DESTINATION DEVELOPMENT STRATEGY - SUNSHINE COAST
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SUNSHINE COAST DESTINATION DEVELOPMENT STRATEGY
DESTINATION BC
Heather Boyd
MANAGER,
VANCOUVER, COAST & MOUNTAINS
AND INDUSTRY PROGRAMS
heather.boyd@destinationbc.ca
Seppe Mommaerts
MANAGER,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
INDIGENOUS TOURISM
ASSOCIATION OF BC
Tracy Eyssens
CEO
604 921 1070
tracy@indigenousbc.com
MINISTRY OF TOURISM,
ARTS AND CULTURE
Amber Mattock
DIRECTOR,
LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
SUNSHINE COAST TRAIL SUNSHINE COAST | 2
Photo: Andrew Strain
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY 1 c. Guiding Principles for Destination Development
a. Distinctive Destination for the Sunshine Coast d. Motivating Experiences
b. Distinctive Direction for the Sunshine Coast e. Development Themes
II. ACRONYMS 3 f. I nteraction of Development Themes and Motivating Experiences
7. STRATEGY AT A GLANCE 27
1. FORWARD & ACKNOWLEDGEMENTS 4
8. STRATEGIC PRIORITIES 28
2. INTRODUCING THE STRATEGY 6 a. Objectives & Actions
a. Program Vision and Goals
Theme 1: I mprove Transportation To, From and Within
b. Purpose of Strategy the Sunshine Coast
c. A Focus on the Supply and Experience Theme 2: A
ttract, Retain and Train Skilled Workers
d. Methodology and Provide Job Growth
e. Project Outputs Theme 3: E
nable Tourism Business Success and Viability
Theme 4: Manage the Destination Collaboratively
3. ALIGNMENT 10 Theme 5: I mplement Product Development and Experience
Enhancement that Cultivate a Unique Sense of Place
4. SUCCESS NETWORK 12 Theme 6: E
nhance the Quality of Services and Experiences
9. IMPLEMENTATION FRAMEWORK 55
5. A DISTINCTIVE DESTINATION
— OVERVIEW OF THE SUNSHINE COAST 14 a. Catalyst Projects
a. Geographic Description of the Area b. Provincial and Regional Priorities
b. Description of the Population base, Communities c. Funding Programs
included and First Nations
c. Description of Economy Base — Historical and Current
10. MEASURING AND MONITORING SUCCESS 60
d. Overview of Tourism Performance
e. Key Visitor Markets 11. APPENDIX 61
a. Appendix 1: Overview of Planning Process
f. Summary of Key Strengths, Challenges and Opportunities
b. Appendix 2: Vision Story
g. Experience Potential
c. Appendix 3: Planning Considerations
6. A DISTINCTIVE DIRECTION d. Appendix 4: Objectives by Priority and Implementation Timing
— THE DIRECTION FOR THE STRATEGY 21 e. Appendix 5: Alignment Details — plans reviewed
a. Vision
b. Goals
TABLE OF
FIGURES
FIGURE 1: Tourism Revenue Drivers 11 FIGURE 9: BC Ferries Passengers from Horseshoe Bay
and Little River, Annual, 2008-2015 19
FIGURE 2: Five Dimensions of Supply — the Visitor Experience 12
FIGURE 10: Visitor Characteristics — Visitor Centre
FIGURE 3: Project Timelines 12
Parties, Market Origin, 2015 19
FIGURE 4: Planning Areas in BC 14
FIGURE 11: Sunshine Coast Visitor Parties, Trip Length, 2015 20
FIGURE 5: Levels of Destination Development Planning 15
FIGURE 12: Interaction of Development Themes and
FIGURE 6: Key Governmental and Management Organizations 16 Motivating Experiences 28
FIGURE 7: Room Revenue, 1995–2010 18
FIGURE 8: SCRD Room Revenues, 2006–2010 18
FRONT COVER PHOTO: TIN HAT MOUNTAIN, Andrew Strain
(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
A. DISTINCTIVE The Sunshine Coast planning area
stretches from northwest of Langdale
Sunshine Coast’s economic
dependency from resource-based
DESTINATION along 180km of land to north of Lund sectors to a more diversified portfolio.
to Bliss Landing, Desolation Sound and While there are few performance
FOR THE waterways to the northern tip of Toba indicators for the tourism industry at a
SUNSHINE COAST Inlet. It encompasses the jurisdictions local level, there was a regional estimate
of the Sunshine Coast Regional of $77.6 million spent by travellers in 2007.
District, the Powell River Regional
District and includes the following The Sunshine Coast’s largest visitor
islands: Gambier, Keats, Nelson, Hardy, base is the BC resident primarily from
Thormanby, Texada, Lasqueti, Harwood the Lower Mainland and Vancouver
(Tla’amin Nation land), and Savary. The Island. The Sunshine Coast has
Sunshine Coast is accessible by ferry, identified three distinct selling
airplane and floatplane. propositions:
There are approximately 50,000 1. A string of rural, ocean-side
people residing on the Sunshine Coast. communities
The Sunshine Coast includes four First 2. Outdoor Adventure, and
Nations communities of skwxwú7mesh
Nation, shíshálh Nation, Tla’amin 3. Arts, Culture and Heritage
Nation, and Klahoose Nation, and the
three municipal communities of the Traditional major attractions for the
Town of Gibsons, District of Sechelt, area include Skookumchuck Narrows
and City of Powell River. Provincial Park, Desolation Sound
Marine Provincial Park, Princess Louisa
Historically, Sunshine Coast Inlet and Savary Island. Additional
communities relied heavily on the tourism features include the unique
forest industry. More recently, tourism, coastal communities, inlets and
recreation opportunities, and an influx waterways; trails; a rich tapestry of
of retirees have begun to shift the artisans, art galleries, cultural festivals,
SUNSHINE COAST | 1
and events; exceptional outdoor FROM OUR YEAR-
recreation such as hiking, mountain
biking, and fishing; and easy access to ROUND VISITOR
resorts and cabins. ECONOMY. WE HAVE
The experiences identified below have VIBRANT COASTAL
potential as iconic products for growth:
COMMUNITIES AMID
• Indigenous cultural tourism
EXCEPTIONAL OUTDOOR
• Sunshine Coast Arts Crawl
ADVENTURES. WE
• Sunshine Coast Trail and
Suncoaster Trail ATTRACT RESPECTFUL
• Backcountry alpine hiking like the VISITORS WHO LIKE TO
South Powell Divide
DISCOVER AND
• Mountain biking including the Coast
Gravity Park and Duck Lake Trails UNDERSTAND MORE
• Boating including Desolation Sound ABOUT OUR LAID-BACK
and Princess Louisa Inlet PACE OF LIFE AND THE
• Rock climbing in the Eldred Valley
WILD, NATURAL PLACES
• Wildlife viewing along inlets and
waterways
THAT NOURISH US.
• Diving with over 100 dive sites Four destination development goals
have been identified:
• Health and Wellness highlighting the
George Health & Wellness Centre 1. Increase the total contribution of the
and spas visitor economy
• Foraging and Culinary 2. Enhance the overall visitor experience
of the Sunshine Coast as a preferred
B. DISTINCTIVE The vision for the Sunshine Coast is
aligned to existing planning frameworks
travel destination for key markets
DIRECTION and tied to the aspirations of what types 3. S
trengthen the business climate
of destination tourism partners the
FOR THE Sunshine Coast would like to be within
4. S
trengthen a unified Sunshine Coast
tourism industry by working together
SUNSHINE COAST 10 years:
These four goals will support the two
WE ARE A UNIFIED common provincial goals:
SUNSHINE COAST, 1. Lead Canada in growth of overnight
visitor expenditures, and
WORKING TOGETHER TO
INCREASE THE SOCIAL, 2. Secure the highest Net Promoter
Score in North America
CULTURAL, AND
ECONOMIC BENEFITS
SUNSHINE COAST | 2
ACRONYMS
The unique selling propositions that set the Sunshine Coast AEST M
inistry of Advanced Education,
area apart have been identified as the motivating experiences Skills & Training
to support in destination development planning:
AGRI Ministry of Agriculture
1. A string of rural, ocean-side communities
CDMO C
ommunity Destination
2. Outdoor Adventure Marketing Organization
3. Arts, Culture & Heritage DBC Destination British Columbia
DC Destination Canada
Specific experiences identified for development include:
DMO Destination Marketing Organization
• Indigenous Tourism
• Arts, Culture, Festivals and Events DDS Destination Development Strategy
• Trails – Hiking, Mountain Biking, Marine EDUC Ministry of Education
• Touring – Vehicle, Cycling, Motorcycles ENV M
inistry of Environment
• Boating/Marinas & Climate Change Strategy
• Natural Asset Utilization (e.g., wildlife viewing FIN Ministry of Finance
and other outdoor experiences)
FLNR M
inistry of Forests, Lands, Natural
• Sustainable Culinary Experiences Resource Operations & Rural
• Health and Wellness Development
• Sport Tourism IRR M
inistry of Indigenous Relations
and Reconciliation
Six destination development planning themes have been
identified to focus strategic efforts against strengthening ITBC I ndigenous Tourism Association
of British Columbia
the Sunshine Coast as a destination.
JTT Ministry of Jobs, Trade & Technology
1. Improve transportation to, from and within the
Sunshine Coast MRDT Municipal Regional District Tax
2. Attract, retain and train skilled workers and provide OCP Official Community Plan
job growth
RDMO R
egional Destination
3. E
nable tourism business success and viability Marketing Organizations
RMI Resort Municipality Initiative
4. M
anage the destination collaboratively
SCT Sunshine Coast Tourism
5. I mplement product development and experience
enhancement that cultivate a unique sense of place and, SCRD Sunshine Coast Regional District
6. E
nhance the quality of services and experiences for TAC Ministry of Tourism, Arts & Culture
our guests
TIABC T ourism Industry Association
of British Columbia
TraC Transportation Choices Sunshine Coast
TRAN M
inistry of Transportation &
Infrastructure
VCM V
ancouver, Coast & Mountains
tourism region
SUNSHINE COAST | 3
MALASPINA PENINSULA
Photo: Andrew Strain
1
FORWARD AND
ACKNOWLEDGEMENTS
FORWARD This Destination Development Strategy
is the result of a 12-month, iterative process
of gathering, synthesizing, and validating
information with stakeholders about the
current status and future direction of
tourism in the Sunshine Coast area.
As one of 20 destination development Columbia as a world-class tourism
strategies, the Sunshine Coast strategy destination offering remarkable,
will contribute to the tapestry of authentic experiences that exceed
long-term provincial planning that will expectations and align with BC’s brand.
support the development of British
SUNSHINE COAST | 4
ACKNOWLEDGEMENTS Destination British Columbia and the project
facilitation team thank the over 100
stakeholders who contributed by attending
community meetings, participating in
surveys, stakeholder interviews and
follow-up conversations, and forwarding
relevant documents.
• Brian Jones, shíshálh Nation
WE THANK THE FIRST
• Celia Robben, Sunshine
NATIONS ON WHOSE Coast Tourism
TRADITIONAL • Cheryl MacKinnon, Painted Boat
TERRITORIES WE Resort and Marina
• Emanuel Machado, Town of Gibsons
TRAVELLED AND
• Jack Barr, Powell River
GATHERED FOR OUR Chamber of Commerce
COMMUNITY MEETINGS • Leah McNeil, Harbour Air
INCLUDING TLA’AMIN • Linda Williams, Coast
NATION, KLAHOOSE Cultural Alliance
• Michael McLaughlin, BC Ocean
NATION, SHÍSHÁLH Boating Tourism Association
NATION AND (Ahoy BC)
SKWXWÚ7MESH NATION. • Michelle Zutz, Townsite Brewing
• Paul Kamon, Sunshine Coast Tourism
We acknowledge that many significant
agreements have been realized in the • Russell Brewer, Powell River
Sunshine Coast planning area, resulting Cycling Association
from successful cooperation between • Scott Randolph, Powell River
the First Nations and non-Indigenous Economic Development
people, the private sector, government,
• Shawna Leung, Vancouver,
not-for-profit organizations, and
Coast & Mountains representative
passionate volunteers.
Special thanks are offered to members Special thanks are offered to the
of the working group: facilitator of the Sunshine Coast
destination development process:
• Ann Nelson, The Patricia Theatre
and Townsite Heritage Society • Susan Rybar, Vardo Creative Inc.
SUNSHINE COAST | 5
2
INTRODUCING
THE STRATEGY
GIBSONS
Photo: Andrew Strain
The Sunshine Coast Destination
Development Strategy was developed to
enhance the competitiveness of the Sunshine
Coast over the next 10 years and beyond.
The strategy was developed as part of
Destination BC’s Destination Development
Program to support and guide the long-term
growth of tourism in the Sunshine Coast.
A. PROGRAM The provincial vision for the Destination The provincial vision is supported by
Development Program is as follows: three goals:
VISION
• BC is a world-class tourism • Make BC the most highly
AND GOALS destination that offers remarkable recommended destination in
products and experiences that are North America.
authentic, driven by visitor demand, • Create strategic 10-year plans for
exceed expectations, and align with tourism development and improve
BC’s brand. return-on-investment for
government and private sector
investments in tourism assets.
• Elevate BC’s ability to compete
as a premium destination while
making the province more attractive
for investment.
SUNSHINE COAST | 6FIGURE 1: Destination development brings
together planning, policy and capacity
activities be even more effective in
increasing economic, social and cultural
Tourism Revenue building efforts to: benefits to the entire Sunshine Coast.
Drivers • Ensure that a destination is
well positioned to make future
strategic decisions. C. A FOCUS
• Address impediments to growth and ON SUPPLY AND
capitalize on opportunities. EXPERIENCE
DEMAND • Outline key assets of a destination
including the main product themes/ DESTINATION
MOTIVATING experiences available.
DEVELOPMENT IS THE
INTEREST / • Outline key priorities for new
MECHANISM WHERE
PREFERENCE product, infrastructure and amenity
development. THE NATURAL LIFE
• Identify impediments to development CYCLE OF TOURISM
and tourism growth (e.g., potential
(E.G., DEVELOPMENT,
+
policy or capacity issues, available
funding, access to funding etc.). STAGNATION, DECLINE,
AND REJUVENATION)
B. PURPOSE OF THE IS MANAGED TO ENSURE
SUPPLY STRATEGY A DESTINATION
This strategy not only supports the REMAINS DESIRABLE
CREATING goals of the provincial Destination
AND COMPETITIVE IN ITS
A COMPELLING Development Program but also:
VISITOR • Provides strategic direction for the TARGET MARKETS.
region and guidance for local and
EXPERIENCE Destination development happens
regional planning.
when industry and government work
• Enhances the Sunshine Coast’s together to enhance the quality of
ability to leverage their resources
=
visitors experience by ensuring tourism
and programs. products, services, amenities and
• Fosters joint action and inter- practices meet and exceed
community dialogue. expectations over the long term.
The Sunshine Coast Destination Tourism has two primary revenue
RESULT Development Strategy is intended to drivers — supply and demand (Figure
serve as a guide for tourism partners as 1). Creative marketing efforts strive to
they proceed with implementation. This
INCREASED generate short-term demand for a
strategy should be reviewed and destination and create immediate
ECONOMIC updated as necessary to reflect urgency for people to want to visit.
SOCIAL changing tourism objectives, priorities Destination development focuses on
+ CULTURAL and market conditions. Additionally, the supply side of tourism by creating a
BENEFITS results and learnings should be tracked compelling visitor experience to attract
to ensure future implementation new visitors and entice repeat visitation.
SUNSHINE COAST | 7Sharing via social networks, like Facebook, Twitter and D. METHODOLOGY
TripAdvisor, allow travellers to review their experiences and
the quality of the destination, making social media an
THE SUNSHINE COAST DESTINATION
essential element of the marketing toolbox.
DEVELOPMENT STRATEGY WAS
There are multiple dimensions to supply that are considered
in destination development planning to enhance the visitor DEVELOPED BASED ON EXTENSIVE,
experience: COLLABORATIVE EFFORT OVER A 12-
• The setting in which our experiences take place and how to MONTH PROCESS THAT INCLUDED
access them.
• Policies that establish and maintain opportunities and
THE CREATION OF A SITUATION
growth barriers. ANALYSIS REPORT.
• The investment enhancement framework. The destination development planning approach was highly
• Products and experiences matched to consumer interests, iterative, allowing for multiple opportunities for stakeholder
including infrastructure and amenities (which are all often input and validation (Figure 3).
public in nature and used by residents as well as visitors).
The process followed a flexible approach guided by
• Visitor servicing programs that meets and exceeds guest Destination BC to ensure the unique considerations of each
expectations. planning area were assessed and respected. A volunteer
• Capability, skills and training our industry needs so that we Working Committee contributed their expertise to reviewing
all can excel at what we do. and discussing the key findings from the Situation Analysis
These dimensions are illustrated below (Figure 2). report. The Working Committee helped develop the goals,
objectives and strategies contained in this document. See
Appendix 1 for the full process outline.
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
SUNSHINE COAST | 8RUBY LAKE
Photo: Andrew Strain
FIGURE 3: Project Timelines
ACTIVITY DATES
Project Kick-off Meeting: Sechelt, Powell River, conference call July, 2016
Pre-project staging and document review; interviews and site visits July – September, 2016
First in-community consultation in two locations: September, 2016
• Powell River
• Sechelt
Interviews and Industry Survey #1
Second in-community consultation in two locations: November, 2016
• Roberts Creek
• Lund
Interviews and Industry Survey #2
Indigenous tourism planning session in Lund November, 2016
Draft Situation Analysis October – December, 2016
Priority setting and preliminary findings January, 2017
with the Working Committee
· Two workshops in Pender Harbour
Draft Destination Development Strategy February – March, 2017
Review and finalize the Destination Development Strategy March – October, 2017
E. PROJECT OUTPUTS
The three key outputs from this project are:
1. An asset inventory of infrastructure, key tourism assets, key
accommodation, tourism businesses markets, a destination assessment and
and attractions, tourism organizations, priority planning area considerations to
food and beverage establishments, inform the development of the
parks and recreation sites, sports and Destination Development Strategy.
arts facilities, meeting facilities,
transportation and visitor services. 3. The Sunshine Coast Destination
Development Strategy.
2. A Situation Analysis report that
provides foundational research related
to the Sunshine Coast, access and
SUNSHINE COAST | 93
ALIGNMENT HARMONY ISLANDS
Photo: Albert Normandin
The Sunshine Coast Destination Vancouver, Coast & Mountains tourism
Development Strategy is one of six region and one of 20 for the province
strategies that will be prepared for the as a whole (Figure 4).
FIGURE 4:
Planning
Areas in BC FORT
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
SUNSHINE COAST | 10The five other planning areas that incorporate the Vancouver, span multiple jurisdictions which reinforce the importance of
Coast & Mountains are: Metro Vancouver, Fraser Valley, an integrated approach that includes a shared vision and
Sea-to-Sky Corridor, Gold Rush Trail, and Highway 3 prioritized investments.
Corridor. Over the course of Destination BC’s Destination
Development Planning Program, each of the province’s six THE DESTINATION DEVELOPMENT
tourism regions will integrate their planning area strategies
into one Regional Destination Development Strategy which, STRATEGIES THEMSELVES WILL
in turn, will be used to inform a Provincial Destination BE INFLUENCED BY, AND WHERE
Development Strategy, together with all 20 planning areas
strategies (Figure 5).
APPROPRIATE REFLECT AND
COMPLEMENT, OTHER
It is important to recognize that visitors do not make travel
decisions based on artificial boundaries created by PLANNING INITIATIVES.
governments and organizations. As a result, planning areas
FIGURE 5:
Levels of Destination Development Planning
Fraser Valley Sunshine Coast
Destination Development Destination Development
Strategy VANCOUVER, Strategy
COAST &
Highway 3 Corridor MOUNTAINS Gold Rush Trail
Destination Development Destination Development
Strategy DESTINATION Strategy
DEVELOPMENT
Sea-to-Sky Corridor STRATEGY Metro Vancouver
Destination Development Destination Development
Strategy Strategy
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
SUNSHINE COAST | 114
SUCCESS NETWORK HARMONY ISLANDS
Photo: Albert Normandin
SUCCESSFUL The Sunshine Coast Area Destination
DESTINATION Development Strategy is not intended to
DEVELOPMENT work in isolation or disregard the existing
IMPLEMENTATION policy and planning framework that already
RECOGNIZES
exist. This planning process brought tourism
THAT “WE ALL
partners together in a coordinated fashion to
HAVE A ROLE
TO PLAY”. work on wider policies and planning efforts.
Success networks represent the clusters Tourism partners have articulated their
of businesses and organizations who will desire to work cooperatively on key
need to collaborate and work in aspects of implementation. The
harmony to implement the strategy. following organizations, agencies and
As such, these strategies are built on a community groups have informed the
foundation using available resources creation of this strategy, and/or have a
from federal, provincial and local role to play in executing the strategy
organizations. It is only by working (Figure 6). More detailed information
collaboratively can the true potential on each of these partners is provided in
of the Sunshine Coast be realized. the Situation Analysis report.
SUNSHINE COAST | 12FIGURE 6:
Key Governmental and Management Organizations
FEDERAL FIRST NATIONS PROVINCIAL REGIONAL LOCAL
• Destination • Tla’amin Nation • Destination BC • Sunshine Coast • Town of Gibsons
Canada • shíshálh Nation • Indigenous Tourism • District
• Indigenous • Klahoose Nation Tourism BC • Island Coastal of Sechelt
Tourism • go2HR Economic Trust • City of Powell
Association • skwxwú7mesh
Nation • Ministries/ • Ventures Connect River
of Canada
Agencies: • Community • Sunshine Coast
• Western Futures Regional District
Economic - Tourism, Arts
Diversification and Culture • Tourism • Powell River
- Jobs, Trade and Vancouver Island Regional District
• Parks Canada
Technology • Capilano • Sunshine Coast
• Canadian University Economic
Heritage - Transportation
and • Vancouver Island Development
• Public Works Infrastructure University • Chambers
and Government of Commerce
Services Canada - Forests, Lands • Airports and
and Natural floatplane • Business
Resource terminals Improvement
Operations • Transportation Associations
and Rural providers • Visitor Centres
Development
• Harbours
- Indigenous
Relations and • Tourism Operators
Reconciliation • Arts, Culture,
- Environment Heritage
and Climate Organizations
Change Strategy • Clubs/Volunteer
- Agriculture Groups
- Municipal Affairs • Residents
& Housing
In addition to the above organizations, there are multiple local processes. An integrated system of destination development
organizations that play a role in destination development. For priorities will result in better decisions, drive greater tourism
a full list of organizations involved, please refer to the revenues, and realize benefits for businesses and
Situation Analysis report. communities in the Sunshine Coast. This will contribute to a
thriving, vibrant and growing economy.
It is the aspiration that this strategy will become embedded in
local, regional, provincial and federal decision-making
SUNSHINE COAST | 135
A DISTINCTIVE
DESTINATION
TIN HAT HUT
Photo: Andrew Strain
OVERVIEW A. GEOGRAPHIC DESCRIPTION
OF THE OF THE AREA
SUNSHINE COAST The Sunshine Coast planning area stretches
from north-west of Langdale (Port Mellon
and McNab Creek) along 180km of land to
north of Lund to Bliss Landing, Desolation
Sound, and waterways to the northern tip of
Toba Inlet. It encompasses the jurisdictions
of the Sunshine Coast Regional District and
Powell River Regional District including the
following islands: Gambier, Keats, Nelson,
Hardy, Thormanby, Texada, Lasqueti,
Harwood (Tla’amin Nation land), and Savary.
SUNSHINE COAST | 14SUNSHINE COAST
Towns and Indigenous Communities
Highways
Lakes and Rivers
Provincial Parks and Protected Areas
1. Desolation Sound Marine Park
2. Inland Lake Park
3. Skookumchuck Narrows Park
4. Spipiyus Park
5. Smuggler Cove Marine Park
6. Mount Richardson Park
7. Tetrahedron Park
8. Halkett Bay Marine Park
DESTINATION
BRITISH COLUMBIA
TM
0 10 20
Km
1
Lund
Savary 2
Island
Tla'amin Nation
(Sliammon)
Powell River
Saltery Bay
101
Earls
Cove Egmont
3
Te
4
xa
Garden Bay
da
Isl
an
d
Madeira Park
7
101
6
5 Halfmoon Bay
Gambier
Sechelt Ind Island
USA NW Lasqueti Gov Dist 8
YK Island
Sechelt
Indian Band
SK Sechelt
Roberts Gibsons
Creek
BC
AB
SUNSHINE COAST | 15
USAHARMONY ISLANDS
Photo: Albert Normandin
The Sunshine Coast is accessible by ferry
(vehicle, motor coach, and walk-on service)
airplane, and floatplane. There are visitor
centres in Gibsons, Sechelt, Powell River,
and Pender Harbour that provide visitor
information, assistance, and advice.
B. DESCRIPTION OF C. DESCRIPTION OF
THE POPULATION ECONOMY BASE
BASE, COMMUNITIES — HISTORICAL
INCLUDED, AND AND CURRENT
FIRST NATIONS Historically the Sunshine Coast
communities were resource based with
THERE ARE an emphasis on the forest industry. The
APPROXIMATELY 50,000 planning area encompasses 1,555,088
hectares of land. Tourism, recreation
PEOPLE RESIDING ON opportunities, and retirement have
THE SUNSHINE COAST. begun to shift the economic
dependency from resource-based
The Sunshine Coast includes four First sectors to a more diversified portfolio
Nations communities of skwxwú7mesh that also includes aquaculture, retail
Nation, shíshálh Nation, Tla’amin arts and culture, and high tech.
Nation, and Klahoose Nation. There are
three municipal communities: Gibsons,
the District of Sechelt, and Powell
D. OVERVIEW
River. Along the coast smaller
communities include Roberts Creek, OF TOURISM
Davis Bay (included in District of PERFORMANCE
Sechelt), Halfmoon Bay, Madeira Park,
There are few indicators available to
Pender Harbour, Egmont, Earls Cove,
measure performance of the tourism
and Lund.
industry at a local level; in 2007, it was
estimated that $77.6 million was spent
by travellers within the region.
SUNSHINE COAST | 16ROOM REVENUES
Year over year analysis of room revenue trends for the province overall and for
trends between 1995 and 2010 show Vancouver Coast & Mountains Region
strong growth in the Lower Coast (VCM), although the area did not
(Figure 7). Room revenue trends for experience the 2010 “lift” due to the 2010
the Upper Coast were similar to the Winter Olympic and Paralympic Games.
8M
FIGURE 7: 8M
Room Revenue 6M
1995–2010 6M
4M
4M
2M
1995 2000 2006 2010
2M
1995 2000 2006 2010
Source: Sunshine Coast Tourism Strategic Plan 2015-2019; BC Stats
ACCOMMODATION SEASONALIT Y
Similar to many areas in BC, the revenues in the summer months,
Sunshine Coast experiences significant with a steep decline in the off season
increases in visitation and tourism (Figure 8).
FIGURE 8: 1.5M 2010
2009
SCRD Room 1.5M
1.2M
2008
2010
2007
2009
Revenues 2006
2008
1.2M 2007
2006–2010 0.9M 2006
0.9M
0.6M
0.6M
0.3M
0.3M
0.0M
JAN JAN FEB APR MAY JUN JUL AUG SEP OCT NOV DEC
0.0M Source: Sunshine Coast Tourism Strategic Plan 2015-2019; BC Stats
JAN JAN FEB APR MAY JUN JUL AUG SEP OCT NOV DEC
SUNSHINE COAST | 17BC FERRIES
As gateway infrastructure and critical with a rebound in 2015 of 4.4%.
transportation to the Sunshine Coast, Similarly, total passengers from Little
BC Ferries passenger statistics can be River to Powell River also declined from
used as an indicator for tourism 2009 to 2014, with a rebound in 2015
performance (Figure 9). Statistics have of 17.0%. The stronger increase from
shown declines from Horseshoe Bay to Little River can partially be attributed
Langdale between 2009 and 2014, to ferry service outages in 2014.
FIGURE 9: 1.4M +4.4%
BC Ferries 1.2M
Passengers
from 0.9M
Horseshoe
Bay and Little 0.6M
River, Annual
2008-2015 0.3M
0.0
2008 2009 2010 2011 2012 2013 2014 2015
Total Passengers from Horseshoe Bay
200K +17.0%
150K
100K
50K
0
2009 2010 2011 2012 2013 2014 2015
Total Passengers from Little River
Source: BC Ferries
SUNSHINE COAST | 18E. KEY VISITOR MARKETS
The Sunshine Coast’s largest visitor market is the European market, which is
base is the BC resident with primary distinctly higher than the provincial
focus on the close-in markets of the average. The strength of this market is
Lower Mainland and Vancouver Island noteworthy in Powell River.
(Figure 10). The second key geographic
FIGURE 10: MARKET
ORIGIN
PROVINCIAL
MARKET SHARE
SUNSHINE
COAST
POWELL
RIVER SECHELT GIBSONS
Visitor Characteristics BC 55%
89% 75% 83% 77%
– Visitor Centre (41% local) (49% local) (55% local) (17% local)
Parties, Market Origin Other
Canada
18% 5% 6% 6% 11%
2015 United States
+ Mexico
18% 2% 4% 3% 5%
Europe 3% 8% 11% 7% 7%
Asia +
5% 1% 3% 1% 2%
Australia
Other 1% 0% 0% 0% 0%
Source: Visitor Services Network Statistics Program, Destination BC. Includes Gibsons, Sechelt and
Powell River. May not add up to 100% due to rounding.
FIGURE 11: 27.6%
Sunshine Coast 21.9%
Visitor Parties, 18.2%
Trip Length 13.5% 13.4%
2015 Visitors to the visitor centre show
significant same day, one day, and two
day trips. Same day trips are
3.2% significantly higher for the Gibsons
2.3%
(25%) and Sechelt (16%) visitor centres
than Powell River (8%). Conversely,
Powell River sees a high percentage of
two-week or longer trips (14%) than
Gibsons (4%) or Sechelt (6%).
(Figure 11)
Same 1 2 3 4–6 7–13 14+
Day
Trip Length, 2015
Source: Visitor Services Network Statistics
Program, Destination BC. Includes Gibsons,
Sechelt and Powell River.
SUNSHINE COAST | 19Visitors to the Sunshine Coast may
differ in a number of ways, including ARTS
their expectations, attitudes, (e.g. fine arts, KAYAKING/
HIKING BOATING DIVING
performance PADDLING
motivations, interests, passions, and arts)
willingness to pay for a tourism
experience. It is important to consider
these market segmentations in WRITING
FAMILY MOUNTAIN (e.g. Sunshine CRAFT
development plans. Currently, the CABINS/ FORAGING
BIKING Coast Writers BEER/CIDER
following interest groups and passions RESORTS
Festival)
are identified for the Sunshine Coast:
F. SUMMARY OF KEY STRENGTHS, CHALLENGES, AND OPPORTUNITIES
From a tourism destination perspective, potential to impact the future growth form the foundation of the Sunshine
the Sunshine Coast benefits from a and sustainability of the tourism sector. Coast Destination Development
range of strengths. However, there are Strategy. Key strengths, challenges,
number of destination development To build on these strengths and address and opportunities are summarized
challenges, some of which have the these challenges, a number of key as follows:
opportunities have been identified that
KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES
• Increasing awareness • Transportation barriers to, • Enhance transportation
• Air and sea access from and within experience, including BC
• Dependency on summer Ferries service
• Strong artisan culture
season • Recruiting, retaining, and
• Nature-based and training staff
marine-based tourism • Service levels and quality
experiences • Develop/enhance product
• Committed volunteers experiences
• Lack of meeting and
• Accessible activities accommodation space • Indigenous tourism
(for mobility challenges)
• Lack of guided activities • Strengthen support for
• Product assets with tourism development
potential to expand • Downtown vibrancy
• Year-round staff • Enhance quality of service
• Growth in agri-tourism and visitor amenities
constraints, including
• Education markets skillsets, housing, • Cooperative tourism
• Variety of economic transportation management
development and • Local support for tourism
funding organizations
SUNSHINE COAST | 20PERSEPHONE BREWING COMPANY
Photo: Andrew Strain
G. EXPERIENCE POTENTIAL
UNIQUE SELLING Provincial Park, Desolation Sound
PROPOSITIONS Marine Provincial Park, Princess Louisa
Inlet and Savary Island. Additional
There are three unique selling
tourism features include the unique
propositions identified in the Sunshine
coastal communities, inlets and
Coast Tourism Association 2015-2019
waterways, trails; a rich tapestry of
Strategic Plan that set the Sunshine
artisans, art galleries, cultural festivals,
Coast apart from other regions:
and events; exceptional outdoor
1. A string of rural, ocean-side recreation such as hiking, mountain
communities biking, and fishing; and easy access to
a. This is not a metropolitan area. Slow resorts and cabins.
down and escape from the city.
b. T here are many communities to SPECIFIC PRODUCT
explore, each with its own character. EXPERIENCES
c. The Pacific Ocean is here on our The specific product experiences
doorstep alongside stunning scenery. identified below have potential as iconic
products for growth:
2. Outdoor Adventure
• Indigenous cultural tourism
a. Nature is our attraction, not a
supermall, or a structured venue. • Sunshine Coast Arts Crawl
• Sunshine Coast Trail and
b. H
ike, bike, sail, paddle, golf, dive, Suncoaster Trail
swim, climb, ski, ride ... your
adventure starts here surrounded • Backcountry alpine hiking like the
in natural beauty. South Powell Divide
• Mountain biking including the Coast
c. A partnership of land and water Gravity Park and Duck Lake Trails
activities and natural attractions.
• Boating including Desolation Sound,
3. Arts, Culture & Heritage Princess Louisa Inlet
a. Home to four First Nations who • Rock climbing in the Eldred Valley
have a remarkable story to tell • Wildlife viewing along inlets and
and continue to develop. waterways
b. H
istoric Townsite — National • Diving with over 100 dive sites
Historic District as well as our • Health and Wellness highlighting the
forestry and fishing heritage. George Health & Wellness Centre
c. An amazing concentration of and spas
artists in all genres who live and • Foraging and Culinary
work and are inspired by place.
d. F
estivals and events celebrating a
range of interests all year long.
Traditional major attractions for the
area include Skookumchuck Narrows
SUNSHINE COAST | 216
A DISTINCTIVE
DESTINATION
DESOLATION SOUND
Photo: Andrew Strain
THE DIRECTION A. VISION
FOR THE STRATEGY The vision for the Sunshine Coast is aligned to existing planning frameworks and
tied to the aspirations of what types of destination tourism partners the Sunshine
Coast would like to be within 10 years: The goals, objective, and actions outlined in
this strategy have been prioritized to achieve elements identified within this vision. A
full vision story is provided in Appendix 2.
WE ARE A UNIFIED SUNSHINE COAST,
WORKING TOGETHER TO INCREASE THE
SOCIAL, CULTURAL, AND ECONOMIC
BENEFITS FROM OUR YEAR-ROUND
VISITOR ECONOMY. WE HAVE VIBRANT
COASTAL COMMUNITIES AMID
EXCEPTIONAL OUTDOOR ADVENTURES.
WE ATTRACT RESPECTFUL VISITORS WHO
LIKE TO DISCOVER AND UNDERSTAND
MORE ABOUT OUR LAID-BACK PACE OF
LIFE AND THE WILD, NATURAL PLACES
THAT NOURISH US.
SUNSHINE COAST | 22GIBSONS
Photo: BC Ale Trail
B. GOALS C. GUIDING
Four destination development goals
PRINCIPLES FOR
have been identified to support the DESTINATION
vision for the Sunshine Coast. Each DEVELOPMENT
of the four goals has associated areas
of focus. As the journey of destination
development continues in the Sunshine
1. Increase the total contribution of the
Coast, choices will have to be made and
visitor economy.
priorities set. The following guiding
FOCUS AREA: Increase overnight stays principles developed by stakeholders
in the shoulder season. will be used to guide destination
development decision-making:
2. Enhance the overall visitor experience
• Growth must elevate the Sunshine
of the Sunshine Coast as a preferred
Coast as a preferred destination and
travel destination for key markets.
as a place to live, ensuring residents
FOCUS AREA: Improve transportation support the tourism industry
to, from and within the Sunshine Coast. while possible disruptions to
FOCUS AREA: Increase new product communities that come from
development and experience over-tourism are avoided.
enhancement efforts. • Incremental, high-value growth must
be well supported through adequately
3. Strengthen the business climate. trained and skilled staff, sufficient
FOCUS AREA: Improve year-round accommodation capacity, and viable
business viability. transportation options.
• Growth must be managed, step
4. Strengthen a unified Sunshine Coast by step, building on what we
tourism industry, working together have now and leveraging our
as a whole. existing infrastructure.
FOCUS AREA: Improve support from • Growth must be respectful of the
local governments and residents. rights, title and cultural history of the
Tla’amin Nation, Klahoose Nation,
These four goals will support the two shíshálh Nation and skwxwú7mesh
common provincial goals: Nation, as well as agreements
1. Lead Canada in growth of overnight among governments.
visitor expenditures, and; • Growth must recognize ecological
2. Secure the highest Net Promoter limits and not be detrimental to the
Score® in North America. natural environment.
• Growth must coexist with other
valued industries on the Sunshine
Coast, including forestry, mining,
aquaculture, and agriculture.
SUNSHINE COAST | 23SUNSHINE COAST
Photo: Andrew Strain
D. MOTIVATING EXPERIENCES
Where do we focus our attention for the
next 10 years so that the Sunshine Coast
area becomes a competitive and sustainable
destination? We need to identify and focus
our attention on motivating experiences that
will set the destination apart and entice
visitors to visit. Only by differentiating our
destination area and making it truly unique
from other destinations will we improve our
competitiveness.
Our strategy discussions were guided The nine specific motivating product
by keeping our desired visitors in mind. experiences are:
Our visitors are predominantly BC • Indigenous Tourism
residents who come from Lower
Mainland and Vancouver Island. Our • Arts, Culture, Festivals, and Events
ideal visitor is respectful, likes to • Trails — Hiking, Mountain Biking,
discover and understand more about Marine
our destination. • Touring — Vehicle, Cycling,
Nine distinct motivating experiences Motorcycles
were identified and align to the demand • Boating/Marinas
generators deemed most relevant for • Natural Asset Utilization
our destination and our desired visitors. (e.g., wildlife viewing and other
Collectively, we will ensure there is a outdoor experiences)
mass of activities for each of the nine
motivating experiences that will • Sustainable Culinary Experiences
motivate travel to the Sunshine Coast. • Health and Wellness
• Sport Tourism
SUNSHINE COAST | 24This table provides context and opportunities for each of the nine motivating product experiences:
INDIGENOUS Indigenous culture tourism is a small, but rapidly growing sector of the British Columbia tourism industry that tends to attract an
TOURISM international visitor who spends more per trip than other visitors. Within the Sunshine Coast, it has been identified that significant
opportunity exists to enhance the cultural product and experience offerings and participate more fully in this growing segment.
There is interest to support Indigenous experiences as part of a destination stay, and it is widely recognized that the Indigenous
tourism development needs to originate from the Indigenous communities.
ARTS, CULTURE, The Sunshine Coast has demonstrated that arts and culture are a tourism draw and offer potential for further growth. There is
FESTIVALS, significant potential to enhance the year-round visitation from festivals and events and support the strengths of the destination as
AND EVENTS well as providing value for residents. However, efforts are needed to find resources to enable the continued support.
There is also room to create an even stronger creative economy. Creative tourism is a growing trend and visitors are increasingly
seeking authentic opportunities to develop new skills and expand existing skills. The Sunshine Coast can gain leverage from the
international recognition that the West Coast has for arts and crafts. This includes elevating the status of Indigenous artists.
TRAILS — HIKING, Trails are a significant motivator for the coast with iconic product experiences, strong community support and robust planning
MOUNTAIN work, strategies and actions being implemented. These efforts should continue to be enhanced and supported.
BIKING, MARINE
TOURING A significant portion of BC’s tourism visitation is associated with touring. Self-guided touring provides an ideal way to move around
— VEHICLE, from place to place, experiencing various parts of the Sunshine Coast. With unique, attractive communities and experiences all
CYCLING, along the Sunshine Coast, a focus on improving the touring experience will enhance economic opportunities for all businesses and
MOTORCYCLES communities within the corridor.
BOATING/ The marine environment is a desirable tourism product and there are ample opportunities to connect marine-based visitors to
MARINAS land-based experiences and grow this product and destination experience sector.
NATURAL ASSET Visitors cite the natural environment, diversity of outdoor activities and spectacular scenery as primary motivators for choosing to
UTILIZATION vacation in BC. Thanks to the geographic diversity, the Sunshine Coast offers numerous outdoor adventure activities (beyond
(e.g., wildlife viewing trails and boating). Nature-based recreation and tourism are playing an increasingly important part in the Sunshine Coast visitor
and other outdoor economy, as well as providing value for current and potential residents.
experiences)
SUSTAINABLE The destination is beginning to build a reputation for local foods and culinary tourism, which aligns to the growing consumer
CULINARY interest in food experiences. Culinary developments should be directed towards continuing to offer and enhance year-round local,
EXPERIENCES sustainable food experiences that benefit visitors as well as residents.
HEALTH & With the proximity to the large Metro Vancouver market, and plans to develop the spa/wellness offerings on the Sunshine Coast
WELLNESS significantly within the next 1-3 years, there is potential to generate incremental, year-round visitation over the next 10 years
through this motivating experience.
SPORT Sport tourism has become a highly competitive niche tourism business and is one of the fastest growing segments of the tourism
TOURISM industry. There are existing efforts to generate sport tourism visitation on the Sunshine Coast, including the 2012 Sport &
Recreation Tourism Strategy for Powell River. Venues such as the Gibsons Community Recreation Centre, Sechelt Aquatic
Centre, and the Sechelt Arena are also capable of hosting events. Sport tourism as a motivating experience helps to focus on
strengthening the visitor economy in the spring, fall, and winter.
SUNSHINE COAST | 25E. DEVELOPMENT THEMES
Similar to motivating experiences, we need to identify the
development themes that will focus our attention for the next
10 years. Destination development themes define the priorities
that have surfaced through the planning process.
These destination development themes will support the 4. M
anage the Destination Collaboratively
strategy’s vision and goals, as well as the motivating Working collaboratively and in partnerships both within and
experiences. There are six destination development themes outside of the tourism industry is key to the industry’s
identified for the Sunshine Coast. Each theme has associated success. It is everyone’s role to ensure tourism is developed
objectives and actions. and managed carefully and in a sustainable way that meets
The six themes are: the vision for the destination. It is vital to ensure capacity can
be supported by residents and the visitor infrastructure.
1. I mprove Transportation To, From, and Within the Protecting natural and cultural resources that attract visitors
Sunshine Coast to our region will also be critical.
Transportation has been identified as the top constraint to
tourism growth on the Sunshine Coast, and equally, the top 5. I mplement Product Development and Experience
opportunity for improvement. As the primary access to the Enhancement that Cultivate a Unique Sense of Place
area is by sea or air, it is critical visitors have reliable and The Sunshine Coast is a unique destination with year-round
sufficient service to get to and from the coast, as well as opportunities. Unless the tourism product meets the needs
viable options to transport themselves from access points and expectations of visitors, the destination cannot realize its
and accommodations to where the experiences are situated full potential, or compete with other destinations. To be a
(e.g., downtowns, waterfront, trailheads, lakes, etc). true four-season destination, attractive year-round activities
and services will need to be developed.
2. A
ttract, Retain and Train Skilled Workers and Provide
Job Growth 6. E
nhance the Quality of Services and Experiences for
Provincially, as the visitor economy grows, more acute labour Our Guests
shortages are being felt. The Sunshine Coast is no exception. Over the past decade, there have been substantial shifts in
There are significant human resource challenges that have the tourism marketplace which have resulted in the growing
been identified as barriers to tourism growth, including labour importance of the delivery of outstanding travel experiences.
shortages and gaps in staff skillsets. Recruiting, retaining,
and training staff are all critical elements to business success HIGH SATISFACTION WITH TRAVEL
and the visitor experience.
EXPERIENCES IS CRITICAL TO
3. Enable Tourism Business Success and Viability
ACHIEVE INCREASED VISITOR
Lack of sufficient business support is considered a significant
constraint to tourism growth, including the time/process
SPENDING, LONGER STAYS, REPEAT
to get tenure, permits and development approvals. Business VISITS, AND POSITIVE WORD OF
support also includes ensuring a robust understanding of
the social, cultural, and economic value of tourism to
MOUTH REFERRALS.
assist with resident support for tourism growth and
investment attraction.
SUNSHINE COAST | 26F. INTERACTION OF DEVELOPMENT THEMES AND
MOTIVATING EXPERIENCES
For any destination development supply side, it is important to connect generate demand. The marketing
strategy to achieve its goals, there must the defined destination themes to the demand drivers lead to purchase
be coordinated interaction with the motivating experiences that lead decisions which result in visitation.
other components of the tourism to purchase decisions and result Then, a new cycle of supply-side
development process. As mentioned in in visitation. management and investment is set in
section 2c, tourism has two primary motion to encourage competitiveness,
revenue drivers — supply and demand. The interaction of supply, demand, sustainability, and tourism-driven
Destination development focuses on development themes and motivating benefits over the long term.
the supply side of tourism by providing experiences is cyclical. The process of
the setting, access, policy framework, developing supply drivers such as Each of the six development themes
investment attraction, experiences, and transportation, policy frameworks and will contribute to each of the nine
visitor service to attract new visitors investment attraction supports the motivating experiences that have been
and entice repeat visitation. Demand development of compelling experiences determined for the Sunshine Coast,
side marketing efforts strive to create — the supply drivers of products and although they will do so at different
urgency for people to want to visit. services. These are then able to be levels, based on the actual objectives
While this strategy focuses on the marketed to potential visitors to recommended (Figure 12).
FIGURE 12:
Interaction of Development Themes and Motivating Experiences
SUPPLY SUPPLY DEMAND
+ +
INFRASTRUCTURE, COMPELLING COMPELLING
REGULATORY EXPERIENCES MARKETING
FRAMEWORK,
AND INVESTMENT
ATTRACTION
DEVELOPMENT THEMES 4. Manage the Destination MOTIVATING EXPERIENCES 6. Natural Asset Utilization
Collaboratively
1. Improve Transportation To, 1. Indigenous Tourism 7. Sustainable Culinary
From and Within the Sunshine 5. Implement Product Experiences
2. Arts, Culture, Festivals,
Coast Development and Experience
and Events 8. Health & Wellness
Enhancement that Cultivate a
2. Attract, Retain and Train
Unique Sense of Place 3. Trails 9. Sport Tourism
Skilled Workers and Provide Job
Growth 6. Enhance the Quality of 4. Touring
Services and Experiences for Our 5. Boating/Marinas
3. Enable Tourism Business
Guests
Success and Viability
SUNSHINE COAST | 277
STRATEGY AT A GLANCE GWENDOLINE HILLS
Photo: Andrew Strain
SUNSHINE COAST: A DISTINCTIVE DESTINATION
VISION
We are a unified Sunshine Coast, working together to increase the social, cultural, and
economic benefits from our year-round visitor economy. We have vibrant coastal communities
amid exceptional outdoor adventures. We attract respectful visitors who like to discover and
understand more about our laid-back pace of life and wild, natural places that nourish us.
Increase the total Enhance the overall visitor Strengthen the business Strengthen a unified
GOALS
contribution of the experience of the Sunshine climate Sunshine Coast tourism
visitor economy Coast as a preferred travel industry, working together
destination for key markets as a whole
1. A
string of rural, 2. Outdoor 3. Arts, Cutlure
USP
ocean-side communities adventure & Heritage
• Indigenous Tourism • Touring — Vehicle, • Sustainable Culinary Experiences
EXPERIENCES
MOTIVATING
• Arts, Culture, Festivals Cycling, Motorcycles • Health and Wellness
and Events • Boating/Marinas • Sport Tourism
• Trails — Hiking, Mountain • Natural Asset Utilization
Biking, Marine (e.g., wildlife viewing and other
outdoor experiences)
DEVELOPMENT
1. Improve Transportation To, From 3. Enable Tourism Business Success 5. Implement Product Development
THEMES
and Within the Sunshine Coast and Viability and Experience Enhancement that
2. Attract, Retain and Train Skilled 4. Manage the Destination Cultivate a Unique Sense of Place
Workers and Provide Job Growth Collaboratively 6. Enhance the Quality of Services
and Experiences for Our Guests
SUNSHINE COAST | 28EARL’S COVE
Photo: Andrew Strain
8
STRATEGIC
PRIORITIES
FRAMEWORK The Sunshine Coast Destination Development
Working Committee utilized a framework to
determine the prioritization of each objective
and the relative timing for implementation:
1. QUICK WINS high value tactics with
PRESENTING
low complexity and can be achieved
within 3 years (2017-2020). THE DESTINATION
2. LONGER TERM ACTIONS high value, DEVELOPMENT
high complexity that require 4 to 10 OBJECTIVES WITH
years to achieve the result (2021-2027)
albeit activities can begin immediately A CONSISTENT
to achieve the outcome. FRAMEWORK WILL
3. SET ASIDE UNTIL RESOURCES ALLOW THE PROVINCE
ALLOW low complexity and low value,
address when time/resources exist.
AND THE SUNSHINE
COAST TO EXAMINE
4. LEAVE OUT OF PLAN, RE-EVALUATE
IN FUTURE high complexity and low THE VARIOUS
value, not realistically achieved in the PRIORITIES ACROSS
10-year time frame of this strategy.
ALL PLANNING AREAS
TO IDENTIFY THOSE
WHICH BELONG WITHIN
A REGIONAL OR
PROVINCIAL STRATEGY.
SUNSHINE COAST | 29LUND
Photo: Andrew Strain
Where the proposed objective has but those that emerged as a higher
provincial or regional scope beyond this priority for tourism destination
planning area, it is noted. This list does development. The full list of Planning
not represent all the opportunities that considerations that informed the
emerged during the planning process, prioritization can be found in Appendix 3.
High Value
1. QUICK WINS 2. LONGER TERM
(2017 – 2020) ACTIONS
(2021 – 2027)
3. S
ET ASIDE 4. LEAVE OUT
UNTIL OF PLAN,
RESOURCES REEVALUATE
IN FUTURE
Low Value
ALLOW
Low Complexity High Complexity
A. OBJECTIVES AND ACTIONS
In total, 66 objectives have been This is not meant to be an exhaustive
identified for the Sunshine Coast as a list of all tactical implementation
tourism destination for the next 10 activities, but highlight the priorities. As
years. The following section outlines the such, objectives or actions may require
objectives by each development theme, a more detailed implementation plan.
the priority, and relative timing for
implementation. It also identifies the A full list of all 66 objectives sorted by
priority actions within each objective. priority is included in Appendix 4.
SUNSHINE COAST | 30THEME 1: Improve Transportation To, From and Within the Sunshine Coast
THEME 1: OBJECTIVES & ACTIONS PRIORITY
1. QUICK WINS
1 W
ork as a coordinated, regional base to advocate for better fundamental BC Ferries service, including
reliable service, improved frequency, increased capacity, and fair costs.
CATALYST
ACTIONS
• Develop the business case for improved BC Ferries services, including information by market and type
of traveller. PROVINCIAL SCOPE
• Work with TIABC to generate community support to advocate to TRAN.
REGIONAL SCOPE
SUCCESS NETWORK Sunshine Coast Tourism, BC Ferries, TAC, TRAN, TIABC, Destination BC,
Municipalities, Regional Districts, Tla’amin Nation, Klahoose Nation, shíshálh Nation and skwxwú7mesh Nation
1. QUICK WINS
2 I mprove relations and collaboration with BC Ferries and the Sunshine Coast tourism industry, as
represented by Sunshine Coast Tourism.
ACTIONS
• Secure a tourism representation position on the BC Ferry Advisory Committees.
• Create a BC Ferries representation position on the Sunshine Coast Tourism Board of Directors.
• Work collaboratively with BC Ferries to increase partnerships with BC Ferries Vacation and Sunshine Coast
tourism businesses for shoulder season promotions and visitation.
SUCCESS NETWORK Sunshine Coast Tourism, BC Ferries, accommodators
1. QUICK WINS
3 W
ork with BC Ferries to change the policy to extend the sailings of two boats on the Horseshoe Bay to
Langdale route earlier in June and later in September.
CATALYST
ACTIONS
• Investigate with BC Ferries what conditions would be required to extend the sailing season, and undertake
activities to collect information demonstrating those conditions have been met.
• Develop the business case for extended sailings of two boats on the Horseshoe Bay to Langdale route,
including information by market and type of traveller. Also ensure they reasonably connect to the Earls
Cove ferry.
• Work collaboratively with BC Ferries to review annually and determine feasibility to extend further each year,
as warranted by consumer demand and supported by destination development and marketing activities.
• Work with TIABC to generate community support to advocate to TRAN.
SUCCESS NETWORK Sunshine Coast Tourism, BC Ferries, TAC, TIABC, Municipalities, Regional Districts,
Tla’amin Nation, Klahoose Nation, shíshálh Nation and skwxwú7mesh Nation
1. QUICK WINS
4 E
nhance the BC Ferries experience to balance the needs of residents with ferry capacity utilized by
tourism growth.
ACTIONS
• Work with BC Ferries to identify specific actions to ensure both resident and visitor needs are considered and
managed for improved ferry service.
• Explore the reintroduction of BC Ferries resident cards that provide priority loading for Sunshine Coast residents.
SUCCESS NETWORK Sunshine Coast Tourism, BC Ferries, TAC, TIABC
SUNSHINE COAST | 31You can also read
