City of Rossland Resort Municipality Initiative Resort Development Strategy
2012 - 2016 2012 to 2016 Resort Development Strategy
Background
Regional and Local Tourism Context
Rossland has historically been a winter destination due to Red Mountain’s popularity and success. In the past few years, Redstone Resort has expanded the golf course to create an 18 hole destination golf course and we are beginning to see an increase in summer tourism. However, the closure of the
Rossland Museum’s Gold Mine Tours has had a detrimental effect on tourism for the past two years.
Tourism Rossland and other tourism supporting groups have worked to increase the summer business in conjunction with the local golf courses, biking, historical products and other suppliers. The graph below illustrates both the seasonality and fluctuations in tourism numbers based on the Additional Hotel Room
Tax over the past 6 years.
Hotel Revenue 2006-2011 based on the AHRTTax S600,000.00
$500,000.00
$400,000.00 C a) $300,000.00 —— 2008 —.2006 a x $200,000.00 .—--2007
2009
$100,000.00 2010
2011
Month The following graph highlights the growth in accommodation revenue over the past 5 years. 2011 is expected to show a continued growth. The AHRTtax is Rossland’s only concrete measurable indicator, as we are unable to calculate the average room night or number of visitors due to our small size and due to accommodators not participating in the Tourism BCProvincial Accommodation Survey.
Rossland Accommodation revenue
I AcommGdation revenue
$500,000.00
The winter tourism in the 2009/2010 and 2010/2011 years showed increased growth due to the above average snow fall in both winters. BlackJack Ski club is also growing with an increase in day passes sold to non-residents. However, partially due to the closure of the mine tour at the Rossland Historical
Museum, the summer numbers were not as strong. We are continuing to see an increase in mountain bike tourism which is also assisting our summer business. Additionally, with Redstone Golf Course having a driving range and a challenging 18 hole course, they are continuing to see a growth in traffic. Many large events have contributed to the overall strong tourism numbers including the Rossland
Winter Carnival, large ski races with Red Mountain Racers, other large sports tourism events such as the
BCSeniors’ Games held in Trail, Castlegar and Nelson. Rossland has the accommodation beds that can support those large sports tourism events. Also contributing to the AHRTbased room revenue are the increasing numbers of out of town contractors working on several large projects in the area. Although these people are not tourists, the expectation is that they will bring their families back to the area for vacations in the future. A major investment by Red Mountain Resort in their day lodge was a great addition to our overall tourism product.
The challenge for tourism growth in Rossland is the proximity of our community to major highways and international airports. Highway 3 is the closest major highway to Rossland and it runs through Castlegar.
Tourists travelling along Highway 3 would not stop in Rossland on their way through, they would have to travel an additional 30 minutes off Highway 3 to reach Rossland. Air travel in the Castlegar/Trail/
Rossland area is very unpredictable in the winter months. The closest international airport is in
Castlegar which has many flights cancelled during the fall/winter/spring months due to a low ceiling for airplanes to land. The next closest international airport is Spokane, Washington and then tourists have to rent a car and travel through the US/Canada border crossing to visit Rossland.
Environmental Scan - Provincial & Regional
The following section provides a summary of the recent economic context for the tourism industry in British Columbia and the Resort Communities. The significant influences on tourism and possible influence on the resort community’s economies are reported by year and summarized. All changes are based on year to year results unless noted otherwise.
2007 Tourism Influences In general terms, 2007 was still a robust year for tourism in British Columbia. Although US overnight entries continued their declines losing 4.1% in 2007, provincial occupancy levels reached an 11 year high at 67% and room rates advanced 5.9% over 2006 levels. This growth was fuelled by domestic travel and by increased overseas entries (+3.3%). These provincial results in general, should have created a more fruitful environment for the tourism economies in the resort communities.
2008 Tourism Influences The end of 2008 marked the beginning of the global economic crisis which persists to this day. The financial sector crisis and associated housing crisis in the USspread to the rest of the economy in the US, Canada and overseas. The second half of 2008 saw this economic contraction began hitting virtually every sector of the economy — some, such as the auto sector, were hit harder than others. Declining consumer confidence resulted and along with this a decline in discretionary spending including overnight travel. Growth in room revenue in British Columbia was the weakest since 2003 — an increase of only 0.6%. th Hotel occupancy rates declined slightly in 2008. Visitor entries declined for the 7 time in 8 years with
US entries down 17% from 1995 levels. Entries from overseas were down slightly in 2008 from 2007 — declines from Japan were offset in part by increases from China and South Korea. In general, in addition to the global economic downturn, delays at the border, rising gas prices, exchange rates are influencing factors affecting 2008 tourism returns. This environment in 2008 likely impacted the entire tourism sector in the Province placing downward pressure on tourism results in the Resort Communities.
2009 Tourism Influences In 2009, the context for the tourism industry in British Columbia worsened further still from 2008.
Canada itself entered the worldwide recession officially in the last quarter of 2008 thereby influencing domestic travel patterns. Entries from the US and overseas both declined with US overnight entries down 5.9%; overseas entries down 13.9%. Room revenues took a huge hit in 2009 showing an 11.7% decline. The impact of the worldwide economic recession was exacerbated by fears related to the H1N1 pandemic that further reduced overnight travel. This environment in 2009 likely impacted the entire tourism sector in the Province and for the second straight year placing significant downward pressure on results in the Resort Communities.
2010 Tourism Influences In 2010, the context for the tourism industry in British Columbia finally began to stabilize as overnight travel to Canada from the US increased by 0.7% and overseas by 6.8% compared to 2009, when both markets were significantly down. Same day travel from the USstill continued to decline however due to high exchange rates and fuel costs, which reduced US visits by 1.5%. Overnight and day US visits to
British Columbia increased by 2% in 2010, and total overnight visits of all visitors increased by 4%. The months of February and March stand out likely due to the Olympics with the most growth compared to 2009 at roughly 10% for each month. This growth however may have only positively impacted communities close to Vancouver and Whistler for the 2010 reporting year.
Spending in Canada increased 4.2% in real terms following a 2.2% decline in 2009. International spending was up by 1.9%, boosted by a strong first quarter performance related to the 2010 Winter
Olympics and Paralympics which would have impacted British Columbia directly. Spending by Canadians at home also increased in 2010. Room revenue as estimated by BCStats showed 12.1% increase to November 2010. Occupancy rates in
BC were up slightly by 1.4% for 2010, with most the growth in revenue coming from the Vancouver
Coast Mountain Region, followed by the Thompson Okanagan.
General economic trends showing a slow recovery from the 2008 recession were flat through 2010, not boosting the likelihood of travel, but also not weakening it. This trend is in contrast to 2008 and 2009 where economic conditions were not very conducive to tourism growth. Canada’s high dollar also played a significant role in reducing Canada’s price competitiveness compared to other destinations and likely tempered the growth somewhat. This slightly improved tourism environment in 2010 likely impacted the entire tourism sector in the Province placing slightly mixed pressure on tourism results in the Resort Communities.
Summary Tourism of Influences
During the 2007 — 2010 timeframe in which resort communities have been participating in the Resort Municipalities Initiative, the context for the tourism industry has been particularly volatile and provincial, national and global tourism statistics reflected declines in overnight entries, occupancy levels and room revenues beginning in 2008 and escalating in 2009.ln 2010, multiple years of declines look to have stabilized somewhat, with very modest growth overall which was likely attributable to the 2010
Winter Olympics in Vancouver.
The primary tourism influences challenging the tourism economy during 2007-2010 can be summarized as:
• Global financial/housing crisis leading to overall global economic downturn
• Associated declines in employment levels affecting levels of personal disposable income and discretionary spending
• Declines in corporate profitability necessitating business travel restrictions
• Overall declines in consumer confidence continuing • Higher fuel prices
• Weakening currency exchange rates relative to the Canadian dollar making travel to Canada more expensive from key markets • Increased border security, airline restrictions, documentation requirements • Declining export sales due to global economic downturn for countries such as Mexico and South
Korea which had been showing strong growth in overnight visitation to British Columbia • H1N1 pandemic
• Olympic aversion up to Feb 2010
The primary tourism influences supporting the tourism economy during 2007-2010 can be summarized as:
• Business confidence steady • 2010 Vancouver Winter Olympic Games
• Slow economic recovery into 2010
Environmental Scan - Rossland 1 The following summarizes the strengths, weaknesses, opportunities and threats associated with
Rossland as a tourism destination supported by the Community Tourism Foundations Report created by
Tourism BCin 2006.
Strengths: Rossland’s strengths can be summarized as outstanding natural beauty and a wealth of outdoor recreation options for all levels of fitness/skill combined with a charming, small town atmosphere. Red
Mountain Resort is reknown for its skiing and snowboarding and is the home of the Red Mountain
Racers Ski Club. In addition to the Red Mountain Ski Resort, the area is rich with heritage stemming from the extensive gold mining that occurred around the turn of the century until the 1940’s. The City has many heritage buildings and much of the heritage of Rossland can be found in the Rossland
Historical Museum. A network of hiking and biking trails has been developed that provide many hours of entertainment for the novice to experienced hiker and biker. Redstone Resort purchased the local golf course and has expanded the nine hole course to a challenging eighteen hole course in a beautiful natural setting. The small town atmosphere comes from the friendly residents and small locally owned businesses. Rossland has a strong “sense of community” as is evidenced by the multiple community events including the Farmers Market, Golden City Days and the Rossland Winter Carnival. The availability of a wide range of accommodation from hotels to bed and breakfasts to condo’s at the ski
1 CommunityTourismFoundations, RosslandBCReport by TourismBC,2006 hill make Rossland the ‘place to stay’ when large events are held in the Castlegar/Trail/Rossland area and when large construction projects are undertaken in the area. Pacific Coastal Airlines have introduced a route to nearby Trail from Vancouver which has increased dependability of air travel for residents and tourists.
Weaknesses or Challenges:
The main challenge for tourism growth in Rossland is the proximity of our community to major highways and international airports. Rossland is located equi-distant from both Vancouver and Calgary with a 7 hour drive either way. It is also a 2 14 to 3 36hour drive to either Kelowna or Spokane, WA. Highway 3 is the closest major highway running from Hope to the Alberta border through Castlegar. Tourists travelling along Highway 3 would not stop in Rossland on their way through, they would have to travel an additional 30 minutes off Highway 3 to reach Rossland. Air travel in the Castlegar/Trail/Rossland area is very unpredictable in the winter months. The closest international airport is in Castlegar which has many flights cancelled during the fall/winter/spring months due to a low ceiling for airplanes to land.
The next closest international airport is Spokane, Washington and then tourists have to rent a car and travel through the US/Canada border crossing to visit Rossland. Kelowna also has an international airport but is almost 4 hours away. The Cranbrook Airport has recently attained international status but the flight choices are limited. There is currently no way to get from any of the airports to Rossland except to rent a car. Pacific Coastal Airlines has started offering flights between Vancouver and Trail. This has provided another option and slightly better predictability but the flight choices are very limited and there is no car rental option from the Trail Airport.
Another weakness in the tourism product in Rossland is the number and availability of retail shops and restaurants. There are quite a number of retail shops in Rossland that barely make a living. New shops appear and then close because the retail traffic is not there to sustain the businesses. There are few restaurants especially for the breakfast crowd, family dining and dining later in the evening. A more robust tourism industry would help sustain and build on those aspects of the tourism product.
Currently, Red Mountain Resort is not open during the summer season. Therefore, the summer mountain activities are limited and employees are laid off for the summer season resulting in instability for year round employment. This also results in the restaurants and retail shops not having stable year round business during the summer months either. Opportunities:
There are many opportunities for growth in tourism in Rossland especially during the summer months.
Red Mountain Resort could offer gondola rides and mountain biking much like is offered at Silverstar
Resort in Vernon or in Whistler or in Banff.
Another opportunity would be to expand heritage tourism. Rossland needs to get the LeRoi Mine Tour open again or find an interesting substitute that will draw visitors. Kimberley, Rossland and Brittania
Mines could market a Mine Tour package nationally or internationally. With the Waneta Dam expansion project being only approximately 30 minutes away and the Teck Interpretive Centre being in Trail that provides the history and explains the operations of the Teck plant, Rossland could work with those organizations to provide a package deal to visit all three sites focused around mining, smelting and power generation.
An easily accessible campground with pull-through sites and a full-service Visitors Centre would complement the heritage appeal of Rossland and provide year-round information access to visitors.
Rossland has done a pre-feasibility plan to put a gondola from downtown Rossland to the Red Mountain base area to provide connectivity for tourists and residents to experience retail and restaurants in both areas without needing vehicular transportation. The viability of this project depends on a dramatic increase in tourism activity in Rossland.
Threats:
Threats to the creation of a sustainable tourism economy in Rossland revolve primarily around the tourism product and concerns over its capacity. Rossland residents are hesitant to accept increased tourism activities because they don’t want to become “another Whistler”. Residents like the small town feel and the safety and security that comes from being a close-knit community. As well, external factors such as exchange rates, border crossing regulations and the global economic instability are very real threats.
Greatest Tourism Opportunities Based Upon Market Research:
Market research was undertaken by Tourism British Columbia in 2006 (a link to the full report is included at the end of this report). Based upon an understanding of Rossland’s unique strengths and weaknesses, the following immediate tourism opportunities were identified:
The highest opportunity products considered included (based on priority): • Skiing/riding
• Back country/heli/cat skiing
• Nordic skiing
• Mountain biking
• Golfing
• Hiking • Snowmobiling • Touring/Auto Clubs • Getaways • Fishing • Cultural Attractions/Arts Events/Tours • Conferences • Events
The greatest opportunity target markets considered included (based on priority):
• Local — within 1 hour
• Canadian regional — within 3 hours
• US regional — within 3 hours
• Other British Columbia
• Alberta • Other Canada
• US markets with direct flights to Spokane • Australia • Germany
• UK
• Scandinavian countries
• Netherlands
Priority Markets/Products Based on that research, the following target markets/products were recommended to be pursued by Tourism Rossland and other Rossland tourism stakeholders such as Red Mountain Resort and Redstone Resort: 1. Skiing/riding — USregional; USmarkets with direct flights to Spokane; Australia
2. Golfing — British Columbia; Alberta
3. Mountain Biking — US Regional
4. Getaways — British Columbia
5. Events — market/promote signature events e.g. mountain biking, arts/culture
Collaboration, Consultation and Engagement
The City of Rossland commissioned Tourism Rossland to undertake the community consultation process regarding the development of the Resort Development Strategy and provide a report on the feedback received during this consultation process. The following Stakeholders were invited to the two public input sessions:
- Hotel Accommodators
- BlackJack Ski Club
- City of Rossland
- Columbia Basin Trust
- Community Futures Development Corporation
- Economic Development Taskforce
- Gold Fever Follies
- Kootenay Association for Science and Technology
- Kootenay Columbia Trails Society
- Lower Columbia Initiatives
- Red Mountain Resort
- Red Mountain Ventures
- Red Resort Association
- Rossland Arts Council
- Rossland Chamber of Commerce
- Rossland Heritage Committee
- Rosslanci Lions Club
- Rossland Historical Museum Society
- Rossland Rotary Club
- Sustainability Commission Tourism Rossland
The first session was hosted on May 18th, 2011 during the day at the Rossland Miners’ Hall. The discussion involved the following:
Introduction to the RMIprogram - review of what types of projects are eligible, etc.
1. Brainstorming of ideas for the beginning of the meeting 2. Narrowed down the ideas to the 4 most feasible focus areas for research and discussion at the next meeting. These included:
• Campground
• Transportation
• Museum/Visitor Centre/Toilets
• Events/Arts
Attendees for this session were as follows:
• Bob Reardon - Economic Development Taskforce
• David Livingstone - Rossland Arts Council
• Deb Timm — Finance - City of Rossland
• Don Thompson - Red Mountain Ventures/Red Resort Association
• Erik Kalacis - Red Mountain Resort/ Red Resort Association
• Greg Granstrom - Mayor- City of Rossland
• Hanne Smith — Councillor - City of Rossland
• Jennifer Gilhula - Rossland Motel/Tourism Rossland
• Jim Greene - Red Mountain Resort
• Karen Bennett - Editor Rossland News, Rossland Chamber of Commerce
• Kathy Moore - Councillor- City of Rossland
• Lea Thuot - Sustainability Commission
• Libby Martin - Rossland Museum Society
• Mark Impey - Canadian SkiQuest
• Mark Pollard - Iron Mountain Theatre
• Mike Maturo — Planner - City of Rossland
• Mike Robbins - Rossland Rotary
a R.J.Peters - Iron Mountain Theatre
a Renee Clark - Rossland Chamber of Commerce • Ron Perepolkin - Community Futures
• Rona Park - Columbia Basin Trust
• Sandy Santori - Lower Columbia Initiatives
• Stewart Spooner - Kootenay Columbia Trails Society
• Terry Miller - Rossland Sustainability Commission
• Val Ash - Red Mountain Village/Tourism Rossland
Second meeting was held in the evening May 315t, 2011 at 7:00 pm also at the Rossland Miners’ Hall
• Review of program
• Review of research conducted on the feasibility of each of the focus areas.
• Session was broken out into 4 focus areas by tables for further discussion of each of the ideas. The following lists show the discussion surrounding each of the ideas.
1. Campground (Capital Projects) • Immediate opportunities
• Infrastructure required for Tourism BCApproved Accommodation
• Map of site
• Posts for labelling sites
• Phone (perhaps in a small lockable building) • Cost matching opportunities from the revenue of campground
• SuperHost training
• Cell phone for host
J Long • term opportunities
• Expansion of existing facility - large plot of land
• Working with other organisations for reservations services
• Use RMIfor feasibility and planning study and then write grants for expansion
2. Transportation (Capital Projects)
• Shuttle service to improve frequency from Spokane Airport to Rossland in winter
• Potential to cost share a subsidy with Nelson
• Increase of shuttles from 2 guaranteed to 4 guaranteed. Total project cost $16,000 (before cost sharing) worst case!
• Timing - could happen this winter. • Long term - could expand number of shuttles depending on success. Could work for multi-years and increase number of shuttles
3. Museum/Visitor Centre/ Toilets
• Problem is no public washrooms, and no Visitor Centre during the winter (when we are busiest)
• Idea - work with the library to host the Visitor Centre for the winter as a satellite.
• Label the washrooms as public.
• RMIcould be used for internal improvements
• Potential to co-locate Tourism Rossland and the Rossland Chamber of Commerce in an addition on the west side of building? Great grant opportunities, long term savings of rent, opportunity to share utilities, phone and internet charges 4. Events/Arts (Programs and Events)
Could allocate a grant stream in which projects would apply for events and or arts funding
• Would have to meet all of the qualifications of the program • Marketing money for these events also available via Tourism Rossland’s
cost matching programs, or a variety of other funders
• Are there any infrastructure projects which would benefit this group?
Attendees for this meeting included:
- BillCraig - Century 21/Rossland Chamber of Commerce
- Carey Rudisil - Rossland Library
- Don Thompson - Red Mountain Ventures, Tourism Rossland, Red Resort Association
- Emily Nusse - Citizen
- Erik Kalacis - Red Mountain, Tourism Rossland, Red Resort Association
- Hanne Smith - Councillor City of Rossland, Tourism Rossland
- Jim Albo - Lions Club
- Jody Blomme - Lions Club - John Sneigrove - Alpine Grind
- Joyce Austin - Rossland Museum, Tourism Rossland
- Kathy Moore - Councillor City of Rossland, Tourism Rossland
- Laura Petit - Rossland Arts Council
- Lee Farrington - Citizen
- Mika Hakkola - Red Mountain
- Nadine Tremblay - Rossland Arts Council
- Nicola Everton - Rossland Arts Council
- Ray Furlotte - Gold Fever Follies
- Renate Fleming - Rossland Arts Council
- Renee Clark - Rossland Chamber of Commerce
- Sharon Wieder - BlackJack, Rossland Museum, Tourism Rossland
- Victor Kumar - City of Rossland
- Vince Profili - Heritage
Resort Development Vision
Rossland has a sustainable tourism economy by marketing a four season destination with small town charm. Development will encourage manageable tourism projects that fit with the character of
Rossland and encourage four season growth to ensure the viability of businesses and create a steady stream of tourism cash flows.
Resort Development Goals
• To increase overnight stays by 1% per year as measured by the 2% Municipal and Regional District
Hotel Room Tax (MRDT)using 2011 as a base year with a goal of 5% growth by 2016.
• To develop tourism projects that focus on expanding the tourism market to the spring/summer/fall season.
• To make it easier for tourists to find amenities and information that will enhance their tourist
experience in Rossland. Projects
Following the second public input session, five projects were chosen based on the criteria provided by the Province as well as overall feasibility and the ability of the various organizations to match the available funding. Tourism Rossland undertook research on all of the projects with further stakeholder consultation to determine potential costs, and potential partners for all of the projects. Overviews and justifications of the projects are provided below and the templates are included as Appendixes.
1. Shuttle Service
One of our largest challenges is transporting people both to Rossland and around Rossland. Although our closest airport is Castlegar, due to frequent closures, we advise travellers to use the Spokane
Airport. Transit from the Spokane Airport to Rossland continues to be a major challenge with costs up to $300 per person one way. Renting a car from Spokane Airport is also not feasible for many who are not comfortable or confident enough with winter driving conditions.
In order to increase the frequency of the transportation between Spokane and Rossland during the winter months, the idea of subsidizing a shuttle bus that will service Rossland and Nelson is proposed. The shuttle bus concept becomes more viable by working with neighbouring communities since the number of riders would increase by increasing the service area.
This new service will be marketed and promoted by both the communities of Nelson and Rossland. It will include packaging opportunities with accommodators and the ski hills. Additionally, it will be promoted to locals as an alternative to driving to the Spokane Airport. It is hoped that we will attract more skiers who travel alone.
2. Tourism Orientated Signage, Kiosks and Banners Due to the Columbia Avenue redesign and improvement scheduled for 2012, the next stage for the
Tourism Oriented Directional Signs was not completed in 2011 and the project will be carried over to
2012 when the infrastructure is in place. It was determined that it did not make sense to purchase the signs until the entire redesign was completed as there may be some changes to the layout of the downtown core which would necessitate changes to the signs.
3. Visitor Centre
The Rossland Visitor Centre is currently located at the Rossland Historical Museum during the summer months and in the Rossland Chamber of Commerce during the winter months when the Museum is closed. It is recognized that this is not the perfect situation and it could be improved. The Visitor Centre should be open at a highly visible location year round to provide centralized information and assistance to all visitors and will be a vital resource in tracking visitor numbers and monitoring the effectiveness of
Rossland’s tourism strategy. The City is currently exploring options and partnerships to develop and improve the Visitor Centre. By2013, a firm plan should be in place for the use of the RMIfunds.
4. Gazebo/Outdoor Bandstand Events have been identified as a key area of growth and opportunity for the community and having an outdoor venue for music and other cultural events would be a great way to increase tourism and overnight stays. Although there is no location determined at this point, this project is suggested to occur in 2016 giving the various stakeholders plenty of time to put together a location, design and matching funding. It is suggested that the Rossland Council for Arts & Culture be the lead agency for this project working in conjunction with the City of Rossland.
The Bandstand would be utilized by the Rossland Winter Carnival, Rossland Council for Arts &
Culture, Golden City Days, Rossland Rubberhead Bike Fest, Rossland Chamber of Commerce events including Rekindle the Spirit of Christmas, and the Spring Wing Ding.
5 Evaluation
The City of Rossland is lacking in statistical information and monitoring of the tourism activity within its boundaries. The main indicator for tourism is the 2% Municipal and Regional District Hotel
Room Tax (MRDT)which tracks room stays in 9 of the accommodators. The City of Rossland would like to develop an evaluation and monitoring strategy to better track the tourism activity. The 2012 funding would be used to hire a consultant to develop and implement the strategy and then subsequent funding could be used to hire local persons or groups to gather the data each year.
6. Campground
This project was not chosen as part of the Resort Development Strategy even though it was clear at the input sessions that the community values the campground and sees an opportunity in the facility. A strategic plan in consultation with the community group that operates the campground has to take place before any future plans can be developed. This project may be included in the Resort
Development Strategy at a future date. Performance Evaluation and Monitoring
In conjunction with a new evaluation and marketing strategy, the City would utilize interviews, surveys, and other evaluation strategies to gather information to monitor the successes and failures of the Resort Development Strategy.
First Nation Engagement
Rossland does not have any First Nations organizations in close proximity and has never had issues where First Nations have been involved. The City of Rossland has considered the projects outlined in the Resort Development Strategy and does not believe First Nations involvement is required.
Links to other plans:
The report is written with consideration of the following other planning and reporting documents:
- Rossland’s OCP,full information of which is located here http://www.rossland.ca/official community-plan
- Tourism Rossland’s Business Plan as submitted with the Additional Hotel Room Tax Application http://www.tourismrossland .com/files/AHRT%20-%202012%2OBusiness%2OPlan%20- %2OJune%2020%202011%2Ofinal.pdf
- Tourism BC’s— Community Tourism Plan, 2006 http://www.tourismrossland.com/files/Rossla nd%20Tourism%2OPlan%20- %2oFinal,%202006%2OTBC.pdf
- Tourism Rosslanci’sAnnual Report 2010 http://www.tourismrossland.com/files/Annual%2OReport%202011%20v3.pdf Appendix I. Project Template - Shuttle Service
Project 1.
Project Title Shuttle Service Project description Shuttle Service - Rossland/Nelson to Spokane Milestones Anticipated Start Date December 1, 2012 Completion Date March 31, 2016 Operational Date This would operate every year during the winter for the next 5 years.
Goal(s) — Identify both the RDS RDSGoal 1: Increase of Accommodation revenue by 1% per year goal(s) the project supports and Project Goal: Increase frequency of buses from 2 per week to 4 per the project goal(s) week to enable skiers to more easily transfer from Spokane Airport to Rossland & Nelson
Additional Benefits Locals will also have a more simple and economical method of reaching the airport. Performance evaluation and Tracking passengers once they are on the bus by survey. It would monitoring technique(s) that will also be easy to track an increase in numbers by comparing previous be used to evaluate outcomes year’s numbers. Each year we would expect to be able to add more trips as we market and work together to ensure that this service is successful. Funding sources RMIFunding $7,000 per year or $35,000 over 5 years Municipal Funding Other: (identify) $7,000 per year or $35,000 over 5 years City of Nelson or Kootenay Lake DM0 Cost of project Project Manager Deanne Steven Operating responsibilities Organization Tourism Rossland Financing City of Rossland RMI Funding Appendix 2. Project Template- Tourism Oriented Signage, Kiosks and Banners
Project 2.
Project Title Tourism Oriented Signage, Kiosksand Banners Project description Completion of installation of Tourism signage in downtown Rossland Milestones Anticipated Start Date June 2012 Completion Date October 2012 Operational Date
Goal(s) — Identify both the RDS RDSGoal 1: To make it easier to find amenities and information goal(s) the project supports and Project Goal: Improve tourism signage and infrastructure to allow the project goal(s) easier navigation to tourism information and places of interest
Additional Benefits Downtown beautification, encourage drivers to stop while going thru town. Performance evaluation and Evaluation by increased number of visitors that stop at Visitor Centre monitoring technique(s) that will at the Museum or Chamber of Commerce (signed guest book or be used to evaluate outcomes other method of gathering information). Funding sources RMIFunding $43,522 Municipal Funding $6,478 (installation) Other: (identify) Cost of project Project Manager City of Rossland Operating responsibilities Organization City of Rossland Financing
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Project Title Gazebo/Outdoor Bandstand Project description Construction of Gazebo / Outdoor Bandstand Milestones Anticipated Start Date April 2016 Completion Date September 2016 Operational Date September 2016
Goal(s) — Identify both the RDS RDSGoal 1: Increase of Accommodation revenue by 1% per year goal(s) the project supports and the project goal(s) Project Goal: Improving tourism related infrastructure; having a place to hold events will encourage tourists to visit Rossland and stay overnight or extend their stay to see an planned event
RDSGoal 2: Develop tourism projects in the spring/summer/fall Project Goal: To encourage more events in the summer where out of town visitors may want to attend and stay overnight Additional Benefits Assisting the Arts Council to maintain a strong arts presence in Rossland for visitors and tourists alike. Performance evaluation and Visitor tracking at outdoor events monitoring technique(s) that will be used to evaluate outcomes Funding sources RMI Funding $15,000 Municipal Funding Other: (identify) $15,000 (other grant opportunities to be identified later) Cost of project $30,000 Project Manager Rossland Arts Council Operating responsibilities Organization City of Rossland Financing
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monitoring
Performance
the
goal(s)
Goal(s)
Milestones
Project
Project
Project
used
project
of
project
Manager the
—
description
to
sources
5.
Identify
Title
responsibilities
evaluate
Benefits
project
technique(s)
goal(s)
evaluation
both
supports
outcomes
the
that
and
RDS
and
will
Appendix
Organization
Financing City
Visitor
Visitor
by
better
Project determine
RDS
Project
RDS
Develop
Evaluation
visitors
5.
of
Goal
Goal
Project
Rossland
projects tracking
Satisfaction
Goal
Goal
&
2:
1:
effectiveness
Anticipated
implement
Increase
2:
Expand
1:
Template
Municipal
Visitor
Evaluation
and
as
Operational
City
Completion
Other:
per
survey
determine
RMI
tourism
of
in
Tourism
Survey
a
Start
Accommodation
Rossland (identify)
-
monitoring
of
Funding
Funding
Evaluation
and
overall
Date
Date
Date
market
and
monitoring
what
BC
guidelines.
monitoring
RDS
$4,000
July
January
Ongoing
and
projects
to
spring/summer/fall
program
2012
evaluation
revenue
will
2012
are
tourism
assist
needed
by
strategy
in
1%
indicators
developing
annually
and
wanted to CITY OF ROSSLAND 5 Year Cash Flow Statement
2012 2013 2014 2015 2016 Totals
Balance from Previous Year 35,200.00 $ $ - $ - $ - $ - RMI Funding $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 125,000.00 Use of Funds (estimated): Shuttle Service $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 6,000.00 $ 34,000.00 Tourism Oriented Signage, Kiosks & Banners (pre-2012 funding) $ 35,200.00 $ 35,200.00 Tourism Oriented Signage, Kiosks & Banners (2012 funding) $ 16,000.00 $ 16,000.00 Visitor Centre $ 17,500.00 $ 17,500.00 $ 17,500.00 $ 3,500.00 $ 56,000.00 Gazebo/Outdoor Bandstand $ 15,000.00 $ 15,000.00 Evaluation $ 2,000.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 4,000.00
Funds Remaining $ - $ - $ - $ - $ - $ 160,200.00
Breakdown by Type Capital Projects $ 122,200.00 Resort Services $ 34,000.00 Operations/Maintenance Evaluation $ 4,000.00 Total $ 160,200.00
Evaluation, RMI Breakdown by Type $4,000.00, 2%
Resort Services, Operations/Mainten
34,000.00, 21% ance, -
• Capital Projects
• Resort Services
Operations/Maintenance
• Evaluation
Capital Projects, $122,200.00, 77% October21, 2011
To whom it may concern,
Please accept our letter of support for the City of Rossland’ s Resort Development Strategy. The Black Jack Cross Country Ski Club benefits greatly from tourism in Rossland and supports the initiatives of the City of Rossland. We are committed to working with all stakeholders locally to strengthen the tourism industry in Rossland by supporting local businesses and organizations. We feel that the strategy will support not only Rossland’s overall tourism industry, but will also be advantageous to locals. This type of funding is key to our future success and our goal of moving towards a four season destination.
Sincerely,
Charlie Wieder President Black Jack Cross Country Ski Club
Ovr sso s to bvLd t of Norc sIIers j provIc1vg cn’1 svt’g eeeLLe& I.’t progrts &‘iiA servces.
BLackJack Ski CLubBox 1754 RossLand,BCVOG1YO RCAC ROSSLAND COUNCIL FOR ARTS AN [) Cl ILFURL
Rossland Council for Arts and Culture Po Box 405 Rossland BC VOG-1Y0 rosslandartspmail.com
October 18, 2011
Re: Letter of support for Tourism Rossland’s Resort Development Strategy
We would like to submit this letter of support for the City of Rossland’s Resort Development Strategy. We feel that the strategy willsupport not only Rossland’s overall tourism industry, but willalso be advantageous to locals.
This type of funding is key to our future success and towards our goal of moving towards a four season destination. The Rossland Council for Arts and Culture benefits greatly from tourism in Rossland and supports the initiatives of the City of Rossland. By continuing to work with all stakeholders locally we willcontinue to see an increase in the tourism industry by supporting local businesses.
Sincerely,
Renate Fleming
President, Rossland Council for Arts and Culture Working For The Business Community
October 20, 2011
To Whom It May Concern;
We would like to submit this letter of support for the City of Rossland’s Resort Development Strategy. We feel that the strategy willsupport not only Rossland’s overall tourism industry, but willalso be advantageous to locals. This type of funding is key to our future success and towards our goal of moving towards a four season destination. The Rossland Chamber of Commerce benefits greatly from tourism in Rossland and supports the initiatives of the City of Rossland. By continuing to work with all stakeholders locally we willcontinue to see an increase in the tourism industry by supporting local businesses.
Kindest Regards,
Renee Clark Executive Director Rossland Chamber of Commerce
Rossland Chamber of Commerce 2197 Columbia Aye, Box 1385, Rossland, BC,VOG1YO,Canada Ph:250-362-5666, Fx:250-362-5399, TF:1877-346-61O4 5iIR. 6LJil’dII J[iso;ricai ‘‘ui,seiiui (! à1[1 (L A JN( ,‘ORPORA’PEI) 1955
1(J. HOX 26, R()SLANI). BC \ DU IY()
i’li Iuiioiis Lcjii Nline ((iiea l’)Ot)) Phone 5O-362-7722 Iax 250-362-5379 ‘foil Free I-$S1—-l4-7444 musini@rsIandeoiii
October 17, 2011.
To Whom It May Concern:
The Rossland Historical Museum & Archives Association would like to submit this letter of support for the City of Rosslands Resort Development Strategy. We feel that this strategy will not only support Rossland’soverall tourism industry, but will also be advantageousto locals. This funding is important to our future success andtowards ourgoal of moving towards a four season resort destination.
The Rossland Historical Museum & Archives will benefit greatly from tourism in Rossland andwe support the initiatives of the City of Rossland.
By continuing to work withall local stakeholders ourcommunitywill continue to see an increase in the tourism industry by supporting local businesses.
Yours truly, /
Libby Martin, President
Th INCORPORATED 1‘NDER7’IIF SOCIETIES ACT FOR TIlE PRESERT1ON OF TI-IF IIJSTORY OF 1VDROSSLA October To
will continuing through are Red Should Rossland. VP
Ph. Don cell Rossland, 1960
whom Resort 250-362-5551 250-364-8876 achieved
support
Mountain Columbia Thompson
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supportive Planning
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2011
not Avenue
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only
concern:
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with
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is
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is
in
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support
Red
projects this
stakeholders
to
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further
overall ensuring
Resort
of
funded
the
please
tourism
Development
City supports we
all
in
tourism
will
of
part
do
industry,
Rossland’s
continue
not
the
by
stakeholders
hesitate
the
tourism
Strategy
but
Resort
to
Resort
see
will
to
initiatives
contact
Municipalities
an
also
interests
Development
RE
increase
be
me
advantageous
of
and
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directly.
in
the
Initiative.
City collaborative
Strategy.
tourism
of
Rossland.
to
residents
The
industry
initiatives
strategy
By
of RosslandWinter CarnivalCommittee c/o Box 1385 Rossland, BC VOG 1YO
October 15, 2011
Dear Deanne Stevens,
We would like to submit this letter of support for the City of Rossland’s Resort Development Strategy: We feel that the strategy willsupport not only Rossland’s overall tourism industry, but willalso be advantageous to locals.
Thistype of funding is key to our future success and towards our goal of moving towards a four season destination. The Rossland Winter Carnival Society benefits greatly from tourism in Rossland and supports the initiatives of the City of Rossland.
Bycontinuing to work with all stakeholders locally we willcontinue to see an increase in the tourism industry by supporting local businesses.
Sincerely,
KellyAcheson, President, Rossland Winter Carnival [email protected] 250-362-5556 (do Rossland Chamber) RE[) RES()RT ASSOCIATI(IN Box 1142. Rossland, BC VOGIYO Ph. 250-362-2144 Fx. 250-362-9650 E-mail mdainestelusnet
Tourism Rossland — Deanne Steven P0 Box 1385 Rossland, BC VoGiYo
October 17, 2011
“We would like to submit this letter of support for the City of Rossland’s Resort Development Strategy. We feel that the strategy will support not only Rossland’s overall tourism industry, but will also be advantageous to locals. This type of funding is key to our future success and towards our goal of moving towards a four season destination.
The members of the Red Resort Association benefit greatly from tourism in Rossland and support the initiatives of the City of Rossland. By continuing to work with all stakeholders locally we will continue to see an increase in the tourism industry by supporting local businesses.”
Please feel free to contact me if you have any questions.
Yours truly,
M k Dames, Executive Director