• Client:  Ministry of Rural and Community Development Province of British Columbia

    Project: Resort Municipality Tax Transfer (RMTT) Investment Assessment

    Cadence Strategies was engaged together with the Whistler Centre for Sustainability to review the qualitative and quantitative returns achieved by 13 resort communities in British Columbia arising from their investment of RMTT funds.  Overall provincial impacts as well as specific community returns were estimated and recommendations made to government regarding the continuation of the program.

     

    Quote:

    “Please accept my congratulations on completing a report that is one of the best tourism reviews I’ve had the pleasure to read. The charts were excellent and the conclusions well presented. This evaluation presents clearly the quantitative and qualitative outcomes of the RMI program…. . We all appreciate all the efforts of you and Suzanne in preparing this report.”

     

    Dannie Carsen

    Community Analyst

    Community Projects Section

    Governance and Structure Division

    Ministry of Community and Rural Development

  • Client:  King Pacific Lodge, A Rosewood Resort

    Project: Business strategy development and implementation including all aspects of marketing, sales, operations, finance and administration

    Suzanne Denbak held the position of Vice President for five years (2004-2009) working closely with the President to establish and implement business strategy related to media relations, web presence, tour operator relations, guest experience, employee recruitment and training, annual budget and daily monitoring of financial performance in season, risk management and finance.

     

    Quote:

    “Suzanne provided both strategic thoughtfulness and a pragmatic focus on results for King Pacific Lodge.  Our success as a leader in sustainable tourism in British Columbia and as one of the top-rated resorts in the world requires the passion, dedication and contributions of individuals such as Suzanne.”

     

    Robert Penman

    Former General Manager

    King Pacific Lodge

  • Client:  Coastal First Nations – Turning Point Initiative

    Project: Sustainable tourism feasibility study – luxury wilderness resort concept

    Working together with King Pacific Lodge, Cadence Strategies provided a comprehensive review of the business feasibility of the development of five luxury wilderness resorts in Coastal First Nations’ territories.  Critical success factors related to location and guest experience were developed and a business model estimating internal rate of return constructed in order to ascertain financial sustainability of the proposal.  Governance and ownership models were developed for consideration by First Nations’ leadership.

     

    Quote:

    “Suzanne’s business expertise assisted Coastal First Nations in understanding the feasibility of developing luxury wilderness resorts in the Central, North Coast and Haida Gwaii.  Her skills and experience cover all aspects of business from marketing and sales, to operations resulting in a realistic assessment of the financial returns from this proposal.  She communicates the results of her work clearly and displays a thoughtful appreciation of First Nations issues and concerns with sustainable development in their territories.”

     

    Art Sterritt

    Executive Director

    Coastal First Nations – Great Bear Initiative

     

  • Client:  Tourism British Columbia/District of Squamish

    Project: Development of a Community Tourism Plan for the District of Squamish

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In the District of Squamish she facilitated a collaborative discussion amongst local tourism stakeholders in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    A year one implementation plan and budget was also prepared to ensure the community was well positioned to execute the strategy.  Recommendations regarding the funding and governance model for the organization that would be responsible for plan implementation led to the formation of Tourism Squamish as a division of the Squamish Sustainability Corporation.

     

    The tourism plan identified the need for sustainable funding and subsequently, with Suzanne’s assistance, the value of tourism was calculated and the 2% Additional Hotel Room Tax was approved. A tourism plan revisit was conducted in 2009 to assist Tourism Squamish with identification of a new governance model. Subsequent to the revisit, Tourism Squamish was re-established as an independent not-for-profit Society.

     

  • Client:  Tourism British Columbia/CIty of Rossland

    Project: Development of a Community Tourism Plan for the City of Rossland

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In the City of Rossland she facilitated a collaborative discussion amongst local tourism stakeholders in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    A year one implementation plan and budget was also prepared to ensure the community was well positioned to execute the strategy.  Recommendations regarding the funding and governance model for the organization that would be responsible for plan implementation led to the formation of Tourism Rossland.

     

    Stakeholder agreement on the recommended composition of the Board of Directors was a significant achievement of the planning process that allowed Tourism Rossland to move forward.  The 2% Additional Hotel Room Tax was renewed and a Mountain Resort Association (MRA) was created at base of Red Mountain.  As recommended in the tourism plan, member assessments from the MRA are contributed to Tourism Rossland for destination marketing rather than creating a parallel marketing organization. 

     

    A revisit was conducted in 2009 to confirm marketing and sales priorities.

     

    Quote:

    “Suzanne was able to navigate the many local concerns and the history of previous tourism organizations in Rossland and pull our group of stakeholders together in support of a proactive and strategic model to grow tourism in Rossland.  Her unique blend of strategy and reality were exactly what we needed to put the foundations in place for our success.”

     

    Don Thompson

    Vice President,

    Red Mountain Ventures

     

  • Client: Tourism British Columbia/City of Nelson

    Project: Development of a Community Tourism Plan for the City of Nelson

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In the City of Nelson she facilitated a collaborative discussion amongst local tourism stakeholders in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    The 2006 plan identified the establishment of the Nelson and Area Tourism Partnership and implementation of the 2% Additional Hotel Room Tax (AHRT) as priorities. The facilitation process also served as a catalyst for improvement of the relations between the municipality and regional district.  A revisit was conducted in 2008 to provide renewed momentum for plan implementation. Subsequent to revisit, the AHRT was approved and a new   self sustaining, regionally collaborative tourism  association, the Nelson Kootenay Lake Tourism Society was formally  established.

     

    Quote:

    “Suzanne worked closely with the Chamber of Commerce to help all of Nelson’s tourism stakeholders come together and create a plan to achieve our objectives.  Her facilitation style is collaborative and she is able to address historical differences and move the group towards a common vision for the future.”

     

    Tom Thomson

    Executive Director

    Nelson & District Chamber of Commerce

  • Client:  City of Fernie/Tourism British Columbia

    Projects: Community Tourism Plan/Public Engagement/Central Reservations

    Suzanne was initially engaged by the City of Fernie to engage with the local community in order to develop a funding and governance model for a new destination marketing organization – Tourism Fernie.  This assignment included a comprehensive inaugural business plan.  In 2006, under the Tourism BC Community Tourism Foundations program, Suzanne provided implementation assistance to tourism stakeholders including facilitation of a widely attended public open house to present the funding/governance model and marketing and sales priorities for the new organization; a presentation to Mayor and Council;  development of a Request for Proposal for Central Reservations (Guest Fulfillment) Services; development of job description and employment contract for Executive Director and establishment of bylaws for a new Society – Tourism Fernie.

  • Client:  Tourism British Columbia/District of Tofino & District of Ucluelet

    Project: Joint Community Tourism Strategy

    Suzanne facilitated a joint community tourism plan for Tofino and Ucluelet identifying greatest market opportunities for destination collaboration completed in 2010. The facilitation process brought together two communities with a history of competition rather than collaboration and identified six key areas for cooperation between Tourism Tofino and Tourism Ucluelet. 

  • Client: Tourism British Columbia/Haida Gwaii Tourism Association/ Misty Isles Economic Development Society

    Project: Community Tourism Strategy for Haida Gwaii

    Suzanne facilitated the development of a community supported tourism plan that included participation by the Council of the Haida Nation, Village of Old Masset, Skidegate, Port Clements, Massett and Queen Charlotte City.  As well, the Haida Heritage Centre and Gwaii Haanas National Park Reserve were represented along with several private tourism operators.

     

    This facilitation process included identification of key target markets and product development opportunities along with marketing and sales strategies and measures of success.  The process required extensive community consultation as its timing was coincident with the formation of the Misty Isle Economic Development Society (MIEDS).  Consequently it was imperative that the relationship of MIEDS and tourism stakeholders developing the community tourism plan be clarified and understood.  The tourism plan recommendations were adopted for implementation by the Tourism Advisory Committee (TAC) to MIEDS and are now being implemented.  Facilitated discussions between tourism stakeholders and MIEDS representatives (primarily local governments) allowed an agreement to be reached regarding the composition of the TAC and its relationship to the Board of MIEDS to ensure accountability and stakeholder involvement in investment decisions.

     

  • Client: Tourism British Columbia/Xeni Gwet’in First Nation/Chilko Resort & Community Association

    Project: Xeni Gwet’in Community Tourism Plan

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In the Xeni Gwet’in Caretaker Area she facilitated a collaborative discussion amongst the Xeni Gwet’in Nation and local tourism operators in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    Quote:

    “Suzanne understands the importance of cultural and environmental sustainability in developing a tourism economy and embeds this in her work so that long term success in keeping with traditional values is assured.  People in the Chilcotin like to do things on their own but Suzanne was able to bring us together as a group and build agreement on tourism objectives and priorities.  She then assisted us with implementation giving us a set of foundational marketing and sales tools that bring immediate results.”

     

    Ms. Nancy Oppermann

    Project Manager,

    Xeni Gwet’in First Nation

     

  • Client: Tourism British Columbia/Village of Kaslo

    Project: Kaslo Community Tourism Plan

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In Kaslo she facilitated a collaborative discussion amongst local tourism stakeholders in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    Working with local stakeholders, Suzanne identified the need to work collaboratively with the primary regional draw – the City of Nelson to market the entire regional experience including Kaslo and Ainsworth Hot Springs, particularly in the shoulder seasons.  As well, the Suzanne facilitated a process to provide direct input to the Village of Kaslo Official Community Plan update thereby ensuring that local tourism interests would be incorporated into future municipal direction.  Plan implementation is underway and a new Kootenay Lake tourism association has been formed.  The 2% AHRT was approved by the Regional District for all participating communities.  This local collaboration and sustainable funding model was a significant achievement arising from the planning process. 

     

    Quote:

    “Suzanne works well in a small town setting and was able to work together with us to develop a community tourism plan that would deliver results while recognizing our limited resources.”

     

    Debra Hamilton

    Owner/Operator – Wing Creek Resort,

    Village of Kaslo

     

  • Client:  Tourism British Columbia/City of Castlegar

    Project: Castlegar Community Tourism Plan

    Suzanne works as a facilitator with Tourism British Columbia’s Community Tourism Foundations® Program and Experiences BC.  In Castlegar she facilitated a collaborative discussion amongst local tourism stakeholders in order to:

    • establish tourism objectives and measures of success

    • review market ready product and product development issues along with market research relevant to potential target markets

    • develop a comprehensive situation analysis including a review of strengths, weaknesses, opportunities and threats

    • identify key target markets, product development opportunities, key messages and marketing/sales strategies and tactics to reach target markets. 

     

    Suzanne’s facilitation process served to identify Castlegar’s unique competitive offerings as a regional hub and a base for Kootenay outdoor adventures.  Key target markets and associated marketing and sales strategies to reach these markets were identified with stakeholders. A funding and governance model for destination marketing was also developed with the intention of using this model and the clearly defined marketing and sales strategies as a tool for further discussions with the accommodation sector regarding the need to invest in destination marketing.

     

  • Client:  Tourism British Columbia/City of Cranbrook

    Project: Cranbrook Community Tourism Plan Revisit/Update

    Suzanne was asked to work with a group of tourism stakeholders in the City of Cranbrook in order to update their community tourism plan which many felt was too theoretical and too focused on spending funds that they did not yet have.  Suzanne conducted a day-long workshop to update the plan.

     

    The facilitation process gave rise to a more focused and achievable list of tourism priorities and led to improved ownership of the plan by local stakeholders.  These priorities covered a broad range of topics including organization/structure for destination marketing; funding for tourism promotion; branding; tourism infrastructure and product development; marketing/sales strategies; promotional tools; performance tracking and communication/education.

     

  • Client:  Tourism British Columbia/Town of Kimberley

    Project: Kimberley Community Tourism Plan Revisit/Update

    Suzanne was asked to work with a group of tourism stakeholders in the Town of Kimberley in order to revisit their community tourism plan.  During a day long workshop, the community tourism plan and strengths/weaknesses; issues/opportunities facing Kimberley was updated.  Significant progress had been made since plan development so the facilitation process identified a series of new priorities related to stakeholder engagement and understanding of the role of Tourism Kimberley; cooperation between Tourism Kimberley, Resorts of the Canadian Rockies and Kimberley vacations in order to provide a seamless guest experience and manage the proliferation of websites and data capture points; determination of the value of tourism and pursuit of several new target market segments.

  • Client:  Tourism British Columbia/Sts’ailes Nation

    Project: Sts’ailes Community Tourism Plan

    Suzanne conducted a day-long tourism planning workshop with members of the Sts’ailes Nation and other tourism stakeholders in the Harrison Mills/Harrison Hotsprings region.  The workshop was attended by more than 60 individuals who, with Suzanne’s assistance, identified tourism objectives, assessed existing products and new product opportunities and considered priority target markets.  At the conclusion of the workshop, a recommended list of tourism product development strategies and marketing/sales strategies were prepared by Suzanne to guide Sts’ailes tourism efforts for the next 3-5 years.

  • Client:  Tourism British Columbia

    Project: Enhancing Board Governance Workshop Development

    Suzanne was asked by Tourism British Columbia to develop a new one-day workshop to be offered to Destination Marketing/Management Organizations (DMO’s) around the Province.  The workshop is designed to improve and enhance the performance of the DMO’s Board of Directors by considering better practices in governance including:

     

    • Understanding the legal context for Board governance

    • Legal/fiduciary responsibilities – duty of care, duty of loyalty, duty of obedience

    • Management responsibilities

    • Models of Board governance – working Board vs. policy Board

    • Roles – Director, Chair, Vice-Chair, Secretary, Treasurer

    • Role of Committees

    • Better practices

    o Code of Ethics

    o Accountability

    o Transparency

    o Decision Making

    o Financial Controls/Risk Assessment

    o Conflict of interest

    o Communications

    o Strategic planning

    o Performance evaluation systems

    o New director orientation

    o Board manuals

    o Board committees

     

    The workshop has been successfully delivered to several DMO’s in the Province.

     

    Quote:

    “Suzanne has developed an outstanding workshop that combines strong theoretical knowledge of governance along with an insightful and practical understanding of ‘on the ground’ relationships between Boards and Executive Directors.  The workshop is being very well received by the tourism industry with Board’s seeing tangible and immediate opportunities to improve their effectiveness.”

     

    Ms. Laura Plant

    Manager, Community Partnerships

    Tourism BC/Ministry of Jobs, Tourism and Innovation

     

  • Client:  Destination Osoyoos/Tourism British Columbia

    Project: Enhancing Board Performance – Governance Workshop

    Suzanne delivered a one-day workshop with the Board of Directors and CEO of Destination Osoyoos designed to enhance Board performance by facilitating a discussion of the roles and responsibilities of Directors, the Chair, the CEO and the preferred model of governance to be followed by Destination Osoyoos.  The purpose of the organization, its bylaws and better practices in governance related to strategic planning, conflict of interest, code of ethics, communications and performance evaluation were considered.  The workshop concluded with a review of governance priorities and an implementation plan for the Board moving forward.

     

    Quote:

    “Suzanne – Thank you for a really valuable experience! I would be happy to be a ambassador for this workshop to any community who is thinking of doing a workshop! Suzanne your delivery was both skilful and masterful. We have a solid plan and goals to work towards.”

     

    Jo Knight

    Executive Director

    Destination Osoyoos

     

  • Client:  Rivercorp (Campbell River Economic Development/Tourism BC

    Project:  Enhancing Board Performance – Governance Workshop

    Suzanne delivered a one-day workshop with the Board of Directors and CEO of Rivercorp, Campbell River’s Economic Development organization, designed to enhance Board performance by facilitating a discussion of the roles and responsibilities of Directors, the Chair, the CEO and the preferred model of governance to be followed by Rivercorp.  The purpose of the organization, its articles and better practices in governance related to strategic planning, conflict of interest, code of ethics, communications and performance evaluation were considered.  The workshop concluded with a review of governance priorities and an implementation plan for the Board moving forward.

     

    Quote:

    “Suzanne delivered another governance workshop that was both relevant and valuable to participants.  She is able to tailor each session to the specific needs of participants and create an engaging and productive dialogue for all that results in a specific list of implementation priorities for the organization to pursue.”

     

    Ms. Laura Plant

    Manager, Community Partnerships

    Tourism BC/Ministry of Jobs, Tourism and Innovation

     

  • Client:  Skidegate Band Council, Haida Gwaii

    Project: Destination Development Strategy for Haida Gwaii

    Suzanne worked together with Upperfield Consulting to develop a comprehensive, market-driven sustainable tourism strategy for Haida Gwaii that included market research, identification of target markets, branding and positioning of a Haida Gwaii tourism experience and creative execution for website development, lure brochures and other collateral.  This review also considered existing tourism experiences and identified new product development opportunities to support destination tourism and visitation to the Haida Heritage Centre.  The recommended branding was deployed at Haida House as part of the 2010 Winter Olympics held in Vancouver/Whistler.

  • Client:  Banff Lake Louise Tourism

    Project: Best Practices – Funding Destination Marketing Organizations

    Suzanne led the review of North American best practices in funding destination marketing organizations and facilitated an extensive local consultation process that led to a customized solution to triple destination marketing and sales funds for Banff Lake Louise Tourism.

  • Client: Town of Banff/Banff Lake Louise Tourism

    Project: Sustainable transportation solutions for Banff/Lake Louise

    Working together with Ecosign Mountain Resort Planners, Suzanne was engaged to recommend transportation strategies for the Banff Lake Louise area.  The project included documentation of current reality with regard to year round transportation in Banff/Lake Louise including the guest experience, cost of services provided and a preliminary assessment of opportunities to improve guest experience and resort competitiveness.  This review was supplemented by a summary of market perspectives on year round transportation in Banff/Lake Louise based upon interviews with summer and winter tour operators and other documented market research.

     

    A review of competitive/best practice destinations was conducted to understand alternative approaches to transportation including guest experience, funding models and transferable lessons.  The final report resulted in the conceptual development of a transportation strategy for Banff/Lake Louise that addressed the transportation needs of destination skiers as well as transportation initiatives focused on year round visitors, the resident population and seasonal employees. The strategy addressed the nature of transportation, the key characteristics of this transportation system including summer/winter implications, best practices for funding and cost sharing recommendations and next steps to proceed to implementation.

     

  • Client:  Tourism British Columbia/British Columbia Fishing Resorts and Outfitters Association

    Project: Provincial Tourism Strategy for Freshwater Fishing Experiences

    Suzanne facilitated the development of a province-wide tourism freshwater fishing marketing strategy for the British Columbia Fishing Resorts and Outfitters Association (BCFROA).  Working together with representatives from across the province offering steelhead, salmon, trout and lake fishing experiences, Suzanne helped clarify specific target markets, competitive positioning and key messages for each type of experience.  She then developed a comprehensive marketing and sales strategy that incorporated a strong web presence, media relations, tour operator relations and other partnerships to leverage resources and promote the sector. This research based plan included specific and measurable objectives and indicators of progress to gauge implementation success.

  • Client:  Xeni Gwet’in First Nation

    Project: Best Practices in Tourism Land Management/Access

      Branding, Market Positioning and Key Messages

      Website development

      Lure Brochure

      Trade/consumer show booth design

    Cadence Strategies was engaged to reviewed best practices in tourism land management and access protocols around North America and share these lessons with the Xeni community.  Suzanne engaged with the Xeni community to establish broadly supported visitor protocol for those wishing to visit the Xeni Gwet’in Caretaker Area.  This protocol is now posted throughout the territory.

     

    Suzanne also undertake a branding and competitive positioning review for the world class tourism experiences found in the Xeni Gwet’in Caretaker Area that included competitive benchmarking and the development of key market messages.  This branding and positioning was translated into the development of a new umbrella identity for all future tourism initiatives.

     

    Suzanne’s most recent work with the Xeni Gwet’in included development of a media kit for visiting journalists including suggested storylines; development of web content; design of a new lure brochure and design/purchase of a trade/consumer show booth.

     

    Quote:

    “Suzanne brings a strategic and thoughtful approach to aboriginal cultural tourism that respects First Nation values and concerns about appropriate cultural sharing while still keeping clear focus on the nature of experiences that today’s travelers are seeking.  Her work with the Xeni Gwet’in First Nation has built a sound foundation for the growth of a sustainable tourism economy.”

     

    Nancy Oppermann

    Project Manager

    Xeni Gwet’in First Nation

     

     

     

  • Client:  Tourism British Columbia/Backcountry Lodges of BC

    Project: Provincial tourism strategy for Backcountry Lodges

    Suzanne facilitated the development of a provincial tourism strategy for members of the Backcountry Lodges of British Columbia Association as part of Tourism British Columbia’s Experiences BC program.  The facilitation process identified the Backcountry Lodge sector’s tourism marketing objectives and recommended a series of quantitative measures to track progress.  A comprehensive situation analysis was developed including a review of market research, analysis of BC’s competitive set, and strengths/weaknesses/ opportunities/ threats.  Key target markets were recommended for both summer and winter and key messages to increase market awareness and to establish a unique competitive position were developed.  A marketing and sales strategy and associated tactics were also recommended and implementation assistance was provided in the development of an awareness building advertising insert placed in Explore Magazine. 

     

    Quote:

    “Suzanne brings a unique combination of strategic tourism planning skills and practical implementation experience.  No one wants another report that sits on a shelf.  Suzanne’s recommendations are always strategic but more importantly they are ready to implement, they recognize the realities of limited resources and they target maximum measurable returns.  Suzanne worked with the Backcountry Lodges of British Columbia Association to develop a strategic tourism marketing plan that identified target markets, and recommended unique competitive positioning and key messages to target audiences.  This important foundational work will serve the Association well for many years to come.”

     

    Ms. Heather Boyd

    Manager, Sector Development and Marketing

    Tourism BC/Ministry of Jobs, Tourism and Innovation

     

  • Client:  Northern Secwepemc Cultural Society

    Project: Feasibility Study of Proposed Cultural Centre

    Suzanne Denbak worked together with an architectural team to assess the feasibility of the development of a First Nations Cultural Centre at 108 Mile House for the five Northern Secwepemc communities (Eskétemc - Alkali Lake, Tsq'escen - Canim Lake, Stswécemc - Canoe Creek, Xat'súll - Soda Creek, T’exelc - Williams Lake).  This scope of work included comprehensive stakeholder consultations regarding local aspirations for the facility and visitor experiences to be shared, identification and consultation with potential partner organizations and a review of available market research.  As well, a comprehensive business plan (visitation estimates, pricing structure, revenue streams, operating costs etc.) was developed that considered both operating and capital requirements for the Cultural Centre. 

     

    Suzanne also facilitated discussions with local community representatives to develop key market messages and a regional brand identity that will be used by the Cultural Centre and by new tourism businesses to be launched in each of the five Northern Secwepemc communities.  Using the Cultural Centre as a ‘launch point’, the project also studied the development of several new community supported sustainable tourism experiences for visitors wishing to have a more immersive cultural experience.

     

  • Client:  Carrier Chilcotin Tribal Council

    Project: Tourism Opportunities Study – Nuxalk/Mackenize Grease Trail

    Suzanne Denbak was engaged to review the tourism opportunities available to First Nations communities with territories along the historic Nuxalk/Mackenzie Grease Trail from Bella Coola to Quesnel.  Six communities were engaged in a facilitated discussion and their opportunities and concerns with tourism development identified (Nuxalk Nation, Ulkatcho, Lhtako Dené Nation, Lhoosk’uz Dene Government, Nazko First Nation, Lheidli Tenneh First Nation).  Market research was examined and highest opportunity target markets and their experiential needs identified.  Product development opportunities were assessed given the unique cultural and natural offerings available and potential tourism product itineraries developed.  A tourism marketing strategy and implementation considerations were also included in the final tourism opportunities study.

  • Client:  Buffalo Nations Luxton Museum Society

    Project: Reinvention of Museum Concept

    Suzanne Denbak was engaged by Robertson Enterprises to assist the Buffalo Luxton Museum in Banff, AB in its reinvention.  This assignment included a review of market research related to cultural facilities and aboriginal experiences, consultation with potential partner organizations (Banff Lake Louise Tourism, The Banff Centre, etc.) and a review of comparable facilities to identify transferable lessons.  A comprehensive plan was developed that would transform the facility into an authentic and engaging experience for visitors and would reverse declines in facility revenue and profitability.  This plan included a staged implementation that recognized financial and human capacity constraints.

     

    Quote:

    “Suzanne provided exceptional guidance in understanding market trends related to aboriginal cultural tourism and the translation of these opportunities into a realistic plan to reinvent the Buffalo Luxton Museum in Banff.”

     

    Mr. Terry Robertson, BA, MBA

    Robertson Enterprise Consulting

     

  • Client:  Coastal First Nations/Great Bear Initiative

    Project: Sustainable Tourism Implementation Framework

    Coastal First Nations/Great Bear Initiative have over the past ten years secured rights to tourism tenures in their traditional territories through the Reconciliation Protocol Agreement with the Province of British Columbia.  Cadence Strategies is working together with Coastal First Nations participating in the Great Bear Initiative to develop a proposed sustainable tourism implementation framework to secure benefits on the ground from these successful political negotiations.  The Great Bear Initiative includes representatives of Wuikinuxv Nation, Heiltsuk Nation, Nuxalk Nation, Kitasoo/Xaixais First Nation, Gitga’at First Nation, Haisla, Metlakatla First Nation, Old Massett Village Council, Skidegate Band Council, Council of the Haida Nation.  The sustainable tourism implementation framework includes a community engagement process and an assessment of community willingness/ readiness to participate in the tourism economy, market demand for Coastal First Nations tourism experiences, extensive capacity building programs and business support for the launch of new aboriginal tourism ventures.  Branding and marketing strategies for existing and new aboriginal cultural tourism experiences are also included in the framework.

     

    Quote:

    “Suzanne has been an invaluable resource in the development of our proposed sustainable tourism implementation framework.  We are looking forward to rolling out this framework together with her for the benefit of all Coastal First Nations in the Great Bear Initiative.”

     

    Frank Brown

    Director of Land and Marine Stewardship

    Coastal First Nations/Great Bear Initiative

     

  • Client:  Town of Fernie

    Project: Governance and Funding model for Destination Marketing

    Suzanne Denbak worked with Small Planet Consulting and North Shore Project Leadership in Phase I of the project to review community attitudes and perceptions regarding tourism, historical tourism marketing efforts and future directions.  In Phases II-VI, Cadence Strategies through Suzanne Denbak worked independently with the Tourism Task Force in Fernie to create a central tourism marketing agency.  These phases considered:

    o Ongoing community consultation and engagement including a public forum for review of Phase I findings and discussion of upcoming work plan and a formal update to local Council

    o Review of Best Practices in destination marketing and a review of marketing efforts within Fernie’s competitive set to provide guidance to the overall structure and a sense of urgency amongst stakeholders

    o Governance model for the new Tourism Fernie

    o Funding model including implementation of the Additional Hotel Room Tax and funding options for non-accommodation tourism businesses

    o Relationships with the Chamber of Commerce, the ad hoc Fernie marketing consortium and a local private publisher of the Guide to Fernie

    o Spending priorities and anticipated results for the first three years of operation

    o Implementation plan

     

  • Client:  Province of British Columbia

    Project: Best Practices Guide for Resort Development and Operation

    Suzanne participated on a multi-disciplinary team to create a best practices guide for resort development and operation in British Columbia.  Suzanne assessed opportunities to pursue sustainable tourism development, the role of destination marketing organizations, associated governance and funding best practices and marketing/sales strategies to grow tourism revenues.

  • Client: Initiatives Prince George/City of Prince George

    Project: Assessment of Tourism Services Delivery Implementation of 2% Additional Hotel Room Tax

    Suzanne was engaged to review the tourism services delivery (destination marketing/visitor services) mechanisms for the City of Prince George.   This review included working closely with a Tourism Advisory Committee to consider the following issues:

    o Need for a new destination marketing organization

    o Understanding the value of tourism – defining ‘tourism’ for a gateway city

    o A governance model for a new destination marketing organization including representation on the Board of Directors; relationship to Initiatives Prince George, the Economic Development Agency for the City; election of Directors; membership models;

    o A funding and investment model including membership fees; implementation of the Additional Hotel Room Tax; strategic priorities; guiding principals and allocation of funds to priority initiatives (awareness building vs. visitor information services, etc.)

    o Relationships with other tourism partners – local/ regional/ provincial/national bodies

     

    Quote:

    "Suzanne's work provided a strong foundation for the subsequent establishment of a new destination marketing organization for Prince George funded by the 2% Additional Hotel Room Tax.  Suzanne understands the concerns of accommodators and provided a balanced approach to funding and governance issues that reflected their needs as well as the objectives of Initiatives Prince George and the City."

     

    Kathie Scouten

    Former Vice President

    Initiatives Prince George

     

  • Client:  Red Mountain Ventures

    Project: Best Practices in Destination Marketing/Establishment of a Mountain Resort Association

    Suzanne was engaged by Red Mountain Ventures to assess opportunities to create a sustainable destination marketing model as part of the development of real estate lands at the base of Red Resort in Rossland, BC.  Her research included a review of best practices in resort/destination marketing and recommendations to establish a Mountain Resort Association to be registered on title of new developments.  Suzanne drafted the proposed bylaws of the Association and engaged extensively with the community of Rossland and neighbouring real estate developers to build support for the proposed model.  The Red Resort Association has been successfully established and is now a funding partner for destination marketing with Tourism Rossland.

     

    Quote:

    “Suzanne’s work with Red Mountain Ventures created a strong foundation for destination marketing in support of both the Resort and our associated real estate development.  She engages well with stakeholders and the community at large and offers a unique combination of strategic thinking and practical implementation skills. It was a pleasure working with her.”

     

    Mr. Don Thompson

    Vice President

    Red Mountain Ventures

     

  • Client:  Whistler Museum & Archives

    Project: Market Assessment and Creative Concept

    Suzanne participated on a multi-disciplinary team that reviewed the market context for museum and cultural facilities in British Columbia as well as the nature of experiences that visitors are seeking.  Comparable facilities were studied and transferable lessons and best practices in cultural concept development and delivery were summarized.  Potential partner organizations were contacted and opportunities to leverage experiences and resources documented.  A summary assessment of strengths/weaknesses/ opportunities and threats contributed to the development of a proposed museum concept.  In addition to studies of best practices and discussions with potential partners, Suzanne led concept testing elements of the project including discussions with local community members and overseas tour operators.

  • Client:   Whistler Museum & Archives

    Project:  Feasibility Study for Proposed Museum Concept

    Building upon her previous work in concept development for the Whistler Museum & Archives, Suzanne was asked to join a multi-disciplinary team of consultants studying the feasibility of the proposed new Whistler Museum & Archives concept.  Her work included review of potential revenues from admission, programs and special exhibits.  As well, she contributed expertise to site selection and to an assessment of capital and operating costs including labour, program delivery expenses and marketing/sales budgets.  This study also included a stakeholder engagement process that involved the organization’s Board of Directors, the local Whistler community and potential partner organizations.

     

    Quote:

    “Suzanne’s strong financial and analytical skills compliment her knowledge of tourism markets and the experiences that visitors are seeking allowing her to accurately assess the feasibility of new tourism businesses and cultural facilities. We would welcome the opportunity to work with Suzanne again.”

     

    Mr. David Whetter

    Cornerstone Planning Group

     

  • Client: South Coast/Mountains Regional Transportation Advisory Group

    Project: Stakeholder Recommendations to the Minister of Transportation – 2005, 2007 and 2008

    Suzanne was asked to coordinate and facilitate workshops to develop and prioritize regional transportation recommendations for the Minister of Transportation as part of the Regional Transportation Advisory Committee process in the Province of British Columbia.   Suzanne organized the logistics and facilitated stakeholder workshops beginning in 2005.  She was asked to facilitate workshops again in 2007 and 2008.  In addition to facilitating the input sessions, she was responsible for summarizing findings and working together with the appointed Committee members to prioritize and report to the Minister a comprehensive set of recommendations for the South Coast/Mountains region.

     

    Quote:

    “Suzanne is an expert facilitator and was able to merge the many and disparate views on transportation in our region into a comprehensive and defensible set of transportation priorties for consideration by the Minister.”

     

    Mr. Douglas Miller

    Chair, (2005-2009)

    South Coast/Mountains Regional Transportation Advisory Committee

  • Client:  Resort Municipality of Whistler/Tourism Vancouver

    Project: Tourism Representative in Land Use Negotiations - Sea to Sky Land Resource Management Plan (LRMP)

    For four years (2003-2007), Suzanne sat as the tourism representative on the Sea to Sky Land Resource Management planning process leading interest based negotiations related to land use on behalf of tourism interests in the corridor.  Areas of controversy requiring resolution included permitted industrial uses and their impact on tourism experiences being offered including impacts on global brand impression.  As well, within the tourism industry itself, conflict between motorized and non-motorized users in both summer and winter required resolution and Suzanne participated in these intra-sector discussions.  Suzanne’s leadership and partnership with other sector representatives supported the direction taken in the Squamish Nation Land Use Plan and served to enshrine tourism priorities in land use planning in the region.

     

    Quote:

    “Suzanne played a pivotal role in securing protection of designated areas for backcountry tourism and preservation of the wilderness experience that is fundamental to the region’s global brand and marketing efforts.  She is a relationship builder and expert negotiator.”

     

    Eckhard Zeidler

    Former Councillor

    Resort Municipality of Whistler