Resort Municipality Initiative Resort Development Strategy 2019/2020 – 2021/22

Submitted by:

The City of Rossland in association with Tourism Rossland

Prepared by: Andras Lukacs Contents Background ...... 3 Vision ...... 5 Goals ...... 5 Stakeholder Consultation...... 6 Linkages to Other Plans ...... 7 RMI Project Overview ...... 9 Three-Year Financial Plan ...... 18 Performance Measurement Approach ...... 19 Appendix A – Letters of Support ...... 20

Background

Rossland is located in the beautiful Kootenay Rockies region of , and is home of RED Mountain Resort, Big Red Cats, Redstone Resort, Black Jack Ski Club and an over 200-kilometre network of professional maintained single-track trail system. The Rossland has historically been a winter destination owed to RED Mountain Resort’s popularity and success. However, due to product development and marketing efforts, our summer season have also seen a considerable increase in the amount of mountain biking and golf visitors.

The community started working towards becoming a four-season resort-destination with key tourism products of alpine and cat skiing, mountain biking and golf. Our beautiful heritage downtown, the growing food scene, vibrant retail sector, arts and cultural events and a broad range of outdoor recreational activities provide diverse visitor experiences. Our destination also worked collaboratively with neighboring communities to bring more visitors to our region.

Tourism Rossland has worked to increase visitation, especially during the summer season. The graphs below illustrate both the annual growth and the seasonality in tourism revenues based on the Municipal and Regional District Tax:

Annual Hotel Revenue $6,000,000.00

$5,000,000.00

$4,000,000.00

$3,000,000.00

$2,000,000.00

$1,000,000.00 $1,914,703.00 $2,540,836.50 $2,692,135.00 $2,210,398.50 $2,615,721.00 $2,520,666.50 $2,947,101.00 $3,532,428.00 $4,456,867.50 $3,251,914.50 $4,529,847.33 $4,538,215.00 $5,523,654.33 $- 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Monthly Accommodation Revenue $1,200,000.00

$1,000,000.00

$800,000.00

$600,000.00

$400,000.00

$200,000.00

$-

2018 5 Year Average

The highly anticipated opening of The Josie Hotel and the Nowhere Special Hostel at the base of Red Mountain in 2018 diversified our accommodation offering and increased the room inventory of our resort community. Continued improvements at RED Mountain Resort, most notably the installation of a new , and summer trail developments will help establish Rossland as a year-round destination.

With all these developments in mind, it is important to acknowledge that access is still the major challenge for our destination. Our main winter gateways are West Kootenay Regional Airport, Spokane International Airport and International Airport. Frequent cancelations at the West Kootenay Regional Airport are a limiting factor to growth. Rossland is also relatively far from major Canadian and US cities (Vancouver, Calgary and Seattle) limiting rubber-tire traffic to our destination.

The Resort Municipality Initiative has been an important catalyst of economic growth and resort development for Rossland in the past. Our community was able to purchase and install tourism-oriented signage and banners, support the development and improvement of our official Visitor Centre at the Rossland Museum and Discovery Centre. We were able to address some of our access issues by supporting the Spokane Airport Shuttle. This service is a sustainable business that that requires minor subsidies now. Our destination was also able to leverage RMI funding to establish the Rossland Ski Shuttle and provide a reliable transportation option between Rossland and RED Mountain Resort.

Vision

Rossland will be a resilient, economically diverse and sustainable four-season resort destination of choice for visitors. Our tourism sector development will be guided by the community’s vision and values. Our destination will provide a warm and friendly environment with competitive facilities and tourism products to serve our core markets and help us develop new ones.

Goals

- To increase overnight stays by 2% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. - To increase summer visitation (June – August) by 5% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. - To increase the passenger volume of the Rossland Ski Bus by 3% using 2018/2019 as a base year. - To increase the passenger volume of the Spokane Ski Shuttle by 3% per year using 2018/2019 as a base year. - To establish a Kelowna Ski Shuttle and increase passenger volume by 5% per using 2019/2020 as a base year. - To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Stakeholder Consultation

The goals and projects of this Resort Development Strategy were identified through a review of existing business intelligence data, industry best-practices and stakeholder consultation process.

The first phase of consultation included the City of Rossland, major tourism-related businesses and support organizations.

The initial project plan was presented to the Board of Directors of Tourism Rossland Society for approval. Members of this board represent all sectors of the Rossland tourism industry:

• Accommodations sector • RED Mountain Resort • Redstone Golf Resort • Red Resort Association • Trail and District Chamber of Commerce • Retail sector • Cafes, pubs and restaurants sector • Kootenay Columbia Trail Society • Black Jack Ski Club • Rossland Council for Arts and Culture • Rossland Museum and Discovery Centre

The draft version of the Resort Development Strategy was circulated to almost 300 stakeholders of Tourism Rossland for additional feedback. The draft strategy was also posted online for general feedback.

After considering feedback and collecting letters of support from key tourism stakeholders, the plan was submitted for approval to the Ministry of Tourism, Arts and Culture.

Finally, the plan was formally adopted by the Rossland City Council.

Linkages to Other Plans

This strategy was developed to be consistent with key municipal, regional and provincial planning documents. These linkages are highlighted below.

Rossland Official Community Plan

• https://rossland.civicweb.net/filepro/documents/5303?preview=5304 • Key objectives and policies of the OCP that are supported by the Resort Development Strategy: • Growth Management • Parks and Trails • Heritage • Downtown Core • Transportation • Community Economic Development

City of Rossland Active Transportation Plan

• http://www.rossland.ca/sites/default/files/city-hall_report_active-transportation-plan_2009- 01-10.pdf • Key objectives of the plan that supported by the Resort Development Strategy: • Economic development • Visitor safety (pedestrians and cyclists) • Environmental stewardship: decreasing car traffic and related emissions

Tourism Rossland Strategic Plan

• https://tourismrossland.com/pdfs/2012%20Strategic%20Plan%20final.pdf • Organization objectives that are supported by the Resort Development Strategy: • Grow year-round visitor revenues through focused investment in marketing and sales • Strengthen the visitor experience directly and through support of local industry • Build strong community support for the tourism industry and for the leadership role played by Tourism Rossland

Tourism Rossland 2019 MRDT Tactical Plan

• Strategies that are supported by the Resort Development Strategy: • Grow year-round tourism revenues through strategic investment • Improve visitor experience • Build strong community support for the tourism industry

Lower Columbia Tourism Strategic Plan

• https://tourismrossland.com/pdfs/Lower%20Columbia_Final.pdf • Strategies and tactics that are supported by the Resort Development Strategy: • Proactively target and secure additional event hosting opportunities and maximize associated length of stay/spending/repeat visitation • Strategically invest in the development and promotion of new and existing festivals and events during ‘need’ periods • Invest in Lower Columbia marketing assets for use in marketing activities and build awareness of experiences/reasons to visit and stay multiple nights • Create and promote itineraries targeted to regional travellers seeking a ‘getaway’

West Kootenay-Revelstoke Destination Development Strategy

• https://www.krtourism.ca/wp-content/uploads/2019/01/West-Kootenay-Revelstoke- Destination-Development-Strategy_low-res.pdf • Strategic Priorities that are supported by the Resort Development Strategy: • Improve access, signage and infrastructure • Improve business operating conditions • Enhance experiential quality and variety • Protect the environment and pursue environmental sustainability

Strategic Framework for Tourism in B.C.

• https://www2.gov.bc.ca/assets/gov/tourism-and-immigration/tourism-industry-resources/our- tourism-strategy/welcoming_visitors_benefiting_locals_working_together_-_final.pdf • Key priorities that are supported by the Resort Development Strategy: • Supporting people and communities • Sustainably growing the visitor economy • Respecting nature and the environment

RMI Project Overview

RMI Project Title Gateway Improvements

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description Develop welcoming and memorable gateways to Rossland focusing on the following locations: Highway 22 entry, Highway 3B entry, Washington Street downtown entry. Improvement will include welcome signage, beautification and streetscape improvement and visitor signage.

Project rationale Currently our community is lacking welcoming and memorable gateways on Highway 22, Highway 3B and Washington Street. The proposed improvements will build on previous improvement projects and establish a cohesive look of the community. By improving the identity of Rossland as a resort community, these improvements will enhance visitor experience, orient visitors to attractions and support tourism product development.

Project status New Project Project milestones Anticipated Start Date June 1, 2019 Anticipated Completion October 30, 2021 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase summer visitation (June – August) by 5% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 3. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Program Outcome(s): 1. Extended/diversified tourism season 2. Increased visitation/return visitation 3. Improved visitor experience

Accessibility-related project (if yes, please describe)

Additional Benefits (please describe) Performance Measurement 1. Engineering and design phase for three locations (please include measures used 2. Site preparation for three locations to evaluate project progress) 3. Signage installation, beautification and landscaping for three locations Project Lead/Manager Andras Lukacs, Tourism Rossland Society

Funding sources Total RMI Funding $50,000 City of Rossland $10,000 City of Rossland (in-kind) $5,000

Total Cost of Project $65,000

RMI Project Title Bike Wash Station

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description The City of Rossland in collaboration with Tourism Rossland, Central Kootenay Invasive Species Society, Sourdough Alley Holdings Inc., Revolution Cycles, Kootenay Columbia Trail Society propose installing a bike wash station at the square adjacent to Revolution Cycles and the Rossland Brewery.

Project rationale Invasive species can be spread via bikes and associated gear. We aim to reduce the potential for invasive species spread onto our trails from bikes by providing an easy way for tourists to clean their bikes before and after hitting the trail. Introduction of new invasive species could negatively impact biodiversity and cause increased maintenance costs to our trail system. Via signage and the bike wash station, we hope to educate the public on the spread of invasive species and their part in reducing that spread.

Additionally, the proposed improvement to the site would create a safe and welcoming staging area adjacent to parking and a bike shop for local tourism operators.

Project status New Project Project milestones Anticipated Start Date June 1, 2019 Anticipated Completion August 30, 2020 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase summer visitation by 5% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 3. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year. Program Outcome(s): 1. Extended/diversified tourism season 2. Increased visitation/return visitation 3. Improved visitor experience 4. Improved sustainability

Accessibility-related project (if yes, please describe)

Additional Benefits (please describe)

Performance Measurement 1. Engineer Planning (please include measures used 2. Site preparation, plumbing and unit installation to evaluate project progress) 3. Educational signage installation Project Lead/Manager Andras Lukacs, Tourism Rossland Society

Funding sources Total RMI Funding $20,000 City of Rossland (in-kind) $3,000 CKISS (in-kind) $5,000

Sourdough Alley Inc. (in-kind) $20,000 Total Cost of Project $48,000

RMI Project Title Downtown Public Washroom

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description Building an accessible, family friendly public washroom facility downtown Rossland.

Project rationale Currently, we do not have a public washroom downtown. This is a significant issue for our visitors. In the past, local businesses directed visitor the Rossland City Hall. As this is no longer an available option, visitor use local businesses (The Gold Rush Bookstore, Laundry Dog Laundromat or Kootenay Gateway). We receive constant feedback from the business community that they are reluctant to provide this service for non-paying customers and would like to see the development of the public washroom. Additionally, the facility would be a great public asset for our residents as well. The project includes beautification and streetscape improvements at the proposed site as well.

Project status New Project Project milestones Anticipated Start Date May 1, 2020 Anticipated Completion September 1, 2020 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase summer visitation (June – August) by 5% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 3. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Program Outcome(s): 1. Extended/diversified tourism season 2. Increased visitation/return visitation 3. Improved visitor experience

Accessibility-related project The proposed facility would be accessible and family-friendly. (if yes, please describe) Additional Benefits (please describe)

Performance Measurement 1. Engineering and design (please include measures used 2. Site preparation and construction to evaluate project progress) 3. Beautification and landscaping Project Lead/Manager Andras Lukacs, Tourism Rossland Society

Funding sources Total RMI Funding $90,000 City of Rossland (via grants) $90,000 City of Rossland (in-kind) $15,000

Total Cost of Project $195,000

RMI Project Title Trail Building

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description Building an easily accessible, beginner friendly mountain biking trail connecting the Larch Ride trail network to the RED Mountain trial network.

Project rationale Our current trial system does not provide enough easily accessible trails that are beginner friendly. The proposed project would diversify our tourism infrastructure and offer exceptional visitor experience to a currently underserved market (beginner mountain bikers, non-mountain biking visitors who are curious about the sport, business travellers with extra time, young families with children). Further, it would encourage product development (mountain bike shuttles, introduction to mountain biking courses).

The proposed infrastructure project also supports current City of Rossland initiatives that look to implement recommendations contained in the Active Transportation Plan.

Project status New Project Project milestones Anticipated Start Date June 1, 2019 Anticipated Completion September 30, 2021 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase summer visitation (June – August) by 5% per year as measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 3. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Program Outcome(s): 1. Extended/diversified tourism season 2. Increased visitation/return visitation 3. Improved visitor experience

Accessibility-related project (if yes, please describe)

Additional Benefits (please describe)

Performance Measurement 1. Land-use permits are secured (please include measures used 2. Trail plan and design to evaluate project progress) 3. Trail building Project Lead/Manager Andras Lukacs, Tourism Rossland Society

Funding sources Total RMI Funding $85,000 KCTS (Grants) $125,000 City of Rossland (in-kind) $10,000

Total Cost of Project $220,000

RMI Project Title Rossland Ski Shuttle

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description The Rossland Ski Shuttle provides frequent shuttles between RED Mountain Resort and downtown Rossland.

Project rationale Limited transportation options are available in Rossland to move between the and downtown hotels and businesses. Additionally, the service alleviates vehicles traffic, lowers the environmental footprint of winter visitors, improves parking and helps reduce impaired driving. It also helps attracting and retaining labour force to improve tourism businesses’ operations and the visitor experience. Project status Ongoing Project (from previous RDS) Project milestones Anticipated Start Date December, 2019 Anticipated Completion April, 2021 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase the passenger volume of the Spokane Ski Shuttle by 3% per year using 2018/2019 as a base year. 3. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Program Outcome(s):

1. Increased visitation/return visitation 2. Improved visitor experience 3. Improved sustainability

Accessibility-related project (if yes, please describe)

Additional Benefits Increased collaboration between tourism stakeholders (please describe)

Performance Measurement 1. Total number of passenger volume (please include measures used to evaluate project progress)

Project Lead/Manager Andras Lukacs, Tourism Rossland

Funding sources Total RMI Funding $75,000 Industry Partners (RED Mountain Resort, The $160,000 Josie Hotel, etc.) Ticket and Bus Pass sales $30,000

Advertising Revenue $30,000

Total Cost of Project $295,000

RMI Project Title Spokane and Kelowna Shuttle

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description Continued subsidy to maintain a daily ski shuttle service between Spokane International Airport and Rossland. Given the decreasing subsidy required to run this program, we would like to pilot a similar project providing daily shuttle service between Rossland to the Kelowna International Airport during the winter season.

Project rationale Because limited transportation solutions are available to the Spokane International Airport, subsidizing this shuttle is essential for our destination. The subsidy required to maintain this service is steadily declining, indicating a market need. During the 2019-2021 RDS cycle, we would like to explore the possibility of establishing a similar service between Kelowna and Rossland. The service also helps reduce car traffic to Rossland and directly encourages our visitors to use the Rossland Ski Shuttle while in town. Project status Ongoing Project (from previous RDS) Project milestones Anticipated Start Date December, 2019 Anticipated Completion April, 2021 Project goal and how it Project Goal(s): relates to the Program’s 1. To increase overnight stays by 2% per year as measured by the Outcomes Municipal and Regional District Tax using 2018/2019 as a base year. 2. To increase the passenger volume of the Spokane Ski Shuttle by 3% per year using 2018/2019 as a base year. 3. To establish a Kelowna Ski Shuttle and increase passenger volume by 5% per using 2019/2020 as a base year. 4. To increase the number of tourism-related business licenses by 2% using 2018/2019 as a base year.

Program Outcome(s): 1. Increased visitation/return visitation 2. Improved visitor experience 3. Improved sustainability

Accessibility-related project (if yes, please describe)

Additional Benefits Increased partnerships and collaboration between , (please describe) Nelson Kootenay Lake Tourism and Spokane International Airport.

Performance Measurement 1. Total number of passengers (Spokane and Kelowna) (please include measures used 2. Number of trips per season without subsidy (Spokane and Kelowna) to evaluate project progress) 3. Total subsidy required to run the service (Spokane and Kelowna) Project Lead/Manager Andras Lukacs, Tourism Rossland

Funding sources Total RMI Funding $12,000 Other – RED Mountain Resort $12,000 Other – Nelson Kootenay Lake Tourism $12,000

Other – Whitewater Ski Resort $12,000 Total Cost of Project $48,000

Three-Year Financial Plan Potential 2021 Carryover 2019 2020 2021 Total RMI Allocation 2022 2023

Carryover from previous year $ 41,904.00 $ 91,088.97 $ 39,544.41 $ 757.95

Interest earned on carryover $ 95.97 $ 455.44 $ 213.54

Anticipated RMI Funding $120,089.00 $100,000.00 $100,000.00 $ 320,089.00 Total Funds Available $162,088.97 $191,544.41 $139,757.95 Anticipated Spending Tourism Infrastructure, Amenities, or Capital Purchases: Gateway Improvements $ 20,000.00 $ 15,000.00 $ 15,000.00 $ 50,000.00 Bike Wash Station $ 12,000.00 $ 8,000.00 $ 20,000.00 Public Bathroom $ 90,000.00 $ 90,000.00 Trail Building $ 85,000.00 $ 85,000.00 Sub Total $ 32,000.00 $113,000.00 $ 100,000.00 $ 245,000.00

Tourism Services, Programs or Events: Rossland Ski Bus $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 75,000.00 Spokane/Kelowna Shuttle $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 12,000.00 Sub Total $ 29,000.00 $ 29,000.00 $ 29,000.00 $ 87,000.00

Administration (if applicable): Program staff $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 25,500.00 Travel to Spring RCC $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 4,500.00 Performance Measurement Sub Total $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 30,000.00

Total Spending: $ 71,000.00 $ 152,000.00 $ 139,000.00 $ 362,000.00 Carry forward (if any): $ 91,088.97 $ 39,544.41 $ 757.95

Performance Measurement Approach

Based on the recommendations of the RMI Performance Measurement Committee, we will implement the following approaches in addition to individual project performance measurements indicated above:

1. Annual volume and percent increase of overnight stays measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 2. Seasonal volume and percent increase of summer visitation (June – August) measured by the Municipal and Regional District Tax using 2018/2019 as a base year. 3. Seasonal volume and percent increase of passenger volume of the Rossland Ski Bus using 2018/2019 as a base year. 4. Total volume and percentage increase of passenger volume of the Spokane Ski Shuttle using 2018/2019 as a base year. 5. Total volume and percentage increase of passenger volume of Kelowna Ski Shuttle a using 2019/2020 as a base year. 6. Total number and percent increase of tourism-related business licenses using 2018/2019 as a base year.

Appendix A – Letters of Support

Rossland Council for Arts & Culture PO Box 405 Rossland, BC V0G 1Y0 [email protected] www.rosslandartscouncil.com

May 10, 2019

Re: Letter of Support for Rossland’s Resort Municipality Initiative Resort Development Strategy

To Whom It May Concern,

On behalf of the Rossland Council for Arts and Culture, I am pleased to express support for the Resort Municipality Initiative Resort Development Strategy developed by Tourism Rossland on behalf on the City of Rossland.

The RCAC sees many benefits to the projects outlined in the Resort Development Strategy. The initiatives align with the community’s overall development goals of becoming a resilient, economically diverse and sustainable four-season destination delivering remarkable visitor experiences. We are particularly excited about the infrastructure-related programs as they not only broaden the appeal of the resort community beyond its main drawn but help in the development of crucial summer infrastructure, assist tourism product development, and create opportunity for collaboration with local artists.

We look forward to these collaborative projects and hope to participate as these projects increase Rossland’s vibrancy and economy.

Sincerely,

Theshini Naicker Board President Rossland Council for Arts and Culture [email protected]

7 May 2019

Kootenay Gateway PO BOX 2258 2118 Columbia Avenue Rossland, BC V0G1Y0

To Whom It May Concern:

On behalf of Kootenay Gateway, I am pleased to express support for the Resort Municipality Initiative Resort Development Strategy developed by Tourism Rossland on behalf on the City of Rossland.

Our organization sees many benefits to the projects outlined in the Resort Development Strategy. The initiatives align with the community’s overall development goals of becoming a resilient, economically diverse and sustainable four-season destination delivering remarkable visitor experiences. Two of the proposed projects help address winter access and transportation issues. Additionally, infrastructure-related programs broaden the appeal of the resort community beyond its main drawn, help in the development of crucial summer infrastructure and assist tourism product development.

We look forward to these collaborative projects as an important catalyst of economic growth and resort development for Rossland and our region.

Sincerely,

Natasha Lockey

Director

Joel Jackson General Manager 08 May 2019

To Whom It May Concern,

On behalf of the Prestige Mountain Resort Rossland, I am pleased to express support for the Resort Municipality Initiative Resort Development Strategy developed by Tourism Rossland on behalf of the City of Rossland.

Sincerely,

Joel Jackson

General Manager

Prestige Mountain Resort Rossland

Box 1958, 1919 Columbia Avenue, Rossland, BC V0G 1Y0

P: 250 362 7375 [email protected]

https://www.prestigehotelsandresorts.com/business/corporate-getaway/

250•364•6461 Suite #1 – 1355 Pine Avenue, Trail, BC V1R 4E7

May 10, 2019

RE: Resort Municipality Initiative - Resort Development Strategy

To Whom It May Concern:

On behalf of the Lower Columbia Initiatives Corporation, I am pleased to express support for the Resort Municipality Initiative Resort Development Strategy developed by Tourism Rossland on behalf on the City of Rossland.

The Lower Columbia Initiatives Corporation (LCIC) is committed to a cohesive, comprehensive, region-wide approach to drive economic growth in the “Lower Columbia” sub-region of the West Kootenay (Trail, Rossland, Fruitvale, Warfield, Montrose and Regional Districts Area A & B), and assists existing business and industry to maintain a healthy economic climate, while identifying and pursuing new economic opportunities (www.lcic.ca).

In addition to investment opportunities, our economic development strategy emphasizes the incredible lifestyle available in our region as part of attracting entrepreneurs and new workers. A key part of the lifestyle attraction is maintaining our recreational industry, and Tourism Rossland’s work is a crucial to the industry’s success. Our mandate includes ensuring economic diversity through the initiative which means that we support strategies undertaken by all industries in the region.

Our organization sees many benefits to the projects outlined in the Resort Development Strategy. The initiatives align with the region’s overall development goals of becoming a resilient, economically diverse and sustainable four-season destination delivering remarkable visitor experiences. Two of the proposed projects help address winter access and transportation issues. Additionally, infrastructure-related programs broaden the appeal of the resort community beyond its main drawn, help in the development of crucial summer infrastructure and assist tourism product development.

We look forward to these collaborative projects as an important catalyst of economic growth and resort development for Rossland and our region.

Sincerely,

Terry Van Horn Executive Director Lower Columbia Initiatives Corporation

May 20, 2019

To Whom It May Concern:

On behalf of RED Mountain Resort, I am pleased to express support for the Resort Municipality Initiative Resort Development Strategy developed by Tourism Rossland on behalf on the City of Rossland.

Our organization sees many benefits to the projects outlined in the Resort Development Strategy. The initiatives align with the community’s overall development goals of becoming a resilient, economically diverse and sustainable four-season destination.

Two of the proposed projects help address winter access and transportation issues. These are key components in creating a sustainable resort municipality. Additionally, infrastructure-related programs broaden the appeal of the resort community beyond its primary market and help in the development of crucial summer infrastructure. These projects will add to our community’s ability to deliver remarkable visitor experiences.

We look forward to these collaborative projects as an important catalyst of economic growth and resort development for Rossland and our region.

Sincerely,

Don Thompson, President