2012 Revelstoke Resort Municipality Initiative Annual Report

Resort Municipal Initiative
Annual Report 2012

Revelstoke
Alan Mason, Director,
Community Economic Development,
City of Revelstoke
AgendaItem#9c. AgendaItem#9c. AgendaItem#9c. AgendaItem#9c.
Resort Municipality Annual Report
Page 45 of 162 Page 45 of 162 Page 45 of 162 Page 45 of 162
1.
2.
3.
4.
5.
REVELSTOKE
Resort Municipality Initiative
Annua1Report2012
INTRODUCTION _ ______________ ___________ 1
1.1. PURPOSE
1.2. OVERALLSUMMARY
1
1
TOURISM OPERATING ENVIRONMENT _ __________________ 2
2.1. PROVINCIAL & GLOBAL TOURISM CONTEXT
2.2. REGIONAL AND LOCAL TOURISM CONTEXT
1
4
PROJECT PROGRESS -------------------------5
3.1. RESORT MUNICIPALITY INITIATIVE (RMI) CONTEXT
3.2. RESORT DEVELOPMENT STRATEGY VISION
3. 3. RESORT DEVELOPMENT STRATEGY (RDS) GOALS
3.4. PROJECT PROGRESS
New Visitor Information Centre
Mountain Bike Trails Expansion
Snowmobile Infrastructure
Public Art Projects
Enhance cycling trail system in Revelstoke
Eastern Access Improvements
Wayfinding Signage
Museums Upgrades
Five Mile Boat Launch
Snowmobile Welcome Centre and Trailhead Facility
Bird Watching Facilities
Golf Course Improvements
3.5. VISITOR EXPERIENCE OUTCOMES
3.6. ECONOMIC OUTCOMES
3.7. COMMUNITY OUTCOMES SUPPORTING TOURISM DEVELOPMENT
5
5
5
6
7
7
9
10
12
13
13
14
15
16
17
17
21
23
25
CONCLUSION AND OUTLOOK ---------------------28
A PPENDIX 29
5.1. TERM 1: SOURCE AND RMI FUNDING PROJECT BUDGET ALLOCATION- BY YEAR
5.2. TERM 1: PROJECT FUNDING BY SOURCE
5.3. TERM 2: SOURCE AND RMI FUNDING PROJECT BUDGET ALLOCATION- BY YEAR
5.4. TERM 2: MUNIOPAL PROJECT FUNDING
5.5. TERM 2: OTHER PROJECT FUNDING
5.6. TERM 2: PROJECT FUNDING BY SOURCE
29
30
31
32
33
34
Acknowledgements
The City of Revelstoke would like to thank the members of the Revelstoke Tourism Infrastructure Advisory Committee
for their guidance and advice in developing and implementing the Resort Municipality Initiative i n Revelstoke. The
members of the Committee are as follows:
Name
Brydon Roe
Eric Scarcella
Fred Beruschi
Gary Starling
Mike Vopni
Norm Langlois
Peter Nielsen
Rick Reynolds
Rob Elliot
Affiliation
Tourism Revelstoke
Hotel Owner
Hotel Owner
City Councilor
Chamber of Commerce
Manager, Coast Hillcrest Hotel
Manager, Sutton Place Hotel
Revelstoke & Glacier National Park
Revelstoke Mountain Resort
1. Introduction
1.1. Purpose
The Resort Municipality Initiative (RMI) is an outcome based program, therefore the purpose of this report is to
report on outcomes resulting from term one (2007-2011) 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.),
provides a source for the Province to consolidate all participating RMI communities data into one program report
to use for reporting requirements.
1.2. Overall Summary
During 2012, Revelstoke saw very positive growth in tourism revenues for local accommodation properties.
Revenues, as reflected by the funds received through the Resort Municipality Initiative, increased by 17% from
2011 to 2012. In addition to strong growth during the winter months, Revelstoke also recorded the highest hotel
room revenues ever recorded for 6 of the 12 months of the year.
We believe the increasing tourism numbers are due to excellent marketing on behalf of the local DMO and other
community partners, and the development of enhanced tourism infrastructure in the community which has made
Revelstoke more attractive as a tourism destination. For example, we are seeing strong growth in the number of
visitors coming to Revelstoke to mountain bike on the new trails that have been developed around the community
and to enjoy two new lodge facilities developed on the snowmobile trails.
In terms of advertising, Revelstoke received extensive media coverage as a ski destination in both Europe and North
America by hosting the world freestyle skiing tour for the third year in a row at Revelstoke Mountain Resort. This
tour now includes both competitors from the European tour and the North American tour, and is sponsored by
Swatch.
Major tourism infrastructure projects completed during 2012 included the completion of a new snowmobile lodge
at Frisby Ridge, the completion of two new pieces of public art, and the construction of a new mountain bi ke trail at
Mount MacPherson.
REVELSTOKE RMI FUNDING
Program Mid Start
2007 2008 2009 2010 2011 2012
.__ Rcvclst okc - Revel stoke 3 '{Car
Source: MJTST
1
The RMI program has
provided great value to
Revelstoke. The significant
improvements we have been
able to make to our tourism
infrastructure has made the
community a more attractive
destination, and helped us
to attract a wider range of
tourists who are staying for a
longer period of time-Mayor
David Raven.
2. Tourism Operating Environment
2.1. Provincial & Global Tourism Context
Understanding the provincial and global tourism context provides
insight to how they may influence at the local and regional level and to
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 noted otherwise.
GLOBAL AND PROVINCIAL TOURISM INFLUENCES IN 2012
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After a few years of fluctuating growth trends, 2012 international 2-1: Entries to BC 2000-2011, BC Stats
overnight travel to Canada emerged slightly ahead (1.8%) of 2011, and
upwards from 2009. International visits from the US, lead the way over 2011 by increasing by over 200,000
travelers and 'emerging' China also contributed to the increase by bringing in roughly 40,000 additional travelers.
Other markets such as Australia, Mexico, Japan and India contributed somewhat to the increase. At the same time,
significant 'core' markets such as the UK, France and Germany recorded fewervisitors.
1
In BC, visitation levels increased 1.2% compared to 2011 to 4.2 million trips, but remained lower than 2010 levels
and closer to 2009 pre-Olympic games levels. The increase from 2011 to 2012 was observed in both US and other
international markets with US markets and Other Countries increasing 1% and 2.0% from 2011 to 2012
respectivell. Despite the small increase in visitation levels from BC's largest market the US have declined
significantly since 2000, see figure 2-1.
The year 2012 ended with the eighth increase in tourism spending in Canada since 2004 (2009 reported a decrease
of 5%). Compared to 2011, spending is up 4%, which is lower than the 7% annual growth realized in both 2010 and
2011. The increase was reported across all expenditure categories such as accommodation etc., with decrease
realized in just passenger rail and interurban bus transportation categories.
3
In BC, overall accommodation room
revenue as estimated based on the Provincial MRDT results show a 1.3% rise from 2011 to 2012.
General economic trends in 2012 showing a continuing recovery from the 2008 recession boosting the likelihood of
travel somewhat, but not in a major way. This trend is in contrast to 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 2008. Canada's dollar in 2012 played a lesser role in reducing Canada's
price competitiveness compared to other destinations remained similar to 2011 as the dollar stabilized in 2012
against most the world's currencies, except for Japan and Australia where the Canadian dollar decreased in value.
A cheaper dollar generally makes Canada and BC more affordable, in this case to some overseas markets. The dollar
remained at parity with the US dollar for more than three years, which may make it the new norm and not adding
to any further downward pressure on tourism growth.
1
CTC, Tourism Snapshot, January 2013
2
Statistics Canada, International Travel: Advance Information Catalogue no. 66-001-P
3
Statistics Canada Tourism Expenditures, 2012 Cansim Tables
2
2012 Factors Supporting Tourism in BC
--...IL---
2012 Factors Hindering Tourism in BC
Destination markets, including the US, the UK,
Germany, Australia and the Eurozone, managed to
gain marginal growth in Real GOP in 2011. Overall,
the OECD forecasted the global growth to be 3.4% in
2012.
A slightly cheaper canadian dollar especially to
visitors from Japan and Australia.
Australians avoided Japan in winter 2011/12 due to
lingering concerns over the 2011 tsunami and
radiation threats.
The Canadian government's recent efforts to ease
the visa application process for emerging markets
should point to continuing growth of these markets.
In summer 2012, the recovering global economy and
travel demand, favourable weather conditions,
Recovering leisure travel demand as the global
economy slowly recovers.
For winter travelers, BC offered some of the best ski
conditions on the continent as other key
destinations suffered from limited snow.
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.
The Conference Board forecasted the global
economic growth to slow down to 3.2% in 2012.
The sluggish recovery hampered tourism growth. In
particular the economic climate in the US and
Europe, combined with the strong Canadian dollar,
have dampened the outlook for visitation from
several key markets.
In contrast to the growth in other key international
markets, room nights from the US market remained
well below the average of the last ten years.
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 2001. 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, summarized by Whistler Centre)
GLOBAL AND PROVINCIAL SUMMARY OF TOURISM INFLUENCES FROM 2007-2011
Factors Supporting Tourism Factors Hindering 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 2011.
3
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
2.2. Regional and Local Tourism Context
expensive from key markets like the US, UK and EU up
to 2010;
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.
Understanding significant local and regional tourism influences provides context to 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. All changes are based on year to year results
unless noted otherwise.
Factors Supporting Tourism
Growth of group destination market at Revelstoke
Mountain Resort
Increasing popularity of mountain biking trails
Hosting of the BC Mine Rescue competition in June
Hosting of the World Freestyle Ski competition in
January
Fewer highway closures in winter months
Good weather from July through to end of
September
Continuing strength of Alberta economy
Strong marketing effort by local DMO
Strong European visits
Continued growth of snowmobile market
4
Factors Hindering Tour.ism
Poor weather in May and June
Flooding and mudslides in the neighboring
community of Sicamous closed a major route to
Revelstoke during June, and gave a poor Impression
of the area to tourists
3. Project Progress
3.1. Resort Municipality Initiative (RMI) Context
Revelstoke has participated in the RMI program since 2008. Although the RMI program is ongoing, it is broken up
into two terms: term 1: 2007 to 2011 and term 2: 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 attraction efforts that build over time. It is important to also keep in mind the
global, provincial, regional and local tourism operating environment that was mentioned 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 funding that will be allocated to each
project.
3.2. Resort Development Strategy Vision
Revelstoke underwent a visioning process in the early 1990s and the following Vision Statement was adopted by
Revelstoke City Council on May 10, 1994:
Revelstoke will be a leader in achieving a sustainable community by balancing environmental, social and economic
values within a local, regional and global context.
Building on its rich heritage and natural beauty this historic mountain community will pursue quality and excellence.
Revelstoke is seen as vibrant, healthy, clean, hospitable, resilient and forward thinking. It will be committed to
exercising its rights with respect to decisions affecting the North Columbia Mountain region.
Community priorities include: opportunities for youth; economic growth and stability; environmental citizenship;
personal safety and security; a responsible and caring social support system; a first-class education system and local
access to life-long learning; spiritual and cultural values, and diverse forms of recreation.
All residents and visitors shall have access to the opportunities afforded by this community.
The Revelstoke Tourism Development Strategy {2003} identified the following objectives:
Achievement of a sustainable economy in keeping with the community's Vision Statement
Promotion of tourism growth and development to ensure economic stability
Enhancement of the growing tourism and recreation sector
Diversification of the lacal economy and the creation of job opportunities
3.3. Resort Development Strategy (RDS) Goals
The table below lists the term 2: 2012-2016 RDS goals, which build upon the previous RDS goals that were
identified during the RDS that was initiated in 2008. The table gives a high level understanding the progress of 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
5
3.6 in this report provide helpful insight to progress. 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.
Resort Development Progress of Resort Development Strategy Goals
Strategy Goals No Change Change Starting Results are Achieving Goal
Strong
a) Increasing revenues from
hotel room visitation by 10% X
b) Increasing investment in the
accommodation sector by
X
10%
c) Increasing the ratio of
primary income dependency
X
on the tourism sector by 5%
d) Increasing employment in
the tourism sector by 10%
X
e) Increasing the number of
business licenses by 5%
X
f) Increase visitation to the
Visitor Information Centre
X
by 10%
3.4. Project Progress
The following section demonstrates project progress. The financial details of projects can be found in Appendix 1.
RMI funding is provided annually and funding is expected to be allocated two calendar years after receiving
funding. As term 1, covers RMI funding received from 2007 to 2011 and term 2, covers funding received from 2012
to 2013, funding will need to be reported until funding is allocated from both of those terms or up to two years
after the term. For example, if term 1 funding was spent on projects in 2012, the funding and project progress will
have to be reported for that year. As RM I is an ongoing program, some projects overlap the two terms. Therefore
some projects may fall under:
Term 1 only; and/or
Both term 1 and 2; and/or
Identified in Term 2 only.
To report has been broken up into the three terms to reflect projects that may fall under one of these three
scenarios.
3.4.1. 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.
6
3.4.2. 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 2016.
Project Title
New Visitor Information Centre
Project description To construct a new Visitor Information Centre which will operate on a year round basis.
Project rationale For the past five years, the Revelstoke Chamber of Commerce has operated two
Visitor Information Centres {VICs) in the community. One VIC is a summer
operation under a partnership arrangement with the Canadian Avalanche Centre
which has expired. The other VIC is located in the Chamber of Commerce office on
Campbell Avenue. This is an expensive undertaking for a small organization. The
main function of the VIC is to let tourists know about the variety of
accommodations, restaurants, businesses and attractions that exist in Revelstoke
and area, which encourages visitors to extend their stay in the community. These
operations provide direct benefits to the Revelstoke business community and to
the development of Revelstoke's tourism industry. Since 2007, visits to these
centres have incre.ased approximately. 250%. Both these centres are now too small
to accommodate the increasingnumber of visitors. As tourism grows as an
important sector for the local economy, there is demand from both the industry
and tourists for a dedicated, year-rround VIC to better serve tne needs of tourists.
Milestones Actual Start Date April15, 2013
Completion Date October 31, 2013
Operational Date November 1, 2013
Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre (VIC) by 10%
Project Goal: Cc;mstruct new VI
RDS Goal2: Increase the number of overnight stays in the community by 10%
Project Goal: Provide information about the community to an increased number of
tourists
RDS Goal3: Increasing revenues from hotel room visitation by 10%
Project Goal: Increase the number of tourists and the amount of time they stay in
Revelstoke
Stakeholder Stakeholders were fully engaged in helping with the site selection process. Two of our
Involvement: community stakeholders, the Revelstoke Chamber of Commerce and Community Futures
Revelstoke, are partners in this project.
Project outcomes to Building site and design is approved.
date:
Project Title
Mountain Bike Trails Expansion
Project description Construction of new mountain bike trails in the Revelstoke area.
Project rationale There are a number of excellent mountain bike trails in and around Revelstoke, and
7
mountain biking is a rapidly increasing component of the tourism market. Several
local hotels have built facilities to store mountain bikes securely for tourists who
come to Revelstoke specifically to bike. In addition, most hotels now have secure
bicycle racks on the property.
Milestones Actual Start Date July 1, 2012
Operational Date Trails will be in operation as completed.
Project Goals RDS Goal1: lnc;rease the ratio of primary dependence on the tourism sector by 5%.
Increased mountain biking visitation will cr:eate additional primary income for the
community through increased tourism expenditures.
Project Goal: Construct new mountain bike trails on Mount MacPherson and other
mountai n biking areas
RDS Goal 2: Increase the number of overnight stays in the community by 10%
Project Goal: Improve the variety of mountain bike trails on Mount MacPherson and other
mountain biking areas
RDS Goal 3: Increasing revenues from hotel room visitation by 10%
Project Goal: Attract more visitors to use the expanded mountain bike trail system. Trail
surveys will be implemented to determine number of visitors to the community who are
using the new bike trails.
Project activities for 5 kilometres of new trails were constructed during 2012, and two new parking areas
the reporting year developed to improve access to the trail network.
Stakeholder The Revelstoke Cycling Club was actively involved in planning and constructing the new
Involvement: trails. The Club actively assisted Kona Cycle Company to shoot a high profile advertisement
which was filed in and around Revelstoke, which provided some excellent promotional
footage for the community. The DMO assists the club with advertising activities to
promote the trails.
Project outcomes to
40
date: Amount of new
trails constructed
35
30
25
Kms
20
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l.O '-;
5

-
[
I
f"' . -
....
8
Project Title
Project description
Project rationale
Milestones
Project Goals
/
Snowmobile Infrastructure
Construction of new snowmobile cabin on Frisby Ridge
To provide a new facility for snowmobilers in a popular snowmobiling area in Revelstoke.
This will provide a facility where snowmobilers can take a break from their recreational
activities in a safe environment.
Actual Start Date July 1, 2012
Operational Date November 1, 2012
RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%
Project Goal: Improve snowmobile infrastructure for snowmobilers visiting Revelstoke
Project Goal: Increase number of snowmobile visitors to Frisby Ridge
Project Goal: Increase quality of snowmobile infrastructure to attract new user groups e.g.
families
Project activities for New cabin at Frisby Ridge was completed.
the reporting year
Stakeholder The Revelstoke Snowmobile Club was actively involved in planning and constructing the
Involvement: new cabin. The DMO assists the club with advertising activities to promote the trails.
Project outcomes to Cabin at Frisby Ridge
date: New cabin
completed
9
Project Title
Project description
Project rationale
Milestones
Project Goals
Project activities for
the reporting year
Stakeholder
Involvement:
Public Art Projects
Install several new public art pieces at locations throughout the community.
There are currently a heritage home walk, an historic ski jump walk and a river trail
interpretive walk which are very popular with tourists, and often attract tourists to
extend their stay in the community. The new public art pieces will be combined
with other public art features in Revelstoke, and a new public art walk will be
promoted and marketed to visitors. A brochure will be developed to market this
opportunity, and public art features will be highlighted on tourism websites that
promote Revelstoke.
Actual Start Date 1, 2013
Operational Date N/A
RDS Goal1: Increasing revenues from hotel room visitation 10%
Project Goal: Install new pieces of public art in visible locations in community
Project Goal: Establish a Revelstoke "Public Art Walk" that will provide an additional
attraction for tourists.
RDS Goal3:
Project Goal : Increase the length of time that visitors stay in community
The Sternwheeler public art project was substantially completed during 2012, and several
interpretive panels added to the community Heritage Walk during 2012.
1:1
STERNWHEELER
The City of Revelstoke Public Art Advisory Committee was actively involved in the selection
of the public art projects. The community heritage group identified the sites and designed
10
Project Title
Project description
Project.rationale
Milestones
Project Goals
the reporting year
Stakeholder
Involvement:
the new heritage panels. The DMO helps promote the Heritage Walking Trail and the
Public Art Walking Trail to tourists.
Resort Shuttle Bus Upgrades and Purchase of New Buses
Maintain shuttle buses to ensure they are operating safely and make a contribution toward
purchase of new buses in 2016
To provide a service to transport tourists from their hotels in the community to Revelstoke
Mountain Resort
Anticipated Start January 1, 2012
Date
Completion Date November 30, 2016
Operational Date December 1, 2011
RDS Goal1: Increase the ratio of primary ndence on the tourism sector by 5%
Project Goal: Ensure shuttle buses are operated in a safe and efficient manner. Purchase
new buses as required.
Project Goal: Increase number 9f skiers and sn9Wboarders who use the resort shuttle
service in Revelstoke
RDS Goa13.: Increasing revenues from hotel room visitation by 10%
Project Goal: Increase time that travelers spend in the community
Successfully operated two shuttle buses for the winter seasons to transport visitors from
hotels in the community to the ski hill. The two buses we have could not keep up with the
increased demand for service, and we had to charter additional buses to meet the demand
and allow us to provide high quality service to our visitors. Based on the increase in
demand, we decided to purchase a third, larger bus to help us provide the required
services for tourists.

Both Revelstoke Mountain Resort and the Revelstoke Hotel Association are partners in
funding this service. The stakeholders provide funding for the service and also co-manage
the service.
11
Project outcomes to
date:
50000
4 5000
40000
35000
3 0000
25000
20000
1 5000
10000
5000
0
Revelstoke Ski Shuttle Bus Ridership
2008-09"' 2009-10
4
2010-11 2011-12 2012-13
... approximate :t' s
3.4.3. Projects Identified in Term 2 only
This section identifies projects that received funding during term 2: 2012 to 2016.
Project Title
Enhance cycling trail system in Revelstoke
Project description Improve cycling infrastructure in the community by connecting existing bicycle paths and
trails.
Project rationale New cycling routes and trails will help connect various tourism attractions in the
community.
Operational Operational as phases completed
Date
Project Goals RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%.
Increased biking visitation will create additional primary income for the community
through increased tourism expenditures.
Project Goal: Improve cycling infrastructure in the community by connecting existing
bicycle paths and trails
Project Goal: Increase number of tourists that are using bicycle paths and trails
Project Goal: Improve the visitor experience for tourists to the community. Tourism
surveys will specifically solicit information related to biking trails.
Project activities for Not started. Due to commence next year.
the reporting year
Stakeholder Not started. Stakeholders have been consulted with respect to planned routes.
Involvement:
12
I'
Project Title
Eastern Access Improvements
Project description Upgrade the entrance point to Revelstoke entering the community from the east and make
the first point of entry more attractive for visitors to encourage more visitors to stop in the
community.
Project rationale Currently, many visitors are not aware that there is a road entry to Revelstoke from the
east. As a result, potential tourists often by-pass the community rather than drive in to
visit. A more attractive and accessible entry point to the community from the east will
help bring more visitors into our attractive downtown area, and increase visitation to
Revelstoke.
Milestones Actual Start Date May 1,2013
'
Operational November 1, 2014
Date
Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre by 10%
Project Goal: Enhance entry point to the community
Project Goal: Improve the "first impression" to the community for visitors
Project Goal: Encourage more people to visit the community
Project activities for Not started. This project is still in the planning stages.
the reporting year
Stakeholder Not started.
Involvement:
Project outcomes to N/A
date:
Project Title
Wayfinding Signage
Project description
Fabricate and install wayfinding signage throughout the community to better
inform tourists of amenities and attractions.
Project rationale
Tourism studies have indicated the importance of quality, wayfinding signage to
assist tourists find their way to various attractions in the community. By making it
easier for tourists to locate tourism amenities and attractions, wayfinding sign age
highlights the community's main tourism attributes, and helps to retain visitors in
the community.
Completion Date August 31, 2013
Operational As installed.
Date
Project Goals RDS Goal1: Increase visitation to the Visitor Information Centre by 10%
13
Project Goal: Improve directional signage to better inform tourists of local attractions and
amenities
Project Goal: Increase number of tourists that visit our attractions
RDS Goal3: Increase the number of business licenses by 10%
Project Goal: Increase number of overnight stays in the community
Project activities for Design of Wayfinding Signs completed. Waiting on approval from City of Revelstoke
the reporting year Engineering Department.
Stakeholder Wayfinding Signage reviewed by stakeholder groups including the Revelstoke Chamber of
Involvement: Commerce and the Revelstoke Enhancement Committee.
date:
Project Title
Museums Upgrades
Project description Upgrade facilities at four local museums, the Revelstoke Railway Museum, the Revelstoke
Museum and Archives, the Revelstoke Forestry Museum, and the Revelstoke Visual Arts
Centre.
Project rationale Improved facilities and exhibits at these facilities will make them more of an attraction for
tourists.
Milestones Anticipated Start March 1, 2012
Date
Operational As completed.
Date
Project Goals RDS Goal1: Increasing revenues from hotel room visitation by 10%
Project Goal: Improve infrastructure at the local museums
RDS Goal2: : Increase the number of overnight stays in the community by 10%
Project Goal: Enhance the tourism product in the community
Project Goal: Increase the number of visitors to the local museums. It is anticipated that
museum improvements will help increase visitation to these facilities by approximately
20% over the next 3-5 years.
14
the reporting year
Stakeholder
Involvement:
Project outcomes to
date:
Project Title
Project description
Project rationale
Milestones
Project Goals
Several projects took place to improve infrastructure in the various Revelstoke museums.
The showcases, lighting and exhibit panels were upgraded at the Revelstoke Museum and
Archives; the Railway Museum undertook painting and restoration work on their exhibits
of two pieces of outdoor rolling stock; and the Revelstoke Forestry Museum expanded one
of their major exhibits.

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The snow.
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.
The Board of Directors of all the museums were involved in the planning and
implementation of all these projects. The museums are actively marketed by the DMO.
Revelstoke Museum Visitorship
35000 -,- --- - - - - ---------------
30000
5000
0
2010
Five Mile Boat Launch
2011 2012
Years
Construct new boat launch on Lake Revelstoke at an access point close to Revelstoke.
This new boat launch would be the closest safe access point to the Columbia River
in the Revelstoke area. It would provide access for power boats, kayaks and
canoes.
Anticipated Start June 1, 2013
Date
Operational November 1, 2015
Date
Project Goal: Improve facilities for boaters on Lake Revelstoke
15
/
RDS Goal 2: Increase the number of overnight stays in t he community by 10%
Project Goal: Increase number of tourists who visit Revelst oke to boat and fish. Surveys
will be initiated to track the number of tourists who use t his new facility.
Project Goal: Add a new tourist facility at a location close to the community
Project activities for Not started. Additional geo-technical studies are required at the site. The Rod and Gun
the reporting year Club is sourcing funding to undertake these studies
Stakeholder The Rod and Gun Club is extensively involved in the development of this facility.
Involvement:
date:
Project Title
Snowmobile Welcome Centre and Trailhead Facility
Project description Construct a new Snowmobile Welcome Centre at the trailhead on Westside Road,
including storage unit for trail grooming equipment
Project rationale This new welcome centre will provide information on the snowmobile trail system,
provide information to sledders about mountain caribou habitat, and staff will
ensure that snowmobilers have the required knowledge and equipment to ensure
a safe experience. Tickets will be issued from this centre, and staff will be able to
accurately determine the number of visitors who are accessing the snowmobile
trail system.
Milestones Anticipated Start September 1, 2011
Date
Completion Date September 30, 2012
Operational October 1, 2012
Date
Project Goals RDS Goall: Increase the ratio of primary dependence on the tourism sector by 5%
Project Goal: Construct a new welcoming centre for snowmobilers visiting Revelstoke
Project Goal: Increase number of snowmobile visitors to Boulder Mountain
Project Goal: Increase quality of snowmobile infrast ructure t o attract new user groups e.g.
families
Project activities for Not started. There were challenges in having the tenure approved for t he sit e by Front
the reporting year Counter BC. These issues have now been resolved.
Stakeholder The members of the Snowmobile Club and other stakeholders have been consulted and
Involvement: are involved with this project .
date:
16
Project Title
Bird Watching Facilities
Project description Construct two new bird watching blinds at two locations adjacent to the Columbia River
wetlands.
Project rationale Bird watching is one of the fastest growing tourism activities in North America, and
the Columbia River is a major migration path for many species of birds. Currently,
there are no dedicated facilities for bird watching in the community. This project
will see the development of new facilities which will encourage a new tourism
activity in Revelstoke.
Milestones Anticipated Start May 1, 2016
Date
Completion Date September 30, 2016
Operational October 1, 2016
Date
Project Goals RDS Goal1: Increase the ratio of primary dependence on the tourism sector by 5%
Project Goal: Construct two new bird watching blinds adjacent to the Columbia River
wetlands
Project Goal: Add facilities to encourage a new tourist activity in Revelstoke
Project Goal: Increase the number of eco-tourists visiting the community
Project activities for Not started. This project not scheduled until 2016.
the reporting year
Stakeholder Not started. Stakeholders will be consulted closer to the commencement date.
Involvement:
date:
Project Title
Golf Course Improvements
Project description Improve facilities at the Revelstoke golf course to provide a more positive experience for
visitors.
Project rationale This is an older golf course which needs to be upgraded. Upgrades will include
improved tees and improvements to the clubhouse, which is a heritage building.
Date
Completion Date August 15, 2016
Operational August 15, 2016
Date
Project Goals RDS Goal1: Increase the number of overnight stays in the community by 10%
17
Project Goal: Improve facilities at Revelstoke golf club
Project Goal: Increase the number of visitors to the golf course. Currently, approximately
15% of golfers at the Revelstoke Golf Club are tourists. The goal is to double the number
of tourists by 2016. This will be done through improved marketing, particularly to traffic
along the Trans-Canada Highway, encouraging travelers to break their journey with a golf
game in Revelstoke. Joint stay and golf packages are being developed with local hotels.
RDS Goal3: Increase the number of business licenses by 10%. With increased tourism,
there will be a need for additional businesses to service a larger number of visitors.
Project Goal: Enhance the visitor experience at the golf course
Project activities for Not started. Project not scheduled until 2016.
the reporting year
Stakeholder Not started. The Revelstoke Golf Club will be involved in the development of this project.
Involvement:
date:
Project Title
Dirt Bike Racing Track Improvements
Project Develop additional trails and facilities at the Revelstoke Dirt Bike track.
description
Project rationale To encourage additional visitors to participate in dirt bike trail riding in Revelstoke.
Milestones Anticipated Start Date May 1,2012
Completion Date November 30, 2013.
Operational Date Trails will be used as they are developed. All trail expansions
completed by November, 2013.
Project Goal: Develop network of dirt bike trails
Project Goal: Develop trail system that will enable local dirt bike club to organize events and
competitions that will attract more visitors to the community
RDS Goal3: Increase the number of business licenses by 10%. With increased tourism, there
will be a need for additional businesses t o service a larger number of visitors.
Project Goal: increase tourism numbers so that additional services and businesses will be
developed to cater to increased visitors
Project activities Over 15 kilometres of dirt bike trails developed in 2012.
for the reporting
year
18
Stakeholder
Involvement:
Project
outcomes to
date:
Project Title
Project description
Project rationale
Milestones
Project Goals
The Revelstoke Dirt Bike Club was directly involved in this project. The Club and DMO is
starting to market the new dirt bike facilities.
New trails constructed during 2012
25 .--------------------------------------------
Kms
TCH Highway Landscaping
Make the entrances to the community on the Trans-Canada Highway more attractive.
The first impression ofthe community is important when tourists are making decisions
whether to visit Revel stoke or to keep driving on the Trans-Canada Highway. This project
is intended to help improve the first impression of Revelstoke.
Anticipated Start April 1, 2012
Date
Completion Date May 31, 2012
Operational June 1, 2012
Date
Project Goal: Improve first impression of Revelstoke on the Trans-Canada Highway
19
I'
Project Goal: Increase number of visitors who visit Revelstoke
RDS Goal 3: Increase employment in tourism sect or by 10%
Project Goal: Increase tourism numbers which wil l create additional employment in the
tourism sector
Project activities for Landscaping complete.
the reporting year
Stakeholder Consultation with local business owners and Ministry of Transportat ion staff.
Involvement:
Project outcomes to The entrance to the community along the Trans-Canada Highway has been made more
date: attractive.
Project Title
Museums Upgrade
Project description Upgrade facilities at four local museums, the Revelstoke Railway Museum, the Revelstoke
Museum and Archives, the Revelstoke Forestry Museum, and the Revelstoke Visual Arts
Centre.
Project rationale Improved faci lities and exhibits at these facilities will make them more of an attraction for
tourists.
Date
Completion Date December 31, 2016
Operational As infrastructure improvements are completed.
Date
Project Goal: Increase number of visitors to museums by 20%
Project Goal : Improve quality of visitor experience to museums
RDS Goal3: Increase employment in tourism sector by 10%
Project Goal : Increase tourism numbers which will create additional employment in the
tourism sector
Project activities for Not started. These upgrades are planned to commence in 2013.
the reporting year
Stakeholder Not Started.
Involvement:
date:
3.4.4. RMI Projects Completed 2007-2010- Success and Lessons Learned
As project s are planned, implemented/constructed, and completed/operational there are successes and/ or lessons
learned. Reviewing these success and lessons learned from projects that have been complete for at least the last
two years provides an opportunity to profile the continued success of RDS projects and allows knowledge to be
share amongst stakeholders to add value to future projects.
20
Project Name Successes ,Le_ssons Leamed
Grizzly Plaza Extension

Enhanced the attractiveness of the

Need to communicate better with
downtown area local businesses around

Continues to receive positive construction projects in the
comments from tourists downtown area

Has allowed the community to host

A more attractive downtown does
larger events which attract tourists not drive visits, but does add to
the visitor experience which leads
to return or additional visits.
Nordic Ski Lodge

Provided a new facility that has

Importance of partnerships
allowed community to attract major

Important to provide additional
events which increase tourism funding to ensure project

Excellent partnership model with completed
local club

Good leveraging from different
funding sources
Resort Shuttle Bus Service

Important service that has enhanced

Need to include funding for
the resort product repairs and maintenance

Decreased one of the negative

This is not a service that will be
impacts of increased tourism by sustainable without funding from
reducing traffic in the community external sources

Has allowed Revelstoke to compete

Need for good partnerships with
for the tour market as much of the clear roles
accommodation in the community is
not at the base of the ski hill

Development of good partnerships
between local government, hotels
and the resort
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.
3.5.1. Summary of Visitor Experience Outcomes
We continue to receive feed back from tourists that they are very happy with the visitor experience in Revelstoke.
The results from our annual visitor survey undertaken in the summer indicate that visitors have a high level of
satisfaction with the community, believe they are getting good value for money spent, and most commonly
describe the community as "beautiful", "friendly" and "clean". Visitors also comment on the beautiful downtown
and their enjoyment of the free concerts in the downtown plaza every evening during the summer months.
The continued growth of the number of winter tourists for alpine skiing, snowmobiling, heliskiing and Nordic skiing
attest to the satisfaction visitors have participating in those activities in Revelstoke. A winter survey of snowmobile
visitors taken during the 2011-12 season indicated a high level of satisfaction with the visitor experience in the
area.
21
3.5.2. 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.
-------------------- - -- - .
Proportion of crvcr.all wht.h the
experience in your corTtrnunl "t"y-C>n sl"tc
In 2012, 80% of visitors were satisfied with the
overall experience. This results in a:
17 percentage point increase from the
previous year.
15 percentage point increase compared to
the base year of monitoring in 2010.
I
ZOlO 7011 2 ' 012
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.
Proport.lon Uko ly ro rocornnncnd tho dc"SUn:at:lon to
friends o..- fornily-- On site
201.0 20Jl 201 2
Value for Money
In 2012, 83% of visitors said they were likely to
recommend the community to friends or family. This
results in a:
9 percentage point decrease from the
previous year.
8 percentage point increase compared to
the base year of monitoring in 2010.
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.
Prop-crt.lon repart. t nc the offer:;. .co od
valu<!' 'for 0'\or.wey- On :c.itc
22
In 2012, 54% of visitors said the community offers
good value for money. This results in a:
4 percentage point increase from the
previous year.
!
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 t ransportation impacts (per night stayed).
Visitor Centre ALS
"' >
r:s
0
-
0
....
Ql
..c
E
::::J
2.
2007 Base 2008 Start 2009
Year Ycor
- 3 YeJ r 1\vernoe
3.6. Economic Outcomes
2010 2011 2012
Source: Tourism BC
The average length of stay of visitors to the visitor
centre was 2.24 in 2012. This results in a:
6% decrease from the previous year.
25% increase compared to the base year.
Comparisons
lnvermere recorded the greatest number of
days in 2012 at 4.6, with Golden recording
the fewest days at 1.55.
The data in this section is collected by both the resort communities and the Whistler Centre for Sustainability (WCS)
and is reported by the Whistler Centre for Sustainability 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 results of
investments in infrastructure, projects and programs.
3.6.1. Section Summary
The economic outcomes for the community related to the tourism sector were very positive during 2012. As can
be seen by the charts below, hotel room revenues increased by 17% over the previous year, which was the largest
per cent increase of any of the BC Resort Communities. This means there are more tourists visiting the community
with resultant benefits to the local economy, including greater expenditures in restaurants, bars and some retail
stores. This increased visitation to Revelstoke also results in increased employment opportunities in the service
sector and related businesses, which is positive for the local economy.
Our business license numbers also remain high, with more businesses being established to service the growing
number of tourists. Again, this is a positive trend for the local economy.
We also are seeing construction activities that are related to tourism activity. This includes the construction of new
houses in the vicinity of the base of the ski hill, a new boutique lodge, and upgrades/expansions of local
accommodation properties. A new upscale hostel is also planned to open in 2013. This activity generates and/or
maintains construction employment in the community.
23
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
2007 o.u e 2008 st.Jrt 200g 2010 2011 2012
YeiJ r Ycii!: r
c=:r Annual - 3 Ycilr 5ource : Ut: MHUI
Visitor Numbers
Annual room revenue was $21 million. This results in
a:
14% increase from the previous year.
Comparisons
11 percentage points greater than the RM
total increase of 10% from the base year.
17 percentage points greater than the
Provincial increase of 4% from the base year.
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 visitation per operating h our
2007 Bns e 2008 sun 2009 2010 .2011 2012
Yc "'r
-=a l\nnual
24
Visitor centre visits resulted in an average of 10.8
visitors per hour. This results in a:
30% decrease compared to the base year.
Comparisons
9 percentage points lower than the RM
average decrease of 21% from the base year.
14 percentage points lower than the
Provincial decrease of 16% from the base
year.
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.

l
g
:E
"'
bO
:;
..c
u
n;
=
c:
c:
ct
Non-Market Cha nge in Business and Recreation Classes
Non-market assessment in business and recreation
S 143. G Sl43.3
160
classes totaled $143.3 million in 2012. This results in a:

""
$116.7
5111. 1
""=
;;t] 120

Minor decrease from the previous year. S101.9 .,.
"" 100

CJ

43% increase compared to the base year. DO
.....
:::;: .,.
"
on _
Revelstoke has experienced significant 2 ......

-
.to
......
increases in commercial and recreational class
ci 20
"?' "?'
values compared to other RMs . 0
2UU7 u.u tt Stan Yr;u lUOOJ ZUl l :tOI .I
- 3 Year ,,vcr.lflD Snwcr.: fJCAu.-"'' "'rnl!li
- ..
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.
l , UUII
Tot al nun-abor of to cal bu:llih'IGSS llc: o n soa

v . .. .

Business licenses totalled 899 in 2012.
This results in a:
Minor decrease from the previous year .
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 Whistler Centre for Sustainability for this year. Results in this area generally create a positive
foundation to support a positive visitor experience and economic outcomes. Results in this area likely show trends
over time and should be looked at as a long term result of other work.
3.7.1. Section Summary
The resident population of Revelstoke has reported that they continue to feel a strong sense of belonging to the
community. The majority of the population has welcomed the new residents who have moved here as a result of
resort development, and who are providing new and interesting ideas to help the community deal with change.
Most residents are also welcoming of the growing number of tourists who are visiting Revelstoke. Tourists
continue to comment that Revelstoke is a "friendly" community.
The community has had some challenges with the affordability of housing and the purchase and rental of second
homes by non-residents. These are common issues faced by resort communities, and the community is working on
addressing these challenges.
Revelstoke is probably unique among most resort communities in B.C. in that tourism is only one sector in a diverse
and balanced economy. Forestry and transportation remain very important components of the local economy, and
25
I
I
I
I
'
'
'
I
the growth in tourism has been a positive addition to the local economy-not a replacement for traditional
industries as has happened i n some communities. So the traditional culture ofthe community has remained
strong, and the new arrivals to the community attracted by increasing tourism opportunities have added value and
energy to the existing culture.
Of importance, Revelstoke remains a safe community, with low crime rates and a population that reports they feel
very safe in the community.
Visitor Concentration
As communiti es become more and more popular as destinations this sense of community and culture can be lost as visitor
desires and the desires of those living outside the community supersede local needs. While the ideal mix varies from
community to community measuring this indicator helps to identify one driver of toward tourism development impacts on the
local community and culture.
Pa rt t ime resident property ownership %
:!OJU :it.ltt YCM 2009 20 10 20 11
Total - 3 Yt:ar nolllnc
Affordable Housing
In 2011, 20% of the property parcels were owned by
people from outside the community. This results in a:
1 percentage point decrease from the
previous year.
1 percentage point increase from the start
year.
Comparisons
Sun Peaks has the highest percentage at 86%
and Radium ties with Whistler for the second
highest percentage of part time property
ownership at 76%.
Most resort communities have identified resident housing as an important strategy to remain a vibrant community and to
maintain a strong local workforce. Housing costs generally represent residents largest cost and is a significant factor in
determining where local employees choose to live.
..
E
0
u
.E
Affordable Housing-Average home assessed value to
income ratio
2007 !lase 2008 Start 2009 2010 2011 2012
Year Year
""" Total - 3 Year Avenge
Source: BC Slots (DCAssess:nents, Slat s Canada)
::_ : . ::: . :
26
:
The average price of a home in 2012 was 9.13 times
larger than the annual median Income in 2009. This
results in a:
Comparisons
22 percentage points greater than the RM
average increase of 18% from the base year.
The RM average for 2012 was 13.65 times
the median income. Whistler was 41 times
the median income and Valemount was at 5
times.
: '-- ::
: : : :u
Safety and security are important aspects of community life and especially a positive resort experience. Information on crime
rates provides a better understanding about actual and perceived safety of residents and visitors.
Unlawful Incidents

2007 \'c,,r 2000 2D09 2010 2011
Source: BC Stolts
Resident Sense of Belonging
There were 85 reported unlawful incidents per 1,000
population in 2011. This results in a:
8% increase from the previous year.
20% decrease compared to the base year.
Comparisons
10 percentage points lower than the RM
average decrease of 30% from the base
year.
The RM average for 2011 was 93/1,000
population.
'Sense of belonging' to a community is considered to contribute to the community's social fabric, the strength of the
relationships among community members. These relationships are often i mportant to help i ndivi duals and groups in a
community to organize for work, play and community development. Sense of belonging can be negatively impacted by tourism
development and lead to tension from residents toward visitors.
Sense of Belonging- Very strong or strong
<II
110
...
-
c
<II

<II
a..
2007 Base Year 2008 Slilrt Ye11r
- ToUI - 3 Ye:1r
2009 2010 2011
Greenhouse Gas Emissions- Annual GHG per capita
In 2011, 73% of residents in the local health service
area had a strong or very strong sense of belonging to
their community. This results in a:
2.5 percentage point increase from the
previous year.
. 7 percentage point decrease compared to
the base year.
Comparisons

A .5 great percentage point increase
compared to the RM average increase of 2
percentage points since the start year.
The RM average for 201171%
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, visitor experiences as well as directly on the local natural
environment. Visitors and conference planners alike are beginning to make travel decisions based on environmental progress
in this area.
Gr"eonhous;oGos: Ernl s!Sions
27
In 2010, greenhouse gas emissions amounted to 7.9
tonnes per capita. This results in a:
7 % increase from 2007.
Comparisons
7 percentage points greater increase than the
RM average of 0% change.

The RM average for 2010 was 8.3 tonnes per
capita.
/
4. Conclusion and Outlook
The year 2012 produced very strong visitor growth which was better than anticipated. Revelstoke has continued to
see strong growth in tourism visitation and hotel room revenues since the initiation of the Resort Municipality
Initiative in 2007. Based on some early returns for the current year, we are projecting additional growth in room
revenues during 2013. What is encouraging is that, although much of the growth is being seen in the winter
months, we are also experiencing growth in other months of the year which is good for the local tourism sector and
the local economy.
In terms of tourism infrastructure projects, the highlights of 2012 included the completion and official openings of
two new major pieces of public art, the Tournament of Champions Winners Circle and the Sternwheeler. These are
wonderful additions to our public art collection in the community, and are proving very popular with visitors. The
completion of the snowmobile cabin on Frisby Ridge was also a major accomplishment and will benefit the
snowmobile component ofthe tourism sector, an important part of the local tourism industry. In addition, we
formally opened the Mark Kingsbury Bridge across the lllecillewaet River, a major new addition to the trail system
in the community.
Looking ahead to 2013, we anticipate the completion of a new Visitor Information Centre that will provide a year-
round, permanent facility to provide assistance to tourists from around the world. In partnership with the local Dirt
Bike Club, the Revy Riders, we are planning some major developments at the dirt bike track facility which will
become a venue for races and events that will attract more visitors to the community. We are also planning
additional improvements at the Revelstoke Museum and Archives, and the commissioning of another public art
piece. We will also take possession of a new bus which will help us transport a growing number of tourists
between the community and Revelstoke Mountain Resort during the busy winter ski season.
Lastly, we look forward to expanding our RMI activities from infrastructure into festivals and events. We will
provide support for an expanded summer concert series that takes place every summer in our downtown plaza,
and we anticipate providing support for the operation of our new Performing Arts Theatre, a newly opened facility
attached to the local high school, which will host various concerts, performances and special events that will offer
yet another product to encourage increased tourism to the community.
28
5. Appendix
5.1. Term 1: Source and RMI Funding Proj ect Budget Allocation- By year
Resort Municipality Initiative 20072011 Financial Plan (report to 2013) RMI Funding 2012 Roportlng
Roport 1 Sourca and RMI Funding Projact Budgat Allocation By Year Toto I RMI Fundlnr Received to 2011
I

REVfLSTOKE
I
Toto I RMI Actuol Expenditures to 2012
I

I
011e Completc :t l lOU.O.U l r.t.llJ.Utt P.a:nd I
Toto I Unspent RMI Fundlnr 5153.670
All REVENUESOURCES: ACTUAL.& BUDGETAMOUNTS By Yeor
Actuol Actuol Attuol Actual Accual Budret Budret
Totols
Fundfna: Source
Revenue Oesctfptlon
2007 2008 20011 2010 2011 20U 2013 !0
1 Resort Municipality lnitidti\! Funding s o S295,205 S423,631 5436,976 S465,322 Sl,621,134 33"
2 MuruoJUI Fund ana s o so 5400,000 51 20,536 s o .:::::-==:.. SS20,536 11%
3 Other Funding so so S3S8,000 51,0'.17,132 51.280,492
>-<
::::,::::-..::: S2.735.624 56"
Total SOurce of Funds so S295, 205 51, 181,631 S1.654,644 51,745,814 ;:><:::
:::::::-=::::
54,877,294 10001
RMI Ali.OCA TION: ACTUAL+ BUDGET By Yeor
CAPITAL
Actual Actual AcWal Actual Actuol Actual Budcet %ofRMI
Project Name
2007 2008 20011 2012 2013
Toto Is
fundl nr 2010 2011
1 Conftrfi"'C.l Centre s o s o 52, 100 s o so s o s o $2, 100 1m
2 Vrsitor lnforrution so so so 50 52.370 S2,067 S153,670 $158, 107 10%
3 ln(r.Htruoure so $0 S7S,OOO 5100.000 520,000 so so $195,000
u"
4 UndS-UPill! lmpro-Jtments - Trans CJnad.a Hwy so S1.7SO s o s o 529,603 s o so $31,351
2"
s toc.al Muse-urn tmptovtments so S10.000 S8.sso S7 SOD S9,000 so so $3S,OSO 2!(,
6 trw Bo.lt uunth u kel\tveiUoko so 511, 184 so so so s o so $11,184
1"
7 Publ;c Att Proiocts so so S10,000 so 565 946 S35,235 so $111,181 7!(,
8 5;>ttul so 5546 S100,000 so so so so $100,546
6"
9 Bike Trdil so so s o so 591,828 S97 343 so $189,171
12"
1!! Gr ltzly Plau_utenstion
- ----
so
-

__ 5164,000 ____ to
---
so
-
so
--
so $164 ODD
--

11 tlordic Oy Logdo so s o s o 5170,000 su.ooo
-so
so S1A2.0DD
11"
12 Golf Course- lnfr.tstlucture lmprovrmfoti so s o so 53S,OOO 5105,000 so so 5140,000
"' 13 Tourism Kiosk s o s o so S25.000 S5,624 so so $30,624 2!(,
14 S.>rtht. RMCUf s o s o s o S25.000 so s o so $25,000 2%
1S Ro<ett Slnstlle Puadus ol bus so S3,181 5156,819 so so so $200.000
u"
Toto I Clpltal Fundlnr $0 $26.661 $399,650 $519,319 $341,371 $134,645 $153, 570 51.575,316 97JO
OP.EIIATltlG
Pto1r1m or vent Name
Actuol Actual Actual Actual Actual Actual Budret
Totols
%ofFU.11
2007 2008 20011 2010 2011 2012 2013 fundlna
I Shuttle Servit'! s o so so so 520,606 S18,212 so $11,818
2"
2 Touri sm SUivey so so so so 53,500 53 SOD so $7,000
1 so so so so so so So so
0"
4 so so so so s o so so $0 0%
s so so $0 so so so so $0 0!1\
6 s o so s o so s o so so so 0"
7 so so s o so so s o so so 0%
8 so so so so s o so so $0
0"
0 so so so 5tl so so so $0 0 !1';
10 s o so s o so so so so $0 0!1\
11 s o s o s o .so so s o so $0 O!(,
12 so so so s o so so so so 0%
13 so so so s o so so s o $0
0"
14 so so so s o so so s o l so 0%
Total Qgeratl n.E so so s o so $24. 106 521.712 so 545.818 3!(,
COPffirlGENCIES/RESERVES
Total CDntlneentles end/or Reserves so so SOl SOl SOl SQI :::>-<
-'
so 0!(,
A
Total RMI Alioto li on (Copltol + Operotlnc +
I
s o S26,661 S399,650 5519,319 S365,477 S156,357 5153, 670 S1,621,134 100!1\
Ccntlncentlu/Reserve)
0
RMI Revenue RMI Allocation so 5268,544 S23,981 S82,343 S99,84S S156,357 5153,6701 so 0 !(,
29
5.2. Term 1: Project Funding By Source
Resort Municipality Initiative 20072011 Financial Plan {report to 2013)
Report 2 Project Funding By Source
Actu;1l Sources By Proj e-ct 2007 to 2013 (report to JOll}
A B c D
Projects
Other
RMI Fundln1
Municipal Total Funding
Funding Funding IA+B+C:D)
1 Conference Centre
52,100 so so S2,100
Visitor Information Centre
S158,107 S100,000 $627,000 $885,107
'
Snowmobile lnfrattructure
Development S195,000 so 5250,000 S445,000

Landscaping improvements Trans
CanadaHwv S31,353 S5,000 so 536,353
s Local Museum Improvements
535,050 55,000 510,000 550,050
New Boat Launch Lake
S11,184 so s o S11.184
1 Public Art Projects
5111,181 S5,000 520,000 $136, 181

Special Event Hostlnc Facility
Centenlal Park 5100,546 so so S100,546
Bike Trail Developments
5189,171 so S1,150,000 S1,339,171
10 Grluly Plaza Extenstlon
S164,000 $405,536 5275,464 S845,000
u Nordic Ski Day Logde
S182,000 so $360,660 5542,660
1l
Golf Course lnfrutructure
Improvements 5140,000 so S35,000 S175,000
u Tourism Klosk
$30,624 so 530,624
u Search & Rescue
$25,000 so so 525,000
Resort Shuttle Purchase of bus S200,000 so so $200,000
1 Shutt! e Service
S38,818 so S7,500 S46,318
z TourlsmSurvey
S7,000 so so S7,000
' 0
so so so so
' 0 so so so so
0
so so so so
0
so so so so
1 0
so so so s o
0
so so so so
0
so so so so
toO
so so so so
uO
so so so so
uO
so so so so
uO
so so so so
14 0
so so s o so
Total Expenditure by Source
$1,621,134 $520,536 $2,735,624 $4,877,294
l Contingencies and/or Reserves
so so so so
lot Revenue by Sourco (from Repor11J $1,621,134 $520,536 $2,735,624 $4,877,294
Difference= (Row M(l+Klll sol sol sol sol
30
Date Report Updated
Actual Expenditure up to and Including 2012
E F G H I J
Municipal Other
RMI Project
RMI Funding
Total Funding
Funding Completion
Funding Funding JEtf'+(l:HI
% %
52.100 s o so 52,100 em 100%
54,437 S4,437 em
2"
S195,000 so S250,000 S445,000 12" 100%
S31,353 S5,000 so 536,353 2" 1110%
S35,050 S35,050 2% 1tJCm
Sl1,184 so so S11,184
1"
100"
S111,181 S5,000 S20,000 Sl36,181 7" 101m
S100,546 so so S100,546
"'
100%
S189,171 so S189,171 12"
100%
S164,000 S405,536 5275,464 5845,000 10% 100%
Sl82,000 so S360,660 5542,660 11% 100%
S140,000 so $35,000 S175,000
,.
100%
S30,624 so S30,624 2" 100%
$25,000 so 525,000 2"
100%
$200,000 S200,000 12% 100%
S38,818 so so S38,818 2"
100%
$7,000 so so S7,000 0% 100%
so so so so 0% em
so so so so 0% 0%
so s o so so 0% 0%
so so so so 0% 0%
so so so so 0% 0%
so so so so 0% 0%
so so so so 0% 0%
so so so so 0% 0%
so so so so
0"
0%
so so so so 0% 0%
so so so so 0" 0%
so so so so 0% 0%
$1,467,464 $415,536 $941,124 $2,824,124 91" 0"
$1,621,134 $520,536 $2,735,624 $4,877,294
S153,67ol S10S,oool $1,794,5001 $2,053,170)
5.3. Term 2: Source and RMI Funding Project Budget Allocation- By year
Resort Municipality Initiative - f'manclal Plan TERM 2: 2012 2016 Table 1: RMI Funding- 2012 Reporting
Report 1 -Source and RMI Funding ProJect Budget Allocation -By Year Total RMI Funding Received to 2012 S5U,906
REVELSTOKE Total RMI Actual E>pondltures to 2012
I
S320,710
Date Completed I_ 2013. 04. 11 I Completed bvl M.Pacaud Total Unspent RMI Funding
I
S191,1.96
Table 2: AU REVINUE SOURCES By Year
Funding Source
Actual Budget Budget Budget Budget Budget Budget
2012 2013 2014 2015 2016 2017 2018
Totals Funding Source%
1 I RMI Funding S511,906 S597,462 S465,000 S465,000 $465,000 :::::><::.:
;;:::-c::: $2,504,368 63%
2 I Municipal Funding S104,S77 Saa, ooo so so so so so S192,577 5%
3 j_Other Funding S199,197 S1,062, 000 so so so so so S1,261,197 32%
Total Source of Funds S815,680 S1,747,462 S465,000 S465,000 $465.000 so so $3,958,142 100%
Table 3: RMI FUNDING ONLY BUDGET AUOCATION By Year
CAPITAL
ProJect Name
Actual Budget Budset Budget Budget Budget Budget
Totals %of AMI Funding
2012 2013 2014 2015 2016 2017 2018
1 Visitor lnforamtion Centro so S344,263 so so so s o so S344.263 14%
2 Mountain Bike Trolls $67 908 S77,462 S70 000 S60,000 so so $275,370 U %
3 Urban Bike Trails so s o $50,000 S75,000 so so S125.000 5%
4 Pllbllc Art Pro ects S43.255 $25 000 $25 000 S25 000 S25 000 so so $143,255 6%
5 Flrellghter Museum so so so $0 so so so $0 0%
6 Airport Improvements $0 $0 $55 000 S205,000 S105,000 s o so $365,000 15%
7 Eastern Access Upgrade so $75,000 sso,ooo so so $0 so sus.ooo 5%
8 Slgnage so $20 000 so so so $0 so $20,000 1%
9 MuseumUorode $37,471 $50 000 $20 000 $20,000 $20,000 $0 so S147 471 6%
10 Five Mile Boat Launch so so S1SO 000 S6S,OOO so so so $215 000 9%
11 Snowmobile Infrastructure S30 000 S43 188 S140 000 so so so so S213 1B8 9%
12 81rdwotchlng Blinds so so so so $40.000 so so $40,000 2%
13 Golf Course Improvements so $50000 $0 so S40 000 so So S90,000 4%
14 Resort Shuttle - Infrastructure S76 296 $20000 $25 000 $30,000 $100,000 so $0 S251,296 10%
15 Dirt Bike Racing Track Improvements so S75 000 so so so so so S7S 000 3%
16 TCH Highway Londsnoln S4 313 so so so so so so S4.313 0%
17 Enter Capital Frojccr Name J 7 so 0%
18 mer Cap/ra/ Projtrr Ncme JB so 0"
Total Capital S259,243 S779,913 S465,000 $465,000 $465.000 $0 so S2,434, 156 97%
OPERATING

Prosrnm or Event Nome
Actual Budget Budget Budget Budgt!t Budget Budget
Totals %of AMI Funding
2012 2013 2014 2015 2016 2017 2018
1 Resort Shuttle- Operations $18,212 $20,000 so S38 212 2%
2 Events and Festivols so S25,000 so S25,000 1%
3 Tourism Survey $0 S3 500 53 sao $0 $7000 0%
4 En err f'rontam or E\cnr $0 0%
5 Enter P1 Clorom or Etcnt Ncme S so 0"
6 fnttr l'tonrom or Elcnt Nt:mc 6 $0 0%
7 Entt!r Fronrnm or Et'i nt Name 7 $0 0%
8 Efl lt?r Pronrr.m or Enmr NameS $0 0%
9 Enter Promum vr E\ cnt f'J,ml l! 9 so OY.
10 EnU:r Pt"f)rom or Etcm Name l O so 0%
Total Operating S18,212 $48,500 S3.SOO so so so so $70,212 3%
CONTlNGENOES/RESEIIVES
"A - .
-
Total Contingencies and/or Reserves Sol so so Sol SOl Sol sol Sol 0"
A
Total AMI Budget Allocated (Capital +Operating+ $277,455 $828,413 S468,500 $465,000 $465,000 so so S2,504,368
100Y.
Contlngencles/Reservel
B I RMI Revenue Received- RMI Budget Allocated I $234,4511 -S230,951 S3,500 sol sol so sol so OY.
I
5.4. Term 2: Municipal Project Funding
Resort Municipality Initiative- Plan PROGRAM 2: 2012-20 1E
Report z- Municipal Project Fundlnii
REVELSTOKE
Date Ccmpletedl 2013.04. 11 I Completed bvl M. Pacaud
I TM>Io 4: MUt.liCJPALPROIECT FUtiDING ONLY. RUOGET ALl OCATION RyV1111r
I CAPITAL
-
Actul
Rmlf"' Rmltftt Rutfet
ProJect Name
l012 ZOll 2014 2015 2Dl6
1 1/l<llnr lnforamtlnn C..nlrl so so sn
2 Mount ain !like Tnllls $0 so so SJ so
3 Urben Bike Trails Sto.OOO so so S!l so
4 Public Art Projoct o $15,000 so so $0
5 Flrelllhter Museum so so so so so
6 ;\lrport Jmpro\mntc so So so so
7 Eastern Access Upirade su Sll su S:J su
- ------ -- -- --So -
8 Sltnap so so so
9 up, nde $0 $ l 3,00C so SJ $0
10 Flwe Mile Boat Launch so so so so so
l1 Snuwruubnc:lufru\rutl ur c S5oi,Si7 so so so so
12 Blrdwuchlnz Blinds so so so S:l so
13 Golf Course lmprovemcr.u so so $0 $J $0
14 Resor1 Shunle- lnfrastructure so so so SJ so
l:i Dirt Blko JIG<In& Tnod< Improvement $0 $0 5J $0
16 TOi Hlhway Lendsu pl nJ! so so so S:l so
17 Lllh.',. r !)jcl f/JUIL 1 .' $0 so $0 $J so
11l inre Cmi rorP oitw:l 18 so so so SJ so
Totai Capltal Fundln& $79,!;77 $G3, 000 $0 so $0
IOP.EP.An'oiG
. , .
Nam&
Act uol eudc:t Oudcct Bud,ct Budcct
lOU 2013 2014 2015 201E
1 Rcort Shuttle- Opcrotlono $25,000 $25,000 $o SJ so
2 Events end Festlvels sc so SJ so
:il S..rvw( So So so SJ so
4 t/ll' .. I'/U!/1 t:JI J 1), lV1ll: f. su Stl $0 :>:.r su
; , p, , .. r n , .... , , . r:, nt so sc $0 SJ so
0 l!li1." fh.''l'll:IJU. f\1Mif { sc so SJ so
7 ,,.z, {\'atf Nu uri so so so SJ so
8 ,,,h ftVlf' f;JI)I), tl ' f\'1/oli l tJ so so so $J so
9 PJtJfr' (JJI10: lvtn: No,Jir.: so so so S:l so
10 l "tllr ' r"-.'1'11JIJI ), (\rtto' r' ,'ar: l r' Jr) so $() so SJ so
1otal Operatlnr $25.000 S25.000 so so so
lclONTINOENCIU] I\UERW
TotaiContlnJ!encles and/or R!serves
A
Total Municipal Funding All ocated (CaPital+ S101.SJ7
$88.0001
so S:l so
Opcretln&-t<oatl"'cncl cs/ Roscrvesl
Is
lilunhlpJI Rrcol,.,d. L!unhlpol Allnt..s
so
sol
so S:l so
32
Tot:al Munclpal Funds $192,577
Rutfet I Rud"'
l017
I
2018
Total s
SOl $.1 so
$0 S)
so
so S:> SlO.OOO
$0 S) $1;,ooo
so so so
so so $0

S:J so
----
$.)
---
so so
$0 so $13,000
so 50 so
so $) $S4, S77
so so so
so :;o $0
so Sol so
so $0
so $>) so
$0 so $0
so Sol so
$0 $0 $l4 Z, :;77
-
Budcct Budcct

2017 2018
so Sl.l $50, 000
so Sol so
$0 so $0
su so
so $)
so
$0 SoJ so
so so so
so so
so so so
so $<) $0
so so S50,000
sol
SJ Sl 92.S77
sol
S:l so
5.5. Term 2: Other Project Funding
Resort Municipality Initiative- Financial Plan PROGRAM 2: 2012-2016
Report 3 - Other Project Funding
REVEISTOKE
Date Completed! 2013.04.11 I Completed bvl M.Pacaud
Table 5: OTHER PROJECT FUNDING ONLY BUDGET AllOCATION By Year
-
Actual Budcet Budeet Budcet Budget
Project Name
2012 20l3 2014 2015 2016
1 VIsi tor lnforamtlon Centre so S29,000 so so
2 Mountain Bike Trails so S20,000 so so
3 Urban Bike Trails so S25,500 so so
4 Public Art Projects so so so so
5 Flreftdlter Museum so so so so
6 Airport Improvements so so so so
7 Eastern Access Upgrade so so so so
8 Sign age so so so so
9 Museum Up&rade S34,619 $37,500 so so
10 Five Mile Boat Launch so so so so
11 Snowmobile Infrastructure SS4,578 so so so
12 Blrdwatchlng Blinds so so $0 so
13 Golf Course Improvements so so so so
14 Resort Shuttle Infrastructure so so so so
15 Di rt Bike RadngTrack Improvements so S215,000 so so
16 TCH Hlchway Landscaplnc so so so so
17 l.nterCapiwl f'rojcccl 17 so so so so
18 [nCCr(opitnl Pmjea Nllfllo! 18 so so so so
Total Capilli Funding $89,197 $927,000 $0 $0
ioPERATIMG
-
Actual Budcet Budtet Budcet Budget
Procram or Event Name
2012 2013 2014 2015 2016
1 Resort Shuttle Operations SllO,OOO $110,000 so so
2 Events and Festivals so szs,ooo so so
3 Tourism Survey so so so so
4 f'm;Jtt1111 01 [veil' t so so so so
5 [llll!t flH
1
Qtum ,,f [vrn \'ome .> so so so so
6 Fnter 1
1
oqrom or [ven: Nrrme b so so so so
7 [ntrt Ptnl)ftllll 01 \-,.,.Nome 7 so so so so
8 [nl!t PtOFJIUtll or b<n' Naml! S so so so so
9 fmr f'fCltJtam ur [.,t!n' r:ome 9 so so so so
10 I nlet PtOIJ0111 or Even: Nome 10 so so so so
Total Operatlne $110,000 $135,000 $0 $0
CONTI NGENCES/RESERVES
Total Contingencies and/or Reserves
A
Total Other Funding Allocated (Capital+ Sl99, 197 S1,C62,000
sol sol
Operati ng +Contingencies/Reserves)
Is
RMI Revenue Received - RMI Budget so so
sol sol
All oated
33
Total Other Funding
Bud&et Bud&et
Totals
2017 2018
so so so $629,000
so so so $20,000
so so so $25,500
so so so $0
so so so $0
so so so $0
so so so $0
so so so $0
so so so $n,119
so so so $0
so so so $54,578
so so so $0
so so so $0
so so so $0
so so so $215,000
so so so $0
so so so $0
so so so $0
$0 $0 $0 $1,016,197
'
Budcet Bud&et
Totals
2017 2018
so so so $220,000
so so so $25,000
so so so $0
so so so $0
so so so $0
so so so $0
so so so $0
so so so $0
so so so $0
so so so $0
$0 $0 $0 $245,000
so so so S1,261,197
so so so so
5.6. Term 2: Project Funding By Source
Resort Municipality Initiative- Financial Plan PROGRAM 2: 2012-2016
Report 4- Project Funding by Source
REVELSTOKE
Dte Completodj 2013.04.11j Complotod byj M.Pacaud
Table 6: TotalS-Year Planned Budget
A B c 0
Projects
Tot. I
othet RMI
Fuoclna
Fundlns Fridtna
(1\IBtC O)
I VIsitor lnforamtlon Centre
S344,263 so S629,000 S973,263
l Mountain Bike Trails
S275,370 so S20,000 5295,370
l Urban Bike Trails
5125,000 S10,000 S25,500 S160,500

Publi c Art Projects
S143,255 S15,000 so 5158,255
s Firefighter Museum
so so so so
6 Airport Improvements
S365,000 so so 5365,000
7 Eastern Access Upgrade
S125,000 so so S125,000

Sign age
S20,000 so so S20,000
9 Museum Upgrade
S147,471 sn.ooo S72,119 S232,590
1o Five Mile Boat Launch
S215,000 so so S215,000
n Snowmobile Infrastructure
S213,188 S54,577 $54,578 S322,343
u Blrdwatchlng Blinds
S40,000 so so S40,000
u Golf Course Improvements
S90,000 so so S90,000
1 Resort Shuttle Infrastructure
S251, 296 so so S251,29G
IS Olrt Bike Racing Track
S75,000 S50,000 S2l5,000 S340,000
u TCH Highway
S4,313 so so $4,313
t7 !Met rupirnll'rojecr Onme 17
so so so so
II fmtN ( (Jplro/ Nwlll 18
so so so so
l Resort Shuttle Operati ons
S38,212 S50,000 S220,000 S300,212
l Events and Festivals
S25,000 so S25,000 sso.ooo
I Touri sm Survey
S7,000 so so S7,000

(llft:r I'IUI)fUm or f\'t!rl l NtWII! I
so so so so
s (tiCI.: I l'fO(jftJm rltl\.'t!ll l Nume 5
so so so so
'
,,, , l'tt)tjttiiiJ OtlVC1Jl,' /(111h! G
so so so so
7 ftHt!t PtO(jtfml r1t f\'L'tll fJww! 7
so so so so

(Ht t:l 1'1 VI) I um nt Vc'/11 Nauw 6
so so so so
9 [tltCt fltJ(} I W11 Of [t't!IH N :ml tj
so so so so
10 (flit.'( l
1
t !J(ji(JIIJ (Jf fVI.!Ol NU111L' 10
so so so so

Total expenditure by source
S2,504,368 $192,577 $1,261,197 $3,958,142
l Contlncencles and/or Reserves I
so so so so
M Total Revenue by Source $2,504,368 $192,577 $1,261,197 $3,958,142
E
RMI
Fund Ins
so
S67,908
so
S43,255
S43,255
so
so
so
S37,471
so
S30,000
so
so
S76,296
so
S4,3l3
so
so
S18,212
so
so
so
so
so
so
so
so
so
$320,710
$511,906
I " I Difference= (Row MRow(l+Klll sol sol sol sol
34
Table 7: Actulll Expenditure up to and lncludln& 2012
F G H I J K
I RMI
Proloct
roam
Munldpl Olhet Campi ella
Fun dina Fund ina Funlllnf
Fundln& Fundlns
(Et FtOI
"
q
(Ft0)/11
"
so so so 0% 0% 0%
so so S67,908 13% 20% 0%
S10,000 so S10,000 0% 20% 100%
S15,000 so S58, 255 8% 20% 26%
so so S43,255 8% 0% 0%
so so so 0% 0% 0%
so so so 0% 0% 0%
so so so 0'16 0% 0%
so S34,619 S72,090 7% 30" 48%
so so so 0% 0% 0%
S54,577 S54,578 S139,155 6'16 10% 78%
so so so 0% 0% m
so so so 0%
0"
0%
so so S76,296 15% 20% o ..
so so so 0% 0% 0%
so so S4,313 m 100% 0%
so so so 0% 0%
so so so 0% 0%
S25,000 SllO,OOO S153,212 4% 20% 88%
so so so 0% 0% 0%
so so so m6 20% 0%
so so so 0% 0%
so so so 056 0%
so so so 0% 0%
so so so 0% 0%
so so so 0% 0%
so so so 096 096
so so so 0% 0%
$104,577 $199,197 $624,484 63% 49%
S104,577 S199,197 S815,680
sol sol S19t,l961

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Resort Municipal Initiative

Annual Report 2012

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