Ever-increasing pressures for growth and densification lead Whistler to urbanize, regionally integrate, and diversify both economically and demographically.

As the resort town grows into a mountain city, more housing options and services become available. With Lower Mainland growth and expansion of the Vancouver International Airport, the mountain operator attracts more visitors through marketing campaigns and business strategies, driving further pressure to grow. As the town grows economically and in population, more stakeholders gain influence over its future, including those outside of Whistler and Canada. Major expansions in housing, commercial, transit, and tourism infrastructure come alongside bold affirmations of commitments to sustainability and Truth and Reconciliation.

As more diverse people participate in Whistler’s government and businesses, including Squamish Nation and Ĺiĺwat7ú Nation members, reports of systemic racism become more prevalent. As the population grows, the underhoused population also grows as increases in affordable housing stock struggle to keep pace with demand. Market-driven pressures for growth come into tension with sustainability and other commitments, eventually leading to a loss of trails, park land, habitat, and missed emissions targets. First Nations derive economic benefits from growth and gain influence, but the learning and healing aspects of Truth and Reconciliation commitments make limited progress as the deep roots of systemic racism become more visible.

Faced with increasingly stretched capacity and the urgent need to become more resilient to the earlier-than-anticipated effects of climate change, innovation becomes a dominant driving force in decision making throughout Whistler.

Policy shifts aim to restrain growth, cap visitation, aggressively pursue water management, wildfire preparedness and emergency responses, and commit all new housing development to affordable housing. The mountain operator and other businesses are partners with the municipality to cap visitation and develop low-carbon transit, and they partner with the Squamish Nation and the Ĺiĺwat7ú to develop renewable energy.

This agenda aims to realize Whistler’s vision as a climate-resilient resort that preserves a sense of belonging for its residents. Implementing this vision proves politically challenging, government, business, and community leaders must incur costs and endure pains to realize the agenda. First Nations leadership grows in energy, resources management, and international sporting events, and youth leaders become more engaged in government. More innovative housing options and diverse tourism offerings become available, and Whistler becomes seen as the world’s most climate-resilient resort town.

Tourism demand grows, pressure on affordable housing increases, and Whistler’s government manages its growth strictly.

As pressures mount on businesses and services, growing operating costs lead to increased prices. Tourism revenue increasingly comes from wealthier tourists who stay for longer and spend more, serving as a “self-limiting” strategy for managing visitation while growing the economy. The economy becomes dominated by large businesses based outside of Whistler, and the mountain operator’s influence on decision making grows.

The only new employee housing is dorm-style rental housing far away from employees’ places of work. More second homeowners engage in local government and philanthropy, and social service priorities become driven by the mountain operator’s and philanthropists’ personal interests and resources. Bolstered by an increasingly wealthy population, local philanthropy supports new economic opportunities and cultural activities. New activities include diversified opportunities to learn about Squamish Nation and Ĺiĺwat7ú culture and history, as well as offerings represented as “Indigenous” that some see as culturally appropriative.

Whistler’s “mountain culture” shifts into a form more influenced by wealthy visitors and residents. Long-term and new wealthier residents enjoy a high quality of life and vibrant culture in their communities, while systemic gentrification puts economic burdens on the workforce that exacerbate mental health and wellbeing challenges.

Global climate and financial crises converge to devastate economies both internationally and in Canada. Whistler’s recovery from the COVID-19 pandemic is unstable, wildfires inflict massive damage to its infrastructure, and snowfall declines faster than anticipated due to climate change.

These intersecting crises lead to an economic collapse in Whistler, with many small businesses and residents leaving due to untenable levels of uncertainty. The mountain becomes locally owned and managed.

A shrinking population brings more affordability, as well as a concentration of community values based on common ground between those who remain: a connection to the land and the uniqueness of Whistler as a place, and its rich history that is held by the Squamish people and Lil’wat people. These values drive a new agenda of rebuilding post-collapse, including reformed governance structures that centre around the Nation’s perspectives. The community builds a new regenerative economy, including Indigenous-led tourism offerings based on arts, culture, and the land.