DESTINATION DEVELOPMENT STRATEGY - NORTH ISLAND
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NORTH ISLAND DESTINATION DEVELOPMENT STRATEGY
TAHSISH-KWOIS PROVINCIAL PARK
Photo: Adrian Dorst
DESTINATION BC
Seppe Mommaerts
MANAGER, DESTINATION DEVELOPMENT
Jody Young
SENIOR PROJECT ADVISOR,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
TOURISM VANCOUVER ISL AND
Calum Matthews
COMMUNITY & INDUSTRY SPECIALIST
250 740 1224
calum@tourismvi.ca
INDIGENOUS TOURISM BC
604 921 1070
info@indigenousbc.com
MINISTRY OF TOURISM,
ARTS AND CULTURE
Amber Mattock
DIRECTOR, LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
NORTH ISLAND | 2
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY.........................................................................1 7. STRATEGY AT A GLANCE................................................................ 36
II. ACRONYMS............................................................................................5 8. STRATEGIC PRIORITIES....................................................................37
THEME 1: Tourism Infrastructure
1. FOREWORD AND ACKNOWLEDGEMENTS..............................6 THEME 2: Trails and Crown Land Access
2. INTRODUCING THE STRATEGY......................................................8 THEME 3: Collaboration
a. Program Vision and Goals THEME 4: Technology
b. Purpose of the Strategy THEME 5: Industry Development
c. A Focus on the Supply and Experience THEME 6: Product and Experience Development
d. Methodology
9. IMPLEMENTATION FRAMEWORK.............................................. 55
e. Project Outputs
a. Catalyst Projects
3. ALIGNMENT.......................................................................................... 13 b. Provincial and Regional Priorities
c. Funding Programs
4. SUCCESS NETWORK........................................................................ 15
10. MEASURING AND MONITORING SUCCESS....................... 59
5. A DISTINCTIVE DESTINATION....................................................... 18
a. Geographic Description of the Area APPENDIX.................................................................................................60
b. Description of the Population Base, Communities Included, Appendix 1: Planning Considerations
and First Nations Appendix 2: Alignment Details — Plans Reviewed
c. Description of Economy Base — Historical and Current Appendix 3: International Standards for Tourism Destinations
d. Overview of Tourism Performance — Biosphere Destination Certification Criteria
e. Key Visitor Markets
f. O
verview of Tourism Assets, Infrastructure and Unique
Selling Propositions
g. Summary of Key Strengths, Challenges and Opportunities
6. A DISTINCTIVE DIRECTION............................................................27
a. Vision
b. Goals
c. Guiding Principles for Destination Development
d. Motivating Experiences
e. Development Themes
f. I nteraction of Development Themes
and Motivating Experiences
FRONT COVER PHOTO: SAN JOSEF BAY, Shayd Johnson
(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
The North Island Destination Development
Strategy was developed to enhance the
competitiveness of the planning area over
the next 10 years and beyond.
The strategy was developed as part community dialogue.
of Destination BC’s Destination The strategy is intended to serve as a
Development Program. This program guide for tourism partners as they proceed
is a critical part of Destination BC’s with implementation and should be
corporate strategy and facilitates regarded as a working document that
the collaboration of local, regional and should be tracked on a regular basis.
provincial agencies, First Nations, While tourism has two primary revenue
destination marketing organizations drivers — supply and demand, destination
(DMOs), tourism operators, and development focuses on the supply side
other community interests to guide and what is required to create a compelling
the long-term growth of tourism in the visitor experience to attract new visitors
North Island. and entice repeat visitation. The strategy
In addition to supporting the underlying is one of three that has been prepared
goals of the provincial Destination for Vancouver Island and one of 20 for
Development Program, the strategy: the province as a whole. The situation
analysis and strategy were developed
• Provides strategic direction for the over a nine-month period and based on
planning area and guidance for local an extensive, collaborative process.
and regional planning.
• Enhances the North Island’s ability to
leverage their resources and programs.
• Fosters joint action and inter-
NORTH ISLAND | 1
The North The North Island planning area With this vision in place, the
encompasses 41,043 km2 of the Mount development focus is on six themes:
Island has Waddington, Strathcona, and Comox • infrastructure
natural and Valley Regional Districts. The total
cultural wealth marked by 2016 population for the planning area is • trails and Crown land access
an intimate connection to 122,233. More than 75% of the • collaboration
population is clustered in the Campbell
the marine environment. River and Comox/Courtenay areas. The
• technology
Miles of untouched planning area includes 25 First Nations • industry development
coastline and unspoiled and four tribal councils (Kwakiutl • product and experience development
waters host countless District Council, Nuu-chah-nulth Tribal These development themes contribute
Council, Nanwakolas Council and
marine species, while vast Musgmagw Dzawada’enuwx Tribal
to the experience themes that are
integral to the vision:
rainforests support large Council). The Nuxalk and Heiltsuk reside
• marine / land eco-cultures
predators such as on the Central Coast but have traditional
cougars, wolves, and territory in the planning area. • Indigenous culture
bears. The destination is • wild encounters
THE DIRECTION
mainly built around • island livelihoods and global
The vision for the planning area is based connections
nature-based or outdoor
on the 10-year aspirations for the • bounty of land and sea
adventure tourism, but North Island expressed by tourism
also includes strong partners during the consultation THE OBJECTIVES
elements of Indigenous process. It also aligns with existing
In total, 47 objectives were identified
community plans and related planning
culture, history, the arts, for the North Island as a tourism
frameworks. The vision highlights the
and community lifestyles. underlying elements that differentiate destination for the next 10 years. These
While it benefits from a the area and form the basis for are outlined by development theme,
with priority actions, an indication of
range of strengths, it is motivating experiences.
priority, and relative timing for
also facing a number of implementation.
destination development
challenges. Some of
these challenges have the
potential to impact the
future growth and
sustainability of the
tourism sector such as
labour market
constraints, marked
seasonality, and
transportation issues.
NORTH ISLAND | 2
ACTIONS
THEME 1: TOURISM INFRASTRUCTURE
1. Create a rural roads task force that will communicate and promote the value of logging roads to
the visitor experience in the planning area.
2. Develop a Vancouver Island Transportation Plan, with a section on addressing the challenges of
moving visitors around the North Island.
3. Improve inter-community connectivity.
4. Develop a business case for coordinating more air connections to the North Island.
5. Develop an evaluation model through which boat launches, docks, marinas, and other marine
infrastructure/amenities can be listed and prioritized.
6. Prepare a Boating Development Guide to help local governments with developing infrastructure
and services that will extract more value out of visiting boaters.
7. Prepare a pre-feasibility assessment of a regional pocket cruise that would operate between
Vancouver and/or Seattle and the North Island.
8. Develop a BC Ferries communications and advocacy strategy.
9. Advocate for more user-friendly and accessible cycling destinations on the North Island.
10. Develop a signage strategy that is more responsive to visitor needs and provides consistency
across jurisdictions.
11. Support local governments’ housing initiatives that address worker and visitor housing and
accommodation options.
12. Improve cellular, broadband, and wi-fi services within the North Island.
THEME 2: TRAILS AND CROWN LAND ACCESS
13. Encourage ATV services and guided experiences, and build on the expanding trail network in the
Strathcona region.
14. Identify exceptional trails on the north coast to complement and enhance TVI’s Hiking Master Plan.
15. Encourage BC Parks to undertake new management plans for select parks in the planning area
that incorporate a much higher profile tourism mandate and management direction.
16. Examine the feasibility of a BC Parks Interpretive Visitor Centre on the North Island.
17. Update the Vancouver Island Land Use Plan and improve its relevance to tourism.
18. Develop a consistent trail sustainability program that maintains the current quality of
experience while diverting use to under-utilized trails.
19. Promote a consistent, cohesive, and acknowledged backcountry stewardship policy.
20. Catalogue, curate, and promote interpretive resources linked to the trail systems to stimulate
visitor interest and awareness of local culture.
21. Build a better baseline that will assist future development of a marine trail product on the North Island.
NORTH ISLAND | 3
ACTIONS
THEME 3: COLLABORATION
22. Create a mechanism to implement, monitor, and follow up on the Destination Development Strategy.
23. Prepare a Value of Tourism study for the North Island.
24. Encourage all ministries and Crown corporations that have the potential to influence tourism,
to state their role in tourism as an economic development priority.
25. Closely review the implementation of the North Vancouver Island Marine Plan and work through
the partnership to protect the integrity of marine and near-shore cultural and heritage resources.
26. Promote greater collaboration among local governments on tourism planning.
27. Create a tourism ambassador program to provide more memorable experiences for visitors to
the North Island.
28. Strengthen the emphasis on sustainability within the tourism sector.
THEME 4: TECHNOLOGY
29. Further develop, enhance, and expand the Vancouver Island North trails map and app.
30. Develop a tourism technology strategy for Vancouver Island that would prioritize development efforts.
31. Develop a performance measurement framework that can be used to evaluate the Destination
Development Strategy and help communities track progress on tourism.
THEME 5: INDUSTRY DEVELOPMENT
32. Enhance enterprise facilitation services by local governments and economic development agencies.
33. Promote increased tourism capacity amongst educational institutions.
34. Formulate legacy services to enhance the Remarkable Experiences program.
35. Support expansion of training programs and tourism career planning for Indigenous peoples.
36. Work with industry to expand delivery and increase uptake of tourism training programs.
37. Investigate the feasibility of a tourism mentorship program on the North Island.
38. Promote the adoption of certification standards for tourism employees.
THEME 6: PRODUCT AND EXPERIENCE DEVELOPMENT
39. Organize a study tour of best practice tourism destinations for local governments, DMOs, and
industry leaders.
40. Continue to evaluate and position visitor services so they are able to promote and facilitate
connections to North Island experiences and communities.
41. Develop new winter experiences to increase visitation in the off and shoulder seasons.
42. Encourage more excursions and day tours so visitors have more activity choices when travelling
through the planning area.
43. Develop more experiences linked to the pending accreditation of the world’s first Whale
Heritage Site on Vancouver Island North.
44. Work with First Nations and ITBC to encourage more Indigenous experiences.
45. Increase the touring appeal of rural and island communities, which target EQ segments that
have a high interest level in visiting, providing enhanced services.
46. Increase outdoor adventure experiences.
47. Increase arts and cultural heritage experiences.
NORTH ISLAND | 4
II. ACRONYMS
AEST Ministry of Advanced ICETIsland Coastal TAC Ministry of Tourism,
Education, Skills & Training Economic Trust Arts and Culture
AGRI Ministry JTTMinistry of Jobs, Trade TIABC Tourism Industry
of Agriculture & Technology Association of British
Columbia
CITZ Ministry of Citizens’ ITBC Indigenous Tourism
Services British Columbia TRAN Ministry
of Transportation
DMO Destination IRR Ministry of Indigenous
and Infrastructure
Marketing Organization Relations and Reconciliation
TVITourism
DBC Destination British LBR Ministry of Labour
Vancouver Island
Columbia
MAH Ministry of Municipal
VIEAVancouver Island
DC Destination Canada Affairs and Housing
Economic Alliance
FLNR Ministry of Forests, MAPP Marine Plan
WD Western Diversification
Lands, Natural Resource Partnership
Operations and Rural WFP Western
MRDT Municipal and
Development Forestry Products
Regional District Tax
go2HR The British Columbia (commonly referred to as WTA Wilderness
Human Resource the ‘Hotel Tax’) Tourism Association
Organization for Tourism
RSTBC Recreation Sites and
ITACIndigenous Tourism Trails British Columbia
Association of Canada
RDMO Regional
Destination Management
Organization
NORTH ISLAND | 5
BROUGHTON ARCHIPELAGO
Photo: Jordan Manley
1
FOREWORD AND
ACKNOWLEDGEMENTS
FOREWORD This Destination Development Strategy is
the final report resulting from a nine-month,
iterative process of gathering, synthesizing,
and validating information with stakeholders
about the current status and future direction
of tourism in the North Island planning area
of British Columbia.
As one of 20 destination development support the development of British
strategies that will be produced in the Columbia as a world-class tourism
province, the North Island strategy will destination offering remarkable, authentic
contribute to the tapestry of long-term experiences that exceed expectations
regional and provincial planning that will and align with the provincial brand.
NORTH ISLAND | 6
ACKNOWLEDGEMENTS Destination British Columbia, Tourism Special thanks are offered to members
Vancouver Island (TVI), and the project of the working committee:
facilitation team thank the stakeholders • Steve Emery, Owner & Committee
who contributed throughout the process Member, North Island Kayak,
by attending the community meetings, Sayward Tourism Committee
participating in surveys, stakeholder
interviews and follow-up conversations, • Erin Neely, Business Development,
and forwarding relevant documents that Pacific Coastal Airlines
provided the background information for • David Pinel, Operator & Instructor,
the situation analysis. The participation West Coast Expeditions and North
of our partners throughout the process Island College
was invaluable, but it is important to • Janet Hoare, Tourism Committee
note that no endorsement of this strategy Member, Sayward Valley Tourism
or any action listed within was obtained.
• Kirsten Soder, Executive Director,
We give thanks and acknowledge the Destination Campbell River
Kwakwaka’wakw, Nuu-chah-nulth, and • Joli White, Tourism Coordinator,
Coast Salish people on whose traditional Vancouver Island North Tourism
territories we gathered for meetings in
Port Hardy, Port McNeill, Sayward, • Conrad Browne, CEO, Kwakiutl
Campbell River, and Courtenay. Economic Development Corporation
• Lillian Hunt, Director & Operator,
We acknowledge that many significant Alert Bay Tours, ITBC Director,
agreements have been realized in this TVI Director
planning area resulting from successful
cooperation between the First Nations • Leah Knutson, Manager of
and non-Indigenous people, the private Recreation, Village of Cumberland
sector, government, non-for-profit • Aaron Miller, Section Head,
organizations, and passionate volunteers. BC Parks
• Ben Clark, Policy Analyst, Ministry
of Tourism, Arts and Culture
Special thanks are offered to the
facilitators of the North Island
destination development process:
• Jennifer Houiellebecq, Tourism
Planning Group
• Steve Nicol, Lions Gate Consulting
NORTH ISLAND | 72
INTRODUCING
THE STRATEGY
CAMPBELL RIVER
Photo: Ben Giesbrecht
The North Island Destination Development
Strategy has been developed to enhance the
competitiveness of the planning area 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, First Nations, destination marketing
organizations (DMOs), tourism operators,
and other community interests to guide the
long-term growth of tourism in the North Island.
NORTH ISLAND | 8PORT HARDY
Photo: Yuri Choufour
A. PROGRAM VISION AND GOALS
The provincial vision for the Destination • Elevate BC’s ability to compete
Development Program is as follows: as a premium destination while
making the province more attractive
BC IS A WORLD- for investment.
CLASS TOURISM Destination development brings
together planning, policy and capacity
DESTINATION THAT
building efforts to:
OFFERS REMARKABLE • Ensure that a destination is
PRODUCTS AND well positioned to make future
strategic decisions.
EXPERIENCES THAT
• Address impediments to growth
ARE AUTHENTIC, and capitalize on opportunities.
DRIVEN BY VISITOR • Outline key assets of a destination
DEMAND, EXCEED including the main product themes/
experiences available.
EXPECTATIONS, AND • Outline key priorities for new
ALIGN WITH BC’S BRAND. product, infrastructure and amenity
development.
The above vision is supported by three
provincial goals: • Identify impediments to development
and tourism growth (e.g., potential
• Make BC the most highly policy or capacity issues, available
recommended destination in funding, access to funding, etc.).
North America.
• Create strategic 10-year plans for
tourism development and improve
return-on-investment for government
and private sector investments in
tourism assets.
NORTH ISLAND | 9FIGURE 1: B. PURPOSE OF C. A FOCUS ON
Tourism Revenue THE STRATEGY THE SUPPLY AND
EXPERIENCE
Drivers The purpose of this strategy is to support
the goals of the provincial Destination Destination development is the
Development Program and: mechanism whereby the natural life
• Provide strategic direction for the cycle of tourism (e.g., development,
planning area and guidance for local stagnation, decline, and rejuvenation) is
DEMAND and regional planning. managed to ensure a destination evolves
to remain desirable for the ever-
• Enhance the North Island’s ability
changing consumer, and competitive in
MOTIVATING to leverage their resources and
its target markets.
programs.
INTEREST /
• Foster joint action and inter- Destination development happens when
PREFERENCE
community dialogue. industry and government plan and work
together to enhance the quality of a
The North Island Destination
visitor’s experience by ensuring tourism
Development Strategy is intended to
+
products, services, amenities, and
serve as a guide for tourism partners
practices meet and exceed expectations
as they proceed with implementation.
over the long term.
This document should be reviewed
and updated as necessary to reflect Tourism has two primary revenue
changing tourism objectives, priorities,
SUPPLY and market conditions. In addition,
drivers — supply and demand. Creative
marketing efforts strive to generate
results should be tracked regularly short-term demand for a destination
CREATING to ensure learnings help future and create immediate urgency for
A COMPELLING implementation activities be even people to want to visit. Destination
more effective in increasing economic,
VISITOR development focuses on the supply side
social, and cultural benefits to the of tourism by creating compelling visitor
EXPERIENCE entire North Island planning area. experiences to attract new visitors and
entice repeat visitations. In this age of
=
near instantaneous sharing of experiences
via social networks (e.g., Facebook,
Twitter) and third-party platforms
allowing the traveller to review their
experience (e.g., TripAdvisor), the
RESULT quality of the destination and the
experiences it offers is now an essential
INCREASED element of the marketing toolbox.
ECONOMIC
SOCIAL
+ CULTURAL
BENEFITS
NORTH ISLAND | 10There are multiple dimensions to supply that are considered D. METHODOLOGY
in destination development planning to enhance the visitor
experience: The North Island Destination Development Strategy was
• the setting in which our experiences take place and how to developed based on an extensive, collaborative effort during a
access them nine-month process that culminated in the creation of a
situation analysis report and this strategy.
• policies that establish and maintain opportunities and
growth barriers The destination development planning approach was highly
• the investment enhancement framework iterative, allowing for multiple opportunities for stakeholder
input and validation (Figure 3). The process, created by
• products and experiences matched to consumer interests, Destination BC, followed a semi-structured yet flexible
including infrastructure and amenities (which are often approach that ensured the distinct considerations of the
public in nature and used by residents as well as visitors) North Island planning area were assessed and respected. A
• visitor servicing programs that meet and exceed guest volunteer Working Committee contributed their expertise to
expectations reviewing and discussing the key findings from the situation
• capability, skills, and training our industry analysis and helped develop the goals, supporting objectives,
and strategies contained in this strategy.
These dimensions are illustrated below (Figure 2).
FIGURE 2:
1
SETTING,
ACCESS
Five Dimensions + POLICIES
VISITOR EXPERIENCE
of Supply — the
Visitor Experience 2 INVESTMENT
ENHANCEMENT
3
EXPERIENCE
+ PRODUCT
DEVELOPMENT
4 VISITOR
SERVICING
5 CAPABILITIES,
SKILLS +
TRAINING
NORTH ISLAND | 11FIGURE 3: ACTIVITY DATES
Key Project Project staging and document review May, 2017
Timelines First in-community consultation at two locations: May, 2017
• Courtenay
• Port Hardy
Destination audit
Second in-community consultation at three locations: November–
• Campbell River December, 2017
• Port McNeill
• Comox
Interviews and industry survey
Draft Situation Analysis September–
December, 2017
Priority setting and review of preliminary findings December–
with the Working Committee January, 2018
• Workshop in Sayward
• Interviews with stakeholders
• Draft Destination Development Strategy January–
• Review of the Draft Strategy and Draft Situation Analysis by the February, 2018
Working Committee
• Follow-up teleconference session with the Working Committee to
discuss/refine strategies
• Additional interviews with select stakeholders
Finalization of the Situation Analysis and the Destination March 2018
Development Strategy
E. PROJECT OUTPUTS
The three key outputs from this 2. A Situation Analysis report that
project include: provides foundational research related
1. An asset inventory of accommodation, to the North Island, access and
tourism businesses and attractions, infrastructure, key tourism assets, key
tourism organizations, food and beverage markets, a destination assessment,
establishments, parks and recreation sites, and priority planning area considerations
sports and arts facilities, meeting facilities, to inform the development of the
transportation, and visitor services. Destination Development Strategy.
3. This Destination Development Strategy.
NORTH ISLAND | 123
ALIGNMENT CAPE SCOTT PROVINCIAL PARK
Photo: Shayd Johnson
The North Island Destination Development
Strategy is one of three that has been
prepared for Vancouver Island, and one
of 20 for the province as a whole (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
NORTH ISLAND | 13The two other planning areas within the Vancouver Island
region are:
South Central Island and Greater Victoria. Over the course It is important to recognize that visitors do not make travel
of Destination BC’s Destination Development Planning decisions based on artificial boundaries created by governments
Program, each of the province’s six tourism regions will and organizations. As a result, planning areas span multiple
integrate their planning area strategies into one Regional jurisdictions thus reinforcing the importance of an integrated
Destination Development Strategy which, in turn, will be used approach with a shared vision and prioritized investments.
to inform a Provincial Destination Development Strategy.
The destination development strategies themselves will be
influenced by, and where appropriate, reflect and complement
other planning initiatives.
FIGURE 5: North Vancouver Island
Destination Development
Levels of Destination Strategy
Development Planning
VANCOUVER
South Central Island ISLAND Greater Victoria
Destination Development DESTINATION Destination Development
Strategy DEVELOPMENT Strategy
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
NORTH ISLAND | 144
SUCCESS NETWORK STRATHCONA PARK
Photo: Boomer Jerritt
Successful destination development
implementation recognizes that we all have a
role to play. The North Island Destination
Development Strategy is not intended to
work in isolation or disregard the existing
policy and planning framework that already
exists. Rather, this planning process brought
tourism to the table in a coordinated fashion
to work within the context of wider policies
and planning efforts.
Success networks represent the clusters implementation of destination
of businesses and organizations who are development that the true potential
encouraged to collaborate and work in of the North Island be realized.
harmony to bring the opportunity to
fruition, and implement the strategy. Tourism partners throughout
As such, these strategies have been the development of this strategy have
built on a foundation of utilizing federal, articulated their desire to work
provincial, regional and local organizations, cooperatively on key aspects
and available resources for implementation. of implementation.
It is only through working collaboratively
in the continued planning and
NORTH ISLAND | 15The following partners have been identified collectively through the strategy development process as likely playing a role in
moving a potential objective or action forward:
FIGURE 6: Key Governmental and Management Organizations
FEDERAL FIRST NATIONS PROVINCIAL REGIONAL LOCAL
• Destination • Kwakiutl • Destination BC • Tourism • Regional Districts
Canada District Council (DBC) Vancouver of Mount
• Indigenous • Nuu-chah- • Indigenous Island Waddington,
Tourism nulth Tribal Tourism BC • Vancouver Strathcona,
Association Council Island North Comox Valley
• Ministries/
of Canada • Nanwakolas Agencies: Tourism • Municipalities
• Western Council • Island Coastal of Port Hardy,
-Tourism, Arts Port McNeill,
Economic • Musgmagw and Culture Economic Trust
Diversification Alert Bay, Port
Dzawada’enuwx -Indigenous • Vancouver Alice, Sayward,
• Parks Canada Tribal Council Relations and Island Zeballos, Tahsis,
• Canadian Reconciliation Economic Gold River,
Heritage Alliance Campbell
-Transportation
• Community River, Comox,
• Public and
Futures of Courtenay,
Works and Infrastructure
Mount Cumberland
Government -Forests, Lands,
Services Waddington, • Discovery Island
Natural Strathcona,
Canada Chamber
Resource Alberni of Commerce
Operations Clayoquot
and Rural • Port Hardy
Development • North Island Chamber
College of Commerce
-Operations,
incl. Rec Sites • Strathcona • Hornby Island
and Trails Wilderness Chamber
& Heritage Institute of Commerce
-Environment • Vancouver • Tourism
Island Spine Campbell River
-BC Parks Trail Association
• Comox Valley
-A griculture
Economic
• go2HR Development
Society
NORTH ISLAND | 16ALERT BAY
Photo: Destination BC
THIS STRATEGY IS
INTENDED TO INFORM
ACTIONS FOR THE
FUTURE, WHICH
OVER TIME MAY BE
EMBEDDED IN THE
LOCAL, REGIONAL,
AND PROVINCIAL
DECISION MAKING.
The result will be an integrated system
of priorities that will achieve better
development decisions, drive greater
tourism revenues, and realize benefits
for businesses and communities on the
North Island. All of this will contribute to
a thriving, vibrant, and growing economy.
Joint strategy ownership among all
planning area tourism partners is a critical
component of this program’s success.
The planning process identifies a
suggested success network of tourism
partners to champion and move actions
within each objective forward. However,
during implementation, leads and involved
parties would need to be verified. In many
instances, executing on an initiative may
require sharing responsibilities, and
entities listed will be responsible to lead
their own areas.
The regional representatives for Vancouver
Island will have an important role to play
in championing regional destination
development. As this planning process is
not intended to duplicate ongoing efforts
or create new organizational or administrative
structures, the implementation of this
strategy should first be executed through
existing organizations, where possible.
NORTH ISLAND | 175
A DISTINCTIVE
DESTINATION
TRADITIONAL SALMON BAKE, SPRING ISLAND
Photo: Mason Mashon
OVERVIEW OF A. GEOGRAPHIC DESCRIPTION OF THE AREA
NORTH ISLAND
The North Island planning area encompasses
41,043 km2 of the Mount Waddington,
Strathcona, and Comox Valley Regional
Districts. The total 2016 population was
122,233, with more than 75% of people
clustered in the Campbell River and Comox/
Courtenay areas.
The Comox Valley Regional District The Strathcona Regional District has
covers an area of 2,425 square a land area of 18,330 km² and a 2016
kilometres, and serves a population of census population of 44,671. Major
66,527 according to the 2016 Census. communities include Campbell River,
Major communities include Courtenay, Sayward, Gold River, Tahsis, and
Comox, and Cumberland. The regional Zeballos. Its electoral areas include
district borders extend east to Denman Area A (Kyuquot/Nootka-Sayward),
and Hornby Islands. Area B (Cortes Island), Area C
(Discovery Islands-Mainland Inlets),
and Area D (Oyster Bay-Buttle Lake).
NORTH ISLAND | 18USA NW
YK
SK
BC
AB
USA
Wuikinuxv First Nation
(Oweekeno)
Dzawada'enuxw First Nation
Tlatlasikwala (Tsawataineuk)
First Nation Gwawaenuk Tribe
Gwa'sala-'Nakwaxda'xw Nation Kwakiutl Indian Band Kwicksutaineuk/
1 Ah-Kwa-Mish Tribes
Port Hardy 2
Sointula
Quatsino First Nation Da'naxda'xw/Awaetlala
First Nation (Tanakteuk Indian Band)
Winter Port McNeill Alert Bay
Harbour Mamalilikulla
30 'Namgis First Nation Tlowitsis Nation
First Nation Kwiakah
3 First Nations
Port Alice
4
Sayward
19
Woss
5 Quadra
Island Klahoose
7 9 First Nation
Cortes
We Wai Kum First Nation Island
6 Nuchatlaht 8 (Campbell River Indian Band)
First Nation We Wai Kai First Nation Campbell River
Ka:'yu:'k't'h'/Che:k:tles7et'h' Zeballos (Cape Mudge Indian Band)
First Nation (Kyoquot) Tahsis
28 Homalco (Xwemalhkwu)
Mowachaht/Muchalaht Indian Band
Ehattesaht First Nation
First Nation
NORTH ISLAND Gold River
Courtenay Comox
Towns and Indigenous Communities K'ómoks (Comox)
11 Cumberland First Nation
Highways Hornby Island
Lakes and Rivers 10
Provincial Parks and Protected Areas Denman Island
1. Cape Scott Park
2. Broughton Archipelago Marine Park
3. Lower Tsitika River Park
4. Nimpkish Lake Park
5. Brooks Peninsula Park (Muqqiwn)
6. Checleset Bay Ecological Reserve
7. Tahsish Kwois Park
8. Woss Lake Park
9. Schoen Lake Park
10. Hesquiat Peninsula Park
11. Strathcona Park
DESTINATION
BRITISH COLUMBIA
TM
0 50 100
KmQUADRA ISLAND
Photo: Brian Caissie
The Regional District of Mount Baynes Sound (Buckley Bay-Denman),
Waddington has a land area of 20,288 Lambert Channel (Denman-Hornby),
km² and a 2016 population of 11,035. Discovery Passage (Campbell River-
Major communities include Port Quadra), Sutil Channel (Quadra-Cortes),
McNeill, Port Hardy, Port Alice, and Broughton Strait (Port McNeill-Alert
Alert Bay. The regional district takes in Bay), and Discovery Coast Connector
the adjoining lower Central Coast region (Port Hardy-Central Coast).
centered on the Queen Charlotte
Strait, but there are no incorporated There are 62 airports, aerodromes, and
communities on the mainland. helipads/ports in the planning area,
including those operated by the Coast
Guard, health authorities and National
THE PLANNING AREA IS
Defence. Scheduled air flights are
A GATEWAY TO COASTAL available at the Comox, Campbell River,
and Port Hardy airports. Airport
BC, AS WELL AS A
shuttle services, taxis, and car rental
POPULAR DESTINATION agencies are available as well.
IN ITS OWN RIGHT. PORT BC Transit offers local bus services in all
HARDY IS A MAJOR municipalities across the planning area
except those on the west coast.
TRANSIT POINT,
The North Island has four key corridors.
GATEWAY, AND STAGING The original Island Highway (19A)
AREA FOR THE CENTRAL follows much of the eastern coastline
between Port Hardy and Nanaimo. At
AND NORTH COASTS
Campbell River, it intersects the Inland
OF BRITISH COLUMBIA, Island Highway (19). The majority of
traffic across the planning area is on
ACCESSED VIA THE BC
Route 19. Two east-west highways
FERRIES INSIDE PASSAGE provide access to the west coast, Route
28 from Campbell River to Gold River,
AND DISCOVERY COAST
and Route 30 to Port Alice via Route 19.
CONNECTOR ROUTES.
Coastal communities are served by 32
BC Ferries maintain eight routes on the ports, with the majority managed by
North Island, the major one being the local authorities, and a small number
Inside Passage, from Port Hardy to operated by the Department of Fisheries
Prince Rupert. Others include Georgia and Oceans.
Strait North (Comox-Powell River),
NORTH ISLAND | 20PORT HARDY
Photo: Kimberley Kufaas
B. DESCRIPTION
OF THE POPULATION
BASE, INCLUDED
COMMUNITIES, AND
FIRST NATIONS
The planning area includes communities
from the Comox Valley Regional
District, Strathcona Regional District,
and the Mount Waddington Regional
District. Municipalities include: Comox,
Courtenay, Cumberland, Campbell
River, Gold River, Tahsis, Gold River,
Sayward, Zeballos, Alert Bay, Port
Alice, Port Hardy, and Port McNeill.
THE POPULATION OF
THE PLANNING AREA
WAS 122,161 IN 2016,
WITH POPULATION
GROWTH AVERAGING
1.7% BETWEEN 2011
AND 2016. SMALLER
REMOTE COMMUNITIES
HAVE BEEN LOSING
POPULATION OVER
THE LAST DECADE.
There are 25 First Nations and four tribal
councils (Kwakiutl District Council,
Nuu-chah-nulth Tribal Council,
Nanwakolas Council, and Musgmagw
Dzawada’enuwx Tribal Council) in the
planning area, with an estimated 2016
population of 16,076. The Nuxalk and
Heiltsuk reside on the Central Coast
but have traditional territory in the
planning area.
NORTH ISLAND | 21NAMGIS BURIAL GROUNDS, ALERT BAY
Photo: Nathan Martin
C. DESCRIPTION
OF ECONOMY BASE
— HISTORICAL
AND CURRENT
The economic base of the planning area
is dominated by forestry and the public
service, but there is considerable variation
among sub-regions and individual
communities. Campbell River and Port
Hardy have the highest reliance on
forestry for total community income,
with the Alert Bay area and the Comox
Valley much less reliant. The Comox
Valley has easily the most diversified
economy, with agriculture, mining,
construction, and transportation all
accounting for equal portions, together
with the growing significance of education,
health services, aerospace industries,
and aquaculture. Comox is the home
base of CFB 19 Wing Comox, which is
the largest economic generator in the
immediate area. Manufacturing other
than forest products, high technology,
and agri-food production is also more
widespread in the Strathcona and Comox
Valley regional districts than in Mount
Waddington. The public sector and
non-employment sources of income
are very important to the regional
economy, accounting for close to half
of all income. The primary industries are
significant to the Mount Waddington
economy, with this area being one of
the most important timber production
areas in Canada, and the location of
one of the few specialty cellulose mills
(sulphite pulp) on the continent. It is
also home to approximately half the
farmed salmon production on the BC
Pacific Coast. Tourism accounts for
between 5% and 7% of the economic
base, with Campbell River and the
Comox Valley on the higher end and
Mount Waddington on the lower1.
1Horne, Garry. 2009. British Columbia Local Area
Dependencies-2006. BC Stats.
NORTH ISLAND | 22CAMPBELL RIVER
Photo: Jordan Dyck
D. OVERVIEW OF TOURISM PERFORMANCE
• There are few indicators available to driven rapid growth over the last few
measure the performance of the years, while Comox airport passenger
tourism industry as a whole for the numbers grew by 5%4.
entire planning area. The data that • All eight Northern Island BC Ferries
exists includes room revenue, visitor routes generated overall lower
centre statistics, air passengers, BC volumes in 2016 when compared to
ferry traffic, highway volumes, and 2009. Total passenger volumes
parks attendance. during this period were down 4.5%,
• Year over year MRDT revenues from 5.9 million to 5.6 million. The
declined between 2010 and 2012, greatest percentage decrease was on
but grew strong through to 2015 the Powell River to Comox Route
when close to $42 million was (8.3%). It is believed the decline in
earned2. The growth in revenue was passenger volumes since the 2008
partially attributable to an increasing recession is partly attributable to
inventory of properties; 75 in 2015 increased prices and service cuts on
versus 57 in 2010. Average per many routes. A general uptrend in
property revenues also rose from volumes since 2014 coincides with
approximately $300,000 in 2010 temporary fare discounts and an
to $555,000 in 2015. increase in international visitors.
• Visitor Centre attendance has • Aggregate highway traffic volumes
declined 20% since 2012, with Alert for the three permanent count
Bay the only Visitor Centre reporting stations in the North Island has risen
an increase (46%). The other five 1.7% annually between 2007 and
Visitor Centres all saw a drop-off in 2016, while summer average daily
attendance, although Comox was traffic was in the same range. However,
down only marginally. The disruption growth has been concentrated on the
of ferry service to the Central Coast southern routes around Comox,
is believed to be partially to blame for Courtenay, and Campbell River.
this. Attendance is heavily weighted • There are 51 provincial parks in the
to the summer months, with 56% North Island planning area, many
occurring in the peak July to September of which do not track attendance
period and 68% when June is included. because there are no campgrounds
• Air passenger traffic in Comox and or visitor amenities. For the 2013 to
Campbell River for the summer of 2015 period, average annual
2016 saw a 20% increase in both attendance was 684,143, a growth
airports compared to their summer of 35% over the average of 507,880
2011 equivalents3. Looking only at in the 2006 to 2008 period. In
2016 over the previous year, Campbell comparison, attendance growth for
River declined by 3%, reflecting a all of Vancouver Island and BC were
local slowdown in construction and 5% and 8%, respectively.
other economic activity that had
2MRDT data is aggregated for Central and North Island by BC Stats — this aggregation includes the communities of
Alert Bay, Courtenay, Port Alice, Mount Washington, Nanaimo, Port Alberni, Port Hardy, Port McNeill and Qualicum.
3Island Coastal Economic Trust, Air Passengers (Updated December 2016).
4Destination BC, May 2017, Vancouver Island Regional Profile.
NORTH ISLAND | 23E. KEY VISITOR MARKETS
Recent research5 conducted by both Tourism Campbell River Visitor Centre attendance for the North Island indicated 43%
and Region (CRR) and Vancouver Island North (VIN) during were from BC, followed by Europeans at 23%, US at 14%,
the summer of 2015 has produced valuable insights into the and rest of Canada at 8%.
planning area’s visitors. While the two regions are destinations Many of the existing experiences align well with the activities
for a significant proportion of their visitors, as much as one-third that motivate travel with the three Explorer Quotient market
of visitors are en-route to another destination. The data also segments that Destination BC targets — Authentic
shows that nature-based activities and cultural heritage Experiencers, Cultural Explorers, and to a lesser extent, Free
attractions are important to the visitor experience. Spirits. For these markets the natural landscape of mountains,
This visitor profile reflects and reinforces the Vancouver coastline, forests, and wildlife create a competitive advantage
Island visitor profile which shows that beaches, parks, hiking in the Canadian context, as do the waterfront resorts within
and backpacking, boating, and wildlife viewing are all popular the planning area. The latter include both front and backcountry
activities. However, US visitors tend to prefer historical and facilities. While there are no national parks on North Island,
cultural sites more than either Canadian or other international there are several provincial parks with outstanding scenery and
visitors6. The top five markets were BC residents, Washington wildlife viewing opportunities — another demand generator
State, Alberta, Australia, and Ontario. Visitor Centre data, for these EQ markets. Heritage and cultural experiences have
while not necessarily representative, does show a divergence great potential but are under-utilized. It should be noted that
from the Vancouver Island profile. In 2015–2016 aggregate many elements of Indigenous culture in the planning area are
globally significant.
F. OVERVIEW OF TOURISM ASSETS, INFRASTRUCTURE AND UNIQUE
SELLING PROPOSITIONS
The North Island is a planning area of natural and cultural wealth
marked by an intimate connection to the marine environment. Miles
of untouched coastline and unspoiled waters host countless marine
species, while vast rainforests support large predators such as
cougars, wolves, and bears.
This abundance is spread across front, mid and backcountry opportunities for iconic wildlife viewing and nature observation,
areas, with the latter characterizing the extensive mainland the largest concentration of caves in North America, globally
portion of the planning area. recognized scuba-diving opportunities, outstanding kayak and
canoeing settings, internationally famed sport fishing experiences,
The land-based and marine-based ecotourism and adventure marine cruising, mountain biking and road cycling, alpine and
tourism assets and experiences include: a range of outstanding Nordic skiing, championship golf courses, and well-recognized
provincially protected areas of beaches, an array of landscapes garden collections.
and ecosystems, over 260 recreation sites, wide ranging
5
Tourism Campbell River & Region, December 2015, Visitor Profile — Summer 2015; Vancouver Island North,
November 2015, Visitor Profile — Summer 2015
6
Destination BC, May 2017, Vancouver Island Regional Tourism Profile.
NORTH ISLAND | 24COMOX
Photo: Boomer Jerritt
While the planning area is predominantly network of studios and art galleries in
built around nature-based or outdoor virtually every community. There are
adventure tourism, it has strong elements performing arts at the Sid Williams
of Indigenous culture, history, the arts, Theatre in Courtenay and the Tidemark
and community lifestyles. Indigenous Theatre in Campbell River. Over 100
occupation and culture can be traced annual events and festivals are hosted
back millennia. The traditional big houses, within the planning area, with various
totem poles, and other living culture are cultural, nature, harvest, and arts
still much in evidence. European themes all contributing to the arts
settlement, dating to the 1800s, is the heritage of North Island. The increasingly
foundation of many settled communities, popular Vancouver Island MusicFest in
former fishing villages and farmland. Courtenay features roots and world
music, while some of Canada’s top
The planning area includes the traditional artisans gather annually at the Filberg
home of the Kwakwaka’wakw (East Festival in Comox, which has the largest
Coast of Vancouver Island and mainland) juried art show in Western Canada.
and the Nuu-chah-nulth (West Coast Campbell River Salmon Fest offers
of Vancouver Island). Namgis/Alert Bay logger sport competitions while the
is the location of the U’Mista Cultural Summer Salmon Sizzler is two days of
Centre, Canada’s longest running First salmon cooking competitions with live
Nations museum and cultural centre, music, beer and oyster tasting. The BC
founded in 1980 as a ground-breaking Seafood Festival in Comox has become
project to house potlatch artifacts. On the largest seafood festival in Western
Quadra Island, the Kwagiulth Museum Canada. With festivals of this nature, a
and Cultural Centre on Cape Mudge growing number of farmers’ markets,
(Wewaikai) houses items that were and new emerging product such as the
confiscated by the federal government Comox Valley Farm Cycle Tour, the
in the early 1900’s in their attempt to focus on local foods is growing and the
suppress Indigenous culture. The significance of this as part of the visitor
Tsa-Kwa-Luten Lodge beyond Cape experience is increasing.
Mudge is a large wood and glass longhouse
which provides further exposition of the The planning area has two distinct
Kwakwaka’wakw culture, and the planning sub-regions. While they both share the
area offers a variety of Indigenous tours overarching landscape of mountains,
and galleries. forests, and a captivating coastal
environment, the Comox-Strathcona
The heritage of European settlers and region is the more urban of the two, with
contemporary culture can also be explored major communities and service centres
in a number of other locations, from the in Campbell River and the Comox
Whale Interpretive Centre in Telegraph Valley. The northern sub-region of
Cove and the Comox Air Force Mount Waddington has small, rural
Museum, to a range of community communities linked by the Island Highway
museums, galleries, craft shops, and and coastal waterways with access to a
heritage trails. The number of artists and remote but accessible natural environment
artisans has grown and there is now a of equal parts water and land.
NORTH ISLAND | 25The area is accessible by highway from south central Vancouver River, and Port Hardy airports. Airport shuttle services, taxis
Island, ferry (car and walk-on service), airplane, floatplane, and and car rental agencies are available. The four highway corridors
by motor-coach. BC Ferries maintains eight routes, and there include the original Island Highway (19A), the Inland Island
are 32 ports, and 62 airports, aerodromes, and helipads/ports. Highway (19), Route 28 from Campbell River to Gold River,
Scheduled air flights are available at the Comox, Campbell and Route 30 to Port Alice via Route 19.
G. SUMMARY OF KEY STRENGTHS, CHALLENGES
AND OPPORTUNITIES
From a tourism destination perspective, the North Island strengths and address these challenges, the area’s tourism
planning area benefits from a range of strengths. However, it stakeholders have identified a range of opportunities. These
is also facing a number of destination development challenges, opportunities form the foundation of the North Island Destination
some of which have the potential to impact the future growth Development Strategy. The key strengths, challenges, and
and sustainability of the tourism sector. To build on these opportunities are summarized below in no particular order.
FIGURE 7: Strengths, Challenges, and Opportunities
KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES
• Natural, wild landscapes • Regional, industry • Community buy-in,
• Provincial parks cooperation commitment to tourism
• Alpine areas • Land management • Cooperative planning
• Karst/caves • Housing • Build a hospitality culture
• Islands and inlets • Labour market issues • Sustainability principles
• Trails • Carrying capacity • Experiences that show
• Awareness of tourism “our DNA”
• Wildlife, marine/ terrestrial
• Highway conditions • Indigenous experiences
• Yuquot/Friendly Cove
• Seasonality • Higher-end, higher-yield
• Inside Passage products
• Great Bear Rainforest • Interpretive signage
• Interpreting authenticity
• Authentic Indigenous • Transportation
and transit services • Marine services
experiences
• Marine and ferry • Wildlife interpretation
• Remote, iconic lodges
infrastructure • Showcase small
• Sport fishing communities
• High business costs
• Regional service centres • Labour market partnerships
• Export-ready product
NORTH ISLAND | 266
A DISTINCTIVE
DIRECTION
NORTH VANCOUVER ISLAND
Photo: Steven Fines
THE DIRECTION A. VISION
FOR THE The following 10-year vision has been created, based on the 10-year aspirations for
the North Island expressed by tourism partners during the consultation process,
STRATEGY while also seeking to align with existing community plans and related planning
frameworks. The goals, strategies, and actions within this plan have been prioritized
to achieve the elements identified within this vision.
The vision has been written as a two-part statement. The initial phrase relates to the
visitor experience, and the secondary phrase relates to the aspirations for the
tourism industry within the planning area.
THE NORTH ISLAND WILL BE RECOGNIZED
GLOBALLY FOR ITS UNIQUE TERRAIN,
COASTLINE, WILDLIFE AND ECOSYSTEMS;
ITS MARINE AND LAND-BASED ADVENTURE;
ITS YEAR-ROUND OPPORTUNITY TO BE IMMERSED IN THE
ATMOSPHERIC SOLITUDE OF THE WILDS; THE INDIGENOUS
CULTURE; AND THE WELCOMING RANGE OF DISTINCTIVE
COMMUNITIES THAT PORTRAY AN ENGAGING ARRAY OF
COASTAL LIFESTYLES AND TRADITIONS.
THE TOURISM INDUSTRY WILL WORK IN RESPONSIBLE
COLLABORATION WITH ALL PARTNERS, RIGHTS HOLDERS,
AND LEVELS OF GOVERNMENT TO ENSURE THAT THE
PLANNING AREA’S INHERENT ENVIRONMENTAL AND
CULTURAL VALUES ARE RESPECTED, AND THAT THE VISITOR
IS TRULY INSPIRED BY ITS WARMTH OF HOSPITALITY, AND ITS
EMPHASIS ON DELIVERING REMARKABLE EXPERIENCES.
NORTH ISLAND | 27CAMPBELL RIVER
Photo: Graeme Owsianski
B. GOALS C. GUIDING
Three inter-related destination
PRINCIPLES FOR
development goals have been identified DESTINATION
to support the vision for North Island: DEVELOPMENT
1. Develop distinctive experiences with
a high level AS THE JOURNEY OF
of market appeal
DESTINATION
2. Build a year-round visitor economy DEVELOPMENT
3. Disperse the benefits of tourism CONTINUES IN THE
throughout the North Island
NORTH ISLAND
In addition, the Destination BC PLANNING AREA,
Destination Development Program
provides two common provincial goals CHOICES WILL HAVE TO
that all 20 planning areas around BC BE MADE
will support:
AND PRIORITIES SET.
1. Lead Canada in growth of overnight
visitor expenditures Guiding principles were discussed by
stakeholders, and it was agreed that the
2. Secure the highest Net Promoter
Destination Development Strategy and
Score in North America
related decision-making:
• Supports and enhances existing
community values and aspirations
• Builds on core attributes that make
the destination distinctive
• Recognizes sustainability as the
underlying core value
• Aligns with provincial strategic
priorities that relate to tourism
• Promotes collaboration and
inclusivity as the basis of
making progress
• Celebrates and respects the role of
First Nations in shaping today’s
landscape and cultural heritage
NORTH ISLAND | 28NEAR QUADRA ISLAND
Photo: Graeme Owsianski
D. MOTIVATING EXPERIENCES
An identification of the key motivating
experiences that will set the destination
apart as a competitive and sustainable
destination, and will entice the visitors we
want to visit, is an important step in
developing the strategy. Differentiating the
North Island and making it truly distinct in
terms of these experiences will increase the
strength of the planning area.
The first step in identifying the strategy is to work together to ensure
experience potential for the planning there is a collective mass of activities for
area involves developing an each of these experience themes to
understanding of the key attributes motivate travel to the North Island as
and personality of the North Island. a destination.
The following figure depicts the key
attributes and experience themes, Throughout the strategy development,
and the words and phrases that capture discussions were guided by keeping the
the essence of the North Island (as desired consumer in mind, predominantly
perceived by the stakeholders involved the Authentic Experiencer and the
in the planning process). Cultural Explorer from near-in regional
markets and overseas — particularly
Visitor experiences that encapsulate Europe.
this personality, and focus on leveraging
these attributes and the underlying five Further information is provided to
experience themes, are going to highlight potential opportunities for
strengthen the distinctiveness of the each experience theme.
North Island and its overall positioning
in the marketplace. A key focus of this
NORTH ISLAND | 29You can also read
