______________________________________________
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
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