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T O U R I S M

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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.

GOAL 2: DEVELOP AND IMPLEMENT A FINANCIAL SUSTAINABILITY PLAN


Even with the continued uncertainty in our industry and in the economy, the Association continues to be in a fiscally stable position with net assets reaching $688,279, an increase of $27,625 over the 2009 fiscal year. Responding to the ever-changing economic climate, we have had to be cautious in implementation of new programs while controlling expenses to ensure a positive financial position. In our current fiscal we have had to mitigate declines in program revenues and stakeholder investment by being very cautious in our expenditures. Presently our forecasts to year-end indicate a positive variance to net income of approximately $20,000. 4

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.

GOAL 3: DEMONSTRATE THE VALUE OF THE REGIONAL DMO


Objectives: 1. Expand the awareness of tourism as a social economic and environmental contributor to the region Results: Several presentations have been made to community groups, chambers of commerce, tourism organizations and governments in which the key messages include the triple bottom line. We are presently developing presentation programs that will be marketed to similar organizations over the next year. 2. Demonstrate our value to government, stakeholders and community. Results: Results similar to objective one. In addition, our corporate website and quarterly newsletters support this objective. 3. Maintain or improve customer satisfaction. Results: We have completed several customer satisfaction surveys in the past year, which will be utilized to measure effectiveness in this area. With the addition of a core value of excellence, we will continue to improve our internal culture.

GOAL 4: MODEL AND FOSTER INNOVATION IN SUSTAINABLE PRACTICES


1. Implement a strategy to assist the tourism industry to evolve in a sustainable fashion. Results: A section of the corporate website has been dedicated to environmental best practices for Stakeholders to review and utilize. An internal Green Team has been formed and they are monitoring best practices and 6

updating web content. Internally we are constantly updating our own procedures to ensure that we are acting responsibly.

GENERAL DIRECTION AND HEALTH OF TOURISM VANCOUVER ISLAND


The past year has, without question, been the most challenging year in this President and CEOs history with Tourism Vancouver Island. Prior to 2010 we have faced the effects of world events such as 9/11, SARS, Mad Cow, Bird Flu, high fuel prices and a strong Canadian $. The economic crisis and the impacts on the US market added even more challenge, but then add the political unrest and the upheaval in the destination marketing structure and it becomes considerably more difficult to create positive results. Through the CEOs dedication, passion and strategic direction, the Tourism Vancouver Island team responded to the challenges of 2010 mitigating the majority of the potential negative impacts. The decline of 1.6% in room revenue in the region should be considered minimal under the circumstances. We have continued to focus on the close-in markets, building cooperative programs targeting Vancouver Island, the Lower Mainland and BC. When the Ministry announced a BC Resident Campaign, we were able to respond with the largest support campaign of any region in the province. This could only result with a dedicated staff team and industry stakeholders that support our regions initiatives. We also developed programs such as Just in Time to offer value propositions within our on-line publications that would motivate visitors to chose Vancouver Island regional offers for quick get-a-ways. While program budgets and stakeholder investment have both continued to decline we have managed our resources effectively. At the end of the 2010 fiscal year we achieved a surplus of over $27,000. As we come to the end of the third quarter of the present fiscal we are projecting a surplus of $20,000 greater than budgeted. The CEO has been apprehensive to cut costs through reducing staff, but rather through being more efficient with the resources available. We eliminated the position of Industry Services Manager, as there was little opportunity to expand programs in this area in the present economy. We also reduced staff through attrition when the Executive Assistant resigned to pursue his entrepreneurial interests. In this case we have contracted a temp service for two days a week as we evaluate the needs for this position. The CEO has developed a professional and dedicated staff team and has implemented programs to ensure long-term commitment. Through the development of several internal team programs we continue to rank high in staff satisfaction as noted in our regular (Nov. 2010) staff survey: 7

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:

2010 2015 GOALS


Goal 1: Increase visitation and economic impact to the Vancouver Island region:

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.

Goal 3: Demonstrate the value of the regional DMO

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.

Goal 4: Model and foster innovation in sustainable practices

Implement a strategy to assist the tourism industry to evolve in a sustainable manner.

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.

CHALLENGES AND OPPORTUNITIES


The tourism sector in the region realized some recovery in the 2010 calendar year measured by room revenues declining by less than 3% compared to the 11% decline in 2009. However, confidence by the tourism sector remained low resulting in continued challenges for Tourism Vancouver Island in building cooperatives and starting new programs. Further reductions in program budgets from the Ministry of Tourism, Trade and Investment magnified this challenge. There is considerable optimism that the unsurpassed media attention resulting from the 2010 Games will inspire incremental visitation in 2011 and beyond. The work done through the 2010 and Beyond Strategy continues into 2011 with media and the market development focus continues to be in the close-in markets of BC and Alberta. The Board has updated its strategic plan, which adds renewed direction to the organization. ONGOING CHALLENGES AND ISSUES Several challenges and issues face Tourism Vancouver Island. Many are ongoing challenges: Access is an ongoing challenge that includes access to BC and from primary hubs to Vancouver Island. Lack of collaborative marketing with transportation providers limits motivating messages to consumers. Slow economic recovery, continued high fuel prices and the strong Canadian dollar will continue to impact tourism visitation and expenditures. Confidence within the tourism sector will continue to affect stakeholder participation in marketing, product development and capacity building initiatives Limited new product development within the Region may be limiting yield. 12

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

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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

PRICING AND SALES


Approximately 50% of the Associations operating revenues must be generated through publishing and administrative fees, which are charged on the majority of co-operative projects. A pricing and sales strategy that maintains value to the stakeholder, while generating publishing and administration revenues will be critical to the success of the Association. Participation in Tourism Vancouver Island marketing co-operatives by stakeholders has always been strong and over the past five years there has continued to be significant growth. This growth is in part the result of high quality, well targeted and fairly priced advertising and promotional opportunities. The pricing strategy has been, and will continue to be, to provide tourism stakeholders with pricing that is considerably lower than the price that they would pay to purchase similar products independently. Through providing the brand recognition benefit and support editorial there is considerable additional value to participating in Tourism Vancouver Islands marketing initiatives. The formula for setting prices varies based on the actual purchase price that Tourism Vancouver Island is able to negotiate with the various suppliers. Typically the formula will include the following factors: Purchase price Creative design costs Sales commissions or fees Printing costs Administration Fees Less agency discounts Less Partner Program funds Partner Program funds are applied to most projects and may be applied at percentages ranging between 35% and 60%. Basic parameters set out by Tourism BC are that publications (brochures, guides, maps, etc) can have a maximum of 50% Partner Program dollars contributed, while most forms of advertising can have maximum of 60% Partner Program funds. Tourism BC does not restrict the minimum contributions of Partner Program funds, enabling Tourism Vancouver Island to utilize the program dollars where they will be of most benefit to the stakeholder. 17

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.

ADVERTISING AND PROMOTION


In order to maximize participation in the Associations marketing initiatives, a multifaceted approach must be taken to drive stakeholders to the purchase decision. Focusing on Tourism Stakeholders as clients reduces the need for mass media to reach the total field of potential participants. Much more direct methods will be utilized such as: A Stakeholder website that hosts all information about available co-operative programs. Promotional Literature Emails: Marketing updates will be emailed to the database of over 2,000 potential participants. These updates will have links to specific areas on the stakeholder website where there will be complete explanations of the program, its benefits and the stakeholder buy-in. The promotional piece will have a call to action encouraging a purchase. Promotional Literature Mail-outs: For major publications such as the Vacation Guide and the Outdoor Adventure Guide, full colour promotional pieces will be developed and mailed directly to the prospective purchasers. Marketing Calendar Brochure: Produced annually, this booklet outlines all marketing activities for the fiscal period and will be distributed to all tourism stakeholders. Stakeholders will be able to use this calendar to plan their advertising and promotional investments. Vendor Direct Selling: In many cases the publication vendor will do follow-up sales calls with the prospects for the project or publication. Contracted Sales: In the case of the larger publications, professional sales representatives are contracted on a commission basis. Direct Sales: A Tourism Vancouver Island Program Representative will conduct direct sales calls both in person and by phone on all projects that are not being sold by contractors or vendor sales. Public Relations: A Program Representative will make PR calls on tourism stakeholders on a regular basis in order to develop relationships. Planning Sessions: Sessions will be held in at least four locations within the Region for the purpose of obtaining input for the destination marketing plan, as well as generating awareness about the Associations programs. 18

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.

PROFILE AND IMAGE DEVELOPMENT


Increasing the profile of the Association and the tourism industry has been identified as one of the Associations key objectives in the strategic plan. Delivering programs on behalf of Tourism BC is one of the most significant opportunities to build profile. In addition, profiling both the Association and the tourism industry to Vancouver Island community groups, Chambers of Commerce, politicians and the public at large will be achieved through presenting regular updates. One of the greatest challenges that the Association will face is differentiating its role as a representative of Tourism BC versus its role as an Association of multifaceted interests that provide benefit to the tourism stakeholder. Determining future direction will only be achieved through further review of the Associations strategic plan.

HUMAN RESOURCE MANAGEMENT


In order to ensure employee retention and development, and a climate that encourages teamwork, continued learning and empowerment will be maintained. Employees will be encouraged to make decisions within their area of responsibility, enabling each member of the staff team to derive a sense of ownership. Employee performance will be measured against predetermined professional and personal development goals. Performance will be reviewed annually, as will each employees job description. Training programs will be available to members of the staff team and a budget for employee incentive and training has been allocated. A portion of this budget has been allocated to the Work Hard/Play Hard program, which allows eligible employees to make decisions on purchases that will assist them in the workplace and enhance personal development and well being. Measuring employee satisfaction and responding to the findings is key to ensuring a dedicated and motivated team. Benchmarks for staff satisfaction have been developed over the past 2 years and annual staff satisfaction surveys will be conducted and evaluated to ensure a positive human resource environment is maintained. 19

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.

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Board of Directors

President and CEO

Marketing Manager

Industry Services Coordinator

Financial Services and Operations Manager

Trade and Consumer Marketing Manager

Tourism Coordinator VINT

Industry Services Coordinator Administrative Assistant

Marketing Coordinator

Program Representative

Trade and Media Relations Coordinator

Media Relations Manager

Web and Systems Administrator

Receptionist / Distribution Coordinator

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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.

BUDGET HIGHLIGHTS REVENUE


1. Administration Fees: These fees are based on the approved 2011/2012 marketing plan. At this stage we have not received approval from Tourism BC and this may be altered post budget approval. 2. Conference and AGM Revenue: Following the success of the previous years conference and the development of a new sponsorship program, we have anticipated growth in participation and revenue. 3. Event Revenue: Although we are evaluating numerous opportunities in this area, we have been conservative in our estimations. 4. Interest Earned: Declining investments have impacted the interest revenues. 5. Management Fees: Goals have not been achieved in the present fiscal and future opportunities to expand in this area are limited. 6. Rental Income: All leasable space is presently occupied and there is a small wait-list.

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.

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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.

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APPENDICES
APPENDIX 1 2008-2012 STRATEGIC MARKETING PLAN

Our Vision To outperform all British Columbia regions in market-share growth.


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.

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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.

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STRATEGIC MARKETING GOALS


GOALS AND OBJECTIVES Focus of Effort (Short Term) 50% 30% 20% 20% 30% Goal 2: To Increase the advertising equivalency of Earned Media by 20% over 5 years Objectives: Maintain or increase the number of media partners investing in media relations program Increase stakeholder participation/support with media fams Increase the number of media fams to the region with a focus on market priorities o BC/AB o WA o CA o Long haul Canada/US o Europe o Asia/Pacific Update media web pages for up-to-date info and accessibility (i.e. downloadable images, pre-written stories, etc) 30% 100% 100% 30% 20% 20% 30% 30% Focus of Effort (Long Term) 40%

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.

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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:
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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%

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APPENDIX 2 - PRESIDENT & CEO SUCCESSION PLAN


Introduction: To ensure the smooth and continuous operations of the Association this plan will be in place for the short and long-term replacement of the President/ CEO in the unlikely event of this individual suddenly becoming unable manage the affairs of the Association. The Board of Directors must be fully aware of the plan and should review the contents of the plan annually. The Board of Directors by way of an approved motion at a regularly scheduled Directors meeting must accept the plan. Responsibilities and Roles of the President/CEO: The President & CEO reports to the Board of Directors and has the following responsibilities: a) Report to the Board and maintain open communication with the Board, and keep the Board informed of all significant matters; b) With the Chair, enable the Board to fulfill its governance function; c) Manage and control the operation of the Association on a day-to-day basis in accordance with the plans, policies and parameters approved by the Board; d) Give direction and leadership toward the implementation and achievement of the Associations strategic plan. The President/CEO has a multitude of roles to perform in order to maintain the responsibilities outlined. The following are the primary functions of the position that have been approved by the Board of Directors. a) Develops and recommends the yearly budget for Board approval and prudently manages the Associations resources within those budget guidelines according to current laws and regulations. b) Develops and recommends a strategic plan that is consistent with the Boards vision, mission, values and priorities, including consulting with the membership and Board. c) Oversees the design, marketing, promotion, delivery and quality of programs, products and services. d) Supports operations and administration of the Board by advising and informing Board members, interfacing between Board and staff, and supporting the Boards evaluation of the CEO. e) Manages the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations. f) Ensures the Association and its mission, program, products and services are consistently presented in a strong, positive light to stakeholders. g) Identifies the principal risks facing the Association and implements appropriate systems to manage the risks. 29

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

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APPENDIX 3 - BUDGET

TOURISM VANCOUVER ISLAND 2012 DRAFT OPERATIONS BUDGET


Year-end Forecast 12/21/10 REVENUES Administration Fees Conference &AGM Revenue Colour Copying Event Revenue Interest Earned Management Fees Publishing Fees Rental Income Tourism BC TOTAL REVENUE 255,000 72,768 2,923 15,000 2,607 36,304 200,000 24,139 484,341 1,093,282 274,214 60,000 3,000 20,000 2,500 50,000 200,000 28,800 484,341 1,122,855 232,273 83,000 2,500 10,000 2,500 35,000 200,000 29,280 484,341 1,078,894 Approved 2011 Budget Draft 2012 Budget

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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

NET INCOME (LOSS) to (from) Unrestricted Net Assets

26,956

2,183

6,703

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