METRO DESTINATION DEVELOPMENT STRATEGY HIGHLIGHTS ENGLISH BAY, VANCOUVER Photo: Nelson Mouellic THANK YOU WHAT’S The Metro Vancouver Destination , Qayqayt Development Strategy is the First Nation, Semiahmoo First INSIDE outcome of an 18 month iterative Nation, , Tsawwassen process of gathering, synthesizing, Treaty First Nation and Tsleil- 1. INTRODUCTION and validating information with Waututh Nation. 2. REALIZING THE POTENTIAL tourism partners about the current Thank you to our tourism partners 3. AT A GLANCE status and future direction of tourism who participated in the process in the Metro Vancouver planning area. 4. GEARING UP by attending meetings, responded We thank the Indigenous communities to surveys, engaged in interviews, and entrepreneurs on whose and planning workshops. Special traditional territories we travelled thanks to the members of the and gathered for our community Metro Vancouver Destination meetings including First Development Steering Committee, Nation, First Nation, Kwantlen as well as the facilitator of the First Nation (part of Sto:lo Nation), destination development process. , (part of Sto:lo Nation),

METRO VANCOUVER | 2 1 INTRODUCTION

WHY A STRATEGY? Shore and Lions Bay to the north, and all parts in A KEY IMPERATIVE between, including . Communities in the The Metro Vancouver Destination Development The recommendations contained within the Metro Metro Vancouver planning area coincide with those Strategy was developed to enhance the competitiveness Vancouver Destination Development Strategy form within the Metro Vancouver Regional District and of the Metro Vancouver planning area over the next the foundation for additional, focused, and aligned overlap with the Sea-to-Sky Corridor and Fraser 10 years and beyond. The strategy was developed as discussions regarding implementation. It will be important Valley planning areas. part of Destination BC’s Destination Development to ensure that the strategy becomes embedded in local, Program to support and guide the long-term growth regional, provincial, and federal decision making of tourism in . This document presents WHERE DOES IT FIT? processes. It is only by working collaboratively in an the key highlights from the Metro Vancouver strategy. integrated way with a shared agenda that the full potential Metro Vancouver is one of 20 planning areas across of Metro Vancouver will be realized. BC for which destination development strategies are WHO IS IT FOR? being developed. Each planning area represents a logical destination for visitors in and around the province. As The Metro Vancouver Destination Development AT A GLANCE planning areas span across multiple jurisdictions, the Strategy is a guide for tourism partners as they work In what follows, the distinctiveness of the Metro importance of adopting an integrated approach with a collaboratively to grow the visitor economy. The Vancouver destination is summarized, and its vision for shared vision and coordinated investment is critical. strategy will be reviewed and updated to reflect tourism introduced. While acknowledging the challenges The Metro Vancouver Destination Development changing tourism objectives, priorities, and market the sector faces, its potential for growth is set out in Strategy is one of six planning area strategies being conditions. Results will be tracked, and emerging terms of key opportunities and experience development prepared for the Vancouver, Coast & Mountains learning outcomes will inform future implementation potential. A consideration of each development theme tourism region. The five others are the Sea-to-Sky activities thereby optimizing their effectiveness in and associated actions then follows. While further detail Corridor, Sunshine Coast, , the Gold increasing economic, social, and cultural benefits for on each of these elements is available in the full strategy, Rush Trail, and the Highway 3 Corridor. In time, informed the entire Metro Vancouver planning area. they are brought together ‘At A Glance’ to demonstrate by the outcomes of all relevant planning area destination the scope of the integrated nature of the approach development strategies, regional destination development being taken. WHERE IS IT FOR? strategies will be developed. These will, in turn, inform the creation of a provincial destination development The Metro Vancouver planning area lies within Indigenous strategy, thereby ensuring a truly integrated and traditional territories, and includes Langley and Maple cohesive combination of bottom-up and top-down Ridge to the east, Vancouver to the west, Delta and destination planning. Surrey (and the US border) to the south, the North

METRO VANCOUVER | 3 2 REALIZING THE POTENTIAL

A DISTINCTIVE DESTINATION Metro Vancouver is known around the world for its natural beauty, cultural diversity, and quality of life. Its visitor economy is underpinned by the strategic gateway complexes of the Port of Vancouver, ’s largest port, and Vancouver International Airport (YVR), which is consistently ranked as the leading airport in North America.

Downtown Vancouver, , the North A SHARED VISION AS POWERFUL OF A DRAW AS ITS Shore mountains, Capilano Suspension Bridge, Bowen Island, and represent some of the Adopting a sustainable approach to the development STUNNING NATURAL BEAUTY. METRO of the destination, tourism partners are keen to realize area’s key attractors. In addition, Metro Vancouver’s VANCOUVER OFFERS A SEAMLESS, stunning collection of world-class provincial parks and the following vision: protected areas, internationally-renowned seawalls, SINGULAR DESTINATION EXPERIENCE METRO VANCOUVER IS A lush destination gardens, and a network of vibrant FROM THE MOMENT VISITORS ARRIVE. neighbourhood parks provide ample opportunity for BIGGER, MORE visitors to get up close to nature. THE SUCCESS OF METRO VANCOUVER ENRICHING GATEWAY, IS THE RESULT OF BOLD LEADERSHIP, Experience the Fraser’s network of blueways and trails is AND ATTRACTS A WIDER VARIETY OF not only bringing new visitors to the river’s waterfront but COORDINATED PLANNING EFFORTS, is also energizing communities bordering its banks in VISITORS THANKS TO ITS EXPANDING AND INNOVATIVE PARTNERSHIPS. re-establishing their connection to this mighty waterway. GLOBAL REPUTATION AS A BEAUTIFUL, Further north, , Coal Harbour, Jericho RESIDENTS SUPPORT SUSTAINABLE METROPOLITAN AREA WITH A FUSION Beach, Spanish Banks, along with the other bodies of DESTINATION MANAGEMENT THAT water and beaches along English Bay, are frequently OF INSPIRING PEOPLE AND IDEAS. visited Vancouver destinations. Indigenous experiences, ENRICHES THE QUALITY OF LIFE AND METRO VANCOUVER’S DIVERSITY OF heritage sites, rural communities, attractions, cultural SPREADS PROSPERITY.’ events, creative offerings, and a vibrant urban scene all CULTURAL URBAN EXPRESSION IS JUST combine to provide year-round visitor appeal.

METRO VANCOUVER | 4 2 REALIZING THE POTENTIAL

ABERDEEN CENTRE, RICHMOND KEY OPPORTUNITIES Photo: Tourism Richmond The destination faces a number of challenges in terms of capacity constraints relative to accommodation, convention and meeting spaces, labour, and cruise; limited transportation options and congestion; a lack of tourism product and operators in some areas, inclement weather, and inconsistent support for tourism by governments. However, key opportunities include:

• Regional planning efforts • More business and affluent • Growth at YVR and Abbotsford travellers International Airport • Indigenous cultural tourism development • Connected visitors and technology use • Resident engagement • Growing demand for experiences: • Lower Canadian dollar to attract health, wellness, culture US market

METRO VANCOUVER | 5 2 REALIZING THE POTENTIAL

CYPRESS MOUNTAIN, WEST VANCOUVER EXPERIENCE POTENTIAL Photo: Insight Photography Product experiences to motivate travel, encourage longer stays, and sustain year-round tourism throughout the destination include:

• NATURE AND WELLNESS Metro Vancouver offers • CULTURAL EXPRESSION AND URBAN CREATIVITY Metro significant opportunities to enjoy outdoor adventure, soft Vancouver offers significant diversity with its rich cultures, nature-based experiences, and healthy lifestyles. New nature- from rural farm fields to modern art galleries to an abundance based experiences are being developed, such as new of festivals and events. While it may be best known for being campsites at Golden Ears Provincial Park in Maple Ridge, an urban city in close proximity to nature and outdoor management planning for Pinecone-Burke Provincial Park in recreation, there are opportunities to increase its global Coquitlam, and “On Water: Vancouver’s Non-motorized standing and competitiveness from a cultural perspective. Watercraft Strategy”. • COASTAL HERITAGE AND WATERWAYS Metro Vancouver • MAJOR EVENTS Metro Vancouver has a strong history of has a rich history in connecting people to the water, from successfully hosting major events which includes sports, peoples to the fishing industry, maritime history, meetings and conventions, from Expo 86 and the 2010 and the tourism sector’s own history that began in part with Vancouver Winter Olympic & Paralympic Games, all the way day trips to the North Shore and Bowen Island for visitors through to TED conferences at the Vancouver Convention from Metro Vancouver. Today, Metro Vancouver’s waterways Centre, the 2019 Canada Cup International Softball are just as enticing, with opportunities to elevate coastal Championship in Surrey, and the World Taekwondo Junior heritage storytelling and increase the experiences that visitors Championships in . can enjoy on the waterways.

• INDIGENOUS TOURISM While the Metro Vancouver • CRUISE Cruise is still considered to be an important pillar of planning area is within 11 traditional territories, it the Metro Vancouver tourism sector. Improving the cruise is home to relatively few Indigenous tourism businesses. As passenger experience remains a priority. The Indigenous cultural tourism is a small, but rapidly growing cruise terminal serves as homeport for the Vancouver-Alaska segment of the British Columbia tourism industry, the cruise itinerary. While it is operating at maximum capacity development of new Indigenous cultural tourism experiences during the busy cruise season the Port Authority is exploring and increasing the celebration of Indigenous cultures through how best to accommodate future capacity needs tourism is a priority for Metro Vancouver tourism partners.

METRO VANCOUVER | 6 3 AT A GLANCE

VISION STATEMENT Metro Vancouver is a bigger, more enriching gateway, and attracts a wider variety of visitors thanks to its expanding global reputation as a beautiful, metropolitan area with a fusion of inspiring people and ideas. Metro Vancouver’s diversity of cultural urban expression is just as powerful of a draw as its stunning natural beauty. Metro Vancouver offers a seamless, singular destination experience from the moment visitors arrive. The success of Metro Vancouver is the result of bold leadership, coordinated planning efforts, and innovative partnerships. Residents support sustainable destination management that enriches the quality of life and spreads prosperity.

THEME 1 GEAR UP: OVERCOMING CAPACITY CONSTRAINTS

GET REAL GET ON BOARD GET READY Create a robust business case for accommodation In conjunction with the Port of Vancouver, address the In quantifying the value of opportunities lost due to lack development, identifying where best to invest in new/ capacity constraints at Canada Place Cruise Ship Terminal. of meeting space in Metro Vancouver, enhance and expand existing developments. As a matter of urgency, work Work collaboratively to develop a plan that secures the Vancouver Convention Centre to better meet with the planning authorities to integrate accommodations long-term capacity for cruise ships, provides certainty for client needs. Explore other locations for convention space, into time sensitive planning projects such as the Broadway the visitor industry, investors, and facilitates easy access and opportunities to develop unique, smaller scale corridor transportation planning, the Jericho Lands, etc. throughout Metro Vancouver for cruise passengers. meeting venues. Work with all Metro Vancouver municipalities to synchronize short-term rental policies.

IN THE AIR, ON THE GROUND ATTRACT, RETAIN, REWARD SPREAD THE LOAD In supporting the implementation of master plans for Work to improve the perception and benefits of tourism Develop a better understanding of capacity challenges Vancouver (YVR) and Abbotsford (YXX) International among residents. Work with go2HR to better understand and prepare a Visitor Dispersion Action Plan to monitor and Airports, resource a leadership position within government the needs of the visitor economy and improve students’ disperse visitors throughout Metro Vancouver. Manage to develop BC’s air transit opportunities. Ensure new accessibility to affordable training opportunities. acute capacity issues as they arise and devise a toolkit transportation connectivity includes water-based solutions to enable visitor capacity issues to be considered in and enable visitors to seamlessly access accommodations, all development activities to ensure tourism growth is activities, and other transportation hubs. managed appropriately.

METRO VANCOUVER | 7 3 AT A GLANCE

THEME 2 PUSH THE BOUNDARIES: ELEVATING THE VISITOR EXPERIENCE

THINK OUTSIDE THE BOX CREATE ROOM TO BREATHE ON THE BALL Work together to monitor, coordinate, and proactively Enhance the nature and quality of the outdoor nature and Establish a dedicated events organization to lead, organize, encourage the realization of new products. Through creative wellness products and experiences, including new nature- and manage regional efforts to attract major events. collaboration with other disciplines — art and design, based Indigenous experiences. Within the context of a Develop a major events strategy and create a regional property development, community planning — generate nature-based visitor use management action plan, volunteer force to support such events. Work new thinking around compelling visitor experiences. encourage visitation to places which can sustain more use collaboratively across government to ensure strategy thereby achieving a better balance of visitor activity alignment and secure funding certainty when bidding for throughout the Vancouver, Coast & Mountains tourism longer term event and sport hosting opportunities. region.

ELEVATE AND CELEBRATE TAP THE CREATIVE VIBE ACTIVATE THE WATERWAYS Work with Indigenous communities and entrepreneurs to Encourage city planners to adopt a “tourism lens” when Support the realization of the “Experience the Fraser” create and package new Indigenous experiences including developing new cultural initiatives for residents. In light of concept plan. Encourage product development that nature, water, cultural, and heritage-based guided tours. the ’s impending move, repurpose its connects the waterway experience with other motivating Promote Indigenous accommodations and assess the current home to become part of a significant cultural hub as experiences. Work with the Vancouver Park Board to feasibility of developing large, iconic Indigenous cultural well as a compelling draw for visitors. Raise awareness of incorporate visitor experiences into its strategy for centres at key locations. Elevate the Indigenous voice existing cultural offerings and support Chinatown’s ambition watercraft recreation and elevate the area’s waterways for across all aspects of the visitor experience. to become a UNESCO World Heritage Site. transportation-based experiences.

WELCOME ASHORE ON THE MOVE STAY CONNECTED Work collaboratively with key players to improve and Establish a Tourism Mobility and Access Task Force and Mine existing technology and data sources such as develop new products and experiences which will enhance work to ensure that the voice of tourism is reflected in the TELUS insights and Arrivalist to better understand how the overall experience for cruise ship passengers arriving at Regional Transportation Strategy, Smart City initiatives and visitors experience the destination. Promote digital the Canada Place Cruise Ship Terminal. Include community plans. Improve the appeal of transportation connectivity to facilitate area-wide access to visitor consideration of improvements to the transportation gateways and hubs and explore the opportunities presented information and integrated online visitor services. Enable experience of cruise ship passengers. by air, water, and rail to ease congestion, disperse visitors, host communities to provide visitor services, a warm and encourage modal and active transportation. welcome, and information support.

METRO VANCOUVER | 8 3 AT A GLANCE

THEME 3 REACHEXCEED OUT: EXPECTATIONS: ENGAGING THEENHANCING METRO VANCOUVER AND PROTECTING COMMUNITY THE VISITOR EXPERIENCE

TOURISM MATTERS FAIR’S FAIR MEET & GREET Within the context of a community relations program, Create a business culture that aspires to providing a living Develop tools and resources for residents to enhance ensure residents have opportunities to input into tourism wage for tourism staff. Work with Living Wage Canada and their role as hosts and ambassadors in providing development planning. Create benchmarks for monitoring go2HR to develop educational tools and messaging for this recommendations and referrals for visitors. tourism growth and carrying capacity, and communicate the initiative. Learn from other regional tourism areas that have value of tourism to governments and residents in terms of implemented living wage initiatives. its potential to enhance quality of life for all.

THEME 4 WORK TOGETHER: PARTNERSHIPS AND REGIONAL COLLABORATION

GET ORGANIZED RESOURCE & EQUIP PROFILE & SUPPORT Develop a formal Metro Vancouver Destination Work with the province to secure long-term sustainable Provide dedicated support to Indigenous communities Management Steering Committee. Work collaboratively funding for destination development within the and entrepreneurs to facilitate their engagement in the on joint research initiatives relative to data capture, sector planning area. Identify funding models that incentivize visitor economy through tourism development. Work analysis, visitor experience appraisal, and other communities and cities to develop infrastructure and with Indigenous Tourism British Columbia (ITBC) to ensure opportunities. Devise a local government engagement services that take the needs of visitors as well as that Indigenous tourism is well represented, developed, toolkit and provide input to important regional plans. residents and the industry into account. and promoted across the Vancouver, Coast & Mountains tourism region.

THEME 5 TREAD LIGHTLY: BUSINESS RESPONSIBILITY, SUSTAINABILITY, AND RESILIENCE

GREEN CREDENTIALS ACCESS FOR ALL BE PREPARED Establish a Sustainable Tourism Council and measurable In conjunction with the Rick Hansen Foundation, Spinal Work collaboratively with Emergency Management BC, sustainability goals. Work with tourism businesses and Cord Injury BC, and Travel-for-All, audit and assess visitor Tourism Industry Association of BC (TIABC), and municipalities to incorporate sustainability best practices experiences with accessibility and inclusion challenges Destination BC to better prepare the tourism industry and into their tourism infrastructure and operations. Engage and work together to identify remedies. Improve the visitors for emergencies and crises. Ensure disaster in short-term and long-term scenario-based planning visibility of accessible and inclusive visitor experiences and, related communication protocols are in place and to build resilience in response to the challenges of a where feasible, incorporate accessibility, inclusivity, and encourage tourism businesses to prepare their emergency changing climate. sustainability in new product development opportunities. preparedness plans.

METRO VANCOUVER | 9 4 GEARING UP

MUSEUM OF ANTHROPOLOGY, VANCOUVER SUCCESS NETWORKS FRAMEWORK Photo: Kevin Arnold This strategy is intended to inform The strategy presents the destination actions for the future, which over time development objectives using a may be embedded in the local, regional, consistent framework to determine the and provincial decision making prioritization of each objective and the processes. The result will be an relative timing for implementation. integrated system of priorities to achieve Objectives with a provincial or regional better development decisions, drive scope are identified as well and will greater tourism revenues, and realize inform the regional and provincial benefits for businesses and communities destination development strategies. in the Metro Vancouver planning area. All of this will contribute to a thriving, vibrant, and growing economy. High Value

Joint strategy ownership among all 1. QUICK 2. LONGER TERM WINS planning area tourism partners is a ACTIONS (2019–2022) critical component of this program’s (2023–2029) success. The strategy identifies a suggested success network of tourism partners to champion and move 3. SET ASIDE 4. LEAVE OUT actions within each objective forward. UNTIL OF STRATEGY,

Low Value Low RESOURCES REEVALUATE ALLOW IN FUTURE

Low Complexity High Complexity

METRO VANCOUVER | 10 4 GEARING UP

DR. SUN YAT-SEN CLASSICAL CHINESE GARDEN, VANCOUVER CATALYST PROJECTS Photo: Tanya Goehring The following 12 actions were identified as catalyst projects for immediately moving the strategy into implementation.

Gear Up: Overcoming Capacity Constraints Push the Boundaries: Elevating the Visitor Experience • Develop a Metro Vancouver planning area-wide impact analysis of • Work together to monitor, coordinate, accommodation gaps, and create a and proactively encourage development business case for accommodation that creates a continuously active new development, identifying where it product development supply in Metro makes sense to invest for new Vancouver. developments or expansion. • Metro Vancouver DMOs to establish a • Immediately work with city, regional dedicated events organization to lead, district, and First Nations planners to organize, and manage regional efforts in integrate accommodations into attracting year-round major events. time-sensitive planning projects (e.g., • Create a regional volunteer force for Broadway corridor transportation major events through a centralized planning, Jericho Lands, etc.). volunteer database (Vancouver, Coast • Quantify the value of lost opportunities & Mountains tourism region). due to lack of meeting space in Metro • Establish a Tourism Mobility and Access Vancouver. Task Force. • Develop an approach to monitor and • Utilize technology and data such as manage acute capacity issues as they TELUS Insights and Arrivalist to better arise (e.g., choke points and hot spots). understand the visitor experience.

METRO VANCOUVER | 11 4 GEARING UP

FORT LANGLEY Work Together: Partnerships and Regional Photo: Dannielle Hayes Collaboration • Develop a formal Metro Vancouver Destination Management Steering Committee as a structured approach to working together to build tourism in the planning area. • Work together with ITBC to explore representation for the Vancouver, Coast & Mountains tourism region, specific to increasing Indigenous tourism development, relations, and partnerships in tourism.

Tread Lightly: Business Responsibility, Sustainability, and Resilience • Establish a Sustainable Tourism Council and measurable sustainability goals to support local government and Metro Vancouver goals.

METRO VANCOUVER | 12 Find it in the more detailed Metro Vancouver Destination Development Strategy or you can reach us at: LOOKING DESTINATION BC [email protected]

MINISTRY OF TOURISM, ARTS AND CULTURE FOR MORE [email protected] INDIGENOUS TOURISM ASSOCIATION OF BC INFORMATION? [email protected]

FRONT COVER PHOTO: STANLEY PARK, VANCOUVER, Jordan Manley

METRO VANCOUVER | 13 BOWEN ISLAND Photo: Harbour Air Seaplanes