6.0
ADVENTURE TOURISM DEVELOPMENT ACTION PLANS
The overall purpose of this Tourism Opportunity Study is to identify potential tourism developments and to provide guidance on implementation. The previous sections of this report address the “opportunity identification” objective, and this chapter is devoted to providing direction on implementation.
This document is strategic - intended to identify and evaluate options, determine the opportunities offering the highest priority, and provide guidance and recommendations to assist in furthering tourism development. By design, it is a district wide document, although references are made throughout on general and specific locations, and to individual communities.
The focus of this analysis has been entirely on the adventure and cultural components of the tourism industry. Many other tourism development considerations may be appropriate at the community level but they have not been within the scope of this report.
This report is intended to provide the following:
- Consolidation of a considerable amount of tourism analysis “between one set of covers”.
- Cover the entire Quesnel Forest District.
- Provide maps of the locations of potential tourism product developments.
- Include guidance for the communities of Quesnel, Wells/Barkerville and Nazko.
- Provide guidance to administrative agencies on the locations of potential products.
- Identify development opportunities that appear to have potential.
- Provide a starting point for developers in their product selection and business planning activities.
The report is intended to assist three distinct audiences. These are:
· Municipalities, Economic Development Agencies and First Nations: The report is intended to provide an understanding of tourism trends and development opportunities to assist these bodies in using tourism to diversify their economies. It also outlines a plan of action to assist in project development.
· Crown Land Mangers: Staff of several government agencies can use the information to help understand the interests of tourism, to identify areas of high potential, and to identify areas of potential conflict. This is intended to help managers in making land allocation, tenuring, and permitting decisions.
· Tourism Business Operators: The report is intended to assist persons interested in developing tourism businesses by providing market research information, identifying potential adventure tourism opportunities, and identifying lands and resource management issues that may affect tourism development. Included here are exiting operators wishing to expand or diversify, and potential entrepreneurs looking for tourism business opportunities. This information should provide background to their business planning.
6.2 COMPONENTS
OF SUCCESSFUL OPERATIONS
The growth in Adventure Tourism provides opportunities for existing tourism operators and for business start-ups. It provides opportunities for multi-million dollar lodge-type products to simple interpreted tours run by a single individual.
Regardless of the kind of tourism business and scale of operation, there are some common ingredients for success. These “success factors” provide new adventure tourism business with guidance and tools for growth. They are generic and should form part of individual business plans.
Table 6-1
Adventure
Tourism Success Factors
|
A Good Location -
For most
adventure based tourism, natural areas and sites are desirable – specifically
those offering high quality natural
settings that provide outstanding opportunities for the
activity/experience. -
For other
activities, such as snowmobiling and fishing, the scenic appeal is secondary
to the resource quality. -
Care should
be taken to utilize sites that offer scenic
landscapes and vistas and a diversity
of flora, fauna, and geographical features. -
A variety of locations might also be
necessary to provide a range of experiences and activities, depending upon
the type of experience offered. -
Base location and departure points must be readily accessible from key
markets - (this is particularly
important for adventure operators offering part-day adventure experiences). -
Location
must also have good access and have
available support infrastructure near
by e.g., accommodations, restaurants, etc. |
|
Targeting Appropriate Markets -
Understand
customers’ needs and wants. -
Identify, select and target the
“right” markets for the product
- markets that are of a suitable size that will warrant sufficient yield,
that can be promoted cost-effectively, and where the product has a
competitive advantage. -
Offer a diversity of products/experiences to
cater to a variety of markets in each season. -
Offer personalized
experiences to customers and recognize that different market segments
have different expectations, interests and skill levels. |
|
Quality Product/Experience -
Provide high quality, enriching and participatory
experiences. -
Offer a unique, differentiated adventure
experience that has contemporary appeals for the markets being targeted. -
Offer
experiences in small groups, and
maintain a guide-guest ratio
appropriate to the nature and skill of the activity and character of the
experience. -
Provide quality and professionalism in all
aspects of the operation - facilities, equipment, guides, maintenance of
vehicles (e.g., vans), client reception, pre- and post-trip
information/debriefing, client service, etc. -
Ensure
guides are skilled, certified and
personable with technical abilities and skills in the adventure activity
itself, as well as a strong ability to lead and guide people, and provide a
safe, interactive, fun, and enriching experience. -
Guides must
also be able to provide a quality interpretive
program that uses a variety of techniques (e.g., informal talks,
literature, guided visits to sites), and focuses on learning about local
flora and fauna, natural history, culture and heritage, as well as teaching
the skills required by participants to take part in the adventure activity. -
Provide rich programming experiences
including such things as social activities, entertainment, storytelling,
expert lectures, hands-on activities, etc. -
Meet and
exceed all regulatory requirements for safety
and risk management. -
Ensure quality equipment with backup equipment and supplies available and contingency
plans in place. -
Fresh, quality, food that is well prepared and presented (local/regional foods
and menus should be highlighted, where possible). -
Pay careful
attention to trip coordination and
planning so as to deliver an error-free experience. -
Develop a pricing strategy that is appropriate to the experience and markets while
being economically viable. -
Create a packaging strategy that provides
customized experiences for different markets. |
|
Care and Respect the Environment -
Manage business operations to be sensitive to the environment
and implement practices that minimize
negative impacts on the natural and cultural environment (e.g., refrain from
accessing sensitive sites, avoid trampling vegetation, respect wildlife, pack
out waste). -
Respect local cultural traditions and
values and include
interpretation of cultural features and elements in programming where
appropriate. |
|
Provide Value-Added Options and
Up-sell -
Offer “customized” experiences - trips designed and delivered
specifically for individual parties/groups. -
Offer optional “deluxe” trips - add into the basic experience
higher-end elements such as gourmet food, upscale accommodations, private
guides - at premium prices. -
Add value-added features to the core
experience such as: - Personalized instruction and interpretation
programs - Pre/post trip accommodations - Exclusive access to a special area or site - Specialized equipment - Small surprise gift such as a bottle of wine, local
craft product, etc. -
Offer merchandise and gifts for sale (e.g.,
clothing, books). |
|
Management Commitment and
Entrepreneurship -
The
adventure business must be viewed as a commercial
operation and not as a hobby by its owners/managers. -
Successfully
managing the business requires entrepreneurship
as well as a high level of commitment in terms of effort and time. Financial
resources are also required to start up the business (e.g., equipment
purchase, marketing, product development, etc.). -
Management skills are required in a
variety of areas - in the
developmental stages, owners may be guiding tours as well as managing the
day-to-day operations of the business.
As the business develops, managers must often manage the business
full-time while hired guides and other staff deliver the adventure
experiences/products. -
Managers
must also enjoy dealing with people,
have excellent interpersonal skills, high standards of hospitality and
customer service, and an ability to
impart enthusiasm to clients for an adventure experience they may
personally have experienced a hundred times. -
Recognize
that management and staff can often be under significant job pressure, particularly during the operating
season. (e.g., extended, multi-day trips will require guides to respond to
customer needs around the clock.) |
6.3 STRATEGIC ACTION PLAN
OUTLINE
6.3.1 LAND USE PLAN STRATEGIES
The Cariboo-Chilcotin Land Use Plan outlines a strategy for tourism development in the region. This information sets the direction that the Ministry of Forests intends to follow primarily in land management issues affecting corridors and backcountry tourism development. The following are the key guidelines to the tourism industry intended to allow land use decisions to include favourable consideration of tourism. (Source: Cariboo-Chilcotin Land Use Plan – Tourism Sector Strategy. P. 139)
- Maintain the current diversified tourism product in the region in terms of front, mid and backcountry products.
- Locate new facilities in Protected Areas (PA) or Special Resource Development Zones (SRDZ) if they depend on unaltered or natural appearing settings.
- Locate tourism facilities to face PAs to ensure maintenance of the dominant viewscape.
- Integrate tourism uses with recreation, fish and wildlife, and cultural heritage uses.
- Concentrate tourism uses in areas that allow for management of tourism values.
- Consider activities that do not have constraining resource needs such as urban products, cultural activities, and motorized off-road activities.
- Native and non-native culture offer significant opportunity for tourism and the resources on which this product depend should be identified and maintained.
A tourism
land use policy has been developed and reported in the Appendix to the Land Use
Plan. The introduction to the policy
states the following: “Tourism is a significant and growing land
use component in the Cariboo-Chilcotin and contributes to the region’s quality
of life. It plays a key role in
diversifying the resource-based economy of the region. Tourism relies on secure access to, and
sustainability of, a variety of high quality natural environments, resources
and experiences.”
The Land Use
Goal states the following: “To encourage land use and resource
management decisions that protect and manage the natural environment, high
value tourism resources and cultural values on which tourism depends”.
The policies derived from this goal state the following:
- Policy 1: The MoF will work with the tourism industry to ensure tourism land use and resource values are reflected in land use and resource management decisions on Crown land.
- Policy 2: The MoF will support the protection of areas representative of the natural, cultural and recreational diversity of the Province. The Ministry will support the management of these areas for sustainable tourism use.
- Policy 3: The MoF will consider land use plans and policies for the region when developing regional strategies and programs.
6.3.2
COMMUNITY
LOCATION ANALYSIS
Tourism developments are typically delivered at the local level. Although research and planning provide information and direction at a regional and provincial level, actual product development occurs locally, on specific sites.
Within the Quesnel region there are very distinct resources and product opportunities. The following matrix describes the appropriateness or the fit between the ten products and the three communities or areas in the region. The same measures of High/Medium/Low (H/M/L) described earlier have been used.
Table 6-2
Appropriateness of Tourism Products by Community
|
Products |
Quesnel/Fraser
River Corridor |
Wells/Barkerville/
Bowron Lakes |
Nasko/West
Region |
|
Automobile Touring |
H |
H |
M |
|
Freshwater Fishing |
M |
M |
H |
|
Heritage Attractions |
M |
H |
H |
|
Hiking |
M |
H |
H |
|
Industrial Tourism |
H |
H |
L |
|
Lodges |
L |
H |
H |
|
Non-Alpine Winter |
L |
H |
H |
|
River Kayaking/Canoeing |
M |
H |
H |
|
Snowmobiling |
L |
H |
H |
|
Wildlife Viewing |
M |
H |
H |
|
|
|
|
|
|
Summary |
2 Highs/5
Mediums |
9 Highs/1
Medium |
9 Highs/1
Medium |
The urban area of Quesnel has a relatively lower link to the products being analyzed, as by design, the products are rural or crown land based. The east and west portions of the region - although very different in their resource base, population and current level of development - have very similar tourism development potential. Both have a “High” suitability rating in terms of nearly all the products being assessed.
To guide implementation of tourism at the local level, the following direction is provided to assist the region and the communities in fostering tourism development. This TOS is intended to provide guidance for tourism development at the regional level. At the local level, Quesnel has a reasonably current economic development strategy (September 1999), as does Wells (January 2000), and both of these communities strongly endorse tourism development.
Implementation recommendations are discussed under headings of administrative and management, and community based issues.
6.4.1
ADMINISTRATION
AND MANAGEMENT
Endorse the contents of this study.
This report presents an analysis of opportunities within the adventure/cultural components of tourism. By design, it focuses on rural opportunities only, nor does it consider the many First Nations opportunities. Information is presented to assist local agencies in priorizing their assistance, in guiding regulatory agencies with their decisions, and in providing background information to developers, investors and entrepreneurs. The report is available in paper and electronic form.
Recommendation: The Local Advisory Committee (LAC) should endorse the study as meeting its objectives of providing information and direction to guide the expansion of adventure tourism.
The tourism industry needs a “champion” to
assist with study implementation.
Tourism is a difficult economic sector to manage because it cuts across, or overlaps with, a number of other sectors. Expansion is largely dependent on the private sector, with permitting and regulations undertaken by various government agencies. (It is noted that there has been a significant public sector investment in the region, including the creation of new parks, Barkerville and investment in the Wells Gateway programs.) The Local Advisory Committee for this project strongly voiced the opinion that a central coordinating agency was necessary to manage implementation of this Tourism Opportunity Study, and to act as a champion for expansion of the Adventure tourism sector.
Recommendation: The LAC should review the options for assisting with implementation of the opportunities described in the report.
Recommendation: The LAC should encourage the Quesnel Community Economic Development Corporation (QCEDC) to oversee implementation of this study.
Recommendation: To assist implementation, Wells and Nasko should consider striking committees to work with the QCEDC.
Recommendation: A TOS report was completed for the Williams Lake forest district area at the same time as this report. The Williams Lake TOS suggests the creation of a Ecotourism Task Force to facilitate development of the sector. The LAC should consider the merits of working with organizations based in Williams Lake to create a region-wide task force.
Focus tourism development in the most
suitable zones.
Most of the tourism products discussed here are dependent on (or would benefit from) unaltered landscapes. Within the Cariboo-Chilcotin Land Use Plan area, the two zones that are intended to preserve the visual resource base are the Protected Areas and the Special Resource Development Zone.
Recommendation: All adventure tourism developments that are dependent on the natural environment, are encouraged to be developed in either of these zones.
Recommendation: BC Parks is encouraged to consider allowing increased commercial use in new and existing protected areas.
Recommendation: Encourage the agencies involved with sub-regional land use planning to further endorse the importance of viewscape maintenance, particularly in the SRDZ but also in the other more intensively developed zones.
Focus on implementing the actions described
in the individual product write-ups.
Each of the ten products described in Chapter 5 includes a list of actions intended to foster implementation. These include administrative issues, marketing and development.
Recommendation: Assign agency or association responsibilities to these actions and develop an implementation schedule for each product.
Encourage clustering as a tourism
development concept.
Currently Quesnel, because of its urban nature, provides a “cluster” of accommodation, restaurant, entertainment and retail amenities. With the exception of Wells on a much smaller scale, no other clustering of facilities or amenities exists in the region. Tourists benefits when a number of things to see and do are grouped together in close proximity. This “shopping centre” approach benefits the businesses by focusing greater attention on the cluster than on individual businesses.
Recommendation: Encourage entrepreneurs to develop businesses in proximity to one another.
Recommendation: Encourage the agencies involved with sub-regional planning to allocate areas within the SRDZ with high tourism potential as tourism “precincts” or “tourism development nodes”.
Recommendation: Encourage the agencies involved in sub-regional planning, and the QCEDC, to assess the possibilities of designating selected UREPs as tourism development sites.
Recommendation: BCAL to consider packaging a particular site for investor proposals to develop some type of tourism product.
Expand the marketing exposure of the North
Cariboo.
The Cariboo-Chilcotin-Coast Tourism Association, the communities of Quesnel and Wells, and Barkerville are the key agencies marketing and promoting the region. Increased marketing would likely lead to an increased volume of business and an improved environment in which to encourage new development.
Recommendation: Continue to encourage these agencies and their funding sources to expand the tourism profile of the North Cariboo.
Recommendation: Ensure that the area’s Internet presence is enticing, thorough, functional, and user-friendly.
Recommendation: Conduct a workshop for tourism operators with the travel trade to improve opportunities for packaged travel.
Recommendation: Create a tourist-focused map of the North Cariboo region depicting the driving tours, trails, canoe/kayak routes, and features of interest.
A central reservation system would expand
sales and retain tourists.
Tourists (like all consumers) appreciate purchase convenience. If Quesnel (as the key center and gateway to the east and west portions of the region) could offer point-of-sale convenience, greater tourism retention should be possible. The ideal system would allow a tourist to book accommodation, tours and adventure tourism products in one place. This could be done in person in a kiosk type environment at the Visitor Information Centre and over the Internet.
Recommendation: QCEDC and CCCTA to explore the possibility of developing the capability to deliver this kind of sales approach.
Take the opportunities in this report to
the marketplace.
Tourism development will be undertaken by existing operators and/or potential entrepreneurs in the area, or by operators active elsewhere and/or outside investors. They need to know about the opportunities and be encouraged to get involved.
Recommendation: Make the results of this analysis available to local educational institutions, training and funding organizations in order to encourage local entrepreneurs to explore the possibilities discussed in the report.
Recommendation: Make the information available on area web sites to indicate the opportunities to outside operators and/or investors.
6.4.2
COMMUNITY-BASED
ACTION PLANS
Although this TOS is regional in scope, tourism development occurs at the local level. Tourism projects are often initiated by local agencies such as chambers of commerce or economic development commissions, and they are always site or location-specific. Also capital investments are locally based and revenues are generated (and jobs created) at the local level. Consequently, guidance is provided here to assist the three communities in expanding their involvement in tourism.
In this process, there is a key role for local/regional government. First, they need to continue their official endorsement of tourism as a component of their economy and their economic development strategy. Second, they need to assist in fostering tourism development by creating a positive environment and investment climate.
The value being added by this report is that a regional and market-based perspective is being brought to assessments at the community level. The analysis involves an integration of regionally based information with tourism development which will be delivered locally. Information is presented here for each of the communities on the topics of background, tourism themes, products and markets.
·
Quesnel/Fraser
River Corridor
Background: Quesnel is the tourism service centre for the region, having most of the area’s accommodation, food services, and retail outlets. However, the city does not have a strong tourism orientation, although this is changing. The city has done a good job with its heritage displays and with the riverfront trail. It has also recently charged a single agency (the Quesnel Community Economic Development Corporation) with responsibility to coordinate the tourism development, marketing and information service functions.
Quesnel has an Economic Development Strategy produced in 1999. The tourism vision states that the community will increase its role as a gateway to outdoor adventure tourism. There is expected to be increased linkages with Wells and with the Nazko/Blackwater area. The plan states that efforts should be devoted to improving the city’s tourism infrastructure and attractions.
Themes: Quesnel evolved as a forestry community and forestry remains the key economic sector. Tourism should attempt to augment this sector in order to diversify the economic base. An industrial theme and staging ground to adventure tourism are appropriate focuses.
Products: Industrial tourism is the key product. Other products offering potential are automobile touring and fishing.
Markets: The markets are predominantly automobile pass-through travellers, including BC residents and Alaska bound Americans. The destination market is heavily oriented to people visiting friends and relatives.
·
Wells/Barkerville/Bowron
Lake
Background: Wells prepared a strategy for outdoor recreation and culture-based tourism in January 2000. The strategy is intended to get more Barkerville destined pass-through visitors to stop in Wells, and to build the shoulder and winter season destination market. The current Gateway project has provided the resources to work on infrastructure development, skills development and marketing.
The District has identified a number of projects intended to meet their tourism visitation goals. These include assisting BC Parks with planning for the new Cariboo Mountain and Cariboo River Parks, developing Learning Holidays, skills development, trail development and marketing.
Tourism Themes: Wells would benefit from continuing to focus its tourism development on the 1930s mining theme. It is an indigenous theme, visually relying on the many commercial and residential building that still exist. It also is a natural tie-in with the earlier era gold mining theme of Barkerville. In addition to the architectural appearance of Wells, the other focuses of culture/heritage and adventure tourism are strongly supported by the analysis in this TOS report.
A particularly unique asset of Wells is a gaming licence held by the Jack ‘o Clubs Gaming Hall Limited. This is one of only eight licences granted by the provincial government and the granting of additional licences is unlikely. Effectively developed in keeping with the aspirations of the community, and in scale with the community, gaming could be a key draw to the area. It could also be influential in getting Barkerville-bound travellers to stop and to stay longer. This development could allow Wells to offer a tourism experience similar to Dawson City, Yukon.
Products: In addition to the above, the key summer products are automobile touring, heritage attractions, hiking, lodges, river recreation, and wildlife viewing. In the winter, snowmobiling and other non-alpine skiing have good resources and an established reputation.
Markets: The markets are predominantly regional and provincial for all the above products. However, properly packaged and serviced, there is potential in attracting international visitors (from Europe and Asia) particularly for the non-alpine skiing winter experiences and for the lodge experience.
·
Nazko/ West
Region
Background: Nazko is a relatively isolated community within the region and has only a minimal tourism industry. The traditional tourism components have been guide-outfitting and remote fishing lodges. The community is small but is reportedly interested in pursuing tourism to create jobs and income for residents.
Themes: Perhaps the strongest theme or focus that is relevant for the community is First Nations culture. (However, it is noted that First Nations culture was intentionally not addressed in this TOS analysis.)
Products: In addition to the above, other products offering potential for the community are fishing, hiking, lodges, river recreation and wildlife viewing. Snowmobiling is the key winter activity.
Markets: The markets are predominantly regional and provincial for all the above products. However, properly packaged and serviced, there is potential in attracting international visitors (from Europe). Key attractions will be non-alpine winter activities and the range of lodge-based activities.
The North Cariboo area has significant potential to develop its adventure tourism sector. As noted throughout this report, the area already has several historical, cultural and resource features which attract tourists, and provide a significant base upon which to expand adventure and cultural tourism in the area. At the same time, the area also has some natural resources and features which could support new adventure tourism businesses.
All tourism businesses are typically developed at the local level. Although research and planning can provide information and direction at a provincial and regional level, actual product development occurs locally, on specific sites. This TOS report is intended to provide guidance for adventure tourism development throughout the study area. For tourism development to be successful, however, local communities must see tourism as one of their key economic development objectives; and must be welcoming to tourists. Within the North Cariboo both Quesnel (September 1999) and Wells (January 2000) have reasonably current economic development strategies and both of these communities strongly endorse further tourism development and expansion.
This report suggests that the key tourism development roles for Quesnel are as a focus for industrially based tourism and as a staging ground for adventure tourism, both in the west and the east. The adventure tourism products seen as having the most potential in and around Quesnel are automobile touring and fishing. Wells has the opportunity to continue to focus and develop its unique mining and heritage themes. New potential adventure tourism product options include lodge development, river recreation, wildlife viewing, snowmobiling and other non-alpine winter activities. The Nazko area offers a remote community experience in relatively close proximity to larger population centers and travel routes. The First Nations focus is perhaps the strongest theme, with a range of possible adventure tourism products including fishing, hiking, lodges, river recreation wildlife viewing and snowmobiling.
A series of administrative/management actions have been recommended in this report to advance tourism development in the region. The key administrative issues are to endorse this TOS and to charge an agency with the responsibility to implement the recommendations presented here. The issue of championing the implementation needs to be discussed with the other two areas within the region (the Williams Lake area and the Chilcotin) as there could be opportunities in pursuing the opportunities jointly. Key marketing recommendations are to expand the North Cariboo tourism marketing and to develop a central reservation system.
Within the study area, adventure tourism’s resource requirements have been recognized and offered some level of protection through the Cariboo-Chilcotin Land Use Plan. However, tourism interests, particularly backcountry tourism, need to continue to be represented at the planning tables during the current round of sub-regional planning in the Cariboo Forest Region.
There seems little doubt that adventure tourism sector will continue to expand in North America. Those communities that understand adventure tourism market trends; and can actively identify local resources and develop business opportunities; will be able to benefit from growth in the sector. While significant opportunities exist, as noted in this document it is important that land-based planning and resource development processes recognize the importance of the land and resource requirements of the adventure travel sector. As well, it is important that growth in the adventure tourism sector be properly managed to avoid negative environmental impacts and conflicts with local recreational users. Developing and managing an active adventure tourism sector will take significant local effort, but the rewards to successful communities can be significant in terms of employment and economic development.