2017 2021 Strategic Business Plan - STRAT PLAN
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2017 - 2021
Strategic Business Plan
The 2017 – 2021 Strategic Business Plan will
remain the roadmap for Tourism Chilliwack
and our stakeholders for the next five years.
The Strategy identifies the priorities that
will ensure that we fulfill our mission of
working with a wide range of community
stakeholders and tourism businesses to
develop marketing programs that are
focused on increasing overall visitors and
overnight stays within the community.
2
VISION
To create a Wow Destination
VALUES
• Tourism Leadership: We will take a lead role in addressing key tourism issues
impacting our stakeholders; provide a recognized voice, representing the
interests of Tourism Chilliwack
• Professionalism: We will work with the highest level of integrity, ensuring we are
fair, honest and transparent in all of our dealings and communications.
• Continuous Improvement: We will work collaboratively and respectfully with our
partners and community stakeholders, sharing information and good practice to
improve our efficiency and effectiveness.
• Achievement & Accountability: We will ensure we are results oriented; setting
clear, achievable targets, and being accountable for our actions and results.
• Community Involvement: We will work with local organizations to support our
community and to increase the awareness of Tourism Chilliwack’s important role
in the local economy
3
MISSION
To grow Chilliwack’s economy
In order to achieve our mission we will organize our efforts by focusing on the following
Key Result Areas:
1. Regional Destination Marketing
2. Partnership and Product Development
3. Entrepreneurial Mindset
Within each of these key result areas, we have developed strategies. These strategies
are not ends in themselves, but rather are the approach that we believe will move us
towards accomplishing our mission. Progress, using these strategies, will be tracked and
evaluated on an ongoing basis and the merits of the strategies will be determined on an
annual basis in the organization’s business plan.
4
01 | REVIEW 2012 - 2017
Tourism Chilliwack currently has three overall strategies to guide our operations and program development:
1. Regional Destination Marketing
2. Partnership Development
3. Entrepreneurial Mindset
“Every great destination becomes that way by having a
cohesive vision for who they are. The success of the
industry depends on the glue that holds all of its members
together, and acts on the better behalf of all such parties.
In our case Tourism Chilliwack does just that.”
- Sam Waddington
5
DESTINATION MARKETING
Develop and implement destination marketing programs that attract visitors and increase overnight stays.
HIGHLIGHTS
Challenges & Opportunities
The previous 5 years of Tourism Chilliwack
Destination Marketing Organizations (DMOs) operating in British activities are demonstrated through a
number of successful marketing programs,
Columbia today are functioning according to a constantly campaigns and achievements as listed
changing set of guidelines that continually redefine the nature of below:
competition. Successfully marketing a destination requires Online Marketing / #ShareChilliwack
ongoing reassessment of its social, cultural, political,
Tourism Chilliwack delivers instant and
technological and environmental strengths. Tourism Chilliwack is engaging content to a wide on-line
no exception to this. audience using Instagram, Facebook,
YouTube and Twitter. The #sharechilliwack
hashtag continues to be one of the fastest
As a result of the increasing use of technology, consumer growing hashtags in the industry with over
13,000 photos tagged on Instagram alone
behavior has changed across the tourism industry. The use of on- to date. The #ShareChilliwack campaign
has allowed us to tap into the power of
line tools to conduct pre-travel planning, purchasing and in- conversation and build quality
market travel choices has impacted the role of a traditional engagements with people experiencing
Chilliwack first hand. As of January 2016,
Visitor Centre. the #sharechilliwack video on Facebook
and YouTube had combined views of
almost 150,000.
6
The Fraser Valley BC Day Instameet to the microsite indicates that the highest
Marketing Campaign & Website Tourism Chilliwack organized Chilliwack’s % of users is from Vancouver and Surrey.
To kick off the campaign, the group hosted first official Instameet on BC Day led by The average session duration has increased
six high-profiled bloggers from the PNW for Roxanna Froese from @intherivervalley, a suggesting that the site is providing
“A Day in the Valley” in August. The local outdoor adventure influencer. This relevant information to users.
outcome of this media trip has already successful Instameet inspired a group of
proven its value as many of these highly 50+ photographers & instagrammers to Advertising
influential bloggers have already shared come to together to take photos and Matching priority target markets and
with their followers the remarkable upload them to Instagram showcasing our product with consumer demand to
experience to be had in the Fraser Valley beautiful community via the hashtag, promote Chilliwack as a destination in key
and created a sense of urgency to visit. #ShareChilliwack. publications and distribution channels.
Another key component and driving force
behind this campaign is a new online tool Media Relations Visitor Centre Kiosk
incorporated into the groups newly With the objective of strengthening our Destination BC created a Pilot Project
launched online tool on media relations efforts to showcase Program to test and document innovative
www.thefraservalley.ca. This online search current products and promote ones, we approaches to providing visitor services.
tool gives potential visitors a place where began to establish relationships with local, Tourism Chilliwack submitted a proposal to
they can discover information about the regional and out of Province media support the building of a new kiosk and
vast number of experiences available in the representatives, ranging from print to on- received a $5000 grant towards the cost.
Fraser Valley. line. Press trips were coordinated for key To ensure the traveller has a positive
influencers and we work with Destination experience at the visitor centre during non-
Cultus Lake Marketing Campaign BC to respond to media inquiries. business hours, the kiosk features: hours of
Working in partnership with key Operations, online planning tools, WIFI
stakeholders in Cultus Lake, Tourism Circle Farm Tour (CFT). information, hotel information, social
Chilliwack coordinated a marketing The goal of the program is to encourage media information as well as brochures in a
campaign with the goal of raising the additional visitors to visit local area farms, weatherproof literature holder.
profile of Cultus Lake as a destination thus farm-gate vendors and local businesses
increasing the economic impact of the and attractions. In 2015 we welcomed 3
tourism industry. The campaign included new partners to the Chilliwack Circle Farm
social media, signage, Visitor Centre Tour, which provides interesting new
support, video development and sport product to compliment the rich product
tourism initiatives. currently available. The market being
targeted is the Lower Mainland and traffic
7
Hiking Guide
A printed Outdoor Adventure and Hiking
guide helps to highlight the variety of
outdoor experiences and opportunities Tourism Chilliwack is our community's voice,
available in Chilliwack. Each hike
highlighted in the guide includes driving leveraging technology, calling to the world,
directions, elevation gain, and degree of
difficulty, highest point, return timing, and
types of activities available on any given
"Come to Chilliwack and play outside!"
trail. This guide is available online, a
- Marc Greidanus, Chilliwack Park Society
printed version is distributed through the
community and the lower mainland.
Tear-away Map
15,000 copies were printed and distributed
in 2015. We cannot keep up with the
amount of requests for this map from
hoteliers and tourism businesses. This tool
is also used in visitor/sport tourism bags to
provide visiting athletes with a tourism
map of Chilliwack.
#ShareChilliwack @photospears
8
PARTNERSHIP DEVELOPMENT
Provide leadership that builds support and effectively communicates the economic importance and value of the
tourism industry for our community.
. mountain bike events in Cultus Lake, and is
HIGHLIGHTS forecast to attract 150 – 200 racers.
Challenges & Opportunities
Stakeholder Model Trail Collaboration
In order to maximize positive In 2006, Tourism Chilliwack replaced its In Chilliwack’s trails, Tourism Chilliwack
membership program with a stakeholder recognized an untapped tourism market
economic results in the model of marketing partners. The and has worked tirelessly to coordinate
stakeholder system continues to provide a stakeholders in supporting the outdoor
tourism industry, Tourism adventure sector in the region. We were
better way of serving Chilliwack businesses
Chilliwack must foster and the overall tourism industry by successful in leveraging grants to enhance
providing them with a menu of marketing trailheads with landscaping, signage and
partnerships with local and promotional opportunities from the information kiosks.
various programs offered by Tourism
tourism businesses, Chilliwack and Chilliwack Heritage Park. Video Development
Tourism Chilliwack’s video bank has been
organizations and individuals. fully updated with b-roll video now
Mountain Biking
Establishing best practices In 2015 Tourism Chilliwack sponsored the available for community use. We have
Fraser Valley Mountain Bike Association to collected video on hiking, golf, rafting,
that include innovation and enable them to attend the Mountain Bike kayaking, water sports, farm fresh
BC Symposium, at which they were able to experiences, Cultus Lake Waterpark and
collaboration are essential to form connections with key industry Adventure Park, mountain biking, off
leaders. As a result, Chilliwack has secured roading, BMX, and aerial shots. These
ensuring that the organization libraries have already been utilized by our
the “BC Enduro Series”, which is projected
operates effectively while to generate $70,000. Tourism Chilliwack partners and Destination BC
will also be working with the FVMBA to .
remaining responsible and revitalize the “Vedder Mountain Classic”,
which will create a full weekend of
relevant to stakeholders.
9
ENTREPRENEURIAL MINDSET
Maximize revenue and opportunities with an entrepreneurial approach to operations that will improve financial
results for Tourism Chilliwack.
Our staffing is integrated which assists
HIGHLIGHTS with work in the areas of destination
Challenges & Opportunities marketing, custodial services, general
Tourism Chilliwack has successfully building maintenance including snow
Although Chilliwack has managed the site, in part, because of clearing at the Visitor Centre, and event
reasonable rates, great customer service staffing for events like the annual
enjoyed steady increases in
as acknowledged by our clients and guests, Business on the Green Golf tournament.
MRDT funding since it’s the ability to target and accommodate a
wide variety of events, as well as Tourism
inception in 2000, it remains Chilliwack’s overall ‘can-do’ attitude. There
is a synergy that comes with having a
lower than in other tourism organization operate a facility
which is a key tourism asset. The events
communities. It is essential
hosted at Heritage Park bring in thousands
for Tourism Chilliwack to of visitors to our community, many of
whom stay overnight in our hotels and
generate revenue from a campgrounds, visit our attractions and
shop for such things as groceries and gas.
variety of sources in order to Our organization also targets and
sponsors specific events that have the
operate effectively and
capacity to generate tourism revenue in
#ShareChilliwack k @crvbasecamp
efficiently.. the community. This compliments both the
newly adopted vision and mission
. statements of our organization. Tourism
Chilliwack uses a portion of the Heritage
Park operating subsidy to market the
venue as well as the community. Further,
having a larger staff base allows our
organization to leverage our resources.
1002 | STRATEGIC CONTEXT
Economic Tourism Conditions ownership and currency exchange provide will “experience” a destination versus
Arguably one of the world’s fastest growing an excellent opportunity to generate simply “visit” the destination. As visitors
industries, the tourism industry, in 2015 interest in travel to Canada. (TIAC News – are given more choices in the way they
marked its 6th consecutive year of above- March 22, 2016) travel, the relationship between the
average growth, with international arrivals sharing economy and the tourism industry
increasing by 4% or more every year since British Columbia continues to perform will become increasingly intertwined.
2010. International tourist arrivals grew by slightly better than the rest of Canada, with
4.4% in 2015 to reach a total of 1,184 international overnight arrivals increasing Influence of Food
million, according to the latest UNWTO 7.9% in 2015 to 4.925 million visitors; from It is estimated that 39 million U.S. leisure
World Tourism Barometer. Some 50 million 4.65 million visitors in 2014. This figure travelers choose a destination based on
more tourists (overnight visitors) travelled includes an increase in the number of the availability of culinary activities, while
to international destinations around the overnight US visitors by about 200,000. another 35 million seek out culinary
world last year as compared to 2014. This strength continues into 2015. activities after a destination is decided
(UNWTO Press Release January 18, 2016) (DBC International Visitor Arrivals) upon.ii The food experience, including
where your food comes from, has always
2015 ended on a positive note for Canada Relevant Travel Trends formed a large component of the travel
with total international arrivals increasing experience, but with the explosion of food-
7.5% over 2014, well above the previously The Sharing Economy focused media and social media, the farm-
noted global growth rate of 4.4%. The shift from ownership to access is to-table movement and high profile events
(Destination Canada Tourism Snapshot transforming many industries, and tourism featuring local cuisine, the interest in
December 2015). is one of the most affected. The rise of regional cuisine has grown dramatically.iii
“Collaborative Consumption” with the
Unlike many Canadian industries, travel popularity of asset-sharing websites like Multigenerational Travel
and tourism is experiencing optimal Airbnb, VRBO, Uber and Eat With a Local As older generations are living longer and
business conditions, particularly from the has made it easier for visitor to connect improved economies, particularly in the
US market where the combination of with local hosts and guides.i The U.S. the tourism industry is seeing a
economic recovery, increased passport expectation of today’s visitor is that they dramatic increase in multigenerational
11travel. 40% of all active leisure travellers experiences, and are strongly influenced by are likely to extend their stay and visit the
have taken at least one multigenerational reviews. Additionally they are very likely to host community.
trip (defined as a trip of parties in three or write, and post reviews, about their travel Rise of Experiential Travel
more generations) during 2015. And, while experiences, both good and bad. It is Visitors in 2016 will be looking for
grandparents are funding the trips, it’s the important to tap into the power of opportunities to explore lesser-known
millennial generation making 77% of the conversation and build connections with destinations, especially those that are
destination and 65% of the activity this group of travellers. untouched or unique. Adventure travel will
decisions, due primarily to the fact that be significant as many travellers strive to
they do all the research and use social Rising popularity of Sport Tourism create unforgettable memories and cross
media as a tool. iv Sport Tourism is defined by the Canadian something off their bucket lists.
Sport Tourism Alliance as “any activity in
Increase in Millennial Travellers which people are attracted to a particular A recent American Express survey revealed
By 2020, 320 million international trips are location as a sport event participant, an that 72% of travellers would rather spend
expected to be made by youth travellers event spectator, or to attend sport their money on experiences than
each year, a staggering 47% increase from attractions or business meetings.” Sport souvenirs. viiAnd the Adventure Tourism
217 million in 2013.v tourism is a $3.6 billion segment of Market Study, from the Adventure Travel
Canada’s tourism industry and is Canada’s Trade Association (ATTA) states that
Meeting friendly locals, living like a local fastest growing tourism segment.vi As is the “Nearly 54% of travelers plan to participate
and the new memories that result from trend for professionals to mix vacation in an adventure activity on their next
these experiences are amongst the time with business travel, enthusiasts trip.”viii
strongest motivations for millennial attending sporting events, particularly if
travellers. They value personal travel they have travelled a significant distance,
12MARKET PERFORMANCE
conditions, with travel from the US Overnight travellers who spent one or
Tourism is one of British Columbia’s top increasing 8.6% from January 2015 – more nights in the Vancouver, Coast &
industries and in 2013, generated $13.9 August 2015, compared to the same time Mountains took part in a number of
billion in revenue – a 44.3% increase from period in the previous year and travel from outdoor activities during their trip,
2003. It is BC’s 4th highest export industry, other countries increased as well.x including visiting national or provincial
and accounts for 11.6% of BC’s export parks, hiking/backpacking, visiting a beach,
revenue. British Columbia residents make up the and camping.
largest share of overnight visitation (45%),
Over half of visitors to BC (58.5%) were but, when compared to other tourism
British Columbia residents, visitors from regions, has a much lower spending (22%).
other parts of Canada accounted for 17.6% In addition, the region has the largest
of all visits, while international visitors market share of Washington and
made up the remaining 23.9% of visits.ix Californian travellers compared to other
BC’s market performance reflects world regions.xi
13Occupancy Rates: 2009 – 2015xii
Over the past few years, the
accommodation sector in Chilliwack has
shown growth consistent with the
provincial average.
Average Daily Rate
Chilliwack offers lower room rates than the
provincial average which makes it a much
more affordable destination when
compared with neighbouring communities.
This will help Chilliwack compete when
bidding for sporting events and large
exhibitions.
14Hotel Tax Revenue
The Municipal and Regional District Tax
(MRDT) revenues have grown steadily
year-over-year.
15Strengths Weaknesses
• Organization- respected and has a strong relationship • Lack of transportation to Chilliwack and within
with key stakeholders including tourism-related • Limited funding
businesses and the City • Diverse experiences – product diversities. There are
• Leadership & willingness to collaborate from local lots of reasons why people visit Chilliwack, which can
government, chambers, BIA’s and Fraser Valley present marketing challenges.
Association. • Close proximity to Vancouver
• Strong regional destination marketing partnership with • No central location – downtown core not utilized
Abbotsford, Langley, Harrison Hot Springs • Not enough community events
• Natural beauty- scenic • Limited restaurants and nightlife
• Diverse outdoor experiences – fishing, hiking, biking, • Awareness of Chilliwack outside of BC/AB is limited
rafting, camping, birding, golf, provincial parks, etc. • Lack of export market ready tourism product
• Close proximity to Metro Vancouver / Regional Airport • Not enough meeting space – conference size
• Proven relationship / partnership builder limitations
• Strong and established guided fishing, agri-tourism and • Hotels spread out across the community
artisan businesses • Size of tourism-related businesses
• Facilities: Chilliwack Heritage Park, Cultural Centre, • Limited number of hotel rooms
Prospera Centre, Island 22 Park & Townsend Park • Many 3rd party operators of city facilities
• Mild climate • Hwy 1 first impression – industrial, billboards, smells
• 2% Hotel tax • Political fragmentation – FVRD, City, Park Board,
Province, First Nations
Opportunities Threats
• Strong and business driven First Nations Bands • Travelers have many destination options that offer
• Strength of US$ is bringing Americans to BC and similar assets to Chilliwack.
keeping Canadians home. • Neighbouring communities applying for 3% MRDT
• Well positioned to leverage provincial market focus • Community Tourism Opportunities co-operative
with Destination BC’s brand refresh – The Wild Within. funding is not consistent year to year.
• Destination BC funding is focused on co-operative • Border crossing / security measures may deter US
partnership between communities. visitors (i.e. passport requirements)
• Destination BC looking at developing made-in-BC • Increased demands on City funding.
operating standards and best practices.
• Regional population is over 2 million (lower mainland)
1603 | GOALS, OBJECTIVES & TACTICS
A strategic objective for Tourism Chilliwack is to work in partnership with a wide range of community stakeholders and tourism
businesses to develop marketing programs that are focused on increasing overall visitors and overnight stays within the community.
The overall goal for the five-year period is to increase overnight visitation to Chilliwack to 59.2% in occupancy. In order to
achieve this goal, specific objectives and targets have been outlined below for each of our business areas.
GOAL 1 result of the increasing use of technology, • Create unique, engaging itineraries to
DESTINATION MARKETING consumer behavior has changed across the share with travel trade influencers and
We strive to increase awareness of tourism industry. The use of on-line tools Destination BC travel trade staff.
Chilliwack and the Fraser Valley as a ‘wow’ to conduct pre-travel planning, purchasing
destination through innovative marketing, and in-market travel choices has impacted • Join the Canadian Inbound Tourism
sales and communications efforts. the role of a traditional Visitor Centre. Association (Asia Pacific) and attend
Tourism Chilliwack will work with the their annual trade show.
We will focus on key geographic and Visitor Services Network to explore more
demographic markets in order to motivate innovative approaches to providing guest • Host a Travel Trade Workshop in
travelers to purchase and experience information both pre-trip and in-market. partnership with DBC to encourage
Chilliwack and the Fraser Valley products. ongoing professional development.
Occupancy in Chilliwack for 2015 increased Strategies
by 7.7% to 56.2% Our 5-year goal is to We will develop and implement • Strengthen our media relations efforts
increase to 59.2% by 2022. destination marketing programs that to reinvent current products or
match products and experiences attracting promote new ones to media.
We will provide friendly, responsive and visitors and increasing overnight stays.
knowledgeable visitor services, through a • Optimize use of online communication
variety of different points of contact. • Develop services, partnerships and mediums.
promotional programs in the Travel
The Chilliwack Visitor Centre is located in a Trade sector that enable Chilliwack to • Enhance Chilliwack’s identity as an
high traffic location adjacent to Highway #1 establish itself as a trade-friendly exceptional host for sport events by
and is open year round helping to make it destination. creating customized value added
one of the busiest in the province. As a marketing initiatives.
17• Compile high quality photography, • Support growth of year-round and was $208,300. Our goal is to increase it
videos and a video bank for seasonal products that match our to $220,798 by 2022.
stakeholders to use to promote visitor market and profile. • Increase revenues through non-
Chilliwack. traditional sources while being mindful
• Represent and connect Chilliwack of tourism stakeholders.
• Continue to seek out and implement tourism products to key partnership
innovative ways of meeting visitors’ opportunities.
needs for information.
Demonstrate leadership to ensure our
Support and encourage our stakeholders to tourism industry is well respected by all
be ambassadors of Chilliwack. levels of government, and with our
community partners as we strive for
GOAL 2 excellence as a destination marketing
PARTNERSHIP AND PRODUCT organization
DEVELOPMENT
Tourism Chilliwack works on a model of GOAL 3
inclusion creating positive partnerships ENTREPRENEURIAL MINDSET
with traditional and non-traditional We will take a creative and entrepreneurial
partners. approach towards developing sustainable
funding for the organization. Revenue from
.
Strategies a variety of sources is essential for Tourism
Through education, involvement and Chilliwack to properly operate and
#ShareChilliwack @petcurean
product development, we will ensure that effectively implement marketing programs.
the economic benefits from tourism
continue to grow in Chilliwack. Strategies
• Maximize revenue and opportunities
• Provide leadership that builds support with an entrepreneurial approach to
and effectively communicates the operations that will improve financial
economic importance and the value results for Tourism Chilliwack.
of tourism in our community and the • Increase MRDT revenue by 6% over the
Fraser Valley. 5-year period. MRDT in 2015
1804 | BRAND POSITIONING
Our objective is to effectively communicate
the key emotional drivers that compel our
target markets to visit or consider a visit to
Chilliwack. Chilliwack’s tourism brand uses
authentic imagery and design to build on
the impressions of people who have
discovered the vast array of experiences
available in Chilliwack. Building a personal
relationship between our visitors and
Chilliwack is a critical element of our
tourism brand and is accomplished using
#ShareChilliwack.
With the recent rebranding by Destination
British Columbia, Chilliwack has an
opportunity to align with the redeveloped
brand and harness the power of “Super,
Natural British Columbia’. By sourcing
imagery that promotes Chilliwack and lives
up to Destination BC brand standards, we
can connect with visitors on an emotional
and inspirational level to fuel travel.
19Target Markets Free Spirit
1. highly social, open-minded,
There are four core markets that Tourism experimental & adventurous, loves
Chilliwack targets: high-end hedonistic experiences
2. 12% of Canadian Market
1. Residents of Metro Vancouver 3. Personality traits: Extroverted, driven,
#ShareChilliwack @minimeeze
2. Residents of BC and WA open, fun-loving, adventurous
3. Sporting event organizers 4. 45% Men / 55% Women
4. Tour Operators 5. Employment – FT, PT; above average %
are students
Explorer Quotient 6. Household income – higher than
average
Destination Canada’s Explorer Quotient
research framework has been adopted by Cultural Explorer
Destination BC and provides Tourism 7. Constant Travellers, Love to be
Chilliwack with a foundation for immersed in local culture, people and
establishing target EQ types, based on the settings
region’s attributes and other factors, such
as alignment with Destination BC.
Authentic Experiencer
8. understated travellers, looking for
EQ research is specific to each of
authentic, tangible engagement with
Destination Canada’s target geographic
destinations, high on historical travel
markets. It adds a psychographic element
9. 12% of Canadian market
#ShareChilliwack @zo_plaszczyk
to targeting, but also folds in demographics
10. Personality traits: Steadfast,
and experience appeal by EQ Type. With
understated, responsible, interested,
Tourism Chilliwack’s demographic and
rational
geographic targets in mind, the following
11. 51% Men / 49% Women
EQ Types were chosen as Tourism
12. Employment – FT; more likely than
Chilliwack’s targets for the Canadian
average to be retired
market:
13. Household income - average
2005 | MANAGEMENT, GOVERNANCE & ADMINISTRATION
Organizational Structure marketing initiatives. Many initiatives are community and is given the legal corporate
structured on a pay-to-play basis, while authority and responsibility for the
Tourism Chilliwack was established in 1998 others, such as press trips and achievement of the organization's mission,
as a subsidiary of the Chilliwack Economic familiarization (FAM) tours, that will for its stability and for provision of
Partners Corporation (CEPCO). This benefit tourism overall in the community systematic linkage with other organizations
partnership proved beneficial as it allowed are funded wholly by Tourism Chilliwack. engaged in the pursuit of similar objectives,
Tourism Chilliwack to establish a solid and the community at large. The Board is
foundation for providing programs and Governance Structure responsible for ensuring that it has
services that benefit the tourism industry adequate information to monitor major
in our community. Tourism Chilliwack was Tourism Chilliwack is governed by a areas of corporate performance.
incorporated in December 2006 and is led fourteen member Board of Directors
by a private sector board of Directors comprised of elected and appointed
comprised of tourism industry individuals representing all sectors of the
professionals. tourism industry. Two positions on the
Board are appointed by the City of
Tourism Chilliwack is based at the Chilliwack as City Liasions and one is
Chilliwack Visitor Centre and is a mid-size designated for a representative of the
community Destination Marketing Cultus Lake Park Board. All appointees
Organization (DMO) in British Columbia hold one-year terms, while the Chair (the
with a mandate to strengthen the tourism only elected position) holds a two-year
industry in the City of Chilliwack. The DMO term.
is structured to follow a stakeholder model
of membership. Rather than collect The Board's duty is to govern the affairs of
individual membership fees, all tourism the corporation within the framework of
businesses are welcome to participate and relevant legislation and standards. The
partner with Tourism Chilliwack in our Board of Directors represents the
212016 Board of Directors Committees Human Resources Committee
Oversee the establishment of general
Brett DeWitt - Coast Chilliwack Hotel Tourism Chilliwack committee functions policies for the management of the
are to bring the experience, expertise and Corporation’s staff and volunteer resources
Deanna Johnston - Best Western Rainbow judgment of a group of interested and and monitoring compliance with those
Country Inn informed persons to bear on a specific area policies; performance evaluation of the
of the Corporation's responsibility. Its job is Executive Director.
Leonard Wiens - The Royal Hotel to assist the Board by considering matters
referred to it in greater depth than would Governance Committee
Susan Anstett – Chilliwack River Rafting be possible by the whole Board. Regular review of governance
Committees isolate the key issues requiring policies/practices to ensure they align with
Nancy Barker -University of the Fraser Board consideration, propose alternative the Articles of Tourism Chilliwack, and for
Valley actions, present the implications and make recommending changes to the Board as
recommendations to the Board for required; oversight of programs and
Barb Kemp - Classic on Alexander decision. services against approved objectives;
review Board performance.
Brian Minter - Minter Country Gardens Finance/Audit/Investment Committee
Monitor the financial activities of the Chilliwack Heritage Park Committee
Amber Price - The Book Man Corporation; ensure that complete and Provides assistance with strategic planning
accurate records are kept of all of the and policy development for Chilliwack
Dave Schaepe - Sto:lo Research & Resource Corporation's finances; report of all Heritage Park.
Management Centre financial transactions and of the financial
position of the Corporation; review and
Sue Attrill - City of Chilliwack present annual audited financial
statements.
Ryan Mulligan - City of Chilliwack
Cultus Lake Representative (Appointed)
Rose Turcasso, Commissioner
22HR MANAGEMENT grow the volume and value of the tourism projects as outlined by the Executive
economy in Chilliwack. Director.
Tourism Chilliwack employs a variety of
staff positions that manage day-to-day Facility & Business Development Manager Visitor Services
operations and the implementation of the The Facility and Business Development The Visitor Services team is responsible for
overall marketing and development plan. Manager has two main areas of providing exceptional visitor services,
responsibility. management of the Flag Shop franchise,
Executive Director general office administration and assisting
The Executive Director, as chief executive 1. Chilliwack Heritage Park Facility the Executive Director with travel and
officer of the Corporation, is responsible to Manager- The manager is responsible meeting arrangements.
the Board of Directors of the Corporation for all aspects of rental sales, staffing,
for the administration and enforcement of building maintenance, budgeting and Accountant
the Governance Policies and Strategic long term planning of Chilliwack The Accountant provides accounting and
Objectives, execution of the Board's policy Heritage Park. (80% of time). administrative support to management.
and administrative directives, and for 2. Tourism Chilliwack Business The Accountant is responsible for the full
planning, organizing, coordinating and Development Manager - The manager accounting cycle, and assisting in
managing the operation of the is responsible for identifying, maintaining sound accounting principles
Corporation's programs and services developing and implementing and practices for Chilliwack Heritage Park,
compatible with the pertinent legislation relationship-building opportunities the Flag Shop Chilliwack and Tourism
and within the general parameters of the locally for Tourism Chilliwack. (20% of Chilliwack.
approved annual operating plan and time).
budget. 3. In the absence of the Executive
Director, oversees both Heritage Park
Destination Marketing Manager and Tourism Chilliwack operations.
The Destination Marketing Manager is
responsible for the effective and Business Development Coordinator
#ShareChilliwack @mackenziefaye10
professional development and delivery of The Business Development Coordinator is
our destination marketing and responsible for enhancing and/or attracting
development activities as outlined in the sport events, meetings/conferences and
annual destination marketing tactical plan. other group activities to Chilliwack. The
The manager collaborates with local, Coordinator is also responsible for
regional, and provincial stakeholders to developing and implementing specific
destination marketing and specialty
2306 | SOURCES OF FUNDING
The service agreement with the City of
Chilliwack provides $130,000 annually for
visitor services and destination marketing
activities. Destination British Columbia also
provides $20,411 (2016) annually which is
allocated to the operational costs of "Working in partnership with Tourism
running the Chilliwack Visitor Centre. Also,
co-op funding for specific projects will be Chilliwack has helped grow our business both
applied for through Destination BC and
sector groups. regionally and internationally.
Additional sources of revenue for Knowing that we can work together
Tourism Chilliwack are estimated to be:
• Marketing Partners Program - $91,576
to create the best marketing strategies and
• Co-op Marketing Funds -$29,000
leveraging our resources makes this an
Tourism Chilliwack Golf Tournament &
• Chilliwack Heritage Park Marketing Fee -
$95,625 invaluable resource within our community."
• Flag Shop & Visitor Centre Retail Revenues - $120,224 – Dean Werk, Great River Fishing Adventures
• Interest - $6,830
• Chilliwack Heritage Park Operations Revenue - $736,330
Sources of funding are related specifically
to destination marketing, and do not
reflect revenues related to the operations
of Chilliwack Heritage Park.
24End Notes:
iii The Altimeter Group -–The Collaborative
University of Florida A Flash of CulinaryEconomy
Tourism
iii
World Food Travel Association – The State of the
Culinary Tourism Industry
iv
Tourism Intelligence International – Top 10 Trends in
Travel & Tourism 2016
v
WYSE Travel Confederation – Millenial Travel Report
vi
Canadian Sport Tourism Alliance
vii
Skift & Peak – The Rise of Experiential Travel
viii
Adventure Travel Trade Association – Adventure
Tourism Market Study
ix
Destination BC – The Value of Tourism
x
Stats Canada Service Bulletin: International Travel
Advance Information, Aug 2015
xi
VCM Regional Profile 2014
xii
Destination BC – 2015 Tourism Indicators
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