BRITISH COLUMBIA
RESORT STRATEGY AND ACTION PLAN
Message from Premier Gordon Campbell Message from Minister of State for Resort Development, Sandy Santori
British Columbia has exceptional people, rich British Columbia is blessed with abundant resources resources and the best location anywhere: We’re beautiful scenery, diversity of product opportunities Number 1 in Canada in job creation. Our economy is and a moderate climate that make our summer and growing again. Industries like construction, oil and winter resorts unparalleled in the world. Resorts and gas, and resort development are booming. resort communities contribute significantly to the Province’s economy and quality of life. As the 2010 Olympic and Paralympic Winter Games approach, those opportunities will grow. We want to Supporting existing resorts and encouraging new ensure that communities, businesses and families all resort development falls within the government’s across British Columbia are ready to benefit from the strategy of economic renewal to lay the foundation opportunities that are being created. for a globally competitive economy. As host to the 2010 Olympic and Paralympic Winter Games, we The following strategy complements other have the added opportunity to maximize the government strategies outlining opportunities in economic benefits of this unique opportunity for all tourism, procurement, labour supply, and, trade and British Columbians. investment. The British Columbia Resort Strategy reflects the These strategies build on the steps the province has efforts of local governments, industry, First Nations already taken to unleash the Spirit of 2010, including and the Province to establish British Columbia as an $1 billion in tax relief, 140,000 regulations all season destination without equal. The strategy eliminated, $1.3 billion of transportation investments, lays the framework to grow our resort sector. The 25,000 post-secondary spaces by 2010, new potential and excitement is there for significant international marketing campaigns, and, reforms to expansion and investment. open up every sector of our economy. As Minister of State for Resort Development I am I invite you to use this resource, and give us your committed towards achieving our vision of input for additional steps we can take. Together, developing British Columbia as a world-class all we’ll keep working to build a future full of promise season resort destination. for us all.
Gordon Campbell Sandy Santori
Premier of British Columbia Minister of State for Resort Development
TABLE OF CONTENTS
RESORT STRATEGY...... 1
Overview...... 1
Context...... 5
Tasks and Guiding Principles ...... 6
Tour, Submission and Study Findings ...... 7
Government Actions to Date ...... 10
BC Resort Strategy ...... 12
Conclusion...... 16
ACTION PLAN...... 17
APPENDICES...... 22
Appendix 1 – Task Force Composition ...... 22
Appendix 2 – Process...... 24
Appendix 3 – Recommendations of the BC Resort Task Force...... 25
BC RESORT STRATEGY OVERVIEW
The British Columbia Resort Strategy builds appointment highlights the provincial upon the goals of the third annual three-year government’s continued focus on economic Government Strategic Plan to create a strong and development in the resort/tourism sector and in vibrant provincial economy, a supportive social regional economies. fabric, safe, healthy communities and a The BC Resort Task Force is composed of the sustainable environment. The Resort Strategy Chair, the Deputy Minister, a 15-member links to the Spirit of 2010 Tourism Strategy and External Advisory Group and an Inter-Agency the International Trade and Investment to 2010 Working Group (See Appendix 1) that builds Strategy. All these strategies are designed to upon what has already become a vital part of the grow tourism throughout the province, maximize economy, British Columbia’s resort and tourism opportunities created by hosting the 2010 sector. The BC Resort Task Force undertook an Olympic and Paralympic Winter Games and aggressive and extensive consultation process attract national and international investment to that included fact finding tours by the Chairs, the province. meetings with stakeholders, analysis of written The government made a new era commitment to submissions, independent studies, and committee “stimulate tourism with a plan to improve meetings (see Appendix 2). A number of operators’ ability to successfully compete for recommendations and priority areas (see visitors from around the world.” The tourism Appendix 3) were identified and presented to the industry was also challenged to double tourism Minister in the report, Recommendations of the revenues within 10 years. British Columbia’s B.C. Resort Task Force. resorts and resort communities represent an This British Columbia Resort Strategy stems important component of the Province’s tourism from the recommendations of the BC Resort sector and make a significant contribution to the Task Force Report and lays the foundation for provincial economy. As recognized in the future resort growth and development. It is Throne Speech of the 37th Parliament (4th predicated on two overarching goals: session), all-season resorts are seen as enormous economic assets that represent a major 1. Enhance resort development and opportunity for British Columbians. partnerships in the heartlands of British Recognizing the uniqueness of resorts and that Columbia. resort developments need a favourable 2. Identify and eliminate barriers to resort environment in which to prosper and succeed, a development, creation and expansion. new initiative, the BC Resort Task Force was The Province has already taken significant announced in the 2003 Speech from the Throne, steps to create an investment-friendly climate and in June 2003, the Honourable Kevin Falcon in a sustainable and socially and culturally was appointed as Chair. On January 26, 2004 sensitive manner that benefits and promotes Minister Sandy Santori was appointed Minister tourism including the resort sector: of State for Resort Development and became the new Chair of the BC Resort Task Force. This
1 ¾ 2010 Olympic and Paralympic Winter the practical government initiatives Games: Development of a 2010 underway to build a skilled workforce. Olympics and Paralympics Procurement For example: the Community Strategy to lever benefits from the Assistance Program and Training for Games throughout British Columbia. Jobs program in the Ministry of Human Government and industry are to address Resources; Strategic Investment Plan three key areas: successful marketing for B.C.’s public post secondary system approaches, positive linkages with the in the Ministry of Advanced Education; convention market and identification of and Career Preparation and Co-op unique tourism products and Education Programs in the Ministry of development areas. Education.
¾ Spirit of 2010 Tourism Strategy: A ¾ Vancouver Convention Centre strategy for the provincial government Expansion Project: $565 million is and the tourism industry to work being invested to build and expand the collectively to grow tourism Vancouver Convention and Exhibition opportunities created by hosting the Centre. This is expected to generate 2010 Olympic and Paralympic Winter $5.1 billion in economic activity by Games and other major events. Its four attracting visitors and international primary objectives are to: events in the lead up to the 2010 increase numbers of visitors, Olympics and beyond. particularly visitors with high ¾ British Columbia Tourism and spending ability; Hospitality Education and Training increase tourism investment; Consortium: $1.2 million special one- increase use of existing tourism time funding to enhance and expand resources; and hospitality and tourism training leverage Olympic opportunities. programs at post-secondary institutions ¾ International Trade and Investment to across the Province. The consortium 2010 Strategy: A strategy to promote will provide strategic direction and international exports and attract inward facilitate communication and planning investment over the period up to 2010. among educational institutions, industry This is to be accomplished by and government on requirements for expanding and diversifying provincial tourism and hospitality education and exports, increasing small business training to prepare B.C. to host events exports, ensuring international market like the 2010 Winter Games. access, and increasing and accelerating ¾ Marketing: Launch of the “British inward investment into opportunity Columbia. Be Here.” national and sectors throughout British Columbia. international ad campaign that promotes ¾ Human Resource Strategy for British British Columbia as a competitive Columbia: A strategy which outlines business environment for investment; a British Columbia’s current labour desirable place to work with respect to market, identifies future skill needs and personal income and quality of life; and level of skills, and highlights some of a place to visit and enjoy a variety of
2 recreational and cultural activities. The and grow the wine industry to stimulate Province also provides funding to and improve local economies. enable provincial and regional ¾ BC Rail Investment Partnership: A marketing organizations to promote $1-billion partnership with CN Rail to tourism around the globe. revitalize the BC rail system and ¾ Doubling Tourism BC’s annual support new job growth, with part of the marketing budget from $25 million to proceeds used to establish: a $135- $50 million to help promote British million Northern Development Columbia as the best place on earth to Initiative; a $15-million First Nations live, work and play. Trust; and $200-million to finance other projects included in the government’s ¾ Providing the Union of British transportation plan. Columbia Municipalities with a one- time grant of $25 million in 2004 to ¾ Infrastructure: Investment in other create its own five-year marketing plan much needed infrastructure throughout to enhance tourism in British Columbia British Columbia such as: communities. $2 million investment to support an expansion of the Comox Valley ¾ Transportation: Investing $1.3 billion Airport will help grow tourism for over three years to improve the entire Island; transportation infrastructure to ensure a $167,000 contribution to support reliable transportation network expansion of the Kamloops Airport throughout British Columbia. will enable the airport society to Examples include: seek out new carriers and provide Over $800 million to improve and international flights between maintain roads in the Heartlands Kamloops and the U.S.; such as sections of Highway 33 and $2.4 million to improve more than 97 and the Trans-Canada Highway; 100 rest stops throughout the and province in preparation for the $600 million for upgrading the Sea- 2010 Olympic Winter Games; to-Sky Highway, a major tourism $210 million jointly funded federal- link to Whistler, Pemberton and the provincial Border Infrastructure Cariboo. Upgrading will help Program, which over the next 5 support the tremendous growth years, will improve the movement occurring at Whistler, as well as of goods and visitors to and from open new opportunities for the the Lower Mainland’s four border tourism industry. crossings; ¾ Road Signage Program: Partnership $4 million to support terminal and between government and the B.C. wine runway improvement to the Prince industry where the province is investing George Airport; and $625,000 to better direct tourists to $17.2 million to develop container local wineries as a simple and facilities at the Port of Prince innovative way to help build, promote,
3 Rupert, as part of the BC Rail Resort, Red Mountain Resort and Big Investment Partnership. White Ski Resort.
¾ Events: Hosting world class Encouraging innovative resort international games like the 2005 Men’s development partnerships such as the World Curling Games, 2006 Hockey Winter Recreation, ULC and the World Juniors and the 2009 World Osoyoos Indian Band partnership on the Police and Fire Games, which increase Mount Baldy ski expansion. international exposure to the province in ¾ Internationally Competitive Tax the run-up to 2010. The former is Regime: Significant personal and expected to generate $30-million in corporate tax cuts and taxation revisions economic activity while the World such as lowering corporate income tax Police and Fire Games event is rates; eliminating the general corporate expected to attract 12,000 athletes from capital tax; and sales tax and sector 70 countries with an estimated specific tax exemptions to stimulate a economic spinoff of $55 million. competitive investment climate. ¾ Passenger Rail Service: Delivering These initiatives contribute to the ongoing efforts passenger rail service to the BC of the government to promote British Columbia Heartlands at the request of the tourism as a vibrant economy with world-class resort industry. Over the next year, CN will destinations. introduce the Whistler Mountaineer service from North Vancouver to As noted in the 2004 BC Progress Board interim Whistler and include an excursion to report, British Columbia possesses all the Prince George to link to the Rocky inherent attributes to become a national and Mountaineer tourist train service to global leader: Jasper, Alberta. Abundant resources and a natural beauty renowned worldwide; ¾ First Nations: Funding to grow the Unique location between Europe and First Nation tourism industry Asia; throughout the province such as High quality infrastructure to transport Aboriginal Tourism B.C., Tourism goods, services and people; Sliammon, Osoyoos Indian Band’s A diverse, multicultural society and Nk’Mip Desert Heritage Centre, and increasingly will-educated workforce; and Upper Similkameen Indian Band tourist Stable institutions and the rule of law. development at Hedley. In promoting British Columbia’s resort sector, ¾ Investment: Facilitating the the government believes its activities should be development of tourism facilities highly strategic and proactive and build upon its throughout the province, such as attributes. This strategy describes the objectives, Squamish and Lil’Wat First Nations priorities and actions which will provide a more Cultural Centre in Whistler, Mount favourable environment for resort development Washington Resort, Canoe Mountain and expansion in British Columbia. Resort, Kicking Horse Mountain
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CONTEXT
Tourism is an increasingly significant sector of British Columbia has some 700 resorts, from the provincial economy. Within the province, fishing lodges to ski mountains to eco-tourism tourism has established itself as a vital economic operations. Development of new resorts and generator, both in terms of job creation and expansion of existing facilities would provide increased investment. Worldwide, tourism is a significant benefits throughout the province. US $4.5 trillion industry directly accounting for 67 million jobs and 3.7 per cent of GDP. In Trends suggest that resort-based tourism is well 2003, 21.9 million visitors to British Columbia positioned to satisfy the demands and desires of generated tourism revenues of $8.9 billion, a growing portion of the traveling public. This, which supported the employment of more than combined with the inherent beauty and 114,000 persons directly and an additional recreational potential of the provincial landscape, 152,000 persons in tourism-related businesses. highlights a substantial opportunity to capitalize on a growing market. The resort sector represents an enormous opportunity for British Columbia and contributes Resort development and expansion requires the significantly to the provincial economy. For initiative and cooperation of a number of example, in 2002: government ministries, agencies and arms-length organizations. The BC Resort Task Force was Approximately $1.9 billion was spent by composed to reflect this diversity and take resort tourists, which represents 20 per advantage of the expertise British Columbia cent of the total $9.2 billion spent by possesses in the resort sector. tourists in the province; Direct spending by resort tourists creates an equal amount of indirect spending and over $200 million in induced economic effects; British Columbia resorts generated nearly $178 million in tax revenue for governments; and British Columbia resorts employed an estimated 26,000 people.
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TASKS AND GUIDING PRINCIPLES
To provide a focus and direction, Terms of The work of the task force was guided by the Reference were established to guide the following principles: BC Resort Task Force: Environmentally and socially 1. Review acts and regulations that affect sustainable – ongoing efforts to resort development and investment to streamline approvals to encourage improve and streamline application economic growth will not be at the processes. expense of a sustainable environment. 2. Remove barriers to existing resort Dynamic – economies are dynamic and proposals and new resort proposals and respond to internal and external forces. review application timelines and costs. Action plans and the British Columbia 3. Conduct a competitive jurisdictional Resort Strategy will be updated on a analysis. regular basis. 4. Work with industry, communities and First Nations to identify economic Action-oriented – to be successful, the opportunities associated with resort British Columbia Resort Strategy must development. support action at the provincial and 5. Develop a British Columbia Resort regional levels. Strategy and Action Plan that will lead to Regionally informed, tailored and increased investment in resort responsive – while many government development. initiatives are designed to benefit all The above were accomplished through an British Columbians, the Province aggressive workplan that included fact finding recognizes that each region faces unique tours by the Chairs, advice from the external challenges and opportunities. advisory group, written submissions, meetings Accordingly, the Strategy must be with stakeholders, independent studies, tailored to meet these varied needs and committee meetings, and inter-agency working reflect the characteristics of residents group meetings. The details and timelines are and investors. provided in Appendix 2. Internally co-ordinated – the British Columbia Resort Strategy will build on New Era Commitments and work with
other government strategies being developed or implemented.
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TOUR, SUBMISSION AND STUDY FINDINGS
Tour and Submission Findings 3. Infrastructure and Transportation Resort expansion and development requires As a result of the feedback from the province- a supportive climate for its continued growth wide consultation efforts and over 400 identified and contribution to the province’s economy. issues, six key themes emerged. This includes greater public sector investment in enhanced infrastructure, 1. Certainty and Efficiency particularly transportation linkages Stakeholders stressed that certainty is necessary for further resort development. essential. Investors, developers and resort 4. Marketing owners want a certain and stable operating environment to bolster confidence. To Coordinated and effective marketing for ensure that British Columbia is attractive for target audiences is essential to resort future resort investment, developers want an industry success. Current marketing efforts application process that has timelines, is are not seen as fully and effectively transparent and efficient. A related theme supporting all regions of the province in was the need to make government review terms of promoting the existing resort and tenuring processes less onerous and facilities available. more efficient. Resort stakeholders desire consistency and a reduction in the provincial 5. Human Resources policy burden that hinders or limits their To properly grow and thrive, the British ability to successfully operate or expand. Columbia resort industry needs a stable, skilled labour force. Training and employee 2. Local Government development are major areas for the Clear guidelines on local governments’ role province and resort industry to address. and involvement in the resort investment Employee services, such as health facilities, and development process are essential to day care and housing, are also at the ensure the proper flow of benefits between forefront of human resource issues. resorts and local residents. Local governments want early input into proposed 6. Regulatory Framework Issues resort developments, and need processes to A more flexible regulatory framework was formalize their involvement on a consistent called for by resort stakeholders. basis. Similarly, developers expressed Regulations need to be harmonized with the concerns about the impact of local unique traits of resort communities. government involvement on their proposals.
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Study Findings STRENGTHS
A number of studies were commissioned to gain Beautiful scenery, diversity of product an understanding of British Columbia’s resort opportunities and moderate climate sector provincially, nationally and High profile of existing resort products internationally. A summary of these findings especially Whistler follows. Proximity of resorts to Vancouver International Airport (applies to resorts Analysis of Opportunities and Challenges within four hours drive of the airport) Proximity of British Columbia to key U.S. In 2003, Grant Thornton, LLP, completed a markets study entitled Economic Analysis of British Commercial Alpine Ski Policy which has Columbia’s Business Competitiveness: provided certainty for ski industry Destination Resort Sector Analysis. This investors, though there are concerns about analysis was based largely on interview input other aspects of the approval process from industry representatives in British Significant untapped market and product Columbia and competing jurisdictions and a development potential review of secondary source material. Its findings for the B.C. resort sector are summarized below: CHALLENGES
Complexity of the applications process OPPORTUNITIES (EAO, LWBC processes, etc.) Creating a transparent, fair, non- Current structure of the Mountain Resort discretionary and efficient approvals Associations Act process Certainty concerns, sometimes associated Modifying the Mountain Resort with First Nations land claims issues Associations Act to accommodate non- Lack of revenue-generating tools for mountain resort communities resort communities Investing in infrastructure needed to help Lack of an international airport in resorts develop into all-season operations Cranbrook for Kootenay/Columbia Continuing to develop the profile of the Valley resorts resort sector through marketing and Inadequate management of backcountry leveraging the opportunity created by the recreation activities 2010 Olympic Games Escalating insurance costs Addressing key policy issues such as Difficulties faced by developers in backcountry recreation tenures securing financing Developing a best practices guide Lack of awareness regarding resort investment opportunities in the province Increasing certainty on the land base through resolving land claims and Challenges faced by resorts in some areas developing resort partnerships with First to develop a four-season product
Nations groups
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Land and Marine-Based Application Supply and Demand Analysis Processes The Economic Planning Group completed a Two studies dealing with land- and marine-based supply and demand study in December 2003 to developments were conducted by Grant review the current status and economic impact of Thornton LLP. These studies reveal and British Columbia resorts; how British Columbia illustrate the complex range of governmental resort communities fit into the domestic and approvals, regulations and review processes that international tourism environment; the key developers of a major resort face in British emerging areas of opportunity in the province’s Columbia before construction can commence. resort sector, and what the market might look Although the exact steps would vary depending like in the near future. Some facts and trends are on the proposed scale, nature and location of the noted in the following table. resort, a project could be subject to provincial government requirements associated with the FACTS Commercial Alpine Skiing Policy, the About 20 per cent of the resort properties and Environmental Assessment Act, the Land Act, 44 percent of accommodation rooms are in Whistler. and Crown land tenure application procedures. About 30 per cent of the resort establishments (171) are located in resort areas. Also complicating the process are the About 70 per cent (395) are free-standing resort requirements of municipal governments, regional facilities. districts, federal government and First Nations. Nearly two-thirds (63 per cent) of accommodation rooms are located in resort areas (44 per cent in Whistler alone). Inter-Jurisdictional Comparison One-third (37 per cent) of accommodation rooms are in independent, free-standing facilities. City Spaces Consulting carried out an inter- Resorts are located throughout the province with the jurisdictional study to review the resort largest concentration in the Thompson / Okanagan region (125), Mainland / Southwest (124) and development and review procedures of Vancouver Island (114). competing jurisdictions such as Colorado, the The accommodation component of resorts in British Columbia is estimated at $2.2 billion. Bahamas, Norway, Alaska, Alberta and the state Resort construction in the province for 2003 was of Victoria, Australia. The study highlighted valued at $365 million, based on $275 million for British Columbia’s need for more efficient resort eight Interior resorts and $90 million for Whistler. development processes, such as harmonization, TRENDS and a transparent and clear approvals process. It New and evolving resort-based recreation activities also showed that many jurisdictions provide an and trends such as mountain biking, ocean kayaking, wellness activities, adventure travel. “approval-in-principle” early in the process A trend towards blending residential development which provides a level of assurance to the with resort development, resulting in symbiotic investor. Standards are not compromised as benefits that increase visitor stay times and the volume of repeat customers. these jurisdictions still require the same rigor in Increasing roles for First Nations and new tourism their review processes as does British Columbia. products related to aboriginal cultural experiences. Adopting an “agreement-in-principle” approach A diversity of target audiences that are expanding, including US alpine ski tourists, international would help raise British Columbia’s visitors, soft adventure enthusiasts, and seekers of competitiveness. winter activity (especially with events and venues leading up to the 2010 Olympic Games).
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GOVERNMENT ACTIONS TO DATE
Government strategic actions include promoting Re-write the Commercial Alpine Ski innovation and economic growth by working Policy (CASP) and review the potential with the private sector to remove barriers to application of CASP principles for all economic activity, and marketing British seasons resorts. Columbia’s competitive advantages and Improved access to Crown Land: LWBC opportunities as an investment location, tourism has reduced land tenure application destination and trading partner. To help processing time by 50 per cent and accomplish this, agencies and Ministries have eliminated backlogs. As a result, 99 per cent made major shifts over the past three years to of land tenure and water licence applications increase the province’s competitive edge in the are now processed within 140 days. resort sector and development area. The main agencies and Ministries are: Land and Water 2. Environmental Assessment Office: British Columbia Inc., Environmental Revised Environmental Assessment Act: Assessment Office, Ministry of Sustainable New Environmental Assessment legislation Resource Management, and Ministry of Small was brought into force December 30, 2002 Business and Economic Development. Some of to provide greater flexibility to customize the changes are: review procedures on a project-by-project basis. The increased flexibility is intended 1. Land and Water British Columbia Inc.: to contribute to the government’s strategic All Seasons Resort Program: Created in priorities for an improved investment December of 2003 in response to the work climate while preserving high environmental of the BC Resort Task Force. Key standards. initiatives and responsibilities include:
Work with other agencies to integrate 3. Ministry of Sustainable Resource and harmonize resort approval Management: processes; Land Information BC: Provides an Develop and implement information effective one-window to the province’s land systems to provide relevant government and resource information, products and data in support of the resort industry; services for business, industry, academia, Help develop an overarching tourism governments and the public. Through its program framework with policies to e-services it provides easy access to natural support all seasons resorts and other resource, land ownership and legal interest commercial recreation uses; information that supports economic Deliver an alpine ski resort program; opportunity and development efforts, Develop a new Master Development planning, First Nation opportunities, and Agreement (MDA) template and business and citizens activities. implement a MDA amendment process for existing MDAs; and
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Land Use Plans: Concluding land use 4. Ministry of Small Business and Economic plans that are expedient and balanced will Development: foster economic prosperity by bringing Fast Track: An initiative to improve B.C.’s certainty, reducing conflicts and competitiveness and attract new investment accommodating a range of uses on the land and jobs by accelerating permits and base. Seventy-three per cent of British approvals for approved projects. This group Columbia has approved strategic land use works closely with the On-the-Ground plans (4 regional plans covering 21 per cent Program Managers. of British Columbia. and 15 Land and On-the-Ground: This program is designed Resource Management Plans (LRMP) to facilitate strategic capital investment covering 52 per cent of British Columbia). throughout the province. A team of regional Six LRMPs are underway or nearing project managers work with local completion covering 12 per cent of British entrepreneurs to identify and expedite new Columbia - Central Coast, Lillooet, North business investments. They consider project Coast, Morice, Sea-to-Sky and Haida requests and forward these to the Fast-Track Gwaii/Queen Charlotte Islands. It is team for review and acceleration. expected that 85 per cent of the province will be covered by completed land use plans. Many of these initiatives have been put in place Plans such as the Eight Peaks Sustainable over the last year and show government’s Resource Management Plan provide commitment to providing an investor friendly certainty for tourism operators involved in environment that is geared towards enhancing ski operations, mitigates conflicting land resort development. uses by identifying areas for snowmobilers and creates opportunities for the adventure tourism industry.
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BC RESORT STRATEGY
The BC Resort Task Force recognizes that Based on these recommendations and areas of British Columbia’s resort industry faces priority and in keeping with the goals and vision numerous challenges. While these are not of the Government Strategic Plan, the objectives insurmountable, they may require mid- to long- of the Spirit of 2010 Tourism Strategy and the term actions to achieve needed changes and International Trade and Investment to 2010 allow the industry to reach its potential. It also Strategy, the following five strategic objectives recognizes and understands that considerable set out the Province’s course for enhancing resort inter-agency and jurisdictional cooperation will development and expansion. be required to bring about change. The BC The Minister of State for Resort Development Resort Task Force made fourteen will ensure implementation of government’s recommendations and identified areas of priority: resort strategy and will continue to oversee the accelerated policy reform; increased resort development of resorts. development; resort community development; and increased First Nations involvement (further details are provided in Appendix 3).
VISION To develop British Columbia as a world-class all season resort destination.
The 2004 Speech from the Throne states: A new Spirit of 2010 Tourism Strategy will be introduced this year to ensure every region can take full advantage of the Olympic opportunity. It will build on B.C.’s spectacular all-season resorts that are already generating investment and jobs throughout the Heartlands.
investment community a collaborative 1. Maintain and Enhance British harmonization and streamlined approach is Columbia’s Competitive Edge required. in Resort Development Action: Review and identification of the land and marine ¾ Land and Water British Columbia Inc. to processes identified over 25 provincial acts act as the central agency to provide a relating to resort development. To address this consistent delivery approach by: complex process and provide certainty to the
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- coordinating all applications for Outcomes: development on Crown land to Integrated provincial review process; streamline resort development An economic climate that encourages and decision making; facilitates resort investment through a - establishing a new application coordination and harmonization of resort process for resorts that is transparent applications; and has established timelines and Security to obtain financing from specific outcomes that provide institutions; certainty to the investor by July 2005; Highly skilled and trained workforce to - developing an All Season Resort maintain the quality experience and Policy by May 2005 to support all service visitors are seeking at resorts; and resort type facilities; Recruitment of new investors. - working with the Ministry of Sustainable Resource Management to 2. Increase Resort Development extend Crown Land tenure terms to A main goal of the BC Resort Task Force was to increase financial and investment identify avenues to enhance resort development certainty. and partnerships throughout British Columbia. ¾ Ministry of Small Business and Economic Identifying strategic partnerships and Development to implement marketing opportunities is crucial for the resort industry to initiatives targeted to investors and resorts achieve its potential growth and contribution to consistent with the International Trade the Province’s economy. The Commercial and Investment to 2010 Strategy. Alpine Ski Policy has been hailed by the ski ¾ Ministry of Community, Aboriginal and industry as a major contributor to British Women’s Services to continue to work Columbia’s success in this sector and is an with resort communities to develop tools excellent example of how policy can enhance to facilitate resort community resort development. development. ¾ Develop an investment plan that will see Action: British Columbia resort opportunities, ¾ Land and Water British Columbia Inc. to such as golf, marine, ski and all-season identify potential resort sites. facilities marketed globally (International ¾ Support existing resorts and their Trade and Investment to 2010 Strategy; expansion plans through a New Master Spirit of 2010 Tourism Strategy). Development Agreement. ¾ Ensure British Columbia has a skilled ¾ Direct marketing strategies to target two workforce to support tourism and audiences, the investor and the visitor. economic growth by encouraging post- Achieve this through partnerships / secondary institutions to be responsive to involvement with Tourism BC to develop the needs of regional tourism/resort regional, national and international communities (A Human Resource campaigns; and by leveraging marketing Strategy for British Columbia). opportunities associated with the Olympics.
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¾ Support the Spirit of 2010 Tourism establishing constructive, positive Strategy within the Ministry of Small linkages between communities and resort Business and Economic Development in developers. A partnership Memorandum relation to market research, product of Understanding was signed July 2004 to opportunities, and branding. initiate this working relationship. Outcomes: ¾ Consider future changes in legislative framework to help resorts that are An increase in resorts seeking to expand evolving into resort communities. to encompass all seasons; and Increased and dynamic marketing Outcomes: programs targeted towards increasing Best Practices Guide that helps resort investors and visitors to British Columbia communities and resort developers resorts. understand each others needs; Expedient processing of permits and 3. Support Resort Communities licenses by local government / regional districts; and Good working relationships with local Early community involvement in resort government, communities and regional districts development plans. are important to the ongoing success of resorts. While resorts provide employment and bring in 4. Improve Transportation needed revenue to support the economy, the Infrastructure community, in return, provides a local source of Resorts and resort communities depend on labour, customers and services. Resort ground, air and water transportation systems to development is a very complex, provide visitors with easy, safe and convenient multidisciplinary process that involves many access to the regions. Visitors desire a seamless areas of expertise. The resort’s ongoing success, and hassle-free service from their door to the and its resultant benefits to the community, door of the destination resort. Therefore, depends upon mutual respect and the addressing transportation concerns is a crucial knowledgeable participation of all parties. and key factor in improving the business climate. Action: Action: ¾ Carry out the Sequencing Project which is ¾ Work with the tourism sector to to look at the process of transition from a strategically select its transportation ski resort proposal to a fully functioning infrastructure investments like: resort community, to be completed in the • improvement of highways to fall of 2004. provide increased safety for the ¾ Develop a Best Practices Guide to look at traveling public; the challenges faced by resort developers, • the expansion of airport facilities local governments and communities in like the Cranbrook and Kamloops trying to understand each others problems, Airports; responsibilities and timelines, to be made • improvements to passenger available in the fall of 2004. facilities at major ferry terminals ¾ Work with the Union of British Columbia and upgrades to ferry vessels; and Municipalities for input and direction in
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• the rail initiative to operate third- Band) and Stonecreek Properties, demonstrate party passenger tourist trains in that successful business partnerships between British Columbia. First Nations and destination resort operators are ¾ Continue review and updating of highway possible. signage with the possibility of developing Court rulings indicating the need for increased a specific resort signage policy. consultation and accommodation for First Outcomes: Nations cause uncertainty for investors who are Increase in visitors through an improved unclear on their obligations or how to proceed. transportation network; First Nations often desire early involvement in Greater access to resort locations; and projects or wish to establish partnerships to bring Improved packaging and marketing economic prosperity to their region. abilities for resort owners. Action: ¾ Develop a guide to assist developers and 5. Build First Nations investors in developing partnerships with Partnerships First Nations, available in the spring of The Province is committed to stimulating 2005. economic development by encouraging First ¾ Identify and work with First Nations Nation entrepreneurship, enterprise and interested in pursuing resort development. participation in the British Columbia economy. Outcomes: Existing working partnerships such as the Increased participation of First Nations in Nk’Mip Cellars Project between the Osoyoos the resort sector; and Indian Band and Vincor International or the Increased certainty for investors and Eagle Ranch Golf Resort Project between the developers. Kinbasket Development Corporation (Shuswap
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CONCLUSION
The provincial government will continue to work 3. Coordinate with the new Spirit of 2010 with agencies and Ministries to implement the Tourism Strategy and International initiatives outlined in this strategy. The key Trade and Investment to 2010 Strategy. steps are to: 4. Maximize resort opportunities 1. Accelerate policy reform. associated with the 2010 Olympic and 2. Market British Columbia as open for Paralympic Winter Games. investment and to advocate for investment.
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ACTION PLAN
The provincial government recognizes that The five Strategic Directions are: resorts represent an enormous economic opportunity. In 2002 the resort industry 1: Maintain and Enhance British Columbia’s contributed about $1.9 billion of the $9.2 billion Competitive Edge in Resort Development in total tourism spending in the province. In 2: Increase Resort Development 2003, Premier Gordon Campbell established the 3: Support Resort Communities BC Resort Task Force composed of fifteen 4: Improve Transportation Infrastructure members from industry, local government and 5: Build First Nations Partnerships First Nations. These strategic directions are in keeping with the The Task Force was originally chaired by Government Strategic Plan and the objectives of Honourable Kevin Falcon and later by the Spirit of 2010 Tourism Strategy, Honourable Sandy Santori, British Columbia’s International Trade and Investment to 2010 first Minister of State for Resort Development. Strategy and A Human Resource Strategy for In the spring of 2004, the Task Force brought British Columbia. forward recommendations on how the province, An aggressive Action Plan has been developed local governments, First Nations and industry to implement the British Columbia Resort could support the growth of resort-tourism in Strategy. It details the actions and initiatives that British Columbia. various Ministries and Agencies are undertaking The provincial government response to the to provide a more favourable environment for recommendations is the British Columbia Resort resort development and expansion in British Strategy. This strategy establishes government’s Columbia. priority objectives for supporting growth in the This Action Plan illustrates the timeframe, per resort sector. The provincial government strategic direction, in which initiatives and recognizes five strategic directions, which will directives are to be achieved. strengthen and attract investment into the resort
sector.
ABBREVIATIONS CASP Commercial Alpine Ski Policy MoT Ministry of Transportation CAWS Ministry of Community, Aboriginal and MOU Memorandum of Understanding Women’s Services SBED Ministry of Small Business and Economic CRP Commercial Recreation Policy Development EAO Environmental Assessment Office SRM Ministry of Sustainable Resource LWBC Land and Water British Columbia Inc. Management MAEd Ministry of Advanced Education UBCM Union of British Columbia Municipalities MoF Ministry of Forests
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Strategic Direction #1 Maintain and Enhance British Columbia’s Competitive Edge in Resort Development
DESCRIPTION TIMEFRAME GOVERNMENT ACTION RESPONSIBILITY OUTCOME
Identified Barriers: ¾ Inter-agency collaboration to: ¾ Coordinated and - Investors, developers, and Ongoing - coordinate applications for harmonized approach to operators need a certain development on Crown lands LWBC / All encourage and facilitate resort investment and stable operating May 2005 - harmonize EAO and LWBC
environment to bolster application processes to reduce ¾ Reduces regulatory duplicative information burden and duplication of confidence May 2005 - harmonize local government and information - Jurisdictional overlaps and First Nation consultation
responsibilities constantly guidelines between agencies ¾ Enable input and participation in resort July 2005 - fully implement a new shifting planning integrated resort application - Need to market to process that is transparent with ¾ Reduces timelines for investors, not only visitors established timelines and resort applications - Skilled worker shortage specific outcomes ¾ Develop an investment plan that will SBED ¾ Recruitment of new BC Resort Task Force see resort opportunities, be it golf, investors to British recommended: marine, ski and all-season, marketed Columbia resorts globally: - Integrated service model December 2004 - Construct suitable web pages for provincial review and that describe BC Resort application processes with Development Opportunities consistent timeframes, January 2005 - Create a database identifying
reduce duplicative efforts, existing resort investors / operators across North America, guide proponent, and Western Europe, and Japan and
coordinate consultations determine interest for new - Revise policies to projects encourage all season resort May 2005 - Create CD-ROM package SBED / LWBC containing photographs and development supporting data for potential - Need new Commercial investors and do follow-up calls Recreation Tenure May 2005 ¾ Revise existing CASP & CRP into an LWBC ¾ Resorts can incorporate Application process All Season Resort Policy that will all-season activities - Create a simplified provide longer tenure terms; allow earlier in the planning approach to Crown Land sale of resort sites; enable the stages and provide ability to grant “Controlled greater certainty and disposition Recreation Area” status; provide management - Highlight “all-season” fixed pricing to create business responsibility features of BC resorts in certainty ¾ Security to obtain marketing to investors and financing from institutions visitors - Deliver relevant training 2005/06– 6 sites ¾ Provide opportunities for the sale of LWBC ¾ Promotes economic certain remote resort sites that development and job programs to meet 2006/07–15 sites responds to industry’s request for creation and manages projected need for more 2007/08–15 sites ownership of small resort economic growth with trained employees development sites, and ensure environmental 2008/09–15 sites security of investment sustainability ¾ 51 sites to be identified over next 5 years
Ongoing ¾ Support the Human Resource MAEd / SBED ¾ Highly skilled and trained Strategy for BC by encouraging post- workforce to maintain secondary institutions to be the quality experience responsive to the needs of regional and service visitors are tourism / resort communities seeking at resorts
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Strategic Direction #2 Increase Resort Development
DESCRIPTION TIMEFRAME GOVERNMENT ACTION RESPONSIBILITY OUTCOME Identified Barriers: ¾ Support existing resorts and their ¾ Increase in resorts - Current policy does not have expansion plans for all-season seeking to expand to land use conflict mechanisms for activities through: encompass all operators, who are seeking seasons activities greater control of commercial August 2004 - Approving a New Master LWBC recreation all-season activities Development Agreement (MDA) ¾ Streamline
and harvesting authority Template permitting process - Current marketing programs do June 2005 - Converting all existing MDA’s LWBC not meet the needs of stand- alone resorts June 2005 - Exploring the transfer of LWBC / MoF harvesting authority within an
BC Resort Task Force recommended: MDA to reduce permitting - Amending the Master processes Development Agreement to 2005/06 – ¾ Identify new potential sites for LWBC / SBED ¾ 23 sites available for incorporate more all-season 2008/09 fiscal resorts resort development activity capability within 5 years - Make policy application consistent for tenuring processes on Crown Lands and recreation tenures on Park Lands Ongoing ¾ Marketing strategies targeting SBED ¾ Increased and - New simplified approach to investors and visitors: dynamic marketing Crown Land disposition, such as programs targeted - Implement Spirit of 2010 a formal policy direction towards increasing Tourism Strategy in relation to allowing the sale of remote investors and visitors market research, product Crown Land for resort to British Columbia opportunities and branding development resorts - Highlight new “all season” - Facilitate government / features of BC resorts industry partnerships on - Consumer marketing – direct marketing packages Tourism BC to become more - Leverage marketing accountable and responsive to opportunities associated with resorts the Olympics (i.e. “Olympic - Build linkages with the Provincial Live Sites” program-include Tourism Strategy to maximize communities in showcasing and lever 2010 Winter and Olympic activities) Paralympic Games opportunities
Approved New Resorts – Projected Economic Impacts – By Quarter
Quarterly Reporting New Signed Master Industry Estimated Industry Estimated Industry Estimated Period Development Agreements Capital Investment Permanent Jobs Construction Jobs
December 31/04 2 $284M 1400 1300
March 31/05 1 $115M 150 400
June 30/05 1 $100M 200 400
September/05 1 $450M 800 3750
December/05 1 $605M 2006 4305
TOTAL 6 $1.554 Billion 4,556 10,155
¾ Total new major resorts and major expansions of 3 existing community ski hills under review by the province, including the above = $3.046B ¾ Total on-going investment of existing major resorts, projected over the next 5 years = $1.033B
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Strategic Direction #3 Support Resort Communities
DESCRIPTION TIMEFRAME GOVERNMENT ACTION RESPONSIBILITY OUTCOME Identified Barriers: Partnership ¾ Work with the UBCM for input and CAWS / SBED / ¾ Early community - Guidelines needed for local MOU signed direction in establishing constructive, UBCM / SRM involvement in resort government role and July 2004 positive linkages between development plans involvement in resort communities and resort developers development process - Current legislation lacking in enabling non-alpine resort October 2004 ¾ Carry out the Sequencing Project, CAWS / SBED / ¾ Enable all resort areas to develop into which is to look at the process of UBCM / LWBC types to progress to municipalities transition from a ski resort proposal resort areas to a fully functioning resort BC Resort Task Force community recommended: - Develop best practices December 2004 ¾ Develop a Best Practices Guide to CAWS / SBED / ¾ Best Practices Guide guidelines for local look at the challenges faced by resort UBCM / LWBC that helps resort government and developers developers, local governments and communities and - Examine how to minimize communities in trying to understand resort developers resort development each others problems, responsibilities understand each constraints and timelines others needs - Increase scope of Mountain Resort Associations Act to include all resorts July 2005 ¾ Municipal/Crown Land Linkage LWBC ¾ Expedient processing - Review local government Project to streamline resort of permits and legislation and policy that development decision making licenses by local affects resort application and between province and local government / development government regional district
Fall 2005 ¾ Consider future changes in legislative CAWS ¾ Enable all resort framework to help resorts evolving types to progress to into resort communities resort areas
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Strategic Direction #4 Improve Transportation Infrastructure
DESCRIPTION TIMEFRAME GOVERNMENT ACTION RESPONSIBILITY OUTCOME
Identified Barriers: Ongoing ¾ Continue working with communities MoT ¾ Increase in visitors - Transportation requirements and industry in the Transportation through an improved different for resorts Partnership Program to identify transportation - Limited transportation transportation investments that would network services affect tourism benefit the resort sector such as: ¾ Greater access to product packages - Improvement of highways resort locations - Greater public sector - Expansion of airport facilities investment in transportation ¾ Improved packaging linkages needed - Improvements to passenger and marketing facilities at major ferry terminals abilities for resort BC Resort Task Force and upgrades to ferry vessels owners recommended: - Rail initiative to operate third- - Develop transportation party passenger tourist trains strategy to increase visitor flow to resorts - Continue review and updating of - Work with the tourism sector highway signage with the on infrastructure investments possibility of developing a specific and partnerships resort signage policy
Strategic Direction #5 Build First Nations Partnerships
DESCRIPTION TIMEFRAME GOVERNMENT ACTION RESPONSIBILITY OUTCOME
Identified Barriers: January 2005 ¾ Harmonize local government and First LWBC / EAO ¾ Enable input and - Poor communication and Nation consultation guidelines between participation in resort coordination hinders many agencies as part of inter-agency planning. First Nation groups from early collaboration involvement in projects - Concerned that court rulings will hinder or stall proposed projects - Each project partnership taxes limited First Nation resources February 2005 ¾ Develop a consultative best practices SBED ¾ Increased certainty BC Resort Task Force guide to assist developers and for investors and recommended: investors in developing partnerships developers - Establish clear lines of with First Nations provincial agency responsibility for coordinating consultation activities early in the resort planning process - Encourage proactive recruitment of aboriginal groups as partners in resort Ongoing ¾ Implement Spirit of 2010 Tourism SBED / All ¾ Increased development Strategy to support First Nations participation of First - Develop guidelines with case involvement in tourism industry and Nations in the resort studies of positive working work with First Nations interested in sector relationships between the pursuing resort development tourism industry and First Nation communities and organizations
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APPENDICES
APPENDIX 1 BC Resort Task Force Composition initiated two studies - the Sequencing Project and the The BC Resort Task Force is composed of the Chair, Best Practices Guide. the Deputy Minister, a 15-member External Advisory Group and an Inter-Agency Working Group. The Streamlining Committee is working on eliminating duplication and streamlining the External Advisory Group Province’s application and approval processes. The External Advisory Group consists of Committee members include inter-agency representatives from industry, First Nations and local representatives from the Environmental Assessment government. It is responsible for providing advice, Office and Land and Water British Columbia Inc. strategic direction, background information on resort Inter-Agency Working Group development and insight into specific geographic, community, First Nations and industry issues. The The Inter-Agency Working Group was created to breadth and depth of the expertise of these volunteers ensure that the work of the Task Force is treated as a is outstanding and reflects what British Columbia has government priority and consists of a Deputy to offer the world in resort knowledge. Minister chairing Assistant Deputy Ministers representing eleven agencies/ministries including: Three committees composed of Advisory Group Ministry of Sustainable Resource Management members were formed to take on specific assignments and include – the Executive Committee; Ministry of Transportation Municipal Committee and the Streamlining Ministry of Water, Land and Air Protection Committee. The Executive Committee reviews Ministry of Community, Aboriginal and Women’s Services submission findings and information found in the commissioned studies, such as the economic impact Ministry of Energy and Mines of the resort development sector in British Columbia Land and Water British Columbia Inc. and the supply and demand of British Columbia’s Environmental Assessment Office resorts within an international context. Tourism British Columbia Ministry of Small Business and Economic The Municipal Committee focuses on the issues Development related to the interaction between resorts and Ministry of Forests municipalities. Resort communities often experience Treaty Negotiations Office unique demands like the need for specific amenities to enhance the visitor experience and the need to This group is responsible for supporting the Task provide a safe and secure environment during peak Force by: seasons. Resort developers/operators and the Providing technical and policy expertise; municipal and regional districts often do not Developing options to reduce barriers; recognize or understand each others needs, processes Working collaboratively to reduce overlap or capacity, which are important if the resort is to and streamline existing processes; and become a viable economic venture. This group has Developing and implementing action plans for change.
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List of External Advisory Group
Name Position Organization
Darcy Alexander Vice President Sun Peaks Resort, Kamloops
Blair Baldwin Owner/Operator Pinnacle Consulting, Kelowna
Patricia (Patty) E. Cocks Partner Tigh-Na-Mara Resort, Parksville
Jim Godfrey Municipal Administrator Resort Municipality of Whistler
Chief Gibby Jacobs Hereditary Chief Squamish First Nation
Jim Greene General Manager Red Mountain Resort, Rossland
Lee Malleau Past President Economic Development Association of British Columbia
Craig Murray Owner/Operator Nimmo Bay Resort, Port McNeill
Geoff Pearce Clerk – Administrator City of Langford Resort Municipality of Whistler (1976-1985)
Chief Sophie Pierre Director St Eugene's Mission Resort
Paul Plocktis Vice-President – Real Estate Big White Ski Resort and Silver Star and Development Mountain Resort (Schumann Resorts Ltd.)
Carol Seable President and CEO Fairmont Hotsprings Resort
Lloyd Webber Partner and Director Ski Smithers (Hudson Bay Mountain Adventures Inc.)
Mike Wiegele Chairman and President Mike Wiegele All Season Resort Heliskiing, Blue River
Eddie Wood First Vice-President Council of Tourism Associations
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APPENDIX 2 Process
February 2003 Premier announces BC Resort Task Force at Tourism Industry Council
June 25, 2003 Minister Falcon presents Terms of Reference at Open Cabinet Meeting Task Force Office is established
June - July 2003 Task Force Composed: Consisting of 15-member External Advisory Group and 11-member Inter-Agency Working Group. August 2003 - Fact-Finding Tours: Minister Falcon (August – October 2003); March 2004 Minister Santori (January – March 2004) over 140 interviews conducted (including 8 First Nations and 19 local governments) over 32 resorts visited, both marine- and land-based destinations in the Okanagan, Northwest, Kootenay and Vancouver Island/Coast Regions August –December 700 letters sent to resort owners (about a 20 per cent response rate) 2003 150 Chambers of Commerce contacted Web page created 1-800 number established
August – December Task Force Office initiates sector research: 2003 Destination Resort Sector: Analysis of Strengths, Opportunities and Challenges Land and Marine Based Resort Development Processes Analysis Inter-Jurisdictional Resort Development Study Supply and Demand Analysis
December 10, 2003 Minister Falcon presents the BC Resort Task Force Update at Open Cabinet
February 2004 Minister Santori presents progress update at Tourism Industry Conference in Victoria BC Resort Task Force – Progress Report released Sept. 2003 - October Meetings: 2004 External Advisory Group: Inter Agency Working Municipal Committee: 1. November 5, 2003 in Group: (Teleconferences) Richmond 1. September 19, 2003 1. November 28, 2003 2. January 9, 2004 2. January 13, 2004 at 2. December 15, 2003 3. February 3, 2004 Malaspina University Streamlining Committee: 4. March 2, 2004 College in Nanaimo 1. January 23, 2004 5. March 4, 2004 3. April 19-20, 2004 in 6. March 11, 2004
Richmond 2. February 25, 2004 7. April 6, 2004 3. March 23, 2004 8. June 14, 2004 9. June 28, 2004 10. August 10, 2004 11. October 7, 204 12. October 15, 2004 April 2004 BC Resort Task Force presents its Recommendations Report to Minister of State for Resort Development, Honourable Sandy Santori May 5-20, 2004 Minister Santori conducts round of meetings with Ministerial Colleagues to review recommendations and develop Action Plan Timeframes July 27, 2004 Recommendations of the British Columbia Resort Task Force released
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APPENDIX 3 Recommendations of the BC Resort Task Force
These are the recommendations of the members viewed as having an impact on government, of the BC Resort Task Force as presented to the industry and communities. Chair, the Honourable Sandy Santori, for Reflecting the key themes that emerged during consideration following the review of the research and consultation with resort industry submissions and tour findings. The stakeholders, the BC Resort Task Force recommendations are all encompassing and are organized its recommendations into these areas:
Themes Recommendations Certainty and Efficiency 1. Achieving Greater Certainty and Efficiency 2. Resolving Land Use Conflicts 3. Increasing First Nations Involvement 4. Increasing Certainty for Financing 5. Moving Towards Sustainability Infrastructure / Transportation 6. Developing a Resort Transportation Strategy 7. Building More Transportation Infrastructure 8. Encouraging Resort Clusters Regulatory Framework Issues 9. Making Regulations More Flexible Marketing 10. Working Together to Develop New Opportunities 11. Marketing 12. Investor Recruitment Human Resources 13. Addressing Human Resource Needs Local Government 14. Helping Resort Communities Develop
Specific recommendations for each of the areas ¾ Has on-going responsibility for resort are provided in the Recommendations of the development, both new and existing B.C. Resort Task Force report. operations; ¾ Works toward resolution of conflicting In the Minister’s review and discussion with the and competing interests that may affect BC Resort Task Force, the following application processes; recommendations emerged as the highest priority. These priorities are reflected in this ¾ Coordinates the various agencies with Resort Strategy document. statutory authority in an effort to expedite project approvals in a timely 1. Development of a one window resort manner; office that: ¾ Works with local and regional ¾ Integrates all provincial review and governments and First Nations bringing applications processes and guides the their input into the process at the proponent through all stages of the beginning of the project; and application process;
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¾ Works with line agencies to seek reduce conflicts and fill gaps in existing Federal, local and regional government policy, legislation and processes related to harmonization and coordination. approval for and operation of mountain resorts. The study will assess conflicts and 2. Help Resort Communities Develop. gaps in the present planning, servicing and ¾ Develop best practices guidelines for governance policy, legislation and process local and regional governments and models and develop recommendations to resort developers. The guide should ensure that the transition from ski resort address the needs of new developments, development to a fully functioning resort as well as expansions, and transitions community is as efficient, effective and from stand-alone resorts to all-season representative as possible. While the current resort areas; focus is mountain resorts, it is anticipated that ¾ Continue the Sequencing Project's results of this review may be applied to resort examination of how to minimize development in general. constraints on resort development by The Best Practices Guide project will address seeking efficiencies in planning, the challenge faced by resort developers and servicing and governance; local governments/ communities in trying to ¾ Conduct a thorough review of local and understand each other’s problems, regional government legislation and responsibilities and timelines. Sound policy that affects resort application and developer / community relations are critical for development. Make appropriate a successful venture and the intent is to create recommendations on harmonization and a comprehensive and detailed, yet user- coordination. Include a review of the friendly, Best Practices Guide in the fields of Mountain Resort Associations Act, resort planning, development and operation. It increasing its scope to include all will establish a framework for emerging and resorts; and established resort communities. The best practices guide will focus on providing ¾ Bring municipalities/local government, information and tools to enhance the resort industry and District Marketing relationship between the resort developer(s) Offices together in a forum setting for and the resort community. information dissemination and collaborative action. 3. Resolve Land Use Conflicts. The Municipal Committee has initiated two ¾ Eliminate jurisdictional overlaps within projects – the Sequencing Project and the Best line ministries should be eliminated and Practices. The over-arching goal of the statutory authorities delegated when Sequencing Project is to ensure that the appropriate. Line ministry silo effects transition from ski resort proposal - to only add to the conflicting land use; planning - to development - to a fully ¾ Establish mechanisms for conflict functioning resort community is as efficient as resolution that involve all stakeholders; possible so resort development in British ¾ Where conflicts exist, provisions should Columbia is not inhibited. The goal of this be made to adjust land use plans project is to provide practical accordingly; recommendations to government to help
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¾ Continue on going work to resolve 4. Increase First Nations Involvement. existing major land use conflicts with ¾ Establish clear lines of provincial other sectors, or within the agency responsibility for co-ordinating resort/tourism sector, should be consultation activities to ensure that continued; consultation occurs in the most timely ¾ Review land use planning processes and and effective manner possible, both for existing land use plans with respect to developers and First Nations; resort development concerns; and ¾ Include First Nations early in the resort ¾ Resolve specific concerns between planning process; motorized and unmotorized recreational ¾ Encourage proactive recruitment of vehicles along with snowmobile and aboriginal groups as partners in resort heliski conflicts. development; ¾ Provide support to build capacity with First Nations and their ability to participate effectively in the process; . ¾ Establish partnerships / protocols with local government; and
¾ Develop guidelines with case studies of
positive working relationships between
the tourism industry and First Nation communities and organizations.
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