Strategic Context

The Ministry of Tourism, Sport and the Arts is set to play a vital role in the future of the province. Its work fosters direct and indirect economic investment and growth, and an exceptional quality of life for British Columbians. One focal point will be the 2010 Olympic and Paralympic Winter Games. This event will unite British Columbians in a celebration of culture, diversity and excellence. The international exposure, coupled with the experience of hosting a large number of visitors from around the world, will support lasting enhancements to our tourism, recreation, sport and cultural sectors, creating a legacy for generations to come.

Core business areas, goals, and objectives are described in detail later in this document. The following section highlights key opportunities and challenges that will influence the ministry’s work with the tourism, sport and arts sectors over the next three years.

Key Opportunities

The vision for tourism: In 2004, B.C.’s tourism industry generated $9.5 billion in revenues and contributed $5.0 billion to the provincial GDP, making tourism one of the largest resource industries in the province, ahead of forestry, mining, agriculture and fishing. Tourism is a huge employment creator, with more than 114,000 people employed in B.C.’s 18,000 tourism enterprises.1

The provincial government is encouraging growth in the sector, and enhancing benefits to all regions through a combination of strategies designed to improve competitiveness, enhance infrastructure and expand marketing. Significant progress has already been made in many vital areas:

  • winning the bid to host the 2010 Olympic and Paralympic Winter Games in British Columbia;
  • increased marketing investments with $25 million to Tourism British Columbia, and $25 million to municipal marketing initiatives through the Union of British Columbia Municipalities;
  • provision of $12 million in one-time funding to the province’s six tourism regions to enhance tourism infrastructure and marketing;
  • commitment to investing $1.3 billion, over three years, to improve transportation infrastructure and provide greater access for both international and domestic visitors to the province;
  • the creation of 71 Class A parks in May of 2004, creating a total of 827 provincial parks, protected areas or ecologic reserves in BC;
  • development and marketing of Circle Routes to help travelers from near and far explore some of the province’s spectacular scenery through a variety of regional destinations;
  • the BC Resort Strategy, finalized in 2005, is enhancing BC’s competitive edge in resort development;
  • the labour force has been enhanced through the creation of two centres of leadership at Capilano College (Tourism) and Vancouver Community College (Hospitality);
  • the ministry has worked with Aboriginal Tourism BC to develop the Aboriginal Tourism Blueprint Strategy; and
  • investment in the enlargement of the Vancouver Convention and Exhibition Centre will enhance Vancouver’s reputation as a world-class destination and event host.

The full impact of these investments will not be fully realized immediately, but they set the stage for continued leadership and broad partnerships with the aim to strengthen tourism growth in British Columbia.
1  BC Stats, 2005

Hosting international events: The lead-up to the 2010 Olympic and Paralympic Winter Games (hereafter, also referred to as the “2010 Games”) gives British Columbia unparalleled opportunities for international exposure. As British Columbia prepares for 2010, the province successfully hosted the World Junior Hockey Championships in 2006 and will host the World Youth Soccer Championships in 2007, the North American Indigenous Games in 2008, the World Police and Fire Games in 2009, as well as numerous international Olympic test events, complemented by Cultural Olympiad events and festivals. The media coverage associated these events will help position British Columbia as an international tourist destination.

Through strategic investments and partnerships, the ministry intends to use the 2010 Games as a catalyst to significantly accelerate growth in the tourism industry in general, and in specific sectors of the industry, such as cultural and sport tourism. Planning and preparing for major sport, arts and cultural events will create new opportunities for sustainable growth and investment in the sport, culture and volunteer sectors.

Tourism Trends: Sport and cultural tourism are fast-growing segments of the tourism sector. Sport tourism already is estimated to generate more than $360 million a year in British Columbia. Likewise, over 50 per cent of visitors to British Columbia have been interested in cultural activities,2 which generated revenues of more than $3 billion nationwide in 2003.3 The World Tourism Organization estimates that cultural tourism will grow globally by an annual rate of 15 per cent through 2010. Agri-tourism is also growing in popularity and it includes: wine tourism, vacation farms, trail rides, u-pick fields and orchards, agricultural fairs and festivals, rodeos, historic farms, working-farm tours, roadside produce vendors, and other unique opportunities.

The ministry’s integrated approach to tourism, sport and the arts will ensure that the province takes full advantage of these growing markets, with a particular focus on maximizing the social and economic benefits and increased international exposure leading up to, during, and beyond the 2010 Games.

Dynamic communities — Creative economies: Art, culture, heritage and sport make significant contributions to quality of life for British Columbians and help to sustain local, regional, and provincial economies. For example:

  • The sport sector is estimated to generate more than $2 billion each year in British Columbia. Broad access to recreation and sport also contributes to individual health and fitness, which can lead to long-term savings to the health care system.4
  • Arts, culture and heritage employ more than 78,000 people and contribute $4.2 billion annually to the economy.5 Sales of British Columbian-published books are valued at an estimated $150 million annually.6
  • British Columbia’s television and film production industry generates $1.1 billion annually and boasts the third largest motion picture service production industry in North America. Almost 25,000 people are employed in the province’s motion picture industry.7 Last year the average value per project was $4.1 million, with a total of $801 million spent in British Columbia.8
  • Recent research has revealed that 75 per cent of Canadians consider the arts and heritage essential to their quality of life, and that community quality of life is the second-most important factor people consider (after salaries) when choosing jobs.9
  • Residents of British Columbia volunteered 142.6 million hours in 2000, or the equivalent of over 74,000 full-time jobs.10 This pool of unpaid labour represents diverse talent, professional skills, and passion, and contributes to many areas of community interest.

These facts underline the strength — and the value — of British Columbia’s growing creative economy, which not only enriches daily life but serves as a magnet for sustainable growth and investment. Traditionally, communities enhanced their opportunities for economic development by attracting companies which, in turn, attracted people. Increasingly, the reverse is also true. Communities that foster a vibrant quality of life attract talented, creative individuals who, in turn, attract companies and increased investment.

Asia-Pacific Ties: British Columbia’s growing relationship with Asia-Pacific nations, and China’s designation of Canada as an approved visitor destination, will create new opportunities for growth in tourism, as well as a range of other sectors. Tourism BC expects the number of visitors from the Asia-Pacific region to grow by 7.6 per cent in 2005 alone, the single largest increase expected from any source market. This would bring the number of Asia-Pacific visitors to B.C. to 924,000, generating more than $1 billion in new revenues.

Continued strategic investments in marketing will help B.C. attract an even larger number of visitors from the growing Asia-Pacific market in the years ahead. Likewise, investments that support the province’s cultural diversity will also help make B.C. a more attractive destination for international visitors.
2  Lee, J & Williams, P. for the Ministry for Small Business, Tourism and Culture and Tourism British Columbia, Strategic Directions for Culture and Heritage Tourism in British Columbia (1999).
3  Canadian Tourism Commission.
4  In 2001, the total economic costs of physical inactivity and obesity represented 2.6% and 2.2%, respectively, of Canada’s total health care costs for a total of 4.8% (Katzmarzyk, PT, Janssen, I. The Economic Costs of Physical Inactivity and Obesity in Canada, Canadian Journal of Applied Physiology 2004; 29 (1) 90-115).
5  Statistics Canada.
6  The Association of Book Publishers of British Columbia website, (http://www.books.bc.ca/).
7  InterVISTAS study Film and Television Industry Review, October 2005.
8  See footnote 7.
9  Decima 2002, The Arts in Canada: Access and Availability and KPMG quoted on June 5, 1998, Attracting and Retaining High-Tech Workers.
10  Statistics Canada, National Survey of Nonprofit and Voluntary Organizations, (2000).

Key Challenges

Infrastructure: The infrastructure that supports sport, arts, culture, heritage, and outdoor recreation sites and trails is an important shared asset. Strategic partnerships to support management and investment at the local, regional, and provincial levels will help each of these sectors in achieving their full potential, supporting community vitality as well as tourism. The province’s transportation infrastructure is also at capacity in some areas, and while the government is making progress with its Gateway strategy to open up the province, these improvements will take time.

Concerns about health and safety: British Columbia’s tourism industry is vulnerable to public perceptions about health and safety risks. Although it has successfully rebounded following the outbreak of Sudden Acute Respiratory Syndrome (SARS), recent international media coverage of avian flu illustrates the potentially dramatic impact such events can have on the province’s global reputation. In this climate, it is essential for tourism marketing to emphasize that B.C. is a very safe place to visit.

Capacity of community partners: The ministry relies on the support of local governments, community groups, First Nations, and industry associations to protect archaeological sites and achieve many of its goals and objectives, in the areas of: heritage preservation and enhancement, stewardship of forest recreation sites and trails, and delivery of arts, culture, recreation, and sport initiatives. Supporting these partners to enhance their capacity is key to the ministry’s ultimate success.

Volunteerism: Volunteers have been described as the social fabric of our communities. Without them, many festivals, events, recreation programs, local heritage attractions, and community-based social, health and educational endeavours would not be possible. Many government-funded services rely strongly on volunteers to work with people, assist with fundraising, and to sit on non-profit Boards of Directors. This important work occurs in every community in the province. It is important that government and local communities support and encourage the growth and sustainability of our voluntary sector. The needs and motives of volunteers are changing as British Columbia’s demographic profile shifts and organizations need to adapt to these changes. Many communities will be working hard to enhance their capacity to recruit, train and retain volunteers in the next few years, when many unique international events and festivals will be held. This will be even more important during the lead-up to the 2010 Olympic and Paralympic Winter Games, when the need for volunteer support will be at its peak.

Sustainability: Continuing population growth is placing increased pressure for development of all kinds, especially in urban centres. The ministry may face challenges as it works with communities to ensure: that growth and development are balanced with sensitivity to environmental impacts; and that the province’s heritage assets, forest recreation sites and trails, and archaeological resources are protected and managed in a sustainable way.

Conclusion

The ministry has set ambitious goals for the coming years and, faces significant challenges. However, with its integrated structure and strategic, cohesive approach to tourism, sport and the arts, it has enormous opportunities to build on B.C.’s assets and achievements. Specific strategies, targets, and performance measures are provided in the Performance Plan section of this document.

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