mar 23-18 tourism advisory committee - campbell river

Tourism Advisory Committee

Meeting Agenda

TOURISM ADVISORY COMMITTEE MEETING, Friday, March 23, 2018 at 9:30

AM in the Enterprise Centre Boardroom, 900 Alder Street, Campbell River, BC. Page

1. APPROVAL OF THE AGENDA

1.1 Approval/Modification of the Agenda THAT the agenda be approved.

2. MINUTES

2 - 5 2.1 January 19, 2018 Tourism Advisory Committee Minutes THAT the January 19, 2018 Tourism Advisory Committee minutes be

adopted.

3. NEW BUSINESS

6 - 25 3.1 Review and Discussion of 2017 Annual Performance Report (Draft) and the

Annual Financial Report (Draft) from Destination Think! THAT the Tourism Advisory Committee recommend to Council that the

Annual Performance Report for 2017 be approved;

AND THAT the Tourism Advisory Committee recommend to Council that the

Annual Financial Report for 2017 be approved 3.2 Round Table Discussion (15-20 minutes)

4. NEXT MEETING

4.1 Confirm 2018 Meeting Schedule

• Next meeting scheduled for June 22, 2018

5. ADJOURNMENT

5.1 Adjournment THAT the meeting adjourn.

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Tourism Advisory Committee

Minutes

TOURISM ADVISORY COMMITTEE MEETING, Friday, January 19, 2018 at 9:35

am in the Enterprise Centre Boardroom, 900 Alder Street, Campbell River, BC.

PRESENT: Chair - Councillor C. Evans; D. Sargent - City Manager; R. Klukas -

Economic Development Officer; S. Bains; C. Buchholz; P. Dowler,

H. Elias; E. Neely (arrived at 9:45 am); W. Nikolaisen; T. Olsen; J.

Shead; A. MacMillan; B. Herperger; H. Gordon Murphy; S.

Baxandall - Recording Secretary; Destination Think!: K. Soder -

Executive Manager.

1 APPROVAL OF THE AGENDA

1.1 Approval of the agenda

Olsen/Bains

THAT the agenda be approved

CARRIED

2 MINUTES

2.1 October 20, 2017 Tourism Advisory Committee Minutes

Elias/Dowler

THAT the October 20, 2017 Tourism Advisory Committee minutes be

adopted.

CARRIED

3 IN-CAMERA MEETING

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Tourism Advisory Committee Meeting Minutes - Friday, January 19, 2018

Shead/Dowler

THAT the Committee move In-Camera under the authority of the following

sections of the Community Charter:

90(1)(a) Personal information about an identifiable individual who holds or

is being considered for a position as an officer, employee or agent of the

municipality or another position appointed by the municipality

90(1)(k) Negotiations and related discussions respecting the proposed

provision of a municipal service that are at their preliminary stages and

that, in the view of the council, could reasonably be expected to harm the

interests of the municipality if they were held in public

CARRIED

3.2 NOTE: Issues discussed In-Camera are not open to the public.

The open meeting recessed at 9:40 am and reconvened at 9:56 am.

4 NEW BUSINESS

4.1 Nomination and Election of Tourism Advisory Committee Chair and

Vice-Chair

Outgoing Chair, Councillor Colleen Evans, thanked the Tourism Advisory

Committee for their work during the Committee's first year.

Per section 7.1 of the Tourism Advisory Committee Bylaw, the

Committee is responsible for electing, from its members at its first

meeting of each year, a Chair and Vice-Chair who shall hold office for the

ensuring year. The Committee then discussed these terms, clarifying their

understanding of them.

Councillor Evans made a call for nominations for Chair from the floor.

Through the current Chair, Jonathan Shead nominated Erin Neely and she

accepted.

Councillor Evans made a second call for nominations for Chair from the

floor. Receiving none, a third call and final call was made.

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Seeing no other nominations, Erin Neely was declared the chair elect for

the 2018 Tourism Advisory Committee.

Having elected the Chair, the Committee followed the same process for

nominating and electing a Vice Chair. Paul Dowler nominated himself

during the first call for nominations. Seeing no other nominations in the

second and third calls, Paul Dowler was declared the Vice Chair of the

Tourism Advisory Committee for 2018.

Erin Neely assumed the Chair position for the remainder of the meeting.

4.2 Accommodation Sector Representatives' Nominations for

Recommendation to Council

Jonathan Shead and Sukhy Bains let their names stand for a two year term

on the Tourism Advisory Committee as accommodation sector

representatives.

Elias/Olsen

THAT Tourism Advisory Committee recommend to Council that Jonathan

Shead and Sukhy Bains be appointed to a second term on the Committee as

accommodation sector representatives.

CARRIED

4.3 Destination Think! Update

Kirsten Soder, Executive Manager for Destination Think! presented a

power point report summarizing Destination Campbell River's fall social

media campaign, along with an overview of the stakeholder satisfaction

survey results and the Xcellerator program, and answered questions from

the Committee members.

Dowler/Buchholz

THAT Destination Think!'s report be received.

CARRIED

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4.4 Round Table Discussion (15-20 minutes)

Committee members discussed the MRDT reporting, hotel vacancy

numbers and clarified Campbell River's tourism branding.

5 NEXT MEETING

5.1 Discuss Meeting Frequency and Scheduled Dates

March 23, 2018

June 22, 2018

Committee members determined that the meeting frequency was

appropriate and approved the next two meeting dates.

6 ADJOURNMENT

6.1 Adjournment

Olsen/Dowler

THAT the meeting adjourn.

CARRIED

The meeting adjourned at 11:38 am.

E. Neely, CHAIR R. Klukas, Economic Dev. Officer

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Municipal and Regional District Tax Program Requirements – Fall 2015

APPENDIX 2.2

A2.2-1 | Page

Appendix 2.2 Annual Performance Report

Under the Provincial Sales Tax Act, all designated recipients, including designated recipients not subject to the renewal application requirement, must report back to the Province annually. As such, all designated recipients (or the designated recipient’s service provider), are required to complete the following Annual Performance Report as well as a Financial Report (refer to Appendix 2.1) by April 30th of each year.

All designated recipients are required to fill in the sections below. Only those designated recipients that receive the three percent tax rate will be required to report out on additional metrics (as indicated below). A description/instructions pertaining to each performance metric is provided in grey text as a guide only. Please delete the grey text and provide your response accordingly.

Designated Recipient: City of Campbell River Report Completed: __16-03-18___

Designated Accommodation Area: Campbell River, BC Reporting period: Feb 1- Dec 31 – 2017*

*or for first year of term, indicate accordingly

1. Effective tourism marketing, programs and projects MRDT-funded tourism marketing, programs and projects maximize the potential for increased visitation and growth in tourism business activity, employment and incremental tourism revenue.

Mandatory Metric

Designated Recipient Response

MRDT Revenue

$403,816 ($153,816 over budget)

Allocation: Destination Think: $250,000 MRDT $60,000 $32,290 (to be invoiced to City at Dec 31) $342,290 City of Campbell River $93,816 ($32,290) to be transferred to DT at Dec 31 61,526 Total = $403,816

MRDT activities, tactics, investment efforts and outcomes

Prior to hiring Destination Think! as the destination marketing organization (DMO),

the City of Campbell River managed all tourism operations from January 2017 to

April 2017. The MRDT came into effect on March 1, 2017. The City also opened

the Visitor Information Centre (VIC) and engaged in some preliminary advertising

for the year. The VIC’s staffing was contracted to the Campbell River Museum for

January 2017 to April 2017. Destination Think! took over in May, 2017.

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APPENDIX 2.2

A2.2-2 | Page

(as per 2017 One-Year Tactical Plan)

As part of the prescribed destination brand creation tactic identified in the strategy,

a ‘corporate identity’ for the Destination Think! staff operating locally in Campbell

River was informally established as ‘Destination Campbell River’, a deliberate

attempt to reposition the new organization as the official DMO in the community

and establish a fresh start with industry and visitors. The timing of the contract

being awarded, and the handover of responsibilities, meant 2017 was a year of

significant transition and change management; every deliverable identified in the

ambitious 2017 plan has been achieved to date, meanwhile establishing

departmental systems processes, assigning commitments, and analyzing the

current and future tourism opportunities and challenges in Campbell River and

region. Specific deliverables completed in 2017 include:

Progress to date for 2017 activities:

● Visitor Information Centre opened and managed by the Campbell River Museum staff, at a temporary location in the Museum

● Preliminary destination advertising engaged and marketing materials developed, including mapbooks, ads with BC Ocean Boating Tourism Association and Island Fisherman Magazine. Contracted 2017 Visitor Guide distribution with Certified Folder Display Service to increase Campbell River’s visibility

● Staffing in place – Executive Manager, Assistant Manager, Visitor Centre Lead and seasonal Visitor Centre support staff

● Visitor Services – Centre reopened May 1 at downtown location; summer staff hired and trained; new systems and service contracts initiated; stakeholder and consumer database established; Innovation Fund deliverables in progress:

o Sought DBC permission in October to change the 2017 Innovation Fund application to replace the original single kiosk deliverable.

o New deliverable underway to install multiple digital screens in high traffic areas with proprietary software developed by DMY Media, providing real-time visitor information updates, aligning new brand elements across the platform, promoting festival and event information, and providing best practice support for stakeholder engagement and content ownership.

● Brand Creation – Community ‘Place DNA’ workshop executed, stakeholder

engagement informed brand story, tone of voice, brand promise and purpose; conducted separate Tourism Advisory Committee, Stakeholder, and City Council engagement sessions to provide feedback and recommendations; obtained endorsement of new brand concept effective Sept 30

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APPENDIX 2.2

A2.2-3 | Page

● Asset Creation – developed new brand elements, identity and guideline documents, purchased stock photography and leveraged a 3 day, 3-person Influencer FAM to produce and purchase additional on-brand assets. B-roll and still photography forthcoming from AhoyBC and Fishing BC sector partnerships

● Website – refreshed the current campbellriver.travel site with new brand elements and logo, enhanced blog functionality, enhanced security and new content; re-established a regular maintenance schedule for ongoing site health

● Print Collateral – An additional 16,000 2017 Discovery guides were printed and distributed through DBC Visitor Centre Network, Tourism Vancouver Island and Certified Folders on major BC Ferries routes in July 2017

● Social Media – consistent social listening and identifying on-brand user generated content to monitor and protect destination reputation; grow reach and engagement through ongoing paid and earned efforts on Instagram, Facebook, and Twitter; active on Trip Advisor

● Travel Trade & Media Relations - Ongoing inbound support and outreach

● Marketing Partnerships – In partnership with the BC Freshwater and Saltwater Fishing Assn’s, produced and deployed Campbell River content and story ideas, including a 2 minute video at FishingBC.com and cross-promoted trailer cuts on social channels; AhoyBC deliverables in progress for BC Ocean Boating Co-Op initiative

● Promotion – Executed Canada150 Social Media campaign & seasonal Fall Campaign, curating and producing themed content for regular blogs and supporting across all social channels. (Sept 18-Dec 15)

● Market Research – Preparing for a Nov 2017 Resident Attitude Towards Tourism study in preparation for establishing baseline metrics of stakeholder satisfaction; preparing to deploy Consumer Research in BC & AB to gauge destination awareness, desirability and NPS.

Project Outcome Investment

Brand creation

● Community and stakeholder engagement to determine Place DNATM;

● Brand story development;

● Brand concept drafts; ● Logo and iconography

development; ● Identity and brand

guideline manual; ● Stakeholder brand

$41,000

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APPENDIX 2.2

A2.2-4 | Page

presentation.

Asset Development ● Collaboration with local

photographers; ● Sourcing user-

generated images and permissions;

● Hosted influencers to produce assets and promote the destination;

● Leveraged sector co-op partnerships;

● Sharing owned image bank with City/EcDev.

● 42 new on-brand

owned digital images in our asset inventory;

● UGC content permissions for external use

● Leveraged Ocean Boating sectoral campaign to develop new, on brand 2 minute hero video: “Welcome to the Wild”

$15,000

Festival & Event Support: Canada 150 Social Media Promotion

● Curated and produced themed content for regular blogs and support across all social channels;

● Paid social media ads. Tribal Journeys Event Promotional Support

● Social posts pre, during and post-event on Instagram and Facebook.

● Total paid and organic reach on July 1 was ~18,000;

● “Best of” photo collage on Facebook reached 45,521 on July 5.

● Organic reach of initial Facebook post was 9,728;

● Post-event Facebook video of the best user-generated images garnered 1,702 organic views.

$7,500

Fall Campaign Major promotional activity: 12 week promotional campaign to promote Campbell River in the fall highlighting the 6 key themes of the destination:

● Recreational Fishing ● Agriculture/Artisans ● Hiking/Biking ● Food/Experience ● Art/Cultural Exploration ● Holidays/Shopping

● Created blog posts to

support new brand

● Distributed 5,000 promotional postcards

● Total page likes from all ads: 1,777

● Total link clicks to blogs from ads: 3,566

● Total Facebook ad engagements (reactions, comments, shares, clicks and views): 136,083

● Total Instagram ad engagements:16,228

● Total ad reach: 274,184

$26,475

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APPENDIX 2.2

A2.2-5 | Page

story and highlight each theme (7 total);

● Created 3 posts per week for Facebook, Instagram and Twitter to support the themes which were promoted through paid advertising;

● Video to promote fall shopping event;

● 5 weeks of Instagram Stories promoting 4-6 images from the #discovercampbellriver hashtag;

● Facebook like ads to gain new followers.

● Unique website views grew to 28,637 in Fall (Sept-Dec) 2017 vs 16,158 in 2016 (77.23% increase)

Giving Tuesday Promotion ● Worked with local

photographer and influencer Erin Wallis to highlight 5 local volunteers as “unsung heroes” for Nov 28 event;

● 5 blogs and corresponding images produced;

● Supporting Facebook and Instagram posts,

● Exposure through Erin Wallis’ channels;

● Widespread local and community engagement and support;

● Facebook reach was 17,984 (14,783 organic) on this content alone.

Partnership value - Erin Wallis ~ $2,400 in-kind $200 hard cost (donation to Campbell River Cystic Fibrosis Chapter)

Travel Trade & Media Relations

● Inbound (TVI/DBC) media hosting;

● Outreach (paid influencers) @vancitywild and @stasher_bc Influencer FAMs July 21-24;

● Hosted 3 national and international media visits;

● Vetting external opportunities (e.g Dimestore Fisherman).

● Sharon Lindores - Postmedia Network - Aug 27-31st

● Christine Retschlag - Freelancer for Senior Traveller Australia - Aug 30 - Sept 2

● Matt Thompson - JohnnyJet.com Sept 29-Oct 2

● 7-person Australian Travel Trade Product FAM Oct 13

● Canada’s West Post-FAM Nov 12

$16,000

Website ● Critical contact

● Increase in visitation of 23.34% since July 1*;

$10,000 security and

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APPENDIX 2.2

A2.2-6 | Page

updates; ● Security; ● Brand reskin; ● Content refresh; ● New features.

● 4.49% increase in average session time since July 1*

*in comparison to the same period in 2016.

phase 1 content updates $20,940 Phase 2 brand and functionality improvements TTL: $30,940

Visitor Services ● Feasibility Plan

undertaken; ● Centre Opened; ● Inventory created; ● Systems

implementation; ● Hire, manage FT &

seasonal staff; ● Brand refresh; ● New stakeholder

model; ● Retail management; ● Monthly reporting; ● Rebuilt stakeholder

database.

● 17,739 visitors engaged

● $102,108 in direct bookings and referrals

$38,931 hard costs for overhead $50,063 Wages & burden TTL: $88,944

DMY Media ● in-destination B2C

digital signage ● Delivers Visitor Centre

messaging into high traffic areas

● Text-to-phone SMS feature allows real time screen information to be transferred to mobile device

● 9 stakeholders signed on to DMY pilot;

● 30-40 pieces of unique content being produced monthly

Licensing Fees: $9,000 Hardware & Installation: $6,506 Training: $1,678 TTL: $17,183

Social Media ● Daily content produced

on Twitter, Instagram and Facebook;

● Content Planning 3-4 weeks in advance;

● Constant social

● Anecdotal feedback of marked improvement (residents, stakeholders, visitors);

● Instagram following increased 27.3% April to December;

$50,000

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APPENDIX 2.2

A2.2-7 | Page

listening - 7/days week; ● New branded cover

and profile images on all social channels;

● Visitor Centre online reputation management (Trip Advisor);

● Monthly report; ● Online reputation

management; ● Monthly report.

● Facebook engagement increased from 2.2% to 8.3% in 6 months and is well above industry average;

● Total engagements (likes, comments, shares, views and clicks) from April to December was 73,845 on Facebook

● Reached over 1.2M people across all channels.

Print Collateral ● Visitor guide distributed

through DBC Visitor Centre Network & Major Ferry Routes

● New branded Visitor Centre assets (maps, trifold)

● 16,000 guides reprinted

● 28,000 total distributed in 2017

● 7,500 “Top 10 Things to do” trifold brochure

$20,822 Reprint & Shipping

Marketing Partnerships: Destination Think managed sector campaign relationships to fulfill deliverables of DBC CoOp Marketing sectoral applications committed by City staff during DMO transition

● AhoyBC Community Showcase sponsorship, 3 minute video, and image gallery.

● FishingBC.com video & Coastal Fishing Trip Ideas

● Mountain Biking BC Annual membership & community profile

AhoyBC: $9,350 Fishing BC: $5,000 MtnBiking BC:$1,500 TIABC: $800

PREPAID EXPENSES FROM 2017 PROPOSALS: Due to the nature of the DMO contract in Campbell River, Destination Think Invoiced the City of Campbell River on a project basis in 2017. Some of the hard costs of the tactics were not completed at Dec 31, 2017, so these outstanding deliverables have been identified as carryover into the 2018 Budget

Carry forward by project includes:

● Market Research: $12,472

● Marketing Partnerships/Memberships: $9,475

● Visitor Services (6,006)

● Promotions: $27,748 Total = $55,701

$562,197 billed -$506,496 spent $55,701 captured as prepaid expenses in Financial report

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http://fishingbc.com/story/campbell-river-salmon-charters/

http://fishingbc.com/story/campbell-river-salmon-charters/


APPENDIX 2.2

A2.2-8 | Page

OUTPUT MEASURES ● Types of marketing activities

● Number of event campaigns and

results

● Description of social media

activities and outcomes

● Number of media placements

Number of conventions and

meeting sales

● Webpage visits

● Visitor inquiries/calls.

OUTCOME MEASURES

● Visitor volume

● Visitor nights and visitor

spending

● Visitor revenues

● Average length of stay

● Accommodation

revenues

● Number of new tourism

businesses.

OUTCOME MEASURES:

SOCIAL ENGAGEMENT April 1 - Dec 31, 2017:

● Facebook Total Page Likes = 4,778 (new fans since April 2017 =

3,112)

● FB Total Reach = 1,154,547

FB Total Engagements = 73,845

● Twitter Total Followers = 2,661

● #DiscoverCampbellRiver on Instagram = 2,104

● Instagram Total Followers = 1,384

ONLINE ENGAGEMENT April 1-Dec 31 2017

● Total Website Sessions =

● % New Visits =

● Newsletter Subscribers =

● Consumer Open Rates =

STAKEHOLDER PARTICIPATION:

● XXX registered 2017 stakeholders

● Stakeholder Open Rates of Newsletters =

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APPENDIX 2.2

A2.2-9 | Page

● Highlighted XX different stakeholders in contests, promotions and

media/influencer hosted itineraries

Stakeholder Outreach & Community Management ● Stakeholder e-news; ● Tourism Tuesdays; ● Weekly City meetings; ● Chamber of Commerce ● Monthly communications to 249 subscribers; ● Tourism Tuesdays: 12 booked stakeholder meetings;

OVERNIGHT VISITATION: https://www.destinationbc.ca/Research/Industry-

Performance/Tourism-Indicators.aspx

● Average Occupancy YTD:

● Average Daily Rate YTD:

● RevPAR:

● Revenue % change:

● % of properties participating in data collection: ????

VISITOR SERVICES: https://drive.google.com/open?id=1mrA-

VcfvEZ7os70C5vqvJD-Csk2thSuWdWJG9LHGeZ8

● 2017 saw 39% decrease in visitation, 18,030 in total,

(Assumption in statistic record methodology change: Roving

Visitor Counsellors/Elk Falls numbers likely included in 2015/2016

figures)

● Employed 2 FTE year round and 3 PT (seasonal) staff May -

October

● Supported Airport with dedicated stakeholder resources

Key Learnings

In 2016/17, The City of Campbell River undertook an RFP process to outsource the execution of destination marketing, seeking the support and guidance of an experienced team of professionals. The City awarded the contract to Destination Think! in May 2017 to meet the objectives of the existing 5 year strategy. As part of the prescribed destination brand creation tactic identified in the strategy, a ‘corporate identity’ for the Destination Think! staff operating locally in Campbell River was established as ‘Destination Campbell River’, a deliberate attempt to reposition the new organization as the official DMO in the community and establish a fresh start with industry and visitors. The timing of the contract being awarded, and the handover of responsibilities, meant 2017 was a year of significant transition and change management; significant deliverables have been achieved to date, meanwhile establishing departmental systems

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https://www.destinationbc.ca/Research/Industry-Performance/Tourism-Indicators.aspx

https://www.destinationbc.ca/Research/Industry-Performance/Tourism-Indicators.aspx

https://drive.google.com/open?id=1mrA-VcfvEZ7os70C5vqvJD-Csk2thSuWdWJG9LHGeZ8

https://drive.google.com/open?id=1mrA-VcfvEZ7os70C5vqvJD-Csk2thSuWdWJG9LHGeZ8


APPENDIX 2.2

A2.2-10 | Page

processes, assigning commitments, and analyzing the current and future tourism opportunities and challenges in Campbell River and region.

The planning and preparation of the 5 Year Strategic Plan took into consideration the evolution of the organization, and changing market conditions. Destination Campbell River plans to undertake a significant regional market research plan in consultation with The Sociable Scientists, Destination Think! and Tourism Vancouver Island, and will continue to facilitate stakeholder engagement sessions in advance of the Annual Tactical Plan cycle to inform these important core organizational documents, working within the 5-year model that is focused on three main pillars:

1. Marketing & Promotional Activities 2. Visitor Services 3. Destination & Product Experience Management

Unanticipated challenges included polarized stakeholder support: While some stakeholders were excited and interested in engaging and participating in new marketing opportunities and visitor service delivery, some interactions with new Visitor Services staff was challenging largely based on timing of new staff being hired and trained – it was a steep learning curve for product knowledge in peak season. Furthermore, low social media engagement from local industry and community advocates on the DMO channels dampened initial social media efforts: finding current local on-brand content to share was often difficult, and being unable to rely on a local social amplification strategy required additional targeted tactics be deployed on future campaigns to increase reach and relevance in key markets. Through this work to date, it is evident that experience management is a critical priority, and that Destination Campbell River should continue to focus efforts on meaningful stakeholder and industry engagement, encouraging and celebrating a superior service culture, and demonstrating opportunities for collaboration between stakeholders to enhance the destination experience and product offerings. To help lay the necessary cohesive, collaborative groundwork community-wide, is to establish Campbell River as a truly transformational destination – a reference to the newly defined brand purpose: ‘Wild Nature that Transforms You’.

2. Effective local-level stakeholder support and inter-community collaboration Designated recipients are responsible for engaging with key stakeholders, establishing local-level support, and seeking out efficiencies through collaborative activities to inform appropriate decision-making regarding investments.

Mandatory Metric Designated Recipient Response

Extent of Local-level Stakeholder Engagement

April 28 Town Hall Forum

● Widespread Stakeholder dissatisfaction, particularly regarding visitor services being

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APPENDIX 2.2

A2.2-11 | Page

relocated to the Museum ● Opened downtown Visitor

Information Center May 1

Aug 29 Brand Concept Rollout and Feedback

● 11am (City COW meeting)

● 3pm (TAC) ● 6pm

(Stakeholders

● Committee of the Whole City of Campbell River Mayor and Council

● Full quorum at TAC (14) ● 42 stakeholders in attendance

Tourism Advisory Committee Meetings:

● March 31 ● June 12 ● Aug 29 ● Oct 20

Stakeholder Outreach & Community Management

● Stakeholder e-news;

● Tourism Tuesdays;

● Weekly City meetings;

● Chamber of Commerce.

● SRD Municipal Services Committee meetings

● Sayward (Nov 29)

● DBC Destination Dev’t working group (Sayward Dec 4)

● Monthly communications to 249 subscribers;

● Tourism Tuesdays: 12 booked one-on-one stakeholder/DMO meetings;

● Insights in Business Shaw TV interview.

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APPENDIX 2.2

A2.2-12 | Page

Stakeholder Satisfaction

OUTPUTS OUTOMES

2017 Stakeholder satisfaction survey; PROPOSAL HERE

Destination Campbell River

contracted The Sociable Scientists

to provide and create an online

survey based on previous survey

work and best practices within the

industry. The purpose of the online

survey is to create a baseline of

satisfaction in terms of MRDT

program to date. This baseline will

used comparatively going forward

to future years KPI’s and will

measure support and outlook for

MRDT implementation and

collection.

● A comprehensive stakeholder satisfaction survey was distributed and conducted within the registered 2017 stakeholders database for Destination Campbell River.

● The survey was distributed via email invitation to an online survey, responses collected and analyzed by The Sociable Scientists.

● The survey was conducted from November 15 - November 30, 2017

● Final reporting and in person presentation of findings completed and given to Destination Campbell River by December 20, 2017.

Developed survey questions and established benchmarks for ongoing stakeholder satisfaction. RESULTS HERE (Full Report Attached) About the Respondents:

● 65% offer year-round tourism experiences; 35% are seasonal

● Years in tourism range from 1 – 85 with an average of 21

● An average of 13 employees; range from 1 – 65

● 42% offer tours; 15% are in F&B/culinary; 12% are attractions; 8% offer accommodations; 4% for each of events, transportation & information

Summary:

● Respondents were asked to share their top three needs from Destination Campbell River.

● A total of 67 responses were provided, and are presented in graph and charts

● Emergent themes of needs of respondents from Destination Campbell River were:

1. Promotion 2. Industry engagement, 3. Visitor services and 4. Community development

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https://drive.google.com/drive/folders/1HNUo48gTB6v3A1yMABxth8rBwWXqzw5B

https://drive.google.com/drive/u/0/folders/1h-mtQRdf3CY31Az5fzDqpobe743nEJAv


APPENDIX 2.2

A2.2-13 | Page

Community Collaboration

XXX

Mandatory Metrics Designated Recipient Response

Community Collaboration

Examples of collaborative activities include:

Need dates of all: ● TVI meetings ● City Meetings ● Council Delegations ● Tourism Tuesday ● ETC ● Sector meetings: Golf VI, Ocean Boating BC, Fresh & Saltwater Fishing

Associations, Mountain Bike BC. Conference calls with Cumberland, Nanaimo, Hornby Island, Gabriola Island,

● Strathcona Regional District Municipal Services Committee meetings: Tahsis, Gold River, Zeballos, Sayward

● Destination BC Northern Vancouver Island Planning Area meetings - destination development planning sessions

3. Marketing Efforts Are Coordinated and complementary to provincial marketing strategies and tactics: Designated recipients are responsible for ensuring their marketing efforts complement and do not duplicate those of Destination British Columbia to avoid overlap at the community level and dilution of BC’s marketing message in key domestic and international markets.


Provincial Alignment Destination BC’s January 2015 Vancouver Island Regional Profile calculates the

total market potential for Vancouver Island at 20% of provincial overnight

visitation and 16% of related spending. But just like in many places around the

world, the effects of growth in visitation is starting to test some of the limits to

capacity and quality of life on Vancouver Island, forcing destinations such as

Victoria and Tofino think about how to best manage future growth. There is an

opportunity for Campbell River and the surrounding region to become a new

growth area for tourism on Vancouver Island, using the same key attributes the

island is known for, but in a distinctly Campbell River way.

XXX All marketing programs are primarily aimed at short-haul markets of Victoria,

Vancouver and Seattle while supporting Destination BC’s efforts in longer-haul

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APPENDIX 2.2

A2.2-14 | Page

markets where there is opportunity to develop, over time, Campbell River and

region as another iconic tourism hub on Vancouver Island.

Destination Campbell River is seeking tier 1 brand alignment with Destination BC in

all campaigns: Use of the Super Natural BC logo tile, colours, content approach and

photography style will be integrated into the new website, printed collateral,

itinerary flatsheets, written content, earned and paid social media, and operator-

led initiatives; we’ll encourage the “Content Commonwealth” approach to DBC

alignment, and encourage tracking code implementation where appropriate.

●

● Liaise/consult with regional and/or provincial staff during strategic/tactical

plan development XXXX Kim Hood, Monique Willis, Calum Matthews, Jody

Young

● Provincial or regional staff attendance at community AGM, planning sessions

or marketing showcases None in 2017 outside of Travel Media/Trade co-

hosting

● Attendance at provincial marketing and/or planning sessions City Staff, DMO

staff, Mayor Adams and Councillors Cornfield, Evans and Wright, all

participated in the Central North Coast Regional Destination Development

Working group sessions: DMO staff also attended additional sessions in

Campbell River, Sayward, and participated in related surveys and conference

calls

● Attendance at regional marketing and/or planning sessions DMO staff serves

as an active member of the Tourism Vancouver Island Marketing Committee,

and participates in quarterly meetings to share and contribute with other

Vancouver Island DMOs and help inform the regional strategy and tactical

plan.

● Attendance at regional annual conferences/marketing presentations. Staff

attended Tourism Vancouver Island AGM & Conference in September 2017

Building on a new, compelling and memorable brand identity, complementary to Destination BC’s brand standards, Destination Campbell River is developing brand assets and tools to build awareness and convey the area’s unique selling proposition to those considering travel. Using the updated brand guidelines, Destination Campbell River is well aligned to acquire and leverage high quality aspirational photography and videography that resonates with potential visitors to visualize the experiences available, and motivate participation. Toolkits, identity guidelines and DBC research developed for industry are shared out regularly through a bi-weekly stakeholder e-news to ensure marketing partners can easily align with the new image and leverage messaging for visitors to consider Campbell River as a destination.

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APPENDIX 2.2

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A refreshed web presence that incorporates DBC iconography, colours, and brand tile supports all passion segments identified in the strategic plan, and responds to market research regarding growing use of the internet for travel planning.

Coordinated with Destination British Columbia on Travel Media and Travel Trade Activities

Travellers are influenced by word of mouth and personal experience. Traditional editorial coverage combined with paid and earned influencer content provides a proxy for this word of mouth and builds awareness in target markets. Destination Campbell River supported provincial trade and media visits as follows in 2017:

● Inbound hosting support in partnership with Tourism Vancouver Island:

○ 7-person Australian Travel Trade Product FAM Oct 13 ○ Canada’s West Post-FAM Nov 12

● Hosted 3 national and international media visits ○ Sharon Lindores - Postmedia Network - Aug 27-31st ○ Christine Retschlag - Freelancer for Senior Traveller Australia

- Aug 30 - Sept 2 ○ Matt Thompson - JohnnyJet.com Sept 29-Oct 2

● Outreach (paid influencers) @vancitywild and @stasher_bc Influencer FAMs July 21-24;

● Vetting external opportunities (e.g Dimestore Fisherman).

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APPENDIX 2.2

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4. Fiscal prudence and accountability All designated recipients must be accountable, transparent, and make fiscally prudent investments in community tourism marketing.


Effective Financial Management

The designated recipient must provide a completed Financial Report (refer to Appendix 2.1) that shows how MRDT funds were spent consistent with the designated recipient’s Five-Year Strategic Business Plan and certify that all of the revenue was used solely for purposes as approved in their One-Year Tactical Plan.

Streamlined Administrative Costs

The designated recipient must identify and include all administrative costs as outlined in Appendix 2.1 and in accordance to the definition provided in the MRDT Program Requirements (Section 4: Eligible Use of Funds). Language from original RFP and comment about a 25/75% split. Actual breakdown looking ahead to 2018 is:

TOTAL MARKETING WAGES/BURDEN/OVERHEAD: $177,500 = 24% TOTAL DESTINATION DEVELOPMENT EXPENSE: $125,500 = 17% TOTAL DESTINATION MARKETING EXPENSE: $287,000 = 39% TOTAL VISITOR SERVICES EXPENSE: $141,500 = 19% TOTAL BUDGET: $731,500 100%

Leveraging of Other Marketing Funds

MRDT - generated $153, 816 over estimate of $250,000 in initial collection year Local government contribution - $250,000 - City maintained prior (Non-MRDT) commitment sources of tourism & economic development funding. $36,642 was spent on promotional and Visitor Services activities prior to the DMO contract being transferred to Destination Think! in May 2017. Stakeholder contributions - $0 - Maintained visitor services, website listings, continued all existing 2016 membership benefits during the transition in 2017, while building new stakeholder value added program tiers. Co-op funds received (e.g. DMO-led projects) $0 - No partnership program applications submitted prior to Nov 30 2016 deadline due to timing of DMO transition. Campbell River did participate in sectoral applications supported by DBC CoOp Marketing Funds, identified as Marketing Partnerships in the Financial Report Grants – Federal Summer Student grant $0 - City of Campbell River was approved, but grant was non-transferable once responsibility of VC was transferred to Destination Think

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APPENDIX 2.2

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Grants – Provincial $36,500: $30,000 Visitor Services grant, $6,500 Innovation Funding

Net Retail Sales $6,472.53

By signing this form, you certify the accuracy and completeness of the information provided above.

Designated Recipient’s Authorized Signing Authority Name

Designated Recipient’s Authorized Signing Authority Title

Date Designated Recipient’s Authorized Signing Authority Signature

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Municipal and Regional District Tax Program Requirements – Fall 2015 APPENDIX 2.1

A2.1-1 | Page

Appendix 2.1 Financial Report Under the Provincial Sales Tax Act, all designated recipients, including designated recipients not subject to the renewal application requirement, must report back to the Province annually in the form of a Financial Report by April 30th of each year. The Financial Report must show how all of the money received from the tax was spent and certify that all of the money received from the tax was used solely for approved purposes. The Financial Report must show that spending of money received from the tax was consistent with the Five-Year Strategic Business Plan. The Financial Report must also show the amounts, sources, and uses of all other tourism revenues.

Designated Recipient: City of Campbell River_____________________ Designated Accommodation Area: Campbell River, BC________________________ Date Prepared: March 15, 2018___________________________ MRDT Repeal Date (if applicable): March 31, 2022___________________________ Total MRDT Funds Received: $403,816________________________________ Year Ending: Dec 31, 2017_____________________________

Section 1: Actual Spending by Market Add more rows as needed.

Geographic Market MRDT $ by Market

Other $ by Market

Total (gross) $ by Market

% of Total $ by Market

BC $403,816 95870 521,412 96%

Alberta 21,726 21,726 4%

Ontario

Other Canada

Washington

California

Other USA

China

UK

Germany

Australia

Japan

Other International (Please specify)

Total

$403,816 $117,596 543, 138 100%

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A2.1-2 | Page

Section 1: MRDT Budget Variance Report

Designated recipients must complete the table as provided below.

Revenues Current Year

Budget $ Actual $ Variance

Carry forward from previous calendar year 0

MRDT 250,000 403,816 153,816

Local government contribution 250,000 250,000 0

Stakeholder contributions 0 0

Co-op funds received (e.g. CTO; DMO-led projects) 100,000 0 (100,000)

Other local stakeholder contributions 0 0

Grants - Federal 0 0

Grants - Provincial 0 36,500 36,500

Grants/Fee for Service - Municipal 0 0

Retail Sales 0 0

Interest 0

Other 0

Total Revenues 600,000 690,316 90,316

Expenses Budget $ Actual $ Variance

Marketing

Marketing staff – wage and benefits 198,000 138,449 (59,551)

Media advertising and production 67,000 65,820 (1,180)

Marketing Partnerships (non DMO-led CoOps) 75,000 27,025 -47,975

Website - hosting, development, maintenance 10,000 30,940 20,940

Social media 30,000 50,000 20,000

Consumer shows and events 0 0 0

Collateral production and distribution 20,000 59,882 39,882

Travel media relations 40,000 15,000 -25,000

Travel trade 0 1,000 1,000

Other – Brand Creation 40,000 41,000 1,000

Other – Asset Acquisition 20,000 15,000 -5,000

Subtotal 500,000 444,116 -55,884

Destination & Product Experience Management

Destination and product experience management staff – wage and benefits

Industry development and training 25,000 2,528 -22,472

Research and evaluation 30,000 0 -30,000

Other – Festival & Event Support 25,000 7,500 -17,500

Subtotal 80,000 10,028 -69,972

Visitor Services

Visitor Services activities 15,000 38,931 23,931

Visitor Services Wages & Burden 0 50,063 50,063

Subtotal 15,000 88,994 73,994

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A2.1-3 | Page

Expenses Budget $ Actual $ Variance

Administration

Management and staff unrelated to program implementation - wages and benefits

Finance staff – wages and benefits

Human Resources staff – wages and benefits

Board of Directors costs

Information technology costs – workstation related costs (i.e. computers, telephone, support, networks)

5,000 -5,000

Office lease/rent

General office expenses

Subtotal 5,000 0 -5,000

Other

Prepaid 2018 Expenses from 2017 Proposals 0 55,701

Other activities not included above (please describe)

Subtotal 0 55,701

Total Expenses 600,000 598,839 1,161

Balance or Carry Forward 0 91,477 By signing this form, you certify that the above information is an accurate representation of the actual tourism related expenditures for the jurisdiction defined under the terms of the Municipal and Regional District Tax.

Designated Recipient’s Authorized Signing Authority Name

Designated Recipient’s Authorized Signing Authority Title

Date Designated Recipient’s Authorized Signing Authority Signature

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mar 23-18 tourism advisory committee - campbell river

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