______________________________________________

2017-2021StrategicBusinessPlan

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The2017–2021StrategicBusinessPlanwillremaintheroadmapforTourismChilliwackandourstakeholdersforthenextfiveyears.TheStrategyidentifiestheprioritiesthatwillensurethatwefulfillourmissionofworkingwithawiderangeofcommunitystakeholdersandtourismbusinessestodevelopmarketingprogramsthatarefocusedonincreasingoverallvisitorsandovernightstayswithinthecommunity.

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VISIONTocreateaWowDestination

VALUES• Tourism Leadership:Wewill take a lead role in addressing key tourism issues

impacting our stakeholders; provide a recognized voice, representing theinterestsofTourismChilliwack

• Professionalism:Wewillworkwiththehighestlevelofintegrity,ensuringweare

fair,honestandtransparentinallofourdealingsandcommunications.

• ContinuousImprovement:Wewillworkcollaborativelyandrespectfullywithourpartnersandcommunitystakeholders,sharinginformationandgoodpracticetoimproveourefficiencyandeffectiveness.

• Achievement&Accountability:Wewillensureweareresultsoriented;setting

clear,achievabletargets,andbeingaccountableforouractionsandresults.

• CommunityInvolvement:WewillworkwithlocalorganizationstosupportourcommunityandtoincreasetheawarenessofTourismChilliwack’simportantroleinthelocaleconomy

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MISSIONTogrowChilliwack’seconomyInordertoachieveourmissionwewillorganizeoureffortsbyfocusingonthefollowingKeyResultAreas:

1. RegionalDestinationMarketing

2. PartnershipandProductDevelopment

3. EntrepreneurialMindsetWithineachofthesekeyresultareas,wehavedevelopedstrategies.Thesestrategiesarenotendsinthemselves,butratheraretheapproachthatwebelievewillmoveustowardsaccomplishingourmission.Progress,usingthesestrategies,willbetrackedandevaluatedonanongoingbasisandthemeritsofthestrategieswillbedeterminedonanannualbasisintheorganization’sbusinessplan.

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TourismChilliwackcurrentlyhasthreeoverallstrategiestoguideouroperationsandprogramdevelopment:

1. RegionalDestinationMarketing2. PartnershipDevelopment3. EntrepreneurialMindset

01 | REVIEW 2012 - 2017

“Everygreatdestinationbecomesthatwaybyhavinga

cohesivevisionforwhotheyare.Thesuccessofthe

industrydependsonthegluethatholdsallofitsmembers

together,andactsonthebetterbehalfofallsuchparties.

InourcaseTourismChilliwackdoesjustthat.”

-SamWaddington

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HIGHLIGHTSTheprevious5yearsofTourismChilliwackactivitiesaredemonstratedthroughanumberofsuccessfulmarketingprograms,campaignsandachievementsaslistedbelow:OnlineMarketing/#ShareChilliwackTourismChilliwackdeliversinstantandengagingcontenttoawideon-lineaudienceusingInstagram,Facebook,YouTubeandTwitter.The#sharechilliwackhashtagcontinuestobeoneofthefastestgrowinghashtagsintheindustrywithover13,000photostaggedonInstagramalonetodate.The#ShareChilliwackcampaignhasallowedustotapintothepowerofconversationandbuildqualityengagementswithpeopleexperiencingChilliwackfirsthand.AsofJanuary2016,the#sharechilliwackvideoonFacebookandYouTubehadcombinedviewsofalmost150,000.

Challenges&OpportunitiesDestinationMarketingOrganizations(DMOs)operatinginBritish

Columbiatodayarefunctioningaccordingtoaconstantly

changingsetofguidelinesthatcontinuallyredefinethenatureofcompetition.Successfullymarketingadestinationrequires

ongoingreassessmentofitssocial,cultural,political,

technologicalandenvironmentalstrengths.TourismChilliwackisnoexceptiontothis.

Asaresultoftheincreasinguseoftechnology,consumer

behaviorhaschangedacrossthetourismindustry.Theuseofon-

linetoolstoconductpre-travelplanning,purchasingandin-

markettravelchoiceshasimpactedtheroleofatraditional

VisitorCentre.

DESTINATION MARKETING Developandimplementdestinationmarketingprogramsthatattractvisitorsandincreaseovernightstays.

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TheFraserValleyMarketingCampaign&WebsiteTokickoffthecampaign,thegrouphostedsixhigh-profiledbloggersfromthePNWfor“ADayintheValley”inAugust.TheoutcomeofthismediatriphasalreadyprovenitsvalueasmanyofthesehighlyinfluentialbloggershavealreadysharedwiththeirfollowerstheremarkableexperiencetobehadintheFraserValleyandcreatedasenseofurgencytovisit.Anotherkeycomponentanddrivingforcebehindthiscampaignisanewonlinetoolincorporatedintothegroupsnewlylaunchedonlinetoolonwww.thefraservalley.ca.ThisonlinesearchtoolgivespotentialvisitorsaplacewheretheycandiscoverinformationaboutthevastnumberofexperiencesavailableintheFraserValley.CultusLakeMarketingCampaignWorkinginpartnershipwithkeystakeholdersinCultusLake,TourismChilliwackcoordinatedamarketingcampaignwiththegoalofraisingtheprofileofCultusLakeasadestinationthusincreasingtheeconomicimpactofthetourismindustry.Thecampaignincludedsocialmedia,signage,VisitorCentresupport,videodevelopmentandsporttourisminitiatives.

BCDayInstameetTourismChilliwackorganizedChilliwack’sfirstofficialInstameetonBCDayledbyRoxannaFroesefrom@intherivervalley,alocaloutdooradventureinfluencer.ThissuccessfulInstameetinspiredagroupof50+photographers&instagrammerstocometotogethertotakephotosanduploadthemtoInstagramshowcasingourbeautifulcommunityviathehashtag,#ShareChilliwack.MediaRelationsWiththeobjectiveofstrengtheningourmediarelationseffortstoshowcasecurrentproductsandpromoteones,webegantoestablishrelationshipswithlocal,regionalandoutofProvincemediarepresentatives,rangingfromprinttoon-line.PresstripswerecoordinatedforkeyinfluencersandweworkwithDestinationBCtorespondtomediainquiries.CircleFarmTour(CFT).Thegoaloftheprogramistoencourageadditionalvisitorstovisitlocalareafarms,farm-gatevendorsandlocalbusinessesandattractions.In2015wewelcomed3newpartnerstotheChilliwackCircleFarmTour,whichprovidesinterestingnewproducttocomplimenttherichproductcurrentlyavailable.ThemarketbeingtargetedistheLowerMainlandandtraffic

tothemicrositeindicatesthatthehighest%ofusersisfromVancouverandSurrey.Theaveragesessiondurationhasincreasedsuggestingthatthesiteisprovidingrelevantinformationtousers.AdvertisingMatchingprioritytargetmarketsandproductwithconsumerdemandtopromoteChilliwackasadestinationinkeypublicationsanddistributionchannels.VisitorCentreKioskDestinationBCcreatedaPilotProjectProgramtotestanddocumentinnovativeapproachestoprovidingvisitorservices.TourismChilliwacksubmittedaproposaltosupportthebuildingofanewkioskandreceiveda$5000granttowardsthecost.Toensurethetravellerhasapositiveexperienceatthevisitorcentreduringnon-businesshours,thekioskfeatures:hoursofOperations,onlineplanningtools,WIFIinformation,hotelinformation,socialmediainformationaswellasbrochuresinaweatherproofliteratureholder.

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HikingGuideAprintedOutdoorAdventureandHikingguidehelpstohighlightthevarietyofoutdoorexperiencesandopportunitiesavailableinChilliwack.Eachhikehighlightedintheguideincludesdrivingdirections,elevationgain,anddegreeofdifficulty,highestpoint,returntiming,andtypesofactivitiesavailableonanygiventrail.Thisguideisavailableonline,aprintedversionisdistributedthroughthecommunityandthelowermainland.Tear-awayMap15,000copieswereprintedanddistributedin2015.Wecannotkeepupwiththeamountofrequestsforthismapfromhoteliersandtourismbusinesses.Thistoolisalsousedinvisitor/sporttourismbagstoprovidevisitingathleteswithatourismmapofChilliwack.

TourismChilliwackisourcommunity'svoice,

leveragingtechnology,callingtotheworld,

"CometoChilliwackandplayoutside!"

-MarcGreidanus,ChilliwackParkSociety

#ShareChilliwack@

photospears

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. HIGHLIGHTSStakeholderModelIn2006,TourismChilliwackreplaceditsmembershipprogramwithastakeholdermodelofmarketingpartners.ThestakeholdersystemcontinuestoprovideabetterwayofservingChilliwackbusinessesandtheoveralltourismindustrybyprovidingthemwithamenuofmarketingandpromotionalopportunitiesfromthevariousprogramsofferedbyTourismChilliwackandChilliwackHeritagePark.MountainBikingIn2015TourismChilliwacksponsoredtheFraserValleyMountainBikeAssociationtoenablethemtoattendtheMountainBikeBCSymposium,atwhichtheywereabletoformconnectionswithkeyindustryleaders.Asaresult,Chilliwackhassecuredthe“BCEnduroSeries”,whichisprojectedtogenerate$70,000.TourismChilliwackwillalsobeworkingwiththeFVMBAtorevitalizethe“VedderMountainClassic”,whichwillcreateafullweekendof

mountainbikeeventsinCultusLake,andisforecasttoattract150–200racers.TrailCollaborationInChilliwack’strails,TourismChilliwackrecognizedanuntappedtourismmarketandhasworkedtirelesslytocoordinatestakeholdersinsupportingtheoutdooradventuresectorintheregion.Weweresuccessfulinleveraginggrantstoenhancetrailheadswithlandscaping,signageandinformationkiosks.VideoDevelopmentTourismChilliwack’svideobankhasbeenfullyupdatedwithb-rollvideonowavailableforcommunityuse.Wehavecollectedvideoonhiking,golf,rafting,kayaking,watersports,farmfreshexperiences,CultusLakeWaterparkandAdventurePark,mountainbiking,offroading,BMX,andaerialshots.TheselibrarieshavealreadybeenutilizedbyourpartnersandDestinationBC.

PARTNERSHIP DEVELOPMENT Provideleadershipthatbuildssupportandeffectivelycommunicatestheeconomicimportanceandvalueofthetourismindustryforourcommunity.

Challenges&Opportunities

Inordertomaximizepositive

economicresultsinthe

tourismindustry,Tourism

Chilliwackmustfoster

partnershipswithlocal

tourismbusinesses,

organizationsandindividuals.

Establishingbestpractices

thatincludeinnovationand

collaborationareessentialto

ensuringthattheorganization

operateseffectivelywhile

remainingresponsibleand

relevanttostakeholders.

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HIGHLIGHTSTourismChilliwackhassuccessfullymanagedthesite,inpart,becauseofreasonablerates,greatcustomerserviceasacknowledgedbyourclientsandguests,theabilitytotargetandaccommodateawidevarietyofevents,aswellasTourismChilliwack’soverall‘can-do’attitude.Thereisasynergythatcomeswithhavingatourismorganizationoperateafacilitywhichisakeytourismasset.TheeventshostedatHeritageParkbringinthousandsofvisitorstoourcommunity,manyofwhomstayovernightinourhotelsandcampgrounds,visitourattractionsandshopforsuchthingsasgroceriesandgas.Ourorganizationalsotargetsandsponsorsspecificeventsthathavethecapacitytogeneratetourismrevenueinthecommunity.Thiscomplimentsboththenewlyadoptedvisionandmissionstatementsofourorganization.TourismChilliwackusesaportionoftheHeritageParkoperatingsubsidytomarketthevenueaswellasthecommunity.Further,havingalargerstaffbaseallowsourorganizationtoleverageourresources.

Ourstaffingisintegratedwhichassistswithworkintheareasofdestinationmarketing,custodialservices,generalbuildingmaintenanceincludingsnowclearingattheVisitorCentre,andeventstaffingforeventsliketheannualBusinessontheGreenGolftournament.

ENTREPRENEURIAL MINDSET MaximizerevenueandopportunitieswithanentrepreneurialapproachtooperationsthatwillimprovefinancialresultsforTourismChilliwack.

Challenges&Opportunities

AlthoughChilliwackhas

enjoyedsteadyincreasesin

MRDTfundingsinceit’s

inceptionin2000,itremains

lowerthaninother

communities.Itisessential

forTourismChilliwackto

generaterevenuefroma

varietyofsourcesinorderto

operateeffectivelyand

efficiently..

.

#ShareChilliwackk@

crvbasecamp

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EconomicTourismConditionsArguablyoneoftheworld’sfastestgrowingindustries,thetourismindustry,in2015markedits6thconsecutiveyearofabove-averagegrowth,withinternationalarrivalsincreasingby4%ormoreeveryyearsince2010.Internationaltouristarrivalsgrewby4.4%in2015toreachatotalof1,184million,accordingtothelatestUNWTOWorldTourismBarometer.Some50millionmoretourists(overnightvisitors)travelledtointernationaldestinationsaroundtheworldlastyearascomparedto2014.(UNWTOPressReleaseJanuary18,2016)2015endedonapositivenoteforCanadawithtotalinternationalarrivalsincreasing7.5%over2014,wellabovethepreviouslynotedglobalgrowthrateof4.4%.(DestinationCanadaTourismSnapshotDecember2015).UnlikemanyCanadianindustries,travelandtourismisexperiencingoptimalbusinessconditions,particularlyfromtheUSmarketwherethecombinationofeconomicrecovery,increasedpassport

ownershipandcurrencyexchangeprovideanexcellentopportunitytogenerateinterestintraveltoCanada.(TIACNews–March22,2016)BritishColumbiacontinuestoperformslightlybetterthantherestofCanada,withinternationalovernightarrivalsincreasing7.9%in2015to4.925millionvisitors;from4.65millionvisitorsin2014.ThisfigureincludesanincreaseinthenumberofovernightUSvisitorsbyabout200,000.Thisstrengthcontinuesinto2015.(DBCInternationalVisitorArrivals)RelevantTravelTrendsTheSharingEconomyTheshiftfromownershiptoaccessistransformingmanyindustries,andtourismisoneofthemostaffected.Theriseof“CollaborativeConsumption”withthepopularityofasset-sharingwebsiteslikeAirbnb,VRBO,UberandEatWithaLocalhasmadeiteasierforvisitortoconnectwithlocalhostsandguides.iTheexpectationoftoday’svisitoristhatthey

will“experience”adestinationversussimply“visit”thedestination.Asvisitorsaregivenmorechoicesinthewaytheytravel,therelationshipbetweenthesharingeconomyandthetourismindustrywillbecomeincreasinglyintertwined.InfluenceofFoodItisestimatedthat39millionU.S.leisuretravelerschooseadestinationbasedontheavailabilityofculinaryactivities,whileanother35millionseekoutculinaryactivitiesafteradestinationisdecidedupon.iiThefoodexperience,includingwhereyourfoodcomesfrom,hasalwaysformedalargecomponentofthetravelexperience,butwiththeexplosionoffood-focusedmediaandsocialmedia,thefarm-to-tablemovementandhighprofileeventsfeaturinglocalcuisine,theinterestinregionalcuisinehasgrowndramatically.iiiMultigenerationalTravelAsoldergenerationsarelivinglongerandimprovedeconomies,particularlyintheU.S.thetourismindustryisseeingadramaticincreaseinmultigenerational

02 | STRATEGIC CONTEXT

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travel.40%ofallactiveleisuretravellershavetakenatleastonemultigenerationaltrip(definedasatripofpartiesinthreeormoregenerations)during2015.And,whilegrandparentsarefundingthetrips,it’sthemillennialgenerationmaking77%ofthedestinationand65%oftheactivitydecisions,dueprimarilytothefactthattheydoalltheresearchandusesocialmediaasatool.ivIncreaseinMillennialTravellersBy2020,320millioninternationaltripsareexpectedtobemadebyyouthtravellerseachyear,astaggering47%increasefrom217millionin2013.vMeetingfriendlylocals,livinglikealocalandthenewmemoriesthatresultfromtheseexperiencesareamongstthestrongestmotivationsformillennialtravellers.Theyvaluepersonaltravel

experiences,andarestronglyinfluencedbyreviews.Additionallytheyareverylikelytowrite,andpostreviews,abouttheirtravelexperiences,bothgoodandbad.Itisimportanttotapintothepowerofconversationandbuildconnectionswiththisgroupoftravellers.RisingpopularityofSportTourismSportTourismisdefinedbytheCanadianSportTourismAllianceas“anyactivityinwhichpeopleareattractedtoaparticularlocationasasporteventparticipant,aneventspectator,ortoattendsportattractionsorbusinessmeetings.”Sporttourismisa$3.6billionsegmentofCanada’stourismindustryandisCanada’sfastestgrowingtourismsegment.viAsisthetrendforprofessionalstomixvacationtimewithbusinesstravel,enthusiastsattendingsportingevents,particularlyiftheyhavetravelledasignificantdistance,

arelikelytoextendtheirstayandvisitthehostcommunity.RiseofExperientialTravelVisitorsin2016willbelookingforopportunitiestoexplorelesser-knowndestinations,especiallythosethatareuntouchedorunique.Adventuretravelwillbesignificantasmanytravellersstrivetocreateunforgettablememoriesandcrosssomethingofftheirbucketlists.ArecentAmericanExpresssurveyrevealedthat72%oftravellerswouldratherspendtheirmoneyonexperiencesthansouvenirs.viiAndtheAdventureTourismMarketStudy,fromtheAdventureTravelTradeAssociation(ATTA)statesthat“Nearly54%oftravelersplantoparticipateinanadventureactivityontheirnexttrip.”viii

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MARKETPERFORMANCETourismisoneofBritishColumbia’stopindustriesandin2013,generated$13.9billioninrevenue–a44.3%increasefrom2003.ItisBC’s4thhighestexportindustry,andaccountsfor11.6%ofBC’sexportrevenue.OverhalfofvisitorstoBC(58.5%)wereBritishColumbiaresidents,visitorsfromotherpartsofCanadaaccountedfor17.6%ofallvisits,whileinternationalvisitorsmadeuptheremaining23.9%ofvisits.ixBC’smarketperformancereflectsworld

conditions,withtravelfromtheUSincreasing8.6%fromJanuary2015–August2015,comparedtothesametimeperiodinthepreviousyearandtravelfromothercountriesincreasedaswell.xBritishColumbiaresidentsmakeupthelargestshareofovernightvisitation(45%),but,whencomparedtoothertourismregions,hasamuchlowerspending(22%).Inaddition,theregionhasthelargestmarketshareofWashingtonandCaliforniantravellerscomparedtootherregions.xi

OvernighttravellerswhospentoneormorenightsintheVancouver,Coast&Mountainstookpartinanumberofoutdooractivitiesduringtheirtrip,includingvisitingnationalorprovincialparks,hiking/backpacking,visitingabeach,andcamping.

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OccupancyRates:2009–2015xiiOverthepastfewyears,theaccommodationsectorinChilliwackhasshowngrowthconsistentwiththeprovincialaverage.AverageDailyRateChilliwackofferslowerroomratesthantheprovincialaveragewhichmakesitamuchmoreaffordabledestinationwhencomparedwithneighbouringcommunities.ThiswillhelpChilliwackcompetewhenbiddingforsportingeventsandlargeexhibitions.

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HotelTaxRevenue

TheMunicipalandRegionalDistrictTax(MRDT)revenueshavegrownsteadilyyear-over-year.

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Strengths• Organization-respectedandhasastrongrelationship

withkeystakeholdersincludingtourism-relatedbusinessesandtheCity

• Leadership&willingnesstocollaboratefromlocalgovernment,chambers,BIA’sandFraserValleyAssociation.

• StrongregionaldestinationmarketingpartnershipwithAbbotsford,Langley,HarrisonHotSprings

• Naturalbeauty-scenic• Diverseoutdoorexperiences–fishing,hiking,biking,

rafting,camping,birding,golf,provincialparks,etc.• CloseproximitytoMetroVancouver/RegionalAirport• Provenrelationship/partnershipbuilder• Strongandestablishedguidedfishing,agri-tourismand

artisanbusinesses• Facilities:ChilliwackHeritagePark,CulturalCentre,

ProsperaCentre,Island22Park&TownsendPark• Mildclimate• 2%Hoteltax

Weaknesses• LackoftransportationtoChilliwackandwithin• Limitedfunding• Diverseexperiences–productdiversities.Thereare

lotsofreasonswhypeoplevisitChilliwack,whichcanpresentmarketingchallenges.

• CloseproximitytoVancouver• Nocentrallocation–downtowncorenotutilized• Notenoughcommunityevents• Limitedrestaurantsandnightlife• AwarenessofChilliwackoutsideofBC/ABislimited• Lackofexportmarketreadytourismproduct• Notenoughmeetingspace–conferencesize

limitations• Hotelsspreadoutacrossthecommunity• Sizeoftourism-relatedbusinesses• Limitednumberofhotelrooms• Many3rdpartyoperatorsofcityfacilities• Hwy1firstimpression–industrial,billboards,smells• Politicalfragmentation–FVRD,City,ParkBoard,

Province,FirstNations

Opportunities• StrongandbusinessdrivenFirstNationsBands• StrengthofUS$isbringingAmericanstoBCand

keepingCanadianshome.• Wellpositionedtoleverageprovincialmarketfocus

withDestinationBC’sbrandrefresh–TheWildWithin.• DestinationBCfundingisfocusedonco-operative

partnershipbetweencommunities.• DestinationBClookingatdevelopingmade-in-BC

operatingstandardsandbestpractices.• Regionalpopulationisover2million(lowermainland)

Threats• Travelershavemanydestinationoptionsthatoffer

similarassetstoChilliwack.• Neighbouringcommunitiesapplyingfor3%MRDT• CommunityTourismOpportunitiesco-operative

fundingisnotconsistentyeartoyear.• Bordercrossing/securitymeasuresmaydeterUS

visitors(i.e.passportrequirements)• IncreaseddemandsonCityfunding.

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GOAL1DESTINATIONMARKETINGWestrivetoincreaseawarenessofChilliwackandtheFraserValleyasa‘wow’destinationthroughinnovativemarketing,salesandcommunicationsefforts.

WewillfocusonkeygeographicanddemographicmarketsinordertomotivatetravelerstopurchaseandexperienceChilliwackandtheFraserValleyproducts.OccupancyinChilliwackfor2015increasedby7.7%to56.2%Our5-yeargoalistoincreaseto 59.2%by2022.

Wewillprovidefriendly,responsiveandknowledgeablevisitorservices,throughavarietyofdifferentpointsofcontact.

TheChilliwackVisitorCentreislocatedinahightrafficlocationadjacenttoHighway#1andisopenyearroundhelpingtomakeitoneofthebusiestintheprovince.Asa

resultoftheincreasinguseoftechnology,consumerbehaviorhaschangedacrossthetourismindustry.Theuseofon-linetoolstoconductpre-travelplanning,purchasingandin-markettravelchoiceshasimpactedtheroleofatraditionalVisitorCentre.TourismChilliwackwillworkwiththeVisitorServicesNetworktoexploremoreinnovativeapproachestoprovidingguestinformationbothpre-tripandin-market.

StrategiesWewilldevelopandimplementdestinationmarketingprogramsthatmatchproductsandexperiencesattractingvisitorsandincreasingovernightstays.

• Developservices,partnershipsandpromotionalprogramsintheTravelTradesectorthatenableChilliwacktoestablishitselfasatrade-friendlydestination.

• Createunique,engagingitinerariestosharewithtraveltradeinfluencersandDestinationBCtraveltradestaff.

• JointheCanadianInboundTourismAssociation(AsiaPacific)andattendtheirannualtradeshow.

• HostaTravelTradeWorkshopinpartnershipwithDBCtoencourageongoingprofessionaldevelopment.

• Strengthenourmediarelationseffortstoreinventcurrentproductsorpromotenewonestomedia.

• Optimizeuseofonlinecommunicationmediums.

• EnhanceChilliwack’sidentityasanexceptionalhostforsporteventsbycreatingcustomizedvalueaddedmarketinginitiatives.

03 | GOALS, OBJECTIVES & TACTICSAstrategicobjectiveforTourismChilliwackistoworkinpartnershipwithawiderangeofcommunitystakeholdersandtourismbusinessestodevelopmarketingprogramsthatarefocusedonincreasingoverallvisitorsandovernightstayswithinthecommunity.

Theoverallgoalforthefive-yearperiodistoincreaseovernightvisitationtoChilliwackto59.2% in occupancy.Inordertoachievethisgoal,specificobjectivesandtargetshavebeenoutlinedbelowforeachofourbusinessareas.

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• Compilehighqualityphotography,videosandavideobankforstakeholderstousetopromoteChilliwack.

• Continuetoseekoutandimplementinnovativewaysofmeetingvisitors’needsforinformation.

SupportandencourageourstakeholderstobeambassadorsofChilliwack.

GOAL2PARTNERSHIPANDPRODUCTDEVELOPMENTTourismChilliwackworksonamodelofinclusioncreatingpositivepartnershipswithtraditionalandnon-traditionalpartners.

StrategiesThrougheducation,involvementandproductdevelopment,wewillensurethattheeconomicbenefitsfromtourismcontinuetogrowinChilliwack.

• ProvideleadershipthatbuildssupportandeffectivelycommunicatestheeconomicimportanceandthevalueoftourisminourcommunityandtheFraserValley.

• Supportgrowthofyear-roundandseasonalproductsthatmatchourvisitormarketandprofile.

• RepresentandconnectChilliwacktourismproductstokeypartnershipopportunities.

Demonstrateleadershiptoensureourtourismindustryiswellrespectedbyalllevelsofgovernment,andwithourcommunitypartnersaswestriveforexcellenceasadestinationmarketingorganization

GOAL3ENTREPRENEURIALMINDSETWewilltakeacreativeandentrepreneurialapproachtowardsdevelopingsustainablefundingfortheorganization.RevenuefromavarietyofsourcesisessentialforTourismChilliwacktoproperlyoperateandeffectivelyimplementmarketingprograms.

Strategies• Maximizerevenueandopportunities

withanentrepreneurialapproachtooperationsthatwillimprovefinancialresultsforTourismChilliwack.

• IncreaseMRDTrevenueby6%overthe5-yearperiod.MRDTin2015

was$208,300.Ourgoalistoincreaseitto$220,798by2022.

• Increaserevenuesthroughnon-traditionalsourceswhilebeingmindfuloftourismstakeholders.

.

#ShareChilliwack@

petcurean

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OurobjectiveistoeffectivelycommunicatethekeyemotionaldriversthatcompelourtargetmarketstovisitorconsideravisittoChilliwack.Chilliwack’stourismbrandusesauthenticimageryanddesigntobuildontheimpressionsofpeoplewhohavediscoveredthevastarrayofexperiencesavailableinChilliwack.BuildingapersonalrelationshipbetweenourvisitorsandChilliwackisacriticalelementofourtourismbrandandisaccomplishedusing#ShareChilliwack.

WiththerecentrebrandingbyDestinationBritishColumbia,Chilliwackhasanopportunitytoalignwiththeredevelopedbrandandharnessthepowerof“Super,NaturalBritishColumbia’.BysourcingimagerythatpromotesChilliwackandlivesuptoDestinationBCbrandstandards,wecanconnectwithvisitorsonanemotionalandinspirationalleveltofueltravel.

04 | BRAND POSITIONING

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TargetMarketsTherearefourcoremarketsthatTourismChilliwacktargets:1. ResidentsofMetroVancouver2. ResidentsofBCandWA3. Sportingeventorganizers4. TourOperatorsExplorerQuotientDestinationCanada’sExplorerQuotientresearchframeworkhasbeenadoptedbyDestinationBCandprovidesTourismChilliwackwithafoundationforestablishingtargetEQtypes,basedontheregion’sattributesandotherfactors,suchasalignmentwithDestinationBC.EQresearchisspecifictoeachofDestinationCanada’stargetgeographicmarkets.Itaddsapsychographicelementtotargeting,butalsofoldsindemographicsandexperienceappealbyEQType.WithTourismChilliwack’sdemographicandgeographictargetsinmind,thefollowingEQTypeswerechosenasTourismChilliwack’stargetsfortheCanadianmarket:

FreeSpirit1. highlysocial,open-minded,

experimental&adventurous,loveshigh-endhedonisticexperiences

2. 12%ofCanadianMarket3. Personalitytraits:Extroverted,driven,

open,fun-loving,adventurous4. 45%Men/55%Women5. Employment–FT,PT;aboveaverage%

arestudents6. Householdincome–higherthan

average

CulturalExplorer7. ConstantTravellers,Lovetobe

immersedinlocalculture,peopleandsettings

AuthenticExperiencer8. understatedtravellers,lookingfor

authentic,tangibleengagementwithdestinations,highonhistoricaltravel

9. 12%ofCanadianmarket10. Personalitytraits:Steadfast,

understated,responsible,interested,rational

11. 51%Men/49%Women12. Employment–FT;morelikelythan

averagetoberetired13. Householdincome-average

#ShareChilliwack@

minim

eeze#ShareChilliw

ack@zo_plaszczyk

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OrganizationalStructure

TourismChilliwackwasestablishedin1998asasubsidiaryoftheChilliwackEconomicPartnersCorporation(CEPCO).ThispartnershipprovedbeneficialasitallowedTourismChilliwacktoestablishasolidfoundationforprovidingprogramsandservicesthatbenefitthetourismindustryinourcommunity.TourismChilliwackwasincorporatedinDecember2006andisledbyaprivatesectorboardofDirectorscomprisedoftourismindustryprofessionals.

TourismChilliwackisbasedattheChilliwackVisitorCentreandisamid-sizecommunityDestinationMarketingOrganization(DMO)inBritishColumbiawithamandatetostrengthenthetourismindustryintheCityofChilliwack.TheDMOisstructuredtofollowastakeholdermodelofmembership.Ratherthancollectindividualmembershipfees,alltourismbusinessesarewelcometoparticipateandpartnerwithTourismChilliwackinour

marketinginitiatives.Manyinitiativesarestructuredonapay-to-playbasis,whileothers,suchaspresstripsandfamiliarization(FAM)tours,thatwillbenefittourismoverallinthecommunityarefundedwhollybyTourismChilliwack.

GovernanceStructure

TourismChilliwackisgovernedbyafourteenmemberBoardofDirectorscomprisedofelectedandappointedindividualsrepresentingallsectorsofthetourismindustry.TwopositionsontheBoardareappointedbytheCityofChilliwackasCityLiasionsandoneisdesignatedforarepresentativeoftheCultusLakeParkBoard.Allappointeesholdone-yearterms,whiletheChair(theonlyelectedposition)holdsatwo-yearterm.

TheBoard'sdutyistogoverntheaffairsofthecorporationwithintheframeworkofrelevantlegislationandstandards.TheBoardofDirectorsrepresentsthe

communityandisgiventhelegalcorporateauthorityandresponsibilityfortheachievementoftheorganization'smission,foritsstabilityandforprovisionofsystematiclinkagewithotherorganizationsengagedinthepursuitofsimilarobjectives,andthecommunityatlarge.TheBoardisresponsibleforensuringthatithasadequateinformationtomonitormajorareasofcorporateperformance.

05 | MANAGEMENT, GOVERNANCE & ADMINISTRATION

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2016BoardofDirectors

BrettDeWitt-CoastChilliwackHotel

DeannaJohnston-BestWesternRainbowCountryInn

LeonardWiens-TheRoyalHotel

SusanAnstett–ChilliwackRiverRafting

NancyBarker-UniversityoftheFraserValley

BarbKemp-ClassiconAlexander

BrianMinter-MinterCountryGardens

AmberPrice-TheBookMan

DaveSchaepe-Sto:loResearch&ResourceManagementCentre

SueAttrill-CityofChilliwack

RyanMulligan-CityofChilliwack

CultusLakeRepresentative(Appointed)RoseTurcasso,Commissioner

Committees

TourismChilliwackcommitteefunctionsaretobringtheexperience,expertiseandjudgmentofagroupofinterestedandinformedpersonstobearonaspecificareaoftheCorporation'sresponsibility.ItsjobistoassisttheBoardbyconsideringmattersreferredtoitingreaterdepththanwouldbepossiblebythewholeBoard.CommitteesisolatethekeyissuesrequiringBoardconsideration,proposealternativeactions,presenttheimplicationsandmakerecommendationstotheBoardfordecision.

Finance/Audit/InvestmentCommitteeMonitorthefinancialactivitiesoftheCorporation;ensurethatcompleteandaccuraterecordsarekeptofalloftheCorporation'sfinances;reportofallfinancialtransactionsandofthefinancialpositionoftheCorporation;reviewandpresentannualauditedfinancialstatements.

HumanResourcesCommitteeOverseetheestablishmentofgeneralpoliciesforthemanagementoftheCorporation’sstaffandvolunteerresourcesandmonitoringcompliancewiththosepolicies;performanceevaluationoftheExecutiveDirector.

GovernanceCommitteeRegularreviewofgovernancepolicies/practicestoensuretheyalignwiththeArticlesofTourismChilliwack,andforrecommendingchangestotheBoardasrequired;oversightofprogramsandservicesagainstapprovedobjectives;reviewBoardperformance.

ChilliwackHeritageParkCommitteeProvidesassistancewithstrategicplanningandpolicydevelopmentforChilliwackHeritagePark.

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HRMANAGEMENT

TourismChilliwackemploysavarietyofstaffpositionsthatmanageday-to-dayoperationsandtheimplementationoftheoverallmarketinganddevelopmentplan.

ExecutiveDirectorTheExecutiveDirector,aschiefexecutiveofficeroftheCorporation,isresponsibletotheBoardofDirectorsoftheCorporationfortheadministrationandenforcementoftheGovernancePoliciesandStrategicObjectives,executionoftheBoard'spolicyandadministrativedirectives,andforplanning,organizing,coordinatingandmanagingtheoperationoftheCorporation'sprogramsandservicescompatiblewiththepertinentlegislationandwithinthegeneralparametersoftheapprovedannualoperatingplanandbudget.

DestinationMarketingManagerTheDestinationMarketingManagerisresponsiblefortheeffectiveandprofessionaldevelopmentanddeliveryofourdestinationmarketinganddevelopmentactivitiesasoutlinedintheannualdestinationmarketingtacticalplan.Themanagercollaborateswithlocal,regional,andprovincialstakeholdersto

growthevolumeandvalueofthetourismeconomyinChilliwack.

Facility&BusinessDevelopmentManagerTheFacilityandBusinessDevelopmentManagerhastwomainareasofresponsibility.

1. ChilliwackHeritageParkFacilityManager-Themanagerisresponsibleforallaspectsofrentalsales,staffing,buildingmaintenance,budgetingandlongtermplanningofChilliwackHeritagePark.(80%oftime).

2. TourismChilliwackBusinessDevelopmentManager-Themanagerisresponsibleforidentifying,developingandimplementingrelationship-buildingopportunitieslocallyforTourismChilliwack.(20%oftime).

3. IntheabsenceoftheExecutiveDirector,overseesbothHeritageParkandTourismChilliwackoperations.

BusinessDevelopmentCoordinatorTheBusinessDevelopmentCoordinatorisresponsibleforenhancingand/orattractingsportevents,meetings/conferencesandothergroupactivitiestoChilliwack.TheCoordinatorisalsoresponsiblefordevelopingandimplementingspecificdestinationmarketingandspecialty

projectsasoutlinedbytheExecutiveDirector.

VisitorServicesTheVisitorServicesteamisresponsibleforprovidingexceptionalvisitorservices,managementoftheFlagShopfranchise,generalofficeadministrationandassistingtheExecutiveDirectorwithtravelandmeetingarrangements.

AccountantTheAccountantprovidesaccountingandadministrativesupporttomanagement.TheAccountantisresponsibleforthefullaccountingcycle,andassistinginmaintainingsoundaccountingprinciplesandpracticesforChilliwackHeritagePark,theFlagShopChilliwackandTourismChilliwack.

#ShareChilliwack@

mackenziefaye10

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TheserviceagreementwiththeCityofChilliwackprovides$130,000annuallyforvisitorservicesanddestinationmarketingactivities.DestinationBritishColumbiaalsoprovides$20,411(2016)annuallywhichisallocatedtotheoperationalcostsofrunningtheChilliwackVisitorCentre.Also,co-opfundingforspecificprojectswillbeappliedforthroughDestinationBCandsectorgroups.

AdditionalsourcesofrevenueforTourismChilliwackareestimatedtobe:

• MarketingPartnersProgram-$91,576• Co-op Marketing Funds-$29,000

•TourismChilliwackGolfTournament&Chilliwack Heritage Park Marketing Fee -$95,625

• FlagShop & Visitor Centre Retail Revenues-$120,224

• Interest - $6,830

Sourcesoffundingarerelatedspecificallytodestinationmarketing,anddonotreflectrevenuesrelatedtotheoperationsofChilliwackHeritagePark.

06 | SOURCES OF FUNDING

"WorkinginpartnershipwithTourism

Chilliwackhashelpedgrowourbusinessboth

regionallyandinternationally.

Knowingthatwecanworktogether

tocreatethebestmarketingstrategiesand

leveragingourresourcesmakesthisan

invaluableresourcewithinourcommunity."– DeanWerk,GreatRiverFishingAdventures

Chilliwack Heritage Park Operations Revenue - $736,330•

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EndNotes:

iTheAltimeterGroup-TheCollaborativeEconomyiiUniversityofFlorida–AFlashofCulinaryTourismiiiWorldFoodTravelAssociation–TheStateoftheCulinaryTourismIndustryivTourismIntelligenceInternational–Top10TrendsinTravel&Tourism2016vWYSETravelConfederation–MillenialTravelReportviCanadianSportTourismAllianceviiSkift&Peak–TheRiseofExperientialTravelviiiAdventureTravelTradeAssociation–AdventureTourismMarketStudyixDestinationBC–TheValueofTourismxStatsCanadaServiceBulletin:InternationalTravelAdvanceInformation,Aug2015xiVCMRegionalProfile2014xiiDestinationBC–2015TourismIndicators