DESTINATION DEVELOPMENT STRATEGY - FRASER VALLEY - Destination ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
FRASER VALLEY DESTINATION DEVELOPMENT STRATEGY
ABBOTSFORD
Photo: Sean Dalin
DESTINATION BC
Heather Boyd
MANAGER, VANCOUVER, COAST &
MOUNTAINS AND INDUSTRY PROGRAMS
Shawna Leung
BUSINESS ADVISOR, VANCOUVER,
COAST & MOUNTAINS
Jonathan Heerema
SENIOR PROJECT ADVISOR,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
INDIGENOUS TOURISM
ASSOCIATION BC
604 921 1070
info@indigenousbc.com
MINISTRY OF TOURISM, ARTS
AND CULTURE
Amber Mattock
DIRECTOR LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
FRASER VALLEY | 2
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY.........................................................................1 7. STRATEGY AT A GLANCE................................................................ 33
a. Distinctive Destination for the Fraser Valley
b. Distinctive Direction for the Fraser Valley 8. STRATEGIC PRIORITIES................................................................... 34
Theme 1: Build tourism strategically by investing and managing
growth collaboratively
II. ACRONYMS............................................................................................4
Theme 2: Accelerate the visitor-based evolution of Experience
1. FOREWORD AND ACKNOWLEDGEMENTS..............................5 the Fraser
Theme 3: A ccelerate river-based and mountain-based
2. INTRODUCING THE STRATEGY......................................................7 product development
a. Program Vision and Goals
Theme 4: Deliver an exceptional visitor experience
b. Purpose of Strategy
Theme 5: Build a more success-friendly business environment
c. A Focus on the Supply and Experience
Theme 6: Prepare the destination and tourism businesses for
d. Methodology digital transformation
e. Project Outputs
9. IMPLEMENTATION FRAMEWORK.............................................. 49
3. ALIGNMENT.......................................................................................... 12 a. Catalyst Projects
4. SUCCESS NETWORKS...................................................................... 14 b. Provincial and Regional Priorities
c. Funding Programs
5. A DISTINCTIVE DESTINATION........................................................17
a. Geographic Description of the Area 10. MEASURING AND MONITORING SUCCESS....................... 56
escription of the Population base, Communities,
b. D
and Indigenous Communities APPENDIX..................................................................................................57
Appendix 1: Overview of Planning Process
c. Description of Economy Base — Historical and Current
Appendix 2: Planning Considerations
d. Overview of Tourism Performance
Appendix 3: Objectives by Priority and Implementation Timing
e. Key Visitor Markets
Appendix 4: Alignment Details — plans reviewed
f. Summary of Key Strengths, Challenges, and Opportunities
g. Experience Potential
6. A DISTINCTIVE DIRECTION........................................................... 25
a. Vision
b. Goals
c. Guiding Principles for Destination Development
d. Motivating Experiences
e. Development Themes
f. Interaction of Development Themes and Motivating Experiences
FRONT COVER PHOTO: HARRISON LAKE, Graham Osborne
(C) 2017 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical,
without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia.
Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super,
Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging
to Destination BC Corp.
EXECUTIVE
SUMMARY
A. DISTINCTIVE The Fraser Valley planning area includes
DESTINATION
FOR Langley and Pitt Meadows to the west,
THE FRASER Hope to the east, the US border to the
VALLEY south, the peaks of Golden Ears Provincial
Park and Harrison Lake to the north, and all
parts in between. It includes portions of the
Fraser Valley Regional District (FVRD) and
Metro Vancouver, including Langley (City
and Township), Mission, Maple Ridge, Pitt
Meadows, Abbotsford, Chilliwack, Harrison
Hot Springs, Kent, and Hope, as well as
smaller communities in FVRD Electoral
Areas A to H.
FRASER VALLEY | 1
It also includes Indigenous communities Traditional major attractions for the
and entrepreneurs in the Stó:lō Nation, area include Golden Ears Provincial
In-SHUCK-ch Nation, Nlaka’pamux Park, Cultus Lake, Harrison Lake and
Nation, and independent First Nations. hot springs, Circle Farm Tours, fishing,
history and heritage, and festivals and
The Fraser Valley has stunning events. It is also home to trendy
landscapes that run the spectrum from restaurants, over 30 wineries, and a
prairie-like vistas across the valley to growing number of breweries, all
soaring mountains with alpine meadows, emphasizing farm fresh and local
glacial lakes, and deep, rocky canyons ingredients. There is an abundance of
that are home to the mighty Fraser outdoor recreation activities for all
River. It has active cities and rural seasons, for all communities in the
communities. The planning area is Fraser Valley.
home to approximately 504,334
residents distributed among nine The following specific product experiences
incorporated municipalities, 30 have potential as iconic products and/or
Indigenous communities, and eight experiences for growth:
unincorporated Electoral Areas. • River-based experiences
The Fraser Valley has robust economies • Mountain biking
in agriculture, tourism, education, • Trails — cycling, hiking
health care, and aerospace. Tourism and
recreation opportunities have long been • Indigenous cultural tourism
a part of the economy in the Fraser • Wildlife viewing — land
Valley planning area. Economic and waterways
dependence on agriculture and the • Culinary
natural resource sectors have changed
to a more diversified economy that also • Festivals and events
includes agritourism, viticulture,
heritage tourism, manufacturing, and
tech start-ups that continue to grow.
The Fraser Valley’s largest visitor base
are BC residents whose primary focus
is on the Lower Mainland and
Vancouver Island. The proximity to
Seattle and the US border offer further
market opportunities.
FRASER VALLEY | 2
B. DISTINCTIVE The following 10-year vision was created
DIRECTION
FOR THE and aligned with existing planning frameworks,
FRASER VALLEY as well as the aspirations of the type of
destination tourism partners would like to
see for the Fraser Valley.
The Fraser Three destination development goals have been identified to support the vision for
the Fraser Valley:
Valley is a
1. Increase the interest in travelling 2. Increase total number of visitors.
vibrant,
to the Fraser Valley planning area from
accessible, key markets.
3. Increase the total contribution of the
visitor economy.
world-class destination
that is well managed These three goals will support the two common provincial goals:
and enhances the
1. Lead Canada in growth of overnight 2. Secure the highest Net Promoter
visitor economy and visitor expenditures. Score in North America.
destination appeal.
Specific motivating experiences identified for destination development include
Against the backdrop the following; ARTS, CULTURE, AND HERITAGE are main pillars for all seven
of rich culture and motivating experiences:
history, the mighty
1. Experience the Fraser 5. Sport tourism
Fraser River and wild
2. Outdoor recreation 6. Touring and/or road trips
mountain vistas, we
3. Food and farm experiences 7. Festivals and events
offer outdoor
4. Indigenous experiences
adventures, farm-fresh
experiences, and Six destination development themes were identified to strengthen the Fraser Valley
opportunities to as a destination. Thirty-six objectives support these themes:
experience our way THEME 1: Build tourism strategically by THEME 4: Deliver an exceptional
of life around investing and managing growth visitor experience
collaboratively
every corner. THEME 5: Build a more success-friendly
THEME 2: Accelerate the visitor-based business environment
evolution of Experience the Fraser
THEME 6: Prepare the destination
THEME 3: Accelerate river-based and and tourism businesses for digital
mountain-based product development transformation
FRASER VALLEY | 3
II. ACRONYMS AEST Ministry of Advanced ITACIndigenous Tourism
Education, Skills & Training Association of Canada
AGRI Ministry ITBCIndigenous Tourism
of Agriculture Association of British
Columbia
ALCAgricultural Land
Commission JTTMinistry of Jobs, Trade
& Technology
ALR Agricultural
Land Reserve MRDT Municipal Regional
District Tax
BIABusiness
Improvement Area OCPOfficial
Community Plan
DBC Destination
British Columbia RDMO Regional
Destination Marketing
DC Destination Canada Organization
DMO Destination RMIResort
Marketing Organization Municipality Initiative
DDS Destination TAC Ministry of Tourism,
Development Strategy Arts and Culture
EDUC Ministry TIABC Tourism Industry
of Education Association of British
ENV Ministry of Columbia
Environment & Climate TRAN Ministry of
Change Strategy Transportation and
ETF Experience the Fraser Infrastructure
FIN Ministry of Finance UBCM Union of BC
Municipalities
FLNR Ministry of Forests,
Lands, Natural Resource UNDRIP United Nations
Operations and Rural Declaration on the Rights
Development of Indigenous Peoples
FVRD Fraser Valley VCM Vancouver, Coast &
Regional District Mountains Tourism Region
IRR Ministry of
Indigenous Relations
and Reconciliation
FRASER VALLEY | 4
ABBOTSFORD
Photo: Tanya Goehring
1
FOREWORD AND
ACKNOWLEDGEMENTS
FOREWORD This Destination Development Strategy is
the final report resulting from a 21-month,
iterative process of gathering, synthesizing,
and validating information with tourism partners
about the status and future direction of tourism
in the Fraser Valley. As one of 20 destination
development strategies that will be produced
between 2016 and 2019, the Fraser Valley
strategy will contribute to the tapestry of
long-term regional and provincial planning
that will support the development of British
Columbia as a world-class tourism destination
offering remarkable, authentic experiences
that exceed expectations and align with the
provincial brand.
FRASER VALLEY | 5
ACKNOWLEDGEMENTS This Destination Development Strategy • Clare Seeley, City of Mission
was guided by input from over 100 • Craig Nichols, Tourism Abbotsford
tourism partners representing the
diversity of communities, organizations, • David Urban, Fraser Valley
businesses, interests, and passions. Regional District
• Luc Anderson, Ministry of Forests,
We thank the First Nations on whose Lands, Natural Resource Operations
traditional territories we gathered for and Rural Development
our community meetings including the
Stó:lō Nation, In-SHUCK-ch Nation, • Melissa Phillips, Discover Langley City
Nlaka’pamux Nation, and independent • Michael Boronowski, City of Mission/
First Nations. Stave West
Thank you to our tourism partners • Mike Peters, Ministry of Forests,
who participated in the process by Lands, Natural Resource Operations
attending planning workshops, and Rural Development
conducting interviews, hosting site • Mun Bagri, Tourism Langley
visits, and responding to surveys. The • Patrick Earl, AdvantageHOPE
participation of our partners
throughout the process was invaluable, • Ray Ramey, Atchelitz Threshermen’s
but it is important to note that no Association
endorsement of this strategy or any • Tim Knight, Township of Langley
action listed within was obtained. • Tom Blackbird, Ministry of Forests,
Special thanks are offered to members Lands, Natural Resource Operations
of the Working Group: and Rural Development
• Allison Colthrop, Tourism Chilliwack Special thanks are offered to the
facilitators of the Fraser Valley
• Brigitte Wieronski, Parks Canada, destination development process:
Fort Langley National Historic Site
• Susan Rybar, Vardo Creative Inc.
• Chelsea Woolhouse, Tourism
Harrison
FRASER VALLEY | 6
2
INTRODUCING
THE STRATEGY
RUSTIC SOAP CO.
Photo: The Fraser Valley Group
Created as part of Destination BC’s
Destination Development Program, the
Fraser Valley Destination Development
Strategy was developed to enhance the
competitiveness of the Fraser Valley over
the next 10 years and beyond.
The program is a critical part of entrepreneurs, destination marketing
Destination BC’s corporate strategy organizations (DMOs), tourism operators,
and facilitates the collaboration of and other community interests to
local, regional, and provincial agencies, guide the long-term growth of tourism
Indigenous communities and in the Fraser Valley.
FRASER VALLEY | 7HARRISON
Photo: Graham Osborne
A. PROGRAM VISION
AND GOALS
The provincial vision for the Destination
Development Program is:
• BC is a world-class tourism destination
that offers remarkable products and
experiences that are authentic, driven
by visitor demand, exceed expectations,
and align with BC’s brand.
The provincial vision is supported by
three goals:
• Make BC the most highly
recommended destination in
North America
• Create strategic 10-year plans for
tourism development and improve
return-on-investment for government
and private sector investments in
tourism assets
• Elevate BC’s ability to compete as a
premium destination while making
the province of BC more attractive
for investment
Destination development brings
together planning, policy, and capacity
building efforts to:
• Ensure that a destination is
well positioned to make future
strategic decisions
• Address impediments to growth
and capitalize on opportunities
• Outline key assets of a destination
including the main product themes
and/or experiences available
• Outline key priorities for new
product, infrastructure, and amenity
development
• Identify impediments to development
and tourism growth (e.g., potential
policy or capacity issues, available
funding, access to funding, etc.)
FRASER VALLEY | 8FIGURE 1: B. PURPOSE OF STRATEGY
Tourism Revenue This strategy not only provides The Fraser Valley Destination
underlying support for the goals of the Development Strategy is intended to
Drivers provincial Destination Development serve as a guide for tourism partners as
Program but also: they proceed with implementation. This
• Provides strategic direction for the document should be reviewed and
region and guidance for local and updated as necessary to reflect changing
tourism objectives, priorities, and
DEMAND regional planning
market conditions. Also, results should
• Enhances the Fraser Valley’s ability to be tracked regularly to ensure learnings
leverage their resources and programs
MOTIVATING can help future implementation activities
• Fosters joint action and become more effective in increasing
INTEREST /
inter-community dialogue economic, environmental, social, and
PREFERENCE cultural benefits to the entire Fraser
Valley planning area.
+ C. A FOCUS ON THE SUPPLY
AND EXPERIENCE
Destination development is the Tourism has two primary revenue
SUPPLY mechanism whereby the natural life drivers — supply and demand (Figure 1).
cycle of tourism (e.g., development, Creative marketing efforts strive to
stagnation, decline, and rejuvenation) is generate short-term demand for a
CREATING
managed to ensure a destination destination and create immediate
A COMPELLING evolves to remain desirable for the urgency for people to want to visit.
VISITOR ever-changing consumer and hence, Destination development focuses on
EXPERIENCE competitive in its target markets. the supply side of tourism by creating a
Destination development happens compelling visitor experience to attract
when industry and government plan new visitors and entice repeat visitation.
=
and work together to enhance the Arguably, in this age of near
quality of the visitor’s experience by instantaneous sharing of experiences
ensuring tourism products, services, via social networks (e.g., Facebook,
amenities, and practices meet and Instagram, Twitter) and third-party
exceed visitor expectations over the platforms allow the traveller to review
RESULT long term. their experience (e.g., TripAdvisor,
Google), the quality of the destination,
INCREASED and the experiences it offers.
ECONOMIC
SOCIAL
+ CULTURAL
BENEFITS
FRASER VALLEY | 9There are multiple dimensions to supply that are considered in
destination development planning to enhance the visitor experience:
• the setting in which our experiences take place and how to • visitor servicing programs that meet and exceed visitor
access them expectations
• policies that establish and maintain opportunities for growth • capability, skills, and training our industry needs so that we
• the investment enhancement framework all can excel at what we do
• products and experiences matched to consumer interests, These dimensions are illustrated below.
including infrastructure and amenities (which are all often
public in nature and used by residents as well as visitors)
FIGURE 2: Five Dimensions of Supply — the Visitor Experience
1
SETTING,
ACCESS
+ POLICIES
VISITOR EXPERIENCE
2 INVESTMENT
ENHANCEMENT
3
EXPERIENCE
+ PRODUCT
DEVELOPMENT
4 VISITOR
SERVICING
5 CAPABILITIES,
SKILLS +
TRAINING
FRASER VALLEY | 10D. METHODOLOGY
The Fraser Valley Destination strategic approach created by
Development Strategy was developed Destination BC that allowed for flexibility
through an extensive, collaborative to ensure the distinct considerations
effort during a 21-month process that of each planning area are assessed and
culminated in the creation of a situation respected. A volunteer Working Group
analysis report and this strategy. contributed their expertise to reviewing
and discussing the key findings from
The destination development planning the situation analysis and helped develop
approach was highly iterative, allowing the goals and supporting objectives
for multiple opportunities for stakeholder and strategies contained in this strategy.
input and validation (Figure 3). The
process followed a semi-structured See Appendix 1 for the full process outline.
FIGURE 3: ACTIVITY DATES
Key Project Pre-project staging and document review; interviews and site visits
September–
October 2017
Timelines
In-community consultation in Langley October 2017
November–
Interviews and Industry Survey
December 2017
September 2017–
Draft Situation Analysis
January 2018
Priority setting and preliminary findings with the Working Group:
January 2018
Chilliwack
Draft Destination Development Strategy February–March 2018
Review and finalize the Destination Development Strategy June 2019
E. PROJECT OUTPUTS
The three key outputs from this project include:
1. An asset inventory of accommodations, infrastructure, key tourism assets, key
tourism businesses and attractions, markets, a destination assessment,
tourism organizations, food and beverage and priority planning area considerations
establishments, parks and recreation sites, to inform the development of the
sports and arts facilities, meeting facilities, Destination Development Strategy.
transportation, and visitor services.
3. This Destination Development
2. A 124-page Situation Analysis that Strategy.
provides foundational research related
to the Fraser Valley, access and
FRASER VALLEY | 113
ALIGNMENT MISSION
Photo: Bob Friesen
The destination development strategy for the Fraser Valley is one of six that will
be prepared for the Vancouver, Coast & Mountains tourism region and one of 20
within the province (Figure 4).
FIGURE 4:
Twenty Destination
Development FORT
NELSON
Planning Areas
FORT
STEWART ST. JOHN
DAWSON
Northeastern BC CREEK
Gold Rush Trail
SMITHERS
Northwestern BC
PRINCE TERRACE TUMBLER
RUPERT RIDGE
North Thompson & Nicola Valleys
KITIMAT
Haida Gwaii PRINCE
GEORGE West Kootenays & Revelstoke
QUESNEL
Chilcotin Central Coast BELLA COOLA
VALEMOUNT
WILLIAMS LAKE Highway 1 Corridor
Sea-to-Sky Corridor
Columbia Valley
Sunshine Coast
GOLDEN
PORT SALMON
HARDY REVELSTOKE
ARM
North Island CAMPBELL WHISTLER
KAMLOOPS
POWELL VERNON
RIVER
RIVER
South Central Island COMOX
SECHELT KELOWNA
NELSON KIMBERLEY
VANCOUVER PENTICTON
TOFINO HOPE CRANBROOK
NANAIMO RICHMOND
Greater Victoria UCLUELET OSOYOOS
Highway 3 Corridor
Metro Vancouver VICTORIA
Shuswap North Okanagan
Fraser Valley Okanagan Valley
Interlakes
FRASER VALLEY | 12The five other planning areas in the Vancouver, Coast & It is important to recognize that visitors do not make travel
Mountains tourism region are: Metro Vancouver, Sunshine decisions based on artificial boundaries created by governments
Coast, Sea-to-Sky Corridor, Gold Rush Trail, and Highway 3 and organizations. As a result, planning areas span multiple
Corridor. Over the course of Destination BC’s Destination jurisdictions thus reinforcing the importance of an integrated
Development Planning Program, each of the six Regional approach with a shared vision and prioritized investments.
Destination Marketing Organizations (RDMOs) will integrate
their planning area plans into one Regional Destination The destination development strategies themselves will be
Development Strategy which, in turn, will be used to inform a influenced by, and where appropriate reflect and
Provincial Destination Development Strategy. complement, other strategy initiatives.
FIGURE 5: Levels of Destination Development Planning
Sea-to-Sky Corridor Sunshine Coast
Destination Development Destination Development
Strategy Strategy
Highway 3 Corridor Gold Rush Trail
Destination Development Destination Development
Strategy Strategy
VANCOUVER,
COAST &
Fraser Valley Metro Vancouver
Destination Development MOUNTAINS Destination Development
Strategy DESTINATION Strategy
DEVELOPMENT
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
FRASER VALLEY | 134
SUCCESS NETWORKS HARRISON
Photo: Graham Osborne
Success networks represent the clusters
of businesses and organizations (private
sector, government, and not-for-profit)
who are encouraged to collaborate and
work in harmony to bring the opportunities
to fruition. Successful destination
development implementation recognizes
that we all have a role to play. The
recommendations contained within this
Destination Development Strategy form the
foundation for additional, focused, and
aligned discussions regarding implementation
locally, regionally, and provincially.
FRASER VALLEY | 14SEASIDE PEARL
Photo: Lexa Bergan
Organizations identified within each
tactical success network will be able to
review, locally, regionally, and provincially,
the potential for growing tourism by
leading or supporting implementation
and action. It does not imply the
organizations have committed or
endorsed the tactic. This strategy is
intended to inform conversations
that may lead to future investments and
actions, or that will contribute to
growing this planning area’s and British
Columbia’s visitor economy.
It is important to note that the
development opportunities are not
mutually exclusive.
The stakeholders demonstrated a desire
to work together throughout the
community consultations. The complexity
of the tourism opportunity is understood
within the planning area.
TOURISM PARTNERS HAVE
ALREADY ARTICULATED
THEIR DESIRE TO WORK
COOPERATIVELY ON
DESTINATION DEVELOPMENT
INITIATIVES. IT IS BELIEVED
THAT ONLY BY WORKING
COLLABORATIVELY THAT
THE TRUE POTENTIAL OF
THE PLANNING AREA CAN
BE REALIZED.
FRASER VALLEY | 15The following partners have been identified collectively through the strategy development process as likely playing a role in
moving a potential objective or action forward:
FIGURE 6: Key Governmental and Management Organizations
FEDERAL INDIGENOUS PROVINCIAL REGIONAL LOCAL
• Destination • Stó:lō Nation • Destination BC • Fraser Valley • DMOs
Canada • In-SHUCK-ch • go2HR Regional District (non-government)
• Western Nation • Ministries/ • Metro Vancouver • Local
Economic • Nlaka’pamux Agencies: Regional District governments
Diversification Nation • Post-secondary: • Chambers of
-Tourism, Arts and
• Parks Canada • Independent Culture -
Fraser Valley Commerce
• Canadian First Nations -Jobs, Trade and Trinity Western • Business
Heritage • Indigenous Technology University Improvement
• Department Tourism BC -Kwantlen Associations
-Transportation and
of Fisheries • Indigineous Infrastructure Polytechnic • Community
and Oceans Tourism -Sprott Shaw Associations
-Forests, Lands,
• Public Safety Association Natural Resource College • Visitor Centres
Canada of Canada Operations • Harbour
• BC Rural
• Transport and Rural Network Authorities
Canada Development • Tourism
• Fraser Basin
• Public Works -Indigenous Council Operators
and Government Relations and • Arts, Culture,
Services Canada Reconciliation • Central Fraser
Valley Search Heritage
-Environment and Rescue Organizations
& Climate • Clubs and
Change Strategy • Airports and
aerodromes Volunteer
-A griculture Groups
• Transportation
-Municipal Affairs providers • Residents
and Housing
This strategy is intended to inform actions for the future, objective forward. However, during implementation, leads and
which over time may be embedded in the local, regional, and involved parties would need to be verified. In many instances,
provincial decision making. The result will be an integrated executing on an initiative may require sharing responsibilities
system of priorities that will achieve better development and entities listed will be responsible to lead their own areas.
decisions, drive greater tourism revenues, and realize benefits
for businesses and communities in the planning area. All this The regional representative (Vancouver, Coast & Mountains)
will contribute to a thriving, vibrant, and growing economy. has an important role to play as regional destination development
champions. As this planning process is not intended to duplicate
Joint strategy ownership among all planning area tourism ongoing efforts or create new organizational or administrative
partners is a critical component of this program’s success. The structures, the implementation of this strategy should first be
planning process identifies a suggested success network of executed through existing organizations, where possible.
tourism partners to champion and move actions within each
FRASER VALLEY | 165
A DISTINCTIVE
DESTINATION
VISTA DORA, LANGLEY
Photo: Tourism Langley
OVERVIEW A. GEOGRAPHIC DESCRIPTION OF THE AREA
OF THE
PLANNING The Fraser Valley planning area includes Langley
AREA and Pitt Meadows to the west, Hope to the
east, the US border to the south, the peaks
of Golden Ears Provincial Park and Harrison
Lake to the north, and all parts in between.
It includes portions of the Fraser Valley The Fraser Valley has stunning landscapes
Regional District and Metro Vancouver, that run the spectrum from prairie-like
including Langley (City and Township), vistas across the valley to soaring
Mission, Maple Ridge, Pitt Meadows, mountains with alpine meadows and
Abbotsford, Chilliwack, Harrison Hot glacial lakes, and deep, rocky canyons
Springs, Kent, and Hope, as well as that are home to the mighty Fraser River.
smaller communities in Fraser Valley
Regional District (FVRD) Electoral The Fraser Valley is accessible by car,
Areas A to H. It also includes airplane, floatplane, train, public transit,
Indigenous communities and and motor coach. There are Visitor
entrepreneurs in the Stó:lō Nation, Centres throughout the region that
In-SHUCK-ch Nation, Nlaka’pamux provide visitor information, assistance,
Nation, and independent First Nations. and advice
FRASER VALLEY | 17B. DESCRIPTION OF C. DESCRIPTION OF ECONOMY
THE POPULATION BASE, BASE — HISTORICAL AND
COMMUNITIES, AND CURRENT
INDIGENOUS COMMUNITIES The Fraser Valley has robust economies in agriculture, tourism,
The Fraser Valley has cities and rural communities. The planning education, health care, and aerospace. Tourism and recreation
area is home to approximately 504,334 residents distributed opportunities have long been a part of the economy in the
among nine incorporated municipalities, 30 Indigenous Fraser Valley planning area, and as lifestyle and/or amenity
communities, and eight unincorporated Electoral Areas. migration has continued, the dependence from agriculture
and natural resource based to a more diversified economy
that also includes agritourism, viticulture, heritage tourism,
manufacturing, and tech startups has continued to grow.
0 25 50
Km
USA NW
YK
FRASER VALLEY
SK
BC
AB
USA
1
2
3
6
Ha
4
rri
DESTINATION
so
BRITISH COLUMBIA
nL
TM
ak
e
5
Lake
7
ke
Pitt
Stave La
12
11
10
8
9D. OVERVIEW OF TOURISM PERFORMANCE
There are several indicators available to
measure performance of the tourism industry
at a local level. The data that exists includes:
hotel room revenue, airport volume, hotel
average daily rate and occupancy, highway
volume, and Visitor Centre statistics.
Highlights are included here; full information
is available in the situation analysis.
ROOM REVENUES
Year-over-year analysis of room revenue trends between 2010 and 2017 show strong
growth in the communities that collect MRDT (Abbotsford, Chilliwack, Langley, and
Harrison Hot Springs), particularly between 2014 and 2017 (Figure 7).
FIGURE 7: 35,000 ABBOTSFORD, CHILLIWACK
LANGLEY
Room Revenue 30,000
HARRISON HOT SPRINGS*
25,000
2010–2017
20,000
15,000
10,000
5,000
0
2010 2011 2012 2013 2014 2015 2016 2017
*Harrison Hot Springs: Annual totals should be interpreted with caution since the unsuppressed data for this
community is not available for all months within the year.
Source: BC Stats and Ministry of Finance; Aug. 23, 2017
FRASER VALLEY | 19ACCOMMODATION SEASONALIT Y
Similar to many areas in BC, the Fraser summer months, with a decline in the
Valley experiences significant increases fall, winter, and spring (Figure 8).
in visitation and tourism revenues in the
FIGURE 8: Room 3500 HARRISON HOT SPRINGS*
ABBOTSFORD, CHILLIWACK
4500
Revenue (in $000) 4000
LANGLEY
MONTHLY 2017 3500
3000
2500
2000
1500
1000
500
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
*Harrison Hot Springs: Data suppressed for communities with a property count of less than 10.
Source: BC Stats and Ministry of Finance; February 21, 2018
HOTEL OCCUPANCY
Langley/Surrey and Abbotsford/Chilliwack show strong growth between 2012 and
are the only communities in the Fraser 2016. Annual occupancy has fluctuated
Valley whose hotel data is tracked by for Abbotsford/Chilliwack from 2012 to
CBRE Hotels. Year-over-year analysis 2017. (Figure 9)
of occupancy trends for Langley/Surrey
FIGURE 9: 100%
90%
ABBOTSFORD, CHILLIWACK
LANGLEY
Occupancy Rate, 80%
70%
Abbotsford/Chilliwack 60%
50%
and Langley/Surrey 40%
30%
ANNUALLY, 2012–2017 20%
10%
0
2012 2013 2014 2015 2016 2017
Source: CBRE Hotels, Trends in the Hotel Industry National Market Report
FRASER VALLEY | 20ABBOTSFORD AIRPORT VOLUME
Abbotsford International Airport has eight years, culminating in a total of
seen significant growth over the last 677,653 passengers in 2017. (Figure 10).
FIGURE 10: 700,000
600,000
Abbotsford 500,000
International Airport 400,000
Yearly Total Number
300,000
200,000
of Passengers 100,000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Source: Abbotsford International Airport — Facts and Statistics webpage
E. KEY VISITOR MARKETS
In 2014, the Vancouver, Coast & Mountains
tourism region represented 49 percent of
provincial overnight visitation and 52 percent
of related spending. British Columbia residents
make up the largest share of overnight visitation
(48 percent), but a much lower share of
spending (23 percent) compared to other
tourism regions.
On average, BC travellers in the In addition, the region has the largest
Vancouver, Coast & Mountains tourism market share of Washington and
region stayed 2.4 nights and spent Californian travellers compared to
$107 per night during their trip (figure 11). other regions.
FRASER VALLEY | 21FIGURE 11: AVERAGE
AVERAGE
AVERAGE
SPENDING
SPENDING PER
VCM, Average VISITOR
NIGHTS PER VISITOR
PER NIGHT
Spending, Average All travellers in the Vancouver, Coast &
Mountains Tourism Region
$522 4.7 $111
Nights per Visitor BC Residents $255 2.1 $107
2014
Other Canadian Residents $748 5.1 $146
US Residents $547 3.2 $171
Other International Residents $1,131 14.0 $81
Source: Destination BC Vancouver, Coast & Mountains Regional Tourism Profile, 2017
Similarly, the Fraser Valley’s largest visitor
base is the BC resident with primary focus
on the Lower Mainland and Vancouver Island.
The key markets outside of BC are identified
as Albertans, followed by visitors from other
parts of Canada and Washington State.
Visitors to the Fraser Valley may differ important to consider these market
in a number of ways, including their segmentations in development plans.
expectations, attitudes, motivations, Currently, the following interest groups
interests, passions, and willingness to and passions are identified for the
pay for a tourism experience. It is Fraser Valley:
Touring Hiking Skiing
Rivers,
and/or and Fishing and
Lakes, and Boating
Road Trip Parks Snowboarding
Camping Cycling Agritourism Culture
Motorized
and/or (road and/or and and
Sports
Resorts mountains) Culinary Heritage
In terms of Explorer Quotient markets, the segments with the greatest inclination
to visit the Fraser Valley are Authentic Experiencers, Cultural Explorers, Free
Spirits, and Gentle Explorers.
FRASER VALLEY | 22F. SUMMARY OF KEY STRENGTHS, CHALLENGES, AND OPPORTUNITIES
From a tourism destination perspective, the Fraser Valley benefits
from a range of strengths. However, it is also facing several destination
development challenges some of which have the potential to impact
the future growth and sustainability of the tourism sector.
To build on these strengths and address these challenges, several key opportunities have been identified that form the
foundation of the Fraser Valley Destination Development Strategy. These key strengths, challenges, and opportunities are
summarized below.
FIGURE 12: Strengths, Challenges, and Opportunities
KEY STRENGTHS KEY CHALLENGES KEY OPPORTUNITIES
• Lack of efficient transportation • Arts, culture, and heritage
• Proximity to Metro
options tourism including festivals
Vancouver/US border
• Decline of visitation in and events
• Commitment to economic
development shoulder and off-season • Interest in agritourism
• Lack of tourism operators and and culinary tourism
• Agricultural, rural, and
smaller communities visitor-ready experiences • Interest in frontcountry
• Lack of visitor amenities and backcountry use
• Significant land base and
geographic diversity • Staff constraints including skill • Investment in trail-based
sets, housing tourism and Experience
• Nature-based and river-based the Fraser
tourism assets • Inconsistent local support for
tourism growth • Growth at Abbotsford
• Strong, motivating travel International Airport
experiences and assets
• Indigenous tourism
• Committed volunteers
• Cooperative tourism
• Product assets with potential management
to expand
FRASER VALLEY | 23FRASER VALLEY ALE TRAIL, ABBOTSFORD
Photo: Tourism Abbotsford
G. EXPERIENCE
POTENTIAL
Traditional major attractions for the
area include Golden Ears Provincial
Park, Cultus Lake, Harrison Lake and
hot springs, Circle Farm Tours, fishing,
history and heritage, and festivals and
events. It is also home to trendy
restaurants, over 30 wineries, and a
growing number of breweries, all
emphasizing farm fresh and local
ingredients.
THERE IS AN ABUNDANCE
OF OUTDOOR RECREATION
ACTIVITIES FOR ALL
SEASONS AND FOR ALL
COMMUNITIES IN THE
FRASER VALLEY.
SPECIFIC PRODUCT
EXPERIENCES
In addition, there are specific product
experiences that have potential as
iconic products and/or experiences for
growth: river-based experiences,
mountain biking, trails (both hiking and
cycling), Indigenous cultural tourism,
wildlife viewing (both land-based
and water-based), culinary, and festivals
and events.
FRASER VALLEY | 246
A DISTINCTIVE
DIRECTION
LANGLEY
Photo: Albert Normandin
STRATEGY A. VISION
DIRECTION
The following 10-year vision was created
and aligned with existing planning frameworks,
as well as the aspirations of the type of
destination tourism partners would like the
Fraser Valley to be in 10 years and beyond.
THE FRASER VALLEY IS A VIBRANT,
ACCESSIBLE, WORLD-CLASS
DESTINATION THAT IS WELL MANAGED
AND ENHANCES THE VISITOR
ECONOMY AND DESTINATION APPEAL.
AGAINST THE BACKDROP OF RICH CULTURE
AND HISTORY, THE MIGHTY FRASER RIVER AND
WILD MOUNTAIN VISTAS, WE OFFER OUTDOOR
ADVENTURES, FARM-FRESH EXPERIENCES, AND
OPPORTUNITIES TO EXPERIENCE OUR WAY OF
LIFE AROUND EVERY CORNER.
FRASER VALLEY | 25CHILLIWACK
Photo: Andi Maker
B. GOALS
Three destination development goals In addition, the Destination BC
were identified to support the vision for Destination Development Program
the Fraser Valley: provides two common provincial goals:
1. Increase the interest in travelling 1. Lead Canada in growth of overnight
to the Fraser Valley from key markets. visitor expenditures.
2. Increase total number of visitors. 2. Secure the highest Net Promoter
Score in North America.
3. Increase the total contribution of the
visitor economy.
C. GUIDING PRINCIPLES FOR DESTINATION
DEVELOPMENT
As the journey of destination development
continues in the Fraser Valley planning area,
choices will have to be made and priorities
set. Guiding principles developed by
stakeholders are to be used as touchstones
for this decision making.
Guiding Principles: mechanisms to draw visitors to and
• Growth must recognize ecological throughout the Fraser Valley and
limits and not be detrimental to the develop a stronger destination appeal
natural environment. for the Fraser Valley, not just as a
transportation corridor to other
• The focus must be on sustainable destinations.
growth that is respectful of the
legacy and continued land use by • Tourism visitation growth must be in
local Indigenous communities, tandem with development of
long-term health of ecosystems, adequate visitor’s amenities to ensure
supports residents’ way of life, and is any visit to the Fraser Valley is a
true to the area, the agriculture positive, memorable experience.
background, and the land capacity.
• Development needs to focus on
FRASER VALLEY | 26ALPACA
Photo: Tourism Langley
• Investing in new tourism businesses support the tourism industry while
and development, must be balanced possible disruptions to communities
with the need to elevate the current that come from over-tourism are
resident and visitor experience. avoided.
• Growth must enhance and support • Growth must be respectful of the
the long-term retention of rights, title, and cultural history of the
community character and personality. Stó:lō Nation, In-SHUCK-ch Nation,
• Growth must elevate the Fraser Nlaka’pamux Nation, and independent
Valley as a preferred destination and First Nations, as well as agreements
as a place to live, ensuring residents among governments.
D. MOTIVATING EXPERIENCES
We need to identify the motivating A key focus of this strategy is to work
experiences that will entice the visitors together to ensure there is a collective
we want to visit. Differentiating a mass of activities for each of the seven
destination and making it truly distinct motivating experiences. Arts, culture,
from other destinations helps to improve and heritage are the main motivating
its competitiveness. experiences. The seven specific
motivating product experiences are:
Throughout the strategy development
planning process, discussions were 1. Experience the Fraser
guided by keeping the desired consumer 2. Outdoor recreation
in mind, predominantly the BC resident,
with a primary focus on the Lower 3. Food and farm experiences
Mainland and Vancouver Island. The 4. Indigenous experiences
ideal visitor is respectful and likes to 5. Sport tourism
discover and understand more about
the destination. 6. Touring and/or road trips
7. Festivals and events
Seven distinct motivating experiences
were identified that elevate the core
strengths of the destination and align to
the demand generators deemed most
relevant to the desired visitor.
FRASER VALLEY | 27Each of the motivating experiences is described below to provide context and explore the opportunities.
EXPERIENCE THE FRASER (ETF) One of the premier tourism opportunities with over 550 km of trails (43% of which are already in place) and
blueways connecting communities along the Fraser River from Hope to the Salish Sea, the ETF will act as a
catalyst to encourage and strengthen tourism and economic development initiatives.
The ETF Concept Plan identifies trails and blueways, implementation strategies, and actions that connect
communities to each other and to the river, knit together points of interest such as parks, natural features, historic
and cultural sites, and festivals with the intention to create one of the world’s great river destinations. This strategy
intends to make this vision come alive to ensure the Fraser Valley is seen as a true destination that attracts
overnight visitors.
OUTDOOR RECREATION Outdoor recreation is a growing travel motivator for the Fraser Valley with emerging product experiences, strong
community support, robust planning work, and strategies and actions underway. These include new trails and
routes for hiking, cycling and mountain biking, as well as new water-based activities. These efforts should continue
to be enhanced and supported.
The adventure travel visitor economy supports over 2,200 businesses in British Columbia and generates over $2
billion in annual income1. One of the opportunities for the Fraser Valley to create a distinct and compelling
competitive advantage is through building critical mass of mountain-based and river-based product experiences
that offer visitors a nearby alternative to similar, more crowded experiences found in Metro Vancouver and the
Sea-to-Sky Corridor. There is a need for the development of iconic demand generators in which to build outdoor
recreation platforms and create clusters of activities appealing enough to drive increased visitation.
FOOD AND FARM EXPERIENCES The destination has built a reputation for agricultural experiences, local foods, and culinary tourism which aligns to
the growing consumer interest in food experiences. Additionally, the Fraser Valley has developed a cross-regional
Circle Farm Tour Program which includes self-drive routes highlighting farm-based products and services as well as
events. Further developments should continue to be directed towards continuing to offer and enhance year-round
local, sustainable food experiences that benefit visitors as well as residents.
INDIGENOUS EXPERIENCES Indigenous cultural tourism is a small, but rapidly growing sector of the British Columbia tourism industry that
tends to attract an international visitor who spends more per trip than other visitors. Within the Fraser Valley,
significant opportunities exist to enhance the cultural product and experience offerings and participate more fully
in this growing segment. It is widely recognized that Indigenous tourism development needs to originate from
Indigenous communities.
SPORT TOURISM Sport tourism has become a highly competitive tourism business and is one of the fastest growing segments of the
tourism industry. There are existing efforts to generate sport tourism visitation in the Fraser Valley with the
Abbotsford Centre and Langley Event Centre as centrepieces offering excellent opportunities to draw national
and international sporting events. Sport tourism as a motivating experience helps to focus on strengthening the
visitor economy in the spring, fall, and winter.
TOURING AND/OR ROAD TRIPS The Fraser Valley is also included within existing touring routes such as the Circle Farm Tour, Scenic 7, the Gold
Rush Trail, and the Coast Mountain Circle Route. A significant portion of BC’s tourism visitation is associated with
touring. Self-guided touring provides an ideal way to move around from place to place, experiencing various parts
of the Fraser Valley. With distinct, attractive communities and experiences all along either side of the river, the
Fraser Valley is a perfect circle tour destination or overnight stop for travellers moving throughout BC. A focus on
improving the touring experience will enhance economic opportunities for all businesses and communities within
the planning area.
FESTIVALS AND EVENTS From the long-standing Abbotsford Airshow to highly popular Tulip Festivals, the Fraser Valley has demonstrated
that the area can sustain short-term visitation and offers potential for further growth. There is significant potential
to enhance the year-round visitation from festivals and events and to support the strengths of the destination as
well as residents’ quality of life.
1
Regaining the Edge for Adventure Tourism, A Strategy for Adventure Tourism in BC, 2016
FRASER VALLEY | 28NAMASTE HIKING, CHILLIWACK
Photo: Vanessa Oddy
E. DEVELOPMENT THEMES
There is a need to identify development
themes that will be a focus of attention for
the next 10 years. Destination development
strategy themes define the priorities that
have surfaced from tourism partners through
the process to support the vision and goals,
as well as the motivating experiences. Six
destination development themes were
identified to strengthen the Fraser Valley as
a destination. Each theme has objectives and
actions identified to support it.
THEME 1: BUILD Also, there are opportunities to fill
TOURISM STRATEGICALLY capacity in the shoulder seasons and
BY INVESTING AND increase the utilization of existing and
MANAGING GROWTH planned infrastructure and assets. A
COLL ABORATIVELY strong focus on collaborating to develop
and market the destination in a way that
Tourism stakeholders are looking for attracts visitation and business between
sustainable growth that is respectful October and May has to be a key
of the legacy and continued land use priority that requires working together
by Indigenous communities, nurtures throughout the entire Fraser Valley.
the long-term health of the ecosystems,
supports residents’ way of life, and Theme 1 also includes moving towards
is true to the area, the agriculture more collaborative resource
background, and the land capacity. management and better coordination
As such, a structured approach to of land use and treaty land rights,
working together to build tourism and cooperating with other industries, and
protect the natural and cultural Indigenous communities.
resources that attract visitors to the
region will be critical.
FRASER VALLEY | 29MISSION
Photo: Dale Klippenstein
THEME 2: ACCELERATE THEME 4: DELIVER AN
THE VISITOR-BASED EXCEPTIONAL VISITOR
EVOLUTION OF EXPERIENCE
EXPERIENCE THE FRASER Over the past decade, there have been
Experience the Fraser is a large substantial shifts in the tourism
recreational, cultural, and heritage marketplace that have resulted in the
development project that has the growing importance of the delivery of
potential to truly be a world-class, outstanding travel experiences. High
transformational experience, which satisfaction with travel experiences is
attracts visitors from around the globe. critical to achieve increased visitor
While great progress has been made spending, longer stays, repeat visits,
to implement the ETF plan through and positive word of mouth referrals. To
the Illustrative Foundational Program, prepare for, and enable growth, a strong
there is still a long way to go to fully focus is needed on improving visitor
implement the vision of the Experience amenities (e.g., parking, garbage pickup,
the Fraser Concept Plan. etc.), infrastructure and wayfinding, for
road and/or touring routes, and outdoor
recreational activities.
THEME 3: ACCELERATE
RIVER-BASED AND Theme 4 also includes improvements to
MOUNTAIN-BASED the transportation options to, and
PRODUCT DEVELOPMENT throughout, the Fraser Valley, including
The Fraser Valley is a distinct destination supporting the Abbotsford International
with iconic product experiences that Airport infrastructure expansion. This
showcase the area as a summer will increase the capacity of the terminal
playground and holiday destination in a and bring new visitor markets to the
natural setting, including fishing, camping, Fraser Valley. As current consumer
Cultus Lake, Harrison Lake and hot perceptions of the Fraser Valley are
springs, Golden Ears Provincial Park, often tied to Highway 1 and congestion,
trails, and more. It has one of the there is a need to look at multi-modal
mildest climates in Canada and there transportation to increase transportation
are specific opportunities to grow choices and efficiencies.
shoulder and off-season visitation.
Efforts should be taken to build on these
travel motivations by developing
attractive year-round activities and
services that create a four-season
destination for day trips and overnight
stays.
2www.fvrd.ca/EN/main/parks-recreation/experience-the-fraser.html
FRASER VALLEY | 30EAGLE ACRES DAIRY, LANGLEY
Photo: Tourism Langley
THEME 5: BUILD A MORE THEME 6: PREPARE
SUCCESS-FRIENDLY THE DESTINATION
BUSINESS ENVIRONMENT AND TOURISM
For tourism to grow in the Fraser Valley, BUSINESSES FOR DIGITAL
a supportive development environment TRANSFORMATION
is needed for current businesses as well Economic and industrial change is
as new entrepreneurs. Existing tourism increasing rapidly due to advances in
businesses and partners identified technology. The internet, computer
the need for wider-spread political systems, mobile and wearable
support for tourism-based economic technologies, and other emerging
development, including finding ways technologies have revolutionized how
to increase business certainty for people engage in their travel experiences.
product and business development. Businesses have responded by
integrating technology into all aspects
Having both a skilled workforce and
of operations, providing new services,
cultivating a robust understanding of
greater convenience, and new ways of
the social, cultural, and economic
engagement during the complete path
value of tourism will assist with resident
to purchase.
support for tourism growth and
investment attraction. Digital disruption will continue to
impact the tourism industry. Fraser
Valley tourism partners identified
the need to better prepare the tourism
industry to shift with consumer
expectations and technological
innovation.
F. INTERACTION OF DEVELOPMENT THEMES
AND MOTIVATING EXPERIENCES
For any destination development marketing efforts strive to create
strategy to achieve its goals, there must urgency for people to want to visit.
be coordinated interaction with the While this plan focuses on the supply
other components of the tourism side, it is important to connect the
development process. As mentioned, defined destination themes to the
tourism has two primary revenue drivers motivating experiences that lead to
— supply and demand. Destination purchase decisions and result in visitation.
development focuses on the supply side
of tourism by providing the setting, The interaction of supply, demand,
access, policy frameworks, investment development themes, and motivating
attraction, experiences, and visitor experiences is cyclical. The process of
services to attract new visitors and developing supply drivers such as
entice repeat visitation. Demand side transportation, policy frameworks, and
investment attraction supports the
FRASER VALLEY | 31development of compelling experiences — the supply drivers Each of the six development themes will contribute to each of
of products and services. These can then be marketed to the seven motivating experiences for the Fraser Valley,
potential visitors to generate demand. The marketing demand although they will do so at different levels, based on the actual
drivers lead to purchase decisions which result in visitation. Then, objectives recommended (Figure 13).
a new cycle of supply-side management and investment is set in
motion to encourage competitiveness, sustainability, and
tourism-driven benefits.
FIGURE 13:
Interaction of Development Themes and Motivating Experiences
SUPPLY SUPPLY DEMAND
+ +
INFRASTRUCTURE, COMPELLING COMPELLING
REGULATORY EXPERIENCES MARKETING
FRAMEWORK,
AND INVESTMENT
ATTRACTION
DEVELOPMENT THEMES MOTIVATING EXPERIENCES
1. Experience the Fraser 5. Sport tourism
1. B
uild tourism strategically 4. D
eliver an exceptional
by investing and managing visitor experience 2. Outdoor recreation 6. Touring and/or road trips
growth appropriately
5. Build a more success- 3. Food and farm 7. Festivals and events
2. A
ccelerate the visitor- friendly business experiences
based evolution of environment *Arts, culture, and heritage
Experience the Fraser 4. Indigenous experiences are included in all seven
6. P
repare the destination
motivating experiences
3. Accelerate river-based and tourism businesses for
and mountain-based digital transformation
product development
FRASER VALLEY | 327
STRATEGY AT A GLANCE STAVE WEST VIEWPOINT, MISSION
Photo: Bob Friesen
FRASER VALLEY: A DISTINCTIVE DESTINATION
VISION
The Fraser Valley is a vibrant, accessible, world-class destination that is well managed and enhances the
visitor economy and destination appeal.
Against the backdrop of rich culture and history, the mighty Fraser River and wild mountain vistas, we offer
outdoor adventures, farm-fresh experiences, and opportunities to experience our way of life around every corner.
GOALS
1. I ncrease the interest in travelling 2. Increase total number of visitors. 3. I ncrease the total contribution
to the Fraser Valley corridor from of the visitor economy.
key markets.
EXPERIENCES
MOTIVATING
• Experience • Outdoor • Food and farm • Indigenous • Sport
the Fraser recreation experiences experiences tourism
THEMES
DEVELOPMENT
• Theme 1: Build tourism • Theme 3: Accelerate river-based • Theme 5: Build a more success-
strategically by investing and and mountain-based product friendly business environment.
managing growth appropriately. development. • Theme 6: Prepare the
• Theme 2: Accelerate the • Theme 4: Deliver an exceptional destination and tourism
visitor-based evolution of visitor experience. businesses for digital
Experience the Fraser. transformation.
FRASER VALLEY | 338
STRATEGIC
PRIORITIES
HICKS LAKE
Photo: Graham Osborne
The Working Group utilized a framework to
determine the prioritization of each objective
and the relative timing for implementation:
1. QUICK WINS High value tactics with 3. SET ASIDE UNTIL RESOURCES
low complexity and can be achieved ALLOW Low complexity and low value,
within 3 years (2019-2022). address when time/resources exist.
2. LONGER TERM ACTIONS High 4. LEAVE OUT OF PLAN, RE-EVALUATE
value, high complexity that require 4 to IN FUTURE High complexity and low
10 years to achieve the result (2023- value, not realistically achieved in the
2029) albeit activities can begin 10-year time frame of this strategy.
immediately to achieve the outcome.
FRASER VALLEY | 34You can also read
