Thank you Minister. This strategy has been over a year in the making, and it is thanks to the members of the Steering Committee, and the organizations they represent, that we are where we are today.

The ten-year adaptive strategy lays out the goals, values and strategic actions to realize a tourism vision for the Yukon, developed by Yukoners. A vision for tourism to be a vibrant, sustainable component of the Yukon’s economy and society for the benefit of future generations.

Yukoners are passionate about tourism and many shared their thoughts throughout the public engagement process. The values we heard from Yukoners shaped the strategy and underpin the vision, goals, and strategic actions to bring the document to life.

Together, we identified three goals for Yukon to become a leading sustainable tourism destination. These goals balance the economic, environmental and social values we heard throughout the engagement had have guided us to this point. The first goal is to double revenue to Yukon businesses attributable to tourism from $262.9 million in 2016 to $525 million in 2028. A thriving tourism provides opportunities for Yukon businesses to succeed and grow, which benefits Yukoners through stable, year-round employment. To reach the target, revenues to Yukon businesses attributable to tourism needs to grow at a compounded rate of 5.93%. The second goal is to establish a framework within two years that measures the sustainability of tourism development. This ensures that tourism growth supports healthy communities, preserves our natural environment for future enjoyment, and ensures tourism benefits Yukoners for generations to come. This measurement framework does not exist yet, and is an exciting new initiative for the territory. The third goal is to ensure at least 80% of Yukoners have a positive attitude about tourism. This survey tool does not exist yet, so we do not know Yukoners baseline support, however measuring Yukoner support for the industry ensures that sustainable tourism growth aligns with Yukoners’ core values.

Four connected pillars outline the strategic actions that will be developed and implemented to bring this vision to life.

Pillar 1 – Creating the foundation for generational change. For the Yukon to realize its true potential as a sustainable year-round tourism destination, a number of actions must be taken. This pillar outlines three strategic areas and nine actions to create the foundation for generational change. With a stronger governance model, infrastructure to improve access to and around the territory, and effective decision making, the Yukon can create a foundation for success that will be felt for generations to come.

Pillar 2 – Outstanding Visitor Experiences The development of outstanding visitor experiences, leveraging and expanding existing seasonal and community capacity, and ensuring a business-friendly environment will help create the conditions for Yukon to become a year-round destination. This pillar outlines two strategic areas and eleven actions to ensure outstanding visitor experiences. These customer-centric experiences will attract tomorrow’s visitors, while maintaining and celebrating Yukon’s authentic cultures, identity and communities.

Pillar 3 – Vibrant First Nations History & Culture The Yukon is home to fourteen First Nations, each with their own rich history, culture and traditions. This pillar includes two strategic actions to support Yukon’s vibrant First Nations history and culture and establish the Yukon as a premier destination for Indigenous tourism experiences. I am proud that we are already taking action on these priorities, and that this Conference has brought together a number of partners to discuss how to work together to support First Nations tourism development in Yukon.

Pillar 4 – Sharing the Yukon’s Story Yukoners are proud to call the territory home. We are proud of what makes us unique and eager to share Yukon’s with the world. This pillar outlines two strategic actions to promote authentic experiences in a market-driven, consumer-centric manner that aligns with the values of Yukoners.

This ten-year strategy is a living document developed by Yukoners, for Yukoners, and everyone has a role to play in its success. It is up to each and every member of the industry to support this strategy and help bring it to life. It is my hope that this process has reinvigorated this amazing industry and encouraged us all to work more collaboratively together, support one another, and develop Yukon into the premier destination we all know it can be - all while staying true to our values.

Thank you.