CANMORE – Creating a sustainable tourism industry that benefits the economy, environment and the community is the goal of a new 10-year strategic plan released by Tourism Canmore Kananaskis last week.
The draft plan includes 45 initiatives and 118 action items to achieve this triple bottom line approach.
“Tourism Canmore Kananaskis is at a crossroads,” said Dave Rodney, executive director for the organization. “We have incredible possibilities in front of us as long as we work together.”
The theme of cooperation and collaboration is at the heart the 129-page plan completed by Expedition Management Consulting.
“Going forward we need to keep talking to each other because I really believe that in this area we are unified in understanding that this is one of the most precious places on the planet, so it’s incumbent upon us to do it in a sustainable way for the environment, the economy and the quality of life for all visitors and locals.”
The draft plan is the culmination of nine months of work, including six community consultations sessions, 31 one-on-one interviews and hundreds of email responses. It was officially presented to stakeholders at the Malcolm Hotel on March 13.
“The overall objective of the strategy is to provide a clear vision and road map for tourism in the community over the next 10 years,” said Justin Rousseau, managing director for the consulting firm.
“It’s important to know that this is a community-wide strategy that will be implemented by multiple groups in the community and individuals, it’s not any one organization that’s going to be able to pull this off.”
To implement the strategy, the plan includes a shorter five-year vision to fully commit to the triple bottom line approach for tourism development by 2024.
To do that the plan has prioritized actions that must be taken to get the ball rolling, including passing motions of support, creating a detailed work plan and spreading the word. Other priorities include securing funding, adding staff and developing a sustainable tourism program, including a business case.
“What makes Canmore Kananaskis unique is it offers authentic mountain town experience and a vast wilderness that is in close proximity to international known attractions, an international airport and a large regional market,” said Rousseau.
“No other destination can say this, and really no other destination in the world is Canmore Kananaskis, you are it.”
During his presentation he acknowledged the seasonal slow down during the shoulder seasons, but said one of the biggest challenges over the next 10 years will be maintaining the town’s authenticity.
“We know growth and visitation is coming, but the question is what are you going to do about it. Are you going to get in front of that growth and shape it or sort of sit back and let it happen to you?” asked Rousseau.
“This strategy is about getting in front of that growth and it needs to be a cohesive plan to retain your authenticity and not erode your core value proposition.”
He emphasized that in order to achieve that, all stakeholders will need to work together towards a shared vision that benefits the environment, economy and the community.
If all goes according to plan through the first five years, the longer-term strategy envisions Canmore Kananaskis becoming a leader in sustainable tourism by 2029.
“This is a goal that I think is achievable if those pieces are in place where there’s cooperation, collaboration and you’re all working towards the same goal.”
The strategic plan is expected to be finalized by the end of March.
