T O U R I S M S I T U A T I O N A N A L Y

Transcription

T O U R I S M
S I T U A T I O N
A N A L Y S I S
N A K U S P
A R R O W
A N D
L A K E S ,
F E B R U A R Y
0 1 ,
B C
2 0 0 9
Contacts:
Tourism BC Representatives:
Chris Andrews
Kootenay Rockies Tourism Association
[email protected]
Caterina Papadakos
Tourism BC
(604) 660-3754
[email protected]
Tourism BC Facilitator:
Simone Carlysle-Smith
(604) 885-5924
[email protected]
Table of Contents
1
Introduction ............................................................................................................................. 3
1.1
1.2
1.3
1.4
1.5
2
Planning Context..................................................................................................................... 5
2.1
2.2
2.3
2.4
3
ORGANIZATION AND LEADERSHIP ................................................................................................................. 63
FUNDING........................................................................................................................................................ 73
MARKETING................................................................................................................................................... 74
RESEARCH AND TRACKING ............................................................................................................................ 82
Key Development Issues ....................................................................................................... 83
6.1
6.2
6.3
6.4
6.5
7
DESCRIPTION OF THE STUDY AREA ............................................................................................................... 35
HISTORY ........................................................................................................................................................ 37
TOURISM INDICATORS ................................................................................................................................... 40
TOURISM INDUSTRY COMPOSITION ............................................................................................................... 43
TOURISM PRODUCTS AND ATTRACTIONS ....................................................................................................... 43
TOURISM SERVICES ....................................................................................................................................... 48
TOURISM INFRASTRUCTURE .......................................................................................................................... 51
TOURISM HOSPITALITY.................................................................................................................................. 58
Tourism Development Capacity .......................................................................................... 62
5.1
5.2
5.3
5.4
6
ECONOMIC OUTLOOK .................................................................................................................................... 18
WORLD TOURISM TRENDS ............................................................................................................................. 19
CANADIAN TOURISM INDUSTRY .................................................................................................................... 20
MARKET TRENDS........................................................................................................................................... 20
ACCOMMODATION ......................................................................................................................................... 22
GROWTH IN NICHE TOURISM ......................................................................................................................... 22
THE VALUE OF TOURISM IN BC ..................................................................................................................... 25
BC TRAVEL TRENDS...................................................................................................................................... 26
KOOTENAY ROCKIES REGIONAL PROFILE...................................................................................................... 27
LOCAL VISITOR PROFILE ............................................................................................................................. 32
Destination and Product Assessment .................................................................................. 35
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
5
PROVINCIAL PLANS AND KEY INITIATIVES ......................................................................................................5
REGIONAL INITIATIVES .................................................................................................................................. 10
LOCAL DEVELOPMENTS ................................................................................................................................. 10
LOCAL PLANNING AND KEY INITIATIVES ...................................................................................................... 10
Market and Travel Trends Analysis ................................................................................... 18
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
4
BACKGROUND .................................................................................................................................................3
DESCRIPTION OF THE COMMUNITY TOURISM FOUNDATIONS® PROGRAM ........................................................3
PURPOSE ..........................................................................................................................................................3
METHODOLOGY ...............................................................................................................................................3
STRUCTURE .....................................................................................................................................................4
STRENGTHS AND ASSETS ............................................................................................................................... 83
WEAKNESSES AND CHALLENGES ................................................................................................................... 83
OPPORTUNITIES ............................................................................................................................................. 84
IMPLICATIONS FOR DEVELOPMENT ................................................................................................................ 84
PLANNING REQUIREMENTS ............................................................................................................................ 85
Appendices ............................................................................................................................. 86
7.1
7.2
7.3
APPENDIX A: TOURISM PLANNING ................................................................................................................ 86
APPENDIX B: VISITOR/TOURISM ASSESSMENT REPORT STATUS ................................................................... 89
APPENDIX C: VILLAGE OF NAKUSP – OFFICIAL COMMUNITY PLAN STATUS FOR TOURISM .......................... 94
7.4
1
1.1
APPENDIX D: EXPORT READY CRITERIA ....................................................................................................... 99
Introduction
BACKGROUND
This Situation Analysis is a background document for the Tourism Plan being prepared for the Nakusp and
Arrow Lakes area. The process is being facilitated through Tourism British Columbia’s Community Tourism
Foundations® program and is designed to not only create a tourism plan, but also develop an
understanding of the ongoing cycle of planning activity that is required in implementing and maintaining a
plan.
This situation analysis includes assessments of the supply-side (e.g. destination features, infrastructure
and tourism products) and demand-side (e.g. markets, visitor volumes, spending) factors that define the
tourism industry in the area.
Refer to the Appendices for the Planning Process.
1.2
DESCRIPTION OF THE COMMUNITY TOURISM FOUNDATIONS® PROGRAM
The Community Tourism Foundations program is designed for communities starting out in the business of
tourism. It offers a range of tools, proven resources and customized destination development assistance.
Its step-by-step approach can accommodate the needs of communities at different stages of the tourism
development process. The full planning cycle is engaged, beginning with an initial assessment phase,
followed by a market, product and destination analysis and a subsequent strategic planning phase. The
program process is concluded with assistance to implement the Tourism Plan.
Tourism BC’s new Community Tourism Opportunities program may provide funding support for
implementation of the Tourism Plan assessed on a project by project basis administrated by the Regional
Destination Marketing Organization (RDMO), Kootenay Rockies Tourism Association (KRTA).
A separate but related program, the Tourism Partners Program, gives local operators the chance to reach a
wider audience by allowing them to participate in sophisticated, Tourism BC-branded, cooperative
marketing campaigns also administrated by the Regional Destination Marketing Organization, Kootenay
Rockies Tourism Association.
1.3
PURPOSE
This Situation Analysis report is the second of three reports that will be delivered as part of the Community
Tourism Foundations process. An Initial Meeting Assessment report was prepared following the initial
meeting between the community, Tourism BC and the facilitator. A final Tourism Plan will also be prepared,
which will outline the goals, objectives, strategies and key tactics to implement the plan.
1.4
METHODOLOGY
The content of this report was based on findings from the initial meeting July 07, 2008, literature review,
web-based resources as well as tourism trends and market research provided by Tourism BC. A tourism
Tourism British Columbia – Situation Analysis – Nakusp and Arrow Lakes
3
inventory was supplied by the Nakusp and Area Development Board. A planning workshop was held Oct.
27, 2008 to conduct the SWOT analysis, review the tourism vision for the Village of Nakusp and ask
stakeholders from the Arrow Lakes area to guide the direction for the tourism plan. The facilitator
conducted stakeholder interviews following the planning meeting to gain further insight for completion of the
Situation Analysis and the Tourism Plan.
Additional material will be provided under separate cover as a resource document entitled Nakusp and
Arrow Lakes Situation Analysis Supplementary Appendices.
A web page has been set up by the Nakusp and Area Development Board to keep stakeholders informed
of the program process and to post the reports. Visit http://nadb.kics.bc.ca/index.php?page=ctfhome.
1.5
STRUCTURE
This report has four major chapters: market and travel trends analysis, destination and product
assessment, tourism development capacity analysis and, finally, a discussion of implications for tourism
development.
4
2
Planning Context
Tourism planning and development is a continuum: as one milestone is achieved, there is typically another
to strive for as the community moves through the destination life cycle, which includes the early stages of
development planning (vision and plan), growth (product development), maturity (products from the vision
are achieved and the destination is being utilized by the target markets), decline or rejuvenation (the
destination requires redevelopment or it will decline, losing market share and economic impact). The
success of Nakusp and the Arrow Lakes area as a visitor destination will be dependent on the recognition
that it takes a community to deliver a positive visitor experience, as each component is interdependent and
that the community forms part of a regional context as a visitor experience.
A Tourism Plan should recognize and, where possible, coordinate with other planning initiatives that may
have relevance for tourism. This planning context is multi-dimensional in terms of spatial reference (e.g.
provincial, regional and local), theme or mandate (e.g. tourism, economic development, land use,
environmental, human resources) and lead agency (e.g. federal, provincial, private sector). Higher
authorities may be engaging in activities that affect inputs to tourism, or they may be directly undertaking
tourism initiatives themselves. Understanding their areas of responsibility, guiding principles and plan
objectives will help identify gaps and opportunities that can be addressed in the Tourism Plan.
The following outlines the provincial, regional and local level plans and key initiatives related to tourism.
Organizations more directly involved in tourism development are discussed in Chapter 5.
2.1
PROVINCIAL PLANS AND KEY INITIATIVES
Provincial Tourism Action Plan to 20151
The Ministry of Tourism, Culture and the Arts2 is the key driver for expanding the tourism industry through
the Tourism Action Plan.
The Tourism Action Plan is a detailed outline of the British Columbia government's commitment to the
tourism industry over the next ten years and beyond. The plan articulates the government's goal of
enabling British Columbia's tourism industry to grow from “good” to “great” and double tourism annual
revenues to $18 billion by 2015.
It identifies actions in four key strategic areas that government and its agencies will carry out to help
industry increase the demand for and supply of tourism and outdoor recreation products and experiences.
• Development and Investment: The plan identifies eight specific actions by government that will
encourage a positive business climate; increase investment in tourism; maximize potential of Crown
assets; and develop and expand cultural attractions.
1
2
http://www.tsa.gov.bc.ca/tourism/
http://www.gov.bc.ca/tsa/index.html
5
• Access and Infrastructure: The plan identifies four specific actions by government that will coordinate
investments; encourage hassle-free entry to and travel through British Columbia; and improve air-lift
capacity.
• Marketing and Promotion: The Tourism Action Plan identifies 18 specific actions by government that will
clarify roles and enhance coordination across government ministries, crown corporations and the
tourism industry; attract more visitors and encourage them to stay longer; leverage the 2010 Winter
Games; identify and promote emerging markets and products; and promote Aboriginal tourism and
parks and outdoor recreation.
• Tourism Workforce: The plan identifies three specific actions by government that will enhance training;
attract more workers to British Columbia; and raise the retention rate within the tourism sector.
2010 Olympic and Paralympic Winter Games Tourism Strategies3
The upcoming 2010 Olympic and Paralympic Winter Games provide unprecedented opportunities for
British Columbia and Canada to showcase the uniqueness of the province, and the country, to markets
worldwide. The key objectives of the Canadian Tourism Commission’s (CTC) tourism strategy Leveraging
Canada’s Games 2008-2012 Olympic Games are to:4
Accelerate the CTC corporate strategy to differentiate Canada in a manner relevant to consumers;
Add depth and dimension to Canada’s image as a tourism destination;
Accelerate the building of a bold tourism personality for Canada;
Ensure the 2010 Winter Games have a lasting positive effect on Canada’s tourism sector;
Support the Vancouver Olympic Organizing Committee’s (VANOC) goal of promoting the 2010 Winter
Games as “Canada’s Games”;
• Support VANOC’s commitment to applying sustainability principles and practices.
•
•
•
•
•
Tourism BC will be releasing its countdown to the 2010 Olympics Tourism Strategy. The current Spirit of
2010 Tourism Strategy5 has been successful in initiating multiple programs and services.
The four primary desired outcomes of the current tourism strategy are:
• Increased numbers of visitors, particularly visitors with high spending ability
• Increased tourism investment
• Increased use of existing tourism resources
• Leveraging Olympic opportunities
The focus of effort to meet the tourism strategy objectives requires the following:
• Market research and targeted marketing
• Increased facilities and infrastructure to attract expanding and lucrative tourism markets
• Measures that create an “open for business,” competitive investment climate
• Olympics and Paralympics opportunities strategy
3
http://www.gov.bc.ca/themes/2010olympics/
http://www.corporate.canada.travel/en/ca/index.html
5
http://www.ecdev.gov.bc.ca/2010secretariat/Pages/default.aspx
4
6
Refer to: http://www.2010wintergamessecretariat.com/
Community Resources:
http://www.2010wintergamessecretariat.com/Resources/CommunityResources/Default.aspx
Tourism BC 2010 Resource Centre: http://www.tourism2010.com/CMS/
Four Host First Nations http://www.fourhostfirstnations.com/
Aboriginal Blueprint Strategy6
In partnership with the Province of British Columbia, Tourism BC, Aboriginal Business Canada and Indian
and Northern Affairs Canada, the Aboriginal Tourism Association of British Columbia has initiated a project
to direct the future development and marketing of Aboriginal tourism in British Columbia. The overall
objective of this initiative is twofold: first, to create a realistic and achievable “blueprint” for Aboriginal
tourism product development over the long term with special consideration given to the 2010 Olympic and
Paralympic Winter Games; and second, to develop a business plan for ATBC that will support the growth of
the Aboriginal tourism industry in British Columbia.
The three major components include:
• Program development in the areas of Product Development, Branding and Industry Development
• Mobilizing for the 2010 Olympic and Paralympic Winter Games
• A Marketing Strategy
Resort Development7
The resort sector represents an enormous opportunity for British Columbia and contributes significantly to
the provincial economy and to the tourism industry. British Columbia has some 700 resorts, from fishing
lodges to ski mountains to eco-tourism operations. Development of new resorts and expansion of existing
facilities would provide significant benefits throughout the province. Resort development and expansion
requires the initiative and cooperation of a number of government ministries, agencies and the private
sector.
The British Columbia Resort Strategy and Action Plan (the "Resort Strategy") was completed in November
2004 in response to the recommendations of British Columbia's 15-member Resort Task Force Advisory
Group. British Columbia's resorts and resort communities are key components of the province's tourism
sector. This strategy will enhance British Columbia's competitive edge in resort development and lead to
the creation and expansion of all-seasons resorts in this province. The five key strategic directions are:
• Maintain and Enhance British Columbia’s Competitive Edge in Resort Development
• Increase Resort Development
• Support Resort Communities
• Improve Transportation Infrastructure
• Build First Nations Partnerships
6
7
http://www.tsa.gov.bc.ca/tourism/aboriginal_tourism.htm
http://www.tsa.gov.bc.ca/resort_development/strategy/strategy_and_action_plan.htm
7
Resort Revenue Sharing Program
Under the program, an eligible community receives a share of the provincial hotel room tax, an amount
based on a formula that takes into account the level of tourist accommodation in the community, relative
to other BC communities. To be eligible, municipalities must have tourism-based economies or be
incorporated as a "mountain resort municipality" under the Local Government Act.
Communities must be prepared to put in place an additional two percent hotel room tax, prepare a
resort development strategy that reflects the input of stakeholders and enter into a five-year resultsbased tourism development agreement that sets out what will be achieved through revenue sharing.
To date, Whistler, Golden, Rossland, Harrison Hot Springs, Radium Hot Springs, Kimberley, Osoyoos,
Valemount, Revelstoke, Ucluelet, Tofino and Invermere have reached similar agreements with the
Province. One other municipality – Fernie – is currently eligible to enter into an agreement.
The BC Resort Municipality Initiative is part of the Province's ongoing commitment to meet the goal of
doubling BC tourism revenue by 2015.
Tourism and Hospitality Education and Training8
Government is committed to ensuring that a skilled workforce is in place to provide quality tourism and
hospitality products and services during the 2010 Olympic and Paralympic Winter Games and to support
training for the expansion of this vital industry into the future. As part of this commitment, government
established a tourism and hospitality consortium in consultation with stakeholders. The British Columbia
Tourism and Hospitality Education and Training Consortium will provide overall strategic direction and
facilitate communication and planning among educational institutions, industry and government to ensure
the education and training requirements of the tourism industry are met.
Trail Strategy Development9
Currently, five provincial agencies (Ministry of Transportation; Ministry of Agriculture and Lands; Ministry of
Tourism, Culture and the Arts; Tourism BC; and BC Parks), several levels of government (federal,
provincial, regional district, municipal), and many stakeholders and interest groups (e.g., First Nations,
recreation and stewardship groups) are either directly or indirectly involved in the management of BC trails.
The objective of the trail strategy development project is to coordinate a shared and sustainable vision for
managing the province’s trails, and develop a framework for guiding future decision making to strengthen
the benefits from our recreation trail network, the Ministry of Tourism, Culture and the Arts, together with
the Ministry of Environment (BC Parks), has initiated a Recreation Trails Strategy for British Columbia.
Development of the trails strategy will take a multi-phased approach. The first phase, completed in 2007,
assessed the status of BC’s current recreation trail network and proposed a process for developing a
made-in-BC trails strategy. This information is summarized in the Recreation Trail Strategy for BCBackground Report. Phase 2, currently underway, involves the development of a Trails Strategy by a
broad-based Trails Strategy Committee. The Trail Strategy for British Columbia, once completed, will
describe an action plan that enables the development of a world-renowned network of sustainable trails,
accessible to all, which fosters social, cultural, health, economic and environmental benefits for trail users,
8
9
http://www.tsa.gov.bc.ca/tourism/education_and_training.htm
http://www.tsa.gov.bc.ca/sites_trails/Initiatives/Prov_Trails_Strategy/recreation_trails_strategy.htm
8
communities and the Province. In fact, this is the Vision for the provincial trail program described in the
Draft Strategy. This Draft Strategy, developed through collaboration and consensus by a multi-agency
stakeholder and government Trail Strategy Committee, outlines broad, strategic, provincial level goals
determined to be fundamental to a sustainable, world-class trail program. The next step in the process will
be to solicit community and stakeholder feedback, to refine the proposed actions and develop a plan to
implement the Strategy over the next five years. Between now and Spring 2009, the Trail Strategy
Committee will be soliciting feedback on the Draft Trails Strategy from across British Columbia. This will
include community meetings in select regions across BC as well as an on-going opportunity to provide
direct input and comments via e-mail to the Trail Strategy Committee. Feedback and comments on the
Draft Strategy can be e-mailed to: [email protected], include Draft Trail Strategy in the subject line.
The Spirit of 2010 Trail is the first segment in the creation of world class recreational rails to trails product
that will stimulate the development of incremental tourism infrastructure and incremental tourism visits
across a significant portion of British Columbia. The Spirit of 2010 Trail is 750 kilometres in length and there
is the potential to convert over 2000 kilometres of rail trails in total. The rail to trails movement has become
an accepted model in North America for sustainable economic development in rural and urban areas. It is
the conversion of former railway corridors into world-class recreational trails for use by cyclists, hikers,
equestrians and Nordic skiers. It has enabled primarily rural communities to develop a sustainable business
case for economic development using rail trails.
All of the corridors along this trail run through, or adjacent to forest dependent communities adversely
affected by declines in softwood lumber trading. The Spirit of 2010 Trail network will enable the economies
of the affected communities to lessen their dependence on traditional primary resource industries and
develop new direct and indirect spending through incremental visits from international, national and
regional visitors and local jobs.10
Bike BC11 Bike BC is the Province’s three-year, $31-million program for cycling infrastructure. Through Bike
BC, the Province will partner with communities to fund a variety of cycling projects, including the creation of
safe and high-quality cycling corridors, improvements to existing cycling infrastructure and other equipment
that makes cycling a safer and more convenient option for travellers.
Mountain Pine Beetle12
The Ministry of Tourism Culture and the Arts (MTCA) is responsible for managing the Province’s 1,240
recreation sites and 650 recreation trails. The current mountain pine beetle (MPB) infestation in British
Columbia spans more than 10 million hectares and is impacting a significant number of recreation sites and
trails in the interior of the province. To address concerns related to the MPB outbreak, MTCA has
implemented a MPB Mitigation Program funded by the Federal MPB Program. The overall objectives of the
recreation site and trail MPB Mitigation Program are to: Ensure that safety, public health and environmental
issues are addressed on provincially designated recreation sites and trails affected by MPB infestations;
Minimize the negative economic impacts to tourism and local communities; and Restore recreation
resource values at recreation sites and trails affected by the MPB.
10
http://www.spiritof2010trail.ca/aboutUs.aspx
News Release Sept. 16, 2008 2008OTP0224-001396, Office of the Premier Ministry of Transportation and
Infrastructure
12
http://www.tsa.gov.bc.ca/sites_trails/Initiatives/Mtn_Pine_Beetle/mountain_Pine_Beetle.htm
11
9
2.2
REGIONAL INITIATIVES
Kelowna International Airport
The Kelowna International Airport is investing $36 million to expand facilities to meet the growing demand
as passenger numbers are forecast to grow to 1.6 million by 2015. The centrepiece of the Kelowna
International Airport 2010 Development Program is a new international arrivals concourse capable of
handling 250 passengers per hour. Improved ground access and expanded vehicle parking, a new car
rental facility and two new aircraft loading bridges are also included in the program.13 Direct flights from/to
Seattle will open up new markets for the region. The first phase of the 2010 Airport Development Program
is the runway extension. The runway extension was from 7300 feet to 8900 feet, opening November 07,
2008 in time for the 2008/09 ski season which will allow for direct intercontinental air service from such
countries as the UK and Germany.
2.3
LOCAL DEVELOPMENTS
Public and private sector development is a key indicator for investment levels in tourism development.
Halcyon Hot Springs Village & Spa is offering resort strata-titled vacation homes for sale. Construction of
phase one of the Chalets at Halcyon was completed in the summer 2006. The master plan calls for a 150unit condominium/hotel; 64 chalets, 11 cottages and 11 cabins for a total of 246 units over several
phases.14
2.4
LOCAL PLANNING AND KEY INITIATIVES
Where possible, current planning initiatives will be incorporated and expanded upon in the Tourism Plan.
Economic Development Planning – Nakusp and Area Development Board
There is currently no economic development plan for the Nakusp and Arrow Lakes area. Current resources
are focused on supporting the Community Tourism Foundations program process.
New Housing Committee – Nakusp and Area Development Board
A Housing Committee was formed January 22, 2009 to collect information, increase public education and
awareness and create a local strategy for housing. The new committee identified the following short-term
priorities. 1) Invite George Penfold, Selkirk College Regional Innovation Research, Rural Economic
Development to meet with stakeholders. 2) Disseminate information from this session. 3) Organize a
meeting around secondary suites. 4) Disseminate information from this session.
New Nakusp Trails Society - http://nakusptrails.ca/
The Nakusp Trails Society promotes non-motorized, self-propelled recreation, and the health and wellbeing associated with these activities. The society is currently working on a plan to design, build, manage
and maintain a network of enjoyable and sustainable trails for shared use by hikers and mountain bikers
alike. They encourage community members to participate in a shared trails strategy through such activities
as volunteer maintenance projects, organized trails events, etc.
13
14
http://www.kelownaairport.com/
http://www.halcyon-hotsprings.com/dev/pdf/HHS_MasterPlan.pdf
10
New Fair Trade Town Initiative
The Nakusp Secondary School’s Sustainability Club, seeks to make Nakusp a Fair Trade Town through the
TransFair Canada organization. Village Council and School District #10 support this initiative.
Visitor/Tourism Assessment
A tourism report titled Visitor/Tourism Assessment, Destination Development, February 2006 provided an
initial assessment of Nakusp from a visitor perspective in terms of marketing effectiveness and on-site
evaluation. Thirty-seven suggestions summarized the report, which focused on way finding, beautification,
public restrooms, etc. Plan recommendations included a Branding, Marketing Action Plan. Marketing tactics
included public relations, brochure activities guide and website redevelopment. The Community Projects
Coordinator is implementing some of the suggestions as resources become available. Linkages from this
report will be addressed in the Tourism Plan.
A status update of the recommendations can be found in the Appendices.
The Arrow Lakes Arts, Heritage and Cultural Scan
The Arrow Lakes Arts, Heritage and Cultural Scan is an important initiative designed to be the first step in
developing a comprehensive Cultural Plan for Arrow Lakes and the communities of Nakusp, Burton,
Fauquier and Edgewood. Produced on behalf of the Arrow Lakes Arts Council, project sponsors included
Columbia Basin Trust, Heritage Cultural Conservation II and 2010 Legacies Now. The draft report was
released September 2008 and where possible, linkages to tourism will be addressed in the Tourism Plan.
The following summary has been supplied by the Arts Council as edits to the original framework for the
Scan.
Arts Council related items:
Communication to accommodate distances between and access to rural communities Public Art and
number of productions and Encourage Performance, Exhibition, Preservation, Interpretation
#5
Members from all communities to attend Arts Council meetings.
#6
Website, Calendar, Directory, Market work on net.
#9
Expand Art Walk to outlying communities and Slocan.
#10
Art in the Park and Waterfront, Touring Art.
#23
Online Cultural Calendar, coordinate with Community Calendar
#32
On-line funding sources guide.
Facility related items
•
Facility for performance with space for a gallery.
•
Facility – Maximize What We Have
#13
Partner with service organizations and the Rec Commission
#14
Involve youth
#25
Upgrade auditorium.
#26
Permanent Arts and Culture Centre.
#28
Use community buildings and schools.
Cultural Planning and Policy Framework Development
•
Operational funding and general lack of funding.
11
•
Cultural planning and policy framework to provide the pathway and leadership.
•
Enhance communication and coordination
•
Build Capacity – Human and Financial (Volunteers)
#1
Look to existing plans, link to more communities, do strategic planning.
#2
Liaison with the Village, RDCK,etc.
#16
Create a Public Art approach and integrate and pursue it
#17
Create a formal strategy, link websites, tie into “Relax, refresh, and return”
#20
Support “Buy Local”, build audiences, use web marketing.
#24
Welcoming event for newcomers.
#29
Expand Projects Coordinator position with Cultural mandate.
#30
Expand Arts and Culture with Selkirk.
#31
Create volunteer program utilizing the schools and Rotary.
#32
On-line funding sources guide, coordinate with Arts Council and other various groups, and Selkirk
College for training
#35
As a long-term goal, to create a staffed position for the Arrow Lakes Arts Council.
Heritage related items
#3
#8
#22
Create a Heritage Policy.
Heritage Tour.
Signage and Historical Markers
Aboriginal Initiatives
•
Aboriginal culture.
#27
Aboriginal Interpretive Centre, advance history
Tourism Planning
•
Planning Policy and Governance Framework
•
Strengthen Cultural Tourism and Market as Cultural Destination, “Relax, refresh and return”.
#7
Bi-annual Arts, Culture and Heritage gatherings to advance skills, fundraise, market and network.
#11
Festival with full range of Cultural presenters, including wellness
#12
Attract film production.
#15
Add Arts and Cultural component to Music Fest. (Arts and Culture in town and parks before,
during, and after)
#18
Create cultural tourism packages, bus tours, work with the Chamber of Commerce.
#19
Link to natural beauty, Art in Paradise, Art Adventure, Eco Art, tours for landscape and wildlife
painters and photographers.
#20
“Buy Local”, build audiences, use web marketing.
#21
Partner with accommodations and restaurants.
#24
Welcoming event for newcomers.
Native Interpretive Centre – Nakusp and District Museum Society
In 2007 the Nakusp and District Museum Society developed a concept for a Native Interpretive Centre as a
satellite exhibit. In 2008 a business plan was presented to the Village of Nakusp council. The museum is
12
seeking space in the Village owned Community Park for the project. The plan is being submitted for
consideration as part of the Village of Nakusp’s Master Parks planning process. Next steps are to secure a
location and raise funds. The project would be undertaken in phases: 1) secure perimeter fencing, 2) build
exhibits 3) build museum. Local support was gathered in the form of 246 letters (including residents,
service groups, educators, etc.), a poll of 8th avenue residents and full support of the Sinixt Nation, the
mother tribe of the Pacific Northwest Salish. The concept is an outdoor display including a fish drying shed,
pit house, tule mat tipi, a sweat lodge, medicine wheel and a 700 square foot dome shaped observation
museum to house Sinixt stone tools, pictures, maps, etc. Travelling exhibits would form part of
programming.
Rails to Trails
A long-range plan is to develop a rails to trails link between Nakusp to Rosebery. The Central Kootenay
Regional District is a Spirit of 2010 Trail participant through the Nelson Salmo Great Northern Trail
initiative.15
Downtown Revitalization
A downtown revitalization committee will be formed in winter 2009. Key issues to be addressed include
signage and beautification. Next steps are to incorporate the Downtown Revitalization planning process
into the three-year plan for the new council.
Parks Master Plan – Village of Nakusp
A public meeting was held in September 2008 to get input from the community for the master plan of the
4.8 ha Community Park. Next steps are to incorporate the Parks Master Plan planning process into the
three-year plan for the new council.
Nakusp and Area Community Centre Upgrades – Village of Nakusp
Infrastructure improvements to the arena are for the mechanical system and new roof. Government grants
have been secured for $400,000 and other funds have been applied for. The project to date is valued at
$650,000. Upgrades are estimated for July 2009. Additional upgrades include geothermal for $885,000.
The Green Door Youth Centre has begun plans toward an addition to the Community Centre.
Nakusp and Area Community Centre Auditorium Revitalization – The Cultural Community of Nakusp &
Area Society16
To accommodate performances, small meetings and conferences, arena upgrades are underway.
Phase 1 of the Auditorium Revitalization project is audio/visual enhancement, value $43,680. This phase in
near completion and involves the purchase of a portable stage, window covering, sound system, laptop and
projector. Phase 2 is the assessment, planning and preliminary design, in preparation to complete the
revitalization, value is $20,000. This phase involves getting expert advice on acoustics, electrical,
mechanical, structural, kitchen, theatre usage and interior design. Outcomes from this phase include a plan
with preliminary designs and a budget for fundraising. Phase 3 – Implementation will include kitchen
15
16
http://www.rdck.bc.ca/community/parks/bnr_trail.html
John Moroz [email protected]
13
upgrade/commercial kitchen, washrooms upgrade, acoustics upgrade, stage upgrade, washrooms and
dressing rooms, bar upgrade and room dividers for smaller meeting rooms.
Referendum Nakusp Hot Springs - Village of Nakusp
During the civic election November 15, 2008, voters were asked if they were in favour of selling the Nakusp
Hot Springs, 57% voted in favour. A public information meeting held October 30th provided residents with
information about retaining the hot springs in terms of costs to maintain the facility and implications for
development opportunities. In 2006, the hot springs were closed from January to August for upgrades and
the impacts were felt throughout the community in terms of negative economic impact. The current facility
was constructed in 1974; the Nakusp Hot Springs Park was cancelled by Order in Council #1767
November 09, 1990; ownership of DL 16930 was transferred to the Village of Nakusp by the Province on
July 02, 2004 from Crown Grants 8269 and 1353, the Village of Nakusp paid fair market value and a
balance is still owing. The Province has a covenant registered against the source water that requires the
facility to remain public. Failure to follow this covenant would result in the land where the source water is to
revert back to a park. The hot springs requires ongoing upgrades, phase II includes up to $500,000 in
estimated costs. The facility currently runs at a loss. The costs for upgrades coupled with a decline in
attendance and rising operating costs result in the inability for the Village to service the debt. Next steps are
to incorporate the Nakusp Hot Springs planning process into the three-year plan for the new council.
Official Community Plan – Village of Nakusp
The Official Community Plan (OCP) for Nakusp was recently updated. Bylaw 612 was adopted on April 08,
2008. Tourism is recognized in Section 1 Introduction to Village and OCP as a stand-alone section: No.
1.3.8.
Nakusp is taking advantage of its potential to attract large numbers of tourists who visit the area’s
spectacular outdoor attractions. Several natural hot springs are located in the area, and development
of potential recreation sites and leisure attractions, such as helicopter skiing, will continue to bring
increasing numbers of people to the area. Nakusp offers a haven for boating enthusiasts and has a
boat launch and marina. Nakusp is ideally suited to quality living in a superlative environment for both
young and old.
Section 3 Specific Goals, Policies, and Implementation Strategies for tourism are noted under section 3.7
Recreation and Tourism.
The status of each of the policy and implementation strategies are noted in the Appendices including
Tourism, Recreation and Culture.
A. GOALS:
1. To sustain and promote a healthy active community
2. To beautify the area and increase pride in our community.
3. To provide quality facilities and attract visitors to the area.
4. To promote economic activity from tourism
B. IT IS THE POLICY OF COUNCIL:
14
1. To provide municipal recreational services to the urban and rural parts of the municipality,
as finances permit.
2. To make recreational facilities more available and user friendly (i.e. access for people with
disabilities to our sports centre.)
3. To provide new recreational opportunities to seniors.
4. To increase the lifecycle and usage of our recreational facilities.
5. To view recreational area (parks, sports complex) as a multigenerational centre and a
community focal point.
6. To encourage cultural use of parks and recreational facilities.
7. To ensure any new subdivision has a trail network and connections to trails.
8. To improve connectivity between designated trails and accessibility to public in all
seasons.
9. To increase the shoulder season and winter tourism, eco-tourism, and soft adventure
tourism activities.
10. To protect the natural area from disturbance in parks.
11. To expand the campground and improve amenities and operate it in a fiscally responsible
manner.
12. To improve the cemetery.
13. To develop a tourism, branding & marketing action plan.
14. To provide better information for residents and tourists.
C. IMPLEMENTATION STRATEGIES:
1. Upgrade the auditorium facility at the Nakusp Sports Complex so that it is more conducive
to performances, meetings and small conferences/conventions.
2. Beautify the parking lot of the sports complex and make exit/entrance area safer.
3. Support the development of the hot water source "in town", and the development of a
wellness centre.
4. Retain the natural topography of campground, parks, and trails as much as possible.
5. Develop further; need natural zone along 10th Avenue.
6. Improve showers and washrooms in the campground, and add a Laundromat.
7. Increase power to the sites in the campground.
8. Expand and enhance trail systems for cycling, hiking and walking.
9. Expand current walkway to incorporate trail west of public beach, old railway grade along
the bypass and connection corridor back to the wharf.
10. Encourage a foot bridge (or other suitable connector) across Kuskanax Creek to tie in with
the existing trail system.
11. Create and recommend a new cycling trail.
12. Rename the sports complex to increase awareness of alternative usage.
13. Clearly mark the trail corridor with signs and maps showing the route around Nakusp.
14. Recommend pamphlets and signage for trails.
15. Erect signage on walking trails to prohibit motorized traffic.
16. Develop visitor information signage, brochures, calendar of activities, website.
17. Support the construction of a new marina / wharf in addition to the existing facility.
18. Support other priorities expressed by community residents from June 06 Town Hall
meeting.
15
19. Have the Recreation Committee 1) integrate recreation elements in the Village, 2) review
needs for various activities given changing demographics, and 3) investigate various
funding options to upgrade and maintain facilities.
20. Have a representative on “Rails to Trails” group and stay informed of the project from
Nakusp to Rosebery.
Section 3 Specific Goals, Policies, and Implementation Strategies for Culture Arts and Heritage are noted
under section 3.9, they are presented here in consideration of the draft Cultural Scan just released and the
linkages to tourism.
A. GOALS:
1. To encourage community growth through the access, use and appreciation of arts, culture
and historic sites.
2. To encourage local pride and retain community individuality.
1. To support municipal arts, culture and heritage with appropriate Village resources.
2. To protect historic buildings and areas through appropriate bylaws. (See list of historic
sites in OCP Appendix 'VII').
3. To obtain greater community participation in cultural events.
1. Perform arts & culture scan (inventory).
2. Create a directory of arts & artisans.
3. Create a permanent space for performing and visual arts.
4. Complete historical mapping & interpretive signage.
• Recognize historic buildings (but not designate as heritage sites) by placing
information and plaques outside of them for the public and tourists
• Name the waterfront (relate to steam boats); and place signs plaques indicating
historic sites.
• Use street names in new subdivisions that reflect the history of the area.
5. Support the creation of interpretive centres that complement our history.
6. Reintroduce annual pride week activities.
Official Community Plan – Electoral Area “K” Planning Review17
The Board of the Regional District of Central Kootenay has approved the 2007 – 2008 Planning Services
Division work plan, which includes the Electoral Area K Planning Review project. The purpose of the Area
K Planning Review is to replace Rural Land Use Bylaw 1248, 1997 with a new Official Community Plan and
Zoning Bylaw. A survey was conducted in July 2007 and a series of workshops were held in October 2007
and 2008 to gather input to update the Draft Official Community Plan, which is now being edited to reflect
these workshops. Another series of community workshops is planned for Spring 2009.
17
http://www.rdck.bc.ca/development/planning/projects/electoral_area_k_planning_review.html
16
Electoral Area K extends from Halcyon Hot Springs in the north to Edgewood in the south and includes the
communities of Burton, Arrow Park, Fauquier, Applegrove, Inonoaklin Valley, Needles, Whatshan Lake,
Box Lake, Summit Lake, Brouse/Glenbank and the areas in between. Use of land and the development of
property in Area K are subject to the requirements of Electoral Area K – The Arrow Lakes Rural Land Use
Bylaw No.1248, 1997.
17
3
Market and Travel Trends Analysis
This section of the report is an abridged version of a more detailed analysis available under separate cover
titled Nakusp and Arrow Lakes Tourism Situation Analysis Supplementary Appendices. Visit
http://nadb.kics.bc.ca/index.php?page=ctfhome.
Please note changing conditions to the global economy are ongoing, current volatility in the
markets due to the recent economic downturn will alter these estimates over time resulting in a
direct impact on travel projections and trends.
World economic trends and world tourism trends are examined in this section to provide a context for
tourism in British Columbia. Because tourism is largely a discretionary item, it is dependent on personal
disposable income. When economies are strong, tourism expenditures grow more rapidly than consumer
spending as a whole. Likewise, during recessions, tourism can decline quickly and substantially. The World
Tourism Organization indicates that the growth of international tourism arrivals significantly outpaces
growth of economic output as measured in Gross Domestic Product (GDP) when GDP reaches a certain
level. In years when world economic growth exceeds 4%, tourism growth tends to be higher. However,
when GDP growth falls below 2%, tourism growth is lower than GDP growth. During the period from 1975
to 2000, when GDP grew by 3.5%, tourism grew on average 1.3 times faster, with an average rate of 4.6%
per year.
3.1
ECONOMIC OUTLOOK
The global economy, led by the United States slowed significantly in 2008. The Canadian economy is
expected to grow by only 0.6% in 2008 and 0.3% in 2009 while the U.S. economy is expected to grow by
1.4% in 2008 and shrink by 0.7% in 2009.18 The U.S. economy entered a recession in December 2007,
which worsened significantly in the fourth quarter of 2008, with GDP anticipated to have decreased about
4% in 2008 Q4. A recovery is not expected to begin until at least 2009 Q3. More than 1 million jobs were
lost in the US between September and November 2008. While the job losses were concentrated among
younger, less educated workers, older college graduates, who comprise the bulk of BC’s US visitors, were
not unscathed. The Consumer Confidence Index declined in both Canada and the US during 2008; in
November currently sitting at 44.9 (1985 = 100) 19. The economies of British Columbia and Alberta have
been less affected, but declining oil, lumber and base metals prices are acting as a drag on their
economies. Alberta (+1.3%) and BC (+1.0%) are both forecast to growth in 2009, but at a much slower
pace than in recent years. Poor US economic performance in 2009 will more than offset the benefits of a
more favourable exchange rate and lower gas prices; American visitation is expected to continue to decline
in 2009. Japan and the UK, BC’s two largest overseas markets, have also entered sharp recessions with
growth rates of -0.9% and -1.4%, respectively, predicted for 2009.20.This will probably lead to a decline in
visitation from these countries in 2009.
Global economic situations and exchange rates have a clear impact travel patterns, with respect to how
much people travel and the destinations they choose. Studies have shown that Canadian overnight travel
18
IMF World Economic Outlook, International Monetary Fund, November 2008.
University of Michigan, November 2008.
20
Economist Magazine, December 5, 2008.
19
18
to the U.S. is more sensitive to exchange rates than U.S overnight travel to Canada. For every 10%
increase in the value of the Canadian dollar historically overnight travel to the U.S. increases 15-16%.21 In
the final quarter of 2008, the Canadian dollar was worth about US$0.79 after falling from US$1.03 at the
beginning of the year.22
Although it is difficult to quantify the relationship between travel patterns and exchange rates, as many
other contributing factors will affect travel, such as the cost of transportation, air access, distance, passport
regulations, border issues, and the marketing activities of competitive destinations,23 a combination of
factors have been influencing the downturn of two key international markets for British Columbia, the U.S.
and Japan. The U.S. is British Columbia’s main international market and changes of the economy and
other factors, not only affect the number of visitors from the U.S. to BC but also can affect BC and Alberta
residents’ propensity to travel in BC; the US is a key competitor of British Columbia’s in many markets.24
Japan is British Columbia’s largest Asia-Pacific market. In 2008 the rapidly weakening Japanese economy,
combined with decreased air capacity to BC have led to a decrease in visitation to BC. Additionally, the
Japanese tourism product has become more price competitive in recent years.25 For example, skiing has
become more affordable in Japan, providing competition with the Canadian ski market in the Japanese
market, as well as Australia, for which skiing in Japan is a viable alternative to skiing in BC.26
3.2
WORLD TOURISM TRENDS
Tourism is an important part of the worldwide economy, making up approximately 6% of worldwide exports
of goods and services (2003).27 In another record year for the industry in 2007, 903 million international
tourist arrivals were recorded by the WTO (World Tourism Organization), increasing 6.6% or an additional
56 million international tourist arrivals from 2006.28 Growth (international arrivals) was highest in the Middle
East (+15%) followed by Asia and the Pacific (+10%), Africa (+7%), Europe (+5%) and the Americas (+5%).
The World Tourism Organization expresses optimism for the tourism industry over the long term,
forecasting international arrivals to reach over 1.6 billion by the year 2020.
Approved Destination Status for Canada in China
In January 2005, Canada and China formally agreed to begin negotiating Approved Destination Status
(ADS). Once the negotiation process is completed, it will be significant in building visitation from this
market, allowing Chinese citizens to apply for a visa to travel to Canada for pleasure purposes. BC
received 78K visitors from China (not including Hong Kong) in 2005, making up 0.3% of the total 22.89
million visitors to BC. While this is not a large number currently, outbound travel from China has grown by
18% annually in recent years (China National Tourism Administration). The experience of other countries
once they have been granted ADS shows that it leads to a steady growth rather than an overnight
explosion in Chinese tourism. Australia, for example, which was granted ADS in 1999, has seen a 22%
average annual increase in arrivals from China since 2000, while Canada has seen an average annual
21
Exchange Rates the Potential Impact of a Stronger Canadian Dollar on Travel to/from Canada in 2004/2005, CTC April 2004.
Bank of Canada, December 2008.
23
Situation Analysis for Tourism in British Columbia (Draft), TBC, December 2007.
24
25
26
27
http://unwto.org/facts/eng/economy.htm. Accessed December 15, 2008.
28
UNWTO World Tourism Barometer, October 2008. World Tourism Organization.
22
19
13% increase (a 9% difference). Unfortunately, progress on negotiations has been slow and ADS is not
expected to be granted to Canada in the near term. In addition, Chinese travellers are focused on key
Canadian icons such as Niagara Falls, Vancouver and Toronto, and are looking for urban experiences.
Therefore, the large urban areas of British Columbia will have the greatest potential to attract Chinese
visitors.
3.3
CANADIAN TOURISM INDUSTRY
The worldwide tourism market is very competitive. In 2007, Canada ranked #14 in international tourism
decreasing one position from 2006. British Columbia holds a 0.5% share in international tourism arrivals. In
tourism receipts (or tourism revenue), Canada ranked #13 in 2007, decreasing two positions from 2006. In
2007, Canada held a 1.8% share and in 2006 British Columbia held a 0.4% share in international tourism
receipts. However, due to the rising Canadian dollar, outbound tourism is also growing significantly. The
June 2007 Canadian Tourism Commission outbound travel statistics indicate a sharp increase in overnight
travel to the United States (up 8.5%, year over year). During the same month, travel to other international
countries was up by 7.9%.29
3.4
MARKET 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
anyone’s control (such as wars and disease), international tourism growth is volatile in the short term.
Despite the Iraq war, SARS (Severe Acute Respiratory Syndrome), and a weak US economy, tourism has
proven to be resilient and 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.
Changes in International Visitation
• An ongoing decline in US overnight trips, with those travelling by automobile showing the greatest level
of decline. This particular market segment for Canada as a whole amounted to 5.2% in 2006. Given that
the US sector represents 75.7% of the total international market, it is not surprising to note that
international visitation overall continues to decline. In 2006 international visits to Canada fell by 3.2%.
• The decline of this market within BC is similar to national trends. 2006 data shows a decline of 6.5%
when day visitors are included in the calculations.
• Growth from emerging markets to Canada compensates for declining numbers travelling from the US,
and other key markets including Japan, Germany and the UK. Visitors from countries such as China,
Mexico and South Korea have all shown significant increases. These increases are also reflected within
BC.
Canadian Travel Patterns
• Outbound travel is at an all-time high and increased by 7.7% in 2006.
• Domestic demand is strong and accounted for three-quarters of all tourism revenue in 2006.
• The most reliable market for BC is BC residents.
• The performance of the Canadian hotel industry continues to gain momentum. Revenue per available
room is expected to rise by 4.8% for 2007, following a growth of 6.6% in 2006.
29
Ibid.
20
US Travel Trends
• Visitation is in steady decline, especially with border areas and the drive markets
• Due to time poverty shorter more frequent trips (average 4 per year) and four-day get-a-ways over
weekends are growing
• Travel radius 4-6 hours (either driving distance or non-stop air time)
• 29% will take fewer vacations in 2008
• Focus is on value – less brand loyalty (want brand quality for least cost)
• Togethering: travel with multi-generations
Socio-Economic and Political Factors
• There are distinct differences between the various demographic segments that are driving market
preferences. The Baby-Boom generation (1946-64) is the largest bulge, and as this group swells the
growth of the 55+ age group, distinct changes in activity participation and demands can be expected,
with a decline in the more physically demanding activities such as downhill skiing and an increase in
nature-based “soft” adventure. Generation X (1965-80) is a small cohort and is characterized by a highspend per trip, while Generation Y (1977-94) is a larger segment and is fuelling growth in the adventure
travel industry in particular.
• The strengthening Canadian dollar relative to all currencies from key markets has hurt the price
competitiveness of Canadian destinations. The US market in particular will be heavily impacted by the
currency changes and further decline in that sector can be anticipated. In addition to this, overseas
destination marketing organizations have become more aggressive in their marketing campaigns and
are succeeding in attracting higher numbers of visitors from Canada’s source markets.
• Rising fuel prices and related travel costs and the Western Hemisphere Travel Initiative are also
contributing to reduced travel from the US. To some extent these same factors may increase domestic
growth in travel, although the strong Canadian dollar could well counter-balance any advantage as
Canadian outbound travel grows in response to currency changes.
• The role of the Internet continues to expand as a critical element of the “buying” process and the
potential for converting “lookers” to “bookers” is growing. US-based predictions have suggested that by
2011, 38% of all travel will be generated online.
• Environmental consciousness – trends are indicating visitors are expecting companies to practice
environmental stewardship, but they do not want to pay extra for it.
Conclusion
Canadian and American travellers present the largest potential volume of visitors to BC communities. The
US 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 passport requirements, border and
security issues, and the lower spending power of the US dollar in Canada. Leisure travel in Canada and the
US makes up a larger number of trips, and is growing faster, than business travel. Baby boomers continue
to be the largest demographic segment, with the baby/bust/Generation X the second largest segment that
21
is seeing the highest growth rates. 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.
3.5
ACCOMMODATION
At year-end 2007, national occupancy levels were recorded at 65% with an average daily rate of $127.
Although demand was not as strong as the 4 to 5% annual growth levels experienced during the 2004-2006
period, the Canadian accommodation industry posted a respectable 2.7% growth in 2007, one percentage
point ahead of the national supply growth of 1.7%. With a further 1.8% increase in supply expected in 2008,
occupancy is projected to improve to 66%, reflecting a continued 3.0% growth momentum. Average daily
rates are forecast to increase by 3% in 2008 to reach $131.30
In BC, the 2007 accommodation room revenue was $1,966,282 increasing 8.3% from 2006, provincial
occupancy was 66.9% up 1.3%. Provincial average daily room rate was $128.49 up 5.4%.31
The type of accommodation that travellers stay in while on vacation was reviewed in a 2003 Canadian
survey. This showed that 35% of their nights were spent in commercial accommodation (such as hotels,
motels, bed & breakfasts, hunting and fishing lodges, resorts, camping or trailer parks, and commercial
cottages and cabins); while 61% of their nights were spent in private accommodation (such as the home of
friends and relatives, private cottages, or vacation homes). The increase in property ownership at
destination resorts will ensure that the “private accommodation” sector remains high.
3.6
GROWTH IN NICHE TOURISM32
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. With the growth of
“experiential tourism” there has been a corresponding growth in niche sectors that can deliver an
experience. The Canadian Tourism Commission’s repositioning of Canada as a destination where
travellers can enjoy extraordinary personal experiences will heighten this demand for engaging experiences
that go beyond the traditional goods and services offered by the travel industry.
Aboriginal Cultural Tourism
The market positioning of quality Aboriginal cultural tourism experiences in BC has gained significant profile
in recent years with the work of the Aboriginal Tourism Association of BC33 and the ongoing implementation
of the Aboriginal Cultural Tourism Blueprint Strategy.34 The government’s announcement in September
2007 of a $5 million investment to facilitate further implementation of this Strategy has acted as a catalyst in
the ongoing development of this niche sector. In addition, Aboriginal Tourism Association of BC’s work with
the Four Host First Nations of the 2010 Olympic & Paralympic Winter Games,35 VANOC,36 and Tourism
BC,37 and the Association’s focus on the opportunities presented by the Games to showcase Aboriginal
30
http://www.pkfcanada.com/trends_research/news_articles/2007/december.htm
Tourism BC Year In Review, 2007
32
Tourism Planning Group, Tourism BC
33
http://www.aboriginalbc.com/
34
http://www.tsa.gov.bc.ca/tourism/aboriginal_tourism.htm
35
http://www.tsa.gov.bc.ca/sport/
36
http://www.vancouver2010.com/en/OrganizingCommittee/AboutOrganizingCommittee
37
http://www.tourismbc.com/
31
22
tourism product and to position this product as an integral part of Canada’s tourism portfolio will continue to
accelerate growth in both demand and supply.
Culture and Heritage Tourism
The growing demand for experiential tourism is paralleled with an increasing level of interest in arts, culture
and heritage products, including Aboriginal cultural tourism. As visitors seek to “connect” with a destination,
there is rising demand for tourism product that gives them insight into the character and essence of the
local landscape. While culture and heritage may not be a primary motivator for a destination, it has become
critical as a complementary experience and plays a key role in extending the length of stay. The work that
the Canadian Tourism Commission is doing in raising the profile of the country’s culture and heritage
product is creating a new awareness and potential demand for community-based experiences, and
communities need to identify their strengths and opportunities to develop the product base.
Golf
Research on the golf industry undertaken by Ipsos Reid38 on behalf of the Royal Canadian Golf Association
has concluded that 5.95 million Canadians currently play golf – representing a national golf participation
rate of 21.5%, which is one of the highest rates in the world. Key findings include:
• Canadians spend a projected $12.9 billion per calendar year on direct golf expenditures such as green
fees and memberships ($7.25 billion), golf equipment ($2.25 billion), apparel ($1.73 billion) and golf
travel ($1.62 billion);
• The total golfing population has increased 21.6% since 2001 (4.89 million);
• Golf continues to be dominated by male participants aged 18-64 (61% of total golf population); and
• The participation rate of women has increased from 9.7% in 2001 to 12.3% in 2006.
• The increase in overall golf participation rates has been driven largely by a rise in the “core” population.
This sector has grown by 47% since 2001. Similarly the total number of rounds played per annum has
increased just over 42% in the same period and club membership has grown by almost 30%.
Meetings and Conventions Market
The meetings and conventions market is worth approximately $500 million in visitor revenues to BC and is
a high yield market. With the completion of the Vancouver Convention and Exhibition Centre expansion,
this value will continue to grow. The meetings and conventions market includes the following events:
Conventions (with trade shows), conferences, meetings, trade shows, consumer shows.
According to Future Watch 2008, the report on the annual survey conducted by Meeting Professionals
International,39expectations for 2008 in North America is for a steady year with little or no change in overall
volume. Independent planners expect the most growth (as do corporate planners), with associations being
slightly less. Canadian planners and suppliers were asked to describe the impact of the labour shortage;
staffing issues in hotels, restaurants and convention centers emerged as the overwhelming concern, with
77.3% of Canadian respondents—though, curiously, only 72.1% of suppliers—assigning the issue a high
ranking. Solid majorities of Canadian respondents say the labour shortage will result in fewer meetings with
lower attendance; 37.9% of all Canadians and 52.4% of suppliers predict that some meetings will move to
38
39
Ipsos Reid on behalf of RCGA, 2006, The 2006 Golf Participation in Canada Report
http://www.mpiweb.org/cms/mpiweb/default.aspx
23
the United States. About one in five corporate planners say the labour shortage will lead companies to hold
more meetings in Canada.
Nature-based tourism
This encompasses a wide range of activities that take place within a natural landscape. Canada and BC in
particular are well positioned to attract significant demand in this area, and trends are demonstrating that
young seniors and those aged 35 to 55 are fuelling growth in this sector with their demand for new and
enriching experiences related to adventure, nature and culture. The preferred activities include hiking,
general nature observation, canoeing, cycling, mountain-biking, fishing and cultural interpretation; and while
many visitors undertake these activities independently, the demand for guided services and packaging is
growing.
Sport tourism40
Sport tourism includes any activity in which people are attracted to a particular location as a sport event
participant, an event spectator or to attend sport attractions or sport business meetings. The significant
economic impact and community development benefits make sport tourism one of the fastest emerging
tourism sectors in the country. For communities throughout BC, sport tourism offers the opportunity to raise
their profiles as world-class sport event hosting destinations, generate new tourism business year round,
and achieve widespread international recognition for BC's active communities and people. BC has an
unprecedented opportunity to showcase its world-class facilities and event-hosting capacity by hosting the
2010 Olympic and Paralympic Winter Games.41 Tourism BC recognizes the potential for sport tourism and
has developed a sport tourism partnership with 2010 Legacies aimed to assist communities that wish to
embark on sport tourism planning and development.
Winter Tourism
The Canadian Tourism Commission recognizes that winter tourism is both a challenge and an important
opportunity for Canada’s tourism industry. While hosting the 2010 Winter Olympic and Paralympic Games
will undoubtedly strengthen British Columbia’s position as a winter tourism destination in the marketplace,
considerable effort will still be required to capitalize on this profile in areas outside the Lower Mainland.
Current trends in the alpine skiing and snowboarding sector indicate that ongoing growth of these activities,
as a base for a community’s tourism industry cannot be assumed. In 2002 the Canadian Ski Council
identified a combination of negative forces that had the potential to seriously impact domestic participation,
and this combined with a decline in the US market was cause for significant concerns over the longer term
sustainability of the industry. Since then the Canadian Ski Council has been engaged in a proactive and
aggressive campaign to stimulate growth in snow sports participation.
Recent growth in the BC winter tourism sector is encouraging, but much of this can be attributed to
weather-related conditions – less than ideal snow conditions in eastern Canada and Europe, combined with
excellent snowfall in BC. To ensure the longer-term viability of snow sports the Canadian Ski Council has
highlighted the need for the industry to focus on conversion and retention. Their research has shown that
resorts vary considerably in their ability to promote the activity and that there is a vital need to evaluate the
overall resort experience and to develop competitiveness at this level if the industry is to maintain a good
outlook. Turning visitors into repeat customers and growing the profitability of the industry for a community
40
41
Tourism BC
http://www.tsa.gov.bc.ca/sport/
24
hinges not just on the quality of the ski terrain and associated infrastructure, but equally on the quality of
the additional attributes of a resort and its community, which should enhance the actual ski experience. The
impact of demographic trends and the changing market expectations must be clearly understood at the
local level if resort-based communities are to maintain and strengthen their market position.
In other areas of winter sports and related tourism there are indicators of growth, with evidence of latent
demand in activities such as snowmobiling. The key issue concerning many of these other activities relates
to inadequate information on suitable sites and trails. While local users may be very familiar with
opportunities, there is a tendency for community tourism organizations to overlook the importance of
developing strong partnerships with community user groups to promote and develop these opportunities as
a tourism asset.
Wellness
New niche tourism products are developing in response to a growing concern and interest in issues that
relate to a person’s well-being and environmental ethics. Products that embrace these changes in lifestyle
values are becoming important elements within a destination and have the capacity to attract new market
segments as well as adding value to the existing visitor experience. The spa and wellness sector has seen
significant growth in recent years with revenue from the overall industry growing by 30% in 2005 alone.
Destinations such as the Yukon are recognizing the potential of aligning this new sector with traditional
outdoor products in a way that enables the territory to reposition the destination and attract new markets.
Culinary Tourism
Similarly, culinary tourism is emerging as a product in its own right and one that also has the potential to
strengthen existing sectors. Regions with an agricultural industry are discovering the benefits of marketing
regional cuisine as an experience that allows the visitor to appreciate new qualities of an area. These
culinary opportunities, which can be associated with other products such as local wines, arts and culture,
are creating the ambiance and sense of uniqueness that assists a community with building competitive
advantage.
Conclusion
British Columbia, with its spectacular scenery and remote but accessible areas, provides great opportunity
for product and market development capitalizing on current trends, however, each community within the
regions will require a strategy to differentiate and brand itself within this broader context to find their own
niche.
3.7
THE VALUE OF TOURISM IN BC
Tourism is an important industry in British Columbia, worth $10.2 billion in visitor revenue in 2006. Total
tourism GDP rose from $4.5 billion in 1997 to $5.5 billion in 2006, based on a 1997 constant dollar, a
growth of 22% over nine years. In 2006, tourism GDP as a percent of provincial GDP rose slightly to 4.6%
compared to 2005. The increase in tourism GDP outpaced the growth of the provincial economy as a whole
over the previous decade. Tourism employs about 120,000 British Columbians. Tourism British Columbia is
targeting a doubling of tourism revenues by 2015. This is an aggressive target that is not without risk, as all
market conditions need to be positive to achieve it. In 2006, provincial room revenues were up substantially
25
(7.8%) over 2005. Year-to-date provincial room revenues in 2007 have increased (7.8%) compared to the
same period in 2006.42
British Columbia’s tourism industry is expected to grow steadily over the next three years, with visitor
expenditures estimated to increase 10.9% between 2007 and 2010. Worldwide markets are growing, with
revenue from the Asia/Pacific region expected to increase by a total of 19.2% during this time.43
3.8
BC TRAVEL TRENDS
Total tourism to BC experienced steady growth until 2000, with a decline in 2001 due to the September 11,
2001, events. There was a rebound in 2002, but then further setbacks occurred 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 with a 1.7% increase in total numbers over the previous year and 3.1% increase in tourism revenues.
Tourism visitors reached 23.1 million overnight visitors in 2006. The largest market is BC residents making
49.1% of all visits to BC. The rest of Canada and the US markets are about the same size, around 21% of
total visits. Asia Pacific makes up less than 4% and Europe, less than 3%.
Overall, overnight customs entries from all international markets in 2006 were down 1.5% from the previous
year. This is largely due to the further decrease in entries from the United States, which were down another
2.0% for the year.
Tourism is seasonal in British Columbia and, despite significant efforts that have been made over the years
to build the shoulder seasons, tourism is expected to continue to be a seasonal business. The warm
weather months from June to September will likely continue to be the core tourism season for many types
of tourism experiences in BC. There are some tourism experiences that lend themselves to different
seasons to help spread the business throughout the year, such as meetings and conventions or activities
that are of interest to adults without children. Some markets are more amenable to travelling beyond the
June to September period, such as BC residents who tend to travel in BC throughout the year.
BC residents are the least volatile in travel patterns, without the degree of fluctuation experienced from
international visitation. They are an important market for BC communities as they travel within BC more
often (good source of repeat visitation), explore areas of the province beyond Vancouver / Victoria /
Whistler, have a higher propensity to travel in BC year round, and are more accepting of varying qualities of
facilities, amenities, and customer service levels. BC residents represent the first wave of visitors to allow a
community to build its tourism business to become more export ready.
While international visitors spend more than BC residents, (about 75% more in BC per trip than domestic
visitors) they have correspondingly higher standards, tending to limit their experiences to those that are
export ready. While the international markets are attractive, negative experiences have far reaching
consequences so they should be targeted only when the destination has high-quality facilities, amenities,
and customer service levels. The promotional costs of reaching these consumers and their market
42
43
http://www.tsa.gov.bc.ca/tourism/tourism_statistics.htm
Tourism British Columbia, Annual Report 2006-2007
26
expectations with regard to facilities, amenities, and customer service levels are significantly higher. As a
result, they tend to limit their experiences to those destinations that are clearly “export ready.”
Refer to the Appendices for Export Ready Criteria to work with Tourism BC.
3.9
KOOTENAY ROCKIES REGIONAL PROFILE44
Tourism indicators for the Kootenay Rockies (KR) tourism region provides a general overview of the area.
The most recent annual data as well as historical trend data are presented, including visitor volume,
accommodation and transportation indicators, and information about regional tourism products. Wherever
possible, provincial data are provided to allow comparison between regional and provincial tourism
performance.
Visitor Volume Indicators
Regional Customs Entries
The Kootenay Rockies region as a whole represents 3.9% of all provincial customs entries. Several entry
points experienced decreases in entries from 2006, with the largest decrease reported in Paterson (13.5%)
followed by Nelway (9.9%), Waneta (8.7%) and Kingsgate (4.8%). Significant increases in volume, over
2006, were reported in Cranbrook (27.1%), Trail (24.9%) and Rykerts (20.4%).
The majority of customs entries for the region were through Kingsgate (28.1%), Roosville (24.0%), and
Rykerts (23.3%). Roosville was the entry point for the greatest number of overseas visitors to the region
with 33.2% of the 5,281 overseas custom entries (followed by Kingsgate with 32.5%). Kingsgate also
provided the entry point for the greatest percentage of visitors from the United States (U.S.) (28%) followed
by Roosville (23.8%). It should be noted that regional customs entries can be misleading, as many
international visitors to the Kootenay Rockies tourism region initially enter through border crossings in other
tourism regions, including those outside of the province.
Year-end figures reveal a decrease in the number of overnight entries from U.S. visitors compared to 2006
(down 0.5%), and a significant increase in the number of overseas visitors (up 17.5%). However, overseas
visitors only comprise 2% of all international visitors to the region. Overall, there was a decrease of 0.2%
for all international customs entries to the region in 2007, as well as an annual average decline of 6.1%
from 2000 to 2007.
Visitor Centres
A total of 184,085 visitor parties visited the Visitor Centres (VCs) in the region in 2007, representing 11% of
those visiting VCs province-wide. Total provincial Visitor Centre usage was down 0.2% from 2006;
however, Visitor Centre usage in the region increased 12.5% relative to 2006.
The number of visitor parties for the region peaked in July and August of 2007; these two months
represented 49.7% of total parties for 2007. Increases were evident in all quarters except for the fourth
quarter, which declined 11% relative to the same period of 2006.
44
http://www.tourismbc.com/special_reports.asp?id=2065 July 2007
27
VC use in the region peaked in 2001 and again in 2007. In fact, 2007 has seen the highest volume in visitor
parties since 1994. Usage declined from 2002 to 2004 but increased from 2005 onwards. Overall from
2000 to 2007, there has been an average annual increase of 0.35% in the number of visitor parties using
regional VCs.
Caution is advised when interpreting these figures as they reflect not only changes in visitation to the
region, but also changes in the hours of operation for the VCs within the region.
Accommodation Indicators
Accommodation Type and Capacity
Of the 2,273 fixed-roof accommodation properties listed in the 2008 British Columbia Approved
Accommodation Guide, 294 or 12.9 % are located in the Kootenay Rockies tourism region.
While hotels and motels form the majority of the regional accommodation product in both type and capacity
(49.3% of all properties in the region and 83.6% of all regional accommodation capacity are found in these
two categories), cabins in the region represent nearly one–third (32.3%) of all cabins in the province and
over one quarter (25.9%) of total provincial capacity.
Room Revenue
In 2007, total room revenue in the region increased 14.5% relative to 2006, totalling $135.4 million. This
accounted for 6.9% of total provincial room revenue in 2007.
Room revenue in the region has grown steadily from 2000 to 2007. The average annual growth rate from
2000 to 2007 was 6.6%.
All regional districts posted room revenue growth in 2007 compared to 2006. Room revenue increased in
the Kootenay-Boundary district (17.1%), the East Kootenay district (14%) and in the Central Kootenay
district (12.7%).
East Kootenay generated nearly half (46.4%) of the region’s room revenue and 3.4% of the provincial total.
Of the urban centres, Revelstoke generated 13.7% of regional room revenue and 1.0% of the provincial
total.
Transportation Indicators
Route 1, East of Route 95 Golden, saw an increase of 0.6% in vehicle volume over 2006.
Route 3, West of BC/Alberta Border Crowsnest Pass, saw an increase of 6.5% in vehicle volume over
2006.
Castlegar Airport is a small regional airport, offering daily service to major centres, such as Vancouver and
Calgary. In 2007, Castlegar Airport experienced an increase of 3.1% in passengers over 2006.
28
The Region’s three main airports, the Canadian Rockies International Airport (formerly Cranbrook Airport),
Castlegar Airport and the Trail Airport all offer regularly scheduled flights for travellers. Car rentals are
available at all major airports.
The new Canadian Rockies International Airport joins Vancouver International (YVR) as one of only two
airports in British Columbia serviced directly from a major US hub airport. The Salt Lake City International
Airport serves eleven million passengers annually and provides the Kootenay Rockies access to most
major US markets. The international airport is a significant point of entry to the Kootenay Rockies Region.
In 2006 work was undertaken to extend the airport’s runway by 2,000 feet to 8,000 feet and the
navigational upgrades that were commissioned are now fully operational. The Terminal Building has
doubled from its original size to 2,100 square metres and includes a new Canada Border Services
Agencies Customs facility, which opened in January 2008. The project was financed by a partnership of
federal, provincial, regional and municipal governments.
The International departures area officially opened in May 2008, completing Phase II of the airport terminal
building expansion project. Phase III, which includes the restaurant, breezeway, and the post security
holding area was completed late fall 2008.
Through this expansion the airport can accommodate:
1.
Scheduled & charter aircraft from within North America (transcontinental)
2.
Limited intercontinental scheduled & charter services from Europe
The estimates of anticipated new growth arising directly from the expansion as calculated in the Airport
Definition Report (PDR Forecast – 2005 estimates), together with growth of current domestic business has
been projected from 2006 through to 2019. These forecasts show passenger numbers growing from 83,900
to a total of 231,269 in 2019. The increased significance of the airport as a gateway into the region is
reflected in its new name – Canadian Rockies International Airport.45
Aircraft movement trends over the last nine years are shown in the following chart.
Cranbrook Airport Aircraft Movements, 1998-2006
Aircraft Movements
BC Rank
2006
11,608
43
2005
14,396
39
2004
13,157
40
2003
11,664
43
2002
11,618
43
2001
14,532
38
2000
19,755
24
1999
21,333
29
1998
21,002
28
In terms of passengers, Cranbrook is the 10th busiest airport in the province with close to 100,000
passengers in 2007. The airport has logged 34 months of consecutive growth; with a 30% increase over
2005 passenger levels (76,825) and a 6.6% increase over 2006. Currently 70% of outbound traffic is
heading out to Vancouver and beyond, and 30% to Calgary and beyond. Approximately 30,000 East
Kootenay passengers depart out of Kalispell, or Spokane, where lower fares have resulted from increased
competition between the carriers.
Regional Tourism Products
45
Laurie Reed, Kootenay Rockies Tourism Association, August 2008
29
The Kootenay Rockies tourism region includes a diverse topography of rivers, lakes, waterfalls, beaches,
mineral hot springs, alpine meadows, and snow-capped mountains. Outdoor water pursuits include
canoeing, boating, windsurfing, water-skiing, white-water rafting, and fishing. The region also offers a
diverse range of other tourism products including those related to arts and culture
In 2001, there were approximately 2,192 nature-based tourism businesses in the province, of which, onetenth (10.2%) operated in the Kootenay Rockies tourism region.
Fishing
Results from the 2005 Survey of Recreational Fishing in Canada46 reveal that the majority (64.6%) of those
participating in recreational fishing in the region are from British Columbia, while 23.2% are from other
Canadian provinces, and 12.2% are from the U.S. and other international countries.
Anglers reported fishing an average of 13.6 days in the region.
Among regional anglers who reside outside of British Columbia, the survey results indicated that many
made one or more trips to BC in 2005. Overall, 64.2% reported making a single trip, 30.4% reported
making two to five trips, while 5.3% made six or more trips.
Skiing and Snowboarding
The Kootenay Rockies tourism region hosts 34.2% of the province’s ski runs. The largest ski facility (by
total number of runs) is Panorama Mountain Village, with 120 marked runs. The next largest ski facility is
Fernie Alpine Resort (107 runs), closely followed by Kicking Horse Mountain Resort (106 runs).
Parks and Camping
Camping and wilderness areas offered in Provincial Parks are an important component of the provincial
tourism product. The BC Provincial Park network consists of 893 provincial parks, protected areas,
recreation areas, or ecological reserves, covering 13.8% of the total provincial land base (13.09 million
hectares). This network includes 340 vehicle accessible campgrounds offering a variety of facilities,
including 11,760 campsites and 7,000 kilometres of hiking trails.
Just over one tenth (12.4%) of the total provincial campsites are located in the Kootenay Rockies tourism
region.
The Kootenay Rockies region is also home to the province’s largest concentration of National Parks,
including Mount Revelstoke, Glacier, Yoho, and Kootenay National Parks. Combined, these parks offer
visitors 946 campsites (74.6% of all campsites in BC’s National Parks), as well as numerous wilderness
and walk-in facilities in the backcountry areas.
Kootenay and Yoho National Parks are two of five national parks that represent the Rocky Mountains
natural region of Canada. Of these five parks, Kootenay and Yoho lie on the western side of the
Continental Divide, while Banff, Jasper and Waterton Lakes lie on the eastern side. Kootenay and Yoho
National Parks are two of seven national and provincial parks that comprise the 26,583-km2 Canadian
Rocky Mountain Parks World Heritage Site, one of the world’s largest protected wilderness areas.
46
The recreational fishing survey is conducted every five years by the Department of Fisheries and Oceans.
30
Regional Geographic and Demographic Information
Geography and Climate
The Kootenay Rockies tourism region is located in the southeast corner of British Columbia, bordering on
Alberta to the east and the U.S. to the south. The region is dominated by mountain ranges extending north
and south and contains four of the province’s national parks.
Demography
The Kootenay Rockies tourism region, with 3.5% of the total provincial population, comprises 6.2% of
British Columbia’s land area and contains 4.2% of the province’s total private dwellings.
The population in the Kootenay Rockies region declined by 2.1% in 2006, from the previous census in
2001. Kootenay Rockies is an older demographic than the province as a whole, with 49.8% of the Kootenay
Rockies population being over 45 years old versus 43% of the provincial population (aged 45 plus).
Average annual earnings in 2005 were lower than the 2005 provincial average.
Note: The Kootenay Rockies tourism region includes the following Census Divisions: East Kootenay,
Central Kootenay and Kootenay-Boundary.
Value of the Tourism Economy in the Kootenay Rockies47
Statistics for the Kootenay Rockies Region clearly show an increase in the value of tourism. The following
graphs show that room revenues have been rising steadily over the past decade and that the region now
contributes approximately $79 million – 5% of the provincial total.48
47
48
Tourism Planning Group, Tourism BC, Kimberley Situation Analysis 2007
BC Stats, February 2007, Tourism Sector Monitor – includes a special focus on the Kootenay Region.
31
Source: BC Stats.
When the level of increase in the region is compared to the province as a whole, the Kootenay region at
88.2% for the period 1995 to 2005 has outpaced the provincial average of 69.1%. In 2005 the largest
contributor of room revenues in the region was hotels, with this sector showing an increase of 7.9% over
the previous year.
The overall estimate of the value of tourism in the Kootenay Rockies region in 2006 was $901 million.
3.10 LOCAL VISITOR PROFILE
Key visitor types for Nakusp and Arrow
Lakes area are primarily leisure travellers,
(Free Independent Travellers (FIT), with
interests in hot springs, outdoor recreation,
events, touring (motorcycle route and circle
tours) and organized amateur sports.
Geographical origin includes:
• BC (Regional: Kelowna, Vernon,
Vancouver)
Visitor Origin
BC
Alberta
Europe
Local Resident
Other Canada
Other US/Mexico
Washington
Asia/Australia
California
Other
7,127
2,557
1,971
808
757
619
139
123
92
42
19
100%
36%
28%
11%
11%
9%
2%
2%
1%
1%
0%
• Alberta (Calgary and Edmonton). Note: Calgary market can access the area for Friday night arrivals if
ferry schedule permits.
Visitor Centre Visitor Profile 2007
Standard Visitor Centre information is available, however, this data has limitations as it only reflects those
visitors who entered the centre.
In 2007, the Visitor Centre in Nakusp served 7,137 parties for a total of 12,922 visitors. The centre fielded
1,884 phone calls and 485 fax/mail/email inquiries. Of the 7,137 parties, the majority were from BC 2,557
(36%); followed by Alberta 1,971 (28%) and Europe 808 (11%).
32
1%
Visitor Origin
1%
2%
0%
2%
9%
35%
11%
11%
BC
Alberta
Europe
Local Resident
Other Canada
Other US/Mexico
Washington
Asia/Australia
California
Other
28%
The average stay in the community is one overnight
stay 3,058 (48%), followed by two days 1,360
(21%), same day 1,359 (21%), and, three days 405
(6%), four to six days or a week 139 (2%), seven to
thirteen days or two weeks 34 (1%), more than two
weeks 17 (0%).
Nights in Community
1
2
Same day
3
4-6 (1 week)
7-13 (2 weeks)
14+
6,372
3,058
1,360
1,359
405
139
34
17
33
100%
48%
21%
21%
6%
2%
1%
0%
Nights in Community
14+
7-13 (2 weeks)
4-6 (1 week)
3
Same day
1
1
2
Same day
3
4-6 (1 week)
7-13 (2 weeks)
14+
2
Of 15,128 information requests
adventure/recreation was the most requested 2,198
(15%), followed by attractions 2,171 (14%),
accommodation 2,061 (14%), site
facilities/washrooms 2,020 (13%), other 1,721
(11%), transportation 1,673 (11%), food and
beverage 1,066 (7%), events and conferences 807
(5%), community services 632 (4%), shopping 360
(2%), Parks 265 (2%), investment/moving 140 (1%),
First Nations 14 (0%).
Community specific requests include Nakusp Hot
Springs, natural hot springs, camping and the
Nakusp Music Fest.
Information Requested
Adventure Recreation
Attractions
Accommodation
Site Facilities (e.g. Washrooms)
Other
Transportation
Food / Beverage
Events / Conferences
Community Services
Shopping
Parks
Investment/Moving
First Nations
15,128
2,198
2,171
2,061
2,020
1,721
1,673
1,066
807
632
360
265
140
14
34
100%
15%
14%
14%
13%
11%
11%
7%
5%
4%
2%
2%
1%
0%
4
Destination and Product Assessment
4.1
DESCRIPTION OF THE STUDY AREA
The study area for the purposes of marketing
and promoting Nakusp and Arrow Lakes
includes Regional District Central Kootenay
Area K (RDCK), the Village of Nakusp and a
small portion of the Columbia Shuswap
Regional District Area B (Trout Lake region).
The population is approximately 3,599
(1,524 Nakusp, 1,800 RDCK, 275 CSRD).
Recognizing that visitors do not distinguish a
destination by political boundaries but rather
the attraction base in the area, the tourism
marketing boundaries are:
North to Incomappleux River and eastward
to Trout Lake; South to Edgewood and
Summit Lake; East to boundary of Goat
Range Provincial Park and Valhalla
Provincial Park, and continuing southwards
along the height of land on the Valkyr
Range; West to height of land on the Gold
Range, the Whatshan Range and the
boundary of Granby Provincial Park.
The area includes the communities, hamlets,
and key natural features of:
Nakusp, Summit Lake* (south), Arrow Park*,
Burton*, Fauquier*, Edgewood*, Trout
Lake*49 Halcyon Hot Springs Resort & Spa,
Nakusp Hot Springs; Provincial Parks:
MacDonald Creek Summit Lake. Lakes:
Arrow Lakes (reservoir), Box Lake, Summit
Lake, Trout Lake, Armstrong Lake, Staubert
Lake, Catherine Lake, Wilson Lake, Little
Wilson Lake, Mosquito Lake, Cameron Lake,
Whatshan Lake, Snowshoe Lake, Caribou
Lake, Cusson Lake, Hamling Lakes, Larson
Lake, Bear Lake and Kimbol Lake. Rivers:
Incomappleux, Halfway, St. Leon Creek,
Pingston Creek, Fosthall Creek, Mosquito
49
* Unincorporated
35
Creek, Whatshan River, Kuskanax Creek, Caribou Creek, Snow Creek, and Inonoaklin Creek. Mountain
Ranges: Gold Range, Lardeau Range, Nakusp Range, Whatshan Range, Ruby Range, Valkyr Range.
The neighbouring areas to be featured in partnerships may include: New Denver/Silverton/Sandon (South)
Lumby/Cherryville (West); Revelstoke (North); and various communities along the Hot Springs Circle
Route.50
The Nakusp and Arrow Lakes region is located on a north/south corridor between Nelson/Castlegar and
Revelstoke. Main access to the region is via well-maintained highway, with two of the four routes requiring
a ferry trip, and a third being a gravel road. Highway 6 from the Okanagan (West), Highway 6 from the
Slocan Lake area (South), Highway 23 from Revelstoke, and Highway 31 from Kootenay Lake (Northeast).
It is 3.5 hours driving distance from Kelowna, 6.75 hours driving distance from Calgary and 3 hours driving
distance from the US border. Nakusp lies at the south terminus of Highway #23, which connects to highway
#6.
Nakusp is located at N50 15 minute's latitude and W117 48 minute's longitude. It has an elevation of 440
metres/1443 feet above sea level. Nakusp and the Arrow Lakes region is on an important North/South
transportation corridor in the West Kootenays, linking up the TransCanada Highway with the more
southerly east/west route, Highway 3. The average summer high temperature (for Nakusp) is 22.6 Celsius
or 72.7 degrees Fahrenheit with average low 9.5 Celsius or 49.1 Fahrenheit. The average winter high
temperature is 2.3 C or 36.1 or F. The average low -4.2 C or 24.4 degrees Fahrenheit. The annual snowfall
is 192 cm or 75.6 inches. The average rainfall is 649.9 mm or 25.6 inches per year. The climate provides
four distinct seasons.
The Arrow Lakes region is dominated by Upper and Lower Arrow Lakes, with several smaller lakes also
playing a key role in enhancing the setting. Mountains and mountain ranges consistently cover the
landscape with all but the Trout Lake area's creeks feeding into the Arrow Lakes. The Arrow Lakes are a
southerly flowing part of the Columbia River, as it makes its way to the Pacific Ocean at Portland, Oregon.
Ferries provide a highway link from the Revelstoke area and from the Okanagan area. This region has
several mountainous hot springs, some commercially developed and some natural. This is a significant
draw for visitors. The mountainous region dictates scenic, winding highways, which is a great attraction to
motorcyclists.
Nakusp is the base of a diverse habitat due to the Village’s location on the shoreline of the Upper Arrow
Lake and the terrestrial hot springs formations and associated farmland. The ecosystems are outside the
interior rain shadow and reflect an array of diverse flora and fauna. The forests include coniferous species
of spruce, cedar, western hemlock and deciduous trees including cottonwood and poplars.51
50
http://www.hellobc.com/enCA/SightsActivitiesEvents/Tours%28GuidedGroupDriving%29/CircleRoutes/Children/BritishColumbia_HotSpring
sCircleRoute.htm
51
Nakusp Official Community Plan, 2008 Update
36
Nakusp and the surrounding region share the natural environment with an array of wildlife, including bears,
elk, deer, caribou, cougars, coyotes, wolves and ospreys. In recent years, wildlife concerns in the
immediate and surrounding area have been increasing.52
Multitudes of lakes and mountains lead to endless recreational opportunities in all seasons. The quaint
communities are welcoming and do their best to provide visitors with all the required amenities.53
Nakusp is the largest community in the western portion of the Regional District and is considered a
gateway to the more rural areas of the Regional District of North Okanagan and the Regional District of
Columbia Shuswap.54
4.2
HISTORY
Pre Settlement History
Since the last ice-age (9,000 years ago) the Arrow Lakes Indians/Sinixt nation have occupied the area
moving about their territory following the fish and game migrations. There was an aboriginal exodus from
this area after widespread small pox epidemics.55
Finan McDonald, one of David Thompson's men, was thought to be one of the first visitors to the Arrow
Lakes, when he landed just above Revelstoke in August of 1811. The first settlers came in the early 1890’s,
and the first steamer, the 'Forty Nine', was launched in Washington to carry freight and passengers to the
gold fields during the Big Bend Gold Rush in 1865.
Trout Lake
The Trout Lake townsite was subdivided to create a community for mineral resource development in the
late 1800’s. There are several ghost (or near ghost) towns around including Ferguson, Gerrard, Beaton and
Cambourne. A molybdenum mine is in operation in the area and the community now functions primarily as
a small service centre for a seasonal population drawn to the attractive natural setting of the Trout Lake
area.
Nakusp’s Beginning
Nakusp' s settlement began in 1892 when the town site was put up for sale by the Rand Bros. – 25’ lots
sold for as much as $300 each. Since there were no roads or railways between the Kootenay mining area
and the smelters in the US, goods had to be shipped by water transport. Because there was a shipyard
built for the construction of paddle wheelers that was needed for freight and passengers, Nakusp became a
thriving community. Boats as well as Genelle's sawmill and Lindsley's Poleyard, which was the largest in
the world in those early days, made the town a very busy centre.
Milestones
Five hotels were built in 1892 to accommodate the early craftsmen and labourers involved with construction
of the boats and railway. The Leland is the only one left today and is one of the oldest continuously
52
Ibid
Tourism Inventory, Nakusp and Area Development Board for Community Tourism Foundations 2008
54
Nakusp Official Community Plan, 2008 Update
55
Sharon Montgomery, Nakusp Museum
53
37
operating hotels in BC.56 There was also a real estate office, RE Lemon Store, Bourne Bros. Store, Walsh
Feed Store and Dave Cowan's Blacksmith Shop. The first sawmill owned by the Genelle Bros. started in
1893. The first newspaper, the Nakusp Ledge, started October 5, 1893 but only lasted until Dec 20, 1984.
In 1893, the first school was built on Broadway, and later became the Anglican Church. A larger school was
built in 1895 and was situated where the School Board office is today. The Centennial Building was the
next school to be built in 1912, which now house the Library and Museum.
As early as 1890, the Columbia & Kootenay Steam Navigation Co. began running sternwheelers on the
Arrow Lakes. In 1895, to augment and improve transport here, the Nakusp shipyard was enlarged and
modernized and a crew of first class shipbuilders established. Thomas Bulger and sons, James and David,
who were well-known for their shipwright abilities, were hired. The SS Nakusp was the first sternwheeler to
be constructed, a ship designed to carry freight while at the same time providing excellent accommodation
for passengers. The shipyard coupled with the completion of the Nakusp & Slocan Railway produced a
flurry of activity at Nakusp. The SS Trail was built in 1896 and in 1897, the CPR after purchasing the
CK&SN added the SS Kootenay and SS Rossland in 1897, three more boats, the SS Minto in 1898, the SS
Revelstoke in 1901 and the SS Bonnington in 1911 completed the construction of sternwheelers at Nakusp.
Historically, that time period was considered Nakusp's heyday. Rail and boat travel ensured hundreds of
residents good jobs in these labour intensive industries.
There were other sternwheelers but they were not constructed here, they were serviced though. Many tugs,
barges, forestry boats, ferries and pleasure boats were also built.
The Robertson Presbyterian Church was started in 1898, while the Catholic Church was started in 1905. In
1903, the population of Nakusp was 500. In 1910, the Courthouse was built and has been continuously in
use as a courthouse to this day. It is unique in that there is possibly no other structure of this type left in BC.
A mini telephone system was started through the efforts of Lewis Edwards, and the first hospital - a cottage
hospital - opened in 1910. The Canadian Bank of Commerce opened its doors in 1909 with Horatio
Rothwell as the first manager. George Horsley's contribution to the town was the installation of a hydroelectric plant in 1920.
In 1925, the Arrow Valley was connected with the Okanagan as the road over the Monashee to Vernon was
completed. In 1930, Nakusp and New Denver were connected via road and thus, by the 1930's Nakusp's
key geographical location, halfway between Nelson and Vernon and being the Gateway to the Kootenays became apparent.
Of course the forestry industry has always been a vital part of this town, and in 1951 Nakusp became the
center of a large pole and lumber industry.
The Village of Nakusp was incorporated November 1964 with Joseph Parent as first mayor.
When BC Hydro began flooding the Arrow Lakes in 1968 to form a reservoir for dams on the Columbia
River, activity along the lakeshore changed drastically. Orchard farms and settlements along the lakes
disappeared and farm families had to abandon their homes. Village commercial activity on the waterfront
either shifted uphill or ceased. Canadian Pacific Railway service stopped, with the removal of buildings and
56
According to Westworld magazine fall 2008 issue, the Inn at Spences Bridge dates back to 1862.
38
equipment to support it. The logging mill moved to Castlegar, and the pole yard relocated to its present
location along the truck bypass. Stores moved up to Broadway. Thankfully, the logging industry was
thriving, providing jobs for residents who had to adjust to their new reality.
Today Nakusp is a friendly place where residents smile and greet one another in passing on the streets. A
strong sense of community flourishes and town pride is abundant. Nakusp is a unique and attractive place
to live that provides abundant opportunity for recreational outdoor activity.
Source: Official Community Plan Village of Nakusp.
The Arrow Lakes area is rich in history and the Arrow Lakes Historical Society maintains archives and has
many publications about the entire area. For more information visit: http://www.alhs-archives.com/index.htm
39
4.3
TOURISM INDICATORS
Performance Measurement and Research
Ideally a community should be in a position to determine the value of its industry to the local economy at
the community level, but reporting mechanisms are rarely in place to facilitate this. There is minimal
information available at the local level on tourism performance. Measuring tourism performance is key to
demonstrating success to stakeholders, partners and the community, and to controlling and monitoring its
development to ensure the industry develops in a way that reflects the Vision Statement. The ability to
record and measure progress and accurately determine the value of the tourism industry and its
contribution to the local economy greatly enhances the community’s perception of tourism, and can be
used to attract new investment and develop new partnerships. Research is required for both the product
and market side of the industry.
The following section provides a snapshot of local and regional tourism trends and some context for how
the tourism sector contributes to the regional economy.
Indicators
Economic Dependencies
As part of its analysis of local area dependencies, BC Stats has grouped Nakusp with Castlegar and
Central Kootenay electoral areas I, J and K to form the Castlegar-Arrow Lakes local area. In 2001, BC
Stats estimated Castlegar-Arrow Lakes as being in the mid-range of communities vulnerable to changes in
the forest sector. One quarter of total community income was attributable to forestry and the ongoing
problems in that sector has exposed many communities in the province to severe dislocation and hardship.
The public sector is an equally important contributor to the local economy, with a 23% share of total
community income in 2001. This share rose steadily between 1991 and 2001 and will likely have increased
still further once BC Stats releases its 2006 dependency data.
Mining and tourism are small, but important, components of the local economic base. It is clear, however,
that each will have to make larger contributions to employment and income in the future if further expected
downturns in the forest sector transpire.
Economic Dependencies for Castlegar-Arrow Lakes Local Area
2001
1996
1991
FOR
25%
30%
25%
MIN
6%
3%
7%
F&T
0
0
0
AGF
0
1%
1%
TOU
3%
4%
3%
PUB
23%
21%
18%
OTH
12%
11%
10%
TRAN
18%
18%
13%
ONEI
13%
10%
22%
Source: BC Ministry of Management Services
Note: FOR=Forestry & related manufacturing, MIN=mining, AGF=Agriculture & food processing, TOU=Tourism, PUB=Public
sector including health and education, OTH=All other basic industries, TRAN=Transfer payments from government,
ONEI=Other Non-Employment income.
The closure of operations of Pope and Talbot (Arrow Lakes Timber) has had a negative economic impact
for the Arrow Lakes area. Nakusp will receive $349,000 from the Community Development Trust’s Job
Opportunities Program. The Village of Nakusp will be replacing a walking bridge, reducing interface fire
40
risk, lessening the spread of invasive plants, and expanding two trail systems. These projects will provide
short-term employment for up to 13 forest workers while assisting the community to build infrastructure.
The objectives of the $26.25-million Job Opportunities Program are directed at reducing the impact of
current layoffs on workers employed in the forest industry, retaining skilled forest workers for the
anticipated future upturn, and preserving the characteristics of the labour force in forest-dependent
communities.57
Room Revenues
Annual room revenues in the Kootenay Boundary region has climbed about 60% during the five-year period
ending in 2007. This is close to double the provincial growth rate of 32% during the same period. Although
motel revenues increased, the majority of growth has been in other properties, although the data is not
detailed enough to know what category of properties led the way.
The increased revenues are attributable to a modest increase in the room inventory (about 7%) and a
sizeable increase in Revpar (annual revenues per room). The number of properties remain virtually
unchanged.
Kootenay Boundary Room Revenues, 2003-2007
2003
2004
2005
Revenue
Revenue
Revenue
($ ‘000)
($ ‘000)
($ ‘000)
Kootenay Boundary
5,697
6,175
6,688
Motels
3,208
3,499
3,559
Source: Ministry of Labour and Citizens’ Services, October 2008
2006
Revenue
($ ‘000)
7,739
3,935
Revenue
($ ‘000)
9,207
4,254
2007
Properties
Rooms
46
28
831
479
Visitor Centre
Visitor centre attendance in 2007 was at roughly the same level as 2000, but there was a gradual rise and
fall in between with 2004 representing the peak year. Total attendance was close to 13,000 in 2007, versus
2004 attendance of 18,335.
Nakusp Visitor Centre Attendance, 2000-2007
25
Visitors
20
15
10
5
0
2000
57
2001
2002
2003
2004
2005
2006
2007
News Release 2008FOR0166-001858, December 10, 2008
41
Source: Tourism British Columbia October 2008
As seen in the following chart, all of the key indicators for the year-to-date ending September 30 were down
in 2008 versus 2007, except for mail/fax and email enquiries.
# Mail/fax/email
Enquiries
38.60%
Percent Change
50.00%
0.00%
# of Hours
-16.60%
# Visitors
-15.20%
# Parties
-18.90%
# Phone Calls
-35.90%
-50.00%
Nakusp Visitor Centre Comparison of Indicators for Year-to-date, Sept 30 2007 and 2008
A total of 184,000 visitor parties visited all Visitor Centres in the Kootenay Rockies in 2007, representing
11.0% of those visiting VCs province-wide. Usage was up 12.5% relative to 2006, compared to total
provincial Visitor Centre usage, which was down 0.2%. The peak period for visitors is July and August,
when almost half of all parties arrive.
Kootenay Rockies Visitor Centre Use 2000-2007
Visitor Parties ('000)
200
100
0
2001
2002
2003
2004
2005
2006
2007
Source: Tourism British Columbia October 2008
42
4.4
TOURISM INDUSTRY COMPOSITION
An inventory of tourism businesses and features has been compiled under the direction of the Nakusp and
Area Development Board as a separate resource document to support this situation analysis.
The following sections summarize key findings by the five components that define tourism, which include
attractions, services, and infrastructure. Tourism hospitality, marketing and promotion follow later.
4.5
TOURISM PRODUCTS AND ATTRACTIONS
Tourism attractions are the demand generators for the destination. They include natural and built
attractions; heritage, arts and culture; adventure travel and recreation, festivals and events; and meetings,
incentive travel, conventions and exhibitions.
Nakusp and the Arrow Lakes key products that draw visitors to the area include the hot springs, outdoor
activities, organized sports and festivals and events.
Natural Attractions
Natural features include:
• Arrow Lakes
• Backcountry lakes
• Hot springs
• Labyrinth gardens
• Mushrooms (eighty edible varieties)
• Nakusp waterfront setting
• Old growth cedar
• Osprey nests
• Selkirk, Monashee and Valhalla Mountains
• Waterfalls
• Wildlife viewing
Built Attractions
•
•
•
•
Developed hot springs: Nakusp and Halcyon Hot Springs
Nakusp walkway - community beach, gardens, 12 acre park and connecting trail loop
Ferry crossings
Trail development
Heritage, Arts and Culture
Heritage Arts and Cultural product includes:
• Art studios and galleries
• Artwalk
• Bonnington Arts Centre
• First Nations history
• 38 heritage buildings ranging from 1892-1957 in Nakusp (Note: These are not designated heritage sites)
• Performing arts
43
• Museum and Archives
• Photographic galleries
• Trout Lake historic hotel, gas pumps, sternwheeler and fire lookout
The following conclusion is from the recently released draft Arrow Lakes Arts, Heritage and Cultural Scan.
Arts, culture and heritage contribute significantly in economic, social and cultural terms to the rich fabric of
Arrow Lakes. Its future is bright but key work must be undertaken in planning and policy development,
enhancing cultural tourism and marketing, expanding cultural production and developing human capacity in
the sector. The focus on a truly Arrow Lakes-wide approach, maximizing opportunities in those
communities, developing touring approaches and using technology are all important aspects of connecting
the communities of the Arrow Lakes. Opportunities to expand cultural offerings especially in the off-season
exist. This would involve the coordinated marketing of arts, heritage and cultural organizations. There are
also opportunities to advance knowledge of the history of aboriginal peoples in the area and becoming a
film location. Addressing capital issues must involve fully utilizing all facilities available first and then setting
out with a longer term strategy to create an arts and cultural centre. Opportunities for cultural tourism
abound especially in cooperation with tourism initiatives already in place. The Arrow Lakes unspoiled
environment, stunning beauty and distance from major urban centres should be used as its key strength,
not as a disadvantage. Building the people capacity of the cultural community through training, volunteer
recruitment and provision of reasonable paid resources are all important to the success of the sector. While
other communities can provide a case study in success, the success of Arrow Lakes will be based on its
unique and authentic history and character.
Adventure Travel and Recreation
Like many areas in BC, the Arrow Lakes area has natural resources that are ideally suited for recreation
and tourism. The majority of the attraction base is outdoor recreation. Although limited in volume, there are
a variety of activities that supplement the other main attraction to the area, hot springs.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
ATV riding
Backroad tours (canoeing, wildlife viewing)
Biking
Birdwatching
Boating
Camping
Canoeing (rentals and self–guided)
Diving
Fishing (charters)
Flightseeing – heli-tours
Golf - one driving range, two 9-hole golf courses
Hiking
Horseback trail riding tours
Hunting
Kayaking (rentals new for 2009 and self–guided)
Marine sightseeing tours (charters) – waterfalls, pictographs
44
Motorcycle route
Nature and wildlife viewing
Organized amateur sports
Paddleboat rentals
Skiing and Snowboarding
o Cross-country
o Guided and self-guided backcountry skiing and snowboarding
o Heli-skiing (guided)
o Summit Lake Ski Hill (Volunteer run T-Bar) - downhill
• Snowmobiling
• Snowshoeing
•
•
•
•
•
Sport Activities
Nakusp & District Sports Complex is a multi purpose facility with ice arena, curling arena, squash court and
auditorium. The ice arena hosts several hockey tournaments each winter. The ice arena also used for
figure skating tournaments, ring sports, circus or trade shows.
Nakusp Community Park has 3 baseball diamonds, 1 soccer field used by schools for some of their soccer
tournament games, 2 tennis courts, 1 skateboard park which has hosted sk8/BMX competitions.
The Slo-Pitch Tournament held at the Nakusp Community Park brings 22 teams from BC and Washington
every August.
There are a total of six soccer fields; four in Nakusp, one in Burton and one in Edgewood.
Festivals and Events
There are over 25 community events that are ongoing throughout the year and key events that draw visitors
into the area include:
•
•
•
•
•
•
•
•
•
•
Arrow Lakes Ridge Riders - Poker Runs
Arrow Lakes Saddle Club - gymkhanas
Celebration of Wellness
Fishing Derbies - Arrow Lake
Fungi Festival
Health and Wellness (every two years)
Hockey Tournaments at Nakusp Arena
Motorcycle rallies
Nakusp Fall Fair
Nakusp Music Fest
Sandcastle Contest
Sandcastle Workshop
Slo-Pitch Tournament
Soccer Tournaments (annual) - High School
Squash Tournament at Nakusp Sports
Complex
• Theatre Zone Festival (one time)
• Whatshan Lake Music Festival
•
•
•
•
•
Events calendars are online:
Main events: http://www.localendar.com/public/nakusp_main?style=M4
All events: http://www.localendar.com/public/nakusp?style=M4
45
Health and Wellness
In conjunction with the natural healing properties of the hot springs, health and wellness opportunities are
an ideal fit for the Arrow Lakes area. The Spa at Halcyon Hot Springs offers massage, facials and esthetic
services. The Nakusp Celebration of Wellness Festival combines a festival and conference event to learn
and sample health and wellness options. The Wellness Directory Guide currently lists 43 participants;
health and wellness practitioners include but are not limited to healthy eating, health products, bodywork,
art therapy, massage, music, dance, life coaching, fitness and yoga.
The guide notes, “The great natural beauty of the Nakusp area, with its health enhancing pure air, peaceful
ambiance and hot springs is a unique place that holds within it the inherent sense of well-being. Where
better then, to celebrate the start of your journey toward wellness?” Given the current natural environment
the Arrow Lakes provides an ideal setting to build on the hot springs and supplementary experience of
health and wellness opportunities.
Meetings, Incentive Travel, Conventions and Exhibitions
There are community halls and school facilities that support meetings. There are limited meeting spaces for
business, which include accommodation and food and beverage services. The Kuskanax Lodge has two
meeting rooms for maximum capacity of 60 people each. The Nakusp & District Sports Complex has three
meeting rooms with a large auditorium area just under 6,000 square feet with a stage; kitchen and two
lounges that can be used for meeting rooms. The Bonnington Arts Centre has large floor space with theatre
style seating at one end suitable for presentations. The Whatshan Lake Retreat has lodge capacity for 100,
175 campsites and the stage has been designed for acoustic and electric performances.
Attractions SWOT
On October 27, 2008, a planning session was held with a variety of tourism stakeholders. A Strengths,
Weaknesses, Opportunities and Threats exercise was conducted. The following table summarizes the key
outcomes.
Strengths
• 234 km of lakefront
• Arrow Lakes Historical Society archives and
publications
• Climate
• Endangered Western Toads at Summit Lake migration viewable in August
• Equipment rentals improving
• Events: MusicFest, health and wellness events are
expanding
• Golf courses
• Green viewscapes
• Herbs
• Known motorcycle route
• Leland Hotel is the oldest continuously operating
wooden hotel in BC, est. in 1892.
• Library and Museum – The Village of Nakusp
Weaknesses
• At the present time there is no fuel available at the
marina
• Beach activities
• Dog park area
• Lake level fluctuation/stability
• Marina is too small
• More weekend activities in other seasons
• Mushrooms using private land
• Natural hot springs (human impacts)
• No air for divers available for purchase
• No parking areas at trail heads in winter
• Not enough evening and winter events
• Not enough people in off season
• Promote the ski hill
• Seasonal limitations
• Signage at toad crossing
46
Strengths
Centennial Building houses a public library and
museum.
• Mushrooms
• Nakusp Hot Springs - enjoyed since the 1890s, rich
history
• Natural history
• New boat launches are planned for several locations
on the Arrow Lakes
• Old forests
• Recreation activities – Recreational activities are
available year round including fishing, bicycling,
boating, swimming, hiking, camping, ice fishing,
hunting, cross-country skiing, downhill skiing, heliskiing, ski touring, backcountry skiing, snowmobiling,
snowshoeing, and golfing.
• Recreation facilities – The community facilities draw
crowds annually for hockey, curling and slo-pitch
tournaments.
• The Arrow Lakes offers a haven for boating
enthusiasts and has a boat launch and marina in
Nakusp.
• Trails
• Several natural hot springs are located in the area
and development of potential recreation sites and
leisure attractions, such as helicopter skiing will
continue to bring increasing numbers of people to the
area.
• The 4.8-hectare (12-acre) park in downtown Nakusp
features a senior citizens’ drop-in and recreation
centre, a modern arena, a four-sheet curling rink,
squash courts, tennis courts, children’s playground,
skate park, child daycare facility, soccer field, three
ball fields and a municipal campground, all only
minutes from the public beach.
• The Bonnington Arts Centre is operated by an active
arts council responsible for bringing numerous
cultural activities to Nakusp.
• The Halcyon Hot Springs and Resort enjoyed since
the 1890s, rich history, historic church, both attract
thousands of tourists every year and are open year
round.
• Waterfront walkway – Through a combined effort the
lakefront walkway, stretching from the marina to a
public beach with connections to a walking loop,
offers a focal point for the community.
• Wildlife viewing, bird watching
Weaknesses
• Toads impacted by human activities
Opportunities
Threats/Concerns
47
Opportunities
• Biology tours
• Cultural Plan outcomes
• Expanded Art Walk program
• Fee for motors
• Fees for motorized vehicles
• Focus on our heritage
• Green tourism
• Guides / maps of recreation opportunity
• Houseboating
• Increased shoulder season and winter tourism, ecotourism and soft adventure.
• Map of appropriately zones activities
• More mid-week attractions
• Mountain biking
• Mushroom festival
• Mushrooms
• Potential for a health and wellness destination
building on the hot springs
• Snowmobiling in appropriate areas
• Vision for Native Interpretive Centre (native history
dating back 10,000 years – no current presence)
• Wellness centre spa / job creation
• Wildlife tours
• Wine and food festivals
• Winter festival – Taste of the Arrow Lakes
4.6
Threats/Concerns
• Are we developing houseboating?
• Canmore syndrome
• Change to our slower pace
• How to control boating
• Motor vehicle noise on the lake
• No aboriginal peoples here
• Snowmobiling inappropriate in some areas
• Toads
• Unpredictable lake levels
• Mountain Caribou
TOURISM SERVICES
Tourism services are the demand supports for the destination. Services are not what attract visitors to the
region but without them the development of tourism is limited.
Accommodation
There are 38 properties totaling 185 units of fixed roof accommodation. The inventory indicates a good
variety of accommodation choices ranging from basic motels to backcountry cabins. There are no chain
accommodation properties. There is one motel, Kuskanax Lodge, that offers meeting room space and food
and beverage service. The Leland Hotel is the oldest continuously operating hotel in BC and is the only
accommodation property directly on the lakefront walkway. Cabins and RV sites are available at both hot
springs. There is one multi-function retreat on the shores of Whatshan Lake with 8 cabins, performing arts
stage and meeting center with lodge capacity for 100 and 175 campsites. Note: There is one Yurt located
at a resort.
48
Accommodation Composition
Backcountry Lodge (20 rooms combined)
Bed and Breakfasts
Cabin
Chalet
Cottage
Hostel (10 beds)
Hotel
Inn
Motel
Suites
Properties
%
Units
3
8%
3
7
18%
17
1
3%
2
2
5%
5
16
42%
31
1
3%
1
2
5%
25
2
5%
41
2
5%
58
2
5%
2
38
100%
185
Source: Nakusp and Area Development Board – Community Tourism Foundations Inventory
%
2%
9%
1%
3%
17%
1%
14%
22%
31%
1%
100%
• Backcountry Lodges represent 8% of the properties and 2% of the units.
• Bed and Breakfasts make up 18% of the properties 9% of the units, prices range from $70-$110 per
night.
• Cabins make up 3% of the properties and 1% of the units at $120 per night.
• Chalets make up 5% of the properties and 3% of the units and range from $60-$140 per night.
• Cottages make up majority of the properties 42% and 17% of the units and range from $70-$175 per
night.
• There is one hostel offering 10 beds.
• Hotels make up 5% of the properties and 14% of the units. Costs average $85 per night.
• Inns make up 5% of the properties and 22% of the units, costs range from $60-$95 per night.
• Motels make up 5% of the properties and 31% of the units, costs range from $55-$120 per night.
• Suites make up 5% of the properties and 1% of the units, costs range from $99-$139 per night.
Approximately one third of properties are Tourism BC approved. There is one Canada Select Rating for
Nakusp, a 3.5 star rating for the Huckleberry Inn.58
Occupancy statistics for the Nakusp and Arrow Lakes area is unknown; the local accommodation sector
collectively does not participate in any accommodation-tracking program.
Campgrounds/RV Sites
There is a mix of public and private campground facilities with approximately 30 choices for
campground/RV sites including some located at fixed roof accommodation properties. Capacity ranges
from 1 to 175 campsites. Full service RV sites are available at both hot springs. There are five properties
listed in the British Columbia Approved Accommodation Guide, 2008 for Nakusp and Burton and one for
Fauquier.
58
http://www.canadaselect.com/BritishColumbia/AccommodationSearch/BritishColumbiaAccommodationSearch.cfm
49
Food and Beverage
There is a basic selection of food and beverage options ranging from family restaurants to pub food. The
Mushroom Addition has been mentioned on the Tonight Show by host Jay Leno. Tourism BC has also
rated the café as a must stop.
Food and Beverage
Coffee House
Cultural
Family dining
Fast Food
Fine dining
Nightclubs
Pubs
Other
Total number of establishments
3
1
8
3
2
0
5
2
24
Visitor Services
The Nakusp and District Chamber of Commerce own and operate the Visitor Centre from the Chamber
office. Hours of operation during fall and winter are Tuesday to Saturday 10 a.m. to 2:00 p.m. and from midJune to September seven days a week (mid-May to Labour Day). The Chamber maintains tourism
information on its website http://www.nakusparrowlakes.com, has a toll-free number for visitor inquiries and
produces handout materials for accommodation, restaurants, trails and several other topics of interest. The
Chamber also maintains racking of brochures on the two main ferry routes, as well as visitor information
signage at several locations along the highways in the region. Other communities rely on prominent
businesses to act as ambassadors and provide information.
Retail Shops and Services
The main commercial area is along historic Broadway Street downtown, where independent merchants
provide the essential services, clothing and collectibles. Services throughout the area include drugstore,
gifts, health and wellness, arts and crafts, design and printing, photography, hardware and building
supplies, automotive and fuel, professional, trades, outdoor and sporting goods, communications, web
design, silk-screening, embroidery and personal care.
Travel Trade Services
There is no licensed in-bound tour operator in the area, Kootenay Rockies Tourism operates an in-bound
golf vacations booking service for 18-hole golf courses in the region.
Tourism Services SWOT
outcomes.
Strengths
• Affordable accommodation – diversified
• Arrow Lakes Historical Society archives and
Weaknesses
• Closed in evening
• Gas stations not open after certain times in summer
50
Strengths
publications
• Basic things
• No box stores
• CAP centre
• Food variety OK
• Friendly retail people
• Good variety of accommodation and food services
• Great Info Centre with library and museum
• Information Centre x 2
• Overwaitea open until 10:00 p.m. in summer and
7:00 p.m. other times
• Retail shops
• Slower pace
• Visitor Centre staff speak more than one language
Weaknesses
• Lack of services on weekends e.g. pharmacy
• Limited amount of accommodation choices x 3
• Limited evening hours / food x 2 (evenings and
holidays)
• Listing of all accommodations in area and camping
• Network of accommodations
• No evening entertainment or stores open
• Not enough accommodation in summer x 4 or for
conferences / events
• Not enough practical quality gear and outdoor
supplies – “come prepared”
• Nothing open, no coffee on Sundays
• Rotate operations – closing off
• Slower pace
Opportunities
• Accommodation availability
• Chamber could provide free Internet service at Info
Centre
• Encourage existing businesses to offer alternatives
during shoulder season
• Ethnic food
• Evening entertainment
• More accommodation at certain locations e.g. hot
springs
• Mountain bike rental shop open next year
• Need hostel or bunk style accommodation for large
groups
• New travel agent in town for packaging
• Promote “Price Point” deals for slower season across
many businesses
• Re-open bowling alley
• Room for more retailers
• Rotate opportunities
• Someone to handle it
• Stores open longer hours
• Youth Centre
Threats/Concerns
• How to make staying open viable
• Local artist list
• Nakusp CAP site losing funding
• Not enough retail shops with local artists
4.7
TOURISM INFRASTRUCTURE
Tourism infrastructure includes the basic amenities visitors require to access and stay at a destination.
A community’s infrastructure has a direct impact on residents’ quality of life as well a visitors; it will either
enhance or detract the visitor experience in the community.
51
Access and Transportation
Nakusp and the Arrow Lakes Area are accessible by land, air and ferry services. The area is primarily
serviced by Highway 23, 6 West and 6 South. The Village of Nakusp transportation network is based on a
grid pattern with some deviations due to topography. Provincial Highway 23 and 6 are the only connectors
for vehicle traffic. The closest Greyhound bus services are in Nelson, Castlegar, Vernon and Revelstoke.
BC Transit59 provides local bus service. A local community bus, run by Arrow Lake and Slocan Lakes
Community Service provides services between Nakusp and Edgewood, Silverton and the hot springs as
well as round trip service two days a week to Nelson and Castlegar. There is no weekend service.
Distances from Nakusp
Revelstoke
59 miles
Banff
235 miles
Calgary
304 miles
Spokane
237 miles
Vernon
115 miles
Kamloops
185 miles
Vancouver
453 miles
Trail
115 miles
Nelson
93 miles
Kaslo
58 miles
Creston
142 miles
Kelowna
150 miles
Castlegar
88 miles
New Denver 28 miles
99 km
393 km
507 km
395 km
192 km
309 km
755 km
192 km
147 km
98 km
238 km
250 km
147 km
46 km60
The Nakusp airport is owned by the Village of Nakusp and is located at the north end of the Village. One
helicopter-landing pad is located on an apron at the airport and one is on leased area adjacent to the
airport. There is a need to increase airport runway capacity to allow for emergency medical transport.
Floatplanes can utilize the community wharf, but do so rarely as there is no fuel service at the wharf on
Arrow Lake.
Air access supports expansion of tourism development by increasing the capacity to support more visitors.
Currently backcountry operations for heli-skiing, snowcat skiing, ski touring and snowmobiling sectors
would benefit. There are 11 backcountry skiing operations in the immediate vicinity that could receive their
guests from an expanded Nakusp Airport.61
Western Pacific Marine, under contract with the Ministry of Transportation and Infrastructure, 62 runs
several free ferry services in the area seven days per week year-round. One departs from Galena Bay on
Highway 23 to Shelter Bay and the East side of the Arrow Lake. A second, Needles ferry, runs from
Fauquier on the east side of the Arrow Lake to Highway 6 West leading to Vernon. Service is every half an
59
http://www.busonline.ca/regions/slo/?p=2.list, http://www.rdck.bc.ca/community/transit/nakusp.html, and
http://www.aslcs.com/transit.htm
60
http://www.nakusparrowlakes.com/
61
Ken France, Canadian Mountain Holidays, Nakusp.
62
http://www.th.gov.bc.ca/marine/ferry_schedules.htm
52
hour from the Fauquier side. A third, the Arrow Park ferry, runs from the West side of Arrow Park to the
east, and operates on demand from early morning, till late night.63
63
Village of Nakusp OCP 1.5.7. Transportation
53
Ferry Schedules64
Needles Cable Ferry
Route: Across the Lower Arrow Lake, approximately 59 km south of Nakusp on Highway 6, between
Fauquier and Needles.
Daily schedule:
From Fauquier every 30 minutes on the hour and half hour from 5:00 a.m. to 10:00 p.m.
From Needles every 30 minutes at 15 and 45 minutes past the hour 5:15 a.m. to 9:45 p.m.
Shuttle Service 10:00 p.m. - 5:00 a.m.
Crossing time: 5 minutes
Capacity: 30 vehicles 144 passengers
On demand services are available through the night on this route.
Upper Arrow Lakes Ferry – Galena Bay & Shelter Bay
Route: Across Upper Arrow Lake, 49 kilometres south of Revelstoke on Highway 23, between Shelter Bay
and Galena Bay.
Daily Schedule: The D.E.V. Galena sails from Shelter Bay 5:00 a.m. to 12:00 a.m. and from Galena Bay
5:30 a.m. to 12:30 am.
Summer: (June 20 to October 13, 2008). In addition to the above D.E.V. Galena schedule, the seasonal
vessel M.V. Shelter Bay operates in Shuttle Mode between 9:00 a.m. and approximately 7:00 p.m. daily.
Crossing time: 20 minutes
There may be extra sailings during peak season or long weekends such as Easter weekend, Victoria Day,
and late June to mid September.
Scheduled Air Access
Airport access includes the international airports at Cranbrook and Kelowna and regional airport access
through Castlegar. Kelowna is served by six air carriers, and Cranbrook three air carriers. Access includes
daily connections to the Vancouver International Airport and Calgary. The closest US airport is Spokane,
Washington, which is serviced by ten airlines,65 of which direct flights have access to sixteen key areas
mostly in the western United States.66 Car rentals are available at all major airports.
Broadband
Business and leisure travellers now expect to have high-speed Internet access when they travel. High
capacity broadband for business attraction purposes for the hi-tech sector is currently not available.
Regular broadband services are available through some accommodation providers and coffee shops which
include wireless. Community Access (CAP) sites are in Nakusp, Fauquier & Edgewood and resource
64
http://www.th.gov.bc.ca/marine/ferry_schedules.htm#upperarrow
http://www.spokaneairports.net/airline.htm
66
http://www.spokaneairports.net/images/nonstop.jpg
65
54
centres in Fauquier & Burton. The Nakusp Public Library has free computer internet use and wireless
access. High-speed internet access is challenging in rural areas outside of Nakusp.
Signage
A signage assessment was a major component of the Visitor/Tourism Assessment report from February
2006. Signage improvements have been ongoing. The status of the recommendations is noted in the
appendices. The Village of Nakusp has completed the branding process, which will provide usage
guidelines for future sign designs. In addition, the Village of Nakusp OCP Schedule C: Building Design
Guidelines Section 6; Signage, page 90 provides the following guidelines. Signage should respect the
decorative features of the building, the precedent of historic signage locations, and overall street image.
Wooden signs of fascia (flush-mounted), and projecting (hanging) types should be encouraged. Lettering
painted on the sides of the buildings is desirable as a method of signage and is consistent with Nakusp’s
design theme. Fascia and projecting signage of the non-interior lit style is preferred over modern, interior lit
plastic type. Indirect lighting should be provided. Additional guidelines are provided.
The Chamber of Commerce owns the Visitor Info signs at highway entrances to Nakusp, two were updated
in 2004 and the third in 2007. The Chamber of Commerce Rest Area signage/advertising at three locations
help visitors learn of services available in the region. The Tourism BC signage to the Visitor Centre needs
improvement and wayfinding signage in downtown Nakusp needs improvement. The Arrow Lakes region
lacks tourist-oriented "Welcome" signs at its boundaries. Trout Lake entrance signage is in progress.
Despite progress, Nakusp faces signage issues, in some areas there is too much signage and gaps include
lakefront access signage.
The Village of Nakusp has a budget for entrance signage.
A Master Signage Plan incorporating the new branding designs is required.
Trails
At the time of writing a trails group was forming. A master trails strategy is lacking and given the attraction
base for trail activity ideally this will become the mandate of a trails society. This would identify trails and
routes for motorized and non-motorized users; land-use tenure, geographical information systems (GIS)
mapping can lead to recreation maps, mapping inventory and integration of provincial trails strategy. A bit
of work has been done in recent years to improve some of the trails (ASLCS - Cedar Grove etc). A current
effort is to improve/extend the Kuskanax Mountain Trail. Trail development is ongoing by the Village of
Nakusp. A long-range plan is to develop a Rails to Trails link between Nakusp to Rosebery. The Central
Kootenay Regional District is a Spirit of 2010 Trail participant through the Nelson Salmo Great Northern
Trail initiative.
Nakusp and the Arrow Lakes have many trails of varying degrees of difficultly. The lake front trail loop at
Nakusp is a key feature for the area. This 5 km. “Wrap Around Nakusp” trail is rated as easy and can be
accessed year-round. Other key trails that have trail maps accessible from the Chamber of Commerce
website include: Box Lake Loop, Cedar Grove, Kuskanax Mountain Trail, Nakusp to Rosebery Railway
55
(proposed Rails to Trails route), Kuskanax Creek/Nakusp Hot Springs, Silvercup Ridge, Wensley Creek,
Kimbol Lake and Saddle Mountain.67
Visual Appeal
The highway drive into the Nakusp and Arrow Lakes area provides a picturesque setting with the Selkirk
mountains to the east, the Valhallas to the south and the Monashee mountains to the west. The sunsets
over the Arrow Lakes provide that big water feel, although the area is small and remote. The walkway
parallel to the downtown main street is a key visual attraction for the Village of Nakusp. The downtown area
of Nakusp has an over abundance of signage and is an eclectic mix of funky facades and historical
buildings. As noted in the Village of Nakusp OCP Schedule C Building Design Guidelines Section 1 –
Introduction, “The key to creating attractive areas for Nakusp is to acknowledge the precedent of original
building designs and to select ornamentation that is lively and blends well with the natural environment.”
“All new buildings should, therefore, be designed in accordance with these guidelines, and owners of
existing buildings who renovate their buildings in accordance with these guidelines will be eligible for a 10year tax exemption.”
Parking and Moorage
There is ample parking for visitors on the streets in all communities in the Study Area. Nakusp has
designated RV Parking at Community Park. It is common for RVers to park on the main street, blocking
business visibility and taking up space.
There can be a shortage of moorage at docks and marinas.
Visitor Amenities
Nakusp has public washrooms at either end of downtown (which are closed in winter), plus at the Visitor
Centre. The ferry landing at Fauquier and Needles rest areas both have year-round washrooms. The ferry
landing at Galena Bay has seasonal washrooms. The rest area at Lone Falls on Hwy 23 is seasonal.
Burton has washrooms at the campground and ballpark (seasonal flush outhouses); Fauquier - J&S
Snacks has washrooms, showers at Edgewood and Trout Lake Campground has outhouses (seasonal).
Sani-dump is available in Nakusp, Fauquier, Burton, and Trout Lake. Laundromat services are available at
Nakusp, Fauquier and Trout Lake.
Tourism Infrastructure SWOT
outcomes.
Strengths
• Funding now available for trail maintenance
• Gardens
• Main street
• No conflict yet between user groups
• Park access and picnic areas
67
Weaknesses
• Access
• Aesthetics, weak appearance
• Bear proofing garbage bins
• Cranbrook airport
• Cross-country trails
56
Strengths
• Remote but accessible: ferry access from two routes;
road access, one route.
• Trails
• Upgrades to the Sports Plex to accommodate
performances, small meetings and conferences.
• Water front beautiful
Weaknesses
• Expansion of cell phone or emergency phones
• Ferry landings – bathrooms closed in winter x 2
• Ferry parking line up / lack of activities for waiting
passengers
• Ferry schedule is not always suitable for tourism
(three sailing waits / schedules for industry are
priority, although summer 2008 schedule will
accommodate tourism). Chip trucks.
• Ferry services
• Glass – public clean up
• Greyhound – better connections for public
• Housing people/staff x 4 (not enough rental
properties for staff)
• Internet access
• Moorage shortage
• More transit
• No garbage receptacle at viewpoint lookout and each
look out
• No master signage plan. This would incorporate new
branding for local signs and streamline multiple signs
for efficiency and effectiveness re: multiple signs but
different style, designs and formats, gaps in signage,
etc.)
• No master trails strategy, this would identify trails and
routes for motorized and non-motorized users; landuse tenure, geographical information systems (GIS)
mapping can lead to recreation maps, mapping
inventory and integration of provincial trails strategy.
• No taxi service locally
• No transportation infrastructure
• No turnaround for large vehicles turning towards the
lake
• Parking downtown in summer and trailheads in winter
• Shuttle – where do you go? Times
• Signage
• Signage for the valley – weak (need better signage at
the Revelstoke turn off south to the valley – Gateway
to the Arrow Lakes)
• Signage: Alternative access to the Okanagan
• Signage: wildlife
• Sport Plex needs more upgrades
• Theatre
• Trails – garbage proof for bears
• Trails need further development
• Year-round access not available for the Nakusp Trail
loop.
• Washrooms – not enough
57
Opportunities
• Beach activities
• Beach rentals, umbrellas
• Communities in Bloom (winter program)
• Concession
• Development of the Nakusp Hot Springs –
Referendum Nov. 15, 2008. 57% in favour of selling
the hot springs.
• Expansion of the Nakusp airport to increase access
for backcountry activities and provide employment
opportunities
• Improve amenities beach and public park/concession
• Improve beach and public park
• Interpretive signage of history (buildings, ships…e.g.
historic trail)
• Marina
• Master Park Plan fall process underway by the
Village (4.8 ha, current location of MusicFest),
proposed site of First Nations Interpretive Centre
• More trails
• New trail group with Minister Bill Bennett
• No signs – not managed
• Permanent washrooms at Galena Bay
• Public art (something that fits us)
• Public washrooms – open in winter months
• Rails to Trails (Nakusp to Rosebery)
• Trails not maintained
• Wall murals at: skate park, post office, high school
• Wireless – make Nakusp wireless
4.8
Threats/Concerns
• All attempts at beautification subject to vandalism
• Beach activities booth
• Columbia River Treaty negotiation in 2014 –
concerns re: water levels
• Lack of transportation re: tours, New Denver –
gardens
TOURISM HOSPITALITY
Tourism Hospitality includes the attitude of the community as a whole.
Community Acceptance of Tourism Development
The Official Community Plan process for both the Village of Nakusp and the Regional District Central
Kootenay Area K updates included community consultation with residents and the business community.
The Village of Nakusp is very proactive in tourism initiatives and there are many community groups and
organizations supporting tourism efforts. The referendum to sell the Nakusp Hot Springs is another
indicator of community involvement in planning for the future of Nakusp.
Community Welcome of Front-line Staff
Front-line staff in the retail, hospitality and service industries all contribute to the atmosphere of the
community, and ensuring people have local product knowledge and a welcoming attitude is critical to leave
a favourable impression of a visitor experience. Gas stations, accommodations, restaurants, realtors and
58
stores do what they can to provide information upon request and some keep a stock of the main
publications. Front-line hospitality training and other SuperHost programs have been offered in the past.
Business Development: Research, Education, Training and Certification
Training and certification form part of business development. Resources to assist businesses and
organizations in the tourism industry are vital for communities to become visitor destinations. Resources
are limited in the Nakusp and Arrow Lakes area. The high school does not have any tourism programming.
Selkirk College operates a total of eight campuses and learning centres in Castlegar, Nelson, Trail, Grand
Forks, Nakusp and Kaslo to provide these and surrounding communities with a wide variety of educational
opportunities, which include SuperHost and custom programming is possible.
Human Resource Strategies
The tourism industry in British Columbia provides direct employment for over 118,000 British Columbians
(267,000 for all tourism-related jobs). With British Columbia hosting the 2010 Winter Olympic Games and
the accelerated tourism growth targeted by the provincial government, direct employment needs to grow to
approximately to 174,000 by 2015. At this rate of growth, averaging 4% annually, BC’s tourism industry
faces shortages of skilled labour across a broad range of tourism occupations and across all regions of the
province.
A conservative estimate projects that, for example, by 2010 BC will require 9,927 more cooks, 1,557 more
professional chefs, 10,000 new managers for the food and beverage sector, and 5,000 more managers for
the accommodation sector. There will be increased employment in new tourism destinations outside
Vancouver, Victoria and Whistler – areas that currently have a limited tourism workforce. More detailed
information on projected labour force demand for British Columbia and reports on tourism and hospitality
labour market analysis for specific regions of BC, including the Kootenay-Rockies, is available on go2’s
website: http://www.go2hr.ca/research.aspx.
Currently there are no local labour or skill force programs for tourism, however there is the Kootenay
Rockies Tourism Human Resources Strategy, 2007.68 There is a desire to have university students return
to the area for summer employment programs when possible, as residents would like to have opportunities
for the younger demographic to return to the area.
Government Policy
Government policy at all levels is crucial for tourism development to occur. The commitment for funding for
tourism has grown in the past years under the provincial Liberal government, and the provincial plans noted
in the introduction of the situation analysis have provided an overview. The Village of Nakusp has
demonstrated a proactive stance for tourism development by incorporating the tourism industry in the
Official Community Plan as a stand-alone section, although it requires refinement in consideration of the
development of the community tourism plan and the Cultural Scan. Central Kootenay Regional District Area
K is currently updating their Official Community Plan and they are involved in tourism through the Nakusp
and Area Development Board. In order for tourism development to be successful in the long-run,
government policy at all levels must take tourism into account as a sector that should be recognized with
68
http://www.go2hr.ca/research.aspx
59
broad goals and objectives in local and regional Official Community Plans, committee participation,
committee’s of council and at higher levels, provincial and national policy and strategy.
60
Tourism Hospitality SWOT
outcomes.
Strengths
• Aging population for volunteers (SuperHost)
• Chamber of Commerce offering special
guests/workshops encouraging business members
and human resource strategies
• Community is very friendly and refers someone or
gives directions
• Good, friendly dedicated staff
• Is being recognized as a “cooler place”
• Lot of historical information from long time residents
and from historical society
Weaknesses
• Area population has not supported tourism
(historically)
• Highways could do something about the washroom /
food vendor at Shelter Bay ferry landing.
• How can we encourage our community to embrace
tourism?
• Lack of education (SuperHost)
• Minimal networking in the valley
• Need more training and higher level training and
certification
• Not easily accessible to training and certification
especially for youth
• Not enough networking between providers x 2
• Not enough trained staff during busy months
• People living part-time do add to the community with
strengths and weaknesses – some ambivalence
• Quality staff x 2
• Shortage of youth workers
• Some town folk are against tourism and what it brings
e.g. noise from motorized
• Vandalism
Opportunities
• Businesses travel to each other to see what they
have to offer
• Community clean-up (corporate sponsors)
• Educate visitors to out values
• High school tourism training
• Human Resource mapping
• Incorporate street names
• Job fairs
• Job sharing
• News on tourism theme weekly
• Recognize tourism as an important economic factor
• Re-name our high school – Abriel High
• Transparency of wage structure and careers
• Workshops
Threats/Concerns
• Conflicts arising from opposing groups (pro/con
tourism) resulting in vandalism or hostility
• Province needs to address Crown Land, designation,
affordable insurance x 6, and access
61
5
Tourism Development Capacity
The implementation of initiatives contained in the Tourism Plan will depend on the community’s ability to
work cooperatively in accessing resources and mobilizing stakeholders around a common cause. This
section of the report outlines the current capacity in Nakusp and the Arrow Lakes for moving ahead with
implementation of a tourism plan and provides suggestions of how that might best be achieved.
The term “destination management” is relatively new to the tourism sector, and denotes the role of the
public sector agency (in most cases with private sector partnership) in undertaking functions that industry is
not in a position to execute on its own. This includes:
•
The formulation and approval of tourism visions, objectives, and policies (in government plans,
economic development programs);
•
Legislation and regulatory frameworks for tourism activities;
•
Integration of tourism interests and objectives with economic development and planning processes
of the destination;
•
Destination marketing and promotion;
•
Visitor Services;
•
Facilitation of tourism product development;
•
Investment promotion; and,
•
Human resources development and training.
Organizational issues within any community and the priority that local government or local community
organizations assign to tourism play a significant part in determining how well the destination is managed.
This planning process provides an ideal opportunity to assess the delivery of tourism in the study area and
to identify ways of improving the competitiveness of the destination.
62
The tourism industry is comprised of a network of businesses, organizations and government agencies that
provide the products, services, transportation and programs to meet the needs of tourists. Collectively
these tourism industry stakeholders contribute to the visitor experience.
The following table profiles the tourism management functions typically found in community tourism
development.
Service
Primary Function
Typical Delivery Agencies
Destination and
Infrastructure
Development
Infrastructure and community
development; includes transportation and
municipal services, as well as bylaws and
community plans that identify tourism as a
growth opportunity.
Creation, expansion and attraction of
activities, events and attractions (i.e.
tourism products). Also includes services
to businesses to improve their
competitiveness (Quality assurance
programs, training, networking).
Destination marketing and business
inventory management. This primarily
involves promoting and partnering with
industry to promote the area.
Operations of Visitor Centres and
responding to visitor inquiries, also known
as internal marketing focusing on local
initiatives within the community.
Local/regional, provincial and federal
government
Product, Business
and Industry
Development
Destination
Marketing
Visitor Services
5.1
Economic development organizations,
chambers of commerce, government agencies,
education institutions, destination marketing
organizations, private sector
Destination marketing organizations, chambers
of commerce, economic development
organizations, local/regional government
Chambers of commerce, destination marketing
organizations, economic development
organizations
ORGANIZATION AND LEADERSHIP
The following groups, organizations and local government have a role in the delivery of tourism
development and marketing.
Village of Nakusp
The Village of Nakusp supports tourism development through the broad objectives and policies of the
Official Community Plan (OCP). The OCP process involves public input and reflects community views on
what are the most important considerations in land use matters. Implementation of the Official Community
Plan help assure that future decisions of the Council of the Village of Nakusp and government agencies will
be compatible with defined objectives and policies. There is a dedicated section for tourism, and additional
references to goals and policy under section 3.7 Recreation and Tourism and 3.9 Culture Arts & Heritage.
The Village is active in the Cooperative Marketing Committee and the Nakusp and Area Development
Board. They support operations of the Visitor Centre and undertake direct projects such as the image bank,
branding, grant applications, etc. The Village currently owns and promotes the Nakusp Hot Springs.
63
Mission Statement:
Nakusp is a vibrant rural community, where diverse economic activity exists in harmony with the natural
environment and encourages healthy lifestyles.
Vision Statement:
We will remain a vibrant rural community by preserving our history and enhancing our infrastructure to
encourage economic diversification.
We will remain a regional service centre by supporting social, commercial, health and protective services.
We will remain a tourist destination centre by continuing to develop the Nakusp Hot Springs, the Waterfront
and our recreational opportunities.
The Policy of Council Shall Be:
• to promote harmony and cooperation within the Village
• to provide accountability to the Public in promoting efficiency in all facets within the Village
• to promote the attitude that Councillors and Village employees are ‘here to help’
• to provide the best facilities and services possible, with careful consideration of the finances available
• to promote the Village of Nakusp as a desirable place to live
Cooperative Marketing Committee and Spirit of BC Community Committee
The Cooperative Marketing Committee (CMC) is a committee of council. The CMC is a tourism advisory
committee, which includes a cross-section of tourism stakeholders including a council liaison and staff
member from the Village of Nakusp, and representatives from the Chamber of Commerce and the Nakusp
& Area Development Board. The Committee was established in March 2006 with a mandate to “establish a
cooperative environment for the marketing and advertising of tourism and economic development in
Nakusp.” Administration and projects are the responsibility of the Community Projects Coordinator,
contracted by the Nakusp & Area Development Board. This Committee also has the mandate of being the
Nakusp Spirit of BC Community Committee.
Spirit of BC Committee
The CMC is also the Spirit of BC Community Committee. Supported by 2010 Legacies Now and the
Province of BC, Spirit of BC is a province-wide initiative that promotes community innovation, pride and
excellence, and involves British Columbians in the opportunities arising from the 2010 Olympic and
Paralympic Winter Games. The core of the Spirit of BC program is a network of more than 90 Spirit of BC
Community Committees representing over 200 communities across the province. Spirit of BC committees
help create community opportunities in a number of areas, including sport and recreation, arts and culture,
literacy, volunteerism, business, and tourism.69
69
http://www.spiritofbc.com/
64
Nakusp and Area Development Board
The Nakusp and Area Development Board is an incorporated non-profit society registered in January 1989.
The purpose of the board is to further the development of the region. The vision seeks to recognize the
developing needs of the communities and promote wellness and cooperation among all non -profit
organizations. Representation includes Social, Heritage, Arts & Cultural, Education, Economic, Forestry,
Tourism, Central Kootenay Regional District Area K and the Village of Nakusp. The board includes a
president and secretary/treasurer. The NADB administers and currently funds the Community Projects
Coordinator position. Refer to the web site for more information. http://www.nadb.ca/ For the tourism
related timeline visit http://nadb.kics.bc.ca/index.php?page=t-timeline.
Community Projects Coordinator
The Community Projects Coordinator (CPC) position commenced May 15, 2006, as a contract position for
the Nakusp & Area Development Board. Initial funding came from the UBCM Community Tourism funding
that was available to the Village of Nakusp. The Cooperative Marketing Committee recommended the
creation of the CPC position and the Village accepted the idea and submitted the application, which was
successful. The funds were directed from the Village to the NADB who agreed to administer the CPC
contract. Portions of both Phase 1 and Phase 2 UBCM Community Tourism funds were used to fund this
position, with the remainder of the UBCM funds used as matching funds for grants, for project costs. With
the completion of Phase 2 funding, the NADB is now funding the CPC position internally, with the current
contract ending April 2009.
Description of Position October 2008 to April 2009
The position is based on flex time, averaging approximately 21 hours per month for a total of 150 hours for
the seven month period. The hourly rate is $25. The contractor supplies their own office services to carry
out the contract.
Key responsibilities:
• Assist the Nakusp and Area Development Board and the Cooperative Marketing Committee with
advertising, marketing and communications.
• Act as community liaison for the Community Tourism Foundations Program with Tourism BC.
• Provide solutions for addressing the remaining suggestions in the Roger Brooks Visitor/Tourism
Assessment Report, limited to:
o Prepare a signage inventory
o Update arena lobby map/photo display
• Maintain community events calendar
o Online and weekly postings around town.
o Continue adding to opt-in mailing list for weekly emails about upcoming events to tourism
information providers, including: accommodations, gas stations, marina, etc.
• Coordinate community events with volunteer committees: Santa Claus Parade/Light-up 2008, Canada
Day 2009 (limited to preparation of Canadian Heritage funding application for 2009).
65
Description of Position to August 2008 (addendum Oct. 2008 as some projects remain uncompleted due to
reassignment of priorities.)
The position is based on flex time, averaging approximately 6.5 hours per week for a total of 322 hours for
the year. The hourly rate was $25. The contractor supplies their own office services and transportation to
carry out the contract.
Key responsibilities:
• Assist the Cooperative Marketing Committee in developing a focussed marketing program in
conjunction with Kootenay Rockies Tourism.
• Prepare plans for a heritage walking tour brochure and signage, for downtown Nakusp, including
suggestions for potential funding sources.
• Coordinate branding strategy for Village of Nakusp, in conjunction with Project Manager, contractor and
working group.
• Provide solutions for addressing the remaining suggestions in the Roger Brooks Visitor/Tourism
Assessment Report.
• Identification of top 10 priorities for Village and Nakusp Hot Springs websites.
• Maintain community events calendar
o Continue adding to opt-in mailing list for weekly emails about upcoming events to tourism
o Administer the Quarter Mile Coming Events signage and temporary events signage at
Visitor Information signs.
• Coordinate community events with volunteer committees: Canada Day, BC Day (150 years special
event), Santa Claus Parade/Light-Up. Provide advice/direction when necessary to coordinators of other
local events.
Description of Position May 2006 – August 2007
The position was commenced as part-time based on 15 hours per week for a 9-month trial period, however
the period was extended to August 2007 with less hours per week. The hourly rate is $20. The contractor
supplies their own office services and transportation to carry out the contract. The Nakusp & Area
Development Board administered the contract.
The position responsibilities were as follows:
• Website redesign coordinator (Village, Hot Springs, Chamber, NADB) – in conjunction with a website
committee; coordinate hiring of webmaster; assemble info for new website(s); act as liaison between
webmaster and clients.
• Website upkeep and reporting (Village, Hot Springs, Chamber, NADB) – ensure site content is kept
current; provide website statistics on a regular basis.
• Coordinate joint marketing efforts in cooperation with the Co-op Marketing Committee.
66
• Community events calendar
o Establish bulletin boards in effective locations throughout town
o Increase community awareness and encourage increased usage
o Establish opt-in mailing list for weekly emails about upcoming events to tourism
o Administer the Quarter Mile Coming Events sign
• Coordinate redesign and maintenance of visitor information signage
• Ensure proper use of community/region branding materials, following the standard to be established by
upcoming branding exercise.
• Monitor gateway signage to ensure current content and to ensure visibility during winter
• Monitor business ad signs at downtown street corners and ensure current content.
• Coordinate community events: e.g., July 1st, August long weekend, and Santa Claus Parade/Light-up.
67
Nakusp & District Chamber of Commerce and Visitor Centre
Chamber
The Nakusp & District Chamber of Commerce was constituted under the Board of Trade Act October 10,
1984, Registration number 001295-5-R. A volunteer board of directors governs the Chamber. An Executive
Director position (20 hours per week) was recently created and filled, to replace the Manager position. A
Board member represents the Chamber of Commerce on the local Cooperative Marketing Committee. The
Chamber of Commerce owns their building and operates the Visitor Centre from this location. As is the
case with all chambers, the main mandate is representation of all members (not just tourism businesses).
The Chamber Manager attends the annual BC Tourism Industry Conference.70
Chamber objectives are:
(a) To promote and improve trade and commerce and the economic welfare of the area in which the
operations of the Chamber are to be chiefly carried out;
(b) To organize, found, control, supervise and operate an association dedicated to tourism and economic
development;
(c) To provide educational services to individuals, groups, institutions and industry for tourism and
economic possibilities;
(d) To develop, promote, prepare, present and distribute educational materials and programs of every kind
promoting tourism and economic development.
Visitor Centre
The Nakusp & District Chamber of Commerce operates the Visitor Centre year round from the Chamber
office. Visitor Centre staff include two part- time positions and the Executive Director also staffs the Visitor
Centre part-time. Staffing is supplemented for the summer season under the Service Canada – Canada
Summer Jobs program. Two full-time equivalent summer students are requested each year for the Centre,
although support from this program has been in decline over the past several years for Visitor Centres and
some have not received any support. The Chamber of Commerce supplements the visitor service budget
through the Tourism BC Visitor Centre Network, providing regional and provincial information to visitors.
Staff from the visitor centre receive T/VC training and attend the annual conference for Visitor Centres.
The Chamber was successful in receiving Tourism BC Visitor Centre Network Special Projects Funding for
Visitor Centre enhancements such as new racking, counter tops, interior paint, etc.
The Chamber utilizes its own computer equipment and software to maintain an inventory of Chamber
members, which is posted on the Chamber website.
The Chamber has completed the 2009 Business Plan to support their funding request to the Village of
Nakusp for additional funding from $6,000 per year to $20,000 based on an annual Fee-For-Service
Agreement. The current budget is presented below. The Visitor Centre (with Chamber support) operating
budget is approximately $49,000 per year. Note: There has been declines in support to Visitor Centres from
70
http://www.bctourismindustryconference.ca/index.php
68
the Service Canada Summer Student program, Nakusp was one of many visitor centres who did not
receive sponsorship in 2008. As a result, the deficit for 2009 could be as high as $11,500.00 for 2009.
NAKUSP & DISTRICT CHAMBER OF COMMERCE
2009 Budget - Visitor Centre
7-Dec-08
REVENUE
Tourism BC - VC Network - Fee For Service
Service Canada - Summer Student Program
Fee for Service - Village of Nakusp
Visitor Centre Racking (% of Chamber memberships)
Visitor Centre Services
TOTAL REVENUE
$
$
$
$
$
$
Visitor Centre Only
2009
10,000.00
5,600.00
20,000.00
3,250.00
3,347.00
42,197.00
EXPENSES
Administration
Financial
Office Equipment
Building
Personnel
Memberships & Marketing
Supplies For Resale
TOTAL EXPENSES
$
$
$
$
$
$
$
$
2,785.00
1,087.50
3,265.00
2,617.50
37,614.28
210.00
500.00
48,079.28
SURPLUS/DEFICIT
$
(5,882.28)
NOTE: This budget was created using estimated percentages of Chamber of
Commerce combined figures, since Visitor Centre operations costs have historically
not been tracked separately.
Source: Treasurer, Nakusp and District Chamber of Commerce.
Refer to the Visitor Services section for hours of operation and visitor services.
Central Kootenay Regional District71
The Regional District of Central Kootenay (RDCK) is one of 27 regional districts in the Province of British
Columbia created to provide local government services and political accountability for people living in the
unincorporated (rural) areas outside of municipal boundaries. In addition, regional districts are widely used
to provide services and facilities for both municipal and non-municipal residents in a cooperative manner. It
was incorporated in 1965. As noted in the planning section the Official Community Plan is currently being
updated.
Columbia Shuswap Regional District Electoral Area B – Trout Lake
A small segment of the Study Area includes Trout Lake which forms part of the Columbia Shuswap
Regional District Electoral B Rural: Revelstoke, Mica, Trout Lake, Beaton and Galena Bay. The Official
71
http://www.rdck.bc.ca/corporate/about_the_rdck.html
69
Community Plan was adopted October 2008 Bylaw No. 850 Schedule A Electoral Area “B” Official
Community Plan. The following originates from this source.
The Trout Lake townsite was subdivided to create a community for mineral resource development in the
late 1800’s. A molybdenum mine is in operation in the area and the community now functions primarily as a
small service centre for a seasonal population drawn to the attractive natural setting of the Trout Lake area.
The historical subdivision of small urban lots in a traditional grid pattern has not been well suited to the
current development form of predominantly seasonal recreational homes with independent servicing.
Development issues are complicated by an aging water system and a Townsite located on an alluvial fan.
There was evidence of flooding during site visits to the community during the planning process and there
have also been lots that have been returned to the crown due to flooding. Trout Lake also has significant
amenities that are attractive to the recreation market that continues to drive growth throughout British
Columbia. Trout Lake offers some local commercial services with unique character including an historic
hotel and a gas station with antique pumps.
There is an initiative to discuss the local camping area, the day beach and the town dock as part of Parks
and Recreation.
Specific policies related to the future development of the Trout Lake area are outlined in Section 4.4 as
follows:
4.4.1 Work with the relevant provincial agency and consider making crown land available for future
expansion of the Trout Lake community. Community expansion opportunities should:
• be adjacent to an existing developed area;
• be at a higher elevation than the existing developed Townsite area;
• provide a community water system where the development of new infrastructure could complement or
improve existing community infrastructure servicing capacity and conditions; and
• support future opportunities for community sewer systems.
Development should be sufficiently compact so as to facilitate the cost effective construction of a
community sewer system in the future.
4.4.2 The properties identified for preferred expansion areas for the Trout Lake community can be found
online in Figure 4.1.
4.4.3 The CSRD supports applications to the Province for the acquisition of crown land in the Existing
Development area where:
a. the crown land is consolidated with adjoining private lands;
b. the consolidation increases overall parcel area;
c. the consolidation improves conditions for servicing (e.g. onsite septic) or
safety (e.g. setbacks for fire protection; and d. ALR regulations are addressed.
4.4.4 The CSRD will explore opportunities for a Liquid Waste Management Plan in Trout Lake.
4.4.5 The CSRD will explore opportunities to find long term management of the Lardeau Creek berm/dike.
4.4.6 Applications for new development will need to supply Development Approval Information (Section 1.5)
and must also consider hazard management policies (Section 11.5).
4.4.7 The Regional District will work with representatives from the Trout Lake Water Improvement District
and the Trout Lake and District Community Club to implement water system infrastructure upgrading for
existing and future development.72
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http://www.csrd.bc.ca/development/Area%20B%20OCP.htm
70
Kootenay Rockies Tourism Association
Kootenay Rockies Tourism is a Destination Management and Marketing Organization (DMO) registered as
a society with the Ministry of Finance and Corporate Relations, Province of British Columbia. The principal
mandate of Kootenay Rockies Tourism is to generate incremental tourism revenues by developing,
coordinating and delivering collaborative destination marketing programs on behalf of the tourism industry
of the Kootenay Rockies region. To this end, the Association presents itself as the contracted agent of
Tourism BC, a Crown Corporation of the Province of British Columbia whose mandate includes marketing
the province’s tourism product. Tourism British Columbia was established as a legislated corporation in
1997, with funding levels linked to the BC tax on accommodation, and with management authority held by
an independent Board of Directors.
Kootenay Rockies Tourism operates from the Kootenay Rockies Tourism building in Kimberley, BC.
The organization represents over 1,500 Tourism Partners – businesses, organizations, communities and
consortiums operating a facility or service that is a component of the visitor experience – all of which are
eligible to participate in applicable marketing programs.
Geographical boundaries that define the destination for which marketing programs are conducted include
the southeast corner of British Columbia, a region composed of a series of north/south extending valleys
and mountain ranges including the Monashee, Columbia, Selkirk, Purcell and world-renowned Rocky
Mountains. These boundaries include the Alberta border with BC in the east, the US border with Canada in
the south, and extend north to the centres of Revelstoke and Golden and west to the Thompson Okanagan
region.
The Kootenay Rockies destination is one of six designated destinations of British Columbia. Others include
Northern British Columbia; Cariboo Coast Chilcotin; Thompson Okanagan; Vancouver Island, Victoria and
the Gulf Islands; and Vancouver, Coast and Mountains.73
Kootenay Rockies Tourism Association has won silver at the prestigious Canadian e-Tourism Awards
Ceremony which was presented in conjunction with the Canada-e-Connect e-Tourism Strategy Conference
in Vancouver, November 8-9, 2007 and the Council of Tourism Association Technology award for their
innovation in creating the World's Most Extensive Mobile Tourism Website: www.KootenayRockies.mobi.
Tourism BC
Tourism British Columbia is the lead tourism organization in British Columbia. It became a Crown
corporation in April 1997. Current funding is approximately $50 million per year generated from 3% of the
existing 8% hotel tax. Tourism British Columbia is responsible to the Minister of Tourism, Culture and the
Arts. The corporation’s principal stakeholder group is the BC tourism industry, and it is governed by a 15member industry-led board of directors with management, financial and legal authority as ascribed under
the Tourism British Columbia Act.
Tourism British Columbia is responsible for promoting British Columbia as a preferred travel destination to
the world and works closely with British Columbia's tourism industry to promote and develop tourism
throughout the province and to ensure the continued long-term growth and prosperity of BC's tourism
73
http://www.kootenayrockies.com/index.html
71
industry. Tourism BC markets British Columbia to consumers and the travel industry through a variety of
joint marketing and promotional campaigns in countries around the world. Tourism BC's mandate is to
promote development and growth in the tourism industry, to increase revenues and employment throughout
British Columbia, and to increase the economic benefits for all British Columbians.
Tourism BC has a number of programs designed to promote and encourage tourism growth on a provincial
scale, working with the six regional destination marketing organizations (RDMOs), product sector groups,
city destination marketing organizations (Tourism Vancouver, Tourism Victoria, and Tourism Whistler),
communities, visitor centre network, educational programs such as SuperHost, and providing research
services.
Tourism BC works closely with the six regional destination marketing organizations that are funded
primarily through Tourism BC. The six RDMOs promote and encourage tourism growth in each of their
respective regions through regional programs that complement Tourism BC’s provincial programs.
Communities in BC work with Tourism BC and the regional RDMOs to promote and encourage tourism
growth in their respective communities.
Tourism Management SWOT
outcomes.
Strengths
• Cultural Scan project in final stages of review
• Arts Council is involved in cultural arts
• Chamber of Commerce
• Nakusp and Area Development board represents a
cross-section of economic sectors
• OCP policy is good
• OCP recognizes tourism as important
• Property re-zone from industrial to resort for tourism
• Gym/pilates studio/QIgong/Tai chi/Nakusp centre
• This tourism planning workshop
• New Nakusp Trails Society http://nakusptrails.ca/
• Arrow Lakes Ridge Riders (snowmobile club)
• New snowmobile association (in development) Trout
Lake area
• Community clubs support various events and
activities
• NADB Housing Committee
Weaknesses
• Advertising not coordinated
• Better communications about meetings
• Chamber of Commerce not representing all member
interests, generally ineffective outside Nakusp –
needs to include the whole valley
• Events calendar for locals to be educated.
• Good communication with tourism plan process
• Lack of communication
• Lack of funding for tourism management activities
and sustainability
• No economic development strategy which is needed
due to downturn in forestry and overall economy
• RDCK involvement
• Resource limitations (human and financial) for the
Village of Nakusp and the tourism community.
• Transparency of boards and accountability
• Visitor Centre: volunteer / staff / hours of operation /
financial constraints (student grant, operating costs)
Opportunities
• Experience available to students through
volunteering
• Nakusp Hot Springs Development
• Press release for this meeting
Threats/Concerns
• Government regulations are discouraging volunteers
• How to manage
• Were the press invited to the planning session today?
Will they be included in the future? Potential for
72
Opportunities
5.2
Threats/Concerns
misinformation.
FUNDING
Tourism Budget
Currently core funding for tourism is limited. Government grants have aided the recent initiatives for tourism
with the Union of BC Municipalities (UBCM) Phase I and Phase II tourism entitlement funds in the amount
of $19,091.54 for each phase. The Nakusp and Area Development Board (NADB) utilized $14,260 of
Phase 1 funds and the remainder the Village used toward a regional marketing project. NADB utilized the
full Phase II funds for projects. The Village supports the Nakusp and Area Development Board contributing
$6,000 per year for all sectors and the Nakusp and District Chamber of Commerce for $6,000 per year for
the Fee-For-Service Agreement for the Visitor Centre. The RDCK Area K supports the NADB with $3,000
per year for all sectors.
The following table outlines tourism spending including costs to operate the visitor centre as well as an
overview of current activity by the Nakusp and Area Development Board.
Tourism Budget Summary
Last Update: October 2, 2008
Sources of Revenue
Carry forward from previous year (multiple sources)
Cooperative marketing with stakeholders
Village of Nakusp: Visitor Centre
Village of Nakusp: Economic development
Visitor Centre
UBCM Phase 1
UBCM Phase 2
Tourism BC: Community Tourism Foundations
Other: All contributions to cooperative mktg
Other:
Other:
Total Funds
2008 Jan-Dec
$
$
1,500.00
$
$
$
48,816.00
$
$
19,092.00
$
$
9,275.00
$
$
$
78,683.00
Tourism Expenses
Administration / Project Management
Industry Development
Marketing
Product and Destination Development
Promotional Tools / Resources
Community Projects Coordinator / Projects
Visitor Services (Visitor Centre)
Total Costs
2008 Jan-Dec
$
10,500.00
$
$
8,100.00
$
$
10,278.00
$
$
48,816.00
$
77,694.00
Reconciliation of Budget
Total Revenue All Sources
Total Costs All Sources
Balance
2008 Jan-Dec
$
78,683.00
$
77,694.00
$
989.00
73
Source: Community Projects Coordinator, Nakusp and Area Development Board
Tourism BC Community Tourism Opportunities program
Tourism BC’s new Community Tourism Opportunities program may provide funding support for the tourism
plan implementation assessed on a project by project basis administered by the Regional Destination
Marketing Organization (RDMO), Kootenay Rockies Tourism Association (KRTA).
Additional Hotel Room Tax
The Nakusp and Arrow Lakes area currently does not participate in the optional Additional Hotel Room Tax
(AHRT) program, which provides communities the ability to tax visitors up to a maximum additional 2% on
accommodation sold in BC by fixed roof properties with 4 units and over. Many communities use this
revenue to fund incremental destination marketing activities carried out by a designated tourism
organization. Although not legislated, a requirement of the program is dependent on 51% of the
accommodators who control 51% of the room inventory to agree to the tax. Local and regional government
must also pass bylaws and one will be identified to receive the tax from the provincial government for
transfer to the tourism organization. A tourism business plan is required to set the direction for the spending
of funds. The program requires a renewal process every five-years, to date no community that has initiated
the tax has not renewed the program, suggesting there is general satisfaction with the results.
Estimates for potential revenue from this source is possible through a customized report from BC Statistics
for a small fee, however if the sample set is under twelve properties data can not be released even in
aggregate form due to confidentiality policy.
5.3
MARKETING
Tourism marketing and promotion involves how the destination will position itself in the marketplace and
communicate the brand to target markets.
•
Product / Market Match
•
Unique Selling Points (USPs)
•
Branding and Positioning
•
Communication Tools
•
Distribution Channels
•
Packaging
•
Pricing
•
Promotional Mix
Product / Market Match
Key visitor types for Nakusp and Arrow Lakes area are primarily leisure travellers, (Free Independent
Travellers (FIT), with interests in hot springs, outdoor recreation, events, touring (motorcycle route and
circle tours) and organized amateur sports.
Geographical targets include:
• BC (Regional: Kelowna, Vernon, Vancouver)
74
• Alberta (Calgary and Edmonton). Note: The Calgary market can access the area for Friday night arrivals
if ferry schedules permit.
• US – Spokane, WA
Unique Selling Points (USPs), Branding and Positioning
Given the promotional boundaries for a destination area are not defined by political boundaries, it’s
important to bear in mind the needs for how tourism branding differs from branding for economic
development or a municipality. Place marketing focuses on promoting a geographic area, rather than the
host organization that may be sponsoring the process. The study area includes Nakusp and Arrow Lakes
and as such this identity requires a consistent use of design in order to anchor a place in the minds of the
target audience for marketing communications.
Unique features that define Nakusp and the Arrow Lakes
• 1 km paved waterfront walkway as part of a 5
km loop around Nakusp.
• Endangered Western Toads at Summit Lake migration viewable in August
• Ghost towns/mining history
• Halcyon Hot Springs - enjoyed since the
1890s, rich history, historic church
• Leland Hotel is the oldest continuously
operating wooden hotel in BC, established in
1892.
• Mushroom Addition Café (famous for local
mushroom dishes mentioned on the Tonight
Show; Jay Leno to visit the area as part of a
motorcycle route
• Nakusp Hot Springs - enjoyed since the
1890s, rich history
• Paddlewheeler history
• Several natural hot springs
• Windsor Hotel built in 1897
Famous People74
Alice Jowett - Owned and operated the Windsor Hotel at Trout Lake - renowned for cooking and
prospecting. Took over the Windsor Hotel in 1907 - her meals and hotel were first class. She was going up
on horseback well into her 80s to see the mines she had stock in. She stayed until she was in her nineties
and died at 102 at a rest home.
General Burnham - took ownership of Halcyon Hot Springs in 1924 and operated as a White Cross
Hospital. Died in the fire that burned the hotel in 1955.
Henry Rose murdered John Cole in 1902 in the Bayview area and was the last person to be hanged in
Nelson. There is a Pass named after him.
Herbert (Bert) Herridge - Came to Nakusp from England with his parents and younger brother in 1906 and
about 1940 became the CCF representative in Parliament for the West Kootenay.
Mattie Gunterman came to the Lardeau about 1900 and started taking her world famous photos.
Mike Grady in 1904 sold his Standard Mine in the Lardeau and with this money built the St Leon Hotel.
74
Supplied by the Arrow Lakes Historical Society
75
Robert Sanderson built the first small hotel at Halcyon in 1894. He was a multi-talented man of many
vocations including Captain of sternwheelers, logging foreman, miner, entrepreneur and one of the earliest
residents of the Arrow Lakes and Columbia River area.
Sam Henry - Chinese - in 1895 had the first laundry in Nakusp on the lower road - Bay St. In 1897 he
bought the land now owned by Spicers. Very successful truck gardening for town and boats. Had four
wives.
Sid Leary came to town in 1907 as a logger and built one of the main mills in Nakusp called White Pine
Lumber Co. Then he built the Big Bend Lumber Co. In 1924, he became Minister of Highways for the
Liberals in BC Government.
Thomas Abriel was part of the early beginnings of Nakusp in 1892, and in short time had become a very
successful businessman and farmer at Home Ranch, he almost single handedly made Nakusp into a
prosperous town in the very early years. Built the Opera House, the Small Hall so that the town had places
to meet.
Recognition
• Nakusp Music Fest (NMF) recognition:
o 2008 Gold - Best of Business Award, West Kootenay, by Kootenay Business Magazine
o 2007 Innovative Community Organization by Community Futures
o 2007 CBC Radio 3 listed NMF amongst the top 10 summer outdoor festivals in North
America in 2007.
• Motorcycle magazines - Destination Highways Motorcycle Guide Books ranking
• Stewart McLean's book -"Welcome Home" - Nakusp story
• Canadian Mountain Holidays (CMH) awards:
o 2007 United Nations World Tourism Organization e-Tourism climate Change Award
o 2004 Tourism BC Environmentally Responsible Tourism Award
o Tourism BC Tourism and Technology Award
o 2003 Tourism Industry Assoc. of Canada - Parks Canada Sustainable Tourism Award
o 2003 Travel Alberta ALTO Award for
Sustainable Tourism
Branding - Village of Nakusp
The Village of Nakusp recently completed a branding
process resulting in a new logo treatment, next steps are
usage guidelines.
Design guidelines for logo usage include: Triad Tagline
System; Photography; Print; Signage (vehicle, billboards and
banners, small and temporary signage and gateway); web,
advertising (newspaper ads, magazine ads, web banner
ads); stationery (business cards, letterhead) and merchandise (shirts, mugs, pens).
76
Approved taglines include: Visit, Discover, Stay; Relax Refresh Return; Beauty, Passion, Balance;
Connect, Work, Live; Family, Community, Future.
The Village of Nakusp produced a fridge magnet showcasing their new branding with an image of the
Nakusp Hot Springs, which is available for sale at the Visitor Centre and Nakusp Hot Springs with the tag
line: Relax, Refresh, Return. The call to action is www.nakusp.com.
Image Bank - Village of Nakusp
The Village of Nakusp has commenced with an image bank process and has received responses from
three local photographers. Sources include images from the new Picture BC program, which will house an
image bank online. Currently there are no images available that the Village owns.
Communication Tools
Local Websites
The Chamber and the Village provide website information for tourism, a web review is currently underway
to improve the web presence in consideration of limited resources.
Chamber of Commerce / Visitor Centre www.nakusparrowlakes.com
This site has the most tourism related content and provides a variety of information. Events calendars are
online and a PDF list of events is distributed every two weeks via an email broadcast list. Trail maps are
available online and as PDF download.
Village of Nakusp: www.nakusp.com
Includes information about the Village owned Nakusp Hot Springs and campground. It includes information
about Nakusp for tourists and residents.
A landing page was created to coincide with the spring 2008 postcard direct mail campaign that promoted
the events and festivals. www.nakuspevents.com
Visitor Guide and Print Brochures
Current guides are targeted for visitors who have arrived in the area versus a lure brochure for destination
marketing.
Brochures and trail maps are available at the Chamber office, and brochures are racked on the two main
ferry crossings. Chamber members pay a fee to have their brochures racked.
Arrow Lakes News produces the Escape to the Arrow Lakes guide to Revelstoke, Nakusp and beyond for
both summer and winter editions. The 40-page 8x10.5” newsprint format for the 2008 summer guide was
combined with the guide for Revelstoke and area, so the Arrow Lakes content is not as effective.
The Nakusp Music Fest produces a 40-page 8x10.5” newsprint publication with glossy cover for the
annual event. The call to action is www.nakuspmusicfest.ca
The tabletop 4x6” local events and attractions listings have received positive feedback.
77
Currently there is no dedicated Nakusp and Arrow Lakes lure brochure suitable for destination marketing.
Maps
The Chamber produces hiking trail maps in PDF format that are available online in convenient 8.5x11”
format as well as hard copies from the Visitor Centre. The format folds down for easy 4x5.5” for ease of
use.
Arrow Lakes News produces a map each year showing the Arrow Lakes region, including details such as
ferry schedules, trail locations, provincial parks and contact info for various agencies. It also has a map of
downtown Nakusp, New Denver & Silverton with some attractive photos. Other maps that are relied on are
the West Kootenay Vacation Guide Map by Raven Creations, the Provincial Parks map, and the Ministry of
Forests Recreation map.
Distribution Channels
Limited marketing efforts are targeted to consumers directly with opportunities for packaging with the new
travel agent.
Packaging
Packaging of products is not coordinated and sold as packages at this time, however there is a new travel
agent who is interested in developing business opportunities with the local product for packaging and
promotions.
Pricing
Nakusp has reasonable rates for accommodation for a small rural area.
Promotional Mix
Marketing efforts are limited due to resources and have been targeted direct to consumers through direct
mail and advertising. The Village has a travel show booth for the Nakusp Hot Springs, with promotional
photos of other activities in the region such as snowmobiling and fishing, although the images are outdated.
The Village of Nakusp has an advertising budget of $18,000, which is allocated to brochures, magazines
and websites.
Travel show attendance has been on the decline in past years, although in the spring of 2008
representatives from the two local golf courses had a booth at the Calgary Golf show, promoting the golf
courses and the region in general.
The Cooperative Marketing Board recently completed a spring direct mail and poster campaign with
Kootenay Rockies Tourism Association. The goal of the postcard campaign was to attract visitors to the
Celebration of Wellness and Building Healthy Communities for Families Conference (May 2008). A list of
summer events and a call-to-action to visit a website landing page was included. The campaign distributed
20,000 postcards targeted to postal codes in a 3 to 4 hour drive time from Nakusp. Community areas
included: Armstrong, Blind Bay, Clearwater, Enderby, Falkland, Heffley Creek, Kamloops, Kelowna, Lake
Country, Louis Creek, Lumby, Pinantan, Pritchard, Salmon Arm, Sorrento, Tappen and Vernon.
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Independent businesses market directly to consumers through their own efforts. The two 9-hole golf
courses partnered together to attend the Calgary Golf Show. Currently there is no consistent tracking of
marketing campaigns.
Focus of Effort for Marketing
During the initial meeting and the planning session participants indicated they would like to see a focused
visitor guide for Nakusp and Arrow Lakes, website improvements and a recreation map.
Regional
Nakusp and Arrow Lakes form part of the Kootenay Rockies tourism region. The Kootenay Rockies
Tourism Association markets the region as “British Columbia’s Mountain Playground.” The brand promotes
the position that “The Kootenay Rockies is British Columbia's unique, mountain-oriented vacation region
situated in the southeast corner of the province. The region includes five different, spectacular mountain
ranges, including the Canadian Rockies, that create breathtaking mountain and river valleys each with their
own character and each offering an incredible variety of unequalled recreational and getaway
opportunities".
Focus of effort includes touring, snowsports, golf and adventure.75 The official website can be found at:
http://www.kootenayrockies.com/. Information about Nakusp is located under Places to See/Towns and
Cities. http://www.kootenayrockies.com/partners/partner.html?id=134&catid=13
Regional guides produced by the Kootenay Rockies Tourism Association include:
• B&B Guide
• Bike Vacations
• Circle Routes Map
• Explorer’s Guide
• Golf Vacations
• Hot Springs, Spas & Wellness Vacations
• Kootenay Rockies Travel Guide
• Ski & Snowboard Map
Kootenay Rockies Tourism is marketing the new access to the region as a result of the Delta Airlines
opportunity out of Cranbrook.76 Introductory seat sales on sample one way fares include Boston, New York
(JFK), Los Angeles, Orlando, San Francisco and Las Vegas ranging from $179-$229 for travel January 07April 2009.
Provincial
Tourism British Columbia initiatives include:
www.HelloBC.com, the official Tourism BC consumer website. For Nakusp information is categorized by:
Nakusp Main; Accommodations; Things To Do and Visitor Centres. Expanded content on the HelloBC
75
76
http://www.kootenayrockies.com/programguide.htm
http://www.kootenayrockies.com/partners/whatsnew/whatsnew.html
79
website is ongoing for communities in BC. A sample of an expanded community profile is Mackenzie, which
includes: Accommodations; Culture and History; Dining; Geography; Things To Do; Transportation and
Maps and Visitor Centres.77
Twenty-six accommodation properties are listed when a search is done for “Nakusp”.78
http://www.hellobc.com/en-CA/RegionsCities/Nakusp.htm
Blog content is online at: http://www.hellobc.com/enCA/HelloBCBlogs/BritishColumbia.htm?LOCID=408&FXMID=%7c1%7c&UID=3981c6fe-1894-4706-be6a18c7610071f1
Key Tourism BC guides include:
• Approved Accommodation Guide
• British Columbia Escapes
• British Columbia Vacation Planner
• Outdoor Adventure Guide
Tourism BC programs for businesses can be found at: https://www.tourismbc.net
Google Searches
A google search entering “nakusp” resulted in the Village of Nakusp79 in number one spot and the Village
Hot Springs in number two,80Kootenay Rockies Lodging81 number three, Nakusp Music Fest82 number four
and the Nakusp and District Chamber number five.83
• A google search entering “nakusp, bc” resulted in slightly different results.
• A google search for “arrow lakes” resulted in BC Parks – Arrow Lakes number one followed by Arrow
Lakes – Wikipedia, the free encyclopedia and number three Arrow Lakes – (Shelter Bay) Provincial Park
BC Parks.
Marketing SWOT
outcomes.
Strengths
• Chamber manager very valuable
• Community Planning process – OCPs for Village,
RD’s and CSRD Area B Parks and Recreation Plan
• Community Projects Coordinator position
Weaknesses
• Do we go out to travel tourism shows in BC/Alta with
our attractions?
• Info Centre staff needs to know who members are
• More from municipal campground from new
77
http://www.hellobc.com/en-CA/RegionsCities/Mackenzie.htm
http://www.hellobc.com/en-CA/AccommodationSpecialOffers/Nakusp.htm
79
http://www.nakusp.com/siteengine/activepage.asp
80
http://nakusp.iwebez.com/siteengine/activepage.asp?PageID=30
81
http://www.kootenays-bc.com/Accommodations/Nakusp/
82
http://www.nakuspmusicfest.ca/
83
78
80
Strengths
• Picture BC launched Dec 2008
http://www.picturebc.ca/
• Some groups selling Nakusp (Canadian Mountain
Holidays, Nakusp Music Fest, Halcyon Hot Springs,
accommodations with links)
• Target marketing – Calgary, Edmonton, Okanagan,
Vancouver
• Village of Nakusp branding
• Word-of-mouth for bike and boat
Weaknesses
management
• More funds needed
• Need analysis of who our visitors are
• Need more funding for coordinator
• No brochure at Vancouver/Calgary airports
• Not enough brochures from Nakusp Hot Springs to
promote it more
• Not enough promotion of sport/leisure recreation
• Not having maps accessible/usable
• Visitor Guide
• Website
Opportunities
• Advertise in magazines in other countries?
• Businesses letting the Chamber and Visitor Centre
know about groups coming.
• Chamber of Commerce to offer affordable position on
large signs
• Communications
• Community TV Channel
• FAM trips for travel agents
• Feature different businesses on website each week
• Full-time marketing coordinator for the region
• Get placement at Olympics for advertising Arrow
Lakes interactive
• Help businesses register on Google maps
• How do we make info available to foreign visitors?
• Invite fishing/hunting/skiing/ATV TV Show
• Mapping of appropriate zones for multi-use activities
• Market to Americans (Spokane)
• More advertising in different magazines
• More networking with other sites (links – reciprocal /
businesses)
• Need marketing strategy to promote Nakusp as a
wellness centre
• Networking at trade shows
• Partnerships with ski hills/boat/bike/fishing/hunting/
ATV dealerships and publications
• Press releases
• Promote all season wilderness destination
• Promote area to special interest groups e.g. motor
cycles, car club
• Promote health and wellness (packaging)
• Promote recreation and wildlife
• Promote recreational opportunities with amiable (no
conflict user group)
• Promote shoulder season activities (Sports Complex)
Threats/Concerns
• Less fish and game
• Promote our campground = expansion or upgrade
81
Opportunities
• Public kiosk
• Recreation map x 3
• Website with accommodation
5.4
Threats/Concerns
RESEARCH AND TRACKING
There are limited research, tracking and evaluation processes in place, but given the stage of tourism
development, this is not uncommon. The Chamber tracks Visitor Centre statistics for the Tourism BC Visitor
Info Network program. Tracking of the recent postcard campaign produced fewer than anticipated results
through coupon usage and a landing page on the website; however, event attendance was up at the
wellness events. Research was not conducted to determine if the campaign influenced visitors.
82
6
Key Development Issues
This section summarizes the conclusions and implications affecting tourism development in Nakusp and
the Arrow Lakes.
6.1
STRENGTHS AND ASSETS
Increased access to the region through developments at the Kelowna and Cranbrook airports, Kelowna is
especially relevant for the Arrow Lakes area.
Good leadership from the Village of Nakusp for planning that has overlap with tourism e.g. community
vision, branding, referendum to sell the Nakusp Hot Springs, downtown revitalization, parks master plan,
signage, community centre upgrades, image bank, grant applications and regional relationships.
Tourism is recognized in the Village of Nakusp Official Community Plan.
Tourism is acknowledged by the Nakusp and Area Development Board as an economic diversification
sector.
Natural attractions include the setting, hot springs and access by ferry, which retains the rural charm;
communities adjacent to the lakes.
Halcyon Hot Springs development will bring additional visitors to the area.
Tourism products include a mix of destination product such as backcountry and heli-skiing; touring (hot
springs, hiking) and key festivals and events.
Planning process by Village and both regional districts.
6.2
WEAKNESSES AND CHALLENGES
Global economic downturn will have direct and indirect affects on tourism travel.
The Nakusp and Area Development Board currently does not have an economic development strategy.
The Nakusp and Area Development Board currently does not have adequate core funding for economic
development activities outside of grant funds and a small core budget of $9,000.
The Arrow Lakes area has experienced negative economic impacts due to the closure of operations in the
forestry sector.
The Village of Nakusp owned Hot Springs operates at a deficit and the recent referendum resulted with
57% in support of selling the hot springs.
Services are limited and businesses not always open for visitor needs and shortage of accommodation
during summer and events.
83
Ferry service needs to be consistent and reliable for tourism development.
Branding and marketing for the Arrow Lakes as an area needs to be addressed.
Winter months are very quiet and hard for local businesses.
6.3
OPPORTUNITIES
Tourism development of the Nakusp Hot Springs.
Tourism product through health and wellness; soft adventure and heritage, arts and culture (all demand
sectors for tourism). Currently the Cultural Scan is near completion.
Hosting of small groups for meetings and events/festivals.
Expansion as a backcountry destination product and services through expansion of the airport.
Trail development for multiple-use.
Expansion of the marina to increase capacity and include water access for fuel.
A licensed travel agent with potential to offer packaging for in-bound visitors has recently started up
operations in Nakusp.
Expanding recognition of Nakusp and Arrow Lakes through the utilization of the new Nakusp branding
identity for the region.
6.4
IMPLICATIONS FOR DEVELOPMENT
Without adequate resources (both financial and human) economic development and tourism development
efforts will be limited. Investments made in these two areas can make significant impacts to a community
over time.
Increasing tourism activity will change the culture of the current environment, stakeholders indicated they
wanted to retain the rural charm of their area. Tourism planning must be considered in context of the overall
community plans for the Arrow Lakes.
The Arrow Lakes is well positioned to capitalize on the growth trends in tourism specifically, Aboriginal
Cultural, Arts, Heritage, Golf, Meeting and Conventions, Nature-based, Winter and Wellness. These
opportunities cannot be realized effectively without on-going tourism programming and sustainable funding.
Competition for visitation by other developing communities and destinations for the close-in markets BC,
Alberta and Washington State.
There is minimal primary research information about visitors to the Arrow Lakes area and how they travel
within the region. Understanding both market profiles and visitor profiles collectively is required for effective
84
strategic planning. Tourism is not limited to political boundaries and marketing and program development
must be market driven to be effective.
6.5
PLANNING REQUIREMENTS
As a small community there are limited resources, both human and financial and these must be considered
in the planning process. A tourism economy already exists in the area, however to become a visitor
destination all aspects of community tourism development must be considered. Nakusp and Arrow Lakes is
in the initial stage of the tourism destination life cycle (vision and planning). Nakusp and Arrow Lakes
requires a Tourism Plan that addresses the foundation elements of tourism destination development
including infrastructure and policy, product and industry development, research, marketing and branding,
visitor services, partnerships, communications, finance, leadership and organization, tracking and
evaluation.
• Develop a Plan that the entire community can contribute to and assist with the implementation of the
vision and goals for destination development.
• Create a foundation for tourism services delivery so Nakusp and Arrow Lakes will be able to respond to
growth and change effectively. (Tourism Management model and funding.)
• Create a tourism plan that deals with all aspects of tourism planning to be effective with limited
resources while recognizing and retaining the community character.
• Identify strategies for priority sector development opportunities from the SWOT analysis for shoulder
and winter tourism.
• Identify a tourism web strategy that takes into account the Village of Nakusp website, the Nakusp and
District Chamber website and tourism related products and services.
• Recommend a set of marketing communication materials for effectiveness and potential for future
development.
• Identify business and industry development programs and resources and a communication system for
the collection and dissemination of information.
• Recommend best practices for core programming: communications, product and industry development,
marketing, visitor services, research, integrated business systems (web-based solutions) and resource
library.
• Recommend a tracking and evaluation process that indicates the value of tourism (economic impact and
quality of life) and baseline data for future trend analysis.
• Provide resources for mentorship and capacity building for the tourism organization(s) to implement the
plan.
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7
7.1
Appendices
APPENDIX A: TOURISM PLANNING
The Need for Planning
• The local tourism industry within any community is diverse in its nature and is comprised of a range of
sectors. It is essential that there be a common understanding of the characteristics and needs of these
sectors.
• The process creates an increased awareness of the benefits of tourism to the community – its local
economy, culture and environment.
• It should ensure that tourism development is in keeping with the character of the region.
• It allows for a longer-term focus in planning and policy implementation regardless of local political
changes.
• It facilitates economic development and should be positioned as an important driver for economic
growth.
• It increases the likelihood of collaboration between potential partners.
• It assists in determining the need for developing/improving community infrastructure and in planning and
developing new tourism facilities.
• It creates an enhanced understanding of target markets and a greater appreciation of the need for
integrated marketing communications.
• It assists in identifying the financial requirements associated with delivering tourism services effectively.
The Planning Process
A formal planning process provides structure and rigour to decision making. It involves answering the
following questions:
• What is the current tourism and economic environment?
• What opportunities and issues is the community facing?
• What tourism business objectives does the community expect to achieve?
• What tourism products does the community offer that are of interest to the visitor?
• What does the community need to do to make its current and potential products of greater interest to the
visitor?
• Who are the current visitors?
• How is the community communicating with existing and potential visitors?
• Who will do what and when?
• How will progress be measured?
The process must build over time as a community gains experience and evaluates the success of its
programs and activities. This planning cycle is illustrated in the following page.
86
Situation Analysis
What is shaping the wider
industry?
What type of tourism business are
we in?
Practical Vision
What are we going to
achieve?
What are our
underlying values?
Underlying Obstacles
What is likely to prevent
us from realizing our
vision?
Who is coming here and why?
What are the opportunities?
Strategic Directions
How do we deal with these
obstacles?
How do we move towards our
Vision?Ó
Planning Review
Review situation analysis Š
what has changed?
Does this affect the Vision?
Review Obstacles; Strategic
Directions and Action Plans.
Define and redefine where
relevant.
Tracking and
evaluation
Action Plans
Market
development
activities
How are we
doing?
Destination
development
activities
What are the specific actions that are
required to carry out the new
directions?
Which are the most important actions
Š in the shorter term?
How do these move us towards the
longer term directions?
Who is involved?
What is the timeline?
How much will it cost?
The Situation Analysis
The Situation Analysis is based on a synthesis and analysis of information collected during the planning
process. This document presents an overview of the current status of the tourism industry, together with the
related opportunities and issues facing Nakusp and Arrow Lakes. Areas of discussion include:
• The macro environment in terms of global and national tourism and economic trends;
• The provincial context – tourism trends in relation to market size, visitor revenue;
• Tourism product and destination analysis – including an overview of existing product and planned
developments; an identification of any infrastructural issues;
• Destination management – a review of issues relating to managing the destination, such as human
resources, community understanding of the value of tourism, quality assurance, etc.;
• Destination marketing in terms of existing marketing activities, together with an analysis of current
demand, visitor characteristics, destination awareness and potential marketing activities; and
• Community tourism organization structure for the delivery of tourism services and funding.
87
Planning Principles
In the preparation of the tourism plan the following principles will be adhered to:
• Responsiveness to visitor needs – communities must develop an understanding of visitor needs if the
tourism experiences that are to be developed and marketed are appropriate for the marketplace.
• Inclusiveness – to address the issues and opportunities facing the tourism industry within Nakusp and
the Arrow Lakes, consultation and collaboration within the community must form the basis of plan
development.
• Effective partnerships – given the potentially fragmented nature of the tourism industry within any
community, effective partnerships among community stakeholders and the relevant regional and
provincial partners are essential to build a strong, cohesive and sustainable industry.
• Sustainability – tourism must be developed in a manner that recognizes the need for economic,
social/cultural and environmental sustainability.
• Community support – to be successful, tourism development within a community must be supported by
all elements of a community – its residents, the business sector and local government.
88
7.2
APPENDIX B: VISITOR/TOURISM ASSESSMENT REPORT STATUS
The community has been working on several of the recommendations from the Visitor/Tourism
Assessment, the following status update is as of October 2008. Note: The absence of numbering is due to
the order the information is presented in the original document.84
1. Gateway signs – reduce clutter of other signs attached/nearby
Status: attached signs no longer allowed; nearby signs still to be addressed
Responsibility: Village of Nakusp as per Cooperative Mktg. Comm. recommendation
Timeline: hope to have completed before winter
2. Interpretive signage on waterfront
Status: not started
Responsibility: not identified
Timeline: not set; awaiting Tourism Plan
3. Name the waterfront walk – “promenade”
Status: Village has not officially discussed this
Responsibility: Village of Nakusp
Improve curb appeal – planters, benches, decorative signage
Status: planters and benches do get put out in summer (they weren’t out when the
assessment was done in February); decorative signage still needs updating and additions
4. Beautification of storefronts
Status: no discussion
Responsibility: business owners; Village of Nakusp needs a downtown revitalization plan
Timeline:
5. Landscape planters every 2 metres
Status: not discussed; see above
Responsibility:
Timeline:
6. Beautification of Isamu’s building
Status: this is now Selkirk College; no exterior changes made other than removal of sign
on roof; potential additional beautification as per #4 above.
Responsibility:
Timeline:
Top priority: retail signage program – perpendicular blade signs
Responsibility: Village of Nakusp to spearhead as per #4 above?
Timeline:
7. More blade signs, consistent in height & size
Status: same as above
8. Sandwich boards – narrow & professional, maybe fewer with overhead blade signs instead
84
Supplied by the Community Projects Coordinator, Nakusp and Area Development Board
89
9.
10.
11.
12.
13.
14.
15.
16.
17.
Timeline:
Blade signs on Overwaitea overhang, and planters on sidewalk
Status: blade signs not discussed yet; no planters but trees have flowers at bases
Responsibility: see #4 above
Timeline:
Avoid outlined letters on signs
ALFA Gallery beautification
Status: this is now Nakusp Music Fest office; some exterior changes made (flowers added,
ivy removed, sign changed); potential additional beautification as per #4 above.
Responsibility:
Timeline:
Spiritwood signage improvements
Status: this has been done
Responsibility: Spiritwood owner
Timeline:
Business signage: Promote lure first, not name of business
White streetcorner signage – less text, more plain directional info
Status: not started
Timeline: not set; awaiting signage inventory and Tourism Plan
Keep signs fresh and looking new
Status: wayfinding signs are looking more worn now
Responsibility: Village of Nakusp for wayfinding signs
Business directory at Overwaitea corner – simplify wording, include amenities
Status: not started
Visitor info signage (e.g., Chamber one at Summit Lake – available 24/7/365, develop more in town
Status: the sign at Summit Lake still gets obscured by snowbanks from the plow, just need
to make sure they clear it when they blade highway banks; no new visitor info signs in
town – not planned at this time; future Park Plan may include such sign(s) in downtown
park (recommended).
Responsibility: not identified
Timeline:
Redo Chamber office/Visitor Centre signage
Status: completed
Responsibility: Chamber of Commerce
Timeline:
Visitor Centre - Interpretive (paddlewheel) and wayfinding signage (front door)
Status: completed (not a free standing kiosk though)
Timeline:
90
18. Visitor Centre bulletin board – organize better
Status: no division but organized better
Timeline:
19. Forestry Office – provide recreation info and directions to Visitor Centre
Status: completed
Responsibility: Community Projects Coordinator
Timeline:
20. Provide visitor info at Royal LePage bulletin board, public restrooms, etc
Responsibility: no discussion
Visitor Information at public washrooms
Responsibility: no discussion
21. Include restrooms on signage
Extend retail season into shoulder season
Responsibility:
Timeline: not set;
22. Post Calendar of Events downtown
Status: this refers to Music Fest mainly it seems-they have moved and have improved
signage; Calendar of Events for all community events is posted in various places around
town (bulletin boards, hotels, coffee shops)
Responsibility: Community Projects Coordinator
Timeline:
23. Picardo’s – soften look
Status: ownership/name has changed but exterior appearance is not much different
Responsibility: business owner; potential additional beautification as per #4 above.
Timeline:
What’s Brewing – curb appeal/beautification
Status: in summer there are two small café tables outside
Timeline:
24. Museum – Open Hours, not just “Closed”
Status: this sign now has Library sign above, with their hours posted; Museum hours are
posted on Museum door;
Responsibility: Museum
Timeline:
Kuskanax Lodge (Tenderfoot portion) – lodge style look and sign
91
26.
27.
28.
29.
30.
Timeline:
Kuskanax Lodge (Main bldg) – lodge style façade enhancements
Timeline:
Sandy’s Secondhand – more attractive outdoor display
Status: this building is now vacant, awaiting demolition for condo construction
Responsibility:
Timeline:
Leland Hotel – beautification
Status: owners have renovated inside extensively; some exterior improvements
Timeline:
Add benches, decorative trash barrels, additional landscape enhancements
Status: planters, benches and trash barrels do get put out in summer (they weren’t out
when the assessment was done in February); tree bases have flowers in summer;
additional enhancements as per #4 above.
Waterfront walkway – interpretive signage, official name
Status: see #2 and #3 above (repetitive)
Responsibility:
Timeline:
Ferry schedule at Esso – provide more info
Status: no action; traffic info radio station frequency sign added recently; similar signage
could be installed at Revelstoke schedule location.
Responsibility:
Timeline: not set
Hot Springs sign near NSS – add “Lodging”, “Recreational sites”
Status: no discussion; not sure of feasibility
Responsibility:
Hot Springs closure sign – not so permanent sounding
Status: yellow signs have been removed but sign is mainly the same
Timeline: not set; awaiting signage inventory
Hot Springs sign near Ozone plant – more professional
Status: yellow signs have been removed but sign is mainly the same
Wayfinding signage to attractions, activities and lodging
Responsibility:
92
31. Nakusp Hot Springs – promote trails
Status: trail maps are on display inside (bldg was locked when assessment was done)
Responsibility:
Timeline:
32. Develop “treasure hunt” for exterior displays (whole region)
Responsibility:
Timeline: not set;
Consider Tourism Development, Branding & Marketing Action Plan
Status: Branding complete; Tourism Plan in progress
Responsibility: Village of Nakusp, NADB
Timeline: Tourism Plan completion approx March 2009
33. Brochures – concentrate on top 3 inches
Status: new regional brochures expected once Tourism Plan complete
Responsibility:
Timeline:
34. Create an Activities Guide – partner in creation of brochure
Responsibility:
Timeline:
35. Redevelop local websites
Status: website reviews completed by Community Projects Coordinator; Village of Nakusp
and Nakusp Hot Springs have new websites since this assessment, but they still need
work;
Responsibility:
Timeline: awaiting Tourism Plan
36. Hot Springs – reciprocal linking, etc. with others in region
Status: no action
Timeline:
37. Concentrate on web initiatives, reduce advertising
Status: advertising has been reduced (mainly due to budgeting – Hot Springs and
Chamber), some improvements with web presence.
Responsibility: Village of Nakusp, Chamber of Commerce
Timeline:
93
7.3
APPENDIX C: VILLAGE OF NAKUSP – OFFICIAL COMMUNITY PLAN STATUS FOR TOURISM
The Official Community Plan (OCP) for Nakusp was recently updated. Bylaw 612 was adopted on April 08,
2008. Tourism is recognized in Section 1 Introduction to Village and OCP as a stand-alone section: No.
1.3.8.
Nakusp is taking advantage of its potential to attract large numbers of tourists who visit the area’s
spectacular outdoor attractions. Several natural hot springs are located in the area, and development
of potential recreation sites and leisure attractions, such as helicopter skiing, will continue to bring
increasing numbers of people to the area. Nakusp offers a haven for boating enthusiasts and has a
boat launch and marina. Nakusp is ideally suited to quality living in a superlative environment for both
young and old.
Section 3 Specific Goals, Policies, and Implementation Strategies for tourism are noted under section 3.7
Recreation and Tourism.
A. GOALS:
1. To sustain and promote a healthy active community
2. To beautify the area and increase pride in our community.
3. To provide quality facilities and attract visitors to the area.
4. To promote economic activity from tourism
STATUS:
1. To provide municipal recreational services to the urban
and rural parts of the municipality, as finances permit.
The newly formed Nakusp and Area Local
Service Commission will under take a policy
review. This commission includes the RD
director and the Village of Nakusp.
Wheelchair accessible washrooms will be
available for both upstairs and downstairs
and is in progress.
Use of the arena during winter for safe
walking is available. New programming
requires development.
Infrastructure investments include the
mechanical upgrades and new roof at the
arena.
In consideration when plans being made.
2. To make recreational facilities more available and user
friendly (i.e. access for people with disabilities to our
sports centre.)
3. To provide new recreational opportunities to seniors.
4. To increase the lifecycle and usage of our recreational
facilities.
5. To view recreational area (parks, sports complex) as a
multigenerational centre and a community focal point.
6. To encourage cultural use of parks and recreational
facilities.
7. To ensure any new subdivision has a trail network and
connections to trails.
8. To improve connectivity between designated trails and
accessibility to public in all seasons.
9. To increase the shoulder season and winter tourism,
eco-tourism, and soft adventure tourism activities.
To be addressed in the Master Parks Plan
and Cultural Plan
Development applications would need to
address this requirement
Village loop complete. On-going spot
development for trail improvements.
Address through product development and
enhancement strategies in the tourism plan.
Workshop Oct. 27, 2008 with Tourism BC.
94
STATUS:
10. To protect the natural area from disturbance in parks.
11. To expand the campground and improve amenities and
operate it in a fiscally responsible manner.
12. To improve the cemetery.
To be addressed in Master Parks Plan.
To be addressed in Master Parks Plan..
13. To develop a tourism, branding & marketing action
plan.
14. To provide better information for residents and tourists.
1. Upgrade the auditorium facility at the Nakusp
Sports Complex so that it is more conducive to
performances, meetings and small
conferences/conventions.
2. Beautify the parking lot of the sports complex and
make exit/entrance area safer.
3. Support the development of the hot water source
"in town", and the development of a wellness
centre.
4. Retain the natural topography of campground,
parks, and trails as much as possible.
5. Develop further; need natural zone along 10th
Avenue.
6. Improve showers and washrooms in the
campground, and add a Laundromat.
7. Increase power to the sites in the campground.
8. Expand and enhance trail systems for cycling,
hiking and walking.
9. Expand current walkway to incorporate trail west of
public beach, old railway grade along the bypass
and connection corridor back to the wharf.
10. Encourage a foot bridge (or other suitable
Clean up of head stones and overgrown
greenery ongoing.
Nakusp and the Arrow Lakes Tourism Plan is
being developed through the Tourism BC
Community Tourism Foundations program.
The marketing action plan will be developed
as part of the Tourism Plan. The Village
branding is complete and usage guidelines
will be released soon.
To be addressed in the Tourism Plan,
improvements for marketing materials is
required with inclusion of new branding.
STATUS:
Community group spearheading fund-raising
of this initiative. Village is supportive of
upgrades.
New cement walkway has been paved.
Flowers have been planted. Evaluate
entrance/exit for safety concerns.
Hot springs development is up for
Referendum question November 15. The
long-term vision of a wellness centre is an
acceptable form of development.
This would be considered when developing
plans.
To be addressed in the Master Parks Plan.
Beautification is one concept for
improvements to this area.
Current improvements include re-painting
washrooms, next is upgrading showers
In Village budget. Progress in being made
annually.
Activity has been taking place for the past
four years. New Bike BC program from the
province will support community
development for this initiative. Address in
Tourism Plan.
One segment requires completion.
Long-range vision. Determine if Bike BC
95
connector) across Kuskanax Creek to tie in
with the existing trail system.
11. Create and recommend a new cycling trail.
12. Rename the sports complex to increase
awareness of alternative usage.
13. Clearly mark the trail corridor with signs and maps
showing the route around Nakusp.
14. Recommend pamphlets and signage for trails.
15. Erect signage on walking trails to prohibit
motorized traffic.
16. Develop visitor information signage, brochures,
calendar of activities, website.
17. Support the construction of a new marina / wharf in
addition to the existing facility.
18. Support other priorities expressed by community
residents from June 06 Town Hall meeting.
STATUS:
program could support this concept.
New Bike BC program from the province will
support community development for this
initiative. See # 8.
The arena is referred to by multiple names.
The Nakusp and Area Community Centre
needs to be endorsed by council.
Create a master signage plan to address
signage issues and incorporate the new
branding on signs and maps.
Address in the Tourism Plan.
Create a master trails plan to identify trail
linkages, development, usage and
promotion.
To be addressed in the tourism plan with the
new branding for Nakusp. The Chamber of
Commerce, Nakusp and Area Development
Board and the Village participate in
marketing activity. The Village has funds
available for entrance signs. Master sign
plan required and marketing plan for Nakusp
and Area.
Long-range vision. Requires a developer.
Re: Nakusp Hot Springs Development
Top 10 activities in ranked order:
Wellness, health and spa centre; soft
adventure tourism activities, marina, stabilize
lake levels, golf centre, visual and performing
arts activities, rails to trails mountain
bike/walking tours/ swimming pool near or in
town, historic tours, community owned power
generation.
Development options: Equal support to two
concepts; In Village Resort (keeping existing
mountain facility 20-30,000 sq. ft. wellness
centre, pools, pathway access, and
supporting accommodation. Around Village
Resort: Mountain living community with
clusters of different residential and recreation
properties, RV sites, world-class golf course,
spa and wellness centre.
Priority for Village goals to 2008.
Hot springs efficiency and profitability;
Publicly endorsed five-year revitalization
plan; Water and sewer infrastructure; Clear
96
19. Have the Recreation Committee 1) integrate
recreation elements in the Village, 2) review needs
for various activities given changing demographics,
and 3) investigate various funding options to
upgrade and maintain facilities.
20. Have a representative on "Rails to Trails' group
and stay informed of the project from Nakusp to
Rosebery.
STATUS:
sensible bylaws; busy downtown; Regular
planning with senior staff, Happy productive
Village employees; Safe accessible, free
wharf; Active fund raising; Hot springs
development – destination resort.
Issues of trail use to be resolved e.g.
motorized versus non-motorized use. Local
contact George Bonacci.
Source: Village of Nakusp OCP and telephone interview Mayor of Nakusp, October 2008.
97
Section 3 Specific Goals, Policies, and Implementation Strategies for Culture Arts and Heritage are noted under
section 3.9, they are presented here in consideration of the draft Cultural Scan just released and the linkages to
tourism.
A. GOALS:
1. To encourage community growth through the access, use and appreciation of arts, culture and
historic sites.
2. To encourage local pride and retain community individuality.
STATUS:
1. To support municipal arts, culture and heritage
with appropriate Village resources.
On-going
2. To protect historic buildings and areas through
appropriate bylaws. (See list of historic sites in
OCP Appendix 'VII').
3. To obtain greater community participation in
cultural events.
Heritage designation to be considered in the
Cultural Plan.
1. Perform arts & culture scan (inventory).
2. Create a directory of arts & artisans.
3. Create a permanent space for performing and
visual arts.
4. Complete historical mapping & interpretive
signage.
a. Recognize historic buildings (but not
designate as heritage sites) by placing
information and plaques outside of them
for the public and tourists
b. Name the waterfront (relate to steam
boats); and place signs plaques indicating
historic sites.
c. Use street names in new subdivisions that
reflect the history of the area.
5. Support the creation of interpretive centres that
complement our history.
6. Reintroduce annual pride week activities.
To be addressed in the Cultural Scan (in
progress) and subsequent Cultural Plan
STATUS:
The draft Cultural Scan was released Sept
2008, the Arrow Lakes Arts Council is
currently reviewing the document.
Inventory created through the Cultural Scan.
Long-term vision.
Incorporate into Master Signage Plan.
Heritage funding applications will be
completed in the late fall for the development
of a heritage walk and signage. Note: These
are not designated heritage sites.
May be addressed in the Master Parks Plan
due to concept plan for a First Nations
centre. Full time line of history to be
considered, not just First Nations history.
Reinstated in 2007. Schools get involved for
clean-up. Adopt a tree program, supplied
flowers are planted around trees.
98
7.4
APPENDIX D: EXPORT READY CRITERIA
Tourism BC
The following criteria are used by Tourism British Columbia when determining if a supplier is ready to work
with Tourism BC in offering “export ready” product to international markets:
Suppliers Must:
• Be in business at least one year, with a proven track record for safe and professional operation.
• Demonstrate an adequate budget and marketing plan that includes international tour operators.
• Understand the roles played by receptive tour operators (RTO’s), tour operators/travel wholesalers, and
retail travel agents. This includes an understanding of rack or retail pricing, agent commissions and
wholesale net rates and client relationships at each level.
• Be willing to include receptive tour operators in your marketing and sales plan, and implement a regular
sales call program directed toward these operators.
• Be willing to provide contracted wholesale net rates to receptive tour operators. As a general guideline,
requirements are: 15% off the retail price for day activities and transportation and 20-30% off retail
pricing for accommodations (higher discounts are common for volume production).
• Honour the contracted net rates, no price changes before the expiry of the contracted agreement.
• Provide detailed pricing and program information to tour operators and receptive operators at least one
year in advance of selling season, i.e. May 1999 for the summer/fall 2000 season.
• Be prepared to communicate and accept reservations by telephone, fax and/or e-mail. Provide same
day confirmation of booking arrangements.
• Set up billing arrangements with the operator, agency or receptive tour operator. Accept client vouchers
as confirmation of payment for reservations.
• Determine business priorities in terms of group or FIT business. If you plan to pursue group business,
consider access by tour buses, parking/turnaround areas, washroom facilities etc. Determine your
maximum group size.
• Carry adequate insurance (minimum $3 million liability insurance for adventure product suppliers is
recommended). Discuss this with your receptive operator (sometimes they can add suppliers to their
existing policies at nominal cost).
• Provide support (free or reduced rates) for international media and travel trade familiarization tours.
In addition to the above, the following should be considered “next steps” for consideration as business and
market presence expands:
• Consider attending travel trade shows involving international buyers, either in North America or
overseas.
• Expand the sales call program to include overseas contacts as well as Canada-based receptive
operators.
• Be prepared to provide tour operators and media with 35mm slide, CD ROM or standard computer
format images of the product or operation, for use in brochures, promotions and editorials.
• Consider producing video footage of product or operation for promotional and training purposes.
• Consider development of a website offering information on your product.
• Be prepared to adapt to uniqueness of certain overseas markets. Flexibility may be required with regard
to last minute bookings and changes.
99
• Consider hiring frontline staff that speak the language of the markets you are interested in pursuing.
100

T O U R I S M S I T U A T I O N A N A L Y

Transcription

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