Local representatives from the Lower North Thompson Tourism Society (LNTTS) met in Barriere on Apr. 3 with tourism consultants CCCIA Destination Development coordinator Jolene Lammers, Tourism Cafe Destination Development facilitator Lesley Anderson, and Thompson Okanagan Tourism Association rep Mike Overend to discuss the strategic priorities being put forward for the Interlakes Planning document that is currently being put together.
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.
LNTTS representatives, chair Colleen Hannigan, director Jill Hayward, and marketing coordinator Lorne Richardson, helped provide input at the Barriere meeting in regards to the 10-year Interlakes Destination Development Strategy which was developed between November 2017 and December 2018. These tourism development objectives have all resulted from stakeholder input and working group consultations, plus reviews of a range of plans and studies.
In the final process of narrowing down the top implementation priorities, stakeholder input sessions were not only held in Barriere, but also Lone Butte and 100 Mile House both on April 4.
After these sessions were held the following list of top objectives were created and are now being narrowed down to five leading priorities that will be embraced over the next one to three years.
These priorities will have the greatest strategic benefits over the next 10 years for the Interlakes area, and are most likely to be actioned, gain stakeholder momentum and commitment. They will also have the best potential of securing the necessary human, financial or technical resources for implementation.
• Execute short-term signage and communication initiatives to enhance the existing touring experience on the key main and secondary roads used by visitors.
• Address the shortage of public and shared transportation options including public and private service options, as well as car rental needs.
• Identify key locations for infrastructure investments in cell service, increased bandwidth and Wi-Fi in the planning area.
• Strategically advance lengthening the tourism season (e.g. lengthening peak season and/or expanding into new seasons).
• Build relationships with local forest service management companies and government to improve communication on key issues impacting planning area tourism success.
• Continue to grow the potential of Wells Gray Provincial Park by collaborating on development initiatives (east and west sides of the park).
• Increase the availability of paid visitor opportunities that allow for greater engagement with the area’s natural assets, distinct characters, heritage, and history.
• Support the upgrading of existing accommodations that have become tired and/or don’t meet modern standards for accessibility and today’s visitor expectations.
• Support efforts by TIABC and tourism operators to improve and streamline government processes that impede business viability (e.g. leases, renewals, fishing licenses, building codes, insurance, etc.)
• Safeguard the natural environment while managing strategic growth within the capacity of the land and communities to sustain investments, and the local way of life.
Another 11 objectives (listed below) were also discussed, but not identified as main priorities during the Apr. 3, and Apr. 4, stakeholder input sessions:
• Improve access and infrastructure to key visitor attractions in Wells Gray including Canim, Mahood, Deception Falls and enhanced maintenance for Clearwater River Road, Spahats and Moul Falls.
• Prioritize and undertake longer-term initiatives to enhance the visitor touring experience on the main and secondary roads.
• Improve access and options for visitors to public lands and lakes.
• Develop new lake access points and visitor amenities.
• Support the growing interest in diversifying the outdoor recreation opportunities throughout the planning area.
• Increase the availability of camping and recreational vehicle services throughout the planning area.
• Improve visitor information services and develop a public safety plan that addresses the lack of connectivity in some parts of the planning area.
• Address the need for business succession planning.
• Support quick actions to help businesses cope with labour challenges.
• Increase awareness of the availability of business interruption insurance for tourism business operators.
• Increase the accuracy of Google mapping for key roads used by visitors in the planning area.
Destination BC offers destination development planning assistance, in partnership with Indigenous Tourism BC, the Ministry of Tourism, Arts and Culture, and Regional Destination Marketing Organizations, 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. 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.
The Lower North Thompson Tourism Society sponsors: visitbarriere.com website, and is a partner in the annual North Thompson Valley Visitors Guide published by Black Press.
