Strategic Context
Strategic Context
The Ministry of Tourism, Sport and the Arts was created in June 2005. The Ministry's lines of business make significant contributions
to the quality of life of British Columbians, both socially and economically.
The Ministry relies on the support of its many partners — local governments, community groups, First Nations, and industry
associations — for the delivery of arts, culture, recreation, and sport initiatives. Their support is also needed to achieve
goals and objectives related to heritage conservation, the protection of archaeological sites, and enhancement and stewardship
of forest recreation sites and trails. Supporting capacity development of its partners is an important priority for the Ministry.
Strategic planning is also necessary to manage a wide range of potential influences and obstacles such as the global economy,
fuel prices, currency exchange rates, labour shortages, variable federal policies,1 global security issues, a declining number of U.S. visitors, aging infrastructure, and other economic pressures. As well,
unexpected events such as natural disasters, epidemics and major transport incidents can cause uncertainty for tourism and
its related sectors.
Tourism and Resort Development
Tourism is one of the largest resource industries in the province, ahead of forestry, mining, agriculture and fishing. British Columbia
has almost 18,000 tourism-related businesses, employing more than 119,000 people directly around the province, and supporting
an additional 170,000 indirect jobs.
Tourism BC estimates that $9.78 billion in tourism revenue was generated in B.C. in 2005, up from $9.47 billion in 2004. The largest
contributor to these revenues was domestic tourism (57%). Of that, over half was driven by intra-provincial travel of B.C.
residents, followed by those from other provinces. The second biggest contributor to the provincial tourism market was the
United States, primarily California and Washington, estimated at 24 per cent of total revenue. Overseas visitors contributed
the remaining 19 per cent of revenues. British Columbia can attract an even larger number of visitors in the years ahead through
strategic marketing and investments.
As of January 23, 2007, travelers are required to have a passport in order to enter the United States by air. Under the Western
Hemisphere Travel Initiative, anyone entering the U.S., including U.S. residents, will need to have a passport or other document
approved by the U.S. Department of Homeland Security. The current anticipated date for travelers entering by land and sea
is January 1, 2008.
This requirement for passports has potential negative implications that may affect tourism from the U.S. to Canada. The Ministry
has been working with the federal government, a number of other provinces and several U.S. states to address this issue.
British Columbia has approximately 700 tourism-related resorts and lodges, generating more than $2 billion in direct and indirect
spending each year in B.C. The 44 alpine ski resorts in B.C. are projecting a total of more than $1 billion in capital investment
over the next two to five years. In addition, approximately $5 billion in new projects and expansions of existing resorts
are currently under review, including proposals for all-season ski resorts, golf and residential developments, spas, marina
resorts, and agri-tourism destinations. Success with regard to resort development hinges on knowledgeable management of land
use, environmental concerns, and First Nations interests.
Sport and cultural tourism are fast-growing segments of the tourism sector. Sport tourism already is estimated to generate
more than $360 million a year in British Columbia. Likewise, over 50 per cent of visitors to British Columbia have an interest
in cultural activities of all genres. The World Tourism Organization estimates that cultural tourism will grow globally by
an annual rate of 15 per cent through 2010. Agri-tourism is also growing in popularity and includes: wine and culinary tourism,
trail rides, agricultural fairs and festivals, rodeos, historic farms and other unique opportunities. The 2010 Olympic and
Paralympic Winter Games provide opportunities to accelerate growth in the tourism industry overall, while enhancing sustainability
through investments in the various sectors.
Physical Activity and Sport
The 2005 Annual Report of the Provincial Health Officer notes that although British Columbia has the lowest rates of obesity
in Canada, 19 per cent of the adult population is obese and, overall, 40 per cent of British Columbian adults are either overweight
or obese. To address this, the Provincial Government has set a target to increase the proportion of B.C.'s population that
is physically active, to 73 per cent by 2015.2 Broad access to recreation and sport contributes to individual health and fitness,
which can lead to long-term savings to the health care system.
British Columbia is generally acknowledged across the country as a sport and physical activity innovator and leader. The Ministry
will continue to seek partnerships to bring more resources to sport and recreation in B.C., and to support and direct interventions
to make British Columbians more active.
Volunteers
B.C. has 20,000 not-for-profit or voluntary organizations, and 1.5 million volunteers. Many government-funded services rely
on volunteers to work with people, assist with fundraising, and to serve on non-profit Boards of Directors. Without volunteers,
many festivals, events, recreation programs, local heritage attractions, and community-based social, health and educational
endeavours would not be possible. Many communities will be working hard to enhance their capacity to recruit, train and retain
volunteers in the next few years, when many unique international events and festivals will be held. This will be even more
important during the lead-up to the 2010 Olympic and Paralympic Winter Games, when the need for volunteer support will be
at a peak.
Arts and Culture
Arts and cultural activities in British Columbia are significant contributors to the province's economic prosperity. According
to the 2001 Canadian Census, more than 78,000 British Columbians were employed in the cultural sector in 2001, and cultural
tourism is projected to increase at an annual rate of 15 per cent through 2010.3
Creative communities are "vibrant, humanizing places, nurturing personal growth, sparking cultural and technological breakthroughs,
providing jobs and wealth, and accepting a variety of lifestyles and culture".4 These communities attract talented, creative
individuals and related businesses and investments. The diversity of the province's population provides an opportunity for
unique and distinctive cultural expression, reflecting the influences that have shaped British Columbia.
Almost 30,000 people are employed in the province's motion picture industry, and in 2005 the province was successful in attracting
over $1 billion in foreign production. However, the increasing value of the Canadian dollar and growing competition from other
jurisdictions, combined with the highly mobile and cost-sensitive nature of the industry, could affect B.C.'s future competitiveness
and market share. To remain competitive, B.C. must continue to offer excellence, both in terms of quality and cost, and provide
producers with access to the best artists, crews, locations, equipment and infrastructure.
BC2008
In 2008, B.C. communities will be united in celebrating the province's 150th anniversary since its designation as a Crown
colony. This is a tremendous opportunity to raise awareness about our shared heritage, cultivate a sense of pride, and highlight
our unique history to British Columbians and visitors. The Ministry will be leading the way in engaging local communities,
other ministries and Crown agencies, the federal government, non-profit organizations, First Nations and the private sector
in celebrating this milestone. The Ministry's six Crown corporations, as well as the BC Arts Council, are key partners in
this initiative.
Heritage and Archaeology
Heritage conservation creates opportunities for British Columbia to maximize the social, economic and environmental value
of its heritage. By conserving their heritage, communities can be revitalized, attracting people, investors and tourists alike,
and creating a sense of pride and connection to history, community heritage and identity.
B.C. has more than 215,000 buildings that pre-date 1945 as well as many other historic resources. Communities have identified
approximately 15,000 historic places, and over 1,500 of these have been legally protected by local governments or the Province.
Government's role in management of heritage sites has shifted from direct Provincial ownership and management to long-term
operating agreements with third parties and ownership by communities.
With human evidence dating back over 12,000 years, British Columbia has one of the most diverse and complex archaeological
histories in Canada. The Heritage Conservation Act encourages conservation and public appreciation of this valuable legacy. The archaeological site inventory includes records
for about 30,000 sites, and this information is accessed by resource managers, land managing agencies, land conveyors, First Nations,
and private property owners. The Ministry's enhanced emphasis on educating other governments, agencies and the public will
increase the protection afforded to these resources.
Infrastructure Challenges
The facilities that support sport, the arts, culture, heritage, and outdoor recreation sites and trails are important shared
assets. Many communities are finding it challenging to maintain their aging infrastructure. Strategic partnerships to support
management and investment at the local, regional, and provincial levels will help each of these sectors in achieving their
full potential, supporting community vitality as well as tourism.
Internal Resources
Public sector resources are finite and one of this Ministry's key roles is to creatively seek out and facilitate partnerships
to address funding challenges in the tourism, sport, arts, recreation, heritage, and archaeology sectors. The issue of demographic
trends, also common to all ministries, will impact this Ministry over the next three years and beyond, as an aging workforce
necessitates effective recruitment and retention practices. The Ministry will continue to build upon its reputation as an
employer of choice, implementing strategies to recruit, retain and reward a quality team.