SUSTAINABLE TOURISM OBSERVATORY

STUDY REPORT FOR INSTO

AUGUST 2019

BRITISH COLUMBIA

CANADA

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THOMPSON OKANAGAN SUSTAINABLE TOURISM TEAM

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TABLE OF CONTENTS

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TABLE OF CONTENTS

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TABLE OF CONTENTS

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TABLE OF CONTENTS

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TABLE OF CONTENTS

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THE OBSERVATORY

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The Thompson Okanagan Tourism Association (TOTA) is seeking to join the World Tourism Organization’s International Network of Sustainable Tourism Observatories. The purpose of becoming an Observatory is to continue to sustain the Thompson Okanagan region as a competitive destination by setting strategic direction and implementing measurement and management practices to ensure the long-term viability and sustainability of the region.

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The goal is to stimulate ongoing sustainable growth by embracing the value of tourism through various endeavors, including community engagement, community partnerships, industry collaboration, education, ongoing measurements, impact monitoring and regional certification. It is our goal to join the list of destinations leading the industry forward through innovative approaches to measuring the impacts of the tourism industry in order to best manage and optimize them.

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OBJECTIVES OF THE OBSERVATORY

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OBJECTIVES OF THE OBSERVATORY

The continued implementation of our measurement and management practices to ensure the long-term viability and sustainability of the region is our primary objective as an observatory.

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Achieving the region’s goal of stimulating ongoing sustainable growth will require ongoing community engagement, community partnerships, industry collaboration, education, while continuing to measure, monitor and manage the impacts of these activities and the tourism industry as a whole.

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TOTA has been monitoring and developing tourism over the past seven years as part of the development and ongoing fulfillment of our 2012 Regional strategy. As the result of our work to date and our most recent 2019 strategy update, the following key objectives have been identified for continued monitoring and development. Each Objective is then further broken down

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1. Strengthening the delivery of responsible tourism with a focus on Biosphere, accessibility and indigenous tourism
2. Creating alignment and synergy through strengthened partnerships and further cross industry collaboration
3. Research and the utilization of big data through data collection, cross referencing, validation, analysis and interpretation
4. Crisis management through monitoring, mitigation, planning and communications
5. Strategic marketing and communications through research, education and feedback mechanisms
6. Influencing change through municipal, provincial and federal advocacy and resident awareness

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OBJECTIVE 1. STRENGTHENING THE DELIVERY OF RESPONSIBLE TOURISM WITH A FOCUS ON BIOSPHERE, ACCESSIBILITY AND INDIGENOUS TOURISM

At the core of all implementation to date, has been a commitment to work toward the development and delivery of responsible tourism that would support the region’s natural and cultural heritage, its social well-being and its economic vitality.

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The Biosphere Gold Destination certification provides a framework for ongoing destination management. With the program’s adherence to the United Nations 17 SDGs that relate to all aspects of achieving a better and more sustainable future for everyone and its alignment with the Paris COP21 Accord to fight Climate Change, there is now a clear context and established criteria against which to assess our development activities.

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As steward of the regional strategy, TOTA will continue to play a lead role in sustaining momentum and in ensuring that progress is monitored. This work will be undertaken in collaboration with the Biosphere Interdepartmental Committee.

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OBJECTIVE 2. CREATING ALIGNMENT AND SYNERGY THROUGH STRENGTHENED PARTNERSHIPS AND FURTHER CROSS INDUSTRY COLLABORATION

Working collaboratively creates synergy and new energy. It increases the likelihood of coordinated planning and development, and ensures a more strategic use of resources for shared priorities. Increasingly the focus on partnerships has played an important role in developing new perspectives, becoming more inclusive, and gaining a greater awareness of best practices and transferable solutions.

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OBJECTIVE 3. RESEARCH AND THE UTILIZATION OF BIG DATA THROUGH DATA COLLECTION, CROSS REFERENCING, VALIDATION, ANALYSIS AND INTERPRETATION

The initial emphasis on research in the 2012-2022 Regional Strategy paved the way for a much deeper understanding of the visitor through the region’s early adoption of Destination Canada’s Explorer Quotient and TOTA’s partnership with Environics Analytics to gain a comprehensive understanding of current and target markets. This early work set the stage for the partnership with TELUS Insights to utilize ‘big data’ and technology to gain further insights on visitor profiles and activity within the region.

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OBJECTIVE 4. CRISIS MANAGEMENT THROUGH MONITORING, MITIGATION, PLANNING AND COMMUNICATIONS

The impact of recent natural crises – particularly the wildfires and floods of 2017 and 2018 have highlighted the severe direct and indirect impact that these events can have on local communities and their tourism economy. The need for emergency preparedness and a sound approach to recovery has become an urgent priority that must be addressed regionally and locally.

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OBJECTIVE 5. STRATEGIC MARKETING AND COMMUNICATIONS THROUGH RESEARCH, EDUCATION AND FEEDBACK MECHANISMS

Successful implementation of this strategy will be supported by an ongoing focus on thematic marketing and communications that supports the key themes, highlights sustainability as a core value of the destination, and is aligned with provincial destination marketing. TOTA is positioned to play a lead role in promoting the region as a whole, including the promotion of the regional pledge, the continued messaging of sustainability and highlighting the rich cultural experiences.

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OBJECTIVE 6. INFLUENCE CHANGE THROUGH MUNICIPAL, PROVINCIAL AND FEDERAL ADVOCACY

Given the multi-faceted nature of tourism, it is important to develop a comprehensive understanding of how tourism impacts and is impacted by a wide range of agency mandates from the role of local government in planning to the implementation of national policy on broadband services. Strengthening competitiveness requires a sound appreciation of the value of tourism and the role that each stakeholder plays or can play in delivering a quality destination experience.

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PRIMARY ISSUES & INDICATORS aligned with OBJECTIVES

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SUMMARY OF PRIMARY ISSUES IDENTIFIED FOR THE DESTINATION

While it is clear that there are myriad issues that TOTA could give attention to, the following is a list of the primary issues and challenges identified as currently most relevant to the Thompson Okanagan region (and to INSTO), some of which TOTA currently monitors and some of which TOTA recognizes as a key focus moving forward. Each of these issues has been tied back to one of the key objectives identified in the strategy, and the way in which we are currently monitoring each issue is detailed below. 

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LOCAL SATISFACTION WITH TOURISM

Some of the key issues identified above are being monitored directly by TOTA and some are being monitored by other organizations and jurisdictions as detailed below. We have then further broken down each issue into more discrete components and the indicators that we currently monitor or have access to information through partner organizations. We have noted what indicators already being measured by TOTA or our partners, and what indicators we currently do not have a known source of data for.

CURRENT MONITORING ISSUES & INDICATORS

Annual surveys are undertaken at a provincial and regional level to better understand resident perceptions of tourism in their communities and the sentiment towards the economic benefits balanced with the social changes. Currently we have the Tourism Perception Report, which indicates provincial and Thompson Okanagan trends of community sentiment. We have been compiling this data for the past 3 years.

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The model local or resident questionnaire utilized in these surveys is designed to provide information on the attitudes and concerns of the community with respect to the key issues from their perspective. The sample questionnaire which follows is designed to, as objectively as possible, obtain information from the community. The questions are generally structured as statements with which the respondent can agree or disagree. A five point scale is used, from strongly disagree, to disagree, neutral, agree to strongly agree. This approach is consistent with recommended practice for questionnaires of this type (some prefer a seven point scale), and allows respondents to indicate a neutral stance. Several model questions are provided addressing many of the issues found to be key in past studies and applications.

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Destinations may have their own specific issues (e.g. tourists taking the shellfish, tourists disturbing traditional ceremonies, or noise caused by tourism activities, etc.) which are sufficiently important to warrant their own question.

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The questions normally refer to perceived benefits received from tourism (individual or community benefits, economic or social benefits, conservation of traditions, etc.), changes in socio-economic conditions (e.g. prices, access to resources, traditional values), changes in environmental conditions (improvement or degradation), interaction with tourists, etc.

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DESTINATION ECONOMIC BENEFITS

TOTA works with provincial entities as well as private research entities to report on indicators regarding visitation, business investment attraction, revenues, cost of living and net benefits. The following table outlines the areas we are able to monitor through our partnerships, however regional data is extrapolated from provincial data and TOTA wishes to get a more granular understanding of the true local economic impacts. Our primary research partners include: Telus Insights, Environics and our Provincial and National Tourism Bodies. We are able to attain this research through leveraging partnerships, obtaining data from provincially and federally mandated studies, and securing funding through economic investment grants. TOTA employs a full time research staff to analyze reports and share with regional stakeholders.

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EMPLOYMENT, HR/LABOUR

Labour recruitment and retention is challenging, something that is intensified by the seasonality of the industry, difficulties in providing year-round employment, and changes to the regulations regarding foreign workers (which particularly affects the ski resorts). Each is a significant constraint that will need to be explored further.

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The market for tourism employment, both globally and in Canada, is expected to face considerable workforce shortages in the future. BC’s tourism industry is expected to have 101,430 job openings by 2020, affecting the food and beverage services, and the recreation and entertainment industry sector. Changes to the Temporary Foreign Worker (TFW) program have restricted the capacity and ability, in some cases, to make use of the program within the tourism industry.

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The housing situation is contributing to labour market problems. Summerland is conducting an affordable housing study while Kelowna is in the process of assessing a shortfall in affordable housing and longer term trends. The outcomes of these studies need to be examined in relation to the wider sustainability of tourism infrastructure, and in particular housing needs.

Local tourism businesses and destinations will need to continue to evolve to attract a sufficient labour force. The following actions need to be considered:

• Raising wages to attract more employees.
• Highlighting opportunities for advancement to prospective employees; workers aged 15 to 24 years were twice as likely to remain with their employer when given opportunities for advancement.
• Increasing annual vacation days from two weeks.
• Identifying underused labour pools including mature workers, persons with disabilities and new immigrants.

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Our primary partner in relation to employment and HR indicators is Go2HR. TOTA and Go2HR have been in a formal partnership for the past three years employing a joint specialist in region working closely with stakeholders to understand industry challenges and implement programs. Go2HR provides annual reports to the tourism industry to ensure up to date data is available in order to understand baseline statistics. In partnership with TOTA, GO2HR provides the following indicators.

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TOURISM SEASONALITY

While progress has been made in extending the season and reducing the dramatic summer peaks highlighted in TOTA’s initial Regional Strategy, there is still a need to continue addressing this issue. TOTA has been utilizing provincial and federal data for the past 10+ years to understand the challenges associated with seasonality in our region. The provincial data has historically been provided to us every two to three years showing comparable data from the previous years. This data allowed us to understand the window of economic prosperity for our tourism industry.

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In 2011 85% of revenue was obtained during a 45 day period throughout the peak summer season. This is a trend that had not changed for decades. However since the implementation of our regional strategy in the past eight years we have been able to stretch the majority of revenue generation over a 110 day period. Shoulder season experience and event development has been a key priority for our region. TOTA now works with a national telecommunications company (TELUS) to get up to date real-time data for visitation, allowing us to better understand the ever changing dynamics of our visitors and their movement patterns.

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The regional data for 2018 highlights two factors that have an impact on seasonality. Firstly, despite the growth in tourism, the domestic/ international ratio has changed little. Secondly, given that the Thompson Okanagan continues to have a relatively high dependence on BC and near-in markets, this can create a degree of risk. The 2018 data shows a significant drop in domestic visitation in August during the fires of that season, and highlights the vulnerability of being overly dependent on near-in markets that have a greater propensity to cancel or travel elsewhere under such circumstances.

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TOTA is currently monitoring or is able to obtain reports for the following indicators.

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ENERGY MANAGEMENT

Currently TOTA is limited in our monitoring of energy indicators. Working alongside GreenStep Solutions and FortisBC we are creating programs to better evaluate regional business outputs and provide a baseline of our tourism industry stakeholder’s usage of energy. Currently our methodology to monitor energy usage is through extrapolation of national data about energy consumption, and we monitor other energy conservation and renewable energy practices through surveys. We are required through the Biosphere Certification to measure and/or report many of these indicators:

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WATER MANAGEMENT

Water is a particularly acute issue in the Okanagan Valley and the Shuswap where regionally coordinated water planning, environmental protection, marine services, and lake access all require attention. The Okanagan Collaborative Conservation Program along with the Okanagan Basin Water Board are key partners in the management of our watershed resources and can provide some of this data.

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WASTEWATER (SEWAGE) MANAGEMENT

Waste water is a provincially regulated and monitored issue and will be able to provide all of this data.

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SOLID WASTE MANAGEMENT

Solid waste in the Thompson Okanagan region is primarily managed by six regional districts and their member municipalities. There are also provincially regulated product stewardship programs that regulate and fund the recycling of specific materials such as packaging, beverage containers, tires, hazardous waste and other materials.

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CARRYING CAPACITY (AND LIMITS TO TOURISM)

As global tourism grows, issues related to the problem of ‘over tourism’ are starting to cause concern in some popular destinations. In BC, many key tourist destinations are reaching capacity during peak seasons.

In the absence of sufficient accommodation and infrastructure capacity in certain communities, adding more tourists to BC’s most popular destinations during peak seasons presents challenges. Shifting demand to new destinations and shoulder seasons will be needed to maintain volume growth. Increased focus on high-yield visitors during peak seasons and filling capacity in secondary destinations and during shoulder seasons are required to maintain growth.

TOTA’s work with Big Data research is leading our efforts to measure key indicators for the management of visitor capacity. Telus Insights is being extrapolated to provide localized visitor information to monitor the following indicators:

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CLIMATE CHANGE AND INCREASED EXTREME WEATHER EVENTS

Climate change has already had a significant impact in the Thompson Okanagan region. Growing problems with emergency events, primarily floods, droughts and wildfires, have had tremendous economic and environmental consequences. They require better planning and response mechanisms from all levels of government, and the tourism industry.

The industry has a responsibility and an economic opportunity to reduce its own climate change footprint by undertaking various infrastructure retrofit, management, operational and programming changes to reduce energy, water and waste, and their related greenhouse gas emissions. The following indicators have been identified as important to better understanding and managing climate change mitigation and adaptation efforts.

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ADAPTATION

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MITIGATION

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INTRA-REGIONAL CONNECTIVITY

While access to the region has improved and work on highway upgrades continues, connectivity within the region remains a concern. The absence of an integrated intra-regional transit service, the gaps in services to regional airports, insufficient car rentals, and a general lack of safe cycle routes for travel between key destinations are all concerns that are impeding growth and impacting the destination experience. Connections between the Kelowna International Airport, the Penticton Regional Airport and the various communities had improved slightly through the introduction of the Let’s Go Transportation airport shuttle service, but it no longer provides a scheduled service and only offers a relatively expensive service. As a result of this and the following factors, connectivity within the region still remains a significant area of concern.

TRANSIT AND TRANSPORTATION SERVICES

Expensive taxi services, the lack of regular intra-regional transit service, limited car rental options and few safe bike routes to traverse the region are all holding back an enhanced and lower carbon visitor experience. The rollback of Greyhound (private bus transportation) services is making it more difficult to get into and out of smaller, rural communities. For outlying communities, the absence of shuttle services connecting the Kelowna and Kamloops airports is problematic.

HIGHWAYS

The disrepair of major highways, including the Trans Canada, is a concern. Destination development must consider both the need for a safe and efficient travel corridor and the need to create compelling themed journeys, especially on major routes such as the Trans Canada, Crowsnest, Route 97 and the Coquihalla.

Some areas of the valley still require better internet connectivity, either through expanded cell coverage or greater access to Wi-Fi.

BROADBAND

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TRAILS

Significant resources have been directed toward developing iconic trail experiences within the planning area through new trail development, improving connectivity between trail systems, enhancing technology based services and related support services, and developing new experiences and market awareness of offerings to raise the overall profile and significance of trails as an asset. Priorities to now consider include sustainable management models, enforcement of non-motorized use designations, new trail experiences integrated with other niche sectors, Indigenous trail partnerships, integration of technology, and greater access for those with disabilities. Increasing connectivity between sub-regional trail systems is also a top-of-mind objective, especially considering the rail trails momentum.

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INDIGENOUS PRODUCTS, EXPERIENCES AND COMMUNITY IMPACTS

Indigenous tourism has strong potential for expansion and there is clear interest from First Nations participants in the planning process to play a lead role. Educating visitors about the distinction between the interior and coastal peoples could help generate unique experiences, whether nature-based or cultural tourism. A better understanding between Indigenous peoples and the wider tourism industry on acceptable use and interpretation of cultural practices and sites is needed. Like the rest of the tourism industry, Indigenous entrepreneurs face significant barriers accessing capital, business planning, management expertise and partnership guidance.

While the UNWTO Indicators for Sustainable Tourism document does not specifically address Indigenous tourism, we have taken several of the indicators under “Sustainable Tourism” to measure and monitor our progress on enhancing indigenous tourism products and experiences.

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LAND USE (ALIGNED WITH DEVELOPMENT PROCESS)

LAND USE PLANNING

Current land and resource management plans are outdated and could be refreshed to better accommodate backcountry and lake access, resource road deactivation, resource use conflicts and emergency preparedness issues that are adversely affecting tourism product and destination development.

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ALR

The Agricultural Land Reserve (ALR) and its associated policies have had significant implications for tourism in the Thompson Okanagan. While the ALR has protected agricultural land, it has at the same time significantly constrained higher and better uses of less desirable farm or orchard land (for example housing, airport expansion and even tourism).

BC PARKS PLANNING

While BC Parks is updating some plans, there are still many in the planning area that are in need of updating, with a greater emphasis on parks as tourism demand generators, something that is not at all embodied in the previous plans.

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Crown land is land which is owned by the provincial government and includes any lakes or rivers that cover the land. This land is available to the public for a wide range of uses including such things as tourism and recreation, forestry, mineral extraction, oil and gas extraction and production, agriculture and a range of other uses for economic or non-economic activities. The use of Crown land in BC is aligned with the following Crown Land Allocation Principles.

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● Crown land values are managed for the benefit of the public,

● Economic, environmental and social needs and opportunities are identified and supported,

● The interests of First Nations’ communities are recognized,

● Decisions are timely, well-considered and transparent, and

● Public accountability is maintained during the allocation of Crown land.

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These principles provide guidance to public officials who are involved in making decisions related to the allocation of Crown land. In 2016, 18 tourism sector associations worked together to develop an Adventure Tourism Strategy for BC. As a result, in February 2017, the province of BC announced a new relationship with the BC Wilderness Tourism Association.

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Increasing competition among resource industries, competition within land-based tourism sectors and increasing visitor volume could lead to pressure on land-based tourism policies and businesses.

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Elements of BC’s natural environment are documented important reasons to recommend BC as a destination and ultimately travel again. Ensuring these attributes are properly maintained and protected, where necessary, will support continued interest in BC as a travel destination. Increasing visitor volume (Over Tourism) could lead to pressure on land-based tourism policies and businesses.

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SUSTAINABLE TOURISM PRACTICES

The Thompson Okanagan Tourism Association as well as the Thompson Okanagan tourism partners have made a commitment to sustainable practices that are fundamentally underlined by the Thompson Okanagan 10-year regional strategy. As an industry we are dedicated to protecting the sustainable integrity of our environmental systems, including clean air, clean water, healthy food, and a healthy ecosystem. We endeavor to develop responsible practices in our day-to-day operations through the implementation of our various eco-initiatives. The below indicators outline areas for continued monitoring and awareness of our efforts.

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UNIVERSAL INCLUSIVITY

The Thompson Okanagan Tourism Association have created a formal partnership with Spinal Cord Injury BC and Access BC to co-fund and Accessibility Specialist position. The Accessibility Specialist is responsible for the continued education and development of Universal Accessibility resources and training programs. Through the partnership we have since established and Access BC website that features in-depth accessibility specifications for each audited outdoor recreational area, as well as virtual tours and videos, suggested driving routes and maps, accessible tourism tips and many other features which allows for a seamless experience. The Accessibility Specialist works closely with communities and DMO’s to provide information and training sessions as well as business reviews for best practice reports.

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OBSERVATORY MANAGEMENT

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OBSERVATORY

STRUCTURE & PROCESSES

The Thompson Okanagan Observatory is a culmination of research and data extrapolated from a variety of partner organizations, with the Thompson Okanagan Tourism Association (TOTA) being the primary administrator of the data, providing direction and resources where applicable. Figure xx illustrates the partnership model of the observatory.

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TOTA and our partners are currently measuring and reporting out on the key issues and indicators that were identified above to a range of government, non-profit and industry agencies and stakeholders, and for internal analysis. However, we see an opportunity to enhance and synthesize these efforts into the evolution of become a leading Observatory, providing best practice indicators pertaining to our main objectives with a focus on our core strengths of Big Data analysis, Indigenous Tourism experience and innovation, as well as Universal Accessibility.

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The structure we have created is simple where TOTA is the central repository and database for all the information that we collect from primary, secondary and tertiary sources. We collect data from a myriad of resources to inform our internal practices as well as provide direction for partners and industry stakeholders. Through the Observatory we will consolidate all relevant data in order to provide a year over year best practices report as it pertains to our efforts. Figure xxx indicates the structure and flow of data as it funnels from data source to outcome.

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This process includes the initiatives TOTA is connected to in order to attain data for analysis and reporting. The primary flow of our data comes from Big Data partnerships, our Biosphere Certification Programs, Community level Stakeholder engagement, and subsidiary programs attached to each data source.

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Future frequency for process implementation will vary by indicator, depending on the source of data and how its used, and include quarterly, annual or less frequent updates.

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1. THE INDICATORS, STRUCTURE AND PROCESS

• Continue to review and adjust indicators to ensure that we are monitoring those that are relevant, meaningful and attainable as we move forward
• Continue to implement monitoring practices within the Biosphere Certification criteria
• Continue to refine the frequency of data collection for each priority indicator
• Continue to allocate the required funding for data collecting for top priority indicators
• Utilize current framework for the housing of the data
• Continue to revise the person(s) responsible for analyzing, interpreting and reporting on data for each priority indicator as the monitoring process evolves

OBSERVATORY

NEXT STEPS

• Review indicators along with TOTA key issues and goals to further establish our map of how data:
• Communicates the impacts of tourism to a variety of audiences
• Influences change by providing data and evidence to support policy recommendations and decisions at the provincial and local level
• Drives behavior change amongst tourism businesses, visitors and locals
• Supports DMOs to enhance their understanding of and ability to influence sustainable tourism
• Supports marketing efforts that aim to communicate various aspects of sustainable tourism
• Enables the enhancement of existing and creation of new partnerships to support sustainable tourism locally and globally

2. DATA REPORTING

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3. OBSERVATORY ACTION PLAN AND GOALS

• Further document the Observatory results in the form of an action plan to guide efforts past the first year.
• After the first year of Observatory status, once baseline measurements are better established for the priority indicators, work with the committee to review and set stretch goals and update the action plan

4. CONTINUE ONGOING MONITORING, MEASUREMENT, MANAGEMENT, PRIORITIZATION AND COMMUNICATION OF INDICATORS BASED ON RESULTS AND TOTA’S STRATEGIC PRIORITIES

• Continue to communicate data, i.e. on website, on social media, through case studies, white papers, snapshots and reports
• Further determine frequency of reporting depending on difficulty to obtain data and its ability to influence key objectives.

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RELEVANT STAKEHOLDERS

Destination Management Organizations Including:

• Osoyoos
• Penticton
• Kelowna
• Vernon
• Kamloops
• Valemount
• Shuswap
• Wells Gray
• Christina Lake

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Interdepartmental Committee Members including:

• University of British Columbia (Okanagan) (UBCO)
• Thompson Rivers University
• Okanagan College
• Indigenous Tourism BC (ITBC)
• Destination British Columbia
• Women’s Enterprise Network
• WORTH – Women of Recreation, Tourism, & Hospitality

• Fortis BC
• BC Hotel Association
• Okanagan Collaborative Conservation Program
• Slow Food Convivium
• Tourism Industry Association of British Columbia
• Central Okanagan Regional District
• Sustainable Wine Growing BC
• Okanagan Water Basin Board
• Osoyoos Indian Band
• University of Calgary
• Spinal Cord Injury BC / Access BC
• Greenstep Solutions / Sustainable Tourism 2030
• Ministry of Tourism

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ABOUT

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ABOUT THE THOMPSON OKANAGAN

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TOTA is a not-for-profit society governed by the British Columbia Societies Act. The Association is governed by an elected Board of Directors comprised of 15 stakeholders who represent business and community tourism interests throughout the region. The TOTA staff consists of a core team that is supported by both contract and grant employees and are guided through the advice and consultation of stakeholder advisory committees on key initiatives.

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TOTA was originally founded in 1956 and from its inception was a membership-based organization with a mandate to promote and market tourism products and services within the region. In 2009/10, after 53 years, a number of internal changes were made which allowed the association to begin to move forward with initiatives that would assist the regional tourism industry in not only surviving but thriving into the future. 

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Simultaneously, TOTA passed the rigorous accreditation standards of the prestigious Destination Marketing Association International (DMAI) when it received formal DMAP Accreditation for its operations and policies.

Subsequently, in 2011 TOTA embarked on the process of developing a Regional Tourism Strategy. In a collaborative approach with industry, that ultimately took 18 months to complete, the strategy engaged 1,800 stakeholders through various workshops, surveys, and one on one meetings. Members of the TOTA team travelled extensively throughout the region to ensure that the concerns of the very large and diverse region were clearly understood and articulated within the final document.

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In the fall of 2012, the Thompson Okanagan 10 year Regional Tourism Strategy - Embracing our Potential,  was officially launched. The Strategy was the first of its kind in British Columbia and Canada to be formally endorsed by all our 90 communities and hamlets as well as the 33 First Nations communities. It was further endorsed provincially through Destination BC and nationally by Destination Canada.

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The Tourism Strategy established a framework and has guided the work of the association since that time. It provided a clear mandate from our industry and has enabled TOTA to engage in programs and projects that move forward the priorities identified, while underlying principle of economic, environmental, social, and cultural sustainability.

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As a part of TOTA’s strategic plan, in early 2016 TOTA commissioned a best practice report to research a framework for sustainable tourism development. The report indicated six primary areas of focus for continued development to align with our regional vision. The following are ongoing results of these findings.

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1. Engage and consult with stakeholders about sustainability to help Inform future-plans and actions:
• This has been done extensively, and a permanent interdepartmental stakeholder committee has been established, which includes representation from TOTA, local municipalities, first nations, community organizations and tourism businesses. The committee convenes two to three times per year to provide input and thought leadership into TOTA’s sustainability goals.

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• Establish a baseline, set clear goals and identify the specific actions to achieve those goals:
• TOTA’s recent Biosphere Destination Certification provides a comprehensive framework for understanding the baseline of the destination at a regional level and TOTA has been provided with an action plan for improvement.

• TOTA will be able to establish a baseline for tourism businesses and will then be making specific recommendations and providing education to businesses to help them work towards improving their performance.

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3. Ongoing Monitoring and Measurement of Impacts and Results.

• Through both the Biosphere Certification and the Eco Efficiency Program, TOTA will be monitoring and measuring results and related impacts annually on an ongoing basis.

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4. Publicly Report.

• TOTA will develop a report for each year that the Eco Efficiency Program runs, to report out on results back to industry and key stakeholders, identifying the baseline, goals and progress towards these goals.

6. Certification of Destination.

In 2016 TOTA undertook a year-long assessment and certification process with the Responsible Tourism Institute, and in 2017 became the first tourism destination in all of the Americas to become a Biosphere Certified Destination. This Certification requires ongoing improvement of the sustainability

​

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of the destination, as well as the reporting of key indicators of sustainability. The Eco Efficiency Advisor and Education Program specifically aims to support several of these best practices through addressing the improvement of four areas of environmental sustainability, energy, water, waste and climate action. The Thompson Okanagan Received Biosphere Gold Status in 2018.

​

6. Certification of Tourism Businesses

• TOTA is encouraging businesses to formally sign onto and commit to the vision, mission and principles of sustainability through the Biosphere Adhesion and Commitment program. TOTA’s goal is to have 100 committed tourism businesses and destination marketing organizations sign on to the program before the end of 2019, and it is these businesses that will have the opportunity to go through the Eco Efficiency Program. Each business will also be required to measure their carbon footprint using an online carbon management platform and will be encouraged to set reduction goals.

​

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In 2019 TOTA completed - Embracing our Potential 2.0, an updated version of the original strategy. The implementation of TOTA’s regional strategy 2.0 is currently based on three primary cross-cutting destination management programs – sustainability; building partnerships, and research and the utilization of big data.

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These programs embody the core values of the strategy and the destination’s approach to developing and managing tourism. They build on the strengths of past accomplishments and provide a context for generating momentum in the ongoing development of responsible tourism in the Thompson Okanagan.

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Maintaining a shared focus on sustainability, ensuring the pre-eminence of research as a basis for managing responsible tourism, and working collaboratively on all aspects of destination and experience development will continue to be critical to the success of the industry in the next ten years.

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Figure 5-1 represents our regional vision for our foundation of sustainability. TOTA’s approach to destination development and destination management ensures all aspects of our work are guided by a focus on responsible development. At its core, the wheel centres on our commitment for a sustainable destination that will enable visitors decades into the future to enjoy a quality of experience while ensuring resident quality of life is not negatively affected.

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Feeding into the core are our key processes by which each play a significant role in achieving our long term objectives. The initial changes commenced with a review and adoption of new Internal Practices and Policies concurrently completed with the development and adoption of our Regional Strategy. The Regional Strategy was the first of its kind in Canada and included engagement with stakeholders from local municipalities, regional districts and indigenous communities. This framework enabled TOTA to move forward in a thorough and thoughtful manner ensuring regional projects and strategic partnerships were selected in alignment with the strategy.

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The Biosphere Certification and successive Adhesion Program further solidified our opportunity to increase regional awareness and build industry capacity to implement programs aligned with the United Nations 17 goal areas. Finally, we have employed research and Big Data to aid us in better understanding visitor volume to influence possible dispersion and take the necessary steps to alleviate overcrowding before it becomes an overbearing issue.

5.1

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GEOGRAPHY, COMMUNITIES AND TOURISM

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There are 32 municipalities with an aggregate population of 446,990 in 2017. This represented a 5.2% increase over 2011. The Thompson-Okanagan tourism region encompasses more than 100,000 km2 in south central BC and is bound by the Cascade Mountains in the west and the Monashee Mountains in the east and the Alberta border in the northeast. The area has the third-highest population after the Mainland/Southwest and Vancouver Island/Coast Development Regions with 564,166 residents in 2017.

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The Thompson Okanagan tourism region comprises four entire regional districts (Okanagan-Similkameen, Central Okanagan, North Okanagan, Thompson Nicola) and the western portions of two others, Columbia Shuswap and Kootenay Boundary.

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GEOGRAPHY, COMMUNITIES

AND TOURISM

¹BC Stats. 2018. British Columbia Regional District and Municipal Population Estimates.

�

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In absolute terms, the majority of growth was concentrated in the larger centres such as Kelowna, Kamloops, Vernon, Penticton and Salmon Arm, however proportional growth has been equally strong in smaller communities like Lake Country, Merritt and Lytton. The rural area populations have continued growing as well.

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Geographically, the region runs predominantly north-south following the course of several key valleys and waterways. Highway 97, acts as the primary spine to navigate the region.

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The economy has a diverse mix of industries ranging from a traditional base of forestry, agriculture, and mining to manufacturing and high-tech companies. The area’s climate and scenic appeal makes it a popular tourism and retirement destination that has generated significant investment and construction activity over many years. This in-flow of people has fuelled employment growth in health care, accommodation, and food services.

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The area is also a centre for post-secondary education institutions, including Thompson River University, Okanagan College, and UBC Okanagan, all of which have growing student enrolment.

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Okanagan Valley's history is intrinsically linked to the Indigenous peoples who have made the area their home for thousands of years. Indigenous Nations in the Thompson Okanagan tourism region belong to the Interior Salish peoples, comprising the Secwepmec, Nlaka’pamux and Syilx Nations. There are 31 bands with a 2016 census population of 25,495. Metis, Inuk and other Indigenous people account for another 19,000.

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The first Europeans arrived in the region in 1811, and the first permanent settlement was a mission built by Father Charles Pandosy on the site of present day Kelowna. The early settlers subsisted on cattle ranching, and later, via the valley's hallmark fruit production industry.

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In the early 20th century many large paddlewheel steamships plied the waters of Okanagan Lake, shipping out fruit to other markets and returning goods and supplies to the many towns along the lake which were then not yet connected by road or rail.

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FIGURE 1-1  THOMPSON OKANAGAN TOURISM REGION MAP

TABLE 1-1 THOMPSON OKANAGAN POPULATION CHANGE, 2011-2017

Source: BC Stats. 2018. British Columbia Regional District and Municipal Population Estimates.

Notes: DR = Development Region, RD = Regional District

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SITUATIONAL ANALYSIS, CURRENT ISSUES AND TRENDS

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SITUATIONAL ANALYSIS, CURRENT ISSUES AND TRENDS

The Thompson Okanagan tourism region is diverse in its natural, cultural, and built assets, and landscapes. A number of underlying or systemic issues that are common across the planning area are balanced by opportunities that reflect the distinctiveness and the diversity of experiences.

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The challenges for the Thompson Okanagan are focused on inputs and resources that tourism needs to be viable and a healthy contributor to the regional economy.

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Environmental issues such as water, ecosystem management, wildfire, flood preparation and carrying capacity are at the top of the list. As destinations around the world face issues of over-tourism, concern for the quality of the experience, the environment and the well-being of local communities grow. Therefore, the current focus on sustainability must remain central to the strategic management of tourism in the Thompson Okanagan.

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The holistic nature of the Biosphere Certification program will allow a multi-faceted approach to be taken when looking at the future development of tourism and its interrelationship with the environment, culture, and society.

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Labour market constraints are an ongoing concern as they affect not just tourism but the associated agriculture industry. Even though tourism is a key economic base sector in all sub-regions, the understanding of its value, potential for future development and relationship to community quality of life is not yet well understood by the average resident or local government. There is a cascade effect in the housing market where temporary populations (both visitors and workers) drive up demand, and in some cases result in accommodation shortages. Investment in infrastructure, whether highways, resource roads, trails, lake/river access or broadband are required to move visitors across the region, connecting them to exceptional features, assets and play areas.

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Seasonality issues and broadening visitation into the shoulder and winter seasons is also a priority to support the ongoing viability of BC’s tourism sector. Across the province, multiple 10-year destination development strategies are being created which will inform six regionally specific strategies. In turn, these strategies will then inform the creation of a single provincial destination development strategy.

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By working together with local, regional and provincial agencies, Indigenous communities, destination marketing organizations (DMOs), industry organizations, and tourism operators, the strategies will guide the long-term growth of tourism experiences and revenues within the province. Through destination development, we envision BC as a world-class tourism destination which offers remarkable products and experiences that are authentic, driven by visitor demand, and exceed expectations.

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A more proactive approach to managing distribution of visitors and understanding destination development is the strategic planning and advancement of defined areas to support the evolution of desirable destinations for travellers, with a sole focus on the supply side of tourism, by providing compelling experiences, quality infrastructure, and remarkable services to entice repeat visitation.

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In line with strategic planning of destination development, the challenge of sustainability aligns with it as well. To better manage the strategic planning of destination development, identification and problem solving to sustainability issues is important.

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The Thompson Okanagan being predominantly a semi-arid region, has issues with drought-like conditions during the summer months, which can cause water capacity problems. With a large agricultural and wine industry and several mid populated urban areas, the water usage can become an issue without proper education and regulation in place for usage practices.

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Access to and within the region can be an issue. The Thompson Okanagan is a landlocked region sandwiched in between several mountain ranges. Due to this, transportation to and from the area can be challenging particularly in the winter months. Most transportation within region is vehicular, due to a lack of regional transportation options.

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The recent surge in natural events has had one of the largest noticeable current impacts. The increased fire activity has a variety of negative implications. The fires threaten communities within the region and have a large economic impact from a business standpoint as well as recovery costs. The primary impact with wildfires is the extended lengths of time where our valleys are covered in smoke. The air quality is drastically reduced and has a negative effect on residents and visitors. Activities are lessened and travellers are visiting our region for the beautiful weather and outdoor lifestyle which is not longer enjoyable during days with high levels of smoke. Media can also have a negative effect on the tourism industry during times of natural disasters. The image that has been portrayed over the past few seasons indicates a province that is unsafe to travel to, whereas most days are normal. Therefore, many domestic travellers are cancelling their travel due to negative perceptions.

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Backcountry regulation and access is another current challenge. Our region has vast areas of land to explore, which has gone relatively unchecked to date. Different environmental groups as well as water advisory boards are beginning to discuss the impacts of increased motorized usage in our backcountry areas and the effects it is having on our watersheds; wildlife, wetlands, stream systems, sensitive habitat and drinking water quality.

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Due to the lack of resources for our vast areas, the impacts can be greater than anticipated.

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TOTA is taking a holistic approach to the sustainable development of our region and undertaking a variety of initiatives designed to help alleviate issues in the short term while primarily focusing on the long term.

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Our Biosphere Adhesion Program addresses key issues related to tourism business operations. Through this program TOTA has identified four initial UN Sustainable Development Goals (SDG’s) to focus on and we work closely with tourism stakeholders to monitor and implement more sustainable business practices:

• SDG 5 - Gender Equality
• SDG 6 - Clean Water and Sanitation
• SDG 7 - Clean Energy
• SDG 12 - Responsible Production and Consumption

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TOTA has also been very actively addressing the increasing threat of natural disasters in our region, primarily from a communication standpoint. We work closely with local governments, provincial government staff, community organizations and media outlets to discuss current happenings and how to disseminate them in an accurate and effective manner. This has the effect of providing residents and visitors with crucial, accurate information without providing overly sensationalized news that is out of context. We currently employ a strategic team with the role to better understand the rising incidence of natural disasters and how to work to alleviate the impact.

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The work we are doing with Big Data is rapidly advancing and providing strategic information for us to better understand visitor impacts, carrying capacity, regulations and dispersion techniques.

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The Thompson Okanagan Region was the first region in Canada to take this approach through Big Data, utilizing cell phone tower technology to measure visitor flow and impacts. The advancements we have seen over the past three years have been rapid, however we are still in the early stages of developing and implementing this technology.

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We anticipate seeing major improvements in the years to come not only with the efficacy of the technology but also on how we utilize the data to better provide destination management and impact monitoring.

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The Thompson Okanagan needs to continue to advance our monitoring of energy outputs, waste outputs, water usage and consumption habits from a resident and visitor perspective.

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The Biosphere Adhesion program has given us the tools and indicators to begin this process, through an online dashboard system that requires local tourism operators to show evidence of the work they are doing.

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We also will need to advance partnerships with local organizations to develop funding opportunities for more energy, waste and water audits to help put businesses in the best position to measure and minimize their impacts.

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REGIONAL DEVELOPMENT

STRENGTHS, CHALLENGES, OPPORTUNITIES

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CONSUMER TRENDS

Within the last decade, there have been significant shifts in consumer preferences that have affected travel choices. Overall, the impact of the various economic, demographic and attitudinal trends is that the tourism market is becoming more segmented, and product demand is becoming more diverse. A summary of the most relevant shifts is outlined below and the implications we may see in our region with these consumer shifts.

TABLE 2-2 CONSUMER TRENDS

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² Source: http://www.govtech.com/transportation/How-Transportation-Technologies-Will-Change-Everything-.html

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TABLE 2-3 DESTINATION MANAGEMENT TRENDS

DESTINATION MANAGEMENT TRENDS

As a Destination Management Organization, TOTA is highly impacted by shifts in management trends. It has been our mandate since the development of our regional strategy to shift from a Destination Marketing Organization to a Destination Management Organization that allocates approx 60% of our funding towards development initiatives. Below we have outlined several management trends that are impacting the long-term development of tourism and the implications it may have to our region.

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PARTNERS IN THE MONITORING PROCESS

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The Thompson Okanagan Tourism Association leverages, regional, provincial, federal and private partnerships to provide a comprehensive account of tourism activities, trends and indicators, supplemented by real time data through big data analysis. Relevant partnerships include:

FEDERAL GOVERNMENT

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PROVINCIAL GOVERNMENT – DESTINATION MANAGEMENT FOCUS IN BC

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OTHER PROVINCIAL ORGANIZATIONS

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REGIONAL ORGANIZATIONS

There are hundreds of non-profit, NGO and community organizations involved in tourism development. They provide a spectrum of services to visitors and industry and have a critical role in the visitor experience. In some cases they are directly involved in facility and attraction management. Their role in the supply side of the equation is highly significant as they are critical partners for private sector operators and businesses. The following regional organizations are important partners in destination development in the Thompson Okanagan tourism region. Sector organizations already identified in Section 2.4.5 are not repeated below.

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List Of Abbreviations

​

Iart – Indigenous Artisan Program

OCCP – Okanagan Collaborative Conservation Program

OBWB – Okanagan Basin Water Board

COEDC – Central Okanagan Economic Development Commission

​

​

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DATA SOURCES AND MEASUREMENT FOR TOURISM SECTOR PERFORMANCE

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CANADA TOURISM PERFORMANCE

Tourism is Canada’s top service export and is the top employer of young Canadians. Over the past decade, there has been steady growth in the economic performance of the Canadian tourism industry. In 2017, tourism accounted for:

• A new all-time high of close to 20.85 million international overnight visitors⁴;
• 735,300 jobs, up almost 2% from 2016;
• About 200,000 tourism businesses⁵; and
• $20.8 billion in international tourism expenditures, up 11% from 2015.

​

In 2017, almost 14.3 million or close to 69% of international visitors were from the United States.

³National Tourism Indicators 2016 Highlights. Destination Canada. https://www.destinationcanada.com/en/intelligence#tourismincanada�⁴ Destination Canada. Tourism Snapshot. Volume 13, Issue 12 (December 2017).

⁵ Destination Canada estimate. 2016 Annual Report. Destination Canada.

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Other key international markets⁶ include the United Kingdom (3.8% share), China (3.3% share), France (2.7% share), Germany (1.9% share) and Australia (1.8% share). Markets of emerging/transitional interest are Mexico, Japan, South Korea, Brazil and India. In total, Canada’s top 11 key markets account for 89% of international overnight visitors (Table 1-3). Mexico (47.4%), Brazil (22.0%), India (17.8%) and South Korea (17.0%) saw exceptional growth in 2017.

​

In the face of these recent increases in international visitor arrivals, Canada has not kept pace with its competitors. Canada’s market share of global international tourism arrivals has declined from 2.9% in 2000 to 1.6% in 2016. However, 2016 marks the second consecutive year where there was a reversal in this trend. In 2016, Canada’s growth in international arrivals growth rate (11%) outpaced the global growth rate (4%).

⁶As designated by Destination Canada.

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BC TOURISM

PERFORMANCE

The area has almost always depended on tourism, a continually growing industry fueled by the region's agreeable climate, thriving wine and fruit production, and virtually limitless opportunities for all manors of outdoor activities, including boating and watersports, hiking and mountain biking, rock climbing, camping, and fishing. The majority of tourists flock to the valley from the metropolitan regions of Vancouver and Calgary, and Edmonton, all of which are within a day’s drive. The amount of international tourists is steadily on the rise, not coincidentally, in proportion to the increasingly international renown of the area's many wineries.

​

Thompson Okanagan region in BC is no exception, and is facing the concern of rapidly growing tourism with so many responsibilities to take care of. The Thompson Okanagan, one of six tourism regions in the province, represents 20% of provincial overnight visitation and 15% of related spending.

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THOMPSON OKANAGAN

TELUS INSIGHTS VISITATION DATA

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TOURISM INDUSTRY REVENUE AND EMPLOYMENT

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PROVINCIAL ECONOMIC INDICATORS

The BC economy is diverse and evolving. Built on the foundations of the resource sector, the economy now primarily relies on the service industry (including tourism)⁷:

​

The Thompson Okanagan received 3,721,000 overnight visits in 2014 and generated over $1.4 billion in related spending. Domestic overnight travellers accounted for 85% of visitation and 83% of related spending. International travellers accounted for 15% and 17%, respectively.

On average, travellers to the Thompson Okanagan region stayed 3.6 nights and spent $105 per night. BC travellers stayed 3.0 nights and spent $90 per night during their trip. Other Canadian travellers stayed 4.9 nights and spent $123 per night.

⁷Value of Tourism 2015. A Snapshot of Tourism in BC 2016. Destination British Columbia. http://www.destinationbc.ca/getattachment/Research/Industry-Performance/Value-of-Tourism/Value-of-Tourism-in-British-Columbia-%E2%80%93-A-Snaps-(1)/Value-of-Tourism-2015-Snapshot.pdf.aspx

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The most recent provincial tourism economic impact statistics are available for 2016.

​

• In 2016, the economy grew by 3.5%⁸, which was the highest rate among provinces in Canada , outpacing the national average for the third consecutive year.
• The tourism industry contributed $7.9 billion of values added to the BC economy, as measured through GDP (in 2007 constant dollars). This represents 5.6% growth over 2015, and 30.3% growth since 2006. In 2016, tourism contributed more to GDP than any other primary resource industry (mining: $4.1 billion, forestry & logging: $2.0 billion, and agriculture & fish: $1.5 billion), with the exception of the oil & gas extraction industry ($8.2 billion)⁹.
• In 2016, the tourism industry generated $17.0 billion in revenue, a 7.9% increase over 2015, and 39.3% increase from 2006.
• Tourism-related provincial tax revenue was more than $1.1 billion in 2016, an increase of 4.5% over 2015, and an increase of 32.1% since 2006.
• In 2017, the room revenue in communities that collect the Municipal and Regional District Tax (MRDT) reached a total of $2.5 billion.
• In 2016, 19,170 tourism-related businesses were in operation in BC, an increase of 1.2% over 2015.
• In 2016, 133,100 people were employed in tourism- related businesses, a 3.6% increase over 2015, and a 16.0% increase since 2006.
• The tourism industry paid $4.7 billion in wages and salaries in 2016, up 3.2% from the previous year and up almost 30% since 2006.

More recent tourism performance indicators demonstrated 2017 was another good year of growth for the BC tourism industry. There was an increase of 3.3% in total overnight international visitor arrivals due to strong growth from Australia (20.4%), Germany (15.4%), Mexico (12.9%), and China (7.1%). BC provincial hotel occupancy rates (up 2.1 points), average daily room rates (up 6.5%), food service and drinking place receipts (up 7.7%) and passenger volume to YVR (up 8.3%) all demonstrated the strength of the tourism industry in 2017.

​

​

⁸BC Stats Economic Account Data updated November 2017, GDP, constant dollars, provincial comparisons. http://www2.gov.bc.ca/gov/content/data/statistics/economy/bc-economic-accounts-gdp

⁹Destination BC, March 2018, Value of Tourism in 2016: A Snapshot – https://www.destinationbc.ca/getattachment/Research/Industry-Performance/Value-of-Tourism/Value-of-Tourism-in-British-Columbia-A-Snapsho-(2)/Value-of-Tourism-2016-Snapshot_FINAL.pdf.aspx

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BC residents make up the largest share of overnight visitation (61%) and spending (44%) in the Thompson Okanagan region. Alberta residents make up the second largest share of overnight visitation (19%) and spending (28%). (Destinationbc.ca, 2017)

KEY MARKETS AND REVENUE

THE TOP 5 MARKET FOR THOMPSON OKANAGAN

In 2016, there was an estimated 21.2 million overnight visitors in BC, with those visitors spending about $11.6 billion. Over half of the visitors (54%) were BC residents. Visitors from other parts of Canada accounted for 21% of all visits, another 16% were from the United States, while overseas international visitors accounted for the remaining 9% of visitor volume. However, these overseas international visitors accounted for 24% of visitor expenditures, while Canadian and BC residents accounted for 58% of expenditures (Figure 1-5).

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In 2016, Canadian residents took 15.9 million person-trips within their country where they spent at least one night in BC. These domestic trips generated just over $6.7 billion in expenditures. Travel by Canadian residents increased 12% between 2014 and 2016, while expenditures have increased by 23%.

​

Visitation from Ontario and Alberta have increased by 67% and 17%, respectively between 2014 and 2016. As expected, Ontario and Alberta resident expenditures have both increased (113% and 24%, respectively) over the same period. BC resident expenditures have grown by 12%.

​

In 2016, over 5.3 million international travellers visited Canada and spent at least one night in BC. These travellers spent $4.9 billion during their trips. Overall international visitation increased 22% between 2014 and 2016, while overall expenditures increased 30%.

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ABOUT BC’S INTERNATIONAL TOURIST MARKET

• The United States is BC’s largest international market, accounting for 65% of international visitor volume and 43% of expenditures. Visitation from the US increased 20% between 2014 and 2016, while expenditures increased 29% during the same period. BC’s two key US markets – Washington and California – both experienced similar increases in visitation (Washington, 29%; California, 34%) and expenditures (Washington, 25%; California, 34%). Mexican visitation grew 46% and expenditures grew 70% between 2014 and 2016. �
• BC’s two key European markets, the United Kingdom and Germany accounted for 42% and 17% of European visitor volume and 45% and 20% of European expenditures. Again, these markets have both experienced strong growth since 2014 – UK visitation increased 22% and German visitation increased 11%, while expenditures increased 25% and 30%, respectively.

• BC has five key markets in the Asia/Pacific region that include Australia, China, India, Japan and South Korea. South Korean (+38%), Japanese (+29%), Chinese (+29%) and Australian (+27%) visitation increased substantially between 2014 and 2016. Visitation from India increased at a more modest 6% over the same period. Overall expenditures grew 28% for the Asia/Pacific region in total, similar to growth from Europe (29%) and just behind growth from North America (32%).

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INTERNATIONAL MARKET PROFILE

The following profiles are provided by Destination BC.¹⁰

AUSTRALIA

​

• In 2015, Australians made 180,000 overnight trips to B.C. and spent $383.8 million, making Australia B.C.’s third largest overseas market and fourth largest international market.
• Almost half (48%) of Australian visitors are over age 55 while one-third (33%) are under the age of 35. More than two-thirds (68%) of Australians are here for leisure although one in five (20%) are visiting friends and relatives. The average length of stay for Australian visitors is 12.8 nights while average spending per person is $1,659. Two-thirds of Australians visit between May and September although January is also popular, accounting for 13% of visits.
• The top 10 activities for Australian visitors include: Sightseeing, Shopping, Visiting Parks, Museum/Art Gallery, Zoo/Aquarium, Historic Sites, Visiting Friends and Relatives, Outdoor Activities, Night Club, Downhill Skilling.

UK

​

• In 2015, visitors from the UK made 229,000 overnight trips to B.C. and spent $350 million, making the UK B.C.’s largest overseas market and second largest international market.
• Older adults aged 65+ represent the largest proportion (25%) of UK visitors followed by adults between the ages of 20-24 (22%) and adults between the ages of 55-64 (21%). More than half (56%) of UK visitors are in B.C. for leisure, while 32% are visiting friends and relatives. The average length of stay for UK visitors is 12.5 nights while average spending per person is $1,330. Almost one-quarter (23%) of UK visits occur in August while the next most popular months are August (16%) and April (11%).
• The top 10 activities for UK visitors include: Sightseeing, Shopping, Visiting Parks, Visiting Friends and Relatives, Night Clubs, Museum/Art Gallery, Zoo/Aquarium, Outdoor Activities, Historic Sites, Downhill Skiing.

¹⁰Destination BC, Research by Market: Alberta (2016), Ontario (2016), Washington (2016), California (2016), Germany (2015), UK (2015), Australia (2016). Destination BC does not provide profiles for all markets.

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GERMANY

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• In 2015, visitors from Germany made 102,000 overnight trips to B.C. and spent $147.4 million, making Germany B.C.’s fifth largest overseas market and sixth largest international market.
• Young adults between the ages of 20 and 34 represent the largest proportion (38%) of German visitors while the number of German visitors representing the other age ranges is fairly evenly distributed . Two-thirds (66%) of German visitors are in B.C. for leisure, while 17% are visiting friends and relatives. The average length of stay for German visitors is 14.9 nights while average spending per person is $1,631. Six in ten (60%) of German visits occur in July and August while May is the next most popular month, accounting for 12% of visits.
• The top 10 activities for German visitors include: Sightseeing, Shopping, Visiting Parks, Outdoor Activities, Historic Sites, Visiting Friends and Relatives, Zoo/Aquarium, Museum/Art Gallery, Night Clubs, Boating.

CHINA

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• In 2015, visitors from China made 214,000 overnight trips to B.C. and spent $319.3 million, making China B.C.’s second largest overseas market and third largest international market.
• Young adults between the ages of 20 and 34 represent the largest proportion (27%) of Chinese visitors followed by adults between the ages of 45 and 54 (20%). Almost four in ten (39%) Chinese visitors are in B.C. to visit friends and relatives, while 27% are here for leisure and 20% are here are here for business. The average length of stay for Chinese visitors is 3.25 nights (by far the shortest average length of stay of any of the seven priority long-haul markets) while average spending per person is $1,199. Just over one-quarter (26%) of Chinese visits occur in July while October is the second most popular month, accounting for 16% of visits.
• The top 10 activities for Chinese visitors include: Sightseeing, Shopping, Visiting Friends and Relatives, Visiting Parks, Zoo/Aquarium, Historic Sites, Museum/Art Gallery, Outdoor Activities, Casinos, Festivals/Fairs.

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MEXICO

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• In 2015, visitors from Mexico made 79,000 overnight trips to B.C. and spent $101.8 million, making Mexico B.C.’s seventh largest overseas market and eighth largest international market.
• Young adults between the ages of 20 and 34 represent the largest proportion (42%) of Mexican visitors followed by adults between the ages of 45 and 54 (20%). Only 5% of Mexican visitors are aged 65 or older. Just over one-third (25%) of Mexican visitors are in B.C. for leisure, while 29% list ‘other’ as their reason for visiting. The average length of stay for Mexican visitors is 14.4 nights while average spending per person is $1,124. Almost half (49%) of Mexican visits occur in July and August while January is the next most popular month, accounting for 11% of visits.
• The top 10 activities for Mexican visitors include: Shopping, Sightseeing, Visiting Parks, Zoo/ Aquarium, Visiting Friends and Relatives, Museum/Art Gallery, Outdoor Activities, Night Clubs, Amusement Parks, Historic Sites.

INDIA

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• In 2013, almost 50,000 visitors from India entered Canada via B.C. making India B.C.’s tenth largest international market as measured by direct customs entries.
• In 2012, adults between the ages of 35 and 54 represented the largest proportion (53%) of Indian visitors, while visitors over age 65 and visitors between the ages of 20 and 34 both represented 16% of total visitors from India. Four in ten (40%) of Indian visitors are in Canada/BC to visit friends and relatives while 37% are traveling for leisure. The average length of stay in B.C. for Indian visitors is 10 nights while average spending per party is $1,500. More than half of Indian visits occur in June and July while October is the next most popular month.
• The top 10 activities for Indian visitors include: Visiting Friends and Relatives, Visiting Parks, Historic Sites, Museum/Art Gallery, Bar or NightClub, Theme or Amusement Park, Zoo/Aquarium, Sports or Outdoor Activity, Skiing or Snowmobiling.

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SOUTH KOREA

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• In 2013, almost 81,000 visitors from South Korea entered Canada via B.C. making South Korea B.C.’s seventh largest international market as measured by direct customs entries.
• In 2012, young adults between the ages of 20 and 34 represented the largest proportion (40%) of South Korean visitors, while the percentage of visitors between the ages of 55 and 64 was the age segment experiencing the largest rate of growth. Over one-third (35%) of South Korean visitors were in Canada/BC for leisure and another one quarter wee visiting friends and relatives. The average length of stay in B.C. for leisure visitors in 2012 was 23 nights while average spending per party was $1,900. More than 70% of South Korean visits occurred between May and October with July receiving the highest proportion of visits (18%).
• The top 10 activities for South Korean visitors include: Visiting Friends and Relatives, Visiting Parks, Historic Sites, Museum/Art Gallery, Bar or NightClub, Theme or Amusement Park, Zoo/Aquarium, Sports or Outdoor Activity, Skiing or Snowmobiling.

ALBERTA

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• In 2015, Alberta residents accounted for 12% of BC’s total overnight visitation. Accounting for 16% of all domestic visitation to BC, Alberta residents continued to be BC’s second- largest domestic market.
• BC captured 22% of all domestic overnight travel by Alberta residents. This represents an estimated 2.4 million Alberta residents travelling to BC in 2015. They spent approximately $1.4 billion tourism-related dollars in BC.
• Alberta visitors are the most likely to be repeat visitors; 57% have been here two or more times in the last five years, 38% in the past two years.
• Seventy-two percent are Gentle Explorers, Authentic Experiencers and Free Spirits thus providing a close match to BC and Thompson Okanagan target EQ segments.
• Fifty-five percent of Alberta visitors come to BC in the June-September period. Close to a third are visiting friends and relatives. They spend $572 per person per trip, which averages 4.4 nights. Favourite activities include hiking/backpacking, beach, visiting parks, visiting friends and relatives and boating.

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ONTARIO

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• In 2015, travellers from Ontario accounted for 3% of BC’s total overnight visitation. This represents an estimated 642,000 travellers from Ontario who visited BC in 2015. Approximately $624.4 million was generated in tourist receipts.
• Travellers from Ontario accounted for 4% of all domestic visitations to BC. BC captured around 2% of all domestic overnight visitation by travellers from Ontario.
• Repeat visitation is low among Ontario visitors; only six percent have been to BC twice or more in the past two years.
• Seventy-five percent are Gentle Explorers, Authentic Experiencers and Free Spirits thus providing a close match to BC and Thompson Okanagan target EQ segments.
• Ontario visitors show a slight preference for visiting during the summer but otherwise are evenly distributed throughout the year. This may be due to the fact that close to half are visiting friends and relatives. They spend $972 per person per trip, which averages seven nights. Favourite activities include visiting parks, hiking/backpacking, visiting friends and relatives, beach and visiting museums and art galleries.

WASHINGTON STATE

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• The US was BC’s largest international market in 2015, accounting for 66% of BC’s international overnight visitation. Washington travellers represented 45% of all US visitation to BC. This proportion increased from 41% in 2014.
• Washington was BC’s third-largest market of BC’s total overnight visitation in 2015, accounting for 7% of the market share.
• An estimated 1.4 million travellers from Washington visited BC in 2015, generating approximately $502.4 million in tourist receipts.
• Washington residents tend to be repeat visitors to BC as 39% have been here two or more times in the last five years, 22% in the past two years.
• Three quarters are Gentle Explorers, Authentic Experiencers and Free Spirits thus providing a close match to BC and Thompson Okanagan target EQ segments.
• Washington visitors have a dispersed seasonal visitation pattern, with well over half visiting in the Oct-May period. A quarter are visiting friends and relatives. They spend $360 per person per trip, which averages three nights.

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CALIFORNIA

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• The US was BC’s largest international market in 2015, accounting for 66% of BC’s international overnight visitation. California was BC’s second-largest market from the US, representing 14% of BC’s US overnight visitation.
• Approximately 2% of all overnight visitation to BC was from travellers from California. An estimated 430,000 travellers from California visited BC in 2015, generating approximately $341.4 million in tourism-related dollars.
• Sixty percent are Gentle Explorers, Authentic Experiencers and Free Spirits thus providing a good match to BC and Thompson Okanagan target EQ segments.
• California visitors are inclined to visit during the peak May-September period (60%). A quarter are visiting friends and relatives. They spend $695 per person per trip, which averages 5.7 nights. Favourite activities include sightseeing, shopping, visiting friends and relatives, visiting parks and visiting historic sites.

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EXPLORER QUOTIENT

MARKET SEGMENTATION

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The following EQ market profiles have been prepared by the Thompson Okanagan Tourism Association.

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The BC market consists of 1,886,217 households with a population of 3,852,278. The market composition of the top EQ types by household volume are Free Spirits (20%), Authentic Experiencers (14%), Rejuvenators (14%) and Cultural Explorers (13%).

EQ BREAKDOWN - BC

Outer Circle – Province by Household Count

Inner Circle – Province by Population 18+