Resilient Revelstoke: Four Seasons of COVID-19 in a Canadian Mountain Town
Summer trail running. Photo: Bruno Long courtesy of Tourism Revelstoke
The global COVID-19 pandemic has reached every corner of the world and is history in the making. One day, people will tell the story of the pandemic to successive generations. Yet each story will be different, depending on unique circumstances, complex factors, and the varying degree to which the pandemic impacted each factor. One year in (at the time of writing), the pandemic has underscored vulnerabilities and inequities, revealing the dark side of humanity while elevating in others a sense of compassion, selflessness, and hope. The experience is new and rife with paradox. As all navigate uncertainty, the stories unfold, and as each person has a tale to tell so too does each community. This is the story of the pandemic as experienced by one mountain community: Revelstoke, British Columbia.
Revelstoke is a happening place. The economy is diverse, and includes sectors from forestry to tourism. There is a rich history of mountain guiding, mountaineering, camping, hiking and ski-touring, particularly in the nearby Rogers Pass area. The Revelstoke Ski Club – one of the oldest of its kind in Canada – was established in 1891. The region is home to a plethora of backcountry operations, from simple alpine huts to luxurious heli-ski lodges. Cat-skiing, snowmobiling, paragliding, XC skiing, mountain biking, road biking, and birding all complement the Revelstoke lifestyle as much as a simple walk down by the river. In December 2007, Revelstoke Mountain Resort (RMR) opened its doors, and put Revelstoke on the map as one of the premier downhill ski destinations in the world. Big snow and big terrain attract skiers and boarders from all walks of life. When RMR opened its Pipe Mountain Coaster in the summer of 2016, the attraction was an unprecedented success, pulling thousands more off the highway to augment summer tourism.
As the town thrives, the municipality struggles to keep up, grappling with common issues, such as effective land-use and neighbourhood planning, illegal vacation rentals, affordable housing, an ever-increasing cost-of-living relative to wages, and a desire to remain diverse and inclusive. A healthy school district and proactive early childhood development sector ensure Revelstoke is “family friendly” and a great place to raise kids. There is a strong sense of belonging and active volunteerism. Art, music, and theatre abound. There is an abundance of natural beauty and easy access to the outdoors. For an increasing number of citizens, Revelstoke is a desirable place to live. Current resident population figures range up to 14,570 per month compared to only 7,500 in the 2016 census.[1] Visitor numbers typically add many more thousands of people on a given day in both summer and winter seasons.
The pandemic hits
Figure 1: Revelstoke Task Social Sector Survey: Top Organizational Priorities
The 2019-2020 winter season was hopping, with RMR experiencing the highest skier visits yet. Secondary and tertiary businesses were thriving, as well. Both workers and visitors had arrived from all corners of the world. But by March, as word of the pandemic spread, the landscape began to shift. For guidance in BC, eyes and ears all turned to Dr. Bonnie Henry, BC’s Provincial Health Officer. On March 12, the province began to discourage all non-essential travel outside its borders and implemented a mandatory two-week self-isolation period for anyone arriving from outside the country. On March 14, Dr. Henry’s message was that “viruses do not transmit as readily outdoors,” and encouraged residents to “[g]o outside and play with your family.”[2] At this point, RMR remained open, but was subject to intense pressure via social media to shut down operations. With spring break beginning March 14, there was concern that Revelstoke would become a COVID hotbed. Things were happening quickly, with new information coming daily. Strict physical distancing was implemented, and gatherings of more than fifty people banned.
Peter Nielsen, Vice-President of Operations at RMR, faced with escalating community concerns, consulted the local medical community to assess potential risks and impacts.[3] On March 16, the announcement came that RMR would be closing operations by the day’s end. The skier/ boarder community was stunned. Despite it being a Monday, locals flocked to the hill for one last ride. For RMR, moving from full operations to closure almost immediately was a huge challenge. Hundreds of workers were transitioned from full-time employment to unemployment overnight. Backcountry lodges shut down. Visitors and most seasonal workers left town. On March 17, BC declared a public health emergency.[4] The Canada-US border was closed. Schools shut down indefinitely, followed by businesses. Suddenly, the town was very quiet.
Columbia River paddle boarder. Photo: Natalie Peowich
Spring
Spring in Revelstoke is a beautiful time of year. Snow in the valley melts quickly, and as the snowline recedes to higher elevations, muted winter colours are replaced by the vivid green of spring. In a way, there was a sense of holding one’s breath – and quiet prevailed. There was uncertainty about the future, but also a sense that Revelstoke had been suddenly taken out of the hands of tourists and given back to the community. For the most part, locals refrained from heading out into the backcountry, respecting provincial recommendations to stop higher risk activities that may put additional strain on the healthcare system. Instead, they turned to their road bikes, XC skis, walking shoes, and paddleboards. In great numbers, people took to gardening, building raised beds, and planting vegetables with a passion.
“The Canada-US border was closed. Schools shut down indefinitely, followed by businesses. Suddenly, the town was
very quiet.”
While some traditional sectors were able to carry on, many businesses were either mandated to shut down or did so voluntarily. Most experienced an immediate drop in revenue. All businesses and organizations had to fast-track operational reimagining under conditions they had never before experienced. In early April, the Federal Government announced the Canadian Emergency Relief Benefit (CERB) to help those who had to stop working for reasons related to COVID- 19. At $2,000/month, CERB was a lifeline, but for many in Revelstoke, it was not quite enough to make ends meet. Those who had savings got by, but those who didn’t suffered. By June, businesses began to open their doors once again under new operating conditions, but with limited hours and fewer staff. The number of households registered at the Food Bank tripled. With schools closed, parents of children had to make tough choices regarding who stayed home and who continued to work. While some parents relished an increase in family time, for others, the high cost of living in a mountain town increased the stress and worry of having to make ends meet.
The Revy Rules poster. Revelstoke Chamber of Commerce
The City implemented the Emergency Operations Centre, and the Department of Community Economic Development struck a Recovery Task Force. The Chamber of Commerce began helping members navigate the ever-changing landscape. A “Mask Up Revy” campaign was launched, in which 20,000 masks were distributed to help eliminate conflict and barriers to accessing business. Community Futures supported businesses to create safety plans and access government supports. Every business had to re-think operations. Without a doubt, the hardest hit were those in tourism and hospitality sectors, as well as those having to deal with the highest level of restrictions, such as gyms and yoga studios.[5]
As soon as the pandemic hit, the entire social sector moved into high gear. All service providers – from the school district to physicians to childcare workers – had to re-think service delivery. In July, the Recovery Task Force implemented a social sector survey to assess impacts. From trouble-shooting tech to a complete change of service delivery model, the challenges faced by the sector were impactful and stressful. There was an increase in demand for services at a time when service delivery was changing. Simultaneously, inequities in the ability to access services emerged. More than ever before, online access became a basic need, including up-to-date equipment, internet access, and enough devices per household. One respondent described how “[p]roblems and needs grow and change faster than systems, and this has resulted in exposure of systemic inequality if you are struggling.” Isolation, mental health, and staff burnout became top concerns. Without regular programs running and children not attending school, there was concern that families and individuals were not getting referred or missing out on services. One of the primary concerns going forward was the ability to continue offering programs and services in an environment that maintained the health and well-being of all, including both staff and clients.[6]
Organizations discovered new ways of working, being flexible and prepared. The importance of communication and connection, the need to work better together with other agencies, and the need to support staff emerged as essential. As well, the resilience of individuals was noted.[7] People stepped up to help those in need, and a system was created whereby volunteers partnered with local grocery stores to deliver groceries to isolated, vulnerable individuals.[8] A local distillery, Monashee Spirits, became one of the first in Canada to supply hand sanitizer and surface cleaner.[9]
Wellness at Moses Falls. Photo: Vicktoria Haack
Summer
As spring became summer, the number of COVID-19 cases in Revelstoke – only three – remained stable. The Canada-US border remained closed, but non-essential travel restrictions within Canada were lifted. Although gathering in large numbers remained restricted, people felt comfortable socializing outdoors. Residents sorely missed the free live music normally held every night downtown in Grizzly Plaza, accessible to young and old, local and visitor. But the Revelstoke Arts Council launched “Guerilla Gigs” – a concert series of secret shows held at some of Revelstoke’s most iconic outdoor locations.[10] Outdoor restaurant patios sprung up, supported by revamped municipal policy.
“The mountains beckoned to locals and visitors alike.”
The mountains beckoned to locals and visitors alike. When the BC Parks reservation system finally opened in late May, the site crashed when more than 50,000 people tried to reserve campsites at the same time.[11] From late spring to early fall, campgrounds in the region were packed. RMR hosted its busiest summer season ever, adding downhill mountain biking to the mix. While visitors from the region and other parts of Canada flocked to Revelstoke for a breath of fresh air, the overall numbers didn’t quite make up for the loss of international clientele. Parks Canada experienced three-quarter visitation and about half its usual revenue, despite the successful opening of the new Snowforest Campground in Mount Revelstoke National Park.[12] Overall hotel occupancy rates and revenues were down.
Yet, there was a tentative sense of reprieve from the pandemic, and Revelstoke offered what many sought. For a growing number of people, experiencing nature in a mountain environment was new. Revelstoke Search and Rescue (SAR) didn’t see as much of an increase in calls as other parts of the province, but the need for backcountry preparedness education was flagged as other SAR teams dealt with tragedy.[13] There was other evidence of inexperienced backcountry use, most notable being garbage left behind and environmental damage.[14]
In July, a regional survey, which included Revelstoke, indicated that thirty-two percent of people received part or all of their income from the tourism industry, with the majority ranking tourism as being important or very important to the current and future economy, vibrancy, and quality of life in their community. Many respondents were comfortable or somewhat comfortable visiting local businesses. However, respondents ranked sharing spaces with visitors from outside their region as their greatest concern related to COVID-19.[15] Indeed, evidence of tension between locals and tourists made provincial news, and resulted in the Revelstoke Mayor, Gary Sulz, urging people to be kind and not judge why others might be traveling to Revelstoke.[16] A few months later, Mayor Sulz’s message would change.
Mt Revelstoke hiking at Miller Lake. Photo: Tom Poole courtesy of Tourism Revelstoke
Fall
Fall was a time of preparation and reprieve. There were expectations of a second wave, but by the end of October, there were no new COVID- 19 cases in Revelstoke. The busy summer season and influx of newcomers into the backcountry led mountain organizations like Parks Canada, Revelstoke Search and Rescue, Avalanche Canada, and BC AdventureSmart to anticipate a potential increase in inexperienced winter recreationalists, and to prepare. Fuelled by concern that people were listening to Dr. Henry’s message to “go outside” but not always following the precautions needed to stay safe, BC AdventureSmart flagged the need to pivot to online education and capitalize on the new thirst for both outdoor adventure and education. Presentations switched to webinar format, successfully reaching more than 250 people each week.[17] Parks Canada moved the entire Winter Permit System online. Avalanche Canada focused on developing resources aimed at new backcountry users and anticipated an increase in students. Outreach changed from in-person delivery to online programming, and field operations were adjusted to meet new health and safety regulations.[18]
Figure 2: Community Well-being Survey respondents were asked to choose words from a list to describe how they were feeling now. Larger fonts indicate the most commonly reported feelings for all age categories.
In early October, the City of Revelstoke Recovery Task Force implemented a Community Well-Being Survey to better understand the impact of the pandemic on residents and households.[19] Results indicated significant vulnerabilities in all domains:
▪ 28% reported that housing was unaffordable, insecure, and/or didn’t meet needs;
▪ 28.5% indicated they were unemployed, and an additional 20% lost some work temporarily;
▪ Financially, 85.7% were stable or better before March 1, 2020. This number decreased to 67.7% during the pandemic, and only 63.4% expected to be stable or better when asked to look forward to the future;
▪ The most commonly chosen words to represent how respondents felt were “Worried,” “Hopeful,” “Content”;
▪ Respondents ranked “Mental Health and Well-being” as the highest community social priority.
Comments added personal stories to the numbers and gave insight into the diversity, complexity, and depth of impacts:
▪ “In fact, I am working to a far greater extent than ever before in my life. I have worked days as long as 20 hours since March, in order to keep my business viable through closures, ongoing challenges, lack of staffing, etc.”
▪ “I feel over all very safe, well off and lucky to be in this community. But day to day or week to week I flip flop between feeling happy where I am at and overwhelmed. I am overwhelmed by the news and sometimes just by day to day affairs. I feel small.”
▪ “It’s difficult to pinpoint my feelings and I think that’s probably true for many people. I value my friendships and feel connected, but miss my interactions with friends and, more so, strangers”
▪ “A lot of uncertainty in the world but feeling good about where we live (having outdoor spaces to enjoy and a “safe” community)”
Figure 3: Self-assessed mental health decreased below the clinical cut off after the onset of the COVID-19 pandemic for those less than thirty-five years old (n=903). The score is based on four questions assessing individual, interpersonal, social, and overall sense of well-being. The score from each question was summed (respondents picked a value from one to ten), thus the highest possible score was forty. Vertical bars represent 95% confidence limits. Lower sample sizes in some age groups resulted in larger confidence intervals (e.g. for 85+ n=4).
The survey helped shed light on what many were calling the “newly vulnerable.” Who was being hardest hit by the pandemic? For Revelstoke, the answer was youth. In a resort community, youth were particularly vulnerable, especially those living in precarious, overcrowded housing situations and employed in frontline tourism and retail sector jobs that no longer existed. The ability to attend post-secondary education was compromised, the ability to build up volunteer work experience was cut off, and the venues that connected them to community, and to each other, were no longer available. Despite accustomed use of social media to connect with friends and family, it was not making up for other losses. At a time in their lives when there was tremendous pressure to think about the future, the future was uncertain. The survey assessed mental and emotional well-being using the Outcome Rating Scale. Typically, individuals who score below twenty-five want to improve some aspect of their well-being and are more representative of someone in counseling. On all points, young people were vulnerable and scored the lowest (see Figure 3). It was a “perfect storm.” One (young) respondent reported feeling “devalued, disconnected, forgotten, hopeless, unmotivated, anxious, drowning.”
Winter
By November, things began to change. Once again, non-essential travel restrictions were implemented by the Provincial Health Authority. Seasonal workers and others began to arrive. Rumours of positive local test results began to circulate. Surprisingly, confirmation came not from Interior Health from but BC Minister of Health Adrian Dix in a televised town hall hosted by Global TV on November 25, when Dix explained how a new cluster of cases in Revelstoke impacted provincial direction.[20] Within days, the cluster impacted temporary closures for five local businesses due to mandatory quarantine requirements.[21]
Figure 4: Community Well-being Survey respondents under 25 years of age chose different words to describe feelings; font size indicates the most frequently chosen words.
By the first week of December, the cluster had grown to forty-six cases, and Mayor Sulz was recorded on Global TV urging visitors not to come if travel was non-essential.[22] For many businesses, especially those relying on tourism, prolonged restrictions were beginning to take a hard toll. RMR opened as usual, but by the end of December numbers were down sixty percent over the previous year, as were overall hotel occupancy rates. Despite this, RMR remained committed to staying open. Season pass sales were up seventeen percent over last year, and RMR saw opportunity to support a “hyper-local” clientele for whom skiing and boarding were important for physical and mental health. Concern over staff recruitment was abated by domestic workforce. As Peter Nielsen remarked, “[a] kid who grew up in Toronto would be remiss if they didn’t spend a season in a mountain town.”[23]
By early February, cumulative COVID-19 cases in Revelstoke rose to over two hundred. Per capita infection rates became one of the highest in the province. RMR changed its messaging from “stay safe and follow provincial guidelines” to “[b]e the reason we keep our season.”[24]
Meanwhile, the backcountry scene had shifted dramatically. Dependent on international clientele, the majority of backcountry heli- and cat-skiing operations were either closed or running at a fraction of the volume, and the guiding industry was hit hard. Private guiding faced a similar shut down, and many guides lost up to ninety-five percent of their income. By winter, some were piecing together work here and there but the scene had changed. ACMG/IFMGA Mountain Guide Larry Stanier commented, “[t]here’s nobody out there. Normally, there’s all these operations that you would get data from or know that you’ve got back up in an emergency. This winter, that’s just not there.”[25] ACMG Ski Guide Sylvain Hebert described how without ongoing winter work, guides were faced with a unique issue: “Usually, you are tracking the snowpack, monitoring the conditions,” he commented, “but not right now, so you are not as informed. Makes it challenging to jump into it.”[26] Avalanche Canada responded to the information gap by leveraging the Mountain Information Network, as well as adding capacity in the field and snowpack modeling to operations.[27] Many guides became certified to teach Avalanche Safety Training (AST) courses, as the predicted surge of newcomers to the backcountry resulted in increased demand for avalanche safety and awareness training. Revelstoke Search and Rescue (SAR) volumes were attenuated by the non-essential travel ban, but signs of inexperience continued to emerge as Parks Canada logged record numbers of Winter Permit violations (e.g., touring in closed areas), and SAR members responded to false alarms (e.g., emergency locator devices going off in backpacks).[28]
Pandemic paradoxes
“The need to “go outside and play” will likely grow, along with the need to manage backcountry use and related growth effectively.”
The COVID-19 pandemic has exposed vulnerabilities and elevated opportunities. Everyone – from government to business, social agencies, and households – has had to do the “quick pivot” in order to survive financially and emotionally. For a mountain community with increasing dependence on a tourism economy, there has been high tension between wanting visitors and not wanting visitors. People have sought to experience nature yet need education on how to recreate in the mountain environment safely and respectfully. Low-wage hospitality, retail, and tourism front-line staff, who have typically been undervalued, have experienced higher risks of infection, and businesses cannot remain open without them. More than anything, though, a line in the sand has been drawn: there are those for whom the public health guidelines apply (no travel, stay within your bubble), and those who believe the guidelines don’t apply and continue to travel to recreate in Revelstoke. For Mayor Sulz, this has presented a dilemma: “People are going to continue to keep coming because they feel outdoor activity is safe, but other activities aren’t safe, and before you know it we’ve got COVID and businesses are shut down.”[29]
Aerial view of Revelstoke. Photo: Courtesy of Tourism Revelstoke
The impacts of the COVID-19 pandemic will be felt for years to come. The need to “go outside and play” will likely grow, along with the need to manage backcountry use and related growth effectively. Industry and businesses dependent on international travel will likely need to re-envision sustainability. Young people, who represent a much-needed labour force, as well as our future, need to be better supported. One year into the pandemic, the stories from our community are ones of adaptation, resilience, and change. There is opportunity to co-generate proactive dialogue, to plan for a better future. For those living in a mountain community, resilience will entail sharing our backyard, as well as lessons learned from the past four seasons.
Addendum (June 2021)
By the end of March 2021, as the number of COVID-19 cases neared 300, three significant events converged to change the course of the pandemic in Revelstoke: March 30th RMR announced that due to COVID-19-related staff shortages the mountain was closed for the season; March 30th the Provincial Health Authority implemented the first three-week “circuit breaker” increasing restrictions, and; April 2nd Interior Health and Mayor Sulz announced that Revelstoke would participate in the province’s “Whole Community Vaccination Program” with residents eighteen-plus able to access COVID-19 vaccines as early as April 8th. By mid-May, the number of new COVID-19 cases in Revelstoke was down to zero for the second week in a row and 78% of people in the Revelstoke region over the age of 18 had had at least one dose of a COVID-19 vaccine, one of the highest per capita vaccination rates in the province.[30] On the day of writing, the author had just had her second dose. As the second summer of the pandemic opens, there is a sense of hope.
Author Bios
Jill Zacharias is a community development consultant who worked for the City of Revelstoke as Social Development Coordinator for over twelve years. Currently, Zacharias is the BC Manager of Growth and Impact for the Tamarack Institute. She is an avid outdoor recreationalist and has lived in Revelstoke since 1992.
Simon Hunt has an extensive and diverse background in Emergency Management, with over twenty-fives years’ experience, which includes Community Disaster Recovery. A few of his career highlights include hanging out of helicopters for mountain search and rescue, a city emergency program coordinator, a forest fire specialist for the provincial and federal governments, as well as performing a senior role in emergency coordination for the 2010 Vancouver Winter Olympics. Hunt is currently the public safety coordinator at Shambhala Music Festival, near Salmo BC, and has worked as an emergency management consultant with the government and private sector since 2013.
References
[1] http://bc-revelstoke2.civicplus.com/DocumentCenter/View/4791/ TELUS-Insights
[2] https://www.outdoorplaycanada.ca/2020/03/16/ go-outside-and-play-with-your-family/
[3] Personal interview, Peter Nielsen, RMR Vice-President Operations, Jan 11, 2021
[4] https://www.cbc.ca/news/canada/british-columbia/ covid-19-bc-timeline-1.5520943
[5] Personal interview, Stacey Brensrud, Chamber of Commerce Executive Director, Jan 12, 2021
[6] https://revelstoke.civicweb.net/FileStorage/9D9D28BBE165 4C08853B96884E656805-Social%20Sector%20Survey%20 Report%20-%202020-09-23.pdf
[7] https://revelstoke.civicweb.net/FileStorage/9D9D28BBE165 4C08853B96884E656805-Social%20Sector%20Survey%20 Report%20-%202020-09-23.pdf
[8] https://www.revelstokereview.com/community/revelstoke-community- response-network-delivers-groceries-for-first-time/
[9] https://www.cbc.ca/news/canada/british-columbia/ bc-distilleries-making-free-hand-sanitizer-1.5502111
[10] https://revelstokeartscouncil.com/wordpress/events/ partner-events/
[11] https://www.cbc.ca/news/canada/british-columbia/ bc-parks-website-reservations-1.5583232
[12] Personal interview, Nick Irving, Mt. Revelstoke & Glacier National Parks Superintendent, Jan 25, 2021
[13] https://vancouversun.com/news/rising-mountain-mishapsfuelled- by-pandemic-and-social-media
[14] https://www.cbc.ca/radio/thecurrent/ the-current-for-aug-20-2020-1.5693277/ inexperienced-canadian-campers-leaving-waste-behind-andrisking- injury-and-animal-conflict-warn-experts-1.5693288; Personal interview, Nick Irving, Mt. Revelstoke & Glacier National Parks Superintendent, Jan 25, 2021
[15] https://www.krtourism.ca/wp-content/uploads/2020/08/ Kootenay-Rockies-Resident-Sentiment-Survey_Regional- July30-2020.pdf
[16] https://www.cbc.ca/news/canada/british-columbia/pandemic- bc-alberta-tourism-tensions-1.5599998; https://www. revelstokereview.com/news/revelstoke-mayor-urges-kindessafter- recent-unwelcoming-events/
[17] Personal interview, Sandra Riches, Executive Director, BC AdventureSmart, Jan 19, 2021
[18] Personal interview, Mary Clayton, Avalanche Canada Communications Director, Jan 30,2021
[19] https://revelstoke.civicweb.net/FileStorage/73AECB10298C 48B890E61E1E8BCDA52D-Revelstoke%20and%20Area%20 Community%20Well-Being%20Survey-%20P.pdf
[20] https://www.revelstokemountaineer. com/b-c-minister-of-health-22-covid-19-cases-in-revelstoke/
[21] https://www.revelstokereview.com/news/ third-revelstoke-business-closes-due-to-covid-19-exposure/
[22] https://globalnews.ca/news/7495297/coronavirus-revelstoke- community-cluster-cases-covid-19-update/
[23] Personal interview, Peter Nielsen, RMR Vice-President Operations, Jan 11, 2021
[24] https://www.revelstokemountainresort.com/ (Feb 13, 2021)
[25] Personal interview, Larry Stanier, ACMG Mountain Guide, Jan 15, 2021
[26] Personal interview, Sylvain Hebert, ACMG Ski Guide, Jan 17, 2021
[27] Email communication, Mary Clayton, Avalanche Canada Communications Director, Jan 29, 2021
[28] Personal interview, Nick Irving, Mt. Revelstoke & Glacier National Parks Superintendent, Jan 25, 2021; personal interview, Giles Shearing, Revelstoke SAR, Jan 21, 2021
[29] Personal interview, Mayor Gary Sulz, Jan 20, 2021
[30] https://www.revelstokereview.com/news/ second-week-of-zero-new-covid-19-cases-in-revelstoke/