Best Practices Guide:: For Resort Development in British Columbia

BEST PRACTICES GUIDE:
For Resort Development in British Columbia
September 2005
Volume 2
Best Practices Project
Based on materials prepared by:
Context
In June 2003, Premier Gordon Campbell established the BC Resort Task Force to help
resorts and resort communities realize their full potential. By July 2004, the BC Resort
Task Force presented its “Recommendations of the BC Resort Task Force Report” to the
Minister of State for Resort Development. Key recommendations that Government could
enact formed the “BC Resort Strategy and Action Plan”, released November 2004.
Strategic directions within the “BC Resort Strategy and Action Plan” included the
development of a set of best practices tools to build common understanding between
resort developers, communities and First Nations.
The Best Practices Project, which commenced in the summer of 2004 and concludes in
the fall of 2005, involves the development of three products:
1. Transitions: Planning, Servicing, and Local Governance in BC’s Resort

Communities
2. Best Practices Guide for Resort Development, and
3. Best Practices in Business Partnerships Between First Nations and Resorts
This report is the second volume of the three-part series and identifies best practices
within current resort planning, development and on-going operations. It provides
suggestions and sources of information to assist the resort industry, local communities,
and the Province in maintaining a competitive advantage in the global tourism industry.
On behalf of the Municipal Sub-Committee of the
BC Resort Task Force, this report is presented to
Honourable Olga Ilich, Minister of Tourism,
Sport and the Arts
Foreword
Members of the Municipal Sub-Committee

Darcy Alexander, Vice President, Sun Peaks Resort Corporation
Ken Arcuri, Director of Planning Services – Regional District of Central

Okanagan, Association of Regional District Planning Managers
Jim Godfrey, Municipal Administrator, Resort Municipality of Whistler
Jim Greene, General Manager, Red Mountain Resort, Rossland
Gerard LeBlanc, General Manager of Community Planning – Regional District of

Comox-Strathcona, Association of Regional District Planning Managers
Geoff Pearce, Clerk-Administrator, City of Langford
Richard Taylor, Executive Director, Union of British Columbia Municipalities
Western Economic Diversification Canada Regional Representative
Ecosign Mountain Resort Planners along with Cadence Strategies, Cascade

Environmental Resource Group Ltd., Urban Systems Inc., and Owen Bird Solicitors,
appreciate the time, insight and efforts provided by members of the Municipal
Sub-Committee of the BC Resort Task Force. The member’s experiences and opinions
were invaluable in identifying and analyzing the complexities and opportunities,
associated with best practices for resort development in British Columbia.
TABLE OF CONTENTS
Introduction and Framework............................................................................................................ 1

Scope of this study........................................................................................................................... 1
About this guide ............................................................................................................................... 2
In this guide you will find .................................................................................................................. 2
What this guide does not provide .................................................................................................... 3
The information in this guide can help you ...................................................................................... 3
Stage I – Assessing the Opportunity / Identifying the Showstoppers ........................................ 5

Introduction ...................................................................................................................................... 5
Assessing Market Potential and Market Demand ..................................................................... 6
Determining Resort Compatibility to Existing Land Use and Land Tenure............................... 8
Avoiding and Mitigating Environmental Impacts – General .................................................... 10
Economic Feasibility Analysis ................................................................................................. 12
Assessing Social / Environmental / Economic Impact Within A Community .......................... 14
Stage II – Defining the Vision......................................................................................................... 17

Introduction .................................................................................................................................... 17
Natural Attributes – Biophysical Inventory / Baseline Studies ................................................ 18
Natural Attributes – Watershed Assessment .......................................................................... 20
Natural Hazards Assessment – avalanche, flooding, geological stability ............................... 24
Visual Impacts Assessment .................................................................................................... 26
Identification of Existing Environmental Values ...................................................................... 28
Preliminary Servicing Plan ...................................................................................................... 30
Water Supply and Distribution................................................................................................. 32
Energy Supply and Distribution – Electricity, Natural Gas and Propane ................................ 34
Transportation and Access to and Within the Resort.............................................................. 36
Resort Financing Plan ............................................................................................................. 38
Public / Private Partnerships ................................................................................................... 40
Engaging the Local Community .............................................................................................. 42
Aboriginal Land Issues / Relationships with First Nations ...................................................... 44
Comprehensive Land Use Planning........................................................................................ 46
Stage III – Developing the Resort Master Plan and Seeking Approvals.................................... 49
Introduction .................................................................................................................................... 49
Defining a Brand and Unique Market Position ........................................................................ 52
Resort Village Design Principles ............................................................................................. 54
Environmental Principles in Ski Area Planning and Operation ............................................... 56
Accommodation Product Mix................................................................................................... 58
Rental Use and Rental Management Covenants.................................................................... 60
Employee / Resident Housing Policies ................................................................................... 62
Avoiding And / Or Mitigating Environmental Impacts – Wildlife Habitat Preservation
Areas and Wildlife Management....................................................................................... 64
Avoiding And / Or Mitigating Environmental Impacts – Aquatic Habitat and Streamside
Protection -Wetlands and Riparian Management and Fisheries Management................ 67
Mitigating Environmental Impacts Through Re-Vegetation Plans........................................... 70
Planning and Land Use Controls – Official Community Plans, Zoning Bylaws,
Development Permits, Design Guidelines and Building Schemes ................................... 72
Road Design Standards (Collector, Local, Pedestrian Trails)................................................. 74
Sanitary Sewer Collection, Treatment and Disposal............................................................... 76
Collection and Disposal of Solid Wastes................................................................................. 78
Stormwater Management Plan................................................................................................ 80
Avoiding and/or Mitigating Environmental Impacts During Construction ................................ 82
Stage IV – Implementation and Ongoing Operations.................................................................. 85

Introduction .................................................................................................................................... 85
Energy Conservation............................................................................................................... 86
Tourist Information and Central Reservation Centres............................................................. 88
Roles of Festivals and Events ................................................................................................. 90
Role of Conference Facilities .................................................................................................. 92
Customer Relationship Management...................................................................................... 94
Ongoing Market Research and Analysis................................................................................. 96
Funding Models for Resort Marketing ..................................................................................... 98
Employment and Employee Skills Development................................................................... 100
Preliminary Governance Models – Form of Local Government ............................................ 102
Financial Tools For Local Governments in Resort Communities.......................................... 104
Consideration of a Sustainability Framework / Model........................................................... 106
Glossary of Acronyms............................................................................................................... 107
Note:
The website URLs in this guide are current as of September 2005. The government of British Columbia has
restructured its programs and website URLs will change to reflect the new organization. Once a website can no
longer be accessed via the link provided, the reader is directed to pursue the inquiry through the appropriate Ministry
website as follows:
Previous New
LWBC - Resort Ministry of Tourism, Sport and the Arts
MCAWS Ministry of Community Services
MSRM
- Biodiversity/terrestrial Ministry of Environment
- Archaeology Ministry of Tourism, Sport and the Arts
- Land Use and Allocation of Crown land Ministry of Agriculture and Lands
- Capacity for Recreation on Crown land Ministry of Forests and Range
WLAP Ministry of Environment
INTRODUCTION AND FRAMEWORK
A key element of British Columbia’s economic development and tourism strategies is to support resort-
based tourism and enable operators to compete effectively in the international market. In 2003, the
Province created the BC Resort Task Force with a mandate to enhance resort development and
partnerships in British Columbia, and to identify and eliminate barriers to resort development and
expansion. The Task Force established a Municipal Sub-Committee to examine issues related to the
unique problems of resort developers and communities. The Municipal Sub-Committee identified the
need to develop a resort best practices guide for emerging and established resort communities and resort
developers which would assist them with the challenge of planning, developing and operating successful
resort communities.
Across the world, best practices frameworks are being increasingly used to encourage corporate social
responsibility, as well as to provide leading tools for informing public sector management. The American
Resort Development Association1 defines a best practice “ . . . as a way or method of accomplishing a
business function or process that is considered to be superior to all other known methods” and “. . . are
focused on capturing the most current knowledge and processes being used in the industry today.” Best
practice initiatives provide a productive and useable tool kit for information sharing between related
activities. Consistent with the Province’s commitment to sustainability, best practices tools are an
internationally accepted method for encouraging progressive policies and procedures needed to achieve
economic success, while fostering vibrant communities and healthy environments. This Best Practices
approach is consistent with the Province’s commitment to, adopt a scientifically-based, principled
approach to environmental management that ensures sustainability, accountability and responsibility,
while at the same time encouraging shared stewardship and results-based governance.
Scope of this study

In the summer 2004, Ecosign Mountain Resort Planners and a team comprised of Cadence Strategies,
Cascade Environmental Resource Group Ltd., Urban Systems Inc., and Owen Bird Solicitors were
engaged to assist the Municipal Sub-Committee to create a Best Practices Guide for Resort Development
that would:
1. help emerging and existing resort communities creatively define what they want to be by
providing them with tools to assist them in reaching their goals effectively and efficiently;
2. assist established resort communities to fine tune their product to remain competitive; and
3. provide information and tools to enhance relationships between resort developers and the resort
community.
The consultants’ research and consultation program consisted of:
significant consultation with members of the Municipal Committee of the BC Resort Task Force;
a review of the information conducted through the stakeholder fact finding process of the
BC Resort Task Force;
additional research of relevant literature of publicly available reports and case studies addressing
confirmed dimensions of best practices;
interviews with a select list of recognized global resort and other best practices experts to
selectively mine their depth of knowledge and draw out new ideas; and
1
American Resort Development Association (ARDA) http://www.arda.org
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a Best Practices Workshop with select experts in the fields of resort planning, development,
governance and destination marketing to exchange and compare best practices and to explore
ideas.
About this guide

This practical guide is designed to help current and prospective resort developers, operators,
communities, and the provincial government and other authorities who face challenges in the fields of
resort planning, development and on-going operations. The guide will help all stakeholders in their
understanding of the development and operation of the resort.
The objective is to provide a common sense, practical guide to help resort developers and resort
communities to find creative solutions to problems when considering resort tourism and the potential of
British Columbia’s primary tourism asset – its natural environment. This guide does not provide a set of
legislative or enforceable requirements – its application is voluntary. It is not intended to be prescriptive.
This guide outlines environmental, social and economic criteria to consider when planning, constructing
or operating a resort venture. These criteria are intended to be applicable to all types and sizes of resort
developments, from small-scale, low infrastructure ecotourism ventures to large-scale resort communities.
In this guide you will find

¾ essential information for working with professionals involved in planning, design, construction and
operation of resort facilities;
¾ examples of best practices;
¾ contact details and useful references for obtaining further or more detailed information; and
¾ best practices organized within four stages of resort development, which recognizes the need for
flexibility from conception to design, seeking regulatory approvals, to building and successfully
operating a resort.
The four stages include the following.
Stage I: Assessing the opportunity/Identifying the showstoppers – a preliminary review of key
attributes is required to ensure there are no critical challenges that would make the resort
development/expansion technically, environmentally, economically or socially unfeasible.
Stage II: Defining the resort vision – If there is an opportunity, envision and design a resort facility
that addresses the experience to be offered to the marketplace, how it interacts and mitigates impacts
to the natural and social environment, and provides appropriate infrastructure and services.
Stage III: Developing the resort master plan and seeking approvals –a detailed master plan
guides the building and operation of the resort within the current regulatory requirements at various
government and community levels. Once approvals are secured and requirements met, permits and
licensing are sought to begin construction of the resort facility.
Stage IV: Implementation and ongoing operations of the resort – a resort’s ongoing success
depends on its expertise, planning, inclusion, and ability to adapt to maintain a competitive
advantage, conserve its natural surroundings, and sustain community and stakeholder relationships.
Some information in this guide may be very familiar and of second nature to resort planning developers
and operators; other information may not. This guide has attempted to address environmental, social and
economic issues in a manner that demonstrates their interdependent nature in the belief that what is
obvious to one person may not be obvious to another. Similarly, some of the best practices discussed
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may not be applicable to all resort developments or communities. For example, aspects such as public
transit and mountain design will be of more or less interest depending on the scale and location of the
resort contemplated.
What this guide does not provide

This guide does not provide detailed information on the different approvals one needs to obtain for
development or that government needs to consider in the regulatory/approval role. The resort approval
process has been described in detail by others.2
This guide is not a substitute for obtaining professional advice, including qualified planners, market
research analysts, financial planners, environmental consultants, engineers, architects, and landscape
architects. While this guide will alert you to the many issues to consider in making a resort venture
sustainable, it is not definitive and should be used in conjunction with the advice of professionals. It will
help you determine many of the questions and areas you may wish to discuss with professionals.
You are also encouraged to consult Tourism and Resort Operations of the Ministry of Tourism, Sport and
the Arts (MTSA), for thorough documentation regarding the Provincial approval processes related to
Crown lands.
The information in this guide can help you:

¾ put together a proposal that could facilitate the development application process because it has
considered relevant environmental, social and economic concerns;
¾ obtain the support of local communities;
¾ achieve lower operating and maintenance costs; and
¾ protect our main asset – British Columbia’s natural environment.
This guide contains practical ideas for a resort venture. These best practice ideas have been
implemented by other resort developers and governments and have proven successful. You are
encouraged to consult the guide when planning and operating your resort for ideas contained in the
examples.
2
Grant Thornton LLP prepared two reports: Overview: Land-Based Destination Resort Development Process in British Columbia,
October 2003 and Overview: Marine-Based Destination Resort in British Columbia, October 2003, for the BC Resort Task Force
Office on the approval process. These reports reveal the complex range of governmental approvals, regulations and review
processes developers of a major land- or marine-based resort face before construction can commence.
Page 3
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STAGE I - ASSESSING THE OPPORTUNITY/IDENTIFYING THE SHOWSTOPPERS
Introduction
In defining the resort opportunity – be it a new large-scale resort, expanding an existing resort destination
facility or creating a remote wilderness resort – the developer, investor(s) and owner need to look at and
address key development issues such as locational attributes, community support, economic feasibility,
environmental concerns, regulatory parameters, and legal constructs. Successfully developing a resort
hinges on doing a preliminary review of these key issues to make sure there are no critical challenges
that would make creating the resort technically, economically or socially unfeasible. If the site possesses
favourable physical characteristics, has an absence of significant environmental showstoppers and if
identified issues of concern can be mitigated to reduce impacts, then the project should proceed to the
next level of study in Stage II - Defining the Resort Vision.
Stage I primarily involves assessing key attributes such as natural and built environment, development
policies, governance, and community considerations to determine suitability for development. This
preliminary assessment includes looking at current uses on the proposed land base, determining market
demand and exploring the economic feasibility of the proposed resort.
Key considerations when assessing resort potential
Tourism trends & Guest profile Regional Economic

projections Characteristics
Purpose of stay
Tourism travel growth Socio-economic level Area per capita income
Geographic origin Local economic drivers
Travel patterns to the
Propensity to travel Population trends
area
Needs & preferences Real estate tax rates &
Transportation facilities
Future trends assessments
Regional attractions & Local purchasing ability
Site characteristics
competitive factors Labour supply
Location in relation to Wage trends & scales
Capacity & operating
community resources Zoning and building
characteristics
Ground characteristics regulations
Demand & supply
Expansion in Transient traffic
Future competition
surrounding region statistics
Building restrictions
Current land use
Carrying capacity
Recreational features
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ASSESSING MARKET POTENTIAL AND MARKET DEMAND
An objective, research-based assessment of Key Challenges

market potential and the needs of target
Objectively determining market potential and
customers ensures that demand exists for the
market demand.
proposed resort and can generate the revenue
streams sufficient for its financial success. Avoiding overly optimistic estimates to
generate investor interest in the resort
The goal is to gain an early understanding of the
products.
potential revenue streams, target markets and
the products/services people are seeking in
these market segments.
Examples:
Sun Peaks Market Research Intrawest Golf
Prior to development of the resort master plan, Intrawest Golf assesses market demand for any
Sun Peaks engaged a market research firm to golf resort in its management portfolio to ensure
evaluate the market potential for a four-season revenue potential is sufficient to generate target
destination mountain resort near Kamloops. return on investment and profitability.
Information obtained from focus groups was
used to fine-tune the recreational and real estate
product mix, during the resort master plan stage.
Visitor and land sales forecasts were used to
evaluate the economic feasibility of the resort
and prepare capital expenditure plans.
Other Technical References:

Canadian Tourism Commission www.canadatourism.com/ctx
Tourism British Columbia www.tourism.bc.ca
Wilderness Tourism Association www.wilderness-tourism.bc.ca
Council of Tourism Associations of BC www.cotabc.com
Regional economic development profiles and statistics: www.civicnet.bc.ca / www.edabc.com /
www.bcstats.gov.bc.ca
Regional destination marketing organizations (RDMOs) www.islands.bc.ca / www.northernbctravel.com /
www.landwithoutlimits.com / www.thompsonokanagan.com / www.vcmbc.com / www.bcrockies.com
Travel and Motivation Study for Canada http://www.tourismbc.com/PDF/TAMS_Canada_FullReport.pdf
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RECOMMENDED BEST PRACTICES
Typically the developer of the proposed resort takes the lead role in assessing
market potential and market demand, as part of the overall due diligence and
fundraising process. Local, regional and provincial governments support this effort
through the provision of historical information, if available, and through the general
promotion of British Columbia’s tourism products through organizations like Tourism
British Columbia.
Employ suitable expertise to assist in determining market potential and estimating
market demand for the proposed resort experience.
Consider existing sources of information generated by organizations such as the
Canadian Tourism Commission, Tourism British Columbia, World Travel
Organization, Wilderness Tourism Association, Council of Tourism Associations of
British Columbia.
Consider extent of competitive products that pursue the same target markets (both
existing and potential competition) and collect any available data on historic visitation
of competitive resort products.
Determine existing and proposed ease of access to the proposed resort location –
access is a critical success factor and includes availability of direct air access to
international airport; distance to travel from airport; access road quality and reliability
and proximity to a regional market.
Prepare an analysis of the ability of the market to support the proposed resort in
terms of market share.
Take into account demographics and leisure market trends when preparing visitor
forecasts.
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DETERMINING RESORT COMPATIBILITY TO EXISTING LAND USE AND TENURE
Resort developments may compete with other during the resort development process,
existing uses, such as forestry, mining, energy, especially if these maximize cooperation and
agriculture, existing recreational tenures and/or identify highest and best use of mutually
regional district and municipal land use bylaws. exclusive use and access.
Conflicting tenures on Crown lands or
Key Challenges
neighbouring industry and communities may be
a “show-stopper” for the resort development or Cost and time to document existing tenures
expansion. and competing land uses.
It is best to identify existing users’ rights and The resort may place undue pressure on the
concerns prior to investing a lot of cost and limited resources of local service providers.
energy in the resort planning cycle. Successful Negotiation of interest-based solutions to
negotiations and agreements with other existing conflict.
land users and tenure holders are desirable
Examples:
Kicking Horse Mountain Resort

At Kicking Horse Resort, the interests of prior
land users such as heli-ski operators, cross-
country skiers and trappers were resolved prior
to writing the Master Development Agreement
(MDA) for the resort.

Tourism and Resort Operations, MTSA http://www.lwbc.bc.ca/02land/resorts/background/index.html
Ministry of Agriculture and Lands
Ministry of Energy, Mines and Petroleum Resources
Treaty Negotiation Office http://www.prov.gov.bc.ca/arr/
Council of Tourism Associations of BC www.cotabc.com
BC Helicopter and Snowcat Skiing Operators Association www.bchssoa.com
Canada West Ski Areas Association www.cwsaa.org
To determine if the proposed resort development is within a regional district or near a municipality, refer
to the Union of BC Municipalities website which provides links to all regional districts and municipalities
across the province www.civicnet.bc.ca
Page 8
Developer/operator must be proactive in early consultation with relevant provincial,
local government, federal and aboriginal authorities both on Crown or private land.
Preliminary consultation with Tourism and Resort Operations of MTSA and the
Ministry of Agriculture and Lands to determine existing Land Act tenures and
notations such as leases, licenses, Water Act uses, mining or forestry interests for
resorts involving Crown land.
Tourism and Resort Operations of MTSA is responsible for coordination of existing
land tenures and their uses on Crown land. This office can provide assistance to the
developer in negotiating directly with Crown land tenure and permit holders to
facilitate the resort use. It can assist the developer in resolving jurisdictional overlaps
within other line ministries.
Determine if a Land and Resource Management Plan (LRMP) or Sustainable
Resource Management Plan (SRMP) exists for the region under consideration.
Determine if a resort use of the site is consistent with the existing LRMP or SRMP,
regional or local community plans. If not, determine whether there is a reasonable
expectation that amendments to these plans could be made to support resort
development in the area.
Research freehold land interests through Land Title office searches. Consult local
government to determine other potential development plans on private land in the
vicinity of the resort.
Meet with existing stakeholders to determine their issues, concerns and potential
participation and consider whether resort facilities and uses will compete or be
complementary with existing uses. Document socio-economic benefits for existing
and proposed uses.
The promoter, planners and government agencies review existing tenures and land
uses early in the resort development cycle to determine if resources may be shared
without detriment to other users.
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AVOIDING AND MITIGATING ENVIRONMENTAL IMPACTS – GENERAL
Avoiding adverse environmental impacts in a Key Challenges

resort environment is no longer a lofty goal, but
Resolving conflict between design and
rather a standard objective. Best practice for
operational objective with the need to
resorts is to mitigate impacts where they are
protect the environment.
deemed to be unavoidable. The minimum
acceptable standard best practice for resorts in Reaching consensus on what amount of
British Columbia is compensatory response to change (impact) is “acceptable” amongst
impacts. This approach is required to meet the various stakeholders and agencies.
expectations of a variety of stakeholders, as well Determining indicators that accurately
as to document indicators and actions required demonstrate change that can be attributed
to ensure that the existence of the resort does
to human actions.
not come at the expense of its surrounding
environment. Developing a monitoring program and
management actions that can ensure the
To protect or achieve conditions that have been
natural environment and desired recreation
identified as acceptable/desirable in a experience are protected.
resort/recreational setting is the overall goal.
Examples:
Resort Municipality of Whistler – River of the River of Golden Dreams watershed. The
Golden Dreams Watershed Management focus of the management plan is on streams,
Plan, 2001. wetlands, and riparian areas within the
watershed.
This document lays out a watershed vision,
fundamental goals, a series of objectives,
indicators and recommended actions for
maintaining and improving watershed health of

Canadian Environmental Assessment Agency: www.ceaa-acee.gc.ca/index_e.htm
BC Environmental Assessment Office: www.eao.gov.bc.ca/
Needham, Mark D., Masters Thesis Abstract – “Applying the Limits of Acceptable Change (LAC) to a
Study of Summer Alpine Recreation On and Adjacent to Whistler Mountain, British Columbia”
http://office.geog.uvic.ca/dept2/grad/abstracts/needham.html
Determining a Capacity for Recreation and Monitoring Effects from Commercial Recreation Operations on
Crown land http://srmwww.gov.bc.ca/cr/resource_mgmt/lrmp/s2s/reports/rec_series_1.pdf
Best Management Practices for Recreational Activities on Grasslands in The Thompson and Okanagan
Basins http://wlapwww.gov.bc.ca/wld/documents/bmp/grasslands_th_ok_bmp.pdf
Ministry of Environment, Guidelines & Best Management Practices (BMPs)
http://wlapwww.gov.bc.ca/wld/BMP/bmpintro.html#regional
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Identify monitoring procedures for management strategy implementation.
Approach local government to provide access to studies/reports/data concerning
natural environment issues.
Meet with provincial government agencies (Ministry of Agriculture and Lands, Ministry
of Environment, Ministry of Forests and Range, Ministry of Tourism, Sport and the
Arts) to access studies/reports/data concerning natural environment issues in the
vicinity of the resort. Through consultation identify key indicators and attributes to
monitor for impact.
Conduct Cumulative Effects Assessment as part of the Canadian Environmental
Assessment Act review process.
Consult with the Environmental Assessment Office to determine if project falls within
the parameters of the Environment Assessment Act.
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ECONOMIC FEASIBILITY ANALYSIS
The preliminary economic feasibility analysis Key Challenges

provides an early indication of the potential
Desire to provide overly optimistic visitor and
return on investment associated with a resort.
revenue forecasts to secure government
The results of this analysis will indicate whether
approvals and/or development financing.
the resort proposal has the potential to be
economically viable. More detailed analyses at Developing accurate long-range forecasts
each step of the resort design and approval for revenues and costs.
phases are required to confirm potential Underestimating the time to build market
economic viability to the provincial government
awareness of the resort product.
and potential sources of capital funding.
Obtaining local information to use for capital
This analysis should provide accurate estimates cost estimating.
of financial feasibility to inform decision-makers
and investors whether to proceed to the next
phase of resort planning or development.
Examples:
All major resort developments in British The Coast Hotel Redevelopment Feasibility
Columbia such as Sun Peaks, Crystal Mountain, Analysis
Red Mountain Resort, April Point Resort, Bear An online example of a feasibility analysis for the
Mountain, et cetera, have conducted an redevelopment of a hotel into a conference /
economic feasibility study. resort lodging facility demonstrates the costs of
expanding an existing hotel into a destination
facility and provides the developer a picture of
anticipated economic return.

Gee, Chuck Y., Resort Development and Management (2nd edition), Educational Institute American Hotel
and Motel Association, Michigan, 1996.
Mill, Robert Christie, Resorts Management and Operation, John Wiley & Sons, Inc., New York, 2001.
Ryan, Bill and Michael Chrisler. Guidebook on Small Resort Market Analysis. University of Wisconsin,
Extension Center for Community Economic Development and the Wisconsin Small Business
Development Center, 2003. http://www.uwex.edu/ces/cced/tourism/Small%20Resort.pdf
Development of a major resort concept – Jumbo Glacier Resort
http://www.jumboglacierresort.com/documents/refdocs.html
Expansion of a present alpine resort to all-season – Crystal Mountain Resort
http://www.crystalresort.com/development/new/index.html
The Coast Hotel Redevelopment Proposal (Santa Cruz, California) http://www.ci.santa-
cruz.ca.us/pl/coast_hotel/PKF%20Proposed%20Redevelopment%20of%20the%20Coast%20Hotel.pdf
Small Business BC. Explore Your Financing Options. http://www.smallbusinessbc.ca/bizstart-
financing.php
Small Business BC. Destination Resort Business Sourcing Guide.
http://www.smallbusinessbc.ca/pdf/resort.pdf
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The economic feasibility analysis is typically prepared by the resort proponent as part
of an overall financing package and as part of submissions to government for use of
Crown land. Local and regional government will often be able to provide a list of
contacts for local contractors to assist in determining any local construction
premiums.
Evaluate market demand for preliminary resort concept. (See Assessing Market
Potential and Market Demand).
Base revenue forecasts on long range visitor forecasts prepared by suitably objective
professionals. The assumptions used to prepare these forecasts should be clearly
documented, carefully compared to any available statistics and subjected to intense
scrutiny. Use sensitivity analyses to evaluate the impact of different visitation levels
and understand “worst case” scenario.
Use realistic, fact-based estimates of what money will buy. All cost estimates should
reflect local construction conditions, should include contingencies and should be
updated as concepts are refined and become more detailed.
Prepare long-range pro-forma forecasts of revenues and expenses. Review and
reassess the underlying assumptions. Update projections as new information
becomes available.
Prepare detailed budgets for capital investments.
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ASSESSING SOCIAL / ENVIRONMENTAL / ECONOMIC IMPACT WITHIN A
COMMUNITY
A new resort development offers the potential for Addressing fears and misperceptions that
economic, social and environmental benefits can arise before the facts have been
and costs. The nature of these impacts needs communicated. Traditional resource
to be understood by all those affected, including extraction industries and those employed by
First Nations, so that appropriate choices may them may view a new resort development as
be made. An objective assessment of the being in competition for Crown land, thereby
economic, social and environmental impacts of a limiting their ability to operate and grow. The
proposed resort development helps facilitate a environmental community may also see the
fact-based discussion of the desirability of the proposed resort development as harmful
development. due to perceived impacts on wildlife habitat.
Key Challenges Collecting cultural/archaeological
information useful to both planners and
Achieving agreement on a methodology for
approving agencies can be time consuming
assessing social/ environmental/ economic
and costly and may require obtaining an
impacts in an objective, defensible manner
archaeological permit from the Provincial
so that the assessment results are accepted
Archaeology Branch.
by all involved.
Examples:
Bear Mountain
A socio-economic impact of the Bear Mountain
development helped the District of Langford
make the decision to allow the development to
proceed.

District of Langford www.district.langford.bc.ca
Ministry of Tourism, Sport and the Arts, Archaeology Branch http://srmwww.gov.bc.ca/arch/
Page 14
The resort proponent will typically commission an assessment of the social,
environmental and economic impacts of the proposal as a tool to advocate for the
project.
Meet with community stakeholders and discuss the process for assessing
social/environmental/economic impacts to build mutual understanding of
methodology, timing and opportunities for community input.
Engage an independent third party to perform assessment to assure objectivity.
Use well recognized methodologies for quantifying impacts to facilitate acceptance
and permit comparison to other development opportunities.
Consult with local area experts, for example, biologists, community interest groups,
community at large.
Communicate results of assessment fully and completely (good and bad news).
Propose mitigation where impact is potentially beyond community tolerance.
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Notes:
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STAGE II – DEFINING THE VISION
Introduction
Once the initial screening in Stage I is complete and showstoppers are identified or mitigated, then it is
necessary to create a vision for the resort – the experience it will offer to visitors. Questions to be
addressed are access to the resort, the relationship of the resort with the natural environment, local
communities, and First Nations and any other social or community concerns.
More detailed levels of study should be conducted in parallel to the development of the resort vision and
design. In addition to verifying the existing inventory information gathered in Stage I, more specific
studies should commence to:
determine unique biophysical features such as air and water resources, soils, geology,
geomorphology, wildlife, vegetation, and forest resources;
clarify available watershed resources to accommodate the natural carrying capacity and/or
proposed capacity of the resort facilities and programs; and
identify natural activities such as mass soil movements, snow avalanches, flooding, extreme tides
and/or wave action which may pose a risk to the envisioned building or operation of the resort
facility.
At this stage, contact is affirmed with the Province if developing a resort on Crown lands, the local
community is engaged more meaningfully and a formal working relationship begins to develop with First
Nations. Considering community facilities and services and developing and negotiating partnerships
occurs initially at this stage and evolves in Stage III – Developing the Resort Master Plan and Seeking
Approvals.
Key considerations when creating a detailed vision of the resort
Client assessment Resort characteristics Site characteristics

Community relationship Style / atmosphere Travel accessibility
Relationship to natural Visual impacts
Zoning, building
environment Nearby recreational,
restrictions, land
Providing services such cultural, historical
covenants
as energy, water, attractions
Official community plan
transportation access Natural hazards
&/ design guidelines
Recreational amenities Biophysical resources
Specific lands claim Services to the guest and (air, water, land)
and/or tripartite treaty nearby community Watershed capacity
claim area
Stakeholder partnerships
and land access issues
Page 17
NATURAL ATTRIBUTES – Biophysical Inventory / Baseline Studies
A thorough understanding of the physical and Key Challenges

biological elements of the site provide baseline
Gathering environmental information in a
information that will assist planners in the design
timely, cost effective manner.
and approval decisions, and will create an
inventory of attributes to assist with land use Conducting site visits in the appropriate
decision making and monitoring throughout the season(s) to account for impacts throughout
life of the resort. the year.
The intent is to develop a successful resort Collecting information that is useful to both
concept plan that optimizes the unique physical planners and approval agencies.
attributes of the site in an environmentally
sensitive manner and incorporates the biological
limitations of the site. Optimizing a site’s
potential can only occur with environmental
considerations.
Examples:
Juliet Creek Resort Proposal Silver Star Mountain Resort
A phased approach was used to gather Silver Star Mountain Resort commissioned an
biophysical information for baseline studies. A Environmental Review of a portion of Silver Star
low cost Preliminary Environmental Overview Provincial Park for the purpose of removing it
document was prepared to provide guidance to from the Park and developing a golf resort. The
the proponent in their application to Land and primary focus of the Environmental Review was
Water British Columbia Inc. Upon acceptance of the identification and delineation of ecosystem
the application a Preliminary Environmental units, environmentally sensitive areas, and
Assessment was prepared as part of the British ecologically sensitive habitats. The field data
Columbia Environmental Assessment process to collected in combination with other data sources
provide more detailed biophysical inventory constitutes a baseline environmental inventory
information. identifying the main ecological systems and
processes that occur in the study area. The
Blackstone Golf Resort Community
inventory information was then analyzed to
The Environmental Review conducted for the identify constraints to potential development
Blackstone Golf Resort Community in Fernie, occurring within the study area.
British Columbia, provided baseline ecological
Taynton Bowl Environmental Review
information and interpretations thereby
identifying the environmental issues arising from An environmental inventory and analysis of a
golf resort development and operation. The portion of Crown land for a proposed high alpine
review included background research and skiing opportunity boundary expansion of
ecological pre-typing, “groundtruthing” and field Panorama Mountain Village. The primary focus
assessment, inventory and analysis, habitat cost of the Environmental Review was the
accounting and mitigation/compensation identification and delineation of ecosystem units,
planning for environmentally sensitive areas. environmentally sensitive areas, and
ecologically sensitive habitats. Terrestrial
Ecosystem Mapping (TEM) was utilized to
develop an ecological framework to guide land
use and resource management decisions.
Page 18
Ministry of Environment, Resource Information Standards Committee
srmwww.gov.bc.ca/risc/pubs/tebiodiv/
Conservation Data Centre – Species at Risk srmwww.gov.bc.ca/cdc/
TEM Standards: srmwww.gov.bc.ca/risc/pubs/teecolo/tem/indextem.htm
PEM Standards: srmwww.gov.bc.ca/risc/pubs/teecolo/pemcapture/index.htm
Field Manual for Describing Terrestrial Ecosystems: srmwww.gov.bc.ca/risc/pubs/teecolo/fmdte/deif.htm

Delineation of study area that includes the resort site.
Work with local government to acquire support documentation, project scoping and
report review where appropriate.
Work with local government to determine local policies and visions for future growth
and development in the area.
Approach Provincial Government agencies for baseline information, biophysical
assessment terms of reference and review.
Prepare a screening document designed to collate existing environmental information
coupled with field verification to address overall ecosystem conditions.
The inventory should utilize acceptable field survey techniques and mapping
procedures such as Terrestrial Ecosystem Mapping (TEM), Field Manual For
Describing Terrestrial Ecosystems, Resource Information Standards Committee
(RISC), and Predictive Ecosystem Mapping (PEM).
The overall analysis can identify potential areas requiring a more detailed level of
study.
Assessment should include ongoing, regular discussions with approving agencies.
Incorporate environmental attributes in the development of a preliminary concept plan
for the resort.
Page 19
NATURAL ATTRIBUTES – Watershed Assessment
A watershed assessment is important as it natural hydrological and biological activity

provides watershed-level recommendations for occurring in the watersheds to such an
development plans based on an assessment of extent that natural habitats, their supported
the potential for cumulative hydrological effects fauna (including fish), and humans, are
from past activities such as forest harvesting adversely affected; and
and road building, and any proposed future
to prevent long term change to background
developments. Under the Forest and Range
water quality, quantity, and timing of flow.
Practices Act, a watershed assessment may be
required on watersheds deemed to have Key Challenges
significant sensitivity due to landslides, erosion Watershed assessment can be costly and
or channel stability, significant fisheries values
may require updating every three years.
or downstream licensed domestic water users.
It also helps to evaluate the potential outcomes Acknowledging the system components
various proposed developments or operational including other resource users that lie
activities may have on the health of the local upstream and downstream of the proposed
watersheds. development area.
The desired outcome is: Reconciling the resource demands of the

proposed development with the current or
to develop an understanding of the type and future resource planning.
extent of current water-related issues that
may exist within the watersheds associated Protection of upstream and downstream
with the proposed resort as well as habitat within the watershed.
recognizing the hydrological implications of Recreation and resource development
the proposed resort development; interests may conflict with preservation of
to develop a watershed based planning tool watershed areas.
that will provide guidance to resort The zoning of community watersheds (open
developers and approving agents regarding or closed) may prohibit resort development
direction, levels and intensity of as communities look to provide sufficient
development; protection of drinking water sources.
to ensure that proposed developments or
operational activities will not disrupt the
Examples:
Whistler/Blackcomb Coastal Watershed future forestry-related activities including further

Assessment Procedure, 2002. development or, as necessary, watershed
restoration activities. The assessment was
This watershed assessment examined natural
voluntarily conducted at the recommendation of
processes occurring in the Whistler/Blackcomb
the Ministry of Forests and Range to provide an
ski area and evaluated the cumulative effects of
indication of the state of the community
forest practices on the stream systems draining
watersheds within the Controlled Recreation
the area. The results of the investigation
Area (CRA) of the mountain resort. The
indicated the sensitivity of the watersheds to
document remains an internal planning
development, and provided guidance for any
document.
Page 20
Resort Municipality of Whistler – River of Red Mountain – Interior Watershed
Golden Dreams Watershed Management Assessment Procedure, 1996.
Plan, 2001.
This watershed assessment was conducted, in
This document lays out a watershed vision, compliance with Ministry of Forests
fundamental goals, a series of objectives, and requirements as part of the Forest Development
recommended actions for maintaining and Plan for the resort’s proposed expansion. A
improving watershed health of the River of Level 1 assessment for various creeks within the
Golden Dreams watershed. The focus of the Red Mountain study area was produced by
management plan is on streams, wetlands, and Dobson Engineering Ltd. The objective of the
riparian areas within the watershed. report was to assess the potential for cumulative
hydrological impacts in the watersheds
associated with previous forest practices and
road construction. Four primary impact
categories were assessed: peak flows; surface
erosion; riparian buffers and mass wasting.
Other Technical References

Resort Municipality of Whistler. River of Golden Dreams Watershed Management Plan, 2001.
http://www.civicinfo.bc.ca/132.asp?documentId=3820
Ministry of Forests and Range. Watershed Assessment Procedure Guidebook
http://www.for.gov.bc.ca/tasb/legsregs/fpc/FPCGUIDE/wap/WAPGdbk-Web.pdf
Ministry of Forests and Range. Community Watershed Guidebook. October 1996.
www.for.gov.bc.ca/tasb/legsregs/fpc/fpcguide/WATRSHED/Watertoc.htm
Environmental Performance Section of the Ontario Snow Resorts Association’s Best Management
Practices Manual http://www.c2p2online.com/documents/Introductorytexttoskitemplates.pdf
Centre for Watershed Protection. www.cwp.org A US based non-profit corporation that provides local
government/watershed organizations with technical tools for natural resource protection.
Ministry of Environment. Stormwater Planning: A Guidebook for British Columbia
http://wlapwww.gov.bc.ca/epd/epdpa/mpp/stormwater/stormwater.html
Watershed Tools Directory: http://www.epa.gov/OWOW/watershed/tools/ A directory of links and
contacts for a variety of watershed related topics, run by the United States Environmental Protection
Agency.
West Coast Environmental Law: The B.C. Guide to Watershed Law and Planning
http://www.bcwatersheds.org/issues/water/bcgwlp/
Page 21
Conduct a Watershed Assessment Procedure (WAP) on any community watersheds
or watersheds containing watercourses with significant fisheries values or where
significant portions of the watershed landscape are to be affected.
Compilation of a digital database will facilitate expedient and cost effective updating.
Approach Ministry of Environment for access to existing spatial database for
compilation of baseline information (including air/orthophotos).
Approach Provincial/Regional/local government for existing reports and studies.
Watershed planning should aim to protect those streams that have significant
fisheries values.
Determine, locate and protect those aquatic species that are most sensitive to
sediment deposition.
Ensure developments occur in such a manner as to minimize sedimentation and that
restoration and re-vegetation actions are implemented as soon as possible to prevent
further soil erosion.
Protect existing watercourses and minimize watercourse disruption and/or
displacement.
Identify “community watersheds” and establish what activities are “acceptable” within
the boundaries.
Contingency planning for disruptions/damage to water supply.
Institute a water quality monitoring regime.
Work with local government to help establish zoning for watersheds and community
watershed areas.
Adhere to existing regulations concerning community watersheds, streamside
regulations and Water Act, and adjust development plans accordingly.
Page 22
Excerpt from: Stormwater Planning. A Guidebook for British Columbia.
ADAPT – The Guiding Principles of Integrated Stormwater Management

The acronym ADAPT summarizes five guiding principles for integrated stormwater management. The Guidebook is based upon
these five principles.
ADAPT
A gree that stormwater is a resource
D esign for the complete spectrum of rainfall events
A ct on a priority basis in at-risk drainage catchments
P lan at four scales – regional, watershed, neighbourhood & site
T est solutions and reduce costs by adaptive management
Excerpt from: Community Watershed Guidebook.
Table 4: Community watershed characteristics to assess and map. These are components of the watershed planning process.
Page 23
NATURAL HAZARDS ASSESSMENT – avalanche, flooding, geological stability
The potential for natural hazards such as heavy An early understanding of any potential natural
snowfalls, avalanches, geological instability and hazards is necessary to assure government
hydrological events such as flooding, mud and agencies and the promoter that the project has
debris flows are major biophysical risks to any no critical flaws.
project, with the potential to endanger life and
Key Challenges
property. A close examination of these risks is
necessary at the very beginning of a project and Gathering information on potential natural
will become more indepth during each design hazards in a timely cost-effective manner.
stage, with detailed site-specific investigations
While most high level information is
required prior to construction. An interface fire available from existing government sources,
hazard assessment and mitigation potentials are professionals may be required at each stage
required for most sites in British Columbia.
of the project.
Examples:
An assessment of the potential for natural assessment is required for B.C. heliskiing
hazards is required for all Commercial Alpine Ski projects.
Policy (CASP) projects. Avalanche hazard

B.C. Government TRIM Mapping www.landdata.gov.bc.ca
Canada West Ski Areas Association www.cwsaa.org
B.C Heliskiing Association www.bchssoa.com
Canadian Avalanche Association www.avalanche.ca
Firestorm 2003: Provincial Review http://www.2003firestorm.gov.bc.ca/firestormreport/default.htm
FireSmart: Protecting Your Community from Wildfire
http://www.partnersinprotection.ab.ca/downloads/#toc
B.C. Ministry of Forests and Range Protection Branch http://www.for.gov.bc.ca/protect/
Page 24
Local and provincial governments are a source of information about existing known
natural hazards. Local governments may have guidelines or definitions as to what
constitutes a natural hazard within their Official Community Plans and Zoning Bylaws.
The BC government’s TRIM mapping can be used for preliminary assessment of
natural hazards during Stage I.
Acquire and review BC government’s planimetric and topographic maps with forestry,
mining, agricultural and archaeological inventory overlays.
Consult provincial land use plans and regional district strategic road plans to seek
conformance with regional strategies.
Complete professional geotechnical investigations for construction of roads and
buildings.
Prepare mitigation plans for snow avalanche and hydrological issues.
Prepare fire hazard mitigation and evacuation plans. For example, provide for more
than one access route where financially feasible. A second route could be
constructed to a lower design standard and used for emergency egress, this may be
particularly important in wildfire hazard areas.
Page 25
VISUAL IMPACTS ASSESSMENT
The visual beauty of British Columbia and the Key Challenges

dramatic scenery of the province is a key
Computer modeling techniques have
resource for the success of tourism-related
become excellent and necessary tools, but
projects, and is integral to the branding of British
there is a reasonable expense to build
Columbia resorts.
Digital Terrain Models (DTMs) and to model
The visual impacts of proposed developments the impacts of ski lifts, trails, buildings,
could be assessed through the use of computer highways and transmission lines.
simulation models. The design could then be
adjusted to limit detrimental impacts to scenic
resources.
Examples:
Stonebridge at Whistler resource extraction industries such as logging,

consider the visual impact of their operations. It
The developers of Stonebridge at Whistler
further recommends that an inventory of key
prepared a computer simulated three-
recreational features be established and
dimensional fly-by of two alternative road
considered in all development plans.
networks to compare the visual impacts of the
two schemes. B.C. Hydro Transmission Line Visual Impact
Assessment Studies
Sea to Sky Land Resource Management Plan
BC Hydro will often prepare a Visual
The Sea to Sky Land Resource Management
Assessment Impact of proposed new
Plan (LRMP) recommends that Visual Quality
transmission lines prior to finalizing the design.
Objectives (VQOs) be established for all
viewpoints along paved access ways and that

Visual Impact Assessment: www.tdb.bc.ca/geom_via.htm
Visual Nature Studio: www.3dnature.com/vnsinfo.html
Page 26
Review existing documentation regarding key recreational features, visual quality
objectives imposed on forest industry and other background info. The local
government may be able to provide information on special or significant visual
resources in the area.
Complete photo-documentation of site – key view corridors and viewpoints.
Build DTMs with “as-built” view of the existing scenic resources.
Complete scenery analysis to document most sensitive scenic resources.
Build computer models of proposed development.
Consider preparing computer simulation “fly-by” to assist in explaining the
development plans at public presentations and for investor marketing purposes.
Page 27
IDENTIFICATION OF EXISTING ENVIRONMENTAL VALUES
Valuation of environmental attributes is an Key Challenges

important step in determining requirements for
Value assessment not based on scientific
protection. Attributes may range from
information is subjective and consensus
viewsheds and their associated scenic values to
from various stakeholders can be difficult to
wildlife habitat for rare or endangered plant and
obtain.
animal species.
Environmental values may conflict with
In addition to particular needs of individual
economic interests.
animal and plant species, resort and tourism-
based economies also rely on the protection of Acknowledging values that conflict with
natural surroundings. A clear understanding economic interests and comparing non-
and identification of environmental values allows monetary values with financial values.
resort developers to protect these values during
the planning and implementation stages of
facility development.
The ultimate aim is for resorts that provide
enjoyment for resort users while preserving key
environmental and ecological values for future
generations.
Examples:
Wilderness Tourism Association – Nimmo Bay Heli Resort – Ecological
Environmental Initiatives Protection
The Wilderness Tourism Association has Nimmo Bay Heli-Ventures is a wilderness resort
adopted a very proactive role in establishing that has developed an operation that strives to
strong linkages between operators and have minimal impact on the surrounding
environmental protection. This stance is environment.
reflected in the recent outflow of policy http://www.nimmobay.com/resort.cfm
documentation. http://www.wilderness-
Resort Municipality of Whistler –
tourism.bc.ca/main.html
Environmental Strategy
BC Helicopter Skiing and Snowcat Skiing
Moving towards environmental sustainability is a
Operators Association (BCHSSOA) – Best
priority of the Resort Municipality of Whistler.
Practices for Sustainability
The strategy has created an environmental
The BCHSSOA completed a Best Practices vision through the use of values, principals,
document for its membership and made the directions, strategic goals and targets; and
document available to public through its website. provides guidance for future environmental
The information contained within the document decisions. The strategy explores sustainability
is pertinent to a wide range of resort operations. on local and global levels.
http://www.bchssoa.com/ http://www.whistler.ca/files/PDF/Admin/WES_Fu
ll_Document.pdf
Page 28
Ministry of Agriculture and Lands
Environmental Stewardship Division, Ministry of Environment
http://wlapwww.gov.bc.ca/esd/esd_main.htm
Tourism Opportunity Studies http://srmwww.gov.bc.ca/dss/initiatives/tourism/index.htm
Jackson, Siobhan and Doug Leavers. Series Occasional Paper 1: Determining a Capacity for
Recreation and Monitoring Effects from Commercial Recreation Operations on Crown land. 2000.
http://srmwww.gov.bc.ca/cr/resource_mgmt/lrmp/s2s/reports/rec_series_1.pdf

Generally, it is the developer’s role to undertake the identification of existing
environmental values for a new resort project. Local government can provide input
on community initiatives and values related to the natural surroundings as well as
Local Resource Use Plans (LRUP), official community plan processes and regional
growth strategies. The provincial government can be a source of information on
resource development, wildlife recovery programs, parks and protected areas.
Review existing environmental inventory for the site and adjacent lands to delineate
areas requiring special management or protection.
Establish a digital database which includes TEM or PEM, and site specific
information from the baseline inventory work will allow predictive design and
management decisions.
Consult LRMPs, Sustainable Resource Management Plans (SRMP), or LRUPs and
any other regional land use plans to ensure that resource and tourism values are
aligned with environmental values.
Consult with approving agencies (Ministry of Environment and Department of
Fisheries and Oceans) for valued ecosystem components, species at risk information
and wildlife assessment and recovery programs and incorporate the findings into the
digital database.
Consult with local tourism associations and Provincial Tourism Opportunity Studies
for high tourism valued areas and incorporate the findings into the digital database.
Page 29
PRELIMINARY SERVICING PLAN
A servicing assessment and Preliminary

communications – providing a bare
Servicing Plan (PSP) will identify the types of
minimum of some form of communication
infrastructure (utilities) proposed for the resort
(such as telephone, cable, internet and
and the level of service to be provided. The
wireless methods) to enhance client
PSP will generally include professional input to
experience; and
verify that sources for core services/utilities are
available and technically feasible. solid waste disposal.
A successful PSP will identify one or two Services (utilities) that may also be considered
promising options for providing the core services include: road access, natural or liquid propane
at the envisioned level of service. Specifically gas; and cable or satellite TV.
the PSP should identify core services such as:
Key Challenges
water supply and distribution – water source Underestimating the difficulty and potential
identification which may include information cost of providing core services.
on availability, quality, quantity, accessibility,
required treatment and or conceptual cost Determining jurisdictional responsibility for
estimates; services.
sewage collection, treatment and disposal; Compensating for changing technology and
providing adequate services to a remote
energy supply and distribution – identifying resort location.
economical methods of acquiring and / or
generating a reliable energy supply to power
the resort facility;
Examples:
Sun Peaks Utilities Co. Ltd plant due to perceived concerns about the
downstream water quality in Toby Creek.
Sun Peaks Utilities Co. Ltd. was awarded a
Silver Eagle Award for Water Conservation from Kokanee Glacier Cabin
SKI Magazine. Their successful water
Kokanee Glacier Cabin, operated by the Alpine
conservation strategy requires mandatory use of
Club of Canada, is located in Kokanee Glacier
low-flow plumbing fixtures and water meters in
Provincial Park and produces its own micro-
all developments and employs a consumption
hydro generated electricity.
based charge for water use. This strategy has
minimized water and sewer utility operating King Pacific Lodge
costs and enables the resort to favourably King Pacific Lodge listened to their clients
improve the timing for water supply and sanitary request for more communication services and
sewer treatment system upgrades.
now offers internet access to its guests using
Panorama Mountain Resort satellite connection.
Panorama Mountain Resort installed tertiary

treatment when upgrading its sewage treatment
Page 30
Green Buildings BC – New Buildings Program. Guide to Green Buildings Resources.
http://www.greenbuildingsbc.com/new_buildings/resources_guide/
Urban Water Demand Management Project – POLIS Project on Ecological Governance
http://www.waterdsm.org/
American Water Works Association (AWWA) www.awwa.org/waterwiser/
Canadian Mortgage and Housing Corporation (CHMC). Household Guide to Water Efficiency.
http://www.cmhc-schl.gc.ca/en/imquaf/himu/wacon/wacon_068.cfm
Environment Canada – Water Efficiency/Conservation www.ec.gc.ca/water/en/manage/effic/e_weff.htm
Master Municipal Construction Documents (MMCD) Association www.mmcd.net/
Ministry of Environment. Municipal Sewage Regulations and Guidelines for Developing a Liquid Waste
Management Plan http://wlapwww.gov.bc.ca/epd/epdpa/mpp/mpp_home.htm
Ministry of Health. Sewerage System Standard Practice Manual
http://www.healthservices.gov.bc.ca/protect/bcsr_spm_draft_may2004.pdf
B.C. Hydro http://www.bchydro.com/

The developer takes the lead role in preparing a preliminary servicing plan for the
resort. If the resort falls within or in reasonable proximity to an existing service area
the developer should consider the design standards of the local government. If the
resort is located outside of existing serviced areas, employ provincial standards.
Both local and provincial governments have approval processes related to
provisioning of municipal services.
Identify and target existing local infrastructure. Utilizing excess or expanded capacity
of existing infrastructure often proves the most desirable option for providing services
to a resort.
Estimate the demand for services for the completed resort and identify options to
provide services to meet those demands.
Adopt conservation strategies to minimize demands and target sustainable solutions.
Anticipate that facilities will be required to meet or exceed municipal standards.
Aim to take the lead in using environmentally responsible strategies and
technologies; customers, staff and local media recognize the efforts a business
makes to be socially and environmentally responsible.
Pursue community / provincial partnerships that will increase the feasibility of
extending existing service infrastructure to the resort.
Consult with service providers to assist in determining economic feasibility of different
service options.
Page 31
WATER SUPPLY AND DISTRIBUTION
Early identification of viable and reliable water Key Challenges

sources is key to determining the feasibility of a
Identifying sufficient economically viable
resort. Water supply and distribution are core
water sources to meet the demands of the
services without which a resort cannot thrive.
resort at build-out.
The desired situation is a reliable and
Providing an adequate level of treatment.
economically feasible water supply, storage and
distribution network capable of meeting all the Competing demands on finite water
resort’s water demands, including potable resources.
water, irrigation, fire fighting and snowmaking.
Underestimating the cost of developing a
reliable water system(s).
Examples:
Sun Peaks Utilities Co. Ltd. based charge for water use. This strategy has
minimized water and sewer utility operating
Sun Peaks Utilities Co. Ltd. was awarded a
costs and enabled the resort to favourably
Silver Eagle Award for Water Conservation from
improve the timing for water supply and sanitary
SKI Magazine. Their successful water
sewer treatment system upgrades.
conservation strategy requires mandatory use of
low-flow plumbing fixtures and water meters in
all developments and employs a consumption-

Green Buildings BC http://www.greenbuildingsbc.com/new_buildings/resources_guide/
Urban Water Demand Management—POLIS Project on Ecological Governance
http://www.waterdsm.org/
American Water Works Association (AWWA) http://www.awwa.org/waterwiser/
Canadian Mortgage and Housing Corporation (CHMC). Household Guide to Water Efficiency.
http://www.cmhc-schl.gc.ca/en/imquaf/himu/wacon/wacon_068.cfm
Environment Canada – Water Efficiency/Conservation
http://www.ec.gc.ca/water/en/manage/effic/e_weff.htm
Master Municipal Construction Documents (MMCD) Association http://www.mmcd.net/
Page 32
Review all options for water supply including existing developed sources, new
surface water sources and potential groundwater sources.
Consider linking to an existing municipal water system or regulated water utility, if
one exists within reasonable proximity to the proposed resort. Whenever possible,
avoid creating small, disjointed water systems.
Adopt a water conservation philosophy from the outset to reduce overall water use.
Specify and install water conserving plumbing fixtures such as ultra low flow (ULF)
toilets and low flow faucets and shower heads. Specify and install water efficient
appliances.
Require the use of water meters and develop a consumption based water tariff.
Encourage the use of native materials in landscaping (xeriscape).
Consider using non-potable systems (irrigation or snowmaking) to supplement fire
suppression requirements.
Design the water system to meet or exceed the standards of neighbouring
municipalities or regional districts.
Determine who will provide services and maintain the infrastructure. If necessary
create a private utility at arms length from the resort developer to ensure separation
of costs.
Develop a rate structure that will ensure ongoing operating, maintenance and capital
replacement costs will be recovered from the users. Include rent charges for the
provision of stand-by capacity on undeveloped sites. Set adequate hook-up charges
so existing users will not subsidize extending the service to new users.
Page 33
ENERGY SUPPLY AND DISTRIBUTION – Electricity, Natural Gas and Propane
Energy in one form or another is a core Key Challenges

requirement. Without a viable energy source
Resorts are often located significant
and distribution system a resort cannot thrive
distances from any existing energy
and therefore, should plan for a reliable,
infrastructure, such as pipelines and
economically feasible network capable of
electrical transmission lines.
meeting all of the demands generated by the
resort to build-out. Finding an economic method of bringing a
reliable energy supply to the resort or
generating energy within the resort.
Alternative energy sources.
Examples:
Whistler Blackcomb technology for the heating and cooling

requirements of the entire community.
2004 improvements at Whistler-Blackcomb
(advanced energy controls) and Panorama Kokanee Glacier Cabin
Mountain Village (automatic heating and
Kokanee Glacier Cabin, operated by the Alpine
ventilation) will reduce chairlift operating costs.
Club of Canada, is located in Kokanee Glacier
Sun Rivers Golf Resort Community Provincial Park and produces its own micro-
hydro generated electricity.
Sun Rivers Golf Resort Community, Kamloops,
B.C. successfully adopted geothermal

B.C. Hydro www.bchydro.com
Terasen Gas www.Terasengas.com
Green Buildings BC http://www.greenbuildingsbc.com/new_buildings/resources_guide/
British Columbia Hydrogen and Fuel Cell Strategy
http://www.fuelcellscanada.ca/BC%20Hydrogen%20Strategy.pdf
Ministry of Energy, Mines and Petroleum Resources
Page 34
Adopt a design philosophy to minimize energy demands by
- mandating the use of energy efficient fixtures and appliances;
- using existing programs (such as B.C. Hydro’s Power Smart) to facilitate
the implementation of sewer technologies which reduce energy
consumption;
- embracing public education programs, which promote efficient energy
use;
- adopting building and subdivision design guidelines that maximize solar
aspect and exposure; and
- incorporating construction standards, which result in more energy
efficient structures.
Energy suppliers may require a contractual guarantee of future energy purchases to
extend their distribution system into the resort location.
Explore options for independent power production and/or geothermal technology.
Pursue partnerships with others that will make the expansion of gas lines and/or
power lines more feasible.
Retain flexibility to minimize dependency on any single energy source.
Consider visual impacts of overhead electrical transmission lines and consider using
underground lines for the distribution system within the resort.
Page 35
TRANSPORTATION AND ACCESS TO AND WITHIN THE RESORT
Transportation and access to the resort is the There are few potential sites for new
single most important consideration in airports.
determining the market potential and economic
Air capacity with connections to international
feasibility of a resort. Air and major highway
markets can be a major limitation and the
access defines the size of the market support for
airline industry is currently in financial crisis
any project.
and has been reducing lift capacity and
Key Challenges eliminating unprofitable routes.
Many resort opportunities are in remote Negotiations regarding access roads or
locations, such as ski hills and fishing improvements to offsite transportation
resorts. infrastructure is time consuming and
complex.
Transportation infrastructure is expensive
and is usually provided by governments.
Examples:
Vail and Summit County Ski Bus Whistler Air

Transportation System.
Whistler Air provided floatplane transportation
The Town of Vail, Colorado provides free year- for many stranded travelers when road access
round transit service and is considered to be the to the resort was cut-off during the October 2003
largest free transportation system in the country floods. Although only a small operator, through
offering its residents and guests timely service to cooperation with other west coast service
and from Vail Mountain and throughout town. providers, Whistler Air was able to help over 500
tourists leave the resort in one afternoon.
Vail also supports nearby county transportation
Without the upgraded docking, fueling and
systems, such as Eagle County, which provides
terminal facilities this would not have been
daily transit service (for a modest fee) to Vail,
possible.
Leadville, Minturn, Eagle-Vail, Avon, Beaver
Creek, Edwards, Eagle, Gypsum and Dotsero Sea to Sky Transit Association
resort communities. Eagle County Transit
The Sea to Sky Transit Association is a joint
provides multi-modal, environmentally sensitive
pilot project between the District of Squamish,
public transportation choices and offers transit
the Resort Municipality of Whistler and BC
drivers 120 hours of training in driving skills,
Transit to provide public transportation for
safety and customer service.
Whistler resort employees living in Squamish.

Ministry of Transportation http://www.gov.bc.ca/tran/
Council of Tourism Associations of BC http://www.cotabc.com/
Page 36
Travel To the Resort:
Analyze existing and planned air and highway access infrastructure.
Consider complete travel time (plane, bus, car) and costs for transportation to the
resort.
Plan and provide infrastructure to support multiple modes of transportation.
Establish partnerships with transportation providers, such as air and bus lines.
Work with travel agents and tour packagers to market and promote “car free”
vacation packages by providing transportation from the airport to the resort.
Lobby as a collective to influence airline lift capacity and routes.
Offer and promote non-peak travel incentives.
Travel Within the Resort:

Provide free public transit in large resorts.
Design villages adjacent to amenities such as ski lifts and golf courses to reduce
intra resort transportation demands.
Utilize innovative transportation technologies to cement the mountain-village
interface.
Support pedestrian friendly design principles and provide networks of trails
throughout the resort to encourage bicycle and other non-motorized use.
Offer and promote carpooling or HOV incentives for guest and employees.
Page 37
RESORT FINANCING PLAN
A resort financing plan detailing the overall Key Challenges

financial structure and revenue/expense
The existing process for approving a new
proformas must be developed to determine the
major resort in British Columbia can take
sources of capital to finance planning, design,
time and involve the completion of detailed
construction and operation of the resort
environmental, geotechnical, engineering,
throughout its lifecycle. Sufficient capital is
planning and socio-economic studies.
required to proceed with resort planning and
Developers may rely on equity capital to
approval process and to reinvest in the resort as
finance studies.
necessary throughout its lifecycle. Also
important is a business plan to obtain financing The long planning, approval, design and
for capital investment and operating cash flows construction cycle makes financing
during the initial development phase of the emerging major resort ventures a risky
resort when it will not likely be financially self- business.
sustaining.
Examples:
City of Langford Province of Quebec

City of Langford offers a five-year tax holiday for The Province of Quebec provided significant
new hotel developments to enhance the relative government grants for public infrastructure at
attractiveness of Langford. Mont. Tremblant to support Intrawest’s
redevelopment of the resort.
Municipality of Whistler
The Municipality of Whistler received funding
from the Provincial and Federal Government
under an Infrastructure program to expand the
capacity of its sewage treatment plant.

Check financial organizations for current financing information.
Page 38
Seek financial advice from reputable financial institutions.
In conjunction with financial institutions devise a diversified financial plan.
The resort proponent generally undertakes the development of a resort-financing
plan. Local and regional governments wishing to support economic development of
this nature could consider ways to enhance attractiveness of development
opportunities (example: property/business tax holidays.)
Consider use of a Limited Partnership to attract private investors who are willing to
accept tax benefits of operating losses in early years of the resort.
Consider if services provided by a municipality or a regional district should be
financed through the Municipal Financing Authority and repaid through the collection
of taxes, development cost charges or system hook-up fees.
Phase infrastructure to match anticipated land sales to permit elements of self-
financing.
Minimize risk of market downturns by not building ahead of demand.
Consider partnering with senior levels of government for significant community
infrastructure additions/upgrades.
Local governments may consider community revitalization tax exemptions to improve
return to investors in early years of operation.
Local governments may introduce a mechanism to permit recovery of costs by
developer from “late comers” – other businesses setting up operation once
infrastructure has been built and paid.
Page 39
PUBLIC / PRIVATE PARTNERSHIPS
Public / private partnerships may offer Key Challenges

opportunities to share the costs associated with
Negotiating mutually beneficial
the construction of resort infrastructure that will
arrangements that have broad public
also benefit other users. By joining forces, the
support.
partnership may collectively finance construction
of a facility, that otherwise would not be Educating the public on the rationale for
economically viable for either party. Public / using public funds.
private partnerships allow the public and private Smaller local governments may not have the
sector to come together to share risks and
financial or staff resources to negotiate and
provide incremental value not otherwise administer a complex partnership
achievable individually. Outcomes include agreement, and may require assistance.
mutually beneficial partnership arrangements
and long-term relationships based upon
equitable sharing of risks and benefits.
Examples:
Mt. Washington Squamish-Lillooet Regional District

The improvements to the Mt. Washington Carney’s Waste Handling is contracted to
Access Road were financed through the provide waste disposal and recycling services to
provincial Transportation Financing Authority the Squamish-Lillooet Regional District and the
and are being repaid through a surcharge on ski Resort Municipality of Whistler.
lift tickets.
Kinbasket Water and Sewer Company Ltd.
Whistler Golf Club
Kinbasket Water and Sewer Company Ltd.,
Whistler Golf Club is owned by the Resort owned and operated by the Shuswap Indian
Municipality of Whistler and operated by the Band, recently signed an agreement to provide
member-based destination marketing water and sewer services to the Regional
organization, Tourism Whistler. Profits from the District of East Kootenay. This servicing
operation of the golf course are reinvested in strategy may be the first of its kind in Canada –
destination marketing for the benefit of all a First Nation providing municipal services.
businesses in Whistler. A third party private
Other
management company with unique golf
expertise, Intrawest Golf, is under contract to There are examples of government owned and
supervise daily operations. private sector operated alpine resort facilities
such as Cypress, Manning, and Mt. Seymour ski
District of Langford
hills.
The District of Langford has outsourced the
operation of their utilities to a private company.
Page 40
Canadian Council for Public Private Partnerships http://www.pppcouncil.ca/
Ministry of Community Services. Public/Private Partnerships: A Guide for Local Government. May 1999.
http://www.mcaws.gov.bc.ca/lgd/pol_research/MAR/PPP/

Public/private partnerships may be initiated by any entity involved in a proposed
resort development or ongoing resort operation. However, to be successful, the
partnership must offer benefits to all involved, regardless of which party initiated the
negotiations. Each party should enter into “good faith” negotiations and should have
an appreciation of the interests (social, economic, et cetera) and constituencies that
must be represented.
Look for opportunities to leverage the individual strengths in a partnership
relationship (Example: design/build or design/build/operate relationships).
Understand the value of infrastructure improvements to the broader community and
cost share in a fair and equitable manner.
Look for opportunities for shared use of facilities (Example: school used to provide
after school recreation programs – public/public partnership between school district
and municipal parks department).
Negotiate a partnership that is able to withstand public scrutiny. Prepare a
communication plan to educate the community of the benefits of the partnership to
avoid criticism and misunderstanding. Involve an expert panel to scrutinize the
process and assess if value arising from the partnership is truly incremental.
Consider each public/private partnership venture on its own merits.
Page 41
ENGAGING THE LOCAL COMMUNITY
Local community members can be the best Key Challenge

advocates for their area. Their input at the
Conveying the value of and overcoming the
resort visioning stage can assist in the inclusion
fear of tourism development. Many
of and the ability to leverage some of the unique
communities that have a history of resource
attributes of the region. Local commitment to
extraction perceive tourism as displacing
and advocacy of a shared vision for the resort
traditional sources of income and only
and/or resort community benefits everyone.
offering minimum wage opportunities in their
place.
Examples:
Bear Claw Lodge, Kispiox River Nimmo Bay Heli Ventures

Cliffs Communities (a US-based company) hired Nimmo Bay Heli Ventures supports local
a local family to co-ordinate the building of the communities in a number of ways. Fresh
Bear Claw Lodge on the Kispiox River. A local produce including seafood is purchased locally.
labour force using predominantly local materials Area residents make up the majority of the staff
constructed the lodge. Local businesses were who are provided with an equitable and safe
used to purchase furnishings and fixtures that working environment and have been with the
couldn’t be supplied from within the region. lodge for a long time. Also, all maintenance and
building supply requirements are purchased
Nita Lake Lodge, Whistler
locally while a local helicopter company provides
When Nita Lake Lodge in Whistler was seeking the lodge’s flying services.
rezoning approvals, the developer held
numerous public meetings with the neighbours
and the community to solicit their input. The
design was refined following each of these
meetings. The final development proposal
incorporated several community desires (a new
train station, protected wetland areas and a
substantial employee housing component). A
local consultant with a history in the area was
engaged to facilitate the communication
program and several key champions in the
community spoke on behalf of the project.
Although the development proved controversial,
the process for soliciting community input was
well designed and executed.

Tourism and Resort Operations http://www.lwbc.bc.ca/02land/resorts/background/index.html
Environmental Assessment Office http://www.eao.gov.bc.ca/
Page 42
The public consultation process should begin with the proponent seeking input early
in the development of the resort concept. Once official applications for rezoning or
land use occur, local government can play a more formal role in ensuring that the
local community has been appropriately engaged.
Frequent consultation processes should include First Nations, elected officials, local
government representatives, community stakeholder groups and the community at
large.
Provide multiple opportunities to solicit input – open houses, website, workbooks,
surveys, et cetera.
Create opportunities for the development to assist in resolving broader community
issues.
Include community members in resort visioning processes so the resort vision
reflects community values.
Incorporate elements of local culture and local pride in the resort designs and plan.
Use local media outlets to convey information regarding the development to the local
community.
Solicit views of local champions and key influential people as “bell weathers” of
project acceptability.
Recognize the legitimate concerns of the local community and work collaboratively to
develop solutions. Do not focus exclusively on the potential benefits and discount
the community’s concerns.
Be realistic about the benefits to the community. Look for opportunities to create
partnerships with local businesses, and to use local suppliers.
Practice active listening – the solicitation of input must have the potential to influence
the approval of the project and the form that it takes.
Page 43
ABORIGINAL LAND ISSUES / RELATIONSHIPS WITH FIRST NATIONS
The Province of British Columbia recognizes the Key Challenges

rights of First Nations to use lands and
Identifying appropriate First Nation’s
resources for traditional purposes. These
representatives. There are overlapping
“aboriginal rights” flow from historic activities that
boundaries that may necessitate
were integral to the distinct society and culture
consultations with multiple First Nations and
of the First Nations peoples. To help ensure
within each First Nation, there may also be
aboriginal interests are fully considered, First
hereditary houses with overlapping
Nations are encouraged to participate in all land
jurisdictional claims.
use planning processes.
Response time from First Nations is often
If development is proposed for Crown land, the
slow as a result of the significant number of
respective provincial agencies (EAO, Ministry of
developments, issues and concerns that a
Aboriginal Relations and Reconciliation) need to
limited number of key individuals must
be contacted and involved.
address and the internal requirement of
Support of local First Nations for the proposed reaching a consensus within the First
resort and creating an ongoing positive Nation, before providing a response.
relationship or sustainable partnership that
Understanding of social and cultural values
contributes both to the success of the resort and
that can be significantly different from the
the local First Nations community is important
developers.
for a successful venture.
Lengthy timelines for government-to-
government negotiations and the impact of
other unresolved issues between First
Nations and the Provincial government on
specific, individual project approvals.
Examples:
King Pacific Lodge apprenticeship are provided to their youth. The
entire product offering is founded on profound
King Pacific Lodge is the first tourism business
respect for the environment and First Nations’
in British Columbia to sign a working protocol
values and relationships are actively nurtured.
agreement with a First Nation. The 17-room
luxury floating wilderness lodge is anchored in Nk’Mip Cellars
Barnard Harbour on Princess Royale Island.
Nk’Mip Cellars is a joint venture project between
Eleven of the Lodge’s 35 staff are from Hartley
the Osoyoos Indian Band and Vincor
Bay, home of the Gitga’at and each year, eight
International to establish North America’s first
(8) youths are mentored at the lodge. Guests
aboriginal winery. The winery is the second
pay a conservation surcharge that is
phase of $25 million resort development that
accumulated and invested in projects to
includes the Nk’Mip Desert and Heritage Centre,
enhance the social and environmental
an RV park, nine-hole golf course, conference
sustainability of the region. Spirit Bear watching
centre and accommodation on Osoyoos Lake.
is contracted out to members of the First Nation,
and opportunities for mentoring and
Page 44
Ministry of Aboriginal Relations and Reconciliation http://www.prov.gov.bc.ca/arr/
Ministry of Forests and Range Aboriginal Branch http://www.for.gov.bc.ca/haa/
Haida First Nation v. BC and Weyerhaeuser [Nov. 2004] (Supreme Court of Canada)
Taku River Tlingit FN v. B.C. (EAO et al) [Nov 2004] (Supreme Court Canada)
Delgamuukw v. British Columbia [1997] 3 S.C.R. 771
Best Practices in Business Partnerships Between First Nations and Resorts (Fall 2005), MTSA

Have respect for significant cultural and spiritual values in any resort proposal.
Consult local and provincial (Ministry of Aboriginal Relations and Reconciliation,
EAO) government to assist in determining appropriate First Nation contacts and
identifying local First Nation interests.
Early and continuous consultation with First Nations to share vision for resort
development and commence dialogue regarding conditions that would be
necessary to secure their support.
Use site visits to explain the nature of the proposed activities and to “ground truth”
aboriginal uses in the area.
Consider using protocol agreements to provide a framework to facilitate discussion
of specific issues.
Consider of potential business partnerships with First Nations that provide a
revenue stream to the First Nation and/or other methods of building capacity.
Actively build relationship and foster mutual trust, respect and co-operation.
Page 45
COMPREHENSIVE LAND USE PLANNING
Comprehensive land use plans help to Key Challenges

determine the best fit of the resort product and
Creating a plan for phased development that
its supporting land uses with the natural
provides a finished and well-balanced resort
landscape and with other users of the land base
product, including all necessary supporting
(such as other industries, wildlife, fish). The
land uses, at the completion of each phase.
desired outcomes include:
Determining the natural carrying capacity
a land use plan that successfully integrates
(social and environmental) for all
a balanced resort product into the natural
contemplated recreational activities.
environment benefits everyone; and
Striking a balance between development
a comprehensive set of plans and written
and preservation of the natural landscape.
material that fully describe the proposed
land uses and their interrelationships,
transportation and circulation routes, the
open space networks and the form and
character of the proposed built environment.
Examples:
City of Aspen children could safely walk to after school

recreation programs without the need for their
The City of Aspen built their new recreation
parents to pick them up and drive them to
centre across the street from an elementary
another location.
school and connected the two properties with a
pedestrian bridge. They saw an immediate drop
in the after school traffic around the school as
Page 46
Contact local government to review Official Community Plans, zoning bylaws and
regional plans to determine what is currently allowed on the potential resort area.
If on Crown land, review relevant LRMP for high-level management objectives.
Start with good topographic mapping. Generally, first level screening to assess an
opportunity can be achieved with TRIM mapping and 20 metre contour intervals.
Conceptual land use planning and master planning requires 5-metre contour
intervals for planning outdoor recreation activities and 2-metre contour intervals for
planning real estate development, both of which may be prepared from aerial
photography. Detailed design that occurs during the implementation stage will
require mapping prepared from on-site legal and topographic surveys.
Evaluate whether the area is suitable for development of a permanent or second
home community since these components of a resort generally require more
supporting commercial and institutional land uses than are required to service
temporary guests.
Develop diverse and well-rounded, multi-season recreational plans that take into
consideration existing recreation opportunities in the surrounding region. Integrate
the recreational and accommodation uses to reduce transportation demands within
the resort. Provide an open space and protected area network.
Balance the supply of accommodation with the recreational carrying capacity of the
area, taking into consideration the anticipated number of day visitors to the resort.
Let the landscape dictate the built-form. Identify and respect important natural
features, views and drainage patterns and use these to shape the development
sites and circulation networks.
Create clusters of compact, medium density mixed use development to reduce
transportation demands and to minimize the development footprint.
Identify sufficient lands for commercial, institutional, employee housing and
industrial facilities. Consult with local government to determine what proportion of
these uses could be provided in neighbouring communities.
Link development areas with multi-purpose (pedestrian, cycle, cross-country ski)
trail systems.
Consider the desired land ownership patterns during the Visioning stage and
develop land “parcelization” and village designs that will satisfy those requirements.
Bare land stratas can be an effective tool to provide cluster single family
developments while minimizing the land dedicated to roads and parking.
Page 47
Notes:
Page 48
STAGE III - DEVELOPING THE RESORT MASTER PLAN AND SEEKING
APPROVALS
Introduction
This stage requires a comprehensive multi-agency (federal, provincial, municipal, First Nations) review
and approval processes to create a development plan for the first five years to full build-out and up to
twenty or fifty years depending on the size and location of the resort. Meeting requirements and
negotiating agreement(s) are vital at this stage for the resort to become a reality.
Ultimately, this stage entails the development of a master plan that will guide development and operation
of the resort and enable the developer / owner / operator to identify growth constraints and opportunities.
As well, one has to plan the resort to meet a particular brand or atmosphere to attract visitors. The brand
and associated competitive positioning must be reflected in the architectural character of the resort and
should find a physical expression on many levels. The brand and message to the target market is not
reserved for marketing and sales efforts alone, but should permeate the entire resort experience.
Sound technical advice and analysis is required to help the owner / operator make important growth
decisions in the long-term and maintain community relations. A feasible resort vision requiring approvals
ranges from:
permits and licenses with the Province and municipalities to build and operate;
development and acceptance of an official community plan (OCP) if the facility is located in a
resort area or near a municipality;
accommodation agreement or partnership agreement with a First Nation asserting title to the land
(unless development is on fee simple/private lands);
a Provincial Master Development Agreement (MDA) if an alpine-based resort on Crown land;
provincial environmental approvals if the resort design is on Crown land and large scale (over
3,000 bed units); and/or
federal environmental approvals if the resort is to be built or expansion occurs near a salmon
spawning stream/river or the planned resort recreation area includes endangered species – flora
and fauna.
If the resort vision includes developing a remote wilderness resort or expanding a present facility, then
approvals are sought with the Province on securing Crown land tenure and recreational land use and with
municipalities on zoning and OCP adherence. If the development is to occur on private land, then
approvals are needed on upgrading infrastructure/providing additional services with the local community
(or regional district if no surrounding local community/municipality).
.
Page 49
Key considerations when creating the resort master plan
Style of the resort Services at the resort Operational success

Construction materials Energy supply and Relationship with
Ventilation and heating conservation surrounding community
rooms, public spaces Water conservation and Relationship with
Use of green supply and distribution natural surroundings
technologies Sanitation (collection, Operating principles /
Number of rooms by treatment & disposal) ethical standards
types and size Community facilities Market mix
Storage facilities and services Service partnerships
On-site employee Capacity utilization
Risk management
housing Income generators and
Height of the built Natural & political cash flow restraints
facility hazards Salary and wage rates
Accommodation types Client & employee Taxes and fees
liability and safety Debt repayment
Debt management
Page 50
Notes:
Page 51
DEFINING A BRAND AND UNIQUE MARKET POSITION
A unique brand and market position for your Key Challenges

resort allows you to differentiate your product in
• Creating a truly unique brand that resonates
the minds’ of target customers, helps motivate
with the needs/wants of target markets.
their purchase and, when expectations are met
with regards to value and satisfaction, will • Ensuring all aspects of resort design,
provide a basis for continuing loyalty and repeat development and operations reflect and are
visitation. congruent with this brand on an ongoing
basis.
The ultimate aim is to create a destination brand
that provides “umbrella” messaging to potential • Avoiding the desire to be “all things to all
visitors and is referenced by all resort people” and as a result, having nothing
businesses in their own marketing efforts. Also, unique to offer or differentiate the resort
the brand should outperform your competition on from the competition.
key attributes valued by your target customers.
Examples:
Beaver Creek Disney, Four Seasons and Starwood
Beaver Creek and Steamboat (true western, Disney, Four Seasons and Starwood are
down-home ski town) have both created brands examples of brands in the hospitality sector that
that are unique in their competitive set and are have achieved significant memorability with their
reflective of their community’s personality. target markets.
City of Kelowna
Kelowna’s branding initiative has actively
engaged the local community to ensure support
for their soon to be launched positioning.

Tourism British Columbia http://www.tourism.bc.ca/
Page 52
The definition of the resort brand and its unique market position is typically led by
the resort proponent. However, best practices involve comprehensive community
consultation to ensure that the truly unique “personality” of the destination is
captured and to create a sense of ownership throughout the community. In larger
resorts, the “ownership” of the brand may migrate from the developer to a central
marketing body or “destination marketing organization” once this organization is
established and a critical mass of resort infrastructure is in place and ready to
promote. Once the brand and positioning is established, all public and private
stakeholders should make decisions in support of the brand and promised
experience.
Identify the key attributes of the proposed resort product that are being sought by
target markets (Example: luxury, family- oriented).
Consult with the local community to determine unique character of place and gain
support for brand direction.
Identify the psychographic and demographic characteristics of the target market

using primary market research tools.
Combine unique personality of place with key attributes sought by target markets to
find the product/market “match” and potential “brand strength”.
Define brand concepts for further market testing.
Conduct market research to test brand concepts and to determine proposed resort
positioning relative to competition (existing) or unfulfilled need in the marketplace
(new).
Share results of research with stakeholders including local community and tourism
associations to secure their ownership of the brand and their willingness to offer
the proposed brand promise or brand experience to future guests.
Develop products and experiences that support the fulfillment of the brand promise.
Monitor performance with target markets (See Ongoing Market Research and
Analysis).
Page 53
RESORT VILLAGE DESIGN PRINCIPLES
A resort village is a central gathering place for Key Challenges

guests and defines the character of the resort.
Developing a cohesive village plan allowing
Research shows that resort guests spend most
for individual development parcels.
of their time in the village. The aim is to create a
vibrant attractive central focus for the resort. Ensuring an appropriate mix of facilities in
(This section refers to resort design, not land each phase of village development.
use planning controls). Integrating the natural surroundings and
recreation facilities into the village.
Examples:
Vail and Whistler Sun Peaks Village
The original Vail and Whistler villages are good The Village at Sun Peaks has been designed to
examples of purpose built resort villages that allow guests to ski from their hotel down the
provide lively gathering places for resort guests village pedestrian street to the lifts.
and community members.
Blue Mountain
The water feature in the Village at Blue
Mountain provides an entertaining place for
children to play in the hot summer sun.

Green Site and Building Guidelines, Town of Banff www.townofbanff.com or www.banff.ca
Page 54
Built forms should fit into the natural landscape, avoid extensive site grading to
create flat building platforms.
Let nature into the village, preserve scenic views, provide green space buffers
around hard surface areas.
Limit buildings to a human scale. Site taller buildings to the north of public
gathering areas to prevent shading or where they can blend into a hillside or tree
stand.
Create an accessible interesting pedestrian environment, with lots of opportunities
for gathering spaces.
The use of underground parking will free up land for public gathering spaces and
landscaping.
Use schematic 3-dimensional computer models of proposed village to evaluate
shading and visual impacts. Refine building massing to avoid shading public
spaces or interrupting scenic view corridors.
Use a “visioning” process involving local stakeholders and the design team to
assist in developing an architectural character for the village that draws from the
surrounding area.
Protect the intent of the final village design through the appropriate use of site
specific zoning bylaws, design guidelines and building schemes.
Carefully consider project phasing and desired land subdivision requirements
before including design solutions such as combined underground parkades or joint
access ramps which can severely limit the ability or the developer’s flexibility to
construct individual buildings.
Page 55
ENVIRONMENTAL PRINCIPLES IN SKI AREA PLANNING AND OPERATION
The environment is a ski area’s number one Key Challenges

asset. Ski areas are set in some of the most
Selecting appropriate professionals to
spectacular terrain and the natural surroundings
design and develop resort concept.
greatly enhance the overall recreation
experience. The use of environmental principles Operations personnel have good knowledge
in the design and operation of ski resorts can of their own mountain, but lack the overall
lead to the provision of a quality outdoor technical skills to prepare a detailed Ski
experience that complements the natural and Area Master plan which optimizes the land,
aesthetic qualities that draw guests to the minimizes the environmental impacts and
mountains. maximizes operational efficiency.
The advantages of encompassing environmental Mountain and base configuration must

principles in the planning and operation of ski integrate smoothly – planners need a
areas include: thorough knowledge of mountain and base
design, guests’ wants and needs and
creating ski area development plans that
requirements.
integrate ski operations into the natural
environment while avoiding, minimizing and Ski area construction, lift operations,
mitigating short and long-term environmental snowgrooming and snowmaking are specific
impacts. areas of expertise requiring training and
experience.
identifying opportunities to address existing
disturbances from historical uses; and
taking advantage of opportunities for
environmental stewardship in day to day
operations through conserving natural
resources and achieving efficiencies.
Examples:
Most British Columbia ski areas have had a Ski using sound environmental principles and good
Area Master plan prepared under the BC ski area design standards. Environmental
Commercial Alpine Ski Policy (CASP) and Ski awards have been given to Panorama, Sun
Area Guidelines. These plans were prepared Peaks, Blackcomb and others.

USA National Ski Areas Association. The Greenroom
http://www.nsaa.org/nsaa/environment/the_greenroom/
USA National Ski Areas Association - Sustainable Slopes, the Environmental Charter for Ski Areas
http://www.nsaa.org/nsaa/environment/sustainable_slopes/
Aspen Skiing Co. Building Sustainable Resorts
Environmental Performance Section of the Ontario Snow Resorts Association’s Best Management
Practices Manual http://www.c2p2online.com/main.php3?section=165&doc_id=545
Page 56
Resort areas should go “beyond compliance” in those areas where improvements
make environmental sense and are economically feasible.
Front-load the planning and environmental review process to save considerable
time and resources in the approval and legal stages.
Engage stakeholders in up front and continuing dialogue on development
concepts, analysis of the alternatives and evolution of development plans and their
implementation.
Respect outstanding natural resources and the physical “carrying capacity” of the
local ecology when planning new projects.
Plan, site and design trails, on-mountain facilities and base area developments in a
manner that respects the natural setting and avoids, to the extent practical,
outstanding natural resources.
Use simulation and computer modeling in planning to assist with analyzing the
effects of proposals on key natural resources and viewsheds.
Use good forest practices in the design, development and operation of the ski area.
Make water, energy and materials efficiency and the use of clean energy a priority
in the design of new facilities and the upgrading of existing facilities.
Bring the ski trails and staging lifts into areas with high-density accommodation to
optimize ski-in/ski-out opportunities and reduce ongoing transportation demand
and the resulting pollution and energy consumption.
Optimize efficiency and effectiveness of energy and water usage in snowmaking
operations.
Page 57
ACCOMMODATION PRODUCT MIX
Considering an accommodation product mix is Key Challenges

important because it helps to determine the best
Currently, most tourist accommodation
fit of the resort product and its supporting land
developments at resorts are financed by
uses to the natural landscape, and to further
condominium sales and timeshare.
meet the varying needs of target markets. It
Developers tend to concentrate on higher-
also produces a flexible plan for built product to
end products that appeal to the second
appeal to a wide range of visitor demographics
home purchaser.
and income levels that is in balance with the
recreational carrying capacity and in tune with Over-dependence on high-end properties
the target market. This plays a major part in alienates the more price-sensitive regional
defining the character of the resort. markets and creates greater risk to business
volumes in the long term.
Real estate product mix may include hotels,
timeshares and other vacation ownership
options and second homes.
Examples:
France
Mammoth Lakes – California
The French government requires land be set
This resort town provides cabins, condos,
aside for camping, dormitory style
private residences, town homes, condo hotel
accommodation and low budget tourist
suites and budget tourist accommodation to a
accommodation in its strategic land use plans
serve a variety of tourist interests.
for new resorts.
Sun Peaks - British Columbia
Mont Tremblant – Quebec
Sun Peaks has hotel suites and condominiums,
Mont Tremblant Resort in Quebec offers tourists townhouses, duplexes, single family homes,
a range of lodging options and budgets including residential lots, and retail or commercial
hotel rooms, suites, condos and tourist homes. properties from which to choose.
People looking for homes also have a variety of
options.

Page 58
Evaluate whether the area is suitable for development of a permanent or second
home community. Consider limiting or excluding private accommodation in
environmentally sensitive or remote areas.
Develop a target mix of tourist, second home, permanent residential and employee
units. Evaluate in terms of target market and predicted demographics. Consider
the inclusion of product to appeal to a wide cross-section of income levels.
Create a portfolio of accommodation types to manage risk arising from over-
reliance on one market segment. The most successful projects have a mix of four
to seven accommodation types available, which could appeal to transient visitors,
second home owners or seasonal and permanent residents.
Preserve high value locations (adjacent to lifts, beachfront) for public
accommodation and protect public access to natural amenities.
Scale the development to the landscape, avoid locating large buildings where they
will block views or shade adjacent properties.
Page 59
RENTAL USE AND RENTAL MANAGEMENT COVENANTS
The resort operator relies on visitors to keep the Enforcement can be costly and prohibitive
recreational product viable. If units originally for small local governments.
built for tourist accommodation are sold to
If covenants are not enforced, they can lose
individuals not wishing to rent, the public bed
their effectiveness over time.
base of the resort becomes eroded. Rental
covenants are used to protect the long term The current Assessment Act allows strata
supply of public accommodation in the resort’s hotel properties to be considered Class 1
central core. These “hot beds” ensure a “lights (residential) instead of Class 6 (business) if
on” feeling and contribute to the resort’s there are two or more property managers
vibrancy. The goal is to retain the tourist (hot) operating in the building or if 15% or more of
bed base as the resort matures. the units are not rented out. This taxation
treatment has led to situations where there
Key Challenges
are multiple property management
Some local governments are reluctant to companies operating within one strata
accept the role of covenantee for Section development which creates confusion for the
219 Rental Covenants under the Land Title resort guest and leads to variable service
Act due to the difficulty of enforcement. levels within the same property.
Examples:
Resort Municipality of Whistler
The Resort Municipality of Whistler has two
classes of Section 219 Rental Covenants placed
on all properties within the central village zone
as well as several other key commercial
properties. A Phase I (warm bed) Covenant
allows the unit owner unlimited use of the unit,
however, the unit must be available for nightly
rental when the owner is not using it. A Phase II
(hot bed) Covenant limits the unit owner’s use of
their unit to 28 days in the winter season and 28
days in the summer season. At all other times,
the unit must be available for nightly rental.
City of Aspen
The City of Aspen relies on enforcing its Land
Use Code to protect its public bed base.
Owners of units within tourist accommodation
must prove that the unit is available for nightly
rental for at least six months of the year.
Technical References:
Resort Municipality of Whistler http://www.whistler.ca/index.php
Page 60
During the resort master plan process, identify those properties that are most
suitable for tourist accommodation development.
Local government should structure zoning bylaws that clearly define the allowable
uses within a zone and preserve the tourist accommodation capacity.
Use Section 219 of the Land Title Act to place a covenant on title to these lands
that requires all residential accommodation built on the land to be available for
rental to the public as tourist accommodation.
Use common law or Section 219 covenants to require that all the units developed
on the land be managed by a rental management company having a front desk
located within the property or at a central check-in facility and that all units have
access to the common property amenities (pool/hot tub, exercise rooms, lobby).
Page 61
EMPLOYEE / RESIDENT HOUSING POLICIES
A supply of affordable housing is necessary to Key Challenges

attract and retain a committed workforce. As a
The belief that employee housing “won’t be
resort becomes more successful, the market
a problem here” or that “employee or
price of housing in the vicinity tends to rise
resident housing is someone else’s
beyond the affordability level of the local
responsibility.”
workforce. Over time price increases can
extend to other nearby communities, making the Not addressing the issue of employee
provision of employee housing a regional housing early enough in the resort
problem. development cycle.
Resorts and communities need policies and
programs to deliver a sufficient supply of diverse
affordable housing types within the resort to
meet the needs of the resort’s workforce through
all stages of development. Studies show that a
resident community adds to the vitality and
vibrancy of a resort.
Examples:
City of Aspen, Colorado Colorado Housing and Finance Authority

The City of Aspen uses proceeds from a 1.5% The Colorado Housing and Finance Authority, in
Land Transfer Tax to build deed-restricted partnership with the Northwest Colorado Council
resident housing. In this way, the overheated and rural resort region produced a resource
real estate market is funding the construction of guide in 2003. “Housing Your Workforce” was a
resident housing. guide for employers feeling the impact of
affordable housing shortages and looking for
The Resort Municipality of Whistler
alternative solutions in rural resort areas. It
The Resort Municipality of Whistler has a Works provided examples of employer assisted
and Services charge for employee housing and housing programs currently in practice across
has created the Whistler Housing Authority to the state and provided tools on how to assess
oversee the development of employee restricted employee’s housing needs, retention and
housing. affordability. Programs such as home
ownership options and rental assistance are
explained in this guide.

Planning for Housing 2004 An Overview of Local Government Initiatives in BC
www.mcaws.gov.bc.ca/housing/planhouse/2004/tools.htm
Page 62
All parties need to realize that the supply of affordable employee housing will
become a problem if the resort achieves success. The inclusion of a lifestyle
community or significant second home real estate component in the resort
accommodation product mix leads to additional employee generation (to build,
maintain, sell, renovate) and increases housing affordability pressures on local
residents in the vicinity of the resort. If employee housing is not provided at the
resort, the resort’s workforce requirements can impact the affordability of the
surrounding communities and create demands on the transportation infrastructure.
Developers will not necessarily provide sufficient employee housing unless
required as a condition of development approval due to the large costs.
Recognize the need for employee/resident housing and set aside sufficient land for
it at the resort master plan stage (10% to 25% of the total bed base, depending on
proximity to existing communities).
Employee housing should be considered part of a resort’s infrastructure and
mechanisms to provide it should be entrenched in the resort master plan and OCP.
Set up policies in the resort master plan and OCP to ensure the “development
train” which creates pressure on housing prices, will fund employee housing by
requiring each development to contribute employee housing by:
a) Building it within the development project,
b) Building it on a nearby site within the community, and
c) Providing sufficient cash or land in lieu to provide the housing, where authorized
by an enactment.
Utilize land use covenants, zoning and resale price controls to ensure units
constructed for resident housing remain available and affordable for the resort’s
workforce.
Integrate resident housing with market housing.
Create a housing authority to build and manage employee/resident housing.
Ensure a variety of housing types to meet the different needs of the work force.
Use resale price and rent controls to protect the affordability into perpetuity.
Consider creating incentives for employers and the private sector to provide
employee housing such as auxiliary suites in single family houses, but ensure their
use is restricted to employees through covenants and zoning bylaws.
The resort developer should provide sufficient employee housing to meet their own
needs.
Page 63
AVOIDING AND/OR MITIGATING ENVIRONMENTAL IMPACTS –
Wildlife Habitat Preservation Areas and Wildlife Management
Resort development and operation can impact Key Challenges

existing wildlife populations by altering their
Gathering representative wildlife data in a
habitat, either directly by reducing the availability
timely and cost effective manner.
of particular resources, or indirectly by
increasing the likelihood of human encounters. Predicting impacts to wildlife habitat and
These changes can result in physiological populations from construction through to
impacts to wildlife and in some cases can lead resort operation is difficult.
to displacement. Effective planning can
Ecological mapping inventory such as
minimize disturbance and identify areas Terrestrial Ecosystem Mapping (TEM) or
requiring special management. Predictive Ecosystem Mapping (PEM)
Maintenance of critical habitat components and provide baseline information for assessing
bio-diversity within the study area and habitat and corridor connectivity; however,
connecting habitat areas is desirable for resorts wildlife use can only be determined through
and resort communities. field data.
Acquiring sufficient baseline map data for
predictive assessments can be costly and
may be insufficient to adequately define
wildlife use.
Examples:
Panorama Resort – Wildlife Management City of Canmore – Bow Valley Wildlife

Plan Corridor and Habitat Patch Guidelines
Panorama Resort recognized that preservation The Bow River Valley near the town of
of the natural environment would be a critical Canmore, Alberta is relatively narrow and
component of their success. They set about provides a vital link for wildlife movement
creating a system of preservation areas that between the Kananaskis valley, Banff National
were designed to protect sensitive habitats Park, and areas to the north. The ongoing
wherever possible. Primary goals included expansion of the City of Canmore required a
optimal tree retention and a minimal amount of strategy for maintaining the valley as a viable
disturbance to the preserved areas over the long travel corridor for wildlife species through the
term, also incorporating management strategies identification and retention of linked habitat
to reduce human wildlife conflicts. The ultimate patch areas.
goal of the plan included continued utilization of
Whitewater Mountain Resort - Nelson
the area by wildlife for cover, nesting, forage,
and migration. The preservation plan has the The Whitewater Mountain Resort in Nelson,
added bonus of improving the aesthetic value of applied for an expansion of ski terrain and in
the resort to visitors. doing so required a review of existing wildlife
use. Mountain caribou was identified as a
Page 64
species of concern due to its red-listed status, orphaned bears by wildlife professionals and
old growth habitat requirements, and increased researchers with the ultimate goal of releasing
predation risk due to road building. The them back into the wild. Kicking Horse Resort
expansion application included the identification provides the land and operation support for the
of a wildlife management zone to protect the refuge.
Mountain Caribou habitat. http://www.kickinghorseresort.com/summer/grizz
ly/index.asp
Kicking Horse Resort – Kicking Horse Grizzly
Bear Refuge Jumbo Glacier Resort – Grizzly Bear
Management Plan.
The Kicking Horse Grizzly Bear Refuge is a
conservation, education and research centre The proposal for the construction of the Jumbo
committed to becoming the world leader in the Glacier Resort included the development of a
preservation of grizzly bears. The 22 acre management plan identifying specific wildlife
refuge is an integral component to the resources and the potential impacts of resort
development of rehabilitation protocols for development on those resources. In particular,
grizzly bear habitat was of primary concern as
the Jumbo Glacier Resort was proposed for one
of two remaining areas in British Columbia
where grizzly bears are not endangered. The
plan includes long term monitoring of potential
impacts and recommends mitigation of the
potential and measured impacts.

Resource Inventory Standards Committee (RISC) is responsible for establishing standards for natural and
cultural resources inventories, including collection, storage, analysis, interpretation and reporting of
inventory data. A number of Government initiatives, including Forest Investment Account and Forest
Practices Code, require participants in those initiatives to adhere to RISC standards.
http://srmwww.gov.bc.ca/risc/pubs/tebiodiv/
Ministry of Environment Interim Wildlife Guidelines for Commercial Recreation in British Columbia
http://wlapwww.gov.bc.ca/wld/comrec/crecintro.html
Wildlife Information for Commercial Backcountry Recreation Opportunities in the North Central Monashee
Mountains. http://wlapwww.gov.bc.ca/sir/fwh/hab/cbrhab.pdf
BC Grizzly Bear Conservation Strategy, Ministry of Environment http://wlapwww.gov.bc.ca/wld/grzz/
BC Guidelines & Best Management Practices (BMPs) http://wlapwww.gov.bc.ca/wld/BMP/bmpintro.html
A Strategy for the Recovery of Mountain Caribou in British Columbia
http://wlapwww.gov.bc.ca/wld/documents/mtcaribou_rcvrystrat02.pdf
Ministry of Environment: BC Conservation Data Centre (CDC) systematically collects and disseminates
information on plants, animals and plant communities at risk in British Columbia. This information is
compiled and maintained in a computerized database which provides a centralized and scientific source
of information on the status, locations and level of protection of these organisms and ecosystems.
http://srmwww.gov.bc.ca/cdc/
Page 65
Employ environmental values and corresponding mapping to identify wildlife values
and species of interest. (OR Contact the Ministry of Environment).
Consult with local, regional and provincial government agencies for species-
specific information (Inventories) and areas of interest, previous studies and
special management zones.
Consult LRMPs and regional strategies for protection of special interest species.
Work with Environmental Non-Government Organizations (ENGOs) when
developing management projects.
Work with Ministry of Forests and Range to co-ordinate efforts with forest tenure
holders.
Adjust resort design to account for wildlife and their needs.
Prepare wildlife management plan for species of interest and identify areas for
special management or preservation.
Establish and/or identify wildlife migration/dispersal corridors.
Page 66
AVOIDING AND/OR MITIGATING ENVIRONMENTAL IMPACTS –
Aquatic Habitat and Streamside Protection - Wetlands and Riparian Management
and Fisheries Management
Resort development can have both direct and protection are also resort-related impacts to
indirect impacts on aquatic habitats including fisheries and habitat.
wetland and riparian areas. In addition, many of
The Federal Fisheries Act and provincial Water
British Columbia’s species at risk are supported
Act require diligent and effective management of
by riparian and aquatic habitats.
fish and fisheries habitat during all stages of
Legislation regulates development in and around construction.
aquatic habitats. The Provincial Water Act
The desired outcome is to ensure development
regulates works and changes in and about
proceeds in a manner that complies with existing
streams in British Columbia, and the Fish
legislation and avoids, mitigates or lessens
Protection Act provides protection for fish and
potential impacts to aquatic and riparian
fish habitat. The Federal Fisheries Act requires
habitats, water quality and quantity, and fish and
diligent and effective management of fish and
wildlife populations.
fisheries habitat for fish of any life stage.
Addressing existing aquatic protection regulation Key Challenges
in the planning stage will avoid design / Adequate riparian setback requirements
conservation conflict. should be incorporated into the design of the
Resort development has the potential to impact resort as it is preferable and more cost
fisheries habitat in several ways. Encroachment effective to retain existing riparian areas
into stream channels and riparian areas can than compensate later in the development.
reduce the amount or quality of available habitat
Resort viability and size requirements
by reducing the buffer between aquatic habitat frequently conflict with riparian area
and development. Development can further setbacks.
impact fisheries habitat through the introduction
of deleterious substances such as sediment, fuel Incorporating riparian setbacks into early
and oil residue and concrete leachate. design stages to prevent development
planning within the setback areas.
Development can also affect the functionality of
aquatic habitat by increasing impervious areas, Field verification of top of bank is generally
thereby increasing runoff over the short term required to correctly establish riparian
while reducing it over the long term. Culvert, setback areas.
channelization, and diversions can isolate areas The installation of stream crossing
of otherwise functional habitat by creating structures conducive to fish passage (such
barriers that fish cannot or will not cross. as open bottom culvert/bridge versus round
Development may also reduce natural gravel culvert) can be costly.
recruitment and streams can eventually become
sterile for lack of productive substrate. Designing around riparian protection areas
Wastewater discharge and armouring for flood can be difficult, particularly in areas with
numerous small streams and around
wetlands.
Page 67
Examples:
Garibaldi Springs Gold Course - Squamish Blackstone Golf Resort Community - Fernie
The development of Garibaldi Springs Golf A Habitat Balance was conducted for the
Course in Squamish, British Columbia included Blackstone Golf Resort Community in Fernie,
the construction of an 18-hole golf course on British Columbia to interpret levels of impact
lands that contained three permanent fish associated with the development. The habitat
bearing creeks, which provide exceptional over- balance analysis is based on the “equivalent
wintering, rearing and spawning opportunities for habitat area” methodology where different types
numerous salmonid and non-salmonid fish of habitats are given ratings to ensure that a “no
species. Consultation with Fisheries and net loss” of aquatic habitat is experienced. The
Oceans Canada resulted in a mitigation and creation of additional wetlands and
compensation plan that included limiting the enhancement opportunities within preservation
impact to critical mainstream habitat; enhancing areas allowed for habitat losses due to golf
habitat by the establishment of new permanent coarse construction. The results of habitat
flow areas; the creation of wetland pond features balance were incorporated into the
linked to fish bearing waters; and the retention of Environmental Impact Assessment and
permanent and ephemeral drainages and Compensation/Mitigation Plan for the project.
wetland habitat areas. In addition the
Coastal Resort Development in Costa Rica
development provided off site compensation to
further enhance the fisheries values in the Costa Rica has a history of popularity for foreign
Squamish area. investment in real estate and resort
http://www.garibaldisprings.com/index_flash.htm development. In order to protect the marine
riparian values, a buffer is established along the
marine foreshore. This buffer controls the level
of impact by tourism developments along the
Costa Rican coastline.

Chilibeck, Barry, Geoff Chislett, and Gary Norris (MELP and DFO). 1993. Land Development Guidelines
for the Protection of Aquatic Habitat. BC Environment, and BC Ministry Environment, Lands and Parks,
Integrated Management Branch.
BC Ministry of Environment. 2004. Riparian Areas Regulation:
http://wlapwww.gov.bc.ca/habitat/fish_protection_act/riparian/riparian_areas.html
BC Ministry of Environment. March 2004. Standards and Best Practices for Instream Works
http://wlapwww.gov.bc.ca/sry/iswstdsbpsmarch2004.pdf
Stewardship Centre for British Columbia: Stewardship Series: Land Development Guidelines for the
Protection of Aquatic Habitat
http://www.stewardshipcanada.ca/sc_bc/stew_series/bc_stewseries.asp#ldg
Page 68
Ministry of Environment Riparian Areas Regulation provides protection for the
features, functions and conditions that are vital in the natural maintenance of
stream health and productivity.
Guidelines such as the Canada / BC Land Development Guidelines for the
Protection of Aquatic Habitat and Ministry of Environments Standards and Best
Practices for Instream Works should be reviewed during the planning and
development process.
Local governments have the authority to regulate development through zoning
bylaws and the establishment of development permit areas. These powers can be
used to manage specific resources such as watercourses and may define specific
development restrictions in order to protect the riparian environment.
The Developer must provide
- adequate design and drawings for application and notification to the
Ministry of Environment (pursuant to Section 9 of the Water Act and
Section 44 of the Water Act Regulation) and
- to Fisheries and Oceans Canada for authorization under Section 35 (2)
of the Federal Fisheries Act for works affecting fish habitat and/or
harmful alteration disturbance or destruction of fish habitat.
May require professional assistance regarding applicable legislation and to liaise
with all levels of government.
Page 69
MITIGATING ENVIRONMENTAL IMPACTS THROUGH RE-VEGETATION PLANS
Site disturbance and impacts associated with Key Challenges

resort construction and operation can be
Enforcing landscape preservation zones.
mitigated through comprehensive re-vegetation
plans. Ensuring compliance with restoration and re-
vegetation plans.
Vegetation plans help restore sites to provide
suitable wildlife habitat, riparian features, retains
natural beauty and environmental values of the
site.
Examples:
Garibaldi Springs Golf Course - Squamish incorporated into the revegetation plan. A mix of
nursery stock and salvaged plants were used
The development of Garibaldi Springs Golf
during all Stages of revegetation. The success
Course in Squamish included a comprehensive
of the re-vegetation will be monitored for 3 years
plan for re-vegetation of disturbed areas during
following planting to ensure survival.
and following construction works and retention
http://www.garibaldisprings.com/index_flash.htm
of existing vegetation in areas not slated for
development. Preservation areas were Nicklaus North Golf Course - Whistler
identified in the field prior to construction to
Nicklaus North Golf Course at Whistler included
delineate clearing and grubbing boundaries.
a $5,000.00 refundable landscape deposit in its
Topsoil was transferred from development areas
Purchase and Sale agreements for single family
to the re-vegetation areas.
lots. If the lots were not built or landscaped
The re-vegetation of riparian areas was included within a specified timeframe by the new
in the mitigation and compensation plan, created purchasers, the vendor had the right to use their
in consultation with Fisheries and Oceans own forces to revegetate the lot and pay for it
Canada to meet the requirements of fish habitat. with the landscape deposit.
Only plants native to the Squamish area were

BC Ministry of Environment, Lands and Parks. November 1996. Tree Replacement Criteria.
http://srmwww.gov.bc.ca/sry/csd/forms/fwhp/hp/hp_inf_treereplcrit.htm
http://srmwww.gov.bc.ca/sry/csd/downloads/forms/vegetation_riparian/treereplcrit.pdf
BC Ministry of Environment, Lands and Parks, July 1998. Planting Criteria for Restoring Fish and Wildlife
Habitat. http://srmwww.gov.bc.ca/sry/csd/forms/fwhp/hp/hp_inf_plantcrit.htm
http://srmwww.gov.bc.ca/sry/csd/downloads/forms/vegetation_riparian/plantingcriteria-i.pdf
Chilibeck, Barry, Geoff Chislett, and Gary Norris (MELP and DFO). 1993. Land Development Guidelines
for the Protection of Aquatic Habitat. BC Environment, and BC Ministry Environment, Lands and Parks,
Page 70
Preservation of vegetation during final design and construction can be a cost-
effective way to reduce site restoration and compensation requirements.
Prepare a re-vegetation, restoration and compensation plan.
Utilize baseline and biophysical information to identify key environmental values
and areas requiring special management and preservation.
Incorporate areas of special management and preservation areas in resort design,
thereby decreasing the necessity for extraneous compensation and restoration of
the site.
During construction make all efforts to preserve vegetation and topsoil.
When possible utilize native plants for site restoration and landscaping.
Local governments could obtain performance bonds or other security for
landscaping work to ensure that landscaping and re-vegetation work is completed.
If local governments are unable or unwilling to obtain performance bonds, the
resort developer/operator can require landscape deposits in the purchase and sale.
Page 71
PLANNING AND LAND USE CONTROLS – Official Community Plans, Zoning
Bylaws, Development Permits, Design Guidelines and Building Schemes
Planning controls are a method of guiding future Key Challenges

growth and development and ensuring that the
Some local governments may lack staff with
resort master plan created for the resort survives
experience in resort planning issues.
as development parcels are sold to third parties.
An important first step is to work with the local Existing local government zoning bylaws
government(s). may not be suitable for the type of buildings
envisioned for the resort.
The desired outcomes are:
The developer (and financial investors)
a set of plans, policies, bylaws and
needs certainty that a certain level of
documents that regulate the form and
development will be allowed before
character of the proposed development; and
commencing design and construction of
legal mechanisms to ensure future expensive infrastructure.
landowners construct buildings that are
Developing planning controls that ensure
consistent with the vision for the resort or
key elements of the original land use plan
resort community.
for the resort survive development and
redevelopment cycles.
Examples:
Regional District of East Kooenay Sun Peaks Resort Corporation
The Regional District of East Kootenay adopted Sun Peaks Resort Corporation placed Statutory
Official Community Plans for Fernie Alpine Building Schemes containing Design Guidelines
Resort and Panorama Mountain Village that are on all property before offering it for sale.
consistent with the resort master plans for these
Resort Municipality of Whistler
resorts.
The Resort Municipality of Whistler adopted site
Thompson-Nicola Regional District
specific zoning bylaws for each development
The Thompson-Nicola Regional District parcel in Village North.
adopted a set of zoning bylaws specifically for
City of Langford
the Sun Peaks Resort Area because their
existing zoning bylaws did not allow the The City of Langford created the Bear Mountain
compact nature of development contemplated Comprehensive Development Zone to regulate
in the Sun Peaks resort master plan. development of the golf course and residential
community at Bear Mountain.

Ministry of Community Services (MCS): Local Government Department
http://www.mcaws.gov.bc.ca/lgd/
Union of British Columbia Municipalities
http://www.civicnet.bc.ca/siteengine/activepage.asp?id=120&bhcp=1
Resort Municipality of Whistler http://www.whistler.ca/index.php
Page 72
The Local Government Act provides local governments with the authority to prepare
regional growth strategies to promote settlement patterns that are socially,
economically and environmentally healthy and that make efficient use of public facilities
and services, land and other resources. Planning and land use management is
regulated by local government through Official Community Plans (OCP), Zoning
Bylaws and Development Permit areas. Official Community Plans and Zoning Bylaws
in regional districts must be reviewed by MCS before they can be adopted.
Check whether a resort use is consistent with an existing OCP or Regional Growth
Strategy and if not determine whether there is a reasonable expectation that these can
be amended to support resort development.
The Developer needs to work with local government to determine the most appropriate
planning control tools to use in their jurisdiction. Where local governments choose not
to exercise their planning authority, the developer needs to investigate other tools such
as Statutory Building Schemes, Design Guidelines and Design Covenants on title to
reinforce the resort master plan image on private property.
Develop an OCP amendment concurrently with the development of a resort master
plan to avoid significant delays and complications that could arise if these processes
are done sequentially. The OCP should clearly articulate the role tourism plays in the
local economy and have policies and tools in place to facilitate.
The developer may need to provide funding to local government to assist them in
preparation of an OCP or Zoning Bylaws.
Prepare zoning bylaws to apply to all contemplated land uses at the resort. Consult
with other resort communities to discuss areas where zoning bylaws have been
challenged and seek their advice in drafting bylaws to avoid these pitfalls.
Identify any municipal/regional district by-laws that may impact the construction and/or
operation of the resort other than land use restrictions.
Develop design guidelines that address issues such as site planning and design,
building design and character, landscaping, water and energy conservation, snow
management and environmental protection during construction. Use Development
Permits or Statutory Building Schemes registered on title to individual parcels to ensure
all construction at the resort is in compliance with these guidelines.
If a resort village is included in the resort master plan, local government should create
Development Permit Areas that include details of the allowable building volumetrics to
protect the form and character of the resort village plan. Each parcel should also
contain site specific bylaws that include floor space limits. If local government is
unwilling or unable to regulate the development of the village to this extent, the
developer should use Statutory Building Schemes and Building Programs registered on
title to the lands to achieve a similar level of control.
Establish a design review process as part of the building scheme registered on title.
Determine the process of design review and establish a system for ongoing funding.
Usually a Design Review Panel should consist of representatives from local
government, the architectural and/or landscape profession, the community at large and
the resort developer.
Page 73
ROAD DESIGN STANDARDS (Collector, Local, Pedestrian Trails)
Road design standards establish the character Designing roads and parking lots to facilitate
of a resort and can dictate which terrain is snow removal and snow storage.
accessible for development. Appropriate road
Striking a balance between constructing
design standards help ensure the road network
roads that follow the natural terrain and
provides a safe and efficient transportation back
providing alignments that will be safe in
bone for the resort without overwhelming the
adverse driving conditions.
natural landscape. The desired outcome is a set
of practical and replicable standards suited to Understanding that urban or suburban trip
the terrain and character of the resort and and parking demand generators for
provides safe and efficient vehicular and commercial establishments may not be
pedestrian access to all parts of the resort. applicable to a pedestrian oriented resort
context.
Key Challenges Enforcing parking regulations in
unincorporated areas.
Providing efficient access routes and
parking facilities for large vehicles such as Obtaining local or provincial government
buses, fire-trucks and delivery vehicles while approval for special resort road standards.
maintaining a pedestrian friendly character
at the resort.
Examples:
Municipal Road Standard Guidelines British Columbia Ministry of Transportation

The City of Kelowna has developed hillside Ministry of Transportation, BC Supplement to
street standards while the Resort Municipality of TAC Geometric Design Guide, Chapter 1500
Whistler adheres to its Guidelines for Alpine Ski Village Roads (recently adopted after
Accommodation Development on Difficult a joint planning study between the Ministry of
Terrain. Transportation and Canada West Ski Areas
Association (CWSAA) identified the challenges
of applying typical design standards in mountain
topography).

TAC Geometric Design Guide. Order from Transportation Association of Canada http://www.tac-atc.ca/
BC Supplement to the TAC Geometric Design Guide
http://www.th.gov.bc.ca/publications/eng_publications/geomet/TAC/2001_Supplement.pdf
Page 74
Develop a road network and circulation plan that minimizes conflicts with
recreational facilities and pedestrian routes. Include secondary access/egress
routes for emergencies such as fires.
Locate buildings within easy walking and cycling distance of resort amenities.
Prepare a multi-purpose (walk, cycle, ski) trail network that encourages non-
motorized forms of transportation within the resort.
Consult with the Ministry of Transportation.
Retain design professionals to collaborate with the appropriate approving authority
to adopt standards suited to the character and topography of the resort; often
accomplished with slower design speeds, narrower right of ways, short sections of
steeper grades, tighter curve radii and reduced roadside parking.
Prepare standards for several classes of roads, from arterials to pedestrian trails.
Strategically, schedule certain elements of construction (such as the second lift of
asphalt pavement) to both delay capital investment and provide a higher quality
end product.
Page 75
SANITARY SEWER COLLECTION, TREATMENT AND DISPOSAL
Providing sanitary sewer collection treatment Key Challenges

and disposal is one of the core municipal
Identifying a sewage treatment plant location
services without which a resort cannot thrive.
that is acceptable to surrounding property
Identifying disposal options and establishing
owners.
design guidelines will ensure that sanitary
sewage can be properly dealt with throughout Minimizing wastewater generation, inflow
the life of the resort. and infiltration.
The desired aim is to have a reliable, Identifying acceptable disposal options.
economically feasible and sustainable sewer Underestimating the cost of providing this
network and treatment facility capable of core service.
handling all sanitary wastewater generated at
the resort. Obtaining consensus from approval
authorities on the required level of
treatment.
Examples;
Panorama Mountain Resort Nimmo Bay Heli-Ventures

Panorama Mountain Resort installed tertiary Nimmo Bay Heli-Ventures uses the Hydroxyl
treatment when upgrading its sewage treatment waste management system where black and
plant due to perceived concerns about the gray water is reduced to clear water with no
downstream water quality in Toby Creek. bacteria. Hydroxyl is an owned and operated
British Columbia Company.

BC Ministry of Environment – Public Safety and Prevention Initiatives – includes links to: Municipal
Sewage Regulations; and Guidelines for Developing a Liquid Waste Management Plan
http://wlapwww.gov.bc.ca/epd/epdpa/mpp/mpp_home.htm
Ministry of Health Planning, Sewerage System Standard Practice Manual
http://www.healthservices.gov.bc.ca/protect/bcsr_spm_draft_may2004.pdf
Page 76
Adopt a water conservation philosophy from the outset to minimize wastewater
generation.
Identify and prove out treatment and disposal options that will meet the resort
demands at the projected build-out. The level of treatment should be determined
using good engineering practices and should be commensurate with the proposed
disposal method.
Incorporate design and construction practices which minimize/eliminate inflow and
infiltration.
Provide public education and obtain input when determining sites for sewage
treatment plants and use modern technologies that minimize the impacts to the
surroundings.
Design and construct facilities to meet or exceed municipal standards.
Consider wastewater re-use as a disposal option. It has the added benefit of
reducing the demand on the water supply (usually for irrigation or snowmaking).
“Packaged” sewage treatment plants are often a viable solution for providing
sewage treatment for a resort development.
Determine who will provide services and maintain the infrastructure. If necessary
create a private utility at arms length from the resort developer to ensure
separation of costs.
Develop a rate structure that will ensure ongoing operating, maintenance and
capital replacement costs will be recovered from the users. Include rent charges
for the provision of stand-by capacity on undeveloped sites. Set adequate hook-up
charges so that existing users will not subsidize extending the service to new
users.
Waste management permits are required from the Provincial Health Authority for
any new wastewater disposal facility or for additions to an existing one.
Page 77
COLLECTION AND DISPOSAL OF SOLID WASTES
Regional solid waste management plans Key Challenges

(RSWMP) are the legislated responsibility of the
Wildlife – improper storage of garbage is a
regional district; however, local governments are
key attractant and may lead to conflict with
closer to most generators of solid waste than
wildlife, particularly bear/human conflict.
any other level of government and often play a
vital role in the implementation of these plans. A Terrain/remoteness – local government
solid waste strategy at the resort is required to waste transfer stations may be a long way
ensure compliance with the regional district’s from the resort location.
plan.
The desired outcome is a blueprint for reducing,
reusing, recycling, and responsibly managing
the residuals that is commensurate with the local
and/or regional strategy for solid waste.
Examples:
Nimmo Bay Heli Ventures Regional District of Central Kootenay

Nimmo Bay Heli-Ventures has recycled their The Regional District of Central Kootenay's
garbage since 1981 by transporting everything Regional District Solid Waste Management Plan
(nothing remains on site) to a regional district - Stage III provides an essential waste
landfill and recycling centre every four days (1 management service to residents, businesses
hour by boat). As a result of this practice the and industry of the Regional District. As stated
resort has never exposed wild animals to the in the plan, the RDCK's goal is to introduce
need for the resort’s food. newer cost effective ways to minimize the
generation of waste and is guided by the “4 R”
principal: Reduce, Reuse, Recycle, Return.
http://www.rdck.bc.ca

Ministry of Environment – Municipal Solid Waste:
http://wlapwww.gov.bc.ca/epd/epdpa/mpp/solid_waste_index.html
Recycling Council of British Columbia http://www.rcbc.bc.ca/index.htm
Bear Society http://www.bearsmart.com/
Alpine Club of Canada http://www.alpineclubofcanada.ca/
Solid Waste Association of North America - BC Pacific Chapter http://www.ecowaste.com/swanabc/
Page 78
Adopt and promote a reduce-reuse-recycle philosophy.
Allow for separate containers for recyclables and/or composting at collection
locations and transfer stations.
Incorporate eco-centres or re-use it depots that enable the exchange of unwanted
goods that are not at the end of their useful lives.
Develop and manage a waste management system that is bear proof and minimizes
conflicts with wildlife (Example: bear-proof containers within the resort and at
transfer stations and timely removal of waste).
Be innovative in addressing solid waste (Example: many mountain lodges operated
by the Alpine Club of Canada have adopted a pack out what you pack in philosophy.)
Develop design guidelines, which mandate waste management plans for construction
sites.
Work closely with the Regional District to ensure the Resort’s waste management
strategy fits with the RSWMP.
Page 79
STORMWATER MANAGEMENT PLAN
A stormwater management plan is required to Key Challenges

determine the infrastructure (sewers, culverts
• Challenging terrain.
and detention ponds) required to minimize the
impact of stormwater run-off from the • Utilizing the best stormwater management
development on the downstream environment practices available in an area of practice that
and to safely convey stormwater throughout the is rapidly evolving.
development. The desired end product is a • Competition for limited land area with other
strategy and plan for infrastructure to minimize
aspects of the resort.
the impact on the environment and protect the
capital works at the resort from damage by
flooding.
Examples:
SilverTip Golf Resort - Canmore Nicklaus North Golf Course - Whistler
Stormwater management was a critical design Nicklaus North Golf Course in Whistler is built
factor at SilverTip Golf Resort in Canmore, within the floodplain. The homes and golf
Alberta due to mountainous terrain, clubhouse were built above the predicted flood
environmental sensitivity and restrictions on post level and the fairways were designed to act as
development flows downstream of the site. Five floodways during major storm events. During
detention ponds were incorporated into the the 2003 flood event, the facility functioned as
layout of the 7,200-yard championship golf designed, the streets and homes remained
course, with a sixth located in a wildlife corridor, above the flood level and the fairways and
and a seventh within a future development adjacent wetlands flooded.
parcel.

Ministry of Environment, Water, Air and Climate Change Branch, – Water Quality – Best Management
Practices http://wlapwww.gov.bc.ca/wat/wq/nps/BMP_Compendium/BMP_Introduction/bmphome.htm
A Guidebook for British Columbia Stormwater Planning
http://wlapwww.gov.bc.ca/epd/epdpa/mpp/stormwater/stormwater.pdf
Fisheries and Oceans Canada – website includes links to:
(i) Land Development Guidelines for the Protection of Aquatic Habitat, http://www-heb.pac.dfo-
mpo.gc.ca/publications/pdf/165353.pdf and
(ii) Access near Aquatic Areas: a guide to sensitive planning, design and management
http://www.dfo-mpo.gc.ca/Library/213410.pdf
Page 80
Combine stormwater management facilities with other infrastructure (Example: a
water feature on a golf course can be used as a stormwater detention pond).
Where possible, focus development on areas with the least permeable soils.
Incorporate natural drainage features and follow existing topography and drainage
paths wherever possible.
Include considerations for controlling the quantity of runoff such as
detention/retention ponds, construction materials and design techniques that
encourage infiltration and/or minimize runoff (Example: porous surfaces for
parking lots and walkways, narrower and shorter roads, green roofs).
Include considerations for the quality of runoff such as source control and
treatment best management practices (Example: oil/water separators in parking
lots).
Maintain or reinstate vegetated areas and establish riparian setbacks from existing
creeks.
Page 81
AVOIDING AND/OR MITIGATING ENVIRONMENTAL IMPACTS DURING
CONSTRUCTION
Although relatively short in duration, the Key Challenges

construction stage of resort development has
Ensuring the EPP details all potential
the potential to heavily impact the natural
environmental impacts during construction.
environment (Example: water quality and
wildlife habitats). The creation and utilization of Ensure the EPP is updated for all stages of
an “Environmental Protection Plan” (EPP) can construction – from design stages to final
help avoid and mitigate construction related product.
impacts.
Ensure all contractors are aware and follow
The intent is to minimize impacts to the the EPP.
environment (watercourses, vegetation et
cetera) during construction. The guidelines are
intended to give field crews and contractors
direction in conducting works in an
environmentally sensitive manner.
Examples:
Panorama Resort Intrawest Peaks Residential Development,

Whistler
An Environmental Management System was
developed for the Panorama Resort golf course The Environmental Management Plan (EMP) for
development. The guidelines provided the Intrawest Peaks residential development in
contractors direction in constructing their project Whistler provides guidelines for conducting
in an environmentally sensitive manner. The construction works in an environmentally
guidelines were developed to preserve as much responsible manner while preserving water
of the aquatic and riparian habitat on site as quality and wildlife habitat. Goals of the EMP
possible and included goals of tree preservation, included maximizing tree preservation areas,
preservation of the natural environment, enhancing the natural environment as a part of
avoiding negative impacts to surrounding post construction restoration, and minimizing
habitats, and achieving high levels of negative impacts to surrounding lands and
environmental quality associated with the waters.
development of the site. An Environmental
Construction Plan was created to address
mitigation of potential impact to aquatic and
riparian habitat and protection of nesting avians
by reducing disturbance caused by construction.
Page 82
Other Technical References
Chilibeck, Barry, Geoff Chislett, and Gary Norris (MELP and DFO). 1993. Land Development Guidelines for
the Protection of Aquatic Habitat. BC Environment, and BC Ministry Environment, Lands and Parks,
BC Ministry of Environment. 2005. Environmental Best Management Practices for Urban and Rural Land
Development in British Columbia – DRAFT.
http://wlapwww.gov.bc.ca/wld/documents/bmp/urban_ebmp/urban_ebmp.html
BC Ministry of Environment. 2004. Approved Water Quality Guidelines.
http://wlapwww.gov.bc.ca/wat/wq/BCguidelines/approved.html
BC Ministry of Environment. 2004. Working Water Quality Guidelines.
http://wlapwww.gov.bc.ca/wat/wq/BCguidelines/working.html
BC Ministry of Environment. 2004. Integrated Pest Management Manual for Structural Pests in British
Columbia http://wlapwww.gov.bc.ca/epd/ipm/docs/tablcont.html .
BC Ministry of Environment. March 2004. Standards and Best Practices for Instream Works.
http://Wlapwww.gov.bc.ca/sry/iswstdsbpsmarch2004.pdf .
Environment Canada. 2004. Canadian Water Quality Guidelines. http://www.ec.gc.ca/CEQG-
RCQE/English/Ceqg/Water/default.cfm .
Province of British Columbia. 2004. Schedule 4 – Generic Numerical Soil Standards, Environmental
Management Act – Contaminated Sites Regulation. Queen’s Printer, Victoria, BC.
http://www.qp.gov.bc.ca/statreg/reg/E/EnvMgmt/EnvMgmt375_96/EnvMgmt375_96Sch4.pdf

It is the developer’s role to produce an Environmental Protection Plan specific for
the resort and to ensure all subcontractors adhere to it. Local government and
provincial government representatives will have input into the content of the plan
and will review it for completeness as part of the development approval or tenure
licensing processes. Government representatives may also conduct periodic
checks to ensure compliance with the plan.
The EPP should refer to all matters related to the protection of the environment
(site specific) and should include (but not limited to) protection of streams and
watercourses, protection of air and water quality, protection of wildlife and wildlife
habitats, protection of vegetation, protection of social, cultural and historic
resources and site restoration.
A qualified environmental professional may be required to monitor construction
activities.
The developer must obtain all applicable construction permits – soil removal and
deposition permit, tree preservation / tree cutting permits.
Ensure all contractors comply with permit conditions.
Page 83
Notes:
Page 84
STAGE IV – IMPLEMENTATION AND ONGOING OPERATIONS
Introduction
Agreements and proposals achieved through Stage III have ramifications for the ongoing operation of the
resort and must be revisited regularly. While building and developing the resort may seem like the end of
the process, this stage begins a whole new process – the successful operation and financial growth of the
resort destination, which includes:
“preparation and implementation of an aggressive sales and marketing campaign;
recruitment, training, and retention of staff;
provision of services per negotiated agreements;
organization and management of each operating department (for a large scale resort);
continuing control and reduction of operating costs and expenses; and
generation of profits, maintenance of facilities, and enhancement of the resort’s image.”3
The strength and success of a resort depends on its expertise, planning, inclusion, and ability to adapt to
maintain a competitive advantage and conserve its natural surroundings – which is the primary attractor
for visitors in British Columbia. Competing resorts will also recognize the intrinsic values associated with
environmental protection and stewardship while striving to achieve market differentiation for their efforts.
Destination marketing tools range from resort marketing associations to resort chain central reservation
services. Once operational, a resort will continually assess market demand, identify emerging and target
markets, refine the brand and selling proposition for the resort, produce a variety of festivals and events
to attract visitors and lengthen stay, and research emerging market and service trends in the resort and
tourism industry.
Key considerations in sustainable operations of a resort
Human Relations Operational estimates Income streams and costs

Seasonal employee Room capacity Accommodation mixed
retention strategy estimates revenue (such as room,
Employee-guest Average room rate by timeshares, real estate
relations season sales and strata fees)
Conflict management Allowances, discounts, Other revenue sources
Recruitment partner promotion rates related to services and
Training / certification Food and beverages amenities
strategy Local suppliers for food, Salary, wages, other
Management training beverage, repairs employee costs
and promotion Estimated sales volume Facility maintenance,
strategies Reservations and sales other capital, service
Employee housing and Green technologies and expenses
transportation strategy recycling activities Government taxes,
Scheduling and Laundry, sanitation permit fees
supervision Energy, water use Liability insurance, legal
Guest services, health Guest recycling fees
and safety parameters Environmental Marketing, promotions
principles
3 nd
Chuck Y. Gee. Resort Development and Management (2 edition). Education Institute, American Hotel and Lodging Association,
Michigan, 1996 pps. 120-121.
Page 85
ENERGY CONSERVATION
The natural environment is one of the prime monitoring equipment and state of the art
elements drawing people to visit resorts, lighting and control, or simply the use of
therefore resorts should be leaders in compact fluorescent lamps in hallways and
implementing energy efficiency techniques and corridors. The desired outcome should be that
increasing the use of renewable energy sources the main design philosophy behind the resort will
within their operations to conserve natural be one employing an “energy conscious”
resources and minimize their impact on the approach.
environment. Environmental and social
Key Challenges
responsibility is increasingly important to
consumers, employees and shareholders and Recognizing the value in sustainability
that responsibility can be converted into market through conservation and adopting
advantage. Strong efforts should be made to philosophies, such as full cost accounting
demonstrate that the resort strives for that promote sustainability.
sustainability. Recognizing the downstream effects all
Energy conservation can take many forms, conservation measures (water conservation,
whether it is southern orientation of glass-faced waste reduction) play in energy conservation
buildings, geothermal heat pumps as heat and sustainability.
sources for buildings, power systems
management software, load shedding
Examples:
Whistler Blackcomb Fairmont Hotels and Resorts
2004 improvements at Whistler Blackcomb Fairmont Hotels and Resorts received the
(advanced energy controls) and Panorama “Power Smart Certified” designation from BC
Mountain Village (automatic heating and Hydro recognizing exceptional achievements
ventilation) reduce energy use and chairlift and commitment to energy efficiency. Fairmont
operating costs. Hot Springs Resort incorporates features to
conserve water, save energy and protect the
Sun Rivers Golf Resort Community -
natural environment and is designated a “Power
Kamloops
Smart Green Hotel”.
Sun Rivers Golf Resort Community, Kamloops
successfully adopted geothermal technology for
the heating and cooling requirements of the
entire community.

BC Hydro Power Smart – http://www.bchydro.com/powersmart/
Terasen Gas – www.terasengas.com
Green Buildings BC – http://www.greenbuildingsbc.com/new_buildings/resources_guide/
Canada Green Building Council – http://www.cagbc.ca
Sustainability Now (APEGBC) – http://www.sustainability.ca
Page 86
Adopt an “energy conscious” or “energy conservation” philosophy from day one.
These would include the principles of sustainability.
Consider micro-climates and outdoor comfort in the orientation of buildings.
Strategic placement of trees and landscape structures can modify solar penetration
and wind patterns. Adopt building and subdivision design guidelines that maximize
solar aspect and exposure.
Meet or exceed energy efficient standards in new construction or retrofits by
specifying energy efficient heating systems, fixtures and appliances. Consider
Leadership in Energy and Environmental Design (LEED) guidelines (Green
Buildings) for resort building design.
Incorporate natural daylighting in buildings, appropriate window design and form.
Utilize power systems management software, load shedding monitoring equipment
and state of the art lighting and control technology as prominent features of
systems design.
Utilize existing programs (such as BC Hydro Power Smart) to facilitate the
implementation of newer technologies which reduce energy consumption.
Embrace public education programs, which promote efficient energy use.
Incorporate water conservation, waste reduction strategies and other methods
which result in downstream energy savings (Example: utilize full cost accounting).
Consider alternative heating or energy sources (geothermal or IPP).
Page 87
TOURIST INFORMATION AND CENTRAL RESERVATION CENTRES
Tourist information centres provide a participating in a Central Reservations

comprehensive one-stop information service for service.
resort visitors to enhance their enjoyment of
Central Reservations services are difficult to
their visit. In some condo-style hotel properties,
staff particularly in more remote areas and
there may not be a front desk or check in
require specialized skills and training for
service. The Tourist Information Centre can act
management and staff.
as a central check-in point for arriving visitors.
Central reservation services provide an Sophisticated Central Reservations
important distribution channel for resort technologies are prohibitively expensive and
accommodation and activities. They are require a massive volume of transactions to
particularly important for first time visitors to the amortize the costs of software development.
resort who do not have a history with, or loyalty This frequently necessitates the use of
to one specific provider. The ultimate aim is to packaged software that is generally deficient
provide a friendly and convenient provision of in some manner relative to the user’s
information and reservations to facilitate the requirements.
purchase of the resort’s product offerings and Once a critical volume of reservations is
increase overall visitation and satisfaction levels.
reached and the operation approaches
Key Challenges breakeven, competitive reservations
services that do not have the cost burden of
Visitor Information Centres typically require
also providing general resort information are
financial subsidies since the sale of activities
likely to appear and capture market share.
on a commission basis provides a modest
revenue stream, but is generally insufficient Stakeholders need to recognize that a
to cover the costs of staffing the facility. central reservations service will ultimately
only capture a small percentage of total
The broadest representation of products and
resort reservations and will likely only be
services available at the resort is desirable
modestly successful on a financial basis.
both from a revenue generation perspective
However, it will fulfil an important role as an
and to provide guests using the service with
objective source of information, particularly
complete information. However, the advent
for first time visitors.
of the internet as a distribution channel has
made it easier for businesses to opt out of
Examples:
Tourism Vancouver Visitor Information Whistler Central Reservations
Services
Whistler Central Reservations reviewed all
Tourism Vancouver Visitor Information Services fulfillment vehicles available in the marketplace
– all staff are trained to sell activities and and outsourced the provision of fulfillment
accommodations. Business relationships have services to a third party provider, while still
been negotiated with transportation and events maintaining ownership and control over the
companies to further increase revenues and customer database. The outsourcing is
reduce operating subsidy. transparent to the caller or website visitor.
Page 88
Central Reservations Services and Visitor Information Centres are planned for
early in the resort’s infrastructure design. Ongoing operations are typically
managed either by the resort owner, a Resort Association, Business Improvement
Area or in conjunction with the local Chamber of Commerce.
Secure rights to use the intuitive “url” for the destination (Example: “whistler.com”).
Offer a unified call to action for the destination so as not to confuse the
marketplace and to create a critical mass of reservations necessary to support
financial investment in infrastructure, technology and staffing.
Identify and prioritize the requirements for a central reservations system. Review
currently available packaged software against prioritized requirements and select
the most suitable package.
Minimize the customization of software to ensure ease of maintenance and
upgrading.
If one unified call to action is not possible, operate at least one reservation service
within the resort that is locally owned and representative of the broad range of
resort accommodation and activity offerings.
Consider outsourcing the staffing of this reservations service if suitable
management and staff are not available locally.
Maximize use of web-based fulfillment to reduce cost of printing and mailing
collateral. Offer web-based reservations.
Offer integrated packages including accommodations and activities.
Locate the Visitor Information Centre in a high traffic, easily accessible location.
Train staff to offer professional, friendly service and to be exceptionally
knowledgeable regarding the resort product.
Offer resort concierge service, village hosts and mountain hosts – easily identified
individuals available to answer visitor questions knowledgeably.
Offer interactive kiosks to assist guests in locating their destination.
Within Visitor Information Centre, train staff to up-sell accommodations and
activities on a commission basis in order to reduce/eliminate operating deficit.
Partner with other organizations inside the Visitor Information Centre (Example:
foreign exchange, last minute tickets to events et cetera in return for a rights fee
and percentage of gross revenue).
Page 89
ROLE OF FESTIVALS AND EVENTS
Festivals and events enhance market Key Challenges

awareness of a resort destination, generate
The creation of unique, “signature” events
animation and interest for guests visiting the
that are competitively distinct and that
resort, and create motivation for repeat visits.
support the overall brand message of the
Festivals and events are used to generate visits
resort in the marketplace.
throughout the year and can be particularly
effective to attract incremental visitation during Initial production of festivals/events may
shoulder seasons. require three to five years of subsidies
before the event itself is popular enough to
Incremental visitation and the building of loyalty
be self-financing although spin-off benefits
to a resort destination is the desired goal.
from incremental visitation will accrue
immediately.
Corporate sponsorship of a specific event
may be in conflict with other sponsorships in
place or contemplated.
Examples:
Aspen Food and Wine Festival
Aspen Food and Wine Festival sponsored by
Food & Wine Magazine brings significant profile
to Aspen and is an example of a signature
event.
Cornucopia – Whistler Celebration of Food
and Wine
Cornucopia – Whistler’s Celebration of Food and
Wine brings visitors to Whistler in early
November, when there is typically no other
reason to visit the resort.
World Ski and Snowboard Festival - Whistler
World Ski and Snowboard Festival – Whistler
has effectively extended the ski season to the
end of April each year and has generated
significant incremental visitation

Food and Wine Classic in Aspen www.foodandwine.com/classic
Whistler Wine and Food Celebration Cornucopia www.whistlercornucopia.com
Telus World Ski and Snowboard Festival www.wssf.com
Page 90
Successful festivals and events require the involvement of many stakeholders
throughout the resort. The idea may originate with one party, but will require the
active support of local government (permits, security, emergency services et
cetera), the Resort Association (if any), local businesses and the resort operator to
succeed.
Consider potential festival concepts early in visioning stage and provide for
necessary infrastructure to support production of events.
Create a limited number of signature events that are consistent with the resort
brand (rather than multiple small events), while still programming a continual level
of animation through the use of street performers, displays, et cetera.
Establish a central agency for coordinating festivals and events that works closely
with independent event producers as well as potentially producing its own events.
Set clear goals and objectives for the festival/event and quantifiable measure
results.
Constantly innovate and renew the event with new components every year.
Involve local constituencies in the creation of the event through an Advisory
Council.
Involve leading experts to keep event at the forefront of its field.
Involve a media partner to maximize market penetration and profile. Create news
value to obtain media coverage.
Secure sponsorship to assist with financial investment. Ensure sponsors are
compatible with and support the resort brand.
Use events to extend the busy season.
Shoulder season events are an opportunity to involve local and regional population.
Page 91
ROLE OF CONFERENCE FACILITIES
Conference facilities provide an opportunity to Key Challenges

diversify a resort’s portfolio of business by
Conference facilities are typically loss
adding business travelers to the market mix.
leaders to secure spin-off economic impacts
The prime season for meetings is spring and fall,
of spending on accommodation, meals,
typically shoulder seasons for many resorts.
transportation, retail et cetera and therefore
The inclusion of conference and meeting
may not offer a return on capital investment
facilities can assist a resort in moving toward a
suitable to attract private investors.
four-season operation. Meetings may also be
Consequently, most conference facilities
secured in the summer and winter thereby
require some form of public investment.
reducing dependence on leisure travelers.
Conference facilities or shared meeting space In smaller resorts, shared meeting facilities
can support the smaller lodging properties which can provide similar benefits, however, since
usually do not have their own integral meeting conference delegates are adverse to lengthy
facilities thereby opening this market segment to travel times, the ease of access to the resort
properties that would not otherwise be able to is of critical importance.
participate.
The benefits include incremental visitation and
spending by conference attendees and a
diversified portfolio of business to manage
overall resort risk profile.
Examples:
Telus Whistler Conference Centre Keystone Conference Centre
Telus Whistler Conference Centre generates Keystone Conference Centre has significantly
significant visitation in traditional shoulder diversified the business base in Keystone and
seasons and is financed in part through the 2% generates visitation in the shoulder season.
hotel tax.

Keystone Conferences http://keystone.snow.com/keystoneconventions/
Meetings Incentive: Whistler’s Official Meetings Site http://www.whistlermeetings.com/
Meetings, Conventions and Travel Incentive http://www.canadameetings.com/mcit/app/en/us/home.do
Page 92
The construction of a conference facility is typically led by the resort developer in
cooperation with a Resort Association, if one exists. Local government plays an
important role in providing zoning for a suitable site and all levels of government
may be requested to consider a capital contribution to the construction of the
facility to support the broader economic benefits that arise to the business
community.
Assess market potential associated with offering meeting facilities bearing in mind
sensitivity to travel times and ease of access to the resort.
Identify target market whose conference needs are most suited to resort product
such as association meetings versus corporate meetings versus incentive travel.
Ensure the bed base suited to needs of the target market exists in appropriate
quantity and quality.
If the market potential exists and the bed base is suitable, secure commitment for
funding and construct conference/meeting facilities tailored to target market.
Consider public/private partnership to generate needed capital (Vancouver
Convention Centre expansion) or shared use of other resort facilities (The Copper
Mountain Daylodge is designed for use as a conference centre outside of the ski
season).
Invest in sales and marketing effort and building of relationships with meeting
planners.
Target business that meets in shoulder seasons.
Leverage resources of destination marketing agencies, provincial and national
tourism bodies to attract business (Example: Canadian Tourism Commission).
Offer outstanding service in particular food and beverage experience for delegates
to ensure repeat bookings.
Page 93
CUSTOMER RELATIONSHIP MANAGEMENT
The cost of marketing to an existing customer Tailoring these offerings based upon value
and securing their repeat visitation is patterns in the customer base to avoid
significantly lower than continually securing new creating myriads of individual offerings that
customers. The goal is to create a base of loyal cannot be managed cost effectively.
customers that repeatedly visit the resort and
Executing these offerings “in resort” in a
also act as ambassadors in the target market
seamless manner that delivers on the
thereby attracting new clientele.
promised experience and builds the desired
Key Challenges loyalty.
Creating unique offerings that have value for Securing appropriate technology that
a customer and will secure their loyalty. achieves Customer Relationship
Management objectives at a reasonable
Gaining “top of mind” awareness with your
cost – simple solutions are often forgotten in
customer amongst the myriad of loyalty
the maze of software options.
programs in the marketplace.
Adequately addressing privacy concerns of
Recognizing that repeat visitation requires
customers associated with database use
true value in the customer’s mind –
and management.
outstanding service is a necessary, but not a
sufficient condition for loyalty. .
Examples:
Amzaon.com Intrawest Corp
Amazon.com leads best practices in Customer Intrawest Corp has established a dedicated
Relationship Management by providing tailored department for Customer Relationship
information to their customers and special offers Management led by a Vice-President, that
designed to promote repeat purchase. Book or creates initiatives to promote return visitation to
music suggestions are offered that are in the same or another resort within the Intrawest
keeping with identified preferences of family.
customers, newsletters highlight special offers,
price and service meet and exceed customer
expectations.

www.crmmagazine.com
Page 94
The responsibility for customer relationship management typically resides with
either the resort operator or the Resort Association, if established. All business
operators and local government, to the extent it contributes to the provision of
services, maintenance of infrastructure, et cetera, contribute to the guest
experience in the resort and ultimately to their perception of value and willingness
to return.
Engage in primary research to understand customer values.
Build and update a database of past and potential customers at every opportunity.
Create unique offerings that address this definition of value for identified segments
of the customer base.
Monitor customer perceptions of value on an ongoing basis through in-resort
surveys and in-market tools such as focus groups, web-based surveys.
Consolidate multiple databases and coordinate the approach to the market to
ensure that a multiplicity of offers from the resort do not arise and confuse the
marketplace.
Identify all the “touch points” with your customer and actively monitor interactions at
these points.
Allow everyone in the resort to work as a team and share information about
customers rather than keep separate databases.
Provide everyone in the resort with up-to-date customer information.
Establish Visitor Information Centres to increase customer returns and length of
visits.
Page 95
ONGOING MARKET RESEARCH AND ANALYSIS
Ongoing market research and analysis enables Key Challenges

a resort to identify changing market trends and
Since it is difficult to identify a direct
to respond quickly to those trends in order to
correlation between an investment in market
preserve/enhance market share, visitation and
research and visitation levels, research is
associated revenues.
often foregone in favour of more tangible
In depth knowledge of customer trends, advertising and sales programs. However,
demographics, psychographics and the without this ongoing research effort,
implications of these trends is important for expenditures on marketing and sales
product development, for marketing and sales programs can easily be misdirected and
efforts and for the ongoing delivery of the guest may not generate the anticipated results.
experience.
Examples:
Tourism Whistler
Tourism Whistler annually spends approximately
5% of its marketing budget on market research.
Large research projects are partnered with
Tourism British Columbia and/or the Canadian
Tourism Commission.

Tourism BC http://www.tourismbc.com/
Canadian Tourism Commission http://www.canadatourism.com
Page 96
The responsibility for conducting ongoing market research typically resides with
either the resort operator or the Resort Association, if established. Tourism British
Columbia offers market research services which may assist the industry in
developing an understanding of its target markets.
Invest in market research regularly to identify changing market trends using focus
groups, internet database surveys and other tools.
Solicit feedback from current guests with friendly in room or in resort surveys.
Keep a core of survey questions constant year over year to permit trend analysis.
Use collective marketing funds (managed through a Destination Marketing
Organization) to commission research projects that will benefit all businesses in the
resort.
Leverage significant research projects with Regional, Provincial and National tourism
bodies to subsidize costs to resort.
Page 97
FUNDING MODELS FOR RESORT MARKETING
Throughout the various stages of resort Key Challenges

development and ongoing operation, and
Multiple potential stakeholders with different
particularly in the early years, marketing and
and potentially conflicting objectives and
sales budgets may prove insufficient to generate
needs that must be accommodated within
target market awareness quickly. Funding
the mandate and governance structure of
models for resort marketing consider
the resort marketing model.
opportunities for joint marketing that create a
critical mass of funds that will have a larger and
more immediate response in the marketplace.
It is desirable to create a funding model for
resort marketing that effectively leverages
individual marketing and sales budgets, and
delivers results to the resort measured in
increased visitation.
Examples:
Whistler Resort Association Sun Peaks Mountain Resort Association

Whistler Resort Association (Tourism Whistler) The Sun Peaks Mountain Resort Association
has mandatory membership model for all (Tourism Sun Peaks) operates in a similar
owners of designated “Resort Land” in close fashion to Whistler.
proximity to the commercial core of the village.

Ministry of Community Services Mountain Resort Associations Act
http://www.mcaws.gov.bc.ca/lgd/gov_structure/mountain/index.htm
Tourism Whistler http://www.tourismwhistler.com/
Page 98
The creation of a Resort Association or Business Improvement Area is often led by
the resort developer since it is critically important to have the organization and
assessing mechanisms in place prior to the first land sale so as not to create two
categories of owners. The Provincial government is responsible for processing
applications to create a Mountain Resort Association while the local, regional
governments and the community at large should be supportive of its creation and
willing to participate in its governance.
Create a destination marketing body with mandatory assessments (quasi-taxing
authority) from the broadest base of interests. (Note: A Mountain Resort
Association may be created as soon as a mountain resort area is established,
where 50% of the landowners representing at least one-half of the net taxable
values within the mountain resort area, sign and present a petition to the Minister.)
Develop bylaws of the Resort Association to ensure that the selection of
representatives on the Board of Directors results in a balance of power and does
not allow one sector’s interests to dominate decision-making.
For new resorts, create the destination marketing organization before any land is
sold to third parties, so that mandatory participation in the resort association can be
placed on title to the land.
Have a variety of stable and dependable sources of funding – hotel tax,
membership fees, profit centres to permit multi-year commitments to various
marketing investments.
Understand stakeholder needs, create programs to address these needs and
communicate with stakeholders regularly and effectively.
Monitor the program results frequently and adjust quickly to market response.
Page 99
EMPLOYMENT AND EMPLOYEE SKILLS DEVELOPMENT
The experience of the guest leading to Key Challenges

favourable word of mouth, repeat visits and
Agreement on service standards within and
loyalty is directly affected by their interaction
amongst organizations interacting with
with front line employees in a resort. The visitor
guests.
does not differentiate between businesses when
having a “good” or “bad” experience – rather Consistent execution of a seamless guest
these moments of truth reflect on the reputation experience when resort businesses are
of the entire resort. Therefore, the owned/operated by individual entrepreneurs.
establishment of service standards and training
High employee turnover requiring frequent
and skills development programs are important training.
tools for achieving consistently excellent guest
interactions. General shortage of suitable labour in
remote locations.
All parties in the resort benefit when a visitor’s
resort experience consistently supports the
brand promise made to guests and generates
positive and memorable experiences.
Examples:
Whistler/Blackcomb complete the training and if their employer has

participated in the annual Spirit Lunch where a
Whistler/Blackcomb uses web-based recruiting
motivational speaker is engaged to educate the
for seasonal employees, thereby permitting
participants on the importance of outstanding
potential employees to apply for jobs prior to
guest service.
making the journey to the resort.
Whistler Chamber of Commerce
Whistler/Blackcomb has embraced the vibrancy
of the youth culture in their staff and provides The Whistler Chamber of Commerce hosts an
frequent opportunities for its staff to celebrate annual Employee Recognition event with highly
“Whistler” style. In addition, considerable staff valued rewards (Example: mountain bike) for
housing is provided, with a focus on first season winners.
recruits who are less familiar with the housing
Go2
market and require more assistance “settling in”.
Go2 is an independent organization created in
Whistler Golf Club
2003 to support tourism operators in hiring and
Summer workers at the Whistler Golf Club are keeping skilled staff. The website
often employed on-mountain during the winter http://www.Go2hr.ca/ provides information and
thereby creating year round employment resources for employers on a wide range of
opportunities. recruitment, retention, management and training
issues. Go2 also works on long-term strategic
Whistler Spirit Program
initiatives including industry research, a
The Whistler Spirit Program provides discounted campaign to improve the public perception of
season passes to employees who participate in working in tourism, industry career awareness
an annual service training/resort orientation activities, and works with educators to ensure
program. Employees are only eligible if they graduates have the skills industry seeks.
Page 100
Walt Disney World Boca Raton Resort
Walt Disney offers a constant holiday The Boca Raton Resort in Florida, U.S.A.
experience to guests around the world and partnered with the American Hotel and Motel
places high importance on hiring and retaining Association to provide educational opportunities
employees. Disney’s employees work under the to newly hired staff. Through the program
motto “Work while others play”. Prospective people can take advantage of a wide variety of
employees undergo a screening process that hospitality courses including accounting,
includes a video highlighting responsibilities and serving, food and beverage. Resort managers
expectations and is effective in weeding out with practical experience within the hospitality
passionate from uninterested employees. field teach the courses providing an applied
learning experience. Employees can receive
Disney also benefits from the belief in “hiring for
their diplomas in Hospitality Management which
the right attitude and then train for the skills”.
increases their skill sets and competencies.
Disney managers realize that if a person is
passionate and has the right attitude, they can
train the individual in the needed skills set.

Whistler/Blackcomb http://www.whistlerblackcomb.com/index.htm
Whistler Chamber http://www.whistlerchamberofcommerce.com/
Workforce Management http://www.workforce.com/

Resort operators generally lead the development and roll out of employee training
programs. The local Chamber of Commerce often serves as the “umbrella”
organization to address the collective needs of resort businesses with regard to
employee skill development.
Create a memorable experience for employees that in turn allows their contagious
enthusiasm for the resort product to spread to guests.
Offer fair wage, affordable housing and other programs to mitigate the typically
high cost of living in remote and/or resort settings.
Co-ordinate seasonal job opportunities to create year round employment in order to
improve staff retention rates.
Consider a central employment agency, on-line job fairs, and in-resort job fairs as
recruiting vehicles.
Develop a resort wide training program that is available to the staff of all employers
and use meaningful benefits to encourage participation from both employers and
employees.
Recognize and reward outstanding performance on a regular basis.
Page 101
PRELIMINARY GOVERNANCE MODELS – Form of Local Government
As a resort grows it may evolve into a resort Key Challenges

community with permanent residents who
Establishing a structure that can evolve as
demand higher levels and quality of services (or
the resort grows.
different services) than those provided by the
resort operator to tourists. Keeping administrative costs low while
providing sophisticated levels of service.
A framework that will provide local government
services to the resort as it grows will help ease Voter eligibility – second home owners often
transition. Forms of local government in British have no voting rights as their primary
Columbia are discussed in the report residence is out of province.
Transitions: Planning, Servicing, and Local
Governance in BC’s Resort Communities.
Examples:
Sun Peaks Resort Regional District of East Kootenay
Sun Peaks Resort Mountain Improvement Through a Local Service Area, the Regional
District was created to provide specific local District of East Kootenay provides fire protection
government services such as fire protection, to Fernie Alpine Resort, by contracting with the
utilities, snow clearing and parks maintenance to nearby City of Fernie to deliver the service.
the resort community of Sun Peaks. Other local
Resort Municipality of Whistler Act
government services are provided by the
Thompson Nicola Regional District. In 1975, the provincial legislature passed the
Resort Municipality of Whistler Act to facilitate
Regional District of North Okanagan
development of the ski resort. The Act granted
The Regional District of North Okanagan has to the residents of the area a unique
established a Governance Committee consisting combination of local government and, through
of representatives from Silver Star Resort, the later amendments in 1979, resort association
regional district and local residents to study powers. This enabling legislation is seen to be
future governance options for Silver Star. one of the key elements to the world class
success of Whistler.

CitySpaces Consulting Ltd. And Ecosign Mountain Resort Planners Ltd. TRANSITIONS: Planning,
Servicing and Local Governance in BC’s Resort Communities, November 2004
http://srmwww.gov.bc.ca/resortdev/cabinet/best_practices_transitions_report.pdf
A Guide to British Columbia’s Mountain Resort Associations Act.
http://www.mcaws.gov.bc.ca/lgd/gov_structure/mountain/
Mountain Resort Associations Act http://www.qp.gov.bc.ca/statreg/stat/M/96320_01.htm
Ministry of Community Services. Guide to Regional Service Arrangements and Regional Service
Reviews, 2001 www.mcaws.gov.bc.ca/lgd/pol_research/lgadvice/rsguide.html
Page 102
The Provincial Government, through the Ministry of Community Services can
provide guidance and expertise on various governance models, if required. Local
and/or regional governments may be joint participants in governance studies and
will need to ensure the proposed governance model provides the best fit with their
existing and future plans for service provision. Local governments may create
Local Service Areas to provide higher levels of service to a resort area.
Determine if it is likely or desirable that the resort development will result in the
creation of a new resort community with permanent or semi-permanent residents.
Identify long term governance and service requirements and explore the various
available options for provision of each service. Include consultation with other
resorts, local governments, and the Ministry of Community Services.
Develop a governance and service delivery model to be included in the resort
master plan.
Prepare appropriate establishing/constating documents for the governance
framework whether legislative, corporate or through covenants on title and related
common law tools.
A periodic (5 to 10 year) review of the governance model (including public input) to
determine if additional requirements or adjustments should be included in any
resort enabling documentation.
Resort developer should ensure the appropriate tools for governance are in place
before proceeding with property sales to third parties.
Page 103
FINANCIAL TOOLS FOR LOCAL GOVERNMENTS IN RESORT COMMUNITIES
Resort communities need to provide services to Sufficient financial tools are necessary to allow
a large and seasonally variable transient visitor the resort community to maintain a high
population. However, in British Columbia most standard of quality for public areas and facilities
local government services, infrastructure and the and to provide the infrastructure (water, sewer,
ongoing operating funds for maintenance, and emergency services) to cope with a large influx
operation in resort communities are funded of visitors during peak occupancy periods while
primarily through property taxes collected from a still maintaining a level of affordability for local
relatively small resident population. Funding residents and businesses.
allocations from the province for other services
Key Challenges
such as medical facilities are based on this small
permanent population, although these facilities Increases in user fees or sales taxes may
must also provide emergency care to the large put the resort at a competitive disadvantage
transient visitor population. If the resort is highly if the overall cost to the guest increases
seasonal (Example: summer resorts), this beyond the level of competing destinations.
burden is more pronounced as the community
Property tax revenues tend to have a
must “over-invest” in infrastructure to meet peak sluggish rate of growth while the demands
period demands. for services and infrastructure grow rapidly
in new resort communities.
Examples:
Colorado Province of Quebec

Many resorts in Colorado collect a Real Estate
The Province of Quebec has provided over $100
Transfer Tax that is levied on most real estate
million in infrastructure grants for development
sales transactions. In Aspen, this tax is used to
at Mont Tremblant.
fund resident housing. In Vail, it is used to
purchase space for parks, construct recreational Resort Municipality of Whistler
facilities and general maintenance. Telluride The Resort Municipality of Whistler receives the
uses proceeds from this tax for capital projects. 2% additional hotel room tax collected on short-
Many resort communities in Colorado collect a term accommodation. This tax generates about
general sales (consumption) tax. Vail has a $3.5 million annually, and is used to fund tourist
general sales tax of 4.0% that generates related services such as free transit in the
approximately 45% of its revenues. Telluride village, Tourism Whistler, village maintenance
collects over 28% of its revenues from a 4.5% and visitor related capital projects.
general sales tax and Aspen gets over 25% of The Resort Municipality Of Whistler collects
its revenues from a 2.2% general sales tax.
Development Cost Charges (DCCs) for
Employee Housing and Recreation Facilities.
Page 104
MCS Development Cost Charges: Best Practices Guide, October 2000
http://www.mcaws.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/dccguide.pdf
Canada West Foundation. Whistler and the World: The Funding of Ski Resort Municipalities, 2002
KPMG. Economic Impact of the Whistler Resort, prepared for Tourism Whistler and Whistler One, 2002

Institute development cost charges to allow local government to collect fees from
developers to offset some of the costs of infrastructure which must be constructed
to service new development. For most communities in British Columbia, DCCs are
limited to capital funding for roads, drainage, sewers, water mains and parks.
However, the Mountain Resort Associations Act, gives a municipality which
contains a designated “mountain resort area” the ability to collect DCC’s for
services other than those specified in the Local Government Act.
Local governments should explore public/private partnerships with the lead
developer and public/public partnerships with the Province to fund certain resort-
related infrastructure.
Page 105
CONSIDERATION OF A SUSTAINABILITY FRAMEWORK / MODEL
The long term success of a resort development A broadly accepted framework used consistently
and the overall health of the community within by the community as a tool to assess the long
which it resides depend upon a collective ability term impacts of resort development and
to not systematically undermine the biological operating decisions on the economic, social and
and human systems upon which all rely. A environmental conditions for success is an
framework for sustainability provides guidance important asset.
to monitor improvements or declines in these
Key Challenges
essential biological and human systems – it is a
compass to assist making decisions that support An objective, science based framework with
long-term resort viability. broad acceptance to ensure the guidance
provided truly moves the resort towards long
term success.
Examples:
Resort Community of Whistler framework, in particular Whistler 2020 – Moving

Toward Sustainability will inform the upcoming
The Resort Community of Whistler has adopted
review of the Official Community Plan. In
the Natural Step Framework to guide all its
addition, all public infrastructure is designed to
decisions in a manner that moves the
LEED standard.
community towards long term sustainability. All
community planning is vetted against this

Whistler 2020: Moving Towards a Sustainable Future
http://www.whistler.ca/files/PDF/Admin/Whistler_2020/RMOW_2020SustainBook.pdf OR
http://www.whistler.ca/Sustainability/
The Whistler Centre for Sustainability http://www.whistleritsournature.ca/
The Natural Step http://www.naturalstep.org/

Adopt the Natural Step framework for sustainability. This framework has the
acceptance of the global scientific community as a framework to provide guidance
in decision making that assists organizations, business or communities in moving
towards sustainability in their operations.
Page 106
GLOSSARY OF ACRONYMS
BCHSSOA British Columbia Helicopter Skiing and Snowcat Skiing Operators Association
CASP Commercial Alpine Ski Policy
CRA Controlled Recreation Area
DCC Development Cost Charge
DTM Digital Terrain Model
EMP Environmental Management Plan
ENGO Environmental Non-Government Organization
EPP Environmental Protection Plan
HOV High Occupancy Vehicle
LEED Guidelines Leadership in Energy & Environmental Design Guidelines
LRMP Land and Resource Management Plan
LRUP Local Resource Use Plan
MCS BC Ministry of Community Services
MDA Master Development Agreement
MTSA BC Ministry of Tourism, Sport and the Arts
OCP Official Community Plan
PEM Predictive Ecosystem Mapping
PSP Preliminary Servicing Plan
RDMO Regional Destination Marketing Organization
RISC Resource Information Standards Committee
RSWMP Regional Solid Waste Management Plan
SRMP Sustainable Resource Management Plan
TAC Guide Transportation Association of Canada Geometric Design Guide for Canadian Roads
TEM Terrestrial Ecosystem Mapping
TRIM Terrain Resources Information Mapping
ULF Ultra Low Flow
VQO Visual Quality Objectives
WAP Watershed Assessment Procedure
Page 107

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BEST PRACTICES GUIDE:

For Resort Development in British Columbia

1. Transitions: Planning, Servicing, and Local Governance in BC’s Resort

Members of the Municipal Sub-Committee

Ken Arcuri, Director of Planning Services – Regional District of Central

Jim Godfrey, Municipal Administrator, Resort Municipality of Whistler

Jim Greene, General Manager, Red Mountain Resort, Rossland

Gerard LeBlanc, General Manager of Community Planning – Regional District of

Geoff Pearce, Clerk-Administrator, City of Langford

Richard Taylor, Executive Director, Union of British Columbia Municipalities

Western Economic Diversification Canada Regional Representative

Ecosign Mountain Resort Planners along with Cadence Strategies, Cascade

Introduction and Framework............................................................................................................ 1

Stage I – Assessing the Opportunity / Identifying the Showstoppers ........................................ 5

Stage II – Defining the Vision......................................................................................................... 17

Stage IV – Implementation and Ongoing Operations.................................................................. 85

Glossary of Acronyms............................................................................................................... 107

Scope of this study

About this guide

In this guide you will find

What this guide does not provide

The information in this guide can help you:

Key considerations when assessing resort potential

 Tourism trends &  Guest profile  Regional Economic

An objective, research-based assessment of Key Challenges

Other Technical References:

Kicking Horse Mountain Resort

Other Technical References:

Avoiding adverse environmental impacts in a Key Challenges

Other Technical References:

The preliminary economic feasibility analysis Key Challenges

Other Technical References:

Other Technical References:

Key considerations when creating a detailed vision of the resort

 Client assessment  Resort characteristics  Site characteristics

A thorough understanding of the physical and Key Challenges

Juliet Creek Resort Proposal Silver Star Mountain Resort

RECOMMENDED BEST PRACTICES

A watershed assessment is important as it natural hydrological and biological activity

The desired outcome is:  Reconciling the resource demands of the

Whistler/Blackcomb Coastal Watershed future forestry-related activities including further

Other Technical References

ADAPT – The Guiding Principles of Integrated Stormwater Management

D esign for the complete spectrum of rainfall events

A ct on a priority basis in at-risk drainage catchments

P lan at four scales – regional, watershed, neighbourhood & site

T est solutions and reduce costs by adaptive management

Excerpt from: Community Watershed Guidebook.

Other Technical References:

The visual beauty of British Columbia and the Key Challenges

Stonebridge at Whistler resource extraction industries such as logging,

Other Technical References:

Valuation of environmental attributes is an Key Challenges

RECOMMENDED BEST PRACTICES

A servicing assessment and Preliminary

Tourism trends & Guest profile Regional Economic

Client assessment Resort characteristics Site characteristics

The desired outcome is: Reconciling the resource demands of the

Style of the resort Services at the resort Operational success

Identify the psychographic and demographic characteristics of the target market

Define brand concepts for further market testing.

The advantages of encompassing environmental Mountain and base configuration must

Human Relations Operational estimates Income streams and costs