Chapter 2-Mountain Resorts Amended Aug 25 2009

All Season Resort Guidelines
Chapter II:
Mountain Resorts
Prepared for:
Mountain Resorts Branch
Integrated Resource Operations Divison,
Ministry of Forests, Lands and Natural Resource Operations
March 2006
Amended August 25, 2009
Section 11.7 only of this document was amended November 2009. Any references to the Ministry
of Tourism, Sport and the Arts (MTSA) or the Tourism and Resort Development Division within the
document are from the original document dated March 2006. References to the Ministry of
Tourism, Culture and the Arts (MTCA) from the November 2009 amendment now refer to the
Ministry of Forests, Lands and Natural Resource Operations, Mountain Resorts Branch.
Foreword
Members of the All Season Resort Guidelines Review Committee
Mike Adams, General Manager, Whitewater Winter Resort

Darcy Alexander, VP and General Manager, Sun Peaks Resort
Psyche Brown, Senior Project Manager, Tourism and Resort Development Division,
Ministry of Tourism, Sport and the Arts
Andy Cohen, General Manager, Fernie Alpine Resort
Arthur DeJong, Planning and Environmental Resource Manager, Whistler-Blackcomb
Bill Irwin, Director, Tourism and Resort Development Division,
Ministry of Tourism, Sport and the Arts
Oberto Oberti, President, Pheidias Project Management Corporation
Paul Plocktis, Vice President, Real Estate and Development, Schumann Resorts Ltd
Al Raine, NGR Resort Consultants
Michael Sherwood, General Manager, Silver Star Ski Resort Ltd.
Jimmie Spencer, President, Canada West Ski Areas Association
Don Thompson, Director of Planning and Development, Red Mountain Ventures
Arijan Van Vuure, President, Kicking Horse Mountain Resort
Brent Harley and Associates Inc. – The Resort Planning Group wishes to thank the
members of the review committee who provided valuable insight and effort in
establishing the All Season Resort Guidelines. By building on the committee’s wealth of
experiences, these guidelines are designed to further optimise British Columbia’s
potential as a world-class tourism destination.
We also wish to thank Michel Beaudry of Michel Beaudry Communications for his writing
skills, resort insights, and his content and “fresh eyes” contributions.
Land and Water BC, the Crown Corporation in charge of disposing of Crown land within
the Province of British Columbia has been dismantled. The newly created Tourism and
Resort Development Division within the Ministry of Tourism, Sport and the Arts will now
be the single point of contact for resort development. This will result in a more
streamlined approvals process.
Table of Contents
II.1 Background .............................................................................................................. 1

II.1.1 Alpine Skiing Based Mountain Resorts.................................................................................... 1
II.1.2 Alternative Mountain Resort Models ........................................................................................ 2
II.1.3 Commercial Alpine Skiing Policy ............................................................................................. 2
II.1.4 Purpose of the Mountain Resort Guidelines ............................................................................ 3
II.1.5 The Approval Processes.......................................................................................................... 4
II.1.5.1 Overview........................................................................................................................ 4
II.1.6 Capacity, Balance and Impact ................................................................................................. 4
II.1.7 Types of Mountain Resorts ...................................................................................................... 5
II.1.7.1 Community Mountain Resort ......................................................................................... 5
II.1.7.2 Regional Mountain Resort ............................................................................................. 6
II.1.7.3 Destination Mountain Resort ......................................................................................... 6
II.1.7.4 Other Types of Mountain Resorts ................................................................................. 7
II.2 Mountain Resort Planning: The Vision Stage (Expression of Interest).................... 7

II.2.1 Introduction .............................................................................................................................. 7
II.2.2 Preliminary Project Overview................................................................................................... 7
II.2.3 Expression of Interest .............................................................................................................. 8
II.2.3.1 Project Introduction........................................................................................................ 8
II.2.3.2 Goals and Objectives..................................................................................................... 8
II.2.3.3 Study Area Mapping ...................................................................................................... 8
II.2.3.4 Preliminary Site Inventory and Analysis ........................................................................ 9
II.2.3.5 Opportunities and Constraints Plan ..............................................................................10
II.2.3.6 Preliminary Concept .....................................................................................................10
II.2.3.7 Preliminary Market Commentary ..................................................................................10
II.2.4 Review and Referral ...............................................................................................................10
II.2.5 Additional Expressions of Interest...........................................................................................11
II.2.6 Preliminary Evaluation of Expressions of Interest...................................................................11
II.3 Mountain Resort Planning: The Concept Stage (The Proposal)............................ 11

II.3.1 Introduction .............................................................................................................................11
II.3.2 Request for a Proposal ...........................................................................................................12
II.3.3 Project Overview.....................................................................................................................12
II.3.4 Project Vision, Goals and Objectives......................................................................................12
II.3.5 Site Mapping...........................................................................................................................12
II.3.6 Site Inventory..........................................................................................................................12
II.3.7 Environmental Inventory .........................................................................................................13
II.3.8 Site Analysis ...........................................................................................................................13
II.3.8.1 Mountain Development Analysis .................................................................................13
II.3.8.2 Base / Village Development Analysis...........................................................................18
II.3.9 Mountain Resort Concept .......................................................................................................21
II.4 The Mountain Concept Plan .................................................................................. 21
II.4.1 Introduction .............................................................................................................................21
II.4.2 Ski Alignment and Terminal Site.............................................................................................21
II.4.3 Ski Trails and Slopes ..............................................................................................................22
II.4.4 Snowboarding.........................................................................................................................23
II.4.5 Ski Trail Capacity....................................................................................................................23
II.4.6 Skier Skill Classes ..................................................................................................................24
II.4.7 Vertical Demand .....................................................................................................................25
II.4.8 Weighted Vertical Demand .....................................................................................................26
II.4.9 Alpine Skiing Comfortable Carrying Capacity .........................................................................26
II.4.10 Skiers At One Time (SAOT)....................................................................................................27
II.4.11 Balanced Resort Capacity ......................................................................................................28
II.4.12 Capacity of Other Facilities and Attractions ............................................................................28
II.4.13 BRC Calculation Example ......................................................................................................29
II.4.13.1 The Ski Resort ............................................................................................................29
II.4.13.2 The “Non-Ski Area” Mountain Resort ........................................................................31
II.5 The Base/Village Development Concept ................................................................ 31

II.5.1 Introduction .............................................................................................................................31
II.5.2 Base Area Development by Type of Mountain Resort ............................................................32
II.5.2.1 Community Mountain Resort ........................................................................................32
II.5.2.2 Regional Mountain Resort ............................................................................................32
II.5.2.3 Destination Mountain Resort ........................................................................................33
II.5.3 Relationship of Base Area to Mountain Facilities....................................................................34
II.5.4 Relationship of Ski Lifts to Ski Trails and Skier Circulation .....................................................35
II.5.5 Skier Walking Distance...........................................................................................................36
II.5.6 Additional Guests....................................................................................................................37
II.5.7 Space Use Requirements .......................................................................................................37
II.5.8 Destination Space Use Requirements ....................................................................................37
II.5.9 Parking ...................................................................................................................................38
II.5.10 Base Area Staging..................................................................................................................38
II.5.11 Overnight Accommodation......................................................................................................39
II.5.12 Bed Unit Calculation Model.....................................................................................................40
II.5.12.1 Regional Mountain Resort ..........................................................................................40
II.5.12.2 Destination Mountain Resort ......................................................................................40
II.5.13 Use of the Bed Unit Calculation Model ...................................................................................40
II.5.14 Public Versus Private Overnight Accommodations.................................................................41
II.5.15 “Ski to/Ski from” Accommodation............................................................................................42
II.5.16 Employee / Resident Restricted Housing ...............................................................................42
II.5.17 Year Round Development and Use ........................................................................................44
II.5.18 Balance of Facilities................................................................................................................44
II.5.19 Phased Development Concept ...............................................................................................45
II.5.20 Implementation and Management Concept ............................................................................45
II.5.21 Access and Traffic Impact ......................................................................................................45
II.5.22 Infrastructure Assessment ......................................................................................................45
II.5.23 Environmental Assessment ....................................................................................................45
II.5.23.1 Environmental Assessment Act Projects ....................................................................46
II.5.24 Market Analysis ......................................................................................................................47
II.5.25 Capital Cost Projections .........................................................................................................47
II.5.26 Economic Feasibility ...............................................................................................................48
II.5.27 Social and Economic Impact...................................................................................................48
II.5.28 Financial Capability.................................................................................................................48
II.5.29 Submission of Proposal ..........................................................................................................48
II.5.31 Interim Agreement ..................................................................................................................49
II.6 Mountain Resort Planning: The Master Plan Stage............................................... 49
II.6.1 Introduction .............................................................................................................................49
II.6.2 Executive Summary................................................................................................................49
II.6.3 Project Vision Goals and Objectives.......................................................................................49
II.6.4 Site Mapping...........................................................................................................................50
II.6.5 Site Inventory..........................................................................................................................50
II.6.6 Environmental Audit................................................................................................................50
II.6.7 Site Analysis ...........................................................................................................................50
II.6.8 The Mountain Plan..................................................................................................................50
II.6.9 Base Area/Village Plan ...........................................................................................................51
II.6.9.1 Bed Unit Total...............................................................................................................51
II.6.10 Infrastructure and Road Network Plans ..................................................................................51
II.6.11 Phased Development Plan .....................................................................................................51
II.6.12 Environmental Mitigation Plan ................................................................................................52
II.6.13 Management Plan...................................................................................................................52
II.6.14 Implementation Program ........................................................................................................52
II.6.15 Market Analysis ......................................................................................................................52
II.6.16 Economic Feasibility ...............................................................................................................52
II.6.17 Financial Capability.................................................................................................................53
II.6.18 Public Review .........................................................................................................................53
II.6.19 First Nations............................................................................................................................53
II.6.20 Local Jurisdiction ....................................................................................................................53
II.6.21 Resort Master Plan Submission..............................................................................................53
II.6.22 Master Development Agreement ............................................................................................53
II.6.23 Operating Agreement .............................................................................................................53
II. 7 Bed Unit Calculation Models – Mountain Resorts ................................................ 54

II.7.1 Alpine Skiing Bed Unit Calculation Model ...............................................................................54
II.7.1.1 Ski Terrain.....................................................................................................................54
II.7.1.2 Average Skier Density per Hectare (Ski Trail Area/CCC) ............................................54
II.7.1.3 Accessibility .................................................................................................................54
II.7.1.4 Access Reliability .........................................................................................................55
II.7.1.5 Population Within 250 Kilometers ................................................................................55
II.7.1.6 Unique Existing Qualities Other Than Skiing ...............................................................55
II.7.1.7 All Season Facilities at the Mountain Resort................................................................55
II.7.1.8 Potential Length of Season ..........................................................................................55
II.7.1.9 Type of Snow ...............................................................................................................56
II.7.1.10 Weather Conditions.....................................................................................................56
II.7.1.11 Express Lifts ...............................................................................................................56
II.7.1.12 Need for Employee (Resident Restricted) Housing.....................................................56
II.7.1.13 First Nations Economic Participation in Resort Development .....................................57
II.7.2 Potential Need and Calculation of Bed Units ..........................................................................58
II.7.3 Application ..............................................................................................................................59
II.7.4 Non-Ski Bed Unit Calculation Model.......................................................................................59
II.7.4.1 Recreational Activities..................................................................................................59
II.7.4.2 Water Access (Within 5 Minute Walk of Resort Core)..................................................60
II.7.4.3 Accessibility .................................................................................................................60
II.7.4.4 Access Reliability .........................................................................................................60
II.7.4.5 Population Within 250 Kilometers ................................................................................60
II.7.4.6 Unique Existing Qualities Other Than Principal Activities ............................................60
II.7.4.7 All Season Facilities -the Mountain Resort...................................................................61
II.7.4.8 Potential Length of Primary Season.............................................................................61
II.7.4.9 Mountain Amenities......................................................................................................61
II.7.4.10 Weather Conditions.....................................................................................................62
II.7.4.11 Off-Season Mountain Access and Facilities...............................................................62
II.7.4.12 Need for Employee / Resident Restricted Housing .....................................................62
II.7.4.13 First Nations Economic Participation in Resort Development .....................................63
II.7.5 Potential Need and Calculation of Bed Units .........................................................................64
II.7.6 Application ..............................................................................................................................64
return to it year-round. Across the

II. MOUNTAIN province, former “ski areas” are now
successfully transforming themselves
RESORTS into four-season destinations where
II.1 BACKGROUND hiking, mountain biking, wildlife
viewing and golfing attract as steady a
II.1.1 Alpine Skiing Based clientele in the summer as skiing does
Mountain Resorts in the winter.
For nearly half a century, mountain Mountain play is the operative phrase
tourism and ski area development now. All-season mountain play. From
have been synonymous in British the Lower Mainland to the Rockies,
Columbia. And during that time, the from Osoyoos to Mackenzie, BC is
province’s reputation among skiers blessed with a network of alpine Red Resort
and snowboarders has soared. playgrounds that has few equivalents
Whether Whistler or Sun Peaks, Big on the planet. Which means that those
White, Fernie or Kicking Horse, BC’s resort developers who know how to
mountain resorts are now emerging as harness the province’s potential for
some of the most exciting in the world. year-round mountain fun are likely to
be rewarded for their efforts.
Much of that success can be attributed
to BC’s Commercial Alpine Ski Policy As in the past, the structure of the new
(CASP), a groundbreaking piece of Guidelines adhere to the requirements
legislation introduced in the late defined within the updated
1970’s. Designed to provide direction Commercial Alpine Skiing Policy.
both for ski area development Moving in stages from the Vision to
proponents and government the Concept to the Master Plan, the
representatives, CASP, and the Guidelines provide a detailed analysis
subsequently written Ski Area of the Policy’s objectives and
Guidelines, played a vital leadership stipulations at each step of the resort
role in the province’s development as a development process. In a move to
purveyor of world-class winter make the process more accessible to a
downhill sports and facilities. wider range of resort proponents,
these new Guidelines offer a more
While lift-based skiing and graduated approval system, where the
snowboarding will continue to requirements become increasingly
dominate the mountain resort business more complex and demanding as the
– at least for the foreseeable future -- proponent moves through the
the 21st century is revealing a whole approval stages.
new range of opportunities and
challenges for the prospective resort Today’s mountain
developer. For today’s mountain visitor is searching
visitors are searching for resort for a resort
experiences that offer a much broader experience that
spectrum of high-country activities offers a broad
than in the past. And once they’ve spectrum of high-
found a resort they like, they want to country activities.
Chapter II: Mountain Resorts 1

II.1.2 Alternative Mountain bed-unit calculation (see Section II.7.2)

Resort Models for mountain resort models that differs
from the traditional alpine skiing
It wasn’t that long ago that the model.
mountain resort business was all about
summer traffic. Whether to hike, NOTE: While developers of
climb, paint, or write – or simply to mountain resorts without lift-
bask in the clean fresh air of the high serviced access to the high country
Big White need not concern themselves with
country – the Victorians who
“invented” mountain tourism (at least those sections of the Guidelines
in its modern incarnation) had no that deal with uphill transportation
intention of travelling to the Alps and ski trails, they are still subject
to the rules that regulate base area
during the winter months. For them,
development (as per CASP and the
the mountains were a greatly
Guidelines).
appreciated refuge from the summer
heat and pollution of England’s
II.1.3 Commercial Alpine
Industrial Revolution.
Skiing Policy
Much has changed since then. But in
Mountain resorts operate on both
an interesting twist on the old déjà-vu
Crown land and private land in British
scenario, 21st century visitors are
Columbia. The Tourism and Resort
quickly rediscovering the mountains’
Development (TRD) Division of the
unique charms during the summer
Ministry of Tourism, Sport and the
months. And while it’s true that the
Arts (MTSA) administers crown land
conventional lift-serviced winter resort
operations. TRD is responsible for
model in BC is in no danger of being
implementing the Commercial Alpine
overtaken by other-season
Skiing Policy (CASP) and managing
development anytime soon, it is
mountain resort tenures.
increasingly apparent that there are
significant opportunities for creating
The approval process for mountain
alternative models with a summer
development (Commercial Alpine
theme as dominant focus.
Skiing Policy Review, Environmental
Assessment, and Community
BC has all that’s required to become a
Planning) is to be overseen by the
leader in all-season mountain resort
Executive Director of TRD. During the
development. Given the province’s
initial stages of their planning, parties
These Guidelines are natural attributes – its abundant lakes
interested in mountain resort
intended for use by and beaches, its forested slopes, and
expansion or development of new
developers and relatively accessible peaks – one can
areas are encouraged to contact the
government staff, to easily envision a thriving summer
Tourism and Resort Development
assist in the process mountain resort business here in years
Division in Kamloops for preliminary
of planning and to come. However, to be successful,
discussions.
evaluating all- these resorts require a different
seasons resort approach to planning and capacity
Crown land, under the jurisdiction of
proposals and determination. In an effort to address
TRD, can be made available for
expansions on Crown some of these new issues, the updated
community and commercial mountain
land. Guidelines have provided for a new
2 Chapter II: Mountain Resorts

development governed by the Alpine Skiing Policy, for use by

Commercial Alpine Skiing Policy the province, regional districts
(CASP). As stated in that policy: and local governments;
"The provision of Crown land • Act as a guide to prospective

for alpine skiing facilities is mountain resort developers on
intended to support the both public and private lands,
provincial goal of expansion of establishing criteria for the
employment, revenue and creation of their proposals as
recreational opportunities. well as a process from which to
Further, the strategic objectives approach development;
of CASP are:
• Provide evaluation criteria for
• To provide for orderly, rational Mountain Resort Expressions of
development and use of Crown Interest (EOI) and Development
land for commercial alpine ski Proposals, that enable
purposes; methodical review without
stifling creativity and new
• To minimize environmental approaches to development;
conflicts and encourage
continued compatible resource • Provide a methodology for
use on Crown lands; and, consideration of mountain
activities (skiing, snowboarding,
• To provide a fair return to the backcountry touring, Nordic
Crown for the use of public skiing, snowshoeing, tubing,
land." etc.) on Crown land where it is
deemed in the public interest
II.1.4 Purpose of the and meets the requirements of
Mountain Resort all provincial agencies;
Guidelines
• Ensure that these activities are
In support of the above, the Mountain the highest and best use of the
Resort Guidelines document was subject area;
designed to encourage and foster well-
balanced, environmentally sensitive • Ensure that the development is
mountain resort development that environmentally sustainable
responds to the needs and and economically viable;
expectations of the marketplace while
having a positive social and economic • Provide a process for the
impact on the community, region and creation and evaluation of
province. Mountain Resort Master Plans,
and;
In addition, the Mountain Resort
Guidelines should: • Assist in the development of
new and expanded resort
• Act as a public document to facilities within the province
complement the Commercial while recognizing that the

province’s existing resorts goals and objectives, this vision will

constitute the foundation of also act as a baseline to determine the
British Columbia’s newfound capacity of a particular site to support
success in destination tourism the proposed project. Capacities come
and should also be carefully in many forms:
nurtured.
• Environmental capacity of the
II.1.5 The Approval study area to support any
Processes development;
II.1.5.1 Overview • Comfortable Carrying Capacity

(CCC) in terms of alpine skiing
BC’s All Season Resort Policy (the facilities (as well as additional
umbrella document for the CASP) feature facilities) for all resort
states: visitors per day;
“The … Guidelines are to be used in • Balanced Resort Capacity (BRC)

conjunction with this [ASR] Policy. in terms of overall visitor
These Guidelines are intended for use numbers based on both on-
by developers and government staff, mountain and base area
to assist in the process of planning and facilities and services;
evaluating all seasons resort proposals
and expansions on Crown land.” • Seasonal Capacity in terms of all
visitors per season;
Under the Ministry of Lands, Parks
and Housing Act, the Commercial • Annual Capacity in terms of all
Alpine Skiing Policy was designed to visitors per year;
evaluate and regulate development of
mountain resorts on Crown land. • Base area capacity to meet the
Structured to work in tandem with the needs and expectations of
updated CASP, the new Guidelines mountain resort visitors;
should act as a baseline reference to
assist with planning and approval for • Highway capacity to deliver
all stages of the process. (For more customers to the resort;
details on the approval process please
consult Chapter I: Introduction) • Infrastructure capacity to
accommodate the demand for
II.1.6 Capacity, Balance and water, sewer; and power,
Once the various Impact
capacities of a • Market capacity to support the
prospective To initiate the development process, resort;
mountain resort proponents must develop and share
development have their mountain resort vision. This • Off-season development
all been brought means providing a description of the capacity to enable year round
into balance, the desired character, size, type and scale use of the resort.
physical limits to of the project they propose to build.
growth have been While defining the development’s
defined.

The challenge is to bring these development in light of distances to

capacities into a balance with one market and competition.
another. Subsequently, the economic feasibility
of the mountain resort development
For example, a particular project may can be calculated.
have a large capacity to support alpine
skiing, Nordic skiing, backcountry II.1.7 Types of Mountain
Grouse Mountain
touring and/or snowshoeing. Resorts
However, if there is insufficient
capacity in the base area to provide for Former Ski Area Guidelines listed six
the necessary staging facilities, parking types of resorts. In an effort to
and infrastructure, there is no point in simplify the new Guidelines, the
proceeding with a design for a plan number of Mountain Resort Types has
that maximizes the on-mountain been reduced to three. These are:
development potential.
1. Community Mountain Resorts
Conversely, if a site has excellent
potential for base area and resort 2. Regional Mountain Resorts
residential development, with a
capacity that far exceeds the number of 3. Destination Mountain Resorts
users the mountain’s facilities will ever
be able to comfortably accommodate, The basic features and facilities that
the BRC of the mountain facilities might be expected at each type of area
must be the determining factor in are outlined below.
defining the amount of acceptable
development for the base area. II.1.7.1 Community Mountain
Resort
Likewise, the planning and design of
“other-season” attractions at the same Typically, a Community Resort has the
resort should always be done to following criteria or features:
establish the same overall balance
between the attractions and the base or • Serves the local population.
staging facilities. All effort should be • Focused on weekend use and
made to effect efficient development local needs.
that avoids duplication and single- • No overnight accommodation.
season use.
Two current examples of community
Once the various capacities of a mountain resorts are Clearwater Ski
prospective mountain resort Club in Clearwater and Harper
development have all been brought Mountain near Kamloops.
into balance, the physical limits to Development of lodging or a “cabin
growth have been defined. This then community” would trigger the master
becomes the baseline for the planning process outlined in this
establishment of a phased document. Developments of this type
development process that, in turn, need to be tied to a larger vision in
enables the determination of the order to avoid potential problems from
resort’s capacity to support the haphazard expansion.

NOTE: Depending on circumstances

NOTE: Although technically not -- size and scale of the potential
resorts (because of the lack of on- attractions; changes to regional
site accommodation) community population bases; variations in the
areas are still governed by the same tourism marketplace -- a Regional
CASP driven development process Resort might show potential for
as are their regional and destination Destination Mountain Resort status.
counterparts. They play a vital role In that case, additional development
as “feeder areas” to their larger on the mountain and in the base
cousins and given the right area may be warranted at some
circumstances may be expanded to point in the future.
reflect true resort capabilities.
II.1.7.3 Destination Mountain
II.1.7.2 Regional Mountain Resort
Resort
The Destination Mountain resort has
The Regional Mountain Resort has the the following criteria or features:
following criteria or features:
• Serves local, regional and
• Serves both local and regional destination enthusiasts with an
populations. emphasis on catering to
destination needs and services.
• Is entirely focused on regional
use and local needs. • Offers a unique and truly
special mountain experience.
• Has a limited number of beds,
the majority of which are • Provides a wide range of tourist
privately owned, low-key facilities, given that their guests
developments (i.e. cabins and are usually there for a total
cottages as compared to hotels resort experience where lift-
and second homes). serviced skiing and
snowboarding (although still
Two current examples of regional the cornerstone activities) are no
mountain resorts are Mt. Baldy, near longer the only attractions.
Osoyoos, and Hemlock Valley near
Chilliwack. Regional Mountain • International airport within a
Resorts are subject to the same Master two to three hour drive.
Planning process outlined in the
Guidelines, although to a smaller • Significant bed base in close
degree and scale when compared to proximity to lifts and trails at
destination resorts. the resort, including publicly
available commercial beds
(approximately 40-60 percent in
close proximity to the ski lifts
and trails and other resort
amenities), private bed
subdivisions (approximately 30-

50 percent), and resident- their “vision” of the projected

restricted employee housing development. In general terms, they
(approximately 10-20 percent). should be able to answer the
following:
As of 2005, Whistler/Blackcomb, Big
White, Sun Peaks, and Fernie Alpine • Where is the planned
(and to a slightly lesser degree Silver development?
Star, Kimberley Alpine, Mt.
Washington, Red Mountain) are • What is the intended focus of Silver Star
examples of Destination Mountain the resort? Mountain Resort
Resorts in B.C.
• Does it have four season
II.1.7.4 Other Types of attributes?
Mountain Resorts
• Does it get sufficient snow to
Proposals that do not fall exactly support winter facilities and
within one of the above three sports?
classifications should still be submitted
for consideration. These could include • What type of mountain resort
specialized concepts for mountain will it be?
resort developments that have, as yet,
been unanticipated and untried in this • Is there a market for the resort?
province.
• Is it accessible?
Remote, low-density developments
serviced both by ski lifts, snowcats, • Who will benefit from the
and/or helicopters may be assessed as mountain resort development?
mountain resorts under both the
Commercial Alpine Skiing Policy and II.2.2 Preliminary Project
the Commercial Recreation Policy. Overview
An example of an “out-of-category” A conceptual overview of the

mountain resort project is Mike proposed project should be
Wiegele Helicopter Skiing’s Saddle communicated to the Province prior to
Mountain Resort development. undertaking any significant work.
As dialogue progresses, the amount of

II.2 MOUNTAIN RESORT detailed information required will
PLANNING: THE VISION increase. Therefore, the goal of these
STAGE (EXPRESSION OF initial discussions is to determine
INTEREST) whether or not there are any
immediate and obvious reasons that
II.2.1 Introduction the study area should not be
considered for mountain resort
The first stage of mountain resort development. If all early indications
planning requires proponents to define are positive, then the applicant is

invited to submit an Expression of II.2.3.2 Goals and Objectives

Interest.
The Project Goals and Objectives
II.2.3 Expression of Interest should describe, in progressively
greater detail, the prospective
As per the Commercial Alpine Skiing developer's plans for the proposed
Policy (CASP), an Expression of resort. Included in “Goals and
Interest (EOI) to develop a mountain Objectives” should be a discussion on
resort on Crown land should be the scale, size and type of mountain
submitted to Tourism and Resort resort along with a preliminary idea of
Development Division for market niche and environmental
consideration. The Expression of impact.
Interest should effectively describe the
applicant's Vision for the proposed II.2.3.3 Study Area Mapping
Example of BC TRIM
Study Area Mapping project. The following describes the
type of content that defines the Vision
In order to properly evaluate the
and would be expected in the EOI.
development potential of a prospective
mountain resort site, topographic,
II.2.3.1 Project Introduction planimetric and cadastral mapping of
the study area must be utilized. The
At this early stage of planning, all more detailed and accurate the
aspects of the project should be mapping, the more representative the
described in a fashion that plans will be to reality.
demonstrates a solid knowledge of the
site and its application to the intended At the very least, BCGS topographic
use. The preliminary overview should mapping at a scale of 1:20,000 with a
introduce the Province to the proposed 20 meter contour interval should be
development and should answer such utilized. Although such mapping is
questions as: very coarse in detail, it is of sufficient
quality to complete all preliminary
• What is the vision for the inventory, analysis and planning.
proposed resort? Given that this mapping is readily
available for all of British Columbia, it
• Where is the project located? is a relatively easy and inexpensive
way for proponents to explore and
• What does the proponent wish communicate the preliminary aspects
to do there? of their mountain resort development
vision.
• What is the basic size and scale
of the project? It should be noted that although
slightly more expensive, this same
• How does it fit into the mapping is available in digital format
region/the province as a of BC TRIM mapping (see
development project? http://www.landdata.gov.bc.ca/ or
http://srmwww.gov.bc.ca/gis/trimco
• Who is the proponent? nt/), thus enabling preliminary studies

to be easily and accurately completed • Review accessibility. A

utilizing computer analysis. prospective mountain resort
development should have
II.2.3.4 Preliminary Site reasonably good road access to
Inventory and the staging point;
Analysis
NOTE: All development and
Once the mapping is in place, a improvements of access roads must
preliminary site inventory and ultimately be designed to meet
public winter use standards and is
analysis must be completed to
the responsibility of the proponent.
illustrate and define the following (see
section II.3.8.1 and II.3.8.2):
• Slope Analysis by skier skill
classification breakdown;
• Delineate study area;
• Elevation Analysis;
• Delineate proposed Controlled
Recreation Area (CRA)
• Aspect Analysis;
Although each CRA is resort specific,
it should include all of the mountain • Fall Line Analysis;
and base area terrain necessary to
establish and achieve the resort vision. • Skiing Potential Analysis;
At this preliminary stage, the CRA
should also encompass appropriate • Climate/Snowpack Analysis (to
environmental protection areas and prove that skiing is possible
visual buffer zones. both with natural snow and
augmented with man-made
However, it should be noted that the snow for at least 120 days a
lands being proposed for the CRA will year.)
be subject to in-depth, inter-agency
and First Nations review. The larger Note: Ski Resort Development Rule
the CRA, the more complex the #1: Never build a ski resort where
approvals. there is no snow.
• Delineate legal boundaries; • Base Area Potential Analysis;
• Delineate and describe existing • Preliminary Environmental

use; commentary, and possible
environmental constraints;
• Delineate and describe adjacent
land use; and:
• First Nations site specific issues
• Research existing tenures, land (if available).
claims and proposed uses with
the applicable Ministry;

II.2.3.5 Opportunities and recommended that pictures, facts and

Constraints Plan figures from those resorts be used to
help support the proponents’
The Opportunities and Constraints description of the concept.
Plan summarizes all of the
development issues as they relate to II.2.3.7 Preliminary Market
the study area's potential to support Commentary
the resort vision, goals and objectives.
A preliminary discussion of market
II.2.3.6 Preliminary Concept forces should be completed to address
the following:
Preliminary Concept –
Mt Baldy Moving logically from the
Opportunities and Constraints Plan, a • Who will the target market be
Preliminary Concept, describing the (for both winter and summer
prospective mountain resort use)?
development, should be delineated on
base maps. • Where is the market located for
the proposed mountain resort?
This concept (or concepts), should
relate directly to the resort type • What portion of the market will
defined in the first section. A be comprised of day use?
discussion on the size and scale of the
development should include an • What portion of the market will
indication of the site’s capability to be destination oriented?
support all on-mountain activities (i.e.
alpine skiing, Nordic skiing, • Who is the competition?
snowshoeing, tubing, etc.). The
capacity of the attractions should This should be in the form of a basic
match the capacity of the base area to commentary, not a detailed market
act as a staging complement to those analysis.
activities. The objective here is to
provide an order of magnitude for the II.2.4 Review and Referral
number of visitors the proposed
development can accommodate per Once submitted, the Expression of
day, in balanced and well-integrated Interest will be reviewed by the
fashion. Province and then referred to other
agencies, First Nations and local
Note: Further, an initial commentary government. Typically, such a review
regarding the ability to provide the will take 30 to 60 days to complete. If
resort with necessary infrastructure the project is determined to be
(water, sewer and power) should be unworkable at this time, the applicant
included here. will be so advised, and discouraged
from continuing with that particular
Finally, if there are similar resorts that concept. However, if the review is
can be cited as examples of what the positive, TRD Division will undertake
developer envisions, it is the following:

II.2.6 Preliminary Evaluation

1. Obtain status clearance (i.e. of Expressions of
determine any conflicts with Interest
other tenure-holders, confirm
ownership of land and any Government Decision
prior rights on the land, etc.);
► Point in the Process
2. Designate the area under The Province will administer all Artists Rendering of
Section 13 of the Land Act as a Expressions of Interest. An evaluation Fernie Alpine Village
Designated Use Area, subject will be completed and a decision will
to regular 5-year review; be made to approve one of the
submissions. MTSA and the TRD
3. Appraise the land value and Division reserves the right to request
improvements (if any), additional information or studies that
would usually be required in the
4. Request the Ministry of Concept Stage in order to accurately
Energy, Mines and Petroleum evaluate multiple EOI’s. A single
Resources to establish a submission will be selected at this
Staking Reserve over the point by TRD and the successful
proposed Controlled proponent will be invited to submit a
Recreation Area. Formal Proposal to generate a
mountain resort development concept.
This will effectively remove the land The expected content of a Mountain
from consideration for purposes other Resort Development Proposal is
than mountain resort development described in Section II.3 of the
while an Expression of Interest is Mountain Resort Guidelines.
under review.
II.2.5 Additional
II.3 MOUNTAIN RESORT
Expressions of PLANNING: THE CONCEPT
Interest STAGE (THE PROPOSAL)
Following a positive review, the II.3.1 Introduction

Province may advertise for additional
Expressions of Interest and to solicit The Concept Stage of Mountain Resort
public comments as part of the All Planning takes the preliminary
Season Resort Policy. The notification concepts developed in the Vision Stage
to the public will be released in the to a much higher level of detail. The
region of the intended application. A following describes the basic content
wider release will be made if the expected from submissions
apparent size of the project and responding to a formal proposal call to
proposed market warrants it. Over the develop a mountain resort (regardless
course of the next 30 days, other of the size, scale or type).
parties will be given the opportunity
to submit additional EOI’s.

II.3.2 Request for a Proposal II.3.3 Project Overview
The formal proposal holds: The overall project intent should be

described, touching on the basics that
• The issues pertaining to the will be found within the submission.
project’s ability to satisfactorily
adhere to the physical, II.3.4 Project Vision, Goals
environmental, social and and Objectives
economic realities that define a
successful mountain resort The preliminary vision, goals and
development. objectives outlined in the Expression of
Interest should be refined to include
• Development concepts for the more specific details, recognizing the
mountain and base area lands; opportunities and constraints
identified in the preliminary reviews.
• Phased development and
implementation concepts; II.3.5 Site Mapping
• A discussion of the In order to properly analyse the study

environmental impacts created area, the proponent must utilize
by the development concept, appropriate topographic mapping. At
and remedial measures; this stage, a 20-metre contour interval
map base will still suffice.
• A discussion of the economic
and social impacts, land use NOTE: If the project proceeds to the
issues and proposed methods Resort Master Plan Stage,
for resolution of conflicts; topographic mapping of the
mountain and the base area will be
required with a 5 metre contour
• A preliminary servicing
interval and a 1 metre contour
infrastructure (power sewer and interval respectively.
water) feasibility plan;
II.3.6 Site Inventory
• A preliminary economic
proforma (cash flow projections
The site inventory is the collation of all
and development cost
information about the entire study
estimates);
area and the adjacent lands. Tied
directly to the site mapping, the
• A market analysis; existing physical character of the land,
its current use, and its zoned or
• A summary of ownership and proposed use should be fully
management structure in a described and illustrated. The site
detailed prospectus; inventory must illustrate built
structures, historic sites, roads,
• Evidence of the applicant’s vegetation, streams, water bodies,
financial capability to complete power lines, etc. In addition, all
the master planning and property and legal boundaries must be
approval process.

attached to the site mapping. Finally, development’s vision, goals and

all existing use tenures for the study objectives. The analysis should be
area and adjacent lands should be broken into two basic components:
researched and mapped.
1. The Mountain Development
II.3.7 Environmental Analysis – focused on the skiing
Inventory and/or the mountain facilities
development component.
The environmental inventory is
intended to illustrate the study area’s 2. The Base/Village Development
biophysical attributes as a means of Analysis – focused on the staging area
defining development opportunities and/or base / village area component
and constraints. Tied directly to the
site mapping and coinciding with the NOTE: Because the mountain and
site inventory, this should include both its attributes define the attraction,
a graphic and verbal discussion that the mountain development analysis
identifies, quantifies, and delineates should lead to the identification and
the specific existing environmental definition of the base area to be
components and impact issues that analysed. Remember: the base area
will affect potential future use. The always complements the
mountain’s layout and attractions,
environmental inventory should
not the reverse.
provide commentary on (but not be
restricted to) the following:
II.3.8.1 Mountain
• Water features (rivers, creeks, Development
lakes, ponds, wetlands) and Analysis
associated riparian areas and
setbacks The objective of the Mountain
Development Analysis is to identify
• Vegetation (rare and the full potential of the entire study
endangered species) area to accommodate the development
of a resort such that the best activities
• Wildlife (rare and endangered mix -- including winter use (skiing,
species, habitat areas, wildlife snowboarding, Nordic skiing,
corridors etc.) backcountry touring, tubing, etc) and
summer use (mountain biking, hiking,
• Geotechnical (generalized wildlife viewing etc) -- will be
considerations) established while also recognizing the
need to ensure that sufficient land is
• Scenic and Natural Features. preserved for support facilities (arrival
roads, visitor drop-off zones, parking,
II.3.8 Site Analysis base lodges, village development, etc.).
The analyses, to be completed on an
All of the data assembled during the appropriate map base, should include
Site and Environmental Inventories the following:
should be applied to a detailed
analysis that relates directly to the

1. Existing Conditions
2. Elevation Analysis
3. Slope Analysis
4. Fall line Analysis
5. Aspect Analysis
6. Climate Analysis
7. Existing Environmental
Conditions
8. Development Regulations
9. Adjacent Land Use
10. Mountain Opportunities and
Constraints Plan
These are described in detail on the

following pages.
1. Existing Conditions:
A delineation of all planimetric

features and cadastral information of
the study area and adjacent lands
2. Elevation Analysis:
An illustration of the relative

elevations within the Study Area,
identifying potential land parcels of
similar heights and the general flows
of the land connecting those parcels.

3. Slope Analysis:
An evaluation of the topography of the

Study Area in terms of the limits of the
basic skier/snowboarder skill
classifications (beginner, intermediate
and expert) and of the site’s ability to
accommodate ski facility development.
The following breakdown generally
applies:
0 - 8% Too flat for skiing/good for base area development
8 - 25% Beginner/Novice
25 - 45% Intermediate
45 - 80% Advanced/Expert
80 -100% Extreme Skiing / Areas of considerable hazard
+100% Too steep for normal skiing/potential avalanche
4. Fall-Line Analysis:
An evaluation of the mountain terrain

in terms of the natural fall-line. The
fall-line is the path an object takes as it
moves down a slope perpendicular to
the contour lines. Fall-line skiing
provides for the natural flow of skiers of →
all ability levels, from the top of the Flow
Lines
mountain to the base areas.
Consistency of fall-line provides the
best recreational skiing experience with
the least amount of environmental
disruption due to minimal earth-
moving requirements during ski trail
construction.

5. Aspect Analysis:
The slopes of the Study Area should be

inventoried, in terms of their
orientation to the directions of the
compass and their sun/shade
relationship to the surrounding
landscape. This will define areas of the
mountain and the base lands that can
be rated as ideal for development
(avoiding areas that are too "hot" for
reliable snow retention on ski trails or
too "cold" for the comfortable outdoor
participation of activities in the base
areas).
6. Climate Analysis:
Climatologic information of the site

(temperature profiles, wind direction,
wind strength, total precipitation,
snowpack, percentage of clear days,
etc.) must be analyzed with an eye to its
impact on mountain resort
development.
7. Existing Environmental Conditions:
An evaluation of the environmental

conditions of the site, as they relate to
the potential for mountain resort
development. The purpose of this is to
illustrate any environmental attributes
that should be incorporated into the
detailed “attractions-planning” of the
resort. Conversely, any environmental
constraints that may alienate or restrict
the development of the resort need to be
identified as well.

8. Development Regulations:
A review (and if applicable a

delineation on a Study Area Map), of
all development jurisdictions (i.e.
Crown land, local government,
regional district) and approving bodies
whose regulations will come into play
(i.e. zoning, setbacks, environmental
assessments, etc.).
9. Adjacent Land Use:
Adjacent land use, existing and

proposed, must be analyzed in order
to assess its compatibility with the
proposed resort development. This
will help identify and potentially
mitigate any problems that may
negatively impact the resort's
development approval,
implementation and ultimate success.
10. Mountain Opportunities and

Constraints Plan:
Once complete, all of the key points

of each of the analyses should be
summarized and presented as a Plan
that responds to, and reflects, the
project’s goals and objectives. This
will delineate the gross areas
compatible with mountain resort
development and base area/village
development. It should act as the
basis for determining the Base Lands
Development Area and the Mountain
Development Program.

II.3.8.2 Base / Village

Development
Analysis
The completed Mountain

Development Analysis should clearly
identify areas that appear to be
compatible with base area
development. Subsequently, these
areas should be analysed in greater
detail to ensure that they are of a size
and scale necessary to support the
potential development of on-
mountain facilities. Utilizing an
appropriate map base, the
Base/Village Development Analysis
should illustrate the capability of the
proposed base lands to establish a
functional balance with its on-
mountain facilities (lifts, trails, etc). It
must also provide clear directions on
the ability of the lands to
accommodate the project’s specific
development goals and objectives (i.e.
village development, residential
subdivision, golf course development,
year round attractions, etc.)
The base lands analyses should

include:
1. Existing Conditions
2. Base Lands Slope Analysis
3. Existing Environmental
Conditions
4. Development Regulations
5. Base Lands Opportunities and
Constraints Plan
These are described in more detail on

the following pages.

1. Existing Conditions:
A delineation of all planimetric

features and cadastral information of
the study area and adjacent lands.
2. Base Lands Slope Analysis:
An evaluation of the base lands

topography in terms of slope gradient,
which determines its ability to support
base area facilities, village
development, auxiliary facilities, and
residential development. Typically,
the slope gradients for base area
development are broken into
categories up to a maximum of 40%
slope as follows:
0 - 10% Capable of accommodating all types of base area development

with limited grading. Typically identifying parking potential as
well as lands that may be wet and environmentally sensitive to
development.
10 - 20% Lands that will require some grading to accommodate
development. Upper limits to base area/village development.
20 - 30% Upper limits to multifamily development with grading.
30 - 40% Upper limits to conventional single-family development.
40%+ Generally too steep for development. However, dependent on
reasonable access and geotechnical considerations, some
development possible.
Chapter II: Mountain Resorts

19
3. Existing Environmental Conditions:
A description of environmental
features in the base lands that should
be carefully taken into account,
preserved or mitigated in the
development plan.
4. Development Regulations:
A review (and if applicable a

delineation on a Study Area Map), of
all development jurisdictions (i.e.
Crown land, local government,
regional district) and approving
bodies whose regulations will come
into play (i.e. zoning, setbacks,
environmental assessments, civil
engineering guidelines etc.).
5. Base Lands Opportunities and

Constraints Plan:
The Base Area Analyses should be

summarized and presented as an Legend
Opportunity and Constraints Plan that Riparian
fully responds to the development’s Views
goals and objectives. <10%Slope

II.3.9 Mountain Resort The Mountain Development Concept

Concept should define the following:
The Mountain Resort Concept should • Ski Lift Alignment and

be the logical product of the various Terminal Sites
analyses. Typically, the inflexible • Ski Trails and Slopes
nature of a mountain determines the • Skier Skill Classes
best configuration of ski lifts and trails. • Snowboarding
This in turn defines where the base • Ski Trail Capacity
area facilities generally must be • Vertical Demand
located. As with the analyses, the • Weighted Vertical Demand
Mountain Resort Concept naturally • Comfortable Carrying Capacity
breaks into two primary components:
• Balanced Resort Capacity
the Mountain Concept and the
Base/Village Concept.
II.4.2 Ski Alignment and
Terminal Site
II.4 THE MOUNTAIN CONCEPT
PLAN The alignment of the ski lifts
connecting the upper and lower
terminal points should be identified in
II.4.1 Introduction
such a way that they take maximum
To date, alpine skiing facilities have advantage of the terrain. As well, they
generally dominated as the primary should be tied to a system of ski trails
attraction at mountain resorts. As this that result in a complete area
is typically the highest density use in interconnection. Ski lifts should be
the mountains, this section of the placed to serve available ski terrain in
Guidelines focuses on the facilities the most efficient manner, while
required for alpine skiing. considering the following factors:
(Developers who aren’t contemplating
building lifts at their mountain resort • The downhill capacity of trails;
can skip this section.)
• The prevailing storm and wind
NOTE: For the purposes of these conditions;
Guidelines, “alpine skiing” refers
both to downhill skiing and • Staging time;
snowboarding.
• Repeat skiing and access
In designing a successful alpine skiing requirements;
resort, the concept plans for the
mountain must carefully balance the • Interconnection between other
alignment of the lifts with the trails lifts and ski trails;
that serve those lifts in such a way that
the uphill capacity of the ski lifts • Circulation and milling areas,
matches the downhill capacity of the lift line mazes and lift-loading
trails.

21
space requirements for lower beginner/novice skier facilities,

ski lift terminals; 50% to 60% for intermediate
skiers and 20% to 30% for
• Circulation and milling areas, advanced/expert skiers;
off-loading and downloading
space requirements for upper • Ski trail widths should vary
ski lift terminals; depending on topographic
conditions and the calibre of
• Gradients in the queuing areas skiers they are intended for;
of the lower lift terminal to
achieve maximum lift loading • Ski trails should be classified
efficiencies; using the steepest 100-metre
lineal section as the indicator.
• Gradients of the off-load ramps For example a trail may be
from the upper terminal to largely within the acceptable
effect a smooth transition to the grades for novice skiers, but a
pre-skiing prep area. 100-metre length at gradients
matching intermediate level
II.4.3 Ski Trails and Slopes would require that the entire
trail be rated as intermediate;
The sport of skiing has continually
evolved with advancements in • A lower classification ski trail
equipment. Such changes as the should never be accessed by a
introduction of shorter shaped skis has higher classification trail (for
enabled skiers to access steeper and example: first-time skiers cannot
previously un-skiable terrain. Further, use a beginner trail if that trail
the pursuit of powder snow has can only be accessed from more
impacted on the design and operation advanced terrain);
of ski areas. That said, the ski trail
design should focus on the following: • Ski trail networks must
minimize cross-traffic
• The natural configuration of the circulation, bottlenecks and
land should be utilized to its convergence zones, which
greatest potential in order to might result in skier congestion
support the optimum capacity and/or accidents;
of the site while creating a
pleasurable skiing experience; • Run widths and trail location
should consider wind exposure.
• The range of skiing available It is preferable to have runs
on-mountain, should match the built at right angles to the
mix of skiers generally found prevailing wind;
within the British Columbian
marketplace. Typically the • North, northeast and east-facing
breakdown of trails should slopes generally offer the best
provide approximately 15%- snow conditions for skiing;
20% of the terrain for

• The snow on steep, south to where, much like at a skateboard park,

southwest facing sun-exposed the freestyle snowboarders (now
trails will deteriorate faster, and joined by freestyle skiers) will gather
generally be more difficult to at specialized, on-mountain facilities
maintain, than trails with more such as terrain parks and halfpipes to
northerly and protected do tricks and jumps. The freeriding
orientations; and alpine snowboarders utilize the
ski trails and off-piste areas of the
• Skiable connections (at mountain in a fashion similar to skiers.
gradients never less than 10% The skill class breakdown of freeriding
slope) should be created to link and alpine snowboarders on the
the mountain’s lift and trail mountain equates to the same
systems, such that low breakdown found within the skier
intermediate population.
skiers/snowboarders are able to
comfortably circulate II.4.5 Ski Trail Capacity
throughout the ski area in a
timely manner; Ski trail capacity is a function of the
acceptable density of users per hectare,
• Consideration should be given rated by skier-skill class. Typically,
to the use of varying densities of the range of acceptable densities for
glading between ski trails to ski trails by skill class is as follows:
offer a greater range of skier
experiences. Glading is Table 1: Ski Trail Capacities
strongly recommended at Skill Class Acceptable Density
destination resorts;
Beginner 35 – 75 /ha
• All ski trails and slopes must Novice 30 – 60 /ha

consider avalanche hazards Low Intermediate 20 – 40 /ha
(areas that are avalanche-prone
Intermediate 15 – 30 /ha
should be avoided and/or
carefully controlled) carefully Advanced Intermediate 10 – 20 /ha
controlled). Alpine skiing
Expert 5 – 10 /ha
facilities at Community and
Regional Resorts should be Destination ↔ Day Use
designed to avoid any
avalanche prone areas, as the A resort that caters to destination
cost of control is prohibitively guests should strive to achieve trail
expensive for small operations. densities at the lower end of the
spectrum, whereas resorts catering to
II.4.4 Snowboarding regional and / or local guests may
expect to achieve higher trail densities
Although the sport continues to recognizing that as densities increase,
evolve, there are three basic types of they are offering a progressively less
snowboarding: freestyle, freeriding, acceptable skier experience.
and alpine. Freestyle snowboarding
has been equated to skateboarding

23
The acceptable density of skiers on Note: Ski trail capacity is

gladed trails is generally 15% to 30% of determined by multiplying the total
the comparable skier skill class areas of a given trail by its
depending on the spacing of the trees. acceptable density (as per the trail
skill classification). For example an
It should be noted that the preferred intermediate trail with an area of 10
and acceptable skier/rider densities hectares at a Destination Resort
could have a capacity of about 150
have decreased considerably in recent
skiers (10 ha x 15 skiers/ha). The
years (for all skill classes). The advent
ski trail capacity for the whole
of shaped skis -- combined with resort would be equal to the sum of
snowboarding’s relatively easy the calculated number of skiers for
learning curve -- has enabled a larger each ski trail
number of skiers and riders to
negotiate steeper and more II.4.6 Skier Skill Classes
adventuresome slopes sooner and with
greater control than ever before. What The skier/rider population is broken
was considered “experts-only’ terrain down into skill classes ranging from
ten years ago is now accessible to a beginner to expert. The development
much broader segment of the skiing of ski trails should generally match the
population. This has resulted in faster skill distribution bell curve, while
speeds, more congestion and a greater taking into account the acceptable
potential for collisions. In addition, densities on the trails. In British
new terrain has opened up in areas Columbia, the breakdown looks
that were traditionally too steep to ski something like this:
or ride.
Beginner 2 - 6%
The issue of what is acceptable, what is
expected, and what is desirable, Novice 11 - 15%
should be given careful consideration. Low Intermediate 18 - 22%
All destination skiers expect a low-
density skiing experience. Resorts that Intermediate 33 - 37%
wish to cater to a powder skiing Advanced 18 - 22%
experience need to keep the density
Expert 8 - 12%
even lower. Urban skiers may still be
willing to put up with higher densities
in exchange for the convenience Note: A mountain’s actual ski trail
created by ease of access -- but this too breakdown is normally a function of
is changing rapidly. the type of resort under
consideration. For example, a
community hill would typically be
skewed toward the lower end of the
skier skill class spectrum, whereas
a destination resort would favour
more advanced skiers. It is
important to note that in order for a
resort to be successful, all
classifications must be represented
and the skier skill curve respected.

Whether or not an area matches the II.4.7 Vertical Demand

skier/rider marketplace is determined
by taking the sum of all trail capacities Vertical demand is the amount of
as per their acceptable densities, vertical terrain that skiers/riders can
calculating the ratio of skiers for each be expected to ski over the course of a
skill class, and comparing it to the day (typically a six to seven hour
perceived market breakdown. For period). This figure is calculated
example, Table 3 shows an area that separately for each skill class. The
caters to an equal amount of average vertical demand has been
destination and day use visitors increasing for all skill levels and now
(middle of the range), with trails in approximates the ranges listed in
relatively good balance. Table 2.
Table 2: Vertical Demand With the advent

Skill Class Range Median of high speed
express lifts,
Beginner 500 - 1,000 m 750 m
better grooming
Novice 1,000 - 2,000 m 1,500 m and much easier-
Low Intermediate 2,000 - 3,500 m 2,750 m to-master
equipment, skiers
Intermediate 3,500 - 5,000 m 4,250 m
and riders are
Advanced Intermediate 5,000 - 7,500 m 6,250 m now able to
satisfy their
Expert 7,500 - 10,000 m 8,750 m
maximum
Majority Fixed Grip Lifts ↔ expectations for
Majority High Speed Lifts skiing within
Table 3: Skier Skill Classes shorter time
periods. This
Ability Level Skiable Trail Skier Skier
results in an
Area (Ha) Capacity Distribution Market
increasing
Beginner 3.4 187 6% 5% demand for use
Novice 12.8 576 19% 15% of the base area
and on-mountain
Low 20.2 606 20% 20%
facilities over the
Intermediate
course of the day.
Intermediate 45.5 1024 34% 35%
Advanced 33.2 498 16% 20% A destination

resort, with state
Expert 20.6 154 5% 10% of the art
Totals 135.7 3045 100% 100% grooming and High-speed lifts,
snowmaking and state of the art
a majority of grooming and
high-speed lifts will have guests with easier to master
vertical demands at the higher end of gear has
the spectrum. influenced
vertical demands.

25
Conversely guests visiting, local and of low intermediate terrain, 10 hectares

regional resorts with less grooming of intermediate terrain and 7 hectares
and more fixed grip lifts will have of advanced terrain, the number of
reduced expectations reflecting the skiers can be calculated and their
lower end of the spectrum. weighted demand to utilize the ski lift
determined as per Table 4.
A resort that has an equal number of
high speed and conventional fixed II.4.9 Alpine Skiing
grip lifts would more than likely Comfortable Carrying
experience vertical demands in the Capacity
middle of the range.
Comfortable Carrying Capacity (CCC)
II.4.8 Weighted Vertical -- as it relates to alpine skiing -- is
Demand defined as the optimum number of
skiers that can utilize the alpine skiing
The weighted vertical demand of a facilities per day such that their skiing
particular lift is determined by experience expectations are being met
calculating the ratio of the different while the integrity of the site’s physical
ability types that the ski trails and social environment is maintained.
accessing that lift will service and
adding up the sum of each. For As alpine skiing is still the dominant
example if a ski lift services 5 hectares activity at most mountain resorts, the
Table 4: Weighted Vertical Demand CCC of the alpine skiing
facilities is likely to be the
Ability Level Area Trail Percentage Vertical Weighted
(Ha) Capacity Use Demand Demand largest and most important
figure to determine. It
Low Int. 5 150 35% 2,750 962 should be considered as a
Intermediate 10 225 53% 4,250 2,250 dynamic number, taking
into account the actual
Advanced 7 52 12% 6,250 750
traffic patterns of the resort
Total 22 427 100% 3,962 throughout the day
(including pre and post
skiing activities).
Table 5: Alpine Skiing Uphill Comfortable Carrying Capacity
Furthermore, a variety of
Ski Vertical Hourly Hours of Lift Weighted CCC different issues – circulation,
Lift (M) Capacity Operation Loading Vertical staging time to remote lifts
(Skiers/hr) Efficiency Demand
and areas, multiple use-
(M/Day)
periods (i.e. night skiing),
Detach 536 2400 6 95% 4,280 1,713 egress time from remote
-able areas, the need for
Quad downloading -- must all be
Fixed 208 1800 6 85% 2,955 646 addressed when calculating
Triple the CCC.
Fixed 131 1200 6 85% 1,628 492
Double The CCC for each ski lift
and associated ski trail
Total 2,851
system is calculated as per

the following model: of ski lifts and the

circulation patterns of
Vertical Hourly Hours of the skiers),
Meters x Capacity x Operation approximately 30% to
of the Lift of the Lift of the Lift 40% of the active skiers
CCC = _________________________________________
can be on the slopes
DIVIDED BY
The Weighted Vertical Demand of the
while the remaining
ski trails associated with the lift skiers will be riding the
lifts or waiting in the lift
lines. The applied ski trail densities
The alpine skiing CCC is the sum of (See Section II.4.5) take into account
the CCC calculations for each lift and skiers at these various locations. As
trail system. such, the sum of the densities of all of
the trails represents the total SAOT of
For example, if an area has three ski the resort.
lifts that operate 6 hours per day,
servicing a variety of ski terrain, the SAOT also effectively represents the
alpine CCC of the ski area would be downhill capacity of the ski trails.
calculated as per Table 5. This number, once adjusted to take
into account site-specific issues of
The result effectively represents the circulation, should match the uphill
“uphill capacity” of alpine skiing at capacity as defined by the CCC of the
the resort (2,851). This number has to ski lifts.
be brought into balance with the
“downhill capacity” of the ski trails as For example, if a ski area that catered
defined in Section II.4.10, Skiers At to an equal amount of destination and
One Time. day use visitors (middle of density
range), had the following ski trails, the
II.4.10 Skiers At One Time SAOT of each run and the total for the
(SAOT) resort would be 1,816 (Table 6).
Table 6: Skiers At One Time (Downhill CCC) (SAOT)
“Skiers at One Time” (SAOT) is Trail Name
Skill Skiable Acceptable Skiers At
a static view of the number of
Area Densities One
skiers/riders that an area’s trails Classification
Time(SAOT)
can accommodate at any given Beginner’s Beginner 3.0 ha 55 / ha 165
time. It is determined by Ease
multiplying the area of a given
ski trail by the average slope
density (as per the ski trail skill Intermediate Low 34.0 ha 22.5 / ha 765
Alley Intermediate
classifications and the resort
type).
Advanced Advanced 52.5 ha 15 / ha 788
Forest
The Acceptable Slope Density
figures represent the number of No Sense - Expert 13.0 ha 7.5 / ha 98
skiers actually on the ski trails. No Feeling
At a well balanced skiing
1,816
facility, (depending on the type Total SAOT

27
site’s physical and sociological

II.4.11 Balanced Resort environment is maintained on a year-
Capacity round basis.
In today’s competitive tourism market, This number functions as the baseline

it is becoming increasingly necessary figure for annual capacity potential,
for resort developers to provide a rates of utilization as well as all
variety of on-mountain activities that development and market projections
complement – and enhance -- the for the resort on a seasonal basis.
proposed area’s alpine skiing product.
Whether a developer plans to build Most importantly, the BRC becomes
Nordic ski trails, tubing hills, or self- the cornerstone to defining the
propelled access to backcountry appropriate amount of base area
terrain, the capacity of each additional facilities (built space, infrastructure,
facility must be determined and added parking, bed units, etc) to be
in a cumulative fashion to determine established at the resort.
the total carrying capacity of the resort.
NOTE: The cumulative capacity for
The concept of carrying capacity must a summer-focused mountain resort
incorporate and achieve a sense of is calculated in the same way: by
balanced use of the land, without adding together the different
overwhelming the site’s physical capacities of each of the activities
limitations. Likewise the perceived (such as golf, mountain biking, spa,
experience offered must be integrated tennis, etc.) The cumulative
into the determination of capacity. capacity of a proposed resort
That is, the expectations of the target cannot be calculated on a multi-
seasonal basis. In other words, the
market must be taken into account.
capacity of summer facilities cannot
be added to the capacity of winter
Just as there are limits to growth in facilities to get a total…it doesn’t
terms of the actual size that an work that way.
attraction can reach before it
compromises the environmental II.4.12 Capacity of Other
integrity of the site, there are points Facilities and
where the numbers of users or the mix Attractions
of user types compromises the quality
of experience that a resort offers – to Whether designed for summer or
its own detriment. Again, a balance winter visitors, the facilities developed
must be determined and adhered to. for specific activities at a mountain
The objective is to calculate a resort each have an optimum user
“balanced resort capacity”. number. The following provides a
broad-line guide to some of the
As such, the definition of the Balanced principal non lift-serviced skiing
Resort Capacity (BRC) is the optimum activities now found at major
number of visitors that can utilize a mountain resorts around the world.
resort’s facilities per day in such a way (This list is constantly growing and
that their recreational expectations are changing and should be adjusted
being met while the integrity of the accordingly.) The facilities listed are

divided into winter and summer • Bungee Jumping

specific activities. • Alpine Slide
• Rock Wall Climbing
Winter: • Trapeze
• Interpretive Centre
• Snowcat Skiing
• Heli-skiing The capacity of each of these types of
• Nordic trails facilities has to be determined in terms
• Tubing of the total number of visitors over the
• Backcountry course of the day in order to be
• Paragliding applied to the BRC calculation.
• Snowshoeing
• Snowmobile II.4.13 BRC Calculation
• Water Park Example
• Spa
• Ice Skating The calculation of Balanced Resort
• Village Core (restaurants, Capacity is a function of the primary
shopping, convention facilities) seasonal orientation of the resort
development. The following
Summer: illustrates examples of mountain resort
developments and the associated BRC
All Day Use Facilities calculations.
• Daily Mountain top events
• Village Core (restaurants, II.4.13.1 The Ski Resort
shopping, people watching,
convention facilities, etc.) In the case of a mountain resort
• Golf Course (eighteen hole, primarily oriented to lift serviced
driving range, golf academy) alpine skiing, the uphill capacity (CCC
• Lift Serviced Mountain Biking of the ski lifts) balanced to the
• Cross-country Mountain Biking downhill capacity of the ski trails
• Hiking (SAOT adjusted to take in account site
• Beach specific issues of circulation) is the
• White-water Kayaking capacity of the alpine skiing facilities.
• Water Park The addition of the capacities of other
• Spa facilities utilized during the winter Most importantly,
equates to the total BRC of the resort. the BRC becomes
• Windsurfing
This capacity must balance with the the cornerstone
• Surfing
resort staging and support facilities to defining the
• Fishing
and accommodation that are appropriate amount
• Rock Climbing
developed in the base area. of base area
• Motorized Touring
facilities (built
• Swimming space,
Consider a resort where the alpine
skiing facilities have a CCC of 6,600 infrastructure,
Short Term Use Facilities
skiers per day. In addition, the same parking, bed units,
• Site seeing / gondola etc) to be
resort has the ability to attract another
• Driving Range established at the
250 cross-country skiers per day
• Zip Line resort.

29
because of their Nordic skiing facility. summer facilities included 300 golfers;
Finally, they have developed a unique 300 water park / spa goers; 600 lift-
water park / spa that is so special, serviced mountain bikers; 550 cross-
another 250 guests come to the resort country mountain bikers; 150 rock
to exclusively use this facility. While climbers; 2,000 shoppers/restaurant
there is undoubtedly some crossover goers; 100 windsurfers; 200 beach
use between facilities, the BRC, as the goers; 50 kayakers; 250 hikers; 200 Zip
calculated cumulative total of those liners; 200 motorized tourers; 100
three primary facilities, is 7,100 resort fishers; and, 600 short term facilities
visitors per day. patrons totalling 5,700 guests per day.
This was still 1,400 shy of matching the
This number then becomes the “winter” BRC. As such, there is no
foundation number to determine the justification to establish more real
appropriate amount of development in estate.
the base area in terms of space use
requirements (Section II.5). Further, Understanding this, our developer
the BRC is of particular importance in proceeds to develop the planned
the case of determining the summer facilities, in order to fill the
appropriate number of bed units and accommodation that is already in
associated overnight accommodation place. As time goes on, new summer
to be developed. Given this activities are searched out and added
calculation, our prudent developer ultimately adding the other 1,400
establishes enough accommodation in summer guests to bring the resort into
the form of real estate and publicly perfect balance.
available beds to satisfy the needs of
his winter visitors (as determined by At first glance this seems like a fairly
the bed unit model (Section II.7). extreme example but it reinforces the
Table 7: BRC Example
That done, the developer, wanting to Summer Winter
establish a year-round presence, Use CCC Use CCC
wishes to create a series of summer Golf 300 Lift Serviced Skiing 6,600
Spa / Water 300 Nordic 250
oriented facilities. However, as much Park Skiing
sense as this makes in terms of Mountain 600 Spa 250
establishing and maintaining a Biking (lift
balanced year round presence, the accessed)
Mountain 550
strategy of developing more real estate Biking
to pay for the facilities is only Rock 150
warranted if the “summer” BRC Climbing
Convention 100
exceeds the “winter” BRC. Zip Line 200
Shopping 2,000
In this case, the likelihood of this Motorized 200
Tourers
occurring is remote. In an effort to Fishers 100
determine if it were possible, our Hikers 250
Ideally, the developer liberally added up all of the Beach Goers 200
Windsurfers 100
winter BRC will perceived summer opportunities that Kayakers 50
equal the the resort could conceivably offer. The Short Term 600
summer BRC potential cumulative capacity of the Facilities
Total 5,700 Total 7,100

BRC = 7,100

need to understand that there are This then would bring the total BRC to
limits to growth and that a balanced 300 guests per day. In the winter, say
approach must be embraced to ensure the resort replaces the golf and heli-
that the quality of the resort is not hiking with 100 heli-skiers; and
compromised by over development. mountain biking is replaced with 50
Nordic skiing / backcountry /
Table 7 illustrates the example of BRC snowshoeing guests. It maintains the
in tabular form where alpine skiing in 50 convention and retreat guests as
winter is the primary activity well as the 50 spa guests. Like the
associated with the resort. summer, the winter BRC is 300 guests
per day. The resort has achieved year
II.4.13.2 The “Non-Ski Area” round balance. This balanced all-
Mountain Resort season resort could then develop a
complementary amount of support,
The BRC of a mountain resort that is staging and accommodation to round
focused on activities and facilities out its offering.
other than lift serviced skiing is the
cumulative total of the facility Table 8 outlines a resort where the
capacities. Unlike the dense land use primary activity is not alpine skiing in
that lift serviced ski resorts are able to winter.
justify, the non-ski area mountain
resort will be a relatively low-density NOTE: As a simple comparison of
development. As an example, a high- mountain capacities, an all-season
end mountain resort that is focused on resort that has a lift serviced
capacity of 25,000 skiers per day
a variety of backcountry mountain
would need the equivalent of 20
facilities and programmed activities, eighteen hole golf courses in the
combined with a mix of retreat summer to be in balance.
facilities and sport facilities could
include the following with its
associated “summer” daily capacities: II.5 THE BASE/VILLAGE
50 heli-hikers; 50 spa patrons; 50 cross-
country mountain bikers; 50
DEVELOPMENT CONCEPT
convention attendees, and; 100 golfers.
II.5.1 Introduction
Table 8: Non-Ski BRC Example
Summer Winter Regardless of its type, a mountain
Use CCC Use CCC resort’s base area should be
Golf 100 Heli Skiing 100 designed to cater to the needs of
Spa 50 Convention / 50
Retreat all visitors/skiers/snowboarders
Heli Hiking 50 Nordic / 50 throughout the day from the time
Backcountry / of their arrival to their point of
Snowshoeing
Mountain 50 Spa 100 departure. All facilities in the
Biking base (buildings, parking,
Convention / 50 maintenance, infrastructure, etc.)
Retreat
should be designed in balance
Total 300 300 with the BRC of the mountain
BRC=300 facilities. Within the context of the

31
type of mountain resort developed,

careful consideration must be given to As per the Commercial Alpine Skiing
the base area design and layout as it Policy, a Community Resort is
relates to the following: classified as a Type 1 Alpine Ski
Operation and would contain no
• Integration with the mountain overnight accommodation.
• Relationship to the ski lifts and
trails (ski to/ski from) II.5.2.2 Regional Mountain
• Relationship to staging locations Resort
of other activities
• Relationship to existing A Regional Mountain Resort typically
communities services a larger district than its
• Skier walking distance Community counterpart. The base
• Additional facilities area facilities feature a day lodge(s),
Blackcomb Base • Additional guests associated parking lots, and
• Space use requirements maintenance facilities.
• Parking capacity
• Staging capacity The day lodge facilities typically
• Overnight accommodation include restaurant/food service space,
capacity kitchen, bar/lounge, rest rooms, ski
• Employee housing capacity patrol/first aid, retail, tickets,
• Balance of facilities administration, public lockers, day
• Infrastructure (water, sewer, care, ski school, and equipment rental
power and roads) capacity. and repair.
II.5.2 Base Area Residential and second home/cottage

Development by Type accommodation may be considered for
of Mountain Resort development if demand for on-
mountain housing can be
II.5.2.1 Community Mountain demonstrated. All effort should be
Resort made to establish these developments
within a reasonable walking distance
of the lifts and/or within easy skiing
The base area of a Community
distance of the trails. Depending on
Mountain Resort typically features a
the size and scale of the overnight
simple layout that includes a day
accommodations, there may be a need
lodge, maintenance area and
to operate some limited facilities (i.e.
associated parking lot. The day lodge
restaurant and retail) for non-skiing
facilities should include a
times.
restaurant/cafeteria/meeting place,
rest rooms, ski patrol/first aid,
Maintenance facilities should house
tickets/administration, ski school and
the mountain operations office, staff
equipment rental. The mountain
lockers, storage areas, grooming
operations office, staff lockers,
equipment, etc. They should be
maintenance shop, storage areas,
established such that they do not
grooming equipment, etc. are usually
interfere with the skiing experience
housed in the maintenance building.
being offered and should take into

account the impact that the Overnight accommodation in a

maintenance area might have on the destination resort will typically feature
residential developments – in terms of hotels, condotels, lodges, multi-family
visual aesthetics and operations noise developments (condominiums,
(i.e. night grooming, snowmaking, apartments, townhouses, etc.) and
etc.) single family developments but may
also include other types of
Blackcomb Base
II.5.2.3 Destination Mountain development (pensions, bed and
Resort breakfasts, recreation
vehicle/campgrounds, hostels, etc.), as
The typical base area facilities for a applicable. Effort should be made to
Destination Mountain Resort are very establish all of the publicly available
similar to those of a Regional Resort, accommodation within a reasonable
differing only in the increased size and walking distance of the ski lifts or
scale of the development. The within skiing distance to and from the
expanded emphasis is on facilities ski lifts and trails.
catering to destination guests, a higher
percentage of publicly available or, NOTE: This “ski to/ski from” feature
warm beds, and the inclusion of is one of BC’s greatest
housing for residents and employees. differentiators on the global
mountain resort scene and should
be encouraged at every turn.
The day-use, base lodge facilities will
often be integrated into a
Maintenance facilities should house
comprehensive village-like layout that
mountain operations, staff lockers,
includes built space for
storage areas, grooming equipment,
restaurant/food service, kitchen,
snowmaking equipment, etc.
bar/lounge, rest rooms, ski patrol/first
Typically they need both road access
aid, retail outlets, tickets,
and snow access to function efficiently.
administration, public lockers, day
At the same time, the maintenance
care, ski school, and equipment rental
facilities should be established such
and repair.
that they do not interfere with the
skiing experience being offered and
These facilities will normally also be
should take into account the impact
designed to cater to the pre- and post-
that they might have on the ambiance
skiing activities of destination guests
of the resort and the experience offered
and residents. As such, they should
at overnight accommodation
include restaurants, retail, specialized
developments.
guest services, seminar/convention
facilities, specialized recreation
facilities, as well as additional
complementary facilities catering to
the permanent residents such as office
space, community services,
government agencies, light industrial
development, etc.

33
II.5.3 Relationship of Base Note: It can’t be stressed enough

Area to Mountain how important it is for the base
Facilities facilities -- while providing for the
desired character and aesthetics of
Particular consideration must be given the resort – be structured in a
to the relationship of a base area to its logical fashion so as to function
mountain facilities. In the case of conveniently throughout the
Village Master Plan, Fernie duration of a visitor’s visit.
alpine skiing, skiers should be able to
gravitate naturally from the village
The orientation of structures should be
and residential base areas to the
placed to take advantage of the natural
mountain facilities, allowing
attributes of the site, (framing specific
convenient access to any of the ski lift
vistas and views, positioning building
systems originating in the mountain
heights and roof lines for solar access
staging areas. Likewise, they should
and complementing all natural
easily be able to return to their points
features) while respecting the
of origin.
environment and mitigating any
negative impact. Generally, service
The base area facilities of a resort act as
functions should be located in areas of
the focal point for social and
low visibility and away from noise-
recreational activities. These facilities
sensitive uses (i.e. overnight
reinforce and complement the on-
accommodation) so as to not affect the
mountain skiing facilities (the primary
quality of the visitor experience.
attraction during the ski season).
Finally, the organization of the
Recognizing this, the base area
departure experience -- in terms of
facilities need to provide a compelling
direction, convenience, lack of conflict,
image for the resort, acting as an
etc. -- can play a huge role in the
emotional/physical touchstone for the
guest's overall evaluation of the resort.
visitor's experience.
After all, it’s the last impression of the
place visitors get to experience.
The resort experience begins the
moment the resort is within sight. The
The following are the key base area
organization of the base area facilities
design objectives critical to the success
and the design of the resort’s "critical
of a mountain resort:
mass" determine the sense of arrival.
The sense of discovery – the ease of
approach, drop-off, and parking • The total capacity of the base
followed by the subsequent ease of area village facilities must be in
access to the various services and balance with the BRC;
Base area facilities activities -- determine the guest's
initial reactions to the resort. And • The base area facilities must
need to provide a take into account the on-site
compelling image once established, that first impression
pretty much dictates the general mood overnight accommodation for
for the resort, public, private, and
acting as an of the visit.
staff/employee beds as well as
emotional/physical the resultant off-hill
touchstone for requirements and expectations
the visitor's (i.e. food services, groceries,
experience.

retail outlets, recreation must be incorporated into the

facilities, entertainment design of each base area – and
facilities, service station, etc); must be user-friendly;
• The base area developments • Parking lot capacities must be in

must address balance with the day use
skier/pedestrian/vehicle capacities of the mountain Whistler Village
movement, parking, and facilities while taking into
circulation patterns. Where account the destination and
possible, conflicting interfaces residential parking
must be eliminated; requirements. Ideally, all
parking should be within
• The base area facilities must comfortable skier walking
accommodate the needs of distances or with “ski to/ski
winter use visitors in a direct from” capability;
relationship with the skiing and
snowplay facilities, while being • Large vertical transitions should
flexible enough to be easily be minimized;
converted to off-season use,
thus avoiding the establishment • Development on or around
of facilities that stand idle environmentally sensitive areas
throughout the summer; must be avoided and mitigating
action taken where necessary;
• An identifiable "critical mass" or
focal point within the base area • The issues of visual
should be created as a means of attractiveness, site-specific
establishing the character of the circulation, ease of access, site
resort; grading, solar access, facility
programming, hierarchy of use,
• A variety of potential, etc., must be considered at a
complementary, and off-season preliminary level during this
activities for base area stage of the process;
development must be
considered. This can include • Particular consideration should
building (or anticipating) be given to the relationship of
facilities for such recreational the base/village area to the
activities as golf, equestrian mountain facilities and to the
sports, tennis, cross-country way it is linked to its mountain
skiing, mountain biking, access system.
walking, hiking, skating,
swimming, etc., as well as II.5.4 Relationship of Ski Lifts
facilities for meetings, to Ski Trails and Skier
conventions, retreats, public Circulation
functions, etc;
The location of a resort’s principal lifts
• Visitor drop-off and pick-up and their associated queuing area
zones for both cars and buses requirements create the initial design

35
parameters in the determination and view, aspect, soils, hydrology,

placement of base area structures. vegetation, solar access, manmade
features, etc., -- the location of ski lifts
The lift locations and size of queuing and queuing areas will often define the
areas should be the end result of a base area focal point. This focal point
careful analysis of the ability of the should dictate the best location for the
mountain to accommodate a specific resort's staging and support facilities.
number of skiers, both in an uphill and
downhill capacity, matched to the II.5.5 Skier Walking Distance
perceived market blend of skier skill
classes (see CCC, Section II.4.9). Skier walking distance relates to the
distance visitors are willing to walk
The circulation of skiers to and from from parking lots and/or overnight
the mountain in conjunction with lift accommodation to access the lifts (or
queues and ski trails invariably define the hill). Radiating out from the base
areas that must be respected and area focal point, or from a “ski to/ski
maintained. Such areas are referred to from” ski trail, skiers will generally
as lift loading zones. The lift loading walk approximately 400 meters before
zones should be designed with flat to they begin to reject the experience.
1% gradients sloping toward the lift This distance should be further
terminal in order to maximize lift- reduced by 100 meters for every 25
loading efficiencies. Lift loading meters of vertical slope, taking into
efficiency is a measure that accounts account all obstacles (streams, water
for the ability (or inability) of a ski lift bodies, rock outcrops and manmade
to be fully loaded, thus raising (or features) that will be encountered on
reducing) the lift's effective hourly route.
capacity.
Note: The area defined by this
The off-loading ramps of the upper acceptable skier walking distance is
terminal must be carefully designed to typically the most valuable land in
move skiers/snowboarders away from terms of the development and
the lift in an efficient manner. operation of a mountain resort.
Typically, off-loading ramps are
designed with a 5% slope gradient. All effort should be made to establish
parking lots and skier-staging
If down-loading is necessary, grades activities within this area. If essential
delivering skiers to the loading side of facilities are located beyond this area,
the upper terminal must be flat in then problems with circulation and
order to effect efficient access to the operational efficiency rise
lift. Carefully thought-out grading dramatically. This in turn increases
plans for all lift terminals are the key costs, ultimately resulting in reduced
to the establishment of an efficient and profits and a less than satisfactory
enjoyable lift experience for customers. resort experience for the visitor.
In combination with a site analysis of

the base area lands -- taking into
account the specific factors of slopes,

II.5.6 Additional Guests

Additionally, site-specific
The space use requirements are a considerations must be taken into
function of the BRC of the mountain account, such as the following:
resort. In addition, the number of non-
participating guests must be taken into • The amount of public and
account. As a ratio of the BRC, the private overnight
additional guests can be estimated as accommodation on site. This
per the following by type of resort: directly impacts the amount of
pre- and post-skiing and
Community 1.00 - 1.05 snowplay facilities developed to
Regional 1.05 - 1.10 provide a complete resort
experience.
Destination 1.10 - 1.25
• The amount of duplication of
It must be noted that these numbers facilities required as a result of
are not absolute, but are intended to multiple base areas.
describe the approximate range of
additional guests that must be taken • The amount of ski to/ski from
into account while designing facilities private and public overnight
at the resort. The applied ratio should accommodations located in
be a function of the project specific close proximity to the base area.
goals. This affects the type and
amount of support facilities and
II.5.7 Space Use parking to be provided.
Requirements
• The amount of on-mountain
The total amount of built space -- and facilities, based on the physical
the location of that space -- is a potential of the mountain,
function of the actual base area plan, expected skier circulation
taking into account the efficiencies of patterns, and preferred use of
the layout and the amount of on- the mountain throughout the
mountain development. This space day.
should include the following:
restaurants, kitchen, bar/lounge, II.5.8 Destination Space Use
restrooms, ski school, equipment Requirements
rental/repair, retail sales, ski
patrol/first aid, public lockers, day Destination guests require and expect
care/nursery, ticket sales, facilities and services above and
administration, employee lockers, beyond that of the day use visitor.
storage, mechanical, circulation/wall, Specifically, they are looking for pre
etc. Typically, the amount of built and post skiing activities. The
space in square meters per BRC by calculation of the amount of additional
resort type is as follows: space required to cater to the needs of
0.4 - 0.8 destination guests is a function of their
Community characteristics. These requirements
Regional 0.8 - 1.0 will vary. The guests in public beds
Destination 1.5 - 1.8

37
are occasional visitors and will be Ideally, all parking lots should be
looking for a variety of restaurants, located within the area defined by the
bars, tourist retail and entertainment. acceptable skier walking distance.
Guests in private beds are frequent
visitors, such as those in second The amount of day-use parking
homes. Their needs are more diverse developed at the resort can be reduced
Conference Centre, and would include grocery, pharmacy, based on the amount and occupancy
Whistler general store, liquor, video, and rates of “ski to/ski from”
services. In the largest form, these accommodation that already have self-
calculations will also need to take into contained provisions for parking.
account employee and permanent
residents needs. Typically, a study NOTE: Visitors using
justifying the appropriate amount of accommodation beyond the
space to be developed should be acceptable skier walking distance
completed. The ranges of destination are more likely to drive to the base
space requirements for the different area than they are to walk to and
types of resorts are as follows: from the ski trails. As such, they
must be considered as day use
Type of In Addition To Space visitors (i.e. they will use the
Resort Use Requirements parking and base facilities in a
fashion similar to conventional day-
Regional 0.2 sq m to 0.4 sq m use guests, which then adds to the
Resort amount of parking that has to be
established and maintained).
Destination 0.4 sq m to 0.8 sq m
II.5.10 Base Area Staging

II.5.9 Parking The comfortable capacity for a single
base area portal for staging purposes is
The amount of parking can be limited to between 5,500 and 6,000.
determined by adding the resort’s Simply stated, it is physically very
overall BRC to its additional guests difficult, if not impossible to surpass
calculations. Typically, 80 to 90 these numbers and maintain guest
percent of the total guests will arrive expectations and acceptable human
by private car, with the remainder tolerance levels. This is due to the
arriving by bus. However, every physical space requirements for base
resort is unique and its' parking needs area buildings and parking, combined
have to be reviewed in light of area- with:
specific circumstances.
• The fact that most skiers arrive
Parking lot capacities are determined and begin skiing within the first
based on a calculation of 2.8 to 3.0 1.5 to 2 hours of the day (the
passengers per car and 40 passengers initial staging period).
per bus. The amount of parking must
be in balance with the day use • The time required for skiers to
capacities of the mountain facilities, circulate through the base area
while taking into account the amount facilities and into the ski lift
of destination and residential parking. queues.

• The uphill capacities of the out- • The physical potential within

of-base ski lifts. the resort’s base lands.
Overnight accommodation
• The probability of skiers should only be contemplated if
returning to the out-of-base lifts the environmental and physical
within the initial staging period capacity of the site can support
of the day. such development, and Hotel,
Sun Peaks
provided that most
• The downhill capacity of the ski development can take place
trails returning to the base area. within a reasonable walking
This fact has a significant distance of the ski lifts or within
impact on the organization and skiing distance to and from the
relationship of mountain lifts and trails.
facilities with the base area.
• Perceived market demand and
II.5.11 Overnight real estate absorption rates.
Accommodation
• Employee housing and resident
Overnight accommodations are restricted requirements.
measured in bed units (BU’s). A bed
unit is defined as the accommodation Note: The skiing component of any
required for one person to stay successful mountain resort should
overnight. Bed units can be publicly be economically viable in its own
available on a night-by-night basis right, without having to depend on
and/or privately available on a the potential ongoing economic
permanent basis for second home, support of real estate development
resort residential and employee use. and sales within the base lands.
The amount and type of overnight
accommodations are largely With careful planning, the
dependent upon what the tourist development of overnight
market will support in conjunction accommodation -- both private and
with the BRC. Depending on the public -- can significantly add to the
perceived attributes of a proposed success of the overall resort in terms of
mountain resort development, direct economic value and the indirect
Regional and Destination areas can value of a built-in “captured” market
purchase base area lands for bed unit for the ongoing operation of the resort.
allocations from TRD as per CASP.
The amount of accommodation, in

terms of the number of BU’s
established at any mountain resort
must take into account the following:
• All existing, proposed and

potential development within
the surrounding region.

39
visitors (but with an emphasis on

II.5.12 Bed Unit Calculation catering to the latter’s specific needs).
Model This means being able to develop a
significant bed base at the resort,
The Bed Unit Calculation Model, (see consisting of publicly available
Section II.7) is intended to prescribe a commercial beds, private bed
range of bed units that would be subdivisions, and employee / resident
developed for a given mountain resort restricted housing.
development.
A destination resort should have a bed
II.5.12.1 Regional Mountain unit ratio breakdown that delivers 40%
Resort to 60% public beds, 30 to 50% private
beds, and 10 to 20% employee or
Some residential and second resident restricted beds.
home/cottage accommodation may be
considered at a Regional Resort if II.5.13 Use of the Bed Unit
demand for such accommodation can Calculation Model
be demonstrated. The bed unit
calculation model specifies a ratio of A key component in creating a resort’s
Bed Units to Balanced Resort Capacity. unique mountain experience lies in
The total points recorded within the determining the appropriate amount
model for both present and potential of accommodation development rights
development should provide an in the form of bed units (BU’s). In the
understanding of the number of bed submission of their development
units that may be warranted. concept to TRD staff, applicants
should acknowledge that the bed unit
Upon calculation of the total number calculation is a guide and not an
of bed units, they must then be absolute. The final bed unit
classified as public, private or calculation incorporated into the
employee. Typically, a regional resort Master Development Agreement will
should have a bed-unit ratio take into account many factors
breakdown that delivers 20% to 25% including the physical capacity of the
public beds, 65% to 70% private beds, land, existing and committed
and 5% to 10% employee or resident development at the ski area base and
restricted beds. the surrounding region, market
demand and employee housing needs.
II.5.12.2 Destination Mountain Typically, single-family units have
Resort been assigned 6 bed units; multi-
family 4 bed units; and hotel rooms 2
A Destination Resort is based on truly bed units each. Initially these numbers
unique attractions, features and will still apply. However, as the
facilities. As such, it has the ability to concept moves to more detail, the
draw visitors from long distances. following will come into play.
That’s why destination resorts have to Specifically, the number of bed units
provide a full scope of tourist facilities attached applies to the following forms
serving local, regional and destination of accommodation and are a function

of the size and type of unit, as adapted weekends (or even less frequently),
from experience in several resort these are referred to as cold beds.
communities (Table 9):
Table 9: Bed Unit Model “Warm beds” have a high degree of
Form of Unit Number of occupancy as compared to “cold
Accommodation Size Bed Units beds”. The greater the percentage of
(Sq m)
Residential
“warm beds” the more active and Public Accommodation,
Accommodation animated the resort. This has a very Whistler
Single Family 100-450 4 to 8 direct impact on the character and
Unit economic activity at the resort.
Multiple Family 0-55 2
Unit 55-100 3
100-350 4 to 6 Determining the appropriate balance
Duplex Unit 100-450 4 to 8 between “warm beds” and “cold beds”
each side is a challenging exercise. The resultant
Commercial
Accommodation ratio has a significant impact on the
Guest Rooms 0-55 2 resort’s positioning in the marketplace,
55-100 3 the critical mass of resort retail,
100-200 4 to 6
services and activities required and the
Tourist Pension N/A 10 to 20
Bed and N/A 6 to 10 amount of employee / resident
Breakfast accommodation needed to be present
Campground N/A 2 to 4 a in a full time capacity. Most resorts try
site
Dorm/Hostel Bed 10 0.5 to maximize the number of available
“warm beds” in order to meet the
II.5.14 Public Versus Private demand for nightly and weekly
Overnight accommodation and fulfil
infrastructure and amenity operating
Accommodations
efficiencies, while at the same time not
Developing the appropriate ratio of over saturating the market.
public and private overnight
A resort developer can ensure “warm
accommodation can have a significant
beds” through title restrictions and
impact on the success or failure of a
ownership mechanisms. Covenants
resort project. Public accommodation
may be registered on title of the
comprises bed units (BU’s) available to
property with either voluntary or
any visitor to rent on a short-term
mandatory obligations that require
basis typically referred to as “warm
that the units be placed into a rental
beds”. These “warm beds” usually
pool. The rental pool covenants are
comprise hotels, hostels, condotels,
fundamental to a successful
multifamily dwellings, pensions, club
destination as they add value through
cabins and may even include single-
increasing accommodation offerings,
family dwellings.
rental revenues for owners, and new
Private accommodation is made up of and changing consumers for recreation
units solely used by the owners. They amenities, shops and services. Warm
typically include single family, cabins, beds should be developed closest to
duplexes and multifamily units. As the resort core and mountain staging
many of the units are only used on facilities to ensure vibrancy within the
resort core. As most resorts expand

41
through subsequent phases of established with self-contained

development, the objective is to provisions for parking.
increase the percentage of publicly
available beds. • Visitors using accommodation
beyond the comfortable skier
Fractional and timeshare ownership is walking distance are more
another mechanism within the real likely to drive to the base area
estate market that allows several then they are to walk or ski
individuals to own a portion of the there. As such, they must be
property. These types of units considered as day use visitors.
typically have greater occupancy rates
than privately held accommodation. • The most valuable type of real
As such, they too have an impact on estate development at ski
the increasing use vibrancy of the resorts has proven to be ski
resort. to/ski from developments.
II.5.15 “Ski to/Ski from” NOTE: One of BC’s principal

Accommodation differentiators within the global
tourism market is the
“Ski to/ski from” overnight preponderance of ski to/ ski from
accommodations involve BU’s that are accommodation at major mountain
located within an acceptable skier resorts across the province. This is
walking distance to ski trails which a trend that should be encouraged!
access and egress the mountain's
skiing facilities. The most desirable ski II.5.16 Employee / Resident
to/ski from developments are Restricted Housing
immediately adjacent to the ski trails,
and are commonly referred to as A resort’s employees – the local
“slope side accommodations”. Real residents – are key to the character and
estate development beyond an quality of experience offered to its
acceptable skier walking distance visitors. The “locals” are the lifeblood
cannot be considered a ski to/ski from of the resort community, and as such,
opportunity. function as ambassadors for the
experience. It is in the best interest of
Regardless of whether overnight the resort to ensure that the employees
accommodation is oriented to public live close and have access to the
or private use, if it is positioned such activities and services offered. This
that it offers true ski to/ski from engagement becomes a challenge as
opportunities, a variety of significant the resort becomes more successful.
design and planning issues come into Over time, seasonal and full time
play. These include the following: employees typically are less able to
compete with the financial resources of
• The amount of day use parking investors and second homeowners
developed at the resort can be finding it increasingly difficult to live
reduced based on the amount within or near the resort. Unchecked,
and occupancy rates of the ski the resort becomes less and less
to/ski from accommodation affordable. Employees, critical to the

provision of all resort services (not just businesses. Local discounts for
the operation of the resort) begin to amenities and affordable housing are
move further away. Ultimately, this key success strategies.
compromises the vibrancy and
economic vitality of the resort. Employee housing may range from
employer controlled dormitory units
Note: It is important to remember (for temporary and seasonal use) to Resident Housing
that mountain resort employees price and resident restricted rental and
include everyone from seasonal fee-simple units such as
workers (i.e. the ski bum coming to condominiums, apartments and
a resort for a once-in-a-lifetime single-family homes (catering to the
experience) to permanently resort’s permanent staff). To ensure
employed middle and senior inclusion, employee housing must be
management types (and even resort
integrated into the resort development
ownership). As a resort grows to
during at the Master Planning process
greater size and prominence, this
category also expands to include considering land use and the
full time residents working at the proximity to employment centres,
resort in complementary support local services, transportation,
roles. In addition to hotel and food infrastructure and community
workers, guides, adventure amenities. The employee housing
operators and resort retail should be effectively planned into the
personnel, this group also includes resort’s development plans since it has
contractors, service and direct impact on land use and
infrastructure workers, police, infrastructure.
doctors, and even teachers. For
without these people, the resort The employee and resident restricted
cannot function in an authentic and accommodation should be integrated
genuine manner.
throughout the resort. They can
comprise stand-alone units and
This laisse-faire approach of letting
developments, as well as found space
employees find their own way –
in existing resort buildings and
encouraging (or providing them no
auxiliary suites. Depending on the
other option) to live outside the resort
resort’s type, size, scale and location
area - will create a potentially divisive
(in relation to housing stock in
environment. Such competing needs
neighbouring communities)
negatively affect service levels, as
approximately 10% to 20% of the total
unsatisfied and unfulfilled employees
bed units should be reserved for
often do not meet the service
employee housing. The lands within
expectations demanded by the resort’s
the Master Plan and the Master
guests. In order to avoid “industrial
Development Agreement should be
tourism” – and to move towards
secured for perpetual employee use
ensuring a sustainable and successful
and affordability through covenant
resort, employees / residents must
restrictions registered on title. The
have the ability to live and play where Employees
mechanisms and responsibilities for
they work. The sense of a local must be able
administering, maintaining and
community ensures an authentic to live and
enforcing the employee housing
character of the place as well as play where
enhanced four-season vitality for local they work.

43
restrictions must be determined in the mountain skiing must be in balance

planning stages of the entire resort. with the ability breakdown of the skier
marketplace. From this, the carrying
NOTE: While many of the world’s capacity of the alpine skiing facilities is
leading mountain resorts continue derived.
to struggle with the issue of
employee housing, BC has been Not surprisingly, the capacity of the
singularly proactive in producing alpine skiing is generally the primary
new initiatives to deal with this number to which the capacities of
matter. But this is not the time for other “same season” facilities are
Mountain Bike Park
either developers or government
added (Nordic skiing, snowshoeing,
representatives to get complacent.
backcountry touring, tubing, heli-
As part of a successful 21st century
mountain resort plan, the proper skiing, snowcat skiing, snowmobiling,
mechanisms must be put in place etc.). To this is added the capacity of
early to develop and sustain other same season attractions (water
housing dedicated for employee parks, hot springs / spas, convention
use. facilities, etc.). The resultant Balanced
Resort Capacity (BRC) defines the
II.5.17 Year Round built space capacity requirements
Development and Use (restaurants, rest rooms, ski school,
patrol, retail, administration, etc.) to
Regardless of the type of mountain service visitors’ needs throughout the
resort envisioned, the Master Plan day, both on the mountain and in the
must take into account year round base area (See Section II.4.12.1).
operations. More than ever,
prospective developers need to This then becomes the foundation
consider their proposed facilities in from which to calculate the
light of multi-season use and the appropriate amount of
impact that these facilities will have on accommodation to be developed,
the physical and social environment. leading to an understanding of the size
Generally, all effort should be made to and scale of the resort’s basic
ensure that the design of the resort is infrastructure requirements (power,
such that its lands are utilized in an sewer, and water), as well as the size
efficient and well-balanced manner, and placement of the road network.
year-round. Further, the amount of public parking
required, which is also a direct
II.5.18 Balance of Facilities function of the BRC, is impacted by
such factors as walking distances to
In order to create a successful the core staging area(s) and placement
mountain resort experience, it is and amount of ski to/ski from
imperative that developers understand accommodation.
how to bring all the capacities of their
facilities in balance. On the mountain, To establish balance of use (sustained
the uphill capacity of the ski lifts must prosperity) on a year-round basis, the
be in balance with the downhill amount of built space developed
capacity of the ski trails. Furthermore, becomes the defining capacity for
the overall capacity of the on- which “other season” facilities,

attractions and operational resort’s development. Included in this

programming (festivals, events, etc.) discussion is a simple analysis of
should be designed. visitor volumes, travel times, peak use
periods, and finally, estimates of the
II.5.19 Phased Development numbers of visitors arriving and
Concept departing the base area portals
(designated by mode of
The implementation of the mountain transportation).
resort development plan should be
broken down into “phases”. Each The resort development plans should
phase of a resort’s development must respond to the following questions:
represent a finished and appealing
product to the targeted marketplace. • Can this size of resort
Typically when a mountain resort’s development be accessed by the
facilities are achieving utilization rates existing road and highway
of 30-40%, it is time to consider network?
expansion.
• What, if any, improvements are
II.5.20 Implementation and necessary?
Management Concept
• How will the resort’s access
Implementation, timing and phasing (and/or road upgrades) be
sequences are largely driven by created by the proponent?
economic considerations. As such,
phasing should be, at least partially, • What impact will each type of
tied to financial trigger points as access have on the traffic
defined by resort utilization network?
thresholds. Any specifics pertaining to
the implementation and management II.5.22 Infrastructure
of the resort should be outlined. This Assessment
section of the plan provides an
opportunity to describe unique The infrastructure facilities must be
approaches to operations, timing and engineered to match the proposed
marketing -- all in relation to phasing. capacity of the mountain resort.
Preliminary calculations for power,
II.5.21 Access and Traffic sewer and water must be determined
Impact and planned for, consistent with each
phase of development of the resort.
Access and traffic considerations are
directly linked to the proposed II.5.23 Environmental Each phase of a
capacity of development, and include Assessment resort’s
the basic numbers of cars, buses, development must
trains, planes and shuttles expected to The impact of the proposed represent a
make the resort function efficiently. development on the natural and social finished and
Access to the resort should be environment should be fully appealing product
considered on a phase-by-phase basis, described. If the planning process has to the targeted
consistent with each stage of the taken into account all environmentally marketplace.

45
sensitive issues during the site The Reviewable Projects Regulation is

inventory, environmental audit, and available at:
site analysis -- followed by a complete (http://www.qp.gov.bc.ca/statreg/re
and accurate delineation of the g/E/EnvAssess/370_2002.htm)
development opportunities and
constraints – then the resort concept For an existing resort to be
should reflect minimal disruption. reviewable, two tests must both be met
The proponent's discussion of as per the Reviewable Projects Regulation
environmental impact should make (BC Reg 370/2002):
reference to baseline studies and
impact assessments, as well as Test #1
proposed mitigation and ongoing
monitoring. The existing facility must already meet
the criteria for review of a new resort
II.5.23.1 Environmental as defined in the Reviewable Projects
Assessment Act Regulation, Table 15(4), Column 2:
Projects o The facility is a ski
resort development;
The Environmental Assessment Act and
states that if the size and scale of the o Has 2000 or more bed
proposed development surpasses the units bed units, of
prescribed threshold points, the which 600 or more must
proponent will automatically be be commercial public
required to go through an bed units.
environmental assessment review with
the BC Environmental Assessment Test #2
Office. The Resort Master Plan would
Where an existing resort meets Test #1,
be developed during the EA review
expansion of the resort would be a
process.
reviewable project if the expansion of
the existing resort increases the
Projects subject to the Environmental
number of bed units by 2000 or more
Assessment Act are called
bed units, of which 600 or more must
“reviewable projects”. For a new
be commercial public bed units.
mountain resort to be reviewable, the
resort development must be “a
commercial operation with attached This means that an existing resort, that
commercial bed units catering to tourists currently has no bed units, or less than
that serve regional, provincial or 2000 bed units, (of which less than 600
international markets or any of them, as commercial bed units), could be
well as the local population” (EAO Act). expanded by any amount less than the
The construction of new mountain 2000 (600 commercial) initially, and
The Minister can resort constitutes a reviewable project not be automatically subject to the
declare any for the purposes of the Act if the environmental assessment process as a
project proposed ski resort is to have 2,000 modification to a ski resort.
reviewable under bed units or more of which at least 600
the Environmental must be commercial public bed units. Once the initial expansion was
Assessment Act completed, and if the facility were

built to a point where it exceeded the development. The following should

threshold in Test #1, then Test #2 be taken into account:
would need to be applied to any
further expansion to determine • Definition of the area and its
reviewability. characteristics -- in terms of the
local market, regional market
The initial expansion could still be and destination market;
subject to the Act if it triggers another
section of the Reviewable Projects • Discussion of the local and
Regulation, or if the Minister decides to regional competition,
require an environmental assessment
(Section 6), or if the Executive Director • Discussion of impact on resort
of the Environmental Assessment communities and neighbouring
Office accepts a request from a support communities;
proponent to designate the project as a
reviewable project (Section 7). While a • Evaluation of historic visitation
project may not trigger an EA under figures at competing resorts;
the resort section of the act, it is likely
that any development with significant • Projected visitor volumes and
potential environmental impacts will resort utilization on a phase-by-
be subject to an EA through some phase basis;
aspect of the act. These impacts can
only be assessed through a detailed • Commentary on the ability of
environmental review of the study the market to support the
area. proposed development in terms
of market share, visitor patterns,
Eleven existing ski resorts that satisfy captive rate, demographics and
Test #1 were grand-parented through geographic origins;
a Transition Regulation issued under
the former Environmental Assessment • Projected visitation trends on a
Act and retain this standing under the seasonal and year round basis,
new Act, provided that modifications in terms of day use and
to these resorts are consistent with the destination visits.
approved Resort Master Plans for each
project. II.5.25 Capital Cost
Projections
Note: The Minister can declare any
project reviewable under the An estimate of the capital costs of the
Environmental Assessment Act proposed development on a phase-by-
phase basis should be established as a
II.5.24 Market Analysis baseline reference for analysis of the
resort.
The market analysis should be
designed to determine the size and
scale of the resort marketplace and its
ability to support the proposed

47
II.5.26 Economic Feasibility

NOTE: Even at the concept stage,
Tied directly to the market analysis is dialogue between the proponent
the question of economic feasibility. and potentially affected parties,
This is best addressed by assessing the including First Nations, should be
prospective resort’s economic initiated in consultation with TRD.
environment (both historic and This offers a very effective way to
present) and projecting these economic identify and mitigate potential
problems in advance of the
relationships forward, incorporating
formalization of the Resort Master
the results of the market analysis.
Plan.
Once the economic relationships are
II.5.28 Financial Capability
established, financial tools such as
breakeven analyses and cash flow or
Proponents must describe and
proforma operating projections should
demonstrate their capability to finance
be utilized to interpret the impact of
their project at least to the completion
alternative operating scenarios (based
of approvals and the Master
on the proposed development’s
Development Agreement (MDA).
capacities on a phase-by-phase basis).
Specific reference should be made to
capital costs of development, proposed
II.5.27 Social and Economic financing, operations strategy and
Impact relevant development experience.
The predicted consequences of the
II.5.29 Submission of
proposed resort development on BC
Proposal
residents (on a local, regional and
provincial level) should be fully
Upon submission, the Executive
discussed. Included in this discussion
Director of MTSA’s Tourism and
should be:
Resort Development Division will
• A projection of the estimated
coordinate a provincial interagency
number of construction and
and local government review of the
operational jobs the proposed
proposals.
development may create
• An examination of economic
multipliers
• A description of the indirect and

cumulative economic and social
impacts on the community
• Estimates of the potential to

complement any existing
development.
• Capital investment by phase

and at buildout

II.5.31 Interim Agreement based. Further, performance

evaluations of operations and
Government Decision Point subsequent requests for amendments
► in the Process and expansion will look to the Resort
Master Plan as the starting point of the
Once approved to move to the next review.
stage, the successful proponent will be
offered the opportunity to sign an The Resort Master Plan should be
Interim Agreement to proceed to the divided into sections leading
Master Planning Stage of the mountain methodically through the planning
resort. process from, and including:
If the EA process applies, upon signing • a description of the project goals

of an Interim Agreement, the proposal and objectives,
will move into the pre-application • site inventory and analysis,
phase for an environmental • concept generation,
assessment. • the resort facilities plans,
• implementation,
• economic feasibility,
II.6 MOUNTAIN RESORT • and financial capability.
PLANNING: THE MASTER
PLAN STAGE Specific elements to be contained
within the Resort Master Plan are
(THE MOUNTAIN RESORT described in the following sections.
MASTER PLAN)
II.6.2 Executive Summary
II.6.1 Introduction
The Resort Master Plan for the
Once the Interim Agreement is in proposed project, regardless of size
place, the Master Planning of the and scale, should be initiated with an
mountain resort can then be initiated. Executive Summary, effectively and
This will effectively be a further briefly describing all elements of the
refinement to the Concept Plans and proposed resort development plans.
the formal proposal that were
generated during the Proposal Call. II.6.3 Project Vision Goals
As summarized in the Interim and Objectives
Agreement, any issues identified
during the concept review, the The project vision, goals and objectives
interagency review, and public should now be very focused, having
meetings, must be rectified within the been refined at each stage of the
Master Plan. planning process. This needs to be If the EA Act
clearly described and delineated. applies, it will go
The final Resort Master Plan document into pre application
will act as the reference point from stage once the
which the Master Development interim agreement
Agreement (MDA) and all other is signed with the
approvals, permits and tenure will be Province

49
study area and its surroundings may

II.6.4 Site Mapping be sufficient to act as a complement to
the final plans. The exception will be a
For the purposes of the Resort Master detailed review of specifics in response
Plan, detailed site mapping is to any shortcomings identified in the
required. Mountain planning should concept review process.
be completed utilizing topographic
mapping with a 5-metre contour II.6.7 Site Analysis
interval. Likewise, the areas of more
detailed development in the base The various site analyses (slope,
Example of Site Mapping should be completed using mapping elevation, aspect, fall-line,
with a Portion at a with a 1 metre contour interval. In Opportunities and Constraints, etc.)
5m Contour Interval
addition, all planimetric features should be generated utilizing the
(roads, buildings, water courses, detailed map base described above.
vegetation, etc.) and all cadastral The content of the analyses should be
information (legal lot lines, tenure carefully documented and included in
boundaries, political boundaries, etc.) the Resort Master Plan as a description
need to be directly associated and geo- that rationally leads to the final plans.
referenced to the topographic
information. Further, computer II.6.8 The Mountain Plan
generated 3D modelling, orthophotos
and even animated “fly-bys” should The Mountain Plan should graphically
be considered as they have proven to and verbally describe the location of
be powerful communication tools, the ski lifts and ski trails in relation to
especially when introducing the all on-mountain and base area
project to an uninitiated audience facilities, maintenance buildings,
(government officials, the public, parking lots, roads, overnight
financial institutions, First Nations, accommodation (if applicable) and any
etc.). other facilities (recreation, multi-
season uses, adjacent uses, etc.). The
II.6.5 Site Inventory plan should be complete (having fully
explored all aspects of the design
The information gathered during the potential) and should accurately
Concept Stage will largely remain portray the expected final
sufficient to describe the Master Plan development.
content. If not already complete, it
should be graphically illustrated and The details of the ski lifts (type of lift,
described, as this information forms alignments, terminal elevations,
the basis for determining and vertical, rated hourly capacity, slope
describing the rationale behind the distance, and horizontal distance)
plans. must be listed. The Comfortable
Carrying Capacity, as it relates to
II.6.6 Environmental Audit skiing, the type of terrain, ski trails and
ski lift service, should be outlined and
Like the site inventory, documentation described. Likewise, the details of the
already used to describe the ski trails (top and bottom elevations,
environmental components of the vertical drop, horizontal length, slope

length, maximum and average keeping track of the bed units as they
gradients, average widths, area, and are developed over time.
skier skill class) should be listed. The Development rights are also subject to
ski trails should also be listed in land use approvals of the local
conjunction with the ski lift used to jurisdictions.
access those trails. A downhill
capacity, based on acceptable densities II.6.10 Infrastructure and
per hectare relative to Road Network Plans
skier/snowboarder skill class, must be
stated (see Section II.4 for details). Plans delineating the preliminary
engineering for the resort (water,
NOTE: Additional facilities (beyond sewer and power) as well as the
the ski lifts and trails) need to be primary road network right of ways
accounted for as well since it is on must be developed, describing all
this number (the Balanced Resort aspects of the proposed servicing of
Capacity) that all development in the resort tied directly to the balanced
the base area/village is based. capacities established in the Mountain
and Base Area Plans.
II.6.9 Base Area/Village Plan
II.6.11 Phased Development
The base area space use requirements, Plan
parking and infrastructure
calculations, bed unit calculations, All aspects of the proposed
overnight accommodations (public, development must be fully described
private and employee) destination on a phase-by-phase basis. At this
space, year round use, etc., all act as point in the process, the proponent
the basis for detailed base area plans. must be able to demonstrate how each
As part of the Resort Master Plan, all phase (and even each component
aspects of these components must be within a phase) is complete and self-
fully explored, designed and contained -- while leading sequentially
documented. toward buildout. Too many resorts
have operated in the past with obvious
II.6.9.1 Bed Unit Total gaps in the resort facilities, while
developers prepared for their next
The total number of agreed-upon bed construction phase. This has a
units becomes part of the Master detrimental effect on the operation of a
Development Agreement (MDA). The resort and a less-than-desired impact
Base Area/Village Plan should on the ultimate success of the project.
provide initial bed unit calculations, as
outlined in Section II.7. Equally
stipulated in the Agreement is the ratio
of bed unit types (public, private and
employee) to be allocated on a phase-
by-phase basis. Bed unit allocations Red
should also be included in the Mountain
Master
Base/Village Plan. The MDA then Plan
becomes the “source-of record” for

51
NOTE: Each phase should be

looked upon as a completed resort II.6.14 Implementation
development where the BRC of the Program
mountain’s facilities must be
balanced with the capacity of The implementation of the Mountain
staging and support facilities as Resort Master Plan should be
well as infrastructure developed in described on a phase-by-phase basis.
the base – for use on a year round
This should include a description of
basis.
how the development of the mountain
facilities and the base area facilities
II.6.12 Environmental (along with the associated
Mitigation Plan accommodation) will be coordinated.
Regardless of the size and type of
Note: Mountain resort development
resort being planned, a full
in BC functions on a system of
Environmental Mitigation Plan must “perform and reward”. Based on
be included within the Resort Master the agreed-upon phased
Plan. This will describe the actions to development of the resort (as per
be taken during and after construction the MDA), the prospective developer
of all facilities. The focus here should must establish facilities on the
be directed on re-establishing the mountain (to a predetermined BRC)
original "feel" of the site following before the Crown will entertain the
construction, as the beauty of the purchase of base area lands (which
natural environment is one of the key are then tied to the appropriate
attractions of mountain resort number, type and mix of bed units).
developments. The Environmental
Mitigation Plan should include a II.6.15 Market Analysis
landscape plan, a re-vegetation plan,
construction specifications, etc. Any shortcomings identified in the
market analysis should be addressed
The Sustainable Slopes Charter as and researched as discussed in Section
developed and maintained by the II.5.24.
National Ski Areas Association
(NSAA) provides a good example of II.6.16 Economic Feasibility
an environmental approach to
mountain resort development and The economic feasibility plans
ongoing operation. (see Chapter I : discussed in Section II.5.26 should be
Introduction, Mountain Resort refined to address any shortcomings or
References) questions.
The Master
Development II.6.13 Management Plan The increased detail of these plans
Agreement then should enable a more precise capital
becomes the All specifics pertaining to the cost estimate, break-even analysis and
“source-of record” management of the resort should be cash flow / proforma operating
for keeping track of outlined. projections.
the bed units as they
are developed over
time.

II.6.17 Financial Capability ventures, etc. should all be

documented within the Master Plan.
Proponents must describe and
demonstrate their capability to II.6.20 Local Jurisdiction
develop the first phase of a financially
viable mountain resort before the The proponent should frequently
Province will sign the MDA. This is consult with local government
directly associated with the economic regarding the status of the Master Plan
analysis within the Master Plan and pending provincial approvals. A
illustrating a positive cash flow. In strong working relationship with the
order to ensure that the proposed proponent and municipal government
development can be profitable on its is important to ensure a positive
own (without the support of real estate transition from the Master Plan to local
sales), specific reference must be made land use approvals. Consideration of
to the capital costs for development local jurisdictions should be
and access infrastructure, financing, incorporated into the earlier stages of
operations strategy, and relevant the process.
development experience.
II.6.21 Resort Master Plan
II.6.18 Public Review Submission
During the planning process, it is the Upon completion of all of the key
proponent's responsibility to involve elements of the final Resort Master
the public in order to identify and Plan, the document should be
resolve problems before the resort submitted to TRD for review. At that
plans are implemented. The final point, TRD staff will coordinate a
Master Plan should fully consider the provincial interagency and local
results of the public consultation. For government review of the submission.
additional public review
considerations see Chapter I : II.6.22 Master Development
Introduction. Agreement
The Master
II.6.19 First Nations Once the Resort Master Plan has been Development
approved, the applicant should make Agreement will take
The establishment of positive any final requested refinements, into account many
relationships with First Nations is key outline final investors and financial factors including
to the successful completion of capabilities, and submit the plans as a the physical
mountain resort projects in BC. All basis for the Master Development capacity of the
efforts should be made to consult with Agreement (MDA) and for all land, existing and
local First Nations representatives at development permits. committed
the earliest possible moment in the development at the
development process. The II.6.23 Operating Agreement ski area base and
proponent’s efforts around the surrounding
consultation should be coordinated Once the MDA and all permits are in region, market
with those of the Province. These place, tenures can be issued and the demand and
efforts and any agreements, applicant may proceed to initiate employee housing
memorandums of understanding, joint needs.

53
construction and subsequently open

the resort for operations. Novice 15% of terrain
(10-25% slopes)
Intermediate 55% of terrain
II. 7 BED UNIT CALCULATION (25-45% slopes)
MODELS – MOUNTAIN Advanced 30% of terrain
RESORTS (45-80% slopes)
II.7.1 Alpine Skiing Bed Unit

Points Criterion
Calculation Model
1 Over 35% of area either
advanced or novice
The Alpine Skiing Bed Unit
terrain
Calculation Model is intended to assist
2 25-35% of area either
in determining the number of bed
advanced and/or novice
units that may be warranted for
terrain
application to the mountain resort that
3 Close to ideal slope ratio
is primarily driven by lift serviced
4 Ideal slope ratio
alpine skiing. Based on their
perceived attributes, Regional and
Destination Mountain Resorts are
eligible to build a specified number of II.7.1.2 Average Skier Density
bed units within their proposed base per Hectare (Ski Trail
area. Based on designed site plans, Area/CCC)
bed units can be assigned to specific
sites within the base area. If this is
Crown land, it may be purchased from Points Criterion
the Crown through TRD as per the 0 > 40 /ha
Commercial Alpine Skiing Policy. 1 30 - 40 /ha
Community Mountain Resorts are not 2 25 - 30/ha
eligible for bed units. 3 20 - 25/ha
4 15 - 20/ha
Each step in the Bed Unit Calculation
Model assigns point values based on
the specific existing and proposed
attributes of the mountain resort under II.7.1.3 Accessibility
consideration in terms of its Balanced
Resort Capacity (BRC). The total Travel time to the skier marketplace:
points determine the appropriate ratio
of bed units to BRC. Points Criterion
0 Less than 0.5 hour
II.7.1.1 Ski Terrain 1 0.5 to 1 hour
2 1 to 1.5 hours
3 1.5 to 2 hours
The distribution of ski terrain by
4 2 to 2.5 hours
ability level:
5 2.5 to 3 hours
6 Greater that 3 hours

II.7.1.4 Access Reliability II.7.1.7 All Season Facilities at

the Mountain Resort
Points Criterion
1 Highly reliable (main
highway with short Points Criterion
mountain road) 0 Limited (undeveloped
2 Somewhat unreliable with little potential)
(snow and avalanche 1 Fair (some potential for
closures) recreation facilities)
2 Good (tennis courts,
swimming pool, some
II.7.1.5 Population Within 250 mountain biking, etc.)
Kilometers 3 Very Good (18 hole golf
course, formalized
Points Criterion mountain biking,
1 0 to 30,000 tennis, swimming pool)
2 30,000 to 100,000 4 Excellent (several 18
3 100,000 to 250,000 hole golf courses, 6 or
4 250,000 to 500,000 more tennis courts,
5 500,000+ swimming pool, arena,
hiking, lift serviced
mountain biking, spa,
beaches, water park,
II.7.1.6 Unique Existing etc.)
Qualities Other Than
Skiing
II.7.1.8 Potential Length of
Located adjacent to the mountain Season
resort under consideration, this may
include: a major provincial or national
(based on natural and manmade
park, hot springs, convention facilities,
snow)
other significant resorts, etc.
Good to excellent snowpack for:
Points Criterion
1 Nothing unusual
2 Regional attraction Points Criterion
3 National attraction 0 Less than 100 days
1 Less than 115 days
2 115 to 130 days
3 130 to 150 days
4 More than 150 days

55
II.7.1.9 Type of Snow can supply this size of work force

within a 15-minute drive of the resort
Points Criterion core, then there is a reduced
0 Dry less than 25% of immediate need for employee housing
season on site. However, it is important for
1 Dry 25 to 50% of season the developer to understand and
2 Dry 50 to 75% of season acknowledge that as the resort
3 Dry 75 to 90% of season becomes progressively more
4 Dry over 90% of season successful, what was readily available
as employee and resident
accommodation becomes
progressively less affordable. This
II.7.1.10 Weather Conditions gradually erodes the supply of
housing as the resort grows. As such,
Number of hours of bright sunshine the successful resort will enable and
per year: encourage employees to live at or in
close proximity to the resort. Points
are awarded based on the percentage
Points Criterion of employee housing developed at the
1 Less than 1,000 hours resort.
2 1,000 to 1,500 hours
3 1,500 to 2,000 hours Points Criterion
4 Greater than 2,000 hours 0 0% of employee /
resident restricted bed
base provided for at
the resort
1 25% of employee /
II.7.1.11 Express Lifts resident restricted bed
Points Criterion
the resort
0 None
2 50% of employee /
1 Less than 50% of aerial
lifts
2 More than 50% of aerial
the resort
lifts
3 75% of employee /
II.7.1.12 Need for Employee the resort
(Resident Restricted) 4 100% of employee /
Housing resident restricted bed
Generally, the total number of the resort
employees and residents at regional
and destination mountain resorts
represents 10-20% of the BRC,
increasing with the size of the resort.
If there is an established bed base that

II.7.1.13 First Nations

Economic
Participation in
Resort
Development
Points Criterion
As part of MTCA’s over-arching 1 • Resort provides non-economic
strategy to encourage First benefits to the First Nations
Nations’ participation in resort - providing ski passes for First
developments, proponents will Nation band members
be awarded points in the bed unit - promotion of First Nation
calculation model for the level of cultural activities
First Nations’ participation in the - promotion of First Nation
economic aspects of the resort. A economic activities
high level of First Nations 2 • First Nation businesses are
participation in the resort given opportunity to bid on
development is expected to result resort-related contracts
in aboriginal-focused tourism • Proponent provides First
above what may be realized in a Nations employment
resort that focuses strictly on all opportunities
season recreation activities. This • Proponent provides First
is expected to result in the need Nations training opportunities
for additional bed units. 3 • Proponent provides joint
venture economic opportunities
Points will be awarded on the with the First Nations (ie.
following basis: to qualify at a aspects of the resort
given point level, all of the development are done under a
criteria (as described in the joint-venture arrangement)
bullets) must be satisfied. • Aboriginal ecotourism is an
integral part of the resort
tourism activities
• Proponent provides First
Nations employment
opportunities
Nations training opportunities
4 • First Nations equity partnership
• Aboriginal ecotourism is an
tourism activities
Nations employment
opportunities

57
II.7.2 Potential Need and

Calculation of Bed Units
Based on the Total Points Rating, as

calculated with the bed unit model, the
following chart indicates the ratio
(percentage) of bed units to BRC.
Total Points Total % of

Rating BRC
30 80%
31 85%
32 90%
33 95%
34 100%
35 105%
36 110%
37 115%
38 120%
39 125%
40 130%
41 135%
42 140%
43 145%
44 150%
45 155%
46 160%
47 165%
48 170%
49 175%
50 180%

II.7.3 Application
attributes of the mountain resort under
As such, the number of bed units at a consideration in terms of its Balanced
resort is determined by multiplying Resort Capacity (BRC). The total
the BRC times the percentage points determine the appropriate ratio
correlating with the total points rating. of bed units to BRC.
For example:
Balanced Bed Unit Associated Allocated

Resort Calculation Percentage Bed
Capacity Model (Ski) Units
Point Rating
5,000 30 80% 4,000
5,000 34 100% 5,000
5,000 45 155% 7,750
Note: Upon completion of the total

number of bed units, they must be
classified as Public, Private or II.7.4.1 Recreational Activities
Resident Restricted (Employee).
Type of recreational activities offered
(within walking distance of the resort
II.7.4 Non-Ski Bed Unit core):
Calculation Model Points Criterion
1 Primary Core
The Non-Ski Bed Unit Calculation
(hotel/lodge and
Model is intended to assist in
dining)
determining the number of bed units
2 Core plus single use
that may be warranted for application
trail system (hiking,
to the mountain resort that is primarily
mountain biking,
driven by activities that do not require
horseback) and limited
uphill transportation (i.e. ski lifts).
retreat facilities, or core
Based on the resort site plans, bed
plus golf course
units can be assigned to development
3 Core plus multi-use
sites within the base area. If this is
hierarchy trail system,
Crown land, it may be purchased from
training facilities
TRD as per CASP, which forms part of
and/or health spa /
the All Season Resort Policy.
wellness centre and/or
golf course
Each step in the Bed Unit Calculation
4 Core plus multi-use
Model assigns point values based on
hierarchy trail system,
the specific existing and proposed
training facilities and
health spa / wellness
centre and golf course

59
II.7.4.4 Access Reliability

II.7.4.2 Water Access (Within
5 Minute Walk of Travel reliability to the resort:
Resort Core)
Points Criterion
Points Criterion 1 Highly reliable (main
1 Public Pool (swimming highway with short
programs, training, etc) mountain road)
2 Aqua Park (water slides, 2 Somewhat reliable
wave pool, lazy river) (secondary roads;
plus swimming pool long unpaved
3 Lake/ocean/river beach backcountry sections;
with swimming / potential closures,
paddling access plus ferries required etc.)
water park and / or
pool
4 Lake/ocean/river beach
with swimming /
II.7.4.5 Population Within
paddling access or
250 Kilometers
boating etc. plus water
park and / or pool
5 Lake/ ocean/ river Points Criterion
paddling access and 1 0 to 30,000
boating (windsurfing 2 30,000 to 100,000
and / or water skiing / 3 100,000 to 250,000
wake boarding) plus 4 250,000 to 500,000
water park and / or 5 500,000 +
pool
II.7.4.6 Unique Existing

II.7.4.3 Accessibility Qualities Other Than
Principal Activities
Travel time to the resort:
Located adjacent to the mountain
Points Criterion resort under consideration, this may
0 Less than 0.5 hour include: a major provincial or national
1 0.5 to 1 hour park, hot springs, convention facilities,
2 1 to 1.5 hours other significant resorts, etc.
3 1.5 to 2 hours
4 2 to 2.5 hours Points Criterion
5 2.5 to 3 hours 1 Nothing unusual
6 Greater that 3 hours 2 Regional attraction
3 National attraction

II.7.4.7 All Season Facilities - II.7.4.8 Potential Length of

the Mountain Resort Primary Season
All-season experiences within 30 Points Criterion

minutes of resort: 0 Less than 100 days
1 Less than 115 days
Points Criterion 2 115 to 130 days
0 Limited 3 130 to 150 days
(undeveloped with 4 More than 150 days
little potential)
1 Fair (some potential
for recreation
facilities)
2 Good (limited lift II.7.4.9 Mountain Amenities
serviced mountain
access; tennis courts, Points Criterion
swimming pool, 0 Disjointed and
some mountain disorganized
biking, etc.) 1 All resort facilities
3 Very Good (18 hole concentrated in the
golf course; lift valley
serviced mountain 2 Valley and some
biking; tennis and/or on-mountain
swimming) facilities
4 Excellent (several 18 3 Well planned and
hole golf courses, 6 integrated variety
or more tennis of valley, on-
courts, swimming mountain and
pool, arena, hiking, summit facilities
lift serviced 4 Well planned,
mountain biking, integrated, and
spa, beaches, water programmed
park, etc.) variety of valley,
on-mountain and
summit facilities

61
II.7.4.10 Weather Conditions If there is an established bed base than

can supply this size of work force
Number of hours of bright sunshine within a 15-minute drive of the resort
per year: core, then there is a reduced
immediate need for employee housing
Points Criterion on site. However, it is important for
1 Less than 1,000 the developer to understand and
hours acknowledge that as the resort
2 1,000 to 1,500 hours becomes progressively more
3 1,500 to 2,000 hours successful, what was readily available
4 Greater than 2,000 as employee and resident
hours accommodation becomes
progressively less affordable. This
gradually erodes the supply of
housing as the resort grows. As such,
the successful resort will enable and
II.7.4.11 Off-Season Mountain encourage employees to live at or in
Access and Facilities close proximity to the resort. Points
are awarded based on the percentage
Points Criterion of employee / resident restricted
0 None housing developed at the resort.
1 Some managed
trails and related Points Criterion
infrastructure 0 0% of employee / resident
2 Some all-season lift restricted bed base
access to mountain provided for at the resort
summit and slopes 1 25% of employee / resident
3 All-season lift access restricted bed base
to mountain summit provided for at the resort
and slopes, with 2 50% of employee / resident
small scale / limited restricted bed base
capacity ski and provided for at the resort
snowboard 3 75% of employee / resident
programming restricted bed base
provided for at the resort
4 100% of employee /
resident restricted bed base
II.7.4.12 Need for Employee / provided for at the resort
Resident Restricted
Housing
Generally, the total number of

employees and residents at regional
and destination mountain resorts
represents 10-20% of the BRC,
increasing with the size of the resort.

II.7.4.13 First Nations

Economic
Participation in
Resort
Development
As part of MTCA’s over-arching Points Criterion

strategy to encourage First 1 • Resort provides non-economic
Nations’ participation in resort benefits to the First Nations
developments, proponents will - providing ski passes for First
be awarded points in the bed unit Nation band members
calculation model for the level of - promotion of First Nation
First Nations’ participation in the cultural activities
economic aspects of the resort. A - promotion of First Nation
high level of First Nations economic activities
participation in the resort 2 • First Nation businesses are
development is expected to result given opportunity to bid on
in aboriginal-focused tourism resort-related contracts
above what may be realized in a • Proponent provides First
resort that focuses strictly on all Nations employment
season recreation activities. This opportunities
is expected to result in the need • Proponent provides First
for additional bed units. Nations training opportunities
3 • Proponent provides joint
Points will be awarded on the venture economic opportunities
following basis: to qualify at a with the First Nations (ie.
given point level, all of the aspects of the resort
criteria (as described in the development are done under a
bullets) must be satisfied. joint-venture arrangement)
tourism activities
Nations employment
opportunities
4 • First Nations equity partnership
tourism activities
Nations employment
opportunities

63
II.7.5 Potential Need and II.7.6 Application

Calculation of Bed Units
As such, the number of bed units at a
Based on the Total Points Rating, as mountain resort are determined by
calculated with the bed unit model, the multiplying the BRC times the
following chart indicates the ratio percentage correlating with the total
(percentage) of bed units to BRC. points rating.
Total Points Total % of BRC Balanced Bed Unit Associated Allocated

Rating Resort Calculation % Bed
32 80% Capacity Model Units
(Non-Ski)
33 85% Point Rating
34 90% 1,500 32 80% 1,200
35 95% 1,500 36 100% 1,500
36 100% 1,500 47 155% 2,325

37 105%
38 110% Note: Upon completion of the total
number of bed units, they must be
39 115% classified as Public, Private or
Resident Restricted (Employee).
40 120%
41 125%
42 130%
43 135%
44 140%
45 145%
46 150%
47 155%
48 160%
49 165%
50 170%
51 175%
52 180%

Chapter 2-Mountain Resorts Amended Aug 25 2009

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 2-Mountain Resorts Amended Aug 25 2009

Uploaded by

Copyright:

Available Formats

All Season Resort Guidelines

Mike Adams, General Manager, Whitewater Winter Resort

II.1 Background .............................................................................................................. 1

II.2 Mountain Resort Planning: The Vision Stage (Expression of Interest).................... 7

II.3 Mountain Resort Planning: The Concept Stage (The Proposal)............................ 11

II.5 The Base/Village Development Concept ................................................................ 31

II. 7 Bed Unit Calculation Models – Mountain Resorts ................................................ 54

return to it year-round. Across the

Chapter II: Mountain Resorts 1

II.1.2 Alternative Mountain bed-unit calculation (see Section II.7.2)

2 Chapter II: Mountain Resorts

development governed by the Alpine Skiing Policy, for use by

"The provision of Crown land • Act as a guide to prospective

Chapter II: Mountain Resorts 3

province’s existing resorts goals and objectives, this vision will

II.1.5.1 Overview • Comfortable Carrying Capacity

“The … Guidelines are to be used in • Balanced Resort Capacity (BRC)

4 Chapter II: Mountain Resorts

The challenge is to bring these development in light of distances to

Chapter II: Mountain Resorts 5

NOTE: Depending on circumstances

6 Chapter II: Mountain Resorts

50 percent), and resident- their “vision” of the projected

An example of an “out-of-category” A conceptual overview of the

As dialogue progresses, the amount of

Chapter II: Mountain Resorts 7

invited to submit an Expression of II.2.3.2 Goals and Objectives

8 Chapter II: Mountain Resorts

to be easily and accurately completed • Review accessibility. A

• Delineate legal boundaries; • Base Area Potential Analysis;

• Delineate and describe existing • Preliminary Environmental

Chapter II: Mountain Resorts 9

II.2.3.5 Opportunities and recommended that pictures, facts and

10 Chapter II: Mountain Resorts

II.2.6 Preliminary Evaluation

Following a positive review, the II.3.1 Introduction

Chapter II: Mountain Resorts 11

II.3.2 Request for a Proposal II.3.3 Project Overview

The formal proposal holds: The overall project intent should be

• A discussion of the In order to properly analyse the study

12 Chapter II: Mountain Resorts

attached to the site mapping. Finally, development’s vision, goals and

Chapter II: Mountain Resorts 13

These are described in detail on the

A delineation of all planimetric

An illustration of the relative

14 Chapter II: Mountain Resorts

An evaluation of the topography of the

0 - 8% Too flat for skiing/good for base area development

80 -100% Extreme Skiing / Areas of considerable hazard

+100% Too steep for normal skiing/potential avalanche

An evaluation of the mountain terrain

Chapter II: Mountain Resorts 15

The slopes of the Study Area should be

Climatologic information of the site

7. Existing Environmental Conditions:

An evaluation of the environmental

16 Chapter II: Mountain Resorts

A review (and if applicable a

9. Adjacent Land Use:

Adjacent land use, existing and

10. Mountain Opportunities and