Resort Municipal Initiative Annual Report 2013

Transcription

1 Resort Municipal Initiative Annual Report 2013 Submitted by: Prepared by: Kevin Wilson Economic Development Officer City of Kimberley

2 Kimberley Resort Municipality Initiative Annual Report INTRODUCTION PURPOSE OVERALL SUMMARY 3 2. TOURISM OPERATING ENVIRONMENT PROVINCIAL & GLOBAL TOURISM CONTEXT REGIONAL AND LOCAL TOURISM CONTEXT 8 3. PROJECT PROGRESS RESORT MUNICIPALITY INITIATIVE (RMI) CONTEXT RESORT DEVELOPMENT STRATEGY VISION RESORT DEVELOPMENT STRATEGY (RDS) GOALS PROJECT PROGRESS 11 Kimberley Riverside Putting Course 12 Winter Skier Shuttle 13 Visitor Survey 14 Sullivan Mine Interpretive Train 15 Mountain Bike Product Development 16 Beginner mountain bike trails 17 Trails Kiosks 18 Festivals and events (F&E) Purcell Field Washrooms ECONOMIC OUTCOMES COMMUNITY OUTCOMES SUPPORTING TOURISM DEVELOPMENT CONCLUSION AND OUTLOOK 31

3 Acknowledgements Kimberley values its relationships. Many thanks Tourism Kimberley and the Kimberley Tourism Infrastructure Advisory Committee for their contributions to this report. Thanks as well to stakeholders in the broader community for their passion for tourism in Kimberley and their contribution to Kimberley s Resort Municipality Initiative projects.

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 resulting from term one ( ) and term two (2012 to 2016) of the program, while highlighting the most recent year of 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 data into one program report to fulfill overall program reporting requirements Overall Summary Tourism activity in Kimberley continued to gain steam in 2013, with the value of RMI funding growing 9.3% over This is significant because RMI funding roughly tracks changes in the volume of accommodation purchased in Kimberley. These results are supported by the results of a Visitor Survey conducted 2013, in which over 50% or respondents were first time visitors to Kimberley who were planning to return. The majority of visitors spending more than one day spent three nights; increasing the number of nights spent in Kimberley is a key tourism objective. The survey provides good insight into what is going well the internet is overwhelmingly where visitors find information and investments in consistently branded websites and internet marketing are paying off. Also, the Visitor Survey highlighted the increasingly important role of trails and biking in vacation decisions. This reinforces community investments in trail infrastructure. Finally, the Visitor Survey helped to identify where there may be room for improvement, such as in customer service and transportation. Tourism Kimberley also took over operation of the Kimberley Visitor Centre in Kimberley is moving toward a more coherent destination management model in which one organization is responsible for information gathering and coordination of the visitor experience. This is being reinforced by strong participation and information sharing between Tourism Kimberley, the City, the Chamber of Commerce, as well as the Kimberley Tourism Infrastructure Advisory Committee. From an events perspective Kimberley is also gaining momentum. Summer 2013 saw the introduction of First Saturdays a monthly celebration of arts, culture, and heritage which encourages visitors and locals alike to linger in the downtown. Round the Mountain, a celebration of human powered travel with events at the Nordic Centre and Alpine Resort saw over 400 participants in Related, the RMI project to provide strategic support to Festival and Event organizers, which began Spring 2013, has resulted in the introduction of several new events and improved performance of others. The following anecdotal evidence is taken from over the course of the program operating: New! Meat Draw Bike Polo Tournament, August 23, participants, $700 total sponsorship; downtown venue and exposure to hundreds. Improved! Slopes for Hope, February 8, participants (growth of 165% over 2013), donations and revenue in 2014 double New! Mayham in Platzl, February 15, participants in the rail jam; $2,600 total sponsorship; downtown venue and exposure to hundreds. New! Kimberley Leg of BC Enduro Kootenay Rockies series, July 12, competitors from outside the community resulting in an estimated $20,000 economic impact to the community.

5 Kimberley s participation in the Resort Municipality Initiative is critical to the continued growth and vibrancy of our tourism industry. The creation of new trailhead kiosks and construction of new trails such as the Thunder Turkey Trail are examples of strategic uses of RMI funding to further enhance tourism assets and the visitor experience. Ron McRae, Mayor of Kimberley

6 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 2013 Canada s ranking by total tourism arrivals has dropped from 8 th (19.6 million arrivals in 2000) to 18 th (16.0 million arrivals in 2011) amongst global travel destinations. 1 After a few years of fluctuating growth trends, 2013 international overnight travel to Canada emerged slightly ahead (1.4%) of 2012, continuing the upward trend from International visits from the US increased by over 120,000 travelers, as compared to 2-1: Entries to BC , Statistics Canada 2012; the emerging China market significantly contributed to the increase by bringing in roughly 63,000 additional travelers. Other markets such as Australia, Mexico, France, South Korea and India contributed minor amounts to the increase. At the same time, significant core markets such as the UK and Germany recorded fewer visitors. 2 Canadian outbound overnight trips to the US or other countries increased by 2.2% in 2013 compared to Outbound trips have continued on a similar growth trajectory during the past five years, with visits to the US at 30% higher than in More than 70% of all outbound overnight trips by Canadians were to the US in Contrasting with the 11% increase in overnight visits to the US in March 2013 over March 2012, December 2013 results may indicate a changing trend as overnight visits to the US only increased 5.6%. 2 BC visitation levels by international and US markets on one or more night trips increased in 2013 by 4.6% from 2012 to 4.6 million trips resulting in an increase over the recent high of The increase from 2012 to 2013 was observed in both US and other international markets with US markets and Other Countries increasing 4.3% and 5.4% from 2012 to 2013 respectively. 3 Results for 2013 up until October 2013 however show that all overnight (US and International) visits are 4.5% ahead of 2011 and reveal the strongest year since 2008, and even more than 2010 Olympic Year. 4 Despite the positive visitation trends from BC s largest market, total entries to Canada via BC by all visitors including the US overnight have declined significantly since 2000 (see Figure 2-1). 1 Tourism Industry Association of Canada (2012). The Canadian Tourism Industry: A Special Report. 2 CTC, Tourism Snapshot, December Statistics Canada, International Travel: Advance Information Catalogue no P 4 Cansim Table Number of international travellers entering or returning to Canada, by type of transport, monthly (persons)(1,7)

7 The year 2013 ended with the ninth increase in tourism spending in Canada since 2004 (2009 reported a decrease of 5%). Compared to 2012, spending is up 3%, which is 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., with decrease realized in just passenger rail and interurban bus transportation categories. 5 General economic trends in 2013 showed ongoing recovery from the 2008 recession and some acceleration expected in 2014/2015, boosting the likelihood of travel somewhat, but not significantly. This trend contrasts with 2008 and 2009, where economic conditions were not very conducive to tourism growth. Gas prices stabilized somewhat and continued a slight 10 year upward trend, but not quite to the high levels in Canada s dollar in 2013 may have played a greater role in Canada s price competitiveness compared to other destinations compared to 2012 as the dollar decreased throughout 2013 against the US dollar. A cheaper dollar generally makes Canada and BC more affordable. 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 1.2% in 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. The Canadian government s recent efforts to ease the visa application process for emerging markets should point to continuing growth of these markets. In 2013, 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. For winter travelers, BC offered some of the best ski conditions on the continent as other key destinations suffered from limited snow, however the start of 2013/2014 realized lower snow packs in key resort areas. BC, Alberta and Washington State economies are recovering and set to grow into 2014 and 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 and could be easily derailed by the crisis in the euro area. Floods in Alberta lead to lower visitation from Alberta residents through summer 2013 and potentially beyond. The sluggish recovery hampered tourism growth. In particular the economic climate in the US and Europe, have dampened the outlook for visitation from several key markets. A lack of clarity regarding the GST rebate process and complicated reporting rules have caused much frustration and resulted in long process times. 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 decrease 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 is onerous and unpredictable, and is limiting Canada s ability to maximize opportunities in these markets at a time when demand is increasing. (Data compiled by Tourism Whistler and the Whistler Centre) 5 Statistics Canada Tourism Expenditures, Cansim Tables

8 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; Declines in employment levels affecting levels of personal disposable income and discretionary spending; Overall declines in consumer confidence continuing; Higher fuel prices; 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.

9 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 in Kimberley Factors Hindering Tourism in Kimberley Industry leading ski conditions in 2013 Relative strength and outlook of Alberta and Saskatchewan economies; the majority of tourism is from these destinations Growing shoulder season products Collaborative marketing opportunities Release of renewed Kimberley brand; unified community brand is being used by Tourism Kimberley, the City, and the Chamber to improve market awareness and resonance of Kimberley brand Competitive price point and good value Aging of the local small business population resulting in many businesses for sale No sales-tax environment in Montana, increasing competition from destinations such as Whitefish Visitor experience and product interpretation must improve Strength of Canadian dollar relative to USA, makes tourism more expensive for USA market Competitive regional tourism market in East Kootenays Absence of reliable, affordable transportation links with the airport

10 3. Project Progress 3.1. Resort Municipality Initiative (RMI) Context Kimberley has participated in the RMI program since Although the RMI program is ongoing, it is broken up into two terms: Term One: 2007 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: To successfully market and facilitate the development of a unique all-season resort community, where stakeholders demonstrate total commitment to strengthening the tourism economy; the visitor experience is characterized by quality, seamless service delivery; and the entire community appreciates the benefits 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.

11 Resort Development Strategy Goals 1. Increase Annual Room Revenue 25% over 2010 numbers by Increase Tourism Product by 6 new tourism related businesses over 2010 business license numbers by Enhance Visitor Experience by increasing overnight visitor length of stay by 5% over 2010 numbers by Progress of Resort Development Strategy Goals No Change Change Starting Results are Strong Achieving Goal X X X

12 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. RMI funding is provided annually and funding is expected to be allocated two calendar years after it is disbursed. As Term One covers RMI funding received from 2007 to 2011 and Term Two covers funding received from 2012 to 2013, funding will need to be reported until all funds are allocated from both of those terms or up to two years after the term. For example, if Term One funding was spent on projects in 2012, the funding and project progress will have to be reported for that year. As RMI is an ongoing program, some projects overlap the two terms. Therefore some projects may fall under: Term One only; and/or Both Term One and Two; and/or Identified in Term Two only. To report has been broken up into the three terms to reflect projects that may fall under one of these three scenarios.

13 Projects in Term 1 (Funding received during 2007 to 2011) Only This section identifies projects that received funding during term 1: 2007 to 2011, and where funding was spent during the current reporting year. Project Title Project description Project rationale Kimberley Riverside Putting Course The objective of the course was to create a unique recreational amenity that compliments the natural beauty of the area, allowing the best of golfers to hone their skills while still being accessible and enjoyable to all ages and skill levels. The state of the art putting course is designed to look like a miniature 18-hole golf course -- complete with sand bunkers, fringe grass, landscaping beds, ponds, streams, waterfalls, and natural rock tiers. Providing a family-friendly amenity at the campground to encourage guests to stay an additional day, and provide an amenity to attract visitors from throughout the region. Milestones Actual Start Date Winter 2011 (planning and design) Completion Date July 2012 Operational Date August 2012 Project activities for the reporting year Stakeholder Involvement: Project outcomes to date: Completion of construction, commissioning, and grand opening of the facility. The Kimberley Community Development Society funded 42% of the $346,000 total project cost. The Putting Course opened August For the remainder of Summer 2012 the facility averaged 59 rounds and $388 gross revenue per day. In 2013 the facility averaged 41 rounds and $320 gross revenue per day. Tracking by putting Course attendants indicate 70% of players are guests at the campground. The facility has helped to increase overnight stays at the campground. In 2011 and 2012 the campground experienced 1% year/year growth in occupancy. In 2013 campground occupancy increase 4% over Spring 2014 occupancy is up 2% over 2014.

14 Projects that are component of Term 1 & Term 2 This section identifies projects that received funding during term 1: 2007 to 2011 and term 2: 2012 to Projects Identified in Term 2 only This section identifies projects that received funding during term 2: 2012 to Project Title Project description Winter Skier Shuttle Establishing a reliable transportation link between the resort and downtown. The past three years, the ski shuttle is operated under agreement between B.C. Transit and the City of Kimberley. Currently funding is obtained through the City, RCR, Tourism Kimberley, a couple of accommodators and some local stores and restaurants. The contributions are variable and service levels are dependent on the commitment capacities of contributors. Securing RMI funding replaces unreliable funding sources. This will fulfill a recommendation of the Kimberley Economic Development Strategy, which is to promote a link from Downtown to the resort and to increase the resiliency of the shuttle. Project rationale It is important for both Kimberley s local economy and to encourage a vibrant downtown. This is why for the past several years, a ski shuttle to bring people on and off the mountain has operated, with support from the City and local businesses. However, every year the fate of the winter ski shuttle rests in the hands of various organizers who go door to door looking for funds to operate the service. Milestones Actual Start Date Winter2012 Completion Date Winter2016 Operational Date Winter2012 Project Goals RDS Goal 1: Enhance visitor experience by increasing visitor length of stay by 5% over 2010 numbers by Project Goal: Increase visitor length of stay in the winter season by 1% over 2010 numbers by 2016 Project activities for the reporting year Stakeholder Involvement: Project outcomes to date: Kimberley Ski Shuttle Service Ridership Totals # Passengers 2011/ / /14 Ski Shuttle Day Ski Shuttle Night Total RMI accounts for $10,000 or 1/3 the cost. Additional funding is provided by Resorts of the Canadian Rockies, Tourism Kimberley, and a number of accommodators and local stores and restaurants; BC Transit is the operator. Total ridership was consistent to the previous season; evening ridership increased and daytime ridership decreased from the previous season. As with ridership, fare revenues were consistent with the previous season. Contributions from local businesses (accommodators, stores, restaurants) decreased slightly from previous seasons.

15 Project Title Project description Project rationale Visitor Survey Survey visitors to gain information about improving the visitor experience and increasing overnight room stays. Collecting information straight from visitors is the most effective way to engage Milestones Actual Start Date Summer 2013 Completion Date Operational Date Summer 2013 Ongoing as surplus funding permits Project Goals RDS Goal 1: Increase Annual Room Revenue 25% over 2010 numbers by 2016 Project activities for the reporting year Project Goal: To obtain data that clearly defines Kimberley s visitors From August 1, 2013 to Oct 1, 2013, Tourism Kimberley performed a visitor survey using funds from the Resort Municipality Initiative. Interviews were conducted with approximately 600 visitors. Stakeholder Involvement: Project outcomes to date: Respondents were interviewed in various locations throughout Kimberley including, the Visitors Centre, various festivals & events, trail heads, golf courses, and down town. The survey contained over 25 questions. Survey was undertaken directly by Tourism Kimberley, who also manage the Visitor Centre. Positive trends in answers to two of the 25 questions 1. What is your overall rating as Kimberley as a place to visit? (scale was 1 5 with 5 being the highest). 5 (awesome) 4 (great) 3 (good) 2 (average) 1 (poor) Was this your first visit to Kimberley? Will you return in the winter? (% 600 respondents) no, no no, yes yes, no yes, yes

16 Project Title Project description Sullivan Mine Interpretive Train The Sullivan Mine and Railway Historical Society have created an underground mining experience and train ride which allows summer visitors and residents the opportunity to relive the history of the Sullivan Mine, once the world s largest lead and zinc mine. Previously, the tour provided train service from downtown Kimberley to the ski village core. The tourism community embraces this attraction as a visitor must see. In 2011, the Society secured $150, in funding from a variety of sources, plus volunteer labour, to reestablish a loop to the Conference Centre and to build a Station near the ski village core. Project rationale The enhancement of the product and the development of the Kimberley Conference and Athlete Training Centre required the removal of the turnaround and redundant track. This would include removal of redundant track from the Resort parking lot in front of the Conference Centre and extending the paving of the parking lot to encase the rail line turn around loop (encasing the line in asphalt ensures no gravel onto the tracks, therefore reducing the chances of derailment). As well the group will construct a paved path from the Powerhouse Station to the Powerhouse entrance, for improved wheelchair accessibility. With the addition of the station near the ski village core, the rail road has integrated the rail line with the communities non-motorized transportation network. Pedestrians can travel between the ski village and downtown, cyclists can take advantage of bike racks on the train and persons with mobility issues will benefit from the proposed paving both at the powerhouse and at the resort. Bicycle parking is available near the Powerhouse Station in the Platzl (Kimberley s downtown hub) and ample opportunity exists at the station. As many cyclists choose to take advantage of the trains integrated bike racks, it is perceived that there is not a need for additional bike parking at this time; however, the situation will be monitored and if the need presents itself, the railroad society will consider installing additional bicycle parking. Milestones Actual Start Date Spring 2012 Project Goals Completion Date Summer 2012 Operational Date Summer 2012 RDS Goal 1: Enhance visitor experience by increasing visitor length of stay by 5% over 2010 numbers by Project Goal: Increase ridership numbers by 10% by 2016 Project Goal: Increase gross revenue by 10% over 2010 numbers by 2016 Project activities for the reporting year Stakeholder Involvement: Paving of 7,500 square feet; project complete. Ridership was 8,940 in 2012, 1% increase in ridership over 2011; 9,033 in 2013, 1% increase over The Sullivan Mine Historical Society completed the project.

17 Project Title Project description Mountain Bike Product Development The development of a mountain bike industry in Kimberley through the creation of a trail network and skills park. The Kimberley Trails Society is a non-profit society established to develop, maintain and protect recreational trails in Kimberley and surrounding area. KTS has initiated the development of a mountain bike industry by creating the first single track trail, Magic Line, and will continue work to connect it to existing trails. As the project lead to this initiative, KTS has indicated that it is their desire to see the RMI funding go to shovels on the ground, meaning directly into trail building activities and the development of a skills park. Project rationale Milestones Tourism BC, Tourism Kimberley and the City of Kimberley all see great value in developing an industry that makes use of the natural environment and promotes physical activity. Biking requires skill development. To ensure that this is done in a safe and accessible environment, the Society has proposed establishing a skills park at the Nordic Club parking lot; the access point to many of Kimberley s trails. Skill development parks are a necessary part of creating a mountain bike culture, similar to Rossland, Whistler, Kamloops and other destinations. The primary user group is fit beginner and intermediate cross-country mountain bikers; however, the project is intended to include a variety of trails suitable for all levels. The trails will be constructed using best practices for mountain bike trails, but will also be suitable for walkers, hikers and trail runners. Multiple uses will be encouraged through signage and construction methods. Actual Start Date Completion Date Operational Date Spring 2012 Fall 2014 As portions of the trail network are completed they will become operational. Project Goals RDS Goal 1: Increase annual room revenue 25% over 2010 numbers by 2015 Project activities for the reporting year Project Goal: Increase annual room revenue by 3% over 2010 numbers by RDS Goal 2: Increase tourism product by 10 new businesses over 2010 business license numbers by 2015 Project Goal: To hold two new visitor generating events mountain bike events by 2015 ACHIEVED! Construction of the 8km intermediate Magic Line was completed in Construction of Thunder Turkey was completed Summer Reports are overwhelmingly positive from users in the community as well as visitors. Investments in signage and trails kiosks have been completed and maximize the value of the trails investments. The annual Round the Mountain festival combines portions of new and existing trails and continues to grow with 450 competitors June August 2013 the Sullivan Shakedown, a cross country mountain bike event saw 65 participants, mostly from the Kimberley and Cranbrook area; July 2014 Kimberley hosted a leg of the BC Enduro

18 Stakeholder Involvement: Kootenay Rockies series, drawing 80 competitors from outside the community resulting in an estimated $20,000 economic impact to the community. Kimberley Trails Society (KTS) led the project. KTS is an umbrella organization that includes interests from mountain bikers, hikers and other non-motorized trail users. They work closely with the City Planning Department. Project Title Project description Project rationale Beginner mountain bike trails Incremental funding will support construction of a 3 kilometer beginner mountain bike trail by the Kimberley Trails Society (KTS). The trail will link into a growing network of trails at the Nordic centre area which are being partially financed by RMI funding. KTS currently has license agreements with the City of Kimberley, Kimberley Golf Course, Resorts of the Canadian Rockies, Kimberley Nordic Ski Club, the Province of BC and private land owners. Tourism BC, Tourism Kimberley and the City of Kimberley recognize the potential in developing the mountain bike products industry to capitalize on Kimberley s natural assets. Enhancing tourism products is one of three goals identified in Kimberley s Resort Development Strategy. Much of Kimberley s tourism and real estate development marketing materials feature mountain biking as an attraction, but there is a need to deliver on the promise of accessible trail recreation. Purpose-built trails enhance the area s suitability to stage mountain bike competitions and attract visitors to Kimberley during shoulder seasons in between golfing and skiing. Funding currently committed to development of mountain bike trails is focused on intermediate trails, such as the recently completed magic line, and a mountain bike skills park at the base of the Nordic skiing area. The Trails Society sees a growing need for beginner trails that appeal to a wider user group. Milestones Actual Start Date Spring 2013 Completion Date Fall 2014 Operational Date As portions of the trail network are completed they will become operational. Project Goals RDS Goal 1: Increase annual room revenue by 25% over 2010 numbers by 2015 Project activities for the reporting year Stakeholder Involvement: Project Goal: Increase annual room revenue by 3% over 2010 numbers by RDS Goal 2: Increase tourism product by 10 new businesses over 2010 business license numbers by 2015 Project Goal: Hold two new visitor generating events mountain bike events by 2015 ACHIEVED! 1 KM was constructed in 2013; the remaining 2 KM will be built Summer/Fall This project was identified as a high priority by the Tourism Infrastructure Advisory Committee; the project is being administered by the Kimberley Trails Society.

19 Project Title Project description Project rationale Trails Kiosks The Kimberley Trails Society (KTS) is planning and coordinating construction and installation of several signage projects, to assist in a coordinated approach to mapping and signage of Kimberley s trial network. The project will focus on constructing trails kiosks at the Kimberley Nordic Centre, to showcase new trails, as well as Louis Creek, Swann Avenue, and the Kimberley Riverside campground to improve accessibility to existing trails. Trail signage is lacking and map information is outdated. Signage is a cost effective investment to make trail enjoyment accessible to a variety of users. This sentiment is supported by Tourism Kimberley whose interaction with people at Kimberley s Visitor Centre confirms the importance of clear directions and reference points for people seeking information on trails and how to access them. This project is aligned with the RDS goal to enhance the visitor experience. More trail signs and route marking can enhance both safety and enjoyment of the area. Milestones Actual Start Date Spring 2013 Project Goals Completion Date Spring 2014 Operational Date Trails kiosks will be operational once they are constructed RDS Goal 1: Enhance Visitor Experience by increasing overnight visitor length of stay by 5% over 2010 numbers by Project Goal: Improved ability of visitors to navigate to trails, indicated by positive feedback in trailhead visitor survey. Project activities for the reporting year Stakeholder Involvement: Trails Kiosks were built be the Timber Framing Program at the College of the Rockies; signage and maps were designed by Kimberley Promotions; installation began in Spring 2013 and was completed in Spring This project was identified as a high priority by the Tourism Infrastructure Advisory Committee; the project is being administered by the Kimberley Trails Society. Project Title Project description Festivals and events (F&E) Pilot project to provide consulting and community-based support to F&E. Project rationale 1. F&E consulting support provide strategic and logistical support to grow existing F&E and support the development of new F&E. 2. F&E community-based support create opportunities for community groups and F&E organizers to network, share best practices, and learn from the success of others; developing strategies for mobilizing and marshaling volunteers to ensure successful consulting activities. Festivals and events (F&E) attract people to gather in public space and attract visitors to Kimberley. F&E are important to Kimberley s economic vitality. From January 13-24, 2013 a needs assessment was conducted of Kimberley s festivals and events community. A short survey of eight questions was completed by twelve (12) organizers of fifteen (15) festivals and events. The conclusion is that the F&E community is relatively healthy but there are cross cutting challenges that could be addressed through skilled logistical and strategic support, as well as opportunities to share best practices. Cultural attractions, festivals and events are identified as economic opportunities in community strategy documents, including the 2007 Kimberley Tourism Plan; the

20 Milestones Actual Start Date April Cultural Plan; the 2009 Economic Development Strategy; and the 2011 Integrated Community Sustainability Plan. Support for the F&E sector is a recurring recommendation in strategy these documents. Up until now, there has not been an organization with the capacity to deliver upon recommendations. Completion Date March 2014 Operational Date April 2013 Project Goals RDS Goal 1: Increase annual room revenue by 25% over 2010 numbers by 2015 Project activities for the reporting year Project Goal: Increase attendance and financial performance of four existing F&E 15% by March RDS Goal 2: Enhance Visitor Experience by increasing overnight visitor length of stay by 5% over 2010 numbers by Project Goal: Two new F&E take place between April 2013 March ACHIEVED! Festival and event planning tools developed for public use; including strategic planning and task organization tool; marketing and sponsorship tool; and financial planning tool. New event! Meat Draw Bike Polo Tournament, August 23, participants, $700 total sponsorship; downtown venue and exposure to hundreds. Improved event! Slopes for Hope, February 8, participants (growth of 165% over 2013), donations and revenue in 2014 double New event! Mayham in Platzl, February 15, participants in the rail jam; $2,600 total sponsorship; downtown venue and exposure to hundreds. New event! Kimberley leg of BC Enduro Kootenay Rockies series, July 12, competitors from outside the community resulting in an estimated $20,000 economic impact to the community. Stakeholder Involvement: This project was administered by the Kimberley Community Development Society. This project was selected by the Kimberley Tourism Infrastructure Advisory Committee through a competitive process. The work of the F&E Consultant required consultation and collaboration with hundreds of local organizers and volunteers from various organizations. Project Title Project description Project rationale Purcell Field Washrooms The Kimberley Soccer Association will construct a timber frame building to provide a permanent washroom/storage facility for Purcell Park Athletic fields. This feature will allow the Soccer Association to host tournaments and events throughout the year. Purcell Park Athletic Fields have been redeveloped over the last 6 years from a single sports field into a large multi field complex with ample parking and three full sized soccer pitches. The park is bordered by Maple and Ash trees for shade and is the home for Kimberley s youth soccer program, at present, and this year should incorporate men s and women s soccer as well. The fields could also accommodate the local rugby team as well as high school athletic games and many informal sporting activities. The Fields are also in close proximity to the Northstar trail, (Rails to Trails) and is a hub for trail users. The major obstacle to growing the use of the facility for urban parkland and recreation is the

21 lack of a washrooms. It is a major hurdle in the KSA s desire to host tournaments at the park. Currently Julyfest Soccer Tournament, one of the largest tournaments in Western Canada, is the only event outside of the local youth soccer program that operates at the park. For this tournament and for the youth program portable toilets are brought in for the events. This is not an ideal, nor a practical, long-term solution. The KSA aims to host a 5v5 tournament in the summer, a Masters tournament in September and early season (April) training camps for clubs from the prairies. Each of these events would bring in upwards of athletes as well as families to Kimberley, some during the shoulder season. For each event there would be significant economic impact on the hotels, campgrounds, restaurants and other businesses of Kimberley. Milestones Actual Start Date Fall 2013 Completion Date Spring 2014 Operational Date Summer 2014 Project Goals RDS Goal 1: Increase annual room revenue by 25% over 2010 numbers by Project activities for the reporting year Stakeholder Involvement: RDS Goal 2: Increase tourism product by 10 new businesses over 2010 business license numbers by Project Goal: Kimberley hosts two new sports tournaments in Not Started Not Started

22 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 Riverside Putting Course High quality product whose revenue generation and patronage have been positive in the limited operation time; resulted in increased occupancy at campground. Considering different revenue models to encourage greater patronage. Highway Billboards Broadband open access network phase 1 Central reservations software Sullivan Mine Interpretive Train paving Winter Ski Shuttle Important but decreasing piece of marketing mix. We have open wireless access for visitors to research activities during their vacation. Enhances accessibility and the guest experience. Continues to be identified in visitor surveys as a need. DMO is frequently questioned at ski shows about transportation availability. Billboards are not brochures. Need to keep them simple and awareness focused. System has been optimized for web navigation but does not allow for data intensive use, e.g. videos. A system can do things, but people use the system. Needs to be more user friendly. User experience is not optimal. Ridership has plateau-ed. Considering whittling down to prime operation hours to increase ridership without increasing hours; increase ridership Festival and Event Support Trails and Mountain Bike Products Attraction of a large franchised event in the BC Enduro series. Huge growth of trail network; meeting the market needs identified in Visitor Survey. Communication about the services available needs to be comprehensive to ensure participation and take up Focus now on ensuring Trails Society capacity to maintain trails network

23 Summary of 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. "Tourism Kimberley has successfully completed its transition to its new home in the Kimberley Visitor Info Centre. The new location has enabled the organization to interact face-to-face with visitors, obtain marketing strategy data, conduct surveys and create brand awareness person-to-person. We've accumulated a lot of data from our visitors, including having them rate their experience in Kimberley. The feedback has been overwhelmingly positive". Jesse Ferguson, Executive Director, Tourism Kimberley 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 Survey: What is your overall rating as Kimberley as a place to visit? (scale was 1 5 with 5 being the highest). 5 (awesome) 4 (great) 3 (good) 2 (average) 1 (poor) Source: Tourism Kimberley

24 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 Visitor Survey: Would you recommend a trip to Kimberley to a family or friend? No Yes Source: Tourism Kimberley 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 Visitor Survey: What is your overall rating with the costs associated with visiting Kimberley? (food, accommodations, attractions, golf) 5 (great value) 4 (good value) 3 (fair) 2 (over-priced) 1 (very over-priced) Source: Tourism Kimberley

25 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 3.8 in This results in a: 5% decrease from the previous reporting period. 35% increase compared to the base year. Comparisons RM s average in 2013 is 3.1 days. Invermere recorded the greatest number of days at 4.43, with Golden recording the fewest days at 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 Section Summary Overall economic progress related to tourism has generally been maintained since the base year. The economic outcomes for key indicators such as room revenues and visitor numbers are very similar to the base year results. Other indicators such as non-market change in the value of commercial property reflect decreases compared to the base year.

26 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 $4.4 million, $.5 million less than This results in a: 10% decrease from the previous year. 3% increase compared to the base year. Comparisons 13% point lower increase than the 16% total RM 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 an average of 9 visitors per hour for a total of 23,300 visits. This results in a: 14% decrease from the previous year. 1% decrease compared to the base year. Comparisons 3% point lower decrease than the RM average decrease of 17% from the base year. Similar decrease compared to the Provincial decrease of 25% from the base year.

27 Number of Business Licenses 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 $54 million in This results in a: 1% or $.5million increase from the previous year. 1% decrease compared to the start year. Comparisons 15% point lower increase than the RM average total increase of 14% from the start year. Number of Business Licenses The number of businesses in a community reflect economic success and potentially diversity of tourism offerings. Unfortunately, business license information is not available for tourism as a sector Active Business Licenses Source: City of Kimberley

28 3.6. 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 has fluctuated since the base year with some indicators displaying movement in a positive or negative direction. The concentration of part-time residents is increasing slowly but steadily from the base year. Housing affordability has worsened since the base year, but improved in recent years. Measures of community health such as sense of belonging and resident transience stayed the same, with crime rates improving to 2012 and greenhouse gas emissions moving slowly in the wrong direction to Outcome Reporting Visitor Concentration 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 2011, 38% of the property parcels in were owned by people from outside the community. This results in a: Similar result to the previous year. 4% point increase from the base year or 12% relative increase. Comparisons While Whistler has experienced little change from the base year, communities such as Ucluelet have seen a relative increase of 23%.

29 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 2013 was 7.8 times larger than the annual median income in This results in a: 4% decrease from the previous year. 38% increase compared to the base year. Comparisons 16% point greater increase than the RM average increase of 22% from the base year. This RM average for 2012 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 47 reported unlawful incidents per 1,000 population in This results in a: 24% decrease from the previous year. 41% decrease compared to the base year. Comparisons 6% point greater decrease than the RM average decrease of 34% from the base year. This RM average for 2012 was 91/1,000 population.

30 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, 72% of residents lived there for 5 or more years. This results in a: 1 % 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 2012, 71% of residents in the local health service area had a strong or very strong sense of belonging to their community. This results in a: 4% point increase from the previous year, though statistically there was no change. 4% point increase compared to the start year. *not tracked in the base year Comparisons The RM average for 2012 was 71%. The provincial average was 68%.

31 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 7.9 tonnes per capita. This results in a: 10% increase from Comparisons 10% point greater increase than the RM average of 0% change. The RM average for 2010 was 8.3 tonnes per capita.