourism in community Quality Assurance 250 Prepare newsletters and emails to BICC ensure operators are aware of programs and standards Training and Development TBD Superhost, Retail BC, emerit courses BICC, Tourism BC, local businesses, Retail BC

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Budget Budget Items Description Financing Est.

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Budget Budget Items Description Financing Est. for studio tours kind donations Arts Directory TBD BIAC initiative to update and BIAC and Tourism BC reproduce a directory with listings for Marketing Program all artists and artisans on island

5.2.2 Funding Sources There are a variety of funding sources for tourism on Bowen Island, some of these are existing (i.e. private sector and municipal) and others will be new (i.e. Tourism BC Marketing). This section outlines the various funding sources and presents short term funding and long term possibilities separately.

Short Term Funding (1-3 years) 1. Private Sector – local tourism businesses and operators will be key to sustaining tourism over the short term, as well as playing an important role in the long term development of the industry. Current participation from the private sector funds the production of the Bowen Island Guide and creates a revenue stream that can partially support the tourism initiatives that the chamber undertakes. 2. Tourism BC - Community Tourism Foundations Marketing - as part of the Tourism BC Community Tourism Foundations program, communities once they have completed a tourism plan are eligible to access up to $50,000 over three years in matching (50/50) marketing dollars through Tourism BC. The eligible activities and requirements will be detailed in the final tourism plan.

3. UBCM Community Tourism Funding - the second round of UBCM funding has been announced and the BICC is in the process of making application through the Bowen Island Municipality for funding to be directed towards tourism initiatives. Bowen Island will receive exactly the same amount of funding, a total of $17,544.98, for Phase 2 as if obtained in Phase 1.

There will be no change to the criteria and timeframes for applications. The recommendation for UBCM Phase 2 funding is that it again be distributed to the BICC by Council to be applied to the implementation of this Tourism Plan.

The phase 2 funding will be critical in the short term for product development, destination management (e.g. training and education) and leveraging marketing funding. The exact allocation of the funds to projects within the plan should be determined once the criteria are officially released and the budget known.

4. Current BICC Initiatives - The BICC is currently partnering with the Bowen Island

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Historians to produce a series of postcards for wholesale distribution and also with the BIAC to produce an illustrative map/poster of the island. BICC is in discussions with the Municipality with respect to a service contract to operate the BIC-VIC. Retail sales are another potential revenue source and one which the majority of BC visitor centres do not fully maximize. However, the BICC believes it’s financial and human resources are inadequate at this time to fully purse this option. The BICC are planning on offering a fee for service online reservation service to the B&B community in 2008. Innovative chamber/tourism agency and private sector agreements for the delivery of packaged experiences, where a private operator is registered through the Travel Assurance Fund (TAF) and the Chamber is able to derive a commission for the transaction are certainly working in other jurisdictions (e.g. Osoyoos) within BC. However, careful consideration needs to be given to any fee for service arrangement where the Chamber is collecting revenue or commissions for an overnight package. The Travel Assurance Fund (governed by the Business Practices and Consumer Protection Act) places significant responsibility on organizations selling travel that include posting a substantial bond and potentially exposing directors to liability issues. 5. Tourism BC – Visitor Centre Network - The BICC-VIC is an Info Booth only and currently not part of Tourism BC’s Visitor Centre Network and as such is unable to benefit from a host of programs, services and funding that this offers communities. It should also be noted that there are stringent requirements that often do not suit or meet the needs of every community depending on their stage of development.

Bowen Island appears to meet the requirements for hours of operation and recently (i.e. 2006) qualified in terms of centre volume (i.e. 3 visitor parties per hour during key summer months).

Key Tourism BC Visitor Centre Network opportunities include: Training and networking opportunities with other centres throughout the province Branding of the centre with Tourism BC logos etc A funding contribution of $5,000 pa Potential to apply to a special projects fund for items such as equipment upgrades, centre relocations and improvements.

Further discussions are warranted with Tourism BC’s visitor centre network staff to determine exactly what is required to officially join the network and what is appropriate for Bowen Island in terms of providing visitor services.

6. Municipal Funding - tourism is a key economic sector for the community and as a result municipal investment and support for the tourism industry is critical. The private sector will continue to be the major funding source for tourism on Bowen however the municipal support is key to maintaining services such as the community and visitor centre (BICC-

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VIC). The municipality currently provides the BICC with a $12,000 one (1) year grant for the operation of the BIC-VIC. While a municipality the size of Bowen certainly has challenges in managing finite resources, research indicates that municipal investment in tourism in BC based on population ranges from $2.00 per to $10.0030 per resident. This places Bowen Island towards the lower end of the scale given that some of the existing funding also flows back to the municipality through property taxes and rent.

The BICC should continue to lobby local government and demonstrate the value of tourism to by presenting a business case that clearly outlines the community return on investment for funding tourism initiatives. 7. Other Funding Sources – partnering with other organizations to leverage resources and funding can also be very beneficial, particularly if there are common objectives or goals. For example, the Arts and Cultural Master Plan 2002 has a number of tourism related objectives and initiatives that the BICC could partner with the Arts Council to implement.

1. Additional 2% Hotel Room Tax (AHRT) A total of 31 municipalities in BC as at February 1, 2007 have implemented an AHRT. This includes the following Lower Mainland communities: Burnaby, Surrey, Richmond and North Vancouver, Vancouver, Langley, Abbotsford and Chilliwack. This tax currently represents the only significant long term non-government funding source available to communities to fund tourism management and promotion. However, it is not without issues, as the collectors of the tax often believe they should be in full control of how the funds are spent. Successful implementation of an AHRT requires 51% of the commercial fixed roof accommodation properties (with 4 units or more) and 51% of the total room base to agree to the proposal. The implementation of an additional 2% hotel room tax (AHRT) has been discussed as a funding option during this process, but would not be considered until at least one of the proposed inns has been completed, likely not prior to 2009 . The potential development of two new inns (up to 20 rooms each) on the island will substantially increase the bed base and the dynamic of the accommodation sector. Currently Bowen Island has seven properties (e.g. 4 rooms or more) that are required to

30 Tourism Structure Survey 2004, Tourism Maple Ridge & Pitt Meadows

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collect the Provincial 8% room tax and would qualify for the AHRT if implemented. There is no reason to believe that implementing an AHRT on Bowen Island would place the overall destination at a competitive disadvantage given the wide spread application of the AHRT throughout the Lower Mainland and BC. However, careful consideration needs to be given to the implementation of this tax within the Bowen accommodation sector as the majority of the properties are small B&Bs that currently do not qualify for the Provincial 8% room tax or the 2% AHRT.

While not a new concept within the industry, tourism management is certainly an area that has been neglected or largely overlooked by communities and destinations. Many of the components of a tourism management strategy are undertaken in partnership with supporting organizations that provide the resources for communities to accomplish their overall tourism objectives.

The key focus for Bowen Island with regard to the management of tourism is: managing the tourism areas on the island and seasonality; building awareness of the value of tourism; addressing product quality issues; and research into resident attitudes towards tourism;

The strategies and actions outlined in the tourism management section of this plan require significant partnering between the BICC Tourism Bowen Committee and other organizations like the private sector as well as external partners like Vancouver Coast & Mountains, Tourism BC and Retail BC.

5.3.1 Managing Visitation and Seasonality Key Objectives: Continue to listen to community concerns regarding tourism activities on the island Work with the Bowen Island Sustainable Community Advisory Committee to look at proactive initiatives for managing tourism’s impacts and planning for future usage Explore packaging opportunities to enhance the visitor experience and expand the tourism season

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Rationale: The perception of tourism within a community often has a lot to do with how it is managed and in many communities there is no one body or organization responsible for this, merely marketing agencies. The BICC Tourism Committee will take the lead on managing how tourism is not only perceived within the community, but also how it is managed.

The BICC has been proactive in taking steps to manage the impact of tourism in specific areas in recent years and beaches provide a good example of this. Beaches are a key attraction on Bowen Island with many offering safe swimming opportunities. Only those beaches with parking and facilities (e.g. Sandy, Tunstall Bay and Bowen Bay) for visitors are now being promoted through the visitor guide, which will take some of the pressure off local neighbourhood beaches which are not as well equipped to accommodate visitors.

The key initiative within this plan for addressing Bowen Island’s seasonality issue is packaging. The objectives outlined in Section 5.4.1 will help create more year round opportunities for businesses and entice people to stay longer on the island as they begin to appreciate what is on offer. Formal packaging workshops through Tourism BC followed up with local action oriented sessions to assist businesses in developing Bowen Island packages will create a more unified experience for the consumer. As a result new opportunities for the shoulder and winter seasons will emerge, through spa, wellness, meeting, wedding and ecotourism related packages.

5.3.2 Tourism Awareness Key Objectives: Raise the level of awareness of the value of tourism to the local economy within the resident population and the municipality Raise the awareness of tourism among local businesses Implement Community Tourism Foundations “Value of Tourism” model to generate baseline estimates of tourism’s contribution to the island Rationale: Tourism awareness programs are key to raising the profile of the industry and creating a stronger tourism economy in ways that do not compromise traditional quality of life enjoyed by residents. Part of this can be achieved by the consultation process in developing a tourism plan, but also in circulating the final tourism plan to organizations and other businesses on the island and outside to ensure everyone is aware of the opportunities and partnerships the plan presents.

Developing an understanding of tourism and also demonstrating its value to a community or local economy is one of the first steps towards developing partnerships and support for tourism initiatives. The challenge in the past has been doing this without hard data or statistics to back up the claims.

The Value of Tourism Model provides a tool for calculating estimates of tourism’s size and value that can be used to help educate private and public sector organizations.

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Background: Community Tourism Foundations Value of Tourism Model – this model was developed by the Tourism Planning Group for the Community Tourism Foundations program. It provides facilitators with a framework for estimating of the size and value of the tourism industry in a region or community. The information generated can be used as a tool to help qualify tourism’s contribution to other potential partners. The success of this model depends largely on obtaining base data from a representative number of commercial accommodation operators in the community that serves as the basis for calculating the estimates.

5.3.3 Quality Assurance Key Objectives: Ensure that product quality meets marketplace expectations Ensure tourism operators are aware of and encouraged to participate in quality assurance programs Rationale: Quality assurance is an increasingly important consideration for destinations, particularly given the growing competitiveness of the wider market. Products that are well-matched to market needs and expectations will prevail. The role at the destination level is to help the tourism industry adopt and maintain the necessary standards to ensure a competitive product market match.

The tourism industry needs to ensure that its product matches market expectations and gives customers the confidence to know exactly what they are purchasing. The primary objective is disseminating the information to operators to let them know that these programs and standards exist and there are benefits to participating in them.

Many tourism organizations now only partner (e.g. marketing program) with businesses that meet minimum criteria, the following is an example of tourism stakeholder criteria adopted by larger Destination Marketing Organizations (e.g. Tourism New Westminster) and regional tourism association.

All tourism stakeholders must be in compliance with all municipal, regional district, provincial and federal regulations and bylaws; all tourism operators must hold appropriate insurance; and commercial accommodation properties must be at least one of the following: Tourism BC accommodation approved, AAA rated/approved or Canada Select rated/approved.

Background: Tourism BC Approved Accommodation - Tourism British Columbia's inspection program grants Approved Accommodation status to accommodation properties that meet established standards. This is a requirement for accommodation businesses wishing to participate in Tourism BC's accommodation programs, including the HelloBC Listings Program, the Reservation Program and the BC Escapes® promotional campaign. In addition, Approved

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Accommodation businesses can also apply for "Approved Accommodation" highway signage. Canada Select (for fixed roof properties) and Camping Select, (for campground/RV properties) is an industry driven, consumer sensitive rating program. It provides visitors with a nationally consistent standard of quality within categories of roofed accommodation. Canada Select uses a recognized star rating system, awarding from 1 to 5 stars for modest to luxurious properties. The Canada Select Program is administered by industry representatives from the BC Lodging & Campgrounds Association (BCLCA) and the BC & Yukon Hotels' Association (BCYHA) and is delivered by Tourism BC. As a prerequisite a property must be registered and participating in Tourism BC’s Approved Accommodation Program before it can receive a Canada Select rating in BC. Access Canada is a voluntary program to improve physical access and service for seniors and people with disabilities who use public accommodation in British Columbia. These two market segments have grown substantially over the last decade and will continue to grow in the future. The purpose of Access Canada is to provide owners and managers with clearly defined standards to make their properties more accessible in order to attract more customers from this rapidly developing market.31 Export Ready Policy - Tourism BC has developed an export ready policy for tourism products, reflecting the fact that the tourism sector is essentially an export sector. In Tourism BC's terminology, "export ready" for tourism includes not only product standards based on market expectations (e.g. Canada Select standards for accommodation), but also includes "requirements" for doing business with the travel trade and tour operators. Export ready products are equipped to engage in packaging arrangements with tour operators and able to do business both nationally and internationally.

5.3.4 Training and Development Key Objectives: Provide information and resources to ensure people and organizations in tourism and retail have access to the appropriate training and professional development programs Rationale: Standards of customer service vary greatly within the tourism industry. Human resource issues are also compounded by the seasonality of the industry and the limited availability of staff particularly if the job is only part time. As an initial step customer service training should be encouraged throughout the industry to establish a base-line understanding of standards and to complement any quality assurance programs. A sample of the key resources and programs available are mentioned below

31 Guide to Tourism BC’s Inspection and Approval Process, 2006

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Background: SuperHost - developed and administered by Tourism BC is a series of eight interactive customer service based training workshops to support people working in service industries. Content ranges from enhancing core communication skills to dealing with irate customers, understanding and exceeding expectations across cultures, providing excellent service for customers with disabilities, empowering and coaching employees, being an effective problem solver. Retail BC - Retail BC launched Canada’s first comprehensive retail skills development program in March 2006 to train front-line retailers in British Columbia. The retail PEAK program was developed to help management and staff enhance retail ‘performance, empowerment, attitude and knowledge’ (PEAK). The program offers nine skills-training courses: three in customer service, three in sales and three focused on management and staff development. The training programs are delivered by locally-based organizations throughout BC, including Advanced Corporate Training, JobWave, WCG International, BC Community Futures Development Corporations, Business Improvement Associations, Chambers of Commerce and other organizations interested in the delivery of quality retail training. Interested retail businesses need to register on the retail PEAK website (www.retailpeak.com) to find courses available in their community or to invite a trainer in-house. emerit - while there is potential to work with Colleges and universities in the GVRD in the delivery of relevant tourism training there are also established on-line resources that will be helpful and perhaps more accessible to many tourism industry workers. emerit promoted by Go2, offers all the necessary training resources, including self-study tools and work books, and can be used by an individual to track their professional development.

5.3.5 Cooperative Partnerships Key Objectives: BICC Tourism Bowen Committee to work closely with other key local organizations to achieve the tourism objectives outlined in this Plan Rationale: The concept of cooperative partnerships focuses on leveraging resources and funds to achieve the objectives outlined in this plan. While the BICC will be the lead tourism organization on the island, they will require the support of other agencies like the municipality, Arts Council, Trails Committee, GVRD and other groups in relation to tourism management and product development initiatives identified in the plan.

5.3.6 Green Initiatives Key Objectives: To assist in disseminating information on initiatives to conserve energy and protect the local environment To support private and public sector initiatives to conserve energy and protect the environment Liaise with the Bowen Island Sustainable Community Advisory Committee to look at ways to

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disseminate the information to residents and businesses Rationale: The residents’ quality of life and tourism experience on Bowen Island rely heavily on the natural environment, so initiatives to minimize the impact on it and conserve energy should be supported. Investigating the use of carbon offset programs to counter the affects of transportation and supporting municipal and business efforts to minimize waste, recycle and conserve energy will not only provide benefits for the residents and businesses but also appeals to consumers/visitors who also value these initiatives.

Green programs are a way to differentiate products or services in a crowded marketplace and increase market share. These initiatives can also increase brand loyalty, and build goodwill with customers, suppliers, communities, and other stakeholders32. Background: Conserving energy - BC Hydro’s Power Smart program provide a wealth of information for business on how to reduce energy consumption. Energy efficient technologies provide the opportunity to: save money, improve the work environment, contribute to environmental sustainability and businesses could also receive financial incentives through BC Hydro. The BC Hydro website contains information by industry for hospitality, restaurants and retail. Minimizing Environmental Impacts – the most obvious practices for minimizing impacts is the use of biodegradable products, recycling systems and purchasing products and services locally. Carbon Offsets - these can be purchased (e.g. TerraPass) for some or all of a business emissions after efforts have been made to reduce energy consumption. By offsetting emissions in this way, a business can claim that its product, service or operations are carbon neutral. The money to purchase a carbon offset is used to fund renewable energy projects such as wind farms or plant trees.

5.3.7 Infrastructure Key Objectives: Support initiatives to improve ferry marshalling Support beautification and streetscaping in Snug Cove area Advocate for the upgrading of the public washrooms in Snug Cove area Support the development of a civic centre facility Rationale: Infrastructure initiatives have the ability to significantly enhance the tourism industry by improving access both within and to Bowen Island and the overall tourism experience. The Chamber’s efforts as the lead tourism agency to support and lead initiatives related to BC Ferries access, snug cove ferry marshalling infrastructure changes and beautification should be encouraged.

32 David Suzuki Foundation – website “How Top Companies are Reducing and Offsetting their Emissions”

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5.3.8 Research-based Initiatives Key Objectives: Utilize existing research and tourism publications to stay informed of new developments and current market information Explore the opportunity to complete a residents survey to gauge “attitudes towards tourism” in partnership with a BC College or University and Tourism BC Research Services Rationale: Tourism and research related publications and newsletters provide a wealth of knowledge for local tourism agencies and businesses. These should be regularly reviewed to enable the Tourism Committee of the BICC to respond to opportunities and disseminate the information to tourism businesses on the island.

A study to clarify resident attitudes towards tourism would be a key step towards helping address local concerns related to tourism and/or capitalizing on existing support to create new partnerships and access further resources. This project could also be used to gather some data on the visiting friends and relatives (VFR) market from residents.

Research based initiatives would also include implementing the Value of Tourism model (Section 5.3.2) and establishing an ongoing accommodation tracking program through Tourism BC. Commercial accommodation tracking is also a key component for measuring the success of the plan, better managing the industry and guiding future marketing initiatives.

5.4 Product Development Quality tourism product is crucial to the ongoing success of the Bowen Island tourism industry and increasing visitor length of stay and spreading visitation more evenly. The product development initiatives identified below focus on enhancing existing cultural and nature based experiences on the island rather than creating a list of development projects. 5.4.1 Packaging Key Objectives: Increase visitor length of stay on the island by packaging experiences Facilitate the development of new packages that highlight the core experiences of arts, culture, wellness and nature Host a Tourism BC Tourism Business Essentials “Packaging and Product Distribution” workshop for the tourism industry that brings together key sector partners to discuss packaging opportunities (e.g. arts, culture, wellness and nature). Followup the Tourism BC workshop with a stakeholder networking event to further explore the packaging concepts and opportunities and work towards developing several new packages to promote the destination for 2007/08.

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Rationale: Packaging will help create more activities and products to entice visitors to catch the next ferry or stay the night. Why package? A customer may not be aware of a specific product until it is seen as part of a package, or they may not have known enough about an individual product to stop and experience it without having it included as part of a larger package. Packaging also gives customers a sense of value and security, making it easier to travel to a destination33. It provides businesses with the opportunity to pool resources to promote their services and products collectively, thus promoting collaboration not competition.

Packaging provides one-stop shopping for wholesalers as well as independent travellers by bundling products and services and can bring a product to life and make the decision to purchase an easier one.

Tourism BC Tourism Business Essentials “Packaging and Product Distribution” workshop The 3-hour introductory workshop has been designed to teach participants the basics of packaging including how to develop products and packages, how to package with other suppliers and how to effectively price for different sales channels. The workshop will also address the basic elements of marketing and sales including determining market demand, working with tour operators, working with municipal, regional, provincial and federal tourism offices, exhibiting at trade shows and other relevant sales activities. Participants will practice developing and pricing a package and walk through the steps of distributing this through the many sales channels. Participants receive a copy of the Tourism Business Essentials guide Tourism Packaging & Product Distribution (cost $65.00 per person with a minimum number of 10).

Follow-up Packaging Session(s) Following up the Tourism BC Packaging and Product Distribution workshop with an action oriented stakeholder packaging workshop with the right mix of tourism operators, other island businesses and organizations (e.g. BIAC and BICC) at the table would result in new business relationships and ideas to better package and sell the activities and experiences that Bowen Island already offers.

Packaging concepts should be consistent with the vision and focus on combining accommodations, activities and experiences (e.g. arts & culture, golf, kayaking, hiking, spa/wellness, events/festivals, weddings, meetings, cuisine and retail).

33 Tourism BC – Tourism packaging and Product Distribution – Tourism Business Essentials

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5.4.2 Arts & Culture Key Objectives: Develop arts and cultural products and programs in partnership with the Bowen Island Arts Council (BIAC) and local artisans Rationale: Bowen Island has a wealth of artisans, products and services that are only partially engaged in tourism, but offer huge potential based on the experience of other destinations in BC (e.g. Sunshine Coast).

The 2002 Bowen Island Arts and Cultural Master plan identified a number of tourism related initiatives for enhancing local arts and culture while providing further activities and programs for visitors and residents. To date two of the tourism related initiatives identified have largely been implemented including: Municipal permit system for street theatre, and Coordinating a year round cycle of arts and cultural activities

Further cultural development initiatives that present the best potential to enhance Bowen Island’s tourism product include: Supporting Bowen Island’s application for Cultural Capital Status in 2010. Further expansion of the street banner initiative Promotion of self serve studio tours on the island Update and reproduce the Arts Directory Further participation in workshops with the tourism industry and retail to develop experiential packages with an arts and cultural component (e.g. plays and festivals, galleries, studio tours)

5.4.3 Natured-based Activities Key Objectives: Examine the trail network for opportunities to enhance the experience and the economic contribution of visitors using trails Rationale: Bowen Island has a strong network of trails that generate a significant number of visits to the island, but in many cases the economic returns to the community from day visitors are limited. Re-routing of some trails or looking at trailhead locations may provide the opportunity for routing visitors through the retail hubs of Snug Cove and Artisan Square.

Creating trail options is also an important consideration as hikers have very different needs and expectations to causal walkers who are more interested in a short nature stroll (less than 1 hour), which can be enhanced with interpretation (e.g. signage and panels) and then the opportunity for shopping and lunch.

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Opportunities to develop multi-use and mountain bike specific trails could also be explored. The Ministry of Tourism, Sport and the Arts has over the last year undertaken a number of initiatives aimed at enhancing the mountain biking sector. One such initiative is the drafting of a new policy that will enable clubs and or municipalities to enter into an agreement with the province to manage trails on crown land. There is also a new (established in 2005) provincial association, the Western Canada Mountain Bike Tourism Association (www.mbta.ca) that is dedicated to assisting communities with developing their mountain bike tourism experiences in a sustainable manner.

Long term opportunities for the trails network could include the development of overnight packages where hikers/riders can travel from one B&B to another via the Bowen Island trail system. Background: Bowen Walk – In 2006, through the Bowen Island Guide, the BICC introduced the ‘Walk Through Time’ as a self-directed tour for visitors. This idea has been expanded this year to the Bowen Walk which gives visitors the opportunity to take an expanded self-directed tour that encompasses Killarney Lake and Artisan Square. The full walk is 4+ hours (with stops) but visitors have an opportunity to ‘peel off’ at various points.

Cross Island Trail – this trail has been in development for many years and the potential (as yet unknown) of being an extension of the Spirit Trail (Deep Cove to Horseshoe Bay). 5.5 Marketing A destination approach to marketing and sales does not eliminate the need for continued investment in strategic marketing and sales by individual businesses. Rather, it creates a hierarchy of marketing that begins with enticing the potential visitor to the destination first, and then showcasing the range of activities, attractions and accommodations available. The product development strategies in the previous section will ensure new products and services are also developed. The marketing tactics will focus on communicating the island’s key attributes of nature, arts, culture and wellness. The messages will be supported by high quality images and a consistent theme that runs through all media and promotional materials. Current initiatives The majority of marketing on the island to date has been under taken by the BICC acting as the lead organization for tourism within the community. There is currently no marketing plan in place, though the Chamber does have a number of initiatives for promotion, which have been adequate considering the size of the industry and the resources available. These include: Bowen Island Visitor Guide - the primary marketing tool for the island is the visitor guide produced annually by the Chamber of Commerce in partnership with the local industry, whereby operators pay to advertise in the publication. The 2007 guides are being distributed through Certified Folder a company that specializes in tourism brochure distribution and racking in visitor centres. The guide will go to Tourism Vancouver, hotels and other VIC’s and chambers throughout the province, as well as BC Ferries.

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Attending the North Vancouver Chamber of Commerce Tradeshow The BICC also maintains a visitor page on its website (www.bowenisland.org) which contains information on visiting Bowen and an electronic copy of the current Bowen Guide for downloading in PDF format. There is currently limited group travel business to the island with one small operator (Rockwood Adventures) and a number of more informal groups (ESL schools, kids camps and seniors groups)

5.5.1 Branding the Bowen Experience

Currently the tagline of “Within reach. Beyond comparison” is used for the Bowen Island Guide along with “BC’s marine playground”. However, other phrases such as “the island of walks and wellness” have also been used by Bowen Islanders and speak more directly to Bowen’s core tourism experience and the vision identified in this Tourism Plan. The “Slow” Movement One other concept that was discussed at the recent February 2007 Bowen Island stakeholder meeting was the “Slow” movement and the idea of Bowen becoming North America’s first “slow- island”.

Stradbroke Island in Queensland Australia has the distinction of being the world’s first “Slow Island” and residents hope there will be real economic benefits to the tourism industry and the island community as a result. Advocates are quick to point out that it’s not about slow service but how you can slow down and really enjoy the Island.

The slow movement is about reclaiming time and slowing down the pace and living happier, more productive, and healthier lives as a result34. The movement was, founded by Carlo Petrini in Italy in 1986 with Slow Food. Slow Food is an international association that promotes food and wine culture, but also defends food and agricultural biodiversity worldwide. It has over 80,000 members and offices in Italy, Germany, Switzerland, USA, France, Japan, and Great Britain. Informal Branding Workshop Undertaking an informal branding exercise/workshop with the tourism industry and key external stakeholders (e.g. Tourism BC, VCM) will help refine how Bowen Island wants to position itself within the context of the core experiences and vision developed as part of this tourism planning process. 5.5.2 Partnerships and Opportunities The following programs provide opportunities for individual operators as well as Tourism Bowen to partner with operators to promote the destination.

34 In Praise of Slowness. How a Worldwide Movement Is Challenging the Cult of Speed – Carl Honoré 2004

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Vancouver Coast & Mountains (VCM) – Boating Directory This region boating directory was a new initiative for 2007 put together by VCM to help attract visitors to the region that are interested in boating related activities and vacations. Both of Bowen’s marinas purchased individual advertising space in the publication as well as being listed in the actual directory. The directory was well received by attendees at the Seattle Boat Show as well as through other consumer and trade shows that VCM attends. HelloBC® Listings Program This is a new program that Tourism BC is launching to better meet consumers' vacation planning needs by connecting them to the tourism products they want to experience while visiting British Columbia. BC tourism businesses, including Activities, Attractions, Events, Transportation and Accommodation will all be able to participate in this program and purchase listings in a phased approach.

The base listing fee of $95 includes your contact details, a 40-word description of your business, listing in your primary product category, your services, hours of operation, prices, directions and a map pinpointing your location. To enroll in the HelloBC Listings Program please visit www.TourismBC.net. Media Relations Participating in a media relations program is one of the cheapest forms of advertising for tourism business, as stories are often featured in publications reaching thousands of readers. Vancouver, Coast & Mountains works closely with Tourism BC to qualify writers and bring the best ones to the region on press trips, resulting in excellent coverage. Part of that process is introducing the travel media to the tourism product on the island.

VCM Story Starters is a monthly bulletin that is sent out to a media database to generate press trips and interest in the region. Communities can use this program and the forms provided on the website to regularly submit updates and news related to new products, services, and stories in the region. 5.3.3 Marketing Tactics

Target Markets Bowen Island attracts primarily GVRD residents, many of whom are day trippers. In addition there is also a significant visiting friends and relatives market and visitation from outside the GVRD.

Although the visitor centre statistics indicate that visitors also come from Europe and the US, the key focus for Bowen Island destination marketing will be regional. It should be noted that very little information or data exists within the community, outside of visitor centre data, on the origin and types of visitors it currently receives. The regional perceptions study undertaken by Tourism BC in 2006 also provides an indicator for where Bowen Island should focus its marketing and promotional efforts (i.e. regionally - primarily

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GVRD, but also other BC and perhaps some Washington State if resources permit).

The core geographic focus for Bowen Island is Greater Vancouver followed by other large urban area within 4-hours: Victoria, Nanaimo, Abbotsford, Chilliwack and a secondary focus on Kamloops, Kelowna, Seattle and Bellingham.

Existing Tactics Bowen Island Guide – the 48 page colour guide with a full map of the island is the communities key promotional piece Consumer Shows – the BICC currently attends the North Vancouver Chamber of Commerce Tradeshow in the late winter/spring and the Vancouver Golf and Travel Show in conjunction with the Bowen Island Golf Club and Vancouver Coast & Mountains. Media Relations – continue to work closely with VCM and utilize their resources such as Story Starters to promote Bowen through editorial

Proposed Tactics The following tactics are to be refined by the BICC, the facilitator and Vancouver Coast and Mountains. Following this, an application will be submitted to Tourism BC for matching funding of new tourism initiatives as part of Bowen Islands annual marketing plan. 1. Website enhancement – with an increasing trend towards independent travel and the rapidly evolving role of the Internet, the need for quality and user friendly destination information on the Internet is now greater than ever. The first point of contact between the consumer and the destination is often the Internet and many decisions related to travel pass through the Web entirely. In the United States travel has become the most popular type of on-line purchase. Over 82% of BC, Alberta and Washington travellers used the internet as part of their trip planning process.35

The BICC has a visitors page on its website that contains the information a visitor requires, however a number of enhancements would substantially improve the visitor experience on the web. A more visual BICC landing page that gives users two options: “Travel to Bowen” or “Business/Community on Bowen” (e.g. newzealand.com). This approach also highlights the links between tourism and economic development. Additional pages for themed packages (arts, culture, wellness) Details on public and private amenities and facilities for weddings, meetings, sports and festivals and events. Updating of images to reflect the key experiences (e.g. arts, culture, wellness and

35 Regional Markets, 2006 Market Studies, Tourism BC

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nature) A media and travel trade section with articles and stories on Bowen 2. Establish an image bank – conveying the destination visually to consumers is a key component of the selling process and quality is critical. An image bank will be used for all types of media functions including: destination website, brochures, posters, travel show booth, visitor services, wall displays, media relations, and many other purposes. 3. Film and Video Footage - VCM B-roll footage program provides the opportunity for Bowen to utilize existing footage for promotions or its website. Christie Grace a local singer/songwriter/goldsmith also presents a media opportunity if a piece recently filmed on Bowen Island could be included as part of her work. There are a number of film and entertainment industry workers living on the island and films such as the “Tale of Two Sisters” currently being filmed on Bowen are also creating publicity and media attention (e.g. a two page article on the film was in the North Shore News, September 7th, 2007). 4. Consumer Shows – review opportunities to partner with VCM through their community partners program 5. Print Advertising – potential print related advertising includes the following: VCM Vacations Guide Vancouver Sun - “Believe BC” campaign Van Dop BC Art Guide Community newspapers (e.g. Vannet and Black Press groups) Regional and city newspapers some key ones are: Vancouver Island News Group (community newspapers), Kamloops Daily News, Kelowna Daily Courier, Seattle Times and magazines like Okanagan Life 6. Map/Guide – examine the potential for developing map(s) that highlights Bowen Island’s trails, arts, cultural, wellness and natural attractions. 7. Self serve studio tours brochure and map – partner with BIAC to produce. Some arts funding already in place for this initiative that can provide the local portion of matching funding for Tourism BC partner dollars. 8. Arts Directory – a publication listing all artists and artisans on the island and another potential project for matching Tourism BC partner funding if some arts sector funding can be found for this initiative.

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6. Organizing for Implementation

6.1 Implementing the Tourism Plan

The implementation of the tourism plan will be coordinated by the BICC Tourism Committee with support from the municipality, and other key organizations and individuals on the island.

However, prior to undertaking any of the product development, management and marketing initiatives outlined in this Tourism Plan, considerable effort needs to be focused on determining the funding available for the tourism initiatives detailed in this plan. This in turn will help the BICC prioritize a list of projects it can reasonably undertake with its limited resources.

The bullet points below highlight the key steps in chronological order:

# Action Plan Tasks Date Lead & Support Notes

1 Appoint the BICC Tourism Bowen Fall 2007 Lead - BICC BICC to initiate process of Committee establishing the first tourism committee based on the structure outlined in the plan 2 Present Tourism Plan to the BIM and Fall 2007 Lead - BICC Tourism BC Facilitator obtain their support Support - Tourism BC available to present final plan Facilitator and VCM to BIM Council 3 Initiate Value of Tourism Project to Fall 2007 Lead – BICC Implement survey of demonstrate value and contribution Support – Tourism commercial accommodation of tourism to the local economy BC Facilitator, properties to determine value Tourism BC and volume of tourism 4 Determine matching funding Fall 2007 Lead – BICC Facilitator will assist with available for the Tourism BC Support – Tourism preparing the Tourism BC Marketing Program BC Facilitator, VCM Application for marketing funds for 2007/08 5 Prepare marketing tactics for 2008 Winter Lead - TVI Annuals plans to be and application to Tourism BC 2007 Support - NVITAC developed within context of marketing fund Tourism Plan 6 Conduct resident attitudes towards Possibly Lead – Use of UBCM funds for this to tourism study Spring College/University be approved by BIM 2008 Support – Tourism Tourism BC to provide 50% of BC Facilitator, the project funding up to a Tourism BC maximum of approx $2,000

7 Explore sales and booking revenue Ongoing Lead- BICC Review existing agreements models for BICC Support – Tourism in other BC communities to BC Facilitator determine a workable solution for Bowen

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# Action Plan Tasks Date Lead & Support Notes

8 Host Tourism BC Packaging and Nov 2007 Lead – BICC BICC to coordinate with Distribution Workshop for tourism Support – Tourism businesses (min 10) to attend industry BC, local business a packaging workshop

9 Coordinate follow-up packaging Jan 2008 Lead – BICC BICC to host followup action session(s) for business and key Support – local oriented session(s) to create organizations business, BIAC new packages & experiences 10 Discuss and review Visitor Centre Jan 2008 Lead – BICC BICC to meet with Tourism Network requirements with Tourism Support – Tourism BC Visitor Services Manager BC BC to discuss BI options 11 Continue to lobby and demonstrate Ongoing Lead – BICC The Value of Tourism results the value of tourism to the BIM and Support – tourism will play a key role in this community industry initiative once completed

12 Provide tourism operators with Ongoing Lead – BICC BICC to prepare newsletter information on quality assurance and email to tourism programs and standards operators

13 Work closely with the BIAC to Ongoing Lead – BICC and Initiate talks with BIAC to develop the key arts and cultural BIAC develop key arts and cultural projects identified in the plan programs and activities for tourism 14 Work closely with trail user groups Ongoing Lead – Trails Initiate talks with Trails and committees to enhance and Committee Committee to develop the trail maintain the islands trail system Support – BICC, experience GVRD 15 Convene an informal branding Spring Lead – BICC Invite outside industry players workshop to review Bowen’s tag-line, 2008 Support – Tourism that can assist with providing imagery and themes BC, VCM a consumer perspective 16 Begin executing marketing tactics for Spring Lead – BICC Marketing tactics for 2008 put 2008 2008 Support – VCM into action

6.2 Reviewing, Monitoring & Measuring Progress Critical to reviewing and measuring the progress of the tourism plan is establishing the systems and programs to gather the data necessary.

6.2.1 Overall Objectives for Tourism The success of this plan and the achievement of the objectives outlined in this section will require a coordinated effort not only by the BICC but also a number of organizations on the island. The objectives are as follows:

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Increase tourism revenue to the region by 5% annually from 2008-2011 Increase the number of visitors to the region by 2% annually from 2008-2011 The objectives are conservative and reflect a preference towards growing revenues as opposed to just the number of visitors. This can only be achieved by continuing to address product development, packaging and destination management initiatives. Bowen Island needs to provide visitors with a reason to stay longer, spend more and visit in the shoulder season.

To measure tourism growth and the success in achieving the objectives outlined above the region will use a number of tourism indicators including: Fixed roof accommodations room revenue Occupancy data will also be used to determine the success in expanding shoulder season visitation Length of stay at fixed roof accommodations can be used to gauge the success of diversifying into the regional longer stay market Marina transient moorage statistics Number of visitors to the visitor centres Number of visitors to key attractions (e.g. Museum, Galleries, festivals and events) The website will also be key to tracking and measuring the success of marketing initiatives and gathering consumer information that can be used to market and promote the destination. The growth objectives stated above have been developed using the Tourism BC revenue growth projections for the province as a base (i.e. 4.5% for 2007/08 and 4.8% for 2008/09.36).

6.3 Conclusion Bowen Island provides visitors with a unique experience that seems a world away from the Lower Mainland. Tourism has existed on the island for generations and the continuing challenge of managing existing visitation is key to maintaining the quality of life attributes that the residents enjoy, while maximizing the benefits to local business. With a focused effort on packaging, the right marketing message and greater collaboration amongst businesses on Bowen Island, the tourism industry will be a valuable economic driver on the island. With a formal Tourism Committee through the BICC managing and directing tourism, Bowen Island has the potential to develop a boutique experience that will appeal to key regional markets.

36 2006/07 to 2008/09 Service Plan, Tourism British Columbia, January 2006.

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Appendices

• List of the Community Tourism Foundation Working Group members

• Summary of the July 10, 2006 Visioning Workshop

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Bowen Island Tourism Working Group

Murray Atherton EagleCliff Hospitality Limited Alison Morse Bowen Island Municipality Councillor, BI Municipal Trustee Angela Powell Phoenix Retail Store Owner Denise Burlingame Communications Consultant Clive Scarf Bowen Island Golf Association Martin Clarke Bowen Island Sea Kayaking Jacqueline Massey Bowen Island Arts Council Rondy Dike Union Steamship Company Jan Chilvers Twiggleberries B&B and Spa Elizabeth Ballantyne Citizen John Reid Developer Norma Dallas The Pier & Dallas Marina Carlos Vela-Martinez Cocoa West Chocolate Jonathan Brownlee The Galley Marco Coda Land’s End Sailing School Sheila Webster Seagarden B&B Bruce Russell Bowen Island Golf Club Anna Pollock Desticorp & Heroes @ Work Elyse Mailhot Bowen Beachside & King Edward Bay Jerry George Secret Garden B&B Darcie Buzzelle Retailworks & Bowen Island Guide Steve Hoffar NIMBY Tim Rhodes Bowen Island Chamber of Commerce Daniel Heald Ruddy Potato Joan Wood, Scott Witty, Bowen Island Chamber of Commerce Directors Dr. Alistair Wescott, Rachel Dubois, Duncan Phillips

The above attended all or a least one of the Community Tourism Foundations meetings held on Bowen Island.

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Visioning Workshop “What do we want Bowen Island’s tourism industry to look like in 5 years?” Nature & Programs & Health & Community Positioning of Community Event Planning Off Peak Times Discovery Packages Wellness Acceptance Bowen Facilities • Combine health & • Professional • Bowen Centre • Must appeal • Unique selling • Arts Centre • Consider • Develop off peak wellness with artist for Healing to residents proposition of exists participatory times nature programs development Arts • Limited impact spa services • Community or passive • Define greenway programming • Wellness on the • Encourage centre exists • Self park and trail • Studio tours facilities resident sale of local generating – system • Busker festival serving multi population crafts entrance fees • Nature Arts • B&B’s linking day visits • Restricted • Showcase installation sites together for multi focusing on areas, Bowen’s day visits nature & quiet controlled. innovators in • Combo • Large % of the managed, wellness/spa packages of spa population organized • Gateway services (multi- working • Local community day) serving the volunteers creativity wellness • Promoting local involved reflected industry and other performances • Wellness education • ‘Living Right’ programs new addict programs - Orchard

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Further Group Discussion on: How to accomplish the 8 vision areas identified

Nature & Programs & Health & Community Positioning of Community Off Peak Event Planning Discovery Packages Wellness Acceptance Bowen Facilities Times • Develop dive • Initiating artisan • Pre-zoning – • Understanding the • An island • In process • Community • Focusing on sites tour – for non- large visiting • The community • Need to be benefits activities • Planning – coordinating residential friends and • Vancouver multi-use • Volunteer and sensitive areas • Consider type relatives market Coast and • Conference fatigue programs to • Conservation timeframes for development • Communication & mountains capabilities • Encourage strengthen (e.g. the off-peak • Education programs – 1 or 2 managing tourism region – stay • Community some off- times per season educational times • GVRD • Research with Vancouver programs island vs. regular hours and tourism) acceptance • Year round focus sub-region • Outdoor organizers if (easier to commit) volunteer – not increasing components – e.g. East summer fatigue Vancouver – • Parking artisans tour over 1 weekend • Sustaining the local businesses in our community

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