Developing a Tourism Plan

Any community or sector that is taking a proactive approach to tourism needs to have a plan. Depending on
the size and sophistication of your community or sector, the tourism plan may be just a few pages or, with
supporting material, or a lengthier document.

However, even in the largest and most sophisticated community or sector, the core plan should be clear,
concise, and state a few key strategies that the community or sector will undertake.

Before creating your tourism plan, be sure to check out the provincial Five-year Strategy for Tourism in British
Columbia: Gaining the Edge as a point of reference, as well as the Destination BC corporate strategy.

The Planning Process

A tourism plan serves as the embodiment of the overall vision and economic goals, and provides a roadmap
for the years ahead. A tourism plan should ideally encompass three to five years and be flexible enough to
take new, unexpected opportunities into consideration during implementation.

Key Points in the Planning Process

Through the planning process, think about measureable achievements and how they fit into tourism
development. Prioritize planned actions in a way that provides clarity, generates discussion and achieves buy-
in from stakeholders.

1. Defines the business situation – past, present and future

2. Defines the tourism-related opportunities and problems facing the community or sector

3. Establishes specific and realistic business objectives

4. Defines strategies and tactics required to accomplish the objectives

5. Establishes a timetable and pinpoints responsibility for execution of programs

6. Establishes control and review procedures to monitor effectiveness of programs and performance
against the defined objectives
Think about the planning process as a cycle that is iterative and builds over time so that as you gain more
experience in how successful different activities are, this learning can be applied to the next plan. This means
that the plan evolves each time.

The Strategic Planning Cycle

The strategic planning cycle typically takes place over a year. An updated plan is prepared annually to
incorporate learning from the past year’s activities to enhance planning for the following year.

Principles of successful tourism development include:

Visitor Needs

B.C. businesses, communities and sectors must be responsive to the needs of their visitors. They must
understand visitor needs first, develop tourism experiences to meet those needs, and then market the
tourism experience to the appropriate type of visitor.

Inclusiveness

To address the issues and opportunities facing the tourism industry, consultation and collaboration across all
areas of the province and all levels of the industry is needed to form the basis of a plan.

Effective Partnerships

Tourism is a fragmented industry and effective partnerships among tourism operators, sectors, destination
marketing organizations, educational institutions, and all levels of government are essential to building a
cohesive, strong and sustainable tourism industry in British Columbia.

Sustainability

Tourism in B.C. should be developed in a manner that recognizes the need for economic, social, cultural and
environmental sustainability.

Stakeholder Support
To be successful, tourism development needs to be supported by the majority of stakeholders including
businesses, local government, and residents.

What a Tourism Plan Does

A formal planning process provides structure and rigour to decision-making and culminates in the written
tourism plan that is typically prepared or updated.

The tourism plan gathers and distils the learning of the community or sector in one document and charts a
path to achieve business objectives. Specifically, the tourism plan answers the following questions:

 What are the current economic and tourism conditions?

 What opportunities and problems are you facing?

 What business objectives related to tourism do you expect to achieve?

 What tourism products do you have that are of interest to visitors?

 What do you need to do to make your tourism products of greater interest to visitors?

 Who are your visitors?

 Why should they visit your community rather than another community?

 How will you communicate your tourism products to potential visitors?

 Who will do what, when?

 How are you going to measure your progress so you can learn from the experience?

Structure of a Tourism Plan

Prior to preparing the tourism plan, a thorough situation analysis should be completed. The two main
stages include:

The Situation Analysis

The Tourism Plan
Components of a Situation Analysis
The situation analysis is a factual document and analyzes the information you have gathered in preparation
for writing the tourism plan. The situation analysis answers two key questions:

 What are the current economic and tourism conditions?

 What opportunities and problems are you facing?

The situation analysis is an integral part of the tourism plan as it lays the foundation and analyzes the
available information to make informed decisions that are described in the tourism plan. The sections in the
situation analysis may include the following:

Heading Description

Introduction and  Background on the community or sector and its intent regarding
methodology tourism development and the process being followed to develop the
tourism plan.

Tourism product and  Analysis of current and planned community or sector tourism
destination analysis products, based on completed inventory.

 Identification of any infrastructure and policy issues.

 Review of general product development issues such as human

resources, residents’ views of tourism, awareness of tourism among
businesses, quality issues, policy issues (tenure etc.)

Macro environment  Global tourism and economic trends.

B.C. tourism trends  Market size including number of visitors and visitor revenue, growth,
visitor origin, relevant tourism product sector trends, and forecasts
of tourism to B.C. and for the sector, if available.

Visitor characteristics  Relevant visitor demographics, attitudes and behaviour, and

spending patterns of visitors utilizing sector products, compared to
visitors to the region or B.C., based on available information.

 If appropriate, characteristics of visitors by tourism product sector

could be included.

Evaluation of previous  Summary of previous tourism marketing activities for the

tourism marketing community or sector and their results, if available.
activities

Community or sector  If a community or sector has not yet decided on an organizational or

tourism organization funding structure, an examination of potential structures could be
structures included.
 Community Partners

Comparative analysis of  Review other communities or sectors to learn about best practices,
other communities or opportunities to cross promote and partnership opportunities.
sectors

Strengths, weaknesses,  A summary of the strengths, weaknesses, opportunities, and threats

opportunities, and threats resulting from a facilitated planning session.

Conclusions and  The key insights from the situation analysis and planning session
implications that identify the fundamental areas the tourism plan must address.

Components of a Tourism Plan

The tourism plan identifies areas the community or sector will focus on to build its tourism business and the
steps it needs to take to achieve desired results. The tourism plan answers the key questions:

 What business objectives related to tourism does your community or sector expect to achieve?

 What type of growth does your community or sector want to achieve? In the short term? Over the
longer term?

 How will your community or sector achieve these objectives? What type of tourism products will you
need? What type of visitor are you hoping to attract?

The sections in the tourism plan may include the following:

Heading Description

Vision and mission  The vision is future focused, something to be pursued, a destination,
inspirational, and verifiable.
  The mission is present focused, reason for being, a roadmap, concrete,
and measurable.

Vision Examples
Vision Examples

Sector:
“To Be Recognized As the Most Diverse Mountain Biking Destination in the
World”
~Western Canada Mountain Bike Tourism Association Tourism Plan

Community:
“Strong Tourism Economy within a Strong Economic Mix”
~ Squamish Tourism Plan

“To successfully market and facilitate the development of a unique all-season

resort community, where stakeholders demonstrate total commitment to
strengthening the tourism economy; the visitor experience is characterized by
quality, seamless service delivery; and, the entire community appreciates the
benefits”.
~ Kimberley Tourism Plan

“Tourism Langley is committed to growing tourism in a sustainable manner. This

will be accomplished by facilitating and promoting high quality tourism
experiences that are of interest to visitors, in partnership with the community
and other tourism organizations.”
~ Langley Tourism Plan

“To become a sustainable year round tourism destination offering visitors a high
quality experience that focuses on the region’s cultural and natural features and
preserves the rural character, environment and quality of life for local
residents.”
~ Harrison Tourism Plan

“To deliver a unique visitor experience that embraces the authenticity of the
community, celebrates its local distinctiveness, and contributes to the overall
sustainability of Salt Spring Island.”
~ Salt Spring Island Tourism Plan

Objectives  Quantifiable results the sector or community expects to achieve.

Objectives should be realistic, achievable, yet challenging, with a
timeframe and should be something you can measure.

 Typically, objectives are stated as the number of visitors, or visitor

revenue desired by a certain date. If the number of visitors is difficult to
obtain, indicators can be used, including the increase in number of
visitors to a selected sample of operators, number of enquiries, etc.

Objectives Examples
 Sector:
“For each of the years 2013 and 2014, the rate of growth in the snowmobile
sector in BC is to grow at 2% higher than the rate of growth as overall tourism in
BC. This means that if tourism growth in BC is 5% in 2013, snowmobile tourism
would grow at 7%”
~ British Columbia Snowmobile Federation Tourism Plan

Community:
“From 2010 to 2014, room revenue and tourism revenue in Prince George will
achieve the same rate of growth as BC annually. This means that if room
revenue grows by 5% in BC, so will room revenue in Prince George”
~Tourism Prince George Tourism Plan

“To increase tourism revenue to the region by 5.0% annually from 2008-2011;
and to increase the number of visitors to the region by 3.0% annually from 2008-
2011.”
~ Harrison Tourism Plan

Strategies  Strategies describe the broad direction the community or sector will
take to achieve the stated objectives.

 Strategies look longer term and may not change from year to year while
tactics are short-term actions to achieve the implementation of a
strategy.

Strategies Examples
“To build a public-private partnership-based organizational structure that has
the capacity, resources and commitment to develop and promote the tourism
industry in Kimberley in a manner that will significantly increase the
competitiveness of the resort municipality.”
~ Kimberley Tourism Plan

“Expand the product offerings in Kicking Horse Country through enhancement of

existing product and development of new product.”
~ Golden Tourism Plan

Organizational  The organizational structure that your community or sector has decided
structure to adopt.

Sources of funding  The sources of funding that your community or sector has decided to
pursue.

Target markets  The types of visitors that are priorities for your community or sector,
stating primary and secondary target markets.

 Include geographic target markets, demographic, and activity-based

target groups.
 Target Markets Examples
“TARGET MARKETS FOR GOLDEN AND KICKING HORSE COUNTRY
The types of visitors to Kicking Horse Country are primarily leisure travellers, free
independent travellers (FIT) and small groups, visiting friends and relatives,
touring, tourists in transit and some business travellers. Key markets include
Alberta, BC, Ontario, USA, UK and Europe. The focus of effort is leisure travellers
(FIT and small groups) with interests in destination pursuits in both summer and
winter outdoor recreation and the touring market. Geographic focus is western
Canada and the Pacific Northwest of the USA. Regional markets include Calgary,
Alberta and BC areas within a 9 hour-drive, which will include the Lower
Mainland.”
~ Golden Tourism Plan

“Key Target Markets

Primary markets:

 Residents of Greater Victoria and Greater Nanaimo, including couples

and families with children, and Island Highway travelers.

 Visitors to Victoria after they arrive in Victoria. This group would largely
include couples with some families.

 Visitors to Nanaimo after they arrive in Nanaimo. This group would

largely include couples with some families.

 Ladysmith residents. While residents of Ladysmith are not strictly a

tourism target group, they represent potential ambassadors for
Ladysmith who can encourage their friends and family to visit and
provide information on what to do in the area. Through Ladysmith and
area residents, potential visitors from other parts of Canada and the
world could be reached efficiently.

Secondary markets:

 Residents of Vancouver, including couples and families with children

(promotion to this group, in the short to longer term, should be in
cooperation with other tourism organizations).”

~ Ladysmith Tourism Plan

Brand positioning  A statement that clearly defines how the community or sector will be
positioned and the rationale.

 This positioning statement should provide direction for product

development and promotional activities, including logo and tagline
development.
Length of stay  The desired length of stay that your community or sector is trying is
seeking from visitors, from day visits or overnight getaways to longer
vacations.

Priority product and  The strategies your community or sector will implement to address
destination infrastructure and policy issues.
development
 The types of products your community or sector will focus on for
categories and
tourism development.
strategies
 Categories could include human resources, visitor services,
accommodation, food and beverage, retail, transportation, attractions,
education among businesses, etc.

Priority promotional  The types of promotional activities your community or sector has
strategies decided to prioritize, including media relations, advertising, joint or
levered promotions, consumer shows, etc.

Research and  The research tools you will use to measure the stated objectives.
evaluation
 Research initiatives to measure visitation and better understand visitors
utilizing the product, including participation in Destination British
Columbia research activities.

 This section could also summarize all of the evaluation tools needed to
measure tactics.

Examples

Tactics and  Tactics are the short-term actions your community or sector will use to
implementation plans achieve the strategies outlined above. There may be several tactics for
each strategy.

Tactics Examples

Tactics to achieve  For each tactic, an implementation plan would be prepared that could
shorter term include a short description, quantifiable objectives, rationale, action
development steps, potential partnerships/resources/sources of funding,
strategies responsibilities, timeframe, budget, and evaluation mechanism.

Tactics to achieve  Even for longer-term strategies, there are tactics that will be
longer term implemented in the short term to achieve long term results.
development
strategies

Shorter term  Same format for each tactic as above.

promotional strategies

Longer term  Same format for each tactic as above.

promotional strategies
 Budget  Itemized by year and activity.

Implementing Your Tourism Plan

In This Section

Sustainable Tourism,Tourism Industry Programs,Tourism Checklist Once a plan is in place, implementing the
strategies and tactics is the next step. This section provides insights into funding options, sustainability
practices and marketing program information for businesses, communities and sectors.

Sustainable Tourism

A vibrant and attractive destination is critical to the success of British Columbia's...

Tourism Industry Programs

Destination British Columbia’s mandate is to support and promote the business of tourism...
Tourism Checklist

The following "tourism checklist" offers multiple ways your business, community or...

Sustainable Tourism

A vibrant and attractive destination is critical to the success of British Columbia's tourism industry. Travelers
are attracted to our Super, Natural® environment; however, as visitation increases, so does the impact on our
resources. For tourism to continue to be successful in B.C., tourism businesses, communities and sectors
need to incorporate sustainable practises into their operations that recognize the importance of
environmental, economic, social and cultural values.

What is Sustainable Tourism?

Sustainable tourism is not a niche form of tourism, but rather a way of doing business. There are many
definitions of sustainable tourism; however, the mostly widely recognized definition is provided by The
United Nations Environment Program and The World Tourism Organization: “Tourism that takes full account
of its current and future economic, social and environmental impacts, addressing the needs of visitors, the
industry, the environment and host ”

What are the benefits of Sustainable Tourism?

By adopting sustainable practises, businesses can:

Save Money
Reduce costs by taking steps to limit the amount of energy, water and waste while also reusing available
business resources.

Protect Resources

Protect environmental and cultural resources that are used to create a memorable visitor experience and
ensure that they’re available for generations to come.

Differentiate Your Businesses

Develop a competitive advantage by establishing and publicizing sustainable business practices as a point of
difference.

Attract Quality Labour

Attract and retain quality employees by implementing policies that meet with employee values and concerns.

Add Resiliency

Ensure survival over the long term through the use of sustainable practises that will result in lower costs,
stronger supply networks and partnerships.

B.C. Resources and Links

Sustainable Tourism (Tourism Business Essentials Guide)

This practical guide will assist business operators in making their business environmentally responsible. With
relatively few changes, businesses can realize financial savings and a competitive edge when marketing to
consumers with increased environmental awareness and demands.

Climate Action Plan

The Climate Action Plan is B.C.’s roadmap to a new, prosperous, green economy for the province. It outlines
strategies and initiatives to take B.C. approximately 73 per cent towards meeting the goal of reducing
greenhouse gas emissions by 33 per cent by 2020.

BC Hydro Business Incentives

B.C. has a variety of incentives for businesses to "go green". Check out BC Hydro's list and learn more about
BC Hydro Power Smart and other B.C. business incentives.

Other Resources and Links

Green Key Eco-Rating Program

The Green Key Eco-Rating Program is a graduated self-assessment rating system designed to recognize
hotels, motels and resorts that are committed to improving their environmental and fiscal performance.

Green Your Business: Toolkit for Tourism Operators

Developed by the Tourism Industry Association of Canada in partnership with the Canadian Tourism
Commission and Parks Canada, this Toolkit is a best practices guide that provides tourism operators with
practical, user-friendly tips and guidance on greening their businesses.

The International Eco-Tourism Society (TIES)

TIES is committed to promoting the principles of ecotourism and responsible travel. With the goal of uniting
conservation, communities and sustainable travel, TIES serves its members in over 120 countries, as the
global source of knowledge and industry outreach.

The World Tourism Organization

A specialized agency part of the United Nations that encourages member countries, tourist destinations and
businesses to maximize the positive economic, social and cultural effects of tourism and fully reap its
benefits, while minimizing its negative impacts.

Tourism Cares

Tourism Cares is a non-profit organization that aims to preserve the travel experience for future generations
through awarding grants to natural, cultural and historic sites worldwide and by presenting academic and
service-focused scholarships to hospitality and tourism students.

Tourism Industry Programs

Destination British Columbia’s mandate is to support and promote the business of tourism throughout the
province. As a destination marketing organization, Destination British Columbia is structured to develop and
deliver programs and services that inspire visitors to travel BC, ensure they have a remarkable experience
while here, and encourage referrals and repeat visitation.
Destination British Columbia has a number of resources and opportunities available to assist tourism industry
operators in growing and developing their businesses and engaging in BC’s powerful marketing network.
Explore the range of resources available by viewing the following links.

Connecting with Consumers

Through Destination British Columbia's consumer and industry programs, millions of people from around the
world are encouraged to visit British Columbia every year. Here you will find details on many diff ...
Learn more about Connecting with Consumers.

Quick Links

 HelloBC.com

 HelloBC® Listings Program

 Travel Media

 Publications

Connecting with Travel Trade

Discover how you can connect an outstanding tourism product with the travel trade for promotion to
potential visitors from around the world. Here you will find information about Destination British Columbia...
Learn more about Connecting with Travel Trade.

Quick Links

 Travel Trade Programs - North America

 Travel Trade Programs - Overseas

 Trade Shows

Maximizing the Visitor Experience

The quality of a visitor's vacation experience in BC is critical to the ongoing success of the tourism industry.
Learn more about the programs and initiatives created to enhance visitors' experiences ...
Learn more about Maximizing the Visitor Experience.

Quick Links

 Quality Assurance Services

 WorldHost® Training Services

  Tourism Workforce Development

 Visitor Centre Network

Building & Growing Your Business

Destination British Columbia works closely with industry partners to promote the growth and development of
the tourism industry. In this section you will find programs that provide useful tools for tourism businesses a
...
Learn more about Building & Growing Your Business.

Quick Links

 Regional Tourism Programs

 Community Tourism Programs

 Sector Tourism Programs

 Tourism Business Essentials

Additional Marketing Resources

Additional Marketing Resources.

Quick Links

 Image Bank

 British Columbia Magazine®

Community Tourism Programs

Destination British Columbia works with the province's Regional Destination Marketing Organizations
(RDMOs) and communities throughout the province on tourism development initiatives. Two community-
based programs work closely with groups looking to develop tourism in their area for both the long and
short-term.

The Community Tourism Foundations program is designed for communities seeking assistance in long-term
destination planning. The Community Tourism Opportunities program provides implementation-level
cooperative marketing support for communities that have identified specific tactics for moving their local
tourism industry forward. Destination British Columbia also works with industry partners on a number
of sport tourism initiatives. See below for more information on specific programs.
Community Tourism Foundations

The Community Tourism Foundations program assists communities to develop a comprehensive...

Governing for Success - Enhancing Board Performance Workshop

This full-day, professionally facilitated workshop will assist you to design and implement...

Community Tourism Opportunities

Community Tourism Opportunities

Community Tourism Opportunities (CTO) is a province-wide program that provides cooperative funding for
eligible tourism activities in communities throughout BC. The program is designed to assist communities that
are in a position to implement their own tourism building initiatives.

How does the program work?

Through one-on-one consultations with communities, representatives from the Regional Destination
Marketing Organizations (RDMO) begin assessing trends region-wide, looking for efficiencies, reviewing all
funding options available, and potentially assisting communities in prioritizing marketing activities. If the
Community Tourism Opportunities program is identified as an option for funding support according to the
program guidelines, the RDMO prepares the project proposals on the community’s behalf.

Eligible activities for Community Tourism Opportunities cost-shared funding must focus on incremental
tourism related projects that are initiated by the community.

The community must have sufficient funding to pay project-related expenses in full prior to claiming their
allotted reimbursement. Destination British Columbia provides the RDMOs with the funds to reimburse
communities for their approved CTO projects.

CTO project proposals will be evaluated against the following factors:

 Recommendations from the Regions

 Existing Community Tourism Foundations commitments

 Demonstrated need in the absence of practical alternatives

 Past performance

 Forecast and measurable project effectiveness

  Destination British Columbia objectives at the local, regional and provincial levels

 Available program budget

Contact Information

For more detailed information on the program and eligible activities, please contact your regional office or
Destination British Columbia's Community Partnerships
department: communitypartnerships@destinationbc.ca

Destination BC Interim Co-op Marketing Program

The Destination BC Interim Co-operative Marketing Program (Interim Program) is an application-based...

Sport Tourism

The Canadian Sport Tourism Alliance defines sport tourism as any activity in which people are..
Tourism Checklist

The following "tourism checklist" offers multiple ways your business, community or sector can maximize
industry engagement.

1. How “Ready” is your tourism business? Be familiar with the Tourism Market Ready Standards and do
the Self-Assessment Checklist.

2. Check out Destination BC's new three-year corporate strategy.

3. Contact your applicable Regional Destination Marketing Organizationto learn more about program
opportunities and sign-up for informational newsletters available to stakeholders.

4. Become an active stakeholder in your local Community Tourism Organization.

5. And, get engaged in Destination BC’s consumer social media accounts.

6. Subscribe to Destination British Columbia's Research, Planning and Evaluation's mailing list to receive
monthly notifications about the latest research publications.

7. Participate in the HelloBC® Listings Program and getting your marketing message out to
approximately 9 million visitors! Learn about all the HelloBC consumer websites - North America,
China, UK, Australia, Japan, Germany and Mexico.

8. Attend B.C.'s annual Tourism Industry Conference, which works to unite the industry and provide a
forum for discussion, business development and networking opportunities.

9. List your Festivals and Events for FREE on HelloBC.com.

10. Subscribe to Destination British Columbia's Newsletter.

Provincial Tourism Strategy and Policy
About the Branch
The Tourism Strategy and Policy Branch is a branch within the Ministry of Jobs, Tourism and Skills
Training. Although many parts of the provincial government deliver tourism-related activities, this is the
Branch within the British Columbia provincial government focused on aligning provincial tourism activities
and setting the strategic direction.

Ministry accountabilities for tourism include:

 Coordination - Managing the relationship between Destination British Columbia and government.

 Strategic Policy - Developing and leading the coordinated implementation of the provincial
government’s agenda for tourism.

 Legal Framework - Overseeing any required legislative or regulatory changes.

British Columbia’s tourism sector is a key economic driver of the provincial economy. Tourism is profiled
within Canada Starts Here: The BC Jobs Plan, the provincial government’s plan for attracting new investment
into our economy, and creating and protecting jobs for families in British Columbia.

Additionally, the Provincial Government has a focused agenda specifically for tourism, outlined in Gaining the
Edge: A Five-year Strategy for Tourism in British Columbia 2012-2016. This plan was designed to increase
visitor volume, tourism revenue and employment, which will be achieved by:

1. Leadership through partnership and coordination

2. Focused marketing

3. World class visitor experiences

4. Removing barriers to growth

September, 2015: The Provincial Government has updated its provincial Tourism Strategy, Gaining the Edge:
2015-2018.

For further information on provincial/federal tourism strategies, see the “Other Tourism-Related Strategies”
section below.

About Our Work

Tourism Strategy and Policy Branch responsibilities include:

 Acting as Ministry representative for developing and leading the implementation of the Provincial
strategies for tourism (i.e. BC Jobs Plan and Gaining the Edge)
  Engaging with all British Columbia provincial government agencies/ministries with mandates that
impact tourism, and identifying and leveraging opportunities between the various mandates

 Coordinating activities between the Ministry of Jobs, Tourism and Skills Training, Destination British
Columbia – the Ministry’s key tourism partner – and other British Columbia provincial ministries that
implement operational aspects related to tourism

 Working with other provincial/territorial, federal and international agencies with mandates that
impact the travel and tourism industry in British Columbia

 Fostering the development of policies that encourage sustainability and growth for the travel and
tourism industry in British Columbia

 Ensuring that provincial decisions are informed by the needs of the tourism industry

 Engaging with the Minister’s Council on Tourism

If You Would Like Information On:

The Tourism Strategy and Policy Branch works on a host of projects that support the British Columbia tourism
industry. Please visit Tourism Strategy and Policy’s website if you would like information on:

 Visas, borders and air access issues/opportunities

 United States collaborations

 Legislation and policy that impacts tourism

 Cross-government initiatives for tourism

 British Columbia’s emergency preparedness plan for travellers

 Accessible tourism

 Climate adaptation and its impact on tourism

 Concerns related to Crown land use for tourism purposes

Other Tourism-Related Strategies

Canada’s Federal Tourism Strategy: Welcoming the World was designed to bring greater alignment to
programs and services that support the tourism industry. The four priority areas are:

1. Increasing awareness of Canada as a premier tourism destination

2. Facilitating ease of access and movement for travellers while protecting the safety and integrity of
Canada's borders

3. Encouraging product development and investments in Canadian tourism assets and products, and
 4. Fostering an adequate supply of skills and labour to enhance visitor experiences through quality
service and hospitality

BC Tourism Labour Market Strategy has been developed by go2hr, the tourism industry’s human resources
association, in the context of the BC Jobs Plan, Gaining the Edge, Skills for Growth: BC’s Labour Market
Strategy to 2020 and Welcoming the World. Go2hr works closely with the provincial and federal governments
on tourism and hospitality labour issues so that the priorities and strategies identified by go2hr, the industry
and the government are complementary.

Connecting with the World Aviation Strategy for British Columbia is a key part of The BC Jobs Plan. A dynamic
aviation sector is critical to enabling visitor access to all areas of the province through B.C.’s airports.

Visitor Services

Williams Lake Visitor Centre

Today’s visitor services are about ensuring exemplary visitor information is available when and where visitors
need it, with easy and dynamic access from anywhere in BC, at any time.

As part of our new corporate strategy, we are working with the Visitor Services Network and the entire
tourism industry to expand the delivery of visitor services for the future, by creating more contemporary and
innovative approaches to serving our guests’ information needs as they travel throughout the province.

We are working with communities to evolve their visitor services to incorporate forward-thinking online,
mobile and crowd-sourcing channels, alongside traditional visitor centres, as appropriate to each community.
Between November 2014 and July 2015, Destination BC conducted 20 consultation meetings with local
communities across the province to ensure they can meet the needs of today's travellers, assessing which
business management model makes the most sense for the future, and allowing more community input and
flexibility in providing visitor services.

In 2015, DBC provided over $200,000 in support for over 30 projects across BC that will test and document
new, innovative approaches to providing visitor services such as mobile kiosks, roaming visitor counsellors,
state-of-the-art touch screen kiosks and social media channels. Learnings from these pilot projects will be
made available via an eLibrary for other communities to learn from and build upon in the coming years.

In 2016, a new, application-based Innovation Fund will be available to support current Visitor Services
Network member communities with visitor services projects that help them adapt to changing needs and
expectations of visitors.

Should you have further questions regarding the visitor services strategy, please contact Ninette Ollgaard,
Director of Visitor Services at 250.356.0453 or Ninette.Ollgaard@destinationbc.ca

Community Visitor Centres

More than 100 community-based Visitor Centres throughout British Columbia comprise the Visitor Services
Network. Visitor Information Counsellors have a direct impact on visitors’ impressions of British Columbia,
providing real-time, personalized visitor services through the visitors’ channel of choice and inspiring longer
stays and travel in all regions of the province. In 2014, the Community Visitor Centres served more than 2.4
million visitors.

In 2015, the Visitor Services Network Program membership requirements have been made more flexible as
we consult with members, sponsor organizations and local municipal or regional bodies that currently
support visitor services in their communities. The goal of the new visitor services strategy is to provide
support, and tools and training to those communities and Visitor Centres that wish to have more flexibility in
how they connect with visitors.

In September 2015 Destination BC introduced a new 3 year-base funding model for the Visitor Services
Network which will ensure more stable, predictable and equitable distribution of funding.

Tourism businesses should ensure Visitor Information Counsellors have access to up-to-date information by
registering products and services in the HelloBC® Listings Program.

See a list of Visitor Centre locations

Visitor Centre Network Statistics Program

As members of the Network Program, Visitor Centres record statistics using Destination British Columbia's
network website www.networkstats.tourismbc.com to view "Year over Year" reports.
British Columbia Visitor Centres
Destination British Columbia currently operates five British Columbia Visitor Centres at strategic border-entry
points and travel corridors throughout the province. British Columbia Visitor Centres are located at Peace
Arch Border Crossing, Merritt, Mount Robson Provincial Park, Golden and Osoyoos.

Contact Information
Community Visitor Centres

communityvisitorcentres@destinationbc.ca

Provincial Visitor Centres

provincialvisitorcentres@destinationbc.ca

Tourism Business Essentials Guides

The Tourism Business Essentials guides are free, practical resources for tourism operators to learn more
about the tourism industry and about how to build their businesses. When reading these guides, we
encourage you to think of each guide as a single ‘chapter’ within the much larger ‘book of tourism’ - and not
just as stand-alone publications.

The Fundamentals of a Successful Tourism Business

Fundamentals
Fundamentals for Tourism Businesses is designed to help business entrepreneurs and owners better
understand the tourism industry in BC, and where their product fits in. (March, 2015)

Sustainable Tourism

By understanding and applying the three pillars of sustainability – environmental, social and economical -
organizations can realize financial savings and help create stronger businesses and communities. (July, 2013)

Research Guide for Tourism Operators

This guide explains why tourism research is important for tourism operators. The guide provides direction on
what types of information should and can be collected, how to conduct tourism research, how to process,
analyze and evaluate research results, and where to get help.

Marketing and Promotions - The Basics and Beyond...

Ads & Brochures that Sell

Whether you do it yourself or work with a supplier, this guide will help you understand how to create
compelling, attractive promotional material, and how to avoid common mistakes along the way. (July, 2013)

Online Reputation Management - New Edition!

Online Reputation Management explores the explosive popularity of social networking and how tourism
operators in British Columbia can take control of, manage,and generate more business from online reviews
and social media commentary. Learn where reviews are being posted, when and how to respond to both
positive and negative reviews, which measurement tools are available to determine how your tourism
business rates online, and how to manage your online profiles to ensure information is current. (September,
2014)

Travel Media Relations

Obtaining unpaid media often plays a key role in ensuring success. This guide will help you understand how
to maximize your promotional efforts and exposure by effectively using the local and international travel
media. (July, 2013)

Understanding Unique Tourism Markets in BC

Sport Tourism

Through greater understanding of this emerging tourism sector, sport tourism strategies can be developed
that will maximize community economic benefits. This guide is designed to help communities and tourism
businesses attract, bid on and host sporting events. (June, 2013)

Mountain Bike Tourism

This guide highlights relevant “best practices” and resources that can help communities to establish their
own unique mountain biking experiences. (June, 2015)
Cultural & Heritage Tourism Development

This is the essential guide for BC tourism businesses interested in developing a cultural or heritage tourism
operation. (February, 2014)

If you require more information, please contact:

tourismbusinessessentials@destinationbc.ca

Tourism Glossary
In This Section

 AcronymsAboriginal Tourism Association of British Columbia (ATBC)

The Aboriginal Tourism Association of British Columbia is a non-profit, membership-based organization that is
committed to growing and promoting a sustainable, culturally rich Aboriginal tourism industry. Through
training, information resources, networking opportunities and co-operative marketing programs, ATBC is a
one-stop resource for First Nations entrepreneurs and communities in British Columbia who are operating or
looking to start a tourism business. ATBC works closely with tourism, business, education and government
organizations to help British Columbia’s Aboriginal tourism businesses offer quality experiences and actively
promotes these experiences to visitors and local residents.

Adventure Tourism

Outdoor activities that present the participant with risk and challenge. Adventure tourism is divided into two
types: hard adventure and soft adventure.

Air Capacity

A limited number of airplane seats to which a special fare has been assigned. This percentage may change
depending upon how quickly seats are selling on the flight.

Capacity also refers to the ability of an airport to handle a given volume or magnitude of traffic (demand)
within a specified time period. There are four distinct elements in a capacity analysis: airspace, airfield,
terminal, and ground access.

Approved Destination Status (ADS)

Approved Destination Status (ADS) is a bilateral tourism arrangement between the Chinese Government and
a foreign destination. Countries with ADS status are permitted by China to host Chinese tourists undertaking
leisure travel in groups.

Average Daily Rate (ADR)

Statistical unit used to measure a hotel's pricing scale. Figure derived by dividing actual daily revenue by the
total number of available rooms.

Bed and Breakfast (B&B)

Accommodation that is generally family owned and managed, accommodates three to ten groups per night,
and includes a family-style breakfast.

Bilateral Agreement

In transportation, an agreement between two countries that often deals with the number of flights permitted
from each country into a specific airport, which includes the size and capacity of the airplanes, and special
fares.

Canadian Tourism Commission (CTC)

Canada’s national tourism marketing organization. Its vision is to compel the world to explore Canada. Along
with partners in the tourism industry and all levels of government, it advertises and markets Canada in nine
countries around the world, conducts industry research and studies, and promotes product and industry
development.

Cariboo Chilcotin Coast (CCC)

One of the six tourism regions designated by Destination British Columbia, the Cariboo Chilcotin Coast
stretches from the wildness of the Pacific Coast to the rolling Cariboo Mountains, with forests, hidden lakes,
craggy peaks and golden plains set in between. This is a region with a past rich in the spirit of adventure, a
land settled by entrepreneurs and outdoor enthusiasts, artists and explorers.

Convention and Visitors Bureau (CVB)

Sometimes referred to as Destination Marketing Organizations (DMOs), CVB’s are umbrella organizations
that represent a city or urban area in the solicitation and servicing of all types of travellers to that city or area
whether they visit for business, pleasure or both.

Cruise revenue passengers

Paying passengers embarking or disembarking from a single port.

Customs Entries

International visitor entries at a designated land, sea, or air border. In British Columbia, customs entries
include international visitors who cross Canada Customs in British Columbia. These figures do not account for
all visitors to British Columbia since domestic visitors are excluded as well as international visitors who cross
Canada Customs outside British Columbia yet still travel to British Columbia. Likewise, customs entries
include visitors that cross Canada Customs in British Columbia, but who continue on to other provinces.

Destination Management Company (DMC)

Company or professional individual engaged in organizing meetings of all types and their related activities.
Also known as Professional Congress Organizer (PCO).

Destination Maketing Organization (DMO)

Sometimes called Convention and Visitor Bureaus (CVB) or Tourism Boards, DMO’s promote the long term
development and marketing of a destination, focusing on convention sales, tourism marketing and service.
Destination Management Organization (DMO)

The organization responsible for providing the insight and leadership necessary to envisage and bring policies
and plans into reality.

Destination Management System (DMS)

Also referred to as destination databases, visitor information systems, and marketing systems. Destination
Management Systems (DMS) enable Destination Marketing Organizations to coordinate their operations and
promote their products. DMS’s aim to provide complete and up-to-date information on a particular
destination.

Domestic Tourist

A person travelling in the country in which he or she resides. Ecotourism Responsible travel to natural areas
that conserves the environment and improves the well-being of local people.

Highway Traffic Volumes

A basic element of traffic data. Volume is the aggregation of traffic-count data from one or more counters
that describes the volume of traffic that has passed a known point or cross section of the roadway during a
defined time. The British Columbia Ministry of Transportation constantly monitors changing traffic patterns in
locations around the province to improve roadway planning. This information is specifically tailored for road
building and planning.

Hotel Occupancy Rate

The percentage of hotel rooms occupied during a specific time period, omitting rooms not available for due
to renovations or otherwise unavailable.

International Air Transport Association (IATA)

A privately run international organization whose principle function is to facilitate the movement of person
and goods from and to any point on the world air network by any combination of routes.

International Travel Survey (ITS)

The International Travel Survey (ITS) provides a full range of statistics on the volume of international
travellers and detailed characteristics of their trips. The objective of the ITS is to gather information on
international travel and tourism, and more specifically to gather information on trip purpose, trip duration,
activities, places visited, accommodation used and expenditures of international travellers. This information
helps governments, municipalities, agencies and the tourism industry develop policies, products and services
that correspond to travellers' needs as well as measure the contribution of international tourism to the
Canadian economy. The International Travel Survey is comprised of two components:

1. Administrative data collected by Canada Border Services Agency (CBSA)

2. Questionnaire surveys data

Kootenay Rockies (KR)

One of the six tourism regions designated by Destination British Columbia, the Kootenay Rockies is a vast
wilderness of rivers, lakes, waterfalls, beaches, mineral hot springs, alpine meadows and snow-capped
mountains. This area is also home to wonderfully restored heritage towns, thriving arts communities and
gold rush boomtowns.

Northern British Columbia (NBC)

One of the six tourism regions designated by Destination British Columbia, Northern British Columbia's vast
wilderness comprises more than half the province - approximately 500,000 sq km (193,051 sq mi). It is larger
than California or Japan and twice the size of the United Kingdom. Northern British Columbia is a land of
unlimited adventure that extends 1,000km (621mi) from east to west, following the legendary Yellowhead
Highway. It is filled with jagged mountain peaks, roaring rivers, serene lakes, green valleys, rugged coastlines
and ancient island archipelagos.

Metro Vancouver

Metro Vancouver comprises 22 member municipalities and one electoral area. Through Metro Vancouver,
each member municipality has a say in how the region is run. Four separate corporate entities operate under
the name Metro Vancouver: Greater Vancouver Regional District (GVRD), Greater Vancouver Sewage and
Drainage District (GVSDD), Greater Vancouver Water District (GVWD), and Metro Vancouver Housing
Corporation (MVHC). The GVRD, GVWD and GVSDD Boards of Directors comprise mayors and councillors
from the member municipalities on a “representation by population” basis.

Open Skies

An agreement between two or more nations that allows air carriers to fly unrestricted within each other's
borders.

Overnight stay

Travel of one or more nights includes travellers staying in a country other than in which they reside.

Passenger Volume

The monthly and year-to-date passengers reported by airports [or other transportation hubs]. At the
Vancouver International Airport, this includes all passengers handled at terminals, whether revenue or non-
revenue. Non revenue passengers include those travelling on frequent flyer bonuses, airline employee travel,
etc.

Percent Change

Change (variance) between two percentages (also referred to as percentage point change).

Recreational Vehicle (RV)

A motorized or towable vehicle that combines transportation and temporary living accommodations for
travel, recreation and camping.

Revenue per Available Room (RevPar)

A metric, expressed as a ratio, used in the hospitality industry to measure the financial performance of a
hotel or similar accommodation. The figure is arrived at by dividing the total sum of income from room
rentals during a specified period, after discounts, and exclusive of taxes, meals, and other additional charges,
by the number of rooms available for rent during that period.

Same Day Trips

Same-day travel encompasses travellers who enter and leave a country in less than 24 hours.

Sustainable Tourism

Sustainable tourism aims to enhance the quality and sustainability of natural and cultural heritage-based
experiences by: Minimizing the tourism industry's negative economic, environmental and socio-cultural
impacts Generating greater economic benefits for local communities Making positive contributions to the
preservation of natural and cultural assets Sustainable tourism delivers a meaningful experience and thus a
high degree of customer satisfaction A sustainable tourism business fulfills economic, environmental and
socio-cultural obligations while generating income, contributing to employment, maintaining cultural
integrity, and preserving essential ecological processes and biological diversity.

The International Ecotourism Society (TIES)

The International Ecotourism Society (TIES) is committed to promoting the principles of ecotourism and
responsible travel. With the goal of uniting conservation, communities and sustainable travel, TIES serves its
members in over 90 countries, as the global source of knowledge and advocacy in ecotourism.

Thompson Okanagan (TO)

One of the six tourism regions designated by Destination British Columbia, this area is famous for its
orchards, vineyards, skiing, golf, deserts, and mountains. The history and culture of the Thompson Okanagan
region (population: 461,858) is strongly tied to the land. Aboriginal peoples led a semi-nomadic life moving
between hunting and fishing grounds in the summers and settling into pit houses for the winter. Europeans
came at first to trade for furs and then to establish cattle ranches, farms and mining operations. The region is
full of museums and heritage sites that bring this colourful past to life for visitors.

Tourism (WTO Definition)

According to the World Tourism Organization (WTO), tourism comprises the activities of persons travelling to
and staying in places outside their usual environment for not more than one consecutive year for leisure,
business, and other purposes. The term usual environment is intended to exclude trips within the area of
usual residence, frequent and regular trips between the domicile and the workplace, and other community
trips of routine character.

Destination British Columbia (DBC)

Destination British Columbia (DBC) is responsible for marketing the Super, Natural British Columbia® brand to
the world. Since becoming a Crown corporation in June 1997, DBC's mandate has been to promote
development and growth in the tourism industry, to increase revenues and employment throughout British
Columbia, and to increase the economic benefits for all British Columbians. DBC works closely with British
Columbia's tourism industry to promote and develop tourism throughout the province and to ensure the
continued long-term growth and prosperity of BC's $9.8 billion industry.

Tourism Demand

Tourism Demand is defined as the spending of Canadian and non-resident visitors on domestically produced
commodities. It is the sum of tourism domestic demand and tourism exports.

Tourism Exports

Tourism Exports is spending by foreign visitors on Canadian-produced goods and services. It includes
spending that may take place outside of Canada, for instance, the purchase of an airline ticket from a
Canadian international carrier, to travel to Canada.

Tourism Industry Conference (TIC)

The British Columbia Tourism Industry is the only province wide conference which brings together the many
sectors from accommodation, transportation, resorts, attractions, tourism associations, industry suppliers,
and educators. The conference unities the industry, updates participation on the latest advance and
recognizes outstanding contributions to tourism. It is held annually in locations around British Columbia.

Travel Activities and Motivation Study (TAMS)

Travel Activities and Motivation Study (TAMS) examines recreational activities and travel habits of Canadians
and Americans. TAMS provides detail information on travellers' activities, travel motivations, places visited,
type of accommodation used, impressions of Canada, its provinces, and territories, demographics, media
consumption patterns, and helps identify existing and potential travel markets in North America.

Travel Receipts

Travel receipts are the expenditures in Canada by international travelers, including foreign crew. Among
these would be expenditures for lodging, food, entertainment, local transportation, gifts, medical care,
student expenses and all other purchase of personal goods and services.

Travel Survey of Residents of Canada (TSRC)

The Travel Survey of Residents of Canada (TSRC) is a major source of data used to measure the size and status
of Canada's tourism industry. It was developed to measure the volume, the characteristics and the economic
impact of domestic travel. Since the beginning of 2005 this survey replaces the Canadian Travel Survey (CTS).
The TSRC is sponsored by Statistics Canada, the Canadian Tourism Commission, the provincial governments
and two federal organizations. It measures the size of domestic travel in Canada from the demand side. The
objectives of the survey are to provide information about the volume of trips and expenditures for Canadian
residents by trip origin, destination, duration, type of accommodation used, trip reason, mode of travel, etc.;
to provide information on travel incidence and to provide the socio-demographic profile of travellers and
non-travellers. Estimates allow quarterly analysis at the national, provincial and tourism region level (with
varying degrees of precision) on:

 total volume of same-day and overnight trips taken by the residents of Canada with destinations in
Canada
  same-day and overnight visits in Canada

 main purpose of the trip/key activities on trip

 spending on same-day and overnight trips taken in Canada by Canadian residents in total and by
category of expenditure

 modes of transportation (main/other) used on the trip

 person-visits, household-visits, spending in total and by expense category for each location visited in
Canada

 person- and party-nights spent in each location visited in Canada, in total and by type of
accommodation used

 use of travel packages and associated spending and use of motor coach/other guided tours

 source of payment (household, government, private employer)

 demographics of adults that took or did not take trips travel party composition

The main users of the TSRC data are Statistics Canada, the Canadian Tourism Commission, the provinces, and
tourism boards. Other users include the media, businesses, consultants and researchers.

Vancouver International Airport (YVR)

Vancouver International Airport, also known as YVR, is Canada’s second busiest airport. In 2007, YVR
welcomed 17.5 million passengers, was the gateway for 226,234 tonnes of cargo, and had 274,410 runway
takeoffs and landings. The Airport Authority assumed the management and operation of YVR from Transport
Canada in 1992. It is operated under the provisions of a long-term lease with the Government of Canada and
has no shareholders. All excess of revenue over expenditures is re-invested in airport developments and
service improvements.

Vancouver Island (VI)

One of the six tourism regions designated by Destination British Columbia, the Vancouver Island region is a
large, sparsely populated area, encompassing Vancouver Island, the Gulf Islands as well as a portion of the
mainland. It has one of the world's most diverse ecosystems: rainforests, marshes, meadows, beaches,
mountains, oceans, rivers and lakes create habitats for multitudes of wildlife species. In fact, the region is one
of the world's premier locations for golf, whale watching, birding, as well as salmon and trout fishing.

Vancouver, Coast & Mountains (VCM)

One of the six tourism regions designated by Destination British Columbia, this region boasts mountains,
oceans, lakes, rivers and beached in breathtaking abundance and beauty. The spectacular setting provides
the venue for a vast array of outdoor adventures – cycle, hike, camp, kayak, sail, golf, ski and snowboard.
Always a favoured destination for sophisticated travellers, the climate in Vancouver is mild and temperate,
but the region's mountains are equally renowned for their epic snowfalls.
Visiting Friends and Relatives (VFR)

Visiting friends and relatives is a term used to describe a category of traveller who can be either discretionary
or non discretionary and whose main trip purpose is to visit friends and relatives.

Visitor Centre (VC)

British Columbia's Visitor Centres (VC) are members of the Visitor Centres Network and are available to
provide tourists with tourist information, assistance and advice.

Identified by their distinctive, blue-and-yellow logo, these VC provide a wide range of visitor services,
including professional visitor counselling, helpful travel information and literature, and accommodation
reservations. Visitor Centres specialize in community information and provincial itinerary planning and their
service is friendly and personalized.

To complement the Visitor Centre Network, many small communities operate seasonal tourist information
booths. These operations do not sport the Visitor Centre logo. Local community information can be obtained
during regular business hours throughout the summer.

Voluntourism

A seamlessly integrated combination of voluntary service to a destination and the best, traditional elements
of travel, arts, culture, geography, and history in that destination.

Western Hemisphere Travel Initative (WHTI)

Western Hemisphere Travel Initiative (WHTI) is a U.S. law that requires all travellers, including U.S. and
Canadian citizens, to present a valid passport or other approved secure document when entering the United
States from within the western hemisphere. The U.S. WHTI is being implemented in stages by mode of
transportation.

Acronyms

A AAA - American Automobile Association AAP – Approved Accommodation Program ...