RESORT DEVELOPMENT STRATEGY District of

2019-2021 JUNE 18, 2019

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Contents

Acknowledgements ...... 3 1. BACKGROUND ...... 4 COMMUNITY PROFILE ...... 4 TOURISM INDUSTRY CONTEXT ...... 5 SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS ...... 8 2. VISION ...... 9 3. RDS GOALS ...... 10 4. STAKEHOLDER CONSULTATION ...... 11 5. LINKAGES TO OTHER PLANS ...... 12 6. RMI PROJECTS ...... 18 7. THREE-YEAR FINANCIAL PLAN ...... 27 Appendix: Stakeholder letters of support ...... 29

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Acknowledgements

The District acknowledges and thanks the Invermere Resort Development Strategy Task Force members for their participation in the development of this Resort Development Strategy:

Susan Clovechok, Director, Regional District of East Kootenay, Area ”F” Marke Dickson, Ken Csokonay, High Country Properties Bill Kirkpatrick, Diamond Resorts Gerry Taft, Councilor, District of Invermere Penny Powers, Columbia River Paddle Ryan Watmough, Economic Development Officer, Regional District of East Kootenay Ken Wilder, Invermere Panorama DMO

Thanks goes to Councilor Greg Anderson and Mayor Al Miller for their participation in the process as well.

Provincial Approval Date – June 18, 2019

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 3 1. BACKGROUND

The District of Invermere is a community in eastern in the , nestled between the and the Canadian , bordered by Lake Windermere to the east, the Columbia River wetlands to the north and Toby Creek to the West. The District occupies approximately 1086 hectares and is located at an average elevation of about 800 meters (2625 feet) above sea level. It lies within the traditional territories of the Ktunaxa Nation and the Secwepemc peoples.

Prior to the first Europeans arriving in the Columbia Valley in 1807, two major First Nations groups were present in the area: the Ktunaxa and the Shuswap (Secwepemc). The first European to visit the Upper Columbia Valley was David Thompson, who established a trading post for the Northwest Company near the present town of Wilmer, which is located to the north east of Invermere. This post was operated for many years and was still listed as a Hudson’s Bay fort in 1856. In 1909, the townsite was purchased by the Columbia Valley Irrigated Fruit Lands Company, who changed the name to Invermere, meaning “inver” - at the mouth and “mere” - lake.

Invermere was incorporated as a village on May 22, 1951. In 2008, the District became one of several provincially designated ‘Resort Municipalities’ in the Resort Municipality Initiative (RMI), which receives provincial funding for tourism development. Invermere’s economy has been transitioning from one based primarily on logging and mining in the 1950s to a more diversified one with a strong tourism industry.

COMMUNITY PROFILE Invermere is the major service centre for the Columbia Valley. The Columbia River winds through Invermere, creating the tremendous asset, Lake Windermere, and resulting in marshlands and channels. There is a charming downtown with a flower-lined main street with shops, pubs and restaurants, and two public beach areas – Kinsmen Beach near the downtown and the James Chabot Provincial Park at the north end of the lake. Invermere boasts the world’s longest skating trail, the 34km long Lake Windermere Whiteway.

Just a 20 minute drive from Invermere, Panorama Mountain Resort offers 4,265 vertical feet of skiing and snowboarding, which ranks in the top 10 in North America. The year-round destination draws guests from across Canada and around the world, hosting significant numbers from the United Kingdom, Germany, New Zealand and Australia each winter season. In the summer months, travelers visit for lift-accessed downhill mountain biking, hiking, sightseeing, whitewater rafting and family activities. In 2022, Panorama will be the first mountain in Canada to host the FIS Alpine Junior World Ski Championships. Close to 350 accommodation units are managed by the resort and are included in the RMI program.

Invermere’s population is 3391 as at the 2016 Census, an increase of 14.8% from 2955 in 2011. The District experiences large seasonal population changes. Through the winter months, due to the ski season, the population increases from 3400 residents to approximately 5000 on any given weekend and significantly more during the holiday season due to visitors and second homeowners. The months of July and August see a much more substantial increase in population within the District as well as in the unincorporated rural area in the region.

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TOURISM INDUSTRY CONTEXT1 Visitors and tourists have been attracted to the hot springs and mountains of the Columbia Valley for over a century. The District of Invermere and surrounding region continue to see the benefits of increased tourism growth, and its importance to the local economy continues to be significant. Bolstered by Panorama Mountain Resort, Invermere is a four season resort destination attracting visitors from all over the world. Close proximity to some of Canada’s most spectacular National Parks, Kootenay National Park and Banff National Park, Invermere provides unparalleled attractions and opportunities.

Invermere is anchored by a lively downtown that is occupied by unique, boutique style shops, local restaurants and cafes, and professional services for visitors and residents alike. At the community’s doorstep, visitors and residents have the opportunity to golf, ski, mountain bike, hike, boat and enjoy the wildlife and natural beauty of the physical setting.

The Columbia Valley is largely dependent on the Alberta market, with approximately half of visitors coming from Calgary, with other Alberta and BC visitors ranking as second and third most common. With the Alberta economy in an ongoing recession due to the decline in oil prices, consumer confidence and spending has been negatively impacted.

The tourism industry continues to play a significant role in the BC economy overall. In 2015, tourism employment grew to 134,300 jobs, and tourism export revenue was estimated at $4.2 billion. The RMI communities contribute 29% ($265M) of the tourism taxes in the province annually and generate 30% of the tourism export revenues ($1.97B) annually. The economic impacts from tourism experienced in Invermere in 2015 was measured as follows (in $ millions):

1 Content drawn from Destination BC Columbia Valley Situation Analysis and the Whistler Centre for Sustainability’s RMI key messages 2018.

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More recent tourism performance indicators demonstrated that 2016 was the second consecutive year of exceptional growth for the BC tourism industry with an increase of 12% of total overnight international visitor arrivals (11% growth from the US, 14% from the Asia/Pacific, and 13% from Europe).

Over the past decade, there have been substantial shifts in the tourism marketplace that have resulted in the growing importance of the delivery of outstanding travel experiences. High satisfaction with travel experiences is critical to achieve increased visitor spending, longer stays, repeat visits and positive word of mouth referrals.

The desired visitor in the Columbia Valley, as described using the Explorer Quotient Traveler Type2, can be defined as those who are predominantly Authentic Experiencers, Cultural Explorers, Free Spirits, Rejuvenators, No-Hassle Travelers, and Gentle Explorers. Core demand generators that motivate travel today in the Columbia Valley include:

• Golf courses/resorts – 8 golf courses within a 35 minute drive (end-to-end) • Kootenay National Park/Radium Hot Springs • Lake Windermere/Invermere experiences – lake and wetland experiences • Fairmont Hot Springs Resort • Panorama Mountain Resort • Backcountry lodges including CMH backcountry lodges (Bugaboos, Galena, Bobbie Burns are the closest of 12 lodges), Talus Lodge, Assiniboine Lodge • Second homes

2 https://www.destinationcanada.com/sites/default/files/archive/2013-01- 01/Tools_ExplorerQuotient_Profiles_2015_EN.pdf

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To support implementation of the identified motivating experiences, seven themes were identified by Destination BC to focus efforts to strengthen the Columbia Valley as a destination:

1. Access: Secure, reliable and timely access to and within the Columbia Valley. 2. Business Climate: Create an attractive business climate for new and expanding tourism businesses including a pool of year round skilled staff, adequate affordable housing, locally delivered service training programs and supportive communities/local governments. 3. Environmental Sustainability: Protect the natural environment and manage tourism impacts. 4. Community/Social Sustainability: Maintain and enhance community character and vibrancy. 5. Visitor Infrastructure/Amenities: Develop well planned and well located amenities and infrastructure to support quality travel experiences. 6. Year Round Experiential Quality/Variety: Maintain current experiential strengths and support the introduction of additional year round, memorable experiences: a. Lakes/rivers/wetlands based experiences b. Snow based experiences (skiing/boarding, heli-skiing, snowmobiling) c. Golf experiences d. Hot Springs/Spa/Wellness experiences e. Mountains/Lodges/Parks based experiences f. Trail based experiences (hiking, mountain biking, trail running, mechanized in identified zones) g. Arts, culture, heritage including culinary/agri-tourism, festivals and events and Indigenous cultural experiences h. Sport Tourism i. Meetings/Conferences 7. Relationships/Collaboration: Work together collaboratively and effectively for mutual gain.

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SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS A SWOT is a compilation of strengths (existing assets, programs, policies, etc. in the community) that have a positive impact on tourism; weaknesses (gaps, challenges in the community) that need to be addressed or strengthened; external opportunities (positive trends, circumstances) that can be leveraged to benefit the community; and threats (negative trends and risks) that need to be mitigated or managed. By analyzing a community’s SWOT, we can determine how to take advantage of the key strengths and opportunities while reducing the risks and weaknesses that may have a negative influence on tourism.

The input for the SWOT came from the on-line survey, stakeholder interviews, and data from Destination BC. A summary of the key SWOT elements is provided below.

Strengths Weaknesses Location Accessibility • Close proximity to Banff, Calgary and the US • Distance from airport • Proximity to national parks • Pedestrian connections downtown and to Lake Windermere Physical assets/natural environment • Connections from highway to downtown • The lake; beaches; river • Accessibility for people with disabilities • Dramatic vistas and scenic landscapes • Connection between the community and • Natural geology, hot springs Panorama Mountain Village • Diverse ecosystems • Traffic congestion in summer months • Gateway to provincial and national parks • Road transportation between communities

Access to recreation Commercial options and services • Panorama • Lack of night-time economy, things to • Water activities spend money on

• 8 championship golf courses in proximity • Limited gathering places • Summer and winter activities • Lack of essential services • Trails (biking, hiking, xc skiing); Whiteway • Small number of bed units/hotel rooms

Internal • Lack of camping Cultural resources • Limited fun programming and spaces • Strong cultural and historic ties to land downtown • Thriving arts scene; growing depth of arts, • Diffusion of uses between downtown and culture, heritage experiences, events industrial area

Community character Activities • Downtown character; walkable • Lack of marketing of ”entry level” lower skill • Local amenities and readily accessible activities • Friendly, authentic people • Lack of boat access/marina facilities to lake • Local businesses, shops, galleries, • Shortage of performance venues, weather restaurants protected outdoor gathering/performance spaces and indoor recreation opportunities Other: • Lack of dog areas • Still affordable/attainable community • New entrepreneurs Other • Valley-wide collaboration improving • Strong dependence on seasonality and long

District of Invermere Resort Development Strategy 2019-2021 Page | 8 weekends • Not enough going on during shoulder seasons • Lack of staff; lack of ability to attract and retain residents/workforce • Affordability/increased cost of living • Inconsistent service • Fragmented marketing initiatives • Mindset still conventional/risk-adverse to new ideas • Locals not welcoming visitors; limited understanding of value of tourism • Unruly mixture of industrial land use and confusing signage at highway entrance • Lack of affordable housing Opportunities Threats • More visitors coming from Europe and US • Natural hazards • Visitors increasingly interested in history • Wildfires • More families and tour buses • Political challenges between BC and AB • Low Canadian $ • Restrictive temporary foreign worker policy • Increased visitor interest in authentic • Impacts of increased visitation experiences • Climate change/warmer winter • Increased interest in health and wellness temperatures External activities • Columbia River Treaty renewal and potential water level rise • Increasing costs of living • Quick closures on Hwy 93/inaccurate communications • Inaccurate media about wildfires/closures

2. VISION

Invermere-Panorama is a sought-after, year-round tourism destination providing excellent accommodation and diverse recreational, leisure and cultural opportunities in a beautiful natural setting and a dynamic small town character. The unique tourism experience brings return visitors, and tourism endeavors support the values of full and part-time residents.

D

District of Invermere Resort Development Strategy 2019-2021 Page | 9 3. RDS GOALS

Goal Measured by 1. Enhance tourism activities and amenities year- Room revenue ( MRDT) – annual and by season round # of visitors – Visitor Centre measurement Visitor satisfaction – measured in visitor survey 2. Implement strategies to attract and retain year- # of tourism-based business licenses round employment # of employees – business survey 3. Increase business diversification # of tourism-based business licenses 4. Ensure the visitor experience is consistent with and Visitor satisfaction related to community values supports community values. – measured in visitor survey 5. Improve transportation connections within Visitor satisfaction with transportation options Invermere, and between Invermere and and connections – measured in visitor survey destinations 6. Enhance partnership and collaboration among # of projects involving partnerships with tourism tourism stakeholders, including regional and First stakeholders Nations partners 7. Increase environmental responsibility in tourism # of more environmentally responsible practices transportation infrastructure and practices such as shuttle ridership, # of electric vehicle charging stations

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 10 4. STAKEHOLDER CONSULTATION In the development of this RDS, the following consultation and engagement was done:

1. The following individuals and organizations were invited to be part of the RDS Task Force:

Ken Wilder, Invermere Panorama DMO Marke Dickson, Panorama Mountain Resort Ken Csokonay, High Country Properties Gerry Taft, Councilor, District of Invermere Penny Powers, Columbia River Paddle Bill Kirkpatrick, Diamond Resorts Susan Clovechok, Regional District Director, Area “F” Ryan Watmough, Economic Development Officer, RDEK

2. All of the Task Force members were invited to a one-on-one interview to understand desired outcomes and any concerns about tourism development; perspectives on strengths, weaknesses, opportunities and threats; support for current RDS projects; and ideas for potential new RDS projects. Seven Task Force members participated in an interview.

3. Online survey. An online survey was conducted over period of three weeks and promoted throughout the community. 72 participants responded to the survey, which solicited input on support for tourism development, concerns, desired outcomes, positive and negative factors impacting tourism, support for current RDS projects, and ideas for future projects. The input from the survey was incorporated into the RDS background information, and as information for the Task Force workshop.

4. Task Force engagement. The Task Force met three times over the course of the RDS Development: (i) Task Force meeting #1, February 14 – review results of survey and interviews; identify any other potential new RDS projects (iii) Task Force workshop, February 25 – review community current reality and SWOT; review current and proposed new projects; prioritize new projects with relative spending and timing parameters (iii) Task Force meeting #2, March 11 – review draft RDS

5. Draft RDS available for public comment. The draft RDS was posted on the District of Invermere website for comment the week of March 11.

6. First Nations consultation. The District of Invermere sent referrals to the Shuswap Band Council and the Ktunaxa Nation to seek their input on the RDS.

7. Environmental consultation. The District of Invermere has consulted with Wildsight, the regional wildlife conservation organization. They reviewed the draft RDS and provided comments, which were incorporated into this new draft. The comments were mainly around…..

Letters of support from the tourism stakeholders are attached in the appendix.

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 11 5. LINKAGES TO OTHER PLANS The following related planning documents were reviewed for inputs into this iteration of Invermere’s Resort Development Strategy:

 District of Invermere OCP Update, 2015 https://invermere.civicweb.net/document/23166 - supports the economic development and tourism goals  District of Invermere ICSP, 2011 – supports the overall goals and descriptions of success  District of Invermere Resort Development Strategy 2015-2017 – updated the vision, goals, background and projects.  Columbia Valley Destination Development Strategy – incorporated the identified motivating experiences as criteria for RDS project selections; supports the four overarching destination development goals and the identified imperatives; and supports the seven development themes.  Columbia Valley Situation Analysis – was used to inform the community profile and SWOT summary.  Visitor Origin and Marketing Spend (Invermere Panorama DMO) – was used to inform the community profile.  District of Invermere 2016 Resident Retention and Attraction Strategy

Invermere’s RDS specifically aligns with the new Provincial Tourism Strategic Framework by: Supporting People and Communities • Reconciliation through Tourism o Preserve and promote the living culture and rich heritage of Indigenous peoples through tourism. • Support for Communities o Continue to invest in arts, culture, heritage, sport, and multicultural events and festivals. Sustainably Growing the Visitor Economy • Build a Better and Sustainable Tourism Destination o Support sustainable tourism growth through destination development including new product development and enhanced tourism infrastructure and amenities. Respecting Nature and the Environment • Sustaining “Super Natural British Columbia” o Reduce tourism emissions and waste

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 12 6. RMI PROJECTS

For the updated 2019-2021 RDS, overall anticipated revenue has been apportioned in the following manner:

70% - Resort Infrastructure (Capital Projects) 30% - Resort Services (Programs and Events)

Invermere’s RDS 2019-2021 includes five Tourism Infrastructure/Amenities/Capital projects and three Tourism- related Programs/Services/Events projects.

Infrastructure/Amenities/Capital projects: 1. Resort Community Gateway 2. Waterfront Access 3. Transportation Improvements 4. Event Infrastructure 5. Art in the Mountains

Tourism-related Programs/Services/Events projects: 1. Community Ambassador 2. Animate the Community 3. Mountain Valley Shuttle Service

District of Invermere Resort Development Strategy 2019-2021 Page | 18 PROJECT 1

Project Title Resort Community Gateway RMI Project Goal Tourism Infrastructure

Project description The Resort Community Gateway project is a combination of projects that assist in guiding and enhancing the visitor experience. This project is a continuation of the very successful Resort Community Gateway project that was initiated in 2015, which resulted in a beautiful new highway gateway sign, gateway corridor beautification and wayfinding. The continued Resort Community Gateway project for 2019-2022 will focus on additional public amenities, destinations and pathway signs, including educational information about Invermere, and continued Gateway Corridor beautification and wayfinding. Project rationale While the new highway gateway sign and beautification initiatives have greatly improved aesthetics and wayfinding, tourism stakeholders and visitors have identified the need for additional wayfinding and Gateway Corridor beautification. These improvements will continue to attract visitors and enhance the experience by providing additional visitor facilities and education about Invermere’s history, culture and assets.

Project status Ongoing project Project milestones Anticipated Start Date Year 1 Anticipated Completion Year 3 Project goal and how Project Goal(s): relates to the Program’s 4. Ensure the visitor experience is authentic and unique, building on the sense of Outcomes community pride. Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities  Develop, enhance or diversify tourism-related infrastructure and amenities to attract visitors. Accessibility-related N/A project Additional Benefits Improving the aesthetics and experience upon entry to the community, as well as wayfinding around the community, will enhance the visitor experience, as well as build on the sense of community pride. Performance Improved visitor experience – measured by visitor satisfaction/net promoter score Measurement Number of signs

Project Lead/Manager District of Invermere - Director of Development Services Funding sources Total RMI Funding $80,000 MRDT Funding (if applicable) Other Provincial Funding (i.e. provincial agencies such as DBC or Creative BC Municipal Funding $45,000

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 19 Other: Carry Over RMI funding $105,000

Total cost of project $230,000

District of Invermere Resort Development Strategy 2019-2021 Page | 20 PROJECT 2 Project Title Waterfront Access RMI Project Goal Tourism Infrastructure Project description The Waterfront Access project is an ongoing project that continues to enhance access to Invermere’s waterfront areas. The initiatives that this project will focus on in this RDS term are boat launch improvements, a boardwalk, and waterfront access improvements at James Chabot Provincial Park.

Project rationale Lake Windermere and the waterfront is one of the main tourism assets for Invermere and the region. Improving access to the waterfront and providing facilities for a greater diversity of water-based activities, including non- motorized, is an essential way to improve the visitor experience and increase visitation. Project status Ongoing project Project milestones Anticipated Start Date Year 2 Anticipated Completion Year 3 Project goal and how relates Project Goal(s): to the Program’s Outcomes 1. Enhance tourism activities and amenities year-round 4. Ensure the visitor experience is authentic and unique, building on the sense of community pride

Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities  Attract visitors  Ensure or improve accessibility Accessibility-related project This project will increase accessibility to the waterfront. (if yes, please describe) Additional Benefits This project will improve access to James Chabot Provincial Park, which will assist in dispersing visitors away from Kinsmen Beach to ease crowding and parking issues. Performance Increased visitation/return visitation – # of visitors (MRDT; visitor survey) Measurement Improved visitor experience – measured by visitor satisfaction/net promoter score Completion of new infrastructure Number of boats using launch site

Project Lead/Manager District of Invermere – Chief Administrative Officer Funding sources Total RMI Funding $146,261 MRDT Funding (if applicable) Other Provincial Funding

Municipal Funding $242,778 Other ) Carry Over RMI funding $156,922 Columbia Basin Trust $100,000 RDEK $150,000 Total cost of project $750,000

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PROJECT 3 Project Title Sustainable Transportation RMI Project Goal Tourism Infrastructure; Sustainability Project Project description This project involves improving more sustainable transportation in Invermere and between Invermere and Panorama. This project includes enhancing the bus stops for the Mountain Valley Shuttle (e.g. better signage/shelter), bike infrastructure (e.g. bike lanes downtown, bike racks), an electric commuter bike share pilot program, and electric vehicle charging stations (car and bike). Project rationale Encouraging visitors to use alternatives to the private automobile is important to the sustainability of our community and planet and can enhance the visitor experience by not requiring use of the private automobile for all trips. Project status New Project Project milestones Anticipated Start Date Year 1 for shuttle stop improvements Year 3 for e-bikes, and electric vehicle charging infrastructure Anticipated Completion Project goal and how relates Project Goal(s): to the Program’s Outcomes 1. Enhance tourism activities and amenities year-round 4. Ensure the visitor experience is authentic and unique, building on the sense of community pride 5. Improve transportation connections within Invermere, and between Invermere and destinations 7. Increase environmental responsibility in tourism practices Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities 3. Implement sustainable tourism projects and initiatives  Minimize tourism impacts, mitigate climate change  Increase awareness of sustainable practices; influence responsible tourism

Accessibility-related project N/A Additional Benefits Increased use of e-bikes will reduce vehicle use and parking pressures in the downtown core. Performance Improved sustainability - # of improvements to bicycle facilities/infrastructure Measurement Improved visitor experience – measured by visitor satisfaction/net promoter score Number of visitors using e-bikes Number of visitors using the shuttle service Project Lead/Manager District of Invermere – Chief Administrative Officer Funding sources Total RMI Funding $55,600 MRDT Funding (if applicable) Other Provincial Funding

Municipal Funding $50,000 Other (please identify) Grants $25,000 Total cost of project $130,600

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PROJECT 4 Project Title Event Infrastructure RMI Project Goal Tourism Infrastructure Project description The Event Infrastructure project is a new project intended to increase the ability to host events throughout the year and throughout the community. Event infrastructure includes multi-purpose indoor and outdoor equipment such as lighting, AV, a movable or outdoor all-seasons stage and backdrops, and equipment for conferences.

Project rationale Tourism stakeholders have identified the need to provide more programming to animate the community, and during the shoulder seasons. By providing additional indoor and outdoor infrastructure, more diverse events can be offered.

Project status New Project Project milestones Anticipated Start Date Year 2 Anticipated Completion Year 3 Project goal and how relates Project Goal(s): to the Program’s Outcomes 1. Enhance tourism activities and amenities year-round

Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities year-round  Attract visitors, encourage longer stays, broaden appeal of resort

Accessibility-related project While this is not directly focused on accessibility, a mobile stage could host events that are in more accessible locations in the community.

Additional Benefits

Performance Extend/diversify tourism season – incremental room revenue growth in non-peak Measurement seasons Increase visitation/return visitation – visitor numbers (MRDT, visitor survey) Improve visitor experience – visitor satisfaction/net promoter score Number of events/activities/organizations using additional infrastructure Number of new activities (e.g. conferences) hosted at Community Centre Project Lead/Manager District of Invermere – Chief Administrative Officer

Funding sources Total RMI Funding $65,000 MRDT Funding (if applicable)

Other Provincial Funding (i.e. provincial agencies such as DBC or Creative BC) Municipal Funding $60,000

Other (please identify) CBT $75,000 Total cost of project $200,000

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 23 PROJECT 5 Project Title Art in the Mountains RMI Project Goal Tourism Infrastructure Project description The Art in the Mountains is focused on increasing arts and culture experiences by showcasing Indigenous culture, and offering opportunities for creating and displaying public art. Project rationale Destination BC has identified that arts/culture/heritage is a growing motivation experience for travelers to the Columbia Valley region. Increasing arts and culture programming will provide additional tourism opportunities, and enhance the visitor experience. It is also an opportunity to showcase the unique Indigenous culture in the region. Project status New Project Project milestones Anticipated Start Date Year 3 Anticipated Completion Year 3 Project goal and how Project Goal(s): relates to the Program’s 1. Enhance tourism activities and amenities year-round Outcomes 4. Ensure the visitor experience is authentic and unique, building on the sense of community pride 6. Enhance partnerships and collaboration among tourism stakeholders, including regional and First Nations partners

Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities  Attract visitors, encourage longer stays, broaden appeal of resort 2. Deliver remarkable visitor experiences  Showcase local and Indigenous culture

Accessibility-related N/A project Additional Benefits Additional benefits of this project include continuing to build upon the relationships (if yes, please describe) with our neighbouring First Nations communities Performance Extended/diversified tourism season - incremental room revenue growth in non- Measurement peak seasons (please include measures Increased visitation/return visitation – visitor numbers (MRDT, visitor survey) used to evaluate project Improved visitor experience – visitor satisfaction/net promoter score progress) Number of new programs Number of public art displays Number of Indigenous programs or art pieces Project Lead/Manager District of Invermere – Chief Administrative Officer Funding sources Total RMI Funding $20,000 MRDT Funding (if applicable) Other Provincial Funding Municipal Funding $10,000 Other (please identify) CBT Arts $30,000 Grant Total cost of project $60,000

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 24 PROJECT 6 Project Title Community Ambassador RMI Project Goal Tourism Programs, Service or Events Project description The Community Ambassador program is a program delivered in partnership between the District of Invermere and the Columbia Valley Chamber of Commerce. The program provides front line employee training to familiarize them with all the tourism assets and amenities, develop a community-wide welcoming attitude, and assist employees to better enhance the visitor Project rationale Employees who have a strong understanding of the value of tourism can provide better service and help to enhance the visitor experience. Project status Ongoing project Project milestones Anticipated Start Date Year 1 Anticipated Completion Year 3 Project goal and how Project Goal(s): relates to the Program’s 4. Ensure the visitor experience is authentic and unique, building on the sense of Outcomes community pride 6. Enhance partnerships and collaboration among tourism stakeholders, including regional and First Nations partners

Program Outcome(s): 2. Deliver remarkable visitor experiences  Attract and retain labour to improve business ops and visitor experiences Accessibility-related N/A project Additional Benefits This program may be expanded to include community volunteers (not just (if yes, please describe) employees). Performance Improved visitor experience – visitor satisfaction/net promoter score Measurement Number of employees trained (Chamber of Commerce records of participants)

Project Lead/Manager Columbia Valley Chamber of Commerce – through partnership agreements

Funding sources Total RMI Funding $7500 MRDT Funding (if applicable) $0

Other Provincial Funding (i.e. provincial agencies such as DBC or Creative BC) Municipal Funding $0 Other (please identify) CVCC $12,500/year Total cost of project $45,000

Di strict of Invermere Resort Development Strategy 2019-2021 Page | 25 PROJECT 7 Project Title Animate the Community RMI Project Goal Tourism Programs, Service or Events Project description Animate the Community is about supporting the Event Program initiated by the District of Invermere in 2013. This project includes continuing to support core events such as Coffeefest, Snowflake Festival, Octoberfest, Movie in the Park, and Music in the Park. For this RDS term, this project will also expand to develop and support new events, for example, water/lake focused ones, and additional shoulder season events. Project rationale Animating the community through programs and events is an essential way to bring in visitors in the shoulder seasons, as well as to enhance the visitor experience. It is also a way to involve the community in creating/hosting events, and engaging visitors in activities that are not necessarily recreation focused. Programs and events are also a great way to showcase arts and cultural assets. Project status Ongoing project Project milestones Anticipated Start Date Year 1 Anticipated Completion Year 3 Project goal and how Project Goal(s): relates to the Program’s 1. Enhance tourism activities and amenities year-round Outcomes 2. Implement strategies to attract and retain year round employment 4. Ensure the visitor experience is authentic and unique, building on the sense of community pride 6. Enhance partnerships and collaboration among tourism stakeholders, including regional and First Nations partners Program Outcome(s): 1. Develop and/or enhance tourism infrastructure and amenities  Attract visitors, encourage longer stays, broaden appeal of resort 2. Deliver remarkable visitor experiences  Deliver accessible services, programs or events that contribute to a positive visitor experience and/or showcases local and Indigenous culture Accessibility-related As these events, e.g. Coffeefest, Movie in the Park, are programs/animation and project not recreation-focused, they will all be accessible for all visitors.

Additional Benefits Providing a transportation service between Panorama Resort and Invermere will encourage and expose visitors to the town’s offerings, which may otherwise not be experienced by those who go directly to Panorama from the airport. Performance Improved sustainability – reduced car trips (visitor survey) Measurement Improved visitor experience – visitor satisfaction/net promoter score Number of visitors using the shuttle between Panorama/Invermere Project Lead/Manager District of Invermere – Chief Administrative Officer Funding sources Total RMI Funding $49,932 MRDT Funding $0 Other Provincial Funding $0 Municipal Funding $ Other (please identify) $375,000

Total cost of project $310,068

District of Invermere Resort Development Strategy 2019-2021 Page | 26 PROJECT 8 Project Title Mountain-Valley Shuttle Service RMI Project Goal Tourism Programs, Service or Events; Sustainability Project Project description The Mountain-Valley Shuttle Service provides direct access between Invermere and Panorama Mountain Resort. This project is a continuation of the very successful and well-used winter shuttle service. Project rationale The shuttle service provides a direct and convenient transportation link between the town and the resort, and is well used by visitors as well as residents/staff, removing the need to use private vehicles between the two locations. It is also an important way to encourage Panorama guests to experience the town’s amenities and programs without having to worry about driving. Project status Ongoing project Project milestones Anticipated Start Date Year 1 Anticipated Completion Ongoing Project goal and how Project Goal(s): relates to the Program’s 1. Enhance tourism activities and amenities Outcomes 5. Improve transportation connections within Invermere, and between Invermere and destinations 6. Enhance partnerships and collaboration among tourism stakeholders, including regional and First Nations partners 7. Increase environmental responsibility in tourism practices Program Outcome(s): 2. Deliver remarkable visitor experiences  Deliver accessible services that contribute to a positive visitor experience 3. Implement sustainable tourism projects and initiatives  Implement projects that minimize tourism impacts, mitigate climate change  Increase awareness of sustainable practices and influence responsible tourism Accessibility-related project

Additional Benefits Providing a transportation service between Panorama Resort and Invermere will encourage and expose visitors to the town’s offerings, which may otherwise not be experienced by those who go directly to Panorama from the airport. The shuttle services reduces the vehicle trips to and from Panorama Mountain Resort and provides an alternative form of transportation thereby reducing GHG emissions and assisting the District in achieving it’s OCP Targets. Performance Improve sustainability Measurement Improve visitor experience Number of visitors using the shuttle between Panorama/Invermere Project Lead/Manager District of Invermere – Chief Administrative Officer Funding sources Total RMI Funding $99,000 MRDT Funding $0 Other Provincial Funding $0 Municipal Funding $0 Other (please identify) $381,000 Panorama Mtn Resort Total cost of project $480,000

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7. THREE-YEAR FINANCIAL PLAN

Appendix II Three-Year RMI Financial Plan

Potential 2021 Carryover Total RMI 2019 2020 2021 2022 2023 Allocation Carryover from previous year $261,922 $0 $0 $0 $261,922 Interest earned on carryover $1845 $0 $0 $1845 Anticipated RMI Funding $173,816 $173,816 $173,816 $521,448 Total Funds Available $437,583 $173,816 $173,816 $785,215

Anticipated Spending Carry Over Projects from 2015-18 RDS: Resort Community Gateway $105,000 $0 $0 $105,000 Waterfront Access Program $156,922 $0 $0 $156,922 Tourism Infrastructure, Amenities, or Capital Purchases: Resort Community Gateway $40,000 $20,000 $20,000 $80,000 Waterfront Access $13,217 $56,372 $76,672 $146,261 Sustainable Transportation $20,300 $10,300 $25,000 $55,600 Event Infrastructure $45,000 $20,000 $0 $65,000 Art in the Mountains $5,000 $15,000 $0 $20,000

Sub Total $$385,439 $121,672 $121,672 $628,783 (Minimum 70% over 3 year term)

Tourism Services, Programs or Events: Mountain and Valley Shuttle $33,000 $33,000 $33,000 $99,000 Animate the Community $16644 $16,644 $16,644 $49,932 Community Ambassadors $2,500 $2,500 $2,500 $7,500

Sub Total $52,144 $52,144 $52,144 $156,432 (Maximum 30% over 3 year term)

Administration (if applicable): Program staff Travel to Spring RCC Performance Measurement Sub Total (up to $10,000 per year)

Total Spending: $437,583 $173,816 $173,816 $785,215 Carry forward (if any): $0 $0 $0

District of Invermere Resort Development Strategy 2019-2021 Page | 28

Appendix: Stakeholder letters of support

District of Invermere Resort Development Strategy 2019-2021 Page | 29