The Corporation of the City Of

THE CORPORATION OF THE CITY OF FERNIE Resort Development Strategy Advisory Working Group held at 9:00 AM on Tuesday, October 30, 2018 City Hall, 2nd floor Meeting Room at City Hall, 501-3rd Avenue, Fernie, B.C.

AGENDA

Page

. 1. CALL TO ORDER . 2. APPROVAL OF AGENDA AND LATE ITEMS . 3. ADOPTION OF MINUTES . 3 - 7 3.1 Minutes of July 31, 2018 for adoption. 2018-07-31 RDS AWG Minutes . 4. BUSINESS . 8 - 36 4.1 Winter Shuttle Update Partnering Agreement - 2018 Final Operations Agreement - 2018 Final ShuttleSchedule_Poster_2018 . 37 - 45 4.2 Winter Festival and Event Applications - Fernie Nordic Society Aug 2 Intake Funding Matrix Fernie Nordic Society Event Application . 46 - 58 4.3 Winter Festival and Event Applications - Fernie Snowmobile Assoc FSA Event Application FSA FinStatements . 59 - 71 4.4 Winter Festival and Event Application - Reel Canadian Film Festival Reel Cdn Film Fest Application . 72 - 100 4.5 Resort Development Strategy Guidelines and Proposal Resort Development Strategy Guide for 2019-2021 WCS Proposal for Fernie RDS RMI Updates & Reminders . 5. NEXT AWG MEETING . City of Fernie Resort Development Strategy Advisory Working Group of October 30, 2018 Agenda

5.1 December 4, 2018 at 9:00AM . 6. ADJOURNMENT

THE CORPORATION OF THE CITY OF FERNIE

Minutes of a Resort Development Strategy Advisory Working Group held at 9:00 AM on July 31, 2018 in the Council Chamber at City Hall, 501-3rd Avenue, Fernie, BC.

Present Regrets Norm McInnis, CAO Derick Berry, Fernie Central Reservation Courtney Baker, Community at Large Shawn Tomlin, RDEK (Non-Voting) Andy Cohen, Fernie Alpine Resort Councillor Levesque (Non-Voting) Louise Ferguson, Fernie & District Arts Council Mayor Giuliano, Ex-Officio Jikke Gyorki, Tourism Fernie Suzanne Garand, Corporate Officer Julie Kelly, Fernie Trails Alliance Tracy Kelly, Leisure Services Advisory Board Patty Vadnais, Chamber of Commerce Shirley McMahon, Director of Finance

Meredith Daniel, Deputy Clerk Patrick Sorfleet, Manager of Planning

CALL TO ORDER The Chief Administrative Officer called the meeting to order at 9:03 am.

APPROVAL OF AGENDA AND LATE ITEMS

2018-07-31 Agenda Moved by Tracey Kelly THAT 4.9 Station Square and 4.10 Entry Monuments - Gateway Signage be added to the agenda; and

THAT the agenda be adopted as amended. CARRIED

ADOPTION OF MINUTES

2018-07-03 RDS AWG Moved by Patty Vadnais THAT the 2018-07-03 minutes of the RDS AWG be adopted as presented. CARRIED

DELEGATIONS

Minutes of a Resort Development Strategy Advisory Working Group held July 31, 2018

4.1 Resort Development The Chief Administrative Officer reviewed the 2018 Resort Strategy 2015 - 2017 Funding Applications Development Strategy funding structure and process for 2018. Community groups that are not already included in the 2015-2017 Resort Development Strategy will require approval from City Council and the province prior to receiving infrastructure funding.

Conflict of interest rules were reviewed.

4.2 Infrastructure Funding Emma Dressler gave a presentation on behalf of the Elk Valley Swim Request - Elk Valley Swim Club Club to request infrastructure funding for facility equipment. Funding

will be used to purchase a LED scoreboard/timing clock.

4.3 Infrastructure Funding Larry DeMarchi gave a presentation on behalf of Pickleball Fernie to Request - Pickleball request infrastructure funding to support the development of

Pickleball courts. Funding will be used to complete phase one of a design plan to create pickleball courts.

4.4 Infrastructure Request - Pierre Dupont gave a presentation on behalf of the Fernie Pets Society Fernie Dog Park to request infrastructure funding for the Fernie Dog Park. Funding will

be used to build fencing and entry gates for the park.

4.5 Infrastructure Funding Jikke Gyorki gave a presentation on behalf of the Fernie Mountain Bike Request - Dirt Jump Park Club to request infrastructure funding to support the Dirt Jump Park.

Funding will be used to create new jumps, complete track maintenance, promoted safety education and install signage.

4.6 Infrastructure Funding Julie Kelly gave a presentation on behalf of the Fernie Trails Alliance to Request - Fernie Trails Alliance - Pathway 2020 request infrastructure funding to support the 2020 Pathway. Funding will be used to complete preliminary designs and trail engineering.

4.7 Infrastructure Funding Tracey Kelly gave a presentation on behalf of the Leisure Services Request - Leisure Services Advisory Board - Outdoor Rink Advisory Board to request infrastructure funding to support the Outdoor Rink. Funding would be used for electrical supplies, painting, portable toilets, signage and user safety improvements.

4.8 Infrastructure Funding Louise Ferguson gave a presentation on behalf of the Fernie & District Request - Fernie & District Arts Council - Stage Cover Arts Station to request infrastructure funding to purchase a stage cover for the Arts Station building.

Minutes of a Resort Development Strategy Advisory Working Group held July 31, 2018

4.9 Station Square The Manager of Planning provided an update on the Station Square project and answered group inquiries. A landscape architect has been engaged to create a costed project with phased design for the development of the square. Mr. Sorfleet reviewed work completed to date, the current budget and noted that the square’s public art, titled “Hardy Town”, was installed in May 2018. Mr. Sorfleet reviewed the anticipated phased timeline for construction and potential costs. The RDS AWG may receive a request for further funding to support the Station Square project in 2019.

The CAO suggested that the RDS AWG consider adding the Station Square project to the 2019-2021 strategy and noted this strategy will need to be completed for February 2019. The AWG discussed the proposed phased approach for Station Square and agreed that it should be included in the 2019-2021 strategy.

4.10 Entry Monuments - The Chief Administrative Officer reviewed the proposed design plans Gateway Signage for gateway signage and the project budget noting the current design

requires high cost materials. The AWG discussed options to reduce signage costs by amending the design, using alternative building materials or using RDS funds to commission a new design.

Mr. McInnis called for a recess at 10:55 am.

Mr. McInnis reconvened the meeting at 11:10 am.

The AWG discussed opportunities to engage with the Ktunaxa Nation regarding the signage strategy as the current design incorporates First Nation symbolism. Mr. McInnis suggested that decisions regarding entry monuments be postponed until consultation can be undertaken with the Ktunaxa Nation.

Mr. McInnis noted that the available budget for RDS this year is $126,000. The AWG reviewed each request against the funding criteria and agreed the following applications met the Infrastructure Funding criteria:

Elk Valley Swim Club Fernie Pickleball Fernie Dog Park

Dirt Jump Park (perceived conflict: Jikke Gyorki, Fernie Mountain Bike Club exited the meeting during discussions of Dirt Jump Park). Minutes of a Resort Development Strategy Advisory Working Group held July 31, 2018

Fernie Trails Alliance (perceived conflict: Julie Kelly, Fernie Trails Alliance exited the meeting during discussions FTA Pathway TRail).

Outdoor Rink (perceived conflict: Tracey Kelly, member Leisure Services Advisory Board and exited the meeting during discussions of Outdoor Rink).

Arts Station (perceived conflict: Louise Ferguson, employee Fernie & District Arts Council exited the meeting during discussions of Station Square).

Patty Vadnais (perceived conflict: Chamber of Commerce rep Signage Strategy and exited the meeting during discussion of Signage Strategy)

The AWG reviewed the financial requirements of the Station Square and Entry Monuments for the City and designated a portion of the remaining budget to these items.

Moved by Norm McInnis Seconded by Courtney Baker THAT Council approve allocating $126,000 from the 2015-2017 Resort Municipality Initiative Program for infrastructure funding as recommended by the Resort Development Strategy Advisory Working Group (RDSAWG): Elk Valley Swim Club $10,000 Fernie Pickleball $11,000 Fernie Mountain Bike Club - Dirt Jump $10,000 Leisure Services Advisory Board - Outdoor Rink $25,000 Fernie Trails Alliance – Pathway 2020 $10,000 Signage Strategy $20,000 Station Square $40,000 $126,000 CARRIED

BUSINESS

Winter Shuttle Report - Tourism Ms. Gyorki reviewed the 2017/18 Winter Shuttle Report and answered Fernie inquiries. The shuttle provided services to over 14,000 riders. The shuttle service cost $6500 more than budgeted and this shortfall was paid for by the City of Fernie. The 2018/19 budget will be updated to Minutes of a Resort Development Strategy Advisory Working Group held July 31, 2018

reflect a higher operational cost, but operators will endeavor to keep the current rider fee of $4.

NEXT AWG MEETING

September 4, 2018 (9:00AM) The next RDS AWG meeting is scheduled for September 4, 2018 at

9:00 am.

ADJOURNMENT The Chief Administrative Officer adjourned the meeting at 12:40 pm.

Norm McInnis, CAO RDS AWG Chair

Meredith Daniel, Deputy Clerk

I hereby certify the foregoing to be the correct Minutes of a Resort Development Strategy Advisory Working Group held July 31, 2018

PARTNERING AGREEMENT For Shuttle Bus Service (the “Agreement”)

THIS AGREEMENT DATED FOR REFERENCE THIS _____DAY OF ______, 2018

BETWEEN:

THE CORPORATION OF THE CITY OF FERNIE 501 – 3rd Avenue, Box 190 Fernie, British Columbia V0B 1M0

(hereinafter referred to as the “City”) OF THE FIRST PART

AND:

RESORTS OF THE CANADIAN ROCKIES INC. Inc. No. A55106 1505 – 17th Avenue S. W. Calgary, Alberta T2T 0E2

(hereinafter referred to as “RCR”)

OF THE SECOND PART

WHEREAS:

A. the City wishes to partner with RCR for the purpose of providing a municipal service of operating shuttle bus service, whereby RCR will operate buses owned by the City, for service between locations within the City and Fernie Alpine Resort (the “Service”) intended to provide visitors and residents with convenient access to accommodation, shopping, entertainment and recreational activities in the City and at Fernie Alpine Resort, together with RCR, pursuant to section 21 of the Community Charter, S.B.C. 2003, C. 26;

B. the Mayor and Council of the City have determined that the provision of the Service will be of benefit to residents of the City and visitors to the City in general; and

C. RCR wishes to provide the Service to the City in conjunction with Tourism Fernie and the Fernie Chamber of Commerce. To provide the Service, the City agrees to Partner with RCR

- 1 - using the Buses, as further defined in this Agreement, for the purpose of providing the Service. NOW THEREFORE in consideration of the mutual promises and agreements as hereinafter contained, and the sum of $10.00 now paid by RCR to the City and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows:

1. Partner Use and Term

a. Pursuant to the terms of this Agreement, the City hereby offers to RCR the use of two Buses, the make, model and serial number of each bus is set out in Schedule A to this Agreement, (the “Buses”).

b. The Buses shall be available from the City to RCR from the 13th day of December, 2018 to and including the 14th day of April, 2019 (the “Term”), or such earlier date as skiing at Fernie Alpine Resort has been closed for the season.

c. RCR agrees to pay to the City the sum of $10.00 per month plus Goods and Services Tax and Provincial Sales Tax, as applicable, for the duration of the Term representing the amount due and owing for the use of the Buses. All payments for use shall be due and owing in advance of the first day of each and every month during the Term.

d. RCR acknowledges and agrees that it shall operate and maintain the Buses in accordance with the obligations set out in this Agreement and the procedures set out in Schedule B attached to this Agreement.

2. Terms of Use

a. RCR acknowledges and agrees that upon entering this Agreement, it will contemporaneously enter into an agreement with Tourism Fernie and the Fernie Chamber of Commerce detailing the operation of the Service, on terms and conditions satisfactory to the City, acting reasonably (the “Operation Agreement”). The Operation Agreement is attached as Schedule C to this Agreement.

b. RCR acknowledges and agrees that the Buses shall only be used in provision of the Service pursuant to the Operation Agreement. RCR is authorized to use the Buses to complete its daily Staff Shuttle, provided it does not interfere with the provisions of the Service in accordance with the Operation Agreement, and RCR shall be responsible for all costs related to same.

c. RCR acknowledges and agrees that it will pay all employees and contractors, including wages, holiday pay, Employment Insurance and Canada Pension Plan premiums, withholding tax as required by the Income Tax Act, Canada, and any and all other costs or liabilities relating to RCR’s employees during the Term.

- 2 -

3. Conditions of Buses / Maintenance and Repair

a. The City represents and warrants that at the commencement of the operating season, being 13th of December 2018, the Buses will be in good and operating condition and free of damage or defect. All costs associated with this are included in the budget set out in Schedule D. .

b. During the Term of the Agreement, RCR covenants to:

i. pay certain maintenance costs relating to the Buses, which maintenance costs include the cost of oil levels and changes, transmission fluids, brake fluids, air, fuel or oil filters, washing the Buses, cleaning of interior of Buses and cleaning of the windows of the Buses. RCR agrees it will pay for the fuel to run the Buses and operate the Service;

ii. maintain the Buses as would a careful and prudent owner and in accordance with standards that may be prescribed by the National Safety Code and the procedures set out in Schedule B to this Agreement;

iii. collect and remit all applicable Goods and Services Tax and Provincial Sales Tax on all the payment of bus fares, as detailed in the Operation Agreement; and

c. During the Term of the Agreement, the City covenants to:

i. pay certain vehicle maintenance costs, which maintenance costs include replacement and repair of the transmission, replacement and repair of the drive train, replacement and repair of the engine, replacement and repair of the lighting lenses, replacement and repair of the vehicle body and parts, and replacement and repair of the vehicle frame; and

ii. maintain and pay for ICBC insurance on the Buses in accordance with Section 8 of this Agreement.

4. Profit or Loss

a. The parties acknowledge and agree to the Service Budget set out in Schedule D to this Agreement and set out in the Operating Agreement (the “Service Budget”).

b. RCR agrees to pay to the City any profit generated by the Service over the Term. Such profit will be calculated based on the actual contributions, income and expenses incurred in operating the Service and in accordance with the Service Budget. RCR agrees to pay such profit to the City on or before the 1st of August, 2019.

- 3 -

c. The City acknowledges and agrees that it will pay to RCR, and indemnify RCR from any bona fide operating losses that are incurred from the operation of the Service, including but not limited to a failure of either Tourism Fernie or Fernie Chamber of Commerce to make its contribution in accordance with the terms of the Operation Agreement. Such loss will be calculated based on actual expenses incurred in operating the Service and in accordance with the Service Budget. The City shall pay any such loss to RCR on or before the 1st of August, 2019.

d. RCR agrees that it will use all commercially reasonable efforts to maintain accurate records and provide an accurate reconciliation of any profit or loss with those records. The City agrees to hold RCR harmless and indemnify them for any discrepancy or inconsistency between the ridership records and profit earned or loss suffered, as the case may be.

e. In accordance with the terms of the Operation Agreement, RCR will provide a final and full financial report to the City accounting for the profit and loss related to the provision of Service during the Term. RCR acknowledges and agrees that upon request of the City, it will provide access to time cards, payroll reports, gas receipts, maintenance records and receipts, passenger logs, insurance details and receipts, employee or contractor lists relating to the provision of Service at all reasonable times and within 7 Business Days of receipt of written notice requesting same.

5. Breach of Agreement by RCR

a. In the event of a material breach of any term of this Agreement by RCR, or failure to provide the Service pursuant to the Operation Agreement by RCR, then the City may provide written notice of such breach or alleged breach to RCR, and RCR shall have 7 days in which to remedy such breach from the date of such written notice. In the event that RCR should not cure or remedy such breach within such 7-day period, then in such an event, the City may, at its option, terminate this Agreement, and the City shall not be liable to compensate RCR for any loss, damage, or expense, including any consequential loss or damage, that RCR shall sustain by reason of such termination of this Agreement.

6. Breach of Agreement by City

a. In the event of a material breach of any term of this Agreement by City, including the City’s failure to provide any of the maintenance or repair set out in section 3(d) of this Agreement, then in such an event, RCR may provide written notice of such breach or alleged breach to City, and City shall have 7 days in which to remedy such breach from the date of such written notice. In the event that City should not cure or remedy such breach within such 7-day period, then in such an event, RCR, may at its option, terminate this Agreement, and RCR shall not be liable to compensate City for any loss, damage, or expense, including any consequential loss or damage, that City shall sustain by reason of such termination of this Agreement.

- 4 - 7. Independent Contractor

a. It is expressly agreed and understood that RCR is an independent contractor and its agents, servant, employees, contractors and workers shall not be deemed to be either agents, servants, employees, contractors or workers of the City.

b. RCR and City will not in any manner whatsoever commit or purport to commit either Party to the payment of money to any person, firm or corporation as a result of this agreement.

8. Insurance

a. The City shall place and maintain the ICBC Insurance on the Buses during the Term. The terms of the ICBC Insurance policy will specifically name RCR as an additional named insured party in such policy and provide coverage for all RCR employees, agents, contractors, consultants and representatives.

b. The City shall deliver to RCR certificates of insurance evidencing such coverage upon execution of this Agreement and prior to the commencement of the Service.

c. The provision and maintenance of all such insurance policies by the City are fundamental terms of this Agreement.

9. Indemnification

a. RCR shall be liable to, indemnify and hold harmless the City, its officers, directors, employees, agents, contractors, consultants and representatives, from and against all claims, demands, proceedings, actions, damages, costs and expenses, including legal costs on a solicitor and his own client basis, which may be made or brought against the City or which it may sustain, incur or be put to, either directly or indirectly, by reason of RCR’s breach or non-performance of its obligations under this Agreement, including:

i. any breach, violation or non-performance of any covenant, condition or agreement that is to be fulfilled, kept, observed and performed by RCR;

ii. any damage to property of any person or persons relating to the provision of the Service, operation of the Buses, or the performance of its duties under this Agreement; and

iii. any injury to any third person, bus passenger, licensee, invitee, agent or employee of RCR, including death resulting at any time arising from or relating to the provision of the Service.

b. The City shall be liable to, indemnify and hold harmless RCR, its officers, directors, employees, agents, contractors, consultants and representatives, from and against all claims, demands, proceedings, actions, damages, costs and expenses, including legal

- 5 - costs on a solicitor and his own client basis which may be made or brought against RCR or which it may sustain, incur or be put to, either directly or indirectly, by reason of the City’s breach or non-performance of its obligations under this Agreement, including but not limited to the maintenance and repair the Buses or the negligent or willful acts or negligent or willful omission of the City’s employees, agents, contractors or representatives in connection with performance with the maintenance and repair of the Buses and against any loss from the provision of the Service and any loss, be in damages, damage to property of any person or persons, injury to any person, bus passengers, licensee, invitees, agents or employee of RCR, inducing death resulting at any time arising from or relating to any of the City’s breaches of this Agreement or non- performance thereof.

c. This indemnity provision will survive the Term of this Agreement, for a period of two years from the commencement of the Term.

10. No Assignment

No party shall assign this Agreement without the prior written consent of the other party.

11. Notice

Any notice required to be given by this Agreement will be deemed validly given if delivered by hand or addressed by registered mail and will have been received by the other Party two (2) days after posting in any Post Office in British Columbia or on the date of the hand delivery.

Any notice so given shall be addressed:

If to the City:

501 – 3rd Avenue, Box 190 Fernie, British Columbia V0B 1M0 If to RCR:

1505 – 17th Avenue S.W. Calgary, Alberta T2T 0E2

With a copy to:

Miles Davison LLP 900, 517 – 10th Avenue S.W. Calgary, Alberta T2R 0A8 Attention: Ward Mather

- 6 -

12. Entire Agreement

This Agreement shall be deemed to constitute the entire agreement between the City and RCR hereto with respect to the operation of the Service and shall supersede all previous negotiations, agreements, representations and documents made by any party to this agreement.

13. Headings

Any note appearing as a heading in this Agreement has been inserted for convenience and reference only and of itself cannot define, limit or expand the scope or meaning of the agreement or any of its provisions.

14. Governing Law and Severability

This Agreement shall be construed and governed by the laws of the Province of British Columbia and all laws of Canada applicable therein and the parties agree to submit to the exclusive jurisdiction of the courts of the Province of British Columbia and all courts of appeal therefrom. Should any provision of this Agreement be illegal or non-enforceable, they shall be considered separate and several from the Agreement and its remaining provisions shall remain in force and be binding upon the parties hereto as though the illegal or non- enforceable provision had never been included.

15. Binding Agreement

This agreement shall enure to the benefit of and be binding upon the Parties hereto and their respective heirs, successors and permitted assigns.

16. Freedom of Information

Personal information is collected by the City of Fernie pursuant to the Local Government Act, the Community Charter and other Provincial Acts and Statutes and City By-Laws for the purpose of administering City operations. Information in this agreement may routinely be made available to the public under freedom of information legislation.

- 7 - IN WITNESS THEREOF the Parties hereto have executed this Agreement date first above written.

THE CORPORATION OF THE CITY OF RESORTS OF THE CANADIAN ROCKIES FERNIE INC.

By______By:______Authorized Signatory Authorized Signatory

By______Authorized Signatory

- 8 - Schedule “A” To the Partnering Agreement between the Corporation of the City of Fernie and Resorts of the Canadian Rockies Inc.

Bus One

Make: CHAMPION Model: Serial Number: 1FDFE4FS7EDA94563

Bus Two

Make: CHAMPION Model: Serial Number: 1FDFE4FS7DDB21792

- 9 - Schedule “B” To the Partnering Agreement between the Corporation of the City of Fernie and Resorts of the Canadian Rockies Inc.

Emergency Procedures RCR shall follow the National Safety Code and the guidelines provided for in the BC Transit Custom Transit Driver's Manual. Drivers shall have cell phones and have access to office personnel at all times. Notwithstanding that all drivers shall have cell phones they shall not use their cell phones while operating the vehicle. Vehicle Maintenance and Servicing Management - Operate strictly within the regulations prescribed for in the National Safety Code. Buses must have semiannual inspections performed by an outside government approved inspection facility. - Use a daily maintenance plan combined with accumulated mileage.

- Drivers must perform both a pre and post trip inspection to record any defects. Any safety related issues shall be dealt with immediately.

- All waste generated by provision of the Service must be disposed of in a safe manner in accordance with all applicable regulations.

- Vehicles must be visibly clean and sanitary, including being swept daily of any debris.

- Hand sanitizers must be installed in the Buses and the drivers shall wipe all "hand" areas in the Buses daily before the first trip.

Staff Training / Customer Service

- All drivers must hold a valid and subsisting unrestricted Class 4 British Columbia driver’s license and have a clean driver’s abstract.

- New drivers must be trained in accordance with the policies of RCR, including training for the requirements of public transit.

Reporting Ridership statistics shall be reported to the City on a weekly basis. The detailed passenger figures will be maintained by trip to indicate which trips generate the greatest passenger volume and the origin of each trip. Passenger counters will be utilized to track passenger volumes and pick up location. Reports shall be in a form acceptable to the City, acting reasonably.

- 10 - Schedule “C” To the Partnering Agreement between the Corporation of the City of Fernie and Resorts of the Canadian Rockies Inc.

[Operations Agreement Attached]

- 11 - Schedule “D” To the Partnering Agreement between the Corporation of the City of Fernie and Resorts of the Canadian Rockies Inc.

Service Budget

Local Ski Shuttle Operating Budget 2018/19 - based on 122 operating days, both buses

Revenue

Rider Fares $ 64,745 FAR Contribution $ 7,500 Tourism Fernie Contribution $ 7,500 Fernie Chamber Contribution $ 2,500

Bus Advertising Profits $ 10,000

$ 95,770 Wages

Driver $ 47,924 Supervisor $ 1,607 Training $ 2,863

$ 52,393 Direct Costs

Repairs & Maintenance $ 9,000 Fuel & Oil $ 20,142 Other Operating $ 1,500 Inspection/Licenses $ 500 Contingency $ 2,000

$ 33,142

Profit (Loss) $ 3,635

- 12 -

OPERATION AGREEMENT THIS AGREEMENT DATED FOR REFERENCE THE ___ DAY OF ______, 2018

BETWEEN:

Tourism Fernie Society 102 Commerce Road, Box 1928 Fernie, BC V0B 1M0

(hereinafter called "Tourism Fernie")

-and-

Fernie Chamber of Commerce 102 Commerce Road Fernie, BC V0B 1M5

(hereinafter called "Fernie Chamber") OF THE FIRST PART

AND Resorts of the Canadian Rockies Inc. Inc. No. A55106 1505 – 17th Avenue S. W.. Calgary, Alberta T2T 0E2

(hereinafter called "RCR") OF THE SECOND PART

WHEREAS:

A. The objects of Tourism Fernie include initiatives that contribute to the increase of local tourism revenue, visitation and economic benefits through spending on tourism marketing, programs and projects;

B. The objects of Fernie Chamber include initiatives that strengthen commerce in Fernie;

C. The Board of Directors of both Tourism Fernie and the Fernie Chamber have determined that the provision of a Winter Day and Evening Local Shuttle Service between the City of Fernie and Fernie Alpine Resort will support the objectives of both Tourism Fernie and the Fernie Chamber;

D. Pursuant to a partnering agreement with the City (the “Partnering Agreement”) RCR will use, operate and maintain two passenger buses (the “Buses”) owned by the Corporation of the City of Fernie (the “City”).

E. Tourism Fernie and the Fernie Chamber wish to contract with RCR, for the 2018-2019 ski season, to provide a scheduled daytime and evening shuttle service between locations within the City of Fernie and Fernie Alpine Resort (the “Service”) intended to provide visitors and residents with convenient access to shopping, entertainment and recreational activities;

F. Tourism Fernie and the Fernie Chamber supports the need for a sustainable local winter/ski shuttle model;

G. RCR wishes to provide the Service, using the City buses, to Tourism Fernie and the Fernie Chamber;

H. RCR is not able to provide the Service without the use of the City buses.

NOW THEREFORE THIS AGREEMENT WITNESSES that in consideration of the mutual promises and agreements as hereinafter set forth, and the sum of $10.00 now paid by RCR to Tourism Fernie and the Fernie Chamber, and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows:

1. TERM

The term of this Agreement shall commence on the 1st November, 2018 and terminate on the 15th day of May, 2019.

2. CONTRIBUTION & FINANCIAL AMOUNTS

a. For performance of the Service, as the Service is outlined in this Agreement, Tourism Fernie, agrees to contribute $7,500 and Fernie Chamber agrees to contribute the sum of $2,500 towards the operation of the Service by way of payment to RCR in the total sum of $10,000 (the “Contribution”) plus Goods and Services Tax and Provincial Sales tax as applicable.

Tourism Fernie’s Contribution shall be paid as follows:

i. The sum of $3,000.00 upon signing of this Agreement by all parties; ii. The sum of $2,000.00 no later than January 30, 2019; iii. The sum of $1,000.00 no later than March 15, 2019; iv. The final sum of $1500.00 no later than May 15, 2019, PROVIDED THAT a full operational and financial report is provided by RCR to Tourism Fernie and the Fernie Chamber prior to the date of payment in accordance with Article 3.C and 3.D.

The Fernie Chambers Contribution shall be paid as follows:

i. The sum of $956.00 upon signing of this Agreement by all parties; ii. The sum of $956.00 no later than January 30, 2019; iii. The sum of $191.00 no later than March 15, 2019; 2

iv. The final sum of $397.00 no later than May 15, 2019, PROVIDED THAT a full operational and financial report is provided by RCR to Tourism Fernie and the Fernie Chamber prior to the date of payment in accordance with Article 3.C and 3.D.

b. In addition to Section 2 a., for performance of the Service, as the Service is outlined in this Agreement, Tourism Fernie, agrees to transfer all profits derived from the sales of advertising space within the two shuttle buses, to RCR, as per Section 2 f. below. For the 18-19 season profits will equate to a minimum of $10,000 and up to $14,000.

Advertising profits shall be paid as follows:

i. The sum of $5,000 no later than December 15, 2018 ii. The sum of $5,000 no later than January 30, 2019 iii. Any remaining profits no later than February 28, 2019

c. RCR acknowledges and agrees that the first $7,500.00 of its expenses incurred in the procurement of the Service shall not be reimbursed by Tourism Fernie and Fernie Chamber and will be deemed to be RCR’s contribution towards the operation of the Service (the “Deemed Contribution”).

d. RCR acknowledges and agrees that RCR shall not claim the sum of $7,500.00 of expenses it may incur in operation of the Service being a deemed contribution towards the operation of the Service by RCR (the “Deemed Contribution”).

e. Tourism Fernie and Fernie Chamber’s Contribution is to be used solely for the purposes of defraying costs and expenses incurred by RCR in operating the Service.

f. Tourism Fernie will be responsible for the branding and advertising of the interior and exterior of the Buses, including seeking revenues from other organizations as part of advertising opportunities for those organizations. Tourism Fernie will also provide the shuttle schedule posters and flyers to help promote the Service. Any revenues generated by Tourism Fernie from paid advertising will be first used to offset the promotional costs incurred, and all revenue, net of direct costs of such branding and advertising, will be paid to RCR as per the payment schedule in Section 2 b. and shall be deemed to be Revenue in accordance with Schedule “D”. Tourism Fernie will provide a full report on the revenues and expenses of such advertising on a monthly basis to RCR, the Fernie Chamber and the City. Tourism Fernie agrees to provide payroll report, receipts, or invoices, relating to the advertising within 72 hours of receipt of written notice from RCR.

3. OBLIGATIONS OF RCR

a. RCR shall provide a shuttle bus service (the “Service”), utilizing the Buses owned by the City and used by RCR (collectively, the “Buses”) pursuant to a Partnering Agreement of even date herewith, and RCR agrees to operate the Service as follows:

i. Both Buses-to run each day from and including the 13th day of December, 2018, to and including the 14th day of April, 2019, or such earlier date as skiing at Fernie Alpine Resort has been closed for the season. Both Bus # 1 and Bus #2 will make round trips between Fernie Alpine Resort and the City of Fernie every half an hour from 8:00am until 5:30pm.

ii. Bus # 2 will complete the evening service with round trips between Fernie Alpine Resort and the City of Fernie from 5:30pm until 11:30pm. –

iii. Bus #1 at certain times and as agreed by the committee in advance will be used for specific events such as the GhostRiders Hockey Game and New Years Eve. It is understood that the additional use of this bus is not included in the budget outlined in Schedule D.

iv. RCR shall operate and maintain the Buses in accordance with the provisions set out in Schedule “B” and Schedule “C” attached hereto;

v. RCR shall maintain on its website an accurate schedule, rates, routes, purchase details and other information that the parties may deem appropriate and which is accessible by the public;

vi. RCR shall produce, and have available for sale at Fernie Alpine Resort Guest Services, at the Fernie Visitor Centre and at other locations as deemed appropriate by RCR, single shuttle fare tickets and 10 Ride Cards;

vii. RCR shall ensure passengers can pay for single fares on the buses (no requirement to provide change for cash payments), or provide payment by the 10 Ride Card. No passengers except those under 6 years of age (accompanied by a paying adult) can ride for free;

viii. RCR shall ensure public can easily locate and identify shuttle stop locations;

ix. RCR shall allow advertising of the Service at all accommodation and retain and entertainment establishments at Fernie Alpine Resort and with all food and beverage served at Fernie Alpine Resort, and at such other locations as may deem appropriate by the parties;

x. RCR shall provide the Service in accordance with the minimum standards as set out in Schedule “C” hereto;

xi. RCR shall comply with any and all governmental regulations and standards applicable to the provision of the Service, including, but not limited to the National Safety Code, Federal, Provincial or Municipal statutes, regulations or bylaws relating to the provision of the Service in any manner whatsoever;

xii. Where permission from private landowners and/or businesses is required to provide the Service and scheduled stops, RCR shall be responsible for obtaining the necessary authorization and hold Tourism Fernie and the Fernie Chamber exempt from any liability incurred in such case; 4

xiii. The route and schedule may be modified by mutual agreement of the parties, in writing;

xiv. RCR acknowledges and agrees that it shall charge the following fares, inclusive of Goods and Services Tax and Provincial Sales Tax, as applicable, unless all parties mutually agree in writing:

One-way fare $4.00 10 ride coupon booklets $35.00 Children under 6 with paying adult Free

RCR acknowledges and agrees that such fares will be charged to all persons, including its employees and contractors.

b. RCR will provide bi-weekly ridership, revenue and expense reports every two weeks to Tourism Fernie and the Fernie Chamber during the operating season, in accordance with the requirements set out in Schedule “A”;

c. RCR will provide a final full report to Tourism Fernie, the Fernie Chamber and the City in in accordance with the requirements set out in Schedule ‘A’;

d. RCR acknowledges and agrees that upon request of Tourism Fernie and the Fernie Chamber, it will provide access to time cards and payroll reports, gas receipts, maintenance records and receipts, passenger logs, insurance details and other receipts, employee list relating to the provision of the Service at all reasonable times upon 7 days written notice.

e. RCR acknowledges and agrees that it shall not pay to its employees that are engaged in providing the Service wages in excess of the following:

Bus Driver $15 per hour Mechanic $40 per hour Management $17 per hour Other Employees $17 per hour

additional of any benefits, excepting employer’s contributions as may be required for Canada Pension Plan and Employment Insurance and acknowledges and agrees that its wage expenses in relation to operation of the Service shall be limited to actual hours expended by its employees.

f. RCR acknowledges and agrees that it shall strictly account for all maintenance costs of the buses as may be required for the Service.

4. INDEPENDENT CONTRACTOR

a. It is expressly agreed and understood that RCR is an independent contractor and its agents, servant, employees and workers shall not be deemed to be either agents, servants, employees or workers of Tourism Fernie and the Fernie Chamber;

b. RCR will not in any manner whatsoever commit or purport to commit Tourism Fernie and the Fernie Chamber to the payment of money to any person, firm or corporation as a result of this Agreement;

c. Tourism Fernie and Fernie Chamber will not in any manner whatsoever commit or purport to commit RCR to the payment of money to any person, firm, or corporation as a result of this Agreement;

d. RCR acknowledges and agrees that it shall be solely liable for all costs of operation of the Service, including, but not limited to:

i. all employee costs, including wages, holiday pay, Employment Insurance and Canada Pension Plan premiums, withholding tax as required by the Income Tax Act, Canada, and any and all other costs or liabilities relating to RCR’s employees; ii. the costs associated with the operation of the Buses including licensing, permits and fuel costs; iii. the cost of maintenance of the Buses as set out in the Partnering Agreement as being the responsibility of RCR; iv. collection and remitting of Goods and Services Tax and Provincial Sales Tax, as applicable, on the sale of bus fares;

e. RCR shall during the Term of this Agreement be an active member of both Tourism Fernie and the Fernie Chamber.

5. INSURANCE

a. The City shall place ICBC Insurance on the Buses, in accordance with the terms specified in the Partnering Agreement.

b. In addition to the City’s ICBC Insurance policy, RCR shall place and maintain the following policies of insurance for the duration of the Term:

i. a commercial general liability insurance with loss payable of not less than $3,000,000, per occurrence, against bodily injury, including death, personal injury and property damage;

ii. Workers’ Compensation Insurance as required by applicable legislation.

c. Upon reasonable prior notice, RCR shall deliver to the Tourism Fernie and Fernie Chamber certificates of insurance evidencing such coverage.

d. RCR shall be solely responsible for and shall place and maintain adequate policies of insurance during the Term and for greater certainty from the commencement of the Term until completion of the Term, including but not limited to liability insurance against property damage and bodily injury.

e. The City agrees to cooperate and assist RCR, in any manner requested by RCR and consistent with the terms of this Agreement, including executing or delivery any such document or taking any other such action for the purposes of obtaining the required insurance. 6

6. INDEMNIFICATION

a. RCR will indemnify and save Tourism Fernie and the Fernie Chamber, and each of their officers, directors, employees, agents, contractors, consultants and representatives harmless from and against any and all claims, demands, proceedings, actions, damages, costs and expenses, including legal costs on a solicitor and own client basis, which may be brought against RCR or which it may sustain, incur or be put to, either directly or indirectly, out of or pertaining to:

i. any breach, violation or non-performance of any covenant, condition or agreement that is to be fulfilled, kept, observed and performed by RCR;

ii. any damage to property of any person or persons by RCR relating to the provision of the Service or the performance of its duties under this Agreement; and

iii. any injury to any person, licensee, invitee, agent or employee of RCR, including death resulting at any time arising from or relating to the provision of the Service. This indemnity will survive the expiry or sooner termination of this Agreement.

b. Tourism Fernie and Fernie Chamber will jointly and severally indemnify and save RCR, its officers, directors, employees, agents, contractors, consultants and representatives harmless from and against any and all claims, demands, proceedings, actions, damages, costs and expenses, including legal costs on a solicitor and own client basis which may be made or brought against RCR or which it may sustain, incur or be put to, either directly or indirectly, out of or pertaining to:

i. any breach, violation or non-performance of any covenant, condition or agreement that is to be fulfilled, kept, observed and performed by either Tourism Fernie or Fernie Chamber or any of them; and

ii. any damage to property of any person or persons caused by or related to any action or inaction of either Tourism Fernie or Fernie Chamber or any of them.

c. This indemnity will survive the expiry or sooner termination of this Agreement.

7. TERMINATION

a. In the event that any party should breach or default in the performance of any term or condition of this Agreement (the “Defaulting Party”), including failure to provide the Service pursuant to the terms of this Agreement, or failure to make payment as required by this Agreement, then the party alleging such default (the “Other Party”) may provide written notice of such breach or alleged breach to be given to the Defaulting Party or Parties, and the Defaulting Party shall have 7 calendar days in which to remedy such breach from the date of such written notice. In the event that the Defaulting Party should not cure or remedy such breach within such 7 calendar day period after receipt of the written notice, then the Other Party may, at its option, terminate this Agreement, and the Other Party will not be liable to make further payment, or provide the Service, as the case may be, and the Other Party shall 7

not be liable to compensate the Defaulting Party or any loss, damage, or expense, including any consequential loss or damage, that the Defaulting Party may sustain by reason of such termination of this Agreement PROVIDED THAT in the event that a Court of competent jurisdiction should determine that no breach of this Agreement was made by the Defaulting Party, then the Other Party shall compensate the Defaulting Party for any loss, damage, or expense, including any consequential loss or damage sustained by reason of the termination by the Other Party.

8. MISCELLANEOUS

a. No Assignment

No party may assign this Agreement, without the express written consent of the other parties, which consent may be arbitrarily withheld.

b. Modifications

Any modification to any of the terms of this Agreement must be in writing, and signed by the authorized signatory of each party.

c. Press Releases, Announcements

All press releases or announcements relating to this Agreement must be in writing, and signed by the authorized signatory of each party.

d. Remedies

The parties will endeavor to resolve any disputes by negotiations; however, if a dispute is not resolved by negotiation within 10 days of commencing negotiations, RCR, Tourism Fernie and the Fernie Chamber will forthwith submit the dispute to a mediator who is acceptable to all parties and whose expenses will be shared equally by them. If they cannot agree on a mediator, a mediator will be appointed by the British Columbia International Arbitration Centre. The determination of the mediator will be conclusive and binding on the parties.

e. Headings

The headings and titles contained in this Agreement are included for convenience only, and will not limit or otherwise affect the terms of this Agreement.

f. Relationship to Parties

The parties acknowledge and agree that their relationship is contractual, and no partnership or agency shall be deemed to be created by this Agreement between the parties.

g. Entire Agreement

This is the entire Agreement between the parties and the terms of this Agreement shall supersede and replace any and all other Agreements, representations or communications between the parties. 8

h. Governing Law and Severability

This Agreement shall be construed and governed by the laws of the Province of British Columbia. Should any provision of this Agreement be illegal of non-enforceable, they shall be considered separate and several from the Agreement and its remaining provisions shall remain in force and be binding upon the parties hereto as though the illegal or non- enforceable provision had never been included.

i. Agreement Binding on Heirs and Successors

This Agreement shall endure to the benefit of and be binding upon the Parties hereto and their respective heirs successors and assigns.

IN WITNESS THEREOF the Parties hereto have executed this Agreement date first above written.

Tourism Fernie Society: Resorts of the Canadian Rockies Inc.:

By:______By:______AUTHORIZED SIGNATORY AUTHORIZED SIGNATORY

Fernie Chamber of Commerce Resorts of the Canadian Rockies Inc.:

By:______By:______AUTHORIZED SIGNATORY AUTHORIZED SIGNATORY

Schedule “A” to the Agreement between Tourism Fernie Society, Fernie Chamber of Commerce and Resorts of the Canadian Rockies Inc.

Reporting a) Bi-Weekly Reports: b) Ridership statistics shall be submitted to Tourism Fernie and the Fernie Chamber on a bi- weekly basis. The detailed passenger figures will be maintained by trip to indicate which trips generate the greatest passenger volume, the origin of each trip and additional statistics. Passenger counters will be utilized to track passenger volumes and pick up location. Reports shall be in a form acceptable to Tourism Fernie and the Fernie Chamber, acting reasonably. Reports include: i. Total number of riders per day ii. Number of passengers that get on the bus at each stop daily iii. Type of payment used by each rider (Single Fare or 10 Ride Card)

c) Financial reports shall be submitted to Tourism Fernie and the Fernie Chamber on a bi- weekly basis. i. On the bus the number of rider payment types and totals, including GST, for period: a. Single Fare b. 10 Ride Card

ii. Report of shuttle tickets and 10 Ride Cards sold (number and amounts of each) at Fernie Alpine Resort Guest Services and at the Fernie Visitor Centre, and any other location sold. iii. Total of all bi-weekly revenues iv. Details on expenses for the period including all wages, hours worked, fuel, maintenance, administration, insurance and any other related costs incurred to operate the Service.

d) Any rider complaint or concerns will be recorded and documented in these reports.

e) Final report that includes:

i. A summary, in writing, of how the Service did for the season ii. The bi-weekly reports translated into total category and season statistics (ridership, fares, revenues, expenses). iii. Driver training report iv. Rider Survey results (as conducted and provided by all parties) v. Any changes, issues, challenges, opportunities, etc encountered and how they were addressed. vi. Final financial report on the entire Service for the season. Listing revenues and expense categories and their individual totals. vii. Recommendations for next season.

SCHEDULE ‘B’ to the Agreement between Tourism Fernie Society, Fernie Chamber of Commerce and Resorts of the Canadian Rockies Inc.

Operating Schedule - 2018-2019 Fernie Ski Shuttle Schedule. Any alterations to the schedule must be mutually agreed upon by all parties. Time details at each stop must be finalized by November 1, 2018.

Both Buses - Daily operations of full schedule from December 13, 2018 – April 14, 2019 (122 days) Please see full schedule as below:

SCHEDULE ‘C’ to the Agreement between Tourism Fernie Society, Fernie Chamber of Commerce and Resorts of the Canadian Rockies Inc.

Vehicle Maintenance and Servicing Management • Operate strictly within the regulations prescribed for in the National Safety Code. Buses must have semiannual inspections performed by an outside government approved inspection facility. • Use a daily maintenance plan combined with accumulated mileage. • Drivers must perform both a pre and post trip inspection daily to record any defects. Any safety related issues shall be dealt with immediately. • All waste generated by provision of the Service must be disposed of in a safe manner in accordance with all applicable regulations. • Vehicles must be visibly clean and sanitary, including being swept daily of any debris. Vehicles must have a garbage container for passenger use that is cleaned daily. • Hand sanitizers must be installed in the buses and the drivers shall wipe all "hand" areas in the buses daily before the first trip.

Staff Training / Customer Service / Presentation • All drivers must hold a valid and subsisting unrestricted Class 4 British Columbia driver’s license and have a clean driver’s abstract. • New drivers must be trained in accordance with the policies of RCR, and attend a Fernie Ambassador Program course within 30 days of employment start date. • All drivers must be well groomed and wear a uniform defined as: o a logo’d RCR jacket, vest or equivalent that is fully visible to the passengers at all times o a name tag

Fare collection and security management • Buses shall be equipped with a locked box into which passengers deposit the fare / pre-paid tickets. • Drivers must collect ridership and fare data daily and report. • Drivers must scan/mark/punch all use on a 10 Ride Card. • No free riders on the buses unless it is a child under 6 accompanied by a paying adult.

Rider Inquiry and Complaint Monitoring Response Plan • A log of all customer complaints or concerns shall be maintained and provided to Tourism Fernie and the Fernie Chamber within the regular bi-weekly reports. • RCR shall respond to all inquiries and complaints as a first response. Any issues that could

not be resolved by RCR shall be provided to Tourism Fernie and the Fernie Chamber for review.

SCHEDULE ‘D’ to the Agreement between Tourism Fernie Society, Fernie Chamber of Commerce and Resorts of the Canadian Rockies Inc.

Service Budget

Local Ski Shuttle Operating Budget 2018/19 - based on 122 operating days, both buses

Revenue

Rider Fares $ 64,745 FAR Contribution $ 7,500 Tourism Fernie Contribution $ 7,500 Fernie Chamber Contribution $ 2,500

Bus Advertising Profits $ 10,000

$ 95,770 Wages

Driver $ 47,924 Supervisor $ 1,607 Training $ 2,863

$ 52,393 Direct Costs

Repairs & Maintenance $ 9,000 Fuel & Oil $ 20,142 Other Operating $ 1,500 Inspection/Licenses $ 500 Contingency $ 2,000

$ 33,142

Profit (Loss) $ 3,635

ONE WAY BUS FARE: #FernieStoke $4.00 CASH (exact change) or voucher SKI SHUTTLE from 10 Ride Booklet Daily Operations: December 14, 2018 – April 14, 2019. Seats are First Come First Served. No Pre-Booking of Seats. Cash or Pre-Paid Booklet Tickets Only. Exact Change Only. 5 & Under Ride Free Exact bus pull over locations may vary slightly due to excess snow or parking access. with Paying Adult Morning Service (schedule may change without notice) Bus Stop Locations Departure Times (shuttle will not leave earlier than these times)

Fernie Alpine Resort - by the big ski pole at base area N/A 8:45 am 9:15 am 9:45 am 10:15 am 10:45 am 11:15 am Canadas Best Value Inn/Bridge Bistro 7:55 8:25 8:55 9:25 9:55 10:25 10:55 11:25

Snow Valley Motel & Red Tree Lodge 8:00 am 8:30 am 9:00 9:30 10:00 10:30 11:00 11:30 - on 7th Ave closer to Snow Valley Motel Best Western PLUS Lodge 8:04 8:34 9:04 9:34 10:04 10:34 11:04 11:34 Raging Elk Hostel & Powder Mtn Lodge - 6th St & 9th Ave 8:08 8:38 9:08 9:38 10:08 10:38 11:08 11:38 Park Place Lodge - rear/back of hotel 8:10 8:40 9:10 9:40 10:10 10:40 11:10 11:40 901 Fernie & Wildsight - 9th St and 2nd Ave 8:13 8:43 9:13 9:43 10:13 10:43 11:13 11:43 Gearhub Sports Downtown - 1st Ave & 4th St 8:18 8:48 9:18 9:48 10:18 10:48 11:18 11:48 Super 8 Hotel 8:22 8:52 9:22 9:52 10:22 10:52 11:22 11:52 Stanford Resort Hotel 8:26 8:56 9:26 9:56 10:26 10:56 11:26 11:56 Arrival Time At Fernie Alpine Resort - by the big ski pole at base area 8:30 am 9:00 am 9:30 am 10:00 am 10:30 am 11:00 am 11:30 am 12:00 pm NOTE: The shuttles take a break over the lunch hour. The schedule & route changes between AM, PM & Evening Service. Afternoon Service (schedule may change without notice) Bus Stop Locations Departure Times (shuttle will not leave earlier than these times)

Fernie Alpine Resort - by the big ski pole at base area 1:00 pm 1:30 pm 2:00 pm 2:30 pm 3:00 pm 3:30 pm 4:00 pm 4:30 pm Stanford Resort Hotel 1:07 1:37 2:07 2:37 3:07 3:37 4:07 4:37 Super 8 Hotel 1:10 1:40 2:10 2:40 3:10 3:40 4:10 4:40 Canadas Best Value Inn/Bridge Bistro 1:13 1:43 2:13 2:43 3:13 3:43 4:13 4:43 Gearhub Sports Downtown - 1st Ave & 4th St 1:15 1:45 2:15 2:45 3:15 3:45 4:15 4:45 901 Fernie & Wildsight - 9th St and 2nd Ave 1:18 1:48 2:18 2:48 3:18 3:48 4:18 4:48 Raging Elk Hostel & Powder Mtn Lodge - 6th St & 9th Ave 1:20 1:50 2:20 2:50 3:20 3:50 4:20 4:50 Park Place Lodge - rear/back of hotel 1:22 1:52 2:22 2:52 3:22 3:52 4:22 4:52 Best Western PLUS Lodge 1:27 1:57 2:27 2:57 3:27 3:57 4:27 4:57

Snow Valley Motel & Red Tree Lodge 1:30 2:00 2:30 3:00 3:30 4:00 4:30 5:00 - on 7th Ave closer to Snow Valley Motel Arrival Time At Fernie Alpine Resort - by the big ski pole 1:45 pm 2:15 pm 2:45 pm 3:15 pm 3:45 pm 4:15 pm 4:45 pm 5:15pm NOTE: Service is less frequent in the evening. The schedule & route changes between AM, PM & Evening Service. Evening Service (schedule may change without notice) Bus Stop Locations Departure Times (shuttle will not leave earlier than these times) Snow Creek Lodge 5:30 pm 6:30 pm 7:30 pm 8:30 pm 9:30 pm 10:30 pm Lizard Creek Lodge 5:33 6:33 7:33 8:33 9:33 10:33 Mountain Pantry Grocery Store, Fernie Alpine Resort 5:36 6:36 7:36 8:36 9:36 10:36 Timberline Lodges 5:40 6:40 7:40 8:40 9:40 10:40 Stanford Resort Hotel 5:47 6:47 7:47 8:47 9:47 10:47 Super 8 Hotel 5:50 6:50 7:50 8:50 9:50 10:50 Canadas Best Value Inn/Bridge Bistro - 4th St 5:52 6:52 7:52 8:52 9:52 10:52 Best Western PLUS Lodge 5:55 6:55 7:55 8:55 9:55 10:55

Historic Downtown 6:00 7:00 8:00 9:00 10:00 11:00 - 2nd Ave & 5th St, by CIBC & Nevados Park Place Lodge - rear/back of hotel 6:05 7:05 8:05 9:05 10:05 11:05pm

Arrival Time At Shuttle will drop-off at Super 8 & Stanford upon request 11:05 pm – 11:25 pm Mountain Pantry Grocery Store DROP OFF ONLY TO: Super 8, 6:15pm 7:15 pm 8:15 pm 9:15 pm 10:15 pm at Fernie Alpine Resort Stanford, Timberline, Mountain Pantry, Lizard Creek Lodge, FernieSkiShuttle.com | PH: 250-423-2435 Snow Creek Lodge RMI DISCRETIONARY FUNDING MATRIX 2018 - Second Funding Intake (Winter Events) * A number of 0 or 1 will be used to measure a question that is yes or no! * A number of 0 or 1 will be used to measure a question that is yes or no! Rank Applicant Details Increased Consideration for Rank AWARD $'S TO Reporting Requirements: Applications Visitor Digital Received 14 Detailed surveys Photographs Visitor Activity Increase Days Prior to budget and detailing and Estimated Visitors Ineligible (<500 = 1) (500- Tourism Development of visitation date accounting of relative spectator/parti incremental Estimated ( Expense Resort 2500=2) (2501- Component Financial Budgets identify new festivals or during non- confirmation of Is RMI Funding Suggested how the RMI satisfaction Estimated cipant accomodation Total Visitors x Budget for Included in Allowable RMI Funding Activities and 5000 = 3)(>5000 Private Employment in in the Local Municipal Municipal Responsibility Matching or events or enhance peak times of funding is Required to Host Amount Amount to funds were with the attendance testimonials occupance SCORE Applicant Date of Event #of Days) Event Budget Request Requested Amenitites = 4) Investment the Community Economy Tax Revenue Tax Baxe Demonstrated Leveraged Funds existing Year required Event SCORE Applicant Requested Award invested event at the event from event created Fernie Nordic #DIV/0! Fernie Nordic Society 12-Aug $ 22,737 $ 5,000 0 Society $ 5,000 Fernie #DIV/0! Fernie Snowmobile Assoc. Winter 2018-19 $ 20,000 $ 10,000 0 Snowmobile $ 10,000

#DIV/0! Reel Cdn Film Fest Jan 25-27 $ 22,255 $ 3,000 0 Reel Cdn Film Fest $ 3,000

#DIV/0! 0 0 $ -

#DIV/0! 0 0 $ - #DIV/0! 0 0 $ - #DIV/0! 0 0 $ - #DIV/0! 0 0 $ - #DIV/0! 0 0 $ -

Total $ 18,000 0 $ - *Above 10% is Good

Ineligible Expenditures: Salaries or Wages Volunteer Recognition Payroll Benefits Infrastructure Maintenance or Repair Costs Feasibility Studies Research For Profit Applications Considered following approval of a Partnering Agreement by Council

1. Describe the operation and history of your organization: The Fernie Nordic Society was created by a handful of keen cross-country skiers in Fernie, BC in 2006. The first few years the Society was creative and active; training volunteer coaches through the CCBC Skills Development Program, purchasing our first ever grooming equipment, and we began grooming loops and offering lessons at the Fernie Golf and Country Club. By 2010 our membership had grown to over 300 strong and we secured funding for the Elk Valley Nordic Centre. At present our trail network is professionally groomed for both classic and skate skiing from November until May and offers visitors and community members in excess of 20kms of nordic ski trails including a trail that connects to Fernie Alpine Resort. In 2018 our membership grew to 851 members, we continue to experience growth in our membership year after year! We increase community spirit and contribute to individual growth and development through our family and youth activities and races encouraging health, fitness and family cohesion through cross country endeavours.

2. Describe the Festival or Event for which you are applying for RMI funds: We would use the grant money to grow and expand our Fernie Birkie Ski. This event was run by volunteers last year, drawing a small crowd of local and holiday maker skiers; adults, youth and families alike. All of our events are family friendly, and in fact we encourage the entire family to participate. The Fernie Birkie is modelled after the Great Canadian Birkebeiner held in Edmonton every year with over 1,000 participants! Our event is unique in that we have partnered with Fernie Alpine Resort so the Fernie Birkebeiner is the only Birkebeiner in the world, that we know of, that has a chairlift ride in it! The course is a long, but fun, 25kms and the participants are offered the opportunity to do one lap or two. While there are several Birkebeiner races in the world, the closest one to us is the Great Canadian Birkebeiner in Edmonton, AB. We would like to run the event after all of the Teck Kootenay Cups in the East Kootenay are finished for the season so are looking at a date in early March. We do not need to coincide with March break as we have a large nordic population within a short drive (Calgary and Canmmore for example). March 10 is our current date under consideration.

3. Describe how the RMI Funds are proposed to be invested: To grow the event and introduce it to the nordic world, we would need to invest in a couple of important aspects of the event. We would like to expand our marketing to include Edmonton, Calgary and Canmore to draw the large numbers of nordic skiers that live in those municipalities. Advertising and marketing the event is key to growing our participants. Also, if we increase our numbers we will need to offer a more technically adept way of timing the skiers. Timing equipment would be essential and easy for racers and volunteers to use. This is a long course event therefor we need to offer skiers aid stations at periodic intervals. Teck has shown their support for the event by loaning us tents, but we need to purchase a 10’x10’ tent to offer an aid station on the course at Fernie Alpine Resort and a reuseable rubber banner to keep skiers safe. Fernie Alpine Resort also showed their support for the Birkebeiner last year with free lift passes for participants but we expect to have four times as many participants next season so we will need to purchase lift passes for participants.

4. Describe how the Festival or Event will impact the local tourism economy: (Please refer to the key outcomes and criteria detailed in the RMI Festival & Event Development Program Guidelines when completing this section) The Great Canadian Birkebeiner held in Edmonton each year draws in over a thousand nordic skiers and their families both from across Canada and internationally. While the Fernie Birkie Ski cannot expect to draw that many participants, right away anyway, any participants we do draw to the event will likely bring their entire families with them increasing the use of Fernie’s amenities significantly including: accommodation, food, and shopping (increased resort activities and amenities, increased visitor activity). For every participant we can assume an average of two or three more holiday makers accompanying the participant (increased resort activities and amenities, increased visitor activity). Because of the nature of a Birkebeiner (extremely long course and intense physical nature of the sport), participants will likely spend the night before the event and the night after the event (increased resort activities and amenities, increased visitor activity). They will also increase their metabolism so will need to eat (increased tourism component in the local economy)! Our participants and their family will be a welcome shopper at local ski shops – Ian Shopland of Straight Line Bicycles and Skis told us he sold more nordic ski equipment then alpine Christmas 2017 (increased tourism component in the local economy).

5. What is the anticipated attendance at the Festival or Event (include estimated locals and visitors): Last year we ran a sort of mock Birkebeiner with 18 participants and their families from the area. We put together lift passes, aid stations, and groomed a 50km loop for the skiers. It worked out amazingly well and was the talk of the season. We anticipate our second Birkebeiner to be an equal mix of local skiers and holiday makers. As word spreads that there is a unique Birkebeiner happening in Fernie we hope to draw more participants and they will likely be holiday makers. By the following year we anticipate the mix to be more holiday makers than locals, likely 60-70% holiday makers. We will be drawing new people to the area as many of Fernie’s current winter tourists come for the downhill skiing. While the participants are skiing through the Mount Fernie Provincial Park, Galloway and Cedars land, and Fernie Alpine Resort their family and/or supporters will have free time to shop. The goal for 2018 and 2019 is to more than triple the number of participants as we hope to attract as many as 40 or more participants with our increase in promotion and available amenities.

6. Describe how the relative success of the Festival or Event will be measured: An expansion in community members’ and holiday makers’ use of the nordic ski trails. An increase in families, adults and youth spending quality time together outside and exercising. We expect to grow events such as our very unique Birkie (the only Birkebeiner Ski that includes a chairlift) by up to 400%. Numbers will be easy to keep track of as participants will sign up using our Zone 4 website or app. Our greatest success will be measured the following Birkebeiner as previous participants go home and rave about how great the trails are, how beautiful and welcoming Fernie is, and how fun the event was. We will collect participant information and encourage feedback for future Birkebeiners.

7. The following must be attached to this application in order for it to be considered: a) Detailed revenue and expenditure budget for the festival or event; b) Revenue breakdown detailing all sources of funding; and c) Financial Statements from applying organization’s most recent fiscal year end. Please see attached documents. Our Budget covers revenue breakdown as well.

8. If this application is successful, the following information must be provided to the City within forty-five days of the date of the festival or event. Until the requisite information is received by the City, 10% of any RMI funding approved will be withheld. >A detailed budget and accounting of how the RMI funds were invested Our treasurer will have receipts for all goods and services purchased for the event >Visitor surveys detailing relative satisfaction with the event; We will be handing out a comment card after the race to racers while they re-hydrate and fuel after the event >Estimated attendance at the even; We will have actual participation numbers from Zone4 and will count spectators during the event >Estimated number of our of town visitors drawn by the event; This can be on our comment card and can be estimated by the out of town racers that sign up using our Zone4 website or app >Digital photographs and spectator/participant testimonials from the event for use in the Annual RMI Report; and This can be on the comment card, we are planning on inviting a couple of professional photographers who have worked with us in the past (the photos from our Teck Kootenay Cup were used in magazines and online to promote the event) >Estimated incremental accommodation occupancy created by the festival or event. We estimate in the first year alone we would have approximately 40 families that will be looking for accommodation during the weekend of the event at least (minimum two night stay). We can include this on our comment card.

9. Outline your contingency plan if this application is not successful: The Fernie Nordic Society is committed to hosting this event with or without this funding, however it would be a missed opportunity to draw visitors to the community during a typically slower event season in Fernie. The timing of the event is after Grizz Days and before March break. The event would continue to target existing local members and be limited in participation. It is our desire to see a unique event like this draw new visitors to the community, and become an event that skiers across Western Canada seek out. There are unique branding and marketing opportunities associated with the event. Fernie Nordic Society Skills Development Program (SDP) Program Actual Revenues/Expenses Next Year's Program Budgets

FNS Fernie Birkebeiner FNS Fernie Birkebeiner Revenue/Expenses Revenue/Expenses March 2018 March 2019

Revenues: Participant Fees $ 270 $ 6,000 Fernie Nordic Society $ 820 $ 657 RMI Grant $ - $ 5,000

Sub-total $ 1,090 $ 11,657

In-Kind Income: Fernie Alpine Resort (lift tickets) $ 900 $ 5,000 Teck Donations (Event Equipment) $ 1,000 $ 1,000 Labour (groomer driver) $ 80 $ 80 Labour (event volunteers) $ 1,600 $ 5,000 Tot al Revenue $ 4,670 $ 22,737

Expenses: Food and Beverage for racers $ 270 $ 1,500 Food and Beverage for volunteers $ 225 $ 500 Groomer usage $ 140 $ 140 Groomer fuel $ 50 $ 50 Insurance through CCBC $ 342 $ 1,717 Medals $ 63 $ 350 Advertising & Promotions $ - $ 2,000 Signage $ - $ 1,000 Timing Equipment $ - $ 4,400 Sub-total $ 1,090 $ 11,657

In-Kind Expenses: Labour (snowmobile driver) $ 80 $ 80 Labour (event volunteers) $ 1,600 $ 5,000 Teck Donations event equipment $ 1,000 $ 1,000 Fernie Alpine Resort lift tickets $ 900 $ 5,000 Tot al Expenses $ 4,670 $ 22,737 Surplus/Deficit $0 $0

1 2 Fernie Nordic Society FNS Financials 2018 YTD for the period of 06/01/2017 to 05/31/2018

Account Number Account Name Actual Budget Income 4120 Donations $1,530.00 $4,000.00 4100 Membership Fees $48,080.00 $40,000.00 4115 Grants $32,323.49 $23,000.00 4122 Racing Team Fees $6,175.00 $6,375.00 4150 Program fees - Lessons $5,665.75 $4,000.00 4160 Rentals $3,675.00 $3,000.00 4165 Trail Fees $7,353.35 $5,000.00 4170 BC Punch Pass $178.00 $0.00

Total for 4165 - Trail Fees $7,531.35 $5,000.00

4200 Fundraising - general $2,668.28 $5,000.00 4205 Warming Hut Rentals $835.00 $0.00

Total for 4200 - Fundraising - general $3,503.28 $5,000.00

4210 Fundraising - Racing Team $2,878.67 $2,000.00 4220 Fundraising - Coach Training $0.00 $1,500.00 4221 Lessons by Jeff $254.91 $0.00

Total for 4220 - Fundraising - Coach Training $254.91 $1,500.00

4250 Event Income $0.00 $4,000.00 4251 Kootenay Cup Fernie $2,995.15 $0.00 4252 Other Events $2,137.00 $0.00 4259 KCup Dinner $-72.00 $0.00

Total for 4250 - Event Income $5,060.15 $4,000.00

4300 GST Rebate $0.00 $3,000.00 4400 Interest Earned $28.65 $30.00

Total Income $116,706.25 $100,905.00

Expense 5610 Accounting & Legal $506.50 $400.00 5612 Admin Assistant $11,084.00 $8,000.00 5615 Advertising & Promotions $263.70 $900.00 5625 Business Fees & Licenses $601.25 $125.00 5630 Registration Fees CCBC $17,266.00 $15,000.00 5640 Courier & Postage $272.15 $225.00 5685 Insurance $4,736.00 $5,000.00 5690 Interest & Bank Charges $338.02 $600.00 5735 Meetings $172.83 $700.00 5750 Printing & Copying $249.07 $1,000.00 5760 Facility Rental FGCC $100.00 $0.00 5900 GST Paid on Purchases $3,176.50 $4,000.00 5730 Gas & Maintenance - Machines $3,917.12 $700.00 5790 Trail Grooming $0.00 $0.00 5795 Grooming FGCC $2,894.20 $3,000.00 Page 1 Account Number Account Name Actual Budget 5796 Grooming EVNC $21,778.74 $13,000.00

Total for 5790 - Trail Grooming $24,672.94 $16,000.00

5770 Ski Storage $900.00 $900.00 5774 Racing Team $0.00 $0.00 5775 Racers' Gear and Fees $3,743.10 $6,900.00 5777 Team & Coaching $1,299.60 $1,441.00 Expenses

Total for 5774 - Racing Team $5,042.70 $8,341.00

5780 Training Expenses $0.00 $2,700.00 5781 Training CCBC $1,660.00 $0.00 5784 Training - Meals $744.19 $0.00

Total for 5780 - Training Expenses $2,404.19 $2,700.00

5785 Kootenay Cup Event $3,268.27 $2,000.00 5789 Special Events $1,208.72 $900.00 5792 Volunteer Recognition $1,415.13 $800.00 5665 Trail Expansion $13,201.19 $12,000.00 5700 Supplies & Materials $2,675.22 $3,000.00 5710 Portapotties & Storage $5,746.80 $6,800.00 5720 Warming Hut $5,138.14 $2,000.00

Total for 5700 - Supplies & Materials $13,560.16 $11,800.00

5765 XC Equipment Purchases $6,685.74 $4,500.00 5766 Signage $1,052.77 $1,600.00

Total Expense $116,094.95 $98,191.00

Total $611.30 $2,714.00

Page 2

RMI Festival & Event Development Program - Application

General Information Please consult the RMI Festival & Event Development Program - Guidelines when completing this Application Legal Name of Organization: Fernie Snowmobile Association Mailing Address: Postal Code: Box 293 Fernie, BC V0B 1M0 Phone: Fax: E-mail: 250-531-0531 [email protected] Contact Person: Position: Nicole Matei Secretary Type of Organization (for-profit or non-profit): Name of Festival or Event: Not-For-Profit FSA General Winter Events - 18/19 Winter Season

Date(s) of Festival or Event: Total RMI Funding Requested: Total Event Budget:

$10,000 $20,000 Various

Declarations: I hereby certify that the information included with this application is complete, and is true and correct to the best of my knowledge, and that I have been authorized by the above named organization to make this declaration and to submit this application on behalf of the organization.

Signature______Nicole Matei Position ______Secretary Date ______Aug 1 2018

I hereby declare that if our organization is successful in obtaining RMI funding in relation to this application we will submit a report to the City not later than forty-five days following the date of the festival or event that provides all of the information detailed in Section 8 of this application.

Signature______Nicole Matei Position ______Secretary Date ______August 1 2018

Applications for the August 2, 2018 intake are for events held in Fall 2018 and Winter 2019 events only.

DEADLINE FOR RECEIPT OF APPLICATIONS IS 4:00PM on AUGUST 2, 2018

1. Describe the operation and history of your organization:

The Fernie Snowmobile Association has been the organized voice for snowmobiling in the Elk Valley since 1990. We have established land use partnership agreements with private and government stakeholders to manage 5 distinct backcountry areas surrounding Fernie. The FSA provides over 90 days of trail grooming each winter (approx 160km of trails), and maintains three well-equipped staging area facilities in addition to 3 backcountry cabins for over 500 annual members and 7000+ day users. The estimated hotel revenue alone generated by these visitors to the local economy is 1 million dollars each winter. In addition to the above trail side services, the FSA organizes several family friendly events each season providing diverse and vibrant recreational opportunities within our community.

2. Describe the Festival or Event for which you are applying for RMI funds:

The FSA offers several events through the season to cater to the wide variety of user groups within the snowmobile and backcountry community. Historically we have offered three familiy rides/BBQ's each season, a widely successful Avalanche Awareness Days event (300 participants last season, raising over $3000 for Avalanche Canada / CARDA), the legendary, crowd-pleasing snowmobile drag races, and the Corbin Vintage Snowmobile Ride. This year we will be adding two new events to our roster: a sanctioned hillcross event and a long distance backcountry race.The Hill Cross event is scheduled for April 2019 in partnership with the WesternCanadian HillCross Association and Fernie Alpine Resort (starts in base area, riders race up the stagleap ski run through a series of gates to reach the finish on the upper mountain). The new long distance race is a poker ride style event travelling approx 200 km and featuring several checkpoints and skills stations where teams can gain points.

3. Describe how the RMI Funds are proposed to be invested:

General operating costs of the FSA are covered by annual memberships and day use fees. We rely on corporate partners, grants, and fundraising to support the operational costs associated with running these events. This ensure we can keep trail fees as low as possible / accessible to locals and visitors. The RMI festival grant will assist us to cover the additional expenses associated with these events such as equipment rentals (announce/speaker systems, timing equipment), the additional grooming requirements (each family ride costs $500 for the bonus groom) as well as costs associated with site preparation (snowdrags cost $3000 to prepare a safe race course) in addition to transportation of our heavy equipment to and from these event site locations. Many of these services were once provided for free by volunteers but are now at our cost due to increased demand and regulations. Increased visitor numbers and industry standard now also require larger events at additional cost.

4. Describe how the Festival or Event will impact the local tourism economy:

(Please refer to the key outcomes and criteria detailed in the RMI Festival & Event Development Program Guidelines when completing this section). These events provide diverse recreational opportunities and revenue streams in Fernie. They afford ways for non-typical buinesses to become involved in winter tourism both as event partners, employment, and as materials providers (eg local guides / educators snowmobile or motorized retail outlets, Fernie Auto Parts, Stephenson Paint and Performance, heavy industry, other local equipment operators as examples). Events such as the sled drags and the Hillcross provide for outstanding spectator involvement and bring visitors from across Western Canada and the US to compete in and watch these circuit events (collateral benefits to hotel and food /beverage and other support outlets).

5. What is the anticipated attendance at the Festival of Event (estimate local vs visitors):

Family Rides 30-50 attendees x 3, Sled Drags 200-300, Avalanche Awareness Days 300, HillCross 300 circuit competitors and 800 spectators, Corbin Vintage Poker Ride 50, New long distance race 50 competitors 100 spectators or more.

6. Describe how the relative success of the Festival or Event will be measured: The FSA completes two online survey's each winter (members survey and day users survey). We also actively engage users via our social media channels and at monthly general meetings throughout the year to guage invovlement and satisfaction. Particiption and spectator numbers also play an integral role in reviewing success. Behind the scenes, oppotunities to build strong relationships with our partners and organizing a safe and financially sound event are critical for our executive team and determin which events we will continue to persue.

7. The following must be attached to this application in order for it to be considered:

a) Detailed revenue and expenditure budget for the festival or event; b) Revenue breakdown detailing all sources of funding; and c) Financial statements from applying organization’s most recent fiscal year end.

• A detailed budget and accounting of how the RMI funds were invested; • Visitor surveys detailing relative satisfaction with the event; • Estimated attendance at the event; • Estimated number of out of town visitors drawn by the event; • Digital photographs and spectator/participant testimonials from the event for use in the Annual RMI Report; and • Estimated incremental accommodation occupancy created by the festival or event.

9. Outline your contingency plan if this application is not successful:

The FSA will be required to taper our event offerings without additional grant or partner support this season.

Cont’d

FORWARD COMPLETED APPLICATIONS TO:

• City of Fernie, 501 3rd Ave, PO Box 190, Fernie, BC V0B 1M0, or by email to [email protected] FERNIE SNO WMOBI LE ASSOCIA TI ON

FINANCIAL STATEMENTS

SEPTEMBER 30 2017

(UNAUDITED - SEE NOTICE TO READER) TABLE OF CONTENTS

Notice to Reader

Financial Statements

Statement of Financial Position Statement 1

Statement of Equity in Net Assets Statement 2

Statement of Operations Statement 3

Notes to the Financial Statements mefcmieg. wortiey,inc. Charteredfrofessiomzf?lccountant PO Box 616 - Fernie BC - VOB 1M0 - (250) 423-0805 - [email protected]

NOTICE TO READER

On the basis of information provided by management, I have compiled the statement of financial position of the Fernie Snowmobile Association as at September 30, 2017, and the statements of equity in net assets and operations for the ?scal year then ended.

I have not performed an audit or a review engagement in respect of these financial statements and, accordingly, I express no assurance thereon.

Readers are cautioned that these statements may not be appropriate for their purposes.

Melanie G. Wort/ey, Inc Chartered Professional Accountant

Fernie,BC January 16, 2018

“A member ofthe Chartered ProfessionalAccountants Association ofBritishColumbia” STATEMENT 1

FERNI E SNO WMOBI LE ASSOCIA TI ON STA TEMEN T OF FINANCIAL POSITION AS AT SEPTEMBER 30, 2017 ( UNAUDI TED SEE NOTICE TO READER)

2017 2016

ASSETS

CURRENT ASSETS Cash $ 59,006 $ 44,358 Short term investments (Note 2) 5 16, 1 16 Corporate sponsorships receivable 4,500 - GST/HST refundable 1,967 - Prepaid expenses and deposits 1,288 1,959 66,766 62,433

CAPITAL ASSETS (Note 2 and 3) 72,176 27,803

$ 138, 942 $ 90,236

LIABILITIES AND MEMBERS’ EQUITY

CURRENTLIABILITIES Bank indebtedness $ 20 $ - Accounts payable and accrued expenses 2,221 2,021 Payroll source deductions payable 389 672 GS T payable - 1 95 Refundabledeposits 41 0 - 3,040 2,888

EQUIPMENTLOAN 42,678 -

EQUITYIN NET ASSETS 93,224 87,348

$ 1 38, 942 $ 90,236 .T

ON BEHALFOF THE B ARD.'

Director

The attached notes are an integral part of these financial statements. STATEMENT 2

FERNI E SNO WMOBI LE ASSOCIA TI ON STATEMENT OF EQUITYIN NET ASSETS FOR THE YEAR ENDED SEPTEMBER 30, 2017 (UNAUDITED - SEE NOTICE TO READER)

2017 2016

EQUITYIN NET ASSETS, beginning of the year $ 87,348 $ 43,657

Net income for the year 5,876 43,691

EQUITY IN NET ASSETS, end of the year $ 93,224 $ 87,348

The attached notes are an integral part of these financial statements. STA TEMENT 3

FERNIE SNOWMOBILE ASSOCIATION

STATEMENT OF OPERATIONS A FOR THE YEAR ENDED SEPTEMBER 30, 2017 ( UNAUDI TED - SEE NOTICE TO READER)

2017 2016

REVENUES Memberships $ 19, 962 $ 11, 660 Trail passes 62,033 61,650 Map sales - 358 Events 3,886 7,080 Corporate sponsorships 30,300 250 Donations and grant funding 18,250 31,495 134,431 112,493

EXPENSES Accounting 2,400 2, 100 Advertising and promotions 4,627 1,368 Amortization - capital assets 16,361 9,633 Bank charges and interest 1,066 336 BCSF fees 5,636 - Bookkeeping contracts 1,690 882 Cabin maintenance 400 938 Donations 5,028 500 Event expenses 3,145 3,483 Equipment operating 5,128 3,007 Licences, dues, memberships and permits 194 266 Insurance 6,390 3,266 Interest on equipment ?nancing 48 - Office and postage 177 212 Signage 4,214 3,683 Small tools and supplies 381 304 Trail grooming 43,850 30,497 Travel 1,343 - Wages and benefits 26,588 8,368 128,666 68,843

NET INCOME FROM OPERATIONS 5,765 43,650

OTHER INCOMES AND EXPENSES Interest on investments 11 1 41

NET INCOME FOR THE YEAR 55 5,876 $ 43,691

The attached notes are an integral part of these financial statements. FERNIE SNOWMOBILE ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED SEPTEMBER 30, 2017 ( UNAUDI TED - SEE NOTICE TO READER)

NOTE 1 - PURPOSE OF THE ORGANIZATION

The Fernie Snowmobile Association was registered as a not-for-pro?t society on April 28, 1992, in accordance with the laws of British Columbia. The purpose of the "association ” is to ensure the continuance of the sport of snowmobiling, to enhance the public image of the sport of snowmobiling, and as a social club for snowmobile enthusiasts.

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Deferral Method Accounting The Fernie Snowmobile Association follows the deferral method of accounting for contributions in which the recognition of contributions designated for the expenses of future periods will be deferred until the expense is incurred, at which time the contributions are recognized in revenue.

CapitalAssets

Purchased capital assets are recorded at cost. Amortization is provided on a declining balance basis using the following rates.

Buildings— sea can 10% Automotive 30% Snow cat equipment 30% Snowmobile equipment 30% Mogul Master 30% PA system 20% Race lights 20% Skimmer 10% Website 20% Computer equipment 55%

In the year of capital asset purchase, one—half of the rate applies.

Investments Investments are recorded at the lower of cost and market value.

Remuneration of officers and directors Fernie §nowmoE/7e Association o?en enters into contracts for services with one or more of its offices and/or directors. Such amounts are at market value; these amounts are disclosed annually in the ?nancial statements. FERNIE SNOWMOBILE ASSOCIATION NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED SEPTEMBER 30, 2017 ( UNAUDI TED - SEE NOTICE TO READER)

NOTE 3 - CAPITAL ASSETS

201 7 2016 Accum Net Book Net Book Cost Amortiz Va/ue Va/ue

Bui/dings- sea can $ 3, 960 $ 574 $ 3, 386 $ 3, 762 Automotive 1, 000 657 343 490 Snow cat equipment 129,260 68,136 61,124 13,572 Snowmobile equipment 11,496 8, 973 2,523 3, 605 Mogul Master 14, 771 13, 576 1, 195 1, 707 PA system 2,41 1 1,423 988 1,235 Race lights 1, 094 91 0 184 230 Skimmer 600 394 206 294 Website 2, 91 5 81 6 2, 099 2, 623 Computer equipment 802 674 128 285

$ 168,309 $ 96,133 $ 72,176 $ 27,803

NOTE 4 - OFFICER AND DIRECTOR REMUNERA TIONS

Amounts paid during the year to of?cers and directors of the Fernie Snowmobile Association for services provided: 2017

Of?ce administration wages $ 11,890 Trail grooming contracts 2,850

$ 14,740

RMI Festival & Event Development Program - Application

General Information Please consult the RMI Festival & Event Development Program - Guidelines when completing this Application Legal Name of Organization: Reel Canadian Film Festival Society Mailing Address: Postal Code: 4542 Timberline Cres. PO Box 6017 V0B 1M6 Phone: Fax: E-mail: 403-890-7278 reelﬁ[email protected] Contact Person: Position: Kevin Allen Secretary Type of Organization (for-profit or non-profit): Name of Festival or Event:

non-proﬁt Reel Canadian Film Festival Society Date(s) of Festival or Event: Total RMI Funding Requested: Total Event Budget:

January 25-27, 2019 $3000 $22,254.61

Signature______Position ______Secretary Date ______August 2, 2018

Applications for the August 2, 2018 intake are for events held in Fall 2018 and Winter 2019 events only.

DEADLINE FOR RECEIPT OF APPLICATIONS IS 4:00PM on AUGUST 2, 2018

1. Describe the operation and history of your organization:

This is a volunteer run, non-profit society that evolved out of the Fernie & District Arts Council. In 2018, we incorporated ourselves separately in order to grow further, as we were becoming an administrative challenge for the Arts Station staff. Our first festival was in 2009 and we have seen steady growth. In 2019, we will present our 11th annual festival. This year we added a Sparwood outreach screening and a local young filmmakers workshop in partnership with the Fernie Heritage Library (aged 14 and under) and premiered their films at the Vogue Cinema.

2. Describe the Festival or Event for which you are applying for RMI funds:

This festival is dedicated to the talent, skill and diversity of Canadian FIlmmakers. RCFF, in collaboration with a number of private and public partners, showcases Canadian film from a number of genres including: drama, comedy, documentary, and animation. Over one central weekend in January, RCFF features a children's program, short films from emerging and Kootenay filmmakers, five feature films and an opening and closing gala reception.

3. Describe how the RMI Funds are proposed to be invested:

We want to market the Reel Canadian Film Festival to tourists and ﬁlmgoers in nearby communities, such as Calgary, Lethbridge, Cranbrook, as well as secondary home owners in Fernie. We have additional capacity to add audience even though 2018 saw record ticket sales for the festival.

We are still developing the marketing and outreach plan, but expenses would include: advertisements in strategic print publications, at other ﬁlm festivals, and in social media advertising.

4. Describe how the Festival or Event will impact the local tourism economy:

(Please refer to the key outcomes and criteria detailed in the RMI Festival & Event Development Program Guidelines when completing this section).

The City of Fernie has been positioning itself recently a cultural destination as well as a recreational one. Having signature festivals, such as RCFF, gives the town credibility in this reputation. We know our strongest demographic is Fernie-based women aged 35-65. We will pitch our advertising to tourists of a similar demographic providing them a cultural amenity on our festival weekend. We hope through the execution of our marketing and outreach plan we will increase the tourism component in the local economy as well as increase ticket sales.

5. What is the anticipated attendance at the Festival of Event (estimate local vs visitors):

We had an attendance of 768 in the 2018 festival in total to all screenings and galas. We estimate 5% were visitors (one couple we know came from Montana speciﬁcally for the festival!), and would like to increase this number to 15% for 2019.

6. Describe how the relative success of the Festival or Event will be measured:

We will send a post-festival survey to all those who bought tickets/we have emails for. We can also track ticket purchasers by postal code to determine the ratio of visitors/ locals. Media coverage is another indicator of success. We will gather data from our hotel sponsor regarding guest feedback.

There are some intangible rewards of this project such as positioning Fernie as a cultural destination for future tourist visits.

7. The following must be attached to this application in order for it to be considered:

A detailed budget and accounting of how the RMI funds were invested; Visitor surveys detailing relative satisfaction with the event; Estimated attendance at the event; Estimated number of out of town visitors drawn by the event; Digital photographs and spectator/participant testimonials from the event for use in the Annual RMI Report; and Estimated incremental accommodation occupancy created by the festival or event.

9. Outline your contingency plan if this application is not successful:

We will defer our marketing and outreach plan to future festivals.

Cont’d

FORWARD COMPLETED APPLICATIONS TO:

City of Fernie, 501 3rd Ave, PO Box 190, Fernie, BC V0B 1M0, or by email to [email protected] 11th Annual Reel Canadian Film Festival

2019 Budget Income Festival Revenue Ticket Sales $4,500.00 EKC Sponsorship $500.00 Other Sponsorship $2,000.00 Advertising Revenue $1,000.00 Total Festival Revenue $8,000.00

Grants City of Fernie RMI* $3,000.00 City of Fernie Discretionary Grant $500.00 Columbia Basin Trust CIP $754.61 Total Grants $4,254.61

In-Kind Revenues Media Sponsorship $2,000.00 Hospitality Industry (hotels/restaurants) $2,000.00 Volunteer (In Kind @ $15/hour) $6,000.00 Total In-Kind $10,000.00

Total Income $22,254.61

Expenses Festival Expenses Office Supplies $50.00 Venue $1,600.00 Society Administration $100.00 Screen Tech Fees & Honoraria $250.00 Screening Fees $2,500.00 Artist Transportation $1,250.00 Artist Accommodation $2,000.00 Printing - Program Guide/Posters $1,250.00 Program & Design Honoraria $750.00 Shipping / Print Traffic $250.00 Advertising $4,500.00 Reception Expenses $1,500.00 Misc. Festival Expenses $254.61 Volunteer (In Kind @ $15/hour) $6,000.00 Total Festival Expenses $22,254.61

Net Profit/(Loss) $0.00

Retained Earnings (from previous festivals)** $3,400.00

Grand Total $3,400.00

*RMI funding will be designated to advertising and design fees. ** We need about $3000 in seed funding for cash flow purposes for the 2019 festival.

Thanks for celebrating Canadian Film & our 10th Anniversary with us!

January 26 - 28, 2018 And a Reel Big Thank You to Our Sponsors!

Celebrating the best of Canadian film-making, from shorts and children's Facilitation Advertisers Door Prizes programming to The Arts Station Fernie Youth Action Network The Blue Toque Diner Interior Envy full length The Vogue Theatre Fernie Arts Co-op The Bridge Bistro Kyle Hamilton independent National Film Board Fernie Lodging Co. Canadian Tire Raging Elk Hostel Park Place Lodge Carol Cohen REALTOR® Gear Hub Wapiti Music Festival feature films. Max Restaurant Ghostrider Trading Co. Fernie Alpine Resort Sparwood Screening Island Lake Lodge Sparwood Golf Club, Troy Cook, Volunteers Isosceles.ca Youth Action Sparwood (Joni) Lori Bradish, Deb Clapp, Cheryl Hulburd, Ruth Jellicoe, Andreas Riegler, Sandra Small, Sue Promotion Guests Stengl, Louisa Sullivan, Brenda Lieberman (CIFF) Flo Barrett The Free Press Siobhan Williams The Fernie Fix Grace Brulotte Reel 2018 Tourism Fernie People’s Congratulations: Scott Courtemanche People’s AdventuresAdventures inin Photoscapes.ca Photographer: Choice The Drive Radio PublicPublic SchoolSchool Gabriela Escobar Awards && ...and you, our audience, for coming out! I’mPossibleI’mPossible your Reel Film Festival Committee Cory, Debbie, Keya, Kevin, Hannah, Suzanne, Deborah, Rebecca, Stacey, Susan & Ingrid For full festival details and information about this season’s Indie Films Fernie winter programming, be sure to visit: Opening Reception and Q&A at the Arts Station

ReelCanadianFilmFestival reelﬁlmfest ~ #fernielovesﬁlm ReelFilmFest.ca Thank you to you and your business for making our festival possible! A few highlights from the 10th Annual Reel Canadian Film Festival: Flo Q&A with Grand Unifed Theory Barrett guests at our Opening Gala

Siobhan Williams Opening Night at the Vogue RCFF on the road... this year Actress Siobhan Williams and This year we held the Western we brought the festival to costume designer Flo Barrett North American Premiere for Sparwood! Tulipani love, honour from the award-winning Breath and the World Premiere and a bicycle was very well made-in-B.C. flm Adventures in for the short flm I’mPossible received on Friday, Jan. 19th. Public School on Opening Night. featuring local Grace Brulotte. Benefits of the Reel Canadian Film Festival for the Fernie community: Gives both locals and visitors Adds to the oferings of events Attracts tourists from out of town who the opportunity to see award- available to locals and tourists. may not have been to Fernie before. winning current Canadian feature Ofered Behind the Lens flmmaking We sold more weekend Festival flms and shorts that they would not workshop for youth & a contest Passes than ever before & attracted otherwise have the chance to see. for kids to make their own flms. a diverse crowd (BC, AB, ON, Idaho.) A sc D l ye Wh J C T P h T here Reel Film Canadian Fest almost S J a u H u a h r i h u a n d b st t I r a n e L n r y s g e m i a r i u

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Resort Development Strategy 2019/20 – 2021/22

Guide for Communities

Resort Municipality Initiative Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

Preface

The purpose of this guide is to provide a description of the components that must be included in a Resort Development Strategy (RDS). The RDS is a requirement of the Resort Municipality Initiative (RMI). All RMI communities must develop and receive Ministry approval of a three year RDS for the 2019/20 - 2021/22 program term.

The objectives of the RMI are to support rural resort communities build and diversify their tourism infrastructure, deliver exceptional visitor experiences, and incorporate sustainable tourism practices and products. The RMI supports communities in addressing challenges facing the tourism sector and remaining resilient resort destinations. The RMI supports sustainable growth practices that respect our environment, honour community members and showcase B.C.’s rich cultural history. The outcomes of RMI investments are to extend or diversify communities’ tourism season, increase visitation, improve the sustainability of their tourism sector and enhance the visitor experience. Further details on program objectives are provided within this guide.

A community’s RDS must identify the long-term vision for the community and what they plan to do to achieve the RMI outcomes. The RDS should also outline how RMI projects align with the community’s overall development goals. Consultation with tourism stakeholders is required in the development of the RDS and identification of RMI projects. Local tourism stakeholders must have an opportunity to influence and agree on priorities and the projects that are included in the RDS. All projects identified in the RDS must align with the program’s spending parameters. Further details on program spending parameters are in Section 6 of this guide.

RDS Overview – Checklist:

The RDS should be a concise and succinct document, no longer than 25 pages in length, relative to the size of the municipality, the number of projects and community’s goals.

Your RDS must include the following components, each are described in this guide:

 Background Section  Community’s tourism-related vision and goals  Details of stakeholder consultation  Letters of support from key stakeholders  Linkages to other community plans  RMI Project Overview  Three-year RMI Financial Plan  Performance Measurement Approach

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

1. Background

In this section, please provide a brief context for your municipality (approximately one page). This can include a short overview of the community, geographic description, population information, and a summary of the main attractions, activities, and other high-level tourism supports (e.g. airport, highway, substantial accommodation providers, etc.). The background section can also include a short assessment of external trends that provide context for interpreting impacts of the RMI, such as the strengths, weaknesses, opportunities and challenges confronting the community in developing the resort economy. If applicable, the community should include a summary of previous RMI investments and what has been achieved.

2. Vision

This section must identify a long-term tourism vision for the development of the resort community. A vision is focused on the future, and is something to be pursued. What will your community’s tourism sector look like in the future?

3. Goals

Goals must be included in the RDS, as they are critical in achieving a vision. Goals should be specific, measureable and realistic and they should connect to the outcomes of the program.

Examples of goals that could be used in an RDS include:

• Extend tourism season by x • Increase number of accessible/barrier free • Increase visitor traffic by x amenities by x • Increase repeat visitation by x • Increase sustainable tourism practices by x • Increase employment in community by x • Increase visitor satisfaction by x Goals should be assessed on a regular basis (at least annually in annual reports) to ensure that the RDS is on track. Performance measurement is a key component of program evaluation and reporting for the RMI. Progress on these goals will need to be included in the community’s annual RMI report.

4. Stakeholder Consultation

The RDS must outline stakeholder consultations and support. Please attach letters of support as an appendix to your RDS.

Stakeholder consultations must include: • Local governments, First Nations and/or Tribal Councils; • Destination Marketing Organizations (DMO) – DMOs are a key resource in identifying projects that will increase visitation and enhance the visitor experience. A strong connection between the RMI and MRDT program is of strategic benefit. Communities should look for opportunities to collaborate with their DMO’s on a regular basis; • Residents (example: Town hall Meeting or making draft RMI plans available online);

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

• Emergency service providers (when proposing events and disaster preparedness projects); • Land owner (if private land is to be used, land acquisition/access must be obtained prior to inclusion of the project in the RDS); and, • Environmental/conservation stakeholders

Where appropriate, stakeholder consultations should also include: • Ski resort(s), major attraction(s) and outdoor recreation organizations; • Hospitality sector; and, • Local chamber of commerce

5. Linkages to Other Plans

Wherever possible, the RDS should identify linkages to, and be consistent with, key municipal, regional and provincial policy and planning documents. These plans include, but are not limited to: • Official Community Plan; • MRDT spending plans (RMI and MRDT should be complimentary, not duplicative); • New provincial tourism strategy (expected launch late Fall 2018); • Regional tourism strategies, including Destination Development plans; • Promotional plans through the DMO; and, • Regional Growth Strategy

6. RMI Projects

The RMI supports three program objectives (below). These objectives should guide a community’s use of RMI funds and offer communities the flexibility to use funding to address the specific challenges in their communities.

The RMI is primarily a tourism infrastructure program; however, communities are also able to undertake tourism-related services, programs or events. Communities should incorporate accessibility and sustainable tourism products and/or practices and support local Indigenous tourism development, where possible. Sustainable tourism supports year-round destination development and forward-looking practices, assists the community in recovering from natural events, supports socio-cultural development and considers visitor impact on the destination.

1. Develop and/or enhance tourism infrastructure and amenities  Develop, enhance or diversify tourism-related infrastructure and amenities to attract visitors, encourage longer stays or broaden the appeal of the resort community beyond its main draw.  Ensure or improve accessibility to tourism infrastructure and amenities (barrier free access for visitors of all ages and abilities).

2. Deliver remarkable visitor experiences  Deliver accessible tourism-related services, programs or events that will contribute to a positive visitor experience and/or show cases local and Indigenous cultural tourism.

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

 Develop and deliver programs to attract and retain labour to improve tourism businesses’ operations and the visitor experience.

3. Implement sustainable tourism projects and initiatives  Implement sustainability projects that minimize tourism impacts, mitigate climate change, and strengthen or restore our natural environment and communities.  Increase awareness of sustainable practices and influence responsible tourism from visitors.  Develop plans and mechanisms to ensure the local tourism industry is well positioned to respond to and recover from natural events, such as floods and fires.

6.1 Eligible Use of RMI Funds

Communities must ensure all RMI funded projects meet the following criteria: • The project must have a direct connection to tourism (i.e. spending should contribute to an increase in local tourism revenue, visitation and economic benefits); • The program or project must be predominantly targeted to or used by visitors, not residents; • The program or project must be supported by the community (i.e. stakeholders and residents); • The project must be within the program’s spending limits (Section 6.2); and, • The program or project should not be a general municipal expense (e.g. maintenance of municipal facilities or lands, transit services, policing services, etc.).

Projects will be deemed ineligible if: • The project primarily benefits community residents rather than visitors to the community; • The project is part of regular community servicing such as policing, fire, water or community recreation facilities for resident use; • The project is primarily tourism marketing that could be undertaken with MRDT funding; • The project is not linked to some aspect of the RMI program objectives; • The project is not supported by stakeholders; and, • The project is comprised of preliminary project activities (i.e. project bids, strategy development, design or planning).

6.2 RMI Spending Limits

Communities must ensure all RMI funded projects meet the following spending limits:

RMI Category Spending Limit Tourism Infrastructure, Capital and Amenities Minimum 70% over three years Tourism Programs, Services, Events Maximum 30% over three years Program Administration Up to $10,000 per year

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

6.3 RMI Core Projects

Communities should ensure the following core RMI projects are considered and included in the RDS. Please reference the table below to assist in identifying appropriate RMI projects.

The table provides details on core eligible RMI projects within each category. These core projects include the main elements that are typically expected in a resort destination. Communities should identify projects, plan and prioritize spending based on these main elements. Funding Core RMI Projects Limit Tourism Infrastructure, Amenities and Capital Infrastructure projects may include the construction or modification of tourism facilities and amenities such as buildings, trails, beaches, streetscape improvements, signs, or parks. This may include enhancement, accessibility upgrades or restorative maintenance such as renewal, repairs or updates. All projects must be visitor-focused and should include accessibility and sustainability elements wherever possible. Core projects are: Minimum of 1. Tourism amenities, infrastructure or capital purchases 70% (over 2. Beautification and streetscape improvements three year 3. Visitor signage program term) 4. Visitor-related accessibility improvements 5. Climate mitigation projects (i.e. electric vehicle charging station, low energy lighting, biodegradable products, etc.) 6. Emergency preparedness capital projects (i.e. evacuation routes, signage, safety kiosks, etc.) 7. Visitor impact mitigation or restoration projects Tourism-related Programs, Services, or Events 1. Programs (i.e. tourism employment attraction/retention projects, Good Host/tourism ambassador programs, arts & culture tours) Maximum of 2. Services (i.e. tourist shuttle, beach cleaner, trail groomer) 30% (over three year 3. Events and Festivals program 4. Visitor awareness initiatives (i.e. “do’s and don’ts” guide to term) encourage/influence responsible visitor behaviour etc.) 5. Emergency preparedness programs (i.e. evacuation planning and information, workshops, education and training for tourism operators etc.) Program Administration 1. Program Administration (salaries related to the management of RMI funds) Up to 2. Travel to the Spring Resort Collaborative Committee meeting $10,000 3. Performance Measurement (data collection to monitor community support, annually visitor satisfaction, and tourism growth)

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

6.4 RMI Project Overview

Section 6 of the RDS must include a Project Overview for each project. A Project Overview template is provided in Appendix I.

The Project Overview must include details on how the project relates to the objectives of the RMI, how it will support the community’s goals and vision, estimated project costs, project lead and timelines. The project overview must identify municipal funding, other provincial funding and/or other sources of funding.

Note: • Projects must meet the program’s eligibility criteria and the RMI spending parameters outlined in Section 6.1, 6.2 and 6.3. • Wherever possible, communities should incorporate accessibility and sustainable tourism products and/or practices and support local Indigenous tourism development. • Where applicable, projects from a community’s previous RDS may continue into the new RDS; however, a Project Overview is required for each continued project. • No new projects should be started until approved by the Ministry.

7. Three-Year Financial Plan

A Three-Year Financial Plan must be submitted with the RDS. A Three-Year Financial Plan template is provided in Appendix II.

The Three-Year Financial Plan must include the following: • projected RMI funding allocations for each proposed project (note – costs should be net of any rebate the community may receive such as a GST rebate); • carryover from the previous RDS (where applicable); • carryover from year to year; and, • interest earned on carryover.

Note – Carryover: • The Ministry requires that RMI funding be expended within two calendar years of being issued, thus RMI funding may be carried over for two calendar years. This allows the community to accumulate funds for larger projects for up to two years. As such, the Three- Year Financial Plan template extends for an additional two years to account for potential carryover of funds received in 2021. • Where an exceptional/unforeseen circumstance exists and the community is unable to expend the funding within the two years, the Ministry will work with the community to expend the corresponding funds as efficiently and effectively as possible. • Interest earned on any carryover must be accounted for and included in the subsequent year’s available RMI funding.

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

8. Performance Measurement Approach

As the RDS is developed, consideration must be given to performance measurement. Each Project Overview must include details on performance measurement for the project.

As RMI projects are identified, they should link to at least one of the program’s overall outcomes: • extend/diversify tourism season • improve sustainability • increase visitation/return visitation • improve visitor experience

Measuring performance in relation to the intended outcomes of the program will be a useful tool to demonstrate return on investment and to communicate results. All RMI communities are required to utilize a common approach to report out in order to provide consistent data at the community and program level. A common approach is currently under development through a subcommittee of the Resort Communities Collaborative.

Note: • Communities will be required to track progress by submitting quarterly financial reports and a detailed annual report. Assessing progress annually will ensure that the RDS is on track and RMI funding is being put to best use in the community. • A community may allocate up to $10,000 in RMI funding per year for Program Administration (including performance measurement). If a community intends to use RMI funds for performance measurement, please provide details here (i.e. approach, lead, measures, etc.).

9. Funding Requirements

In order to continue participating in the RMI, a community commits to a number of conditions including: • RMI funds may only be used for approved projects in the RDS or Project Amendment; • The community must continue to levy the MRDT for marketing and promotion purposes and review RMI and MRDT spending plans to ensure they are complementary, not duplicative; • The community must continue to involve the tourism sector in planning and development processes; • Quarterly Financial Reports and an Annual Report must be submitted; and, • The community must adhere to contractual program communication requirements by ensuring the Province is aware of and involved in project announcements and communication products such as press releases, websites, or promotional material; acknowledging the Province’s support of RMI-funded projects; and ensuring signage at physical locations of RMI projects.

Full details of these requirements are stipulated in the annual Shared Cost Arrangement (contract) that each community signs with the Province.

10. Approval Process and Timelines

Approval Process: 1. In late February 2019, the Ministry will provide finalized RMI allocations to each community. 2. By March 15, 2019, please send your draft RDS to Adrienne Beck, Ministry of Tourism, Arts and

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide

Culture at [email protected]. Please ensure your RDS includes project costs and the Three-Year Financial Plan reflects your finalized RMI allocation. 3. The Ministry will review the draft RDS and provide feedback to the community. 4. Once the RDS satisfies RMI program requirements, the Ministry will notify the community. 5. Final RDS submitted to the Ministry. 6. Local council approval (as required).

Timelines: . The Ministry will provide finalized RMI allocations in late February 2019. . A draft RDS, with your finalized RMI allocations, must be submitted to the Ministry no later than March 15, 2019 (note: drafts are encouraged well before this date). . The Ministry will review and provide comments in April and May 2019. . Your RDS should be complete, reviewed and approved by the Ministry by June 2019.

Appendices: Appendix I: Project Overview Template Appendix II: Three-Year RMI Financial Plan

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide Appendix I Project Overview Template

RMI Project Title

RMI Program Goal (select) Tourism Tourism Programs, Sustainability Infrastructure Service or Events Project Project description

Project rationale

Project status New Project OR Ongoing Project (from previous RDS)

Project milestones Anticipated Start Date

Anticipated Completion Project goal and how it Project Goal(s): relates to the Program’s Outcomes Program Outcome(s):

Accessibility-related project (if yes, please describe)

Additional Benefits (please describe)

Performance Measurement (please include measures used to evaluate project progress) Project Lead/Manager

Funding sources Total RMI Funding

MRDT Funding (if applicable) Other Provincial Funding (i.e. provincial agencies

such as DBC or Creative BC) Municipal Funding Other ( please identify) Total Cost of Project

Ministry of Tourism, Arts and Culture

Resort Municipality Initiative - Resort Development Strategy Guide Appendix II Three-Year RMI Financial Plan

The following must be included in the RDS.

Potential 2021 Carryover Total RMI 2019 2020 2021 2022 2023 Allocation Carryover from previous year Interest earned on carryover Anticipated RMI Funding Total Funds Available

Anticipated Spending Tourism Infrastructure, Amenities, or Capital Purchases:

Sub Total (Minimum 70% over 3 year term)

Tourism Services, Programs or Events:

Sub Total

(Maximum 30% over 3 year term)

Administration (if applicable): Program staff Travel to Spring RCC Performance Measurement Sub Total

(up to $10,000 per year)

Total Spending: Carry forward (if any):

Ministry of Tourism, Arts and Culture Proposal for Fernie’s Resort Development Strategy Process

Draft Workplan and Budget

Centre for Sustainability – Whistler 4325 Blackcomb Way Whistler, BC, V0N 1B4 604-935 - XXXX

Background and Introduction ...... 1

Key Resort Development Strategy Outcomes ...... 1

Budget ...... 6

The Whistler Centre for Sustainability ...... 8

CVs ...... 9

Background and Introduction

INTRODUCTION

A community Resort Development Strategy (RDS) is a requirement of the provincial Resort Municipality Initiative (RMI). All RMI communities must develop a new RDS covering the upcoming three year RMI funding term (2019/20 to 2021/22) and get Ministry approval for this strategy. The RDS must lead toward the desired outcomes of the RMI program including; to extend or diversify communities’ tourism season, increase visitation, improve the sustainability of their tourism sector and enhance the visitor experience.

In terms of timelines:

• A draft RDS, with estimates of RMI allocations, must be submitted to the Ministry no later than January 15, 2019 (note: drafts are encouraged well before this date!) • Ministry will review, provide comments and send finalized RMI allocations in March 2019. • RDS should be complete, reviewed and approved by the Ministry, by April 1, 2019.

SCOPE

Key Resort Development Strategy Outcomes

The RDS should be a concise and succinct document, no longer than 25 pages in length, relative to the size of the municipality, the number of projects and community’s goals.

The RDS must include the following content and components (as per the RDS Guide):

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ENGAGEMENT OUTCOMES The RDS must outline stakeholder consultations and support as well as letters from key tourism stakeholders. Stakeholder consultations must include:

 Local governments, First Nations and/or Tribal Councils;  Destination Marketing Organizations (DMO) – DMOs are a key resource in identifying projects that will increase visitation and enhance the visitor experience. A strong connection between the RMI and MRDT program is of strategic benefit. Communities should look for opportunities to collaborate with their DMO’s on a regular basis;  Residents (example: Town hall Meeting or making draft RMI plans available online);  Emergency service providers (when proposing events and disaster preparedness projects);  Land owner (if private land is to be used, land acquisition/access must be obtained prior to inclusion of the project in the RDS); and,  Environmental/conservation stakeholders

Where appropriate, stakeholder consultations should also include:

 Ski resort(s), major attraction(s) and outdoor recreation organizations;  Hospitality sector; and,  Local chamber of commerce

In order to achieve this outcomes the RDS process needs to identify an engagement plan for the following stakeholders and the proposed IAP2 (international association of public participation) participation approach. These approaches are taken into consideration in the workplan.

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Level of Engagement

Inform Consult Involve Empower

Collaborate

• Residents • Resorts of the • Tourism Fernie • City of Fernie • Destination BC • Individual Canadian Rockies • Chamber of Commerce • Ministry of • • Go2HR tourism Tourism service • Tourism Plan Task Tourism businesses providers (Sector Force • Leads Kootenay Rockies • Non-profit tourism • Tourism BC Parks experience providers • Ktunaxa • College of the and RDS implementers • Wildsight Rockies (Arts/Recreation/ • Heritage Leads) • Regional District Real-Estate Leads • of East Kootenay • Ministry Staff Other implementers/funders, partners TBD

Goal To provide them To obtain their To work directly To partner with them in To place the final with balanced and feedback on with them each aspect of the decision making in objective analysis, alternatives throughout the decision including the the hands of this information to assist and/or decisions process to ensure development of group. them in that their concerns alternatives and the understanding the and aspirations are identification of the problem consistently preferred solution. understood and considered. Promise to them We will keep you We will keep you We will work with We will look to you for We will implement informed. informed, listen to you to ensure that direct advice and what you decide. and acknowledge your concerns and innovation in formulating your concerns and issues are directly solutions and incorporate provide feedback on reflected in the your advice and how your input alternatives recommendations into the influenced or didn’t developed and decisions to the maximum influence solutions. provide feedback on extent possible. how input influenced solutions. Example Tactics Send documents for Interactive open Workshops, focus Task force with Organization voting review house and groups, interviews, participatory decision Task force presentations surveys making, Consensus building activities

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OUR APPROACH

We believe that a successful Resort Development Strategy should be developed collaboratively by a broad cross-section of organizations involved in guiding, funding and implementing tourism projects. The RDS is going to be created alongside the tourism master plan the process and therefore the approach is similar.

Our development process has five essential phases that cumulatively build toward a final document:

Where we are now

Brief review of the past RDS Where we want to go proceses, projects, succsses and challenges How we will get there Review TMP Vision, goals and directions Writing and sharing the Understand what worked well and what could be Articulate key insights from Plan improved about the past Determining RDS goals and TMP and RDS research RDS processes outcomes Harvest, develop and assess Combine pieces into one strategies and document draft RDS actions/projects Understand possible project Measures of success Present - Province, Locally synergies Further engage to explore opportunities for collaboration and synerges. Short report Final revisions - Adoption by Host openhouses, adjust Council and Province plan

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WORKPLAN

PHASE A: WHERE ARE WE NOW

1. PROJECT KICK-OFF – ONLINE MEETING

i. Identify final TMP Task Force sub-committee and others, invite them to an initial meeting ii. Finalize Terms of Reference iii. Finalize timeline iv. Develop two page program and process brief

2. RDS COMPONENT OF TMP BASELINE PROFILE TO FEED INTO RDS BACKGROUND PIECE

i. Includes the City’s present situation including the identification of tourism assets, tourism development opportunities, status and potential tourism capacities review of tourism related infrastructure and a review of policy frameworks currently in place. Also reviews past RMI investments

3. COMMUNITY/BIZ SURVEY, HOST FOCUS CONVERSATIONS WITH STAKEHOLDERS (LATE OCTOBER/EARLY NOVEMBER), PUBLIC EVENT (LATE NOVEMBER) ON BASELINE PROFILE, WHAT’S WORKING/NOT? AND ANY KEY INSIGHTS AT THAT TIME.

i. Engagement opportunities from the TMP will be leveraged to ask questions specifically related to past RDS processes, RMI projects and possible future projects, funding and synergies.

4. DRAFT SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS) FROM RESEARCH, DOCUMENTS, AND INTERVIEWS THAT IS RELEVANT TO TMP AND RDS GOALS. FEED INTO RDS BACKGROUND PIECE i. Drawing from the TMP SWOT and RDS research we will develop a short background brief to include in the RDS background section. It will include a summary of possible project synergies and opportunities so far.

PHASE B: WHERE DO WE WANT TO GO?

7. HOST INITIAL RDS GOAL, OUTCOMES SETTING WORKSHOP. ARTICULATE THE RDS ROLE IN SUPPORTING THE TMP AND CRITERIA FOR RDS PROJECTS, DISCUSS POSSIBLE PROJECT IDEAS FROM PARTNERS ETC.

8. HARVEST RDS RELATED (FIT RDS CRITERIA) ACTION IDEAS FROM THE TMP TASK FORCE STRATEGY AND ACTIONS PLANNING ACTIVITIES

9. ALIGN AND ORGANIZE ACTIONS/PROJECTS UNDER RDS GOALS AND ADD DETAILS (TIMING, COSTS, FINANCING, ETC) i. This step will require the support of partners and the City to create project budgets.

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PHASE C: HOW WILL WE GET THERE? CREATE THE PLAN

10. HOST FURTHER RDS ENGAGEMENT FOR PROJECTS (ONE ON ONE CONVERSATIONS WITH PARTNERS, TASK FORCE, OPEN HOUSE) i. Engage with project possible project partners to finalize details ii. Prioritize projects with the RDS Committee iii. Present prioritized projects at an open house

PHASE D: WRITE THE PLAN 11. FINAL PROJECT REVIEW AND FINALIZE RDS – DRAFT (END OF JANUARY 2019) i. Collate feedback and revise projects with the committee ii. Incorporate changes into the RDS and finalize sections iii. Final review for draft to share with the Province and City

12. MAKE REVISIONS BASED ON FEEDBACK i. Provide feedback and options to the Committee to determine how to adjust the RDS ii. Make adjustments

13. PRESENT RDS TO COUNCIL, PARTNERS AND COMMUNITY i. Create slides and posters for an event to present the RDS to these groups and align with TMP events or trips to Fernie

14. MAKE ANY FINAL REVISIONS, COMPILE ALL INFORMATION AND SUBMIT FINAL PLAN.

Budget

BUDGET

The budget for the work plan outline above is $8,970, though could be less if additional synergies with the TMP can be found. Travel will be aligned with the TMP process. Taxes are not included. A detailed budget is provided below.

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RDS Workplan and Budget DW 130

Where are we now Develop terms of reference and suuport creation of committee 2 $ 260 Develop two page program and process brief 4 $ 520 Develop baseline profile of the town’s present situation including the identification of tourism assets, tourism development opportunities, status and potential tourism capacities review of tourism related infrastructure and a review of policy frameworks currently in place. - RDS focus 2 $ 260

Community/Biz Survey- Include RDS 2 $ 260

Host focus groups with industry sectors (Late October/Early November) - Include RDS 2 $ 260 Public event (Late October/Early November) on baseline profile, what’s working/not? and any key insights at that time. - Include RDS 1 $ 130 Draft SWOT (strengths, weaknesses, opportunities, threats) from research, documents, and interviews that is relevant to ICSP goals. - Include focus on RDS 2 $ 260

Where do we want to go $ - Host initial Resort Development Strategy scoping, outcomes, possible project ideas from partners etc. based on TMP vision and outcomes 8 $ 1,040 Harvest RDS related (fit RDS Criteria) action ideas from the TMP Task Force strategy and actions planning activities 2 $ 260

Align and organize actions/projects under RDS goals and add details ( timing, costs, financing, etc) 6 $ 780

How will we get there $ - Host further Resort Development Strategy engagement for projects (one on one conversations with partners, open house) 20 $ 2,600

Write the Plan $ -

Final project review and finalize RDS - Draft 8 $ 1,040

Make revisions based on feedback 4 $ 520

Present RDS to Council, Partners and Community 4 $ 520

Make any final revisions, compile all information and submit final plan. 2 $ 260

Totals 69 $ 8,970

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The Whistler Centre for Sustainability

The Whistler Centre for Sustainability is a mission-driven, enterprising non-profit organization with a vision of: a sustainable, livable world and sustainable, vibrant communities. To achieve this vision, we:

 Work with and support local governments with sustainable community planning and implementation.  Support organizations with strategic planning and action planning.  Design and implement new collaborative approaches to community challenges based on leading practices and social innovation strategies.

In addition to delivering community planning in a number of BC’s Resort Municipalities, the Centre recently lead the development of Tofino’s Tourism Master Plan, A Maple Ridge Tourism Strategy and over the last five years we’ve helped the 14 BC communities designated as “Resort Municipalities” design tourism approaches, report on the overall economic impact of tourism and more specifically their recent tourism investments.

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CVs

Community Planning and Tourism Specialist DAN WILSON Whistler Centre for Sustainability 4325 Blackcomb Way Whistler, BC [email protected] (604) 966-4457

Professional Dan is a sustainability planner specialising in tourism economic development, Profile monitoring and evaluation and energy/greenhouse gas emissions planning and implementation.

Skills and Community Planning and Engagement Experience . Design, lead and facilitate community planning and implementation processes . Trainer/practitioner in developing and implementing values based decision- evaluation frameworks for day to day and major community decisions . Facilitation planning, design and delivery for small group process as well as large public gatherings Tourism . Community-based tourism planning . Resource for BC’s 14 Resort Municipalities on tourism planning, and monitoring and evaluation Monitoring and Evaluation . Indicator, target, and monitoring and evaluation system development . Community survey development and data collection and analysis

Professional Bachelor of Commerce (Tourism Management) Qualifications University of Victoria, Victoria, British Columbia. MSC (Corporate Environmental Management and Government Policy) International Institute for Industrial Environmental Economics, Lund University, Sweden

Recent Facilitation Training Professional Dovetail Consulting Development Eco-District Planning Level 1 Ecodistricts, US Conflict Resolution Justice Institute of BC

Recent Client List . City of Powell River – Community engagement on short term rentals . Village of Pemberton – Community engagement on short term rentals . City of Maple Ridge – Tourism Strategy, planning and engagement . District of Squamish – Squamish2040 OCP review, community engagement . District of Highlands – Community Sustainability Monitoring Report Update . Powell River, BC – Community Sustainability Plan . Squamish-Lillooet Regional District – Regional Growth Strategy Monitoring Report . District of Sechelt – Sustainability Guided Development Permit Tool . BC Ministry of Jobs, Tourism, and Skills Training – resort community support and resource . District of Tofino – Tourism Master Plan and annual implementation planning . Town of Canmore – Community Engagement Livable Canmore Affordable Housing . Mountain Resort Municipality of Sun Peaks – Short Term Nightly Rental Strategy, GHG reduction plan . Resort Municipality of Whistler – Community Energy and Climate Adaptation Plan . Resort Municipality of Whistler – incentives for energy efficient homes program development . City of Fernie, BC – official community plan update, quality of life report update . BC Climate Action Secretariat – review of C.E.E.I. built environment indicators . City of St. Albert, AB - Community Energy and Emissions Plan . District of Highlands, BC – ICSP and OCP amendment, communications for sustainable built environment DPA guidelines . Valemount, BC – Community Sustainability Plan . Kimberley, BC – Community Sustainability Plan . District of Invermere, BC – Community Energy and Emissions Plan

Employment December 2008 - Present Record Community Planning and Tourism Specialist Whistler Centre for Sustainability Whistler, BC

July 2001 – December 2008 Community Sustainability Consultant Primarily with - Resort Municipality of Whistler Whistler, BC

July 1998 – September 2007 Tourism Business Sector Various roles including: tourism enterprise owner (adventure tourism company, restaurant café), sales and marketing roles for Whistler Blackcomb Inc. and business process refinement and sustainability with Fairmont Hotels and Resorts. Whistler, BC

Suzanne Garand

Hello everyone,

With UBCM and annual reports behind us (thank you very much for your reports!), I wanted to send a quick email with some updates, reminders, and news.

Firstly, thank you to everyone who attended the RCC meeting and reception at UBCM in Whistler. Our Minister and Executive really value the opportunity to meet with such a knowledgeable and passionate group of stakeholders.

As you all know, your revised Resort Development Strategy (RDS) is due to the Ministry in the new year. We recognize the upcoming local elections may cause a delay in consulting with, and getting approval from, a new Council. As such, we have extended the due date for a draft RDS to March 15, 2019. In late February, we will have your finalized MRDT totals and will be able to provide you with your 2019/20 RMI allocations for you to incorporate into your draft RDS. For your reference, I have attached the RDS guide with the updated timelines.

A quick reminder that your third quarter financial reports are due at the end of this month (October 31). Those can be sent to Tamara ([email protected]) as soon as they are available.

I would also like to remind everyone of the program’s funding recognition requirements. All communications about RMI funded projects should include Provincial recognition. Communications could include project announcements, press releases, websites, promotional material or signage. In terms of Provincial recognition, I have attached the updated RMI logo for your use. Please send us a mock‐up of your materials with the RMI logo before public release so that we can seek approval from Government Communications. Also, please ensure we are aware of any potential project announcements.

Lastly, we wanted to ensure you are aware of two new funding programs under the Investing in Canada Infrastructure Program. During UBCM 2018, the Ministry of Municipal Affairs and Housing announced the launch of the Community, Culture and Recreation fund, and the Rural and Northern Communities fund. The Community, Culture and Recreation program will provide funding for projects that upgrade and build sports facilities, trails, local community centres and spaces for arts and culture. It will also support health and educational facilities that uphold the Truth and Reconciliation

1 Commission's Calls to Action. The Rural and Northern Communities fund is targeted to small, rural and remote communities with populations under 25,000. The fund will support a range of infrastructure priorities, including broadband connectivity, efficient and reliable energy, Indigenous health and educational facilities, local public transit and reliable road, air or marine infrastructure, and improved resilience to natural disasters and environmental quality. Applications are due by January 23, 2019 for both programs. Please visit their website for more information.

As always, feel free to reach out to Tamara or I with any questions.

Cheers,

Adrienne Beck Manager, Tourism Policy and Programs Tourism Policy and Creative Sector Division Ministry of Tourism, Arts and Culture Phone | 778.698.1800 Cell | 250.217.5150