The 2010 Olympic Winter Games budget for the Resort Municipality of Whistler, released in 2008. The manual covers an executive summary, an introduction to the budget, information about what will happen in Whistler after the games and proposed long term plans, how the Olympic games will provide Whistler with long-lasting legacies, the projected return on investments for Whistler, Whistler's investments in the games (both direct and indirect), and a breakdown of the budget by area.

The Delivering the Dream 2010 Winter Games Strategic Framework Summary for the Resort Municipality of Whistler from September 2008. The manual covers the objectives for the community leading up to and hosting the games, as well as the lasting impacts the games are projected to have on the municipality.

Section titles include:
Delivering the Dream (introduction)
Once in a Lifetime Opportunity
Strategic Objective: Preparing for Extraordinary Games
Strategic Objective: Maximizing Business Success
Strategic Objective: Capitalizing on Tourism Opportunities
Strategic Objective: Enhancing Arts, Culture and Heritage
Strategic Objective: Community Engagement
Strategic Objective: Supporting Canadian Athletes
Strategic Objective: Creating the Right Environment for Athletes
Strategic Objective: Volunteerism and Community Pride
Strategic Objective: Delivery of Municipal Services
Strategic Objective: Partnerships
Strategic Objective: Accelerating Our Journey Toward Sustainability
Our Lasting Legacies

The Living the Dream 2010 Winter Games Post-Games Report from the Resort Municipality of Whistler released in June 2010.

The booklet includes chapters entitled:
Living the Dream (an introduction)
Strategic Objective: Preparing for Extraordinary Games
Strategic Objective: Maximize Business Success
Strategic Objective: Capitalizing on Tourism Opportunities
Strategic Objective: Enhancing Arts, Culture and Heritage
Strategic Objective: Community Engagement
Strategic Objective: Supporting Canadian Athletes
Strategic Objective: Creating the Right Environment for Athletes
Strategic Objective: Volunteerism and Community Pride
Strategic Objective: Delivery of Municipal Services
Strategic Objective: Partnerships
Strategic Objective: Accelerating Our Journey Toward Sustainability
Whistler's Lasting Legacies
Investing in the Dream
2010 Winter Games Budget 2008-2010
Looking Forward
2010 Winter Games by Numbers

The manual focuses on the successes of the games and especially the things that went right along the way.

The Five-Year Financial Plan for the Resort Municipality of Whistler, 2011-2015. One duplicate.

Table of Contents:
Chapter One: Administrator's Message
1.1 Whistler2020
1.2 Long-Term Financial Plan
1.2 Five-Year Financial Plan 2011-2015

• 1.2 Chapter's Overview
  -1.2 Key Aspects
  -1.3 Economy
  -1.3 Strata Hotel Classification
  -1.3 Development
  -1.3 Energy Management
  -1.3 Transit
  -1.4 Labour
  -1.4 Investment Income
  -1.4 Other Income
  -1.4 Policing
  -1.4 Parking Fees
  -1.4 Impact on Property Taxes
  1.5 Cost Reductions and Additional Revenues
  -1.5 Table 1.1 Items Reducing Property Tax Funding Requirements 2011 Budget
  -1.5 Community Engagement
  1.6 Five Year Financial Plan 2011-2015 Summary
  -1.6 Table 1.2 Revenue (All Funds) 2011 budget
  -1.6 Table 1.3 Expenditure (All Funds) 2009 budget
  -1.6 Staff Levels
  -1.6 Projects Program
  -1.6 Table 1.4 Projects (All Funds) 2011 budget
  -1.7 Official Community Plan Review
  Chapter Two: The Resort Community
  2.1 Where it all Started
  2.1 Location
  2.2 People
  2.2 A World-Class Resort
  2.3 Community and Culture
  2.5 The Economy
  Chapter Three: The Municipal Financial System
  3.1 Introduction
  3.1 Municipal Finance
  -3.1 Corporate Structure
  -3.1 Mayor and Council
  -3.1 Chief Administrative Officer
  -3.1 Policy and Program Development
  -3.2 RMOW Organizational Chart
  -3.2 Economic Viability
  -3.2 Resort Experience
  -3.2 Environmental Services
  -3.2 Community Life
  -3.3 Fund Accounting, Utilities and Reserves
  -3.3 Sewer Utility Example
  -3.3 Revenues and Expenditures
  -3.4 Reserves
  3.4 Financial Principles and Policies
  -3.4 Financial Principles
  -3.4 Whistler2020
  -3.4 The Whistler Experience
  -3.4 Financial Prudence and Responsibility
  -3.5 Efficient and Effective Government
  -3.5 Fairness and Equity
  -3.5 Building Community
  -3.5 Innovation
  -3.5 Leadership
  -3.5 Openness and Transparency
  -3.5 Financial Policies
  -3.5 Infrastructure Planning
  -3.6 Cost-Revenue Gap
  -3.8 Property Taxes
  -3.8 Revenue Uncertainty
  -3.8 Private Investment in Overnight Properties
  -3.9 Use of the Additional Hotel Room Tax
  -3.9 Investment Management
  Chapter Four: The Budge Process
  4.1 Departmental Budgets
  4.1 Annual Target Operating Budget
  4.2 Supplemental Request
  4.2 Budget System in Action Chart
  4.3 The Budget Cycle
  -4.3 Budget Cycle Summary
  -4.3 Establish the Budget Guidelines
  -4.3 Divisions Prepare their Requests
  -4.3 Ranking of Requests
  -4.3 Public Consultation Process
  -4.3 Council Adoption of the Budget
  -4.4 Amending the Budget After Adoption
  Chapter Five: Factors Affecting Budget
  5.1 Economic Factors
  -5.1 Global Economic Downturn
  -5.1 Living the Dream
  -5.2 Property Development
  -5.2 Strata Hotel Classification
  5.2 Key Trends
  -5.2 Inflation
  -5.3 Changes in Existing Assessment
  -5.3 New Construction
  -5.4 Transit
  -5.4 Pay Parking
  -5.4 Energy Management
  -5.5 Investment Income
  -5.6 2% Additional Hotel Room Tax
  -5.6 Resort Municipality Initiative Grant
  -5.6 Community Life Tracking Survey
  -5.7 Perceived Value for Money of Services Provided
  -5.57Preferred Action to Deal With Anticipated Budget Shortfall
  -5.8 Budget Guidelines
  -5.8 General Tax Rate
  -5.8 Other Fees and Charges
  -5.9 Departmental Budgets
  -5.9 Summary
  Chapter Six: Strategic Business Plan
  6.1 Whistler2020 - Moving Toward a Sustainable Future
  -6.1 What is Whistler2020?
  -6.1 Why is Whistler2020 Important?
  -6.1 Who is Responsible for Whistler2020?
  -6.1 How is Progress Toward Whistler2020 Monitored?
  -6.2 The Whistler2020 Framework
  -6.2 Whistler2020 Values
  -6.2 Whistler2020 Priorities
  -6.2 Whistler2020 Strategies
  -6.2 Whistler2020 Actions
  -6.2 Whistler2020 Values
  -6.3 RMOW-Lead Whistler2020 Actions for 2011
  -6.3 Arts, Culture & Heritage
  -6.3 Built Environment
  -6.4 Energy
  -6.4 Health & Social
  -6.4 Materials and Solid Waste
  -6.4 Recreation & Leisure
  -6.4 Water
  -6.5 Looking Ahead: Municipal Objectives for 2011
  Chapter Seven: Revenues and Expenditures
  7.1 Summary of Revenues
  -7.1 Table 7.1 Revenue Categories 2011 Budget
  -7.2 Property and Parcel Taxes
  -7.2 Property Tax Exemptions
  -7.2 2% AHRT and RMI
  -7.3 Grants in Lieu
  -7.3 Penalties and Interest
  -7.3 Grants
  -7.3 Interest Income
  -7.4 Fees and Charges
  -7.3 Utility User Fees
  7.4 Summary of Expenditures
  -7.4 Table 7.2 Expenditure Categories 2011 Budge
  -7.4 Operating
  -7.5 Residents and Partners
  -7.5 Transfers
  -7.5 Reserve Contributions
  -7.5 2% AHRT and RMI
  -7.6 Festivals, Events & Animation
  -7.6 Summary of Debt Obligation
  -7.6 Current Debt Levels
  -7.7 Borrowing Capacity
  -7.7 Table 7.3 Existing Long-Term Debt Repayments
  -7.7 Effect on Future Operations
  7.7 Summary of Personnel
  -7.7 Staffing of the Municipality
  -7.7 Summary of Changes
  -7.8 Table 7.4 Full Time Equivalents by Division
  7.9 Transit Services
  7.10 Policing
  7.10 Whistler Housing Authority
  -7.11 Table 7.5 Whistler Housing Authority Five-Year Operating Projections
  Chapter Eight: Project Program
  -8.1 Table 8.1 Project Expenditure Program
  8.2 Project Program
  -8.2 Table 8.2 Project Expenditures 2011-2015
  -8.3 Table 8.3 Project Funding Sources 2011-2015
  -8.4 Table 8.4 Detailed List of Projects for 2011
  -8.4 General Fund
  -8.6 Water Fund
  -8.7 Sewer Fund
  -8.7 Solid Waste Fund
  8.8 Operational Impacts
  -8.8 Table 8.5 Ongoing Operating Costs Associated with Projects
  8.10 Project Descriptions Non-Capital Expenditures
  -8.10 Enhancing the Resort Experience
  -8.10 Enriching Community Life
  -8.11 Ensuring Economic Viability
  -8.13 Protecting the Environment
  8.14 Project Descriptions Infrastructure Maintenance
  -8.14 Enhancing the Resort Experience
  -8.15 Enriching Community Life
  -8.16 Protecting the Environment
  8.16 Project Descriptions Capital Expenditures
  -8.16 Enhancing the Resort Experience
  -8.18 Partnering for Success
  -8.19 Enriching Community Life
  -8.20 Ensuring Economic Viability
  -8.21 Protecting the Environment
  8.22 Utility Project Descriptions
  -8.22 Protecting the Environment - Water
  -8.25 Protecting the Environment - Sewer
  -8.26 Protecting the Environement - Solid Waste
  Chapter Nine: Summary Schedules
  9.1 Five-Year Financial Plan 2011-2015
  9.2 Schedule A
  -9.2 Consolidated Fund Summary - Operating
  9.4 Schedule B
  -9.4 General Fund Summary
  -9.6 Resort Municipality Initiative Grant
  -9.8 2% Additional Hotel Room Tax
  9.9 Schedule C
  -9.9 Water Fund Operations
  -9.9 Solid Waste Operations
  -9.10 Sewer Fund Operations
  9.12 Schedule D
  -9.12 Consolidated Fund Summary - Projects
  9.14 Schedule E
  -9.14 General Fund Project Details
  9.20 Schedule F
  -9.20 Water Fund Project Details
  -9.22 Sewer Fund Project Details
  -9.24 Solid Waste Fund Project Details
  9.26 Schedule G
  -9.26 General Fund Reserves
  9.28 Schedule H
  -9.28 Utility Fund Reserves
  I Glossary
  VII Acknowledgements

A ballot paper count for the municipal election held on November 20th, 1976. In the election Pat Carleton was voted mayor 498 votes to 218 for Gordon Young. Aldermen were also voted in.

A ballot paper count for the municipal election held on November 20th, 1976. Geoff F. Pearce, the Returning Officer, submitted the account of votes. In the election Pat Carleton was voted mayor 498 votes to 218 for Gordon Young. Aldermen were also voted in.

Minutebook for the Alta Lake Community Club's general meetings between 1984 and 1985. Subjects broached at meetings include the Children's Festival, the BMX track, North Shore Credit Union's opening, the Whistler Question, a Whistler cookbook, a treasure hunt, the Expo 86 Committee, the Whistler BMX Association, the Fall Fair, the Whistler Chamber of Commerce, a Christmas party, a Teen Dance, the construction of Dandelion Daycare, a rummage sale, Camp Rain Shine, babysitting, a children's book, the Whistler Museum and Archives, the Rotary Club, the RMOW, and Myrtle Philip Elementary School.

Maps and technical drawings related to the Resort Municipality of Whistler (RMOW)'s recreation planning between 1980-1984. Areas include Lost Lake Park and the Whistler valley.

A map of Lost Lake Park drawn by Trevor Roote that shows the trails and pathways in the area, as well as picnic areas. The back of the map shows the Whistler area, including Garibaldi Park, with topographical lines. Item is a duplicate to another map found in the Petersen collection.

Maps and technical drawings related to the Resort Municipality of Whistler (RMOW)'s recreation planning between 1980-1984. Areas include Lost Lake Park and the Whistler valley.