6. Flagship Initiative Development:

TOURISM

To review the Tourism Industry Final Report in its entirety please visit our website at www.actionsouthwest.com.

1. Website Linkages Amongst Communities to Better Serve Visitor

Challenge

Everything, large and small begins with a single step. The list of flagship initiatives begins with web sites. At present, few communities in the area provide links to each other and when they do, they are usually buried deep within the site. Tracking of local tourism sites will indicate there are very few referrals between individual sites.

Solution

Quick Links are seen as the first step in connecting the region and supporting the efforts of local communities, organizations and tourism businesses. The majority of communities have websites and the tracking of local sites that highlight links and cross promote each other have been shown to produce higher traffic and more referrals. Creating links across the region should, with minimal cost and study, produce the same result.

General Approach

The goal of the Quick Link project is to serve the visitor first and make it user-friendly without taking away the mandate, or focus, of the actual web site. The general approach is to personally contact all areas and seek a commitment to the establishment of key area links that are either highlighted and/or placed at the bottom of existing home pages.

Action Plan

1. Tourism Swift Current, working in partnership with Southwest Tourism will supply a full list of existing web site links from tourism members in the region and key area links from organizations in the region.
2. Utilizing this list, a committee from the Leadership Team will work to support and promote the 12 key areas links within the Southwest (E.G. Cypress Hills, Grasslands, Great Sandhills, Lake Diefenbaker).
3. Within each region, members of the committee, with the support of the Leadership Team and Southwest REDA will contact local communities and organizations to encourage quick links to each key area of the region. Contact will be done through e-mail, telephone calls, follow-up letters and local presentations to businesses, chambers, organizations and councils. Time line for completion of the project is the May long weekend.

2. Expand Partnerships Through Packaging

Challenge

The partnerships that exist within the region are strong and each community has its own working relationships. Grasslands, which is represented by the Friends of the Park, is a good example of groups working together. Working with local ranchers, the Village of Val Marie and Grasslands National Park, the Friends of the Park have served as a bridge, contributing to the building of the park and the returning of bison to the grasslands.

The challenge for the Leadership Team is while communities have many successful partnerships, they are not always connected across the region and the region isn’t always connected to them.

Solution

As with all of the initiatives, members of the Leadership Team have worked to identify ways for all of the partnerships to connect within the region. The plan that has been adopted is to create a package of “100 Great Experiences ” that are available to visitors and residents across the region. Experiences would include natural, agricultural and recreational adventures that would be available from all the communities in the area.

The purpose of the project is to cross promote the region, providing visitors with the experiences and packages that can only be found by exploring the Southwest. This is a very good opportunity to build upon the region’s strengths and, in turn, support areas that include recreation tourism, eco-tourism and ag-tourism.

General Approach

The Leadership Team will identify a list of 100 Great Experiences that are available across the region. The purpose is two-fold. As tourism packages are not readily available and being marketed to the visitor, the intent is to begin with single experiences that allow all individuals and communities to participate. The experiences would progress and evolve into actual packages. As with Quick Links, everything begins with a single step, and this is the first towards the support of packaging. Each of the experiences is intended to provide visitors with “great excuses” to visit.

Action Plan

1. All members of the Leadership Team have agreed to submit a minimum of 10 experiences from their area to the 100 Great Experiences committee.
2. The committee of the Leadership Team has committed itself to compiling the list from across the region into a workable document that can be printed, distributed and promoted on-line across the region.
3. Tourism Swift Current has also committed its support to the project and will work to obtain additional marketing, print and web support from local businesses, supporting media and related tourism organizations.
4. As the list of Great Experiences evolves, a criteria will be established that is based on packaging programs developed by organizations that include Saskatchewan Country Vacations Association, Sask Tourism, Alberta Agriculture Food and Rural Development, and Rendevous Canada.

3. Development of Regional Maps

Challenge

Given the vastness of the area, it should not be a surprise to anyone that visitors who choose to explore the area will, at some time or another require a map. The reality is that organizations and communities are not always working off the same map. Visitors may obtain maps if they choose, but of those available, few were created with the purpose of the whole region in mind, and if they were, they were built from the outside looking in. The end result is existing maps are often incomplete, leaving out key destinations and promoting one area over another. As marketing dollars are limited across the region, it becomes big dogs and little dogs. In the end, the big dog ends up getting the porch.

Solution

The creation of a regional map endorsed by all local organizations received some of the highest support from the members who participated in the roundtable discussions. The consensus of the Leadership Team members is to create a map that would serve all areas of the region, provide local identity and allow the retention of local tourism dollars to each community. Working together on one map should prove to be cost effective and provide a better return on investment. Limiting commercial participation would also contribute to a level playing field. When all is said and done, one can’t get hung up on who owns the porch; it’s the yard that counts, and this is one very big yard.

“I think by the different communities, organizations and businesses all working together and promoting tourism in the southwest and promoting our region, and with Action Southwest as the leader, I think we are going to see lots of great things happening.”
Dale Hope, Anchor Marine
Tourism Leadership Team

General Approach

The group has looked at several creative and innovative map approaches. More study is required in the area of printing, distribution and the allocation of revenue, but given the resources available to the members and the individuals involved, this will be achieved.

At the end of the day, the Leadership Team is committed to putting the same map in everyone’s hands, giving every community the opportunity to participate and ensuring every part of the region is included.

Action Plan

1. The map will be based on “Quick Links” and “100 Great Experiences,” utilizing the same approach of promoting the whole region and focusing on all key areas and partnerships.
2. The Leadership Team, through its committee, and the organizations that have committed initial support, will work to develop the concept, building and development of a map that will serve the region and the communities within.
3. As with “Quick Links” and “100 Great Experiences,” Tourism Swift Current has agreed to support this initiative of the Leadership Team, and will work to obtain additional support from its local members, related tourism organizations, suppliers and funding agencies.

4. Expand Signage – Roadside Pullouts

Challenge

At present, signage is very sparse in the region with no standards and varied rates. Along with this, there are very few rest stops on main transportation routes. The Leadership Team has looked at three different sign options. These included highway signs, billboard corridors and roadside maps. Highway signs that identify key destination areas would be part of the solution, but they are very costly to construct and many organizations do not have the money to support existing programs. It’s accepted that billboard sign corridors can produce local revenue for communities, but they will always be subject to market variance, and do not present a level playing field for all communities. The challenge has been to create a plan that not only works for the region, but also addresses funding issues.

Solution

Highway signs, billboard corridors and roadside maps were all reviewed at length during the roundtable discussions. While each signage plan has its own merits, roadside maps and pull-outs is the only signage plan that meets the objective to serve the whole region. While also costly to construct, this signage plan does supports and enhance what would be created on-line and in print. It is also a forward step towards dealing with the lack of rest stops throughout the area. The initiative requires study, support and consultation, but as with maps, packaging and links, it does meet the mandate of the ASBNC and connects both the visitor and the communities to the region.

General Approach

The plan is to build on the base and consultation agreed upon for the key destination areas with all communities and organizations. As Quick Links, Regional Maps and 100 Great experiences are being created, research can be completed to help facilitate in the planning and building of the actual signs and required roadside pull-outs. While support is being sought and obtained for this initiative, the initial projects that connect to the sign program could be moving forward and be in place in advance of actual sign construction.

Action Plan

1. Complete the initial projects which to this point would include Quick Links, 100 Great Experiences and the Regional Map.
2. While these projects are being completed, work on obtaining costs estimates and required municipal approval for the installation of signs in each area of the region.
3. Working with local participants and related tourism organizations in each area, begin the process of obtaining community support and provincial funding to assist in turning printed maps into actual physical sign structures alongside highways.

5. Improve Infrastructure

Challenge

The strength of the Trans Canada highway is well known. The road has been twinned across the region and one million vehicles pass through each year. The challenge with this main transportation route is the lack of visitor centres and available rest stops for travelers. When coupled with a lack of signage, the service is not acceptable by visitor standards, and what is a strength, contributes to the weakness seen by visitors. Along with this issue, many secondary highways to key destinations in the area are poor and below standards.

Solution

Quick Links, 100 Great Experiences, Regional Maps, Highway Signage and Roadside pullouts are only the first steps in supporting tourism. This has been acknowledged by the Leadership Team, however, it is expected that the success of these actions and the results they generate would lead to support from the region and the province to improve the existing infrastructure. This would include the initiative of visitor centres being open, and accessible to the public year round. These may only be first steps, but they all contribute advancing the business of tourism.

General Approach

The Leadership Team is realistic about the prospects of secondary highways being built, but as it is committed to the business of tourism, it cannot willingly accept the status quo of visitor centres and rest stops across the region. The key behind all initiatives is they are connected and one is only as strong as its weakest link. Infrastructure is one of those links and if one is going to compete in the tourism industry, one also needs to be there to serve the visitor, and to provide the basic services required. Visitor facilities, rest stops and roads are all part of this service.

Action Plan

1. The Leadership Team has committed itself to seeking and obtaining support for the year round opening of the existing visitor centre at Maple Creek.
2. Along with this, the Leadership Team will be working to support the efforts of the new Wind Power Interpretive Centre being planned for Gull Lake.
3. In conjunction, it will pursue creative partnerships between retail businesses and tourism organizations across the region. This includes the development of visitor kiosks, placed within existing buildings. Tourism Swift Current has agreed to support a pilot project in 2005, and will also contribute support to expand this initiative with members, suppliers and organizations across the region.

6. Expand FM Signals – Low Power Transmitters

Challenge

While commercial radio outlets exist, the signals do not cover all parts of the region and
advertising costs are prohibitive for many small businesses. With the expansion of radio
networks, the arrival of XM satellite radio, and growing use of I-Pods, there will be even less
localization of signals. Given that the area is under promoted, and marketing is already
fragmented, the Leadership Team is required to consider building its own radio network to
promote the area in order to get its own message out, not only to the visitor, but also to the
surrounding communities in the region.

Solution

At present, there are only two communities within the region operating low power FM transmitters, however the licenses to operate a low powered signals are available to all communities upon application. Through the course of time, it is expected all areas of the region will be able to acquire their own signals. Given the vast potential to cross promote the region with a network in place, the Leadership Team has included this project on its list of flagship initiatives.

General Approach

The content of the messages on low power FM radio would include the partnerships that are first created on-line, in print and through the 100 Great Experiences initiative. It is a case of building on what already exists. It is also another local connection to the visitor, another local connection to the community, and another local connection to the region.

Action Plan

1. The group will be reviewing existing facilities to explore what has worked in the past for communities utilizing the transmitters.
2. In conjunction with this, the Leadership Team has also been in contact with equipment suppliers to explore total costs, options and opportunities.
3. Upon completion of this study, the Leadership team will make all information available to communities across the region and work to obtain local area support for the approval and building of this network.

7. Improve Transportation

Challenge

The Leadership Team refers to this initiative as “Planes, Trains and Automobiles” and it has been one of the most challenging. The region does not have a regional airport, nor does it provide passenger rail service. Via Rail was cancelled more than a decade ago. Visitors to the region are basically dependent upon highway transportation. The airport that exists in Swift Current is very old and rundown. Charter service is available, but the runway is 4,250 feet long and can only support small passenger planes. An extended runway would be required for the landing of larger planes and jets.

Solution

When passenger rail and air services were cancelled, a number of world-class attractions in place today did not yet exist, but as studies show, they are the destinations that have been shown to attract the international visitor. Given what already exists with chartered air services, contracted mail service, and Medi-Vac, the opportunity is there to work with existing suppliers to create a commuter service with regional airlines, a service not only for tourism, but also for residents and the growing demand from businesses in the area.

General Approach

As with the building of roads, the Leadership Team is required to be realistic about what it can achieve from the start. Planes, Trains and Automobiles are not easy tasks for any group to undertake, but they also cannot be ignored and must be included on the list of initiatives if the region is going to grow and compete in the global marketplace. On the surface, this initiative will require a very large commitment, but if communities within a region can build new world-class attractions, a region can also re-build airports and return passenger rail service. As with previous initiatives, they all begin with a single step and this is seen as just one more along the way.

Action Plan

1. The Leadership Team has committed itself to exploring commuter services with existing providers. Meetings have been held with representatives of the Swift Current Airport, and discussions with regional suppliers will follow next.
2. Along with this, the Leadership Team has made the decision to support the efforts of Transportation 2000, a national organization committed to the restoration of rail transportation for passengers.
3. In conjunction with the above, the Leadership Team will work to promote local tour operators, who provide days trips with hosts and automobile transportation.

8. Expand Education Through Awareness Programs

Challenge

The biggest threat seen to addressing weaknesses and seizing opportunities is ourselves. As a whole, this is a very bleak assessment, but given decades of rural decline it is also understandable that “we do not see what others see.” This is, after all, not a place to be, it is only a place to be from. This is what has been learned at all levels, and it has become an accepted position for many in the area. These internal perceptions must be understood, but they can never be accepted, and that is the challenge that faces the Leadership Team.

Solution

The general position taken from roundtable discussions is that education is a long-term process and initiatives being undertaken will contribute to increased awareness within and outside of the region. Along with this, regular school tours and supporting programs with local communities would have lasting impact. They would help to make not only students, but also parents and teachers themselves to be more aware of what exists, and what is also possible in their own backyard.

General Approach

The Leadership Team, through initiatives already planned, will contribute to the process by working with local communities on projects that help to create awareness in the area. These plans, however, must lead to obtaining support from the education system itself.

As with anything, and with all initiatives, it will be a process, but given the realities and perceptions within the region today, it needs to be undertaken.

Action Plan

1. The Leadership Team, working with the support of local tour operators will initiate FAM (familiarization) tours with community leaders across the region. Representatives from schools across the region will be invited to attend and participate.
2. In conjunction with the above, the Leadership Team will meet with the Cypress Hills Regional College, seeking assistance, support and direction in working with education in the region.
3. Along with this, a committee from the Leadership Team will explore the planning of an annual trade show that would invite participation from all high schools in the region to build displays highlighting and promoting their communities.

9. Pool Marketing Resources

Challenge

A major handicap to furthering tourism across the region is both funding and support. The pots for organizations are usually small and in the marketplace, tourism is forced to compete with dimes against dollars. The end result is many organizations are left to their own means, their own resources and their own creativity.

Solution

There are many good marketing opportunities available to tourism, but given the small budgets of organizations and businesses, they can’t always be utilized. The Leadership Team is committed to the plan of pooling resources and developing strategies to provide a better return on investment. Quick Links, Regional Maps and Partnership Packages are good examples of pooling resources and working together in the business of tourism.

General Approach

Pooling resources begins with the sharing of information in the region and a commitment to communicate openly with members across the area. Given our history of working hard, but not always working together, the pooling and sharing of both information and dollars will present challenges to all who are involved. Regardless, it should be explored and the initial projects will provide opportunities to work together in this area.

Action Plan

1. The regional map will be the first marketing project that will involve businesses,
   organizations and communities across the entire region.
2. The Leadership Team will also explore ways to combine the efforts of tourism organizations and work towards development of publications that promote the whole region and provide wider distribution networks to outside visitors.
3. The key to all projects involving the pooling of resources is to work with all areas of the region and create opportunities for local suppliers to be part of the process and overall marketing plans. The sum is always greater than its parts, but when possible, the parts themselves should come from within. This is the underlying goal of all initiatives and it is seen to be an integral part of its future success.

10. Brand the Region

Challenge

All mediums have a place in marketing a region, but what is the most effective in the end? The Leadership Team has looked at a number of areas involving communication and has discarded many of them as they are seen to be either ineffective or a duplication of what already exists in the region. The challenge is seen as a large one.

Solution

The goal with all 10 initiatives has been to make each one connect not only to the visitor and to the community, but also have each one connect to each other. If one embraced the whole concept, it would lead to the initiative of branding the whole region. Given the vastness and diversity of the area itself, this would be formidable task. At the very least, the initiative is worthy of consideration, nevertheless, one should proceed accordingly.

General Approach

The branding initiative has been included in the list of 10 initiatives, but as a group it is understood that it will require wide and broad consultation before it can be advanced.

Action Plan

1. As with all projects and initiatives, the Leadership Team will continue to work to obtain additional consensus and participation from across the region.
2. In recognition of the branding initiative, a committee from the Leadership Team would be formed to review and put together a recommended course of action.

Southwest
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