DESTINATION DEVELOPMENT STRATEGY - INTERLAKES
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INTERLAKES DESTINATION DEVELOPMENT STRATEGY
HELMCKEN FALLS
Photo: Max Zeddler
DESTINATION BC
REPRESENTATIVES
Seppe Mommaerts
MANAGER, DESTINATION DEVELOPMENT
Jody Young
SENIOR PROJECT ADVISOR,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
CARIBOO CHILCOTIN COAST
TOURISM ASSOCIATION
Jolene Lammers
DESTINATION DEVELOPMENT
COORDINATOR
250 392 2226 ext. 209
jolene@landwithoutlimits.com
Amy Thacker
CEO
250 392 2226 ext. 200
amy@landwithoutlimits.com
THOMPSON OKANAGAN
TOURISM ASSOCIATION
Ellen Walker-Matthews
VICE PRESIDENT, DESTINATION &
INDUSTRY DEVELOPMENT
250 860 5999 ext.215
industry@totabc.com
MINISTRY OF TOURISM ARTS
AND CULTURE
Amber Mattock
DIRECTOR, LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
INDIGENOUS TOURISM
ASSOCIATION OF BC
604 921 1070
info@indigenousbc.com
INTERLAKES | 2
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY.........................................................................1 7. STRATEGY AT A GLANCE................................................................ 39
II. ACRONYMS ...........................................................................................5 8. STRATEGIC PRIORITIES...................................................................40
Theme 1: S
trategically invest in targeted infrastructure upgrades that
1. FOREWORD AND ACKNOWLEDGEMENTS..............................7 will support tourism growth
Theme 2: Lead strategic growth through continued collaboration
2. INTRODUCING THE STRATEGY......................................................9
Theme 3: Diversify and expand the visitor experience
a. Program Vision and Goals 9
Theme 4: Enable tourism business viability and success
b. Purpose of the Strategy 10
Theme 5: B alance economic growth while protecting the
c. A Focus on the Supply and Experience 10 environmental assets upon which tourism relies
d. Methodology 11 Theme 6: Support Natural Disaster Recovery Success
e. Key Outputs 12
9. IMPLEMENTATION FRAMEWORK...............................................57
3. ALIGNMENT.......................................................................................... 13 a. Catalyst Projects
4. SUCCESS NETWORKS...................................................................... 16 b. Provincial and Regional Priorities
c. Funding Programs
5. A DISTINCTIVE DESTINATION....................................................... 18
a. Geographic Description of the Area 10. MEASURING AND MONITORING SUCCESS....................... 62
b. Description of the Population Base, Communities
Included, and First Nation Bands APPENDIX................................................................................................. 63
Appendix 1: Overview of the Planning Process
c. Economy Base — Historical and Current
Appendix 2: Communities and First Nations in the Planning Area
d. Overview of Tourism Performance
Appendix 3: Defining the Vision Together
e. Key Visitor Markets
Appendix 4: Planning Area Considerations
f. Summary of Key Strengths, Challenges, and Opportunities
Appendix 5: Objectives by Priority and Implementation Timing
g. Experience Potential
Appendix 6: Bibliography
6. A DISTINCTIVE DIRECTION........................................................... 29
a. Vision
b. Goals
c. Guiding Principles for Destination Development
d. Motivating Experiences
e. Development Themes
f. Interaction of Development Themes and Motivating Experiences
FRONT COVER PHOTO: FAWN LAKE RESORT, Blake Jorgenson
(C) 2018 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical,
without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia.
Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super,
Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging
to Destination BC Corp.
EXECUTIVE
SUMMARY
A. DISTINCTIVE The Interlakes planning area is a place of
DESTINATION FOR
THE INTERLAKES lakes, rivers, ranchlands, and mountains that
provide a rich backdrop for outdoor recreation
and nature-based pursuits. Wells Gray
Provincial Park is the flagship demand
generator in the planning area, along with
over 1,000 lakes that make this area a
dreamland for anglers, paddlers, and families
looking to enjoy a vacation together in nature.
This planning area encompasses the main and 100 Mile House. To the south, the
corridor of Highway 24 and its junction planning area includes Bonaparte Lake,
with Highways 97 and 5. It also stretches and to the north, the planning area is
across the Bonaparte Plateau to the bounded by Canim-Hendrix Rd, Canim
North Thompson Valley, including Lake, Crooked Lake, and Azure Lake.
Wells Gray Provincial Park and the With Highway 24 bisecting the planning
communities of Barriere and Clearwater. area east to west, the Interlakes sees
The western side of the planning area is visitors who are on a touring journey
bounded by a portion of Highway 97 to from Whistler to Jasper and want to
include the area between 70 Mile House take the road less travelled.
INTERLAKES | 1
While the most prominent assets in the For travellers interested in self-discovery
planning area are its natural wonders, by personal vehicle, the Interlakes is
for those interested in culture and history ideal as air transportation and rental car
the area also offers a glimpse into the availability is limited, and there are
region’s past, as it traces part of the old relatively few market and export-ready
Hudson Bay Fur Brigade Trail, and tourism operators providing equipment
features western heritage, and cowboy rental services and delivering paid
culture. In addition, the area is home to activities and experiences. Within the
the Simpcw, Tsq’escenemc (Canim Lake), main corridor of Wells Gray Provincial
and Stswecem’c Xgat’tem (Canoe/Dog Park, north of Clearwater, exclusive
Creek) First Nations. park permits for guided hiking and
canoeing operations limit new entrants
WITH THE GROWING from providing these specific activities.
However, opportunities exist for new
INTEREST IN businesses to explore other types of
INDIGENOUS activities, and to expand the range of
guided activities on the western side of
TOURISM THERE the park.
IS AN OPPORTUNITY
Various issues have contributed to
FOR DEVELOPMENT creating a challenging tourism business
TO SHOWCASE THE environment and declining tourism
business and marketing investment in
CULTURE AND the planning area. These include:
HERITAGE OF THE • land use conflicts and access
AREA’S FIRST NATIONS. • viewscape degradation due to logging
Beyond fishing, outdoor recreation • deterioration of trails
opportunities available throughout the • insufficient maintenance on
planning area include horseback riding, backroads to popular recreation
hiking, paddling, snowmobiling, boating, destinations
cross country skiing, wildlife viewing,
• policies that create a difficult
mountain biking, hut-to-hut backcountry
operating environment for small
hiking (in Wells Gray Provincial Park),
businesses
and scenic touring, to enjoy the numerous
waterfalls found cascading over volcanic The challenges experienced by
cliffs. To draw visitors to the area, the businesses are compounded by the
Interlakes Economic Association is devastating 2017 and 2018 wildfire
developing events that can be grown seasons, of which the effects are still
into demand generators over time. yet to be fully known.
INTERLAKES | 2
B. DISTINCTIVE There are visitation differences between the
DIRECTION FOR
THE INTERLAKES east and west portions of this planning area.
Wells Gray country, on the eastern side, is
VISION: one of BC’s most popular provincial parks,
This planning seeing over 250,000 visitors annually1. With
area is an
affordable, family- Highway 5 being the primary driving route
oriented destination from the Lower Mainland to Jasper, visitor
that is recognized for its
year-round outdoor traffic on the eastern boundary of the planning
recreation, fishing, area is significantly higher than across
touring, and guest Highway 24, and as such it is more developed,
ranch opportunities,
and is sought out by with more visitor services and amenities.
visitors who appreciate Despite this diversity, stakeholders were
getting away from
crowds to enjoy the unified in their vision for the planning area.
area’s beautiful natural
Four destination development goals 3. Incrementally grow the benefits from
landscapes. The broad were identified to support the planning tourism while respecting the limited
diversity of accessible area’s vision: carrying capacity of the land and
backcountry adventures 1. Demonstrate leadership through residents’ desire to retain the area’s
unique character and culture.
and front country resorts, strategic, collaborative planning, targeted
outdoor activities, development, and investment to optimize 4. Maintain a keen awareness and
the planning area’s assets and strengthen
cultural, heritage, and business viability.
understanding of the customer, adapting
to the changing needs of the market,
Indigenous experiences and develop visitor opportunities that
2. Amplify awareness amongst visitors,
support a thriving businesses, and residents alike of the enhance the visitor experience, attract
tourism industry, distinct experiences this planning area more travellers, increase length of stay,
while being managed has to offer. and spending throughout the year.
to preserve the natural
assets and way of life
valued by residents.
1Tourism Wells Gray. (2016). Five year strategic business plan 2017–2022.
Retrieved from www.wellsgray.ca/media/documents/pdf/revised-nov-2016-twg-2017-2022-5-yr-strategic-plan.pdf
INTERLAKES | 3
The current and future experiences that INTERL AKES
will motivate travel and differentiate the DEVELOPMENT THEMES
Interlakes as a place with a compelling,
However, opportunities exist to support
sustainable visitor experience include:
natural disaster recovery success in
1. Independent touring by car and RV various short-term initiatives.
2. Camping and RVing in the area’s THEME 1: Strategically invest in targeted
parks, resorts, and recreation sites infrastructure upgrades that will
support tourism growth
3. Wells Gray Provincial Park — hiking,
paddling, cross-country skiing, THEME 2: Lead strategic growth
snowshoeing, touring to see waterfalls, through continued collaboration
and unique geological features
THEME 3: Diversify and expand the
4. Year-round fishing opportunities visitor experience
5. Quaint lakeside resort vacations THEME 4: Enable tourism business
viability and success
6. Front and backcountry outdoor
recreation — fishing, paddling, THEME 5: Balance economic growth
snowmobiling, boating, whitewater while protecting the environmental
rafting, backcountry hiking, swimming assets upon which tourism relies
7. Guest ranch vacations THEME 6: Support natural disaster
recovery success
Thirty-eight development objectives,
aligned within six themes, are described The composite nature of tourism
within this strategy, along with the necessitates collaboration in order to
organizations involved and the success succeed. Stakeholders in the Interlakes
network suggested to realize expressed a strong desire to strengthen
implementation. The first five themes collaboration throughout the planning
relate to the 10-year opportunities area and influence decisions on major
identified. The sixth theme acknowledges initiatives impacting tourism. If done
and responds to the wildfire and flood well, the appeal of the area will grow,
realities that emerged during the research new travellers will be attracted to visit,
process. Those realities will have a and some of the trends negatively
long-term impact on the planning area. impacting tourism business sustainability
and destination appeal could be
reversed to create a thriving industry
in the future.
INTERLAKES | 4
II. ACRONYMS
BCFROA BC Fishing DMO Destination RD Regional District
Resorts and Outfitters Management Organization
Association RDMO Regional
EDO Economic Destination Management
BCLCA BC Lodging and Development Offices Organization
Camping Association
EMBC Emergency SWOT Strengths,
CCCTA Cariboo Chilcotin Management BC Weaknesses, Opportunities,
Coast Tourism Association Threats Analysis
IEAInterlakes
CF Community Futures Economic Association TNG Tsilhqot’in
National Government
CMBC Cariboo Mountain MRDT Municipal and
Bike Consortium Regional District Tax TNRD Thompson Nicola
(commonly referred to as Regional District
CRD Cariboo the Hotel Tax)
Regional District TOTA Thompson Okanagan
NDIT Northern Tourism Association
DBC Destination BC Development
Initiative Trust UNWTO UN World Tourism
DDP Destination Organization
Development Program NPTG New Pathways
to Gold
PROVINCIAL MINISTRIES AND ENTITIES
AEST Ministry of Advanced EMPR Ministry of Energy, go2HR The British
Education, Skills Mines and Petroleum Columbia human resource
and Training Resources organization for tourism
AGRI Ministry ENV Ministry of JTT Ministry of Jobs, Trade
of Agriculture Environment and Climate and Technology
Change Strategy
MCS Ministry IRR Ministry of Indigenous
of Citizens’ Services FIN Ministry of Finance Relations and
Reconciliation
EDUC Ministry FLNR Ministry of Forest,
of Education Lands, Natural Resource ITBC Indigenous Tourism
Operations and Rural BC
Development
INTERLAKES | 5
LBR Ministry of Labour PSSG Ministry of Public TIABC Tourism Industry
Safety and Solicitor Association of British
MAH Ministry of Municipal General Columbia
Affairs and Housing
TAC Ministry of Tourism, TRAN Ministry of
Arts and Culture Transportation and
Infrastructure
FEDERAL MINISTRIES AND ENTITIES
DC Destination Canada ITAC Indigenous Tourism THRC Tourism HR Canada
Association of Canada
DFO Department of WED Western Economic
Fisheries and Oceans MIC Ministry of Diversification
Canada Immigration and Citizenship
INAC Indigenous and TIAC Tourism Industry
Northern Affairs Canada Association of Canada
INTERLAKES | 6
100 MILE HOUSE
Photo: Albert Normandin
1
FOREWORD AND
ACKNOWLEDGEMENTS
FOREWORD This Destination Development Strategy
is the final report resulting from a 16-month
iterative process of gathering, synthesizing,
and validating information with tourism
partners about the current state of
tourism in the Interlakes planning area of
British Columbia.
The report synthesizes primary and our partners throughout the process
secondary research gathered from was invaluable, but it is important to
multiple stakeholder conversations, note that no endorsement of this strategy
documents, plans, studies, and captures or any action listed within was obtained.
input from the project working group.
The Interlakes planning area includes
As one of 20 planning area strategies to portions of the Cariboo Chilcotin Coast
be produced between 2016 and 2019, Tourism Region and the Thompson
the Interlakes strategy contributes to Okanagan Tourism Region. In identifying
the tapestry of long-term regional and development priorities for the Interlakes
provincial planning that supports the planning area, consideration was given to
development of British Columbia as a building on the Embracing Our Potential
world-class tourism destination, offering strategic framework. Embracing Our
remarkable, authentic experiences that Potential is the Thompson Okanagan’s
exceed expectations and align with the 10-year regional tourism strategy.
provincial brand. The participation of
INTERLAKES | 7ACKNOWLEDGEMENTS Destination British Columbia’s (DBC) Special thanks are offered to members
Destination Development team, the of the working group:
Cariboo Chilcotin Coast Tourism • Dawn Rueckl, Ministry of Tourism,
Association (CCCTA), and the Thompson Arts and Culture
Okanagan Tourism Association (TOTA)
wish to thank the many tourism partners • Emily Colombo, Ministry of Forests,
in multiple communities who contributed Lands, Natural Resource Operations
to informing this strategy. and Rural Development and Regional
Lead for Wildlife Recovery
Opportunities to contribute included: • Stephanie Molina, Tourism Wells Gray
• attending community meetings • Manuela Betschart, Loon Bay Resort
• participating in surveys and/or • Lorne Richardson, Lower North
interviews Thompson Tourism Association
• contributing to and validating the • Steve Brown, Interlakes Economic
asset inventory Association
• providing relevant documents • Jude Stirling, BC Parks
We extend our sincere thanks to the • Myles Bruns, Ministry of Forests,
Indigenous peoples on whose traditional Lands, Natural Resource Operations
territories we gathered for our community and Rural Development and Regional
meetings including: Barriere, Roe Lake, Lead for Wildlife Recovery
Lone Butte, Sheridan Lake, 100 Mile
House — home of the Simpcw, • Daniel Eberle, Kayanara Resort
Tsq’escenemc (Canim Lake), and • France Robert, Ruth Lake Lodge
Stswecem’c Xgat’tem (Canoe/Dog • Deborah Young, Wildman’s Family
Creek) First Nations. Restaurant
Additionally, special thanks are offered • Julie Gilmore, South Cariboo Visitor
to the facilitators of the Interlakes Centre
destination development process:
Lesley Anderson (Project Lead)
and Nancy Arsenault of the Tourism
Café Canada.
BRITISH COLUMBIA’S WILDFIRE SEASONS
The wildfires of 2017 and 2018 were 2018 wildfires will be felt significantly in
some of the most significant in British 2018 and beyond. Gratitude is
Columbia’s history. The impacts of extended to everyone who contributed
these wildfires led to periods of to emergency services, firefighting,
devastation for many who lost homes communication, evacuation, and
and businesses. It was also a time of supporting those in need in a multitude
coming together, as communities and of ways. These events demonstrated
people reached out to help each other both the tourism industry’s fragility and
in time of need. The direct, indirect, resilience, and the strength of the
and induced impacts of the 2017 and human spirit to endure adversity.
INTERLAKES | 82
INTRODUCING
THE STRATEGY
DAWSON FALLS
Photo: Andrew Strain
The Interlakes Destination Development
Strategy was developed to enhance the
competitiveness of this tourism destination
over the next 10 years and beyond.
The strategy was developed as part of Destination BC’s Destination Development
Program. The Program is a critical part of Destination BC’s corporate strategy, and
facilitates the collaboration of local, regional, and provincial agencies, Indigenous
bands, destination marketing organizations (DMOs), tourism operators, and other
community interests to guide the long-term growth of tourism in the Interlakes region.
A. PROGRAM VISION AND GOALS
The provincial vision for the Destination Development Program is:
• BC is a world-class tourism destination that offers remarkable products and
experiences that are authentic, driven by visitor demand, exceed expectations,
and align with BC’s brand.
The provincial vision is supported by three goals:
• Make BC the most highly recommended destination in
North America.
• Create strategic 10-year plans for tourism destination development and
improve return-on-investment for government and private sector investments in
tourism assets.
• Elevate BC’s ability to compete as a premium destination while making the
province more attractive for investment.
INTERLAKES | 9FIGURE 1: Destination development brings together planning, policy, and capacity building
efforts to:
Tourism Revenue • Ensure that a destination is well positioned to make future strategic decisions.
Drivers • Address impediments to growth and capitalize on opportunities.
• Outline key assets of a destination including the main product themes/
experiences available.
• Outline key priorities for new product, infrastructure, and amenity development.
DEMAND • Identify impediments to development and tourism growth (e.g., potential policy or
capacity issues, available funding, access to funding, etc.).
MOTIVATING
INTEREST / B. PURPOSE OF THE STRATEGY
PREFERENCE
This strategy not only supports provincial goals but also:
• Provides strategic direction for the region and guidance for local and regional
planning.
+ • Enhances the Interlake’s ability to leverage their resources and programs.
• Fosters joint action and intercommunity dialogue.
The Interlakes Destination Development Strategy is intended to serve as a guide for
tourism partners as they proceed with implementation. This strategy should be
SUPPLY reviewed and updated as necessary to reflect changing tourism objectives, priorities,
and market conditions. Additionally, results should be tracked regularly to ensure
CREATING future implementation activities become more effective in increasing economic,
A COMPELLING social, and cultural benefits to the Interlakes.
VISITOR
EXPERIENCE
C. A FOCUS ON THE SUPPLY AND
EXPERIENCE
= Destination development is the mechanism whereby the natural life cycle of tourism
(e.g., development, stagnation, decline, and rejuvenation) is managed, evolves, and
remains desirable for the ever-changing consumer and hence, competitive in its
target markets. Destination development happens when industry and government
RESULT plan and work together to enhance the quality of visitors’ experiences by ensuring
tourism products, services, amenities, and practices meet and exceed visitors’
INCREASED expectations over the long term.
ECONOMIC Tourism has two primary revenue drivers — supply and demand (Figure 1). Creative
SOCIAL marketing efforts strive to generate short-term demand for a destination and create
+ CULTURAL immediate urgency for people to want to visit. Destination development focuses on
the supply side of tourism by creating a compelling visitor experience to attract new
BENEFITS
visitors and entice repeat visitation. Sharing, via social networks, like Facebook,
Twitter, and TripAdvisor, allows travellers to review their experiences and the quality
of the destination making social media an essential element of the marketing toolbox.
INTERLAKES | 10There are multiple dimensions to supply that are considered in destination development planning to enhance the visitor
experience:
• The setting in which our experiences take place, and how to including infrastructure and amenities (which are all often
access them. public in nature and used by residents as well as visitors).
• Policies that establish and maintain opportunities and • Visitor servicing programs that meet and exceed guest
growth barriers. expectations.
• The investment enhancement framework. • Capability, skills, and training our industry needs so that we
• Products and experiences matched to consumer interests, all can excel at what we do. These dimensions are highlighted
in Figure 2.
D. METHODOLOGY
The Interlakes Destination Development Strategy was The process followed a semi-structured strategic approach,
developed based on extensive, collaborative effort during a created by Destination BC, that allowed for flexibility to
16-month process that culminated in the creation of a Situation ensure the considerations of each planning area were assessed
Analysis report, and this Destination Development Strategy. and respected. A volunteer working group contributed their
expertise to review and discuss the key findings from the
The destination development planning approach was iterative Situation Analysis and helped develop the goals and supporting
and allowed multiple opportunities for stakeholder input and objectives and actions contained herein.
validation. Project completion was delayed due to the 2017
wildfires and subsequent priority recovery activities (Figure 3).
FIGURE 2: Five Dimensions of Supply — the Visitor Experience
1
SETTING,
ACCESS
+ POLICIES
VISITOR EXPERIENCE
2 INVESTMENT
ENHANCEMENT
3
EXPERIENCE
+ PRODUCT
DEVELOPMENT
4 VISITOR
SERVICING
5 CAPABILITIES,
SKILLS +
TRAINING
INTERLAKES | 11NOTE The research methodology for the Interlakes planning 100 Mile House. Additionally, changes were made to the
area was amended and the process lengthened, as a result of second in-community consultation by scheduling this
the 2017 wildfire season. The initial community consultation meeting and the working group session back-to-back, to
sessions originally scheduled for September 2017 were delayed minimize the impact on stakeholders being away from
until November. They were also modified from a full-day their businesses. See Appendix 1 for descriptive details
format to a series of smaller three-hour informal conversations of the process.
in four communities: Barriere, Roe Lake, Lone Butte, and
FIGURE 3: Key Project Timelines
ACTIVITY DATES
Pre-project staging and document gathering, asset inventory research July–September 2017
Project pause on stakeholder input activities due to the 2017 wildfire crises in BC July–September 2017
Preliminary research, data gathering, preliminary findings, begin drafting situation analysis September 2017– November 2017
Initial stakeholder survey October–November 2017
First informal in-community stakeholder consultations in Barriere, Roe Lake, Lone Butte, and 100 Mile House November 2017
Seven formal key stakeholder interviews December 2017–January 2018
Post consultation stakeholder survey: validation of preliminary opportunities and constraints, vision, and
January–February 2018
priority setting
Draft situation analysis written January–April 2018
Second in-community consultation and subsequent working group meeting in Sheridan Lake April 2018
Complete situation analysis June 2018
Draft destination development strategy written May–June 2018
Review of the Destination Development Strategy by government, working group, and RDMOs June–November 2018
Finalize the strategy, with consideration of the wildfire and flood impacts on priorities and catalyst projects December 2018
E. KEY OUTPUTS
The three key outputs from this project include:
1. An asset inventory of accommodations, tourism businesses 2. A Situation Analysis that provides detailed insights of the
and attractions, tourism organizations, food and beverage industry and Interlakes context, the planning area
establishments, parks and recreation sites, sports and assessment, and considerations.
arts facilities, meeting facilities, transportation, and
visitor services. 3. The Interlakes Destination Development Strategy.
INTERLAKES | 123
ALIGNMENT HORSEFLY
Photo: Michael Bednar
The Destination Development Strategy for Interlakes is one of three strategies that
will be prepared for the Cariboo Chilcotin Coast Region, and one of seven for the
Thompson Okanagan Region. The Interlakes is one of 20 planning areas within the
province (Figure 4).
FIGURE 4:
Twenty Destination
Development FORT
Planning Areas
NELSON
FORT
STEWART ST. JOHN
DAWSON
Northeastern BC CREEK
Gold Rush Trail
SMITHERS
Northwestern BC
PRINCE TERRACE TUMBLER
RUPERT
RIDGE
North Thompson & Nicola Valleys
KITIMAT
Haida Gwaii PRINCE
GEORGE West Kootenays & Revelstoke
QUESNEL
Chilcotin Central Coast BELLA COOLA
VALEMOUNT
WILLIAMS LAKE Highway 1 Corridor
Sea-to-Sky Corridor
Columbia Valley
Sunshine Coast
GOLDEN
PORT SALMON
HARDY REVELSTOKE
ARM
North Island CAMPBELL WHISTLER
KAMLOOPS
POWELL VERNON
RIVER
RIVER
South Central Island COMOX
SECHELT KELOWNA
NELSON KIMBERLEY
VANCOUVER PENTICTON
TOFINO HOPE CRANBROOK
NANAIMO RICHMOND
Greater Victoria UCLUELET OSOYOOS
Highway 3 Corridor
Metro Vancouver VICTORIA
Shuswap North Okanagan
Fraser Valley Okanagan Valley
Interlakes
INTERLAKES | 13Over the course of Destination BC’s Destination Development Development Strategy which, in turn, will be used to inform a
Program, each of the province’s six tourism regions will integrate Provincial Destination Development Strategy, together with all
their planning area strategies into one Regional Destination 20 planning area strategies (Figure 5).
FIGURE 5: Gold Rush Trail
Destination Development
Levels of Destination Strategy
Development Planning
CARIBOO
CHILCOTIN COAST
Chilcotin Central Coast Interlakes Destination
Destination Development
DESTINATION Development Strategy
Strategy DEVELOPMENT
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
Shuswap North Okanagan
Destination Development
Strategy Okanagan Valley
North Thompson & Nicola Valleys
Destination Development Destination Development
Strategy Strategy
Highway 3 Corridor Highway 1 Corridor
Destination Development Destination Development
Strategy Strategy
THOMPSON
OKANAGAN
Gold Rush Trail Interlakes Destination
Destination Development
DESTINATION Development Strategy
Strategy DEVELOPMENT
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
INTERLAKES | 14CROOKED LAKE
Photo: Michael Bednar
The destination development strategies
themselves will be influenced by, and where
appropriate reflect and complement, other
planning initiatives. Additionally, as this
planning area overlaps with the Thompson
Okanagan region, the Interlakes destination
development strategy will appear and be
referenced into these regional roll ups.
In addition to government planning processes related to tourism, other layers of
planning that are relevant to the destination development strategy process include:
1. ASSOCIATIONS AND AGENCIES 3. LOCAL GOVERNMENT COMMUNITY
REPRESENTING DIFFERENT TOURISM AND REGIONAL STRATEGIES: These
SUB-SECTORS (e.g., culinary, sport strategies can have direct or indirect
fishing, kayaking, boating) and services implications for tourism destination
(e.g., advocacy, human resources, development and the marketing of
marketing): These organizations play an these assets (e.g., trail development,
important role in many aspects of the zoning for commercial short-term
demand-side of tourism sector accommodation, protection of visual/
development, specifically in relation to scenic assets, commercial property tax
the involvement and interests of the frameworks, regulation of the sharing
private sector. economy, etc.).
2. DESTINATION MARKETING AND 4. INDIGENOUS BANDS, TRIBAL
MANAGEMENT ORGANIZATIONS COUNCILS, AND NATIONAL
(DMOS): The marketing and promotional GOVERNMENTS: The planning area,
(and, in some cases, destination regional, and provincial destination
development) efforts of community development strategies will impact First
DMOs are relevant to the destination Nations communities, as well as the
development strategy process, as these provincial and national associations
efforts are typically focused on the working to advance their interests, to
supply-side of a community’s tourism varying degrees.
sector (e.g., marketing the community’s
tourism assets).
INTERLAKES | 154
SUCCESS NETWORKS THE FLYING U RANCH
Photo: Michael Bednar
Successful destination development implementation. Organizations identified
implementation recognizes that “we all within each tactical success network
have a role to play”. The Interlakes will be in a position to review, locally,
Destination Development Strategy is regionally, and provincially, the potential
not intended to work in isolation or for growing tourism, by leading, or
disregard existing policy and planning supporting implementation, and action.
frameworks. Rather, the planning process It does not imply the organizations have
has brought tourism to the table in a committed to or endorsed the tactics.
coordinated fashion that will work with This strategy is intended to inform
wider policies and planning efforts. conversations that may lead to future
investments and actions, or that will
Success networks represent the clusters contribute to growing this planning area’s
of businesses and organizations (private and British Columbia’s visitor economy.
sector, government, and not-for-profit)
who are encouraged to collaborate, The regional representatives (Cariboo
bring the opportunity to fruition, and Chilcotin Coast and Thompson
implement the strategy. As such, Okanagan) have important roles to play
these strategies have been built on a as regional destination development
foundation of utilizing federal, provincial, champions. As this planning process is
regional, and local organizations, and not intended to duplicate ongoing
available resources for implementation. efforts or create new organizational
It is only by working collaboratively or administrative structures, the
in the continued planning and implementation of this strategy should
implementation of destination first be executed through existing
development that the true potential organizations, where possible.
of the Interlakes can be realized.
The following partners (Figure 6) have
Tourism partners involved throughout been identified as likely playing a
the development of this strategy role in moving a potential objective or
have articulated their desire to work action forward.
cooperatively on key aspects of
INTERLAKES | 16FIGURE 6: Organizations Informing, Enabling, Influencing the Interlakes
FEDERAL PROVINCIAL REGIONAL LOCAL INDIGENOUS
• Destination • Destination BC • Cariboo • District of 100 • Canim Lake
Canada (DBC) Regional District Mile House First Nation
• Department • Indigenous — Areas L, H • District of • Simpcw First
of Fisheries Tourism • Thompson Nicola Clearwater Nation
and Oceans Association of BC Regional District • District of • Stswecem’c
• Canadian • BC Parks – Areas A, E, O Barriere Xgat’tem
Heritage • Ministries • Cariboo Chilcotin • Local Tourism (Canoe/Dog
• Environment and Coast Tourism Associations Creek) First
-Advanced
Climate Change Association Nation
Education, Skills
• Indigenous and & Training • Thompson
Northern Affairs Okanagan
-A griculture
Tourism
• Indigenous -Energy, Mines Association
Tourism & Petroleum
Association Resources
of Canada
-Environment &
• Small Business Climate Change
and Tourism Strategy
• Western -Finance
Economic
-Forests, Lands,
Diversification
Natural Resource
Operations
& Rural
Development
-Indigenous
Relations &
Reconciliation
-Jobs, Trade
& Technology
-Municipal Affairs
& Housing Public
Safety & Solicitor
General &
Emergency BC
-Tourism, Arts
& Culture
-Transportation
& Infrastructure
INTERLAKES | 175
A DISTINCTIVE
DESTINATION
70 MILE HOUSE
Photo: Michael Bednar
OVERVIEW A. GEOGRAPHIC DESCRIPTION OF THE AREA
OF THE The Interlakes planning area includes The western side of the planning area is
PLANNING the main corridor of Highway 24 and its bounded by a portion of Highway 97 to
AREA junction with Highways 97 and 5, include the area between 70 Mile
stretching across the Bonaparte Plateau House and 100 Mile House. The
to the North Thompson Valley, including southern area includes Bonaparte Lake,
Wells Gray Provincial Park and the and the northern area is bounded by
communities of Barriere and Canim-Hendrix Rd, Canim Lake,
Clearwater (Appendix 2). Crooked Lake, and Azure Lake.
B. DESCRIPTION OF THE POPULATION
BASE, COMMUNITIES INCLUDED, AND
FIRST NATION BANDS
The geographic boundaries of the the Municipalities of 100 Mile House,
planning area cross two regional Clearwater, and Barriere, and regional
districts: the Cariboo Regional District district electoral areas: CRD Areas H
(CRD), and the Thompson Nicola and L; TNRD Areas A, E, and O. The
Regional District (TNRD). population of the planning area is
estimated at approximately 14,000.
The boundaries demarcating electoral
areas vary from the geographic Destination BC and Indigenous Tourism
boundaries identified for Destination BC (ITBC) identified, using the BC
BC’s Interlakes planning area. Economic Atlas, that there are three
First Nations whose traditional territories
Portions of five electoral areas fall within lie within this planning area; the
the Interlakes geographic planning area Tsq’escenemc (Canim Lake Band), the
definition. Population figures for the Simpcw Band3, and Stswecem’c
planning area have been estimated Xgat’tem (Canoe/Dog Creek).
using 2016 BC Stats2 census figures for
2www.bcstats.gov.bc.ca/StatisticsBySubject/Census/2016Census/PopulationHousing/MunicipalitiesByRegionalDistrict.aspx
3www2.gov.bc.ca/gov/content/employment-business/economic-development/plan-and-measure/bc-economic-atlas
INTERLAKES | 18INTERLAKES
Towns and Indigenous Communities
Highways
Lakes and Rivers
Provincial Parks and Protected Areas
1. Wells Gray Park
2. Donnely Lake Park
3. Taweel Park
ake
4. Roe Lake re L
Azu
5. Bridge Lake Park
6. Emar Lakes Park
7. Dunn Peak Protected Area
8. High Lakes Basin Park
Clear
9. Green Lake Park
wa
10. Crater Lake Park
ter La
Croo
11. Bonaparte Park ked
Lake
ke
Murtle Lake
1
DESTINATION
BRITISH COLUMBIA
TM
ake
dL
a hoo
M
Canim Lake
2
Canim Lake Indian Band
Forest Grove (Tsq'escen')
Clearwater
Deka 3
Lake
Sulphurous 5
100 Mile House Lake
4
Bridge 5
Lone Butte Lake 7
Sheridan
Lake 24
97 6
La och
R
c d es
Watch Bridge Lake
es
Lake
Little Fort
8
ke
n La
ee
Gr 9
Simpcw First Nation
(North Thompson River)
10
ke
70 Mile House Bonaparte La
USA NW
Barriere YK
11
SK
BC
AB
0 25 50 USA
KmSIMPCW FIRST NATION Traditionally, the economies in the Interlakes planning area
have been highly reliant on the land and resource-based
The Simpcw are part of the Secwepemc, or Shuswap, Nation,
sectors. Logging continues to be a major economic generator
one of 12 Bands who historically (and currently) lived in the
within the planning area and was identified by stakeholders as
Thompson River Valley. Simpcw First Nation has nearly 700
the primary economic sector competing with tourism for the
members, many of whom live in Chu Chua4.
land base.
TSQ’ESCENEMC (CANIM L AKE FIRST Logging has been, and continues to be, detrimental to
NATION) tourism due to viewscape degradation, noise pollution from
logging operations, and the destruction of trails that could be
The Tsq’escenemc (Canim Lake Band) are members of the
used to attract visitors to the area. More recently, mining has
Shuswap Nation. As people of the Northern Shuswap, they
also been impacting tourism potential with several fishing
rely on the abundant lakes in the region for their livelihood.
camps and resorts being sold to mining exploration companies.
Their vision is “Canim Lake Band: A politically and financially
These property transfers reduced the already limited
independent, healthy community, rich in Shuswap tradition
accommodation base within the region and, according to
and culture.5”
stakeholders, has resulted in land access restrictions to trails
that were previously available for various tourism uses.
STSWECEM’C XGAT’TEM FIRST NATION
(CANOE/DOG CREEK) With the pine beetle infestation devastating the logging industry,
regional districts are looking to broaden their economies
A part of the Secwepmec nation, Stswecem’c Xgat’tem were beyond resources. While forestry still contributes significantly
once two separate bands: Canoe Creek and Dog Creek. to the economy, other industries such as cattle ranching,
With a population of 745, they have a shared vision “of agriculture, tourism, and retirement sectors play a role in the
becoming an economically and politically self-sustaining planning area’s economy. The Interlakes Economic Association
community living Secwepemc culture, language and traditions (IEA) is the primary economic development organization
in a healthy and safe environment”6. with initiatives aimed at economic diversification that will
sustainably support the quality of life for residents and visitors.
C. ECONOMY BASE — The IEA is a collaborative organization that works with all
levels of government and other organizations to improve the
HISTORICAL AND CURRENT Interlakes economic future, by promoting and supporting the
Economic development planning is active within each of the creation of economic opportunities that foster job creation
regional districts and communities, primarily supported by and business in a sustainable manner7. The IEA coordinates a
economic development departments or human resources variety of events to attract visitors to the Interlakes area and
within municipalities, Regional District offices, and First not only encourages visitors to experience the many outdoor
Nations administrations. adventure activities available but also to return regularly.8
Strategies are focused on diversifying the economy in response The Simpcw First Nation’s economic development plan focuses
to changing environmental and global market conditions, as on activities that will create financial independence for the
well as increasing collaboration with First Nations. First band, enhance quality of life for its band members, and foster
Nations economic development highlights the need for capacity economic development by supporting community members’
building to support economic opportunity and employment initiatives, businesses, and investment. The plan also focuses
for its people. on leveraging its land base, both on reserve and throughout
the entire Traditional Territory, to support economic development
4www.simpcw.com/our-people.htm
5https://canimlakeband.com/about/our-people/
6https://canoecreekband.ca/
7www.ieabc.ca/about.html
8Lawson, D. (2015, March 3). Interlakes economic association events marketing plan.
INTERLAKES | 20while protecting environmentally and culturally significant planning area from 70 Mile House to 100 Mile House. Specific
lands and resources. Cultural and recreational tourism NPGS projects impacting the potential for tourism in the
development, as well as the provision of tourism services, are Interlakes planning area include contributions to the Ice Caves
identified within the plan as opportunities to be advanced9 10. at Bridge Lake, building bridges and railings at the site for safe
access, and working in partnership with the District of 100
The New Pathways to Gold Society (NPGS) supports Mile House to restore the Gold Rush Snowmobile Trail,
economic development through heritage tourism, First Nations which runs from 70 Mile House to Likely. A list of completed
reconciliation, community projects and heritage events along projects is available on their website11.
the Hope to Barkerville corridor, which touches the Interlakes
D. OVERVIEW OF TOURISM PERFORMANCE
The Interlakes planning area traverses through two of British regions, with the greater level of detail in the region managed
Columbia’s six destination management regions: The Cariboo by the Cariboo Chilcotin Coast Tourism Association
Chilcotin Coast and the Thompson Okanagan, making it (CCCTA), as more of the Interlakes planning area lies within
challenging to ascertain tourism performance for the this tourism region. However, with little data available for the
planning area. Chapter four in the Situation Analysis provides Cariboo Chilcotin Coast region, and even less at planning
a high-level snapshot of tourism performance in these two area level, it is challenging to report on tourism performance.
ACCOMMODATIONS
Detailed accommodation revenue data is available for most • The CCC and Thompson Okanagan regions are both
regions in BC, and can be found in the Provincial Tourism popular for camping.
Indicators, 2017 Year in Review report12. As the collection of • The most popular accommodation for US residents and
the new MRDT only began in the Cariboo Chilcotin Coast other international travellers was hotels, followed by
(CCC) region on May 1, 2018, there are no statistics available camping/RV Parks. US residents most often stayed in
to report for the CCC region. In 2015, the Thompson camping/RV Parks or with friends and family (Figure 8).
Okanagan (TOTA) region generated $257 million in room
revenue, or 13% of the provincial total13.
• One-third to one-half of BC residents spent nights in the
residences of friends and family, depending on the region
— the higher proportion of visiting friends and family for
BC residents is in the Thompson Okanagan region.
9
Urban Systems. (2017). Simpcw First Nation economic development plan draft report. Retrieved from www.simpcw.com/docs/2017-06-12_cedp__
draft636384679045049161.pdf?LanguageID=EN-US
10
No economic development plan was provided in the call for documents by the Canim Lake First Nation (Tsq’escenemc) or the Stswecem’c Xgat’tem First Nation (Canoe/Dog Creek).
11
newpathwaystogold.ca/projects/
12
Destination BC. (2018, May). Provincial Tourism Indicators: 2017 Year-in-Review.
13
Data tables and information in this section are from Destination BC’s 2017 Regional Tourism Profiles for the Cariboo Chilcotin Coast and Thompson Okanagan regions.
INTERLAKES | 21FIGURE 8: Cariboo Chilcotin Coast
Regional PRIMARY BC OTHER US OTHER
Accommodation by ACCOMMODATION* RESIDENTS CANADIANS** RESIDENTS** INTERNATIONAL**
Visitor Origin Friends and family 36% 27% 17% 5%
Hotel 10% 5% 5% 37%
Motel 2% 8% 15% 6%
Other commercial
5% 8% 6% 15%
fixed roof***
Camping/RV parks 17% 13% 19% 25%
Thompson Okanagan
PRIMARY BC OTHER US OTHER
ACCOMMODATION* RESIDENTS CANADIANS** RESIDENTS** INTERNATIONAL**
Friends and family 50% 37% 39% 44%
Hotel 14% 17% 20% 28%
Motel 3% 5% 8% 8%
Other commercial
6% 8% 1% 10%
fixed roof***
Camping/RV parks 18% 21% 8% 8%
*Please note the sum will not equal 100% for each market as other accommodation is not included in the table.
**Due to small unweighted sample size, use extreme caution when interpreting.
***Other commercial fixed roof could include B&Bs, wilderness lodges, or commercial vacation rentals.
INTERLAKES | 22SEASONALIT Y
The majority of visitation in both regions home to world-famous heli-skiing.
occurs primarily during the summer Visitor traffic related to winter skiing is
season, from July through September most likely not relevant to the Interlakes.
(Figure 9). BC residents and other Visitation by US and International
Canadians are more likely to travel travellers rises in the CCC in spring, which
during the winter and spring months, again, may be attributable to heli-skiing
possibly to ski. The TOTA region is home in the Chilcotin Coast planning area,
to many ski resorts and the CCC is and is not relevant to the Interlakes.
FIGURE 9: Cariboo Chilcotin Coast
Regional Seasonality SEASON BC OTHER US OTHER
by Visitor Origin OF TRAVEL RESIDENTS CANADIANS* RESIDENTS* INTERNATIONAL*
January to March 15% 27% 0% 1%
April to June 22% 14% 45% 36%
July to September 54% 53% 51% 57%
October to December 9% 5% 4% 5%
Thompson Okanagan
SEASON BC OTHER US OTHER
OF TRAVEL RESIDENTS CANADIANS* RESIDENTS* INTERNATIONAL*
January to March 14% 8% 16% 7%
April to June 24% 18% 19% 37%
July to September 45% 61% 54% 51%
October to December 18% 12% 11% 5%
*Due to small unweighted sample size, please use extreme caution when interpreting.
INTERLAKES | 23KEY VISITOR MARKETS AND THE PRIMARY
VISITOR PROFILES
• British Columbia residents make up travellers to that region. In the
the largest share of overnight visitation Cariboo Chilcotin Coast they
in both regions, but they are not represent 15% of visitation and
spending as much as visitors from 27% of spending.
farther away (Figure 10). • In the Cariboo Chilcotin Coast,
• Interestingly, in the Thompson Californian visitors are the highest
Okanagan, Albertans only represent yield representing only 2% of
19% of visitation but 28% of spending, visitation, but 12% of spending.
indicating that they are high yield
FIGURE 10: Cariboo Chilcotin Coast
Top Markets TOP 5 MARKETS
OF ORIGIN SHARE IN CARIBOO CHILCOTIN COAST
for Visitation (2014)
and Spending VISITATION SPENDING
1. British Columbia 73% 61%
2. Alberta 15% 27%
3. Washington 22% 14%
4. Germany 54% 53%
5. California 9% 5%
Thompson Okanagan
TOP 5 MARKETS
OF ORIGIN SHARE IN THOMPSON OKANAGAN
(2014)
VISITATION SPENDING
1. British Columbia 61% 44%
2. Alberta 19% 28%
3. United Kingdom 2% 3%
4. Australia 2% 4%
5. Ontario 2% 3%
INTERLAKES | 24According to the 2017 Regional Tourism In the CCC, domestic overnight travellers
Profiles, in the TOTA region in 2014, account for 85% of visitation and 70% of
domestic overnight travellers accounted related spending. International and US
for 85% of visitation and 83% of related travellers accounted for 16% and 31%,
spending. International and US travellers respectively. On average, travellers in
accounted for 16% and 18%, respectively. the Cariboo Chilcotin Coast stayed 3.3
The average spent per visitor, over all nights and spent $99 per night during
travellers, domestic, US, and international, their trip (Figure 11). BC travellers in
is $378, with an average length of stay the Cariboo Chilcotin Coast stayed 3.5
of 3.6 nights. BC travellers in the nights and spent $77 per night during
Thompson Okanagan stayed 3 nights their trip. Other Canadian travellers
and spent $90, with other Canadian stayed 2.8 nights and spent $86 per night.
travellers staying 4.9 nights and
spending $114.
FIGURE 11:
CARIBOO CHILCOTIN COAST THOMPSON OKANAGAN
Regional Trip
Characteristic Average spending
for all travellers
$321 (24% increase) $378 (2% decrease)
Comparison Average number
3.3 (2% increase) 3.6 (3% decrease)
of nights
(2014 DATA, % CHANGE OVER 2013)
Average spending
$99 $105
per visitor per night
E. KEY VISITOR MARKETS
PRIMARY VISITOR PROFILES
Success in the Interlakes will be based on
attracting niche markets — visitors with a
certain profile. There are nine primary EQ
types14 for Canada, three of which Destination
BC is targeting: Authentic Experiencers,
Culture Explorers, and Free Spirits.
The 2017 fall stakeholder engagement sessions determined that Authentic Experiencers,
Cultural Explorers, and Free Spirits are the primary target segments, as they best
align with the types of visitors currently visiting the planning area and the natural
14
Destination Canada. (2012). EQ profiles. Unpublished market research obtained from Destination Canada
INTERLAKES | 25assets of the region (Figure 12). These targets are consistent Free Spirits are more structured travellers who enjoy lodges
with the EQ types identified through the Community Tourism and resorts, but they also have a higher propensity to camp.
Foundations consultation15. Personal History Explorers align As the more adventurous travellers of the three target
well with the outdoor recreation and activity-based pursuits segments, Free Spirits enjoy winter activities including
available in this planning area and represent a potential snowshoeing, snowmobiling, dogsledding, as well as many of
secondary market. the other outdoor recreational opportunities available in the
Interlakes including fishing, canoeing, kayaking, hunting,
The Authentic Experiencers and Cultural Explorers are mountain biking, horseback riding, swimming, and geocaching.
independent travellers who enjoy multi-day touring by car,
and who tend to stay away from organized tours and want to
get off the beaten path. They enjoy a mix of self-discovery
and paid, guided activities and experiences.
15
Nicol, S. & Houiellebecq, J. (2013, July). Community tourism foundations: North Thompson Valley tourism plan — 2013–14.
FIGURE 12: Interlakes Target EQ Profiles
AUTHENTIC EXPERIENCER CULTURAL EXPLORER FREE SPIRT
Understated travellers looking for Defined by their love of constant Highly social and open-minded
authentic engagement. Most appealing travel and continuous opportunities travellers whose enthusiasm for life
activities in BC: walking, wildlife to embrace, discover, and immerse extends to their outlook on travel.
viewing, experiencing nature and local in the culture of people, and settings Experimental and adventurous, they
culture, local food and experience, of places they visit. have a penchant for risk, love shared
connecting with others. Less interested • Spontaneous experiences and opportunities for
in relaxation and shopping. • Enjoy learning about diverse cultures bragging rights.
• Spontaneous travellers • Concerned for the environment • Looking for escape and fun
• Enjoy sampling cultures • Don’t need to impress others • Enjoy social activities, events,
festivals and crowds
• Not out to impress others • Not big consumers when travelling
• More apt to travel in groups
• Not big consumers when travelling • Constant travellers
• More likely to seek familiar
• Don’t need luxury food/ • Seek cultural immersion comforts of home and want
accommodations
• Independent, unstructured travel conveniences
• Visit places where important
• Appreciation for nature travel • Seeking higher-end food and
historical events took place accommodations
• Believe the best way to experience • Visit places where important
historical events occured • Check-listers — they want to
a culture is to interact as deeply do it all
as possible • Don’t require luxury
• Samplers — they want to visit
• Enjoy being places where most the must-see attractions rather
tourists don’t go than explore in-depth
• Are OK stepping out of their • Tend to be younger and more
comfort zone likely to travel with family
• Enjoy outdoor recreational
activities and winter sports
INTERLAKES | 26F. SUMMARY OF KEY STRENGTHS, CHALLENGES, AND OPPORTUNITIES
From a tourism destination perspective, the Interlakes benefits Figure 13 summarizes, in no specific order, the key strengths,
from a range of distinct strengths. However, it also faces challenges, and opportunities for the planning area. A detailed
numerous destination development challenges, some of which list is located in Chapter Five of the Situation Analysis.
have the potential to impact the future growth and sustainability
of the tourism sector.
FIGURE 13: High Level Summary
KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES
• Business recovery after • Collaboration with adjacent
• Wells Gray Park with its
2017 and 2018 wildfires and corridor initiatives to draw
unique geological features
environmental disasters visitors into the area
• Very high concentration of impacting destination reputation • Circle route and itinerary
lakes for year-round fishing
• Limited public and alternative development to lengthen stay
• Good quality highway road transportation options • Winter tourism growth
with access to and through
• Viewscape degradation and • Enhance infrastructure and
the area
tourism asset base erosion access to attractions in west
• Abundance of backcountry from extractive industries Wells Gray
and resource roads offering
• Few purchasable guided and • Encourage new paid
circle touring opportunities
self-guided visitor activities visitor activities, services, and
• Accessible rural and back-
• Declining accommodation experiences
country resorts and camps
inventory • Explore non-traditional options
on beautiful lakes
• Staff and housing availability to enhance accommodation
• Abundance of parks and
and affordability and dining
outdoor recreation assets
and activities • Low understanding of the value • Greater collaboration amongst
of tourism stakeholders to increase referrals
• Unique guest ranches for
experiencing western cowboy • Unauthorized use, property • Strengthen Indigenous
culture destruction and user conflicts capacity for tourism
with motorized pursuits development
• Accessible backcountry for
outdoor recreation • Business and policy • Align the visitor offer and
environment that creates strengthen positioning to grow
disincentive for tourism awareness of what the area offers
investment • Tourism investment incentives
INTERLAKES | 27You can also read
