REGULAR MEETING OF CITY COUNCIL CITY HALL, A STREET, DAWSON CREEK MONDAY, OCTOBER 19, 2009 AT 8:35 A.M. AGENDA

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1 REGULAR MEETING OF CITY COUNCIL CITY HALL, A STREET, DAWSON CREEK MONDAY, OCTOBER 19, 2009 AT 8:35 A.M. Page AGENDA 1. CALL MEETING TO ORDER 2. NEW/COUNCILLOR BUSINESS 3. MINUTES Minutes of the Regular Meeting of Council (October 5, 2009) for adoption. 4. BUSINESS ARISING 5. CORRESPONDENCE Letter from Sally Schilds re: Request for free transit service for the Rotary Club Christmas Dinner December 13, DELEGATIONS (9:00 A.M.) Katie Fitzpatrick, Northern Environmental Action Team (NEAT) in attendance re: Waste Reduction Week Proclamation. 6.2 Patricia Hamilton and Allyson Hayes, South Peace Community Resource Society, in attendance re: Community Living Month Proclamation. 6.3 Janis Kmet, Dawson Creek Daily News, in attendance re: People's Choice Awards. Page 1 of 293

2 REGULAR MEETING OF CITY COUNCIL MONDAY, OCTOBER 19, 2009 Page 7. REPORTS Report from the Tourism Development Coordinator re: Adoption of Community Tourism Plan Report No. ADM from the Director of Operations (August 25, 2009) re: Water Strategy Update. 7.3 Report No. ADM from the Director of Corporate Administration (October 6, 2009) re: Notice of Other Voting - Bylaw No. 4034, Report No. ADM from the Chief Administrative Officer (October 14, 2009) re: Communications Plan Referendum November 21, Report No. ADM from the Director of Corporate Planning (October 14, 2009) re: Dawson Creek Housing Strategy - Affordability, Diversity and Sustainability. 8. BYLAWS 8.1 Remedial Action Requirement Bylaw No. 4025, 2009 for adoption. ( th Avenue) 8.2 Waste Collection and Disposal Regulation Bylaw No. 4035, 2009 for adoption. 8.3 Permissive Tax Exemption Bylaw No. 4036, 2009 for adoption. 8.4 Zoning Amendment (09-07) Bylaw No. 4033, 2009 (1552, 1548 & 1544 Loran Drive) for third reading and adoption. 8.5 Zoning Amendment (09-08) Bylaw No. 4037, 2009 ( th Avenue) for third reading and adoption Zoning Amendment (09-09) Bylaw No. 4038, 2009 (820 Watson Crescent) for third reading and adoption. Page 2 of 293

3 REGULAR MEETING OF CITY COUNCIL MONDAY, OCTOBER 19, 2009 Page 9. MAYOR'S BUSINESS 10. DIARY 11. CONSENT CALENDAR Consent Calendar items to be received: 1. Report No. ADM from the Director of Corporate Administration (September 30, 2009) re: Items to be released from previous In-Camera minutes. 12. STRATEGIC PRIORITIES CHART Strategic Priorities Chart. 13. QUESTION AND ANSWER PERIOD 14. MEDIA QUESTION PERIOD 15. COMMITTEE OF THE WHOLE REPORTS (11:00 A.M.) Report from Sergeant Traichevich, Acting Detachment Commander Report from the Fire Chief Report from the Director of Corporate Administration Report from the Director of Corporate Excellence & Personnel Development Report from the Chief Financial Officer Report from the Director of Operations Report from the Director of Parks & Recreation. Page 3 of 293

4 REGULAR MEETING OF CITY COUNCIL MONDAY, OCTOBER 19, 2009 Page 15. COMMITTEE OF THE WHOLE REPORTS (11:00 A.M.) Report from the Director of Corporate Planning Report from the Airport Manager. 16. RECESS TO CLOSED MEETING 16.1 Resolution to move into the Meeting of Council Closed to the Public. Agenda Items 3.1 & Section 97 (1) (b) Minutes - as previously noted. Agenda Items 7.1 & Section 90 (1) (d) the security of the property of the municipality. Further, that Council authorize the following municipal staff to attend for all agenda items: Chief Administrative Officer, Jim Chute Deputy Chief Administrative Officer, Greg Dobrowolski Chief Financial Officer, Shelly Woolf Director of Corporate Administration, Brenda Ginter Chief Confidential Secretary, Tyra Henderson 17. RECONVENE OPEN PORTION OF THE MEETING TO ADJOURN Page 4 of 293

5 Item 3.1 MINUTES OF THE REGULAR MEETING OF CITY COUNCIL, City Hall, A Street, Dawson Creek, BC on MONDAY, OCTOBER 5, 2009 COUNCIL PRESENT Mayor Mike Bernier - Chair Councillor Marilyn Belak Councillor Theresa Gladue Councillor Terry McFadyen Councillor Bud Powell Councillor Cheryl Shuman STAFF PRESENT Jim Chute, Chief Administrative Officer Greg Dobrowolski, Deputy Chief Administrative Officer Shelly Woolf, Chief Financial Officer Brenda Ginter, Director of Corporate Administration Tyra Henderson, Recording Secretary Barry Reynard, Director of Parks & Recreation Emanuel Machado, Director of Planning Kevin Henderson, Director of Operations ABSENT Councillor Sue Kenny ALSO IN ATTENDANCE Andrew Bergland, Dawson Creek Daily News Matthew Bains, Northeast News Cindy Gabriel, Deborah Watts, Katherine Gilbertson, Ministry of Children & Families, Kelly Patterson, Axis Family Resources, Julie Mercereau, Aboriginal Family Resources, Item 6.1 Anne Haycock, Frank Breault, Lyle Braden & Marge Monlezun, Item 6.2 Margaret Sutton and Steve Pradolini, Item 6.3 Godwin Ungah, Mike Simpson, Item 6.4 Shane Carlson, Item 7.9 Call to order 1. Emergency Warming Shelter Farewell to Pouce Coupe Care Home celebration 1. CALL TO ORDER The Chair called the meeting to order at 8:36 am. 2. NEW AND COUNCILLOR BUSINESS 2.1 BELAK/SHUMAN, THAT the letter from the Dawson Creek Housing Response Network re: Warming Shelter proposal be received; further, that the City provide a letter of support for the project funding proposal to BC Housing. CARRIED 2.2 Councillor Belak reported that she attended the Farewell to Pouce Coupe Care Home celebration held at the Care Home, which was well attended by former staff, family members, and residents of Pouce Coupe. Councillor Belak further reported on her attendance at the Energy Conference. PRMA mtg 2. Peace River Basin Trust 2.3 Councillor Powell reported on his attendance at the Peace River Municipalities Association meeting in Hudson Hope where the creation of a Peace River Basin Trust was discussed. POWELL/SHUMAN, THAT the City of Dawson Creek send a letter of support to the Peace River Regional District regarding the creation of a Peace River Basin Trust task force. CARRIED Page 5 of 293

6 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 2 of 8 Councillor Shuman 2.4 Councillor Shuman reported on her participation in a Solar Energy webinar, the Peace River Municipalities Association meeting, the Energy Conference, and at the Union of British Columbia Municipalities Convention. Councillor Gladue 2.5 Councillor Gladue reported on her participation in the Seniors Park Opening, the Energy Conference, and the Union of British Columbia Municipalities Convention. Councillor Gladue advised that she has invited Carole James to attend the Louis Riel Day proclamation in Dawson Creek on November 16, Downtown Business Association 2.6 Councillor McFadyen reported on his attendance at two meetings of the Downtown Business Association. He advised that the association plans to meet alternate months to attempt to increase attendance. 3. Minutes of Sept.14/09 3. MINUTES 3.1 GLADUE/SHUMAN, THAT the Minutes of the Regular Meeting of City Council (September 14, 2009) be adopted. CARRIED 4. BUSINESS ARISING DC Industrial Steel 4.1 The Chief Administrative Officer advised that the properties formerly known as DC Industrial Steel are not in fact owned by Mr. Cottam, and will soon legally change hands to the neighbouring property owner, Mr. Ron Moch, Moch Electric. Implications for the tax sale will be reported by the Chief Financial Officer. 4. Police Records Information System fee change 5. Community Action for Seniors Independence Vary agenda 5. CORRESPONDENCE 5.1 BELAK/SHUMAN, THAT the letter from the Ministry of Public Safety and Solicitor General (September 22, 2009) re: User Fee for the Police Records Information Management Environment of BC (PRIME-BC) be received for information. In response to Councillor Belak, the Chief Administrative Officer advised that the change, which is an increase from $ per RCMP member to $1, per RCMP member will take effect January 1, 2010, the same time as the transfer of traffic fine revenue to the City is decreased. CARRIED 5.2 SHUMAN/MCFADYEN, THAT the letter from Dawn Lybarger CASI Project Coordinator (September 27, 2009) re: Community Action for Seniors Independence Community Meeting October 27, 2009 be received; further, that Councillor Shuman attend on behalf of the City. CARRIED Mayor Bernier varied the agenda to bring forward reports prior to scheduled delegations. Page 6 of 293

7 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 3 of 8 6. Council Mtg Schedule Referendum Transit service 8. City Recognition Awards Policy 9. Capital Budget Variance 10. Operational Budget Variance 7. REPORTS 7.1 SHUMAN/GLADUE, THAT Report No. ADM from the Director of Corporate Administration (September 21, 2009) re: 2010 Council Meeting Schedule be received; further, that the schedule be adopted and staff be directed to post the schedule on the city website and forward the information to local media. CARRIED 7.2 MCFADYEN/GLADUE, THAT Report No. ADM from the Director of Corporate Administration (September 23, 2009) re: Voting Day Transit Service be received; further, that Council approve the provision of free transit on November 21, CARRIED 7.3 SHUMAN/GLADUE, THAT Report No. ADM from the Director of Corporate Administration (September 30, 2009) re: City Recognition Awards Policy be received; further, that the policy be approved as amended to remove any reference to the Legacy Wall of Recognition. CARRIED 7.4 SHUMAN/POWELL, THAT Report No. ADM from the Chief Financial Officer (September 20, 2009) re: August 31, 2009 Capital Budget Variance Report be received for information. CARRIED 7.5 GLADUE/SHUMAN, THAT Report No. ADM from the Chief Financial Officer (September 20, 2009) re: August 31, 2009 Operational Budget Variance be received for information. CARRIED 11. Gaming Report 7.6 SHUMAN/GLADUE, THAT Report No. ADM from the Chief Financial Officer (September 20, 2009) re: Gaming Report - September 30, 2009 be received and approved as presented. CARRIED 12. Tax Sale 7.7 The Chief Financial Officer advised that the tax sale will now result in 5 properties coming to the City as opposed to the 11 noted in the report. Vary agenda Foster Family Month Proclamation BELAK/SHUMAN, THAT Report No. TX from the Chief Financial Officer (September 28, 2009) re: 2009 Tax Sale be received for information. CARRIED Mayor Bernier varied the agenda to deal with scheduled delegations at 9:00 am 6. DELEGATIONS (9:00 A.M.) 6.1 Cindy Gabriel, Ministry of Children & Family Development, and delegation attended to assist Mayor Bernier proclaim October as Foster Family Month in Dawson Creek. Ms. Gabriel advised that approximately thirty families are currently identified as foster families in the region with approximately fifty children in care at the present time. She noted that the Ministry is always willing to welcome new families into the system and that a dinner is scheduled for October 16, 2009 for current foster families in the region to thank them for opening their hearts and homes to children in need. Page 7 of 293

8 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 4 of 8 St. Emile s Cemetery update 6.2 Frank Breault, Marg Monlezun, St. Emile Cemetery Committee members, attended to report on restoration work at the St. Emile Cemetery outside of the City. Mr. Breault provided a history of the cemetery, circulated a scrapbook of photos of the site, and highlighted the ongoing work of the committee at the Cemetery. A financial statement of the group was also submitted for information. Mr. Breault noted that the committee has requested in the past and would continue to seek a heritage designation from the City of Dawson Creek Heritage Committee (as provincial or federal designation is very unlikely). Some lenience may be afforded by the Ministry of Transportation to install signage on the highway identifying the access to the site. Councillor Powell advised Mr. Breault that he would ask the Council & Community Liaison to hold a Heritage Commission meeting and invite the Cemetery Committee to attend regarding the heritage designation. Mr. Breault noted that further investigation is required into the ground disturbance at the SE corner of the cemetery to conclusively determine the existence of grave sites there or not, as well as additional research at McLennan into burial records. The delegation concluded at 9:35 am. Vital Information Program rqst for assistance 6.3 Margaret Sutton and Steve Pradolini attended Council to propose a Vital Information Program in Dawson Creek. Ms. Sutton noted that the program in Burnaby is operated by the Fire Association and financially backed by various community businesses. She advised that funding for 300 kits has already been obtained, with additional funding required to expand the program to all households in the community. Ms. Sutton stated that the kits cost approximately $1.12 per kit, absent any donated items. Mayor Bernier thanked the delegation for the information and recommended that a grant application be completed on behalf of the program. Recess Reconvene Energetic Olympics One Sky Resume agenda RECESS Mayor Bernier declared a recess at 9:45 am. RECONVENE Mayor Bernier reconvened the meeting at 9:50 am. 6.4 Mike Simpson, One Sky, congratulated the City of Dawson Creek on its silver finish in the Energetic Olympics event and presented a cheque in the amount of $ for 2010 Earth Day Celebrations. Mr. Godwin Ungah, Council for Renewable Energy in Nigeria, addressed Council regarding the situation in his home country of Nigeria and encouraged the City and residents to continue their efforts toward sustainable living. Mayor Bernier resumed the regular agenda at Item 7.8 at 10:10 am Page 8 of 293

9 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 5 of Ave & Ravine Drive repair tender 7.8 SHUMAN/BELAK, THAT Report No. ADM from the Director of Operations (September 30, 2009) re: Invitation to Tender - 92nd Avenue Drainage be received; further, that Council authorize staff to proceed to hire Brocor Construction to complete the required repairs at 92 Avenue and Ravine Drive in the bid amount of $509, excluding GST. 14. SN Carlson Trucking Rqst to connect to raw water line 15. Bylaw 4025 referred In response to Councillor Belak, the Chief Administrative Officer advised that the repairs will handle the current level of run off water until such time as future development occurs north of the area, when measures will be taken to capture groundwater on site to prevent additional stress on the culvert and ravine. Mayor Bernier thanked the provincial and federal governments for the Building Canada funding which will allow the project to move forward this construction season. CARRIED 7.9 BELAK/SHUMAN, THAT Report No. ADM from the Director of Operations (September 30, 2009) re: Request from S.N. Carlson Trucking Ltd. for Connection to Raw Water be received; further, Council approve the request from S.N. Carlson Trucking Ltd. for a connection to the raw water line at Road (Lot A, Section 14, Township 78, Range 17, Plan 34463); further, that staff be directed to prepare the appropriate raw water agreement with a maximum 2 year term and a stipulation that if the effluent reuse station is operational prior to the 2 years, that S.N. Trucking Ltd. must decommission the raw water service and begin using the treated effluent that is provided. CARRIED 8. BYLAWS 8.1 SHUMAN/GLADUE, THAT Remedial Action Requirement Bylaw No. 4025, 2009 ( th Avenue) be referred to the October 19 th Regular Meeting of Council. CARRIED 16. Bylaw POWELL/SHUMAN, THAT Land Sale Bylaw ( BC Ltd. - Mission Ventures) No. 4028, 2009 (1544, 1548 & 1552 Loran Drive) be adopted. CARRIED 17. Bylaw SHUMAN/BELAK, THAT Cemetery Bylaw No. 4031, 2009 be adopted. CARRIED 18. Bylaw BELAK/GLADUE, THAT Report No. TX from the Chief Financial Officer (September 24, 2009) re: Permissive Tax Exemption Bylaw No be received; further, Permissive Tax Exemption Bylaw No. 4036, 2009 be given first three readings. CARRIED The Chief Administrative Officer advised that a request for tax exemption has been received from an additional group not named in the bylaw. The group has been advised that the request was received too late to be included in this year s bylaw Page 9 of 293

10 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 6 of Bylaw BELAK/GLADUE, THAT Report No. ADM from the Director of Corporate Planning (September 28, 2009) re: Zoning Amendment (09-09) Bylaw No. 4038, 2009 (820 Watson Crescent) be received; further, that Zoning Amendment (09-09) Bylaw No. 4038, 2009 be given first two readings and staff be directed to proceed with the required public notification procedures. CARRIED 20. Bylaw SHUMAN/BELAK, THAT Report No. ADM from the Director of Corporate Planning (September 28, 2009) re: Zoning Amendment (09-08) Bylaw No. 4037, 2009 ( th Avenue) be received; further, that Zoning Amendment (09-08) Bylaw No. 4037, 2009 be given first two readings and staff be directed to proceed with the required public notification procedures. CARRIED 21. Bylaw BELAK/GLADUE, THAT Report No. ADM from the Director of Corporate Administration (September 30, 2009) re: Waste Collection and Disposal Regulation Bylaw be received; further that first three readings of Waste Collection and Disposal Regulation Bylaw No. 4030, 2009 be rescinded; and further, that Waste Collection and Disposal Regulation Bylaw No. 4035, 2009 be given first three readings. In response to Councillor Belak, the Chief Financial Officer advised that Bylaw 4030 was an amending bylaw to an outdated garbage collection bylaw (which included commercial pickup) whereas Bylaw 4035 is a completely new bylaw which was simplified as much as possible to capture the current situation, prohibits the disposal of recyclable materials, and lowers the maximum limit from 3 to 2 containers. CARRIED 9. MAYOR S BUSINESS Mayor Bernier update 9.1 Mayor Bernier reported on the successful Energy Conference, the Union of British Columbia Municipalities conference, and the Building Canada Grant for repairs at Ravine Drive. He congratulated neighbouring communities on their successful grant applications, particularly Fort Nelson who can now move forward with replacement of their recreation facility. 22. Trade Mission to China cancelled UBCM lifetime members 9.2 BERNIER/GLADUE, THAT the motion to authorize Mayor Bernier s participation in the Trade Mission to China be rescinded. CARRIED 9.3 Mayor Bernier joined Councillor Gladue on congratulating Minister Lekstrom and Minister Krueger on being named lifetime members of the Union of British Columbia Municipalities in recognition of their roles as Minister of Community and Rural Development, a post currently held by Minister Bill Bennett. Page 10 of 293

11 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 7 of SPOC Jr Canucks Memorial Arena Oct 9 th Diary 24. Consent calendar items 9.4 SHUMAN/MCFADYEN, THAT the City approve a Special Occasion Permit for the Junior Canucks in the Alumni Room at Memorial Arena on Friday, October 9, 2009 from 6:00 9:00 pm. CARRIED 10. DIARY The Chief Administrative Officer advised that no new information is available to report on Diary items. 11. CONSENT CALENDAR 11.1 GLADUE/POWELL, THAT the following Consent Calendar items be received: 1. Report No. ADM from the Director of Corporate Administration (August 24, 2009) re: Items to be released from previous In-Camera minutes. 2. Letter from the District of Tumbler Ridge (September 9, 2009) re: North Central Municipal Officer's Association sponsorship thank you. 3. Letter from the Ministry of Children and Family Development (September 21, 2009) re: Foster Family Month. CARRIED Strategic Priorities Chart 12. STRATEGIC PRIORITIES CHART The Chief Administrative Officer advised that the Lakota Agriplex Business Plan, the acquisition of the School District building housing KPAC, and the water strategy are all soon to be concluded items on the strategic priorities chart. 13. QUESTION & ANSWER PERIOD Water Strategy MP Historical Narrative 14. COMMITTEE OF THE WHOLE 14.1 Council discussed the information provided in the Water Strategy update report (Report No. ADM from the Director of Operations (August 25, 2009) re: Water Strategy Update). The Director of Operations noted that the recently hired Watershed Steward will be introduced at the next Committee of the Whole session. It was noted that excellent information and plans are available for watershed protection and improvement of the source as well as the treatment and distribution of water, and can now be actioned with the new position. Community perception of the value of water will also be impacted Report No. ADM from the Chief Administrative Officer (August 14, 2009) re: South Peace Community Multiplex Historical Narrative. Mayor Bernier noted that since the Narrative document has been provided to the public, the overwhelming majority of comments he has heard have been in appreciation of the information finally becoming available to the public. Councillor Belak stated her appreciation for the document and how it confirmed her recollection of the events as they occurred. Page 11 of 293

12 Item 3.1 Minutes of the Regular Meeting of City Council October 5, 2009 Page 8 of 8 DC Industrial Steel 25. Authorization to move into Closed Mtg. 15. MEDIA QUESTION PERIOD 15.1 In response to Mr. Bergland, the Chief Administrative Officer advised that the mortgage holder of the property at th Avenue had the right to sell the property to Mr. Moch with no consideration given to Mr. Cottam. Further in response to Mr. Bergland, Mayor Bernier advised that Council has not rescinded first three readings of the remediation bylaw at this time. 16. RECESS TO CLOSED BELAK/POWELL, THAT Council move into the Closed portion of the meeting at 11:05 PM as follows: Agenda Item 2.1 & Section 90 (1) (k) Negotiations and related discussions respecting the proposed provision of a municipal service. Agenda Item 3.1 & Section 97 (1) (b) Minutes - as previously noted. Agenda Item Section 90 (1) (d) the security of the property of the municipality. Agenda Item Section 90 (1) (e) the acquisition, disposition or expropriation of land or improvements. Agenda Item Section 90 (1) (d) the security of the property of the municipality. Further, that Council authorize the following municipal staff to attend for all agenda items: Chief Administrative Officer, Jim Chute Deputy Chief Administrative Officer, Greg Dobrowolski Chief Financial Officer, Shelly Woolf Director of Corporate Administration, Brenda Ginter Chief Confidential Secretary, Tyra Henderson Reconvene to open to adjourn And further, that Kevin Henderson, Director of Operations, and John Weninger, Urban Systems, be authorized to attend for Item 2.1 and that Dave Morris and Jan Enns be authorized to attend for Item 2.2 CARRIED 17. RECONVENE OPEN PORTION OF THE MEETING TO ADJOURN 17.1 GLADUE/MCFADYEN, THAT the meeting be reconvened open to the public for the purpose of adjournment at 12:30 pm. CARRIED CERTIFIED A TRUE AND CORRECT COPY OF THE MINUTES OF THE REGULAR MEETING OF COUNCIL HELD MONDAY, OCTOBER 5, Mayor Mike Bernier Chair BRENDA GINTER DIRECTOR OF CORPORATE ADMINISTRATION Brenda Ginter Director of Corporate Administration Page 12 of 293

13 Item 5.1 Rotary Clubs of Dawson Creek To: Mayor Bernier City of Dawson Creek Dear Mike; The Rotary Clubs of Dawson Creek are preparing for their 7 th Annual Community Christmas Dinner and are in need of some assistance from our City. As you know, our Clubs host an annual Christmas Dinner complete with all the trimmings, decorations, music and even a special visitor to bring Joy in the holiday season to those less fortunate in our community. This year our Christmas Dinner is scheduled for Sunday December 13, 2009 and we will be issuing invitations to 300 guests through the various social service networks in our City. The dinner will be hosted at Notre Dame Hall and will be prepared and served by our Rotary Families. Last year, we ran into some difficulty as the weather was extremely cold. Many families were unable to attend, and those that did attend, walked the distance to be able to provide their family with this treat, at the risk of frostbite and extreme cold. This year we are asking the City to provide bus service to and from this event at no cost to the riders. Perhaps pick up and drop off services could be at local public schools or similar spots easily accessible to families. Our doors will be open at 4:30pm and families are usually gone by 8:30pm. We can certainly have set times for pickup and drop off. Please consider this request and help the Rotary Clubs of Dawson Creek fulfill their goal of providing a safe, family Christmas dinner to those in need in our community. Please contact me if you require further information about this project. Yours in Rotary, Sally Schilds sschilds@telus.net Page 13 of 293

14 Item 6.1 WHEREAS, the generation of solid waste and the needless waste of water and energy resources are recognized as global environmental problems, AND WHEREAS, municipal governments have an important role to play in promoting waste reduction, reuse, recycling, composting and other conservation measures, AND WHEREAS, communities, businesses and organizations across Canada have committed to working together to raise awareness of these issues during Waste Reduction Week in Canada. NOW THEREFORE, I do hereby proclaim the week of October 19 th 25 th as Waste Reduction Week in Dawson Creek Mayor Page 14 of 293

15 Item 6.2 WHEREAS, the Dawson Creek Society for Community Living, Independence Networking Services, and the South Peace Community Resources Society are well established providers of community living opportunities for people with disabilities; AND WHEREAS, the community living movement is intended to promote the principle that individuals with disabilities have the same rights and privileges as other citizens; AND WHEREAS, it is our duty to assist these individuals in understanding what is involved in exercising their rights and actively promoting them; NOW THEREFORE, I do hereby proclaim the month of October as COMMUNITY LIVING MONTH in Dawson Creek Mayor Page 15 of 293

16 Item 7.1 REPORT TO COUNCIL Date: October 19, 2009 From: Dustin Bodnaryk, Tourism Development Coordinator, Tourism Dawson Creek Re: Adoption of Community Tourism Plan Purpose The City of Dawson Creek is respectfully requested to adopt the Tourism Plan as presented. This plan has already been approved by the Dawson Creek/Pouce Coupe stakeholder working group and by Tourism British Columbia. Summary This tourism plan has been created through the Community Tourism Foundations program. This document provides direction to improve the tourism economy in the Dawson Creek and Pouce Coupe area through consultation with tourism stakeholders. It includes an overview of the aspects of tourism development to ensure the long-term success of the area as it moves forward with destination development. It also outlines a proposed approach to implementation that includes capacity building for tourism development. A Situation Analysis was produced to set the strategic direction for this plan. It is essential the reader refer to that document to understand the context of the tourism plan. It is intended to be a resource document for all tourism stakeholders in the Dawson Creek / Pouce Coupe area. Refer to the Tourism Dawson Creek website at: It is the recommendation of Tourism British Columbia, that the Tourism Plan Background Tourism BC recommended that Pouce Coupe and Dawson Creek submit a joint Expression of Interest (EOI) for the Community Tourism Foundations Program. It was viewed that a collaborative process would foster the development of tourism programs and a tourism experience which would then be supported by the strengths of both communities. Tourism British Columbia approved the Expression of Interest (EOI) on August 6, There were a total of three stakeholders meeting beginning in November, 2008 and concluding with the Tourism Plan presentation in June A total of 36 key tourism champions in both communities participated in this important process. The Community Tourism Foundations program is designed for communities who are interested in increasing the potential of tourism and offers a range of tools, proven resources and customized destination development assistance. Because it takes a step-by-step approach, the program has accommodated the needs of both communities that are at different stages of the tourism development process. A number of factors are determined in the initial assessment phase of the program: how well the community in question understands the value of tourism, its specific development needs, and how and where program resources can best be applied. In the Page 16 of 293

17 Item 7.1 planning phase, development activities might include developing long-term strategies by participating in tourism research projects, conducting SWOT analyses, or examining community tourism organizational structures. The implementation phase can include such things as assistance with partnership development and designing visitor service programs. The Community Tourism Foundations Program and is a pre-requisite to the following stages that include the Community Tourism Foundations Marketing Program and a separate but related program, the Tourism Partners Program which gives local operators the chance to reach a wider audience by allowing them to participate in sophisticated, Tourism BC-branded, cooperative marketing campaigns managed by their Regional Destination Marketing Organization (RDMO). Sustainable Dawson Creek Tourism Development Plan This plan is a refinement of the existing plan and will be known as Sustainable Dawson Creek Tourism Development Plan , This process has created an industry developed community tourism vision which states: The tourism industry in the City of Dawson Creek will be a catalyst for economic sustainability while increasing the social, environmental and cultural awareness and elevation the quality of life for residents while providing a world class visitor experience to our visitors. This Tourism Plan document provides a detailed overview of the development and marketing goals and objectives within Dawson Creek and assists in directing Tourism Dawson Creek (DMO), the City of Dawson Creek and stakeholders. The plan outlines seven strategic areas: Management and Planning; Information Management and Research; Communications; Destination Development (Infrastructure & Services); Product Development; Business & Marketing & Visitor Services. During the process tourism stakeholders wanted to ensure that in order for the tourism industry to remain viable in Dawson Creek that steps needed to be created in order to sustain the industry while aligning sustainable best practices and policy into the everyday decision making of the lead agency for tourism in the community. Tourism Dawson Creek took this step in hosting a workshop in March 2009 promoting Green Best Practices for Tourism Businesses. Pillars of Sustainable Tourism Environmental Social Economic Cultural The following goals and objectives are intended to be included in a dedicated tourism section for the next update of the City of Dawson Creek Official Community Plan. Tourism Goals 1) Management and Planning, Information Management and Research and Communications: To sustain an effective tourism management function to ensure leadership, organizational capacity, adequate funding, research-based planning and open communications that support tourism stakeholders and the community in achieving the vision for tourism while integrating sustainability into every day decision making; Page 17 of 293

18 Item 7.1 2) Destination Development: To deliver a quality visitor experience by enhancing destination development and appeal for visitors through attracting infrastructure investments from local, regional, provincial, national and private sources while integrating sustainability into everyday decision making; 3) Product Development: To diversify the local economy through strategic expansion of the tourism industry as a way of expanding the tax base, and increasing jobs and income available to residents while balancing community values while integrating sustainability into everyday decision making; 4) Business and Industry Development: As an integral element of industry growth, to foster business and industry development that complements and strengthens products and attractions of most appeal to visitor markets and cultivates a welcoming community while integrating sustainability into everyday decision making; 5) Marketing: To encourage tourism operators to consistently and strategically market the area to target markets by working cooperatively and in collaboration with community stakeholders to leverage resources wherever possible in the community while integrating sustainability into every day decision making; 6) Visitor Services: To maintain the visitor services programming to integrate with increase with increased tourism activity, providing a seamless experience for the visitor; 7) Visitor Experience: To develop a strategy that focuses on providing exceptional experiences and excellent value to extend the stay and increase visitation and recommendations that will position Dawson Creek as a preferred destination. The strategy will address the pre, core, and post visitor experience and will guide tourism stakeholders in the delivery of an exceptional and consistent message while integrating sustainability into every day decision making. Tourism Dawson Creek Tourism Dawson Creek (TDC) is the recognized destination management organization (DMO) for the City of Dawson Creek with the emphasis on development and management of the tourism industry. Vision Statement That Tourism Dawson Creek be recognized as a provincial leader and innovator in destination development and marketing while leading the City of Dawson Creek towards sustainable economic growth utilizing the tourism industry. Mission: To facilitate and coordinate sustainable development and promotion of the tourism industry with the City of Dawson Creek for the benefit of the community by creating year-round, memorable visitor experience through the effective Management and Planning; Information Management and Research; Communications; Destination Development; Product Development; Business and Industry Development; Marketing; and Visitor Services. Page 18 of 293

19 Item 7.1 Operating Principle s Tourism Dawson Creek will operate on the following principles: An advocate for industry standards and professionalism Entrepreneurial, creative Research based and industry driven Passionate about customer service, satisfaction, and loyalty Inclusive and innovative Integrating sustainability into everyday decision making Page 19 of 293

20 Item 7.1 TOURISM PLAN DAWSON CREEK AND POUCE COUPE, BC JULY 06, 2009 Contacts: Tourism BC Representatives: April Moi Northern BC Tourism Region Caterina Papadakos Tourism BC (604) Tourism BC Facilitator: Simone Carlysle-Smith (604) Page 20 of 293

21 Item 7.1 Table of Contents 1 Introduction Background Description of the Community Tourism Foundations Program Methodology Situation Analysis Overview Study Area Strengths and Assets Weaknesses and Challenges Opportunities Implications for Development Planning Requirements Industry Composition Product / Market Match Dawson Creek Pouce Coupe Major Events Visitor Types Target Markets Destination Assessment Plan Direction and Planning for Implementation Key Assumptions Community Tourism Management Roles for Dawson Creek and Pouce Coupe Tourism Management Management Pouce Coupe Management Dawson Creek Tourism Partnerships Tourism Advisory Committee (TAC) Pouce Coupe and Dawson Creek Community Tourism Funding Pouce Coupe Dawson Creek Village of Pouce Coupe Tourism Plan Vision Statements Community Vision Statement Village of Pouce Coupe Tourism Vision Statement for Village of Pouce Coupe Goals and Objectives Tourism Goals Page 21 of 293

22 Item Tourism Objectives Planning for Implementation Tourism Planning and Management Destination and Market Development Tourism Infrastructure & Development Product Development Information Management and Research Business and Industry Development Market Position and Targets Marketing Partnerships Branding and Positioning Promotional Tools & Materials Integrated Promotional Mix Visitor Services Plan Tracking Monitoring and Evaluation Communications and Community Engagement for Pouce Coupe Action Plan Priorities for Pouce Coupe Sustainable Dawson Creek Tourism Development Plan Introduction Vision Statements Community Vision Statement Proposed Community Tourism Vision Statement Vision and Mission Statements for Tourism Dawson Creek EnCana Event Centre Vision and Mission Statement Tourism Dawson Creek Goals and Objectives Management, Planning and Planning for Implementation Plan Tracking / Monitoring and Evaluation Information Management and Research Communications and Industry Engagement Destination and Market Development Tourism Infrastructure & Development Product Development Business and Industry Development Target Markets Visitor Types Target Markets Marketing Partnerships and Programs Branding and Positioning Promotional Tools & Materials Integrated Promotional Mix Page 22 of 293

23 Item Visitor Services Action Plan Priorities Appendices Appendix A: Summary Vision and Goals Village of Pouce Coupe Tourism Plan Appendix B: Summary Vision and Goals Tourism Dawson Creek Tourism Plan Appendix C: Tourism Annual Planning Cycle Appendix D: Tourism Budget Template Appendix E: Additional Hotel Room Tax Information Appendix F: Tourism Dawson Creek Online Resource Centre Content Appendix G: Tourism BC Export Ready Criteria Appendix H: Draft Dawson Creek Tourism Media Profile Appendix I: Website Industry Best Practices Appendix J: Situation Analysis and Tourism Plan Contacts Page 23 of 293

24 Item I NTRODUCTION 1.1 Background This tourism plan has been created through the Community Tourism Foundations program. This document provides direction to improve the tourism economy in the Dawson Creek and Pouce Coupe area through consultation with tourism stakeholders. It includes an overview of the aspects of tourism development to ensure the long-term success of the area as it moves forward with destination development. It also outlines a proposed approach to implementation that includes capacity building for tourism development. A Situation Analysis was produced to set the strategic direction for this plan. It is essential the reader refer to that document to understand the context of the tourism plan. It is intended to be a resource document for all tourism stakeholders in the Dawson Creek / Pouce Coupe area. Refer to the Tourism Dawson Creek website at: Description of the Community Tourism Foundations Program The Community Tourism Foundations program is designed for communities just starting out in the business of tourism. It offers a range of tools, proven resources and customized destination development assistance. Its step-by-step approach can accommodate the needs of communities at different stages of the tourism development process. The full planning cycle is engaged, beginning with an initial assessment phase, followed by a market, product and destination analysis and a subsequent strategic planning phase. Tourism BC s Community Tourism Opportunities 1 program may provide funding support for the tourism plan implementation assessed on a project-by-project basis administered by the Regional Destination Marketing Organization (RDMO), Northern BC Tourism (NBCT). A separate but related program, the Tourism Partners Program, provides local operators the opportunity to reach a wider audience by participating in sophisticated, Tourism BC-branded, cooperative marketing campaigns also administrated by Northern BC Tourism. 1.3 Methodology The content of this report was based primarily on a literature review, including web-based resources as well as tourism trend and market research provided by Tourism BC. This was supplemented by an initial meeting of stakeholders on November 06, 2008, with follow-up stakeholder interviews and a planning workshop held April 15, Tourism Dawson Creek supplied an inventory of tourism businesses and features to support the Situation Analysis and the Tourism Plan direction. Market and visitor trends in the local, provincial and national economies were analyzed in the Situation Analysis. All supporting documents can be found online at: aspx Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 1 Page 24 of 293

25 Item S ITUATION A NALYSIS O VERVIEW 2.1 Study Area Recognizing that visitors do not distinguish a destination by political boundaries, but rather the attraction base of the area, the tourism marketing boundaries may differ from the political boundaries. The study area for the purposes of tourism planning is the City of Dawson Creek and the Village of Pouce Coupe located on the northeast corner of British Columbia in the centre of the Peace Region. Incorporated in 1936, Dawson Creek has a total land area of square km. Incorporated in 1932, Pouce Coupe has a total land area of 2.06 square km. Both are in the Peace River Regional District. Dawson Creek is the point of origin of the historic Alaska Highway, which stretches 2,400 km north to Fairbanks in Alaska. Dawson Creek by highway is 41 miles (65 km) southeast of Fort St. John, 258 miles (412 km) northeast of Prince George, 717 miles (1,198 km) north of Vancouver, and 78 miles (125 km) west of Grande Prairie, Alberta. Population 11,615. Pouce Coupe is located 10 km southeast of Dawson Creek on Highway 2 approximately 35 km from the Alberta border. Population is under 1,000. Refer to the Official Community Plans for more information. 2.2 Strengths and Assets Alaska Highway Community Initiative Built attraction base is growing and plans have been developed Central visitation point for the majority of visitors travelling through and to the area Dawson Creek is easily accessible from every direction during summer and winter due to its location at the crossroads of several major highway systems including Highway 97 South to Prince George and Vancouver (the Hart Highway); Highway 97 North to the Yukon and Alaska (the Alaska Highway); Highway 49 East to the Alberta Peace; and Highway 2 South to Grande Prairie and Edmonton. Desire to formally establish a Tourism Advisory Committee General roadways are in good condition Good planning for attractions development Good programming for tourism through the BC Government and new announcements for a national tourism strategy Good visitor research studies Known Alaska route (320,000 visitors drive the route annually; 2012 is the 70th anniversary of the construction of the Alaska Highway) Local government support for tourism Located directly on the highway Mile 0 of the Alaska Highway Proven track record for successfully hosting the 1998 and 2005 Northern BC Winter Games, supported by economic impact studies Proximity to Alberta Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 2 Page 25 of 293

26 Item 7.1 Proximity to Chetwynd, Tumbler Ridge, Pouce Coupe, Taylor, Hudson s Hope and Fort St. John (all within 1-hour to 2-hour travel time) Record room occupancy due to the oil and gas sector Recreation, sports and entertainment complex South Peace Community Multiplex and potential for convention centre Scheduled air service and airport in close proximity to the community Second busiest visitor centre in Northern British Columbia; visitor numbers down from peak period Service centre for tourists (leisure and business travellers) Sport facilities Steady stream of Alaska-bound visitors are already intending to come to the area Sustainability identified as a strategic direction for the City and Dawson Creek and Tourism Dawson Creek The Circle Tour of Northern British Columbia incorporates the Alaska Highway through the Rocky Mountain foothills to Watson Lake in the Yukon, linking with the Stewart/Cassiar Highway and Yellowhead Highway 16 in the south. The Inside Passage Tour and the Native Heritage Tour follow the same route, from Port Hardy on Vancouver Island north by ferry to Prince Rupert. Visitors catch another ferry to the Queen Charlotte Islands, or venture east on the Yellowhead Highway to Prince George, and south through the peaceful Cariboo to Vancouver along the historic Cariboo Wagon Road. Tourism Dawson Creek lead tourism organization Tourism Opportunity Study/Regional Tourism Assessment: The major strengths of the study area are its diverse natural attributes, a full range of experiences from the scenic alpine to prairie lands, abundant wildlife and ability to deliver on the wilderness experience and quality heritage resources. Value of the traditional summer tourism cycle, which spans from May to September in Dawson Creek, is approximately $15.3 million. Very good Official Community Plan references and commitment from the City of Dawson Creek Key visitor types for Dawson Creek and the Pouce Coupe area are primarily leisure travellers, Free Independent Travellers (FIT) and groups via RV Caravans touring (en route to Alaska or other destinations) and special interests in events. Famous for Mile 0 of the Alaska Highway, the area attracts leisure visitors for day trips and overnight stays for tourists in transit en route to Alaska and regional markets for organized sports, recreation, entertainment, reunions, weddings. Business travel includes workers for the oil, gas and coal sectors and government employees for meetings. Traditional summer peak season has occupancy availability in fixedroof accommodations as Alaska-bound visitors typically travel in RVs and off-season fixedroof accommodators fill with business travel (workers for oil, gas, etc.). Market origin includes: Regional BC and Alberta, Canada other, US, Europe, Asia/Pacific. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 3 Page 26 of 293

27 Item Weaknesses and Challenges Ambitious plans for attraction development, downtown, tourism infrastructure and potential for a conference centre require additional resources, both financial and human Annual statistics report required that summarizes trend analysis for annual review and strategic planning Communication materials require integrated targeted website content sections and print materials for each visitor type and stage in the purchase cycle; some refinement is required working from the current base. Dated Economic Development Plan (Dawson Creek) but update set for 2009 Dated Official Community Plan (Pouce Coupe) but update set for 2010 Global economic downturn will have direct and indirect effects on tourism travel, e.g. Caravan tours are in decline and initial indicators for 2009 are a sharp decrease Lack of appreciation for the value of tourism Pouce Coupe accommodation options are limited and the life cycle of the properties are either in the maturity or decline stage There are few tourism operators in Pouce Coupe and the accommodation sector is occupied by long-term rentals and industry Tourism Opportunity Study/Regional Tourism Assessment: Weaknesses include distance from markets, poor road conditions, infrastructure gaps, lack of interpretative facilities and a lack of community cooperation on key product development such as circuit tours. While a cross-section of community stakeholders has been involved in many workshops over the years, there is not the level of community engagement desired While increased accommodation options are available in Dawson Creek, the record level occupancy is due to the oil and gas sector. Although event and convention markets would utilize fixed-roof accommodation, RVs and Caravans will utilize the RV park. Written annual action plan required that summarizes key focus of effort for each year (support process with planning matrix) 2.4 Opportunities Event development For Northern BC communities in close proximity to major highways leading north to the Yukon and Alaska, RVers constitute a significant market segment Given the current economic climate, camping and RV markets are expected to increase as people will still travel but will spend less Increase capture ratio of drive-by traffic en route to other destinations Increased community awareness and engagement was identified as an opportunity to create momentum within the community. Enhancements to the existing communications strategy may support greater community engagement. Integrated sport and event plan Partnerships between Dawson Creek and Pouce Coupe Small meetings and conferences develop a conference plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 4 Page 27 of 293

28 Item 7.1 Sport Tourism Tourism currently contributes approximately 5% to the local economy, which could increase with additional resources Tourism Opportunity Study/Regional Tourism Assessment: Opportunities for tourism development in the study area are good. Lodges, huts, river/lake, trail products and winter products all have potential to expand. The main challenges to tourism and economic development will continue to be the lack of infrastructure, services and access to financing, both for communities and for businesses. Tourism Revenue from the Additional Hotel Room Tax could yield between $250,000 and $330,000 annually for incremental tourism initiatives Target Markets: For Alaska-bound travellers, targets include US, Canada, Europe and Asia/Pacific. For the event mix of conventions, travel shows, consumer shows, family shows and concerts, key targets include the Peace Region, which is a large geographic area with unique topography. The overall population is approximately 221,465 disbursed over vast landscape that is roughly the size of California and is largely comprised of agricultural and forested lands. Major communities by radius and population: o 150 km radius of Dawson Creek, population 133,295: Dawson Creek, Fort St. John, Tumbler Ridge, Chetwynd, Pouce Coupe, Taylor, Grande Prairie, Spirit River, Rycroft, Wembley, Sexsmith (included are portions of Counties, Municipal Districts and Regional Districts) o 200 km radius of Dawson Creek, population 7,010: Hudson s Hope, Mackenzie, Grimshaw, Valleyview (included are portions of Counties, Municipal Districts, and Regional Districts) o km radius of Dawson Creek, population 81,160: Fort Nelson, Peace River, Fox Creek, High Level, Grande Cache (included are portions of Counties, Municipal Districts and Regional Districts) 2.5 Implications for Development British Columbia, with its spectacular scenery and remote but accessible areas, provides great opportunity for product and market development capitalizing on current trends, however, each community within the regions will require a strategy to differentiate and brand itself within this broader context. By creating a tourism plan for Pouce Coupe and refining the existing plan for Tourism Dawson Creek, all aspects of community tourism development will be addressed with varying degrees of detail. The plans will cross-reference each other where partnerships are identified. Canadian and American travellers present the largest potential volume of visitors to BC communities with regional markets being a key focus for the event product in the area and long-haul travellers bound for Alaska. Economic outlook is not favourable in the short term, however, early indicators are that people will continue to travel closer to home and for less cost, resulting in camping and RV markets anticipated to increase. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 5 Page 28 of 293

29 Item 7.1 Implementation of existing plans requires additional resources and community engagement at all levels in order to achieve goals and objectives. Pouce Coupe is in the initial stage of the tourism destination life cycle (vision and planning); by contrast, Dawson Creek is in the growth stage (product development). For Pouce Coupe, resources are limited in terms of human and financial capacity, with $35,000 for economic development and $21,000 tourism funding. In contrast, Tourism Dawson Creek has $390,000 in base funding, plus grants. Pouce Coupe provides limited visitor amenities and one major annual event; by contrast, Dawson Creek has developed attractions to appeal to tourists in transit en route to Alaska and aspires to increase the capture ratio with new product and services. The recently opened South Peace Community Multiplex provides opportunities to expand the event, meeting and small conventions markets; sport facilities provide opportunities for increased sport tourism; and the demand for fixed-roof accommodation by industry currently supplies a stable occupancy. The convention facility is not completed and requires a plan. The US market is expected to continue to be an important international market but the number of visitors is not expected to grow in the short term, with challenges such as new passport requirements, and border and security issues. Leisure travel in Canada and the US makes up a larger number of trips, and is growing faster than business travel. Baby boomers continue to be the largest demographic segment, with the baby/bust/generation X the second-largest segment that is seeing the highest growth rates. Having an Internet presence is important as the majority of American and Canadian travellers use the Internet for vacation planning and about half book online. While there are opportunities for both communities to partner on initiatives, the difference in destination life cycle and resources must be taken into account. While Pouce Coupe and Dawson Creek are within the same geographic area, they are at different stages of development, therefore they will evolve differently while still having opportunities to work together. 2.6 Planning Requirements Create the initial tourism plan for Pouce Coupe and supply a revised tourism plan for Dawson Creek. Identify best practices for core programming: communications, product and industry development, marketing, visitor services, research and resource library. Identify issues and challenges for existing plans to move forward with implementation for Dawson Creek. Recommend an enhanced tracking and evaluation process that relates to each objective and strategy within the plan. 2.7 Industry Composition An inventory of tourism businesses and features was compiled by Tourism Dawson Creek. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 6 Page 29 of 293

30 Item 7.1 The Dawson Creek area has fourteen B&B/Cabins for a total of 29 units and 835 units. There are eleven RV Park/campsite facilities for a total of 492. Pouce Coupe has one RV/campsite at the regional park and three accommodation properties (two motels and one small vintage hotel.) There is a mix of food and beverage service in Dawson Creek including Asian Cuisine, Fast Food, Pizza, Soup/Sandwich, Pubs/Lounge/Bars, Family Restaurants and Steak/Seafood and Pasta Selections for a total of 43 establishments. There are no restaurants in Pouce Coupe, however there is a limited food store at the local gas station. There are five antique/giftstores in Dawson Creek. 2.8 Product / Market Match Dawson Creek Dawson Creek is recognized around the world as Mile 0 of the Alaska Highway. The Mile 0 Post and Mile 0 Cairn are icons of the Alaska Highway and provide international recognition for the City. Key attractions include: Alaska Highway House, Mile 0 Post and Cairn, Pioneer Village, NAR Park Station Museum, Dawson Creek Art Gallery. Activities include: golf, fishing, hunting, downhill and cross-country skiing, snowmobiling, organized sports and South Peace Community Multiplex. Major events include the following: Dawson Creek Exhibition and Fall Fair the largest event in Northeastern BC, Mile 0 Cruise, a biannual Air Show and Heritage Days Pouce Coupe Pouce Coupe Regional Park with event and RV/camping facilities, museum, trestle and annual Canada Day BBQ Major Events The province of British Columbia and the City of Dawson Creek will experience unprecedented international opportunities and major milestones. These include: 2010: Province of British Columbia hosts the Winter Olympic and Paralympic Games 2012: 70th anniversary of the construction of the Alaska Highway Visitor Types Key visitor types for Dawson Creek and the Pouce Coupe area are primarily leisure travellers, Free Independent Travellers (FIT) and groups via RV Caravans touring (en route to Alaska or other destinations) and special interests in events. Famous for Mile 0 of the Alaska Highway, the area attracts leisure visitors for day trips and overnight stays for tourists in transit en route to Alaska and regional markets for organized sports, recreation, entertainment, reunions, weddings. Business travel includes workers for the oil, gas and coal sectors and government employees for meetings. Traditional summer peak season has occupancy availability in fixed-roof accommodations as Alaska-bound visitors typically travel in RVs and off-season fixed-roof Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 7 Page 30 of 293

31 Item 7.1 accommodators fill with business travel (workers for oil, gas, etc.). Market origin includes: Regional BC and Alberta, Canada other, US, Europe, Asia/Pacific Target Markets Trends National and international tourism trends show that visitor markets and the industry continue to change. Visitor motives for travel are becoming more attraction oriented and fundamentally different from the socially oriented free independent traveller of the past. Visitors are also seeking more convenience, more learning and educational experiences and safer outdoor recreation activities. Outlook The long-term outlook for tourism in BC and the region is positive. In the short term, the best opportunities are to continue expanding the existing market base in the regional and short-haul BC markets for events while long-haul markets will be in decline. Targets For Alaska-bound travellers, targets include US, Canada, Europe and Asia/Pacific. For the event mix of conventions, travel shows, consumer shows, family shows and concerts, key targets include the Peace Region, which is a large geographic area with unique topography. The overall population is approximately 221,465 disbursed over a vast landscape that is roughly the size of California and is largely comprised of agricultural and forested lands. Major communities by radius and population: 150 km radius of Dawson Creek, population 133,295: Dawson Creek, Fort St. John, Tumbler Ridge, Chetwynd, Pouce Coupe, Taylor, Grande Prairie, Spirit River, Rycroft, Wembley, Sexsmith (included are portions of Counties, Municipal Districts and Regional Districts) 200 km radius of Dawson Creek, population 7,010: Hudson s Hope, Mackenzie, Grimshaw, Valleyview (included are portions of Counties, Municipal Districts and Regional Districts) km radius of Dawson Creek, population 81,160: Fort Nelson, Peace River, Fox Creek, High Level, Grande Cache (included are portions of Counties, Municipal Districts and Regional Districts) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 8 Page 31 of 293

32 Item Destination Assessment Tourism planning and development is a continuum. As one milestone is achieved, there is typically another to strive for as the community moves through the destination life cycle, which includes the early stages of development planning (vision and plan), growth (product development), maturity (products from the vision are achieved and the destination is being utilized by the target markets), decline or rejuvenation (the destination requires redevelopment or it will decline, losing market share and economic impact). Both Dawson Creek and Pouce Coupe have expressed an interest in working more closely together. While at different stages of development in the destination lifecycle (Pouce Coupe visioning and planning; Dawson Creek growth and product development), the visitor experience can be enhanced through investments in infrastructure, product and industry development. The area has potential to capitalize on the regional opportunities through event development while long-haul markets are in decline due to the economy and eventual demographic shift. The long-term success of tourism development effort will be dependent on the recognition that it takes a community of stakeholders to deliver a positive visitor experience, as each component is interdependent. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 9 Page 32 of 293

33 Item P LAN D IRECTION AND P LANNING FOR I MPLEMENTATION The process guiding the preparation of this plan is depicted in Figure 3.1. Each step in the sequence is meant to take the community from the general to the specific, from a broad expression of future expectations down through gradually more specific identification of the means and ends that go into making a coherent and cohesive plan. The vision, mission and goal statements for Dawson Creek are articulated based on existing plans, while the vision and goals for Pouce Coupe are based on the planning session and a previous tourism workshop. Due to the different stages of development, the Village of Pouce Coupe Tourism Plan is presented first, followed by Tourism Dawson Creek. Figure 3.1: The Strategic Planning Process Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 10 Page 33 of 293

34 Item Key Assumptions Given that the tourism planning process being introduced by the Community Tourism Foundations program is providing the first tourism plan for Pouce Coupe, as it relates to an overview of all aspects of tourism planning and refinement of the Tourism Dawson Creek Tourism Plan, it is assumed all tourism-related stakeholders who may not have been present during the initial meeting or planning session will be involved in the process by being informed of the tourism plan through industry communications. They will then have opportunities for involvement during implementation. Given the fact that the development of community tourism involves many stakeholders, both direct and indirect of the tourism industry, the programs and services are intended for all tourism stakeholders equally as part of the stakeholder model 2 which provides equal opportunity for any and all businesses in the study area. It is assumed that additional resources will be secured to implement the tourism plan, and that the tourism planning process introduced by this program will be maintained by the Village of Pouce Coupe and Tourism Dawson Creek. It is also assumed that the goals and objectives of the plan will be endorsed by the tourism community, accepted by the community at large, adopted by council and incorporated into the next update of the Official Community Plans of the Village of Pouce Coupe and the City of Dawson Creek. Given that external market conditions can change rapidly, it s assumed actions will be adjusted based on changing conditions. 2 A stakeholder model is inclusive of all business, organizations and government representatives as tourism development affects residents, the business community and local government; as opposed to a membership model which is in decline in tourism organization structure due to the recognition that it takes the hospitality of the community as a whole to create a successful visitor destination or experience. Where core funding is from public sources all businesses should be entitled to representation and cooperative opportunities. Refer to the Supplementary Situation Analysis for a description of tourism organization structures. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 11 Page 34 of 293

35 Item Community Tourism Management Roles for Dawson Creek and Pouce Coupe The following table outlines the functions of community tourism development and the roles of the government and organizations in the delivery of tourism services. The tourism plan identifies a series of goals and objectives related to the full spectrum of tourism development activity. Destination and Infrastructure Development Vision and Policy: City of Dawson Creek, Mayor and Council Village of Pouce Coupe Peace River Regional District Economic Development City of Dawson Creek, Mayor and Council Village of Pouce Coupe Peace River Regional District Product, Business and Industry Development Product Development: Village of Pouce Coupe Tourism Dawson Creek Peace River Regional District City of Dawson Creek Sector Organizations Business and Industry Development Tourism Dawson Creek Village of Pouce Coupe Sector Organizations Dawson Creek Chamber of Commerce Destination Marketing External marketing activities (outside the area) as it relates to attracting visitors to the destination. Tourism Dawson Creek Northern BC Tourism (Tourism BC) Tourism/Alaska Highway Community Global Spectrum Facility Management Visitor Services Internal marketing as it relates to servicing visitors once they have decided to come to the destination. Tourism Dawson Creek Pouce Coupe Museum Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 12 Page 35 of 293

36 Item Tourism Management Management Pouce Coupe The Village of Pouce Coupe has the mandate for community development, of which tourism forms a component. Tourism management is carried out by the Chief Administrative Officer of the Village of Pouce Coupe Management Dawson Creek Tourism Dawson Creek (a subsidiary organization of the Northern Rockies Alaska Highway Tourism Association) has the mandate for tourism development. Northern Rockies Alaska Highway Tourism Association is aligned with Northern BC Tourism Agent for Tourism British Columbia. Northern BC Tourism is the delivery agency for projects relating to the Alaska Highway Community, which include the City of Dawson Creek and the Peace River Regional District. Global Spectrum Facility Management has a role in tourism management as this group is responsible to the City of Dawson Creek for fulfilling the management of the EnCana Event Centre, which is a major draw for regional product and market development for events, small meetings and conferences Tourism Partnerships Both Dawson Creek and Pouce Coupe have expressed an interest in working more closely together. While at different stages of development in the destination life cycle (Pouce Coupe visioning and planning; Dawson Creek growth and product development), both communities have opportunities to create a closer working relationship through a strategic alliance. The Action Plan Priorities list the strategies that will be implemented over the next year. As an established destination management organization, Tourism Dawson Creek is positioned to offer administrative and project management services to support Pouce Coupe. The process of determining the action plan will allow the parties to define their roles and create the foundation for an administrative agreement. Both parties will lead elements of the plan independently as well as in partnership. The initial meeting group identified opportunities to work together. The following ideas were expressed for potential partnerships: Bus tours Connecting walking trails from Pouce Coupe to/from Dawson Creek (tree-lined highway to connect the communities) Co-promote each other s community; get visitors moving around between the two (current 2009 summer promotion stamp project is a good example) Dawson Creek does not hold a Canada Day Event, but promotes and supports the annual event at Pouce Coupe Park (3,000-5,000 people attend) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 13 Page 36 of 293

37 Item 7.1 Identify future attractions development: farmers market; event development (e.g. halfmarathon route, wind-powered go-carts, high tea in Pouce Coupe, storytelling, pioneer days); agri-tourism development (e.g. interpretive tours of crops, honey farms); circle tours with other communities, bus tours with food at each stopover and BBQ or feast on final day; industrial tours (e.g. oil rig); historical; ghost town Museum (co-promoting each other); Historical Societies working closer together (information exchange) Recreation clubs (e.g. Skidoo, ATV, etc.) Trail development (issues, usage, tenure, mapping, etc.) Tourism Advisory Committee (TAC) Pouce Coupe and Dawson Creek A new Tourism Advisory Committee (TAC) would be formed to gather insight from the tourism industry and maintain two-way communications with local and regional government, organizations and First Nations. The primary TAC function is as an advisory group. The group would meet a minimum of two times per year with a maximum of four times per year to review the current tourism plan, discuss current issues and challenges and identify what key priorities the annual tourism plan should focus on, based on resources available. The TAC is informal and does not have any authoritative powers and does not determine policy of any governing body. The role is to create a forum for information exchange and potential partnerships. In addition to an advisory role, the TAC participants would act as ambassadors of the tourism industry and as such they would assist the tourism management organizations by: Creating awareness of the value of tourism and benefits of tourism development Assisting with special projects as a task force such as the Additional Hotel Room Tax Fostering the evolution of the tourism industry Representing the tourism industry Although originally the establishment of a Tourism Advisory Committee was intended for Tourism Dawson Creek, expanding the makeup of stakeholders to be inclusive of the regional representatives allows all parties with a stake in tourism to be aware of each other s management roles in the study area, which includes Dawson Creek, Pouce Coupe and the Peace River Regional District. Tourism Dawson Creek will support the administration of the TAC by maintaining the committee contact list, notifying the committee of the meeting schedule, setting and circulating the agenda, and recording and distributing minutes to committee members. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 14 Page 37 of 293

38 Item 7.1 Tourism Advisory Committee Composition (TAC) Sector Member (s) Representation Accommodation representing motels, hotels, resorts 1 RV/campground 1 representing a B&B or Inn Attractions/Events 2 1 representing an attraction 1 representing an event or festival Chamber of Commerce 1 1 representing the Chamber Education 1 1 representing an educational institution or program Event Centre 1 1 representing Global Spectrum Facility Management (Multiplex) Food and Beverage 1 1 representing a food and/or beverage establishment Government 3 1 each representing the City of Dawson Creek, Village of Pouce Coupe and the Peace River Regional District Heritage, Arts and Culture representing Heritage 1 representing Arts or Culture Recreation 2 1 each representing the community centre / Parks and Recreation or an organization 1 representing a recreation business or organization Retail 1 1 representative from a retail business or retail business alliance or association Tourism Organization representing Tourism Dawson Creek (Northern Rockies Alaska Highway Tourism Association) 1 Northern BC Tourism Agent Tourism BC Transportation 1 1 representing a transportation interest Visitor Services 1 1 representing a Visitor Centre Range Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 15 Page 38 of 293

39 Item Community Tourism Funding Pouce Coupe Funding is limited to Village resources on a project-by-project basis as well as tourism grants and programs. The Village provides financial support to the Museum, which provides visitor information. The Village of Pouce Coupe has secured three grants: $35,000 for economic development from Northern Development Trust, $15,000 from the UBCM Phase II tourism program and $6,000 from the Tourism BC Community Tourism Opportunities program Dawson Creek Tourism Dawson Creek s (TDC) core funding is supplied by way of contract with the City of Dawson Creek, and is supplemented by additional funds from tourism grants and programs. The City of Dawson Creek is the major financial supporter of tourism development and management for Dawson Creek. This includes destination development capital investments, reports and studies, operation of Tourism Dawson Creek, the visitor centre, supporting events and other organizations that supply tourism products or services. Tourism Dawson Creek s operational budget for 2008 was $315,000, plus $75,000 for the Visitor Centre for a total of $390,000. Tourism Dawson Creek also actively looks for special grant funding for specific projects to increase Tourism infrastructure and services (Heritage Branch, Union of BC Municipalities). Tourism Dawson Creek was recently approved for grant funding from the Tourism BC Community Tourism Opportunities program. The City of Dawson Creek also provides funding support for local events such as the fall fair Rodeo, Dawson Creek Air Show and, for 2008, the Dawson Creek 50th Anniversary celebrations. In order for TDC to fulfill the goals and objectives of existing tourism development projects, additional core funds between $250,000 and $330,000 can be raised through the implementation of the Additional Hotel Room Tax. Refer to the Appendices for more information on the Additional Hotel Room Tax. Refer to Tourism BC Community Tourism Foundations Report on Funding Sources posted under Resources at: Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 16 Page 39 of 293

40 Item V ILLAGE OF P OUCE C OUPE T OURISM P LAN 4.1 Vision Statements The vision statement describes a desired future state for tourism in the area. It provides direction for development efforts and it can incorporate political, economic, social and cultural elements, but is always forward focused Community Vision Statement Village of Pouce Coupe Currently there is no community vision statement in the Official Community Plan for the Village of Pouce Coupe Bylaw # 652, Tourism Vision Statement for Village of Pouce Coupe During the planning session held April 15, 2009, participants were asked to list key words and phrases that would be distilled to form a vision statement for tourism. The following draft statement is intended for review and revisions by Pouce Coupe. The Village of Pouce Coupe encourages and welcomes visitors to our small visitor friendly community, which, as one of the original settlements in the South Peace Region, celebrates a rich history, culture, and spirit. 4.2 Goals and Objectives The planning workshop held in April 2009 generated discussion that resulted in the overall formation of the goals for the tourism plan. In addition to the discussion, conclusions from the situation analysis and industry best practices also form the direction for the tourism plan. The following goals provide guidance for the strategies and actions that appear in subsequent chapters of this document. For early stages of community tourism development, the following represents foundation goals for the development of community tourism; they are not unique for communities at the vision and planning stage of development but they create the foundation for tourism planning. The following goals and objectives are intended to be included in a dedicated tourism section for the next update of the Official Community Plan (s) Tourism Goals 1) To diversify the local economy by enhancing and expanding the tourism industry as a way of increasing the tax base, jobs and income available to residents; 2) To enhance community appeal for visitors by attracting infrastructure investments through local, regional, provincial, national and private sources; 3) To support business and industry development that complements and strengthens products and attractions of most appeal to visitor markets; Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 17 Page 40 of 293

41 Item 7.1 4) To encourage tourism operators to work cooperatively and in collaboration with community stakeholders to leverage resources wherever possible; and 5) To maintain a tourism management function through contracting Tourism Dawson Creek to administer tourism to ensure leadership, organizational capacity, funding and communications that support tourism stakeholders and the community in achieving the vision for tourism Tourism Objectives Tourism Planning and Management Implement the 2009 Pouce Coupe Economic Marketing Strategy, which overlaps with tourism related opportunities. Allocate resources to implement the tourism plan in phases, built around community, industry, government participation, partnerships and communications. Develop a Tourism Marketing Plan Tourism Infrastructure and Development Expand infrastructure that has overlap with tourism supporting the Village of Pouce Coupe Official Community Plan and the Tourism Vision. Product Development Support businesses, organizations and entrepreneurs to create or improve their product offerings. Information Management and Research Utilize Tourism Dawson Creek Resource Centre to establish a business directory and resource centre that will support the development of community tourism and provide the information and research needed to strengthen the tourism effort. Business and Industry Development Supply information and resources that help the needs of local tourism business operators and organizations. Market Position and Targets Improve overall tourism performance by increased awareness, length of stays, overnight stays, visitor spending and overall market share of leisure travellers, Free Independent Travellers (FIT) and small groups of tourists in transit. Marketing Partnerships and Programs Engage in cooperative marketing programs with local partnerships such as Northern BC Tourism and Tourism Dawson Creek that leverage resources and extend market reach. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 18 Page 41 of 293

42 Item 7.1 Branding Maintain graphic standards for use of the Pouce Coupe British Columbia, Canada logo. Promotional Tools & Materials Maintain an official set of marketing materials to support visitor services. Integrated Promotional Mix Working with local partners, participate in marketing communications activities as resources permit. Visitor Services Aid the Museum in providing enhanced visitor services as resources permit. Plan Tracking / Monitoring and Evaluation Establish and maintain a tracking and evaluation program that is directly associated with the goals and objectives of the tourism plan. Communications Establish and maintain a communications strategy that engages and informs the tourism industry, residents, government and regional partners to contribute to an enhanced tourism development climate. 4.3 Planning for Implementation Tourism Planning and Management The following section outlines the management preparation required to undertake the plan implementation. Section 4.15 Action Plan Priorities summarizes the priority strategies from throughout the plan for the focus of effort for 2009/10. This Tourism Plan is intended to act as a reference document while the Tourism Plan Status Report will summarize all the strategies with a timeline, next steps, lead organization, budget, tracking and current status for stakeholders to use as a tool for monitoring the plan implementation. Tourism Planning and Management Objective: Implement the 2009 Pouce Coupe Economic Marketing Strategy, inclusive of tourism-related opportunities and develop a tourism marketing plan/strategy that is alignment with Tourism Dawson Creek s marketing plan/strategy. Rationale: The tourism plan incorporates the Tourism BC Business Essentials workshop, the current Economic Development Marketing Strategy, and outcomes from the current tourism planning workshops. The combined outcome in the tourism plan will provide guidance for the Chief Administrative Officer of the Village of Pouce Coupe. The newly released Pouce Coupe Economic Marketing Strategy identifies key strategies that have overlap with the tourism sector. Pouce Coupe has very limited tourism product and tourism services, however, regardless of its size it does have a minor tourism component as part of its overall economy and as such the scale of activity for future growth is appropriate within this context. Key recommendations from the Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 19 Page 42 of 293

43 Item 7.1 Strategy have been highlighted with a tourism context for implementation throughout the tourism plan. Strategies: 1. Incorporate the tourism industry perspective within the broader context of the goals and action items of the Economic Development Marketing Strategy. Refer to relevant sections of this tourism plan for integration with recommendations from existing plans or previous workshops. Objective: Allocate resources to implement the tourism plan in phases, built around community, industry, local government participation, partnerships and communications. Rationale: The tourism plan will require both financial and human resources for implementation, therefore the following strategies are recommended. Strategies: 2. Determine the allocation of both human and financial resources required to undertake the implementation of the tourism plan and undertake negotiations to contract TDC to administer the Tourism function for the community. Ideally a projects coordinator position will be created through the Village to support community projects, which would include tourism initiatives; perhaps a part-time contract. 3. Engage the tourism industry, on an ongoing basis, by participating a Tourism Advisory Committee (TAC). Refer to the Tourism Management section Encourage participation of existing stakeholders to assist in the implementation of the tourism plan. Pool financial and human resources to create a budget and management plan. Establish a volunteer registry, volunteer and leadership development and volunteer recognition program Establish the 2009/2010 budget to coincide with pooled resources and known grants available to implement the plan, and adjust accordingly as new grants or resources are secured. Leverage funds from existing sources: Village of Pouce Coupe, business and organizations and Tourism BC s Community Tourism Opportunities program. Refer to the Appendices for a Summary Tourism Budget template. The final tourism plan will be delivered with an Excel workbook that includes a series of templates. 3 Economic Development Marketing Strategy Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 20 Page 43 of 293

44 Item Establish a set of promotional tools to support existing visitors and potential visitors. Given the limited resources, the focus of effort will be to create the foundation of marketing communication tools such as the new rack brochure, enhanced website and image bank. 7. Produce a Community Profile Relates to Business Investment and Promotion Investment 4 Ensure the tourism industry profile is included with an asset inventory (attractions and services), visitor statistics from the Pouce Coupe museum 5 and land-use opportunities suitable for tourism. Any statistics that can be provided by the Village should be included, as well as the current business composition. 8. Develop a Communications Strategy to encourage communication between the Pouce Coupe Historical Society and the South Peace Historical Society/Roots Group, Dawson Creek Beautifications Committee and all committees that may provide relevant expertise to notable projects. Refer to the Tourism Advisory Committee and Communications sections of this report. 9. Develop a market strategy Relates to Business Investment and Promotion Investment 6 Assuming the tourism sector may be identified for opportunities for potential investment, include tourism-specific information if applicable within the framework of the overarching strategy; e.g. Opportunity with Cooky s Restaurant. 10. Develop land inventory Relates to Business Investment and Promotion Investment 7 Include current available land for potential tourism use classified, for example, as Bed and Breakfast, attractions, etc. 11. Monitor government and tourism agency programs to identify partnerships or opportunities for funding, assistance and additional planning for implementation of the tourism plan. There is a multitude of government programs that can assist communities in tourism development. The Bike BC program is a $31-million initiative for cycling infrastructure (cycling trail development) from the Province of BC. The new Community Cultural Tourism Strategy will get underway in 2009 with stakeholder interviews throughout the province. Recent announcements include plans to develop a provincial cultural tourism strategy, 8 as well as the BC Partnership for Sustainable Tourism. 9 Refer to the Ministry of Tourism, Culture and the Arts. 10 Tourism development can be found at: 4 Economic Development Marketing Strategy 5 Refer to the appendices for a template to record the visitors to the Pouce Coupe Museum with Tourism BC. 6 Ibid. 7 Ibid. 8 Announcement at the 2008 UBCM convention. 9 News Release 2008TCA O October 27, Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 21 Page 44 of 293

45 Item 7.1 Rural BC provides an excellent website for programs and resources. Northern Development Initiative Trust provides an excellent resource for Community Funding. Subscribe to Tourism BC s The Tourism Brief E-Newsletter for program updates and industry news. to subscribe: TourismBrief@tourismbc.com. Newsletter archives can be accessed at: Key programs through Tourism BC that are immediate opportunities for the Village of Pouce Coupe include: Tourism BC s Community Tourism Opportunities program. This program may provide funding support for the tourism plan implementation assessed on a project-by-project basis administered by the Regional Destination Marketing Organization (RDMO), Northern BC Tourism. Note: Pouce Coupe has already been approved for this program for immediate projects; refer to the Action Plan. 12. Establish an annual planning process that coincides with the Village planning process and the annual tourism planning cycle. Tourism activities typically must be integrated with other plans and the overarching community planning process. Refer to the Appendices for a Sample Tourism Annual Planning Cycle. a. Develop an Annual Budget b. Develop an annual Year-at-a-Glance calendar that outlines key deadlines and annual activities, providing a focus of the month and record for succession planning. c. Set the quarterly meeting schedule for the Tourism Advisory Committee (TAC). d. Create a Tourism Sector web page that displays the tourism vision, TAC, status of projects, PDF copies of reports, contacts, meeting and event notices, annual action plan and links to the Community Tourism Foundations program information web page for the tourism industry to view online. e. Establish a records management system that allows for tracking and evaluation of activities, orientation for new members of the TAC and succession planning for both the TAC and the Village of Pouce Coupe CAO. A binder system is recommended with all relevant materials in print and CD or some form of electronic backup and online PDF versions where possible. i. Terms of Reference for the Tourism Advisory Committee ii. TAC committee and key contact list iii. Communications protocols iv. Tourism Action Plan / Work Plan for 2009/2010 (Refer to Action Plan section of the Tourism Plan) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 22 Page 45 of 293

46 Item 7.1 v. TAC Meeting Agenda, Minutes vi. Annual written summary report (to include key tourism activities, visitor statistics, economic development and tourism projects), to keep the area s tourism industry, local and regional government and the community informed. 13. Maintain connectivity to the tourism industry in the region, and BC, through regional and provincial alliances and/or participation in industry associations, conferences, events and through professional development. a. Business Advisory Council Relates to Business Retention goal of encouraging growth in existing businesses. 11 i. For council composition ensure one expert is from the tourism industry; this may include a participant from the proposed Tourism Advisory Committee ii. Refer to the Business and Industry Development section for additional strategies that support a Business Advisory Council b. Ensure open communications between the Village of Pouce Coupe, Northern BC Tourism and the TAC. c. Consider attendance by an area representative at the annual BC Tourism Industry Conference held in February each year, sponsored by the Council of Tourism Associations of BC and Tourism BC. 12 d. Attend the Northern BC Tourism AGM. e. Participate at the committee and/or board level of tourism-related organizations or alliances, e.g. local TAC committee. f. Register to receive tourism industry e-newsletters and RSS feeds. (Tourism BC, Canadian Tourism Commission, sector organizations, government, etc.) Refer to the Tourism Dawson Creek industry resource centre for websites to subscribe to. 14. Maintain the tourism inventory. Expand the inventory created through the Community Tourism Foundations program and ensure the tourism profile is recorded in the proposed Community Profile and the enhanced section of the Village of Pouce Coupe website. Regardless of the quantity or quality of the tourism assets of a community, an inventory supplies information required to profile a community and evaluate its strengths, weaknesses and opportunities. 4.4 Destination and Market Development This chapter addresses all aspects of tourism development. Destination development refers to the community itself and the causal linkages it has with the tourism economy in terms of public policy, land use, resource management, physical development, infrastructure, business climate, 11 Economic Development Marketing Strategy 12 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 23 Page 46 of 293

47 Item 7.1 human resources and other programs. Product development primarily involves the private sector and its investment and contributions to goods and services consumed by visitor markets. Finally, marketing programs are needed to complement the product and destination efforts. This includes strategies to build capacity for marketing by assembling a set of promotional tools and to sell the uniqueness of the study area to travel markets, while visitor services respond to the needs of visitors who have already made the decision to visit the area Tourism Infrastructure & Development Objective: Expand infrastructure that has overlap with tourism supporting the Village of Pouce Coupe Official Community Plan and the Tourism Vision. Rationale: Tourism infrastructure development is a requirement for many communities because the expansion of physical assets, including recreation, trails, transportation and communications systems, is critical in creating the right conditions for investment in complementary products and services. Entrepreneurs will be more willing to invest in their own properties and businesses if they perceive a commensurate willingness by government to enhance the sorts of infrastructure and services that visitors use. Regardless of the stage of development in the destination life cycle or the size of the community, infrastructure improvements or development must be considered within the context of the future vision for the community. At the present time the Official Community Plan for the Village is outdated and the new plan process is budgeted for Strategies: 15. Create a master list of municipal, regional and provincial infrastructure improvements that will contribute to tourism development capacity and potential, and prioritize to coincide with the tourism development opportunities that fit both the community vision and the tourism vision. Include infrastructure requirements in a master Community Development Matrix (including a status report of each key initiative with a timeline, lead agency, funding sources and next steps), which can be used to effectively communicate the current situation. This would include infrastructure in support of regional airport expansion; development of trails and facilities (e.g. community gathering places; cultural, recreational and sports facilities); meeting and conference facilities; public facilities to host festivals and events; support services for visitors (public washrooms); broadband; RV parking; highway entrance; directional, trail and interpretive signage; and affordable housing. Note: A template will be supplied by Community Tourism Foundations. The following are recommended for the tourism development matrix: a. Official Community Plan Update i. When the existing Official Community Plan is updated in 2010, ensure the Tourism Plan Vision and Goals are incorporated. b. Develop a Beautification Master Plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 24 Page 47 of 293

48 Item 7.1 i. A visually charming or beautiful community does not just benefit tourism; the results contribute to community pride. When contemplating beautification for the area, consider tourism markets in plans. 1. Current initiatives such as a cleanup and paint program and eight street banners displaying the Share the Excitement brand for Main Street have been approved for co-sponsorship through the Community Tourism Opportunities program for Consider the Communities in Bloom program. Communities in Bloom is a Canadian non-profit organization committed to fostering civic pride, environmental responsibility, beautification and to improving quality of life through community participation and the challenge of a national program, with focus on the protection and promotion of green spaces As noted in the Economic Development Marketing Strategy, key items that relate to this initiative include: Community Beautification Committee Planters and Hanging Baskets Rest Areas Key action items include: Community Beautification Committee Form a Community Beautification Committee to identify immediate areas of concern. Formulate a five-year strategy to improve the corridor. An example is the Beautification Hillcrest Project carried out in the City of Whitehorse for the Parks and Rec Department and residents of Hillcrest. Similar workshops such as the Visioning Workshop that was held for this economic strategy were held to identify priorities in the Hillcrest Community. There was a consensus on what the community wanted to see changed. In the Visioning Workshop held in June 2008 it was identified that residents would like to see Pouce Coupe dressed up like the Best Christmas Tree at Christmas. Unlike the June workshop, this workshop to get the committee going would focus on a strategy to make their vision possible in beautifying Pouce Coupe. It is crucial to have buy-in by the community as well as business. Solicit input from the community to become involved in a beautification program for Pouce Coupe Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 25 Page 48 of 293

49 Item 7.1 This committee would have representation from community members, groups and businesses, with a council liaison. The committee would review what has been identified from the Visioning Workshop and further discuss what the options are and what is important to them. In a process such as this it invites input from all sectors, which inspires buy-in to a beautification project. When forming a committee you should look at businesses that may be able to provide in-kind services, such as earth removal for planting. Some communities host fundraisers for their beautification programs with the proceeds going to purchase trees and flowers. Planters can be sponsored by families, businesses and interest groups. We would recommend that the Village of Pouce Coupe provide a budget line within their budget for a Beautification Project for a fiveyear period. c. Develop a Parks, Trails and Recreation Master Plan The Village of Pouce Coupe has initiated projects to improve the Pouce Coupe Park infrastructure. By creating a master plan for all parks and recreation opportunities, the plan will integrate the needs for the local community and quality of life benefits with increased services and attractions for tourism markets. i. As part of the Community Profile, an inventory of all park and recreation assets should be made. Evaluate the current assets with a SWOT analysis, determine gaps and prioritize projects for implementation. ii. iii. Coordinate and integrate future trail development inside and outside of municipal boundaries Liaise with the private sector, industry and government for access and land use iv. Monitor the new government programs for suitability: Bike BC, Cycle BC and the existing Provincial Trails Strategy and programs for trail maintenance 14 v. As noted in the Economic Development Marketing Strategy key items that relate to this initiative include: 1. Tree Highway Corridor (tree line to Dawson Creek with trail). Key action items include: Inspire the community with a simple project taken on by the village. A recommendation would be to start small, such as 14 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 26 Page 49 of 293

50 Item 7.1 planting a screen of trees along Highway 2 in front of the industrial park as you are entering Pouce Coupe from Dawson Creek. Tower Poplar trees would be recommended, as they are not costly and they grow very fast giving quick results. Tower Poplars planted behind rink, baseball diamonds to buffer the industrial area from the highway as well as the school. Also plant Tower Poplars across the highway in front of the residents to form a uniform green effect as you are entering the village. This would enhance the spectacular mountain view that you experience when you look straight ahead as you are driving into town. Tower Poplar is a fast-growing tree that would give quick results. They are easy, low maintenance and hardy for this region. 2. Walking Path There is potential to further develop Pouce Coupe as a walking destination from Dawson Creek. The path could possibly be an extension of the DC Rotary Trail that ends at the Dawson Creek Golf Course cross the highway by the UFA enter Pouce Coupe into the new subdivision through to downtown to old Edmonton Highway to Pouce Park. Signage would be required, plus KM markers. This is a project that could be done in partnership with DC Rotary Club, City of Dawson Creek, Village of Pouce Coupe and perhaps the new Business Advisory Council. vi. Improvements to Pouce Coupe Regional Park include 11 new sites, with power and current plans including re-aligning access to the park when the new bridge construction gets underway. Ideally a walking trail to Dawson Creek lined with trees will be developed, visually connecting the two communities. d. Develop a Signage Master Plan Under the UBCM Phase II program, Pouce Coupe created the entrance signs to the community. Currently banners are being developed and co-sponsored through the Tourism BC Community Tourism Opportunities program. By creating a master signage plan, an evaluation of future signage needs can be identified. Regardless of the size of a community, the key benefits of a signage strategy are in having adequate signage to generate interest in getting drive-by traffic to stop in the community and to have visitors in the area stay longer. Utilizing the existing logo for the Village of Pouce Coupe into signage design is important for branding recognition to be effective. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 27 Page 50 of 293

51 Item 7.1 A signage plan includes an inventory of all existing signage, SWOT analysis, identification of gaps, new signage requirements and a plan for implementation (leadership organization(s), regulatory approvals, sponsorship, design, key messaging, locations, budget, timeline, action items and maintenance plan). Key signage elements include the full range of signage such as advance (outside the community and regional area), entrance (welcome), Visitor Centre (highway advance, approach and building), directional (highway and local), destination (key attractions, landmarks, parks, kiosks), route marking (trails) and interpretation. i. Refer to the community resource guide, A Manual to Enhance Community Signage and Visitor Experience, June 2007, by the Tourism Research Innovation Project, Malaspina University College. Visit the online resource centre at Tourism Dawson Creek ii. iii. Dovetail with the provincial Service and Attraction Highway Sign Program through the Ministry of Transportation and Infrastructure. 15 Dovetail signage programming with Tourism BC Tourism Product Services, 16 for local map production, website content and themed tours for the area. /QualityAssuranceServices/HighwaySignProgram.aspx iv. Recent signage includes Welcome to Pouce Coupe entrance signage (through UBCM Phase II funds). Current signage projects include historic signs throughout the village as part of the walking trail. This project is being cosponsored through the Tourism BC Community Tourism Opportunities program. v. The Village of Pouce Coupe has issued Bylaw No. 885, 2006 Sign Regulations. vi. As noted in the Economic Development Marketing Strategy key items that relate to this initiative include: 1. Highway Signage Action items include: Build a large Gateway to British Columbia Sign behind the existing Pouce Coupe welcome sign coming into town from the east. Then flank it with shrubs, evergreens and flowers consistent with the rest of the community Tourism BC, Wanda Hook (250) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 28 Page 51 of 293

52 Item 7.1 Plant flowering crab trees on the empty lot space along both sides of the highway leading up to the Gateway to British Columbia signage. Landscape around the Pouce Coupe sign that is located just after entering the municipal Boundaries coming from the northwest with similar flowers and shrubbery used on the boulevard and planters. Signage directing traffic to turn at the Old Edmonton Highway to the Boulevard. e. Develop a Facilities Master Plan Facilities development in Pouce Coupe includes the new community centre. Inventory existing facilities, summarize key strengths and weaknesses and identify opportunities for improvements and new facilities suitable for the area. i. Improve the Pouce Coupe Museum 17 New special needs washroom installed, painted upstairs and downstairs walls, and Heritage House. Exterior building not insured; need storage facility and painting. Exterior sign around fence required; funds secured. ii. Improve the Trestle 18 Consider the development of a park/tourist viewing location. Ideally connecting a walking trail, gazebo and picnic area, interpretive signage and guardrail for safety would draw visitors to the site. Land assessment and access to be determined. Connect bus tours with trestle when product is market ready. f. Bed and Breakfast Opportunity The new Pederson Subdivision overlooks the Bissette Creek and Train Trestle. Consider zoning and a business attraction campaign for a bed and breakfast alternative to accommodation in Pouce Coupe. g. As noted in the Economic Development Marketing Strategy (relates to Community / Quality of Life) other items that relate to infrastructure include: i. Pedestrian stop light ii. Parking Product Development Objective: Support businesses, organizations and entrepreneurs to create or improve their product offerings. Rationale: In order to attract more visitors, and to keep them coming back, the area needs to complement and expand its existing product base. Expanding the product base to enhance the 17 Tourism BC Community Essential workshop 18 Ibid Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 29 Page 52 of 293

53 Item 7.1 visitor experience will extend the tourism season, allowing a greater return on investment for operators. To cultivate an environment for product development, entrepreneurs require information and support for business development. As noted in the Canadian Tourism Commission Experiences Toolkit, 19 A tourism product is what you buy. A tourism experience is what you remember. A journey is more than getting from one place to the next, it s about exploring and discoveries made along the way. Travellers like to immerse themselves in the communities they visit. Travel experiences engage travellers in a series of memorable events that are revealed over a duration of time, that are inherently personal, involve the senses and make a connection on an emotional, physical, spiritual or intellectual level. When considering product development, incorporate unexpected elements and textures to the product design and learning opportunities that create favourable memories. To satisfy today s more sophisticated visitor; the new approach to product development is to tailor tourism activities as experiences. This can be done by seeking out unique stories about the community and presenting them in a simple, factual and compelling manner. Showcasing local stories and assets as the unique selling proposition is an opportunity to create value and generate visitor spending. Providing an exceptional and memorable experience can produce an emotional response and an interest in the community that could generate repeat visitation. However, thoughtful planning is important as consideration must be given to the each of the touch points of the visitor experience which range from the first to the final point of contact. The experiences developed by the tourism stakeholders of Pouce Coupe have the potential to create publicity at a low cost while building community pride. Strategies: 16. Identify Tourism Product Opportunities that contribute to a sustainable and growing tourism industry. Given the small geographic area for the Village of Pouce Coupe (2 square km) tourism product development opportunities are limited. Conduct a workshop with existing tourism operators to identify gaps and potential with current product offerings. a. A key attraction for development that has been identified is the railway trestle, which has potential for a picnic area and interpretive signage. b. Develop co-programming for the Museum in Pouce Coupe and Dawson Creek c. Evaluate the following ideas from the initial meeting discussion: farmers market; event development (e.g. half-marathon route, wind-powered go-carts, high tea in Pouce Coupe, storytelling, pioneer days); agri-tourism development (e.g. interpretive tours of crops, honey farms); circle tours with other communities, bus tours with food at each stopover and BBQ or feast on final day; industrial tours (e.g. oil rig); historical; ghost town, garden tours, relationship with Alaska Highway, themed tours with Dawson Creek. d. Co-promote each other s community; get visitors moving around between the two (Current 2009 summer promotion stamp project is a good example, connecting walking 19 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 30 Page 53 of 293

54 Item 7.1 trails from Pouce Coupe to/from Dawson Creek (tree-lined highway to connect the communities). 4.5 Information Management and Research Objective: Establish an enhanced business directory and resource centre that will support the development of community tourism and provide the information and research needed to support the tourism effort. Rationale: Tourism stakeholders require information about the tourism industry, policy, markets and promotional opportunities. Ongoing research is vital to success, as markets and situations are constantly changing. Compiling research through the regional, provincial and national destination marketing organizations, government at all levels, sector associations and other sources is an ongoing requirement. The proliferation of information sources on the Internet makes this accessibility convenient, however, time constraints and information overload can often interfere with the use of that information. The tourism information clearinghouse is a useful and easy-to-deliver service that provides a central access point for consumer, industry, visitor and market research. This service would not necessarily be limited to gathering and distributing information from industry, national and international sources; it also provides research analysis and data needs within the Pouce Coupe and Dawson Creek area itself to assist with strategic positioning and plan evaluation. In addition to collecting secondary research (existing information), primary research (e.g. Pouce Coupe Visitor Centre study) fills the information gap by providing specific information relevant to the current situation. Currently Community Information is available online at and the Business Directory (based on Village of Pouce Coupe business licences) is online at: Strategies: 17. Enhance the Business Section of the Pouce Coupe website. Currently information visitors would require about visiting the area is presented with all other information, e.g. Business Directory, Museum, Park, etc. Enhance the content for the visitor by expanding the information for accommodations, services (food, fuel, etc.) and attractions profiled on one web page section. Enhanced business directory content for tourism can include number of units per accommodation, services (e.g. pub, liquor store). 18. Create an online resource library that can be utilized by tourism stakeholders and local organizations. Given the size of the tourism industry, a comprehensive online resource centre is not recommended for the Village of Pouce Coupe, but there should be a link from the Pouce Coupe Village website to the Tourism Dawson Creek enhanced Resource Centre. The current Community Information page is adequate to add the proposed Community Profile. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 31 Page 54 of 293

55 Item 7.1 Refer to the business and industry development section of the Tourism Dawson Creek Tourism Plan for the enhanced industry resource centre. 4.6 Business and Industry Development Objective: Supply information and resources that support the needs of local tourism business operators and organizations. Rationale: A more diverse, competitive and innovative tourism sector will benefit from the promotion and facilitation of quality, service and professional standards. It is through tourism operators themselves that the benefits expected from the implementation of this tourism plan will be realized. More visitors, longer stays and higher spending will translate directly into increased occupancies and yields, employment and capital investment among operators. Creating this positive cycle requires that industry meet standards in service quality, marketing and overall business development so the visitor experience is truly enriched and leads to a more sustainable base. Most communities in BC are experiencing some form of skill and/or labour shortage. As the Village of Pouce Coupe in the vision and planning stage an assessment for skill development and labour supply would need review. Promoting product will not be effective unless the product meets or exceeds the expectations of the target market. The brand promise that is made through marketing communications must be in line with the products and services being offered. As the area develops its tourism opportunities, both individual businesses and the collective industry require professional development. Since the attraction base is not owned by businesses (Pouce Coupe Park, Community Centre Events, Canada Day Event and Pouce Coupe Museum), none of the three accommodation properties is approved by Tourism BC, and all three are older properties either in the mature or declining life cycle. Strategies: 19. Establish industry training, standards, certification and professional development programming and encourage adoption of industry and government standards by tourism operators. The uptake of professional ratings, certification and training programs by accommodation facilities and other tourism operators not only enhances progress toward having more market-ready product, it will also improve the bottom line for the operators themselves. a. Refer to the Tourism Dawson Creek Business and Industry Development section for additional content for the Resource Centre and workshops and programs. b. Encourage uptake of accommodation standards recognition programs. i. Encourage participation in Tourism BC s Approved Accommodation inspection and registration program for accommodation properties. Benefits include a listing in the BC Approved Accommodation Guide, and Approved Accommodation signage. New opportunities include the HelloBC Listings Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 32 Page 55 of 293

56 Item 7.1 program. Tourism Product Management is also responsible for designating artisans, attractions and accommodations for the purpose of highway signage Market Position and Targets Objective: Improve overall tourism performance by increased awareness, length of stays, overnight stays, visitor spending and overall market share of leisure travellers, Free Independent Travellers (FIT) and small groups of tourists in transit. Rationale: Knowing the clientele most likely to be interested in purchasing the area s tourism product is critical to the entire marketing process. Many tourism businesses (and communities) make the mistake of attempting to be all things to all people, when in fact it is difficult, expensive and inherently risky trying to appeal to the average traveller. It is therefore important to segment the market based on the profile of existing visitors, as well as those markets that might be enticed by the combination of products and activities that are, or could reasonably be, available in the study area. Effective community marketing can only be achieved through a collaborative and cooperative approach, as the tourism organization does not have control or ownership of the components that impact the visitor experience. This plan is a working document, therefore it will evolve as potential partnerships and alliances are formed and resources are leveraged during the implementation stage. As noted in the research section, accessing market information by visitor activity is crucial to understanding how to appeal to market segments. Visitor Types Key visitor types for Dawson Creek and the Pouce Coupe area are primarily leisure travellers, Free Independent Travellers (FIT) and groups via RV Caravans touring (en route to Alaska or other destinations) and special interests in events. Famous for Mile 0 of the Alaska Highway, the area attracts leisure visitors for day trips and overnight stays for tourists in transit en route to Alaska and regional markets for organized sports, recreation, entertainment, reunions, weddings. Business travel includes workers for the oil, gas and coal sectors and government employees for meetings. Traditional summer peak season has occupancy availability in fixed-roof accommodations as Alaska-bound visitors typically travel in RVs and off-season fixed-roof accommodators fill with business travel (workers for oil, gas, etc.). Market origin includes: Regional BC and Alberta, Canada other, US, Europe, Asia/Pacific. Target Markets For Alaska-bound travellers, targets include US, Canada, Europe and Asia/Pacific. For the event mix of conventions, travel shows, consumer shows, family shows and concerts, key targets include the Peace Region, which is a large geographic area with unique topography. The overall population is approximately 221,465 disbursed over a vast landscape that is roughly the size of California and is largely comprised of agricultural and forested lands Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 33 Page 56 of 293

57 Item 7.1 Target regional market potential. Major communities by radius and population: 150 km radius of Dawson Creek, population 133,295: Dawson Creek, Fort St. John, Tumbler Ridge, Chetwynd, Pouce Coupe, Taylor, Grande Prairie, Spirit River, Rycroft, Wembley, Sexsmith (included are portions of Counties, Municipal Districts and Regional Districts) 200 km radius of Dawson Creek, population 7,010: Hudson s Hope, Mackenzie, Grimshaw, Valleyview (included are portions of Counties, Municipal Districts, and Regional Districts) km radius of Dawson Creek, population 81,160: Fort Nelson, Peace River, Fox Creek, High Level, Grande Cache (included are portions of Counties, Municipal Districts and Regional Districts). (Source: EnCana Business Plan, 2009) Touring Market The touring market seeks a range of activities, multiple destinations (e.g. circle tours) and a variety of accommodation options. Many are considered the rubber-tire segment; that is, entering and leaving the area by automobile. This segment includes the RV market and visitors who rent vehicles to travel through the area, as well as those who travel in their own private vehicles. Free Independent Travellers (FIT) Free Independent Travellers (FIT) travel unescorted and usually have no formal itinerary. Small groups and meetings With the new Community Centre, small groups can be attracted for events, e.g. weddings. 4.8 Marketing Partnerships Objective: Partner in cooperative marketing programs with local partnerships that leverage resources and extend market reach. Rationale: With limited resources, partnering marketing efforts will extend market reach for the benefit of the destination and the participating marketing partner, other organizations and other communities in the study area. Tourism BC s Community Tourism Opportunities program provides funds to assist with the implementation of the plan. This provides an opportunity to complete special projects that will elevate the level of marketing activity. Ideally, if additional funds are secured in the future to maintain the new level of activity in creating more visibility in the marketplace, then achieving the goal of increasing the overall performance of the tourism industry is possible. Strategies: 20. Work with the regional destination management organization, Northern BC Tourism. The Village of Pouce Coupe has already been active in working with the NBCT and has been accepted for three projects under the Community Tourism Opportunities program: banners, Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 34 Page 57 of 293

58 Item 7.1 brochure and walking trail signage. Additional opportunities are based on priority projects identified from annual consultation with communities. This tourism plan will provide a variety of initiatives that may be eligible for funding through the Community Tourism Opportunities program and other programs. The Tourism Partners Program, provides local operators the opportunity to reach a wider audience by allowing them to participate in sophisticated, Tourism BC-branded, cooperative marketing campaigns. Northern BC Tourism also offers support to communities and operators such as the Social Networking tutorial. 21. Work with Tourism Dawson Creek. As identified at the initial meeting, both the communities of Dawson Creek and Pouce Coupe expressed an interest in working closer together. Both recognized the two communities are in completely different stages of development and as such there are limits to the activity or participation for Pouce Coupe in tourism development. Regardless of the size of Pouce Coupe, the principles of tourism development apply to any community and as such the recommendations for Pouce Coupe have been scaled down to coincide with the resources of the community. 4.9 Branding and Positioning Objective: Maintain graphic standards for use of the Pouce Coupe British Columbia, Canada logo. Rationale: The purpose of a community brand is to create a unique identity that clearly distinguishes your area from that of your competition. By consistently using the brand throughout all communication applications, you develop brand equity, starting with awareness, recognition and ultimately loyalty, creating a place in the mind of the consumer that represents the positive aspects of the visitor experience. Brands are developed from a review of the strengths of the community, environment, current activities, attractions, characteristics and history, and by defining the visitor experience. Without understanding how visitors perceive the destination now it is hard to know which marketing communication messages are appropriate. The brand promise that the community makes to a potential visitor must be well defined; this serves as a basis when communicating what the Pouce Coupe experience is, whether that is on its own or part of a regional context. The Canadian Tourism Commission undertook a rebranding strategy for Canada and, although communities will not embark on a branding process of this calibre, the principles are the same. Refer to the Brand Canada Toolkit for more information on place branding for tourism. Positioning For marketing communications, Pouce Coupe will be positioned as a stopover that supplies riverside camping services. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 35 Page 58 of 293

59 Item 7.1 Strategies: 22. Create graphic standards usage guidelines for third-party use of the Pouce Coupe, British Columbia logo artwork. If community groups, the Pouce Coupe Museum or marketing partners require use of the logo to co-promote Pouce Coupe within their own promotions, ensure usage rights meet the criteria of the logo standards for both print, web ad signage use. The guidelines document indicates the variations of the logo artwork, signature images, colour scheme, fonts, tag line and conceptual designs for a community web page, brochure or visitor guide cover and print advertisements. Stationery for use by the Visitor Centre should be produced, as well as an signature Promotional Tools & Materials Objective: Maintain an official set of marketing materials to support visitor services. Rationale: A set of quality and professionally created promotional tools and materials provides a solid foundation for supporting visitor enquiries and undertaking marketing activities. Small communities are competing with areas that have larger budgets, therefore many small communities do not meet industry standards. Ineffective communication tools waste valuable resources. By building a strong foundation, Pouce Coupe will have an advantage over other communities by simply being effective with the design and production of their communication tools. It is imperative that the right communication tool is targeted during the appropriate stage in the purchase cycle (Awareness, Interest, Evaluation, Purchase, Loyalty). The application of the community brand needs to be incorporated into all designs while artwork and content is customized for the communication objective of the materials being developed. The system to generate visitor inquiries must include key messaging and appropriate promotional tools to distribute throughout the purchase cycle with adequate means to get the message out. This includes: promoting awareness of the destination and its attributes; generating interest in the destination as a travel choice; be convincing as the choice over other destinations; indicate convenience to purchase; and provide an option to receive more information in the future. Corresponding photography, colours and font selection forms part of the area identity. The official website address would appear on all materials; if there is a toll-free number it would appear where appropriate. It is recommended that a professional graphic designer and copywriter, who have a thorough understanding of tourism marketing and place marketing, develop the artwork and the promotional tools and materials. Ideally the designer would be familiar with this tourism plan. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 36 Page 59 of 293

60 Item 7.1 Currently the Walking Trail brochure, street banners and historic sites around the Village are approved projects under the Community Tourism Opportunities program and are set for production in Strategies: 23. Develop the image bank. Continue compiling a combination of low-resolution images for the website and e-newsletter and high-resolution images for print media. Ongoing updating of images will be required. Through the efficiency of digital cameras, high-resolution quality images, low-resolution standard images and video clips (suitable for website use) can be captured more readily. A combination of both professional and amateur sources will be adequate to maintain the image bank over time. Partnership with the regional DMO, Northern BC Tourism can leverage resources for the image bank. Other sources include Tourism BC and stock agencies easily accessible from the Internet. In addition to the logo artwork, key photographic images will be used consistently to illustrate visually the attributes that make up the image for Pouce Coupe, British Columbia, Canada. Copyright restrictions vary depending on the source for images, so a usage guide for all images is recommended. Ensure any images that include people have a model release; for those under 19 years old, a parent or guardian release is required. High-resolution scans of images in digital format make for ease of distribution via the Internet or by CD/DVD. Professional photography, whether supplied or contracted to a photographer to capture images, requires high-resolution digital format, minimum 300 pixels per inch, which is now industry standard. Low-resolution scans or digital format images are suitable for the website. Image bank projects, in partnership with the regional destination marketing organization and Tourism BC, may be co-sponsored. a. List categories for images. To expand the image bank, the first step is to review the tourism features to provide a starting point for developing an image list by categories. b. Compile an inventory of existing images. List current inventory and determine initial gaps from categories list. Compile existing images from various sources to reduce costs and duplication of effort. Various groups, organizations and businesses will have images that they will share for no cost. Identify the gaps from the initial inventory to determine next steps. c. Purchase usage rights of existing images. Additional images can be compiled by purchasing usage rights of existing images from professional sources (for highresolution needs and the signature series) and archival images purchased through BC Museum and Archives. When collecting images from secondary sources, determine copyright and usage guidelines. d. Access free images through partnerships with local operators for use of their copyrighted images and image banks through regional, provincial (Tourism BC, 21 Picture BC) 22 and national sources such as the (CTC) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 37 Page 60 of 293

61 Item 7.1 e. Contract professional photographer(s) to shoot images. After compiling secondary sources, new image acquisitions can be contracted out to professional photographers to complete the image bank. Ensure all copyrights remain with the tourism organization whenever possible. f. Maintain an online image inventory and retrieval system. Access to images can be accomplished through the website. g. Purchase a combination digital still and video camera with high-resolution capability to supplement the image bank. The maintenance of the image bank is ongoing. Digital technology allows high-resolution quality images to be captured for use in print media (magazines for media use or posters, etc.) All-in-one cameras now double as video recorders. The website will require fresh images by season, and as new products are developed. The Village of Pouce Coupe can capture images of industry and community events that are ideal for the newsletter and presentations. In addition to marketing purposes, the camera would be an asset to the community and could be loaned to businesses/organizations to take images for their websites or promotional use. i. Digital cameras with a minimum 5 megapixel capability set to the highest resolution capture the required high-resolution images needed for quality print media. A minimum 300 pixels per inch data resolution is required based on the final size of the image when output. Often people refer to DPI (dots per inch), however, this refers to the output of the final printed material not the input of gathering high-resolution digital data. Technology has advanced to where 10 megapixel capability is becoming minimum standard for cameras. 24. Produce the Official Pouce Coupe Visitor Brochure. Currently the Village of Pouce Coupe has received funding approval for a Walking Trail brochure. Given the limited services in the community it is recommended the content of the brochure include general information about Pouce Coupe, the accommodation options, Pouce Coupe Park, Trestle, Museum and Community Centre as well as the walking tour information and the Canada Day event. Include a map feature that shows images of the Museum, Park, etc. With the recent development of the Village website, the visitor brochure would serve as a visitor services piece that focuses on all services and features, including a basic map and access routes to the area since some distribution will be to visitor centres in the area. The rack format folds down to 4x9" but can be expanded in multiple panels. This format also allows for placement of the brochure in a #10 business envelope (4 1/8" x 9 1/2") convenient for mail-outs. Hiring a design firm that will undertake the communications suite is important for branding to be effective; this includes copywriting and editing services. Internal distribution (inside the study area) would include the Pouce Coupe and Dawson Creek Museum and a selection of Visitor Centres in the area. 25. Market the Community Centre Relates to Community / Quality of Life Economic Development Strategy Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 38 Page 61 of 293

62 Item 7.1 a. Develop a promotional sheet with details of the community centre capacity, booking information, etc. b. Enhance the existing content on the Community Centre section of the website (refer to next strategy). c. Recommendations from the Economic Development Strategy include: i. Develop photo library of kitchen in progress. ii. Community Centre set up for different events such as banquets, meetings, sports events, etc. iii. Identify cost structure, availability of caterers, have a list of caterers available. iv. Number of guests the hall can hold. v. Develop brochure and market to the surrounding communities. vi. Display in flower shops in Dawson Creek, send to all economic development departments in the region, and send to all clubs in Pouce Coupe, Dawson Creek and Toms Lake, etc. vii. Develop two annual events to use the center Regional Arts & Craft Fair, Regional Farmers Market Blue Ribbon Fair, New Year s Dance invite DC & Toms Lake. (Host industry event.) 26. Enhance the Village of Pouce Coupe website For consumer marketing, third-party website statistics consistently indicate the importance of an effective website. 24 Overall the current Pouce Coupe website has a clean feel with lots of white space and two column format. The Guest Book is a great feature and Village staff does respond to comments left on the site as many are questions. Given the recommendations in the newly released Economic Marketing Strategy, further consideration for the website needs to appeal to three primary markets: 1) Residents 2) Business /Investors and 3) Visitors. The content and site map require refinement. When creating content for a website that must appeal to all markets, the home page must link out to key pages on the site that will give an overview of the three main markets. E.g. the Home page should have a welcome message that appeals to all three markets and the initial message should create awareness about the community. A summary introduction page for each of the three markets should have links to more details. Recommendations for website enhancements include: o Ensure access to the Home page is from every page on the site. (The Home page access at the footer section of the page.) o Rework the Home page with a welcome message that appeals to the three market types with links directly to an overview page summarizing content related to Residents/Business/Visitors Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 39 Page 62 of 293

63 Item 7.1 o Standardize the design of the headings for the sub-pages; they currently are inconsistent with the design and feel of the rest of the site. E.g. Pouce Coupe Museum (large purple font), Seniors Centre (multi-colour and different size font), Library (two-colour and wavy font), Park (multi-colour and different size font), Community Centre (angled coloured font). o For the Visitor page, summarize the key attractions (Park, trestle, walking tour, Museum, Canada Day BBQ). Indicate that visitor information is available at the Museum and hours of operation, accommodation options, links to the online map and the walking map/brochure are available. o Pouce Coupe Park: Expand description and images. Show riverfront aspects and mention Canada Day celebrations with link to a dedicated page about the event. Describe all features of the park. o Pouce Coupe Community Centre: Describe the capacity of the room for different types of events (e.g. maximum number for tables /sit-down dinner vs. meetings, theatre-style seating, etc). Profile types of events and services available for potential events. Photo gallery indicates it s coming soon. o Photo Gallery: Describe each photo. Indicate what the copyright and usage rights are for the gallery images on the main page. o For the proposed Business introduction page summarize the business composition in the area and investment opportunities, and have a section for a tourism industry description including local stats and links to other resources such as the refined Tourism Dawson Creek Resource Centre. If the proposed Community Profile is listed under About Learn More then link to it from the Business page. o Community: Assuming the Pederson Subdivision opportunity will get replaced, relocate this information under Community. The current community map should be available in PDF format for download and printing in 8.5x11" format. Currently, enlarging the image as indicated is still too small for effective use. o Village Office: Provide a welcome message from the mayor and summarize the key highlights of Village plans and focus of effort of the current government. (E.g. OCP update in 2010, Tourism Plan underway, new Economic Development Marketing plan just released, Pouce Coupe Park improvements, new subdivision lots for sale, etc.). The OCP should be available online. o Contact: Include contact for visitors to get more information about coming to the area, the Pouce Coupe Museum and/or the Village of Pouce Coupe. o Promote one official URL for all marketing and communications as set out in the tourism plan. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 40 Page 63 of 293

64 Item 7.1 o Upload the Share the Excitement Widget which can be displayed on community, municipal or business websites. The widget 25 is being used to highlight HelloBC s user-generated content (blogs). For instructions on how to install the widget refer to: CA/ShareExcitement/BritishColumbia.htm. Investment Website Relates to Business Investment and Promotion Investment 26 o Given the size of Pouce Coupe the existing website could be enhanced with additional content that is structured by type of interest, e.g. Visit, Business, Residents. Tourism opportunities should have its own section, e.g. Bed and Breakfast, Food and Beverage, etc. within the Invest section Integrated Promotional Mix Objective: Working with local partners, participate in marketing communications activities as resources allow. Rationale: Due to the limited market-ready product and current life cycle of the fixed-roof accommodation sector, marketing efforts are recommended for visitor servicing. Strategies: 27. Partnerships with Dawson Creek. a. Partnerships include cross-promotion of the Dawson Creek Museum and Pouce Coupe Museum b. Tourism Dawson Creek for local promotions (Summer 2009 $1,000 contest), content in the Tourism Dawson Creek guide and cross-promotion of community websites. 28. Internet Marketing a. The Pouce Coupe website is the best source of information about the community. Maintain updates and keep the home page content fresh. Given Pouce Coupe is in the URL name, Google searches rank the official website number one without any external web marketing activity. b. Tourism BC s investments in HelloBC and mobile technology with the iphone 27 will provide unprecedented access to information about BC s communities and activities. 25 A badge or button incorporated into a site or social network space by its owner, with content or services typically served from another site making widgets effectively a mini-software application or web service. Content can be updated in real time since the widget interacts with the server each time it loads. Source: 26 Economic Development Marketing Strategy 27 The iphone is an internet-connected multimedia smartphone designed and marketed by Apple Inc. with a flush multi-touch screen and a minimal hardware interface. The device does not have a physical keyboard, so a virtual keyboard is rendered on the touch screen instead. The iphone functions as a camera phone (including text messaging Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 41 Page 64 of 293

65 Item 7.1 With a link from the Tourism BC HelloBC site to the official tourism website in each community, visitors will be able to access the dynamic information community websites provide. Tourism BC has invested significant resources in the HelloBC 28 consumer website as the call to action for all marketing activities, especially at the provincial and regional levels. The site currently receives 7 million unique visits annually over its international network of websites. Visitors may access detailed information by their interests (hiking, fishing, etc.) or by geographic area, classified by regions and cities. Currently there is no profile for Pouce Coupe, although there is mention of Pouce Coupe on the Dawson Creek community pages. Regional DMO websites, such as Northern BC Tourism Association have been replaced by the enhanced HelloBC.com web presence. Tourism BC is working with the Regional Destination Marketing Organizations and community contacts to enhance the community profile sections on the site to build additional community content. The website will also link to the local community websites. Future development of the HelloBC website includes expanded content for regions and communities. Tourism BC Programs can be found online at: c. Communities are strongly encouraged to build user-generated content through HelloBC blogs. Blogs are a powerful tool used to communicate first-hand experience in a community, which is proven to be very effective with consumers. HelloBC blogs can accommodate text, images and video content. d. Tourism BC is currently in the process of developing a province-wide product inventory with potential for online booking capability on their consumer website. Individual businesses can buy program listings. Tourism businesses including activities, attractions, events, transportation and accommodations can participate. The HelloBC Listings Program is targeted to assist consumers with their vacation planning. The HelloBC Call Centre provides a booking service. In 2007 the Call Centre received almost 120,000 consumer inquiries and generated 8,800 reservation bookings. New for 2009 is the increase from a 40-word description to 100 words and the ability to upload one video clip Visitor Services Objective: Support the Museum to provide enhanced visitor services as resources permit. Rationale: The Pouce Coupe Museum is the welcome centre for visitors to the area and the key distribution outlet for brochures and maps about the area. The Museum receives financial and visual voic ), a portable media player (equivalent to an ipod), and Internet client (with , web browsing, and local Wi-Fi connectivity) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 42 Page 65 of 293

66 Item 7.1 support from the Village of Pouce Coupe. The centre is open in summer to greet visitors. As noted in the business and industry development section internal FAM tours and training of staff and volunteers can coincide with the Tourism Dawson Creek training program for the annual summer season, this could also include the camp attendants at Pouce Coupe Park. Strategies: 29. Maintain financial support to the Pouce Coupe Museum to operate and support information services to visitors. 30. The Village of Pouce Coupe to supply the official marketing materials and resources for visitor services. The recommendations for the enhanced website will include visitor information. The Village of Pouce Coupe is currently producing the new rack brochure. 31. Tourism Dawson Creek to assist in staff training to increase knowledge and professionalism and community orientation for all visitor centre staff provided in both communities Plan Tracking Monitoring and Evaluation Objective: Establish and maintain a tracking and evaluation program that is directly associated with the goals and objectives of the tourism plan. Rationale: Tourism development programming should be monitored and evaluated so that community stakeholders, local government, funders and other partners can assess plan progress. This will help with managing and allocating resources, assist with partnership development and build a better relationship with the community by communicating expectations, outcomes and benefits. The Tourism Plan Status Report, by separate cover, supplies a tracking reference to the following strategies for all strategies in the Plan. Strategies: 32. Maintain the strategic planning process. Tourism development initiatives are long-term and may take years before implementation can occur. This tourism plan refers to strategies that will require further planning and is subject to resources being available. The tourism plan will require updating in three years annual planning to move the strategies toward implementation require priority setting and a champion organization or group to spearhead the process. Develop an annual planning process to coincide with annual budgeting cycles. By having an annual plan with a focus each month, the plan can be implemented without being overwhelming. A year-in-review process provides valuable insight for future planning. Refer to the Appendices for the Annual Planning Process. 33. Produce an annual tourism report. Summarize the goals, objectives and strategies from the tourism plan. Report on the status of the objectives and strategies that were completed for the year. Include the focus of effort for the next year so progress can be noted. New opportunities will arise during the implementation stage; the annual report provides a mechanism to record accomplishments and opportunities that were not known at the time of the tourism plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 43 Page 66 of 293

67 Item 7.1 production. The Village of Pouce Coupe is a part of the South Peace Value of Tourism Study, which, is currently, be managed by Tourism Dawson Creek, and funded through the South Peace Economic Development Council. Information from this research project should be included in the tourism report. 34. Track Activities. The following are basic measures for key elements of the tourism plan, which can be monitored and included in the year-end report. a. Inquiries Track the number, origin, party size and origin of visitors to the Pouce Coupe Museum. b. Brochure Distribution Track the distribution of the new brochures to gauge demand for future planning. c. Website Statistics Track website usage using the free Google Analytics service. Check with the website hosting firm, which may also have a tracking mechanism included in the service. d. Industry Feedback Gather general feedback from industry stakeholders and marketing partners. e. Visitor Centre Statistics Utilize the custom reporting template supplied by Community Tourism Foundations to track visitors to the Pouce Coupe Visitor Centre Communications and Community Engagement for Pouce Coupe Objective: Establish and maintain a communications strategy that engages and informs the tourism industry, residents, government and regional partners to contribute to an enhanced tourism development climate. Rationale: A communications program that targets all stakeholders in the community and keeps them informed about the progress of initiatives and overall plan progress is recommended. Communicating the value of the tourism industry to government and residents will be important in sustaining their support for future investment in this economic sector. Communicating with local industry is critical for gaining momentum and creating the positive business climate needed to nurture product and destination development and program uptake. A communications How-To Guide is supplied by the Community Tourism Foundations program and is available for view online at Strategies: 35. Maintain the Tourism Plan Status Report. The tourism plan is intended for activities for the next 3-5 years. Based on available resources, an annual action plan will outline the strategies from the tourism plan. The status report indicates current status, next steps, timeline, lead organization, working budget and tracking and evaluation. Presented in table format, the Village Chief Administrative Officer (CAO) could maintain the updates to summarize the progress of the tourism plan implementation. The initial draft will be provided by Community Tourism Foundations as part of the final tourism plan. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 44 Page 67 of 293

68 Item Report on the status of the Tourism Plan progress. a. Village of Pouce Coupe website. Ensure program progress and updates for tourism planning and implementation are available online as part of the Village of Pouce Coupe website. Link to the Community Tourism Foundations web page as the program is ongoing into the implementation stage. b. Village of Pouce Coupe Newsletter. Ensure program progress and updates for tourism planning and implementation are included in the Village of Pouce Coupe Newsletter Establish a broadcast and fax system. For quick communication of meeting notices or announcements, set up a group system that allows messages to be sent to tourism-related businesses by community, organizations and government contacts. 38. Host an Annual Open House for Residents. As part of an annual open house for information on all aspects of community planning, include tourism initiatives updates and encourage input and feedback from residents. 39. Partner with Tourism Dawson Creek for a more comprehensive communications strategy. Refer to the Tourism Dawson Creek Communications section. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 45 Page 68 of 293

69 Item Action Plan Priorities for Pouce Coupe The following list is intended for projects to be undertaken in 2009/10. The Tourism Plan is supported by an Excel workbook that includes the Tourism Plan Status Report and working templates for tracking and budgeting. As part of a strategic alliance both Pouce Coupe and Dawson Creek can determine their role in implementing these strategies. Strategy # 1 Strategy # 2 Strategy # 3 Strategy # 4 Strategy # 5 Strategy # 7 Strategy # 8 Strategy # 9 Strategy # 11 Strategy # 12 Strategy # 13 Strategy # 14 Strategy # 15 a) Strategy # 17 Incorporate the tourism industry perspective within the broader context of the goals and action items of the Economic Development Marketing Strategy. Determine the allocation of both human and financial resources required to undertake the implementation of the tourism plan and undertake negotiations to contract TDC to administer the Tourism function for the community. Engage the tourism industry, on an ongoing basis, by participating a Tourism Advisory Committee (TAC). Encourage participation of existing stakeholders to assist in the implementation of the tourism plan. Establish the 2009/2010 budget to coincide with pooled resources and known grants available to implement the plan, and adjust accordingly as new grants or resources are secured. Produce a Community Profile Relates to Business Investment and Promotion Investment Develop a Communications Strategy to encourage communication between the Pouce Coupe Historical Society and the South Peace Historical Society/Roots Group, Dawson Creek Beautifications Committee and all committees that may provide relevant expertise to notable projects. Develop a market strategy Relates to Business Investment and Promotion Investment Monitor government and tourism agency programs to identify partnerships or opportunities for funding, assistance and additional planning for implementation of the tourism plan. Establish an annual planning process that coincides with the Village planning process and the annual tourism planning cycle. Maintain connectivity to the tourism industry in the region, and BC, through regional and provincial alliances and/or participation in industry associations, conferences, events and through professional development. Maintain the tourism inventory. Official Community Plan Update Enhance the Business Section of the Pouce Coupe website Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 46 Page 69 of 293

70 Item 7.1 Strategy # 18 Strategy # 20 Strategy # 21 Strategy # 21 Create an online resource library that can be utilized by tourism stakeholders and local organizations. Work with the regional destination management organization, Northern BC Tourism. Work with the regional destination management organization, Northern BC Tourism. Produce the Official Pouce Coupe Visitor Brochure Strategy # 25 Market the Community Centre Relates to Community / Quality of Life Economic Development Strategy Strategy # 26 Strategy # 27 Strategy # 29 Strategy # 30 Strategy # 31 Strategy # 33 Strategy # 34 Strategy # 35 Strategy # 36 Strategy # 39 Enhance the Village of Pouce Coupe website Partnerships with Dawson Creek. Maintain financial support to the Pouce Coupe Museum to operate and support information services to visitors The Village of Pouce Coupe to supply the official marketing materials and resources for visitor services. Tourism Dawson Creek to assist in staff training to increase knowledge and professionalism and community orientation for all visitor centre staff provided in both communities. Produce an annual tourism report Track Activities Maintain the Tourism Plan Status Report Report on the status of the Tourism Plan progress Partner with Tourism Dawson Creek for a more comprehensive communications strategy. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 47 Page 70 of 293

71 Item S USTAINABLE D AWSON C REEK T OURISM D EVELOPMENT P LAN Introduction The Tourism Dawson Creek Tourism Development Plan outlined six strategic areas: Destination Development; Sports and Events; Communication; Visitor Services; Marketing and Promotion; and Education. This plan is a refinement of the existing plan and will be known as Sustainable Dawson Creek Tourism Development Plan This document will provide a detailed overview of the development and marketing goals and objectives within Dawson Creek and assist in directing Tourism Dawson Creek, the City of Dawson Creek and stakeholders. The proposed activities are for the next six years. This plan will also assist in meeting the provincial tourism objective to double tourism revenues by The Plan outlines seven strategic areas: Management and Planning; Information Management and Research; Communications; Destination Development (Infrastructure and Services); Product Development; Business and Industry Development; and Marketing and Visitor Services. Tourism Hospitality, Management and Planning The hospitality of a tourism destination is reinforced by policy at all levels. Without government policy, programming and funding, communities and regions would be limited in their effort to develop destinations and to support tourism businesses. The community attitude toward tourism development is also essential for the equation to be balanced. Community engagement, education and training are the responsibility of local policy and supporting programs. 5.2 Vision Statements In order to create a context for tourism, development of the industry must dovetail with the overall vision for the community as a whole. The vision statement describes a desired future state for tourism in the area. It provides direction for development efforts and it can incorporate political, economic, social and cultural elements, but is always forward focused Community Vision Statement Dawson Creek will be a visionary community that works together for innovative social, cultural, economic and environmental vitality Proposed Community Tourism Vision Statement The tourism industry in the City of Dawson Creek will be a catalyst for economic sustainability while increasing social, environmental and cultural awareness and elevating the quality of life for residents while providing a world-class visitor experience to our visitors. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 48 Page 71 of 293

72 Item Vision and Mission Statements for Tourism Dawson Creek Vision Statement That Tourism Dawson Creek be recognized as a provincial leader and innovator in destination development and marketing while leading the City of Dawson Creek towards sustainable economic growth and development utilizing the tourism industry. Current Mission Statement To facilitate and coordinate the development and promotion of the tourism industry within the City of Dawson Creek for the benefit of the community by creating year-round, memorable visitor experiences through quality visitor information and visitor services management, sport and events, destination development, marketing, communication and education. Proposed Mission Statement To facilitate and coordinate sustainable development and promotion of the tourism industry within the City of Dawson Creek for the benefit of the community by creating year-round, memorable visitor experiences through effective Management and Planning; Information Management and Research; Communications; Destination Development (Infrastructure and Services); Product Development; Business and Industry Development; and Marketing and Visitor Services. Operating Principles Tourism Dawson Creek will operate on the following operating principles: An advocate for industry standards and professionalism Entrepreneurial, creative Research based and industry driven Passionate about customer service, satisfaction and loyalty Inclusive and innovative Minimize the tourism industry's negative economic, environmental and socio-cultural impacts Inclusively We will create an invitational climate by: Ensuring all individuals have equal access to services and opportunities for success; Seeking ways to reflect and celebrate the diversity of our community and ensuring physical accessibility; Engaging people in issues that directly affect them; and Maintaining and strengthening our links to First Nations, Aboriginal and Métis. About Tourism Dawson Creek Tourism Dawson Creek (TDC) is the recognized destination management organization (DMO) for the City of Dawson Creek with emphasis on development and management of the tourism industry. Tourism Dawson Creek is a division of the Northern Rockies Alaska Highway Tourism Association (NRAHTA) and was formally established in August The contract was Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 49 Page 72 of 293

73 Item 7.1 awarded by the City of Dawson Creek to the NRAHTA on April 1, 2004; the current contract expires in EnCana Event Centre Vision and Mission Statement Vision Recognize the EnCana Events Centre as the premier entertainment facility in the entire British Columbia and Alberta Peace Region while leading the City of Dawson Creek towards increased quality of life and sustainable social and economic growth by utilizing the EnCana Events Centre as its catalyst. Mission To increase the number of entertainment opportunities for the citizens of the Peace Region while striving to meet and exceed the City of Dawson Creek s and our customers expectations. 5.3 Tourism Dawson Creek Goals and Objectives Tourism Dawson Creek has operated from tourism plans since the original 2001 Tourism Outlook and Marketing Plan. The following goals build on existing goals, but they have been refined to coincide with the seven strategic areas of the plan framework. The City of Dawson Creek has identified sustainability as a priority for the community and sustainable initiatives are currently underway. Tourism Dawson Creek recently held a workshop promoting Green Best Practices for Tourism Businesses and recognizes that sustainability must be embedded in the Sustainable Tourism Plan. To achieve these refined goals, Tourism Dawson Creek will coordinate a sustainable and adaptive tourism strategy that incorporates the following elements: Tourism Dawson Creek's Road Map for Sustainability a. Define policy for tourism sustainability b. Identify and engage stakeholders c. Set objectives ad key performance indicators d. Implement and measure e. Check f. Review Pillars of Sustainable Tourism a. Environmental b. Social c. Economic d. Cultural City of Dawson Creek Strategies and Actions for Sustainability Sustainability Planning Arts & Culture Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 50 Page 73 of 293

74 Item 7.1 Community Planning Economic Development Energy Governance Green Space Social Well-being Transportation Water The Toolkit for Tourism Operators titled Green Your Business offers the following key tips: 29 Make the switch be prepared to commit to sustainability in business Make a Statement Take Action Measure Progress a. Monitor the BC Partnership for Sustainable Tourism. 30 The Partnership will: i. Establish best practices for sustainability specific to tourism businesses; ii. Develop and implement a certification program for green tourism operators; iii. Set up a system for tracking and reporting sustainable tourism indicators; iv. Offer practical carbon calculators for small and medium-sized tourism enterprises; v. Embark on communications and outreach for businesses and travellers; and vi. Hold workshops across the province to educate businesses on emission strategies and best practices. b. Monitor the government of BC Sustainable Green Tourism Action Plan progress. 31 A sustainable, green tourism sector in BC is: i. Prepared for and readily adapting to change; ii. Addressing needs and aspirations of present and future generations; iii. Promoting and encouraging ethical behaviour; iv. Recognizing the connectivity of the entire planet; v. Promoting long-term health and well-being of visitors, suppliers, employees, host communities and the natural environment and built environment; Province of BC News release # 2008TCA Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 51 Page 74 of 293

75 Item 7.1 vi. Promoting long-term socio-economic vitality of the tourism system; and vii. Seen as a leader in Canada, across North America and in the rest of the world in a way in which it has tackled sustainability in a successful, collaborative and unified way. c. Review Whistler 2020 Moving Toward A Sustainable Future for existing initiatives of developed communities The following goals and objectives are intended to be included in a dedicated tourism section for the next update of the City of Dawson Creek Official Community Plan. Tourism Goals 1) Management and Planning, Information Management and Research and Communications: To sustain an effective tourism management function to ensure leadership, organizational capacity, adequate funding, research-based planning and open communications that support tourism stakeholders and the community in achieving the vision for tourism while integrating sustainability into every day decision-making; 2) Destination Development: To deliver a quality visitor experience by enhancing destination development and appeal for visitors through attracting infrastructure investments from local, regional, provincial, national and private sources while integrating sustainability into every day decision-making; 3) Product Development: To diversify the local economy through strategic expansion of the tourism industry as a way of expanding the tax base, and increasing jobs and income available to residents while balancing community values while integrating sustainability into every day decision-making; 4) Business and Industry Development: As an integral element of industry growth, to foster business and industry development that complements and strengthens products and attractions of most appeal to visitor markets and cultivates a welcoming community while integrating sustainability into every day decision-making; 5) Marketing: To encourage tourism operators to consistently and strategically market the area to target markets by working cooperatively and in collaboration with community stakeholders to leverage resources wherever possible in the community while integrating sustainability into every day decision-making; 6) Visitor Services: To maintain the visitor services programming to integrate with increased tourism activity, providing a seamless experience for the visitor; and 7) Visitor Experience: To develop a strategy that focuses on providing exceptional experiences and excellent value to extend the stay and increase visitation and recommendations that will position Dawson Creek as a preferred destination. The strategy will address the pre, core and Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 52 Page 75 of 293

76 Item 7.1 post visitor experience and will guide tourism stakeholders in delivery of an exceptional and consistent message while integrating sustainability into every day decision-making. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 53 Page 76 of 293

77 Item 7.1 Goal: Management and Planning, Information Management and Research and Communications: To sustain an effective tourism management function that ensures leadership, organizational capacity, adequate funding, research-based planning and open communications supporting tourism stakeholders and the community in achieving the vision for tourism community while integrating sustainability into every day decision-making. Tourism Objectives Tourism Planning and Management Identify resources required to implement the tourism plan in phases, built around community, industry, government participation, partnerships and communications. Plan Tracking / Monitoring and Evaluation Maintain a tracking and evaluation program that is directly associated with the goals and objectives of the tourism plan. Information Management and Research Maintain an online tourism industry database and resource centre that will support the development of community tourism and provide the information and research needed to support the tourism industry. Communications Maintain a communications strategy that engages and informs the tourism industry, residents, government and regional partners to contribute to an enhanced tourism hospitality climate. Goal: Destination Development: To deliver a quality visitor experience by enhancing destination development and appeal for visitors through attracting infrastructure investments from local, regional, provincial, national and private sources community while integrating sustainability into every day decision-making. Tourism Objective Destination Development: Tourism Infrastructure and Services Expand and improve tourism infrastructure that cultivates a sustainable community and the tourism vision. Goal Product Development: To diversify the local economy through strategic expansion of the tourism industry as a way of expanding the tax base, and increasing jobs and income available to residents while balancing community values while integrating sustainability into every day decision-making. Tourism Objective Product Development Identify and prioritize product development opportunities and compile resource material that aids with pre-feasibility for business opportunities and policy support while integrating sustainability into every day decision-making. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 54 Page 77 of 293

78 Item 7.1 Goal: Business and Industry Development: As an integral element of industry growth, to foster business and industry development that complements and strengthens products and attractions of most appeal to visitor markets while raising the level of customer service and satisfaction community while integrating sustainability into every day decision-making. Tourism Objective Business and Industry Development Maintain a business and industry development program that supports the needs of local tourism business operators and organizations. Goal: Marketing and Visitor Services: To encourage tourism operators to consistently and strategically market the area to target markets by working cooperatively and in collaboration with community stakeholders to leverage resources wherever possible while integrating sustainability into every day decision-making. Tourism Objectives Marketing and Visitor Services Market Position and Targets Improve overall tourism performance by increased awareness, length of stays, overnight stays, visitor spending and overall market share of leisure travellers, Free Independent Travellers (FIT) and small groups from domestic and foreign markets. Marketing Partnerships and Programs Maintain a cooperative marketing program with regional partnerships that leverage resources and extend market reach. Branding Improve brand recognition in key markets by promoting the place identity of Dawson Creek British Columbia, Canada. Promotional Tools & Materials Maintain the official set of promotional tools and materials for destination marketing and visitor services. Integrated Promotional Mix Maintain an integrated promotional mix of marketing activities to raise awareness of the Dawson Creek area in its current stage of development, communicating the attributes of marketready product in key markets. Visitor Services Maintain the visitor services programming to integrate with increased tourism activity, providing a seamless experience for the visitor. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 55 Page 78 of 293

79 Item Management, Planning and Planning for Implementation The following section outlines the management preparation required to undertake the plan implementation. Section 5 Action Plan Priorities summarizes in point form the priority strategies from throughout the plan for the focus of effort for 2009/10. This Tourism Plan is intended to act as a reference document while the Tourism Plan Status Report will summarize all the strategies with a timeline, next steps, lead organization, budget, tracking and current status for stakeholders to use as a tool for monitoring the plan implementation. Objective: Identify resources and short-term actions required to implement the tourism plan in phases, built around community, industry, government participation, partnerships and communications. Rationale: Tourism Dawson Creek is operating at maximum capacity based on existing funding, programs and services. Several plans have been completed to improve destination development, however, the barriers to progress include limited financial and human resources, lack of appreciation of the value of tourism, and lack of a coordinated plan for sport, event and conference development. Plan implementation will not be successful without full commitment to the tourism vision through securing of adequate resources. Tourism activities must coincide with the annual planning cycle of key stakeholders. Strategies: 1. Encourage the participation of existing stakeholders to assist in the implementation of the tourism plan. As noted in the Plan Direction section 3, by establishing a Tourism Advisory Committee all key stakeholder groups and organizations will provide input and determine how each community stakeholder can contribute to the overall vision for the community. 2. Establish an Annual Tourism Action Plan that coordinates the three key tourism management stakeholders: Tourism Dawson Creek, the City of Dawson Creek and Global Spectrum Facility Management. a. Develop an annual planning process to coincide with year-end deadlines and the tourism marketing cycle. By having an annual plan with a focus each month, the plan can be implemented without being overwhelming. A year-in-review process provides valuable insight for future planning. The Tourism Status Report is a tool for tracking the progress of the tourism plan in summary format. Refer to the Planning for Implementation section for the annual planning process. b. Dawson Creek has several plans that are moving forward as resources become available. In order to create synergy, as the plans have overlap, increase coordination of effort amongst the three stakeholders. c. Key plans or initiatives that require a coordinated annual action plan include: Sustainable Dawson Creek, City of Dawson Creek Economic Development Plan (update 2009), Dawson Creek Attractions Master Plan 2007, City of Dawson Creek Heritage Strategy 2007, Communications Plan 2005 (Alaska Highway Corridor Thematic Strategy, Dawson Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 56 Page 79 of 293

80 Item 7.1 Creek Thematic Strategy, Dawson Creek Downtown Revitalization, Alaska Highway House Concept Plan Phase II), Alaska Highway Community Initiative, the EnCana Event Centre plans and the proposed new arts and cultural centre. d. Maintain the Tourism Planning Matrix Template supplied by Community Tourism Foundations as a Status update on all existing plans and initiatives. This tool is intended for the three stakeholders to plan the next steps in moving plans forward toward implementation. Key components of the template include a list of key plans, reports or initiatives in community planning that have an overlap with tourism. Summarize the current situation and action items for next steps to move plans toward implementation. Table headings include Lead Organization, Status, Overlap with other plans, Next Steps, Partners, Timing, Budget Considerations, Grant Status, Key Contact, Comments and Online web link to further information. Include TDC Sustainable Tourism Strategies in the Tourism Planning Matrix Template. Refer to the Infrastructure and Services section. 3. Develop a formal Sport, Event and Conference Plan. A formal Sport, Event and Conference Plan will integrate with existing plans while contemplating future development of the arts and cultural centre, sport tourism, convention centre, events and wellness area of the EnCana Event Centre. Tourism Dawson Creek has identified the need for a Sport Tourism position, which is subject to securing resources. There are two options to undertake the strategy: b. Internal approach produced in cooperation with Tourism Dawson Creek and Global Spectrum Facility Management. c. Professional facilitation by hiring consultants who specialize in sport, event and conference tourism planning. Tourism Dawson Creek will submit an Expression of Interest to the Tourism BC s Sport Tourism program for December The community contribution budget is $10,000. Given this program focus is on Sport Tourism only, the strategy will need to be supplemented with an event and conference component through additional consultation services. 4. Expand capacity of Tourism Dawson Creek for incremental tourism activities through the establishment of the Additional Hotel Room Tax. With multiple initiatives identified through existing plans and potential for product and market development in sport, events, meetings and conferences, additional financial and human resources are required to achieve the future vision of the community. The Additional Hotel Room Tax (AHRT) could yield between $250,000 to $330,000 per year based on market conditions. Conduct a Sustainable Funding workshop with stakeholders. Refer to the Tourism BC Report on Options for Funding in the Resources section at Refer to the Appendices for more information on the Additional Hotel Room Tax. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 57 Page 80 of 293

81 Item Acquire Destination Marketing Accreditation. As noted in the recommendations from the Best Practices for the Effective Use of the Additional Hotel Room Tax Revenue in British Columbia, May 2007, 32 DMOs are encouraged to seek membership with Destination Marketing Association International (DMAI) 33 and to become an accredited Destination Marketing Organization through the Destination Marketing Accreditation Program (DMAP). 34 Accreditation directly addresses standards of performance, best practices and techniques and service excellence. The following industry standards can be found online 35 by the following categories: Branding Governance Management and Facilities Sales Communications Group Sales Marketing Stakeholder Relationships Destination Development Human Resources Membership Technology Finance Innovation Research / Market Intelligence Visitor Services 6. Consider the future organizational structure for Tourism Dawson Creek. With the relationship of the Northern Rockies Alaska Highway Tourism Association integrating with the Northern BC Tourism Agent for Tourism British Columbia, a review of the organizational structure is recommended for 2010 before the current contract expires in 2011 between Tourism Dawson Creek and the City of Dawson Creek. Also consider the legal entity to be identified to receive and manage the Additional Hotel Room Tax. 7. Support the feasibility and development of a Business Improvement Area (BIA). Much planning has been done around attractions, beautification, signage, etc. that affects the downtown core. Currently a new arts and cultural centre is planned. To support the merchants and key initiatives in achieving the vision for the downtown area, a Business Improvement Area plan is recommended. A Business Improvement Area is a defined area where property owners elect to pay an additional tax to support improvements to the area. 8. Monitor government and tourism agency programs to identify partnerships or opportunities for funding, assistance and additional planning for implementation of the tourism plan. There is a multitude of government programs that can assist communities in tourism development. The Bike BC program is a $31-million initiative for cycling infrastructure (cycling trail development) from the province of BC. The new Community Cultural Tourism Strategy is 32 Grant Thornton Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 58 Page 81 of 293

82 Item 7.1 underway with stakeholder interviews being conducted throughout the province. Recent announcements include plans to develop a provincial cultural tourism strategy, 36 as well as the BC Partnership for Sustainable Tourism. 37 Refer to the Ministry of Tourism, Culture and the Arts. 38 Tourism development can be found at: Rural BC provides an excellent website for programs and resources. Northern Development Initiative Trust provides an excellent resource for Community Funding. Subscribe to Tourism BC s The Tourism Brief E-Newsletter for program updates and industry news. TourismBrief@tourismbc.com Refer to the Business and Industry Development Section for websites that have RSS feeds and newsletters. Key programs through Tourism BC that are opportunities for Tourism Dawson Creek include: Tourism BC s Community Tourism Opportunities program. This program may provide funding support for the tourism plan implementation assessed on a project-by-project basis administered by the Regional Destination Marketing Organization (RDMO), Northern BC Tourism (NBCT). Tourism_Programs.aspx 9. Create awareness of Tourism Dawson Creek and maintain connectivity to the tourism industry in the region and BC, through local, regional and provincial alliances and/or representation and participation in industry associations, conferences, events, and through professional development. Ensure open communication between the regional destination marketing organization, Northern BC Tourism and the TAC. Ensure attendance by an area representative at the annual BC Tourism Industry Conference held in February each year, sponsored by the Council of Tourism Associations of BC and Tourism BC. 39 Attend the Northern BC Tourism Association AGM. Participate at the committee and/or board level of tourism-related organizations. As sector development opportunities arise, identify sector-related organizations and programs and monitor opportunities for participation. 36 Announcement at the 2008 UBCM convention. 37 News Release 2008TCA O October 27, Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 59 Page 82 of 293

83 Item 7.1 Register to receive tourism industry e-newsletters and RSS feeds. (Tourism BC, Canadian Tourism Commission, sector organizations, government, etc.) Maintain membership in the following organizations: o American Bus Association o BC Destination Marketing Association o BC Sport Tourism Network o British Columbia Museum Association (Alaska Highway House) o Canadian Association of Convention and Visitor Bureaus o Canadian Sports Tourism Alliance o Council of Tourism Associations of BC (through NRAHTA)? o Dawson Creek and District Chamber of Commerce o Deh Cho Travel Connection o Experiences BC: RV & Camping Coalition (through Northern BC Tourism) o Northern BC Tourism Association o Northern Rockies Alaska Highway Tourism Association Maintain an active role in the following community groups and associations: o Mile 0 Park Society o Dawson Creek Air show Committee o Dawson Creek Heritage Commission o Downtown Dawson Creek Merchant Association o Measuring Up the North Committee o Provincial RV & Camping Working Group 10. Update the Official Community Plan with tourism section Ensure the tourism sector is recognized with its own section in the next update of the Official Community Plan with the inclusion of the tourism vision, goals and objectives. 5.5 Plan Tracking / Monitoring and Evaluation Objective: Maintain a tracking and evaluation program that is directly associated with the goals and objectives of the tourism plan. Rationale: Tourism development programming should be monitored and evaluated so that community stakeholders, local government, funders and other partners can assess plan progress. This will help with managing and allocating resources, assist with partnership development and build a better relationship with the community by communicating expectations, outcomes and benefits. The Tourism Plan Status Report, by separate cover, supplies a tracking or evaluation reference for all strategies in the Plan. Currently Tourism Dawson Creek produces a quarterly report to the City of Dawson Creek directly related to the goals and objectives of the current tourism plan. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 60 Page 83 of 293

84 Item 7.1 Strategies: 11. Maintain the Tourism Plan Status Report. The tourism plan is intended for activities for the next 5 years. Based on available resources, an annual action plan will outline the strategies from the tourism plan. The status report indicates current status, next steps, timeline, lead organization, working budget and tracking and evaluation. Presented in table format, Tourism Dawson Creek could maintain the updates to summarize the progress of the tourism plan implementation. The initial draft has been provided by Community Tourism Foundations as part of the final tourism plan. 12. Maintain the strategic planning process. Tourism development initiatives are long-term and may take years before implementation can occur. This tourism plan refers to strategies that will require further planning and is subject to resources being available. The tourism plan will require updating in five years. Annual planning is required to move the strategies toward implementation requiring priority setting and a champion organization or group to spearhead the process. 13. Produce an annual tourism report. Summarize the goals, objectives and strategies from the tourism plan. Report on the status of the objectives and strategies that were completed for the year. Include the focus of effort for the next year so progress can be noted. New opportunities will arise during the implementation stage; the annual report provides a mechanism to record accomplishments and opportunities that were not known at the time of the tourism plan production. The annual report is for public distribution to the tourism industry, community and the City of Dawson Creek. 14. Track sustainability strategy indicators (as per Whistler 2010). Compare sustainable objectives to achievements and report on progress. 15. Track the marketing program. Marketing activities that are meant to increase visitation, spending and visitor satisfaction all imply measurement. The essence of marketing is dynamic so standards and conventions are frequently broken, but the measurable results are important. The following are basic measures for key elements of the marketing program, which can be monitored and included in the year-end report: Communication Tools Track and quantify distribution of all materials, e.g. service brochures, maps, visitor guide, etc. Conversion Studies Future consideration Tracking all visitor inquiries in a database can provide a source for supporting conversion studies to evaluate the effectiveness of the marketing programs. Conversion studies are conducted to determine whether the inquiry actually resulted in a visit to the area and whether the information visitors found on the web or received by mail influenced their decision to visit. In essence, the research seeks to determine whether an inquiry converted to an actual purchase. Typically these surveys can be costly and are done by research firms. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 61 Page 84 of 293

85 Item 7.1 Economic Impact Studies Dawson Creek has been active in tracking events and the tourism industry impacts through economic impact studies. Currently the Tourism BC Value of Tourism project is underway for Industry Feedback Information and general feedback from industry stakeholders and marketing partners. Industry Online Survey Utilize the convenience of web services that allow the creation of customized online surveys that supply an automated report. Inquiries Track unique website hits, create landing pages and website responses through an form. Customize addresses and domain names for promotional purposes, e.g. (dedicated web addresses can point to any page on the website or addresses can be forwarded to the general mailbox and tracked by unique address). Track inquiries against a list of marketing activities for the toll-free number that is answered at the Visitor Centre by asking how the person got the number. Media Collect tear sheets or PDF copies of printed articles or e-news items, and follow up with all visiting media or media inquiries. Calculate the advertising cost of equivalent media space. Occupancy Data As noted in the research section, Tourism BC s Occupancy Tracking and Value of Tourism programs are both recommended. Participation Rates Growth in volume and program spending by local industry and partners in Tourism Dawson Creek tourism programs. Trade, Travel and Consumer Shows. Trade Show reports would include a summary of contacts, key outcomes and next steps. Consumer and travel show reports indicate number of visitors to the booth, number of publications distributed, analysis of entry forms for trip giveaway and comparisons to previous years statistics, noting weather and competing events. Quantify permission-based additions to the database for follow-up. Visitation and Spending Activity measures used in the Situation Analysis (VC visitation, room revenues) as well as primary research (i.e. visitor survey). Refer to the Information Management and Research section. Website Statistics reports can be used to monitor the way in which sections of the website are performing, and to track the growth of traffic to the site as a whole. This information is useful when considering additions and renovations to the site. Tracking will also include requests for the visitor guide and general requests for information. Web developers can supply internal website tracking reports; as well, Google Analytics 40 is a free service. Web hosting firms also provide their own statistics. When engaging a web marketing program, ensure the campaign has a tracking component. Implement several URLs to track and market specific marketing initiatives: Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 62 Page 85 of 293

86 Item ww.alaskahighway.ca; Determine if comparable benchmarking against other communities would be beneficial in giving a better understanding of the area tourism performance. The process of benchmarking includes gathering data to see how well the community performs against others, and is also a way of identifying new ideas. It is important to understand the cost and time issues of benchmarking measurement tasks that cannot be reasonably performed, either because of data gaps or time constraints, should not be undertaken. Information needed to fulfill a benchmark analysis should be readily available or relatively easy to obtain. VC statistics, room revenues (BC Stats), visitor exit surveys (Tourism BC), changes in accommodation inventories (BC Stats) and tourism labour force (Statistics Canada) are among the more easily identified and assembled benchmarks. Information Management and Research 5.6 Information Management and Research Objective: Maintain an online tourism industry database and resource centre that will support the development of community tourism and provide the information and research needed to support the tourism industry. Rationale: Tourism stakeholders require information about the tourism industry, policy, markets and promotional opportunities. Ongoing research is vital to success, as markets and situations are constantly changing. Compiling research through the regional, provincial and national destination marketing organizations, government at all levels, sector associations and other sources is a continuing requirement. The proliferation of information sources on the Internet makes this accessibility convenient, however, time constraints and information overload can often interfere with the use of that information. The tourism information clearinghouse is a useful and easy-to-deliver service that provides a central access point for consumer, industry, visitor and market research. This service would not necessarily be limited to gathering and distributing information from industry, national and international sources; it also provides research analysis and data needs within the Dawson Creek regional area itself to assist with strategic positioning and plan evaluation. In addition to collecting secondary research (existing information), primary research fills the information gap by providing specific data relevant to the current situation. Refer to the business and industry development section of this report for additional sources of content for the industry resource centre. Tourism Dawson Creek has been very active in research projects with partners to provide quantifiable data to support tourism in Dawson Creek and throughout the region. These include the Northern Rockies Alaska Highway Visitor Study (2005), the Motivations of RV Travel, and the Northern Rockies Value of Tourism study. Economic Impact Studies for the Northern BC Winter Games and Fall Fair Rodeo have also been conducted by Tourism Dawson Creek. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 63 Page 86 of 293

87 Item 7.1 Strategies: 17. Maintain the online inventory. In order to quantify, track and evaluate the tourism industry for trend and gap analysis, communications and industry composition, an inventory of tourism businesses and features is required. As part of the Community Tourism Foundations program, templates were supplied to update the existing inventory. Maintain the current online inventory to ensure that all businesses, community and sector groups, First Nations and government, with a stake in tourism, have been included. Maintain the Community Partner Organizations database bi-annually in partnership between Tourism Dawson Creek and Parks and Recreation. Monitor trend analysis by comparing the composition of the tourism industry year over year. 18. Enhance the Tourism Dawson Creek Resource Centre for tourism stakeholders and local organizations. The current online industry section under Corporate Services includes About Us, Contact Us, Hosting Events, Official Photographer, Spirit of BC, Partner Organizations, Resources, SuperHost, Awards, Forms and Funding. Key recommendations include keeping all pages up to date or not displaying those that are not current. Dated material gives the impression this section of the website is not important. The current Resource Centre has PDF files of existing reports, plans and the tourism newsletter. Current statistics are not yet posted. Key recommendations include an expansion of the Resource Centre to include links to a variety of resources as well as the proposed annual tourism report and other resource materials such as the TIAC Green Your Business: Toolkit for Tourism Operators, 41 which was recently reviewed at a sustainability workshop. The Resource Centre could be restructured to display a landing page that summarizes what is currently happening with tourism and then a series of links will lead to other pages in the Corporate Services segment of the website. The following is a guide for content: About Tourism Dawson Creek (Vision, Mission, Guiding Principles) Tourism Advisory Committee (Representation, Terms of Reference) Tourism Plans (Local, regional, provincial, national) o Maintain a Tourism Plan update page. Ensure program progress and regular updates (no less than quarterly) for tourism planning and implementation. Tourism Industry Newsletter Mile 0 Signal (Quarterly archives) Training and Certification (Local, regional, national, sector) Research (Primary and Secondary / Local, regional, national, sector) Resources (Local, regional, national, sector) Statistics (Local, regional, national, sector) Links (Local, regional, national, sector) Refer to the Appendices for content to be uploaded to the Resource Centre Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 64 Page 87 of 293

88 Item Maintain participation in Tourism BC s Accommodation Tracking program and Value of Tourism research programs. Dawson Creek has been active in the Accommodation Tracking program but a lack of minimum participants does not allow custom reporting for the area. In 2009, Tourism Dawson Creek is completing the Tourism BC Value of Tourism Research project. Understanding the aggregate performance of the industry by season will create a benchmark for comparative analysis over time. Using monthly surveys of accommodation properties, the Tourism BC program tracks occupancies and average daily room rates for the current month and provides a forecast for the next three months. Tourism BC compiles the data to estimate the percent change in room revenue compared to the previous year. Aggregated reports for the province and communities with enough participation (at least 5 accommodation properties) are provided to each participating property. The program not only provides invaluable benchmarking data for evaluating plan progress but important business planning information for individual properties. Contact Tourism BC Research and Planning via at research@tourismbc.com or visit In addition to Tourism BC s accommodation tracking program, accommodation properties can participate in the Value of Tourism research program. The objective is to provide a conservative and credible estimate of visitor volume and direct tourism expenditures within a community. The Value of Tourism model provides a structured, consistent approach to estimate the volume and value of tourism. The core data collection component of the model is an accommodation survey to gather the most recent annual performance data from commercial accommodation operators (including campgrounds). This information is then applied to local, regional, provincial and national tourism indicators to provide an informed estimate of the total number of visitors (overnight, day and visiting friends and relatives) and their expenditures in the community. Contact Tourism BC Research and Planning via at research@tourismbc.com or review the website at Conduct a follow up Alaska Highway Visitor Study. The last Alaska Highway Research Study was conducted in 2003, with reports released in Re-analysis of existing data continues to be released with recent examinations of trip routing information. Independently or in conjunction with a Visitor Centre study (see below), an update to the current research is required in time. The project will be undertaken in close collaboration with the North to Alaska program and Northern BC Tourism, Tourism BC and Yukon and Alaska partners Conduct a local Visitor Centre study. Currently the Value of Tourism study is underway, therefore consider this strategy for future planning in the event a feasibility study was being conducted for a new visitor centre. The main Visitor Centre in Dawson Creek is the second busiest in Northern BC. Through the Tourism BC Research and Planning department, a study can be conducted to determine the value of the Visitor Centre and profile visitors to the area. The use of the VCs provides communities with an opportunity to influence the activities and satisfaction of travellers, thus increasing the length of stay and the probability of a return visit Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 65 Page 88 of 293

89 Item 7.1 to the community and British Columbia. The methodology for this study will serve to provide a more in-depth understanding of visitors to the area as well as economic impacts of Visitor Centres. Note: This project should be considered for future planning as the program is suspended for A summary of research studies done to date is being compiled by Tourism BC Research and Planning. Samples of the studies from other communities can be found at: Maintain Economic Impact Studies. Dawson Creek has produced economic impact studies for the Dawson Creek 1998 and 2005 BC Winter Games and the Dawson Creek Exhibition, 2005 Economic Impact & Visitor Satisfaction Analysis. Tourism Dawson Creek is currently working with Global Spectrum Facility Management and the City of Dawson Creek in conducting an economic impact study for the South Peace Community Multiplex. Economic Impact Group have been contracted to do the study Use established research methods for tracking and evaluating the economic impact of attractions, events and festivals. As a resource the following information is provided. In 2005 and 2006 a consortium of national, provincial and territorial organizations produced a set of guidelines. These guidelines can be adapted for any visitor study but were originally developed to generate credible and consistent inputs for estimating the tourism economic impact of festivals, events and attractions. There are six customized versions of the guidelines. Contact Tourism BC Research and Planning via at research@tourismbc.com or visit Communications 5.7 Communications and Industry Engagement Objective: Maintain an integrated communications mix that engages and informs the tourism industry, residents, government and regional partners to contribute to an enhanced tourism development climate. Rationale: A communications program that targets all stakeholders in the community and keeps them informed about the progress of initiatives and overall plan progress is recommended. Communicating the value of the tourism industry to government and residents will be important in sustaining their support for future investment of this key economic sector. Communicating with local industry is critical for gaining momentum and creating a positive business climate needed to nurture product and destination development and program uptake. While it was agreed that tourism forms part of the composition of the future economy in the Dawson Creek area, tourism also must be compatible with other industries. A communications How-To Guide is supplied by the Community Tourism Foundations program. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 66 Page 89 of 293

90 Item 7.1 Strategies: 24. Promote the enhanced tourism industry Resource Centre on the Tourism Dawson Creek web page distributing the URL link throughout all communications. Refer to the Business and Industry development section for content recommendations Support Pouce Coupe in utilizing the online Dawson Creek Resource Centre section by having Pouce Coupe link directly to the website. Local Pouce Coupe information can be posted on Dawson Creek s website. 26. Maintain a broadcast and fax system. For quick communication of meeting notices or announcements, set up a group system that allows messages to be targeted to some or all of those groups that make up the contact list, e.g. tourism-related businesses by community, organizations and government contacts. 42 Deliver as an integrated feature of the database-driven website where possible. 27. Maintain a quarterly tourism electronic newsletter. Currently Tourism Dawson Creek produces the Mile 0 Newsletter. Deliver as an integrated feature of the database-driven website where possible or through third-party software (although this would create duplication of effort to maintain data for the distribution list). The e-newsletter should always contain web links to the industry resource centre, progress reports on the implementation of the tourism plan, industry news, current events, tourism trends and statistics, new investments, business developments, infrastructure developments and links to the appropriate third-party websites. Marketing opportunities would be distributed via on an as-required basis, however, the newsletter would have a direct link back to the marketing opportunities section on the website. Archival copies should always be maintained online. 28. Maintain quarterly progress reports to the City of Dawson Creek. Currently Tourism Dawson Creek provides an activity update to the City of Dawson Creek. It is recommended the written report continue with highlights from the reports providing the key accomplishments as content for the industry and community newsletter. 29. Make presentations to local high school students on the value of tourism and its career opportunities. Produce a handout with local resources that is targeted to students. 30. Host input sessions for tourism stakeholders. The tourism plan has been produced with stakeholder input from two meetings; a final presentation was made for acceptance of the Plan, next steps are adoption by council. Ongoing input is required to carry out the plan objectives and to motivate stakeholders to buy into programs, communicate their situation, identify opportunities, etc. Hosting regular meetings for the larger stakeholder group is recommended at least twice a year, once for input and once for feedback and evaluation. 42 Refer to the website features section in the Appendices. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 67 Page 90 of 293

91 Item Host an annual pre-season tourism industry event. As services and resources evolve for tourism operators such as the enhanced resource centre on the website, visitor guide, workshops and seminars for business and industry development, local statistics reporting, trend analysis, market forces, etc. coordinate an annual event that showcases all programs and services that support the tourism industry, review the Visitor Centre services, showcase new businesses or services (table or booth displays) and provide a general networking opportunity. Sharing of information is also intended to stimulate a collaborative approach to coordinating schedules, visitor services and enhancing the visitor experience. This event could include seminars, workshops, internal FAM tour of local product and Visitor Centres, followed by a BBQ or social activity for networking. Display of the tourism association booth, marketing materials and handout of the annual tourism plan would keep the community informed of activities and progress 32. Host an annual open house for residents, government and tourism industry stakeholders. The open house could be combined with the tourism industry pre-season kickoff event with the broader audience attending the social event and evening presentation of the annual tourism plan. 33. Utilize the local newspaper. Include tourism updates in press releases in the local media, or establish a regular column. 5.8 Destination and Market Development Destination development refers to the community itself and the causal linkages it has with the tourism economy in terms of public policy, land use, resource management, physical development, infrastructure, business climate, human resources and other programs. Product development primarily involves the private sector and its investment and contributions to goods and services consumed by visitor markets. Finally, marketing programs are needed to complement the product and destination efforts. This includes strategies to build capacity for marketing by assembling a set of promotional tools and to sell the uniqueness of the study area to travel markets, while visitor services respond to the needs of visitors who have already made the decision to visit the area. Destination Development (Infrastructure and Services) 5.9 Tourism Infrastructure & Development Objective: Expand and improve tourism infrastructure that cultivates a sustainable community and the tourism vision. Rationale: Tourism infrastructure is a priority issue for many communities because the expansion of physical assets, including recreation, trails, transportation and communications systems, is critical in creating the right conditions for investment in complementary products and services. Entrepreneurs will be more willing to invest in their own properties and businesses if they perceive a commensurate willingness by government to enhance the sorts of infrastructure and services that visitors use. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 68 Page 91 of 293

92 Item 7.1 Strategies: 34. Maintain a master list of municipal, regional and provincial infrastructure improvements that will contribute to tourism development capacity and potential, and prioritize to coincide with the tourism development opportunities that fit both the community vision and the tourism vision. As noted in the planning section, a template has been supplied to track the status of key initiatives that support destination development infrastructure requirements such as airport expansion; development of trails, facilities (e.g. community gathering places; cultural, recreational and sports facilities); meeting and conference facilities; public facilities to host festivals and events; support services for visitors (public washrooms); broadband; RV parking; highway entrance; directional, trail and interpretive signage; affordable housing, etc. The following are recommended for the tourism development matrix: a. Official Community Plan Updates Building on the existing Official Community Plan vision and content, ensure the Tourism Plan Vision, Objectives and Goals are incorporated into the next update of the Official Community Plan for the City of Dawson Creek. b. Develop a Regional Way-Finding / Signage Master Plan While signage is noted throughout several plans and within the bylaws of the City of Dawson Creek, a master signage plan would take into account the multiple references to signage and ensure an integrated approach. Signage needs will change over time and as part of the annual planning process, signage priorities need to be identified and put forward into an action plan. The community branding for the City of Dawson Creek has been incorporated into existing signage. Entrance signage has been identified as a priority. A signage plan includes an inventory of all existing signage, SWOT analysis, identification of gaps, new signage requirements and a plan for implementation (leadership organization(s), regulatory approvals, sponsorship, design, key messaging, locations, budget, timeline, action items and maintenance plan). Key elements of a master signage program include a full range of signage such as advance (outside the community and regional area), entrance (welcome), visitor centre (highway advance, approach and building), directional (highway and local), destination (key attractions, landmarks, parks, kiosks), route marking (trails) and interpretation. i. Refer to the community resource guide, A Manual to Enhance Community Signage and Visitor Experience, June 2007, by the Tourism Research Innovation Project, Malaspina University College. Visit Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 69 Page 92 of 293

93 Item 7.1 ii. Dovetail with the provincial Service and Attraction Highway Sign Program through the Ministry of Transportation and Infrastructure. 43 iii. Dovetail signage programming with Tourism BC Tourism Product Services, 44 map production, website content and themed tours for the area. iv. Work with and present to appropriate jurisdictions, i.e. City of Dawson Creek, Ministry of Highways Branch for approval and implementation. c. Develop a Beautification Master Plan A visually charming or beautiful community does not just benefit tourism; the results contribute to community pride. When contemplating beautification for the area, consider tourism markets in plans. Dawson Creek has increased its visual appeal through a number of activities including, but not limited to, City-wide cleanup campaign; downtown hanging flower baskets; street banners along 8th Avenue and around City Hall; flower pots in the downtown core (Horticultural/City). While beautification is noted throughout several plans and within the initiatives of the City of Dawson Creek, a master beautification plan would take into account the multiple references to beautification and ensure an integrated approach. As part of the annual planning process, priorities need to be identified and put forward into an annual action plan. i. Consider the Communities in Bloom program. Communities in Bloom is a Canadian non-profit organization committed to fostering civic pride, environmental responsibility, beautification and to improving quality of life through community participation and the challenge of a national program, with focus on the protection and promotion of green spaces. 45 d. Implement the Dawson Creek Attractions Master Plan 2007 The Dawson Creek Attractions Master Plan was completed in fall To date there has been very little from the proposed plan that has been implemented due to costs. In addition, each attraction has its own governing structure and its own goal, which don t always coincide with the goals and objectives in the attractions master plan. As noted in the planning section, priorities for the next year need to be identified within the planning matrix. Incremental funds will be explored through the feasibility of the Additional Hotel Room Tax. e. Implement the City of Dawson Creek Heritage Strategy 2007 Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process. f. Implement the Communications Plan 2005 (Alaska Highway Corridor Thematic Strategy, Dawson Creek Thematic Strategy, Dawson Creek Downtown Revitalization, Alaska Highway House Concept Plan Phase II) Wanda Hook (250) Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 70 Page 93 of 293

94 Item 7.1 Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process. Incremental funds will be explored through the feasibility of the Additional Hotel Room Tax, as well as other funding programs for infrastructure development. g. Support the Alaska Highway Community Initiative Tourism Dawson Creek plans to support the Peace River Regional District, and Northern Rockies Alaska Highway Tourism Association in conducting the Alaska Highway inventory to support the American Scenic Byways program and National Historic Site nomination.(tourism Dawson Creek will be an advocate and catalyst but the lead agency will need to be PRRD, as Tourism Dawson Creek does not have the financial means or human resource capacity to undertake the project. h. Support the EnCana Event Centre for a conference centre and health and wellness area As noted in the planning section, an integrated plan for Sport, Events and Conference development is recommended. i. Support the proposed new arts and cultural centre A new project has been announced for the development of an arts and cultural centre in downtown Dawson Creek. Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process. The Calvin Kruk Arts and Cultural Centre will be a community anchor in the downtown corridor, and support sustainable growth in the area. j. Support development of a new campground / RV Park Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process. Review Recommendations for Recreation Vehicle Park Development in BC. k. Support transportation access and scheduling to RV parks and attractions Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process Product Development Objective: Identify and prioritize product development opportunities and compile resource material that aids with pre-feasibility assessment for business opportunities and policy support. Rationale: In order to attract more visitors, and to keep them coming back, the area needs to complement and expand its existing product base. Expanding the product base will extend the tourism season, allowing a greater return on investment for operators. To cultivate an environment for product development, entrepreneurs require information and support for business development. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 71 Page 94 of 293

95 Item 7.1 Strategies: 35. Prioritize tourism product opportunities for the area that will contribute to a sustainable and growing tourism industry. Create a matrix by ranking these product types by tourism attraction values only, conduct a dedicated workshop for refining product opportunities, next steps for key activities, timeline, lead agency, funding, etc., similar to the infrastructure matrix concept. The following product areas have been prioritized for development opportunities; they are not presented in priority order. a. Attractions: As noted in the Communications Strategy (attractions plan). b. Events: Develop a support function for the organization, enhancement and delivery of events that draw visitors from outside the community. As noted in the planning section, an integrated plan for sport, events and conferences is recommended. Currently Global Spectrum Facility Management, the City of Dawson Creek Parks and Recreation department, and Tourism Dawson Creek are engaged in the development of bid proposals for sporting events c. Health and Wellness There is an opportunity for a health and wellness area in the EnCana Event centre as identified by Global Spectrum Facility Management. Identify and prioritize tactics that can be included in the annual action plan. Refer to the Community Planning Matrix template as a tool to assist in this process. d. Achieve International Scenic Byway Designation Work with the Northern Rockies Alaska Highway Tourism Association (NRAHTA) to support the long-range vision of the Alaska Highway Community Initiative to achieve international Scenic Byway designation. Work with NRAHTA to complete the Scenic Byway inventory for the Dawson Creek area and submit to NRAHTA in e. Heritage, Arts and Culture Work with the Dawson Creek Heritage Commission and Local Historical Society to preserve historical aspects and elements of Dawson Creek. 36. Expand product packaging and itinerary development. Travellers are increasingly seeking experiences as a collection of specific products and services. It reflects the growing preference among aging travellers, especially for the bundling of the entire visitor experience into a simple, single purchase decision. This requires the provision of a coordinated range of products and services, preferably in a seamless fashion. The objective of packaging is to offer an integrated, interesting product to encourage visitors to increase their stay within the region. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 72 Page 95 of 293

96 Item 7.1 Cooperation among tourism operators on packaging has the added benefit of gaining economies of scale in relation to marketing and other business costs. Packaging can provide market reach that would not be possible by an independent business. Perhaps most importantly, it encourages operators to experiment with innovative and interesting experiences reflecting the region s best attributes. Packaging itineraries can include the Circle Tours in the region, themed product, e.g. health and wellness, events, and others. Depending on how packages are sold, they require compliance to government regulations by the Business Practices and Consumer Protection Authority of British Columbia a. Inventory current packages, identify gaps, and create packages that can be promoted through the marketing programs. b. Develop themed itineraries based on destination experiences, enhance with other products and promote market-ready itineraries. c. Promote market-ready itineraries for self-guided touring (no packages), e.g. themes and Northern BC, Peace Region, Circle Tours, e.g. Dinosaur/pre-history circle tour. (Refer to the website recommendations.) d. Develop guided tours. For example Alaska Highway House, Sewell Valley Game Farm, Agricultural tours, Refurbished 1942 Army Truck, Pioneer Village, etc. Business and Industry Development 5.11 Business and Industry Development Objective: As an integral element of industry growth, to foster business and industry development that complements and strengthens products and attractions of most appeal to visitor markets while raising the level of customer service and satisfaction. Rationale: Tourism Dawson Creek strives to be a leader in sustainable tourism education and industry best practices within Dawson Creek in order to create and sustain a commitment to quality products, services and visitor experiences through the promotion, coordination and cooperative facilitation of training and professional development opportunities. 47 A more diverse, competitive and innovative tourism sector will benefit from the promotion and facilitation of quality, service and professional standards. More visitors, longer stays and higher spending will translate directly into increased occupancies and yields, employment and capital investment. Creating this positive cycle requires that industry meet standards in service quality, marketing and overall business development so the visitor experience is truly enriched and leads to a more sustainable base. Regardless of the current downturn in the economy, based on current demographics the need for skill development and labour supply will still be a key strategy in the Tourism Dawson Creek Tourism Development Plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 73 Page 96 of 293

97 Item 7.1 long term. Volunteer burnout has been identified as an issue. Promoting product will not be effective unless the product meets or exceeds the expectations of the target market. The brand promise that is made through marketing communications must be in line with the products and services being offered. As the area develops its tourism opportunities, both individual businesses and the collective industry require professional development. Strategies: 37. Participate in and host NRAHTA, NBCTA or other tourism AGMs and adjoining conferences. The NRAHTA AGM & Hello North Tourism Rendezvous is the premier event within the region, providing learning and networking for tourism operators. The NRAHTA & Hello North Rendezvous was last held in Dawson Creek in This event will be discontinued with the integration of NRAHTA and Tourism BC-Northern Region. 38. Establish industry training, standards, certification and professional development programming and encourage adoption of industry and government standards by tourism operators. The uptake of professional ratings, certification and training programs by accommodation facilities and other tourism operators not only enhances progress toward having more market-ready product, it also improves the bottom line for the operators themselves. Currently Tourism Dawson Creek promotes and is a delivery agency for the SuperHost program now known as WorldHost Foster relationships with educational institutions to offer tourism/hospitality and experiential learning programs. Partner with the local high school system and the regional college to deliver tourism programming. Tourism Dawson Creek has built working relationships with the University of Northern British Columbia and Vancouver Island University through the Tourism Research Innovation Program. Tourism Dawson Creek has also been kept up to date with the progress of the Outdoor Adventure program at Northern Lights College in Tumbler Ridge. 40. Establish tips for businesses on how to be more sustainable. Tourism Dawson Creek has hosted a workshop on sustainability for local businesses. Utilize information from the workbook for inclusion for the refined online resource centre as well as provide links to other relevant websites to assist businesses. 41. Host Tourism BC workshops to improve local understanding of business development, marketing, service excellence and financial and human resource development. Workshops are an alternative to certification or classroom training because they are more convenient and less time-consuming for operators who might not otherwise be able to participate in formal programs. Tourism BC has a series of education and training tools available to assist tourismrelated businesses, using workshops and guides. Tourism British Columbia offers workshops for BC communities on several topics from the Tourism Business Essentials series: Tourism Packaging & Product Distribution introductory and advanced, Ads & Brochures 48 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 74 Page 97 of 293

98 Item 7.1 That Sell, Travel Media Relations and Sport Tourism. Note: Tourism Dawson Creek held the Sport Tourism Workshop in Workshops are three hours in length and facilitated by industry professionals who will travel to your community. A minimum number of participants is required. Contact Chris Lofft, Coordinator, Tourism Business Essentials at Chris.lofft@tourismbc.com for further details on all workbooks and workshops. 42. Acquire the Tourism BC Tourism Business Essentials workbook series as a resource for local industry. The Tourism Business Essentials series provides tourism operators with valuable information on key aspects of running a successful tourism business through a number of how-to guides and workshops. Developed by Tourism British Columbia in partnership with the tourism industry, the eight informative how-to guides are easy to read, easy to understand, and are must-haves for any business competing in today s dynamic tourism market. The guides are: Ads & Brochures That Sell, Internet Marketing, Mountain Bike Tourism, Tourism Packaging & Product Distribution, Environmentally Responsible Tourism, Travel Media Relations, Starting a Tourism Business, Sport Tourism and Employees First The Essential Human Resources Guide for Tourism Operators. usinessessentials.aspx 43. Encourage expansion of accommodation standards recognition programs. Encourage participation in Tourism BC s Approved Accommodation inspection and registration program for accommodation properties. Benefits include a listing in the BC Approved Accommodation Guide, and approved accommodation signage. New opportunities include the HelloBC Listings program. Tourism Product Management is also responsible for designating artisans, attractions and accommodations for the purpose of highway signage. 49 Tourism Dawson Creek s Accommodation program is to elevate the quality of the accommodation within the City of Dawson Creek, while providing incentive for the operator. Tourism Dawson Creek provides marketing opportunities to those operators that are a part of the Tourism BC Approved Accommodation program. The Tourism Dawson Creek Visitor Centre promotes ALL accommodation operators as per the regulations set out by Tourism BC. Tourism Dawson Creek encourages and assists operators in becoming certified. Encourage accommodation providers to engage in the Canada Select industry-led, consumer-sensitive rating program developed for the purpose of providing the travelling public with a national, consistent standard of quality within categories of accommodation. 50 Currently five properties in Dawson Creek are Canada Select certified with the highest rating of 3 ½ stars Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 75 Page 98 of 293

99 Item 7.1 Encourage accommodation providers to engage in Camping Select, the national campground/rvrating program developed to address the need for a comprehensive Canadian set of standards. Conduct a sustainable assessment of accommodation properties, utilizing an industry recognized certified program. Supply the link to the Greening your BusinessToolkit on the Tourism Dawson Creek website. 44. Encourage uptake of certification and training programs. The Canadian Tourism Human Resource Council (CTHRC) 51 administers certification of the National Occupational Standards for the tourism industry and works with provincial agencies for delivery of training tools and professional certification services. These standards are rooted in the hospitality sector and are broadly based. In addition to striking associations with provincial and territorial partners, CTHRC works closely with the business, labour and educational representatives from all sectors of Canada s tourism industry. Core objectives include raising the level of professionalism and attracting the labour force needed to ensure a profitable and sustainable tourism industry. The Council s programs have been brought under the umbrella of its Emerit brand. 52 The designated agency in BC is go2, 53 an independent organization that supports tourism employers, managers and entrepreneurs in attracting and retaining a sufficient number of skilled individuals into the tourism workforce in order to meet their business needs. Hunting and fishing guides, heritage interpretation and outdoor adventure guides are some of the accreditations offered. a. Promote awareness of best practices in business planning, product management, packaging and marketing. The Canadian Tourism Commission has produced several reports on product development and enhancement in areas such as spa and wellness, adventure recreation, cuisine, cultural/heritage and winter products. 54 Local operators can use these best practices and case studies to upgrade their own companies and resolve critical business issues such as financing and insurance. Guides for tourism funding, risk management and insurance for outdoor operators, database of insurance providers and insurance tutorials are available on CTC s website. Emerit has developed a human resource tool kit, which is a searchable, comprehensive training kit that informs on fundamental HR best practices. It features clear tools, templates, and forms that will assist employers to successfully recruit, hire, train, and manage employees. The ready-to-use, downloadable templates range from job advertisement and interview tools to retention and reward guidelines and can be customized to suit any business s needs. b. Educate tourism operators on how to become Export Ready in preparation for working with the travel trade. Tourism British Columbia coordinates many Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 76 Page 99 of 293

100 Item 7.1 international programs that require BC tourism suppliers to meet specific criteria in order to be considered for participation. These conditions are based on the input of overseas travel trade, tourism product suppliers and receptive tour operators, and have been developed to ensure the best possible representation of British Columbia s tourism industry in international markets. The industry development program offers both introductory and advanced workshops and workbooks for Tourism Packaging and Product Distribution. 55 As the tourism industry in Dawson Creek evolves, consider the Export Ready workshops in partnership with the Regional Destination Marketing Organization, Northern BC Tourism. Refer to the Appendices for Export Ready Criteria. c. Encourage businesses, organizations and government officials to participate in Tourism BC s SuperHost Customer Service program. Now known as WorldHost, the workshops exist to ensure that tourism-related businesses and organizations in British Columbia have a professional, well-trained workforce enhancing the travel experience for visitors to British Columbia and motivating them to return. WorldHost workshops are interactive, informative and offer valuable service skills that can be applied in any work environment. With eight distinctive workshops to choose from and content customization features, the sessions are led by certified trainers. Workshops include: Ambassador (aimed at organizations to train volunteers in preparation for events), Fundamentals, Japanese Service Expectations, Service Across Cultures, Customers with Disabilities, Solving Problems Through Service, Sales Powered By Service and Frontline Management Solutions. The Recognized WorldHost Business Program recognizes those businesses that are committed to providing excellent customer service. 56 Tourism Dawson Creek is the coordinating body for the Tourism BC WorldHost program. d. Encourage operators to become more sustainable and eco-friendly while increasing their bottom line. Monitor the provincial programs for sustainable planning. Post information on the newly enhanced Tourism Dawson Creek website. e. Facilitate access to enterprise services offered in the region for business and community development. The following content is intended for inclusion in the enhanced online Resource Centre. i. The Rural BC website provides easy reference to resources and program funding information designed to assist communities and regions aspx 56 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 77 Page 100 of 293

101 Item 7.1 ii. Northern Development Initiative Trust provides an excellent resource for Community Funding. Northern Development offers funding to municipalities, regional districts, First Nations, not-for-profit organizations and public authorities to support sustainable economic development and diversification throughout central and northern British Columbia. iii. The Community Futures Network 57 was established in 1986 by the federal government in response to the severe economic and labour market changes faced by rural Canadian communities. Over the last 20 years Community Futures in BC has played a significant role in entrepreneurial and community development. Comprised of 34 locally and strategically positioned organizations, the BC Community Futures Network has a significant impact on the socio-economic development and diversification of the rural communities it serves. Community Futures works with the existing business community to increase its capacity, to assist with entrepreneurial potential and develop a diversified and self-reliant economy. Programs include business loans, business planning, economic development, workshops and special projects, which can include tourism development capacity building. Community Futures Peace River-Liard serves the Dawson Creek area, with an office located in Dawson Creek. 58 iv. Ministry of Small Business, Technology and Economic Development. 59 The Ministry of Small Business, Technology and Economic Development helps to build a strong provincial economy that maximizes opportunities and small business growth throughout the province. The Ministry facilitates economic growth, wealth and job creation, and diversification of provincial and regional economies. The Ministry is committed to working with First Nation communities, Aboriginal people, local communities and regions as well as small businesses, industry, educational and non-governmental organizations. v. Canada Business Services. 60 Canada Business is a government information service for businesses and start-up entrepreneurs in Canada. Canada Business reduces the complexity and burden of dealing with various levels of government by serving as a single point of access for federal and provincial/territorial government services, programs and regulatory requirements for business. vi. Small Business BC. 61 Small Business BC, a public and private sector collaboration, is the comprehensive Business Development Resource for people exploring opportunities, launching new ventures and growing existing businesses Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 78 Page 101 of 293

102 Item 7.1 vii. Front Counter BC 62 is a single-window service for clients of provincial natural resource ministries and agencies. Staff members guide clients through all regulated natural resource issues. Business clients can think of the staff at the counter as their direct link to BC s natural resource ministries and agencies. Staff are specifically trained and knowledgeable in authorizations required by natural resource businesses and clients for mining, forestry, agriculture, health, etc. Front Counter BC staff act as advocates for timely decisions and responses, and help a client navigate from start to finish what can sometimes be a maze of licences, permits and registrations. In the past, clients of BC natural resource ministries and agencies often had to go from agency to agency to obtain their necessary authorizations. The Front Counter BC centres simplify the process for small to medium-sized natural resource businesses. There is an office in Fort St. John Identify labour and skill requirements. Despite the current economic downturn, both skill and labour shortages are expected as the economy recovers due to the shift in demographics in North America. In the long run, a strategy to address labour and skill issues is recommended. a. Conduct an online survey of the local industry for an initial assessment of the labour and skill issues for operators. b. Set-up a Labour and Skills page on the refined online Resource Centre of the Tourism Dawson Creek website with the following links and a selection of key reports. c. Review the Kootenay Rockies Tourism / Go2 Human Resource Strategy and Tourism Labour Market Analysis project for work done to date. 63 The Kootenay Rockies Tourism Human Resource Strategy Report and other reports can be found online at: d. Monitor the Canadian Tourism Human Resource Council Skills Canada initiative. The Canadian Tourism Human Resource Council (CTHRC) and Skills Canada recently signed a Memorandum of Understanding (MOU), formalizing a new partnership which will see them work together towards improving the quality of the Canadian labour force by promoting skilled trades, professional certification, and careers to Canadian youth. Both the Council and Skills Canada are interested in securing Canada s future labour force and helping youth discover rewarding careers. The agreement remains in effect until April Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 79 Page 102 of 293

103 Item 7.1 e. Monitor the Ministry of Advanced Education and Labour Market Development. The government of BC, is committed to ensuring that a skilled workforce is in place to provide world-class services during the 2010 Olympic and Paralympic Winter Games, and to support training for the expansion of the tourism industry in the years following. As part of that commitment, government has established a tourism and hospitality consortium in consultation with stakeholders. The British Columbia Tourism and Hospitality Education and Training Consortium will provide overall strategic direction and facilitate communication and planning among educational institutions, industry and government to ensure the education and training requirements of tourism and hospitality are met. f. Monitor the WorkBC Action Plan initiative for baseline data and the provincial strategy. The WorkBC initiative includes an action plan that sets out provincial priorities and steps for the way in which government, working with business and industry, will address skills shortages for the next five years and respond to longerterm labour market challenges. The action plan recognizes BC s proximity to Asia, and addresses each of the following five strategic areas: 1. Keep the workforce we have; 2. Develop the skills of the existing workforce; 3. Increase Aboriginal participation and labour market success; 4. Find and attract more workers to BC; and 5. Address regional skills shortages. g. Monitor the go2 website for employer and employee programs, and research. go2 was created by the BC tourism industry in 2003, on the recommendation of an 18- month task force involving more than 100 industry representatives and stakeholders around the province, to deal with the labour shortage and other HR issues. Through its programs and services go2, an independent, non-profit industry association, assists BC s tourism industry to recruit, retain and train employees to support industry growth. h. Monitor the Welcome BC website, which offers resources for potential workers to come to British Columbia. It also houses resources for employers. i. Post the online guide Tourism BC s Employees First The Essential Human Resources Guide for Tourism Operators on Tourism Dawson Creek Resource Centre website. urismbusinessessentials.aspx 46. Develop a Tourism Friendly business program. a. Utilize a Fair Exchange program to assist US Visitors Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 80 Page 103 of 293

104 Item 7.1 b. Develop an RV and Motorcycle Friendly program to complement business promotions c. Develop a new welcome orientation program for new people moving to Dawson Creek. Marketing and Visitor Services 5.12 Target Markets Objective: Improve overall tourism performance by increased awareness, length of stays, overnight stays, visitor spending and overall market share of leisure travellers, Free Independent Travellers (FIT) and small groups from domestic and foreign markets. Rationale: Knowing the clientele most likely to be interested in purchasing the area s tourism product is critical to the entire marketing process. Many tourism businesses (and communities) make the mistake of attempting to be all things to all people, when in fact it is difficult, expensive and inherently risky trying to appeal to the average traveller. It is therefore important to segment the market based on the profile of existing visitors, as well as those markets that might be enticed by the combination of products and activities which are, or could reasonably be, available in the study area. Effective community marketing can only be achieved through a collaborative and cooperative approach as the tourism organization does not have control or ownership of the components that impact the visitor experience. This plan is a working document, therefore it will evolve as potential partnerships and alliances are formed and resources are leveraged during the implementation stage. As noted in the research section, accessing market information by visitor activity is crucial to understanding how to appeal to market segments. Dawson Creek is recognized around the world as Mile 0 of the Alaska Highway. The Mile 0 Post and Mile 0 Cairn are icons of the Alaska Highway and provide international recognition of the City. Key attractions include: Alaska Highway House, Mile 0 Post and Cairn, Pioneer Village, NAR Park Station Museum, Dawson Creek Art Gallery. Activities include: golf, fishing, hunting, downhill and cross-country skiing, snowmobiling, organized sports and South Peace Community Multiplex. Major events include the following: Dawson Creek Exhibition and Fall Fair the largest event in Northeastern BC, Mile 0 Cruise, a biannual Air Show and Heritage Days Visitor Types Key visitor types for Dawson Creek are primarily leisure travellers, Free Independent Travellers (FIT) and groups via RV Caravans touring (en route to Alaska or other destinations) and special interests in events. Famous for Mile 0 of the Alaska Highway, the area attracts leisure visitors for day trips and overnight stays for tourists in transit en route to Alaska and regional markets for organized sports, recreation, entertainment, reunions, weddings. Business travel includes workers for the oil, gas and coal sectors and government employees for meetings. Traditional summer Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 81 Page 104 of 293

105 Item 7.1 peak season has occupancy availability in fixed-roof accommodations as Alaska-bound visitors typically travel in RVs and off-season fixed-roof accommodators fill with business travel (workers for oil, gas, etc.). Market origin includes: Regional BC and Alberta, Canada other, US, Europe, Asia/Pacific Target Markets Strategies: 47. Target long-haul US and Canadian Markets en route to Alaska and other points north. For Alaska-bound travellers, targets include US, Canada, Europe and Asia/Pacific. 48. Target regional market potential. For the event mix of conventions, travel shows, consumer shows, family shows and concerts, key targets include the Peace Region, which is a large geographic area with unique topography. The overall population is approximately 221,465 disbursed over a vast landscape that is roughly the size of California and is largely comprised of agricultural and forested lands. Major communities by radius and population: 150 km radius of Dawson Creek, population 133,295: Dawson Creek, Fort St. John, Tumbler Ridge, Chetwynd, Pouce Coupe, Taylor, Grande Prairie, Spirit River, Rycroft, Wembley, Sexsmith (included are portions of Counties, Municipal Districts and Regional Districts) 200 km radius of Dawson Creek, population 7,010: Hudson s Hope, Mackenzie, Grimshaw, Valleyview (included are portions of Counties, Municipal Districts and Regional Districts) km radius of Dawson Creek, population 81,160: Fort Nelson, Peace River, Fox Creek, High Level, Grande Cache (included are portions of Counties, Municipal Districts and Regional Districts) Touring Market The touring market seeks a range of activities, multiple destinations (e.g. circle tours) and a variety of accommodation options. Many are considered the rubber-tire segment; that is they enter and leave the area by automobile. This segment includes the RV market and visitors who rent vehicles to travel through the area, as well as those who travel in their own private vehicles. Free Independent Travellers (FIT) Free Independent Travellers (FIT) travel unescorted and usually have no formal itinerary. Meetings, Groups and Conferences When the new facilities of the Multiplex are complete, groups can be attracted for meetings and conferences. Current group targets include Reunions and Weddings. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 82 Page 105 of 293

106 Item Marketing Partnerships and Programs Objective: Maintain a cooperative marketing program with regional partnerships that leverage resources and extend market reach. Rationale: To leverage resources, partnering of marketing efforts extend market reach for the benefit of the destination and the participating marketing partner, other organizations and other communities in the study area. Tourism BC s Community Tourism Opportunities program provides funds to assist with the implementation of the plan. This provides an opportunity to complete special projects that will elevate the level of marketing activity. Strategies: 49. Maintain a close working relationship with the regional destination management organization, Northern BC Tourism Agent for Tourism BC. Dawson Creek has been actively working with the NBCT. The new alliance with Northern BC Tourism Agent for Tourism BC and the Northern Rockies Alaska Highway Tourism Association creates closer links as Tourism Dawson Creek is currently a division of NRAHTA. As of August 2008, the tourism function of NRAHTA merged with Northern BC Tourism. Outcomes of initial planning sessions indicate the evolution of the organization to represent the Alaska Highway as a Community. There are several more stages to the development of this concept; however, collaborative planning to address issues relating to the Alaska Highway will continue to be the prime area of focus of these stakeholder groups. Tourism BC and Northern BC Tourism will be working closely with the communities to raise the awareness of the Alaska Highway as a tourism icon. NBCT opportunities are identified from annual consultation with communities. This tourism plan will provide a variety of initiatives that may be eligible for funding through the Community Tourism Opportunities program and other programs. 50. Expand cooperative marketing programs with Pouce Coupe and local businesses. The following provides program content that could expand the marketing effort. a. Expand cooperative advertising opportunities Cooperative programs include partnering in display advertising in key publications and participation in the current Dawson Creek Mile 0 official visitor guide. Refer to the advertising section. b. Develop a cooperative marketing program with Global Spectrum that includes marketing, media, promotions, to capitalize on the opportunities for tourism. c. Expand travel show partnerships New programming may include partnered show attendance, brochure distribution or advertorial in flat-sheet format, shared booth space at select shows, and promotional trip giveaways for incentive-based market research. d. Expand Media Relations partnerships with local businesses Cooperative programs may include participation and sponsorship of FAM tour components, business profiles as part of the online press kit, image bank and links from the media page to Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 83 Page 106 of 293

107 Item 7.1 sections on the website that display business listings, press releases and feature article content. e. Generate trip giveaway promotions Cooperative programs may include sponsorship of prize components for trip giveaways as promotions. f. Expand niche cooperative marketing programs e.g. Cooperative marketing with the Multiplex. g. Website Business profiles and enhanced business listings, or full web pages for those businesses that do not have their own websites, can be developed for a fee. All stakeholders should be requested to link to the official website for Dawson Creek, increasing awareness and usage of the website while increasing Google rankings Branding and Positioning Objective: Improve brand recognition in key markets by promoting the place identity of Dawson Creek British Columbia, Canada. Rationale: The purpose of a community brand is to create a unique identity that clearly distinguishes your area from that of your competition. By consistently using the brand throughout all communication applications, you develop brand equity, starting with awareness, recognition and ultimately loyalty, creating a place in the mind of the consumer that represents the positive aspects of the visitor experience. Brands are developed from a review of the strengths of the community, environment, current activities, attractions, characteristics and history, and by defining the visitor experience. Without understanding how visitors perceive the destination now it is hard to know which marketing communication messages are appropriate. The brand promise that the community makes to a potential visitor must be well defined; this serves as a basis when communicating what the Dawson Creek experience is, whether that is on its own or part of a regional context. The brand artwork has been incorporated as the community identity in non-commercial applications for place marketing and used for signage, which has tourism implications, as well as community development. For branding to be effective for tourism marketing, artwork, images, colours and the graphic design of materials created must be consistent, with the same message repeated over time. The Canadian Tourism Commission undertook a rebranding strategy for Canada and, although communities will not embark on a branding process of this calibre, the principles are the same. Refer to the Brand Canada Toolkit for more information on place branding for tourism. Positioning Dawson Creek will be positioned as an ideal stop en route to Alaska and points North for the touring market and an events destination for regional markets. The City of Dawson Creek is using Capital of the Peace and Centre of It All as its positioning statements. Tourism Dawson Creek changed its positioning statement in 2001 to Mile 0 to Adventure which Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 84 Page 107 of 293

108 Item 7.1 encapsulates a wide variety of mental images. First, it recognizes Dawson Creek as Mile 0 and, second, it denotes the many adventures that are in our area and beyond. 64 Strategies: 51. Create a Branding Usage Guidelines document that clearly communicates the placemarketing brand identity for tourism. Currently logo artwork exists for the City of Dawson Creek and Tourism Dawson Creek. A branding usage guidelines document includes design elements including logo artwork, signature photographic images, colour scheme, style, fonts, tag lines and designs for promotional tools, travel show booth, marketing campaigns, banners, signage, merchandise, etc. Include a brand promise statement that the tourism industry can commit to when delivering their product, which forms part of the tourism experience. Stationery should include designs for business cards, letterhead, newsletter, Power Point and signature. Co-op stationery incorporating the Visitor Centre logo should also be included. Usage guidelines should include the CMYK colours, use of logo treatments and use of official artwork by third parties. Branding usage guidelines should be available on the Tourism Dawson Creek online Resource Centre Promotional Tools & Materials Objective: Maintain the official set of promotional tools and materials for destination marketing and visitor services. Rationale: A set of quality and professionally created promotional tools and materials provides a solid foundation for undertaking marketing activities. Smaller communities are competing with areas that have larger budgets, therefore many communities do not meet industry standards. Ineffective communication tools waste valuable resources. It is imperative that the right communication tool is targeted during the appropriate stage in the purchase cycle (Awareness, Interest, Evaluation, Purchase, Loyalty). The application of the community brand needs to be incorporated into all designs while artwork and content is customized for the communication objective of the materials being developed. The system to generate and service visitor inquiries must include key messaging and appropriate promotional tools to distribute throughout the purchase cycle with adequate means to get the message out. This includes: promoting awareness of the destination and its attributes; generating interest in the destination as a travel choice; be convincing as the choice over other destinations; indicate convenience to purchase; and provide an option to receive more information in the future. 64 Tourism Dawson Creek, Tourism Plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 85 Page 108 of 293

109 Item 7.1 Corresponding photography, colours and font selection forms part of the area identity. The official website address for the tourism consumer site appears on all materials; the official marketing toll-free number would appear where appropriate. It is recommended that a professional graphic designer and copywriter, who have a thorough understanding of tourism marketing and place marketing, develop the artwork and the promotional tools and materials that follow. Ideally the designer would be familiar with this tourism plan. Strategies: 52. Develop the image bank. Refreshing the image bank is an ongoing requirement. Compile a combination of low-resolution images for the website and e-newsletter, high-resolution images for print media and B-roll for broadcast media. Through the efficiency of digital cameras, high-resolution quality images, low-resolution standard images and video clips (suitable for website use) can be captured more readily. A combination of both professional and amateur sources will be adequate to maintain the image bank over time. Partnership with the regional DMO, Northern BC Tourism, has been identified to leverage resources for the image bank. Other sources include Tourism BC and stock agencies easily accessible from the Internet. In addition to the logo artwork, key photographic images will be used consistently to illustrate visually the attributes that make up the image for Dawson Creek, British Columbia, Canada. The image bank of photography will be used for all types of media: website, print media (posters, postcards, visitor guide, advertising), travel show booth equipment displays, visitor services, wall displays, media relations, merchandise, slide shows and many other purposes. B-roll (broadcast quality raw footage) will be used for broadcast media. Northern BC Tourism will spearhead production of B-roll for their media programs. Copyright restrictions vary depending on the source for images, so a usage guide for all images is recommended. Ensure any images that include people have a model release; for those under 19 years old, a parent or guardian release is required. High-resolution scans of images in digital format make for ease of distribution via the Internet or by CD/DVD. Professional photography, whether supplied or contracted to a photographer to capture images, requires high-resolution digital format, minimum 300 pixels per inch, which is now industry standard. Low-resolution scans or digital format images are suitable for the website. Image bank projects, in partnership with the regional destination marketing organization and Tourism BC, may be co-sponsored. a. List images by categories. To prepare for the image bank maintenance, review existing images against the tourism products and area features to provide a starting point for developing an image list by categories. b. Compile an inventory of existing images. Compiling existing images from various sources will keep costs down and avoid duplication of effort. Various groups, organizations and businesses will have images that they will share for no cost. Identify the gaps from the initial inventory to determine next steps. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 86 Page 109 of 293

110 Item 7.1 c. Purchase usage rights of existing images. Additional images can be compiled by purchasing usage rights of existing images from professional sources (for highresolution needs and the signature series) and archival images purchased through BC Museum and Archives. When collecting images from secondary sources, determine copyright and usage guidelines. d. Access free images through partnerships with local operators for use of their copyrighted images; image banks through regional, provincial (Tourism BC, 65 Picture BC) 66 and national sources such as the CTC. 67 e. Contract professional photographer(s) to shoot images. After compiling secondary sources, new image acquisitions can be contracted out to professional photographers to complete the image bank. Ensure all copyrights remain with the tourism organization whenever possible. f. Maintain an online image inventory and retrieval system. Access to images can be accomplished through the tourism website with integrated or third-party software that can house, sort and display images. Ensure areas for both public viewing of lowresolution images and secure areas for restricted viewing of the full image library (for media). g. Maintain a combination digital still and video camera with high-resolution capability to supplement the image bank. The maintenance of the image bank will be through an ongoing process of third-party photography supplemented by images taken by Tourism Dawson Creek. Digital technology allows high-resolution quality images to be captured for use in print media (magazines for media use or posters, etc.). All-in-one cameras now double as video recorders. The website will require fresh images by season, and as new products are developed. TDC can capture images of industry events, community events and FAM tours as well, which is ideal for the industry newsletter, open house and presentations. In addition to marketing purposes, the camera would be an asset to the tourism community and could be loaned to businesses/organizations to take images for their websites or promotional use. i. Digital cameras with a minimum 5 megapixel capability set to the highest resolution capture the required high-resolution images needed for quality print media. A minimum 300 pixels per inch data resolution is required based on the final size of the image when output. Often people refer to DPI (dots per inch), however, this refers to the output of the final printed material not the input of gathering high-resolution digital data. Technology has advanced to where 10 megapixel capability is becoming minimum standard for digital cameras, allowing high-resolution images as standard options Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 87 Page 110 of 293

111 Item Refine the Official Dawson Creek Visitor Guide. The current full-colour magazine-style format is 8 ¼ x 10 ¾"; distribution includes insertion into official Dawson Creek Community Guide (also the same format). Consider reformatting the visitor guide to 8x9" expanding to 16x9" when opened, providing ample opportunity for double-page editorial and photographic spreads. A soft-fold option for a portion of the print run allows for standard rack-size format of 4x9". This format also allows for placement of the guide in a #10 business envelope (4 1/8 x 9 1/2") reducing postage costs for mail-outs and convenient for carrying. The cover artwork can be changed for the soft folded version based on the original design of the full format. The centre spread map can be overrun as a stand-alone piece. The smaller format can still be inserted into the Dawson Creek Community Guide but would be saddled stitched in after the initial production. Based on existing content the guide is intended for visitors during the awareness to experience stages of the purchase cycle. Key recommendations include a restructure of the flow of information and content targeted to the purchase cycle (Awareness information up front, services toward the back). In addition to the centre spread of the local map, a regional orientation within the context of the Pacific Northwest is recommended as the guide is distributed at travel shows in North America as well as locally. A gatefold, double gatefold or double centre spread fold-out could expand the map display. The guide should open with a summary of key features as to why a potential visitor would come to the area, emphasizing the Dawson Creek experience. A series of double-page spreads targeting each attraction or product cluster would follow. Typically maps are located in the centre spread. The back part of the guide would be used for visitor services, highlighting access and transportation services. Back cover advertising should be limited to a full-page display ad, not stacking of ads. The inside front cover should form part of the opening editorial welcome summary of key messaging and images to entice the reader, accompanied with a subtle table of contents within a double-page spread. Hiring a design firm that will undertake the communications suite is important for branding to be effective; this includes copywriting and editing services. Internal distribution (inside the study area) includes: Dawson Creek Visitor Centres, advertisers, accommodation front counters, businesses and select events. External distribution (outside the community) includes fulfillment from all inquiries generated by tourism marketing activities, locations along the Alaska Highway, travel shows, select visitor centres in BC, Alberta and Washington. With the new proposed format, distribution can include rack-size options such as ferries on the Alaska route and rack distribution programs. (While magazine style can be accommodated with these options, there can be additional costs). When mailed the guide should be accompanied with a customized cover letter and additional business brochures as it relates to the nature of the inquiry. The guide would be supplied to marketing partners who will be attending travel or consumer shows or other suitable activities that expand distribution. Primary distribution options for rack-size publications include: a. Certified Folder Display Service Canada, Inc., provides racking services for over 21,000 locations throughout western Canada and the US. Racking programs include Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 88 Page 111 of 293

112 Item 7.1 Auto Clubs and various hotels, corporate headquarters, BC Ferries, airports, Visitor Centres throughout the province and geographically specific areas. The airport distribution package for both terminals in Vancouver can be targeted. In addition to racking services, display and advertising opportunities are also an option. b. Tourism BC provides brochure racking services in partnership with Certified Folder Display. The official visitor guide for each community in BC can be racked at the six provincial Visitor Centres (Vancouver Airport, Peace Arch border crossing, Merritt, Mt. Robson, Golden and Osoyoos). Those visitor centres that form part of the Tourism BC Visitor Centre Network will receive this service at no cost (except for shipping the guides to the warehouse). Note: The brochure must not exceed 50% advertising and must be standard format. c. Prince George Airport and regional airports such as Dawson Creek and Fort St. John. d. Seattle Convention and Visitors Bureau 68 Membership benefits of the Seattle Convention and Visitors Bureau include a website link, listings in their travel publications, Seattle Visitor Center & concierge services kiosk in the Washington State Convention and Trade Center and paid distribution at Sea-Tac Airport available to members only and marketing opportunities. For more information visit the member benefits section of the website Maintain Targeted Services Brochures. Update annually prior to the summer season in print and PDF online format. Dawson Creek Fishing guide Dawson Creek Transportation/Automobile guide Dawson Creek Restaurants Dawson Creek Weddings and Reunions guide Dawson Creek Services Dawson Creek Birding Self-guided downtown historic walking and mural tour Self-guided Pioneer Village Walking Tour Gas Stations and Campgrounds along the Alaska Highway 55. Produce a kit folder for professional presentation of materials. Kit folders with double pockets will hold a variety of materials: visitor guide, brochures, maps, etc., as well as DVDs. The folder would be used for various purposes: as an orientation kit for tourism businesses to the area, business attraction package for tourism and economic development, welcome package for meeting attendees and press kit for media relations, FAM tour kit, marketing programs, industry development training materials, etc. Not limited to tourism use, 68 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 89 Page 112 of 293

113 Item 7.1 the folders would be utilized by the City and the Chamber. Digital print technology allows for economical low-volume options providing professional-quality outputs without the need for traditional high-volume print runs. 56. Produce an online press kit for media. A press kit for media relations is an essential tool for any community that intends to support a media relations program. Whether working with media in person (FAM tours) or by distance, providing key information and support is vital to ensure facts and information about the destination are available to both media directly or media partners such as Northern BC Tourism as part of the provincial media relations strategy. Develop a section on the TDC website by providing a convenient summary of information required by travel writers. Once completed, ensure the regional DMO, Tourism BC and the CTC receive the link to the new media section on the tourism website, as the majority of media visits will be generated through these sources. Hard-copy press kits can be created and sent to media prior to their arrival or upon their arrival. a. Tips for press kits and working with media can be found as part of the Tourism BC Travel Media Relations workshop and Tourism Business Essentials workbook. All workbooks will be available for free download online in Samples of media pages are available on a variety of websites by tourism organizations such as: i. Media content tips include: quick facts about the area, story ideas, CD or DVD of sample images that are available in hi-resolution suitable for print media, maps, visitor guide, key contact list, detailed itinerary of FAM tours planned during their stay in the community, with all inclusions noted. b. A fact sheet or list of facts needs to be compiled into one reference source, where information about Dawson Creek can be easily accessed. This resource is ideal for media to understand the area in order to write stories, for researchers writing copy for the website, for feature stories or press releases, and for businesses needing information. Maintaining a quick reference of key facts will be more efficient as it presents one version of verified facts rather than having individuals conduct their own research from multiple sources, which may not be accurate or up to date. i. Utilize information from existing sources and the Situation Analysis, tourism inventory, BC Stats Community Profile, existing local websites and other sources. ii. Update on a regular basis. iii. Post information on the community website as well as the media page (or cross-reference appropriately). iv. Fact checking third-party sources for accurate editorial representation of Dawson Creek should be an ongoing process and where websites or Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 90 Page 113 of 293

114 Item 7.1 publications do not have adequate or accurate information, corrections or additions should be forwarded to these sources with links back to the Quick Facts page of the website. Web links to the Quick Facts information should be sent to any businesses or organizations that are promoting or doing research for the area, whether they are for third-party websites, travel guides, media, etc. v. In addition to the Quick Facts, any text written for Dawson Creek (under contract or by agreement), where possible, should remain under copyright to the lead tourism organization or the City of Dawson Creek and should be shared with other stakeholders to ensure the information is utilized. Editorial copy written for media press releases or feature stories should also be posted on the website and made available for any businesses that need information for promotional purposes. Check copyright on any material before use. c. Pre-written stories, along with all other information noted above, must be available on the web with links to corresponding websites from the media section of the official tourism website. d. Produce both print and web versions of information and update as required. e. To qualify media, forward a media profile template for completion by any media who have approached Dawson Creek directly. This will also serve as a contact follow-up form if media does visit the area. Refer to the Appendices for a Media Profile Template sample. A Media Itinerary should be supplied to visiting media. 57. Compile base map data that can be used to produce a series of maps for print or web format. Both print and web version maps are important tools as web research is on the rise for trip planning. Large-format print maps are especially helpful for a regional area and smaller-format maps are ideal for a local area. Maps will vary in scale and if geographic information system (GIS) 69 technology is used, one set of data can serve as a foundation for producing a multitude of maps that are true to scale. Map artwork from master files can be made to any scale, therefore maps can range from basic giveaway pad maps to large-format 2x3-foot recreation feature maps, which are likely to be sold due to their high cost to produce. Production of large-format maps will likely be in partnership with the master trails strategy and any future signage plan. Current maps include the pad map, PDF format online city map and city map in the visitor guide. A poster format Alaska Highway map highlights key features of the route. Small format maps that can be output in standard letter size for view online and as a printable PDF file are ideal for travel planning prior to visitors coming to the area. Web access to these maps is also ideal for use by the Visitor Centre as required. 69 GIS is analysis that combines relational databases with spatial interpretation and outputs in the form of maps. It includes computer-based methods of recording, analyzing, combining, and displaying geographic information such as roads, streams, stand or habitat types, sensitive areas, soil types, or any other feature that can be mapped on the ground. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 91 Page 114 of 293

115 Item 7.1 Suggested maps for the Dawson Creek area include: a. Maintain the online street map and pad map.)for the pad map, incorporate supporting text for key attractions other than ads. Replace corresponding numbers on ads with a grid system with letters across the horizontal frame and numbers along the vertical frame. (A1, B1, C1, A2, B2, C3, etc.), this system is more effective in finding a location versus the current system where numbers are not in sequence on the map, e.g. from top to bottom and left to right. b. Maintain the Historic Waking Tour map. c. Develop a route map to Alaska with Dawson Creek day trips and the local area focus, so that when tourists in transit are planning their trip, or are in the area, there is a context to the Dawson Creek experience. Incorporate this map into the visitor guide and online versions. Minimum format 11x17" or double fold of the visitor guide format of 16x9". Future consideration for maps for the Dawson Creek area include: a. Produce directional maps for use by businesses. Directional maps can be custom made for tourism businesses, providing a tool that can be downloaded from the business s website prior to the customer leaving for their location. Created as a PDF file, the 8.5x11" format prints easily in either colour or black and white. Key content includes logo and contact information of the business, directional information from all access routes (airport and highway access), inset maps that outline the regional orientation and the surrounding area to access the business. This project could earn revenues for the tourism organization. b. GIS Base Map The base map could be compiled using existing provincial and local/regional datasets. GIS data is available through a multitude of existing sources, and local individuals, groups, government and organizations often have access to data. i. Inventory all map sources available to build on existing datasets (e.g. City of Dawson Creek, Regional District, Province of BC, 70 trail user groups, independent mapping companies (e.g. etc.). ii. Consider the season (summer/winter) and end user, e.g. special features, references points for directions and trail information vs. overall general orientation of the area. iii. Determine a series of map outputs based on organizational needs, tourist needs, land-planning needs, etc GeoBC provides a window to data and information sources provided by various ministries and agencies from the Natural Resource Sector within the British Columbia Provincial Government. The focus is on spatial and attribute data and associated applications that allow display and interaction with the data. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 92 Page 115 of 293

116 Item 7.1 iv. Review best practices from other communities. v. Contract professionals to undertake the project. vi. Develop a master set of geographic information system (GIS) mapping data and encourage community partners to invest in developing the map series based on their individual needs. vii. Coordinate with the master trails and signage strategies. viii. To view examples of web maps that originated from large-format print and billboard-sized original versions visit: c. Produce a large-format GIS recreation and attractions map. Future consideration for a large-format map includes GIS technology and a map grid with letters and numbers as a cross-reference to aid in finding key reference points. This topographic design concept features major highway and secondary road information combined with key editorial content such as attractions, recreation features and key points of interest with icons and major access routes in and around the study area. For broader distribution for the general tourism markets a 24x36" format map folding to rack size 4x9" allows for maximum print size for standard print economies. The large-format map can double as a poster for framing or window display at businesses and organizations throughout the area. When printed at the same time as the fold-down version, poster-quality paper can be exchanged during the printing process for poster production using the same artwork. This project could earn revenues. 58. Display Equipment Utilizing the branding artwork, maintain banners and display equipment for local events, trade, travel and consumer shows. Tourism Dawson Creek currently attends the American Bus Association 71 trade show and the Quartzsite RV 72 consumer show. This marketing strategy has had favourable results from research conducted by Tourism BC. In order to reinforce the Dawson Creek brand the booth display needs to be targeted to promote Dawson Creek as an ideal stop-over destination en route to Alaska. For local or regional events, alternatives to costly large-format displays include the use of retractable banners ABA represents approximately 1,000 motorcoach and tour companies in the United States and Canada. Its members operate charter, tour, regular route, airport express, special operations and contract services (commuter, school, transit). Another 2,800 member organizations represent the travel and tourism industry and suppliers of bus products and services who work in partnership with the North American motorcoach industry. ABA is also home to ABA Foundation, a non-profit organization with an emphasis on scholarships, research, and continuing education Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 93 Page 116 of 293

117 Item 7.1 a. Ensure unique selling features are incorporated into the branded designs using striking images, a map of the area and key messaging (key words or phrases), and the community tourism website URL. b. Develop banners for local events. Banners can be loaned to business and organizations to promote the area. c. The trend of retractable display banners has now become standard due to their portability and cost. Certain models can support partial height extension making them suitable for tabletop displays. Alternatively traditional booth display equipment that is professionally designed can have greater visual impact over pop-up displays, as largeformat displays with compelling images can stand out in the clutter of show displays. Consider a retractable display banner series based on each product cluster, e.g. recreation, hot springs, events, circle tours, etc., and mix and match components targeting the appropriate market for the show or event. Creating interchangeable banners provides an ideal option for product sector groups that may wish to share the costs and the benefits of this type of display. d. In addition to the display equipment, accessories must also be considered, such as tables, lighting, carpet tiles, brochure rack holders, podium, dolly, contest entry box and slide show, audio, video or laptop equipment. 59. Develop a branded merchandise line for promotional purposes and retail sales. a. Dawson Creek Mile 0 of the Alaska Highway, British Columbia Canada merchandise serves as both a promotional tool and a revenue generator while offering value to the consumer in the form of a souvenir. High-quality functional items are recommended, such as travel mugs, coffee mugs, fleece vests and jackets, shirts, postcards, posters and for fun postage stamps. Local products that are authentic from the area would be of more value than imported items. Ensure the official website URL is included in designs where possible. The City of Dawson Creek and TDC produce a variety of promotional items including pins. For travel shows, media FAM tours or when representing the area in an official capacity, representatives could be outfitted with branded jackets, vests or shirts. As noted in the cooperative marketing section, this would earn revenue for both the lead tourism organization and the retailers. b. Custom Stamps: Canada Post offers a custom-made stamp program. Using the community brand, produce customized stamps. These postage stamps could be sold as souvenirs through the local post office, visitor centres or through retail outlets. c&lang=english 60. Enhance the official tourism website for Dawson Creek, BC Canada. In the tourism sector, an effective website is the most important asset a business or community can invest in. The number one Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 94 Page 117 of 293

118 Item 7.1 marketing, visitor services and industry communications tool is an integrated database-driven website. For consumer marketing, website usage statistics consistently indicate the importance of an effective website. 73 With technology today, features that were limited to large corporations are now available for small organizations, and options continue to improve year by year. The primary objective of the tourism component of the website is to promote the study area Dawson Creek, BC as a desirable place to visit. The secondary objective is to provide administrative support for the community organizations that will utilize the site for administrative functions; as well, it serves as a resource for the community. Dawson Creek is in the product development stage of the tourism development life cycle and tourism industry information will be of value for investment in tourism and business development. The website needs to be consumer-focused, assisting visitors throughout all stages of the purchase cycle (Awareness, Interest, Evaluation, Purchase, Experience, Loyalty). Functionality must serve both visitor needs and the needs of the host organization. An integrated online database with content management software technology can be utilized for both the consumer side of the website and for communications, administration and research for the administration side. For effective online results, communities must consider website development and Internet marketing. Both are distinct but interrelated. Refer to the Appendices for Industry Best Practices. Recommendations for enhancing Tourism Dawson Creek include a general audit to refine the website: a. Recommendations for the industry are noted in the Information Management section of the plan. b. Rework content on the home page for search engine optimization (SEO) after a web search analysis. Home page content needs to be dynamic and content should highlight why someone should visit the area, with links to subsequent pages. c. Refine the content to serve the primary target, the consumer. Currently the site is structured to appeal to both the consumer and the industry. Although this strategy is adopted by many small communities, it s important to structure the site to focus primarily on the consumer first and have all industry information accessed through one area. d. Online Shopping page: Ensure the full range of options is visible before having to scroll down to see other options. e. What s New page: The content is directed to industry and the last entry was the announcement of the Alaska Highway House opening. All references to the local community and industry should be compiled in one area and kept up to date Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 95 Page 118 of 293

119 Item 7.1 f. Recreation page: Summarize the key recreation highlights before lining or bulleting information. Subsequent pages have excellent detail. Outdoor recreation: Add section on Bear Mountain and Powder King (content viewed in local events under snow report). g. How To Get Here page: A summary introduction of the ways to get to the area and naming the highways is recommended for the introduction as well as a summary of flight information, e.g. Central Mountain Air offers one daily direct flight from Vancouver International Airport main terminal. Add contact information for airport car rentals. Update Transport/Automotive guide (dated 2006/07). Add a visual map for orientation on the page display. Add a section on itineraries and routing. h. Travel Tips page: Passport information is dated. Refer to the Western Hemisphere Travel Initiative and the Government of Canada Enhanced Driver s Licence and Province of BC Press Release Attachment1.htm i. Free Magazine page: Change heading to Visitor Guide versus magazine. j. Contact Us: References to the Visitor Information Centre no longer use the word information. k. Visitor Info page: Transportation Auto Services, Services and Dining PDFs dated Multiplex information dated. Road Reports update link for Drive BC l. Attractions page: Multiplex information dated. Too much scrolling to see all the attractions. Consider one page per attraction to allow quick navigation. Add information about the Casino. m. Accommodations: Update PDF from current guide. Provide Alaska-bound RV traveller information at the top. Add a database search feature for accommodation amenities. n. Local Events: Place events in chronological order. Dated events are at the top of the page. Too much scrolling to see all the events. Consider one page per event to allow quick navigation. o. Alaska Highway: Introduction is the same as the history page. Highways Services PDF dated Multiplex information dated. Local links not current, e.g. Pouce Coupe. Major opportunity is to add a page on the Dawson Creek experience en route to Alaska; summarize what services, attractions and trip planning assistance there is. Emphasize the website for further planning. p. Corporate Services: As noted earlier consider a separate link to a new web section for all non-consumer related content. Add a section for caravan and bus tour hospitality. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 96 Page 119 of 293

120 Item Integrated Promotional Mix Objective: Maintain an integrated promotional mix of marketing activities to raise awareness of the Dawson Creek area in its current stage of development, communicating the attributes of market-ready product in key markets. Rationale: Destination marketing is highly competitive and increased community destination marketing activities provide the much-needed level of detail required to move the consumer through the purchase cycle. Segmentation of markets with appropriate messaging backed up with market-ready product will create a positive visitor experience. Integrated marketing communications is the process of developing and implementing various forms of persuasive communication programs for customers and prospects over time. The goal is to influence or directly affect the behaviour of the selected communication audience. 74 Communicating the appropriate message about the destination is required. In addition to the primary research available for the Alaska-bound market, a resource document titled Situation Analysis Supplementary Appendices has been supplied to support the Situation Analysis and can be found on the Tourism Plan web page under reports at: This document provides a profile of market segment to BC and Canada. Consult this source prior to finalizing the tactics plan for promotion. The annual marketing plan will identify tactics for 2010 when Tourism Dawson Creek undertakes its annual planning process. For 2009 tactics included: Key Consumer Advertisements: Hello North Dawson Creek; Milepost; Dawson Creek/ Alaska Highway House; NBCTA Guide General. Cooperative Opportunity with stakeholders: Bells Alaska Travel Guide Other Advertisements: Tumbler Ridge Visitor Guide; BC Magazine; Alaska Highway House Trade Shows: American Bus Association (ABA) Consumer Shows: Quartzsite RV Arizona RV Show Website: Website development & maintenance Miscellaneous: HD Video, Events, Media, Photography, Cross-promotion Other show attendance includes: Edmonton RV Show, Edmonton Motorcycle Show, Vancouver Motorcycle Show, Abbotsford Sport and Outdoor Show, Dawson Creek Kiwanis Trade Show. Strategies: 61. Internet Marketing Establish and maintain a website optimization and web marketing program. With countless studies and references indicating continued growth in Internet use for information gathering, travel planning and bookings, the web is a valuable 74 Source: Don Schulz, Marketing Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 97 Page 120 of 293

121 Item 7.1 way to reach the consumer. By increasing the text content and improving keywords and Meta tags, 75 rankings on Google will increase. Having the local tourism businesses link to the community site will also increase rankings with Google. In addition to strategically planning for content and structure for search engine optimization, an effective website will need to be marketed to drive traffic to the site. Internet marketing will raise the profile of Dawson Creek by being higher in rankings by key search criteria. Currently is ranked number 5 when searched by Dawson Creek, BC and number 8 when searched by Dawson Creek. Web marketing is specialized and ever changing and can consist of press releases, paid and non-paid links, listing ads and banner ads where appropriate, among other options. It is recommended the Internet marketing plan be developed by a specialized web marketing firm that understands tourism marketing and can work along with the website design team maintaining the site. Tourism BC Tourism BC has invested significant resources in the HelloBC 76 consumer website as the call to action for all marketing activities. The site currently receives 7 million unique visits annually over its international network of websites. Visitors may access detailed information by their interests (hiking, fishing, etc) or by geographic area, e.g Dawson Creek. 77 Tourism BC is working with the Regional Destination Marketing Organizations and community contacts to enhance the community profile sections on the site to build additional community content. The website links to the local community websites. Businesses can be listed on the Tourism BC website for a fee and in some cases they must meet industry standards before being included, e.g. Approved Accommodation. 78 Communities are strongly encouraged to build user generated content through HelloBC blogs. 79 Blogs are a powerful tool used to communicate first-hand experience in a community, which is proven to be very effective with consumers. HelloBC blogs can accommodate text, images and video content. Current opportunities with Tourism BC include the Blogs on HelloBC.com. Dawson Creek can populate information about the community on the site, which now includes video capabilities. 80 The latest Blog is dated March 13, 2009, by Tourism Dawson Creek. The new Share the Excitement Widget has been installed on community website homepage. The widget 81 is being used to highlight HelloBC s user generated content (blogs). Businesses can now upload the widget. 75 Meta elements such as Description and Keywords that provide information about web pages, usually to help Search Engines categorize pages. Meta tags are inserted into the HTML code, but are not visible to website visitors A badge or button incorporated into a site or social network space by its owner, with content or services typically served from another site making widgets effectively a mini-software application or web service. Content can be updated in real time since the widget interacts with the server each time it loads. Source: Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 98 Page 121 of 293

122 Item 7.1 Future development of the Hello BC website includes expanded content for regions and communities. All six regional DMO websites, such as Northern BC Tourism, have been replaced by the enhanced HelloBC.com web presence. Tourism BC is investing strategically in the HelloBC website and Dawson Creek will benefit directly from the integrated promotional strategy of Tourism BC with links to the Dawson Creek community website. Tourism BC is currently in the process of developing a province-wide product inventory with potential for online booking capability on their consumer website. Individual businesses can buy program listings. Tourism businesses including activities, attractions, events, transportation and accommodations can participate. The HelloBC Listings Program is targeted to assist consumers with their vacation planning. The HelloBC Call Centre provides a booking service. In 2007 the Call Centre received almost 120,000 consumer inquiries and generated 8,800 reservation bookings. New for 2009 is the increase from a 40- word description to 100 words and the ability to upload one video clip. rogram.aspx Tourism BC s investments in HelloBC and mobile technology with the iphone 82 will provide unprecedented access to information about BC s communities and activities. With a link from the Tourism BC HelloBC site to the official tourism website in each community, visitors will be able to access the dynamic information community websites can provide. Tourism BC Programs can be found online at: Media Relations Work with Northern BC Tourism. Editorial coverage is worth thousands of dollars in equivalent advertising space and readers have more confidence in editorial copy versus advertising claims, therefore media relations is a key marketing strategy. Media relations include responding to media requests for information, hosting familiarization (FAM) tours and generating the interest of media in order to have stories written and published. Hosting media requires cooperation amongst transportation, accommodation, food services and tour providers in order to be successful. Typically, Tourism BC and the regional DMO will coordinate media trips and contact the community destination marketing organization and operators directly, however, having support materials for these organizations or responding to media requests directly is required. In order to serve the needs for media the following tactics are recommended. For instructions on how to install the widget refer to: 82 The iphone is an internet-connected multimedia smartphone designed and marketed by Apple Inc. with a flush multi-touch screen and a minimal hardware interface. The device does not have a physical keyboard, so a virtual keyboard is rendered on the touch screen instead. The iphone functions as a camera phone (including text messaging and visual voic ), a portable media player (equivalent to an ipod), and Internet client (with , web browsing, and local Wi-Fi connectivity). Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 99 Page 122 of 293

123 Item 7.1 Refer to the promotional tools and materials section for the creation of an online press kit and the Appendices for media templates. a. Establish a media web page. A media web page is critical to display the soft-copy version of press kit contents, which will include pre-written stories, story ideas, suggested itineraries, press releases, contacts, web links and availability of highresolution scans of photography for print use and B-roll for broadcast, if available. b. Utilize Tourism BC media programs. Travel media relations play an integral role in maximizing consumer and trade awareness of British Columbia as a top travel destination through unpaid media coverage in key markets. Travel media include freelance journalists, travel editors, broadcasters, producers and travel trade media. The Tourism BC Travel Media Relations program includes activities such as attending key media events, initiating and organizing trips for qualified media, building relationships with key media, and positioning unique story ideas with media. In addition, this division develops press kits and image bank materials for distribution to appropriate travel media c. The Tourism BC Visiting Journalist Program 84 provides support of eligible costs to bring media to communities, primarily by air or ground transportation. Industry is expected to provide media with accommodations, meals and activities. d. Host Media FAM Tours. Media FAM tours are coordinated by the regional DMO. Press kits should be developed according to the specific interests of the participants of the FAM tour. e. Host the Tourism BC Travel Media Relations workshop. As noted in the industry development section a series of workshops with workbooks is available. Having local business understand the needs of media will increase the opportunities for media coverage and media visits will be more effective. urismbusinessessentials.aspx f. Hire a public relations firm. In addition to generating media interest through the tourism organization, contracting services to a public relations firm with a proven track record in tourism can be beneficial to supplement media activities. Established firms have a database of key contacts and can provide targeted contacts. Alternatively, sending professional written press releases to key publications with links to the image bank can generate media coverage. 63. Advertising Define the advertising program by target markets. For the tactical marketing plan, define the advertising plan by product/market match and develop the website to coincide with the supporting information and a landing page. Northern BC Tourism offers cooperative marketing opportunities that provide access to publications and programs that Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 100 Page 123 of 293

124 Item 7.1 would otherwise cost more to book direct. In addition, their programs form part of an integrated promotional strategy, therefore the primary fulfillment piece, Northern BC Travel Guide, is a key recommendation. Types of advertising typical of community marketing: a. Place marketing, using the banner Dawson Creek, BC with tag line identification only (selling the destination; no specific businesses identified). b. Cooperative advertising using the header banner Dawson Creek, BC with tag line identification and sharing space and costs with tourism businesses and/or neighbouring communities in local or regional identities, sometimes with editorial content as well as display ads. c. Cooperative advertising using the footer banner Tourism Dawson Creek, BC with tag line identification for the area with the call to action to the official tourism website to be partnered with a tourism business that advertises directly on its own, cooperatively promoting the destination. 64. Trade, Travel and Consumer Shows Currently Dawson Creek participates in shows. Participation in travel and consumer shows provides an opportunity to create awareness of a destination, distribute information, and collect information directly from potential visitors. Tourism BC conducted primary research to evaluate the effectiveness of consumer shows, which resulted favourably. Market research by activity type has revealed people do make decisions to visit a destination based on visiting travel and/or consumer shows. Consumer show presence is recommended through the regional DMO partners program, which provides discounted bulk purchase rates and a proven track record. Partnerships with businesses and other community tourism organizations, and circle route partners, could expand the representation at shows and expand market reach. Shows can be booked directly with suppliers, however, the regional DMO Partners Program benefits include discounted rates and participants from the region are together in one area, reinforcing the regional brand. Trade shows are limited to export-ready businesses that meet certain criteria to work with travel wholesalers (not the consumer). Operators must take into account the level of business they are prepared to block space for in order to accommodate intermediaries to sell on their behalf. Given the cost to attend these shows directly, it is recommended that any trade show activity be directed through the regional DMO, NBCT, and any operators who wish to expand their distribution channel should participate in the Travel Trade workshop provided by Tourism BC. Programs for North America Programs for Overseas Trade Shows Promotions Establish a promotional trip giveaway program. Promotions would be developed in cooperation with those independent businesses that want to participate in a trip giveaway program. Official Dawson Creek branded merchandise (clothing) and retail items, Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 101 Page 124 of 293

125 Item 7.1 such as books about the area, could be used for small prizes. A grand prize of a trip to the area can be used as a motivator for people to enter the draw. Promotion of the contest could include any of the promotional mix noted above. A trip can also be used for incentive-based visitor research as well. 66. Direct Mail Targeting regional markets for events in cooperation with the Multiplex for packages is recommended. Targeting geographical areas through direct mail is a costeffective way to promote awareness of the area for residents with visiting friends and relatives, and awareness of events for locals. Canada Post offers direct mail services. Domestic products include Addressed Admail, Unaddressed Admail, Direct Marketing Online, AdCard and Publications Mail. For more information on products and services visit: Content for direct mail can include a customized brochure or oversized postcard depending on the target audience. When using direct mail with quantities over 1,000 pieces, utilize the services of a mailing house; it automates the production process and the discounted postage rate offsets the costs of using its services versus supplying addressed mail through Canada Post. Direct mail options may include the Canadian Tourism Commission and the regional destination marketing organizations databases. Programs vary; consult these organizations directly for current programming. 67. Maintain the Hiway Howdy! Program for Travel Trade Caravan and Bus Tour Hospitality. Tourism Dawson Creek has identified Travel Trade as an important priority over the past three years. Tourism Dawson Creek caters to the RV Caravan and Motor Coach sector. The travel trade program consists of: Dawson Creek Trip Planner and flat sheet Database of and contact with every bus tour and caravan that has come through the city in the past five years. Hiway Howdy Program: staff personally met every tour group and welcomed them to the city and provided city pins, coupon books, etc. The Hiway Howdy! program takes into consideration two elements: the individual participant on group travel and the company tour planners and their field staff: wagonmasters, tailgunners and tour guides. In the scope of Tourism Dawson Creek s (TDC) Hiway Howdy! program, the Northern Experience can be defined as the gateway, introduction to, and the setting of the stage for an individual travelling the Alaska Highway (North America s last frontier) that will reveal an international diversity of culture, history, wildlife, and scenery, while discovering and enjoying what Dawson Creek has to offer. The second focus of the program for planners and tour leaders is to make sure that this Northern Experience happens for their clients in the most rewarding and efficient way Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 102 Page 125 of 293

126 Item 7.1 possible; and to offer Tourism Dawson Creek services that will make company staff feel confident about planning tours and embarking on their northern guiding experience Maintain an integrated cooperative meeting, event and conferences program. Tourism Dawson Creek currently promotes Hosting services. The web page resources include Conferences and Events, Weddings and Reunions, Special Events and Sporting Events. The Howdy! Welcome to Dawson Creek program offers an extensive list of products and services for event planners and delegates. Expand promotional opportunities with the Multiplex Visitor Services Objective: Maintain the visitor services programming to integrate with increased tourism activity, providing a seamless experience for the visitor. Rationale: A Visitor Centre is arguably the most important component of any community or tourism agency. It is usually the first point of contact in a community and the place where the visitor is enticed to stay longer in the community they are inquiring about. Tourism Dawson Creek is adopting a visitor-first approach to their operations: the visitor must come first in all activities, programs, and best efforts must be targeted towards the visitor. 86 Visitor services refer to those services that directly assist visitors as they move through the purchase cycle (Awareness, Interest, Evaluation, Purchase, Experience, Loyalty). This includes fulfillment (responding to visitor inquiries). Effective visitor services programming will extend visitor stays and create a positive experience, resulting in favourable word-of-mouth referrals to others, which is one of the most common ways visitors hear about destinations. The visitor services program ensures the community has collectively contributed to creating a positive experience for the visitor. Strategies: 69. Maintain both Visitor Centres and operate in an efficient and customer-orientated manner. Visitor Centre statistics estimate approximately 300,000 people visit the community each year, many of which are travelling the Alaska Highway; however, many are coming for sporting tournaments, community events and outdoor recreation. a. Offset operational costs through the sale of merchandise i. Operate a gift shop ii. Mark up items at a minimum of 100% where applicable iii. Maintain inventory tracking methods b. Access local, regional, provincial and national programs i. Make application to Service Canada annually for Summer Student programming 85 Source: Tourism Dawson Creek 86 Tourism Dawson Creek Tourism Development Plan Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 103 Page 126 of 293

127 Item 7.1 ii. Make application to the Tourism BC Visitor Info Network for Special Projects funding iii. Monitor programs for suitability for Visitor Centre opportunities 70. Retain membership of the Visitor Centre in the Tourism BC Visitor Centre Network program. Through membership in the Visitor Info Network, regional and provincial information is provided to visitors and local residents. Membership benefits include standard identification of the Visitor Centre through regional branding and support for the centre s enhancements through qualified programs. The Tourism BC Fee-For-Service Visitor Centre Network program agreement specifies the program requirements. Some enhancements for the Visitor Centre can be sponsored in part by Tourism BC s Visitor Centre Network Special Projects program, which provides funds for items such as racking, computers, signage and other requirements a Visitor Centre needs to comply with minimum standards for membership in the program. These funds are for special projects that may not otherwise be funded. 71. Utilize and promote one official website for all visitor information about Dawson Creek, BC. Encourage businesses, community, and recreation group website owners, etc., to link to the tourism website so visitors can access the official website. The new visitor website URL will be the official call to action for all marketing activities and the website will have a prompt for the visitor guide. 72. Coordinate with organizations or businesses that produce marketing materials to integrate their materials with the community tourism marketing strategy, incorporating the community brand, website address and call to action for the visitor guide in their materials. Given the broader context of destination marketing with the tourism plan, materials produced by individuals, community groups, recreation groups, etc., have a role in promoting aspects of the tourism experience for the area. Ensure all materials promoting the area comply with graphic standards for the brand Dawson Creek, British Columbia, Canada and include the toll-free number. 73. Establish a Community Visitor Ambassador program. A Dawson Creek Ambassador program is in the 2009 work plan. Although many visitors to the area stop in at the Visitor Centre, not all of them do. Many seek information throughout the community. This may be at retail stores, restaurants, accommodations, gas stations and the recreation centre. In addition to educating the local tourism industry about products and services in the area, it is effective to encourage the community at large to be hospitable. When visitors encounter kind, knowledgeable people, it leaves a positive impression. Training of frontline staff about the local features and amenities will enhance community hospitality. This involves training retailers, accommodation providers and frontline workers who have the greatest opportunity to encounter visitors throughout the community. The program standardizes key information about things to do and see and places to stay, and provides racking and adequate supply of promotional materials. Awareness of the tourism website and its user-friendly printable pages can serve as a tool to assist visitors for any business that has a computer. In addition to Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 104 Page 127 of 293

128 Item 7.1 WorldHost training, local area information content would be incorporated into industry development training programs. Tourism Nanaimo has developed this type of program, as have other communities in the province. a. Create an ambassador program that utilizes local volunteers b. Work with the local RCMP detachment on Red Serge photo opportunities 74. Introduce a local product FAM tour program. The travelling public will visit areas throughout the region, so it s imperative that local operators know what products and services are within the town and area. Internal FAM tours showcasing the current businesses, organization programs, community attributes and Visitor Centre are important not only for Visitor Centre staff and/or volunteer training but also for local awareness of the communities in the region. a. Coordinate with the Visitor Centre training, including local businesses and frontline staff. b. Include partnerships with other neighbouring communities c. Develop the Visitor Stay Another Day Program and coordinate and develop Be a Tourist in Your Own Town Month with coordination of National Tourism Week by the Canadian Tourism Commission and Hello North s Programming. d. Produce event poster e. Create a frontline staff summer orientation program f. Promote winter activities through weekly snow reports g. Create awareness of the tourism website and the ability to print pages for visitors as required. h. Train frontline staff through customized WorldHost programs that also include product and service knowledge of the local area. i. Develop a racking program where small racks will house the rack version of the visitor guide and services brochures throughout the community in visible locations Kicking Horse Mountain Resort has an effective program in Golden. j. Direct visitors to the Visitor Centre for more detailed information. 75. Refine the fulfillment services program (responding to visitor inquiries) to coincide with the increased marketing activity and establish tracking reports for future evaluation and planning. Marketing activities that promote the toll-free number at the Visitor Centre require tracking of inquiries to monitor against marketing activity. Also refer to Plan Tracking and Evaluation in the next section. The following best practices are for review only. a. Call to Action The web address of the official tourism website is the primary reference used on all materials for tourism promotion, with a prompt for the visitor guide. Landing pages are used for tracking of marketing campaigns. The toll-free number for the Visitor Centre is to be used where appropriate. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 105 Page 128 of 293

129 Item 7.1 b. Address Protocol Generic addresses can be set up based on the domain name and then forwarded to those individuals or organizations who will respond to them. For example, the Visitor Centre can receive industry-related for tourism, which can be forwarded to any existing account such as and/or These can be forwarded to whoever will respond to this type of inquiry. The public address remains the same but the forwarding address of can change. Never use personalized for marketing promotions or the address supplied by the service provider (telephone or cable company), e.g. In the event people move on or the account supplier changes, the old address would require forwarding and the account maintained. Always use the domain name for the published series (which can be unlimited), and be sure to check with the website hosting firm to ensure it can provide this service. Dedicated addresses like these can provide a source for tracking promotions and inquiries. c. Activity Notices A weekly activity/events sheet can be output from the website through a database-driven system. Tourism businesses or any retail outlet that has a computer and printer can generate outputs. This service could run independently or as part of the Visitor Centre program. The number of inquiries for this service should be tracked and recorded. d. Mail Packages All official publications for tourism should be used for fulfillment services to ensure graphic standards are met and the information being sent is consistent with the marketing strategy. Specific brochures on types of tours or activities by businesses should also be included, where appropriate, based on the interests of the inquiry and availability of information. The number of inquiries for this service should be tracked and recorded. When possible, develop print materials to fold down to 4x9" rack size for distribution through racking services and to fit into a standard #10 business envelope (4 1/8"x 9 1/2"), reducing postage costs. Co-branded stationery is currently designed to include both the community brand and the Visitor Centre logos. e. Requests requests will need to be responded to within 24 hours. If the response form is utilized from the website, the form would request the specific areas of interest so that appropriate information can be mailed. If an reply request is required, links to specific areas of the website would form part of the reply, ensuring the recipient gets the targeted information they are looking for. Note address protocols above. f. Visitor Statistics Visitor data collected for Tourism BC through the Visitor Centre Network program can be presented as trend analysis. This information can be published as seasonal and annual reports. Refer to the Situation Analysis for one sample. As noted in the research section a Value of Visitor Centre study is recommended. 76. Improve the Visitor Experience Visitor Strategies: Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 106 Page 129 of 293

130 Item 7.1 Use research tools to identify the expectations of visitors pre-arrival and to determine their level of satisfaction when in the community Improve the visitor experience through enhancements to existing municipal services and communication tools Shift municipal products and services to visitor experiences Stakeholder Strategies: Develop partnerships with stakeholders to create a shared visitor experience vision for the City of Dawson Creek Develop partnerships with stakeholders and industry partners to help facilitate an exceptional pre, core, and post visitor experience for the Alaska Highway visitor Provide municipal support for engaging, innovative and entertaining opportunities that attract new and return visitors Utilize partnerships to help finance broad visitor experience initiatives Resident Strategies: Engage residents in visitor experience discussion Encourage all partners to add a resident focus to visitor oriented events Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 107 Page 130 of 293

131 Item Action Plan Priorities The Tourism Plan is supported by an Excel workbook that includes all strategies in the Tourism Plan Status Report with working templates for tracking and budgeting. The Tourism Dawson Creek plan is for the period as the current work plan for 2009 is being implemented. In order to adopt the new tourism plan, the following activities will be a priority for 2009/2010 to prepare for the transition. Tourism Advisory Committee Strategy Priorities Strategy # 12 Maintain the strategic planning process. Strategy # 30 Host input sessions for tourism stakeholders Strategy # 31 Host an annual pre-season tourism industry event. Strategy # 32 Host an annual open house for residents, government and tourism industry stakeholders. Strategy # 45 Strategy # 73 Identify labour and skill requirements Establish a Community Visitor Ambassador program Tourism Dawson Creek Strategy priorities in addition to existing activities that have been noted in the plan, some with recommendations for refinement where applicable. Strategy # 1 Strategy # 2 Strategy # 3 Strategy # 4 Strategy # 6 Strategy # 7 Strategy # 10 Strategy # 11 Strategy # 13 Strategy # 14 Strategy # 15 Encourage the participation of existing stakeholders to assist in the implementation of the tourism plan. Establish an Annual Tourism Action Plan that coordinates the three key tourism management stakeholders: Tourism Dawson Creek, the City of Dawson Creek and Global Spectrum Facility Management. Develop a formal Sport, Event and Conference Plan Expand capacity of Tourism Dawson Creek for incremental tourism activities through the establishment of the Additional Hotel Room Tax Consider the future organizational structure for Tourism Dawson Creek Support the feasibility and development of a Business Improvement Area (BIA). Update the Official Community Plan with tourism section Maintain the Tourism Plan Status Report Produce an annual tourism report (for industry and stakeholders) Track sustainability strategy indicators Track the marketing program Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 108 Page 131 of 293

132 Item 7.1 Strategy # 18 Strategy # 22 Strategy # 24 Strategy # 25 Strategy # 36 Strategy # 38 Strategy # 40 Strategy # 43 Strategy # 46 Strategy # 48 Strategy # 50 Strategy # 52 Strategy # 58 Strategy # 60 Strategy # 61 Enhance the Tourism Dawson Creek Resource Centre for tourism stakeholders and local organizations Maintain Economic Impact Studies Promote the enhanced tourism industry Resource Centre on the Tourism Dawson Creek web page distributing the URL link throughout all communications. Support Pouce Coupe in utilizing the online Dawson Creek Resource Centre Expand product packaging and itinerary development Establish industry training, standards, certification and professional development programming and encourage adoption of industry and government standards by tourism operators. Establish tips for businesses on how to be more sustainable Encourage expansion of accommodation standards recognition programs Develop a Tourism Friendly business program Target regional market potential Expand cooperative marketing programs with Pouce Coupe and local businesses Develop the image bank Display Equipment Utilizing the branding artwork, maintain banners and display equipment for local events, trade, travel and consumer shows. Enhance the official tourism website for Dawson Creek, BC Canada. Internet Marketing Establish and maintain a website optimization and web marketing program. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 109 Page 132 of 293

133 Item A PPENDICES 6.1 Appendix A: Summary Vision and Goals Village of Pouce Coupe Tourism Plan Community Vision Statement Village of Pouce Coupe Currently there is no community vision statement in the Official Community Plan for the Village of Pouce Coupe Bylaw # 652, Draft Tourism Vision Statement for Village of Pouce Coupe During the planning session held April 15, 2009, participants were asked to list key words and phrases that would be distilled to form a vision statement for tourism. The following draft statement is intended for review and revisions by Pouce Coupe. The Village of Pouce Coupe encourages and welcomes visitors to our small visitor friendly community, which, as one of the original settlements in the South Peace Region, celebrates a rich history, culture, and spirit. Tourism Goals 1) To diversify the local economy by enhancing and expanding the tourism industry as a way of increasing the tax base, jobs and income available to residents; 2) To enhance community appeal for visitors by attracting infrastructure investments through local, regional, provincial, national and private sources; 3) To support business and industry development that complements and strengthens products and attractions of most appeal to visitor markets; 4) To encourage tourism operators to work cooperatively and in collaboration with community stakeholders to leverage resources wherever possible; and 5) To maintain a tourism management function through contracting Tourism Dawson Creek to administer tourism to ensure leadership, organizational capacity, funding and communications that support tourism stakeholders and the community in achieving the vision for tourism. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 110 Page 133 of 293

134 Item Appendix B: Summary Vision and Goals Tourism Dawson Creek Tourism Plan Community Vision Statement Dawson Creek will be a visionary community that works together for innovative social, cultural, economic and environmental vitality. Proposed Community Tourism Vision Statement The tourism industry in the City of Dawson Creek will be a catalyst for economic sustainability while increasing social, environmental and cultural awareness and elevating the quality of life for residents while providing a world-class visitor experience to our visitors. Vision and Mission Statements for Tourism Dawson Creek Vision Statement That Tourism Dawson Creek be recognized as a provincial leader and innovator in destination development and marketing while leading the City of Dawson Creek towards sustainable economic growth and development utilizing the tourism industry. EnCana Event Centre Vision and Mission Statement Vision Recognize the EnCana Events Centre as the premier entertainment facility in the entire British Columbia and Alberta Peace Region while leading the City of Dawson Creek towards increased quality of life and sustainable social and economic growth by utilizing the EnCana Events Centre as its catalyst. Mission To increase the number of entertainment opportunities for the citizens of the Peace Region while striving to meet and exceed the City of Dawson Creek s and our customers expectations. Goals The following goals are intended to be included in a dedicated tourism section for the next update of the City of Dawson Creek Official Community Plan. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 111 Page 134 of 293

135 Item 7.1 Tourism Goals 1) Management and Planning, Information Management and Research and Communications: To sustain an effective tourism management function to ensure leadership, organizational capacity, adequate funding, research-based planning and open communications that support tourism stakeholders and the community in achieving the vision for tourism while integrating sustainability into every day decision-making; 2) Destination Development: To deliver a quality visitor experience by enhancing destination development and appeal for visitors through attracting infrastructure investments from local, regional, provincial, national and private sources while integrating sustainability into every day decision-making; 3) Product Development: To diversify the local economy through strategic expansion of the tourism industry as a way of expanding the tax base, and increasing jobs and income available to residents while balancing community values while integrating sustainability into every day decision-making; 4) Business and Industry Development: As an integral element of industry growth, to foster business and industry development that complements and strengthens products and attractions of most appeal to visitor markets and cultivates a welcoming community while integrating sustainability into every day decision-making; and 5) Marketing: To encourage tourism operators to consistently and strategically market the area to target markets by working cooperatively and in collaboration with community stakeholders to leverage resources wherever possible in the community while integrating sustainability into every day decision-making; 6) Visitor Services: To maintain the visitor services programming to integrate with increased tourism activity, providing a seamless experience for the visitor. 7) Visitor Experience: To develop a strategy that focuses on providing exceptional experiences and excellent value to extend the stay and increase visitation and recommendations that will position Dawson Creek as a preferred destination. The strategy will address the pre, core and post visitor experience and will guide tourism stakeholders in delivery of an exceptional and consistent message while integrating sustainability into every day decision-making. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 112 Page 135 of 293

136 Item Appendix C: Tourism Annual Planning Cycle Tourism Annual Planning Process Annual Planning Cycle Tourism Advisory Committee (TAC) TAC Orientation Community Vision / Tourism Vision Year in Review Review Current Situation Review Goals and Objectives Update Situation Analysis Prioritize Tourism Plan Strategies Annual Action Plan Succession Plan Annual Budget Project Budgets Tourism Action Plan (Work plan for the year) Project Briefs & Project Budgets Annual Year-At-A-Glance with Focus of the Month Review Work Plan at TAC Meetings Complete Projects, Evaluate Success Annual Report on Achievements Start Process Over Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 113 Page 136 of 293

137 Item Appendix D: Tourism Budget Template The following budget template is to summarize all tourism-related initiatives from the tourism plan. Budget templates with a breakout for each line item attached are supplied in Excel format through Community Tourism Foundations. Tourism Budget Summary Last Update: Sources of Revenue Jan-Dec YR Jan-Dec YR Jan-Dec YR TOTAL Carry forward from previous year (multiple sources) $ - $ - $ - $ - Local Government $ - $ - $ - $ - Regional Government $ - $ - $ - $ - Provincial Program: Tourism BC Community Tourism Opportunities $ - $ - $ - $ - Provincial Program: UBCM phase 1 $ - $ - $ - $ - Provincial Program: UBCM phase 2 $ - $ - $ - $ - Provincial Program: Other $ - $ - $ - $ - Additional Hotel Room Tax (AHRT) $ - $ - $ - $ - Economic Development / Tourism Division $ - $ - $ - $ - Cooperative marketing with stakeholders $ - $ - $ - $ - Visitor Centre: Fee For Service (sources) $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Total Funds $ - $ - $ - $ - Tourism Expenses Jan-Dec YR Jan-Dec YR Jan-Dec YR TOTAL Infrastructure Development $ - $ - $ - $ - Product Development $ - $ - $ - $ - Information Management and Research $ - $ - $ - $ - Industry and Professional Development $ - $ - $ - $ - Branding, Promotional Tools and Materials $ - $ - $ - $ - Integrated Promotional Mix (Marketing) $ - $ - $ - $ - Visitor Services (Visitor Centre) $ - $ - $ - $ - Administration / Travel / Office / Meetings $ - $ - $ - $ - Project Management / Contractors $ - $ - $ - $ - Other: $ - $ - $ - $ - Other: $ - $ - $ - $ - Total Costs $ - $ - $ - $ - Reconciliation of Budget Jan-Dec Jan-Dec Jan-Dec TOTAL Total Revenue All Sources $ - $ - $ - $ - Total Costs All Sources $ - $ - $ - $ - Balance $ - $ - $ - $ - Note: Visitor Centre budget separate Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 114 Page 137 of 293

138 Item Appendix E: Additional Hotel Room Tax Information Source: Government of BC, Ministry of Finance 1 ELIGIBLE ENTITIES 1.1 Municipalities and Regional Districts 1.2 The Hotel Room Tax Act also allows other eligible entities, as prescribed by the Lieutenant Governor in Council, to apply for the Additional Hotel Room Tax (AHRT) levied on their behalf. Any public body, other than a municipality or regional district, interested in implementing the AHRT in a specific area should contact the Director of Tax Policy Branch, Ministry of Finance (Finance), PO Box 9469, Stn Prov Govt, Victoria, British Columbia V8W 9V8. The remainder of this document refers to municipalities and regional districts, but requirements and conditions also apply to other eligible entities. 2 PURPOSE OF TAX The additional tax is intended to assist municipalities and regional districts in funding tourism activities (particularly tourism promotion, and the financing and operation of new tourism facilities), which have the joint support of the municipalities or regional districts and tourism industry in the applicant s geographic area. The tax funds are not intended to replace existing sources of funding for tourism in a community nor are they generally intended to fund existing facilities unless significant upgrading to the facilities takes place, although this may be considered in certain circumstances. 3 ENABLING LEGISLATION FOR THE ADDITIONAL TAX Section 3 of the Hotel Room Tax Act enables collection of an additional room tax of up to 2% on sales of accommodation in designated areas of the province. The following information is provided for municipalities, regional districts, and others who may be interested in this tax. 4 IMPLEMENTATION OF TAX Municipalities and regional districts may request that the province levy, on their behalf, an additional tax on accommodation sold within their jurisdiction, with the funds collected being committed to a specific purpose. The tax may be levied in the whole municipality or regional district, or a prescribed area within the boundaries of the municipality or regional district. This tax is collected by the Province through the existing hotel room tax collection system run by the Ministry of Small Business and Revenue. The tax collected is then remitted to the municipality/regional district on a monthly basis. The branch charges the municipality/regional district a collection fee to recover the additional costs incurred for collection of the tax and the distribution of the collected funds to the municipality/regional district. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 115 Page 138 of 293

139 Item 7.1 The AHRT will be implemented for a period of 5 years. In order to extend the tax for an additional 5-year period, a municipality, regional district or other eligible entity must reapply to Finance. All applications are subject to the same requirements. There is no restriction on the number of times a municipality, regional district or other eligible entity can extend its AHRT. Administration of the collected tax funds may be conducted by the municipality or regional district or through the establishment of a local organization, such as Tourism Vancouver for example. 5 APPLICATION REQUIREMENTS AHRT applications must provide no less than all of the following information: 5.1 Rate of the proposed tax up to a maximum of 2%. 5.2 Municipality, regional district or other specific geographical area within a municipality or regional district to which the proposed tax will apply. 5.3 Desired effective date for implementing the new tax, which allows for the lead time required to implement the tax. 5.4 How the revenue from the tax will be administered. Whether the applicant proposes to administer the revenue directly or whether an alternative local organization (for example, Tourism Vancouver) is the proposed administrator. 5.5 A business plan is an integral part of the application and must describe the proposed use of funds. It must also provide evidence that the use of the requested funds will complement (not duplicate) existing tourism initiatives and that they are consistent with other regional and provincial industry initiatives. Illustration of how the proposed use of the funds will contribute to an overall increase in tourism revenue. 5.6 Evidence that the AHRT tax funds are incremental to existing sources of funds. They should not replace existing sources of tourism funding in a community. 5.7 Note any additional funding sources that will be available to support the business plan, and the activities these sources will fund. Preferred consideration will be given to projects that do not solely rely on the additional tax. 5.8 The municipality or regional district must pass a bylaw that requests the province to levy the AHRT on its behalf, and provide a copy of the bylaw with its application. The bylaw should contain the following information: Rate of tax to be imposed; Geographic area in which the additional tax will apply; that is, whether it will apply in the entire municipality or regional district or in a smaller area; Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 116 Page 139 of 293

140 Item 7.1 Purpose for the funds; and desired effective date of the new tax, recognizing that some lead time will be necessary to implement the tax. If the applicant is a regional district, it must provide evidence of its authority to use the funds for the intended purpose, either through letters patent or statutory authority. 5.9 The municipality or regional district must have consulted and have broad support for the application and business plan from the tourism industry in general and documented support from the local accommodation sector specifically. A lack of support for the application and business plan may lead to its rejection or a request that the business plan be revised. The applicant must provide evidence that: The proposal has enough support from the accommodation sector to merit a review. The minimal support by the accommodation sector is 51% of the number of establishments that would collect the AHRT, and representation of at least 51% of the total number of rooms. Higher support from the accommodation sector will increase the likelihood that an application will receive approval, providing that all other requirements are met; If a municipality is applying, the regional district in which it is located has been consulted and whether the regional district supports or opposes the imposition of the AHRT; If a regional district is applying, the municipalities within the regional district agree with the additional tax being imposed in the regional district. Note: In the case of a conflict between a regional district and a municipality about whether additional hotel room tax should be imposed in a particular area, priority will generally be given to the position of the municipality A current list of all accommodation establishments that would be subject to the AHRT and located within the specified geographic area must be provided. This will ensure that all accommodation operators within the jurisdiction can be contacted and issued tax return forms for submitting the tax Any additional information that you believe will support your application Applicants should consult with Tourism British Columbia to ensure that proposed spending in the business plan does not duplicate the agency s broader promotional programs. 6 ASSISTANCE WITH APPLICATION Before submitting a formal application, municipalities and regional districts may wish to consult with the Director of Tax Policy Branch. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 117 Page 140 of 293

141 Item REVIEW OF APPLICATIONS Applications should be submitted to the Minister of Finance, PO Box 9048 Stn Prov Govt, Victoria, British Columbia V8W 9E2. The Ministry of Tourism, Sports and the Arts (MTSA) and Finance will review the applications and make recommendations to Cabinet. Please note that the applicant may be asked to provide additional information. An applicant can contact the Director of Tax Policy Branch for an update on the status of its application. 8 UPON APPROVAL OF APPLICATION An Order in Council will be prepared for the Lieutenant Governor in Council to authorize the government to collect the AHRT on behalf of the applicant. The applicant will be informed when the Order in Council is passed. As well, the Consumer Taxation Branch will provide information on the procedures for collecting the tax to all accommodation establishments required to collect the tax. 9 ANNUAL REVIEW Under the terms of the Hotel Room Tax Act, agencies, i.e., municipality, regional district or other eligible entities that have the AHRT in place, are required to annually submit audited documentation to the Minister of Finance. The document must show the disposition of all funds collected and contain a statement that the AHRT funds were used for the purposes originally approved and are consistent with the business plan. Financial reporting should be consistent with the municipality or regional district s business plan. The implementation of the business plan will be monitored in conjunction with the audited financial statements. If at any time a municipality or regional district wishes to change the approved uses of the AHRT, a new business plan must be submitted to the Minister of Finance for approval. This new business plan must be reviewed by the local tourism industry, primarily the accommodation sector, and the results submitted with the revised plan. A lack of support for the new business plan may result in its rejection or a request for revisions to the plan. Officials of Finance and MTSA will review the annual report for compliance. Should a municipality or regional district be found to be in non-compliance with these requirements, Finance and MTSA will investigate and seek to resolve outstanding issues. Failing this, the parties will recommend to the Minister of Finance, and the Minister of Tourism, Sports and the Arts whether the AHRT should be discontinued in that municipality or regional district. 10 FURTHER INFORMATION For further information, please contact the Director of Tax Policy Branch, Ministry of Finance, PO Box 9469, Stn Prov Govt, Victoria, British Columbia V8W 9V8. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 118 Page 141 of 293

142 Item 7.1 Information on the administration of the Hotel Room Tax Act may be obtained by contacting Customer Service and Information Branch, Ministry of Small Business and Revenue, PO Box 9442, Stn Prov Govt, Victoria, British Columbia V8W 9V Appendix F: Tourism Dawson Creek Online Resource Centre Content The following resources are supplied to assist with refinement of the content of the online Resource Centre. The resources of Tourism BC, 87 the Canadian Tourism Commission, 88 Aboriginal Tourism Association of BC 89 and other senior government agencies should be compiled and made available to local operators. In addition to tourism organizations, sector groups and organizations are also good sources for information. All existing plans, studies, visitor statistics and subsequent trend analysis should be compiled and posted in the industry resource section of the tourism website for easy access by users and maintenance by the host organization. The Situation Analysis and the Supplementary Situation Analysis identified the existing reports and market sectors for posting on the site. a. Research 90 Primary Research Existing primary research for visitor profiling of Dawson Creek includes the Tourism BC Visitor Centre Network program statistics. Trend analysis from this source was presented in the Situation Analysis. Other research includes the Northern Rockies Alaska Highway Visitor Study (2005), the Motivations of RV Travel, and the Northern Rockies Value of Tourism study. In 2009, Tourism Dawson Creek is completing a Dawson Creek Value of Tourism Study. Economic Impact Studies for the Northern BC Winter Games and Fall Fair Rodeo have also been conducted by Tourism Dawson Creek. Future projects will include Economic Impact studies on the South Peace Multiplex facility, and a revision of the Alaska Highway Visitor Study in close collaboration with the North to Alaska program and our Northern BC Tourism, Yukon and Alaska partners. Secondary Research Tourism BC provides a variety of information on its corporate website. Research sections include Tourism Statistics, Regional Profiles/Research, Market Profiles /Research, Sector/Activity Research, TAMS (Travel Activities and Motivations Study), BC Visitor Study and Resources for Researchers. The Regional Profile for Northern BC summarizes regional data and compares it to provincial statistics when possible. Type of information presented includes visitor volume indicators from Visitor Centres, accommodation type and capacity, room revenue, transportation statistics, an overview of regional tourism products and local demographic Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 119 Page 142 of 293

143 Item 7.1 information. Note: This profile was presented in the Situation Analysis and can be found online with other Northern BC research at: Research Resolutions & Consulting was commissioned to examine characteristics of British Columbia s key North American urban markets by activity group. Summaries of current and projected market size (to 2025) and demographic characteristics are reported for each major urban market and activity group. The reports are based on the Travel Activities and Motivations Study (TAMS), which was led by the province of Ontario with partner agencies across the country, including Tourism British Columbia. There are two full reports: one for Canada and one for the United States. For each, there is access to the full report, the executive summary or the individual activity groups. 91 The 2006 Travel Activities and Motivations Survey (TAMS) was a comprehensive survey of North American households designed to examine the travel habits, activities and behaviours of Canadians and Americans over the past two-year period. It collected information on destination choices (where respondents had travelled on overnight trips in the past two years) and trip activities (types of activities engaged in on overnight trips during the past two years) as well as travel motivations and planning behaviours. Tourism BC provides market profiles at: Tourism BC provides sector activity profiles at: The British Columbia Visitor Study conducted in 1995/96 provided profiles of visitors throughout all regions in BC. Although the data is now dated, it was a primary source of information for many years. It is of value for historical analysis and survey design. The Value of Visitor Centre reports provide local visitor profiles in addition to their primary objective of measuring the impact of the VC on traveller behaviour and to determine the economic benefit of the VC. Tourism BC has a limited intake for this type of study and communities may have to contribute to the study costs. b. Canadian Tourism Commission 92 The Canadian Tourism Commission (CTC) provides a resource section on its industry website. Sections include Industry Update, Research and Statistics, Media Centre, CTC News, Markets, Brand toolkit for partners, Publications and Image Gallery. The CTC has developed the Experiences ToolKit. Download this resource from 91 Tourism BC 92 Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 120 Page 143 of 293

144 Item roduct_development.html The CTC provides various national reports by market and sector, which can be found at and Overseas consumer market research, led by the Canadian Tourism Commission, is an ongoing initiative of several Canadian tourism-related associations including Tourism British Columbia. Consumer market research examines the characteristics, motivations and planning habits of the long-haul pleasure travellers of an international market through interviews with that market segment. The research also examines the awareness of Canada, potential of the market, and Canada s competitive analysis as a destination. Resources for media can be found at: c. Provincial Government 93 The Province of BC conducted a series of Tourism Opportunity Studies (TOS), which is an information tool that can be used to identify, develop and promote appropriate, sustainable tourism development opportunities for a region. The studies are useful tools for business people, governments and local communities. Market and community profile information is included in the studies. The Dawson Creek TOS was noted in the Situation Analysis and can be found online at: c.pdf d. Other sources for tourism information and resources include: 2010 Commerce Centre Legacies Now Aboriginal Tourism Association of British Columbia BC Bed & Breakfast Innkeepers Guild BC Centre for Non-Profit Development BC Council of Tourism Associations (COTA) BC Fishing Resorts & Outfitters Association BC Lodging and Campgrounds Association BC Restaurant and Foodservices Association BC Stats Tourism Sector Monitor Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 121 Page 144 of 293

145 Item 7.1 BC Wilderness Tourism Association BC and Yukon Hotel Association Civic Info BC Discover Tourism Human Resources Economic Development Association of BC Guide Outfitters Association of BC Go2 HeliCat Canada Human Resources and Social Development Canada Link BC (Formally BC Centre for Tourism Leadership and Innovation) Ministry of Tourism, Culture and the Arts Rural BC Small Business BC Statistics Canada Community Profiles Sport Fishing Institute of BC Tourism BC Business and Community Programs Legacies Now Sport Tourism Partnership Tourism Industry Association of Canada (TIAC) Union of BC Municipalities Website statistics by country Canada website statistics Small Business Resources Small Business BC Resources include books, seminars and events, employment resources, templates and checklists. Home Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 122 Page 145 of 293

146 Item 7.1 Marketing Guide Promotional Ideas Resource Centre for Small Business Ministry of Small Business and Revenue Community Futures of British Columbia All Business BC Centre for Non-Profit Development BC Chamber of Commerce Appendix G: Tourism BC Export Ready Criteria The following criteria are used by Tourism British Columbia when determining if a supplier is ready to work with Tourism BC in offering export ready product to international markets: Suppliers Must: Be in business at least one year, with a proven track record for safe and professional operation. Demonstrate an adequate budget and marketing plan that includes international tour operators. Understand the roles played by receptive tour operators (RTOs), tour operators/travel wholesalers, and retail travel agents. This includes an understanding of rack or retail pricing, agent commissions and wholesale net rates and client relationships at each level. Be willing to include receptive tour operators in your marketing and sales plan, and implement a regular sales call program directed toward these operators. Be willing to provide contracted wholesale net rates to receptive tour operators. As a general guideline, requirements are: 15% off the retail price for day activities and transportation and 20-30% off retail pricing for accommodations (higher discounts are common for volume production). Honour the contracted net rates; no price changes before the expiry of the contracted agreement. Provide detailed pricing and program information to tour operators and receptive operators at least one year in advance of selling season, i.e. May 1999 for the summer/fall 2000 season. Be prepared to communicate and accept reservations by telephone, fax and/or . Provide same-day confirmation of booking arrangements. Set up billing arrangements with the operator, agency or receptive tour operator. Accept client vouchers as confirmation of payment for reservations. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 123 Page 146 of 293

147 Item 7.1 Determine business priorities in terms of group or FIT business. If you plan to pursue group business, consider access by tour buses, parking/turnaround areas, washroom facilities, etc. Determine your maximum group size. Carry adequate insurance (minimum $3 million liability insurance for adventure product suppliers is recommended). Discuss this with your receptive operator (sometimes they can add suppliers to their existing policies at nominal cost). Provide support (free or reduced rates) for international media and travel trade familiarization tours. In addition to the above, the following should be considered next steps for consideration as business and market presence expands: Consider attending travel trade shows involving international buyers, either in North America or overseas. Expand the sales call program to include overseas contacts as well as Canada-based receptive operators. Be prepared to provide tour operators and media with 35mm slide, CD ROM or standard computer format images of the product or operation, for use in brochures, promotions and editorials. Consider producing video footage of product or operation for promotional and training purposes. Consider development of a website offering information on your product. Be prepared to adapt to uniqueness of certain overseas markets. Flexibility may be required with regard to last-minute bookings and changes. Consider hiring frontline staff who speak the language of the markets you are interested in pursuing. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 124 Page 147 of 293

148 Item Appendix H: Draft Dawson Creek Tourism Media Profile Dawson Creek Tourism Media Profile Publication / Network Media Type: (newspaper, magazine, travel show, TV, radio, website, business, lifestyle, travel) Visit dates Media names and title crew names No. in party Key Contact Person (address, phone, fax, , website) Feature Title Feature Content / Interest Feature Length Airdate / Publication date Market area / Demographics Circulation / Audience size Advertising Value (CAD$) Coverage for Dawson Creek (i.e. Toll-free number and official tourism website) If freelance, please advise if you are on assignment (Attach assignment letter) Specific Requirements or Specific Services Requested Return to Tourism Organization Insert Contact Information Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 125 Page 148 of 293

149 Item Appendix I: Website Industry Best Practices Website technology utilizes open source content management software, allowing the user to access the site over the Internet through security passwords. This allows authorized users to change the content without the cost of third-party web masters. In addition, the website function must include an integrated database. This combination of features is the single most efficient and effective solution. The online database is an integrated component of the content management system software and as such creates a powerful system to manage the content, communications and reports for the host organization. The database can be classified for multiple outputs such as online reports, exportable raw data in Excel format, page displays (selected criteria of sub-categories) throughout the website (e.g. accommodation businesses on the accommodation page) and communications. A variety of major categories is required, such as businesses in the study area further defined by business type, sub-type, tourism organization stakeholder status, services, amenities, etc.; services or organizations (e.g. medical services); car/rv repair, etc.; media contacts; industry contacts; and, in the future, consumer tracking from initial visitor inquiries with permission to contact in the future. Maintaining the product inventory of local businesses will be essential in assisting with marketing, partnerships, product development, communications and packaging. The contact list of operators supports the internal communication system that distributes information, as well as allowing the ability to conduct primary research of the local industry. In addition, media, suppliers and industry contacts would also form part of the database. Features include industry partners having online access through a log-in component for the purposes of data maintenance, receiving communications, news, and participation in marketing programs. It will also allow those undertaking travel planning, and visitors already in the region, to conveniently plan their stay. A robust database system will allow users to search and explore their travel options by any number of dimensions. Destination visitors will most likely want to view information by activity, whereas visitors en route to other destinations are more likely to be interested in information that is grouped geographically by specific service centres along highways. Accommodation, products, activities, towns, parks, itineraries and circle tours could all be tailored according to visitor needs and expectations. The approach for design, navigation and content should be influenced by consumer web usage statistics, not by personal opinion. This will ensure the website will create a competitive advantage over other websites with similar or competing content. Engaging a tourism web marketing firm is critical at the initial stages of conceptual development to ensure key search words and web usage patterns are considered. As well, a competitive analysis of key sites will determine how your website will stand out. Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 126 Page 149 of 293

150 Item 7.1 Key Steps a. Identify key functions required by the system to serve both visitor needs and administrative support for users of the site. (Refer to list in the next section.) b. Develop a Content Outline to summarize the key areas that need to be included in the site. (Refer to list in the next section.) c. Develop a Creative Brief that summarizes the key products, markets and unique selling features and competitive environment of the study area. (Refer to the Situation Analysis.) d. Develop an Expression of Interest or Request for Proposal process for qualified web development firms and a web marketing firm. e. Hire professionals who have a thorough understanding of tourism and understand the unique aspects of the regional visitor experience and the current stage of destination development to create the website concept, database, communication system, copy, graphic design, and supply commercial-grade software capabilities and production ability to achieve the objectives for the end product. Website marketing for the initial stage of web development differs from the launch of the site and subsequent promotional tactics. f. Review existing websites for best practices. g. Develop the structure, site map and content outline. h. Develop the database. i. Produce content (copywriting, editing, image selection, graphics). j. Incorporate the community brand or a consistent design theme in the design. k. Design and populate the database. l. Populate the site. m. Develop test site online. n. Launch website. o. Launch website marketing and Search Engine Optimization programs. p. Maintain website updates by set schedule classified by the site map sections. Evaluate the following industry standard key features for inclusion in the website. Advertising Module (optional /can be used as a design tool for editorial content, not just for advertising) Automatic notification of news information posted Automatic content display timer feature on any page or section of the website Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 127 Page 150 of 293

151 Item 7.1 Availability Matrix (for accommodation and/or tours) Blog Broadcast communication by select groups in both branded tourism organization newsletter header artwork and basic messaging styles; tracking of sent, encoded to prevent address harvesting Broken link reporting Business Directory by category and feature page with summary description, display options and content management options Calendar of Events module Category and sub-category assignments to identify users or data records Content management features include ability to view, create and edit content and review before final posting to site (administrator function) Contact Us form Database for business directory for public display / user list for communications Design feature: ability to change colour schemes with existing artwork forwarding through domain name series, e.g. info@domainname.suffix to any address hosting service feature FAQ module File management system for digital documents (loading, sorting, describing, viewing by category and authorized users) Form set-up ability for gathering information or registering for events Forum option to allow identified users to communicate within a secure area (e.g. Tourism Advisory Committee) Hosting firm services (third-party or integrated with design firm / confirm off-site backup system) Image bank management system Licensing and software upgrading copyright fees and policy Log-in feature Maps (Google and custom, static or GIS link). Reference: Management services for tourism organization stakeholder database Meta tags: ability to edit Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 128 Page 151 of 293

152 Item 7.1 Navigation management features including full flexibility to add pages and sections to the site without additional service costs News section (module) Newsletter branded (integrated with the website and associated with database, not third-party software, avoiding the need to maintain multiple lists) and archive capability (sample at: Online database with multi-layer categories, report functions and export capability Online survey capability (polling vs. third-party software or use Survey Monkey and link back to local web page) Online system with access to the website domain via the Internet 24/7 Open source code Page set-up (ability to create new pages and sections with timer or restricted view feature) Press-release module Printer-friendly page outputs Reservations capability (accommodation and/or tours) RSS Feed Search capabilities (word search, accommodation by type/cost/feature, etc., PDF files) Search Engine Optimization (design features, word use, word placement features, etc.). To optimize a website means to build it so that it will be discovered by search engines, and to design each page in such a way that the site s contents will be thoroughly mapped and indexed to key words that potential customers employ when seeking your products or services. Inquire as to services your provider can supply or consider a third-party firm. Security features allowing controlled access to viewing and updating the site and protection of access to the site by unauthorized users Site map Slide show capability (dial-up considerations and hi-speed options) Standards-compliant code that can validate Tracking and Evaluation Determine whether the system has its own tracking of page usage and reports vs. Google Analytics or your hosting firm s report features Unlimited categories for defining a registered user on the system Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 129 Page 152 of 293

153 Item 7.1 User database for inventory, business links displayed on pages throughout the site, communications, list displays by category and authorization for viewing select areas of the site User database log-in feature (for users to update their feature page and to view secure areas) Virtual Tours Weather icon with link to forecast Website design, content and domain owned and operated by the tourism organization or client Other features will be determined based on consultation with the web firm(s), which will depend on programming capability, software selection and advances in technology. Evaluate the following industry standard key sections for inclusion in the website content outline. Main navigation and the site plan can be developed from the following list. Each main item has its own page with content written for the awareness stage in the purchase cycle. Detailed pages follow as a sub-set of the main category. Break out each main category based on the classifications of products and services that are market ready. o o o o o o o o o o o o o o o o o o o o Home page (text driven with links based on SEO 94 strategy) About Us Tourism organization or host organization(s) if community cooperative Tourism Industry (Industry support/resource centre, database and communications/industry newsletter) Chamber of Commerce (dedicated sections for Chamber use or link) Economic Development (dedicated sections for economic development or link) Local and Regional Government (dedicated sections for local government(s) or link) Media Disclaimer Copyright Privacy Policy About Community Name or Study Area Accommodations (database-driven search feature, availability matrix and/or reservations system booking) Adventure Blog Business Directory Contact Us Events and Festivals FAQ Food and Beverage Getting Here / Getting Around (access, transportation, circle tours, routes and itineraries) 94 Search Engine Optimization Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 130 Page 153 of 293

154 Item 7.1 o o o o o o o o o o o o o o Health and Wellness (if applicable) Heritage, Arts, Culture (if applicable) Maps News Parks and Trails Photo Gallery Search Services Site Map Sports (if applicable) Things To Do Summer Winter Tours and Rentals Visitor Centre Weather Link Web Marketing Resources for industry standards for web marketing can be found online at the E-Marketing Associations the Canadian Marketing Association Association of Internet Marketing and Sales and Canadian tourism e-marketing specialists, A Couple of Chicks who will soon be releasing their book Online Marketing Revealed. Web marketing trends worldwide can be reviewed at: Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 131 Page 154 of 293

155 Item Appendix J: Situation Analysis and Tourism Plan Contacts The following contacts formed part of the tourism planning process by attending meetings, workshops, interviewed by the Tourism BC Facilitator or the final tourism plan presentation. WG indicates those who were part of the Working Group. First Name Last Name Association/Affiliation WG Anne Haycock South Peace Historical Society Yes April Moi Northern BC Tourism, Agent Tourism BC Brent Neuman City of Dawson Creek Bud Powell City of Dawson Creek Yes Carol Frost Pouce Coupe Museum Yes Caterina Papadakos Manager, Community Partnerships, Tourism British Columbia Chin Hong Days Inn Yes Christabelle Kux-Kardos Village of Pouce Coupe Yes Colleen Groat Pouce Coupe Museum Darcy Dober Mr. Mikes Westcoast Grill Yes David Roch Dawson Creek and District Chamber of Commerce Deb Chaffee Dawson Creek Art Gallery Yes Dolly Fynn Pouce Coupe Seniors Yes Dustin Bodnyark Tourism Dawson Creek Yes Ellen Correa Dawson Creek Art Gallery Yes Gerry Clare South Peace Historical Society Heather Newman The Granaries on Bear Mountain B&B Yes James Bridges Dawson Creek and District Chamber of Commerce Yes Janine Cumberland Dawson Creek Downtown Merchants Association Joe Simons Pomeroy Inn / Best Western Yes John Bass Intrinsic Tourism Solutions Judy Kuckaruk Foorprint Management Systems Yes Kelsey Milne Tourism Dawson Creek-Alaska Highway House Keltie Durrell Tourism Dawson Creek Yes Lyman Clark Mayor, Village of Pouce Coupe Yes Marilyn Belak City of Dawson Creek Mike Bernier Mayor, City of Dawson Creek Yes Peter Thomas CAO, Village of Pouce Coupe Yes Richard Powell School District #59 Ryan MacIvor General Manager, EnCana Events Centre Global Spectrum Yes Sadie Lukan Nawichan Friendship Centre Yes Simone Carlysle-Smith Tourism BC Facilitator Stephanie Oestreich Dawson Creek and District Chamber of Commerce Yes Sue Kenny Community Futures / City of Dawson Creek Yes Valerie Gilson Peace Energy Cooperative Yes Wayne Hiebert Peace River Regional District Yes Tourism British Columbia Tourism Plan Dawson Creek and Pouce Coupe - Page 132 Page 155 of 293

156 Item 7.2 REPORT TO COUNCIL DATE: August 25, 2009 REPORT NO.: ADM SUBMITTED BY: Kevin Henderson FILE NO.: Director of Operations SUBJECT: Water Strategy update PURPOSE To request Council adoption of a comprehensive water strategy including a new vision along with strategies and actions for water use within the City of Dawson Creek. SUMMARY/BACKGROUND In the Fall of 2008, Council directed staff to proceed with the development of a water strategy to better align with the provincial Living Water Smart program. The first step was to document water usage through all sectors (residential, commercial, Institutional, etc) in the City as a baseline from which to launch the strategy so that results could be measured. That initial step has been completed and is attached for review. Highlights of the baseline water usage report include the following for Dawson Creek: - Higher than Canadian average consumption per capita - Consumption in all sectors increases as river flow rates decrease - Unaccounted for water volumes are slightly higher than Canadian average - The oil and gas Industry consumes a high volume of fresh water, typically for nonpotable uses, and the demand for water is increasing rapidly. Although the City of Dawson Creek average total consumption is at 584 litres/capita/day, the average consumption for single family dwellings is only 256 litres/day. There is a great opportunity to reduce the overall consumption by targeting strategies that are aimed at the industrial sector, such as effluent reuse in the oil and gas industry. The effluent reuse project alone could help the City of Dawson Creek achieve a minimum of 10% reduction in over all consumption. A number of the strategies in the report are either already in progress or on the horizon for the near future. Staff is confident that the vision and strategies noted in the report are a positive step towards water conservation and the overall strategy. Page 156 of 293

157 Item 7.2 Report re: Water Usage strategy Page 2 of 3 The recommendations from the report are as follows: 1. Adopt a water vision for the City of Dawson Creek In line with new British Columbia Legislation, the City of Dawson Creek will meet 50% of its new water needs through conservation measures by 2020 As a volume target, the City of Dawson Creek will reduce the current per capita daily consumption by 20% by year 2020, going from an average of 584 litres/capita/day to 467 litres/capita/day by Adopt corporate measures to help meet the new vision. - Update current water metering system to wireless technology, in order to obtain more accurate and timely water consumption rates and better monitoring and prevention of leakage / loss. This will result in lower volumes of unaccounted for water in the future. Up to 10% leakage / loss can be due to faulty meters. - Further trends towards xeriscaping in all public spaces, a trend which greatly reduces the demand for irrigation. - Update current irrigation practices in order to ensure they are the most efficient practices possible. 3. Community involvement / engagement - Update water pricing structure - Continue the development of an effluent reuse station for non-potable uses for industry. - Expand on current community education initiatives. This will convince the community of the value of water conservation, and also provide them with the necessary tools to do so. - Implement a strategy to increase the uptake of low flow fixtures in the home, such as a rebate program. - Promote the usage of grey water reuse systems in new construction and rainwater capture in all homes. ALTERNATIVES Council could adopt the strategy as presented, Council could adopt the strategy in an amended form, or send it back to staff for more information. IMPLICATIONS (1) Social The adoption of a water strategy will put the City of Dawson Creek in company with water conscious communities like Vernon, Kelowna, the Capital Regional District, and the Sunshine Coast Regional District. The proposed vision aligns with the Province of British Columbia Living Water Smart plan. Page 157 of 293

158 Item 7.2 Report re: Water Usage strategy Page 3 of 3 (2) Environmental A reduction in water consumption will help ensure supply for all stake holders in the Kiskatinaw Watershed, and provides for a healthier ecosystem. (3) Personnel N/A (4) Financial Conservation is the cheapest form of increasing capacity; less consumption will translate in to lower treatment costs and deferred capacity related infrastructure upgrades. GUIDING PRINCIPLES The Environment We will demonstrate respect for the future of the earth by advocating for the preservation of clean air, clean water, and healthy land. STRATEGIC PRIORITIES The creation of a water strategy was one of the strategic priorities identified by Council in January of Staff is also committed to bring a complete overview of the system with a narrative on upgrades, studies, and source options discussed over the years. The narrative will be completed this fall. IMPLEMENTATION/COMMUNICATION If adopted by Council, staff will take the required actions to implement the new strategy and vision, including a communication plan through the City website and local advertising, to keep the public informed. RECOMMENDATION THAT Council adopt the Water Strategy and Vision, summarized in Section 10.0 Recommendations of the Water Consumption Baseline Report, (pages 28-29). Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Kevin Henderson, AScT Director of Operations KH/th Page 158 of 293

159 Item 7.2 City of Dawson Creek Water Consumption Baseline Report Page 159 of 293

160 Item 7.2 Final Copy Table of Contents: Table of Contents for Water Baseline 1.0 Purpose Why water conservation Water System Profile Source and Supply Surface Water Supply Infrastructure Design Climate Data Water Quality Issues Surface Water Supply Capacity Water Treatment Plant Distribution and Treatment Systems Wastewater Treatment and Infrastructure Historical Water Consumption Water Usage in the City of Dawson Creek Average Annual Day Demand/Maximum Day Use Residential Residential Usage Detailed Analysis Treated Outside City Industrial, Commercial, Institutional Biggest Users Current Average Annual Use Agricultural Use Water Card Sales Unaccounted for Water Primary Ecosystem Challenges Population and Growth Projected Industrial Growth Number of New Homes Primary Drivers of Growth Other Community Initiatives Community Groups City Initiatives Summary Recommendations Appendices Data Sources References P age Page 160 of 293

161 Item 7.2 Final Copy List of Figures Figure 1 Maximum Flow Data Kiskatinaw River Figure 2 Minimum Flow Data Kiskatinaw River Figure 3 Average and Yearly flows Kiskatinaw River Figure 4 Annual Precipitation Data Figure 5 Annual Average Temperature Figure 6 Production totals Figure 7 Sewage Totals Figure Accounts by Sector Figure 9 Total Water Consumption 2006 Figure 10 Disaggregation 2007 Detailed Figure 11 Water Usage Overview 2007 Figure 12 Environment Canada Usage 2004 Figure 13 Pouce Coupe Disaggregation 2007 Figure 14 Maximum and Average Day Demand Figure 15 Environment Canada Water Use in the Home Figure 16 Per Capita Total Demand (annually) Figure 17 Per Capita Daily Consumption Figure 18 Residential Consumption Figure 19 Five Year Average River Flows Kiskkatinaw River Figure 20 Treated Outside City 2006 Figure 21 Treated Outside City 2007 Figure 22 Five Year Average River Flows Kiskkatinaw River Figure 23 ICI Consumption P age Page 161 of 293

162 Item 7.2 Final Copy Figure 24 Five Year Average River Flows Kiskkatinaw River Figure 25 Raw Water 2006 and 2007 Figure 26 Five Year Average River Flows Kiskkatinaw River Figure 27 Water Card Sales 2007 Glossary of terms/abbreviations DM Demand Management water management approach that has efficiency as its main goal attempting to provide all of the same services, but with less water. M3 Cubic Meters a measure of 1000 litres POLIS Project on Ecological Governance The POLIS Project on Ecological Governance is a centre for trans disciplinary research that investigates and promotes sustainability. DC City of Dawson Creek SF Single family dwellings Disaggregated broken down to specific water end uses by account or usage type ICI Industrial, Commercial and Institutional water usage TOC Treated out of City refers to treated water that services homes and businesses laying outside of the City limits Raw water that is delivered using City infrastructure prior to the water being treated Water Account Types WAT A Business accounts in City limits WAT B Residential Accounts in City limits WAT C Raw water WAT O Business Accounts in City limits with over 2 pipes WAT R Treated Water outside City limits with over 2 pipes 4 P age Page 162 of 293

163 Item 7.2 Final Copy 1.0 Purpose of this report This baseline report was prepared for the City of Dawson Creek and submitted July The report is a measure of current water consumption in all sectors of the City and outlying region. Council has committed to developing a comprehensive water strategy for the City. The data in this report will serve as a benchmark for assessing how effective the plan will be in the future. 1.1 Why Water Conservation? The City of Dawson Creek (herein referred to as the City ) and the Village of Pouce Coupe as well as surrounding rural residences rely on the Kiskatinaw River for their drinking water. The water treatment plant in the City services all business and residential customers in the City, as well as in Pouce Coupe. Indirectly it also supplies drinking water to rural residential customers and several oil and gas companies. The river, as well as several reservoirs that are owned and operated by the City, provide a sufficient supply of fresh water year round to all of the City s water customers. To be able to meet the demands of a growing population, the City will implement a comprehensive water strategy to ensure future demands can be met. Also, recent legislation from the British Columbian Government (as outlined in their Living Water Smart policy) demands that fifty percent of new municipal water needs will be acquired through conservation by 2020 (2008). The City aims to meet that target. The case for conservation goes beyond legislation. Water conservation measures constitute good governance, especially in water abundant Canada. Due to Canadians perception of plentiful freshwater, we as Canadians use four times the amount of water of the average European (Brandes and Ferguson, 2003). In the past twenty years, Canadians have increased their water usage by 25% while other countries in Europe and even the United States have managed to decrease their overall usage (Brandes and Ferguson, 2003). In BC water usage is even higher than the rest of Canada according to the BC government, British Columbians use an average of 490 litres per person per day, while in the rest of Canada the average consumption is 330 litres per person per day (2008). While helping guarantee supply, water conservation also results in savings in many ways in lowered water bills, lowered energy bills and of course, more water for the ecosystem that also relies on the Kiskatinaw. Demand Management Approach This report is being prepared with a comprehensive Demand Management (DM) approach in mind. This approach is growing in popularity among communities due to the benefits that it provides. The benefits of DM include: Maximizing the service from existing infrastructure by using built assets more efficiently and effectively. Minimizing the need for new infrastructure thereby avoiding, postponing, or reducing capital costs and the associated operating costs; and 5 P age Page 163 of 293

164 Item 7.2 Final Copy Potentially reducing the net capital and operating costs over the long term The DM approach to water management does not mean that residents will experience a significant change in their lifestyle. In fact, several benefits to the community can be expected by adopting the DM approach, including: Maintaining or increasing the affordability of, and access to, services by residents and businesses by reducing waste and pollution, and increasing resource use efficiency Preserving or enhancing public health and safety through access to affordable services and reduced air pollution Increasing the public sense of system equity or fairness as the benefits of DM are realized and the costs reflect recognized community needs Reducing degradation of water resources, air quality, climate stability, biodiversity, and natural spaces such as forests, wetlands, and meadows (Wong & Porter Bopp, 2009). The City, upon implementing this water conservation strategy, would join the likes of other waterconscious communities, such as Vernon, Kelowna, the Capital Regional District and the Sunshine Coast Regional District. The City is perfectly poised to take on this type of management approach, as it has a history of energy efficiency programs and environmental awareness. The City has already undertaken steps towards developing a DM approach, including commissioning a water cost study and implementing a conservation bylaw. We can guarantee our water future through a comprehensive water conservation strategy now. Data Sources Many sources were consulted in the creation of this report. Most of the statistical information is drawn from the water utilities and billing departments of the City. Other documents consulted included: (City documents are available online at Living Water Smart British Columbia s Water Plan The Kiskatinaw River Watershed Source Protection Plan (City document) The Water Quality Assurance Plan (City document) The Water Conservation Measures Bylaw (City document) Environmental Development Plan (City document) Water Rates and Regulations Bylaw (City document) Water Regulations Outside the City Bylaw (City document) Thinking Beyond Pipes and Pumps The City of Calgary Draft Water Efficiency Plan A Guidebook for Comprehensive Integrated Long term Water Conservation Planning in British Columbia Communities (The format for this report is taken from this document) Other sources referenced include Environment Canada Freshwater Website, Environment Canada National Climate Data and Information Archive, and flow data from the Kiskatinaw River (from water utility). 6 P age Page 164 of 293

165 Item 7.2 Final Copy 2.0 Water System Profile 2.1 Source and Supply The City of Dawson Creek s water supply is the Kiskatinaw River. Typically, the major problems on this river have been high turbidity and seasonal low flows. A weir was installed near the Arras intake to help with the problems of low flows, and the turbidity is lessened by the water flowing through the reservoirs. For more information on water quality challenges and supply assessment, see the Kiskatinaw River Watershed Source Protection Plan or the City s Water Quality Assurance Plan. There are several licenses on the watershed, including agricultural, dust control, oil and gas and conservation licenses. For more information on these licenses see Appendix ii. Typical activities in the watershed include recreational uses, oil and gas, forestry and agriculture. The risks that each of these poses are described in detail in the Water Quality Assurance Plan. According to the BC government, the Pine Beetle outbreak has already spread to the Peace Region (Action Plan ). The loss of any significant number of trees in a watershed can negatively impact the ability of the watershed to absorb and slowly release precipitation levels. Therefore, the pine beetle infestation in the Kiskatinaw watershed will need to be closely monitored. Note that the winter months flow is viewed as zero on the graph this does not indicate a zero flow, but very low flow. 2.2 Surface Water Supply Records of the historical flow of the Kiskatinaw River have been taken from the Farmington Station. Below are the data for record minimum and maximum monthly flows. 7 P age Page 165 of 293

166 Item 7.2 Final Copy Fig. 1 Fig. 2 The average annual flow rate and the average river flow for the past six years are both shown in the graph below. It is important to note that June and July tend to be the peak months for river flows with the winter months seeing very little flow. Consumption, as seen in the remainder of this report, peaks in the summer months, after the peak of the river flow. Note also that the minimum flow data indicates that July and August can also be very low flow months during the height of consumption. Fig. 3 8 P age Page 166 of 293

167 Item 7.2 Final Copy On the river there is a weir that helps to regulate the flow in the Arras intake. The process of constructing another weir on Bear Hole Lake has begun. This weir, along with the existing one, will help to regulate the flow throughout dry and wet seasons. The fluctuation in flow as shown above also emphasizes the importance of the various reservoirs. 2.3 Infrastructure Design The water is taken in at the Arras pumphouse station on the river and then flows through a series of reservoirs before arriving at the water treatment plant. (See Appendix i for schematic). 2.4 Climate Data Current climate trends are shown below including annual precipitation and annual mean temperature. All climate data is taken from Environment Canada s National Climate Data Archive. Fig. 4 9 P age Page 167 of 293

168 Item 7.2 Final Copy Fig. 5 A recent (2008) publication from the British Columbia Government entitled Taking Nature s Pulse: The Status of Biodiversity in British Columbia highlights some of the changes in the Peace region as a result of climate change. Since 1971, some areas of the Peace Region have experienced up to a 2.9 millimetres per decade decline in precipitation, and an overall increase in temperatures of 0.65 to 0.71 degrees Celsius. Given that the Kiskatinaw River is precipitation fed, any decrease in precipitation levels or increase in temperatures would negatively impact river flow levels. 2.5 Water Quality Issues The major water quality issues in the Kiskatinaw River are issues of turbidity (high amounts of dissolved solids in the water), particularly during the spring freshet. There are concerns of elevated levels of organic matter and parasites due to the poor maintenance of riparian areas on farms that line the river. Furthermore, there is a risk of petroleum compounds polluting the river should one of several pipelines crossing the river burst. Many of these water quality concerns have been addressed in the City s Water Quality Assurance Plan. 3.0 Surface Water Supply Capacity 3.1 Water Treatment Plant o o o o Location and source water body The Kiskatinaw River is the source body of water for the City of Dawson Creek. The river is part of the Peace River watershed and drains into the Peace River. Service Area The City of Dawson Creek is the only municipal water licensee on the Kiskatinaw. The City provides drinking water to at least 15,000 people in the City of Dawson Creek, the Village of Pouce Coupe and the outlying region. Rated Capacity the plant has a production capacity of 11.34m3/minute. Current Annual Average Water Production (Production corresponds to demand) Fig P age Page 168 of 293

169 Item 7.2 Final Copy The average production for the plant is 2,182,489 cubic meters a year over the last 8 years. (Data from Treatment Plant Records). o Treatment Technologies Employed The water treatment plant is a class 4 water treatment plant. The plant uses a system of coagulation, flocculation, sedimentation, filtration (mixed media), absorption, and UV in the water treatment process. Chlorine is injected just as it enters the pipes to town (residual disinfection). Chlorine is re injected before it goes to Pouce Coupe, again for residual disinfection. 3.2 Distribution and Treatment Systems o o o o o Kilometres of water mains and connections served by system There are approximately 140km of water mains (this is a low estimate as the new subdivisions are not included in this number). This estimate also does not include the Pouce Coupe lines. (Data from the City s Engineering department) Total number of connections There are approximately 5000 connections, with each billing period at 2040 and This number (5000) also takes into account connections that are seasonally active or not active yet. Pouce Coupe connections are billed separately, and are therefore not included in this number. (Utilities Billing Department provided this information) Rated capacity of all reservoirs and storage facilities: *(Please note that these are approximate values, as provided by Water Treatment Plant operator.): *Stranded refers to water that cannot be used, as it is unavailable Hart Reservoir has a total capacity of m3, with m3 stranded Trail #1 has m3 usable with m3 stranded; Trail # m3 usable, m3 stranded Parkhill Reservoir has a total of m3, m3 stranded, Under the Treatment Plant there is a reservoir which contains m3. Currently, work is being done to build a weir on Bear Hole Lake for additional storage. An additional reservoir is also in the planning stages. 3.3 Wastewater Treatment and Infrastructure o o o Wastewater treatment facilities the wastewater treatment plant consists of two anaerobic ponds and two aerated ponds. In the anaerobic ponds, solids are digested and inorganic materials settle. Floatables (solids that have been disposed of in the sewage system) are contained here. The water then moves to the aeration ponds that contain roughly 14.5 km of aeration line. Type of treatment used Aerobic and anaerobic digestion are both used in the wastewater treatment plant. The water is treated for roughly 3 6 months in the system, after which it is released into the Dawson Creek, which flows into the Pouce Coupe River. Rated capacity the waste water treatment plant can handle the volume that the lift stations can pump. The capacity of the ponds is not precisely known. 11 P age Page 169 of 293

170 Item 7.2 Final Copy o Current average annual flows: Fig. 7 o Service area and discharge point The sewage system serves only the residents of the City of Dawson Creek, as well as a few sewage dump trucks these trucks totalled 5900 m3 in Pouce Coupe has its own treatment system. 4.0 Historical Water Consumption The City of Dawson Creek has a price structure that is currently undergoing review. A water cost study was recently done for the City, suggesting that the City make rate changes. The authors of the study are in the process of making price recommendations. Pricing it right is one of the top ten strategies listed by POLIS is terms of establishing an effective water conservation plan (Brandes, Mass & Reynolds, 2006). It is important that this pricing review be seriously considered by Council, as it can help to offset revenue that might be lost as the conservation measures become effective, as well as become an incentive for conservation. The prices (from current billing rates) are as follows: User Type Price/Cubic Metre In City Residential and ICI $ Outside City Limits Treated $ Raw water (non potable) $ Bulk water (Business Account) $2.91 Water Card (Business Account) $2.44 Water Card (Residential Account) $3.49 o o Residential and ICI (institutional, commercial and industrial) customers in town have a maximum usage of 42 cubic meters per billing period (2 months) Raw water is sold for non potable use (usually agricultural) 12 P age Page 170 of 293

171 Item 7.2 Final Copy o Bulk water is sold at a much higher rate than other ICI o Water Cards, which can be purchased and filled with credits to be used at private filling stations sell at a rate of $0.10/credit for residential customers and $0.07/credit for bulk haulers these water haulers often sell to rural residents or oil and gas companies. 4.1 Water Usage in the City of Dawson Creek Using billing records, water treatment plant records, meter readings from water stations and data supplied by Pouce Coupe, the following graphs highlight the water usage patterns in the City for 2006 and Please note that the year 2007 has two versions, one being a more detailed breakdown of water end uses. Fig P age Page 171 of 293

172 Item 7.2 Final Copy Fig. 9. Due to billing methods discussed in the recommendations section of this report, a detailed analysis of water end usage has only been compiled for P age Page 172 of 293

173 Item 7.2 Final Copy Fig. 10. City and Village staff are aware of the volume of unaccounted for water in the system and are working towards reducing this volume. Fig P age Page 173 of 293

174 Item 7.2 Final Copy The City s water consumption can be compared to the Canadian average, highlighted in the graph below. The unaccounted for water in the City is slightly higher than the national average, as is the ICI sector s usage. The residential usage is slightly lower in the City than the national average. The following graph (used for comparison purposes) is taken from Environment Canada. The figure (to the right) shows the Canadian national average for comparison purposes. Fig. 12 (Environment Canada) The village of Pouce Coupe also receives its water from the City and should, therefore, be included in any conservation plan that is developed. Their usage is shown below for the year (Data taken from Pouce Coupe Village billing records) Fig. 13 Please note that the Village of Pouce Coupe is aware of the large unaccounted for sector they are currently investigating this loss. 16 P age Page 174 of 293

175 Item 7.2 Final Copy 4.2 Average Annual Day Demand/Maximum Day Use Fig. 14 The average maximum day demand and average annual day demand over the last 8 years are cubic meters and cubic meters, respectively. Average annual day demand refers to the total gross amount of water that is withdrawn and distributed throughout the system in a year divided by 365. The maximum day demand refers to the peak amount of water withdrawn in a day the most water withdrawn from the system in one day for the year shown. 17 P age Page 175 of 293

176 Item 7.2 Final Copy 4.3 Residential Indoor/outdoor usage these numbers are not available for the City, so below is a chart of typical indoor water use of Canadian homes. According to BC Hydro, outdoor water use in British Columbia accounts for 40% of residential drinking water usage (2009). The figure (to the right) shows the average usage in Canadian homes for comparison purposes. 4.4 Residential Usage Detailed Analysis Fig. 15 (Environment Canada) Residential Usage in the City is difficult to obtain from billing records, as apartment buildings are billed as businesses, therefore skewing the results towards a higher ICI consumption rate. Also, several rural households rely on water delivered by independent businesses in Dawson Creek but the exact number of customers is not known. In this section of the report there are three scenarios being used for determining per capita flows and consumption rates. They are: Scenario A the most reliable, includes the populations of the City of Dawson Creek and the Village of Pouce Coupe from the 2006 Canadian Census 10,994 plus 738 equals a total population of 11,733. Scenario B Contains the census population as well as the customer averages from the water hauling companies in the City there are an average of 2.4 people per residence in the City. The water hauling companies estimated that they had roughly 1640 regular residences that they deliver to, at an average of 2.4 people per home, plus the combined populations of the City and the Village = 15,669 people. Scenario C This includes the census population, the water hauler estimates and also an estimate on the number of regular customers that haul their own potable water from the bulk stations in town. This estimate, in the opinion of the treatment plant operator, is estimated at roughly 20,000 users. 18 P age Page 176 of 293

177 Item 7.2 Final Copy The annual per capita demand is shown in the chart below using the three scenarios. Fig. 16 Using the filter flows (total amount of water sent out of the treatment plant towards the City) the following chart shows the per capita daily usage in all three scenarios. Fig P age Page 177 of 293

178 Item 7.2 Final Copy Based on the residential billing accounts, seasonal consumption patterns can be seen below. As is typical, consumption rises dramatically in the summer months. Note that the peak in residential consumption typically takes place June August. Fig. 18 The five year river flows show the river flow levels peaking in May, and steadily decline through the summer months, the months during which consumption peaks. Fig. 19 Environment Canada released a study of urban residential water consumption in This report explored domestic water consumption in 20 Canadian cities. The lowest users were Charlottetown at 156 litres/capita/day (lcd the total amount of water produced divided by the total population divided by 365) and Yellowknife at 164 lcd. The highest users were Whitehorse at 519 litres/capita/day and St. John s at 659 litres/capita/day. The City ranks among the higher users with its domestic consumption rate of 572 lcd in 2006 and 549 lcd in These figures are based on total annual production divided by total Dawson Creek population. Based on billing records, single family homes (roughly 80% of the population) used roughly 256 lcd in 2006 and 205 lcd in 2007 (this figure represents actual billed volumes per capita). 20 P age Page 178 of 293

179 Item 7.2 Final Copy 4.5 Treated out of City The Treated out of City water consumption has varied uses, some residential, some agricultural and some commercial. The usage can be seen to follow higher consumption in the summer months for both 2006 and Note that the peak in Treated out of City consumption typically takes place June August. The five year river flows show the river flow levels peaking in May, and steadily decline through the summer months, the months during which consumption peaks. Fig. 20. Fig. 21 Fig P age Page 179 of 293

180 Item 7.2 Final Copy 4.6 Industrial Commercial Institutional Shown below is the ICI consumption for the year The graph is drawn using data collected from two month billing periods, which is why the volume appears to be constant for two month periods. Note that the peak in ICI consumption typically takes place August September. The five year river flows show the river flow levels peaking in May, and steadily decline through the summer months, the months during which consumption peaks. Fig. 23 Fig P age Page 180 of 293

181 Item 7.2 Final Copy 4.7 Biggest Users In a one year analysis, three major water users have been identified. They are: 1. Oil and Gas Industry 2. Forestry Industry 3. Health Services Together these users account for roughly 300,000 cubic meters (or roughly 12%) of the annual water usage. The other top users include: 4. Car Washes 5. Food Services (restaurants and grocery stores) 6. Hotels 7. Educational Services 8. Government 9. Laundromats 10. Drinking Water Providers Other top users include: grocery stores, restaurants (sit down, fast food, and convenience stores) and hotels. In developing a water strategy it is crucial to include the water intensive businesses of Dawson Creek. 4.8 Current Average Annual Use The maximum day use of the ICI sector is currently unknown. The rated supply for ICI would be the capacity of the water treatment plant, but the permitted total supply is unknown. 23 P age Page 181 of 293

182 Item 7.2 Final Copy 4.9 Agricultural Use While not a major part of the City s water consumption (1% in 2007, see Figure 11), the patterns in consumption vary with season, again peaking in the summer months, as can be seen in the graph below. This increase could be due to increased non agricultural usage (such as lawn or garden watering). The spike in the fall of 2007, during the river s low flow period, should be investigated for the purposes of creating a conservation plan. Note that the peak in agricultural consumption typically takes place June August. The five year river flows show the river flow levels peaking in May, and steadily decline through the summer months, the months during which consumption peaks. Fig. 25 Fig P age Page 182 of 293

183 Item 7.2 Final Copy 4.10 Water Card Sales Water cards sales are predominantly made up of commercial sales, which would indicate that any plans to reduce the consumption of water card users should be directed at the commercial card holders, rather than the residential card holders. 5.0 Unaccounted for Water 25 P age Fig. 27 The soil around Dawson Creek is clay. Any major leaks are detected almost immediately as the water comes to the surface. The City is almost entirely metered and for the most part, leaks can be detected by meter readings that are irregular. The water treatment plant has also made some base calculations and has determined the unaccounted for water for 2006 and It is listed below: 2006: 355,347 cubic meters equalling $241,636 in lost revenue 2007: 360,562 cubic meters equalling $245,182 in lost revenue The treatment plant staff have discovered many of the areas where water passes through the system but is not billed, which include: Irrigation Hydrants Water line flushing Treatment Plant backwashing Occasional pipeline leaks The treatment plant staff have selected several strategies for remedying this situation, which include: Moving towards zone metering to enable a water auditing process once new residential metering system is in place Adding a meter at the water treatment plant on water that leaves the plant to monitor more accurately Hydrant meter has been purchased for contractors who use City hydrants. Page 183 of 293

184 Item 7.2 Final Copy Other suggestions from the water treatment plant operator include: Public works, parks and fire department (non emergency) departments should meter or give estimates of water usage All leaks should have a report estimating water usage All fires should have a report estimating water usage All irrigation systems should be metered 6.0 Primary ecosystem challenges One of the major considerations when developing a demand management approach to water management is ensuring that there is enough water for all users in the watershed. In a recent government report Taking Nature s Pulse: The Status of Biodiversity in British Columbia, it states that one of the six major stresses that threaten biodiversity is ecosystem degradation (change to structure of a natural system from activities such as...water diversion) (XVIII, 2008). The ecosystems that rely on the Kiskatinaw River also need to be considered in the development of the City s water strategy. The Government of British Colombia reports on their website the following about the Kiskatinaw River watershed: The Kiskatinaw River Protected Area conserves rare grassland vegetation in the Peace Lowland ecosystem. A red listed species, the fennel leaved desert parsley (Lomatium foeniculacrum var. foeniculaceum) has also been recorded at this site. Wildlife Mule deer, white tailed deer and other ungulates frequent the open hillsides. Coyote, beaver and other small mammals are also common throughout the area. The area has a great diversity and abundance of songbirds such as warblers. The ecosystem that relies on the Kiskatinaw River needs to be protected through the conservation plan. 7.0 Population and growth The current population of the City of Dawson Creek (as of the 2006 Canadian Census) is 10,994. The Village of Pouce Coupe s population in 2006 was listed as 739. Both the City and the Village have had fluctuating populations over the past several years, consistent with the boom and bust associated with industry. According to the Comprehensive Environmental Development Plan by Urban Systems (2003) the average annual growth has been 0.4%. Based on this growth, three possible future growth scenarios have been developed: at 0.4% annual growth, the population will increase by 894 by 2021 to at 1% annual growth, the population will increase by 2,368 by 2021 to at 2% annual growth, the population will increase by 5,226 by 2021 to Urban Systems also estimate that should the City grow at the following rates, new residential units would need to be built as follows: 0.4% growth rate would require up to 331 new residential units with an area of 70 acres of new land 1% growth rate would require up to 877 units with an area of 185 acres of new land 2% growth rate would require up to 1,936 units with an area of 408 acres of new land 26 P age Page 184 of 293

185 Item 7.2 Final Copy 7.1 Projected industrial growth The industrial growth rates are based on land growth in this report, not on the projected percentage of businesses coming to the City. A lot of the new growth is a demand for new space. Urban Systems forecasts commercial growth as follows: Annual commercial growth for the next 20 years at 0.4 % is probable and 1% growth is possible. 7.2 Number of older homes versus new developments As of the end of 2008, there were 3,832 homes in the City. There were 49 homes built in the last year. (Information from the City s tax department) 7.3 Primary drivers of growth According to Urban Systems, the majority of the City s economy is made up of the forestry industry, oil and gas, tourism, and retail sectors (2006). 8.0 Other Community Initiatives The City has an Official Community Plan that defines the limitations for future growth. It is available online at: PlanConsolidated_001.pdf. 8.1 Community Groups The City has two groups that are very concerned about the water situation in Dawson Creek. One of these groups is the Dawson Creek Watershed Society; they recently partnered with the City to create the Kiskatinaw River Watershed Source Protection Plan. The group is hoping to hire a watershed steward who would help to ensure that the watershed is being protected. The Northern Environmental Action Team (NEAT) is also involved in educating the population of the City about water conservation. They have created a water conservation education strategy for the City of Dawson Creek and have begun implementation. 8.2 City Initiatives Due to the fact that the City undertakes several green initiatives involving energy and community development, the people of Dawson Creek tend to be better informed than those in other, less environmentally active cities. The City has already undertaken the following measures: Developed a Watershed Conservation Plan Developed a Water Conservation Bylaw Completed a water pricing study Completed a baseline report Has begun construction on Bear Hole Lake weir Started community education with NEAT programs (75 in attendance) Installed low flow fixtures in all City buildings Developed a strategy for industry effluent re use Employs conscientious water treatment staff and good record keeping 27 P age Page 185 of 293

186 Item 7.2 Final Copy 9.0 Summary This report highlights the water situation in the City of Dawson Creek. The most significant findings include: Higher than Canadian average consumption per capita Consumption in all sectors increases as river flow rates decrease Unaccounted for water volumes are slightly higher than Canadian averages The Oil and Gas Industry consumes a high volume of fresh water, typically for non potable uses Several areas could be targeted for conservation strategies, including reducing both residential and industrial usage. Partnering with the oil and gas industry to reduce the use of fresh water is a key step for the City. Summer usage, as in most communities, can also be targeted for reduction. The Kiskatinaw River will be able to supply the City for their water needs for the foreseeable future, assuming conservation measure are put in place. The conservation strategy falls under the larger framework of the Community Sustainability Plan, which is available at As part of this strategy, the City has developed a Community Energy Plan, a Carbon Neutral Strategy, and a Community Social Plan. The City is also updating their Official Community Plan by developing a housing strategy. A water conservation strategy that reduces water usage will help to save energy, reduce carbon emissions, and create a secure water future for the citizens of Dawson Creek Recommendations The City can take immediate steps towards implementing a water strategy. The following items are suggested for implementation immediately: 1. Adopt a water vision for the City of Dawson Creek: 28 P age In line with new British Columbia Government legislation, the City of Dawson Creek will meet 50% of its new water needs through conservation measures by the year As a volume target, the City will reduce the current per capita daily consumption by 20% by the year Going from an average of 584 litres/capita/day ( ) to 467 litres/capita/day by In order to meet these targets, the City can show responsible leadership by adopting these Corporate measures: 2. Update current water and provide staff with relevant training to allow for better data management and report generation. Accessing water records is essential for monitoring the effectiveness of the water conservation strategy. 3. Update current water metering system to wireless technology, in order to obtain more accurate water consumption rates and better monitoring and prevention of leakage/loss. This will result Page 186 of 293

187 Item 7.2 Final Copy in lower volumes of unaccounted for water in the future up to 10% of leakage/loss can be due to faulty meters. The City can also continue with leadership initiatives already underway, including: 4. Further the trend towards xeriscaping in all public spaces, a trend which greatly reduces the demand for irrigation. 5. Update current irrigation practices in order to ensure that they are the most efficient practices possible. The following measure have been proven as highly effective in other communities for reducing water over consumption, and should be communicated by the City to the community in order to achieve the conservation targets: 1. Update the pricing structure for water billing, making over consumption financially undesirable. 2. Continue the development of an effluent re use station for non potable water in the Oil and Gas industry (oil and gas is the largest consumer of water in the City s industrial, commercial and institutional sector) 3. Expand upon the current community education initiative education is essential, not only to convince the community of the value of water conservation, but also to provide them with the tools to do so. 4. Implement a strategy to increase the uptake of low flow fixtures in homes, such as low flow toilets and faucet aerators. 5. Promote the usage of grey water reuse systems in new construction and rainwater capture in all homes A combination of the above strategies will enable the City to meet the conservation targets by P age Page 187 of 293

188 Item 7.2 Final Copy 11.0 Appendices: Appendix i Water System Schematic 30 P age Page 188 of 293

189 Item 7.2 Final Copy Appendix ii Water Licenses on the Kiskatinaw Licence No Stream Name Purpose Quantity Licensee Water District/Precinct Licence Status C C C C C C C " C C " C " C " C Sloane Slough Wilde Creek Cutbank Creek Conserv.- Stored Water 100 Conserv.- Stored Water 245 Conserv.- Stored Water 508 DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK Current ENVIRONMENT LANDS & PARKS MINISTRY OF PARLIAMENT BUILDINGS VICTORIA BC V8V1X4 PEA - DAWSON CREEK Current DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK Current HUNTER GERALD A Kiskatinaw River Irrigation 90 GD ARRAS BC V0C1B0 PEA - DAWSON CREEK Current ENVIRONMENT LANDS & PARKS MINISTRY OF Wangler Creek Conserv.- Stored Water 166 One Island Lake Land Improve 1778 PARLIAMENT BUILDINGS VICTORIA BC V8V1X4 PEA - DAWSON CREEK Current PARKS BRANCH TH AVE PRINCE GEORGE BC V2L3H9 PEA - DAWSON CREEK Current Ruston GUENETTE MARCEL J Spring Domestic 1000 BOX 141 GROUNDBIRCH BC V0C1T0 PEA - DAWSON CREEK Current Ruston GUENETTE MARCEL J Spring Land Improve 5 BOX 141 GROUNDBIRCH BC V0C1T0 PEA - DAWSON CREEK Current Bosch JONSSON ALAN S Creek Stockwatering 1000 BOX 13 TAYLOR BC V0C2K0 PEA - DAWSON CREEK Current Richardson RICHARDSON GERALD C & RUTH E Pond1 Stockwatering 2000 PO BOX 2266 DAWSON CREEK BC V1G4L1 PEA - DAWSON CREEK Current Richardson RICHARDSON GERALD C & RUTH E Pond2 Stockwatering 2000 PO BOX 2266 DAWSON CREEK BC V1G4L1 PEA - DAWSON CREEK Current Little Brassey FYFE HOWARD R Creek Domestic 500 GD ARRAS BC V0C1B0 PEA - DAWSON CREEK Current Ormandy FYFE HOWARD R Spring Domestic 500 GD ARRAS BC V0C1B0 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF Kiskatinaw TH AVE FORT ST JOHN BC River Dust Control V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS Kiskatinaw River Dust Control Brassey Creek Dust Control MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current 31 P age Page 189 of 293

190 Item 7.2 Final Copy C C " C " " C C C " " " " " " " " " " " WEAVER WEAVER KEITH & JANET SPRING Stockwatering 3000 GD TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK Current Kiskatinaw CHIMBUDZI ENTERPRISES LTD River Irrigation 50 PO BOX 908 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Kiskatinaw CHIMBUDZI ENTERPRISES LTD River Stockwatering 1000 PO BOX 908 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Kiskatinaw NIMITZ ERNEST & CAROL River Domestic 500 PO BOX 908 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Kiskatinaw NIMITZ ERNEST & CAROL River Irrigation 50 PO BOX 908 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Kiskatinaw NIMITZ ERNEST & CAROL River Stockwatering 1000 PO BOX 908 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Rimstad YOUB FREDRICK L & ROBERTA C Creek Domestic 500 PO BOX 957 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Pending Kiskatinaw River Irrigation 7 SALISBURY OSCAR EDMOUR GENERAL DELIVERY PROGRESS BC V0C2E0 PEA - DAWSON CREEK Current Coulee COLWELL WILLIAM & HELEN Creek Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 10 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 3 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 4 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 5 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 6 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 7 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 8 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 9 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Sunset COLWELL WILLIAM & HELEN Creek Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 1 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Colwell COLWELL WILLIAM & HELEN Pond # 2 Stockwatering 500 GD SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current BRUUN LUTHER & MADELINE C Dew Creek Stockwatering 500 PO BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current " Willow BRUUN LUTHER & MADELINE Creek Stockwatering 500 PO BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current BRUUN LUTHER & MADELINE " Mist Creek Stockwatering 500 PO BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current " C " C Willow BRUUN LUTHER & MADELINE Creek Stockwatering 500 PO BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current Reed SCAFE LOUISE Creek Irrigation 7.3 BOX 94 DAWSON CREEK BC V1G4E9 PEA - DAWSON CREEK Current Reed SCAFE LOUISE Creek Stockwatering 1000 BOX 94 DAWSON CREEK BC V1G4E9 PEA - DAWSON CREEK Current Willow BRUUN TIM Creek Stockwatering 1000 PO BOX 385 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current 32 P age Page 190 of 293

191 Item 7.2 Final Copy C C " C " " C " C C C " " " " " " " C " " Kiskatinaw BOREK HOLDINGS (1975) LTD River Irrigation 1600 PO BOX 870 DAWSON CREEK BC V1G4H8 PEA - DAWSON CREEK Current Brassey DYSERT FARMS LTD Creek Stockwatering 2000 PO BOX 984 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Brassey DYSERT FARMS LTD Creek Stockwatering 2000 PO BOX 984 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current Reamer HALLIDAY BRIAN & SONJA Creek Domestic 1000 PO BOX 2065 DAWSON CREEK BC V1G4K8 PEA - DAWSON CREEK Current Reamer HALLIDAY BRIAN & SONJA Creek Stockwatering 1000 PO BOX 2065 DAWSON CREEK BC V1G4K8 PEA - DAWSON CREEK Current Reamer HALLIDAY BRIAN & SONJA Creek Stockwatering 1000 PO BOX 2065 DAWSON CREEK BC V1G4K8 PEA - DAWSON CREEK Current Reed Creek Domestic 500 Reed Creek Stockwatering 500 KER CONSULTING LTD LOUGHEED HWY BURNABY BC V5C6A8 PEA - DAWSON CREEK Current KER CONSULTING LTD LOUGHEED HWY BURNABY BC V5C6A8 PEA - DAWSON CREEK Current HERRON EDDIE DON Kiskatinaw River Irrigation 100 PO BOX 984 DAWSON CREEK BC V1G4H9 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF Kiskatinaw River Dust Control 6000 Brassey Creek Dust Control 3000 Buffalo Creek Dust Control 3000 Livingstone Creek Dust Control 3000 Kiskatinaw River Dust Control 3000 Five Mile Creek Dust Control 2000 Five Mile Creek Dust Control 2000 Five Mile Creek Dust Control 2000 Brassey Creek Dust Control TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current DAWSON CREEK CITY OF Kiskatinaw River Storage 1740 BOX 150 DAWSON CREEK BC V1G4G4 PEA - DAWSON CREEK Current Kiskatinaw River Waterworks Local Auth DAWSON CREEK CITY OF 000 BOX 150 DAWSON CREEK BC V1G4G4 PEA - DAWSON CREEK Current Kiskatinaw DAWSON CREEK CITY OF River Storage 1740 BOX 150 DAWSON CREEK BC V1G4G4 PEA - DAWSON CREEK Current 33 P age Page 191 of 293

192 Item 7.2 Final Copy " C " C " C C C C " " " C " Z " " " " Kiskatinaw River Waterworks Local Auth DAWSON CREEK CITY OF 000 BOX 150 DAWSON CREEK BC V1G4G4 PEA - DAWSON CREEK Current BRUUN MADELINE Mawson Creek Stockwatering 1000 BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current Madeline BRUUN MADELINE Spring Stockwatering 1000 BOX 515 DAWSON CREEK BC V1G4H4 PEA - DAWSON CREEK Current Kiskatinaw River Oil Field Injection 0.5 Kiskatinaw River Storage 17 DUVERNAY OIL CORPORATION C/O MCELHANNEY ASSOCIATES TH AVE SW CALGARY AB T2P2R9 PEA - DAWSON CREEK Current DUVERNAY OIL CORPORATION C/O MCELHANNEY ASSOCIATES TH AVE SW CALGARY AB T2P2R9 PEA - DAWSON CREEK Current FRIESEN DOUGLAS & BRENDA Williams Spring Domestic 1000 BOX 807 TAYLOR BC V0C2K0 PEA - DAWSON CREEK Current Cardiff WETHERILL WADE V Spring Domestic 1000 BOX 191 GROUNBIRCH BC V0C1T0 PEA - DAWSON CREEK Current Kiskatinaw River Irrigation 70 Sunderman Creek Dust Control 3000 Sunderman Creek Road Maintenance 3000 Borden Creek Dust Control 3000 Borden Creek Road Maintenance 3000 JANGS JACK AVE DAWSON CREEK BC V1G2B7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current TRANSPORTATION & HIGHWAYS MINISTRY OF TH AVE FORT ST JOHN BC V1J6M7 PEA - DAWSON CREEK Current Norrie CLAVIER PHILLIP J Creek Stockwatering 2000 BOX 255 SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current Norrie CLAVIER PHILLIP J Creek Storage 3 BOX 255 SUNSET PRAIRIE BC V0C2J0 PEA - DAWSON CREEK Current ZZ Creek ( ) Donaldson Pond 5 Donaldson Pond 6 Donaldson Pond 2 Donaldson Pond 1 Conserv.- Stored Water Conserv.- Stored Water Conserv.- Stored Water Conserv.- Stored Water Conserv.- Stored Water DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) Donaldson Conserv.- OLD EDMONTON HWY(SWAN LK) PO BOX Active " Pond 3 Stored Water TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK Appl. " Donaldson Conserv DUCKS UNLIMITED (CANADA) PEA - DAWSON CREEK Active Active Appl. Active Appl. Active Appl. Active Appl. Active Appl. 34 P age Page 192 of 293

193 Item 7.2 Final Copy Pond 4 Stored Water OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 Appl. DUCKS UNLIMITED (CANADA) " Donaldson Pond 7 Conserv.- Stored Water OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) Active Appl. " Donaldson Pond 8 Conserv.- Stored Water OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) Active Appl. " Donaldson Pond 9 Conserv.- Stored Water OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK DUCKS UNLIMITED (CANADA) Active Appl. " Donaldson Pond 10 Conserv.- Stored Water OLD EDMONTON HWY(SWAN LK) PO BOX 7 TOMSLAKE BC V0C2L0 PEA - DAWSON CREEK Active Appl. Appendix iii Water Flow Chart where does the City s water go? 35 P age Page 193 of 293

194 Item 7.2 Final Copy 12.0 Data sources The data in the report, unless otherwise specified by references, comes directly from the Water Treatment Plant, City Utility Billing Department, Village of Pouce Coupe Utility Billing Department, and other City Departments. Figure Data Sources 1. Maximum (record peak flow) in meters per second, between 1944 and 2004 of the Kiskatinaw River from Environment Canada. 2. Minimum flow (record low flow) in meters per second, between 1944 and 2004 of the Kiskatinaw River from Environment Canada. 3. Average river flows for the years 2001 to 2006, with a 6 year total average flow also. Taken from the flow records from Environment Canada. 4. Annual precipitation data for the City of Dawson Creek from 1985 to Data collected online from the Environment Canada s National Climate Data Archive. 5. Annual average temperature in the City of Dawson Creek from 1985 to Data collected online from the Environment Canada s National Climate Data Archive. 6. Total Water Treatment Plant production from 2000 to Water records are collected and kept by the Treatment Plant operator through metering. 7. Sewage records from 2004 to 2008 from the lift station (pumps) and outfall (into the Dawson Creek). Records are collected and kept by the Treatment Plant operator through metering. 8. Total number of registered water utility accounts for the year Data from the City s Utility Billing Department. 9. Based on billing records and water filling station meter reading for the year The data from the billing records is from the City s Utility Billing Department, while the data for the water filling stations is from the Water Treatment Plant s meter readings. 10. A detailed analysis of the City s water consumption for 2007, taken from Pouce Coupe billing records, the City s billing records (Utility Billing Department) and Water Treatment Plant meter readings for the water filling stations. 11. Same sources above, however the data was combined into more general categories to better compare with Canadian averages. 12. Municipal water usage by sector 2004 taken from the Environment Canada website online. 13. Village of Pouce Coupe disaggregation for 2007 manually compiled using print outs from the Village of Pouce Coupe Utility Billing department maximum daily demand and average daily demands records obtained from the Water Treatment Plant operator. 15. Water use in the home graph taken from the Environment Canada website total water production (taken from meters at Water Treatment Plant) per capita. Three different population numbers were used; scenario A is only the City and the Village of Pouce Coupe (Statistics Canada 2006 census), scenario B which includes the estimated clients from the water haulers, and scenario C an estimate from the Water Treatment Plant operator which includes the number of people who likely use the water filling stations. 36 P age Page 194 of 293

195 Item 7.2 Final Copy 17. Using the same population scenarios as figure 16, the daily per capita usage was determined for Using residential billing records for the City only, seasonal consumption patterns are shown for the years 2006 and Average river flows for a 5 year total average flow. Taken from the flow records from Environment Canada. 20. Taken from Utility Billing Department data, Taken from Utility Billing Department data, Average river flows for a 5 year total average flow. Taken from the flow records from Environment Canada. 23. Taken from Utility Billing Department data, Average river flows for a 5 year total average flow. Taken from the flow records from Environment Canada. 25. Taken from Utility Billing Department data, 2006 and Average river flows for a 5 year total average flow. Taken from the flow records from Environment Canada. 27. Taken from the Water Treatment Plant meter records for the water filling stations, P age Page 195 of 293

196 Item 7.2 Final Copy 13.0 References A.R.I. Flow Control Accessories (n.d.) Unmeasured Flow Reducer. Retrieved March 9, 2009, from BC Government. (2008). Living Water Smart (p75 79). Retrieved March 9, 2009, from BC Government. (2006). Mountain Pine Beetle Action Plan Retrieved March 9, 2009, from Beetle_Action_Plan.pdf BCHydro. (2009). Save Water Outdoors. Retrieved March 9, 2009 from yourhome/water_guide/save_water_ outdoors.html BC Parks. (n.d.). Kiskatinaw River Protected Area. Retrieved March 9, 2009, from Brandes, O. M., Ferguson, K. (2003). Flushing the Future? Examining Urban Water use in Canada. (Available from the POLIS Project on Ecological Governance, University of Victoria, University House 4, PO Box 3060, Victoria, BC V8W 3R4). Brandes, O. M., Maas, T., Reynolds, E. (2006). Thinking Beyond Pipes and Pumps Top Ten Ways Communities Can Save Water and Money. (Available from the POLIS Project on Ecological Governance, University of Victoria, University House 4, PO Box 3060, Victoria, BC V8W 3R4). City of Dawson Creek. (2001). Water Quality Assurance Plan. Retrieved March 9, 2009, from Plan.pdf Environment Canada. (n.d.) Water Use in the Home (Image). Retrieved March 9, 2009, from Environment Canada. (2004). Municipal water use by sector, 2004 (Image). Retrieved March 9, 2009, from Wong, J., Porter Bopp, S., Brandes, O. M., Edwards, L. (2009, January) Water Conservation Planning Guide A Seven Step How To for British Columbia s Communities. (Available from the POLIS Project on Ecological Governance, University of Victoria, University House 4, PO Box 3060, Victoria, BC V8W 3R4). 38 P age Page 196 of 293

197 Item 7.2 Final Copy Statistics Canada. (2006). Dawson Creek British Columbia. Retrieved March 9, 2009, from page.cfm?b1=all&code1= &code2=59&custom=&data=count&geo1=csd& Geo2=PR&Lang=E&SearchPR=01&SearchText=Dawson+Creek&SearchType=Begins Statistics Canada. (2006). Pouce Coupe British Columbia. Retrieved March 9, 2009, from page.cfm?lang=e&geo1=csd&code1= &geo2=pr&code2=59&data=count&se archtext=pouce%20coupe&searchtype=begins&searchpr=01&b1=all&custom= Urban Systems. (2003, January). Comprehensive Environmental Development Plan. Kamloops, BC. (Available from the City of Dawson Creek, City Hall A Street Box 150 Dawson Creek, BC V1G 4G4). 39 P age Page 197 of 293

198 Item 7.3 REPORT TO COUNCIL DATE: October 6, 2009 REPORT NO.: ADM SUBMITTED BY: Brenda Ginter FILE NO.: Bylaw No Director of Corporate Administration SUBJECT: Notice of Other Voting Bylaw No. 4034, 2009 PURPOSE To request Council approval for a synopsis of Bylaw No to include in the Notice of Other Voting. SUMMARY/BACKGROUND This report is prepared to inform Council of the requirements for the Notice of Voting. As the voting is on a bylaw submitted for the assent of the electors, the notice must include either a copy of the bylaw or a synopsis of the bylaw. Administration is recommending a synopsis be used as it provides an easier to read format than the full bylaw. The Local Government Act stipulates that a synopsis can only be used if it has the approval of Council. The synopsis must include the following information: a) in general terms, the intent of the bylaw, b) the area that is the subject of the bylaw, and c) if applicable, the amount of the borrowing authorized by the bylaw. If a synopsis is approved, the notice must include a statement that the synopsis is not an interpretation of the bylaw. The notice also includes the dates, times and places at which the bylaw may be inspected. The following synopsis is recommended for the required notice: BYLAW NO Loan Authorization (Capital Improvements) Bylaw No. 4034, 2009 This bylaw authorizes borrowing up to $9,993,200 to pay for capital improvements planned for 2009, 2010 and 2011 that are included in the City of Dawson Creek s five year financial plan. The capital improvements include upgrades to paving, storm sewer, sidewalks, buildings and other equipment. The funds will be repaid over a 10 year period. Page 198 of 293

199 Item 7.3 Report re: Notice of Other Voting Bylaw No Page 2 of 3 The intention of this notice is not to persuade electors to vote for or against the adoption of the bylaw. It is to provide electors with information regarding the reason for the vote, the places and times at which to vote and the requirements to be eligible to vote. ALTERNATIVES 1) To approve the synopsis as presented, or in an amended form. 2) Not to approve the synopsis and to require a copy of the bylaw be included in the Notice of Other Voting. IMPLICATIONS N/A GUIDING PRINCIPLES Trust and Integrity Sharing information in timely and comprehensive ways. Inclusivity Ensuring all individuals have equal access to services. STRATEGIC PRIORITIES N/A IMPLEMENTATION/COMMUNICATION The draft Notice of Other Voting has been attached to this report. Pending Council approval of the synopsis, it will be printed and posted at all voting places on October 22 nd and advertised in the local media as required. RECOMMENDATION That Report No. ADM from the Director of Corporate Administration be received; further that the following synopsis be approved for inclusion in the Notice of Other Voting for the Referendum being held on November 21, 2009: BYLAW NO Loan Authorization (Capital Improvements) Bylaw No. 4034, 2009 This bylaw authorizes borrowing up to $9,993,200 to pay for capital improvements planned for 2009, 2010 and 2011 that are included in the City of Dawson Creek s five year financial plan. The capital improvements include upgrades to paving, storm sewer, sidewalks, buildings and other equipment. The funds will be repaid over a 10 year period. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Brenda Ginter Director of Corporate Administration BG Encls. Notice of Voting Page 199 of 293

200 Item 7.3 Report re: Notice of Other Voting Bylaw No Page 3 of 3 Page 200 of 293

201 Item 7.3 CITY OF DAWSON CREEK NOTICE OF OTHER VOTING LOAN AUTHORIZATION BYLAW 4034, 2009 PUBLIC NOTICE is given to the electors within the City of Dawson Creek, that a vote will be held on the following question: Are you in favour of Dawson Creek City Council adopting Bylaw No. 4034, 2009, which would authorize the borrowing of $9,993, for Capital Improvements? ADVANCE VOTING opportunities will be held on: TUESDAY, November 10, 2009, 8:00 am to 8:00 pm Dawson Creek City Hall A Street, Dawson Creek, BC and THURSDAY, November 12, 2009, 8:00 am to 8:00 pm Dawson Creek City Hall A Street, Dawson Creek, BC GENERAL VOTING will be held on: SATURDAY, NOVEMBER 21, 2009, 8:00 AM TO 8:00 PM EnCana Events Centre Lobby #1, 300 Highway 2, Dawson Creek, BC SPECIAL VOTING OPPORTUNITIES (A Mobile Poll) will also be available at the following locations and times on SATURDAY, November 21, 2009: (i) Rotary Manor Senior Citizens Home (ii) Rotary Village Senior Citizens Home (iii) Dawson Creek and District Hospital (iv) Heritage Heights Senior Citizens Complex (v) Nawican Friendship Centre 9:00 am to 11:00 am 11:30 am to 12:30 pm 1:30 pm to 3:00 pm 3:30 pm to 4:30 pm 5:30 pm to 6:30 pm Elector Registration (list of electors used) If you are not on the voters list, you may register when you vote by completing the required application form available at the voting place. To register you must meet the following qualifications: 18 years of age or older Canadian citizen resident of BC for at least 6 months immediately preceding voting day (since May 19, 2009) resident of OR registered owner of real property in the City of Dawson Creek for at least 30 days immediately preceding voting day, (since October 21, 2009) and not otherwise disqualified by law from voting. Resident electors will also be required to produce 2 pieces of identification (at least one with a signature). Picture identification is not necessary. The identification must prove both residency and identity. Page 201 of 293

202 Item 7.3 Non-resident property electors must produce 2 pieces of identification (at least one with a signature) to prove identity, proof that they are entitled to register in relation to the property, and, if applicable, written consent from the other property owners. SYNOPSIS OF PROPOSED BYLAW Loan Authorization (Capital Improvements) Bylaw No. 4034, 2009 This bylaw authorizes borrowing up to $9,993,200 to pay for capital improvements planned for 2009, 2010 and 2011 that are included in the City of Dawson Creek s five year financial plan. The capital improvements include upgrades to paving, storm sewer, sidewalks, buildings and other equipment. The funds will be repaid over a 10 year period. TAKE NOTICE that the above is a synopsis of the proposed bylaw and that this synopsis is not intended to be and is not to be understood as an interpretation of the bylaw. The full bylaw may be inspected at City Hall, A Street, Dawson Creek, BC during regular office hours, 8:30 am to 4:30 pm, Monday to Friday or viewed on the City s website For further information on the bylaw or the voting process, please call either: Brenda Ginter, Chief Election Officer, Emanuel Machado, Deputy Chief Election Officer, Chief Election Officer Page 202 of 293

203 Item 7.4 REPORT TO COUNCIL DATE: October 14, 2009 REPORT NO.: ADM SUBMITTED BY: Jim Chute FILE NO.: Bylaw 4034 Chief Administrative Officer SUBJECT: Communications Plan, Referendum November 21, 2009 PURPOSE To recommend that Council adopt the attached communications plan. SUMMARY/BACKGROUND At the September 14, 2009 Open Meeting of Council, the following resolution was carried unanimously: THAT Report No. ADM from the Chief Administrative Officer (September 1, 2009) re: Loan Authorization Bylaw No. 4034, 2009 be received; further, that Council allocate $40,000 for the design and implementation of a communications strategy in support of securing elector approval for Loan Authorization Bylaw No. 4034, 2009, and authorize the Chief Administrative Officer to select a consultant to assist with the communications strategy. A joint venture comprised of SUDA Management (Dave Morris) of Kelowna and Jan Enns Communications (Jan Enns) of Kelowna have been chosen to prepare and implement the strategy. Mr. Morris met with Mayor Bernier, CAO Chute and Deputy CAO Dobrowolski on October 2 nd in Vancouver. Ms. Enns and Mr. Morris then met with Mayor and Council on October 5 th in Dawson Creek. Finally, Mayor and Council had a conference call with Ms. Enns and Mr. Morris on October 13 th. From those consultations and additional outreach to community stakeholders, the attached communications plan has been prepared for Council s review and approval. ALTERNATIVES Council can approve the communications plan, or can reject it. In this further alternative, Council could amend all or part of the communications plan prior to approval. Page 203 of 293

204 Item 7.4 Report re: Communications Strategy Page 2 of 3 IMPLICATIONS (1) Social Access to debenture borrowing is an essential element of the City s Five Year Financial Plan. The Plan includes programs, services and capital improvements intended to meet the requirements of the residents of Dawson Creek. It is important that the City s electors have the opportunity to become informed about the significant implications of the November 21, 2009 Referendum, and that they be encouraged to come out and vote in the Referendum. The communication strategy is intended to assist with those outcomes. (2) Environmental N/A (3) Personnel N/A (4) Financial The proposed strategy and its implementation will be accomplished within the budget envelope previously approved by Council. GUIDING PRINCIPLES Creativity: We will foster a culture of creativity, innovation and learning by employing open dialogue and wide input into decision making and planning. Inclusivity: We will create an invitational climate by engaging people in issues that directly affect them. Trust and Integrity: We will have a reputation for acting with integrity and will earn the trust of our stakeholders by communicating with care and respect and sharing information in timely and comprehensive ways. STRATEGIC PRIORITIES N/A IMPLEMENTATION/COMMUNICATION As detailed in the attached plan. CONCLUSION Council has directed that a communications strategy be developed to support the referendum regarding Loan Authorizations Bylaw 4034, The outcome of this referendum will significantly impact the ability of the City to deliver the programs, services and capital improvements contained in the Five Year Financial Plan which has been adopted after extensive public consultation. The City seeks to encourage its electors to become informed about the issues and implications of the referendum and to cast their vote in that referendum. The plan proposed is aligned with the City s guiding principles around communication and stakeholders involvement. Page 204 of 293

205 Item 7.4 Report re: Communications Strategy Page 3 of 3 RECOMMENDATION That Council approve the attached Communications Plan for the upcoming Referendum November 21, Respectfully submitted, ORIGINAL SIGNED BY Jim Chute Chief Administrative Officer JC/cf Page 205 of 293

206 Item 7.4 City of Dawson Creek Borrowing Bylaw Referendum Communication Plan: Dawson Creek Decides October 19, 2009 About the Communication Plan This communication plan provides an overview of the steps to be taken to provide information about the upcoming referendum. It includes the campaign goal, objectives, approach and key messages to be used to help communicate the process. The plan provides a list of the types of activities, referred to as communication tools or channels that will be used to help spread the word. It also includes a growing list of key groups and individuals to reach. It is important to note that this plan is intended to guide communications and may change as new opportunities become available or information arises. Background The City of Dawson Creek will hold a referendum for a borrowing bylaw to cover capital projects planned for the next three years in the amount of up to $9.9 million on November 21, An alternate approval process for a one-year term bylaw was held in July Approximately 750 verified electors petitioned to have a referendum held before the borrowing could proceed. The intent of the communications plan is to encourage voters to make an informed decision in the referendum. Communications Goals Ensure clear and consistent messaging Provide timely, relevant and factual information Provide balanced content on the community outcomes of both a yes and a no vote Emphasize positive attributes of the community and Council's prudent approach to planning with the five-year capital plan Ensure outreach to various sectors of the community Conduct open, honest and proactive communications Improve ongoing communications with our community Build stronger community relationships Communication Objectives Encourage a voter turnout of at least 25% on November 21, 2009 Present referendum information to at least 10 business and community organizations during October and November Ensure residents, businesses and community organizations are aware of the referendum and its implications City of Dawson Creek Communication Plan Suda Management 1 Page 206 of 293

207 Item 7.4 Communication Approach To provide information to assist electors in making an informed decision about the capital borrowing bylaw by providing information on the consequences of a yes or no vote To respond promptly to requests with relevant, timely and accurate information To address misinformation promptly To encourage dialogue around the topic in an open forum To use traditional and non-traditional communication channels to reach a variety of audiences Background Information and Key Messages Primary Messages These are the key points to communicate to the various audiences in order to provide balanced information about the referendum. This information is to be used in communications including print and web materials, presentations and media interviews. While the wording may change slightly to fit the medium, the content and feeling are intended to remain the same. Your vote is important. Be sure to come out and vote on November 21 st and let us know your choice for the future of our community. The referendum is asking for public approval to borrow up to $9.9M to cover capital improvements proposed for 2009 to 2011 in order to maintain and improve our capital assets. A yes vote means the City will be given the authority to borrow up to maximum of $9.9M to fund important community projects including the 92 nd Ave and 17 th Street upgrades, sidewalk replacements, as well as sewer, building and equipment upgrades. Taxes would remain as projected in the approved Five Year Financial Plan which calls for holding the line on programs, services and taxes, with the exception of an increase to cover inflation and the potential for a new collective agreement with employees. A no vote means the City will need to review its capital plan and make changes as necessary to keep tax rates steady. Some projects may be delayed and/or services may be reduced to provide the necessary capital funds for the most urgent projects. It also means that any new capital projects must be paid for within the current year's budget. As a result, taxes may need to increase or services may need to be reduced to provide funding for capital repairs or upgrades, depending on what needs to be done. This type of borrowing bylaw, known as debenture debt, is commonly used by local governments and has been used by the City of Dawson Creek for more than 30 years. The purpose of these debenture debt bylaws (this bylaw) is to spread the cost of long-term capital projects over the life of the asset, rather than being paid for by the current year's taxpayers. We know that times are tougher than in past, and that people are concerned about increasing taxes. That s why we created a Five Year Financial Plan - a plan that provides direction and priorities for funding over a five year period, and was adopted earlier this year following a series of public meetings. Over the term of this plan the debenture debt will be reduced by 14% - even after the amount in the borrowing bylaw is taken into account by spreading the new cost of maintaining capital assets over time and the repayment of other debt over this period. City of Dawson Creek Communication Plan Suda Management 2 Page 207 of 293

208 Item 7.4 All funds borrowed must be used for capital improvements to provide and protect major assets of the City as identified in the bylaw and cannot be used for operating purposes. By having support for multi-year projects, Council is in a better position to be able to benefit from funding opportunities from the provincial and federal governments to maintain and make capital improvements for the community. City Council believes that the borrowing bylaw is the best course of action for the community. It will allow us to keep taxes stable and enable needed capital work to continue. The referendum is your opportunity to tell us if you agree. You can help City Council make sound decisions by getting informed about what a yes vote or a no vote means, and then coming out to vote. Free bussing is being provided to the voting station located at the EnCana Centre on voting day to help ensure people have easy access to transportation. Supporting Information This additional information may be used in the materials or as speaking notes. About the Five Year Financial Plan Council has embarked on a five-year financial plan to reduce debt by 14% over the course of five years. As part of this plan, a borrowing bylaw is the subject of a referendum being held on November 21 st. The five-year plan also proposes a limit on taxes increases: no tax rate increase for year one (2010), 3% in years two and three, and 0% in years four and five (2014). These minor increases in years two and three are to address inflationary pressures only with no new services or programs being added. The Five Year Financial Plan helps Council to manage and reduce costs over time, and at the same time it protects the community s valuable capital assets valued at around $200M that require on-going capital improvements for future community use. Even in these tighter economic times, it is still important to maintain and protect our assets, like our roadways and buildings that we have invested in over time. Much time has been spent in developing the Five Year Financial Plan that was presented for public feedback at advertised public meetings earlier this year. The borrowing bylaw is a key part of how the plan would be implemented. City Council recently completed a review and categorization of all services provided by the City, labeling them as Essential Services, Important Functions or Discretionary Programs. Some examples include the following: Essential Services include water, sewer, drainage, roads, sidewalks, fire and police Important Services include library, parks, cemetery, garbage and recycling Discretionary Services include recreation, community support (grants), arts, culture, heritage, economic development, tourism, transit, social services, business licensing and community policing. A yes vote means the programs, services and the 14% debt-reduction in the five year plan would be implemented. A no vote means that Council will need to review these programs and potentially eliminate services or programs in order to fund the most Essential and Important services. This may mean changes and would start with Discretionary items first. City of Dawson Creek Communication Plan Suda Management 3 Page 208 of 293

209 Item 7.4 About the referendum This referendum is asking the public for their approval to borrow up to $9.9M to cover capital improvements proposed for 2009 to These include funding for a variety of local projects such as the 92 nd Avenue and 17 th Street upgrades, sidewalk replacement upgrades and building and equipment upgrades. It is included in the Five-Year Financial Plan to reduce this type of debt by 14% over five years. The bylaw does not cover any improvements to the Calvin Kruk Centre. This type of borrowing bylaw, known as debenture debt, is common for local governments and has been used by the City of Dawson Creek to manage major project funding over the past 30 years. It helps spread the cost of long-term capital projects over the life of the asset, rather than being paid for by the current year's taxpayers. The amount being proposed in the bylaw is well within the amounts authorized by the Ministry of Community and Rural Development (Province of BC). About the Borrowing Bylaw Including projects planned in the first three years of the five year plan in this borrowing bylaw ensures that future referendums on borrowing bylaws can be held when the municipal elections are held, thereby reducing the cost of hosting special referenda (about $20,000 for each event). By having support for multi-year projects, Council is in a better position to be able to benefit from funding opportunities from the provincial and federal governments. It also provides direction to Council to proceed with their plans to protect, maintain and make capital improvements for the community. Key projects to be funded by the debenture borrowing bylaw include: Road improvements $4.7M Sidewalk upgrades $880,000 Building upgrades of $3.9M, including $800,000 for NAR Station upgrades, addressing building safety issues and other building improvements including a score clock for the new Junior A hockey team, and improvements to the curling rink, fire hall and City Hall facilities Storm sewer upgrades $240,000 Equipment upgrades $220,000 For a detailed list please refer to our website at Money will only be borrowed and spent if required. In many cases, the City of Dawson Creek has been fortunate to receive grants to help pay for these projects. For example, in the first year, Council has received a $500,000 grant from the Province for the 92 nd Avenue upgrades, reducing the funding required from $800,000 to $300,000. Similar grant funds may be available for other projects included in the borrowing bylaw and may further reduce the borrowing required. In recent years, the City has been very successful in securing grants, such as federal-provincial infrastructure and special provincial program grants exceeding $5M. These grants have paid part of the costs of water and sewer upgrades and the new aquatic centre. Having a Five Year Financial Plan that clearly shows our plans for maintaining and improving our assets and will also put the City in a better position to obtain grant funding from higher levels of government. City of Dawson Creek Communication Plan Suda Management 4 Page 209 of 293

210 Item 7.4 About our tax rates During the past 10 years, the municipal taxes on the average home have increased by a total of 5.7%. For example, for an average home this would be a change from about $825 per year to $1,298 per year. The extra amounts paid have been used to address inflationary pressures and to increase services, including the new aquatic centre, events centre, indoor walking track, new soccer park and ball diamonds, and more police and fire firefighters to serve the community. We recognize there has been a lot of growth and development in recent years. The Five Year Financial Plan proposes that there will be no net increase in services or programs over that period, with tax adjustments to cover inflation only. About the process We recognize that we can improve how we communicate with you. We are committed to being more proactive about sharing information and that s why we are embarking on this campaign to spread the word about the upcoming referendum. Our community has invested in building new facilities to provide social, recreational and economic opportunities for our community making Dawson Creek the vibrant and dynamic hub it is today. Facilities such as the aquatic centre, the arena, the indoor walking and running track and the agri-plex are necessary for healthy communities. Families, youth, seniors and individuals all benefit from access to these facilities. And it shows. For example, in the first year of its operation, the aquatic centre (swimming pool) has tripled its use. Youth in our community have healthier places to hang out at the pool. Research has shown that having these types of recreation facilities can change youth engagement in a positive way, resulting in reduced policing costs. Part of this means ensuring that we protect and maintain these assets through responsible financial management. That's why we need to hear from you at the upcoming referendum to help guide our decisions. Tagline This tagline will be used on all materials to help increase awareness about the referendum.. Dawson Creek Decides Cast your vote on November 21, 2009 City of Dawson Creek Communication Plan Suda Management 5 Page 210 of 293

211 Item 7.4 Communication Tools and Channels The following lists the key communication tools or channels to be used to provide information to various groups and individuals to ensure they are informed and have access to information about the referendum. New materials may be developed as new opportunities arise. Send news releases and public service announcements over the next five weeks to provide ongoing information Advertising that will include: local newspapers local radio and TV stations Facebook and Google electronic sign boards buses posters at local area businesses Mail a newsletter to all homes in the area Create posters to advertise in the community Send a reminder postcard to all homes Create a Frequently Asked Questions handout Create an information page on the City s website Explore social media opportunities such as an events page on Facebook Distribution information by fax and to the Chamber of Commerce and other community groups Set up static displays at various locations Give presentations to community groups such as schools, colleges and provide information at corporate events Audiences This broad list represents the variety of groups and individuals within the community and may not be a complete list. The purpose of identifying these important audiences is to ensure they have access to information about the referendum. Internal Mayor and Council CAO and Senior Staff Employees External Local media outlets Resident voters Facility users (swimming pool, library, arena, walking and running track, agri-plex, arts centre, skating rink, soccer teams, event attendees, etc.) Facility user associations (swim club, agri, etc) Seniors/ Senior associations Neighbourhood associations Service Clubs (Rotary, Kiwanis, etc) Voting age students at Northern Lights College City of Dawson Creek Communication Plan Suda Management 6 Page 211 of 293

212 Item 7.4 Industry Business Voting age or pre-voting age students Facebook users Community influencers/ key contacts in community Oil and gas associations EnCana Louisiana Pacific Dawson Creek and District Chamber of Commerce and members Northern Development Initiative Trust South Peace Economic Development Commission Dawson Creek Construction Association Other business groups Individual businesses Business license holders Northern Lights College School District RCMP First Nations Northern Health Authority Government Peace River Regional District MLA Lekstrom MP Jay Hill City of Dawson Creek Communication Plan Suda Management 7 Page 212 of 293

213 Item 7.5 REPORT TO COUNCIL DATE: October 14, 2009 REPORT NO.: ADM SUBMITTED BY: SUBJECT: Emanuel Machado Director of Corporate Planning Dawson Creek Housing Strategy Affordability, Diversity and Sustainability PURPOSE To request Council s adoption of the Dawson Creek Housing Strategy. SUMMARY/BACKGROUND As directed by Council, attached is the Dawson Creek Housing Strategy Affordability, Diversity and Sustainability. The strategy is designed to help the community address its housing issues as it relates to affordability, diversity and sustainability. The need for the strategy was originally discussed in the sustainability plan. Subsequently, during the development of the social plan, housing was identified as the number one priority for the community. In particular, issues such as low vacancy rates, high rental and ownership costs, lack of housing for people with special needs, etc. Eberly and Research, with support from BC Housing, ACT and CMHC, prepared the strategy after extensive consultation with the various organizations and individuals committed to improving housing for all in Dawson Creek. A summary of the recommended strategies: 1 Share information and build partnerships on affordable housing. This includes the creation of an Advisory Housing Committee, a One Stop page on the City s websites regarding housing resources and programs and a pilot/demonstration project that incorporates affordability and energy efficiency. 2 Facilitate and/or help create new market and non-market housing. This includes updating the Official Community Plan (OCP) and Zoning Bylaws to permit secondary suites in all residential zones, subject to certain conditions. Launch a campaign to help legalize existing secondary suites and partner with stakeholders for the development of non market housing. Page 213 of 293

214 Item 7.5 Report re: Dawson Creek Housing Strategy Affordability, Diversity and Sustainability Page 2 of 3 3 Preserve and work to improve the existing housing rental stock This includes encouraging landlords to participate in CMHC Residential Rehabilitation Assistance Program (RRAP) which provides forgivable loans for unit improvements. Develop a partnership with an existing downtown hotel and rehabilitate it using federal and provincial funds available. 4 Create permanent solutions to homelessness This includes developing a partnership for an innovative housing project for people with supportive housing needs and that are transitioning from a shelter. Providing or facilitating the acquisition of land is a key contribution from the City. 5 Encourage smaller, ground oriented market housing This includes legalizing secondary suites, as mentioned above, and encouraging multi-family redevelopment and infill, thus promoting lower land and building costs. 6 Plan to house an aging population This includes permitting smaller housing forms such as secondary suites and coach housing, built above garages, to increase affordability. Adopting design guidelines such as visitability and universal design to accommodate people with mobility challenges. As this strategy was developed in conjunction with the Official Community Plan (OCP) update, many of the recommended policy changes already form part of the OCP, which is expected to be considered by Council in early November of this year. IMPLICATIONS (1) Social By adopting this strategy, the City be well positioned to address one of the most important concerns for residents. An Affordable Housing Strategy was identified in the Social Plan, adopted by Council last November. (2) Environmental N/A (3) Personnel N/A (4) Financial N/A GUIDING PRINCIPLES Inclusivity: We will create an invitational climate by engaging people in issues that directly affect them. Modern Economy: We will strengthen the community s economic vitality by encouraging projects that serve the local community. Page 214 of 293

215 Item 7.5 Report re: Dawson Creek Housing Strategy Affordability, Diversity and Sustainability Page 3 of 3 POLICY IMPLICATIONS N/A IMPLEMENTATION/COMMUNICATION If approved by Council, this strategy will be communicated to the community via the website and made available to Community Services Network and other partners, involved in housing in the City. RECOMMENDATION That Council adopt the attached Housing Strategy, as presented. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Emanuel Machado Director of Corporate Planning EM/cf Page 215 of 293

216 Item 7.5 DawsonCreekHousingStrategy:Affordability,Diversity andsustainability Sept7,2009 PreparedbyEberlePlanningandResearch FortheCityofDawsonCreek Page 216 of 293

217 Item 7.5 TableofContents 1. Introduction...1 Background...1 Process...2 HousingContinuum Issues...4 Lowvacancyratesandhighrentalcosts...4 Visiblehomelessnessandlackofhousingforpersonswithspecialneeds...4 Highcostofsinglefamilyhomeownership...4 Aginghousingstock...5 Risingtransportationandheatingcosts...5 Agingpopulation...5 Summary Strategy...7 Goals/objectives...7 Actions...7 1) Facilitateinformationexchangeandpartnershipsonaffordablehousing...8 2) Facilitate/createnewmarketandnon marketrentalhousing...9 3) Preservetheexistingrentalhousingstockandrehabilitatewhereappropriate ) Createpermanentsolutionstohomelessness ) Encouragesmaller,ground orientedmarkethousing ) Plantohouseanagingpopulation...12 Appendices A Stakeholderinterviews B Backgroundreport:Affordablehousingtrends,issuesandoptions C AffordableHousingStrategyWorkshop D Proposedelementsofasecondarysuitebylaw Page 217 of 293

218 Item Introduction Background MostresidentsofDawsonCreekarewellhoused,inhomesthatareaffordableand suitablefortheirneeds.however,approximately600householdsliveinhousingfor whichtheypaymorethan30%oftheirincome,areinpoorconditionorare overcrowded,andsomepeoplearehomeless.affordablehousingisafoundationfor health,createseconomicstability,preventshomelessnessandpromotesdiversity.one ofthetengoalsofthedawsoncreeksustainability Goal: To promote the health and well-being of our citizens as essential characteristics of a sustainable community. Dawson Creek Sustainability Plan Planistopromotecommunityhealthandwellbeing, andhousingisanimportantcontributor. TheDawsonCreekSocialPlan(2008)recommended thecitydevelopanaffordablehousingstrategywith afocusoncreating,maintainingandadvocatingfor affordablehousing.italsoidentifiedsomespecific gapsinthesupplyofaffordablehousingindawson Creek. ThisAffordableHousingStrategysetsoutsixkey actionsthecityandcommunitystakeholderscantaketoaddresshousingaffordability, diversityandsustainability.recommendationsforupdatinghousingpoliciesinthe OfficialCommunityPlanhavebeenmadeconcurrently. 1 Page 218 of 293

219 Item 7.5 Process Theprocessofdevelopingthestrategy,whichcorrespondedwiththeOCPReview, included: MeetingwithCitycouncilorstodiscussscopeofwork,confirmaffordability issues,reviewcurrentcitypolicies/initiatives,definitions,frameworkfor affordablehousingandexamplesofaffordablehousing. Preparedemographicandhousingprofile(includingprojections)andanalyse trends. Interviewswithcommunitystakeholdersincludingsocialagencies,developers andhousingorganizationstoidentifyissues,opportunitiesandchallenges.(see AppendixA). Developmentofabackgroundpaperoutliningtrends,issuesandoptions.(See AppendixB). Aworkshop 1 withstaffandcouncilors,housingstakeholders,socialagenciesand developmentindustryrepresentativestoreviewissuesandconsideroptionsto addressneeds.(seeappendixc). DevelopdraftAffordableHousingStrategyandrelatedOCPpolicies. HousingContinuum Thehousingcontinuumisausefultoolfor thinkingaboutthevarietyoftypesofhousingas wellastherangeofresidentneeds.households ofdifferentagesandstagesoftheirlivesprefer differenthousingtypesandtenures.economic andhealthcircumstancesalsoplayarolein determininghousingchoices.traditionally, youngpeopletendtoliveinrentalunits,while familiestendtoliveinground orientedhomes thattheyown.thesepreferenceschangeas peopleage.whengrownchildrenleavehome, someemptynesters(age50 70years)seeklow maintenancelivinginsmallerunits,either throughrentalorcondominiumownership. AffordableHousingDefinition Housingthatcanberentedorowned byhouseholdswithoutspending morethan30%ofgrosshousehold income.householdsearningbelow $40,800peryearin2006(whichis 80%ofthemedianhouseholdincome aspublishedbystatisticscanada)are thefocus.affordablehousingmay bemarkethousingornon market housing. Peopleage65andovercontinuethistrendand,astheirhealthneedschange,may requirehousingwithsupportstoallowthemtoageinplace. 1 WithAffordabilityandChoiceToday(ACT)grantfunding. 2 Page 219 of 293

220 Item 7.5 Figure1describesfivegenerictypesofhousing,representinganidealrangeofhousing. ItshowsthedistributionofhousingunitsinDawsonCreekaccordingtothese categories.theroleofgovernmentandthemarketaswellastheincomeprofileofeach componentofthecontinuumisalsodepicted.thecost(toresidents)isgenerally highestattherightsideofthecontinuum. Figure1 Theexistingsituation DawsonCreekhousingcontinuum2006 Emergency shelter/ transition house Supportive/ special needs housing Non-market housing Rental housing Ownership housing Total % 1% 5% 28% 66% 100% Public funding Govt as partner Policy/regulation Non market Non-market Private market No/low income Low/moderate income Moderate/high income Attheleftofthecontinuumishousingthatrespondstotheneedsofindividualswithno orlowincomes,andthosewithspecialneedssuchashomelesspeopleandothers.this housingtypicallyrequirespublicfunding.thereare15emergencybedsindawson Creekinatransitionhouseforwomenfleeingviolenceandamen shostelthatserves travelersaswellasprovideshousingoflastresortforhomelesspeople.(temporary emergencyshelterspacesarenotincludedinthecontinuum.)thereare50unitsof supportivehousingprimarilyforseniors(someofwhicharesubsidized). Inthecentreofthecontinuumisnon markethousing,whichinthepastwasprovided throughseniorgovernmentnon profithousingprograms.non markethousing, consistingofpublicandsocialhousing,andhouseholdsreceivingsheltersubsidies(like ShelterAidforElderlyRenters(SAFER)andtheRentalAssistanceProgram(RAP))while residinginprivaterentalscomprises5%ofthedawsoncreekhousingstock,roughlythe sameasthenationalaverage. OwneddwellingsformthetwothirdsofthehousingstockinDawsonCreekand28%are marketrentalunits,whichisrelativelyhighproportionforasmallcity. Whilethereisno ideal rangeofhousingtypes,thisdependsonthecommunityand localcircumstances,themostobviousgapintheexistingdawsoncreekhousing continuumissupportivehousingforpersonswithspecialneedsandrentalhousing. 3 Page 220 of 293

221 Item Issues Thesixmajorissuesthatdirectthehousingstrategyaresummarizedbelow.The backgroundpaperinappendixbprovidesamoredetailedaccountoftrendsandissues. Lowvacancyratesandhighrentalcosts Inthepastseveralyears,fewapartmentshavebeenavailableforrentinDawsonCreek duetoaninfluxofworkersingasexplorationsector.theoctober2008rentalvacancy ratewasalow1.2% ahealthyrentalmarkethas3%vacancy howeverthistrendmay shiftasthelocaleconomyslows.socialagenciesreportthatpeopleleavingthe emergencyshelterortransitionhousecannotfindsuitablerentalaccommodation. Rentalcostshaverisendramaticallyinthelasttwoyears,upbyanaverageof$200from $563to$754/month,likelyinresponsetodemandbygassectorworkers.Theaverage singlepersonhouseholdearning$25,000peryearcannotaffordtheaveragemarket rentandrentersfacedifficultiespayingdamagedepositswithfirstmonth srent.there are29householdsonthebchousingwaitinglistforsocialhousing. Visiblehomelessnessandlackofhousingforpersonswithspecialneeds Foranumberofreasons,includingashortageofaffordablehousing,homelessnesshas becomeanissueindawsoncreek.thecommunityhasrespondedwiththehomeless OutreachProgram,whichhad73homelessoratriskclientsinMay2009,anda temporaryemergencyshelter,whichoperatedlastwinter.the8 bedhostelhashadto turnawaypeopleinthepast,althoughrecentlythenumberofclientshasdropped somewhat.itisdifficulttoplaceclientsuponleavingtheshelterduetoalackof options.therearenodedicatedsupportivehousingunitsforpersonswhoarehomeless and/orwhoneedsupporttomaintaintheirhousingsuchaspersonswithaddictions, mentalillness,braininjuryorotherspecialneeds.itislikelythatsomeoralloutreach clientsmightbenefitfromthistypeofhousing. Highcostofsinglefamilyhomeownership Averagesingle familyhomepriceshavedoubledinthepastfewyearsfrom$88,000in 2002toover$200,000in2008.Thisrateofgrowthisexpectedtomoderateinthenear termastheeconomyslows.ahouseholdincomeof$51,000peryearisneededto affordtopurchasetheaveragepricedsinglefamilyhome.halfofdawsoncreek householdsearnlessthanthis.single familyhousingmakesupapproximately70%of thehousingstockinthecity,andthesehomesaresituatedonrelativelylargelots (minimumlotsize615sqmetres/6600sqft.inrs 1singlefamilyzone).Otherhousing typessuchassecondarysuites,townhousesandsmalllotsingle familydwellingscanbe developedatamoreaffordablepricehoweverexistingzoningdoesnotpermitsomeof thesehousingforms. 4 Page 221 of 293

222 Item 7.5 Aginghousingstock MuchofthehousingstockinDawsonCreekisaging.Eighttwopercentofhomeswere builtpriorto1986,comparedwith62%province wide.almost500units(11%ofstock) areinpoorcondition,needingmajorrepairstoaddresshealthand/orsafetyconcerns. Researchshowsthatpoorhousingqualityislinkedwithnegativehealthoutcomesand thusitisimportanttoaddress.olderrentalunitsusuallyrepresentthemostaffordable housingandareavaluablecomponentoftheaffordablehousingsupply.olderhousing alsotendstoincurhigherhomeheatingcosts. Risingtransportationandheatingcosts Transportationformsthelargestshareofhouseholdspendingafterhousing,about13% (incanada).althoughnotfactoredintotypicalaffordabilitycalculations,rising transportationcostsduetoescalatinggaspricescostsaffectsaffordability.highhome heatingcostscanalsoinfluenceaffordability.low incomehouseholdstendtospend proportionatelymoreonhomeenergycoststhanaverage,becausetheyofteninhabit poorerqualityunits.reducingeitherofthesecostscanhelptoreduceoperatingcosts andpromoteaffordabilityoverthelongterm. Agingpopulation DawsonCreek spopulationisyouthful comparedtoelsewhereintheprovince withamedianageof36yearscompared to42provincewide.in2006,12%of residentswereage65orolder,compared toalmost15%inbc.amuchlargershare ofthepopulation,roughly24%,is betweentheagesof45and64years,so called emptynesters.asthepopulation agestherewillbeagrowingneedfor housingsuitableforemptynestersand forseniors.seniorstendtowanttostay intheirfamilyhomeaslongaspossible,untilhealthconcernsforceachange.others wishtomovetosmaller,centrallylocated,lowmaintenanceunits.inaddition,dawson Creekservesasapreferredretirementareaforseniorsfromsurroundingfarmsand communities. 5 Page 222 of 293

223 Item 7.5 Summaryofhousingneeds Corehousingneedisameasureofthenumberofhouseholdslivinginhousingstress. Thisaffectedalmost600or13%ofDawsonCreekhouseholdsin whowereliving inplacesthatwereunaffordable(somepayingupto50%oftheirincomeforshelter costs),inadequate(inpoorcondition)orovercrowded.table1showsthatcoreneed householdstendtobenon Aboriginal,renters,aged45 64andlivingalone.Their averagehouseholdincomewasunder$15,000peryear,sothattheycouldaffordtopay $375/monthforrent. Basedonthisinformation,theemphasisoftheDawsonCreekAffordableHousing Strategyisonincreasinghousingoptionsforrenters,peopleunderage65andsingle peoplelivingalone.housingforpersonsunder65withdisabilitiesorotherspecial needsisalsoapriorityastherearefewhousingoptionsthatmeettheirhousingand supportneeds.about23%ofcoreneedhouseholdsareofaboriginalidentitysothey areover representedcomparedtotheirshareoftheoverallpopulation(13.5%). Table1 Profileofcorehousingneedhouseholds2006DawsonCreek Shareof Corehousingneed2006 Numberof households householdsin need Aboriginal % NotAboriginal % Total % Renter % Owner % Total % Senior % Nonsenior(mostly45 64) % Total % Family(mostlyloneparents) % Non family(mostlypeoplelivingalone) % Total % Source.CMHC.HousinginCanadaOnline. 2 Latestfiguresavailable. 6 Page 223 of 293

224 Item Strategy Thechallengeissignificant butcannotbeaccomplishedwithoutaplan.threeoverall goalsandsixactionsformthedawsoncreekaffordablehousingstrategyandthey comprisemarketandnon marketbasedsolutions. Goals a) Improvehousingaffordabilityandconditionforrenters,includingthosewith specialneeds. b) Encourageadiversityofhousingtypes,tenuresandpricestoensurethat peopleofallages,householdtypes,abilitiesandincomelevelshavearangeof housingchoices. c) Promotesustainabilityandaffordabilitythroughlanduseandbuildingformas wellasthroughinitiativesthatincorporateenergyefficiency. Actions Sixactionsformtheframeworkfortheaffordablehousingstrategyandeachcomprises severaltasks,presentedinorderofpriority.therecommendedactionsaredirected towardsthecity,communityorganizationsandseniorlevelsofgovernment the municipalitycannotdothisalone.changestotheocpandzoningbylawarerequiredto implementsomeoftheseactions. 7 Page 224 of 293

225 Item 7.5 1) Facilitateinformationexchangeandpartnershipsonaffordablehousing Educatingthecommunityaboutaffordablehousingsolutionsandthemanyresources availableisakeycomponentofthestrategy.connectingandworkingtogetheras partnersisalsocritical. a) FormanAdvisoryHousingCommitteetoadviseCouncilonhousingmatters.This wouldsignalcouncil scommitmenttohousing.thecommitteeshouldhave12 15members,comprisingrepresentativesofsocialagencies,housingagencies, realestatesector,developers/architects,financialservices,mentalhealthand addictionsservices,seniors,youthand/oraboriginalagenciesandprivate landlords.itshouldadvisecouncilonday to dayhousingmattersandthe community sactionsonaffordablehousing.acentraltaskforthefirstyear wouldbeassistingthecityinimplementingtheaffordablehousingstrategy (AHS).Specifictermsofreferenceshouldbedevelopedtoguidethecommittee s work. b) Createawebsitewith informationabout affordablehousing resourcesandprogramsof federalandprovincial governments,foundations andothersourcesthatcan beusedbybuilders, developers,community agenciesandnon profit groupstofind,build, developorfundaffordable housing.particular attentionshouldbepaidto ensuringwidespread familiaritywiththe provincialrental AssistanceProgram(RAP), whichprovideseligible familieswithrentalassistanceintheprivatemarketandthecmhcresidential RehabilitationAssistanceProgram(RRAP),whichoffersgrantsandloansfor upgrading.thewebsiteshouldincludeinformation/linkson incentives/grant/loanstoimproveenergyefficiency. c) Encouragepilotprojects/demonstrationprojectsthatincorporateaffordability andenergyefficientfeatures.thesetypesofinnovativeinitiativesareoften attractivetofunders. 8 Page 225 of 293

226 Item 7.5 2) Facilitate/createnewmarketandnon marketrentalhousing Lowvacancyratesandhighrentalcostssuggestthatdemandisoutstrippingsupplyfor unitsaffordabletohouseholdsearningbelow$41,000peryear.theprivatemarket cannotbuildpurposebuiltrentalhousingthatisaffordableatthisincomelevel.the FederationofCanadianMunicipalities(FCM) 3 recommendsexpandingthestockof affordablenon markethousingby15%oftotalannualhousingstartseachyear.in DawsonCreekthiswouldamounttoabout7unitsperyear. a) AmendtheOCPandzoningbylawtopermitsecondarysuitesinsingle family dwellingsinallresidential zonessubjecttoregulations. TheOCPOpenHouseandAHS Workshopshowedthatthere isgeneralsupportfor secondarysuites.thiswill makehomeownershipmore affordableandincreasethe supplyofground oriented rentalunitsinacosteffective, sustainablemanner.the ZoningBylawshouldsetout conditionsconcerning: minimumlotsize,maximumunitsize,numberofsuitesperdetachedhome, owneroccupancy,parkingrequirements,stratificationofunits,utilityfees, buildingcoderequirementsandregistration.seeappendixdforproposed elementsofasecondarysuitebylaw. b) Launchacampaignthroughthehousingwebsitetoencouragehomeownersto legalizeexistingsuitesandcreatenewsecondarysuites.thismightinclude informationonthecity snewbylawandadviceaboutapplyingforfundingto variousgovernmentprograms,includingcmhcresidentialrehabilitation AssistanceProgram(RRAP),whichoffersloansandgrantsforconstructionof suitesinneworexistinghomes.suitesforlow incomeseniors(age65+)or personswithdisabilitiesareeligible. c) Partnerwithstakeholderstodevelopaninnovativeproposalfora25unitnonmarketrentalhousingprojectaffordableforsinglepersonhouseholdsearning lessthan$25,000/year,perhapsasademonstrationorpilotproject, incorporatingenergyefficientfeatures.couldbeaconversionofanexisting buildingfromanotheruse,forexample,anoldschoolbuilding(inwhichcase CMHCRRAPfundingmaybeutilized)ornewconstruction.Adonatedsiteisakey FCM.SustainingtheMomentum:RecommendationsforaNationalActionPlanonHousingand Homelessness.Ottawa:FCM. 9 Page 226 of 293

227 Item 7.5 componentforsuchaproject,eitherfromtheprivate,non profitsectoror governmentsources.considerengagingadevelopmentconsultanttoassistwith theplanningprocess.aproposalshouldbedevelopedto shovelready status totakeadvantageoffundingopportunitiesastheyarise. d) Establisharentbankasacommunityprojecttoassistrenterswithdamage depositsand/orfirstmonth srent.thecalgaryrentbankisoneexample. 4 Approachprivatesectordonorstofundtheinitiative. e) TheCitycouldofferincentivesfordevelopmentproposalsthatincorporate10% non marketrentalhousing,usingmeasuressuchasbonusdensityandparking relaxations.ahousingagreementcanbeusedtocontrolongoingrentalrates, eligibilityandperiodofaffordability.paymentsinlieuofaffordablehousing couldbeconsidered,withmoniesdirectedtowardsarentbankorother affordablehousinginitiatives. 3) Preservetheexistingrentalhousingstockandrehabilitatewhereappropriate Themostaffordablehousingishousing thatalreadyexists,however,itmustbe ingoodcondition,freefromhealthand safetyconcerns.thereisasignificant stockofrentalhousing,someofwhichis inpoorcondition. a) Landlordsthatrentunitstolowincomehouseholdsstruggleto maintainfinancialviability,as rentsdonotcoveroperatingand maintenanceexpenses.promote useofcmhcresidentialrehabilitationassistanceprogram(rrap)forlandlord programtoencouragelandlordstoupgradeprivaterentalhousing.forgivable loansofupto$28,000areavailabletolandlordswhoupgraderentalunits occupiedbylow incometenants.linkwithimprovementsinenergyefficiency. b) EstablishaCitypolicypermittingredevelopmentofexistingrentalhousingunits withtheconditionthatrentalunitsarereplacedortenantsrelocated.this shouldapplytomobilehomeparksaswell. c) Anumberofhotelsareconsidered problemhotels/motels,wherepoorquality andillegalbehaviourcombinetoformanunhealthysituation.alongtermgoal wouldbeforthecityand/orcommunitypartnerstopurchaseandrehabilitate oneormoreofthesesites,withseniorgovernmentfundingwhenavailable,to createpermanentaffordablehousingwithsupportsandstaffingtoensure stability Page 227 of 293

228 Item 7.5 4) Createpermanentsolutionstohomelessness Researchshowsthathomelesspeoplewantpermanenthousing,thatsupportive housingendshomelessnessforpersonswithaddictionsandmentalillness,andthat supportivehousingiscosteffective.itsavesgovernmentmoneyindownstreamhealth care,criminaljusticeandothersocialserviceexpenditures. a) Formapartnership(withoneleadagency)todevelopaninnovativeproposalfor 20 25unitsofsupportivehousingforamixofpersonswhoarehomelessorhave addictions,mentalhealthissues,developmentaldisability,braininjuryorother specialneeds.thiscouldtaketheformofadedicatedsupportivehousingproject wheresupportisdeliveredonsite.adonatedsiteisakeycomponentforsucha project,eitherfromtheprivate,non profitsectororgovernmentsources.an experienceddevelopmentconsultantcouldfacilitatethisprocess.again, considerincorporatingenergyconservationfeatures.developawaitinglistfor personsrequiringsupportivehousinginordertogaugetheextentoftheneed. 5) Encouragesmaller,ground orientedmarkethousing Thesehousingformsprovide affordablegroundorientedhousing forfamiliesandindividualsand smaller,lowmaintenancehousing choicesforemptynestersandseniors. AmodelforthisexistsintheSunset Ridge HarvestSustainable NeighbourhoodPlan,whichenvisions amixofstandardresidentiallots (12%),smallsingle familylots(30%), streetorientedmulti familydwellings (35%)andapartments.Gradually Feesimplerowhouse Individualrowhouseandlotownership withouttheneedforstratacouncils.itoffers analternativeformofground oriented accommodationthatwillsatisfypeople seekinghigherdensityliving wherethey don thavetorelysomuchontheautomobile andwheretheideaofcollective responsibilitiesisunattractive. broadeninghousingchoicewithinthecitywouldimproveaffordability. a) Legalizesecondarysuites(asabove). b) Withinresidentialareasthatareprimarilysinglefamilydetachedthatare designatedinfill/redevelopmentareasintheocp,permitre zoningapplications thatallowforsmallersinglefamilylotsandstreetorienteddwellingtypessuch asduplexes,triplexes,townhousesandrowhousesinareasproximatetotransit, shopsandservices.thispromotesaffordabilitythroughlowerlandandbuilding costs,andloweroperatingcoststhroughenergyefficientbuildingformsand 11 Page 228 of 293

229 Item 7.5 location.thefeesimplerowhousemaybeanattractiveoptionforthosenot wishingtoparticipateinstrataownershipschemes. 6) Plantohouseanagingpopulation WhilethepopulationofDawsonCreekis notexpectedtogrowrapidlyinthe future,itwillchange.themostvisible effectwillbemorepeoplebetweenthe agesof45and64yearsold(socalled emptynesters).ensuringthatthehousing stockissuitablefortheirneedswillbe importanttoretainexistingresidentsand attractnewonesfromoutlyingareas. a) Permitsmallerhousingforms suitableforemptynestersand independentseniorssuchassmall lothousing,homeswithsuites, duplexes,triplexesand rowhouses/townhouses(as above)ininfill/redevelopment Areas,providedsuchsitesarewell locatedwithrespecttotransit, communityservicesandretail. b) Adoptdesignguidelines(suchas visitability,adaptabilityor universaldesign)fornew residentialdevelopmentto Visitablehousingoffers3specific accessibilityfeaturesthatallowaperson withmobilitylimitations,includingina wheelchair,tovisitthehome. Atleastonezero stepentranceon anaccessiblerouteleadingfroma drivewayorpublicsidewalk, Allinteriordoorsprovidingatleast 31¾inches(81cm)ofunobstructed passagespace, Atleastahalfbathroomonmainflr. AAdaptabledesignpromotesaccessibility ofunitsbyincorporatingfeaturesinnew construction(roughingin)thatmakeit easytoconvertlateron. Accessible apersonwithdisabilitiesis, withoutassistance,abletoapproach, enter,passtoandfrom,andmakeuseof anareaanditsfacilities,oreitherof them.bcbuildingaccesshandbook2007. Universaldesign designand constructionthataimstoaccommodate thefunctionalneedsofeveryone; including children,adultsandseniors, withorwithoutdisabilities. 12 Page 229 of 293

230 Item 7.5 accommodatepeoplewithmobilitylimitations. c) InvestigateHabitatforHumanity snewrenewitprogram,beingpilotedin Ontario,whichoffersassistancetolow incomehomeownerstoupgradetheir home,includingsafetyimprovements,energyefficiencyandaccessibility conversions. d) Monitordemographictrendsandseniorshousingneedsandopportunities. 13 Page 230 of 293

231 Item 7.5 Appendices 14 Page 231 of 293

232 Item 7.5 AppendixA Stakeholderinterviews Interviewswerecarriedoutwithtenstakeholdersearlyinthestudyprocesstohelp clarifytrends,issuesandoptions. 1. Doyouagreewithgapsidentifiedinthesocialplan permanentemergency shelter,supportivehousingandaffordablerentalhousing? Respondentsgenerallyagreedwiththesegaps,althoughnotnecessarilyinthat order. Needpermanentshelters,hearanecdotallylotsofcouchsurfing,especially amongyouth.temporaryshelteroriginallyseenaswarmingshelter,openonlyin certaintemps.foundthatifshelternotopenallhours,peoplewouldn tcome, didn tknowwhenopen.hadtokeepopeneverydayinwinter,thenusebecame moreregular. Havesomesupportivehousing,needmore,hugeneedforseniors,teenagers withdevelopmentdisabilities.teenswillneedsupportforalong time,waiting list,nocapitalfunding.needastaffedsupportivebuildingforpeoplewhofall throughthecracks,forexample,peoplewithbraininjury,peoplewithcomplex needsi.e.medicalaswellasconcurrent. Influxofoilpatchworkerstakeupallrentalhousing,needaffordablerental housing,needforpermanenthousingforhomeless,alsotransitionhouseclients canfindnoplacetorentwhentheyleave.homelessoutreachprogramcan t findaffordablehousingforpeopleonceconnected,evenwithsubsidy.need affordablehousingforlowandmoderateincomeearners 2. Whatotherissues/gapsdoyousee? Existingresidentsofseniorshousingneedwheelchairaccessandmayhave supportneedsinfuture Needsecondstagehousingforwomenfleeingviolence,afterleavetransition house,couldbepermanent,ifsecureandsupported Oilandgasworkerimpact Boomcausespeopletobeevictedforrenovations,thenlandlordsrentathigher rate Rentsrisewheneverpeoplemoveoutofrentalunits Hotelroomshardtocomebyduetooilandgasboom,expensive Badbusconnectionscreateneedforaffordableovernightaccommodation Oilpatcheffectonlocalhousingmarketaproblem 15 Page 232 of 293

233 Item 7.5 Poorcondition Rentalunitsinpoorcondition Men shostelneedstobeclosed,disgusting 3. Whatdoyouthinkaresomeoftheopportunitiestoaddresshousing affordabilityindawsoncreek? Secondarysuites Legalizesuites,alsomaybepermitgarageswithsuites Accessorydwellingsovergarageswouldgooverquitewell Secondarysuitesinexistingareasagoodidea Seniorshousing Seniorsneedsmallerplaces,neartownwhenleavethefarm Someseniorshavemoney,justnoavailablehousingoptions Plainrentalapartmentswouldbegoodforseniors Communitysupport Communitysupportforshelter,littleNIMBYresponse,valuablecommunity donationskeptshelteropen,creditunionhelpful Learnedalotoperatingtheshelter,gainedtrustofhomelesspeople Sheltergaveothercommunityagenciessomerelief,i.e.hospitalemergenurses relieved,nowhousingoflastresort,peoplenotsleepingincars HousingResponseNetwork Allianceofcommunityagenciesworkingtogethertoaddresshousingissues, couldbeusedasaresourcetoadviseonaffordablehousingissues HRNsuccessfullyopenedtemporaryshelteranddevelopedproposalfor permanentshelter Upgradeexistinghousing Bringexistingrentalsuitesinpoorconditionuptocode Municipalitycouldworkwithlandlordstoupgradeunits,landlordswon tdo alone Consideralternatives Someformofassistedhomeownership Non profithousing Opportunitytoshowleadershipwith green housing,dawsoncreekseenasa leader Schoolsclosing,possiblesitesforfuturenonmarkethousing Creditunionrole? 16 Page 233 of 293

234 Item 7.5 CooperativehousingcouldbeagoodfitinDawsonCreek,farmingcommunity hasahistorywithcoops Smallerunitsacceptable Developersarebuildingduplexesforgasworkers,butexpensive PeoplemoreacceptingofhigherdensitylivingtodaybecauseofhighpriceofSFD Opportunityforbuilderstocreatebasicentrylevelunit,inamultiplesetting,for under$200k Changebylaws,lotstoolarge,allowsmallerinfillhousingtosellatlessthan $250,000 Duplexes,townhouses,secondarysuites,starterhomesonsmalllotsthatare inexpensivewouldwork(1000sqft) Smaller,lessexpensivelotswithsmallerhousingwouldbemoreaffordable RemovesomelandfromtheALR 4. Whatdoyouthinkaresomeofthechallengesforaddressinghousing affordabilityindawsoncreek? Inadequategovernmentfundingforaffordablehousing, DawsonCreeknotonseniorgovernmentradarscreen,BCHousingnot responsivepermanentemergencyshelterproposal,saytheyhavenofunds Publicattitudes Lackawarenessofissue Fearofaffordablehousingcomplexes,Citymustensurewellintegrated, landscapedetc,workwithcommunityorganizations PossibleNIMBYresponse Unawareofpossibilitiesforaffordablehousing,alternativeformslikeco ops, evenapartmentbuildings Condos peoplearen tfamiliar,don tknowwhatlivinginoneislike Apartmentshavenegativeconnotationsincommunity NotlotsofexperiencewithsecondarysuitesinDawsonCreek Construction Builderslackcreativity Needtobuildsomethingwitharchitecturalmerit Buildingmaterialsmoreexpensiveinnorth Challengefindingtherightpieceofland Possibleopportunitiesformodularhousingtocreatecosteffectivesmallhouses Oilandgassectoreffectonhousing Highwagespushuprentsonolder,formerlyaffordableapartments,bachelors now$ month. 17 Page 234 of 293

235 Item 7.5 AppendixB BackgroundReport DawsonCreek Affordablehousingtrends,issuesandoptions June25,2009 EberlePlanningandResearch 18 Page 235 of 293

236 Item 7.5 ThisbackgrounddocumentsummarizespopulationandhousingtrendsinDawsonCreek toprovidecontextforthedevelopmentofanaffordablehousingstrategy.information wasgatheredfrompublishedsourcesandfrominterviewswithlocalhousing stakeholders.itconcludeswithasummaryoftheaffordablehousingissuesandsome possibleoptionsforaddressingtheseissues. 1. Trends ThepopulationofDawsonCreekhasbeenrelativelystableataround11,000persons, withfluctuationsassociatedwiththeeconomiccycle.currentpopulationstandsat 11,420persons.Thehistoricaveragepopulationgrowthrateisunder1%peryear dependingonthetimeperiodselected.afterseveralyearsofpopulationdeclineinthe late1990s/early2000s,dawsoncreekpopulationstartedtogrowin2004fuelledinpart byactivityintheoilandgassector.overthepastfiveyears,thecityexperiencedan annualaveragepopulationincreaseof1.4%peryear.thelatestyearoveryeargrowth ratewas1.6%,comparablewiththepeaceregionaldistrictrateof1.9%. Figure1 Source:BCStats DawsonCreekhasayouthfulpopulationcomparedtoBC.In2006,36%ofitsresidents wereunderage25,comparedto30%fortheprovinceasawhole.thecityalsoattracts retiringseniorsage65+fromelsewhereinthepeaceriverarea(11.8%ofdawsoncreek residentsareseniors,comparedwith8.8%fortheregionaldistrict).thistrendmightbe expectedtostrengthenovertimeasthepopulationages. 19 Page 236 of 293

237 Item 7.5 Figure2 Source:BCStats Futurepopulationgrowthisexpectedtobesteadyatjustunder0.8%peryearon average,foratotal20 yearforecastpopulationof13,297personsin2029,anincrease ofalmost1,800persons.therewillbejustunder900newadditionalhouseholdscalling DawsonCreekhomein2029,roughly45newhouseholdsperyearonaverage,basedon thepopulationprojectionsandasteadyhouseholdsize. Table2 Year Population Households ,504 4, ,601 5, ,297 5,781 Totalincrease 1, Annualincrease Source:EberlePlanningandResearchbasedonBCStatisticsPEOPLEpopulationprojectionsfor PeaceRiverSouthLHAMarch2009. Therewere4,650housingunitsinDawsonCreekin2006,withownedhousing comprisingabouttwothirdsofthestock.thenumberofrentalhousingunitsincreased between2001and2006byalmost4%.incontrast,theprovincialstockofrented housingdeclinedbythesameamount.about11%ofthehousingstockisinpoor condition,requiringmajorrepairs. Table3 DawsonCreek BC Tenure %chg %chg Owned % 12.5 Rented % 3.6 Total % Page 237 of 293

238 Item 7.5 Source:BCStatistics.CommunityFacts.2009 Lowanddecliningapartmentvacancyratesarefuelledbydemandforworkforce accommodation,whichhasplacedpressureonlocalvacancyrates.thecurrent (October2008)apartmentrentalvacancyratestandsat1.2%,representingonly10 units.avacancyrateof3%orhigherisconsideredhealthyrentalmarket. Figure3 Source:CMHCRentalMarketReport.2008 Highandrisingapartmentrentalratesareaconsequenceoflowvacancyratesand demandfromthegasfieldworkforcewithhighwages.dawsoncreekaveragerents haverisenbyalmost$200permonthintwoyears,from$563to$754permonth.this representasignificantincreaseofapproximately11%(2008),particularlycompared withtheprovince,whichrecordedrentincreasesof5%in2008. Figure4 21 Page 238 of 293

239 Item 7.5 Source:CMHCRentalMarketReport.2008 Theaveragesalepriceofasingle familydwellinghasrisensteadilyoverthepastfew yearsfromjustover$87,000toapproximately$200,000.itappearsthatpricesmaybe stabilizingbeginningin2008. Table4 Year Averagesale Yrtoyr% price,sfd change 2002 $87, $88, % 2004 $103, % 2005 $120, % 2006 $165, % 2007 $202, % 2008 $201, % Source:MLSdatafromAlMottishaw.Owncalculations. Despitethisriseinhomeprices,homeownershipisgenerallyaffordableformedian incomehouseholdsindawsoncreek.singlepersonhouseholdsaretheexception.they cannotaffordtopurchasethemedianpricedhome,andthereisagapof$ betweenwhataone personhouseholdcanaffordtopayforrent($611)andthe averagerentalcost($754). Table5 Allhouseholds Oneperson households Medianhouseholdincome2006 $50, $24, Monthlyincome $4, $2, Affordablemonthlyhousingcosts $1, $ Affordabletopurchase* $203, Page 239 of 293

240 Item 7.5 Actualprice(avgSFDforsale,avgpvtaptrent) $201, $ GAP(differencebetweenaffordableamountandactual cost) $1, $(143.00) *10%down,5%interest,25 yearamortizationperiod ActualSFDpriceisaveragesaleprice2008,andaverageapartmentrent2008. AboutonefifthofDawsonCreekhouseholdswerepaying30%ormoreoftheirincome towardsheltercostsin2006,thestandardmeasureofhousingstress.585households wereconsideredtobeincorehousingneedin2006,amoreconservativemeasureof housingneedthatincorporateshousingconditionandcrowding.theincidenceof affordabilityproblemsin2006wasroughlythesameasfortheprovinceasawhole. 23 Page 240 of 293

241 Item 7.5 Table6 Affordability2006 DawsonCreek #households %shareofall households BC %shareofall households Corehousingneed % 14% STIR30% 99% % 24% Source:CMHCHICOOnlineand2006CensusProfileDawsonCreek. 29DawsonCreekhouseholdsareontheBCHousingwaitinglistforsocialhousingasof March2009.TheNorthernHealthUnitdoesnotmaintainawaitlistforsupportive housingforpersonswithmentalillness,addictionsorotherspecialneeds.individuals withspecialneedsareplacedinindependentrentalhousingandprovidedwith communitysupportservices,althoughitisdifficulttofindsuitableaccommodation,and someareevicted. DawsonCreekNativeHousingSocietyoperatesaHomelessOutreachProgramfunded bybchousingtoconnectpeoplelivingoutdoorsoratriskofhomelessnesswithservices andsupports.theypresentlyserve73clientswhoareatriskofhomelessnessor homeless.partoftheirmandateisfindingrentalhousingforhomelesspersonsbutthis isextremelydifficultinthisrentalmarket.forthefirsttime,in2009thesociety operatedatemporarywinteremergencyshelterforhomelesspeople.theshelterwas occupiedfor239bednightsoverthecourseofthreeandhalfmonths. 2. Thehousingcontinuum Thehousingcontinuumisausefultoolforthinkingabouttherangeoftypesofhousing aswellasresidentneeds.householdsofdifferentagesandstagesoftheirlivesprefer differenthousingtypesandtenures.economicandhealthcircumstancesalsoplayarole indetermininghousingchoices.traditionally,youngpeopletendtoliveinrentalunits, whilefamiliestendtoliveinground orientedhomesthattheyown.thesepreferences changeaspeopleage.whengrownchildrenleavehome,someemptynesters(age50 70years)seeklowmaintenancelivinginsmallerunits,eitherthroughrentalor condominiumownership.peopleage65andovercontinuethistrendand,astheir healthneedschange,mayrequirehousingwithsupportstoallowthemtoageinplace. Figure5describesfivegenerictypesofhousing,representinganidealrangeofhousing. ItshowsthedistributionofhousingunitsinDawsonCreekaccordingtothese categories.theroleofgovernmentandthemarketaswellastheincomeprofileofeach componentofthecontinuumisalsodepicted.thecost(toresidents)ishighestatthe rightsideofthecontinuum. 24 Page 241 of 293

242 Item 7.5 Figure 5 Emergency shelter Supportive/ special needs housing Non-market housing Rental housing Ownership housing % 1% 5% 28% 66% Public funding Govt as partner Policy/regulation Non market Non-market Private market No/low income Low/moderate income Moderate/high income Attheleftofthecontinuumarehousingtypesthatrespondtotheneedsofindividuals withnoorlowincomes,andthosewithspecialneedssuchasthehomelessorothers andtypicallyrequirepublicfunding.thereare15emergencybedsindawsoncreekina transitionhouseforwomenfleeingviolenceandatemporaryemergencyshelter.there are50unitsofsupportivehousingprimarilyforseniors(someofwhichissubsidized). Inthecentreofthecontinuumisnon markethousing,which,inthepast,wasprovided throughseniorgovernmentnon profithousingprograms.non markethousing, consistingofpublicandsocialhousing,andhouseholdsreceivingsheltersubsidieslike SAFERandRAPcomprises5%oftheDawsonCreekhousingstock,roughlythesameas thenationalaverage.single familydwellingsformthemajorityofthehousingstockin DawsonCreekandonethirdaremarketrentalunits. 3. Issuesandoptions ISSUE:TheDawsonCreekSocialPlan(2008)identifiedthreegapsinthelocalhousing continuum: Rentalhousingaffordableforlocalresidents.Residentsleavingtheshelteror transitionhousecannotfindhousingthatisaffordableuponleaving,andthehealth authorityhasdifficultyplacingtenantswhoneedsupportservicestomaintaintheir housing.lowvacancyratesandhighcostsmeanlocalresidentswhoworkoutsideof thegasindustryhavetroubleaffordingmarketrents. Supportivehousingforpersonswithmentalhealthissues,addictionsand/orother specialneeds.supportivehousingendshomelessnessandisacriticalcomponentofthe housingcontinuum.atpresentthereisnodedicatedsupportivehousingforpersons withmentalhealthissues,addictions,developmentaldisabilitiesorbraininjury,orfor formerlyhomelesspersonsindawsoncreek.thetransitionalhousingproposedwith 25 Page 242 of 293

243 Item 7.5 thepermanentshelterwouldaddresssomeoftheseneeds,butpermanentsolutions aregenerallypreferred. Permanentemergencyshelterforhomelesspersons.Althoughemergencysheltersdo notendhomelessnesstheyareseenasanessentialcomponentofthehousing continuum.theprovincialgovernmentismovingtowardspermanent24hour/7days perweeksheltersasameansofconnectinghomelesspersonswithservicesand stabilizingtheirlives.thetemporarywintershelterthatoperatedlastwinterdoesnot meetthisstandard. OPTIONS:TheCityhaslimitedfinancialresourcestoaddressaffordablehousingneeds, butdoeshavetoolsatitsdisposaltofacilitatehousingaffordabilityincludingzoningand landuseplanningauthorityandsomeland.keyisalsotheircapacitytoworkin partnershipwithothercommunitybasedorganizationsandseniorlevelsofgovernment likebchousingandcmhctoidentifyandfacilitatesolutions.theprovincial governmenthasanumberofaffordablehousingprogramsandcmhchasseveral sourcesoffinancialassistancethatcanformthebasisofuniquepartnership opportunities.howevereachrequirescontributionsfromcommunitypartners.itis essentialtobringallstakeholderstogethertoidentifyresourcesandpossibleavenues forpartnerships.somepotentialoptionsare: Non marketrentalhousing.althoughthereisnospecificgovernmentprogram targetingnon marketrentalhousingtherearesomeprovincialhousingprograms thatalongwithotherresourcescouldbeaccessedincreativewaystobuildnew non marketrentalhousingthatcouldserveavarietyofresidents.could considerincorporatingsomegreentechnology. Purposebuiltsupportivehousing.Somefederalandprovincialresourcesare availableforsupportivehousing,includinghomelessnessfunding. Permanentemergencyshelterwithtransitionalhousing.Aproposalhasbeen presentedtobchousingbythedcnativehousingsocietyforapermanent10 bedshelterwith15transitionalhousingunits(timelimitedwithsupports). ISSUE:AbouthalfofDawsonCreekhouseholdscannotaffordtopurchaseasingle family homeaspriceshaverisenbeyondtheirabilitytopay.otherhousingformssuchas duplexes,townhouses,smalllotsingle familydwellingsandhomeswithsecondary suitescanbemarketedatapriceaffordableforthesehouseholds.localdevelopers havealreadymovedinthisdirection,howeverexistingzoningdoesnotpermitsomeof thesehousingforms. OPTIONS:Legalizesecondarysuites,whichimprovesaffordabilityforhomeowners,and reviewexistingzoningtolookforopportunitiesforinfillduplexes/townhousesandsmall lotzones. 26 Page 243 of 293

244 Item 7.5 ISSUE:DawsonCreekhasanexistingstockofrentalunits,someofwhichareaffordable. Someoftheseunitsareinpoorconditionandcouldbenefitfromupgrading. OPTIONS:Existingrentalhousingrepresentsavaluablesourceofaffordablehousingand effortstopreservethisstockarerecommended.promoteaccesstofederalresidential RehabilitationAssistanceProgram(RRAP)andotherfundingtoupgradethesebuildings. ISSUE:Highhomeheatingcostsinwinterandgrowingtransportationcostsduetorising gaspricesalsoaffectaffordability.reducingeitherofthesecostscanhelptoreduce operatingcostsandpromoteaffordabilityoverthelongterm.smallerhomes incorporatinggreenfeaturesandreducingtraveldistancesbylocatinghousingcloseto employmentandserviceswouldimproveaffordability. OPTIONS:Incorporateenergysavingfeaturesornewtechnologiesintonewhousing. Infillhousingandsecondarysuitesincreasedensityandconsumeresourcesmore efficiently. ISSUE:Therewilllikelycontinuetobeagrowingneedforseniorshousingandcare facilitiesasthepopulationages,anddawsoncreekcontinuestoserveasapreferred retirementareaforseniorsfromsurroundingfarmsandcommunities.anewseniors residencerecentlyopenedindawsoncreek. OPTIONS:Continuetomonitorandplanforfutureneeds.Therearesignificant provincialresourcesavailableforseniorshousingandhousingwithvariousstagesof support. 27 Page 244 of 293

245 Item 7.5 AppendixC AffordableHousingStrategyWorkshop 28 Page 245 of 293

246 Item 7.5 Whatyousaid 37participantsattheJuly8,2009AffordableHousingWorkshopwereaskedtorespond tothreequestions.asummaryoftheresponsesfollows. Arethereotherissuesthatneedtobeconsidered? One stopassistance/informationforbuildersandhomeownersongrantsand otherhousingrelatedprograms Inadequatefederal/provincialfundingforaffordablehousing Affordablelotstoallowconstructionofsmallaffordablehomes Youthhousing Safehousingingoodcondition Gapbetweenwhatisaffordableandattainable Increasinggascost Youthemergencyshelter Havetobuyhousingbecausecan taffordtorent Noaffordablehousingprogramsforindividuals,onlyforfamiliesandseniors Affordablehomeownershipforfirsttimebuyers Securesupportedhousingforwomenleavingtransitionhouse,mentalhealth consumers,peoplewithaddictionsordisabledandpeoplere enteringthe community Identifypartnerships Whatareyourtoptwoprioritiesforaction? Needsassessmenttodeterminewhatpopulationgrouptofocuson Formhousingcommittee Singlepeoplethatmakelessthan$35,000yearly Singleparents 29 Page 246 of 293

247 Item 7.5 Peoplewhoare hardtohouse Allpeoplewithlowincome Assistancewithdamagedeposits Emergencyandtransitionalhousing Moresubsidizedhousingunits Whatcanyoudo? Educatethepublicthat1%ofpopulationishomeless UseGreensmartManufacturing(modularbuildings) Attenddevelopment/planningmeetings Citydonatelandforaffordablehousing Renovateoldbuildings Useoldboxcarsforhousing(insulatedandrenovated) Allowsecondarysuites Dealwithproblemmotels Serviceland Mediacoverageforaffordablehousingissues Convertthe1%federaltaxonhomesalestofundingforhomelessness Build4storybuildings KeeppressureonBCHousingandCMHCforfunding ChangeCitybylawstoallowhigherdensity,secondarysuites Actonsocial,housingandsustainabilityplans Fewerpresentations,morediscussiononissuesandsolutions 30 Page 247 of 293

248 Item Page 248 of 293

249 Item Page 249 of 293

250 Item 7.5 AppendixD Proposedelementsofabylawforsecondarysuites PreparedwithfundingfromAffordabilityandChoiceToday(ACT)programofFCM. September7,2009 Thefollowingprovidesadiscussionandrecommendationsformajorelementsofa bylawlegalizingsecondarysuitesindawsoncreek. Purpose To: ProvidesafeaffordableownershipandrentalhousinginDawsonCreek Promotesustainabilityinuseofexistinginfrastructure Principles: Maintainstockofaffordablehousing Avoidsignificantcoststohomeowners Preservecharacterofsinglefamilyneighbourhoods Manageliability Ensuresafety Enforceable Simpleandcosteffectivetoadminister Definition BCBuildingCodedefinitionofsecondarysuiteadoptedforconsistency: Secondarysuitemeansanadditionaldwellingunit: Havingatotalfloorspaceofnotmorethan90m2inarea Havingafloorspacelessthan40%ofthehabitablefloorspaceofthebuilding Locatedwithinabuildingofresidentialoccupancycontainingonlyoneother dwellingunit,and Locatedinandpartofabuildingwhichisasinglerealestateentity. Where? Forsimplicityandequity,suitesarepermittedinallresidentialzones. Insinglefamilydwellingsinallresidentialzones Otheruses Toensurethesuiteispartoftherentalstockandtolimitpotentialparkingissues: Notpermittedastouristaccommodation 33 Page 250 of 293

251 Item 7.5 Notpermittedwherebedandbreakfastorhomebusinessemployingoutside workers Minimumlotsize Minimumlotsizeof20mx40m Numberofsuites Toavoidcreatingminiapartmentblockswithseveralapartments,limitsecondarysuites tooneperdwelling.(asperbcbuildingcodesuitedefinition) Stratatitling Thecodeprohibitsstratatitling.ThiswillmaximizetheCity srentalstock. Cannotbesubdividedfromthebuildingitispartof. Owneroccupancy Manymunicipalitiesrestrictsuitestohomeswithowneroccupancy,althoughthiscould bechallengedincourt.theaimistohelptopreservethecharacterofsinglefamily neighbourhoods. Limittoowneroccupiedhomes Parking Largelotsandsignificantroadwidthscharacterizemanyresidentialneighbourhoodsin DawsonCreeksuggestingthatallowingonstreetparkingwouldbeacceptable.Itwould alsoreducethecostoflegalizingasuite. Minimumoneparkingspacepersuite Onstreetparkingpermitted. Utilityfees Secondarysuitesmaycreateanincreasedloadonlocalgovernmentinfrastructure.To addressthis,manymunicipalitieslevyadditionalfeessothathomeswithasuitepay theirfairshareofutilityfees/orthatreflectuseorconsumption. InDawsonCreek,waterismeteredandsewerischargedasshareofwater consumption,sohomeswithsuiteswillbechargedbasedonusage. Garbagefeestructurebasedoncostof$24for3bagsperhousehold,with2$per additionalbag,sothattheoretically,homeswithsuitesproducingmorethan3 bagsofgarbagewouldpayextra. Safetystandards 1995amendmentstotheBCBuildingcodereducedrequirementsforthingssuchas ceilingheights,firesafetyprovisions,andsoundcontrols.thecodehowever,doesnot applytoexistingsuitesinexistingbuildings,exceptwhenthereisabuildingpermitfor renovationsorupgrading. Neworrenovatedsuites shallcomplywiththestandardsandrequirementsfor adwellingunitusedasasecondarysuiteinthebcbuildingcode. 34 Page 251 of 293

252 Item 7.5 Existingsuitesbuiltbeforebylawcomesintoeffect Buildingbylawamendment toprovide alternate lifesafetystandards.seecityofnewwestminsterforan example. _req_sec_suites.htm Enforcement Enforcingarequirementtoupgradeanexistingsuiteisdifficult,assuitesarenotknown tolocalgovernment.thechoicesareactiveenforcementorbycomplaint.many municipalitiestaketheviewthatitisbesttofocusonenforcingstandardsinnewsuites, whileaddressingexistingsuitesuponcomplaint.itisfeltthatthisapproachavoidslocal governmentliabilityforharmcausedbysub standardconditions,unlessitfailstofollow apolicyoninspectionandenforcement. Inspectandenforceuponcomplaint.Offeranamnestyperiodof1yeartoallow homeownerstodisclosetheirsuiteandcomplywithrequirements.provide educationaroundresourcesavailableforupgrading.ifthesuiteisnotupgraded tomeettostandardswithinaspecifiedperiodoftimeitwillbedecommissioned. Registryandfee Aregistrycanhelpthemunicipalitytokeeptrackofsuites,andtoensurelocalcontact informationisavailableintheeventofemergencyoracomplaint.somemunicipalities chargeafeetoregisterasecondarysuiteonceitbecomesknowntothem,regardlessof whethersuiteislegalornot.thisisintendedtooffsetmunicipalcostsandtoactasan incentivetolegalize. Onetimefee$200. Asanincentive,couldreducethefeeto$100forsuitesthatarecompliantwith standards. 35 Page 252 of 293

253 Item 8.6 THE CORPORATION OF THE CITY OF DAWSON CREEK ZONING AMENDMENT (09-09) BYLAW NO A Bylaw of the Corporation of the City of Dawson Creek (hereinafter called the City ) to amend "Zoning Bylaw No. 3362, 1998" WHEREAS, the Council may, under the authority of Section 903 of the Local Government Act, create different zones and regulate uses, density, and siting within each zone; NOW THEREFORE, the Council of the City of Dawson Creek enacts as follows: SECTION 1 ADMINISTRATIVE PROVISIONS 1.1 This bylaw may be cited as the "ZONING AMENDMENT (09-09) BYLAW NO. 4038, 2009" and takes effect as of the date of adoption. 1.2 If any section, subsection, sentence, clause or phrase in this bylaw is for any reason held to be invalid by a decision of any Court of competent jurisdiction, the decision shall not affect the validity of the remaining portion of this bylaw. SECTION 2 MAP AMENDMENT 2.1 The Zoning Map of the City of Dawson Creek, attached as Schedule B to the City of Dawson Creek "Zoning Bylaw No. 3362, 1998", is hereby amended by changing the zoning of the following lands also shown on Schedule A, attached hereto and forming part of this Bylaw, from RM-2 (Residential Medium Density Multiple Family Zone) to RS-2 (Residential Single and Duplex Zone) Civic Address: 820 Watson Crescent PID Lot 6 Block 1 Section 15 Township 78 Range 15 West of the 6 th Meridian Peace River District Plan 5690 READ a first time this day of, READ a second time this day of, PUBLIC HEARING was held this day of, 2009 READ a third time this day of, ADOPTED this day of, Page 253 of 293

254 Item 8.6 Zoning Amendment (09-09) Bylaw No. 4038, 2009 Page 2 of 3 CERTIFIED A TRUE AND CORRECT COPY of Bylaw No cited as "ZONING AMENDMENT (09-09) BYLAW NO. 4038, 2009". The Corporate Seal of THE CORPORATION OF THE CITY OF DAWSON CREEK was affixed in the presence of: Brenda Ginter Corporate Administrator Mike Bernier Mayor Schedule A Brenda Ginter Corporate Administrator Page 254 of 293

255 Item 8.6 Zoning Amendment (09-09) Bylaw No. 4038, 2009 Page 3 of 3 SCHEDULE A TO BYLAW 4038, 2009 Page 255 of 293

256 Item 11.1 REPORT TO COUNCIL DATE: September 30, 2009 REPORT NO.: ADM SUBMITTED BY: Brenda Ginter FILE NO.:1-4-0 Director of Corporate Administration SUBJECT: Items to be Released from Previous In-Camera Minutes PURPOSE To recommend items that should be released to the public from previously held In-Camera Council Meetings. ALTERNATIVES Council has the following alternatives: 1. Approve the items as recommended. 2. Approve only certain items or recommend other items. 3. Not approve any of the recommended items for release. RECOMMENDATION THAT Council approve the following items for release to the public: June 15, MOVED, SECONDED, AND CARRIED, THAT Report No. ADM from the Director of Corporate Administration (May 19, 2009) re: Airport Management Agreement be received; and further, that Administration be authorized to proceed with a Notice of Intention to Award regarding the City of Dawson Creek Airport Management Agreement with Taygus Management Ltd. August 17, MOVED, SECONDED, AND CARRIED, THAT the City suite be filled with two representatives from each of the five (fifth as of yet unannounced) major sponsors of the Calvin Kruk Centre for the Arts, with the additional twenty tickets offered by invitation to each of the Peace River Regional District member municipality Mayors and the Regional Directors. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Brenda Ginter Director of Corporate Administration Page 256 of 293

257 Item 12.1 Secure Interim Space for KPAC EnCana Centre business sustainability plan Community Centre Direction Service Capacity Review 1. Agriplex Business Plan 2. Water Management Strategy 3. Housing Strategy Transportation Plan District Heating proposal Multiplex Historical Narrative City Of Dawson Creek STRATEGIC PRIORITIES CHART CORPORATE PRIORITIES (Council/CAO) September 14, 2009 March February March June June September September August September ORGANIZATIONAL IMPROVEMENTS (Council/CAO/DCAO/Sharon) 1. INTERDEPARTMENTAL COORDINATION/EFFICIENCIES 2. LEVEL 3 NQI APPLICATION 3. HR STRATEGY (SUCCESSION PLANNING STAFF DEVELOPMENT PLAN) OPERATIONAL STRATEGIES (CAO/Staff) June July FINANCE SERVICES (Shelly) 1. EnCana Business Plan (Feb) 2. Agriplex Business Plan (June) 3. PSAB 3150 Tangible Capital Assets (Dec) Review Waste Mgmt Plan Review Purchasing Policy CORPORATE ADMIN (Brenda) 1. Paperless Council Meeting (June) 2. Coordinated Policy Review (Dec) 3. Bylaw Review Cemetery (May) Efficient Use of Office Space Secure Storage FIRE DEPT (Shorty) 1. Improved response model (April) 2. Improve inspection process (June) 3. Improved/Uniform Training System (Sept) Mutual Aid Agreement Fire Station Renovations PLANNING (Mani) 1. Housing Strategy (Aug) 2. Civic Energy Projects (March) 3. OCP update (Aug) Measuring up the North implementation NEAT partnership office of energy efficiency CAO (Jim/Greg) 1. KPAC Space (March) 2. Community Centre (March) 3. Service Capacity Review (June) Public engagement model Branding proposal RECREATION (Barry) 1. Jr. Hockey Franchise. (Feb) 2. Implement New Rec. Service Delivery Model (Sept) 3. Athletic Field Maintenance Review (April) Aquatic Centre 1 yr. review PUBLIC WORKS (Kevin) 1. Water Mgt Strategy (Sept) 2. Capital Plan/Priorities (Sept) 3. Development Cost Recovery (March) Transportation Strategy Subdivision bylaw review Page 257 of 293

258 Item 12.1 EXTERNAL SERVICES Action By Status Bylaw Revision - categorization & review schedule - Brenda October 2009 User Pay Cost Recovery Framework Philosophy Shelly September 2009 Contract Management evaluation criteria/checklist - Brenda March 2010 Public Service Awareness message medium - Jim January 2010 Water Industrial Use of Potable Water options - Kevin September 2009 Interdepartmental Coordination Parks/PW staff deployment, activity October 2009 targets - Kevin/Barry Service Efficiency Program continuous improvement Action plan September 2009 Jim/Sharon Service Policy - Jim July 2009 Service Standards (Parks) - Barry November 2009 Special Event Support Policy - Greg October 2009 INTERNAL SERVICES Debt Management Policy - Shelly/Jim December 2009 HR Business Case - Greg October 2009 Annual Report Expectations - Brenda September 2009 Internal Communications Strategy - Greg (& Sr. Mgmt team) Survey resp. January 2010 External Grant Application policy - Mani December 2009 Page 258 of 293

259 Item 15.1 Page 259 of 293

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263 Item 15.2 REPORT TO COMMITTEE OF THE WHOLE DATE: Oct 7, 2009 REPORT NO.: ADM SUBMITTED BY: Gordon (Shorty) Smith Fire Chief FILE NO.: SUBJECT: Month end report for September INSPECTIONS: Current Month Total Year To Date In Service Business License 3 63 TOTAL INCIDENT REPORT: Current Month Total Year To Date Incidents See appendix for types TRAINING REPORT: Current Month Total Hours Year To Date Career Auxiliary Total Page 263 of 293

264 Item 15.2 Fire Department Committee of the Whole Page 2 of 2 Prevention: 2 Fie Extinguisher Demos Equipment: All equipment operated as expected All ground ladders were tested and passed Arial ladder non destructive testing completed Meetings: Senior staff meeting JH & Safety meeting Labour Management meeting Fire Underwriters meeting Proactive Solutions Officer Meeting Greg & Joe Coutts Other duties: 20 Burn Permits issued 26 City building alarms were received and processed. 5 Business building alarms were received and processed. 35 Fire alarm systems were tested. 8 General inquiries were dealt with. 22 Pager and radio tests conducted with other departments. 19 Public Works/Public Assist issues 16 Emergency dispatches of other fire departments. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Gordon (Shorty) Smith Fire Chief Page 264 of 293

265 Item 15.3 REPORT TO COMMITTEE OF THE WHOLE DATE: October 12, 2009 SUBMITTED BY: Brenda Ginter FILE NO.: Director of Corporate Administration FOR THE MONTH OF: September/October 2009 DEPARTMENTAL FOCUS The Department of Corporate Administration is responsible for preparation and preservation of the minutes, bylaws and other City records and ensures that all City actions such as Council proceedings, elections and land development are conducted in accordance with government legislation. REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH Tenders Request for Proposals - Architect Services for the Calvin Kruk Centre for the Arts. Thirteen bids were received and three firms were shortlisted for interviews with the Design and Review Committee. The results of the Architect RFQ will be reported once a successful bidder has been identified Request for Proposals Curbside Solid Waste Collection Operations October 19 th Request for Quotations Supply and Laundry Service Closed Oct 2 nd Boundary Extension Request - Pedersen/Kurjata The last report from staff at the Ministry of Community and Rural Development is they are now looking at an implementation date occurring later in the fall. A concrete timeline will be provided once the cabinet meeting scheduling is confirmed. City Parks Inventory The Deputy Director of Corporate Administration continues with an in depth inventory of all the City Parks. UBCM Conference Thanks to Tyra for the many hours spent on arrangements for Council and Staff to attend the recent UBCM Conference. It is quite an undertaking to juggle the many events available during this week-long conference. Page 265 of 293

266 Item 15.3 Report re: Corporate Administration COW Report Page 2 of 3 SPECIAL EVENTS/ACTIVITIES EnCana Events Centre Founders Suite - October 2, 2009 Lonestar as no requests were received, a draw was made from all City Departments and Public Works was the lucky winner. A draw was then held between all interested Public Works staff and the booth was won by Equipment Operator Doyle Bergeron. - October 20, 2009 Brooks and Dunn reserved for City marketing purposes - November 13, 2009 Matthew Good and Mother Mother no requests received - November 17, 2009 Alan Jackson Energy Conference draw - won by EnCana and given to the Dawson Creek and District Hospital Foundation - November 18, 2009 ZZ Top no requests received - November 23, 2009 Three Days Grace, The Used and Default no requests received - November 27, 2009 Rita MacNeil and The Men Of The Deeps one request received from the South Peace Hospice Society - December 6, Holiday Festival on Ice One request received from the Mile Zero Figure Skating Club - March 9, 2010 Billy Talent no requests received - April 13 18, 2010 Players Curling Championship no requests received As per City policy, the Corporate Administrator will continue to work with the Mayor (in the economic development role) to identify uses for the Suite. Suggestions from Council or the public for community groups to be awarded the use of the Founders Suite are welcome. STRATEGIC PRIORITIES / OPERATIONAL STRATEGIES 2009 Referendum The Referendum has taken priority over other administration department strategies this fall. Ministerial approval has been obtained for the loan authorization bylaw and the synopsis was presented to Council for approval at today s meeting. Ballots have been ordered and the first site visit was completed at EnCana Event Centre. An additional bus stop has been arranged for the front entrance of the EnCana Event Centre for November 21 st only. Election staff have been confirmed and will attend a training session on November 5 th. Notices of Other Voting will be posted at all voting places on October 22 nd, including City Hall (advanced voting), the EnCana Event Centre foyer and the mobile poll locations. These notices provide electors with necessary information regarding their eligibility to vote and basic information on the loan authorization bylaw. Paperless Council meetings Double sided copies saved to date - 12,776. Bylaw Review The Cemetery Bylaw revision is now complete. Administration is now working with Bylaw Enforcement to review the Animal Control Bylaw. Page 266 of 293

267 Item 15.3 Report re: Corporate Administration COW Report Page 3 of 3 Ongoing progress is being made on the Bylaw Register. Each bylaw, since the inception of the Village of Dawson Creek, is being reviewed. The purpose of each bylaw, the dates of all readings and adoption, and cross referencing to other bylaws they may amend or repeal is being registered into a searchable database. Once the database is complete, the bylaws will be categorized and searchable electronically and the files will be sorted and filed into cabinets according to their status (ie current/obsolete) making it easier to access current bylaws. This is a very time consuming process and staff are working on this register as time allows. It takes approximately one full 7 hour day to review and register approximately 150 bylaws. To date, just over 2400 of the 4038 bylaws have been entered into the Bylaw Register. Policy Review The Liability Claims Policy and the Reimbursement of Expenses Policy have completed the required 30 day review period and no responses were received. Any changes included in the revised policies will take effect on October 19, Policy Revisions in 2009 Council 10 Finance 5 Parks and Recreation 1 Public Works/Engineering 2 Total 18 BUDGET IMPLICATIONS 2010 budgets are currently being prepared for Administration and Legislative Services. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Brenda Ginter Director of Corporate Administration BG/cf Page 267 of 293

268 Item 15.4 REPORT TO COMMITTEE OF THE WHOLE DATE: October 14, 2009 SUBMITTED BY: FOR THE MONTH OF: Sharon Peterson Director of Corporate Excellence and Personnel Development September DEPARTMENTAL FOCUS The City of Dawson Creek strategic quality initiative PEACE XL Project supports the City s commitment for strategic approach to excellence, continuous improvement and promotes good management principles and practices across the organization. STRATEGIC PRIORITIES Organizational Improvements 1. 48% of 2009 individual performance appraisals have been started. The appraisals support continuous improvement and employee engagement that are key factors in organizations being innovative and thriving during economic down times. 2. Canadian Healthy Workplace Month - October 5 to November 1, 2009 The City of Dawson Creek was 1 of 15 Canadian cities chosen to receive 500 pedometers. Our role was to lead by example and encourage worksites with 30 or more employees to participate in the Workplace Walks promotion. Supporting Council s Healthy Workplace Agreement, the City registered in the national challenge. Recreation and Quality collaborated to develop 3 activities per week over the 4- week period. Weekly activities focus on the mind, body and work. The greatest uptake has been the "pedometer rollout" in Week 1. We are estimating 70-80% staff involvement. It has dramatically supported more coffee and lunch hour walks. There were also mind exercise challenges. The toughest, so far, seems to be the Week 2 "no coffee challenge". Week 2 activities include staff Lending Library announcement, which will help share existing resources. Week 3 logs quality family time and being active with a friend at work or home. We have a head start on the "give back" focus of Week 4. Food Bank bins have been set up at City Hall, Public Works, Arena, Pool, Fire Hall and Water Treatment Plant locations. Workgroups are challenging each other to exceed the 1 lb per person target. Week 4, celebrate staff who gives back to the community through volunteer work. Page 268 of 293

269 Item 15.4 Report re: Excellence COW Page 2 of 2 Education has played a key role in healthy workplace topics including - Flu education and prevention, stretching-walking, Senior s Park equip demo (bring a friend event) and weight training basics. CURRENT ACTIVITIES In addition to the healthy workplace education this fall; 2 leadership webinars were hosted in the quality training area, 2 Customer Service and 3 Working with Generation Y workshops have been conducted. Training options have included the "lunch & learn" format. There are requests to deliver the Customer Service package to external partners. Fall newsletters targeted: Recreation & Fire 2009 Work plans, innovations & interdepartmental cooperation on the Crescent Park Xeriscape garden, strategies for getting the most out of 2009 performance appraisals, golf tournament and the upcoming referendum. Leadership training planning is in full swing with our last major event for 2009 scheduled for November 24 th. The workshop will support good management principles, mentorship and coaching (both formal and informal), continuous learning, interdepartmental cooperation, creativity/innovation and attraction and retention of staff. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Sharon Peterson Director of Corporate Excellence and Personnel Development Page 269 of 293

270 Item 15.5 DATE: October 8, 2009 REPORT TO COMMITTEE OF THE WHOLE SUBMITTED BY: Janet Loiselle Deputy Chief Financial Officer FOR THE MONTH OF: September 2009 DEPARTMENTAL FOCUS The Finance Department manages the financial transactions for the City of Dawson Creek. The Community Charter assigns statutory responsibility to the Chief Financial Officer for this function. We ensure that all monies are received, bills are paid and reporting requirements fulfilled. Our goal is to provide accurate and timely information so that Council can make informed decisions. REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH Receivables Receivables are reported separately through the monthly receivables report. Utilities 23 final readings were completed in September, 9 new accounts were set up and 2 meters were replaced due to freezing. Earl compiled a listing of all residences (including owner contact information) north of 88 Ave and between 17 th St and 19A St for the Water Treatment Plant for the purpose of installing backflow devices at these properties in case of a pressure drop within the system. Scott Gourley from Public Works has been reallocated to utilities to assist with the backlog of line repairs including properties that we have not been able to take meter readings at due to damaged lines, broken registers or other components. 24 meter repairs have been completed for the month of September. Additional data sheets were completed on water reads, increase in services, and other trend information for assessing future efficiencies. The contest initiated to increase the number of pre-authorized payments has resulted in 55 new applications. This is a 26% increase over the original amount of participants. Taxes Tanya, our Tax Clerk, participated in a Tax Sale webinar hosted by GFOBC. This was a 3 part course that included Preparing for a Tax Sale, the Tax Sale and Post Tax Sale information. Each Page 270 of 293

271 Item 15.5 Report re: COW September 2009 Page 2 of 3 course was 1 hour in length. Tanya felt it was a valuable course and was a good refresher for her. The 2009 tax sale has been reported on separately. At September 30, 2009, 21 business licences are outstanding. The Bylaw Department has been visiting these businesses and reminding them they are outstanding. If not paid by the end of October, letters will be going out as well. Additional work was completed on budget data and tax rate analysis. Payables and Cemetery Kara, our Accounts Payable and Cemeteries Clerk reported a total of 8 burials in September. Payroll Karen, our Payroll Clerk, reported that 11 Records of Employment were completed for summer students and seasonal employees. Karen assisted Brenda in preparing documentation related to the number of City employees by department. Reception Donna continued assisting all departments with their day to day activities. Deputy CFO The IT department has been busy with regular day to day tasks however, the following is an overview of major project activity in the last three months: 1. Remove the Water Treatment Plant off PRIS internet and complete the VLAN changes for the water card vending speed. 2. Implement a new bridge device at the Fire Hall, so that the DDC staff can work with both City Hall and Fire Hall systems. 3. Implement wireless internet and the computer access lab for the Oil and Gas Conference at the multiplex. 4. Complete licensing for the Terminal Server for remote access by City Employees. Keith Gibson and David Tupper from the Municipal Insurance Association of BC visited with the Deputy CFO before heading out to Tumbler Ridge for the NCMOA conference. Tasks and duties in the Finance department are being rearranged to ensure that the tangible capital asset project is completed on time as it affects the year end financial statements. The Equipment Pool inventory was completed in September and a major portion of the land inventory has been cross referenced. A fixed asset ledger module has been installed and the entire City s inventory will be entered into the data base for future reporting. In the next two months a tangible capital asset policy will be brought forward for Council approval. The Deputy CFO continues to work on supporting all finance and other departmental staff on a daily basis. Page 271 of 293

272 Item 15.5 Report re: COW September 2009 Page 3 of 3 Chief Financial Officer The 2010 budget process has begun with budget worksheets being distributed to Department Managers at the beginning of October. The 2010 preliminary draft is based on the amounts included in the 2009 Financial Plan. Department managers will forward any changes to the Finance department by October 31, 2009 and the changes will then be consolidated into a second draft to determine funds available for capital. The process will be ongoing until assessment numbers are known. The City received 11 applications for community funding for 13 projects. The review process has begun and a report to Council will be brought forward next month. Work continues on Monthly budget reports, referendum information and other Strategic Priority projects. SPECIAL EVENTS/ACTIVITIES Some staff participated in hearing tests offered by the City. PUBLIC SERVED All property owners with respect to taxes and utility bills. All out of town water haulers with respect to purchasing water. All transit riders with respect to purchasing bus passes monthly. All building contractors with respect to building permits and other required permits. All lawyers and conveyancers with respect to property sales and purchases. All internal staff with respect to financial information. BUDGET IMPLICATIONS Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Janet Loiselle Deputy Chief Financial Officer /jl Page 272 of 293

273 Item 15.6 REPORT TO COMMITTEE OF THE WHOLE DATE: October 14, 2009 SUBMITTED BY: Kevin Henderson Director of Operations FOR THE MONTH OF: September 2009 DEPARTMENTAL FOCUS The Operations Department provides efficient and effective maintenance of all aspects of the City s infrastructure by focusing resources where they are most needed. The department also plans new capital Infrastructure Improvements as required. REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH Engineering Staff completed the inspection of the fire hydrants that were installed by the contractor as of October 10, City crews will finish off the 2009 fire hydrant program some time this month. Staff inspected the water and sewer connections in the new subdivision on 21 st Street installed by the developer. Staff met with the Sewer Contractor for the Sewer line replacement at the lane between 15 th Street and 16 th Street and south on Alaska Avenue. The project should start next week. Surveys were completed around the City on various drainage projects for the near future. Staff prepared and issued a tender for the upcoming sewer repairs in the Pinecrest Lane area. Bidding will closing on Oct. 16, 2009 Staff continues to respond to BC One Calls and map requests from outside clients. Public Works Crews have been kept busy with fall work programs as the City readies for the eventual arrival of winter. Some of the tasks over the last month have included scheduled sanitary flushing, repainting of bridges and guard rails in various locations, water valve repairs, ditching and pothole repairs. The City also took possession of a new wheel loader near the end of September; this loader replaces the 1997 wheel loader that was in the fleet. Page 273 of 293

274 Item 15.6 Report re: Engineering COW Page 2 of 2 Water and Environmental Peter Caputa, Watershed Steward for the City will be in attendance to introduce himself to Council and talk about what his role for the City is. Attached please find an update on the effluent reuse project, Urban Systems has provided us with a report on the progress of the project and next steps. SPECIAL EVENTS/ACTIVITIES N/A PUBLIC SERVED N/A BUDGET IMPLICATIONS N/A Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Kevin Henderson, AScT Director of Operations KH/cf Page 274 of 293

275 Item th Street, Fort St. John, BC V1J 3Z6 Telephone (250) Fax (250) MEMORANDUM date: October 9, 2009 to: Kevin Henderson, Director of Operations, City of Dawson Creek Rod Harmon, Water Resource Manager, City of Dawson Creek cc: Adam Greenwood, E.I.T., USL FSJ Rick Collins, P. Eng, USL, Kamloops Dr. Joanne Harkness, R.P.Bio, USL Kamloops Peter Gigliotti, P. Eng, USL Kelowna from: Jaime Adam, P. Eng, USL FSJ file #: subject: EFFLUENT RE-USE: PROJECT UPDATE (SEPTEMBER 2009) Hello Kevin and Rod, We are pleased to provide you with a project status update of the Effluent Re-Use Project up to the end of September Please note that all completed tasks identified in the August 2009 project update are not mentioned in this document. 1) Completed Tasks a) Effluent Re-Use Process Sketches USL submitted sketches to the City that provide a clear explanation of what is involved in this project and how it will be beneficial to the community. It is anticipated that these sketches will be useful as a tool to present to the Regional District, industry and the general public when explaining the concept of this project. USL welcomes comments relating to the quality and usefulness of these sketches. b) Treatment Technology Evaluation USL prepared a summary to the City of the eight treatment proposals that were received from various water and wastewater treatment suppliers. These proposals outlined the latest treatment technologies that can be used for this application in order to meet the assumed water quality needs for effluent re-use in Dawson Creek. Following the City s review, USL and the City had a conference call to address the City s questions and further define the preferred treatment technology. From this discussion it was determined that the City s preferred treatment technology is to pursue a Submerged Attached Growth Reactor (SAGR) in combination with a disc filter to achieve the desired water quality. This type of technology has been successful in similar CALGARY EDMONTON FORT ST. JOHN KAMLOOPS KELOWNA NELSON QUESNEL RICHMOND Page 275 of 293

276 Item 15.6 MEMORANDUM City of Dawson Creek Effluent Re-Use Project Update (August 2009) October 9, 2009 Page 2 of 4 applications in a northern climate. USL has contacted the supplier and has requested additional information before the treatment technology is selected. c) Site Selection of Treatment, Storage and Filling Station USL prepared a multi-account evaluation of the potential sites for the three components of this initiative. The City reviewed the location options and concluded that the west end of the float plane pond is the preferred location. There a numerous benefits to locating the facilities at the west end of the float plane landing strip, including good site accessibility, land compatibility, no land use agreements or purchase required, and the ability to provide non-potable service connections to the neighbouring sporting fields, rodeo grounds, public works yard and the adjacent commercial area. It is recommended that the City discuss this proposed location with airport staff to ensure it is not in violation with airport landing regulations before this site is selected for this initiative. 2) Current Tasks a) Process Feasibility and Selection Report USL is preparing a report that outlines the feasibility of treating the City s effluent to a quality where it may be re-used in a variety of non-potable applications, as well as the oil and gas industry. This report will provide the City with all the cost implications of this initiative and may also be used as a resource for any future infrastructure grant programs. It should be noted that the final selection of the treatment technology is still being reviewed and, therefore, the information presented in this report should be used as a guide until such time as the water quality requirements and associated treatment requirements for this initiative have been finalized. b) Cost Implications for Effluent Re-Use Since the preferred treatment technology and locations has been identified, USL is developing a cost estimate in order to determine the minimum volumetric cost requirement to make this project viable. This will include reviewing capital and operating costs as well as the demand for non-potable water and presenting a business case to ensure this project is financially feasible. The findings of the business case will be included in the process feasibility and selection report. CALGARY EDMONTON FORT ST. JOHN KAMLOOPS KELOWNA NELSON QUESNEL RICHMOND Page 276 of 293

277 Item 15.6 MEMORANDUM City of Dawson Creek Effluent Re-Use Project Update (August 2009) October 9, 2009 Page 3 of 4 c) SAGR Technology USL has submitted a number of outstanding questions relating to the SAGR treatment technology to the supplier. The additional information requested will enable the City to make a more educated decision relating to the ability of this technology to achieve the desired water quality. Once the supplier addresses these questions we will forward on all relevant data to the City for their review. d) Lawlist Trigger and Regulatory Pathway and Requirements Update Earlier in September, the City indicated the preference for Urban Systems Ltd. to undertake the law list trigger and regulatory components of this project. A schedule for the activities has been developed and submitted to the City. The timeline for the activities is tight and does not provide a large degree of flexibility in the case of problems which may be encountered during the completion of the tasks. The strategy and action plan is being developed and will be forwarded to the City, once the draft is complete. 3) Upcoming Tasks a) Pilot Preferred Treatment Technology The preferred treatment technology underwent a pilot in Manitoba. The information received from this pilot may provide sufficient information for the City s effluent reuse project and, therefore, further pilot studies may not be required for the City of Dawson Creek. The piloting requirements for this initiative will be reviewed with the governing bodies. b) Submit Process Feasibility and Selection Report to MoE USL will submit the process feasibility and selection report to the MoE once the City has provided their comments. USL will also prepare a letter that outlines the project schedule with a list of milestones for MoE s records. Jaime Adam, P.Eng, will meet monthly with MoE to ensure that they have received all the necessary information in order to make an informed decision about this project in a timely fashion. c) Detailed Design Once the City has reviewed the implications of establishing an effluent re-use process in Dawson Creek, it is anticipated that they will provide direction as to whether or not this initiative will be pursued. Should the City decide to pursue this project, USL is prepared to work with the City to develop a design and construction schedule to meet their goals. It should be noted that the CALGARY EDMONTON FORT ST. JOHN KAMLOOPS KELOWNA NELSON QUESNEL RICHMOND Page 277 of 293

278 Item 15.6 MEMORANDUM City of Dawson Creek Effluent Re-Use Project Update (August 2009) October 9, 2009 Page 4 of 4 success of this project relies heavily on the input from the governing bodies and stakeholders, which is currently being reviewed by USL (Law List Triggers and Regulatory Pathway and Requirements). The City should be aware that without the consent of these entities, this project runs the risk of not being successful. Thanks to staff for all their help and collaboration; we will continue with the activities as listed in the schedule. If you have any questions please do not hesitate to contact us at your convenience. Best regards, URBAN SYSTEMS LTD. Adam Greenwood, E.I.T. Water Resource Engineer Jaime Adam, P.Eng. Project Engineer /atg U:\Projects_FSJ\0714\0087\04\C-Correspondence\ Memo-re Project Update (september).doc CALGARY EDMONTON FORT ST. JOHN KAMLOOPS KELOWNA NELSON QUESNEL RICHMOND Page 278 of 293

279 Item 15.7 DATE: October 9, 2009 REPORT TO COMMITTEE OF THE WHOLE SUBMITTED BY: Barry Reynard Director of Parks and Recreation FOR THE MONTH OF: September 2009 DEPARTMENTAL FOCUS The aim of the Parks and Recreation Department is to contribute to the personal well being and quality of life for the citizens of Dawson Creek. REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH Memorial and Kin Arena Both facilities now have ice in and the regular season is well under way. The last summer maintenance job completed was the Kin Arena ceiling painting. This year we have one ice logo purchased by Everest Transportation as well as our City logos placed on the ice surface. There will be a review of available ice from August to October and plans to fill the ice for the 2010 season. We are looking at ideas to implement more recreational based programs to promote community members to join the ice sports. Some suggestions have been competitive ladies drop-in hockey, recreational hockey rentals, or female hockey development programs. Kenn Borek Aquatic Centre The Aquatic Centre was shut down for maintenance from September 6-20 (9 days maintenance). We have replaced tile and cleaned the facility, as well as replaced heat exchangers. The new heat exchangers will be more efficient, smaller, and made of titanium, and will be installed by the end of October in the Tots Pool, Leisure Pool and Main Pool. Fall programs are well underway. Many new fitness programs have been implemented including parent and tot classes and new mom fitness. All programs are well received. We are preparing for our next attendance milestone of 250,000 patrons, which we estimate will occur in November. Page 279 of 293

280 Item 15.7 Report re: Parks & Rec Report to Committee of the Whole Page 2 of 5 EnCana Event Centre Walking Track The walking track has reopened. There are many events at the EnCana Event Centre as well as some steel construction that will have the walking path closed for some days in October and November. Recreation Department On September 10, the department hosted the Annual Fall Community Registration at the Kenn Borek Aquatic Centre. Surprisingly, registration was lower this year with thirteen (13) community groups participating. There were 15 online registrations for the month of September The majority of the 2009 Fall Programs started in September and included the Adult Recreational Volleyball League. Twenty-five teams are registered this season for ladies and thirty teams in the Co-ed League. One Parks and Recreation staff participated in the Linking Planning and Health networking workshop that was hosted by Northern Health, Smart Growth BC, Smart Planning for Communities, Measuring Up The North, BC Healthy Communities and the BC Recreation and Parks Association (BEAT initiative) on September 10, Parks and Recreation partnered with Hockey Canada, BC Hockey and Dawson Creek Minor Hockey Association in providing a Female Hockey Development Weekend on September th. The ESSO Fun day had twenty-two female registrants (22), the Coach development workshop had four (4) registrations, and the two skills camps had forty-nine (49) female registrants. A second session for ESSO Fun Days Ladies Hockey has been planned for Monday nights in November, and a third session is expected to occur in January. Parks The Parks department consisted of seven full time and eleven seasonal staff during this period. Regular pickup and disposal of waste from baskets in the downtown core. Bus shelters and benches were maintained. Cemetery grounds maintenance at Brookside and City Cemetery. Staff performed 2 body burials and 7 inurnments of cremated remains. Tree inspection and maintenance including responding to complaints and the removal of dead and hazardous trees. Maintenance of four ball facilities at Harry Morrow and five minor ball facilities including grooming infields, turf maintenance and general maintenance. Began fall maintenance program. Maintenance of the Paul Loiselle Soccer facility including cutting, trimming, aeration, fertilization and topdressing. Maintenance of irrigation systems. Started winterization program. City facility grounds maintenance including City Hall, NAR, Library, KB Aquatic Centre and EnCana Events Centre. Page 280 of 293

281 Item 15.7 Report re: Parks & Rec Report to Committee of the Whole Page 3 of 5 Playground inspection and maintenance. Regular pickup of recyclable materials from six City facilities. Regular removal of compostable material from Compost Drop off site. Litter control in parks, along trail and at outdoor sport facilities. SPECIAL EVENTS/ACTIVITIES The department organized the 29 th Annual Terry Fox Run on September 13, The day was successful and the weather was fantastic. Overall, the department was pleased with the Be Active, Be Healthy Day Expo in collaboration with Gridiron Fitness on September 16, Approximately a dozen organizations were present for the event. One of the main highlights of the event was that it attracted several physical education classes from Central Middle School, South Peace Secondary School and Notre Dame Elementary. The department had three birthday party bookings for the month of September. Completed Capital project in Crescent Park. (Xeriscape bed consisting of perennials, shrubs and trees. PUBLIC SERVED EnCana Event Centre Walking Track January 3291 February 3708 March 2549 April 658 (closed 13 days) May 455 (closed 7 days) June 275 July 190 August 133 September 196 (closed 14 days) October 1118 November 1653 December 1595 TOTAL ,455 Page 281 of 293

282 Item 15.7 Report re: Parks & Rec Report to Committee of the Whole Page 4 of 5 Kenn Borek Aquatic Centre C Pool TOTAL ATTENDANCE January 4,120 11,068 9,914 February 4,214 10,569 11,416 March 5,279 11,982 13,334 April 5,028 13,176 10,865 May 7,193 10,876 9,781 June 6,857 10,387 10,077 July 6,379 9,269 9,861 August 4,438 8,924 9,281 KBAC 2007 September 5, ,543 October 10,204 8,878 0 November 10,279 8,710 0 December 8,096 8,502 0 KBAC Attendance ONLY (no C. Pool) Courses 5,349 23,913 19,569 Drop In 23,848 57,104 47,118 Scans (PC / Pass) 7,091 26,472 20,284 Rentals 731 5,255 2,101 totals 37, ,744 89, Courses 14% 21% 22% Drop In 64% 51% 53% Scans (PC / Pass) 19% 23% 23% Rentals 2% 5% 2% RUNNING TOTAL 238,835 Page 282 of 293

283 Item 15.7 Report re: Parks & Rec Report to Committee of the Whole Page 5 of 5 Parks Outdoor recreational use was available at sport field facilities, tennis courts, skate park, playgrounds and trails. Parks facilities were kept clean and safe. Sport fields for competitive use were maintained and kept to safe standards. Cemetery service was provided. Compost Drop Off site was kept clean and accessible for use. Bus Shelters were kept clean and in a safe condition. BUDGET IMPLICATIONS At present time there are no budget implications. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Barry Reynard Director of Parks & Recreation Page 283 of 293

284 Item 15.8 REPORT TO COMMITTEE OF THE WHOLE DATE: October 14, 2009 SUBMITTED BY: Emanuel Machado Director of Corporate Planning FOR THE MONTH OF: September 2009 DEPARTMENTAL FOCUS To support and monitor community development and regulatory services by providing the best possible service to our internal and external customers. REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH Business Licenses: NEW BUSINESS LICENSES ISSUED NEW OILFIELD RELATED BUSINESSES TOTAL BUSINESS LICENSES ISSUED MONTH NUMBER REVENUE MONTH YEAR NUMBER JANUARY 39 $4, JANUARY ,067 FEBRUARY 20 1, FEBRUARY ,050 MARCH 20 2, MARCH ,001 APRIL 16 1, APRIL MAY 20 2, MAY JUNE 35 4, JUNE JULY 14 1, JULY 1 2 AUGUST 22 1, AUGUST 1 1 SEPTEMBER 16 1, SEPTEMBER 2 0 OCTOBER OCTOBER 0 NOVEMBER NOVEMBER 0 DECEMBER DECEMBER 0 TOTAL 202 $21, TOTAL Page 284 of 293

285 Item 15.8 Report re: Corporate Planning Committee of the Whole - September 2009 Building Department: BUILDING PERMITS ISSUED TO ADDRESS TYPE OF BUILDING TOTAL PERMIT VALUE Richard Zachary Ave. Deck $ 1, $ DM Shopping Centres Inc St. Renovation 850, , Wayne Forseth Ave. Duplex 290, , Jarrett Berg Contracting Ave. SFD 164, , Jarrett Berg Contracting Ave. SFD 164, , Werner Schmakeit Ave. Greenhouse 4, Dorman Poole Turgeon Dr. SFD 325, , Tyrone Watson / Danielle St. Foundation 8, Umback HJB Manufacturing Ltd Ave. Fabrication Shop 350, , Greg Dobrowolski Ave. Sundeck 2, Allen Beamer Ave. Garage 25, Dwayne Sparkes Ave. Deck 5, Margo Heighton Ave. Addition 5, Zwick s Plumbing & Ave. Cold Storage 30, Heating Ltd Rod Harmon Ave. Addition 21, Hal Hobenshield Ave. Garage 10, C Chandler Contracting Ave. SFD 214, , C Chandler Contracting Ave. SFD 214, , C Chandler Contracting Ave. SFD 214, , Zoel & Jennifer Dufort St. Woodstove 2, S R J Holdings Ltd Ave. Interior Wall Renovation 10, TOTAL $ 2,911, $ 20, No Permits Issued (SEPTEMBER 09) 21 $ 2,911, $ 882, Permits Issued to date 88 26,834, ,242, Permits Tax Exempt (SEPTEMBER 09) Permits Tax Exempt to date 2 1,005, , Taxable Permits (SEPTEMBER 09) 21 2,911, , Taxable Permits to date 86 25,829, ,890, Page 285 of 293

286 Item 15.8 Report re: Corporate Planning Committee of the Whole - September 2009 PERMIT FEES FOR SEPTEMBER 09 - $ 20, FEES TO DATE - $ 175, TOTAL NEW DWELLING UNITS - 75 SFD 23 Duplex (4) 8 Triplex (1) 3 Eightplex (2) 16 Apartment 25 Elders Lodge (25) Corporate Planning/Development Services: Year to Date 2008 TOTALS Development Permits Variance Permits 1 1 Temporary Industrial Use Permits 1 1 OCP/Zoning Amendments Bylaw Enforcement: BYLAW COMPLIANCE NOTICES ISSUED PARKING TICKETS MONTH NUMBER MONTH NUMBER REVENUE JANUARY 52 WATER JANUARY 80 $ FEBRUARY 8 CONSERVATION FEBRUARY MARCH 187 PERMITS MARCH APRIL APRIL MAY 85 MAY JUNE 332 WATER JUNE 43 1, JULY 137 CONSERVATION JULY AUGUST 77 WARNINGS AUGUST SEPTEMBER SEPTEMBER OCTOBER OCTOBER NOVEMBER NOVEMBER DECEMBER DECEMBER TOTAL 979 TOTAL 458 $ 5, TOTAL NOTICES ISSUED , TOTAL PARKING TICKETS $ 7, $ 5, $ 4, Page 286 of 293

287 Item 15.8 Report re: Corporate Planning Committee of the Whole - September 2009 MUNICIPAL TICKETS ISSUED YEAR TO DATE: 8 COMPLAINTS RECEIVED YEAR TO DATE: 414 Planning: Official Community Plan (OCP) Affordable Housing Strategy Development Services This was the first year of implementation of the new Water Conservation Bylaw. I am pleased to report that our education program appears to be working well. The Bylaw Department issued only 18 warnings and recorded only a handful of complaints from residents. Thirty permits were issued for a fee of $50.00 each. There were over 497 official notices to cut tall grass and weeds following two City wide patrols. I am pleased to report that only 39 properties (some cut twice) were referred to the private contractor to cut. Twenty-five properties were cleaned up by residents after being declared unsightly. Only one vacant property was referred to the private contractor for clean-up. Bylaw Enforcement continues to focus on enforcement of handicapped parking, yellow curb zones and parking against flow. We will be commencing our campaign for removal of all trailers from streets to aid with snow removal. The SPCA has a new manager and Animal Control Officer. The new manager brings with her innovative ideas on how to improve their operation. They continue to keep the lines of communication open and work in concert with bylaw enforcement if necessary. Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Emanuel Machado Director of Corporate Planning EM/ak Page 287 of 293

288 Item 15.9 REPORT TO COMMITTEE OF THE WHOLE DATE: October 13, 2009 SUBMITTED BY: FOR THE MONTH OF: Ian Darling A.A.E. Airport General Manager JULY - OCTOBER DEPARTMENTAL FOCUS Dawson Creek Regional Airport s focus is to provide a SAFE and SECURE airport for the citizens of Dawson Creek, corporate, medivac and general aviation and particularly the travelling public. REGULAR MONTHLY/SEASONAL ACTIVITIES Spring and summer operations were relatively quiet with no significant problems. We are now gearing up for winter operations. Indications are that we will have a warmer winter; however, that usually means more snow and freezing rain. We are going to proceed on that premise. The Float Plane Base has a serious weed problem now. Dumping the water from the land farming pond into the float plane base over the past couple of years has given the weeds a new life and very vigorous growth. We must look seriously at performing weed control if we want to keep a safe float plane base. One estimate received is $98, I think that the cost would be somewhere in the $70,000 to $90,000 if we go to tender. As well the docks still require replacement and the berm is a work in progress. Councillor Belak asked that I provide the landing stats for the float plane base. Below is a chart showing the stats for the past 4 years including 2009 to date. Year Usage TOTAL 263 None of these landings generate revenue. Our AWOS (Automated Weather System) is operational and providing essential data to the pilots. A minor problem has been identified regarding aircraft performing run-up on the apron. It appears some are pointing their prop wash at the Weather station thus spreading dust and Page 288 of 293

289 Item 15.9 Report re: Airport COW Page 2 of 3 debris over the sensors. Staff and I will have to be diligent at informing pilots to refrain from doing that in certain spots on the apron. Staff and I have just completed Human Factors training as a requirement for the ongoing Safety Management System implementation. The one Capital Project that the airport received funding for, installation of an electric gate on 1 st street entrance, is complete at a cost of $22, of the $25, approved funding. A new airline has begun service to Dawson Creek. Swanberg Air has started regular scheduled service with their 19 seat Jet Stream turbo prop aircraft. Schedule attached. We now have good connections to Calgary. It is up to the travelling public to use the service and hopefully connections to other destinations will open up. If we don t use it we lose it. I have finally been able to make contact with the NAV Canada representative regarding the purchase of the NAV Canada Tower. He has since sent a corrected version of the proposed agreement and it has been forwarded to the Director of Corporate Administration who has sent it to our Lawyer for opinion. The restaurant is up and running and providing excellent food and service. They have just received their liquor licence which will help in attracting customers. SPECIAL EVENTS/ACTIVITIES No special events have been planned for this period PUBLIC SERVED Passenger movements to date Jan to Sept. Last Year Dif +/ - % 9,631 11,358-1, Aircraft movements fro the year to date. Jan to Sept. Last Year Dif +/- % 5,754 5, Our statistics fare better than most other airports. With the coming winter season and hopefully start up activity in all sectors will see a pushing back to normal numbers. Garry Bratt attended the Snow action plan meeting with Peace River flight services on October 5 th. It is a requirement that we have this meeting to discuss upcoming winter operations and to discuss general operations. It is interesting to note that the flight service station manager was impressed with the efficiency of which the staff performs their duties through the year with very little negative feed back. Page 289 of 293

290 Item 15.9 Report re: Airport COW Page 3 of 3 Respectfully submitted, ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO/DCAO Ian Darling A.A.E. Airport General Manager Page 290 of 293

291 Item 15.9 "'City.. DdW80J! Creel:: 8RITISHCOLUM81A "...c.., 4"'-- MEMO TO: Ian Darling, Airport Manager DATE: October 8,2009 FROM: SUBJECT: Amy Kaempf, Airport Clerk 2009 Aircraft Movements and Passenger Statistics 2009 AIRCRAFT MOVEMENTS MONTH JANUARY FEBRUARY MARCH APRil MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER LOCAL SCHEDULED ITINERANT TOTALS 1, ,852 5, , ,447 Page 291 of 293

292 Item 15.9 Memo re: 2009 Aircraft Movements and Passenger Statistics Page2of PASSENGER STATISTICS MONTH TOTAL 2008 jan UARY 1, 154 1,364 FEBRUARY 1,133 1,424 MARCH 1,146 1,322 APRIL 1,054 1,230 MAY 882 1,21 3 1,124 1,188 Enplaned -513 Deplaned -~ Total ,233 AUGUST Enplaned -510 Deplaned -2!Z 1,1 76 Total 1,027 Enplaned -547 SEPTEMBER Deplaned -~ 1,208 Total 1,113 OCTOBER,411 NOVEMBER 1,186 1,211 TOTAL 15,166 '07 '06 '05 '04 8,808 10,981 15,229 16,676 '03 17,107 '02 11,994 '01 16,708 Total Annual Passenger Stats '00 17,465 '97 20,515 '99 20,799 '96 29,715 '98 22,277 '95 34,158 Respectfully submitted, Amy Kaempf Airport Clerk /ak U:'.A.IRPOR1\2009 AIRCRAFT & PASSENGER STATS\Seotember.doc 1 Page 292 of 293

293 Item 15.9 For more information, please contact: Reservations & Customer Care Page 293 of 293