TOWN OF SYLVAN LAKE TOURISM STRATEGY:
2013 - 2018
Prepared by:
Citizen and Business Leaders of Sylvan working with the
Sylvan Lake Tourism Steering Committee
With support from:
Western Management Consultants
and
Millier Dickinson Blais Ltd.
August, 2013
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Executive Summary
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Private and Confidential
J. Kent Stewart Consulting Inc.
10609-124 Street
Edmonton, Alberta T5N 1S5
Phone: 780.401.2815
Fax: 780.429.0256
August 14th, 2013
Email: kstewart@wmc.ca
www.wmc.ca
Delivering results since 1975
Ms. Vicki Kurz
Economic Development Officer
Town of Sylvan Lake
4926 – 50th Avenue
Sylvan Lake, Alberta
T4S 1A1
RE: Sylvan Lake Corporate Tourism Strategy: 2013 - 2018
Dear Ms. Kurz:
Please find attached the Town of Sylvan Lake Tourism Strategy as prepared by
Western Management Consultants and Millier Dickinsen Blais working with the
many participants and Steering Committee Members who provided input and
guidance. We thank them sincerely, as we thank you for your endless energy and
enthusiasm for this important Strategy.
Sincerely,
Western Management Consultants
J. Kent Stewart, MCIP, CMC
Director
J. Kent Stewart Consulting Inc.
J. Kent Stewart Consulting Inc. is an independent management consulting firm practicing
professional management consulting with the Western Management Consultants group.
Edmonton
•
Calgary
•
Vancouver
•
Toronto
TABLE OF CONTENTS
Title
Page No.
1.0
INTRODUCTION ........................................................................................... 1
1.1
1.2
1.3
1.4
Background .................................................................................................................................... 1
Purpose ........................................................................................................................................... 1
The Objectives ............................................................................................................................... 1
The WMC Strategic Planning Model ........................................................................................ 2
2.0
SITUATION ASSESSMENT ......................................................................... 8
2.1 Environmental Scan ....................................................................................................................... 8
2.2 Strengths and Weaknesses ........................................................................................................ 22
2.3 Opportunities and Threats ........................................................................................................ 25
2.4 Key Issues, Key Opportunities ................................................................................................. 27
3.0
VISION, STRATEGIC PRIORITIES, KEY RESULTS .................................. 28
3.1
3.2
3.3
3.4
3.5
3.6
Introduction ................................................................................................................................. 28
Vision Statement ......................................................................................................................... 28
Detailed Tourism Vision for Sylvan Lake ............................................................................. 28
Strategic Priorities....................................................................................................................... 30
Key Results................................................................................................................................... 31
Tactics and Actions ..................................................................................................................... 34
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1.0 INTRODUCTION
1.1
Background
The Town of Sylvan Lake is supporting a community leadership group to prepare
Sylvan Lake’s first comprehensive Tourism Strategy. Once completed, the Town
will also prepare a Corporate Tourism Strategy to guide Council and Administration
in their future efforts. Ultimately, the Tourism and Corporate Strategies will identify
key strategic outcomes for the community, and specific areas of leadership,
investment (profession, time, money) and collaboration required of the Town
administration and Council to accomplish the ends identified.
There are three aspects of the project:
 Community Engagement – ensuring the community has input to the Strategy
and opportunity to articulate its level of support for tourism and for the tourism
strategy;
 Facilitated Strategic Plan – identification of Priorities, Key Results, and
Strategies; and
 Corporate Tourism Strategy – focused on what the Town administration and
Council should do to realize the outcomes.
1.2
Purpose
The purpose of the consulting engagement is to prepare a Sylvan Lake Tourism
Strategy and a Corporate Tourism Strategy for the Town of Sylvan Lake.
1.3
The Objectives
The objectives can be summarized as follows:
 Understand and assess the economic base, trends, values, climate and key issues
for the future success of Sylvan Lake;
 Consult with the Town, key stakeholders and the public to understand current
and anticipated needs, key issues and preferred direction;
 Communicate with the public the perceived and actual value of tourism;
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 Develop objectives, strategic priorities, key results, strategies, roles and
responsibilities and expected outcomes, with particular focus on the role of the
Town in moving the strategy forward;
 Prepare an implementation plan with timing, outcomes, roles and
responsibilities, key audiences and key messages; and
 Work with Town and community resources to identify actions, collaboration
areas, roles, responsibilities, key audiences and outcomes for those areas in
which the Town will have the leadership role.
1.4
The WMC Strategic Planning Model
The Town of Sylvan Lake has used the WMC Hourglass Model to guide the process
and the tourism strategy development.
The graphic presented as Exhibit 1 summarizes the generic logic of the strategic
planning approach. This model offers a systematic and structured approach to
Strategic Planning that has been applied successfully in tourism strategic plans in a
number of Canadian communities.
The top line of the hourglass involves the development or affirmation of the Sylvan
Lake’s values, operating principles and vision. Values define the organization’s core
beliefs and convictions; operating principles provide the parameters for how the
organization conducts its business; and the vision describes the preferred future for
the organization.
The mission/mandate defines the core business; i.e., what do we do and who do we
serve? We understand that these elements of the plan have been established through
broad community processes in past plans, and we need only test, validate and
perhaps make minor adjustments to them with the Steering Committee.
The environmental scanning process includes significant research and analysis of the
internal strengths and weaknesses and major trends and developments likely to
impact the regional and provincial operating environments. The environmental scan
culminates in a SWOC (strengths, weaknesses, opportunities, challenges) assessment
that helps inform the setting of a small number of strategic priorities (goals) that are
critical to achieve the vision or preferred future.
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Once agreement is reached on strategic priorities, each priority is assessed to
determine where we are
currently relative to the
Strategic Planning Process
priority area and where
we would like to be three
to five years from now.
Values/Principles/Vision
The difference between
For what do we stand?
the current and desired
Mission/Mandate
state are defined as key
Why do we exist?
results that are
Environment (Scan, SWOT)
measurable in terms of
Internal & external strengths, weaknesses,
time quantity, quality
opportunities, threats.
and/or money. The key
Strategic Priorities (Goals)
results define “what” we
What are the four to six areas that need attention?
want to achieve for each
Key Results (Objectives)
priority area; and
What do we want to achieve?
strategies define “how”
we propose to deploy our
Strategies
How
do
we go about it?
energy and resources to
achieve the desired
Action and Implementation Plans
Doing it.
outcomes. Once key
results and broad
Regular Reviews
strategies are established,
Is it getting done?
more detailed tactical
action plans are
developed to support
Exhibit 1: Strategic Planning Process
implementation of the
strategies, including identifying required resources.
The final section on the hourglass addresses the need to review and update the
strategic plan on an annual basis to ensure its continued relevance. The annual
review process involves conducting a status review to assess progress to date on
plan initiatives; identifying emerging issues and challenges that could impact the
strategic plan; making required changes to the plan; and preparing the budget to
support plan implementation.
The Governors of the organization (i.e., Sylvan Lake Council) usually focuses on
setting the vision, values, principles, mission, strategic priorities and results to be
achieved, with broad input from the community.
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Management’s role usually focuses on supporting the work of the Board of
Governors in setting the strategic directions for the organization; and developing
and implementing strategies and action plans to support achievement of the desired
key results. The development of the tactical action plans and implementation plans
often includes engaging the next level of management, which helps to ensure
understanding and ownership of the proposed strategic directions. Funding
mechanisms, roles, responsibilities, timing, and performance measurement
approaches are also incorporated into this section.
For municipalities the Strategic Planning Team comprising members of Council, the
senior management team and other selected representatives to develop the key
elements of the plan. In this case of Sylvan Lake, the Steering Committee will
provide an even broader level of input. Input from other stakeholders is captured
during the environmental scanning process and becomes part of the database that
the Steering Committee uses to inform their planning sessions.
1.5
The Sylvan Lake Process
The environmental scan process was composed of two primary components:
literature review and data analysis as well as interviews with key business
stakeholders. The purpose of the literature review and data analysis was to
understand broad influences to tourism development including population growth
and migration patterns, demographic information, economic conditions and
community issues such as sustainability, affordable housing, seasonal residents,
labour force issues, hospitality and quality of service. The stakeholder interviews
provided the consulting team with a clearer understanding of key local factors to
consider and assisted in revealing the strengths, weaknesses, opportunities and
threats (SWOT) faced by Sylvan Lake. In addition, the interviews helped build
support for the content and implementation of the strategy. In total, 14 business
stakeholders were engaged in the interview process. The stakeholder list was
generated by Sylvan Lake’s Economic Development Officer.
Figure 1: Sylvan Lake Tourism Strategy Interview Participants
Participants in the Sylvan Lake Tourism Strategy Interview Process,
2013
Jim Jardine
Trilliant Realty
Dwayne Stoetz
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Sylvan Lake Chamber of Commerce
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Val Langevin
Value Drug Mart
Lynette Appleby
Lakehouse Furniture
Todd Jurak
Sylvan Lake Golf Club
Corey Lewis
Bravo Gastro Pub
Tammy Gierke
Cedar Park Cabin
Steve Pritchard
Big Moo
Alexa Hamilton
Eclectica
Wes Huffman
Pier 7
Don Fisher
Rexall Pharmacy
Graham Parsons
Sylvan Lake Hockey Camp
Eric Allison
Jazz on the Lake
Paul Venture
Canadian Tire
Following the environmental scan, three sessions were held in the community to
refine and verify the findings of the environmental scan and determine strategic
priorities and key results. A complete list of all session participants is included in
Figure 2. The first session was held with the Project Steering Committee and senior
staff of the Town. This initial session reviewed the findings of the environmental
scan as well as providing existing information regarding relevant programs and
initiatives being undertaken by the Town of Sylvan Lake.
The Second session was held at the Best Western Inn in Sylvan Lake and consisted of
community and business stakeholders, Town staff and Members of Council. This
second session reviewed the environmental scan, discussed the SWOC and set forth
strategic priorities for the Tourism Strategic Plan. The environmental scan was
discussed in a large group (plenary) setting and resulted in the modification of
elements of the SWOC and identified the need to develop and short term action plan
to address specific issues raised in the SWOC. Strategic priorities were discussed in
small break out groups. The second session ended with a short facilitated session
identifying the immediate actions required to address issues identified in the SWOC.
The third community session included many participants from the second session
and continued the work of developing the strategy with the goal of establishing key
results (objectives) related to the strategic priorities (goals) identified in the second
session. Ultimately this session established priorities and suggested actions to be
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undertaken to address those priorities. This session also included discussions in
small breakout groups.
Figure 2: Sylvan Lake Tourism Strategy Session Participants
Participants in the Sylvan Lake Tourism Strategy Sessions, 2013
Joel Johannson*
Meadowlands Golf Course
Liz Taylor
Tourism Red Deer
Sandra & Bill McLeod
Registered for June 27, not in attendance
Paul Ventura
Canadian Tire
Laverne Asselstine
Town Council
Neil McLeod
Crystal Clean Laundromat
Colleen Jensen
Cobb’s Block
Doug McGill
Blackstone Development
Rene Jaspar
Resident
Val/Darlene Langevin
Value Drug Mart
Dale Plante*
Council Rep
Catherine Bais*
Chamber of Commerce
Nancy Numan
ATB Financial
Susan Samson
Mayor
Joanne Gaudet*
Communications Officer
Betty Osmond*
CAO
Dave Brand
Allnorth Consulting
Debbie Fisher
Cobb’s Clothing
Alexa Hamilton
Eclectica Fashions
Steve Pritchard
The Big Moo / Nomads
Channelle Arnold
Event Planner
Crystal Loewen
Registered for June 27, not in attendance
Graham Parsons*
Sylvan Lake Summer Hockey School
JoAnn Kirkland
ATPR – Destination Development
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Dwayne Stoesz
Sylvan Lake Business Solutions
Tammy Gierke
Cedar Park Cottage
Jonathan Seib
Resident
Andy Puskas
Tait Electrical
Muriel Pritchard
ArcBlue Consulting
Jackie Ammeter
Resident
Tim Schmidt
Director of Building & Planning
Don Fischer
Rexall Pharmacy
Dean Clarke
CVI Inc
Vicki Kurz*
EDO Sylvan Lake
The findings from all sessions were then compiled into a draft report and shared
with the Project Steering Committee for review and comment. This review was
conducted by the Steering Committee in July, 2013.
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2.0 SITUATION ASSESSMENT
2.1 Environmental Scan
The Town of Sylvan Lake, a rapidly growing community on the southeastern shore
of Sylvan Lake is located only a half hour drive from downtown Red Deer. With
Highways 11 and 11A connecting the town to Highway 2, the town is located midway between Edmonton and Calgary approximately 1.5 hour drive from each of
these cities. This places Sylvan Lake at the centre of the Calgary-Edmonton Corridor,
Alberta’s largest urbanized area with a population of more than 2.7 million people.
Figure 3: Sylvan Lake Location
Source: gis.sylvanlake.ca
While initially a forestry and agricultural community, Sylvan Lake has long been a
popular summer destination for families from Calgary, Red Deer and Edmonton.
Early in its history the cottage area filled with summer residences. As summer
visitation increased so did the businesses serving them. Sylvan Lake today is an
established community with a large majority of permanent residents with significant
summer residents and visitation.
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Data for the Environmental Scan is drawn from a number of sources
including the 2006 and 2011 Census of Population and the 2011 National
Household Survey. Many demographic indicators including educational
attainment, employment by occupation and industry, commuter flows and
median household income is now collected through the National Household
Survey. It is important to note that challenges have arisen in making
comparisons between the National Household Survey with previous Census
of Population. Completion of the National Household Survey was voluntary
and, as a result, survey forms completed in smaller communities may not be
statistically representative of the residential population. While the narrative
presented below draws conclusions from the National Household Survey, it
does so based on general trends rather than specific data points.
2.1.1
Demographic Indicators
Sylvan Lake is a rapidly growing community with population growth well above the
regional and provincial rates of growth (Figure 2). Sylvan Lake’s population
increased by 2,077 or 20.3% between 2006 and 2011 compared to 8.9% posted by the
City of Red Deer. This rate of population growth is a general indicator of the overall
attractiveness of the community. Growth population projections predict the
community to grow to 19,963 people by 2022 (with further growth to 2037). As
Sylvan Lake explores tourism based opportunities it must also consider building a
complete community with amenities and facilities that serve the significant and
growing local population as well as visitors.
Figure 4: Population Growth, 2006 - 2011
25.0%
20.3%
20.0%
10.9%
10.0%
7.9%
8.9%
Red Deer City
12.9%
10.8%
Red Deer Region
15.0%
11.8%
11.2%
5.0%
Edmonton City
Edmonton Region
Sylvan Lake
Calgary City
Calgary Region
Alberta
0.0%
Source: Statistics Canada Community Profiles 2006 and 2011 adapted by Millier Dickinson Blais
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Most of Sylvan Lake’s visitors are from other places in Alberta, notably the CalgaryEdmonton corridor. The population growth of the entire region is a positive trend
for continued population, economic and tourism growth in Sylvan Lake.
Sylvan Lake is a young community with 30.5% of the population under the age of 19
(Figure 3). The median age of the population is only 31.8, well below the provincial
median age of 36.5 and Sylvan Lake has a higher percentage of the population in
each age category under the age of 19 than all comparator communities.
As Sylvan Lake continues to develop recreation and tourism facilities for both the
local population and outside visitors, facilities and activities for children and young
families will be important. Sylvan Lake also needs to consider strategies to retain
youth as they consider leaving the community to pursue education and employment
opportunities. Those in their prime working years (aged 25-54) comprise 47.1% of
the population, above the provincial average of 45%, a strength when it comes to
industry attraction as Sylvan Lake has the required workforce for new businesses
establishing themselves in the town.
Figure 5: Age of the Population, 2011
Source: Statistics Canada Community Profiles 2011, adapted by Millier Dickinson Blais
While the levels of educational attainment for residents of Sylvan Lake appear to be
rising, in general Sylvan Lake exhibits lower levels of education than the provincial
average. The town does have a noticeably higher percentage of the population with
apprenticeships and college diplomas than the provincial average and there is a
considerably lower percentage of the population with university degrees (Figure 4).
This may leave the town challenged to attract businesses requiring workers with
higher levels of education (i.e. Professional, Scientific & Technical Services).
On a positive note the percentage of residents without a high school diploma or
certificate declined markedly from 2006 (25.5%) to 2011 (19.8%) while those holding
a university certificate, diploma or degree increased considerably (7.3% in 2006 to
11.9% in 2011).
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Figure 6: Level of Educational Attainment, Population 15 year and over, 2006 and 2011
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
Sylvan Lake, 2006
5.0%
Sylvan Lake, 2011
University certificate,
diploma or degree
University certificate or
diploma below the
bachelor level
College or other nonuniversity certificate or
diploma
Apprenticeship or trades
certificate or diploma
High school certificate or
equivalent
No certificate, diploma
or degree
0.0%
Alberta, 2006
Alberta, 2011
Source: Statistics Canada Community Profiles 2006 and National Household Survey 2011, adapted by
Millier Dickinson Blais
In both Sylvan Lake and the Province of Alberta more people work in sales and
service occupations and trades, transport and equipment operators than any other
occupation (Figure 5). Both of these occupational groups exhibited a decline in
employment from 2006 to 2011. In the case of Sylvan Lake sales and service
occupations declined from 23.4% of the workforce in 2006 to 18.9% in 2011. A
number of factors may have contributed to this decline including the recession
experienced in the broader economy as well as the closure of Lakeshore Drive. We
cannot know what caused the decline but the decline in employment in these
occupations at the provincial level indicates the recession of 2008/09 had some
influence on sales and service employment. Sylvan Lake also experienced a decline
in employment in occupations related to primary industry (agriculture).
Conversely, management, natural and applied science, health and occupations in
social science, education, government service and religion all experienced increases
in both Sylvan Lake and at the provincial level. Outside of management
occupations, Sylvan Lake has a smaller proportion of the resident population
working in professional occupations than the provincial average (Figure 5). Despite
recent declines, the town has a higher proportion of residents occupied in the trades,
transportation, agriculture (primary industry) and manufacturing than the
provincial average. The decline in employment in these occupations which are still
significant to Sylvan Lake should be noted. Transition strategies may be required for
these workers to move into other occupations.
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Figure 7: Employment by Occupation, 2006 and 2011
25.0%
20.0%
15.0%
10.0%
Sylvan Lake, 2006
5.0%
Sylvan Lake, 2011
Occupations unique to
processing, manufacturing
and utilities
Occupations unique to
primary industry
Trades, transport and
equipment operators
Sales and service occupations
Occupations in art, culture,
recreation and sport
Occupations in social science,
education, government
service and religion
Health occupations
Natural and applied sciences
and related occupations
Business, finance and
administration occupations
Management Occupations
0.0%
Alberta, 2006
Alberta, 2011
Source: Statistics Canada Community Profiles 2006 and National Household Survey 2011, adapted by
Millier Dickinson Blais
Large numbers of the resident work force do not actually work in Sylvan Lake.
Indeed, only 38.3% of residents actually work in the town (Figure 6). While this is an
increase from 34.4% in 2006, more than 60% of resident work force is working in the
City of Red Deer, Red Deer County and other areas in the province. While most of
the resident work force is employed near Sylvan Lake some commute as far as Fort
McMurray for work. From both an economic and social sustainability perspective,
Sylvan Lake should be supporting existing businesses in their expansion and
recruiting efforts. Sylvan Lake should also be actively working to attract new
businesses to the town to ensure business growth keeps pace with residential
growth.
Investors thinking of locating in Sylvan Lake may see this as an opportunity to
provide people with jobs closer to home. As see in Figure 5, Sylvan Lake experienced
a large decline in both the population employed in occupations related to primary
industry (agriculture) and the number of workers commuting to Red Deer County
for work. These two items might be related, however, this cannot be proven with the
data available.
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Figure 8: Place of Work for Sylvan Lake residents, 2006 and 2011
50.0%
43.1%
45.0%
40.0%
35.0%
38.3%
36.5%
34.4%
30.0%
25.0%
2006
20.0%
2011
15.0%
12.3%
10.2% 10.9%
10.0%
3.4%
5.0%
0.0%
Sylvan Lake
Red Deer City
Red Deer County
Other
Source: Statistics Canada Commuting Flow data tables 2006 and 2011, adapted by Millier Dickinson
Blais
2.1.2
Economic Indicators
Sylvan Lake’s median household income at $77,102/year (2005) is well above the
provincial median of $63,988 and above Red Deer, Calgary and Edmonton (all below
$69,000/year) (Statistics Canada Community Profiles 2006).1 This indicates that local
residents have disposable income to spend on improved amenities and facilities
including recreation, arts and culture and shopping. Median incomes in Alberta in
general are higher than the national median income of $63,600 indicating that
visitors from Alberta might also have disposable income to spend and should be
targeted above visitors from other places in Canada.
Average home values in Sylvan Lake are higher than Red Deer and Edmonton
(Figure 7) providing additional evidence of a higher level of wealth in Sylvan Lake.
In contrast, Sylvan Lake as a lower median home value indicating the market in
Sylvan Lake is ‘balanced’ including more affordable homes for those in lower
income brackets. This should be considered a strength when attracting workers for
the retail and tourism industries – industries which typically pay lower wages than
other industries.
1
At the time of writing, median household income data from the 2011 National Household
Survey was not yet available for the Town of Sylvan Lake. Median income is the midpoint of
the income distribution.
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Figure 9: Home Values, May 2013
Calgary
Red Deer Sylvan Lake Edmonton
Average Price $ 518,392 $ 434,709 $ 462,557 $ 402,270
Median Price $ 450,000 $ 369,900 $ 347,400 $ 379,000
Source: centralalbertahomesearch.ca
2.1.3
Business Indicators
Sylvan Lake is home to 1039 businesses across all industry sectors (Figure 8). More
than half of all businesses (581 or 56% of all businesses) are home based businesses
or businesses without employees (defined as indeterminate by Statistics Canada).
Business service programs should consider the needs of these independent business
owners as they may be different than the needs of larger businesses. Of those
businesses with employees, more than 61% have only 1-4 employees reinforcing the
importance of small businesses to the economy of Sylvan Lake. In fact only 8
businesses in the town have more than 50 employees.
The most number of businesses in Sylvan Lake are found in:



Construction – 195 or 18.8% of all businesses;
Professional, scientific and technical services – 189 or 18.2% of all businesses;
and
Real estate and rental and leasing – 107 or 10.3% of all businesses.
Large numbers of businesses are also found in other services, mining, quarrying and
oil and gas extraction as well as retail services. Sylvan Lake is home to both regional
construction businesses capitalizing on population growth and building construction
throughout the region as well as professionals and trades workers serving the
region’s oil and gas industry.
The largest increases in businesses are also found in professional, scientific and
technical services, construction and real estate and rental and leasing. These three
industries account for 72 or 90% of new businesses in the town from 2008 to 2012.
Construction and professional, scientific and technical services are clearly important
industries in the town’s economy.
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Figure 10: Business Composition, December 2012
December 2012
Industry (NAICS)
Total
Indeterminate Subtotal 1- 4
5- 9
10-19
20-49
50-99
100-199 200-499 500+
11 Agriculture, Forestry, Fishing and Hunting
23
16
7
4
3
0
0
0
0
0
0
21 Mining, Quarrying, and Oil and Gas Extraction
77
45
32
22
7
2
0
0
1
0
0
1
0
1
0
1
0
0
0
0
0
0
22 Utilities
23 Construction
195
115
80
61
8
5
5
1
0
0
0
31-33 Manufacturing
21
9
12
6
3
1
1
0
1
0
0
41 Wholesale Trade
19
8
11
6
4
1
0
0
0
0
0
44-45 Retail Trade
76
24
52
17
18
10
5
2
0
0
0
48-49 Transportation and Warehousing
35
27
8
5
1
2
0
0
0
0
0
51 Information and Cultural Industries
52 Finance and Insurance
2
1
1
0
0
1
0
0
0
0
0
38
25
13
8
2
1
2
0
0
0
0
53 Real Estate and Rental and Leasing
107
83
24
19
2
2
0
1
0
0
0
54 Professional, Scientific and Technical Services
189
128
61
49
6
6
0
0
0
0
0
22
21
1
1
0
0
0
0
0
0
0
Remediation Services
45
17
28
20
5
3
0
0
0
0
0
61 Educational Services
10
6
4
2
0
1
1
0
0
0
0
62 Health Care and Social Assistance
36
10
26
12
3
6
4
0
1
0
0
71 Arts, Entertainment and Recreation
10
1
9
3
1
3
2
0
0
0
0
72 Accommodation and Food Services
45
7
38
10
7
7
14
0
0
0
0
81 Other Services (except Public Administration)
86
38
48
36
8
3
1
0
0
0
0
2
0
2
0
1
0
0
0
1
0
0
1039
581
458
281
80
54
35
4
4
0
0
55 Management of Companies and Enterprises
56 Administrative and Support, Waste Management and
91 Public Administration
Total Economy
Source: Statistics Canada Business Patterns Data December 2012, adapted by Millier Dickinson Blais
W e s t e r n
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16.
Municipal property taxes are often an important decision making factor for
businesses considering expansion or investment in a community. Sylvan Lake’s
residential property taxes compare favourably in the region, however, nonresidential taxes are higher than other places such as Lacombe, Innisfail and Rocky
Mountain House (Figure 9). This might be a weakness as the Town moves forward
with business development plans. Some businesses may have to locate in Sylvan
Lake to serve their target market; however, others could choose to locate elsewhere
while still serving their primary market.
Figure 11: Property Tax Rates, 2012
14
12
10
8
6
4
Residential/Farmland
2
Non-residential
0
Source: Municipal Affairs Property Tax Rates Profile 2012, adapted by Millier Dickinson Blais
2.1.4
Economic Benefits of Tourism
As with any industry, tourism supports prosperity in a community. As can be seen
in Figure 10, the direct employment and taxes generated through travel expenditures
are just the tip of the iceberg when it comes to quantifying the benefits generated by
tourism activities. Tourism can lead to improved infrastructure such as roads,
sidewalks and bike paths. However, it can also lead to neighbourhood revitalization,
historic and environmental preservation. In addition, it can lead to the development
of other key quality of place features such as restaurants and cultural institutions
that can assist in attracting new residents and businesses not associated with tourism
but benefiting from the services and quality of place aspects supported by tourism.
W e s t e r n
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17.
Determining those businesses that receive the majority of their revenues from
tourism is difficult. Outside of accommodations (hotels and bed and breakfast) most
businesses in the town receive revenues from both local residents and visitors.
Restaurants, as an example, may or may not be considered to be a tourism based
business.
Figure 12: Benefits of Tourism
Source: Extracted from whytourismmatters.com
There is considerable evidence pointing to the importance of tourism to the town’s
economy. There are 62 businesses (6% of all businesses) that could be considered to
be tourism based including accommodations, food and drink establishments,
transportation and some retail services (Figure 11). These same businesses employ at
least 455 people in the town.
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18.
Figure 13: Tourism Businesses, December 2012
Hospitality and Tourism (NAICS)
Total
ACCOMMODATIONS (721111-721310
Ind
Subtotal
9
1
ENTERTAINMENT AND RECREATION (114210-713990)
10
FOOD AND DRINK (722511-722411)
36
RETAIL (453220-532290)
TRANSPORTATION (485310-487990)
TRAVEL SERVICES (561510-561590)
TOTAL
1-4
5-9
10 - 19
8
5
0
0
4
6
3
0
6
30
5
7
2
1
1
1
2
2
0
0
3
1
2
62
15
47
20-49
50-99
100-199 200-499
0
0
0
0
1
2
0
0
0
0
7
11
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
15
8
8
16
0
0
0
0
Source: Statistics Canada Business Patterns Data, adapted by Millier Dickinson Blais
More relevant, perhaps, is the calculated economic impact of tourism in the town. Sylvan Lake completed an Economic Impact of Tourism
Study in November of 2006. This study suggested that tourism was directly responsible for 425 full time equivalent jobs (approximately
7.1% of total employment) and the town’s 906,744 person visits in 2006 stimulated significant economic impacts for Sylvan Lake and
Alberta-wide. Tourism is still very relevant to the Town of Sylvan Lake.
Sylvan Lake’s tourism attractions and services include:
 Hotels
 Restaurants, bars and pubs
 Athletic tournaments
 Nature parks, lakeshore and marinas
 Amusement parks (waterslide and mini-golf)
 Golf courses
 Novelty stores
 Taxi service
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500 +
3
19.
2.1.5
Tourism Statistics and Studies
Alberta Tourism Parks and Recreation estimates there were a total of 6.05 million
person visits to the Alberta Central Tourism Destination Region (TDR) in 2010.2
Alberta Central TDR accounted for 26% of the total visitation to Alberta in 2010.
Sylvan Lake is Alberta’s third largest tourism destination after Banff and Jasper and
received a total of 906,744 person visits in 2006.3 If this level of visitation continued
through to 2010 (exact numbers for Sylvan Lake in 2010 are not available), Sylvan
Lake would account for 15% of Central Alberta’s visitors.
In 2008, Town Council approved the Lakeshore Redevelopment project Master Plan,
with purpose, goals and objectives as identified by the community and reflected in
existing Town Bylaws such as the Waterfront Area Redevelopment Plan.
The Town moved forward aggressively on this development project. Stage 1
construction involving storm and sanitary improvement did not cause major
disruptions to Lakeshore Drive. Stage 2 construction and redevelopment resulted in
major vehicular and pedestrian traffic disruptions to Lakeshore Drive through the
summers of 2010, 2011 and 2012. While exact numbers are not available, anecdotal
evidence suggests these disruptions significantly reduced visitation to Sylvan Lake.
With the development of Lakeshore Drive complete, it is anticipated that visitation
in 2013 will return to preconstruction levels.
Most of Central Alberta’s visitors are from Alberta with Albertans accounting for
93.3% of all visitors to the region. However, Albertans account for only 80.9% of all
trip expenditures (Figure 12). This is not to say that Albertans themselves should not
remain the focus of marketing and visitor attraction campaigns. Rather, there should
be a focus on increasing the spending by Albertans when they are visiting Central
Alberta TDR. Sylvan Lake experiences similar patterns to Central Alberta TDR with
89% of all visitors originating from Alberta, with a further 9% originating from
Canada and only 2% originating from outside the country. Most visitors to Sylvan
Lake are from Central Alberta (33%) with Edmonton (22%) and Calgary (18%) being
the next largest source of visitors. Visitors from Saskatchewan (4%) and British
Columbia (3%) are the largest source of visitors from outside the province. 4
The higher levels of expenditures of visitors from outside the province can be
attributed to their length of stay and type of accommodation utilized. While
Alberta Parks, Recreation and Tourism: A Summary of 2010 Visitor Numbers and
Characteristics, Central Alberta Tourism Destination Region
3, Sylvan Lake Economic Impact of Tourism Study, 2006
4 Ibid
2
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20.
Albertans themselves average overnight stay was 2.2 days, visitors from
Saskatchewan averaged 3.1 and British Columbia 5.1. Visitors from the United States
averaged 4.2 days and other international visitors 9.6 days.5
Figure 14: Visitation and Expenditures Alberta Central TDR, 2010
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
93.3%
80.9%
Person Visits
Expenditures
4.9%
Alberta
9.6%
Other Canada
1.2%
7.2%
United States
0.5% 2.2%
Other
International
Source: Economic Impact of Tourism in Alberta Central TDR, 2010 adapted by Millier Dickinson Blais
Accommodations, Food and Beverage account for 41.8% of all expenditures of
visitors to Alberta Central TDR (Figure 13) while private automobiles (car rentals
and gas) account for a further 34.6% of all expenditures. Retail expenditures are also
significant accounting for 14.4% of all expenditures. While the average overall stay
for overnight visitors in Central Alberta TDR is 2.6 days, the average length of stay
in Sylvan Lake is 4.9 days.6 This is likely due to the cottage residents in Sylvan Lake
who may stay for a month or more in the summer season. The Economic Impact of
Tourism Study conducted for Sylvan Lake estimates a total of 569 seasonal dwellings
including cottages, condominiums and apartments.
5
6
Economic Impact of Tourism in Alberta Central TDR, 2010
Sylvan Lake Economic Impact of Tourism Study, 2006
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21.
Figure 15: Visitor Expenditures Alberta Central TDR, 2010
0.7%
Transportation
14.4%
Private Auto
34.6%
8.5%
Accommodation, Food
and Beverage
Recreation
41.8%
Retail
Source: Economic Impact of Tourism in Alberta Central TDR, 2010 adapted by Millier Dickinson Blais
Most visitors to Alberta Central TDR stayed with friends and relatives. Outside of
this the most popular accommodation was camping and recreational vehicle (RV)
parks. Overall camping and RV parks accommodated 19% of all overnight visitors
while hotels accommodated 7.8% of all overnight visitors. In contrast to Central
Alberta TDR, 62% of overnight visitors to Sylvan Lake were campers and 14% stayed
in a hotel.7 A further 8% stayed in a rented cabin, cottage or seasonal home. Indeed,
the Economic Impact of Tourism Study estimates 515 campsites in the area with
many (including 200 at Jarvis Bay Provincial Park) outside the town’s boundaries.
The study indicated that campsites in the area are also operating at capacity in the
summer months and that demand outstripped supply. In addition, the study
estimates there are 569 seasonal dwellings in the town (cottages, condominiums and
apartments) indicating that seasonal residents comprise a much higher percentage of
overnight visitors in Sylvan Lake, compared to the Central Alberta TDR.
According to a study conducted by the Praxis Group, increasing numbers of campers
in Alberta are camping with some form of recreational vehicle. Recreational vehicle
campers now account for almost 75% of all campers.8 The same study revealed that
in the peak summer months campsites are operating at full capacity indicating
additional inventory could be brought online. At the same time, the study indicated
that some campsites are out of date and unable to accommodate some RV units due
to their size (often their expanded width with slide-outs) or lack of services. Sylvan
Lake experiences these issues and is in need of solutions.
7
8
Ibid
Recreational Vehicle Camping in Alberta: A Demand and Supply Perspective, 2009
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22.
Some other important notes about visitors to Sylvan Lake from the Sylvan Lake
Economic Impact of Tourism Study include:





2.2
78% of visitors were visiting for pleasure and were attracted to the beach,
lake or water based activities;
73% of visitors were families with an average party size of 3.89 people;
2/3 of visitors are under the age of 44, 66% have some form of postsecondary education and 36% had household incomes over $75,000/year;
85% of visitors are repeat visitors with day trippers visiting on average 7.6
times each year; and
90% of visitors arrive by personal passenger vehicle and 8% by RV.
Strengths and Weaknesses
Strengths and Weaknesses are generally considered to be “inside” the organization
or the region. Usually they are matters that the organization can do something
about through direct action.
Strengths, weaknesses, opportunities and challenges (SWOC) were developed by
community participants over a series of three facilitated sessions held between May
and July, 2013. Elements were developed by consensus from groups working in
breakout tables, and then were presented to the whole group. Participants are listed
in earlier sections of this report.
REGIONAL SWOT: STRENGTHS AND WEAKNESSES
STRENGTHS
 Location on Sylvan Lake, minutes
from Red Deer and equidistant to
Edmonton and Calgary
 Safe access to lakeshore and walking
trails (parking is now lakeside and
speed along Lakeshore restricted)
 Water based activities including jet
skiing and wind surfing but also pond
hockey and ice fishing
CHALLENGES/WEAKNESSES
 Lake Access is more expensive with
new marina development
 Perceived as attracting lower
spending markets, day visitors and
picnic markets.
 Struggling downtown: vacancy and
new residential development is
building further from downtown
area
 Diversity of restaurants and pubs from  Struggle between target markets:
family restaurants, low cost food
family vs. other markets leads the
establishments and good quality
town to turn away large events
restaurants with interesting cuisine
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23.
REGIONAL SWOT: STRENGTHS AND WEAKNESSES
STRENGTHS
 Diversity of activities including
golfing, shopping, mini-golf,
waterslides, etc.
CHALLENGES/WEAKNESSES
 Lack of diversity in the major
destination attractions (called
Attractors) of various types and
activity.
 A rapidly growing population,
increasing demand for amenities and
retail goods and services.
 Popular festivals and events drawing
a regional audience including 1913
days, Jazz on the Lake etc.
 Potential for year round activity
 Growth rate challenges the Town to
expand services and amenities for
the growing population.
 Lack of public transportation
options
Distance from campgrounds and RV
Parks to lakeshore
 Positioning: Sylvan lake is well
known in the region and in Western
Canada
 Capacity to host local events is good
 Four lane highway from Red Deer
(Hwy 11) is an asset
 Red Deer Regional Airport is a major
present and future economic engine
ORGANIZATIONAL SWOT:
STRENGTHS AND WEAKNESSES
STRENGTHS
 Chamber of Commerce is an asset.
 Suite of planning documents and
redevelopment plans to guide
development
 Significant local ownership of
downtown properties. There is also
notable outside ownership, which has
potential to draw outside capital to
Sylvan Lake.
W e s t e r n
CHALLENGES/WEAKNESSES
 Chamber of Commerce could be
stronger/voice of business.
 Lack of clarity in marketing – who
is responsible? Not everyone
knows about Sylvan Lake, nor
would choose it. Many people
have not been here in years, so
reintroducing them to Sylvan
Lake is required.
 Allocation of marketing resources
between resident and visitor
markets is not clear and may not
be balanced.
M a n a g e m e n t
C o n s u l t a n t s
24.
ORGANIZATIONAL SWOT:
STRENGTHS AND WEAKNESSES
STRENGTHS
 Funds available for downtown
revitalization, including tourism
focused initiatives, from BRZ account
CHALLENGES/WEAKNESSES
 Lack of training for businesses to
handle visitors
 Confusion over implementation –
Pattern Book and DC zoning.
Education and awareness may be
needed. Issue could be addressed
when the Land Use Bylaw and
design guidelines are reviewed by
the Town in 2014.
 It is difficult to do business
in/with the Town
 Perception that the Town has
invested only limited resources in
community tourism development,
tourism organization
development to date.
 No Destination Marketing
Organization
 Downtown BRZ has disbanded
 Disconnect between residents and
tourism; Residents ‘up on the hill’
don’t connect with downtown
Businesses.
 Highway 20 area and downtown
district are not collaborating
 Restrictive bylaws: no tables,
outdoor cafes, signage and music
restrictions
 Weak relationship/understanding
between business community and
administration
 Municipality does not own
lakeshore land or the lake
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25.
2.3
Opportunities and Challenges
Opportunities and Challenges (sometimes called Threats) are generally considered
to be “outside” the organization or the region. Often they are matters that the
organization cannot do much about. However, sometimes threats can be mitigated
and opportunities realized through Strategy. The process for developing
opportunities and challenges was the same as for strengths and weaknesses.
REGIONAL SWOT: OPPORTUNITIES AND CHALLENGES







OPPORTUNITIES
Developing a complete and vibrant
community – not just tourism attractions.
Opportunity to create a strong sense of
place and pride for residents.
Brand the community to attract visitors
and residents
Leverage Travel Alberta funding for
marketing. Expand marketing activities:
Create unique and differentiated
weekend getaways and packages
Build a vibrant, interactive web presence
Expand trade show hosting (e.g.: boat
shows)
Foreign language information services
(note the Chamber has been building a
base of local volunteers who speak
foreign languages)
 Shift in mindset in
accommodating/permitting larger events,
and promote major events in core target
markets.
 Expand and align existing events with
each other and with other regional
activities (Yuletide Festival, Agri-trade,
Westerner Days, Alberta’s Independent
Music Festival)
 Expand and promote meeting facilities
 Expand the farmers’ market and move it
downtown
 Attract and promote niche, diverse,
destination retailing
W e s t e r n
CHALLENGES
 Gull Lake, MacGregor Estates,
Lake Newell are Alberta
competitors with beach
resources
 Tourism is weather dependent
 Tourism is a ‘discretionary’ item
– declines as the broader
economy declines
 Rising lake waters detract from
beach experience. While the
Town has investigated this
natural high water situation, it is
understood that little can be
done to ameliorate the issue.
 Highway changes reduce traffic
to Sylvan Lake’s lakeshore and
downtown area
 Lack of trained human resources
available to work in the tourism
sector
M a n a g e m e n t
C o n s u l t a n t s
26.
REGIONAL SWOT: OPPORTUNITIES AND CHALLENGES






OPPORTUNITIES
Connect local residents to local
businesses
Advance the downtown façade
improvement program which was created
in 2008.
Expand activities, especially focused on
rainy day options
Develop a publicly owned and operated
boat launch and water access point
Expand the Sweet 16 event/program
Expand accommodation options such as
cabin/cottage accommodation
CHALLENGES
ORGANIZATIONAL SWOT:
OPPORTUNITIES AND THREATS
OPPORTUNITIES
 Foster business gatherings focused on
innovating solutions to tourism and
community issues.
 Chamber members offering discounts to
each other
THREATS
 Changing council or
administrative staff could
change direction of tourism
development
 Regional economic development
agencies don’t have a tourism
focus
 Encourage tourism operators to register
on the Alberta Tourism Information
Service (ATIS) so their businesses are
positioned for marketing with Travel
Alberta.
 Create a Sylvan Lake Destination
Marketing Organization – or the Chamber
could take on DMO responsibilities
 Direct infrastructure spending to
downtown improvements
 Coordinated marketing effort
 Increased collaboration between all of the
businesses in Sylvan Lake
 Create higher profile for Sylvan Lake at
Tourism Red Deer.
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27.
2.4
Key Issues, Key Opportunities
Participants in the strategy sessions considered the key elements of the SWOC and
then prioritized those issues and opportunities that needed attention first. Again
this was done by consensus among participants. The results are summarized
following.
Priority Issues and Opportunities for Tourism in Sylvan Lake
Key Issues
 Lack of Coordinated Marketing
 Coordinated business community
 Leveraged marketing funding
 Perception that the downtown is
relatively empty, with high
vacancies
 Lack of camping, RV and
recreational space
 Lack of public understanding,
acceptance and support for tourism
 Waterfront access and vehicle access
is limited
 A more business friendly
environment, with more supportive
policies is needed
 Communications can be improved,
working relations enhanced, and
especially on either side of 47th.
 Lack of diversity of attractions and
activities
W e s t e r n
Key Opportunities
 Improve the downtown core, with
a lighthouse and bandstand,
downtown plaza, and the
downtown market.
 Build a public boat launch, water
access and park area.
 Address municipal RV/camping
issues.
 Ensure the multiplex is improved
and marketed to handle meetings.
 Improve and focus marketing
through planning and refinement
of approaches to specific target
market segments
 Ensure that tourism is included in
the Municipal Development Plan
 Expand existing and develop new
events focused on attracting
tourism visitors
 Provide additional parking where
and as needed
M a n a g e m e n t
C o n s u l t a n t s
28.
3.0 VISION, STRATEGIC PRIORITIES, KEY RESULTS
3.1
Introduction
Participants addressed the Vision for tourism in Sylvan Lake over two meetings and
through a consensus process. In the first meeting the group talked in breakout tables
and evolved the elemental points of the Vision. The consultants drafted both the
Vision Statement and the detailed Vision from this material. In the next meeting, the
group critiqued this vision draft and developed the final statement and detailed
vision.
3.2
Vision Statement
“Sylvan Lake is the premier year round, lakeside community in Alberta, where
proud residents welcome guests with great hospitality.
3.3
Detailed Tourism Vision for Sylvan Lake
Recognize that Sylvan Lake in the future is a growing and prosperous community
with a residential, commercial and industrial mix that is self-sustaining. Tourism,
while an important part of the mix, is not the only driver of the Sylvan Lake
economy.
The Vision for a downtown district located north of the tracks and on/near the lake
describes a small scale, destination community characterized by:
 An architecturally themed and walkable retail and service area that supports
tourist needs as well as upscale stores and services (restaurants, retail) that
appeal to both tourists and residents;
 Patio restaurants, open front shops, buskers, music and seemingly impromptu
“events” animate the downtown district;
 Public restrooms, downtown benches, integrated walking trails, and wireless
service everywhere supports the active, year round downtown district;
 Various multi-modal types of transportation, potentially such as segways, bicycle
rentals, and shuttles from RV parks move people to and through the walkable
downtown district effectively and safely;
 Tourism and community information is readily available through tools such as
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29.
community billboards, a new and well-located tourism information
centre/functions, and mobile apps;
 Public boat launch(s) and marina slips provide better lake utilization by boat
owners, while improved beach/lakefront access fosters high utilization by day
and overnight visitors;
 The pier, lighthouse and bandstand remind us of the history of Sylvan Lake and
provide a desirable walking area at the lakefront;
 A lakeside interpretive centre, including a fresh water aquarium attraction
provides another node of activity on the lakefront;
 A new amphitheatre and performing arts centre provide a venue for both
tourism-oriented and community arts activities; art and culture camps, music
camps and sport camps are held in Sylvan Lake because of its preferred location
with strong programming and support;
 Community and tourism-oriented events occur in the community on a year
round basis, drawing visitors back to Sylvan Lake; fall, winter and spring
festivals, Christmas markets, ice sport competitions, music festivals and concerts,
and major sporting events animate the community in all seasons;
 A spa/personal wellness retreat is located in the community, serving visitors and
residents on a year round basis;
 The farmers’ market, held weekly on downtown streets, attracts residents and
visitors and is a keystone event during the high season;
 Links and ties between the downtown retail area and the Lakeshore area is
cohesive;
 Recreation facilities and amenities link the downtown district and the south
areas of the community;
 Convention capacity is increased by hotels or through a community-developed
convention facility or multiplex;
 Sylvan Lakes golf courses provide an ongoing attraction for visitors and locals
alike, complementing the lake-based activities and ambiance; and
 Visitors increasingly come for overnight visits, staying in available hotels and
motels, in guest rooms and cabins, and in RV parks located within shuttle service
distance of the waterfront.
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30.
This vision for tourism in Sylvan Lake addresses the tourism experience that will be
offered in Sylvan, tourism services that will be available, accessibility and circulation
within the destination, and information and direction available. The marketing of
this destination would present all of these attributes to our key target markets.
The Vision for tourism in Sylvan Lake is not one of simply a beach attraction.
Rather it is a themed “downtown district” within the broader, prosperous and
growing community of Sylvan Lake. The community is tourism friendly, and visitors
circulate and enjoy attractions throughout it.
The downtown district and the community as a whole are frequented by residents,
regional populations and tourism visitors alike.
3.4
Strategic Priorities
Strategic Priorities are the most important things we must address in order to
succeed. By doing the right things, doing them well, and at the right time, Sylvan
Lake will move toward its Vision for tourism. Strategic Priorities are not listed in
order of importance. All are equally important and all must be accomplished to
succeed.
Four Strategic Priorities follow from the priority Issues and Opportunities:
 Strategic Priority 1: Organization and Communications: Focused
organizations, supportive policy, and collective action positions Sylvan Lake as a
leading community.
 Strategic Priority 2: Tourism Product and Experience Development:
Enhancements to existing tourism products/experiences and creation of new
tourism experiences expands the tourism season and visitor markets for Sylvan
Lake.
 Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged
tourism marketing puts Sylvan Lake on the “must see” list.
 Strategic Priority 4: Accessibility and Circulation: Visitors experience easy
access to Sylvan Lake, and information and circulation through the community is
clear and efficient.
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31.
3.5
Key Results
Key results document the outcomes we will achieve under each strategic priority.
They record “what” we will accomplish, where Strategies focus on “how” we will
get there. The Key Results for each Strategic Priority are addressed following.
Strategic Priority 1: Organization and Communications
Focused organizations, supportive policy, and collective action positions Sylvan
Lake as a leading community.
Key Results
KR 1.1: Economic impact and value of tourism in Sylvan Lake is accessed and
communicated to residents, council, and other key audiences by March 2014.
KR 1.2: A dedicated tourism organization leads tourism development and marketing
in Sylvan Lake by December 2014.
KR 1.3: Sylvan Lake planning bylaws and policies foster tourism business
development by August 2015 and thereafter.
KR 1.4: A cohesive and collaborative business and government community in
Sylvan Lake creates and promotes a “pro-business” strategy and communication by
December, 2015 and thereafter.
Strategic Priority 2: Tourism Product and Experience Development
Enhancements to existing tourism products/experiences and creation of new
tourism experiences expands the tourism season and visitor markets for Sylvan
Lake.
Key Results
KR 2.1: The downtown district themed, walkable area is planned, implemented, and
substantially completed, with successful tourism services, by 2018.
KR 2.2: Three new, unique/niche businesses are attracted to the downtown district
by 2016.
KR 2.3: Overnight accommodation supply is increased by 20% by 2015 and a further
20% by 2018.
KR 2.4: Two current major events grow to encompass new target groups by 2016.
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32.
KR 2.5: Access to Sylvan Lake by boat encourages visitors and spending in the
downtown district by 2016.
KR 2.6: One new major tourist attractor is developed in Sylvan Lake by 2018.
KR 2.7: Three new major events are attracted, across more than one season, by 2018.
Strategic Priority 3: Tourism Marketing
Focused, collective and leveraged tourism marketing puts Sylvan Lake on the “must
see” list.
Key Results
KR: 3.1: A Strategic Marketing Plan prioritizes target markets and sets detailed
marketing strategies and activities by December, 2014.
KR 3.2: Local businesses access a marketing toolkit to support their efforts by 2016
and thereafter.
KR 3.3: Regional marketing and cross promotion increases awareness and visitation
to Sylvan Lake by 2015 and thereafter.
KR 3.4: Local residents’ visitation and shopping in the downtown district increases
by 25% by September 2013 and 50% by December 2014.
KR 3.5: Business revenues from repeat customers increase by 10% by 2015.
KR 3.6: Former lake visitors revisit Sylvan Lake and spend at local businesses by
2015 and thereafter.
Strategic Priority 4: Accessibility and Circulation
Visitors experience easy access to Sylvan Lake, and information and circulation
through the community is clear and efficient.
Key Results
KR 4.1: Proven signage efficiently guides visitors to identified destinations within
Sylvan Lake by 2014 and is improved upon regularly thereafter.
KR 4.2: Awareness, information and direction provided by a program to improve
public access to Sylvan Lake attractions and activities is established by 2014 and
thereafter.
KR 4.3: Innovative improvements to parking options relieve issues and pressure by
2015 and thereafter.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
33.
Key results are executed through tactical action plans, which are illustrated in the
sections following. Tactics and action plans will change continuously as groups of
community participants’ work toward their execution.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
34.
3.6
Tactics and Actions
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 1: Organization and Communications: Focused organizations, supportive policy, and
collective action positions Sylvan Lake as a leading community.
KR 1.1: Economic impact and value of tourism in Sylvan Lake is accessed and communicated to residents, council, and other key audiences
by March 2014.
Strategies
1
2
3
4
5
6
7
8
9
10
Contact ATPR to ask them to meet and review the economic impact model and approach to impact
measurement in Sylvan Lake.
Work with ATPR to determine how primary research will be used to collect the data on direct spending by
tourists in Sylvan Lake. Address all categories of the impact model.
Retain professional resources to run Alberta’s tourism economic impact model.
Design primary research methodology to handle day visits, overnight visits, group and special event visits in
a manner that creates comparable data across these categories
Adjust the impact model as necessary to capture a Sylvan Lake economic region.
Compare results with other communities if applicable
Prepare communication and support material to explain impacts in layman’s language.
Communicate with Sylvan Lake citizens, businesses and regionally interested parties.
Use results to assist with selling businesses and investors in the downtown district, attractor development,
accommodation development and other opportunities.
Review and repeat the economic impact study on a regular basis.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL
C of C
DMO
When
Mar 2014
Budget
35.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 1: Organization and Communications: Focused organizations, supportive policy, and
collective action positions Sylvan Lake as a leading community.
KR 1.2: A dedicated tourism organization leads tourism development and marketing in Sylvan Lake by December 2014.
Strategies
1
2
3
4
5
6
7
8
9
Create an initial business group formed of downtown district and other community accommodation,
restaurant, retail, transportation and service businesses, as well as the municipality and Chamber.
Work with this group to consider formation of a DMO. Retain knowledgeable resources to consider
DMF as well as DMO characteristics and potential. Consider best practices elsewhere and talk with
management and Council in those places.
If a DMO is desired, develop a detailed implementation action plan to move it forward.
Consider range of funding options and need for dedicated commitment of Council to move this
forward. Seek Council input if required at this stage.
Move ahead with Bylaws, structuring, staffing, systems etc. to create the DMO
Move marketing functions to DMO when it is ready to take them on.
Work with Travel Alberta to launch DMO programs as leveraged marketing initiatives.
Measure satisfaction with DMO by business community, general public
Report results to key stakeholders and to public.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
Tourism Sub
Committee of
Business
Owners
When
August, 2015
Budget
36.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 1: Organization and Communications: Focused organizations, supportive policy, and
collective action positions Sylvan Lake as a leading community.
KR 1.3: Sylvan Lake planning bylaws and policies foster tourism business development by August 2015 and thereafter.
Strategies
1
Form a working group of business, community and public administrator leadership
2
3
5
6
Identify all major regulatory and policy documents with identified issues from the tourism perspective
Identify issue areas and sections within each major document.
Pursue design of the possible remedies to these policy and regulatory issues from a tourism perspective. Also
review issues from a broader municipal perspective (business community in general).
Work with Council and Administration to effect changes in policy and regulation as appropriate.
Work with provincial departments on changes related to their mandates.
7
Communicate with stakeholders and citizens throughout the process.
4
W e s t e r n
M a n a g e m e n t
Who
TOSL and
Subcommittee
of business
owners
When
Aug,
2015
C o n s u l t a n t s
Budget
37.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 1: Organization and Communications: Focused organizations, supportive policy, and
collective action positions Sylvan Lake as a leading community.
KR 1.4: A cohesive and collaborative business and government community in Sylvan Lake creates and promotes a “pro-business” strategy
and communication by December, 2015 and thereafter.
Strategies
Working with business group, Chamber, DMO if in place and other interested organizations, define the key
1 elements/characteristics of an “open for business” approach.
2
3
4
5
6
Determine organizational response requirements for an “open for business” administration – one window
access, interactive web approach, team review of applications with 15 day turnaround are some examples.
Address senior government issues impacting open for business in Sylvan Lake and talk with agencies about
revising approaches.
Reconfigure organizations to support the “open for business’ approach and strategy.
Measure tangible results of the new approach
Communicate successes to citizens of Sylvan Lake.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL, ec dev,
business
owners, c of c
When
Dec
2015
Budget
38.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.1: The downtown district themed, walkable area is planned, implemented, and substantially completed, with successful tourism
services, by 2018.
Strategies
1
2
3
4
5
6
7
Who
When
TOSL and
Business and
property
owners
Prioritize development areas within the downtown district.
Review and identify potential policy amendments for the purpose of accomplishing the desired growth in
the downtown district.
Publish development interest and opportunities to the Sylvan Lake and regional development
Partner with major investors to bring first block to development
Plan and execute comprehensive marketing program to support opening and operation of downtown
district
Measure results, share information with partners, adjust marketing programs
Communicate success and future plans throughout the community and to tourism partners in Alberta
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Dec 2018
Budget
39.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.2: Three new, unique/niche businesses are attracted to the downtown district by 2016.
Strategies
Conduct research and consult with business partners to identify significant goods and services gaps and
1
opportunities in the downtown district.
2 Prioritize business development opportunities, and prepare an investment profile
3 Publish development interest and opportunities in known community and regional channels.
Identify long list and priority short list of local and regional investors who may be interested in the
3
identified development opportunities.
4 Meet with interested investors to facilitate investment and development of targeted incentives.
5 Support development by removing obstacles where possible.
Organize supportive leveraged marketing of new businesses in conjunction with downtown district
6
marketing
7 Communicate success to local partners and citizens of Sylvan Lake.
8 Repeat the process with other new business opportunities
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
EDO /DMO
When
Dec 2016
Budget
40.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.3: Overnight accommodation supply is increased by 20% by 2015 and a further 20% by 2018.
Strategies
1
2
3
4
5
6
7
8
9
10
11
Determine room supply by category, occupancy, RevPAR and season in Sylvan Lake by working with DMO,
business leaders, Chamber and ownership groups.
Address market characteristics of market coming to Sylvan Lake now, by type and by propensity to stay over
in fixed roof accommodation.
Contract hotel needs/feasibility study, including assessment of incentive requirements. Connect hotel
opportunities to themed downtown district street development.
Work with hotel investment community and ATPR to identify investor interest in development
Remove obstacles to foster development
Create marketing support for new developments/capacities while linking this to marketing support for
overnight stays in existing accommodation.
Launch new properties with marketing, publicity and PR support.
Continue to support fixed roof with marketing across all seasons.
Measure results in room nights, spending in community and economic impact using ATPR economic impact
model.
Communicate results to Sylvan Lake community and invite citizens to use their new facilities.
Attract more investment in accommodation as the overnight markets grow.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL and
DMO and
private
business
owners
When
Dec 2018
Budget
41.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.4: Two current major events grow to encompass new target groups by 2016.
Strategies
1
2
3
4
5
6
Review and assess major events in Sylvan lake, ranking them in order of potential to grow overnight as well
as day markets to Sylvan.
Open discussion with two major event organizations with a focus on how to help them succeed and the
barriers that need to be removed.
Act to remove barriers and realize opportunities.
Provide marketing support for each event in key target markets.
Measure success and report it to the whole community via normal channels
Repeat the process with other events with potential to grow markets.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL
Event
organizations
When
Dec 2016
Budget
42.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.5: Access to Sylvan Lake by boat encourages visitors and spending in the downtown district by 2016.
Strategies
1
2
3
4
5
6
7
8
Research situation with existing and proposed marinas with their ability to moor boats on a day basis for
guests from other parts of the lake.
Encourage same day mooring so boaters access the downtown district from the marinas. Deal with parking
for boat trailers.
Work with existing private sector boat launches to ensure affordable public access to launch and park near the
downtown district.
Research potential for a public boat launch within or near Sylvan Lake, working with ATPR, other provincial
departments as appropriate.
If feasible, negotiate acquisition of land for a public launch and parking site
Build a public boat launch.
Promote the boat launch to the boating community in Alberta and beyond.
Track results, report to the business community, downtown district and to citizens of Sylvan Lake.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL,
private
business
Other
Muni
When
Dec 2016
Budget
43.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.6: One new major tourist attractor is developed in Sylvan Lake by 2018.
Strategies
Research range of ideas for a new Attractor by looking to best practices and polling Chamber and area business
1 community. Consider a lake-based aquarium product, a Lighthouse attraction, a “Wipeout” facility, activity
nodes for snowbirds, and others.
2 Short list attractors based on apparent market/financial potential, and identify/shortlist sites for and Attractor.
3 Test with private sector investor community, locally and more broadly
4 Conduct feasibility assessment and economic impact estimate, working with ATPR if possible
5 Work with investors, ATPR to realize new Attractor development
6 Support development stage by removing obstacles as appropriate.
7 Invest in collaborative, leveraged marketing to support startup and operation of new attractor.
8 Track results, and communicate to stakeholders.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL, DMO,
local
organizations
When
Dec 2018
Budget
44.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 2: Tourism Product and Experience Development: Enhancements to existing tourism
products/experiences and creation of new tourism experiences expands the tourism season and visitor
markets for Sylvan Lake.
KR 2.7: Three new major events are attracted, across more than one season, by 2018.
Strategies
Who
DMO, TOSL
and local
organizations
1
Create major event committee of key stakeholders
2
3
4
Research and review major events that are best matched to Sylvan Lake and its volunteer component.
Determine seasonal needs and capacity, and shortlist major events that can be attracted.
Approach short list of major events to determine interest
Work closely with interested events and the Sylvan Lake business and volunteer community to provide
volunteer capacity, incentives, investment as required, marketing and research/tracking.
Work with DMO to prepare comprehensive marketing support for the event, working with the event
organizers.
Design benchmarking and research approach to capture impact of the event.
Launch the event.
Measure results, report economic impact to stakeholders, and manage post event publicity and PR.
Follow up with organization to see if the event can be attracted annually or on a regular basis.
5
6
7
8
8
9
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
When
2016
Dec 2018
Budget
45.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR: 3.1: A Strategic Marketing Plan prioritizes target markets and sets detailed marketing strategies and activities by December, 2014.
Strategies
Organize a working group to prepare/oversee the Strategic Tourism Marketing Plan. This group should
1 include all major attractors, the downtown district business community, the Chamber, and should be led by
the DMO if one is in place.
Determine realistic total investment in tourism marketing that is possible between the business community
2
and other resources. Investigate leveraging potential with Travel Alberta and factor this into planning.
Retain resources to conduct a marketing strategy and plan if necessary. Otherwise, facilitate a business group
3
to prepare the plan.
Build the core marketing infrastructure for tourism – website, social network, image/logo, electronic and print
4
collateral, support material for ambassador program, travel trade, meetings planners, and media.
5 Launch the immediate initiatives identified in the marketing strategy.
Plan and prepare the remaining major initiatives from the strategy, branding, brand positioning, awareness
6
and differentiation, target markets, the promotion mix and measurement of results.
7 Launch the marketing strategy and plan.
8 Measure results and adjust tactics as required.
9 Report results to the business and citizen stakeholder communities in Sylvan Lake.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
DMO
When
Sept 2013
Dec 2014
Budget
46.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR 3.2: Local businesses access a marketing toolkit to support their efforts by 2016 and thereafter.
Strategies
Create/work with a business task group to lead this process, or have the DMO do this work if it is in place.
1
Seek Travel Alberta support/facilitation of this group to plan and prepare the toolkit.
Identify the key areas of support that businesses would like to see in place to help them market Sylvan Lake
2 and their businesses – electronic “shells”, print shells, awareness pieces, newspaper inserts or advertorials,
leveraged packaging, event support/marketing etc.
3 Determine community investment and matching dollars (Travel Alberta) to prepare the toolkit.
4 Develop the toolkit.
5 Monitor and support business use of the toolkit.
6 Measure results/ROI of the toolkit.
7 Communicate results to business stakeholders and to citizens of Sylvan Lake.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
DMO and
C of C
When
Sept 2013
Dec 2014
Budget
47.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR 3.3: Regional marketing and cross promotion increases awareness and visitation to Sylvan Lake by 2015 and thereafter.
Strategies
1
2
3
4
5
6
7
Work with business group to plan and execute this initiative or with the DMO if it is running.
Identify high priority communities, entities for cross promotion initiatives – Travel Alberta, Tourism Red
Deer, Red Deer County, Lacombe County, larger private sector entities/initiatives or Events.
Determine level of “fit” with Sylvan Lake marketing strategy, messaging, target markets, psychographics etc.
Design marketing approach in conjunction with selected partners
Fund the marketing approach on a leveraged basis, offering Sylvan business community access to the
marketing initiative.
Build measurement into the program, and measure the results
Report results to business community and to citizens of Sylvan Lake.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
DMO,
tourism
businesses,
C of C
Travel
Alberta
When
Jan 2015
Dec 2016
Budget
48.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 4: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR 3.4: Local residents’ visitation and shopping in the downtown district increases by 25% by September 2013 and 50% by December 2014.
Strategies
Research to confirm business mix, hours of operation, seasonal variation, and capacity in the downtown
1
district.
Work with business leaders group to plan promotion campaign to encourage residents to discover downtown
2
district.
Develop comprehensive incentive program to encourage downtown district visits – a downtown “visa”, a
3 stamp around program, a shopping passport or similar. Prizes for youth, adults will stimulate visits during
targeted days/hours.
4 Define media mix for the program – website, newspaper, newsletters, electronic billboards, radio etc.
5 Ensure tracking system is in place and working for all venues.
6 Launch program.
7 Track results by business and by spending
8 Report results to business community and to citizens through appropriate media channels.
9 Conduct economic impact summary of campaign results using ATPR economic impact model
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
DMO
C of C
When
Jan 2016
Dec 2018
Budget
49.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR 3.5: Business revenues from repeat customers increase by 10% by 2015.
Strategies
1
Work with business group to define requirements and obtain agreement on approach.
2
3
4
5
6
Confidentially measure benchmark revenues for relevant businesses... downtown district and others.
Launch marketing programs under the marketing strategy.
Create programs that both incentivize and measure “repeat” customers… passport program, coupon etc.
Measure results
Communicate results to business community and the citizens of Sylvan Lake.
Who
DMO
C of C
When
Jan 2015
Budget
Dec 2015
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 3: Tourism Marketing: Focused, collective and leveraged tourism marketing puts Sylvan
Lake on the “must see” list.
KR 3.6: Former lake visitors revisit Sylvan Lake and spend at local businesses by 2015 and thereafter.
Strategies
1
Research key motivators for a return visit among former visitors, concentrating on Edmonton and Calgary.
2
3
4
Prepare a compelling promotion campaign for those visitors.
Launch the campaign and measure results.
Adjust the campaign as required.
W e s t e r n
M a n a g e m e n t
Who
DMO
C of C
When
Jan 2015
Dec 2015
C o n s u l t a n t s
Budget
50.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 4: Accessibility and Circulation: Visitors experience easy access to Sylvan Lake, and
information and circulation through the community is clear and efficient.
KR 4.1: Proven signage efficiently guides visitors to identified destinations within Sylvan Lake by 2014 and is improved upon regularly
thereafter.
Strategies
1 Confirm value of existing signing/way finding program from a tourism perspective.
Support implementation of signing program and communicate its positive results to the community- publicity
2
and PR.
Review access signing and signing plans with Town, County, ATPR and Alberta Transportation. Work with
3
ATPR to identify community opportunities under the tourism signing program managed by ATPR.
4 Obtain access signs on major routes as required through business/public partnerships.
5 Communicate success to the community.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL
When
Fall, 2014
Budget
51.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 4: Accessibility and Circulation: Visitors experience easy access to Sylvan Lake, and
information and circulation through the community is clear and efficient.
KR 4.2: Awareness, information and direction provided by a program to improve public access to Sylvan Lake attractions and activities is
established by 2014 and thereafter.
Strategies
1
2
3
4
5
6
7
Working with business group and Town, plan the information and direction role of the Beach Ambassadors
Prepare collateral support material, tent site(s), and other tools needed by beach ambassadors to provide
information to guests. Use coded discount cards or other methods to track results.
Communicate the program to citizens and recruit more beach ambassadors
Train ambassadors on suggestive selling and client servicing techniques as well as hospitality and service
Launch program
Measure results. Conduct economic impact with ATPR if possible.
Communicate results to business stakeholders and citizens of Sylvan Lake
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Who
TOSL
DMO
When
Fall 2016
Budget
52.
SYLVAN LAKE TOURISM STRATEGY, 2013-2018
Strategic Priority 4: Accessibility and Circulation: Visitors experience easy access to Sylvan Lake, and
information and circulation through the community is clear and efficient.
KR 4.3: Innovative improvements to parking options relieve issues and pressure by 2015 and thereafter.
Strategies
1
2
3
4
5
6
3.7
Review past research, assessments and recommendations on parking in and around the community.
Consider creative options – shuttle bus service to RV Parks, step on service in the downtown, rental services,
etc.
Gather support for priority solutions and test concepts with the market
Implement the solutions
Track results and adjust as necessary
Report results to partners and to the community
Who
TOSL
Businesses
When
Budget
Fall 2016
Implementation
Implementation activities will be organized by the Town administration during the summer, 2013. The Town administration will prepare a
Corporate Tourism Strategy focused on executing or facilitating the execution of Key Results identified in this plan. In some cases, Town
resources will help to organize task groups as identified in the Strategy, and they will then act as facilitators of those task groups until
initiatives are well along and can be handled independently by those task groups. In other cases, and particularly where the Strategy
identifies the Town in the lead role, Administration will organize and coordinate resources to accomplish these tasks.
The GANTT chart following identifies the timing of Key Results as envisioned by the participants in the strategy process. In this next step,
the development of the Corporate Tourism Strategy, this GANTT will be amended to reflect the resource capacity available to execute this
Strategy.
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
53.
Town of Sylvan Lake Tourism Strategy Plan - IMPLEMENTATION GANTT CHART, 2013-2018
Strategic Priorities and Key Results
2013
Q1
Q2
Q3
2014
Q4
Q1
Q2
Q3
2015
Q4
Q1
Q2
Q3
2016
Q4
Q1
Q2
Strategic Priority 1: Organization and Communications
KR 1.1
Economic impact and value of tourism in Sylvan Lake is accessed and communicated to residents, council, and other
key audiences by March 2014.
KR 1.2
A dedicated tourism organization leads tourism development and marketing in Sylvan Lake by December 2014.
KR 1.3
Sylvan Lake planning bylaws and policies foster tourism business development by August 2015 and thereafter.
KR 1.4
A cohesive and collaborative business and government community in Sylvan Lake creates and promotes a “probusiness” strategy and communication by December 2015 and thereafter.
»
»
Strategic Priority 2: Tourism Product and Experience
KR 2.1
The downtown district themed, walkable area is planned, implemented, and substantially completed, with
successful tourism services, by 2018.
KR 2.2
Three new, unique/niche businesses are attracted to the downtown district by 2016.
KR 2.3
Overnight accommodation supply is increased by 20% by 2018.
KR 2.4
Two current major events grow to encompass new target groups by 2016.
KR 2.5
Access to Sylvan Lake by boat encourages visitors and spending in the downtown district by 2016.
KR 2.6
One new major tourist attractor is developed in Sylvan Lake by 2018.
KR 2.7
Three new major events are attracted, across more than one season, by 2018.
Strategic Priority 3: Tourism Marketing
KR 3.1
A Strategic Marketing Plan prioritizes target markets and sets detailed marketing strategies and activities by
December 2014.
KR 3.2
Local businesses access a marketing toolkit to support their efforts by 2016 and thereafter.
KR 3.3
Regional marketing and cross promotion increases awareness and visitation to Sylvan Lake by 2015 and thereafter.
KR 3.4
Local residents’ visitation and shopping in the downtown district increases by 25% by September 2013 and 50% by
December 2014.
KR 3.5
Business revenues from repeat customers increase by 10% by 2015.
KR 3.6
Former lake visitors revisit Sylvan Lake and spend at local businesses by 2015 and thereafter.
»
»
»
»
Strategic Priority 4: Accessibility and Circulation
W e s t e r n
M a n a g e m e n t
C o n s u l t a n t s
Q3
2017
Q4
Q1
Q2
Q3
2018
Q4
Q1
Q2
Q3
Q4
54.
Town of Sylvan Lake Tourism Strategy Plan - IMPLEMENTATION GANTT CHART, 2013-2018
Strategic Priorities and Key Results
2013
Q1
KR 4.1
KR 4.2
KR 4.3
Q2
Q3
2014
Q4
Q1
Q2
Proven signage efficiently guides visitors to identified destinations within Sylvan Lake by 2015 and is improved up on
regularly thereafter.
Awareness, information and direction provided by a program to improve public access to Sylvan Lake attractions and
activities is established by 2014 and thereafter.
M a n a g e m e n t
Q4
Q1
Q2
Q3
»
»
Innovative improvements to parking options relieve issues and pressure by 2015 and thereafter.
W e s t e r n
Q3
2015
C o n s u l t a n t s
2016
Q4
Q1
Q2
Q3
2017
Q4
Q1
Q2
Q3
2018
Q4
Q1
Q2
Q3
Q4