Tourism is flourishing in the Creston Valley, and the face of tourism is changing significantly. The Creston Valley Tourism Society’s (CVTS) new five-year strategic plan is positioned to respond and take advantage of new opportunities.

The first five-year strategy for the Creston Valley Tourism Society (CVTS) was created when the organization was established in 2019. “It was a good baseline plan but quickly went out the window when the pandemic took hold,” says Jesse Willicome, Executive Director of the CVTS. “After that we experienced wildfires, devastating frosts and the impacts of inflation, which reduced travel to the area. We couldn’t implement our initial marketing and strategic initiatives.”

A new five-year plan was required as part of the CVTS’ application to the BC Ministry of Finance to renew its funding from the Municipal and Regional District Tax (MRDT) in 2025. As a Destination Management Organization (DMO), the CVTS receives the MRDT tax that is collected from accommodations to market new tourism facilities and programs.

The strategic plan was supported by the Economic Trust of the Southern Interior (ETSI-BC) through its Building Economic Development Capacity funding stream.  “Although DMOs receive significant MRDT funding, the items that funding can be used towards is very well-defined,” says Laurel Douglas, CEO of ETSI-BC.  “ETSI-BC was pleased to help fill this gap to enable the CVTS to realize its full potential as a sustainable, progressive tourism destination by funding the development of its new strategic plan.”

Attracting a Wider Demographic

In the five years between the two plans, the Creston area has benefitted from an improved tourism environment. It has gained popularity among the over-55 demographic who have flexible schedules, and among young families seeking affordable and relaxing summer vacations. Surrounded by mountains, forests, rivers, wetlands and lakes, the town attracts hikers, golfers, anglers and other outdoor enthusiasts, including international visitors who come to experience Creston’s wildlife corridor, a major stop-over and breeding ground for migratory birds. The area also has a vibrant arts and culture community, growing agri-tourism offerings and an emerging food and wine sector. 

Centrally located in the Kootenays, Creston is highly accessible to target markets in Alberta, the Okanagan and Lower Mainland, as well as Idaho, Montana and Washington.  As tourism traffic has increased, new businesses have opened, and others have expanded to meet growing visitor demand. 

The ETSI-BC funding supported the hiring of a consultant who coordinated an extensive outreach to community members, local accommodators and other industry stakeholders to gain data and insights to inform the new plan.

Consultation with the Yaqan Nukiy First Nation (formerly known as the Lower Kootenay Band, part of the Ktunaxa Nation) was key to the planning process. This engagement work helped strengthen collaboration with the Yaqan Nukiy and identify opportunities to grow Indigenous tourism. Many participants in the overall research were women business operators who represent a significant portion of the Creston Valley’s tourism and hospitality sector.

Creating New Experiences and Amenities

The strategic planning process has amplified the Creston Valley brand and increased consumer awareness of Creston as an attractive tourism destination. Strategic partnerships with the Creston Visitor Centre, Kootenay Rockies Tourism, and Destination BC are helping to expand the audience reach for CVTS and encourage longer stays and shoulder season visits. Over the next five years, visitor awareness of the  Creston area is expected to increase by 10% annually.

Strategies are underway to realize untapped opportunities in agri-tourism, Indigenous tourism, and outdoor recreation. Access to outdoor spaces for both residents and visitors is improved, and tourism training is being offered to local businesses and their staff to enhance tourism service excellence.

The plan projects an increase in tourism-related spending of approximately $1.5 million to $2 million over five years. While no new businesses were directly launched during the project, there is potential for  five to 10 niche businesses to be created such as farm-to-table events, eco-tours and boutique accommodations.

Collaboration Key to Success

“This project demonstrates the importance of collaboration among our diverse tourism stakeholders to achieve our goals,” says Willicome. “We have a strong foundation on which to build a thriving and sustainable tourism sector that enriches the lives of residents and visitors alike.”