GREATER VICTORIA DESTINATION DEVELOPMENT STRATEGY VICTORIA Photo: Clint Rivers DESTINATION BC Seppe Mommaerts MANAGER, DESTINATION DEVELOPMENT Jody Young SENIOR PROJECT ADVISOR, DESTINATION DEVELOPMENT [email protected] TOURISM VANCOUVER ISLAND Calum Matthews DIRECTOR, DESTINATION DEVELOPMENT 250 740 1224 [email protected] DESTINATION GREATER VICTORIA Paul Nursey PRESIDENT AND CEO [email protected] MINISTRY OF TOURISM, ARTS AND CULTURE Amber Mattock DIRECTOR, LEGISLATION AND DESTINATION BC GOVERNANCE 250 356 1489 [email protected] INDIGENOUS TOURISM ASSOCIATION OF BC 604 921 1070 [email protected] GREATER VICTORIA | 2 TABLE OF CONTENTS I. EXECUTIVE SUMMARY ........................................................................1 6. A DISTINCTIVE DIRECTION .......................................................... 28 a. Distinctive Destination a. A Strategic Vision for Today and Tomorrow b. Distinctive Direction b. Goals c. Themes/Development Pillars II. ACRONYMS ...........................................................................................5 7. STRATEGY AT A GLANCE ................................................................ 31 1. FOREWORD AND ACKNOWLEDGEMENTS..............................6 8. STRATEGIC PRIORITIES ..................................................................34 2. INTRODUCING THE STRATEGY .....................................................8 a. Objectives and Actions a. Destination Development Definition THEME 1: Completing Key Tourism Infrastructure Projects b. Destination Development Program Vision THEME 2: Improving Access to and Transportation Within c. Destination Development Program Goals the Planning Area d. Purpose of the Strategy THEME 3: Enhancing and Protecting the Visitor Experience e. Creating a Foundation THEME 4: Increasing Off and Shoulder-Season Experiences THEME 5: Supporting Industry Development f. Methodology — Planning Process THEME 6: Meeting Industry Labour Force Needs g. Key Outputs THEME 7: Addressing Industry-Constraining Policies and Regulations 3. ALIGNMENT .........................................................................................14 9. MEASURING AND MONITORING SUCCESS ........................46 4. SUCCESS NETWORK.........................................................................17 10. PROVINCIAL INITIATIVES ............................................................48 5. A DISTINCTIVE DESTINATION .....................................................20 11. IMPLEMENTATION AND FUNDING ..........................................50 a. Location, Communities, and Population of the Greater Victoria Planning Area APPENDIX ................................................................................................. 51 b . Overview of Greater Victoria Tourism Assets, Infrastructure, and a. Overview of the Planning Process Unique Selling Propositions b. Planning Considerations c. Overview of Greater Victoria Tourism Performance c. Vision Story d. Overview of Greater Victoria Visitor Markets d. Transportation and Destination Management Committee e. Greater Victoria Destination Assessment Overview (SWOT) e. Bibliography FRONT COVER PHOTO: FISGARD LIGHTHOUSE NATIONAL HISTORIC SITE, Reuben Krabbe (C) 2017 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical, without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia. Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super, Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging to Destination BC Corp. EXECUTIVE SUMMARY A. DISTINCTIVE The Greater Victoria Destination Development DESTINATION Strategy (DDS) is a product of Destination BC’s (DBC) Destination Development Program (an integrated strategic planning process) co-led by Destination BC and Destination Greater Victoria. The intent of the DDS is to provide a partners, and the hands-on engagement high-level, strategic road-map to help of a Working Group. The Working enhance the tourism competitiveness Group represents a broad cross-section of Greater Victoria1 over the next 10 of Greater Victoria’s tourism industry. Its years, by managing the natural life- members contributed to the prioritization cycle of its tourism assets to ensure that of strategic initiatives and the development tourism services, amenities, and practices of actions for each of these initiatives. evolve to meet and exceed visitor Implementation of the Greater Victoria expectations. DDS will be led by Destination Greater Victoria, who will engage with tourism The DDS was developed on a collaborative partners and stakeholders as strategic basis that involved the creation of a initiatives are pursued over the short, Situation Analysis report, in-person and medium, or longer term. survey consultation with tourism 1Throughout this document, the reference to “Greater Victoria”, which is the study area for the Greater Victoria Destination Development Strategy, refers to the geographic area encompassed by the Capital Regional District, not including the Gulf Islands. GREATER VICTORIA | 1 As a well-established tourism destination, Greater Victoria OTHER WATER ACTIVITIES, AS WELL AS is blessed with a wide range of tourism assets, attractions, and experiences within a scenic, vibrant, safe, and MUSEUMS, GALLERIES, AND OTHER accessible environment. ATTRACTIONS — ALL CONTRIBUTING TO AN ENGAGING LOCAL VIBE. THE PLANNING AREA’S KEY TOURISM STRENGTHS AND DIFFERENTIATORS While Greater Victoria benefits from a range of tourism strengths, it is also facing a number of destination INCLUDE ITS WALKABILITY, NATURE, development challenges, some of which have the potential PARKS, GARDENS, RELAXING NATURE, to impact the future growth and sustainability of the tourism sector. To build on these strengths and address these ISLAND LIFESTYLE, HISTORIC challenges, the planning area’s tourism partners have ARCHITECTURE AND HERITAGE SITES, identified a number of key opportunities that form the foundation of the Greater Victoria Destination MARINE WILDLIFE VIEWING AND Development Strategy. FIGURE 1: Strengths, Activities, and Opportunities KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES • Access opportunities • Limited capacity at peak • Conference and event • Historical, architectural, times (hotels, ferries) space and heritage sites • Lack of off-site venues for • Complete Belleville Street • Marine-oriented assets hosting larger events Terminal and opportunities • Seasonality of activities • Ogden Point • Mix of iconic and new and demand redevelopment attractions • Shortage of affordable • Off-season events, activity • Parks and gardens workforce housing and tour opportunities • Scenic, natural beauty • Regional highway capacity • Leverage opportunities limitations along Sooke to Port • Unique vibe • Perception that the region Renfrew corridor • Walkability/trails is difficult to access • Enhanced air and marine • Wineries/local food gateway role GREATER VICTORIA | 2 Greater Victoria’s Destination Development Strategy aims to achieve the following vision which reflects the aspirations of tourism partners as to what the planning area will look like as a destination in 10 years. VISION FOR GREATER VICTORIA AS A PREMIER GATEWAY TO VANCOUVER ISLAND, GREATER VICTORIA IS AN ENERGETIC, CULTURED, AND BEAUTIFUL DESTINATION WITH A CREATIVE VIBE WHERE THE JOURNEY TO THE REGION MARKS THE BEGINNING OF A SEAMLESS VISITOR EXPERIENCE. A RANGE OF HIGH-QUALITY, YEAR-ROUND ACTIVITY OPTIONS SUPPORT THE CREATION OF REMARKABLE VISITOR MEMORIES, AS WELL AS A HEALTHY AND SUSTAINABLE TOURISM INDUSTRY. VISITORS LEAVE FEELING REFRESHED, ENERGIZED, AND INSPIRED TO BE AMBASSADORS FOR THE REGION. In support of Greater Victoria’s Destination Development vision, the following six goals will be pursued. 1. Enhance and protect the quality 4. Enhance the seasonal and regional of the visitor experience (Greater Victoria) dispersion of visitors 2. Foster a collaborative working 5. Increase the contribution of tourism environment amongst Greater Victoria to the regional economy tourism partners 6. Increase municipal and resident 3. Encourage operators to establish awareness of tourism so that tourism new and/or enhanced tourism interests are reflected in municipal attractions and experiences planning processes GREATER VICTORIA | 3 To achieve the above goals, 27 priority initiatives have been identified and are grouped by the following development theme areas: THEME 1: Completing significant THEME 5: Supporting industry tourism infrastructure projects development THEME 2: Improving access to and THEME 6: Meeting industry labour transportation within the region force needs THEME 3: Enhancing and protecting THEME 7: Enhancing the policy and the visitor experience regulatory climate for business success THEME 4: Increasing shoulder and off-season products and experiences B. CATALYST Each of the 27 initiatives presented in this Destination Development Strategy will make a positive contribution to the longer-term development of Greater Victoria as PROJECTS a vibrant and sustainable tourism destination. In the shorter term, the following six • Continue to pursue expansion of U.S. initiatives are viewed as catalyst projects Customs pre-clearance operations