Sustainability development action planning for Sun Peaks Mountain Resort Municipality
Summary of the current situation and framework for an economic development strategy
FINAL REPORT November 2012
“Despite many challenges, Sun Peaks is one of the most attractive mountain resort areas in Canada, and has numerous awards to show for it.
Strong organizations exist to support collaboration on business and community development.”
Any photos used in this report have been taken from the Sun Peaks Resort website: http://www.sunpeaksresort.com/
Prepared by:
Savage & Associates Quesnel, BC
Westcoast CED Vernon, BC
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Contents
1 INTRODUCTION ...... 1 1.1 Definition of “sustainability” ...... 1
2 CURRENT SITUATION ...... 1 2.1 Governance and planning ...... 3
3 VISION ...... 4
4 SUSTAINABILITY GOALS ...... 6 4.1 Economic FocusGoals ...... 6 4.2 Organizational CapacityGoal ...... 7 4.3 FN Involvement: Resort Activities and DevelopmentGoal ...... 7
5 SUGGESTIONS FOR ECONOMIC DEVELOPMENT ACTIONS ...... 8 5.1 Notes for reviewers ...... 8 “By 2032, Sun Peaks has 5.2 Aims and Actions ...... 9 enhanced its status as a 5.3 Proposed steps for creating a broad economic development leading mountain resort strategy ...... 15 community in North America. The Resort continues to win APPENDIX 1: Economic snapshot of Sun Peaks ...... 16 awards for its runs, terrain, APPENDIX 2: Ski resort summer activities—comparison table ...... 21 family-friendly atmosphere, and environmental APPENDIX 3: Notes from Stakeholder Workshop #1 (Sept 4, 2012) ... 23 sustainability.” APPENDIX 4: Notes from Stakeholders Workshop #2 (Oct. 10, 2012) . 26 APPENDIX 5: FN Involvement in Ski Resorts North American ...... 30
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1 Introduction This economic planning project has the following elements: a basic economic snapshot of Sun Peaks Mountain Resort Municipality and its community businesses, collaborative research and planning with stakeholders, proposed aims and actions for a strategy, and a plan of action for fully developing and implementing a community economic development strategy. That strategy is intended to integrate with the planning work of Sun Peaks Resort Corporation, Tourism Sun Peaks and other stakeholders.
1.1 Definition of “sustainability” This project is part of a comprehensive “integrated community sustainability planning” effort co-funded by the BC government. Various definitions of sustainability exist; the “three pillars” concept is frequently used (ecosystem, economic and social health). The following diagram shows the relationship between those three pillars of sustainability, and demonstrates that both economy and society are constrained by environmental limits.1 Those involved with a mountain resort municipality clearly understand the significance of the physical environment for the economy and social health. Environmental and social sustainability are best looked at in parallel with economic sustainability.
2 Current situation The following, and the “economic snapshot” information in Appendix 1 of this report, are partly based on analyses by key stakeholders (e.g., Tourism Sun Peaks’ review of Sun Peaks’ strengths, weaknesses, opportunities and threats).
Sun Peaks is almost entirely dependent on tourism, especially ski tourism. It is a single industry town to a much greater degree, for example, than almost any forestry, fishing or mining community in BC. Sun Peaks is too new as a municipality to be captured in “local area economic dependency” research, but some comparisons can be made.
For example, Quesnel tops the charts as BC’s most forestry-dependent community: in 2006 (the most recent Census analysis available) 45 percent of its basic income was earned from forestry (Gary Horne, BC Local Area Dependencies: 2006). However, Quesnel also has significant public and service sectors, plus modest tourism, mining and agriculture sectors, and is therefore much more diverse in comparison to Sun Peaks.
In addition to economic dependency, Sun Peaks faces challenges with seasonality, like all other winter- focused mountain resorts. The information presented in this report demonstrates that clearly. Businesses generally make money during four winter months, but then lose ground over the off-
1 Scott Cato, M. (2009). Green Economics. London: Earthscan, pp. 36–37.
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season’s eight months of low business activity. If even three months of the shoulder season or summer can become profitable, resort economics would significantly improve (see Appendix 2—Ski resort summer activities: comparison table). Event successes, including in the summer of 2012, have provided an exciting glimpse of that potential.
Despite these challenges and others, such as transportation issues, Sun Peaks is one of the most attractive mountain resort areas in Canada, and has numerous awards to show for it. It has major potential to build on a strong asset base valued at over $600 million. The owners, managers and employees of Sun Peaks’ individual businesses, the Resort Corporation, Tourism Sun Peaks and other entities have tremendous collective expertise, and Sun Peaks has a combined marketing budget that most communities can only imagine.
Sun Peaks’ stakeholders are heavily invested and committed, but there is no formally articulated, widely supported longer term vision for the community’s development and economic sustainability. Sun Peaks’ stakeholders appear strongly motivated to work collaboratively to establish and realize an integrated long term vision, and this project aims to facilitate that collaboration.
The following table helps to focus our attention on how challenging it is for resorts like Sun Peaks to achieve year-round viability.2 Also see the “economic snapshot” summary contained in Appendix 1 of this report.
Table 1: Theoretical accommodation break-even analysis for Mountain Resorts and Sun Peaks 2011-12 2011-12 Break-even Room Nights Date Based on 874 Rooms Occupancy Growth Req’d. (Rooms Nights) (45% to 50%) (Based on 900 rooms) Nov. 15-30, 2011 12.5% (1,639) 20% (2,700) 1,061 December, 2011 49.8% (13,493) 65% (18,135) 4,642 January, 2012 46.8% (12,680) 70% (19,530) 6,850 February, 2012 59.8% (15,096) 75% (18,900) 3,804 March, 2012 51.6% (13,980) 75% (20,925) 6,945 April 1-15, 2012 17.8% (2,341) 50% (6,750) 4,409 April 16-30, 2012 10.2% (1,347) 15% (2,025) 678 May, 2012 16.4% (4,443) 30% (8,370) 3,927 June, 2012 20.2% (5,296) 35% (9,450) 4,154 July, 2012 26.7% (7,234) 50% (13,950) 6,716 August, 2012 34.0% (9,211) 60% (16,740) 7,529 September, 2012 24.3% (6,371) 45% (12,150) 5,779 October, 2011 6.8% (1,842) 15% ( 4,185) 2,343 Nov. 1-14, 2012 7.0% ( 920) 10% ( 1,350) 430 Annual Occupancy 30.0% 48.6%
2 Al Raine, Oct. 2012, based on consolidation of data from various sources.
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2.1 Governance and planning Strong organizations exist to support collaboration on business and community development: Sun Peaks Mountain Resort Municipality, Sun Peaks Resort Corporation, Tourism Sun Peaks, and Sun Peaks Business Advisory Committee (a municipal body).
The following vision statement guides a Resort Development Strategy developed by Sun Peaks municipality to facilitate access to enhanced tax revenue-sharing with the BC government:
Sun Peaks will become the best mountain resort community in British Columbia with leading year round attractions and services and a diversified economy that provides meaningful employment and lifestyle enjoyment for all residents and property owners in Sun Peaks.
While the primary business development focus remains the winter season and increasing winter occupancies into the 65-70 percent range, the municipally-initiated Resort Development Strategy focuses on the following: 1/ the summer and shoulder seasons, almost exclusively, 2/ relatively low cost, high-yield tools like events and festivals, 3/ small scale capital investments in amenities, and 4/ larger scale capital investments in attractions and related infrastructure.
The following table, provided by Tourism Sun Peaks, shows the roles of the key planning entities: Sun Peaks Resort Corporation (SPRC), Tourism Sun Peaks (TSP) and Sun Peaks Mountain Resort Municipality (SPMRM).
Table 2: Roles of key planning entities
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3 Vision The following vision statement is a draft—a “straw man” for discussion. It is advised that stakeholders adopt a vision to help guide planning work. Note: while the following has been reviewed and amended by Sun Peaks’ stakeholders, it is not the result of consensus discussions.
By 2032, Sun Peaks has enhanced its status as a leading mountain resort community in North America. The Resort continues to win awards for its terrain, family-friendly atmosphere, and environmental sustainability. The continuing beautification of the village in both design and quality has resulted in a community that, much like a fine wine, has only improved as it has aged: it looks and feels like it has existed for many, many decades. Shifts in demand caused by changing demographics have been successfully managed. Second generation ownership is common and independent owners and operators have expanded and prospered. Regional economic relationships have been solidified and co-operation has expanded dramatically with all First Nations in the area. This includes formal links to aboriginal- operated companies, especially in tourism, forestry and campsite management. First Nation’s history and culture have been incorporated in the Sun Peaks story, events, activities and messaging.
Alpine runs, trails and lifts have expanded. An extensive, nationally recognized cross-country ski system is in place and international, national, and provincial events are hosted annually. Early track setting for Nordic trails has widened the season from early November to the end of April. Climate change has decreased snow levels at lower elevations, but has also increased demand from visitors looking for real winter activities like snowshoeing, hiking, tobogganing, and off track touring. Snowmobiling has grown more popular, and almost all machines are electric-powered; trails have been extended and are used to the end of April. A First Nations’ owned snowmobiling lodge and resort has developed at McGillivray Lake. Most of the winter trails are part of a very active summer Sun Peaks lineal park system. Sun Peaks is connected to the Shuswap Trail Alliance’s system.
The eastern access road to Chase has been paved to allow circle tours for vehicles. Cross-country biking has grown extensively, taking advantage of the cross-country ski trail network. Mountain biking is now attractive for the full spectrum of users from 7 to 97. A wide network of interpretive walking trails offers varying levels of difficulty. At least five major music events are successfully held each summer, and those plus numerous minor events generate 50 percent average Resort occupancy from May 24th through Thanksgiving. RV sites have been expanded to over 100 well-used sites. Camping has increased using rustic recreational sites linked to the cross-country and biking trails. A First Nations owned camping facility has been developed at McGillivray Lake. Co-hosted events are held regularly, and many third party groups take advantage of the excellent organizational support, facilities and amenities. There are also strong links between the Resort and sporting events in Kamloops.
A covered facility is used for field and ice sports, entertainment and other events. The community also boasts a regulation soccer field, expanded basketball courts and enhanced tennis courts, which are also used by students at the K-12 school. The school, in a permanent building, specializes in outdoor education and the arts. Sun Peaks also has links with post-secondary institutions, primarily Thompson Rivers University, for tourism management, outdoor education and various trades programs. Basic club facilities, most notably a hut for the TRU outdoors club, have encouraged a four season university student presence.
The permanent resident population has grown to 1,500. Many more people who work at Sun Peaks choose to live in the municipality in employee-based housing, or in nearby communities like Whitecroft and Louis Creek valley, which has grown to 1,000 people due to the availability of four season jobs at
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Sun Peaks. A health facility with a walk-in clinic and a rehabilitation/fitness centre serves residents and visitors alike. The Village has other year round services to support increased population, including a full grocery store. The population of professionals has gradually increased, facilitated by a professional office building and infrastructure that makes telecommuting easy. The light industrial park is used primarily by infrastructure service companies operating in the region and includes a year round mechanic and fuel station. A natural gas pipeline has facilitated new development and reduced costs for residents and businesses.
Sun Peaks has expanded significantly and issues of redevelopment and growth management dominate community discussions. It is an international leader in environmental sustainability: its carbon footprint, use of energy and water, and stormwater and waste management are global models. The pavement on parking lots and RV sites has been replaced with permeable surfaces, and many other low impact cost- saving innovations are practiced.
A utility company-owned composting system and other measures have substantially reduced waste from residents and visitors. Bus transport for workers and visitors is readily available from Kamloops and nearby communities. Relationships with regional farmers including First Nations’ agriculture projects have expanded, and Sun Peaks has become a major market for and promoter of “slow food.” The popularity of the farmers’ market has increased with residents, visitors and culinary operators, and is a regional draw. Food products are extensively available outside of the farmers’ market and the microbrewery pub is well known across the region.
Sun Peaks, constantly changing and adapting, has successfully transitioned from a winter season resort to a full four season resort with a diversified economic base, with an established full time mountain residents’ community linked to the wider regional community.
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4 Sustainability goals 4.1 Economic FocusGoals Based on the background research, analysis and well attended workshop sessions (see Appendix 3 and 4 for the raw notes from these sessions), a series of five Economic Stability Goals are proposed to inform the preparation of the community economic development strategy. These goals, in order of priority and associated focuses, are as follows:
1. Enhance and grow winter tourism (Nov. 11 weekend to approximately April 15) by: enhancing the winter product and marketing of the Christmas break to the end of BC schools’ spring break (e.g., Dec. 20 to the third week of March), developing early season alpine and cross country training and skiing instructor courses and other associated programs (Nov. 11 weekend to Dec. 20), developing spring festivals and programs to extend and strengthen the spring alpine season (late March to mid April), developing non-alpine ski attractions such as cross country skiing, ice skating, hockey, and snowshoeing especially pre and post the high alpine ski season, and expanding and developing snowmobiling program and events particularly in the second half of April.
2. Enhance and grow summer tourism (June 15 to October 15) by: using Resort Municipality Initiatives (RMI) funding to host high profile events, continuing the development of festivals and events (e.g. Alpine Flowers Festival) including those with First Nations partners, raising the profile of current summer attractions and activities, investing in summer facilities, e.g. walking and biking trails, sports fields, swimming pool and hot tubs, and tennis and basketball courts, supporting the development of complimentary facilities by First Nations in the Sun Peaks sub-region.
3. Diversify the Sun Peaks economy by: encouraging home based and smaller businesses through friendly zoning bylaws, enhancing services for permanent and other residents such as a K-12 school, health centre, non-mountain recreation, expanded grocery outlet, legal and accounting offices, fuel station and building maintenance services, encouraging cottage industries, and developing educational opportunities, including post secondary.
4. Develop a plan for shoulder season attractions (late April & May and Oct. 15 – Nov 11 long weekend)
5. Work with Tourism Kamloops, the City of Kamloops and neighboring First Nations, particularly regarding their Tournament Capital activities, to expand visitor activities at Sun Peaks.
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4.2 Organizational CapacityGoal During this planning process it became clear to the stake holders that a key action to aid the successful development of Sun Peaks is the creation of a formal planning and coordinating group. That group would consist of representatives from “five community pillars”: Sun Peaks Resort Corporation, Tourism Sun Peaks, Sun Peaks Mountain Resort Municipality, independent businesses, and Sun Peaks’ residents. At the final planning workshop for this project, stakeholders agreed to move forward on this action: a joint planning and coordinating group was created to be led by the Municipality and resourced by each group individually. All groups are aware of the need for internal solidarity for key joint decisions and strict confidentiality with regard to discussions held. The committee will begin operating immediately to assist with planning for the spring, summer, autumn of 2013 and beyond.
6. Establishing and operating a formal joint planning and coordinating group. This goal has been met as it is now in place.
4.3 First Nations Involvement: Resort Activities and DevelopmentGoal As Sun Peaks is located within the traditional territory of Secwepemc people, and First Nations share a mutual interest in economic development in the region, SPMRM is engaging directly with the adjacent Secwepemc First Nations’ Bands: Adams Lake, and Little Shuswap. There are also continued efforts to involve the Neskonlith Indian Band in future meetings.
In general, there is limited historical involvement between First Nations in North American Ski Resorts (see Appendix 5 for more information). However, there has been increased involvement in resorts where there is significant First Nations’ ownership, and at Whistler-Blackcomb as part of the run up to the 2010 Olympic bid and hosting of the games. In the best of the examples, First Nations organizations should be involved with the local economy at Sun Peaks, including events, facilities and business opportunities.
The joint SPMRM and First Nations “community to community” discussions and related strategies create an opening for this type of an integral involvement. Further, there is significant market demand associated with First Nations activities, particularly from European visitors. There is also potential demand for expanded campground facilities, associated trail development and summer use of the small lakes adjacent to the CRA along the east access road. These activities may fit within the economic interests of both the Adams Lake and Little Shuswap Bands. Therefore establishing the integral economic involvement of these two First Nation Bands and the Neskonlith Band within Sun Peaks’ plans is a key sustainability principle.
7. Establish solid community to community relationships with all three First Nations communities and integrate activities to the benefit of the resort and the First Nations alike.
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5 Suggestions for economic development actions 5.1 Notes for reviewers 1. The following table is a draft based on information and ideas provided by Sun Peaks’ stakeholders and research by the consultants. It is a “starting menu” (with ample room for additions and deletions) from which a strategy can be developed. Some of the ideas below may already be underway or planned by Sun Peaks’ stakeholders. Four primary principles guide the proposed aims and actions: a/ revenue generation by the most efficient use of capital, b/ stimulation of major business investment and reinvestment based on local advantages, c/ stimulation of investment by individuals and small businesses that could locate anywhere, and d/ address seasonality issues.
2. While the following has been reviewed and amended by Sun Peaks’ stakeholders, it is not the result of consensus discussions, and no priority is necessarily implied in the numbering of the aims or action items on the following pages.
3. The issue of seasonality is confronted by all major ski resorts that have moved beyond the lodge and lifts stage, and particularly those that have moved through the real estate boom into operating a destination four season resort. The situation at Sun Peaks is not new or unique, and minimizing the seasonality is critical to its long term financial viability. A critical gap—the lack of a formal, systematic, collaborative planning structure for stakeholder groups— has been addressed through the planning process and the new Sun Peaks Mountain Resort Municipality and programs offered by senior levels of government. Sun Peaks Municipality must invest in non winter attractions to grow the guest market, recognizing that some of these attractions may not be profitable initially, and capital costs may require public investment.
4. The aims and projects noted below are high level. The “aims” noted are preliminary: measureable goals and priority activities would be developed in the next phase of an economic development planning process, following additional research and analysis. Measurable goals include indicators such as occupancy, room revenues, staff turnover, business licensing increases, and so on.
5. There is no category in the table for “real estate development” because successful implementation of projects like those listed below will naturally support real estate (which drives a local construction industry, creates a larger tax base, and makes services and attractions more affordable).
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3 5.2 Aims and Actions Resource requirements Impacts A. Foundational measures to support the overall plan Aim i: Strengthen the capacity of key Sun Peaks stakeholders to plan development, obtain stakeholder consensus, recruit partners and financing to implement projects, and respond to investor/partner requests. 1. Establish a development planning function to support Cost depends partly on ability to adjust Challenging to coordinate action and raise programs and projects like those noted in this draft existing job descriptions. funding without dedicated personnel. A framework. An economic development “office” is not successful function generates benefits many necessarily required, but it’s essential that this be a times its cost and presents opportunities to collaborative action among key stakeholders. A “development access major public funding. Strong potential office” is usually a local government function, but SP may for collaboration among TSP, Resort Corp, require a different structure. - Complete Municipality. 2. Establish a full development plan with measureable and $25,000 to $50,000 if prepared by Without a plan, it is difficult to raise significant attainable objectives. Design and implement a process to gain consultants. Often prepared through a financing or effectively lobby for policy community and stakeholder consensus on priorities. blend of staff and consultant work. changes. 3. Strengthen First Nations communication and collaboration Capital investment flowing from this, and Success will deliver wide and important (e.g., existing community to community events, partnerships other capital investment needs implied benefits. 3-5 year process to lay the on development projects such as a community forest and elsewhere in this table, would be foundation (already underway) and establish tourism businesses in and out of the CRA). determined via project analysis. the first projects. Aim ii: Assess critical infrastructure upgrade requirements and develop action plans 1. Assess needs for community beautification, including the Coordinating function. Most investments will provide immediate arrival experience, and establish a plan (e.g., consider private intangible results. Business impact difficult to sector-financed public art requirements for new measure. developments). 2. Identify gaps in the mix of amenities offered to visitors and Gap assessment: Coordinating function. Important planning work for the community. residents and establish a plan for improvement (e.g., upgrade Plan: needs business planning, design and Some work may already have been the recreation centre re: the pool, hot tubs, tennis courts, initial engineering ($25k - $100k). undertaken by SPRC. Increased visitor basketball, road hockey, toboggan area, etc). satisfaction/repeat customers and bed nights. 3. Identify gaps in visitor animation and ‘community Coordinating function. Most investments will provide immediate authenticity’ measures (e.g., farmers’ market venue intangible results. Business impact difficult to improvements) measure as part of the overall attraction.
3 The ideas in this column follow an assumption that a coordinating function will be established that has capacity to undertake basic assessments and other work. Costs can often be substantially lowered or eliminated with support from BC and federal governments. Savage & Assoc. & Westcoast CED | 9 Sustainability development action planning for SPMRM
AIMS AND ACTIONS, continued Resource requirements Impacts 4. Assess transportation infrastructure to and from SP and $25,000 for a baseline study. Recent Hwy A critical infrastructure step closely tied to establish plans for improvements (e.g., eastern road 26/Hwy 16 linkage study is a possible First Nations relationships. Enhanced FN development via Chase). model. relationships and increased summer visitation. 5. Assess electricity supply infrastructure and establish plans for No cost to Sun Peaks if BC Hydro will Improved reliability will reduce business costs improvement (power interruption issues re traffic accidents). conduct the analysis and enhances the and customer inconvenience. 1-2 years to infrastructure. implement. 6. Assess telecommunications infrastructure and ensure that it is Possibly minimal, as SPRC likely has a good Essential for business success. adequate for SP’s needs, and that upgrades are scheduled. handle on this already. 7. Assess the economic implications of climate change for Sun $10,000 or less to create a broad Success may mean economic survival for SP. Peaks and develop a plan for adaptation and mitigation assessment that will be a springboard for Positive impacts of adaptation may be realized measures. SP could be an international model as applied to a stakeholder discussion. May be eligible for over 10-25 years. mountain resort. ICSP funding.4
B. Visitor development – all seasons Aim i: Improve capacity to host early winter season x-country skiing (from early Nov) and triple the number of users. Aim ii: Improve capacity to host winter season non-skiing activities like snowshoeing, outdoor skating, other accessible activities to draw novice or non-alpine skiers to “real winter” Aim iii: Extend winter season in April ( e.g., snowmobiling) Aim iv: Achieve objectives for meeting and events results identified by TSP for the municipality’s Resort Development Strategy (e.g., major music events, significant non-music events). 1. Expand and improve multi-use trail infrastructure both close- This will be an SPRC activity with the Substantial impact on x-country season pass in and away from the Village (trail design and other features potential collaboration of the municipality and day pass sales. Substantial growth in bed equal to sophistication of downhill assets – 80 to 90km). X- or First Nations or a X-country ski club. nights (Nov-Apr) and summer season. Will country skiing, novice/intermediate downhill and x-country positively influence both visitor and resident mountain biking, snowshoeing, snowmobiling (motorized vs. experiences. Relatively quick implementation non-motorized issue may need to be sorted out). Shuswap (1-2 years?) Trail Alliance is possible model. 2. Increase capacity to host sports training camps and other This activity is linked to the event Events stimulated from outside will fill in gaps multi-day events organized by third parties (e.g., a provincially generation function. Requires sports fields between large events generated by TSP. recognized alpine training center).). Also see below. and needed facilities report.
4 ICSP = Integrated Community Sustainability Planning. This economic development component is funded through a municipal ICSP project.
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AIMS AND ACTIONS, continued Resource requirements Impacts 3. Link accommodation providers to major sporting events that See above. Resort and campground See above. may require alternative training venues, and other events development outside the CRA may also be with big impacts on accommodation availability in and around appropriate subjects for long range Kamloops (e.g., at Rayleigh Field). May-November focus. planning. 4. Assess the need for a dedicated events management office Likely none, if this is an offshoot of TSP. Will free up TSP core staff and significantly (likely “owned” by TSP). Focus on both self-generated events Probably in the plans of TSP already. expand the generation of events. Likely a good and recruiting/facilitating externally-generated events (e.g., ROI compared to other measures. sports training camps, races) 5. Assess the need for and feasibility of a multi-use indoor public Pre-feasibility $10,000. Business plan Public assembly infrastructure generally has a assembly facility for larger events. $25,000+. Likely requires a public/private strong business impact, especially in tourism partnership to finance, and an ongoing communities. operational subsidy. 6. Expand capacity to host RVs, linked to existing water/sewer Likely a private sector operation. Relatively Can be designed, built and operational in the infrastructure. low capital costs. May require a public- first season. private partnership re land. 7. Expand capacity to host campers (e.g., bike in/carry in Likely private sector facilitated by the Can be designed, built and operational in the camping/hostel connection?) High end wall tents in the municipality. Potential collaboration first season. alpine? opportunity with FNs (e.g., expanded forest rec. site). 8. Develop a “ski hut” for educational programming in Coordinating function. To implement: Positive effect on community vitality and collaboration with TRU and/or others (possible model: UBC potential collaboration between research capacity. Increased skier days. Longer Outdoors Club at Whistler). Can facilitate access to donations municipality, SPRC and post sec term impacts when students come back later and student projects relevant to Sun Peaks. institution(s). in life.
C. Enhanced operational viability Aim: Improve retention and attraction of staff and independent trades’ people. Also supports “enhanced year-round resident experience,” below. 1. Review, and revise as necessary, current progress on Significant involvement by the municipality Improved worker retention and attraction. employee housing options (e.g., more suites and short term likely required to facilitate agreements. Substantial impact for businesses where key rentals; permanent non-market housing options). Whistler employees live and work at Sun Peaks. Some and other resorts provide good models. Collaboration may be measures can have relatively quick impacts (1- appropriate with nearby communities like Whitecroft. 2 yrs). 2. Recruit investment in worker development programming via Coordinating function may have a role. Improved quality of service, and lower cost collaboration with public (TRU) and/or private training access to new employees. agencies (e.g., formal on-the-job training arrangements aligned with tourism training programs)
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AIMS AND ACTIONS, continued Resource requirements Impacts 3. Continue to support investigation of natural gas pipeline to Coordinating function. Pipeline costs Reduced operational costs for businesses and lower fuel costs (under review by Fortis) usually integrated with billing. firms. Approximately two years from time of approval.
D. Enhanced year-round resident experience Aim: Retain and attract more permanent residents (e.g., attract residents who would include “footloose entrepreneurs” independent of resort and tourism activities). Also supports “enhanced operational viability,” above. 1. Current work re: school development is a key activity. Coordinating function. Critical to retaining and attracting residents. Excellent progress already. 2. Recruit medical service (e.g., for a walk-in clinic). Coordinating function. Critical to retaining and attracting residents. Also supports visitors. 3. Recruit investment in a gas station (public-private co- Coordinating function. May stop $200,000+ of leakage - double with operation may be necessary – e.g., Barkerville/Wells model) a mechanical service. 4. Initiate a community-based process to identify priorities for Coordinating function. Could be integrated Enhance sense of belonging to community and other local improvements to improve livability. with ICSP project. build consensus for priorities. Can be implemented fast. 5. Facilitate volunteer participation by community members This “community animation” work may Wide ranging direct and indirect benefits, (including SP workers) to strengthen sense of community and become an ongoing activity of coordinating including bed nights in summer. create low cost organization/management capacity. function. Numerous models for facility mgmt by non-profits, saving taxpayer $. 6. Establish public assembly space for the local community Capital and operational costs for the Enhance sense of belonging to community. 3- (integrated with existing buildings or with proposed multi-use municipality. 5 years to implement. facility). This may be linked to the K-12 school. 7. Develop a small library (may be part of public building noted Capital and operational costs for the library Enhance sense of belonging to community. above). This may be linked to the K-12 school. system. May generate benefits for visitors. 2-3 yrs to implement.
E. Economic diversification and “leakage” reduction Aim i: improve the resilience of the local economy by diversifying its economic base. Aim ii: improve the bottom line of local businesses by reducing operational costs and keeping more dollars in the local economy.
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AIMS AND ACTIONS, continued Resource requirements Impacts 1. Establish local bylaws to explicitly support home-based Coordinating function. Gradually and modestly diversify the businesses economic base, make legal what may be happening already, encourage new ventures, and reduce economic leakage. Can implement quickly. 2. Assess the value of targeted implementation of Section 226 of Coordinating function. Challenging to implement, but is the only real the BC Community Charter (tax incentives for improvements business incentive available for municipalities to land or buildings). Could support a light industrial park as in BC. Can implement quickly. well as revitalization of hotels, for example. 3. Identify gaps in the mix of goods and services offered to Coordinating function. Solid models Will support both residents and visitors, visitors and residents and establish an investment available for this type of “business increase the depth and breadth of the recruitment program (e.g., a larger grocery store and a brew retention and attraction” program. business community, and reduce economic pub have been identified as gaps/opportunities). leakage. An ongoing program of an economic development function. 4. Assess the economic viability of developing commercial Pre-feasibility assessment may be required Will help to diversify the economy. spaces/building(s) for office-based firms and some types of (up to $10,000). artisans. 5. Assess the economic viability of land development to support Pre-feasibility assessment may be required Will help to diversify the economy. light industry such as trades, auto service, artisans, etc. (e.g., (up to $10,000). near fire hall --“Whistler Junction” is a potential model). 6. Assess the feasibility of establishing a community forest in Application and development plan Significant non-financial payback via improved collaboration with First Nations. (estimate $50,000 in cash or in kind). FN relations. Depending on scope, $50k-$100k net for partners in good years. Some risk involved. Can strongly integrate with trail development programs. Operational 2-3 yrs from application date. 7. Expand commercial relationship with regional agriculture and Coordinating function. Existing models can Revenue and job retention for participating food producers. be reviewed. firms. Economic diversification benefits.
F. Environmental sustainability Aim i: Maintain and improve Sun Peaks’ brand regarding sustainability. Aim ii: Contribute to the resiliency of the local economy and the bottom lines of participating entities.
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AIMS AND ACTIONS, continued Resource requirements Impacts 1. Conduct a comprehensive analysis of SP’s current and $25,000 for a baseline assessment, cost- See below. projected environmental footprint. This would include carbon shared among key stakeholders. This is emissions, energy consumption, water consumption, storm likely a key follow-up activity for the ICSP. water management, waste production, habitat/species protection, transportation, and other indicators. 2. Develop mitigation objectives using the baseline research $25,000 for a well developed action plan Many measures will directly reduce operating proposed above and best practice information from around with high level costing of each action. Most costs and/or generate revenue, and all the world. Working backwards from objectives, develop a 5 individual projects will require separate measures will improve Sun Peaks’ brand and year action plan that will make Sun Peaks the greenest resort assessments and business plans. increase community pride. and greenest municipality in Canada and beyond. Business development and job creation will result from successful implementation (e.g., a community and business composting program, which Whistler has in place now).
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5.3 Proposed steps for creating a broad economic development strategy 1. Continue to build commitment to a joint planning and decision making process. 2. Identify next steps for the Integrated Community Sustainability Planning project and ensure that the economic development component is effectively merged with additional work. 3. Operate the joint planning and decision making group that includes the five key stakeholders (e.g., SPMRM, SPRC, TSP, local independent businesses, and residents). 4. Establish decision making protocols within the planning and decision making group. 5. Develop a formal agreement among key stakeholders on Base Values that includes statements like the following: a/ maintain the quality that enabled the Resort to establish an international reputation, b/ maintain property and business financial value, c/ increase the viability of all businesses by moving to two successful seasons, and enhancing the shoulder periods (e.g., May long weekend to summer, and September to Thanksgiving), d/ enhance the community socially, physically, and economically to hold and attract permanent residents, e/ maintain the natural environmental quality of the surrounding crown land that is symbiotic with maintaining the Resort’s quality use of the CRA , and expand the Alpine Blossom image to the valley environment. 6. Develop a formal agreement by key stakeholders on a Sun Peaks Vision to 2032. 7. Develop an integrated master plan (i.e., that extends beyond the Resort Corporation) involving the key stakeholders within the CRA (e.g., SPMRM, SPRC, SPUC, TSP, local business and property owners, First Nations). Link the integrated master plan to: a/ the integrated community sustainability plan, b/ the municipal OCP, c/ decision making for the surrounding crown land and traditional territories, d/ other communities adjacent to Sun Peaks, and e/ transportation planning and decision making for routes that link residents and visitors to Sun Peaks. 8. Prioritize events and development activities through a business case analysis system within the joint decision making process. Events Infrastructure Businesses 9. Establish implementation, monitoring and evaluation systems with clear priorities, goals, timelines and responsibilities.
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APPENDIX 1: Economic snapshot of Sun Peaks This appendix is adapted from the summary document produced in August 2012 by the consultants to the project.
Snapshot of Sun Peaks Unlike almost all other tourism communities in BC, Sun Peaks was established as a mountain resort from the outset, and has virtually no prior economic history. Most community and business infrastructure was built by the private sector over the last 15 years specifically to support the resort. Although Sun Peaks has much more infrastructure than a typical community of 400 permanent residents, the lack of education, health and public assembly infrastructure, for example, are deemed to be impediments to community development.
Sun Peaks incorporated as a municipality in 2010, so very little community and economic trend data is available. The 2011 census estimated permanent population of the municipality at about 400 people (Statistics Canada, 2012), but the overnight population swells to over 5,000 in the winter. Of the 1,091 private dwellings recorded in the 2011 census, only 176 were deemed to be permanently occupied by owners (Statistics Canada, 2011 Census). Sun Peaks’ population is slightly younger than the BC average (39.7 years old vs. 40.1), but there are fewer children under the age of 15. Note that there are perhaps more than 1,000 additional people living near Sun Peaks in, for example, Heffley Lake Valley and Whitecroft. Many are Sun Peaks’ employees, and are critical to Sun Peaks’ operations and therefore planning.
Approximately 75 percent of Sun Peaks’ economic activity is generated between December 15th and April 1st. Skiing and boarding remain the draw for 90 percent of winter visitors. Winter average room rates are well above summer averages; summer accommodation is often sold at marginal pricing. Winter visitors spend about three times more per day than summer visitors.
Summer occupancy numbers have been shaped by various market factors. Initially the summer business was driven primarily by international bus tours (about 60% of the summer/off season business). Forest fires in 2003, changes to the bus tour operator GST rebate policy (2007), the increasing value of the Canadian dollar, and the global recession have seriously eroded international markets. Since the summer of 2008, bus tour trade business has dropped sharply. In addition, summer room rates are at the same level or less than in the late 1990s. To compensate for the loss of long distance visitors, the resort has focused more on regional markets for summer growth. However, there are now signals that the destination tourism economy is improving.
Construction was a major contributor to the local economy, especially in the summer months, but the 2008-2010 recession, weaker real estate activity, introduction of the Harmonized Sales Tax (HST), and federal taxation policies have virtually stopped new development since 2008. The softening of the real estate market and other economic challenges provide an opportunity for Sun Peaks businesses to increase yield from existing capacity instead of expanding capacity.
Winter accommodation occupancy numbers (room nights) have followed skier visit growth trends (or vice versa) and are a strong general indicator for overall business activity in the resort. Currently, the room capacity of 661 hotel units, 198 condos and 15 vacation homes can accommodate about 4,000 people. In addition, 480 multi-family units and 200 private homes can accommodate 3,100 people. Total overnight capacity at Sun Peaks is therefore about 7,100 people.
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Sun Peaks Tourism Business—History The charts below depict key business activity for winter and summer months. Data is removed from some charts for confidentiality, but the seasonality remains clear.
When adjusted to 2012 dollars, the increase of winter revenue per visit from 2002/03 through 2011/12 was about 26 percent.
Source: Sun Peaks Resort Corporation
When adjusted to 2012 dollars, the increase of summer revenue per visit from 2002/03 through 2011/12 was about 37 percent. Note the 2003/04 summer fire impact.
Source: Sun Peaks Resort Corporation
In 2005/06, sales of Nordic season passes were two percent of Alpine season passes. By 20011/12, Nordic passes had tripled to 6 percent of Alpine season passes. However, the number of Nordic season passes remains quite small compared to Alpine season passes.
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*
Source: Sun Peaks Resort Corporation *Note: does not include the introduction of Alpine 3D Cards and Value Cards.
The following chart is not adjusted for inflation.
Source: Tourism Sun Peaks
Source: Tourism Sun Peaks
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Other mountain resort municipalities are not strongly comparable to Sun Peaks as their economies are more diverse. However, since Sun Peaks is primarily competing for the same BC/Alberta and regional consumer market, it is useful to compare how Sun Peaks is doing compared to nearby communities. At least with regard to room revenues, as of 2010 most had not recovered from the 2008 recession, while Sun Peaks and Revelstoke appeared to be rebounding.
Source: Tourism Indicators Data Tables (2000-2010). Research Planning and Evaluation Branch, Ministry of Jobs, Tourism and Innovations.
Comparing Whistler to the Thompson-Okanagan Development Region, where Sun Peaks and many competing ski resorts are located, shows that the Thompson-Okanagan has grown much more than Whistler since 2002. Both regions have the same peak, valley, and recent recovery trend. These regions are not perfectly comparable but focus on similar markets.
Source: Tourism Indicators Data Tables (2000-2010). Research Planning and Evaluation Branch, Ministry of Jobs, Tourism and Innovations.
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The following two charts, supplied by Tourism Sun Peaks, reinforce how important the regional market is. They also show how critical the markets are beyond BC.
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APPENDIX 2: Ski resort summer activities—comparison table
SummerAccom Deals
Whitewater Rafting Whitewater
Gondola/Chair Lift
Bungee Trampoline Bungee
BikeCompetitions
HorsebackRiding
Paddle Boarding Paddle
MountainBiking
CarriageRides
Rock ClimbingRock
Geocaching
Canoeing
MiniGolf
Kayaking
Ziplining
Camping
Tennis
Hiking
Yoga
Pool
Golf Ski Resort Location Spa
Sun Peaks CL
Mt Washington Vancouver Isl CL
Silver Star Vernon CL
Panorama Invermere CL
Mt Tremblant Quebec G
Big Sky Montana CL
Schweitzer Mtn Idaho CL
Sun Valley Idaho CL
Breckenridge Colorado G
Deer Valley Utah CL
Blue Mtn Ontario G
Aspen Colorado G
Vail Colorado G
Whistler Coastal BC G
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APPENDIX 2: Ski resort summer activities—comparison table (cont.)
Ski Resort Theatre/Music Festivals Other Festivals Other Activities
Farmers’ market, quilting, Sun Peaks Concerts Art zone wine, Alpine Blossom
Mt Washington Food and drink festivals
Silver Star Piping & drumming
Panorama Kids’ day camps
Outdoor concerts, Blues Festival Mt Tremblant (temporary stages)
Food and drink festivals, Paintball, ropes course, Big Sky Outdoor concerts (amphitheatre) farmers’ markets, Pro Rodeo wildlife viewing
Schweitzer Mtn Mountain music festival Huckleberry festival, various races Kids’ day camp
Ballet, opera, Shakespeare, outdoor concerts, Parasailing, kids’ day camp, Sun Valley Fold festival (outdoor amphitheatre) gun club, outdoor skating
Breckenridge Oktoberfest, Pro Rodeo Outdoor slides, 4x4 tours, dog park
Deer Valley Music, outdoor concert series Arts
Circus, outdoor concerts, music festivals, Village beach party, Salsa festival, Beach, caving, roller coaster, Blue Mtn Elvis festival BBQ, rodeo ropes course, ATV tours
The Meeting (winter sports filmmaking Paintball, kids’ camp, fishing, mountain Aspen Weekly concert series conference) boarding
Dance festival, outdoor jazz concerts, Oktoberfest, farmers’ market and art Skate park, art and photography, trail Vail other summer concert series show, Teva Mountain games running race series, sports tournaments
Kids’ day camps, bear viewing and Whistler Concert series Crankworx, Touch Mudder ecology tours, tree treks, ATV tours
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APPENDIX 3: Notes from Stakeholder Workshop #1 (Sept 4, 2012) The following are raw notes from a workshop held at Sun Peaks to review a draft “economic context” paper and provide input to consultants. Approximately 18 people attended.
VISION Resort and municipality amenities to Third party/independent events attract full time residents and tourists (summer/winter/off-season) Tournament Capital Ranch Sports centre Market Needs rejuvenating Billboard between TCR and YKA Who should own? Mature sustainable “community” Who should operate? Amenities -> infrastructure and activities that Waterpark attract tourists and create jobs Pool/tennis Camps First Nations business partnerships Government supported kids camps Convention/trade show facilities (1000 plus Campgrounds people) RV park – grow (large – 200 units) Diversity (of tourist product) Stronger off-season/summer Need to appeal to a broader mix Events/festivals Awareness of resort Summer monthly rentals Too specific of a focus Target – univ professors/sabbaticals Compromise existing market Better/efficient access to community (road & Employee housing air) Retention Back road to Chase Year round business Airport Services Shuttle (costs) School Year round attraction TRU on-site Waterpark, kids theme hotel (grey wolf), Medical bear sanctuary Community sustainability Year round municipality-more permanent Must focus on year round residents Staff people retention Winter increases as well (visitor #s) Services (professionalism/guest experience) Real estate Four Season Resort Bedroom community to Kamloops Specific draw for non-skier Early retirees Broaden the market Recreational amenities diversified Needs to draw key volume Give reason to stay longer Snowmobiling Communicate trail network Compound for storage and access Lake access Rentals/tours Wildlife April Festival (1 week later) Consider aging demographics (growth in Snowmobile in/out access to new cross country skiing, growing in cross development country biking) Issues: policing?
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Expanded winter training facilities Vision – greenest community in Canada (win Set targets Communities in Bloom) # of ski visits Clean up “ditch weed” (especially Increase length of stay subdivisions and valley trails) Rebuild bus tour (stay two nights) Connected – Kamloops economy All sports activities accepted Events In designated areas (e.g., snowmobile, cross Groups country biking, dirt biking) Partnerships New facilities Events Multi purpose building (conference, Team building facilities events/shows, sports/tournaments, Canada Yoga/photocopies Games, coaching clinics Expands Arts Council (cooking school, Image – beautiful place writers workshops) Wellness increase
BEST PRACTICES Ski Academy Spa/Wellness Centre Nakisa Training Centre Natural medicine/team Capitalize on other winter sports building/dietary/cleansing/stress Need sportsplex (hockey, curling) relief/addiction cure/hikes/mushrooms Medical/residents (plant healing) Research/active seniors Elder Hostel Centre for research Art zone programs Plastic surgery (destination medical) Look at present state of “sports centre” Saskatoon/Edmonton (events & festivals) needs a hug Action: inventory of successful resort Upgrade aquatic centre communities Facelift (Colorado/Utah/Quebec/Ontario/NY/Vermont Renovation Year round strategies Just simply a new plan Multipurpose facility Blue Mountain summer program as model Weather proof Multiplex facility Theatre/tradeshow/sports Concerts, tradeshows, banquets, hockey, Winter concert curling, community intra-mural sports Rodeo/country festival leagues, etc. rd 4-H 3 party events Multi day music festival (Blues & Jazz) Telus, Crankworx, Red Bull, X-Games, dirt Music and dance festivals bike, ATVs, snowmobiles, zip lines, summer Best cases: Brandt Tractor convention luge rd North Thompson Trail/Shuswap Trail 3 party joint ventures Super easy downhill mountain bike trail (i.e., Infrastructure Cahilty – 5 mile) Centre for outward bound type of programs Snowmobile festival (end of April) Local rates – ski/golf (e.g. Whistler) Pride events/travel focus Encourage and support “locals” to Satellite centre for university/college tourism, champion and bring in events/activities hospitality and sports programs RV Parks Ski camps, race camps (Whistler) KOA/Whistler/Banff/Spirit Ridge
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Silver Star (Sovereign Lake)/Whistler cross Event – tourist attractions country ski – training Crankworx Cross country biking ($$ ?) WSSF Silver Star/Canmore – cross country centres Infrastructure Better lift access Industrial Park Continued growth of lift Sun Peaks/Whitecroft Gas Station Ski the circuit Maintenance of existing buildings Unique to Sun Peaks Building/hardware Event based marketing (i.e., concerts, races) Local product/herbal products Tour based marketing (Wiegele warm up Community Garden (Louis Creek) package at Sun Peaks) Seniors’ Programs Alpine cross country tours First Nations Ranchers Cultural Fall Fair Other activities while in resort Electronic (connectivity) internet business? Mini golf Wireless community Adventure park/zip line Internet directory Increased spa services Power supply issues Resort appearance Natural gas supply Landscaping, maintenance Cultural events Access – must be easy to get to First Nations, Cowboy, Ranchers, Fall Fair Arts Culinary South Oregon Shakespeare Festival Industrial complex/warehouses Theatre in the park Recycle/waste management model to Need tent/facilities compliment ISO 14001 status or SPRC and be a Multi-day event leader as a resort community Education Centre Community maintenance Students Homes, strata, commercial hotels, etc. Banff Centre Routine Conferences/students (year round) Capital Employee housing (Canmore-coop, Whistler- Local directory (phone book-need Mascon housing authority) numbers) Revelstoke/Valemount Snowmobile market Trails development Marketing Diversity (Revelstoke)
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APPENDIX 4: Notes from Stakeholders Workshop #2 (Oct. 10, 2012) Review of terms of reference for the project 1. Summary of the situation 2. Summary of opportunities and proposed aims 3. Proposed steps to create a strategy (creation of a full strategy was not part of this phase)
Workshop objectives 1. Review and ground-truth background document 2. Propose process for reviewing/accepting vision 3. Organize aims/opportunities by season 4. Develop collaborative process to develop and implement a strategy
Note to reviewers: The workshop was not intended to develop consensus on the background document or strategy outline. However, a clear consensus emerged regarding the need to create a formal planning and coordinating group, attached to the municipality, that will further the process begun in Phase 1. See the body of this report, above, for a discussion of next steps.
Workshop notes These notes are not edited except for clarity.
GENERAL - Too deep too soon—need a SWOT analysis - Near term – move us out to future o Sun Peaks – larger than 1000 at build out - Interest area is Whitecroft and Heffley Creek all the way to Kamloops - Looks easy - Some thought vision and actions not detailed enough, others thought too detailed - Actions too detailed for where we are at - Can move at this pace – realistic (Sun Peaks at permanent population at 1000 – too low? - Vision is great – need somewhere to start, build on; seems realistic - 1000 at Sun Peaks is low (look what’s happened in 20 years) - Like the menu of items. Flesh out governance regarding events o What is the capacity to manage events with limited volunteers o Develop relations with Kamloops – well developed volunteer infrastructure - Vision – lots of interesting ideas building on experience and the community to build overall tourism experience o Residents’ passion for Sun Peaks o Can see many opportunities for TRU connections (including international students) o TOTA is moving this way - Vision is terrific – aims/actions: need to facilitate process that brings everyone on board – on the same page, all the time - Vision is too long – 5 lines are enough. o Should be inspiring (e.g., greenest ski resort in Canada/world) o Needs pithy summary – almost unattainable, always striving - Page 4 – various resorts/ski areas have good relations with First Nations what are best practices?
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- Page 5 – First Nation themed events, involvement o e.g., mountain important for food harvesting in spring (traditionally) o interpretive centre o demographic inclusion – not just ‘one-offs’ o Europeans like First Nation culture, art recognize/acknowledge - Increase in population may lead to problems (be careful of what you wish for) - Survey current residents who shops here? (leakage study) o How to both attract residents and visitors? - Do capacity analysis regarding population, visitors, infrastructure
VISION - What is a vision? (Drop term – just to help out of box) - Checklist of principles regarding sustainability - Fairly complete – touched all bases - Conflict with master development agreement? - Nicely painted – I can see it - How does it reconcile with demographics? Reductions ahead? But with right facilities, could issue be overcome? (50% of residents came from elsewhere) - Captures it – will evolve with market, First Nations partnerships – just need to be fully integrated - Great, but extremely presumptuous (not nearly at maximum in 20 years) - Scaled back – population, “nearing build out” (halfway there?) - Buy-in to development plan is better – new municipality function really improving, developing together - Can see vision happening, but depends on many external factors - Regarding population – permanent residents (whole season sometimes) and committed 2nd home residents (latter pay taxes, use services, bring excitement). There’s a synergy there: all groups need to feel part of community - Australian community example NOOSA – sustainable development - ‘Worlds’ Best’ practices regarding sustainability - Population cap needed eventually? - Again, establish capacity benchmarks, limits - Flagstaff reducing light pollution (best practice) - Doesn’t describe ‘SP experience’ (what do people come here for?) - First nations not represented well enough o Key part of experience - Environmental sustainability not strong enough – Dockside Green is an advanced example (integrate residents, retail, etc.) – state of art not captured o What is carrying capacity? o Hydrology, waste management, animals, etc. - Very rich plant life here – First Nation opportunity regarding healing plants, etc. (border of plant communities) - Culture and arts – e.g., Aspen, Vail o Via activity and experience (NOOSA example from Harold at TRU)
SKI RESORT COMPARISONS - First Nation collaborative examples
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- Resorts in New Mexico co-owned by FN (Ross Anderson of Sun Peaks is contact) - Taos, NM smaller, innovative - Alberta? Not comparable? (Jasper, Banff, Lake Louise) - Summer resorts? (but not based on lake or beach?) - What are we comparing? Remove the big resorts? - Sun Peaks does not have iconic feature, like other resorts do – people go where people go o “Rounded and enveloping” mountains at Sun Peaks (any similar? Deer Valley, Sun Valley, Vail, Breckenridge?) o Ski in, ski out, like Alps - ‘Alpine Flower Capital’ - Northstar at Tahoe (village experience, great food, etc.) - Telluride - Some sense of quality in comparisons
ACTIONS (AIMS) Seasonal Exercise - Evenly spread over year - ‘Skiing is to winter as (100 things and activities?) are to summer’ - Focus on biggest gaps between actual and target – what markets, infrastructure, etc. - Sun Peaks as layover for buses (but challenging price point) o Rocky Mountaineer rail experience link? - First Nations community needs to feel comfortable at Sun Peaks, especially youth - Irrigation system and agriculture link – joint planning opportunity? - Adams Lake will be significant player in regional economy o Hospital, commercial, mining, forestry, gaming, agriculture o Build infrastructure and opportunity for FN to participate (not as an afterthought) - Many ideas, been here before – What are the priorities? - Summer essential but less revenue available - Many ideas are short, ‘one-offs’ – need ongoing stuff o Requires more analysis to determine sustainability - Not many music events listed - Need a system for evaluating ideas – collaboration - No cohesive working group to plan and develop - Australian Town – ‘Malanie’ (?) excellent collaboration o reference from Harold at TRU - Volunteer bureau – harness general community o Raise money for foundation - Things already happening o Nordic Ski Society, Flowers in village, etc, etc
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COLLABORATION - Whistler example - Seed money sources required - What system required? - Idea of new group is daunting, but is nonetheless required - Sun Peaks has strong independent business owners - 6 non-profits in the community - Avoid redundancy – already lots of communication but no strategic decision-making process (or at least not a shared one) o need buy in on longer term planning - Facilitate people who are passionate about things to move ahead on those things - ‘Five Pillars’: SPRC, TSP, Municipality, Individual Businesses, residents - ‘Clearing House’ - General community is not engaged - Role of community input – 5th pillar? - Community board (SPCB – meet 3 times/year?) - Short term process tied to OCP development? - Nothing wrong with existing entities, but still struggling - Part of community..... plan is to create an oversight group, but that doesn’t go far enough - Elora, Ontario example – social event for ‘us’ - Sun Peaks collaboration (committee or working group) - Need to move ahead - Municipal facilitation o Link with OCP o Link with strategic plan - Re-purpose existing business advisory body? - New body of Council? - Require a process for legitimizing each of the representatives that will sit on the new planning/coordinating body - Summarize next steps, then report goes off to reps., then we move ahead - ‘Resident’ representative - Determine composition of planning/coordinating body - Mandate? o Long range planning - Communication participation (a loop) - Resourcing the planning/coordinating body is key
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APPENDIX 5: First Nations Involvement in Ski Resorts: North American Examples The concrete examples of First Nations collaborations with ski resorts are few but are becoming more common. One of the best examples is at Whistler-Blackcomb which recently built the Squamish Lil’wat Cultural Centre, a cultural museum with an art gallery, historical exhibitions, a high-tech theatre, a high- end restaurant, guided expeditions, and crafts market. The resort also worked alongside the Squamish and Lil’wat First Nations to secure the bid for the 2010 Winter Olympics.
Whistler also sponsors, along with Sun Peaks, Mount Washington, Cypress Mountain, Grouse Mountain, Kimberley, Tabor Mountain and Stevens Pass, a division of the First Nations Snowboard Team.5 The First Nations Snowboard Team offers seasons’ passes to First Nations youth to learn how to snowboard and a high performance team that competes at provincial, national, and world competitions. They also offer annual coaching clinics and professional coaching certifications. Cypress Mountain currently offers a girls program. Sun Peaks sponsors the division at Kamloops Indian Band. Mount Washington also hosted the First Nations Snowboard Coaching Clinic in January 2012 out of their newly built Vancouver Island Mountain Centre and sports a Ski Patrol logo designed by local First Nations artist Curtis Wilson.6
There are some examples of First Nations owned ski resorts, most notably the Ski Apache Ski Resort in New Mexico which is owned entirely by the Mescalero Apache Tribe and located on-reserve. The Mescalero Tribe also owns the nearby Inn of the Mountain Gods Resort and Casino and advertises them jointly. Activities at the resort also include the Mescalero Tribe Cultural Museum in the nearby town of Mescalero and the Mescalero Ceremonials and Rodeo held every July. In Montana, the Chippewa-Cree Tribe owns The Bear Paw Resort, a small local ski hill, near the Rocky Boy Indian Reservation.7 Though not a ski resort, the Washoe Tribe run the Meeks Bay Resort and Marina on Lake Tahoe in California, in their traditional territory.8 The region, situated on the California and Nevada borders, is a popular ski resort location. However, there has been limited collaboration between the Washoe Tribe and the major resorts. Sunrise Ski Area in Arizona is located on the Fort Apache Indian Reserve and is operated by the White Mountain Apache tribe.
Telluride Ski Resort in Colorado has made attempts in recent years to increase the presence of the Native American history and culture at the resort. They erected a prominent sculpture of an Ute man, have sponsored a Native American ski program, and feature Native American wildlife education at the St. Sophia Nature Centre.9
In January 2012, resort executives at Vail, in Colorado, invited people from the Southern Ute Indian Tribe to perform a ceremony and snow dance during a particularly dry season. In order to celebrate the Native history of the area and encourage more snow, the Southern Ute dancers, led by Eddie Box, performed the ritual including a “friendship dance” during which skiers and onlookers joined in.10 Partly due to the drastic shift in weather after the ceremony, Park City Resort in Utah followed suit and invited members of the Northern Ute Tribe to perform a Snow Blessing Ceremony.11
5 http://www.fnriders.com/ 6 http://www.mwskipatrol.com/page/about/first-nations-artwork-logo 7 http://www.skibearpaw.com/ 8 http://www.meeksbayresort.com/ 9 http://www.snow-riders.org/info_pages/events_index.html 10 http://online.wsj.com/article/SB10001424052970204468004577167042382438200.html 11 http://www.parkcitymountain.com/site/blog/authors/kristap/native-american-blessing-for-snow
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