Strategic Plan: 2018 to 2021 - Cypress Hills Destination Area
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Strategic Plan: 2018 to 2021
Table of Contents Chairperson’s Message ................................................................................................................................. 1 Values ............................................................................................................................................................ 2 Vision Statement ........................................................................................................................................... 2 Mission Statement ........................................................................................................................................ 2 Stakeholder List............................................................................................................................................. 3 Environmental Scan ...................................................................................................................................... 4 SWOT Analysis............................................................................................................................................... 5 Critical Issues................................................................................................................................................. 7 Strategic Goals ............................................................................................... Error! Bookmark not defined.
1 Chairperson’s Message
Simply stated, CHDA Inc. is a regional economic development initiative. Our objective is to maximize the
financial impact of the tourism industry on our area.
We do this by; working collaboratively to increase visitation to our area, by encouraging the circulation
of visitors around within our area, by highlighting experiences and products that inspire visitors to
extend their stay in our region, and by working with our members to develop & promote new tourism
products that increase the amount of money these visitors spend while they are with us.
Collectively, all of our regional tourism stakeholders, represent a much more compelling tourism offer
than we each do individually. Together we not only have the power to motivate travel to our area in
ways that we could not individually, together we are also better able to penetrate markets and reach
audiences than we are on our own.
Rather than pitting business against business, attraction against attraction, and community against
community, all competing for our own small piece of the existing tourism pie, we have come together as
a region and as tourism stakeholders to simply bake a larger pie. A larger pie means that everyone’s
respective piece is just that much bigger.
CHDA Inc. is now one of the most successful of the Destination Marketing Organizations in the Province
of Saskatchewan.
We have seen visitation in the Cypress Hills themselves alone grow from 250,000 to well over 300,000
visitors per year. Grasslands NPC has seen a 35% increase in visitation. We have seen the Destination
Marketing Fee revenues collected by our DMP businesses grow steadily year over year, which illustrates
an overall growth in the tourism revenues in our area. We have also seen a great deal of recognition for
the work of CHDA Inc., and for the work of our members, at the Saskatchewan Tourism Awards of
Excellence and at other award programs.
During the summer of 2017 CHDA Inc. worked with the Town of Maple Creek, Tourism Saskatchewan,
the Ministry of Central Services and a number of our regional tourism businesses to keep the Maple
Creek Trans-Canada Visitor Reception Centre (VRC) open. The objective in the operation of the VRC was
to divert traffic off the Trans-Canada and into our CHDA communities. At the VRC, 24,000 visitors were
introduced to the services and attractions of the CHDA, and visitation increases at CHDA attractions and
businesses the summer of 2017 illustrated the success of the initiative.
Unlike the tourism committees of old, CHDA Inc. is not peddling services for a fee. CHDA Inc. is a
collective made up of all the major tourism stakeholders in our region. Ultimately, CHDA Inc. is as
successful as what is put into it by its members and by the region as a whole.
The tourism industry injects over 25 million dollars into our regional economy. Let us work together to
increase that number. Please join with us in the implementation of this Strategic Plan for growth.
Royce E. W. Pettyjohn, PCED.SK
Chair – Board of Directors
Cypress Hills Destination Area Inc.
Cypress Hills Destination Area Strategic Plan
Page 12 Values
The Values Statements below are at the very heart of the Cypress Hills Destination Area Inc. (CHDA Inc.),
and guide all of the work of the CHDA Inc.
The Cypress Hills Destination Area Inc. values:
Leadership - cultivating a consistent standard for tourism product development and
delivery.
Professionalism - operating in a manner that promotes and maintains trust.
Excellence - in customer service delivery and quality of product, which leads to a
memorable visitor experience.
Thinking Regionally - collaboration and collective ownership which takes into account
the interests of all current and future members.
Clear Communication - operating in a transparent, open, honest and consistent fashion
with the best interests of the members and visitors in mind.
Being Supportive - creating an environment that encourages innovation and practical
solutions to tourism development in the region.
Sustainable Economic Growth - ensuring a balance between economic growth and
respect for our tourism resources.
3 Vision Statement
The Vision Statement outlines how the CHDA Inc. envisions the future, and describes what it is
ultimately towards.
Our Vision is:
The Cypress Hills Destination Area is a premier year-round Canadian tourism destination
offering boundless visitor experiences. Tourism is robust and embraced as one of our
leading regional industries.
4 Mission Statement
The Mission Statement describes the purpose of the CHDA Inc. and it is central to its being.
The mission of the CHDA Inc. is to connect you with quality tourism experiences.
Cypress Hills Destination Area Strategic Plan
Page 25 Stakeholder List
Internal stakeholders are those that have a direct influence on what the CHDA Inc. does and how it
operates. External stakeholders have less influence, but must be communicated with nonetheless.
A list of key stakeholders aids in communications, and recognizes that different stakeholders will require
different information and some may require different forms of communication.
STAKEHOLDER INT EXT NOTES
Members X
Visitors X
Federal Government (as attractions, funders) X
Provincial Government (Tourism Saskatchewan,
CH Park)
Ministers (Tourism, Highways) X
Senior Public Servants (staff) X INT - have the ability to influence decision
makers
Employees of tourism businesses X INT - have the ability to impact the visitor
experience
Media X
CHDA Inc. Staff X
CHDA Board X
CH Park Tourism Operators X X INT - affect CHDA finances as non-
members and have the ability to impact
visitor experiences; EXT - less influence on
day-to-day business
Residents X X INT - have ability to influence politicians,
be ambassadors; EXT - limited influence
on day-to-day business
Non-member Municipalities (Mayor and X X INT - affect CHDA finances as non-
Council, Administrators) members; EXT - less influence on day-to-
day business
Non-member Tourism Businesses X X INT - affect CHDA finances; EXT - less
influence on day-to-day business
Non-Tourism Supporting Services (gas, bank, X X INT - affect visitor experience; EXT -
drug store, etc.) limited influence on day-to-day business
Non-member Not-for-Profit Organizations X
(attractions, others)
Members of Parliament X
Members of the Legislature X
Other Destination Marketing Organizations X
Cypress Hills Destination Area Strategic Plan
Page 36 Environmental Scan
The Environmental Scan identifies the political, societal, technological, environmental and economic
trends that may impact how the CHDA Inc. operates.
Economic:
The provincial economy is not good. (negative)
The Provincial Government recognizes tourism and parks as important to the economy.
(positive)
Provincial and Federal Governments have been downloading to Municipalities resulting in less
discretional funding (negative)
Downloading of funding to provincial parks - i.e. funding for tourism promotion having to come
from the park’s budget. (negative)
Visitation and visitor spending is increasing in the region. (positive)
Overnight campers and other visitors have no place to stay and capacity is limited in the peak
season (negative)
Tourism Saskatchewan is a Crown Corporation now.
The increase in the PST. (negative)
Less tolerance for risk (e.g. spending on tourism and new product development)
Tourism is stronger as a result of Canada 150.
More fixed accommodation and camping than three years ago but many are still at capacity.
(positive and negative)
Perception of being full at all times. (negative)
Tourism is seen as a fall back to economic woes in the U.S.
Technological:
The use of Social Media (Facebook, websites, Trip Advisor, etc.) is on the rise for advertising,
information gathering, conveying information. (positive)
Social Media provides a forum for visitor feedback (positive and negative)
Social Media is being used more for trip planning (positive)
Blogging sites - new consumerism is resulting in the amassing of experiences - i.e. virtual sharing
(positive and negative)
There is more access to metrics to measure impacts (positive)
Technology changes so rapidly. (negative)
More local bloggers – food especially. (positive)
More mobile technology; more changes in how to use mobile technology.
More Google and Facebook reviews (vs only TripAdvisor reviews).
Everything is more professional (content wise) and this creates more competition.
More people are using technology.
Political:
Ruling party (positive; could also be a negative)
Lack of infrastructure investment (negative)
Entrepreneurial economy - driven by politicians) (positive)
Low Canadian dollar relative to a US dollar attracts US visitors and encourages Canadian visitors
to stay close to home (positive)
CHDA is a safe place to travel (positive)
Cypress Hills Destination Area Strategic Plan
Page 4 Border crossing regulations are restrictive (negative)
PST increase. (negative)
Liquor distribution system is dismantled (private liquor stores now) (negative).
Regulatory and taxation environment, especially in food and beverage. (negative)
Less provincial funding for municipalities. (negative)
No more Main Street program. (negative)
Insurance rates are up (because PST is now added) (negative)
Environmental:
CH Park has few activities in the winter; limited staff (negative)
Weather - area is often the hot spot in the province; natural disasters (positive and negative)
Climate change affects are being felt more (e.g. more fire bans) (negative)
Alberta and Saskatchewan do not have the same regulations (e.g. on fire bans) (negative)
Lots of fires and smoke elsewhere, but not in Cypress Hills Interprovincial Park. (positive)
Societal:
More Newcomers in the province (positive)
Culinary tourism is on the rise (positive)
Growing interest in Adventure tourism and Eco-tourism (positive)
More interest in experiential tourism (positive)
Growth of social media (positive and negative)
Desire for safe places to travel (positive)
Baby Boomers - more adventurous, have disposable income, population is bulging (positive)
Tourism is a Global Market - people are coming from afar (positive)
More people reading blogs (positive and negative)
The gap is widening on generational needs (e.g. younger people are demanding food
deliveries)(negative)
“Safe” travel is more important with the advent of terrorism activities around the world.
(positive)
More information (and fake news) creates more wariness to travel.(negative)
More attention is being paid to short snippets of information (i.e. attention spans are getting
shorter and shorter). (negative)
7 SWOT Analysis
The SWOT analysis identifies the CHDA Inc. and the destination area’s: Strengths, Weaknesses,
Opportunities and Threats.
Strengths and Weaknesses are Internal because the CHDA Inc. has direct control over these things.
Opportunities and Threats are External because the CHDA Inc. has less control over these things because
of situations beyond CHDA Inc.’s control or the involvement of others.
Cypress Hills Destination Area Strategic Plan
Page 5The table below shows how the SWOT is analyzed to inform the development of Strategic Goals in the
strategic plan.
INVEST - Clear matches of DEFEND - Areas of threat matched
strengths & opportunities lead to by areas of strength indicate a need
comparative advantage. to mobilize resources either alone or
with others.
DECIDE - Areas of opportunity DAMAGE CONTROL / DIVEST - Areas
matched by areas of weakness of threat matched by areas of
require a judgement call: invest weakness indicate a need for
or divest; collaborate. damage control.
Below is an updated SWOT Analysis.
INTERNAL EXTERNAL
Strengths: Opportunities:
- CHDA Board has strong commitment - Size of Destination Area enables large and diverse
- Member Businesses - varied membership base
- Size of Destination Area – provides opportunities for - Improved infrastructure
new business development and movement of tourists - Natural Environment (weather)
- Staff - Promoting the value of tourism to residents
- Use of Social Media - New Tourism Product can be introduced
- Relationships - Government Supports tourism
- Finances (Growing Income) - Appeal of the parks within the area
- CHDA is good at cooperative projects (VRC, - Increased visitation in the last few years
Cowtown Culinary Tour) - Culture and Heritage in the area
- Reach, penetration, brand recognition - Alberta businesses are starting to see the value of
- More collaboration among members than in the CHDA
past - Expanding on collaborative opportunities
- Product consistency bar has been raised - Targeted marketing
- More advocacy is being done - Promoting the appeal of tourism businesses
- A Communications Strategy is in place - Exploiting CHDA’s reputation
- Visitor Reception Centre is drawing traffic into the - Visitor Reception Centre can help move people into
area. the area.
- Expanding Indigenous relations and tourism
products
- Promoting being “unplugged”
- Encouraging development of new tourism products.
Weaknesses: Threats:
- Still some lack of Product Consistency - Finances – if the economy is bad; DMF can be
uncertain
Cypress Hills Destination Area Strategic Plan
Page 6- Still some lack of understanding of the value of - Natural Environment (weather)
Tourism - Lack of Understanding of the Value of Tourism by
- Individual Board members still pressed for time residents and municipalities still apparent in some
- Lack of Finances areas
- Lack of Market Definition (i.e. what CHDA is and - Ensuring quality product can be challenging
does) - Size of the Destination Area – lack of understanding
- Size of the Destination Area - ensuring inclusiveness about where the borders of CHDA are
can be challenging - Sask is a resource-based economy.
- Still need Advocacy - Infrastructure – roads need work, lack of cell
- Board has been focusing on operational vs strategic coverage
discussions - Uncertain Human Resources – many CHDA member
- Relationship with Alberta needs to be stronger businesses always need employees
- Lack of employees at CHDA - Rapid adoption of technology
- Lack of Board outreach to Alberta businesses - Technology is not always accurate
- No orientation for new Board members
- No performance review for Exec. Director
8 Critical Issues:
Examining the SWOT Analysis and Environmental Scan helps identify major issues facing the CHDA and
informs discussions about Strategic Goals, Objectives and Expected Outcomes:
Size of the Area – The CHDA encompasses a large area.
The Cypress Hills Destination Area encompasses a large region that is roughly comprised of the area
south of the Trans-Canada highway and north of the American border that stretches from Cypress Hills
Interprovincial Park Alberta to Grasslands National Park of Canada, including all the communities and
attractions in-between.
Within this area exists a critical mass of attractions, services and experiences that have the power as a
collective to motivate travel to the region.
As a result, when viewed from the perspective of a traveller disinterested in jurisdictional boundaries,
the region as a whole presents an appealing and logical package as a travel destination.
Therefore, the issue is not necessarily the area’s geographic size, but rather maintaining a sense of
inclusivity across a multitude of jurisdictional boundaries and a broad variety of sometimes disparate
business operations.
On an on-going basis CHDA Inc. must help businesses, attractions, municipalities and residents across
such a large area understand that CHDA Inc. is collective and regional effort to maximize the economic
impact of the tourism industry within the region as a whole, and that every municipality, attraction and
tourism business has a role to play in the success of this regional initiative.
CHDA Inc. is the vehicle that was created by the region to support the region’s need to see development
within the area’s tourism industry. Therefore, it will take input and participation from the region as a
whole to maximize the effectives of the entity and realize the maximum economic impact on the region
from tourism development.
Cypress Hills Destination Area Strategic Plan
Page 7Finances – the current annual operating budget of CHDA Inc. is almost entirely comprised of the
contributions made by its Core Funders, Active Partners, Non-Profit Partners and Supportive Businesses.
The annual operating budget for CHDA Inc., which includes all planned marketing, promotions and
product development activities for the year, is based on the financial commitments of Core Funders and
the projected income from Destination Marketing Program fees remitted by the regional attractions and
business operators.
If a Core Funder or an Active Partner withdraws part way through a year, it compromises the ability of
CHDA Inc. to cover the costs of marketing, promotions and product development to which the
organization committed itself to on behalf of the region at the beginning of each year / budget cycle.
Backing off on planned and/or committed marketing, promotions and/or product development work
has a direct impact on the overall effectiveness of the CHDA Inc. in achieving its regional economic
impact objectives.
CHDA Inc. therefore needs to put in place policies that aids in stabilizing financial commitments during
each calendar year.
CHDA Inc. must also continue to expand its “membership” and also identify additional ways in which the
organization can develop new and reliable revenue streams that will ultimately contribute to stabilizing
the entity’s cash flow over the long-term.
However, as CHDA Inc. is a collective made up of tourism stakeholders from across the region, ultimately
it is the region’s tourism stakeholders that will play the central role in ensuring the organization has the
resourcing necessary to meet the region’s needs and expectations related to the development of the
tourism industry in southeast Alberta and southwest Saskatchewan.
Product Development - New tourism product offerings create diversification and a critical mass of
activities that are both crucial to attracting visitors. Developing and evolving a variety of tourism
products throughout the region helps CHDA Inc. encourage the movement of people around the area,
which is turn more broadly distributes, and potentially increases, the tourism “spend.”
Over the course of the last couple of years new tourism products have been introduced across the
CHDA, such as Ride with Lamonte horseback tours, kayaking adventures, Tea & Fossils, Goat Yoga and
the Cowtown Culinary Tour.
CHDA Inc. plays a role in identifying product that is missing from the region’s mix of tourism services,
attractions and businesses and works either with the region’s tourism stakeholders, or the Economic
Development Officers of Core Funding Municipalities, to identify ways in which to fill these gaps with
new tourism projects that will ultimately create new revenue streams and attract additional visitors to
the region.
In some cases, new tourism products will be offered by the existing tourism stakeholders in the region.
Sometimes the new products are an opportunity to attract new investors and tourism operators to the
region. However, sometimes it may fall to CHDA Inc. to pilot new tourism products to demonstrate their
Cypress Hills Destination Area Strategic Plan
Page 8viability before being able to attract a tourism stakeholder to assume responsibility for offering the
product themselves.
While this might not be the preferred role for CHDA Inc. to play in product development, it may at time
be the most strategic course of action for growing and/or raising the profile of the area’s tourism
industry. Some examples in recent years of CHDA Inc. playing the role of piloting new tourism products
include, Tour Tuesdays & the CHDA Long Table Dinner.
Advocacy – While economic impact of industries such as Agriculture and Oil & Gas are almost universally
understood by decision makers and the general public across the region, the understanding of the
tourism industry and its impact on the economy is not as ubiquitous.
Therefore, as CHDA Inc. is the region’s development agency for the tourism industry, CHDA Inc. along
with its Board of Directors and “members” have an important role to play in education and advocacy. It
is of critical importance to the future growth of the tourism industry within the region that residents and
decision makers understand how the tourism industry works, and value the economic impact that
tourism as an industry has on contributing to sustainable and vibrant communities.
The CHDA will continue to act in an advocacy role for its members with Tourism Saskatchewan in terms
of funding and programs available at its semi-annual DMO meeting, and other times throughout the
year.
Cypress Hills Destination Area Strategic Plan
Page 9Cypress Hills Destination Area - Strategic Goals and Plan – 2018-2021
The following Strategic Goals, Objectives and Expected Outcomes outline the strategic focus of the CHDA for the
next three years and address the issues identified above.
The plan will be reviewed annually and Expected Outcomes may be altered as a result of progress.
Objectives Expected Outcomes
Strategic Goal #1 Increased visitation and visitor spending.
Objective 1.1
Objective 1.1 a) Marketing Plan is established to reach capacity levels for visitation during
All areas of the CHDA reach capacity peak season. Measured through: 1) An increase in total DMF across all
levels for visitation during peak season. membership by 2% from May-August. 2) Analytics from campaigns that
show an increase of visitation on both websites to facilitate brand
awareness; engagement; direct bookings; customer support; and
increased visitor satisfaction. Target: 24% increase in Year 1; 15%
increase in Year 2; 10% increase in Year 3. 3) Increase of followers on
social media to grow brand awareness, engagement, lead generation,
and customer support by an average of 40% Year 1, 20% Year 2, and 15%
Year 3 across all 3 platforms (FB, TW, IG).
b) Peak Capacity for majority of members (50% + 1) is reported at a 2%
increase in DMF Year 1, and a subsequent increase of 2% in DMF each
year, until such time as maximum capacity is reached. Measured
through indicated percentage increases for DMF from May-August.
c) Mid-Week Visitation increases by 10% Year 1. Measured through
baselines and end of season results. Subsequent percentage increases for
Year 2, and Year 3 to be determined after Year 1 analysis.
d) Direct visitor contact at Trans Canada Hwy Maple Creek/CHDA VRC will
results in “conversions” of 20% of recorded visitation numbers to aid with
fulfilling peak capacity. This is measured by VRC Staff keeping records of
conversions that are made in a detailed format that is to be reviewed at
end of season. Measured by conversion goals being met.
Objective 1.2
Objective 1.2 a) Develop 2 written/blog themed-Itineraries for peak season and 1 for
The economic impact of tourism on the fall/winter season each year, for three years. (End result: 6 peak season,
region is increased through an increase 3 fall/winter season). Measured through action of developing proposed
to the net number of days visitors itineraries, tours and subsequent marketing material.
spend in the region. b) Reward system developed to encourage return visitation or exploration
throughout Region by end of Year 1 and measurements put in place to
assess success or failure of system by Year 2 to determine if process in
place is working. Measured through development of product and
subsequent measurement of efficacy.
c) Develop relationships with neighbouring communities as potential Core
Funders. Measured by the addition of one new community per year as a
Core Funder.
Cypress Hills Destination Area Strategic Plan
Page 10Objectives Expected Outcomes
d) Develop relationships with neighbouring cities to create one cooperative
activity each year for all 3 years. Measured by action completed.
Objective 1.3
Objective 1.3 Increased visitation in a) Existing target markets are reviewed and prioritized early in Year One,
the shoulder and winter seasons. and annually prior to the beginning of each year. Measured by reflections
in Board Meeting, AGM, and Fall Forum Agendas and Minutes where
applicable.
b) Marketing is targeted for these seasons each year. Measured by:
1) An itemized list of campaigns in Marketing Plan at beginning of each
Year, and an analysis of those campaigns at end of year.
2) An increase of 2% year over year in DMF remittances in the shoulder
and winter seasons. (Analysis of DMF from September to end of April).
c) Increases to website visitation from Sept 1-April 30 of 20% by year three,
using 2017 as baseline of: 10% increase seen in 2016 to 2017 winter
season. (Overall visitation Sept 1, 2016 – April 30, 2017 is: 95,472
pageviews). Measured by: increase goal being met.
d) 1 new qualified CHDA lead on group bookings achieved each year.
Measured by new group booking.
Objective 1.4
Objective 1.4 a) Member businesses in areas outside of Maple Creek, Grasslands and Cypress
Increased visitor movement in the Hills Park report an overall increase of 20% in visitor traffic by Year 3. (5% Year 1,
peak season throughout the CHDA in 10% Year 2, 20% by year 3). Measured by:
both SK and AB.
1) membership data-keeping compared to baselines retained by CHDA
year over year that are averaged,
2) DMF spending overall. (To be reviewed at end of Year 2 and Year 3 to
ensure target is adequate).
3) DMF of those members based in outlying areas.
Objective 1.5
Objective 1.5 a) Creation of Insider Guide and Way-Finding Maps is done for Next 3 Years
Increased cross-promotion of the (Qty and format may vary). Measured by completion of projects.
region. b) Measurement on engagement of Insider Guide is put in place to measure
effectiveness of print guide by Year 2. Measured by: 1) Increased traffic
on Insider Guide related webpages. 2) Usage of incentive.
c) Members encouraged and trained to actively promoted the Region as a
whole. Measured by referrals from member websites to CHDA websites
(Google Analytics). Measured by number of members who have a CHDA
link on their Website and/or print material. Measured by spot checks on
member websites to create a baseline by end of Year 1 of which
members currently host a link to CHDA website, and then subsequent
years seeing an increase in that baseline.
d) Increased click throughs from CHDA website to member businesses’
websites. Measured through Google Analytics Data on click throughs.
Cypress Hills Destination Area Strategic Plan
Page 11Strategic Goal #2 A growing group of engaged stakeholders
Objectives: Expected Outcomes:
Objective 2.1
Objective 2.1 a) A membership recruitment strategy is created and implemented.
Membership grows and is engaged. Measured through increased membership numbers year over year.
Objective 2.2
Objective 2.2 a) Engagement is made with group and organizations outside the tourism
Increased public understanding of realm to promote the tourism industry in general and the CHDA in
tourism. particular. Goal: 1 new presentation/interview is done in Years 1, 2 and
3. Measurement: Report of activities within Board Minutes/ED Report.
b) Individual public awareness of the importance of Tourism is made
throughout the year. Goal 1 Tourism Sask Week Activity is planned and 1
press release issued speaking to importance of Tourism is generated in
Years 1, 2 and 3. Measured by creation of Tourism Sask Week Activity
and press release.
c) Relationships are built with Media, Stakeholders and Government to
forward the Tourism Industry. Goal: Meet with representatives of the
Media or Government once per year. Measurement: Meeting with
government or media related events are achieved.
Strategic Goal #3: Enhanced and targeted tourism product development.
Objectives: Expected Outcomes:
Objective 3.1
Objective 3.1 a) The CHDA will identify and may pilot those tourism services and
Facilitate the creation of tourism products they feel will be most beneficial to the region, based on
services and products. priority target market gaps, Measured by 1 new product developed by
end of year 1 through CHDA Pilot or facilitation.
b) The CHDA will offer aid to members looking to develop new products
each year Goal: One per year. (May be repeated). (Note: if demand for
facilitation exceeds ability, may be offered through an application
process). Measured by new applicants, and new products being
developed.
Cypress Hills Destination Area Strategic Plan
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