HomeMy WebLinkAboutMaple Ridge Tourism Strategy 2017-02Maple Ridge Tourism Strategy
2017-2020
Acknowledgements
This Tourism Strategy was developed with our Tourism Task Force, members of the tourism community,
as well as City staff. We would like to acknowledge and thank all who participated in the process through
numerous workshops, attending the public open house, other events and by serving on the Task Force.
Contributions from the tourism community provided invaluable information and insights throughout the
process.
THE TOURISM T ASK FORCE
The Task Force members represented the community’s interests in the project and worked closely with
the Whistler Centre for Sustainability
Alex Wells
April Nickerson
Brenda Fernie
Brenda Smith
Cass Winder
Charles Cantos
Chris Laing
Chrislana Gregory
Cindy Stevenson
Deddy Geese
Dianne Stoesz
Eileen Dwillies
Emma Davison
Erica Williams
Graham Vanstone
Heather Gill
Jackie Show
Josef Hans Lara
Kaila Klassen
Kailla Bentley
Karen Pighin
Lino Siracusa
Nicole Archer
Nicole Driedger
Paul Lawson
Vickie Fulton
Vicki McLeod
Yvonne Chui
Appendix A: includes the names of other individuals and organizations who contributed feedback and
ideas at various outreach events and during review periods.
“Photo Credit – Ray Urner Photography”
Contents
PROJECT BACKGROUND ................... 1
SITUATION ANALYSIS & KEY
INSIGHTS ....................................... 3
STRATEGIC PLAN ............................ 7
EXCEPTIONAL EXPERIENCES &
INFRASTRUCTURE ........................... 9
ON TARGET MARKETING &
COMMUNICATIONS ....................... 19
AUTHENTIC COLLABORATION &
DEEPENING CAPACITY ................... 22
IMPLEMENTATION ......................... 25
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Project Background
INTRODUCTION AND SCOPE
The City of Maple Ridge is set in the Mighty Fraser
tourism region of the Province of British Columbia
and offers a unique set of characteristics that draw
visitors and residents to the community and greater
region. Recent branding work identified nature and
the outdoors as key aspects of the Maple Ridge
Identity. Trails, provincial parks, rivers, together
with agriculture and food experiences, attractions,
unique shops, local festivals and vibrant events
make Maple Ridge an exciting destination for local
day-trippers or those visiting for a few days.
Tourism is proving to be one of the faster growing
industries in British Columbia and this growth,
coupled with an expanding Lower Mainland
population provides an opportunity for the City of
Maple Ridge to receive tourism benefits such as:
Increasing community pride
Contributing to the development and vibrancy
of festivals, events, pedestrian oriented areas
and shopping districts
Improving small business profitability and
providing local jobs
Attracting new residents and economic
development to the community
Increasing commercial assessments
Supporting the funding of municipally owned
assets such as parks, recreation and sports
facilities, convention spaces or arts and
culture locations
Neighbouring communities are implementing
visitor attraction strategies in order to receive
some of these benefits and the City of Maple
Ridge risks being bypassed without their own
approach.
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The City of Maple Ridge, through its Economic Development Committee, engaged a Tourism Task Force
to create this strategy and hosted workshops and open houses for tourism stakeholders. City staff
were also engaged in reviewing and commenting on the plan as it was developed. Between August
and October 2016, the Task Force worked to understand local tourism resources, assets, gaps and
potential opportunities; tourism trends for the region and province; identify a tourism vision and shared
direction for moving forward to capitalize on existing and emerging opportunities and finally developed a
governance and financial approach to help implement the strategy.
The tourism strategy itself articulates guiding principles; a vision; and what the community and tourism
partners should focus on primarily – the strategic directions and actions – to achieve success together
over the next 3 years. In 2019, this strategy should have a thorough review of trends and progress in order
to make adjustments and respond to more recent trends and progress to establish programs and
resources required for future years.
This strategy will serve as a guide to implementing tourism for all the individuals and organizations
involved in Maple Ridge tourism and it describes how an organization can be resourced to support
tourism in Maple Ridge. Implicit in this strategy is the understanding that this strategy serves the interests
of Maple Ridge residents first and as visitors’ interest in Maple Ridge increases, tourism activities will be
developed accordingly.
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Situation Analysis & Key Insights
The following situation analysis and key insights is a summary of a detailed Maple Ridge Current Reality
Brief.
CURRENT TOURISM VALUE AND LOCATION
In 2014, tourism directly employed 127,500, generated over $14.6 billion in revenue
and contributed $825 million in tax revenues to BC. The sector clearly makes a
significant contribution to the BC economy and job base and continued to grow
through 2016. Located in southwestern BC, the City of Maple Ridge and region
offers a unique set of characteristics that draw visitors and residents to the
community. Trails, provincial parks, agriculture and food experiences, attractions,
community support and local festivals and vibrant events make it an exciting
destination. We estimated tourism revenues in and around Maple Ridge in the
range of $41 million as of 2015. Estimated room revenues for the area were $3.7
million and the estimated full time equivalent jobs were 360. 1 Based on interviews
with tourism stakeholders, tourism in Maple Ridge grew through 2016.
INSIGHTS
• Situated next to the largest
population and growing visitor
base in BC makes for easier
marketing
• Transportation infrastructure is
there but, the Westcoast
Express could be improved to
enhance the experience and
local access on weekends
• There could be an opportunity
to draw visitors from the by-
pass
• Proximity to international
airports makes access easier
• Regional connections make
tourism collaboration easier
A RAPIDLY GROWING POPULATION AND LABOUR FORCE
Maple Ridge has experienced rapid growth over the last 30 years, more than
doubling in population to 76,052 people as of the 2011 Census of Canada count.
The population for the City of Maple Ridge is projected to be 108,900 in 2031,
growing faster than the BC average.
Maple Ridge has a much higher proportion of young families and children than
other municipalities in the Lower Mainland. About 3,600 work in accommodation,
food services and recreation, which means Maple Ridge may have a strong tourism
labour pool to draw on as tourism expands.
INSIGHTS
• Development of new
community amenities can be
supported by an increase in
visitation
• Tourism can help support the
City of Maple Ridge growth
targets, by introducing people
to the area. Some of these
people may eventually wish to
reside in Maple Ridge
• A tourism workforce already
exists in Maple Ridge in some
tourism sectors
1Estimated from BC Tourism Indicator Report, BC Stats Room Revenues, BC Parks Estimated Spending, Maple Ridge Accommodation
Listings, BC Parks Stats for Golden Ears Park.
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VISITOR VOLUME AND SEASONALITY
Total visitor volume data for Maple Ridge is limited due to a lack of historic
monitoring efforts however, BC Parks data sets do show that 100-150k visitors
spend a night in Golden Ears Provincial Park annually with 600-700k visiting for the
day. The park is one of the busiest in the province and this visitation from the region
is growing.
Data from BC Parks, the former Visitor Centre and anecdotal evidence seems to
indicate that visitation is quite seasonal with summer being the most popular time
of the year to visit, with spill over from other busy Lower Mainland destinations.
INSIGHTS
• Tourism is alive and present in
Maple Ridge which provides a
foundation for growing it
• Tapping into existing park
visitors will help expose more
people to Maple Ridge
• A rural lower cost alternative
to Vancouver could be a
selling point when Vancouver
is at capacity
• Golden Ears Park is a key
resources that can be
leveraged to attract visitation
elsewhere in the City
TOURISM OFFERINGS, ASSETS AND INFRASTRUCTURE
Located between the Fraser River to the south and the iconic Golden Ears Mountain
to the north, the historic City of Maple Ridge is a destination designed for outdoor
experiences and immersion in nature. It is a place where people can unwind and
enjoy the best of what nature has to offer, with a sophisticated urban setting close
by. Maple Ridge has an abundance of natural areas and trails, camping, equestrian,
hiking, cycling and water-based amenities as well as high quality arts infrastructure
and some unique meeting/retreat offerings. These activities along with existing and
proposed agricultural and rich heritage attractions and enduring festivals and
events could be focus areas for the regional leisure visitor. With recent additions
and improvements to the downtown area, and exciting civic projects planned, this
location could support additional heritage attractions, public art, festivals and
events and make overnight stays more enjoyable. Business travel and potentially
sports tourism are currently challenged by a lack of accommodation and
conference space, though creative use of existing space could make this more
appealing. With so many activities available, packaging and communicating
itineraries could help focus visitors on key experiences. The planned new
community facilities along with the upcoming Cultural Plan will provide additional
opportunities for tourism, which will help support on-going operating costs.
INSIGHTS
• Promoting the natural area
backdrop will highlight the
area’s recognized strengths
• More focus and guidance
toward a limited number of
high quality experiences or
itineraries could help to ensure
seamless experiences
• Country Fest, Caribbean
Festival and the Haney
Farmers Market are large
events to promote and build
off
• An events and festivals
strategy could be developed to
leverage , bundle and market
existing and new events to
maximize attendance and
sponsorships to deliver
excellent experiences
• More accommodation
(possibly downtown) would
complement existing tourism
offerings, venues and meeting
facilities
• Physical (bike/walking)
connections and wayfinding
can enhance rural quaintness
and the downtown area
• Tourism presents an opportunity to support new
civic and recreation facilities
and programming
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THE VISITOR
VANCOUVER COAST MOUNTAINS VISITORS (VCM)
8.3 million overnight visitors visit the Vancouver Coast Mountains
3 Top VCM Markets: BC residents(45%), Washington(10%), Alberta(6%) – Maple
Ridge/Golden Ears surveys show a strong segment from the UK/Germany as
well
Travel Motivations: 67% travelled for leisure, friends and family 26%
Activities include: Visit a national, provincial or nature-park, outdoor activities,
cultural activities
MARKET SEGMENTATION:
Values are better incorporated into the way destinations or services are marketed
and delivered now. Using the Canadian Tourism Commissions (CTC) Explorer
Quotient (EQ) segmentation tool BC’s and Maple Ridge markets would be: Gentle
Explorers (mostly BC residents), Free Spirits, Authentic Experiencers and Cultural
Explorers. Comfortable experiences, thrills and learning are key aspects of tourism
experiences for these markets.
INSIGHTS
• Leverage the high levels of
familiarity and visitation to
VCM especially from Lower
Mainland residents
• The Internet and/or using
applications on smart phones
continue to emerge as
important information sources
• Maintain exceptional quality of
service, due to social media
word of mouth referrals
• Highlight the wide variety of
available outdoor activities to
encourage future trips
• Highlighting ‘value’
accommodation offerings to
the Lower Mainland during
slower periods
• Better understanding the CTC
EQ segmentation tool will help
to develop marketing materials
and relevant experiences
OTHER TRENDS
Worldwide Competition: Around the world, tourism is one of the fastest growing
economic sectors, but it is also one of the most competitive. British Columbia
continues however to perform better than Canada with a rise of visitors from the US
for the first time in many years as well as China. Cities in BC are positioning
themselves to attract these visitors by allocating resources for tourism initiatives
and engaging in proactive strategies to attract tourism to their community by
offering authentic experiences.
Authentic Experiences: Travellers are seeking more meaningful and personal
connections from travel. Parks support these experiences and Aboriginal cultural
tourism is a fast growing sector with 1 in 4 visitors seeking these experiences as
part of the stay. Visitors are looking for a variety of itineraries, some may be
focused on outdoor adventure while others may be more passive and urban
oriented.
INSIGHTS
• Leverage the high levels of
familiarity and visitation to BC
• Be prepared to compete to
attract visitors
• Utilize the Parks to attract
visitors into Maple Ridge and
develop new experiences with
the local First Nation. Be
authentic
• Maintain exceptional quality of
service, due to social media
• Leverage the high number of
local workforce already
working in tourism to work in
Maple Ridge
• Ensure that visitors are taking
part in the best experiences
Maple Ridge has to offer
• In addition to the EQ tools,
understand the age
demographics in the Lower
Mainland to better target
experiences and
communications
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Trip Planning: The importance of technology in trip planning and communications is
increasingly connecting visitors with travel information, but more importantly social
media and online marketing has shifted from destinations to travellers.
Labour Market: Tourism employs many people, but the Province’s human resource
organization for tourism Go2hr, is projecting a shortfall of workers to fill the
anticipated job growth.
Net Promoter Score: With travellers becoming marketers, word of mouth advocacy
is becoming the most sought after activity by tourism marketers.
Demographics: Demographics have a significant role to play in determining future
travel markets. It is expected that in 2036, one in four Metro Vancouver residents
will be 65+. Travel by young adults is quickly growing and it is expected to increase
by 6.3% per year to 2020 and has already shown some signs of resiliency for travel
to Canada. Growth in arrivals at emergent locations in Asia and Pacific destinations
is expected to double that of advanced economies (Americas and Europe) between
now and 2030.
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Strategic Plan
GUIDING PRINCIPLES
The following guiding principles are commitments that will guide strategy development. Input for the
guiding principles came from the Tourism Task Force as well as tourism stakeholder workshops held in fall
2016. The group input was collated and captured in the following list.
The tourism strategy will:
Align with the community’s culture, overall values, identity and principles
Create measurable and demonstrable results
Support, enhance and preserve the natural environment and natural resources
Respect and support the live, work, play, stay opportunities for residents and businesses
Work with the community, tourism stakeholders and existing/new development to increase tourism
assets
Recognize the value of working with local neighbourhoods, neighbouring communities and the
region to attract visitors
Strengthen existing core attractions before creating new ones
OUR VISION
Our vision for tourism describes the big outcome we hope to achieve by 2020. Input for the vision is from
the Tourism Task Force as well as tourism stakeholder workshops held in fall 2016. The group input was
collated and captured in the following statement;
Maple Ridge delivers remarkable outdoor, rural and cultural experiences to
visitors from near and far, sharing experiences and stories of our vibrant city
centre and community, nestled between historic rivers
and spectacular mountains.
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TOURISM FOCUS
MARKET
The strongest initial market for Maple Ridge is the Lower Mainland and the Fraser Valley with
both residents and visitors coming to Maple Ridge and the area for the day or with friends
overnight. Initial strategies should focus on attracting these visitors to the outdoors to experience the
natural amenities and also the commercial districts in Maple Ridge. As experiences develop and more
facilities such as accommodation become available then the marketing focus can shift toward overnight
guests from further afield such as the Pacific Northwest, Alberta and other International Markets. Until
visitor services are more established, visitors will need to be somewhat self-sufficient in accessing
recreation items like bikes, boats, fishing gear, etc, though the Economic Development department can
seek these types of service providers.
TOURISM TYPES
Tourism offerings cover quite a range of
experiences and markets and there are at least 11
different tourism types communities can deliver.
Through the planning process the Task Force
considered criteria such as the Lower Mainland
market, values held by travelers, the nature of the
community, what makes Maple Ridge
unique/memorable and what experiences are most
developed at this time. With these criteria in mind they prioritized the ‘top’ tourism types in the following
manner:
PRIORITY 1:
Outdoor Recreation/Nature Tourism: access to nature, lakes and waterways, trails by foot, bike or horse
PRIORITY 2:
Agritourism; Festivals and Events; Arts, Culture and Heritage; Small Offsite Events – Meetings/Weddings
PRIORITY 3:
Sport Event Tourism; Urban/City Shopping
Priority 4:
Aboriginal Tourism if opportunities are presented sooner e.g Cultural Centre and potential partnerships
with local First Nation communities.
Note: These offerings are somewhat similar to other communities in BC, so developing a unique brand and experience highlights will help to ensure Maple Ridge is set apart
from other areas.
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OUR FOCUS AREAS
Our Focus Areas are the big categories of strategic direction and action that will help us to achieve our
vision. They are based on the assets we have or need to develop as well as the opportunities to move
toward our vision. The Focus Areas are;
1. Exceptional Experiences & Infrastructure
2. On Target Marketing & Communications
3. Authentic Collaboration & Deepening Capacity
Exceptional Experiences &
Infrastructure
DIRECTION 1: DEVELOP ‘PRIORITY’ EXPERIENCES IN MAPLE RIDGE FOR
BOTH RESIDENTS AND VISITORS
ACTION 1: ENHANCE NATURE/OUTDOOR EXPERIENCES
IMPROVE PRIORITY MAPLE RIDGE TRAIL NETWORKS INTO TRULY CONNECTED MULTI-USE ROUTES
While promoting the size and variety of the trail network it is important to ensure that some priority routes
are ‘visitor ready’. This means the trails are completed and well-maintained, provide signage and offer
fully connected routes. These visitor ready routes can be highlighted in new or updated trail brochures or
applications for mobile devices. Amenities such as interpretive signs, historical markers, and private food
and beverage stops can be offered along the trails to enhance the experience.
IMPROVE THE ACCURACY OF THE CURRENT MAPLE RIDGE TRAIL MAP
The current Maple Ridge trail map includes most of the trails in and around Maple Ridge however the
accuracy of the specific trail uses and trail connectivity needs to be improved to make it both resident and
visitor friendly.
DEVELOP OUTDOOR TOURISM HOTSPOTS IN MAPLE RIDGE
Lower Mainland markets see Maple Ridge as an outdoor natural experience get away. Leverage this
perception. Maple Ridge has a Parks Master Plan which addresses tourism and offers insight on how new
parks and community amenities can be developed for the benefit of residents and visitors alike. Explore
opportunities to collaborate with Metro Vancouver and the Province to expand parks and offer more
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amenities, e.g more camping opportunities in Golden Ears park, increased promotion of Kanaka Creek
Regional Park, etc.
Building on these activities, Maple Ridge could enhance outdoor experiences by enhancing outdoor
recreation ‘hot spots’ such as:
Whonnock Lake
a. Non-motorized boating, trails around the park and lake, enhanced amenity areas may
include camping, or other adventure theme attractions and enhanced food and First
Nations tours, friendship centre.
Alouette River/Lake
a. Rafting adventures, trails for leisurely hikes and bird watching, fish ladder and fishing,
horseback riding tours. Build off the new horseback camping opportunities in this area and
beyond into Golden Ears Park.
Fraser River
a. Sturgeon and salmon fishing, enhanced facilities for boating such as boat launch
maintenance and storage, waterfront hub possibly in Port Haney , or elsewhere as
appropriate, possible accommodation, boardwalk and trail system linking key nodes and
activity areas.
Other areas and considerations
a. Mountain areas offer opportunities for hiking and climbing, developing a Maple Ridge
“Grind”, developing and promoting mountain bike and motor cross trails, day hikes,
adventure tourism experiences, etc.
b. Partner with other communities to cross promote some activities such as mountain biking
and leverage other communities experiences (e.g Mission) to learn how best provide and
promote these activities.
ENCOURAGE RECREATION EQUIPMENT RENTALS
Recreation equipment rentals such as bikes, boats, stand up paddleboards, canoes, kayaks, horses,
fishing equipment, etc. will make it easier for visitors to participate in more Maple Ridge activities. Easy
access to activity participation leads to longer stays.
ACTION 2: COORDINATE AND SUPPORT EVENTS AND FESTIVALS EXPERIENCES
EVENT/FESTIVAL STRATEGY AND CALENDAR
An event/festival strategy should look to stakeholders to set tourism goals and identify the right timing,
packaging and promotion of events/festivals to help meet goals for boasting community pride as well as
tourism. The strategy might include identifying, attracting or growing a signature outdoor event to support
the tourism brand for Maple Ridge. Leveraging the current events/festivals calendar will help to promote
current activities and provide a baseline to assess how the schedule can be enhanced to further
event/festival goals.
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CONTINUE SUPPORTING CURRENT EVENTS/FESTIVALS*
Continue to support third party events and festivals in Maple Ridge, by providing logistical services,
facilities/parks use and other activities to make it easy to host events/festivals in Maple Ridge.
CONTINUE TO LEVERAGE THE REGIONAL FILM INDUSTRY AND FILM FESTIVAL CIRCUIT FOR A
UNIQUE FESTIVAL
Maple Ridge is a popular filming location for the regional film production industry and The ACT Arts Centre
is already tying into the Vancouver International Film Festival Circuit. Using connections with the industry
and film festival circuit, Maple Ridge could develop a ‘themed’ film festival such as the ‘Festival of BC
Films’. Focussing on films by BC artists or films shot in BC may provide the opportunity to access funding
from industry or government stakeholders. Build on the success of films shot in Maple Ridge to develop
iconic locations (e.g. Forest Gump Bench).
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ACTION 3: ARTS, CULTURE AND HERITAGE (ACH)
CONTINUE PROMOTING EXISTING ACH ACTIVITIES IN MAPLE RIDGE
Highlight and promote Maple Ridge’s strongest ACH experiences in order to build community pride and
attract visitors into the town centre where they can also participate in a broader suite of offerings such as
restaurants, unique retail and public parks.
INCORPORATE A TOURISM LENS INTO THE ACH STRATEGY
Ensure that a tourism lens and visitor perspective is included when developing the Cultural Plan and
events and festivals strategy.
ACTION 4: AGRITOURISM ACCESS, EVENTS AND LINKAGES
ENSURE ACCESS TO AGRICULTURAL AREAS
Ensure a safe road/pedestrian/cycling network and directional signage to access the agricultural
experiences in Maple Ridge so that visitors can easily get from one experience to the other in the most
efficient and safe manner possible. Enhance the application process for operators who apply to guide
visitors to these area.
HIGHLIGHT FARM TO TABLE EXPERIENCES IN TOWN
Develop a festival or campaign that may build off the Golden Harvest event already underway to promote
the use of the local valley food at the top restaurants and eateries in Maples Ridge.
SUPPORT AGRICULTURAL LAND RESERVE (ALR) EVENTS
Promote the use of ALR land in Maple Ridge for farm to table events and other events that bring visitors to
the area such as farm weddings or socials, farm cycle tour events, barn dances, etc.
CONTINUE TO WORK WITH REGIONAL PARTNERS ON AGRITOURISM
Continue to support the Circle Farm Tour initiative and other regional marketing agritourism products that
encourage visitors to explore the Fraser agriculture area. Develop an enhanced ‘value’ proposition for
food/agriculture organizations to participate. Participate in the Scenic 7 regional tour initiative.
ACTION 5: CONTINUE TO INCREASE THE VIBRANCY AND PEDESTRIAN NATURE OF
THE DOWNTOWN
DAYTIME FAMILY ACTIVITIES
Support fun and festive family activities during weekends and holidays to help to create a vibrant
atmosphere in the downtown area such as roaming entertainers, pop up theatres/studios or arts
workshops and temporary installations and public art.
NIGHT TIME ENTERTAINMENT DISTRICT
Designate an area within the central downtown area such as 224 Street as an entertainment district. The
district would feature restaurants and patio dining as well as evening programming to enhance the area’s
vibrancy and to complement the arts activities in the area.
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PEDESTRIAN ORIENTED AREAS
Continue to enhance the pedestrian experience of downtown by adding crosswalks, sidewalks and
separated bike lanes. Consider linkages between activity areas, perhaps a block or two as pedestrian-only
to bridge the transition from commercial activity on 224 Street and public spaces.
ENHANCED LIGHTING AND DESIGN
Develop a lighting strategy to enhance the look and feel of the downtown area and to complement
actions to increase vibrancy in this area.
DIRECTION 2: CURATE EXISTING OFFERINGS AND TURN THEM INTO
TRULY REMARKABLE EXPERIENCES
ACTION 1: IDENTIFY AND ENHANCE THE TOP 10 EXPERIENCES
IDENTIFY THE TOP 10 EXPERIENCES/ EATERIES ETC. IN MAPLE RIDGE
Narrowing down the top experiences and highlighting these will ensure that visitors are getting the best
experience possible in Maple Ridge. Using tools such as the Maple Ridge Pitt Meadows A-List and travel
rating websites like Trip Advisor, narrow down the top Maple Ridge experiences that would connect with
the target markets from the Lower Mainland. For example Trip Advisor’s top 10 experiences include:
Golden Ears Park, Allouette Lake, Kanaka Creek Riverfront Trail, The Act Arts Centre, Maple Ridge Park,
Whonnock Lake, Malcolm Knapp Research Forest, WildPlay, Paintball and Memorial Peace Park. Trip
Advisor also rates restaurants based on reviews, awarding a certificate of excellence to those receiving
consistently high marks. These restaurants and any top retail stores can be highlighted in itineraries.
WORK TO ENHANCE THESE EXPERIENCES UTILIZING DESTINATION BC’S REMARKABLE
EXPERIENCES PROGRAM
The remarkable experience program is designed to provide tools to help individual businesses improve
their visitor experience and become the best digital marketers they can be. It helps tourism businesses
elevate their value proposition and deliver remarkable guest experiences that garner recommendations,
referrals and repeat visits. The program was piloted through 2016 and will be rolled out following the test
period.
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ACTION 2: PACKAGE EXPERIENCES TOGETHER INTO SAMPLE ITINERARIES AND
COMMUNICATE
IDENTIFY AND COMMUNICATE
MAPLE RIDGE ITINERARIES FOR
DAY VISITORS
Develop itineraries for visitors that
utilize branding, market
identification and the ‘top’
experiences. Promoting the best of
Maple Ridge will provide visitors
with a picture of “a great day in
Maple Ridge” starting with visits into local natural areas and inviting visitors into the City for food and
shopping throughout the day. Inviting bird watchers to visit agritourism businesses. Inviting hikers to
enjoy the craft brewers and the pubs and bars, etc.
PROVIDE OPPORTUNITIES FOR VISITORS TO PROMOTE THE ITINERARIES THROUGH SOCIAL MEDIA
A social media contest encouraging visitors to highlight their experiences provided by these itineraries
would help to spread the word and encourage more people to visit the area. For example, contests could
encourage earning the most likes on Facebook or Instagram photos with a prize offered to the visitor
generating the most views or likes.
DIRECTION 3: DEVELOP ACCOMMODATION OPTIONS TO SUPPORT MAPLE
RIDGE EXPERIENCES
ACTION 1: AIRBNB AND SHORT TERM RENTALS
ANALYZE THE ROLE THAT AIRBNB AND SHORT TERM RENTALS MIGHT PLAY IN TOURISM AND
COMMUNITY ECONOMIC DEVELOPMENT
The proliferation of online home rental sites have attracted home owners who wish to earn some
additional revenue through nightly rentals. These rentals can also support local accommodation inventory
where it is lacking. However, most community residential zoning does not permit for nightly rentals in
residential zones. Additionally, unmanaged nightly rentals can lead to higher home prices, fewer long-
term rentals, neighbourhood complaints, safety issues and unfair tax treatment. With a focus on building
tourism, Maple Ridge can analyze the role of residential short term nightly rentals in coordination with the
City Planning Department work which is underway.
ACTION 2: ATTRACT AN ACCOMMODATION PARTNER TO THE TOWN CENTRE
FACILITATE THE DEVELOPMENT OF TOWN CENTRE ACCOMMODATION
Accommodation in the town centre would support many of the tourism experiences Maple Ridge hopes
to provide to visitors, appealing especially to the arts, culture and heritage appreciating traveler; meetings
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and conference groups as well as the wedding market. Centralized accommodation locations will also
provide a better Maple Ridge experience for visitors already coming to the area.
ACTION 3: CONSIDER ADDITIONAL CAMPING OPPORTUNITIES
REVIEW VARIOUS MODELS FOR PROVIDING A CAMPING EXPERIENCE
Additional camping options in the immediate area could steer visitors from other regional locations and
towards Maple Ridge. A City controlled property could provide camping and build stronger connections to
activities in the greater Maple Ridge area. Many communities have campsites managed by the
municipality but, it could also be managed by a third party. This option would require a camping model
that is compatible with the tourism brand, tourism goals and resident uses so careful consideration is
required.
ACTION 4: DEVELOPMENT OF TOURIST ACCOMMODATION IN RURAL AREAS
FACILITATE THE DEVELOPMENT OF RURAL TOURIST ACCOMMODATION
Recognizing the desire to direct most development to Maple Ridge’s core districts, ‘right sized’
accommodation at existing working farms, horse ranches or in a new location such as a bed & bale for
horses would complement other agritourism and recreation activities while encouraging multiday
visitation to the area. This action would first be explored by polling for interest in the rural areas and then
facilitating development where demand and infrastructure capacity exists.
DIRECTION 4: DEVELOP PUBLIC FACILITIES THAT SUPPORT NEW
RESIDENT AND VISITOR EXPERIENCES
ACTION 1: ENSURE THAT INVESTMENTS IN CITY FACILITIES AND INFRASTRUCTURE
CONSIDER VISITORS AND THE VALUE OF TOURISM
INCLUDE A TOURISM LENS IN PLANNING FOR FUTURE CITY FACILITIES AND INFRASTRUCTURE
Communicate the importance of tourism to the Maple Ridge economy now and in the future and ensure
that tourism staff are able to participate in planning and decisions, bringing a tourism perspective to City
planning activities.
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ACTION 2: DEVELOP AND LINK UP CONFERENCE SPACES IN THE TOWN CENTRE
LINK UP EXISTING MEETING SPACES IN THE TOWN CENTRE
Existing meeting spaces in the downtown area within walking distance of each other could be linked up to
create a ‘campus’ style conference offering that may result in attracting larger meetings. This action
would likely require additional accommodation in Maple Ridge in order to attract conferences.
CONSIDER THE OPPORTUNITY FOR CONFERENCE SPACE IN THE CIVIC CENTRE DEVELOPMENT
With limited meeting space, Maple Ridge could benefit from a conference space that holds more than 200
people in one meeting area. This facility would likely require additional accommodation in Maple Ridge in
order to attract conferences.
ACTION 3: CONSIDER SPORTS TOURISM INFRASTRUCTURE
CONSIDER THE TOURISM AND REVENUE OPPORTUNITY OF AN ENHANCED CENTRALIZED FIELD
COMPLEX
In order to attract sports tourism visitors Maple Ridge needs to enhance the centralized field complex as
well as increase accommodation to host tournament visitors overnight. Sports tourism considerations
should be included as the community explores the possibility of enhancing current sports facilities.
ACTION 4: EXPLORE COVERED EVENT LOCATION OPTIONS
CONSIDER THE NEED FOR WEATHER-PROOF EVENT SPACE
Covered event space such as an arena, field house or large gazebos can help weather-proof events given
the often fickle weather in southwest BC. This infrastructure should be considered as part of a more
comprehensive events and festivals strategy.
DIRECTION 5: ENCOURAGE INVESTMENT IN NEW PRIVATE SECTOR
EXPERIENCES
ACTION 1: PROMOTE EXISTING ECONOMIC DEVELOPMENT TOOLS TO ENCOURAGE
TOURISM INVESTMENT
TOOLS FOR EXISTING PROPERTIES
Existing businesses can support tourism development with the help of tools like the façade improvement
program, especially in the downtown area. The Town Centre Investment program for renovating or
upgrading existing buildings could also support improvements to the look and feel of downtown.
Reduced development cost charges for projects, as well as reduced parking standards in areas
designated for pedestrians, could further facilitate development.
TOOLS FOR NEW PROJECTS
This strategy has identified some new projects such as accommodation/meeting space that would
support the development of tourism in Maple Ridge. The Town Centre Investment program could be
focused on these type of projects.
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INVESTMENT IN ATTRACTIONS
Economic development strategies may explore options for tourism attractions to be developed along the
Fraser River or in rural areas. Such attractions should be authentic and in keeping with the overall image
the City wants to portray. For example, Squamish has a new Mountain Gondola and Chemainus is known
for its murals. Similarly, Maple Ridge might explore an attraction that builds on its vision. Seyem
Qwantlen have discussed various ideas for the use of their properties which may offer opportunities for
the City.
DIRECTION 6: RESIDENT AND VISITOR FOCUSED WAYFINDING AND
TRANSPORTATION
ACTION 1: DEVELOP INVITING SIGNAGE THAT ENHANCES THE SENSE OF ARRIVAL
IN MAPLE RIDGE
HIGHWAY SIGNAGE
Develop attractive and inviting signage to direct visitors off local highways, bypasses and routes to Golden
Ears Park and into the City of Maple Ridge tourism areas. Signage should enhance the community brand
and tie into other wayfinding tools around the community.
ACTION 2: DEVELOP SIGNAGE THAT DIRECTS RESIDENTS AND VISITORS TO THE
REMARKABLE EXPERIENCES IN M APLE RIDGE
REMARKABLE EXPERIENCE SIGNAGE
Once remarkable experiences are launched in Maple Ridge it will be important to help direct visitors to
these locations such as Whonnock Lake and the Town Centre. The design of all signage should be similar
in order to create continuity through the community.
ACTION 3: DEVELOP A “POINTS OF PRIDE” PROGRAM WHICH PROVIDES MARKERS
FOR KEY LOCATIONS OF INTEREST IN THE COMMUNITY.
Points of Pride can include cultural and historic attractions (e.g. Port Haney), City owned amenities (eg.
Maple Ridge Park), recreation attractions (e.g. Trans Canada Trail) and private sector businesses (eg.
Bruce’s Market). Directional signage, collateral materials and apps to the Points of Pride can be
developed and interpretive signage can be placed in locations to share the Point of Pride locations. The
Remarkable Experience sites might be included in this or they may stand alone.
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19
.
On Target Marketing
& Communications
DIRECTION 1: MAPLE RIDGE RESIDENTS AS AMBASSADORS FOR THE
COMMUNITY
ACTION 1: INCREASE COMMUNITY KNOWLEDGE AND INVOLVEMENT IN VISITOR
ACTIVITIES
COMMUNICATE WHAT MAPLE RIDGE HAS TO OFFER AND THE VALUE OF TOURISM TO LOCAL
RESIDENTS
Use communication tools such as websites, local papers and local hotspots like the Leisure Centre to
build pride in the community, share the best experiences offered in Maple Ridge and host a community
calendar of events. Consider contests or games to get community members and visitors to see and
experience Maple Ridge’s top tourism offerings while building recognition of the value tourism provides.
DIRECTION 2: CONNECT EXISTING AREA VISITORS TO MAPLE RIDGE
EXPERIENCES
ACTION 1: WORK WITH TOURISM RELATED BUSINESS TO CROSS PROMOTE MAPLE
RIDGE
PROVIDE VISITOR ACCESS TO MAPLE RIDGE BROCHURES AND MAPS
Work with tourism businesses such as hotels to ensure they have up to date brochures and travel guides
in order to promote Maple Ridge activities to guests.
CROSS PROMOTE MAPLE RIDGE ACTIVITIES/ATTRACTIONS ON WEB PLATFORMS
Work with tourism businesses to cross-promote each other’s activities and offerings on their websites
and social media.
ACTION 2: LAUNCH SELF-SERVE TOURISM INFORMATION KIOSKS/HUBS IN HIGH
TRAFFIC AREAS
IDENTIFY HIGH TRAFFIC AREAS AND LOCATE STAND-ALONE INFORMATION KIOSKS
Kiosks on popular visitor travel routes and natural stop areas in Maple Ridge would contain information
and maps directing travelers to visitor experiences in the area. The kiosks could also include a free wifi
connection and links to web-based travel tools and social media. Kiosk locations could include the Town
Centre, Golden Ears Park or nearby attractions like the spray park or Golden Ears Cheese Crafters
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DIRECTION 3: DEVELOP A MARKETING PLAN, E-INFRASTRUCTURE &
CONTENT TO SUPPORT COMMUNICATIONS TO NEW AND EXISTING
VISITORS
ACTION 1: DEVELOP A MARKETING PLAN
This tourism strategy includes some marketing plan elements such as identifying products, target markets
and funding avenues, however specific details such as timelines, messaging, campaign budgets and
promotion activities still need require more specific direction.
ACTION 2: BUILD OFF COMMUNITY BRANDING PROJECT TO ARTICULATE A M APLE
RIDGE TOURISM BRAND
EXTRACT THE POSITIVE ELEMENTS FROM THE BRANDING PROJECT TO ARTICULATE WHAT MAPLE
RIDGE MEANS TO RESIDENTS AND LOWER MAINLAND MARKET
Engage a branding consultant to better understand the insights from recent branding research and
incorporate the positive elements into a Maple Ridge positioning statement that links outdoor experiences
and nature with visits to Maple Ridge commercial districts for culinary and unique shopping, cultural and
heritage and agritourism experiences.
DEVELOP A LOGO AND TAGLINE FOR MAPLE RIDGE TOURISM FOR ALL MARKETING COLLATERAL
AND WEBSITES
Build off the positioning statement and engage designers to develop a unique logo and tagline for Maple
Ridge Tourism that supports and is consistent with the overall City branding and messaging. This logo and
tagline will be part of every tourism marketing effort. It should be proactive inviting a call to action.
ACTION 3: DEVELOP E-INFRASTRUCTURE TO SUPPORT ONLINE MARKETING
EFFORTS
DEVELOP A SPECIFIC WEB LANDING PAGE FOR MAPLE RIDGE TOURISM
A tourism-specific website that exists independent of the municipal website is important in order to
respond directly to visitor information needs. A unique site is able to better support the tourism branding
and content required to connect with visitors. The website should be able to support high quality volumes
of content like imagery and videos and link through to social media channels. An inventory of high quality
experiences and other experiences as well as an events calendar should also be included.
FURTHER UTILIZE SOCIAL MEDIA CHANNELS FOR MAPLE RIDGE TOURISM AS WELL AS UNIQUE
SOCIAL MEDIA TAGS
In order to connect more directly with visitors and remain in contact with them post-trip, Maple Ridge
needs to further utilize social media communication channels using tools such as Facebook, Instagram
and Twitter. Of the three channels, Instagram provides the best opportunity to display, collect and curate
content.
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DEVELOP AN E-MARKETING CAMPAIGN
Use e-marketing through Google advertising to reach out directly to outdoor and adventure tourism
audiences in the Lower Mainland by using keyword contextual targeting. When these potential visitors
are searching for outdoor destinations, or outdoor supplies, targeted advertising will bring Maple Ridge to
their attention. This form of advertising is cost effective and allows for measurement.
ACTION 4: DEVELOP HIGH QUALITY MEDIA (PHOTO, VIDEO) CONTENT TO SUPPORT
THE BRAND AND MARKETING COLLATERAL
HOST A ONE DAY DESTINATION BC WORKSHOP TO EXPLORE THE BC BRAND, TRAVELLER EQ
TYPES AND MARKETING CONTENT
Destination BC has developed some material to help the tourism industry learn about the BC Brand and
how to leverage high quality imagery and other content to support marketing efforts toward specific
traveler types. Working with Destination BC will help build industry capacity in marketing/branding.
ORGANIZE EXISTING IMAGERY AND CONTENT USING TAGS
Link existing imagery by tagging images with theme, markets and tourism types so that it is easier to draw
from the right type of images for the job. Identify gaps in imagery.
CONTINUE TO DEVELOP NEW IMAGERY AND CONTENT
Develop a list of priority images and content and organize for photographers/journalists to help fill gaps.
This can be done through the use of contests, where residents and visitors submit images for a prize.
ACTION 5: FOSTER REGIONAL AND COOP MARKETING
CONSIDER AND ACT ON OPPORTUNITIES TO PARTNER WITH NEIGHBOURING COMMUNITIES (OR
REGION) ON MARKETING
Destination BC has marketing funds that are limited to supporting multi-community marketing efforts such
as the Circle Farm Tour or other joint offerings. Combining the right activities from the region in a multi-
community marketing program enhances the attractiveness of the area and can provide more reasons for
visitors to make the trip to Maple Ridge.
CONSIDER ACTION OPPORTUNITIES TO PARTNER WITH OTHER REGIONS ON PRODUCT SPECIFIC
MARKETING
Destination BC has marketing funds for projects that promote specific activities across the province such
as fishing, mountain biking and skiing. Given the variety of activities in and around Maple Ridge, it may be
possible to access these specific project funds.
DEVELOP OPPORTUNITIES FOR LOCAL TOURISM ORGANIZATIONS TO PARTNER ON MARKETING
PROGRAMS
Visitor guides, websites, social media contests and multi-day print ads provide great partnering
opportunities for local tourism businesses, leveraging the contributions of each other for a greater
communications impact.
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ACTION 6: DEVELOP A MEDIA RELATIONS PLAN
WORK WITH MEDIA TO HELP GET ‘MAPLE RIDGE’ MESSAGES TO MARKET
Media stories are some of the most valuable ways to get messages to market. Media stories cost very
little, yet they can generate significant interest and trust in a destination. Working with media includes
developing story starter ideas; invitations to experience the community; and often an opportunity to
highlight events/festivals or other activities on ‘weekend activity listings’.
ORGANIZE FAMILIARIZATION (FAM) TOURS
Regular FAM tours can be organized inviting bloggers and writers to participate in itineraries and then
having them write about their experiences in Maple Ridge.
Authentic Collaboration &
Deepening Capacity
DIRECTION 1: SECURE MULTI-YEAR FUNDING FOR TOURISM
ACTION 1: ESTABLISH A TOURISM BUDGET TO SUPPORT THE ROLL OUT OF THE
TOURISM STRATEGY
DEVELOP AND SUPPORT A CITY BUDGET FOR DELIVERING THE TOURISM STRATEGY
The proposed budget for delivering this Tourism Strategy suggests multiple sources of funding, with
primary initial funding provided as seed funding from the City of Maple Ridge. Other sources of funding
includes tourism businesses, Destination BC and in years two and beyond, funds from the Municipal and
Regional District Tax (MRDT or Hotel Tax).
ACTION 2: SECURE MUNICIPAL REGIONAL DISTRICT TAX FUNDING
REVIEW THE REQUIREMENTS FOR MRDT APPLICATIONS
The MRDT program was recently updated and recommended enhanced taxation from 2% to 3% of
accommodation room revenue as well as more rigorous program reporting. These funds can be used for
tourism marketing, programs or projects to support local tourism revenue, visitation and economic
benefits. There are several other details about the MRDT program that need to be considered prior to
discussions with the accommodation sector. This should be a key early initiative to ensure long-term
sustainable tourism funding is in place though it should not jeopardize longer term accommodation
offerings in ‘hotel/motel’ like properties.
INITIATE DISCUSSIONS WITH THE LOCAL ACCOMMODATION SECTOR
Charging and receiving MRDT funding requires the support of the majority of the local accommodation
sector. For the purposes of Maple Ridge this includes the Best Western, Econo Lodge, the Loon Lake
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Retreat and any other entity renting more than four dwellings (rooms in a hotel, or 4 townhouses). The
boundary for MRDT collection could also include areas outside of Maple Ridge (Ramada in Pitt Meadows)
with the support of the accommodation and local government. It will be important to initiate
conversations with these businesses very early on in order to create support for an MRDT application. We
recommend that the accommodation sector have representation on tourism task forces so they are
directly involved with decisions about the MRDT funding.
PREPARE AN APPLICATION FOR THE MRDT
This plan provides a good foundation for some of the MRDT application requirements, however there is
more to do in order to apply for funding. Adequately resourcing the MRDT application process will be
important to achieving a successful outcome.
DIRECTION 2: DEVELOP A MONITORING AND EVALUATION PROGRAM
ACTION 1: ESTABLISH A SET OF INDICATORS FOR TRACKING PROGRESS
SELECT INDICATORS FOR TRACKING TOURISM OUTCOMES
Indicators for this purpose might include; tourism jobs, total paid room nights, total value of tourism,
occupancy rate, room revenue, website visits or social media followers.
DEVELOP VISITOR EXPERIENCE INDICATORS, VISITOR DATA COLLECTION AND A SURVEY
METHOD
Indicators tracking the quality of visitor experiences might include; % very satisfied with their total trip, Net
Promoter Score (using data from the question “How likely is it that you will recommend Maple Ridge to
friends and family?” These questions would be accompanied by other demographic questions and open-
ended questions on a visitor survey.
ACTION 2: DEVELOP AN EVALUATION PROCESS
EVALUATION PROCESS
On an annual basis, the tourism strategy, indicators and associated marketing activities should be
reviewed and adjusted as required to ensure the tourism strategy and activities continue to lead Maple
Ridge toward its 2020 vision relative to budgets and implementation plans. Annual evaluations are
essential in order for Maple Ridge to review, learn and improve progress toward its tourism goals.
DIRECTION 3: WORK WITH STAKEHOLDERS AND PARTNERS
ACTION 1: CONTINUE TO ENGAGE THE BROADER TOURISM SECTOR
COMMUNICATIONS
Develop a protocol to maintain a minimum of monthly contact with tourism organizations in Maple Ridge
and area, to keep them engaged with tourism strategy implementation and informed about important
events and tourism support resources.
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INDUSTRY NETWORKING
Host regular industry lunches, après events, or industry nights where tourism partners can connect and
learn about each other’s businesses and the progress being made on tourism.
ACTION 2: CONTINUE TO BUILD RELATIONSHIPS WITH TOURISM MARKETING
ORGANIZATIONS IN THE REGION
MEET MONTHLY WITH REGIONAL DESTINATION MARKETING ORGANIZATIONS (DMO)
Collaborating with other tourism organizations is important for the success of this strategy and will
provide an opportunity to track the progress of tourism in the area.
ACTION 3: ENGAGE CITY STAFF IN THE IMPLEMENTATION OF THIS STRATEGY
DEVELOP COMMUNICATION TOOLS TO BUILD AND RECRUIT TOURISM CHAMPIONS AT THE CITY
Whether they are planning new infrastructure, delivering services at City recreation centres, or assisting in
the production of local events, City staff support for tourism will be important. Tools such as email blasts,
roadshows and tourism facts or columns in staff newsletters/emails are example of ways to reach staff
and begin to build a City culture that is supportive of tourism. Establish a cross-departmental tourism
team to ensure all perspectives are considered in planning and execution of tourism strategies and
tactics. Special consideration is required with respect to aligning department budgets with the prioritized
activities in the Tourism Strategy.
ACTION 4: DEVELOP A NEW 3-5 YEAR TOURISM STRATEGY
This strategy is for a defined time limit, 2017 to 2020. Building off the findings of annual evaluations,
industry trends and local desire for supporting tourism, this Strategy should leverage its successes over
its lifespan and be updated to address developments responding to the tourism demands beyond 2020.
The governance structure, resourcing and funding can be reviewed in view of the emerging tourism
market.
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Implementation
Tourism is unique when compared to other industries, perhaps most of all in the cooperation and
partnership required to deliver the ‘experiences’ sought by visitors and the community alike. Public and
private sectors jointly provide a large number of visitor amenities including attractions and activities (the
main reasons for visiting) as well as the supporting infrastructure like roads, land use and water systems.
Even with attractions such as beaches, lakes, wildlife, recreation activities and cultural experiences,
critical business sectors such as accommodation, culinary, transportation and retailers are essential to
tourism as they foster the spirit of the community and round out the overall experience. Implementation
of tourism strategies needs to have the same level of coordination and cooperation and therefore most
communities have a tourism organization and a group of tourism stakeholders working together to fulfill
this role.
ORGANIZING TO DELIVER THE STRATEGY
Tourism organizational models operating throughout BC are almost as varied as the communities that
host them. Every tourism organizational model or terms of reference must clearly address the key areas
of leadership, ownership, funding, membership, accountability, partners and stakeholders. The three main
tourism organization models include;
1) Using an existing member-based organization such as a Chamber of Commerce,
2) Developing a new member-based organization with the sole focus on tourism – Destination Marketing
Organization (DMO) and
3) A municipally-led tourism model housed within a City Economic Development or Parks department.
Details on the various governance models including respective pros and cons, funding access etc. are
contained in a tourism partners and governance briefing.
RECOMMENDED FOR MAPLE RIDGE: MUNICIPALLY-LED MODEL
In order to get this tourism strategy initiated as quickly and as successfully as possible, it is recommended
that the City of Maple Ridge pursue a municipally–led tourism model. Beyond being the right model at this
time, this approach garnered the most support from the Tourism Task Force.
As more communities pursue tourism as an economic driver and diversifier, many municipal governments
are taking on the leadership role, investing directly in tourism by hosting and funding the tourism
organizational model. It’s important to note that virtually all destination coordinating tourism organizations
in BC are supported in part by municipal funds.
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The municipally-led model provides stable and (usually) available funding to the tourism organizational
model, human resources and administration support allowing initiatives to get underway quickly.
Additionally the municipally-led model allows greater synergy with municipal parks and recreation
services.
The other models can be slower to establish, given the need to build up a membership-funded base or to
resource start-up funding through other sources. MRDT funding options for marketing are currently
limited for Maple Ridge given the low estimates on potential revenue from this tax, estimated at $60,000-
$90,000 in the initial years. Additionally, the effort required to access the MRDT tax is extensive in the first
year and therefore needs dedicated human resources to pursue it.
Depending on available resources, a municipal governance model can put additional financial pressure on
a municipal budget. However, the return on investment can often be realized sooner, thereby creating
revenue for the municipality via increased investment and economic activity. As the tourism economy
grows and the MRDT funds and/or continued municipal funding become a consistent source of revenue,
the municipally-led organizational model could potentially transition to an independent membership-
based or DMO model
Expanding the Maple Ridge City Economic Development Department to include the delivery of the tourism
mandate for at least four years is recommended, along with stable funding that will foster confidence in
tourism stakeholders.
TASKFORCE
We recommend that the City also continue with a Tourism Task Force to serve as an advisory body for the
tourism activities of the City. The Task Force should be made up of members from the tourism sectors
including the accommodation sector, local government, First Nations and any tourism specialists residing
in Maple Ridge. A recommended core membership for the Task Force is 10-12 people with outreach
efforts targeting the remaining tourism stakeholders in the area. The Task Force should meet monthly to
review activities completed in the previous month, provide advice on carrying out the strategy and to take
on tasks as requested.
The following core values were created with the Tourism Strategy Task Force and provide a foundation for
how the group will work together to implement this strategy.
Integrity – trust, honesty, transparency, accountability, results oriented
Respect – for each other and the process
Diversity / Inclusion – of community, engage citizens
Innovation – open minded, forward thinking
Teamwork – using a collective voice, projecting a united front
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PHASE 1 ACTIONS AND FUTURE IMPLEMENTATION
The numerous actions identified in this strategy need to be staggered in order to most effectively build on
the results from year to year. To facilitate this process, actions have been categorized into Phase 1: Set
the Foundation, Phase 2: Curating Experiences, Phase 3: Develop Visitor Services/New Experiences and
Phase 4: Harvest and Plan to Thrive. Phase 1: Foundation Building actions are described below with the
remaining years organized in the following table. Note that some actions overlap multiple years.
PHASE 1: SET THE FOUNDATION
Implementing the tourism strategy will begin in earnest in the second quarter of 2017. It is presumed that
this Tourism Strategy will be presented to Council in the first quarter and that Council will endorse its
adoption subject to any changes required. At such an early stage in tourism development, the focus will
be on building a foundation and appropriate stepping stones for further activities in 2018-2020. The first
year also links into activities already underway.
Activities include:
1) A review of how Airbnb and short-term rentals might play in tourism and the impact it could have
on neighbourhoods.
2) A hotel feasibility/attraction study to help facilitate additional accommodation in Maple Ridge.
3) Continuation of existing regional and local tourism marketing activities and a limited marketing
plan.
4) Hiring a Tourism Coordinator to support the aforementioned actions and to develop community
support and an application to pursue MRDT funding for 2018.
The Phase 1 recommended municipal budget for 2017 includes; $35,000 for the continuation of marketing
activities, $30,000 for considering Airbnb and a hotel attraction project and $60,000 for a Tourism
Coordinator.
If resources allow, the Tourism Coordinator should also implement the highest priority activities identified
for Phase 2-4 in the following table in year one.
Beyond 2017, the City of Maple Ridge should review progress of Phase 1 actions, the priorities of other
tourism partners and City departments and strategically prioritize actions from Phase 2-4 to include in
subsequent workplans and overall City budgets.
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Focus Area: Exceptional
Visitor Experiences &
Infrastructure
Phase 2: Curate Experiences Phase 3: Develop Visitor Services &
Experiences
Phase 4: Harvest from the Synergies &
Plan to Thrive
Direction 1: Curate existing
offerings and turn them into
truly remarkable experiences
that showcase the best of
Maple Ridge
• Action 1: Identify and enhance the top 10
experiences
• Action 2: Package experiences together
into sample itineraries and communicate
• Action 1: Continue to identify and
enhance the top 10 experiences
• Action 2: Continue to package
experiences together into sample
itineraries and communicate
Direction 2: Develop
accommodation options to
support Maple Ridge
experiences
• Action 2: Actively pursue an
accommodation partner to build a hotel in
the Town Centre
• Action 2: Attract an accommodation
partner to the Town Centre
• Action 3: Develop a plan for Whonnock
Lake to support enhanced visitor
experiences
• Action 2: Assist in pursuing development
of a hotel, or Airbnb options
• Action 4: Develop tourist accommodation
in rural areas and along the rivers
• Action 3: Implement the plan for
Whonnock Lake
Direction 3: Develop priority
experiences in Maple Ridge
• Action 1: Enhance nature/outdoor
experiences: Improve Maple Ridge trail
networks into truly connected multi-use
routes
• Action 1: Enhance nature/outdoor
experiences: Improve the accuracy of the
current Maple Ridge Trail Map
• Action 2: Coordinate and support events
and festivals experiences: Continue
supporting current Events/Festivals
• Action 3: Arts, culture and heritage:
Continue promoting existing ACH
activities in Maple Ridge
• Action 3: Arts, culture and heritage:
Incorporate a tourism lens into the ACH
strategy
• Action 4: Agritourism Access, Events and
Linkages
• Action 1: Enhance nature/outdoor
experiences: Develop outdoor tourism
hotspots in Maple Ridge
• Action 1: Enhance nature/outdoor
experiences: Encourage recreation
equipment rentals
• Action 2: Coordinate and support events
and festivals experiences: Continue
supporting current Events/Festivals
• Action 2: Coordinate and support events
and festivals experiences: Event/Festival
calendar and strategy
• Action 3: Arts, culture and heritage:
Continue promoting existing ACH
activities in Maple Ridge
• Action 4: Continue Agritourism Access,
Events and Linkages
• Action 5: Continue to increase the
vibrancy and pedestrian nature of the
downtown
• Action 1: Enhance nature/outdoor
experiences: Continue to develop outdoor
tourism hotspots in Maple Ridge
• Action 2: Coordinate and support events
and festivals experiences: Continue
supporting current Events/Festivals
• Action 2: Coordinate and support events
and festivals experiences: Continue
event/festival calendar and strategy
• Action 2: Coordinate and support events
and festivals experiences: Continue to
leverage the regional film industry and
film festival circuit for a unique festival
• Action 3: Arts, culture and heritage:
Continue promoting existing ACH
activities in Maple Ridge
• Action 4: Continue Agritourism Access,
Events and Linkages
• Action 5: Continue to increase the
vibrancy and pedestrian nature of the
downtown
Phase 2-4 Action Summary and Timeline
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Focus Area: Exceptional
Visitor Experiences &
Infrastructure
Phase 2: Curate Experiences Phase 3: Develop Visitor Services &
Experiences
Phase 4: Harvest from the Synergies
& Plan to Thrive
Direction 4: Develop public
facilities to support new
tourism experiences
• Action 1: Ensure that investments in City
facilities and infrastructure consider
visitors and the value of tourism
• Action 1: Continue to ensure that
investments in City facilities and
infrastructure consider visitors and the
value of tourism
• Action 2: Develop and link up conference
spaces in the Town Centre, eg Chances,
The Act Arts Centre, shopping malls,
municipal spaces
• Action 1: Continue to ensure that
investments in City facilities and
infrastructure consider visitors and the
value of tourism
• Action 3: Consider sports tourism
Infrastructure
• Action 4: Explore covered event locations
Direction 5: Encourage
investment in new private
sector experiences
• Action 1: Promote existing economic
development tools to encourage tourism
investment for services to support
tourism and potential attractions
• Action 1: Promote existing economic
development tools to encourage tourism
investment for services to support
tourism and potential attractions
Direction 6: Visitor focused
wayfinding and
transportation
• Action 1: Develop inviting signage that
enhances the sense of arrival in Maple
Ridge
• Action 2: Develop signage that directs
visitors to the remarkable experiences in
Maple Ridge
• Action 3: Develop a “Points of Pride”
program which provides markers for key
locations of interest in the community
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Focus Area: On Target
Marketing &
Communications
Year 2: Curate Experiences Year 3: Develop Visitor Services &
Experiences
Year 4: Harvest from the Synergies & Plan
to Thrive
Direction 1: Maple Ridge
residents as ambassadors for
the community
• Action 1: Increase community knowledge
and involvement in tourism activities and
value
• Action 1: Increase community knowledge
and involvement in tourism activities and
value
• Action 1: Increase community knowledge
and involvement in tourism activities and
value
Direction 2: Connect existing
area visitors to Maple Ridge
experiences
• Action 1: Work with tourism related
business to cross promote Maple Ridge
• Action 1: Work with tourism related
business to cross promote Maple Ridge
• Action 2: Launch self-serve tourism
information kiosks with maps in high
traffic areas
Direction 3: Develop a
marketing plan, e-
infrastructure & content to
support communications to
new and existing visitors
• Action 1: Develop a multi-year marketing
plan
• Action 2: Build off community branding
project to articulate a Maple Ridge
tourism brand
• Action 3: Develop E-infrastructure to
support online marketing efforts
• Action 4: Continue to develop high quality
media (photo, video) content to support
the brand and marketing collateral
• Action 5: Foster regional and coop
marketing
• Action 2: Continue to build off community
branding project to articulate a Maple
Ridge tourism brand
• Action 3: Continue to develop E-
infrastructure to support online marketing
efforts
• Action 4: Continue to develop high quality
media (photo, video) content to support
the brand and marketing collateral
• Action 6: Develop and implement a media
relations plan
• Action 3: Continue E-infrastructure to
support online marketing efforts
• Action 4: Continue to develop high quality
media (photo, video) content to support
the brand and marketing collateral
• Action 6: Continue implementation of
media relations plan
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Focus Area: Authentic
Collaboration & Deepening
Capacity
Year 2: Curate Experiences Year 3: Develop Visitor Services &
Experiences
Year 4: Harvest from the Synergies &
Plan to Thrive
Direction 1: Secure multi-year
funding for tourism
• Action 2: Continue to secure MRDT
funding
• Implement MDRT funding by Q3
Direction 2: Develop a
monitoring and evaluation
program
• Action 1: Establish a set of
indicators/survey for tracking progress
• Action 2: Develop an annual evaluation
process
Direction 3: Work with
stakeholders and partners
• Action 1: Continue to engage the broader
tourism sector
• Action 2: Continue to build relationships
with tourism marketing organizations in
the region
• Action 3: Continue to engage City staff in
the implementation of this strategy
• Action 1: Continue to engage the broader
tourism sector
• Action 2: Continue to build relationships
with tourism marketing organizations in
the region
• Action 3: Continue to engage City staff in
the implementation of this strategy
Action 4: Develop a 3-5 year Tourism Strategy
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FUNDING AND BUDGETS
Funding for tourism organizations typically comes from the following sources:
Municipal and Regional Development Tax (MRDT/Hotel Tax 2-3% of revenue)
Municipal, through City budgets, grants or fee for services
Improvement Taxes
Commercial entities (golf courses, convention centres, tourism retail stores, etc.)
owned/gifted to the organization who operates them at a profit
Membership Fees
Marketing Coop Dollars
In the vicinity of Maple Ridge, there are a number of communities with tourism organizations coordinating
the tourism sector and marketing. Chilliwack, Abbotsford, Langley, Mission, Coquitlam, Hope and Harrison
– seven communities with tourism ambitions – have tourism organizations with budgets ranging from
$300,000-$500,000.
These budgets are primarily funded by the MRDT or
from facility revenue and all budgets exceed what
might be available to Maple Ridge using similar
mechanisms. In fact, even if Maple Ridge were able
to institute an MRDT on local room revenue at the
maximum 3% level, the initial annual revenue for
marketing programs/staffing and other costs would
likely be between $90,000 and $100,000. This
amount falls short of what neighbouring
communities have budgeted and far short of what
is needed for Maple Ridge to compete. That said, $100,000 applied to marketing activities complemented
by municipal seed funding/fee for service and the development of more accommodation properties could
provide Maple Ridge with the base funding required to support tourism development ambitions.
MAPLE RIDGE TOURISM BUDGETS
The following budget outlines the initial four-year budget of a tourism development and marketing entity
housed within the City of Maple Ridge and supported by a broad-based tourism task force. The budget is
based on delivering the general strategies and actions outlined in this document and requires a 1½ year
funding period to support the planning required to apply for the MRDT funding.
As many of the proposed tourism strategy actions are dependent on other City department’s activities
these actions, workplans and budgets need to align with the workplans and budgets of other City
departments especially in the areas of human resources, capital investments and event planning. This
alignment is critical to the success of the tourism initiative.
Funding for subsequent years of tourism development should be determined based on the proposal for
the MRDT and be responsive to shifts in the tourism operating environment. While experience shows
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that at least five years of secured funding and organizational structure is necessary to
provide a stable tourism foundation, subsequent plans should anticipate how to ensure
organization stability past five years.
BUDGET
EXPENDITURE 2017 2018 2019 2020 2021
Revisit
Tourism Development
Coordinator
$ 60,000 $ 90,000 $ 100,000 $ 110,000
Tourism Product Development $ 20,000 $ 20,000 $ 20,000
Marketing and Visitor Service
Actions
$ 35,000 $ 100,000 $ 180,000 $ 180,000
Tourism Projects and Programs $ 30,000 $ 30,000 $ 30,000 $ 30,000
TOTAL OPERATING COSTS $ 125,000 $ 240,000 $ 330,000 $ 340,000
REVENUE
MRDT (3%), 5% growth $ 49,000 $ 102,000 $ 110,000
Tourism Biz - Coop Marketing $ 10,000 $ 20,000 $ 30,000 $ 30,000
Destination BC Event Funding $ 13,000 $ 25,000 $ 25,000
TOTAL REVENUE $ 10,000 $ 82,000 $ 157,000 $ 165,000
CITY INVESTMENT $ 115,000 $ 158,000 $ 173,000 $ 175,000
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Concluding Remarks
Maple Ridge has natural, recreation and cultural assets creating a foundation to attract visitors and future
residents alike. While some of the assets are already marketable, others are still one or two steps away
from providing the kind of experience that is spread through word-of-mouth/social marketing. Aligning
resources to secure tourism funding, develop ‘itineraries of experiences’ and new/improved products,
attract private/public investment and e-market Maple Ridge will help the city to develop into a more
desirable location to visit and perhaps eventually live. These critical tourism development resources can
be funded through a mix of industry and local government investments with local government support
crucial for the first five years to ensure the stability required for start-up success and most importantly to
access other sources of long term funding. Targeting initial amenity development with current Maple
Ridge residents at the forefront will not only enhance the quality of life in the community but, also create
local ‘ambassadors’ who can help to exude credibility and authenticity to their friends, family and visitors
they may see in the area. Finally, the tourism industry and City of Maple Ridge departmental contribution
to developing this strategy was invaluable and engaging this group of stakeholders on an ongoing basis to
help implement the strategy will help to align marketing messages with local experiences so that visitor
expectations can continue to be met and surpassed.
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Appendix A
STRATEGY CONTRIBUTORS
This Tourism Strategy was developed with our Tourism Task Force, members of the tourism
community, as well as City staff. We would like to acknowledge and thank all who
participated in the process though numerous workshops, attending the public open house
and other events and by serving on the Task Force. Contributions from the tourism
community provided invaluable information and insights throughout the process.
This list includes the names of other individuals and organizations who contributed feedback and ideas at
various outreach events and during review periods.
Name Organization Name Organization
Nicole Driedger ARMS Vicki McLeod Main Street Communications
Charles Cantos ATL Health & Wellness
Enterprises
Brenda Smith Maple Ridge Community
Heritage Commission
Kevin
Nosworthy
Avanti Planning Group Ltd. Erica Williams Maple Ridge Historical
Society
Savannah
Herbertson
Billy Miner Pub Val Patenaude Maple Ridge Museum
Christian
Cowley
CEED Centre Cindy
Stevenson
Once Upon a Tea Leaf
Kaila Klassen Chances Casino Yvonne Chui City of Maple Ridge
Shawna Leung Destination BC Cass Winder Ridge Meadows Home Show
Ineke Boekhorst Downtown Maple Ridge BIA Graham
Vanstone
Ridge Meadows Home Show
Lino Siracusa Economic Development April Nickerson Ridge Wilderness
Vickie Fulton Economic Development Brenda Fernie Seyem' Qwantlen Business
Group
Alex Wells Economic Development
Committee
Summer Dhillon Slap Communications
Chrislana
Gregory
Economic Development
Committee
Chris Laing Stand-up Paddle Boarding
Maple Ridge
Josef Hans Lara Economic Development
Committee
Heather Gill Stand-up Paddle Boarding
Maple Ridge
Nicole Archer Economic Development
Committee, Chair
Karen Pighin The Act Arts Centre
Emma Davison Golden Ears Cheescrafters Landrie Davies The Act Arts Centre
Dylan Eyers Golden Ears Park Lisa Prophet The News
Eileen Dwillies Haney Farmers' Market Paul Lawson UBC Research Forest
Dianne Stoesz Haney Horsemen Deddy Geese Uniglobe Travel
Jackie Show HUB Cycling - Maple Ridge
Pitt Meadows Chapter
Kailla Bentley WildPlay
Dan Beitel Hunger Management Al Kozak Duende Farm
Ted Hume Kingfishers Waterfront Bar
and Grill
Arlene Keis Haney Horsemen