Are we convention and tourism ready?

Transcription

Are we convention and tourism
ready?
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Table of Contents
Project Purpose and Terminology___________________________
Page #3
Executive Summary________________________________________ Page #4
Feasibility of the RDMF in East Central Saskatchewan_____________
Page #4
Project Methodology________________________________________ Page #6
Key Learning’s of meetings with Evergreen Partners_______________ Page #17
Key Learning’s of the Secondary Research_______________________ Page #35
Appropriate RDMF Structure for East Central Saskatchewan_________ Page #55
Twin Lakes Convention and Tourism Bureau Marketing Plan _________Page #68
Appendix A: Rural Tourism Findings
_________________
Page #82
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PROJECT PURPOSE AND TERMINOLOGY
This section summarizes the overall reason for conducting this study along with
definitions of terminology contained within this document.
As outlined in the Terms of Reference, “the project is to research the Nipawin
Evergreen Centre and to provide information on the best method of establishing
Nipawin and the Twin Lakes Region’s first voluntary Rural Destination Marketing
Fund (RDMF) to help level the playing field in tourism marketing and product
development.”
The main goals for this particular study are:
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Objective review of the Nipawin Evergreen Centre
Discussion on Rural Destination Marketing Funds (RDMF)
to understand similar programs that have been utilized by other jurisdictions;
to identify best practices that can be transferred to the rural East Central
Saskatchewan setting;
to assess the anticipated participation of local businesses; and,
To analyze the feasibility of a Nipawin/Region Rural Destination Marketing
Fund (RDMF).
The following are definitions for terminology contained in this report:
Destination Marketing Fund (DMF) – is a fund voluntarily charged and collected by
an agreed-upon organization and used to support tourism development, marketing
and/or infrastructure for the region (a).
Destination Marketing Organization (DMO) - are not-for-profit organizations
charged with representing a specific destination and helping the long-term
development of communities through a travel and tourism strategy. Destination
marketing organizations are usually membership organizations bringing together
businesses that rely on tourism and meetings for revenue(b).
Saskatchewan Regional Planning Districts (SRPD’s) – are pre-defined geographic
segments of planning regions . As identified by the Province of Saskatchewan, “the
primary role of these planning destination regions is to provide regional strategic
planning that will ultimately boost sector development including tourism within their
geographic region. Each of the region's marketing plans reflects the individual
needs of their industry and demonstrates collaborative initiatives between
destination marketing organizations and tourism operators(c).”
Stakeholder Group – is a group including members of DMOs and government
associations who have a direct/indirect stake in this project.
a Hotel
Association Canada Website (January 19, 2009) - http://www.hotelassociation.ca/site/news/faq.htm.
Marketing Association International (January 19, 2009) - http://www.destinationmarketing.org/page.asp?pid=105
c Travel Alberta (January 19, 2009) - https://industry.travelalberta.com/en/IndustryContent/Pages/MarketingOpportunities-Regions.aspx
b Destination
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EXECUTIVE SUMMARY
This section gives an overview of the report.
This project was conducted to research on the current Evergreen Convention Centre
current and proposed structure and to discuss the best method for establishing
Twin Lakes Community Planning region’s first voluntary Rural Destination Marketing
Fund (RDMF). The main objectives are to understand similar programs utilized by
other jurisdictions, identify best practices that can be transferred to the Twin Lakes
region setting and to analyze the participation and feasibility of the RDMF.
To achieve the objectives of the project, CNT Management Group believes
three research methods are required: This paper will only review Phase 1.
Phase 1: Extensive Secondary Research: To understand the Evergreen Convention
Centre current and proposed structure, including a discussion on DMF structures
and identifies best practices. A second study/review will require:
Phase 2: In-Depth Interviews: To obtain experience based information on DMFs and
Tourism funding in Saskatchewan under the new Tourism Saskatchewan Model and;
Phase 3: Online / Telephone Survey: To assess the level of participation from local
businesses in the Twin Lakes Planning region.
Based on the secondary research, seven “Critical Success Factors‟ for a successful DMF has
been identified:
1. DMFs should be voluntary and have a critical mass participation of at least one
half (50%) to two-thirds (66%) of the travel operators in the region].
2. Multiple levels of accountability are required including an appropriate DMF
structure and having a third party “Trustee‟ hold the funds.
3. DMFs cannot function in isolation. Local tourism bodies need to be involved but
should be involved at arm’s length.
4. Clear communication is required between travel operators, the DMF Advisory
Committee, and any others involved in the fund usage.
5. The structure of a DMF is largely dependent on the tourism structure for that
area and the component of flexibility needs to be built in the structure of the DMF.
6. The marketing structure should clearly benefit all the DMF contributors.
7. The DMF should not be implemented in haste and necessary ground work needs
to be done before implementation.
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For feasibility of the DMF in a region, 6 key question needs to be asked. The key questions
along with the answers are as follows:
1. Is there strong support from local travel operators?
Informal discussions would indicate support.
2. Are you a strong tourism destination?
The region is mainly industry-based. It has a multitude of diverse tourism products but it is
difficult to identify key target markets beyond fishing and hunting.
3. Is there a critical mass to support the DMF?
Given the success that the region has obtained without a DMF, the answer would have to be
yes.
4. Have clear goals been defined in the region?
Clear marketing plan developed to date for the RDMF by the Twin Lakes Community Plan and
the Nipawin Department of Economic Development, Business and Planning will mean success.
5. What is the role of local tourism bodies and DMO’s in the DMF?
Given the multitude of DMO’s and other tourism bodies located in the region, proper
coordination needs to be done for identifying their roles in the DMF.
6. Who will be the Trustee for the Fund?
A separate body needs to be appointed as a Trustee for proper fund management.
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Project Mythology
“A tourism destination area is a geographic area in which
attractions, businesses, residents and regulatory
authorities work together to deliver distinctive, high
quality services and experiences, capable of attracting
and holding significant numbers of visitors, from both
within and outside the province.”1
Destination Marketing Organizations – Definitions and Historical Context
The future of DMOs cannot be considered without an understanding of the historical
context and an appreciation for the factors which have combined to create a
complex and complicated system of tourism related organizations.
At its simplest, a destination is a place where people want to BE and, as such, a
destination can be an inward investment location, a leisure site, resort or a retail
destination (e.g., a shopping mall). It can even be a building or a street, a city, a
country or a continent.
A tourism destination is a place traveller and tourists wish to visit for a variety of
purposes. While from the tourists’ perspective the destination is a subjective
construct existing in their minds with fuzzy geographical boundaries, from a
supplier and resident perspective it is a PLACE with administrative boundaries that
are sharply delineated.
Destination Marketing Organizations emerged concurrently with mass tourism in
order to promote visitation to a place. They initially were city or community‐based
organizations established to take care of visitors already attracted to the place, or
to attract more visitors to it. Many were originally named Convention and Visitor
Bureaus.2
Because DMO’s were created by suppliers of tourism products and services, their
geographical scope matched the places to which the suppliers felt most aligned and
which matched political boundaries.
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2
Tobin & codetta Lakes/Carrot River Valley Destination Area Plan 2012
A Review of the Tourism System in Saskatchewan – Volume Two: Background Research May 2010
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While DMO’s initially appeared as community‐based organizations, visitors’ mobility
meant their perception and experience of a destination encompassed multiple
communities. Partly in response to this reality, regional tourism organizations were
formed to differentiate and promote a collection of communities. As tourism grew in
economic importance in terms of tax revenues, jobs and “foreign” exchange,
municipal/provincial and national governments saw the benefits to marketing even
larger geographical areas that, again, were aligned with political boundaries.
Thus, hierarchical networks of DMO are developed over time throughout the world
and Canada is no exception. The Canadian Tourism Commission (CTC) is the
national DMO responsible for attracting visitors to Canada; each province and
territory has its own marketing agency and “beneath” that, with varying degrees of
connection and accountability, exist both regional and community‐based marketing
agencies.
DMO’s are primarily marketing organizations – intermediaries designed to bring
buyers (visitors) in contact with sellers (providers of tourism products and
services). This intermediary role was essential because prospective buyers could
not pre‐test the product nor return it if unsatisfactory.
Similarly, independent suppliers lacked the ability and resources to reach markets
located at some distance from the point of consumption. The latter agreed (by
default) that it was both necessary and sensible to create demand by first
promoting a place and then creating a desire to visit. Having generated demand for
a place (i.e., identified prospects), suppliers could then compete for their share of
that market. DMO’s flourished because they reduced the friction in a marketplace
associated with high transaction costs and high risk. 3
For the purpose of this analysis, the following definition of destination marketing
has been applied:
Destination marketing is a proactive, visitor centered approach to the economic and
cultural development of a destination, which balances and integrates the interests
of visitors, service providers and the community.
Traditional and core DMO functions encompassed:
a. Marketing the destination as attractive to visitors (i.e., generating prospects)
through traditional marketing and promotional activities – branding, advertising,
media production, etc.);
b. Providing suppliers with market intelligence plus cost effective access to
distribution channels (tour wholesalers, travel media and online channel); and c.
3
DMAI Futures Study, Karl Albrecht
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providing some level of support to the visitor at the destination (information leaflets
and visitor centres).
As tourism evolved as an economic phenomenon dependent on an adequate supply
of inputs such as labour, natural resources, infrastructure and financial capital, it
became apparent that a number of other key functions were needed, including:
a. forecasting and planning;
b. product development – attracting financial capital; developing social
capital;
c. infrastructure development;
d. policy formulation;
e. advocacy and advice; and
f. impact evaluation.
Over time, some of these functions were undertaken by DMOs; in other cases they
were performed by other organizations that ranged from government departments
(e.g., the Department of Tourism, Department of Parks, Culture and Sport) or
sector associations (e.g., Saskatchewan Outfitters Association).4
The figure below provides a generic outline of the functions undertaken by most
DMOs, regardless of their geographical scope.
4
Review of the Tourism System in Saskatchewan – Volume Two: Background Research May 2010
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The spatially hierarchical nature of DMOs (i.e., the existence of national, provincial,
regional and community‐based DMOs) inevitably leads to potential duplication; the
need to delineate roles and responsibilities; and the need for personnel to be open
to collaboration and integration.
Three further complicating factors that influence the scope, functions and inter‐
relationships between DMOs are markets, stakeholders, and what can best be
described as “people issues”:
a. Markets: each destination attracts a unique mix of visitors that can be
categorized in a variety of ways (trip purpose, origin, demographics, activity, trip
type, party composition, etc.) Generally speaking, national and provincial DMOs
focus on and are more effective in international markets where knowledge of the
destination is limited. Regional and community DMOs focus on attracting visitors
coming from regional and close‐in markets. Similarly, community‐based DMOs,
which have facilities such as convention centres and exhibit space to fill, tend to
focus more on sales and lead generation than provincial bodies.(The Evergreen
Centre).
b. Stakeholders: While DMOs are accountable to similar sets of stakeholder
(industry supplier, government/resident, and visitor), their relative importance
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varies according the DMO’s position in the hierarchy. Thus, provincial DMOs have a
greater responsibility to the provincial community as a whole and may assume
responsibility for policy, impact, capacity building and management; while
community based DMOs, which also derive funding from individual supplier
businesses, are more directly accountable to the supporting business community
(i.e., distributing information about their businesses’ products, generating leads,
etc.).
c. People Issues: Destinations are not only about places but people who take on
different roles while interacting with it according to circumstance. While DMO’s tend
to focus on visitors (people who do not live in the destination), the viability of a
destination depends on residents who welcome and support visitors, as well as on
students, entrepreneurs, investors, immigrants, event creators and people of
influence – leaders, celebrities, ambassadors – who can create awareness of the
destination in their own right. Each of these types of individuals has a stake in the
destination. Their roles are often interchangeable – a visitor becomes an immigrant
or investor; a business traveler returns to buy an apartment which he rents out to
friends as a vacation home. Each has his or her own network of connections who
may be persuaded to visit. Thus, the destination marketing function inevitably
involves far more than the staff of a DMO or the employees of a tourism enterprise.
It also relies on significant people skills and a capacity to collaborate and harness
the energy of this diverse population.
It must also be remembered that DMO’s are not the only agencies with a stake in
the marketing of a place or the welfare of tourism‐related suppliers. Each place also
has personnel responsible for economic development or inward investment or a
combination of the three. In many cases, agencies formed to support these
functions operate separately from the DMO. Similarly, each sub‐sector within
tourism (accommodation, attractions, events, activities) has its own needs to
ensure the fiscal and regulatory environment is favourable or it attracts the
attention it believes it deserves, and has created “sector associations” designed to
perform functions such as advocacy, collective purchasing, capacity development,
etc.5
Why Will or Should DMO’s Change in Form and Function?
Seven key change drivers and their impacts may be summarized as follows:
a. Information Technology Enables Global Connectivity and Digital Platforms that
Mirror Reality
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The digitization of information and the falling costs associated with its manipulation
and electronic distribution have transformed the way tourist‐related experiences
can be marketed, promoted, distributed, explored, experienced and transacted.
Unimaginable improvements in computer processing power and speed, combined
with open source, interoperability (the automated ability of machines and systems
to talk with one another), miniaturization and the proliferation of personal and
professional computing devices are revolutionizing the way travel is bought and
sold. The problems of distance (separating buyer from seller) have been virtually
eliminated, and consumers enjoy access to near perfect information instantly and
continuously.
‘The new digital economies have removed the need to decide between rich content
and its reach. Today, you can get both. This changes essentially everything. It
changes the way customers can access information and changes the way they use
it. It changes the way business can communicate with their customers and it also
changes how they might go to market. It changes the linkages between
channels….It also offers competitors the chance to rethink their business strategies
and attach your business model”.
Devices, communications and industries are all converging into one vast space for
doing business. This is the flow economy, in which all value is based on the flow of
information and ideas. Companies must continually reposition themselves in this
flow economy both to meet new competitive challenges from unexpected quarters,
or to take advantage of the massive emerging opportunities…Every company must
think of itself as no longer belonging to any particular industry but simply a
participant in the flow economy.
If a destination is to convince visitors it can offer a unique set of distinctive
experiences that reflect a specific place, the DMO will need to think of itself as less
of a marketer in the promotion sense and more of an orchestrator. Creation of an
agile, flexible, electronic platform that enables collaboration, distribution, cross
selling, intelligence gathering and exchange to occur will be essential.
b.
Marketing Is Being Turned Upside Down – from Push to Pull; from Promotion to
Attraction
DMOs were founded on the notion that a place and the services associated with that
place could be treated as a product; i.e., branded, packaged, priced and promoted
to different classes of visitor (market segments) based on purpose (business or
leisure), origin or activity.
Traditional methods of marketing, advertising and branding that DMOs have
emulated from other economic sectors are increasingly ineffective and tend to deter
rather than attract customers, and undermine engagement.
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The proliferation of choice in terms of products and channels has led to a new set of
scarcities – customers’ time, attention, disposable income and, more recently,
trust. Consumers no longer need to be persuaded to consume because consumption
is as essential as breathing in today’s world.
Technology has enabled a Connected Age in which consumers have permanent
connections to trusted peers, friends, and family. They are no longer isolated,
passive recipients of information broadcast from a more powerful source, but
vociferous members of multiple communities with the tools to publish,
manipulate and share content of all kinds at all times of the day and night.
Customers now manage extensive networks of personal influence and have
unparalleled levels of reach. Their suppliers, their employees, the residents of a
community, investors and even visiting students are now their partners.
DMOs cannot just bolt on a social media strategy and get active on social sites such
as Facebook and Twitter to be effective. The change goes far deeper – they must
see all marketing and all business as utterly social in nature.
Thanks to the proliferation of information and channels, customer attention, time
and trust are much harder to find and keep. Customers trust their peers more than
brands and are relying on each other for information, reviews and
recommendations. Technology has socialized business and made it possible for
others to fulfill many of the roles played by DMO’s.
In short, DMO’s must recognize that traditional methods of controlling and
marketing their brand will generate decreasing rates of return and will likely
alienate many customers. Promotion must give way to attraction – staging, being
and modeling the kinds of experiences customers seek and providing continuous
support and care to convert visitors into zealous ambassadors. Thus, marketing
becomes effective experience design and delivery and must engage the entire host
community in a collaborative effort from start to finish. This approach implies
higher levels of community engagement and consultation or new infrastructures to
facilitate and speed collective responses.
c.
Emergence of the Creative/Experience Economy
Visitors to a place are not buying products but having an experience that serves a
deeper purpose. While much lip service is paid to the Experience economy, most
DMO’s organize their content and their functions around “product” lines and take a
catalogue approach to content display that requires the customer to do the heavy
lifting of search, selection and booking.
Consumers’ expectations and aspirations continue to evolve, seeking experiences
that are authentic and transformative and delivered in an environmentally
responsible and socially just manner. The bar on both customer service and
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corporate responsibility just keeps rising. In the future, the quality assurance role
of the DMO will also increase in importance.
DMO’s need to recognize their role is more of stage manager and conductor than
promoter. They need to develop and share the tools that enable suppliers of the
experience to better understand the deeper motivations and emotional aspirations
of the visitor if the host community is to exceed visitor expectations.
Traditional economics, with its need to label and define phenomena, has focused on
industrial “clusters”, but this kind of boxed in thinking can miss huge opportunities
if it fails to see the connections that link the traditional creative industries (music,
performing arts, visual arts, multimedia, new media, software, and architecture)
with equally creative activities such as museums, art galleries, homemade, locally
produced food products and cuisine, traditional land and animal management
practices, boutique hotels, local arts and crafts.
In short, there is an urgent need to blur the boundaries that have been traditionally
applied to economic sector analysis, management and stimulus. Counties such as
Prince Edward County in Eastern Ontario are experiencing a grassroots economic
revival as a thriving, small scale, craft‐oriented agricultural community (mixed
farms, fruit producers, wineries) which has helped to attract tourism and creative
businesses (artists, galleries, film production, design companies).
d. Changing Economic Realities: Globalization vs. Localization
Places realize their ability to thrive depends on their ability to attract talent and
capital to create new business models and even new business sectors. Talent is
increasingly mobile and places (especially regions) are now engaged in a fierce
“place race” to attract the brightest and most creative of people.
e. Globalization
In a highly globalized network of hubs and spokes, places must stand out – brand
coherence and differentiation are critical – and all aspects of a business community
must work together more effectively to enhance their attractiveness, communicate
a distinct identity and stage experiences that resonate with that brand identity.
It is important to note in this context that DMO’s are no longer the primary body
with a vested interested in promoting the place. Other often better funded
economic development agencies are now active, be they encouraging foreign direct
investment, stimulating trade or immigration (skilled labour). DMO’s must assume
that a higher degree of integration is both inevitable and beneficial especially given
the shift towards experience design and management.
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f.
Fiscal Realities
Many western nations will find that current levels of national and consumer debt
and increased infrastructural and energy costs combined with an ageing population
which demands more social and health services may reduce discretionary
government funds that have previously been available to support tourism
marketing. DMO’s will increasingly be asked to integrate their efforts with other
agencies. Non‐traditional forms of destination marketing that harness the
promotional capacity of individuals will become more attractive.
Funds were pooled to develop a powerful destination and later brand message that
could be broadcast more loudly and persistently. DMO’s were tasked with extending
an invitation on behalf of their members or constituents. They organized their
activities according to function (marketing, sales, planning and research, customer
support) and market (international vs. domestic leisure/business
travel).
A command and control, top down, planning and implementation organization
model that called for design and implementation specialists, strategies, objectives,
tactics and evaluation processes was applied as this was the dominant organization
paradigm derived from all established institutions.
It was the most efficient approach given prevailing technologies (analogue one‐to‐
many communications media).
Over recent years a new and very different paradigm is emerging that sees
the destination not as a brand or product but as a community; an open
system or network operating within a larger economic and social system.
More importantly, huge breakthroughs in Network Science are explaining how
communities function, decisions are made and people adapt.
The rapidly increasing ease and speed of information flow is blurring the boundaries
of organizations. To survive and thrive, companies must create new kinds of
relationships with their customers, suppliers and partners based on transparency,
collaboration and value. Unless DMO’s harness this knowledge, they will be
sidelined by people who do appreciate the power of networks and who have learned
how to manipulate them to their advantage.
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Regional Destination Marketing Organizations (regional and city/town‐
based DMOs)
These are the organizational entities closest to the tourism supplier and the
customer. They should become the primary channel through which services (e.g.,
education/capacity building or research dissemination) is undertaken. Their task is
to:
1. Differentiate the region or city/town within the overall Saskatchewan brand and
market their region – primarily to close in and domestic markets;
2. Link buyers (visitors) with sellers (suppliers) by providing access to relevant
content and the tools to search such content in a way perceived as useful and
meaningful to the customer;
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3. Ensure the information supplied is accurate;
4. Assist suppliers to upgrade their marketing and service skills by delivery
programs, information and programs developed provincially;
5. Reach out to other constituencies such as residents, visitors, local businesses
and ensure they have to tools and content needed to extend an invitation to visit
the region;
6. Ensure the whole needs of the visitor are met before, during and after their
actual trip;
7. Identify areas with greatest potential for generating customer satisfaction and
future growth and work with Tourism Saskatchewan and the Ministry to further plan
the marketing and development of tourism in the province;
8. Disseminate useful market intelligence and act as a channel for delivery of
services to suppliers; and
9. Identify gaps in supply.
In a digital, networked economy, the regional DMO is primarily responsible for
ensuring it has a supply of rich, relevant, accurate and attractive content about a
full spectrum of tourism experiences in the destination and the means to ensure
content is widely accessible to any party that could either consume or re‐distribute
that content. The key to success is developing as many partnerships and alliances
with a diverse range of partners that could include local businesses, resident
communities, visitors, students.7
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Key learning
Nipawin Evergreen Centre
October 1st, 2013 – Evaluation Report
Claire Belanger-Parker, CNT Management Group Inc.
This report is meant to provide an objective feedback to the ownership and
management of the Nipawin Evergreen Centre to ensure success in the market of
event, meeting and convention market; a market that will benefit the entire tourism
region.
Multiple reports have been read in preparation for this report. Each report provides
an array of information and recommendations. This report reinforces several
recommendations and focus or result oriented actions.
OVERVIEW
The Nipawin Evergreen Convention Centre is situated in one of Saskatchewan’s
largest town where hunters, fisherman, snowmobiles and world-class golfers travel
to enjoy their favourite sport. It is a community that breathes healthy lifestyle,
sports and the outdoors. It would be to Nipawin’s advantage to focus on the
lifestyle they want to preserve and the people they want to attract to continue
enjoy this lifestyle. Nipawin has the flexibility of being able to create its future
unlike a provincial or national resort town often limited by strict rules and
regulations in its development.
Working with Meeting and Convention Planners is not limited to location and
accommodation; the experience has to be memorable. The venue has to offer
quality, accessibility and service but overall, the people, the community and the
activities before and after the meeting make a location unforgettable when it comes
to meeting and convention planning.
Nipawin is unique in its offering, surrounded by nature and lakes, fishing and
hunting in the region has a remarkable reputation not only in Saskatchewan but
throughout North America. Its award winning golf course is the envy of many and
remains in the top three courses in the province. The Evergreen Convention Centre
may not have been built for this purpose but has a significant ability to attract large
groups to the community. To add to this winning combination, Nipawin has a wide
and beautiful main street, attractive shops and outstanding business people willing
to invest in their community. The farmers market provides quality products from
field to plate. The iconic bridge, the community of Love, the paleontological
discoveries all within proximity of Nipawin are adding great value to a meeting and
convention package.
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Its positioning within the Twin Lakes Tourism District will provide an outstanding
draw for the entire region and a solid partnership with Tourism Saskatchewan will
ensure great visibility and accessibility to a much larger marketing strategy.
Tourism
Saskatchewan
Twin Lakes
Tourism District
Nipawin
Evergeen
Convention
Centre
THE NIPAWIN EVERGREEN CENTRE
The Nipawin Evergreen Centre has the potential of becoming an important draw to
the communities. With a convention centre at the heart of the region, Nipawin has
a great advantage over the neighbouring towns but also benefits their growth by
attracting more people to the entire area. A convention centre cannot be the only
driving force for changes to occur, it is one player, one hook, one key element but
not enough to stand alone.
In the fourteen years of developing tourism products and services, managing
events and conventions of all sizes in Saskatchewan, in other province and out of
country, there is a series of questions that must be answered prior to working with
a venue or location.
The first concerns of all planners are simple basic needs: Where do delegates
sleep, where do they eat and where is the bathroom? If these three questions
cannot be answered quickly with pride about the location, with a quality assurance
attached to it and easy accessibility; the location immediately get a failing grade
and has to work hard to prove otherwise.
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As we work through our location assessment, we follow a detailed check list:
Accommodations:
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Is there a hotel attached to the convention facility or nearby? Walking
distance? Transportation to and from? Quality? Accessibility? Number of
rooms? When was it built? What is their maintenance plan? How often is it
renovated, painted, and when was the last time beds were updated?
Transportation:
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How close is it to the nearest airport?
What transportation is available from the airport to the location? Buses,
shuttles, private car rental.
At what cost?
How easy will it be for our delegates to get to our destination?
City / Community/ Town:
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Is it a community I would be proud to bring my delegates to?
Does it look and feel welcoming?
Is there an attractive theme I can work with?
Does it feel inviting? Flowers, updated signage, window dressing, clean?
Are there shops, activities and restaurants attractive enough for companions
to join their spouse?
Venue:
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How easy is it to find the meeting/convention venue?
Is signage appropriate?
Does it look welcoming?
How easy is it to get into the building?
Is the entire building accessible to wheelchair?
Does it have maintenance and upgrade plan? (3 year out)
Size and accessibility to all rooms - How many breakout rooms?
How can I maximize the use of the space? Hallways?
How many bathrooms and how many stalls per bathrooms?
Quality of facility?
What makes this location unique?
High-speed internet? Wi-Fi?
Do they have a Green Plan? Do all the boxes and brochures end up at the
landfill or a recycling plant?
Water dispenser or water bottle?
Is the venue locked into a sponsorship agreement? Who and How long?
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Do they provide audio-visual services?
Are they locked-in with an AV suppliers:
Safety:
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Is there a Fire/Safety/Evacuation Plan?
Do they provide security?
Do they have enough power to handle my event?
Do they request my insurance policy to ensure adequate coverage?
Do they offer Security Services or have the ability to recommend local
supplier?
Do they have First Responders on site?
Staffing:
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Is the staff inviting and helpful?
Do they want my business? Do they care?
Is the staff trained First Aid and CPR?
Do they have an Event Manager on site – someone who gets what we do?
Do they offer a pre-conference meeting with all parties involved?
Are they respectful of women, First Nations & Metis, disabled people?
How is their appearance, clean uniform, dress code?
Do they appear well trained, personable, and attentive to details?
Do they speak highly of their community and venue?
Delivery of equipment, boxes, packages?
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Dock supervisor – is there someone on site we can count on?
Cart on wheels, assistance to carry boxes etc…
Where are things stored? Are they secure? How long can I store for? How do
I gain access to that storage area when I arrive on site?
Shipping and handling of convention material? Who arranges for pick-up
after the event?
Set-up and convention services:
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Floor plan, measurements accessible?
Can they provide me with an office, close to my event?
Do they have a business centre?
Do they have preferred suppliers? Am I obligated to use their preferred
suppliers or pay extra?
Do they provide décor and staging? If not, can they recommend a local
supplier to help?
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Lighting and audio – are they equipped? What type of equipment do they
have? Can they provide a demonstration if in-house system? If not, who
would they recommend locally?
Food Services:
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Is food easily accessible? Do they provide gluten free, dairy free and
vegetarian options?
Do they serve local products? Do they partner with local suppliers, farmers,
and crafts people to give a local flavour to my event?
Do they have a good wine selection?
Are they creative? Can they do unique and different? What is it that
differentiates them from another food service?
Can they tell me why I should use them over another supplier?
Do they have sponsorship agreement with pop, beer and wine suppliers
need to be aware of?
Promotion:
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Can they help me promote my event?
Do they use FB, Twitter, and Linked IN?
Do they have radio and TV partnerships?
Do they publish a newsletter?
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Added value for delegates to bring wife/husband/family:
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Does
o
o
o
o
o
o
the community have Partners Programs?
Wine Tasting
Cooking lessons
Tours
Great speakers or story-tellers
Golf Lessons & golf tournament
Is the Tourism Bureau or Venue Staff able to provide a list of
suggested tours and activities
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Other:
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Is there an event around the same time as my meeting/convention that
could add value?
Is there a running map from my hotel?
Where is the best shopping location, do they offer special discounts to
convention delegates?
Where is the best restaurant in town?
Suggestions for delegates’ gifts – local products, arts, crafts?
WHERE DO WE START?
ACCOMMODATIONS
Accommodations are the primary issue we face in our industry. No bed means any
butts in seat! In order to attract a group of 200 + delegates, we need a reality
check:
There are few quality hotels in Nipawin, one of them has a geographic advantage to
the other hotels and has several positive elements in its favour. Other locations
have fallen behind in renovating and refreshing their establishment.
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The ideal hotel/motel:
a. Is clean & welcoming;
b. Sells local crafts, personal hygiene products and snacks often needed
by frequent travellers;
c. Has knowledgeable, helpful and passionate staff;
d. Provides a relaxing atmosphere;
e. Provides comfortable and clean beds;
f. Regularly updates rooms and facilities;
g. Are active in social media and know what people are saying about
them;
h. Address comments and issues immediately and take action when an
issue arise.
Since not all hotels/motels in Nipawin provide the same level of quality and services
you may consider:
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Introduce an Award/Reward program to provide great visibility to existing
quality hotels and encourage the others to improve;
Introduce an Economic Development Programs to assist existing hotels and
motels to upgrade;
Attract new investors and developers to consider a new hotel.
THE CONVENTION FACILITY
It is obvious the Evergreen Convention Centre wasn’t built with the purpose of the
convention facility in mind. Regardless of its existing identity as a curling rink and
community centre, with the right vision, plan and funding it has great potential as a
convention facility.
The Evergreen Convention Centre has many wonderful things going for itself such
as dedicated, hardworking and creative team who accomplish miracles; a vision and
a plan in the works that will provide immediate results; great pre-function area in
the Rotunda; it has sufficient bathrooms, high ceilings, wide hallways and public
areas; seasonal Pro Golf Shop and an curling rink which can be used for large
banquet and/or tradeshows.
In order for the Evergreen Convention Centre to meet the standards, the following
recommendations should be addressed:
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Signage on arrival to town and preferably on the highway as well;
Visible signage as we get closer to venue;
Visible signage from the road – should be in front of venue above the cedar,
between the two jack pines;
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Signage should be properly branded with uniform font and colours;
Transform first impression of the gym or rink by adding windows;
Wheel-chair ramp has to be fixed, the “lip” creates unnecessary challenges;
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Transform the main entrance with a main lobby, the existing entrance is
extremely confusing;
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Address a serious shortage of storage by adding onto the existing facility,
this area could also become a pick-up and delivery docking station with a
secure area;
Invest in an interior decorator that could provide design and remodelling
ideas of the existing space with colour, flooring and furniture. Unfortunately,
every room need a good facelift, including bathrooms;
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Chairs and tables need updating to provide easy lifting and storing;
Electrical upgrades may be necessary to provide plug-ins accessibility in the
auditorium for tradeshows;
Consider a secure business centre/event office;
Lockers must be re-defined if not fully used, added storage could be
considered;
A great collaboration between all tenants, including the hotel at close
proximity could increase business;
Develop a long-term events and tradeshow strategic plan;
Work closely with the community to develop a “Green Plan”. Green
conferences are a huge trend, the Centre needs a recycling program;
Community organisations are leaving equipment behind under the
responsibility of the Centre, the Centre should be able to rent these items
and benefit from the proceed if no storage fees are collected;
The existing staff is committed and dedicated, in order to meet industry standards;
the Evergreen Convention Centre may consider the following:
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Provide all staff members with an opportunity to take training or attend
conference/workshop/seminar to continue developing his/her skills and
abilities;
Invest in training Event Staff – STEC Program are accessible and affordable –
Event Coordinator, Event Manager, International Wedding Planner;
CMP Certification;
All staff should be trained in First Aid & CPR and should know how to operate
defibrillator;
Name badges for all staff;
Uniforms or standard golf shirt for event staff when working an event or
when meeting a new client;
On-going reviews providing positive and constructive feedback and staff
recognition events;
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Webinars and training is readily accessible on line. The Evergreen Convention
Centre would also benefit from educational material and affiliation to:
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Ignite Magazine;
The Planners;
Meeting & Conventions Magazine;
The Evergreen Convention Centre also needs to be visible an active on Facebook
and Twitter. The growing event and convention community in Social Media is a
driving force. Judging from my recent visit to the area, members of the community
are engaging in social media and if asked would most likely provide guidance to
existing staff to handle social media without taxing the existing workload.
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Complete the change over as recommended of the Evergreen Centre to the Nipawin
Department of Economic Development, Business and Planning and make it a line
division of the Department for funding.
TOWN/CITY OF NIPAWIN
The Town/City of Nipawin benefits from an engaging and newly formed Economic
Development Team, as part of the Nipawin Department of Economic Development,
Business and Planning. This community breathes healthy families, healthy living,
fitness, sports and the outdoors. It is unfortunate that prime waterfront property
has so many industrial looking facilities instead of residential, leisure or tourism
facilities. The community may want to spend some time planning for the next
twenty years and envision itself as the best tourism destination in East Central
Saskatchewan. The waterfront properties should be at the heart of this
development.
For now, Nipawin is an attractive, clean community and beside the fact that it has
an outstanding golf course and great lake at close proximity, nothing jumps out to
really grab the attention.
As Nipawin continue to evolve in the concept of tourism development encompassing
everything from highways to services and environmental consciousness, the
community as a whole should consider the following:
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Create a beating heart for Tourism and Conventions, a place where staff will
be extremely knowledgeable of their surrounding;
Bring partners together to better understand the impact of a well calculated
and executed tourism plan;
Work diligently with all partners to increase the number of visitors;
Review zoning of waterfront properties to encourage residential and tourism
related development;
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Educate locally about the importance of tourism;
Empower local business to self-promote and promote other local business
and attractions;
Empower business to facilitate the spending of visitors;
Empower business to share information and best practices;
Consider the branding of Health & Family Lifestyle along with fishing, hunting
and golf;
Create new Events and Festival around the brand;
Work with Evergreen Conventions Centre to attract conferences, meetings
and conventions related to the brand;
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Work with hotels/motels/cabins to create a Destination Marketing Fund. This
will allow Nipawin to properly fund new marketing and promotional campaign
that will have a much greater impact. The administration of a DMF has to be
done in close partnership with the accommodations as when it comes to an
increase in visitors, they are the most impacted. A DMF could easily be a
lifeline for the entire region.
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TWIN LAKES TOURISM DISTRICT
After reading the multiple reports on the community and region, the Twin Lakes
Tourism Development Plan offers a very interesting perspective of abundance
versus scarcity mentality by collectively developing the strategy. With the right
energy, the right investment and the will to act, this plan will impact the entire
region.
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The District would become the largest Tourism Destination Plan to take roots
in Saskatchewan;
By working together as one voice, the District’s prosperity would benefit from
its natural resources while remaining accountable in preserving and
protecting the environment for the enjoyment and economic benefits of
future generations;
An assessment of waterfront property that could be sold for development
throughout the entire district;
Improvement to roads, marinas, tourism infrastructures will help everyone
grow their business. From accommodations, to gas stations, to restaurants
and shops as well as other attractions, everyone will benefit;
The establishment of a DMF for the entire region would provide a buying
power into a great marketing strategy for the entire region with
advertisement placement, attendance to tradeshows, development or
improvement to website;
The cooperation within the District would also allow the creation of a Twin
Lakes Convention & Tourism Bureau to service the promotional needs of the
entire region and be a one-stop-shop for Meeting, Events and Convention
Planners;
The collaboration between partners would create a much larger pool of
tourism ambassadors willing to actively promote the area and attract events
and conventions.
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Throughout the province of Saskatchewan, several great tourism success stories
have risen above others. The common link between these success stories is the
important investment either from an independent source or from municipal,
provincial or federal government. More often than not, it is government infuse
funds for the strategy that begins to generate excitement in the community and
eventually attract private investment. Only communities with a collective vision
seem to rise above.
I often wonder what would have happened to the community of Rouleau,
Saskatchewan if the leadership has been in place to save the filming locations –
would it be the Green Gables of Saskatchewan. It certainly had the potential to be.
What about the Cypress Hills area, who has not heard of the Cypress Hills Winery?
Private investors making a big splash! Since the initial work of the Cypress Hills
Tourism Destination Area other tourism business such as the Cypress Hills EcoAdventures have grown and flourished. We feel the cooperation efforts coming
from this region and it shows when surfing their website and visiting the location.
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The Twin Lakes Tourism District has an even greater potential of reaching new
heights with the collaboration of all partners, from the Evergreen Convention
Centre, to the Nipawin Golf Club, the hotels, motels and cabin owners. With the
commitment of the Provincial Park, the marina, the surrounding communities,
municipal and provincial governments, it can only get better.
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The following are points covered in the Tobin & Codette
Lakes/Carrot River 2012 Destination Area Plan. Are we tourism
Ready?
The Tobin & Codette Lakes/Carrot River Valley Destination Area Plan (DAP) covers
about 16,000 square kilometres in the heart of North-East Saskatchewan. The area is
known for outstanding fishing, golfing, water-based recreation, hunting, and
snowmobiling.
Saskatchewan, Alberta and the United States represent major tourism markets with
significant growth potential. Of particular note is the thriving U.S. drive-in fishing market
which has been established in the Tobin Lake area for decades. The area is also home
to the Cumberland Delta. Known as one of the world’s largest inland deltas, it holds
much potential for eco-based tourism experiences.
Major industries within this area are tourism and recreation, grain, oilseed, livestock and
vegetable production, forestry, trapping, hydro-electric power generation, and mineral
exploration and development. The area’s population of about 32,000.
Tourism in particular has been experiencing substantial growth. During the winter of
2005, the world record Walleye caught ice fishing (18.30 pounds) was pulled from Tobin
Lake, catching the attention of anglers from all over North America .
Visitation to the area’s regional parks and private campgrounds has been steadily
increasing and demand for seasonal sites continues to grow. This demand is being met
in part by expansions at many existing campgrounds and regional parks, as well as new
developments, such as Tobin Lake Leisure RV park, which opened in 2012 and offers
56 newly-constructed seasonal sites.
In response to these and other developments, and the new demands accompanying
increased tourism, it was recognized that an area-wide tourism plan should be
prepared. Tourism Saskatchewan agreed to make the Tobin & Codette Lakes/Carrot
River Valley area a priority project for Destination Area Planning.
With this endorsement in place, the plan will provided to all affected Government
Ministries to assist them in prioritizing the implementation of the portions of the plan for
which they are responsible in accordance with their legislated mandates. At this time,
these include Saskatchewan Watershed Authority and the Ministries of the Economy/
Tourism Saskatchewan, Environment, Highways and Infrastructure, Government
Relations, First Nations and Metis Relations, and Advanced Education.
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THE PLANNING AREA
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GOAL OF THE TOBIN & CODETTE LAKES/CARROT RIVER VALLEY DAP
The Tobin & Codette Lakes/Carrot River Valley Dap’s goal is to identify tourism
development issues and opportunities, and to recommend specific strategies and
actions to deal with them. It is designed to integrate the needs of the tourism industry
with those of other industries in the area, with a view to ensuring ecological, economic,
social, and cultural benefits for present and future generations.
OBJECTIVES OF THE TOBIN & CODETTE LAKES/CARROT RIVER VALLEY DAP
• To increase visitation to the entire destination area;
• To increase visitor spending throughout the area;
• To support the continued development and enhancement of businesses, attractions
and visitor experiences in the area;
• To improve coordination among the area’s attractions and tourism businesses;
• To recommend specific strategies and actions to develop the area as a more
competitive, investment-ready, and marketable tourism destination;
• To identify infrastructure issues and recommend specific strategies and actions to
overcome barriers to development and population growth;
• To provide plan implementation options.
Mission
The TL-TS (Tourism Saskatchewan) project involves practical cooperation between
research, administration and businesses to unlock the regional tourism potential in the
Twin Lakes Planning District areas(TL).
Joint Action Plan
During 2011-13, the common challenges and themes of interest were compiled as a
Joint Action Plan (JAP), in close consultation with key stakeholders in the participating
Twin lakes Planning District regions. Joint, practical activities are planned for four
themes for 2013-16, with the aim of strengthening provincial cooperation between
clusters, involving key regional stakeholders and promoting ongoing work after the
project ends.
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Motivating Sustainable Tourism Management
Infrastructure Issue #1: Highway Conditions
Why this is an issue:
Highway conditions directly influence travel decisions. While the general condition of
some of the major highways in the destination area have improved in recent years, the
condition of some secondary highways, particularly those providing access to lakes and
other attractions, require significant improvement.
Background:
West and east traffic in the destination area is primarily served by Highway 41, Highway
3 and The Northern Woods and Water Route (Highways 9 & 55). North and south traffic
in the destination area follows the CANAM Highway (Highway 6) from the U.S. border,
as well as Highways 35, 23 and 123.
Highway 35 is an important connecting corridor in the destination area and is generally
in good condition with the exception of its northern-most section which serves as access
to Pruden’s Point Resort and other tourism operations on the northeast side of Tobin
Lake. Highway 255 provides access to the Resort Village of Tobin Lake and also
requires significant improvement and rebuilding. The conditions of these two highways
are discouraging visitation to two key recreational points in the destination area,
including a major Resort Village.
Another roadway which discourages tourist traffic is HWY 123 to Cumberland House.
This highway begins as paved and thin membrane (approximately 42 kms) and turns to
gravel for the duration of this drive (approximately 92 kms) to the Cumberland Delta,
which is known as one of the world’s largest inland deltas. To fully realize the tourism
potential of the Cumberland area, further studies of the impact and benefits of improving
Highway 123 needs to be conducted.
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Recommendations dealing with highway infrastructure have been prepared to address
the following objectives:
• To improve the quality of highways used by tourism markets, including Albertans,
residents of the United States, and the recreational vehicle market.
• To ensure highways that serve established and emerging attractions and destinations
meet the needs of tourist segments.
• To ensure highway corridors that serve market segments are maintained at a high
standard.
Joint Action 1.1 New Infrastructure models
New infrastructure models for Dap’s are needed to meet the changing demand on highways,
expand the variety of products and services from tourism and ensure sustainable sector
development.
Activities 2013-2016:
Work with Ministry of Highways and Infrastructure, area municipalities and Rural
Highways Advisory Committee and Tourism Saskatchewan to prioritize the
reconstruction of HWY #255 to Resort Village of Tobin Lake. Municipal Partnership
Agreements will considerably increase the prioritization of this work.
Lead Partner: Ministry of Highways & Infrastructure (SHI), Municipalities, Tourism
Saskatchewan, (TS), Twin Lakes Convention and Tourism Bureau (TLCTB)
Work with Ministry of Highways and Infrastructure, area municipalities and Rural
Highways Advisory Committee to prioritize the reconstruction of HWY #35 (past
Pruden’s Point Resort). Strengthen membrane 13 miles North of Whitefox. Maintain thin
membrane remaining 9 miles.
Lead Partner: SHI, Municipalities, (TS), (TLCTB)
Advocate that traffic counts be conducted during the summer months to promote a more
accurate measure of traffic.
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Lead Partner: SHI, Municipalities (TS), (TLCTB)
Support initiatives to examine options for improving HWY #123 to Cumberland House.
Lead Partner: SHI, Municipalities, (TS), TLCTB)
Support proposed improvement of HWYs #9 & 55 from Manitoba border past turnoffs to
Red Earth and Shoal Lake First Nations, and connecting primary weight section of #55,
which runs 44 km east of #123 Junction.
Lead Partner: SHI, Municipalities, (TS), Twin Lakes Convention and Tourism Bureau
Access to Codette Lake
Codette Lake is an outstanding fishery and has the potential to be a major destination
for visitors to the area, but the ability to actually gain access to this resource is limited.
Background:
Codette Lake is one of the best kept fishing secrets in North America. Presently only
one marina, at Wapiti Valley Regional Park, is serving the lake and it has proven difficult
to operate consistently in the past due to fluctuating water levels. This marina, when in
operation, is also the only source of fuel along the lake’s 50 kms of shoreline.
Boat launches are available at Wapiti Regional Park, Smits Beach and Bushfield Flats.
Altogether, there are three locations at which to launch boats, which is an average of
one launch per 18 kms of shoreline. Unfortunately, access and directional signage too
many of these launches discourage their utilization by visitors.
Given the distances involved and water level issues faced by the existing marina at
Wapiti, area residents generally agree that the lake could likely support more marinas
and boat launches. The undeveloped Pit 13 site, for instance, has been mentioned as
an opportunity to provide additional access on the north side of the lake.
Recommendations with respect to access to Codette Lake have been prepared to
address the following objectives:
• To improve the accessibility of the lake for tourism markets.
• To identify opportunities for future boat launch and marina development.
• To encourage waterfront municipalities to identify opportunities for new boat launch
locations.
Improve signage to existing boat launches (Smits Beach, Wapiti, Bushfield Flats)
40
Lead Partner: Municipalities, Tourism Saskatchewan, Twin Lakes Convention and
Tourism Bureau
Encourage the enhancement of the boat launches at Wapiti Valley Regional Park and
Bushfield Flats as well as the development of a boat launch at Pit 13 (north side of
Codette Lake)
Lead Partner: Municipalities, Tourism Saskatchewan, Regional Park Authority (RPA),
Twin Lakes Convention and Tourism Bureau
Identify and promote opportunities to expand the number of marine fueling services on
Codette Lake in all seasons
Lead Partner: Municipalities, Tourism Saskatchewan, Regional Park Authority (RPA),
Twin Lakes Convention and Tourism Bureau
Develop Infrastructure for Winter Tourism
With the essential infrastructure in place to support winter tourism, visitation in what is
typically considered the off-season can contribute significantly to the viability of a
tourism destination and the businesses there in.
The destination area is presently host to a considerable number of travelers in the
winter months. Often these visitors are coming to downhill ski and snowboard at Wapiti
Valley Ski & Board Resort, attend an ice fishing derby or other winter event, or crosscountry ski or snowmobile on groomed trails in the area.
Snowmobiling is a strong travel generator in the area and a tourism product which area
residents believe can be built upon. To do so, infrastructure improvements, such as
enhancing the existing snowmobile system in the area, should be completed; and new
infrastructure developments.
Dogsledding was identified as a potential new tourism product which could be offered in
the area. New events, which draw visitors in winter months, could also be explored.
Ensuring the appropriate markets (e.g. resident, short-haul) is aware of the existing
winter experiences the destination area has to offer is crucial. While some operators do
offer packages involving snowmobiling and other winter experiences, the development
and promotion of additional “experience winter” packages would assist in positioning the
area as a four-season destination.
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Recommendations with respect to developing infrastructure for winter tourism have
been prepared to address the following objectives:
• To encourage the enhancement of existing snowmobile trails.
• To identify opportunities to develop new trails and other winter tourism product.
• To improve the promotion of available winter tourism experiences.
Encourage enhancement of existing snowmobile trail system and support grooming
initiatives.
Lead Partner: Municipalities, Snowmobile Clubs, Tourism Saskatchewan, Twin Lakes
Convention and Tourism Bureau.
Promote winter visitation through the development of additional snowmobiling
packages, focused on the themes of adventure, family recreation, and ice fishing.
Lead Partner: Tourism Operators, Tourism Saskatchewan, Twin Lakes Convention and
Tourism Bureau.
Develop new and promote existing events related to winter tourism.
Lead Partner: Communities, Tourism Saskatchewan, Twin Lakes Convention and
Tourism Bureau.
Promote nearby complementary winter product to patrons of Wapiti Valley Ski and
Board Resort, including cross country ski trails, groomed snowmobile trails (from
Nipawin) and world-class ice fishing.
Lead Partner: Communities, Tourism Saskatchewan, Twin Lakes Convention and
Tourism Bureau. Tourism Operators, RPA
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Joint Action 2.1 Responding to challenges brought by Tourism
Attractions
Activities 2013-2016:
Tourism attractions include parks and recreation sites, museums, galleries, powwows, a
variety of cultural festivals and experiences, fishing derbies, agricultural exhibitions,
craft fairs, fall suppers, and events reflecting our culture. Other attractions include
paleontological, spa experiences and golf courses. Events in nature, such as shorebird
and waterfowl migrations and the northern lights, also act as attractions.
Tourism assets require ongoing repair and maintenance, and periodic renewal. When
they are neglected, it is more difficult or impossible to attract and hold visitors. It also
lends to a perception of a second-rate destination.
Attractions are the features, facilities, and experiences which act as motivators for most
travel to a destination. It is imperative to invest in attractions, since they are the major
tourism travel generators. From the public sector perspective, when visitation increases,
fuel tax and other taxation revenues also increase. From the private sector perspective,
increased visitation provides an opportunity to increase sales and improve the
prospects of solvent and profitable business operations. These encourage business
retention and expansion, thus retaining services required by area residents all year
round.
Recommendations with respect to the following are provided to help address
opportunities and concerns.
Of the approximately 750 camping and RV sites in the destination area, presently 300
are offered as seasonal sites and the remaining as daily camping sites. Seasonal sites
provide park operators with cash flow at the outset of the season which can be utilized
to develop new and maintain existing sites. When developed in addition to existing daily
camping sites, seasonal sites provide increased revenue for parks and the local
businesses which seasonal residents patronize.
The opportunity for park operators to increase occupancy rates by redeveloping existing
smaller camp sites as larger pull-through sites, to better accommodate the larger RV
units which are currently being manufactured, is also considerable.
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Recommendations with respect to Campgrounds have been prepared to address the
following objectives:
• To improve the overall quality of attractions and services that serve key tourism
markets.
• To increase tourism capacity.
• To increase visitation and visitor expenditures.
Encourage the development of additional seasonal sites, while maintaining number of
available daily campsites.
Tourism Bureau, RPA, Municipalities, Private Operators.
Promote the development of larger pull-through, full-service campsites at campgrounds
throughout the area
Tourism Bureau, RPA, Municipalities, Private Operators.
Nature and Historic Tours
While the destination area holds much potential to offer engaging nature- and historicbased experiences, few guided and self-guided tours of these natural areas and historic
sites are presently available. Tours, which group attractions and experiences all relating
to a specific theme, have proven to be a primary motivator of travel and to extend the
length of visitor stays in many destination areas.
Recommendations with respect to Nature and Historic Tours have been prepared to
• To identify, develop and promote themed tourism experiences.
• To encourage visitors to travel throughout the destination area.
• To encourage cross promotion among attractions and communities.
• To increase visitation and visitor expenditures.
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Develop and promote guided/self-guided bird watching and nature tours of the area
(e.g. expeditions/shorter trips to the Cumberland Delta)
Design and print a birding guide
Promote canoeing tours in partnership with canoeing outfitters
Develop and promote historical tours of heritage properties, including vintage churches,
old stone school houses, museums, etc.
Promote the designation of historical landmarks (e.g. “Crooked Bridge”, near Nipawin,
etc.) as heritage properties
Tourism Bureau, RPA, Municipalities, Private Operators, Area Museums/Sites .
Human Resources
TOURISM HUMAN RESOURCES
Having trained, competent employees will positively affect your visitor experience.
Human resource planning is a crucial step in any business operation to ensure visitors
are treated professionally and appropriately; and that employees understand what their
role is when employed by the tourism business. Visitors to tourism operations have high
expectations of the quality of personal service they receive. Courtesy, service, and
genuine thoughtfulness are noticed and appreciated by visitors.
Training and Education
Many businesses and attraction operators are unaware of and/or do not know how to
access available training and education opportunities for themselves and their
employees.
The Canadian Tourism Hospitality Research Council provides Certification for over 40
tourism occupations. These include such occupations as:
• Event Co-ordinator
• Heritage Interpreter
• Local Tour Guide
• Front Desk Agent
• Supervisor
• Freshwater Angling Guide
• Hunting Guide
• Tourism/Visitor Information Counsellor
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While some tourism businesses in the area have accessed these training programs in
the past, generally speaking, operators are either unable to find the time to do so, or are
unaware of what training is available.
Recommendations with respect to Training and Education have been prepared to
• To improve awareness of the existence of tourism occupations and Certification
programs.
• To improve employers and employees knowledge in areas such as tourism
awareness, attitude, professionalism, communication, operational procedures, sales,
event co-ordination, guest relations, interpersonal skills, human resource management,
regulations, etc.
• To improve access to tourism training and education opportunities.
• To improve the quality of service provided to visitors (and residents).
Further develop partnerships with local communities and STEC to expand offering of
award-winning Service Best Customer Service training program.
Implement incentive programs to encourage employers to participate (e.g. Employer of
Choice program)
Lead Partner: Tourism Operators, Tourism Saskatchewan, Twin Lakes Convention
and Tourism Bureau, RPA, Municipalities, Private Operators,
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Service Evaluation and Recognition
Tourism Saskatchewan is committed the creation of an industry-developed Quality
Assurance Program (QAP). This work is being undertaken at the request of Tourism
Saskatchewan’s members and will provide unique opportunities, including training and
exclusive promotional programs, for accredited businesses. Strategic direction and
program oversight is being provided by the President’s Task Team on Quality
Assurance.
Recommendations with respect to service evaluation and recognition have been
prepared to address the following objectives:
• To find out how visitors feel about the quality of service they experience
• To promote and build awareness of Tourism Saskatchewan’s Quality Assurance
Program.
• To consider ways to publicly recognize outstanding businesses and employees.
Build awareness and promote Tourism Saskatchewan’s Quality Assurance Program.
Develop methods of surveying visitors to determine their opinions about customer
service.
Undertake visitor satisfaction research in partnership with local tourism operations and
tourism-related services.
Provide survey data and comments back to operators to enhance their service/product.
Implement programs to recognize employees and businesses which provide
outstanding service (e.g. Service Best Businesses/Emerit Certified Property programs)
and Tourism Bureau, Municipalities, Private Operators, STEC.
47
Business/Services
Tourism businesses include the casinos, hotels, motels, campgrounds, vacation farms,
bed and breakfasts, guest ranches, outfitters, service stations, golf courses, tour boat,
motor coach, car rental, airline and charter services, restaurants, and all other retail
businesses that can take care of visitor’s needs.
Labour Shortage
Business operators on the Tourism Planning region and many which participated in the
public consultations acknowledged that the shortage of labour in the area, at both entryand management-levels, is a significant concern.
It was noted that much of the potential work force is already fully employed or has
moved away to work in industries such as petroleum and mining, or to further their
education.
Nationally, tourism employs twice as many young people as any other industry. Tourism
is a labour-intensive industry and in Saskatchewan, much of it seasonal in nature.
New ways of adapting to the needs of potential staff (part time, shifts, etc.) have to be
found.
The significantly younger age demographic of local First Nations compared to major
communities in the destination area suggests a potential solution for local labour
shortage issues.
According to the Saskatchewan Ministry of Health’s “Covered Population 2011” data, in
the communities of Nipawin, and Twin Lakes region on average 19 percent of residents
are between 10 and 24 years of age; while local First Nations (e.g. Cumberland House,
James Smith, Red Earth and Shoal Lake), have a more significant 33 percent of
residents in that age group.
Based on this data, there appears to be potential for businesses to attract and retain
youth from local First Nations as employees. The STEC program, Ready-to-Work, can
provide the hands-on training required to ensure young prospective employees meet
tourism labour market needs.
48
Recommendations with respect to labour shortage have been prepared to address the
• To gain a broader understanding of opportunities to deal with the challenge.
• To explore ways of structuring work requirements by finding out the needs and
availability of potential employees, and adapting accordingly.
Conduct a survey of local tourism labour market needs
Review Canadian Tourism Human Resource Council (CTHRC) Compensation Survey
and labour market information at www.cthrc.ca
Provide STEC’s Human Resource Planning workshop to local tourism businesses
Select local high schools to apply for the Canadian Academy of Travel & Tourism
(CATT) designation, which emphasizes the tourism sector and available careers in that
sector
Promote local tourism business opportunities in high schools through entrepreneurship
programs, such as the provincially-approved, for-credit program. Tourism Hospitality
Entrepreneurship 30 (THE 30)
Approach tourism program directors at SIAST, Lakeland College and Medicine Hat
College about student work placement programs
Promote online course on hiring foreign workers at www.steconlinelearning.com to local
tourism businesses
Explore the benefits of providing local individuals with Ready-to-Work training to meet
tourism labour market needs.
and Tourism Bureau, Municipalities, Private Operators, STEC.
49
Business/Services
Business/Services Issue #2: Regulatory Environment
Federal, provincial, and municipal regulations have a major impact on commercial
investment and on residential and cottage development. This is particularly true with
respect to the detailed co-ordination required and length of time it takes to obtain
development decisions
Government policies, guidelines, and regulatory procedures affect nearly all tourism
projects. Some of the departments and agencies having jurisdiction in the area
include:
• Rural municipalities (Zoning Bylaws, Development and Building Permits)
• Urban municipalities (Zoning Bylaws, Development and Building Permits)
• First Nations Land-Use and Management Plans
• Ministry of Government Relations (Statutory Plan, Zoning Amendments, Subdivision
Approvals)
• Regional Park Authorities
• Ministry of the Environment (Crown Land, hunting, fishing, shoreline alteration,
Environmental Impact Assessments)
• Saskatchewan Power Corporation (Reservoir Development Area - RDA, water
allocations, water releases from Francois-Finlay Dam and E.B. Campbell Hydro Electric
Station, easement and zoning requirements)
• Saskatchewan Watershed Authority (Stream flow and lake level monitoring)
• Ministry of Health and the Health Districts (Inspections)
• Saskatchewan Liquor and Gaming Authority (Licensing, Permits)
• Ministry of Highways and Infrastructure
• Saskatchewan Human Rights Commission (Access)
• Ministry of Agriculture (Crown Land)
• Saskatchewan Telecommunications and Saskatchewan Energy/Trans Gas (service
delivery & easement requirements)
• Federal Department of Fisheries and Oceans
• Federal Department of Transport – Marine Division
• Departments of Finance (PST and GST registrations)
• Saskatchewan Assessment Management Agency (property assessment)
• Ministry of Labour (Labour Standards Act, Occupational Health and Safety, Trades
Union Act)
50
In some cases, the regulatory environment is unclear. In some locations,
opportunities to build, sell, and maintain time share properties are not being
pursued because people do not understand the legislation and processes
involved. In others, the inability to buy crown land may limit access to
financing for the expansion of existing campgrounds and other
accommodation businesses. Also, lenders often prefer deeded land as
security, rather than an assignment of a lease.
The RDA is another concern. It was created to ensure lakeshore development was not
undertaken until the eventual lakeshores of the reservoirs were determined and
stabilized, its purpose may have been largely achieved several decades ago.
Recommendations with respect to the Regulatory Environment have been prepared to
• To simplify the development process.
• To remove barriers where appropriate.
• To enable the development of new tourism products.
• To increase investment and visitor spending.
Investigate the opportunity for the transfer of responsibility for managing the Reservoir
Development Area to municipalities with planning capabilities;
Support Regional Parks programs that facilitate private investments in parks;
Investigate the guidelines for the acquisition of crown land for business development
(review Tourism Saskatchewan’s Tourism Business Development & Financing Guide);
Support the opening up and sale of crown land for cottage, residential, and business
development; and
Work to review and remove unnecessary barriers to development.
51
Business/Services Issue #3: Tourism Product Development Opportunities
Investment in tourism product development improves visitor experiences and increases
visitor expenditures.
Business retention, expansion, and development are key objectives of the Twin Lakes
destination area plan.
Members of the tourism planning region have recommended a number of specific
opportunities that should investigated. These are in addition to the opportunities
identified in previous sections of the TD plan.
Recommendations with respect to these tourism product development opportunities
have been prepared to address the following objectives:
• To increase visitor expenditures.
• To promote business retention and expansion.
• To promote new business development.
• To develop the area as a more competitive and marketable destination.
Increase the use of meeting and sporting facilities at Nipawin, Carrot River, Tobin Lake
and other nearby communities by pooling resources to bid on larger events and
conferences;
Encourage the establishment of more dog sledding outfitters;
Develop a golfing ‘passport’ for the area;
and Tourism Bureau, Municipalities, Private Operators.
52
Tourism Promotion Issue #4: Highway Signage
Visitors need good highway signage to help them find their way into and around the
area. The placement of promotional and directional highway signs at key locations is
crucial to the ongoing tourism development of the destination area.
Members of the Tourism Lakes Planning Committee and many of the individuals who
participated in the public consultations reported that tourism signage in the destination
area would benefit from improvement. Concerns were raised that some of the existing
signage did not meet the needs of visitors from a directional standpoint, or tourism
operators from a promotional one. An inventory of existing tourism signage in the
destination area needs to be taken and an assessment of additional signage carried
out.
Current signage policy requires signs to be located on highways which lead directly to
an attraction or a community. However, visitors need to see signage on the major travel
corridors that connect with the highways that lead directly to an attraction or community
Over the past few years, the Ministry of Highways and Infrastructure has been working
closely with Tourism Saskatchewan and the Ministry of Tourism, Parks, Culture and
Sport to address some of the policy shortcomings related to the signage issue. From
this work, Tourism Saskatchewan has put forward a proposal to the Ministry of
Highways and Infrastructure for tourism destination area gateway signage.
Recommendations with respect to highway signage have been prepared to address the
• To improve visitor access.
• To develop the area as a more competitive and marketable tourism destination.
• To enhance the visitors’ experience by providing information and direction at
appropriate locations.
• To more effectively display the diversity of tourism products within the area.
Complete inventory of signage issues;
Meet with the Ministry of Highways and Infrastructure to discuss highway signage for
the area
Create a destination area signage plan (opportunities, location and cost);
Arrange for financing and/or sponsorship to help offset costs of signage;
Implement various signage projects in cooperation with attractions and communities.
53
Tourism Promotion Issue #4: Population
Population is a major concern because it takes both year-round and seasonal residents
to make public services viable. Residents volunteer to host events, promote the area,
look after their communities, and pay the taxes that service. More residents means
more volunteers, more tax payers, and more services. It also means more visitors, since
VFR (visiting friends and relatives) is Saskatchewan’s largest tourism market sector.
Most of the events, regional parks, and other community services that attract visitors
throughout the destination area rely upon volunteers to survive.
According to the Saskatchewan Ministry of Health’s “Covered Population 2011” data,
total population in the destination area is roughly 32,000 persons. This represents an
approximate two percent increase in population since 2005.
Rural municipalities have faced a significant population decrease during this period
dropping on average 47 per cent; while major urban centres (e.g. Nipawin and
Neighbour Larger Town Region ) have seen average increases of 11 per cent. Local
First Nations have seen very significant increases with population growth averaging 31
percent since 2005.
Based on the same data, in 2005 approximately 37 percent of the area’s population was
over 50 years of age, compared to 40 per cent in 2011.
With the population in the destination area ageing and in some communities and rural
municipalities declining, one of the consequences is that some of the volunteers are
becoming overworked and sometimes ‘burned out’.
In some communities, plans to recruit, develop, and support new volunteers to
participate in rural development and community service are being explored and put in
place. Innovative approaches should continue to be sought.
Continue to promote plans and activities for the recruitment, development, and support
of volunteers;
Investigate strategies to recruit younger volunteers and new and seasonal residents.
and Tourism Bureau, Municipalities, Private Operators.
54
Corporate Structure
55
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57
58
59
60
61
62
63
64
65
66
67
Twin Lakes
Convention and Tourism Bureau
(Evergreen Centre)
2014
Marketing Plan
68
INDEX
Overview and Introduction…………………………………………....2
Goals and Objectives……………………………………………….…3
Strategies……………………………………………………………….4
Target Markets………………………………………………………....6
Marketing Program…………………………………………………….7
Sales Program………………………………………………………….10
Budget…………………………………………………………………..12
2012/2013 Marketing and Sales Calendar………………………….13
CTB Sales Organization……………………………………………....14
Evaluation……………………………………………………………….
69
Nipawin Evergreen
Convention and Tourism Bureau- Marketing Plan 2013/2014
Twin Lakes (Evergreen) CONVENTION & TOURISM BUREAU
OVERVIEW AND INTRODUCTION:
The Twin Lakes Convention and Tourism Bureau is a committee-driven, industry led
destination marketing organization (DMO), tasked with positioning Nipawin and the Twin
Lakes region as a favorable destination for meetings and events in the following sectors;
Association, Private Sector, Government and Incentive and group Travel.
The Twin Lakes Convention and Tourism Bureau (Evergreen Centre) has been in operation
for more than ten years, offering an exciting, value-for-dollar option for meeting and event
planners. The Twin Lakes Convention and Tourism Bureau will continue to build on the
success of past years’ experience while seeking to enhance collaboration with
Saskatchewan Tourism, and the Town of Nipawin, Twin Lakes Partners and all industry
partners.
Mission:
The Twin Lakes Convention and Tourism Bureau is a partner/committee-led, for-profit
organization whose mission is to sell the Nipawin and Twin Lakes as a destination for
meetings, conventions and special events.
Vision:
A sustainable meetings, events and convention sector, contributing significantly to
Nipawin’s and the Twin Lakes economy, working in cooperation, and providing service
excellence to the market.
Mandate:
The Twin Lakes Convention and Tourism Bureau’s main focus will be to bring meetings into
Nipawin and Twin Lakes region from outside the region. Twin Lakes Convention and
Tourism Bureau’s Mandate is as follows:
• Sell Nipawin and the Twin Lakes to the Meetings, Incentive, Conferences and Events
(MICE) Sector in identified target markets through strategic marketing initiatives.
• Target local members of national organizations to attract and host meetings
in Nipawin and the Twin Lakes region.
70
• Maintain and distribute statistics regarding the Meetings, Incentive,
Conferences and Events (MICE) sector’s contribution to the Nipawin and Twin Lakes
economy.
• Provide the partners of the Twin Lakes Convention and Tourism Bureau with
opportunities for input regarding its marketing activities; inform the membership regarding
the benefits of being part of the Twin Lakes Convention and Tourism Bureau.
The 2013/2014 Twin Lakes Convention and Tourism Bureau Marketing Strategic Plan will
serve as a blueprint for the marketing program and should be considered a working
document, subject to input from the general membership and partners. Implementation and
timelines will be provided by the Twin Lakes Convention and Tourism Bureau partners.
Convention and Tourism Bureau - Marketing Plan 2013/2014
2013/2014 Goals:
Position Nipawin and the Twin Lakes region as a premier meeting, convention and event
destination.
Raise awareness in the marketplace regarding Nipawin's and the Twin Lakes region cost
effectiveness as a meeting, convention and event destination.
2013/2014 Objectives:
Generate $3.0 to $5.0 million in (net) economic impact annually for Nipawin
from the MICE sector.
Generate 40 – 50 quality Meetings, Incentive, Conferences and events
(MICE) leads in 2013-2014.
Host 2 familiarization (FAM) tours in the Fall and Winter comprised of 8-16
meetings and event planners total.
Convert 2-3 meetings directly from leads generated through participation in
the Convention and Tourism Bureau familiarization tour program.
Present Red Carpet Award in 2013-2014. The red Carpet awards provide recognition to
local event planners/hosts and raise awareness of the benefits of holding
events in Nipawin and the Twin Lakes region.
Present one Golden Carpet Award for service excellence in conference
Planning.
Host 2 – 4 client events in market per year.
71
Conduct 2 - 4 sales missions to our regional and sectorial target markets in
Canada.
Attend 3-5 trade shows which directly address the Twin Lakes Convention and Tourism
Bureau target markets.
Continue promote the Twin Lakes Convention and Tourism Bureau partnership and look
for new business that can benefit from Convention and Tourism Bureau partnership.
Update the current web site with the new image and increase membership
exposure to meeting, convention and event planners.
Twin Lakes Convention and Tourism Bureau - Marketing Plan 2013/2014
Strategies:
Maximize presence, partners and exposure during trade shows by participating in
sponsorship opportunities, locally made giveaways.
Promote and enhance the Twin Lakes Convention and Tourism Bureau member
participation during trade shows and sales events.
Host Familiarization (FAM) tours for qualified meeting and event planners.
Update the Twin Lakes Convention and Tourism Bureau’s web site with the new branding,
make the site easy to navigate, include reasons to choose Nipawin and the Twin Lakes
Region to highlight sponsors and partners.
Advertise in key industry publications that are targeted to our markets.
Promote local Meetings, Incentive, Conferences and events (MICE) sales
through programs such as Red Carpet Tour.
Utilize membership package which identifies the benefits of being a Convention and
Tourism Bureau member.
Continue to develop the Twin Lakes Convention and Tourism Bureau’s database with
members, contacts from current and past conferences, trade shows, sales missions and inmarket sales events.
72
Maintain membership in industry associations such as Meeting Professionals
International (MPI) and Canadian Society of Association Executives (CSAE).
Host site inspections for meeting and event planners interested in hosting an event in
Nipawin and the Twin Lakes region.
Provide marketing materials and the cost analysis sheet which show planners
the advantage of Nipawin and the Twin Lakes Region over other destinations.
Encourage Nipawinites and Twin lakes partners to host a meeting “at home”.
Measure Requests for Proposals and bids generated directly from trade show attendance,
sales missions and other in-market sales events.
Utilize website seeding and optimization; as well as collateral material to drive potential
clients to the Twin Lakes Convention and Tourism Bureau website – evergreencentre.ca
Enhance membership profiles on website.
Maintain and update the Twin Lakes Convention and Tourism Bureau image bank.
Participate in Saskatchewan Government sponsored events to benefit from additional
destination awareness.
Brand the Twin Lakes Convention and Tourism Bureau with “Exceeding your
Expectations” on all marketing material.
73
Target Markets:
The Twin Lakes Convention and Tourism Bureau will focus on the following geographic
markets:
Regina is a prime target market since it is the base for the large majority of national
associations. Saskatoon is also a potential source for corporate business and incentive
travel and will rank as a secondary market. Our tertiary market is western Canada
with particular emphasis on our ‘gateways’: Vancouver, Calgary, Edmonton, and Winnipeg.
When the costs associated with hosting meetings and events may be a concern, the
direct and relatively brief flights from the gateway cities will provide a selling point.
Other prime Canadian markets include Southern Ontario, due to skilled workers and the
number of national organizational head offices and cultural organizations.
The United States of America will again be focused by the bureau in the Tourism sector with
such states as Western United States.
Outside North America, countries such as Germany, England, Ireland, China and Japan will
also be target as part of the over tourism and economic development strategy.
The Twin Lakes Convention and Tourism Bureau will target meetings from 50 to 450,
occasionally hosting larger events when a quality product can be delivered. Meeting
organizers will be encouraged to plan their event for spring and fall shoulder seasons, when
hotels may be under-utilized and avoiding the peak tourist months of July and August.
Marketing Program:
Positioning
The Twin Lakes Convention and Tourism Bureau is responsible for positioning Nipawin and
Twin Lakes region as an unique meeting, event and convention destination – only 2.5 hours
from Saskatoon and a quick 3.5 hours from Regina by car; great value: connected with high
speed internet throughout the region; uniquely Nipawin’s and Twin Lakes pre & post
attractions and activities in North East Saskatchewan.
74
Pricing
The Twin Lakes Convention and Tourism Bureaus members are able to offer value-fordollar meetings, events and convention solutions. The cost of Nipawin and Twin Lakes
accommodations and venue rentals is very competitive with southern Canadian rates. Price
is an important selling point for hosting meetings in the Nipawin and the Twin Lakes region.
The Twin Lakes Convention and Tourism Bureau have created a cost comparison sheet for
planners that outline the benefits of Nipawin and the Twin Lakes region over other
destinations.
Promotion
The Twin Lakes Convention and Tourism Bureau will promote Nipawin and the Twin
Lakes Region in the Meetings, Incentive, Conferences and events
(MICE) marketplace through promotional literature, advertising and in-market sales
events. Familiarization Tours and Site Inspections will provide a follow-through from
the Twin Lakes Convention and Tourism Bureau’s promotional activities, giving prospective
clients a first-hand experience in Nipawin and the Twin Lakes Region.
Promotional Material:
The Twin Lakes Convention and Tourism Bureau sales kit features new branding along with
the tagline Nipawin/Twin Lakes – Exceeding your Expectations and supporting graphics.
The new branding has a diverse image selection of venues, activities and attractions. The
kit includes a PowerPoint template, advertising, sales brochure, add-on brochure,
presentation USB stick’s and exhibit booth graphics. Rack cards, web site, Virtual Visit and
any additional material will be updated for a consistent look and be easily recognized.
The material outlines the services offered by the Twin Lakes Convention and Tourism
Bureau; describe meeting facilities and accommodations available in Nipawin and Twin
Lakes area and promotes extended stays for delegates.
Distribution is at in-market sales events and as part of follow-up packages for
contacts.
75
Advertising
The Twin Lakes Convention and Tourism Bureau has selected publications for media
placement which address our geographic markets, and which are specifically targeted to
meeting planners in associations, government and industry. Create website seeding and
optimization; as well as marketing material to drive potential clients to the Twin Lakes
Convention and Tourism Bureau website – evergreencentre.ca.
Radio ads
Radio ads will be used to publicize the Twin Lakes Convention and Tourism Bureau’s
services to meeting planners in Nipawin; advise members of upcoming events such as Red
Carpet Tour and Awards, welcome delegates to Nipawin and the Twin Lakes region and
promote our accomplishments. The ads will feature a Twin Lakes Convention and Tourism
Bureau member to further our branding.
Trade Show Program
Attendance at key trade shows and marketplaces is an essential component of the
Marketing Program. Participation in trade shows provides the opportunity to make
personal contact and build relationships with key decision-makers. Maximize
exposure during trade shows by participating in sponsorship opportunities, Locally
made giveaways and showcasing Nipawin and the Twin Lakes region through E-FAM
(Virtual Visit) trade show component.
In-Market Sales Events
Direct sales calls provide the opportunity to develop a relationship between the clients
and the destination/ partners. The Twin lakes Convention and Tourism Bureau will plan
targeted sales calls along with Trade Show opportunities to meet with planners one on one
and follow up with leads.
Sales luncheons will also be a part of the In-Market Sales program. Invitees will be
pre- qualified for their strong interest and potential for holding events in Nipawin and the
Twin Lakes region within a 3 year timeframe. The Twin Lakes Convention and Tourism
Bureau industry members will be invited to participate.
76
Familiarization Tours
Meetings, Incentive, Conferences and events (MICE) familiarization tours are provided to
planners and other prospective clients who are unfamiliar with a destination but are
interested to find out, in person, if it is a destination they could sell to their clientele or
potential clientele. They wish to confirm that available facilities and services will meet their
needs. A winter and fall FAM are planned for the 2013-2014 fiscal year. This is a different
tactic than previous years to show the possibilities during the shoulder season and to meet
the demands of members in the accommodations and meeting space sector.
Local Sales – Red Carpet Tour
Local selling is important to the Twin Lakes Convention and Tourism Bureau’s marketing
plan. Local organizations and governments are encouraged to show ‘pride of place’ and
host a national and interprovincial/territorial meeting in Nipawin and Twin Lakes . Red
Carpet Tour provides Nipawin/Twin Lakes -based meeting planners with the information
they need to make optimum use of local supplier’s often expanding previous knowledge.
Held in the fall, twenty or more potential meeting organizers are given a comprehensive site
inspection of all major member facilities in the Twin Lakes area.
Public Relations
The Twin Lakes Convention and Tourism Bureau’s public relations program includes
periodic news releases reporting on new conferences or Twin Lakes Convention and
Tourism Bureau -sponsored events. The Red Carpet Awards program recognizes the
contribution of local planners to Nipawin meetings and events sector. The Golden Carpet
Award is presented to the conference supplier who has demonstrated exceptional service
quality over the past fiscal year. The Twin Lakes Convention and Tourism Bureau Executive
General Manager and members participate on a number of boards and committees and
should be always available for media interviews.
77
2013/2014 Promotion and Sales Program: (dates of events are not fixed)
Media Placement
Some adjustments may be made in order to take advantage of special opportunities that
arise.
Radio Advertising
“Nipawin and Twin Lakes, Exceeding your Expectations” on local station CJNE, The
STORM 94.7 FM with strategic placement to receive the most reach and frequency. (Also
Susan Westgard/Mefort radio)
Convention and Tourism Bureau Web Site: evergreencentre.ca
The website will be updated with the new branding, easier to navigate, include
reasons to choose Nipawin and Twin lakes and highlight sponsors and partners.
Publication Description Comments
Ignite Magazine 2 x colour ads –
1/2 page in magazine, on e- Sp@rk: one
Banner ad, one box ad 10,500 meeting planners.
The Planner 2 x ½ page ad Ottawa based newsletter
Communiqué (MPI Ottawa Newsletter)
6 x colour ads – 1/4 pages
Basic listing
Featured destination on Incentive and Meeting page
Extended listing on on-line directory
CSAE – Association
Buyer’s Guide – Enhanced listing
1 x 150 extra words
15,000 meeting planners
Globe & Mail – In Conference Insert
2 Full page colour ad – April 2014
10,000 association executives
PIC Canada 2 Banners & 1
Box ad – on website
Canadian Website resource
For meeting & event planners
78
Convention and Tourism Bureau- Marketing Plan 2013/2014
2013-2014 Trade Show Program:
CSAE Conference & Showcase (Canadian Society of Association Executives)
Location: Toronto/Ottawa, Ontario
Dates: Friday November 2, 2014
Target: Association & third party planners
Attendance: 600 delegates
Details: Significant numbers of non-profit and association executives (CSAE
Members)
Silver Shows
Locations: Vancouver, Edmonton, Ottawa
Dates: Sept 5, 6, Oct 4, 2014
Targets: Corporate, Government, Association & third party planners
Attendance: 400 delegates
Tête à Tête
Location: Toronto/Ottawa, Ontario
Dates: January 31, 2014
Target: Association & Government
Attendance: 600 delegates, 250 Planners (over 150 Exhibits)
Details: This show has proven to be the most productive show in Canada leading to
A significant number of high-quality leads.
In Market Sales Events:
2013-2014 Familiarization Tours
Association/ Government/ Corporate FAM’s:
June TBA
Sept 9 -12, 2014
Mar 17-20, 2014
Red Carpet Tour (Site Inspection for local planners)
Fall/Nov 2014
.
79
2013/2014 Marketing & Sales Costs
Advertising Design Costs $ 5,000
FAME Tours/Site Inspections $10,480
Local Sales & Marketing & RCT $ 20,010
Web Site Design & Maintenance $12,000
Accommodation $ 7,000
Airfare $ 19,500
Meals $ 6,605
Transportation $ 3,345
Advertising $31,760
Postage/Courier $ 2,000
Promotional Materials $ 6,200
Trade Show/Seminars $13,550
Total Direct Marketing and Sales Costs $137,450
2013/2014 Marketing and Sales Calendar
Month Events/Workshops Sales Calls Trade Shows FAM
Currently been developed in association with partners.
80
Twin Lakes Convention and Tourism Bureau Organization:
Tim Verklan, Executive General Manager, is responsible for the overall operation of the
organization. Marketing, communications planning and membership are included in his list
of responsibilities. Tim is responsible for qualifying leads, planning and carrying out inmarket sales activities.
Amanda Nickel, Events Coordinator, maintains follow-up records and providing input on
sales and marketing to the Executive General Manager. Amanda also organizes the local
sales events such as the Red Carpet Tour Program.
Kai Bath, Director, Economic Development, Business and Planning.
Darren West, Tourism Product Development
Evaluation:
Marketing and sales activities will be monitored for effectiveness through customer tracking,
advertising response, and feed-back from clients and industry partners.
The Twin Lakes Convention and Tourism Bureau currently utilize an on-line database. This
provides better tracking of customer contacts and sales activities. The database also has
programs that enable the staff to send out branded electronic marketing pieces.
81
Appendix A-Rural Tourism Findings
82
83
84

Are we convention and tourism ready?

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