Long-Term Industry Strategy

Description

Mandate: To develop and implement a comprehensive, industry-wide strategy that ensures the long-term growth, sustainability, and success of BC’s wine grape sector by coordinating priorities, defining responsibilities, and securing lasting support.

Goal Statement: By 2027, BC’s wine grape industry will have a coordinated, fact-based long-term strategy that drives sustainable growth, strengthens competitiveness, and builds resilience for both growers and wineries. Grounded in robust data and a clear BC wine identity, this strategy will align the sector across regions and business models, and expand high-value domestic and inter-provincial markets. It will embed sustainability, innovation, and quality at every stage, address labour and education challenges, and ensure accountability through clear governance and communication frameworks.

Working Group Members:

Vincent Ong, Andrew Peller Ltd. (Advisory Committee Liaison)
Christa-Lee McWatters, Gate 22 Winery
Zac Brown, Alderlea Vineyards
Ben Bryant, Andrew Peller Ltd./ 1 Mill Road
Angela Lyons, Bacas Family Wines
Devin Methven, Mark Anthony Group
Karen Yeung, Gate 22 Winery
Barbara Hall, UBC

While our working group membership is currently full, if you are interested in joining the Working Group Community, please contact Lindsay Kelm at [email protected]. Community Members will receive early updates, be invited to provide feedback on draft ideas, and help guide the group’s direction through ongoing engagement.

Strategic Priorities

Knowledge & Planning

SP1: We must build a comprehensive, shared fact base that covers the industry’s full economic value, market position, production capacity, consumer trends, and regulatory environment to guide every decision and ensure credibility.

SP2: We must create a long-term cohesive industry strategy that leverages the momentum of the Task Force’s operational priorities. The strategy will unite the sector, celebrate diversity, and position BC wine within a broader supercluster of agriculture, tourism and hospitality.

Implementation & Sustainability

SP3: We must mobilize resources and secure sustainable funding to support the implementation of the strategic plan, ensuring that priorities are properly resourced, scalable, and adaptable as conditions change.

SP4: We must assign stewardship and accountability by collaborating with the Organizational Alignment Working Group and identifying lead organizations for each strategic priority. Transparency will be realized by aligning governance structures, operations, communications, reporting and consistent momentum over time.

SP5: We must address the industry need for labour and talent development by creating pathways to attract, train, and retain skilled workers through education partnerships, innovation in workforce solutions, and stronger sector collaboration.

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