Dinosaur Provincial Park and Area Tourism Development Plan Study

Home , Brooks Aqueduct, Crowsnest Mountain, Dinosaur Provincial Park, Lake Newell Resort

Final Report Dinosaur Provincial Park and Area Tourism Development Plan Study

Submitted to: Canadian Badlands Ltd. Alberta Tourism, Parks and Recreation by IBI Group July 2010

Government of Alberta and Canadian Badlands Ltd.

DINOSAUR PROVINCIAL PARK AND AREA TOURISM DEVELOPMENT PLAN STUDY REPORT

FINAL REPORT

JULY 2010 IBI GROUP FINAL REPORT

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... 1

1. INTRODUCTION ...... 7 1.1 Purpose and Scope of the Study ...... 8 1.2 Study Limitations ...... 9 1.3 Outline of Report ...... 9

2. CHARACTERIZATION OF THE STUDY AREA ...... 10 2.1 County of Newell ...... 13 2.2 City of Brooks ...... 16 2.3 Special Area No. 2 ...... 19

3. TOURISM PLANNING AND DEVELOPMENT PRECIDENTS ...... 21 3.1 Land Use Framework of Alberta ...... 21 3.2 Dinosaur Provincial Park (DPP) ...... 22 3.2.1 UNESCO Designation/Criteria ...... 22 3.2.2 Management Plan ...... 23 3.2.3 Overview of DPP’s Assets and Amenities ...... 23 3.3 Lake Newell Area ...... 28 3.3.1 Kinbrook Island Provincial Park (KIPP) ...... 28 3.3.2 Eastern Irrigation District ...... 29 3.3.3 Lake Newell Resort Development ...... 30

4. OVERVIEW OF THE VISITOR MARKET ...... 32 4.1 National Context ...... 32 4.2 Provincial Context ...... 33 4.3 Southern Alberta ...... 35 4.4 Canadian Badlands Region ...... 38 4.5 Study Area ...... 43 4.6 Key Target Visitor Markets ...... 43 4.6.1 International/Overseas Travel ...... 43 4.6.2 Domestic, Intra-Provincial Travel ...... 44 4.6.3 Aging Population ...... 46 4.6.4 Geotourism/Ecotourism ...... 46 4.6.5 Learning Vacations ...... 46 4.6.6 Camping (RV and Tent) ...... 48 4.6.7 Sports Tourism ...... 49

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TABLE OF CONTENTS (CONT’D)

4.7 Product/Market Match ...... 51

5. BEST PRACTICE RESEARCH ...... 52 5.1 Case Study Research ...... 52 5.1.1 Forever Resorts and the Badlands National Park, South Dakota (USA) ...... 52 5.1.2 Turlee Station Stay and the New South Wales National Parks and Wildlife Service (Australia) ...... 55 5.1.3 Mount Assiniboine Lodge and British Columbia Parks (BC Parks) ...... 58 5.1.4 Lajitas Resort & Spa, Texas ...... 60 5.1.5 Examples of Local/Regional Lodging and Destinations ...... 60 5.1.6 Examples of Downtown Renewal ...... 62 5.2 Stakeholder Input ...... 64 5.3 Key Findings of Case Study Research and Stakeholder Input ...... 65

6. OPPORTUNITY ASSESSMENT ...... 68 6.1 Vision for the Study Area ...... 68 6.2 Review of Previously Identified Opportunities ...... 68 6.3 Recommended Actions and Highest Priority Opportunities ...... 69 6.3.1 Planning and Development of New Tourist Facilities and Activities in DPP ...... 72 6.3.2 Positioning Lands and Communities Surrounding DPP as Service and Activity Centres ...... 78 6.3.3 Attracting New Tourism-Related Development and Increased Activities to Lake Newell and KIPP ...... 83 6.3.4 Increasing Tourism Investment Readiness in the City of Brooks ...... 88 6.3.5 Organizational Capacity Building to Support Tourism Development in the DPP Area ...... 91

REFERENCES ...... 96

APPENDIX A - Stakeholders Who Provided Input to the Study APPENDIX B - Opportunities Identified for Dinosaur Provincial Park and Surrounding Area IBI GROUP FINAL REPORT

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EXECUTIVE SUMMARY

The Canadian Badlands Region is located in Southern Alberta and is comprised of spectacular natural features such as glaciated hills and hoodoos made of mud and sand and the Red Deer River valley. Over the past several years numerous market studies and visioning strategies have been undertaken to identify opportunities for further developing and promoting tourism in the greater Canadian Badlands Region.

The following vision was established by the Canadian Badlands Ltd. for the region:

A region that will become a major iconic destination for Alberta, to complement the role played by the Canadian Rockies in encouraging travel to and in the Province.

Dinosaur Provincial Park (DPP) is a key destination within the Canadian Badlands Region. It straddles the County of Newell and lands governed under the Special Areas Act. DPP is a designated United Nations Educational, Scientific and Cultural Organization (UNESCO) World Heritage Site and home to some of the most important fossil specimens in the world. The lands and communities surrounding DPP also include a number of tourist attractions (e.g. Lake Newell, the Brooks Aqueduct, the Silver Sage Agribition Grounds, the Brooks and District Museum, the Patricia Hotel and Restaurant, etc.). On a daily basis approximately 7,400 vehicles pass through the area on the Trans Canada Highway and a significant number of visits occur annually to the area’s provincial parks and campground’s:

 90,000 people visiting Dinosaur Provincial Park;  108,000 people visiting Kinbrook Island Provincial Park;  20,000 people visiting Tillebrook Provincial Park; and  10,000 campsite reservations made at Rolling Hills Reservoir Campground.

With almost 23 million person visits taking place in Alberta in 2008 (generating revenues of $5.69 billion) and growing visitor markets, significant opportunity exists to increase visitation to the Canadian Badlands Region. With the range of natural, cultural and recreational assets, tourism represents an important and emerging sector within the County of Newell, Special Areas and the City of Brooks. A broad range of tourism infrastructure developments, activities and programming opportunities were identified for DPP and surrounding areas (herein after referred to as the ‘DPP area’) within previous

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studies. These opportunities ranged from smaller scale activities/initiatives such as bird watching tours and bed and breakfast establishments to large developments such as boutique or themed hotels. Previous market and economic feasibility studies and information from seasoned tourism developers/investors suggest that this area of the Canadian Badlands Region is not yet ‘ripe’ for major tourism development and that in order to attract the necessary critical mass to support larger-scale ‘signature projects’, additional visitor activities, amenities and attractions, as well as investment into community infrastructure, is required.

IBI Group was retained by Alberta Tourism, Parks and Recreation and Canadian Badlands Ltd. to prepare a Tourism Development Plan for the central portion of the Canadian Badlands Region that is comprised of 480,000 hectares of land and extends from:

 Valley lands surrounding DPP and the Red Deer River (Special Area No. 2) to the north;

 The Hamlet of Jenner (Special Area No. 2) to the east;

 Lake Newell/Kinbrook Island Provincial Park (County of Newell) to the south; and

 Lands between the Village of Duchess and the Village of Rosemary (County of Newell) to the west.

The purpose of the Dinosaur Provincial Park and Area Tourism Development Plan Study is to identify the most achievable or critical opportunities and actions that will help:

 Remove barriers to investment;  Create investment readiness; and  Create the critical mass to support new tourism development.

IBI Group undertook a detailed assessment of the character of the study area, historic visitation, tourist motivations, market trends and best practice research. Working closely with the study Steering Committee and using input from stakeholders, the following two-pronged vision for the study area was recommended:

Recognize and further enhance opportunities in Dinosaur Provincial Park to experience the landscape and a sense of geological time and place; and

Recognize and further enhance opportunities to establish Kinbrook Island Provincial Park and Lake Newell as an increasingly important (seasonal) tourism and recreation asset.

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A review of historic visitation to Alberta and the Canadian Badlands Region, an assessment of existing tourism assets within the study area and a review of visitor motivations resulted in the following being identified as key market segments (i.e. most likely consumers/visitors) for the DPP area:

 Geotourists/Ecotourists: More people are looking for environmentally responsible travel opportunities to natural, relatively undisturbed areas. Geotourism is one of the fastest travel markets. Geotourists/ecotourists are one the most affluent market segments and are interested in paying for a quality, customized experience;  Learning Vacationers: Travel motivated by learning about a particular topic such as archaeology and palaeontology. Learning vacations are popular with families;  Camping/Recreational Vehicle (RV) Travellers: Over 40% of Albertans take part in overnight camping as a leisure activity. Inter-provincial and cross border RV travel is significant and the use of campers as a mode of travel and accommodation is also popular with international visitors to Alberta, particularly Europeans;  Aging Population: Seniors today are living longer and healthier lives and the growing number of persons aged 65 and older represents a significant proportion of the ecotourism, learning vacation and RV markets. There is also a growing trend for multigenerational family travel; and  Sports Tourists: A growing proportion of the pleasure travel market either participates in sports or attends sporting events while on vacation. Local governments and sports groups have experienced considerable growth in annual visitation and tourist spending by actively marketing community facilities for tournaments, meets, training camps, etc.

Intra-provincial travellers (i.e. Albertans travelling within Alberta) currently generate the largest share of person visits and visitor spending in the Province. Alberta’s regional travel base will steadily increase with the Province’s population estimated to grow by over half a million in the next fifteen years, and with trends such as the aging population and immigration. There is a growing interest in authentic rural or Canadian experiences and UNESCO World Heritage Sites, and as such, international and overseas travellers represent an important and growing source of tourists.

In terms of product/market matches, the identified key market segments will likely seek the following types of services and amenities if travelling within the DPP area:

Dinosaur Provincial Park Lands and Hamlets Near Lake Newell and Kinbrook The City of Brooks Dinosaur Provincial Park Island Provincial Park • Additional campsites • Alternative forms of • Additional campsites • Additional sports and • Roofed accommodation overnight • Fully serviced western Canadian such as platform tents, accommodation (e.g. campgrounds that can activities and events yurts and cabins bed and breakfasts, accommodate large, 5- • Commercial tours, ranch or farm stays) • Opportunities to explore wheel RVs offering day trips to DPP, other areas of the Park – • Fully serviced • Cottages or cabins circle tours, etc. while still ensuring the campgrounds that can available for rent or to • Unique restaurants and protection/conservation of accommodate large, 5- purchase fine dining the sensitive landscape wheel RVs • Rental equipment (e.g. • A revitalized Downtown and features as well as • Recreational motorized and non- with additional visitor scientific activities tours/adventures (e.g. motorized boats, amenities and services horseback riding, • Customized, small-group bicycles) • A pedestrian-friendly experiences hunting, hiking, mountain biking) • Connections (e.g. trails) environment • Additional activities, to other attractions • Opportunities to programs and amenities within the County of purchase locally grown for visitors staying for Newell and the City of or crafted goods several days in the Park Brooks

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IBI Group assessed a broad range of tourism opportunities brought forward with the vision for the study area in mind, along with an understanding of the likelihood of capturing visitor markets and investment in the context of Alberta tourism, financial and market realities and planning/policy goals and objectives.

A total of 17 opportunities are considered by IBI Group to offer the best product/market match, potential to help create a critical visitor mass and to be the most feasible from a financial, market and planning/development perspective. These are opportunities that are considered to be actionable in the next few years and that are physical developments, programs/activities or processes which can be controlled and where intervention is required. As illustrated in the 'Recommended Tactical Framework' diagram shown on page 6, a Tactical Framework was prepared that outlines different avenues of action, responsibilities and necessary tools to facilitate the realization of a series of 'umbrella' directions to help 'ripen’ the area:

1. Planning and Development of New Tourism Facilities and Activities in DPP 2. Positioning Lands and Communities Surrounding DPP as Service and Activity Centres 3. Attracting New Tourism-Related Development and Increased Activities to Lake Newell and Kinbrook Island Provincial Park 4. Increasing Tourism Investment Readiness in the City of Brooks 5. Organizational Capacity Building to Support Tourism Development in the DPP and Surrounding Area

The following five (5) opportunities were identified as being the highest priority opportunities, which could help to further ripen the area for future tourism development:

 Escorted Overnight Hikes in DPP;  Backcountry Cabins in DPP;  Full Service recreational vehicle (RV) park near DPP or Lake Newell;  Development of Cabins at Lake Newell; and  Packaging/Promotion of Silver Sage Agribition Grounds.

The Tactical Framework will be used by local governments, Canadian Badlands Ltd., Alberta Tourism, Parks and Recreation, and other sectors to continue the process of attracting new investment and development to the DPP area. Various levels of government and community organizations/agencies will need to take a lead role in helping to achieve the recommended vision for the DPP area, using their roles as policy makers, regulators of land and development, providers of infrastructure and facilitators of community improvement.

Numerous benefits and long-term payback could result from the various sectors working together to develop the area’s tourism industry, such as, but not limited to:

 Diversification of the local economy and long-term stability;  Job creation (full and part-time):  Helping retain youth and other residents in the area  Taxes generated for all three levels of government  Revenue generated by the Parks Division that would be rolled back into the facilities and programs offered at the provincial parks;

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 Tourists spending more time and money on local:  Accommodation  Rental services (e.g. cars, recreational equipment)  Food, meals, gas, souvenirs  Other goods and services

 Improved quality of life for residents and business owners:  Community pride and increased participation/partnerships  Additional recreational opportunities  New commercial services and amenities.

How the vision for DPP and Lake Newell unfolds, and the impact it has on other areas within the County of Newell, Special Areas and the City of Brooks, will depend on the commitment of various levels of government and community/regional organizations to grow tourism in the area and the level of risk and investment the private sector is willing to take.

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Recommended Tactical Framework to Help ‘Ripen the Area’ and Create the Critical Mass Required for Future Tourism Development

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1. INTRODUCTION

Rivers that flowed millions of years ago created spectacular landscapes through the compression of sea deposits, glaciations and subsequent erosion in southeast Alberta. Today, a semi-arid area known as the Canadian Badlands is home to spectacular natural features such as glaciated hills and hoodoos made of mud and sand, the Red Deer River valley, rich fossil beds from the ‘Age of the Dinosaurs’ and a range of other cultural, historic, scientific and recreational resources.

In 2008 only 10% of the 22.7 million person-visits in Alberta took place in the Canadian Badlands Region. Of the estimated 2.3 million people that did visit the Canadian Badlands, less than half stayed overnight.1 A study undertaken in 2008 by infact Research and Consulting Inc. (i.e. A Study of Western Canadian Market Potential to Visit the Canadian Badlands) found that a large proportion of visitors to the Canadian Badlands did not venture beyond the Drumheller area. Dinosaur Provincial Park (DPP) is located approximately 160 kilometres southeast of Drumheller, 210 kilometres east of Calgary and 140 kilometres northwest of Medicine Hat. It is a designated United Nations Educational, Scientific and Cultural Organization (UNESCO) World Heritage Site and is home to some of the most important fossil specimens in the world along with distinct landscapes and natural habitats.

Over the past several years the Alberta Government, through the Ministry of Alberta Tourism, Parks and Recreation (Tourism Division), Canadian Badlands Ltd. and regional municipalities have been working together to further develop the Canadian Badlands as a tourism icon destination for the province. A number of market studies, opportunity assessments and visioning strategies have been completed for the Region as a whole, as well as specific portions of the Badlands such as DPP and adjacent lands, the County of Newell and Special Area No. 2.

The Canadian Badlands Tourism Development Investment Opportunities Assessment, undertaken in 2007, identified two key opportunities for new visitor accommodation in the County of Newell:

 A 65-room upscale boutique hotel situated at the top of bank, adjacent to DPP; and  A four-star, 100 room resort at Lake Newell near Brooks, Alberta.

However, based on input from seasoned tourism developers and investors and findings of preliminary financial analysis, the opportunities assessment concluded that this portion of the Canadian Badlands Region was not yet ‘ripe’ for major resort development. Currently the area lacks the critical visitor mass and range of activities and attractions necessary to attract and sustain a major hotel/resort development. The potential to attract investment is further affected by the highly seasonal nature of the area, community image and broader economic and financial challenges facing the hotel and tourism industries.

In 2008 the Canadian Badlands Tourism Development Strategy was prepared which identified four fundamental steps to create the required critical mass to help ripen the Region and facilitate tourism growth:

1. Develop the hub areas and secondary destinations; 2. Support major tourism attractor development; 3. Link attractors and hub communities in themed tourism routes; and 4. Foster strong policy, planning, leadership and funding.

The Canadian Badlands Tourism Development Strategy further identified DPP as a major tourism attractor. Priorities recommended for tourism development for the DPP area included:

1 Statistics Canada, Travel Survey of Residents of Canada, International Travel Survey (Alberta Tourism, Parks and Recreation (April 2010))

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 The enhancement of DPP and area to increase visitation and support the Canadian Badlands brand;  Increased tourism experiences focused around Brooks and area (a secondary destination within the Canadian Badlands); and  The expansion of outdoor recreation opportunities such as water-based activities in Lake Newell and the Red Deer River, biking, hiking and adventure sport activities in and around DPP and hunting in permitted areas. 1.1 Purpose and Scope of the Study

In December of 2009 IBI Group was retained by Alberta Tourism, Parks and Recreation and Canadian Badlands Ltd. to prepare a Tourism Development Plan for the central portion of the Canadian Badlands region that extends from just north of DPP through to the City of Brooks and Lake Newell/Kinbrook Island Provincial Park (KIPP) (see Figure 1).

Figure 1. Dinosaur Provincial Park (DPP) and Area Tourism Development Plan Area Study

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Specifically, IBI Group was retained to undertake the following:

1. Identify tourism opportunities raised in previous studies, as well as additional opportunities identified through stakeholder input and research/site visits, such as:  Physical developments (e.g. hotel, campgrounds, trails);  Activities/programs (e.g. guided tours, adventure/eco-activities); and  Other actions (e.g. branding, communications, staffing, cross-marketing).

2. Develop an evaluation framework to assess the full range of tourism opportunities for the study area, including the identification of:  Short, medium and long-term priorities – particularly those which are critical to grow tourism development capacity and critical mass; and  Required resources (e.g. financial, human, infrastructure, land, regulatory, partnerships).

3. Develop Tactical Plans for most achievable/critical short, medium and long-term opportunities in the study area.

This tourism development assignment is one of several initiatives currently being pursued by the Canadian Badlands Ltd. It comes as the most recent assessment of DPP and surrounding areas (hereinafter referred to as the ‘study area’ or the ‘DPP area’) and is intended to articulate the existing Canadian Badlands Ltd. strategy into action.

1.2 Study Limitations

For this needs assessment, IBI Group largely relied on secondary source information made available from sources such as Statistics Canada, various departments and divisions within the Government of Alberta, Canadian Badlands Ltd., the County of Newell, the City of Brooks, etc. The study team also sought input from a range of stakeholders. IBI Group attempted to verify all information; however, we can make no representation on the accuracy of the information obtained from either secondary sources or from participants of the study. 1.3 Outline of Report

The remainder of the report is structured as follows:

 Section 2 describes the character of the study area, including governance, population and industry as well as existing tourism assets and potential constraints to new tourism development.  Section 3 details tourism precedents, including policies and guidelines currently in place for land use and development and existing infrastructure and programs/activities within the study area.  Section 4 provides an overview of the visitor market and an assessment of historic visitation, tourist motivation and trends from a global and national, provincial and regional perspective. The likely key target markets for the study area are presented in this section.  Section 5 details key findings and lessons learned through case study research and stakeholder input; and  Section 6 presents the recommended two-pronged vision for the study area and Tactical Framework that identifies directions, actions and recommended priority tourism opportunities that will help remove barriers to investment, create investment readiness and create a critical mass to ripen the area.

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2. CHARACTERIZATION OF THE STUDY AREA

As shown in Figure 2, the study area is generally bounded by the following features:

 Valley lands surrounding DPP and the Red Deer River (Special Area No. 2) to the north;  The Hamlet of Jenner (Special Area No. 2) to the east;  Lake Newell/Kinbrook Island Provincial Park (KIPP) (County of Newell) to the south; and  Lands between the Village of Duchess and the Village of Rosemary (County of Newell) to the west.

Figure 2. Study Area

The study area is comprised of 480,000 hectares of land. As shown above in Figure 2, the majority of the lands are located within the County of Newell, with a small portion of the study area falling under the jurisdiction of the City of Brooks and Special Area No. 2. Lands within the study area are also governed by the Province (i.e. provincial parks) and the Eastern Irrigation District (EID) that acts as an administrator of the land it owns and administers grazing leases to farmers.

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As of the 2006 census, combined the County of Newell, the City of Brooks and Special Area No. 2 were home to 21,434 people. The majority of this population resides in the City of Brooks, followed by the Village of Duchess in the County of Newell. The Hamlet of Lake Newell Resort, located at the south end of the study area, is one of the newest residential communities in the County.

The main industries within the study area are agriculture/ranching, oil and gas and meat processing. However, the recreation and tourism industry represents an important and emerging sector. As shown in Figure 3 and further detailed in the following sections, in addition to DPP and Lake Newell/KIPP and Tillebrook Provincial Park (TPP), there are dozens of tourism assets in the study area. A range of physical and infrastructure conditions and constraints also exist which could impede future tourism development in the study area.

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Figure 3. Examples of Tourist Assets within the Study Area

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2.1 County of Newell

The County of Newell was established as a farming and ranching community over a century ago. Today, the County is comprised of the Town of Bassano, the Villages of Duchess, Rosemary and Tilley, six hamlets/urban service areas (i.e. Gem, Lake Newell Resort, Patricia, Rainier, Rolling Hills and Scandia) and hundreds of thousands of acres of farm lands (much of which is owned by the EID). Population growth in the County of Newell has been slow but steady. Between 1996 and 2006 the County grew by 441 people (i.e. 6.9%). As shown below in Figure 4, almost half of this growth occurred in the Village of Duchess. Ministry of Municipal Affairs data shows that the County of Newell grew by an additional 3.5% between 2006 and 2009, from 6,862 to 7,101 people.

Figure 4. Population Growth within the County of Newell (1996 to 2009)

Change 1996-2006 Change 2006-2009 19962001 2006 2009 #% #% County of Newell 6,421 7,137 6,862 441 6.9% 7,101 239 3.5% Town of Bassano 1,272 1,320 1,390 118 9.3% 1,390 0 0.0% Village of Duchess 693 836 978 285 41.1% 978 0 0.0% Village of Rosemary 332 366 388 56 16.9% 388 0 0.0% Village of Tilley 368 422 381 13 3.5% 405 24 6.3%

Hamlet of Patricia 114 135 21 18.4%

Hamlet of Rolling Hills 136 235 99 72.8% Hamlet of Scandia 137 179 42 30.7% Hamlet of Gem 17 Hamlet of Rainier 20 Hamlet of Lake Newell Resort 341

Source: IBI Group based on Statistics Canada, 1996, 2001 and 2006 Census, County of New ell data and official population figures as of September 2009 prepared by the Government of Alberta Notes: Official 1996 and 2001 population data for the County's hamlets is not available, nor is 2006 population data for the Hamlets of Gem, Rainier and Lake New ell Resort.

The County of Newell has seen strong economic growth in recent years within the agriculture/ranching, oil and gas exploration industries. As shown in Figure 5, almost half of the labour force in the County (i.e. 44.73%) falls within the category of ‘agricultural and other resource-based industries’.

Figure 5. Labour Force by Industry in the County of Newell (2001 to 2009)

Proportion of Proportion of Change 2001-2006 2001 2001 Labour 2006 2006 Labour Force Force #%

Total - Experienced labour force 3,985 100.0% 4,200 100.0% 215 5.40% Agriculture and other resource-based industries 1,770 44.4% 1,985 47.3% 215 12.15% Manufacturing and construction industries 535 13.4% 455 10.8% -80 -14.95%

Wholesale and retail trade 365 9.2% 345 8.2% -20 -5.48% Finance and real estate 50 1.3% 90 2.1% 40 80.00% Health, social and educational services 365 9.2% 396 9.4% 31 8.49% Business services 420 10.5% 475 11.3% 55 13.10% Other services 470 11.8% 440 10.5% -30 -6.38% Source: IBI Group based on Statistics Canada, 1996, 2001 and 2006 Census Note: Numbers may not add due to rounding.

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Over 30,000 productive gas wells in the County of Newell contribute to the success of Alberta's oil and gas industry. Approximately 170 production and service companies employ 4,000 to 5,000 people in the energy sector in the region, with Encana being one of the largest employers.2 The County is home to over one million acres of productive farm land for both crops and livestock and over 800 farms. Figure 6 further illustrates the magnitude of the farming and ranching activities in the County.

Figure 6. Crops and Livestock in the County of Newell (2006)

# of acres / # of animals

Spring wheat (excluding durum) 90,985

Alfalfa and alfalfa mixtures 72,798

Barley 48,212

Canola 26,945

All other tame hay and fodder crops 23,183 Cattle and calves 259,913 Pigs 37,841 Chickens 100,000 Source: Statistics Canada 2006 Census of Agriculture As of the 2006 census, 65 people within the County of Newell held occupations related to art, culture, recreation and sport, up from ten people in 2001. The tourism industry represents an important and emerging sector given the range of existing tourism assets located within the County of Newell, such as:

 The Brooks Aqueduct; Brooks Aqueduct National and Provincial Historic Site  Wide range of water activities which The Brooks Aqueduct was built in the early 1900s by the can be undertaken on Lake Newell Canadian Pacific Railway's irrigation division to carry water and the Red Deer River; across a valley. It is an important example of engineering  Hunting (e.g. pheasant, elk); design and technology, with a suspended concrete flume that spans a shallow 3.2 kilometre valley.  Scenic prairie landscapes;  Rodeo grounds; Today the Aqueduct is preserved and interpreted through the  A range of hotels/motels, combined efforts of the Government of Alberta, Environment campgrounds and bed and Canada, the Eastern Irrigation District, and the Prairie Farm breakfasts; Rehabilitation Administration. In 2009 and 2010 the Canadian Badlands Ltd. contributed funds to upgrade the washrooms  Tillebrook Provincial Park; and the kiosk office, put in a children's playground, and  Emerson Bridge Park – owned and develop a Wetlands Enhancement Trail with interpretive operated by the County and signage. includes 57 campsites, a picnic area, fishing, canoeing, playground and showers;  The historic Patricia Hotel and Restaurant;  Golf courses and a clays and feathers course; and  Other indoor and outdoor sports facilities.

2 County of Newell, http://opportunitynewell.com/Oil_And_Gas

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In addition, planning and design of a new consolidated office and shop complex for the County of Newell is underway. The new facility will be located south of the new Centennial Regional Arena in the City of Brooks.

A range of physical, infrastructure and servicing conditions and constraints could impede future tourism development in the County of Newell, such as:

 Lack of paved roadways in rural areas and particularly within proximity of the provincial parks (e.g. as of 2008, the Village of Duchess was comprised of 180 hectares of land, but only 10 kilometres of open and maintained roads);3  Limited capacity of the County’s sanitary system (e.g. in the Hamlet of the Lake Newell Resort);  Numerous well site locations, including within proximity to the provincial parks and lands in and adjacent to potential tourism development areas such as the Village of Duchess and the Hamlet of Patricia;  Limited privately owned lands (i.e. the EID has land holdings of over 1.5 million acres); and  Land use compatibility (i.e. presence of meat processing and industrial activities).

A number of these constraints and conditions are being addressed through on-going initiatives by the County. For example, with funding assistance from the Province there have been significant upgrades made to the roadways in the County of Newell (e.g. paving and new construction). In 2003 the County of Newell No.4 Council implemented a paving tax that would gather monies for future paving projects throughout all ten County Divisions. A regional water plan has also been implemented to provide servicing throughout Newell.

The County of Newell regulates land use and development through its Intermunicipal Development Plan (adopted March 2009), Municipal Development Plan (adopted November 2003), Area Structure Plans and Land Use By-law No. 1626-07 (September 2007). These documents include policies and guidelines to protect the County’s agricultural lands and other natural resources from inappropriate development and direct the bulk of future residential, industrial and commercial growth to settlement areas. The majority of lands within the County Newell are designated as ‘Agricultural’ by the Land Use By-law, and under this designation recreation or tourism uses are not identified as permitted or discretionary uses. However, many other land designations in the County do allow for recreation or tourism uses, including:

 Resort Residential and Resort Multi-Family Residential;  Resort Commercial (e.g. campground, golf course, hotel, marina facilities, motel, recreation vehicle storage, restaurant, retail);  Small Holding (i.e. bed and breakfast establishments);  Urban Fringe (i.e. public parks and campgrounds, recreational buildings and uses);  Hamlet Residential (i.e. lodging or boarding houses, parks and playgrounds, private recreation);  Hamlet Commercial (e.g. retail commercial); and  Commercial (e.g. hotel, motel, private recreation, retail).

The majority of lands within the Lake Newell area are designated as ‘Resort Commercial’ and ‘Resort Multi-Family Residential’. Lands within Patricia are primarily designated as ‘Hamlet Residential’, with some ‘Hamlet Commercial’. The Duchess Urban Referral Area Structure Plan (draft February 2007)

3 Alberta Municipal Affairs (March 2010) Location and History Profile, Village of Duchess

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primarily designates lands within the Structure Plan area as ‘Agricultural’, however land within the central Village are designated as ‘Residential’, ‘Commercial’, ‘Commercial/Industrial’ and ‘Institutional/Public Use’. The Plan also designates lands surrounding the Village core as ‘Urban Reserve’ to allow for future growth which cannot be accommodated within the existing urban settlement area. 2.2 City of Brooks

In 2010 the City of Brooks celebrated its 100th year since being incorporated in 1910. Brooks established itself as a town with the completion of the Canadian Pacific Railroad and the construction of the Brooks Aqueduct. The irrigation system allowed Brooks to become a service centre for livestock, grain and vegetable producing industries. The agricultural and beef economy remains a vital element of the economy.

In more recent years, the City of Brooks has experienced growth due to the oil and gas industry and the expansion at the Lakeside IBP meat packing plant. The City of Brooks is one of the fastest growing communities in Alberta. Between 1996 and 2006 the City of Brooks grew by 2,405 people (i.e. 24%). As shown below in Figure 7, Ministry of Municipal Affairs data shows that between 2006 and 2009 the population grew by an additional 9%, from 12,498 to 13,581 people.

Figure 7. Population Growth within the City of Brooks (1996 to 2009)

16,000 14,000

12,000 10,000

8,000

Population 6,000

4,000 2,000

1996 2001 2006 2009

Source: Statistics Canada 1996, 2001 and 2006 Census and 2009 population counts prepared by the Government of Alberta

The oil and gas industry has experienced some decline over the past few years, but approximately 200 businesses in the Brooks area are still involved in the oil and gas industry in one form or another.4 The economy of Brooks is diversifying. As shown in Figure 8, significant growth in the City’s labour force was seen in wholesale and retail trade, finance and real estate and health industries. As of the 2006 census some 100 people within the City of Brooks held occupations related to art, culture, recreation and sport, up from 85 people in 2001.

4 AlbertaFirst.com, http://www.albertafirst.com/profiles/statspack/20393.html

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Figure 8. Labour Force by Industry in the City of Brooks (2001 and 2006)

Proportion of Proportion of Change 2001-2006 2001 2001 Labour 2006 2006 Labour Force Force #% Total - Experienced labour force 7,130 100.0% 7,790 100.0% 660 9.26%

Agriculture and other resource-based industries 1,270 17.8% 1,600 20.5% 330 25.98%

Manufacturing and construction industries 1,830 25.7% 1,975 25.4% 145 7.92% Wholesale and retail trade 795 11.2% 1,065 13.7% 270 33.96%

Finance and real estate 260 3.6% 325 4.2% 65 25.00% Health, social and educational services 745 10.4% 840 10.8% 95 12.75%

Business services 970 13.6% 810 10.4% -160 -16.49% Other services 1,250 17.5% 1,180 15.1% -70 -5.60%

Source: IBI Group based on Statistics Canada, 1996, 2001 and 2006 Census Note: Numbers may not add due to rounding.

The City’s population growth has been paralleled by growth in the retail and the service sector. Brooks is the largest urban centre within the County of Newell and adjacent counties and serves a retail trade area of approximately 24,000 people. Dozens of restaurants/fast food establishments and 18 hotels/motels are located within Brooks. With its location at the junction of the TransCanada, Highway No. 1 and Highway No. 36, the City of Brooks is well-positioned to also serve tourists to the area and other flow-through traffic. The City of Brooks is home to a number of smaller/unique tourism assets and the municipality has made significant investments in its community facilities over the past several years. Examples of existing visitor assets in or near Brooks include:

 The Brooks and District The Brooks and District Museum Museum; The Brooks and District Museum was built in 1974 and is situated on seven acres of land. It was created with the  The Visitor Information mission to collect, preserve and portray the cultural heritage of Centre; Brooks and District. It is a Recognized Museum through the  Kiwanis Campground – 26 Alberta Museums Association. campsites with a picnic and playground area (plans for The museum is organized to be a “Walk Through The Ages”. expansion of the campground The indoor and outdoor collections include exhibits portraying area underway); the life of early ranchers, the war years, the N.W.M.P., the  Alberta Crop Diversification Canadian Pacific Railroad, and the Eastern Irrigation District. Centre; A number of annual events are held at the Museum and the gazebo, church and grounds can be rented for special events.  Silver Sage Agribition The Brooks and District Museum also operates the Kiwanis Grounds - includes the Campgrounds and Visitor Information Centre. Centennial Regional Arena, Kinsmen Rodeo Grounds, Silver Sage Arena;  Lakeside Leisure Centre;  Brooks Golf Course and Meadows Par 3; and  Motocross Tracks.

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The City is also undertaking a master planned recreation area called the Silver Sage Agribition Grounds which will incorporate the new ice arena and the Kinsmen Club and Rodeo Grounds and will provide room for future opportunities. A range of physical and infrastructure conditions and constraints could impede future tourism development in the City of Brooks, such as:

 Lack of public transit;  Car-oriented suburban corridors and poor pedestrian environment;  The image of the City of Brooks as a meat packing and oil and gas centre, and land use compatibility (i.e. presence of meat processing and industrial activities); and  An under-revitalized downtown.

A number of these constraints and conditions are being addressed through on-going initiatives by the City. For example, a trail to the new arena is being paved this year (i.e. 2010) and various streetscape and roadway improvements are identified as part of the municipality’s 2008, 2009 and 2010 budgets. A Draft Central Business District Area Development Plan was prepared for Brooks and the City has implemented a City Centre Improvement Program Business Make-Over Plan. Up to six businesses each year are eligible to receive up to $2,000 in grant money and up to $8,000 in interest free loan monies for interior and exterior improvements. To-date, five businesses within the City have undertaken improvements using this program. As shown in Figure 9, there are a number of historic buildings within the Central Business District of the City and land use planning, landscaping, architecture/design and economic development initiatives could help create a vibrant downtown core and a new visitor amenity.

Figure 9. Historic Buildings in the Central Business District Area

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2.3 Special Area No. 2

The Special Areas were established under the Special Areas Act in 1938 due to the extreme hardship of the drought years of the 1930s. Special Area No. 2 is located within the SAMDA (Special Areas and MD of Acadia No. 34) region and shares governance with Special Area No. 3 and Special Area No. 4.

The SAMDA Region is largely an agricultural area that also has an active vibrant petroleum industry and service sector.5 Special Area No. 2 is made up of over 2.3 million acres of agricultural lands and seven communities (i.e. the Towns of Hanna and Oyen and Villages of Cereal, Consort, Empress, Veteran and Youngstown) and a number of hamlets/urban service areas (i.e. Altario, Bindloss, Cessford, Chinook, Compeer, Dorothy, Iddesleigh, Jenner, Kirriemuir, Monitor, New Brigden, Richdale, Sedalia, Sibbald and Sunnynook and Wardlow). Between 1996 and 2006 Special Area No. 2 experienced a population decline of 18.1% and its residential base fell from 2,531 to 2,074 people. As shown in Figure 10, along with population loss there has been a decline in the labour force within Special Area No. 2, particularly in agriculture and other resource-based industries.

Figure 10. Labour Force by Industry in Special Area No. 2

Proportion of Proportion of Change 2001-2006 2001 2001 Labour 2006 2006 Labour Force Force #% Total - Experienced labour force 1,520 100.0% 1,440 100.0% -80 -5.26% Agriculture and other resource-based industries 1,005 66.1% 785 54.5% -220 -21.89%

Manufacturing and construction industries 25 1.6% 45 3.1% 20 80.00% Wholesale and retail trade 65 4.3% 95 6.6% 30 46.15% Finance and real estate 25 1.6% 45 3.1% 20 80.00%

Health, social and educational services 165 10.9% 190 13.2% 25 15.15% Business services 145 9.5% 120 8.3% -25 -17.24% Other services 90 5.9% 150 10.4% 60 66.67%

Source: IBI Group based on Statistics Canada, 1996, 2001 and 2006 Census Note: Numbers may not add due to rounding.

While no growth of art, culture, recreation and sport occupations occurred in Special Area No. 2 between 2001 and 2006, there was substantial growth of occupations related to sales and services and the SAMDA Economic Partnership Ltd. is actively promoting tourism in the region, through initiatives such as:

 Tourism Signage Initiative;  Geocache – using GPS devices to explore the area;  Building an Icon - developing a brand for the SAMDA Region to guide future promotion and marketing efforts and position the area under the Canadian Badlands; and  Billboard Project – six mobile billboards across the region and the development of one permanent board.6

The SAMDA is home to a range of tourist attractions and amenities, but most of these assets are located in the north and eastern portion of the area. The following tourism assets are located within or adjacent to the study area:

5 AlbertaFirst.com, http://www.albertafirst.com/profiles/statspack/20704.html 6 Special Areas Board, Update on Special Areas Tourism Initiative

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 Prairie Dust Motel and Campground (12 campsites);  Jenner Hotel – has a full service restaurant and meeting room;  Special Areas Board Campground;  Rainy Hills Pioneer Exhibit – a volunteer-run exhibit depicting pioneer life, open upon request; and  Hardgrass Hub – a community facility used for concerts and other events (available for rent).

Tourism Assets within the Western Portion of Special Areas (within closest proximity to DPP)

Source: www.travelspecialareas.com

The Dunbar Holiday House, an 85-year old working ranch, was offering some commercial tours and overnight accommodation to travellers and hunters. These commercial operations are no longer offered due to a recent change in ownership.

Special Area No. 2 faces similar development challenges as the rural areas of Newell County, such as lack of municipal infrastructure (paved roads and servicing) and large land holdings reserved for grazing. Special Areas continues to construct local roads (approximately 60 km per year) and construction of a waterline for Wardlow is commencing in 2010.

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3. TOURISM PLANNING AND DEVELOPMENT PRECIDENTS

In addition to the land use and development policies and guidelines of the County of Newell, the City of Brooks and the Special Areas, the development of tourism infrastructure within the study area have been driven by a number of provincial and EID initiatives as well as private sector efforts. 3.1 Land Use Framework of Alberta

On December 3, 2008 the Government of Alberta commenced a comprehensive initiative to develop a new land-use system for the Province through the publication of the Land Use Framework for Alberta. The purpose of the Framework is to manage and sustain Alberta's growing economy, in balance with the province's social and environmental goals.

The Land Use Framework consists of seven strategies to improve land use decision-making in Alberta. The first strategy is to develop seven regional land-use plans based on seven new land-use regions. At this time, Regional Plans for the Lower Athabasca Region and the South Saskatchewan Region are currently being pursued. The government has established a goal of completing the seven regional plans described in the Framework by the end of 2012.

The study area for the Dinosaur Provincial Park (DPP) and Area Tourism Development Plan falls within the South Saskatchewan Region which includes the County of Newell. Figure 11 illustrates the boundaries of the South Saskatchewan Region.

Figure 11. Land Use Framework – South Saskatchewan Region

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As part of the planning process, a Regional Advisory Council (RAC) has been established for each land- use region. The RAC is comprised of a range of stakeholders and will provide advice to the Alberta government regarding the development of the Regional Plan. The South Saskatchewan Regional Plan will provide direction for regional economic growth, development and the preservation of naturally sensitive areas. 3.2 Dinosaur Provincial Park (DPP)

DPP protects and presents an 8,000 hectare area (approximately 80 square kilometers) of the Canadian Badlands Region and is the largest protected area of badlands in Canada. It is best known for housing one of the highest concentrations of palaeontology resources in the world, with over 40 species of dinosaurs from the Late Cretaceous period found on the site.

DPP protects a nationally and internationally significant resource, and is recognized in world markets. It was named a UNESCO World Heritage Site in 1979, the first such site managed by a province or state rather than a National government (the majority, but not the entire Park is designated as a World Heritage Site).

Four themes are interpreted in DPP:

 The largest example of badlands landscape in Canada;  The palaeontological resources found in it;  The riparian habitat and the Plains Cottonwoods; and  Human settlement with the John Ware cabin.

3.2.1 UNESCO DESIGNATION/CRITERIA

To be included on the World Heritage List, sites must be of outstanding universal value and meet at least one out of ten selection criteria. The DPP meets the following two criteria:

1) To contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance.

This criteria is met through the following:

Dinosaur Provincial Park is an outstanding example of major geological processes and fluvial erosion patterns in semi-arid steppes. These "badlands" stretch along 24 kilometres of high quality and virtually undisturbed riparian habitat, presenting a landscape of stark, but exceptional natural beauty.

2) To be outstanding examples representing major stages of earth's history, including the record of life, significant on-going geological processes in the development of landforms, or significant geomorphic or physiographic features.

This criteria is met through the following:

The property is outstanding in the number and variety of high quality specimens representing every known group of Cretaceous dinosaurs. The diversity affords excellent opportunities for palaeontology that is both comparative and chronological. Over 300 specimens from the Oldman Formation in the park including more than 150 complete skeletons now reside in more than 30 major museums.

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3.2.2 MANAGEMENT PLAN

A Draft Park Management Plan for DPP was created around 1995. The Plan outlines the existing resources within the Park including facilities and natural and heritage resources. It outlines the objectives of the Park with regard to preservation, heritage, outdoor recreation, heritage tourism, research and commercial filming. The Plan also speaks to land and development issues, such as the zoning and management guidelines, land dispositions and acquisitions.

Planning is underway to develop a process to update the Draft Park Management Plan for DPP. The ten year Plan for Parks (2009 - 2019) identifies development of a policy to encourage innovative private sector involvement to enhance and diversify visitor opportunities.

3.2.3 OVERVIEW OF DPP’S ASSETS AND AMENITIES

Dinosaur Provincial Park has a number of existing amenities and built features to support the tourism experience and trips into the Park, including:

 A year-round 126-site campground. Available services include picnic areas, washrooms, coin-operated showers and laundry, some power supplied sites, garbage disposal, drinking water and other amenities. Limited services are available from late September to May 1;  A 10-unit group-use camp with limited services available from late September to May 1;  A riverside day-use area;  Concession;  A recently expanded, LEED ™ certified (gold) Visitor Centre;  Shaded resting areas;  Five self-guided interpretive trails;  John Ware’s Cabin;  Outdoor amphitheatre;  Banquet hall/meeting centre/common area;  Parking facilities; and  Staff housing units.

Details on the Park’s larger built assets are described in further detail below.

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The Visitors Centre Park Concession The visitors centre contains an information desk, The concession building contains a convenience store interactive exhibits, an 80-seat theatre, fossil prep lab, and food services (available from mid-May to early and gift shop. The visitor centre and gift shop are open September) and washrooms, coin-operated showers and year round except weekends and holidays between mid laundry (available from the May long weekend until October to the end of March. Admission fees are Thanksgiving). Public parking is located adjacent to the charged from the May long weekend to Thanksgiving building and a pop machine and benches are located weekend and interpretive programs are offered during outside. this period.

John Ware’s Cabin Shaded Rest Areas A restoration of the cabin belonging to a prominent A number of shaded/tented rest areas are provided close African-American rancher in Southern Alberta. The cabin to the camp grounds with picnic tables and wooden is open for viewing on weekends in July and August. structures to provide shade.

Banquet Hall / Meeting Centre Accommodation The recently constructed banquet hall / meeting centre 12 accommodation units; 5 units (each with 5 bedrooms) includes a full kitchen facility, bathrooms, a large hall and are available for rent, 4 units (each with 4 bedrooms) are smaller meeting rooms. Between 80 and 100 people can used for seasonal park staff and available for rent in the be accommodated in the facility. off season and 3 units are used for permanent park staff. Units have been used to accommodate participants of the over-night digging expeditions.

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DPP operates a number of programs and activities which take visitors through various areas of the Park. The activities are primarily run during the summer months and vary in duration, and availability. The following list details the programs and activities offered at DPP.

Program Name and Program Duration Price Description Season Capacity (as May 2010) Backcountry Expedition 12 7 Hours Adult $74, This full day trek takes visitors into one of two Jul 3, 2010 – Aug 21, Youth $60 different locations to experience stunning 2010 badlands, breathtaking coulees and riverside cottonwood habitats. Participants will learn about the exciting history and modern challenges facing this UNESCO World Heritage Site. Bonebed 30 Guided 6 7 Hours Adult/Youth Once-in-a-lifetime opportunity to participate in Expeditions 2 Day $180 a fully authentic dinosaur dig with an experienced palaeontological technician as the 1 day – offered 3 Day Adult/Youth $500 guide. The experience includes an orientation numerous times to the Park and the research project, working between June 19 and Adult/Youth $700 in a real quarry, and hiking and prospecting for September 2010 new fossil finds. Meals and on-site 2 day – July 2, 21 and accommodation (in the fully furnished modular 31, August 28, 2010 housing) are provided. 3 day - August 10, 2010 Explorer's Bus Tour 24 2 Hours Adult $12, The Explorer’s Bus Tour provides the chance May 22, 2010 – Oct 10, Youth $8, to experience the stunning views of the Park's 2010 Child $2, beautiful Natural Preserve from the comfort Family $34 and safety of the tour bus. Fossil Safari 24 2 Hours Adult $12, The Fossil Safari provides hands-on discovery May 22, 2010 – Oct 10, Youth $8, of the Park's rich fossil resources from 2010 Child $2, otherwise inaccessible locations in the Natural Family $34 Preserve. A short walk will take visitors to a site where they will learn the secrets of fossil- finding and the techniques for identifying the remains of turtles, fish, mammals and, of course, dinosaurs. Lab Talk 25 30 Adult $12, This technical talk and hands-on fossil sharing Jun 12, 2010 – Sept 4, Minutes Youth $8, session provides an exclusive behind-the- 2010 Child $2 scenes look at the Park's fossil collection and laboratory facilities. Palaeo Puzzlers 12 1 Hour, Adult free Children and Youth have the opportunity to Jul 3, 2010 – Aug 28, 15 (when inspect and handle real plant and animal 2010 Minutes accompanying fossils from the Park and to build a picture of a youth or the ancient Cretaceous community and gain a child), Youth greater understanding of what the world was $8, Child $2 like during the time of the dinosaurs. Various Hikes (Camel’s 17-36 2.5 – 4 Adult $14 - Hikes range from easy to difficult, depending End Coulee, hours $24, Youth $8 on the length of the hike and the area covered Centrosaurus, Great - $16 (e.g. during the Great Badlands hike Badlands) participants are guided over as you are guided May 22 - Sept 3, 2010 over steep slopes and through coulees). Sunset Tour 12 2 Hours Adult $24, Designed especially for photographers and Jul 3, 2010 – Aug 28, Youth $16 people looking for a quieter nature experience 2010 in the preserve. Family Theatre 75 35 Free An interactive, family-oriented show that takes Program Minutes place in the Sternberg-Anderson Theatre, located in the Park.

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A survey undertaken of visitors to DPP found that interpretive programs play an extremely important role in overall visitation to DPP and on the length of visitor stays in the Park. Over half of the survey respondents (i.e. 54%) suggested that interpretive programs would motivate them to stay longer in the Park. The survey found that the five most important interpretive themes to visitors to DPP were:

 93% - Dinosaurs found in the Park;  86% - Palaeontological resources (fossils);  79% - Badlands habitat, landscape and formation;  63% - Fossil hunting history; and  51% - Red Deer River Valley and its formation.

As shown in Figure 12, only a small portion of the 80 square kilometer provincial park can currently be accessed by the public. The campsite at DPP is often fully booked and unescorted backcountry hiking or camping is not permitted.

It is estimated that approximately 90,000 people visit DPP each year (day visits and overnight campers combined).7 A survey of visitors to Dinosaur Provincial Park (i.e. 756 visitors), Cypress Hills Provincial Park (i.e. 185 visitors) and Writing on Stone Provincial Park (i.e. 348 visitors) was undertaken in the 2002 summer season. 8 The following details key findings of the survey as they pertain to DPP:

 The vast majority of visitors are from Alberta, B.C., Saskatchewan, and Ontario;  DPP receives a higher proportion of American and European visitors;  53.8% of visitors to DPP were part of a family unit (i.e. two adults travelling with children);  A low proportion of independent/individual travellers visit DPP (i.e. only 4.1% of all visitors);  Less than 1% of visitors to DPP were part of an organized group tour;  39.4% of visitors to DPP were aged 17 or under and 12.3% of visitors were aged 55 or older;  DPP attracts a larger number of high income earners and more than half (i.e. 56.8%) of adult visitors had a university degree; and  The majority of visitors to DPP (i.e. 78%) were first time visitors.

7 The last official visitor statistics for Dinosaur Provincial Park , reported in the Provincial Parks & Recreation Areas 2005/06 Fiscal Year report, cited a total of 43,138 day use visitors and a total of 27,312 overnight campers at DPP during 2005/2006.

8 Western Management Consultants (March 2003) Market Assessment and Visitor Projections: Cypress Hills Interprovincial Park, Dinosaur Provincial Park, Writing-On-Stone Provincial Park, Revised Draft, Prepared for Alberta Community Development Provincial Parks and Protected Areas.

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Figure 12. Publicly Accessible Areas within DPP

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3.3 Lake Newell Area

Lake Newell, which is located in the County of Newell approximately 13 kilometres south of the City of Brooks, is Alberta’s largest man-made body of water. The warm waters of Lake Newell offer a range of activities such as swimming, boating, waterskiing, and fishing and events, such as the dragon boat race.

Kinbrook Island Provincial Park (KIPP) is a key feature on Lake Newell, however, it comprises only a portion of the Lake Newell area. A large portion of the lands surrounding the Lake are owned by the EID and a phased residential and resort community is being developed by the private sector at the north end of the Lake. Almost 65 kilometres of shoreline surrounding the Lake are undeveloped.

3.3.1 KINBROOK ISLAND PROVINCIAL PARK (KIPP)

KIPP is a major recreational and ecological destination. Existing infrastructure and amenities at the 540 hectare park includes:

 A year-round 167-site campground with limited services (e.g. picnic areas, washrooms, coin-operated showers and laundry, some power supplied sites, garbage disposal, drinking water and other amenities detailed below) open year- round but with limited services in the winter;  Three group-use camp sites, with a total of 90 units year round;  Concession/grocery supply store;  Boat launch;  Beach and other recreation/sports areas and amenities; and  Parking facilities.

There is also a 57-lot cottage subdivision located within KIPP, which are essentially privately owned through a long-term lease arrangement.

As further detailed below, KIPP and Lake Newell are used for a range of recreational activities.

Recreational Activities and Amenities at Lake Newell The large sandy beach at KIPP is used for sunbathing, In the winter KIPP is used for cross country skiing and swimming and volleyball. Boat launching facilities at for access to Lake Newell for ice for skating, ice KIPP allow for sailing, canoeing/kayaking, windsurfing, fishing and snowmobiling (snowmobiling is not power boating, waterskiing and fishing and the Park permitted in the Park). includes horseshoe pits and grassed field areas for other sports and activities.

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An estimated 108,000 people visit KIPP each year (day visits and overnight campers combined).9 While KIPP is primarily used by Albertans, the Parks Division of Alberta Tourism, Parks and Recreation has observed a trend of national and international tourists coming to the park because of its superb sailing conditions, wetlands of national significance and bird sanctuaries and activities such as the Kiwanis ice fishing derby.

At present, the demand on KIPP’s facilities exceeds its capacity at peak use periods and overcrowding on the beach is an issue. A revitalization plan for KIPP was prepared in 2008 that details a multi-phase plan for improvements/upgrades and expansion to the Park. The Plan has developed specific goals in order to meet redevelopment objectives that relate to enhancing existing facilities to increase capacity.

3.3.2 EASTERN IRRIGATION DISTRICT

The Eastern Irrigation District (EID) is a farmer-owned land ownership corporation and is one of thirteen Irrigation Districts found in Alberta. It operates under the authority of the Irrigation Districts Act. Construction of the irrigation system began in 1910 with the first irrigation water flowing in 1914. In 1935 a delegation of irrigation farmers negotiated a deal with the Canadian Pacific Railway to take over control of the project which formed the beginning of the present day Eastern Irrigation District.

The EID has the largest land base and the second largest number of irrigated acres of these Irrigation Districts. There are 1.5 million acres within the District's boundaries. The Red Deer River forms the north east boundary and the Bow River the south west boundary of the District. The EID includes over 285,000 acres of irrigated crop land, 600,000 acres of prairie grasslands and thousands of acres of non-irrigated crop land.

The EID acts as an administrator of the land it owns and administers grazing leases to farmers. For example, the Patricia Grazing Association holds the grazing lease for approximately five sections of land in DPP which is administered through the EID in cooperation with the Park. The EID is also the owner/administrator of a number of tourism assets, such as the Rolling Hills Reservoir Campground and wetlands surrounding Lake Newell as detailed below, and the Crawling Valley Reservoir Campground and Bassano Dam.

9 The last official visitor statistics for Kinbrook Island Provincial Park, reported in the Provincial Parks & Recreation Areas 2005/06 Fiscal Year report, cited a total of 72,210 day use visitors and a total of 41,001 overnight campers at Kinbrook Island Provincial Park during 2005/2006.

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Rolling Hills Reservoir Campground Natural Areas and Wetlands

Built in 2004, the campground includes 94 electrified The EID owns over 12,141 hectares of wet land habitats camp sites ($20 per night), 2 group campsites, picnic and three bird sanctuaries exist within the Lake Newell table and fire pit at each camp site, beach and sheltered area; Kinbrook Marsh, Sven Bayer Peninsula and swimming area, boat launch and marina, day use areas, Pelican Island. Pelican Island is off limits to the public modern playground, potable water, washrooms and trailer and a half a mile restricted zone around the island dump station, washroom, showers and laundry facilities. protects the nesting birds from boaters. The campground is open from the May long weekend The Kinbrook Marsh Nature Trail follows the shoreline until the end of the September long weekend. Half of the around the north segment of the marsh, through KIPP, campsites are available for rental on a seasonal lease and was constructed by the EID with financial basis. In 2009 there were a total of 9,977 camping assistance from the City of Brooks and the County of spaces paid for (statistics are not available for day use or Newell. total visitors). The EID is the process of adding additional

campsites to this location.

The EID assists with the sale and purchase of irrigated acres for continued farming/ranching purposes. On occasion, the EID has sold parcels of its land for private development, such as the Lake Newell Resort Development.

3.3.3 LAKE NEWELL RESORT DEVELOPMENT

Other privately owned lands surrounding Lake Newell represent an emerging (seasonal) recreational asset. At the north end of Lake Newell, the first phases of a residential development project have been completed, along with a playground area, tennis, basketball courts and a marina. A number of homes built as part of the early phases of development are currently for sale.

The developers of the Lake Newell Resort area, which is comprised of approximately 200 hectares, have recently launched the next phase which includes a club house and a cluster of cabins that can be purchased as either permanent or seasonal residences (see Figure 13). The clubhouse, to be controlled by the Home Owner’s Association, will include an owner’s lounge and offer rental of motorized and non- motorized recreational equipment.10

10 http://www.ownlakenewell.com

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Figure 13. Lake Newell Resort Development Concept and Existing Development Features

Over the longer-term the Lake Newell Resort developers are considering building additional recreation and tourism infrastructure and amenities. The Lake Newell Resort lands are located in the County of Newell, within the designated Hamlet of Lake Newell Resort and sewer capacity and allocations may affect future development.

However, as with any development project, national/global development and investment conditions must improve and market demand and access to financing will largely drive the timing and type of future development initiatives at the Lake Newell Resort.

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4. OVERVIEW OF THE VISITOR MARKET

The following provides an overview of the tourism industry from a global, national, provincial and regional perspective as well as a description of various visitor markets that are defined by the types of activities undertaken while on vacation or travel motivation as well as other characteristics such as age or origin/nationality.

Based on the review of historic visitation to Alberta and the Canadian Badlands Region, the assessment of existing tourism assets within the study area and a review of available attitudinal and motivational visitor statistics, IBI Group identified the following as key market segments for the study area:

 Geotourists/Ecotourists;  Learning Vacationers – particularly Archaeology and Palaeontology;  Camping/Recreational Vehicle (RV) Travellers; and  Seniors and Multi-generational Travellers;  Sports Tourists.

It is envisioned that intra-provincial travellers (i.e. Albertans travelling within Alberta) will remain the predominant source of tourism in the study area, but international and overseas travel is also expected to increase. 4.1 National Context

World-wide, the tourism industry has been hit hard over the past several years. The Canadian Tourism Commission (CTC) reports 2009 as being one of the most challenging years for the country’s tourism industry, as a result of continued global economic uncertainty, the H1N1 influenza pandemic, fluctuating fuel prices and exchange rates and other national and international factors.

As shown in Figure 14, the number of non-resident travellers to Canada fell by 26% between 2006 and 2009.

Figure 14. Total Non-Resident Travellers Entering Canada (1000's)

% Change % Cha n ge % Ch a ng e Total % Change 2006 2007 2008 2009 2006-2007 2007-2008 2008-2009 2005-2009

33,390.10 30,373.50 -9.0% 27,370.00 -9.9% 24,695.90 -9.8% -26.0% Source: Statistics Canada, CANSIM, table 427-0001

Between 2008 and 2009 Canada did experience substantial losses in tourism revenues and jobs. However, as shown in Figure 15, between 2006 and 2009 an estimated 14,000 new jobs have been created in the tourism industry and significant revenues are generated each year for the Canadian government through taxes on income, taxes on production, attributable federal pension contributions and government goods and services sold (e.g. Parks Canada fees).11

11 Note: Derived by using the GRAT (Government Revenue Attributable to Tourism) research product which is a module of the Tourism Satellite Account produced in partnership by Statistics Canada and the Canadian Tourism Commission.

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Figure 15. Tourism Industry Indicators for Canada

Change Change Change Total Change 2009 2008 Between 2007 Between 2006 Between 2006 to 2009 2008 and 2009 2007 and 2008 2006 and 2007 Total Canadian Tourism Revenue $71.1 $74.7 decline of 5.0% $70.2 growth of 6.3% $67.1 growth of 4.6% growth of 6.0% (Billions $) Total Canadian Tourism Export $14.2 $15.6 decline of 10% $17.8 decline of 12.2% $16.5 growth of 7.9% decline of 16.1% Revenue (Billions $) Average per Person Spend per $114.60 $110.20 increase of 4% $115.27 decline of 4.3% $113.12 growth of 1.9% growth of 1.3% Night Total Number of Canadians 652,000 662,432 loss of 1.6% 650,400 growth of 1.9% 638,000 growth of 1.9% growth of 1.2% Employed in the Tourism Industry Tourism's Contribution to the $29.2 $30.3 decline of 3.6% $28.8 growth of 5.0% $27.6 growth of 4.3% growth of 5.8% Canadian GDP (Billions $) Revenues Generated by Tourism $20.8 $21.8 decline of 5.0% $21.0 growth of 0.4% $20.1 growth of 4.5% growth of 3.5% for the Canadian Government Source: IBI Group based on data w ithin the 2006, 2007, 2008 and 2009 annual reports prepared by the Canadian Tourism Commission

The position of Canada’s tourism industry has improved overall from 2006. Total tourism revenues rose from $67.1 billion in 2006 to $71.1 billion in 2009 and Canada has also been successful in targeting high- yield consumers. Data prepared by the United Nations World Tourism Organization (UNWTO) shows Canada registered the third largest gain between 1996 and 2008 in international tourist receipts (i.e. average spending per trip). As detailed below, the Province of Alberta has contributed to the growth of tourism revenue in the Country, with increases in spending by both regional and international visitors and strong growth of intra-provincial travel (i.e. Albertans travelling within Alberta).

4.2 Provincial Context

The CTC reports that the volume of travellers to Canada decreased by 2.3% between 1996 and 2008. Based on the report of Frequently Requested Alberta Tourism Statistics (May 2009) and Tourism in Alberta: A Summary of 2008 Visitor Numbers and Characteristics (March 2010), Alberta has experienced an even greater decline in international visitors:

 The number of person trips to Alberta by Americans fell from 1.04 million in 1996 to 830,000 in 2008, representing a drop in visitation of 25.3%; and  The number of person trips to Alberta by other international visitors fell from 806,000 in 1996 to 780,000 in 2008, representing a drop in visitation of 3.3%.

However, due to an increase of Albertans travelling within the province and visits by other residents of Canada, the total number of person trips to Alberta has grown from approximately 19.5 million in 1996 to an estimated 22.7 million in 2008 (i.e. a growth of 16.5%). Total tourism revenues in Alberta have grown from $5.15 billion in 2005 to $5.69 billion in 2008.12 More than 50% was attributable to spending by Albertans. As shown in Figure 16, in 2008, residents of Alberta accounted for approximately 82% (i.e. 18.7 million) of all person visits.

12 Alberta Tourism, Parks and Recreation (May 2010).

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Figure 16. Origin of Person Visits in Alberta (2008)

Other Canada, 2,390,000 (11%) USA, 830,000 (4%) Overseas, 780,000 (3%)

Alberta, 18,680,000 (82%)

Source: Government of Alberta Tourism, Parks and Recreation (February 2010) A Summary of 2008 Visitor Numbers and Characteristics

Almost half of the person visits to Alberta in 2008 included at least one overnight stop, yielding 10.9 million overnight person visits. The top ten non-Albertan overnight visitor markets included British Columbia (822,000), Saskatchewan (626,000), Ontario (374,000), United Kingdom (229,000), Manitoba (171,000), California (99,000), Germany (90,000), Washington (68,000), Japan (58,000), Montana (53,000) and the Netherlands (48,000). The average length of stay in Alberta ranged between 2.4 nights for Alberta residents to 11.7 nights for overnight visitors. The average length of stay for overnight visitors was 3.7 nights.

The pleasure market represented 43% of overnight travellers to Alberta. As seen in Figure 17, the most popular destination of overnight stays in Alberta is the Canadian Rockies, followed by Calgary and Edmonton.

Figure 17. Person Nights in Alberta’s Regions in 2008 - By Market (All Purposes)

Person Nights Canada (28.55 million) USA (3.87 million) Overseas (9.21 million) Alberta North 6% 6% 6%

Alberta Central 20% 12% 5% Edmonton and Area 21% 38% 16%

Canadian Rockies 10% 25% 33% Calgary and Area 27% 10% 36%

Alberta South 12% 8% 3% Region Unspecified 4% 1% 1%

Source: Government of Alberta Tourism, Parks and Recreation (March 2010) A Summary of 2008 Visitor Numbers and Characteristics

According to consumer surveys conducted by Statistics Canada, in 2008 visitors to Alberta spent 41.63 person-nights in the province. Hotels/motels were the most frequently used commercial accommodation, particularly for American visitors (see Figure 18). Canadians tend to dominate Alberta’s campgrounds, accounting for 79% of all camping nights spent in the province.

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Figure 18. Accommodation in Alberta in 2008 (Person Nights in ‘000s)

Source: Government of Alberta Tourism, Parks and Recreation (March 2010) A Summary of 2008 Visitor Numbers and Characteristics

According to Alberta Accommodation Statistics, in 2008, the average annual room rate for the province as a whole was $113.54. However, the average revenue per available room (RevPAR), a commonly used approach to measuring the financial performance of the hospitality industry whereby the total room revenue of a given period is divided by the number of available rooms in the same period, was only $77.46. The average annual room rates varied within Alberta, for example:

 Canadian Rockies $142.19 (RevPAR $90.81);  Calgary and Area $124.00 (RevPAR $89.50);  Alberta South $83.08 (RevPAR $51.42); and  Canadian Badlands $86.70 (RevPAR $51.15).13

Based on data provided by members of the Alberta Hotel and Lodging Association, occupancies appear to have fallen slightly over the past few years. For example, in 2006 the average annual occupancy for the province as a whole was 69.7%, and dropped to 68.2% in 2008 (2009 data is not yet available). In 2006 the average annual occupancy for accommodation in Alberta South was 62.6% and this dropped to 61.9% in 2008. Annual occupancy rates in the Canadian Badlands have fallen from 65.3% in 2006 to 59.0% in 2008. 4.3 Southern Alberta

In 2008, the Alberta South tourism destination region (shown in Figure 19) received a total of 2.9 million person visits, which accounted for approximately 13% of the total person-visits to Alberta.14 Preliminary expenditure data for 2008 suggests that tourist revenues in Alberta South totalled $386 million (representing only 7% of all Provincial tourist revenues).

13 Note: Accommodation statistics are provided by Alberta Hotel and Lodging Association members. Data is voluntary and the compiled statistics do not represent a census of accommodation in Alberta. 14 Government of Alberta Tourism, Parks and Recreation (February 2010) Tourism in Alberta South Tourism Destination Region: A Summary of 2008 Visitor Numbers and Characteristics

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Figure 19. Land and Communities Located within Alberta South

Similar to other areas of Alberta, intra-provincial tourism accounted for the majority of visits to Alberta South (i.e. 84%), followed by elsewhere in Canada (10%), the United States (4%) and overseas (2%) (see Figure 20).

Figure 20. Number and Origin of Visitors to Alberta and Alberta South in 2008

Alberta South Tourism Total Alberta South Tourism as

Destination Region Alberta a % of Total Visits to Alberta Overnight Persons - Visits (millions) 1.51 10.89 14%

Total Person - Visits (millions) 2.9 22.69 13% Origin of Visitors

Alberta 2.43 18.68 13% Other Canada 0.29 2.39 12%

United States 0.12 0.83 14% Overseas 0.06 0.78 8%

Source: Government of Alberta Tourism, Parks and Recreation (February 2010) Tourism in Alberta South Tourism Destination Region: A Summary of 2008 Visitor Numbers and Characteristics Note: Travelers to Alberta could visit more than one tourism destination in a trip.

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Approximately 52% of all visits in Alberta South in 2008 included at least one overnight stop, yielding 1.5 million overnight person visits and 4.03 million person nights. The average length of overnight trips to Alberta South was shorter than elsewhere in the province (i.e. an average of 2.7 nights compared to 3.7 nights) and a lower percentage of persons cited pleasure as their main purpose of overnight travel. Similar to elsewhere in Alberta, visitation to Alberta South is at its highest during the summer months (i.e. July through September) and the lowest during the winter (i.e. January through March). Canadians are more likely to visit Alberta South in the shoulder seasons (i.e. April to June and October to December) than international visitors.

As shown in Figures 21 and 22, in 2008 Alberta South attracted larger proportions of older adults (i.e. those aged 55 years and older) than other areas of the province. In terms of domestic travellers, Albertans travelling within Alberta were younger than inter-provincial travellers. Adults between 45 and 54 years of age represented the largest age bracket of intra-provincial visitors to Alberta South in 2008 while adults 65 years and older represented the largest age of inter-provincial visitors to Alberta South. The average age of international visitors to Alberta South was also considerably older; only 7% of overnight visitors from the United States were under the age of 19 and 12% of overseas visitors were under the age of 19.

Figure 21. Age of Domestic Visitors to Alberta and Alberta South in 2008

Alberta Rest of Canada

Visitors to Alberta Total Total (Same-Day and Overnight) Overnight (Same-Day and Overnight) Overnight

18-24 years 10% 12% 11% 10% 25-34 years 21% 23% 17% 17%

35-44 years 20% 21% 16% 16% 45-54 years 21% 20% 22% 22% 55-64 years 16% 14% 17% 18% 65 years and over 13% 11% 17% 17% Visitors to Alberta South TDR 18-24 years 10% 12% 7% 8% 25-34 years 16% 18% 14% 16% 35-44 years 18% 22% 14% 14% 45-54 years 23% 19% 21% 20% 55-64 years 17% 16% 20% 20% 65 years and over 15% 12% 24% 23% Source: Statistics Canada, Travel Survey of Residents of Canada

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Figure 22. Age of Overnight International Visitors to Alberta and Alberta South in 2008

Person-Visits to United States Overseas Alberta

UNDER 2 2% 1% 2-11 years 3% 4% 12-14 years 1% 2% 15-19 years 1% 3% 20-24 years 3% 5%

25-34 years 8% 16%

35-44 years 11% 17% 45-54 years 20% 17% 55-64 years 27% 20% 65-74 years 19% 13% 75 years and over 5% 2% Person-Visits to Alberta South TDR

UNDER 2 0% 0%

2-11 years 4% 4% 12-14 years 1% 4% 15-19 years 2% 4% 20-24 years 4% 5% 25-34 years 3% 11%

35-44 years 8% 19%

45-54 years 17% 18% 55-64 years 33% 17% 65-74 years 22% 15% 75 years and over 6% 3% Source: Statistics Canada, International Travel Survey

4.4 Canadian Badlands Region

As previously shown in Figure 1, the Canadian Badlands Region includes an area slightly smaller than Alberta South (e.g. it excludes areas such as Waterton, Crowsnest Pass, Fort MacLeod, etc.).

In 2008 some 2.7 million person-visits were made to the Region, of which overnight visits accounted for half (i.e. 51%) of these person visits (i.e. 1.37 million).15 As shown in Figure 23, the majority of the overnight visits were made by residents of Alberta who were visiting friends and relatives or visiting the area for pleasure.

The average length of stay in the Canadian Badlands Region ranged from 2.4 nights for Albertans to 6.2 nights for overseas visitors. In 2008 total trip expenditures in the Canadian Badlands Region totaled an estimated $329.2 million. Of that $329.2 million in expenditures, $251.5 million (i.e. 76%) were generated by overnight visitors.16

15 Note: The 2.7 million person-visits includes same day and overnight for domestic visits and overnight visits for international. 16 Note: Visitors from domestic locations are same-day and overnight visits, while visitors from international locations are overnight visitors.

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Figure 23. Origin and Purpose of Stay of Visitors to the Canadian Badlands Region (2008)

Total (Same-Day and Overnight) Overnight

PERSON VISITS Alberta 2,285,033 1,002,168 Rest of Canada 286,643 242,839 United States N/A 81,693 Overseas N/A 42,704 Total (Overnight) N/A 1,369,404

TRIP EXPENDITURES (MILLIONS)

Alberta $216.5 $144.8

Rest of Canada $75.3 $69.4

United States N/A $22.3

Overseas N/A $15.1

Total (Overnight) N/A $251.5

MAIN PURPOSE OF TRIP (%) Alberta Visiting Friends and Relatives 52% 62% Pleasure 35% 30% Business 6% 4% Other 7% 4% Rest of Canada Visiting Friends and Relatives 45% 49% Pleasure 42% 41% Business 6% 6%

Other 7% 5%

United States

Visiting Friends and Relatives N/A 28%

Pleasure N/A 59%

Business N/A 1%

Other N/A 12%

Overseas Visiting Friends and Relatives N/A 47% Pleasure N/A 37% Business N/A 10% Other N/A 6% Total (Overnight) Visiting Friends and Relatives N/A 53% Pleasure N/A 25% Business N/A 16% Other N/A 6%

AVERAGE LENGTH OF STAY (NIGHTS)

Alberta 2.4

Rest of Canada 2.8 United States 2.7 Overseas 6.2 Source: Statistics Canada, Travel Survey of Residents of Canada, International Travel Survey Note: The Canadian Badlands Region is a combination of Census Divisions 1, 2, 4, 5 and 7. These are not unique visits. Alberta Tourism, Parks and Recreation only measures overnight visits for international origins, including the United States.

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In comparison to the Province of Alberta as a whole, for which 28% of overnight person-nights in 2008 were spent in roofed commercial accommodation (e.g. hotels, motels, resorts, bed and breakfasts), a smaller proportion of visitor nights in the Canadian Badlands Region were spent in roofed commercial accommodation (see Figure 24). A higher proportion of overnight visitors either stayed within a private home or cottage or camped within a tent or trailer/RV.

Figure 24. 2008 Visitation to the Canadian Badlands Region

Total Number Distribution of Person Origin of Visitors (Person-Nights) Nights Alberta

Hotel, Motel, Resort 379,645 15.7% Campground/Trailer Park 319,651 13.2% Private Home/Cottage 1,724,190 71.1% Other 0 0.0% Total Alberta 2,423,486 100.0%

Rest of Canada Hotel, Motel, Resort 251,860 36.4% Campground/Trailer Park 20,720 3.0%

Private Home/Cottage 419,659 60.6% Other 0 0.0% Total Rest of Canada 692,238 100.0%

United States Hotel, Motel, Resort 91,330 40.4% Campground/Trailer Park 30,480 13.5% Private Home/Cottage 83,519 36.9% Other 20,899 9.2%

Total United States 226,228 100.0%

Overseas Hotel, Motel, Resort 31,380 11.6% Campground/Trailer Park 11,203 4.2% Private Home/Cottage 196,701 73.0% Other 30,155 11.2%

Total Overseas 269,439 100.0%

All Origins Hotel, Motel, Resort 754,214 20.9% Campground/Trailer Park 382,053 10.6%

Private Home/Cottage 2,424,069 67.1%

Other 51,054 1.4% Total Origins 3,611,390 100.0% Source: Statistics Canada, Travel Survey of Residents of Canada, International Travel Survey Notes The Canadian Badlands Region is a combination of Census Divisions 1, 2, 4, 5 and 7. These are not unique visits.

The Travel Survey of Residents of Canada no longer allow s respondents to select 'Other' as an accommodation type.

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The spring and summer seasons, identified by Statistics Canada as Quarter 2: April, May and June and Quarter 3: July, August and September, received the highest volumes of domestic and international overnight visits in both the Canadian Badlands Region and the Province as a whole. Visitation to the Canadian Badlands, however, is more seasonal than other areas of Alberta. While 17% of all overnight visits to the Province occurred between January and March (i.e. Quarter 1), only 14% of overnight visits to the Canadian Badlands Region occurred during this period.

Travel and activities motivation survey (TAMs) data shows that shopping and dining, visiting historical sites/museums/galleries, theme parks, casinos, water-based activities and golf are amongst the most popular things for Pleasure Travellers to do while on trips in Canada. Activities such as Aboriginal culture, agri-tourism, archaeology, equestrian/western events, cycling and hunting represent a smaller proportion of the market (see Figure 25).

Figure 25. Popularity of Various Activities Undertaken by Canadian and American Pleasure Travellers

Percentage of Pleasure Travellers who Pursued Various Activities While on Trips (based on 2006 TAMS data)

90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% n/a 0.0% Shopping & Historical Sites, Theme Parks & Casino Ocean Activities Boating & Wildlife Hiking, Climbing Aboriginal Agri‐tourism Archaeological Dining Museums & Exhibits Swimming Viewing & Paddling Cultural Digs & Sites Galleries (Lakes) Experiences

Total Non‐Albertan Canadian Pleasure Travellers (16.4 million) Total American Pleasure Travellers (170.5 million)

Source: Canadian Travel Market, Canadian Travellers to Alberta: A Profile Report (February 1, 2008, prepared by Lang Research Inc.) and U.S. Travel Market. U.S. Travellers to Alberta: A Profile Report (January 29, 2008, prepared by Lang Research Inc.)

However, as shown in the TAM profile reports for U.S. Travellers to Alberta and Canadian Travellers to Alberta, in 2006 Pleasure Travellers who visited Alberta showed higher participation levels in:

 Archaeology: 17.1% of US visitors to Alberta vs. 6% of all US Pleasure Travellers;  Aboriginal: 21% of Canadian visitors to Alberta vs. 12% of all Canadian Pleasure Travellers;  Agri-tourism: 23.8% of US visitors to Alberta vs. 13.5% of all US Pleasure Travellers;  Wildlife Viewing: 55.4% of Canadian visitors to Alberta vs. 40.2% of all Canadian Pleasure Travellers; and  Hiking/Climbing/Paddling: 45.5% of US visitors to Alberta vs. 23.5% of all US Pleasure Travellers. The Royal Tyrrell Museum, located in the City of Drumheller, is one of the main attractions within the Canadian Badlands. It is Canada’s only museum dedicated exclusively to the science of palaeontology. In addition to housing one of the world’s largest displays of dinosaurs, the Museum offers a wide variety of

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educational programs and camps. The museum is open year-round and is visited by approximately 400,000 people each year. In addition, hundreds of children and youth experience the Museum through distance education. Figure 26 further illustrates high participation levels by visitors to the Canadian Badlands Region in cultural activities (e.g. museums, historic sites), nature-based activities (e.g. visiting parks, wildlife viewing, camping, etc.) and sports and recreation.

Figure 26. Examples of Activities Undertaken by Overnight Visitors to the Canadian Badlands Region in 2008

Activity during trip Albertans Other Canadians Americans Overseas Aboriginal event or performance (e.g. Pow Wow) 3,391 498 Amusement or theme park 19,503 10,953 2,431 6,551

Bar or night club 16,731 11,481

Beach - went to/beach holiday 48,680 14,767

Bird watching 29,973 16,170 Boating 17,881 5,678 735 1,577 Campground nights 119,310 15,974 Camping 124,286 14,746 Canoeing or kayaking 6,828 3,218 Casino 30,609 23,847 5,631 5,425

Cycling 26,445 2,065

Festival or fair 12,795 5,522 6,783 7,716 Fishing 30,607 6,544 2,307 1,061 Golfing 38,312 16,844 4,826 2,503 Hiking or backpacking 91,555 39,203 Historic site 42,267 31,396 21,834 27,119 Hunting 17,487 5,635 12,829 Museum or art gallery 58,529 30,150 16,113 25,335

Sightseeing 37,273 32,221

Shopping 44,922 38,866 Other 266,946 42,301 3,719 Park - National, provincial or other nature park 68,572 58,267 24,767 33,096 Play, concert, opera or dance - other than aboriginal 39,129 23,387 Skiing - Cross-country 700 Sports event as a spectator 26,733 11,871 5,978 7,900

Team sports - participated 21,993 4,971 27,107 13,934 Visit friends or relatives 32,900 34,003

Zoo or aquarium 12,635 12,988 6,650 11,834 Source: Statistics Canada, Travel Survey of Residents of Canada Notes: Respondents w ere allow ed to select multiple activities and activities w ere done throughout the trip and not necessarily in the Canadian Badlands region. Domestic and international surveys varied, and therefore activities show ing no participation may be a result of the survey questionnaire and not necessarily a lack of participation (e.g. shopping by Albertans or other Canadians).

However, given the design of the surveys used to collect data on visitor activities, the information shown above is not statistically reliable and should only be used as an indication of the popularity and propensity of visitors to partake in various types of activities in the Canadian Badlands Region.

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4.5 Study Area

The Dinosaur Provincial Park (DPP) and Area Tourism Development Plan Study Area is comprised of the central portion of the Canadian Badlands Region. Census Division 2 roughly encompasses this area, however in addition to including the City of Brooks and County of Newell, Census Division 2 also includes the City of Lethbridge, the County of Warner and the Municipal District of Taber, which are located outside of the DPP study area. In 2008 there were 1.06 million person visits to Census Division 2.

According to the last official visitor statistics for Alberta’s Parks (i.e. Provincial Parks & Recreation Areas 2005/06 Fiscal Year), in 2005/2006 there were almost 4.6 million day use visitors to Alberta’s provincial parks and 472,820 occupied campsite nights:

 Dinosaur Provincial Park (DPP) represented 1.0% of the day visits (i.e. 43,138) and 1.8% of the campsite nights (i.e. 8,535 nights, with 27,312 campers).  Kinbrook Island Provincial Park (KIPP) represented 1.6% of the day visits (i.e. 72,210) and 2.2% of the campsite nights (i.e. 10,513 nights, with 35,816 campers).  Day visit data for Tillebrook Provincial Park (TPP) was not available for years 2001 to 2006, but in the 1999/2000 season the park had a total of 8,745 day visitors. In the 2005/2006 season TPP represented 1.0% of the provincial park campsite nights with an estimated 4,779 campsite nights and 13,859 campers. 4.6 Key Target Visitor Markets

Based on the review of historic visitation (e.g. volume, age and origin of visitors), the assessment of existing tourism assets within the study area and visitor preferences (e.g. activities, accommodation), the following key target visitor markets were identified for the study area.

4.6.1 INTERNATIONAL/OVERSEAS TRAVEL

Despite the irregular evolution of tourism over the last few years and the negative impacts global economic and political conditions have had on travel, the World Tourism Organization (WTO) continues to predict steady growth in international tourism. The United Nations World Tourism Organization (UNWTO) Tourism 2020 Vision forecasts that international arrivals are expected to reach nearly 1.6 billion by the year 2020 (see Figure 27). Of these worldwide arrivals in 2020, 1.2 billion will be intra-regional and 378 million will be long-haul travellers.

Figure 27. Tourism 2020 Vision – International Visitation Actual and Forecasts

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As shown above, UNWTO anticipates that by 2020 the top three tourist receiving regions will be Europe (717 million), East Asia and the Pacific (397 million) and the Americas (282 million), followed by Africa, the Middle East and South Asia. New tourism markets/customer bases are emerging in Asia (e.g. China, Korea, and India) and South America. These countries will play an increasingly important role in international travel, largely due to their large populations.

To achieve such levels of international and overseas travel will require improved global economic conditions and the presence of health epidemics, and political, natural, environmental or other sorts of disasters/emergencies will also impact the tourism industry.

It is clear that there is a growing interest in UNESCO World Heritage Site travel, and tourists are willing to travel great distances specifically to see these designated sites. Past surveys and studies undertaken on behalf of the Government of Alberta found that European visitors to Canada want to see “Big, Protected Nature”. World Heritage Sites are first among their interests.17

Based on a visitor survey undertaken on behalf of Alberta Tourism, Parks and Recreation and input from Park Division staff, DPP attracts one of the highest levels of international visitors (see Figure 28). Opportunity exists to further develop and enhance the Park’s international position and provide additional experiential offerings to appeal to the international market.

Figure 28. Origin of Visitors to Select Alberta Provincial Parks in 2002

Canada United States Europe Other International

Dinosaur Provincial Park 84.5% 8.6% 6.2% 0.7%

Cypress Hills Provincial Park 96.2% 3.2% 0.5% 0.0% Writing-On-Stone Provincial Park 88.8% 4.6% 5.5% 1.2%

Source: Western Management Consultants (March 2003, Revised Draft) Market Assessment and Visitor Projections: Cypress Hills Interprovincial Park, Dinosaur Provincial Park and Writing On-Stone Provincial Park

4.6.2 DOMESTIC, INTRA-PROVINCIAL TRAVEL

As illustrated in the previous sections, Albertans currently represent the largest market for travel within Alberta. Intra-provincial travel by Albertans has been steadily growing over the past decade and with the anticipated population growth and changing population characteristics (e.g. aging population and immigration), this market will likely continue to grow. As seen in Figure 29, under a medium growth scenario, between 2010 and 2026 the population of Alberta is expected to grow by some 643,717 people (i.e. 17.3%). This overall population growth will result in a larger local tourist base. The growing immigrant population within Alberta may also result in increased intra-provincial travel, as new residents explore the province. Between 1996 and 2006 Alberta’s population grew from 2,696,826 to 3,290,350 (i.e. 593,542 people) and according to Statistics Canada Community profile data, 60% of this population growth was a result of immigration.

17 Western Management Consultants (March 2003) Market Assessment and Visitor Projections: Cypress Hills Interprovincial Park, Dinosaur Provincial Park, Writing-On-Stone Provincial Park, Revised Draft Prepared for Alberta Community Development Provincial Parks and Protected Areas

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Figure 29. Population Projections for Alberta (Medium Growth Scenario)

4,500,000

4,300,000 4,100,000

3,900,000 4,354,740 4,320,605 4,285,935 4,249,860 4,213,415 4,176,305

3,700,000 4,138,440 4,099,405 4,060,285 4,020,210

3,980,350 3,500,000 3,939,830 3,898,645 3,857,635

3,815,995 3,300,000 3,773,815 3,711,025

3,649,530 3,100,000 3,583,200 3,509,785 2,900,000 3,409,000 2,700,000 2,500,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Source: Alberta Finance and Enterprise 2009 Population Projections Medium Scenario

An intra-provincial tourist assessment undertaken in the spring of 2005 surveyed a total of 1,405 Albertans (who are a decision-maker in their household, are 18 years or older and have taken at least one leisure trip at least 80 km away from home in the past 12 months) about their travel plans. Key findings of the survey include:  Similar to previous years, Alberta will receive the largest proportion of Albertans’ leisure travel, as 75% of trips are planned for Alberta destinations.  During the next six months, more than 43% of Albertan travellers were planning at least one trip to the Canadian Rockies, 32% Edmonton and Area, 30% Calgary and Area, 29% Alberta Central, 22% Alberta South and 11% Alberta North.  Over half (57%) of all trips that Albertan travellers expected to make in the next 6 months were to be a weekend in duration.

The survey grouped travellers into one of four categories:

 “Accomplishers” are looking for new and unfamiliar places to visit and new things to do. They don’t mind some action and excitement.  “Urban Explorers” seek to get away from daily routine and see new places, preferably exciting, city locations.  “Comfort Seekers” have a strong preference for familiar and rural locations. They seek relaxation and want to get away from the daily routine and strengthen family bonds.  “Real Relaxers” are looking for tranquility and some peace and quiet. They prefer to do nothing during their leisure trips.

Real Relaxer” (77%) and “Comfort Seeker” (77%) were found to take slightly more of their trips within Alberta than Urban Explorers (72%) and Accomplishers (71%). The survey also found that Comfort Seekers and Accomplishers are more likely to visit Alberta South than Urban Explorers or Real Relaxers.18

, 18 Banister Research and Consulting Inc. (May 2005) Alberta Leisure Travel Intentions Study (May 1, 2005 – October 31, 2005) Top-line Report Presented to Alberta Economic Development

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4.6.3 AGING POPULATION

Over the next two decades, the proportion of the population in North America over the age of 55, and in particular over the age of 65 will increase significantly. The aging population is expected to shift away from more active vacation pursuits towards more experiential or discovery-oriented vacations. While seniors are living longer and healthier lives, as baby boomers age, most will likely seek softer outdoor experiences such as hiking, boating, golfing, fishing, bird watching or wildflower viewing.

There is also a growing trend for multi-generational family travel. According to the Travel Industry Association, each year more than 5 million family travel groups include three generations. A challenge can be finding a vacation that is suitable for everyone from toddlers to grandparents.19 Industry experts and travel companies suggest that the best vacation ideas for multigenerational groups involve a wide variety of activities available for different abilities and preferences. More active multigenerational holidays include amusement parks, national parks, rail journeys, ranches, historic sites, and adventure tours. Learning experiences and entertainment will also drive travel choices of older adults travelling with grandchildren.

4.6.4 GEOTOURISM/ECOTOURISM

Geotourism, a term coined by the National Geographic, is defined as tourism that sustains or enhances the geographical character of a place - its environment, culture, aesthetics, heritage, and the well-being of its residents. It incorporates the concept of sustainable tourism, whereby a destination should remain unspoiled for future generations while allowing for ways to protect a place's character. Geotourists represent almost one third of the travelling public.20

One of the fastest growing segments within the broader Geotourist market is Ecotourism. Ecotourism includes opportunities that promote responsible travel to natural areas and offer cultural and educational experiences while conserving the environment, improving the well being of local people and applying sustainability principles. Ecotourism generates one of the greatest levels of visitor spending, as many ecotourists are capable of and willing to pay for quality experiences. For example, the importance of birding as an economic activity in North America has been clearly established and in 2001 U.S. birders spent an estimated $32 billion on their hobby.21 Western Management Consultants, in its 2003 market assessment for DPP and other provincial parks, predicts that the demand for high quality heritage appreciation “experiences” will increase. The willingness to pay more for a deeper, more significant experience will be more evident in the market. A small market will demand and be willing to pay for highly-tailored experiences as part of their trip.

4.6.5 LEARNING VACATIONS

Learning vacations can be defined as travel that is motivated by learning about a specific topic (e.g. archaeology, history, aboriginal culture, astronomy, agriculture) or skill (e.g. cooking, photography, acting, horseback riding, and sailing). Learning vacations are often combined with other enjoyable travel opportunities (e.g. outdoor recreation, entertainment, food and beverage, spas). They can cater to small group settings or individuals. Due to ‘time poverty’ there has been an increase in demand for custom itineraries and travellers seeking more specialized and intimate experiences. Not surprisingly, a slightly higher proportion of Group Learning Tourists and the broader Learning Tourist segments have at least one university degree (55%) and higher incomes. While learning vacations are popular with older travellers, a 2007 study found that close to half of learning vacations are taken by persons still actively engaged in the labour market. 22 There is an interest in family learning vacations, particularly shorter, affordable trips that are close to home.

19 http://www.roadandtravel.com/traveladvice/multigenerationaltravel.htm 20 The Research Department of the Travel Industry Association of America Washington, D.C. (2002) The Geotourism Study, Phase I Executive Summary, Sponsored by the National Geographic Traveller 21 Hince, Tom (June 2006) Birding in Essex Region. 22 Research Resolutions & Consulting Ltd. (February 2007) Spotlight on American Group & Learning Tourists, A National Perspective (TAMS 2006)

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Research Resolutions & Consulting Ltd. was retained by the Government of Alberta to analyze 2006 TAMS data and identify the Canadian and American market for palaeontological and archaeological experiences in Alberta. Key findings of the study, as detailed in The Canadian Market for Archaeological & Palaeontological Experiences in Alberta: A Special Analysis of the 2006 Travel Activities and Motivation Survey (TAMS) (January 2008) and The American Market for Archaeological & Palaeontological Experiences in Alberta: A Special Analysis of the 2006 Travel Activities and Motivation Survey (TAMS) (December 2007) include:

 Approximately 369,000 Canadians, or 1.9% of the Canadian pleasure travel market, took overnight trips in the past two years (i.e. in 2005 and/or 2006) in order to visit palaeontological or archaeological sites or to participate in an archaeological dig:

 185,000 of these travellers reside in British Columbia, Alberta, Saskatchewan or Manitoba (i.e. Regional Canadian Archaeology & Palaeontology Tourists). 184,000 of these travellers reside in Ontario, Quebec and the four Atlantic provinces (i.e. Long‐Haul Canadian Archaeology & Palaeontology Tourists).  91% of Regional Canadian Archaeology & Palaeontology Tourists claim to have been to Alberta over the past decade and 36% of Long-Haul Canadian Archaeology & Palaeontology tourists claim to have been to Alberta over the past decade.  Approximately 2.5 million Americans, or 1% to 2% of the U.S. pleasure travel market, took overnight trips in the past two years (i.e. in 2005 and/or 2006) in order to visit palaeontological or archaeological sites or to participate in an archaeological dig:

 13% of the American Archaeology & Palaeontology Tourists claim to have been to Alberta over the past decade.  Of the two related activities that define the sector, visits to palaeontological or archaeological sites are more popular than are archaeological digs. Only about 1‐in‐4 American Archaeology & Palaeontology Tourists claim to have taken a trip in order to participate in an archaeological dig, fewer than 2-in-10 Regional Canadian Archaeology & Palaeontology Tourists and 1-in-10 Long-Haul Canadian Archaeology & Palaeontology tourists claim to have taken a trip in order to participate in an archaeological dig.  Archaeology & palaeontology tourists have more education and income than the average American and Canadian tourists.  A range of age groups are represented in the sector, a significant proportion are aged 55 years or older.  American men are somewhat more likely than women to be Archaeology & Palaeontology Tourists but Canadian men and women are equally likely to be Archaeology & Palaeontology Tourists.  Archaeology & Palaeontology Tourists seek tourism destinations for other cultural and entertainment reasons, particularly for historic sites/buildings, outdoor land and water based activities, lodging/resort experiences, museums and festivals and fairs.  In terms of the outdoors, Archaeology & Palaeontology tourists tend to be observers rather than adventurers travellers (e.g. comparatively sedentary experiences and passive interactions with nature) and show low levels of participation in activities such as bird watching, camping, fishing, boating, etc. (see Figure 30).

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Figure 30. Propensity of Archaeology & Palaeontology Tourist to Engage in Outdoor Activities

Total U.S. Archaeology U.S. Travelers to Canadian Archaeology & Paleontology Tourists & Paleontology Tourists Alberta Regional Long Haul Main Any Main Any Main Any Main Any Reason Participation Reason1 Participation1 Reason Participation Reason Participation

Unweighted base (650) (650) (71) (71) (236) (236) (216) (216) Weighted, Projected 2,506,000 2,506,000 315,000 315,000 185,000 185,000 184,000 184,000 Well-known natural wonders 52% 65% 58% 77% 34% 49% 56% 71%

Nature park 41% 54% 51% 62% 49% 64% 42% 58% Flora/fauna viewing 31% 51% 41% 66% 18% 43% 33% 57% Wildlife viewing – land based animals 22% 38% 27% 53% 14% 33% 22% 40% Whale watching 16% 28% 33% 45% 6% 24% 13% 25% Wildflowers/flora 26% 32% 23% 43% 8% 27% 17% 38% Bird watching 15% 26% 15% 39% 8% 25% 16% 35% Camping 27% 44% 40% 59% 52% 68% 35% 46% Public campground 22% 35% 37% 48% 49% 62% 28% 41% Private campground 13% 24% 18% 33% 17% 35% 18% 28% Wilderness camp site 13% 18% 17% 30% 16% 24% 17% 22% Sunbathing or sitting on a beach 24% 42% 20% 44% 25% 62% 34% 57% Swimming in oceans 23% 43% 19% 45% 11% 34% 22% 44% Hiking – Day excursions 23% 44% 20% 50% 15% 59% 31% 44% 16% 26% 7% 29% 14% 27% 22% 33% Fishing Fresh water 13% 21% 5% 21% n/a n/a n/a n/a Diving/snorkeling 16% 26% 19% 27% 7% 20% 15% 30% Snorkeling in sea/ocean 12% 21% 15% 24% 7% 20% 15% 30%

Boating (motorboat/sailboat) 14% 25% 9% 26% 8% 26% 12% 35% Swimming in lakes 11% 25% 4% 22% 14% 48% 31% 54%

Source of US Traveler Data: The American M arket for Archaeological & Paleontological Experiences in Alberta: A Special Analysis of the 2006 Travel Activities and M otivation Survey (TAM S) (December 2007) , based on TAM S U.S. Special Tabulations, prepared for ATPRC by Research Resolutions, Volume 1, Tables 4 - 13.

Note: “ Total” includes all Americans 18 years of age or over who claim to have taken at least one overnight pleasure trip in the past two years for the main reason of going to paleontological/ archaeological sites and/or archaeological digs. “ U.S. Travelers to Alberta” are Archaeology & Paleontology Tourists who claim to have taken at least one overnight trip in the past ten years or so to an Alberta destination. *Activities shown here are those that are named by at least 1-in-4 Archaeology & Paleontology Tourists as ones they participated in (any) on a recent overnight trip. 1 Caution: small base size.

Source of Canadian Traveler Data: The Canadian M arket for Archaeological & Paleontological Experiences in Alberta: A Special Analysis of the 2006 Travel Activities and M otivation Survey (TAM S) (January 2008) , TAM S Canada Special Tabulations, prepared for ATPRC by Research Resolutions, Volume 2, Tables 4 through 13. Notes: The Regional and Long-Haul columns include the respective Canadians 18 years of age or over who claim to have taken at least one overnight pleasure trip in the past two years for the main reason of going to paleontological/ archaeological sites and/or archaeological digs. *Activities shown here are those that are named by approximately 1-in-4 sector members as ones they participated in (any) on a recent overnight trip.

Given the propensity of Archaeology & Palaeontology Tourists to be international travellers, and also interested in a variety of other cultural, entertainment and recreational activities, Alberta faces competition from Europe and other continents around the world, the United States (particularly sun and sea states) and elsewhere in Canada.

4.6.6 CAMPING (RV AND TENT)

Alberta’s campgrounds are generally fully booked in the summer months, predominantly by Albertans. Camping is one of the most popular leisure activities in which Albertans are involved. Over 40% of Albertans take part in overnight camping as a leisure activity and over three quarters of camping is done using a recreational vehicle. Alberta has one of the highest rates of Recreational Vehicle (RV) ownership in North America, with 18% of households owning an RV.23

23 The Praxis Group (March 2009) Recreational Vehicle Camping in Alberta: A Demand and Supply Side Perspective.

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According to a market study undertaken in 2009 by the Praxis Group, more than $380 million dollars was spent in 2007 in Alberta on camping trip expenditures alone, and that:

 Approximately $700 million dollars is spent on RV purchases in Alberta each year representing about one third of all RV sales in Canada;  Over 20,000 new RV units are sold each year in Alberta, adding to the 800,000 plus RV units on the road nationally; and  Canadian retail RV sales in 2008 grew by 11.8% and indications in early 2009 showed a continuation of strong sales.

Group RV travel is growing in popularity with various RV user groups organizing tours and rallies and several commercial travel companies offer organized tours through Canada and the United States.24 There is also a large group of ‘RV migrants’ - people who live full-time on the road, in some cases working from their vehicle or at various jobs in towns and cities along the way. In the United States it is estimated that between 400,000 and 800,000 people travel year round in an RV.25

The Praxis Group study describes an untapped opportunity that exists in establishing resort-style campgrounds and suggests that a market survey found that almost 25% of Alberta’s RV campers will be looking to own or rent a seasonal site in the future. The study suggests that the escalation in fuel costs will contribute to this change in method of camping and that the development of ‘park model camping units’ will also support the growth of this opportunity.

A number of privately owned time share, rental or owned ‘park model campgrounds and sites’ (i.e. recreational cottage trailers that can be set up on campsites, but have to be professionally moved) have recently been built or are being developed in British Kootenay Vacation Park Model Cabin, Castlegar RV Park and Campground (privately ow ned), British Columbia Columbia.

While most tourism experts support the concept of seasonal RV parks and acknowledge the market demand, there are a number of market challenges, such as:

 Alberta’s climate and the short camping season;  Larger campground sites are required to support the growing size of recreational vehicles; and  There is an increased demand for power and water hook-ups, showers and flush toilets (i.e. more conveniences).

4.6.7 SPORTS TOURISM

There is an increasing awareness amongst various levels of government and other interest groups on the potential economic benefits associated with sports tourism activities such as tournaments, meets and events. Many municipalities in Canada have recently built state-of-the-art multi-purpose entertainment and sports facilities.

24 http://www.gorving.ca 25 Iris Taylor (June 27, 2010) “Growing number of RV migrants live, work on the road”, Richmond Times-Dispatch, http://www2.timesdispatch.com/business/2010/jun/27/rjob27-ar-232487/

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Over the last two years, 2.4% (i.e. 591,158) of adult Canadians attended a national or international sporting event while on an out-of-town, overnight trip of one or more nights26 and 8.5% (i.e. 2,095,970) of adult Canadians played a team sport while on an out-of-town overnight trip of one or more nights.27 The following provides an overview of some of the findings of Canadian Travel Market: Attending National and International Sporting Events While on Trips of One or More Nights prepared by Lang Research using 2006 TAMs data:

 Just over half of the 591,158 adult Canadians who attended an out-of-town sports event (i.e. 310,575) reported that this activity was the main reason for taking at least one trip in the past two years. A curling bonspiel and a national or international event (such as the Olympics) were most commonly cited as the main reason for taking a trip in the past two years.  Relative to the average Canadian Pleasure Traveller, this segment is over-represented among women (53.9%), those 55 or older and especially Senior Couples and Senior Singles. However, despite the average age, those Canadians who attended national and international sporting events were much more active than the average Canadian Pleasure Traveller, visiting historical sites, museums and art galleries, attending fairs, festivals and musical concerts. They were also more than twice as likely to take part in participatory activities (e.g. agri-tourism activities, aboriginal cultural experiences, participatory historical activities).  This segment of Canadian Pleasure travellers are generally less affluent than the other culture and entertainment activity types, reporting the third lowest household income ($74,337) and a lower incidence of having a university education (32.4%).  Canadians who attended an out-of-town sports event are primarily domestic travellers and are over-represented among Canadian Pleasure Travellers in Saskatchewan, Alberta, Manitoba and the Atlantic Provinces. Albertans had the second highest percent of Pleasure Travellers in the country who attended a national/international sporting event on a trip (i.e. 5.5%, surpassed only by Saskatchewan at 6.8%).

The following provides an overview of some of the findings of Canadian Travel Market: Playing Team Sports While on Trips of One or More Nights While on Trips of One or More Nights prepared by Lang Research using 2006 TAMs data:

 Of the 2.1 million adult Canadians who played a team sport while on a trip 60% (i.e. 1,251,296) reported that this activity was the main reason for taking at least one trip over the past two years;  Ice hockey (3.9%) was played most often, followed by baseball or softball (2.3%), soccer (1.7%), basketball (1.2%), curling (1.1%) and football (0.9%).  Those who play team sports while on trips are primarily young (18 to 24), single and male, although this activity type is also over-represented among mature families (families with teenage children) perhaps reflecting parental involvement in a child’s team sports activity. They look for vacation destinations that have lots of things to see and do for both adults and children.  Relative to the average Canadian Pleasure Traveller, Team Sport Players were more active in outdoor activities and entertainment activities while on trips (e.g. golfing, attending sports-related entertainment events downhill skiing and snowboarding). They

26 Lang Research Inc. (December 2007) Canadian Travel Market: Attending National and International Sporting Events While on Trips of One or More Nights (2006 TAMS)

27 Lang Research Inc. (November 2007) Canadian Travel Market: Playing Team Sports While on Trips of One or More Nights (2006 TAMS)

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were also more likely to visit theme parks and exhibits, to attend musical concerts, festivals and attractions and to attend comedy festivals and clubs.  This segment of Canadian Pleasure Travellers is largely ‘middle-class’ with an average level of education and household incomes somewhat above-average ($80,189).  Canadians who played team sports while on trips are over-represented in the Prairie Provinces (Saskatchewan, Alberta, and Manitoba). However, this market segment has less frequent travellers than the other outdoor activity types and they were the second least likely of the 21 outdoor activity types to have taken a trip within their own province or region.

In terms of opportunities to tap into the American sports tourist market, while on an out-of-town trip of one or more nights in 2005 or 2006 approximately 13.5 million American adults played a team sport, 27.6 million American adults attended a professional sporting event; and 3.2 million American adults attended a national or international sporting event.

4.7 Product/Market Match

In terms of product/market match, the identified key market segments will likely seek the following types of services and amenities if travelling within the DPP area:

Dinosaur Provincial Park Lands and Hamlets Near Lake Newell and Kinbrook The City of Brooks Dinosaur Provincial Park Island Provincial Park • Additional campsites • Alternative forms of • Additional campsites • Additional sports and • Roofed accommodation overnight • Fully serviced western Canadian such as platform tents, accommodation (e.g. campgrounds that can activities and events yurts and cabins bed and breakfasts, accommodate large, 5- • Commercial tours, ranch or farm stays) • Opportunities to explore wheel RVs offering day trips to other areas of the Park – • Fully serviced • Cottages or cabins DPP, circle tours) while still ensuring the campgrounds that can available for rent or to • Unique restaurants protection/conservation of accommodate large, 5- purchase and fine dining the sensitive landscape wheel RVs • Rental equipment (e.g. • A revitalized Downtown and features as well as • Recreational motorized and non- with additional visitor scientific activities tours/adventures (e.g. motorized boats, amenities and services horseback riding, • Customized, small-group bicycles) • A pedestrian-friendly experiences hunting, hiking, mountain biking) • Connections (e.g. trails) environment • Additional activities, to other attractions • Opportunities to programs and amenities, within the County of purchase locally grown for visitors staying for Newell and the City of or crafted goods several days in the Park Brooks

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5. BEST PRACTICE RESEARCH

IBI Group undertook case study and interviews with a variety of stakeholders to gain insight to:

 The types of accommodations, activities and infrastructure found in other Badlands;  Innovation in tourist accommodation and programming;  Partnership/operations arrangements between the private sector and public parks;  Struggles/challenges faced by developers and operators; and  Local amenities and products (i.e. potential competition and/or opportunities for collaboration). 5.1 Case Study Research

The case study research focused on tourist destinations that are somewhat comparable to the Canadian Badlands and DPP study area (e.g. designated heritage sites, remote locations, lower volumes of tourists, seasonal, etc.). The following sections describe the operations of tourist accommodation and visitor activities of a number of locations within the US, Canada and Australia and the impact of downtown renewal efforts. A summary of key findings from the case study research and lessons/experiences that are particularly relevant to the DPP and Area Tourism Development Plan Study are provided in Section 5.3.

5.1.1 FOREVER RESORTS AND THE BADLANDS NATIONAL PARK, SOUTH DAKOTA (USA)

The Forever Resorts family of companies was established in 1981. Today it owns and/or operates more than 65 vacation and entertainment properties located in or near National Parks, Recreation Areas and National Forests across the United States, as well as more than 20 properties in Europe and Africa. The visitor accommodation ranges from full service lodges to self-service cabins and campgrounds and the company also offers houseboats for rent.

Within the Badlands National Park, Forever Resorts operates the Badlands Inn, the Cedar Pass Lodge, restaurant and gift shop and the Cedar Pass Campground. Badlands National Park is located in southwestern South Dakota, approximately 80 miles east of Rapid City (population of 59,607 as of the last official US Census in 2000). The 244,000 acre park is home to the world’s richest Oligocene epoch fossil beds (e.g. horse, rhinos) and a mixed-grass prairie ecosystem.

Forever Resorts took over the operation of the Cedar Pass Lodge, the Badlands Inn and the Cedar Pass Campground in 2002. They were awarded the contract following a formal issue for proposals by the National Park Service U.S. Department of Interior. The initial concessioner contract was for three years (i.e. 2002 through 2004) and the contract has since been extended twice.

Forever Resorts is the first and only U.S. multi-location hospitality, marine and lodging operating company that has achieved the International Organization for Standards (ISO) 14001:2004 certification, an internationally recognized standard for Environmental Management Systems (EMS). The company is also a member of Performance Track, a public/private partnership recognizing top environmental performance among participating U.S. facilities of all types, sizes, and complexity, both public and private. Cedar Pass Lodge became a member of the Environmental Protection Agency's (EPA) National Environmental Performance Track Program in September 2005.

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Cedar Pass Lodge Cedar Pass Lodge Restaurant and Gift Store

24 historic cabins built in the 1920s. The only lodging The restaurant is open daily from April to October for and retail facilities located within the Badlands breakfast, lunch and dinner (capacity for 128). National Park. Located near the main entrance and the Ben Reifel Visitor Centre. The gift store sells regional and handmade gifts, souvenirs and convenience food. One and two-bedroom cabins furnished with heat/air conditioning, a coffee pot and a bath. $95/night to $125/night. Open April through October.

Badlands Inn Cedar Pass Campground

A modest inn (motel) located approximately 2 miles from Located within the Badlands National Park near the the main entrance and Cedar Pass Lodge, outside of the main entrance. Open year-round. From April to Park. September there is cold water and flush toilets. Off- season only chemical toilets and water are There are 20 guest rooms furnished with a telephone, available. There are no shower facilities on-site. satellite TV, heat/air conditioning and a coffee pot ($95.00/night). Open May through September. First come, first served basis. A 14-night limit applies during the summer ($14.00/night for RV or campsite There are no other amenities at the Inn. Dining facilities with no hookups and $20.00/night with full hookups, are located at the Cedar Pass Lodge Restaurant. group" campsites are available for $3 per person with a minimum fee of $30).

Over the past five years, the annual average visitation to the Badlands National Park has been 883,114.28 As shown in Figure 31, in 2009 there were a total of 5,874 overnight stays in the Park at the roofed lodging operated by Forever Resorts (i.e. Badlands Inn and Cedar Pass Lodge) and 37,620 overnight stays within the Cedar Pass Campground that is also operated by Forever Resorts.

28 National Park Service U.S. Department of Interior (2010 Issue) Badlands Visitor Guide.

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Figure 31. Visitation (Total and Overnight Stays) to the Badlands National Park in 2009

Recreational Concession Tent RV Back Country Misc Total Overnight 2009 Visits Lodging Campers Campers Campers Campers Stays January 7,332 0 8 27 1 0 36

February 7,639 0 15 11 1 10 37

March 11,875 0 76 34 11 0 121

April 25,911 17 141 118 7 0 283 May 69,831 785 1,714 1,281 148 168 4,096 June 189,139 1,304 4,552 2,227 293 464 8,840 July 249,779 1,063 7,695 2,915 368 215 12,256 August 215,299 1,285 8,504 3,093 318 262 13,462 September 105,471 1,128 2,398 2,071 184 196 5,977 October 32,610 292 217 429 68 34 1,040 November 12,886 0 49 11 11 1 72

December 6,146 0 19 15 0 1 35

2009 Total 933,918 5,874 25,388 12,232 1,410 1,351 46,255

Source: National Park Service U.S. Department of Interior

According to Forever Resorts, in past years the National Parks Service required private sector concessioners to put forth capital for new visitor facilities and infrastructure but in more recent years the agency has moved towards asset ownership. The National Park Service now funds and constructs all roads, sewer, water and buildings and then hires operators. This not only provides the National Parks Service with greater control of development and activities within its Parks, but results in greater revenues over the long-term through fees and capital maintenance contributions.

The National Parks Commercial Services department works with concessioners to set what is called a ‘franchise fee’, which is paid by the concessioner to the government based on the value of the contract to the concessioner. The franchise fee is set at a level where a reasonable opportunity for net profit relative to capital investment and obligations of the contract exists. The majority of the franchise fees go to the park in which the concessioner operates.

Forever Resorts reports that concessioners within National Parks are charged annual operating fees which range between 18% and 25% of the total gross concession revenues:

 Franchise operations fee of 10 to 15% of total gross revenues;  3 to 5% of gross total revenues for capital maintenance reserve for rehabilitation/renewal of Park-owned infrastructure (e.g. buildings, roads); and  5% routine maintenance (e.g. painting, small repairs).

Forever Resorts suggested that the cabins, restaurant and gift shop at Cedar Pass generates approximately $2 million in gross revenues per year. The company does not operate any programs or activities at the Badlands National Park, but it does in other National Parks and public reserves.

Revenue is generated through Park entrance fees, which are collected at the two visitor centres located at opposite ends of the Park, along with programming and concessioner fees. The National Park Service has struggled with budget shortages over the past few decades. According to various studies and reports, chronic budget problems at the Badlands National Park has made it difficult for park staff to keep up with new fossil finds and visitors' center hours have been reduced.29 Annual budget shortfalls have also

29 Gantenbein, Douglas (August 2004) “Our National Parks are in Danger: They don’t have to be”, Travel + Leisure

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resulted in volunteers leading approximately 40% of the interpretive programs at the Badlands National Park30

As part of the $2.4 billion National Park Service budget for the 2008 fiscal year and other funding initiatives to encourage public-private investments in preparation of the National Parks Service’s 100th birthday in 2016, an increase in annual operating funds of $642,000 for the Badlands National Park was identified for 2008. This additional funding was applied towards restoring the visitor center hours and education outreach programs, providing monitoring and protection of wildlife, and accomplishing routine preventative maintenance of park facilities.31

While almost one million people visit the Badlands National Park each year, most stay less than two hours. The National Park Service has been developing a range of activities to encourage visitors to stay for several days. Current activities include:

 Guided visits/hikes (on foot, vehicle and horseback);  Programming (e.g. Night Sky, Junior Rangers);  Artists in Residence Program;  Daily Walks and Talks (e.g. Geology, Fossil, Prairie);  Tipi Village;  Open backcountry policy that allows the public to hike and camp throughout the Park; and  Numerous trails, including the Notch Trail that includes a log ladder and ledge climb.

There are currently no private tour operators at the Badlands National Park, and all programs and guided activities are provided by Park staff or Park Rangers. However, the National Parks Service does allow private tour operators within its parks, through a Commercial Use Authorization (CUA) permit (e.g. motor coach tours, white water rafting, hiking, marinas). The Commercial Services Program of the National Parks Service administers nearly 600 concession contracts that, in total, gross over $1 billion annually and these concessioners employ more than 25,000 people in a variety of fields during peak seasons. As per the National Parks Service Concessions Management Improvement Act of 1998, concession operations "are consistent to the highest practicable degree with the preservation and conservation of resources and values of the park unit." The term of a CUA generally does not exceed 2 years and no preferential right of renewal or similar provisions for renewal may be provided. A film that describes the evolving role of concessioners in the National Park Service can be viewed at http://concessions.nps.gov/tools_ept.htm.

5.1.2 TURLEE STATION STAY AND THE NEW SOUTH WALES NATIONAL PARKS AND WILDLIFE SERVICE (AUSTRALIA)

Turlee Station is a family-run working sheep and wheat station in the western end of New South Wales (NSW), Australia that also offers farm stays to tourists. The family’s private land holdings are located within the Willandra Lakes World Heritage Area, a 240,000 hectare area of dry lakebeds rich in fossils and Aboriginal history and it is a short drive away from Mungo National Park, home of major archaeological finds (e.g. the oldest human remains found in Australia and a 20,000 year old human footprint track-way). The relatively isolated national park, located 880 kilometres west of Sydney, is visited by approximately 38,000 people each year.32

30 Rennicke, Jeff (Spring 2007) “Keepers of the Light”, National Parks 31 National Parks Service U.S. Department of the Interior, President's Fiscal Year 2008 NPS Budget Proposal to Impact Park Operations at Badlands

32 The Encyclopedia of Earth. http://www.eoearth.org/

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The Wakefield family has operated the 140,000 acre station since 1973 and it runs up to 10,000 head of sheep and harvests up to 7,000 acres of wheat annually. Turlee Station has been operating as a farm stay for only three years. The owners indicated that many locals were not supportive of the initiative, viewing it as just a little side line to the property and not a true business. Visitation to Turlee Station has rapidly grown through brand awareness and marketing efforts. Approximately 160 people stayed overnight in 2007/2008 and in 2009/2010 over 1,000 people stayed overnight. The owner’s ten year plan is to reach 5,000 visitors per year. Local government encouraged the endeavor and assisted with the development application process.

Currently four types of modest accommodation are available at Turlee Station. A new fully furnished accommodation is almost complete. Guests have access to equipped communal kitchens and communal bathroom and toilets. General groceries and other provisions are not for sale, but guests can purchase breakfast provisions and lunches and dinners available for groups of 10 or more. A licensed bar is operated whenever there is a full house.

Shearer's Quarters Colourbond Building

Authentic rustic shearers’ quarters. Family, double and To be completed in mid 2010. Will comprise four self- single dormitory-style rooms. $20 per adult per night. contained quarters each with private kitchen, lounge/dining area, bedroom and bathroom. Each $10 for kids ages 4-15yrs. 3 years and under - free room sleeps a maximum of four people with a queen Family Price $50 (2 adults 2 kids). size bed and fold out double sofa.

$120 per night, $10 extra per person per night.

Bush Bungalow Camp Sites

Located in a peaceful, shaded area away from the Available on a shaded hilltop. Guests must bring their dorm rooms at shearer's quarters. Private room with own camping equipment but firewood is provided along upgraded furnishings and beddings, recently painted with hot showers and septic toilets. and fold out shutters to enjoy the outdoors. Guests share communal kitchen and bathroom facilities at the $8 per adult per night. $6 for kids ages 4-15yrs. shearers’ quarters. 3 years and under - free. Family price $25 (2 adults 2 kids). $60 per couple per night. Two night minimum stay.

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There are two other privately-owned tourist hotels in the local area. Two campgrounds and new dormitory quarters owned and operated by the government are available within Mungo National Park. The Wakefields make an effort to offer something different than these other accommodations and focus on providing an overall experience. They do refer guests on to the two other providers if they feel that travellers are better suited to that particular style of accommodation.

The majority of Turlee Station guests come from inner city Melbourne and Sydney. Guests can participate in sheep shearing and sheep dog working demonstrations, water runs with the farm workers, 4WD vehicle tag along tours. However, these activities are carefully planned to ensure that the station still is efficiently run and that visitors do not interfere with the necessary farming work. The owners caution that while tourists can be involved in some of the farming activities (e.g. checking stock waters), they are not extra workers.

While partially located within a designated world heritage area, the Wakefields do not require any permits or licensing to conduct tours through their own property. Turlee Station is currently working with the Southern Rivers CMA (Catchment Management Authority) and World Heritage to secure funding for a self-guided drive tour through the world heritage area of the property. The Southern Rivers CMA is a locally based and managed organization established under the Catchment Management Authorities Act 2003 to facilitate and coordinate the management of natural resources in the Southern Rivers region. It reports to the Department of the Environment, Climate Change NSW (DECC). Through the Southern Rivers CMA and its partnerships and programs, the NSW and Australian Governments provide funding for strategic on-ground works to help protect and restore natural resources across the landscape.33 The Southern Rivers CMA approached the Wakefields about opportunity and is assisting the family in securing the necessary planning/permitting approvals.

The Wakefields suggested they also have good personal and working relationships with Mungo National Park staff and noted that such relationships are essential to the success of operating a business adjacent to a national park. They make an effort to socialize with the National Park on a fairly regular basis. The National Park staff and Sunraysia Environment ( a land, water and environmental consulting firm that provides professional services and solutions to companies and all levels of government), have also started to hold their meetings at Turlee Station, hence proving their continued support and enjoyment. Turlee Station does not offer tours to Mungo National Park, due to lack of resources (staff or time) and because there are already a number of operators that offer tours within the Park (i.e. offered by both private operators that are licensed by the Department NSW National Parks and Wildlife Service and National Parks Wildlife Service Park Rangers during school holidays). To ensure a balance between conservation of its unique natural and cultural heritage and commercial recreational use, the DECC licenses commercial recreation and tour operators who offer guided tours, instructional or educational courses and other leisure activities in NSW’s national parks and reserves.

In 2008 a review of the licensing of commercial activities was identified by a DECC Taskforce for Tourism and National Park as vital step in supporting the growth of a dynamic and sustainable nature-based tourism and recreation industry and increasing visitation to its parks and reserves. A submission to the Task Force also recommended that an introductory and specialist training module and set of guidelines be developed to help DECC staff become familiar with the tourism industry and planning for visitors and tourists.34 One of the first activities in the staged roll-out of a major new state-wide commercial tour operator licensing system called ‘Parks Eco Pass that is to be released shortly, is the profiling of licensed operators on the NPWS website. The web initiative seeks to encourage enhanced participation and visitation by ensuring that quality information is available on the licensed guided tours and activities. The new licensing system is intended to bring a range of benefits for both operators and NPWS, including improved clarity, consistency and certainty around licensing, the encouragement of ecologically sustainable and culturally appropriate visitor use of national parks and reserves, and higher operating standards.35

33 http://www.southern.cma.nsw.gov.au/about_us-role_of_SRCMA.php 34 NSW Department of Environment and Climate Change Task Force for Tourism and National Parks (2008), Submission to the Taskforce for Tourism and National Parks 35 http://www.environment.nsw.gov.au/explore/issue06/index.htm

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A study undertaken in 2008 by a team from Southern Cross University focused on the quality and nature of commercial lease arrangements between the NSW National Parks and Wildlife Service (NWPS) and private tourism providers. The challenges of balancing management plans for protected areas and the individual interests of stakeholders with whom park staff must collaborate was explored and the following best practice principles were identified:

1. Lease management bureaucracy – a strategic, coordinated and organization-wide approach is taken to the identification and development of lease arrangements. 2. Sourcing and selecting lessees – the sourcing and selecting of potential lessees is facilitated in a manner which is clear, inviting and encouraging and provides applications with good insight into the nature of partnership with NPWS. 3. Public recognition of partnerships – partnerships with lessees are publicly and openly recognized and promoted, on an ongoing basis. 4. Responding to simple requests – lessees’ simple requests are responded to in a timely and efficient way, so that their businesses can continue to operate in a professional manner 5. Negotiating complex requests – NPWS is proactive in strategically predicting lessees’ more complex requests and provides a clear structure for their resolution. 6. Working together – NPWS capitalizes on their lessees’ skills, knowledge and services and utilizes these assets. 7. Succession planning – the personal commitment of lessees to their businesses is recognized and their long-term business goals facilitated.

The study concluded that in commercial public private partnerships, protected-area managers need to move beyond viewing tourism operators as mere “lessees”, and see them instead as valued and long- lasting “partners”.36

5.1.3 MOUNT ASSINIBOINE LODGE AND BRITISH COLUMBIA PARKS (BC PARKS)

Mount Assiniboine Provincial Park is part of the Canadian Rocky Mountain UNESCO World Heritage Site and is located west of the British Columbia-Alberta border, 48 km southwest of Banff. Camping, hiking, mountain climbing, skiing, fishing and horseback riding are the main activities.

There are no roads in the 39,050 hectare park and trails provide the only land access. The only full service roofed accommodation in the Park is the Mount Assiniboine Lodge, which is situated at an elevation of 7,200 feet and was built by the Canadian Pacific Railway in 1928. Today it is owned by BC Parks and has been managed by a private operator since 1983. The operator also manages self-service roofed accommodation (i.e. the Naiset huts/cabins and R.C. Hind hut owned by B.C. Park). The Lodge and huts are accessible by helicopter, hiking, or skiing. There are also approximately 75 wilderness, walk- in campsites in the Park and backcountry camping is permitted.

Guests at Mount Assiniboine Lodge can participate in personalized guided skiing and hiking lead by trained UIAGM/IFMGA mountain guides (i.e. Union Internationale des Associations de Guides de Montagnes/International Federation of Mountain Guide Associations). All guides and commercial groups are required to have a Park Use Permit from the Ministry of Environment (BC Parks).

36 Wilson, E, Nielsen, N & Buultjens (2009) 'From lessees to partners: exploring tourism public-private partnerships with the New South Wales National Parks and Wildlife Service', Journal of Sustainable Tourism, vol. 17, no. 2, pp. 269-285.

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Assiniboine Lodge (main lodge and sleeping cabins)

Six sleeping rooms (2 people per room) are located in the main lodge. Lodge guests share bathroom facilities and a living room.

Six log cabins, located near the main lodge and outhouses, are equipped with cold water, propane heat and lights (4 private cabins for two people and 2 shared cabins for 3 to 5 people).

Summer: Lodge $260 per adult/night and cabins $260 to $320 per adult/night. Winter: Lodge $230 per adult/night and cabins $230 to $290 per adult/night. Rates include lodging, hiking guide services and meals. Children’s rates available.

Naiset Huts Hind Hut

Five basic, rustic huts (9 x 12 feet). Built by the Alpine Built by the Alpine Club of Canada for B.C. Parks in Club of Canada in 1925 and in 2006 BC Parks 1971. The hut is a one room pre-fabricated arch-style completed a cookhouse shelter. The huts include building (16 x 20 feet). The Hind Hut sleeps 12-15 double and single bed bunks and can hold between 5-8 climbers. It can only be accessed by experienced people per unit. Outhouses and water are available climbers. on-site. The hut is supplied with mattresses, a table and The huts come with a ‘use at your own risk’ waiver. benches, and a two-burner propane stove (for cooking They are maintained and supplied by Mount only), dishes and cutlery. There is an outhouse close by Assiniboine Lodge (located five minutes by walking as well as potable water. from the Naiset Huts). Visitors are encouraged to respect the privacy of Mount Assiniboine Lodge guests. The Hind Hut is maintained and supplied by Mount $20.00 per Assiniboine Lodge. person/night or $20.00 per person/night. $35.00 per family/night. Occupancy is limited to 7 consecutive days and a maximum of 14 days in any one year.

The contract to operate Assiniboine Lodge was publically tendered in January 2007, towards the end of the ten year contract. The existing operator was the only bidder who submitted a proposal to BC Parks but their proposal was not accepted and they entered into direct negotiations with Parks. Major issues included an economically viable deal for the small company and guarantees of tenure security. The operator withdrew from negotiations in December 2007 and operated under a permit extension until October 2009. They will operate the Lodge for one more year under a permit extension and in 2011 the Assiniboine Lodge will be closed in the summer season for renovations. The operators are awaiting the terms of the next operations proposal to be issued by BC Parks.37

37 The Mount Assiniboine Lodge Public Tender Bid- November 2009 Update, http://www.canadianrockies.net/assiniboine/

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5.1.4 LAJITAS RESORT & SPA, TEXAS

Lajitas Resort & Spa is a mixed-use development that includes a 103-room resort, public golf club, and real estate division. It is located on 27,000 acres of privately owned lands that lie between Big Bend National Park (located 22 miles east) and Big Bend Ranch State Park (located 45 miles east). The resort is 100 miles from the nearest population center of any size. Lajitas is home to just 75 people. El Paso, located 320 miles east, had a population of 563,662 as of the last official US Census in 2000.

Only 5,000 acres of the 27,000 acre desert property will ever be developed. Development of the site began in 1976 with a Wild West-style hotel, RV Park and condominium units. In 2000 the resort was purchased for $4.5 million and the private developer invested $100 million into the property but declared bankruptcy in 2007 when a $12.5 million loan came due but could not be repaid. The property was then bought in 2008 for $13.5 million. The former owner tried to capitalize on that remoteness by billing it "The Ultimate Hideout" and revamping it into a playground for the rich. The concept has since been reworked so that the resort is opened up to the public.38

A variety of styles and sizes of hotel rooms are offered and prices range from $150 to $500 per night. Maverick Ranch, a luxury RV park is also located at the resort. It features 60 full hook ups, WiFi, bathrooms with private showers, an exercise room, meeting space and a swimming pool.

The RV park charges $29 to $35 per night, $200 to $225 for weekly rentals or $575 to $625 per month. Guests of the RV park may enjoy all of the resort amenities and activities including the Agave Spa, ATV tours, horseback trail rides, equestrian activities, Lajitas Five Stand skeet and sport clay shooting.

5.1.5 EXAMPLES OF LOCAL/REGIONAL LODGING AND DESTINATIONS

As previously noted in Sections 2 and 3, there are many hotels/motels in the study area, as well as a number of smaller inns, bed and breakfast establishments and campground sites. Other areas within the Canadian Badlands Region, the Province of Alberta or adjacent provinces and states, offer a wider range of unique or specialized visitor accommodation. These destinations/products could be considered either competition for DPP and surrounding area, or offer opportunities for collaboration (e.g. regional tours, cross promotion).

Chief Crowfoot Tipi Village, Blackfoot Tipi Village is located at Blackfoot Crossing Historical Park. The Park Crossing Historical Park, Alberta includes a newly built eco-friendly conference centre, a library, restaurant and gift shop. Tipis equipped with a stove are available for $35 per person/night. Bedding is available at an additional fee. No shower facilities are available on-site. A range of programs and demonstrations are available (e.g. hand drum making workshop, pow wow singing and dancing , native crafts, hide tanning demonstrations). Blackfoot Crossing Historical Park was the winner of the 2007 Travel Alberta ALTO Award for Sustainable Tourism.

38 Edwards, Jennifer (February 23, 2008) “Lajitas, The Ultimate Hideout for the Masses”, Midland Reporter-Telegram.

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Waterton Lakes Resort, Alberta Waterton Lakes Resort is the newest property in the Park. It features an 80-suite resort on 4 acres of land, 11 separate chalet style guest suites and a wide range of and activities. Prices range from $120- $245 dependent on type of accommodation and the time of year. The Waterton Community lands are owned and administered by the federal government and is subject to the National Parks Act and regulations. A select number of guides are licensed to operate in the National Park that are certified by the Association of Canadian Mountain Guides (ACMG). The Canadian Wilderness Tours and White Mountain Adventures offer tours of the Park. White Mountain Adventures is accredited by the Mountain Parks Heritage Interpretation Association which recognizes businesses that encourage excellence in the interpretation of nature, history and culture in the Rocky Mountain national parks and surrounding areas. The Waterton Lakes/Bar U Field Unit advised that they will not be issuing any additional boat tour, boat rental or horse outfitter licences, as they currently have one of each, and that there is currently a moratorium on the number of Outfitters to be located in the Park. The Ranch at Rock Creek, Montana An all inclusive resort located on 6,660 acres of Montana ranchland that offers lodging, meals, beverages and activities such as horseback riding, fishing, mountain biking, sport clays, archery, paintball and selected off-ranch activities and excursions. Granite Lodge: $800-$950/person/night. Riverside Canvas Cabins: $825-$1,100/person/night. Rooms & Cabins: $850-$1150/person/ night. Log Homes: $5000-$6,200/night.

Palmer Ranch, Pincher Creek, Alberta The Palmer Ranch is located in a secluded valley and offers guided deer hunts in the fall, fly fishing in the summer and other wildlife tours. The lodge has two rooms with double beds and six rooms with two single beds to accommodate up to 14 people. 6 day packages are $3,500 (USD) and include guiding, meals, accommodation and transportation.

Camp Morton Provincial Park, Manitoba 14 family cabins (eight 4-person units and six 6-person units). The cabins are fully furnished with rustic furniture, an equipped kitchen, cold running water and flush toilets, a picnic table and barbeque pit. Yurts are also available which can accommodate up to 5 people. The fabric structures are equipped with windows, a skylight; a lockable door, electricity, heating and furniture/bedding. Yurts are $40 / night, cabins start at $68 / night. Minimum 2 night stay for both.

La Reata Ranch, Kyle, Saskatchewan A working cattle ranch with guest accommodations located in the hills above Lake Diefenbaker. Guests stay in western-style wood cabins (8 log-cabins that can accommodate between 2 and 4 people. Each cabin has a private washroom. Activities include horseback riding, swimming, boating and fishing on Lake Diefenbaker, wildlife viewing, etc. Fees include ranch and riding activities, meals and accommodation. One-week stay: adults $1,295, youth $850, children $665 and there is no charge for children under 4. Weekend Getaway (Fri. afternoon to Sun. afternoon): adults $395, youth $295 and children $195.

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Crowsnest Mountain Resort, Crowsnest An 85-space RV Park (42 are available year-round and 43 are Pass, Alberta available for seasonal use) and cabin resort located in the old growth forest with spectacular mountain views. The RV sites can be rented by the day, week, season (May to October) or long term for up to 25 years with the opportunity of transferring or selling to a third party. Fully furnished cabins are also available for rent for $115 to $140 per night. A secluded on-site restaurant offers 3 outdoor patios and can accommodate private parties/groups.

Wolfstone Crowsnest Pass, Alberta Wolfstone Crowsnest Pass has been designed with a village atmosphere in mind. It is anchored around a central town square that features a restaurant and lounge, as well as a large outdoor ice skating rink during the winter. The first phase (a 13 lot residential development) is sold out and phase 2 is to be released shortly. While the majority of the homes will consist of two-storey townhouses, a select group of apartment-style condominiums will also be available.

Clayoquot Wilderness Resort, British A premier eco-safari destination (‘glamping’) comprised of 20 deluxe Columbia guest tents and common areas are offered from mid May to the end of September. Activities include whale watching, rainforest walks, horseback riding, kayaking, mountain biking, fishing, bear watching, sailing, cooking classes, etc 3, 4 or 7 nights range from ($4,700 to $11,000 per person) all inclusive of return airfare from Vancouver to the resort, deluxe accommodation, all meals and snacks, all beverages (including alcohol), massage treatments and all guided activities. The resort is owned by the Genovese Family Trust.

5.1.6 EXAMPLES OF DOWNTOWN RENEWAL

Municipalities throughout Canada have experienced success with economic development and improved visitor experiences/tourist volumes through the implementation of downtown renewal and historic preservation efforts. Heritage Canada Foundation’s Main Street Canada program has helped improve downtowns’ attractiveness, quality of life, commercial viability, and sense of identity. The first decade of the program resulted in the following:

 700 major building renovations;  6,000 jobs and 1,500 new businesses created;  $90 million invested in participating communities; and  Each dollar invested by Main Street Canada generated $30 of private investment in the community.39

39 Heritage Canada Foundation (March 2009) Main Street: Past and Present, Prepared for the Saskatchewan Tourism, Parks, Culture and Sport

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The following provides examples of downtown renewal initiatives.

Main Street Programme, Town of The Town of Nanton has a local trading area population of 5,000 and Nanton, Alberta a regional trading area population of 15,000. The Town was able to revitalize its downtown area through the Alberta Main Street Programme. The program encouraged the restoration of building facades, downtown beautification and guidelines for signage, lending to the “historic” theme of the Town. Approximately $367,000 in funding was contributed by the government (i.e. $47,000 from the federal government, $270,000 by the Province and $50,000 by the municipality). This public funding helped generate the following economic impacts:  Contribution of approximately $252,000 in private sector funding (e.g. building owners and tenants)  35 new businesses; and  40 new jobs. Through its Municipal Sustainability Planning Document (2009), the Town of Nanton continues to promote efforts to restore the history of Downtown Nanton.

Downtown Improvement Area, Town of The Town of Salmon Arm has an established Downtown Salmon Arm, British Columbia Improvement Area with an association which assists in the revitalization of the Downtown through the following methods:

 Grants to help offset the costs of conceptual drawings for the revitalization of downtown properties (up to $500).  Design guidelines for the town centre.

Revitalization Tax Exemption – introduced through a Community Charter in 2004. The program applies to new improvements or alterations of an existing improvement where the alteration has a value in excess of $75,000.

Cambridge Core Area Revitalization In 1997 the City of Cambridge developed a Core Areas Revitalization Program, City of Cambridge, Ontario Program to help developers and investors with redevelopment in the City. The City offers the following programs and incentives to Fee Exempted, Loans and Grants - encourage private sector development/investment: Financial Incentive Programs  Contaminated Sites Grant Program – Grant up to 100% of Program 2004 Totals 2005 Totals restoration costs (maximum of $1,500 per residential unit and/or Development $10 per sq. m. of GFA). Charges Fee $369,174 $1,407,084.47 Sign Permit Fee  Building Revitalization Program – Interest-free and partially Exemption $6,520 $2,940 forgivable loans on a matching basis. Building Permit  DesignGuide Program – Grants of up to $1,000 to fund Fee Exemption $87,965 $303,212.58 preparation of design concepts. Development $11,200 $17,200  Various Planning and Development Fee Exemptions. DesignGuide

Program $27,000 $3,750 Building The funding provided by the City of Cambridge through the core area Revitalization financial incentive program grew from $556,715 in 2003, to $675,911 Program (BRP) $14,885 $126,955.82 in 2004 to $1.9 million in 2005. Contaminated Sites Grant It is estimated that every $1.00 funded through the Building Program $157,917 $28,500 Revitalization Program & the DesignGuide Program is matched by Realty Tax $4.00 in private investment. Grant Program $2,250 $14,566.38 Totals: $675,911 $1,904,209.25

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Main Street Project and Historic The Black Diamond Main Street Project establishes the Black Downtown Design Standards, Town of Diamond Historic Downtown Design Standards which aims to capture Black Diamond, Alberta the unique “Boomtown” era look of the Downtown.

The Town has recently erected three town map / business directory billboards. They are designed to keep residents up-to-date and help direct visitors to the retail and main street businesses in Black Diamond's downtown. core

Heart of the City Master Plan and The Heart of the City initiative is a broad-based community Community Improvement Plan, City of rejuvenation plan which brings together business, community and Cornwall, Ontario civic interests to focus resources on the creation of a liveable and economically vibrant urban core. The Community Improvement Plan promotes redevelopment of underused and vacant properties through the provision of:

 Rehabilitation and Redevelopment Grants (Tax Increment Grant);  The Building Restoration and Improvement Program (combination of grants equivalent to a proportion of the work value and on a matching funds basis to a maximum of 50% of eligible costs and partially forgivable loans. In the first three years of implementation over $6 million was invested in new construction, renovations and facade upgrades, resulting in a ratio of 5.5 ~ 1 private versus public funding. The site of the former King George Hotel, which was destroyed in a fire almost 100 years ago, is to be redeveloped as a multi use 4-story mixed-use project. The developer will receive amongst other fees, a redevelopment grant of the new municipal taxes paid over a 10-year period in the area of $720,000.

5.2 Stakeholder Input

IBI group sought input from a range of government agencies, tourism organizations/associations, tourism operators, academic institutions, landowners, First Nations groups and the private sector (e.g. investors, hotel operators etc.). A list of stakeholders was established with input from the Project Steering Committee prior to determining a strategy for communication. Contact was made to approximately 55 stakeholder groups and individuals during the months of March, April and May of 2010. A listing of those groups and people that provided input to the study is located in Appendix A.

Stakeholder input was solicited using three methods:

 In-person interviews;  Telephone interviews; or  Email survey questionnaires;

Interviews were guided by basic themes catered to each stakeholder group. However, the interviews did allow for the conversation to flow naturally from one theme to another and for additional input to be provided. The interviews were undertaken in confidence. As such, the feedback obtained from the various groups and individuals has been summarized below in general themes.

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5.3 Key Findings of Case Study Research and Stakeholder Input

From the case study literature and website review, and valuable input received from private operators and government agencies and other stakeholders, the following key themes, concerns and lessons that are particularly relevant to future development and tourism in the DPP and area were revealed:

The private sector will not invest in new visitor infrastructure or activities with the hope that ‘people will come’.  While hotel occupancies have been stabilizing and the travel industry is projected to rebound somewhat over the next few years, the declining operating performance of hotels, continued constriction of available debt have resulted in the stoppage, postponement, and cancellation of numerous projects across all hotel product types.40  Four critical variables determine whether or not a resort will make a profit: capacity, the length of the season, the amount of capital investment, and the amount of revenue per visit.41  Successful four-season resorts must offer a range of winter and summer facilities and activities.  There are limited possibilities for winter activities in DPP and the larger study area (i.e. minimal snow fall, unpredictable weather, small market for ice fishing).  A major challenge for the study area is the size and the vast open spaces and distances between tourism assets.  Some confusion exists for tourists and consumers as to which attractions and amenities are located within Drumheller and DPP (e.g. some visitors expected to see the Royal Tyrrell Museum while visiting the DPP area).  Business owners and companies will not invest unless they see a viable and sustainable commercial opportunity.  While an interested developer or operator will undertake their own background research and due diligence, they must also have access to available official tourism statistics and market trend data (e.g. annual park visitation, traffic volumes).  A full time Economic Development Officer is required for the study area.  Interest in developing tourism facilities within the area has been expressed by some developers.  The City of Brooks and the County of Newell would benefit from creating a tourism/ events officer position to help promote usage of its new sports and entertainment venues. A comprehensive planning framework is required for DPP:  The landscape of the Canadian Badlands is very sensitive. The requirement for ongoing protection, preservation and maintenance of the integrity of DPP must be carefully considered when reviewing future development proposals.  An up-to-date, approved Park Management Plan is critical in order to attract private- sector developers or operators. This Plan must clearly map destination/locational opportunities (and constraints) and the goals and objectives of the Park agency.

40 Sahlins (November 27, 2009) “Hotel development cost survey 2009”, 4 Hotels Hospitality, Hotels and Travel News, http://www.4hoteliers.com 41 Mill, Robert Christie (2001) Resorts: Management and Operation.

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 Park plans and community land use plans should allow for a certain level of flexibility to encourage and accommodate private sector development (e.g. permissions/restrictions on the type, size, location of new development, the types of permitted activities, length of concession contract, etc.).

A coordinated/simplified planning approvals process is attractive to potential investors/ developers:  Development within tourism regions that cross geographic and political boundaries/borders can be constrained by onerous or lengthy processes, management bureaucracy, lack of synergy, fractured attitudes or varying levels of commitment towards new development and investment.  The study area would benefit from improved communication processes and on-going coordination efforts between various governments and agencies. Concessioners fill a vital role in helping provincial/state and national park agencies provide services to visitors:  Concessioners specialize in hospitality operations and are therefore able to provide quality services at reasonable prices, often whereas government agencies are not.42  Commercial recreation and tour operators can play an invaluable role in promoting parks and encouraging visitors to appreciate, understand and enjoy them.43  Private sector developers and concessioners should be seen as valued and long- lasting “partners” of national and state/provincial parks. The individual interests and business needs of the concessioners/operators must be recognized to ensure a mutually beneficial and sustainable relationship (e.g. reasonable fees, longer contracts, assistance with marketing and promotion, on-going public sector investment in park infrastructure and programming).44

Eco and Geotourists are interested in quality, unique experiences:  Despite the wealth, education and age of the types of people who may travel to UNESCO World Heritage Sites or participate in learning vacations, luxury accommodation is not necessarily a requirement, as seen by the success of established businesses that offer northern exploration, safaris, outback and desert retreats, etc.  DPP attracts a certain type of visitor, and there is a niche market for the activities which are currently available at DPP.  There is a growing interest in authentic hands-on vacation experiences and unique accommodation. Research reveals that farmers and ranchers who engage in tourism have faced criticism from other community members. However, there are tourists who are willing to pay to participate in activities they normally do not encounter, but may be considered a normal part of life by residents (e.g. cattle ranching, farming).  Beyond DPP and KIPP there are limited activities to encourage prolonged visitor stays.  New opportunities and activities appear to be embraced by the local population such as the Kinsmen Run through DPP (first introduced in 2009).

42 http://www.concessions.nps.gov/index.htm 43 http://www.environment.nsw.gov.au/NationalParks/touroperators.aspx 44 Wilson, Erica, Nielsen, Noah, and Buultjens, Jeremy (March 2009) “From lessees to partners: exploring tourism public-private partnerships within the New South Wales national parks and wildlife service”, Journal of Sustainable Tourism, Issue 2.

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 The vast open spaces and distances between tourism assets is a challenge, and clustering new development and activities in nodes would be beneficial.  While traditionally seen in sun destinations (e.g. the Caribbean, Mexico), tourism operators are providing all-inclusive vacations to wilderness locations, where all aspects of travel, accommodation, activities and food and beverage are included in one upfront price.  It is important to differentiate new tourism products (e.g. overnight accommodation) from existing offerings.

Community aesthetics and infrastructure play an important role in creating a positive visitor experience:  Public investment in community improvements and revitalization stimulates private sector investment and other benefits such as new jobs, new tax dollars and increased visitor spending.  Downtown Brooks would benefit from investment and revitalization in order to be able to act as an anchor which would attract tourism to the surrounding areas.  For Duchess and Patricia to act as service centres for visitors to DPP, further investment and upgrades (e.g. community infrastructure, commercial services and amenities) is required.  The City of Brooks does not have the resources to fund all the necessary infrastructure and tourism initiatives in Brooks (e.g. trails, downtown, and promotion).

It is important to track the economic impact of tourism investment:  The ongoing assessment and monitoring of the economic impacts of national and state/provincial parks can help strengthen the case for additional public funding to pursue conservation and improvements to visitor services.  While high-end forms of tourist accommodation or activities can generate greater revenues, various studies have found that total spending is not necessarily a good measure of local economic impact because leakage rates differ across various types of tourists and tourism. Leakage can be particularly high in the case of luxury tourism where accommodation and service providers tend to be owned by non-local companies or investment companies. 45  Retained spending and economic benefits to a local community are largely associated with the length of stay and use of local businesses and amenities. Some researchers suggest that auto tourists generate the highest value-added economic yield, while campers and comfort travellers are medium generators and those visiting friends and relatives and backpackers generate the lowest value-added economic yield.46

45 Sandbrook, Chris (2010) “Local economic impact of different forms of nature-based tourism”, Conservation Letters. 46 Butcher Partners Ltd Consulting Economists and Landcare Research (November 2007) Economic yield associated with different types of tourists – a pilot analysis, Discussion Paper.

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6. OPPORTUNITY ASSESSMENT

The purpose of the Dinosaur Provincial Park and Area Tourism Development Plan Study is to identify the most achievable or critical opportunities that will help ‘ripen the DPP and area’. IBI Group reviewed a broad range of development and activity/programming opportunities as well as processes which could help better position the study area for tourism. Opportunities to improve investment readiness (i.e. ‘small wins’) and larger-scale ‘signature projects’ were considered.

From the detailed assessment of the character of the study area, historic visitation, tourist motivations, market trends and best practice research, a recommended vision for the study area was brought forward, along with a recommended short list of opportunities and highest priority opportunities that could help:

 Remove barriers to investment;  Create investment readiness; and  Create critical mass.

This assessment of the most critical and achievable opportunities focuses on how to expand markets which are the most realistic and best fit for the study area, it does not propose trying to work against market forces and recognizes challenges and constraints. 6.1 Vision for the Study Area

As identified in the Strategic Plan for the Canadian Badlands, “The vision for the Canadian Badlands is that of a region that will become a major iconic destination for Alberta, to complement the role played by the Canadian Rockies in encouraging travel to and in the province.”

A more localized two-pronged vision is recommended for the study area:

Recognize and further enhance opportunities in Dinosaur Provincial Park to experience the landscape and a sense of geological time and place; and

Recognize and further enhance opportunities to establish Kinbrook Island Provincial Park and Lake Newell as an increasingly important (seasonal) tourism and recreation asset.

With this vision in mind and the mandate of the study, a detailed review of the opportunities, brought forth in previously undertaken market studies, assessments and visioning strategies, and by stakeholders and the study team as part of this assignment, was undertaken.

6.2 Review of Previously Identified Opportunities

As shown in the Reference Section of this report, over the past several years numerous market studies, opportunity assessments and visioning strategies have been completed for the Canadian Badlands Region and specific communities and assets within the region. IBI Group undertook a review of background documents and compiled a list of the identified development, activity/programming and process opportunities that are applicable to the study area.

Almost 100 different opportunities were identified that fall under the following categories:

 Dinosaur Provincial Park;  Lands/Communities Adjacent to Dinosaur Provincial Park;  Kinbrook Island Provincial Park and Lake Newell;

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 City of Brooks; and  General Canadian Badlands Region.

The opportunities ranged from smaller scale activities/initiatives (e.g. bird watching tours, bed and breakfasts) to large developments (e.g. boutique hotel). A full listing of these identified opportunities, some of which have been completed or are underway, is provided in Appendix B.

With careful consideration to the characteristics and assets of the study area and existing market gaps, tourism trends, access to visitor markets in the context of Alberta tourism, product market matches, financial constraints and planning/policy goals and objectives, IBI Group evaluated the various opportunities using the following criteria framework:

It was envisioned that short term priorities would include many of those activities that could be readily accomplished with existing resources (i.e. financial and human) within a year or so, and that could be recognized as the quick wins. Medium term would cover 2 to 5 years and long term would exceed 5 years.

Due to the considerable capital requirements, financial risks and lack of market support, it was concluded that many of the previously suggested opportunities, particularly larger-scale developments, are not feasible in the short to medium term, without significant changes to the character of the study area and shifts in consumer demand and the economy. Examples of such developments include a boutique hotel in or around DPP, a convention centre, a casino, a new golf course, a full-service spa resort at Lake Newell, a new museum to showcase the oil and gas industry, and a new themed hotel/entertainment centre in Brooks.

A total of 17 opportunities are considered by IBI Group to offer the best product/market match, the greatest potential to help create a critical visitor mass and to be the most feasible from a financial, market and planning/development perspective. These are opportunities that are deemed actionable in the next few years and developments, programs/activities or processes which can be controlled and where intervention is required. As described in the sections below, some of the opportunities relate to private sector investment initiatives and others require leadership and support from local governments, the Government of Alberta and other agencies in order to start the ripening process.

6.3 Recommended Actions and Highest Priority Opportunities

As illustrated in Figure 32 and detailed in the sections below, a Tactical Framework was prepared that identified the following series of 'umbrella' directions for 'ripening the area'. The framework outlines different avenues of action, responsibilities and necessary tools/resources to facilitate the realization of these directions and opportunities.

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5. Organizational Capacity Building to Support Tourism Development in the DPP and Surrounding Area

The following five (5) opportunities were identified as being the highest priority opportunities, which could help to further ripen the area for future tourism development:

 Escorted Overnight Hikes in DPP;  Backcountry Cabins in DPP;  Full Service RV Park near DPP or Lake Newell;  Development of Cabins at Lake Newell; and  Packaging/Promotion of Silver Sage Agribition Grounds.

The Tactical Framework will be used by local governments, Canadian Badlands Ltd., Alberta Tourism, Parks and Recreation, and other sectors to continue the process of attracting new investment and development in the DPP area. Various levels of government and community organizations/agencies will need to take a lead role in helping to achieve the recommended vision for the DPP area, using their roles as policy makers, regulators of land and development, providers of infrastructure and facilitators of community improvement.

Sections 6.3.1 to 6.3.5 provide a brief overview of the directions identified within the Tactical Framework and descriptions of the 17 opportunities.

The timeframe suggested for each of the opportunities will be dependent upon a number of variables being in place, such as completion of the tasks and prerequisites identified within the Framework, available resources and external factors (e.g. economic and investment climate). The timeframe could therefore be constrained or lengthened by these conditions.

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Figure 32. Recommended Tactical Framework to Help ‘Ripen the Area’ and Create the Critical Mass Required for Future Tourism Development

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6.3.1 PLANNING AND DEVELOPMENT OF NEW TOURIST FACILITIES AND ACTIVITIES IN DPP

Dinosaur Provincial Park (DPP) is a designated UNESCO World Heritage Site. It is home to the one of the world’s richest deposits of dinosaur fossils, as well as badlands formations and cottonwood forests along the valley of the Red Deer River. An estimated 90,000 people visit DPP each year (day visits and overnight campers combined), however, the Park captures only a small portion of visitation to the Canadian Badlands region. In 2008 almost 2.3 million people visited the Canadian Badlands Region and almost 24 million person-visits were made in Alberta.

Only a small portion of the 80 square kilometer park can currently be easily accessed by the public (as previously shown in Figure 12). The natural preserve, an area comprising about 30% of the Park, is publicly accessible only through conducted tours. The campground at DPP is often fully booked and unescorted backcountry hiking or camping is not permitted. Market research suggests that increased product offerings could help draw more visitors, for longer stays, to DPP and the wider area.

As detailed in Alberta Tourism, Parks and Recreation’s Tourism Development Guide, a prospective developer interested in establishing tourist infrastructure or activities within a provincial park and/or a designated UNESCO World Heritage Site must be aware of all site conditions as well as the range of required approvals and permitting/licensing processes. As owners/managers of DPP, leadership by the Government of Alberta is required to create the necessary conditions to attract and accommodate tourism development and investment in the Park, as well as to ensure that new development or activities will not negatively impact the Park’s delicate landscape and resources. The ten year Plan for Parks (2009-2019) identifies the development of a policy to encourage innovative private sector involvement in provincial parks, which could enhance and diversify visitor opportunities. Potential developers or operators will also require access to existing and up-to-date visitor statistics and market information in order to test product feasibility and to prepare a realistic business case. It is recommended that the Government of Alberta Ministry of Tourism, Parks and Recreation, and other ministries as necessary, undertake the following tasks which would assist with the continued/enhanced recognition of the international significance of the DPP, provide the public with more opportunities to experience the landscape and a sense of geological time and place and create a better climate for private sector investment and partnerships:  Preparation of constraints mapping and capacity analysis that identifies where, and under what circumstances, new tourist infrastructure and activities could occur in DPP;  Preparation of an updated and provincially approved Park Management Plan (complete with mapping) to further manage use and access within DPP;  Completion of a Tourism Investment Readiness Package that includes visitor statistics, highlights of market research, a summary of existing infrastructure, potential market opportunities and details on necessary planning/development approvals; and  Pursuit of priority and/or most feasible visitor opportunities.  Five key opportunities were identified to better position DPP to provide deeper and diversified experiences in the Park, increase revenue generation for the Parks Division and create a visitor mass to help support existing and new amenities and services, both within DPP and in nearby communities/service centres. As shown below, two of these opportunities have been identified as high priority (i.e. escorted overnight hikes and backcountry cabins).

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I. Escorted Overnight Hikes (high priority opportunity)

Description of Opportunity

Visitor activity and motivation surveys show a high proportion of the Canadian and American pleasure travel market (18.4 million and 170.3 million respectively as of 2006) participate in outdoor activities such as hiking, climbing and wildlife viewing, particularly pleasure travellers who visited Alberta. The landscape, the palaeontological resources and the UNESCO World Heritage Site designation are the main draws to DPP, but in order to protect and maintain the asset for research and recreation/tourism purposes, unescorted hiking or camping is not permitted within the majority of the Park. Currently few overnight hikes are offered at DPP and none take people deep into the Park. Authentic, low- environmental impact activities appeal to key target markets such as eco-tourists, learning travellers, outdoor enthusiasts and World Heritage Site travellers, and these market segments are growing. There is also market demand for customized, small-group experiences.

Escorted overnight hikes and backcountry camping adventures are Examples of Backcountry Hiking/Camping in North America offered in Badlands within the United States by a variety of commercial tour operators and the National Parks Service. The hikes range in difficulty and length (e.g. 1 night to 10) as well as price as depending on the type of overnight accommodation and equipment provided, guide to guest ratio, the range of ancillary services and amenities, etc.

Overnight escorted hikes could offer deeper and diversified experiences in DPP and entice visitors to stay in the Park, as well as the larger area, for longer periods of time. The excursions could cater to visitors looking for a learning experience, with guides providing talks and coordinating hands- on exploration of the Park’s history, geology, fossils and ecosystem. Alternatively, the guides could simply oversee the hikers to ensure their safety and the preservation of the Park, thus allowing visitors to enjoy the solitude of DPP and the natural landscape.

The hikes could commence from the main entry point of DPP, with participants driving to the Park and parking their vehicles in the visitor parking areas. Alternatively, hikers could be transported to a more remote area of the Park by boat on the Red Deer River, by helicopter or shuttled by van/4-wheel vehicle.

Research suggests that there is willingness by visitors to pay more for deeper, unique and highly tailored experiences. However, luxury, roofed accommodation (e.g. platform tents or cabins) to accommodate the overnight hikers is not necessarily required, but may appeal to a small niche market. Other accommodation options include small cabins, located at a mid-point on the route or throughout the Park to allow for hut to hut trekking, or participants could camp under the stars. The length of the hikes could range from one night to several nights, depending on the type of market segment and the age and physical ability of the participants. Research suggests that those nature and adventure travellers who

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seek comfort and luxury accommodations are likely to be more interested in shorter excursions, or a “sampling” of activities.

What will be critical to the success of escorted overnight hiking packages in DPP is:

1) Limiting group size (e.g. 1 to 6 people); and 2) Providing the participants with access to areas of DPP that are normally inaccessible and located away from the mass visitor population. Potential Timeframe

It is anticipated that the planning and implementation of escorted overnight hikes in DPP could occur within the short-term (i.e. 1 to 3 years). However, implementation of this new program in DPP will depend on where new development and activities are permitted within the Park and the economic and development climate in Alberta and globally.

Pre-requisites to the Opportunity and Roles/Responsibilities

Before a new program such as escorted overnight hikes in DPP can be offered, particularly if it involves the development of overnight accommodation such as platform tents or cabins in the Park, it is recommended that the Government of Alberta (i.e. Ministry of Tourism, Parks and Recreation) prepare constraints mapping and undertake capacity analysis that identifies where in DPP, and under what circumstances new tourism infrastructure and activities could occur. The Parks Division could solicit proposals from the private sector to develop and operate the program, requiring the respondents to develop a business case and product details, or it could take the sole lead in developing the program. Alternatively, the Parks Division could work in partnership with the private sector.

II. Backcountry Cabins (high priority opportunity)

In 2008 almost 11 million overnight person visits took place in Alberta, with visitors staying at private residences and cottages as well as hotels, motels, resorts and campgrounds/trailer parks. Approximately 3.6 million overnight person visits took place in the Canadian Badlands Region in 2008.

Alberta South attracts a higher proportion of older adults than elsewhere in the province and the Canadian Badlands Region and DPP are particularly popular destination for families. While tent and recreational vehicle (RV) camping is one of the most popular leisure activities for Albertans, a growing number of travellers, regardless of origin/nationality, are looking to stay within roofed accommodation. Few provincial parks or privately operated camp grounds or wilderness properties within Alberta offer alternatives to traditional tent camping or trailer sites such as:

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 Yurts - round wood lattice-framed structures with canvas or lexan exteriors and wood floors. Most have windows and some are equipped with skylights.  Platform Tents - canvas tents which stand on wooden platforms. Some models include interior walls to create separate spaces.  Backcountry cabins – generally small one room or two room structures.

All three types of accommodation can be equipped with electricity, heating or running water.

There are many examples of successful all inclusive, luxury tent or yurt resorts or remote clusters of cabins that offer fine dining and multiple activities (often referred to as “glamping” or “extravacamping”). These businesses tend to be located in highly desirable and remote waterfront or mountain locations or provide access to unique wild life viewing. However, with eco-tourists, intra-provincial travellers and families being the predominant market at DPP, more moderately priced accommodation is likely more feasible.

Examples of simple roofed structures that meet basic shelter needs of visitors (e.g. one-room cabin with bunk beds and limited furnishings) are found in many provincial/state and national parks. Visitors are required to bring their own bedding and to share communal kitchen and bathroom facilities. Some parks, often through a concessioner and/or private operator offer ready to ‘camp’ accommodation packages where the units are furnished with bedding, cooking facilities and toilets. Such facilities could appeal to the aging population and families. Accommodation with heating, water and electricity could help draw more visitors to DPP in the shoulder and off-season periods and entice visitors to stay for longer periods of time.

To maintain a sense of being in the wilderness, backcountry accommodation tends to be limited to smaller clusters of cabins, tents or yurts (e.g. 6 to 20 within one location, but often with multiple clusters located throughout an area). The size of the development may be affected by the site location, type of wilderness experience being offered and financial viability. Some parks and private operators have undertaken phased developments, expanding only if success and financial viability of the initial product offering has been realized. Depending on the location within DPP and road access, guests could drive their own vehicles or be shuttled to the units. If the units are located in remote areas of the Park guests could hike in or be transported by boat on the Red Deer River, by helicopter or by 4-wheel vehicle.

Potential Timeframe

It is anticipated that the planning and construction of backcountry cabins in DPP could occur within the medium-term (i.e. 2 to 5 years). However, the level of private interest in investing in DPP will depend on where new development and activities are permitted within the Park and the economic and development climate in Alberta and globally.

Pre-requisites to the Opportunity and Roles/Responsibilities

Before new accommodation can be built in DPP, it is recommended that the Government of Alberta (i.e. Ministry of Tourism, Parks and Recreation) prepare constraints mapping and undertake capacity analysis that identifies where in DPP, and under what circumstances new tourism infrastructure and activities could occur. It is envisioned that the private sector will play a lead role in the provision of new fixed-roof accommodation in DPP, particularly if the facilities offer more than just basic shelter. Alternatively, the Parks Division could work in partnership with the private sector.

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III. Additional Learning Enrichment or Eco-tourism Activities

Geotourists represent almost one third of the travelling public. One of the fastest growing segments within the broader Geotourist market is Ecotourism; defined by the World Conservation Union as, “environmentally responsible travel and visitation to relatively undisturbed natural areas, in order to enjoy and appreciate nature (and any accompanying cultural features - both past and present) that promotes conservation, has low negative visitor impact, and provides for beneficially active socio-economic involvement of local populations”47

A survey undertaken of visitors to DPP found that interpretive programs played an extremely important role in their overall experience at DPP and on the length of stay in the Park. Over half of the survey respondents (i.e. 54%) suggested that interpretive programs motivate them to stay longer in the Park. The Parks Division currently provides a number of educational programs and activities at DPP (e.g. lab talks, fossil safari, sunset tour, guided excavation, bus tours). In addition, the Park offers five self-guided interpretive trails and a canoe launch. However, bicycles are restricted to the Park's paved and gravel roads and recreation equipment is not available for rent at DPP (e.g. bicycles, canoes, kayaks). Examples of other types of learning enrichment and eco-tourism activities have been successfully offered in badland areas and national, provincial and state parks elsewhere in North America and beyond, include talks on geology, astronomy and park conservation, river-based tours (motorized and non- motorized), cross country skiing, geocaching, and triathlons. The introduction of new learning enrichment and/or eco-tourism activities to DPP could help diversify the visitor base and assist in providing the critical visitor mass necessary to support new overnight accommodation in DPP and in surrounding communities.

Potential Timeframe

It is anticipated that the planning and implementation of additional learning enrichment or eco-tourism activities in DPP could occur within the short-term (i.e. 1 to 3 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

As with the priority options mentioned above, before a new program and activities can be offered in DPP that involve lands currently located outside of the designated visitor area, it is recommended that the Government of Alberta (i.e. Ministry of Tourism, Parks and Recreation) prepare constraints mapping and undertake capacity analysis that identifies where in DPP, and under what circumstances new tourism infrastructure and activities could occur.

Parks Division could take the sole lead in developing new programs and activities or it could solicit proposals from the private sector to operate the programs, requiring the respondents to develop a Business Case and product details. Alternatively, the Parks Division could work in partnership with the private sector.

IV. Additional Campsites

Camping is one of the most popular leisure activities in Alberta. In 2008 Albertans spent a total of 319,651 person-nights camping either at a campground or trailer park in the Canadian Badlands and inter-provincial and international travellers spent an additional 62,403 person-nights camping in the Canadian Badlands. Studies of the American and Canadian markets for archaeological and palaeontological experiences in Alberta have shown a high propensity of this market segment to engage in camping (i.e. 44% and 68% respectively). The 126 campsites at DPP are often fully booked, as are other campgrounds in the study area. With a growing domestic population and an increasing interest in UNESCO World Heritage Site travel, the demand for campsites within DPP will likely continue to increase. Opportunities may exist at DPP to add a small number of additional sites to either the north or

47 Wood, Megan, Epler, United National Environment Programme (2002) Ecotourism: Principles, Practice and Policies for Sustainability.

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south campgrounds, or potentially to create a third campground area within the same portion of DPP. The lack of roads and servicing infrastructure limit development opportunities within other areas of DPP, as do the need to cluster ancillary services and staff services together for cost efficiencies.

Potential Timeframe

It is anticipated that the planning and development of additional campsites could occur within the medium -term (i.e. 2 to 5 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

Before additional campsites be built in DPP, it is recommended that the Government of Alberta (i.e. Ministry of Tourism, Parks and Recreation) prepare constraints mapping and undertake capacity analysis that identifies where in DPP, and under what circumstances new tourism infrastructure and activities could occur.

It is envisioned that the Province would be responsible for undertaking the planning, development and operation of new campsites in DPP.

V. Retreats The recently constructed banquet hall/meeting centre at DPP can accommodate up to 100 people. The facility includes a full kitchen, bathrooms, a large hall, smaller meeting rooms and an outdoor deck that provide spectacular views of the Red Deer River valley. A number of fully furnished accommodation units are located adjacent to the banquet hall and these units have been used to accommodate participants of the Park’s two and three night Bonebed 30 Guided Expeditions. DPP is already working with private sector to offer or host retreats within the Park.

Opportunity exists to use these existing facilities to diversify and accommodate a wider range of uses and groups for day or multi-day/overnight retreats, such as:

 Educational programs and training (e.g. specific curriculum school programs for elementary or high school groups, course credits for universities or colleges, seminars and training special interest groups);  Business workshops and retreats (e.g. government, teacher training, private sector companies); and  New DPP programming (e.g. artist’s retreats, outdoor survival).

The retreats could be one-offs, operated by different organizations or they could be a series of retreats to accommodate particular organizations, sectors or topics.

Potential Timeframe

It is anticipated that the planning and implementation of hosting retreats in DPP could occur within the short-term (i.e. 1 to 3 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

The Parks Division could work in partnership with private sector or take the sole lead in developing new retreat programs. Alternatively, the Parks Division could solicit proposals from private sector to market and operate the programs, requiring respondents to develop a business case and product details.

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6.3.2 POSITIONING LANDS AND COMMUNITIES SURROUNDING DPP AS SERVICE AND ACTIVITY CENTRES

The entrance of Dinosaur Provincial Park (DPP), a designated UNESCO World Heritage Site known for its fossils, badlands and rare cottonwood forests, is located at the northeastern edge of the County of Newell and the southwestern edge of Special Area No. 2, approximately 200 kilometres east of Calgary on the Trans Canada Highway and 100 kilometres northwest of Medicine Hat. An estimated 90,000 people visit DPP each year (day visits and overnight campers combined) and various planning and marketing initiatives are underway to diversity experiences in the Park and the larger Canadian Badlands Region. Ranching, agriculture, oil and gas are the primary industries, but the County and Special Area No. 2 are home to a range of tourism and recreational assets.

While the City of Brooks is the main urban centre in the area, it is located over 35 kilometres from the entrance of DPP. The Village of Duchess (population 978 as per 2006 census) and the Hamlet of Patricia (population of 114 as per 2006 census) are the closest service centres to DPP. A number of small hamlets are also located within proximity to DPP in Special Area No. 2, including the Hamlets of Wardlow, Cessford, Iddlesleigh and Jenner. These communities currently offer a range of services and amenities.

Proximity to DPP, combined with the peaceful landscape and rural charm, present the opportunity for lands and communities within the County of Newell and Special Area No. 2 to act either as a staging point for people visiting DPP or as stand-alone tourist destinations. A number of opportunities may exist to develop the tourism infrastructure and services within proximity to DPP, such as a full service RV park, alternative forms of overnight accommodation (e.g. bed and breakfasts, guest ranches, cabins), recreation/adventure activities (e.g. hiking, mountain biking, horseback riding, canoeing) and additional commercial and/or food and beverage services, particularly those which feature locally grown or produced foods and goods.

It is recommended that the County of Newell, Special Areas, Canadian Badlands Ltd., the Government of Alberta, and other agencies/groups as necessary, undertake the following tasks to help raise the profile of the DPP area to facilitate growth of the tourism industry and private sector investment:  Compilation of existing data/information into a comprehensive Tourism Investment Readiness Package. The Tourism Investment Readiness Package could also identify site-specific tourism opportunities.  Advertising/marketing of priority and/or most feasible opportunities to potential investors.  Ongoing provision of planning and development assistance to prospective investors/developers, including consideration of incentives.  Ongoing investment in community improvement and infrastructure to support and facilitate tourism development.

Four key opportunities for new tourism development and amenities were identified for the lands and communities surrounding DPP. As shown below, one of these opportunities has been identified as high priority (i.e. development of a full service RV park).

I. Full Service RV Park (high priority opportunity)

Alberta has one of the highest rates of Recreational Vehicle (RV) ownership in North America, with 18% of households owning an RV. Over 20,000 new RV units are sold each year in Alberta, adding to the 800,000 plus RV units on the road nationally. 48 With the impact of rising fuel costs, short getaway destinations within the province are likely to become even more appealing to Albertans. Sales and rentals of RVs continue to be strong elsewhere in Canada and the United States. Inter-provincial and cross

48 The Praxis Group (March 2009) Recreational Vehicle Camping in Alberta: A Demand and Supply Side Perspective.

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border RV travel is significant and the use of campers as a mode of travel and accommodation is also popular with international visitors to Alberta, particularly Europeans.

Group RV travel is growing in popularity with various user groups organizing tours and rallies and several commercial travel companies offering organized tours.49 There is also a large group of ‘RV migrants’ - people who live full-time on the road, in some cases working from their vehicle or at various jobs along the way. In the United States it is estimated that between 400,000 and 800,000 people travel year round in an RV.50

While there are over 600 campgrounds offering more than 40,000 campsites in Alberta, most of the RV campgrounds are fully booked in the peak summer season. Many of the older campgrounds cannot accommodate the increasing number of fifth wheel and luxury RVs that require large serviced sites. Fifth wheel RVs, which are equipped with slide-out spaces for cars to be used for daily short trips, not only require larger spaces for parking but also wider interior roads within the campground and adequate space for making turns (the length of a fifth wheel model can range from 20 to 40 feet). RV travellers are looking for full service ‘destination’ campgrounds that not only offer power and water hook-ups but a range of other conveniences and amenities commonly found at hotels or resorts (e.g. swimming pool, waterfront or beach access, exercise rooms, wireless internet, clubhouses, recreational, sporting equipment). Over half of Alberta’s RV parks do not offer power hook-ups and only 39 of the 600 campgrounds in the province offer 50 amp power sites. Approximately two-thirds of the campgrounds in Alberta do not offer water. Only 2% of the existing campgrounds have an outdoor swimming pool and only 3% have indoor common areas.

RV campgrounds in North America can range in size from 30 spots to over 300 spots. Most of the full service resort-style campgrounds, particularly those that offer longer-term rentals or sites for purchase or long-term lease, have at least 150 spaces. Many of the newer campgrounds or RV communities have been developed in phases. A market study undertaken by the Praxis Group on behalf of the Government of Alberta in 2009 found that there is an untapped opportunity for resort-style campgrounds in Alberta, particularly campgrounds that can accommodate drive-in vehicles and/or semi-permanent residential-style park model camper.

49 http://www.gorving.ca 50 Iris Taylor (June 27, 2010) “Growing number of RV migrants live, work on the road”, Richmond Times-Dispatch, http://www2.timesdispatch.com/business/2010/jun/27/rjob27-ar-232487/

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There is a growing interest by RV owners to rent or purchase sites for longer-term use (e.g. seasonal, monthly) and the demand also exists for shorter-term daily or weekly stays. The County of Newell and Special Area No. 2 are well-positioned to attract and accommodate a new full service RV park on lands within proximity to DPP, given the following key assets which exist in the study area:  Major highways;

 Provincially, nationally and internationally recognized recreation and tourism attractions; and

 Service centres that offers a range of goods and services (e.g. gasoline, groceries, restaurants, entertainment).

An opportunity exists to develop a full service RV park in the DPP area with up to 150 seasonal, monthly and overnight rental sites equipped with water, power and communication services. The campground could be developed to include play areas/fields, and other amenities. This opportunity has also been identified for the Lake Newell area, however IBI Group does not envision the demand for more than one new full service RV park in the study area. As such this opportunity could occur in either lands surrounding DPP or within proximity to Lake Newell.

Potential Timeframe

It is anticipated that the planning and development of an RV park could occur within the medium-term (i.e. 2 to 5 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of a new RV park. The County of Newell and/or Special Areas will play an important role in the initiative by providing a supportive climate for investment and minimizing barriers to development through the provision of background information (i.e. Tourism Investment Readiness Package) and assistance during the planning and development approvals process. Land availability and servicing and transportation infrastructure will also be critical.

Developers will need to be aware of the physical and market challenges, such as seasonality/short camping season, availability of servicing, requirement for large land holdings, etc.

II. Alternative Forms of Overnight Accommodation There is a growing interest in authentic hands-on vacation experiences, particularly amongst learning vacationers and eco-tourists. This includes participating in authentic regional cultural activities or staying in alternative or unique forms of accommodation. There are many hotels and motels in the City of Brooks, the County of Newell and Special Areas but a very limited range of other forms of accommodation such as:

 Bed and breakfasts: Often referred to as a B&B, is visitor lodging typically operated out of a single-family residence. Often the residences are larger, historic structures, but rarely can they accommodate more than 10 to 15 guests. Guests are accommodated in private bedrooms (which may or may not be equipped with private baths). Breakfast is often served and guests also may have access to other areas and amenities within the property such as sitting rooms, gardens, etc. In most cases, however, guests are expected to be away from the house during the main part of the day and as such bed and breakfasts are often established in popular recreation and tourism areas. Some bed and breakfasts are operated as a primary

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business/source of income. Others are operated on a more casual basis as a secondary source of income.

 Farm or Ranch Stays: Working farms and guest ranches offer visitor accommodations for short- term stays and vacations. Accommodation and amenities can vary widely. Sometime guests are accommodated in the family home but more commonly guests are accommodated in cottages, cabins, rustic lodges or remodelled barns located on the property. Guests are given the opportunity to participate in farm activities and help with chores. Most farm or ranch stays also provide a range of outdoor recreational activities such as swimming and boating in on-site or nearby bodies of water, horseback riding and hayrides.

Given the steadily increasing number of intra-regional travellers, including an aging population and others looking for roofed accommodation as opposed to campsites, and the increasing interest in UNESCO World Heritage Site travel, the County of Newell and Special Area No. 2 are well-positioned to host travellers looking to stay close to DPP or within an authentic rural setting. Through initiatives being led by the Canadian Badlands Ltd., existing residents and farmers may become interested in opening up their properties to accommodate visitors as a secondary source of income. Opportunities also exist to attract new investors to the area and undertake conversions of existing dwellings and farms or develop new bed and breakfast, cabin or cottage accommodation.

Potential Timeframe

It is anticipated that the planning and development of alternative forms of overnight accommodation could occur within the short-term (i.e. 1 to 3 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new alternative forms of accommodation. However, the County of Newell and/or Special Areas will play an important role in the initiative by minimizing development barriers through the provision of background information and providing assistance during the planning and development approvals process.

III. Recreation/Adventure Activities

The Parks Division currently provides a number of programs and activities at DPP (e.g. fossil safari, sunset tour, guided excavation, bus tours, self-guided interpretive trails and a canoe launch. However, horseback riding, motorized (non-Park) vehicles and hunting are not permitted within the Park and bicycles are restricted to the Park's paved and gravel roads. Surveys of Canadian and International travellers to Alberta and the Canadian Badlands Region show high participation rates in outdoor activities such as:

 Hiking;  Bird watching;  Hunting;  Canoeing or kayaking;  Horseback riding; and  Cycling

There do not appear to be any existing commercial businesses providing adventure/recreation or ecotourism activities on privately owned badlands where activities are not limited by provincial and UNESCO World Heritage Site regulations. Recreational equipment is not available for rent at DPP (e.g. bicycles,

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canoes, kayaks) and also does not appear to be available within the villages and hamlets surrounding the Park.

The clustering of activities such as those listed above or adventure activities not currently available in the area (e.g. hot air ballooning, zip lines) could help create the critical visitor mass necessary to support other commercial services and overnight accommodation in DPP and beyond. These commercial activities could be established as part of an accommodation effort (e.g. working ranch or farm).

Potential Timeframe

It is anticipated that the planning and development of new commercial recreation/adventure or ecotourism activities could occur within the short-term (i.e. 1 to 3 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new commercial activities. However, the County of Newell and/or Special Areas will play an important role in the initiative by, encouraging new development and activities to be located within a destination zone, helping to minimizing development barriers through the provision of background information and providing assistance during the planning and development approvals process.

IV. Additional Commercial and/or Food and Beverage Services An estimated 90,000 people visit DPP each year, with visitors having the opportunity to travel through one of the hamlets or villages located in the County of Newell and Special Area No. 2. With the continued efforts to grow tourism visitation to the Canadian Badlands Region and efforts to expand the range of overnight accommodation and activities in the area, it is anticipated that the number of visitors to DPP and area communities will increase. This in turn creates the opportunity to provide additional commercial, services such as grocery and convenience stores, gift/souvenir stores, galleries or studios featuring works of local artisans, food and beverage services (e.g. restaurants, cafes, bars, and ice cream shops).

The opportunity to sample local food also enhances the appeal of a destination. Most research in culinary tourism has focused on wine tourism; however recent studies show that food tourism is over six times larger than the wine segment. Alberta is known for its world-renowned beef but the irrigation system in Southern Alberta has also allowed for the production of a broad range of crops, many of which are speciality crops (e.g. corn, beans, peas, sugar beets, root vegetables, potatoes, heirloom tomatoes, honey). Tourists seeking nature and culture are particularly interested in eating local food, tasting authentic regional recipes and frequenting farmers markets or pick-your-own establishments.

Potential Timeframe

It is anticipated that the planning and development of some new commercial services could occur within the short-term or (i.e. 1 to 3 years), but positioning communities in these rural areas as tourist service centres will likely take place over the medium to long-term (i.e. 4 years and beyond).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new commercial services. However, the County of Newell and/or Special Areas will play an important role in the initiative by encouraging new development and activities to be located within a destination zone, helping to minimizing development barriers through the provision of background information and providing assistance during the planning and development approvals process.

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6.3.3 ATTRACTING NEW TOURISM-RELATED DEVELOPMENT AND INCREASED ACTIVITIES TO LAKE NEWELL AND KIPP

Lake Newell is Alberta’s largest and warmest man-made body of water that hosts a range of activities such as swimming, boating, waterskiing and fishing. Kinbrook Island Provincial Park (KIPP) is located on Lake Newell approximately 13 kilometres south of the City of Brooks and is a major recreational and ecological destination. An estimated 108,000 people visit KIPP each year (day visits and overnight campers combined). While Lake Newell is primarily used by Albertans, with its superb sailing conditions, nationally recognized wetlands, bird sanctuaries and activities such as the Kiwanis ice fishing derby, Lake Newell does attract some national and international visitors.

At present, the demand on KIPP’s facilities exceeds capacity during peak use periods and overcrowding on the beach is an issue. A revitalization plan for KIPP was prepared in 2008 that details a multi-phase plan for improvements/upgrades and expansions to the Park. Campsites with power and water hook-ups that can accommodate larger recreational vehicles could also accommodate this growing demand in the Lake Newell area. The recently completed Rolling Hills Reservoir Campground, which is owned and operated by the Eastern Irrigation District (EID), has helped accommodate the growing demand for summer time camping and the EID is in the process of expanding the number of sites at the campground. Additionally, with aging population and proximity to major urban centres (e.g. Calgary, Lethbridge and Medicine Hat), there is a growing interest for secondary and seasonal accommodation, such as cottages or cabins.

The 540 hectare provincial park comprises only a small portion of the Lake Newell area (see Figure 1) and the private sector can play an important role in establishing Lake Newell as a premier recreational destination and a southern ‘book end’ to the DPP area. At the north end of the lake the first phases of the Lake Newell Resort development have been completed, which includes residential neighbourhoods, a marina, a playground area, tennis courts and basketball courts. The private developers and owners of the 200 hectare site have recently launched the next phase of their project that includes a club house and a cluster of cabins that are intended for either permanent or seasonal residences. Over the longer-term the Lake Newell Resort developers are interested in building additional recreation and tourist infrastructure and amenities. However, servicing constraints in the Hamlet of Lake Newell Resort will need to be addressed and national/global development and investment conditions will also affect the pace and level of development (e.g. market demand and access to financing). Other lands surrounding Lake Newell also represent an emerging (yet largely seasonal) tourism and recreational asset. A range of opportunities may exist to expand upon the current offering of campsites, recreation/adventure activities, eco-tourism activities, commercial services (e.g. food and beverage) and to develop new tourism infrastructure and services such as a full service RV park and cabins.

As regulators of land use and facilitators of economic development, it is recommended that the County of Newell, along with other agencies/organizations, such as the EID, which is a major land holder surrounding Lake Newell, and the Government of Alberta undertake the following tasks to help create the necessary conditions to attract high quality and cohesive tourism development and new commercial activities in and around Lake Newell:

 Preparation of a long-term concept and vision for the entire Lake Newell area;  Compilation of existing data/information into a comprehensive Tourism Investment Readiness Package;  Pursuit of priority and/or the most feasible tourism opportunities;  Continued Provision of an Enabling Climate for Private Sector Development; and  Ongoing investment in community improvement and infrastructure to support and facilitate tourism development.

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Four key opportunities for new tourism development and amenities were identified for the Lake Newell area. As shown below, two of these opportunities have been identified as high priority (i.e. development of a full service RV park and the development of cabins or cottages).

I. Full Service RV Park (high priority opportunity)

As noted in Section 6.3.2, there is a strong Examples of RVs and Full Service RV Parks/Resorts demand for a full service, resort-style RV park in the DPP study area.

The County of Newell is well-positioned to attract and accommodate a new full service RV park on lands within proximity to Lake Newell, given the following key assets which exist in the area:  Waterfront access;  Major highways;  Provincially, nationally and internationally recognized recreation and tourism attractions; and  A major service centre that offers a range of goods and services (e.g. gasoline, groceries, restaurants, entertainment).

An opportunity exists to develop a full service RV park near Lake Newell with up to 150 seasonal, monthly and overnight rental sites equipped with water, power and communication services. The campground could be developed to include play areas/fields, a boat launch/dock and other amenities.

Potential Timeframe

It is anticipated that the planning and development of an RV park could occur within the medium-term (i.e. 2 to 5 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of a new RV park. The County of Newell will play an important role in the initiative by providing a supportive climate for investment and minimizing barriers to development through the provision of background information (i.e. Tourism Investment Readiness Package) and assistance during the planning

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and development approvals process. Land availability and servicing and transportation infrastructure will also be critical. The EID may play a role, since it is a major land holder in the area.

Developers will need to be aware of the physical and market challenges, such as seasonality/short camping season, availability of servicing, requirements for large land holdings. IBI Group does not envision the demand for more than one new full service RV park in the DPP area and as such either this opportunity could occur within proximity to Lake Newell or DPP.

II. Development of Cabins or Cottages (high priority opportunity) It is estimated that only 32% of Canadian travellers (6.7 million) have access to a cottage, cabin or vacation home and that only the majority (99.5%) of these cottages and vacation homes are in Canada, with 85% of them being located in the travellers’ own home province.51 However more and more people are seeking to escape city life and to spend time outdoors with friends and family at a cottage/cabin. Recent research undertaken by Royal LePage Real Estate Services found that the demand for recreational properties continues to far exceed supply across Canada.

Few cottages or cabins are currently Examples of Cottage/Cabin Developments (for Sale and Rent) available for purchase or lease on Lake Newell:

 There is a 57-lot long-term lease cottage subdivision located within Kinbrook Island Provincial Park;  A cluster of 84 cabins are currently being marketed by the developers of the Lake Newell Resort project, to be located just north of the existing residential subdivisions; and  Neither KIPP nor the Rolling Hills Reservoir Campground offer roofed accommodation such as cabins or yurts.

With its central position within the Canadian Badlands Region and Southern Alberta, Lake Newell is well-positioned to serve the large population base of urban centres such as Calgary, Lethbridge and Medicine Hat. A non-regional market may also exist given the warm waters and the superb sailing, fishing and birding conditions.

While the demand for cottages or cabins will be greatest in the summer, Lake Newell is also a popular destination for ice fishing in the winter and the County of Newell attracts a large number of hunters in the spring and fall season.

51 ACTP/PTCA (March 2007) Travel Activities and Motivations of Canadian Residents: An Overview

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Cottages and cabins could be developed as small stand-alone clusters on large lots or as part of a cottage resort community with anywhere between 20 and 200 plus units that also offers amenities and services such as a marina, clubhouse, tennis courts, etc.

Opportunity exists to either sell or lease units as:

 Full ownership properties (unit and land);  Full ownership but with a long-term land lease;  Timeshare or fractional ownership properties, where purchasers are deeded the right to own/occupy the unit for a certain number of weeks per year, for a defined number of years; and  Seasonal, monthly or weekly rental properties.

Potential Timeframe

It is anticipated that the planning and development of cottages and cabins around Lake Newell could occur within the medium to long-term (i.e. 2 to 5 years plus).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new cabins. However, the County of Newell will play an important role in the initiative by:

 Providing background information (i.e. Tourism Investment Readiness Package); and

 Addressing development barriers such as servicing limitations and providing assistance during the planning and development approvals process.

The EID may also play an important role in terms of land availability.

III. Additional Recreation/Adventure or Eco-tourism Activities Surveys of Canadian and international travellers to Alberta and the Canadian Badlands Region show high participation rates in outdoor water-based activities such as swimming, sailing, fishing and canoeing or kayaking. The popularity and importance of Lake Newell is clear from the number of people who visit KIPP and Rolling Hills Reservoir Campground annually and from the growing interest in existing and emerging activities such as fishing, boating, kite boarding (on water and snow), dragon boat racing, etc.

Lake Newell is also home to nationally recognized wetlands and bird habitats. Statistics show that over three million international trips are taken annually by bird watchers and in 2001 birders from the United States alone spent an estimated $32 billion on their hobby.52

While a range of sporting and recreational activities currently take place at Lake Newell, there does not appear to be any commercial operators who supply tourists with transportation, equipment and knowledgeable guides. Opportunities exist to provide:

 Rental recreational equipment (e.g. paddle boats, canoes, jet skis, windsurfers and bicycles); and

 Half day, full day or multi-day adventure or eco-tourism packages (e.g. bird watching, sailing, bike or hiking tours, horseback riding, etc.)

52 Hince, Tom (June 2006) Birding in Essex Region.

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The clustering of activities such as those listed above could help create the critical visitor mass necessary to support other commercial services and development around Lake Newell and elsewhere in the County of Newell and the City of Brooks.

Potential Timeframe

It is anticipated that the planning and development of new commercial recreation/adventure or ecotourism activities could occur within the short-term (i.e. 1 to 3 years).

Pre-requisites to the Opportunity and Roles/Responsibilities

 Providing background information (i.e. Tourism Investment Readiness Package); and

 Addressing development barriers such as servicing limitations and providing assistance during the planning and development approvals process.

The EID may also play an important role in terms of making land available for commercial operations. The Parks Division of Alberta Tourism, Parks and Recreation could also play a role if additional commercial recreation operators were to be considered within KIPP.

IV. Additional Commercial Services An estimated 108,000 people visit KIPP each year and thousands of additional visitors take advantage of the amenities offered at Rolling Hills Reservoir Campground and elsewhere on Lake Newell. A very limited range of commercial goods and services are currently available at KIPP and Rolling Hills Reservoir Campground, and only seasonally.

With the continued growth in domestic and international tourism and efforts to expand the range of overnight accommodation and recreational activities in the area, it is anticipated that visitation to Lake Newell will likely steadily increase. This in turn creates the opportunity to provide additional commercial services such as restaurants, cafes, grocery and convenience stores, gift/souvenir stores, galleries or studios featuring works of local artisans and equipment rentals.

Potential Timeframe

It is anticipated that the planning and development of some new commercial services could occur within the short-term or (i.e. 1 to 3 years), but positioning Lake Newell as a year-round tourist destination will likely take place over the medium to long-term (i.e. 4 years and beyond).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new commercial services. However, the County of Newell will play an important role in the initiative by:

 Encouraging new development and activities to be located within a destination zone;  Minimizing development barriers through the provision of background information (i.e. Tourism Investment Readiness Package), including consideration of incentives; and  Assistance during the planning and development approvals process.

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The Parks Division of Alberta Tourism, Parks and Recreation could also play a role by basing appropriate commercial services within KIPP through private sector lease or operating agreements.

6.3.4 INCREASING TOURISM INVESTMENT READINESS IN THE CITY OF BROOKS

The City of Brooks is centrally positioned between Calgary, Lethbridge and Medicine Hat in the heart of southeast Alberta and the Canadian Badlands Region. It is also located between the study area’s two largest tourist attractions; Dinosaur Provincial Park (DPP) and Kinbrook Island Provincial Park/Lake Newell. The City of Brooks is a strong supporter of tourism initiatives being led by the Canadian Badlands Ltd. Brooks is also home to a number of other tourism attractions (e.g. the Brooks and District Museum, the Kiwanis Campground, the Brooks Clays and Feathers Club) and the municipality has recently made significant investments in its recreation/tourism facilities, including:

 The Lakeside Leisure Centre, built in 2004, that includes a six lane pool, a leisure/wave pool, a 200 foot waterslide, a 6-sheet curling rink, an ice pad and many other facilities;  The 74,000 sq. ft. Centennial Regional Arena was completed in 2009 and includes spectator seating for 1,700 and seating capacity for 2,300. A trail to the arena will be completed this year; and  The newly planned Silver Sage Agribition Grounds which will incorporate the new Centennial Regional Arena and the Kinsmen Club and Rodeo Grounds as well as provide room for future opportunities.

In recent years the City of Brooks has experienced significant growth due to the success of its meat processing and oil and gas industries, and is home to approximately 14,000 people. The increase in population has been paralleled by a growth in the retail and the service sector. Brooks is located at the junction of the Trans Canada Highway, Highway No. 1 and Highway No. 36, and plays an important role as the largest urban centre in the Region, attracting a trading area of over 24,000 people.

The physical appearance of a community can affect a visitor's first impression and overall visitor experience and satisfaction. The City's position as a tourist hub could be strengthened through enhancing its visitor friendliness (e.g. attractive entryways along major routes into the city, having a vibrant cultural and social downtown core, pedestrian friendly access, unique local retail and food establishments, etc.).

The City of Brooks and its various partners have made a number of improvements that will help facilitate tourism investment readiness in the municipality, such as:  Various streetscape and roadway improvements identified as part of the 2008, 2009 and 2010 budgets;  Preparation of the Draft City of Brooks Central Business District Area Development Plan;  Implementation of the City Centre Improvement Program Business Make-Over Plan, for which business owners are eligible to receive up to $2,000 in grants and up to $8,000 in interest free loans;  Funding and services provided between the City and its partnership with the Community Futures Entre-Corp Business Development; and  Efforts of the Brooks and District Chamber of Commerce, the Newell Regional Tourism Association, the Brooks Communities in Bloom Committee and other groups/organizations.

As the sector responsible for overseeing most infrastructure improvements and planning initiatives in the municipality, the City of Brooks can play a key role in creating a visitor-friendly environment through continued upgrades to the public realm and re-establishing the downtown as a vibrant commercial and

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cultural destination. As such it is recommended that the City of Brooks and other relevant partners/sectors undertake the following tasks to help ‘ripen’ the City of Brooks for tourism development.

 Ongoing investment in community improvement and infrastructure to facilitate tourism development and community appearance;  Revitalization of Downtown Brooks through the approval/adoption of a Development Plan for the Downtown/Central Business Area and increased assistance for private-sector improvement and development projects;

 Continued promotion of the City of Brooks and positioning of the municipality as being ‘investment ready’;

 Ongoing provision of planning and development assistance to prospective investors/developers including consideration of incentives; and

 Ongoing involvement in the planning and support of community activities and events.  Opportunities were identified for the City of Brooks to take the lead in improving the public realm and pedestrian infrastructure and to revitalize the downtown area. In addition, two opportunities were identified to better position the City of Brooks to attract visitors and private development.

As shown below, one of these opportunities has been identified as high priority (i.e. Packaging and Promotion of the Silver Sage Agribition Grounds).

I. Packaging/Promotion of the Silver Sage Agribition Grounds (high priority opportunity) Local governments and sports groups have experienced considerable growth in annual visitation, tourist spending and job creation by actively marketing community facilities for tournaments, sports meets, training camps and other types of special events. Sports tourism, which can include ball, ice and water sports and equestrian/western activities, represents an important and growing market in Alberta and the City of Brooks. A large proportion of the pleasure travel market either participates in sports or attends sporting events while on vacation. While on an out-of-town trip of one or more nights in 2005 or 2006:

 Approximately 2 million Canadian adults and 13.5 million American adults played a team sport. For over half of these adults participating in the sport was the main purpose of their trip;  Almost 2.5 million Canadian adults and 27.6 million American adults attended a professional sporting event;  Approximately 600,000 Canadian adults and 3.2 million American adults attended a national or international sporting event. The Province of Alberta reported having the second highest percent of pleasure travelers in Canada who attended a national/international sporting event while on a trip (e.g. bonspiel, curling, hockey); and  Almost 30% of all Americans and 12% of non-Albertan Canadians who took a trip to Alberta attended an equestrian or western event (e.g. horse competitions, rodeo, horseracing, western or country music).

The level of participation in organized sports in Alberta is expected to continue to grow, along with travel associated with sports, as a result of forecasted population growth and increased participation in sport by both youth and adults.

With its central location, the City of Brooks plays an important role in providing accommodation and services to visitors of DPP and Lake Newell. With its many recreational facilities and entertainment

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venues, the City of Brooks could become a primary destination for groups and individuals seeking to participate in sports or to be spectators at amateur, professional other competitive events.

Opportunities exist to cross-market and package tourism products/activities within the larger area (e.g. families travelling to Brooks to participate in a hockey tournament may stay an extra day and visit DPP, the Brooks Aqueduct or Blackfoot Crossing).

The new Silver Sage Agribition Grounds can host a range of user groups and activities, such as:

 Rodeos and Western Canadian Cultural Events: the Kinsmen Club and Rodeo (to be relocated as part of the new Agribition) draws thousands of visitors and rodeo participants each year. The venue can also be used for bull riding, horse, cattle and other livestock shows and sales, riding lessons, etc.

 Hockey and Figure Skating: the 74,000 sq. ft. Centennial Regional Arena is one of the newest arenas in the province, as well as in Canada. With spectator seating for 1,700 people, the arena is ideal for hosting hockey tournaments and other ice sporting events and shows such as figure skating.

 Concerts and Trade Shows: the Centennial Regional Arena has seating capacity for 2,300 people and can be used for concerts, comedy or inspirational shows, trade shows and exhibits, outreach and educational programs, etc.

 Outdoor Exhibits and Celebrations: the outdoor areas of the Agribition Grounds can be used to host a variety of events such as car, truck and machinery shows, tractor rides, fireworks, and country fairs, etc.

Potential Timeframe

It is anticipated that the implementation of a packaging and promotions strategy for the Silver Sage Agribition Grounds could occur within the short-term (i.e. 8 to 12 months).

Pre-requisites to the Opportunity and Roles/Responsibilities

The City of Brooks would benefit from creating a tourism/events officer position, or from retaining the services of a professional promotions company, to achieve high levels of occupancy at its sports and entertainment venues (i.e. event bookings and attendance). If the creation of a new municipal position or retention of a promotional/management firm is not financially feasible, efforts could still be made by the City’s existing staff and volunteers (e.g. local sports groups) to promote and package the Silver Sage Agribition Grounds. The Newell Regional Tourism Association, Canadian Badlands Ltd. and other groups and agencies can assist the City of Brooks in the promotion and marketing of the municipality’s facilities and events.

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II. Offering Unique Dining Experiences The City of Brooks is centrally located between Dinosaur Provincial Park, which attracts approximately 90,000 visitors annually and Kinbrook Island Provincial Park, which attracts approximately 108,000 visitors annually. Furthermore, an estimated 7,450 vehicles travel through Brooks daily on the Trans Canada Highway. Efforts to increase domestic and international visitation to the Canadian Badlands Region will create opportunities for additional food and beverage services. The City of Brooks is also the largest urban centre within the area and serves a retail trade market area of approximately 24,000 people. This consumer base will continue to increase as the residential base of the area steadily grows over time. With the growth in population the City of Brooks is also becoming more culturally diverse, with recent immigrants comprising almost 10% of the population (e.g. persons from Africa, South East Asia, China). Eating is not only a necessity for tourists, but an important and pleasurable activity. The opportunity to sample local food, to enjoy fine dining or to experience local culture, heritage and ethnic foods within a restaurant enhances the appeal of a destination. The American National Restaurant Association has found that approximately 50% of revenues at table service restaurants with check sizes of $25 or more come from tourists, and that tourists have a propensity to spend more than other restaurant consumers. The City of Brooks is currently home to a number of restaurants and fast food outlets, but few of these establishments can be considered ‘unique’ in terms of the type of food they offer, décor, entertainment or location (e.g. within heritage buildings). Opportunity exists to establish new restaurants that offer a unique dining experience to serve not only visitors to Brooks and the DPP area, but also local and regional residents. Potential Timeframe

It is anticipated that the planning and development of a few restaurants could occur within the short-term (i.e. 1 to 2 years), but building a critical visitor mass within the City of Brooks and the County of Newell will be necessary to support a variety of new food and beverage establishments, and this will likely take place over the medium to long-term (i.e. 3 years and beyond).

Pre-requisites to the Opportunity and Roles/Responsibilities

It is envisioned that the private sector will be responsible for undertaking the planning, development and operation of new eating establishments. However, the City of Brooks will play an important role in the initiative by:

 Encouraging new development and activities to be located within a destination zone (e.g. Downtown Brooks);  Minimizing development barriers through the provision of background information (i.e. Tourism Investment Readiness Package);  Consideration of assistance/incentives for new development or restoration/upgrades to existing buildings; and  Assistance during the planning and development approvals process.

6.3.5 ORGANIZATIONAL CAPACITY BUILDING TO SUPPORT TOURISM DEVELOPMENT IN THE DPP AREA

Over the past several years the Alberta Government, Canadian Badlands Ltd. and regional municipalities have been working together to further develop the Canadian Badlands as a tourism icon destination for the province. Numerous background studies and input from stakeholders indicate that the following is necessary to create the required critical mass to grow the tourism industry in the County of Newell, Special Areas and the City of Brooks and to attract private-sector investment:

 The provision of a more inviting environment for tourists and visitors;

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 A competitive and supportive climate that is attractive to private sector investors/developers; and

 Organizational capacity building to ensure various levels of government and other agencies/groups are collectively working together towards the recommended vision for the area:

Recognize and further enhance opportunities in Dinosaur Provincial Park to experience the landscape and a sense of geological time and place; and

Recognize and further enhance opportunities to establish Kinbrook Island Provincial Park and Lake Newell as an increasingly important (seasonal) tourism and recreation asset.

To-date, progress has been made to improve the provision of visitor information and marketing of the Canadian Badlands (e.g. centralized booking systems for Park facilities and programs, the development of driving tours and area/activity guides). The Canadian Badlands Ltd. is also working on a number of initiatives that will better prepare community and industry leaders to increase and improve tourist offerings in the Region:

 Community Leadership Development Training – to improve leadership knowledge and skills for elected and volunteer leaders, expand the pool of trained volunteer talent and to create a mentor network of trained leadership networking;  Small to Medium Tourism Incubator Program – through business training, coaching and mentoring, the Tourism Incubator Program will provide business development advice and planning support to develop tourism businesses;  Workforce Development Initiative – to help facilitate the development of a multi-faceted workforce, encourage entrepreneurship and raise the level of service delivery through the provision of training and educational programs and services;  Private Lands Initiative – a needs assessment, training and organizational development program to empower private landowners who want to operate commercial outdoor recreation or tourism enterprises on private lands;  Customer Quality and Value Initiative – develop a visitor service training program for front-line staff and volunteers in the tourism industry;  Scenic Route Feasibility Study – to move forward with the assessment and planning for the development of themed touring routes);  Signage Program – a cost sharing program to assist municipalities either incorporate the Canadian Badlands logo and/or to develop new signs;  Visitor Information Centre Assessment – an evaluation of rural visitor centers that identifies the type of centre that effectively draws tourist to the centre and encourages visitors to lengthen their stay or expand their original itinerary;  Alberta Tourist Destination Assessment Manual – development of a tool to guide the assessment and future development of identified tourist hub, secondary destinations and touring and service stops;  Compilation of visitor information for clusters of bed and breakfasts and inns; and  A number of studies pertaining to specific attractions and communities located elsewhere within the Canadian Badlands Region, beyond the Dinosaur Provincial Park Area Development Plan study area (e.g. Blackfoot Crossing Area Development Plan,

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Medicine Hat Tourism Master Plan and the Dry Island Buffalo Jump Provincial Park Area Development Plan).

Planning and implementing actions to develop regional economies is a complex and long-term process, requiring the involvement of a range of stakeholders. The findings from best practice research and input from industry leaders clearly show that development within tourism regions, that cross geographic or political boundaries/borders, can be constrained by onerous or lengthy processes, management bureaucracy, lack of synergy, fractured attitudes or varying levels of commitment towards new development and investment.

It is understood that local governments and Governments and Groups Required to Support community agencies have limited staffing and Tourism Development in the DPP Area financial resources, but as policy makers, (listed in no particular order) regulators of land/development, providers of infrastructure and facilitators of community  County of Newell improvement and investment, local authorities can  Special Areas Board play a critical role by identifying pertinent priority  City of Brooks actions, raising awareness and generating  Newell Regional Tourism Association community support and setting out guidelines and  Brooks and District Chamber of Commerce rules to implement and sustain economic development.  Community Futures Entre-Corp  Eastern Irrigation District It is strongly urged that the various levels of  Alberta Ministry of Tourism, Parks and Recreation government, organizations and industry leaders  Canadian Badlands Ltd. involved in the tourism industry within the County of Newell, Special Areas and the City of Brooks take  Tourism Operators (e.g. hotels, restaurants, museum) advantage of Canadian Badlands Ltd. initiatives as  Other special interest groups well as the organization’s other expertise and assistance and work together to support tourism development in the DPP area.

It is recommended that the following tasks be undertaken to improve inter-agency communication in order to ensure the continual sharing of information, to address existing barriers to tourism development and to keep the momentum going to further develop the DPP area as a key destination for visitors and private sector investment. These tasks could to some extent be undertaken in varying orders or concurrently, however a number of groups/sectors must be closely involved in the identified tasks.

Task 1. Improved Inter-Government/Agency Communication:  Hold regular meetings and provide updates/shared information to: o Avoid duplication of efforts and to achieve economies of scale; o Ensure the provision of clear and consistent information; o Identify opportunities for cooperative funding of projects for which more than one municipality/group will benefit from and potential funding sources; and o Discuss recent successes and challenges/barriers.

Task 2. Adding Staff Resources Dedicated to Tourism:  Creation of a Tourism/Events Officer for Brooks or one to be shared between the County of Newell and the City of Brooks;

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 Creation of a full-time Economic Development Officer (EDO) for the City of Brooks or create a shared EDO for the City of Brooks and the County of Newell that would focus on tourism development;  Identify point people within municipal and county departments (e.g. planning, public works) to encourage inter-departmental communication and to assist potential developers and investors; and  Work with the volunteer community (e.g. local sports groups and special interest groups) to help promote opportunities to host regional, provincial, national and international competitions and events (e.g. at the Silver Sage Agribition Grounds and Centennial Regional Arena).

Task 3. Increased Understanding of the Value of Tourism in the Community:  Build awareness and excitement about the benefits of tourism development, such as:

o Diversification and stabilization of the economy; o Creation of new jobs and employment opportunities which may help retain youth and other residents in the area; o Secondary/supplementary sources of income for local residents through tourism; o New sources of tax revenues for the area municipalities and provincial parks, which can be used to continually improve services and infrastructure enjoyed by area residents and visitors; and o Improved quality of life for residents and business owners.

Task 4. Increased Awareness of Tourism Opportunities within the Area and Outside of the Area:  Develop a publicity campaign about the range of tourism opportunities in the DPP area;  Identify potential sources of funding and sponsorship or partnership opportunities to facilitate the provision of tourism/recreation facilities and activities; and  Identification of available support/incentives for private sector developers and business owners.

Task 5. Measurement and Reporting:  Adopt a policy and approach for measurement and reporting on tourism (e.g. number of annual visitors, visitor activities, visitor spending);  Conduct analysis on the economic impact of tourism on the area; and  Promote successes – e.g. case studies and best practices.

Potential Timeframe

It is anticipated that efforts for organizational capacity building will take place over the short to medium- term, with on-going efforts.

Pre-requisites to the Opportunity and Roles/Responsibilities

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At this point in time it is difficult to know who has the necessary human and financial resources to lead the various tasks and actions. Once it is established how each of the various tasks will be led, it is recommended that the following be undertaken before proceeding any further:

a. Formation of a Task/Action Team; b. Assign roles and responsibilities; c. Development of a work plan and timetable with clearly established milestone achievements and end goals; d. Determine the required human and financial resources; and e. Establish a monitoring and reporting process.

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REFERENCES

1. Advanis (January 13, 2004) Canadian Badlands - Travel Alberta Perceptions. 2. Alberta Municipal Affairs (March 2010) Location and History Profile, Village of Duchess. 3. AlbertaFirst.com, http://www.albertafirst.com/profiles/statspack/20704.html. 4. Banister Research and Consulting Inc. (May 2005) Alberta Leisure Travel Intentions Study (May 1, 2005 – October 31, 2005) Top-line Report Presented to Alberta Economic Development. 5. Butcher Partners Ltd Consulting Economists and Landcare Research (November 2007) Economic yield associated with different types of tourists – a pilot analysis, Discussion Paper. 6. Canadian Badlands Ltd. (November, 2008, January, 2009, February, 2009 and March, 2009), The Bottom Line - Highlights of the Canadian Badlands Tourism Market Research. 7. Canadian Badlands Ltd. (2007) Canadian Badlands Marketing Plan (2007). 8. Canadian Badlands Ltd. (2010) Canadian Badlands Fact Sheet. 9. Canadian Badlands Ltd. Canadian Badlands Touring Routes, Coal Mines and Dinosaur Finds Driving Tour. 10. Canadian Badlands Ltd. Canadian Badlands Touring Routes, Prairie Winds & Badlands Driving Tour. 11. City of Brooks (2008), City of Brooks Economic Development Strategy: 2008-2010. 12. City of Brooks (2009) City of Brooks 2009-2011 Budget At A Glance. 13. City of Brooks (November 16, 2009) City of Brooks Online Consumer Survey. 14. City of Brooks (November 6, 2007) City of Brooks, Brooks Land Use Bylaw 03-30, Part 4, Land Use District Map. 15. City of Brooks (July 29, 2008) City of Brooks, Land Use Bylaw No. 03/030, Office Consolidation 16. County of Newell and City of Brooks (March 2009) County of Newell & City of Brooks Intermunicipal Development Plan. 17. County of Newell (November 2003) County of Newell, Municipal Development Plan. 18. Eagles, Paul F.J., Planning Ltd. (August) Existing State of Tourism Management in Alberta's Flagship Provincial Parks. 19. Eagles, Paul F.J., Planning Ltd. (March 31, 2004) Best Practices Study for Sustainable Tourism at Dinosaur Provincial Park. 20. Edwards, Jennifer (February 23, 2008) “Lajitas, The Ultimate Hideout for the Masses”, Midland Reporter-Telegram. 21. Gantenbein, Douglas (August 2004) “Our National Parks are in Danger: They don’t have to be”, Travel + Leisure. 22. Government of Alberta Tourism, Parks and Recreation (February 2010) Tourism in Alberta South Tourism Destination Region: A Summary of 2008 Visitor Numbers and Characteristics. 23. Government of Alberta (2008), Alberta Accommodation Statistics. 24. Government of Alberta (2009) Plan for Parks. 25. Government of Alberta (December 31, 2008) Kinbrook Island Provincial Park Revitalization Plan. 26. Government of Alberta, Dinosaur Provincial Park Management Plan – Draft.

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27. Government of Alberta (February 2010) Tourism in Alberta South, Tourism Destination Region, A Summary of 2008 Visitor Numbers and Characteristics. 28. Government of Alberta, Investing in Alberta's Tourism Industry, Canadian Badlands: An Overview. 29. Government of Alberta (January 13, 2010) Travel Activities and Motivation Survey (TAMS) - National Overview for Alberta. 30. Government of Alberta (July, 2009) Regional Economic Indicators, South Central Region. 31. Government of Alberta (May, 2009) Frequently Requested Alberta Tourism Statistics. 32. Government of Alberta (November, 2009) Profile of the South Saskatchewan Region. 33. Government of Alberta (2005) Visitation Statistics, Provincial Parks and Recreation Areas, 2004/05 Fiscal Year. 34. Government of Ontario (August 31, 2007) Visiting Archaeological Digs & Sites While on Trips of One or More Nights, A Profile Report. 35. Heritage Canada Foundation (March 2009) Main Street: Past and Present, Prepared for the Saskatchewan Tourism, Parks, Culture and Sport. 36. Hince, Tom (June 2006) Birding in Essex Region. 37. infact Research and Consulting (January 18, 2008) A Study of Western Canadian Market Potential to Visit the Canadian Badlands: Quantitative Research. 38. infact Research and Consulting (November, 30, 2007) A Study of Western Canadian Market Potential to Visit the Canadian Badlands: Exploratory Qualitative Research. 39. Kalahari Management Inc. and Intervale Associates Inc. (March 2006) Regional Tourism Strategic Plan, Special Areas Municipal District of Acadia (SAMDA) Region. 40. Lang Research Inc., (December 2007) Canadian Travel Market: Attending National and International Sporting Events While on Trips of One or More Nights (2006 TAMS). 41. Lang Research Inc., (November 2007) Canadian Travel Market: Playing Team Sports While on Trips of One or More Nights (2006 TAMS) 42. Lang Research Inc. (February 1, 2008) Canadian Travel Market, Canadian Travellers to Alberta, A Profile Report. 43. Lang Research Inc. (January 29, 2008) U.S. Travel Market, U.S. Travellers to Alberta, A Profile Report. 44. Malone Given Parsons Ltd. (September, 2004) The Canadian Badlands Eco-Tourism Destination Assessment. 45. Mill, Robert Christie (2001) Resorts: Management and Operation. 46. National Park Service U.S. Department of Interior (2010 Issue) Badlands Visitor Guide. 47. National Parks Service U.S. Department of the Interior (2009) President's Fiscal Year 2008 NPS Budget Proposal to Impact Park Operations at Badlands. 48. NSW Department of Environment and Climate Change Task Force for Tourism and National Parks (2008) Submission to the Taskforce for Tourism and National Parks. 49. PFK Consulting & Western Management Consultants (March, 2006) Executive Summary - Fixed Roof Accommodation Study, Canadian Badlands, Alberta. 50. Praxis Group (The) (March 2009) Recreational Vehicle Camping in Alberta: A Demand and Supply Side Perspective. 51. Rennicke, Jeff (Spring 2007) “Keepers of the Light”, National Parks

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52. Research Department of the Travel Industry Association of America Washington (The), D.C. (2002) The Geotourism Study, Phase I Executive Summary, Sponsored by the National Geographic Traveller. 53. Research and Consulting Limited (2006), The American Market for Archaeological Experiences in Alberta. 54. Research Resolutions & Consulting Ltd. (February 2007) Spotlight on American Group & Learning Tourists, A National Perspective (TAMS 2006) 55. Robertson Weir Ltd. (December 2003), Heritage Appreciation Strategy, Dinosaur Provincial Park. 56. Sahlins (November 27, 2009) “Hotel development cost survey 2009”, 4 Hotels Hospitality, Hotels and Travel News, http://www.4hoteliers.com. 57. Sandbrook, Chris (2010) “Local economic impact of different forms of nature-based tourism”, Conservation Letters. 58. Special Areas Board, Update on Special Areas Tourism Initiative. 59. Statistics Canada (April 2010), Travel Survey of Residents of Canada, International Travel Survey Alberta Tourism, Parks and Recreation. 60. Strategy Plus (April, 2005) Community Tourism Strategic Plan, Appendices, Canadian Badlands Visitor Information & Statistics. 61. Strategy Plus (April, 2005) Community Tourism Strategic Plan, Town of Brooks & County of Newell. 62. Taylor, Iris (June 27, 2010) “Growing number of RV migrants live, work on the road”, Richmond Times-Dispatch, http://www2.timesdispatch.com/business/2010/jun/27/rjob27-ar-232487/ 63. UNESCO (January 2008) Operational Guidelines for the Implementation of the World Heritage Convention. 64. SAMDA, Update on Special Areas Tourism Initiatives 65. Western Management Consultants (January 2008) Canadian Badlands Tourism Development Investment Opportunities Assessment. 66. Western Management Consultants (March 2002) The Canadian Badlands Forum, Evolving a Vision and Strategy for Tourism Development of The Canadian Badlands, 2001-2010. 67. Western Management Consultants (March 2003) Market Assessment and Visitor Projections, Cypress Hills Interprovincial Park, Dinosaur Provincial Park, Writing-On-Stone Provincial Park, Revised Draft. 68. Western Management Consultants (September 2008) Canadian Badlands Tourism Development Strategy, Part I: Strategic Assessment. 69. Western Management Consultants (September 2008) Canadian Badlands Tourism Development Strategy, Part II: Strategy. 70. Wilson, Erica, Nielsen, Noah, and Buultjens, Jeremy (March 2009) “From lessees to partners: exploring tourism public-private partnerships within the New South Wales national parks and wildlife service”, Journal of Sustainable Tourism, Issue 2. 71. Wood, Megan, Epler, United National Environment Programme (2002) Ecotourism: Principles, Practice and Policies for Sustainability.

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Websites (Information and Images)

http://www.assiniboinelodge.com/ http://www.blackfootcrossing.ca/ http://www.brooks.ca/ http://www.brooksmuseum.ca/ http://www.canadianbadlands.com/ http://castlegarrvpark.com/ http://clayoquot.org/cwfs-home.html http://www.concessions.nps.gov/index.htm. http://www.cornwallheartofthecity.com/ http://www.countyofnewell.ab.ca/news.php http://www.eid.ab.ca/ http://www.eidnet.org/local/aqueduct/ http://www.emersonbridgepark.com/ http://www.env.gov.bc.ca/bcparks/index.html http://www.environment.nsw.gov.au/ http://www.environment.nsw.gov.au/NationalParks/touroperators.aspx. http://www.eoearth.org/ http://foreverresorts.com/ http://gonefishinn.ca/ http://www.gorving.ca http://www.gov.mb.ca/conservation/parks/ http://www.lajitasgolfresort.com/ http://www.lakenewellresort.ca/ http://www.lareata.com/ http://www.nationalgeographic.com/ http://www.nps.gov/index.htm http://www.nrta.ca/ http://www.ownlakenewell.com. http://www.roadandtravel.com/traveladvice/multigenerationaltravel.htm. http://www.rusticvacations.com/ http://www.salmonarm.ca/siteengine/activepage.asp http://www.samda.ca/ http://www.silversagecorral.com/ http://www.southern.cma.nsw.gov.au/about_us-role_of_SRCMA.php. http://www.theranchatrockcreek.com/ http://www.town.blackdiamond.ab.ca/sustainability.cfm http://www.town.nanton.ab.ca/ http://www.tpr.alberta.ca/parks/dinosaur/index.aspx http://travelspecialareas.com http://www.turleestationstay.com.au/ http://www.visitnsw.com/Mungo_National_Park_P629.aspx http://www.watertonlakeslodge.com/ http://www.wolfstone.ca/wsr/village/village_intro.htm

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APPENDIX A – STAKEHOLDERS WHO PROVIDED INPUT TO THE STUDY

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IBI Group obtained input from the following groups/individuals as part of the Dinosaur Provincial Park (DPP) and Area Tourism Development Plan Study and would like to thank all participants for their time and important contribution:

 County of Newell Council and County Staff  Newell Regional Tourism Association  Eastern Irrigation District  Brooks and District Chamber of Commerce  Brooks Council and City Staff  Alberta Provincial Parks  Area Landowners  Royal Tyrrell Museum of Palaeontology Staff  Hotel Developers/Tourism/Accommodation Providers  Newell Lake Resort Builders Investment Group  Province of Alberta (Tourism, Parks and Recreation)  Canadian Badlands Ltd.  Treaty 7  University of Calgary  Red Deer College  Medicine Hat College  Alberta Irrigation Projects Association  Special Areas Municipal District Area of Acadia (SAMDA)  Brooks and District Museum

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APPENDIX B – OPPORTUNITIES IDENTIFIED FOR DINOSAUR PROVINCIAL PARK AND SURROUNDING AREA

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A number of market studies, opportunity assessments and visioning strategies have been completed for the Canadian Badlands Region as a whole, as well as for specific portions of the region, including DPP and adjacent lands, the County of Newell and Special Area No. 2.

IBI Group undertook a review of these background documents and compiled a list of previously identified opportunities within the study area - including physical development, activities and programs and other recommendations. As indicated below, several of the suggestions have since been undertaken or are in the process of being implemented. Some additional opportunities were also identified by stakeholders who provided input to the Dinosaur Provincial Park and Area Tourism Development Plan Study.

IBI Group compiled themed groups, based on location, of the identified opportunities:

Dinosaur Provincial Park (DPP):

 4 Star Boutique Hotel (Top of Bank)  Additional Campsites  Lengthened Operating Season for Camping  Overnight School Programs/Work Retreats  Additional Guided Experiences  Development of Specific Curriculum School Programs  Additional Dig Expeditions/Vacations  Additional Programs/Workshops  Additional Bus/Van Tours in the Park  Boating (e.g. Motorized and Non-motorized)  River-based Eco-tours  Cross Country Skiing (e.g. Bank of Red Deer River)  Rental of Equipment  Hot air Ballooning  Sports Events (e.g. water related)  Bus Tour to the Park (from Brooks)  Expanded Visitor Centre (done)  Photography Courses/Clinics (done)

Hamlets, Villages and Lands Adjacent to DPP:

 Boutique Style Hotel  Campground  Bed and Breakfast Accommodations  RV Park with Rentals  Restaurant  Golf Course  Geocaching  Outside Event & Amphitheatre  Wildlife Tours

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Lake Newell:  4 Star, 100 Room Full Service Spa Resort  Resort  Golf Course  Recreation Equipment Rental  Additional Sports Events/Activities (e.g. water related)  Bird Watching/Tours

City of Brooks and Area:  Greater Linkages Between DPP and the City of Brooks  Alternative Accommodation (e.g. Residence for Elderhostel, Bed and Breakfast Accommodations)  Casino With a Badlands or Irrigation Theme  Packages With Silver Sage Community Corral  Golfing Packages for Existing Golf Courses  Guided & Self-Guided Area Tours  Recreation Equipment Rental (e.g. Area Trails)  Develop Tours of Arts and Crafts, Agri-Tourism  Higher End Restaurants  Unique (e.g. non-chain) Restaurants  Crop Diversification Centre  Develop tours of the Downtown (both guided and self-guided, with guide books/CDs)  Develop packages with Silver Sage Community Corral  Develop golfing packages  Develop a central booking service for accommodation and tours  Cooperative marketing with the Blackfoot Crossing Historical Park  Develop tours of arts and crafts, agri-tourism, movies, etc. with a hands on learning experience

General Canadian Badlands Region:  More Hotel Rooms (e.g. Medicine Hat, Lethbridge)  Alternative Accommodation (e.g. Bed and Breakfast Accommodation in Milk River, Warner)  RV Resort (e.g. Lake Newell, Crawling Valley, Drumheller)  Blackfoot Crossing Accommodation/Amenities (study underway)  Dinosaur Touring Route (study underway)  Badlands Triathlon  Geocaching  Pilgrimage Programs/Conferences  Overnight Circle Tours - various destinations/regions in Badlands  Culinary Development/Tour Route

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 Public awareness of the Canadian Badlands through communication strategy underway  A branding strategy adopted by the Canadian Badlands (done)  A tourism marketing and communications plan for the Canadian Badlands (done)  Enhanced signing, information systems, touring guides, highway viewpoints and access points to the Canadian Badlands (underway)  Tourism supplier inventory  Tourism hospitality training, evaluation and recognition program (underway)  Customer service training program for tourism service providers in the Canadian Badlands (underway)  A regional infrastructure inventory  A regional infrastructure committee  Tourism information services, including high speed internet access are expanded throughout the Canadian Badlands Region  Develop a Canadian Badlands Ambassador Program

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