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Community Capacity Building Handbook

April, 2009
April, 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
1. Introduction
Cruise tourism is a growing segment of the tourism industry climate for starting a new business. And visitors are lured to
in British Columbia. It is one of several economic develop- successful destinations because of something unique that
ment strategies being implemented by coastal communities, they cannot find closer to home. Cruise ship passengers
many of which already host large numbers of visitors arriving select ports-of-call only indirectly, through their choice of
by air, ferry, or private vehicle. Some coastal communi- itinerary, but cruise lines pay close attention to the opinions
ties may find that there are opportunities to expand their of their passengers when making itinerary decisions about
economic base by developing cruise tourism, while others each port. Some destinations gain strong reputations that
may conclude that cruise tourism is not an economic activ- protect them from being dropped from cruise itineraries,
ity they wish to pursue. In even though other factors such as location, moorage costs,
either case, it is important Definition: “Cruise tourism” and scheduling may negatively affect the overall decision.
for communities to under- means the arrival of large These destinations are said to have a strong “brand” image
and small cruise line vessels
stand the opportunities among passengers.
and “mega yachts” that are
presented by cruise tour-
chartered. The term used
ism, as well as the poten- Purpose of the Community Capacity Building
throughout this handbook
tial trade-offs in order to does not include private Handbook
determine whether cruise boats and their owner- This handbook begins with the assumption that your com-
tourism should be part of passengers although they are
munity has made a commitment to investigate the potential
the community economic a great addition to community
for, or has decided to pursue, development of cruise tour-
tourism and can use many of
development program. It ism but isn’t quite sure how to proceed. The purpose of the
the same facilities.
is also important to rec- handbook is twofold:
ognize that communities
that choose to pursue cruise tourism will need to make a
long-term commitment to the development of this sector of
the cruise industry. It takes time, often many years, to build
the necessary capacity to accommodate and attract cruise
ships to any community.

Cruise Tourism in the Context of Destination


Welcoming visitors who arrive by cruise ship for short stays,

is just one reason for destination development. Towns every-
where strive to develop a community environment enjoyed
by their residents and attractive to investors and visitors.
Destination development includes developing attractions,
activities, amenities and atmosphere. For residents, suc-
cessful destination development gives them a place to meet
family and friends, and “hang out”. It also means keeping
resident spending within the community through a critical
mass of shops, services and places to dine. Successful
destination development for investors creates an economic

Cruise BC – Community Capacity Building Handbook – April, 2009

1. Introduction (Continued)

Definition: “Tendering” means

shuttling cruise passengers
by boat (or tender) between
the cruise ship and the shore.
This is a common practice for
destinations and ports that don’t
have a big enough dock (or berth).

1. To assist communities in determining whether cruise intended to offer each community a general approach to
tourism is a good or even realistic fit with their community building capacity for cruise tourism with the understand-
and its future economic development; ing that each community will use other public and private
2. To assist those communities who are already committed resources to fully develop their potential.
to the development process, in assessing their current
state of readiness and what they might need to do to How to Use this Handbook
improve their preparedness.
Readers of this handbook are encouraged to review the
The handbook has been produced by Cruise BC, British entire handbook to get a sense of the scope of capacity
Columbia’s association of ports, destination marketing building for cruise tourism before embarking on the first step.
organizations (DMOs), and federal and provincial govern- Each step in the process of capacity building is described,
ments. The Association is committed to working together with sample worksheets corresponding to each step found
to strategically develop the untapped potential that exists in the Appendix.
to make Canada’s Inside Passage and BC’s port cities It is important to remember that any type of economic devel-
world-class cruise destinations. For additional informa- opment activity is an ongoing process that builds on previous
tion about Cruise BC as an Association, or to find out how efforts. This handbook has been designed as a reference
Cruise BC can assist your community in evaluating and piece that can be referred to throughout the development
planning for cruise tourism, please contact the Association of cruise tourism in a community.
at 606.633.9022.

Cruise BC recognizes that every community is unique, with

its own culture and economic interests. This handbook is

Cruise BC – Community Capacity Building Handbook – April, 2009

2. Understanding the Cruise Industry
Perhaps you have seen cruise ships passing by your com- The cruise ship product available today offers a wide array
munity and wondered why they are all heading to Alaska and of experiences to passengers. Large cruise ships offer a
not cruising in British Columbia. Or perhaps you have heard main stream product and visit ports that can handle their
that another British Columbia community is beginning to at- size. Small cruise ships (also known as “pocket cruisers”)
tract cruise ships and wondered why they are not stopping carry only a 50-300 passengers and can visit some smaller
in your town. In order to understand the answers to these ports that the big ships cannot reach. Mega yachts carry
questions it is necessary to understand the cruise industry only a handful of passengers and have even greater flex-
and how it has developed in the past several years. This ibility and choice of ports. Shore activities range from active
section provides a brief overview of the cruise industry in adventures such as kayaking, hiking, and scuba diving to city
North America. For those who would like more detail about sightseeing and shopping. Cruises are offered for different
the cruise industry, reference sources are provided at the lengths of time, reflecting the changing vacation patterns of
end of this section. the travel market.

British Columbia has an

Cruise Tourism is Dynamic and Growing Definition: “Homeport”
means a destination that is active cruise industry,
The cruise industry is one of the fastest-growing segments used as the ship’s point of serving both large and
of the travel industry. Cruise Lines International Associa- departure and/or return. “Port small cruise ships at a
tion (CLIA) reported that 10.2 million people took a cruise in of call” means a destination handful of different ports.
North America in 2007. The North American cruise industry that is visited as part of a For many years Vancou-
cruise itinerary.
is growing about seven and a half percent a year. Capacity ver served as the primary
has kept pace with demand. According to industry analysts, homeport for the Alaska
the cruise industry is expected to continue to grow well into cruise fleet but in recent years Seattle has nearly equaled
the future. Vancouver’s homeport activity, primarily through additional
growth of the fleet, but also some capture of the Vancouver
The North American cruise industry is dominated by three
activity. Other ports in the Province, such as Victoria, Na-
major companies: Carnival Corporation with half of all avail-
naimo, Campbell River, Prince Rupert, Alert Bay, and Port
able cruise beds in the market, followed by Royal Caribbean
Alberni have hosted cruise ships of various sizes.
Cruise Line with 31% of the market, and the Star Group/
NCL with 10% of the market. A variety of other cruise lines About 1.5 million cruise
Definition: “Pacific
comprise the remainder of the market. Northwest” as described passengers visited British
in this handbook includes Columbia in 2007 and were
British Columbia, primarily on Alaska-bound
North American Market Share by Cruise Line
Washington State and cruises. A few cruises
Oregon State. 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/Pacific Northwest cruise capacity is growing at a
slightly higher rate than for the North American market as a
Source: Cruise Industry News Annual whole – also, good news for the Pacific Northwest.

Cruise BC – Community Capacity Building Handbook – April, 2009

2. Understanding the Cruise Industry (Continued)

The British Columbia Cruise Industry and registered. The provi-

Definition: “Revenue
sions of the law known Passenger” means a
British Columbia receives cruisers from a variety of cruise
as the Passenger Vessel passenger on a cruise that
itineraries and from different home ports.
Services Act (section 8 of passes through a port. Ports
• Vancouver based cruises sailing to and from Alaska;
the Act of June 19, 1886) count the passengers each
• Seattle based cruises sailing to and from Alaska with time they pass through
and section 12106 of title
stops in British Columbia; the port. For example, a
46, United States Code,
• British Columbia cruises based in either Vancouver or passenger on a round-
provide that only those
Seattle; trip cruise embarking and
vessels built in the United debarking at the same port
• San Francisco based cruises sailing to and from Alaska
States and continuously would be counted twice. A
with stops in BC
owned by U.S. citizens passenger visiting a port-of-
Vancouver, Seattle, and San Francisco are the ports used and documented in the call as a day visitor would be
as homeports for cruises in the Pacific Northwest and Alaska U.S. may transport pas- counted once. Passenger
region. Vancouver and Seattle are the primary homeports, fees collected by ports are
sengers in the coastwise
calculated based on revenue
each hosting approximately half of all revenue passengers trade of the United States
passenger counts.
for the region. San Francisco homeports only about 2% of i.e., between U.S. ports.
Pacific Northwest cruises.
Foreign-flagged vessels are currently entitled to make as
Home Port Market Share – Pacific Northwest / Alaska many U.S. port calls as they choose, provided that these
Region 2009 calls are part of an international route and that passengers
who embark at a U.S. port
Definition: “Shoulder
do not permanently dis-
Season” refers to the
embark at a different U.S.
months of May and
September, when cruise port. Examples include
traffic is building and waning. a cruise ship that leaves
from Vancouver BC and
proceeds to Seward, Alaska via Ketchikan and Juneau, and
a cruise ship that roundtrips from Vancouver BC but visits
intermediate Alaska ports. Additionally, the U.S. Customs
Service has interpreted the Passenger Vessel Services
Act to allow a foreign vessel to make as many intermediary
Source: Port Metro Vancouver; Port of Seattle; Port of San Francisco
U.S. port calls as it chooses, and disembark passengers
at a different U.S. port, as long as the vessel makes a port
Since 2000, Seattle has increased its market share consid- call at a foreign port. An example is a cruise ship that sails
erably, as more ships entered the Pacific Northwest/Alaska from Seattle, WA, visits British Columbia and Alaska ports
market. Vancouver competes with Seattle for ships on and returns to Seattle. These requirements are a substantial
seven-day round trip Alaska itineraries. Vancouver remains reason behind the current design of cruise itineraries in the
the sole homeport for ships on seven-day one-way Alaska Pacific Northwest.
Vancouver home ports the most ships that sail in the region.
U.S. Law affects how cruise itineraries are designed, A few of those ships offer short cruises before and after the
because almost all modern cruise ships are foreign built Alaska season that often stop at British Columbia ports. A

Cruise BC – Community Capacity Building Handbook – April, 2009

2. Understanding the Cruise Industry (Continued)

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.

Homeports and Number of Ships

Number of Number of
Port Ships Ships with
Homeporting Stops in BC In 2008 there were five active British Columbia cruise ship-
Vancouver 18 **
ports – Vancouver, Victoria, Prince Rupert, Nanaimo, and
Seattle 11 11
Campbell River. In 2009, Port Alberni will also host cruise
San Francisco 2 2
ships. Vancouver’s cruise ship port calls are primarily
homeport calls, with a few port-of-call stops made by ships
*One of the ships home-porting in San Francisco also uses not based in Vancouver. The port calls in other communities
Vancouver as a homeport for part of the season.
are all port-of-call stops made by ships on Pacific Northwest
**A handful of ships offer Vancouver-based short cruises in BC
before and after the Alaska season. or Alaska various itineraries.

British Columbia Cruise Passengers by Port, 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
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 Benefits of the Cruise Industry to Canada and the U.S.

Total Economic Direct Spending by Cruise Full and Part-Time Total Wages
Benefit Lines and Passengers Jobs Created 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.

Cruise BC – Community Capacity Building Handbook – April, 2009

2. Understanding the Cruise Industry (Continued)

British Columbia Ports and Port Calls 2008 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 Corpora-
tion, Royal Caribbean/Celebrity, and the Star Group. Each of
these companies operates several cruise brands. Carnival
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 Windstar
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.
Source: Cruise BC

Economic Value of the North American Cruise Primary Cruise Companies in North America
Industry Carnival Corporation
Carnival Cruise Lines
The economic impact of the cruise industry is generated
Holland America Line
through spending by cruise passengers, cruise ship crews, Princess Cruises
Our clients.
and cruise lines. Passenger spending in homeports tends Cunard / Seabourn
Costa Crociere (U.S.)
to be higher than ports-of-call, because passengers often
stay in the hotels in the homeport before or after their cruise. Royal Caribbean Cruise Line
Royal Caribbean International
However, passenger spending in ports-of-call is also im- Celebrity Cruises
portant because it goes to support local, small businesses Celebrity Xpeditions

providing dining and retail opportunities, and transportation Star Group

and tour services. This spending all adds up to significant Norwegian Cruise Line
Orient Line
economic value and benefits in both Canada and U.S.Cruise
line spending is also significantly higher in home ports due Other cruise companies operating in North America includes
to stocking up on supplies and using local services. those operating smaller, specialty-type vessels, such as lux-
ury cruise lines (i.e. Crystal Cruises, Radisson Seven-Seas
Both countries experience economic benefits in the form of
Cruises, Silversea Cruises, Windstar Cruises) or adventure
jobs and wages generated. For Canada, the total benefit
or expedition cruises (i.e. Cruise West, Lindblad Cruises).
is $2.3 billion, with over 16,000 full and part time jobs cre-
These companies are few in number but provide a diversity
ated. Much of this benefit comes to British Columbia, which
of cruise product for passengers with different interests.
captures two-thirds of the overall economic benefits of the
industry. The U.S. economic benefits are much higher than
Cruise Segments
Canada’s, primarily because the U.S. hosts many more
home ports for major destinations, such as Mexico and the Another way to think about the cruise industry is by cruise
segment. The cruise industry is commonly segmented
Caribbean. In addition, U.S. ports also home port ships
based on level of service and/or activities offered onboard.
bound for Canadian waters.
Five cruise segments are referred to by the cruise industry:
budget, contemporary, premium, luxury, and exploration/
soft adventure.

Cruise BC – Community Capacity Building Handbook – April, 2009

• The budget segment includes cruise lines that North American Cruise Line by Cruise Segment
operate ships that tend to be older and smaller,
Contem- Exploration/
Cruise Line Premium Luxury
offering less entertainment and fewer frills. This porary Adventure
cruise segment has declined in recent years
Carnival Corporation
and at this time there are no cruise lines in North
Carnival Cruise Line X
America that fall into this segment.
Holland America Line X
• The contemporary cruise product segment Princess Cruises X
includes cruises in medium-size to very large Cunard/Seabourn X
and/or modern ships with daily rates of less Royal Caribbean
than $300. The contemporary cruise product Royal Caribbean Cruises X
appeals to passengers of all ages and income Celebrity Cruises X
categories, and most often to first-time cruisers. Celebrity Xpeditions X

• The premium product segment includes daily Star Group

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

affluent passengers, and experienced travelers/ Orient Lines X

cruisers. Typically this segment features large, Other Cruise Lines

frequently newer ships. America West Steam-
• The luxury segment usually includes medium-
Clipper Cruise Line X
sized to smaller ships, and daily rates of $300
Crystal Cruises X
to $600 or more, longer cruises and worldwide
Lindblad Expeditions X
Radisson Seven Seas X
• Exploration or soft adventure cruise products Silversea Cruises X
are generally found on smaller ships with widely Cruise West X
varying daily rates, fewer frills, but an emphasis ResidenSea X
on learning. Society Expeditions X

Cruise BC – Community Capacity Building Handbook – April, 2009

2. Understanding the Cruise Industry (Continued)

By understanding the cruise segment that a cruise line or a Alaska Cruise Association
particular ship fits into, you can increase your understand- 360 K Street, Suite 300
Anchorage, AK 99501
ing of the different types of passengers that may come to Tel: 907.743.4529
your community and capacity needs for shore excursions. Fax: 907.743.4553
For example, passengers that arrive in your community on Web:
a small, soft adventure cruise ship may be looking for a dif- The Alaska Cruise Association (ACA) is an Alaska-based,
ferent type of shore experience than passengers arriving on not-for-profit organization, established to build strong
a 2,000 passenger contemporary large ship. partnerships between local businesses, communities and
Additional information about the cruise industry, the cruise cruise companies. Their goal is to work with businesses and
lines, and the cruise markets can be found from a variety public leaders to improve community relationships, increase
of sources. economic benefits for Alaskans and address environmental
The following are a few of the sources that are readily avail-
CLIA (Cruise Line International Association)
910 SE 17th St., Suite 400
Fort Lauderdale, FL 33316
Tel: 754.224.2200
Fax: 754.224.2250

CLIA is the official trade

association of the cruise industry.
On their website are a number of
research reports about the cruise
industry including market profiles
and market potential studies.

NWCA (North West Cruise Ship

1111 W. Hastings Street,
Suite 100
Vancouver, BC, Canada
V6E 2J3
Tel: (604) 681-9515
Fax: (604) 681-4364

NWCA represents the cruise lines

serving the Pacific Northwest,
Alaska, and Hawaii. Their
website includes information
about the Alaska cruise season,
ports-of-call and economic impact

Cruise BC – Community Capacity Building Handbook – April, 2009

3. Cruise Tourism and Your Community
The Cruise Industry and Your Community derstanding can assist in proper planning and development
that will provide economic gains for the community and a
The most important first step for a community interested in
quality experience for visitors.
cruise tourism development is to become knowledgeable
about the cruise industry in general and specifically about
the cruise lines, ships, itineraries of cruise lines operating in
Cruise Tourism Can Benefit Your Community
British Columbia and Alaska. The next step is to assess the Cruise tourism generates passenger, crew, and cruise line
level of support in the community for cruise tourism develop- spending in the communities that the ships visit. Cruise
ment. The entire community will need to work together to passengers spending depends on the length of time in
attract cruise lines and meet the needs of the cruise ships port and the number of things available to see and do. For
and their passengers. example, in 2008 the average spending per passenger in
Vancouver BC was $242. In Prince Rupert it was $56. Cruise
Each port community interested in developing cruise tour-
ship crew spend $55 each on average on shopping, eating
ism should enter into the process with realistic expectations.
and some tours. Cruise line spending includes port fees,
Understanding the potential opportunity and benefits along
line handling, and other services that may be provided to
with potential costs is important for a community in order to
the ship (expenditures by cruise lines for services and sup-
make an informed decision about how cruise tourism might
plies increase significantly for home ports) . This spending
fit into the community. Once the decision is made, this un-
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 benefits 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


The opportunities for a community that pursues cruise tour-

ism are numerous. First, there is the economic opportunity
where cruise tourism diversifies 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 local
heritage and culture, particularly for First Nations groups.
Additional recreational opportunities for local residents may
be developed through cruise tourism. There are a number of
public benefits as well, some measurable and others more

Cruise BC – Community Capacity Building Handbook – April, 2009

3. Cruise Tourism and Your Community (Continued)

intrinsic. For example, spending by cruise passengers, increase demand and maintenance for public services, such
crew, and cruise lines can contribute to the local tax base. as roads, fire and police protection.
Cruise tourism can also stimulate investment in public facili-
Perhaps the biggest challenge with cruise tourism is that
ties and private retail, services and restaurants that benefit
when a cruise ship calls, it requires the community, shore
residents as well as tourists. Finally, cruise tourism can boost tour operators, retail establishments and others to gear up
community pride through increased interest by residents in operations for a short period of time (six to twelve hours),
presenting an attractive community to their cruise guests. a few days a week during a four or five-month season.
While the opportunities presented by cruise tourism may be Because a ship arriving in a community is a big event, it
attractive to many communities, there are also challenges requires a substantial amount of planning to accommodate
that will need to be understood and addressed. Economi- the ship, its passengers, and crew.
cally, cruise tourism does generate new jobs and business
opportunities. However, many of the new jobs are seasonal Assessing Community Interest and Support
and not as high paying as some other types of jobs. Some Community interest and support of cruise tourism develop-
communities are transitioning from primarily resource-based ment can be assessed through a variety of methods. Com-
economies into new industries. For workers whose wages munity workshops, surveys of local residents, and surveys of
were strong, lower-paying tourism jobs may be difficult to the business community are just a few of the most common
accept. Tourism jobs offer communities the opportunity to approaches to learning about how the local population feels
employ younger residents just starting out, and second- about cruise tourism development. Before asking community
income family members. Culturally, increased activity from residents how they feel about cruise tourism development,
cruise tourists may begin to conflict with local lifestyles or provide them with information about the pros and cons so
subsistence activity. In addition, increased cruise tourists they can make an informed decision. Workshops are a good
may create recreational and resource user conflicts. Further, way to deliver information and engage the community in a
additional visitors from cruise ships in your community may discussion of the merits of cruise tourism.

Cruise BC – Community Capacity Building Handbook – April, 2009

4. Getting Organized
So, let’s say there is interest in your community to pursue identify specific places or areas local residents do not want
cruise tourism development. This interest may come as a to see developed for cruise tourism. The Cruise Committee
result of informal discussions by members of the community can develop and implement workshops or a survey on its
or it could be driven by a specific economic development own or hire experienced facilitators to assist them.
initiative. In any case, where do you start?
Step Three: Community Guidelines
Step One: Community Organization
The third step in the process for the Cruise Committee is to
This first step identifies the leadership and organization for set directional guidelines for cruise tourism development.
developing community capacity for cruise tourism develop- For example, a community might develop guidelines for
ment. Without a clear, dedicated leadership committee, the downtown retail improvements, the introduction of sidewalk
process of developing cruise tourism will not get very far. dining, beautification, directional signage, shuttle services,
locales suitable for shore excursions, etc.
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, Step Four: Cruise Tourism Vision and Goals
and who are “doers.” Guiding the process will sometimes be Creating a vision and setting goals is always a challenge.
a thankless job, but without the energy and enthusiasm of The vision lays out what cruise tourism looks like in your com-
the committee members, it’s likely that nothing will happen. munity in the future. This vision will help you develop your
The key to success is to organize a committee that includes goals and action plans for cruise tourism development. A
representation from the primary interests in cruise tourism visioning process should include broad participation from the
development (i.e. economic development agencies, local Cruise Committee and any other participants who may have
business owners), as well as those who may be affected by a role to play in cruise tourism development. Results of the
its development (i.e. resource agencies, transportation agen- community attitude survey can be used to understand what
cies, etc.) There should be at least as many representatives the community might want from cruise tourism development
from the private sector on the committee as public sector and can be integrated into the development of the vision.
representatives. The committee should be large enough
The vision of Cruise BC is:
to represent the main interests of the community but small
“British Columbia’s cruise industry is vibrant, sustainable,
enough to be able to reach consensus and make the tough internationally recognized and benefits coastal and First
decisions. (See Worksheet #1) Nation communities.”

This statement provides the “vision” of where the members

Step Two: Community Attitude Assessment of Cruise BC see cruise tourism development for British

The second step is to assess the community attitudes of the Columbia. Your community might have a vision statement

residents and local businesses regarding the development more specific to your area. For example a community vi-

of cruise tourism. What does the community expect from sion might read:

cruise tourism? This assessment can be achieved through An attractive destination for large and small cruise ships
where passengers can experience a variety of activities
a variety of methods including community workshops, and/
and local culture.
or resident attitude surveys and business surveys. It is
important to learn about how local people feel about cruise Or, you might want to create a vision related to a specific and
tourism development and identify any concerns they may unique brand image that the community wants to develop in
have about future development. This process can also order to set themselves apart from other ports of call:

Cruise BC – Community Capacity Building Handbook – April, 2009

4. Getting Organized (Continued)

THE place on the Northwest Coast to engage in challeng- Or a more ambitious goal might be:
ing outdoor activities in a spectacular environment. Two large cruise ships (over 1000 passengers) making
Following a visioning exercise, the Cruise Committee will a total of ten port calls during the summer months within
three to five years.
want to set some overall goals for cruise tourism. Goals are
Developing a cruise tourism vision and overall goal is an
specific and define more clearly what the community wants
important step, as these statements will guide your devel-
from cruise tourism. An example of an overall goal might be:
opment efforts. You will want to set more specific goals for
One small-size cruise ship (under 500 passengers) mak- your development efforts but you will need more information
ing five ports calls in our community during the summer
to do so. The next section, “Assessing Community Capacity”
months within three years.
outlines how you can develop the information you will need
to set specific goals.

Cruise BC – Community Capacity Building Handbook – April, 2009

5. Assessing Community Capacity
and Setting Goals
Community capacity means the ability of the community to This process provides the basis for communities to create
accommodate the needs of a cruise ship, whether large or specific development goals and identify projects needed to
small, for a port call. Does your community have the ability be able to attract the cruise industry.
to dock a ship or is only an anchorage available? What are
the current, tide, or swell conditions in your harbour? Is there
Step One: Community Assessment
signage for cruise passengers directing them from the dock
to the town area? What shore excursions are available? Your community, no matter what size, will need to consider
A community must ask these and many more questions a number of issues in preparing to serve cruise ships. One
in the assessment process. There are four basic areas of of the best ways to consider the issues is to put oneself in
assessment: the community, the port, the tour operator/at- the shoes of a cruise passenger. As the ship pulls up to
traction base, and the retail base. Each of these areas will the dock or anchorage in your town, does the community
need to be assessed in terms of the existing capabilities, look attractive and inviting from the water? Will the cruise
the development needs, and who should be responsible. passenger want to disembark? Once they disembark,

What the Cruise Line executives say is important in selecting cruise destinations
Cruise Line Destination Selection Criteria Ranking Category
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/qualified 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 confirmation 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 traffic flow 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: Author: Ashcroft, Chris. “What’s important in determining the choice in a port of call”, Dream World Cruise
Destinations, Page: 49. Ashcroft & Associates, London, United Kingdom

Cruise BC – Community Capacity Building Handbook – April, 2009

5. Assessing Community Capacity (Continued)

is there signage directing them to the bus for their shore questions a cruise line would ask about your port facility.
tour or to the town for shopping? Are there clean public (See Worksheet 3: Port Operator Assessment)
washrooms nearby? Issues of passenger comfort, safety,
access, visitor information and other issues need to be Step Three: Tour and Attraction Assessment
addressed by the community. Using the Community
The activities available for passengers while they are in port
Assessment Worksheet, the Cruise Committee can iden-
are a key component to their satisfaction with their cruise.
tify the development needs for the community at large.
Cruise lines are interested in ports that offer a range of at-
(See Worksheet 2: Community Assessment)
tractions and organized shore tours for their passengers. In
particular, the lines like ports that offer tours with a variety
Step Two: Port Assessment of different activities, such as sightseeing, wildlife viewing,
The operator of the port facility itself may be different in each hiking, in different prices ranges and durations. Typically,
community. Your community might have an established cruise lines will pre-sell, either on their websites or onboard
port authority, or the port facility might be privately owned their ships, shore tours offered by local operators. The price
and operated. Regardless of what kind of entity operates of the tour sold by the cruise line includes a substantial com-

the port facility, a number of questions will need to be ad- mission that compensates them for delivering large numbers

dressed, particularly the technical questions the cruise lines of clients, pre-selling the tour, and providing a profit. In many
cases a receptive travel agent’s fee is also included in the
will ask. Cruise lines will want to know about your harbour,
price of the tour.
the docking technical specifications, the security arrange-
ments, port charges and fees and other issues such as fresh The first task in this assessment is to inventory what the
water capability, recycling and garbage handling. The Port community has to offer. Using the Tour and Attraction
Operator Assessment worksheet walks you through all the Inventory Worksheet, you can identify all the possible op-

Cruise BC – Community Capacity Building Handbook – April, 2009

5. Assessing Community Capacity (Continued)

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 fill 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 Step Four: Retailer Assessment
should be conducted in the areas of transportation, insur- What shopping and restaurant opportunities are available
ance, tour quality, staffing, pricing, emergencies, and other in your community for cruise ship passengers? Are there
issues. The Worksheet: Tour Operator/Attraction Assess- a variety of shops and products, particularly local products,
ment works through the range of questions a cruise line available to purchase? Will the shops and eateries be open
would ask a tour operator offering a shore excursion. The when the ships are in port? Will they take foreign currency?
results of assessment will point out what things tour opera- These and other questions need to be addressed by com-
tors and attractions need to do to meet the needs of the munities. Passengers will want to have a shopping area that
cruise industry. Further, the assessment may point out areas is easily accessible to the ship, which offers interesting inven-
where the Cruise Committee and community might assist, tory, and takes credit cards and/or foreign currency (primarily
such as sponsoring seminars and training for tour operators. U.S. dollars). Shops and restaurants will need to be open
(See Worksheet 5: Tour Operator/Attraction Assessment) while 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-
Typical Insurance Requirements by
sarily on the top of the list of activities of cruise passengers,
Cruise Lines for Tour Operators
experience in other ports shows that cruise passengers are
Auto Liability (bus, van, ATV, etc.
willing to spend a lot of money at retail establishments in
- vehicles not subject to US DOT $1-2 million minimum per occurrence
port communities. The more prepared the retail community
- vehicles subject to US DOT
is, the more money will be spent by passengers.
- 10 pax or fewer $1.5 million per occurrence
- 11 pax or more $5-10 million per occurrence The Worksheet: Retailer Assessment asks a variety of
Watercraft - Motorized (catamaran, fishing boat, Zodiac, etc.) questions about your community’s retail establishments.
- 20 pax or fewer $1-2 million minimum per occurrence These are the questions a cruise line will ask about your
- 21 pax or more $2 million minimum per occurrence retail community. This assessment points out those things
Watercraft - Non-motorized (kay- that the retailers need to think about if they want to benefit
$1 million minimum per occurrence
ak, raft, etc)
Aircraft (flightseeing by helicopter $500k - $1 million per seat, $5 million
from cruise passenger spending. And, like the tour op-
or fixed wing) minimum erators and attractions, retailers would benefit from special
Tours w/alcohol $2 million per occurrence workshops and trainings that are specific to their issues.
General Liability $1 million per occurrence (See Worksheet 6: Retailer Assessment)

Cruise BC – Community Capacity Building Handbook – April, 2009

6. Initiatives to build
community capacity
After assessing your community’s readiness for cruise tour- action plans that address the gaps identified in the assess-
ism, you probably have identified a number of issues you ment process. For example, the Cruise Committee might
will want to address. This section is designed to suggest include representation from a downtown merchant’s asso-
various initiatives that can assist you in building the capacity ciation. The Cruise Committee members representing the
in your community for cruise tourism. retail community could work with the merchant’s association
to conduct the Retailer Assessment and identify goals and
1. Setting Development Goals and action plans for that sector. Some of those actions might
Responsibilities be the responsibility of the individual retailer, the merchant’s
association, or the Cruise Committee. In one community in
The assessment process will identify the strengths that al-
BC the Cruise Committee has spawned a number of smaller
ready exist within the community, as well as the opportunities
committees that are looking after community beautification,
available for development. The process will also point out
tour operator training, retailer training, and other specific
the weaknesses and challenges that lie ahead. Regardless,
the process provides the backdrop for setting specific goals
and action plans in the community. The following initiatives are suggestions for you to consider
for your community as your Cruise Committee works through
Who should set those goals? At this point in the process the
the process of developing cruise tourism.
Cruise Committee in your community should be recognized
as the leadership behind your community’s cruise develop-
2. Community Organization Initiatives
ment initiative. The Cruise Committee will be nurturing a
broad stakeholder group that includes representation from Getting started can be one of the most challenging tasks.
all aspects of cruise tourism development. Working with There are a number of techniques to help your community
these stakeholders, the Cruise Committee can set goals and get started assessing the cruise tourism industry. Usually a

Cruise BC – Community Capacity Building Handbook – April, 2009

6. Initiatives to Build Community Capacity (Continued)

small group of people in the community is responsible for • Small Business Workshops and Training – Most
getting the ball rolling. Kicking-off a process with any of the businesses involved in the cruise tourism industry are
following can be a good way to start: small, often “mom and pop” type operations. Small busi-
• Community Open House – Sponsor a community night ness owners require a variety of marketing, financial,
and invite the public. Collect input of what the community and management skills. Workshops and trainings that
thinks of cruise tourism, what they would like to know support the development of skills in these areas would
about it, how they can get involved, etc. Having a guest assist not only existing business owners but would help
speaker that can answer questions about the cruise others develop new businesses. Topics might include
industry might be helpful. the following:
• Retail signage that works for pedestrians
• Community Workshop – This is a more formal activity
• Window displays and merchandising lures
that would have a highly structured program to explore
• Building façade upgrades
cruise tourism for the community. Different group pro-
• Retail beautification
cess techniques could be applied such as strategic plan-
• Effective outdoor dining venues
ning, asset mapping, open-mike discussion forum, etc. It
• Artisans in action and street performers
is useful to have the workshop professionally facilitated.
• Way-finding signs and information kiosks
• Business Leaders Workshop – This is also a formal • The psychology of impulse buying
activity where the leadership of the community is invited
• Hospitality Training – All employees of cruise tourism
to discuss cruise tourism. A workshop of this nature
related businesses and volunteers involved in working
might be sponsored by a city government, chamber
with cruise passengers should have hospitality training.
of commerce, local visitor bureau, an economic devel-
British Columbia’s “WorldHost” Program is an excellent
opment agency or jointly sponsored by any of these
training program that has been in existence since 1986
and can be conducted in any size community.
• Informal Cruise Committee Formation – Perhaps
• Tourism Internship Programs – To assist with develop-
you have enough interested people in your community
ing and training tomorrow’s entrepreneurs, an internship
to form an initial cruise committee to get the process
program can be instituted with participating businesses.
started. If this were the case, then the next step would
be to identify and involve others that can assist with • Tourism Training Programs – Other workshops and
creating a more formal working group. seminars can be developed that provide important
training for tour guides and others involved in cruise
Which forum you choose will be dependent on your commu-
tourism. Some of the subject areas recommended for
nity. It will be important to leave the organizational meeting training could include:
with the next steps clearly spelled out.
• Engaging visitors in local history and culture
• First Nations culture and traditions
3. General Business Initiatives and Training • Training for volunteer greeters
Programs • Branding your products and services
There are a number of general business initiatives that
can be extremely helpful to the community and businesses 4. Community Initiatives
preparing for cruise tourism. These initiatives would appeal
The community assessment exercise will identify areas
to a broad range of businesses, including those outside of
the community will need to address. Your community may
cruise tourism. The Cruise Committee could work with lo-
already have a tourism agency that can coordinate with the
cal educational institutions and/or business consultants to
community to implement these initiatives. Or your com-
provide these programs:

Cruise BC – Community Capacity Building Handbook – April, 2009

6. Initiatives to Build Community Capacity (Continued)

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 Beautification Committee – Flower bas-
kets, attractive signage, comfortable walking area in the
town with benches, all these contribute to the quality of a
probably the one of the most important initiatives the
visitor’s experience. A committee can take responsibility
Cruise Committee will undertake. The cruise lines prefer
to work with the community and businesses to create
to work with one rather than several contacts in your
an atmosphere of charm and comfort.
community to coordinate shore excursions. Even better
• Satellite Visitor Information Center (VIC) – Your town is a single contact for port information and shore excur-
may have a tourism information center already, however, sions. A central shore excursion agency can coordinate
it may not be near the dock. A staffed VIC at or near tour operators and ensure that these operators meet the
the cruise terminal with brochures and maps will help requirements of the cruise lines. In one community, a
cruise passengers find the businesses and activities in shore excursion tour agency was established as a joint
the town. venture between the local tourism promotion agency
and a private sector entity. This joint venture works with
• Volunteer Greeter Program – Greeting the cruise ship
local tour operators to provide education, tour packag-
upon arrival makes the cruise line feel welcome. Almost
ing information, insurance requirements, etc. The local
every community in Alaska has a volunteer greeter pro-
tour operators benefit by having someone marketing
gram whereby the volunteers where identifiable clothing
their tours directly to the cruise lines and handling the
and are available to pass out walking tour maps and
bookings. For their efforts, the tour agency takes a
answer visitors questions.
percentage (commission) off the price of the tour.
• Walking Tour – Many cruise passengers will take tours,
• Shore Excursion/Tour Packaging Workshop – Tour
but just as many will explore your community on their
operators and attraction owners would benefit from an
own. A walking tour map that can be passed out at the
understanding of how to put together tour packages
cruise ship and available at the VIC helps the indepen-
to sell as shore excursions. A workshop can provide
dent visitor have a good experience.
information on how to package tours, what the cruise
lines are looking for, what makes a good package, how
5. Shore Excursion/Attraction Development to price packages, insurance requirements and other
Initiatives relevant information.

The shore excursion development in a community will require • Study Other Ports – Shore excursions in your commu-
considerable effort on the part of the Cruise Committee and nity sold to cruise passengers compete with shore excur-
the local tour operators. Shore excursions are a key ele- sions in other communities on the cruise itinerary. Study
ment in the cruise passenger experience and a key source what other ports are offering, what the tours include, and
of revenue for both local businesses and the cruise lines. how they are priced to get a better understanding of how
In order to make the shore excursion program a success, to build shore excursions that will compete successfully.

the following initiatives should be considered: • Develop Scenic, Wildlife-Oriented and First Nations
• Create A Shore Excursion Tour Agency – This is Tour Product – Cruise passengers are interested in the
scenery, the wildlife, and the culture of British Columbia.

Cruise BC – Community Capacity Building Handbook – April, 2009

6. Initiatives to Build Community Capacity (Continued)

There are opportunities for a variety of experiences that have need to access the Internet and telephones. Shops
include these features. offering these goods don’t need to be at the cruise ship
terminal, however, shuttle access is necessary to attract
• Develop unique experiences visitors won’t find
crew to your shop. They have a limited amount of time
elsewhere – Cruise passengers are interested in being
off the ship and if they save the cab fare they just may
engaged in experiences they would not find at home,
spend it in a shop.
such as jeep and ATV trips, canopy rides and zip lines.
Unique tours can be very popular. • Make Shopping An Attraction – Shopping in your
community is an attraction when the shops are interest-
ing and alluring, offering a wide variety of interesting
6. Retail Development Initiatives
merchandise and feature locally made goods. Arts and
Many surveys of cruise passengers suggest that they don’t crafts, particularly First Nations art, are very popular
take a cruise to go shopping. However, studies of cruise among cruise ship passengers. Some shops in cruise
passenger spending suggest that if they have the opportu- ship ports have appealing sidewalk displays that entice
nity, passengers will spend a considerable amount of money passengers into their shop. One shop in Ketchikan,
shopping. Making the shopping opportunities accessible Alaska, has a giant stuffed bear outside its door, where
and available in your community will be critical to capturing cruise ship passengers enjoy having their picture taken.
passenger spending. The following initiatives are designed • Establish a Community-Wide Currency Exchange
to prepare your community’s retail sector for cruise ship Program – Most cruise ship passengers are from the
passengers: U.S. and will be carrying U.S. dollars. Having the ability
• Create A Retailers Working Group – The retailers to take U.S. dollars at an established exchange rate (that
in your community need to come together to address is updated regularly) in the retail sector creates a very
many of the development issues for cruise tourism. In friendly atmosphere for cruise passengers.
some communities a downtown business association • Have Available Currency Exchange and ATM Ma-
has been formed to jointly market the area to the cruise chines – Some passengers will need to change money
ship passengers and plan special events, such as art and/or access cash. It will be important to have these
walks or open houses. services available at or near the cruise ship terminal.
• Access to Shopping Program for Cruise Passengers • Offer Shipping and Courier Services – Most shops
– Your retail businesses may be near the cruise ship ter- in established cruise destinations offer shipping and
minal, making shopping opportunities readily available courier services to cruise passengers who don’t want
to passengers. If your community’s retail establishments to lug their purchases through customs and immigration
are not near the cruise terminal then a plan is needed to and aboard airplanes. If a shop does not or cannot offer
help cruise passengers access the shopping opportuni- these services, be sure cruise passengers have access
ties. This may include a special walking tour map that to a service provider that can do the shipping for them.
points out the shops, a shuttle to the shops, or bringing
• Offer A Merchandising Workshop – The local commu-
the shops to the cruise terminal. In some communities,
nity, Cruise Committee, or Chamber of Commerce might
where the cruise terminal is a fair distance to the shop-
want to offer a retailers merchandising workshop that
ping district, temporary structures are set up near the
is designed especially for attracting cruise passengers.
cruise terminal for retailers to rent.
Retailers can learn about creating attractive displays and
• Access to Shopping Program for Crew – Often the a welcoming atmosphere for cruise passengers. They
cruise ship crew are not considered when develop- can also learn more about merchandise that is likely to
ing cruise tourism. Crew spend money on items of a appeal to cruise passengers.
personal nature, such as sundries and electronics, and

Cruise BC – Community Capacity Building Handbook – April, 2009

6. Initiatives to Build Community Capacity (Continued)

Summary of Community Tasks to Develop Cruise Tourism

Task Activity Details
Open House
Workshops: Educational presentation
Assessing Community
- public workshop Discussion
Interest & Support
- business community workshop Information gathering
Stakeholder surveys

Opinion Leaders
Community Organization Formation of Cruise Committee Primary retail businesses
Shore Tour Operators
Community Officials

Guidelines for:
- public resource uses
- retail operations
- public workshop
Directional Guidelines - tour activities
- suppliers/business workshop
- beautification
- public officials workshop
- transportation
- etc.

Education presentation
- public workshop
Visioning/Goal-setting Visioning exercises
- suppliers/business workshop
Goal setting exercises
- public officials workshop

Set Up Specific Committees

Committee Appointments
Port Capabilities
Research and Reporting
Tours & Attractions
Capacity Assessment Setting Standards
Tasks and Task Assignments
Amenities (restrooms, phones, ATM’s, information, wifi, etc.)
Follow up
Ambiance (landscaping, flowers, public art, sanitation, etc.)

Training Workshops for:

Greeters (SuperHost)
Specific Training Retailers (products, signage, merchandising, pricing)
Shore Excursions, Tour Operators (products, economics, SuperHost)
Community Development Officials (ambience, amenities, activities, attractions)

Best Practices
Polnts of Uniqueness
Shore Excursions
Visit Competitive Ports of Call Retail, Dining
Field Trips
(with an experienced guide) Traffic flow
Crew Facilitation, Etc.

Preparing the materials

Community Information
Port/Dock Information
Attractions, Activities
Marketing to the Cruise Lines Shore Excursions
Logic (how your port fits cruise line goals)
Collateral, Photos, Videos, etc.
Invitation to visit and planned tour
Follow up

Cruise 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 concise and cover the information that is important for them
of your community’s strategy for cruise tourism development. to understand your facilities and make a decision. While the
The process of introducing your community and its attributes final decision may rest on external or subjective factors, there
to a cruise line and stimulating serious interest can take sev- are minimum requirements potential cruise ports must meet
eral months to several years. Any community interested in to be considered at all. This material should include techni-
cruise tourism development must be prepared for the long cal information about the port (harbour conditions, docking,
haul. Cruise lines typically plan and finalize itineraries 12 to security, port fees and charges, and other information), as
24 months prior to the sailing dates. This gives them time well as general information about the community. Informa-
to produce marketing materials and market through their tion about potential shore excursions should provide details
distribution channels, such as their own websites and travel of each excursion, the net rates, capacity, duration, number
agents. of departures, etc. Other general community information,
such as the number and type of retail establishments, free at-
Just how does a community go about getting interest from
traction listings, walking tour maps, community photographs,
the cruise lines? The following steps will help get a com-
initiatives underway for improvements, and other relevant
munity started in effectively marketing to the cruise industry.
materials should be put together in a presentation that can
A community may repeat these steps several times before a
be left with each cruise line.
cruise line shows any strong interest.

Step Three: Meet with Cruise Lines

Step One: Identify Cruise Lines to Target
Once you have identified whom you need to meet with and
The first step is to figure out which cruise lines might have
prepared your materials it is now time to meet with key in-
the highest likelihood of being interested in your community.
dividuals face to face. Key individuals that make itinerary
For example, your community might want only small cruise
decisions at the cruise lines are very busy people who are
vessels, therefore the target list of cruise lines will be those
continually contacted by new cruise destinations. Making
lines that operate small vessels. Once your community has
sure these individuals hear your message is one of the most
identified the cruise lines, you will need to identify the key
challenging activities your Cruise Committee will undertake.
executives to meet with. You will be looking for the indi-
Face-to-face meetings are the only way to get their full atten-
viduals responsible for strategic planning, itinerary planning,
tion and to begin the process of relationship building. It will
operations planning and shore excursion planning. Large
be necessary to nurture these relationships with face-to-face
companies have different departments for these functions. At
meetings once or twice a year. It may take several years
small companies, the President, Vice-President, and Director
before a cruise line seriously considers your community, but
of Operations are the key decision-makers.
by then you will have hopefully built up a strong relationship.

Step Two: Prepare Targeted Material for Each

Cruise Line Step Four: Invite Cruise Line Representatives to
Your Community
Cruise lines will want to learn about your community and
Although very busy people, itinerary planners, operations
port facilities by hearing about them directly from the com-
managers, and shore excursion managers at cruise lines are
munity as well as through written material they can share
sometimes available to visit communities. An open invitation
with colleagues. Material prepared for cruise lines should be

Cruise BC – Community Capacity Building Handbook – April, 2009

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

to the cruise line contacts to visit your community can be • Branding and communications materials as well as
made during initial meetings. If someone expresses inter- presence at the annual Seatrade Convention in Miami
est, then follow-up with a formal invitation and be prepared • Co-operative marketing initiatives with cruse lines to
to roll out the red carpet. If you are in a remote commu- promote BC itinerary sailings
nity that is not easily accessed by road or it takes several
• Joint sales trips to meet with cruise representatives in
hours to do so, consider working with a local air service to
Miami, Los Angeles and Seattle
provide a complementary seat on a flight to and from your
community. Many key cruise officials are in Vancouver at • Production of newsletters and communications material
some point during the year and given enough notice, might to continually update local industry, cruise line repre-
sentatives, government officials and the general public
be able to arrange an extra afternoon or day to visit your
town. You should be prepared to cover the expenses of the For information about Cruise BC, call 604.633.9022 or
cruise rep (travel and accommodation as well as sample e-mail
shore excursion trips).

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

Step Five: Stay Up-To-Date on Cruise BC Cruise Line Materials and Meet with the Cruise
Activities Lines and Again and Again
Cruise BC actively promotes British Columbia ports to cruise Because attracting a cruise line to your community is a long-
lines for consideration in their cruise itineraries. By staying term exercise that may take several years, you will need to
current on Cruise BC activities your community can keep make regular annual or bi-annual visits to the cruise lines.
abreast of upcoming opportunities to interface with key of- Each time a visit is made, updated community and shore
ficials. Cruise BC works each year on several initiatives excursion material should be provided. This is an ongoing
including the following: process where your chances of success are improved with
• Market research and business case comparisons to each point of contact.
better understand and position British Columbia as a
feasible cruise theatre

Cruise BC – Community Capacity Building Handbook – April, 2009

8. resources and references
Cruise BC Steering Committee Members Monika Clifton
Executive Chair: Douglas Peterson Tourism Prince Rupert
Manager of Marketing & Sales 230 - 215 Cow Bay Road, Prince Rupert, BC V8J 1A2
Nanaimo Port Authority Fax: 1-250-627-5105
PO Box 131 – 104 Front Street Nanaimo, BC V9R 5K4 E-mail:
Telephone: 1-250-753-4146 | Fax: 1-250-753-4899 Website:
Website: Jennifer Ford
Destination Marketing Coordinator
Vice Chair: Phil Westoby City of Nanaimo, Destination Marketing
Cruise Development Officer 455 Wallace Street, Nanaimo, BC V9R 5J6
Prince Rupert Port Authority Telephone: 1-250-755-4458 | Fax: 1-250-755-4404
200 – 215 Cow Bay Road Prince Rupert, BC V8J 1A2 E-mail:
Telephone: 1-250-627-2513 | Fax: 1-250-627-8980 Website:
Website: Kristine George
Director, Niche Market Development
Past Chair: Greg Wirtz Tourism Victoria
Manager, Trade Development, Cruise 4th Floor - 31 Bastion Square, Victoria BC V8W 1J1
Port Metro Vancouer Telephone: 1-250-414-6971 | Fax: 1-250-361-9733
100 The Pointe – 999 Canada Place E-mail:
Vancouver, BC V6C 3T4 Website:
Telephone: 1-604-665-9118 | Fax: 1-866-284-4271
E-mail: Richard Lewis
Website: Market Development Manager, North America
Tourism British Columbia
Directors-at-Large 12th Floor, 510 Burrard Street Vancouver, BC V6C 3A8
Andrew Adams Telephone: 1-604-660-4704 | Fax: 1-604-660-3383
Councillor, City of Campbell River E-mail:
375 - 2nd Avenue, Campbell River, BC V9W 4C7 Website:
Telephone: 1-250-286-5710 | Fax: 1-250-286-5760
E-mail: Andrew Little
Manager, Intergovernmental Relations and Planning
Darryl Anderson Tourism Development Branch, Ministry of Tourism, Culture
Wei Wai Kum Cruise Ship Terminal and the Arts
1400 Weiwaikum Road, Campbell River, BC V9W 5W8 PO Box 9809 Station Prov Govt Victoria BC V8W 9W1
Telephone: 1-250-812-5982 | Fax: 1-250-463-6466 Telephone: 1-250-952-6022 | Fax: 1-250-952-0151
E-mail: E-mail:
Website: Website:

Cruise BC – Community Capacity Building Handbook – April, 2009

8. References and Resources (Continued)

John Magor Tourism British Columbia, Victoria

Senior Business Officer 3rd Floor - 1803 Douglas St.
Western Economic Diversification Canada Victoria, British Columbia V8W 9W5
333 Seymour Street, Suite 700, T – 250.356.6363
Vancouver, BC V6B 5G9
Telephone: 1-604-666-1351 | Fax: 1-604-666-2353
E-mail: Tourism British Columbia, Vancouver
12th Floor, 510 Burrard St.
Rebecca Penz Vancouver, British Columbia V6C 3A8
Communications Coordinator T – 604.660.2861
Greater Victoria Harbour Authority
202 - 468 Belleville Street, Victoria BC V8W 1W9
Telephone: 1-250-383-8300 | Fax: 1-250-3838322 British Columbia Economic Development
E-mail: Agencies
Website: 1. Canadian Centre for Community Renewal
T – 250.248.1954
Administration: Jane McIvor F – 250.248.1957
Cruise BC Association
300 - 1275 West 6th Avenue Vancouver, BC V6H 1A6
2. Community Futures Development Corporation of Central
Telephone: 1-604-633-9022 | Fax: 1-604-893-8808 Island
E-mail: 420 Albert St.
Website: Nanaimo, BC V9R 2v7
T – 250.753.6414
F – 250.753.0722
British Columbia Chambers of Commerce E –
British Columbia Chamber of Commerce

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

3. Community Futures Development Corporation of PNW
T -604.683.0700E - 200-515 Third Avenue West Prince Rupert, BC V8J 1L9
Please see the following url for Chamber Membership T – 604.622.2332
contact information in your area: 4. Economic Development Association of British Columbia
5428 Highroad Crescent
Chilliwack, BC, V2R 3Y1
British Columbia Tourism Agencies T – 604.858.7199
Ministry of Tourism, Culture and the Arts E – (Dale Wheeldon, Exec. Dir.)
Minister’s Office
PO Box 9071 STN Provincial Government
5. Community Futures Alberni-Clayoquot
Victoria, BC V8W 9E9
4757 Tebo Avenue
T – 250.953.4246 Port Alberni, BC V9Y 8A9
F – 250.953.4250 T – 250.724.1241
E – F – 250.724.1028

Cruise BC – Community Capacity Building Handbook – April, 2009

8. References and Resources (Continued)

3. Crystal Cruises
6. Community Futures DC of 16-37 2049 Century Park East, Suite 1400
204, 4630 Lazelle Avenue Los Angeles, California 90067
Terrace, BC V8G 1S6
T – 250.635.5449 Strategic/Itinerary Planning
F – 250.635.2698 Scott Kibota, Director, Market Planning
E – Marine Operations Knut Aune, VP Marine Operations

7. Rural Development Canada 4. Cunard Line

4321 Still Creek Drive, Suite 420 6100 Blue Lagoon Drive, Suite 400
Burnaby, British Columbia V5C 6S7 Miami,FL 33126
T - 604-666-3686 T – 305.463.3000
F - 604-666-7235 F – 305.463.3010
Renee Umezuki, Regional Manager
E - Strategic/Itinerary Planning Peter Cox, Direction of Itinerary Design/Development

8. Western Economic Diversification British Columbia 5. Holland America Line

700-333 Seymour Street 300 Elliott Avenue,
Vancouver, BC V6B 5G9 Seattle, Washington 98119
T – 604.666.6256 T – 206.270.6289 F – 206.286.3440
Strategic/Itinerary Planning
Bill Sharp, VP Port Operations and Fleet Security
Cruise Lines
Marine Operations
1. Carnival Cruise Lines
Cees Deelstra, Dir. Nautical Operations
Carnival Place, 3655 NW 87 Avenue
Capt. Simon Douwes, Dir. Deployment & Itinerary Planning
Miami, Florida 3378-2428
Shore Excursions
T – 305.599.2600; (800) 438.6744
Ellen Lynch, Director, Shore Excursions
Strategic/Itinerary Planning
6. Norwegian Cruise Lines
Joan DiPietro, VP Strategic Planning
7665 Corporate Center Drive,
Marine Operations
Miami, Florida 3323
Brendan Corrigan, Sr. VP Operations
T – 305.436.4868
Shore Excursions
F – 305.436.4159
Amilcar Cascais, Dir. Tour Operations
Strategic/Itinerary Planning
2. Celebrity Cruises
Steve Reister, VP Planning & Analysis
1050 Caribbean Way
Marine Operations
Miami, FL 33132
T – 305.539.6000 Hans Lind, Port Captain
F – 305.536.0140 Shore Excursions Joanne Salzedo, Dir. Shore Excursion Product Development
Strategic/Itinerary Planning
Diana Block, Assoc. VP Deployment & Itinerary Planning
Marine Operations
Mario Terizzo, Manager, Worldwide Port Operations
Shore Excursions
Leesa Burzynski, Exec. Shore Excursions & Explorations

Cruise BC – Community Capacity Building Handbook – April, 2009

8. References and Resources (Continued)

7. Princess Cruise Lines 11. Seaborne Cruise Line

24305 Town Center Drive 6100 Blue Lagoon drive, Suite 400
Santa Clarita, CA 91355 Miami, FL 33126
T – 661.753.0000 T – 305.463.3000
F – 661.359.3108 F – 305.463.3010
Strategic/Itinerary Planning Strategic/Itinerary Planning
Rob Uhrig, Senior Analyst, Market Planning Peter Cox, Dir. Itinerary Planning & Land Operations
Marine Operations Marine Operations
Capt. David Christie, VP Marine Operations Dag Toemmervik, Dir. Port Operations
Shore Excursions Shore Excursions
Barbara Safiullin, Shore Excursion Coordinator Helen Panagos, VP Shoreside Operations

12. Silversea Cruises

8. Radisson Seven Seas Cruises 110 East Broward Boulevard
600 Corporate Drive, Suite 410 Fort Lauderdale, 33301
Fort Lauderdale, Florida 33334 T – 954.522.4477
T – 800.447.7500 F – 954.522.4499
Strategic/Itinerary Planning
Mike Pawlus, VP Revenue & Mgmt. Planning Strategic/Itinerary Planning
Shore Excursions Erling Frydenbuerg, Chief Operations Officer
Sylviande DeTracy, Mgr. Shore Programs Marine Operations
Guido Mazzetti, VP Marine Operations
9. Residensea Shore Excursions
5200 Blue Lagoon Drive Jim Eggleston Shore Excursion Coordinator
Miami, FL 331268.
T – 305.264.9090
Small Cruise Lines
F – 305.264.5090
1. CruiseWest
2301 Fifth Avenue, Suite 401
Marine Operations
Seattle, WA 98121-1856
Emilo Freeman, Sr. VP Operations
T – 206.441.8687
Shore Excursions
F – 206.441.4757
Nicky Mortimer, Dir. Tour Operations
Strategic/Itinerary Planning
10. Royal Caribbean International
Dietmar Wertanzi, President & CEO
1050 Caribbean Way
Shore Excursions
Miami, Florida 3332-2096
Wendy Clark, Dir. Guest Programs
T – 306.539.6073
F – 306.539.0562
2. Lindblad Expeditions
96 Morton Street, 9th Floor
Strategic/Itinerary Planning
New York, NY 10014
Diana Block, Assoc. VP Deployment & Itinerary Planning
T – 212.765.7740
Marine Operations
F – 212.265.2770
Capt. William Wright, Sr. VP Marine Operations
Shore Excursions
Marine Operations
Leesa Burzynski, Executive Shore Excursions & Explora-
Marcia Sommer, Manager Port Operations
Shore Excursions
Debbie Reid, Manager Land Services

Cruise BC – Community Capacity Building Handbook – April, 2009

8. References and Resources (Continued)

3. American Safari Cruises 4. North West Cruise Ship Association

3826 18th Avenue West John Hansen, President
Seattle, WA 98119 1111 Hastings Street, Suite 100
T – 206.284.0300 Vancouver, BC V6E 2J3
F – 206.283.9322 T – 604.681.9515 F – 604.681.4364
Strategic/Itinerary Planning E –
Dan Blanchet, President & CEO
Tim Jacox, VP Sales & Marketing
5. Alaska Cruise Association
John Binkley, President
First Nations Groups
360 K Street, Suite 300
Aboriginal Tourism Association of British Columbia
Anchorage, AK 99501
Paul Amos, Director
T – 907.743.4529
100 Park Royal South, Suite 618
F – 907.743.4553
West Vancouver, BC V7T 1A2
E –
T – 604.921.1070
F – 604.921.1072

1. Business Council of British Columbia
1050 West Pender Street, Suite 810
Vancouver, BC V6E 3S7
T – 604.684.3384
F – 604.684.7957

2. Council of Tourism Associations of BC

Stephen Regan, President & CEO
409 Granville Street, Suite 1208
Vancouver, BC V6E 3L2
T – 604.685.5956
F – 604.685.5915
E –

3. Cruise Lines International Association

910 SE 17th Street, Suite 400
Fort Lauderdale, FL 33316
T – 754.224.2200
F – 754.224.2250

Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #1
Committee Member Recruitment

Recruitment List Names of People to Contact

Local economic development organizations

City elected officials

Regional elected officials

Planning boards

Land Use agencies

Transportation agencies

Chamber of Commerce

Retail business owners

Tour operators



Parks and Recreation department

Historical societies

First Nations groups

Cultural groups (i.e. theatre)

Educational leaders

Community opinion leaders


Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #2
Community Assessment
Development Needs
Who Is
Questions/Issues Existing Conditions and Issues to

1. Community in General

Does the community look attractive

from the water?

What is the level of support for cruise

industry development?

2. Cruise Terminal

Does the cruise terminal area make

the passengers feel welcome?

Is there signage directing passengers

to the “town” area?

Is the area clean and attractive?

Are there telephones near the cruise

terminal where passengers can make
credit card and int’l calls?

3. Passenger Comfort

Are there clean public washrooms

near the cruise terminal?

Is there easy access for physically

challenged passengers?

Where are the ATMs? Are they conve-

niently located to the terminal?

Are there benches around town and at

the cruise terminal?

What kind of emergency medical ser-

vices are available?

Cruise BC – Community Capacity Building Handbook – April, 2009

Community Assessment (Continued)

Development Needs
Who Is
Questions/Issues Existing Conditions and Issues to

4. Access Issues

Is there easy access for physically

challenged passengers?
Is there a shuttle to the “downtown”
for museum for those who don’t want
to 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 to

walkers? (signage, flower baskets,
benches, washrooms, friendly people)

6. Visitor Information

Is there a visitor information center on

the dock? In town?

Are there walking tour maps?

Are there greeters at the ship?

7. Other

Are there sports fields accessible for


Are there soccer clubs that might

sponsor soccer games for crew?

Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #3
Port Operator Assessment

Development Needs
Who Is
Questions/Issues Existing Conditions and Issues to

1. Harbour

Open 24 hours or only daylight pilotage?

What are the current, tide, and swell


How wide is the turning circle?

What tugboats are available? Is it

compulsory to use them? Are they large
enough to do the job?

2. Docking
Technical specs – length, height at low
and high tide, depth of water, maximum
allowable draft

Is the dock/pier clean?

Is it easy and safe for passengers to

walk on it?

3. Security
Is there adequate security to ensure
safety of the ship, passengers, and

What are the security arrangements?

Can the ship be cleared quickly by the

local 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 and
sludge be removed at your port?

Is fresh water available and what is the


6. Other

Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #4
Tour and Attractions Inventory
Cultural and Heritage Waterways (canals, straits) Golf tournaments
Attractions Wildlife sanctuaries/refuges/preserves Local theatre
Archaeological sites Wilderness areas Music festivals, concerts
Art Galleries Woodlands Rodeos
Artisans in Action Other Sports events
Birthplaces/homes of famous people Symphony, orchestra performances
Recreation Other
Buildings of architectural interest
Amusement or theme parks
Burial grounds
ATV, Jeep or Scooter tours
Ceremonial dances
Ball parks, games, tournaments Other Attractions
Early settlements
Bird watching Dams, power stations, hydro plants
Ethnic celebrations
Boat rides Factory outlets
First Nations celebrations
Canoeing Government buildings
Folklore programs
Fish hatcheries Locally prepared and packaged food
Ghost towns
Fishing specialties
Historic districts
Fishing derbies Miniature railroads
Historical tours
Fossil hunting Observation towers, observatory
Interpretive centers
Game ranches Outlets for artisans or other locally-
Gliding made products
Lumber or mining camps
Golf Railroad depots
Hang gliding Railroad rides
Recreated villages
Hiking, walking Restaurants and bars with ethnic or lo-
Re-enactment of events
Horseback riding cally grown foods
Hot air ballooning Scenic highways
Walking tours
Kayaking Settings for movies, television
Waterfront restorations
Mountain climbing Showboat, ferry boats, excursions
Rock climbing Unusual buildings
Sailing Winery tours and tasting rooms
Nature-Based Attractions Scuba diving/snorkeling
Arboretum and botanical gardens Speunking
Swimming Local Oddities (the biggest, the
Beaches best, the worst)
Bird watching areas Zip Lines
Zoos The first of its kind
Canyons, caves, gorges The only of its kind
Fall foliage, spring blossoms Other
The highest/lowest
Forests (National, Provincial, Regional, The oldest
other) Special Events Other
Environmental programs Air show
Geological formations Antique auto show
Geysers, hotsprings Antique & collectibles show
Glaciers Arts and crafts fairs
Islands Dance productions
Lakes First Nations celebrations
Mountains, hills, cliffs Ethnic/multi-cultural celebrations
Nature trails Fairs
Natural lookout points Farmers’ market
Protected wetlands Flower shows
Rivers, streams, creeks Food festivals
Provincial parks Harvest celebrations
Waterfalls Artisan studio tours

Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #5
Tour Operator/Attraction Assessment
Who Is
Questions/Issues Existing Conditions Needs and Issues
to Address
1. Is There a Tour Operator
Coordinating Agency?

2. Transportation

Is there clean, comfortable transportation

to/from the tour or attraction?

What is the available inventory of tour bus-


Is the transportation (i.e. bus) easy to

locate and easy to identify on or near the

3. Insurance

Does the operator or attraction have proper

insurance at the levels required by the
cruise line?

What is the operator’s experience and

safety record?

4. Level of Activity/Tour Quality

What is the level of activity for the tour? Is

that 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?

Cruise BC – Community Capacity Building Handbook – April, 2009

Tour Operator/Attraction Assessment (Continued)

Who Is
Questions/Issues Existing Conditions Needs and Issues
to Address
5. Staffing

Does the operator or attraction have

enough staff for peak period operations?

Is the staff well-trained with appropriate


Has the staff had customer service train-


6. Price and Money Issues

Can the operator or attraction offer firm
pricing 12 months in advance?

What is the refund policy?

Does the operator or attraction accept U.S.


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-

8. Other
Is the operator or attraction willing to offer
fams and freebies for the crew?

Cruise BC – Community Capacity Building Handbook – April, 2009

Worksheet #6
Retailer Assessment

Development Needs
Who Is
Questions/Issues Existing Conditions and Issues to
1. Hours of Operation
Are the shops open when the ships
are in port?

Are the shops willing to alter their

hours to meet the ship schedule?

2. Staffing
Do the shops have adequate staffing
for peak shopping periods?

Has the staff been trained in hospital-

ity and customer service?

3. Inventory
Does the shop inventory reflect the
interests of cruise passengers?

Can the shops plan to have enough

inventory during peak periods?

4. Currency Exchange

Do the shops take foreign currency?

Is there a currency exchange guar-


5. Credit Card Transactions

Do the shops take credit cards?

Do the shops have enough telephone

lines and credit card machines for
peak shopping periods?

6. Access
Is there a shuttle from the cruise
dock to bring passengers to shopping

Can the shop accommodate a large

number of shoppers during peak
shopping periods?

7. Other

Cruise BC – Community Capacity Building Handbook – April, 2009