Resort Municipality Initiative - Radium Hot Springs 2014 Annual RMI... · Resort nicipal Initiative Report for Year 2014 - Village of Radium Hot Springs - [1] Radium Resort Municipality

Resort Municipality Initiative Annual Report 2014

Submitted by:

Village of Radium Hot Springs

Prepared by:

Karen Sharp

Resort Municipal Initiative Report for Year 2014 - Village of Radium Hot Springs - [1]

Radium Resort Municipality Initiative

Annual Report 2014

1. INTRODUCTION __________________________________________________________________ 3

1.1. PURPOSE 3 1.2. OVERALL SUMMARY 3

2. TOURISM OPERATING ENVIRONMENT _______________________________________________ 4

2.1. PROVINCIAL & GLOBAL TOURISM CONTEXT 4 2.2. REGIONAL AND LOCAL TOURISM CONTEXT 7

3. PROJECT PROGRESS _______________________________________________________________ 8

3.1. RESORT MUNICIPALITY INITIATIVE (RMI) CONTEXT 8 3.2. RESORT DEVELOPMENT STRATEGY VISION 8 3.3. RESORT DEVELOPMENT STRATEGY (RDS) GOALS 8 3.4. PROJECT PROGRESS 10

Events and Festivals 10 Adventure Radium Youth Camp 15 Tourism Signage 17

3.5. VISITOR EXPERIENCE OUTCOMES 19 3.6. ECONOMIC OUTCOMES 23 3.7. COMMUNITY OUTCOMES SUPPORTING TOURISM DEVELOPMENT 26

4. FINANCIAL REPORT FOR 2014 ______________________________________________________ 30

4.1. 2014 EXPENDITURES 30 4.2. OTHER FUNDING SOURCES 30 4.3. BUDGET AND REVENUE OVERVIEW 31

5. CONCLUSION AND OUTLOOK ______________________________________________________ 32

Acknowledgements

With gratitude, the Tourism Radium Board, Kent Kebe and staff for providing survey details and stakeholder

feedback in a timely and informative manner.

Thank you to Cheeying Ho, Dan Wilson and the staff at the Whistler Centre for Sustainability, for creating this

reporting template and assisting our smaller community in tabulating the Tourism Data for the outcome

analysis.

We also wish to acknowledge Amy Schneider and Lindsay Muir, Ministry of Jobs, Tourism and Skills Training, for

their insight, comments and continued patience with this process.

Many of the photos provided in this report have been provided by the Village of Radium Hot Springs and the

Photo Library created by Tourism Radium.


1. Introduction

1.1. Purpose

The Resort Municipality Initiative (RMI) is an outcome based program; therefore the purpose of this report is to

summarize outcomes during term one (2007-2011) and term two (2012 to 2016) of the program, while highlighting

the most recent year of program 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.), and

provides a source for the Province to consolidate all participating RMI communities outcomes into one program

report to fulfill overall program reporting requirements.

1.2. Overall Summary


Radium Hot Springs has experienced an improvement with regards to Tourism compared to the prior year. The

energy of the new Tourism Radium board members and the streamlining of the Events Coordination position are

two factors that have contributed to the increase. Tourism Radium had an election for board members in October

of 2013. The newly elected board challenged themselves and each other to develop and deliver a more effective,

efficient marketing strategy and marketing tactical plan. In 2014, the results of these new initiatives are showing

positive results and the board will continue to evaluate the progress made. The community had numerous small

volunteer groups trying to organize various different events. There was volunteer burn out and duplication of

many functions. An Event Coordinator was contracted with RMI funds and worked directly with the Village of

Radium Hot Springs to develop a concerted strategy and focus on specific events which would target and attract

‘heads-in-beds’. Although there were obstacles in the 2014 year there were positive outcomes indicating that the

direction taken is the right path.

“The Resort Municipality Initiative seems to have been designed for the Village of Radium Hot Springs.

Without this valuable funding, we would not have the range of amenities and activities to offer our

visitors during the summer busy season, the long weekends, or during the variety of natural and tragic

road closures in our mountain village. There are very few people in our main market in Alberta who don’t

speak of Radium Hot Springs either fondly or wistfully. Since the last census, we have capitalized on

converting tourists into full time and part time residents, filled our storefronts, and real estate is

beginning to move. These new residents had a positive visitor experience! On behalf of the businesses and

the Radium Hot Springs council, I cannot stress enough the value of the RMI program to our small resort

community.”

Mayor Clara Reinhart

2. Tourism Operating Environment

2.1. Provincial & Global Tourism Context

Understanding the provincial and global tourism context provides insight to how these factors may influence at the

local and regional level, including 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 otherwise noted.

GLOBAL AND PROVINCIAL TOURISM INFLUENCES IN 2014

Canada’s ranking by total tourism arrivals has

dropped from 8th (19.6 million arrivals in 2000) to

17th (16.6million arrivals in 2013) amongst global

travel destinations.1 After a few years of fluctuating

growth trends, 2014 international overnight travel

to Canada emerged ahead (3.2%) of 2013,

continuing the upward trend from 2009.

1 Tourism Industry Association of Canada http://tiac.travel/advocacy_global.htm

2-1: Domestic Travellers to BC 2011-2013, Stats Canada. 2014 data and pre-2011 data not available.


International visits from the US increased by over 120,000 travelers, as compared to

2013; the emerging China market significantly

contributed to the increase (28% increase) by

bringing in roughly 100,000 additional travelers. All

other major markets such as the UK, Australia,

Mexico, France, Germany, South Korea and India

contributed minor amounts to the increase.

Canadian outbound overnight trips to the US or

other countries increased by 1.5% in 2014

compared to 2013. Outbound trips have continued

on a similar growth trajectory during the past five

years; with visits to the US at 14% higher than in

2010, though results are 2% lower than 2013. About 69% of all outbound overnight trips by Canadians were to the

US in 2014.

The majority of visitation to BC is domestic, followed by other Canadian provinces with Alberta visitors leading the

way (see Figure 2-1). In 2013, the number of visitors from Alberta increased by 28.6% and expenditures grew

44.2%. 2 Visitation levels by international and US markets on one or more night trips increased in 2014 by 5.3%

from 2013 to 4.65 million trips resulting in an increase over that year’s recent high. The increase from 2013 to 2014

was observed in both US and other international markets with US markets and other countries increasing 3% and

9.3% from 2013 to 2014 respectively. Despite the positive visitation trends from BC’s largest international

markets, total entries to Canada via BC have declined by 8% since 2000 (see Figure 2-2).

The year 2014 ended with the tenth increase in tourism spending in Canada since 2004 (2009 reported a decrease

of 5%). Compared to 2013, spending increased 5%, which is greater than the increase from 2012 to 2013, but lower

than the 7% annual growth realized in both 2010 and 2011. The increase was reported across all expenditure

categories such as accommodation, transportation, food and beverage etc.3 Like Canada, BC’s total revenue from

tourism increased to 2013, coming in at $13.9 billion or 3.6% greater than revenue results in 2012. Increased

revenues were reported across accommodation and food services, transportation services, retail services and

other services. 4

General economic trends in 2014 showed ongoing recovery from the 2008 recession with consumer confidence

from US markets generally climbing throughout 2014.5 This trend contrasts with 2008 and 2009, where economic

conditions were not very conducive to tourism growth. Gas prices continued a 10 year upward trend with prices

roughly the same in 2014 as 2013.6 Canada’s dollar in 2014 may have played a greater role in Canada’s price

competitiveness compared to other destinations compared to 2013 as the dollar decreased throughout 2014

against the US dollar, EU Euro, UK Pound and the Chinese Yuan. A cheaper dollar generally makes Canada and BC

more affordable for visitors.

2 Measuring the value of tourism in BC, 2003-2013, Statistics Canada, Travel Survey of Residents of Canada (includes travellers

who spent one or more nights in BC) 3 Statistics Canada Tourism Expenditures, 2014 387-0001 Cansim Tables

4 Measuring the value of tourism in BC, 2003-2013

5 CTC, Tourism Snapshots from 2014

6 Stats Canada, CANSIM Table 326-0009

2-2: International Entries to BC 2000-2014, Stats Canada


GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM 2014

GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM 2007-2013

2014 Factors Supporting Tourism in BC 2014 Factors Hindering Tourism in BC

• OECD countries managed to gain marginal growth in

Real GDP of 1.8% in 2014, just under the 2.3% forecast.

Overall, the OECD forecasted OECD growth to be 2.3% in

2015.

• A slightly cheaper Canadian dollar especially to visitors

from the US, Europe, Great Britain and China.

• The Canadian government’s recent efforts to ease the

visa application process for emerging markets should

point to continuing growth of these markets.

• In 2014, the recovering global economy and travel

demand, favourable weather conditions.

• Recovering leisure travel demand as the global economy

slowly recovers.

• Growth in US visitation to Canada/BC and emerging

markets such as China.

• BC, Alberta and Washington State economies grew in

2014 and BC’s as well as Washington’s growth prospects

look positive for 2015.

• 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.

• Though most markets increased visitation to Canada in

2014, the sluggish recovery hampered tourism growth

from Europe.

• 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 has improved, but is still

somewhat 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 and the Whistler Centre)

Factors Supporting Tourism Factors Hindering Tourism

• Business confidence steady since 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.

• Global financial/housing crisis leading to overall global

economic downturn in 2008 and forward;

• Declines in employment levels affecting levels of

personal disposable income and discretionary spending;

• Alberta floods in 2013 impacting travel in general;

• Overall declines in consumer confidence continuing to

2013;

• Higher fuel prices up to 2013;

• Significant weakening currency exchange rates relative

to the Canadian dollar making travel to Canada more

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

2011;

• 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.


2.2. Regional and Local Tourism Context

Understanding significant local and regional tourism influences provides context for both 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 during the current reporting year.

Factors Supporting Tourism Factors Hindering Tourism

• Improved market positioning through variety of community marketing

initiatives

• Collaborative relationships with regional DMOs and chambers, hot springs,

golf courses and ski resorts

• Stronger Alberta economy

• Introduction of OTENTiks in Redstreak Campground

• Extreme and outdoor adventuring is becoming more prevalent in our area

• Marketing partnerships

• No flooding in Southern Alberta and our region of BC

• Strong support from Kootenay Rockies Tourism

• Superb ski conditions on our local ski hills

• New outdoor recreational businesses starting up

• Very warm summer weather and a very short campfire ban compared to

previous seasons

• Increased guided and self-guided Columbia River paddling trips for family type

canoeing/kayaking

• Hosting major events in community, Car Rally, car show shooting sports etc.

• Bighorn Sheep present in Village and surrounding area

• Catamount Glacier motorized access opened during winter months

• Highway closures due to avalanches and

motor vehicle incidents

• High fuel & grocery prices in our region

• Early closure of 2 major golf courses in

Radium due to improvements for future

seasons

• Closing of hotel in Radium due business

strategy change

• Elimination of temporary foreign worker

program

• Lack of front line service staff at

restaurants & hotels

• High Canadian dollar

• Very late start to Spring weather

• Lack of consistency and frequency of

hours of operation. In the off season

there are many restaurants that do not

keep consistent hours. This is not

appealing to visitors and locals alike.

• Confusion based on the media reports

with regards to location and smoke with

regards to the Whiteswan forest fire

which was actually south of Canal Flats

and the Banff National Park forest fire

along Hwy 93 North towards Jasper.

Some understood Hwy 93/95 was

closed to Radium.

• Closure of pedal bike and motorized

trails in our region

• Lack of highway control on long

weekends. Highway gets so congested

that it can take over an hour or more to

get thru the main and only

entering/exiting intersection.


3. Project Progress

3.1. Resort Municipality Initiative (RMI) Context

Radium Hot Springs has participated in the RMI program since August 2007. Although the RMI program is ongoing, it is

broken up into two terms: Term One: 2007 to 2011 and Term Two: 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 efforts that build over time. It is important to also keep in mind the

global, provincial, regional and local tourism operating environment featured 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 associated funding that will be allocated to each for

the year.

3.2. Resort Development Strategy Vision

The community’s RDS Vision is:

Radium Hot Springs, a pedestrian friendly community with streetscapes harmoniously balanced with our rugged

surroundings, will serve as a year-round home base for visitors seeking to enjoy our natural hot pools, resident

wildlife and cultural amenities in a pristine mountain setting, and, as a gateway to the wider spectrum of wilderness

alpine environments, biologically diverse lakes, rivers and wetlands, and ski, spa and golf resorts.

3.3. Resort Development Strategy (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 3.6 in

this report provide helpful insight to the progress of the initiatives. 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.

The table below lists the Term Two: 2012-2016 RDS goals, which build upon the previous RDS objectives that were

identified during the RDS that was initiated in 2007. The table provides a high level of understanding of the progress of

RDS goals.

Resort Development

Strategy Goals

Progress of Resort Development Strategy Goals

No Change Some indication of

progress

Many indications of

progress

Achieving Goal

1. Sustainable Tourism

a) Maintain or expand market

share of the Alberta tourism

economy.

a) Many businesses

reported growth in

2014.

b) Maintain or expand

service sector employment.

b) There are not

enough people to

undertake the

work available in

our region.


Resort Development

Strategy Goals

Progress of Resort Development Strategy Goals

No Change Some indication of

progress

Many indications of

progress

Achieving Goal

c) Maintain or expand visitor

traffic and length of stay (VIC,

hot pool and accommodation

#’s)

c) Many businesses

reported growth in

2014.

2. Provide improved access to

information to better inform

visitors, and potential visitors,

of our recreational, natural

and cultural amenities and

opportunities and thereby

promote the increased use

and development of these

features.

This was moving in

the right direction

for 2014 but the

funding model for

the VIC in 2015 is

having a negative

impact on our ability

to serve people

coming to our

community.

3. Support a core list of

programs and events,

sustainable on a yearly basis,

that will enhance visitor

experience and develop

ongoing visitor loyalty and

‘word of mouth’ promotion.

Funding model

continues to be

uncertain.

Potential closure of

existing, well used

trails on crown land

and under provincial

jurisdiction

threatens positive

visitor experience.

4. Provide enhanced care and

maintenance of parks, and

streetscapes, to portray the

high quality appearance

befitting a resort municipality,

and to enhance visitor

experience.

Due to changes in

funding criteria

changes in this area

had to be scaled

back. More

investment is

required to maintain

prior year status.

5. Provide improved pedestrian

access to our major

attraction, the Radium Hot

Pools, and to popular hiking

trails located within Kootenay

National Park.

There is little

change from prior

year. Parks Canada

waiting to fund

their portions in

the Park.


3.4. Project Progress

The following section describes the progress of the individual projects in greater detail. The financial breakdown for the

projects can be found in Appendix 1.

RMI funding is provided annually and funding is expected to be allocated two calendar years after it is disbursed. Term

Two reporting covers funding received from 2012 to 2014, funding will need to be reported until all funds are allocated.

3.4.1. Term 2 Projects

This section identifies projects that received funding during Term Two: 2012 to 2016.

Project Title Events and Festivals

Project

description A ‘tourism event co-ordinator’ position was created. This individual will organize, facilitate and

manage a schedule of tourism events occurring throughout the year. A portion of the funds

will be used for the purchase of equipment and supplies, necessary rentals, and to pay for any

additional manpower requirements necessary to deliver these events with marketing financed

with the Hotel Tax. The slate and schedule of yearly events will be determined in collaboration

with the ‘Tourism Radium’ board of directors and tourism stakeholders. Some events will

occur on an annual basis while others may be cyclical depending upon special circumstances

and opportunities, i.e. the CP Holiday Train. The current slate of events include ‘WinterFest’,

‘Radium Days’ - a spring festival, ‘Music on Main’ and ‘Market on Main’ during the summer,

the ‘Classic and British’ car shows, the ‘Headbanger’ trail run, ‘Drive In Movie Night’ and the

‘Village Birthday/New Year’s Eve’ celebration and fireworks display.

Project

rationale Events are a key driver for tourism visitation and to entice new visitors to experience our area.

Yearly events garner visitor loyalty and repeat visitation, thus becoming a critical element in

our sustainable tourism objective.

Milestones Actual Start Date Each Event has its own scheduled date.

Completion Date Day of Event

Operational Date Day of Event

Project Goals RDS Goal 1: RDS Goal 1: Support a core list of programs & events, sustainable on a yearly basis

(sustainable tourism goals apply), that will enhance visitor experience and develop ongoing visitor

loyalty and ‘word-of-mouth’ promotion.

Project Goal: The goal of these events is to attract visitors to the Village, provide activities for

the enjoyment and interest of visitors, and to increase tourism traffic during the shoulder

seasons.


Project

activities for

the reporting

year

Classic Car “Show & Shine”:

This year the Classic Car Show had 850 vehicles registered, however there were at least 1000 cars on

display. Spectator attendance was estimated at 10,300 people. Due to the co-operation of the

weather the registration numbers were up. This event financially impacts the Village in a very positive

respect. Hotel rooms were at capacity and restaurants were fully staffed for the weekend to serve the

visitors.

Stakeholder

Involvement:

Tourism Radium and the Columbia Valley Car Club collaborated on marketing strategies and marketing

tactics. Efficiencies were accomplished by both parties.

Project

outcomes to

date:


Project

activities for

the reporting

year

Radium Days: This event targets tourism for the shoulder season and attracts the secondary home owners out to

their cabins earlier. The tourism component of the event included attracting car owners to register for

the Brits Best car show. By adding supporting activities such as a parade, a kid’s zone, a market, music

and a local business sponsored free breakfast, the event demonstrates the community is ‘connected

with friends and family’ ambiance which the secondary homeowners then can feel a part of.

Stakeholder

Involvement:

Tourism Radium collaborated on marketing. Local businesses, Radium’s volunteer Fire Department and

other regional volunteer groups partook in the parade. A local business sponsored the pancake

breakfast and the Radium Rotary club provided the volunteers for the cooking and distribution of the

food. A wood carver who lives in the community created a wood spirit and donated the proceeds of

the auction to the event.

Project

outcomes to

date:

This is a weather dependent event so when the weather is poor, it is too cool to be outside and people

do not attend. In 2014, the weather was cooperating with sunny, beautiful blue skies and warm

temperatures of 18o to 22o C.

Project

activities for

the reporting

year

Larch Festival: This event is hosted in the fall, strategically targeting tourism for the shoulder season. This event is in

its infancy stage. The concept is to attract artists from outside the region who are interested in

learning more regarding a medium of their choice. Sessions with locally acclaimed artists are provided

for the registrants (ie. Photography and painting).

Stakeholder

Involvement:

Tourism Radium collaborated on marketing. Local businesses provided discounts or specials or

sponsored the event.

Project

outcomes to

date:

As this event is in its infancy stage, there were many lessons learned. For example the marketing was

introduced too late to attract the numbers, however, the feedback from those who had attended was

very positive.


Comments from the Event:

“We painted just north of the Elk Park east side turn off standing in a pullout on

the west side of the highway. While it was quite busy yesterday with traffic and

the odd visitor the day was amazing as the fog lifted, sun shone and the

temperature rose. It was a good session for the 3 of us and so I sent you some

photos of what the students did.” Lynne Grillmair, Artist Instructor

"From the feedback that I've gotten, I think that everyone had a great time this

weekend! Both participants said they had lots of fun and learned lots about

photography and about places in the valley. I think there is lots of potential for

future workshops, and I think more people will come as the word gets out!"

Ryan Bavin, Photography Instructor


Project

activities for

the reporting

year

Other Events: The key purpose of the Event Co-ordinator is to focus on events that would increase accommodation

rental in the shoulder season. A secondary purpose was to assist with the events that had been

formally organized by the Radium Events Committee (REC). The REC was formed by a group of

volunteers who saw a need to inject more community spirit. This was a small group of volunteers who

organized five to six events each year over an eight year period. Eventually this group faced volunteer

burn-out. Towards the end of the eight years, businesses were stepping forward and expressed

interest to support an event that they connected with. A third component to the Event Co-ordinator’s

position was to guide other outside groups interested in offering events in the area.

Stakeholder

Involvement:

Local businesses sponsor or become core organizers of events. Tourism Radium collaborates with the

marketing efforts. Other organizations from outside the region were assisted with organizing events

within the community and region. Tourism Radium continues to organize and operate the Market on

Main and Music on Main events.

Project

outcomes to

date:

In 2014, three of the events were organized by a business with assistance from the Event Co-ordinator;

the Drive-In Movie was hosted by the local Kootenay Savings Credit Union; the Headbanger Trail

Challenge was hosted by Crazy Soles, a local trail running store, and as previously mentioned Radium

Days has support from the local sawmill, Canfor Forest Products. The Headbanger Trail Challenge faced

some issues when the trails that had been used for the previous three years were being threatened

with closure. Due to the uncertainty of where the run could be hosted, delays were experienced,

resulting in the lower attendance numbers for the event in 2014.

As these events target the visitor experience and are not the ‘head-in-bed’ events that the Event Co-

ordinator focused on, Tourism Radium received direct funding from the Village of Radium Hot Springs.

Due to the reduction of funding directly from the RMI program there were less performances

scheduled however participation of the Market on Main has grown in numbers. There are revenues

collected from vendors to help offset any additional costs incurred.


Project Title Adventure Radium Youth Camp

Project

description An eight week summer youth camp running three days per week providing recreational

opportunities for youth ages 5 to 12. Camp curriculum includes team and individual sports,

adventure activities, nature education, arts and crafts, and games.

Project

rationale This program will introduce youth to activities and pursuits that are representative of the

wider landscape of recreational opportunities thereby ‘sowing the seeds’ for sustainable

future use and visitation.

Milestones Actual Start Date Summer 2014

Completion Date Ongoing program.

Operational Date Scheduled during the school vacation period.

Project Goals RDS Goal 1: RDS Goal 1: Support a core list of programs & events, sustainable on a yearly basis, that

will enhance visitor experience and develop ongoing visitor loyalty and ‘word-of-mouth’ promotion.

Project Goal: The goal of the program is to provide recreational opportunities for visiting youth so as to

promote awareness and appreciation of local natural amenities while providing a skill base to foster

further development of recreational pursuits. A secondary goal is to provide parents with the

opportunity to enjoy shopping, golfing or other activities while their children are enjoying themselves

in a supervised environment.

Project

activities for

the reporting

year

The activities started on the first scheduled day after Canada Day. In 2014, the program started on a

Wednesday rather than the Tuesday. Parents are welcome to register their children for the full

summer or are able to have the children attend on a ‘drop-in’ basis. There are two sessions on

Tuesday, Wednesday and Thursday. The first session is from 9:30am to 12:00pm for ages 5-7 and the

second session is from 1:00pm to 3:30pm for ages 8 – 12. Each day has a theme and the activities are

designed around this. The program usually opens with ice breaker games which assist the children to

overcome any of their shyness and then it is designed to address a variety of interests such as fun,

easy-to-join games, competitive games, crafts and free play.

Stakeholder

Involvement:

Tourism Radium and the local accommodators and businesses all display rack cards and inform all

visitors of the program. Accommodators also promote the program when visitors are making their

bookings.

Project

outcomes to

date:

Each year the number of participant days changes slightly due to the variation in the start of the

summer holidays. In 2013, there was an additional participant day which is an average of 33

participants per day. In 2014 the average participants per day was an average of 34. The difference of

26 participants between 2014 and 2013 is not as great as the average 33 from 2013 because in 2014 an

additional overnight camp was added which increased the 2014 participants.



Direct Feedback from Parents:

“We just wanted to thank the Village of Radium for offering such a wonderful drop in program for

children in the summer. Our twins loved it and were happy to make new friends. The staff were great

and we are looking forward to coming again next year. It is a really affordable program. All the families

we talked to were happy with the program.” Alberta Resident Homeowner

“My kids attended the final week of Adventure Radium. I am writing to let you know how much my

kids liked the program and how thankful I am that the program was run. My one son loved the first day

so much that he could not sleep that night because he was so excited to go the next day. My other son

said that it was awesome. The staff at Adventure Radium were wonderful and the volunteers were

fantastic.” J Koch

Project Title Tourism Signage

Project

description This capital component will consist of the design and construction of three new ‘Welcome

to Radium’ sign kiosks, strategically located to intercept visitors.

Project

rationale The current situation, consisting of a disparate array of entrance, way-finding, facility,

parks/trails, Highway, streets, directional, commercial and arts, cultural and recreational

amenity signage, needs to be improved to enhance the visitor experience, capture missed

opportunities, improve the visual aesthetic, create a lasting impression and reduce

traveler and resident frustration in finding desired locations.

Milestones Actual Start Date Spring 2012

Completion Date Summer 2014

Operational Date Summer 2014

Project Goals RDS Goal 1: Provide improved access to information to better inform visitors, and potential

visitors, of our recreational, natural and cultural amenities and opportunities and thereby

promote the increased use and development of these features.

Project Goal: The goal of this component is to enhance visitor’s and resident’s ability to

navigate in the community and to find desired destinations; to improve the visual

aesthetic of directional signage in three strategic locations; to support economic

development and the retail and commercial sectors; and to begin to develop a unique,

and authentic community appearance for our signage.

Project

activities for

the reporting

year

The Village has developed new welcome and directional signage templates. Installation of the

signage occurred in the Spring of 2014. In 2015, the project will continue with informational

kiosks within the core business center for visitors to visually see what the community has to offer.

Stakeholder

Involvement:

The initial design parameters were developed by a committee comprised of municipal and

business representatives which was then finalized by a consultant to comply with our

brand. Permitting with the Ministry of Transportation had been completed in 2012.

Project

outcomes to

date:

The changeable sign is available to organizers of events to let people know of an event when

entering the community from the east, the Kootenay National Park route. Tourism Radium has

utilized this sign many times.


“The RMI Program is very important to the Village of Radium Hot Springs and the addition of the

new changeable copy sign has not only created a level of professionalism but it also is very

important in promoting all our Village events and activities to the thousands of visitors passing by

the new changeable copy sign. It keeps our promotional cost to a minimum and is situated in a

key location with in the Village. The new sign is a very welcome addition to our busy, growing

community.”

Kent Kebe, Manager of Tourism Radium


3.4.2. RMI Projects Completed 2007-2012 – Successes and Lessons Learned

As projects are planned, implemented/constructed, and completed/operational, various successes and lessons learned

emerge. Reviewing these success and lessons learned from projects that have been complete for at least two years

provides an opportunity to profile the continued success of RDS projects and allows knowledge to be shared amongst

stakeholders to add value to future projects.

Project Name Successes Lessons Learned

Highway 95 Pedestrian Pathway

Lighting • Much safer and pleasant

experience walking from the

North to South areas of

Radium Hot Springs

• Provide signage that new

lighting was installed to

warn drivers. Motorists

were accustomed to ‘dark’

highway and tended to look

at the lights when driving.

Events and Festivals • Two events – the

Headbanger Trail Challenge

and the Drive-In Movie

Night each now have a local

business organizing and

funding the event.

• Need to be very careful of

volunteer burn out.

• Need to keep the focus on

the shoulder seasons to

increase head n’ beds.

Event Co-ordinator • Transition from a volunteer

group to a dedicated

individual to avoid volunteer

burn out.

• Need to work closely with

the accommodators.

Adventure Radium • Families returning each year.

• Returning leaders provide

for curriculum stability.

• Continuous disruptive

behaviour requires short

suspension from the

program

• Returning leaders provides

for a level of continuity &

familiarity which is

welcomed by the

registrants.

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 Includes WCS writing an overall summary of the chart results reported below;

Anecdotal Comments received at the Radium Hot Springs Visitor Information Centre:

They were so helpful and friendly. They even gave us updates as to where the

goats and sheep were spotted some mornings. So very helpful!

Very informative and comprehensive.

I visited the July long weekend to check out what was happening for Canada Day.

Staff was friendly.

Very good - lots of brochures & very helpful staff

We have in the past a few times. They've been very helpful to us & our friends or

family visiting.

Beautiful Centre!

Wildlife display is incredible.

The Radium Hot Springs Visitor Information Centre (VIC) is a direct link to a visitors experience once a visitor arrives.

The VIC requires a fully staffed centre where the employees are provided quality training and support. This level of

service must have sustainable financial resources. The VIC is working towards a sustainable model.


3.5.2. Outcome Reporting

Visitor Satisfaction Visitor satisfaction with their overall experience in a community is 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.

Our visitor survey has a comment section which asks this open ended question. A couple of responses were very

common:

“The only place that I can totally relax and feel at peace”

“Always love our trips to Radium, have been coming for 25 years.”

Another factor of a visitor’s satisfaction is the cleanliness and attractiveness of the community. The Village of

Radium Hot Springs continues to maintain high standards as a designated Resort Municipality.

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.

Word-of-mouth remains the highest form of promotion of visitors surveyed at 48.4%, however, Internet and Social

Media has doubled from 2013 to 2014 from 10.2% to 21.9%


Value for Money 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.

Although this question was not in the DMO survey, the comments in the survey indicated the average visitor feels

there is good value for their money. A sample of the comments made were:

• We love to drive through Radium and go to the hot springs on our way to Panorama Mountain village.

The views and the quaint town is beautiful!

• We (me and my wife) visited Hot Radium Springs during a one-day loop tour from Banff in August 2014.

We took a fantastic bath in the public pool and really appreciated Radium Hot Springs people's kindness:

they were so delighted for being visited by Italian tourist coming from so far away.

• Had a lovely time as usual. Brought a friend who has never been. We loved exploring the area and

checking things out. We would go in search of animals every morning and evening. We took advantage of

the restaurants and shops in the area. Love the candy store. So much fun was had and everyone was so

helpful and kind from Radium and the surrounding area. I would love to live there....such a beautiful

place!

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 tourism’s negative transportation impacts (per night

stayed).

The average length of stay of visitors as per

stats from the the visitor centre was 2.9 days.

This results in a:

• 36% increase compared to the previous

year.

• 8% increase compared to the base year.

Comparisons:

Invermere recorded the greatest number of

days at 4.6, with Golden recording the fewest

days at 1.67.


3.6. Economic Outcomes The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS) and

is reported by the WCS 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 impact of investments in infrastructure, projects and

programs.

3.6.1. Section Summary Despite an increase in room revenues in 2014, economic outcomes measured by room revenue have decreased since

the base year. Non-market change in the value of commercial property reflects minor decreases from the start year.

The number of visitors to the visitor centre defies provincial trends and increased in almost every period since the base

year.

Resort Municipality Commentary on Community Outcomes

The Village of Radium Hot Springs is a unique community with regards to tourism. The economic outcome

measurement of non-market change in the value of commercial property is not a direct comparison to the conditions

occurring in the Village. During the base year of 2008, the economy was strong and Radium Hot Springs was

experiencing growth in permanent shadow accommodations ie. construction of condos and strata units. Since 2008

there has been the decline in the overall economy, however the Village has maintained its shadow population. These

residents visit and ‘vacation’ in the valley. They use the local businesses in the valley, not just Radium. Since 2008 the

valley has had major chain stores open such as Canadian Tire and a No Frills grocery store. The shadow population

frequently invites friends or extended family members to join them, or they rent out their place. These rentals are not

being recorded in the accommodation statistics. These guests to the community continue to use the core services and

tourism services like the Visitor Information Centre provided by Radium. The Radium Visitor Information Centre is also

the first centre visitors to the Columbia Valley encounter when arriving from the North or the East. Thus the numbers

reflected at the Radium Visitor Information Centre incorporate visitation to the entire Columbia Valley.

One of Radium Hot Springs’ main challenges is finding sustainable funding for the vital service provided by the Visitor

Information Centre. This is a common issue within the region and key stakeholders are coming together to explore

potential solutions to this concern.

Radium’s Visitor Information Center



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 was $6.2 million, $.7

million more than the previous year. This

results in a:

• 12% increase from the previous

year.

• 14% decrease compared to the base

year.

Comparisons

• 35% lower than the 21% total RM

increase from the base year.

• 39% lower than the 25% increase by

the province from the base year.

Visitor Numbers A resort community’s 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 visits resulted in an average of

18.8 visitors per hour or a total of 58,782

visitors. This results in a:

• 14% increase from the previous year.

• 26% increase compared to the base

year.

Comparisons

• 34% greater increase than the RM

average decrease of 20% from the

base year.

• 50% greater increase compared to

the Provincial decrease of 24% 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.

Non-market assessment in business and

recreation classes totals $28 million. This

results in a:

• 1% or $.2 million increase from the

previous year.

• 4% decrease compared to the start

year.

Number of Business Licenses The number of businesses in a community reflects economic success and potential diversity of tourism offerings.

Breaking the results out by tourism business can provide a more direct measure of tourism growth.

The number of active business licenses totaled

152 in 2014. This results in a:


• 1% decrease for the 3 year rolling average.

Other:

• Results peaked in 2008, and trailed at the

lowest point in 2013.

• The decrease from the start year is mainly

to do with construction activity.

Contractors will obtain a business license

when working within the municipality. The

Village is experiencing a slight increase in

construction activity.


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 WCS for this year. Positive results in this outcome section generally facilitate a strong foundation to

support a positive visitor experience and economic outcomes. Results in this area show trends over time and should be

looked at as a long term result of a combination of factors.

3.7.1. Section Summary

The foundation to support a positive visitor experience and economic outcomes shows some variations from base year.

The median income as well as proportion of homes owned by part-time residents increased since the base year while

the feeling of a ‘sense of belonging’ in the region has stayed about the same. Housing affordability improved recently

and is better than the RM average, but housing is less affordable than the base year. Measures of community life such

as ‘crime rates’ declined in a positive direction since the base year, though realized a minor increase in 2014.

‘Greenhouse gas emissions’ increased in a slightly negative direction, though the results are from 2010.

Resort Municipality Commentary on Community Outcomes

When reviewing the Community Outcomes supporting tourism development, there were a few observations made.

With regards to the median income, Radium Hot Springs employment is primarily tourism service jobs. While these jobs

service the 3rd largest economy within BC, they are lower paying and typically seasonal positions. The visitor

concentration of part time resident property ownership is currently at 71% and has little effect on the sense of

community as both permanent and part time residents are still very positive. Even though the housing market in the

Valley has experienced a correction in pricing and since 2008 there are less condominium units available, the affordable

housing situation in the valley is still a concern. Due to tourism jobs being lower paying employment and the popularity

from the affluent Alberta market forcing property values higher, it makes it difficult for first time homeowners to

purchase property. The RCMP are reporting that Radium Hot Springs has a 7% decrease in calls and thus experiences

different results than shown in the unlawful incident statistics. The Columbia Valley RCMP Detachment continues to

focus their priorities on the following: Drug & Alcohol Abuse, and Visibility and Traffic Safety. Although we do not have

a statistic for ‘Sense of Belonging’, a few comments at the Visitor Information Center indicate the level of comfort when

in Radium…

‘Sense of Belonging Comments collected at the Visitor Information Centre’

“Had a lovely time as usual. Brought a friend who has never been. We loved exploring the area and checking things

out. We would go in search of animals every morning and evening. We took advantage of the restaurants and shops

in the area. Love the candy store. So much fun was had and everyone was so helpful and kind from Radium and the

surrounding area. I would love to live there....such a beautiful place!”

“The only place that I can totally relax and feel at peace”

“Always love our trips to Radium, have been coming for 25years.”

The last chart noted in this section (Section 3.7.2.) is regarding Greenhouse Gases. Since 2007, Radium Hot Springs will

have seen an increase of greenhouse gases due to the increase of assets. For example, a new fire hall has been built,

and the sewer treatment plant has had new, larger blowers installed thereby increasing its capacity to treat sewage.

The Village has minimized the impact of greenhouse gases by installing solar lights along the boulevard instead of using

electric lights.



Median Income Median individual income can help reflect a community's overall economic wellbeing. As a proxy of purchasing power, it is also

one measure contributing to individual quality of life. Median income is a commonly measured indicator and is readily

comparable across communities.

The latest reported median income was

$32,690. This results in a:

• 10% increase from the previous

reporting year.


year.

Comparisons

• 4% lower than the RM average increase

of 15% from the base year.

• The RM average was $31,277

Visitor Concentration As communities become more and more popular as destinations, a sense of community and culture can be lost as desires of

those living outside the community supersede local needs. While the ideal balance varies from community to community,

measuring this indicator helps to identify one driver of tourism development and its impact on the local community and

culture.

In 2014, 76% of the property parcels were

owned by part-time residents. This results in a:

• Similar result to the previous year.

• 2% increase from the base year.

Comparisons

• Most RMI communities have

experienced little change from the base

year, though some, such as Ucluelet

have seen an increase of 11%.


Affordable Housing Most resort communities have identified resident housing as an important strategy in order to retain a vibrant

community and to maintain a strong local workforce. Housing costs generally represent residents’ largest

expenditure and is a significant factor in determining where local employees choose to live.

The average price of a home was 7.16 times

larger than the annual median income for the

most recent reporting period. This results in a:

• 14% decrease from the previous year.


year.

Comparisons

• 23% greater increase than the RM

average of 0% change from the base

year.

• Radium’s average was 12.37 times the

median income.

Unlawful Incidents Safety and security are important aspects of community life and contribute to a positive resort experience.

Information on crime rates provides a better understanding of the actual and perceived safety of residents and

visitors.

There were 79 reported unlawful incidents per

1,000 population in the most recent year. This

results in a:


• 33% decrease compared to the base

year.

Comparisons

• 1% less of a decrease compared to the

RM average decrease of 34% from the

base year.

• Radium’s average for 2013 was

87/1,000 population.


Resident Sense of Belonging A ‘sense of belonging’ to a community contributes to the community’s social fabric and the strength of the

relationships among community members. These relationships are often important in helping individuals and

groups in a community organize for work, play and community development. A sense of belonging can be

negatively impacted by tourism development and lead to tension between residents and visitors.

In the most recent reporting period 69% 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% decrease from the previous year,

though statistically there was no change.

• 2% increase compared to the base year.

Comparisons

• The RM average for 2012 was 71%.

• The provincial average was 68%

Greenhouse Gas Emissions – Annual GHG per capita 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, and visitor experiences as well as

directly impacting the local natural environment. Visitors and conference planners alike are beginning to make

travel decisions based on environmental progress in this area.

Greenhouse gas emissions in the most recent

reporting year amounted to 7 tonnes per capita.

This results in a:

• 3% increase from 2007.

Comparisons

• 3% greater increase than the RM average

of 0% change.

• The RM average for the recent reporting

year was 8.3 tonne


4. Financial Report for 2014

4.1. 2014 Expenditures

4.2. Other Funding Sources

RMI Activity

Amount in

Reserve

pre-2014

(Reported)

Community

Redirection

of Reserve

Funds

2014

Amount

Received

(TUA)

2014

Amount

Spent

Under/

Overspend

(Reserve)

Notes

Infrastructure

Tourism Signage $60,395 $ $31,890 -$28,505

Phase one of the directional signs,

changeable information sign and the

relocation of the 'Mountains Shall

Brings Peace' sign has been completed.

Informational Kiosks are slated for

2015.

Sidewalk Connector

to Hot Pools $ $40,243 -$40,243

Investigations have indicated concerns

over the affordability.

Beautification

Initiatives $967 $9,300 $8,609 -$1,658

Ongoing efforts to enhance the Vil lage's

attractiveness continue.

Programs and Events

Adventure Radium

Youth Camp $920 $18,000 $16,927 -$1,993

Summer program continues to be a key

attraction for the shadow population

and visitors upon arrival.

Events & Festivals -$831 $40,000 $27,209 -$11,960

This was underspent this year as Event

Coordinator battled with health issues.

Evaluation, Monitoring and Program Administration

Monitoring &

Reporting $ $3,000 $3,000 $

Monitoring and reporting of this

program continues to be one of the most

comprehensive and extensive of the

Government programs.

TOTAL -$61,450 $ $110,543 $87,635 -$84,359


4.3. Budget and Revenue Overview


5. Conclusion and Outlook

In 2013, the Village of Radium Hot Springs had learned a few lessons and made adjustments accordingly. One

of the main adjustments was to have a dedicated Event Co-ordinator, who concentrated on the ‘heads-n-

beds’ element of the Resort Municipality Initiative. In 2014, a contract was created and an Event Co-ordinator

was hired. Unfortunately, as the year progressed, a health issue suffered by the Event Co-ordinator

prevented the outcomes targeted. Despite the setback with the Event Co-ordinator positive progress was

made towards targeting the shoulder season for increased visitation numbers. The Village staff, with the

collaboration of Tourism Radium, intends to continue to work towards increasing occupancies in the shoulder

season by creating events for specific groups living outside of the region.

Alberta is a key market for Radium Hot Springs. The current economic state of lower oil prices will affect our

area. In 2014 there were layoffs and reduced work days for employees in this industry. It is expected that this

will continue to occur into 2015. The severity of the cut backs will directly be reflected in the visitation

numbers as Albertans reduce non-essential spending patterns. This may affect both our secondary

homeowner population as well as visitations.

Another market that has seen a different pattern is the USA market. As the Canadian dollar declines in

relation to the American dollar we are seeing increased traffic from our neighbours to the south. The

Olympics in Vancouver has certainly assisted in marketing the province as a destination. We anticipate that

this will continue especially as Canada hosts the Women’s FIFA Soccer and once again brings Canada and the

Province of BC to the forefront as a spectacular place to visit.

Documents

Resort Municipality Initiative - Radium Hot Springs 2014 Annual RMI... · Resort nicipal Initiative Report for Year 2014 - Village of Radium Hot Springs - [1] Radium Resort Municipality