cruisebc community handbook

8/14/2019 CruiseBC Community Handbook

1/37

CRUISE BC ASSOCIATIONCommunity Capacity Building Handbook

April, 2009


2/37

CRUISE BC

COMMUNITY CAPACITY BUILDING HANDBOOKApril, 2009

1. Introduction ..........................................................................................................1

2. Understanding the Cruise Tourism Industry ......................................................... 3

3. Tourism and Your Community .............................................................................. 9

4. Getting Organized ...............................................................................................11

5. Assessing Community Capacity......................................................................... 13

6. Initatives to Build Community Capacity .............................................................. 16

7. Attracting the Cruise Industry ............................................................................. 21

8. Resources and References................................................................................ 23

9. Worksheets ........................................................................................................ 28


3/37


4/37

1. To assist communities in determining whether cruise

tourism is a good or even realistic t with their community

and its future economic development;

2. To assist those communities who are already committed

to the development process, in assessing their current

state of readiness and what they might need to do to

improve their preparedness.

The handbook has been produced by Cruise BC, British

Columbias association of ports, destination marketing

organizations (DMOs), and federal and provincial govern-

ments. The Association is committed to working together

to strategically develop the untapped potential that exists

to make Canadas Inside Passage and BCs port cities

world-class cruise destinations. For additional informa-

tion about Cruise BC as an Association, or to nd out how

Cruise BC can assist your community in evaluating and

planning for cruise tourism, please contact the Association

at 606.633.9022.

Cruise BC recognizes that every community is unique, with

its own culture and economic interests. This handbook is

intended to offer each community a general approach to

building capacity for cruise tourism with the understand-

ing that each community will use other public and private

resources to fully develop their potential.

How to Use this Handbook

Readers of this handbook are encouraged to review the

entire handbook to get a sense of the scope of capacity

building for cruise tourism before embarking on the rst step

Each step in the process of capacity building is described

with sample worksheets corresponding to each step found

in the Appendix.

It is important to remember that any type of economic devel

opment activity is an ongoing process that builds on previous

efforts. This handbook has been designed as a reference

piece that can be referred to throughout the development

of cruise tourism in a community.

2Cruise BC Community Capacity Building Handbook April, 2009

Denition: Tendeing means

shuttling cuise passenges

by boat (or tender) between

the cuise ship and the shoe.

This is a common pactice fo

destinations and pots that dont

have a big enough dock (o beth).

1. Introduction (Continued)


5/37

Perhaps you have seen cruise ships passing by your com-

munity and wondered why they are all heading to Alaska and

not cruising in British Columbia. Or perhaps you have heard

that another British Columbia community is beginning to at-

tract cruise ships and wondered why they are not stopping

in your town. In order to understand the answers to these

questions it is necessary to understand the cruise industry

and how it has developed in the past several years. This

section provides a brief overview of the cruise industry in

North America. For those who would like more detail about

the cruise industry, reference sources are provided at the

end of this section.

Cruise Tourism is Dynamic and Growing

The cruise industry is one of the fastest-growing segments

of the travel industry. Cruise Lines International Associa-

tion (CLIA) reported that 10.2 million people took a cruise in

North America in 2007. The North American cruise industry

is growing about seven and a half percent a year. Capacity

has kept pace with demand. According to industry analysts,

the cruise industry is expected to continue to grow well into

the future.

The North American cruise industry is dominated by three

major companies: Carnival Corporation with half of all avail-

able cruise beds in the market, followed by Royal Caribbean

Cruise Line with 31% of the market, and the Star Group/

NCL with 10% of the market. A variety of other cruise lines

comprise the remainder of the market.

Noth Ameican Maket Shae by Cuise Line

Source: Cruise Industry News Annual

The cruise ship product available today offers a wide array

of experiences to passengers. Large cruise ships offer a

main stream product and visit ports that can handle thei

size. Small cruise ships (also known as pocket cruisers

carry only a 50-300 passengers and can visit some smalle

ports that the big ships cannot reach. Mega yachts carry

only a handful of passengers and have even greater ex

ibility and choice of ports. Shore activities range from active

adventures such as kayaking, hiking, and scuba diving to city

sightseeing and shopping. Cruises are offered for differen

lengths of time, reecting the changing vacation patterns o

the travel market.

British Columbia has an

active cruise industry

serving both large and

small cruise ships at a

handful of different ports

For many years Vancou

ver served as the primary

homeport for the Alaska

cruise eet but in recent years Seattle has nearly equaled

Vancouvers homeport activity, primarily through additiona

growth of the eet, but also some capture of the Vancouve

activity. Other ports in the Province, such as Victoria, Na

naimo, Campbell River, Prince Rupert, Alert Bay, and Port

Alberni have hosted cruise ships of various sizes.

About 1.5 million cruise

passengers visited British

Columbia in 2007 and were

primarily on Alaska-bound

cruises. A few cruises

aboard smaller vessels

cruise British Columbia

during the spring and fall months. Cruises of 2-5 days in length

are growing the fastest of any cruise length. This could be

good news for British Columbia ports which are well within

range from Seattle and Vancouver for cruises of this duration

The Alaska/Pacic Northwest cruise capacity is growing at a

slightly higher rate than for the North American market as a

whole also, good news for the Pacic Northwest.

2. UNDERSTANDING THE CRUISE INDUSTRY

Denition: Homeport

means a destination that is

used as the ships point of

departure and/or return. Port

of call means a destination

that is visited as part of a

cruise itinerary.


Denition:Pacic

Northwest as described

in this handbook includes

British Columbia,

Washington State and

Oregon State.


6/37


7/37

Vancouver-based ship on an Alaska itinerary that is longer

than seven days sometimes will include another BC port on

its itinerary. All Seattle and San Francisco-based cruises in

the region stop in at least one BC port of call.

Homepots and Numbe of Ships

Port

Number of

Ships

Homeporting

Number of

Ships with

Stops in BC

Vancouver 18 **

Seattle 11 11

San Francisco 2 2

TOTAL SHIPS 30* 13

*One of the ships home-porting in San Francisco also uses

Vancouver as a homeport for part of the season.

**A handful of ships offer Vancouver-based short cruises in BC

before and after the Alaska season.

In 2008 there were ve active British Columbia cruise ship

ports Vancouver, Victoria, Prince Rupert, Nanaimo, and

Campbell River. In 2009, Port Alberni will also host cruise

ships. Vancouvers cruise ship port calls are primarily

homeport calls, with a few port-of-call stops made by ships

not based in Vancouver. The port calls in other communitiesare all port-of-call stops made by ships on Pacic Northwes

or Alaska various itineraries.

Bitish Columbia Cuise Passenges by Pot, 2003 to 2008

2003 2004 2005 2006 2007 2008

Vancouver 949,700 912,200 888,000 837,800 960,600 853,700

Victoria 186,000 262,500 269,200 352,500 324,000 398,700

Prince Rupert 746 60,100 98,000 63,800 98,400 98,500

Nanaimo 3,000 645 14,600 19,300 30,418 16,300

CampbellRiver

0 0 0 0 2,300 2,431

TOTAL 1,139,446 1,235,445 1,269,800 1,273,400 1,415,718 1,369,631

Source: Cruise BC

Economic Benets of the Cuise Industy to Canada and the U.S.

Total Economic

Benet

Direct Spending by Cruise

Lines and Passengers

Full and Part-Time

Jobs Created

Total Wages

Generated

Canada Total (CAD) -2007 $2.3 billion $1.1 billion 16,600 $642 million

British Columbia (CAD) - 2007 $1.5 billion $765 million 11,800 $446 million

U.S. Total (USD) - 2007 $38 billion $18.7 billion 354,700 $15.44 billion

Alaska (USD) - 2007 $1.22 billion 25,100 $988 million

Washington (USD) - 2007 $675 million 16,600 $755 million

Sources: Canadian data The Economic Contribution of the International Cruise Industry in Canada 2007, prepared for the North West Cruise-

Ship Association, St. Lawrence Cruise Association, Cruise Newfoundland and Labrador, Atlantic Canada Cruise Association, and Cruise BC by

BREA. U.S. Data The Contribution of the North American Cruise Industry to the U.S. Economy in 2007, prepared for CLIA by BREA.


2. Understanding the Cruise Industry (Continued)


8/37

OUr CLIENTS.

Bitish Columbia Pots and Pot Calls 2008

Source: Cruise BC

Economic Value of the North American Cruise

Industry

The economic impact of the cruise industry is generated

through spending by cruise passengers, cruise ship crews,

and cruise lines. Passenger spending in homeports tends

to be higher than ports-of-call, because passengers often

stay in the hotels in the homeport before or after their cruise.

However, passenger spending in ports-of-call is also im-

portant because it goes to support local, small businesses

providing dining and retail opportunities, and transportation

and tour services. This spending all adds up to signicant

economic value and benets in both Canada and U.S.Cruise

line spending is also signicantly higher in home ports due

to stocking up on supplies and using local services.

Both countries experience economic benets in the form of

jobs and wages generated. For Canada, the total benet

is $2.3 billion, with over 16,000 full and part time jobs cre-

ated. Much of this benet comes to British Columbia, which

captures two-thirds of the overall economic benets of the

industry. The U.S. economic benets are much higher than

Canadas, primarily because the U.S. hosts many more

home ports for major destinations, such as Mexico and the

Caribbean. In addition, U.S. ports also home port ships

bound for Canadian waters.

The Cruise Companies

The cruise ship industry in North America is made up of three

primary cruise conglomerates and a handful of smaller com

panies. The three primary companies are Carnival Corporation, Royal Caribbean/Celebrity, and the Star Group. Each o

these companies operates several cruise brands. Carniva

Corporation, for example, operates large ships in the Car

nival, Holland America, and Princess Cruises brands. They

operate smaller ships in the Cunard/Seabourn and Windsta

brands. Royal Caribbean Cruise Line operates large ships

in the Royal Caribbean International and Celebrity Cruises

brands and small ships in the Celebrity Xpeditions brand.

Primary Cruise Companies in North America

Carnival CorporationCarnival Cruise Lines

Holland America Line

Princess Cruises

Cunard / Seabourn

Costa Crociere (U.S.)

Royal Caribbean Cruise LineRoyal Caribbean InternationalCelebrity CruisesCelebrity Xpeditions

Star GroupNorwegian Cruise Line

Orient Line

Other cruise companies operating in North America includes

those operating smaller, specialty-type vessels, such as lux

ury cruise lines (i.e. Crystal Cruises, Radisson Seven-Seas

Cruises, Silversea Cruises, Windstar Cruises) or adventure

or expedition cruises (i.e. Cruise West, Lindblad Cruises)

These companies are few in number but provide a diversity

of cruise product for passengers with different interests.

Cruise Segments

Another way to think about the cruise industry is by cruise

segment. The cruise industry is commonly segmented

based on level of service and/or activities offered onboard

Five cruise segments are referred to by the cruise industry

budget, contemporary, premium, luxury, and exploration

soft adventure.




9/37

The budget segment includes cruise lines that

operate ships that tend to be older and smaller,

offering less entertainment and fewer frills. This

cruise segment has declined in recent years

and at this time there are no cruise lines in North

America that fall into this segment.

The contemporary cruise product segment

includes cruises in medium-size to very largeand/or modern ships with daily rates of less

than $300. The contemporary cruise product

appeals to passengers of all ages and income

categories, and most often to rst-time cruisers.

The premium product segment includes daily

rates from $200 to $400. It attracts older, more

afuent passengers, and experienced travelers/

cruisers. Typically this segment features large,

frequently newer ships.

The luxury segment usually includes medium-

sized to smaller ships, and daily rates of $300

to $600 or more, longer cruises and worldwide

service.

Exploration or soft adventure cruise products

are generally found on smaller ships with widely

varying daily rates, fewer frills, but an emphasis

on learning.


Noth Ameican Cuise Line by Cuise Segment

Cruise LineContem-

poraryPremium Luxury

Exploration/

Adventure

Carnival Corporation

Carnival Cruise Line X

Holland America Line X

Princess Cruises X

Cunard/Seabourn X

Royal Caribbean

Royal Caribbean Cruises X

Celebrity Cruises X

Celebrity Xpeditions X

Star Group

NCL X

Orient Lines X

Other Cruise Lines

America West Steam-

boat X

Clipper Cruise Line X

Crystal Cruises X

Lindblad Expeditions X

Radisson Seven Seas X

Silversea Cruises X

Cruise West X

ResidenSea X

Society Expeditions X


10/37

By understanding the cruise segment that a cruise line or a

particular ship ts into, you can increase your understand-

ing of the different types of passengers that may come to

your community and capacity needs for shore excursions.

For example, passengers that arrive in your community on

a small, soft adventure cruise ship may be looking for a dif-

ferent type of shore experience than passengers arriving on

a 2,000 passenger contemporary large ship.

Additional information about the cruise industry, the cruise

lines, and the cruise markets can be found from a variety

of sources.

The following are a few of the sources that are readily avail-

able:

CLIA (Cruise Line International Association)

910 SE 17th St., Suite 400Fort Lauderdale, FL 33316Tel: 754.224.2200Fax: 754.224.2250Web: www.cruising.org

CLIA is the ofcial trade

association of the cruise industry.

On their website are a number of

research reports about the cruise

industry including market proles

and market potential studies.

NWCA (North West Cruise Ship

Association)

1111 W. Hastings Street,Suite 100Vancouver, BC, CanadaV6E 2J3Tel: (604) 681-9515Fax: (604) 681-4364Web: www.nwcruiseship.org

NWCA represents the cruise lines

serving the Pacic Northwest,

Alaska, and Hawaii. Their

website includes information

about the Alaska cruise season,

ports-of-call and economic impact

studies.

Alaska Cruise Association

360 K Street, Suite 300Anchorage, AK 99501Tel: 907.743.4529Fax: 907.743.4553

Web: www.akcruise.org

The Alaska Cruise Association (ACA) is an Alaska-based

not-for-profit organization, established to build strong

partnerships between local businesses, communities and

cruise companies. Their goal is to work with businesses and

public leaders to improve community relationships, increase

economic benets for Alaskans and address environmenta

concerns.




11/37

The Cruise Industry and Your Community

The most important rst step for a community interested in

cruise tourism development is to become knowledgeable

about the cruise industry in general and specically aboutthe cruise lines, ships, itineraries of cruise lines operating in

British Columbia and Alaska. The next step is to assess the

level of support in the community for cruise tourism develop-

ment. The entire community will need to work together to

attract cruise lines and meet the needs of the cruise ships

and their passengers.

Each port community interested in developing cruise tour-

ism should enter into the process with realistic expectations.

Understanding the potential opportunity and benets along

with potential costs is important for a community in order to

make an informed decision about how cruise tourism might

t into the community. Once the decision is made, this un-

derstanding can assist in proper planning and developmen

that will provide economic gains for the community and a

quality experience for visitors.

Cruise Tourism Can Benet Your Community

Cruise tourism generates passenger, crew, and cruise line

spending in the communities that the ships visit. Cruise

passengers spending depends on the length of time in

port and the number of things available to see and do. Fo

example, in 2008 the average spending per passenger in

Vancouver BC was $242. In Prince Rupert it was $56. Cruise

ship crew spend $55 each on average on shopping, eating

and some tours. Cruise line spending includes port fees

line handling, and other services that may be provided to

the ship (expenditures by cruise lines for services and sup

plies increase signicantly for home ports) . This spending

creates employment and generates taxes for the community

A 2008 study of the economic impact of cruise tourism in

Canada by Business Research & Economic Advisors esti

mated that the impact of crusing in British Columbia in 2007

included $764.8 million in direct spending, 6,910 jobs, $232.7

million in income and $40.5 million in personal income taxes

How much a community benets economically from cruise

ship visits will depend on the size of cruise ships it hosts,

the number of hours the ship is in port, the available shore

tours and retail opportunities for passengers and crew, and

a variety of other factors.

Opportunities and Challenges for Cruise Tourism

Development

The opportunities for a community that pursues cruise tour

ism are numerous. First, there is the economic opportunitywhere cruise tourism diversies the economy by creating

new jobs, boosting local businesses, and potentially bring

ing in new businesses. Cruise tourism can also provide

cultural opportunities, like the opportunity to preserve loca

heritage and culture, particularly for First Nations groups

Additional recreational opportunities for local residents may

be developed through cruise tourism. There are a number o

public benets as well, some measurable and others more

3. CRUISE TOURISM AND YOUR COMMUNITY



12/37

intrinsic. For example, spending by cruise passengers,

crew, and cruise lines can contribute to the local tax base.

Cruise tourism can also stimulate investment in public facili-

ties and private retail, services and restaurants that benet

residents as well as tourists. Finally, cruise tourism can boost

community pride through increased interest by residents in

presenting an attractive community to their cruise guests.

While the opportunities presented by cruise tourism may be

attractive to many communities, there are also challenges

that will need to be understood and addressed. Economi-

cally, cruise tourism does generate new jobs and business

opportunities. However, many of the new jobs are seasonal

and not as high paying as some other types of jobs. Some

communities are transitioning from primarily resource-based

economies into new industries. For workers whose wages

were strong, lower-paying tourism jobs may be difcult to

accept. Tourism jobs offer communities the opportunity to

employ younger residents just starting out, and second-

income family members. Culturally, increased activity from

cruise tourists may begin to conict with local lifestyles or

subsistence activity. In addition, increased cruise tourists

may create recreational and resource user conicts. Further,

additional visitors from cruise ships in your community may

increase demand and maintenance for public services, such

as roads, re and police protection.

Perhaps the biggest challenge with cruise tourism is that

when a cruise ship calls, it requires the community, shore

tour operators, retail establishments and others to gear up

operations for a short period of time (six to twelve hours)

a few days a week during a four or ve-month season

Because a ship arriving in a community is a big event, i

requires a substantial amount of planning to accommodate

the ship, its passengers, and crew.

Assessing Community Interest and Support

Community interest and support of cruise tourism develop-

ment can be assessed through a variety of methods. Com

munity workshops, surveys of local residents, and surveys of

the business community are just a few of the most common

approaches to learning about how the local population feels

about cruise tourism development. Before asking community

residents how they feel about cruise tourism development

provide them with information about the pros and cons so

they can make an informed decision. Workshops are a good

way to deliver information and engage the community in a

discussion of the merits of cruise tourism.


3. Cruise Tourism and Your Community (Continued)


13/37

So, lets say there is interest in your community to pursue

cruise tourism development. This interest may come as a

result of informal discussions by members of the community

or it could be driven by a specic economic development

initiative. In any case, where do you start?

Step One: Community Organiation

This rst step identies the leadership and organization for

developing community capacity for cruise tourism develop-

ment. Without a clear, dedicated leadership committee, the

process of developing cruise tourism will not get very far.

Who should be on the Cruise Committee? The committee

should be composed of citizens who are well-respected opin-

ion leaders of the community, who will champion the effort,

and who are doers. Guiding the process will sometimes be

a thankless job, but without the energy and enthusiasm of

the committee members, its likely that nothing will happen.

The key to success is to organize a committee that includes

representation from the primary interests in cruise tourism

development (i.e. economic development agencies, local

business owners), as well as those who may be affected by

its development (i.e. resource agencies, transportation agen-

cies, etc.) There should be at least as many representatives

from the private sector on the committee as public sector

representatives. The committee should be large enough

to represent the main interests of the community but small

enough to be able to reach consensus and make the tough

decisions. (See Worksheet #1)

Step Two: Community Attitude Assessment

The second step is to assess the community attitudes of the

residents and local businesses regarding the development

of cruise tourism. What does the community expect from

cruise tourism? This assessment can be achieved through

a variety of methods including community workshops, and/

or resident attitude surveys and business surveys. It is

important to learn about how local people feel about cruise

tourism development and identify any concerns they may

have about future development. This process can also

identify specic places or areas local residents do not want

to see developed for cruise tourism. The Cruise Committee

can develop and implement workshops or a survey on its

own or hire experienced facilitators to assist them.

Step Three: Community Guidelines

The third step in the process for the Cruise Committee is to

set directional guidelines for cruise tourism development

For example, a community might develop guidelines fo

downtown retail improvements, the introduction of sidewalk

dining, beautication, directional signage, shuttle services

locales suitable for shore excursions, etc.

Step Four: Cruise Tourism Vision and Goals

Creating a vision and setting goals is always a challenge

The vision lays out what cruise tourism looks like in your com

munity in the future. This vision will help you develop you

goals and action plans for cruise tourism development. A

visioning process should include broad participation from the

Cruise Committee and any other participants who may have

a role to play in cruise tourism development. Results of the

community attitude survey can be used to understand wha

the community might want from cruise tourism developmen

and can be integrated into the development of the vision.

The vision of Cruise BC is:

British Columbias cruise industry is vibrant, sustainable

internationally recognized and benets coastal and Firs

Nation communities.

This statement provides the vision of where the members

of Cruise BC see cruise tourism development for British

Columbia. Your community might have a vision statemen

more specic to your area. For example a community vi

sion might read:

An attractive destination for large and small cruise ships

where passengers can experience a variety of activities

and local culture.

Or, you might want to create a vision related to a specic and

unique brand image that the community wants to develop in

order to set themselves apart from other ports of call:

4. GETTING ORGANIzED



14/37

THE place on the Northwest Coast to engage in challeng-

ing outdoor activities in a spectacular environment.

Following a visioning exercise, the Cruise Committee will

want to set some overall goals for cruise tourism. Goals are

specic and dene more clearly what the community wants

from cruise tourism. An example of an overall goal might be:

One small-size cruise ship (under 500 passengers) mak-

ing ve ports calls in our community during the summer

months within three years.

Or a more ambitious goal might be:

Two large cruise ships (over 1000 passengers) making

a total of ten port calls during the summer months within

three to ve years.

Developing a cruise tourism vision and overall goal is animportant step, as these statements will guide your devel

opment efforts. You will want to set more specic goals fo

your development efforts but you will need more information

to do so. The next section, Assessing Community Capacity

outlines how you can develop the information you will need

to set specic goals.


4. Getting Organized (Continued)


15/37

Community capacity means the ability of the community to

accommodate the needs of a cruise ship, whether large or

small, for a port call. Does your community have the ability

to dock a ship or is only an anchorage available? What are

the current, tide, or swell conditions in your harbour? Is there

signage for cruise passengers directing them from the dock

to the town area? What shore excursions are available?

A community must ask these and many more questions

in the assessment process. There are four basic areas of

assessment: the community, the port, the tour operator/at-

traction base, and the retail base. Each of these areas will

need to be assessed in terms of the existing capabilities,the development needs, and who should be responsible.

This process provides the basis for communities to create

specic development goals and identify projects needed to

be able to attract the cruise industry.

Step One: Community Assessment

Your community, no matter what size, will need to conside

a number of issues in preparing to serve cruise ships. One

of the best ways to consider the issues is to put oneself in

the shoes of a cruise passenger. As the ship pulls up to

the dock or anchorage in your town, does the community

look attractive and inviting from the water? Will the cruisepassenger want to disembark? Once they disembark

What the Cuise Line executives say is impotant in selecting cuise destinations

Cruise Line Destination Selection Criteria Ranking Category

2008

Destination Selection Criteria Categories All Brands US Brands Deluxe Brands

Marketing potential to passengers 1 1 1

Product diversity (variety of excursions & activities 2 3 4

Infrastructure capable of supporting passenger numbers 3 2 5

Destination perceived as safe by passengers 4 4 2

Passenger impressions of destination-from brochure/travel agent 5 8 3

Availability of knowledgeable/qualied guides 6 6 6

Head taxes and other charges 7 9 14

Ease of customs clearance 8 11 8

Effective interaction between port, tourism and private sector 9 17 7

Alongside berthing 10 5 12

Security perimeter around ship 11 7 9

Berthing request conrmation 12 14 13

Proximity to other ports 13 10 15

Opening hours and pricing/surcharges at venues 14 12 16

Passenger impressions of destinations as ship enters port 15 15 10

Parking and trafc ow requirements in port area 16 21 18

Good shopping (variety, quality, competitive pricing) 17 13 11

Dock free from commercial activity 18 18 21

Availability of crew amenities/facilities 19 16 17

Availability of taxis 20 19 19

Free shuttle service to city centre 21 20 20

Source:Autho: Ashcoft, Chis. Whats impotant in detemining the choice in a pot of call, Deam Wold Cuise

Destinations, Page: 49. Ashcoft & Associates, London, United Kingdom


5. ASSESSING COMMUNITY CAPACITY

AND SETTING GOALS


16/37

is there signage directing them to the bus for their shore

tour or to the town for shopping? Are there clean public

washrooms nearby? Issues of passenger comfort, safety,

access, visitor information and other issues need to be

addressed by the community. Using the Community

Assessment Worksheet, the Cruise Committee can iden-

tify the development needs for the community at large.

(See Worksheet 2: Community Assessment)

Step Two: Port Assessment

The operator of the port facility itself may be different in each

community. Your community might have an established

port authority, or the port facility might be privately owned

and operated. Regardless of what kind of entity operates

the port facility, a number of questions will need to be ad-

dressed, particularly the technical questions the cruise lines

will ask. Cruise lines will want to know about your harbour,

the docking technical specications, the security arrange-

ments, port charges and fees and other issues such as fresh

water capability, recycling and garbage handling. The Port

Operator Assessment worksheet walks you through all the

questions a cruise line would ask about your port facility

(See Worksheet 3: Port Operator Assessment)

Step Three: Tour and Attraction Assessment

The activities available for passengers while they are in por

are a key component to their satisfaction with their cruise

Cruise lines are interested in ports that offer a range of at

tractions and organized shore tours for their passengers. In

particular, the lines like ports that offer tours with a variety

of different activities, such as sightseeing, wildlife viewing

hiking, in different prices ranges and durations. Typically

cruise lines will pre-sell, either on their websites or onboard

their ships, shore tours offered by local operators. The price

of the tour sold by the cruise line includes a substantial commission that compensates them for delivering large numbers

of clients, pre-selling the tour, and providing a prot. In many

cases a receptive travel agents fee is also included in the

price of the tour.

The rst task in this assessment is to inventory what the

community has to offer. Using the Tour and Attraction

Inventory Worksheet, you can identify all the possible op


5. Assessing Community Capacity (Continued)


17/37

portunities for cruise passengers. This exercise may also

identify gaps in activities for cruise passengers. Some of

these gaps the business community may want to ll in. For

example, a beautiful, scenic lake may be near the com-

munity. At the time of the inventory there are no operators

offering canoeing tours of the lake. However, this might be

an activity that would be interesting as a shore excursion

for cruise passengers. An operator might be encouraged

to develop a tour for passengers, which includes a canoe

trip and lunch or snack. Once the inventory has been

completed a list of tour opportunities can be developed.

(See Worksheet 4: Tour and Attraction Inventory)

For existing tour operators and attractions, an assessment

should be conducted in the areas of transportation, insur-

ance, tour quality, stafng, pricing, emergencies, and other

issues. The Worksheet: Tour Operator/Attraction Assess-

ment works through the range of questions a cruise line

would ask a tour operator offering a shore excursion. The

results of assessment will point out what things tour opera-

tors and attractions need to do to meet the needs of the

cruise industry. Further, the assessment may point out areas

where the Cruise Committee and community might assist,

such as sponsoring seminars and training for tour operators.

(See Worksheet 5: Tour Operator/Attraction Assessment)Typical Insurance Requirements byCruise Lines for Tour Operators

Auto Liability (bus, van, ATV, etc.

- vehicles not subject to US DOT $1-2 million minimum per occurrence

- vehicles subject to US DOT

- 10 pax or fewer $1.5 million per occurrence

- 11 pax or more $5-10 million per occurrence

Watercraft - Motorized (catamaran, shing boat, Zodiac, etc.)

- 20 pax or fewer $1-2 million minimum per occurrence

- 21 pax or more $2 million minimum per occurrence

Watercraft - Non-motorized (kay-ak, raft, etc)

$1 million minimum per occurrence

Aircraft (ightseeing by helicopteror xed wing)

$500k - $1 million per seat, $5 millionminimum

Tours w/alcohol $2 million per occurrence

General Liability $1 million per occurrence

Step Four: Retailer Assessment

What shopping and restaurant opportunities are available

in your community for cruise ship passengers? Are there

a variety of shops and products, particularly local products

available to purchase? Will the shops and eateries be open

when the ships are in port? Will they take foreign currency?

These and other questions need to be addressed by com-

munities. Passengers will want to have a shopping area tha

is easily accessible to the ship, which offers interesting inven

tory, and takes credit cards and/or foreign currency (primarily

U.S. dollars). Shops and restaurants will need to be openwhile a ship is in port, even if the port call is from 6:00pm to

11:00pm on a Sunday night. While shopping is not neces

sarily on the top of the list of activities of cruise passengers

experience in other ports shows that cruise passengers are

willing to spend a lot of money at retail establishments in

port communities. The more prepared the retail community

is, the more money will be spent by passengers.

The Worksheet: Retailer Assessment asks a variety o

questions about your communitys retail establishments

These are the questions a cruise line will ask about your

retail community. This assessment points out those things

that the retailers need to think about if they want to bene

from cruise passenger spending. And, like the tour op

erators and attractions, retailers would benet from specia

workshops and trainings that are specic to their issues

(See Worksheet 6: Retailer Assessment)


5. Assessing Community Capacity (Continued)


18/37


19/3717Cruise BC Community Capacity Building Handbook April, 2009

6. Initiatives to Build Community Capacity (Continued)

small group of people in the community is responsible for

getting the ball rolling. Kicking-off a process with any of the

following can be a good way to start:

Community Open House Sponsor a community night

and invite the public. Collect input of what the community

thinks of cruise tourism, what they would like to know

about it, how they can get involved, etc. Having a guest

speaker that can answer questions about the cruise

industry might be helpful.

Community Workshop This is a more formal activity

that would have a highly structured program to explore

cruise tourism for the community. Different group pro-

cess techniques could be applied such as strategic plan-

ning, asset mapping, open-mike discussion forum, etc. It

is useful to have the workshop professionally facilitated.

Business Leaders Workshop This is also a formal

activity where the leadership of the community is invited

to discuss cruise tourism. A workshop of this nature

might be sponsored by a city government, chamber

of commerce, local visitor bureau, an economic devel-

opment agency or jointly sponsored by any of these

organizations.

Informal Cruise Committee Formation Perhaps

you have enough interested people in your communityto form an initial cruise committee to get the process

started. If this were the case, then the next step would

be to identify and involve others that can assist with

creating a more formal working group.

Which forum you choose will be dependent on your commu-

nity. It will be important to leave the organizational meeting

with the next steps clearly spelled out.

3. General Business Initiatives and TrainingPrograms

There are a number of general business initiatives that

can be extremely helpful to the community and businesses

preparing for cruise tourism. These initiatives would appeal

to a broad range of businesses, including those outside of

cruise tourism. The Cruise Committee could work with lo-

cal educational institutions and/or business consultants to

provide these programs:

Small Business Workshops and Training Mos

businesses involved in the cruise tourism industry are

small, often mom and pop type operations. Small busi-

ness owners require a variety of marketing, nancial

and management skills. Workshops and trainings tha

support the development of skills in these areas would

assist not only existing business owners but would help

others develop new businesses. Topics might include

the following:

Retail signage that works for pedestrians

Window displays and merchandising lures

Building faade upgrades

Retail beautication

Effective outdoor dining venues

Artisans in action and street performers

Way-nding signs and information kiosks

The psychology of impulse buying

Hospitality Training All employees of cruise tourism

related businesses and volunteers involved in working

with cruise passengers should have hospitality training

British Columbias WorldHost Program is an excellen

training program that has been in existence since 1986

and can be conducted in any size community.

Tourism Internship Programs To assist with develop-

ing and training tomorrows entrepreneurs, an internship

program can be instituted with participating businesses

Tourism Training Programs Other workshops and

seminars can be developed that provide importan

training for tour guides and others involved in cruise

tourism. Some of the subject areas recommended fo

training could include:

Engaging visitors in local history and culture

First Nations culture and traditions

Training for volunteer greeters Branding your products and services

4. Community Initiatives

The community assessment exercise will identify areas

the community will need to address. Your community may

already have a tourism agency that can coordinate with the

community to implement these initiatives. Or your com


20/37

munity may not have a tourism agency, which means the

coordination of these initiatives falls on the Cruise Committee

or the local government. The following are basic commu-

nity initiatives that may already exist in your community but

should be analyzed to make sure they are addressing the

needs of the cruise passenger:

Community Beautication Committee Flower bas-

kets, attractive signage, comfortable walking area in the

town with benches, all these contribute to the quality of a

visitors experience. A committee can take responsibility

to work with the community and businesses to create

an atmosphere of charm and comfort.

Satellite Visitor Information Center (VIC) Your town

may have a tourism information center already, however,it may not be near the dock. A staffed VIC at or near

the cruise terminal with brochures and maps will help

cruise passengers nd the businesses and activities in

the town.

Volunteer Greeter Program Greeting the cruise ship

upon arrival makes the cruise line feel welcome. Almost

every community in Alaska has a volunteer greeter pro-

gram whereby the volunteers where identiable clothing

and are available to pass out walking tour maps and

answer visitors questions.

Walking Tour Many cruise passengers will take tours,

but just as many will explore your community on their

own. A walking tour map that can be passed out at the

cruise ship and available at the VIC helps the indepen-

dent visitor have a good experience.

5. Shore Excursion/Attraction Development

Initiatives

The shore excursion development in a community will requireconsiderable effort on the part of the Cruise Committee and

the local tour operators. Shore excursions are a key ele-

ment in the cruise passenger experience and a key source

of revenue for both local businesses and the cruise lines.

In order to make the shore excursion program a success,

the following initiatives should be considered:

Create A Shore Excursion Tour Agency This is

probably the one of the most important initiatives the

Cruise Committee will undertake. The cruise lines prefe

to work with one rather than several contacts in you

community to coordinate shore excursions. Even bette

is a single contact for port information and shore excur

sions. A central shore excursion agency can coordinatetour operators and ensure that these operators meet the

requirements of the cruise lines. In one community, a

shore excursion tour agency was established as a join

venture between the local tourism promotion agency

and a private sector entity. This joint venture works with

local tour operators to provide education, tour packag

ing information, insurance requirements, etc. The loca

tour operators benet by having someone marketing

their tours directly to the cruise lines and handling the

bookings. For their efforts, the tour agency takes a

percentage (commission) off the price of the tour.

Shore Excursion/Tour Packaging Workshop Tou

operators and attraction owners would benet from an

understanding of how to put together tour packages

to sell as shore excursions. A workshop can provide

information on how to package tours, what the cruise

lines are looking for, what makes a good package, how

to price packages, insurance requirements and other

relevant information.

Study Other Ports Shore excursions in your community sold to cruise passengers compete with shore excur

sions in other communities on the cruise itinerary. Study

what other ports are offering, what the tours include, and

how they are priced to get a better understanding of how

to build shore excursions that will compete successfully

Develop Scenic, Wildlife-Oriented and First Nations

Tour Product Cruise passengers are interested in the

scenery, the wildlife, and the culture of British Columbia




21/37

There are opportunities for a variety of experiences that

include these features.

Develop unique experiences visitors wont nd

elsewhere Cruise passengers are interested in being

engaged in experiences they would not nd at home,

such as jeep and ATV trips, canopy rides and zip lines.

Unique tours can be very popular.

6. Retail Development Initiatives

Many surveys of cruise passengers suggest that they dont

take a cruise to go shopping. However, studies of cruise

passenger spending suggest that if they have the opportu-

nity, passengers will spend a considerable amount of money

shopping. Making the shopping opportunities accessible

and available in your community will be critical to capturing

passenger spending. The following initiatives are designed

to prepare your communitys retail sector for cruise ship

passengers:

Create A Retailers Working Group The retailers

in your community need to come together to address

many of the development issues for cruise tourism. In

some communities a downtown business association

has been formed to jointly market the area to the cruiseship passengers and plan special events, such as art

walks or open houses.

Access to Shopping Programfor Cruise Passengers

Your retail businesses may be near the cruise ship ter-

minal, making shopping opportunities readily available

to passengers. If your communitys retail establishments

are not near the cruise terminal then a plan is needed to

help cruise passengers access the shopping opportuni-

ties. This may include a special walking tour map that

points out the shops, a shuttle to the shops, or bringingthe shops to the cruise terminal. In some communities,

where the cruise terminal is a fair distance to the shop-

ping district, temporary structures are set up near the

cruise terminal for retailers to rent.

Access to Shopping Program for Crew Often the

cruise ship crew are not considered when develop-

ing cruise tourism. Crew spend money on items of a

personal nature, such as sundries and electronics, and



have need to access the Internet and telephones. Shops

offering these goods dont need to be at the cruise ship

terminal, however, shuttle access is necessary to attrac

crew to your shop. They have a limited amount of time

off the ship and if they save the cab fare they just mayspend it in a shop.

Make Shopping An Attraction Shopping in you

community is an attraction when the shops are interest

ing and alluring, offering a wide variety of interesting

merchandise and feature locally made goods. Arts and

crafts, particularly First Nations art, are very popular

among cruise ship passengers. Some shops in cruise

ship ports have appealing sidewalk displays that entice

passengers into their shop. One shop in Ketchikan

Alaska, has a giant stuffed bear outside its door, where

cruise ship passengers enjoy having their picture taken

Establish a Community-Wide Currency Exchange

Program Most cruise ship passengers are from the

U.S. and will be carrying U.S. dollars. Having the ability

to take U.S. dollars at an established exchange rate (tha

is updated regularly) in the retail sector creates a very

friendly atmosphere for cruise passengers.

Have Available Currency Exchange and ATM Ma

chines Some passengers will need to change moneyand/or access cash. It will be important to have these

services available at or near the cruise ship terminal.

Offer Shipping and Courier Services Most shops

in established cruise destinations offer shipping and

courier services to cruise passengers who dont want

to lug their purchases through customs and immigration

and aboard airplanes. If a shop does not or cannot offe

these services, be sure cruise passengers have access

to a service provider that can do the shipping for them

Offer A Merchandising Workshop The local commu-

nity, Cruise Committee, or Chamber of Commerce might

want to offer a retailers merchandising workshop tha

is designed especially for attracting cruise passengers

Retailers can learn about creating attractive displays and

a welcoming atmosphere for cruise passengers. They

can also learn more about merchandise that is likely to

appeal to cruise passengers.


22/37

Summary of Community Tasks to Develop Cruise Tourism

Task Activity Details

Assessing CommunityInterest & Support

Workshops:- public workshop- business community workshop

Open HouseEducational presentationDiscussionInformation gatheringStakeholder surveys

Community Organization Formation of Cruise Committee

Opinion LeadersChampionsPrimary retail businessesShore Tour OperatorsCommunity Ofcials

Directional Guidelines

Workshops:- public workshop- suppliers/business workshop- public ofcials workshop

Guidelines for:- public resource uses- retail operations- tour activities- beautication

- transportation- etc.

Visioning/Goal-setting

Workshops:- public workshop- suppliers/business workshop- public ofcials workshop

Education presentationVisioning exercisesGoal setting exercises

Capacity Assessment

Set Up Specic CommitteesPort CapabilitiesTours & AttractionsRetailAmenities (restrooms, phones, ATMs, information, wi, etc.)Ambiance (landscaping, owers, public art, sanitation, etc.)

Committee AppointmentsResearch and ReportingSetting StandardsTasks and Task AssignmentsFollow up

Specic Training

Training Workshops for:Greeters (SuperHost)Retailers (products, signage, merchandising, pricing)Shore Excursions, Tour Operators (products, economics, SuperHost)Community Development Ofcials (ambience, amenities, activities, attractions)

Field TripsVisit Competitive Ports of Call(with an experienced guide)

Best PracticesPolnts of UniquenessShore ExcursionsRetail, DiningTrafc owDocksSecurity

Crew Facilitation, Etc.

Marketing to the Cruise Lines

Preparing the materialsCommunity InformationPort/Dock InformationAttractions, ActivitiesShore ExcursionsLogic (how your port ts cruise line goals)Collateral, Photos, Videos, etc.Invitation to visit and planned tourFollow up




23/3721Cruise BC Community Capacity Building Handbook April, 2009

7. ATTRACTING THE CRUISE INDUSTRY

TO YOUR COMMUNITY

Marketing your community to the cruise lines is a key element

of your communitys strategy for cruise tourism development.

The process of introducing your community and its attributes

to a cruise line and stimulating serious interest can take sev-

eral months to several years. Any community interested in

cruise tourism development must be prepared for the long

haul. Cruise lines typically plan and nalize itineraries 12 to

24 months prior to the sailing dates. This gives them time

to produce marketing materials and market through their

distribution channels, such as their own websites and travel

agents.

Just how does a community go about getting interest from

the cruise lines? The following steps will help get a com-

munity started in effectively marketing to the cruise industry.

A community may repeat these steps several times before a

cruise line shows any strong interest.

Step One: Identify Cruise Lines to Target

The rst step is to gure out which cruise lines might have

the highest likelihood of being interested in your community.

For example, your community might want only small cruise

vessels, therefore the target list of cruise lines will be those

lines that operate small vessels. Once your community has

identied the cruise lines, you will need to identify the key

executives to meet with. You will be looking for the indi-

viduals responsible for strategic planning, itinerary planning,

operations planning and shore excursion planning. Large

companies have different departments for these functions. At

small companies, the President, Vice-President, and Director

of Operations are the key decision-makers.

Step Two: Prepare Targeted Material for Each

Cruise Line

Cruise lines will want to learn about your community and

port facilities by hearing about them directly from the com-

munity as well as through written material they can share

with colleagues. Material prepared for cruise lines should be

concise and cover the information that is important for them

to understand your facilities and make a decision. While the

nal decision may rest on external or subjective factors, there

are minimum requirements potential cruise ports must meet

to be considered at all. This material should include techni

cal information about the port (harbour conditions, docking

security, port fees and charges, and other information), as

well as general information about the community. Informa

tion about potential shore excursions should provide details

of each excursion, the net rates, capacity, duration, numbe

of departures, etc. Other general community information

such as the number and type of retail establishments, free attraction listings, walking tour maps, community photographs

initiatives underway for improvements, and other relevan

materials should be put together in a presentation that can

be left with each cruise line.

Step Three: Meet with Cruise Lines

Once you have identied whom you need to meet with and

prepared your materials it is now time to meet with key in

dividuals face to face. Key individuals that make itinerarydecisions at the cruise lines are very busy people who are

continually contacted by new cruise destinations. Making

sure these individuals hear your message is one of the mos

challenging activities your Cruise Committee will undertake

Face-to-face meetings are the only way to get their full atten-

tion and to begin the process of relationship building. It wil

be necessary to nurture these relationships with face-to-face

meetings once or twice a year. It may take several years

before a cruise line seriously considers your community, bu

by then you will have hopefully built up a strong relationship

Step Four: Invite Cruise Line Representatives to

Your Community

Although very busy people, itinerary planners, operations

managers, and shore excursion managers at cruise lines are

sometimes available to visit communities. An open invitation


24/37

7. Attracting the Cruise Industry to Your Community (Continued)

to the cruise line contacts to visit your community can be

made during initial meetings. If someone expresses inter-

est, then follow-up with a formal invitation and be prepared

to roll out the red carpet. If you are in a remote commu-

nity that is not easily accessed by road or it takes several

hours to do so, consider working with a local air service to

provide a complementary seat on a ight to and from your

community. Many key cruise ofcials are in Vancouver at

some point during the year and given enough notice, might

be able to arrange an extra afternoon or day to visit your

town. You should be prepared to cover the expenses of the

cruise rep (travel and accommodation as well as sample

shore excursion trips).

Step Five: Stay Up-To-Date on Cruise BC

Activities

Cruise BC actively promotes British Columbia ports to cruise

lines for consideration in their cruise itineraries. By stayingcurrent on Cruise BC activities your community can keep

abreast of upcoming opportunities to interface with key of-

cials. Cruise BC works each year on several initiatives

including the following:

Market research and business case comparisons to

better understand and position British Columbia as a

feasible cruise theatre

Branding and communications materials as well as

presence at the annual Seatrade Convention in Miami

Co-operative marketing initiatives with cruse lines to

promote BC itinerary sailings

Joint sales trips to meet with cruise representatives in

Miami, Los Angeles and Seattle

Production of newsletters and communications materia

to continually update local industry, cruise line representatives, government ofcials and the general public

For information about Cruise BC, call 604.633.9022 or

e-mail [email protected]

Steps Six: (Seven, Eight and Beyond): Update

Cruise Line Materials and Meet with the Cruise

Lines and Again and Again

Because attracting a cruise line to your community is a long

term exercise that may take several years, you will need tomake regular annual or bi-annual visits to the cruise lines

Each time a visit is made, updated community and shore

excursion material should be provided. This is an ongoing

process where your chances of success are improved with

each point of contact.



25/37

8. RESOURCES AND REFERENCES

Cruise BC Steering Committee Members

Executive Chair: Douglas Peterson

Manager of Marketing & Sales

Nanaimo Port Authority

PO Box 131 104 Front Street Nanaimo, BC V9R 5K4

Telephone: 1-250-753-4146 | Fax: 1-250-753-4899

E-mail: [email protected]

Website: www.npa.ca

Vice Chair: Phil Westoby

Cruise Development Ofcer

Prince Rupert Port Authority

200 215 Cow Bay Road Prince Rupert, BC V8J 1A2

Telephone: 1-250-627-2513 | Fax: 1-250-627-8980E-mail: [email protected]

Website: www.cruisetoprincerupert.com

Past Chair: Greg Wirtz

Manager, Trade Development, Cruise

Port Metro Vancouer

100 The Pointe 999 Canada Place

Vancouver, BC V6C 3T4

Telephone: 1-604-665-9118 | Fax: 1-866-284-4271


Website: www.portmetrovancouver.com

Directors-at-Large

Andrew Adams

Councillor, City of Campbell River

375 - 2nd Avenue, Campbell River, BC V9W 4C7

Telephone: 1-250-286-5710 | Fax: 1-250-286-5760


Darryl Anderson

Wei Wai Kum Cruise Ship Terminal

1400 Weiwaikum Road, Campbell River, BC V9W 5W8

Telephone: 1-250-812-5982 | Fax: 1-250-463-6466


Website: www.campbellrivercruise.com/index.html

Monika Clifton

Tourism Prince Rupert

230 - 215 Cow Bay Road, Prince Rupert, BC V8J 1A2

Fax: 1-250-627-5105


Website: www.tourismprincerupert.com

Jennifer Ford

Destination Marketing Coordinator

City of Nanaimo, Destination Marketing

455 Wallace Street, Nanaimo, BC V9R 5J6

Telephone: 1-250-755-4458 | Fax: 1-250-755-4404


Website: www.nanaimo.ca

Kristine George

Director, Niche Market Development

Tourism Victoria

4th Floor - 31 Bastion Square, Victoria BC V8W 1J1

Telephone: 1-250-414-6971 | Fax: 1-250-361-9733


Website: www.tourismvictoria.com

Richard Lewis

Market Development Manager, North America

Tourism British Columbia

12th Floor, 510 Burrard Street Vancouver, BC V6C 3A8

Telephone: 1-604-660-4704 | Fax: 1-604-660-3383


Website: www.hellobc.com

Andrew Little

Manager, Intergovernmental Relations and PlanningTourism Development Branch, Ministry of Tourism, Culture

and the Arts

PO Box 9809 Station Prov Govt Victoria BC V8W 9W1

Telephone: 1-250-952-6022 | Fax: 1-250-952-0151


Website: www.gov.bc.ca



26/37

John Magor

Senior Business Ofcer

Western Economic Diversication Canada

333 Seymour Street, Suite 700,

Vancouver, BC V6B 5G9

Telephone: 1-604-666-1351 | Fax: 1-604-666-2353


Rebecca Penz

Communications Coordinator

Greater Victoria Harbour Authority

202 - 468 Belleville Street, Victoria BC V8W 1W9

Telephone: 1-250-383-8300 | Fax: 1-250-3838322

E-mail: [email protected]: www.victoriaharbour.org

Administration: Jane McIvor

Cruise BC Association

300 - 1275 West 6th Avenue Vancouver, BC V6H 1A6

Telephone: 1-604-633-9022 | Fax: 1-604-893-8808


Website: www.cruisebc.ca

British Columbia Chambers of Commerce

British Columbia Chamber of Commerce

1201-750 West Pender Street Vancouver, BC V6C 2T8

T -604.683.0700E - [email protected]

www.bcchamber.org

Please see the following url for Chamber Membership

contact information in your area:

www.bcchamber.org/directory/chambers.html

British Columbia Tourism Agencies

Ministry of Tourism, Culture and the Arts

Ministers Ofce

PO Box 9071 STN Provincial Government

Victoria, BC V8W 9E9

T 250.953.4246

F 250.953.4250

E [email protected]

Tourism British Columbia, Victoria

3rd Floor - 1803 Douglas St.

Victoria, British Columbia V8W 9W5

T 250.356.6363

www.tourismbc.com

Tourism British Columbia, Vancouver

12th Floor, 510 Burrard St.

Vancouver, British Columbia V6C 3A8

T 604.660.2861

www.tourismbc.com

British Columbia Economic Development

Agencies1. Canadian Centre for Community Renewal

T 250.248.1954

F 250.248.1957

www.cedworks.com

2. Community Futures Development Corporation of Centra

Island

420 Albert St.

Nanaimo, BC V9R 2v7

T 250.753.6414

F 250.753.0722E [email protected]

www.cfnanaimo.org

3. Community Futures Development Corporation of PNW

200-515 Third Avenue West

Prince Rupert, BC V8J 1L9

T 604.622.2332

www.cfdc-pnw.com

4. Economic Development Association of British Columbia

5428 Highroad Crescent

Chilliwack, BC, V2R 3Y1T 604.858.7199

E [email protected] (Dale Wheeldon, Exec. Dir.)

www.edabc.com

5. Community Futures Alberni-Clayoquot

4757 Tebo Avenue

Port Alberni, BC V9Y 8A9

T 250.724.1241

F 250.724.1028

www.cfac.ca

8. References and Resources (Continued)



27/37


6. Community Futures DC of 16-37

204, 4630 Lazelle Avenue

Terrace, BC V8G 1S6

T 250.635.5449

F 250.635.2698

E [email protected]

www.1637cfdc.bc.ca

7. Rural Development Canada

4321 Still Creek Drive, Suite 420

Burnaby, British Columbia V5C 6S7

T - 604-666-3686

F - 604-666-7235

Renee Umezuki, Regional Manager

E - [email protected]

www.agr.gc.ca

8. Western Economic Diversication British Columbia

700-333 Seymour Street

Vancouver, BC V6B 5G9

T 604.666.6256

www.wd.gc.ca

Cruise Lines1. Carnival Cruise Lines

Carnival Place, 3655 NW 87 Avenue

Miami, Florida 3378-2428

T 305.599.2600; (800) 438.6744

www.carnival.com

Strategic/Itinerary Planning

Joan DiPietro, VP Strategic Planning

Marine Operations

Brendan Corrigan, Sr. VP Operations

Shore Excursions

Amilcar Cascais, Dir. Tour Operations

2. Celebrity Cruises

1050 Caribbean WayMiami, FL 33132

T 305.539.6000

F 305.536.0140

www.celebrity.com


Diana Block, Assoc. VP Deployment & Itinerary Planning

Marine Operations

Mario Terizzo, Manager, Worldwide Port Operations

Shore Excursions

Leesa Burzynski, Exec. Shore Excursions & Explorations

3. Crystal Cruises

2049 Century Park East, Suite 1400

Los Angeles, California 90067

www.crystalcruises.com


Scott Kibota, Director, Market Planning

Marine Operations

Knut Aune, VP Marine Operations

4. Cunard Line

6100 Blue Lagoon Drive, Suite 400

Miami,FL 33126

T 305.463.3000

F 305.463.3010

www.cunardline.com


Peter Cox, Direction of Itinerary Design/Development

5. Holland America Line

300 Elliott Avenue,

Seattle, Washington 98119

T 206.270.6289

F 206.286.3440

www.hollandamerica.com


Bill Sharp, VP Port Operations and Fleet Security

Marine Operations

Cees Deelstra, Dir. Nautical Operations

Capt. Simon Douwes, Dir. Deployment & Itinerary PlanningShore Excursions

Ellen Lynch, Director, Shore Excursions

6. Norwegian Cruise Lines

7665 Corporate Center Drive,

Miami, Florida 3323

T 305.436.4868

F 305.436.4159

www.ncl.com


Steve Reister, VP Planning & Analysis

Marine Operations

Hans Lind, Port Captain

Shore Excursions

Joanne Salzedo, Dir. Shore Excursion Product Development



28/37


7. Princess Cruise Lines

24305 Town Center Drive

Santa Clarita, CA 91355

T 661.753.0000

F 661.359.3108

www.princesscruises.com


Rob Uhrig, Senior Analyst, Market Planning

Marine Operations

Capt. David Christie, VP Marine Operations

Shore Excursions

Barbara Saullin, Shore Excursion Coordinator

8. Radisson Seven Seas Cruises

600 Corporate Drive, Suite 410

Fort Lauderdale, Florida 33334T 800.447.7500


Mike Pawlus, VP Revenue & Mgmt. Planning

Shore Excursions

Sylviande DeTracy, Mgr. Shore Programs

9. Residensea

5200 Blue Lagoon Drive

Miami, FL 331268.

T 305.264.9090

F 305.264.5090

www.residensea.comMarine Operations

Emilo Freeman, Sr. VP Operations

Shore Excursions

Nicky Mortimer, Dir. Tour Operations

10. Royal Caribbean International

1050 Caribbean Way

Miami, Florida 3332-2096

T 306.539.6073

F 306.539.0562

www.rccl.com

Strategic/Itinerary PlanningDiana Block, Assoc. VP Deployment & Itinerary Planning

Marine Operations

Capt. William Wright, Sr. VP Marine Operations

Shore Excursions

Leesa Burzynski, Executive Shore Excursions & Explora-

tions

11. Seaborne Cruise Line

6100 Blue Lagoon drive, Suite 400

Miami, FL 33126

T 305.463.3000

F 305.463.3010

www.seaborne.com


Peter Cox, Dir. Itinerary Planning & Land Operations

Marine Operations

Dag Toemmervik, Dir. Port Operations

Shore Excursions

Helen Panagos, VP Shoreside Operations

12. Silversea Cruises

110 East Broward Boulevard

Fort Lauderdale, 33301

T 954.522.4477F 954.522.4499

www.silversea.com


Erling Frydenbuerg, Chief Operations Ofcer

Marine Operations

Guido Mazzetti, VP Marine Operations

Shore Excursions

Jim Eggleston Shore Excursion Coordinator

Small Cruise Lines1. CruiseWest

2301 Fifth Avenue, Suite 401

Seattle, WA 98121-1856

T 206.441.8687

F 206.441.4757

www.cruisewest.com


Dietmar Wertanzi, President & CEO

Shore Excursions

Wendy Clark, Dir. Guest Programs

2. Lindblad Expeditions

96 Morton Street, 9th FloorNew York, NY 10014

T 212.765.7740

F 212.265.2770

www.expeditions.com

Marine Operations

Marcia Sommer, Manager Port Operations

Shore Excursions

Debbie Reid, Manager Land Services



29/37


3. American Safari Cruises

3826 18th Avenue West

Seattle, WA 98119

T 206.284.0300

F 206.283.9322

www.amsafari.com


Dan Blanchet, President & CEO

Tim Jacox, VP Sales & Marketing

First Nations GroupsAboriginal Tourism Association of British Columbia

Paul Amos, Director

100 Park Royal South, Suite 618

West Vancouver, BC V7T 1A2

T 604.921.1070

F 604.921.1072www.aboriginaltourism.ca

Associations1. Business Council of British Columbia

1050 West Pender Street, Suite 810

Vancouver, BC V6E 3S7

T 604.684.3384

F 604.684.7957

www.bcbc.com

2. Council of Tourism Associations of BCStephen Regan, President & CEO

409 Granville Street, Suite 1208

Vancouver, BC V6E 3L2

T 604.685.5956

F 604.685.5915

E [email protected]

www.cotabc.com

3. Cruise Lines International Association

910 SE 17th Street, Suite 400

Fort Lauderdale, FL 33316

T 754.224.2200F 754.224.2250

4. North West Cruise Ship Association

John Hansen, President

1111 Hastings Street, Suite 100

Vancouver, BC V6E 2J3

T 604.681.9515

F 604.681.4364

E [email protected]

www.nwcruiseship.org

5. Alaska Cruise Association

John Binkley, President

360 K Street, Suite 300

Anchorage, AK 99501

T 907.743.4529

F 907.743.4553

E [email protected]

www.akcruise.org



30/37

WORKSHEET #1

Recruitment List Names of People to Contact

Local economic development organizations

City elected ofcials

Regional elected ofcials

Planning boards

Land Use agencies

Transportation agencies

Chamber of Commerce

Retail business owners

Tour operators

Attractions

Museums

Parks and Recreation department

Historical societies

First Nations groups

Cultural groups (i.e. theatre)

Educational leaders

Community opinion leaders

Other

Committee Member Recruitment



31/37

Questions/Issues Existing Conditions

Development Needs

and Issues to

Address

Who Is

Responsible?

1. Community in General

Does the community look attractivefrom the water?

What is the level of support for cruiseindustry development?

2. Cruise Terminal

Does the cruise terminal area makethe passengers feel welcome?

Is there signage directing passengersto the town area?

Is the area clean and attractive?

Are there telephones near the cruiseterminal where passengers can makecredit card and intl calls?

3. Passenger Comfort

Are there clean public washroomsnear the cruise terminal?

Is there easy access for physicallychallenged passengers?

Where are the ATMs? Are they conve-niently located to the terminal?

Are there benches around town and atthe cruise terminal?

What kind of emergency medical ser-vices are available?

Community Assessment


WORKSHEET #2


32/37


Development Needs

and Issues to

Address

Who Is

Responsible?

4. Access Issues

Is there easy access for physicallychallenged passengers?

Is there a shuttle to the downtownfor museum for those who dont wantto walk or take a cab?

5. Independent Activties

Is there a walking tour?

Is there a walking tour map?

Is the town attractive and inviting towalkers? (signage, ower baskets,benches, washrooms, friendly people)

6. Visitor Information

Is there a visitor information center onthe dock? In town?

Are there walking tour maps?

Are there greeters at the ship?

7. Other

Are there sports elds accessible forcrew?

Are there soccer clubs that mightsponsor soccer games for crew?

Community Assessment (Continued)

30

Cruise BC Community Capacity Building Handbook April, 2009


33/37


Development Needs

and Issues toAddress

Who IsResponsible?

1. Harbour

Open 24 hours or only daylight pilotage?

What are the current, tide, and swellconditions?

How wide is the turning circle?

What tugboats are available? Is itcompulsory to use them? Are they largeenough to do the job?

2. Docking

Technical specs length, height at lowand high tide, depth of water, maximumallowable draft

Is the dock/pier clean?

Is it easy and safe for passengers towalk on it?

3. Security

Is there adequate security to ensuresafety of the ship, passengers, andcrew?

What are the security arrangements?

Can the ship be cleared quickly by thelocal authorities?

4. Port Costs

What are the port charges and fees?

Are these fees reasonable and how do

they compare with other ports?

5. Miscellaneous

Can recycle materials, garbage andsludge be removed at your port?

Is fresh water available and what is thecapacity?

6. Other

Port Operator Assessment

WORKSHEET #3



34/37

Cultural and Heritage

Attractions

Archaeological sitesArt GalleriesArtisans in ActionBirthplaces/homes of famous peopleBuildings of architectural interestBurial groundsCeremonial dancesEarly settlementsEthnic celebrationsFirst Nations celebrationsFolklore programsGhost townsHistoric districts

Historical toursInterpretive centersLandmarksLumber or mining campsMuseumsRecreated villagesRe-enactment of eventsShipsWalking toursWaterfront restorationsOther

Nature-Based AttractionsArboretum and botanical gardensBeachesBird watching areasCanyons, caves, gorgesFall foliage, spring blossomsForests (National, Provincial, Regional,other)Environmental programsGeological formationsGeysers, hotspringsGlaciers

IslandsLakesMountains, hills, cliffsNature trailsNatural lookout pointsProtected wetlandsRivers, streams, creeksProvincial parksWaterfalls

Waterways (canals, straits)Wildlife sanctuaries/refuges/preserves

Wilderness areasWoodlandsOther

RecreationAmusement or theme parksATV, Jeep or Scooter toursBall parks, games, tournamentsBird watchingBoat ridesCanoeingFish hatcheriesFishing

Fishing derbiesFossil huntingGame ranchesGlidingGolfHang glidingHiking, walkingHorseback ridingHot air ballooningKayakingMountain climbingRock climbingSailing

Scuba diving/snorkelingSpeunkingSwimmingZip LinesZoosOther

Special EventsAir showAntique auto showAntique & collectibles showArts and crafts fairs

Dance productionsFirst Nations celebrationsEthnic/multi-cultural celebrationsFairsFarmers marketFlower showsFood festivalsHarvest celebrationsArtisan studio tours

Golf tournamentsLocal theatre

Music festivals, concertsRodeosSports eventsSymphony, orchestra performancesOther

Other AttractionsDams, power stations, hydro plantsFactory outletsGovernment buildingsLocally prepared and packaged foodspecialties

Miniature railroadsObservation towers, observatoryOutlets for artisans or other locally-made productsRailroad depotsRailroad ridesRestaurants and bars with ethnic or lo-cally grown foodsScenic highwaysSettings for movies, televisionShowboat, ferry boats, excursionsUnusual buildingsWinery tours and tasting rooms

Local Oddities (the biggest, the

best, the worst)The rst of its kindThe only of its kindThe highest/lowestThe oldestOther

Tour and Attractions Inventory

WORKSHEET #4



35/37

Tour Operator/Attraction Assessment


Development

Needs and Issues

to Address

Who Is

Responsible?

1. Is There a Tour Operator

Coordinating Agency?

2. Transportation

Is there clean, comfortable transportationto/from the tour or attraction?

What is the available inventory of tour bus-ses?

Is the transportation (i.e. bus) easy tolocate and easy to identify on or near thedock?

3. Insurance

Does the operator or attraction have properinsurance at the levels required by thecruise line?

What is the operators experience andsafety record?

4. Level of Activity/Tour Quality

What is the level of activity for the tour? Isthat clearly spelled out?

Is appropriate gear provided (raingear,boots, etc.)?

Is there a well-rehearsed commentary?

Does the tour include a drink, snack or

meal if longer than 3 hours?

Is the tour a good value for the money?

WORKSHEET #5



36/37


Development

Needs and Issues

to Address

Who Is

Responsible?

5. StafngDoes the operator or attraction haveenough staff for peak period operations?

Is the staff well-trained with appropriatecredentials?

Has the staff had customer service train-ing?

6. Price and Money Issues

Can the operator or attraction offer rm

pricing 12 months in advance?

What is the refund policy?

Does the operator or attraction accept U.S.currency?

Is the price competitive with similar offer-ings in other ports?

7. Contingencies/Emergencies

Are there contingency plans for bad weath-er and guidelines for tour cancellation?

Are there emergency plans in case some-one is ill or injured?

Are there protocols for handling com-

plaints?

8. Other

Is the operator or attraction willing to offerfams and freebies for the crew?

Tour Operator/Attraction Assessment (Continued)



37/37


Development Needs

and Issues toAddress

Who Is

Responsible?

1. Hours of Operation

Are the shops open when the shipsare in port?

Are the shops willing to alter theirhours to meet the ship schedule?

2. Stafng

Do the shops have adequate stafngfor peak shopping periods?

Has the staff been trained in hospital-ity and customer service?

3. Inventory

Does the shop inventory reect theinterests of cruise passengers?

Can the shops plan to have enoughinventory during peak periods?

4. Currency Exchange

Do the shops take foreign currency?

Is there a currency exchange guar-antee?

5. Credit Card Transactions

Do the shops take credit cards?

Do the shops have enough telephonelines and credit card machines forpeak shopping periods?

6. Access

Is there a shuttle from the cruisedock to bring passengers to shoppingareas?

Can the shop accommodate a largenumber of shoppers during peakshopping periods?

7. Other

Retailer Assessment

WORKSHEET #6

cruisebc community handbook

Documents