Economic Viability

Designed as a destination resort community centred on a pedestrian-friendly Village at the foot of two world-class alpine skiing mountains, Whistler’s economy is primarily based on tourism. In 2016, Whistler attracted over three million visitors setting new records for several monthly results.

With the number of visitors to Whistler recently reaching peaks in both summer and winter periods, businesses have also increased their need for staff; however, this demand has not always been fulfilled. The strong visitation growth has provided the opportunity for the accommodation and mountain activities sectors to drive higher pricing and margins, driving up visitor spending. These higher prices are influencing the visitor mix, as some visitors are deterred by high costs, while others with a higher socio-economic level have been attracted. There is potential for higher prices to also have an impact on lowering the overall level of visitation with a change in mix; however, it is important to balance both regional and destination guests to support the resort through economic peaks and troughs. Peak visitation periods need leveling off to minimize the impact on the resort experience for visitors and residents, while shoulder seasons may continue to grow to provide a balanced year-round business environment.

As a tourism-dependent local government, the municipality faces inherent revenue uncertainty greater than that faced by municipalities with more diverse local economies. Revenue sources to maintain the authentic mountain experience are primarily tied to visitation and associated tax mechanisms. While Whistler has experienced recent growth, the impact to taxpayers of cost increases or required new services has been cushioned through revenues generated by increasing visitation. However, as Whistler has recently celebrated its 40th anniversary, it is also experiencing the effects of aging infrastructure, which requires investment for rejuvenation and ongoing revitalization. While it is noted that many factors affecting visitation are well beyond the municipality’s influence, with expected eventual declines in revenue sources, alternative sources of revenue or reduced expenditures are required.

Whistler has many externalities that directly impact its viability and competitiveness. For example, changing global economic conditions, currency fluctuations, climate change and shifting demographic travel patterns all have causal effects on the resort and the community as a whole. Changes in the mix of regional versus destination visitors change occupancy patterns and revenue generation. Many of these factors, which can have the potential to dramatically change the economic viability of Whistler, are well beyond the municipality’s influence. For example, the 2008 economic recession had a prolonged impact on Whistler and many businesses and community members were negatively impacted. Recovery was slow and challenging. Accordingly, the municipality has a role as a community leader to carefully monitor these external variables and be attentive in economic planning to contribute to the continued success of the resort community.

The municipality is committed to being fiscally responsible and at the same time must continue to invest in infrastructure, amenities and services, which are integral to the authentic Whistler mountain experience.