Strategic Context

Although the ministry is newly established, it has a strong vision for moving forward, as well as a ministry mission and a set of core values. Given opportunity for further dialogue with its many partners, these statements will be refined over time. As a starting point, however, they represent a shared understanding of where the ministry is headed, demonstrating a strong commitment to collaborate effectively with internal and external stakeholders to make that vision a reality.

Vision, Mission and Values

Vision

A province where citizens embrace participation, celebrate excellence and maximize social and economic benefits from tourism, sport and the arts.

Mission

To build strong partnerships to foster sustainable tourism, sport and arts sectors and creative vibrant communities where people want to live, visit and invest.

Values

The ministry is guided by the following values in conducting its work:

Collaboration — promoting team work, and building relationships and partnerships of mutual trust, confidence and respect;

Integrity — communicating and behaving in ways that show respect, honesty and high ethical standards;

Client-Focus — providing high levels of service and responsiveness to ministry clients in a timely and effective manner;

Transparency and Accountability — providing effective and efficient delivery of services in a timely manner and implementing sound results-driven financial management; and

Innovation and Creativity — building a dynamic and innovative organization which encourages creativity, imagination and responsiveness.

Planning Context and Key Strategic Issues

Tourism

In 2004 British Columbia’s tourism industry generated $9.4 billion in revenues.⁹ With GDP of $5 billion, tourism is the third largest sector, after retail trade and construction. Tourism’s share of provincial GDP fell from 5.1 per cent in 1984 to 4.2 per cent in 2002, and is now thought to be on the rise.¹⁰

As the general population ages in and outside of British Columbia, and as tourism interests change, product development in the province will require refocusing to meet visitor demands. Growing numbers of tourists are choosing experiences versus specific destinations, thereby creating new markets. For example, cultural tourists spend about 8.7 per cent more on trips than average visitors. Sport tourism is also one of the fastest growing segments in the tourism sector, contributing an estimated $376 million in British Columbia each year.¹¹ The ministry can work with its partners to increase these and other forms of high-yield tourism.

The need to plan for the sustainability of tourism is growing in importance, as British Columbia works to make the most of future environmental, economic and social changes. This will be an important consideration for many of the ministry’s policies and programs, such as those that interface with the natural environment. The ministry will also need to consider the impact of world events on international travel. Clearly, safety and health concerns continue to influence visitors.

2005 is showing to be a strong year for the tourism industry as it returns to pre‑9/11 levels. There is much work ahead to continue growth and strategic orientation of this important sector to maintain B.C.’s competitive leadership position in global tourism. A strong trend in recent years has been an increase in industry diversification, with many tourism operators greatly expanding the products, facilities and experiences they offer.

The ministry will carry out activities directed at encouraging tourism investment and economic development through timely and effective marketing in partnership with Tourism BC and others, tourism business development and effective and efficient regulatory processes. It will provide leadership and advocacy to stimulate strategic planning and investments in the sector, optimal use of crown lands to support resort development and commercial recreation, increased opportunity to attract high-yield tourism and promotion of long term sustainability of the sector. It will also work closely with Aboriginal Tourism BC to develop and implement an Aboriginal Tourism Strategy.

In addition to focusing its activities on accelerating economic development in key sectors such as tourism, resorts and public outdoor recreation, the ministry is committed to reducing the regulatory burden and providing a more streamlined business approach in order to achieve improved investor confidence and economic growth. The ministry will further this work by developing a new vision for tourism in partnership with industry and Tourism BC and will lead the “Host the World” initiative. The ministry will also continue to implement the recommendations of the British Columbia Resort Strategy and Action Plan and to enhance resort development in coming years. As we move closer to the 2010 Olympic and Paralympic Winter Games, the ministry will work with other provincial and federal agencies to improve coordination and communication, to avoid overlap, and to reduce inter-agency barriers to tourism opportunities and recreational activities.

The ministry will demonstrate to the investment community, local governments, First Nations and clients, a commitment and capacity to facilitate wealth creation by building strong relationships across the tourism sector and promoting sustainable investment and security of ownership on public lands. It will work closely with stakeholders such as the Council of Tourism Associations (COTA), the Wilderness Tourism Association and Aboriginal Tourism BC, particularly in the implementation of the Aboriginal Tourism Strategy. It will also work with the Cruise BC Association to promote British Columbia as a cruise ship destination distinct from Alaska; and with Tourism Vancouver and Tourism Whistler, especially as the province prepares for the 2010 Olympic and Paralympics Games.

Responsibility for managing forest recreation sites and trails has been transferred from the Ministry of Forests and Range to the Ministry of Tourism, Sport and the Arts to integrate tourism and forest recreation programs and to take a more holistic approach to tourism and recreation management on Crown lands.

Sport, Recreation and Physical Activity

Sport and physical activity are significant economic drivers. There are over 10,000 paid workers in sport in British Columbia, not including the retail sector and municipal recreation employment. Sporting events also have major spin-off benefits. For example, the economic impact of the recent World Curling Championships in Victoria is estimated at $20.4 million with a $250,000 provincial contribution realizing a total provincial tax revenue impact of $1 million. Economic impact projections for the 2008 North American Indigenous Games in the Cowichan Valley exceed $20 million while the World Police and Fire Games set for 2009 in Burnaby should generate more than $60 million in economic activity. Sport and physical activity also represent the single largest area of volunteer participation in Canada and account for 11 per cent of B.C.’s total volunteer corps.

When it comes to fitness, British Columbia is Canada’s most active province, but almost two million citizens are not active enough to derive health benefits from their participation. The Federal, Provincial and Territorial Sport Ministers have set a target to increase Canada’s physical activity levels by 10 per cent by 2010. British Columbia has doubled that target and will increase activity by 20 per cent. Sport is a vehicle to increase active participation and promote health and well-being. This is especially important given provincial demographics and the significantly higher health care costs associated with an inactive, rapidly-aging society and current trends in child obesity.

Since devolving its direct program funding responsibility to partner organizations, government has refocused its efforts on policy development, accountability, intra/inter-government partnerships, national leadership, international relations and events and Aboriginal programs.

The ministry maintains close relationships with the Aboriginal community and supports the Aboriginal Sport and Recreation Association of BC as well as initiatives like the Aboriginal FIRST (Futures in Sport and Recreation Training) Program and the federally co-funded Aboriginal Excellence Program. These programs are designed to increase sport and physical activity opportunities for Aboriginal peoples.

The ministry’s relationship with the sector provincially is strong and positive, based on a shared leadership model. As a result, B.C. is generally acknowledged across the country as a sport and physical activity innovator and leader with programs like ActionSchools!BC, Active Communities, SPORTSafe and SportWeb leading the way.

Canada has hosted the Olympic and Paralympic Games twice but is the only host country never to win a gold medal. Significant efforts are being made to address the excellence agenda through British Columbia’s Game Plan program and the development nationally of “Own the Podium”. This is a sport technical program designed to help Canada become the number one nation in terms of medals won at the 2010 Olympic Winter Games and to place in the top three at the 2010 Paralympic Winter Games. The ministry has been involved in “Own the Podium” and other collaborations intended to better understand and improve sport excellence.

Volunteerism

According to the 2003 National Survey of Non-profit and Voluntary Organizations, in British Columbia there are 20,000 Not For Profit or Voluntary Organizations, which is 13 per cent of the 161,000 across Canada. These organizations collectively produce $11 billion dollars in revenue. If B.C.’s 1.5 million volunteers were paid minimum wage for the 114 million hours they contribute annually, it would cost nearly $1 billion per year. The major contributors to volunteers in B.C. are as follows: Religion — 19 per cent, Sport and Recreation — 17 per cent, Arts and Culture — 10 per cent, Social Services — 9 per cent and Hospitals and Universities — 1 per cent.¹² Government relies on volunteer-based organizations in the delivery of many of its services and volunteerism makes a strong contribution to the social fabric of our communities. It is important that government work to build strong relationships with volunteer organizations as well as fostering continued capacity in the volunteer sector.

Arts, Culture and Heritage

Arts and Culture

Arts and cultural activity in British Columbia is a significant contributor to the province’s economic prosperity. Economic output in 2001 exceeded $4.2 billion, an increase of 24 per cent over 1996. More than 78,000 British Columbians were employed in the cultural sector in 2001.¹³

There is a growing body of knowledge suggesting that arts and culture are central to the development of a competitive, creative, knowledge-based economy. In British Columbia, the sector also is an essential contributor to cultural tourism, a component of tourism that is projected to increase at an annual rate of 15 per cent through 2010.¹⁴

Arts and culture, however, is far more than an engine of economic activity. Research indicates that arts and cultural activity also contributes to the health and well being of citizens, improved community identity and social cohesion, community revitalization and the redevelopment of inner cities.¹⁵

There will be increased opportunity for international exposure leading up to and after the 2010 Olympic and Paralympic Winter Games. The Olympics will provide British Columbian artists and arts organizations with a remarkable opportunity, while helping to define the province as a centre for creativity and artistic diversity.

The diversity of the province’s population also provides an opportunity to create a form of cultural expression that reflects the influences that have shaped British Columbia and that will result in a unique and distinct creative culture. The collaboration of artists working from a base of different traditions continues to positively influence the development of the arts in British Columbia.

Heritage

Government’s role in heritage has shifted from direct provincial ownership and management of heritage sites to long-term operating agreements with third parties and ownership by communities. A new community-driven Heritage Legacy Fund of B.C. has been established and federal, provincial and local government heritage programs are now implementing collaborative policies and programs based on national standards and best practices. The ministry will need to build strong relationships to achieve provincial heritage aims and will need to support local communities and third parties in developing capacity and policies to effectively manage and enhance their local heritage assets.

Likewise, there will be many communities bringing people together to celebrate B.C.’s 150th anniversary in 2008. This is a tremendous opportunity to raise awareness about our shared heritage, cultivate a sense of pride and reveal our unique history to British Columbians and visitors. The ministry will be leading the way in engaging local communities, the federal government, non-profit organizations, First Nations and the private sector in supporting this exciting milestone as a unique opportunity to showcase the heritage, arts and culture of the province.

Archaeology

Our provincial heritage dates back over 12,000 years to the first known inhabitants of the region, representing one of the most diverse and complex archaeological histories in Canada. The Heritage Conservation Act encourages the conservation and public appreciation of this valuable legacy.

In 2004 the ministry issued 440 archaeological permits (a record number), responded to 1,400 requests for information on archaeological sites and assisted with 7,800 additional queries though a secured internet-based system. All these activities are focused on ensuring that resource managers, land managing agencies, developers and property owners have adequate archaeological information and advice to prevent the destruction of sites. The ministry is also increasing its interaction with local governments to encourage their participation in advising their constituents about the need to take archaeological sites into account in their development activities. This enhanced emphasis on educating other governments, agencies and the public will increase the protection afforded to these sites. The archaeological permitting process, in conjunction with the archaeological site information, allows forestry, mining and land developments to proceed quickly while protecting a valuable provincial asset.

The British Columbia Film Industry

The BC Film Commission was created in 1978 with a mandate to support and market British Columbia’s filming locations and production services to the international film and television industry. Drawing on a wide variety of geographic locations, a skilled workforce, significant infrastructure, proximity to Los Angeles, tax incentives, favourable exchange rates and a great reputation, the motion picture industry in the province has grown to over a billion dollars annually. Economic spin-offs are wide and varied, and many of the benefactors are not directly film related. They include hotels, vehicle rentals, office suppliers, construction material suppliers, couriers and retail companies. Over 30,000 British Columbians are employed in the province’s motion picture industry.

The average value by project and annual spending in British Columbia over the past five years has been as follows:

Motion picture activity in 2004 was less robust than in 2003, due to factors such as increased competition, the rise in Los Angeles film production, a weak US dollar, rising costs and expectations, and trade disputes. British Columbia must ensure that it provides the best value for production dollars, building on already high levels of awareness and long-standing relationships with the major markets. Focusing on improved products, services and relationships will ensure that B.C. continues to attract film production and investment well into the future.

The motion picture industry is extremely transportable and the province needs to act strategically to ensure it retains and grows its market share. Other countries are recognizing the industry’s potential and the B.C. business model has been effectively copied by other jurisdictions that are now providing considerable competition. In addition, the film landscape has changed: fewer people are watching more channels, TV license fees and advertising budgets are decreasing, and trends such as reality TV have opened many new doors in television production, which was formerly British Columbia’s bread and butter. Amid these challenges and opportunities, the province continues to have the third largest service production centre in North America and, if the offerings are globally competitive, film producers will continue to want to make their films here.