Kalyna Country Tourism Development Strategy

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KALYNA COUNTRY TOURISM DEVELOPMENT STRATEGY

Table of Contents EXECUTIVE SUMMARY ...... 5 INTRODUCTION ...... 10 Background...... 10 Project Objectives...... 11 Process Overview...... 11 SITUATION ASSESSMENT: Where are we now? ...... 16 Study Area...... 17 Themes ...... 18 Lures and Clusters: Kalyna’s Tourism Resource ...... 19 Key Attractions and Clusters ...... 19 Market Analysis ...... 27 Trends in Alberta Tourism ...... 27 Activities-Based Demand...... 27 Regional Tourism Characteristics & Trends ...... 35 Primary Research Survey...... 37 SWOT Analysis ...... 40 Tourism Gaps...... 42 ALTERNATIVE ANALYSIS: Where do we want to go? ...... 48 Objectives...... 48 Measures...... 48 Alternatives...... 51 Technical Analysis...... 51 Ranking & Weighting...... 51 STRATEGIC PRIORITIES: How do we get there? ...... 53 Strategic Priorities for Tourism Development...... 53 Experiential Attractions in the Kalyna Country Ecomuseum...... 53 Kalyna Country Food ...... 55 Kalyna Country Accommodation ...... 56 Aboriginal Tourism Product Development ...... 57 Agricultural Tourism Product Development ...... 58 Kalyna Country Historic Trails and Waterways...... 60 Kalyna Country Folk Festival ...... 61 Supporting Actions for Tourism Development...... 62 Realigned Kalyna Country Boundary...... 62 Governance ...... 63 Regional Tourism Stakeholder Organization ...... 63 Tourism Training & Education Programs for Industry...... 65 Tourism Investment Attraction Strategy...... 66 Tourism Business Information Portal...... 66 Expanded Tourism Information Website...... 67 Tourism Small Business Support Program...... 68 Focussed Marketing ...... 68

Kalyna Country Tourism Development Strategy 3

Thank you to everyone who participated in this project:

Arnold Grandt - Ukrainian Cultural Heritage Village Corrine Card - Métis Crossing Crystal Cooper - Village of Mannville Dave Humphries - Vegreville Agricultural Society Edith Zawadiuk - Kalyna Past President Elizabeth Kuhnel - Alberta Ministry of Tourism, Parks, & Recreation Ellen Lefsrud - Viking Town Council Gail Upham - Village of Holden - H.E.A.R.T. George Jamieson - Minburn County, Councillor Gord Snyder - Buffalo Adventures Jenelle Saskiw - Village of Marwayne, Vermillion River Regional Alliance EDC Jars Balan - University of Alberta Ukranian Studies (Kalyna Curator) John Ritchie - Kikino Metis Settlement Jordan Rumohr - Lamont County Kelly Sprauge - Town of Mundare Kevin Kisilevich - Kalyna Country Laura McGowan - Alberta Ministry of Tourism, Parks, & Recreation Leah Huber - Elk Island National Park Maureen Easton - Vegreville Economic Development Board Mike Saric - Town of Mundare Peggy Nahirniak - Village of Holden (Kalyna Director) Ray Sauer - Thorhild County (Kalyna President) Ron Spragg - Village of Andrew (Kalyna Director) Ross Stromberg - Fort George/Buckingham House/Victoria Settlement Shane Hason - Heinsburg/Iron River (Kalyna Director) Shane Pospisil - Smoky Lake County Sheila Neil - Kalyna Country Tam Anderson - Sturgeon County Wayne Taylor - Smoky Lake Chamber (Kalyna Vice Pres.) Yvonne Brown - Tourism for Tofield

Kalyna Country Tourism Development Strategy 4 EXECUTIVE SUMMARY The Kalyna Country Tourism Development Strategy was undertaken to identify strategic priorities for tourism development in Alberta’s Kalyna Country. This tourism destination evolved from the Kalyna Country Ecomuseum and includes the communities and rural areas in the County of Thorhild, Smoky Lake County, Lamont County, County of Two Hills, County of Minburn,as well as portions of Strathcona County (rural area), Sturgeon County, Beaver County and the County of St. Paul.

The goal of the project was to build on the unique resources of the region that help differentiate it from other areas and to increase its destination status. A participatory process was used to engage local tourism stakeholders and incorporate local values into the strategy, and to ensure that those ultimately implementing the strategy were involved in the decision-making. This work took place from January to March, 2010.

The following six theme areas were identified through market research and local stakeholder engagement to help characterize the current primary lures and brands within the region:

STRATEGIC PRIORITIES FOR TOURISM DEVELOPMENT A set of strategic priorities was identified to provide a ‘blueprint’ for moving forward with tourism development in the region. The strategic priorities take into account the creation of an experiential-based tourism region; one which offers the visitor opportunities for learning and personal growth as well as relaxation and adventure. Rather than diluting what makes Kalyna Country unique, the strategic priorities identified here link the region’s attractions under the umbrella of the Kalyna Country Ecomuseum. In addition, these strategic priorities will provide the visitor with a full-service experience including routes, tours and trip planning, as well as food, retail, accommodation and entertainment. The seven key tourism product development opportunities are as follows.

Experiential Attractions in the Kalyna Country Ecomuseum Kalyna Country must increase and expand relevant attractions throughout the region and increase the visibility of Ukrainian, settler, aboriginal and agricultural culture throughout. Kalyna Country needs cultural product development in the rest of the region to complement the

Kalyna Country Tourism Development Strategy 5 Ukrainian Cultural Heritage Village (UCHV) to help ensure visitors are attracted to visit and stay in Kalyna Country.

 Assist operators to develop experiential products and interpretive elements at existing markets, museums and historic sites.  Invest in Main Street redevelopment to encourage local towns and villages to reflect their Ukrainian or settler heritage.  Develop guided and self-guided circle tours of the Kalyna Country Ecomuseum from Edmonton.  Develop a Kalyna Country signage program.  Host Ukrainian events that educate visitors about the unique holiday customs of Ukrainian Canadians.  Develop Settler and aboriginal events at the Victoria Settlement, Métis Crossing, Fort George and Buckingham House, and other historic and cultural sites.  Develop programs and packages for schools groups to tour the region.

Kalyna Country Food Developing Ukrainian food and beverage services and retail products presents a major opportunity for enhancing the Ukrainian theme and generally boosting the local tourism economy. This would also help ensure that Kalyna Country offers a full-service experience and help to increase spending, keep visitors in the area longer and increase the number of repeat visits.

 Develop Ukrainian restaurants that highlight the cultural uniqueness of the region.  Develop artisanal Ukrainian food and beverage products.

Kalyna Country Accommodation There is an opportunity to develop accommodations that emphasize authentic Ukrainian, settler, aboriginal or agricultural identity in order to fill an identified gap in regional accommodation diversity and capitalize on the uniqueness of Kalyna Country. Increasing the accommodation options in the region would encourage more overnight visits. This product development opportunity also complements several of the other proposed product developments for Kalyna Country including experiential tourism, touring routes and trails, hunting and fishing tours, agri- tourism and festivals.  Ukrainian bed & breakfasts and guesthouses would provide visitors with an added authentic taste of Ukrainian culture on their visits.  Settler, aboriginal and adventure-based ranches, cabins and lodges where opportunities for hunting and fishing as well as heritage sites exist (such as in the north of the region and along the North Saskatchewan River).  Farm stays where families and individuals stay on a farm for the weekend and learn about the workings of a farm.

Aboriginal Tourism Product Development Aboriginal tourism can become a highly successful product that extends the length of visitor stays, attracts a greater share of the international market and enhances economic benefits to tourism operators across the region. Kalyna Country does not currently have many aboriginal attractions, but the region has a rich aboriginal history and numerous First Nation and Métis communities with which to collaborate on building a successful tourism sector. The use of aboriginal tourism as a complementary sector for other tourism activities in the region will increase tourism in Kalyna Country while keeping true to the regions unique character.

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 Package Métis Crossing with Victoria Settlement.  Increase aboriginal presence at Fort George and Buckingham House, including cultural activities, performances and foods.  Develop aboriginal hunting and fishing tours including winter tours with the Whitefish or Saddle Lake Nation or the Kikino, Buffalo Lake, Elizabeth or Fishing Lake Métis Settlements.  Increase aboriginal shopping and dining opportunities at historic sites and in communities throughout the region.

Agricultural Tourism Product Development Agriculture features in every geographic area of the region and links in with both the Ukrainian and Settler and Aboriginal Culture themes of Kalyna Country. Kalyna Country can capitalize on its identity as an agricultural region by further developing the local agri-tourism sector. This creates opportunities for new products and services that can diversify revenues for local agricultural producers and support a niche for restaurants, retailers and other providers.

 Expand Dine Kalyna to be held more than once a year.  Coordinate the region’s farmer’s markets, county fairs and rodeos to build on the successes of existing local markets, to bring in greater numbers from pooled resources and to build the Kalyna brand.  Develop farm visits and tours of artisanal and local food production facilities.  Create a cycling farm circle route (or alternatively a driving route) to farms in the areas surrounding Vegreville and Two Hills.  Host cooking classes by top chefs on the farm to increase the visibility of Kalyna Country and the connection between its farms and the Edmonton market.  Develop artisanal food products that reflect the region including Ukrainian foods, buffalo meat products, preserves, craft beer, or vodka (horilka) distilleries.  Develop accommodation that caters to the culinary crowd.

Kalyna Country Historic Trails and Waterways Outdoor recreation opportunities abound in Kalyna Country, particularly in terms of trail and water based activities on the North Saskatchewan River. Tourism development opportunities exist in terms of providing tours, tourism services and rentals around jet boating, canoeing, kayaking and para-sailing, in addition to enhancing the existing products in the region to ensure visitors are attracted to the region.

 Enhance the interpretive sites along the Victoria and Iron Horse Trails.  Increase the number of outdoor recreation events and competitions.  Package outdoor recreation attractions such as Elk Island National Park with unique Kalyna attractions and accommodations.  Develop guided and self-guided paddling tours down the historic North Saskatchewan River trading route.  Develop a canoe and kayak rental service at key put-in locations along the North Saskatchewan River.  Develop guided horseback-riding tours along the Victoria and Iron Horse Trails that stop at interpretive and wildlife viewing sites.  Develop bicycle rentals and tours at key points on the Victoria and Iron Horse Trails.

Kalyna Country Tourism Development Strategy 7  Develop cross-country ski and snowshoeing rentals and tours at key points on the Victoria and Iron Horse Trails.  Develop snowmobiling rentals and tours at key points on the Victoria and Iron Horse Trails.

Kalyna Country Folk Festival In order to draw new visitors to the region, increase lengths of stay and therefore spending, an annual music festival hosted by Kalyna Country should be developed.

 Develop a folk music festival with big name performers and local Ukrainian, Métis and First Nation talent, hosted by the Kalyna Country Trust Society.

SUPPORTING ACTIONS FOR TOURISM DEVELOPMENT In addition to the tourism product development opportunities outlined here, the Steering Committee also identified several supporting initiatives that would further the success of tourism development in Kalyna Country. These initiatives are outlined as follows.

 Realigned Kalyna Country Boundary – The boundaries of Kalyna Country should be realigned with the original boundaries of the Ecomuseum. In order for Kalyna Country to resonate as a brand in the markets, it is important to focus on what makes the region unique - the ecomuseum and the themes within it.

 Regional Tourism Working Group - One of the greatest challenges facing all communities and regions in the tourism sector is the difficulty of bringing public and private sector interests together in collaborative and mutually beneficial environments. Establishing a tourism stakeholder organization for the Kalyna Country region could be a foundational activity that all other tourism planning and decision-making could build upon. A Regional Tourism Working Group would help to guide tourism development in the region and ensure that the needs and values of local communities are addressed.

 Tourism Training & Education Program - As tourism expands in the Kalyna Country region, there is an opportunity to provide training and education to inform local residents and leaders of the benefits of tourism and their roles within it as well as improving the capacity of the sector to meet high standards commonly required in more established tourism economies.

 Tourism Investment Attraction Strategy - One of the key planning and governance activities to be undertaken by any Regional Tourism Working Group is the establishment of a tourism investment attraction strategy for the Kalyna Country region. The strategy would further identify specific business gaps in the tourism sector (e.g., fixed roof accommodations, outdoor recreation operators, regional transportation, etc.) and articulate a roadmap for filling gaps through local, regional, or international investment attraction.

 Tourism Business Information Portal - Currently there is no single information source for entrepreneurs and businesses seeking to establish or expand their enterprises. By providing an information portal (perhaps online), businesses will gain easier access to financing, partnership, and networking opportunities while creating stronger linkages among businesses and providing a forum in which the broader tourism sector can be accessed

Kalyna Country Tourism Development Strategy 8 and/or mobilized. The business information portal could be integrated and coordinated with Kalyna Country website, with the addition of a business information tab.

 Expanded Tourism Information Website - Although Kalyna Country has been successful in developing a regional tourism website and increasing its visitor numbers, there are numerous improvements that could be made to increase its value and usability. This includes a more structured and comprehensive listing of amenities and attractions, better mapping of tourism products and services, and a forum (e.g. travel advisory) to allow visitors to provide recommendations, feedback, and other user-generated content.

 Tourism Small Business Support Program - Although the Province of Alberta has a number of programs to help support the establishment and expansion of new small businesses, there are few programs accessible to tourism enterprises in the Kalyna County region. By establishing business support programs for tourism entrepreneurs in the region, both the public and private sectors can help to reduce investment risks while better ensuring that products and services provided are of a standard indicative of their goals.

 Focussed Marketing – Kalyna Country’s broad stroke approach to marketing and the gradual expansion of the region's boundaries beyond the original Ecomuseum boundary has led to the dilution of the region’s identity. Kalyna Country marketing should focus on what is unique and distinctive in the region. The themes related to the ecomuseum heritage district should be predominant in marketing efforts and should target niche markets. In addition, Kalyna Country’s current marketing efforts provide a comprehensive clearinghouse of tourism information for each of the region’s communities. Targeted marketing toward specific user groups and untapped segments could better position Kalyna Country to capture unique opportunities, have a greater return on marketing investments and gain a stronger foothold in the dominant Edmonton regional market.

Kalyna Country Tourism Development Strategy 9 INTRODUCTION

Background Kalyna Country as a tourism destination evolved from the Kalyna Country Ecomuseum. It includes the communities and rural areas in the County of Thorhild, Smoky Lake County, Lamont County, County of Two Hills, County of Minburn,as well as portions of Strathcona County (rural area), Sturgeon County, Beaver County and County of St. Paul.

Map of Kalyna Country

Like many other rural regions, the communities of Kalyna Country are looking to tourism to help diversify revenues and contribute to the long-term sustainability of the region. The region already has a lot to offer visitors in terms of attractions, sites, services and events. Its proximity to the large Edmonton market (over one-million-people), its unique cultural history, rural towns, and natural areas all position Kalyna to develop a vibrant tourism economy.

Kalyna Country Tourism Development Strategy 10 The Kalyna Country Ecomuseum, which operates as the Kalyna Country Trust Society, was established in 1992 to preserve the heritage of the region largely created by Canada’s oldest and largest Ukrainian bloc settlement. The Kalyna Country Trust Society has increasingly focused its efforts on both tourism development and marketing, partly at the expense of the conservation and interpretive work of the ecomuseum. In addition to developing products such as a guide for Lamont County’s historic churches, they have been producing marketing products for the region since 1997, including a 150+ page visitor guide with a distribution of over 75,000 copies per year. The guide’s success has resulted in expanding the promotional boundaries beyond the original ecomuseum boundaries which were expanded in the early years of the project to refine the thematic cohesiveness of the region and help rationalize its administration. The Society also plays a major role in local tourism coordination - through promotion, creating connections between operators and local governments, and more recently, through the development of additional tourism products for the region.

Project Objectives In January 2010, the Tourism Product Development Branch of Alberta Tourism, Parks and Recreation retained EcoPlan International to conduct a tourism development strategy related to tourism products, services, and infrastructure in the Kalyna Country. The project objectives are as follows:

 To provide the ‘blueprint’ to guide both private and public sector tourism development activities for the next 5-10 years.  To determine what theme/focus of the region should be the primary “lure” and what development is needed to create the lure.  To define the ‘experience(s)’ that Kalyna Country should offer and identify products, either new or enhanced, that are required to deliver the experience(s).  To identify gaps in tourism related services in the current delivery of the Kalyna Country ecomuseum experience and identify development/investment opportunities.  To identify developments that would serve to attract visitors off the highways and into the region’s communities (e.g., day trips, circle tours, cluster events, fairs & festivals, etc.).  To identify activity nodes/clusters within the region that offer tourism development potential; to identify theming potential; and the development needed to build the nodes into regional centers.  To identify the role(s) of the Kalyna Country Trust, the municipalities and private industry in developing the region (e.g., facilitating tourism development; provision of required infrastructure; provision of tourism product such as trails).  To identify an implementation strategy including organizational requirements and other resources necessary to facilitate the implementation of the development strategies presented in the report.

In addition the project assessed what the boundaries of Kalyna Country should be for the purposes of the development strategy and for purposes of branding the region. It was recognized that opportunities exist to partner with communities and businesses outside the region for marketing and clustering initiatives,

Process Overview A participatory planning process was undertaken for this work. By incorporating local stakeholders, it was ensured that the best local knowledge could be incorporated into the

Kalyna Country Tourism Development Strategy 11 process and that those who would ultimately be implementing the strategy were those involved in the decision making.

In determining what tourism opportunities could be pursued and how – a challenging set of questions are being considered: What information is needed to make a decision? How is “best” defined? How is it measured? What phasing makes sense? What are the links to other actions?

A 10-step strategic planning approach was used to organize the Kalyna Country Tourism Development Strategy. Each phase asks one of the following guiding questions: Where are we now? Where do we want to go? How do we get there? and Have we arrived? This approach blends quantitative information with local values to produce strategic priorities that are transparent and defensible. Most importantly, it avoids the “laundry list – wish list” syndrome that plagues less strategic approaches to tourism planning. The following sections briefly outline the phases of work involved in this process.

PHASE 1: WHERE ARE WE NOW?

The phase of work was concerned with getting project components in place. Key tasks included:

Core team teleconference: The initial meeting was with the core planning team (Kalyna Country Trust Society board and staff, Alberta Tourism, Parks and Recreation, and EcoPlan). Project objectives were reviewed along with the proposed work plan and schedule. Relevant documents including Kalyna Country marketing materials, existing research and plans were also discussed and shared.

Study tour: In early February EcoPlan travelled to Kalyna Country and conducted a two-day study tour that included visits to locations in and surrounding the study area, on a route between Vegreville, Vermillion, Wainwright, Viking, Elk Island National Park, the Ukrainian Cultural Heritage Village, and Mundare. This involved visits to a variety of tourism sites and attractions and meetings with key stakeholders and members of the project core team.

Stakeholder assessment: A stakeholder assessment was conducted in order to determine participation in the project steering committee and input points. The committee met for two workshops during the course of the project and were encouraged to provide input throughout. The following stakeholders formed the steering committee:

 Arnold Grandt - Ukrainian Cultural Heritage Village  Corrine Card - Métis Crossing  Crystal Cooper - Village of Mannville  Dave Humphries - Vegreville Agricultural Society  Edith Zawadiuk - Kalyna Past President  Elizabeth Kuhnel - Alberta Ministry of Tourism, Parks, & Recreation  Ellen Lefsrud - Viking Town Council  Gail Upham - Village of Holden - H.E.A.R.T.  George Jamieson - Minburn County, Councillor  Gord Snyder - Buffalo Adventures  Jenelle Saskiw - Village of Marwayne, Vermillion River Regional Alliance EDC  Jars Balan - University of Alberta Ukranian Studies (Kalyna Curator)  John Ritchie - Kikino Metis Settlement  Jordan Rumohr - Lamont County

Kalyna Country Tourism Development Strategy 12  Kelly Sprauge - Town of Mundare  Kevin Kisilevich - Kalyna Country  Laura McGowan - Alberta Ministry of Tourism, Parks, & Recreation  Leah Huber - Elk Island National Park  Maureen Easton - Vegreville Economic Development Board  Mike Saric - Town of Mundare  Peggy Nahirniak - Village of Holden (Kalyna Director)  Ray Sauer - Thorhild County (Kalyna President)  Ron Spragg - Village of Andrew (Kalyna Director)  Ross Stromberg - Fort George/Buckingham House/Victoria Settlement  Shane Hason - Heinsburg/Iron River (Kalyna Director)  Shane Pospisil - Smoky Lake County  Sheila Neil - Kalyna Country  Tam Anderson - Sturgeon County  Wayne Taylor - Smoky Lake Chamber (Kalyna Vice Pres.)  Yvonne Brown - Tourism for Tofield

Situation Assessment: The situation assessment was prepared in the lead up to the first Steering Committee workshop and was updated and revised as new information became available. This work involved developing and analyzing Kalyna tourism product inventory; data collection and analysis related to relevant tourism market statistics and trends; and a primary research survey with representative stakeholder groups from outside the Kalyna Country region.

SWOT Analysis: Steering committee members brainstormed a list of strengths, weaknesses, opportunities and threats regarding tourism in Kalyna Country.

Gap Analysis: The gap analysis brings together all of the research in the first phase to determine what is missing in the Kalyna Country experience and what tourism developments potential exists in the region.

Kalyna Country Tourism Development Strategy 13 PHASE 2: WHERE DO WE WANT TO GO?

This phase of work was primarily concerned with grounding high level visions and ideas into a set of substantial and specific goals that are able to guide practical decision making. The work was largely constructed around input from the steering committee in the first of the two workshops for the project. A structured decision analysis framework was used to organize objectives and the list of strategy options so they could be evaluated and realistic priorities could be established. The following activities contributed to this phase:

Objectives: The results of the SWOT analysis were categorized into several over arching theme areas. These were then converted into a list of objectives that were validated and ‘wordsmithed’ by the Committee. These objectives are the analytical tools that help to ensure that strategy options being designed actually address local values.

Measures: Measures assist in decision-making by providing a way to evaluate possible actions or strategies. Potential measures were brainstormed by the Steering Committee groups and then refined into a Low - Medium - High scale that was then used in the technical analysis, in Phase 3.

Alternatives: A list of alternatives was brainstormed by the Steering Committee. These were integrated with findings and analysis from the situation assessment to create a set of packaged alternatives, or strategy options, for consideration.

Technical Analysis: The measures developed for each of the objectives were used to evaluate, on a five point Low to High Likert scale, the degree to which each alternative satisfied each objective. In other words, each alternative was scored based on how well it would contribute to achieving the tourism development objectives set out by the committee, all objectives being equal.

Ranking & Weighting: In completing the objective weighting exercise, participants were asked to identify which potential change in objectives (vis a vis the alternatives) were the most important, and how important each is relative to one another. A direct ranking of all the alternatives was also completed by each of the participants.

Results & Discussion: The results of the technical analysis, objective weighting and ranking were combined and graphed to show how well each alternative scored based on the weighted ranking (the technical analysis and objective weighting exercise combined) and the direct ranking methods. The top emerging alternatives were reviewed and discussed. Some additional packaging of compatible alternatives occurred at this point. Following the second committee workshop additional analysis was provided by the consultant and a set of top strategic priorities was identified and scoped.

PHASE 3: HOW DO WE GET THERE?

“Getting there” is ultimately what the entire strategic planning process is about. Seven strategic priorities for tourism development in Kalyna Country were developed to increase visitor experience in the region. In developing the strategic priorities, the components of the decision framework (objectives, alternatives) were brought together so they could be evaluated and prioritized. This phase also built on the outputs of the first Steering Committee workshop and

Kalyna Country Tourism Development Strategy 14 incorporated the findings of the market analysis, tourism resource gap assessment analysis as well as best practices from other contexts.

In addition to the seven strategic tourism product development opportunities, the Steering Committee also identified several supporting initiatives that would further the success of tourism development in Kalyna Country. These initiatives fall broadly under organizational capacity, training and support programs for industry; and marketing and are outlined in the next section

PHASE 4: HAVE WE ARRIVED?

Asking “how do we know when we have arrived” is fundamental to successful planning. Answering this requires monitoring and evaluation. While this is outside the scope of this process, an effort to understand how well strategic priorities are being implemented will undoubtedly strengthen long-term planning.

Kalyna Country Tourism Development Strategy 15 SITUATION ASSESSMENT: Where are we now? This situation assessment was developed to build a shared understanding of Kalyna Country among stakeholders. It is an opportunity to share facts; identify strengths, weaknesses and trends; and ensure that all stakeholders are “on the same page.” This step is fundamental to creating informed decision-makers.

The information presented in this situation assessment was integrated into the process in several ways. Highlights of the inventory of tourism resources and the market characteristics and trends were presented to the Steering Committee at the first workshop. This information primed the group to complete the SWOT analysis (strengths, weaknesses, opportunities, threats), identify issues and objectives, and brainstorm tourism development alternatives. The inventory analysis contributed to the development of the six theme areas for organizing tourism products and was also used to identify nodes and clusters of attractions. This, along with findings from the market analysis and primary research survey were integrated into the development of potential opportunities or alternatives and also fed into the final scoping of top selected priority areas.

Red Barn, Newbrook 1945 – Ray Sauer

Kalyna Country Tourism Development Strategy 16

Study Area The initial Ecomuseum concept area was roughly 15,000 km2 and largely coincided with the Ukrainian Cultural Heritage Village’s analysis of the early 19th and 20th century settlement period and the historical attractions in the area. The area encompasses all of the counties of Smoky Lake, Thorhild, Two Hills, Lamont, Saddle Lake Reserve no.125, and Whitefish Lake Reserve no.128, as well as small tracts of Strathcona, Sturgeon, and St. Paul counties.

The original Ecomuseum boundaries were chosen for two reasons: (1) to take advantage of the significant investments already made in existing tourism sites; and (2) to provide a “focal point” and a “distinctive identity” that could unite a broad range of communities and histories in a viable organizational entity. Without a distinctive identity it was feared the Ecomuseum would simply become an administrative construct rather than an “expression of the region’s unique historical legacy.”

Original Ukrainian Settlement Block Ecomuseum Boundary

With the Kalyna Country Trust Society's evolution to the larger, more marketing-driven organization that is now Kalyna Country, its geographic scope has expanded. Some positive outcomes of this greater reach have included the increase in organizational revenues from membership and the ability to cross-promote in a larger market. However, the addition of this larger number of diverse communities has resulted to some degree in the dilution of the Ukrainian cultural identity that is central to the region’s historical legacy.

Kalyna Country Tourism Development Strategy 17

Themes Identifying the key themes and clusters of tourism products in Kalyna Country was a major objective of this strategy. Tourism stakeholders in the region recognized that identifying key themes and brands would help the region to better identify gaps and opportunities. When the Kalyna Country Ecomuseum was first conceptualized, six themes were identified. These themes were described as an archaeological metaphor that represented layers through time, as follows:

 Geology, Physiography and Glacial History  Natural Environment  Aboriginal History, Culture and Contemporary Native Life  European Exploration and the Fur Trade  Early Agricultural Settlement and the Pioneering Experience  Modern and Contemporary Life of the Area

Over time, and largely due to the shifting roles of the Kalyna Country Trust Society’s activities, these themes also began to change. Kalyna Country’s marketing materials expanded to include products and services that became increasingly difficult to categorize in terms of the original themes. In addition, as Kalyna Country’s reach continued to expand, new communities and tourism stakeholders came into the mix with different perceptions of the region’s dominant themes and lures. Through market research and a visioning/branding exercise undertaken by the project Steering Committee, six new themes emerged as the current primary lures and brands within the region. These are as follows:

 Ukrainian Culture – This encompasses both historical and contemporary Ukrainian culture attractions and activities.  Settler & Aboriginal Culture – This includes the area’s heritage resources as well as contemporary aboriginal cultural attractions.  Agriculture & Rural Communities - This theme represents the unique lifestyles and livelihoods indicative of the rural Kalyna region. This includes products like guest ranches, farmer’s markets, and agricultural and culinary events. It also draws on the aesthetic character and unique physical features of small town Alberta.  Outdoor Recreation & Natural Areas - This includes activities such as hunting, fishing, bicycling, hiking, boating, etc. It also includes the natural areas and protected sites that support these activities.  Festivals & Events – Although this theme can be captured in other themes, festivals and events can be an important lure for tourists. Kalyna Country has over 100 events a year, ranging from rodeos to art walks and from sporting events to musical jamborees.  Winter Activities - This theme area consists of all of the activities and events that occur during the winter months in the region. Included here are activities such as snowmobiling, cross-country skiing, ice fishing and events such as winter bonspiels, ski festivals, and others.

Kalyna Country Tourism Development Strategy 18 These six themes were confirmed by the project Steering Committee and validated through an inventory and analysis of almost 700 tourism products in the region. Although this inventory and analysis was not comprehensive (i.e., it only accounted for about half of all festivals and events) it did account for the majority of Kalyna Country’s attractions and tourism enterprises.

Lures and Clusters: Kalyna’s Tourism Resource An inventory of tourism products and services in Kalyna Country was compiled from the Kalyna Country Membership Database and the Tourism Information System database provided by Alberta Tourism, Parks & Recreation. Key tourism attractions were identified and analyzed from several perspectives. A spatial analysis was conducted of tourism products in Kalyna Country using the six theme areas to illustrate how products are distributed, and where certain theme areas prevail. A second analysis looked at the distribution of accommodation and accommodation types throughout the region.

Key Attractions and Clusters This section outlines the key attractions in the six identified theme areas: Ukrainian Culture; Settler and Aboriginal Culture; Agriculture & Rural Communities; Outdoor Recreation & Natural Areas; Festivals & Events; and Winter Activities. Some attractions fit under more than one theme area; these are noted as such in the inventory analysis. The complete inventory of tourism products in Kalyna Country can be found in Appendix A. Since most attractions in Kalyna Country do not record attendance numbers, key attractions were determined through exposure on the Kalyna Country marketing materials and in conversation with Steering Committee members. Actual visitation numbers are noted where available.

Kalyna Country’s tourism resource, including its key tourism products, was also geo-referenced and compiled into a tourism asset map (see following page). This map illustrates the clustering of products based on the themes of the region. The following section highlights the key findings of this mapping exercise.

UKRAINIAN CULTURE Ukrainian culture has been a central focus of Kalyna’s tourism strategy to date. The Ukrainian Cultural Heritage Village and the more than 100 Byzantine-style churches in the area are highly visible attractions in this theme. Other small-scale attractions include Ukrainian food retailers in Mundare and Two Hills, local Ukrainian-themed museums and historic sites in Vegreville, Mundare and Holden, and Ukrainian themed events staged in these and other nearby communities.

Key attractions:  Ukrainian Cultural Heritage Village and events (almost 50,000 visitors/year)  Lamont County Churches and Tours  Basilian Fathers Museum, Mundare  Stawnichy’s Sausage Factory Tours, Mundare  Pysanka Festival, Vegreville  Ukrainian Dance Festivals (Vegreville, Vermilion, UCHV, St. Paul)

Kalyna Country Tourism Development Strategy 19 Kalyna Country Tourism Products Theme Map

Kalyna Country Tourism Development Strategy 20 The majority of Ukrainian culture and heritage attractions are clustered within the boundaries of the original Ecomuseum concept, while communities on the periphery of this region have little, if any, Ukrainian heritage and tourism products. There is a clear concentration of Ukrainian cultural attractions along Highways 14, 15, and 16. The greatest concentrations of Ukrainian cultural attractions are in the towns of Vegreville (which is at the centre of the region and of Ukrainian cultural attractions), Mundare, Lamont, and Vermilion, with additional attractions in Two Hills, Willingdon, Viking and Holden.

Key clusters  Vegreville, Mundare and Lamont - Highway 15 & 16 (Ukrainian Cultural Heritage Village, Pysanka Festival, Byzantine churches)  Two Hills and Willingdon - Highway 29 (Ukrainian food retail and museums)  Tofield, Viking and Holden - Highway 14 (Central Rural East Alberta Museums – CREAM and Ukrainian churches)

SETTLER AND ABORIGINAL CULTURE Kalyna’s settler and aboriginal culture is one of the region’s strongest, most unifying features. European settler and aboriginal histories are well represented in a diversity of tourism attractions and events throughout the region. Métis Crossing, Victoria Settlement, Father Lacombe Chapel and Fort George/ Buckingham House speak to the coming together of settler and aboriginal communities and the strong Métis roots in the region. The North Saskatchewan River, by virtue of its pivotal role as a travel route west and in supporting the local trade economy, provides a natural geographic network for many of these attractions. The settler and aboriginal culture and history of Kalyna Country was a draw for many of the survey respondents who stated that this is what makes the area unique, including local heritage, culture, cuisine, and festivals.

Key attractions:  Victoria Settlement (2,442 visitors in 2009)  Métis Crossing  Father Lacombe Chapel Historic Site (3,414 visitors in 2009)  Fort George & Buckingham House (1,952 visitors in 2009)  Central Rural East Alberta Museum Association (CREAM)  63 heritage sites and museums

Each town in Kalyna Country has unique historical sites or museums, but there are four important concentrations of settler and aboriginal history to be noted. The first and most significant of these is in Smoky Lake, with Métis Crossing and the Victoria Settlement and Victoria Trail. This area has a wealth of history and related tourism products offering insight into both the settler and the Métis experiences. To the north and east of Smoky Lake, the areas of Lac La Biche, Kikino Métis Settlement, Whitefish Lake First Nation, and Saddle Lake First Nation offer an opportunity for further aboriginal tourism development given the concentration of heritage and recreation opportunities in the area. The region from St. Paul to Elk Point and Heinsburg contains another concentration of settler and aboriginal culture that has begun to be developed.

Kalyna Country Tourism Development Strategy 21 Key clusters  Smoky Lake area (Victoria Settlement & Victoria Trail, Métis Crossing)  Elk Point area (Fort George & Buckingham House)  Tofield, Holden and Viking area (CREAM - Central Rural East Alberta Museums)

AGRICULTURE & RURAL COMMUNITIES The agriculture industry has been a major factor in the Kalyna region for most of its modern history, supporting generations of farming families and communities. Many of these agricultural activities have been turned into viable tourism attractions with the growing trend of agri-tourism. Agricultural attractions in the region include over 30 local farmers’ markets, numerous harvest festivals, and self-guided driving tours.

Key attractions:  Agricultural Driving Tours: Beaver County Bounty, Open Gates on 28  Dine Kalyna (450 attendees in 2010)  Farm visits and production tours (ex. Parkland Conservation Farm, enSante Winery)  Over 70 harvest festivals and numerous farmers markets

Almost every community in Kalyna has agricultural attractions to offer, which highlights the importance of this theme as a unifying feature of the region. There are however three distinct clusters of agricultural attractions as follows: northeast of Edmonton (Bon Accord, Thorhild, Boyle, Smoky Lake, and Waskatenau); east of Edmonton (Lamont, Mundare, Vegreville, Two Hills, Andrew); and southeast of Edmonton (Tofield, Holden, Viking).

Key clusters  Northeast of Edmonton Thorhild area (Open Gates on 28, Prairie Gardens, etc.)  East of Edmonton Vegreville area (Dine Kalyna, Parkland Conservation Farm, etc.)  Southeast of Edmonton Holden area (Beaver County Bounty, Verry Berry Honey, etc.)

OUTDOOR RECREATION & NATURAL AREAS Kalyna also has many outdoor recreation opportunities that attract thousands of visitors to the area every year. Elk Island National Park is by far the most visited attraction in the area, drawing over 350,000 visitors per year. In addition, Kalyna’s seven parks and 15 natural areas have trails for hiking, cycling, horseback riding, cross-country skiing, snowmobiling and more. Kalyna Country also has more than 40 locations for bird and wildlife viewing and over 100 lakes and rivers. There are also more than ten golf courses and 75 campgrounds in the region.

Key attractions:  Elk Island National Park (over 350,000 visitors per year)  Cooking Lake-Blackfoot Provincial Recreation Area  Long Lake and Whitney Lakes Provincial Parks  Iron Horse TransCanada Trail  Victoria Trail  Cross-country skiing

Kalyna Country Tourism Development Strategy 22  North Saskatchewan River  60 campgrounds

The largest concentration of outdoor recreation and natural areas occurs in the northeast of Kalyna Country. This area has recreation opportunities in the northern lakes and parks, the North Saskatchewan River from Elk Point to Waskatenau, along the Iron Horse Trail and the Victoria Trail from Métis Crossing to the Bruderheim Natural Area. These northern outdoor recreation opportunities fit in nicely with the area’s rich settler and aboriginal culture. A second cluster of outdoor recreation and natural areas occurs in the area around Elk Island National Park, Cooking Lake-Blackfoot Provincial Recreation Area, Strathcona Wilderness Centre, and Ministik Bird Sanctuary form a large concentration of natural spaces that offer year round recreational opportunities in Kalyna Country.

Key clusters  Beaver Hills area (Elk Island National Park, Cross-Country skiing)  North Saskatchewan River (Iron Horse and Victoria Trail, Métis Crossing Voyager)

FESTIVAL & EVENTS Kalyna Country has over 100 fairs, festivals and events, mostly held in the summer and fall seasons. Almost every community in every county hosts an agricultural fair, rodeo, heritage celebration or music festival. While many attract local audiences first and foremost, events such as Vegreville’s Pysanka Festival bring in large crowds from outside the region.

Key attractions:  Vegreville Pysanka Festival  Doors Open in Lamont County  Smoky Lake Pumpkin Festival  Canadian Birkebeiner Ski Festival  Agricultural festivals and rodeos  Pow-wows and jamborees  Ukrainian Cultural Heritage Village Events

There is no recognizable cluster of festivals and events in Kalyna Country, they can be found in each of the major towns in the region. There is however, an abundance of festivals and events that are held throughout the year, with a greater concentration in the summer and early fall since many festivals in the region are agriculture-based. Coordination of festivals and events will be necessary to ensure that they take advantage of opportunities to bring events together to enhance the market appeal and are not competing amongst themselves for visitors.

Key clusters:  Bon Accord and Smoky Lake (Agricultural festivals and rodeos, Pumpkin Festival)  Two Hills, Vegreville, and Lamont (Pysanka Festival, Doors Open in Lamont County)

Kalyna Country Tourism Development Strategy 23 WINTER ACTIVITIES Kalyna Country’s numerous parks and recreational areas designate certain trails for winter activities so that visitors can take advantage of the outdoor opportunities of the region in all seasons. Cross-country skiing and snowmobiling are the most prevalent winter activities in the region, with several organized events. The Christmas season also brings many fairs and festivals in the communities of Kalyna.

Key attractions:  Cross-country skiing (Cooking Lake Blackfoot Park, Strathcona Wilderness Centre, Elk Island, Vermilion Park)  Skiing events (Birkebeiner Race, Long Lake Snowfest)  Snowmobiling (snowmobile clubs, rallies and snow drags)  Ice Fishing Derbies  Curling Bonspiels  Christmas and winter festivals (Christmas in the Heartland, Cabane a Sucre)

The greatest concentrations of winter activities in Kalyna Country occur in the larger towns. Most towns have Christmas events and the rural areas have recreational opportunities such as cross-country skiing on trail networks. The many trails in Kalyna also allow snowmobiling in winter. Christmas fairs and festivals abound in the many small towns in the region and could be packaged to take advantage of the holiday spending season.

Key clusters:  Beaver Hills area (Cooking Lake Blackfoot Park, Birkebeiner Race, Christmas in the Heartland)  North of Edmonton (Long Lake, Tawatinaw Valley, Cabane a Sucre  Vegreville area (Christmas light-ups and craft fairs)

ACCOMMODATION An inventory of the available accommodations in Kalyna Country revealed that while the area offers a wide range of accommodation options, there are still gaps in the services provided. The data used in this inventory is limited to business listings with Travel Alberta, Kalyna Country and/or HUB Alberta. As a result, some existing accommodations may be missing. Additionally, the inventory does not reflect the number of beds or their occupancy rates, but rather the number of businesses in the region.

Campgrounds and RV facilities account for the greatest share of accommodation options in the Kalyna region, with over 60 campgrounds. Kalyna has only three guest ranches, despite the agricultural nature of the region. Bed and breakfasts are not included in the business listing with Northeast AlbertaHUB, but the Kalyna Country website lists twelve bed and breakfasts for the region and three additional bed and breakfasts are listed with the Alberta Bed & Breakfast Association. The region also has ten resorts, including lodges, cabins and retreats, most of which are in remote and rural areas. Kalyna Country has 33 hotels, motels and inns listed in the online directories used in this inventory. Motels and hotels are rare outside of the major towns, which is to be expected. Data from Alberta Tourism Parks and Recreation Visitor Statistics indicates that many of the hotels in the region cater to work crews rather than tourists.

Kalyna Country Tourism Development Strategy 24 Accommodation Clusters The map on the page that follows shows the distribution of listings for accommodation types and numbers in Kalyna Country. The numbers shown on this map are based on business listings with Travel Alberta, Kalyna Country and/or HUB Alberta and so do not reflect the number of beds, but rather the number of businesses.

Campgrounds and RV facilities are both the most numerous and the most widely distributed accommodation option in Kalyna Country. Camping facilities are found throughout the region, with a greater concentration in the north of the region. The northern part of the region has many recreational opportunities and the campgrounds there are a good option for Edmonton residents given their distance from the city (recreational opportunities that are closer to Edmonton are often just day trips). Guest ranches appear only in Marwayne and Vermilion, despite the prominence of agriculture in the region. Kalyna Country’s nine bed and breakfasts are scattered throughout the region, including Elk Point, Innisfree, Lavoy, Mannville, Smoky Lake, Thorhild, Vegreville, and Vilna. Variety in hotel and motel accommodation is only found in major towns surrounding the region, including Fort Saskatchewan, Sherwood Park, and Vermilion. Despite this, many towns in the region have at least one hotel, which are usually locally owned businesses.

Long Lake Provincial Park - Ray Sauer

Kalyna Country Tourism Development Strategy 25 Accommodation Distribution in Kalyna Country

Kalyna Country Tourism Development Strategy 26 Market Analysis The following section outlines some of the key trends for tourism in Alberta, the Alberta Central Tourism Destination Region (TDR) and Kalyna Country where information was available. Firstly, overall trends in Alberta’s tourism market are highlighted, followed by sector specific information obtained from the 2006 Travel Activities and Motivation Survey (TAMS). Analysis of the Cultural; Aboriginal; Hiking, Climbing and Paddling; and Fairs and Festivals tourism activity sectors for Alberta are included here as well as some trends in specific activity sectors for all of Canada. Finally, regional tourism statistics for the Alberta Central TDR and Kalyna Country are analyzed in comparison with the rest of the province to highlight gaps in Kalyna Country’s tourism sector.

Trends in Alberta Tourism The following key trends in Alberta tourism were sourced from Alberta Tourism, Parks and Recreation research.

Aging Populations: Populations in all of Alberta’s key markets are aging. Expect more travellers in the 55-75 age range with more disposable income and seeking educational and fulfilling travel experiences.

Getaway Trips: More and more people are seeking ‘getaway’ vacations - shorter, more frequent trips. Tourists are also increasingly choosing to travel among smaller groups, as a couple or as individuals rather than as part of a large group or tour.

Fulfillment and Learning: There is a growing demand for experiences and exchanges that offer opportunities for learning and through which something can be gained such as “adventure, challenge, education, awareness, or peace of mind.”

Authenticity and Local Relationships: Tourists want more meaningful interactions with local residents and more authentic local experiences. They want opportunities to participate in local culture. There is a clear aversion towards products and experiences that feel staged.

Diversity of Trip Activities: Single activities rarely act as travel motivators for visitors to Alberta. Travellers tend to engage in a range of secondary activities as part of each visit.

Activities-Based Demand The following section highlights the market demand for four of Kalyna’s theme areas: Ukrainian Culture, Settler and Aboriginal Culture, Outdoor Recreation, Fairs and Festivals, and Winter Activities. Research for this analysis was compiled from the results of the 2006 Travel Activities and Motivation Survey (TAMS). These surveys focus on adults (18 years of age or over) who claim to have taken an overnight pleasure trip in the 2004-2005 season. Although the reports are not specifically tailored to the themes used for this work, findings from five of the reports commissioned by the Alberta Tourism, Parks, Recreation and Culture on particular activity-based sectors have been applied to the theme categories. These reports include: “The Canadian Market for Cultural Tourism in Alberta,” “The Canadian Market for Aboriginal Cultural Experiences in Alberta,” “The Canadian Market for Hiking, Climbing and Paddling Experiences in Alberta”, and “The Canadian Market for Fairs and Festivals in Alberta.” Additional information was sourced from the “Canadian Travel Market Profile by Activity TAMS” reports, including Hiking, Climbing, Paddling, Music Concerts, Festivals & Attractions, Participatory Historical Events, Cross-Country Skiing & Snowshoeing, and Tastings.

Kalyna Country Tourism Development Strategy 27

MARKET DEMAND FOR CULTURAL TOURISM Cultural tourism was the primary motivation for travel among 13% of Western Canadian tourists in Alberta in 2007, with 645,000 or 79% of these travellers having travelled to or within Alberta in the past decade. Despite cultural tourism being a small percentage of primary trip motivation, 55% or 3.4 million Western Canadians have gone to some form of cultural attraction during a vacation over the past two years. Cultural tourism is expected to grow by 8% over the short-term from 813,000 to 875,000 visitors. Over the longer term, from 2006 to 2025, cultural tourism is expected to grow at a rate of 20%, from 813,000 to 977,000 visitors.

Western Canadian Cultural Tourists represent every age category and are equally distributed between men and women. The largest age category of this group is people over 55, representing almost a third of all cultural tourists. Western Canadian Cultural Tourists also have higher education and income than the average traveller.

Visiting well-known historic sites/buildings is the most popular trip motivator for Western Canadian Cultural Tourists representing 44% of the market sector. Visiting general history museums (30%) and other historic sites, monuments and buildings (29%) are the second and third most popular trip motivators. Finally, about one-fifth of cultural tourists cite paleontological or archaeological sites and/or historical replicas of cities or towns with re-enactments as the main reason for a recent overnight pleasure trip.

Ukrainian Church, Thorhild, Ray Sauer

Western Canadian Cultural Tourists prefer trips that offer novelty and learning opportunities and are at least twice as likely as the average Canadian Pleasure Traveller to have taken part in other experiential, educational activities (e.g., aboriginal cultural experiences, agri-tourism). They participate in many additional activities during their trips, specifically outdoor recreation,

Kalyna Country Tourism Development Strategy 28 attending fairs and festivals, shopping and dining. The most common outdoor recreation activities for Western Canadian Cultural Tourists include: sunbathing or sitting on a beach, camping and going to nature parks (50% participation rate); swimming in lakes, viewing flora and/or fauna, seeing natural wonders, and/or day-hiking (40% participation rate); and alpine skiing, fishing and motor boating (20% participation rate). Attending fairs and festivals has a 50% participation rate and 30% trip motivation rate among Western Canadian Cultural Tourists. Spectator sports were the primary motivator for 25% of cultural tourist’s trips, while 25% of the sector attended zoos, farmers’ markets, amusement parks, casinos, free outdoor performances, botanical gardens and movies at some point during their overnight trip. Shopping, dining out at restaurants that offer local cuisine, visiting local outdoor cafes and wine tasting are common trip experiences for cultural tourists; however, these travellers often use an area’s cultural, culinary and retail attractions as one aspect of their trip, rather than as the trip’s driving force.

Information on accommodation usage by sector is only available for cultural tourists who took part in participatory historical activities. Data from this TAMS report indicates that these tourists most often stay in public and private campgrounds. They are also more likely than the average Canadian Pleasure Traveller to have stayed at a resort, in a wilderness setting, in a recreational vehicle (RV), and at a farm or guest ranch.

MARKET DEMAND FOR ABORIGINAL TOURISM Aboriginal cultural tourism was the primary motivator for only 3% (189,000) of overnight pleasure trips to Alberta by Western Canadians Canada in 2006, but 20% of these travellers attended aboriginal events or destinations during their visit. Alberta Tourism, Parks and Recreation has identified aboriginal tourism to be under-developed in the province, although growth rates for aboriginal tourism are projected to be slower than the growth of regional tourism as a whole. The aboriginal tourism market is projected to increase steadily over the long and short-term, at 3% from 2006 – 2015, and 6% from 2006-2025.

Western Canadian Aboriginal Culture Tourists are concentrated in the 25 to 44 year age group with 50% of the total. Over two-fifths of Western Canadian Aboriginal Culture Tourists claim to have annual household incomes of at least $100,000 (41%), which is a much higher proportion than in the overall regional tourism market (27%). Western Canadian Aboriginal Culture Tourists also have high levels of education, with 27% holding a post-secondary diploma or certificate and 38% holding a university degree.

There is latent demand for aboriginal tourism products among European travellers – in particular French, German and British tourists; however, the European travel trade has indicated that aboriginal tourism market lacks consistency and that many aboriginal products and services must improve their quality, reliability and authenticity to be truly market-ready. Aboriginal tourism is not the primary reason for travel for most overseas visitors; rather, these products are being accessed as ‘value-added’ items on their itineraries. According to the Canadian Tourism Snapshot for 2008, tourists from key overseas markets tend to be mature, married, travelling without children and more highly educated. They are looking for authentic interactions with aboriginal people, especially where there is an opportunity for participation and discovery.

Visiting aboriginal heritage attractions (e.g., museums, interpretive centres) is the most popular trip motivator for Western Canadian Aboriginal Culture Tourists (49%). Aboriginal heritage attractions also received the highest rate of “any participation,” meaning tourists participated in this activity at some point during their trip. Trips that are motivated by aboriginal cultural experiences are similarly popular, with 49% of tourists engaging in this activity at some point during their trip. Aboriginal festivals and events, arts and craft shows, and cuisine all were the motivating attraction for approximately one-third of Western Canadian Aboriginal Culture Tourists, and each of these

Kalyna Country Tourism Development Strategy 29 activities was undertaken by approximately half of these tourists at some point during their trips. Aboriginal outdoor adventure or sports was the primary trip motivator for 11% of these tourists, but twice as many participated in these activities during their trip.

Tourists who engage in aboriginal cultural tourism also participate in other activities both as the primary motivator of trips and on a more casual basis. The most popular among these is outdoor recreation (visiting parks and natural areas, camping, going to the beach or swimming, watching wildlife, visiting natural wonders, fishing, boating, golfing and hiking) followed by culture and heritage attractions (visiting historic sites, monuments and buildings; strolling around cities to see architecture; and going to museums, cultural performances and/or art galleries, and to a lesser degree, attending spectator sporting events, farmers’ markets or country fairs, exhibitions, and free outdoor performances) and finally shopping and dining, which although they are not trip motivators, are almost universal trip activities.

MARKET DEMAND FOR AGRI-TOURISM A study conducted by the Agricultural Policy Framework in 2004 found that 17% of Albertans had participated in an agri-tourism trip (80km + from home) and over 80% of Albertans had made purchases in the alternative agricultural industry (regional cuisine, farmers’ markets, farm direct marketing, and agriculture related recreation and hospitality enterprises). The study also predicted that Alberta’s alternative agriculture industry would grow on average by 8% per year, producing a value of $1.7 billion by 2010. Awareness of agri-tourism products was found to be higher among households in higher income brackets and with higher levels of education. The most familiar types of products were farmers markets and while regional cuisine did not receive a high level of awareness, there was high participation in this segment.

Buffalo Ranch near Thorhild - Ray Sauer A Canadian TAMS report on “Wine, Beer or Food Tasting” states that 17.7% (4,389,525) of adult Canadians participated in wine, beer or food tasting while on an out-of-town, overnight trip

Kalyna Country Tourism Development Strategy 30 of one or more nights in the last two years. A tasting at a winery (12.4%) was most popular tasting followed by a visit to a food processing plant (4.8%), a tasting at a brewery (4.5%). and a cooking or wine tasting course (2.7%). Participating in wine, beer or food tastings while on trips was the 7th most frequent culture and entertainment activity type undertaken by Canadian Pleasure Travellers in the past two years. However, this activity is usually not the main reason for travel as only 18% (776,895) reported that tastings were the main reason for taking at least one trip.

Canadians travellers who participated in a wine, beer or food tasting are especially likely to pursue vacations that offer novelty (e.g., seeing or doing something new), intellectual stimulation (e.g., enriching their perspective on life, stimulating the mind) and learning opportunities (e.g., gaining knowledge of history and culture of a destination). Relative to the average Canadian Pleasure Traveller, those who participated in tastings while on trips were considerably more active in cultural activities (e.g., high art performances, live theatre) and educational-experiential activities (e.g., participatory historical activities, science and technology exhibits). They were also quite active in outdoor activities including resort-based, water activities, sports (e.g., golf) and skiing (downhill skiing, cross-country skiing).

Canadians travellers who participated in wine, beer or food tasting tended to stay at resorts and other accommodations that specialize in fine cuisine, but were also more likely than others to have stayed in a public or private campground.

MARKET DEMAND FOR OUTDOOR RECREATION The hiking, climbing and paddling activity sector is used here to approximate the market demand for the Outdoor Recreation and Natural Areas theme. Hiking, climbing and paddling were the prime motivators for 11% (687,000) of the 6.2 million overnight pleasure trips taken in Alberta by Western Canadians. Of those, 82% (566,000) have been to Alberta in the past two years. The market for hikers, climbers and paddlers is expected to increase at a rate of about 8% between 2006 and 2015 from 687,000 to 740,000, and by 5% between 2006 and 2025 (from 687,000 to 722,000). The growth is driven by the increasing popularity of self-propelled wilderness travel and outdoor recreation among all age groups across Canada.

Younger tourists dominate the hiking, climbing and paddling market, with 40% falling in the 18 to 34 year age range, and another 40% in the middle aged categories (from 35 to 54 years old). The distribution between men and women is fairly equal. Hiking, Climbing and Paddling Tourists are highly educated, with 41% having a university degree, compared to only 28% in the total overnight pleasure market. Hiking, Climbing and Paddling Tourists tend to have mid-level incomes, with 50% reporting incomes between $40,000 and $99,999, and 30% reporting in the highest income bracket ($100,000+).

Hikers, Climbers and Paddlers are more likely to seek destinations that offer a wide range of activities, novelty, intellectual stimulation and physical challenges. They are less likely to view vacations as opportunities to keep family ties together. Within this market segment, hiking is the most popular activity, motivating 70% of trips. Eighty-seven percent of tourists in this sector take part in hiking at some point in their trips. Canoeing or kayaking motivated 25% of trips in this sector and 39% of these trips involved canoeing or kayaking at some point. Camping motivated 43% of these trips, while 73% of these trips involved camping. Visiting a nature park motivated 35% of these trips, but 60% of these trips included this activity. Fishing motivated 17% of trips, while 33% of trips involved fishing. Swimming motivated about 22% of trips and 63% of trips involved swimming in lakes. Motor boating motivated about 11% of trips, but 27% took part in boating during the trip.

Kalyna Country Tourism Development Strategy 31 Alpine skiing motivated 33% of trips, while 41% of trips involved alpine skiing. Recreational day cycling was the primary motivator for 12% of trips, but 26% of trips involved this activity.

Western Canadian Hiking, Climbing and Paddling Tourists are rarely motivated by other tourism attractions, but they do visit historic sites, buildings and monuments (60%), stroll around town to look at architecture (58%), go to museums (47%), attend spectator sporting events (40%), watch performing arts (36%), visit farmers’ markets or country fairs (30%), attend free outdoor performances (26%), and attend aboriginal attractions or events (23%) while on their trips. Hikers, climbers and paddlers were also more likely to attend live art performances (e.g., high art performances, music concerts, festivals and attractions, comedy festivals and clubs) and literary and film festivals. Attending fairs and festivals motivated 27% of trips by Western Canadian hiking, climbing and paddling tourists. They also enjoy wine, beer and food tastings and spa visits while on trips. Furthermore, almost three-fifths claim to have been motivated to travel primarily so that they could have a resort, spa or lodge experience (lodging).

Hikers, Climbers and Paddlers tend to stay in public campgrounds while on trips. Relative to the average Canadian Pleasure Traveller, hikers, climbers and paddlers were also more likely to stay at ski or mountain resorts and in wilderness settings.

MARKET DEMAND: FESTIVALS AND FAIRS According to the 2006 TAMS report on “Music Event Trips”, almost a quarter of all adult Canadians (24.4%, or 6,038,755) attended a musical concert, music festival or musical attraction while on an out-of-town, overnight trip of one or more nights in the last two years. Attending a musical concert, festival or attraction on a trip was the 5th most frequent culture and entertainment activity type undertaken by Canadian Pleasure Travellers in the past two years. Of those who attended a musical concert, festival or attraction, 37.9% (2,288,124) reported that this activity was the main reason for taking at least one trip in the past two years. This was the 4th most common reason for travel in Canada, which highlights the significance of musical events in the tourism industry.

More generally, approximately 861,000 Western Canadians took overnight trips in order to attend a fair or festivals in the last two years. This is about 14% of the Western Canadian pleasure travel market. The Western Canadian Fairs and Festivals Tourist market is expected to increase at a lower rate than the region as a whole in the shorter and longer terms. Specifically, the market will increase by eight percent between 2006 and 2015, from 861,000 to 931,000; and by about the same percentage between 2006 and 2025, from 861,000 to 933,000.

Western Canadian Fairs and Festivals Tourists span age, education and income spectrums, with every age group represented and the majority of these tourists in the midlevel household income category ($40,000 to $99,999).

Fairs and Festivals Tourists resemble all Western Canadian tourists in terms of the types of fairs and festivals that motivate their trips. Exhibitions or fairs are the most popular (33%), followed by music festivals (22%), fireworks displays (19%) and finally religious festivals, carnivals, food/drink festivals and ethnic festivals, each taking less than 10%.

Fairs and Festivals Tourists engage in many outdoor activities including camping and/or sunbathing or sitting on a beach (50% participation rate); swimming in lakes, and/or going to

Kalyna Country Tourism Development Strategy 32 nature parks (40%); taking-in natural wonders, day-hiking, viewing flora and/or fauna, and/or go fishing (30%); alpine skiing, motor boating and golfing (25%).

Half of Fairs and Festivals Tourists include historic sites, city strolls to see architecture, movies and spectator sporting events among their trip activities, while slightly fewer reported attendance at museums. One quarter of Fairs and Festivals Tourists attended popular music concerts, had gone to free outdoor performances, or attended music performances featuring classical music, jazz or opera. Zoos, farmers’ markets or country fairs, casinos, amusement parks and art galleries were trip activities for about one third of sector representatives. Eating local cuisine and visiting local outdoor cafes are also common trip experiences for Fairs and Festival Tourists.

Canadian Tourists who attend music concerts, festivals and attractions while on trips most commonly stayed in public and private campgrounds and resorts. Relative to other Canadian Pleasure Travellers, they were especially likely to have stayed at the more alternative types of accommodation (e.g., farm or guest ranch, health spa, remote wilderness lodge) during the past two years.

Ice Fishing at Long Lake - Ray Sauer

MARKET DEMAND FOR WINTER ACTIVITIES Although there are no TAMS reports on winter activities as a whole, profile reports on the Canadian markets for “Cross-country Skiing and Snowshoeing” and “Snowmobiling and ATVing” are used here to better understand the winter activities market.

Over the last two years, 6.9% (1,715,769) of adult Canadians went cross-country skiing or snowshoeing while on an out-of-town, overnight trip of one or more nights, with 35.3% (605,715) citing these activities as the main reason for taking at least one trip. Almost 8.5% (2,091,778) of adult Canadians used a snowmobile or all-terrain vehicle (ATV) while on an out-of-town,

Kalyna Country Tourism Development Strategy 33 overnight trip of one or more nights over the last two years, with 40.2% (840,100) reporting that this activity was the main reason for taking at least one trip.

Cross-country Skiers and Snowshoers are more likely to be female (54.0%) and slightly over- represented in the 18 to 34 year age range. They are the most likely of the outdoor activity types to have a university education (44.8%) and their household income ($78,897) is also above- average. The majority of Snowmobilers and ATVers are male (57.7%) and 18 to 44 years of age. They are over-represented among ‘young singles’, ‘young couples’ and especially ‘young families’ (children 12 or younger living at home). They are the second least likely of the outdoor activity types to have a university education (22.7%) and their household incomes ($77,737) ranked 14th of the 21 outdoor activity types.

Cross-country Skiers and Snowshoers seek vacations that are relaxing, unstructured and offer solitude. They are especially likely to value vacations that offer opportunities to see and do something new and different, enrich their perspective on life, gain knowledge of the history and culture of a destination, and/or to be challenged physically. Snowmobile and ATVers tend to place particular importance on leisurely vacations that offer memorable experiences. They are less likely to view vacations as opportunities to be intellectually stimulated.

Relative to the average Canadian Pleasure Traveller, Cross-country Skiers and Snowshoers exhibited particular interest in nature-based activities (e.g., hiking, climbing and paddling, wilderness tours) as well as physically challenging winter and summer activities. Snowmobilers and ATVers are also very active in nature-based activities such as hunting, fishing, camping and wilderness activities. They enjoy motorcycling, horseback riding, team sports and a wide array of strenuous winter activities.

Cross-country Skiers and Snowshoers are more active than the average Canadian Pleasure Traveller in almost all culture and entertainment activities while on trips. They frequently go shopping and dining and visit historical sites, museums and art galleries while on trips. Cross- country Skiers and Snowshoers are also two to three times more likely than the average Canadian Pleasure Traveller to participate in educational or experiential activities (e.g., agri- tourism, participatory historical activities, aboriginal cultural experiences, tastings, literary and film festivals) and they frequently attended live art performances while on trips. Snowmobilers and ATVers are quite active in culture and entertainment activities and exhibited special interest in sporting events, equestrian and western events (e.g. rodeos) and comedy festivals and clubs.

Cross-country Skiers and Snowshoers tend to stay at public campgrounds and at lakeside or riverside resorts, ski or mountain resorts and seaside resorts. Relative to the average Canadian Pleasure Traveller, Cross-country Skiers and Snowshoers are especially likely to stay in a wilderness setting, health spa, inn or resort with gourmet dining, farm or guest ranch. Snowmobilers and ATVers were much more likely than the average Canadian Pleasure Traveller to go camping in public and private campgrounds and in wilderness settings and to have accessed some of the more alternative types of accommodation in the past two years including a motor home or RV, or a farm or guest ranch.

Kalyna Country Tourism Development Strategy 34

Regional Tourism Characteristics & Trends This section highlights some tourism statistics for Kalyna Country, the Central Alberta Tourism Development Region (TDR) and Alberta as a whole. Data here was sourced from Alberta Tourism Parks and Recreation Visitor Statistics Reports. Alberta Census Divisions 10 and 12 were used to represent Kalyna Country, where information was available. Comparisons are provided to highlight the opportunities for Kalyna Country. Datasets presented include: visitor numbers and origins, visitor expenditures, length of stay and accommodation types, reason for travel and season of travel. In addition, key findings from a 2009 local business survey completed by the Northeast AlbertaHUB regional economic development alliance are presented. These findings provide information on the local tourism industry, including business composition, employment, predictions for growth as well as regional advantages and challenges. A full analysis of tourism market trends including graphics can be found in Appendix B.

VISITOR NUMBERS Kalyna Country draws about 25% of all visitors coming to the Central Alberta TDR, which is the most visited TDR in the Province. This accounts for approximately 6% of all visitors in Alberta. Almost 1.6 million people visited Kalyna Country in 2008, up 12.2% from 2007 and just over 20% from 2006. In 2008, 87% of these visitors were from Alberta, almost 10% were from the rest of Canada and the remaining 3% were international travellers.

In 2008, the Alberta Central TDR received 5.98 million person visits. In terms of visits by residents of Alberta, visitors from the Edmonton and Area TDR accounted for 36% of the person visits made to the Alberta Central TDR. Residents of the Alberta Central TDR accounted for 33% and visitors from the Calgary and Area TDR accounted for 14% of the person visits made to the Alberta Central TDR.

Alberta hosted over 22.7 million travellers in 2008. This marks an almost 14% increase over 2007 and over 18% from 2005. Similar to visitation in Kalyna Country, Albertans accounted for the major share of trips (82%), followed by travellers from the rest of Canada (12%) and US and overseas travellers (8%).

VISITOR EXPENDITURES Visitor expenditures in Kalyna Country totalled over $200 million in 2008. This is up almost 20% from 2007. In the Central Alberta TDR in 2004, spending by visitors staying one or more nights totalled 78% of the total $369 spent in the region. Of this $369 million, $110 million (30%) was spent on vehicle operations/car rental, while $92 million (25%) was spent on food and beverage. Visitors spent 21% ($78 million) on accommodations in the Central Alberta TDR region, 14% ($54 million) on retail purchases and eight percent ($28 million) on recreation and entertainment.

Looking at tourist expenditures in Alberta as a whole highlights the influence of longer distance travellers on spending. Whereas Albertans accounted for 80% of trips to Alberta in 2007, they only represented 53% of spending. Conversely international travellers contributed 26% of spending but only 8% of person-visits.

Kalyna Country Tourism Development Strategy 35

REASON FOR TRAVEL The majority of visitors to Kalyna are visiting friends and relatives (44%) or travelling for pleasure (39%). This is consistent with data for the Central Alberta TDR and for Alberta as a whole.

LENGTH OF STAY The average length of stay for overnight visitors to Alberta, including Albertans, other Canadians, visitors from the United States and overseas, is 3.7 nights. In comparison, the average for the Central Alberta TDR is 2.8 days. This data is not available for Kalyna Country specifically.

ACCOMMODATION In 2008, 57% of person-nights in Kalyna were spent in the homes of friends and family. Hotels, motels and ‘other’ accommodations combined accounted for 20% of stays in 2008 compared with 28% for the province as a whole. Campgrounds accounted for 23% of overnight stays in the region - this is significantly higher than the provincial rate of campground stays (9%). The Alberta Central TDR had the highest percentage of accommodation usage by industrial crews at over 50%. Central Alberta has the second lowest rate of stays by tourists, business travellers, tours groups and convention groups.

SEASON OF TRAVEL Both Alberta and Kalyna Country have a similar distribution of visitors across seasons; however Kalyna Country experiences higher visitation by international travellers from October - December and less between January and March.

GROWTH IN THE TOURISM MARKET According to a recent survey for the Northeast Alberta HUB, tourism businesses in the Kalyna region are optimistic about the demand for their products in the near future. Over 75% of businesses believe their sales will increase over the next two years and 21% believe that sales with stay the same. No respondents believed their tourism business would decrease, despite the tough economy. In addition, almost half (42%) of the businesses surveyed reported that they plan to expand their operations in the next two years. This optimism reflects a successful past two years in the region, with 79% of companies reporting a growth in their sales.

ANNUAL SALES A high percentage of the tourism businesses from the Northeast Alberta HUB survey indicated that their annual sales are less than $50,000 per year (33%). This may be attributable to the large number of non-profit and small museums that participated in the survey. However, a full range of annual sales is reported in the region, with 12% earning $51,000 to $100,000, 12% earning $101,000 to $250,000, and 12% earning $1,000,000 to $5,000,000. A further 7% earned $5,000,000 to $25,000,000.

EMPLOYMENT The vast majority (85%) of tourism business in the Northeast Alberta Hub region have 10 employees or less. Larger businesses with 26 to 50 employees account for 12% of the total. Tourism in the Northeast Alberta HUB region is therefore very much dominated by small

Kalyna Country Tourism Development Strategy 36 businesses. One of the greatest challenges for tourism businesses is the cost and difficulty of training employees. Hospitality training is only available in major centre (the nearest being Edmonton), which requires locals to leave the region. Another major issue for tourism businesses is the difficulty they face in recruiting employees given the lure of the energy sector, which offers high wages with no required training. Despite these challenges, 38% of respondents anticipate an increase in the number of employees in the next two years.

REGIONAL ADVANTAGES AND CHALLENGES The majority (70%) of tourism businesses in the Northeast Alberta HUB survey indicated that their location in the region benefits their business. The respondents cited the attractiveness of the communities and the community attitude as some of the region’s greatest assets in the tourism sector. However, there are some challenges in the region. The most common complaint noted in the survey was the lack of public transportation in the region, with 70% of tourism businesses indicating public transportation as poor or very poor. Another challenge for the region appears to be in telecommunications, with 27% of respondents citing local services as inadequate. Finally challenges around waste services were reported as another major concern for tourism businesses, with 20% of respondents being concerned about waste disposal, 17% concerned about recycling, and another 17% concerned about waste water disposal.

DEVELOPMENT OPPORTUNITIES Tourism businesses in the Northeast Alberta HUB indicated that there is a need to better market the region as a tourism destination. They also indicated that this is one of the most important services that local Chambers of Commerce, business associations and/or economic development offices could offer their business. Finally, tourism business operators also indicated that the greatest need for new businesses or services in the region fall into the services category, with a desire for more retail, restaurants and entertainment in the region.

Primary Research Survey Interviews were conducted as part of this strategy in order to further understand the tourism market and travel patterns of certain segments of the Edmonton market. Telephone interviews were conducted with members from 25 ‘knowledgeable groups’, who could represent larger current and potential Kalyna tourist segments, across the six theme areas. The interviews provided insight into the opinions and trends of the market segments and consumers they are affiliated with. The information gathered through these interviews is strictly qualitative and is not intended to represent a statistically valid sample of the Edmonton market. The findings from this research contributed to the development of the objectives measures and alternatives used in the decision process. These were also presented to the Steering Committee to help inform their decision making in terms of evaluating and prioritizing strategy options and contributed to detailing the top selected strategy options. A full summary of participant responses is included in Appendix C.

Randomly selected members of the following groups participated in the survey:  Alberta Hotel and Lodging Association  Bed and Breakfast Association of Alberta Central (South)  RV RVDA of Alberta  Bed and Breakfast Association of Alberta  Alberta Farmers Market Association  Alberta Organic Producers Association

Kalyna Country Tourism Development Strategy 37  Alberta Farm Fresh Producers Association  Big Valley Jamboree  Edmonton Folk Music Festival  Edmonton Heritage Festival  Lakeland Rodeo Association  Camrose Cruise Show N’ Shine  Alberta Trailnet  Alberta Trappers Association  Edmonton Bicycle and Touring Club  Edmonton Ducks Unlimited  Paddle Alberta  Alberta Museums Association  Association Canadienne-Francaise de l’Alberta  Edmonton & District Historical Society  Alberta Ukrainian National Federation  Association of United Ukrainian Canadians  Ukrainian Canadian Congress  Alberta Snowmobile Association  Edmonton Nordic Ski Club

SUMMARY OF RESPONSES

Image and Positioning - Respondents were first asked if they had heard of Kalyna Country and if so, what towns or counties they considered to be included in Kalyna Country. About half of those interviewed had heard of Kalyna Country, mainly because they had partnered with them in tourism promotion in the region. Others who had heard of Kalyna Country mentioned that they had seen the Visitor’s Guide. Respondents from the accommodation and festival and events sectors had, for the most part, not heard of the area. Those respondents who had heard of Kalyna Country mainly identified it with the Ukrainian Village and the towns and sites along Highway 16. Vegreville was the most commonly cited town in association with the name Kalyna Country, followed by Vermilion, St. Paul and Lamont. Most respondents who were familiar with Kalyna Country identified Elk Island National Park as the beginning of the area, but were unsure how far Kalyna Country extended to the east and north. These results point to Kalyna Country’s recognition as a tourism promotion group, but not necessarily as accepted geographic region of the province.

The image of Kalyna Country was explored by asking respondents what the region means to them. By far the most frequent response by those who knew the area as ‘Kalyna Country’ was Ukrainian culture. The more general pioneering history of the area was also mentioned both in terms of the historic sites, the churches and the unique towns and villages themselves. Many respondents also mentioned the lakes, parks and trails in the area which afford cycling, paddling and fishing opportunities. Finally agriculture also came up often as a strong characteristic of the area.

Key Experiences - In order to understand the key experiences and products in the region, respondents were asked about their primary attraction to Kalyna Country. The Ukrainian Village and Elk Island were identified as favourite destinations in the region. Many of the respondents came to the area on business trips (which could be a result of the methodology), but most also visited tourist attractions while in the area. Several respondents identified the outdoor recreation

Kalyna Country Tourism Development Strategy 38 opportunities as a primary draw to the area. Finally the unique culture and history of Kalyna Country was a draw for many respondents who stated that what is attractive about any area is what makes it unique, including local heritage, culture, cuisine, and festivals.

Length of Stay - Respondents were asked how long they typically spend in Kalyna Country. The majority of users only come to the area for a day trip or occasionally a weekend trip. Longer trips were taken by those pursuing outdoor activities like camping or fishing, who often stay for a week. When asked what would make them stay longer in the area, most admitted that they had little time for longer vacations, but were happy to get away for the weekend or take a day trip where they could. Some respondents believed they would stay longer in the area if there was a particular reason to, such as an event or festival. This confirms the findings that most trips to the area are very short.

Information Sources - By far the most common method of finding tourism information for respondents was the internet. Tourism operators also noted that the majority of their customers had found their services over the internet. A few of the respondents said that they use the Kalyna Country Visitor’s Guide to determine their trips in the area. This locally confirms greater market trends towards the use of the internet for trip planning, although print media is still an important source for some users.

Kalyna Country Tourism Development Strategy 39

SWOT Analysis As a first step in developing objectives for the process, the Steering Committee participated in an exercise to identify strengths, weaknesses, opportunities, and threats to tourism development in the Kalyna Country region. Included in these results were additional ideas provided by the consultant team, based on their analysis of the current situation and core team meetings/ interviews. The results of this exercise are outlined below.

STRENGTHS  Proximity to Edmonton  Cost competitive – cheaper attractions, affordable for families  Accessibility – Highway access, etc.  Diversity – Museums, heritage sites, eco-transitional rivers, lakes, etc.  Land use/ bylaws – agricultural; commercial; residential  Anchor attractions – Ukrainian Cultural Heritage Village, Elk Island National Park  Grant pool or human capital – talented committees, stakeholders work together  Momentum, experience, a track record and regionally embraced identity  Road network in our region  Distinctive mix of historical, multi-cultural and natural assets and attractions  Grassroot “real agri-tourism, agricultural experiences  Natural resources: lakes, rivers, open spaces, night sky  Momentum (OMO Kalyna), Ecomuseum, pride  Friends and family ties strong  Historic and cultural inventory high  Willing to collaborate  Good festivals  Good transportation - Highway 16; other unique modes – rivers, ATVs, trails  Seniors = history, enrich experience

WEAKNESSES  Need critical mass in towns (i.e., food, entertainment after 6pm)  Accommodations quality – work crew weekly vs world class  Customer service – volunteer hours VICs; Parks, museums  Retail/ food/ shop not consumer driven, supply driven thinking  Hours of operation  Results focused vs activity based  Tourism growth vs maintenance of authenticity  Region so huge – diluted  Too much diversity  Ukrainian culture dominates marketing – good or bad (strength/ weakness)  Brand – good but ever-present. Need to do more! (strength/ weakness)  Marketing – type we use funding  Image of prairie countryside vs mountains  Lack of amenities (hotel, restaurants)  Gaps in amenities (hotels), shortage of decent accommodation  Lack of accommodation (work crews occupy 50%)  Municipal support is sporadic and not coordinated (duplication)

Kalyna Country Tourism Development Strategy 40  Focus on historic sites/ museums (e.g., less return visitation)  Experience length – not long enough, 4 hours for a 1 hour drive  Lack of winter events  “Road side” diner not tapped into. Local food, regional cuisine – sophistication not matched to consumer expectations  Need to better exploit natural resources (rivers, lakes, etc.)  Lack of product packaging  Towns, museums under capitalized  Attractors government funded – reliance on government funding, diminishing $  Finances – availability  Lack of training – front line staff, visitor centres (weakness/ threat)  Need for private sector tourism delivery skills  Industry capacity in tourism – raise level of tourism industry understanding  Lack of resources – staff, volunteers, time invested, from members  Lack of arts, theatre, music, info/ exposure  Lack of agri-tourism info online  Lack of knowledge you’re in Kalyna  Lack of awareness – they don’t know we’re here  Human resources - lack of youth (leave small towns); high seniors +/-  Lack of financial resources – tied to low visitation  Too many independent organizations – overlap; communications issues; processes

OPPORTUNITIES  Local “regional” cuisine – Kalyna, local market, gardens, berry farms, chef clusters  Demographics – soft adventure tourism  Growing interest in – agri-cultural; eco; heritage tourism  How to operationalize/ execute better  Large Edmonton market – 1.2 million in 1-2 hr drive  Cluster groups – partner with others to make an experience  Local population – Edmonton, Province, Canada, etc.  New Albertans – Show them what we have to offer  Private sector attractions – growth possible  New unique experiences (i.e., Bodo)  Proximity to capital regions (1.2 million $)  Trend daytrips – partnerships  Trends: sustainable, green, real, agricultural learning  Learning opportunities: history, Métis, agricultural, winery (1 of 2 in Alberta)  Partnerships, collaboration (lots of product) – Build “matching funds” opportunities  Bison – local food, Kalyna unique  “Real achiever” – ecotourism, adventure tourism close to the city

THREATS  Challenges re: duplication of regional projects: hub; counties; chambers of commerce.  Overlap – wasted resources.  Larger attractions (WEM, Banff, Jasper)  Local economies weak – problems of economics in farming – drought

Kalyna Country Tourism Development Strategy 41  Boom/ bust provincial economy  Economy – fuel prices, costs  Economy – oil & gas; government funds shrinking  Visitors – less time: more options; shorter trips; no planning  Edmontonians – go south & west, not east  Internet access – 50,000 other experiences  Mountain parks, urban centres (more entertainment)  Highway 16 “freeway” status – only 7 exists (30-50 years)  Organized competition (i.e., Canadian Badlands) – same market

Tourism Gaps There are several opportunities for tourism development in Kalyna Country, based on the gap analysis undertaken in this research. The region has a strong and unique history of Ukrainian, settler and aboriginal cultures that could be expanded on alongside further development of agricultural and outdoor recreation opportunities that link in well with these two primary themes. The following section presents a summary of some of the major findings discovered as a result of the situational, resource and market analyses for Kalyna Country.

UKRAINIAN CULTURAL TOURISM PRODUCTS Ukrainian culture has long been presented as the primary tourism theme in Kalyna Country and many people familiar with the area identify it by its Ukrainian heritage. The Ukrainian Cultural Heritage Village (UCHV) is a primary lure in the region and attracts almost 50,000 visitors a year. However, according to visitor statistics from UCHV, most of these visitors come on daytrips from Edmonton and do not stay in the area for more than a few hours. The region has a couple of annual Ukrainian cultural festivals, including Vegreville’s Pysanka festival which attracts participants and spectators from around the province, but most Ukrainian cultural attractions, such as the museums in Vegreville, Mundare, and Lamont and the Byzantine churches of Lamont country do not attract a critical mass of tourists. The concentration of Ukrainian culture in Kalyna Country does, however, offer an opportunity to package together these existing Ukrainian cultural tourism products as guided or self-guided tours, with interpretive stops at points of interest in the region. Existing Ukrainian cultural attractions should also be further developed to offer visitors authentic experiences with opportunities for learning. Providing genealogy research services would also tap into the cultural tourist’s desire to learn about the region themselves and come away with a unique experience.

Developing new Ukrainian-themed products is an important opportunity to enhance the local tourism economy and revitalize the original mandates of the Ecomuseum concept. Analysis of the region’s amenities and the demands of cultural tourists in general reveals that there is an opportunity to develop Ukrainian focussed ancillary services such as restaurants and food retail that offer locally made, unique products. Accommodations such as guest houses and bed and breakfasts that emphasize authentic Ukrainian identity would give visitors more opportunities to stay the night and have weekend getaway vacation. In addition, increased themed highway signage of Ukrainian attractions and signage at Ukrainian historic places of interest would enhance the cultural experience in the region.

Kalyna Country Tourism Development Strategy 42 SETTLER AND ABORIGINAL CULTURAL TOURISM PRODUCTS Kalyna Country has a rich history of settler and aboriginal culture and a number of attractions that fit with this theme have been developed throughout the region. Each community in the region has a local museum (no available entrance data) and according to Alberta Tourism Parks and Recreation (TPR), the Provincial historic sites at Victoria Settlement and Fort George Buckingham House attract approximately 2,000 visitors each per year. However, according to expenditure research from Alberta TPR, historical attractions alone tend to have only a minimal impact on tourism expenditures, largely because they usually attract only one-time visitors. Tourism development in regards to this theme therefore requires strong complementary products to help increase visitor lengths of stay and expenditures in the region.

There are clusters of attractions in the north of the region surrounding Smoky Lake and Elk Point that could easily be packaged together to form guided or self-guided tours. In addition, the rich history of this region complements the outdoor recreation opportunities, especially along the historically significant Victoria and Iron Horse Trails and the North Saskatchewan River. There are opportunities to develop interpretive historical river paddling, cycling, hiking or horseback riding trips using guides or by providing rentals. The existing historical and cultural festivals and events in the region, such as the jamborees at historical sites and aboriginal powwows could be expanded to include more experiential activities such as traditional fishing and canoe building. Trapper games could also be developed in the region to attract visitors to stay longer.

There are opportunities to increase the aboriginal tourism presence in the region, both in terms of enhancing the cultural attractions at existing sites such as Métis Crossing and in terms of offering more aboriginal products such as traditional foods throughout the region. According to Travel Alberta, there is latent demand for aboriginal cultural attractions in the province that translates to opportunities to develop new attractions in the north of the region that link with the hunting and fishing activities of international and especially European visitors.

AGRICULTURAL AND RURAL COMMUNITIES TOURISM PRODUCTS Agriculture is a universal theme throughout Kalyna Country, with festivals such as Open Gates on 28, Beaver County Bounty and harvest festivals and farmer’s markets in nearly every community. Agri-tourism is a growing trend in North America, with movements such as ‘buy- local’, ‘100-mile diet’, and ‘slow food’ gaining momentum. Kalyna’s attractions, including Dine Kalyna, which sells out its 450 seats every year and an ever growing number of seasonal farmers’ markets, have demonstrated the potential of this market segment in the region; however, there still remains little development in local food products and dining attractions. There are currently at least six producers in the region that offer visits to their farms, and another 18 that have the potential to offer this tourism product (listed in Appendix A under ‘producers’). Farm tour routes are another opportunity area that can be linked with attractions such as Ukrainian, settler or outdoor recreation opportunities, through the use of driving, or cycling routes that stop at various locations. There is currently a gap for this activity in the central area of Kalyna, in the areas surrounding Vegreville and Two Hills. Farm tours and routes can also be enhanced by inviting chefs from larger centres to hold cooking classes or demonstrations which use the farm’s ingredients.

Opportunities also exist for more retail products and restaurants which feature local produce and traditional recipes and can be linked with Ukrainian and settler and aboriginal cultural themes where appropriate. Beetnik Borsht in Two Hills is a good example of this type of product. Given the shortage of diverse accommodation options in the region, there may also be

Kalyna Country Tourism Development Strategy 43 potential to develop more farm stay products similar to the Parkland Conservation Farm, where families and individuals stay on the farm for the weekend and learn about food production.

OUTDOOR RECREATION Kalyna Country has a number of excellent outdoor recreation attractions that see thousands of visitors each year. The parks and natural areas close to Edmonton attract the largest numbers of visitors, (Elk Island National Park alone sees over 350,000 visitors a year); however, most of these visitors come on day trips from Edmonton. There is an opportunity to attract these day visitors to the Ukrainian cultural and historical sites in Kalyna Country if there are attractions such as cultural dining and festivals to visit. The second cluster of outdoor attractions, based around the North Saskatchewan River and the historic Victoria and Iron Horse Trails, offers opportunities to develop equipment rentals and tours for cycling, padding, and horseback riding. Similar opportunities also exist to increase outdoor activity in the winter months through cross- country ski and snowmobile rentals and tours. Fishing and hunting tours in the northern towns, Métis settlements and First Nations reserves also present an opportunity for development. Finally, according to the TAMS reports, adventure-based accommodation such as guest ranches, wilderness lodges and cabins appeal to the outdoor recreation traveller, in addition to camping. There are currently three guest ranches located in the south of the region, but there is an opportunity in the north of Kalyna to develop guest ranch accommodations. There are resorts and cabins near, St. Paul and Elk Point, but there are none along the western portion of the North Saskatchewan River.

FESTIVALS AND EVENTS Events are central to generating travel into the region to introduce new markets to the region. They are also a means of generating repeat visitation to an attraction or region. Kalyna Country hosts over a hundred events every year. Unfortunately attendance numbers for events in the region are for the most part unavailable. Anecdotal evidence from stakeholders indicates that most of these festivals are well-attended by locals but only a few attract large crowds from farther afield, including the Pysanka Festival in Vegreville, the Smoky Lake Pumpkin Festival and the farm festivals at Prairie Gardens which bring in 1,000 - 5,000 visitors for the weekend. Existing festivals in Kalyna Country would benefit from coordination to ensure that they are not competing for attendees on the same dates. Farm circle tours, cycling races and historical events could be developed to tie in the region’s unique identity and encourage visitors to stay for the weekend. Hosting a music festival with big name performers in Kalyna Country would certainly attract large numbers (from 5,000 – 20,000) of visitors in a single weekend and could promote the Kalyna identity to a large audience.

WINTER ACTIVITIES Visitor numbers for Kalyna Country are roughly on par with the province as a whole, but opportunities for expansion in this market do exist. Tying in with the Ukrainian theme, Christmas festivities that highlight the unique customs of Ukrainian Canadians could be developed. Settler and aboriginal culture could be linked to sleigh ride tours in the region that visit historical sites and offer dining and shopping experiences. Finally, outdoor recreation opportunities could be expanded in terms of cross-country ski tours, and snowmobile tours and rentals.

Kalyna Country Tourism Development Strategy 44 ACCOMMODATION Analysis of accommodation types and quantities reveals that the Kalyna Country region does not lack in the number of accommodations available, but rather in the diversity of accommodation types and the standard available. The proximity of the region to Edmonton is an advantage that could be profited from, given the increasing trend towards “get-away” trips. There is an opportunity to develop more in the bed and breakfasts in Kalyna Country since there are relatively few for such a large geographic area. The Ukrainian and settler culture themes could easily be integrated with this type of accommodation. Guest ranches and farm stays are also not common, despite the agricultural and settler themes that are apparent in the region; there is an opportunity to develop this type of accommodation. In addition, Kalyna Country lacks high quality hotels and many of the region’s motels and hotels cater to work crews rather than tourists. Research from TAMS indicates that most cultural tourists need to be reassured that accommodations meet certain basic standards of service, cleanliness and comfort.

ANCILLARY SERVICES Extending stays in any region is strongly influenced by the availability of ancillary services such as retail and food services. According to research by Roger Brooks, while specific tourism attractions have the strongest influence in determining travel patterns, 80% of spending goes towards ancillary. In a recent Northeast HUB Alberta study, local tourism business operators in the region indicated that the greatest need for new businesses in the region fall into the services category, with an explicit desire for more retail, restaurants and entertainment opportunities. This is a clear gap in the region’s tourism product base that, if filled, would likely have the greatest impact on tourist expenditures and business revenues in the short term. Specific opportunities have been mentioned under previous headings and include developing unique small businesses such as bed and breakfasts and guest ranches, restaurants, locally produced retail, farm gate businesses, outdoor equipment rentals, and tour operators.

EXPERIENTIAL AND LEARNING TOURISM OPPORTUNITIES According to the TAMS reports, there is a growing demand for tourism products that promote education and learning through travel experiences. Kalyna Country is already positioned well for this type of tourism with its designation as an Ecomuseum. The Ukrainian Cultural Heritage Village is known as a leader in providing experiential programs in the province. During the 2010 season, 50% of the group visitors to the village participated in experiential programming. There is room for enhancing this type of tourism in the region. The Ukrainian Cultural Heritage Village attracts close to 50,000 visitors per year and the region’s other historic sites also offer opportunities for experiential tourism. These programs should be enhanced and expanded to include private sector partnerships to increase visitor numbers and length of stay in the region. There is also opportunity for new aboriginal tourism programs such as hunting and fishing tours, interpretive tours based on Ukrainian, settler, and aboriginal culture, farming tours and activities, and school group programs to visit the historic sites in the region.

THOROUGHFARE TRAFFIC One of the challenges Kalyna Country faces is in capturing thoroughfare traffic flowing both east-west and north-south. Each year thousands of travellers drive through the region without stopping, often due to their lack of knowledge of what exists in the area. Most of the communities in Kalyna Country are a reasonable detour off the Yellowhead Highway and thus struggle to attract visitors en route to other destinations in Alberta and Western Canada. By

Kalyna Country Tourism Development Strategy 45 providing innovative and appropriate tourism signage along highways and arterial roads, visitors will be afforded reminders of attractions and services available in the Kalyna Country region, directing traffic into towns and thus increasing expenditures in tourism and other ancillary services. Although provincial policies limit signage along highways, the Canadian Badlands Ltd. has partnered with counties to have signs for attractions include the Canadian Badlands logo. This could be implemented in Kalyna Country to increase the visibility of tourism attractions in the area.

TOURISM PLANS AND POLICIES There are few policies and plans in place in Kalyna Country to support tourism, although most local governments recognize tourism as a potential growth sector. Local governments lack adequate staff and financial resources to support tourism directly; however, they could introduce tourism policies and land-use allocations when updating their municipal development plans. A review of the counties in Kalyna Country showed that they recognize the importance of tourism to their economies. This is exhibited in some policy statements and on the majority of the counties’ websites through tourism information and referral systems. However, none of the major towns and villages, and only two of the eight counties have clear tourism policies outlined in their plans and none have dedicated tourism strategies. The following table highlights an analysis of county directions toward tourism policy and planning.

Tourism and County Governance

Recognition of Tourism/visitor Clear tourism Tourism plan tourism priority info on website policies Beaver County Yes Yes No No Lamont County Yes Yes Yes No County of Minburn Yes Yes No No Smoky Lake County Yes No Yes No County of St. Paul Yes Yes No No County of Thorhild Yes Yes No No County of Two Hills Yes Yes No No

STAKEHOLDERS & PARTNERSHIPS One of the key gaps identified is the lack of institutionalized partnerships for tourism in the Kalyna Country region. The strongest network of tourism stakeholders resides within the Kalyna Country membership, which only meets a couple of times a year. There is a need to build linkages among communities and organizations in the region in order to clarify shared goals and visions, identify mutually beneficial interventions, and implement them collaboratively. The three Regional Economic Development Alliances operating in the region (HUB, BRAED, and GROWTH ALBERTA), have the economic development and investment imperative to drive tourism stakeholder activities in the region. With the inclusion of marketing organizations, business associations, select enterprises, and other tourism interests as stakeholders, the REDAs could become the umbrella under which regional tourism development activities are collaboratively planned.

Kalyna Country Tourism Development Strategy 46 SUPPORTING INFRASTRUCTURE One way for governments to create an enabling environment for tourism development is through the provision of tourism-related infrastructure. One such approach that is gaining traction in the region is that of Main Street and heritage district revitalization. This type of activity, buoyed by access to provincial funding sources, is an increasing trend among Kalyna County communities that can positively impact tourism development if coordinated effectively. This type of revitalization has shown to have positive impacts on tourism, visitation, and local economic development. To maximize the benefits of heritage district revitalization for tourism, efforts should be made simultaneously to attract and support accommodations, food services, retail establishments, and other ancillary service enterprises to be effective in helping to drive tourism development.

MARKETING Kalyna Country has been successful in marketing the region and its products across Central Alberta; however, ‘Kalyna Country’ is not yet a household name in Edmonton or beyond. Kalyna still requires greater brand recognition. The marketing should build on the region’s uniqueness as the world’s largest and most successful ecomuseum heritage district. Kalyna Country marketing materials could include more packaged products that build on the key themes in the region. These include tours, itineraries, and packages that link communities together and extend traveller stays. By focusing marketing approaches around key themes, Kalyna Country can further diversify its programs to include targeting niche markets in the region. These markets range from Ukrainian groups to various outdoor enthusiasts, sporting organizations, business travellers, families, and seniors.

Winter Road to Long Lake Shi Area – Ray Sauer

Kalyna Country Tourism Development Strategy 47

ALTERNATIVE ANALYSIS: Where do we want to go?

Objectives Objectives create a framework to guide practical decision making. They take collective values, broad scale visions, issues and concerns and distil them into a set of usable criteria with which stakeholders can ultimately select the best way forward.

To develop tourism development objectives for this process, an objective setting exercise was conducted in smaller break out groups during the first Steering Committee workshop. Building on the results of the SWOT exercise, a set of issue areas was defined by grouping and consolidating the points brought up into compatible theme areas. Each of the three groups was then provided with two of the issue areas and was asked to define the overarching objective represented by each. In addition, groups were asked to determine potential measures or indicators that could be used in building the technical analysis for the decision model. The objectives from each group were reviewed and discussed to ensure that, taken together, they represent the values and goals for tourism development in the region. The results of this exercise - the final set of objectives - are listed as follows (in no particular order).

KALYNA COUNTRY TOURISM OBJECTIVES

 Increase employment & entrepreneurship

 Increase tourism expenditures & revenues (lengthen visitor stays in increase spending)

 Increase exposure of Kalyna country’s products and services

 Improve the human resource capacity for tourism in Kalyna Country

 Position Kalyna country as an affordable tourism destination

 Improve access to capital & partnerships for tourism development

 Improve governance, coordination & communication for tourism in Kalyna Country

 Capitalize on its unique and distinctive strengths as a ecomuseum

Measures It is important for the evaluation of objectives to be measurable, to help decision-making and to monitor the success of actions. Measures assist in decision-making by providing a way to evaluate possible actions or strategies. Once the strategy has been chosen, indicators support the monitoring and evaluation phase of a project by helping to gauge if the strategy is actually

Kalyna Country Tourism Development Strategy 48 achieving what was expected. Measures (e.g., percent increase in tourism expenditures) are directly linked to objectives (e.g., increase tourism expenditures and revenues) and are impacted by the strategy actions undertaken (e.g., Agri-tourism product development and expansion). The purpose of measures is to reflect the achievement of objectives.

Building on the criteria brainstormed by the Steering Committee in the first workshop, a set of measures was developed for each of the objectives. While some of the measures are direct, in that they are clear and natural indicators for particular objectives, others draw on proxy measures (i.e., they adequately reflects how well an objective is being achieved though it is only indirectly related to the objective). In some cases, where quantifiable indicators are difficult or impossible to define (because of the nature of the objective or lack of reliable data), qualitative indicators were used. These were described on a Low - Medium - High constructed scale that supports the technical analysis, which forms the first step in the evaluation and prioritization analysis and is discussed in the next section. The Objectives Measures table on the following page shows the Low - Medium - High scales for the seven Kalyna Country tourism development objectives.

Kalyna Country Tourism Development Strategy 49 Objectives Measures MEDIUM-LOW MEDIUM- HIGH END OBJECTIVE LOW MEDIUM HIGH ‐ 3,750 jobs in accommodation & food services (= 5% of 77,715 total employment) ‐ 750 new tourism jobs (20% increase) = 1% increase in total ‐ 1500 new tourism jobs (40% increase) = 2% increase in Increase employment and employment total employment entrepreneurship ‐ Kalyna members (2009) = 360 (250 in 2005) ‐ 25 new tourism-related businesses in region (2-3 per year) ‐ 50 new tourism-related businesses in region (5 per year) ‐ Significant gaps in tourism product and service base

Increase tourism ‐ 20% increase in overnight stays ‐ 40% in overnight stays expenditures and ‐ Trips dominated by day trippers and weekenders ‐ Annual tourism revenue/expenditures = $250 million (20% ‐ Annual tourism revenue/expenditures = $300 million (50% revenues (increase visitor ‐ Annual tourism revenue/expenditures = $200 million increase) increase) numbers, lengthen stays ‐ Visitor Numbers (per year) = 1.6 million and increase spending) ‐ Visitor Numbers (per year) = 2.0 million (20% increase) ‐ Visitor Numbers (per year) = 2.5 million (50% increase)

‐ Kalyna Country Marketing: unique website hits (2009) = ‐ 95,000 unique website hits (100% increase) ‐ 140,000 unique website hits (200% increase) Increase exposure of 68,000 (50% increase from ‘08 Kalyna Country’s ‐ $200,000 value of earned media (100% increase) ‐ $300,000 value of earned media (200% increase) ‐ Earned Media (2009) = $100,000 value products and services ‐ Brand recognition across Central Alberta ‐ Brand recognition across Alberta and Western Canada ‐ Limited knowledge of Kalyna Country outside of region

‐ 2-3 short courses in tourism / no tourism degree program ‐ Accessible and reputable tourism training programs within Improve the human outside of Edmonton Kalyna region resource capacity for ‐ Highly skilled human resources at all price points. ‐ No high-end facilities in region ‐ Adequate number of skilled (e.g., certified) staff within tourism in Kalyna Kalyna tourism sector ‐ Reputation for top-quality tourism products and services. Country ‐ Little experience with standards/ no standardization/ certifications ‐ Operators increasing standards of services and staff skills

‐ Average expenditures per person/per night = $70-116 ‐ Kalyna has reputation as affordable and family friendly Position Kalyna Country ‐ Minimal marketing of Kalyna as an affordable destination destination ‐ Kalyna branded as affordable and priceworthy (high value) as an affordable tourism destination. Premier family destination in Alberta. destination ‐ Few coupons, discounts, cost-reductions in tourism ‐ High prevalence of marketing materials promoting marketing affordable travel options ‐ No funding programs for tourism at the local and county levels. ‐ Tourism is a high priority focus of public and private sector ‐ Few programs at Provincial level (Casino, AB Agriculture ‐ Improved access to public funding programs for tourism development funding Improve access to capital Grants, Travel AB matching funds) ‐ Financial sector active stakeholders in tourism planning ‐ Financial sector highly supporting of tourism financing. and partnerships for Accessible lending programs available throughout region. tourism development ‐ Limited tourism investment, financing, business development ‐ Multiple new public-private partnerships in the tourism in region sector ‐ Enabling environment for new tourism development due to ‐ Most partnerships based around events or sector specific supportive public and financial sectors activities ‐ Minimal mention of tourism in County Development Plans. ‐ Visible enabling environment for tourism through integrated Improve governance, Only Lamont has clear policy for tourism development. ‐ All governments have tourism strategies or tourism land use and economic policy/planning at all Levels of coordination and ‐ No tourism plans or policies at county or town level and poor policies/guidelines/bylaws in Municipal Plans government communication for data available for region. Tourism only mentioned in a 2 of 6 tourism in Kalyna ‐ Regular stakeholder engagement/coordination within the ‐ Strong institutions in place for county Strategic Plans and good data is not available Country tourism sector promoting/monitoring/regulating tourism activity in the ‐ Poor data available on tourism in Kalyna Country region region

Kalyna Country Tourism Development Strategy 50 Alternatives Developing a range of alternatives, or strategy options, was the first step in determining how to best pursue tourism development in Kalyna Country. Each alternative represents one possibility for moving towards achieving the tourism development objectives identified by the Steering Committee. A brainstorming activity in the first steering committee workshop provided a ‘first- take’ on potential actions. The complete list of alternatives from the Steering Committee brainstorm is available in Appendix D.

Building on this brainstormed list, the consultant team created a set of strategy options, or alternatives that could be evaluated and prioritized. This final list included additional considerations and findings from the situation analysis, case study examples, etc. The process for consolidating and packaging the overall list of potential actions took the following into consideration:  Which actions are related?  Can these actions be restated in a way that summarizes several actions?  Are some actions identifying a higher degree of detail of other actions?

The final set of alternatives used in the decision framework is as follows (in no particular order):  Targeted Marketing  Themed/Cluster Marketing  Tourism Business Information Portal  Expanded Tourism Information Website  Tourism Training & Education Programs for Industry  Regional Tourism Stakeholder Organization  Tourism & Recreation Infrastructure Investment  Agri-tourism Product Development/Expansion  Tourism Small Business Support Program  Develop Ancillary Services Sector (Restaurants, Shopping, etc)  Develop Self-Guided Tourism Products  Cultural Tourism (Ukrainian) Packaging & Product Development  Cultural Tourism (Aboriginal) Packaging & Product Development  Outdoor Recreation Marketing & Product Development  Arts Tourism Development  Events Coordination Program  Educational/Experiential Tourism  Signage Program

Technical Analysis In the technical analysis, each of the alternatives was scored against each of the objectives to indicate how well it would contribute to achieving the tourism development objectives set out by the committee, with all objectives being equal. A detailed description of the technical analysis is found in Appendix E.

Ranking & Weighting In the first ‘objective weighting exercise’, participants identify which objectives were the most important, and how important each is relative to one another. This not only indicated the order of

Kalyna Country Tourism Development Strategy 51 importance but the degree of difference of importance among objectives. These results were combined with the results of the technical analysis to create the “weighted rankings”.

A direct weighting of all the alternatives was then completed, where participants indicated how they felt alternatives should rank in terms of which they felt was the most important action to take for tourism development in the region. This asked participants to rank alternatives, irrespective of objectives.

Taken together, these analyses and the ensuing discussion produced a set of strategic priorities for action. Some additional packaging of compatible alternatives occurred at this point. Following the second committee workshop additional analysis was provided by the consultant and a set of top strategic priorities was identified and scoped.

Kalyna Country Tourism Development Strategy 52

STRATEGIC PRIORITIES: How do we get there?

In developing the strategic priorities, the components of the decision framework (objectives, alternatives) were brought together so they could be evaluated and prioritized. This phase built on the outputs of the first Steering Committee workshop and incorporated the findings of the market analysis, tourism resource gap assessment analysis as well as best practices from other contexts. Each strategic priority profile summarized below includes a concept description and a high-level market assessment.

In addition to the tourism product development opportunities outlined here, the Steering Committee also identified several supporting initiatives that would further the success of tourism development in Kalyna Country. These initiatives fall broadly under organizational capacity, training and support programs for industry; and marketing and are outlined in the next section.

Strategic Priorities for Tourism Development The following section provides an overview of the strategic priorities for tourism development in Kalyna Country. Seven key tourism product development opportunities have been identified including 1) Experiential attractions 2) Ukrainian food products and services, 3) Kalyna Country accommodations, 4) Aboriginal cultural products, 5) Agri-tourism products, 6) Trails and waterways, and 7) a Kalyna Country Folk Music Festival.

In developing these seven strategic priorities, three of the identified themes of Kalyna Country became apparent as the keys to enhance the Ecomuseum experience for visitors: Ukrainian Culture, Settler and Aboriginal Culture, and Agriculture and Rural Communities. The strategic priorities also take into account the creation of an experiential-based tourism region; one which offers the visitor opportunities for learning and personal growth as well as relaxation and adventure. Rather than diluting what makes Kalyna Country unique, the strategic priorities identified here link the region’s attractions under the umbrella of the Kalyna Country Ecomuseum. In addition, these strategic priorities will provide the visitor with a full-service experience including routes, tours and trip planning, as well as food, retail, accommodation and entertainment.

Experiential Attractions in the Kalyna Country Ecomuseum CONCEPT DESCRIPTION Ecomuseum projects apply a conservation and interpretation strategy to a thematically and geographically defined area. Ecomuseums seek to stimulate economic development by promoting tourism and fostering a sense of local identity and pride among inhabitants. This becomes a means of encouraging community participation in the research, restoration and conservation work of the ecomuseum society.

Kalyna Country must increase and expand relevant attractions throughout the region and increase the visibility of Ukrainian, settler, aboriginal and agricultural culture throughout.

Kalyna Country Tourism Development Strategy 53 Currently the Ukrainian Cultural Heritage Village (UCHV) is Kalyna’s primary cultural attraction and the most recognizable symbol for the region according to the Steering Committee members and user group association members interviewed during this process. While the UCHV is a successful attraction, what is missing is cultural product development in the rest of the region to complement the Village. This will help ensure visitors are attracted to visit and stay in Kalyna Country.

Existing product enhancement opportunities

 Assist operators to develop experiential products and interpretive elements at existing markets, museums and historic sites. This could include hands activities, costumed interpreters at museums, and school program development using the lessons learned from UCHV.

 Invest in Main Street redevelopment to encourage local towns and villages to reflect their Ukrainian or settler heritage. The Alberta Main Street Program and the Municipal Heritage Partnership Program are both available to communities looking for support in downtown revitalization and heritage conservation.

New product development opportunities

 Develop guided and self-guided circle tours of the Kalyna Country Ecomuseum from Edmonton. Tours that highlight each of the region’s three main themes: Ukrainian, settler and aboriginal, and agricultural heritage should be developed as well as tours that cover all three. Both day-trip and multi-day itineraries should be available and include restaurant, retail, and accommodation options. Interpretive signs should be developed at points of interest such as old homesteads and churches.

 Develop a Kalyna Country signage program to attract thoroughfare traffic by reminding visitors of attractions and services available in the Kalyna Country region and directing traffic into towns, thus increasing expenditures in tourism and other ancillary services. A signage program would also serve to increase visibility of the Ecomuseum brand. The Canadian Badlands has partnered with counties to have their logo included on tourism attraction signs: http://www.canadianbadlands.com/.

 Host Ukrainian events that highlight the unique customs of Ukrainian Canadians and educate visitors about Ukrainian traditions at Christmas, New Year, and Easter. These should be hosted at locations other than the UCHV in order to increase the exposure of the rest of the region.

 Develop Settler and aboriginal events at the Victoria Settlement, Metis Crossing, Fort George and Buckingham House, and other historic and cultural sites. Possible events include historical re-enactments, voyager canoeing, horse drawn sleigh rides, traditional fishing and canoe building, and trapper games. The Pas in Manitoba hosts the Northern Manitoba Trappers Festival every year: http://www.trappersfestival.com/Home2010.htm.

 Develop programs and packages for schools groups to tour the region. These school tours would include several interactive attractions within a theme and local food services and could also be modified to be self-driving tours.

Kalyna Country Tourism Development Strategy 54 MARKET ASSESSMENT AND RATIONALE According to research from Alberta Tourism, Parks and Recreation, there is a growing demand for tourism products that promote education and learning through travel experiences and tourists from almost every activity sector available in Kalyna Country prefer trips that offer novelty and learning opportunities. Additionally, research from Alberta Agriculture and Rural Development shows that 65% of agricultural tourists would take part in an activity like a winter farm tour, a horse drawn sleigh ride or harvesting for the family Christmas tree, while a further 65% are likely to visit local shops and learn country crafts or western trades, such as quilt making, wheat weaving, blacksmithing, and silver-smithing. Any or all of these activities would fit well with the Kalyna Country Ecomuseum concept and provide visitors with reasons to return at various points in the year. Expanding the Ecomuseum concept to all regions of Kalyna Country will capitalize on this trend by providing authentic experiences that provide opportunities for learning.

Kalyna Country Food CONCEPT DESCRIPTION In order to ensure that Kalyna Country is a full-service experience, one of the most important aspects that must be developed is restaurants and food products. Ukrainian culture is famous for its food, including perogies, sausages, borscht and breads. However, there is currently a lack of Ukrainian themed ancillary products such as food services and retail opportunities to increase spending, keep visitors in the area longer and to increase repeat visits. Developing this could be a major opportunity for enhancing the Ukrainian theme and generally boosting the local tourism economy.

New product development opportunities

 Develop Ukrainian restaurants that highlight the cultural uniqueness of the region. Wendy’s Gourmet Perogies in Edmonton gets great reviews and is a simple family operation.

 Develop artisanal Ukrainian food and beverage products such as craft beer or vodka (horilka). Horilka can even be infused with Kalyna berries to create a truly local product. Schramm Vodka from Pemberton, BC has become internationally successful in a short time using potatoes grown in the local valley: http://www.pembertondistillery.ca/. Downhome Comfort Foods in Two Hills is a great local example that can be used as a model for similar products: http://www.beetnikborscht.com/

MARKET ASSESSMENT AND RATIONALE Although very few tourists take trips specifically to shop and dine, these are near universal activities. According to Travel Alberta, 27% of tourist dollars are spent on food and drink, making dining an important potential source of revenue for tourism operators and nearby communities. Research from Alberta Agriculture and Rural Development also shows that 77% of tourists are likely to stop to sample local foods such as bison sausage, Saskatoon berries, perogies and corn. Developing ancillary services to support the Ukrainian Cultural Heritage Village would solidify Kalyna Country’s reputation as a destination for Ukrainian culture and would attract weekend getaway visitors from the province’s major centres.

Kalyna Country Tourism Development Strategy 55

Kalyna Country Accommodation CONCEPT DESCRIPTION In order to fill the regional gap in accommodation diversity and capitalize on the uniqueness of Kalyna Country, there is an opportunity to develop accommodations that emphasize authentic Ukrainian, settler, aboriginal or agricultural identity. Increasing the accommodation options in the region would encourage more overnight visits. This product development opportunity also complements several of the other proposed product developments for Kalyna Country including experiential tourism, touring routes and trails, hunting and fishing tours, agri-tourism and festivals.

New product development opportunities

 Ukrainian bed & breakfasts and guesthouses would provide visitors with an added authentic taste of Ukrainian culture on their visits. Food and décor could speak to Ukrainian identity. A successful example of a German B&B in Kimberley, BC is the Alpenglow B&B: http://www.alpenglowbb.com/zuk/index.htm.

 Settler, aboriginal and adventure-based ranches, cabins and lodges where opportunities for hunting and fishing as well as heritage sites exist (such as in the north of the region and along the North Saskatchewan River). Having a variety of accommodation options available would assure cultural, outdoors and international tourists that their accommodation needs will be met. River Ranche in the Siksika Nation of Alberta is a successful example of combining accommodation, adventure and aboriginal tourism: http://www.riverranche.com/.

 Farm stays where families and individuals stay on a farm for the weekend and learn about the workings of a farm can be developed in the central area of Kalyna Country. This development could also complement the Ukrainian and settler themes where authentic linkages occur. A successful example in Wynyard, SK is Amma’s House http://www.ammashouse.com/.

MARKET ASSESSMENT AND RATIONALE The increasing trend towards “getaway” trips is a great opportunity for Kalyna Country, given its proximity to the Edmonton market. However, the availability and standards of accommodation services in the region may not appeal to more discerning travelers. Cultural tourists are typically older and have higher incomes than the general population and so may be looking for higher end accommodations compared with what is currently available in Kalyna. This should be considered in the development of new accommodations in the region.

Additionally, according to Alberta Tourism, Parks and Recreation there is a movement away from large resorts and hotels, to more intimate facilities such as lodges, country inns, bed and breakfasts, and boutique hotels. These types of small-scale accommodation developments would work well in Kalyna since according to Alberta Agriculture and Rural Development, 58% of tourists are likely to retreat to a “little house on the prairie” for a peaceful getaway and according to the TAMS reports, cultural tourists are more likely than the typical traveller to stay in guest houses.

Kalyna Country Tourism Development Strategy 56

Aboriginal Tourism Product Development CONCEPT DESCRIPTION Aboriginal tourism can become a highly successful product that extends the length of visitor stays, attracts a greater share of the international market and enhances economic benefits to tourism operators across the region. Kalyna Country does not currently have many aboriginal attractions, but the region has a rich aboriginal history and numerous First Nation and Métis communities with which to collaborate on building a successful tourism sector. The Kikino, Whitefish Lake, and Saddle Lake communities would likely be key contributors to this process as leaders, advisors, investors, and anchor destinations and should be included in the Tourism Working Group proposed in the next section. According to the Canadian Tourism Snapshot for 2008, aboriginal tourists are looking for authentic interactions with aboriginal people, especially where there is an opportunity for participation and discovery. The use of aboriginal tourism as a complementary sector for other tourism activities in the region will increase tourism to Kalyna Country while keeping true to the regions unique character.

Existing product enhancement opportunities

 Package Métis Crossing with Victoria Settlement to increase numbers for both attractions.

 Increase aboriginal presence at Fort George and Buckingham House including cultural activities, performances and foods.

New product development opportunities

 Develop aboriginal hunting and fishing tours including winter tours, with the Whitefish or Saddle Lake Nation or the Kikino, Buffalo Lake, Elizabeth or Fishing Lake Métis Settlement. This will capitalize on the outdoor recreation sector in the north of Kalyna Country, especially with European visitors. First Nations Guides in Nestor, Ontario is an example of a successful aboriginal outdoor tourism business: http://www.firstnationguides.com/

 Increase aboriginal shopping and dining opportunities at historic sites and in communities throughout the region to create a wider variety of aboriginal tourism activities for visitors to engage in.

MARKET ASSESSMENT AND RATIONALE Aboriginal tourism is a growing tourism sector that has the potential to attract large numbers of tourists, especially those from outside of Canada. Alberta Tourism, Parks and Recreation research indicates that there is latent demand for aboriginal tourism products among European travelers – in particular French, German and British tourists. According to the Canadian Tourism Snapshot for 2008, tourists from key overseas markets tend to be mature, married, travelling without children and more highly educated. According to the TAMS reports, aboriginal tourists from Western Canada also tend to have higher incomes and levels of education than average tourists, offering greater earning opportunities to complementary businesses.

Kalyna Country Tourism Development Strategy 57 While research indicates that aboriginal tourism was the primary motivator for only 3% of overnight pleasure trips to Western Canada in 2006, 20% of all travelers attended aboriginal events or destinations during their visit. The study concluded that, although aboriginal tourism can be highly motivating for tourists, it is generally not regarded as the primary driver for visiting a destination. Rather, it is considered to be a value added opportunity for visitors who are already visiting the region. The same report also found that outdoor activities are the most common type of activity that Aboriginal Culture Tourists engage in while on holiday, making the development of fishing and hunting activities a prime opportunity for aboriginal tourism development in Kalyna Country.

The TAMS research also found that consumers of aboriginal cultural products tend to seek authentic experiences that offer opportunities for interaction. Aboriginal tourism products provide a unique perspective and historical context that other products cannot, making them increasingly competitive in the marketplace. Furthermore, many aboriginal communities have identified tourism as a potential revenue stream and are actively promoting business development in their communities. Developing aboriginal tourism products requires strong partnerships and coordinated support for the Métis and First Nation communities and entrepreneurs best positioned to deliver them. There must be also strong working relationships between local governments, the private sector and aboriginal communities to help improve product quality and build capacity. Working together, all stakeholders in the region’s tourism sector can benefit from the growth in aboriginal tourism if the products are promoted and packaged in a collaborative and respectful manner.

Agricultural Tourism Product Development CONCEPT DESCRIPTION One of the most universal themes in Kalyna Country is agriculture. Agriculture features in every geographic area of the region and links in with both the Ukrainian and Settler and Aboriginal Culture themes of Kalyna Country. Kalyna Country can capitalize on its identity as an agricultural region by further developing the local agri-tourism sector. This creates opportunities for new products and services that can diversify revenues for local agricultural producers and support a niche for restaurants, retail and other providers. Kalyna Country has already exhibited success in developing and promoting agri-tourism and culinary events such as Dine Kalyna; however, numerous opportunities remain that could position Kalyna Country as a provincial leader in the sector.

Existing product enhancement opportunities

 Expand Dine Kalyna to be held numerous times throughout the year. Dine Kalyna has sold out every year since its inception making expansion an excellent opportunity to increase the visibility of Kalyna Country and the producers involved. A recent study from Alberta Agriculture and Rural Development states that 73% of tourists in Alberta are likely to attend a fall country supper. Holding the event throughout the various harvests of summer and fall would decrease concerns about capacity.

 Coordinate the region’s farmer’s markets, county fairs and rodeos to build on the successes of existing local markets, bring in greater numbers from pooled resources and build the Kalyna brand. According to Alberta Agriculture and Rural Development 88% of tourists are likely to shop at a farmers market, making it the most popular agri-tourism

Kalyna Country Tourism Development Strategy 58 activity in Alberta. Attending fairs is the second most popular activity, with 74% of tourists likely to visit a county fair and 65% likely to attend a rodeo.

 Develop farm visits and tours of artisanal and local food production facilities. Increasing the availability of farm tours will create a critical mass to establish Kalyna as an agri-tourism destination. Possible new attractions to develop include the region’s fruit and berry farms, honey producers, and meat producers. Research from Alberta Agriculture and Rural Development shows that tourists are more interested in the end of production, rather than hands on and messy farm work.

New product development opportunities

 Create a cycling farm circle route (or alternatively a driving route) to farms in the areas surrounding Vegreville and Two Hills. This would bring the successes of Open Gates on 28 and Beaver County Bounty to the central area of Kalyna Country and tap into the growing outdoor recreation market. According to Alberta Agriculture and Rural Development, 77% of tourists are likely to stop at various locations to sample regional foods. A successful example of a cycling farm tour is the Pemberton Slow Food Cycle Sunday in Pemberton, BC: http://www.slowfoodcyclesunday.com/

 Host cooking classes by top chefs on the farm to increase the visibility of Kalyna Country and the connection between its farms and the city’s markets. A successful example of this is the program at the Limbert Mountain Farm in Agassiz, B.C: http://limbertmountainfarm.com/classes.php

 Develop artisanal food products that reflect the region including Ukrainian foods, buffalo meat products, preserves, craft beer, or vodka (horilka) distilleries. A regional example is the EnSante Organic Winery & Meadery in Brosseau: http://www.ensantewinery.com/ and Schramm Vodka from Pemberton, BC has become internationally successful in a short time: http://www.pembertondistillery.ca/.

 Develop accommodation that caters to the culinary crowd- from bed & breakfasts targeted at “foodie” tourists, to farm stays on producing farms and hands-on experiences with opportunities to participate in and learn about food production, processing and preparation. A successful example of this type of accommodation is Gramma Bep’s B&B in Swift Current, SK: http://www.grammabep.com/

MARKET ASSESSMENT AND RATIONALE Agri- and culinary tourism are growing niches in Alberta and are driven by two trends: first, expanding urbanization and the growing desire of urban dwellers to visit rural places; and second, an increasing interest, particularly with urban dwellers, in understanding how and where their food is produced. These two factors work together to cater to a market of travelers who are attracted to local food production, the opportunity to escape from city life and the chance to experience the rural lifestyle and opportunities of Kalyna Country.

Alberta Agriculture and Rural Development sees agri-tourism as the marriage between two of Alberta’s top industries - agriculture and tourism. In 2004, a study conducted by the Agricultural Policy Framework predicted that alternative agricultural industries would grow by 8% per year, ending with a projected value of $1.7 million by 2010. The combination of the province’s top two

Kalyna Country Tourism Development Strategy 59 industries provides a platform upon which to expand this relatively underdeveloped tourism sector while taking advantage of the growing alternative agriculture market.

The opportunities in the agri- and culinary tourism industries can also be understood by looking at the amount of money tourists spend on food and beverages. In 2008, tourists spent $17.264 million in this sector, which represents 26% of all tourism expenditures. Business owners can take advantage of this part of the market by increasing the availability of local food production. This would ensure that tourism dollars benefit sections of the economy beyond just the restaurant industry. Also, by supporting local producers, they will have more of an opportunity to showcase their products and stimulate an interest in their food. This could lead to an increase in not only culinary tourism but also in the export of food products.

Kalyna Country Historic Trails and Waterways CONCEPT DESCRIPTION Outdoor recreation opportunities abound in Kalyna Country, particularly in terms of trail and water based activities on the North Saskatchewan River. These recreation opportunities are not being fully realized as many basic services for visitors seeking soft-outdoor recreation do not exist in the region. Tourism development opportunities exist in terms of providing tours, tourism services and rentals around jet boating, canoeing, kayaking and para-sailing, in addition to enhancing the existing products in the region to ensure visitors are attracted to the region.

Existing product enhancement opportunities

 Enhance the interpretive sites along the Victoria and Iron Horse Trails.

 Increase outdoor recreation events and competitions such as the successful Riverland Challenge at Elk Point to enhance exposure of outdoor resources. http://www.riverlandchallenge.com/.

 Package outdoor recreation attractions with unique Kalyna attractions and accommodations to increase numbers for both attractions. Elk Island National Park is a major draw to the region that could easily be packaged with cultural experiences and accommodations to increase visitor numbers and length of stay in Kalyna Country.

New product development opportunities

 Develop guided and self-guided paddling tours down the historic North Saskatchewan River trading route. Edmonton Canoe offers tours to the West of Edmonton: http://www.edmontoncanoe.com/index.html

 Develop a canoe and kayak rental service at key put-in locations along the North Saskatchewan River, including the Victoria Settlement and Fort George Buckingham House.

 Develop guided horseback-riding tours along the Victoria and Iron Horse Trails that stop at interpretive and wildlife viewing sites. The Horsecreek Ranch in Fort Assiniboine is an example of a successful business that offers trail rides and accommodations within a historic theme: http://www.horsecreekranch.ca/.

Kalyna Country Tourism Development Strategy 60

 Develop bicycle rentals and tours at key points on the Victoria and Iron Horse Trails.

 Develop cross-country ski and snowshoeing rentals and tours at key points on the Victoria and Iron Horse Trails.

 Develop snowmobiling rentals and tours at key points on the Victoria and Iron Horse Trails.

MARKET ASSESSMENT AND RATIONALE Outdoor recreation is expected to be a growing market in Western Canada, both in the short and long-term. The growth is driven by the increasing popularity of self-propelled wilderness travel and outdoor recreation among all age groups across Canada. Although many of these tourists seek self-guided, short-term excursions, they provide numerous revenue opportunities for complementary businesses. Additionally, as outdoor recreation grows, tourists who are new to the market will need services to support their new activities.

Analysis of the research suggests there are opportunities to develop outdoor recreation tours and rental services along the historic Victoria and Iron Horse Trails. Hikers, climbers and paddlers are more likely than the average pleasure traveller to seek destinations that offer a wide range of activities, novelty, intellectual stimulation and physical challenges. While on trips, these tourists visit historic sites, buildings and monuments (60%), stroll around town to look at architecture (58%), and go to museums (47%). A quarter of outdoor trips are taken to canoe or kayak 39% of outdoor trips involved canoeing or kayaking at some point during their trip. Cycling is also a popular outdoor recreation activity; 12% of outdoor recreation trip were taken to cycle and 26% of these trips involved cycling. In addition, research from Alberta Agriculture and Rural Development shows that 59% of agricultural tourists in Alberta are likely to partake in horseback riding in the prairies.

Cross-country skiers and snowshoers are also an excellent market for the opportunities in Kalyna Country. Over the last two years, 6.9% (1,715,769) of adult Canadians went cross- country skiing or snowshoeing while on an out-of-town, overnight trip. Cross-country skiers and snowshoers are especially likely to value vacations that offer opportunities to enrich their perspective on life and gain knowledge of the history and culture of a destination. They frequently go shopping and dining and visit historical sites, museums and art galleries while on trips. Cross-country skiers and snowshoers are also two to three times more likely than the average Canadian Pleasure Traveller to participate in educational or experiential activities.

Kalyna Country Folk Festival CONCEPT DESCRIPTION Hundreds of events are held in Kalyna Country annually, yet very few attract new visitors from outside the region. In order to draw new visitors to the region, increase lengths of stay and spending, an annual music festival hosted by Kalyna Country should be developed.

Kalyna Country Tourism Development Strategy 61 New product development opportunities

 Develop a folk music festival with big name performers and local Ukrainian, Métis and First Nations talent, hosted by the Kalyna Country Trust Society. A successful example of this type of tourism development initiative is the Big Time Out held in the historic village of Cumberland, BC every year: http://thebigtimeout.com/

MARKET ASSESSMENT AND RATIONALE According to Alberta Agriculture and Rural Development research, events are a valuable tool to draw new visitors to a region and expose them to attractions and destinations first hand as well as encourage previous visitors to return. They also help to celebrate community life and to define a community’s identity and sense of place. Events of all kinds bring in visitors, which provide revenues to local restaurants, retailers and service providers. Event tourism is considered a complementary product because it has the ability to attract larger numbers of visitors for shorter periods, thus providing operators greater access to non-traditional markets.

According to the TAMS report, event-based tourism is expanding across Alberta and almost a quarter of all adult Canadians attended a musical concert, festival or attraction while on an out- of-town trip in the last two years. Attending these musical events was the fourth most common reason for travel in Canada. Developing a folk music festival in Kalyna would complement the themes of Kalyna Country since fair and festival tourists are likely to visit other cultural and outdoor attractions while on their trips, with at least half of these tourists doing so. Finally, Canadian tourists who attend music festivals are also more likely than other tourists to stay in more unique types of accommodation including guest ranches, spas, and wilderness lodge, which complements the accommodation development options for Kalyna Country.

Supporting Actions for Tourism Development As tourism product development occurs in Kalyna Country, there also needs to be a management process in place to ensure a coordinated and well planned region. The following section highlights some of the supporting actions that are required for Kalyna Country to fully realize its tourism development potential. Supporting actions include developments in organizational capacity (governance, regional tourism working group), training and support programs for industry (tourism training and education program, tourism investment attraction strategy, tourism business information portal, tourism small business support program); and marketing (targeted marketing).

Realigned Kalyna Country Boundary It is recommended that Kalyna Country pull back its boundaries to align with the original ecomuseum boundaries. In order for Kalyna Country to resonate as a brand in the markets, it is important to focus on what makes the region unique - the ecomuseum and the themes within it (Ukrainian Culture, Settler and Aboriginal Culture, Agriculture and Rural Communities, and Outdoor Recreation and Natural Areas). The boundaries can, however, be fluid where there are opportunities for marketing partnerships and clustering or where required services are available outside of the region (accommodation, restaurants, access points).

Kalyna Country Tourism Development Strategy 62 Governance When referring to the tourism sector, governance refers to the management processes that define expectations of stakeholders, provide power and function authorities, and verify and regulate delivery performances. As the world’s largest industry, tourism governance occurs at virtually all strata of decision-making, from the international (UN World Tourism Organization) to the national (Industry Canada/Canadian Tourism Commission) to the provincial (Alberta Tourism, Parks, & Recreation), and often to the regional and local as well.

However, government is not always the driving force behind tourism governance. Although it is important that governments play a key role in the planning, delivery, and regulation of tourism, in many cases it is the private sector that bears the torch of championing sector development. Its success often hinges up that leadership ability to bring together stakeholders in processes of collaborative decision-making and implementation.

In the Kalyna Country region, the governance of tourism (at the regional and local levels) is not well established. As it has traditionally been an agriculture-based economy, tourism has only recently moved forward in the economic development agenda. Only a few institutions, policies, plans, and support mechanisms are in place to guide tourism development. As a result of this regional governance gap, this project’s Steering Committee identified and prioritized three key needs to support tourism governance in Kalyna Country.

Regional Tourism Stakeholder Organization One of the greatest challenges facing all communities and regions in the tourism sector is the difficulty of bringing public and private sector interests together in collaborative and mutually beneficial environments. Kalyna Country is no exception, with key stakeholders often operating only at the periphery of tourism planning and policy making activities. County and town governments, Chambers of Commerce, tourism organizations, and economic development agencies are not organized as a stakeholder group or institution that brings together these interests on a regular basis. Establishing a tourism stakeholder organization for the Kalyna Country region could be a foundational activity that all other tourism planning and decision- making could build upon.

A Regional Tourism Working Group would help to guide tourism development in the region and ensure that the needs and values of local communities are addressed. Some specific roles and tasks identified by the project’s Steering Committee include:

 regular meetings to build momentum for tourism development in the region;

 improving communication protocols between stakeholders and groups that are working to promote the area;

 enhanced participation of local Chambers of Commerce and REDAs in tourism planning;

 building partnerships with Lakeland and other regional tourism organizations with shared interests; and,

 establishing theme-specific committees for Kalyna Country Tourism.

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Although the process of establishing this group would likely require a comprehensive stakeholder identification and analysis process, the large majority of stakeholder organizations have already been identified (see the table below). With adequate representation and broad support, this working group could eventually become the primary institution for tourism development planning in the region. It is recommended that this be positioned under the umbrella of the primary economic development alliance for the region, given that HUB is an established organization with the mandate to promote investment and support business development in the region’s priority economic sectors. Furthermore, HUB is comprised of representatives from the majority of the region’s governments. As there are other communities in the Kalyna Country region that partner with other REDAs (BRAED & Growth Alberta) the working group could be a partnership of these three REDAs as well.

The Regional Tourism Working Group will have to initially be organized and championed by Kalyna Country Trust Society. The Trust Society currently has a strong network of private sector tourism interests and has relatively broad support from the region’s governments. This positions it well to be the catalyst for establishing and institutionalizing this group.

With a Regional Tourism Working Group established for Kalyna Country, the region can be better assured that the diverse interests of the region are being considered in all future tourism development planning.

Regional Tourism Working Group - Tourism Stakeholders Type Stakeholders Groups

Municipal Government Tofield, Bruderheim, Lamont, Redwater, Two Hills, Vegreville, Viking, Vilna, Elk Point, Mundare, Smoky Lake, Andrew, Holden, Mannville, Chipman, County of Thorhild, Smoky Lake County, County of Two Hill, Lamont County, County of Minburn, Beaver County, County of St. Paul, Strathcona County (rural area).

Provincial Government Alberta Ministry of Tourism, Parks and Recreation, Alberta Agriculture and Rural Development, Alberta Culture & Community Spirit (Fort George Buckingham House, Victoria Settlement, Sustainable Resource Development

Federal Government Parks Canada (Elk Island National Park)

Aboriginal Groups Whitefish Lake First Nation, Saddle Lake First Nation, Frog Lake First Nation, Kikino Métis Settlement, Buffalo Lake Métis Settlement, Fishing Lake Métis Settlement

Culture & Heritage Association Canadien-Francaise de l'Alberta, Vegreville Cultural

Kalyna Country Tourism Development Strategy 64 Organizations Association, CREAM (regional museums), Northeast Jamboree Association, Alberta Museum Association, etc.

Economic Development Regional Economic Development Alliances (HUB, BRAED, Associations GROWTH Alberta), Community Futures, Chambers of Commerce

Tourism Training & Education Programs for Industry Access to a training and sensitization program for tourism would help inform local residents, service sector employees and leaders of the benefits of tourism and their roles within it as well as improving the capacity of the sector to meet high standards commonly required in more established tourism economies. The Canadian Badlands Ltd. offers some programs and activities that Kalyna Country representatives could attend or have brought to the region.

Programs for tourism training and sensitization serve two primary functions:

1) To inform local governments about options for creating an enabling environment for tourism development while ensuring that local values are met.

2) To advise tourism training and capacity building programs in the region through partnership building and coordination.

Informing local government leaders and staff about what they can do to enable tourism investment and product development in their communities can occur through government policies such as land-use designations, incentivizing investment, and creating tourism centered plans and policies. The second function is that of training and capacity building. Currently there are a handful of programs that provide tourism skills training within the Kalyna Country region. By coordinating their activities with others in the region, and linking them to potential job placements and local tourism operators, these programs can be enhanced to better meet the needs of the local tourism industry. Furthermore, training gaps can be identified and filled through program development and partnerships with institutions outside of the region (e.g., University of Alberta, etc.).

The project’s Steering Committee also identified some specific activities to be undertaken that would directly benefit the tourism development interests of the region, including:

 programs for frontline staff training, possibly through partnerships with local businesses;

 skills and training mentorship programs;

 Alberta Heritage Fund management training; and,

 informing political leaders regarding tourism benefits.

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Tourism Investment Attraction Strategy One of the key planning and governance activities to be undertaken by the working group is the establishment of a tourism investment attraction strategy for the Kalyna Country region, which is required in order to develop the tourism opportunities outlined in this study. The strategy for bringing new business and capital in the region would involve a number of components including:

 attraction of investment capital based on community assets and gaps;

 the optimization of government public resources to support and incentivize business development;

 identification of specific sites where development could (and should) occur;

 articulation of potential supply chain linkages and multiplier-effect calculations;

 identification of cluster-related opportunities (economies of scale, partnerships, linkages, etc) throughout the region; and,

 identification of human resource needs and ways to improve productivity.

As tourism investment attraction is something that needs to occur across the region, engagement of a wide range of stakeholders in delivering this strategy would likely yield the greatest levels of success. Therefore the Regional Tourism Working Group should include a wide range of stakeholders. The working group should also work with the REDAs who are able to help attract investors and operators to take up the opportunities identified.

Tourism Business Information Portal A tourism business information portal is an online resource that provides information to potential and existing tourism businesses about how to enhance their products, access development resources, build partnerships, address sector needs and gaps, etc. It is a place where businesses and investors can go to find all information pertaining to tourism development in the region, and allows them to link into the strategic directions that the region’s stakeholders identify as priority tourism needs. Currently there is no single information source on tourism in Kalyna Country for entrepreneurs and businesses seeking to establish or expand their enterprises.

Establishing a resource such as this requires strong partnerships and planning. For this reason it requires both a champion to drive the program and an organization to house and manage the web resource. In Kalyna Country it appears that the natural partnership to deliver this would be between the Kalyna Country Trust Society, one or more of the REDAs (HUB, BRAED, GROWTH ALBERTA), the Chambers of Commerce, and local governments.

Although there are many types of content that could be provided on the portal and even more ways to organize that information, there are a number of content sets that have been identified as clear needs through extensive research and input from the project steering committee. This includes:

Kalyna Country Tourism Development Strategy 66  information and web links that connect operators to funding sources;

 develop a list of key business opportunities and product gaps for potential investors;

 links to local government plans, policies, contacts, and investment priorities;

 a business database of all tourism and tourism-related operators in the region;

 listing of potential supply chains and input needs of local businesses (e.g., a local procurement section);

 a classified section to allow operators to buy and sell products, businesses, etc.;

 tourism industry data for the region and beyond;

 market and sector analysis information to inform investment and product development activity;

 links to and information on capacity building and training programs;

 calendar of tourism planning and development activities in the region; and,

 a job board to list employment opportunities among the region’s tourism businesses.

Expanded Tourism Information Website The internet is an increasingly important tool for finding tourism information for Kalyna Country. Tourism operators have also noted that the majority of their customers had found their services over the Internet. Although Kalyna Country has been successful in developing a regional tourism website and increasing its visitor numbers, there are numerous improvements that could be made to increase its value and usability. This includes a more structured and comprehensive listing of amenities and attractions, better mapping of tourism products and services, and a forum (e.g. travel advisory) to allow visitors to provide recommendations, feedback, and other user-generated content. Specific action examples include:

 Make tourist info more convenient to get to and find

 Share the “good experiences of our visitors”

 Improve tourism resource map

 Provide multiple search options (location, theme, season, types of service, etc)

 Allow user-generated content features: photos, videos, reviews, etc.

 Cluster Marketing and Packages

Kalyna Country Tourism Development Strategy 67 Tourism Small Business Support Program In Kalyna Country, the tourism industry is dominated by small businesses, where 85% of tourism operations have fewer than 10 employees. A 2009 Northeast AlbertaHUB study showed that tourism operators in the region identified business planning and development support as a key step in improving the success of their enterprises. The establishment of business support programs for tourism entrepreneurs in the region would help the private sector to reduce investment risks while better ensuring that products and services provided are of a standard that meets the market needs.

A Tourism Small Business Support Program can have many roles and take various forms depending on the scope of reach and resources available for its establishment and maintenance. As the Kalyna Country region has limited access to funding and no dedicated budget to drive a program such as this, it would likely have to start small, focusing on program delivery before establishing a facility or storefront facility to house its activities. The delivery of these programs could be driven by a number of organizations, but would likely be best handled in a partnership between the Kalyna Country Trust Society, the REDAs, and Chambers of Commerce, with technical support from appropriate Provincial authorities. The project’s steering committee identified a number of program priorities, including:

 encouraging small tourism business ideas through focus groups, workshops, etc.;

 supporting in developing business plans and feasibility studies;

 providing information and support for financing (e.g., creating stronger linkages with Community Futures, Western Economic Diversification, etc.);

 establishing incubators in various regions; and,

 developing clusters and networks.

The creation of a Tourism Small Business Support Program would be a natural extension of the Tourism Business Information Portal defined earlier. These two programs would be best planned and coordinated together, building upon each other’s assets and roles. Through the process of establishing the portal first, key service gaps can be identified for fulfillment through the more comprehensive support program.

Focussed Marketing Kalyna Country’s broad stroke approach to marketing and the gradual expansion of the region's boundaries beyond the original Ecomuseum boundary has led to the dilution of the region’s identity. The Kalyna Country Trust Society success in obtaining buy-in from businesses and municipalities across the region has led to a gradual expansion of the region's boundaries. This has led to a further shift away from its original heritage promotion and protection mandate. Kalyna Country marketing should focus on what is unique and distinctive in the region. The themes related to the ecomuseum heritage district should be predominant in marketing efforts and should target niche markets.

Currently, Kalyna Country’s marketing efforts have largely focused on distributing tourism information about each of the region’s communities. There has been a general lack of a targeted approach to niche and geographic markets. By targeting marketing toward untapped

Kalyna Country Tourism Development Strategy 68 segments and specific user groups, Kalyna Country will be better positioned to exploit unique opportunities and gain a stronger foothold in the large Edmonton regional market. Targeted marketing is a strategic approach that aims to reach particular market segments and consumer bases (e.g., retirees, families, hikers, cyclists, cultural/heritage travellers, etc.) through focused efforts, rather than a broad-based approach that aims to reach all potential consumers. By targeting these identified groups through direct marketing campaigns, information can be provided to them about the specific interests they share and the products and services that can help to enhance their overall visitor experience. Some distinct advantages of targeted marketing for Kalyna Country include:

 increasing efficiency and cost-effectiveness of marketing because attention is focused on one specific theme or area, reducing costs and time commitments;

 increasing relevance of advertising and promotion materials for specific customer groups, reducing the likelihood of them being junked or wasted;

 helping to build stronger, more direct relationships with market segments, allowing them to articulate their needs and allowing the region to respond to them accordingly; and,

 helping the region stand out from competitors.

In addition to the target markets identified, the project’s steering committee also identified a number of specific activities to be undertaken. They include:

 marketing to business travelers (e.g., agribusiness, oil & gas sectors);

 developing new marketing strategies to cross promote venues in Central Alberta, Edmonton, and Saskatchewan;

 packaging family and affordable travel opportunities such as coupons and discounts;

 emphasizing affordability of day trips to specific destinations among families, seniors, and other affordability-minded consumer bases;

 packaging RV travel and programs;

 media familiarization tours; and,

 target the large visiting friends and relatives market by encouraging residents to explore the attractions and events when they have friends and relatives visiting.

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