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V A N C O U V E R I S L A N D B U S I N E S S P L A N 2 0 1 1 / 2 0 1 2
Submitted
to:
The
Board
of
Directors
January
2011
Prepared
by:
Dave
Petryk
President/CEO
TABLE
OF
CONTENTS
Executive
Summary...................................................................................................................................................1
Review
of
2010/2011 ..............................................................................................................................................2
Description
of
Business ...........................................................................................................................................9
Product/Service ................................................................................................................................................. 10
Location.................................................................................................................................................................. 12
Challenges
and
Opportunities ...................................................................................................................... 12
Tactical
Plan .............................................................................................................................................................. 14
Marketing
Plan ......................................................................................................................................................... 15
Product ................................................................................................................................................................... 15
Competition.......................................................................................................................................................... 16
Pricing
and
Sales ................................................................................................................................................ 17
Advertising
and
Promotion ........................................................................................................................... 18
Operating
Plan.......................................................................................................................................................... 19
Association
Location ........................................................................................................................................ 19
Profile
and
Image
Development .................................................................................................................. 19
Human
Resource
Management.................................................................................................................... 19
Personnel............................................................................................................................................................... 20
Budget
2011/2012 ................................................................................................................................................. 22
Budget
Highlights .............................................................................................................................................. 22
Capital
Plan........................................................................................................................................................... 23
Appendices................................................................................................................................................................. 24
Appendix
1
2008-2012
Strategic
Marketing
Plan............................................................................ 24
Appendix
2
President
&
CEO
Succession
Plan ................................................................................... 29
Appendix
3
-
Budget ......................................................................................................................................... 32
EXECUTIVE
SUMMARY
The
2011/2012
Business
Plan
is
prepared
to
provide
operational
guidance
in
the
implementation
of
the
Strategic
Plan,
which
was
updated
and
approved
by
the
Board
in
May
2010.
Although
this
plan
reflects
the
most
current
information
available,
there
are
assumptions
made
regarding
the
contract
deliverables
and
funding
levels
that
have
not
yet
been
confirmed
by
the
Ministry
of
Tourism,
Trade
and
Investment.
The
Business
Plan
focuses
on
the
operations
of
the
Tourism
Association
of
Vancouver
Island
and
is
utilized
in
conjunction
with
the
Annual
Marketing
Plan,
as
approved
by
the
Board
at
its
November
2010
meeting.
Tourism
Vancouver
Island
will
continue
to
deliver
regional
destination
marketing
services
in
partnership
with
Tourism
British
Columbia
and
the
tourism
industry
in
the
Vancouver
Island
Region.
The
Association
will
continue
its
evolution
from
a
destination
marketing
focus
to
a
more
holistic
focus
of
destination
management.
The
pace
of
this
evolution
will
likely
be
sluggish
as
a
result
of
uncontrollable
external
factors
effecting
the
Association
and
the
tourism
sector.
As
identified
in
the
Strategic
Plan
the
Associations
vision
is:
To
be
the
recognized
leader
for
innovative
regional
destination
management
and
stakeholder
involvement,
the
mission
is:
To
increase
the
economic,
social
and
environmental
benefits
from
tourism
to
the
Vancouver
Island
region
and
the
mandate
of
the
Association
is:
To
position
the
Vancouver
Island
region
as
a
premier
all-season
tourism
destination.
Tourism
Vancouver
Island
is
entering
its
49th
year
of
operation
as
a
not-for-profit
society
and
strives
to
increase
its
effectiveness
in
the
marketplace.
During
the
2010/2011
fiscal,
stakeholder
investment
has
continued
to
decline,
although
at
a
slower
pace
than
the
previous
two
years.
There
is
some
optimism
within
the
industry,
however
stakeholders
are
expected
to
continue
to
be
cautious
with
their
spending.
A
conservative
forecast
for
growth
has
been
used
in
developing
the
2011/2012
Business
Plan
and
there
are
some
innovative
approaches
to
better
providing
services
to
our
stakeholders.
Financial
forecasts
in
the
present
fiscal
indicate
that
there
will
be
a
surplus
greater
than
budgeted.
This
is
the
result
of
effectively
controlling
costs
at
a
time
that
there
is
limited
opportunity
to
grow
revenue.
The
2011/2012
approach
to
fiscal
management
will
continue
to
concentrate
on
conservative
estimates
of
growth
and
cautious
spending.
Budgeted
surplus
for
the
2011/2012
fiscal
is
$6,000.
REVIEW
OF
2010/2011
The
following
are
excerpts
from
the
President
and
CEO
self
evaluation,
which
compares
the
accomplishments
of
the
President
and
CEO
specific
to
the
goals
and
objectives
outlined
in
the
strategic
and
business
plans
presently
in
effect.
Both
of
these
plans
were
updated
and
approved
by
the
Board
in
2010.
GOAL
1:
INCREASE
THE
VISITATION
AND
ECONOMIC
IMPACT
TO
THE
VANCOUVER
ISLAND
REGION
The
Vancouver
Island
region
continues
to
feel
the
aftershocks
from
the
international
economic
downturn,
the
implementation
of
HST,
changes
to
the
Provincial
DMO
structure
and
reduced
program
funds.
Although
there
is
considerable
anticipation
for
the
long
term
benefits
that
the
2010
Olympics
will
create
province-wide,
there
was
minimal
impact
in
the
region
during
2010.
With
consideration
of
the
aforementioned
factors
it
is
not
surprising
that
the
region
experienced
further
declines
in
visitation
and
economic
benefit
during
2010.
Vancouver
Island
region
room
revenues
to
the
end
of
August
2010
were
$212,840,000
a
1.6%
decline
over
the
same
period
in
the
previous
year.
A
continued
shift
to
focus
on
the
close-in
markets
of
BC
and
Alberta
assisted
in
mitigating
the
anticipated
declines.
The
work
that
was
done
through
the
2010
and
Beyond
Strategy
is
anticipated
to
be
instrumental
in
the
regions
recovery
over
the
next
several
years.
Objectives:
1. Advertising
and
Promotion:
To
execute
the
five-year
marketing
initiatives
and
annual
marketing
plan
and
achieve
the
defined
outcomes
of
each.
Results:
The
strategic
marketing
plan
has
been
reviewed
and
updated
in
consultation
with
the
Marketing
Committee.
The
2011/2012
Marketing
Plan
has
been
completed
and
approved
by
the
Board
at
their
November
2010
meeting.
Trade
and
media
plans
form
a
part
of
the
marketing
plan
and
are
now
completed
in
consultation
with
the
appropriate
departments
within
Tourism
BC.
All
plans
related
to
marketing
have
been
submitted
to
Tourism
BC
and
are
awaiting
final
approval.
Although
there
were
several
amendments
to
the
2010/2011
marketing
tactics
based
on
changing
trends,
it
is
anticipated
that
the
entire
Tourism
Partner
Program
budget
will
be
successfully
expended.
2. Product
Development:
Evaluate
product
clusters
and
identify
emerging
clusters
and
strengthen
their
contribution
through
targeted
program
activities.
Results:
Following
several
years
of
working
with
Wine
Island
Vintners
Association,
we
are
now
producing
the
Wine
Islands
Wine
and
Culinary
Guide.
Presently
we
are
negotiating
the
management
of
the
Wine
Islands
website.
The
Special
Places
program
continues
to
expand
the
Vancouver
Island
regions
opportunities
with
the
Affluent
Traveller
and
Meeting/Incentive
markets.
2
New sectors that we have become engaged in during the past year include: Cycle Tourism, Marine Tourism and Sport Tourism. We have participated in several provincial level development sessions and anticipate further collaboration in the development of these sectors. 3. Marketing Research: Continue to build on the research plan to include trends, emerging product niches and relevant measurement models and tools. Results: Focus of effort over the past year has been in evaluating the needs of our stakeholders and the success of our program delivery. We have conducted pre- marketing feasibility studies, post-marketing stakeholder satisfaction surveys, events satisfaction surveys, stakeholder educational needs surveys and internal employee satisfaction surveys. In partnership with Tourism Victoria and BC Ferries we spearheaded an evaluation of travel motivators in the Lower Mainland market. We continue to collaborate with Ministry of Tourism, Trade and Investments research department and although there has been a void during transition we are now discussing evaluation of travel guides and defining best practices in media marketing mix. Tourism Vancouver Islands corporate website hosts the majority of the research conducted within and externally. Presently we are refreshing and reorganizing this section of our site to be more valuable to our staff and our stakeholders. 4. Awareness: Expand the awareness of tourism as a social, economic and environmental contributor to the region. Results: Tourism Vancouver Island continues to be recognized as a leader amongst stakeholders, government and our colleagues. This is a result of our relentless innovative and entrepreneurial style. Through our 2010 and Beyond Strategy we were able to work directly with many communities to build incremental programs targeting not only tourism growth, but also investment attraction. This enabled us to work with economic development officers and municipal partners. During Games time we initiated the Taste of Vancouver Island and Sunshine Coast event at the Robson Square Commerce Centre. This was a partnership that had the majority of communities of Vancouver Island involved and generated considerable awareness of the role that our organization plays as well as strengthening the awareness of the value of tourism. The event also created incredible media attention in publications such as: the Vancouver Sun, CTV, NBC and numerous blogs on websites. Communities such as: Sooke; Port Hardy and Vancouver Island North have contracted us to develop and deliver marketing strategies on their behalf. At a time when there is a complete evaluation and rebuilding of the provincial destination management structure, our model has been referenced by members of government as a best practice that could set the stage for other jurisdictions within the province.
Acting with, and on behalf of the other regional DMOs, the CEO has been in the forefront with both politicians and bureaucrats regarding the future structure of destination management and marketing. The CEO sits on several boards and committees including: the Link Project; Tourism Victorias Destination Marketing Commission; Royal Roads School of Tourism and Hospitality Advisory Board; and the Vancouver Island University Faculty of Management Advisory Board. We have staff in the marketplace on a continual basis, including a dedicated Program Representative who is providing stakeholders with ongoing updates of our projects and programs. Over the past year we have delivered the Community Tourism Opportunities program to 13 communities, which further fosters positive relationships with the community leaders. The CEO has met with many island politicians and has presented the value of tourism to the Board of the Association of Vancouver Island Coastal Communities. We have been invited and will attend the AVICC annual conference in April 2011. 5. Capacity Building: Provide training and educational opportunities to our stakeholders. Results: In partnership with Vancouver Island University and Community Futures we have consulted on curriculum development, marketing strategies and will be involved in the delivery of a program called Essential Skills for Service Excellence. The 47th Annual Conference and AGM once again surpassed previous years records for attendance. The program delivered educational sessions including Dragons Den, Best Green Practices, GEO Teaming, Recruiting and Retaining Your Crew and The Future of eMarketing. Survey results indicate that our delegates were very pleased with these programs. We are presently planning Pro D Days - 2011 which will deliver a full day of educational presentations and workshops. These sessions will be presented to two communities, and if this pilot project is successful, we anticipate repeating 2 to 3 times per year.
Objectives:
1. Increase
investment
by
Stakeholders
year
one
by
(0%).
Results:
Stakeholder
investment
has
decreased
by
11.0%
in
the
2010
fiscal
year.
Fiscal
2010
stakeholder
investment
dropped
to
$1,348,183
compared
to
Fiscal
2009
at
$1,523,183.
This
is
a
result
of
declining
stakeholder
spending;
further
reduction
in
Partner
Program
budget
from
Tourism
BC
and
limited
Flex
Funding
availability.
On
a
positive
note
we
were
able
to
maintain
a
3:1
leveraging
ratio
indicating
stakeholders
confidence
in
our
programs.
This
could
be
compared
to
the
other
RDMOs
whose
stakeholder
investment
ratio
does
not
exceed
1.5:1.
a. Minimum
of
four
new
sustainable
revenue
streams,
then
growing
by
two
new
streams
per
year
Results:
In
the
present
environment
there
has
been
limited
opportunity
for
growth.
As
previously
mentioned
we
have
focused
on
controlling
expenses
until
the
economic
and
political
climate
stabilizes.
Recently
a
Task
Force
has
been
developed
to
focus
on
financial
sustainability
for
the
future.
Programs
within
the
Industry
Services
Department
contributed
$83,864
in
the
2010
fiscal,
an
increase
of
$7,200
or
13.6%
over
the
previous
fiscal
year.
Much
of
this
is
the
result
of
a
successful
implementation
of
the
2010
and
Beyond
project
and
the
destination
management
contracts
that
we
have
with
communities
such
as
the
Regional
District
of
Mount
Waddington
and
Tourism
Port
Hardy.
We
have
developed
Executive
Office
Rentals
in
our
excess
space
and
are
presently
at
full
capacity
with
tenants.
This
adds
incremental
revenue
of
almost
$30,000
per
year.
We
have
successfully
renewed
the
contract
with
the
Regional
District
of
Mount
Waddington
for
the
2011
calendar
year.
2. Engage
in
activities
that
convince
government
that
regional
tourism
is
treated
as
one
level
of
a
three-tiered
structure.
Lobby
the
Ministry
of
Tourism,
Trade
and
Investment
to
provide
formula
funding
based
on
a
proportionate
level
for
each
region
apportioned
from
15%
of
the
provincial
destination
marketing
budget.
Results:
The
CEO
has
been
relentless
in
collaborating
with
the
other
RDMOS,
the
Council
of
Tourism
Associations
and
various
levels
of
government
on
this
front;
however,
there
has
not
been
any
positive
results
derived
from
these
efforts.
Through
the
new
Task
Force
other
strategies
and
tactics
will
be
developed
to
achieve
financial
sustainability.
3. Engage
in
activities
that
will
implement
performance
based
funding
by
the
end
of
2011.
5
Results: There has been very little progress on this front, but we will continue to keep this issue in the forefront of discussions with the other RDMOs and the Ministry of Tourism, Trade and Investment. 4. To help government achieve their goals of doubling tourism by 2015 Results: Considerable effort is being expended to increase the economic impacts resulting from tourism; however, in the present climate, limiting declines is considered a success. There is optimism that there is some slow recovery on the horizon, but our ability to respond will be somewhat limited to available resources.
updating web content. Internally we are constantly updating our own procedures to ensure that we are acting responsibly.
Yet another indication of the human resource atmosphere is the length of service of our present staff team. Three senior members of the team have over 10 years service and the average length of service is presently 5.3 years. I am proud to tell others that I am a part of Tourism Vancouver Island 100% I would recommend Tourism Vancouver Island to a friend seeking employment 100% I think Tourism Vancouver Island is a great place to work 100% The CEO is competent at running the business 100% The CEO provides clear direction for the future 100% I have confidence in the CEOs leadership abilities for Tourism Vancouver Island 100%
DESCRIPTION
OF
BUSINESS
Tourism
Vancouver
Island
is
one
of
six
Regional
Destination
Marketing
Organizations
that
are
contracted
by
Tourism
British
Columbia
to
deliver
regional
marketing
services.
These
services
provide
benefit
to
the
tourism
stakeholders
and
the
community
at-large
within
the
Vancouver
Island
Region.
The
contract
with
Tourism
BC
provides
fees
for
service
and
funds
to
deliver
the
Tourism
Partner
Program,
Community
Tourism
Opportunities
and
Community
Tourism
Foundations
programs.
VISION:
To
be
the
recognized
leader
for
innovative
regional
destination
management
and
stakeholder
involvement.
MISSION:
To
increase
the
economic,
social
and
environmental
benefits
from
tourism
to
the
Vancouver
Island
region.
MANDATE:
To
position
the
Vancouver
Island
region
as
a
premier,
all
season
tourism
destination.
Tourism
Vancouver
Island
is
a
not-for-profit
Association,
which
has
been
incorporated
under
the
Societies
Act
since
1962.
The
Association
is
managed
by
a
team
of
professional
staff,
and
is
governed
by
a
Board
of
Directors,
which
is
elected
by
the
voting-stakeholders
of
the
Association.
The
Board
of
Directors
reviews
and
revises
the
Associations
Strategic
Plan
on
an
annual
basis,
and
develops
specific
goals
and
objectives
that
form
direction
for
the
annual
business
plan.
The
specific
goals
of
the
Association
that
are
identified
in
the
2010
2015
Strategic
Plan
are:
Advertising and Promotion: To execute the five year marketing initiatives and annual marketing plan and achieve the defined outcomes of each. Product Development: Evaluate product clusters and identify emerging clusters and strengthen their contribution through targeted program activities. Marketing Research: Continue to build on the research plan to include trends, emerging product niches and relevant measurement models and tools. Awareness: Expand the awareness of tourism as a Social, Economic and Environmental contributor to the region Capacity Building: Provide training and education opportunities to our stakeholders.
Goal
2:
Develop
and
implement
a
financial
sustainability
plan
Increase stakeholder investment yr 1&2 (0%), 3-3%, 4-3%, 5-5%. Minimum of four new sustainable revenue streams, then growing by two new streams per year. Engage in activities that convince government that regional tourism is treated as one level of a three-tiered structure. Lobby Ministry Tourism, Trade and Investment to province formula funding based on a proportionate level for each region apportioned from 15% of the provincial destination marketing budget. Engage in activities that will implement performance-based funding by the end of 2011. To help government achieve their goals of doubling tourism by 2015.
Expand the awareness of tourism as a social, economic and environmental contributor to the region. To demonstrate our value to government, stakeholders and community. To maintain or improve customer satisfaction.
PRODUCT/SERVICE
Over
the
past
48
years,
Tourism
Vancouver
Island
has
primarily
operated
as
a
Regional
Destination
Marketing
Organization
contracted
to
Tourism
British
Columbia.
In
2008,
the
Association
transitioned
its
relationship
with
Tourism
BC
from
that
of
a
contractor
delivering
the
Tourism
Partner
Program,
to
that
of
an
agency
representing
Tourism
BC
within
the
Vancouver
Island
region
destination.
In
2010
the
relationship
was
modified
once
again
as
a
result
of
Tourism
BC
becoming
integrated
within
the
Ministry
of
Tourism,
Trade
and
Investment.
Tourism
Vancouver
Island
is
now
officially
a
representative
of
Tourism
BC.
The
Association
continues
to
evolve
from
a
Destination
Marketing
Organization
to
a
Destination
Management
Organization
and
new
programming
such
as
community
and
product
development
programs
have
now
been
added.
Several
of
these
programs
have
been
delivered
on
behalf
of
Tourism
BC,
while
the
Association
initiates
many
others
independently.
This
is
very
appropriate
in
light
of
the
evolution
of
the
Associations
strategic
direction
in
recent
years.
A
variety
of
programs
are
available
to
all
tourism
stakeholders
in
the
Region,
at
a
substantially
reduced
rate,
as
a
result
of
the
Associations
ability
to
leverage
funds
from
Tourism
BC
and
a
variety
of
other
sources.
It
is
anticipated
10
that
these
programs
will
continue
into
the
2012
fiscal
year,
however
it
is
unlikely
that
confirmation
from
Tourism
BC
of
programs
prior
to
mid
February.
Tourism
Vancouver
Island
has
four
primary
revenue
sources:
1. Tourism
British
Columbia:
Tourism
Vancouver
Island
receives
an
operating
grant
from
Tourism
BC
for
providing
regional
destination
management
services
for
the
Vancouver
Island
Region.
In
addition
to
the
operating
grant,
Tourism
BC
also
provides
program
funding
in
the
following
areas:
Tourism
Partners
Program;
Travel
Trade
and
Media
Relations
Programs;
Community
Tourism
Foundations
Program;
and
Community
Tourism
Opportunities
Program.
2. Administration
Fees:
All
co-operative
projects
that
Tourism
Vancouver
Island
administers
are
subject
to
an
administration
fee
that
is
typically
in
the
20-25%
range.
3. Conferences
and
Meetings:
The
Association
coordinates
a
Conference
and
Annual
General
Meeting
each
year.
This
has
become
a
significant
source
of
revenue
for
the
Association.
4. Industry
Services:
The
Industry
Services
business
unit
manages
all
community
and
industry
programs,
which
include
Community
Tourism
Foundations,
Community
Tourism
Opportunities,
special
events,
educational
workshops
and
marketing
services
contracts.
The
educational
workshops,
special
events
and
marketing
services
contracts
are
designed
to
build
capacity
within
the
industry,
while
generating
revenues
to
support
the
Associations
growth.
In
order
to
provide
these
products
and
services,
the
Association
is
presently
staffed
with
a
senior
management
team
consisting
of:
President/CEO,
Marketing
Manager,
Financial
Services
&
Operations
Manager,
Media
Relations
Manager,
and
Trade
and
Consumer
Marketing
Manager.
Support
Staff
consists
of:
Tourism
Coordinator
(Vancouver
island
North),
Media
and
Travel
Trade
Coordinator,
Web
and
Systems
Coordinator,
Marketing
Coordinator,
Receptionist/Distribution
Coordinator,
Program
Representative,
Industry
Services
Coordinators
(2),
and
a
part
time
Executive
Assistant.
In
addition,
the
Association
adds
employees
on
a
project
basis
when
additional
funds
are
available
from
other
sources.
Tourism
Vancouver
Island
provides
a
service
to
the
tourism
stakeholders
in
the
Vancouver
Island
region
in
the
form
of
coordinating
marketing
initiatives
that
will
position
the
Vancouver
Island
Region
as
a
premier
all
seasons
destination.
To
accomplish
this,
the
organization
also
develops
a
number
of
publications.
Although
at
face
value
it
may
appear
that
Tourism
Vancouver
Island
is
selling
advertising,
it
is
in
fact
selling
coordination
services
to
initiate
co-operative
marketing
programs
for
the
benefit
of
the
stakeholders
in
the
region.
Stakeholders
in
the
region
find
the
services
and
products
that
Tourism
Vancouver
Island
offers
to
be
of
considerable
value
for
a
number
of
reasons.
Firstly,
they
realize
that
in
order
to
sell
an
individual
product
or
service
to
tourists,
the
destination
must
first
be
sold.
Tourism
Vancouver
Island
is
able
to
build
brand
awareness
in
key
markets
through
partnerships
with
numerous
independent
operators,
which
in
turn
drives
business
to
the
those
operators.
Secondly,
Tourism
Vancouver
Island
is
able
to
provide
advertising
and
11
promotional campaign opportunities at a fraction of the cost that the individual business would pay. This is due to the fact that Tourism Vancouver Island has considerable buying power and often contributes Tourism Partner Program dollars to further reduce the cost to the Stakeholder. Thirdly, Tourism Vancouver Island utilizes the most current data to determine the best media and appropriate frequency that accurately targets the appropriate marketplace. And finally, Tourism Vancouver Island has a track record of producing outstanding quality in publications and advertising creative treatments.
LOCATION
The
offices
of
Tourism
Vancouver
Island
are
located
at
501-65
Front
Street,
Nanaimo,
BC.
The
Association
moved
to
this
location
in
August
2008,
after
almost
a
decade
at
their
previous
Nanaimo
location.
Prior
to
moving
to
Nanaimo,
the
Association
was
located
in
Victoria,
BC
for
many
years
and
relocated
to
Nanaimo
in
October
of
1999.
The
move
to
Nanaimo
was
a
strategic
move
to
centralize
the
location
on
Vancouver
Island
for
better
access
by
the
stakeholders.
Uncertainty in the provincial destination marketing structure continues to have significant repercussions on market impact. Fragmentation of Vancouver Islands tourism industry and instability in some community DMOs. Limited awareness of the value and importance of tourism in some Vancouver Island communities. Opportunities Leverage the unprecedented media attention that will result from the 2010 Games Maintain stakeholder participation in marketing and capacity building programs Increase the awareness of the importance of the tourism industry amongst the residents of the Vancouver Island Region Tactics Following the delivery of a successful 2010 and Beyond initiative, mine the leads that have resulted Continued efforts to provide new co-op programs and expand sector participation Continue to deliver Community Tourism Foundations and Community Tourism Opportunities programs. Deliver presentations to Rotary Clubs, Chambers of Commerce and other community groups See marketing plan for geographic strategies and tactics
Increase the Vancouver Island brand awareness in close-in markets through increased frequency and greater market penetration Maintain visitation and revenue from niche and emerging markets Maintain research and evaluation
Continue to work with Stakeholders to build sector-based programs in predetermined growth sectors Implement the updated research plan. Continue to work with TBC to evaluate co-op programs Coordinate and deliver educational workshops for the tourism stakeholders in the region Coordinate and deliver profitable educational sessions and events. Maintain the number of management contracts with communities and sectors
Increase capacity of the industry within the region Maintain administration revenues
13
Challenges Potential reduction in Stakeholder spending Potential decrease in the Co-op Program funds, resulting in reduced administration revenues Uncertain expectations from MTTI Tactics Increase sales efforts in co-op programs, while controlling related costs Control all operating expenses, staff reorganization for efficiencies and utilize available office space for executive rental Be prepared for quick adjustments to operating processes
TACTICAL
PLAN
The
operating
plan
of
the
Association
is
based
on
the
strategic
goals
and
objectives
developed
and
approved
by
the
Board
of
Directors.
The
following
outlines
tactics
that
will
be
utilized
by
the
staff
of
the
Association
to
accomplish
these
goals,
as
well
as
specific
targets
for
results.
This
tactical
plan
is
notional
and
will
likely
require
amendments
once
more
information
is
available
regarding
our
agreements
with
Tourism
BC
(MTTI)
Strategic
planning
sessions
are
scheduled
for
April
and
will
likely
have
impact
on
the
tactical
plan
presented.
Goal
1:
Increase
visitation
and
economic
impact
to
the
Vancouver
Island
Region:
1. Refer
to
the
2011/2012
Marketing
Plan,
which
details
all
strategies
and
tactics
approved
by
the
Board.
2. Continue
to
advocate
formula
and
performance
based
funding
structure
with
MTTI
in
order
to
increase
market
presence
and
effectiveness.
3. Assist
communities
in
the
implementation
and
monitoring
of
Community
Tourism
Foundations
and
Community
Tourism
Opportunities
programs.
4. Maintain
contracts
with
communities
and
sectors
to
further
ensure
significant
marketing
is
reaching
the
appropriate
consumers,
in
the
appropriate
markets.
There
is
no
anticipation
of
growth
in
this
area.
Goal
2:
Develop
and
implement
a
financial
sustainability
plan:
1. Participate
in
and
support
the
newly
formed
Financial
Sustainability
Task
Force.
2. Investigate
other
levy
and
tax
opportunities
that
may
provide
long-term
sustainable
funding.
3. Collaborate
with
other
regional
tourism
organizations
to
advocate
for
formula
and
performance
based
funding
from
MTTI.
14
4. Maintain stakeholder investment at the 2010/2011 levels. 5. Maintain revenues derived from destination marketing services provided to communities and sector organizations throughout the Region. 6. Maintain revenues from the delivery of educational programs and events. 7. Contract with MTTI to deliver accommodations inspection services for the North Island Region. 8. Maintain executive office space rental revenues. Goal 3: Demonstrate the value of regional destination management: 1. Develop key messaging and presentations to communicate core values to varied user groups, such as: Municipal Governments, business associations and the public at large. 2. Update and maintain the stakeholder database. 3. Deliver a minimum of 20 presentations to appropriate user groups. 4. Develop and implement a media plan, which results in a minimum of 20 stories that communicate key messaging to the residents of the Vancouver Island region. 5. Develop, benchmark and monitor stakeholder satisfaction surveys. Goal 4: Model and foster innovation in sustainable practices: 1. Continue to collect Best Practice information on various industry sectors and communicate Best Practice with stakeholders within the Region. 2. Continue with the implementation of the internal Green Plan. 3. Develop and facilitate workshops on environmental best practices and opportunities.
MARKETING
PLAN
PRODUCT
Tourism
Vancouver
Island
markets
a
variety
of
products
to
tourism
stakeholders
within
the
Region.
The
focus
within
this
plan
is
on
the
marketing
initiatives
as
products.
These
products
include:
destination
marketing
management;
education
and
capacity
building
programs;
publications;
magazine
advertising;
brochure
distribution;
newspaper
advertising;
website
marketing;
consumer
show
attendance;
tradeshow
attendance;
direct
mail,
etc.
Details
of
these
activities
are
outlined
in
the
tactical
portion
of
this
plan
and
the
supporting
2011/2012
Marketing
Strategy.
The
majority
of
the
products
sold
to
stakeholders
are
marketing
initiatives
that
provide
the
stakeholders
specific
advertising
and
promotional
opportunities,
while
selling
the
Vancouver
Island
Region
destination.
In
addition,
other
product
offerings
may
include
training
and
education,
networking
events
and
consulting
services.
15
Tourism Vancouver Islands products are in high demand because of the history of quality design and layout combined with research based tactical strategies. They have an excellent perceived value, which is, in part, due to the ability to make the programs affordable through Tourism Partner Program leveraging. However, the uncontrollable factors, which have been mentioned repeatedly, will impact stakeholder participation.
COMPETITION
Although
there
is
not
another
regional
destination
marketing
organization
within
the
Vancouver
Island
Region
there
are
organizations
that
compete
with
Tourism
Vancouver
Island
for
the
advertising
dollars
of
the
tourism
stakeholders.
These
competitors
are
both
direct
and
indirect.
The
organizations
that
are
the
most
important
partners,
the
community
based
destination
marketing
organizations,
can
also
be
considered
as
the
only
direct
competitors
to
Tourism
Vancouver
Island.
Tourism
Vancouver
Island
will
continue
to
strengthen
relationships
with
organizations
such
as:
Oceanside
Tourism;
Tourism
Victoria;
Comox
Valley
Tourism;
Destination
Nanaimo;
Tourism
Campbell
River
&
Region,
Tourism
Tofino,
etc.,
resulting
in
more
co-op
programs
that
are
win/win,
while
reducing
duplication
of
efforts.
Nevertheless,
there
are
times
when
these
same
organizations
are
building
their
own
programs
and
are
looking
to
the
same
tourism
stakeholders
for
investment.
This
potentially
dilutes
the
amount
of
marketing
dollars
available
for
Tourism
Vancouver
Island
programs.
Finding
balance
is
the
key
to
ensuring
that
the
tourism
stakeholders
are
obtaining
the
most
cost
effective
and
productive
marketing
vehicles,
while
keeping
all
of
the
tourism
organizations
in
the
Vancouver
Island
Region
functional.
Indirect
competitors
include
the
various
newspapers,
magazines,
publications,
websites
and
consumer
shows,
which
are
offered
directly
to
the
tourism
stakeholders
by
for-profit
businesses.
A
tourism
stakeholder
has
so
many
choices
in
marketing
its
business
that
it
is
often
difficult
to
wade
through
the
quagmire.
Often
the
same
companies
that
Tourism
Vancouver
Island
purchases
advertising
from
are
back
in
the
marketplace
selling
other
advertising
opportunities.
Examples
of
this
would
include
the
Times
Colonist,
Westworld
Magazine
and
the
Vancouver
Sun,
to
name
a
few.
Our
goal
is
to
provide
the
best
possible
value
to
the
Tourism
Stakeholder
so
that
they
will
look
first
to
Tourism
Vancouver
Island
when
considering
their
marketing
needs.
Tourism
Vancouver
Island
has
numerous
competitive
advantages:
Track
Record:
The
Association
has
been
building
and
delivering
high
quality,
effective
co-operative
programs
for
over
forty
years.
The
tourism
stakeholders
have
confidence
in
programs
that
are
initiated
by
Tourism
Vancouver
Island.
Tourism
BC
Funding:
Tourism
Vancouver
Island
is
able
to
subsidize
the
cost
of
programs
to
stakeholders
by
as
much
as
50%
through
the
over
$750,000
in
Partner
Program
and
Community
Tourism
Opportunities
marketing
funding.
Regional
Brand:
There
is
considerably
more
advantage
to
being
positioned
within
the
regional
branding
than
to
purchase
standalone
advertising.
16
Buying Power: Due to the volume that Tourism Vancouver Island purchases, it is able to negotiate reduced line and page rates from key suppliers. Not-for-Profit: Although Tourism Vancouver Island certainly has operating costs that are passed on to the participating stakeholders, all revenues are reinvested to the benefit of the stakeholders
The pricing strategy also includes administration fees on most projects. The proceeds from these fees are transferred to the operating account of Tourism Vancouver Island and contribute to operating costs. Administration fees will typically be charged at 20-25%. Where possible, Tourism Vancouver Island will endeavor to find other funding sources such as the Canadian Tourism Commission, non-traditional partners and the Provincial Government programs to maximize value to the participating industry stakeholders.
OPERATING
PLAN
Tourism
Vancouver
Island
will
operate
from
office
space
located
in
Nanaimo.
Hours
of
operation
are
from
8:30
am
to
5:00
pm,
Monday
through
Friday.
The
office
is
closed
between
Christmas
Eve
and
January
2nd
for
the
Christmas
break.
The
office
is
also
closed
for
all
labour
standards
approved
statutory
holidays.
Operating
policies
are
contained
in
a
policy
manual,
which
has
been
issued
to
all
employees.
ASSOCIATION
LOCATION
The
current
lease
is
in
effect
through
July
31st
2013
and
is
eligible
for
2
renewals
of
5
years
each.
Lease
rate
for
the
term
ending
July
31st,
2013
is
set
at
$15.00
per
sq.
ft.
plus
a
proportionate
share
of
operating
expenses.
PERSONNEL
The
President
and
CEO
reports
to
the
Board
of
Directors
and
is
accountable
for
implementing
the
goals
and
objectives
set
out
in
the
Associations
Strategic
Plan;
and
for
ensuring
the
smooth
and
efficient
day
to
day
operations
of
the
Association.
The
senior
staff
team
consists
of:
Marketing
Manager,
Financial
Services
&
Operations
Manager,
Trade
and
Consumer
Marketing
Manager
and
a
Media
Relations
Manager.
Support
Staff
consists
of:
Tourism
Coordinator
(Vancouver
Island
North),
Media
and
Trade
Relations
Coordinator,
Web
and
Systems
Coordinator,
Marketing
Coordinator,
Receptionist/Distribution
Coordinator,
Program
Representative,
Industry
Services
Coordinators
(2),
part
time
Administrative
Assistant.
The
present
staff
is
well
suited
for
the
positions
that
they
are
in
and
have
the
expertise
to
effectively
conduct
the
business
of
the
Association.
There
is
considerable
cross
training
in
place
to
ensure
that
there
are
minimal
disruptions
of
operations
should
any
employee
be
unable
to
continue
their
regular
services.
There
is
a
succession
plan
(appendix
2)
in
place
for
the
President
and
CEO.
This
plan
has
been
approved
by
the
Board
and
is
reviewed
annually.
The
organization
chart
(Fig.
1)
depicts
the
reporting
structure
of
the
staff
team.
Each
employee
has
a
current
position
description.
Employee
compensation
has
been
limited
to
increases
slightly
higher
than
cost
of
living
over
the
past
two
years.
The
budget
allocation
for
net
wages
in
the
proposed
budget
will
allow
for
similar
salary
increases,
however
we
will
be
exploring
performance
based
incentives
to
reward
high
achievers.
The
Association
provides
a
full
benefit
plan,
available
to
all
full-time
employees
following
the
successful
completion
of
3
months
probation.
Additionally,
there
is
a
program
available
to
employees
who
have
completed
two
(2)
years
of
service
called
Work
Hard/Play
Hard.
20
Board
of
Directors
Marketing Manager
Marketing Coordinator
Program Representative
21
BUDGET
2011/2012
The
2011/2012
budget
has
been
prepared
considering
several
variables
and
forecasts.
However,
never
before
has
there
been
so
much
uncertainty.
The
changes
to
the
provincial
tourism
structure
and
the
implementation
of
the
HST
are
compounded
by
the
uncertain
economic
conditions
throughout
the
world.
Therefore
this
budget
is
submitted
as
notional
and
will
likely
require
amendments
following
announcements
related
to
program
funding
from
the
Ministry
of
Tourism,
Trade
and
Investment.
Staff
will
monitor
and
report
to
the
Board
as
changes
arise.
EXPENSES
1. 2. 3. 4. 5. 6. Conference
and
AGM
Expense:
Reflects
projection
to
revenue.
Amortization:
See
capital
plan.
Audit:
Budget
allocation
is
based
on
the
contract
with
a
new
auditor.
Board
Expense:
Brought
in-line
with
2011
actuals.
Event
Expense:
This
is
in
line
with
a
more
conservative
revenue
estimate.
Membership
Dues:
The
estimate
in
this
expense
line
anticipates
a
new
fee
structure
proposed
by
COTA.
COTA
membership
will
be
reviewed
with
the
TVI
Board
prior
to
renewal
confirmation.
7. Net
Wage
Expense:
There
has
been
slight
downsizing
resulting
from
attrition.
A
modest
increase
for
staff
has
been
budgeted.
8. Telephone:
Budget
has
been
allocated
to
update
the
telephone
equipment
to
ensure
that
it
is
current.
This
will
be
leased
equipment,
as
has
been
done
in
the
past.
9. Directors
Travel:
Increased
in
consideration
of
Board
travel
to
committee
meetings.
22
CAPITAL
PLAN
The
capital
assets
of
the
Association
presently
consist
of
computer
equipment
and
office
furnishings
with
a
projected
year-end
depreciated
balance
sheet
value
of
approximately
$43,003.
Additional
are
the
leasehold
improvements,
which
will
have
a
projected
depreciated
year-end
balance
sheet
value
of
approximately
$204,418.
These
assets
are
amortized
in
accordance
with
the
Canadian
generally
accepted
accounting
principles.
Through
the
regular
upgrading
of
assets
such
as
computer
equipment
and
furnishings,
the
Association
avoids
major
deviation
in
annual
amortized
costs.
During
the
2012
fiscal,
the
Association
will
purchase
replacement
computer
equipment
and
software
required
to
keep
these
systems
current.
The
budgeted
value
for
the
purchase
of
new
equipment
is
$10,000
and
is
included
within
the
budget
allocation
for
Amortization.
23
APPENDICES
APPENDIX
1
2008-2012
STRATEGIC
MARKETING
PLAN
Our Mission To execute high value, measurable, marketing initiatives for the economic benefit of our stakeholders.
Our Mandate To position the Vancouver Island region as a premiere all-season destination.
24
PREVIOUS
ACHEIVEMENTS
The
following
points
summarize
the
previous
achievements
in
Destination
Marketing.
The
implementation
of
the
industry
recognized
Stakeholder
Model
and
increased
uptake
in
stakeholder
participation.
Website
development
and
E
marketing
(online
guide
and
newsletters).
Increased
research
based
marketing
decisions
through
conducting
new
consumer
research
and
the
use
of
existing
secondary
research.
The
identification
and
implementation
of
new
and
emerging
niche
product
sectors
including
-
Special
Places
Luxury
Market,
Cultural
Tourism,
B&B,
Dive,
Garden,
Culinary.
Researched
based
investment
into
the
Alberta
Market
with
the
Island
Time
Alberta
Multi-media
campaign.
Collaborative
Growth
Working
with
Vancouver
Island
DMOs
through
Collaborative
effort
towards
consumer
shows
and
other
cooperative
marketing
initiatives.
Increased
efforts
in
tracking
effectiveness
including
ongoing
website
measurements,
post
campaign
Omnibus
surveys
and
the
new
Smart
Card
program.
Communications
to
stakeholders
including
the
implementation
of
a
new
Stakeholder
website
TourismVI.ca,
annual
Fall
Tours,
newsletters
and
stakeholder
feedback
surveys.
Increased
staff
resources
including
an
increased
effort
in
Media
and
Trade
relations
resulting
in
a
broader
reach,
increased
market
effectiveness.
The
successful
implementation
of
the
North
Island
Recovery
Campaign.
Industry
and
consumer
awards
TAVI
has
received
including
Travel
&
Leisure,
Conde
Nast
and
the
CSAE
ACE
award.
Increased
awareness
of
the
Vancouver
Island
brand
resulting
in
increased
inquiries,
consumer
information
fulfillment,
and
distribution
of
Tourism
Vancouver
Islands
family
of
publications.
Tourism
Vancouver
Island
leverages
available
marketing
funding
more
than
any
other
region
in
British
Columbia.
With
available
resources
TAVI
has
invested
more
in
marketing
initiatives
in
both
regional
and
international
markets.
25
Goal 1: Increase the Marketing Investment by 20% over 5 years Objectives: To increase the awareness of Tourism Vancouver Island amongst the Tourism Stakeholders of the region. Focus on added value and bundled marketing programs. Customize communications to stakeholders. Source non-traditional revenue sources for leveraging programs.
26
Goal 3: To increase investment in Niche Marketing sectors by 20% over 5 years Objectives: Identify and invest in 3 new Niche Markets. Increase investment in Luxury Market initiatives. Monitor growth of emerging Niche Markets. 70% 20% 10% Goal 4: To Increase the measurability of Marketing Initiatives. Objectives: Triple the number of smart card subscribers from 2007 Increase stakeholder participation in the smart card program. Utilize website activity by geographic market post campaign on a consistent basis to measure consumer response. 20% 60% 20% 10% 50% 20% 30% 10% 50% 30% 20% 10% 20%
FOCUS
OF
EFFORT
Focus
of
effort
is
to
be
reflected
in
both
financial
resources
such
as
reflected
in
the
annual
marketing
plan
and
human
resources
such
as
travel
trade,
media
and
website
efforts.
GEOGRAPHIC
MARKET
FOCUS
OF
EFFORT:
Tourism
BCs
Geographic
Markets
were
reviewed
and
the
committee
determined
that
Tourism
Vancouver
Island
should
remain
consistent
with
those
markets
that
Tourism
BC
has
identified
and
developed.
Emerging
markets
and
markets
where
there
are
specific
product
opportunities
such
as
Luxury
and
Incentive
product
are
to
be
monitored
for
future
opportunities.
The
committee
determined
the
following
Geographic
Market
Priorities:
27
GEOGRAPHIC MARKET BC - Vancouver & Lower Mainland BC - Other - Okanagan Regional Canada - Alberta & Saskatchewan Other Canada - Ontario Regional US Pacific Northwest California Other US Florida & Arizona Europe Australia & Asia Focus of Effort 45% 5% 20% 5% 10% 5% 3% 5% 2%
PRODUCT
SECTOR
FOCUS
OF
EFFORT:
The
committee
determined
that
the
plan
should
continue
to
follow
the
seven
sectors
as
outlined
by
Tourism
BC
with
notations
of
sub
sectors
where
sufficient
product
exists
to
support
it.
Examples
of
this
include
Wine
&
Cuisine,
Dive,
Luxury
&
Incentive
and
Marine
Tourism.
PRODUCT
SECTOR
Touring
Gardens,
B&B,
Long
Stay
Program
Golf
Ski
Fishing
Outdoor
Marine
Tourism,
Dive
Arts
&
Culture
First
Nations,
Wine
&
Cuisine
Meeting
&
Incentive
Luxury
Focus
of
Effort
55%
10%
5%
5%
10%
10%
5%
28
h) Maintains a plan for CEO succession. i) Defines clearly for stakeholders the services provided and provides a grievance process for stakeholders. j) Ensures that the Association has written personnel policies that clarify personnel rules for staff, provide for effective handling of grievances, and protect against wrongful conditions such as nepotism and grossly preferential treatment for personal reasons.
Human
Resources
Structure
Tourism
Vancouver
Island
presently
has
a
permanent
staff
of
fourteen
positions
including
the
CEO.
The
senior
management
team
consists
of:
Marketing
Manager,
Financial
Services
&
Operations
Manager,
Trade
and
Consumer
Marketing
Manager
and
a
Media
Relations
Manager.
Support
Staff
consists
of:
Media
and
Trade
Relations
Coordinator,
Web
and
Systems
Coordinator,
Marketing
Coordinator,
Receptionist/Distribution
Coordinator,
Program
Representative,
Industry
Services
Coordinators
(2),
part
time
Administrative
Assistant.
There
is
also
a
Tourism
Coordinator
specific
to
the
Vancouver
Island
North
Tourism
management
contract.
The
staff
team
is
considered
by
the
CEO
to
be
a
very
effective
group,
which
for
the
most
part
works
independently
with
minimal
supervision.
Each
individual
has
a
detailed
job
description
and
has
set
goals
and
objectives
that
become
part
of
their
annual
performance
review.
There
is
a
program
in
place
to
assist
employees
to
upgrade
their
skills
through
additional
training
and
in
recent
years
there
is
a
clear
history
of
promoting
from
within
the
organization.
State
of
the
Organization
The
present
state
of
the
Organization
is
that
of
an
effectively
functioning
organization.
The
relationship
between
CEO
and
the
Board
of
Directors
is
very
positive
with
the
CEO
accountable
for
the
day-to-day
operations
and
the
Board
functioning
as
a
Policy
Board
focused
on
a
higher
strategic
level.
The
Association
has
significant
net
assets.
Succession
Plan
The
succession
plan
is
a
two-part
plan.
The
first
portion
includes
a
short-term
plan
to
reduce
any
immediate
disruption
caused
by
the
loss
of
the
CEO.
The
second
portion
of
the
plan
indicates
a
process
to
recruit
a
permanent
replacement
for
the
CEO.
Phase
I
Immediately
upon
the
knowledge
of
the
loss
of
the
CEO,
the
Chair
will
be
empowered
to
enact
the
succession
plan.
The
responsibilities
and
authorities
for
the
day
to
day
operations,
and
the
functions
normally
assigned
to
the
CEO
will
be
assigned
to
two
senior
staff
members:
the
Marketing
Manager
and
the
Financial
Services
&
Operations
Manager.
The
combined
expertise
and
dedication
of
these
two
individuals
will
enable
them
to
jointly
manage
the
operations
for
an
interim
period
of
time
that
should
not
exceed
four
months.
Each
of
these
staff
will
have
a
25%
increase
to
their
salaries
for
the
period
of
time
that
they
are
taking
on
these
additional
accountabilities.
The
specific
accountabilities
for
each
are
as
follows:
30
Financial Services & Operations Marketing Manager Manager Communications with Finance Committee Communication with Chair Communications with Governance Committee Regular Financial Reviews, Budget Development and Reporting Purchase Approvals Human Resources/Staff Management Operational Policies A/R Collections Legal Issues Management Contracts and Agreements During this period of time the Chair will take on a more frequent communications role to support the two senior staff members to ensure that they have the resources necessary. It is also advised that a temporary office assistant be retained for the period of transition. Phase II Immediately upon notification of the loss of the CEO, a recruitment plan must be implemented. Following are the components of the recruitment plan: 1. Form a selection committee empowered to recruit and retain a permanent CEO. The committee will be made up of at least 3 members of the Board, one of which is the Chair of the Board 2. Retain an appropriate recruitment service to develop a recruitment plan and assist in sourcing candidates 3. Selection committee reviews applications and develops a short-list of between 37 candidates 4. Selection committee conducts interviews of short-listed candidates, completes reference checks and makes a recommendation to the Board of Directors for final approval 5. Selection announced to the Board of Directors within 2 weeks of interviews Communication with Marketing Committee Communications with Governance Committee Media Purchase Approvals Marketing Plan and Budget Implementation of marketing tactics Review of Strategic Plan Public Relations and Issues Management Industry Relations
31
APPENDIX 3 - BUDGET
32
EXPENSES Advertising Recruitment Conference & AGM Expense Amortization
Year-end Forecast 12/21/10 5,000 37,477 20,881 27,439 10,000 8,600 2,500 4,000 57,000 25,000 10,000 3,951 2,500 156,000 3,500 5,225 4,461 458,893 6,000 17,197 10,000 2,130 134,378 19,200 8,219 10.716 15,000 1,050 1,066,317
Approved 2011 Budget 5,000 35,000 20,945 27,082 10,000 8,000 2,500 4,000 65,803 25,000 15,000 5,000 2,500 156,000 3,500 13,200 2,700 482,192 6,000 28,000 10,000 2,000 132,000 19,200 8,000 16,000 15,000 1,050 1,120,672
Draft 2012 Budget 5,000 50,000 21,777 27,439 10,000 9,000 2,500 4,000 54,197 25,000 8,000 4,500 2,500 156,000 3,000 6,450 3,500 443,866 6,500 20,000 10,000 2,000 134,712 24,200 10,000 12,000 15,000 1,050 1,072,191
Amortization - Leasehold improvements Audit Bank and Credit Card Charges Board Expense Board Governance Employee Benefits Employee Development Event Expense Insurance Legal Fees Marketing Expense Meetings Membership Dues Miscellaneous Net Wage Expense Office IT Support & Software Office Supplies/ Equipment Postage & Shipping Promotional Items Rent Telephone Travel - Directors Travel - Industry Services Travel & Entertainment Utilities TOTAL EXPENSES
26,956
2,183
6,703
33