DESTINATION DEVELOPMENT STRATEGY - OKANAGAN VALLEY - Destination BC
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FINTRY Photo: Andrew Strain DESTINATION BC Seppe Mommaerts MANAGER, DESTINATION DEVELOPMENT Jonathan Heerema SENIOR PROJECT ADVISOR, DESTINATION DEVELOPMENT destinationdevelopment@destinationbc.ca 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 Greg Hopf INDIGENOUS TOURISM SPECIALIST 250 860 5999 EXT. 208 indigenous@totabc.com OKANAGAN VALLEY | 2
TABLE OF CONTENTS I. EXECUTIVE SUMMARY.........................................................................1 Tourism Strategy II. ACRONYMS............................................................................................6 6. A DISTINCTIVE DIRECTION...........................................................30 a. Vision 1. FOREWORD AND ACKNOWLEDGEMENTS..............................7 b. Goals 2. INTRODUCING THE STRATEGY......................................................9 c. Guiding Principles for Destination Development a. Program Vision and Goals d. Motivating Experiences b. Purpose of Strategy e. Development Themes c. A Focus on the Supply and Experience f. Interaction of Development Themes and Motivating Experiences d. Methodology 7. STRATEGIC PRIORITIES................................................................... 36 e. Project Outputs a. Objectives and Actions 3. ALIGNMENT.......................................................................................... 14 8. IMPLEMENTATION FRAMEWORK.............................................. 58 4. SUCCESS NETWORK........................................................................ 16 a. Catalyst Projects b. Provincial and Regional Priorities 5. A DISTINCTIVE DESTINATION....................................................... 19 c. Funding Programs a. Description of the Population Base, Communities included, and First Nations 9. MEASURING AND MONITORING SUCCESS......................... 63 b. Description of Economy Base — Historical and Current c. Overview of Tourism Performance APPENDIX................................................................................................. 64 d. Key Visitor Markets Appendix 1: Planning Considerations e. Overview of Tourism Assets, Infrastructure, and Unique Appendix 2: Alignment Details — plans reviewed Selling Propositions f. Summary of Key Strengths, Challenges, and Opportunities g. Development Context — the Thompson Okanagan Regional FRONT COVER PHOTO: KETTLE VALLEY RAILWAY, Kari Medig (C) 2017 — 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 I. EXECUTIVE SUMMARY The Okanagan Valley Destination Development Strategy has been developed to enhance the competitiveness of the planning area over the next 10 years and beyond. This strategy is part of Destination BC’s • Foster joint action and inter- Destination Development Program. community dialogue The Program is a critical part of The strategy is intended to serve as a Destination BC’s corporate strategy guide for tourism partners as they and facilitates the collaboration of proceed with implementation and should local, regional, and provincial agencies, be tracked on a regular basis. While First Nations, destination marketing tourism has two primary revenue drivers organizations (DMOs), tourism operators, — supply and demand, destination and other community interests to guide development focuses on the supply side the long-term growth of tourism in the and what is required to create a compelling Okanagan Valley. visitor experience to attract new visitors In addition to supporting the underlying and entice repeat visitation. This goals of the provincial program, the document is one of seven strategies purpose of the strategy is to: prepared for the Thompson Okanagan tourism region and one of 20 for the • Provide strategic direction for province. It was developed based on the planning area and guidance for extensive, collaborative effort during an local and regional strategies nineteen-month process that culminated • Enhance the Okanagan Valley’s in the creation of a situation analysis ability to leverage their resources report and document. and programs OKANAGAN VALLEY | 1
The Okanagan Valley planning area Westbank First Nations, Penticton encompasses the Regional District Indian Band, and the Osoyoos Indian of Central Okanagan (RDCO), Band — all part of the Okanagan electoral areas A (Osoyoos Rural), Nation Alliance. C (Oliver Rural), D (Kaleden/OK Falls), E (Naramata), and F (Okanagan Lake The Okanagan Valley planning area A semi-arid valley and West/West Bench) of the Okanagan includes most of the Okanagan Valley, plateau region offering a Similkameen Regional District, and part Skaha Lake, and the Okanagan River. The region is known for its sunny distinctive diversity of of electoral area E (West Boundary) of climate, dry landscapes, and lakeshore the Regional District of Kootenay lakes, orchards and Boundary. Municipalities include Lake communities and associated lifestyle. vineyards, pine forests, Country, Kelowna, West Kelowna, Agriculture is a central theme of economic and cultural life — the and mountain Peachland, Summerland, Penticton, Okanagan has the highest concentrations Oliver, Keremeos, and Osoyoos. First backcountry — bursting Nations include Okanagan Indian Band, of orchards, vineyards, and wineries with a cornucopia of in BC and Canada. flavours and providing a backdrop for year-round A. THE DIRECTION active fun and challenge. The vision for the planning area is based on A destination offering the 10-year aspirations for the Okanagan relaxed urban energy fused with the inter-play Valley expressed by tourism partners during of traditional and living the consultation process. Okanagan Nation culture, and the heritage In identifying development priorities for This vision is also aligned with the the Okanagan Valley planning area, existing community plans and related and stories of more consideration was given to building on strategy frameworks. It also highlights recent times. the Embracing Our Potential strategic underlying elements that differentiate framework. Embracing Our Potential is the area. These form the basis of the the Thompson Okanagan’s ten-year strategy’s motivating experiences. regional tourism strategy. With this vision in place, the development focus is on four themes: • managing and sustaining the • industry readiness natural environment • visitor experience • transportation, connectivity, and supporting infrastructure OKANAGAN VALLEY | 2
B. THE OBJECTIVES In total, 40 objectives have been identified for the Okanagan Valley as a tourism destination for the next 10 years. These are outlined by development theme. ACTIONS THEME 1: Planning and sustaining the natural environment IMPROVING APPROACHES TO PLANNING AND COLLABORATION Create a mechanism to implement the Destination Development Strategy and monitor its implementation, including following 1. up on any related initiatives. Provide tourism operators and communities with a more accessible resource that outlines acceptable tourism uses on Crown land 2. and the Agricultural Land Reserve. Encourage local government to include tourism policies and management direction in their Official Community Plans and to align 3. bylaws with neighbouring municipalities. Design a tourism disaster and emergency program that helps communities and industry prepare for, educate, measure, mitigate, and 4. adjust to major natural environmental events. STRENGTHENING MECHANISMS THAT WILL FOSTER SUSTAINABILITY 5. Provide guidance for managing and mitigating tourism carrying capacity issues. 6. Develop a greater sense of place in terms of the Okanagan Valley’s special relationship with water. 7. Provide research and support for the proposed South Okanagan Grassland National Park Reserve. Foster sustainability practices that improve the capacity and competitiveness of the tourism industry while leveraging TOTA’s 8. Biosphere destination accreditation. 9. Utilize big data in the management of tourism within the planning area and the Thompson Okanagan tourism region. OKANAGAN VALLEY | 3
ACTIONS THEME 1: Planning and sustaining the natural environment DEVELOPING AND MANAGING SUSTAINABLE TRAIL SYSTEMS 10. Develop a world class identity for the Okanagan Valley as a trails destination. 11. Develop a vision and strategy forum for an integrated trails network in the Okanagan Valley. 12. Support the development of non-motorized designations on the Kettle Valley Railway. 13. Encourage greater Indigenous involvement in trail experiences. 14. Promote motorized trail services and guided experiences, building on the Bear Creek Recreation Site infrastructure. Work with RSTBC and local government to develop a framework for building, operating, and maintaining the trail network 15. in the Okanagan Valley. 16. Improve the consistency and clarity of trail signage. 17. Encourage more visitor use of trails that have fewer carrying capacity issues to relieve pressure on high use areas. 18. Develop better trail use metrics and tracking programs. THEME 2: Transportation, connectivity, and supporting infrastructure IMPROVING GROUND TRANSPORTATION WITHIN THE OKANAGAN VALLEY 19. Promote inter-regional transportation and transit shuttle service between communities and airports. 20. Promote private sector transportation opportunities in the Okanagan Valley. 21. Provide research on the future electrification of transportation modes and the implications for tourism. EXPANDING AIR TRANSPORTATION TO THE OKANAGAN VALLEY 22. Develop a business case for coordinating more air connections to the Okanagan Valley. IMPROVING TECHNOLOGICAL CONNECTIVITY 23. Create a Technology Task Force to promote the use of technology and innovation for tourism product and destination development 24. Work with the telecommunications sector to improve broadband services throughout the Okanagan Valley. IMPROVING AVAILABILITY OF SKILLED LABOUR TO MEET THE PREDICTED HUMAN RESOURCES NEEDS AND THE EXPECTATIONS OF THE VISITOR 25. Support local government housing initiatives that address worker housing. 26. Improve labour market efficiencies and propose solutions to predicted future worker shortages in the tourism industry. OKANAGAN VALLEY | 4
ACTIONS THEME 3: Industry readiness 27. Improve access to foreign workers by the tourism industry. 28. Support expansion of training programs and tourism career strategies for Indigenous Peoples. 29. Formulate legacy services to enhance the Remarkable Experiences program. PROMOTING THE VALUE OF TOURISM 30. Develop a model that communities and stakeholders can use to promote the Value of Tourism. MEASURING PERFORMANCE 31. Develop a performance measurement framework to evaluate the Destination Development Strategy and help communities track progress. THEME 4: The Visitor Experience DEVELOPING NICHE SECTORS 32. Grow the agritourism industry in the Okanagan Valley. 33. Expand culinary experiences. 34. Undertake research on diversification of wine tourism. 35. Utilize the cultural and/or heritage assets of the Okanagan Valley to differentiate the visitor experience. 36. Work with First Nations to increase the availability and competitiveness of Indigenous experiences. 37. Encourage Indigenous tourism organizations to increase program delivery in the Okanagan Valley. 38. Work with First Nations to develop map sets to enrich the visitor experience. ENHANCING RURAL TOWNS SENSE OF PLACE 39. Increase the touring appeal of the rural town experience, focusing on activities that have high appeal for target EQ segments. USING TECHNOLOGY TO ADD VALUE TO THE VISITOR EXPERIENCE 40. Examine the feasibility of a smartphone app to enhance local travel experiences. OKANAGAN VALLEY | 5
II. ACRONYMS AEST Ministry of Advanced GO2HR The British OVEDS Okanagan Valley Education, Skills & Training Columbia Human Resource Economic Development Organization for Tourism Society AGRI Ministry of Agriculture JTTMinistry of Jobs, Trade RDMO Regional Destination & Technology Marketing/Management ALCAgricultural Land Organization Commission INAC Crown-Indigenous Relations and Northern RSTBC Recreation Sites and ALR Agricultural Land Affairs Canada Trails British Columbia Reserve — within FLNR ITAC Indigenous Tourism CRTC Canadian Radio- Association of Canada TAC Ministry of Tourism, Television and Arts and Culture Telecommunications ITBC Indigenous Tourism Commission Association of British TIABC Tourism Industry Columbia Association of British DMO Destination Columbia Marketing Organization IRR Ministry of Indigenous Relations and TOTA Thompson Okanagan DBC Destination British Reconciliation Tourism Association Columbia KVR Kettle Valley Railway TRAN Ministry of DC Destination Canada Transportation and LBR Ministry of Labour DDS Destination Infrastructure Development Strategy MRDT Municipal Regional UBCM Union of British District Tax (commonly EDO Economic Columbia Municipalities referred to as the Development Officer Hotel Tax) UBCO University of British ENV Ministry of Columbia Okanagan NPR National Park Reserve Environment & Climate WD Western Diversification Change Strategy OCP Official Community Plan WTA Wilderness Tourism EQ Explorer Quotient Association ORV Off-road Vehicle FLNR Ministry of Forests, YLW Kelowna International Lands, Natural Resource Airport Operations and Rural Development OKANAGAN VALLEY | 6
MYRA CANYON Photo: Kari Medig 1 FOREWORD AND ACKNOWLEDGEMENTS FOREWORD This Destination Development Strategy is the final report resulting from an nineteen- month, iterative process of gathering, synthesizing, and validating information with stakeholders about the current and future direction of tourism in the Okanagan Valley planning area. As one of 20 destination development the tapestry of long-term regional and strategies that will be produced between provincial strategies that support the 2016 and 2019, the Okanagan Valley development of British Columbia as a planning area strategy will contribute to world-class tourism destination. OKANAGAN VALLEY | 7
ACKNOWLEDGEMENTS Destination British Columbia, the • Jonathan Rouse, Okanagan College Thompson Okanagan Tourism Association • Sally Pierce, Inn-Trust Hospitality (TOTA), and the project facilitation team thank the stakeholders who • Scott Boswell, Okanagan contributed throughout the process by: Collaborative Conservation Project • attending the community meetings • Mike Hill, Hoodoo Adventures • participating in surveys, stakeholder • Hannah McKinley, Let’s Go interviews, and follow-up Transportation conversations • Corinne Jackson, Okanagan Water • forwarding relevant documents that Basin Board provided the background information • Erik Lachmuth, Ministry of for the situation analysis Transportation and Infrastructure We give thanks and acknowledge the • Ingrid Jarrett, Watermark Hotel, Syilx people and the Okanagan Nation BC Hotel Association on whose traditional territories we • Thom Tischik, Travel Penticton gathered for meetings in Kelowna and Summerland. • Lisanne Ballantyne, Tourism Kelowna • Krystal Lezard, Westbank Special thanks are offered to members First Nation of the working group: • Daniel Scott, Recreation Sites and • Larry Olsen, Regional Economic Trails BC Operations, FLNR Special thanks are offered to the • Doreen Olsen, CPAWS, National facilitator of the Okanagan Valley Park Network destination development process: • Kelley Glazer, Destination Osoyoos • Jennifer Houiellebecq, Tourism • Ian McLellan, Recreation Sites and Planning Group Trails BC The participation of our partners throughout the process was invaluable, but it is important to note that no endorsement of this strategy or any action listed within was obtained. OKANAGAN VALLEY | 8
2 INTRODUCING THE STRATEGY DIAMONDBACK, NEAR PENTICTON Photo: Kari Medig The Okanagan Valley Destination Development Strategy was developed to enhance the competitiveness of the planning area over the next 10 years and beyond. This strategy was developed as part of Destination BC’s Destination Development Program. The Program is a critical part of The provincial vision is supported by Destination BC’s corporate strategy three goals: and facilitates the collaboration of local, • Make BC the most highly regional, and provincial agencies, First recommended destination in North Nations, destination marketing America. organizations (DMOs), tourism operators, and other community • Create strategic 10-year strategies interests to guide the long-term growth for tourism development and improve of tourism in the Okanagan Valley. return-on-investment for government and private sector A. PROGRAM The provincial vision for the Destination investments in tourism assets. Development Program is: VISION • Elevate BC’s ability to compete as a BC is a world-class tourism destination premium destination while making AND GOALS that offers remarkable products and the province more attractive for experiences that are authentic, driven investment. by visitor demand, exceed expectations, and align with BC’s brand. OKANAGAN VALLEY | 9
NARAMATA COMMUNITY MARKET Photo: Kari Medig Destination development brings together strategy, policy, and capacity building efforts to: • Ensure that a destination is well positioned to make future strategic decisions. • 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. • Identify impediments to development and tourism growth (e.g., potential policy or capacity issues, available funding, access to funding, etc.). B. PURPOSE OF STRATEGY This strategy supports the goals of the provincial Destination Development Program but also: • Provides strategic direction for the region and guidance for local and regional strategies. • Enhances the Okanagan Valley’s ability to leverage their resources and programs. • Fosters joint action and inter- community dialogue. This strategy serves as a guide for tourism partners as they proceed with implementation. This document should be reviewed and updated as necessary to reflect changing tourism objectives, priorities, and market conditions. In addition, results should be tracked regularly so that future implementation activities become more effective in increasing economic, social, and cultural benefits for the entire Okanagan Valley planning area. OKANAGAN VALLEY | 10
FIGURE 1: C. A FOCUS ON THE SUPPLY AND EXPERIENCE Tourism Revenue Destination development is the mechanism Drivers whereby the natural life cycle of tourism (e.g., development, stagnation, decline, and DEMAND rejuvenation) is managed to ensure a destination evolves to remain desirable for MOTIVATING the consumer and competitive in its target INTEREST / PREFERENCE markets. Destination development happens when industry and government plan and work together to enhance the quality of the + visitor’s experience by ensuring tourism products, services, amenities, and practices SUPPLY meet and exceed visitor expectations over CREATING the long term. A COMPELLING Tourism has two primary revenue There are multiple dimensions to supply VISITOR drivers — supply and demand. Creative that are considered in destination EXPERIENCE marketing efforts strive to generate development planning to enhance the short-term demand for a destination visitor experience: and create immediate urgency for people = • The setting in which our experiences to want to visit. Destination development take place and how to access them. focuses on the supply side of tourism by creating a compelling visitor experience • Policies that establish and maintain to attract new visitors and entice repeat opportunities and growth barriers. RESULT visitation. Sharing of experiences via • The investment enhancement social networks (e.g., Facebook, framework. Instagram, Twitter) and third-party • Products and experiences matched INCREASED platforms allow the traveller to review to consumer interests, including ECONOMIC their experience (e.g., TripAdvisor, infrastructure and amenities (which SOCIAL Google) in real time. are often public in nature and used by + CULTURAL residents as well as visitors). BENEFITS • Visitor servicing programs that meet and exceed guest expectations. • Capabilities, skills, and training our industry needs so that we all can excel at what we do. OKANAGAN VALLEY | 11
D. METHODOLOGY This strategy is the final product of an nineteen-month planning process that also included a situation analysis report. The destination development planning approach was respected. The discussions built upon the consultations for the iterative and provided various opportunities for stakeholder 2012–2022 Thompson Okanagan Regional Tourism Strategy. input and validation (Figure 3). The process followed a semi- A volunteer Working Group contributed their expertise. Their structured strategic approach, created by Destination BC, input helped develop the goals and supporting objectives and that ensured the considerations of this planning area are plans contained in this strategy. assessed and 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 OKANAGAN VALLEY | 12
FIGURE 3: ACTIVITY DATES Key Project Project staging and document review December 2016 Timelines Community consultation workshop in Enderby December 2016 Destination audit Spring 2017 Working Group meeting May 2017 Draft Situation Analysis July 2017 Priority setting and review of preliminary findings with the Working May 2017 Group — workshop Draft Destination Development Strategy — preliminary August 2017 Revised draft following government review February 2018 Working Group conference call February 2018 Finalized Destination Development Strategy July 2018 E. PROJECT OUTPUTS Three key outputs from this project are: 2. A Situation Analysis report that 1. An asset inventory of accommodations, provides foundational research related tourism businesses and attractions, to the Okanagan Valley, access and tourism organizations, food and infrastructure, key tourism assets, key beverage establishments, parks and markets, a destination assessment, and recreation sites, sports and arts priority planning area considerations facilities, meeting facilities, used to inform the strategy. transportation, and visitor services. 3. This Destination Development Strategy. OKANAGAN VALLEY | 13
MOUNT CONKLE Photo: Kari Medig 3 ALIGNMENT The destination development strategy for the Okanagan Valley planning area is one of seven that will be prepared for the Thompson Okanagan tourism region and one of 20 for the province (Figure 4). FIGURE 4: Twenty Destination Development FORT NELSON Planning Areas 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 OKANAGAN VALLEY | 14
The other planning areas within the Thompson Okanagan the Provincial Destination Development Strategy. For the region are the Shuswap-North Okanagan and the North Thompson Okanagan tourism region, the process also allows Thompson & Nicola Valleys. Four planning areas span for a refresh of its 2012–22 regional tourism strategy. multiple tourism regions and are partially in the Thompson Okanagan tourism region: Highway 1 Corridor, Highway 3 It is important to recognize that visitors do not make travel Corridor, Gold Rush Trail, and Interlakes. Over the course of decisions based on artificial boundaries created by governments Destination BC’s Destination Development Planning and organizations. As a result, planning areas span multiple Program, each of the province’s six tourism regions will jurisdictions thus reinforcing the importance of an integrated integrate their planning area strategies into their respective approach with a shared vision and prioritized investments. Regional Destination Development Strategies which, in turn, will be used to inform FIGURE 4: Levels of Destination Development Planning Okanagan Valley Destination Development Strategy Shuswap-North Okanagan 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 OKANAGAN VALLEY | 15
BLAKE JORGENSON Photo: Grant Harder 4 SUCCESS NETWORK Success networks represent the clusters of businesses and organizations (private sector, government, and not-for-profit) who are encouraged to collaborate and work in harmony to bring the opportunity to fruition. Successful destination development implementation recognizes that we all have a role to play. The recommendations contained within It is important to note that the this Destination Development Strategy development opportunities are not form the foundation for additional, mutually exclusive. focused, and aligned discussions regarding implementation locally, regionally, and THE STAKEHOLDERS provincially. Organizations identified DEMONSTRATED A within each tactical success network will be able to review, locally, regionally, and DESIRE TO WORK provincially, the potential for growing TOGETHER THROUGHOUT tourism, by leading, or supporting implementation, and action. It does not THE COMMUNITY imply the organizations have committed CONSULTATIONS. THE or endorsed the tactic. This strategy is COMPLEXITY OF THE intended to inform conversations that may lead to future investments and TOURISM OPPORTUNITY actions, or that will contribute to growing IS UNDERSTOOD WITHIN this planning area’s and British Columbia’s visitor economy. THE PLANNING AREA. OKANAGAN VALLEY | 16
Tourism partners have already articulated their desire to work The following partners have been identified collectively through cooperatively on destination development initiatives. It is the strategy development process as likely playing a role in believed that only by working collaboratively that the true moving a potential objective or action forward: potential of the planning area can be realized. FIGURE 5: Key Organizations Informing, Enabling, and Influencing the Okanagan Valley FEDERAL FIRST NATIONS PROVINCIAL REGIONAL LOCAL • Destination • Syilx/Okanagan • Destination BC • Thompson • Municipalities Canada Nation • Indigenous Okanagan of Lake Country, • Indigenous • Okanagan Tourism BC Tourism Kelowna, Tourism Indian Band Association West Kelowna, • Ministries/ Peachland, Association • Westbank Agencies • Regional districts of Canada of Central Summerland, First Nation Penticton, - Tourism, Arts Okanagan, • Western • Penticton Oliver, Keremeos, Economic and Culture Okanagan- Indian Band Similkameen and Osoyoos Diversification -Indigenous • Osoyoos Relations and and Kootenay • Chambers of • Parks Canada Indian Band Boundary Commerce Reconciliation • Environment • Okanagan Valley • Tourism Kelowna, Canada, -Transportation and Ec. Dev. Society Tourism Big Canadian White, Tourism Wildlife Service Infrastructure • Community Futures of Summerland, • Canadian -Forests, Lands, Travel Penticton, Natural Central Heritage Okanagan, Destination Resource Osoyoos • Public Works Operations Okanagan- and Government and Rural Similkameen • Central Services Canada Development, • Okanagan Okanagan Ec. incl. Recreation College Dev. Commission; Sites and municipal ec. dev. • South Okanagan departments in Trails BC Trail Alliance Kelowna, Lake -Environment • Okanagan Country, West and Climate Similkameen Kelowna, Change Parks Society Penticton Strategy, incl. BC Parks • Okanagan Rail Trail Initiatives -A griculture • Myra Canyon Trestle Restoration Society OKANAGAN VALLEY | 17
MYRA CANYON Photo: Grant Harder 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 within the planning area. All 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 at the Thompson Okanagan Tourism Association have an important role to play as regional destination development champions. 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. OKANAGAN VALLEY | 18
5 A DISTINCTIVE DESTINATION GOD'S MOUNTAIN ESTATE Photo: Andrew Strain OVERVIEW OF The Okanagan Valley planning area THE OKANAGAN encompasses the Regional District of VALLEY Central Okanagan (RDCO), electoral areas A (Osoyoos Rural), C (Oliver Rural), D (Kaleden/OK Falls), E (Naramata), and F (Okanagan Lake West/West Bench) of the Okanagan Similkameen Regional District, and part of electoral area E (West Boundary) of the Regional District of Kootenay Boundary. Municipalities include Lake Country, Kelowna, West Kelowna, Peachland, Summerland, Penticton, Oliver, Keremeos, and Osoyoos. The Okanagan Valley planning area The planning area corresponds with one includes most of the Okanagan Valley, of the five sub-regions identified in the Skaha Lake, and the Okanagan River. 2011 planning process for the 10-year The area is known for its dry and sunny Thompson Okanagan regional tourism climate, landscapes, and lakeshore strategy and reflects elements of communities and associated lifestyle. geographic commonality relating to the Agriculture is a central theme of lakes and river systems, the upland economic and cultural life — the terrain and trails, and the agricultural Okanagan has the highest concentrations landscape. of orchards, vineyards, and wineries in BC and Canada. OKANAGAN VALLEY | 19
A. DESCRIPTION OF THE POPULATION BASE, COMMUNITIES INCLUDED, AND FIRST NATIONS The population of the planning area was 266,050 in 2016, distributed among eight municipalities and unincorporated areas. Population growth averaged 5.3% between 2011 and 2016, Okanagan-Similkameen showed population loss. There are with most of this occurring in the Central Okanagan. Except four First Nations’ communities in the planning area, with an for Summerland, the municipalities in the Regional District of estimated 2016 population of 4,531. USA OKANAGAN YK NW VALLEY SK Towns and Indigenous Communities Highways Upper BC Lakes and Rivers Nicola AB Band Provincial Parks and Protected Areas 1 1. Fintry Protected Area Lake Country 2. Graystokes Park 2 USA 3. Trepanier Park 4. Okanagan Mountain Park 97 5. Myra-Bellevue Park 6. Granby Park 7. Brent Mountain Protected Area 8. White Lake Grasslands Protected Area 9. Snowy Protected Area 3 West Kelowna Kelowna 10. South Okanagan Grasslands Protected Area 97C Westbank 11. Gladstone Park First Nation Peachland Big White 6 4 5 DESTINATION BRITISH COLUMBIA TM 40 Summerland 0 10 20 33 Km 97 Penticton Penticton Indian Band Beaverdell 7 11 3A 8 Oliver Keremeos Osoyoos Indian Band 10 Lower Similkameen Osoyoos Indian Band 3 9
FIGURE 6: NAME AREA TYPE 2017 % GROWTH 2011–17 Municipal and REGIONAL DISTRICT CENTRAL OKANAGAN RD 197,075 7.4 Regional District Kelowna CY 125,737 4.9 Population Lake Country DM 14,183 19.3 West Kelowna DM 34,930 10.3 Peachland DM 4,959 -4.9 Unincorporated Areas RDR 17,266 15.7 REGIONAL DISTRICT OKANAGAN- SIMILKAMEEN (OKANAGAN PORTION) RD 68,975 -0.7 Oliver T 4,568 -5.4 Osoyoos T 4,800 -1.2 Penticton CY 33,016 -1.6 Summerland DM 11,375 1.3 Unincorporated Areas RDR 15,216 1.2 TOTAL 266,050 5.3 Source: BC Stats. 2016. British Columbia Regional District and Municipal Population Estimates. Notes: RD = Regional District, RDR = Regional District Unincorporated Area, CY = City, T = Town, DM = District Municipality VL = Village FIGURE 7: FIRST NATION REGISTERED POPULATION MEMBER OF: First Nations Okanagan 2,027 Okanagan Nation Alliance Westbank 887 Okanagan Nation Alliance Penticton 1,074 Okanagan Nation Alliance Osoyoos 543 Okanagan Nation Alliance TOTAL 4,531 Source: Indigenous and North Affairs Canada. 2017. First Nation Profiles. OKANAGAN VALLEY | 21
BETWEEN PENTICTON AND NARAMATA Photo: Kari Medig B. DESCRIPTION OF ECONOMY BASE — HISTORICAL AND CURRENT1 The Regional District of the Central Okanagan has a diversified economy with healthcare, education, construction, technology, manufacturing, agriculture, and tourism being key economic drivers along with the Kelowna General Hospital and Kelowna International Airport. The warm climate (boasting 2,000 hours of sunlight annually) makes this area one of the more important agricultural centres in the province. The diversified Okanagan-Similkameen agriculture, and tourism businesses. The economies of Penticton, Summerland, construction and manufacturing sectors Okanagan Falls, Oliver, and Osoyoos are the most important and growing benefit from their proximity to Penticton private sector segments. The area is a Regional Airport, and access to a skilled recognized fruit and viticulture centre, labour force. Healthcare is the largest with wineries offering excellent facilities employer due to the location of the and products. Consistent four-season Penticton Regional Hospital, local weather provides a home for international hospitals and numerous retirement sporting events, training facilities, and facilities. The economy boasts robust outdoor adventure options that draw custom manufacturing, large construction large numbers of tourists, athletes, and firms as well as numerous wineries, their families to the area. 1Extracts from Okanagan Valley Economic Development Society, 2015 Okanagan Valley Economic Development Society — Okanagan Valley Economic Profile OKANAGAN VALLEY | 22
C. OVERVIEW OF TOURISM PERFORMANCE Key tourism performance indicators for the Okanagan Valley planning area are shown below: FIGURE 8: 2016 PERFORMANCE % Over 2015 Highlights key Room Revenues2 indicators for the Kelowna $56,043,000 7.7 planning area Penticton $7,630,000 7.6 Osoyoos $7,158,000 16.8 Hotel Occupancy Rate (Average) BC 68.3% 3.3 Kelowna 64.2% 5.4 Penticton 55.4 4.3 Average Daily Room Rate BC $153 6.5 Kamloops $143 2.1 Penticton $134 5.5 Visitor Centre attendance 186,118 7.8 Provincial parks attendance (overnight and day use) 1,436,373 11.5 Source: Room Revenues by Municipal Jurisdictions, 2010-2017. BC Stats.; BC Visitor Services Statistics Program. Destination BC.; Provincial Tourism Indicators: Year in Review 2015 & 2065. Destination BC; BC Parks 2015/16 Statistics Report. BC Parks. 2BC Stats provides room revenues only for MRDT communities. In BC, the measurement of industry Penticton also performed well. Big performance is largely based on room White has been excluded from MRDT revenue, with this data being derived estimates due to data suppression. from the returns of the Municipal and Regional District Tax (MRDT). MRDT Visitor Centre visitation has increased data for total room revenue for the in the planning area, which is almost three communities was $149 million in identical to the Thompson Okanagan 2016, an increase of 9% over 2015. visitation growth of 7.8%, and overall Particularly strong performance was BC visitation change of 0.6%. seen in Osoyoos, but Kelowna and OKANAGAN VALLEY | 23
SUMMERLAND Photo: Grant Harder Parks represent a major destination over 2015. Growth has been attraction for visitors. The provincial particularly robust in parks near the park system in the planning area hosted Kelowna area, including Myra-Bellevue more than 1.4 million overnight and and Bear Creek. day-users in 2016, an 11.5% increase D. KEY VISITOR MARKETS TOTA has identified and profiled EQ segments in line with Destination BC’s EQ targets and priorities. • In 2017, the BC market is 1,896,321 Experiencers (18%), Gentle households and 4,817,160 population. Explorers (12%), Free Spirits (11%) Top EQ types are Free Spirits (20%), and Cultural Explorers (11%). Authentic Experiencers (14%), In 2012, Destination BC produced an Rejuvenators (14%) and Cultural in-market study of the Thompson Explorers (13%). The 25-64 age Okanagan tourism region conducted group, consisting of young families among BC, Alberta, and Washington and Baby Boomers, is dominant and residents. Half of the respondents who growth is expected to be robust for at are familiar with the Thompson least the next decade. BC residents Okanagan have a very favourable will travel multiple times per year overall impression of the region. providing ample opportunity to entice them to the area. The research on trip motivation versus • In 2017, the Alberta market is participation is noteworthy. Visitors to 1,613,309 households and 4,306,039 Thompson Okanagan destinations population, with top EQ types being participated in a far greater range of No Hassle Travellers (22%) Gentle activities while on their trip than they Explorers (18%), Authentic were originally motivated by while Experiencers (17%), Free Spirits (15% booking their vacations. Sightseeing, of households), and Cultural visiting friends and relatives, visiting Explorers (10%). Alberta markets wineries, and hiking were the most have an appreciation of nature and common trip motivators. Those activities seek out connections to the wild. with the largest gap in motivation versus participation offer the greatest • The Washington market consists of opportunities to differentiate from 2,865,392 households and the EQ competing destinations. profiles are like BC and Alberta, with leading segments being Authentic OKANAGAN VALLEY | 24
E. OVERVIEW OF TOURISM ASSETS, INFRASTRUCTURE, AND UNIQUE SELLING PROPOSITIONS The Okanagan Valley is a landscape of low hills, oblong lakes, and large glacial deposits left by the last ice age. Sediments eroded by water and wind resulted in large alluvial fans and deltas on which the major cities of Kelowna and Penticton stand. The Okanagan Valley watershed drains south through the Okanagan River into the Columbia River. The dry, sunny climate and fertile landscapes have created a • A range of BC PARKS that provide camping and day-use rich agricultural and recreation legacy, vibrant lakeshore facilities and base areas to engage in a wide range of water communities, and a relaxing and fulfilling lifestyle. With an and land-based activities. average of more than 2,100 hours of sunshine per year and • Extensive TRAILS, including the iconic Kettle Valley Railway, very little precipitation, the area is an exceptional setting for the potential of a long-distance rail trail running from nature-based activities and agritourism. Visitors participate in Sicamous to Osoyoos, and numerous, localized trail many activities including golf, hiking, horseback riding, mountain systems. biking, swimming, parasailing, water sports, winery tours, and • LAKE FISHING opportunities. more. Next to the Fraser Valley, the Okanagan Valley is the most important agricultural region in British Columbia, with • BIG WHITE SKI RESORT, and additional resorts including Apex the primary crop being fruit trees. The Okanagan is home to Ski Resort and Baldy Mountain Resort — together offer an many award-winning wineries. In winter, some of the best extensive range of outdoor winter recreational activities, downhill skiing in North America can be found at its three and a growing number of summer activities including the major ski resorts. Skiing, snowboarding, Nordic skiing, ice introduction of downhill mountain biking at Big White. fishing, and other winter activities are popular in the planning • RESORT MUNICIPALITIES Osoyoos is a resort municipality area. under the Resort Municipality Initiative. Key tourism features and assets include: • GOLF the Okanagan is a hotbed for golf, with 25 different 18-hole courses, many in picturesque settings suitable for • LAKES AND BEACHES The major valley lakes of casual and dedicated golfers, and facilities such as Okanagan, Skaha, and Osoyoos provide the backdrop Gallagher’s Canyon ranking among the top 50 courses in for the Okanagan’s famed summer reputation. Numerous Canada (SCOREGolf). parks and beaches dot Okanagan Lake, making boating • ROUTE 97 North America’s longest continuous north- and swimming very popular activities, together with south highway, extending from California to the Yukon, an array of water-based recreational activities and running through the Okanagan Valley. commercial camping facilities. • STRONG ARTS AND CULTURE SECTOR with a range of • POCKET DESERT and distinctive ecosystems with shrub- themed museums, art galleries, the Kelowna Cultural District steppe antelope-brush are one of the most endangered and an annual Lake Country Art Walk. Heritage-based ecosystems in Canada. attractions such as the Kettle Valley Steam Railway, and a • The FARMED LANDSCAPE set within the valleys and strong year-round events sector that includes major against the backdrop of the mountains. OKANAGAN VALLEY | 25
BIG WHITE SKI RESORT Photo: Andrew Strain festivals such as the Okanagan Wine associated experiences, from wine Festival, Okanagan Fest-of-Ale, trails and festivals to the annual Penticton Elvis Festival, Meadowlark Canadian Culinary Championships. Nature Festival, and the Summerland The food and drink sector is Festival of Lights. underpinned by a strong agricultural • Strong and growing INDIGENOUS sector with visitor access to SECTOR that includes the Nk’Mip various farm, vineyard, and orchard Desert Culture Centre, Spirit Ridge experiences. Resort, Indigenous wineries, and food • The planning area features a variety outlets. of sports teams, competitions and • World-class strengths in food, wine, endurance events year-round, and other craft drinks. The Okanagan attracting participants and spectators Valley is the second largest wine region from all over the world. in Canada with approximately 4,000 Further detail on the tourism features hectares under cultivation and over and assets can be found in the Situation 150 wineries. A wide range of Analysis report. F. SUMMARY OF KEY STRENGTHS, CHALLENGES, AND OPPORTUNITIES From a tourism destination perspective, the Okanagan Valley planning area benefits from a range of strengths. However, it is also facing destination development challenges, some of which have the potential to impact the future growth and sustainability of the tourism sector. In spring of 2017, a new destination assessment tool was used within the Okanagan Valley to assess the competitiveness of the planning area. The tool provided an opportunity to assess four broad areas of the Okanagan Valley: 1. DESTINATION READINESS looked at 2. TOURISM ASSETS AND general attributes of the destination EXPERIENCES looked at the entire and travel to, and within, the destination. range of tourism resources and assets, and the delivery of experiences. OKANAGAN VALLEY | 26
3. SUPPORT SERVICES AND The assessment indicated an overall INFRASTRUCTURE looked at the score of 3.5 out of 5 for the area based infrastructure that supports the industry, on a series of 130 statements. The such as the accommodation sector. assessment of the sub-elements is presented in Figure 10. These findings 4. ENABLING CONTEXT looked at the complement the desk research and the strategies, policies, and resources that workshop discussions on strengths, enable the industry to thrive sustainably. challenges, and opportunities. FIGURE 10: ASSESSMENT SUMMARY — SUB ELEMENTS Destination Natural Assets Assessment Scores 4.0 Transportation & Access Sustainability 3.6 3.2 Funding & Capital 3.1 3.5 Trails Industry 3.6 Other Built Development 3.0 Assets Land Use 3.2 3.7 Cultural & Heritage Planning 3.4 3.4 Support Policy Services & Program 3.5 Support Marketing & Visitor Services OKANAGAN VALLEY | 27
To build on these strengths and address these challenges, the area’s tourism stakeholders have identified key opportunities that form the foundation of the Okanagan Valley Destination Development Strategy. These key strengths, challenges, and opportunities are summarized below in Figure 11. FIGURE 11: Strengths, Challenges, and Opportunities KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES • Growing emphasis on expanding • Accommodation affordability • Regionally coordinated water trails and developing related and availability management plan experiences and services • Lack of integrated regional • Ongoing development of trails • Natural assets/climate transportation and experiences • Ease of access - new air routes, • Policy enforcement and • Sustainability policy building new shuttle service relevance — trails, insurance, on the Biosphere Destination • Growth of local flavours zoning, sharing economy certification — investment into the wine and • Lake access • Regional transit and culinary sectors • Water management transportation plan • Growing involvement of • Signage and wayfinding • Active transportation Indigenous communities • Building on Summerland's • Sustainability of trails • ITBC and go2HR regional staff affordability study and trails coordinator at TOTA • Agricultural Land Reserve policies relating to growth • Coordination of regional events • Understanding of and of agritourism and YLW • Strengthening of Indigenous commitment to building tourism and developing experiences • Foreign workers policy/worker retention issues protocols for sharing stories • Growth in storytelling and important sites • Market awareness of experiences • Route 97 especially of off peak options • Larger event venues in Kelowna • Cell connectivity • Insufficient linkages between • Building on the semi-arid • Role of Okanagan Water Board tourism and economic character of area • Strong partnerships development • Improved lakefront • RCMP shortages development policy • Commitment to sustainability • Seasonal closures • Greater diversity of accommodations • Managing natural disasters • Investment attraction OKANAGAN VALLEY | 28
G. DEVELOPMENT CONTEXT — THE THOMPSON OKANAGAN REGIONAL TOURISM STRATEGY At the regional level, the Thompson Okanagan ten-year regional tourism strategy (Embracing Our Potential, November 2012) provides the strategic framework for the development of tourism within the Thompson Okanagan tourism region. The regional strategy identified five experience-based themes benefit from further strategic planning — areas that would that have been shaping priorities and actions since 2012 and address the objectives related to reducing the seasonality, are regarded as core to positioning the Thompson Okanagan increasing yield, and maximizing the spread of benefits as a region of iconic and authentic quality experiences throughout the region. — destinations for passion, fulfillment, and adventure. The areas identified include: • IDENTIFYING THE ICONIC profiling and developing those • Events truly outstanding experiences and activities associated with • Indigenous cultural tourism iconic landscapes will differentiate the region and set it apart from its competitors. • Trails • ENRICHING LOCAL FLAVOURS strengthening the region’s • Access growing emphasis on local flavours and building recognition • Research for its culinary attributes. • Visitor services, packaging, and sales. • REVEALING THE STORY highlighting the local and regional stories in a way that will allow visitors to make a strong IN IDENTIFYING THE DEVELOPMENT emotional connection with the destination. • EXPANDING PERSONAL HORIZONS identifying unique PRIORITIES FOR THE OKANAGAN learning experiences and opportunities for self-development, VALLEY PLANNING AREA, recognizing that learners constitute 35% of the global travel market. CONSIDERATION HAS BEEN GIVEN • BUILDING AUTHENTICITY focusing on creating a strong TO BUILDING ON THIS FRAMEWORK, sense of place and opportunities for travellers to engage in WHILE RESPONDING TO THE immersive experiences with local communities and enjoy the sense of being where things are real and original. CURRENT AND FUTURE ISSUES In addition to the five underlying themes, and the value AND OPPORTUNITIES FACING THE of using them to build a distinctive destination, the INDUSTRY AND DESTINATION. regional strategy identified other areas where the industry would OKANAGAN VALLEY | 29
6 A DISTINCTIVE DIRECTION OSOYOOS Photo: Shayd Johnson STRATEGY A. VISION DIRECTION The following 10-year vision has been created. It is based on the 10-year aspirations for the Okanagan Valley planning area expressed by tourism partners during the consultation process, while also seeking to align with existing community plans and related strategy frameworks. The goals, strategies, and actions within this strategy have been prioritized to achieve the elements identified within this vision. A SEMI-ARID VALLEY AND PLATEAU REGION OFFERING A DISTINCTIVE DIVERSITY OF LAKES, ORCHARDS AND VINEYARDS, PINE FORESTS AND MOUNTAIN BACKCOUNTRY — BURSTING WITH A CORNUCOPIA OF FLAVOURS AND PROVIDING A BACKDROP FOR YEAR-ROUND ACTIVE FUN AND CHALLENGE. A DESTINATION OFFERING RELAXED URBAN ENERGY FUSED WITH THE INTERPLAY OF TRADITIONAL AND LIVING OKANAGAN FIRST NATIONS CULTURE, AND THE HERITAGE AND STORIES OF MORE RECENT TIMES. OKANAGAN VALLEY | 30
EVOLVE CELLARS VINEYARD Photo: Kari Medig B. GOALS Three inter-related destination In addition, the Destination BC development goals have been Destination Development Program identified to support the vision provides two common provincial goals for the Okanagan Valley. that all 20 planning areas around BC 1. Develop distinctive experiences with will support: a high level of market appeal. 4. Lead Canada in growth of overnight visitor expenditures. 2. Work collaboratively to maintain a healthy natural environment. 5. Secure the highest Net Promoter Score in North America. 3. Disperse the benefits of tourism throughout the Okanagan Valley planning area. C. GUIDING PRINCIPLES FOR DESTINATION DEVELOPMENT As the journey of destination development continues in the Okanagan Valley planning area, choices will have to be made and priorities set. Guiding principles were discussed by stakeholders and it was agreed that the Destination Development Strategy and related decision making will continue to focus on: • Maintaining the integrity of landscape, • Collaborating in a purposeful and environment, and cultural heritage respectful manner • Enriching the quality of life • Aligning with Embracing Our Potential, the provincial tourism • Integrating and supporting other strategy, and the federal tourism sectoral interests strategy OKANAGAN VALLEY | 31
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. The first stage in identifying the experience potential involves Visitor experiences that encapsulate this personality and developing an understanding of the key attributes and focus on leveraging these attributes and the underlying five personality of the Okanagan Valley. Participants in the planning experience themes will strengthen the distinctiveness of the process described the region’s key attributes, experiences, Okanagan Valley planning area and its overall positioning in and essence using common words and phrases. These are the marketplace. A key focus of this strategy is to ensure illustrated in Figure 12. there is a collective mass of activities for each of these experience themes to motivate year-round travel to the Okanagan Valley. FIGURE 12: Key Attributes and RELAXED URBAN ENERGY Experience Themes of • Sophistication of larger urban area • Entertainment the Okanagan Valley • Resort/lifestyle accommodations • Shopping ECO-DIVERSITY • Niche culinary RECREATIONAL • South Okanagan OASIS grasslands/antelope • Water-based brush/desert recreation/beaches • Wetlands and riparian • Mountain biking • Post wildfire • Golf/ski/winter fun • Related geography • Rail trails • Interface agrarian • Indulgent experiences and natural • Sporting excellence OKANAGAN VALLEY THE OKANAGAN VALLEY LIFE NATION — PAST AND PRESENT • Geography of the territory • Agrarian diversity and wineries, • Interior Salish authentic stories farm gate, and roadside stalls and traditions • Artists and artisans • Arts and crafts • Small town hospitality • Fisheries and use • New technologies of natural resources • The Brigade Trail/ • Contemporary mining heritage experiences OKANAGAN VALLEY | 32
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