District of Invermere Resort Municipal Initiative Annual Report 2014

Transcription

1 District of Invermere Resort Municipal Initiative Annual Report 2014 Submitted by: Prepared by: Chris Prosser

2 District of Invermere Resort Municipality Initiative Annual Report INTRODUCTION PURPOSE OVERALL SUMMARY 3 2. TOURISM OPERATING ENVIRONMENT PROVINCIAL & GLOBAL TOURISM CONTEXT REGIONAL AND LOCAL TOURISM CONTEXT 7 3. PROJECT PROGRESS RESORT MUNICIPALITY INITIATIVE (RMI) CONTEXT RESORT DEVELOPMENT STRATEGY VISION RESORT DEVELOPMENT STRATEGY (RDS) GOALS PROJECT PROGRESS 10 To improve the quality of the Kinsman Beach experience 10 Creating connections between the District of Invermere and Panorama Mountain Village 12 Constructing and Implementing a directional sign strategy 13 Redeveloping the central downtown core public space and public events. Creating connections VISITOR EXPERIENCE OUTCOMES ECONOMIC OUTCOMES COMMUNITY OUTCOMES SUPPORTING TOURISM DEVELOPMENT CONCLUSION AND OUTLOOK 26

3 Acknowledgements The Resort Municipality Initiative is an important funding stream to assist small communities in improving tourism based infrastructure and improving resident s quality of life. The District would like to acknowledge and thank the following organizations for their assistance and support of this program and our projects: Province of BC and specifically o Ministry of Jobs, Tourism and Skills Training o Ministry of Transportation and Infrastructure o Community, Sport and Cultural Development Regional District of East Kootenay, Electoral Area F Director Wendy Booth Columbia Basin Trust Panorama Mountain Resort Mountain and Valley Destination Marketing Organization BC Hydro Columbia Valley Chamber of Commerce Rotary Club of Invermere

4 1. Introduction 1.1. Purpose The Resort Municipality Initiative (RMI) is an outcome based program; therefore the purpose of this report is to summarize outcomes during term one ( ) and term two (2012 to 2016) of the program, while highlighting the most recent year of program progress. The RMI annual reporting further provides accountability of funding, demonstrates project progress, allows for outcomes to be tracked, provides consolidated information for other community reporting needs (tourism stakeholders, municipal staff, Council, public, for grant applications, etc.), and provides a source for the Province to consolidate all participating RMI communities outcomes into one program report to fulfill overall program reporting requirements Overall Summary 2014 was a busy year for the District and its Resort Municipality projects. Funding continued to support key partnerships including the operation of the shuttle program in collaboration with Panorama Mountain Resort. The shuttle continues to be a key program that supports the Panorama and our downtown business community. In 2014 over 26,000 riders (both staff, visitors and residents) used the shuttle to access the resort. Additional satellite parking lots were created inside the community to reduce the number of vehicles on Toby Creek Road and the amount of emissions. This program continues to be successful and supportive of further economic growth at the resort. Work continued on other projects including the Highway and Wayfinding Signage program, Kinsmen Beach Revitalization including a new Spray Park in partnership with Rotary and construction started on Cenotaph Park, another key piece to the 7 th Avenue Revitalization Project. The success of the RMI program encourage Council to further invest in the development of an Events Programming Function was the first full year of event programming and funding continues into The event programming function has increased overall interest in the community and driven shoulder season visits to the community. Events such as Coffee Fest and Oktoberfest are increasing the volume of tourist traffic into the community in slower parts of the year. Please include a quote from your Mayor that indicates the importance of the program to your community.

5 2. Tourism Operating Environment 2.1. Provincial & Global Tourism Context Understanding the provincial and global tourism context provides insight to how these factors may influence at the local and regional level, including the overall progress of the RMI Resort Development Strategy. The following table provides a summary of the provincial and global tourism influences for the report year and from the start year of the RMI program to the current report year. All changes are based on year-to-year results unless otherwise noted. GLOBAL AND PROVINCIAL TOURISM INFLUENCES IN 2014 Canada s ranking by total tourism arrivals has dropped from 8 th (19.6 million arrivals in 2000) to 17 th (16.6million arrivals in 2013) amongst global travel destinations. 1 After a few years of fluctuating growth trends, 2014 international overnight travel to Canada emerged ahead (3.2%) of 2013, continuing the upward trend from International visits from the US increased by over 120,000 travelers, as compared to 2013; the emerging China market significantly contributed to the increase (28% increase) by bringing in roughly 100,000 additional travelers. All other major markets such as the UK, Australia, Mexico, France, Germany, South Korea and India contributed minor amounts to the increase. Canadian outbound overnight trips to the US or other countries increased by 1.5% in 2014 compared to Outbound trips have continued on a similar growth trajectory during the past five years; with visits to the US at 14% higher than in 2-1: Domestic Travellers to BC , Stats Canada data and pre-2011 data not available. 2-2: International Entries to BC , Stats Canada 2010, though results are 2% lower than About 69% of all outbound overnight trips by Canadians were to the US in The majority of visitation to BC is domestic, followed by other Canadian provinces with Alberta visitors leading the way (see Figure 2-1). In 2013, the number of visitors from Alberta increased by 28.6% and expenditures grew 44.2%. 2 Visitation levels by international and US markets on one or more night trips increased in 2014 by 5.3% from 2013 to 4.65 million trips resulting in an increase over that year s recent high. The increase from 2013 to 2014 was observed in both US and other international markets with US markets and Other countries increasing 3% and 1 Tourism Industry Association of Canada 2 Measuring the value of tourism in BC, , Statistics Canada, Travel Survey of Residents of Canada (includes travellers who spent one or more nights in BC)

6 9.3% from 2013 to 2014 respectively Despite the positive visitation trends from BC s largest international markets, total entries to Canada via BC have declined by 8% since 2000 (see Figure 2-2). The year 2014 ended with the tenth increase in tourism spending in Canada since 2004 (2009 reported a decrease of 5%). Compared to 2013, spending increased 5%, which is greater than the increase from 2012 to 2013, but lower than the 7% annual growth realized in both 2010 and The increase was reported across all expenditure categories such as accommodation, transportation, food and beverage etc. 3 Like Canada, BC s total revenue from tourism increased to 2013, coming in at $13.9 billion or 3.6% greater than revenue results in Increased revenues were reported across accommodation and food services, transportation services, retail services and other services. 4 General economic trends in 2014 showed ongoing recovery from the 2008 recession with consumer confidence from US markets generally climbing throughout This trend contrasts with 2008 and 2009, where economic conditions were not very conducive to tourism growth. Gas prices continued a 10 year upward trend with prices roughly the same in 2014 as Canada s dollar in 2014 may have played a greater role in Canada s price competitiveness compared to other destinations compared to 2013 as the dollar decreased throughout 2014 against the US dollar, EU Euro, UK Pound and the Chinese Yuan. A cheaper dollar generally makes Canada and BC more affordable for visitors. GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM Factors Supporting Tourism in BC 2014 Factors Hindering Tourism in BC OECD countries managed to gain marginal growth in Real GDP of 1.8% in 2014, just under the 2.3% forecast. Overall, the OECD forecasted OECD growth to be 2.3% in A slightly cheaper Canadian dollar especially to visitors from the US, Europe, Great Britain and China. The Canadian government s recent efforts to ease the visa application process for emerging markets should point to continuing growth of these markets. In 2014, the recovering global economy and travel demand, favourable weather conditions. Recovering leisure travel demand as the global economy slowly recovers. Growth in US visitation to Canada/BC and emerging markets such as China. BC, Alberta and Washington State economies are grew in 2014 and BC as well as According to the OECD s latest economic outlook, the global economy is likely to stay on the path of recovery, but the recovery is fragile. Though most markets increased visitation to Canada in 2014, the sluggish recovery hampered tourism growth from Europe. Currently the cost of air travel to and within Canada is significantly higher when compared to global tourism competitors, especially the US. Canada s resources for international tourism marketing will decreased from $72 million in 2011 to $58 million in 2014, continuing the steady decline from $99 million in Most competitors are increasing their already larger investments. The visa process for potential tourists from Mexico, Brazil, China and India has improved, but is still somewhat onerous and unpredictable, and is limiting Canada s ability to 3 Statistics Canada Tourism Expenditures, Cansim Tables 4 Measuring the value of tourism in BC, CTC, Tourism Snapshots from Stats Canada, CANSIM Table

7 Washington s growth prospects look positive for maximize opportunities in these markets at a time when demand is increasing. (Data compiled by Tourism Whistler and the Whistler Centre) GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM Factors Supporting Tourism Business confidence steady 2010; 2010 Vancouver Winter Olympic Games; Economic recovery is slow into 2010 and 2011; and Exchange rates show slight improvement for international markets into Factors Hindering Tourism Global financial/housing crisis leading to overall global economic downturn in 2008 and forward; Declines in employment levels affecting levels of personal disposable income and discretionary spending; Alberta floods in 2013 impacting travel in general Overall declines in consumer confidence continuing to 2013; Higher fuel prices up to 2013; Significant weakening currency exchange rates relative to the Canadian dollar making travel to Canada more expensive from key markets like the US, UK and EU up to 2011; Increased border security, airline restrictions, documentation requirements; Declining export sales due to global economic downturn for countries such as Mexico and South Korea which had been showing strong growth in overnight visitation to British Columbia; H1N1 pandemic (2009); and Olympic aversion up to February 2010.

8 2.2. Regional and Local Tourism Context Understanding significant local and regional tourism influences provides context for both the local tourism economy and the overall progress of the RMI Resort Development Strategy. LOCAL AND REGIONAL INFLUENCES The following table provides a summary of the significant local and regional tourism influences for the report year that were not in municipal control, such as early snow, major highway construction, etc. These influences are factors that supported and/or hindered the local tourism economy during the current reporting year. Factors Supporting Tourism Decreasing value of the Canadian dollar Increased traffic from Alberta Improved coordination and communication between DMO s and Chambers Factors Hindering Tourism Fall in the price of Oil in late 2014 Poor snow year compared to previous years Warmer winter and decreased use of Lake Windermere Whiteway

9 3. Project Progress 3.1. Resort Municipality Initiative (RMI) Context The District of Invermere has participated in the RMI program since Although the RMI program is ongoing, it is broken up into two terms: Term One: 2009 to 2011 and Term Two: 2012 to 2016, and each term requires the completion of a Resort Development Strategy (RDS). The RDS identifies the community s vision, goals, and projects in support of RMI program objectives for the five-year term. Some projects do not result in immediate outcomes, but rather support the necessary long-term investment efforts that build over time. It is important to also keep in mind the global, provincial, regional and local tourism operating environment featured in Section 2 when looking at the RDS progress and project outcomes. The program initially started off as a tax transfer program, but since July 1, 2010, funding is provided annually through a transfer under agreement (TUA). Each TUA lists projects and the associated funding that will be allocated to each for the year Resort Development Strategy Vision The community s RDS Vision is: The Mountain and Valley Community offers full and part-time residents and visitors a beautiful natural setting, recreational opportunities, and a dynamic small town community character. The Mountain-Valley Community is an international tourism destination because of its natural beauty and stunning location. Resorts provide excellent accommodation and recreational opportunities in this mountain-valley setting. Successful commercial and recreation endeavours must balance the needs of all, including residents, part-time residents and visitors Resort Development Strategy (RDS) Goals Each report year, progress of the RDS is reviewed with stakeholders to understand progress, as well as determining if goals and projects are still in alignment with the overall RDS vision. Outcome results from sections 3.4, 3.5 and 3.6 in this report provide helpful insight to the progress of the initiatives. It is understood that projects will not result in immediate outcomes, but rather support RDS goals over time. Reviewing these goals allows the RDS to be adjusted if needed. The table below lists the Term Two: RDS goals, which build upon the previous RDS objectives that were identified during the RDS that was initiated in The table gives a high level understanding of the progress of RDS goals. Resort Development Strategy Goals 1. Enhanced tourism activities and amenities; No Change Progress of Resort Development Strategy Goals Some indication Many indications Achieving Goal of progress of progress x 2. Increased tourism activity resulting in increased business revenue and year round x

10 Resort Development Strategy Goals employment opportunities; No Change Progress of Resort Development Strategy Goals Some indication Many indications Achieving Goal of progress of progress 3. Improved transportation alternatives that will reduce the reliance on personal vehicles, reduce GHG emissions and improve air quality; x 4. Promote business diversification and support Invermere as a community in transition; x 5. Support the community s current needs and previous commitments through their incremental nature; and x 6. Further enhance partnership and collaboration in the area. x

11 3.4. Project Progress The following section describes the progress of the individual projects in greater detail. The financial breakdown for the projects can be found in Appendix 1. Remove this line if you choose not to include financial reports. RMI funding is provided annually and funding is expected to be allocated two calendar years after it is disbursed. Term Two reporting covers funding received from 2012 to 2014, funding will need to be reported until all funds are allocated Term 2 Projects This section identifies projects that received funding during term 2: 2012 to Project Title To improve the quality of the Kinsman Beach experience Project description Project rationale Milestones Actual Start Date 2012 Project Goals Project activities for the reporting year Rehabilitate and improve maintenance of beach facilities Improve the connections and access to the beach Provide infrastructure to expand opportunities for festivals and ongoing public entertainment. Enhance the experience for visitors and residents alike To improve upon an existing community asset Completion Date 2017 Operational Date RDS Goal 1: Increase in resort activities Project Goal: Provide all season facility to assist in expanding events and functions RDS Goal 2: Increase in visitor traffic Project Goal: Increase visitor satisfaction to ensure return visitation RDS Goal 3: Increase tourism component of the local economy Project Goal: Provide services to visitors to ensure easy access to lake and its amenities The new Spray Park was constructed and in operation for the summer months. Continued revitalization is occurring with more accessible barriers being placed and increased hard surfacing of pathways. Irrigation upgrades were designed to reduce the amount of water used to maintain the park Stakeholder Involvement: All user groups were consulted through various means including individual meetings and opportunities to provide input. Project outcomes to date: Kinsmen Beach continues to be a major destination point for visitors. The addition of the spray park has increased its summertime popularity. The concession operation indicates the volume of summer use and anecdotally the volume of use has increased substantially. Winter operations continues to be a learning process, but the availability of year round

12 washroom facilities augments the Whiteway and provides a key hub for users. In 2015, a new concession operator and equipment rental businesses are in operation and improved reporting is anticipated.

13 Project Title Project description Project rationale Creating connections between the District of Invermere and Panorama Mountain Village Providing a shuttle service between Invermere and Panorama To link Panorama Mountain Village to the District of Invermere. This will encourage visitors to explore the town site and Mountain Village by using sustainable transport links. Milestones Actual Start Date 2012 Project Goals Project activities for the reporting year Completion Date 2017 Operational Date RDS Goal 1: Increase in resort activities Project Goal: Increased alternate transport to Panorama Mountain Village RDS Goal 2: Increase in visitor traffic Project Goal: RDS Goal 3: Increase tourism component of the local economy Project Goal: RDS Goal 4: Increase municipal tax revenue Project Goal: RDS Goal 4: Diversity municipal tax base and revenue Project Goal: The shuttle continued running through the winter season and a summer pilot was tried to increase visits to Panorama with moderate success. Satellite parking areas were established and a decrease vehicle volume was experienced on Toby Creek Road. Stakeholder Involvement: Project outcomes to date: Ongoing arrangement with Panorama Mountain Village. The Shuttle continues to increase ridership and provides a valuable service to employees, residents and visitors saw an increased winter ridership in excess of 23,000 trips. The shuttle connects with the BC Transit system and has five stops within the community. Strategies are being discussed to increase its use to bring clients from the hill for special events within the downtown core.

14 Project Title Constructing and Implementing a directional sign strategy Project description Project rationale Development of a directional and interpretive signage strategy. Construction of directional and interpretive signs throughout the community including Highway 93/95 and Panorama Mountain Village. To provide adequate signage to guide visitors to tourist amenities and to share local knowledge. Milestones Actual Start Date 2012 Project Goals Project activities for the reporting year Completion Date 2016 Operational Date RDS Goal 1: Increase in visitor traffic Project Goal: Development Invermere s presence on Highway 93/95 Corridor RDS Goal 2: Increase tourism component of the local economy Project Goal: RDS Goal 3: Project Goal: First of three monument signs was constructed on Highway 93/95. Landscaping was completed and electrical service was connected. The remaining two signs continue to be explored. Wayfinding signage program was developed and first phase of implementation was completed. Stakeholder Involvement: Project outcomes to date: All affected stakeholders were consulted through the permitting and construction process. Invermere s presence on Highway 93/95 is secure and is stronger. Further enhancements will increase the presence at the crossroads. The wayfinding and interpretive signage program is seeing moderate response and use. Comments received to date indicate that it provides the necessary directions to navigate the community and find key locations within the community.

15 Project Title Redeveloping the central downtown core public space and public events. Project description Project rationale Milestones Actual Start Date 2012 Project Goals Project activities for the reporting year Redesigning a public gathering space along 7 th Avenue. Improving the public realm and urban design aesthetics of 7 th Avenue. Programming ongoing events to attract more visitors to the downtown core To increase festivals and public entertainment opportunities by providing a venue. To improve the overall look of the downtown core, making it more inviting to visitors and residents. Completion Date 2017 Operational Date RDS Goal 1: Increase in resort activities Project Goal: Increase visitor access throughout downtown RDS Goal 2: Increase in visitor traffic Project Goal: Improve holding of events in the core with introduction of new events RDS Goal 3: Increase private investment Project Goal: Encourage business façade renewal RDS Goal 4: Increase tourism component of the local economy Project Goal: Increase visitor enjoyment of the downtown RDS Goal 5: Increase municipal tax revenue Project Goal: Encourage new investment and building in the core RDS Goal 6: Diversity municipal tax base and revenue Project Goal: Promote business diversification and development Construction began on the Cenotaph Park for completion in spring of Park has been completed and grand opening scheduled for June 30, Stakeholder Involvement: Project outcomes to date: Invermere Business Community, Chamber of Commerce, local Royal Canadian Legion Branch and DMO provided opportunities for input in RDS and annual capital planning for downtown. To date formal measures not achieved yet. However, observations since access to the park was opened indicates that the space will increase visitor usage of the downtown core and potential increase hours of operation within the peak seasons.

16 Project Title Creating connections Project description Project rationale Developing a trail system between Invermere, Panorama and Radium Hot Springs The trail system will be available for visitors and residents alike year-round and will provide increased recreation opportunities. Milestones Actual Start Date 2014 Project Goals Project activities for the reporting year Stakeholder Involvement: Project outcomes to date: Completion Date 2017 Operational Date RDS Goal 1: Increase in resort activities Project Goal: RDS Goal 2: Increase in visitor traffic Project Goal: RDS Goal 3: Increase tourism component of the local economy Project Goal: Not Started Working with the Greenways Trail Alliance to complete necessary connections. Not started RMI Projects Completed Success and Lessons Learned As projects are planned, implemented/constructed, and completed/operational, various successes and lessons learned emerge. Reviewing these success and lessons learned from projects that have been complete for at least two years provides an opportunity to profile the continued success of RDS projects and allows knowledge to be shared amongst stakeholders to add value to future projects. Project Name Successes Lessons Learned Street Banners Provides sense of vibrancy and community pride Need to have longer lasting materials and increased investment up front Kinsmen Beach Amenity Building Provided year round facility for lake activities and events. Provides education opportunities to learn about the area and sustainability They don t drive visits, but they do add the experience. We can never build a building big enough to house the requests we are currently getting

17 Mountain and Valley Shuttle 7 th Avenue Revitalization - Cenotaph Park Signage Strategy Highway 93/95 Signage Completion Signage Strategy Wayfinding and Interpretive Signage Program Provides key amenities to visitors to increase enjoyment of Kinsmen Beach and area Reduces traffic to and from Panorama Increases safety for skiers Provides options for Resort users to visit the Downtown for shopping and dining experiences None to report as construction is just completed Strong collaboration with MOTI Increased number of partnerships with Historical Society, trails alliance and Chamber Not enough funding to run year round Need improved system to measure the success of the program Will be difficult to continue downtown revite without adversely affecting businesses Longer process than anticipated and additional planning and time is required to continue on Putting all the pieces together is time consumptive and needs dedicated time or employee to coordinate with all the stakeholders and contractors

18 3.5. Visitor Experience Outcomes The data in this section is collected by both the resort community or local Destination Marketing Organization, and the Whistler Centre for Sustainability (WCS). Positive visitor experience outcomes create a strong foundation to support longer-term economic outcomes. Visitor experience outcomes are more influenced by local factors and projects, and are therefore more sensitive to displaying year-to-year trends compared to other outcome reporting Summary of Visitor Experience Outcomes Includes WCS writing an overall summary of the chart results reported below; The District continues to see public compliments on the work that is being completed under this program. Positive comments are continually being received on the improvements to Kinsmen Beach, the addition of the Spray Park and the overall improvements to the Downtown Core. Residents and Visitors are reporting positive experiences in relation to the work that has been completed. Specifically, the District is continually receiving positive feedback on the improvements and additional amenities that have been added to Kinsmen Beach. With the addition of an all season amenity building, uses have expanded and visitors have a centralize hub to explore the lake in summer and winter. The addition of the spray park has provided a much needed amenity that is drawing residents and visitors to the beach area for that specific experience.

19 Outcome Reporting Visitor Satisfaction Visitor satisfaction with their overall experience in a community essential for ensuring long-term tourism growth. Capturing perceived experience reveals visitor's feelings about their entire trip from start to finish and influences whether the visitor will return and promote the resort community via word of mouth. Visitor Promotion Visitor promotion scores reflect the net volume of past visitors promoting the community as a place to visit as well as the overall visitor experience. The majority of first time visitors select a travel destination based on these word of mouth references and so promoting a destination through word of mouth increases the likelihood of future visitation by others. Value for Money Like other industries, customers, in this case visitors, like to get good value for the money spent. Good value is often a primary driver reflected in overall satisfaction with an experience. Length of Stay Average length of stay (ALS) is an important economic indicator because additional hours spent in the resort lead to greater contribution per visitor to the local economy. It is also an indication that visitors are finding enough to do or not do in a community. Longer stays generally reduce tourisms negative transportation impacts (per night stayed). The average length of stay of visitors to the visitor centre was 4.6 days in This results in a: 4% increase from the previous year. Similar result to the base year. Comparisons: Invermere recorded the greatest number of days at 4.6, with Golden recording the fewest days at 1.67.

20 3.6. Economic Outcomes The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS) and is reported by the WCS for this year. While specific projects can impact these results, the results in this area only show trends over time and should be considered as a long-term impacts of investments in infrastructure, projects and programs. After declining local business activity between , business licenses are increasing steadily up to Section Summary Economic outcomes measured by room revenues is growing from the low point during the recession, though it has yet to outpace base year result estimates. Non-market change in the value of commercial property also reflects minor growth along with the number of visitors to the visitor centre, bucking visitor centre trends across the province and amongst most RMs. The completion of phase 2 of Pothole Park in 2011/12 has increased business opportunities within the Downtown Core. The extension of the parking and the sidewalk connection has minimized the vacancy rate and extended the downtown core. In an adjacent development, Parkside Place, there had been six commercial vacancies up until Upon final completion of the Pothole Park connection (part of 7 th Avenue Projects), new businesses began opening and currently all commercial spaces are full. Downtown businesses have reported anecdotally that their 2014 business was one of their best years on record. Some have reported that overall business was 20% higher than during the boom period in the mid-2000 s and that 2015 is shaping up to surpass those number already. Economically, it appears to be a strengthen in the local economy and increased real estate activity is beginning to show that the second home market is beginning to rebound Outcome Reporting Accommodation Sector Performance Accommodation sector performance provides an indication of the size and health of overall tourism economy (more specifically the accommodation sector), by tracking changes in room revenue or room nights sold. Overnight visitors to the communities tend to participate in more experiences than day visitors, and the additional hours spent in the resort result in increased spending patterns and greater contributions per visitor to the local economy. Considering the variation in this indicator throughout the year provides a window into the community s success at growing tourism throughout four seasons. Annual room revenue was $17.1 million, $1.1 million more than This results in a: Comparisons 20% increase from the previous year. 14% decrease compared to the base year. Results for 2013/14 are estimates due to inconsistent MRDT collection approaches. 19% points lower increase than the 5% total RM increase from the base

21 year. 29% points lower increase than the 15% total provincial increase from the base year. Visitor Numbers A resort communities tourism economy is dependent on visits. Visitor numbers provide an understanding of the health of the tourism economy, as well as the popularity the community as a tourism destination, quality of the service levels, and the perceived value of tourism offerings. Depending on the employed methodology, visitor numbers includes day visitors and overnight visitors differing from accommodation sector performance. Considering the variation in this indicator throughout the year provides a window into the community s success at growing tourism throughout four seasons. Visitor Centre visits resulted in 13,250 visitors or an average of 6 visitors per hour. This results in a: 26% increase from the previous year. 13% increase compared to the base year. Comparisons 27% points greater increase than the RM average decrease of 14% from the base year. 23% points greater increase compared to the provincial decrease of 10% from the base year.

22 Non-Market Change in Business and Recreation Tax Assessments One of the desired outcomes of the RMI is to diversify the municipal tax base towards a better mix of residential and commercial taxes as well as increased investment in the community. This indicator area is meant to measure this progress quite directly by reporting on the change in non-residential assessments. Non-market assessment in business and recreation classes totaled $65 million in This results in a: minor $54,000 increase from the previous year. similar total compared to the start year. Number of Business Licenses The number of businesses in a community reflect economic success and potentially diversity of tourism offerings. Breaking the results out by tourism business can provide a more direct measure of tourism growth. Business licenses totaled 420 in This results in a: 6% or increase of 23 from the previous year.

23 3.7. Community Outcomes Supporting Tourism Development The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS) and is reported by the WCS for this year. Positive results in this outcome section generally facilitate a strong foundation to support a positive visitor experience and economic outcomes. Results in this area show trends over time and should be looked at as a long term result of a combination of factors Section Summary The foundation to support a positive visitor experience and economic outcomes show some variations from base year. The proportion of homes owned by part-time residents decreased since the base year and the feeling of a sense of belonging in the region has stayed about the same. Housing affordability improved slightly up until 2014 and is a little more affordable than the RM average. Measures of community health such as resident transience increased reflecting decreasing transience, and crime rates also declined but in a positive direction. Greenhouse gas emissions increased in a slightly negative direction, though the results are from Anecdotally, the community is realizing the benefits of supporting tourism development. The investments made to date are highly visible and benefit both visitor s, permanent residents, second home owners and businesses. Tourism does have an impact on a community, but these impacts can be outweighed with the appropriate investments in community infrastructure that builds a complete community Outcome Reporting Visitor Concentration Part time resident property ownership As communities become more and more popular as destinations, a sense of community and culture can be lost as desires of those living outside the community supersede local needs. While the ideal balance varies from community to community, measuring this indicator helps to identify one driver of tourism development impacts on the local community and culture. In 2014, 54% of the property parcels were owned by part-time residents. This results in a: 1% point decrease from the previous measurement period. 1% point decrease from the base year.

24 Affordable Housing Most resort communities have identified resident housing as an important strategy to retain a vibrant community and to maintain a strong local workforce. Housing costs generally represent residents largest expenditure and is a significant factor in determining where local employees choose to live. The average price of a home in 2014 was times larger than the annual median income in This results in a: 3% decrease from the previous year. 10% decrease compared to the base year. Comparisons Similar decrease to the RM average decrease of 10% from the base year. The RM average for 2014 was times the median income Unlawful Incidents Safety and security are important aspects of community life and especially a positive resort experience. Information on crime rates provides a better understanding of the actual and perceived safety of residents and visitors. There were 79 reported unlawful incidents per 1,000 population in This results in a: 8% decrease from the previous year. 20% decrease compared to the base year. Comparisons 10% point lower decrease compared to the RM average decrease of 30% from the base year. This RM average for 2013 was 87/1,000 population.

25 Resident Transience The number of years that residents have lived in a community provides an indication of the community s transient or stable nature. A high proportion of transient community members may impact on a community's ability to develop a strong social fabric and on individual business and economic viability due to the high cost of employee turnover. In 2011, 78% of residents had lived in the community for 5 or more years. This results in a: 16% point decrease from the previous period. Comparisons The RM average for 2011 was 68%. The provincial average was 76%. Resident Sense of Belonging A sense of belonging to a community is considered to contribute to the community s social fabric and the strength of the relationships among community members. These relationships are often important in helping individuals and groups in a community organize for work, play and community development. A sense of belonging can be negatively impacted by tourism development and lead to tension from residents toward visitors. In 2013, 69% of residents in the local health service area had a strong or very strong sense of belonging to their community. This results in a: 1% point decrease from the previous year, though statistically there was no change. 2% point increase compared to the base year. Comparisons The RM average for 2013 was 71%. The provincial average was 68%.

26 Greenhouse Gas Emissions Annual GHG per capita Science academies around the world agree that greenhouse gas emissions (GHG) are contributing to global climate change. This changing climate will impact all local economies, community life, and visitor experiences as well as directly impacting the local natural environment. Visitors and conference planners alike are beginning to make travel decisions based on environmental progress in this area. In 2010, greenhouse gas emissions amounted to 4.7 tonnes per capita. This results in a: 14% increase from Comparisons 14% greater increase than the RM average of 0% change. The RM average for 2010 was 8.3 tonnes per capita. Physical Development Many resort communities stated concerns about overdevelopment and boom style development. This indicator provides the ability to track the physical growth of the urban landscape with a goal to limit continuous encroachment on the surrounding natural areas and to keep the speed of development in check. Visitors and conference planners alike are beginning to make travel decisions based on environmental progress in this area.

27 4. Conclusion and Outlook Overall the RMI program provides key funding that assists the District in initiating and completing projects that are low priority when measured each year against sewer, water and roads projects. The additional funding in Invermere has resulted in over $2.6 million being re-invested into community infrastructure that improves the visitor experience and residents quality of life. These investments could not have occurred without this program and the community would not be in the position it is currently in with these new key pieces of tourism based infrastructure. Our Corporate Annual Report, for the first time, outlines the progress to date of the RMI Program. Reporting back to the Province in addition to the Public ensures the transparency required, but also highlights the benefits of tourism. Not only does it create local jobs and fuel local business, it can benefit the permanent residents by providing new infrastructure that is optional when compared to the core services municipalities are required to provide. The local economy is clearly improving and the business environment is returning to the level of the boom period. Looking forward, it appears that the economy will continue its growth and we are beginning to see a process of adaptation to the ever changing business environment. For the upcoming year, the District is continuing with the shuttle program to provide transit level service to Panorama Mountain Village. Expansion opportunities will be reviewed and discussed to see if there are segments of the population we are missing with the service or if we can find a way to creatively improve the service to attract more visitors from the mountain down to the valley. Revitalization work is planned for both Kinsmen Beach and the 7 th Avenue Corridor. These programs will invest funds into beautification efforts including new street furniture, banner programs and improved accessibility. Signage will continue being improved and the District is planning on working completing the signage proposed on Highway 93/95 and expanding the wayfinding and interpretative program as well.

28 Financial Brief 2014/15 Appendix DMO Annual Report and Strategic Plan Invermere Panorama CDMO Summary 2014 Summary Report $90k bank balance ending forecast on budget Partnerships leverage KRT initiatives focused aprox 30% positive leverage Key Messaging/ Focus Destination overnight stay lodging opportunities and packages new Panorama ski features / development and messaging more to the mountains theme Skating and Ski lake trails activities longest skating trail in the world Guiness recognition leverage Downtown core shopping, arts, cafes and restaurants Free Shuttle linking Mt and Town Tactical Plan Highlights Trans Canada Summer Lake board ski /skate oriented art for winter version project(krt/ DBC levered) Global TV Alberta January 2014 campaign featuring shuttle service between town and Mt with ski packages and skate the lake 15 second spots ( KRT DBC partner project) Calgary Outdoor Adventure show KRT with Adventure operator Columbia Canoe and Kayak Kootenay Rockies Vacation Planner ( KRT) Radium Hot Springs magazine Cjay92 June Campaign with RHS ( KRT) Invermere Events: Dash Run, Octoberfest,Coffee Fest,Music Fest, Winterlude, Summerlude, BC Bantam HockeyTournament, Rocky Mt Car Rally

29 Measures 2014 Online traffic increase 6000 to 14,000 General sense of improved business climate from operators particularly Summer Best Western best in 5 yrs Billboard 125,000 impressions/day in core customer travel corridor MRDT + 9% increase YTD Skier Visits holding steady declines arrested Contacts: Ken Wilder CDMO Manager/ED ken@invermerepanorama.com Current Board: Gerry Taft Al Miller - Mayor District of Invermere - Invermere council/ Columbia Valley Arts Doug McIntosh - Lake Windermere Resort Marke Dickson: - Dir. Sales& Marketing Panorama (new) Todd Mitchell - Best Western Invermere Inn Penny Powers - Columbia River Canoe&Kayak(new)