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The southern gulf islands destination


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The southern gulf islands destination

  1. 1. Building the Southern Gulf Islands Destination Dr. Brian P. White Royal Roads University
  2. 2. Why Tourism Destination Management and Development? • • • • Key ‘cold water island’ issues Destination Management and Development Destination organization : getting started Competitive advantage and comparative advantage • Themed routes and competitive clusters • Community Champions
  3. 3. Destination Management and Development is--- ---the envisioning, planning, and implementing of changes to tourism-related infrastructure, services, human resources, and visitor experiences that enhance a destination’s competitive advantage.
  4. 4. Sense of Place • What are the qualities of a real place, a distinctive place, a place with its own history, culture, and texture? What qualities give certain places a feeling of character and charisma that makes them worthy of a visitor’s deep engagement and of a citizen’s love? Scott Russell Sanders in Civic Tourism: The Poetry and Politics of Place, 2007
  5. 5. “Culture and heritage tourism occurs when participation in a cultural or heritage activity is a significant factor for traveling. … [Cultural tourism includes] performing arts, (theatre, dance, music), visual arts and crafts, festivals, museums and cultural centres, and historic sites and interpretive centres.” Canadian Tourism Commission The Cultural Tourism Lens---
  6. 6. Cultural tourism is about telling and selling stories----
  7. 7. Setting the Stage Some “Cold-water” island issues include: -sustainability of island ecosystems , economies, and societies, • population displacement, • tourism impacts, • gentrification • governance (Warrington & Mill 2007, Gossling & Wall 2007, Connell 2007, Clark et al 2007)
  8. 8. Island Tourism & Environmental Change: Some Key Issues • Competition for scarce water and other natural resources • Land conversion for residential and commercial development • Development of gated communities often driven by retirees • Locals forced to emigrate by rising land and gentrification • Unoccupied investment properties and second homes impact community vitality. (Gossling & Wall 2007)
  9. 9. The Situation--• The Southern Gulf Island’s economy is small business based, particularly focussed on agritourism and arts and crafts, commuting and tele-commuting • The economic downturn impacts retirees, small businesses, and developers focussed on retirement properties • Ferry Schedules and pricing critically impact Island life
  10. 10. Some Issues--• Land development equated with tourism by some • Islands Trust seen by some as a brake on development • Emergent sustainable tourism economy not supported as a fundamental economic reality by some residents.
  11. 11. • Community economies in BC have largely shifted to services - based employment • Rapid changes in global economic conditions means shifts in destination preference • Travel modes and choice of destination experience are changing • The world wide web has redefined competitive advantage and increased awareness of alternative travel experiences
  12. 12. The Travel, Time and Space Continuum: how people arrive in the Gulf Islands Number of Trips (interactions) Time Extended working holidays Years Migration Commuting Months Shopping Educational travel Weeks Visits Vacation Day tripping Sojourning Weekends Days Hours Long distance commuting Home Space Adapted from Hall in Theobald, 2006, p. 466
  13. 13. Competitive Advantage in Tourism- Is (based on) specialized factors, which are not inherent but are created by each destination, such as educational systems, technological “know-how”, specialized infrastructure, and other capabilities, which respond to the specific needs of an industry. (Richie and Crouch 2003)
  14. 14. Competitive Advantage in TourismKey specialized factors • Focus on tourism product development, • Destination management organization, • infrastructure that allow access to natural and cultural resources, • availability of long-term capital, • personal security and quality hospitality services, and • sufficient municipal services
  15. 15. • Tourism included in Official Community Plans and Economic Development Plans •Sustainable level of financial contribution •Sustainable organizational structure that manages the destination •Focus on support for Travel Generators Destination Competitive Advantage
  16. 16. The Cultural Tourism Clusters Human Heritage Natural History The Arts Ag/Fishery & Industrial Heritage Cuisine
  17. 17. An example: Human Heritage PPM
  18. 18. The Destination Development Process in Building Place--STEP 1 On-site Inventory What are our assets? Organize cultural experiences by:    Cultural cluster Category of cultural experience Lead, supporting, or sustaining PPM status
  19. 19. STEP 2 Product Positioning Matrix (PPM) How do our assets relate to each other? The PPM has 3 categories to which cultural tourism experiences are assigned: • The lead category • The supporting category • The sustaining category
  20. 20. STEP 3 Destination Typology How do we define our destination & our product? Consider distribution of cultural experiences by cluster  Consider distribution by category & PPM status  Read the destination’s social and cultural history  Confer with local historians, artists, curators, naturalists, government, and tourism operators 1.6, 1.7
  21. 21. STEP 4 Themed Routes How to organize our cultural experiences?  Review destination typology and PPM  Remember the four cultural cohorts  Design each route to target at least one cohort
  22. 22. 1. 2. 3. 4. 5. Themed Routes---Route and/or place developed as an integrated attraction The route is marketable Efficient promotion Involvement from many stakeholders Promotion material based on visitor needs 6. Route clearly signed Hardy’s 10 Principles for developing themed routes---(Hardy, 2003, p. 326)
  23. 23. 7. Attractions reflect local culture, with quality service 8. Principles of interpretation applied resulting in enjoyable thematic interpretation 9. Price of visitor’s route experience cost effective 10. Route sustainability ensured by protection of natural and cultural assets.
  24. 24. The Competitive Cluster Approach • A strategic set of activities and services organized as an effective tourism supply chain. • The core of the “cluster” is the comparative advantage represented by a destination’s unique characteristics and interpretive programming. • The competitive cluster links all the complementary visitor services and attractions in a destination area. (after Hawkins, 2003)
  25. 25. Unique or exceptional scenic values Tourism Corridorland, water Agri-tourism culinary, wine, art, FN, spa tourism opportunities Destination Visitor information Services Gateway city/town The travel experience and the destination competitive cluster Hotels B&Bs restaurants Attractions and events Air/land /water access
  26. 26. Provincial and Federal government policies and strategies Access emerging markets Increase market share Destination Internet portal/ information services Hotels B&Bs restaurants Common vision, programs, marketing plan, leadership Attractions and events Agri-tourism , garden, culinary, FN, wine, spa tourism, etc. Municipal and regional governments Community Champions: supporting individuals and community agencies Structure of a tourist destination’s competitive cluster
  27. 27. Do any of these twelve tourism responses for local government apply here? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Municipal and Regional District Committees Contract for services Incorporate Tourism in the Strategic Plan Official Community Plan Economic Development Plan Five Year Financial Plan and Capital plan % of business tax to destination development Hotel Tax (HST---?) Business Improvement Areas Revitalization Areas (modest tax exemption) Municipal Facilities & Services Grants, sponsorship, project funding
  28. 28. Getting Started: what would work best for the Southern Gulf Islands? Building community tourism capacity: What partnerships? What organizational structure is needed to start tourism destination planning?
  29. 29. Success stories require: – solid vision – strong leadership – effective partnerships – adequate financing – ability to provide what visitors want – understanding of how the industry functions
  30. 30. Identifying Champions • Look for supportive, like-minded people who can help • They may be… – Business people, retired or not – Spark plugs – forward thinking initiators who make things happen – People behind community accomplishments/events – High-profile people associated with volunteer sectors – Artists/craftspeople – Drivers of service and sports clubs – New community members, e.g., immigrants
  31. 31. Tourism Champions come first--- • Providing inspiration, leadership and initiative • Encouraging strategic thinking • Identifying resources • Organizing meetings • Connecting local leaders and politicians • Promoting the value of tourism
  32. 32. Building Community Support Champions help community members understand tourism’s value by: • helping to identify tourism needs and opportunities • encouraging the community to support a tourism planning committee/task force • accessing and distributing information • encouraging council or governance boards to look at the value of tourism • drawing upon outside resources and expertise
  33. 33. Thank You! “A Great Place to Live is a Great Place to Visit”