DESTINATION DEVELOPMENT STRATEGY - OKANAGAN VALLEY - Destination BC
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OKANAGAN VALLEY DESTINATION DEVELOPMENT STRATEGY
FINTRY
Photo: Andrew Strain
DESTINATION BC
Seppe Mommaerts
MANAGER, DESTINATION DEVELOPMENT
Jonathan Heerema
SENIOR PROJECT ADVISOR,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
THOMPSON OKANAGAN
TOURISM ASSOCIATION
Ellen Walker-Matthews
VICE PRESIDENT,
DESTINATION & INDUSTRY
DEVELOPMENT
250 860 5999 ext. 215
industry@totabc.com
MINISTRY OF TOURISM,
ARTS, AND CULTURE
Amber Mattock
DIRECTOR,
LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
INDIGENOUS TOURISM
ASSOCIATION OF BC
Greg Hopf
INDIGENOUS TOURISM SPECIALIST
250 860 5999 EXT. 208
indigenous@totabc.com
OKANAGAN VALLEY | 2
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY.........................................................................1 Tourism Strategy
II. ACRONYMS............................................................................................6 6. A DISTINCTIVE DIRECTION...........................................................30
a. Vision
1. FOREWORD AND ACKNOWLEDGEMENTS..............................7
b. Goals
2. INTRODUCING THE STRATEGY......................................................9 c. Guiding Principles for Destination Development
a. Program Vision and Goals d. Motivating Experiences
b. Purpose of Strategy e. Development Themes
c. A Focus on the Supply and Experience f. Interaction of Development Themes and Motivating Experiences
d. Methodology
7. STRATEGIC PRIORITIES................................................................... 36
e. Project Outputs
a. Objectives and Actions
3. ALIGNMENT.......................................................................................... 14
8. IMPLEMENTATION FRAMEWORK.............................................. 58
4. SUCCESS NETWORK........................................................................ 16 a. Catalyst Projects
b. Provincial and Regional Priorities
5. A DISTINCTIVE DESTINATION....................................................... 19
c. Funding Programs
a. Description of the Population Base, Communities included,
and First Nations 9. MEASURING AND MONITORING SUCCESS......................... 63
b. Description of Economy Base — Historical and Current
c. Overview of Tourism Performance APPENDIX................................................................................................. 64
d. Key Visitor Markets Appendix 1: Planning Considerations
e. Overview of Tourism Assets, Infrastructure, and Unique Appendix 2: Alignment Details — plans reviewed
Selling Propositions
f. Summary of Key Strengths, Challenges, and Opportunities
g. Development Context — the Thompson Okanagan Regional
FRONT COVER PHOTO: KETTLE VALLEY RAILWAY, Kari Medig
(C) 2017 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical,
without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia.
Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super,
Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging
to Destination BC Corp.
EXECUTIVE
SUMMARY
I. EXECUTIVE SUMMARY
The Okanagan Valley Destination Development
Strategy has been developed to enhance the
competitiveness of the planning area over the
next 10 years and beyond.
This strategy is part of Destination BC’s • Foster joint action and inter-
Destination Development Program. community dialogue
The Program is a critical part of The strategy is intended to serve as a
Destination BC’s corporate strategy guide for tourism partners as they
and facilitates the collaboration of proceed with implementation and should
local, regional, and provincial agencies, be tracked on a regular basis. While
First Nations, destination marketing tourism has two primary revenue drivers
organizations (DMOs), tourism operators, — supply and demand, destination
and other community interests to guide development focuses on the supply side
the long-term growth of tourism in the and what is required to create a compelling
Okanagan Valley. visitor experience to attract new visitors
In addition to supporting the underlying and entice repeat visitation. This
goals of the provincial program, the document is one of seven strategies
purpose of the strategy is to: prepared for the Thompson Okanagan
tourism region and one of 20 for the
• Provide strategic direction for province. It was developed based on
the planning area and guidance for extensive, collaborative effort during an
local and regional strategies nineteen-month process that culminated
• Enhance the Okanagan Valley’s in the creation of a situation analysis
ability to leverage their resources report and document.
and programs
OKANAGAN VALLEY | 1
The Okanagan Valley planning area Westbank First Nations, Penticton
encompasses the Regional District Indian Band, and the Osoyoos Indian
of Central Okanagan (RDCO), Band — all part of the Okanagan
electoral areas A (Osoyoos Rural), Nation Alliance.
C (Oliver Rural), D (Kaleden/OK Falls),
E (Naramata), and F (Okanagan Lake The Okanagan Valley planning area
A semi-arid valley and West/West Bench) of the Okanagan includes most of the Okanagan Valley,
plateau region offering a Similkameen Regional District, and part Skaha Lake, and the Okanagan River.
The region is known for its sunny
distinctive diversity of of electoral area E (West Boundary) of
climate, dry landscapes, and lakeshore
the Regional District of Kootenay
lakes, orchards and Boundary. Municipalities include Lake communities and associated lifestyle.
vineyards, pine forests, Country, Kelowna, West Kelowna, Agriculture is a central theme of
economic and cultural life — the
and mountain Peachland, Summerland, Penticton,
Okanagan has the highest concentrations
Oliver, Keremeos, and Osoyoos. First
backcountry — bursting Nations include Okanagan Indian Band, of orchards, vineyards, and wineries
with a cornucopia of in BC and Canada.
flavours and providing a
backdrop for year-round A. THE DIRECTION
active
fun and challenge. The vision for the planning area is based on
A destination offering
the 10-year aspirations for the Okanagan
relaxed urban energy
fused with the inter-play Valley expressed by tourism partners during
of traditional and living the consultation process.
Okanagan Nation
culture, and the heritage In identifying development priorities for This vision is also aligned with the
the Okanagan Valley planning area, existing community plans and related
and stories of more consideration was given to building on strategy frameworks. It also highlights
recent times. the Embracing Our Potential strategic underlying elements that differentiate
framework. Embracing Our Potential is the area. These form the basis of the
the Thompson Okanagan’s ten-year strategy’s motivating experiences.
regional tourism strategy.
With this vision in place, the development focus is on four themes:
• managing and sustaining the • industry readiness
natural environment • visitor experience
• transportation, connectivity,
and supporting infrastructure
OKANAGAN VALLEY | 2
B. THE OBJECTIVES
In total, 40 objectives have been identified for the Okanagan Valley
as a tourism destination for the next 10 years. These are outlined by
development theme.
ACTIONS
THEME 1: Planning and sustaining the natural environment
IMPROVING APPROACHES TO PLANNING AND COLLABORATION
Create a mechanism to implement the Destination Development Strategy and monitor its implementation, including following
1.
up on any related initiatives.
Provide tourism operators and communities with a more accessible resource that outlines acceptable tourism uses on Crown land
2.
and the Agricultural Land Reserve.
Encourage local government to include tourism policies and management direction in their Official Community Plans and to align
3.
bylaws with neighbouring municipalities.
Design a tourism disaster and emergency program that helps communities and industry prepare for, educate, measure, mitigate, and
4.
adjust to major natural environmental events.
STRENGTHENING MECHANISMS THAT WILL FOSTER SUSTAINABILITY
5. Provide guidance for managing and mitigating tourism carrying capacity issues.
6. Develop a greater sense of place in terms of the Okanagan Valley’s special relationship with water.
7. Provide research and support for the proposed South Okanagan Grassland National Park Reserve.
Foster sustainability practices that improve the capacity and competitiveness of the tourism industry while leveraging TOTA’s
8.
Biosphere destination accreditation.
9. Utilize big data in the management of tourism within the planning area and the Thompson Okanagan tourism region.
OKANAGAN VALLEY | 3
ACTIONS
THEME 1: Planning and sustaining the natural environment
DEVELOPING AND MANAGING SUSTAINABLE TRAIL SYSTEMS
10. Develop a world class identity for the Okanagan Valley as a trails destination.
11. Develop a vision and strategy forum for an integrated trails network in the Okanagan Valley.
12. Support the development of non-motorized designations on the Kettle Valley Railway.
13. Encourage greater Indigenous involvement in trail experiences.
14. Promote motorized trail services and guided experiences, building on the Bear Creek Recreation Site infrastructure.
Work with RSTBC and local government to develop a framework for building, operating, and maintaining the trail network
15.
in the Okanagan Valley.
16. Improve the consistency and clarity of trail signage.
17. Encourage more visitor use of trails that have fewer carrying capacity issues to relieve pressure on high use areas.
18. Develop better trail use metrics and tracking programs.
THEME 2: Transportation, connectivity, and supporting infrastructure
IMPROVING GROUND TRANSPORTATION WITHIN THE OKANAGAN VALLEY
19. Promote inter-regional transportation and transit shuttle service between communities and airports.
20. Promote private sector transportation opportunities in the Okanagan Valley.
21. Provide research on the future electrification of transportation modes and the implications for tourism.
EXPANDING AIR TRANSPORTATION TO THE OKANAGAN VALLEY
22. Develop a business case for coordinating more air connections to the Okanagan Valley.
IMPROVING TECHNOLOGICAL CONNECTIVITY
23. Create a Technology Task Force to promote the use of technology and innovation for tourism product and destination development
24. Work with the telecommunications sector to improve broadband services throughout the Okanagan Valley.
IMPROVING AVAILABILITY OF SKILLED LABOUR TO MEET THE PREDICTED HUMAN RESOURCES NEEDS AND THE EXPECTATIONS OF THE VISITOR
25. Support local government housing initiatives that address worker housing.
26. Improve labour market efficiencies and propose solutions to predicted future worker shortages in the tourism industry.
OKANAGAN VALLEY | 4
ACTIONS
THEME 3: Industry readiness
27. Improve access to foreign workers by the tourism industry.
28. Support expansion of training programs and tourism career strategies for Indigenous Peoples.
29. Formulate legacy services to enhance the Remarkable Experiences program.
PROMOTING THE VALUE OF TOURISM
30. Develop a model that communities and stakeholders can use to promote the Value of Tourism.
MEASURING PERFORMANCE
31. Develop a performance measurement framework to evaluate the Destination Development Strategy and help communities track progress.
THEME 4: The Visitor Experience
DEVELOPING NICHE SECTORS
32. Grow the agritourism industry in the Okanagan Valley.
33. Expand culinary experiences.
34. Undertake research on diversification of wine tourism.
35. Utilize the cultural and/or heritage assets of the Okanagan Valley to differentiate the visitor experience.
36. Work with First Nations to increase the availability and competitiveness of Indigenous experiences.
37. Encourage Indigenous tourism organizations to increase program delivery in the Okanagan Valley.
38. Work with First Nations to develop map sets to enrich the visitor experience.
ENHANCING RURAL TOWNS SENSE OF PLACE
39. Increase the touring appeal of the rural town experience, focusing on activities that have high appeal for target EQ segments.
USING TECHNOLOGY TO ADD VALUE TO THE VISITOR EXPERIENCE
40. Examine the feasibility of a smartphone app to enhance local travel experiences.
OKANAGAN VALLEY | 5
II. ACRONYMS
AEST Ministry of Advanced GO2HR The British OVEDS Okanagan Valley
Education, Skills & Training Columbia Human Resource Economic Development
Organization for Tourism Society
AGRI Ministry
of Agriculture JTTMinistry of Jobs, Trade RDMO Regional Destination
& Technology Marketing/Management
ALCAgricultural Land
Organization
Commission INAC Crown-Indigenous
Relations and Northern RSTBC Recreation Sites and
ALR Agricultural Land
Affairs Canada Trails British Columbia
Reserve
— within FLNR
ITAC Indigenous Tourism
CRTC Canadian Radio-
Association of Canada TAC Ministry of Tourism,
Television and
Arts and Culture
Telecommunications ITBC Indigenous Tourism
Commission Association of British TIABC Tourism Industry
Columbia Association of British
DMO Destination
Columbia
Marketing Organization IRR Ministry of Indigenous
Relations and TOTA Thompson Okanagan
DBC Destination British
Reconciliation Tourism Association
Columbia
KVR Kettle Valley Railway TRAN Ministry of
DC Destination Canada
Transportation and
LBR Ministry of Labour
DDS Destination Infrastructure
Development Strategy MRDT Municipal Regional
UBCM Union of British
District Tax (commonly
EDO Economic Columbia Municipalities
referred to as the
Development Officer
Hotel Tax) UBCO University of British
ENV Ministry of Columbia Okanagan
NPR National Park Reserve
Environment & Climate
WD Western Diversification
Change Strategy OCP Official Community
Plan WTA Wilderness Tourism
EQ Explorer Quotient
Association
ORV Off-road Vehicle
FLNR Ministry of Forests,
YLW Kelowna International
Lands, Natural Resource
Airport
Operations and Rural
Development
OKANAGAN VALLEY | 6
MYRA CANYON
Photo: Kari Medig
1
FOREWORD AND
ACKNOWLEDGEMENTS
FOREWORD This Destination Development Strategy is
the final report resulting from an nineteen-
month, iterative process of gathering,
synthesizing, and validating information with
stakeholders about the current and future
direction of tourism in the Okanagan Valley
planning area.
As one of 20 destination development the tapestry of long-term regional and
strategies that will be produced between provincial strategies that support the
2016 and 2019, the Okanagan Valley development of British Columbia as a
planning area strategy will contribute to world-class tourism destination.
OKANAGAN VALLEY | 7ACKNOWLEDGEMENTS Destination British Columbia, the • Jonathan Rouse, Okanagan College
Thompson Okanagan Tourism Association • Sally Pierce, Inn-Trust Hospitality
(TOTA), and the project facilitation
team thank the stakeholders who • Scott Boswell, Okanagan
contributed throughout the process by: Collaborative Conservation Project
• attending the community meetings • Mike Hill, Hoodoo Adventures
• participating in surveys, stakeholder • Hannah McKinley, Let’s Go
interviews, and follow-up Transportation
conversations • Corinne Jackson, Okanagan Water
• forwarding relevant documents that Basin Board
provided the background information • Erik Lachmuth, Ministry of
for the situation analysis Transportation and Infrastructure
We give thanks and acknowledge the • Ingrid Jarrett, Watermark Hotel,
Syilx people and the Okanagan Nation BC Hotel Association
on whose traditional territories we • Thom Tischik, Travel Penticton
gathered for meetings in Kelowna and
Summerland. • Lisanne Ballantyne, Tourism Kelowna
• Krystal Lezard, Westbank
Special thanks are offered to members First Nation
of the working group:
• Daniel Scott, Recreation Sites and
• Larry Olsen, Regional Economic Trails BC
Operations, FLNR
Special thanks are offered to the
• Doreen Olsen, CPAWS, National facilitator of the Okanagan Valley
Park Network destination development process:
• Kelley Glazer, Destination Osoyoos • Jennifer Houiellebecq, Tourism
• Ian McLellan, Recreation Sites and Planning Group
Trails BC
The participation of our partners throughout the process was invaluable, but it is important to note that no
endorsement of this strategy or any action listed within was obtained.
OKANAGAN VALLEY | 82
INTRODUCING
THE STRATEGY
DIAMONDBACK, NEAR PENTICTON
Photo: Kari Medig
The Okanagan Valley Destination Development
Strategy was developed to enhance the
competitiveness of the planning area over
the next 10 years and beyond. This strategy
was developed as part of Destination BC’s
Destination Development Program.
The Program is a critical part of The provincial vision is supported by
Destination BC’s corporate strategy three goals:
and facilitates the collaboration of local, • Make BC the most highly
regional, and provincial agencies, First recommended destination in North
Nations, destination marketing America.
organizations (DMOs), tourism
operators, and other community • Create strategic 10-year strategies
interests to guide the long-term growth for tourism development and improve
of tourism in the Okanagan Valley. return-on-investment for
government and private sector
A. PROGRAM The provincial vision for the Destination investments in tourism assets.
Development Program is:
VISION • Elevate BC’s ability to compete as a
BC is a world-class tourism destination premium destination while making
AND GOALS that offers remarkable products and the province more attractive for
experiences that are authentic, driven investment.
by visitor demand, exceed expectations,
and align with BC’s brand.
OKANAGAN VALLEY | 9NARAMATA COMMUNITY MARKET
Photo: Kari Medig
Destination development brings
together strategy, policy, and capacity
building efforts to:
• Ensure that a destination is well
positioned to make future strategic
decisions.
• Address impediments to growth
and capitalize on opportunities.
• Outline key assets of a destination
including the main product themes/
experiences available.
• Outline key priorities for new
product, infrastructure, and
amenity development.
• Identify impediments to development
and tourism growth (e.g., potential
policy or capacity issues, available
funding, access to funding, etc.).
B. PURPOSE
OF STRATEGY
This strategy supports the goals of the
provincial Destination Development
Program but also:
• Provides strategic direction for the
region and guidance for local and
regional strategies.
• Enhances the Okanagan Valley’s ability
to leverage their resources and
programs.
• Fosters joint action and inter-
community dialogue.
This strategy serves as a guide for
tourism partners as they proceed with
implementation. This document should
be reviewed and updated as necessary
to reflect changing tourism objectives,
priorities, and market conditions. In
addition, results should be tracked
regularly so that future implementation
activities become more effective in
increasing economic, social, and cultural
benefits for the entire Okanagan
Valley planning area.
OKANAGAN VALLEY | 10FIGURE 1: C. A FOCUS ON THE SUPPLY AND EXPERIENCE
Tourism Revenue Destination development is the mechanism
Drivers
whereby the natural life cycle of tourism
(e.g., development, stagnation, decline, and
DEMAND
rejuvenation) is managed to ensure a
destination evolves to remain desirable for
MOTIVATING the consumer and competitive in its target
INTEREST /
PREFERENCE markets. Destination development happens
when industry and government plan and
work together to enhance the quality of the
+ visitor’s experience by ensuring tourism
products, services, amenities, and practices
SUPPLY meet and exceed visitor expectations over
CREATING
the long term.
A COMPELLING
Tourism has two primary revenue There are multiple dimensions to supply
VISITOR drivers — supply and demand. Creative that are considered in destination
EXPERIENCE marketing efforts strive to generate development planning to enhance the
short-term demand for a destination visitor experience:
and create immediate urgency for people
=
• The setting in which our experiences
to want to visit. Destination development take place and how to access them.
focuses on the supply side of tourism by
creating a compelling visitor experience • Policies that establish and maintain
to attract new visitors and entice repeat opportunities and growth barriers.
RESULT visitation. Sharing of experiences via • The investment enhancement
social networks (e.g., Facebook, framework.
Instagram, Twitter) and third-party • Products and experiences matched
INCREASED platforms allow the traveller to review to consumer interests, including
ECONOMIC their experience (e.g., TripAdvisor, infrastructure and amenities (which
SOCIAL Google) in real time. are often public in nature and used by
+ CULTURAL residents as well as visitors).
BENEFITS • Visitor servicing programs that meet
and exceed guest expectations.
• Capabilities, skills, and training our
industry needs so that we all can
excel at what we do.
OKANAGAN VALLEY | 11D. METHODOLOGY
This strategy is the final product of an nineteen-month planning
process that also included a situation analysis report.
The destination development planning approach was respected. The discussions built upon the consultations for the
iterative and provided various opportunities for stakeholder 2012–2022 Thompson Okanagan Regional Tourism Strategy.
input and validation (Figure 3). The process followed a semi- A volunteer Working Group contributed their expertise. Their
structured strategic approach, created by Destination BC, input helped develop the goals and supporting objectives and
that ensured the considerations of this planning area are plans contained in this strategy.
assessed and
FIGURE 2:
Five Dimensions of Supply —
the Visitor Experience
1
SETTING,
ACCESS
+ POLICIES
VISITOR EXPERIENCE
2 INVESTMENT
ENHANCEMENT
3
EXPERIENCE
+ PRODUCT
DEVELOPMENT
4 VISITOR
SERVICING
5 CAPABILITIES,
SKILLS +
TRAINING
OKANAGAN VALLEY | 12FIGURE 3: ACTIVITY DATES
Key Project Project staging and document review December 2016
Timelines
Community consultation workshop in Enderby December 2016
Destination audit Spring 2017
Working Group meeting May 2017
Draft Situation Analysis July 2017
Priority setting and review of preliminary findings with the Working
May 2017
Group — workshop
Draft Destination Development Strategy — preliminary August 2017
Revised draft following government review February 2018
Working Group conference call February 2018
Finalized Destination Development Strategy July 2018
E. PROJECT OUTPUTS
Three key outputs from this project are: 2. A Situation Analysis report that
1. An asset inventory of accommodations, provides foundational research related
tourism businesses and attractions, to the Okanagan Valley, access and
tourism organizations, food and infrastructure, key tourism assets, key
beverage establishments, parks and markets, a destination assessment, and
recreation sites, sports and arts priority planning area considerations
facilities, meeting facilities, used to inform the strategy.
transportation, and visitor services. 3. This Destination Development
Strategy.
OKANAGAN VALLEY | 13MOUNT CONKLE
Photo: Kari Medig
3
ALIGNMENT
The destination development strategy for
the Okanagan Valley planning area is one of
seven that will be prepared for the Thompson
Okanagan tourism region and one of 20 for
the province (Figure 4).
FIGURE 4:
Twenty Destination
Development FORT
NELSON
Planning Areas
FORT
STEWART ST. JOHN
DAWSON
Northeastern BC CREEK
Gold Rush Trail
SMITHERS
Northwestern BC
PRINCE TERRACE TUMBLER
RUPERT RIDGE
North Thompson & Nicola Valleys
KITIMAT
Haida Gwaii PRINCE
GEORGE West Kootenays & Revelstoke
QUESNEL
Chilcotin Central Coast BELLA COOLA
VALEMOUNT
WILLIAMS LAKE Highway 1 Corridor
Sea-to-Sky Corridor
Columbia Valley
Sunshine Coast
GOLDEN
PORT SALMON
HARDY REVELSTOKE
ARM
North Island CAMPBELL WHISTLER
KAMLOOPS
POWELL VERNON
RIVER
RIVER
South Central Island COMOX
SECHELT KELOWNA
NELSON KIMBERLEY
VANCOUVER PENTICTON
TOFINO HOPE CRANBROOK
NANAIMO RICHMOND
Greater Victoria UCLUELET OSOYOOS
Highway 3 Corridor
Metro Vancouver VICTORIA
Shuswap North Okanagan
Fraser Valley Okanagan Valley
Interlakes
OKANAGAN VALLEY | 14The other planning areas within the Thompson Okanagan the Provincial Destination Development Strategy. For the
region are the Shuswap-North Okanagan and the North Thompson Okanagan tourism region, the process also allows
Thompson & Nicola Valleys. Four planning areas span for a refresh of its 2012–22 regional tourism strategy.
multiple tourism regions and are partially in the Thompson
Okanagan tourism region: Highway 1 Corridor, Highway 3 It is important to recognize that visitors do not make travel
Corridor, Gold Rush Trail, and Interlakes. Over the course of decisions based on artificial boundaries created by governments
Destination BC’s Destination Development Planning and organizations. As a result, planning areas span multiple
Program, each of the province’s six tourism regions will jurisdictions thus reinforcing the importance of an integrated
integrate their planning area strategies into their respective approach with a shared vision and prioritized investments.
Regional Destination Development Strategies which, in turn,
will be used to inform
FIGURE 4:
Levels of Destination
Development Planning
Okanagan Valley
Destination Development
Strategy Shuswap-North Okanagan
North Thompson & Nicola Valleys
Destination Development Destination Development
Strategy Strategy
Highway 3 Corridor Highway 1 Corridor
Destination Development Destination Development
Strategy Strategy
THOMPSON
OKANAGAN
Gold Rush Trail Interlakes Destination
Destination Development
DESTINATION Development Strategy
Strategy DEVELOPMENT
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
OKANAGAN VALLEY | 15BLAKE JORGENSON
Photo: Grant Harder
4
SUCCESS NETWORK
Success networks represent the clusters of
businesses and organizations (private sector,
government, and not-for-profit) who are
encouraged to collaborate and work in harmony
to bring the opportunity to fruition. Successful
destination development implementation
recognizes that we all have a role to play.
The recommendations contained within It is important to note that the
this Destination Development Strategy development opportunities are not
form the foundation for additional, mutually exclusive.
focused, and aligned discussions regarding
implementation locally, regionally, and THE STAKEHOLDERS
provincially. Organizations identified
DEMONSTRATED A
within each tactical success network will
be able to review, locally, regionally, and DESIRE TO WORK
provincially, the potential for growing TOGETHER THROUGHOUT
tourism, by leading, or supporting
implementation, and action. It does not THE COMMUNITY
imply the organizations have committed CONSULTATIONS. THE
or endorsed the tactic. This strategy is
COMPLEXITY OF THE
intended to inform conversations that
may lead to future investments and TOURISM OPPORTUNITY
actions, or that will contribute to growing IS UNDERSTOOD WITHIN
this planning area’s and British Columbia’s
visitor economy. THE PLANNING AREA.
OKANAGAN VALLEY | 16Tourism partners have already articulated their desire to work The following partners have been identified collectively through
cooperatively on destination development initiatives. It is the strategy development process as likely playing a role in
believed that only by working collaboratively that the true moving a potential objective or action forward:
potential of the planning area can be realized.
FIGURE 5: Key Organizations Informing, Enabling, and Influencing the
Okanagan Valley
FEDERAL FIRST NATIONS PROVINCIAL REGIONAL LOCAL
• Destination • Syilx/Okanagan • Destination BC • Thompson • Municipalities
Canada Nation • Indigenous Okanagan of Lake Country,
• Indigenous • Okanagan Tourism BC Tourism Kelowna,
Tourism Indian Band Association West Kelowna,
• Ministries/ Peachland,
Association • Westbank Agencies • Regional districts
of Canada of Central Summerland,
First Nation Penticton,
-
Tourism, Arts Okanagan,
• Western • Penticton Oliver, Keremeos,
Economic and Culture Okanagan-
Indian Band Similkameen and Osoyoos
Diversification -Indigenous
• Osoyoos Relations and and Kootenay • Chambers of
• Parks Canada Indian Band Boundary Commerce
Reconciliation
• Environment • Okanagan Valley • Tourism Kelowna,
Canada, -Transportation
and Ec. Dev. Society Tourism Big
Canadian White, Tourism
Wildlife Service Infrastructure • Community
Futures of Summerland,
• Canadian -Forests, Lands, Travel Penticton,
Natural Central
Heritage Okanagan, Destination
Resource Osoyoos
• Public Works Operations Okanagan-
and Government and Rural Similkameen • Central
Services Canada Development, • Okanagan Okanagan Ec.
incl. Recreation College Dev. Commission;
Sites and municipal ec. dev.
• South Okanagan departments in
Trails BC Trail Alliance Kelowna, Lake
-Environment • Okanagan Country, West
and Climate Similkameen Kelowna,
Change Parks Society Penticton
Strategy, incl.
BC Parks • Okanagan Rail
Trail Initiatives
-A griculture
• Myra Canyon
Trestle
Restoration
Society
OKANAGAN VALLEY | 17MYRA CANYON
Photo: Grant Harder
This strategy is intended to inform
actions for the future, which over time
may be embedded in the local, regional,
and provincial decision making. The
result will be an integrated system of
priorities that will achieve better
development decisions, drive greater
tourism revenues, and realize benefits
for businesses and communities within
the planning area. All this will contribute
to a thriving, vibrant, and growing
economy.
Joint strategy ownership among all
planning area tourism partners is a
critical component of this program’s
success. The planning process identifies
a suggested success network of tourism
partners to champion and move actions
within each objective forward.
However, during implementation, leads
and involved parties would need to be
verified. In many instances, executing on
an initiative may require sharing
responsibilities and entities listed will be
responsible to lead their own areas.
The regional representatives at the
Thompson Okanagan Tourism
Association have an important role to
play as regional destination
development champions. As this
planning process is not intended to
duplicate ongoing efforts or create new
organizational or administrative
structures, the implementation of this
strategy should first be executed through
existing organizations, where possible.
OKANAGAN VALLEY | 185
A DISTINCTIVE
DESTINATION
GOD'S MOUNTAIN ESTATE
Photo: Andrew Strain
OVERVIEW OF The Okanagan Valley planning area
THE OKANAGAN encompasses the Regional District of
VALLEY Central Okanagan (RDCO), electoral areas
A (Osoyoos Rural), C (Oliver Rural), D
(Kaleden/OK Falls), E (Naramata), and F
(Okanagan Lake West/West Bench) of the
Okanagan Similkameen Regional District,
and part of electoral area E (West Boundary)
of the Regional District of Kootenay Boundary.
Municipalities include Lake Country, Kelowna,
West Kelowna, Peachland, Summerland,
Penticton, Oliver, Keremeos, and Osoyoos.
The Okanagan Valley planning area The planning area corresponds with one
includes most of the Okanagan Valley, of the five sub-regions identified in the
Skaha Lake, and the Okanagan River. 2011 planning process for the 10-year
The area is known for its dry and sunny Thompson Okanagan regional tourism
climate, landscapes, and lakeshore strategy and reflects elements of
communities and associated lifestyle. geographic commonality relating to the
Agriculture is a central theme of lakes and river systems, the upland
economic and cultural life — the terrain and trails, and the agricultural
Okanagan has the highest concentrations landscape.
of orchards, vineyards, and wineries in
BC and Canada.
OKANAGAN VALLEY | 19A. DESCRIPTION OF THE POPULATION BASE, COMMUNITIES
INCLUDED, AND FIRST NATIONS
The population of the planning area was 266,050 in 2016,
distributed among eight municipalities and unincorporated areas.
Population growth averaged 5.3% between 2011 and 2016, Okanagan-Similkameen showed population loss. There are
with most of this occurring in the Central Okanagan. Except four First Nations’ communities in the planning area, with an
for Summerland, the municipalities in the Regional District of estimated 2016 population of 4,531.
USA
OKANAGAN YK NW
VALLEY SK
Towns and Indigenous Communities
Highways
Upper BC
Lakes and Rivers Nicola AB
Band
Provincial Parks and Protected Areas 1
1. Fintry Protected Area Lake Country
2. Graystokes Park
2 USA
3. Trepanier Park
4. Okanagan Mountain Park 97
5. Myra-Bellevue Park
6. Granby Park
7. Brent Mountain Protected Area
8. White Lake Grasslands
Protected Area
9. Snowy Protected Area 3
West Kelowna Kelowna
10. South Okanagan Grasslands
Protected Area
97C Westbank
11. Gladstone Park First Nation
Peachland
Big White 6
4 5
DESTINATION
BRITISH COLUMBIA
TM
40 Summerland
0 10 20 33
Km
97
Penticton
Penticton
Indian Band
Beaverdell
7
11
3A
8
Oliver
Keremeos
Osoyoos
Indian Band
10
Lower Similkameen Osoyoos
Indian Band 3
9FIGURE 6: NAME AREA
TYPE 2017 % GROWTH
2011–17
Municipal and REGIONAL DISTRICT CENTRAL OKANAGAN RD 197,075 7.4
Regional District Kelowna CY 125,737 4.9
Population Lake Country DM 14,183 19.3
West Kelowna DM 34,930 10.3
Peachland DM 4,959 -4.9
Unincorporated Areas RDR 17,266 15.7
REGIONAL DISTRICT OKANAGAN-
SIMILKAMEEN (OKANAGAN PORTION) RD 68,975 -0.7
Oliver T 4,568 -5.4
Osoyoos T 4,800 -1.2
Penticton CY 33,016 -1.6
Summerland DM 11,375 1.3
Unincorporated Areas RDR 15,216 1.2
TOTAL 266,050 5.3
Source: BC Stats. 2016. British Columbia Regional District and Municipal Population Estimates.
Notes: RD = Regional District, RDR = Regional District Unincorporated Area,
CY = City, T = Town, DM = District Municipality VL = Village
FIGURE 7: FIRST NATION REGISTERED
POPULATION MEMBER OF:
First Nations Okanagan 2,027 Okanagan Nation Alliance
Westbank 887 Okanagan Nation Alliance
Penticton 1,074 Okanagan Nation Alliance
Osoyoos 543 Okanagan Nation Alliance
TOTAL 4,531
Source: Indigenous and North Affairs Canada. 2017. First Nation Profiles.
OKANAGAN VALLEY | 21BETWEEN PENTICTON AND NARAMATA
Photo: Kari Medig
B. DESCRIPTION OF ECONOMY BASE —
HISTORICAL AND CURRENT1
The Regional District of the Central Okanagan
has a diversified economy with healthcare,
education, construction, technology,
manufacturing, agriculture, and tourism being
key economic drivers along with the Kelowna
General Hospital and Kelowna International
Airport. The warm climate (boasting 2,000
hours of sunlight annually) makes this area
one of the more important agricultural centres
in the province.
The diversified Okanagan-Similkameen agriculture, and tourism businesses. The
economies of Penticton, Summerland, construction and manufacturing sectors
Okanagan Falls, Oliver, and Osoyoos are the most important and growing
benefit from their proximity to Penticton private sector segments. The area is a
Regional Airport, and access to a skilled recognized fruit and viticulture centre,
labour force. Healthcare is the largest with wineries offering excellent facilities
employer due to the location of the and products. Consistent four-season
Penticton Regional Hospital, local weather provides a home for international
hospitals and numerous retirement sporting events, training facilities, and
facilities. The economy boasts robust outdoor adventure options that draw
custom manufacturing, large construction large numbers of tourists, athletes, and
firms as well as numerous wineries, their families to the area.
1Extracts from Okanagan Valley Economic Development Society, 2015 Okanagan Valley Economic
Development Society — Okanagan Valley Economic Profile
OKANAGAN VALLEY | 22C. OVERVIEW OF TOURISM PERFORMANCE
Key tourism performance indicators for the
Okanagan Valley planning area are shown
below:
FIGURE 8: 2016
PERFORMANCE
% Over
2015
Highlights key Room Revenues2
indicators for the Kelowna $56,043,000 7.7
planning area Penticton $7,630,000 7.6
Osoyoos $7,158,000 16.8
Hotel Occupancy Rate (Average) BC 68.3% 3.3
Kelowna 64.2% 5.4
Penticton 55.4 4.3
Average Daily Room Rate BC $153 6.5
Kamloops $143 2.1
Penticton $134 5.5
Visitor Centre attendance 186,118 7.8
Provincial parks attendance (overnight and day use) 1,436,373 11.5
Source: Room Revenues by Municipal Jurisdictions, 2010-2017. BC Stats.; BC Visitor
Services Statistics Program. Destination BC.; Provincial Tourism Indicators: Year in Review
2015 & 2065. Destination BC; BC Parks 2015/16 Statistics Report. BC Parks.
2BC Stats provides room revenues only for MRDT communities.
In BC, the measurement of industry Penticton also performed well. Big
performance is largely based on room White has been excluded from MRDT
revenue, with this data being derived estimates due to data suppression.
from the returns of the Municipal and
Regional District Tax (MRDT). MRDT Visitor Centre visitation has increased
data for total room revenue for the in the planning area, which is almost
three communities was $149 million in identical to the Thompson Okanagan
2016, an increase of 9% over 2015. visitation growth of 7.8%, and overall
Particularly strong performance was BC visitation change of 0.6%.
seen in Osoyoos, but Kelowna and
OKANAGAN VALLEY | 23SUMMERLAND
Photo: Grant Harder
Parks represent a major destination over 2015. Growth has been
attraction for visitors. The provincial particularly robust in parks near the
park system in the planning area hosted Kelowna area, including Myra-Bellevue
more than 1.4 million overnight and and Bear Creek.
day-users in 2016, an 11.5% increase
D. KEY VISITOR MARKETS
TOTA has identified and profiled EQ
segments in line with Destination BC’s EQ
targets and priorities.
• In 2017, the BC market is 1,896,321 Experiencers (18%), Gentle
households and 4,817,160 population. Explorers (12%), Free Spirits (11%)
Top EQ types are Free Spirits (20%), and Cultural Explorers (11%).
Authentic Experiencers (14%), In 2012, Destination BC produced an
Rejuvenators (14%) and Cultural in-market study of the Thompson
Explorers (13%). The 25-64 age Okanagan tourism region conducted
group, consisting of young families among BC, Alberta, and Washington
and Baby Boomers, is dominant and residents. Half of the respondents who
growth is expected to be robust for at are familiar with the Thompson
least the next decade. BC residents Okanagan have a very favourable
will travel multiple times per year overall impression of the region.
providing ample opportunity to
entice them to the area. The research on trip motivation versus
• In 2017, the Alberta market is participation is noteworthy. Visitors to
1,613,309 households and 4,306,039 Thompson Okanagan destinations
population, with top EQ types being participated in a far greater range of
No Hassle Travellers (22%) Gentle activities while on their trip than they
Explorers (18%), Authentic were originally motivated by while
Experiencers (17%), Free Spirits (15% booking their vacations. Sightseeing,
of households), and Cultural visiting friends and relatives, visiting
Explorers (10%). Alberta markets wineries, and hiking were the most
have an appreciation of nature and common trip motivators. Those activities
seek out connections to the wild. with the largest gap in motivation versus
participation offer the greatest
• The Washington market consists of opportunities to differentiate from
2,865,392 households and the EQ competing destinations.
profiles are like BC and Alberta, with
leading segments being Authentic
OKANAGAN VALLEY | 24E. OVERVIEW OF TOURISM ASSETS, INFRASTRUCTURE, AND
UNIQUE SELLING PROPOSITIONS
The Okanagan Valley is a landscape of low hills, oblong lakes, and large
glacial deposits left by the last ice age. Sediments eroded by water and wind
resulted in large alluvial fans and deltas on which the major cities of Kelowna
and Penticton stand. The Okanagan Valley watershed drains south through
the Okanagan River into the Columbia River.
The dry, sunny climate and fertile landscapes have created a • A range of BC PARKS that provide camping and day-use
rich agricultural and recreation legacy, vibrant lakeshore facilities and base areas to engage in a wide range of water
communities, and a relaxing and fulfilling lifestyle. With an and land-based activities.
average of more than 2,100 hours of sunshine per year and • Extensive TRAILS, including the iconic Kettle Valley Railway,
very little precipitation, the area is an exceptional setting for the potential of a long-distance rail trail running from
nature-based activities and agritourism. Visitors participate in Sicamous to Osoyoos, and numerous, localized trail
many activities including golf, hiking, horseback riding, mountain systems.
biking, swimming, parasailing, water sports, winery tours, and
• LAKE FISHING opportunities.
more. Next to the Fraser Valley, the Okanagan Valley is the
most important agricultural region in British Columbia, with • BIG WHITE SKI RESORT, and additional resorts including Apex
the primary crop being fruit trees. The Okanagan is home to Ski Resort and Baldy Mountain Resort — together offer an
many award-winning wineries. In winter, some of the best extensive range of outdoor winter recreational activities,
downhill skiing in North America can be found at its three and a growing number of summer activities including the
major ski resorts. Skiing, snowboarding, Nordic skiing, ice introduction of downhill mountain biking at Big White.
fishing, and other winter activities are popular in the planning • RESORT MUNICIPALITIES Osoyoos is a resort municipality
area. under the Resort Municipality Initiative.
Key tourism features and assets include: • GOLF the Okanagan is a hotbed for golf, with 25 different
18-hole courses, many in picturesque settings suitable for
• LAKES AND BEACHES The major valley lakes of casual and dedicated golfers, and facilities such as
Okanagan, Skaha, and Osoyoos provide the backdrop Gallagher’s Canyon ranking among the top 50 courses in
for the Okanagan’s famed summer reputation. Numerous Canada (SCOREGolf).
parks and beaches dot Okanagan Lake, making boating • ROUTE 97 North America’s longest continuous north-
and swimming very popular activities, together with south highway, extending from California to the Yukon,
an array of water-based recreational activities and running through the Okanagan Valley.
commercial camping facilities.
• STRONG ARTS AND CULTURE SECTOR with a range of
• POCKET DESERT and distinctive ecosystems with shrub- themed museums, art galleries, the Kelowna Cultural District
steppe antelope-brush are one of the most endangered and an annual Lake Country Art Walk. Heritage-based
ecosystems in Canada. attractions such as the Kettle Valley Steam Railway, and a
• The FARMED LANDSCAPE set within the valleys and strong year-round events sector that includes major
against the backdrop of the mountains.
OKANAGAN VALLEY | 25BIG WHITE SKI RESORT
Photo: Andrew Strain
festivals such as the Okanagan Wine associated experiences, from wine
Festival, Okanagan Fest-of-Ale, trails and festivals to the annual
Penticton Elvis Festival, Meadowlark Canadian Culinary Championships.
Nature Festival, and the Summerland The food and drink sector is
Festival of Lights. underpinned by a strong agricultural
• Strong and growing INDIGENOUS sector with visitor access to
SECTOR that includes the Nk’Mip various farm, vineyard, and orchard
Desert Culture Centre, Spirit Ridge experiences.
Resort, Indigenous wineries, and food • The planning area features a variety
outlets. of sports teams, competitions and
• World-class strengths in food, wine, endurance events year-round,
and other craft drinks. The Okanagan attracting participants and spectators
Valley is the second largest wine region from all over the world.
in Canada with approximately 4,000 Further detail on the tourism features
hectares under cultivation and over and assets can be found in the Situation
150 wineries. A wide range of Analysis report.
F. SUMMARY OF KEY STRENGTHS,
CHALLENGES, AND OPPORTUNITIES
From a tourism destination perspective,
the Okanagan Valley planning area benefits
from a range of strengths. However, it is also
facing destination development challenges,
some of which have the potential to
impact the future growth and sustainability of
the tourism sector. In spring of 2017, a new
destination assessment tool was used
within the Okanagan Valley to assess the
competitiveness of the planning area.
The tool provided an opportunity to assess four broad areas of the Okanagan Valley:
1. DESTINATION READINESS looked at 2. TOURISM ASSETS AND
general attributes of the destination EXPERIENCES looked at the entire
and travel to, and within, the destination. range of tourism resources and assets,
and the delivery of experiences.
OKANAGAN VALLEY | 263. SUPPORT SERVICES AND The assessment indicated an overall
INFRASTRUCTURE looked at the score of 3.5 out of 5 for the area based
infrastructure that supports the industry, on a series of 130 statements. The
such as the accommodation sector. assessment of the sub-elements is
presented in Figure 10. These findings
4. ENABLING CONTEXT looked at the
complement the desk research and the
strategies, policies, and resources that
workshop discussions on strengths,
enable the industry to thrive sustainably.
challenges, and opportunities.
FIGURE 10: ASSESSMENT SUMMARY — SUB ELEMENTS
Destination Natural
Assets
Assessment Scores 4.0
Transportation
& Access
Sustainability
3.6 3.2
Funding
& Capital 3.1 3.5 Trails
Industry 3.6 Other Built
Development 3.0 Assets
Land Use 3.2 3.7 Cultural
& Heritage
Planning
3.4
3.4 Support
Policy Services
& Program 3.5
Support Marketing
& Visitor
Services
OKANAGAN VALLEY | 27To build on these strengths and address these challenges, the area’s tourism stakeholders have identified key opportunities that form
the foundation of the Okanagan Valley Destination Development Strategy. These key strengths, challenges, and opportunities are
summarized below in Figure 11.
FIGURE 11: Strengths, Challenges, and Opportunities
KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES
• Growing emphasis on expanding • Accommodation affordability • Regionally coordinated water
trails and developing related and availability management plan
experiences and services • Lack of integrated regional • Ongoing development of trails
• Natural assets/climate transportation and experiences
• Ease of access - new air routes, • Policy enforcement and • Sustainability policy building
new shuttle service relevance — trails, insurance, on the Biosphere Destination
• Growth of local flavours zoning, sharing economy certification
— investment into the wine and • Lake access • Regional transit and
culinary sectors • Water management transportation plan
• Growing involvement of • Signage and wayfinding • Active transportation
Indigenous communities • Building on Summerland's
• Sustainability of trails
• ITBC and go2HR regional staff affordability study
and trails coordinator at TOTA • Agricultural Land Reserve
policies relating to growth • Coordination of regional events
• Understanding of and of agritourism and YLW • Strengthening of Indigenous
commitment to building tourism and developing
experiences • Foreign workers policy/worker
retention issues protocols for sharing stories
• Growth in storytelling and important sites
• Market awareness of experiences
• Route 97 especially of off peak options • Larger event venues in Kelowna
• Cell connectivity • Insufficient linkages between • Building on the semi-arid
• Role of Okanagan Water Board tourism and economic character of area
• Strong partnerships development • Improved lakefront
• RCMP shortages development policy
• Commitment to sustainability
• Seasonal closures • Greater diversity of
accommodations
• Managing natural disasters
• Investment attraction
OKANAGAN VALLEY | 28G. DEVELOPMENT CONTEXT — THE THOMPSON OKANAGAN
REGIONAL TOURISM STRATEGY
At the regional level, the Thompson Okanagan ten-year regional
tourism strategy (Embracing Our Potential, November 2012)
provides the strategic framework for the development of
tourism within the Thompson Okanagan tourism region.
The regional strategy identified five experience-based themes benefit from further strategic planning — areas that would
that have been shaping priorities and actions since 2012 and address the objectives related to reducing the seasonality,
are regarded as core to positioning the Thompson Okanagan increasing yield, and maximizing the spread of benefits
as a region of iconic and authentic quality experiences throughout the region.
— destinations for passion, fulfillment, and adventure. The areas identified include:
• IDENTIFYING THE ICONIC profiling and developing those • Events
truly outstanding experiences and activities associated with • Indigenous cultural tourism
iconic landscapes will differentiate the region and set it apart
from its competitors. • Trails
• ENRICHING LOCAL FLAVOURS strengthening the region’s • Access
growing emphasis on local flavours and building recognition • Research
for its culinary attributes. • Visitor services, packaging, and sales.
• REVEALING THE STORY highlighting the local and regional
stories in a way that will allow visitors to make a strong
IN IDENTIFYING THE DEVELOPMENT
emotional connection with the destination.
• EXPANDING PERSONAL HORIZONS identifying unique PRIORITIES FOR THE OKANAGAN
learning experiences and opportunities for self-development, VALLEY PLANNING AREA,
recognizing that learners constitute 35% of the global
travel market.
CONSIDERATION HAS BEEN GIVEN
• BUILDING AUTHENTICITY focusing on creating a strong TO BUILDING ON THIS FRAMEWORK,
sense of place and opportunities for travellers to engage in WHILE RESPONDING TO THE
immersive experiences with local communities and enjoy
the sense of being where things are real and original. CURRENT AND FUTURE ISSUES
In addition to the five underlying themes, and the value AND OPPORTUNITIES FACING THE
of using them to build a distinctive destination, the INDUSTRY AND DESTINATION.
regional strategy identified other areas where the
industry would
OKANAGAN VALLEY | 296
A DISTINCTIVE
DIRECTION
OSOYOOS
Photo: Shayd Johnson
STRATEGY A. VISION
DIRECTION The following 10-year vision has been created. It is based on the 10-year aspirations
for the Okanagan Valley planning area expressed by tourism partners during the
consultation process, while also seeking to align with existing community plans and
related strategy frameworks. The goals, strategies, and actions within this strategy
have been prioritized to achieve the elements identified within this vision.
A SEMI-ARID VALLEY AND PLATEAU
REGION OFFERING A DISTINCTIVE
DIVERSITY OF LAKES, ORCHARDS
AND VINEYARDS, PINE FORESTS AND
MOUNTAIN BACKCOUNTRY — BURSTING WITH
A CORNUCOPIA OF FLAVOURS AND PROVIDING
A BACKDROP FOR YEAR-ROUND ACTIVE FUN AND
CHALLENGE. A DESTINATION OFFERING RELAXED
URBAN ENERGY FUSED WITH THE INTERPLAY OF
TRADITIONAL AND LIVING OKANAGAN FIRST
NATIONS CULTURE, AND THE HERITAGE AND
STORIES OF MORE RECENT TIMES.
OKANAGAN VALLEY | 30EVOLVE CELLARS VINEYARD
Photo: Kari Medig
B. GOALS
Three inter-related destination In addition, the Destination BC
development goals have been Destination Development Program
identified to support the vision provides two common provincial goals
for the Okanagan Valley. that all 20 planning areas around BC
1. Develop distinctive experiences with will support:
a high level of market appeal. 4. Lead Canada in growth of overnight
visitor expenditures.
2. Work collaboratively to maintain a
healthy natural environment. 5. Secure the highest Net Promoter
Score in North America.
3. Disperse the benefits of tourism
throughout the Okanagan Valley
planning area.
C. GUIDING PRINCIPLES FOR DESTINATION
DEVELOPMENT
As the journey of destination development
continues in the Okanagan Valley planning
area, choices will have to be made and
priorities set. Guiding principles were
discussed by stakeholders and it was agreed
that the Destination Development Strategy
and related decision making will continue to
focus on:
• Maintaining the integrity of landscape, • Collaborating in a purposeful and
environment, and cultural heritage respectful manner
• Enriching the quality of life • Aligning with Embracing Our
Potential, the provincial tourism
• Integrating and supporting other
strategy, and the federal tourism
sectoral interests
strategy
OKANAGAN VALLEY | 31D. MOTIVATING EXPERIENCES
An identification of the key motivating experiences that will set
the destination apart as a competitive and sustainable destination
and will entice the visitors we want to visit is an important step in
developing the strategy.
The first stage in identifying the experience potential involves Visitor experiences that encapsulate this personality and
developing an understanding of the key attributes and focus on leveraging these attributes and the underlying five
personality of the Okanagan Valley. Participants in the planning experience themes will strengthen the distinctiveness of the
process described the region’s key attributes, experiences, Okanagan Valley planning area and its overall positioning in
and essence using common words and phrases. These are the marketplace. A key focus of this strategy is to ensure
illustrated in Figure 12. there is a collective mass of activities for each of these
experience themes to motivate year-round travel to the
Okanagan Valley.
FIGURE 12:
Key Attributes and RELAXED
URBAN ENERGY
Experience Themes of • Sophistication of larger
urban area
• Entertainment
the Okanagan Valley • Resort/lifestyle
accommodations
• Shopping
ECO-DIVERSITY • Niche culinary RECREATIONAL
• South Okanagan OASIS
grasslands/antelope • Water-based
brush/desert recreation/beaches
• Wetlands and riparian • Mountain biking
• Post wildfire • Golf/ski/winter fun
• Related geography • Rail trails
• Interface agrarian • Indulgent experiences
and natural • Sporting excellence
OKANAGAN
VALLEY
THE OKANAGAN VALLEY LIFE
NATION — PAST AND PRESENT
• Geography of the territory • Agrarian diversity and wineries,
• Interior Salish authentic stories farm gate, and roadside stalls
and traditions • Artists and artisans
• Arts and crafts • Small town hospitality
• Fisheries and use • New technologies
of natural resources
• The Brigade Trail/
• Contemporary mining heritage
experiences
OKANAGAN VALLEY | 32You can also read
