CHARTING A COURSE FOR THE FUTURE RESORT MUNICIPALITY OF WHISTLER VOLUME 1

Transcription

1 WHISTLER 2002 CHARTING A COURSE FOR THE FUTURE RESORT MUNICIPALITY OF WHISTLER VOLUME 1

2 TABLE OF CONTENTS WHY A VISION 2 RESORT COMMUNITY VALUES 4 A BRIEF HISTORICAL PERSPECTIVE 5 THE INTERDEPENDENCE OF THE COMMUNITY & THE RESORT 8 THE CHALLENGES OF SUCCESS 9 THE VISION STATEMENT 10 PRIORITIES BUILDING A STRONGER RESORT COMMUNITY 11 ENHANCING THE WHISTLER EXPERIENCE 13 MOVING TOWARD ENVIRONMENTAL SUSTAINABILITY 16 ACHIEVING FINANCIAL SUSTAINABILITY 18 CONTRIBUTING TO THE SUCCESS OF OUR REGION 19 THE ROLE OF LOCAL GOVERNMENT 20 A PARTNER IN WHISTLER S SUCCESS 21 GLOSSARY 22 CONTACT 23 NOTES 24

3 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE WHY A VISION In the early 1970s, a group of visionaries embarked on a plan to create a dynamic resort at what was then a tiny mountain community. The result is Whistler. Now the community and council of the Resort Municipality of Whistler have developed a vision that charts a new course for the resort community as we enter the 21st century. The vision is about what and who we want to be, our values as a resort community, our scope, our priorities. The vision looks at Whistler in the future and imagines our progress and successes. It sets the stage for the directions the resort community will take in this new millennium. It complements and enhances the Official Community Plan adopted by council in The vision is a working narrative, and will be reviewed and updated every three years as new information is gathered and assimilated. The vision reflects Whistler s evolution from regional ski hill to world leader in destination travel. It addresses contemporary issues and provides the blueprint for the direction we must take to realize the vision. Visioning has unleashed our creativity, as planners and innovators, as managers of change, and as guardians of the natural and built environments. While council is responsible for it, the vision is a collaboration of all those who have a stake in the success and viability of Whistler. This is a shared view of the future of Whistler, which enables the municipality and its partners to undertake a series of actions to take us there. THE PROCESS Ideas and thoughts were first collected at annual town hall meetings, informal workshops and interviews with council, municipal staff and some community partners, as well as from past community surveys. The municipality then prepared a workbook with a draft of the vision and presented it at the annual town hall meeting on December 13, The ensuing stakeholder involvement program included workshops and presentations to the public, employees, community groups and corporations. Comments and survey questions were tabulated at the Centre for Tourism Policy and Research at Simon Fraser University. Results showed strong support for the nucleus of the vision and the directions, with helpful and thought-provoking comments. From this, the municipality was able to refine the vision and has been guided by it for the past few years. Recently, the council completed their review of the vision. The version presented here reflects their views. 2

4 The vision is about what and who we want to be, our values as a resort community, our scope, our priorities. THE PUBLICATIONS This document is Volume I of a three-part publication. It provides a historical reference and discusses the challenges facing the resort community. It then broadly summarizes the progress we will have achieved in three years in our priority areas: Building a Stronger Resort Community; Enhancing the Whistler Experience; Moving Toward Environmental Sustainability; Achieving Financial Sustainability; Contributing to the Success of the Region. Each priority is equal to the others in importance and is inter-linked. This volume also discusses the role of the municipality in achieving the vision. Volume II is The Financial Plan, which identifies the cost of the vision and beyond, and how we will pay for it. The specifics what are referred to as directions and actions are detailed in Volume III The Business Plan. While Volume I is a broad description of the future in the priority areas, Volume III focuses on the activities necessary to achieve the priorities. It contains the municipal corporation s values and mission statement, priorities, directions and actions and a time-activated plan to realize the vision. Throughout this document, the first person plural we represents the voice all the citizens of the resort community residents and taxpayers, stakeholders, and council. By working together, we have charted the course for our future success, a success measured by standards we set. 3

5 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE RESORT COMMUNITY VALUES Our values are the foundation for all we do. They represent what is important to us as a resort community. Guided by our values, we are able to make difficult decisions about Whistler s future, and formulate the priorities and actions necessary to achieve our vision. We ve identified what is important to us in previous public forums. THE RESORT COMMUNITY OF WHISTLER VALUES: A strong, healthy community where growth and development are managed and controlled, where the needs of its residents are met, where community life and individual well-being are fostered, where the diversity of people is celebrated, and where social interaction, recreation, culture, health services and life-long learning are accessible to all. Our natural environment and our role as responsible guardians of it, respecting and protecting nature s wealth for ourselves and for future generations. A safe community where residents and guests of all ages are comfortable and secure. The people who live, work and play here our families, children, neighbors, colleagues and friends. Our guests and our desire to provide exceptional service in all we do. Our partners and the positive, cooperative relationship that recognizes the values of all the communities in the Sea to Sky corridor. Sound fiscal management where a healthy economy is sustainable through thoughtful, long-range financial planning. 4

6 A BRIEF HISTORICAL PERSPECTIVE John Millar, short, shabby, grizzled, a gregarious Texan with a Texas-size swagger, liked company when he ate. Liked to talk. Liked it even better when someone was around to listen, because Lord knows, there were not too many ears around the cabin where he trapped. In the dark interior of the Horseshoe Bar and Grill in downtown Vancouver in 1911, he found a pair of willing ears, on the cook, another American from Brooksville, Maine by the name of Alex Philip. Millar told Philip about the land where he lived: a small, secluded valley nestled at the base of towering, glacier-capped peaks of the Coast Mountains, only 40 miles inland from the Pacific as the eagle flies; the slopes choked with virgin cedar and hemlock and douglas fir so wide and so tall it took you pretty near a day to chop one down. Rivers running clear and cold and a string of sparkling lakes with so many hungry fish, ya had to beat em off your line with a stick. Mesmerized by Millar s tales, Philip brought him home after work to meet the new Mrs. Philip, Myrtle. And when Millar suggested they take a look-see, Myrtle and Alex Philip agreed. They made their way that August, first by steamship to Newport (later called Squamish), then buggy to Brackendale, followed by a two-day hike with pack horses to the northwest shore of Alta Lake. Here, the Philips decided. Here, in this Canadian wilderness, would be the perfect place to open a fishing lodge. The trout were biting the second weekend in May, 1914, when 22 fishermen paid 40 cents a night to stay at the new Rainbow Lodge. By October, the Pacific Great Eastern had pushed its service all the way to Pemberton. Over the next several decades, other enterprising folks, some satisfied customers of Rainbow Lodge, moved to Alta Lake to open a tea house, or hotel, or work at the mills. Millar headed further north when the railway came in, saying it was too darn civilized, but people like Grace Archibald, Hugh Lorimer, Russell Jordan, Alfred Barnfield, Agnes and Bert Harrop, Jimmy Fitzsimmons, Dick and Doreen Fairhurst, and Myrtle s brother Phillip Tapley, turned the isolated valley into a lively, sociable community, with Saturday night dances at the Lodge, fishing, boating, picnicking, hiking, exploring, skating, snowshoeing and that new sport skiing. By the time the Philips sold Rainbow in 1948, it had become the most popular honeymoon destination west of Jasper. In 1960, a group of Vancouver businessmen skiing Squaw Valley, host of that year s winter Olympics, had a brainwave. Vancouver, and the mountains north of it, would be a perfect place to hold the 68 Games. They began a search for suitable terrain, but one, Norwegian Franz Wilhelmsen, already knew the ideal location. He was nuts about skiing and he spent many weekends at Alta Lake, to rise at five in the morning, hike through thigh-deep snow to the top of Whistler Mountain, watch the dawn turn the craggy face of Fissile a soft, pale rose, then ski down. It was exhausting and exhilarating, and it only needed a chair lift to make Wilhelmsen s life complete. Proposals were submitted, rejected, modified, researched, rejected again, financed and finally, lift construction began in Whistler never hosted the winter Games, but the vision was always crystal clear: a world-class summer and winter resort, skiing in wide-open bowls and on long, treed trails in winter and fishing and hiking in summer, with a commercial area to service the multitudes who were sure to come. The Garibaldi Lift Company opened the Gondola, Big Red Chair and two t-bars on the west side of Whistler Mountain on February 15, The province finally blacktopped the old hydro service road from Squamish. The valley population was

7 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE Whistler needed a local government that recognized its potential to become a resort. The real estate rush was on. More cabins went up and new subdivisions were created 600 new lots in Alpine Meadows, another several hundred in Emerald, despite the fact that there were no sewers, no building codes, no fire protection, no police force and no planning. The provincial government slapped a freeze on all land development in 1974, so that residents, regional district board members and provincial ministers could catch their breath and decide how to proceed. Whistler needed a local government, but one that recognized its unique character and its potential to become a year-round resort. The answer was the Resort Municipality of Whistler, incorporated on September 6, 1975, as the first designated resort municipality in the country. Locals made plans to launch Whistler into the international marketplace. They had architects design a pedestrian, Europeanstyle village at the foot of Whistler and Blackcomb Mountains, right over the town s garbage dump. Al Raine, then the provincial coordinator for ski development, called for proposals to develop a sister ski area on Blackcomb, eventually won by Fortress Mountain Resorts of Alberta, a subsidiary of the Aspen Ski Corporation. The Garibaldi Lift Company committed to building a three-stage lift access up the north side of Whistler. The Whistler Resort Association was created to sell Whistler to the world. And when the Village and Blackcomb opened for business in December 1980, the world came. The planners and builders of Whistler Resort enjoyed the same speedy success that Myrtle and Alex Philip did with Rainbow Lodge. Times were lean in the early 80s, but by 1986, construction resumed in the Village and both mountains, under new ownership, started impressive expansion plans. Locals began to plot another strategy that would extend the resort s business through the spring and summer. The strategy involved a careful mix of summer amenities that fit the mountain landscape, like golf and hiking, and a line-up of street shows, concerts and festivals. It worked. Since 1989, the accolades have poured in. Best resort design, best skiing, best golf, best snowboarding, best hotel, best place to kiss. By 1999, skier visits exceeded two million, more than any other ski resort on the continent, and the permanent population had grown to 9,600. Whistler has been consistently ranked among the top mountain resorts in the world. The Philips lived on in Whistler after they sold Rainbow Lodge. Alex died in 1968, but Myrtle lived to see the Village built and the resort grow. To see it all so changed now it s like a dream, she said. 6

8 Whistler s tourism-based economy creates 30,000 jobs in the region and Lower Mainland, representing $650 million in wages and salaries. WHO WE ARE It is expected that Whistler s current permanent population of 9,600 will continue to grow over the next few years. Municipal planners are forecasting the permanent population to reach 11,000 by 2002 with much the same profile as today. Currently, our community is largely youthful; more than 68 percent of the population is under 34. The average age group is 25 to 34 years old. The populations of children and seniors are expected to increase, and by 2002, the number of families living full time in Whistler is expected to have grown, but generally Whistler will continue to have a youthful, active population. Close to 13,000 people work full time or part time in Whistler, the majority in sales and services. Tax revenues from all levels of government total approximately $350 million annually, and the community contributes significantly to regional school and hospital taxes. It is estimated that Whistler s tourismbased economy creates 30,000 jobs in the region and Lower Mainland, representing $650 million in wages and salaries. Overall, Whistler contributes an estimated $2 billion each year to the provincial economy. Tourism Whistler predicts annual visitor numbers will increase to 2.53 million by 2002, over the current level of 2.41 million. The majority of winter visitors today are single and male; between 25 and 34 years old; 21 percent earn more than $150,000 annually; the average stay is six nights. Summer visitors are more evenly split between male and female; 27 percent are between 33 and 44 years old; 28 percent earn $75,000 to $100,000 annually. Most summer visitors are married with children and 85 percent of them stay in Whistler for three nights. Studies in leisure trends indicate the average age of visitors will be older and they will expect a wider range of activities available while on vacation, whatever the season. 7

9 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE THE INTERDEPENDENCE OF THE COMMUNITY & THE RESORT Like Myrtle and Alex Philip, Franz Wilhelmsen and other visionaries, Whistler residents know a good thing when they see it, even shrouded as it is at times in a heavy mist. It s a good place to raise my family. The sense of community is very strong. The skiing, the mountains, the fun. It s all right here at my doorstep, I don t have to drive for two hours. While there will always be a few like John Millar, who find Whistler s maturity into an international resort a bit too civilized for them, most locals take pride in showing visitors all that Whistler has to offer. And, as befitting a small, active community, there are disparate views on just what magical ingredients made Whistler so successful and how to keep it that way, and how to protect what is important to each of us. It makes for some lively council meetings. But we agree on one thing. The health of our community depends upon the economic viability of the resort. Likewise, the continuing success of the resort is only possible through the support of this strong, flourishing community. In Whistler, the whole is greater than the sum of its parts. Understanding this interdependence of the community and resort business is essential. One complements the other. 8

10 THE CHALLENGES OF SUCCESS Some say Whistler is a victim of its own success. Its prosperity has put pressure on the natural environment the very thing that attracts residents and visitors to Whistler. We value the environment, so its protection is paramount. Suburban sprawl and high density are unacceptable to us, so we have maintained restrictions on growth and development. Our success has also put a tremendous strain on affordability. We value a strong, healthy community so we must meet the demands of affordability in housing, health care, public transport, education and leisure needs. At the same time, we value fiscal responsibility, so we must balance the needs of the community, the environment, and the resort infrastructure within our shrinking financial resources. We have faced difficult choices. Visioning has helped us master these challenges and determine the directions we must take to protect the resort community and our position in the global marketplace. THE WHISTLER EXPERIENCE Locals attribute Whistler s success to something we ll call the Whistler Experience: serene mountain views, contemplative moments, recreational pursuits and shared enjoyment with family and friends.the architecture, the natural building materials, the sun orientations, the green space and natural environment and the abundance and type of recreational offerings all contribute intuitively to our experience. Boutiques and cafés line Village strolls that lead to treed paths that round corners to natural microcosms of streams and wildflowers that open to a panorama of glaciers and ski slopes.the experience is the ease with which we jump on our skis or boards or bike, grab our clubs or racquet or swimsuit, lace up our boots or blades and go. Or not go, but sit back and order another latte. It s in the nature of the Village, in the funkiness of Creekside, and in the rugged mountain terrain everywhere else. It s the synergy of the people, international visitors mingling with residents enriching each other s activities. We talk about giving visitors the best resort experience, exceeding their expectations, and about the variety and depth of experiences available here and about how the experience is first class. We want to preserve and enhance these qualities that make Whistler unique and successful, a great place to live and a great place to visit. 9

11 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE THE VISION STATEMENT Whistler will be the premier mountain resort community. We will continue to build a thriving resort community that emphasizes the quality of life for its residents and respects the diversity of its people. We will develop and implement long-term growth management programs that move us toward environmental sustainability and help us achieve financial stability. We and our visitors will enjoy an optimum mix of world-class recreational opportunities and first-class service in a rugged mountain environment unique to Whistler. Here we step forward and envision Whistler as though we are living in the future, focusing on our five areas of equal priority. 10

12 BUILDING A STRONGER RESORT COMMUNITY Cosmopolitan as Whistler is, the rummage sale is still the best opportunity to catch up on the neighbours news, the ski club swap is the best time to plan a ski date and the father-daughter dance is good for rehashing last week s hockey game. This sense of community has prevailed, especially in the Village. We discuss issues that are important to us and participate in open, accessible governing and decision-making. Residents of all ages enjoy a high quality of life, defined by the accessibility of comfortable living spaces, of convenient public transit, of life-long education, of state-of-the-art health care, of a variety of leisure opportunities and of public safety programs, in a viable local economy. Whistler is a Healthy Community, with a network of coordinated social, health, recreational and educational services conveniently originating from central locations. Our economy has been enhanced with secondary industries, particularly in the areas of education, arts, crafts, culture and technology. We are travelling the global electronic highway and plugging into the possibilities of the virtual world. Access to advanced communications technology has improved so that local businesses can serve the world. We enjoy and support improved and expanded community facilities and services. Maurice Young Millennium Place, the interfaith chapel and one of the community s millennium projects, offers teens an alternative hangout, plus provides space for other programs and events, such as preschool, local theatre and concerts. The new library and museum, another millennium project, is open. Sites for other community facilities have been identified. More social and leisure programs are offered to families, youths and seniors. Another daycare and fire hall are operating in the newest neighborhood of Spring Creek. Community safety is addressed through the collective efforts of community groups, schools, the municipality and the RCMP. Whistler continues to lead the way in the community school concept. A second community school is open, offering additional space for recreation programs, and the high school is expanding. The site for a third community elementary school has been identified. The quality of our public schools eliminates the need for our children to enroll in private elementary or high schools. The University of Whistler is more than a bumper sticker. We are pursuing post-secondary education on the virtual campus, on-line at the high school s computer laboratory. Apprentice programs in the hospitality industry and trades are promoted, our skills are upgraded through the Chamber of Commerce s resort-wide training program, and conferences and seminars are available to all. We also encourage the development of educational opportunities such as an art school and a language school. Whistler is more affordable for residents. An expanded and aptly named Whistler Spirit program builds on the sense of pride and spirit of the resort community. A coordinated effort by the Chamber of Commerce, the municipality and sponsoring businesses, Whistler Spirit encourages us to enjoy being a tourist in our own town, with innovative pricing options for visitor-oriented amenities. Resident housing initiatives, such as deed-restricted units with rent and resale controls and increased enforcement of those restrictions, ensure that two-thirds of the workforce live comfortably in Whistler. The Housing Authority has a mandate to procure projects. New complexes at Beaver Flats, 19 Mile Creek and Nesters Hill complement resident homes in Nordic, Spruce Grove and Whistler Cay. At least 1,800 units are available or under construction, to a standard which has earned awards from the Canadian Homebuilders 11

13 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE The arts and culture scene is flourishing, with new facilities for artists, theatrical productions, summer theatre, galleries and the museum. Association and Provincial Ministry of Housing. Resident housing is integrated in existing and new neighborhoods, near major transit routes and constructed to be energy efficient. Public transit operates longer, more frequently and further afield. A convenient commuter service runs between Whistler and Pemberton, local transit offers late night service, the free fare zone has expanded and Village shuttles connect with more express buses to Function Junction, Alpine and Emerald Estates. A portion of the proceeds from pay parking, part of the transportation demand program and an environmental initiative, funds transit. More and more commuters travel the expanded routes along the Valley Trail network, now that bike lock-ups and showers are standard facilities at the workplace. The arts and culture scene is flourishing, with new facilities for artists, theatrical productions, summer theatre, galleries and the museum. The Art in Public Places and Heritage plans ensure works of art are woven into everyday things a sculptured hand railing, a landscape painting as an interpretive sign enriching the fabric of life in the resort community. DIRECTIONS Make Whistler more affordable. Enhance the current economy. Encourage artistic and cultural programs. Expand the Healthy Community Network. Improve family, senior and youth programs and facilities. Improve our health and safety services. Promote life-long learning. Build the Whistler Spirit. 12

14 ENHANCING THE WHISTLER EXPERIENCE Our perspective is more global, as is our position in the marketplace. We are on top of world tourism trends, demographics, market cycles and industry innovations and tweak as required those magical ingredients that make up the Whistler Experience all to the standards of an international resort. We enjoy more world-calibre events, entertainment and competitions that both draw visitors and promote the resort. Guided by our principles, we are an equal partner in the decision-making and planning for the joint bid on the Vancouver/Whistler 2010 Olympic Winter Games and anticipate the subsequent, long-term benefits to our economy, transportation infrastructure and worldwide reputation. Our customer service is second to none, enhanced by a greatly expanded Whistler Spirit program. The integrated strategies of One Whistler Partners for the Future, a cooperative venture between resort partners, focus on product development, quality service and training, sales and marketing, and funding sources. This, along with expansion of terrain, lifts and services at Whistler and Blackcomb Mountains, the enhancement of parks, trails and recreational activities, and the refinement of core commercial areas help us to balance our occupancy rates month over month. Recreation has been the catalyst in the development of the resort from the start, and continues to be integral to Whistler s position in the marketplace. From dazzling Whistler/Blackcomb, with the best skiing and snowboarding terrain in the world, to the exceptional Valley Trail and parks system, to the three championship golf courses, recreation is what we do best. We continue to build on this reputation. The parks system is nearing completion, with 19 impeccably maintained parks, six with lake access, linked from Function to Emerald by the Valley Trail. A new commuter connection from Meadow Park to Myrtle Philip Community School is under construction. The sub-alpine trail, newly cut across the west flank of the valley, opens more challenging hiking, mountain biking and snowshoeing trails inside and outside the municipal boundaries. Camping opportunities range from rustic backcountry sites at new trailheads to full-service recreational vehicle sites near the Village. Families gather at major parks such as Spruce Grove, with its top-calibre sports fields, and Rainbow, with its beach and picnic shelter, or at the small neighborhood parks, with children s play structures, benches and a range of other features. Whistler is one of the top bike towns in North America, with world-class trails and with international, national and regional biking competitions. Annual world cups in GS and freestyle snowboarding and skiing are complemented by national and regional events in kayaking, canoeing, tennis, triathlons, volleyball and ice skating, to name a few. We continue to be a popular venue for televised, celebrity sport events, as well as a training location for professional hockey teams. A major renovation at the Whistler Golf Club helps keep Whistler an unbelievable golf destination. The municipality supports and promotes its partners in new ventures in mountain recreation and eco-tourism that meet environmental standards and add to the experience and allure of the resort. Whistler has also become a top destination for meeting and incentive travel, bolstered by the enhanced facilities at the newly renovated Whistler Conference Centre and the conference facilities at hotels, such as the Chateau Whistler Resort, the Westin Resort and Spa, the Delta Whistler Resort and the Four Seasons. 13

15 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE Whistler Village, a masterpiece in resort design and the heart of the resort community, continues to be refined. Projects from the enhancement strategy developed by the municipality in partnership with the business community encompass original Village sites, such as Mountain Square, Village Stroll and Village Square. They have invigorated the colorful, festive atmosphere and turned Whistler into a Communities in Bloom winner. Boutiques and cafés encircle lively plazas and line bustling promenades, each area with its own, distinctive neighborhood feel. Most of Village North and Upper Village are finished. The intention and integrity of the original Village is carried through the newer areas, with the same focus on pedestrian traffic, the same design principles, and the same high standards in upkeep and cleanliness. Travel throughout is clear sailing for people of all abilities and nationalities, with ramps as well as stairs, new, easy-to-read wayfinding signs, and plenty of benches for rest and people-watching. New facilities add to the bustle. The new library and museum facility, plus the Maurice Young Millennium Place, provide a cultural and community focal point in the Village, bringing visitors and residents together. To take a break, the lunch crowd gravitates to Village Park, with its mature trees, meandering water course, interactive art, forested picnic sites and grassy field. If the Village is the heart of Whistler, then the Creekside is the soul. Here is the gateway to Whistler and many travellers first look at the resort. Its revitalization is nearing completion with the design and landscaping of Lake Placid Road and open spaces reflecting the rugged west side of Whistler Mountain. Intrawest is in the midst of developing Whistler Mountain s Creekside base. The time-honored après at Dusty s continues unabated in its new venue, and Franz s Trail, with its mix of neighborhood retail, mountain services and office space, serves residents and guests alike. The atmosphere here is different from the Village. Whistler s roots are more in evidence, in the design and character of the housing and small-scale commercial operations. At Whistler Creek, history goes back a little further, the buildings are a little lower and the pace a little slower. Light industry mixes with service commercial and some office uses in Function Junction. A long-term enhancement study is under development and parkland has been designated. Travel to Whistler and within it is easier. The first phase of the Comprehensive Transportation Strategy is underway. Traffic flow has improved and the automobile made less intrusive through transportation demand management programs, such as improved end-of-trip facilities, cycling facilities, carpooling initiatives and convenient regional public transit. A successful Olympic bid will accelerate the progress of transportation improvements in the Sea to Sky corridor. Whistler stakeholders are working with partners in other initiatives too, such as local air service, better bus ports and connections and improved rail access. First-class service is first-nature: a natural, genuine characteristic of Whistler hospitality. The desire to please, yes, but to go one step beyond, to exceed expectations, to be the vanguard of the resort experience, the best in the world, because that is the kind of service we expect for ourselves. The ability to provide this level of service is supported by initiatives such as service excellence awards and training and educational opportunities in the hospitality and tourism fields, with access to courses on site in Whistler. 14

16 If the Village is the heart of Whistler, then the Creekside is the soul. Here is the gateway to Whistler and many travellers first look at the resort. The quality of life for the workforce is a big factor in the delivery of first-nature service. Affordable housing, social and health care, recreation and education are essential elements in creating the right environment. Despite the uniqueness of each neighborhood and the diversity of its residents, there is only one Whistler. Our guests know where they are the standard of cleanliness, the integrated signage and identifying logos, the quality of service, the range and availability of activities it can only be Whistler. DIRECTIONS Enhance the Village. Revitalize Whistler Creek. Enhance the parks and trail system. Diversify leisure and cultural opportunities. Support major sport and cultural events. Promote eco-tourism opportunities. Improve customer service. Improve transportation within and to Whistler. Maintain Village standards. 15

17 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE MOVING TOWARD ENVIRONMENTAL SUSTAINABILITY Whistlerites take their responsibility and role in environmental stewardship seriously. We understand the importance of protecting our natural resources and the preservation of ecosystems to our continued success and our quality of life. And we have realized the time has come to walk the talk. So, we are re-learning the three Rs: reduce, reuse and recycle, and adding a fourth, refuse, as in we refuse to accept an over-consumptive lifestyle. We are meeting the challenge of balancing our desire for environmental sustainability with our social and economic priorities. As an incentive, user-pay programs have been implemented water meters, pay parking, solid waste fees that encourage us to produce less waste, use less water, leave our cars at home and use environmentally friendly modes of transport. We drop off our recycling at expanded sites, including a new site in Whistler Creek. We shop at the re-use it centre in Function Junction. These steps have helped reduce solid waste disposal by 50 percent over 1995 levels. We are working toward a community-wide goal for reduced energy consumption. We are learning more about how each of us can preserve the environment. The Whistler Environmental Strategy is complete and in the implementation phase. It articulates Whistler s environmental values and principles, and identifies specific directions and tasks necessary to achieve environmental sustainability. The environmental component of the resort monitoring program has been adapted to the directions of this strategy. Indicators, targets and triggers are built into the strategy, which enables the municipality to track the progress of various tasks and adjust actions if indicators show that we are moving away from our targets. A portion of the solid waste revenues is transferred to the Environmental Legacy Fund, an endowment managed by the Community Foundation of Whistler, designed to finance the thrust in environmental education, research and protection. We are learning more about the environment and how each of us can help preserve it, through public education programs and interpretive centres, and by volunteering our time and labor to the various community stewardship groups. So that the total area of habitat does not decrease, we have established a policy of no net loss of habitat. A detailed inventory and mapping of ecological systems has been completed, identifying key areas for conservation, special management and reserve lands. Wetlands are earmarked for conservation, part of a network of connected, protected areas, including alluvial forests, wildlife corridors, and lakes and streams. The Emerald Forest is a large part of this network and a management plan has been implemented to ensure its preservation in perpetuity. The network is complemented by recreational greenways, where recreational, scenic and interpretive experiences inform and inspire. We are rehabilitating and protecting our lakes and streams through integrated programs, including stream stewardship, watershed protection and storm water and wastewater management. The latter plan incorporates Emerald Estates in the municipal wastewater system. We ve established a trail hierarchy and environmental standards to ensure the type of trail and its maintenance is appropriate to the setting. We are continuing our dialogue with provincial partners, addressing forestry practices, backcountry licensing and view corridors. Developed areas are designed and managed to minimize their impact on the natural environment and conserve resources. Clustered, compact neighborhoods help prevent suburban sprawl and encourage us to walk or bike the short distances. Regional transportation plans focus on environmentally friendly networks, such as rail. 16

18 Our practices make us a leader among resorts in environmental stewardship. The municipality continues to foster and participate in environmental partnerships, such as the Fisheries Stewardship Group, and is working to improve intergovernmental cooperation in the areas of wildlife management, flood protection and management of surrounding ecosystems. It is leading by example and has completed an audit of practices and established a municipal energy and materials policy based on the principles of The Natural Step, a framework developed by the international science community to build an ecological and economically sustainable society. The rest of the resort community is also following environmental management practices based on The Natural Step, making us a leader among resorts in environmental sustainability. DIRECTIONS Participate in sustainable ecosystem management in the LRUP area. Establish and mantain a protected areas network. Enhance environmental stewardship of the recreational greenways. Demonstrate land use stewardship in developed areas. Build a more environmentally sustainable transportation network. Achieve excellence in water supply and wastewater management. Improve solid waste management. Improve community energy efficiency and air quality. Demonstrate environmental leadership with municipal operations. Support environmental stewardship by local businesses. Further environmental education and research. Foster environmental partnerships. Achieve innovative environmental financing. Establish continuous improvement in environmental performance. 17

19 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE ACHIEVING FINANCIAL SUSTAINABILITY We continue to strengthen our economic health and competitive advantage for long-term financial stability. The development of new financial tools has advanced our position in the global marketplace. The municipality s challenge is to balance the needs and desires of the resort community with its fiscal capabilities. We no longer depend on the works and services charges that financed much of our infrastructure in the past two decades. Instead, new projects and the delivery of cost-effective government services are financed through more entrepreneurial programs. The municipality has researched how public/private partnerships and multi-layered corporate sponsorship can help finance new programs and facilities, such as the skateboard park, youth programs and cultural programs and facilities. The municipality is also working with its provincial partners to re-allocate provincial government funding, to restructure property tax classification, to adjust school taxation, and to consider a supplementary grant to local homeowners. We must balance our needs with our fiscal resources. We must live within our means. We recognize the long-term economic contribution of local small businesses and have implemented a range of communitywide programs to ensure their viability. Village enchancement projects for example, combined with locals only programs, improve the convenience and enjoyment of shopping local for products, services and facilities. Improved transit links commerce areas outside the Village to their clients and employees. The Community Foundation of Whistler, established to consolidate funds and maximize the return on investment for local charities, enables many community projects to move forward. The municipality has developed and implemented Volume II The Financial Plan, which identified the cost of the resort community vision and mapped out how to pay for it. The plan is based on the principles that we must live within our means, and that our service levels must be sustainable and to the standards of a world-class, international resort. It also recognizes that the municipality must operate as efficiently and effectively as a business, be responsive to citizens needs, be competitive and offer choices, thus maximizing the financial position of its taxpayers. The plan has established new policies for standard government funding sources such as user fees, debt and investment management, works and service charges and property taxes. There is less reliance on property tax as a resource and there is a more equitable allocation between each property class. Revenues generated by the hotel tax are applied to tourismrelated programs and projects. Investment management and debt management are an important part of the financial plan, a plan that assures us the means to go confidently forward. DIRECTIONS Manage our investments and debt. Implement The Financial Plan. Explore public/private partnerships and multi-layered corporate sponsorships. Implement innovative and cost-effective delivery of municipal services. Develop alternative sources of funding. Support the community economy. Enhance government relations. 18

20 CONTRIBUTING TO THE SUCCESS OF OUR REGION The spectacular scenery of Howe Sound from the train window, the colorful sails of windsurfers skimming the water, the glint of a setting sun on the pinnacle of Diamond Head, the ancient petroglyph etched on a rock face, a picnic lunch alongside Joffree Lake, the imposing face of Mount Currie the Whistler Experience begins well before we reach the welcome signs, as residents and visitors travel the Sea to Sky corridor. The success of our neighboring communities and the stewardship of the land in-between is as important to us as our own valley. All the communities in the Squamish Lillooet Regional District (SLRD) recognize the benefits of a coordinated approach to issues and opportunities, from establishing a rail task force to approaching senior levels of government. By working together toward common goals, we have gained a better understanding of each other s views and needs. We have developed the Regional Growth Strategy, a long-term plan that respects the values and balances the needs of each community in the district through managed growth. Local stakeholders have collaborated on the transportation strategy that suits the needs of the entire region. The Vancouver/Whistler 2010 Olympic Bid Corporation has engaged our neighbors in the community consultation program. First Nations communities ensure our rich heritage is inventoried and preserved. We have discovered opportunities for shared programs, in leisure services and economic development, for example. Corporate and public partners have combined resources to make regional transit more convenient for commuters, opening more employment opportunities to neighboring communities. The municipality has strengthened ties with regional and neighboring governments, by working cooperatively on issues in regional development and the delivery of services. In partnership with our neighbors, we will ensure the success of the region parallels the success of the resort community. DIRECTIONS Support our neighboring communities. Contribute to the development of the Regional Growth Strategy. Participate in the development of a regional transportation plan. 19

21 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE THE ROLE OF LOCAL GOVERNMENT Our municipality prides itself on being a catalyst in the planning and management of the resort community, including land use, water supply, waste disposal, roads, public transit, fire and police protection, recreation and culture services. Council decisions are guided by community and organizational values, directed by the Official Community Plan, the Financial Plan and this vision, and based on facts and future outcomes, rather than the emotion of the moment or media rhetoric. But local government can t do it alone. A variety of stakeholders contribute to the resort community s success. The municipality fosters these partnerships, working cooperatively to implement resort-wide and regional programs for the benefit of the resort community and the Sea to Sky corridor. Council and municipal staff work in concert with: residents, in an open, participatory government; neighboring municipalities and regional and senior governments, in developing the Regional Growth Strategy for the Sea to Sky corridor; local, small businesses and corporate partners, in the development of an environmental management plan and transportation strategy, so that resort-wide implementation is successful; Tourism Whistler and the Chamber of Commerce, expanding and enhancing business opportunities; School District 48, in the development, construction and operation of community schools; First Nations communities, exploring mutually beneficial business opportunities; Community groups and associations by supporting their development and delivery of services. Partnership agreements and codes of conduct solidify these relationships and exemplify the commitment all of us have made to the continuing success of Whistler. 20

22 A PARTNER IN WHISTLER S SUCCESS A MESSAGE FROM THE RMOW Private enterprises have met the challenge of today s economic demands. They listened to their customers and responded to their needs. Citizens expect nothing less from their government. Taxpayers want responsive, efficient, cost-effective services. To meet this challenge, the municipality is changing the way it does business. There is a new, entrepreneurial spirit within the municipal organization, one that is reflected in our new, visual identity. Our primary focus is on customer service. It s easier to learn about important issues and participate in decision-making. New technology, a committed staff and a redistribution of tasks and responsibilities break down bureaucratic barriers. Up-to-the-second information is on-line, ecommerce capabilities offer instant access, and a customer service centre provides personal contact. Processes are streamlined so that neither of us is tangled in red tape. Skilled and results-oriented staff find creative, cost-effective ways to deliver services. A monitoring system with specific targets built into each plan we implement ensures our performance can be measured. Regular community surveys make sure we are on the right track. Our financial planning, annual budgets and business plan reflect a dynamic, innovative, accountable organization. Whistler municipal council and staff are taxpayers too, and we understand the pressures and complexities of living and raising a family in Whistler. We have a vested interest in achieving the resort community s goals and providing an exceptional level of service to our customers other taxpayers and residents, stakeholders and visitors whether it s plowing a side street at four o clock in the morning so you can get to the slopes or feeding and bathing a stray dog or ensuring a sensitive streambed is protected during construction. We will not forget our role as guardian and protector of the public interest. 21

23 WHISTLER 2002 VOLUME 1: CHARTING A COURSE FOR THE FUTUTRE GLOSSARY ACTIONS Specific, timely steps that help to achieve a direction. DIRECTIONS Measurable objectives that help achieve a certain priority ENTREPRENEURIAL GOVERNMENT A government which seeks alternate ways of providing services through the most cost-effective and efficient manner. FIRST NATURE SERVICE The highest quality of customer service, instinctively provided as a natural extension of Whistler hospitality and friendliness. HEALTHY COMMUNITY Local government, businesses, labor and citizens working together to create supportive environment for health and safety that improve the quality of life for each individual. LRUP The Local Resource Use Plan, a cooperative effort by the Ministry of Forests, Squamish Forest District and the RMOW, initiated in 1987 to address logging plans within the LRUP boundaries and protect and promote recreation and scenic beauty. NO NET LOSS OF HABITAT A policy that ensures the total amount of habitat does not decrease. PREMIER First in position, rank or importance. PRIORITIES Broad-based goals. RESORT COMMUNITY The synergism of the resort business and community life of Whistler. SLRD Squamish-Lillooet Regional District, the governing body for non-municipal land generally described as from Tunnel Point to Lillooet, and encompassing the villages of Bralorne and Goldbridge. SPONSORSHIP A marketing tool whereby a company buys the rights of association from a property, such as a sporting event, cultural organization or festival. SUSTAINABILITY Managing environmental, social and economic services so that the ecological and community systems upon which these services depend are not depleted or threatened. TRANSPORTATION DEMAND MANAGEMENT Programs or measures that modify or influence the current transportation use in a positive or improved manner. VALUE Fundamental beliefs that govern our actions. VILLAGE ENHANCEMENT STRATEGY A comprehensive strategy developed by the municipality in partnership with community businesses to further refine Village design, maintenance and programming. VISION A shared view of the future that imagines desired outcomes. WES Whistler Environmental Strategy, a long-term, comprehensive strategy developed by a community-based environmental advisory group. WHISTLER EXPERIENCE The unique qualities that attract residents and visitors to Whistler. 22

24 CONTACT WHISTLER 2002 Written and produced by: The Information Office Resort Municipality of Whistler 4325 Blackcomb Way Whistler, BC V0N 1B4 Telephone: (604) Toll Free: Facsimile: (604)