Department of Tourism and Culture
Strategic Plan • 2013-2018
Where We’re Going – Our Vision
The place the world wants to be.
Table of Contents
Message from the Minister......................................................................................................3
Message from the Deputy Minister.......................................................................................4
Mission, Strategic Goals, Values..............................................................................................7
Department Strategic Context.............................................................................................. 13
Strategic Goals......................................................................................................................... 15
t STEPHEN REYNOLDS AND JENNIFER GLYKA p HERSCHEL ISLAND
COVER L TO R: HERSCHEL ISLAND ARTIFACTS, DAWSON CITY VISITOR INFORMATION CENTRE “NUGGETS”, HERSCHEL ISLAND
All photos: Yukon government (YG) except where noted.
Yukon Tourism and Culture
P.O. Box 2703, Whitehorse, Yukon Y1A 2C6
Ph: 1-867-667-5036 • Fax: 1-867-393-7005
www.tc.gov.yk.ca
© 2013 Government of Yukon
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Department of Tourism and Culture
Message from the Minister
I am pleased to introduce the strategic plan for the Department of Tourism and Culture.
The plan outlines the strategic objectives and key projects the department will undertake to achieve
lasting results and meet the needs of partners and stakeholders throughout the territory.
It is the positive long-term relationships the department has developed and continues to maintain with
governments, First Nations, non-profit organizations, and the private sector that allow us to achieve
success within the tourism industry and arts, culture and heritage sectors.
As we implement this plan we will work towards achieving the following goals:
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Growth in Yukon’s tourism industry and increased sustainability of the arts, culture and heritage sectors.
Responsible preservation and increased public awareness of Yukon’s diverse arts, culture and heritage.
Enhance the capacity of Yukon’s tourism industry, arts, culture and heritage sectors to improve
Yukoners’ quality of life.
Attract, develop and engage talented people to continue to provide high quality service to the public.
Practice open, accountable and fiscally responsible government.
Advance strategic corporate initiatives through interdepartmental cooperation.
By being flexible and strategic within the department we are better prepared to adapt to factors that have
an impact on our goals and create opportunities to mitigate any challenges.
I want to acknowledge Tourism and Culture’s hard-working employees and the positive impact the
department has on sustainable economic growth for the territory and the quality of life for all Yukoners.
Sincerely,
t SLED DOG TEAM. PHOTO: TONY GONDA
Honourable Mike Nixon
Minister, Tourism and Culture
Strategic Plan
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Message from the Deputy Minister
The Department of Tourism and Culture has the important role of supporting the Yukon’s tourism
industry, promoting the arts, and preserving our diverse cultures and heritage.
As a department, we are proud of where we live and we want to share it with the world. To achieve our
goals we must continue to establish effective partnerships with the private sector, NGOs, governments
and First Nations.
We must also remain focused on our strategic priorities. The Government of Yukon’s priorities have been
integrated into the department’s planning process and will guide our work at all levels of the department.
Across the wide range of branches and units, the department’s professional staff work hard and have an
impact on the quality of life of Yukoners.
I know there is a strong determination across Tourism and Culture to help create a Yukon that is the envy
of the world. Our vision speaks to this desire and I am proud to work with this team as we help make
Yukon the place the world wants to be.
Sincerely,
Jeff O’Farrell
Deputy Minister
u MOUNTAIN BIKERS ON MONTANA MOUNTAIN. PHOTO: YG/DEREK CROWE
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Department of Tourism and Culture
Strategic Plan
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Department of Tourism and Culture
What We Do – Our Mission
To support the tourism industry, promote the arts, and preserve our diverse culture and heritage.
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Facilitate long-term economic growth for the tourism industry through developing and marketing Yukon as a year-round travel destination.
Maximize the socio-cultural benefits to Yukoners and visitors by preserving and interpreting our heritage and supporting and promoting the arts.
t KLUANE LAKE PADDLERS. PHOTO: YG/RICH WHEATER
p HISTORIC SITES PROJECT OFFICER BRUCE BARRETT AND SELKIRK FIRST NATION ELDER FRANKLIN ROBERTS AT THE CEREMONY DESIGNATION FORT SELKIRK AS A YUKON HISTORIC SITE.
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How We Will Get There – Our Strategic Goals
Department Goals
1.
Economic Growth – Increased growth in Yukon’s tourism industry and increased sustainability of the arts, culture and heritage sectors.
2.
Stewardship – Responsible preservation and increased public awareness of Yukon’s diverse arts, culture and heritage.
3.
Quality of Life – Enhance the capacity of Yukon’s tourism industry, arts, culture and heritage sectors to improve Yukoners’ quality of life.
Corporate Goals
4.
Attract, develop and engage talented people to continue to provide high quality service to the public.
5.
Practice open, accountable and fiscally responsible government.
6.
Advance strategic corporate initiatives through interdepartmental cooperation.
p DELEGATES PARTICIPATE IN GOMEDIA CANADA AT THE KWANLIN DÜN CULTURAL CENTRE. p STONE PROJECTILE POINTS DISCOVERED IN YUKON ICE PATCHES.
p SNOW SCULPTURE AT RENDEZVOUS. PHOTO: TONY GONDA u DAWSON CITY MUSIC FESTIVAL.
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Department of Tourism and Culture
Strategic Plan
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Department of Tourism and Culture
What We Believe – Our Values
Respect – treating one another with fairness, courtesy, and honesty
Collaboration – working together as a team to share information, build partnerships and acknowledge achievements
Integrity – ensuring our actions match our words, inspiring confidence, honesty and respect
Innovation – embracing, adopting and recognizing creative ideas and adapting and evolving with new technologies
Professionalism – being accountable to our peers, clients and stakeholders by encouraging the pursuit of high standards of service and quality work
Leadership – lead by example, demonstrating a commitment to work and effectively communicating goals and expectations
p CHRISTMAS LUNCH. PHOTO: YG/TONY GONDA p HERITAGE MANAGER JEFF HUNSTON ADDRESSES PUBLIC ATTENDING THE YUKON HORSE EXHIBIT OPENING AT THE BERINGIA CENTRE.
t DAPHNE MENNELL PROVIDES VISITOR SERVICES IN CARCROSS. PHOTO: YUKON GOVERNMENT/DEREK CROWE
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Department of Tourism and Culture
Department Strategic Context
In an increasingly interconnected world, global events and economic, environmental, technological and social trends all have an effect on the department and how
it works to achieve its vision. By monitoring these events and trends we can adjust how we work to achieve the strategic goals and priorities for the department.
The global economic situation has an effect on our tourism industry, impacting where our visitors are coming from and the types of experiences they are
looking for when they arrive. Fuel prices, currency fluctuation, air access and thickening of the U.S. border are also factors that affect the Yukon tourism
industry’s success.
Tourism and Culture also faces challenges in the management and protection of heritage resources. Environmental factors such as erosion impacts and the
effects of melting permafrost on building foundations present challenges in the management of archaeological sites and heritage buildings across the territory.
Culture, including arts and heritage, is playing an increasingly important role in Yukon’s social well-being and economic stability. Our programs enhance
Yukoners’ quality of life, a sense of who we are and where we come from and the celebration of our vibrant cultures filled with rich northern traditions.
As part of the mandate of Yukon Archives, the department acquires, preserves, and makes accessible government and select public records in digital form. Other
sections of the department are also work with digital information – from the development of mobile applications to the curating of digital art and artefacts in
department collections. The department is positioning itself to address the complexities of digital information to ensure effective delivery of its mandate.
Maintaining positive and productive working relationships with First Nations will continue to be important as First Nations develop their capacity in heritage
management. It is also important to continue to foster positive working relationships with the private and public sectors, and non-governmental organizations
to implement the strategic priorities of the department.
How we deliver our programs, together with the methods and style in which we communicate is impacted by social trends and population demographics
across Yukon. The advancement of technology presents opportunities for the department.
In addition to external factors affecting how we work towards our strategic priorities, the department is affected internally by social trends and demographic
shifts. Changes in demographics including an aging workforce and employee expectations present both challenges and opportunities for the department’s
human resource management.
t MINISTER MIKE NIXON MAKES YUKON QUEST FUNDING ANNOUNCEMENT, OCTOBER 2012.
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To address these challenges while prioritizing the strategic
goals, the department has adopted a comprehensive approach
to strategic and operational planning. This includes the
development of both branch and unit level plans that identify
linkages to the strategic objectives and outline the variety of
operational functions tasked to each section.
Cultural Services Branch
Business Plan
Platform and
Mandate Letter
Department 5 Year
Strategic Plan (Part A)
Department Annual
Strategic Plan (Part B)
Arts Unit Plan
Manager and Staff PPPs
Heritage Resources Unit Plan
Manager and Staff PPPs
Historic Sites Unit Plan
Manager and Staff PPPs
Museums Unit Plan
Manager PDP and Staff PPPs
Yukon Archives Unit Plan
Manager and Staff PPPs
Corporate Services
Branch Business Plan
Manager PDPs Staff PPPs
Policy and Communications
Branch Business Plan
Manager PDPs Staff PPPs
Tourism Branch
Business Plans
Manager PDPs Staff PPPs
Risk assessment is integrated into this process to ensure that the department has a comprehensive understanding of the factors that affect our ability to
achieve both our strategic objectives and legislative mandates.
Acts administered by the Department of Tourism and Culture
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Archives Act
Arts Act
Historic Resources Act
Hotels and Tourist Establishments Act
Scientists and Explorers Act
Yukon Arts Centre Corporation Act
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Department of Tourism and Culture
Strategic Goals
Department Strategic Goals
Strategic Goal 1 – Economic Growth – Increased growth in Yukon’s tourism industry and
increased sustainability of the arts, culture and heritage sectors.
Yukon’s dynamic tourism sector contributes positively to the territory, with over 300,000 visitors
crossing Yukon’s borders annually. The arts, culture, and heritage sectors contribute significantly to
the social and economic well-being of Yukon. Our unique and irreplaceable cultural heritage is a
sustainable resource, contributing to both our sense of identity and the economy.
To accomplish this goal we have identified the following objectives:
1.1 Increase tourism revenue.
1.2 Increase the economic sustainability of Yukon’s arts, culture and heritage sectors.
What Could Get In Our Way – Risk Assessment
Risks identified that may impact the work towards this goal include global economic uncertainty
and economic fluctuations that may affect the ability of visitors to travel to Yukon.
This will be managed through regular monitoring of Yukon’s markets and adjusting marketing
priorities as needed to ensure most effective targeting.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators that
can be measured, these include:
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Revenues to Yukon businesses generated by tourism.
Percent of GDP attributable to tourism.
Percent of Yukon businesses generating revenue from tourism.
Expenditures by visitors to Yukon.
p VISITOR SERVICES MANAGER FRANK WILPS WITH A GOMEDIA DELEGATE.
p SNOWMOBILER. PHOTO: YUKON GOVERNMENT/FRITZ MUELLER
p KWANLIN DÜN CULTURAL CENTRE OPENING CEREMONIES.
PHOTO: YG/TONY GONDA
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Strategic Goal 2 – Stewardship – Responsible preservation and increased public awareness of Yukon’s
diverse arts, culture and heritage.
Yukon has an incredible wealth of natural, historical, and cultural assets – including magnificent landscapes, a
long and interesting history, and an exciting and diverse cultural community. This goal reflects the importance
of protecting, interpreting, and promoting this rich heritage for the enjoyment of Yukoners and visitors and to
ensure its preservation for future generations to enjoy.
To accomplish this we will:
2.1
2.2
2.3
Strengthen the historic and heritage resources management regime.
Increase awareness of the department’s role and the importance of its collections,
programs and services.
Ensure Yukon’s art, material culture, archival, and natural history collections are properly managed.
What Could Get In Our Way – Risk Assessment
Risks identified that may impact the work towards this goal include changes in digital technology and the
infrastructure needs to ensure collections are properly managed.
These risks are being addressed through the establishment of an internal working groups, the development
of a Digital Preservation Management Policy and a conducting a functional space analysis study to examine
storage requirements.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators that can be
measured, these include:
p RESTORATION AND REPRODUCTION SPECIALIST GISLI
BALZER, HISTORIC SITES RESTORATION PLANNER BRENT
RILEY AND STEP STUDENT NANSON MURRY AT WORK ON
HERSCHEL ISLAND.
p VISUAL ART CURATOR GARNET MUETHING WITH THE
HEALING TOTEM. PHOTO: YG/ TONY GONDA
p YUKON ARCHIVES CONSERVATOR ROB RIDGEN
AND OTHER STAFF OPEN A RECENT DONATION TO THE
ARCHIVES FROM THE ESTATE OF AUBREY SIMMONS,
FORMER YUKON MP.
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Department of Tourism and Culture
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Number of historic properties assisted.
Increased visits and page views on department websites.
Increased opportunities to learn about Yukon’s history and heritage.
Enhanced attendance/participation/visitation to view collections.
Acquisitions to collections are made within priority areas.
Number of completed collection management action items.
Strategic Goal 3 – Quality of Life – Enhance the capacity of Yukon’s tourism industry, arts,
culture and heritage sectors to improve Yukoners’ quality of life.
Yukon is a vibrant place where our richly unique culture and heritage is celebrated, treasured and
enjoyed by Yukoners and visitors. They are important components of our social fabric and shared
identity. This goal reflects the importance of Yukon’s rich and diverse arts and heritage along with
the programs that ensure their sustainability.
To accomplish this we will:
3.1 Support the tourism industry and the arts, culture, and heritage sectors.
3.2 Enhance partnerships and communications with stakeholders.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators
that can be measured, these include:
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Reach and effectiveness of targeted branch communications.
Amount of funding provided to stakeholders and applicants.
Percentage of requested funding supported.
Number of stakeholder partnerships.
Corporate Strategic Goals
Department heads recognize that all departments will undertake certain strategic activities, or
will share responsibility for the implementation of key government initiatives. As a result all
department strategic plans contain the following corporate strategic goals.
u STEPHEN REYNOLDS AND JENNIFER GLYKA u AN EVENT AT THE BERINGIA INTERPRETIVE CENTRE. u PALEONTOLOGIST GRANT
ZAZULA AT A PORTER CREEK RESIDENCE WHERE PREHISTORIC BISON BONES WERE DISCOVERED.
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Strategic Goal 4 – Attract, develop and engage talented people to continue to provide high quality service to
the public.
To accomplish this we will:
4.1 Increase opportunities and support for learning, employee recognition, and work-life balance.
4.2 Strengthen internal and external communication.
4.3 Ensure a proactive, planned and sustained approach to health and safety.
What Could Get In Our Way – Risk Assessment
Risks identified that may impact the work towards this goal include the percentage of senior staff eligible for
retirement within the next 5 years and the expected changes to department staffing.
This is being managed through the development of a department workforce plan along with increasing the use of
digital communications tools and renewed support for staff training and skill-building.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators that can be
measured, these include:
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Number of professional development opportunities supported by the department.
Number of staff with training/learning components in their PDPs or PPPs.
Percentage of employees who respond positively to related employee engagement survey questions.
Feedback received from employees via exit surveys and post-training evaluations.
Number of planned vacancy transitions.
t YUKON BERINGIA INTERPRETIVE CENTRE GUIDE SUE HEWITSON SHOWS HER ATLATL-THROWING TECHNIQUE.
t ARCHAEOLOGIST GREG HARE GIVES TOUR TO FROZEN PASTS CONFERENCE GROUP.
t VISITOR SERVICES CREW BACK ROW: ELS LUNDGAARD, ROB BALES, DOROTHY GIBBON, PEGGY AMENDOLA, SID VANDERMEER. FRONT ROW: SONJA RUECK,
FRANK WILPS, ALEX SCHAMBER
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Department of Tourism and Culture
Strategic Goal 5 – Practice open, accountable and fiscally responsible government.
To accomplish this we will:
5.1 The department will properly plan budgets and review expenditures on a regular basis.
5.2 Increase program evaluation and financial prioritization.
5.3 Ensure program budgets remain within the approved allocation.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators that
can be measured, these include:
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Number of contract change orders.
Number of department staff participating in YG financial management training.
Results of identified program assessments.
u GOVERNMENT RECORDS ARCHIVIST WENDY SOKOLON AT A HERITAGE
AFTER HOURS EVENT AT YUKON ARCHIVES.
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Strategic Goal 6 – Advance strategic corporate initiatives through interdepartmental cooperation.
To accomplish this we will:
6.1 Enhance cooperative working relationships among departments in planning, operations
and services, and other initiatives.
6.2 Contribute department resources and expertise to support government-wide initiatives.
How We Are Doing – Indicators
Annual plans and branch plans developed by the department include performance indicators that can be measured,
these include:
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Amount of department participation in inter-departmental initiatives.
Number of First Nation government participants in departmental training initiatives.
Number of inter-departmental agreements.
p CULTURAL SERVICES BRANCH DIRECTOR RICK LEMAIRE AND MEMBERS OF THE HEALING TOTEM TRANSPORT CREW. PHOTO: YG/ TONY GONDA
p HERITAGE MANAGER JEFF HUNSTON, POLICY ANALYSIST TONY GONDA, YUKON COLLEGE’S VICTORIA CASTILLO, GEORGIANNA LOW OF CARCROSS/TAGISH FIRST
NATION AND TERI-LEE ISAAC OF SELKIRK FIRST NATION AT THE TAGISH BIFACE ARCHAEOLOGICAL SITE.
u CHILKOOT TRAIL
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Department of Tourism and Culture