Marketing Plan Nanaimo Canada

Destination Development and Marketing Plan for Nanaimo
KNOWLEDGE BEYOND NUMBERS
October 17, 2005

PREPARED BY:
IN ASSOCIATION WITH:
CHARTERED ACCOUNTANTS & BUSINESS ADVISORS

1385, 200 Granville Street, Vancouver, BC V6C 1S4
PH. (604) 685-8408 FAX (604) 685-8594 www.mnp.ca.
ACKNOWLEDGEMENTS
WE WISH TO ACKNOWLEDGE THE VALUABLE CONTRIBUTION OF ALL THOSE WHO PARTICIPATED IN THE RESEARCH THAT
HAS LED TO THE FORMATION OF THIS PLAN.
WE THANK THE CITY OF NANAIMO AND THE MEMBERS OF THE DESTINATION DEVELOPMENT AND MARKETING PLAN
STEERING COMMITTEE FOR PROVIDING US THE OPPORTUNITY TO ASSIST THE NANAIMO COMMUNITY WITH THIS
IMPORTANT PROJECT, AND FOR THEIR VALUABLE DIRECTION AND ASSISTANCE IN THE DEVELOPMENT OF THE PLAN.
WE ALSO WISH TO THANK THE FOLLOWING PERSONS WE INTERVIEWED AND THOSE WHO PARTICIPATED IN OUR FOCUS
GROUP SESSIONS.
INTERNAL STAKEHOLDER INTERVIEWEES:
BRUCE BARNARD, PAINTED TURTLE GUEST HOUSE

VOLKER GRADY, COAST BASTION INN
IAN HALL, NANAIMO DIVE ASSOCIATION
GEORGE HANSON, DOWNTOWN NANAIMO PARTNERSHIP
TOM HICKEY, NANAIMO PARKS, RECREATION, AND CULTURE
DONNA HILL, ISLAND DISCOVERY TOURS
DAVE ILYN, BUCCANEER INN
BRONWYN JENKINS-DEAS, MALASPINA UNIVERSITY COLLEGE
CAMELA TANG, CENTRE FOR THE ARTS
SANDRA THOMPSON, PORT THEATRE
DEB TRUEMAN, NANAIMO DISTRICT MUSEUM
JEFF WOLFF, MARRIOTT HOTELS AND RESORTS
EXTERNAL STAKEHOLDER INTERVIEWEES AND FOCUS GROUP PARTICIPANTS:
SHELDON EGGAN, CHARTER BUS LINES

BARRY GEE, BC BIOTECH ASSOCIATION
MARYLOU HARRIGAN, CONFERENCE CONSULTANT
STAN HILL, WESTIN BAYSHORE HOTEL AND RESORT
VANJIE JOHNSON, BC ASSOCIATION OF OPTOMETRISTS
BROCK MACDONALD, RECYCLING COUNCIL OF BC
ANNE MACKENZIE, FAIRMONT HOTEL VANCOUVER
BILL MCKAY, HARBOURLYNX
NORMA MILLER, BC REAL ESTATE ASSOCIATION
MEREDITH MOLL, HARBOUR AIR
DAVE PETRYK, TAVI
ANNE PHILLEY, BC LODGING AND CAMPGROUNDS ASSOCIATION
DIANA PREOLEASA, REZREZ
CARLA RICH, WESTCOAST SIGHTSEEING
CRAIG RUNSBY, FAIRMONT WATERFRONT CENTRE HOTEL
BRIAN VEITCH, GRAY LINE VANCOUVER
BOB WICK, WESTERN TURFGRASS ASSOCIATION
DARIA WOJNARSKI, REAL ESTATE INSTITUTE OF BC

TABLE OF CONTENTS
PAGE
EXECUTIVE SUMMARY .............................................................................................. 1

I. INTRODUCTION ................................................................................................... 4
II. METHODOLOGY .................................................................................................. 5
A. INFRASTRUCTURE INVENTORY AND ASSESSMENT ................................................ 5
B. RESEARCH ON PERCEPTIONS ................................................................................. 5
III. CURRENT STATE ................................................................................................. 6
A. PHYSICAL INFRASTRUCTURE AND TOURISM ASSETS ............................................ 6
B. PERCEPTIONS OF NANAIMO................................................................................. 14
C. EXISTING MARKETS ............................................................................................ 17
D. MARKETING MECHANISMS AND STRATEGIES ..................................................... 17
IV. INFRASTRUCTURE DEVELOPMENT OPPORTUNITIES.......................... 19
A. ACCOMMODATION .............................................................................................. 19
B. CONVENTION AND PUBLIC ASSEMBLY FACILITIES.............................................. 20
C. TRANSPORTATION ............................................................................................... 20
D. ATTRACTIONS ..................................................................................................... 21
E. DOWNTOWN CORE AREA ENHANCEMENT .......................................................... 22
V. CONCEPTUAL VISION AND BRANDING CONCEPTS............................... 23
A. VISION ................................................................................................................ 23
B. BRANDING CONCEPTS ......................................................................................... 24
VI. TARGET MARKETS ........................................................................................... 26
A. TARGET VISITOR GROUPS ................................................................................... 26
B. TOURISM INDUSTRY PROFESSIONALS ................................................................. 27
C. EXPANSION OF TARGET GROUPS......................................................................... 28
VII. DEVELOPMENT OF TOURISM INFRASTRUCTURE ................................. 29
A. MILESTONE ACHIEVEMENTS ............................................................................... 29
B. ISSUES RELATING TO FEASIBILITY ...................................................................... 31
C. GOVERNANCE STRUCTURE ................................................................................. 32
VIII. MARKETING APPROACHES ........................................................................... 37
A. YEAR 1 – 2006 ................................................................................................... 37
B. YEAR 2 – 2007 ................................................................................................... 40
C. YEAR 3 (2008) AND BEYOND .............................................................................. 42
IX. IMPLEMENTATION PLAN ............................................................................... 45
A. ACTION PLAN ..................................................................................................... 45
B. SUMMARY OF SIGNIFICANT BUDGET ITEMS ........................................................ 49
C. EXISTING AND POTENTIAL DESTINATION DEVELOPMENT FUNDING ................... 50
X. PERFORMANCE FRAMEWORK ..................................................................... 51
A. PURPOSE ............................................................................................................. 51
B. RATINGS ............................................................................................................. 51
C. PROBABILITY OF SUCCESSFUL IMPLEMENTATION ............................................... 55
D. RESULTS ............................................................................................................. 55
E. GAP ANALYSIS.................................................................................................... 56
F. ACTIONS TO ADDRESS GAPS ............................................................................... 56
XI. APPENDICES........................................................................................................ 57
APPENDIX A – NANAIMO DESTINATION STUDY - DATA ........................................... 57
APPENDIX B – INTERNAL AND EXTERNAL STAKEHOLDER LIST ................................ 71
APPENDIX C – QUALITATIVE RESEARCH REPORT..................................................... 72

EXECUTIVE SUMMARY
This report presents a visionary yet pragmatic Destination Development and Marketing Plan for
Nanaimo.
By developing an inventory of Nanaimo’s visitor/tourism assets and comparing with two other BC
destinations, the report identifies opportunities for Nanaimo’s enhancement of assets in:
accommodation; convention and public assembly facilities; transportation services; attractions;
and downtown core area development.
The vision of Nanaimo’s future expressed in this plan is a relatively concentrated downtown core
area with attractions and accommodations within easy walking distance through pedestrian-
friendly, attractive streets. Fostering the creation of this downtown destination core is critical to
the success of the New Nanaimo Centre, which is a cornerstone of Nanaimo’s tourism growth
strategy.
A great amount of work is needed to move Nanaimo ahead towards achieving its aspiring vision
by 2015.
Recommendations contained in this report include:
Infrastructure development
accommodation sector expansion and enhancement, providing product that has the
potential for increasing the length of stay in Nanaimo;
strategies to encourage new accommodation development;
further exploration of the potential for a modern arena/multiplex facility;
exploration of all avenues to increase air accessibility from additional source markets;
creation of an iconic waterfront festival marketplace, or a specialty food manufacturing
facility;
continuation of the downtown core area enhancement program;
streetscape improvements to the main commercial corridor through the downtown area
(Terminal Avenue);
implementation of zoning and land-use on Terminal Avenue with a focus on creating the
opportunity for tourism commercial and supportive retail that would link the improved
downtown areas to the east (waterfront) and west (the Old City Quarter) areas;
improved pedestrian linkages throughout the core area and the identification of potential
sites for the development of attractions, retail, a multiplex centre and accommodation.
assessment of opportunities for in-fill development of multi-family recreational
accommodation development (strata-hotel, timeshare and retirement residential).
Target markets
residents of the GVRD and Victoria;
tourism industry professionals in Vancouver and Victoria;
later expansion to other near-in locations, such as the Pacific Northwest and other parts
of Canada.

Page 1
Marketing initiatives
targeted marketing focused in the near-in markets of the BC Lower Mainland and Victoria
to begin, expanding outwards in future years;
ongoing market research to refine the vision and test the effectiveness of various
marketing channels, and a measurement program to establish a baseline of target market
awareness, relevance and behaviour and comparisons with the baseline going forward;
a brand strategy that establishes a distinctive strategic position for Nanaimo as a city, a
community and travel destination in the competitive Vancouver Island/British Columbia
marketplace;
a strong domestic stakeholder communication program to build local understanding and
support for the vision;
continued external tourism marketing initiatives as led by Tourism Nanaimo, at a
moderate level in 2006, supporting the destination development vision and Nanaimo
brand;
a brand marketing initiative in 2007 to establish the Nanaimo brand and brand promise;
a branded online presence with robust marketing capability;
marketing in partnership with travel partners such as BC Ferries, Harbour Air,
HarbourLynx, and bodies such as Tourism Association of Vancouver Island, Tourism
British Columbia with messages that focus on Nanaimo.
Governance for action

an appropriate body capable of not only marketing Nanaimo as a destination, but also to
be the vehicle for developing specific destination amenities and community improvement
designed to create destination appeal – a bold step forward that will create the capacity
for sustained action – the establishment of a “Nanaimo Destination Development
Authority”;
a business model for the Authority, as follows:
Strategic Establish the Nanaimo Destination Development Authority; appoint Board of Directors; design organization;
Management prepare initial business plan; appoint management and staff; maintain the vision; monitor performance;
maintain inter-governmental relations
Resource Manage information, procedures, facilities, finance and administration, human resources and
Management continuously improve management processes
Project planning and Asset management Destination marketing

Business
development
Operations
• New Nanaimo Centre • Capital financing • Domestic stakeholder

development • Partnership agreements communications
• Festival market • New Nanaimo Centre • Online development and
development operations operations
Key Activities • Downtown revitalization • Festival market operations • Brand marketing
• Transportation development • Partnership marketing
• Other public assembly • Visitor Information Centre
facilities • Targeted marketing
• Accommodation strategy • Research and measurement
• Residential strategy

Page 2
This plan envisages a Spring 2007 launch of Nanaimo’s new destination development and
tourism marketing program, including the opening of a branded Visitor Information Centre in
downtown Nanaimo, formal initiation of the Destination Development Authority, roll-out of
extensive downtown signage, banner and outdoor advertising, and a new branded campaign
website.
The report includes an implementation plan, and a performance framework for assessing the
probability of achieving the vision and the extent of incremental effects detectable.
The estimated costs identified in the plan are reasonably within the bounds of available funding, if
some additional top-up funding from other sources (e.g. provincial and/or federal government) is
made available.

Page 3
I. INTRODUCTION
This report has been prepared to produce a visionary while pragmatic Destination Development
and Marketing Plan for Nanaimo.
Through consultation with Nanaimo’s internal stakeholders, tourism industry professionals and
the general public, and research of Nanaimo’s tourism assets, the report presents:
a review of current tourism plant, products and marketing;
identification of opportunities for infrastructure and product development;
a conceptual vision of Nanaimo as a travel destination in 2015 and preliminary branding
characteristics;
identification of target markets;
identification of the best opportunities for infrastructure development;
recommended marketing approaches;
an implementation plan presenting timelines, key initiatives and actions, responsibility
and budget requirements; and
a performance framework for assessing the probability of achieving Nanaimo’s
destination development vision and the extent of incremental effects detectable.

Page 4
II. METHODOLOGY
Our methodology in the first part of the project was focused on research and assessment of
findings, concluding with identifying the opportunities for Nanaimo’s destination development and
marketing. The main areas of research were to develop an inventory of Nanaimo’s tourism
assets, assess the extent and quality of the assets in comparison with two other destinations, and
to gather perceptions about Nanaimo as a travel destination from tourism stakeholders and the
general public in BC.
A. Infrastructure Inventory and Assessment

As a baseline for the plan, an inventory of Nanaimo’s current tourism assets was
completed. The inventory includes:
lodging facilities;
attractions;
tours;
recreational activities;
public assembly facilities; and
transportation links.
To assess the inventory of tourism assets for completeness, quality and relevance,
Nanaimo’s inventory was compared with those of two other tourism destinations – Kelowna
and Kamloops. The comparative destinations were chosen based on similar general
characteristics to Nanaimo, and on the basis of being at similar or more advanced stages of
development as tourism destination markets.
B. Research on Perceptions
In order to gain insight on how the City of Nanaimo is perceived, an in-depth study was
completed involving several groups. The study included: detailed phone interviews with
twelve internal stakeholders identified by the City of Nanaimo, three focus group sessions
involving members of the tourism industry and conference planners and a thorough
quantitative survey of 400 British Columbia residents from both Vancouver Island and the
mainland (error +/- 5%).
Our research was undertaken to explore:

existing perceptions of Nanaimo as a tourist destination;
perceived or real barriers to travel to Nanaimo;
Nanaimo’s key strengths and assets as a tourist destination;
travelers’ patterns and preferences;
opportunities to enhance Nanaimo’s offering; and
compelling brand characteristics.
Based on the findings of the research and analysis, we have established a conceptual
vision for Nanaimo’s destination development. We have then focused on the best choices
among opportunities and implementation planning.

Page 5
III. CURRENT STATE
A. Physical Infrastructure and Tourism Assets

1. Inventory
An inventory of Nanaimo’s tourism assets was completed in order to:
assess the current foundation of tourism assets; and
compare with other cities at various stages of their tourism development.
Please note that unless otherwise indicated, the sources of information in the tables and text
are multiple secondary sources accessed during the course of PricewaterhouseCoopers
research.
Accommodation – Nanaimo - Hotels/Motels

Hotels/Motels
Name Rate Rooms
Bluebird Motel <$60 29
Nanaimo offers 19 hotels and Castaway Motel <$60 24
motels with rack rates ranging Departure Bay Motel <$60 21
Diplomat Motel <$60 18
from less than $60 up to $150. It Harbour Light Motel <$60 29
is noteworthy that there are Painted Turtle Guesthouse <$60 20
currently no hotels with rack rates Royal Motel Nanaimo <$60 14
Value Lodge Economy Motel Nanaimo <$60 16
above $150, while only two fall Total 171
into the $101 - $150 range. Of the
Best Western Northgate Inn $61 - $100 72
973 available rooms, 68% are in Buccaneer Inn $61 - $100 13
the $61 - $100 category. Coast Bastion Inn $61 - $100 177
Days Inn Harbourview $61 - $100 79
Howard Johnson Harbourside Hotel $61 - $100 100
Rack rates are the maximum Moby Dick Oceanfront Lodge & Marina $61 - $100 42
tariffs that hotels and motels set. Port-o-Call Inn & Suites $61 - $100 42
Ramada Resort on Long Lake $61 - $100 62
The actual amounts charged will Travelodge Nanaimo $61 - $100 78
vary. Total 665
Best Western Dorchester Hotel $101 - $150 65

Accommodation – Other The Grand Hotel Nanaimo $101 - $150 72
Total 137
Nanaimo is over-represented in
budget accommodation and Nanaimo
under-represented in mid-market # properties # rooms/sites %
to higher-end properties. Bed & Breakfast 42 90 6.0%
Hostels 3 81 5.4%
Nanaimo has 42 bed and RV/Campgrounds 11 1217 80.7%
breakfast accommodations (the Resorts 2 120 8.0%
majority offer two rooms), and 1508 100%
over 1,200 pads and sites in its 11
RV and campground properties.
Accommodation – Occupancy Average Accommodation Occupancy Rates

Nanaimo Vancouver B.C.
The table below shows the average occupancy of Island
2004 60% 63% 62%
accommodation properties in their respective 2003 57% 62% 59%
locations. In 2004, Nanaimo’s occupancy rate 2002 57% 61% 59%
was 3% lower than that of Vancouver Island as a 2001 53% 61% 61%
whole and 2% lower than the BC average. 2000 50% 63% 62%

Page 6
However, Nanaimo has increased its occupancy rate by about 10% over the last five years,
while there has been no growth over the same period on Vancouver Island and BC. Like the
rest of the province, Nanaimo’s lodging market remains highly seasonal, with strong summer
and weaker winter occupancy levels.
Cultural and Heritage Attractions
Nanaimo has 13 art galleries. Several of these Nanaimo

are run by smaller, independent operators. Art Galleries (incl. native culture) 13
Nanaimo offers three museums, namely the Museums 3
Bastion Museum, the Nanaimo District Museum Theatre/Dance 6
and the Vancouver Island Military Museum. Orchestra 1
The City offers a high number of theatre and dance attractions as well as a symphony
orchestra.
Activities Offered
Nanaimo has a reasonably comprehensive range of recreational activities that contribute to

the area’s tourism appeal. There is one or more operators for each of the following activities:
Amusement parks Climbing Kayaking / paddling

Biking Trails Diving Marinas
Boating & sailing Fishing Marine Tours
Bungy Jumping Golf Scenic flights
Caving Hiking Tours
Casino Horseback Riding Water sports
Convention Facilities
Nanaimo’s conference facilities are limited with only five hotels offering meeting/conference
space.
The table 2004 Meetings/Events and Sports Tournaments

opposite reports # of events # of people % Revenue %
the larger events Meetings & Events 31 13,910 84.2% $3,060,200 88.0%
that create Sports & Tournaments 12 2,604 15.8% $416,640 12.0%
substantial Total 43 16,514 100% $3,476,840 100%
accommodation
sector demand, Source: Tourism Nanaimo
classified as "city-
wide" events. Tourism Nanaimo has tracked 43 larger events in 2004 of which 31 were
meeting/conference events and 12 were sports tournaments. The City hosts a significant
number of additional, smaller sporting events that are not tracked in the table.

Page 7
Transportation
The Vancouver-Nanaimo route is the focus of most transportation linking Nanaimo to its
visitor markets. Nanaimo is easily accessible from Vancouver by air, with seven flights daily
from the airport and 25 flights by seaplane. By ferry, there are 20 sailings a day by BC
Ferries and three daily sailings by HarbourLynx’s foot passenger service. Other transport
offered includes bus services and a rail link (Victoria and Courteney/Comox), but no direct
options for outside markets such as Seattle and the BC Interior.
Ground and Sea Transportation Nanaimo Airport
BC Transit Air Canada

Greyhound 7 flights daily to Vancouver
Island Coachlines
Via Rail (E&N Railway)
BC Ferries
HarbourLynx
Seaplanes Details
Baxter Aviation - flights to/from Vancouver

- approx 12 flights per day
Harbour Air - flights to/from Vancouver

- approx 10 flights per day to downtown
- approx 4 flights per day to airport
Amigo Airways - flights between Vancouver Airport and

Nanaimo Harbour
- up to 10 flights per day
Kenmore Air - flights to/from Kenmore, WA

- 1 flight per day/2 flights daily during
summer peak hours
2. Comparatives
Background on Comparative Cities
The cities selected for Nanaimo’s comparative study were Kamloops and Kelowna. These
cities were chosen for their comparability to Nanaimo on characteristics such as size,
transportation services and links and their status as regional service centres.
The development of these two cities has principally occurred over the past 10 - 15 years with
growth in their tourism sector offerings. They have gradually earned a reputation as
destination locations.
Kelowna is a strong example of a city that has undergone a successful transition from a small
regional centre to a popular national and international (US) tourist destination. Kelowna is
branded as the centre of Okanagan wine country and is the primary beneficiary of regional
wine tourism. Kelowna’s tourism commercial core area is located on the waterfront in
downtown.
Kamloops has exhibited similar growth and recognition. However, it is still going through
development to enhance its image, profile and tourism destination market characteristics.
Kamloops is branded the “Tournament Capital of Canada”, and focuses on its sports and
adventure destination characteristics. The city is a transportation hub, at the intersections of
several major highways and rail corridors.

Page 8
These two destinations were selected due to comparative qualities, stages of destination
development and levels of recognition.
Accommodation – Hotels/Motels
A comparison of the existing accommodation in Nanaimo, Kelowna and Kamloops was

made.
Hotels/Motel accommodation was analyzed according to rack rates (based on low season
rate, double occupancy). Nanaimo exhibits a lower number of properties and rooms when
compared with Kelowna and Kamloops in all categories, except the budget level of hotel
(<$60), where it is slightly ahead of Kelowna.
Hotel Accomodation by Rack Rate - Number of

Properties
30
26
25
20
17
15
15 13
11
10 9
8
6
5
5
2
0
>$60 $61 - $100 $101 - $150 >$150
Nanaimo Kelowna Kamloops
Hotel Accommodation by Rack Rate - Number of

Rooms
2000
1799
1800
1600
1400 1242
1200
989
1000
800 672 665 680
600 475
400
171 155 137
200
0
>$60 $61 - $100 $101 - $150 >$150

Page 9
Accommodation – Other
Other accommodation was analyzed

according to category and sorted on Accommodation (Other) by Category and Number
the basis of the number of of Properties
properties. 80
70
Nanaimo is strong in the 60
RV/Camping category and 50
comparable in the Bed and 40
Breakfast and Hostel categories, but
30
is lacking in terms of tourism resorts
20
and lodges.
10
0
Nanaimo’s lower comparable Bed & Breakfast Hostels RV/Campgrounds Resorts/Lodges
number of resorts and lodges is Nanaimo Kelowna Kamloops
explained by its proximity to the
Parksville area. There are a number of high-end resort lodges and day spas clustered on the
southern Parksville border.
Nanaimo is reasonably comparable in budget accommodation offerings for hostels and other
types of accommodation categories, but is behind Kamloops and Kelowna in the mid to high-
end resort/lodge type accommodation, which is typically geared to the leisure side of the
market.
Attractions
The attractions for each city

have been grouped according to Attractions by Category and City
the categories of art galleries, 35
museums, theatre and
30
orchestra.
25
While Nanaimo compares with 20

Kelowna and Kamloops in
15
theatre/dance and orchestra
offerings, it has fewer museum 10
attractions. The City offers 5
more art galleries than 0

Kamloops, but fewer than Art Galleries (incl. Museums Theatre/Dance Orchestras
native culture)
Kelowna.

Page 10
Activities
The available activities within each city have been categorized according to theme/activity
type, and are notated in the following table with the number of facilities or operators for each
activity.
ACTIVITIES
Kayaaking/paddling
Watersports (other)
Extreme air sports
Amusement parks
Horseback Riding
Wineries/orchard
Helicopter Tours
Zoo/wildlife park
Bungy Jumping
Winter Actvities
Boating/sailing
Scenic Flights
Rock digging
Marine Tours
Motor sports
Ski Resorts
Ballooning
Racetrack
Aquarium
Climbing
Paintball
Billiards
Bowling
Marinas
Fishing
Caving
Casino
Biking
Diving
Hiking
Tours
Golf
Notes * ** ***
NANAIMO ● ● ● ● ● ● ●
KELOWNA ● ● ●
KAMLOOPS ● ● ● ● ● ● ●
Key:
= none
● = one only
= between 2 and 10
= more than 10
Notes:
* Amusement parks - includes sports centres, kids entertainment centres, waterparks etc
** Extreme air sports - includes sky diving, para-gliding etc
*** Tours - includes walking tours, brewery tours, rail tours etc
Kelowna offers a wide range of outdoor activities for all seasons. Its key strengths are
wineries and golfing, which the City and surrounding areas have in abundance. Another
strength is its close proximity to four ski resorts, including the major attractions of Big White
and Silver Star.
Branded as the “Tournament Capital of Canada”, Kamloops emphasises that it is a sports and
adventure tourism destination, and has a strong offering of winter activities and extreme sports.
Nanaimo is currently branded as “The Harbour City” and places some emphasis on its diving and
marine activities. Nanaimo has historically been characterised as a major shopping destination
with a focus on the Vancouver Island market.
Retail
Type of Retail Nanaimo Kamloops Kelowna
Nanaimo has been one of the
strongest retail centres in Female Clothing 22 32 67
Male Clothing 5 9 30
Canada on a per capita basis. Restaurants 174 336 292
However, Kamloops and Zellers 1 1 1
Kelowna have shown Wal-Mart 1 1 1
substantial gains in recent The Bay 1 1 1
years. In most categories they Hardware 6 4 7
have surpassed Nanaimo in Sears 1 1 1
terms of the number of retail Canadian Tire 1 1 1
outlets. Costco 1 1 1
Major shopping Centres 5 8 4
Population 78,271 81,699 105,621

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Convention Facilities
Nanaimo trails Kamloops and Kelowna in its convention facilities offering. The total space
offered by Nanaimo is 21,000 sq ft, with the largest space being only 7,500 sq ft, one-third of
the size of the next comparable facility. None of the three destinations currently has a
dedicated convention and
Conference Facilities - By Facility Space
exhibition centre.
100000
Nanaimo offers only five hotels 90000
with conference facilities against 80000
10 offered by Kelowna and eight 70000
by Kamloops. The same trend 60000
Sq ft
occurs with the number of meeting 50000
rooms offered, where Nanaimo has 40000
29 meeting rooms in hotels with 30000
conference facilities, versus 65 20000
meeting rooms offered by Kelowna 10000
and 51 meeting rooms offered by 0

Total conference Facility Space Largest Conference Facility Space
Kamloops.
Conference Facilities - By Facility Space
100000
90000
80000
70000
60000
Sq ft
50000
40000
30000
20000
10000
0
Total conference Facility Space Largest Conference Facility Space

Page 12
Public Assembly Facilities
In comparison with both Kamloops and Kelowna, Nanaimo has much less capacity in Public
Assembly Facilities/Arenas. While principally utilized for sports and recreation purposes,
these facilities are often significant venues for trade shows, consumer shows and exhibitions.
Seating Capacity
Arena (if applicable) Details
Nanaimo Frank Crane Arena 2460 Hockey rink

Cliff McNabb Arena 150 Hockey rink
Nanaimo Civic Arena 1700 To be phased out by April 2006
Kelowna Prospera Place (formerly Skyreach Place) 6000+ Multi-use. Primary use for the local hockey team, but can
accommodate concerts
Okanagan Sportscentre One ice rink, 3/4 sheet (practice rink)
Kelowna Memorial Arena Ice rink
Rutland Arena Ice rink with 2 sheets of ice
Mount Boucherie Arena: Ice Rink
Winfield Arena: Ice Rink
Kamloops IceBox Arena Ice Rink

Sport Mart Place Multipurpose arena, primarily for hockey (Home of the
5158 Kamloops Blazers)
Memorial Arena Ice Rink
1=hockey, 1=curling, 1=olympic size hockey under
McArthur Island Sports Centre 1200 construction to be completed Jan 2006
Brock Arena Ice Rink
Valleyview Arena Ice Rink
Norbrock Stadium 1000 Baseball
Transportation
Nanaimo is not serviced by

City Airport Flights to/from: # flights daily Air Carriers:
flights to and from the city to Nanaimo Airport Vancouver 7 Air Canada-Jazz
the same extent as either
Kelowna or Kamloops. Kelowna International Airport Calgary 5 Air Canada
Edmonton 3 Horizon Air
Hamilton 1 WestJet
Nanaimo Airport does not Lethbridge 1 Central Mountain Air
Red Deer 1 Regional 1 Airlines
have international airport Regina 1
designation. This impacts on Saskatoon 1
Toronto 2
the accessibility of Nanaimo Vancouver 8
from the US market in Victoria 2
Seattle 3
particular. The City only has Kamloops International Airport Calgary 1 Air Canada
scheduled flight services to Kelowna 2 Central Mountain Air
Dawson Creek 1 Horizon
Vancouver. In contrast, Prince George 1
Kamloops has frequent flights Smithers 1
Seattle 1
to and from seven Canadian Terrace 1
destinations and Seattle, and Vancouver 5
Kelowna has frequent flights Other Air Details

to and from eleven different
Baxter Aviation (seaplane) - flights to/from Vancouver
destinations, including - approx 12 flights per day
Toronto.
Harbour Air (seaplane) - flights to/from Vancouver
- approx 10 flights per day to downtown
A feature of its coastal - approx 4 flights per day to airport
location, Nanaimo is stronger
in terms of seaplane access Amigo Airways (seaplane) - flights between Vancouver Airport and
Nanaimo Harbour
from Vancouver. - up to 10 flights per day
All three cities, Nanaimo, Kenmore Air (seaplane) - flights to/from Kenmore, WA
- 1 flight per day/2 flights daily during
Kelowna and Kamloops, are summer peak hours
serviced by greyhound bus
services, BC bus transit and

Page 13
car rental companies. In addition, Nanaimo has ferry transportation and a rail connection.
There are frequent daily services from BC Ferries. A foot passenger ferry from Vancouver to
Nanaimo offers three sailings a day. Kamloops has the benefit of being well placed in terms
of being located at the intersection of three major highways and two national rail corridors.
B. Perceptions of Nanaimo
Perceptions of Nanaimo as a tourist destination and visions of a more fully developed Nanaimo
were elicited from three research groups: internal stakeholders; focus group participants; and a
quantitative survey of BC residents.
Eleven of 12 internal stakeholders interviewed believe that non-residents of Nanaimo perceive

the City negatively or, at best, indifferently. Only one internal interviewee believes that non-
residents would have a positive impression of the City. It is highly significant that the survey of
BC residents who live outside Nanaimo indicates that only 19.8% of respondents have a negative
impression of the City. Nevertheless, the focus group respondents were found to be generally
indifferent or uninformed about the City.
Overall knowledge of Nanaimo is limited. Many respondents have not spent sufficient time in
Nanaimo to have a good awareness of its tourism offerings and know it only as a place to pass
through. The perception that Nanaimo is a major portal for Vancouver Island carries with it the
positive connotation of being a natural stopping point for travelers accessing or leaving the island.
In order to persuade travelers to stop and stay in Nanaimo, respondents suggested that it make
itself better known with:
a festival that can help identify what kind of city it is;

a big attraction that would make a recognisable “postcard photo”; and
an open invitation to choose Nanaimo as a destination by showing that its nature and
tourist attractions are ready to be explored.
Knowledge of transportation options to Nanaimo is also limited, and some think it is too difficult to
access. Since ease of access is important when recommending a place to tourists or for
conventions, a lack of awareness of transportation options becomes an impediment to
recommending Nanaimo as a destination.
As a conference location, Nanaimo is desirable for some because there are golf courses and
other outdoor activities in the area (appealing to conference planners). However, the perception
that access is difficult tends to override this. A planned convention centre and hotel complex
illustrates a commitment to tourism and business travel, but is only one component of what is
needed to make Nanaimo a desirable destination.
Respondents who have some awareness of Nanaimo see it as a quiet coastal town, offering a
variety of activities. It has a quaint downtown area and a very attractive promenade along the
harbour. But these same individuals feel that the city lacks a pulse or personality.
Our respondents feel that Nanaimo’s harbour and waterfront are its most important asset.
Together with the harbour and waterfront, arts and culture, outdoor activities and heritage are all
important opportunities for the city but none of them can stand alone in attracting tourists.
1. Internal Interviews
During the telephone interviews with internal stakeholders, there were a number of common
points made in answer to each question. While the following key points are direct quotes

Page 14
made by interviewees, the messages contained in the quotes were expressed by the majority
of internal stakeholders:
What does Nanaimo lack?
Sophistication and intelligence in its approach to tourists.

Nothing is market-ready.
No products, no business is ready to capitalize, no transportation infrastructure.
Lack of iconic products (what makes the city unique from others?).
No packaging of tourism products or a central booking agency.
A Tourist Information Centre located downtown.
An extended waterfront walkway.
Convenient access to Newcastle Island.
Soft recreational products such as kayaking and bike rentals.
Waterfront tourist accommodation.
What accounts for lack of progress?
Many interviewees commented that a research and planning process such as this
one takes place “once every few years” (with no apparent follow through).
Over-planning and “under-actioning”.
Three key factors have led to a ‘lack of progress’ in acting upon recommendations
made to the City over the years:
lack of political will;
lack of a community champion (political person or not); and
reluctance/resistance within the community for change, including increasing
tourism.
What one, single, unifying theme captures the essence of Nanaimo?
Naturally…exciting!
Marine playground.
Floating B&Bs, floating farmer’s market, marine toys (floating tricycles, etc.).
Choosing paradise.
Always something happening.
Harbourside town with a diversity of nature, history, arts, and culture.
An interesting place to come and do a lot of things.
The harbour and water part of the theme.
What is your impression of collective tourism marketing efforts?
Absolutely necessary, especially for arts and culture groups.

Lack of desire among tour operators to want to work together.
Suspicion.
Ignorance.
Lack of resources – both time and money.
What is your impression of public-private partnerships?
One person voiced objections against P3s.

Necessary to get funding to develop significant pieces of infrastructure.
Perception that City did not handle Triarc P3 process well until close to the end.
City was not transparent in process, which transpired over a number of years.

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2. Focus Groups
Key comments
Nanaimo not on consideration list as tourism destination.

Some awareness that the City is “developing itself”.
Not enough activities to sustain tourism for four days.
Those who know the City consider it an “undiscovered jewel”.
Lots of potential.
A desire to buy real estate.
Offers a little bit of all BC experiences.
City urbanity (restaurants and shopping).
Outdoor activities.
Waterfront.
Arts, culture and artisan experience.
Participant recommendations
Invest in marketing.
Create a hook – perhaps a festival or attraction the city is known for:
Buchart Gardens markets Victoria (years ago)
Tulip festival markets LaConnor
Fisherman’s Wharf markets San Francisco (years ago)
Differentiate offering from Victoria.
3. BC Resident Survey
BC residents who travel to and through Nanaimo
73.8% have visited Nanaimo in the last year.

70.5% stayed one day or less.
83.0% traveled for pleasure (of those who visited the city).
43.8% expect to travel to Nanaimo once every few months to once a year.
What do BC residents think of Nanaimo?
54.1% hold the opinion that Nanaimo is close to the beach and is pretty and scenic.
80.2% have positive associations (e.g. cleaned up, good restaurants, relaxed town,
friendly people).
19.8% have negative associations (e.g. downtown not attractive, crime, poor layout,
traffic congestion).
33.8% unable to comment on quality of accommodation.
54.8% rank quality of attractions as good or better.
67.3% rank city as good or better in overall attractiveness.
65.5% rank geographic location as very good to excellent.
How do BC residents rank Nanaimo’s five pillars of tourism?
History and heritage: 59% good or better; 20.8% don’t know.

Arts and culture: 51.1% good or better; 22.3% don’t know.
Marine: 70.8% good or better; 20.5% don’t know.
Outdoor adventure sports and recreation: 62% good or better; 21.8% don’t know.
Shopping: 61.5% good or better; 14.3% don’t know.

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Perception of Nanaimo as a tourist destination
54.3% do not perceive Nanaimo as a tourist destination. Why?

39.6% say not enough tourist attractions.
31.4% perceive it as a transfer point to other, more preferable Island
destinations.
Regional Differences
City better known for shopping among Up-Islanders (40.4% vs. 4.4% LM and 16%
CRD).
Up-Islanders perceive Nanaimo as a tourist destination more than others (50.7% vs.
38.4% LM and 44% CRD).
Reasons why Nanaimo is not a tourist destination:
LM and CRD prefer other Island destinations and believe there are not enough
tourist attractions in Nanaimo.
Up-Islanders also believe there are not enough tourist attractions in Nanaimo,
viewing Nanaimo more as a transfer point to other destinations (on-Island or off).
C. Existing Markets
Tourism Nanaimo tracked the origin of nearly 15,000 # Visitors % of
visitors to its visitor centre in 2004 (those who signed Visitor Origin Tracked Total
their guest book). The table below shows the
breakdown of origination of those visitors – 59% are Local Resident 3,865 26%
British Columbians. Tourism Nanaimo believes that BC 4,847 33%
the percent distribution by location is indicative of the Alberta 968 7%
total visitor market. Other Canada 1,693 11%
Washington 626 4%
Currently, we understand that Nanaimo considers its California 293 2%
target market to be adults aged 18 – 65 years, living in Other US/Mexico 741 5%
Europe 1,417 10%
Canada and the US Pacific Coast. As discussed later
Asia/Australia 366 2%
in this report, we suggest refining the market in
Total 14,816 100%
Canada to:
Adults (with young families) aged 25 – 49 years, living primarily in Vancouver’s Lower
Mainland, and secondarily in Victoria.
Adults (empty-nesters and early retirees) aged 49 – 64, living primarily in Vancouver’s
Lower Mainland, and secondarily in Victoria.
D. Marketing Mechanisms and Strategies

Many of the business people we interviewed indicated that they undertook marketing activities,
although many of these are limited in scope due to financial constraints. Marketing activities tend
to be cooperative ventures among like-minded businesses. For example, hotel operators partner
with transportation operators to provide packages to potential visitors. Almost all people
interviewed indicated that more marketing activities are necessary to increase awareness of
Nanaimo among potential visitors.
As the body responsible for many of Nanaimo’s tourism-facing marketing efforts, Tourism
Nanaimo undertakes a variety of communication activities. Currently, existing marketing
mechanisms and strategies focus on two key areas:

Page 17
Cooperative marketing efforts – 2004 initiatives include: attendance at six tourism and
travel trade shows in Western Canada and the Pacific Northwest, and 12 destination and
cooperative ads. Cooperative ads were placed in conjunction with Tourism Nanaimo
members and/or TAVI.
Visitor information services – 2004 initiatives include: BC Ferry kiosk pilot program,
provision of training services, and distribution of Visitors’ Guide.
Other marketing activities include but are not limited to a media relations program, convention
and sport tourism elements, and promotion of member services to existing and potential
members.
A recent marketing tactic that has generated a positive response was the “Nanaimo Moments”
spots featured on the New VI. We understand that these three television spots aired on CHUM
stations across Canada. Stakeholders reported anecdotally that the spots appealed to potential
visitors from as far away as Quebec City. As well, a local hotel reported increased call volumes
when the “Nanaimo Moments” spots began to air.

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IV. INFRASTRUCTURE DEVELOPMENT OPPORTUNITIES
As a result of the inventory of tourism sector assets and the comparison with the two BC markets
identified, we have undertaken an assessment of the opportunities for enhancement or expansion
of the product or services offered in the following categories:
Accommodation
Convention and Public Assembly Facilities
Transportation Services
Attractions
Downtown Core Area Enhancement
Opportunities for consideration are described below. They do not appear in any order of priority.
To firm up the Destination Development and Marketing Plan, we have developed with the
Steering Committee the best choices from these opportunities and presented them later in the
report.
A. Accommodation
The accommodation sector in Nanaimo is dominated by budget-oriented accommodation geared
to the “rubber tire” market. As such, the market has historically responded to highly transient or
“stop-over” demand. The corporate market segment has utilized downtown core area full-service
hotels, which have been developed to cater to this market with less emphasis on the leisure
market segment.
In comparison with Kamloops and Kelowna, Nanaimo lacks hotel and resort accommodation that
is capable of inducing new demand segments into the market, principally the higher-end leisure
market segments requiring accommodation.
Provision of the proposed Marriott Hotel as part of the Vancouver Island Conference Centre in
Nanaimo development, will substantially improve the quality lodging inventory in Nanaimo.
However, over the medium to long term, more significant improvements to the accommodation
inventory will be required to increase the attractiveness of the Nanaimo market for more than just
“stop-over” business.
On that basis, the focus for new supply growth should be in the areas of:
Full-Service Hotels/Urban Resorts in the downtown core area;
improvements to existing Hotels and Motels with a focus on services and amenities
designed to increase the length of stay; and
Boutique Hotels and Bed and Breakfast accommodation in the core area and waterfront
locations.
The principal objective of accommodation sector expansion and enhancement should be to

provide product that has the potential for increasing the length of stay in Nanaimo and in
changing the image of Nanaimo as a highly transient destination or a “pass through” location.
The urban resort concept is an important consideration – full service amenity packages that
create new demand in the travel market, with the potential for increasing length of stay.

Page 19
The costs associated with new full-service hotel development range from $100,000 to $150,000
per guest room, depending on the construction materials utilized and guest services provided.
On this basis, a 150 room hotel development would cost in the range of $15 million to $22.5
million. Renovation costs for major improvements to existing properties can be in the range of
$25,000 to $50,000 per guest room depending on the type of property and amenities offered.
The private sector responds to new development and renovation opportunities on the basis of the
destination characteristics and the potential for positive changes in market demand. Nanaimo
has shown significant improvement over the past five years, but occupancy and average daily
room rates are still low. Improvements in destination marketing activities and the provision of
additional infrastructure will help to increase private sector investment interest in Nanaimo.
The City can influence market dynamics through its marketing efforts, but also through favourable
zoning and taxation policy. Hotels and resorts are rarely developed without the provision of
ancillary real estate components (office, vacation residential and retail). Comprehensive zoning
in targeted locations with density bonuses for hotel use is one way to provide an impetus to
development. It is recommended that the City of Nanaimo, through its Planning Department,
examine strategies to encourage new accommodation development that will be supportive of the
Destination Development and Marketing Plan.
B. Convention and Public Assembly Facilities

The provision of the Vancouver Island Conference Centre in Nanaimo will significantly improve
the City’s position in competing for regional and national convention and exhibitions. This in turn
will increase hotel occupancy in the shoulder and winter seasons. In addition, the Convention
Centre will serve to increase market familiarity and as long as delegates and exhibitors have a
favourable experience in Nanaimo, the long term attractiveness of Nanaimo will increase,
combined with growth in overall market awareness.
Nanaimo lacks a modern Arena/Multiplex facility which can accommodate an anchor sports
franchise (such as hockey); more significant entertainment events, trade shows and exhibitions;
working in concert with the Vancouver Island Conference Centre in Nanaimo. Our comparable
destinations (Kelowna and Kamloops) have 5,000 plus seat multiplex facilities with anchor sports
franchises and a proven track record of major entertainment, consumer show and trade show
events.
Nanaimo has a strong BCHL hockey franchise in the Clippers which is well supported in the
market. More modern facilities are in high demand even in smaller market locations than
Nanaimo, due to consumer requirements and the greater ability for sports franchises to generate
ancillary revenue through concessions and private seating areas. In addition, there has been
recent interest in the Nanaimo market from higher level leagues including the WHL and the
ECHL. However, any franchises in the Nanaimo market would be contingent upon larger and
more modern facilities.
It is our understanding that the City of Nanaimo has previously investigated the potential for a
new multiplex facility and has determined that at this time it would not be viable to proceed.
Nevertheless, we recommend that this potential project remain part of the medium to long term
planning for new public assembly facility development.
C. Transportation
The perception that Nanaimo is a major portal for Vancouver Island carries with it the positive
connotation of being a natural stopping point for travelers accessing or leaving the island. This
advantage is lessened by the efficiency of the highway system that is designed to disperse high

Page 20
volumes of traffic away from Nanaimo. This puts greater pressure on the City to place emphasis
on its efforts to draw travelers into the downtown area.
Nanaimo, as a Vancouver Island destination, is afforded excellent accessibility of ferry linkages

for vehicular and pedestrian traffic. Float plane links from the inner harbour area to downtown
Vancouver and Vancouver International Airport are excellent. Nanaimo Airport provides
passenger services with links only to the Vancouver International Airport, but with good
frequency.
However, the reliance on Vancouver only links, hinders Nanaimo’s ability to create leisure travel
demand from other source markets in Alberta, the US Pacific Northwest and other BC locations.
In order for the Nanaimo Airport to attract increased flight services from other markets, an
Instrument Landing System (ILS) and runway lengthening will be required. It is our
understanding that these projects are in an advanced stage and will likely proceed within the next
two years. However, extensive marketing to regional carriers will be required to attract their
interest in servicing Nanaimo as a destination. The recent success of Courtenay/Comox in
attracting Westjet from Calgary has had significant positive benefits for the overall tourism
economy and the residential/vacation home real estate markets.
Both Kamloops and Kelowna have International Airport status with links to the Seattle market.
This has bolstered their winter ski operations significantly and will also contribute to their success
as regional convention and exhibition destinations.
Nanaimo should explore all avenues to increase air accessibility from additional source markets,
particularly Alberta, and increased flight frequency to Vancouver from both land and sea-based
operations.
The development costs associated with increased airport services and capacity are the
responsibility of Commissions and Authorities with governance responsibility, as well as support
principally from Transport Canada and NAV CANADA. It is our understanding that the funding for
the Nanaimo Airport improvements has been identified.
D. Attractions
Nanaimo currently lacks a destination attraction that is a “signature facility” in a location that
creates demand for adjacent land uses. Typically these cultural, heritage, interpretive or
entertainment attractions are located in a core tourism area where there is a ready source of
available customers and accommodation, food and beverage and retail services. An example
would be the Royal BC Museum in Victoria or the Capilano Suspension Bridge in North
Vancouver. These attractions are typically “must sees” and the destination becomes identified
with these facilities.
The development of destination attractions is principally the responsibility of the private sector.
However, the public sector can play a role in site location provisioning, and the development of
supporting transportation and adjacent public open space. The development costs range widely,
depending on the type of facility. We understand that there has been some discussion of a
marine-based attraction in the Nanaimo harbour area. However, marine-based attractions such
as aquaria and marine interpretive centres are already abundant, and there is the potential for
additional future facilities in Victoria’s inner harbour. Our recommendation for a destination
attraction goes hand-in-hand with our recommendation for the creation of a downtown area
tourism commercial node, or core area, as part of overall downtown improvements. A festival
market or specialty food manufacturing facility as an anchor attraction would be a strong catalyst
for the creation of a downtown tourism core.

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E. Downtown Core Area Enhancement
Most of the tourism assets identified as part of the inventory, with the exception of waterfront
transportation links, are not actually within Nanaimo’s core commercial area (downtown). The
linear and sprawling nature of the city does not provide for a tourism commercial core as do other
waterfront destinations such as Victoria’s inner harbour or Kelowna’s lakefront.
The key element of our infrastructure-related recommendations is an enhancement to the

downtown core area of Nanaimo1 and provision of a tourism anchor development. As part of this
program, which would principally be a public sector initiative, we envision general beautification
and enhancement designed to increase the attractiveness of the core area. Principally our
recommendations include the following:
1. Streetscape improvements to the main commercial corridor through the downtown area
(Terminal Avenue).
2. Implementation of zoning and land-use on Terminal Avenue with a focus on creating the
opportunity for tourism commercial and supportive retail that would link the improved
downtown areas to the east (waterfront) and west (the Old City Quarter) areas.
3. Improved pedestrian linkages throughout the core area and the identification of potential
sites for the development of attractions, retail, a multiplex centre and accommodation.
4. Assess opportunities for in-fill development of multi-family recreational accommodation
development (strata-hotel, timeshare and retirement residential).
5. Identify core site location for destination attractions or a festival market, and the vehicular
and pedestrian links necessary.
The development of a vibrant downtown tourist commercial core is critical not only to support a
tourism and leisure identity for Nanaimo, but also to bring local residents back into the downtown
core area. Without an interesting downtown area with shopping, entertainment, recreation and
general services, it will be very difficult to attract repeat business for the Vancouver Island
Conference Centre in Nanaimo. Convention and exhibition delegates often increase their length
of stay if the destination provides sufficient leisure amenities to support this increased visitation.
In addition, without the provision of core area services and amenities, it is difficult for events to
attract spouses to accompany delegates.
To ensure the success of promoting an enhanced downtown core, it is necessary that Nanaimo
residents value and frequent the district. The successful Granville Island in Vancouver has
achieved this; its markets, entertainment and dining make it an equally popular destination for
residents and tourists alike. Locals’ presence and attitude are important to any city centre from a
tourist’s point of view, as travelers seek to get a true feel for a location by observing the local
culture.
The costs associated with downtown enhancement will be highly variable according to
development choices made. The responsibility for driving the program will be principally that of
the City of Nanaimo. However, the extent to which incentives can be provided to business
owners to make cosmetic improvements that are consistent with the overall downtown
improvement strategy, should be explored to transfer as much cost as possible to private sector
enterprises which, after all, will be direct beneficiaries of increased tourism in the downtown core
area.
1
A Downtown Core Area Enhancement plan is in the formative stages of implementation.

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V. CONCEPTUAL VISION AND BRANDING CONCEPTS
A. Vision
It is imperative that the City has a long-term vision for guiding the look and feel of Nanaimo’s
tourism offering – a vision that while realistic, aspires to greater heights in the Nanaimo tourism
experience.
A core concept reflected in the vision below is that the “destination” is a relatively concentrated
downtown core area with attractions and accommodations within easy walking distance through
pedestrian-friendly, attractive streets. Fostering the creation of this downtown destination core is
critical to the success of the New Nanaimo Centre, which is a cornerstone of Nanaimo’s tourism
growth strategy. Conference delegates will have easy access to shopping, restaurants and
activities outside of the conference schedule. Because the delegates will enjoy Nanaimo, they
will return with their families for a vacation, and will also encourage others to visit the city.
Conference planners will recommend Nanaimo as a destination for other conventions.
A key component of the destination core area described in the vision is the downtown festival
marketplace. This signature attraction has appeal for visitors and residents alike and would
promote their mingling together to create vibrancy through authenticity. As the festival
marketplace is an essential component of the concept, we strongly recommend it is located within
the core area close to the New Nanaimo Centre, and for greatest appeal, on the waterfront.
The following vision describes Nanaimo as a tourism destination in 2015. It is important to note
that the vision described below is intended to paint a portrait and to provide suggestions, rather
than issue mandates, on the types of activities, attractions, and components Nanaimo may wish
to develop in a destination context.
“Nanaimo is a bustling, coastal city located in beautiful natural surroundings. Visitors spend an
afternoon, a day or a week enjoying the best that BC has to offer, all in one place. It is the most
vibrant waterfront community that Vancouver Island has to offer.
Travelers driving north or south, and those arriving from the ferry terminal, are distracted from the
highway by welcoming signage and the occasional billboard showcasing Nanaimo’s attractions.
Driving into town along Terminal Avenue, travelers are struck by the design of the Vancouver
Island Conference Centre and the attractive streetscapes. Parking is well marked and easy to
find. From Departure Bay, access to the downtown core is easy for ferry foot
passengers. A shuttle bus is always available. There are also pedi-cabs that
vie along the seawall, pointing out marine sights as they go.
Nanaimo’s central district is a nucleus of activity with the coming together of

land, air and sea transportation links in a downtown waterfront precinct that
provides exceptional convention, shopping, lodging, recreation and leisure
activities. The city centre fans out from the harbour to the “Old City Quarter”,
the New Nanaimo Centre (containing the conference centre, an adjoining
Marriott Hotel, a new museum, a community auditorium, parkade, and retail
and commercial space) and a signature attraction that every visitor remembers – a place for fun
and shopping – Nanaimo’s dock-side festival market. This anchor attraction draws together a
tourist commercial zone that is the focal point for all visitors.

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The appeal of the festival marketplace is not only the stunning West
Coast design but also the sights and smells of the marketplace itself,
which offers a wide range of fresh seafood, Vancouver Island wines,
and unusual foods from a variety of cottage
industries, as well as the opportunity to browse
through artwork and books and be entertained by
street performers. Children line up to watch buskers perform acts such as
juggling and the creation of balloon animals. Residents and visitors mingle in
the market and on the city’s streets.
A large waterfront Visitor Information Centre adjacent to the marketplace welcomes travelers to
Nanaimo. Kiosks and businesses that offer adventure tours, day trips to locations such as
Chemainus, and recreation alternatives – like cycling, kayaking,
boating, diving and hiking – are all represented in close
proximity. Specialty retail spills into the streets, linking the
convention centre, hotels and other retail outlets. Bistros with
outside eating areas are plentiful along the waterfront. Artisan
studios add colour and culture – people strolling along the
streets watch glass-blowing, potting and sculpturing as the art is
being created.
On many days throughout the year, the city is alive with hundreds of convention delegates
exploring pedestrian-friendly downtown Nanaimo and visiting places like Newcastle Island for an
afternoon. Evenings are spent enjoying good food and drink on a waterfront patio and taking a
stroll along the well-lit seawall. Delegates investigate indoor and outdoor activities available in
Nanaimo, and make plans to return with their families for their next vacation. Hotel occupancy is
high due to the many conventions choosing Nanaimo.
The marina is alive with sailboats cruising in from other popular sailing grounds
along the coast, kayakers, divers returning from their underwater explorations,
and small pleasure boats dotting the harbour.
Locals are proud of ‘our Nanaimo’ and encourage friends and family to visit
and take in all that the city has to offer.”
The key achievements for creating this vision by 2015 are identified and explained later in Section
VII. Development of Tourism Infrastructure, A. Milestone Achievements.
B. Branding Concepts
The vision should be reflected in the City's brand identity, which is still to be determined. Some
concepts for Nanaimo’s brand from a tourism destination point of view emerge from the above
vision. Examples of these concepts are:
One of the top five travel destinations in BC for both business and leisure travel.
A bustling, marine city in beautiful natural surroundings.
The atmosphere of an historic west coast harbour city.
Visitors enjoy an afternoon, a day or a week experiencing the best that Vancouver Island
has to offer all in one location.
Many opportunities for soft recreational activities.
The sights, sounds and aromas of Nanaimo’s downtown festival marketplace.

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A thriving arts and culture scene, including local artisans at work.
This is strictly from a tourism destination standpoint. However, Nanaimo’s branding must
illustrate what Nanaimo wants to be, not only in the context of tourism, but must also reflect the
broader needs and aspirations of residential and commercial stakeholders.

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VI. TARGET MARKETS
The following presents profiles of the recommended target markets.2 These targets have been chosen
based on the findings of this report, further secondary research, our industry experience and our
knowledge of comparable markets.
A. Target Visitor Groups

Visitors are day travelers, weekenders, and those using Nanaimo as a base from which to
explore the rest of Vancouver Island.
They are residents of the Greater Vancouver Regional District (GVRD) and Victoria. The majority
of people within the target groups have some post-secondary education and higher than average
household incomes when compared with the rest of the province. In particular, over 25% of
travelers from the GVRD report household incomes in excess of $80,000 per year.
Adults with families age 25 – 49 years

Looking for short vacations (weekends or two – three day trips)
Seek economy in accommodation and food services; however, they have higher-
than-average disposable incomes when compared with the same demographics in
other markets
Seek activities that appeal to children and youth
- Soft recreational activities such as cycling
- Attractions such as aquariums, science centres
- Outdoor venues and parks
Adults who are ‘empty-nesters’ age 49 – 64 years

High level of disposable income
Users of high-end products and services
Seek a ‘sophisticated experience’ in accommodation, food service, and attractions
such as arts and culture or historic experiences
Interested in soft recreation products such as fishing and boating
Reasons for targeting these groups
These groups are already traveling to Vancouver Island or, in the case of Victoria
residents, are traveling elsewhere on the Island. Over 75% of GVRD residents visiting
other parts of the province travel by car on the ferry. Therefore, as Nanaimo is in
immediate proximity to the Departure Bay ferry terminal, the city is ideally situated to
capitalize on the BC residents already traveling by car on a ferry to Vancouver Island.
The target market population echoes the resident population of Nanaimo. Therefore,
infrastructure developments and/or attractions and activities created for tourists have a
high likelihood of also appealing to residents. This is important when considering that the
2
The Report on Visitors to Vancouver Island Tourism Region, Tourism BC, 1998;
StatsCan;
TAVI

Page 26
majority of BC residents traveling within the province cite visiting family/friends as the
main purpose of travel (see below). Residents will take visitors to locations within the city
that they find appealing themselves, and also that they use. Generally, when travelers
visit friends or family in another city, they seek to not only visit the tourist attractions, but
also get a flavour of the ‘real’ city. When residents enjoy and are proud of precincts such
as the festival marketplace, they will take visitors to that location to experience the ‘real’
Nanaimo.
As well, people in these target markets are frequent travelers within the province. At
least 50% of GVRD and Victoria residents who travel within the province have traveled
five times or more within BC in a 12-month period. This trend among this group of
frequent in-province trips provides more opportunities to lure the targets to Nanaimo for
one or more of the trips.
Broadly speaking, Nanaimo provides an alternative destination to typical vacation spots

such as Whistler, the Okanagan, and other spots on Vancouver Island. The city offers a
diverse experience for visitors: soft recreation and adventure activities; arts and culture
experiences; urban choices for entertainment and food services, etc.
Division between leisure and business traveler
Out of all BC residents traveling to Vancouver Island as a whole, 89% of visitors are
leisure travelers. The other 11% travel for business reasons.
Reasons for traveling
In general, residents of BC travel to other provincial locations to visit family and/or

friends. In fact, between 54 – 65% of BC residents traveling to Vancouver Island cite
visiting family and/or friends as their primary purpose.
Because of the propensity to visit family and friends while traveling, more than half of
residents of the GVRD and of Victoria choose private homes or cottages of friends or
relatives as their accommodation.
Activities
Most BC resident visitors (over 87%) who travel within the province participate in urban
experiences such as shopping or dining out. Approximately 40% choose to visit
attractions, including historic sites, art galleries, and museums.
Periods of travel
Most GVRD and Victoria residents (44%) prefer to travel in the summer months between
June to September. Fully 29% travel during the winter months of December to March.
Most in-province travel plans are made within one month of travel, and many are made in
the week prior to traveling.
B. Tourism Industry Professionals

Based on the responses of the focus group participants, we believe that a key target market for
Nanaimo is the group of tourism industry professionals in Vancouver and Victoria. As important
links to Nanaimo’s two largest potential tourism markets and a source of referrals for tourists
looking for other excursions in BC, it is important that these professionals are fully informed about

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the Nanaimo’s offering. Our primary and anecdotal research indicates that these professionals
are not well-informed about Nanaimo’s tourism offering. As these professionals are a source of
vacation destination referrals, both domestically and to visiting tourists, a program to
communicate Nanaimo’s tourism offering should be undertaken to ensure tourism professionals
in Vancouver and Victoria are aware of Nanaimo’s offering and tourism-related developments.
C. Expansion of Target Groups

When Nanaimo’s tourism offering is further developed, these initial targets should be expanded to
other near-in locations, such as the Pacific Northwest and other parts of Canada. However, there
is a significant number of British Columbians passing through Nanaimo. It would be a missed
opportunity not to focus initial efforts on capturing the attention of this built-in target market.

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VII. DEVELOPMENT OF TOURISM INFRASTRUCTURE
A. Milestone Achievements
There are a number of key milestones that Nanaimo must achieve in order to help make the
vision previously illustrated a reality. The following table links the milestones mentioned in the
vision with the tasks and developments necessary to achieve these milestones. The categories
of infrastructure opportunities referred to in the table below correspond with recommendations
made in this report.
Category of
Achievement Infrastructure
Referenced in Development
Vision Opportunities Tasks Required Responsibility
Welcoming signage; Downtown Core Area 1. Review the Nanaimo Downtown Plan (April City of Nanaimo
attractive Enhancement 2002) relative to the vision articulated.
streetscapes; The Nanaimo Downtown Assess the status of zoning by-law
pedestrian-friendly Plan of April 2002 outlines changes recommended in the plan that are
streets; pedi-cabs; a physical planning vision consistent with the tourism commercial
downtown waterfront for the downtown core that zone vision.
precinct. is generally consistent with 2. Prepare a specific tourism commercial City of Nanaimo
the needs identified. The zone area plan with implementation
extent to which the actions strategy including financing and incentives
in the plan have been available.
implemented is critical to 3. Assess potential sources of infrastructure
the success of the creation and improvement funding available from
of a downtown tourism City of Nanaimo
Federal and Provincial sources.
commercial zone.
4. Create a Downtown Core Area Project
Management Team with a specific City of Nanaimo
mandate to implement priority
recommendations.
Coming together of Transportation 1. Prepare an inventory of existing services Multiple stakeholders
land, air and sea and frequencies in relation to downtown will need to be
transportation links; core area recommendations. Assess coordinated with
welcoming signage existing capacities and terminal facilities in respect to the efforts
on highway; parking the core area. described, including:
is well-marked. 2. Review and or prepare a downtown 1. City of Nanaimo
parking strategy that is consistent with the 2. Transport Canada
Nanaimo Downtown Plan and tourism
commercial zone recommendations. 3. Nav Canada
3. Determine signage requirements and 4. BC Ferries &
potential locations. Directional signage is Harbour Lynx
needed to reinforce the core area as a 5. All commercial land
tourism hub. and seaplane
4. Nanaimo Airport to continue with plans for operators
upgrading facilities to accommodate 6. BC Transit
greater capacity and links to markets other 7. Private ground
than Vancouver. transport operators
8. Nanaimo Airport
Commission
9. Private parking
operators

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Festival marketplace Attraction (Iconic anchor) 1. Assess potential site locations and zoning This would be led
policy required. For high appeal, the principally by the City
marketplace would be located in the City’s of Nanaimo and
core area, on or near the waterfront. ultimately turned over
2. Assess the potential concepts for the to a private sector
festival marketplace and determine the developer or
feasibility. The concepts could include: development partner.
farmers’/arts and craft market, food and
beverage outlets, meeting and gathering
place, location of diverse festival groups,
artists’ studios and galleries, and highly
skilled crafts activities, such as wooden
boat building, glass blowing, iron works
and pottery.
3. Determine the most appropriate “go to
market” strategy including issues of land
ownership, developer/operator and
commercial terms necessary to attract the
private sector to the project. Assess
potential links to broader mixed-use real
estate development including higher
density residential as identified in the
Nanaimo Downtown Plan.
Conference centre Convention and Public 1. Convention Centre development is well City of Nanaimo
Assembly Facilities defined and it should be a catalyst for Private sector
tourism commercial development in the partners in the
core area. However, the success of the convention centre
convention centre is also dependent upon development
a thriving tourism commercial zone in close
proximity and the downtown enhancement
objectives outlined herein are critical to its
long term viability. City of Nanaimo
2. Medium to long term objective of securing
a new arena/multiplex should be a key
component of core area planning
specifically, and regional planning
generally.
Hotel occupancy Accommodation 1. Undertake an assessment of lodging sector City of Nanaimo
market supply and demand requirements Lodging sector
with a 10 to 15 year planning horizon. associations
Work with existing operators to identify key
challenges including, supply and quality
level, upgrading requirements and
constraints as it relates to land use policy
and financial viability.
2. Review land use policy in the core and
outlying areas as it relates to transient
accommodation. Assess the potential for
specific zoning changes to encourage
lodging sector development or
redevelopment in strategic locations (core
and outlying areas).
Costs associated with a specific facility development will depend on the scale, quality and
location of the development. Given the high degree of variability in a development‘s possibilities,
and the current, highly inflationary construction cost environment, it would be premature and
possibly misleading to estimate these costs.

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B. Issues Relating to Feasibility
Determining the feasibility of the specific infrastructure recommendations included in this report
will ultimately require an assessment of the location, regulatory, market and financial
characteristics. At this stage, we have identified criteria that would indicate that a specific
recommendation could be advanced to a more detailed stage of feasibility determination. The
key criteria are as follows:
1. Is the recommendation consistent with planning objectives?
2. Is the recommendation consistent with the articulated vision?
3. Are there site locations available?
4. Can the site accommodate the specific use recommended?
5. Is there an identified need for the infrastructure element?
6. Is there evidence that the infrastructure recommendation has been successfully
implemented in other markets?
While the above list is not exhaustive, it does provide a basis upon which recommendations can
be evaluated prior to detailed physical, market and financial analysis is undertaken.
The following table provides a general assessment of the primary infrastructure recommendations
in relation to the above criteria.
Downtown Anchor Airport Multiplex Lodging Sector

Core Iconic Capacity Arena Improvements and
Enhancement Attraction Improvements Development Expansion
Consistent with Yes Possible Yes Possible Yes
Planning Objectives
Consistent with the Yes Yes Yes Yes Yes
Vision
Site Locations Yes Possible Yes Possible Yes
Available
Consistent with Land Yes Possible Yes Possible Possible through
Use and Regulatory zoning policy and
Policy incentives
Evidence of Demand Yes Yes Yes Yes Possible Medium to
Long Term
Examples of Yes Yes Yes Yes Yes
Successful
Implementation
While several of the recommended infrastructure recommendations would require additional

analysis and potential land use policy changes, on balance they are consistent with the planning
and vision for Nanaimo and there is considerable market evidence that they have been strong
contributors to the development of the tourism destinations in comparable markets. More
detailed analysis as part of subsequent implementation planning would be required to make any
more definitive statements with respect to the viability of each initiative.

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C. Governance Structure
It will be critical for the City of Nanaimo to establish an appropriate implementation organization
to implement the recommendations included in this report and to establish a base upon which
overall destination development and marketing can be planned and executed. The destination
development recommendations require that an appropriate body be capable of not only
marketing Nanaimo as a destination but also to be the vehicle for developing specific destination
amenities and community improvement designed to create destination appeal.
A bolder approach will be necessary to achieve the changes that are necessary. Key factors
impacting destination market development and the recommended implementation vehicle option
are as follows:
1. The City of Nanaimo may not have the human or financial resources to implement the
core infrastructure recommendations. A City department would be under the influence
and ultimately the control of Council, it would operate more as a bureaucracy (as part of
City Hall) than an entrepreneurial body, and would not have the direct benefit of
representation from business and other stakeholder agencies (e.g. the Port Authority).
2. Tourism Nanaimo does not have the mandate, budget or human resources necessary to
implement downtown revitalization efforts and targeted destination marketing necessary
to achieve the specific goals and objectives defined. An enhanced Tourism Nanaimo,
being one of the City’s grant projects, would not be an independent body, would not have
representation from business and other stakeholder agencies, and unless completely
reconstituted would not have the powers to raise and invest capital.
3. A City of Nanaimo created but semi-autonomous entity with capital raising capacity will
be required to implement our primary recommendations.
The following outlines our principal recommendations for the creation of a new destination
development implementation organization.
1. Destination Development Authority

We have determined that the Authority model is the most appropriate vehicle to be
established for Nanaimo as a result of the specific operating characteristics that this
governance structure enables. We have arrived at this conclusion on the basis of the factors
outlined above as well as the following principal objectives:
1. The vehicle responsible for destination development and marketing must be capable
of operating outside of the political process but on the basis of a mandate that fulfills
public objectives.
2. The organization must be capable of independently raising capital and functioning as
a “corporate entity” in its approach to its market.
3. The organization must be capable of recruiting key personnel to be responsible for
development, financing and operation of the assets and initiatives under its control.
4. The organization must be accountable to its sponsors (City of Nanaimo) and the
various industry stakeholders that adequately represent its core constituency,
through the Board of Directors.
Based on our research and knowledge of similar organizations that have been successful in
fulfilling the objectives of its public sector sponsors, the Authority model is capable of
satisfying the requirements outlined above. Specifically, the key characteristics of an
Authority are as follows:

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1. An Authority is a legal incorporation established by a sponsor (normally public sector)
with the establishment of specific by-laws for the governance of the operation. The
by-laws are the operational guidelines necessary for the Authority to fulfill its
established mandate. Often Authorities are special purpose vehicles established on
the basis of a particular function or industry focus. The Authority may have a
regulatory, development or operating mandate or a combination of all three functions.
2. The Authority is governed by a Board of Directors with representation of identified
stakeholder groups. The Board of Directors is accountable to their respective
constituencies but also to the primary sponsor/stakeholder, in this case the City of
Nanaimo.
3. An Authority can independently raise capital and engage in commercial transactions
like any incorporated company. An Authority can be profit motivated with a specific
mandate to invest profits generated in a manner that is consistent with its mandate.
4. The Authority Board hires an executive management team who then are responsible
for the day to day operations and implementing the Authority’s primary objectives.
The management team is made up of industry practitioners that are accountable to
the Board with respect to their progress on major initiatives and financial objectives.
2. Suitability for Nanaimo

The suitability of the Authority model to be the vehicle for the implementation of the primary
recommendations from this report is dependent upon its ability to satisfy the requirements
associated with infrastructure development, strategic marketing and opportunistically
pursuing projects that increase Nanaimo’s destination appeal. A planning, financing,
implementation and operating framework is required and the Authority must have the
capability to perform in each area. In addition, the Authority must have the capability to
provide oversight on completed projects and initiatives where it may not have an ongoing
financial interest.
The creation of a Nanaimo Destination Development Authority could accomplish a number of

key objectives as follows:
1. The Authority could be responsible for the implementation of core infrastructure and
revitalization efforts taking the responsibility away from municipal resources
(Planning Department and Tourism Nanaimo). Specifically this would involve the
following:
• The City of Nanaimo’s investment in the New Nanaimo Centre development;3
• Investment/Partnership in the development of the downtown festival market
(anchor attraction);
• Oversight and coordination of broader downtown revitalization efforts;
• Be responsible for destination marketing and function as the tourism,
convention and exhibition “bureau”;
• Planning, investment and partnership in the development of additional public
assembly infrastructure such as a new arena/multiplex;
• Be the principal negotiator and potential planning resource with respect to
transportation infrastructure enhancements and work with the various public
and private sector transportation infrastructure providers; and,
• Continually assess planning and development initiatives designed to increase
Nanaimo’s destination profile.
3
If assuming responsibility for the New Nanaimo Centre is not possible (e.g. for legal or political reasons), the Authority
would intentionally coordinate its activities with those related to the NNC.

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2. Tourism Nanaimo should be absorbed by the Authority and the City of Nanaimo
should transfer its destination marketing mandate, to form the Authority’s destination
marketing division with a renewed mandate for targeted marketing efforts. Current
funding for Tourism Nanaimo should be diverted as part of the operating capital
necessary for the development and operation of the Authority. A transition plan is
required to effect a smooth transition to the new organization.
3. The Authority would be created by the City of Nanaimo with Board representation
from the following possible areas:
• City of Nanaimo
• Nanaimo Port Authority
• Nanaimo Airport Commission
• Local Hotel Association
• BC Ferries and other transportation operators
• Nanaimo Regional District
• Chamber of Commerce
• Malaspina University College
• New Nanaimo Centre Developer (Private Sector Partner)
• Others as appropriate
4. Unless it is not possible to do so (as noted above), the Authority should absorb the
responsibility from the City of Nanaimo for the investment in the New Nanaimo
Centre project. The Authority is the most appropriate vehicle to provide oversight
with respect to the City’s investment and to work with the private sector partners.
This would provide the Authority with a key initial asset as part of its portfolio.
5. The Authority would be responsible for securing Federal and Provincial capital
funding for major initiatives.
The Authority’s business model is depicted in the chart below.
Nanaimo Destination Development Authority – Business Model
Establish the Nanaimo Destination Development Authority; appoint Board of Directors; design organization;
Strategic prepare initial business plan; appoint management and staff; maintain the vision; monitor performance;
Management maintain inter-governmental relations
Resource Manage information, procedures, facilities, finance and administration, human resources and
Management continuously improve management processes
Project planning and Asset management Destination marketing

Business
development
Operations
• New Nanaimo Centre • Capital financing • Domestic stakeholder

development • Partnership agreements communications
• Festival market • New Nanaimo Centre • Online development and
development operations operations
Key Activities • Downtown revitalization • Festival market operations • Brand marketing
• Transportation development • Partnership marketing
• Other public assembly • Visitor Information Centre
facilities • Targeted marketing
• Accommodation strategy • Research and measurement
• Residential strategy

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3. Potential Structure
The Authority’s operating structure would require a detailed assessment as part of a business
plan for its operation however, in broad terms the structure could be as follows:
City of
Nanaimo
Total annual
operating
Destination
Authority costs $1M
Board of Directors
Chief Executive
Officer
Project Planning & Asset Management Destination Finance and

Development Marketing Administration
As illustrated above the Destination Development Authority would be accountable to the City
of Nanaimo in terms of its operating mandate. The Authority would recruit a Chief Executive
Officer (CEO) who would have overall operational responsibility reporting to a Board of
Directors as described previously. Each of the key functional areas of the Authority has been
identified above with a focus on planning, development, financing, asset management and
destination marketing. The specific roles and responsibilities of each division and the
subordinate resources would be identified in a business plan developed for the Authority
once established.
4. Establishing the Authority – Preliminary Funding Requirements

In creating a Nanaimo Destination Development Authority there will be funding required at
various stages and our assessment of costs is preliminary in nature. The primary funding
elements are as follows:
Preliminary Assessment of Setup Costs of Destination Development

Authority
Business Plan Development $ 50K

Creation Costs (legal & accounting) 200K
Initial Working Capital 650K
Recruitment of Key Resources 100K
Total Costs: $1M
It is anticipated that the City of Nanaimo will require funding from external sources that may
be available from the Federal and Provincial Governments, as it relates to the business
planning phase. The potential of these sources would need to be investigated further. The
implementation plan and timeline for our principal recommendations outlines the key
milestones necessary as it relates to the creation of the Destination Development Authority.

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In terms of long-term operating funding, the Authority will likely tap four principal sources as
follows:
1. Destination marketing funding which would include already committed marketing
funds from the City of Nanaimo (including Tourism Nanaimo funding).
2. Potential hotel tax revenue.
3. Operating revenue from developed/invested projects.
4. Ancillary funding from Government programs and other potential external sources.
The operating funds required and the identification of all potential sources would be a key
component of the business plan for the Authority.

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VIII. MARKETING APPROACHES
While the City of Nanaimo is eager to present a refreshed marketing position to the external
marketplace to drive greater visitor volumes and increase the value of tourism visits, there is a great
deal yet to be achieved among local stakeholders to achieve desired long-term outcomes. This
includes outreach to Nanaimo tourism, hospitality and retail interests, as well as to broader business,
community and public stakeholders.
It is also true that Nanaimo must establish a far greater knowledge base about the tourism markets it
seeks to serve to effectively implement the Vision expressed in this plan. As such, market research
and strategic planning must continue to be a priority in the early stages of program implementation.
Market research and data capture must also be a feature of Nanaimo’s tourism marketing efforts on an
ongoing basis to ensure that program spending is optimized by market, communication channel and
message.
With these requirements in mind, the following represents the specific marketing and communication
activities it is recommended that the City of Nanaimo should pursue in the first two years of program
implementation (2006 and 2007). Strategic marketing priorities are also recommended for subsequent
years of program implementation – 2008 and beyond – although these are presented at a higher level.
It is acknowledged that the City of Nanaimo may have mandated a single Destination Development
Authority to manage its destination development and tourism marketing activities prior to 2008. While
the long-term marketing strategies presented in this section should inform the work of this Destination
Development Authority – or other body tasked with implementing marketing strategy – the responsibility
for developing detailed marketing plans, implementation strategies and associated budgets must
necessarily fall to this group.
A. Year 1 – 2006
Research
It is recommended that the City of Nanaimo undertake a large-scale stakeholder and market
research project at the outset of program implementation to:
refine the Vision expressed in this plan;
inform the development of a distinctive brand strategy to serve as the focal point for all
destination development and internal/external marketing activities;
refine the external target market demographics, psychographics and key motivators
identified in this plan;
test the effectiveness of various marketing channels identified in this plan against
identified target markets; and
establish a baseline of target market awareness, relevance and behaviour to measure
the efficacy of marketing activities going forward.
Brand Strategy
Based on the findings of domestic stakeholder and market research, a compelling brand strategy
should be developed for the City of Nanaimo.

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This brand strategy will:
establish a distinctive strategic position for Nanaimo as a city, as a community and as a
tourism destination in the competitive Vancouver Island/British Columbia marketplace;
present a clear and compelling value proposition for residents, prospective visitors and
investors;
provide a long-term and sustainable competitive advantage for Nanaimo, and serve as a
foundation for Nanaimo’s long-term growth as a tourism destination; and
serve as a strategic guidepost for all destination development and tourism marketing
activities.
The Nanaimo brand strategy will be synthesized in a brand blueprint that reflects Nanaimo’s
desired positioning as a community and a tourism destination, as well the strengths and assets –
both existing and aspirational – upon which this positioning is based. The brand blueprint will
also identify a compelling brand promise and personality that reflects the manner and tone in
which Nanaimo presents itself to domestic and external audiences.
Finally, the brand blueprint will present a singular brand essence – two words that capture the
personality, the promise and the positioning that Nanaimo will present to its residents and the
broader tourism marketplace.
2 words that
describe the
what and how of
Brand Essence the brand
The manner through which you

speak to potential stakeholders
Personality
A summation of Nanaimo’s core values

Brand Promise
The benefits used to substantiate the positioning statement
Reasons to Believe
A sentence that articulates what Nanaimo uniquely stands for
Positioning
44
The Nanaimo brand should be brought to life visually. The visual expression of the city’s brand
may incorporate the existing Nanaimo identity and ‘Harbour City’ nomenclature, or research may
dictate that an entirely new direction is warranted.
It is understood that significant investment has been made in the existing Nanaimo identity and
Harbour City positioning, and that a certain amount of equity has been established in these
properties. This investment – and Nanaimo’s willingness to adopt an entirely new positioning and

Page 38
visual identity – must be considered as part of the process of bringing the new Nanaimo brand to
life through design.
Domestic Stakeholder Communication Program
The focus of communication activities to be undertaken during Year 1 (2006) of program

implementation will be domestic stakeholders – specifically:
Nanaimo and environs’ tourism, hospitality and retail sectors;
political and public affairs constituencies;
community groups and special interests; and
media and the general public.
The objective of this domestic communication program will be:

to build local understanding and support for the destination development ‘Vision’
expressed in this plan;
to engage stakeholders in and seek their endorsement for the Nanaimo brand strategy;
to build local understanding and support for the Destination Development Authority
concept and implementation as expressed in this plan;
to coordinate relevant stakeholders and resources to deliver on the destination
development Vision and Destination Development Authority expressed in this plan; and
to educate Nanaimo’s tourism, hospitality and retail audiences about the city’s brand
strategy and provide the tools and understandings necessary for them to become brand
‘ambassadors’ in the future.
In addition to domestic stakeholder communication, it is recommended that external tourism

marketing initiatives continue at a moderate level in Year 1 (2006) of program implementation.
To the degree possible, these activities should support the destination development ‘Vision’ and
Nanaimo brand as they emerge.
Tactical Plan and Web Development

In addition to brand strategy development, the research program referenced above should inform
the development of a tactical plan to guide the brand launch and initiation of related external
marketing activities in 2007 and beyond (see below).
Elements of this strategic marketing plan may include:
a brand launch initiative;
domestic brand-building tactics;
external brand marketing tactics;
development of a web strategy and creating a branded online presence;
cooperative marketing tactics;
partnership marketing tactics;
relevant benchmarks and performance measures; and
ongoing research and data capture.

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B. Year 2 – 2007
Program Launch
It is recommended that a formal launch of Nanaimo’s new destination development and tourism
marketing program occur in 2007. Timing will depend on how swiftly various elements of the
program can be developed over the intervening year, though a spring launch is preferable to take
advantage of the summer tourism season.
Elements of the recommended launch strategy could include:

opening of a branded Visitor Information Centre (VIC) in downtown Nanaimo. The VIC
should serve as a catalyst for the development of a tourism-focused node in Nanaimo’s
downtown, as well as a physical manifestation of the Nanaimo brand strategy;
formal initiation of the Destination Development Authority, with offices and personnel to
be integrated within the VIC;
roll-out of an extensive downtown signage, banner and outdoor advertising program to
bring the brand to life within Nanaimo;
launch of a new branded campaign website; and
participation by: local tourism, retail and hospitality sectors; local government
representatives; regional and provincial tourism representatives; provincial and federal
government representatives; tourism trade and travel partners; travel and mainstream
media; community groups and local residents.
Brand Marketing
It is recommended that a brand marketing initiative be undertaken in 2007 to establish the

Nanaimo brand and brand promise among select audiences.
Given available budgets, it is not feasible to undertake a broad-based marketing program to

effectively establish the Nanaimo brand position among all target audience segments. However,
a targeted campaign will establish a strategic understanding of the city’s brand and market
offering among key audiences – including:
local tourism, hospitality and retail partners;
local residents;
tourism trade, travel partners and tourism influencers; and
trade and mainstream media.
Public
The concentric circle approach illustrated here recognizes that
effective brands are established from the inside out. That is, the City
Travel partners
of Nanaimo must establish a solid understanding and support for its
Community
brand position among internal audiences – local tourism stakeholders,
local residents and travel partners – before it can realistically establish
City of Nanaimo
+ tourism a new brand position among the broader marketplace.
Not only is it critically important for local tourism stakeholders and

Community
Travel partners local residents to embrace the Nanaimo brand and the ‘Vision’
expressed in this plan, they must also become brand ambassadors.
Public This means they have the understandings, the tools and the
motivation to reinforce the Nanaimo brand within their business
operations, their marketing activities and – in the case of local

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residents – their everyday lives and social relationships.
Brand marketing tactics to be utilized during this phase include:

outreach to local tourism, travel and hospitality stakeholders through direct marketing,
publishing, events and seminars, and stakeholder advocacy;
outreach to tourism trade, travel partners and tourism influencers through direct
marketing, publishing, conferences and seminars, and stakeholder advocacy;
targeted print advertising (local media, trade publications);
outdoor advertising in relevant travel corridors; and
media relations within provincial, regional and trade media outlets.
Online Presence
In 2007, Nanaimo will launch its branded website that is a robust online marketing capability – the
centerpiece of Nanaimo’s tourism marketing infrastructure. The website should become the new
virtual home of Nanaimo’s Destination Development Authority – reflecting its brand positioning
and destination development plan, and serving as its principal marketing vehicle.
Specifically, the new branded Nanaimo website must:

present attractive and compelling images of Nanaimo destinations, properties and
activities;
allow visitors to build and download (or order) custom visitor guides and brochures;
possess robust booking and referral capabilities;
capture visitor data and facilitate direct marketing (DM & eDM); and
provide a platform for cooperative marketing and product packaging.
It is recommended that Nanaimo hotel operators, attractions and other tourism service providers
pay a fee to have their properties featured on the Nanaimo website, and to benefit from booking
and referral services, product packaging and cooperative marketing opportunities. As with other
aspects of the marketing program presented in this plan, the new Nanaimo website will be the
subject of a comprehensive planning process undertaken in Year 1 (2006).
The new Nanaimo website will be fully functional upon launch in 2007, although booking
capabilities and product packaging may be more fully developed over time. All outgoing
communication activities will drive target audiences to the website for fulfillment, data capture and
product sales.
Partnership Marketing
Also beginning in 2007, Nanaimo should develop and launch marketing initiatives in partnership
with travel partners, such as BC Ferries, Harbour Air, HarbourLynx, etc.
Partnership marketing tactics may include:

advertising/ promotions within partner-controlled environments and publications;
cooperative marketing; and
product packaging and promotions.

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Nanaimo should also avail itself of partner marketing activities made available through the
Tourism Association of Vancouver Island, Tourism British Columbia and other relevant bodies.
The caution, however, is that marketing dollars spent with such bodies should buy messages that
focus on Nanaimo.
Identifying specific marketing activities will entail visits with potential partners to understand the
opportunities and synergy of partnership marketing, timing and cost-sharing arrangements.
C. Year 3 (2008) and beyond

Over time, Nanaimo’s tourism marketing tactics will evolve in a number of important ways. They
will:
increasingly shift from internal to external target audiences;
increasingly shift from brand-building to driving sales leads; and
increasingly focus on repeat visitors and target audiences/communication channels that
deliver the best ROI.
The process of building an effective and powerful brand, and encouraging customer loyalty,
occurs over time. It is not simply a matter of effective marketing. It also requires that a company
or product – in this case a destination – lives up to its promise by delivering a visitor experience
that reinforces the brand positioning.
This concept is illustrated in the brand continuum below. The City of Nanaimo will not achieve its
goal of creating brand loyalists among BC and international travelers through marketing
communication alone. It must also deliver the promised brand experience through on-the-ground
performance.
This means Nanaimo’s Destination Development Authority must be constantly evaluating the
overall Nanaimo tourism product, and ensuring that the brand is consistently communicated and
delivered. Communication with local tourism, travel and retail interests (as well as with Nanaimo
residents) will be required to ensure the brand continues to be a guiding principle for all visitor
experiences in Nanaimo.
Communications
Performance
Differential Satisfaction/ Loyalty

Awareness Relevance Trust Value Reinforcement
Brand Marketing
Although Nanaimo’s tourism marketing will increasingly become more targeted, a certain degree
of broad-based brand marketing is still warranted. All brand marketing initiatives will seek to drive
target audiences to the website for fulfillment, data capture and product sales.

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Brand marketing initiatives will include:
targeted print advertising;
outdoor advertising in relevant travel corridors;
media relations; and
tourism trade, travel partner and influencer outreach through conferences and events,
publishing and direct marketing.
Online Presence
Over time, Nanaimo will become recognized among small-market destination marketing
organizations (DMOs) for the sophistication and success of its online marketing strategy. This
will include:
a consistent drive-to-web strategy for all outgoing communication;
a robust travel booking and referral system;
sophisticated online data capture;
database marketing through direct and electronic direct marketing;
custom web-based fulfillment through downloadable visitor guides and brochures, or
custom digital printing;
cooperative marketing and product packaging with Nanaimo hotel operators, attractions
and tourism service providers; and
online keyword and web optimization.
Partnership and Cooperative Marketing
Nanaimo should continue to lead effective marketing partnerships with local tourism and
hospitality providers, as well as its travel partners. Partnership and cooperative marketing will
optimize the financial and human resources available for marketing Nanaimo as a tourism
destination, as well as commit the city’s business partners to future investments in the city’s
development.
Long-term partnership and cooperative marketing has many potential models. These include:
mass market Nanaimo getaway package advertising with local tourism operators and
travel partners;
leveraging TAVI, TBC and CTC partnership programs;
advertising/ promotions within partner-controlled environments and publications;
media partnerships and promotions;
on-line product packaging; and
DM and eDM.
Research and Measurement
Regardless of the long-term marketing strategies that Nanaimo chooses to pursue, it is strongly
recommended that the program include a strong ongoing research component. Research should
be undertaken on an annual basis to:

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track target market awareness and perceptions of Nanaimo as a tourism destination
against the desired brand positioning, as well as travel intentions and behaviour;
continuously refine target market understandings re: demographics, psychographics and
key motivators; and
test the effectiveness of marketing channels against identified target markets.
Measurement should also be undertaken on an ongoing and real-time basis to continuously refine
marketing programs to deliver the best possible ROI to Nanaimo and its travel partners.

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IX. IMPLEMENTATION PLAN
A. Action Plan
The following implementation plan presents timelines, key initiatives and actions, responsibility
and budget requirements.
The significant budget items identified in the action plan and in the summary of budgets following
exclude capital costs such as for downtown revitalization, the New Nanaimo Centre and a festival
marketplace.
Significant
Year Key Initiative Action Responsibility Budget Items
Planning and preparation

2005 05A. Resources and functions 05A.1 Rationalize activities in anticipation
focused on destination of establishing a single Authority City of Nanaimo
development
05B. Downtown core area 05B.1 Review Nanaimo Downtown Plan

enhancement (April 2002) and modify for City of Nanaimo
consistency with the Vision
05B.2 Confirm that recommended zoning
by-law changes are consistent with City of Nanaimo
the Vision
05B.3 Prepare a specific tourism
commercial zone area plan with
City of Nanaimo
implementation strategy including
financing and incentives available
05B.4 Investigate potential sources of
infrastructure and improvement
City of Nanaimo
funding available from Federal and
Provincial sources
2006 06A. Mandate for a single 06A.1 Prepare and pass Council
City of Nanaimo
“Nanaimo Destination Resolution to mandate a single
and Council
Development Authority” Authority
06A.2 Identify and appoint initial Board, City of Nanaimo
including a key individual as Chair and other key
stakeholders
06B. Nanaimo Destination 06B.1 Legally establish Authority, Authority Board Legal and
Development Authority including develop and approve by- and City of accounting
laws Nanaimo $200K
06B.2 Design initial organization Authority Board
06B.3 Provide initial working capital Initial working
City of Nanaimo
capital $650K
06B.4 Obtain infrastructure and Authority Board
improvement funding from Federal and City of
and Provincial sources Nanaimo
06B.5 Prepare initial business plan Authority Board Consulting $50K
06B.6 Identify and appoint a key
Authority Board Search fee $35K
individual as CEO

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Significant
06B.7 Identify and appoint management Authority Board Search fees

and staff and CEO $65K
06C. Stakeholder and market 06C.1 Further refine the vision, inform the
research branding strategy, refine target
Authority and City
markets, test marketing channels Consulting $50K
of Nanaimo
and establish baselines to
measure progress
06D. Branding of Nanaimo as 06D.1 Develop branding strategy Brand strategy

a destination consulting $50K
Authority and City
of Nanaimo Identity, naming
and design
consulting $50K
06E. Domestic stakeholder 06E.1 Build local understanding, obtain

communication program stakeholder endorsement of Authority and City Program cost
branding, and build support for of Nanaimo $250K
Authority
06F. Tactical plan and web 06F.1 Plan for brand launch, develop a Tactical plan
development branded website and initiate consulting $50K
external marketing activities in Web strategy
2007 and beyond Authority and City
of Nanaimo and
development
consulting
$250K
Major milestone
2007 07A. Brand, Authority and 07A.1 Simultaneously launch Nanaimo's Authority 2007
website new brand, a new visitor operating costs
information centre, officially $1M
announce the creation of the VIC interior and
Authority, roll out signage and signage $100K
banners to bring brand to life and Authority and City
launch new website of Nanaimo Launch event
$100K
Downtown
signage, banners
and outdoor
advertising $100K
Implementation
07B. Brand marketing 07B.1 Through outreach and advertising,
establish understanding and
support for the new brand among
Program cost
internal audiences: local tourism Authority
$250K
stakeholders, local residents and
travel partners (before taking to the
broader marketplace)
07C. Online presence 07C.1 Promote the new branded website Program cost
program to present attractive, compelling Authority
$100K
images of Nanaimo destinations,

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Significant
allow visitors to build and

download custom visitor guides
and brochures, have robust
booking and referral capabilities,
capture visitor data and facilitate
direct marketing, and provide a
platform for cooperative marketing
and product packaging
07D. Partnership marketing 07D.1 Develop and launch marketing

initiatives with travel partners (e.g.
BC Ferries, Harbour Air,
HarbourLynx), and pursue Program cost
Authority
marketing opportunities through $100K
the Tourism Association of
Vancouver Island, Tourism British
Columbia and others
07E. Downtown Nanaimo 07E.1 Create a Downtown Core Area Downtown

Partnership functions Project Management Team with a Nanaimo
incorporated into specific mandate to implement Partnership,
Authority priority recommendations Authority and City
of Nanaimo
07F. Transportation plan 07F.1 Prepare an inventory of existing Authority and City
services and frequencies, and of Nanaimo
assess existing capacities and
terminal facilities in the core area
in relation to Vision
07F.2 Review/prepare downtown parking Authority and City
strategy of Nanaimo
Consulting
07F.3 Determine signage requirements $100K
Authority and City
and potential locations to reinforce
of Nanaimo
downtown as a tourism hub
07F.4 Collaborate with Nanaimo Airport
to continue plans for upgrading
Authority and
facilities for greater capacity and
Airport Board
links to markets other than
Vancouver
07G. Iconic anchor 07G.1 Assess potential site locations and Authority and City
zoning policy required of Nanaimo
07G.2 Engage consultants to develop
Authority and
alternative concepts for a festival Consulting 100K
consultants
marketplace and assess feasibility
07G.3 Determine appropriate strategies
to attract the private sector to the
Authority and City
project - issues of land ownership, Consulting 50K
of Nanaimo
developer / operator structure, and
commercial terms
07G.4 Invite proposals from developers to Authority and
design, build and operate a festival potential
marketplace development
partners

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Significant
07H. Convention and public 07H.1 Implement protocols for Authority, City of
assembly facilities transferring responsibilities for the Nanaimo and
conference centre from the City to development
the Authority partner
07H.1 For core and regional planning, re-
assess medium to long term Authority and City
Consulting 50K
objective of securing a new of Nanaimo
arena/multiplex
07I. Accommodation strategy 07I.1 Assess lodging sector market

supply and demand requirements Authority and City
Consulting 50K
10 to 15 years out, identifying key of Nanaimo
challenges and potential solutions
07I.2 Review land use policy in Nanaimo
core and outlying areas re.
Authority and City
transient accommodation, Consulting 50K
of Nanaimo
assessing potential for lodging
sector development
2008 08A. Brand marketing 08A.1 Seek to drive target audiences to

and website – implement targeted print Authority 2008
beyond advertising, outdoor advertising, operating costs
media relations and outreach to $1M
Authority
tourism trade, travel partners and Brand marketing
influencers through conferences program cost
and events, publishing and direct $350K
marketing
08B. Online presence 08B.1 Continue to develop online

presence and electronic marketing
strategy through booking and
referral capabilities, cooperative Program cost
Authority
marketing, product packaging and $100K
promotions, web optimization
strategies, data capture and
electronic direct marketing
08C. Partnerships and 08C.1 Continue to lead effective

cooperative marketing marketing partnerships with local Program cost
Authority
tourism and hospitality providers, $250K
as well as travel partners
08D. Research and 08D.1 Track target market awareness

measurement and perceptions of Nanaimo
against brand positioning,
Program cost
continuously refine target market Authority
$50K
understandings, and test
effectiveness of marketing
channels

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B. Summary of Significant Budget Items
The significant annual budget items are as follows:
Item $’000
2006
Nanaimo Destination Development Authority:
Legal and accounting $200
Initial working capital 650
Initial business plan 50
CEO search fee 35
Management and staff search fees 65
Stakeholder and market research 50
Branding:
Brand strategy 50
Identity, naming and design 50
Domestic stakeholder communication program 250
Tactical plan and web development:
Tactical plan 50
Web strategy and development 250
Total budget items 2006 $1,700
2007
Brand, Authority and website:
Authority operating costs 2007 $1,000
VIC interior and signage 100
Launch event 100
Downtown signage, banners and outdoor advertising 100
Brand marketing 250
Online presence program 100
Partnership marketing 100
Transportation plan 100
Iconic anchor:
Develop alternative concepts for a festival 100
marketplace
Determine strategies to attract private sector 50
Arena/multiplex 50
Accommodation strategy:
Assess lodging sector supply and demand 50
Review land use policy re. lodging sector 50
2008 and beyond

Authority operating costs 2008 $1,000
Brand marketing 350
Online presence program 100
Partnerships and cooperative marketing 250
Research and measurement 50
The above values are estimates only, designed to provide order-of-magnitude annual budgets,
and cannot be relied upon as accurate measures of cost. The costs identified are more than
likely the mid-range budgets that will be needed. All operations and capital projects are
scaleable.
The action plan should be considered as a starting point for action, requiring continuous
development as events unfold.

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C. Existing and Potential Destination Development Funding
It is noted that existing funding and potential funding from a 2% hotel tax available for destination
development, amounts to about $1.5 million a year, as identified in the table below.
Organization Activities FTEs Revenue Sources Revenue $
1 Tourism Nanaimo Tourism marketing City of Nanaimo $ 300,000

2 Downtown Nanaimo Downtown revitalization planning and Note Core funding from City $ 173,500
Partnership implementation
3 City of Nanaimo 2 $ 700,000
Conference and destination marketing
4 Hotels 2% hotel tax $ 368,000
Total funding: $ 1,541,500
Note:
Downtown Nanaimo Partnership comprises:
City of Nanaimo (3 members)
Nanaimo City Centre Association (3 members)
Old City Quarter Association (2 members)
Community at Large (3 members)

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X. PERFORMANCE FRAMEWORK
The following is a performance framework in the form of an “Achievement Assessment Tool” for
assessing the probability of achieving Nanaimo’s destination development vision and the extent of
incremental effects detectable.
The tool is designed to be used from time to time, as the implementation plan unfolds, at least annually.
Periodic results should be compared to track changes.
For the results to be trusted, an objective observer should complete the assessment, based on
interviews with a range of key stakeholders. Once completed, those with the destination development
mandate must identify action steps to address the risks identified by the tool.
A. Purpose
This Achievement Assessment Tool assists in managing the elements critical to achieving
Nanaimo’s strategic objectives for destination development. The tool is used to evaluate the
Probability of Successful Implementation of the articulated vision for Nanaimo, based on 20
ratings of Criteria for Success. The Criteria for Success relate to:
the continued relevance of planned activities to Nanaimo’s destination development
vision (does the activities still make sense; are we on the right path?);
whether and to what extent milestones in the implementation plan are being achieved
(are we on track with the implementation plan?);
whether and to what extent the planned activities are achieving what was expected and
what other effects have occurred as a result of the activities (what incremental effects are
we seeing?); and
whether there are other cost-effective ways of achieving the same intended results (are
there better ways of doing this?).
B. Ratings
At least once a year, rate each of the following Criteria for Success, based on the results of
structured interviews with key internal and external stakeholders.
Are we on the right path?
1. Relevant Vision
The direction of Nanaimo’s destination 1 2 3 4 5 6 7 8 9 10 The vision for Nanaimo’s destination
development is no clearer now than it was development continues to be enthusiastically
before the Vision Statement was written pursued by all leading stakeholders
Comments:
2. Relevant Goals
The goals for Nanaimo’s destination 1 2 3 4 5 6 7 8 9 10 The goals for Nanaimo’s destination
development are unclear, not in keeping development are clear, consistent with the
with the vision and will not lead to its vision and will lead to achieving the vision
achievement
Comments:

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3. Relevant Activities and Outputs
Activities and operational outputs have no 1 2 3 4 5 6 7 8 9 10 Activities and operational outputs are plausibly
plausible linkages with the intended linked to (are sure to lead to) the intended
achievements achievements
Comments:
4. Public Dissatisfaction/Sense of Need

The need for destination development is 1 2 3 4 5 6 7 8 9 10 The general public clearly understands why
not understood by the general public, and destination development is needed, and their
dissatisfaction with Nanaimo’s current dissatisfaction with Nanaimo’s current status
status is not strong is strong – they clearly want this change
Comments:
5. Feedback
The organizations mandated to contribute 1 2 3 4 5 6 7 8 9 10 The organizations mandated to contribute to
to destination development do not allow or destination development operate in a
encourage open and direct feedback transparent manner that encourages feedback
concerning problems with achieving the from stakeholders and promotes a problem
vision solving climate for the community
Comments:
6. Commitment
The organizations with contributing 1 2 3 4 5 6 7 8 9 10 The organizations with contributing mandates
mandates are not led by champions who are led by sponsors who clearly communicate
declare their personal commitment to the their strong personal commitment to the vision
vision and implementation plan and implementation plan
Comments:
7. Confidence
Council and City staff have low confidence 1 2 3 4 5 6 7 8 9 10 The leaders of the organizations with
in the ability of the leaders of the contributing mandates generate confidence in
organizations with contributing mandates their ability to achieve the vision of Nanaimo
to achieve the vision of Nanaimo as a as a travel destination by 2015
travel destination by 2015
Comments:
Are we on track with the Implementation Plan?
8. Milestones
The milestones in the Implementation Plan 1 2 3 4 5 6 7 8 9 10 The milestones in the Implementation Plan
are not clearly articulated sufficient to are clearly articulated, providing clear
assess progress measures of meaningful progress
Comments:
9. Level of Resources
Financial, human and knowledge 1 2 3 4 5 6 7 8 9 10 Adequate financial, human and knowledge

resources are not committed or are resources are fully committed for continuing
inadequate to continue with the with the Implementation Plan

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Implementation Plan with the Implementation Plan
Comments:
10. Priorities
The priorities established by the 1 2 3 4 5 6 7 8 9 10 There is consensus among leading

Implementation Plan make no sense or stakeholders that all of the priorities
work at cross-purposes with each other established by the Implementation Plan
logically fit together
Comments:
11. Achieving Marketing Milestones
One or more significant marketing 1 2 3 4 5 6 7 8 9 10 All significant marketing milestones to date

milestones have not been achieved and have been fully achieved on time
delay is placing the destination
development program in jeopardy
Comments:
12. Achieving Physical Infrastructure Development Milestones
One or more significant infrastructure 1 2 3 4 5 6 7 8 9 10 All significant infrastructure development

development milestones have not been milestones to date have been fully achieved
achieved and delay is placing the on time
destination development program in
jeopardy
Comments:
What incremental effects are we seeing?
13. Visitor Nights

Operators report no change or a decrease 1 2 3 4 5 6 7 8 9 10 Operators report a significant increase in
in visitor overnight stays in all seasons visitor overnight stays in all seasons, beyond
(consider the effects of significant external their expectations (consider the effects of
factors) significant external factors)
Comments:
14. Visitor Spending

Operators report no change or a decrease 1 2 3 4 5 6 7 8 9 10 Operators report a significant increase in
in visitor spending in all seasons (consider visitor spending in all seasons, beyond their
the effects of significant external factors) expectations (consider the effects of
significant external factors)
Comments:

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15. Operator Profitability
Operators report no change or a decrease 1 2 3 4 5 6 7 8 9 10 Operators report a significant increase in their
in their bottom line in all seasons profitability in all seasons, beyond their
expectations
Comments:
16. Visitor Attractions

There have been no new start ups of 1 2 3 4 5 6 7 8 9 10 There have been a significant number of new
visitor attractions or the number of visitor start ups of visitor attractions, beyond the
attractions has declined expectations of leading stakeholders
Comments:
17. Quality of Experience

Visitors report that they do not perceive an 1 2 3 4 5 6 7 8 9 10 Visitors report that they definitely perceive a
increase in the quality of their Nanaimo significant increase in the quality of their
experience or they report a decline in Nanaimo experience since their visit at least a
quality since their visit at least a year year before
before
Comments:
Are there better ways of doing this?
18. Use of Public Money

Public opinion is that their money is being 1 2 3 4 5 6 7 8 9 10 Public opinion is that their money is being well
wasted on Nanaimo’s destination spent on Nanaimo’s destination development
development and more should be spent in the future
Comments:
19. Public Opinion on Development

Public opinion is that Nanaimo’s 1 2 3 4 5 6 7 8 9 10 Public opinion is that Nanaimo’s destination
destination development should be halted development should continue exactly as
and a new direction should be established planned
Comments:
20. Professional Opinion on Development

Professional observers criticize Nanaimo’s 1 2 3 4 5 6 7 8 9 10 Professional observers applaud Nanaimo’s
destination development and state that it destination development and state that it
should be halted and a new direction should continue exactly as planned
established
Comments:

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C. Probability of Successful Implementation
1. Total the 20 ratings:
2. Calculate the Average Rating (Total ratings ÷ 20):
3. Calculate the Probability of Successful Implementation (Average Rating x 10):
4. Plot the Probability of Successful Implementation on the following scale:
0 20 40 60 80 100
Very low Low Moderate High Very High
D. Results
The Probability of Successful Implementation is based on continued relevance, achievements,
incremental effects and whether there are better alternatives.
Scores in the high range indicate a strong likelihood that the achievement of Nanaimo’s vision as
a travel destination will be successful (as long as the level of commitment is maintained). Lower
scores mean that strategies need to be developed (e.g. to improve the communication and
reinforcement activities of leading stakeholders) in order to achieve Nanaimo’s strategic
objectives and avoid the costs to the community of implementation failure.

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E. Gap Analysis
To help identify the key problem areas (greatest areas of risk), plot each of the 20 ratings, and the
Average Rating, on the chart below. Then plot the minimum acceptable rating (e.g. a score of 8
for each item) and outline the gaps between the actual and desired scores. Observe where the
largest gaps exist and determine a plan of action to address these gaps.
Criteria Very Low Low Moderate High Very High

1 2 3 4 5 6 7 8 9 10
1. Relevant vision
2. Relevant goals
3. Relevant activities and outputs
4. Public dissatisfaction/sense of need
5. Feedback
6. Commitment
7. Confidence
8. Milestones
9. Level of resources
10. Priorities
11. Achieving marketing milestones
12. Achieving physical infrastructure
development milestones
13. Visitor nights
14. Visitor spending
15. Operator profitability
16. Visitor attractions
17. Quality of experience
18. Use of public money
19. Public opinion on development
20. Professional opinion on
development
Average Rating
F. Actions to Address Gaps

1.
2.
3.
Etc.

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XI. APPENDICES
Appendix A – Nanaimo Destination Study - Data
Nanaimo - Hotels/Motels
Name Rate Rooms
Bluebird Motel 1 29
Castaway Motel 1 24
Departure Bay Motel 1 21
Diplomat Motel 1 18
Harbour Light Motel 1 29
Painted Turtle Guesthouse 1 20
Royal Motel Nanaimo 1 14
Value Lodge Economy Motel Nanaimo 1 16
Total 171
Best Western Northgate Inn 2 72

Buccaneer Inn 2 13
Coast Bastion Inn 2 177
Days Inn Harbourview 2 79
Howard Johnson Harbourside Hotel 2 100
Moby Dick Oceanfront Lodge & Marina 2 42
Port-o-Call Inn & Suites 2 42
Ramada Resort on Long Lake 2 62
Travelodge Nanaimo 2 78
Total 665
Best Western Dorchester Hotel 3 65

The Grand Hotel Nanaimo 3 72
Total 137
Key: Rates <$60=1, $61-$100=2, $101-150=3, $151-$200=4,$201+=5

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Kelowna - Hotels/Motels
Name Rate Rooms Name Rate Rooms
Kelowna Guest House Inn 1 40 Abott villa Travelodge 3 52
La Mission Motor Inn Kelowna 1 40 Accent Inns 3 101
Mission Creek Country Inn 1 4 Borgata Lodge 3 120
Shinook Motel 1 28 Coast Hotesl & Resorts 3 185
Wayside Motor Inn 1 43 Days Inn Kelowna 3 91
Total 155 Holiday Inn Express 3 120
Okanagan Seasons Resort 3 70
Ramada Lodge Hotel 3 135
Chinook Motel 2 28 Royal Anne Hotel 3 64
Comfort Inn 2 81 Sandman Hotels & Inns 3 120
Dilworth Motor Lodge 2 50 Siesta Motor Inn 3 96
Gyro Beach Resort 2 27 Travelers Choice Motor Inn 3 43
Kelowna Motor Inn 2 112 White Crystal Inn 3 45
Lakeshore Inn 2 46 Total 1242
Mission Park Inn 2 43
Oasis Motor Inn 2 41
Pandosy Inn 2 60 Bellasera Tuscan Villas & Piazza 4 58
Recreation Inn & Suites 2 50 Best Western Inn Kelowna 4 146
Sandalwood Inn 2 34 Casa Loma Lakeshore Resort 4 40
Super 8 Motel Kelowna 2 0 Grand Okanagan Lakefront Resort 4 320
The Dilworth Motor Lodge 2 50 Hotel Eldorado 4 55
Town & Country Motel 2 32 Lake Okanagan Resort 4 135
Vineyard Inn/Slumber Lodge 2 26 Manteo Resort Waterfront Hotels & Villas 4 92
Total 680 Mission Shores (Okanagan Lodging Company) 4 30
Prestige Inn Kelowna 4 66
Relocan Vacation Rentals 4 7
The Borgata Lodge 4 40
Total 989
Key: Rates <$60=1, $61-$100=2, $101-150=3, $151-$200=4,$201+=5
Kamloops - Hotels/Motels
Name Rate Rooms Name Rate Rooms
Acadian Motor Inn 1 45 Aberdeen Inn 2 63
Argus Motor Inn 1 38 Alpine Motel 2 36
Casa Marquis Motor Inn 1 32 Best Value Superiew Inn 2 38
Columbia Motor Inn 1 24 Best Western 2 203
Econo Lodge 1 50 Coast Canadian Inn 2 98
Fountain Motel 1 19 Comfort Inn & Suites 2 128
Four Seasons Motel 1 34 Country View Motor Inn 2 34
Kings Motor Inn 1 36 Courtesy Inn Motel 2 45
Lamplighter Motel 1 31 Days Inn 2 62
Ranchland Motel 1 36 Dream Lodge 2 40
Riders's Motor Inn 1 22 Executive Inn 2 150
Sagebrush Motel 1 60 Fortune Motel 2 40
Sahali Lodge Kamloops 1 39 Grandview Motel 2 26
Skyline Motel Inn Kamloops (Rodeway Inn) 1 38 Hospitality Inn 2 77
Super View Motel Kamloops 1 38 Howard Johnson Panorama Inn & Suites 2 97
The Thriftlodge Kamloops 1 66 Kamloops Travelodge 2 67
Trans Canada Motel 1 30 Kamloops Travelodge Mountview 2 53
The Wells Gray Inn 1 34 Lakeside Country Inn 2 9
Total 672 Maverick Motor Inn 2 42
Quality Inn Kamloops 2 63
Ramada Inn 2 89
Riverland Motel 2 58
Sandman Inn 2 65
Scott's Inn & Restaurant 2 51
The Plaza Heritage Hotel 2 67
The Thompson Hotel & Conference Centre 2 98
Total 1799
Accent Inn 3 83
Coast Hotels & Resorts 3 98
Four Points by Sheraton 3 78
Hampton Inn 3 81
Holiday Inn Express 3 80
South Thompson Inn, Guest Ranch & Resort 3 55
Total 475
Key: Rates <$60=1, $61-$100=2, $101-150=3, $151-$200=4,$201+=5

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Nanaimo - Accommodation (Other)
B&B's RV & Campsites
A Country Breeze B&B Jingle Pot RV Park and Campgrounds

A Mays Inn Lakeside B&B Living Forest Oceanside RV park & Campground
Amberwood on the River B&B Mountainaire Campground and RV park
Antique B&B Camping Select
Apsley Avenue Lakeside B&B Zuiderzee Campsites
Beach Estates B&B Brannan Lake Campsites & RV Park
Carey House B&B Westwood Lake RV Cambing/cabins
Casa Del Dream B&B Shoregrove Resort
Copper Kettle B&B Resort on the Lake
Coastal Comforts B&B Triple E Tent and Trailer Park
Country Breeze B&B
Eagelsnest B&B Hostel
Eagelpoint B&B
Feng Shui Garden Manor B&B Nanaimo International Hostel
Ferry Side B&B The Cambie International Hostels
Flying Cloud B&B Painted Turtle Guest House
Gardensweet Cottage
Grey Pony B&B Resort/Lodge
Golden Divot B&B
Graycliff Cottage Oceanfront B&B Pacific Shores Resort & Spa
Hammond Bay Oceanside B&B The Haven
Heathering Hights B&B
Island View B&B
Jasmine Junction B&B
Jingle Pot B&B
Little Haven B&B
Lancrest by the Sea B&B
Long Lake Waterfront B&B
Mermaid's Kelp B&B
Nottingham House B&B
Pepper Muffin Country Inn
Protection Island B&B
Randle House B&B
Rocky Point Ocean View Executive B&B
Terracotta B&B
The Whitehouse on Long Lake B&B
Uta's by the Sea B&B
Waterside B&B
Waterslide B&B
Wedgewood House
Westwood Lake Lodge
Woodhaven on the Lake
The table above lists 42 Bed & Breakfast establishments. We understand from the City of Nanaimo that the total number is
about 60.

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Kelowna - Accommodation (Other)
B&B's B&B's RV & Campsites
A Golfers Paradise B&B Clifton Shangri La B&B
A Grand View B&B Cozy Corner Guesthouse & B&B Holiday Park Resort
A Home Away B&B De Switz Adobe B&B Hiawatha RV Park & Campground
A Lakeview Heights B&B Edelweiss B&B Willow Creek Family Campground
A Lakeview Mansion B&B Gabriels Corner Apple Valley Country Gardens
A Mykonos B&B Grapewine B&B Bear Creek Provincial Park
A Place of Refreshing B&B Historic Manor House B&B
A View to Remember Joyce House B&B Hostel
Aaron's Pool & Spa B&B Kelowna Lakeshore B&B
Abbot on the Lake Lafortune Castle B&B Kelowna International Hostel
Accounting for Taste B&B Lakeshore B&B Kelowna SameSun International Hostel
Agape B&B Lakeview Acres B&B Okanagan University College
Alto Vista B&B Lakeview B&B at Traders Cove
An Artists View B&B MacKinley Lakeshore Hideaway Resort/Lodge
An English Garden B&B Mission Mountain View B&B
An Okanagan Vista B&B Montcalm Garden B&B Alive Health Resort
Angels & Roses B&B Natures Best B&B Eight Mile Ranch
Apple Valley B&B Okanagan Lakefront B&B Discovery Bay Resort
Apples & Angels B&B Otella's Wine Country Inn B&B A Vista Villa
Augusta View B&B Quail Ridge B&B Okanagan Seasons Resort
Bankview B&B Ravenhills B&B Gyro Beach Resort
Barb's Whitehouse B&B Rose Terrace B&B
Barrel'n Vine B&B St. Andrews on the Green B&B
Bavarian Secret B&B Sun Villa by the Lake B&B
Beach House B&B Sunnyside B&B
Birds Eye B&B Tamarack B&B
Block's Landing B&B The Blue Pig on Abbot
Bucherie Mountain B&B The Cedars Inn B&B
By The Bridge B&B The Grapewine B&B
By the Lake Vacation Suites The Travel Lovers B&B
Caps on Cadder B&B Tranders Cove B&B
Castleowna B&B Trenton's Hospitality Home & B&B
Cedar Trails B&B Wine Country suites B&B
Clifton Highlands Lakeview B&B Yellow Rose B&B
Kamloops - Accommodation (Other)

B&B's RV & Campsites
Alberdeen Hills B&B Heritage Campsite & RV Park

Alpine Meadows B&B Jandana Ranch
Chaparral B&B Knutsford Campground
Fathers Country Inn B&B Erin Valley Riding Stable
Golfview @ sunrivers Kamloops RV Park
Highridge B&B Monte Lake RV Park & Campground
Lac Le Jeune B&B Venables Valley Ranch
Lazy River B&B Roche Lake Resort
Lakeview Drive B&B Wendego Lodge
MacQueens's Manor B&B
Matter House Hostel
Park Place by the River B&B
Place Royale B&B Hostelling International Kamloops
Ponderosa B&B
Seventh Heaven B&B Resort/Lodge
Sunset B&B
The Sentinel B&B Akehurst Lodge
Riverside B&B Skitchine Lodge
Sunshine Mountain B&B Alpine Wilderness Retreat
A Park Place By the River B&B Roche Lake Resort
Maria's B&B Lac Le Jeune Resort
Park Side B&B Heffley Lake Fishing Resort
Andersons on the River B&B North Barriere Lake Resort
Pinantan Lake Resort
Wendego Lodge

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Nanaimo - Attractions
Art/Culture Museum
Appleton Gallery & Frames Nanaimo District Museum

Art 10 Gallery Bastion Museum
Art Gallery in Rutherford Vancouver Island Military Museum
Artisan's Studio
Barton & Leier Gallery Nature
Centre for the Arts Nanaimo
Gallery 223 Butter Tubs Marsh
High Eagle Trading Post Neck Point Provincial Park
Hill's Native Art
Nanaimo Art Gallery Natural
Nanaimo Arts Council
The Public Hanging Art Gallery Fishing/Walking Pier
Where It's Art Harbourside Walkway
Yellow Bird Arts Gallery Historic Newcastle Island
Maffeo Sutton Park
Orchestra Nanaimo's Harbour
Old City Quarter
Vancouver Island Symphony Swy-a-Lana Lagoon
Nanaimo Concert Band The Arts District
Theatre Festivals
Nanaimo Theatre Group 1/2 Marathon & 10K Marathon

Port Theatre CANS Food Festival
Theatreone Community Theatre Festival
Yellow Point Drama Group Empire Days
Ubetcha! Promotions L'Association des francophones de Nanaimo
Theatre BC Maple Sugar Festival
Nanaimo Arts Fest
Nanaimo Blues Festival
Nanaimo Dragonboat Festival
Nanaimo Festival of Trees
Nanaimo Film Festival for Independent Producers
Nanaimo Marine Festival - Bathtub Days
Nanaimo Pumpkin Festival
Nanaimo Show & Shine
New Years Eve Concert

Page 61
Kelowna - Attractions
Art Galleries Orchestra
Alexandra Frames
Alternator Gallery Symphony Orchestra
Art Ark Gallery & Boutique Okanagan Symphony Society
Art Search
Arts Alive Theatre/Cabaret
Auroral Creations
Blueberry Hill Gallery Flashbacks
Boot Hill Gallery OK Corral Cabaret
Camberry House International Splashe's Cabaret
Chimo Village Gallery Rotary Centre for the Arts
Designarts Kelowna Community Theatre
Dfexhange Sunshine Theatre Society
Dreams & Fine Works Kelowna Actors Studio
Elements Arthouse Deamnasium
Elizabeth Gordon Gallery Kelowna Fringe Festival Society
Emiles Custom Framing
Eskila Gallery & Custom Framing Museum
Evan's Gallery & Framing
Framing & Art Centre Kelowna Museum
Freeman Galleries Orchard Museum
Fusion Art and Design Wine Museum
Gallery of BC Art & Photography The Laurel
Hambleton Galleries The Military Museum
Julia Trops Father Pandossy Mission
Kelowna Art Gallery Kelowna Centennial Museum
Laughing Moon Art Gallery Laurel Packing House
Linda's Frame Shop Kettel Valley Steam Railway
Mal Gagnon Studio Kelowna Downtown Cultural District
OK Art Gallery
Picture Perfect
Regis Pictures & Frames
Reid R Down Gallery
Rotary Centre for the Arts
The Bronze Rooster Gallery
The Grand Gallery
The Hanging Tree
Urbanhutdesign.com
Weber Gallery

Page 62
Kamloops - Attractions
Art Galleries Museum
Community Arts Council of Kamloops Kamloops Firehall Museum

Cunliffe House Gallery Kamloops Museum and Archives
Hampton Gallery Kamloops Sewepemc Museum & Heritage Parks
Horse Barn
Kamloops Art Gallery Heritage Railway
Nimbuss Glass Studio Gallery
North Light Studio Nature
Student Artworks Gallery
Harper Mountain
Native Culture Sun Peaks Resort
Secwepemc Museum The Ethnobotanical Gardens

Secwepemc Heritage Park
Natural
Orchestra
BC Wildlife Park
Kamloops Symphony Orchestra Little Farmer's Petting Zoo and Exotic Birds
Theatre
Western Canada Theatre

Sagebrush Theatre
Kamloops Dance Academy
Two River Junction Dinner & Musical Revue

Page 63
Nanaimo - Activities
Golf Fishing Boat Charters / Sailing
Beban Park Pitch and Putt Coast Adventures (Fishing, Whale Watching, Eco Tours) Bastion City Charters
Cottonwood Par 72 High Roller Salmon Charters Big Island Charters
Disc Golf - Bowen Park Sealand Tackle Salmon Fishing charters Brechin Boat Launch
Eaglequest Golf Course Silver Blue Charters Classic Yacht Charters
Nanaimo Golf & Country Club Cooper Boating
Pryde Vista Gold Course Diving Golden Eagle Charters
Winchelsea View Golf Course Hamond Bay Boat Launch
Browning Pass Hideaway (Diving) HERIZEN Sailing for Women Inc.
Kayaking / Paddling Discovery Expeditions Interpid Charters
Diver's Choice Charters Jamal British Columbia Yacht Charters
Adventuress Sea Kayaking Adventures Mamro Adventure Dive Charters Karomar Cruises
Alberni Outpost Kayak Rental Ocean Explorers Diving Nanaimo Charters / Sailing School
Ocean Paddling Sundown Diving Nanaimo Clippers Junior
Seadog Kayak & Sailing The Dive Outfitters Ltd. Sunsail Canada
The Kayak Shack Takuli III Sailing Adventures
Pacific Northwest Expeditions Ltd. Marine Tours Windjammer Charters
Sealegs Kaykaing Adventures
Wild Hear Adventures Clavella Adventures Riding
Alternative Groove Wakeboards Grand Vista Tours
Island Hopper Marine Tours Brannenbrook Farms
Billiards Lighthouse Adventures
Wilderness Adventures Tours
Cue Connection Billiards
Fun Centre 85 Marinas Brewery Tour
James Street Billiards Canadian Trails Bicycle Tours
Uptown Billiards Stones Marina & RV Park Cemetery Strolls
Bluenose Marina & Chowder House Historic Walking Tour
Paintball Boat Harbour Marine Ltd. Pulp Mill Tour
Nanaimo Harbour City Marina Limited Track N Trail ATV Tours
Cyber City Nanimo Port Authority Tracks Outdoor Adventures
Bastilion Paintball Supply Poett Nook Marina Ltd. Viking Adventure Tours
Townsite Marina Ltd. Vineyard Tour
Bungy Jumping Aviation Bowling
Bungy Zone Floatplane Scenic flights 5 Pin Bowling

Amigo Airways Corp. Great Canadian Casinos
Climbing
Casino/Gambling
Romper Room Indoor Climbing Centre Skate Parks
Seventh Heaven Casino
Amusement Parks Flipside Indoor Skatepark Great Canadian Casiono
Nanaimo Bowl Skatepark
Cyber City (go carts, laser tag, arcade etc.) Nanaimo Pioneer Skatepark Caving
Jumping Jimmy's Playland and Café Swy-a-lana Lagoon Skatepark
Canadian Underworld Tours (Caving)
Other Interests
World's largest upright artificial Reef

Page 64
Kelowna - Activities
Golf Boating/Sailing/Rafting Ballooning
Bell Mountain Golf Course Adventure Houseboat Charters Balloon Kelowna

Eaglequest Golf Kelowna Athans Gary Ski School & Charters Stardust Ballooning Ltd.
Gallaghers Canyon Golf & Country Club Champion Marine Ltd.
Golf Ponderosa Dockside Marine Centre Extreme Air Sports
Harvest Golf Club Escapade (boat) Rentals
Holiday Park Golf Course Funseeker Cruises High Sky Adventures
Kelowna Golf & Country Club Go with the Wind Cruises Interior Skydive
Kelowna Springs Kelowna Houseboats Kelowna Parasail Adventures
Lake Okanaga Resort Kelowna Yacht Club PPowder Outfitters Heli-skiing
Mcculloch Orchar Greens Golf Club Kingfisher Sports Centre
Michalebrooks Ranch Golf Club Lake Country Charters Skiing
Mission Creek Golf Club Okanaga Wake Tours
Orchard Greens Golf Club Okanaga Watertours Apex Moutnain Resort
Pinnacle Golf Course Okanagan Motorsport Rentals Crystal Mountain Ski Hill
Scandia Golf and Games (minigolf) Senic Boat Tours Okanagan Big White
Shadow Ridge Golf Club Value Boat Rental Silver Star
Spectacular Golf Go with the Wind Cruises
Sunset Ranch Golf and Country Club Waterway Houseboat Adventures Gambling
The Okanagan Golf Club
Vintage Hills Golf Course & Academy Climbing Lake city Casinos
Billiards Beyond The Crux Climbing Gym Waterpark/Amusement Park
Kelowna Q Club Fishing 19 Greens Fun and Sports Centre

Orchard City Bowl & Billiards Atlantis Waterslides & Recreations Ltd.
Scoop Lake Outfitters Mariner's Reef Waterslide Park
Water Sports Postill Lake Lodge Planet Spacewalkers
Macculloc Lake Resort Ltd. Scandia Golf & Games
Sparky's Lakefront Sports Centre
Sunchaser Watersports Bowling Auto/Motor Sports
Windstar Recreation Capri Centre Mall Bowling Lanes
Okanagan Water & Mountain Toys MacCurdy Bowling Centre Coastline Motorcycle Tours & Rentals
Susan's Spa B&B & Resort Valley Bowling Lanes Grand Prix Kelowna
Spooke n' Motion (Kelowna Lawn Bowling Club) Thunder Mountain (Auto) Racing
Nimbus Paddles Westside Go Carts
Kelowna Kayak & Outdoor Inc Paintball Go Cart City
Richie Bros Kaykaing
On Target Paintball Tours
Marinas Safari Ridge Adventure Paintball Mws Adventures
Okanagan ATV tours
Eldorado Marina Riding Gof Tours
Kelowna Marina All Terrain Tours
Shelter Bay Marina Eight Mile Ranch Horse Rentals Brewery & Distillery Tours
Lake Okanagan Resort Stables Culinary Tours
Fintry Queen Paddle Wheeler Mandy & me Trailriding Garden Tours
Pegasus Horse Training Monashee Adventure Tours
Water Skiing Sunridge Equestrian Centre Industry & Factory Tours
Orchards & Orchard Tours
Malibu Marine Helicopter Rail Tours
Mountain Surf Shop Tours for Women
Okanagan Water Toyz High Terrain Helocopters Winery & Vineyard Tours (x6)
Rayburn's Marine World Alpine Helicopters Inc. Guided Walking Tours
Sparky's Watersport Rentals Kokanee Helicopters Limousine Tours
Sports Rent Heli West Aviation Services Motorcoach & Van Tours
Windstar Recreation Ltd. HewQuest Aviation Inc. The Jammery
Kelowna Helicopter Charters Corp Chikadee Ridge Miniatures
Aircraft charters/rentals Skyline Helicopters Ltd.
Yellowhead Helicopters Ltd. Bicycling
Central Air Corp
Air Hart Aviation Wineries Canadian Trails Bicycle Tours
Montair Aviation Monashee Adventure Tours
Carson Air Ltd. Boucherie Estate Winery Sparky's Lake Front Sports Centre
Kelowna Flightcraft Air Charters Calona Vineyards Outbound Cycle and Sport
Norther Air Support Ltd. Cedar Creek Estate Winery The Bike Barn
BN Aircraft Leasing House of Rose Freedom Bike Shop
Pinot Reach Cellars
Wildlife Centres Qualis' Gate Estate Wintery
Slamka Cellars Winery
RoaRing.Biz St.Hubertus Estate Winery
Summerhill Pyramid Winery
Display Gardens Elysium Garden Nursery
Raven Ridge Cidery
Elysium Garden Nursery East Kelowna Cider Co
Ricks Garden World Slamka Cellars Winery
Okanagan Nature Centre Focus Okanangan Valley

Page 65
Kamloops - Activities
Golf Billiards Extreme Air Sports
Alberdeen Hills Golf Links Executive Billiards Club Airdance HangGliding School
Eagle Point Gof and Country Club Lucky Break Café & Billiards Bar Kamloops Skydivers Sport Parachute Club
Kamloops Golf & Country Club Back Alley Billiard Exsresso Shop
McArthur Island Golf Centre Fishing
Mount Paul Golf Course Bowling
Pineridge Colf Course The Reel Fishing Hole
Rivershore Estates and Golf Links Falcon Lanes Bowling
Sun Rivers Golf Resort Community Bowlertime 5 Pin Bowling Centre Amusement Parks/Adventure
The Dunes and Kamloops
Paintball City Heights Adventure Golf
Kayaking/Rafting Fun Factor Lasertrek
Kamloops Paintball Games Ruckers
Adams River Rafting Inc. Armageddon Paintball Limited Tunnels & Tubes Indoor Play Park
West Coast Adventure Tours (rafting) All4Paintball Scotch Creek Family Fun Centre
Simpcwetkwe River & Adventure Co. Go Cart City
Ocean Pacific Water Sports Horseback Riding
Bicycling
Marinas Erin Valley Riding Stable
Zirnhelt Cutting Horses Kamloops Bike Camp
Captains Village Marina Fieldstone Farm Spoke n' Motion (moutain bike rentals)
Boating/Sailing Scenic Flights Climbing
Chatfields Charters and Boat Rentals Skyworks Sports Flying Ropes End Climbing Gym
Little River Boat World Canadian Helicopters Ltd. Kamloops Rockworks Limited
Sunbum Cariboo Chilcotin Helicopers Ltd.
River City Marine (boat rentals) Highland Helicopters Ltd. Casinos/Racetracks
West Syde Service (boat rentals)
Skiing Lake City Casino - Kamloops
Snowmobiling Sun Peaks Ski Resort TBC Teletheatres BC Ltd. (racetrack)
Harper Mountain (local ski hill)
Kamloops Snowmobile Association Fossil and Rock Digging
Wildlife Parks
Snowshoeing Rock Hound Adventure Tours
BC Wildlife Park Kamloops Geology and Fossil Tours
Runner's Sole Little Farmer's Petting Zoo and Exotic Birds

Page 66
Nanaimo - City Parks
Chase River Watercourse Joan Point Park Reservoir Park
200+ parks Chesterlea Playlot John Weeks Park Roberta Road Park
Chinese Memorial Gardens Jordan Avenue Playlot Robins Park
Newcastle Island Provincial Marine Park Cilaire Parklot 1 Jordan/Nova Parkette Rocky Point 1
Scenic Harbour Front Cilaire Parklot 2 Keighly Parkette Rocky Point 2
Pipers Lagoon Park Cinnabar Valley Park Kells Bay Road Park Rosamond Parkette
Swy-A-Lana Park Clarence Way Park Kenwill Park Rosstown Road Park
Buttertubs Marsh Colliery Dam Park Kerry Lane Park Rotary Gateway Parkette
Morrell Sanctuary Comox Playground Kinette Evergreen Park Rutherford Park
Bowen Park Country Club Playlot 1 Kinsman Park Ryan Road Park
Beban Park Country Club Playlot 2 Kiwanis Park Salish Parkette
Country Club Playlot 3 Knowles Playlot Sandra Road Park
City of Nanaimo Parks Dallas Square Koram Park Saxer Park
Davies Lane Playlot Labieux Playlot Schook Parkette
Alderway Playlot Departure Bay Centennial Park Lakeside Park Seabold Park
Allison Way Playlot Diver Lake Park Lakeview Park Sealand Park
Amsterdam Park Dogwood Park Lagoon Parklot Sechelt Drive Playlot
Anchor Way Doreen Place Playlot Laguna Playlot Shaughnessy Playlot
Anchor Way Park Douglas Parklot Lancashire Playlot Shenton Park
Arbot Road Park Douglas & Eighth Parklot Lewis Park Sierra Park
Arbutus Park Duggan Road Playlot Lions Square Parkette Smugglers Park
Ardoon Park Duke & Robins Parklot Linley Valley (Cottle Lake) Park Southhampton Road Playlot
Barney Moriez Park Dunbar Park Long John Silver Park Springfield Place Park
Barrington Park Dunstar Park Lost Lake Trail St. George Ravine Park
Barsby Park Durham Playlot Loudon Park and Walkway Staffordshire Playlot
Bastion Square E&N Trail Maffeo Sutton Park Stirling/Deering Playlot
Bayshore Park Eagle View Park Malibu Terrace Playlot Sugarloaf Mountain Park
Beach Estates Park Egli Park Mansfield Park Sun Valley Drive Park
Beaufort Park Elks Park May Richard Bennett Pioneer Park Swy-A-Lana Lagoon
Beban Park Elmwood Park McGirr Park Taylor Place Parklot
Ben Gunn Park Emery Way Playlot McGirr Playlot Theresa Terrace Playlot
Biggs Park Enwhistle Playlot McGregor Park Third Street Park
Bird Sanctuary Park Enwhistle/Cabriolet Playlot McGuffie Parkway Three Lagoon Islands
Black Beard Park Everest Drive Park McKinnon Place Parklot Thunderbird Playlot 1
Black Diamond Park Fern Road Park Millstone Parklot 1 Thunderbird Playlot 2
Blueback Beach Access Fillinger Boat Ramp Millstone Parklot 2 Townsite Square
Bob-O-Link Park Folk Fest Park Morningside Parklot Tralee Road Park
Bowen Park Forest Drive Playlot Morrell Nature Sanctuary Trofton Park
Bowen West Gallows Point Light Neck Point Park Turner/Carlton Park
Brackenwood/Briarwood Playlot Georgia Park Newcastle Island Uplands Playlot 1
Brannen Lake Boat Launch Georgia Triangle Newcastle Park (provincial park) Uplands Playlot 2
Brechin Boat Ramp Glen Oaks Playlot Ninth Street Parkette Walley Creek Trail
Breonna/Schooner Playlot Gregalach Parkway Nob Hill Playlot Wardropper Park
Broadway Playlot Green Lake ROW Northfield Nature Park Waterfront Park
Brookwood Marsh Groveland Park Northfield Rotary Lookout Wellington Parkway
Brown's Lane Playlot Gyro 1 (Comox) Playground Nottingham Drive Playlot Westdale/Leslie Playground
Bruce Avenue Park Gyro Parkette Nova Playlot Westhaven Park (Bayshore)
Butternut Park Gyro Youth Park Noye Road & Big Bear Playlot Westwood Lake Park
Buttertubs Marsh Haliburton Playground Orchard Circle Playlot 1 Williamson Road Park
Buttertubs Marsh West Harbourfront Plaza Orchard Circle Playlot 2 Woodstream Park
Cable Bay Trail Harewood Mining Oliver Park
Caledonia Park Community Waterpark Park Gully
Camcrest Park Harry Wipper Park Parkway Drive Parkette
Capilano Playlot 1 Hawthorne Village Park Piper Park
Capilano Playlot 2 Hewgate Park Pipers Lagoon Park
Captain Flint Park Hidden Treasure Park Pirates Park
Captain Hook Park Holland Road Park Planta Park
Captain Morgan Park Horth Park Pleasant Valley Park
Carriage Way Playlot Icarus Drive Playlot Porpoise Place Playlot
Carrington Park Idaho Place Playlot Porter Road Park
Cathedral Grove Park Invermere Beach Access Queen Elizabeth II Promenade
Cathers Lake Park Italian Square Rafter Road Park
Charlaine Boat Ramp Jack Point Park Railway/Connaught Playlot
Chase River Estuary Park Janes Park Ranchview Playlot
Jester's Way Playlot Ravine Park

Page 67
Kelowna
Guisachan Heritage Park Paul's Tomb
A.S. Matheson Elementary Gyro Beach Park Pearson Elementary
Anchor Park Hartman Park Poplar Point Beach Access
Ballou Rd. Park Hartwick Park Purcell Park
Bankhead Crescent Hollydell Park Quail Ridge Linear Park
Beach Ave. - Beach Access Hollywood Park Queensway Boat Launch
Belgo Elementary Hollywood/Teasdale Park Quigley Elementary
Belgo Park Jack Brow Park Raymer Elementary
Bellevue Creek Elementary Jack Robertson Park Recreation Park
Belmont Johnson Road Park Redlich Pond
Ben Lee Park Kasugai Park Redridge Park
Bertram Creek Regional Park Kelowna Memorial Park Cemetery Richmond Park
Black Mountain Park Kelowna Yacht Club Rotary Beach Park
Blair Pond Kerry Park Rotary Marsh
Bluebird Rd. N. - Beach Access Kettle Valley Park Roxby Centennial
Bluebird Rd. S. - Beach Access Kinsmen Park Royal Ave. - Beach Access
Brandt's Creek Klassen Road Park Rutland Elementary
Briarwood Park KLO Creek Park Rutland Junior Secondary
Burne Ave. - Beach Access KLO Secondary Rutland Lions Park
C.O.S.B.A. KLO Sportsfield Rutland Senior Secondary
Cadder Ave. Beach Access Knowles Rutland Sportsfield
Calmels Park Knox Mountain Park Sarsons Beach
Cameron Park Knox Mountain Trail Scenic Canyon Regional Park
Canyon Falls Lake Ave. - Beach Access Sonora Park
Caro Park Lakeshore Rd. - Beach Access South Kelowna Centennial Park
Cascade Park Lakeshore Road Boat Launch South Kelowna Elementary
Casorso Elementary Layer Cake Mountain South Rutland Elementary
Casorso/Barrera Triangle Lebanon Creek - A Spiers Rd. Park
Cassiar Park North Leckie Place (Brent's Mill site) Springvalley Junior Secondary
Cassiar Park South Lillooet Sportsfield Springville Elementary
Cedar Creek Lombardy Sportsfield Stevens Coyote Ridge
Cedar/Abbott Park Lower Dilworth Park Stillingfleet Park
Centennial Park Magic Estates Strathcona Park
Chichester Wetland Main Street (Kettle Valley) Sumac Rd. Park
Christmas Tree Park Manhattan Point - Beach Access Summerside Park
Chute Lake Road Mappin Court Park Summit Park
City Hall Park Mary Ann Collinson Memorial Park Sutherland Hills Provincial Park
City of Kelowna Waste Water Treatment Facility Matera Glen Park Sutherland Park
City Park Maude-Roxby Bird Sanctuary Thomson
Collett Rd. - Beach Access McKinley Landing Park Toovey Rd. Park
Crawford Bridle Paths Miekle Ave. - Beach Access Valley Glen Wetland
Cross Glen Park Mill Creek (where there is a trail) Vimy Ave. - Beach Access
Curlew Park Millard Glen Park Water Street Boat Launch
Dewdney Beach Access - 1 Millbridge Park Waterfront Park
Dilworth Mountain Park and Trails Mission Creek Greenway Watt Rd. - Beach Access
Dilworth Soccer Field Mission Creek Regional Park Watt Road Park
Dubbin Rd. - Beach Access Mission Gravel Pit West Ave. - Beach Access
Duggan Park Mission Recreation Park West Ave. Park
East Kelowna Elementary Mission Ridge Park West Rutland Elementary
East Kelowna Sportsfields Mission Sportsfield Whitman Glen Park
Edith Gay Park Mission Sportsfield Wigglesworth
(fenced area adjacent to Mission Creek Greenway parking
Eldorado Rd. - Beach Access Monashee Park Wilson Creek
Ellison Area Moraine Park Windermere Park
Ellison/Rutland Softball Park Naito Park Woodhaven Park
Enterprise Way Central Park Newport Glen Park Wyndham Crt. Park
Fairhall Park North Central Area Park - 1
Farris Rd. - Beach Access North Central Area Park - 2
Fascieux Creek Wetland North Glenmore Area
Francis Ave. - Beach Access Okanagan-Mission Hall
Franklyn O'Keefe Court Park
Glenmore (Brandt's Creek) Linear Park Old City Works Yard
Glenmore Sportsfield Osprey Park
Golfview Pacific Court Park
Gopher Creek Linear Park Parkinson Sportsfield
Government Campground Parks Division Yard

Page 68
Kamloops
82 Parks with 1350 ha (3336 ac.)

developed parks 229 ha
open space 1121 ha
Banana Island Provincial Park

Bridge Lake Provincial Park
Dunn Peak Protected Are
Riverside Park
Roderick Haig-Brown Provincial Park
McArthur Island
City-wide parks
District parks
Neigborhood parks
Tot lots
Open space Parks

Page 69
Arenas
Seating
Capacity (if
Arena applicable) Details
Nanaimo Frank Crane Arena 2460 Hockey rink
Cliff McNabb Arena 150 Hockey rink
Nanaimo Civic Arena 1700 To be phased out by April 2006
Kelowna Prospera Place (formerly Skyreach Place) 6000+ Multi-use. Primary use for the local hockey team, but can accommodate concerts
Okanagan Sportscentre One ice rink, 3/4 sheet (practice rink)
Kelowna Memorial Arena Ice rink
Rutland Arena Ice rink with 2 sheets of ice
Mount Boucherie Arena: Ice Rink
Winfield Arena: Ice Rink
Kamloops IceBox Arena Ice Rink
Sport Mart Place 5158 Multipurpose arena, primarily for hockey (Home of the Kamloops Blazers)
Memorial Arena Ice Rink
1=hockey, 1=curling, 1=olympic size hockey under construction to be completed Jan
McArthur Island Sports Centre 1200 2006
Brock Arena Ice Rink
Valleyview Arena Ice Rink
Norbrock Stadium 1000 Baseball
Nanaimo Conference Space
#
Hotel Rooms Sq ft
Ramada Resort on Long Lake 3 1,588
The Grand Hotel Nanaimo 5 4,000
Best Western Dorchester 8 6,750
Best Western Northgate 2 1,280
Coast Bastion Hotel 11 7,500
Total 29 21,118

Page 70
Appendix B – Internal and External Stakeholder List
Qualitative Research Participants
Internal Stakeholder Interviewees:
1. Bruce Barnard, Painted Turtle Guest House

2. Volker Grady, Coast Bastion Inn
3. Ian Hall, Nanaimo Dive Association
4. George Hanson, Downtown Nanaimo Partnership
5. Tom Hickey, Nanaimo Parks, Recreation, and Culture
6. Donna Hill, Island Discovery Tours
7. Dave Ilyn, Buccaneer Inn
8. Bronwyn Jenkins-Deas, Malaspina University College
9. Camela Tang, Centre for the Arts
10. Sandra Thompson, Port Theatre
11. Deb Trueman, Nanaimo District Museum
12. Jeff Wolff, Marriott Hotels and Resorts
External Stakeholder Interviewees and Focus Group Participants:
1. Sheldon Eggan, Charter Bus Lines

2. Barry Gee, BC Biotech Association
3. MaryLou Harrigan, Conference Consultant
4. Stan Hill, Westin Bayshore Hotel and Resort
5. Vanjie Johnson, BC Association of Optometrists
6. Brock Macdonald, Recycling Council of BC
7. Anne MacKenzie, Fairmont Hotel Vancouver
8. Bill McKay, HarbourLynx
9. Norma Miller, BC Real Estate Association
10. Meredith Moll, Harbour Air
11. Dave Petryk, TAVI
12. Anne Philley, BC Lodging and Campgrounds Association
13. Diana Preoleasa, RezRez
14. Carla Rich, Westcoast Sightseeing
15. Craig Runsby, Fairmont Waterfront Centre Hotel
16. Brian Veitch, Gray Line Vancouver
17. Bob Wick, Western Turfgrass Association
18. Daria Wojnarski, Real Estate Institute of BC

Page 71
Appendix C – Qualitative Research Report
QUALITATIVE RESEARCH REPORT
CITY OF NANAIMO
Presented to:
COSSETTE COMMUNICATION GROUP

March 2005
Presented by:
Qualitative Research Associates Inc.

604-684-8758
qra@shaw.ca

Page 72
KEY FINDINGS
Respondents selected from the tourism and conference-planning industry have a number of perceptions on the
City of Nanaimo as a tourist destination and a conference location, as well as recommendations on its
development.
Perceptions
o Overall knowledge of Nanaimo is limited. Many respondents have not spent sufficient time in Nanaimo
and know it only as a place to pass through.
o Knowledge of transportation options to Nanaimo is also limited, and some think it is too difficult to
access. Since ease of access is important when recommending a place to tourists or for conventions, that
lack of awareness of transportation options becomes an impediment to recommending Nanaimo as a
destination.
o As a conference location, Nanaimo is desirable for some because there are golf courses and other outdoor
activities in the area that appeal to conference planners. However, the perception that access is difficult
tends to override this.
o Those respondents who do have some awareness of Nanaimo see it as a quiet coastal town which offers a
variety of activities. It has a quaint downtown area and a very attractive promenade along the harbour.
But even those individuals feel that the city lacks a pulse or personality.
o A convention centre and hotel complex illustrates a commitment to tourism and business travel but is
only one component of what is needed to make Nanaimo a desirable destination.
o Arts and culture, outdoor activities and heritage are all important but none of them can stand alone in
attracting tourists.
Recommendations
o A starting point for developing a positioning for Nanaimo is to utilize what is natural to or about
Nanaimo. The fact that Nanaimo is a small coastal city was seen by the respondents as its strong point.
o Many respondents referred to Nanaimo as a “gateway.” Some went on to imagine that visiting Nanaimo
provides access to the things that Nanaimo has to offer but also to the entire surrounding area. Day trips
to Chemainus, Parksville/Qualicum or even Tofino could be part of the visitor’s experience of Nanaimo.
o Any area of emphasis for promoting Nanaimo must have buy-in from the locals. Tourists are interested
in experiencing the local flavour of places they visit. Having local buy-in also ensures that the city acts
like a host to tourists, making them feel welcome and ensuring that they have a good experience.
o Any campaign to encourage tourism or convention travel must advertise the various transportation
options for travel to Nanaimo.

Page 73
BACKGROUND
Meyer, Norris Penny, Cossette Communications-Marketing, and PricewaterhouseCoopers are working jointly on a
project to assist in developing a Destination Development and Marketing Strategy for the City of Nanaimo. This
project encompasses the need for both quantitative and qualitative research.
At the request of Cossette Communications-Marketing, QRA Inc. conducted a qualitative research project in the
City of Vancouver amongst individuals from the tourism industry and conference planners.
OBJECTIVES
The objectives of this research were:

To gain an understanding of perceptions of the City of Nanaimo as a tourist destination
To understand perceptions of the tourism offerings within the City of Nanaimo
To gain insights into the strengths and weaknesses of the City of Nanaimo as a conference location
RESPONDENT SELECTION
There were three groups of respondents:
Tourism-related individuals: 2 groups of respondents were drawn from the commercial organizations who are
directly involved in the booking and transporting of visitor groups to the targeted community. Individuals were
selected based on their working knowledge of travel preferences in British Columbia, Alberta and the State of
Washington.
Conference planners: 1 group of respondents consisted of individuals who are responsible for conference
coordination for specific organizations.

Page 74
FINDINGS
Assessing Tourist Destinations in BC
The tourism-related groups were asked to discuss several tourist destinations in BC and indicate the strengths and
weaknesses of each
Kamloops was described as a small town that some respondents associate with industry. In the minds of some, it
is not a destination but rather a city that is passed through on the way to somewhere else. As a tourist destination
it is thought to be underdeveloped but with some potential.
Some respondents noted that Kamloops does have tourism value in its proximity to Vancouver, its accessibility
via a good highway system, and its golfing and hiking opportunities. Skiing is also available nearby at Sun Peaks.
The Kamloops area also has many lakes, offering good options for camping and outdoor activities.
In spite of this, however, most of these same respondents admitted that they would likely direct a tourist to other
destinations first. Places like Victoria, for instance, are seen as being prepared to host tourists, with an
infrastructure that guarantees that tourists will be aware of and have access to the things they want. “Kamloops
hasn’t sold itself,” according to several of these respondents.
Kelowna was described as a family-friendly, year-round tourist destination. It has a great deal to offer, mostly
outdoor activities, both summer and winter. It also has a variety of good restaurants and higher-end hotels,
something that Kamloops does not offer. And Kelowna is seen as having been better marketed than Kamloops.
Williams Lake has only one association — the Stampede. “There is no other reason to go there”.
When asked for initial reactions to Nanaimo, respondents had some positive associations. Some see it as a quiet
coastal town that offers a quaint downtown, a delightful promenade and an array of enjoyable restaurants. It also
offers lots of outdoor activities. For these respondents, Nanaimo’s proximity to Victoria, Parksville/Qualicum, and
even Tofino make it an appealing destination. It provides access to all parts of Vancouver Island and was
consistently described as the “gateway”.
Being referred to as the “gateway” generally has positive implications in that it offers the traveler a place to stay
while providing access to many other appealing places. When used to describe Nanaimo, however, “gateway”
actually means, for some, a place travelers pass through or by but do not stop and visit. “Nanaimo has done a
good job at moving people past the city” with the highway bypass that takes travelers around the city rather than
through it, and with the highway system from the ferry which successfully moves people to outlying areas without
even the briefest experience of downtown Nanaimo.
Kamloops was similarly described as a city that travelers touch on the way to somewhere else. For some, though,
Kamloops lacks the quaint downtown core that visitors to Nanaimo can experience. Moreover, Nanaimo is
coastal and thus offers the natural beauty that most travelers expect of BC.
Recommending a Tourist Destination
The two respondent groups involved in the tourist industry discussed how they recommend destinations to
tourists. There was agreement that any recommendation for a tourist destination would be based on the needs or
desires of the traveler, on what things the traveler likes to do. This plays the most important role in recommending
which locations they could visit.
Having determined what a traveler wants, the recommendation is based on what a location has to offer but also on
its overall environment, the infrastructure that is in place to serve the traveler, and the ability of the location to
host the traveler in an appropriate way.

Page 75
Kamloops, for example, offers many outdoor activities, including skiing in the winter and golfing in the summer,
and has many lakes in the surrounding areas. Yet most of the respondents would not recommend Kamloops
because those things can be found in other environments that are more appealing and that have an infrastructure
that will satisfy the traveler. In that regard, Kamloops lacks good hotels and its downtown is seen as unsatisfying
because it lacks interesting shops and the quaintness associated with other places.
Recommending a Conference Destination
The group of conference planners discussed how they make recommendations for a conference destination,
agreeing that there are several things that must be taken into account.
The most important consideration for conference planners is whether the location has the necessary facilities. The
size of the conference — including the number of booths, breakout rooms, and overall conference space required
— will determine whether a location is even considered. Another determining factor is the number of hotel rooms
and the quality of the hotels available in the area.
Most of these respondents move their conferences to a different location each year. So having new places to offer
is important.
For some, past history with a convention centre is important. Some centres are created to allow easy access to the
facility and have staff that is prepared to cater to the conference organizers to ensure that their needs are met.
Most respondents also agreed that they would never book into a conference centre that is not yet built.
Construction delays and staff who are unfamiliar with the centre are potential problems that these individuals want
to avoid.
They also want to select places that have activities to offer around the conference. Golf is a desirable activity, as
is skiing in the winter. The availability of good shopping, good restaurants and the unique offerings of an area all
play a role in ensuring that a location is part of the consideration set.
Accessibility is also very important. Locations that are more difficult to get to often result in lower subscription to
the conference. Poor accessibility translates into added cost to get there, which also affects enrolment. Holding a
conference in Cranbrook, for example, is likely to have lower enrolment than one held in Kelowna, largely
because of accessibility though also desirability.

Page 76
CONVENTION CENTRES
All three respondent groups were asked to indicate their perceptions of various convention centres around the
province.
Vancouver Trade & Convention Centre
This was described by some as a beautiful building with very professional staff who make the experience of being
there comfortable. Many applauded the proximity to good hotels and the overall location of the centre.
However, the convention planners group had some negative comments. There was the perception that the
structure itself is less than desirable. The staff is unionized, thus creating a more cumbersome process for getting
things done. And some respondents find the cost prohibitive.
Grand Okanagan Convention Centre
Most respondents like the Grand Okanagan Convention Centre, indicating that it is a good facility. It is smaller
than Vancouver’s Convention Centre, low key, and lacks Vancouver’s high energy, but that is actually
appreciated for certain types of conventions.
With its proximity to the lake, the overall location of the Grand Okanagan is appealing to most. And the
availability of the casino adds some spice to any conference that is held there.
The hotel rooms available in the vicinity are comfortable and are capable of satisfying the needs of the business
traveler.
Again, though, a few of the conference planners had some more negative views. There is a problem with
accessing this conference centre with larger equipment, and the ramp systems are awkward. The staff offer less
expertise than some desire.
Whistler Trade & Convention Centre
This conference centre is celebrated, mainly because of its location. Whistler is seen as a year-round destination,
offering “all that anyone might want”. It has an outdoor focus so is particularly appreciated by individuals who
like outdoor activities.
Though isolated, Whistler is fairly accessible. The fact that it is isolated actually allows more control over the
conference delegates, as opposed to Vancouver where they might want to explore the city.
The conference centre itself is considered to be a good one, with staff who work hard at solving problems and
dealing with whatever arises.
The fact that Whistler has so many good hotels in the immediate vicinity of the conference centre adds to its
attraction.
Whistler is also a destination that most people want to experience so a conference held there is always applauded.
On the other hand, its popularity means that wintertime conferences are expensive and hotels and other suppliers
do not offer deals to conference delegates.
Nanaimo Convention Centre
The proposed convention centre in Nanaimo was introduced to the groups and met with mixed response.
Some respondents felt that Nanaimo would be a good destination. It is a relaxed environment and has the

Page 77
desirable qualities of a coastal town. It could be considered the “Okanagan of the coast”.
Still, for others, a convention centre is just a building. Without the infrastructure and activities surrounding that
centre, it has little value. For instance, available hotel space was mentioned as a negative. Nanaimo does not have
many quality hotel rooms available. With the introduction of the Marriott Hotel, that impression changed slightly
but even that hotel anticipates only 180 rooms so there are still perceived limitations.
The design and scope of the convention centre will determine who would be able to hold a conference there. But
all conference planners indicated that they would not even consider booking in that space until it is complete and
all of the kinks have been ironed out.
Discussion of travel to and from Nanaimo also met with mixed response. Some respondents feel that Nanaimo is
easily accessible, via BC Ferries, floatplanes and regularly scheduled flights into Nanaimo airport. However,
mention of BC Ferries raised questions for a number of individuals who fear that ferry travel, especially during
busy times of year, is difficult with long waits. And Nanaimo (Cassidy) Airport was also mentioned negatively.
That airport gets fogged in regularly, causing difficulties for conference travel where many delegates would be
relying on air travel to get there.
Overall, the discussion of travel to and from Nanaimo revealed a tremendous lack of information about modes of
travel and the cost of getting there. Few people were aware of the schedules and cost of HarbourLynx, for
example. Some were even unaware that Nanaimo has an airport.
City of Nanaimo
A general discussion of Nanaimo took place with respondents offering their perceptions of the City. Responses
were very mixed, revealing that some individuals have current knowledge of Nanaimo and others don’t.
Those who know Nanaimo see it as a city with a lot to offer. It has a quaint downtown core and a wonderful
harbour area with a promenade. Along with an interesting heritage, it has a significant arts community,
particularly in the performing arts.
For others, however, Nanaimo is a city without personality. It offers some outdoor activities, but all of these can
also be experienced in other, more appealing places. Its downtown is not particularly interesting and these
respondents do not expect to find good restaurants nor much that is interesting in the area of arts and culture.
What became clear throughout this discussion is that Nanaimo, regardless of what it has to offer, lacks a cohesive
sense of self. It has no defined personality, nothing that will attract visitors regularly. It was mentioned that the
City does host various festivals, most notably the bathtub races, which are world famous. But those offerings do
not reflect Nanaimo. People are not coming to Nanaimo, they are attending the bathtub races, for example. What
Nanaimo needs is something that reflects what the City is, rather than the events that it hosts. The popular
destinations like Victoria, Kelowna and Whistler all have a definition, a personality that most travelers identify
with. That is their attraction.
When the respondent groups were asked to think about what Nanaimo could do to make them pay attention, a
couple consistent themes emerged.
First, the fact that it is a coastal town is in its favour. As a coastal town Nanaimo has a great deal of natural
beauty, which can be capitalized on. Being a coastal town also suggests that it is laid back and casual, with
perhaps a little quirkiness that makes it unique in some way.
Second, Nanaimo is consistently described as a “gateway” and some feel that this could be the hook that will
capture people. As a gateway it can offer not just what exists within the confines of Nanaimo but also much of
the beauty and uniqueness of the surrounding area. As some suggested, visitors could stay in Nanaimo, traveling
one day to Rathtrevor, the next to Chemainus and so on, but enjoying Nanaimo’s restaurants and theater in the
evenings.

Page 78
Discussion of Attributes
The groups were given a list of five attributes and asked to discuss their importance in terms of attracting tourists
and/or business travelers.
a. Conference and meeting facilities, – a meeting facility for up to 900 delegates and a new Marriott
Hotel
This was thought to be an important component for Nanaimo in terms of attracting business travelers. A city with
a convention centre is seen by some respondents as a city that is making a commitment to tourism. Additionally
the new Marriott Hotel creates a slight change in the face of Nanaimo. However, there was a concern that the new
hotel only has 180 rooms. If the meeting facilities can accommodate up to 900 there may be a shortfall of rooms
for conferences of that size.
While most respondents felt that this was an important component, it is not the end. As many reminded, “the
convention centre is only a building.” The City must offer more and have an infrastructure that is willing and
capable of hosting tourists.
b. History and Heritage – Nanaimo’s coal mining and forestry history and its First Nations heritage
A few respondents saw a focus on history and heritage as being important. However, most felt that, again, it is
only a small part of what is necessary to make Nanaimo an appealing destination for visitors.
There was mention of historic walks that can be taken through Nanaimo. It was suggested that those walks are
lacking, and that there are problems with the existing walks: One that was mentioned goes through an undesirable
part of town at one point, while another walk takes the visitor across the highway, interrupting the feeling of
history that is being created.
c. Arts and Culture – festivals, artist studios, theatre
Arts and culture can be an attraction once one is in Nanaimo, but this would not necessarily be the draw that
would attract people to go there. Many respondents indicated that, other than festivals that are a specific draw,
artistic endeavors can be accessed in Vancouver and other areas of the province. Unless Nanaimo were to market
itself as a artists’ colony rather like what Saltspring Island has done, those kinds of things are only valued after the
fact.
As far as festivals are concerned, unless the festival is somehow reflective of what Nanaimo is or what it stands
for, then Nanaimo only becomes the host city and nothing more. An example offered was LaConner and the
Tulip Festival. That festival is about something that is nurtured in LaConner and thus imbues the city with the
flavour that is associated with that festival.
d. Marine Activities – boating, diving, floating farmer’s market, educational marine interpretive centre
Most respondents agreed that Nanaimo is a coastal city and should focus on that fact. Marine activities are
appealing, as are fishing, beaches and many other things associated with coastal towns.
The floating farmer’s market was thought to be a great idea but with the reminder that it will not be effective if it
is for tourists only and not appealing to the locals. Anything that is being promoted needs to be imbued with some
local flavour. That is what people want when they visit a place — they want to feel the people and have a sense
of the place.
During this discussion there was frequent mention of Protection Island and Newcastle Island, pointing out that
part of what is unique about Nanaimo is access to those places.

Page 79
e. Outdoor adventure sports and recreation – hiking, biking, fishing
These things are all valuable but can also be experienced in many other areas of British Columbia. They do not
make Nanaimo unique in any way.
SUMMARY
In summary, the above attributes are all components of what Nanaimo has to offer. Each is important to the
overall picture of the City, but none of them can stand alone in appealing to tourists or business travelers. What is
missing is a local flavour, a commitment to tourism by the people of Nanaimo, and a more cohesive definition or
description of what Nanaimo is.
The fact that Nanaimo is a coastal city is thought to be the appropriate starting point for building a “personality”
for Nanaimo.
The fact that Nanaimo is a “gateway” to other places can be utilized as part of what it offers. The access the City
provides to the Parksville/Qualicum area and to places like Chemainus and even Tofino could be utilized as part
of the charm and uniqueness of Nanaimo, without diminishing what Nanaimo itself has to offer.
Creating day tours or overnight tours for visitors from Vancouver is another way of introducing the City to those
who do not know it already. With the availability of the HarbourLynx ferry, it is possible for visitors to come for
a day trip to see and experience Nanaimo.
In that respect, it is important critical that the various transportation options for travel to Nanaimo be advertised as
part of any campaign to encourage tourism. To most of the respondents in this study, transportation is an
important issue and there is insufficient knowledge amongst these individuals about those transportation options.
Overall, Nanaimo appears to have the various components necessary to make it an inviting tourist destination.
Now it needs to package what it offers in an appealing way.

Page 80

Marketing Plan Nanaimo Canada

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Marketing Plan Nanaimo Canada

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Destination Development and Marketing Plan for Nanaimo

KNOWLEDGE BEYOND NUMBERS

October 17, 2005

CHARTERED ACCOUNTANTS & BUSINESS ADVISORS

INTERNAL STAKEHOLDER INTERVIEWEES:

BRUCE BARNARD, PAINTED TURTLE GUEST HOUSE

EXTERNAL STAKEHOLDER INTERVIEWEES AND FOCUS GROUP PARTICIPANTS:

SHELDON EGGAN, CHARTER BUS LINES

KNOWLEDGE BEYOND NUMBERS

EXECUTIVE SUMMARY .............................................................................................. 1

KNOWLEDGE BEYOND NUMBERS

Recommendations contained in this report include:

KNOWLEDGE BEYOND NUMBERS

Governance for action

Project planning and Asset management Destination marketing

• New Nanaimo Centre • Capital financing • Domestic stakeholder

KNOWLEDGE BEYOND NUMBERS

KNOWLEDGE BEYOND NUMBERS

KNOWLEDGE BEYOND NUMBERS

A. Infrastructure Inventory and Assessment

Our research was undertaken to explore:

KNOWLEDGE BEYOND NUMBERS

A. Physical Infrastructure and Tourism Assets

Accommodation – Nanaimo - Hotels/Motels

Best Western Dorchester Hotel $101 - $150 65

Accommodation – Occupancy Average Accommodation Occupancy Rates

KNOWLEDGE BEYOND NUMBERS

Cultural and Heritage Attractions

Nanaimo has 13 art galleries. Several of these Nanaimo

Nanaimo has a reasonably comprehensive range of recreational activities that contribute to

Amusement parks Climbing Kayaking / paddling

The table 2004 Meetings/Events and Sports Tournaments

KNOWLEDGE BEYOND NUMBERS

Ground and Sea Transportation Nanaimo Airport

BC Transit Air Canada

Baxter Aviation - flights to/from Vancouver

Harbour Air - flights to/from Vancouver

Amigo Airways - flights between Vancouver Airport and

Kenmore Air - flights to/from Kenmore, WA

KNOWLEDGE BEYOND NUMBERS

A comparison of the existing accommodation in Nanaimo, Kelowna and Kamloops was

Hotel Accomodation by Rack Rate - Number of

Nanaimo Kelowna Kamloops

Hotel Accommodation by Rack Rate - Number of

Nanaimo Kelowna Kamloops

KNOWLEDGE BEYOND NUMBERS

Other accommodation was analyzed

The attractions for each city

While Nanaimo compares with 20

attractions. The City offers 5

more art galleries than 0

KNOWLEDGE BEYOND NUMBERS

Population 78,271 81,699 105,621

KNOWLEDGE BEYOND NUMBERS

10 offered by Kelowna and eight 70000

by Kamloops. The same trend 60000

rooms offered, where Nanaimo has 40000

29 meeting rooms in hotels with 30000

conference facilities, versus 65 20000

meeting rooms offered by Kelowna 10000

and 51 meeting rooms offered by 0

Conference Facilities - By Facility Space

Nanaimo Kelowna Kamloops