TPGS 2017 B… · Web viewto embrace all tourism industry participants in the community by...

Tourism Prince George Society

2017 Business Plan

Table of Contents

Introduction & Background 2

Vision 2

Mission 2

The Stakeholder Model 2

Key Markets 3

Human Resources 3

Strategic Goals & Objectives 4

A. Visitor Services 4

B. Product Development 4

C. Market Development 5

D. Organizational Effectiveness 5

Appendix A: 2017 Comparative Budget 6

Appendix B: 2017 Tactical Plan with KPIs 7

TPGS 2017 Business plan

Introduction & Background2017 marks the eighth year of operations for Tourism Prince George (TPG). This plan draws largely from the strategies and tactics outlined in the Community Tourism Foundations Plan (2010-2019) and the TPG Strategic Plan (2015-2019).

VisionThe vision for Tourism Prince George is as follows:

Prince George will be a recognized premier all-seasons destination – a community with remarkable urban experiences surrounded by incredible wilderness opportunities.

MissionBy December 31, 2019, Tourism Prince George will increase visitation to Prince George by 5% (as measured by hotel tax receipts).

The mission will be accomplished by focusing on the following four pillars:

Visitor Services – We will provide excellent customer service and support local tourism stakeholders in delivering professional services to visitors.

Product Development – We will have accessible and desirable products during all seasons that are available to a wide range of visitors in the leisure market including Aboriginal, arts & culture, and adventure.

Market Development – We will promote the positive image of Prince George through engagement and continuing to build a compelling brand in core and niche markets.

Organizational Effectiveness – We will increase the capacity and effectiveness of Tourism Prince George in the following areas – governance, engagement, staff capabilities, policies & procedures.

The Stakeholder ModelThe Stakeholder Model allows Tourism Prince George to embrace all tourism industry participants in the community by considering them as stakeholders, without a requirement to pay membership fees. By removing the fee structure, the organization will accomplish two significant goals: 1) Tourism Prince George will be able to fully represent all of the of tourism product available in Prince George, and 2) Participation in partnered programs with Destination BC will be available to all eligible tourism businesses within the region.

Further benefits of the Stakeholder Model include: Greater opportunity to build more diverse and dynamic marketing initiatives. Optimized relationships with all association groups. Stronger voice with a greater stakeholder base.

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More opportunity to share resources and capitalize on the strength of the entire industry. Broader and more diverse range of tourism product to offer the consumer Increased

stakeholder base, resulting in greater participation in marketing initiatives and consequently more frequency and a greater impact in the marketplace.

More partnership opportunities with tourism associations, industry associations and Chambers of Commerce, etc.

Increased flexibility when working with the media and travel trade. Greater revenue generating opportunities.

Key MarketsThis plan targets the following primary and secondary markets:

Primary markets: Residents of northern BC for leisure travel Long-haul visitors to northern BC and/or Alaska Corporations and associations based in northern BC or have a strong presence in northern

BC Sporting event organizers or sporting event rights holders of regional and provincial events Local residents

Secondary markets: BC and Alberta anglers Canadian and American hunters Tour operators serving residents of Germany and Switzerland, through Northern BC

Tourism Region and Destination BC Outdoor Enthusiasts Culture and Heritage Sector

Human ResourcesThe Tourism Prince George team includes the following positions:

Chief Executive Officer Manager, Visitor Services Program Manager, Visitor Services Manager, Marketing & Communications Coordinator, Marketing & Communications Manager, Sport & Event Development Sales Manager, Meetings & Conventions Manager, Destination Development (Part-time)

In addition, Tourism Prince George will hire five seasonal Visitor Information Centre Travel Counsellors and two Ambassadors that work in the summer months (May through September).

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Strategic Goals and ObjectivesThe following are a set of important goals and objectives that address the key strategic direction for Tourism Prince George and assist the organization to move towards its vision. These strategic goals guide the day-to-day operations of the organization.

A. Visitor Services 1. Continue to seek out and implement innovative ways of meeting visitors’ needs for

information.a. Conduct annual review of our communications with respect to emerging

technologies and platforms to ensure that we stay current.b. Enhance the visitor experience at the Visitor Centre.c. Establish Phase II plan for digital kiosks to be implemented in 2017/18.

2. Continue to promote and support the WorldHost standard with our stakeholders.a. Continue to provide WorldHost training.b. Promote and communicate the standards inherent in the WorldHost training.c. Continue to implement feedback survey mechanisms (on-line and paper) and

program to gather visitor feedback on their Prince George experiences.3. Support stakeholders, other tourism contact points and residents to be well-informed,

proud ambassadors for Prince George.a. Continue to implement a regular community information program.b. Implement an Ambassadors program (SEE D. Organization Effectiveness Goal 1 c).

B. Product Development1. Make ticketable tourism products and experiences, purchasable, centralized and accessible.

a. Maintain inventory (web and print) of existing outdoor adventure tourism products and experiences.

2. Facilitate area First Nations in the development of tourism products and experiences and partner in the marketing of these.

a. Continue engagement with First Nations to support their tourism initiatives where this is welcomed.

b. Maintain inventory (web and print) of First Nations tourism products and experiences.

3. Facilitate the improvement of existing outdoor tourism products and experiences and development of new tourism products and experiences.

a. Continue engagement with outdoor adventure operators to support their tourism initiatives where this is welcomed.

b. Continue to build relationships with local groups who are involved in various elements of outdoor activities/interests that have potential for guided or self-guided tourism experiences.

4. Engage other agencies and regional operators to enhance the uptake of Tourism Prince George products as part of a regional tourism experience.

a. Continue to work with regional partners to develop regional tourism experiences.5. Work with partners in facilitating an organized event and festival calendar that will attract

people from outside the community.a. Continue to assess our inventory of events and festivals for gaps and opportunities.b. With our partners, support the development of an annual Winter Festival.

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C. Market Development1. Continue to focus on and grow tourism economic impact from core markets.

a. Target marketing efforts with DBC and NBCT.2. Bring guided and self-guided tourism experiences in Prince George to market.

a. Coordinate and enhance existing guided and self-guided tourism experience marketing materials.

3. Develop a strong program and reputation for sports hosting.a. Continue to work with partners to ensure that we fully leverage the 2015 Canada

Winter Games to strengthen our reputation as a premier sports hosting community.4. Develop a strong program and reputation for meetings and conventions.

a. Continue to implement the Meeting & Convention Sales And Marketing Strategy5. Continue to support the growth of hunting and fishing tourism.

a. Make collaterals published by other agencies (i.e. maps and other relevant information) available from Tourism Prince George.

b. Continue to support guide/outfitters to attend consumer shows.c. Maintain inventory of guides/outfitters.

6. Continue to refine and leverage our brand to obtain a strong and positive perception of Prince George in all markets.

a. Refine brand messaging in leisure, sports and meetings/conventions markets.b. Continue to measure perceptions of Prince George in our target markets.c. Design and print the 2018 Visitor Guide.d. Maintain new website and social media channels with engaging content.

D. Organizational Effectiveness1. The Board will be active ambassadors for Tourism Prince George providing effective

governance.a. Engage consultant to review our constitution and bylaws to become compliant with

the new Societies Act.b. Continue Board’s role as ambassadors

2. Stakeholders are engaged with Tourism Prince George and recognize what we have to offer and what we have done to support their success.

a. Continue to implement the communications/engagement strategy for all our stakeholders.

3. We have a stable, enthusiastic and capable staff who are productive and feel valued.a. Continue to implement regular performance discussions (individual and team).

4. We will have a complete set of relevant operational policies and procedures in place that staff are aware of and that support consistency and effectiveness in our organization.

a. Develop policies and procedures in priority areas where these are missing.

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Appendix A: 2017 Comparative Budget

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Appendix B: 2017 Tactical Plan with KPIs

Major Category: Marketing – Consumer/Leisure

Activity Title: Project #1: Digital Assets

Tactics:

Build image bank. Create web-videos.

Implementation Plan:

Short Description:

Although Tourism Prince George may already have access to photographic images and video footage, a greater variety of “on brand”, appealing, high impact, tourism-related photos and footage will enhance marketing communications and be valuable for cooperative initiatives such as those through Destination BC and Northern BC Tourism Region.

Particular emphasis should be placed on the brand guidelines produced by Destination BC to align with the provincial brand’s look and feel of images promoting our province.

Emphasis should also be placed on well-composed images and footage depicting the priority tourism products (e.g. outdoor activities – summer and winter, sport fishing, heritage, arts, and cultural attractions including downtown Prince George; signature festivals and events, etc.)

The images should be high definition to allow for maximum flexibility. Models must sign waivers (photo release forms).

Rationale:

High quality, on brand images and footage are needed for any community tourism organization. They should be used for advertising, collateral materials, media relations, website, etc.

Action Steps:

Determine the images and footage that are currently available, including through Destination BC, Northern BC Tourism Region, and other sources.

Identify gaps in images and footage based on the priority products in all four seasons.

Prepare a training workshop to share Destination BC’s criteria and terms of reference for photographers to ensure images captured are “on brand”.

Retain photographer and facilitate training workshop. Coordinate a calendar of locations for shooting. Wherever possible, negotiate permanent, non-exclusive rights to images for use in

all media. For video footage, this is a more costly endeavor than photography. As such, we will

rely on cost-shared projects with Destination BC and select stakeholders.

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Potential Partnerships:

Destination BC; Northern BC Tourism Region; stakeholders

Resources:

Staff time: Manager, Marketing & Communications; Coordinator, Marketing & Communications

Sources of Funding:

MRDT

Responsibilities:

Tourism Prince George

Timeframe:

Ongoing.

Budget:

$10,000

Performance Measures:

Output Measures

50 high quality images 5 edited videos

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Activity Title: Project #2: Collateral Production and Distribution

Tactics:

Enhance the Prince George Visitor Guide with new content.


Short Description:

The Prince George Visitor Guide received a redesign in the 2016 edition. Future editions will require updated imagery and new content. Emphasis should be placed on activities that generate revenue for the high motivation products such as outdoor adventure while at the same time, ensuring there is information on the variety of other activities that increase length of stay and visitor satisfaction (such as cultural activities and festivals and events). Within each category, the Visitor Guide should include journalistic articles to better paint a picture of the experience one can have in Prince George. Other categories such as sport tourism, meetings & conventions, and hunting may not belong in the general Visitor Guide as they have very specific audiences that can be better reached through other methods.

To encourage potential visitors to stay longer in Prince George, new content can include itineraries based on stays of different lengths (one to five nights) that highlight Prince George’s key attractions and the variety of experiences available, keeping in mind the two main target groups of repeat visitors from northern BC and long-haul visitors to northern BC and/or Alaska.

Illustrate each itinerary with appealing images that appeal to the target groups. Itineraries that are related to history/heritage should incorporate the Golden Raven

program. Present information in an easily-scanned manner, with concise text, informative

sub-headings, short paragraphs, and captioned photos

Rationale:

Visitor guides are important tools as they are used for pre-trip vacation planning and finding things to do once in the destination that may result in increased length of stay.

Action Steps:

Review the current Visitor Guide to determine priority topics and areas for improvement.

Enlist services of graphic designers to enhance content as directed. Work closely with the selected firm to ensure the end product is consistent with the

TPG graphic standards and provides information that potential visitors need. Print the Visitor Guide. Distribute the Visitor Guide.

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Advertising in the guide can be purchased by tourism-related businesses.

Resources:


Sources of Funding:

MRDT; paid advertising in the guide

Responsibilities:


Timeframe:

Ongoing.

Budget:

$65,000


Output Measures

30,000 printed guides distributed

Outcome Measures

5% increase in the number of downloads of the digital version of the Visitor Guide from our website.

10% increase in website traffic 2% increase in eSTR leisure bookings

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Activity Title: Project #3: Media Advertising and Production

Tactics:

Increase advertising (both traditional and digital) in key markets, taking advantage of discounted media rates offered through Destination BC and Northern BC Tourism Region.


Short Description:

Well-targeted, high impact advertising (both traditional and digital) will be used to help increase Prince George’s awareness and interest among the various and diverse primary markets. These may be stand-alone destination messages, or they may be accompanied by ads from local tourism operators.

Digital activities will include SEO, SEM and digital banners. Contesting and engaging content on our social media channels, including a blog, will also be used to increase impact and build our social community, driving more consumer to our website to learn about the destination.

Size of the Prince George destination ad should be sufficient to stand out as well as include destination messages that can provide enough information to potential visitors to intrigue them to find out more about Prince George – at least one-half page or larger. This may mean that the total ad size, including co-operative ads, needs to be a full page.

Although the specific message of each ad may vary, each should be consistent with Prince George’s graphic standards, and each should reinforce the positioning and brand character.

Visit www.tourismpg.com will be used as the call to action. Priority advertising vehicles (both traditional and digital) would be those targeting

long-haul travellers to northern BC and Alaska (40%), residents of northern BC (40%), BC and Alberta anglers (10%), and American and Canadian hunters (10%).

For long-haul travellers to northern BC and Alaska, online sites, publications such as Destination BC’s Vacation Planner and the Northern BC Travel Guide. In addition, Milepost and Westworld and other publications targeting the touring market segment will also be considered.

For residents of northern BC, online sites, newspapers, other regional publications, and radio that reach targeted communities in northern BC. Print, web (digital) and radio are suitable media. Radio is typically used as a reminder medium and since this target group is likely familiar with Prince George, it is appropriate.

For anglers, fishing related publications and online sites such as Angler’s Atlas, BC Outdoors Fishing Guide, BC Fishing Regulations, etc.

For hunters, hunting-related publications and online sites targeting Canadians and Americans.

Rationale:

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http://www.tourismpg.com/


Due to the travel behavior of current long-haul visitors to Prince George, where a trip to Prince George is generally 20% out of a trip of at least two weeks, a trip that includes northern BC, most advertising initiatives (except those targeting northern BC residents) should be in an editorial environment that promotes the region of northern BC.

Action Steps:

Contact Destination BC and Northern BC Tourism Region for details of upcoming co-op advertising opportunities.

Develop and annual media plan, select media vehicles (both traditional and digital) that will reach each of the target markets most cost effectively, in the right editorial environment.

Encourage participation by local tourism operators. Budget for and produce ads of sufficient size and quality to be noticed and effective

(includes an allowance for creative/production and media planning/buying)


Destination BC; Northern BC Tourism Region; stakeholders.

Resources:


Sources of Funding:

MRDT; Stakeholders (co-op ads)

Responsibilities:


Timeframe:

Ongoing.

Budget:

$170,000


Output Measures

12 print ads 2 radio campaigns (summer/winter) 1 tv campaign 3-5 banner ads on partnered sites 4-6 social media features for special events; boosted posts each week 12 social media ads post on social media channels daily 3-5 partnered projects with Northern BC Tourism Prince George

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2 integrated campaigns (summer/winter) to promote Celebrate Prince George Festivals

Outcome Measures

10% increase in visits to website over previous year 10% increase in number of followers and level of engagement on our various social

media channels over the previous year. 2% increase in eSTR leisure bookings.

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Activity Title: Project #4: Website

Tactics:

Enhance the Tourism Prince George website with fresh content.


Short Description:

The Tourism Prince George website (www.tourismpg.com) received a complete redesign that launched in early 2016. Maintenance to the site requires continually updating imagery and content. Emphasis should be placed on activities that generate revenue for the high motivation products such as outdoor adventure while at the same time, ensuring there is information on the variety of other activities that increase length of stay and visitor satisfaction (such as cultural activities and festivals and events). Within each category, the website should include current journalistic articles (blogs) to better paint a picture of the experience one can have in Prince George. Other categories such as sport tourism and meetings & conventions will also have microsites within the main site.

To encourage potential visitors to stay longer in Prince George, new content can include itineraries based on stays of different lengths (one to five nights) that highlight Prince George’s key attractions and the variety of experiences available, keeping in mind the two main target groups of repeat visitors from northern BC and long-haul visitors to northern BC and/or Alaska.

Illustrate each itinerary with appealing images and web videos that appeal to the target groups.

Itineraries that are related to history/heritage should incorporate the Golden Raven program.

Present information in a consumer friendly way, with intuitive tabs, concise text, large images and short videos. They key is to keep in simple, yet engaging so that it holds one’s interest and inspires them to learn more about the destination increasing their likely to take a trip to Prince George.

All content should be optimized for search.

Rationale:

Destination websites are important as the majority of travellers use the internet for vacation planning and booking.

SEO will help ensure that those seeking information on visiting the area are directed to the most appropriate site.

Action Steps:

Review the current website to determine areas for improvement. Determine which enhancements can be done in-house and which should be

contracted to a professional web developer. Establish a content calendar to keep the site looking fresh throughout the year. Enlist services of web developer to enhance the site, as needed.

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http://www.tourismpg.com/


Work closely with the selected firm to ensure the end product is consistent with the TPG graphic standards and provides information that potential visitors need.


N/A

Resources:

Staff time: Manager, Marketing & Communications; Coordinator, Marketing & Communications; Manager, Sport & Event Development; Program Manager, Visitor Services

Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget: $20,000


Output Measures

Maintain all website pages and update event listings weekly Refresh website imagery quarterly to follow seasonal changes and keep content

fresh Maintain SportPG and MeetingsPG microsites Keep “Show Your Badge” page current and showcase partner deals as needed.

Outcome Measures

10% increase the number of visitors to the website over previous year. 10% increase in length of time spent on the website over previous year. 2% increase in eSTR leisure and group bookings.

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Activity Title: Project #5: Consumer/Trade Shows and Events

Tactics:

Attend select consumer/trade shows and events.


Short Description:

Attending major local and regional events is an important way to make contact with visitors and potential visitors. The purpose is to encourage increased length of stay and increased visitor spending on trips to Prince George.

The target groups of BC and Alberta anglers and Canadian and American hunters are not typically represented by Destination BC. As a result, Prince George will need to attend select trade shows related to anglers and hunters in their respective geographic markets. The purpose of attending these trade shows is to make contact with anglers and hunters who travel to convince them that Prince George should be there preferred destination.

Rationale:

Anglers and hunters are two target groups for which Destination BC do not typically attend trade shows.

Action Steps:

Determine the most appropriate events and/or trade shows for the geographic target markets.

Determine the best method for of obtaining contact information (e.g. encouraging potential visitors to enter a contest, including an opt-in box to receive further communication from Tourism Prince George.

After each event or show, enter contact information and immediately send an e-newsletter that provides information about Prince George, angling or fishing and complementary activities to encourage readers to act now to book a trip to Prince George.


Stakeholders; Angling and hunting businesses.

Resources:


Sources of Funding:

MRDT

Responsibilities:

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Timeframe:

Ongoing.

Budget:

$25,000 annually, including trade show materials/swag, booth fees and travel.


Output Measures

500 contest entrants (baseline measurement). 2000 consumer interactions. 200 qualified contacts made of BC and Alberta anglers and Canadian and American

hunters (directly with guide outfitter).

Outcome Measures

10% increase the number of visitors to the website over previous year. 10% increase in the number of enews subscribers 2% increase in eSTR leisure bookings.

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Activity Title: Project #6: Travel Media Relations

Tactics:

Media relations to primary and secondary target groups.


Short Description:

Use unpaid media to generate editorial coverage of events and attractions in the priority product categories, such as outdoor adventure, time-limited experiences, history/heritage, festivals and events.

Media relations activities for the different target groups can be proactive or reactive, depending on the expected effectiveness and return on investment. Northern BC Tourism Region and Destination BC have large media relations teams that are in contact with media worldwide. For the most part, Tourism Prince George will provide support through providing information, ideas, and coordination of media fams, etc.

Work with Destination BC and Northern BC Tourism Region to ensure Prince George receives its share of editorial coverage in their publications and websites.

Rationale:

Editorial coverage is cost effective and has high credibility among readers.

Action Steps:

Work closely with the Northern BC Tourism Region travel media specialist to establish a list of targeted publications.

Determine whether prepared stories, press releases, familiarization tours, or other methods of achieving editorial coverage are appropriate for each.

When newsworthy events occur, prepare press releases and distribute to appropriate media.

Enhance existing media relationships. Continue to enhance media relations tools such as a media kit and story starters.


Destination BC; Northern BC Tourism Region Tourism businesses and community groups.

Resources:


Sources of Funding:

MRDT

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Responsibilities:


Timeframe:

Ongoing.

Budget:

$3500 (most of the budget will be used for media fams)


Output Measures

5 stories published about Prince George.

Outcome Measures

10% increase the number of visitors to the website over previous year. 2% increase in eSTR leisure bookings.

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Major Category: Marketing - Sport Tourism Development

Activity Title: Project #7: Bidding Strategy

Tactics:

Create bidding strategy


Short Description: Prince George is an advantageous position to take advantage of the recent success of

hosting the 2015 Canada Winter Games, which brought Prince George top of mind for event rights holders of all kinds. Many have reached out to request that the city submit bids for specific events. We are quickly coming to realize that a plan must be in place if we are to manage expectations and continue to deliver on the promise of hosting first class events.

Tourism Prince George will continue to provide bid services including bid preparation and support.

Rationale: Having a bidding strategy is important to create a guide as we move forward and

plan for the future of the sport tourism sector in Prince George. Tourism Prince George will become a valueable part of the bidding process, allowing

us to maintain control of the quality and amount of bids that are being sent out.

Action Steps:

Establish partnership with the City of Prince George Meet with LSOs to discuss their individual hosting strategies Create five to ten year bidding strategy Implement strategy


City of Prince George LSOs Sport Facilities (Otway, Tabor, etc.) City-Wide Sales Task Force

Resources:

Staff time: Manager, Sport & Event Development

Sources of Funding:

MRDT

Responsibilities:

Tourism Prince George and partners.

Timeframe:

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Ongoing.

Budget:

Nil (Staff time)


Output Measures

A five to ten year bidding strategy created with the support of the City of PG.

Outcome Measures

10% increase in bids submitted, using 2016 as a baseline. 2% increase in eSTR group bookings.

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Activity Title: Project #8: Sport Tourism Speaker Series

Tactics:

Facilitate Sport Speaker Series


Short Description:

Host four sport focused events for our stakeholders to learn, network, and build relationships with TPG and each other.

Rationale:

Our sport partners have expressed the desire for more opportunities to network with and learn from each other. This speaker series covers four important topics of sport hosting and gives them an opportunity to connect.

Action Steps:

Create schedule. Contact venues and speakers. Host quarterly events. Send out survey to evaluate effectiveness.


Sport venues, social sport stakeholder experts in topics discussed, sport event sponsors (Canadian Tire, NDIT, Canfor, Integris, etc.).

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

One year

Budget:

$7,500


Output Measures

Host a minimum of four events

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Outcome Measures

80% stakeholder satisfaction with program 20% increase in number of attendees, using 2016 as baseline 2% increase in eSTR group bookings.

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Activity Title: Project #9: Sport Tourism Industry Engagement

Tactics:

Build relationships with Local Sport Organizations (LSOs) Renew membership with Canadian Sport Tourism Alliance (CSTA) Attend CSTA Sport Events Congress Attend BC Sport Tourism Network Annual Meeting Develop sport tourism content for B2B E-newsletter


Short Description:

It is important that TPG maintain a connection with industry organizations to be aware of bidding, networking and learning opportunities. Events provide TPG with forums to promote Prince George as a sport-hosting destination to Provincial Sport Organizations (PSOs) and National Sport Organizations (NSOs).

Rationale:

Building relationships is central to sport hosting. By maintaining relationships with LSOs, PSOs, NSOs, and other industry stakeholders we’ll be aware of hosting opportunities and best practices.

Action Steps:

Attend the Active Living Markets to network with LSOs Develop and release sport tourism content in quarterly B2B E-newsletter Attend and seek out meetings with LSOs Stay connected to LSOs via email Regularly seek out training opportunities for stakeholders Send out stakeholder survey to assess their perception of the work TPG is doing Renew CSTA membership Attend CSTA Sport Events Congress Attend BC Sport Tourism Network Annual Meeting Evaluate events attended Evaluate ROI for CSTA membership


Stakeholders; Canadian Sport Tourism Alliance (CSTA)

Resources:


Sources of Funding:

MRDT

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Responsibilities:


Timeframe:

One year

Budget:

$7,500


Output Measures

Meet with a minimum of four NSOs at the CSTA Sport Events Congress Publish a minimum of four sport-related news items in B2B e-newsletters Hold a minimum of four meetings with LSOs per month

Outcome Measures

Establish minimum of three sport hosting leads 2% increase in eSTR group bookings.

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Activity Title: Project #10: Sport Event Enhancement Program

Tactics:

Implement Event Enhancement Program


Short Description:

This program will support booked events with in-kind enhancements such as welcome bags, visitor services, VIP gifts, and more.

Rationale:

TPG can enhance and assist sport events by providing in-kind support such as welcome bags, visitor services, VIP gifts, etc. This helps to build strategic relationships with event organizers and PSOs/NSOs while enticing visiting participants to increase spend in the community.

Action Steps:

Launch program Administer rolling applications throughout the year Administer post-event surveys to measure impact Evaluate program


Other event sponsors, DBIA, Chamber of Commerce

Resources:


Sources of Funding:

MRDT

Responsibilities:

Tourism Prince George, Program Partners

Timeframe:

One year

Budget:

$25,000


Output Measures

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A minimum of 15 events supported through program

Outcome Measures 80% of post-event survey participants call their overall event experience good, very

good, or excellent 2% increase in eSTR group bookings.

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Activity Title: Project #11: Show Your Badge Program (Sport Tourism)

Tactics:

Implement Show Your Badge Program


Short Description:

Visitors who come to Prince George for sport or meetings can receive special promotions and discounts from participating attractions and businesses by simply showing their event badge at the point of purchase.

This program will be administered in partnership with the Ambassador Program. Once a business has become part of the Ambassador Program and their staff have received training, they’ll be able to provide deals through the Show Your Badge Program page on the website.

Rationale:

The Show Your Badge Program will be a great opportunity to add value to booked events and build relationships with stakeholders.

Action Steps:

Create a plan (with the Ambassador Program coordinator) Implement Ambassador Program Gather deals as stakeholders complete program Promote program on the TPG website Work with event holders and business partners to promote the program Evaluate program using survey to event holders, visitors, and business partners


Stakeholders City-Wide Sales Task Force

Resources:

Staff time: Manager, Sport & Event Development; Program Manager, Visitor Services

Sources of Funding:

MRDT

Responsibilities:

Tourism Prince George and partners

Timeframe:

Ongoing.

Budget:

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See Visitor Services – Ambassador Program


Output Measures

A minimum of 5 businesses participating in the program.

Outcome Measures

80% of post-event survey participants call their overall event experience good, very good, or excellent

80% business partner satisfaction with program 2% increase in eSTR group bookings.

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Activity Title: Project #12: Sport Tourism Sales Activities

Tactics:

Establish leads Host familiarization trips Bid on events Measure economic impact of events


Short Description:

Sales activities are an important part of building the sport tourism sector. We need to consistently be seeking out new hosting opportunities, hosting familiarization trips to promote our facilities to those who have never experienced them, create compelling and professional bid packages, and continue to measure the economic impact of events. All of these activities are pieces that fit together to form a strong and competitive event hosting growth strategy.

Aim to be a one-stop shop for supporting event planners.

Rationale:

In order to maintain a competitive edge in the sport tourism sector, we need to continually be searching for new opportunities and present a consistently professional and world-class host city image.

Action Steps:

Consult with LSOs’ hosting plans and inform them of bid opportunities Maintain regular contact with CSTA to keep on top of bid opportunities Work with the City of Prince George to implement bidding strategy (Project #8) Do regular online searches to generate suitable leads on events Research and target NSOs/events to host fam trips Evaluate process using larger LSO survey Measure economic impact of events using STEAM reports


Local Sport Organizations (LSOs); Canadian Sport Tourism Alliance (CSTA) City-Wide Sales Task Force

Resources:


Sources of Funding:

MRDT

Responsibilities:


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Timeframe:

Ongoing.

Budget:

$7,500


Output Measures

Establish a minimum of five leads Bid on (or provide support for a bid on) a minimum of three major sport events Host at least one site visit/fam tour Perform economic assessments for a minimum of three events

Outcome Measures

A 5% increase in bidding, using 2016 as a baseline 2% increase in eSTR group bookings.

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Activity Title: Project #13: Sport Tourism Digital Assets

Tactics:

Build photo and video assets for sport tourism promotion


Short Description:

Photo and video assets are used for marketing and advertising. These assets are also made available to our stakeholders, PSOs and NSOs and to other community organizations.

Although a significant amount of photo and video assets were gathered for the 2015 Games, there still remains a large gap with summer events, which will be the targeted subject for this project.

Rationale:

It is important that the TPG brand and bid materials are supported by compelling digital assets that are current and of a professional standard.

Action Steps:

Identify gaps in asset database (e.g. summer sports) Make photo and video production plan Shoot photos and videos


Northern BC Tourism, sport facilities, City of Prince George

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$7,500


Output Measures

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Acquire a minimum of 8 high quality editorial style photos for a minimum of five summer sports

Acquire a minimum of 15 minutes of high quality b-roll video for a minimum of two summer sports

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Activity Title: Project #14: “SportPG” Brand Campaign

Tactics:

Implement SportPG Brand Campaign


Short Description:

The “SportPG” brand campaign includes both traditional and digital media buys. Messaging promotes our destination by leading with our remarkable venues and volunteers and our brand promise to host successful sporting events year-round.

Rationale:

In 2015, TPG developed the “SportPG” brand. TPG will continue to invest in the brand to build awareness that Prince George is a premier sport tourism destination in Canada.

Action Steps:

Create advertising strategy Book advertising space Create ads (in-house when possible) Track impact using link metrics Evaluate campaign results


City of Prince George

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$20,000


Output Measures

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One 2-page print ad in Adrenalin Magazine 3-5 targeted online ads

Outcome Measures

5% increase in visits to SportPG page over previous year 2% increase in eSTR group bookings.

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Major Category: Marketing - Meetings & Conventions

Activity Title: Project #15: Meeting & Convention Sales Partnership Program

Tactics:

Implement the Sales Partnership Program


Short Description:

The Sales Partnership Program has been the flagship program for MeetingsPG and some great initiatives have been undertaken in the past year. TPG will continue to administer and enhance the program based on reviews by our stakeholders. The program works with partners to leverage funding to participate in joint activities, such as building photo assets of venues, creating promotional videos, attending industry trade shows and conferences, and purchasing cooperative advertising.

Rationale:

TPG wants to build strong partnerships with local meeting and convention stakeholders by helping them to achieve their sales goals through enhancing and leveraging their existing sales strategies.

Action Steps:

Refine program based on feedback from previous year Provide information on program to stakeholders Select stakeholder partners Execute program Evaluate program


City-Wide Sales Task Force Prince George Civic Centre (City of Prince George) Conference Hotels Educational Institutions (UNBC, CNC) The Prince George Airport Other meeting venues Attractions

Resources:

Staff time: Manager, Meeting & Convention Sales

Sources of Funding:

MRDT

Responsibilities:


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Timeframe:

One year

Budget:

$16,000


Output Measures

Work with a minimum of three partners

Outcome Measures

5% increase in visits to MeetingsPG page over previous year Establish minimum of 5 conference hosting leads 2% increase in eSTR group bookings.

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Activity Title: Project #16: Meetings & Conventions Industry Engagement

Tactics:

Build relationships with local stakeholders Renew membership with industry associations Attend industry trade shows and conferences Develop M&C content for B2B E-Newsletter


Short Description:

It is important that TPG maintain a connection with industry organizations to be aware of bidding, networking and learning opportunities. Events provide TPG with forums to promote Prince George as a meetings destination to the association, government, and business sectors.

Rationale:

It is important that TPG maintains connections with industry stakeholders and organizations to be aware of bidding, networking and learning opportunities.

Action Steps:

Attend local industry related events Develop and release M&C content in quarterly B2B E-newsletter Connect with stakeholders via email Send out stakeholder survey to assess the work TPG is doing Renew CSAE membership Evaluate ROI on CSAE membership Attend industry trade shows and conferences (CSAE, PCMA, MPI, etc.) Evaluate events attended


CSAE, Prince George Civic Centre, City of Prince George, Conference Hotels, other venues

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

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One year

Budget:

$6,000


Output Measures

Attend a minimum of one industry trade shows or conferences. Publish meetings-related stories for all four B2B e-newsletters. Establish a minimum of 10 leads

Outcome Measures

Increase meetings & conventions contact list by 5% using 2016 as a baseline 2% increase in eSTR group bookings.

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Activity Title: Project #17: Meetings & Conventions Enhancement Program

Tactics:

Implement Event Enhancement Program


Short Description:

This program will support booked events with in-kind enhancements such as welcome bags, visitor services, VIP gifts, and more.

Rationale:

TPG wants to enhance the meeting and convention experience in ways that are in-kind, memorable and solve problems for event planners.

Action Steps:

Revise program based of feedback from previous year Launch program Administer rolling applications throughout the year Send post-event surveys to participants Evaluate program


Other event sponsors, DBIA, Chamber of Commerce

Resources:


Sources of Funding:

MRDT

Responsibilities:

TPG, Program Partners

Timeframe:

One year

Budget:

$8,000


Output Measures

A minimum of two events supported through program

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Outcome Measures 80% of post-event survey participants call their overall event experience good, very

good, or excellent 2% increase in eSTR group bookings.

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Activity Title: Project #18: Show Your Badge Program (Meetings & Conventions)

Tactics:


Short Description:

Visitors who come to Prince George for a meeting can receive special promotions and discounts from participating attractions and businesses by simply showing their event badge at the point of purchase.

This program will be administered in partnership with the Ambassador Program. Once a business has become part of the Ambassador Program and their staff have received training, they’ll be able to provide deals through the Show Your Badge Program page on the website.

Rationale:

The Show Your Badge Program will be a great opportunity to add value to booked events and build relationships with stakeholders.

Action Steps:

Create a plan (with the Ambassador Program coordinator) Implement Ambassador Program Gather deals as stakeholders complete program Promote program on the TPG website Work with event holders and business partners to promote the program Evaluate program using survey to event holders, visitors, and business partners


Stakeholders

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

See Visitor Services – Ambassador Program.


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Output Measures

A minimum of 5 businesses participating in the program.

Outcome Measures

80% of post-event survey participants call their overall event experience good, very good, or excellent

80% business partner satisfaction with program 2% increase in eSTR group bookings.

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Activity Title: Project #19: Meeting & Convention Sales Activities

Tactics:

Establish City-Wide Sales Task Force Establish leads Host familiarization trips Bid on events Measure economic impact of events


Short Description:

Sales activities are an important part of building the meetings & conventions sector. We need to consistently be seeking out new hosting opportunities, hosting familiarization trips to promote our facilities to those who have never experienced them, create compelling and professional bid packages, and measure the economic impact of events. All of these activities are pieces that fit together to form a strong and competitive event hosting growth strategy.

Aim to be a one stop shop for meeting planners

Rationale:

In order to maintain a competitive edge in this sector, we need to continually be searching for new opportunities and present a consistently professional host city image.

Action Steps:

Establish City-Wide Sales Task Force to enhance communication among key stakeholders and streamline the hosting process from the sales/bidding stage to hosting and reporting on events

Develop a tool-kit that offers a template/checklist of requirements that will make it easier for meeting planners to work with local venues, accommodators and suppliers

Maintain regular contact with local stakeholders to understand their event hosting plans and inform them of bid opportunities

Do regular online searches to generate suitable leads on events Research and target event planners to host on fam trips Evaluate process using survey Measure economic impact of events, when possible


City-Wide Sales Task Force Prince George Civic Centre

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Conference Hotels Other M&C stakeholders

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$20,000


Output Measures

Establish a minimum of 10 leads Bid on a minimum of 2 conferences (200+ attendees) Host a minimum of 2 fam tours Book a minimum of 1 conferences (200+ attendees)

Outcome Measures

Economic impact of conferences booked to establish baseline. 2% increase in eSTR group bookings.

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Activity Title: Project #20: Meetings & Conventions Digital Assets

Tactics:

Build photo and video assets for M&C promotion


Short Description:

Photo and video assets are used for marketing and advertising. These assets are also made available to our stakeholders and to other community organizations.

Rationale:

It is important that the TPG brand is supported by compelling digital assets that are current and of a professional standard.

Action Steps:

Identify gaps in asset database Make photo and video production plan Shoot photos and videos


Stakeholders, Northern BC Tourism

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget: Comes from Sales Partnership Program Budget


Output Measures

Acquire a minimum of 5 editorial style photos for use in M&C collateral Acquire a minimum of 10 minutes of high quality b-roll video to update/enhance

M&C video

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Activity Title: Project #21: “MeetingsPG” Brand Campaign

Tactics:

Implement MeetingsPG Brand Campaign


Short Description:

The “MeetingsPG” brand campaign includes both traditional and digital media buys. Messaging promotes our destination by leading with our remarkable experiences for groups and our brand promise to host successful meetings and conventions year-round.

Rationale:

In 2015, TPG developed the “MeetingsPG” brand. TPG will continue to invest in the brand to build awareness that Prince George is a premier conference destination in western Canada.

Action Steps:

Create advertising strategy Book advertising space Create ads (in-house when possible) Track impact using link metrics Evaluate campaign results


Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget: $15,000


Output Measures

One 2-page print ads in industry magazines

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3-5 digital ads on relevant websites

Outcome Measures

5% increase in visits to MeetingsPG page over previous year Establish minimum of 10 conference hosting leads 2% increase in eSTR group bookings.

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Activity Title: Project #22: HostPG Pilot Program

Tactics:

Develop and implement the HostPG Pilot Program


Short Description:

HostPG is an innovative sales and marketing initiative designed to identify and support local business leaders and academics in bringing their association, corporate or provincial meeting to Prince George.

Tourism Prince George will then support them every step of the way, from helping to prepare the bid through to assisting with logistical arrangements and attendance building.

Aim to be a one stop shop for meeting planners

Rationale:

The process of picking a city for an association or corporate convention often requires a formal bidding process with competitive proposals put forward from various cities. In most cases, a city’s bid must be led, in part, by a local member of that organization or association. This person often lives in the city and is very experienced in their field of expertise.

Action Steps:

Plan program components Produce program collateral Build an initial list of potential candidates Launch program Implement the program Evaluate the pilot and make recommendations for future


City-Wide Sales Task Force Local Industry Association Leaders Local Business Leaders City of Prince George UNBC Academics CNC Academics Prince George Civic Centre Conference Hotels

Resources:


Sources of Funding:

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MRDT

Responsibilities:


Timeframe:

Launch pilot program in 2017.

Budget: $10,000


Output Measures

Minimum of 10 presentations on the program Minimum of 25 presentation attendees Minimum of 50 potential local hosts identified Minimum of 2 local hosts submitting bids

Outcome Measures

Economic impact of meetings/conventions brought to city through this program (set baseline in year 1)

2% increase in eSTR group bookings.

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Major Category:

Destination and Product Experience Management – Product Experience Enhancement and Training

Activity Title: Project #23: Soft Adventure Experience Creation

Tactics:

Facilitate the market-ready development of soft adventure experiences.


Short Description:

While Prince George is blessed with many parks and natural areas, visitors to Prince George, particularly those on a long vacation through northern BC and/or Alaska, may not know how best to experience them. At the same time, Prince George needs to increase visitor revenue by providing more “ticketable” products for which a fee is charged. Outdoor adventure products such as guided tours, equipment rentals, as well as signage, trails, interpretive centres, etc. are included in this category.

Prince George can increase the number of and/or presence of businesses that offer equipment rental and guided tours so it is easier for visitors to experience more of Prince George.

This tactic includes summer as well as winter outdoor experiences, although there would be a higher demand for summer outdoor experiences. While both soft and hard adventure experiences can be offered, there will likely be higher demand for soft outdoor experiences, as long-haul visitors on a trip to northern BC and Alaska are typically 45 years of age or older and this age group and this age group is more interested in soft adventure than hard adventure.

Rationale:

Outdoor adventure is a high motivator for travel and is a category in which there is high interest among most travellers.

Action Steps:

Identify businesses that currently offer outdoor adventure experiences in some degree as well as those with the potential to offer them (i.e. retail stores that sell outdoor gear could also rent equipment and offer guided tours).

Invite them to a meeting in which the opportunity for outdoor adventure experiences in Prince George is identified and how Tourism Prince George can help promote them (e.g. website, Visitor Centre, etc)

Provide information (such as guides and statistics) and facilitate workshops on adventure experience development.

Follow up and continue to provide information and advice as needed.


Tourism businesses including guide outfitters; Community Futures; Chamber of

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Commerce; City of PG Economic Development Department; Nature & Outdoor Recreation Alliance; University of Northern BC (Outdoor Recreation Tourism Management); Outdoor Activity Clubs (PG Cycle Club, Caledonia Ramblers, etc.); Sector Groups (BC Mountain Bike Tourism Association)

Resources:

Staff time: Manager, Destination Development

Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$2500


Output Measures

Consult with a minimum of 10 outdoor adventure stakeholders. Facilitate a minimum of 2 workshops on experience development.

Outcome Measures

Support at least one business offering new or enhanced outdoor adventure experiences.

2% increase in eSTR leisure bookings.

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Activity Title: Project #24: Aboriginal Experience Creation

Tactics:

Facilitate the market-ready development of Aboriginal experiences.


Short Description:

One of the unique tourism experiences in BC is Aboriginal tourism, of particular interest to European visitors, of which Prince George receives a high percentage. This could include heritage and culture through museums, historic sites, interpretive walks, guided fishing and hunting, traditional meals or Aboriginal arts and crafts that can be purchased.

This is a longer-term tactic that may take some time to come to fruition based on mutual respect and a desire to work together.

Prince George can increase the number of and/or presence of businesses that offer Aboriginal experiences so it is easier for visitors to experience more of Prince George. It will be important that the tourism experience is authentic, of high quality, and consistent.

Rationale:

Aboriginal experiences are of interest to European visitors and while Aboriginal experiences are low to medium motivators for a visit (like history and heritage), they may help in increasing length of stay and visitor satisfaction.

Action Steps:

Identify businesses and organizations that currently offer Aboriginal experiences in some degree as well as those with the potential to offer them.

Meetings and discussions with First Nations leaders and Aboriginal Tourism BC. Further actions to be mutually determined.


Lheidli T’enneh First Nation in Prince George; Aboriginal Business and Community Development Centre; Aboriginal Tourism BC; City of Prince George, Regional District of Fraser Fort George, Exploration Place, Two Rivers Art Gallery, Native Friendship Centre, University of Northern BC; Retail businesses selling Aboriginal arts and crafts

Resources:


Sources of Funding:

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MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$2500


Output Measures

Consult with a minimum of 5 Aboriginal tourism stakeholders. Facilitate one workshop on experience development.

Outcome Measures

Support at least one businesses offering new or enhanced Aboriginal experiences 2% increase in eSTR leisure bookings.

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Major Category:


Activity Title: Project #25: Festival Experience Creation

Tactics:

Facilitate the market-ready development of festival experiences.


Short Description:

Time-limited experiences such as festivals and events, performing arts, major museum exhibitions and other special events. Residents of Northern BC already come to Prince George as a regular getaway and to go shopping. In order to encourage more frequent visits, Prince George needs to offer more reasons for them to visit Prince George now. The emphasis is on cultural activities.

Depending on their size and appeal, festivals and events can provide either a primary motivation to visit Prince George or a reason to stay longer.

Special support will be given to festivals and events that appeal to a wide range of spectators, take place in either July or February and incorporate themes that are competitive strengths for Prince George, such as outdoor adventure, heritage, sports, etc.. The purpose for focusing on July and February is to bundle existing events into a branded month of celebrations (one in summer and one in winter) that will become signature seasonal festivals and motivators to travel to Prince George. While it may be tempting to assist all festivals and events, the tourism sector has limited resources and must be focused on those that can help generate significant economic impact. One must separate those festivals and events that are of interest primarily to residents to those that are unique and have a drawing power to either generate visitation to Prince George or to provide a unique experience to visitors who are already in Prince George and thus increase their length of stay or satisfaction with their trip to Prince George.

It will be important to measure the actual benefits created by these festivals and events in relation to the resources expended.

The intention is to focus support on those festivals and events that have the potential to grow by increasing capacity, increasing the duration, and are related to the priority products identified in this plan.

Rationale:

Festivals and events can motivate trips, increase length of stay for visitors already in the destination, and enhance visitor satisfaction by contributing to a greater sense of having more to do in a destination. Festivals and events can also improve the perception of a destination and increase the likelihood of both recommending and returning to a destination for further exploration.

Action Steps:

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Work with the City of Prince George to implement the Community Celebrations Grant Program.

Establish application process and intake timelines. Adjudicate applications and select festival partners. Implement promotional umbrella brand campaign leading up to and during

celebration months (July and February).


City of Prince George; Corporate Festival Sponsors; Media Sponsors

Resources:


Sources of Funding:

MRDT; City of Prince George (Community Celebrations Grant Program)

Responsibilities:

Tourism Prince George; City of Prince George (Administration)

Timeframe:

Ongoing.

Budget:

$30,000 (Matching $30,000 from City of Prince George) The project’s total budget of $60,000 is administered through the City of Prince

George.


Output Measures

Consult with a minimum of 5 festival stakeholders.

Outcome Measures

Support at least three new or enhanced festivals and events (Increase in) visitor attendance at new or enhanced festivals and events. 2% increase in eSTR leisure bookings.

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Major Category:

Destination and Product Experience Management – Industry Development and Training

Activity Title: Project #26: Tourism Symposium

Tactics:

Promote and deliver tourism education programs and provide training tools to tourism-related businesses in Prince George.


Short Description:

As tourism is a developing industry in Prince George, there is a need to provide information and education to current and potential tourism businesses in Prince George. The information and education could take the form of a “Tourism Symposium” event that offers facilitated workshops on various topics of interest to stakeholders.

As a starting point, Destination BC has a series of education and training tools available to assist tourism-related businesses, using workshops and guides. They include the following:

o Ads & Brochures that Sello Online Reputation Managemento Travel Media Relationso Sport Tourismo Mountain Bike Tourismo Cultural & Heritage Tourism Developmento WorldHost Series of Customer Service Training Modules

These workshops and guides can be delivered as is or they can add information specific to Prince George (e.g. with tourism opportunities in Prince George)

Rationale:

Education and training tools will improve the success of tourism businesses in Prince George, leading to a better visitor experience in Prince George.

Action Steps:

Investigate opportunities to partner with Northern BC Tourism to jointly host Tourism Symposium (annual event going forward).

Decide on the appropriate workshops that will be most relevant to tourism-related businesses in the area.

Determine dates and location of Tourism Symposium event. Promote Tourism Symposium (and workshops) to tourism-related businesses in

Prince George. Attend workshops to ensure the desired messages about Prince George are

incorporated into the workshop.

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Northern BC Tourism; Destination BC; University of Northern BC

Resources:


Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Annual, ongoing.

Budget:

$15,000


Output Measures

Facilitate a minimum of 3 workshops.

Outcome Measures

10% increase in number of participants attending Tourism Symposium event, using 2016 as a baseline.

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Major Category: Visitor Services – Digital Kiosk Program

Activity Title: Project #27: Digital Kiosk Program

Tactics:

Upgrade the Digital Kiosk Program (hardware and software)


Short Description:

The Digital Kiosk Program was launched in anticipation of hosting the 2015 Canada Winter Games. A total of 23 units were purchased in 2012 and then programed with visitor information and distributed throughout the city at high tourist traffic properties in 2014.

The hardware and software are coming to the end of their useful life, so they will be upgraded and re-launched in the spring of 2018. There is potential to use the Northern BC App as a source of regional data that will be displayed on the units, however, the App also requires some upgrades before it will be ready to use for this application.

Rationale:

As a legacy of the 2015 Canada Winter Games, the Digital Kiosks continue to extend the reach of the visitor services team to travellers at their hotels and at the reception of several major tourist attractions throughout the city. The intention is that visitors accessing the kiosks will be more informed on community festivals, activities, restaurants, etc. and will be, thus, inspired to extend their stay and experience more while they are in Prince George. The upgrade will ensure that the units continue to stay current and require less maintenance as the current units are reaching the end of their useful life.

Action Steps:

Conduct a review with respect to emerging technologies and platforms to ensure that we stay current and innovative.

Work with Northern BC Tourism to upgrade the Northern BC App as a foundational piece to the kiosk software upgrade.

Identify any other partners in the province, including Destination BC, who might want to partner on a regional level.

Purchase new units through an RFP process. Develop a content management system to run on the units (software). Troubleshoot technical issues, as necessary. Install the upgraded system throughout the community. Launch the program in the spring of 2018.


Destination British Columbia (Visitor Services, Innovation Fund); Northern BC Tourism (Northern BC app); other DMOs in the North

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Resources:

Staff time: Program Manager, Visitor Services

Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing

Budget:

$43,500


Output Measures

Minimum of ten new/enhanced digital kiosks operating throughout the community

Outcome Measures

80% partner satisfaction with the new Digital Kiosks. 2% increase in eSTR leisure bookings.

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Major Category: Visitor Services – Ambassador Program

Activity Title: Project #28: Ambassador Program

Tactics:

To promote and implement the Ambassador Program


Short Description:

The Ambassador Program provides front-line (and management) staff at tourism businesses throughout the city with the opportunity to gain skills and knowledge of how to better serve their out-of-town guests and promote all the great things to do and see in the city. The program is designed to provide an initial workshop to introduce the participants to select concepts that comprise the Visitor Counsellor training for staff at the Visitor Centres across the province. We want to ensure that these ambassadors are able to answer the most common visitor questions and are aware of the other services that Tourism Prince George can provide at the Visitor Centre and online on our website and through social media. In addition, regular communication with participants will ensure that they know what festivals and events are taking place each month and which major conferences and sporting events are in town.

Rationale:

Tourists have several interactions while exploring a destination. These interactions (both good and bad) can have a huge impact on their overall experience leading to their likelihood to recommend and/or return to the destination. We want to ensure that each interaction with front-line staff is as good as it can be. Whether it is with a server at a restaurant, a taxi driver, or the front desk staff at a hotel - we can all do better at providing exceptional customer service and visitor information. Also, by letting local businesses know when major conferences or sporting events are taking place, they can be better prepared to serve greater volumes of customers and establish special promotions for guests in advance.

Action Steps: Develop curriculum (taking from existing Visitor Counsellor Training

Modules). Develop training materials Develop promotional materials Develop certificates for participants Promote program to tourism businesses Develop and implement “Tourist in Your Own Town” event Facilitate training workshops Deliver collateral to businesses Send regular communications on upcoming festivals, conferences and sporting

events. Send participant survey.

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Make recommendations for improving the program next year


Destination BC (Visitor Counsellor Training Modules, WorldHost Training); Downtown Business Improvement Association; Accommodations Prince George; Tourism operators

Resources:

Staff time: Program Manager, Visitor Services and Manager, Destination Development

Sources of Funding:

MRDT

Responsibilities:


Timeframe:

Ongoing.

Budget:

$6500


Output Measures

50 ambassadors trained throughout the community

Outcome Measures

80% participant satisfaction with the program. 2% increase in eSTR leisure bookings.

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