Tourism Fernie 2025 Annual Report
About Tourism Fernie
Tourism Fernie Society is a Destination Marketing & Management Organization( DMO) with the mission to sustainably increase visitation and revenue for stakeholders in Fernie and surrounding area through tourism marketing and management.
The most successful destinations around the world act in a unified and collaborative manner by promoting their destination first then the individual experiences while working to manage tourism’ s opportunities and growth. Collaboration and a critical mass of funding is necessary to achieve this, which is beyond the means of an individual business or organization. Pooling financial resources and expertise into a strategic marketing and destination management maximizes results.
During the early 2000’ s many of Fernie’ s tourism stakeholders saw the opportunity to implement a local hotel tax available through the provincial government. This tax revenue, pooled with local funds, expertise and resources would allow Fernie to jointly market Fernie as a travel destination under a unified brand to key target markets. With the support of the City of Fernie, the local community and businesses, the Regional District of East Kootenay, Tourism BC and the Government of British Columbia, Tourism Fernie was established formally in 2007.
Tourism Fernie is non-profit society and a membership-based organization governed by a Board of Directors representing the local tourism industry. Professionals, businesses and organizations that want to support tourism in Fernie, be promoted under the Tourism Fernie brand and market collaboratively pay a nominal annual membership fee. In addition to membership fees, Tourism Fernie’ s revenues are generated from co-op marketing initiatives, grants for projects and from the 3 % Municipal & Regional District Tax( MRDT Hotel Tax) collected by accommodators from visitors during their stay.
Each year Tourism Fernie develops and approves a strategic plan and budget that aligns with Fernie’ s Tourism Master Plan and is submitted to the BC Government as required.
Vision
Fernie is a vibrant and sustainable tourism destination built on respect, collaboration and authenticity.
Mission
Sustainably increase visitation and revenue for stakeholders through tourism marketing and destination management and development.
Guiding Principles Industry led / Government supported
• We are led by members of Fernie’ s tourism industry who solicit government support, working relationships and partnerships to grow and sustain tourism as a key economic engine for Fernie.
Market and data focused
• We prioritize market needs and trends, along with data and market research in the belief this will be best for our stakeholders and Fernie’ s long term sustainability.
Sustainable
• We respect the community’ s social, economic and environmental values.
Fair and transparent
• We have fair processes that are open to scrutiny and we explain the rationale for our decisions to interested stakeholders
Open & Inclusive
• We share and seek input and work together with a diversity of stakeholders for the sustainability of our industry.
Innovative
• We aim to consistently create solutions that are ahead of the industry, marketplace and the competition.
Accountable
• We are fiscally responsible, measure results, adjust to changing market conditions, and are accountable to our stakeholders.
2025 Goals & Strategies
Increase MRDT, RevPar & ADR
• Produce targeted, inspiring, and data-driven marketing initiatives and campaigns to leisure travelers.
• Emphasize sustainable shoulder season growth.
• Support and enhance local tourism events, animation and festivals.
• Educate, collaborate, and work with accommodators.
Continue to lead and support destination management and development initiatives.
• Lead and support key industry advocacy, data and communication priorities.
• Partner and collaborate on industry and visitor needs, concerns and opportunities.
• Complete and build on existing projects and initiatives.
• Increase grant and partnership revenues to support priority projects and programs.
• Move priority projects closer to fund-ready / shovel-ready status.
Continue to grow and strengthen Tourism Fernie.
• Build, leverage and maintain positive and productive relations and momentum with industry and both local( COF & RDEK) and provincial government.
• Build on long-term financial growth and stability while retaining overall HR costs to a maximum of 28 %.
• Maintain positive results of the annual Stakeholder Satisfaction Survey.
• Celebrate tourism in the community.
6 Report for 12 month fiscal period of January – December, 2025