2012 Revelstoke Resort Municipality Initiative Annual Report

Resort Municipal Initiative Annual Report 2012

Revelstoke

Alan Mason, Director, Community Economic Development,

City of Revelstoke

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Resort Municipality Annual Report Page 45 of 162Page 45 of 162Page 45 of 162Page 45 of 162

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REVELSTOKE Resort Municipality Initiative

Annua1Report2012

INTRODUCTION _ ______________ ___________ 1

1.1. PURPOSE

1.2. OVERALLSUMMARY

1 1

TOURISM OPERATING ENVIRONMENT _ __________________ 2

2.1. PROVINCIAL & GLOBAL TOURISM CONTEXT

2.2. REGIONAL AND LOCAL TOURISM CONTEXT

1 4

PROJECT PROGRESS ------------------------- 5

3.1. RESORT MUNICIPALITY INITIATIVE (RMI) CONTEXT

3.2. RESORT DEVELOPMENT STRATEGY VISION

3 .3. RESORT DEVELOPMENT STRATEGY (RDS) GOALS

3.4. PROJECT PROGRESS

New Visitor Information Centre Mountain Bike Trails Expansion

Snowmobile Infrastructure Public Art Projects Enhance cycling trail system in Revelstoke Eastern Access Improvements Wayfinding Signage Museums Upgrades Five Mile Boat Launch Snowmobile Welcome Centre and Trailhead Facility Bird Watching Facilities Golf Course Improvements

3.5. VISITOR EXPERIENCE OUTCOMES

3.6. ECONOMIC OUTCOMES

3.7. COMMUNITY OUTCOMES SUPPORTING TOURISM DEVELOPMENT

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5 5 6

7 7 9 10 12

13 13 14 15

16 17 17

21

23

25

CONCLUSION AND OUTLOOK --------------------- 28

A PPENDIX 29

5.1. TERM 1: SOURCE AND RMI FUNDING PROJECT BUDGET ALLOCATION- BY YEAR

5.2. TERM 1: PROJECT FUNDING BY SOURCE

5.3. TERM 2: SOURCE AND RMI FUNDING PROJECT BUDGET ALLOCATION- BY YEAR

5.4. TERM 2: MUNIOPAL PROJECT FUNDING

5.5. TERM 2: OTHER PROJECT FUNDING

5.6. TERM 2 : PROJECT FUNDING BY SOURCE

29

30 31

32

33

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Acknowledgements

The City of Revelstoke would like to thank the members of the Revelstoke Tourism Infrastructure Advisory Committee for their guidance and advice in developing and implementing the Resort Municipality Initiative in Revelstoke. The members of the Committee are as follows:

Name Brydon Roe Eric Scarcella Fred Beruschi Gary Starling Mike Vopni Norm Langlois Peter Nielsen Rick Reynolds Rob Elliot

Affiliation Tourism Revelstoke Hotel Owner Hotel Owner City Councilor Chamber of Commerce Manager, Coast Hillcrest Hotel Manager, Sutton Place Hotel Revelstoke & Glacier National Park Revelstoke Mountain Resort



1. Introduction

1.1. Purpose

The Resort Municipality Initiative (RMI) is an outcome based program, therefore the purpose of this report is to report on outcomes resulting from term one (2007-2011) and term two (2012 to 2016) of the program, while highlighting the most recent year of progress. The RMI annual reporting further provides accountability of funding, demonstrates project progress, allows for outcomes to be tracked, provides consolidated information for other community reporting needs (tourism stakeholders, municipal staff, Council, public, for grant applications, etc.), provides a source for the Province to consolidate all participating RMI communities data into one program report to use for reporting requirements.

1.2. Overall Summary

During 2012, Revelstoke saw very positive growth in tourism revenues for local accommodation properties. Revenues, as reflected by the funds received through the Resort Municipality Initiative, increased by 17% from 2011 to 2012. In addition to strong growth during the winter months, Revelstoke also recorded the highest hotel room revenues ever recorded for 6 of the 12 months of the year.

We believe the increasing tourism numbers are due to excellent marketing on behalf of the local DMO and other community partners, and the development of enhanced tourism infrastructure in the community which has made Revelstoke more attractive as a tourism destination. For example, we are seeing strong growth in the number of visitors coming to Revelstoke to mountain bike on the new trails that have been developed around the community and to enjoy two new lodge facilities developed on the snowmobile trails.

In terms of advertising, Revelstoke received extensive media coverage as a ski destination in both Europe and North America by hosting the world freestyle skiing tour for the third year in a row at Revelstoke Mountain Resort. This tour now includes both competitors from the European tour and the North American tour, and is sponsored by Swatch.

Major tourism infrastructure projects completed during 2012 included the completion of a new snowmobile lodge at Frisby Ridge, the completion of two new pieces of public art, and the construction of a new mountain bike trail at Mount MacPherson.

REVELSTOKE RMI FUNDING

Program Mid·Start

2007 2008 2009 2010 2011 2012 .__ Rcvclstokc - Revel stoke 3 '{Car Source: M JTST

1

The RMI program has provided great value to Revelstoke. The significant improvements we have been able to make to our tourism infrastructure has made the community a more attractive destination, and helped us to attract a wider range of tourists who are staying for a longer period of time-Mayor David Raven.



2. Tourism Operating Environment

2.1. Provincial & Global Tourism Context

Understanding the provincial and global tourism context provides insight to how they may influence at the local and regional level and to the overall progress of the RMI Resort Development Strategy.

The following table provides a summary of the provincial and global tourism influences for the report year and from the start year of the RMI program to the current report year. All changes are based on year-to-year results unless noted otherwise.

GLOBAL AND PROVINCIAL TOURISM INFLUENCES IN 2012

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After a few years of fluctuating growth trends, 2012 international 2-1: Entries to BC 2000-2011, BC Stats overnight travel to Canada emerged slightly ahead (1.8%) of 2011, and upwards from 2009. International visits from the US, lead the way over 2011 by increasing by over 200,000 travelers and 'emerging' China also contributed to the increase by bringing in roughly 40,000 additional travelers. Other markets such as Australia, Mexico, Japan and India contributed somewhat to the increase. At the same time, significant 'core' markets such as the UK, France and Germany recorded fewervisitors. 1

In BC, visitation levels increased 1.2% compared to 2011 to 4.2 million trips, but remained lower than 2010 levels and closer to 2009 pre-Olympic games levels. The increase from 2011 to 2012 was observed in both US and other international markets with US markets and Other Countries increasing 1% and 2.0% from 2011 to 2012 respectivell. Despite the small increase in visitation levels from BC's largest market the US have declined significantly since 2000, see figure 2-1.

The year 2012 ended with the eighth increase in tourism spending in Canada since 2004 (2009 reported a decrease of 5%). Compared to 2011, spending is up 4%, which is lower than the 7% annual growth realized in both 2010 and 2011. The increase was reported across all expenditure categories such as accommodation etc., with decrease realized in just passenger rail and interurban bus transportation categories.3 In BC, overall accommodation room revenue as estimated based on the Provincial MRDT results show a 1.3% rise from 2011 to 2012.

General economic trends in 2012 showing a continuing recovery from the 2008 recession boosting the likelihood of travel somewhat, but not in a major way. This trend is in contrast to 2008 and 2009 where economic conditions were not very conducive to tourism growth. Gas prices stabilized somewhat and continued a slight 10 year upward trend, but not quite to the high levels in 2008. Canada's dollar in 2012 played a lesser role in reducing Canada's price competitiveness compared to other destinations remained similar to 2011 as the dollar stabilized in 2012 against most the world's currencies, except for Japan and Australia where the Canadian dollar decreased in value. A cheaper dollar generally makes Canada and BC more affordable, in this case to some overseas markets. The dollar remained at parity with the US dollar for more than three years, which may make it the new norm and not adding to any further downward pressure on tourism growth.

1 CTC, Tourism Snapshot, January 2013

2 Statistics Canada, International Travel: Advance Information Catalogue no. 66-001-P

3 Statistics Canada Tourism Expenditures, 2012 Cansim Tables

2



2012 Factors Supporting Tourism in BC --...IL---

2012 Factors Hindering Tourism in BC

• Destination markets, including the US, the UK, Germany, Australia and the Eurozone, managed to gain marginal growth in Real GOP in 2011. Overall, the OECD forecasted the global growth to be 3.4% in 2012.

• A slightly cheaper canadian dollar especially to visitors from Japan and Australia.

• Australians avoided Japan in winter 2011/12 due to lingering concerns over the 2011 tsunami and radiation threats.

• The Canadian government's recent efforts to ease the visa application process for emerging markets should point to continuing growth of these markets.

• In summer 2012, the recovering global economy and travel demand, favourable weather conditions,

• Recovering leisure travel demand as the global economy slowly recovers.

• For winter travelers, BC offered some of the best ski conditions on the continent as other key destinations suffered from limited snow.

• According to the OECD's latest economic outlook, the global economy is likely to stay on the path of recovery, but the recovery is fragile and could be easily derailed by the crisis in the euro area.

• The Conference Board forecasted the global economic growth to slow down to 3.2% in 2012.

• The sluggish recovery hampered tourism growth. In particular the economic climate in the US and Europe, combined with the strong Canadian dollar, have dampened the outlook for visitation from several key markets.

• In contrast to the growth in other key international markets, room nights from the US market remained well below the average of the last ten years.

• A lack of clarity regarding the GST rebate process and complicated reporting rules have caused much frustration and resulted in long process times.

• Currently the cost of air travel to and within Canada is significantly higher when compared to global tourism competitors, especially the US.

• Canada's resources for international tourism marketing will decrease from $72 million in 2011 to $58 million in 2014, continuing the steady decline from $99 million in 2001. Most competitors are increasing their already larger investments.

• The visa process for potential tourists from Mexico, Brazil, China and India is onerous and unpredictable, and Is limiting Canada's ability to maximize opportunities in these markets at a time when demand is increasing. (Data compiled by Tourism Whistler, summarized by Whistler Centre)

GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM 2007-2011

Factors Supporting Tourism Factors Hindering Tourism ~------------------~----~----------------~~----------- -----

• Business confidence steady 2010;

• 2010 Vancouver Winter Olympic Games;

• Economic recovery is slow into 2010 and 2011; and

• Exchange rates show slight improvement for

international markets into 2011.

3

• Global financial/housing crisis leading to overall global

economic downturn;

• Declines in employment levels affecting levels of

personal disposable income and discretionary

spending;

• Overall declines in consumer confidence continuing;

• Higher fuel prices;

• Significant weakening currency exchange rates relative

to the Canadian dollar making travel to Canada more



2.2. Regional and Local Tourism Context

expensive from key markets like the US, UK and EU up

to 2010;

• Increased border security, airline restrictions,

documentation requirements;

• Declining export sales due to global economic

downturn for countries such as Mexico and South

Korea which had been showing strong growth in

overnight visitation to British Columbia;

• H1N1 pandemic {2009); and

• Olympic aversion up to February 2010.

Understanding significant local and regional tourism influences provides context to the local tourism economy and the overall progress of the RMI Resort Development Strategy.

LOCAL AND REGIONAL INFLUENCES

The following table provides a summary of the significant local and regional tourism influences for the report year that were not in municipal control, such as early snow, major highway construction, etc. These influences are factors that supported and/or hindered the local tourism economy. All changes are based on year to year results unless noted otherwise.

Factors· Supporting Tourism

• Growth of group destination market at Revelstoke

Mountain Resort

• Increasing popularity of mountain biking trails

• Hosting of the BC Mine Rescue competition in June

• Hosting of the World Freestyle Ski competition in

January

• Fewer highway closures in winter months

• Good weather from July through to end of

September

• Continuing strength of Alberta economy

• Strong marketing effort by local DMO

• Strong European visits

• Continued growth of snowmobile market

4

Factors Hindering Tour.ism

• Poor weather in May and June

• Flooding and mudslides in the neighboring

community of Sicamous closed a major route to

Revelstoke during June, and gave a poor Impression

of the area to tourists



3. Project Progress

3.1. Resort Municipality Initiative (RMI) Context

Revelstoke has participated in the RMI program since 2008. Although the RMI program is ongoing, it is broken up into two terms: term 1: 2007 to 2011 and term 2: 2012 to 2016, and each term requires the completion of a Resort Development Strategy (RDS). The RDS identifies the community's vision, goals, and projects in support of RMI program objectives for the five-year term. Some projects do not result in immediate outcomes, but rather support the necessary long-term investment attraction efforts that build over time. It is important to also keep in mind the global, provincial, regional and local tourism operating environment that was mentioned in section 2, when looking at the RDS progress and project outcomes.

The program initially started off as a tax transfer program, but since July 1, 2010, funding is provided annually through a transfer under agreement (TUA). Each TUA lists projects and the funding that will be allocated to each project.

3.2. Resort Development Strategy Vision

Revelstoke underwent a visioning process in the early 1990s and the following Vision Statement was adopted by Revelstoke City Council on May 10, 1994:

Revelstoke will be a leader in achieving a sustainable community by balancing environmental, social and economic values within a local, regional and global context.

Building on its rich heritage and natural beauty this historic mountain community will pursue quality and excellence. Revelstoke is seen as vibrant, healthy, clean, hospitable, resilient and forward thinking. It will be committed to exercising its rights with respect to decisions affecting the North Columbia Mountain region.

Community priorities include: opportunities for youth; economic growth and stability; environmental citizenship; personal safety and security; a responsible and caring social support system; a first-class education system and local access to life-long learning; spiritual and cultural values, and diverse forms of recreation.

All residents and visitors shall have access to the opportunities afforded by this community.

The Revelstoke Tourism Development Strategy {2003} identified the following objectives:

• Achievement of a sustainable economy in keeping with the community's Vision Statement • Promotion of tourism growth and development to ensure economic stability • Enhancement of the growing tourism and recreation sector • Diversification of the lacal economy and the creation of job opportunities

3.3. Resort Development Strategy (RDS) Goals

The table below lists the term 2: 2012-2016 RDS goals, which build upon the previous RDS goals that were identified during the RDS that was initiated in 2008. The table gives a high level understanding the progress of RDS goals.

Each report year, progress of the RDS is reviewed with stakeholders to understand progress, as well as determining if goals and projects are still in alignment with the overall RDS vision. Outcome results from sections 3.4, 3.5 and

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3.6 in this report provide helpful insight to progress. It is understood that projects will not result in immediate outcomes, but rather support RDS goals over time. Reviewing these goals allows the RDS to be adjusted if needed.

Resort Development Progress of Resort Development Strategy Goals Strategy Goals No Change Change Starting Results are Achieving Goal

Strong a) Increasing revenues from

hotel room visitation by 10% X

b) Increasing investment in the accommodation sector by X 10%

c) Increasing the ratio of primary income dependency X on the tourism sector by 5%

d) Increasing employment in the tourism sector by 10% X

e) Increasing the number of business licenses by 5% X

f) Increase visitation to the Visitor Information Centre X by 10%

3.4. Project Progress

The following section demonstrates project progress. The financial details of projects can be found in Appendix 1.

RMI funding is provided annually and funding is expected to be allocated two calendar years after receiving funding. As term 1, covers RMI funding received from 2007 to 2011 and term 2, covers funding received from 2012 to 2013, funding will need to be reported until funding is allocated from both of those terms or up to two years after the term. For example, if term 1 funding was spent on projects in 2012, the funding and project progress will have to be reported for that year. As RM I is an ongoing program, some projects overlap the two terms. Therefore some projects may fall under:

• Term 1 only; and/or

• Both term 1 and 2; and/or

• Identified in Term 2 only.

To report has been broken up into the three terms to reflect projects that may fall under one of these three scenarios.

3.4.1. Projects in Term 1 (Funding received during 2007 to 2011) Only

This section identifies projects that received funding during term 1: 2007 to 2011, and where funding was spent during the current reporting year.

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3.4.2. Projects that are component of Term 1 & Term 2

This section identifies projects that received funding during term 1: 2007 to 2011 and term 2: 2012 to 2016.

Project Title New Visitor Information Centre

Project description To construct a new Visitor Information Centre which will operate on a year round basis.

Project rationale For the past five years, the Revelstoke Chamber of Commerce has operated two

Visitor Information Centres {VICs) in the community. One VIC is a summer

operation under a partnership arrangement with the Canadian Avalanche Centre

which has expired. The other VIC is located in the Chamber of Commerce office on Campbell Avenue. This is an expensive undertaking for a small organization. The

main function of the VIC is to let tourists know about the variety of accommodations, restaurants, businesses and attractions that exist in Revelstoke

and area, which encourages visitors to extend their stay in the community. These

operations provide direct benefits to the Revelstoke business community and to the development of Revelstoke's tourism industry. Since 2007, visits to these

centres have incre.ased approximately. 250%. Both these centres are now too small

to accommodate the increasing·number of visitors. As tourism grows as an important sector for the local economy, there is demand from both the industry

and tourists for a dedicated, year-rround VIC to better serve tne needs of tourists.

Milestones Actual Start Date April15, 2013

Completion Date October 31, 2013

Operational Date · November 1, 2013

Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre (VIC) by 10%

Project Goal: Cc;mstruct new VI€

RDS Goal2: Increase the number of overnight stays in the community by 10%

Project Goal: Provide information about the community to an increased number of tourists

RDS Goal3: Increasing revenues from hotel room visitation by 10%

Project Goal: Increase the number of tourists and the amount of time they stay in Revelstoke

Stakeholder Stakeholders were fully engaged in helping with the site selection process. Two of our Involvement: community stakeholders, the Revelstoke Chamber of Commerce and Community Futures

Revelstoke, are partners in this project.

Project outcomes to Building site and design is approved. date:

Project Title Mountain Bike Trails Expansion

Project description Construction of new mountain bike trails in the Revelstoke area.

Project rationale There are a number of excellent mountain bike trails in and around Revelstoke, and

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mountain biking is a rapidly increasing component of the tourism market. Several

local hotels have built facilities to store mountain bikes securely for tourists who

come to Revelstoke specifically to bike. In addition, most hotels now have secure

bicycle racks on the property.

Milestones Actual Start Date July 1, 2012


Operational Date Trails will be in operation as completed.

Project Goals RDS Goal1: lnc;rease the ratio of primary dependence on the tourism sector by 5%. Increased mountain biking visitation will cr:eate additional primary income for the community through increased tourism expenditures.

Project Goal: Construct new mountain bike trails on Mount MacPherson and other mountain biking areas

RDS Goal 2: Increase the number of overnight stays in the community by 10%

Project Goal: Improve the variety of mountain bike trails on Mount MacPherson and other mountain biking areas

RDS Goal 3: Increasing revenues from hotel room visitation by 10%

Project Goal: Attract more visitors to use the expanded mountain bike trail system. Trail surveys will be implemented to determine number of visitors to the community who are using the new bike trails.

Project activities for 5 kilometres of new trails were constructed during 2012, and two new parking areas the reporting year developed to improve access to the trail network.

Stakeholder The Revelstoke Cycling Club was actively involved in planning and constructing the new Involvement: trails. The Club actively assisted Kona Cycle Company to shoot a high profile advertisement

which was filed in and around Revelstoke, which provided some excellent promotional footage for the community. The DMO assists the club with advertising activities to promote the trails.

Project outcomes to 40

date: Amount of new trails constructed

35

30

25

Kms 20

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Project Title

Project description

Project rationale

Milestones

Project Goals

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Snowmobile Infrastructure

Construction of new snowmobile cabin on Frisby Ridge

To provide a new facility for snowmobilers in a popular snowmobiling area in Revelstoke. This will provide a facility where snowmobilers can take a break from their recreational activities in a safe environment.

Actual Start Date July 1, 2012


Operational Date November 1, 2012

RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%

Project Goal: Improve snowmobile infrastructure for snowmobilers visiting Revelstoke


Project Goal: Increase number of snowmobile visitors to Frisby Ridge


Project Goal: Increase quality of snowmobile infrastructure to attract new user groups e.g. families

Project activities for New cabin at Frisby Ridge was completed. the reporting year

Stakeholder The Revelstoke Snowmobile Club was actively involved in planning and constructing the Involvement: new cabin . The DMO assists the club with advertising activities to promote the trails.

Project outcomes to Cabin at Frisby Ridge date: New cabin completed

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Project Title

Project description

Project rationale

Milestones

Project Goals

Project activities for the reporting year

Stakeholder Involvement:

Public Art Projects

Install several new public art pieces at locations throughout the community.

There are currently a heritage home walk, an historic ski jump walk and a river trail interpretive walk which are very popular with tourists, and often attract tourists to extend their stay in the community. The new public art pieces will be combined with other public art features in Revelstoke, and a new public art walk will be promoted and marketed to visitors. A brochure will be developed to market this opportunity, and public art features will be highlighted on tourism websites that promote Revelstoke.

Actual Start Date A~ril 1, 2013


Operational Date N/A

RDS Goal1: Increasing revenues from hotel room visitation ~Y 10%

Project Goal: Install new pieces of public art in visible locations in community


Project Goal: Establish a Revelstoke "Public Art Walk" that will provide an additional attraction for tourists.

RDS Goal3:

Project Goal: Increase the length of time that visitors stay in community

The Sternwheeler public art project was substantially completed during 2012, and several interpretive panels added to the community Heritage Walk during 2012.

1:1

STERNWHEELER

The City of Revelstoke Public Art Advisory Committee was actively involved in the selection of the public art projects. The community heritage group identified the sites and designed

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Project Title

Project description

Project.rationale

Milestones

Project Goals



the new heritage panels. The DMO helps promote the Heritage Walking Trail and the Public Art Walking Trail to tourists.

Resort Shuttle Bus Upgrades and Purchase of New Buses

Maintain shuttle buses to ensure they are operating safely and make a contribution toward purchase of new buses in 2016

To provide a service to transport tourists from their hotels in the community to Revelstoke Mountain Resort

Anticipated Start January 1, 2012 Date

Completion Date November 30, 2016

Operational Date December 1, 2011

RDS Goal1: Increase the ratio of primary ndence on the tourism sector by 5%

Project Goal: Ensure shuttle buses are operated in a safe and efficient manner. Purchase new buses as required.


Project Goal: Increase number 9f skiers and sn9Wboarders who use the resort shuttle service in Revelstoke

RDS Goa13.: Increasing revenues from hotel room visitation by 10%

Project Goal: Increase time that travelers spend in the community

Successfully operated two shuttle buses for the winter seasons to transport visitors from hotels in the community to the ski hill. The two buses we have could not keep up with the increased demand for service, and we had to charter additional buses to meet the demand and allow us to provide high quality service to our visitors. Based on the increase in demand, we decided to purchase a third, larger bus to help us provide the required services for tourists.

~~-~-

Both Revelstoke Mountain Resort and the Revelstoke Hotel Association are partners in funding this service. The stakeholders provide funding for the service and also co-manage the service.

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Project outcomes to date:

5 0000

4 5000

40000

35000

3 0000

25000

20000

1 5000

10000

5000

0

Revelstoke Ski Shuttle Bus Ridership

2 0 08-09"' 2009-10 4 2010-11• 2011-12 2012-13

... approximate :t's

3.4.3. Projects Identified in Term 2 only

This section identifies projects that received funding during term 2: 2012 to 2016.

Project Title Enhance cycling trail system in Revelstoke

Project description Improve cycling infrastructure in the community by connecting existing bicycle paths and trails.

Project rationale New cycling routes and trails will help connect various tourism attractions in the

community.



Operational Operational as phases completed Date

Project Goals RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%. Increased biking visitation will create additional primary income for the community through increased tourism expenditures.

Project Goal: Improve cycling infrastructure in the community by connecting existing bicycle paths and trails


Project Goal: Increase number of tourists that are using bicycle paths and trails


Project Goal: Improve the visitor experience for tourists to the community. Tourism surveys will specifically solicit information related to biking trails.

Project activities for Not started. Due to commence next year. the reporting year

Stakeholder Not started. Stakeholders have been consulted with respect to planned routes. Involvement:

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I'

Project Title Eastern Access Improvements

Project description Upgrade the entrance point to Revelstoke entering the community from the east and make the first point of entry more attractive for visitors to encourage more visitors to stop in the community.

Project rationale Currently, many visitors are not aware that there is a road entry to Revelstoke from the east. As a result, potential tourists often by-pass the community rather than drive in to visit. A more attractive and accessible entry point to the community from the east will help bring more visitors into our attractive downtown area, and increase visitation to Revelstoke.

Milestones Actual Start Date May 1,2013 '


Operational November 1, 2014 Date

Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre by 10%

Project Goal: Enhance entry point to the community


Project Goal: Improve the "first impression" to the community for visitors


Project Goal: Encourage more people to visit the community

Project activities for Not started. This project is still in the planning stages. the reporting year

Stakeholder Not started. Involvement:

Project outcomes to N/A date:

Project Title Wayfinding Signage

Project description Fabricate and install wayfinding signage throughout the community to better inform tourists of amenities and attractions.

Project rationale Tourism studies have indicated the importance of quality, wayfinding signage to

assist tourists find their way to various attractions in the community. By making it

easier for tourists to locate tourism amenities and attractions, wayfinding sign age

highlights the community's main tourism attributes, and helps to retain visitors in

the community.


Completion Date August 31, 2013

Operational As installed. Date

Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre by 10%

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Project Goal: Improve directional signage to better inform tourists of local attractions and amenities


Project Goal: Increase number of tourists that visit our attractions

RDS Goal3: Increase the number of business licenses by 10%

Project Goal: Increase number of overnight stays in the community

Project activities for Design of Wayfinding Signs comp leted. Waiting on approval from City of Revelstoke the reporting year Engineering Department.

Stakeholder Wayfinding Signage reviewed by stakeholder groups including the Revelstoke Chamber of Involvement: Commerce and the Revelstoke Enhancement Committee.


Project Title Museums Upgrades

Project description Upgrade facilities at four local museums, the Revelstoke Railway Museum, the Revelstoke Museum and Archives, the Revelstoke Forestry Museum, and the Revelstoke Visual Arts Centre.

Project rationale Improved facilities and exhibits at these facilities will make them more of an attraction for tourists.

Milestones Anticipated Start March 1, 2012 Date


Operational As completed. Date

Project Goals RDS Goal1: Increasing revenues from hotel room visitation by 10%

Project Goal: Improve infrastructure at the local museums

RDS Goal2: : Increase the number of overnight stays in the community by 10%

Project Goal: Enhance the tourism product in the community


Project Goal: Increase the number of visitors to the local museums. It is anticipated that museum improvements will help increase visitation to these facilities by approximately 20% over the next 3-5 years.

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Project Title

Project description

Project rationale

Milestones

Project Goals

Several projects took place to improve infrastructure in the various Revelstoke museums. The showcases, lighting and exhibit panels were upgraded at the Revelstoke Museum and Archives; the Railway Museum undertook painting and restoration work on their exhibits of two pieces of outdoor rolling stock; and the Revelstoke Forestry Museum expanded one of their major exhibits.

cclebratln~ Jhe bcauJ if ul The snow.

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The Board of Directors of all the museums were involved in the planning and implementation of all these projects. The museums are actively marketed by the DMO.

Revelstoke Museum Visitorship 35000 -,- --- - - - - ---------------

30000 -1------------------l-~~~

5000

0

2010

Five Mile Boat Launch

2011 2012

Years

Construct new boat launch on Lake Revelstoke at an access point close to Revelstoke.

This new boat launch would be the closest safe access point to the Columbia River

in the Revelstoke area. It would provide access for power boats, kayaks and

canoes.

Anticipated Start June 1, 2013 Date


Operational November 1, 2015 Date


Project Goal: Improve facilities for boaters on Lake Revelstoke

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/

RDS Goal 2: Increase the number of overnight stays in t he community by 10%

Project Goal: Increase number of tourists who visit Revelst oke to boat and fish. Surveys will be initiated to track the number of tourists who use t his new facility.


Project Goal: Add a new tourist facility at a location close to the community

Project activities for Not started. Additiona l geo-technical studies are required at the site. The Rod and Gun the reporting year Club is sourcing funding to undertake these studies

Stakeholder The Rod and Gun Club is extensively involved in the development of this facility. Involvement:


Project Title Snowmobile Welcome Centre and Trailhead Facility

Project description Construct a new Snowmobile Welcome Centre at the trailhead on Westside Road, including storage unit for trail grooming equipment

Project rationale This new welcome centre will provide information on the snowmobile trail system,

provide information to sledders about mountain caribou habitat, and staff will

ensure that snowmobilers have the required knowledge and equipment to ensure

a safe experience. Tickets will be issued from this centre, and staff will be able to

accurately determine the number of visitors who are accessing the snowmobile

trail system.

Milestones Anticipated Start September 1, 2011 Date

Completion Date September 30, 2012

Operational October 1, 2012 Date

Project Goals RDS Goall: Increase the ratio of primary dependence on the tourism sector by 5%

Project Goal: Construct a new welcoming centre for snowmobilers visiting Revelstoke


Project Goal: Increase number of snowmobile visitors to Boulder Mountain


Project Goal: Increase quality of snowmobile infrast ructure to attract new user groups e.g. families

Project activities for Not started. There were cha llenges in having the tenure approved for t he site by Front the reporting year Counter BC. These issues have now been resolved.

Stakeholder The members of the Snowmobile Club and other stakeholders have been consulted and Involvement: are involved with this project .


16



Project Title Bird Watching Facilities Project description Construct two new bird watching blinds at two locations adjacent to the Columbia River

wetlands.

Project rationale Bird watching is one of the fastest growing tourism activities in North America, and the Columbia River is a major migration path for many species of birds. Currently, there are no dedicated facilities for bird watching in the community. This project will see the development of new facilities which will encourage a new tourism activity in Revelstoke.

Milestones Anticipated Start May 1, 2016 Date

Completion Date September 30, 2016

Operational October 1, 2016 Date

Project Goals RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%

Project Goal: Construct two new bird watching blinds adjacent to the Columbia River wetlands


Project Goal: Add facilities to encourage a new tourist activity in Revelstoke


Project Goal: Increase the number of eco-tourists visiting the community

Project activities for Not started. This project not scheduled until 2016. the reporting year

Stakeholder Not started. Stakeholders will be consulted closer to the commencement date. Involvement:


Project Title Golf Course Improvements Project description Improve facilities at the Revelstoke golf course to provide a more positive experience for

visitors.

Project rationale This is an older golf course which needs to be upgraded. Upgrades will include improved tees and improvements to the clubhouse, which is a heritage building.


Completion Date August 15, 2016

Operational August 15, 2016 Date

Project Goals RDS Goal1: Increase the number of overnight stays in the community by 10%

17



Project Goal: Improve facilities at Revelstoke golf club


Project Goal: Increase the number of visitors to the golf course. Currently, approximately 15% of golfers at the Revelstoke Golf Club are tourists. The goal is to double the number of tourists by 2016. This will be done through improved marketing, particularly to traffic along the Trans-Canada Highway, encouraging travelers to break their journey with a golf game in Revelstoke. Joint stay and golf packages are being developed with local hotels.

RDS Goal3: Increase the number of business licenses by 10%. With increased tourism, there will be a need for additional businesses to service a larger number of visitors.

Project Goal: Enhance the visitor experience at the golf course

Project activities for Not started. Project not scheduled until 2016. the reporting year

Stakeholder Not started. The Revelstoke Golf Club will be involved in the development of this project. Involvement:


Project Title Dirt Bike Racing Track Improvements Project Develop additional trails and facilities at the Revelstoke Dirt Bike track. description

Project rationale To encourage additional visitors to participate in dirt bike trail riding in Revelstoke.

Milestones Anticipated Start Date May 1,2012

Completion Date November 30, 2013.

Operational Date Trails will be used as they are developed. All trail expansions completed by November, 2013.


Project Goal: Develop network of dirt bike trails


Project Goal: Develop trail system that will enable local dirt bike club to organize events and competitions that will attract more visitors to the community

RDS Goal3: Increase the number of business licenses by 10%. With increased tourism, there will be a need for additional businesses to service a larger number of visitors.

Project Goal: increase tourism numbers so that additional services and businesses will be developed to cater to increased visitors

Project activities Over 15 kilometres of dirt bike trails developed in 2012. for the reporting year

18





Project Title

Project description

Project rationale

Milestones

Project Goals

The Revelstoke Dirt Bike Club was directly involved in this project. The Club and DMO is starting to market the new dirt bike facilities.

New trails constructed during 2012

25 .--------------------------------------------

Kms

TCH Highway Landscaping

Make the entrances to the community on the Trans-Canada Highway more attractive.

The first impression ofthe community is important when tourists are making decisions whether to visit Revel stoke or to keep driving on the Trans-Canada Highway. This project is intended to help improve the first impression of Revelstoke.

Anticipated Start April 1, 2012 Date

Completion Date May 31, 2012

Operational June 1, 2012 Date


Project Goal: Improve first impression of Revelstoke on the Trans-Canada Highway


19



I'

Project Goal: Increase number of visitors who visit Revelstoke

RDS Goal 3: Increase employment in tourism sector by 10%

Project Goal: Increase tourism numbers which wil l create additional employment in the tourism sector

Project activities for Landscaping complete. the reporting year

Stakeholder Consultation with local business owners and Ministry of Transportat ion staff. Involvement:

Project outcomes to The entrance to the community along the Trans-Canada Highway has been made more date: attractive.

Project Title Museums Upgrade

Project description Upgrade facilities at four local museums, the Revelstoke Railway Museum, the Revelstoke Museum and Archives, the Revelstoke Forestry Museum, and the Revelstoke Visual Arts Centre.

Project rationale Improved faci lities and exhibits at these facilities will make them more of an attraction for tourists.


Completion Date December 31, 2016

Operational As infrastructure improvements are completed. Date


Project Goal: Increase number of visitors to museums by 20%


Project Goal: Improve quality of visitor experience to museums

RDS Goal3: Increase employment in tourism sector by 10%

Project Goal: Increase tourism numbers which will create additional employment in the tourism sector

Project activities for Not started. These upgrades are planned to commence in 2013. the reporting year

Stakeholder Not Started. Involvement:


3.4.4. RMI Projects Completed 2007-2010- Success and Lessons Learned

As projects are planned, implemented/constructed, and completed/operationa l there are successes and/ or lessons learned. Reviewing these success and lessons learned from projects that have been complete for at least the last two years provides an opportunity to profile the continued success of RDS projects and allows knowledge to be share amongst stakeholders to add value to future projects.

20



Project Name Successes ,Le_ssons Leamed Grizzly Plaza Extension • Enhanced the attractiveness of the • Need to communicate better with

downtown area local businesses around

• Continues to receive positive construction projects in the comments from tourists downtown area

• Has allowed the community to host • A more attractive downtown does larger events which attract tourists not drive visits, but does add to

the visitor experience which leads to return or additional visits.

Nordic Ski Lodge • Provided a new facility that has • Importance of partnerships allowed community to attract major • Important to provide additional events which increase tourism funding to ensure project

• Excellent partnership model with completed local club

• Good leveraging from different funding sources

Resort Shuttle Bus Service • Important service that has enhanced • Need to include funding for the resort product repairs and maintenance

• Decreased one of the negative • This is not a service that will be impacts of increased tourism by sustainable without funding from reducing traffic in the community external sources

• Has allowed Revelstoke to compete • Need for good partnerships with for the tour market as much of the clear roles accommodation in the community is not at the base of the ski hill

• Development of good partnerships between local government, hotels and the resort

3.5. Visitor Experience Outcomes The data in this section is collected by both the resort community or local Destination Marketing Organization, and the Whistler Centre for Sustainability (WCS}. Positive visitor experience outcomes create a strong foundation to support longer term economic outcomes. Visitor experience outcomes are more influenced by local factors and projects, and are therefore more sensitive to displaying year-to-year trends compared to other outcome reporting.

3.5.1. Summary of Visitor Experience Outcomes

We continue to receive feed back from tourists that they are very happy with the visitor experience in Revelstoke. The results from our annual visitor survey undertaken in the summer indicate that visitors have a high level of satisfaction with the community, believe they are getting good value for money spent, and most commonly describe the community as "beautiful", "friendly" and "clean". Visitors also comment on the beautiful downtown and their enjoyment of the free concerts in the downtown plaza every evening during the summer months.

The continued growth of the number of winter tourists for alpine skiing, snowmobiling, heliskiing and Nordic skiing attest to the satisfaction visitors have participating in those activities in Revelstoke. A winter survey of snowmobile visitors taken during the 2011-12 season indicated a high level of satisfaction with the visitor experience in the area.

21



3.5.2. Outcome Reporting

Visitor Satisfaction Visitor satisfaction with their overall experience in a community essential for ensuring long-term tourism growth. Capturing perceived experience reveals visitor's feelings about their entire trip from start to finish and influences whether the visitor will return and promote the resort community via word of mouth.

---------·----------- - -- - . Prop•ortion of vi~1t~rs :;.~tisfic-d crvcr.all wht.h the

experience in your corTtrnunl "t"y-C>n sl"tc In 2012, 80% of visitors were satisfied with the overall experience. This results in a:

• 17 percentage point increase from the previous year.

• 15 percentage point increase compared to the base year of monitoring in 2010. · ·I

ZOlO 7011 2 '012

Visitor Promotion Visitor promotion scores reflect the net volume of past visitors promoting the community as a place to visit as well as the overall visitor experience. The majority of first time visitors select a travel destination based on these word of mouth references and so promoting a destination through word of mouth increases the likelihood of future visitation by others.

Proport.lon Uko ly ro rocornnncnd tho dc"SUn:at:lon to friends o..- fornily-- On site

201.0 20Jl 20 1 2

Value for Money

In 2012, 83% of visitors said they were likely to recommend the community to friends or family. This results in a:

• 9 percentage point decrease from the previous year.

• 8 percentage point increase compared to the base year of monitoring in 2010.

like other industries, customers, in this case visitors, like to get good value for the money spent. Good value is often a primary driver reflected in overall satisfaction with an experience.

Prop-crt.lon repart. t nc ~ho~ the dc-stlnm~lon offer:;. .co od valu<!' 'for 0'\or.wey- On :c.itc

22

In 2012, 54% of visitors said the community offers good value for money. This results in a:

• 4 percentage point increase from the previous year.

!



Length of Stay Average length of stay (ALS) is an important economic indicator because additional hours spent in the resort lead to greater contribution per visitor to the local economy. It is also an indication that visitors are finding enough to do or not do in a community. Longer stays generally reduce tourisms negative t ransportation impacts (per night stayed).

Visitor Centre ALS

"' > r:s 0 -0 .... Ql

..c E ::::J 2.

2007 Base 2008 Start 2009 Year Ycor

t:::::~ l\nnual - 3 YeJ r 1\vernoe

3.6. Economic Outcomes

2010 2011 2012

Source: Tourism BC

The average length of stay of visitors to the visitor centre was 2.24 in 2012. This results in a:

• 6% decrease from the previous year.

• 25% increase compared to the base year.

Comparisons

• lnvermere recorded the greatest number of days in 2012 at 4.6, with Golden recording the fewest days at 1.55.

The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS) and is reported by the Whistler Centre for Sustainability for this year. While specific projects can impact these results, the results in this area only show trends over time and should be considered as a long-term results of investments in infrastructure, projects and programs.

3.6.1. Section Summary

The economic outcomes for the community related to the tourism sector were very positive during 2012. As can be seen by the charts below, hotel room revenues increased by 17% over the previous year, which was the largest per cent increase of any of the BC Resort Communities. This means there are more tourists visiting the community with resultant benefits to the local economy, including greater expenditures in restaurants, bars and some retail stores. This increased visitation to Revelstoke also results in increased employment opportunities in the service sector and related businesses, which is positive for the local economy.

Our business license numbers also remain high, with more businesses being established to service the growing number of tourists. Again, this is a positive trend for the local economy.

We also are seeing construction activities that are related to tourism activity. This includes the construction of new houses in the vicinity of the base of the ski hill, a new boutique lodge, and upgrades/expansions of local accommodation properties. A new upscale hostel is also planned to open in 2013. This activity generates and/or maintains construction employment in the community.

23




Accommodation Sector Performance Accommodation sector performance provides an indication of the size and health of overall tourism economy (more specifically the accommodation sector), by tracking changes in room revenue or room nights sold. Overnight visitors to the communities tend to participate in more experiences than day visitors, and the additional hours spent in the resort result in increased spending patterns and greater contributions per visitor to the local economy. Considering the variation in this indicator throughout the year provides a window into the community's success at growing tourism throughout four seasons.

Annual Room Revenue

2007 o.u e 2008 st.Jrt 200g 2010 2011 2012 Ye iJr Ycii!: r

c=:r Annual - 3 Ycilr Ave~ae 5ource : Ut: ~t.lU, MHUI

Visitor Numbers

Annual room revenue was $21 million. This results in a:

• 14% increase from the previous year.


Comparisons

• 11 percentage points greater than the RM total increase of 10% from the base year.

• 17 percentage points greater than the Provincial increase of 4% from the base year.

A resort communities' tourism economy is dependent on visits. Visitor numbers provide an understanding of the health of the tourism economy, as well as the popularity the community as a tourism destination, quality of the service levels, and the perceived value of tourism offerings. Depending on the employed methodology, visitor numbers includes day visitors and overnight visitors differing from accommodation sector performance. Considering the variation in this indicator throughout the year provides a window into the community's success at growing tourism throughout four seasons.

Visitor Centre visitation per operating h our

2 007 Bns e 2008 sun 2009 2010 .2011 2012 Yc "'r Yet:~ r

-=a l\nnua l

24

Visitor centre visits resulted in an average of 10.8 visitors per hour. This results in a:


• 30% decrease compared to the base year.

Comparisons

• 9 percentage points lower than the RM average decrease of 21% from the base year.

• 14 percentage points lower than the Provincial decrease of 16% from the base year.



Non-Market Change in Business and Recreation Tax Assessments One of the desired outcomes of the RMI is to diversify the municipal tax base towards a better mix of residential and commercial taxes as well as increased investment in the community. This indicator area is meant to measure this progress quite directly by reporting on the change in non-residential assessments.

~

l£ g :E "' bO :; ..c u n; = c: c: ct

Non-Market Cha nge in Business and Recreation Classes Non-market assessment in business and recreation S 143.G Sl43.3 160 classes totaled $143.3 million in 2012. This results in a:

$1~ "" $116.7 5111. 1 ""= ;;t] 120 • Minor decrease from the previous year. S101.9 .,. "" 100 ~

~ CJ • 43% increase compared to the base year. DO § ..... :::;: .,. "

on _ Revelstoke has experienced significant ~ 2 • ......

~ - .to ~ ...... increases in commercial and recreational class ci 20

"?' "?' values compared to other RMs . • 0

2UU7 u.u tt .,.~_., ~uuu S tan Yr;u lUOOJ ~O J O ZUl l :tO I .I

~Total - 3 Year ,,vcr.lflD Snwcr.: fJCAu.-"'' "'rnl!li

- ..

Number of Business Licenses The number of businesses in a community reflect economic success and potentially diversity of tourism offerings. Breaking the results out by tourism business can provide a more direct measure of tourism growth.

l ,UUII

Tot al nun-abor of to cal bu:llih'IGSS llc:o n soa

:~ onn ~t• • •

v . .. .

• •

Business licenses totalled 899 in 2012. This results in a:

Minor decrease from the previous year .

29% increase compared to the base year.

3.7. Community Outcomes Supporting Tourism Development The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS) and is reported by the Whistler Centre for Sustainability for this year. Results in this area generally create a positive foundation to support a positive visitor experience and economic outcomes. Results in this area likely show trends over time and should be looked at as a long term result of other work.

3.7.1. Section Summary

The resident population of Revelstoke has reported that they continue to feel a strong sense of belonging to the community. The majority of the population has welcomed the new residents who have moved here as a result of resort development, and who are providing new and interesting ideas to help the community deal with change. Most residents are also welcoming of the growing number of tourists who are visiting Revelstoke. Tourists continue to comment that Revelstoke is a "friendly" community.

The community has had some challenges with the affordability of housing and the purchase and rental of second homes by non-residents. These are common issues faced by resort communities, and the community is working on addressing these challenges.

Revelstoke is probably unique among most resort communities in B.C. in that tourism is only one sector in a diverse and balanced economy. Forestry and transportation remain very important components of the local economy, and

25

I I

I

I

'

' ' I



the growth in tourism has been a positive addition to the local economy-not a replacement for traditional industries as has happened in some communities. So the traditional culture ofthe community has remained strong, and the new arrivals to the community attracted by increasing tourism opportunities have added value and energy to the existing culture.

Of importance, Revelstoke remains a safe community, with low crime rates and a population that reports they feel very safe in the community.


Visitor Concentration As communities become more and more popular as destinations this sense of community and culture can be lost as visitor desires and the desires of those living outside the community supersede local needs. While the ideal mix varies from community to community measuring this indicator helps to identify one driver of toward tourism development impacts on the local community and culture.

Pa rt t ime resident property ownership %

:!OJU :it.ltt YCM 2009 20 10 20 11

a:::=::~ Total - 3 Yt:ar nolllnc

Affordable Housing

In 2011, 20% of the property parcels were owned by people from outside the community. This results in a:

• 1 percentage point decrease from the previous year.

• 1 percentage point increase from the start year.

Comparisons

• Sun Peaks has the highest percentage at 86% and Radium ties with Whistler for the second highest percentage of part time property ownership at 76%.

Most resort communities have identified resident housing as an important strategy to remain a vibrant community and to maintain a strong local workforce. Housing costs generally represent residents largest cost and is a significant factor in determining where local employees choose to live.

.. E 0 u .E

Affordable Housing-Average home assessed value to income ratio

2007 !lase 2008 Start 2009 2010 2011 2012 Year Year

""" Total - 3 Year Avenge Source: BC Slots (DCAssess:nents, Slats Canada)

::_ : . ::: . : 26

:

The average price of a home in 2012 was 9.13 times larger than the annual median Income in 2009. This results in a:



Comparisons

• 22 percentage points greater than the RM average increase of 18% from the base year.

• The RM average for 2012 was 13.65 times the median income. Whistler was 41 times the median income and Valemount was at 5 times.

: '-- :: : : : :u



Safety and security are important aspects of community life and especially a positive resort experience. Information on crime rates provides a better understanding about actual and perceived safety of residents and visitors.

Unlawful Incidents

-·~ 2007 O:~sc \'c,,r 2000 !it<~rt Ycot~r 2D09 2010 2011

Source: BC Stolts (RC~PI

Resident Sense of Belonging

There were 85 reported unlawful incidents per 1,000 population in 2011. This results in a:

• 8% increase from the previous year.

• 20% decrease compared to the base year.

Comparisons • 10 percentage points lower than the RM

average decrease of 30% from the base year.

• The RM average for 2011 was 93/1,000 population.

'Sense of belonging' to a community is considered to contribute to the community's social fabric, the strength of the relationships among community members. These relationships are often important to help individuals and groups in a community to organize for work, play and community development. Sense of belonging can be negatively impacted by tourism development and lead to tension from residents toward visitors.

Sense of Belonging- Very strong or strong

<II 110 ... -c <II ~ <II a..

2007 Base Year 2008 Slilrt Ye11r

- ToUI - 3 Ye:1r Aver.l £~

2009 2010 2 011

Greenhouse Gas Emissions- Annual GHG per capita

In 2011, 73% of residents in the local health service area had a strong or very strong sense of belonging to their community. This results in a:

• 2.5 percentage point increase from the previous year.

• . 7 percentage point decrease compared to the base year.

Comparisons

•

•

A .5 great percentage point increase compared to the RM average increase of 2 percentage points since the start year.

The RM average for 201171%

Science academies around the world agree that greenhouse gas emissions (GHG) are contributing to global climate change. This changing climate will impact all local economies, community life, visitor experiences as well as directly on the local natural environment. Visitors and conference planners alike are beginning to make travel decisions based on environmental progress in this area.

Gr"eonhous;oGos: Ernls!S ions

27

In 2010, greenhouse gas emissions amounted to 7.9 tonnes per capita. This results in a:

• 7 % increase from 2007.

Comparisons

• 7 percentage points greater increase than the RM average of 0% change.

• The RM average for 2010 was 8.3 tonnes per capita.



/

4. Conclusion and Outlook The year 2012 produced very strong visitor growth which was better than anticipated. Revelstoke has continued to see strong growth in tourism visitation and hotel room revenues since the initiation of the Resort Municipality Initiative in 2007. Based on some early returns for the current year, we are projecting additional growth in room revenues during 2013. What is encouraging is that, although much of the growth is being seen in the winter months, we are also experiencing growth in other months of the year which is good for the local tourism sector and the local economy.

In terms of tourism infrastructure projects, the highlights of 2012 included the completion and official openings of two new major pieces of public art, the Tournament of Champions Winners Circle and the Sternwheeler. These are wonderful additions to our public art collection in the community, and are proving very popular with visitors. The completion of the snowmobile cabin on Frisby Ridge was also a major accomplishment and will benefit the snowmobile component ofthe tourism sector, an important part of the local tourism industry. In addition, we formally opened the Mark Kingsbury Bridge across the lllecillewaet River, a major new addition to the trail system in the community.

Looking ahead to 2013, we anticipate the completion of a new Visitor Information Centre that will provide a yearround, permanent facility to provide assistance to tourists from around the world. In partnership with the local Dirt Bike Club, the Revy Riders, we are planning some major developments at the dirt bike track facility which will become a venue for races and events that will attract more visitors to the community. We are also planning additional improvements at the Revelstoke Museum and Archives, and the commissioning of another public art piece. We will also take possession of a new bus which will help us transport a growing number of tourists between the community and Revelstoke Mountain Resort during the busy winter ski season.

Lastly, we look forward to expanding our RMI activities from infrastructure into festivals and events. We will provide support for an expanded summer concert series that takes place every summer in our downtown plaza, and we anticipate providing support for the operation of our new Performing Arts Theatre, a newly opened facility attached to the local high school, which will host various concerts, performances and special events that will offer yet another product to encourage increased tourism to the community.

28



5. Appendix 5.1. Term 1: Source and RMI Funding Project Budget Allocation- By year

Resort Municipality Initiative 2007·2011 ·Financial Plan (report to 2013) RMI Funding· 2012 Roportlng

Roport 1 • Sourca and RMI Funding Projact Budgat Allocation • By Year Toto I RMI Fundlnr Received to 2011 I 5 1,621,13~

REVfLSTOKE I Toto I RMI Actuol Expenditures to 2012 I 51 .~67,464

I 011e Completc :t l lOU.O.U l Cempltl~by r.t.llJ.Utt P.a:nd I Toto I Unspent RMI Fundlnr 5153.670

All REVENUE SOURCES: ACTUAL.& BUDGET AMOUNTS· By Yeor Actuol Actuol Attuol Actual Accual Budret Budret

Totols Fundfna: Source

Revenue Oesctfptlon 2007 2008 20011 2010 2011 20U 2013 !0

1 Resort Municipality lnitidti\·! Funding s o S295,205 S423,631 5436,976 S465,322 ~ ~ Sl,621,134 33" 2 MuruoJUI Fund ana s o so 5400,000 51 20,536 s o .:::::-==:.. ~ SS20,536 11%

3 Other Funding so so S3S8,000 51,0'.17,132 51.280,492 >-< ::::,::::-..::: S2.735.624 56" Total SOurce of Funds so S295,205 51,181,631 S1.654,644 51,745,814 ;:><::: :::::::-=:::: 54,877,294 10001

RMI FUt~DING Ali.OCA TION: ACTUAL+ BUDGET· By Yeor

CAPITAL Actual Actual AcWal Actual Actuol Actual Budcet %ofRMI

Project Name 2007 2008 20011 2012 2013

Toto Is fundlnr 2010 2011

1 Conftrfi"'C.l Centre s o s o 52,100 s o so s o s o $2,100 1m

2 Vrsitor lnfo•rrution Centr~ so so so 50 52.370 S2,067 S153,670 $158,107 10% 3 Snowmobil~ ln(r.Htruoure ~t'Jopment so $0 S7S,OOO 5100.000 520,000 so so $195,000 u" 4 UndS-UPill! lmpro-Jtments - Trans CJnad.a Hwy so S1.7SO s o s o 529,603 s o so $31,351 2" s toc.al Muse-urn tmptovtments so S10.000 S8.sso S7 SOD S9,000 so so $3S,OSO 2!(, 6 tr•w Bo.lt uunth · u kel\tveiUoko so 511,184 so so so s o so $11,184 1" 7 Publ;c Att Proiocts so so S10,000 so 565 946 S35,235 so $111,181 7!(, 8 5;>ttul h·t-::H.:~::.nl '':lft:,O·C•t.t.,ulrt"" so 5546 S100,000 so so so so $100,546 6" 9 Bike Trd il Or\'~bpmrntJ so so s o so 591,828 S97 343 so $189,171 12" 1!! Gr ltzly Plau_utenstion - ---- so -· ~ __ 5164,000 ____ to --- so - so -- so $164 ODD -- ~ 11 tlordic ~ki O•y Logdo so s o s o 5170,000 su.ooo -so so S1A2.0DD 11" 12 Golf Course- lnfr.tstlucture lmprovrmfoti so s o so 53S,OOO 5105,000 so so 5140,000 "' 13 Tourism Kiosk s o s o so S25.000 S5,624 so so $30,624 2!(, 14 S.>rtht. RMCUf s o s o s o S25.000 so s o so $25,000 2%

1S Ro<ett Slnstlle · Puadus• ol bus so S3,181 s~o.ooo 5156,819 so so so $200.000 u" Toto I Clpltal Fundlnr $0 $26.661 $399,650 $519,319 $341,371 $134,645 $153,570 51.575,316 97JO

OP.EIIA TltlG

Pto1r1m or £vent Name Actuol Actual Actual Actual Actual Actual Budret

Totols %ofFU.11

2007 2008 20011 2010 2011 2012 2013 fundlna I Shuttle Servit'! s o so so so 520,606 S18,212 so $11,818 2" 2 Tourism SUivey so so so so 53,500 53 SOD so $7,000 ~

1 so so so so so so So so 0" 4 so so so so s o so so $0 0% s so so $0 so so so so $0 0!1\ 6 s o so s o so s o so so so 0" 7 so so s o so so s o so so 0% 8 so so so so s o so so $0 0" 0 so so so 5tl so so so $0 0 !1';

10 s o so s o so so so so $0 0!1\ 11 s o s o s o .so so s o so $0 O!(, 12 so so so s o so so so so 0% 13 so so so s o so so s o $0 0" 14 so so so s o so so s o l so 0%

Total Qgeratln.E so so s o so $24.106 521.712 so 545.818 3!(,

COPffirlGENCIES/RESERVES Total CDntlneentles end/or Reserves so so SOl SOl SOl SQI :::>-< -' so 0!(,

A Total RMI Alioto lion (Copltol + Operotlnc + I s o S26,661 S399,650 5519,319 S365,477 S156,357 5153,670 S1,621,134 100!1\ Ccntlncentlu/Reserve)

0 RMI Revenue • RMI Allocation so 5268,544 S23,981 ·S82,343 S99,84S ·S156,357 ·5 153,6701 so 0 !(,

29



5.2. Term 1: Project Funding By Source

Resort Municipality Initiative 2007·2011 ·Financial Plan {report to 2013)

Report 2 • Project Funding By Source

Actu;1l £ Dudg~t ~und1ng Sources By Proje-ct 2007 to 2013 (report to JOll}

A B c D Projects

Other RMI Fundln1

Municipal Total Funding Funding Funding IA+B+C:D)

1 Conference Centre 52,100 so so S2,100 • Visitor Information Centre S158,107 S100,000 $627,000 $885,107

' Snowmobile lnfrattructure Development S195,000 so 5250,000 S445,000

• Landscaping improvements· Trans CanadaHwv S31,353 S5,000 so 536,353

s Local Museum Improvements 535,050 55,000 510,000 550,050 • New Boat Launch· Lake S11,184 so s o S11.184 1 Public Art Projects 5111,181 S5,000 520,000 $136,181

• Special Event Hostlnc Facility· Centenlal Park 5100,546 so so S100,546

• Bike Trail Developments 5189,171 so S1,150,000 S1,339,171 10 Grluly Plaza Extenstlon S164,000 $405,536 5275,464 S845,000 u Nordic Ski Day Logde S182,000 so $360,660 5542,660

1l Golf Course lnfrutructure Improvements 5140,000 so S35,000 S175,000

u Tourism Klosk $30,624 so 530,624 u Search & Rescue $25,000 so so 525,000 « Resort Shuttle ·Purchase of bus S200,000 so so $ 200,000 1 Shutt! e Service S38,818 so S7,500 S46,318 z TourlsmSurvey S7,000 so so S7,000 ' 0 so so so so

' 0 so so so so • 0 so so so so • 0 so so so so 1 0 so so so s o • 0 so so so so • 0 so so so so toO so so so so uO so so so so uO so so so so uO so so so so 14 0 so so s o so

• Total Expenditure by Source $1,621,134 $520,536 $2,735,624 $4,877,294

l Contingencies and/or Reserves so so so so

lot Tot~l Revenue by Sourco (from Repor11J $1,621,134 $520,536 $2,735,624 $4,877,294

Difference= (Row M·(l+Klll sol sol sol sol

30

Date Report Updated

Actual Expenditure up to and Including 2012 E F G H I J

Municipal Other RMI Project

RMI Funding Total Funding Funding Completion Funding Funding JEtf'+(l:HI

% %

52.100 s o so 52,100 em 100%

54,437 S4,437 em 2"

S195,000 so S250,000 S445,000 12" 100%

S31,353 S5,000 so 536,353 2" 1110%

S35,050 S35,050 2% 1tJCm

Sl1,184 so so S11,184 1" 100"

S111,181 S5,000 S20,000 Sl36,181 7" 101m

S100,546 so so S100,546 "' 100%

S189,171 so S189,171 12" 100%

S164,000 S405,536 5275,464 5845,000 10% 100%

Sl82,000 so S360,660 5542,660 11% 100%

S140,000 so $35,000 S175,000 ,. 100%

S30,624 so S30,624 2" 100%

$25,000 so 525,000 2" 100%

$200,000 S200,000 12% 100%

S38,818 so so S38,818 2" 100%

$7,000 so so S7,000 0% 100%

so so so so 0% em

so so so so 0% 0%

so s o so so 0% 0%

so so so so 0% 0%

so so so so 0% 0%

so so so so 0% 0%

so so so so 0% 0%

so so so so 0% 0%

so so so so 0" 0%

so so so so 0% 0%

so so so so 0" 0%

so so so so 0% 0%

$1,467,464 $415,536 $941,124 $2,824,124 91" 0"

$1,621,134 $520,536 $2,735,624 $4,877,294

S153,67ol S10S,oool $1,794,5001 $2,053,170)



5.3. Term 2: Source and RMI Funding Project Budget Allocation- By year

Resort Municipality Initiative - f'manclal Plan TERM 2: 2012 • 2016 Table 1: RMI Funding- 2012 Reporting

Report 1 -Source and RMI Funding ProJect Budget Allocation -By Year Total RMI Funding Received to 2012 S5U,906

REVELSTOKE Total RMI Actual E>pondltures to 2012 I S320,710

Date Completed I_ 2013.04.11 I Completed bvl M.Pacaud Total Unspent RMI Funding I S191,1.96

Table 2:AU REVINUE SOURCES ·By Year

Funding Source Actual Budget Budget Budget Budget Budget Budget

2012 2013 2014 2015 2016 2017 2018 Totals Funding Source%

1 I RMI Funding S511,906 S597,462 S465,000 S465,000 $465,000 :::::><::.: ;;:::-c::: $2,504,368 63% 2 I Municipal Funding S104,S77 Saa,ooo so so so so so S192,577 5% 3 j_Other Funding S199,197 S1,062,000 so so so so so S1,261,197 32%

Total Source of Funds S815,680 S1,747,462 S465,000 S465,000 $465.000 so so $3,958,142 100%

Table 3: RMI FUNDING ONLY· BUDGET AUOCATION • By Year

CAPITAL

ProJect Name Actual Budget Budset Budget Budget Budget Budget

Totals % of AMI Funding 2012 2013 2014 2015 2016 2017 2018

1 Visitor lnforamtion Centro so S344,263 so so so s o so S344.263 14% 2 Mountain Bike Trolls $67 908 S77,462 S70 000 S60,000 so so $275,370 U % 3 Urban Bike Trails so s o $50,000 S75,000 so so S125.000 5% 4 Pllbllc Art Pro ects S43.255 $25 000 $25 000 S25 000 S25 000 so so $143,255 6% 5 Flrellghter Museum so so so $0 so so so $0 0% 6 Airport Improvements $0 $0 $55 000 S205,000 S105,000 s o so $365,000 15% 7 Eastern Access Upgrade so $75,000 sso,ooo so so $0 so sus.ooo 5% 8 Slgnage so $20 000 so so so $0 so $20,000 1% 9 MuseumUo•rode $37,471 $50 000 $20 000 $20,000 $20,000 $0 so S147 471 6%

10 Five Mile Boat Launch so so S1SO 000 S6S,OOO so so so $215 000 9% 11 Snowmobile Infrastructure S30 000 S43 188 S140 000 so so so so S213 1B8 9% 12 81rdwotchlng Blinds so so so so $40.000 so so $40,000 2% 13 Golf Course Improvements so $50000 $0 so S40 000 so So S90,000 4% 14 Resort Shuttle - Infrastructure S76 296 $20000 $25 000 $30,000 $100,000 so $0 S251,296 10% 15 Dirt Bike Racing Track Improvements so S75 000 so so so so so S7S 000 3% 16 TCH Highway Londsnoln• S4 313 so so so so so so S4.313 0% 17 Enter Capital Frojccr Name J 7 so 0% 18 £mer Cap/ra / Projtrr Ncme JB so 0"

Total Capital Fundln~ S259,243 S779,913 S465,000 $465,000 $465.000 $0 so S2,434,156 97% OPERATING ~~

Prosrnm or Event Nome Actual Budget Budget Budget Budgt!t Budget Budget

Totals %of AMI Funding 2012 2013 2014 2015 2016 2017 2018

1 Resort Shuttle- Operations $18,212 $20,000 so S38 212 2% 2 Events and Festivols so S25,000 so S25,000 1% 3 Tourism Survey $0 S3 500 53 sao $0 $7000 0% 4 En err f'rontam or E\cnr Nnm~..•.J $0 0% 5 Enter P1 Clorom or Et•cnt Ncme S so 0" 6 fnttr l'tonrom or El•cnt Nt:mc 6 $0 0% 7 Entt!r Fronrnm or Et'i nt Name 7 $0 0% 8 Efl lt?r Pronrr.m or Enmr NameS $0 0% 9 Enter Promum vr E\ •cnt f'J,mll! 9 so OY.

10 EnU:r Pt"f)rom or Et•cm Name l O so 0% Total Operating S18,212 $48,500 S3.SOO so so so so $70,212 3%

CONTlNGENOES/RESEIIVES "A - . ~ -· Total Contingencies and/or Reserves Sol so so Sol SOl Sol sol Sol 0"

A Total AMI Budget Allocated (Capital +Operating+ $277,455 $828,413 S468,500 $465,000 $465,000 so so S2,504,368

100Y. Contlngencles/Reservel

B I RMI Revenue Received- RMI Budget Allocated• I $234,4511 -S230,951 ·S3,500 sol sol so sol so OY. I



5.4. Term 2: Municipal Project Funding

Resort Municipality Initiative- Fln~nclal Plan PROGRAM 2: 2012-20 1E

Report z- Municipal Project Fundlnii

REVELSTOKE Date Ccmpleted l 2013.04.11 I Completed bvl M.Pacaud

I TM>Io 4: MUt.liCJPALPROIECT FUtiDING ONLY. RUOGET ALlOCATION· RyV1111r I CAPITAL -

Actu•l Rude~t Rmlf"' Rmltftt Rutfe•t ProJect Name

l012 ZOll 2014 2015 2Dl6 1 1/l<llnr lnforamtlnn C..nlrl• so so sn ~n

2 Mountain !like Tnllls $0 so so SJ so 3 Urben Bike Trails Sto.OOO so so S!l so 4 Public Art Projoct o $15,000 so so s~ $0 5 Flrelllhte r Museum so so so so so 6 ;\lrport Jmpro\••m•ntc so ~0 So so so 7 Eastern Access Upirade su Sll su S:J su ------- -- -- --So -8 Sltnap ~(i so so so 9 M~seum up,nde $0 $ l 3,00C so SJ $0 10 Flwe Mile Boat Launch so so so so so l1 Snuwruubnc:lufru\rutlur c S5oi,Si7 so so so so 12 Blrdwuchlnz Blinds so so so S:l so 13 Golf Course lmprovemcr.u so so $0 $J $0 14 Resor1 Shunle- lnfrastructure so so so SJ so l:i Dirt Blko JIG <In& Tnod< Improvement• $0 ~~o.ooo $0 5J $0

16 TOi Hl£hway Lendsu plnJ! so so so S:l so 17 Lllh.',. (t'J'I;,~--u r !)jcl f/JUIL 1 .' $0 so $0 $J so 11l inre· CmirorP oitw:l 1/~ tnl! 18 so so so SJ so

Totai Capltal Fundln& $79,!;77 $G3,000 $ 0 so $0 IOP.EP.An'oiG

. , .

~roqo~mor E\l~n: Nam& Actuol eudc:t Oudcct Bud,ct Budcct lOU 2013 2014 2015 201E

1 Rc•ort Shuttle- Opcrotlono $25,000 $25,000 $o SJ so 2 Events end Festlvels ~0 sc so SJ so :il To.~rhm S..rvw( So So so SJ so 4 t/ll•' .. I'/U!/1 t:JI J 1), lV1ll: i"\(I!Jh~ f. su Stl $0 :>:.r su ; , · ~1. • p,, .. r ,~~, n , .... , , . r:, nt • so sc $0 SJ so 0 l!li1." fh.''l'll:IJU. (~:II f\1Mif { ~0 sc so SJ so 7 ,,.z, • Pt~'JIII:no {\'atf Nu uri so so so SJ so 8 ,,,h ftVlf ' f;JI)I), ( ~ I tl ' f\'1/oli l tJ so so so $J so 9 c·m~.· PJtJfr' (JJI10: lvtn: No,Jir.: ~~ so so so S:l so 10 l "tllr ' r"-.'•1'11JIJI ), (\·rtto' r' ,'ar: l r' Jr) so $() so SJ so

1otal Operatlnr $25.000 S25.000 so so so

lclONTINOENCIU] I\UERW

TotaiContlnJ!encles and/or R!serves

A Total Municipal Funding Allocated (CaPital+ S101.SJ7 $88.0001 so S:l so Opcretln&-t<oatl"'cnclcs/ Roscrvesl

Is lilunhlpJI ~""'""' Rrcol,.,d. L!unhlpol aud~tl All•nt..s• so sol so S:l so

32

Tot:al Munclpal Funds $192,577

Rutfe•t I Rud£"' l017 I 2018

Totals

SOl $.1 so $0 S) so so S·:> SlO.OOO $0 S·) $1;,ooo so so so so so $0

-~ S:J so ·---- $.) --- so so $0 so $13,000

so 50 so so $) $S4,S77

so so so so :;o $0

so Sol so so $0 '$~0,000

so $>) so $0 so $0 so Sol so $0 $0 $l4 Z,:;77

-Budcct Budcct

Tota l~ 2017 2018

so Sl.l $50,000

so Sol so $0 so $0 ~u su so so $) so $0 SoJ so so so so so s~ so so so so so $<) $0 so so S50,000

sol S•J Sl 92.S77

sol S·:l so



5.5. Term 2: Other Project Funding Resort Municipality Initiative- Financial Plan PROGRAM 2: 2012-2016

Report 3 - Other Project Funding

REVEISTOKE Date Completed! 2013.04.11 I Completed bvl M.Pacaud

Table 5: OTHER PROJECT FUNDING ONLY· BUDGET AllOCATION· By Year -Actual Budcet Budeet Budcet Budget

Project Name 2012 20l3 2014 2015 2016

1 VIsi tor lnforamtlon Centre so S€29,000 so so 2 Mountain Bike Trails so S20,000 so so 3 Urban Bike Trails so S25,500 so so 4 Public Art Projects so so so so 5 Flreftdlter Museum so so so so 6 Airport Improvements so so so so 7 Eastern Access Upgrade so so so so 8 Sign age so so so so 9 Museum Up&rade S34,619 $37,500 so so 10 Five Mile Boat Launch so so so so 11 Snowmobile Infrastructure SS4,578 so so so 12 Blrdwatchlng Blinds so so $0 so 13 Golf Course Improvements so so so so 14 Resort Shuttle · Infrastructure so so so so 15 Dirt Bike RadngTrack Improvements so S215,000 so so 16 TCH Hlchway Landscaplnc so so so so 17 l.nterCapiwl f'rojcccl :~me 17 so so so so 18 [nCCr(opitnl Pmjea Nllfllo! 18 so so so so

Total Capilli Funding $89,197 $927,000 $0 $0

ioPERATIMG -Actual Budcet Budtet Budcet Budget

Procram or Event Name 2012 2013 2014 2015 2016

1 Resort Shuttle· Operations SllO,OOO $110,000 so so 2 Events and Festivals so szs,ooo so so 3 Tourism Survey so so so so 4 nu~t f'm;Jtt1111 01 [veil' N<~mc t so so so so 5 [llll!t flH1Qtum ,,f [vrn· •\'ome .> so so so so 6 Fnter 11£oqrom or [ven: Nrrme b so so so so 7 [ntrt Ptnl)ftllll 01 £\-,.,.Nome 7 so so so so 8 [nl!•t PtOFJIUtll or b<n' Naml! S so so so so 9 fm··r f'fCltJtam ur [•.,t!n' r:ome 9 so so so so 10 I nlet PtOIJ£0111 or Even: Nome 10 so so so so

Total Operatlne $110,000 $135,000 $0 $0

CONTINGENCES/RESERVES Total Contingencies and/or Reserves

A Total Other Funding Allocated (Capital+ Sl99,197 S1,C62,000 sol sol Operating +Contingencies/Reserves)

Is RMI Revenue Received - RMI Budget so so sol sol Alloated•

33

Total Other Funding

Bud&et Bud&et Totals

2017 2018

so so so $629,000 so so so $20,000

so so so $25,500 so so so $0 so so so $0

so so so $0 so so so $0

so so so $0

so so so $n,119

so so so $0

so so so $54,578

so so so $0 so so so $0 so so so $0 so so so $215,000 so so so $0


$0 $0 $0 $1,016,197

'

Budcet Bud&et Totals

2017 2018

so so so $220,000

so so so $25,000

so so so $0 so so so $0 so so so $0



so so so $0

$0 $0 $0 $245,000

so so so S1,261,197

so so so so



5.6. Term 2: Project Funding By Source

Resort Municipality Initiative- Financial Plan PROGRAM 2: 2012-2016

Report 4-Project Funding by Source

REVELSTOKE D•te Completodj 2013.04.11j Complotod byj M.Pacaud

Table 6: TotalS-Year Planned Budget A B c 0

Projects Tot. I r~unldp~l othet RMI

Fuoclna ~undlns Fundlns F•ridtna

(1\IBtC•O)

I VIsitor lnforamtlon Centre S344,263 so S629,000 S973,263 l Mountain Bike Trails S275,370 so S20,000 5295,370 l Urban Bike Trails 5125,000 S10,000 S25,500 S160,500

• Public Art Projects S143,255 S15,000 so 5158,255 s Firefighter Museum so so so so 6 Airport Improvements S365,000 so so 5365,000 7 Eastern Access Upgrade S125,000 so so S125,000

• Sign age S20,000 so so S20,000 9 Museum Upgrade S147,471 sn.ooo S72,119 S232,590 1o Five Mile Boat Launch S215,000 so so S215,000

n Snowmobile Infrastructure S213,188 S54,577 $54,578 S322,343

u Blrdwatchlng Blinds S40,000 so so S40,000

u Golf Course Improvements S90,000 so so S90,000

1• Resort Shuttle • Infrastructure S251,296 so so S251,29G IS Olrt Bike Racing Track S75,000 S50,000 S2l5,000 S340,000

u TCH Highway Lan~scaplng S4,313 so so $4,313

t7 !Met rupirnll'rojecr Onme 17 so so so so II fmtN ( (Jplro/ Proj~d Nwlll 18 so so so so

l Resort Shuttle • Operations S38,212 S50,000 S220,000 S300,212 l Events and Festivals S25,000 so S25,000 sso.ooo I Tourism Survey S7,000 so so S7,000

• (llft:r I'IUI)fUm or f\'t!rl l NtWII! •I so so so so s (tiCI.: I l'fO(jftJm rltl\.'t!ll l Nume 5 so so so so

' ,,, , l'tt)tjttiiiJ OtlVC1Jl,'/(111h! G so so so so 7 ftHt!t PtO(jtfml r1t f\'L'tll fJww! 7 so so so so

• (Htt:l 1'1 VI) I um nt £ Vc'/11 Nauw 6 so so so so 9 [tltCt flt•J(} I W11 Of [t't! IH N :m•l tj so so so so 10 (flit.'( l1t !J(ji(JIIJ (Jf fVI.!Ol NU111L' 10 so so so so

• Total expenditure by source S2,504,368 $192,577 $1,261,197 $3,958,142

l Contlncencles and/or Reserves I so so so so

M Total Revenue by Source $2,504,368 $192,577 $1,261,197 $3,958,142

E

RMI Fund Ins

so

S67,908

so

S43,255

S43,255

so

so

so

S37,471

so

S30,000

so

so

S76,296

so

S4,3l3

so

so

S18,212

so

so

so

so

so

so

so

so

so

$320,710

$511,906

I " I Difference= (Row M·Row(l+Klll sol sol sol sol S191,1~61

34

Table 7: Actulll Expenditure up to and lncludln& 2012 F G H I J K

Tot.~ I RMI Proloct ~.eva roam Munldp•l Olhet Campi ella Fun dina Fund ina Funlllnf

Fundln& Fundlns (EtFtOI " q

(Ft0)/11

" so so so 0% 0% 0%

so so S67,908 13% 20% 0%

S10,000 so S10,000 0% 20% 100%

S15,000 so S58,255 8% 20% 26%

so so S43,255 8% 0% 0%

so so so 0% 0% 0%

so so so 0% 0% 0%

so so so 0'16 0% 0%

so S34,619 S72,090 7% 30" 48%

so so so 0% 0% 0%

S54,577 S54,578 S139,155 6'16 10% 78%

so so so 0% 0% m• so so so 0% 0" 0%

so so S76,296 15% 20% o•· .. so so so 0% 0% 0%

so so S4,313 m 100% 0%

so so so 0% 0%

so so so 0% 0%

S25,000 SllO,OOO S153,212 4% 20% 88%

so so so 0% 0% 0%

so so so m6 20% 0%

so so so 0% 0%

so so so 056 0%

so so so 0% 0%

so so so 0% 0%

so so so 0% 0%

so so so 096 096

so so so 0% 0%

$104,577 $199,197 $624,484 63% 49%

S104,577 S199,197 S815,680

sol sol S19t,l961



Documents

2012 Revelstoke Resort Municipality Initiative Annual Report