Town of Taber Tourism Project

Transcription

The Taber
Tourism
Project
Town of Taber
Department of Planning & Economic Development
Contact: Jim Coughlin
Director of Department of Planning & Economic Development
223-5500
Prepared on March 1, 2011 by Neil Bryan
The Taber Tourism Project
Contents
1.0 Summary
2.0 Appendix
2.1 Excerpts from Canadian Badland Ltd. 2008 Tourism Development Strategy
2.2 Downtown Street Improvements: Projects Completed and In-Progress
2.3 Tourism Strategy Development Plan for the Town of Taber
2.4 Agricultural Interpretive & Visitor Centre Feasibility Study
1.0 Summary
Introduction
In July, 2010 the Town of Taber began a Tourism Project
which is intended to build Taber ’ s tourism industry. The Rural Alberta Development Fund ( RADF ) , in cooperation with
Canadian Badlands Ltd., has provided support for the Project.
Outcome
Taber can capitalize on its food processing industry, small
town atmosphere, the trend towards culinary tourism and the
town ’ s location along Highway 3 to become a regional tourism destination. Proposed projects will enhance the Taber
quality of life as well as attract tourists.
Actions
1. To implement the recommendations of the Project, establish a Tourism Advisory Committee composed of local
stakeholders including the Chamber of Commerce, the
Municipal District of Taber, and food processors.
2. Build an agricultural interpretive / visitor centre next to
Highway 3 and downtown Taber to act as a major tourism
attractor along a Lethbridge-Medicine Hat agricultural
tourism corridor.
3. Continue with downtown street improvement projects recommended by the 2004 Downtown and Gateways Revi-
talization Plan.
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The Taber Agricultural Interpretive / Visitor Centre will:
tell the story of agriculture and food processing in the region
give Taber an attractive ‘ b rand ’ like the Royal Tyrrell
Museum does with Drumheller
contribute to revitalizing downtown Taber
provide an excellent venue for an outdoor farmers market
diversify and strengthen the local economy
be a superb landmark building used by residents and
tourists
capitalize on the trends of “ agri-tourism ” and “ culinary
tourism ”
enhance the existing network of southern Alberta interpretive centres with a unique, yet complementary attraction
1.0 Summary
Tyrrell Museum
Visitor Field Sta tion
Hea d -Sm a shed -In
Ta ber
Fra nk Slid e
Agricultural Interpretive /
Visitor Centre
Remington
Carriage Museum
Writing on Stone
The Taber Agricultural Interpretive / Visitor Centre will be a
unique addition to the network of southern Alberta interpretive
centres. While the other interpretive centres are about natural
and human history, the Taber Centre will uniquely focus on
agriculture and food processing. The central location will
make the Taber Centre a convenient stop on the way to other
interpretative centres and it will give tourists another reason
to visit the region.
History of the Project
The 2008 Tourism Development Strategy by Canadian Badlands Ltd. recommended that Taber be developed as a tourist destination within the badlands region by building an agricultural themed interpretive centre. In 2010, with support
from the Rural Alberta Development Fund ( RADF ) , a tourism strategy plan and a feasibility study for an interpretive
centre were completed. In February, 2011, Kasian Architecture of Calgary began work on a concept for an agricultural
interpretive / visitor centre.
The 2008 Strategy by Canadian Badlands also noted that
Taber lacks a walkable town centre. From 2010 to 2011 the
RADF is supporting downtown street improvement projects
specified by the 2004 Downtown and Gateways Revitalization
Plan. That includes the design of upgraded ‘ bulb-out
'intersections with trees and paver bricks, and the design of
an attractive ‘ gateway’ for the town.
The Taber Tourism Project 2.0 Appendix
2.2 Downtown Street Improvements: Projects Completed and In-Progress
The Rural Alberta Development Fund ( RADF ) , in cooperation with Canadian Badlands Ltd.,
has provided support for the design of downtown street improvement projects recommended
by the 2004 Downtown and Gateways Revitalization Plan. Intersections in the downtown are
being upgraded with trees, paver bricks, and decorative lighting as per the design and photo
below. The intersection 48 Ave. and 53 St. was finished in 2009. Implementation schedule is
on the following page.
Concept
48 Ave. and 53 St. intersection
completed
Truck
Route
Ave./52
Ave./54
Ave./51
Ave./52
Ave./53
St.
St.
St.
St.
St.
Upgraded Intersections: Engineering Design
50 St. Gateway: Concept and Engineering Design
48
48
47
47
47
2013/15
Oilmen’s
Club
A4900-50 Street
Taber AB T1G 1T1
ph: (403) 223-5500
fx: (403) 223-5530
email: [email protected]
Proposed Site for Ag Interpretive/Visitor Centre
For more information contact the Town of Taber
Department of Planning and Economic Development
2009
2013/15
Legion
52 St.
Completed intersection
at 48 Ave./53 St. with
‘bulb-outs’, street lamps,
trees, and paver brick
crosswalks.
53 St.
New Life Centre
IGA
Downtown Beautification Project Schedule 2011
Highway 3
47 Ave.
48 Ave.
2011
51 St.
48 Ave./51 St. : Upgraded Intersection: Construction
Community
Centre
50 St
.
Gate
way
Downtown Intersection Improvements: Projects Completed and In-Progress February 2011
54 St.
2.3 Tourism Strategy Development Plan for the Town of Taber
TOURISM STRATEGY DEVELOPMENT PLAN
FOR THE TOWN OF TABER
October 2010
Dawn Ringrose & Associates Inc.
TABLE OF CONTENTS
Executive Summary
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1.0
Tourism Resources
1.1
Tourism Product Inventory
1.2
Driving and Walking Tour
1.3
Anchor Attractions and Events
1.4
Strategy Implications
1
1
3
5
6
2.0
Market Demand
2.1
Southern Alberta
2.2
Canadian Badlands
2.3
Travel Alberta Buying Groups
2.4
Travel Activities and Motivation Survey
2.5
Canadian Tourism Commission Explorer Types
2.6
Accommodation Demand
2.7
Highway Traffic
2.8
Travel Trends
2.9
Product – Market Match
2.10 Strategy Implications
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15
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3.0
Destination Management
3.1
Canadian Badlands
3.2
Stakeholder Research
3.3
Destination Management Recommendations
3.4
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4.0
Market Niche and Positioning
4.1
Preferred Market Niche
4.2
The Important Role of Agricultural Partners
4.3
Supportive Market Trends
4.4
Current and Potential Tourism Assets
4.5
Supporting Themes
4.6
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5.0
Comparables
5.1
Tourism Programs
5.2
Communities
5.3
Leading Edge Resources
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54
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5.4
6.0
Tourism Strategy and Development Plan
6.1
Vision
6.2
Guiding Principles
6.3
Strategic Product Development Priorities
6.4
Investing in Tourism
Appendices
1 – Tourism Inventory
2 – Interviewees
3 - Surrounding Area Partners
4 – Agricultural Theme Pictures
5 – Strategic Development Priorities
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EXECUTIVE SUMMARY
The tourism industry is the third largest sector in Alberta, next to oil and gas and
agriculture, with over $5.5 billion in tourism expenditures (2009). Residents and visitors
to the province experience diverse tourism products in a safe environment featuring warm
western hospitality, spectacular scenery, natural wonders, and four season activities.
Southern Alberta is one of six tourism destinations and offers a surprising array of
topography from wheat fields to hoodoos as well as three UNESCO World Heritage Sites
and a variety of outdoor activities. This region represents about 13% of total person
visits to Alberta.
BACKGROUND
An increasingly important tourism region in Alberta, the Canadian Badlands has been
identified by the Government of Alberta as the next tourism icon. The region represents
the south-east quarter of Alberta and encompasses 90,000 square kilometres or 16% of
the province. In 2006, Canadian Badlands (CB) Ltd was created as a not-for-profit
organization and today represents all communities in the region, including both the Town
and Municipal District (M.D.) of Taber.
The vision of the CB Ltd is “to develop a region that will become a major iconic tourist
destination for Alberta, to complement the role played by the Canadian Rockies in
encouraging travel to and within the province” and the mission is “to foster development
of tourism in the Canadian Badlands region as a vital economic development tool that
protects significant natural resources while promoting an enhanced quality of life for
Canadian Badlands residents, stabilizing the population and generating employment for
residents, including youth”.
CB Ltd will lead the implementation of the tourism development strategy for the region.
Within this strategy, the Town of Taber has been recognized as a secondary destination
located along the themed agricultural touring route and designated as a potential location
for a major attractor in the future, an ag industry / irrigation interpretive centre.
Recognizing the importance of adding the tourism sector to its existing economic
development portfolio, the Town contracted Dawn Ringrose & Associates Inc (in
cooperation with Bennett Brown & Associates Inc and DM Russell Consulting) to
conduct a three-phase tourism project that includes: preparation of a tourism development
strategy, feasibility study for the agricultural interpretive centre, and conceptual design
for the Centre (funded by the Rural Alberta Development Fund). This report provides
detail on the initial phase of this project - the tourism development strategy.
TOURISM RESOURCES
The Town of Taber has a rich history in agriculture dating back to 1885 when Tank 77
was built along the CPR tracks through what was to become the Town of Taber.
Pioneering families helped build an irrigation system in the region that enabled farmers to
successfully work the thousands of acres off irrigated farmland. Today, Taber is home to
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about 8,500 residents. The community offers a good quality of life and the economy
continues to be dominated by agriculture, with several multinational food companies as
major employers. Taber is particularly well known and respected amongst Albertans for
the sweet tasting and high quality ‘Taber Corn’.
An inventory of tourism assets for the Town and Municipal District revealed close to 200
listings. These assets represent a variety of tourism offerings, some with product
development potential, particularly along the ag tourism theme. While some attractions
and events have already established a presence with surrounding area residents, there are
a number of assets with broader appeal. Taber corn is a household name that is used
throughout Alberta and a number of well known food processing plants may serve as
industrial attractions that, if interpreted, could prove to be popular with educationally
oriented travellers. Also of significance for tourism is the “small community”, rural
quality of life that Taber exemplifies, an important ingredient for successful tourism
destinations for the touring market.
MARKET DEMAND
With agriculture as the core theme, Taber has a variety of tourism assets that would
appeal to a number of market segments. In addition, there are a number of other assets
that offer support to the core theme and can be used to round out the visitor experience.
Many of the current tourism attractions and events within the community are not yet
“long haul” market ready, but rather a great experience for Alberta residents to take in
while day tripping, participating in a short getaway, or visiting friends and relatives.
Accordingly, the Town of Taber is well suited to attract such residents in the short term.
In this context, the most realistic short to medium term market for the Town is found in
the Calgary and Alberta South markets with a total population of close to 2.0 million
people.
With the addition of attractions such as an ag-industry/irrigation interpretive centre and
strengthening of existing attractions, events, and signage, the Town will be better
positioned to attract and serve long haul markets. Such developments will enhance the
Town’s appeal and encourage tour operators to include Taber in an itinerary and begin
packaging elements with approved fixed roof accommodation, forming the basis for the
evolution of tourism in the Town over the next ten to twenty years.
Marketplace trends would also suggest this is a good time to capitalize on the agricultural
theme. Global food/culinary trends are stronger than ever with consumers seeking
education about nutrition and wanting to consume locally grown food. This growing
interest will serve to broaden the short and long haul market.
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DESTINATION MANAGEMENT
The public, private, and not-for-profit sectors all have roles to play in destination
management. In addition to home grown efforts, the Town is fortunate to be a
shareholder in CB Ltd as this organization is undertaking many of the start up activities
necessary to tourism development and is currently working with a number of
municipalities in the same situation as Taber.
Developing major attractions, theming the community, and revitalizing the downtown
will be significant undertakings. While stakeholders are positive about developing the
tourism industry in Taber, and the Town has some foundational strengths, there is
considerable work ahead to develop the industry. A solid organizational structure with
strong leadership will contribute to these undertakings, along with community training
about the tourism industry and standards.
The first step for a tourism organization seeking to build their community’s tourism
sector will be to foster sufficient community buy-in and adequate resources to get the job
done and generate enough enthusiasm to keep the momentum going. This is a real
challenge and one that should not be under-estimated when embarking on a community
tourism development strategy.
Towards this end, it is recommended the community form a Tourism Advisory
Committee comprised of representatives from across sectors that would embrace and
work closely together to implement the tourism development strategy and plan.
Tourism Development Strategy & Plan
Public, Private and NFP Sectors
Tourism Advisory Committee
Core Theme - Agriculture
Attractions, Events, Culinary
Supporting Themes
History & Culture, Outdoor Recreation, Sport, Shopping
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MARKET NICHE AND POSITIONING
The Town of Taber has sound foundational elements that will contribute to establishing a
future agricultural/food experience “brand” of the destination. The analysis suggests that
the best opportunity for Taber lies in telling the story of agriculture; past, present and
future. Providing a context about how society regards, needs and responds to agriculture
will help to put the “future” story of agriculture in context. Specifically, it will be
important to highlight and bring to life how changing societal values and trends are, in
turn, causing the industry to respond and change. Positioning specific food experiences
around these stories will add depth and value to tourism product.
The urban and rural linkages translate well into traditional ag tourism programs that give
visitors a chance to experience the food and agriculture system while agricultural
urbanism provides a futuristic look at opportunities for agriculture in urban environments.
The latter will provide a unique selling feature for Taber that will distinguish it from
other agricultural communities and regions
The ability to present the past, present, and future of agriculture to the consumer will
capture the attention of diverse markets interested in the agricultural theme and provide a
comparative advantage for Taber in the marketplace.
TOURISM STRATEGY AND DEVELOPMENT PLAN
The tourism development strategy for the Town of Taber focuses on increasing the
economic value of tourism for the community and surrounding area while at the same
time enhancing resident quality of life. The overall goal of the strategy is to attract more
people to businesses, activities, and tourism experiences in the community and
surrounding region, thereby increasing the economic success of the community.
The strategy is dependent on increasing the supply of tourism product, successfully
matching market demand for tourism experiences with those the community has to offer,
attracting the visitor, and delivering an exceptional experience. An important part of this
experience is its uniqueness from other tourism destinations. There is a tremendous
opportunity to capitalize on society’s concern with issues related to agriculture and food
production, ranging from obesity to nutrition concerns to food security. In fact, the debate
around food related issues in the last two to three decades has also tracked and recorded
many substantive and positive trends:
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The growth of organic food production, notwithstanding its premium pricing
The success of new grocery retail outlets for organic, healthy and specialty foods
The “buy local” movement, of which buying directly from farmers/producers within
100 miles of home is a part
The worldwide success of culinary tourism, based in part on the interest of markets in
sampling local cuisine as part of a cultural experience
The media interest in food ranging from the now venerable Food Channel to CNN’s
Eatocracy series aired last week
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These are all exciting trends from Taber’s perspective. Designated by CB Ltd. as the
agricultural centre for the southern touring route, Taber has the opportunity position itself
to match its agricultural history and strengths to the strong market interest in the food
area.
As the Town is just embarking on developing its tourism potential, most of the strategy
and development plan is comprised of start up activities including: organizing for
tourism, developing tourism assets, and working with operators to become market ready.
Vision
The vision for tourism in the development strategy sets the overall direction for the
Town. It is recommended the vision statement read: “The Town of Taber showcases the
past, present, and future of food production through stories, demonstrations, and
culinary experiences”.
Guiding Principles
To guide the implementation of the tourism strategy and development plan, the following
principles are recommended:
• The Town of Taber will direct human and financial resources toward the design and
construction of tourism related facilities that support themes recommended by this
report
• Stakeholders should work collaboratively to establish Taber as the agricultural
tourism centre of the region, develop a Tourism Advisory Committee, and implement
the tourism strategy and development plan
• The Town of Taber will incorporate the tourism strategy into their economic
development plans
• Municipal bylaws should support the preservation of heritage buildings and use of
agriculturally themed signage
• Sustainable tourism will be pursued where tourism resources are not compromised,
residents participate in tourism decisions, and opportunities are available to individual
entrepreneurs and stakeholders
• Activities and development considered for tourism must contribute to quality of life
for residents
Strategic Product Development Priorities
Based on these criteria, the priority actions should start with developing an anchor
attraction, and strengthening the downtown and the highway. These are the initial
products that will establish a strong foundation for tourism sector growth. Additional
actions include expanding the events and festivals program, facilitating tourism business
development, and developing an organization that will be devoted to growing the
industry.
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Implementing the Strategy
An organizational structure will be required to implement the tourism strategy and
development plan. This organization should be multi-faceted and include representatives
from the public, private, and not-for-profit sectors.
It is recommended that a Tourism Advisory Committee be formed and include
representatives from each of the following sectors:
• Town of Taber
• Municipal District of Taber
• Chamber of Commerce
• Attractions Sector (two appointed members representing the commercial, heritage,
industrial, recreational, and entertainment sectors)
• Events and event hosts
• Fixed roof accommodation
• Campgrounds
• Parks
• Restaurants
• Ex-officio members:
– Alberta Tourism, Parks & Recreation
– Alberta Agriculture & Rural Development
– Travel Alberta South Tourism Destination Region
– Canadian Badlands Ltd
The Committee would be responsible for implementing the tourism strategy. To
facilitate implementation, the Committee would become familiar with the strategy and
development plan, participate in a workshop session on agricultural tourism and
urbanism, and develop terms of reference for their activities. Members of the Committee
would then form sub-committees with their sector counterparts to share responsibility for
implementation of specific action areas. This approach would benefit the community in a
number of ways – distributing the considerable workload, engaging the entire business
community, capitalizing on knowledge and experience of participants, increasing the
probability of buy-in, and so on.
Adopting Agricultural Urbanism Principles
To make the transition to a community and economy that embraces agricultural tourism,
the Town of Taber should develop an integrative set of community planning and
development principles that can be used to guide decision-making.
Although a relatively new field, insight on planning guidelines that could inform this
transition process is available through the relatively new agricultural urbanism
movement. For example, broad design guidelines for agricultural urbanism projects
(source: http://www.agriculturalurbanism.com/characteristics.php) include:
• A strong food-agricultural identity
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Protection of farmland in perpetuity for farming in the form of trusts or covenants
registered on title
Connection to the surrounding community in terms of road and trail connectivity,
views, and events
Integration not separation of people and land that requires well planned and designed
transitions
Intelligent agriculture systems
Urban agriculture
Full scope of food system land uses, from food-oriented commercial and processing
areas to community gardens and kitchens
Education and training programs for how to grow, preserve, and prepare foods
Architectural and landscape character that is agriculturally inspired
Design for food-related events
Innovative green infrastructure systems (water, stormwater, energy and waste)
Enhancing ecosystems and habitat through thoughtful landscape design and
restricting development footprint on ecologically sensitive areas
Increase access to land for farmers through farmer access agreements and affordable
long-term lease rates
Leveraging the food and agriculture program with other sustainability goals
These can, with suitable adaptation, be adopted to provide the framework for proceeding
with agricultural tourism initiatives for Taber.
Developing the Tourism Experience
To offer a desirable tourism experience, the Town will need to develop an anchor
attraction, welcoming entrance, appealing downtown, additional events, and market ready
businesses.
1.0
Anchor Attraction
An agricultural anchor attraction is required to serve as the major travel generator for the
Town of Taber. It will motivate visitors to select Taber as the destination of choice and,
in combination with a vibrant downtown and other assets, encourage people to stay
longer to enjoy and appreciate the community.
It is envisioned the anchor attraction be an Agriculture Interpretive Centre that would
feature stories and interpretive experiences related to the past-present-future of
agriculture. Themed culinary experiences would also be available at the Centre. Building
on the collection currently housed at the Taber Irrigation Impact Museum, the ‘past’
would share the history of agriculture and irrigation in the Taber area,. The ‘present’
would educate the visitor about the elements of the food and agricultural system and
provide an interactive hands-on experience for the customer including: outdoor organic
gardens and greenhouse, indoor farmer’s market, retail outlet with Taber made product,
and restaurant. The ‘future’ would be described through such features as a model of
organic vertical farming that incorporates agriculture into buildings and case study
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demonstrations showcasing how urban centres can provide locally grown food to citizens
in a sustainable manner.
The Centre would also be home for the Visitor Information Centre, providing information
on experiences in the Town and surrounding area and additional facilities such as 24 hour
washrooms and an RV waste dump. It would also offer a small theatre that could be used
to provide films and presentations on provocative and popular topics in agriculture and
also provide a venue for community events.
Construction of this agricultural centre offers an opportunity to incorporate a
training/education component. For example, one could consider a community kitchen to
educate entrepreneurs about processing and packaging ‘Made in Taber’ food products for
sale to the public. Such a kitchen or similar facility could also serve as a field station /
training centre for students in college hospitality programs. Exploration of the
training/education opportunities should be explored with Alberta Agriculture & Rural
Development as well as appropriate community colleges.
It is noted the second phase of the tourism project will include detailed concept
development and feasibility study. Should the Centre be considered feasible, it is advised
the Centre select a unique name such as ‘Foodtopia’ or ‘Agrilicious’ that communicates
the concept in an exciting manner thereby capturing the attention and curiosity of the
prospective visitor.
2.0
Entrance
In addition to planting trees along the highway corridor, it is recommended the Town
commission a business to design banners, a landscape feature, and both informational and
directional signage. The banners should display the Town logo and run along the
highway from 50 Street to 57 Street. The agriculturally themed landscape feature would
provide a well defined entrance to downtown at 57 Street close to the proposed
Agriculture Interpretive Centre along Railway Avenue. Informational and directional
signage would be placed in advance of 50 Street to the west and beyond 57 Street to the
east to promote key tourism assets and assist visitors with wayfinding. All signage
should communicate the agricultural theme for the Town and conform with provincial
and CB signage programs.
This highway program has a number of advantages including: welcoming people to the
Town, defining the tourism theme, and enticing travellers to pull off the road and spend
some time exploring Taber.
3.0
Downtown
At the present time, the buildings in downtown show tremendous variation in condition
and theme. As a result, the downtown is not “tourism market ready” and requires
significant upgrading to enhance its appeal.
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It is therefore recommended the:
• Town and Tourism Advisory Committee work with an architectural/landscape firm to
develop design standards along the agricultural theme and encourage businesses and
landlords to invest and conform to the standards
• Town explore funding for a mainstreet program
• Town continue implementing the Downtown and Gateways Redevelopment Plan
• Tourism Advisory Committee consider adding pedestrian friendly features throughout
the downtown, especially mainstreet, such as: plantings in containers, furniture,
public art, and licensed mobile food vendors
Together, these features will improve the look of downtown for both visitors and
residents, appeal to entrepreneurs wishing to establish businesses, and add to the quality
of life for residents.
4.0
Events and Festivals
The Town of Taber already enjoys significant recognition throughout Alberta with the
‘Taber Corn’ brand and has grown a very successful event around it - the Taber Cornfest.
In addition, the community has had moderate success with community dinners and the
farmer’s market.
It is recommended the Tourism Advisory Committee develop additional events that
capitalize on the ag theme. Such events would celebrate food in a variety of ways such as
harvests, seasonal celebrations, and special gatherings. For instance, there could be a
permanent farmers’ market in the proposed Agricultural Interpretive Centre, a fall festival
after the harvest, a winter event to celebrate Taber made product, and a spring event to
celebrate planting. It is suggested the Chamber of Commerce be responsible for
developing and organizing these community wide events given their success with similar
endeavours to date.
Should the proposed Centre become a reality, it is recommended the Centre be the
preferred venue to host such events.
5.0
Tourism Businesses
It is imperative the Tourism Advisory Committee facilitate programs that assist local
businesses with market readiness. Fortunately, the CB will offer training programs to
member communities in the areas of leadership development, small and medium
enterprise incubation, workforce development, farm and ranch tourism, customer quality
and value, customer service excellence, and other programs (Workforce Development
Initiative managed by Red Deer College).
In addition to these programs, the Tourism Advisory Committee should make other
programs available to businesses as well. Such programs include topics such as:
marketing, tourism industry certification and standards, and tourism promotion.
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Overall, training programs will provide businesses with the knowledge, skill, and attitude
to succeed in the tourism industry. Such programs will also be helpful to entrepreneurs
wishing to develop new businesses such as farm and ranch vacations, guided tours, and
Taber made retail products. In addition, such programs will help businesses develop and
deliver hospitality and tourism industry standards that are expected by the visiting public.
To accomplish the foregoing strategic development priorities, investment will be required
in each action area. It is anticipated that most of this work can be undertaken in the 2010
to 2015 timeframe. While many of the undertakings will be assumed in existing staffing
costs and volunteer hours, or be provided on a cost recovery basis, certain priorities such
as the anchor attraction and entrance will require a significant budget:
Strategic Priority & Action Area
Timeframe
Order-of-Magnitude Estimates
Tourism organization
2011-2015
Assume representatives included in
staffing cost, use of municipal office space
for meetings at no charge, and $30,000 for
consulting fees to assist with marketing
plan, measures, and / or fundraising
Adopting Ag Urbanism Principles
2011
Included in Town staffing cost
Anchor attraction
2010-2015
$10 to $15 million
Entrance
2011
$600,000
Downtown
2011-2013
$25,000 to $50,000 plus estimated costs
related to Downtown & Gateways and
Redevelopment Plan and additional
features added on cost recovery basis
Events & festivals
2011-2013
Assume Chamber representatives included
in staffing cost and events offered on cost
recovery basis
Tourism businesses
2011-2013
Assume training programs offered on cost
recovery basis
Implementing the Strategy:
Developing the Tourism Experience:
x
1.0 TOURISM RESOURCES
In approximately 1885, Tank 77 was built along the CPR tracks through what was to
become the Town of Taber. Land sold for a good price and both the church and
pioneering families helped build an irrigation system in the region. The agriculture
industry started to develop and, about fifteen years later, the coal industry became an
important part of the economy as well. In 1905, Alberta became a province and Taber
was incorporated as a Village. Since construction of the St. Mary Dam in 1951, the water
supply has become increasingly consistent for farmers working the thousands of acres off
irrigated farmland.
Today, Taber is home to about 8,500 residents. The economy is characterized by a low
cost of living, career opportunities at multinational food companies, a successful farming
community, some oil and gas activity, beautiful scenery, and a wide array of community
assets and services. It is particularly well known and respected amongst Albertans for the
sweet tasting and high quality ‘Taber Corn’.
1.1 Tourism Product Inventory
In response to tourism development work in the Canadian Badlands and a desire to
further develop the tourism industry, municipal officials contracted Dawn Ringrose &
Associates Inc to commence work on a three-phase tourism project (funded by the Rural
Alberta Development Program). The first phase of the project was development of a
Tourism Development Strategy. This work started with a two day visit to Taber and
preparation of a tourism product inventory.
The tourism inventory (Appendix 1) was compiled using a variety of sources such as a
physical tour of the area, printed materials, databases, and websites.
With close to 200 listings, the inventory includes:
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67 attractions – primarily commercial attractions, followed by heritage, recreational,
industrial, and entertainment attractions
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6 events – hosted by the Town and other organizations
•
There appears to be no formal tour operators and tours – however the Badlands tour
route does offer a self-guided tour through the Taber area
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6 fixed roof accommodation properties – offering budget and mid-priced
accommodation
•
24 food and beverage businesses – offering fast food and informal service and a range
of cuisine
•
1 park with campground – located adjacent to the Town’s northern boundary
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1 tourism information centre – operated by the Chamber of Commerce
•
29+ community service facilities – that serve residents and may be used by tourists
such as municipal offices, banks, medical facilities, provincial court, local newspaper,
and post office. In addition, there are a number of educational institutions that may
serve as event hosts
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18 vehicle service facilities – that serve residents and may serve tourists such as
service stations, a sewage disposal station at the M.D. campground, repair shops, and
tire shops
4 transportation facilities – providing a small airport for private planes, greyhound
bus service, taxi company, and car rental agency
There appears to be no local tourism and hospitality training provided – although
there is entrepreneurial assistance offered by Community Futures in the community
and marketing campaigns offered by Alberta South TDR located in Medicine Hat
The database is housed on an Excel spreadsheet that includes the following information:
•
Name – tourism organization, contact person
•
Address – street address, municipality, province, postal code
•
Communications - phone, fax, email, website
•
Identifier – tourism industry sector
In preparing the database, the following was observed:
•
Travel Alberta website - the following organizations were listed when conducting a
website search (www.travelalberta.com):
– Attractions – Taber Irrigation Impact Museum, Taber Golf Club
– Events – Taber Cornfest, Taber Farmer’s Market
– Fixed Roof Accommodation - Heritage Inn, Super 8, Taber Motel, The Lodge
Motel
– Campground - M.D of Taber Municipal Park
– Tour – Badlands Circle Tour
•
Travel Alberta Official Vacation Guide – this publication lists market ready tourism
assets with national and international appeal and there were no listings for Taber
•
Travel Alberta promotional guides (Festivals & Events Guide, Family Stay Guide,
Summer Stay Guide, Winter Stay Guide) - there were no listings for events or travel
packages to Taber
•
Alberta Farmer’s Market Association website (www.albertamarkets.com) - the Taber
Farmer’s Market was listed
•
Alberta Agriculture website (www.agric.gov.ab.ca):
•
there were no food service establishments (restaurants, cooking schools, catering
companies, bed & breakfast) listed in the Dine Alberta directory (an ag tourism
promotion that publicizes businesses using local product)
•
there were no farms listed in the Come To Our Farms publication (a guide to Alberta
Farm Fresh Products) and website (www.albertafarmfresh.com)
•
Travel Alberta Official Accommodation Guide – there were four accommodation
properties listed with the following particulars:
– Heritage Inn (74 rooms), Super 8 (48 rooms), Taber Motel (18 rooms), The Lodge
Motel (54 rooms)
– The Super 8 earned a 2010 housekeeping award (recognition for the standard
achieved in housekeeping and maintenance)
– No properties participate in the Green Key Program (a graduated rating system
that recognizes commitment to improving fiscal and environmental performance)
2
–
•
•
•
No properties participate in the Canada Select Rating Program (a rating on the
extent of physical facilities and services, amenities, and quality)
– No properties have indicated wheelchair accessibility, for either accommodation
or public spaces
– Even though the Heritage Inn has convention facilities, it is not listed as a
convention property in the ‘convention facilities at a glance’ section
Travel Alberta Official Campground Guide – one approved campground, M.D. of
Taber Municipal Campground is listed with the following particulars: 80 rental
spaces, sewage disposal, and wheelchair access
Chinook Country Tourism Association Travel Planner – Taber has one page
highlighting the community and tourism assets
Alberta Accommodation Statistics (Alberta Tourism Parks and Recreation, 2007) - of
the 124 approved properties and 6,320 rooms in Alberta South, Taber has four
properties and 194 rooms, representing 3% of supply
1.2 Driving and Walking Tour
A two-day tour of the Town and surrounding area involved driving major routes and
walking throughout the downtown centre. The tour was used to identify anchor
attractions, potential market ready tourism assets, opportunities and limitations within the
Town, and dominant themes and supporting assets.
The following paragraphs provide a summary of the tour experience.
1.2.1 Highway 3
It is a 45-minute drive from Lethbridge to Taber going east along Hwy 3. The scenery
enroute is predominantly agricultural farm land and businesses, with the occasional oil
derrick. Tourism assets along this route include the: history board about the Mennonite
Settlement, McCains processing plant (M.D. of Lethbridge), Velmas Vegetable Garden
(RR 18-3, popular with locals), the St. Mary’s River Irrigation District, and signage
referencing other assets in the surrounding region.
As one enters town and continues to the east end, there are a variety of businesses to the
south including:
• Vehicle and agricultural dealerships
• Service stations
• Grocery and convenience stores
• Independent and chain retail establishments
• Approved accommodation properties
For the most part the businesses are inviting and the visitor may be inclined to stop for a
short while to enjoy a meal, rest, shopping, and/or overnight stay.
To the north, the visitor has a view of:
• The train tracks and a commercial building designed as a train station
3
•
•
Attractions such as the golf course, aquatic centre, and corn stalk icon
A variety of vacant and operational businesses and land
While some portions of the view are welcoming, there are sections that are not. Sections
that detract from the Town include: run down buildings, land used to store business
salvage, and undeveloped land that is being by truckers as a parking lot.
1.2.2 Highway 36
This highway provides access to Brooks, to the north, at about 64 Street and to Coutts
and the U.S. border, to the south, at about 45 Street. Within the town limits, the highway
is flanked with industrial and commercial businesses. Once outside the town in either
direction, the scenery is largely comprised of agricultural landscapes and businesses. Just
south of town, there is a windfarm visible on the horizon.
1.2.3 Signage
All major highways provide adequate informational and directional signage. At the west
and east access points along Hwy 3, there are attractive welcome signs followed by a
direction sign to downtown and a number of other signs providing information about
service clubs, the corn capital, Cornfest event, and the municipal partnership with Japan.
While some signs are attractive and well maintained, others have a worn and tired
appearance.
Along Highway 3 and throughout the downtown area, there are a number of rectangular
signs (black background, coloured lettering) advertising local events and products. The
visitor’s first impression is that such a variety of messages might be better communicated
by an attractive community announcement sign.
Both the major highways and secondary road (864) provide informational signage for the
hospital located north of the golf course.
1.2.4 Downtown
The downtown area runs from 50 Street to 57 Street and from 47 Avenue to 50 Avenue.
It is comprised of a variety of establishments including:
• Attractions
• Tavern accommodation properties
• Restaurants
• Parks
• Tourism information centre
• Community services
• Vehicle services
4
On the south end of downtown and paralleling the railroad tracks, there are attractions,
and a number of community and visitor service establishments. Interspersed amongst the
establishments are a number of abandoned buildings, vacant spaces, and unkempt yards
with industrial salvage which detract from the Town centre. Bright spots along 47
Avenue include the golf course, aquatic centre, corn icon, and the replica train station. In
the future, the dated exterior of the historically designated Taber Palace Hotel will be
restored and the land directly east of the replica train station may be occupied by the
proposed Agricultural Interpretive Centre. Such improvements will contribute to a more
vibrant and appealing downtown area.
Travelling north on 50 Street from the Aquafun Centre to Confederation Park, there are
hanging flower baskets on power poles which add color to the streetscape. Throughout
the remainder of downtown, there have been some significant improvements with the
addition of bulb-outs, street lamps, trees, paver brick crosswalks, and upgraded building
facades. However, most of the buildings remain varied in terms of design and
maintenance, thus much remains to be done in order to develop a common and attractive
theme throughout the downtown.
During a cursory walk through the downtown, a number of establishments were visited
and assessed with respect to ‘market readiness for the traveller’ (i.e. attractive exterior
and interior, wide range of appealing product, unique selling features, excellent customer
service). Although there appeared to be several tourism assets with promise and service
was considered to be very friendly, there was significant variability across
establishments. For the most part, business owners and employees appeared enthusiastic
about embracing the tourism industry but some shared concerns about the majority of
businesses participating to the same extent (e.g. limited hours of operation, unattractive
building facades, unwilling to invest in upgrading their business).
1.3 Anchor Attractions and Events
On the basis of the preliminary tour and research, first impressions would indicate the
predominant tourism theme to be agricultural.
Although there are no ‘major attractors’ (significant draw for visitors), there are a number
of attractions and events that are popular with the town and surrounding area residents
and some existing assets that may offer future ag tourism potential:
• Corn Stalk
• Taber Irrigation Impact Museum
• St. Mary River Irrigation District
• Taber Cornfest
• Taber Farmer’s Market
• Future potential - industrial tours at Roger’s Sugar, FritoLay Canada, Lamb
Weston, and/or Lucerne Foods
In addition to the foregoing, the ag tourism theme could be further developed quite easily
with existing operators offering additional product such as: restaurants participating in
5
Dine Alberta, entrepreneurs offering farm and ranch vacations, u-pick activities, and
market shopping and cooking classes.
Other tourism assets offer supporting themes to the core theme and include:
• Historical & Cultural – great variety of churches to capitalize on the increasing
popularity of religious tourism (services, tours), Taber Memorial Gardens that
may offer graveyard tours and stories about historical figures, the restoration of
the Taber Palace Hotel which is a historically designated site and may be popular
with heritage enthusiasts
• Culinary – a number of familiar chain restaurants, a good variety of independent
restaurants offering different types of cuisine (Paradise Gardens, Ricardo’s,
Mediterranean Grill, Luigi’s Pizza and Steak) that could participate in Dine
Alberta and may be popular with culinary enthusiasts
• Shopping – a number of independent retail outlets offering appealing product for
the visitor (My Favorite Things, Marja’s, Penner’s) and those with an identifiable
link with other tourism assets (Taber Christian Store, Outback Extreme)
• Spa – several spa establishments offering a variety of treatments (Serenity Spa,
Rumors Hair & Tanning Salon, Soulsations Wellness Center) that may be popular
with the growing number of spa enthusiasts
• Recreation – activities for all ages and interests offered through recreational
attractions such as the Aquafun Centre, Taber Municipal Park, Shamrock Centre,
pedestrian trails, Taber Golf Club, and Taber Skatepark
• Sport tourism – quality facilities for hosting sport events such as the Ken
McDonald Memorial Sports Centre and Taber Motocross Park
To support these themes, the community is fairly well positioned given there:
• are several approved accommodation properties
• are two properties that will be adding additional rooms to the marketplace (Palace
Hotel, Taber Motel)
• is a car rental agency and taxi service for visitors without a vehicle
• are ample community services and vehicle service businesses for visitors
requiring such
• are a number of event hosting organizations in the sport, business, religious, and
educational sectors
• are educational organizations that may joint venture with others to offer
hospitality and tourism programs, such as customer service training, and
contribute to improving the market readiness of existing assets
• a tourism information centre with a wide variety of materials and newly published
booklet offering a description of ’55 things to do in and around Taber’
• friendly residents that take pride in their homes and history, providing a pleasant
ambience for the community
It is concluded that Taber has a variety of tourism offerings and product development
potential, especially along the ag tourism theme, that provide a good foundation on which
6
to build. Some attractions and events have already established a presence with
surrounding area residents and Taber corn is a household name that is used throughout
Alberta. Some other features about Taber, in particular the major industrial food
processing plants, may be considered a well kept secret that if shared and interpreted,
could prove to be popular with educationally oriented travellers.
Also of significance for tourism is the “small community”, rural quality of life that Taber
exemplifies, an important ingredient for successful tourism destinations for the touring
market.
Perhaps one of the biggest challenges will be enticing businesses to get involved in
tourism. As is typical in most communities when embarking on developing the tourism
industry, there is a delicate balance between the core group of operators that
enthusiastically embrace the benefits of tourism and want to be actively involved and the
others that are sceptical. For this group, an education/awareness effort will be necessary
to enhance their appreciation of the tourism industry and what it could offer for their
operations.
2.0
MARKET DEMAND
This section provides an overview of tourism visitation and expenditures for Southern
Alberta and the Canadian Badlands, shares research on traveller attitudes and motivations
and tourism trends, and matches available tourism product to potential market demand.
It is important to note that the Town of Taber falls within the Alberta South Tourism
Destination Region and lies at the southern end of the Canadian Badlands region. For the
purpose of this study, the consultants chose to use tourism demand data from the Alberta
South Tourism Destination Region as most closely representative of visitation to the area.
2.1
Southern Alberta
The Alberta South Tourism Destination Region lies south of Alberta Central and east of
the major metropolitan area of Calgary. It includes three UNESCO World Heritage Sites
and the cities of Lethbridge and Medicine Hat.
Actual tourism statistics reported for 2008 by Alberta Tourism, Parks and Recreation
(source: Statistics Canada, International Travel Survey and Travel Survey of Residents of
Canada) reported that Alberta South experienced 2.9 million person visits, representing
13% of person visits in Alberta. Most of the person visits were by Albertans (83.8%),
followed by Other Canadians (10.0%), Americans (4.1%) and Other International (2.1%)
visitors. Residents of Alberta South accounted for 43% of the total person-visits to the
region and Calgary and Area residents accounted for 29%. Approximately 52% of all
visits included at least one overnight stop yielding 1.51 million overnight person-visits.
7
The most popular reasons for overnight travel to the region were visiting friends and
relatives (53%) and pleasure (38%), followed by business (4%). The average length of
stay was 2.7 nights and most visitors stayed with friends and relatives (61%), followed by
any roofed commercial accommodation (21%) and campgrounds (17%).
Most overnight visits took place in the third quarter - July to September (34%), followed
by the second quarter-April to June (32%), the fourth quarter- October to December
(22%) and the first quarter- January to March (12%).
With respect to tourism expenditures, provincial figures indicated average overnight
spending per person was positively related to distance from home. While Albertans spent
$192 and residents from neighbouring provinces spent between $303 and $388, Ontario
visitors spent $859, Americans $710, and Other International travellers spent between
$914 and $1,068.
2.2
Canadian Badlands
During the last quarter of 2007, research was conducted with young families and mature
families/singles in major metropolitan areas in the four western provinces (A Study of
Western Canadian Market Potential to Visit the Canadian Badlands, January 18, 2008).
This research identified five destination clusters: BC Centric, Sun and Warmth, North
Central, Prairie Hearts, and Peripatetic. Of these, the Prairie Hearts (15%) concentrated
their travel in Alberta and Saskatchewan.
Overall, visitors to Alberta in the past three years were most often from Regina (72%) ,
Saskatoon (68%), and Edmonton (61%), followed by Calgary (52%), Kamloops /
Kelowna (47%), Winnipeg (40%), and Vancouver (27%). The most popular months for
visiting were July and August and the most frequent trip length was 3 to 7 days (43%),
followed by weekend trips (36%). 44% of the market travelled most often in western
Canada with children and 56% in adult-only parties. Overall, the most popular type of
accommodation was staying with friends and relatives.
When asked about the Canadian Badlands, the majority had ‘some or a little knowledge
of it’ (58%) and 62% had a positive overall impression. 48% indicated they had visited
the region in the past five years, with Drumheller being a place visited by the highest
proportion of people. Overall, respondents described the region as having distinctive
features (e.g. unusual natural features and landscapes, best place to learn about dinosaurs)
and a variety of activities and services in the region. The strongest attractions were
considered to be the Royal Tyrrell Museum and Dinosaur Provincial Park, followed by
Writing-On-Stone Provincial Park, Cypress Hills Interprovincial Park, Alberta Prairie
Railway Excursions, Atlas Coal Mine Historic Site, and Blackfoot Crossing Historic Site.
When asked about activities they would enjoy experiencing, respondents mentioned:
natural wonders and panoramic views (69%), historic sites and palaeontological /
archaeological sites (65%), museums or exhibits (64%), peace and quiet (64%), lovely
scenery (64%), and historic architecture / buildings and forms of transportation (50%).
8
Six experience clusters were identified from the responses and are described below.
2.2.1
History and Nature
30% were interested in history related experiences, nature, and outdoor activities such as
hiking, backpacking, stargazing, photography, and peace and quiet. Two-thirds were
nature families / singles, generally empty nesters and older groups, and favoured
camping. This group had above average interest in taking guided walks with an
interpreter and cultural / arts activities.
2.2.2
High Life Escape
20% had below average interest in the Canadian Badlands and were interested in golfing,
shopping, and enjoying peace and quiet. They were less well educated and enjoyed
staying at privately owned cottages.
2.2.3
Up For Anything
18% were most enthused about the experiences offered by the Canadian Badlands
particularly natural, historical, art related, and physical activities. They also had a high
degree of interest in signature attractions, bus tours, and interpretive walks, and were the
only group to score the region as fun for both adults and children. This group was
predominantly female with below average household income.
2.2.4
Fossil Focused
17% were primarily interested in dinosaurs and most interested in related activities found
at sites and exhibits. They had high familiarity with the Canadian Badlands. This group
had a tendency to be male, older (55-64 years), have adult children at home, and living in
Saskatoon and Winnipeg.
2.2.5
Outdoor Enthusiasts
11% preferred activities such as hiking, water-based recreation, horseback riding,
cycling, ATV, winter activities, and golfing. They had an above average interest in rustic
accommodation and outdoor amusements such as hot air ballooning. This group had
above average interest in bus tours and guided walks. Predominantly young families,
they had the highest household income of all clusters and enjoyed staying at luxury hotels
and campgrounds.
9
2.2.6
Not For Me
11% had little interest in the Canadian Badlands. They included a high proportion of
males and Vancouver and Winnipeg residents. About half had never visited the Canadian
Badlands and, if they had, had not travelled there for 10 years on average
Of these cluster, History and Nature, High Life Escape, Up For Anything, Outdoor
Enthusiasts had the best fit with the Taber experience.
2.3
In 2004, Travel Alberta In-Province shared information on ‘four key buying groups’ in
Alberta. This research was expanded to include British Columbia and Saskatchewan in
2005 and Manitoba in 2008.
These groups represent 80% to 85% of all adults in each of the western provinces.
Although the buying groups in the four western provinces share similar characteristics,
residents of Manitoba have a tendency to take more vacation days per year and residents
of Saskatchewan are more likely to choose Alberta as a vacation destination.
The following sections provide an overview of buying group characteristics in Alberta.
2.3.1
Accomplishers
These travellers are looking for new and unfamiliar places to visit and new things to do.
They enjoy action and excitement. Representing 28% of target households, 71% of
accomplishers are located in Edmonton or Calgary. This segment spends $4,674
annually on trips and takes 1.95 trips (3-7 days) per year. Those choosing Alberta are
from Edmonton and Calgary (34%) and other Alberta (47%). The average age of this
segment is 42 years and 55% are married and 32% have children under 18 years. They
prefer to see new places, participate in outdoor activities, and experience rural and exotic
locations. Of this segment, 18% have indicated they are extremely likely to participate in
agricultural tourism activities.
2.3.2
Urban Explorers
This segment seeks to get away from daily routine and see new places, preferably
exciting city locations. Representing 21% of households, 69% of urban explorers are
located in Edmonton or Calgary. This segment spends $4,016 annually on trips and takes
1.79 trips (3-7 days) per year. Those choosing Alberta are from Edmonton and Calgary
(25%) and other Alberta (46%). 31% of this segment is 30 years or younger, 56% are
married, and 40% have children under 18 years. They prefer a bustling, cosmopolitan
atmosphere. Of this segment, 9% have indicated they are extremely likely to participate
in agricultural tourism activities.
10
2.3.3
Comfort Seekers
This group has a strong preference for familiar and rural locations. They seek relaxation
and want to get away from the daily routine and strengthen family bonds. They represent
24% of target households in Alberta and are located primarily in Edmonton or Calgary
(65%). This segment spends $3,790 annually on trips and takes 2.03 trips (3-7 days) per
year. Those choosing Alberta are from Edmonton and Calgary (44%) and other Alberta
(63%). Most are married (79%), fall between 31 to 50 years of age (63%), and have
children under 18 years of age (62%). They prefer to participate in outdoor activities and
visit rural locations. Of this segment, 18% have indicated they are extremely likely to
participate in agricultural tourism activities.
2.3.4
Real Relaxers
This segment is looking for tranquility and some peace and quiet. They prefer to do
nothing during their leisure trips. They represent 27% of target households in Alberta
and are located primarily in Edmonton or Calgary (65%). This segment spends $3,240
from Edmonton and Calgary (40%) and other Alberta (46%). Most are married (69%),
fall between 41 to 60 years of age (53%), and have children under 18 years of age (44%).
They desire peace and quiet and rural locations. Of this segment, 11% have indicated
they are extremely likely to participate in agricultural tourism activities.
Residents of Saskatchewan and British Columbia have been divided into the same buying
groups and have similar characteristics. However, residents of Saskatchewan are more
likely to choose Alberta as a destination compared to residents of British Columbia.
The following table provides a summary of travel intentions for the Alberta buying
groups (Travel Alberta, 2004).
Table 1. Alberta Resident Travel Intentions - 2004
Accomplishers
Urban
Explorers
Comfort
Seekers
Real
Relaxers
# intended trips, May–Oct 2005
7.1
5.1
7.4
5.7
# intended trips within Alberta
5.1
3.7
5.7
4.4
Intended destination:
Edmonton & Area
Calgary & Area
Alberta Central
Canadian Rockies
Alberta South
Alberta North
%
38
34
27
48
25
10
%
43
44
19
29
15
13
%
24
23
36
47
27
15
%
27
25
32
46
19
10
11
Intended trips outside Alberta
2.0
1.4
1.7
1.3
Alberta trips by trip length:
Day
Weekend
3 to 7 Days
7 + Days
1.4
3.6
1.1
0.2
1.1
2.8
0.7
0.1
1.3
3.8
1.4
0.2
1.2
3.0
0.9
0.2
Travel Party:
Adult couple
Family with children < 18
Group of friends
Single traveller
48%
28%
27%
17%
37%
32%
21%
18%
41%
40%
17%
12%
55%
32%
8%
10%
Both the descriptions of the buying groups and the foregoing table suggest the tourism
experience in the Town of Taber would be best suited to three segments, Accomplishers,
Comfort Seekers, and Real Relaxers.
2.4
Travel Activities and Motivation Survey (TAMS)
The TAMS survey examines the recreational activities and travel habits of Canadians (i.e.
out-of-town, overnight travel behaviour of one of more nights over the past two years;
provides detailed information on Travelers’ activities, travel motivations, places visited,
type of accommodation used, impressions of Canada, demographics and media
consumption patterns).
The most recent Travel Activities and Motivations Survey (TAMS) was conducted in
2006. For the benefit of the provincial tourism industry, Alberta Tourism, Parks and
Recreation commissioned reports to focus on the specific activity-based sectors that
Alberta offers (Cultural, Fairs & Festivals, Archaeological & Palaeontological,
Aboriginal, Hiking, Climbing, & Paddling). The reports focus on Canadian respondents,
and the subset with Alberta travel experience, who stated the activity under analysis as
the main reason for one of their trips.
For the purposes of this discussion, long haul refers to visitors from Ontario, Quebec, and
Atlantic provinces while short haul refers to visitors from the four western provinces.
Of total adult pleasure travellers from long haul (13.5 million) and short haul (6.2
million) markets, most travellers are motivated by fairs and festivals, cultural, and hiking,
climbing, and paddling experiences. Given the advantage of proximity, more short haul
travellers have experienced Alberta in the past ten years.
A provincial comparison shows that travellers interested in these activity segments reside
in Ontario, Quebec, British Columbia, Alberta, and Quebec.
12
Table 2. Canadian Adult Pleasure Travellers for Relevant Activity Based Sectors
Adult Pleasure Travellers
Long haul
Total
Long haul
Cultural
Fairs & Festivals
Hiking, Climbing, & Paddling
Travel to
Alberta %
1,900,000
2,000,000
1,600,000
472,000
432,000
441,000
24.8%
21.6%
28.0%
813,000
861,000
645,000
671,000
79.3%
77.9%
82.0%
687,000
566,000
6,200,000
Cultural
Fairs & Festivals
Hiking, Climbing, &
Paddling
Travel to Alberta
in the Past Decade
13,500,000
Cultural
Fairs & Festivals
Short haul
Segment
Residence
Ontario
%
59
56
57
Quebec
%
34
36
37
Atlantic
%
8
8
6
Short haul
B.C.
Alberta
Sask
Manitoba
%
%
%
%
Cultural
45
39
8
8
Fairs & Festivals
47
32
11
11
47
39
6
7
Source: Travel Activities and Motivation Survey, Research Resolution and Consulting Ltd.
Additional characteristics of each of these markets are briefly summarized below.
2.4.1
Cultural
Canadian Cultural Tourists are adults, 18 years and over, who report having taken an
overnight pleasure trip to any destination in the past two years and indicate one of the
following activities was the main reason for travel:
•
Art galleries
•
Historic sites or buildings – replicas of cities or towns, re-enactments, sites,
monuments, buildings, interpretive program, palaeontological / archaeological sites,
archaeological digs
13
•
Museums – children’s, general history, heritage, science or technology, military or
war, curatorial, Aboriginal heritage
There are 13.5 million Canadian adult pleasure travellers residing in long haul markets
and 6.2 million such travellers residing in short haul markets. Each of these markets
represent 14% and 13% of cultural tourists respectively. Of the cultural tourists, 25% of
the long haul market and 79% of the short haul market have travelled to or within Alberta
in the past decade.
This market has a tendency to be more affluent and educated and places an emphasis on
the following cultural activities:
•
Well known historic sites
•
General history museums
•
Other historic sites, monuments, and buildings
•
Art galleries
In addition, they enjoy:
•
Outdoor, resort or lodge experiences
•
Local and internationally acclaimed cuisine or wine tasting
•
Fairs and festivals
2.4.2
Fairs & Festivals
Canadian Fairs & Festivals Tourists are Canadian adults, 18 years of age and over, who
report having taken an overnight pleasure trips to any destination in the past two years
and indicate one of the following activities was the main reason for travel:
•
Cultural festivals or events – international film, literary, music, theatre
•
Other fairs or festivals – carnival, exhibition or fair, religious, food or drink, ethnic,
gay pride, fireworks display, hot air balloon, comedy, Aboriginal
in the past decade.
the following cultural, outdoor, and entertainment activities:
•
Fireworks displays
•
Exhibitions and fairs
•
Music festivals
•
Soft outdoor, resort or lodge experiences
•
•
Historic sites, museums, cultural performances
14
•
Spectator sporting events
2.4.3
Canadian Hiking, Climbing, & Paddling Tourists are Canadian adults, 18 years of age
and over, who report having taken an overnight pleasure trip to any destination in the past
two years and indicate one of the following outdoor activities was the main reason for
travel:
•
Canoeing and kayaking in fresh or ocean water
•
Hiking during a same day excursion on overnight trip
•
Hiking in wilderness settings with overnight camping or lodging
•
White water rafting
•
Rock climbing
•
Mountain climbing or trekking
and 6.2 million such travellers residing in short haul markets. Each of these markets,
represent 12% and 11% of hiking, climbing, and paddling tourists respectively. Of these
tourists, 28% of the long haul market and 82% of the short haul market have travelled to
or within Alberta in the past decade.
Both the long haul and short haul market are evenly divided between men and women,
are young or middle-aged, and live as couples or families with children. They have a
tendency to be somewhat more affluent and apt to be university educated as compared to
typical Canadian travellers.
Both markets place an emphasis on the following activities:
•
Camping
•
Visiting nature parks
•
Sunbathing
•
Sitting on a beach
•
Alpine skiing
In addition, a portion of them enjoy:
•
Visiting well-known historic sites
•
Strolling in cities to see architecture
•
Going to movies
•
Visiting museums
Of these profile segments, three may be most relevant to the Town of Taber: Cultural,
Fairs & Festivals, and Hiking, Climbing, & Paddling.
2.5
Most recently, the Canadian Tourism Commission (CTC) has developed business
intelligence for tourism operators that can be used to promote their products and services
15
to customers. The ‘Explorer Quotient’ (EQ) describes the types of customers that travel
according to their demographics, social and travel values, and travel behaviours. In total,
there are seven types of customers (Free Spirits, Social Samplers, Cultural Explores,
Personal History Explorers, Authentic Experiences, No-Hassle Travellers, Cultural
History Buffs, Ostentatious Travellers) that have been profiled for Canada’s ten primary
tourism markets (Australia, Canada, China, France, Germany, Japan, Mexico, South
Korea, United Kingdom, United States).
For the Town of Taber, the Canadian travel market is most relevant. This market has
four types of customers that are described below.
2.5.1
Authentic Experiencers
Authentic Experiences represent 12% of travellers.
Travel values for this market include:
• Want to see vast natural settings and wonders around the globe, but they’ll also take
in local park scenery
• Like to integrate into the local culture, eat authentic foods, learn the language to
converse with locals, and explore areas ignored by tourists
• Seek to learn all that they can about the cultures they visit in advance of their trips
• Abhor commercial comforts of Western hotels, seeking to live as authentically as the
locals do
• Perceive travel as a life-long journey of learning, contributing to personal
development
Social values include:
• Control seekers - with a high degree of personal control, these travellers reject
authority and live according to their own rules
• Sampling - interested in cultural sampling and with a need for spontaneity, this type is
always on the move
• Discrete - although affluent, these travellers prefer understated and ethical
consumption
Travel behaviours include:
• Vacations - longest vacations of all, preferring a week or more for vacations,
sometimes tie pleasure travel in with business
• Adventure travel - most likely to travel for specific adventures, or to learn/explore
something new
• Destinations - more likely to fly to distant destinations
• Most interested in - outdoor adventures, local lifestyles and flavours, beautiful
landscapes, wildlife, historical/cultural attractions and landmarks, learning/exploring,
self-touring, resorts and accommodations tied to their interests, and classical
performing arts
16
•
Less interested in - travel related to sports tournaments (participatory and spectator),
festivals and events, RV camping, powered outdoor adventures (e.g. ATVs and
snowmobiles)
2.5.2
Cultural Explorers
Cultural Explorers represent 13% of travellers.
Travel Values:
• Always excited about the next trip
• Fascinated by the ancient history as well as the modern cultures of the places they
visit
• Travel is a journey, not the destination, and is best experienced with like-minded
companions who want to have fun while learning
• Feel relaxed and free while traveling
• Seek an authentic experience, and don’t want to stay in sterile, commercial hotels
• While cautious, these travellers are not afraid to venture into the unknown in pursuit
of discovery. They will not be constrained to “tourist” schedules or destinations, but
will chart their own courses
Social Values:
• Personal challenge - risk-taking, with an adaptive navigation, these travellers easily
figure out how to make the most of a situation
• Open-minded - believe in modern notions of family and gender, have a deep interest
in cultural sampling and fusion
• Energetic creativity - their quests are driven by vitality and spontaneity, along with a
need for uniqueness and personal creativity
Travel behaviours:
• Vacations - take the most vacations, trips of all durations, especially weekend escapes
• Adventure travel - more likely to want to learn, explore something new, and engage
in the local culture
• Destinations - open to B&B’s, camping, hostels, all modes of travel
• Most interested in - sampling local flavours, local lifestyles, Aboriginal culture,
beautiful landscapes, rivers/waterfalls, cultural attractions, festivals, relaxing in
peaceful environments, self-touring
• Less interested in - luxury resorts, spa/wellness experiences, golfing, skiing /
snowboarding, sports events (unless at the international level), guided group tours
2.5.3
Free Spirits
Free Spirits represent 11% of travellers.
Travel values:
• Life is more exotic abroad, so travel is continuous and exciting
• Aspire to stay in the most luxurious accommodations and venues
17
•
•
•
•
•
Want to see all the main attractions, but do not need to go in-depth
High energy to see everything
Want to be the centre of attention, so they’re attracted to groups and shared
experiences
Don’t want to wait at home, constant need to travel, consider the internet a poor
substitute
Want some structure and planning, packages should include planned activities
Social values:
• Upward striving - high social mobility and entrepreneurialism inspire a strong sense
of personal challenge
• Unsure of goals - deterred by time stress, aimlessness, anomie and fatalism, reflected
in acceptance of violence
• Social lives rule - craves social intimacy, celebrating passages and attraction to
crowds, values sexual permissiveness and hedonism
• Flashy consumers - their need for status recognition drives aesthetics, ostentation, and
importance of brand. They are also technophiles
Travel behaviours:
• Vacations - greater number of all types of trips, more weekends, will combine
business and pleasure
• Fun events - travel to spend time with friends and celebrate events
• Destinations - travel in organized groups, stay with family/friends, in luxury hotels, or
hostels
• Most interested in - sampling local flavours, local lifestyles, cities close to nature,
playing golf, skiing/snowboarding, entertainment experiences, attending major
events, sports events, shopping
• Less interested in - self-touring, learning/exploring, Canadian hospitality,
parks/heritage sites, historical/cultural attractions, wildlife, hiking/trekking, small
towns
2.5.4
No-Hassle Travellers
No-Hassle Travellers represent 13% of travellers.
Travel values:
• Travel mainly to get away from their everyday stresses and responsibilities
• Want to have no worries or cares, with everything taken care of for them
• These travellers need guidance in their travels and prefer travelling in groups with
others,
• particularly their families
• Afraid of unfamiliar or threatening places
• Drawn to the purity and serenity of open spaces
• Travel is rarely planned in advance and is more focused on visiting family/friends
• While they want to relax, this group never loses its cool
18
Social values:
• Simplicity seekers - feeling time stress and an aversion to complexity, this type
reaches for stability and predictability
• Rational - low sense of vitality, spontaneity, or impulse
• Spiritual - guided by a strong sense of religiosity, these spiritual questing travellers
are looking for deeper meaning in life
• Careful shoppers - discriminating consumers and skeptical of business, they avoid
novelty, ostentation, and advertising
Travel behaviours:
• Vacations - shorter trips, often preferring weekend getaways
• Family events - visiting family/friends is the main reason, but celebrating special
events is important too
• Destinations - stay with family, usually within driving distance
• Information sources - family, with very little actual planning
• More interested in - nature, camping, fishing, participating in sports competitions,
entertainment and amusement parks, Aboriginal culture and events, farmers’ markets
and fairs
• Less interested in - winter-oriented outdoor activities, arts and culture activities,
historic sites, large festivals and events, resorts, pampering/spas, shopping, gardens
Of these segments, three types would be most relevant to the Town of Taber, Authentic
Experiencers, Cultural Explorers, and No-Hassle Travellers.
2.6
In 2007, Alberta Tourism, Parks and Recreation reported accommodation statistics for
the Alberta South Tourism Destination Region and two major municipalities within it.
Overall, annual occupancy was 63.6%, the average room rate was $84.07 and RevPAR
(revenue per available room) was $53.48. The source of room demand was primarily
industrial crews, followed by business, tourists, convention groups, tour groups, and
other.
In comparison, the two largest municipalities in the region deviated from the foregoing
averages with Lethbridge performing lower on occupancy, room rate, and RevPar, and
Medicine Hat performing better. In addition, the source of demand for both Lethbridge
and Medicine Hat was primarily business, followed by tourists, crews, and groups. With
respect to group business, this source of demand played a more important role in the
Lethbridge marketplace as compared to Medicine Hat.
19
Table 3. Accommodation Statistics for Alberta South
Alberta South
Lethbridge
Medicine Hat
Sample
Rooms
Occupancy
Average Room Rate
RevPar
124
6,320
63.6%
$84.07
$53.48
18
1,375
59.9%
$82.91
$49.64
17
1,308
69.8%
$95.00
$66.81
Market:
Industrial Crews
Business
Tourists
Convention Groups
Tour Groups
Other
36.7%
26.7%
25.9%
2.4%
2.4%
5.9%
10.9%
49.6%
20.2%
6.4%
3.6%
9.3%
22.19%
37.8%
29.6%
0.7%
1.7%
8.1%
Overall, Alberta South figures are lower than the province where the average annual
occupancy is 71.0%, average room rate is $109.53, and RevPar is $77.81. In addition,
the source of demand differs as well with business travellers leading (36.1%), followed
by tourists (23.2%), industrial crews (19.0%), tour groups (8.4%), convention groups
(7.3%), and other (6.0%).
2.7
Highway Traffic
Recent statistics are available for average annual daily traffic within and close to the
Town of Taber (Alberta Transportation, 2010). Permanent automated traffic recorder
sites along the major highways revealed the following two-way traffic volumes for 2009:
•
0.7 km east of Highways 3 and 36:
– average annual daily traffic - 9,021
– average summer daily traffic – 9,677
•
4.8 km north of Highways 3 and 36:
2.8
Travel Trends
A summary of travel trends, relevant to the Town of Taber, is provided below. This
information is a synopsis of tourism research that takes place at the international,
national, and provincial level and has implications for travel to and development of the
study region.
Trends influencing travel markets and relevant to the Town of Taber include the
following.
20
2.8.1
International
•
The global tourism industry should recover strongly in 2010 after the economic crisis
and the swine flu pandemic produced “one of the most difficult years” for the sector.
According to the UN World Tourism Organization’s annual World Tourism
Barometer report, international tourism arrivals fell by an estimated 4% in 2009, but
should rebound to grow by 3% or 4% in 2010
•
The World Economic Forum ranks Canada 106th out of 133 when it comes to price
competitiveness. Some 78% of foreigners surveyed list cost as the second most
important reason for not visiting the country. The number one reason, at 81%, was
other destinations they wanted to see first. (The Canadian Press, April 20, 2010)
2.8.2
United States
•
Having polled 2,027 consumers, Deloitte released the results of a U.S. travel survey
in 2007 that identified five trends expected to impact travel behaviour:
– Globalization – increased access to information about destinations and cultures,
transnational agreements such as “open skies” between the US and European
Union, and growth in affluence in markets such as China and Russia mean an
increased demand for international travel
– Changing Consumer – consumers are looking for flexible travel experiences that
suit their specific needs (e.g. overlap between business and leisure travel).
– Safety, Privacy, Security – are linked to the increasing global travel
– Technology – user-generated content, social media, and social networking mean
that today’s consumers are exponentially more knowledgeable that they were
prior to the media boom. Businesses who harness the internet’s capabilities gain a
competitive edge
– Environmental and Social Responsibility – the words ‘green’ and ‘ethical’
saturate travel discussion in the media. Corporate social responsibility is
becoming a key attribute for consumers in selecting products and services
(www.hotelnewsresource.com, December 12, 2007)
•
The U.S. economy is improving and Americans are starting to travel again. Families
are looking to book themed travel in 2010 including unique experiences and active
and education vacations. Accordingly it is anticipated that ag-tourism and culinary
vacations will continue to grow in popularity. (Travel Wire News, May 20, 2010)
•
According to a survey conducted by TripAdvisor in 2009, the primary trends
identified for U.S. travel are that travellers appear to be going lean and green by
visiting national parks, hiking, and engaging in adventure activities. A greater number
of Americans said they will be environmentally conscious in their travel decision in
2009 and more plan to visit ecologically-friendly hotels. More specifically:
– 73% plan to visit a national park
– 53% plan to go hiking
– 47% plan to engage in an adventure activity
21
–
–
–
–
–
–
–
33% will go cycling or biking
11% are likely to participate in an extreme sports activity
66% plan to go to the theatre
87% will visit a historic site
61% said the cost of fuel is an important consideration when choosing where to
go on their vacation
28% said they check their email daily when on a long weekend vacation and 39%
check it daily when on a vacation of a week or more
18% said they are taking a “staycation” in 2009
(Travel Mole, October 23, 2008)
2.8.3 Canada
•
Lonely Planet has named Canada as one of the “Top 10 Countries for 2009”. An
excerpt from the book reads: “Canada is too polite to say so, but it’s ready to be feted.
Winter or summer, Canada is a land of action, with an insane amount of terrain to
play on.” The section on Canada also highlights the world famous Jazz festival in
Quebec, the Ford World Men’s Curling Championships that is being hosted in New
Brunswick, and the Calgary Stampede in Alberta. (Canadian Tourism Commission,
Lonely Planet, September 23, 2008)
•
A tourism study of developed countries around the world has ranked Canada in the
Top 10 both for adventure opportunities and being a “safe and welcoming” place in
which to experience them. Adventure now represents about 20% of why people travel
and the trend is expected to grow. (Edmonton Journal, July 10, 2010)
•
Business travel demand has been declining since the economic downturn. According
the latest annual Canadian Business Travel Outlook, many Canadian businesses will
continue to cut back on corporate travel in 2010 and replace it with virtual meeting
technology
2.8.4
Alberta
•
Dr. Simon Hudson, from the University of Calgary has stated that today’s tourist is
looking for a memorable experience rather than a holiday and is seeking authenticity,
nostalgia, spiritual and mental enlightenment, convenience and spontaneity, all
packaged and delivered in a safe, customized, healthy, green wrapping with a high
level of customer service. (December 4, 2007)
•
In April 2009, Travel Alberta became a legislated corporation. Efforts since then
have been directed toward building a closer tie with industry and creating a stronger
tourism marketing force. The corporation is governed by a Board of Directors
appointed by the Alberta Government and reporting directly to the Minister of
Tourism, Parks, & Recreation. Travel Alberta continues to be responsible for
promoting the Province of Alberta in domestic and international markets while
responsibility for tourism policy, advocacy, research, services, product development,
22
and industry relations remains with Alberta Tourism, Parks, & Recreation. Financing
for Travel Alberta will continue to come from the 4% tourism levy, providing a
reliable, predictable, and sustainable source of funding for marketing and
development activities
•
According to the latest forecast report by RBC Economics, Alberta’s economy is
expected to rebound this year and next, with growth projected at 3.1% and 4.2%. The
forecast is largely attributable to improving conditions for the oil and gas sector and
increasing retail sales. By comparison, RBC is forecasting national economic growth
of 3.6% this year and 3.5% in 2011. (Calgary Herald, June 10, 2010)
•
Although many hotels in Alberta suffered a summer tourism slump during 2009 due
to the global economic crisis, threat of H1N1 flu, and new passport rules for
American travellers, there was some relief from the Travel Alberta “Stay” campaign
which encouraged residents to travel close to home. (Calgary Herald, October 28,
2009)
•
According to a survey conducted by Harris/Decima for Expedia, 35% of Albertans
identify themselves as being vacation deprived. 52% of Albertans surveyed feel it is
important to put money into savings. However, Albertans continue to see the value in
vacations, with 94% still planning on travelling this year for vacation purposes. 25%
of respondents feel they need a vacation now more than ever because of the stress
from the current economy. Common barriers to taking a vacation include: working >
40 hours/week (37%) and feeling guilty about taking time off work (29%). (Canada
News Wire, May 13, 2009)
•
Rural regions in southern Alberta have received federal government funding for the
Canadian Badlands Tourism Development initiative. Funding is aimed at making
improvements to existing tourist infrastructure and creating new attractions so that
communities can realize business opportunities that contribute to stabilizing rural
populations and opening up employment opportunities for locals. (Lethbridge Herald,
September 22, 2009)
•
Drumheller was named “dinosaur capital of the world “with 85% of the popular vote
in an on-line poll conducted by Smithsonian magazine. The title coincides with the
Royal Tyrrell Museum enjoying a record-breaking year during 2009. Traffic at the
site was up 13% over 2008, with more than 40,000 visitors coming through the doors.
(Calgary Herald, October 24, 2009)
•
Medicine Hat showed a 4% increase in regional visitation during 2009. Tourism
officials credit the growth to staycations amongst residents. While some operators
experienced a decline, others saw significant gains (e.g. Historic Clay District had a
15% increase, the JazzFest, Chili Cook-off, and Medicine Hat Stampede experienced
increases as well). (Medicine Hat News, December 10, 2009)
23
2.8.5
General
•
More people are cash-rich and time-poor. They have less time to travel for leisure
purposes, but they want to ensure their trips create a memorable experience. Today’s
leisure travellers, who comprise more singles, female travellers, grandparents
travelling with their grandchildren, and large family units (several generations), are
less concerned about which destination they visit and more interested in healthy
living, the need to escape high pressure work environments, environmental
consciousness, authenticity, and cultural tourism. (World Travel Trends Report
2006/07)
•
According to a new survey conducted in 2006, 40% of Canadians have vacationed
without their partner. Higher-income couples and those without children are more
likely to holiday apart. The most popular vacations for couples are all-inclusive trips
to summer destinations, romantic escapes to a bed and breakfast or country inn, and
multi-city trips to a foreign land. (Edmonton Journal, September 21, 2006)
•
According to statistics from the U.S. market, women took 32 million trips last year
and researchers estimate that next year women will spend $125 billion on travel. On
top of that, the potential of the female travel market is suspected to be more than $19
trillion. Women of all ages and in all stages in life are travelling. Approximately 75%
of cultural and adventure-trip takers are women. The average adventure traveller’s
age is 47. (Canadian Tourism Commission, October 3, 2007)
•
The “mancation”, a vacation getaway with the guys is becoming a hot trend.
Numerous businesses nationwide are targeting guys vacationing with their friends
(e.g. poker parties, hand-rolled cigars, buckets of beer, sports tickets). (CNN,
September 20, 2006)
•
Canada’s seniors’ population is a diverse group of people who are living longer,
better off financially, and like to use the internet. With “old age” now spanning a
period of 20 years or more, the characteristics and experiences of seniors are varied
and will become even more so as the baby boom generation starts turning 65 in 2011.
(Calgary Herald, February 28, 2007)
•
Baby boomers in Canada, Australia and Britain are leading the trend for adventure
and education vacations. Demand for trips specializing in adventures, education,
health/spa, and culinary experience have increased over the past year, according to
103 travel experts surveyed by the British Columbia Automobile Association
(BCAA). (Canadian Tourism Commission, January 14, 2008)
•
Young travellers aged 16-24 are the travel industry’s fastest growing sector (World
Youth Student & Educational Travel Confederation). Representing over 20% of all
international visitors, adventurous young backpackers stay longer, spend more, seek
out alternative destinations and enjoy a wider mix of travel experiences compared
with average tourists. (Travel Wire News, February 26, 2007)
24
•
According to an article in TravelMole, almost two thirds of moms say “yes” to their
kids more often while on vacation (e.g. staying longer at a venue or attraction (64%),
swimming in the pool (44%), riding a roller coaster or another ride (37%),
volunteering for a show or activity (21%)). The top reasons that mothers vacation
with children included: to provide new experiences (79%), to relax and have fun
(66%), to get away from the stress of work, school and home (63%), and to spend
one-on-one time with them (43%). (Canadian Tourism Commission, March 13, 2008)
•
The World Tourism Organization indicates religious travel is one of the fastest
growing travel segments. In November 2006, the Travel Industry Association of
America released survey results showing that one-quarter of travellers said they were
currently interested in taking a spiritual vacation and the appeal of a spiritual vacation
spans the ages, with approximately one-third of each age group (18-34 years old, 3554 years old, and 55+) expressing current interest in taking such a vacation. (Tourism
Exchange, February 8, 2007)
•
Overall, more that one-in-ten American leisure travellers have engaged in some type
of culinary or wine-related activity while travelling within the past three years.
(Tourism Exchange, February 7, 2007)
•
Marketing and public relations are no longer one way communication channels.
People “talk back” to travel destinations, hotels and airlines on blogs, discussion
boards, online forums and opinion/review sites for all other travellers to see. They
praise, criticize, and rant. This “word-of-mouth” communication is a valuable and
highly credible source; people are generally inclined to trust the opinions of friends
and peers because they tend to believe those they know, even if only in the online
environment. According to a study by TNS Canadian Facts: 57% of those asked have
visited brand or product sites, 54% said they researched the products/services before
buying, 41% stated they had shared photos online, 20% visited social networking
sites, and 26% used price comparison websites. (TNS Canadian Facts, March 12,
2008)
•
A study done by Forrester Consulting found that “two seconds” is the new threshold
in terms of an average online shopper’s expectations for a web page to load. The
study also found that “40% of shoppers will wait no more than three seconds before
abandoning a retail or travel site.” A similar survey in 2006 also found that almost
half (46%) of the survey respondents said they would develop a negative perception
of a company following a dissatisfying online-shopping experience. (Travel Mole,
September 22, 2009)
•
Camping is growing in popularity. This trend may be partly due to the recent
economic downturn and pursuit of more reasonably priced accommodation. As a
result, many of the parks are seeing increased interest from tourists and campers
(CNN, March 26, 2009). Jasper National Park is capitalizing on this trend with the
introduction of upscale camping that includes: a luxury canvas tent with mattresses,
25
heaters, electric lights, and kitchen utensils, and a camping lesson. (Edmonton
Journal, November 17, 2009)
2.9
Product-Market Match
As indicated in the foregoing sections, the Town of Taber has a good cross section of
tourism assets that appeal to market segments identified by the research (Canadian
Badlands, Travel Alberta, Travel Activities and Motivation Survey, Canadian Tourism
Commission).
In addition, as part of the Canadian Badlands Tourism Development Strategy Taber and
area is positioned as the ag-industrial tourism corridor. The Town will lie along
Alberta’s Southern Agricultural Route, the corridor between Medicine Hat and
Lethbridge. The corridor, along Hwy 3, will present ag-tourism products and southern
Alberta culture and attract regional and national markets. In fact, one of the ag-tourism
products is envisioned to be an ag-industry / irrigation interpretive centre and has been
designated as one of the strategic priorities of the strategy.
With agriculture as the core theme, Taber has a number of existing tourism assets. In
addition, there are a number of other assets that offer support to the core theme and can
be used to round out the visitor experience. These themes and assets are depicted in the
table below. For each theme, the key market(s) that would be interested or motivated to
visit have been identified.
Table 4. Product–Market Match
Core Theme
Agriculture
Tourism Assets and Markets
Existing - Taber Irrigation Impact Museum, FritoLay Canada, Lamb Weston,
Lucerne Foods, Rogers Sugar, Corn Stalk Icon, Windfarm, St. Mary’sMary
River Irrigation District, Taber Cornfest, Taber Farmer’s Market, Taber Pro
Rodeo, Ammeter Rodeo
TAMS market – Cultural
Travel Alberta market – Accomplishers, Comfort Seekers, Real Relaxers
CTC market – Authentic Experiencers, Cultural Explorers, No-Hassle
Travellers
Supporting Themes:
Historical & Cultural
Recreation
Churches, Taber Memorial Gardens, Taber Palace Hotel, Taber Cenotaph
TAMS market – Cultural
Badlands market – History and Nature, Up for Anything
CTC market – Authentic Experiencers, Cultural Explorers
Aquafun Centre, Community Centre, Taber Municipal Park, Shamrock
Centre, Oilmen’s Club, Pedestrian Trails, Taber Golf Course, Taber
Skatepark, Taber Bowling Centre, Oldman River, Chin Lakes
TAMS market – Hiking, Climbing, & Paddling
Badlands market – History and Nature, High Life Escape, Up For Anything,
Outdoor Enthusiasts
Travel Alberta market – Accomplishers, Comfort Seekers
26
Sport
Ken McDonald Memorial Sports Centre, Taber Motocross Park
Culinary
TAMS market – Festivals & Fairs
CTC market – Free Spirits
Paradise Gardens, Ricardo’s, Mediterranean Grill, Luigi’s Pizza and Steak
Shopping
TAMS markets – Cultural, Festivals & Fairs, Hiking, Climbing, & Paddling
CTC market – Authentic Experiencers, Cultural Explorers, Free Spirits
My Favorite Things, Genre Collectibles, Marja’s, Penner’s, Taber Christian
Store, Outback Extreme, Serenity Spa, Rumors Hair & Tanning Salon,
Soulsations Wellness Centre
TAMS markets - Culture, Fairs & Festivals
Badlands market – High Life Escape
CTC market – Free Spirits
2.10
The market assessment described above indicate that the Town of Taber has activities
and attractions that appeal to varying tourist segments:
• Three TAMS segments - Cultural, Fairs & Festivals, and Hiking, Climbing, &
Paddling
• Four Canadian Badlands segments - History and Nature, High Life Escape, Up For
Anything, Outdoor Enthusiasts
• Three Travel Alberta buying segments – Accomplishers, Comfort Seekers, Real
Relaxers
• Three CTC segments - Authentic Experiencers, Cultural Explorers, No-Hassle
Travellers
However, the reality is that many of the current tourism attractions and events within the
community would not be considered “long haul” market ready, but rather a great
experience for Alberta residents to take in while day tripping, participating in a short
getaway, or visiting friends and relatives. In essence the Town of Taber is well suited to
attract such residents in the short term. In this context, the most realistic short to medium
term market for the Town is found in the Calgary and Alberta South markets with a total
population of close to 2.0 million people.
With the addition of attractions such as an ag-industry/irrigation interpretive centre and
strengthening of existing attractions, events, and signage, the Town will be better
positioned to attract and serve long haul markets. Such developments will enhance the
Town’s appeal and encourage tour operators to include Taber in an itinerary and begin
packaging elements with approved fixed roof accommodation, forming the basis for the
evolution of tourism in the Town over the next ten to twenty years.
Marketplace trends would also suggest this a good time to capitalize on the agricultural
education about nutrition and wanting to sample locally grown food. This growing
interest will serve to broaden the short and long haul market.
27
3.0
Destination Management
The development of a tourism sector is dependent on the commitment to destination
management. As the figure below depicts, the public, private, and not-for-profit sectors
all have a role to play in destination management. Ideally, these groups should assume
ownership of key areas and work cooperatively with one another to grow and develop the
tourism industry in the Town of Taber.
Figure 1. Roles of the Public, Private, and Not-for-profit Sectors
Tourism
Markets
Private Sector
Public Sector
•
•
•
•
•
Regulates product safety,
standards
Upgrades infrastructure
Promotes tourism
investment
Encourages integrated
economic development
•
•
•
Not-for-profit Sector
•
•
•
Builds regional
awareness &
commitment
Enhances tourism
product
Attracts visitors
Closes the sale,
leveraging on regional
awareness
Participates in
cooperative marketing
Invests in tourism
products
Continually upgrades
product to meet market
expectations
Tourism
Products
An important consideration for the Town is its involvement with the Canadian Badlands
(CB) tourism initiative. A number of years ago, the Government of Alberta identified the
CB region as the next tourism icon for Alberta. Since then, considerable research and
work has been done to build on the existing foundation and further develop this region.
3.1
Canadian Badlands
The CB region represents the south-east quarter of Alberta, from Highway 12 in the north
to the United States border, and from east of Highway 2 to the Saskatchewan border. The
area encompasses 90,000 square kilometres or 16% of the area of Alberta.
In 2003, the concept for the CB originated when a Municipal Steering Committee formed
to explore regional options and promotion for the region. Two years later, Mayors and
Reeves explored the concept and support for the initiative. In August 2006, CB Ltd. was
created as a not-for-profit organization with 35 municipal governments as shareholders.
28
The Town of Taber was amongst the founding shareholders. An Executive Director was
hired in April 2007. In 2008, the Town of Taber once again showed its commitment by
hosting the AGM. Soon after this meeting, the CB Tourism Development Strategy was
unveiled.
Today the organizational vision, mission, and role are defined as follows:
•
Vision – To develop a region that will become a major iconic tourist destination for
Alberta, to complement the role play by the Canadian Rockies in encouraging travel
to and within the province.
•
Mission – to foster development of tourism in the Canadian Badlands region as a
vital economic development tool that protects significant natural resources while
promoting an enhanced quality of life for Canadian Badlands residents, stabilizing
the population and generating employment for residents, including youth.
•
Role – to act as a facilitator for planning and capital fund development, tourism and
hospitality business and attractions development, tourism workforce development and
training. To foster an increased diversity and improved quality of visitor experience
in our region.
In 2009, shareholders changed the organizational structure and levy to support
sustainability. In addition to the levy, there were other major funding programs that
provided resources for CB Ltd’s implementation of the strategy. By the end of 2009, the
organization had achieved its goal to represent all communities in the region. It was
during this period that the M.D. of Taber became a shareholder in the organization.
Funding and support for the CB initiative have included:
• Municipal Levy – originally $0.10 per capita to a maximum of $5,000 and increasing
in 2009 to $0.50 per capita to a maximum of $25,000
• Familiarization Tour – generated $250,000 worth of media coverage (2008)
• Agriculture and Rural Development – funding for 12 participants to travel and learn
about best practices in rural and agricultural regions (2008)
• Alberta Tourism, Parks and Recreation – market research to explore the western
Canadian market for the CB region (2008-09)
• Alberta Tourism, Parks and Recreation - $250,000 in operational funding each year
for a three year period (2009)
• Western Economic Diversification, Rural Community Economic Development $50,000 to create an inventory of events, unique claims-to-fame and visitor
information
• Rural Alberta’s Development Fund – $5 million funding for the Tourism
Development Resource Centre that will develop programs for industry (2009)
• Western Economic Diversification, Community Adjustment Fund – $6.2 million
toward 23 projects representing 19 shareholder communities (2009)
• Western Economic Diversification, Rural Diversification Initiative – funding for the
cluster initiative with over 80 operators and industry website
29
•
Alberta Agriculture and Rural Development, Rural Community Adaptation Program $494,600, including matching contributions of CB Ltd, for eight projects aimed at
assessing, planning, and building capacity (2009)
The current organization is comprised of:
• Board of Directors - with 11 representatives and 3 ex-officio members from Travel
Alberta Regional and Alberta Tourism, Parks and Recreation (tourism parks)
• Three committees - that are made up of municipal representatives, tourism industry
operators, and economic development officers that oversee product development,
research, and finance and each nominate Board members (5 in total)
• Mayors and Reeves - from three regions with two representatives for each region
(south-east, north central, south-west)
• Executive Director
• Administrative Assistant
The Tourism Development Resource Centre coordinates the implementation of the
strategy. The long-term outcomes for the Centre include the development of four
primary regional tourism hubs (Drumheller, Medicine Hat, Lethbridge, Red Deer), as the
gateways and focal points for tourism with the CB regions, and four secondary
destinations (Stettler, Brooks, Taber, Milk River) that will be developed on a smaller
scale. Each of the hub cities will be recognized by visitors as CB communities with
distinctive themed informational and directional signage to attractions and visitor
services, tourism development zones with shopping, dining, arts, and entertainment
options, and a range of accommodation properties and visitor service businesses. These
primary and secondary destination hubs will provide the framework to link visitors via
touring routes and themed adventures to the more rural attractions dispersed across the
CB region. In addition to the Town of Taber’s role as a secondary destination, it is
located along one of the themed tourism routes (agriculture) from Lethbridge to Medicine
Hat and has been identified as a potential location for a major attractor in the future, an ag
industry / irrigation interpretive centre.
Up to the Year 2012, the following services have been (or will be) delivered to
shareholders:
• Media public relations kit and workbook
• Shareholder product booklets
• Industry website that will deliver an on-line reservation system, tourism tool box with
resource library and professional development training modules, shareholder only
section, and investor section
• Three cluster initiatives for bed & breakfasts, rodeos, and attractions, festivals, and
events
• Three business consortia groups in the Oyen/Acadia Valley, Lake Newell, and
Drumheller Valley regions
• CB long lunch regional event that showcases food and home grown talent in
communities
• CB cluster muster for networking amongst cluster and consortia groups
30
•
•
•
•
•
•
•
•
•
3.2
Tourism master planning for the towns of Taber and Drumheller and the cities of
Medicine Hat and Lethbridge
Area Development Plans for Dry Island Buffalo Jump Provincial Park, Dinosaur
Provincial Park and Blackfoot Crossing Historical Park
Training and education programs including: leadership development, small and
medium enterprise tourism incubator, workforce development, farm/ranch tourism
initiative, customer quality and value initiative, customer service excellence, other
tourism programs through the Workforce Development Initiative managed by Red
Deer College, Blackfoot Crossing Historical Park mentoring / training program,
Alberta Tourism Destination Assessment Tool, Government Planning and advisory
round tables
Attraction development plans for the: Atlas Coal Mine, Canadian Badlands Passion
Play, Medicine Hat Historic Clay District, and Canadian Badlands Arts and Artists
Cooperative
CB signage program for branded municipality welcome signs
A scenic route study to assess the feasibility of the Dinosaur Trail touring route
between the Royal Tyrrell Museum and UNESCO designated Dinosaur Provincial
Park
Visitor information centre assessment
23 projects to enhance and create tourism-based infrastructure and create employment
in 19 communities
Technical services provided by a regional development specialist, tourism
coordinator, and grant writer
Stakeholder Research
The consultants conducted research with a number of stakeholders within the community
and tourism industry during September to determine:
• the level of commitment and willingness to develop the tourism sector
• strengths, weaknesses, opportunities, and threats for the tourism sector
• anticipated role in developing the sector
• perceived roles of others in developing the sector
A list of interviewees is provided in Appendix 1 and includes municipal, Chamber of
Commerce, business, and tourism representatives. A SWOT analysis summarizing
interview findings and/or consultant observations for key tourism assets in the
community and region has been is provided to the Town under separate coverin
Appendix 2.
Common themes arising from the foregoing research included the following:
Tourism industry is in its infancy – While few people have in-depth knowledge of the
tourism industry and there has been negligible data gathered on tourism visitation and
expenditures, most interviewees are receptive to growing and developing the tourism
industry. Very few interviewees knew about the CB initiative.
31
There is potential to grow tourism – all participants suggested the core tourism theme
should be agriculture. Supporting themes included: outdoor recreation (e.g. hunting,
fishing, canoeing, kayaking, hiking, cycling), sports (soccer, hockey, baseball, football),
and other industry (oil and gas, coal mining). Overall, there was commitment to develop
tourism with most people understanding that tourism would contribute to a more
diversified economy and economic development.
Taber’s greatest tourism strength is corn – all interviewees mentioned corn to be Taber’s
greatest asset. Such mentions included the well known brand of Taber corn and the
annual Cornfest. A close second was the mention of the multi-national food processing
plants (Frito Lay, Rogers Sugar, Lamb Weston, Lucerne, McCain). Surprisingly, other
important ag assets were seldom mentioned (i.e. sugar beets, only sugar factory in
Canada, vegetables, meat). In addition to the foregoing, other strengths were considered
to be:
• Heritage – Tank 77, irrigation, Mennonite, Mormon, and Japanese history
• Culture – volunteerism, community spirit, multi-ethnic community, large population
of Mexican and Phillipine residents, sister city Notogawa, Japan
• Recreational attractions - Taber Golf Course, Aquafun Centre, Chin Lakes, M.D. of
Taber Park, Taber Motocross Park
• Sporting events – rodeos at the Agriplex, events hosted by a range of competitive
sport teams, reputation as the ‘ preferred southern Alberta venue’ for sport
tournaments
• Shopping – for the immediate trading area at big box stores
• Location – close to the cities of Lethbridge and Medicine Hat, proximity to the
United States border, situated on Highway 3
The downtown needs improvement - the most often cited weakness was the ‘downtown’.
A number of interviews mentioned the centre was ‘unattractive’ with businesses closing
down or moving to other locations, vacant and untended spaces, and poor quality
shopping. They also remarked on lack of activity with respect to stores being closed on
the weekend, little mainstreet activity during events, few businesses co-promoting one
another, and visitors having difficulty finding the information centre.
In addition to the foregoing, it was also noted that Highway 3 serves to split the
community with visitors stopping at big box stores for shopping needs and
accommodation properties to spend the night. A few individuals noted the farmers
market should be relocated from the agriplex to a more visible space downtown.
It was interesting that one of the Taber areas most popular attractions, the M.D. of Taber
Park was popular with residents for camping to the detriment of visitors wishing to stay
there. Some interviewees expressed concern about vandalism in the Town which might
provide a threat to the visitor’s feeling of security.
There is an opportunity to enhance existing assets and develop new ones - the majority of
opportunities identified were those aimed at enhancing assets. Such included: expanding
the museum, adding to the pedestrian trail system, enhancing mainstreet, creating more
32
downtown murals, encouraging more restaurants to develop and open outdoor patios in
the summer, and further developing community pride and ambassadorship. There were
several suggestions for developing new assets such as: farm and ranch experiences, the
nearby tipi circles and bison kill sites, an event celebrating the 100th birthday of the
Roman Catholic church (2011), an ATV trail, and shooting range, and attracting assets to
the downtown core such as unique niche stores (antiques, arts and crafts, bakery,
jewellery, shoes, clothing, gifts) and entertainment venues (movie theatre, performing
arts theatre).
Threats are limited - the only threat mentioned by participants was the economic
fluctuations of industry. This threat was mitigated to a certain extent by the observation
that the two main industries in Taber, agriculture and oil and gas, are often inversely
related.
The sectors are expected to play traditional roles - for the most part, stakeholders agreed
with the respective roles depicted in Figure 1. They wanted the Town of Taber to
develop and clearly communicate the tourism strategy and development plan and
describe its’ role and expectations for business. Interviewees also recommended the
Town work cooperatively with the M.D. of Taber in developing the tourism sector,
identify and secure sources of funding, and provide design guidelines for downtown
landlords.
Participants envisioned the not-for-profits such as the Chamber of Commerce continuing
to hold town events and offer training that would assist members develop and promote
their business. They anticipated other not-for-profits such as sport teams and other
associations would continue to attract and host events.
Most businesses were committed to upgrading their establishments, promoting their
business, and sponsoring Town events. There was some concern amongst businesses that
development of the tourism sector might strain their limited financial resources.
There is consistency between internal and external viewpoints - the consultants also noted
the Town has a number of strengths that serve as a foundation upon which to build the
tourism industry, in particular some unique and economically marketable assets (e.g.
corn, sugar beets, multinational food companies, Highway 3 accommodation cluster) and
the willingness of some operators to participate in the tourism strategy. Some
weaknesses however include previous attempts to engage operators in downtown
revitalization that met with mixed success and the and lack of knowledge about the
tourism industry and related awareness regarding the tourism industry and standards.
While the former will depend on capital improvements subject to funding and willingness
to change, the latter can be easily addressed with coordinated effort and training,
Opportunities are concentrated on working with rural and urban operators to develop the
agricultural theme, participating in existing tourism programs, and developing new
product. These opportunities will be subject to the availability of resources and
participation of existing operators.
33
3.3
Destination Management Recommendations
Considering the traditional roles of the sectors in developing the tourism industry and the
CB initiative that is well underway, there remain several key areas that must be addressed
by the Town of Taber in developing the tourism industry.
3.3.1
Organizational Structure
To develop and grow the tourism sector in Taber, there must be a cooperative effort
involving the Town, Chamber of Commerce, and local businesses. With the Town
establishing tourism as an important economic development initiative through the tourism
strategy and development plan and the not-for-profit and private sector empowered to
implement it, all parties will play a role in developing the industry. Towards this end, a
Tourism Advisory Committee comprised on all contributing members should be formed.
•
•
•
Leadership –maintain momentum of the Tourism Advisory Committee
Land Use – provide public land for demonstration and community projects, work
with developers to add urban agriculture into site planning for commercial projects
and new residential areas
Financial –
The Tourism Advisory Committee would be comprised of representatives from the
private and not-for-profit sectors. It is envisioned the Chamber of Commerce will play a
key role as tourism is part of its portfolio. In addition, it is suggested the Committee elect
a Chairperson to lead the charge, an individual that is well known and respected in the
community as a business leader. Under this person’s guidance, the Tourism Advisory
Committee will be responsible for implementing the tourism strategy and development
plan and undertaking other activities such as marketing (e.g. participating in tourism
programs at Travel Alberta and Alberta Agriculture & Rural Development) and technical
ventures (partnering with others to provide training to businesses).
The committee should include a designated representative from each of the following
organizations:
• Town of Taber
• Attractions – one public and one private sector representative:
– commercial
– heritage
– industrial
– recreational
– entertainment
• Campgrounds
• Parks
• Restaurants
34
•
•
M.D. of Taber
Ex-officio members:
– Alberta Tourism, Parks, & Recreation
– Canadian Badlands Ltd
Together, the Town and the tourism advisory committee should work cooperatively to
assume responsibility for activities in the tourism strategy and development plan that are
consistent with their respective roles. Figure 2 depicts the proposed organizational
structure for destination management.
Figure 2. Organization Structure for Destination Management
Tourism Development Strategy & Plan
Public, Private and NFP Sectors
Core Theme - Agriculture
Attractions, Events, Culinary
Supporting Themes
History & Culture, Outdoor Recreation, Sport, Shopping
3.3.2
Marketing
The Tourism Advisory Committee will need to develop a tourism marketing program that
aligns with the CB strategy and unique aspects of the tourism strategy and development
plan. Fundamental components of such a program include:
• Logos and graphics – compatible with destination positioning, should be developed
with a professional graphic designer
• Website development and internet marketing – is a mandatory requirement to
effectively communicate with the marketplace:
o create tourism destination awareness
35
identify participation in the CB initiative
provide information on things to see and do
highlight the key players in tourism
provide booking, packaging and ticketing for consumers
provide a media section that includes images and text that can be used by
travel writers
o provide a travel trade section that can to used by the trade to create
promotional pieces
o provide a separate secure website for gathering confidential performance and
operating statistics
Logo retail merchandising and licensing – produce a range of retail merchandise
bearing the Town and/or CB tourism logo, graphics, and marketing tag lines
Strategic marketing linkages and alliances – CB participation and other memberships,
affiliates, and synergy partners that will cooperatively promote and help grow the
tourism industry
Marketing measurement performance tools – a range of performance tools to assess
the effectiveness of the marketing effort, for example:
o economic contribution – visitor attendance and expenditures, new businesses
and business expansions
o contribution to quality of life – resident and business perceptions of
downtown and events, business perceptions of return on investment
o level of service – resident and visitor perceptions of customer service
o
o
o
o
o
•
•
•
3.3.3
Industry Standards and Training Programs
To ensure consistency in the level of service across the community, the Tourism
Advisory Committee must work with the CB initiative to facilitate formal tourism,
hospitality, and customer service training for business and government employees.
In addition to the Town providing a community session on the outcomes of the threephase tourism project and custom training to assist with implementation, other well
recognized program providers in Alberta include:
• Alberta Hotel and Lodging Association – server intervention training program,
industry certification and standards, customer service training
• Lethbridge and Medicine Hat hospitality and tourism programs:
o Lethbridge Community College
o Reeves College
o University of Lethbridge
o Medicine Hat College
• Travel Alberta – marketing programs
• Private consulting firms – specializing in tourism and offering training programs for
the public, private, and not-for-profit sectors across a variety of topics (e.g. customer
service, ambassadorship, quality, entrepreneurship, market readiness, marketing,
finance, business planning, marketing)
36
3.3.4
Product Development
Although many product development funding initiatives may be pursued in cooperation
with CB, the Tourism Advisory Committee may also want to examine sources of funding
that may be available for projects through the following sources:
The Community Facility Enhancement Program (CFEP) has been established to assist in
fostering the unique characteristics of Alberta's many communities. The program is
intended to reinvest revenues generated from provincial lotteries in communities, to
empower local citizens, and community organizations to work together and respond to
local needs. To accomplish this, the program has been designed to respond to local
facility enhancement needs and to work in partnership with community groups and
volunteers. Although municipalities are not eligible to apply for grants, a number of
other organizations may do so. Maximum grant funding is $125,000 per fiscal year
(http://www.culture.alberta.ca/cfep/default.aspx)
The Community Initiatives Program (CIP) provides funds to enhance and enrich
community initiatives throughout Alberta. The program is intended to reinvest revenues
generated from provincial lotteries in communities, to empower local citizens, and
community organizations to work together and respond to local needs. There are two
categories:
• Project-Based Grants to provide financial assistance for community organizations for
such things as equipment purchases, facility construction or renovation projects,
hosting/travel/special events, new programs or special funding (i.e. disaster) requests
within Alberta
• Community Operating Grants to provide financial assistance to registered non-profit
organizations in Alberta to enhance the organization's ability to operate and to deliver
services to the community
The general funding limits under this program are Project-Based Grants - maximum
$75,000 and Community Operating Grants - maximum $75,000
(http://www.culture.alberta.ca/cip/default.aspx)
Other Initiatives Program provides support to worthy Alberta projects which cannot be
funded under the criteria or existing funding levels of other Alberta Lottery Fund grant
programs. The eligibility of the applicant and the project, and the amount of each grant is
determined on a case by case basis
(http://www.culture.alberta.ca/otherinitiativesprogram/default.aspx)
Rural Community Adaptation Grant Program (RCAP) consists of $15 million new
funding to increase the capacity of rural communities and regions to realize more diverse
economic opportunities. This grant is part of a Government of Alberta (GOA)
Community Adaptation and Transition Initiative to support communities. Overall funding
for the Initiative was made available through the National Community Development
Trust. The program will support eligible projects that are community based and focus on
creative community driven actions and solutions that include at least one of the following
project themes:
37
•
Assessment and Planning – projects that engage a community to take stock of its
current situation and plan for an adaptation or transition
• Capacity Building – projects that increase community knowledge, skills and training
through building youth, enhancing community leadership, or strengthening
community organizations
• Rural economic development – community led economic development projects or
strategies such as entrepreneurship encouragement, regional cluster development, the
innovative use of technology, value added product development, other economic
infrastructure, and economic diversification
• Unique community solutions – other adaptation activities driven by rural
communities and regions that can demonstrate a lasting impact that might not
otherwise be included in the above
Eligible applicants include rural communities in transition represented by local
governments that are in or facing an imminent economic hardship caused by global
economic volatility, a significant environmental event, or circumstances that require a
new direction for the community may apply. Incorporated community organizations (e.g.
not-for-profit organizations, industry associations, or regional organizations) that are
collaborating with a rural community are also eligible to apply for program funding. The
program will fund up to 90% of eligible non-capital project costs and up to 50% of
eligible capital costs, to a maximum of $500,000 per project. Successful applicants will
be required to cost-share the project. The minimum grant request considered will be
$10,000 per project (http://www1.agric.gov.ab.ca/general/progserv.nsf/all/pgmsrv366)
Rural Alberta’s Development Fund is an independent, not-for-profit company that is
focused on helping rural communities build capacity and leaders. The funding focus
remains fixed on supporting programs that:
• Are new and innovative
• Involve partners and collaboration
• Are sustainable and transferable
• Will have positive, long-term impacts on rural people and communities
Applications from all eligible organizations will be considered, regardless of size or
location however a preference is given to applications that are focused on building
community capacity in rural communities of 20,000 or less. Project applicants must
provide 25% or more of the overall cost of the project. The minimum contribution level is
$50,000 and the maximum is $5 million ( http://www.ruralalbertasfund.com/programsprojects/)
Building Communities Through Arts and Heritage Program was created to help
communities celebrate their past and present. The Program increases opportunities,
through festivals and other events and activities, for local artists and artisans to be
involved in their community and for local groups to commemorate their local history and
heritage. Eligible events and activities must be local, open and accessible to the public,
and strongly encourage and promote the participation of everyone in the community
(http://www.pch.gc.ca/eng/ )
38
First Impressions Community Exchange (FICE) is a project were communities are
matched with other communities that share similar demographics and have
complementary challenges and aspirations. These municipalities send exchange teams to
each other’s communities to look for strengths and shortcomings as seen through the eyes
of a first time visitor. Municipalities who have participated in FICE often develop strong
partnerships with their exchange partners as they work to capitalize on their strengths and
overcome challenges
(http://www.auma.ca/live/AUMA/Toolkits+%26+Initiatives/First_Impressions_Commun
ity_Exchange ).
Western Economic Diversification Canada (WD) offers numerous funding and assistance
programs through the Western Diversification Program
(http://www.wd.gc.ca/eng/244.asp) including:
• Funding for Business - WD works in partnership with financial institutions and notfor-profit organizations to improve access to funding for small businesses
o Community Futures offices offer loan programs for rural entrepreneurs as well
as the entrepreneurs with disabilities program in rural communities.
o Women's Enterprise Initiative offices provide loan programs to assist women
entrepreneurs.
• Funding for Not-for-Profits - WD provides assistance to research organizations
applying for Canada Foundation for Innovation grants, and support for conferences
organized by non-profit organizations
o Western Diversification Program (WDP) is the main program through which
WD invests in projects that support strategic priorities of innovation,
entrepreneurship and community economic development
o Western Economic Partnership Agreements (WEPAs) are multi-year funding
commitments to strengthen economic activity and improve quality of life in
western communities. WEPAs are cost-shared equally with each of the four
western provinces, with a total of $200 million allocated to initiatives
identified as federal and provincial priorities.
• Funding for Infrastructure - WD works with provincial and municipal governments,
as well as other federal departments, to deliver a wide variety of programs that benefit
the West:
o The Municipal Rural Infrastructure Fund is investing $278 million in the West
to improve and increase the stock of core public infrastructure in areas such as
water, wastewater, culture and recreation. Delivered by WD in the West, the
source of funding for this program is Transport, Infrastructure and
Communities
The public, private, and not-for-profit sectors all have roles to play in destination
management. In addition to home grown efforts, the Town is fortunate to be a
shareholder in CB Ltd as this organization is undertaking many of the start up activities
necessary to tourism development and is currently working with a number of
municipalities in the same situation as Taber.
39
Developing major attractions, theming the community, and revitalizing the downtown are
significant undertakings. While stakeholders are positive about developing the tourism
industry in Taber, and the Town has some foundational strengths, there is considerable
work ahead to develop the industry. A solid organizational structure with strong
leadership will contribute to these undertakings, along with community training about the
tourism industry and standards. The first step for a tourism organization seeking to build
their community’s tourism sector is to foster sufficient community buy-in and adequate
resources to get the job done and generate enough enthusiasm to keep the momentum
going. This is a real challenge and one that should not be under-estimated when
embarking on a community tourism development strategy.
4.0
Market Niche and Positioning
The market niche and destination positioning approach is key to any successful tourism
strategy. The selected niche and positioning must reflect comparative advantage for the
destination as it represents the “brand” the destination will try to create in the
marketplace.
4.1
Preferred Market Niche
Taber’s comparative advantage is centred on agriculture, developed over the past 125
years. The theme continues to this day and is expressed in some of the community
attractions and events. Although many regions in Canada claim agricultural uniqueness,
one of the more intriguing facets about Taber is its history in agriculture (Tank 77,
pioneering settlers, irrigation), production of corn, sugar beets, other vegetables and
meats, and multinational food processing facilities.
It is this central theme that allows one to “tell the story” and make a connection to the
visitor and bring this history and industry alive. This theme can be developed to
effectively position Taber as a unique destination. While there are many agricultural
tourism products available to markets in North America, there are few that link urban and
rural agriculture showcasing the interconnected and interrelated nature of the food and
agriculture system. Capitalizing on this opportunity would distinguish Taber from other
agricultural communities in Alberta and ensure a fit with the CB strategy and Taber’s role
within it as a secondary destination along the themed agricultural touring route and
potential location for the major attractor, the ag industry / irrigation interpretive centre.
In essence, Taber would become the first location in Alberta for 21st Century
Agrarianism, a pilot site to show the traditional rural and urban links in agriculture and
provide a glimpse into the future with respect to the role that municipalities could play in
re-establishing the important relationship between people and food. The system could be
promoted using traditional ag tourism programs to attract visitors and deliver an
experience along the agricultural spectrum including:
40
•
•
•
•
•
•
•
•
•
Farming and management – the growing and raising of food in rural (farms, ranches)
and urban areas (public spaces, resident homes)
Processing – transforming raw product to more refined product at processing plants,
and value-added processing using by-products to create other products (e.g. potato
chip waste and animal feed)
Transportation and Storage – showing how raw and processed food products are
distributed and stored
Selling and Buying – making local food products available through farmgate, grocery
store, farmers’ market, and restaurant locations
Experiencing – hosting seasonal events that celebrate food that has been harvested,
processed, and preserved and allow visitors to consume and enjoy food
Waste Recovery – educating the public about the diversion, management, and
utilization of organic waste in agriculture
Research – educating the public about how science addresses issues confronting
agriculture and continuously improves the system
Education – creating awareness of the food and the agricultural system, incorporating
the concepts of sustainability, disseminating information through publications,
presentations, tours, and programs
Future – showcasing how a municipality can provide access to affordable wholesome
food through a viable urban agri-food system (e.g. ‘agricultural urbanism’ – the full
integration of the agri-food system within the planning, design, development, and
function of cities)
All sectors including public, private, not-for-profit, and academic must collaborate in
building the theme.
This theme would be popular with the tourism markets that already frequent Southern
Alberta (visiting friends and relatives, pleasure) and draw additional interest from
markets that are not well represented at the present time, in particular those interested in
the educational component of the experience such as business, government, and tour
groups.
4.2
The Important Role of Agricultural Partners
In establishing the urban and rural link with respect to the agricultural system, it will be
important to work in close cooperation with the surrounding area municipal districts (i.e.
SouthGrow Regional Initiative). A particularly important partner is the M.D. of Taber as
it provides the most direct relationship with the Town of Taber will be instrumental in
showing the link between rural and urban agriculture.
Such collaborations may provide a number of key benefits for the tourism strategy and
development plan including, but not limited to:
• Knowledge – history, rural production, major players
• Resources - financial, human resource, and technical
• Coordination - access to potential partners such as surrounding area growers,
producers, and activity operators (Appendix 1) and manufacturers (e.g. McCain)
41
4.3
Supportive Market Trends
The agriculture theme capitalizes on a number of tourism trends mentioned in the Market
Demand section of the strategy including:
• Environmental and social responsibility
• Education vacations
• Ag tourism and culinary vacations
• Authenticity
• Healthy living
In addition, the theme also dovetails with a number of pressing social and environmental
issues that may be mitigated by educating people about the food and agriculture system
and ‘agricultural urbanism’:
• Human population growth – by 2050 the vast majority of the population will reside in
cities. In Canada, only 3% of the population resides on farms and 97% have limited
or no meaningful connection to their food and agricultural system. Sharing the
experience of the system will re-establish this important relationship
• Consumer self determination – the food and agricultural system is becoming
increasingly dominated by companies that limit the quality and nutrition of food
available to consumers. In turn, consumers are demanding more wholesome and
nutritious food (e.g. 100 mile diet, organic food). This theme may foster the potential
for a higher level of self-determination for consumers
• Aging farmers – knowledge is being lost and young people are not pursuing this vital
and honourable profession. This theme may contribute to attracting a new generation
to the industry
• Economic leakage – the increasingly globalized and consolidated nature of the food
and agriculture sector creates a fiscal imbalance between those producing the food
and those distributing, promoting, and selling it. This theme may educate other
municipalities about how to develop local regional food and agriculture system that
can be closely integrated within the urban marketplace
• Competing land uses – land devoted to agriculture is competing with other land uses
such as urban sprawl. This theme may provide a glimpse into the future regarding
how a highly productive and efficient food and agriculture system can contribute to
feeding the people of a city while reducing its ecological footprint
4.4
Current and Potential Tourism Assets
The Town of Taber has a good foundation to build on with a variety of assets that support
the core theme. In addition, there are a number of other potential assets that could be
added to the mix. The following table provides a summary of these assets.
42
Table 1. Current and Potential Tourism Assets
Assets
Current Assets
Anchor
Attractions
Potential Assets
•
•
Supporting
Attractions
•
•
Taber Irrigation Impact Museum
St. Mary River Irrigation District
•
•
•
•
Events
•
•
•
Taber Farmers’ Market
Taber Cornfest
Community Dinners
•
•
•
Tours
•
•
•
•
Packages
•
•
Downtown
revitalization
•
Relocate Taber Farmers’ Market
downtown with access to power,
water, public washroom and
waste facilities
•
•
•
•
•
•
•
•
•
Agriculture interpretive centre showcasing
elements of the food and agricultural
system
Futuristic model demonstrating
‘agricultural urbanism’
Parks with community/demonstration
gardens, composting facilities, and
temporary concession stands
Community kitchens and educational
facilities to support small scale
entrepreneurs and provide educational
seminars on how to grow, process, prepare,
and maximize fresh local food
Farm and ranch vacations
Farmgate sales at surrounding area growers
and producers
Permanent Farmers’ Market
Summer and fall festivals to celebrate
harvests
Winter and spring festivals to celebrate
food that has been processed and preserved
Heritage tours – irrigation (canal,
pioneering settlers, museum), downtown
walking tour (heritage buildings)
Themed tours of farms and ranches to
connect buyers and sellers
Tours showcasing value-added processing
(e.g. waste potato chips incorporated into
animal feed)
Educational tours at schools, grocery
stores, and community kitchens
Farm and ranch vacations, culinary,
transportation
Hotel, anchor attractions, seasonal event,
culinary, transportation
Building design influenced by barn
architecture
Building façade that accommodates the
food program (e.g. view into restaurant)
Rooftops for food production and social
activities
Pocket gardens between buildings
Closing streets during events to create
plazas for public use and enjoyment
Design streets with boulevards, sidewalks,
trees, and benches to create an inviting
atmosphere
Productive edible landscapes (e.g. fruit
bearing trees and plants)
Kiosks selling food and beverage
Live demonstrations of food related
activities (e.g. preparing, cooking,
43
•
•
•
Culinary
•
Restaurants that serve local food
and one restaurant with an
outdoor patio
•
•
•
•
Signage
•
Directional and informational
signage for the Town and
downtown
•
•
•
•
•
Transitional
Spaces
•
•
•
Walking and cycling paths to
link urban and rural spaces
Continuing to support roadside
stands selling produce
Closing down streets to host
neighbourhood block parties
•
•
•
•
•
•
preserving, pruning, tasting)
Picnic spaces
Add community/demonstration garden to
vacant land space
Public art such as living walls, edible
sculptures, and farm equipment
Restaurants that participate in Dine
Alberta, offer outdoor patios, and sell
unique food/beverage items based on
locally grown product
Community kitchens from micro food
processors
Food training facilities for business
incubator program
Living classroom to learn about
agriculture, environment, and sustainable
technologies
Gateway signage at Highway entrances
(#3, #36) and banners between 50 Street
and 57 Street
Agriculturally themed signage and banners
Directional signage to attractions
Interpretive signage that tells agricultural
and food related stories
Regulatory signs for growing and
processing areas
Sign with quarterly events listing
Trail markers
Walking and cycling paths that link food
and agricultural assets
Park and school grounds that showcase
irrigation, composting, community and
demonstration gardens
Balcony and patio gardens in apartment
and condominium buildings
Homes with rainwater collection systems,
composting, and front yard gardens
Appendix 2 provides a number of pictures that depict the agricultural theme in both rural
and urban environments.
4.5
Supporting Themes
Building on the core theme, are supporting themes of history and culture, outdoor
recreation, sport, and shopping. These additional assets serve to round out the visitor and
generate an appeal for the destination, including:
• Appreciation of the cultural groups that shaped the Town of Taber – churches, Taber
Memorial Gardens, Taber Cenotaph
44
•
•
•
•
•
4.6
Sites that depict the Town’s early beginnings – Palace Hotel, Standard Furniture, Rex
Theatre, Thrift Shop, and two provincially designated heritage sites, Old CIBC
(Credit Union) and Old Courthouse
Recreational activity products for visitors to enjoy the Town and surrounding area –
Aquafun Centre, Community Centre, Taber Municipal Park, Shamrock Centre,
Oilmen’s Club, Pedestrian Trails, Taber Golf Course, Taber Skatepark, Taber
Bowling Centre, courts (tennis, squash, racquetball), Oldman River, Chin Lakes,
M.D. of Taber Park
Event venues to host groups engaged in sporting tournaments – Ken McDonald
Memorial Sports Centre, Taber Motocross Park
An animated downtown with many shopping and visitor related amenities – My
Favourite Things, Genre Collectibles, Marja’s, Penner’s, Taber Christian Store,
Outback Extreme, Serenity Spa, Rumors Hair & Tanning Salon, Soulsations Wellness
Centre, and new offerings
Restaurants offering a variety of cuisines and informal dining experiences – Paradise
Gardens, Ricardo’s, Mediterranea Grill, Luigi’s Pizza and Steak
The Town of Taber has sound foundational elements that will contribute to establishing a
future agricultural/food experience “brand” of the destination. The analysis suggests that
the best opportunity for Taber lies in telling the story of agriculture; past, present and
future. Providing a context about how society regards, needs and responds to agriculture
will help to put the “future” story of agriculture in context. Specifically, it will be
important to highlight and bring to life how changing societal values and trends are, in
turn, causing the industry to respond and change. Positioning specific food experiences
around these stories will add depth and value to tourism product.
The urban and rural linkages translate well into traditional ag tourism programs that give
visitors a chance to experience the food and agriculture system while agricultural
urbanism provides a futuristic look at opportunities for agriculture in urban environments.
The latter will provide a unique selling feature for Taber that will distinguish it from
other agricultural communities and regions
The ability to present the past, present, and future of agriculture to the consumer will
capture the attention of diverse markets interested in the agricultural theme and provide a
comparative advantage for Taber in the marketplace.
45
5.0
Comparables
A number of ag tourism partnerships and several leading edge communities have been
successful in developing the agricultural theme.
5.1
Tourism Programs
The following tourism programs were initiated with the intent of developing an ag
tourism program, involving a wide range of ag producers and other businesses, that
would attract visitors and deliver an experience that would encourage people to stay
longer, spend more, and provide return and referral business.
5.1.1 Fruit Loop, Hood River County, California
The Hood River County Fruit Loop was organized in 1992 and printed its first map in
1993. The mission was to promote sustainable agricultural diversity in Hood River
County through the promotion of the products of Fruit Loop member via on-farm sales,
organized retail opportunities, marketing and public relations campaigns, and educational
forums that create public awareness to preserve agricultural heritage. Since its inception
the region has served an increasing number of visitors, on tour buses and in cars,
searching for fruit and pies.
The Fruit Loop concept was developed and promoted by Kaye White, owner of River
Bend Farm & Country Store in Apple Hill which is located approximately an hour from
Sacramento. The organization began in 1964 with 16 ranchers and today the map boasts
45 members.
An initial ag development grant was used to fund the first farmers market and map.
Subsequent grant funding was provided by the Hood River Chamber of Commerce
Visitor Council which helped organize four events that coincided with harvest of
cherries, pears, and two different types apples.
Membership includes:
• 32 Farm stands
• 6 accommodation properties:
o Best Western Hood River Inn www.hoodriverinn.com
o Hood River B&B www.hoodriverbnb.com
o Hood River Hotel (41 rooms) www.hoodriverhotel.com
o Old Parkdale Inn www.hoodriverlodging.com
o Sakura Ridge Farm and Lodge (5 rooms) www.sakuraridge.com
o Vagabond Lodge (42 rooms) www.vagabondlodge.com
• 11 restaurants
46
•
•
•
5 wineries
5 boutique stores (bakeries, yarn, market, orchard)
6 attractions (golf course, lavender farm, excursion train, heritage fruit museum,
historical museum, heritage airplane and automobile museum)
The consortia website has a calendar with harvest seasons and an expanded event
calendar that complements the seasonal fruit celebrations with a blossom festival, wine
celebrations, county fair, and music festival.
Phone: 541-386-7697
Email: [email protected]
Website: www.hoodriverfruitloop.com
5.1.2
Okanagan Cultural Corridor, Okanagan Valley, British Columbia
The Okanagan Cultural Corridor was a cultural tourism development project, supported
by Tourism British Columbia. The project involved the Okanagan Valley, a semi-arid,
fruit and wine-producing region approximately 250 kilometres in length. The sector was
studied during the 1995-96 timeframe by the City of Kelowna’s Arts Development Office
(The Economic Impact of Arts & Culture in the Central Okanagan, and Toward Our
Future: Cultural Tourism & the Cultural Industries) and quantified culture's GDP impact
and the extent of regional employment attributable to culture. It also demonstrated how
local government investment in the arts stimulated important economic activity.
Ten sectors were analyzed in the study:
•
•
•
•
•
•
•
Art galleries and dealers (commercial art galleries, art dealers, art distributors and
publishers)
Arts instruction and education (music, drama and art teachers, music schools,
dance and acting schools)
Commercial arts (commercial artists, graphic designers, photographers)
Performing arts (musicians, musical ensembles, bands, orchestras, comedy
groups, theatre companies, touring entertainers)
Visual arts (painters, sculptors, ceramic artists, craftspersons)
Literary arts (creative writers)
Events and festivals (coordinators, administrators, featured performers)
47
•
•
•
Cultural facilities (public art galleries, museums, libraries, theatre venues)
Service and material providers (artists' suppliers, picture framers, craft retailers
and suppliers, dance, masquerade and theatrical suppliers, musical instrument
retailers, audio/video service and equipment providers, arts consultants, ticket
outlets, live music venues)
Societies and associations (cultural service organizations, recreational arts groups)
Table 1 summarizes the results of the study. The study revealed that arts and culture
accounts for a total of 1,896 full-time equivalent jobs. Of this total, 1,198 full-time
equivalent jobs were created directly through expenditures made by the cultural sectors.
The remaining 776 jobs resulted from the "ripple effect': the induced impact of arts and
culture on employment in other sectors through the spending and re-spending of incomes
earned by cultural workers, and by workers in other supporting sectors. All told, 3.8
percent of regional employment was due to the cultural economy.
Along with job creation, arts and culture accounted for $37.3 million in direct GDP
impact and 29.8 in induced GDP impact for a total impact of $67.1 million.
Between 1,300 and 1,700 volunteers were involved with the region's cultural
organizations. The dollar value of the hours donated by these volunteers was between
$780,000 and $1 million. While it helped to sustain the cultural economy, volunteerism
also demonstrated a strong support for, and commitment to, community participation in
arts and culture.
Finally, the economy enjoyed almost $1 million in peripheral impacts due to the
performing arts. Peripheral impacts were expenditures on restaurants, babysitters, dry
cleaners, etc., associated with performing arts attendance.
Table 1. Direct and Induced Economic Impacts of Arts and Culture
Type of Impact
Employment
(full-time equivalents)
Gross Domestic Product ($)
Direct
Impact
1,592
(1,198)
37,298,000
Induced
Impact
776
(698)
29,838,000
Total
Impact
2,368
(1,896)
67,136,000
Table 2 provides a breakdown of GDP impact, direct employment, and total employment
for each of the cultural sectors. Both GDP and total employment figures include induced
impacts. The service and materials sector was the largest of the sectors in terms of GDP
impact and jobs, followed by the arts and education sector.
48
Table 2. Direct and Induced Economic Impacts of Arts and Cultural Sectors
Sector
Art galleries & dealers
Arts & education
Commercial arts
Performing arts
Visual arts
Events & festivals
Cultural facilities
Service & material providers
Societies & associations
Total GDP Impact
($ million)
3.4
15.6
7.0
3.3
3.8
.851
6.2
26.6
.432
Direct
Employment
(jobs)
64
255
147
77
114
88
158
666
15
Total
Employment
(jobs)
103
435
228
115
158
98
230
973
20
As a result of this study, it was recommended:
• the Central Okanagan be developed as a cultural tourism destination and the City of
Kelowna should:
o play a leadership role
o develop a strategic plan for the Kelowna cultural district
o designate the Theatre as the performing arts anchor venue
o increase its investment in non-profit arts organizations
o develop local arts festivals, positioning such for the shoulder and low season
o animate downtown partks with entertainment
o upgrade the stage in Waterfront Park
o work with other stakeholders to restore the Father Pandosy Mission and
improved the aesthetics of Hwy 97
o further develop cultural tourism through the creation of promotional
publications and packages for the visitor, attraction of the tour-bus market,
and development of the public art program
• the Central Okanagan be developed as a cultural industries centre and:
o the Economic Development Commission of the Central Okanagan and the
Arts Development Office develop a cultural industries strategy identifying
support infrastructure, development partners, and funding requirements
o the City of Kelowna establish sites for artists’ live/work studios, and amend
zoning by-laws to encourage such developments
o the Okanagan-Similkameen Film Commission work to attract film and
television projects, identify local talent to service such projects, and determine
training needs and opportunities
These recommendations were implemented and the project was developed and marketed
to the public from 2003 to 2008. The public program offered visitors a multi-faceted
experience of the arts, heritage, and agri-tourism attractions. At its height, the Cultural
Corridor Project inventoried and catalogued more than 200 agri-tourism, arts, and
heritage attractions. The inventory included 42 wineries, 28 other agri-tourism
attractions, 17 museums, 14 heritage attractions, 19 art galleries, 12 performing arts
49
groups, 15 cultural festivals, and 45 artist studios. While the wineries comprised the
backbone of the corridor, Kelowna’s Cultural District formed the Corridor's arts and
entertainment heart and other businesses situated throughout the Valley fleshed out the
cultural tourism product.
Funding from the program was provided by Tourism British Columbia ($150,000) and
the British Columbia government ($85,000) and supported by Okanagan University
College (contributed office space). Each business participating in the program paid for a
listing ($250) and advertisements ($475 - $3,500) in the Okanagan Cultural Corridor
Guide that was distributed at attractions, festivals and events, in response to 1-800
number enquiries, and at community distribution points. The program also had eight
pages of space in the Thompson Okanagan Culture Guide that was distributed via visitor
information centres, 1-800 enquiries, and consumer and trade shows. To appear in this
publication, the minimum advertising rate for organizations was $1,200. Both
publications had a two-year shelf life.
Over the past two years, the program has been absorbed by the Economic Development
Commission in the Central Okanagan and Tourism Kelowna. While the program was
successful in building arts and culture as important contributors to tourism it was difficult
to manage such a large geographical area and many destination marketing organizations.
Thus, the organizers have refocused efforts closer to home giving each destination
marketing organization flexibility to do their own thing. An additional lessons learned
included: ensuring that all participating businesses in the promotion were market ready,
appointing the best qualified organization to take responsibility for organizing events, and
continuing to develop tourism product.
5.1.3
Taste the County, Prince Edward County, Ontario
In 1998, a group of community entrepreneurs came together to identify the need for an
organization to assist with marketing and economic growth of Prince Edward County.
Taste the County™ was born under the sponsorship of the Prince Edward County
Chamber of Tourism & Commerce and the Prince Edward Federation of Agriculture.
The venture accessed funding from the Ontario Ministry of Agriculture and Food through
their Rural Job Strategies program. In 1999, $500,000 was committed to Taste the
County™ over a three-year period to assist with the organization's objectives. By January
2002 Taste the County ™ was a self-sustaining not-for-profit organization, by June of
2002 it was incorporated, and by September 2004 it was trademarked.
50
Taste the County™ has used a strategic approach to marketing Prince Edward County for
the betterment of its partners, in particular aligning its strategy with the Corporation of
the County of Prince Edward through the Economic Development Office.
The mission of Taste the County™ is to successfully promote Prince Edward County as a
unique destination to stimulate growth.
The objectives are:
• To market the products and services of Prince Edward County, both inside the County
and to a targeted and diverse external market
• To provide educational and support services to the Partners of Taste the County™
• To generate revenue through event management and consultation services that are
relevant to their mandate and expertise.
Taste the County™ offers the following services:
• Marketing of partner products and services, using targeted media to attract a targeted
audience
• Management and marketing for events held within the County
• Project management of approved projects which further the mandate of Taste the
County™
• Regional advocacy for initiatives and products which will benefit the County as part
of a broader region
• Consulting services related to event and project management, fundraising and
marketing on a community or regional basis
The partnership promotion has brought together a wide range of partners to work together
cooperatively and participate in programs aimed at increasing tourist traffic and visitor
spending in the County. The current partnership fee is $190 for the year. For this fee,
partners receive a comprehensive media relations program, listing in the core publication
(Prince Edward County Visitors Guide), website listing, e-newsletter, an opportunity to
advertise in a number of other publications (Insider’s Guide, Insider’s Map, Arts Trail,
Taste Trail) and events (Countylicious TASTE! a celebration of regional cuisine, Maple
in the County). Partners can also purchase an all-inclusive website package (from $149)
that includes a one-page designed layout, web hosting for one year, visit hit counter,
keywords and description meta tags for search engine optimization, ½ hour maintenance
package, and premium ad on the Prince Edward County website (www.pec.on.ca).
The theme of the marketing campaign has capitalized on the wonderful "tastes" of Prince
Edward County - agricultural and other products harvested from nature, feeling of rural
community life a visitor experiences when they attend an event, the history that provides
background of the area, the natural beauty, the recreational activity, the culture, the
artistic talent, and so on. In addition to the publications, the consumer website is
complete with maps, visitor information, business directory (2,000 listings), county ways
(characters, sayings), events, contests, and posts.
51
Working together, partners have extended their shoulder season, found new products to
grow, advertised cooperatively, participated in trade shows, investigated markets and
methods, and invested in educating the workforce.
Since its inception, Taste the County™ has received a number of accolades:
• 1999 - Ontario CDC Economic Development Award
• 2003 - Outstanding Partnership with Business from the Foundation for Rural Living
• 2008 - Business of the Year at the Ontario Tourism Summit
• 2010 - Top 100 Festivals in Ontario
Behind this success is an organization comprised of a Board of Directors, staff, and
volunteers. There are 12 Board members (Chair, Treasurer, Secretary, Directors) and
three staff members (Executive Director, Partnership and Sales Director, Accountant).
Volunteers assist with office, transportation, and marketing related activities.
Phone: 613-393-2796
Website: www.tastethecounty.ca
5.1.4
Farm Trails, Sonoma County, California
The Farm Trails partnership started in 1973. Sonoma County Farm Trails mission
“supports sustainable agricultural diversity in Sonoma County to ensure the preservation
of Sonoma County's rich agricultural heritage for generations”.
The organization is governed by a ten member Board of Directors (President, Vice
President, Secretary/Treasurer, Directors) and has two staff members (Office
Administrator, Marketing and Events).
Today there are approximately 168 partners in the membership, 124 members and 44
associate members. Members pay an annual fee of $300 and receive a listing in the Map
and Guide, listing on the website, a free link to their website, and exposure through media
and representation at fairs, festivals, and trade shows. Associate members pay an annual
fee of $200 and receive a listing in the Map and Guide, listing on the website, and a free
link to their website.
52
Although most members represent farms, the remaining members include:
• Six accommodation properties
• Seven restaurants
• Eight farmers markets and two markets
• 15 wineries
• 12 unique shops including:
o photography
o art and collectibles
o chocolate
o clothing
o garden accessories
o traditional medicine
The Sonoma County Farm Trails Map and Guide publication includes a member listing,
description of heritage, recipes, product index, sponsor listing, and sections on trails,
dining and wineries, and farmers markets. The calendar of events includes:
• Annual Gathering, June
• Sonoma Marin Fair, June
• California State Fair, July
• Sonoma County Fair, July
• Gravenstein Apple Fair, August
• Fall Weekend Along the Farm Trails, September
• Sonoma County Harvest Fair, October
• Holidays Along the Farm Trails, October
• Cloverdale Citrus Fair, February
• Sonoma County Farm Bureau Ag Days, March
• Spring Weekend Along the Farm Trails, April
• Apple Blossom Fair, April
• Petaluma Butter and Egg Days, April
• Cloverdale Ag Day, May
5.1.5
Edmonton’s Countryside
The Edmonton Regional Tourism Group promotes day trip experiences in the five
counties surrounding the City of Edmonton.
The membership fee is $95 and partners receive:
• A listing in the Visit Edmonton’s Countryside Guide
• Monthly e-newsletter
53
•
•
•
•
•
•
•
•
One page on the website
Intranet access for internal information
Skills and development training
Networking events each quarter
Promotion at four events including Growing Rural Tourism, Spring Showcase,
Edmonton Tourism Golf Tournament, and Travel Alberta Fall Conference
Promotions through radio, television, and print advertising
Voting privileges at the annual general meeting
Product development and packaging
Additional advertising opportunities are available including:
• Guide and Website - four levels with related benefits: $400, $500, $750, $1,500
• Self-Guided Tours - promoted in the Guide and on the website (Spring Drive,
Country Soul Stroll, Countryside Drives), $150
• Country Christmas - promotion in the guide and on the website (seasonal events,
artisans, shopping, overnight stay packages), $150
• Country Cuisine – two events, Taste of Summer and Tomato Fare, that promote
regional chefs, restaurants, and producers, $150
• Event Listing - promoted in the guide and on the website for individual partner
events, $125
In addition to membership fees, the partnership receives funding from sponsors and
educational programs. Sponsors include: the Rural Alberta Development Fund, Travel
Alberta, Government of Alberta, suppliers, media, five counties, and a number of
villages, towns, and cities. Program funding is derived from the Edmonton’s Countryside
Recommended Experience Program which enhances operator skills in the areas of
experience development, customer service, and marketing. This program takes one year
to complete and is open to 30 members each year at a fee of $350. Those completing the
program receive an identification package including a logo for their website, business
stationary, and promotions. There is also a marketing workshop for $30 and a website
development program for $700.
Phone: 780-761-0062
Website: www.edmontonscountryside.com
5.2
Communities
The community comparables provide examples of projects that emerged from the work of
planners, designers, developers, academics and others who are educated in sustainable
food issues, using their knowledge to address the planning and development of cities and
communities to address sustainable food system goals. As such, these comparables
provide an example of sustainable living that has far reaching social, economic, and
environmental benefits. While these projects do not often track tourism visitation and
expenditures, they have been capturing the attention of government representatives and
members of the public committed to sustainability.
54
5.2.1
The Stop, Toronto, Ontario
Underlying all of The Stop’s efforts is the view that food should be a basic human right.
Located in Toronto’s west end, The Stop works to increase access to food in a manner
that maintains dignity, builds health and community and challenges inequality.
From its origins as one of Canada’s first food banks, The Stop is now a thriving
community hub where residents participate in a broad range of programs that provide
healthy food, as well as foster social connections, build food skills and promote
engagement in civic issues. Among the busy initiatives are community kitchens and
gardens, cooking classes, drop-in meals, peri-natal support, a food bank, outdoor bake
ovens, food markets and community advocacy.
In 2009, The Stop opened The Green Barn, a sustainable food production and education
centre with a 3,000-square-foot greenhouse, commercial kitchen, classroom, sheltered
garden and composting facility. School visits and an after-school program offer hands-on
opportunities for children to learn about the food system.
Components include:
• Community Gardens - an 8,000 square foot garden at Earlscourt Park and a
Greenhouse and Sheltered Garden at The Green Barn. These sites yield over 4,000 lbs
of fresh organic produce for programs every year, and engage residents and visitors of
all ages in learning how to use environmentally-friendly methods to grow fresh, local
produce year-round
• Community Cooking Program - brings people together to socialize and learn how to
prepare nutritious, culturally diverse and inexpensive meals. Communal cooking
groups bring people together to learn, cook eat and socialize
• Bake Ovens and Markets - bring residents and visitors together around fresh, healthy
food. The Good Food Market at The Stop features affordable, local food and free
pizza-baking session at an outdoor wood-fired oven. The Green Barn hosts a year
round Farmers’ Market and community bake oven
• Food Animators - initiate community gardens, kitchens and fresh food markets to
increase access to healthy food and build community
• Food Bank - provides community members with a three-day supply of food once a
month. The program places a high priority on providing as dignified an environment
and as high quality food as possible
• Drop-in - a safe welcoming place where community members can enjoy nutritious
food, meet others and access information on social issues and community resources
• Healthy Beginnings and Family Support - is a pre-and post-natal nutrition and support
program for pregnant women living on low incomes
55
•
•
•
•
•
•
Sustainable Food Systems Education Program - teaches children from local schools
where their food comes from with hands-on cooking and growing activities matched
to the Ontario school curriculum
Community Advocacy Program - trains peer support workers’ to provide one-on-one
assistance to community members to provide advocacy and assistance in accessing
social services
Civic Engagement Department - supports community members to speak out about
and work together on issues of poverty, hunger and inadequate income in the
community
Green Barn - is a satellite site and includes a year round greenhouse, sheltered garden,
bake oven, compost demonstration project, community kitchen, a classroom and a
weekly farmers’ market
Tours – self-guided and guided tours of the site are available to the public. Monthly
tours of the site and the Green Barn are offered throughout the year from Monday
through Saturday between 10:00 am – 5:00 pm. Larger groups can reserve in
advance. Typically, tours last between 45 minutes to one hour. While tour
participants are asked to make a donation of their choice, large group members are
asked to contribute $10 each. In addition to the foregoing, there are also informal,
self-guided open-houses on Fridays and Saturdays from 10 am to 1 pm at the Green
Barn
Events – there are a number of events that run throughout the year including:
o Cooking classes - for residents and the general public
o Team building events - such as Iron Chef-style competitions and cooking
classes
o Third party events - that raise funds, increase the public’s awareness of
programs, and promote community involvement
o Run A Food Drive – to supply community members with a three-day
supply of food once a month, visitors donate unopened, non-perishable
foods
o Food for Change Dinner Series - The Stop’s acclaimed chef Chris Brown,
former Executive Chef of Perigee Restaurant, presents an intimate dining
experience one Thursday each month in the Green Barn. The five-course
meal features local, sustainable food (meal $75, with wine pairing $120)
and offers a chance to experience life in a professional kitchen as a
member of the crew (kitchen crew $100)
Phone: 416-652-7867
Website: www.thestop.org
56
5.2.2
Southlands Community, Delta, British Columbia
The Southlands is a 538 acre site, surrounded by the community of Tsawwassen with
population of 23,000 people. Working closely with the Southlands Community Planning
Team, a dedicated group of local residents, the landowner, and large team of local and
international consultants worked out site plan options that considered how land use,
housing, green space, infrastructure, education, and economic and commercial
opportunity could be related and form a sustainable local food system that strengthens the
economic, social, and environmental aspect of the community.
Community volunteers worked on the design brief by exploring community issues and
reaching consensus on each one. In doing so, the following methods were used:
• Held workshop style meetings about every three weeks with guest speakers to provide
information on various topics
• conducted a field trip to Portland, Oregon to study on the ground examples of the new
urbanism and local agriculture
• hosted a number of open houses for the larger community to present ideas to the
public and to invite feedback
• Organized their objectives under the umbrella of sustainable community:
o Land use for a complete community
o Transportation and mobility
o Housing and green buildings
o Green space, wildlife, and recreation
o Energy, water, and waste
o Agriculture and food
o Education
o Economic opportunity
• Developed a vision statement, “Sustainable agriculture managed by the community
for the health and education of the community”.
• Developed 5 objectives with corresponding strategies:
o Objective 1: Build community through interaction of people with the land
Strategy 1.1: integrate footpaths and cycling trails within the
agricultural areas
Strategy 1.2: establish community gardens and allotment plots
Strategy 1.3: establish a local farmers’ market
o Objective 2: Promote small scale sustainable agriculture
Strategy 2.1: set aside a minimum of one-third of the toal land area for
agricultural development
Strategy 2.2: manage organic soil
Strategy 2.3: produce organic food
Strategy 2.4: conserve soil, water, and other natural resources
57
•
Strategy 2.5: encourage community supported agriculture programs
o Objective 3: Protect the natural habitat for birds and wildlife
Strategy 3.1: plan and build wildlife corridors through developed areas
Strategy 3.2: establish hedgerows between crops and fields
Strategy 3.3: enhance biodiversity by improving and building
ecosystems and habitat
o Objective 4: Create aesthetically pleasing viewscapes
Strategy 4.1: preserve existing 30 hectare, 75 acre forest
Strategy 4.2: plant trees, orchards, and hedgerows
Strategy 4.3: create and resort natural waterways
o Objective 5: Provide educational opportunities relating to sustainable food
production
Strategy 5.1: support the establishment of programs for local
schoolchildren
Strategy 5.2: establish a community kitchen
Strategy 5.3: consider an agricultural internship program
Hosted a public design charette that culminated in the presentation of three options
for a Southlands master plan and decided on the best option which provided that:
o the agricultural land be dedicated to the community and operated by a trust
o legal means would be used to ensure the land would be used in perpetuity only
for farming and agricultural education
o farming would occur at various scales including community gardens, public
allotment gardens, and multi-acre farms growing produce for local markets
o land would be leased to famers who might not otherwise have access to
farmland
o land would be made available for agricultural education and research and
include the Delta School District and other local organizations
o there would be a market square in the hub of the neighbourhood that would
act as a physical, cultural, and commercial link between farming activities and
the community
o the market square would include the Kwantlen Polytechnic University Centre
for Urban Agriculture (aimed at teaching small scale farmers), a farmers’
market, an arts and cultural centre, culinary education kitchen, range of
commercial outlets, and live-work residences
The working development plan for Southlands has preserved more than two thirds of the
land for local agriculture, wildlife, community recreation and pathways.
Website: www.imaginesouthlands.ca
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5.2.3
South East False Creek, Vancouver, British Columbia
Based on agricultural urbanism design principles, including celebration of food, multiuse, and ecological health, South East False Creek (SEFC) and the Vancouver 2010
Olympic Winter Games designed a development around urban agriculture. The 80 acre
site attempted to utilize every potential space for an agricultural purpose and advance
toward the goal of becoming a sustainable and complete community that offered 16,000
residents most of what they needed.
The study team used a food system approach to define urban agriculture broadly and
include food production, food processing, and distribution. They planned to be a model
of energy efficiency and sustainable urban development and set the following
fundamental goals:
• Reduce energy and material consumption and the production of wastes
• Preserve the viability of ecosystems and halt the loss of biodiversity
• Ensure economic viability and vitality
• Strengthen social networks and enhance the quality of life for everyone in the
neighbourhood
• to be a “model” for future urban developments
Within the context of these goals, they developed the strategy including nine strategic
objectives that will help achieve the goals and for each objective they developed a
number of strategic actions and policy directions.
Objective #1 - Increase the physical capacity of the SEFC neighbourhood to support the
growing of food:
• Create public community gardens in the Parks, public open space (including some
boulevards in street rights-of-way) and school grounds in SEFC
• Design private (backyard) and semi-private (strata) gardens at grade for maximum
solar access and ensure soil is free from contamination and of a high quality for
agriculture
• Develop the podiums and rooftops of buildings (especially concrete buildings) in
such a way as to support greenhouses and/or rooftop gardens capable of supporting
the growing of food
• Provide balconies for as many units as possible, especially on the east, south and west
face of buildings
• Create food gardens for students and the surrounding community on school grounds
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•
Provide regulatory support and program internal areas of some buildings to support a
range of appropriate food production facilities, including: agricultural technology or
facilities, aquaculture systems and bioponics
Objective # 2 - Increase the amount of food grown in SEFC, privately and commercially:
• Establish accountable local organizations to manage public community gardens to
ensure they are developed and maintained in a fashion appropriate to a highly used
public space
• Work with school administrators to encourage the development and use of gardens on
• school grounds and the integration of these spaces into the educational activities in
the school
• Provide information and support to strata councils and other building groups or
companies to encourage the growing of food in private (or semi-private) gardens,
balconies, rooftop gardens or greenhouses
• Support the establishment of small companies or other organizations that can
effectively and appropriately use interior spaces of buildings, parkades or rooftops to
grow food for profit through a variety of means, including aquaculture, bioponics or
through other agricultural technology (some of these techniques should begin as
demonstration projects and if found to be successful expanded to other areas /
buildings)
• Develop information resources and guidelines for the Parks Board, City staff and
building owners and managers to use when designing or managing landscape areas to
support the use of edible landscaping principles
• Use edible landscaping strategies when selecting plants for the landscape plans of
development parcels, parks and open space areas
• Develop management policies for farmers markets located in SEFC to encourage the
identification for shoppers what food for sale has been grown in SEFC
• Consider encouraging commercial food processing facilities or restaurants in SEFC to
grow or purchase food, herbs or other agricultural products grown in SEFC
• Encourage companies in SEFC to establish eco-industrial network (EIN) relationships
and look for opportunities to use food production to address the supply of materials or
management of waste flows (i.e. compost organic wastes from one company and use
the resulting soil to grow flowers for the tables of a nearby restaurant)
• Encourage local grocery stores to consider selling locally grown produce
Objective #3 - Increase the amount of food consumed in SEFC that is produced both
organically and as close to SEFC as possible:
• Promote the benefits of locally produced organic food, possibly undertaken in
conjunction with the Vancouver Richmond Health Board or other agencies
• Encourage school curricula writers to explore issues surrounding production of
locally produced organic food
• Provide information to SEFC residents and businesses on the benefits and best
management practices for growing organic produce
Objective #4 - Increase food-related economic development initiatives, including
increasing the local processing of food consumed in SEFC:
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•
•
Plan, zone and design buildings in the area for commercial food related activities
(grocery stores, aquaculture, bioponics, food processing facilities, incubator or
educational facilities, and emergency food service infrastructure)
Provide incentives to encourage small food processing companies to locate in SEFC
where appropriate
Objective # 5 - Increase the capacity of SEFC to provide or support basic food security
initiatives for local Vancouver residents in need:
• Provide subsidized space and training for low income residents in SEFC’s public
community gardens
• Encourage donations of some food produced in at SEFC to Food Banks or other
organizations and/or to emergency food relief
• Encourage the use of edible landscaping principles in all public areas
Objective # 6 - Encourage urban agriculture practices as a strategic approach to managing
waste flows in a more sustainable manner:
• Utilize urban agriculture practices as a strategic approach to managing waste flows
• Provide information and assistance to groups overseeing the management of public
community gardens or school gardens regarding composting of landscape litter and
other organic wastes and their re-use in the garden areas
• Promote the composting facilities in private backyards, rooftop gardens or
greenhouses
• Utilize heat pumps to move excess heat from interior spaces of buildings to
greenhouses, where this approach is cost-effective
• Develop aquaculture and/or bioponic facilities to utilize organic waste flows from the
neighbourhood as food or nutrient streams for economic gains
• Promote the establishment of an eco-industrial complex or eco-industrial networking
relationships between businesses in SEFC
Objective # 7 - Increase the technical capacity, skills and knowledge of all stakeholders
relating to innovative urban agricultural systems:
• Retain the control of some land at SEFC (at least for a few years) and either:
o invest directly in demonstration projects to demonstrate the feasibility of
novel technologies such as tank-based aquaculture/bioponics and/or a smallscale urban commercial greenhouse operated organically and retailing directly
to the public, and/or
o request proposals from urban agriculture entrepreneurs/NGOs to establish
novel demonstration projects with multiple benefits and develop detailed
agreements that ensure the projects are conducted according to established
City goals
• Partner with academic institutions and NGOs to develop a food incubator that trains
and provides support for food entrepreneurs
• Hire an urban agriculture expert/animateur that would provide advice, training,
coordination and research support to gardeners and small-scale commercial operators
Objective # 8 - Encourage the celebration of food and the local food system:
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•
•
Program food-related events at the local neighbourhood centre and/or school and
other public open spaces in SEFC
Encourage the establishment of outdoor farmers markets to celebrate local food and
farmers
A related objective, but one over which the City has little influence, is:
Objective # 9 - Encourage food consumed in SEFC that is produced in other regions or
countries to be food produced through ethical and environmentally sustainable business
practices:
• Provide and encourage the provision of information to consumers regarding fair trade
and sustainable farming practices
In addition to these strategies specific to each objective, there were a number of actions
that assisted with co-ordinating and linking an overall strategy:
• Provide a clear policy statement regarding which urban agriculture options the City
will encourage at SEFC so that all stakeholders are clear about the city’s level of
commitment to sustainable food activity
• Review regulations and bylaws that currently restrict urban agriculture and negotiate
changes or flexibility in interpretation
• Create new regulations, bylaws and design guidelines that require or encourage those
urban agriculture practices (or opportunities) deemed appropriate for SEFC
• Incorporate urban agriculture into the site planning and design process for new
residential and commercial buildings/projects at SEFC
• Use public buildings and land for demonstration projects that might include a smallscale commercial greenhouse at grade, an eco-industrial food complex, an
aquaculture/biponics project, and a commercial rooftop garden
• Draft a package of incentives, including density bonusing/additional FSR, DCL/CAC
reductions, taxation credits to encourage private developers to include urban
agriculture opportunities in their designs
• Partner with non-government organizations to develop training modules for staff,
designers and urban gardeners
• Start with the easy options, and work with stakeholders to build success and support
before moving on to more difficult options
• Develop a neighbourhood culture that celebrates local food, agriculture, organic
production and biodiversity so that urban agriculture becomes an acceptable part of
the urban environment
In addition to the foregoing strategic objectives, SEFC also developed evaluation criteria
to measure performance. These indicators follow:
• Social – food self-sufficiency, social interaction and recreation, health and diet,
education, impact on other land uses/users, resident participation
• Environmental – stormwater management, use of wastes, energy conservation, impact
on local travel, water conservation, creation of oxygen, effect on air quality,
biodiversity
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•
•
Economic – capital cost and return on investment, long term maintenance cost,
impact on adjacent land value, job creation, economic development
Other – ease of implementation, ability to transfer technique to another community,
ability to change to another land use if unsuccessful, achievement of multiple
objectives, innovation
Thus, with facilities created for the preparation and celebration of food, spaces available
for demonstration, and a marketing strategy, the community worked to leverage the
benefits of agricultural urbanism to enhance all areas of the community and become
economically, environmentally, and socially sustainable.
Today, the site is known as “the greenest neighbourhood in North America” and
demonstrates how agricultural urbanism principles can enhance the livability of a
community and the quality of life of its inhabitants. Situated on a downtown waterfront
site, it is a highly dense urban neighbourhood with 148 dwelling units/acre and includes
residential, live/work, retail, and office uses, and public amenities.
The site has managed to include food growing and access to local food in the following
ways:
• At least 30% of residences are required to have 24 square feet of access to growing
spaces
• Much of the growing spaces are accommodated through green roofs on the site
• The site includes 24,000 square feet of a community demonstration garden
• The neighbourhood is within a 10 minute walk from Thorton Park Farmers Market,
which operate every Wednesday from June to October
• The public plaza on the site is designed to accommodate a future farmers market,
with water and electrical fixtures
5.2.4
Prairie Crossing, Grayslake, Illinois:
Prairie Crossing is a widely acclaimed conservation community in Grayslake, Illinois.
The community was designed to combine the preservation of open land, easy commuting
by rail, and responsible development practices. It is now considered a national example
of how to plan communities to enhance the environment and support a better way of life.
Originally, the land that is Prairie Crossing was purchased in 1987 by a group of
neighbors who wanted to preserve open space and agricultural land. They formed a
company with the goal of developing this beautiful 677 acres responsibly, with a total of
only 359 single-family homes and 36 condominiums. George and Victoria Ranney, a
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husband and wife team, have guided the development of Prairie Crossing since its
inception.
Prairie Crossing has been nationally recognized for its innovations in planning and
community design. It has been featured in the New York Times, the Wall Street Journal,
the Chicago Tribune, the Daily Herald, Landscape Architecture, and the National
Geographic. Its houses and native landscaping have been highlighted in Country Living,
Midwest Living, and Better Homes and Garden's Perennials.
Ten important principles established by the community's founders have guided Prairie
Crossing since its inception. Together, these guiding principles provide the framework
for a way of life that respects the environment and enables residents to experience a
strong connection between community and the land:
1. Environmental protection and enhancement - land was purchased to safeguard its
open spaces. 350 of its acres are legally protected from development. Prairie Crossing
is part of the Liberty Prairie Reserve, over 5,000 acres of publicly and privately held
land that includes nature and forest preserves, farms and trails. Greenways have been
constructed and houses placed to protect the environment, native vegetation and
wildlife of the Midwest.
2. Healthy lifestyle - more than ten miles of trails, a stable, and a large lake with beach
and dock provide opportunities for healthy outdoor exercise. The farm supplies fresh
organic vegetables, flowers, and fruits to the community. Individual garden plots are
available at a small cost. Lake Forest Hospital has built a new facility in the
community.
3. Sense of place - squarely rooted in its central Lake County location, the landscape
and architecture are inspired by the prairies, marshes, and farms of the area. Streets
are named after prairie plants and early settlers who frequented the site. House colors
are derived from the native landscape. The community buildings - historic barn,
schoolhouse, farmhouse - remind residents that others have lived on this land before,
and that others will live here after them.
4. Sense of community - in the belief that community and conservation can go hand in
hand and the trails and gardens of Prairie Crossing are designed to be places where
people can meet to enjoy and care for the land. The Homeowners Association has
taken responsibility for the community amenities, design review, and other aspects of
community life at Prairie Crossing. Volunteer stewardship activities are organized by
the Liberty Prairie Conservancy, which conducts environmental programs throughout
the Liberty Prairie Reserve. From the outset Prairie Crossing has sought to work
collaboratively with its neighbours, seeking to achieve unusual synergies with
homeowner associations, public officials, and local businesses. In addition to the
foregoing, the residents of Prairie Crossing celebrate their community and its pastoral
heritage through seasonal celebrations, such as the Spring Equinox Bonfire, Summer
Solstice Gathering, Autumnal Equinox Gathering and Harvest Festival, Prairie
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Crossing Zucchini Festival, Thanksgiving Harvest, and weekly farmer's market.
Other events pepper the warmer months, such as animal demonstrations, featured
crop day, hay bale playground, hikes, and small concerts.
5. Economic and racial diversity – the community welcomes residents of all races and
income. Its founders believe that a mix of incomes and races is essential to the future
of society and have attempted to keep costs and prices down so that some homes will
be within the range of families needing affordable housing.
6. Convenient and efficient transportation – located approximately an hour from
Chicago by train or car, the community offers rail service to Chicago and O'Hare
Airport from two stations adjoining the site. Prairie Crossing lies within a triangle of
three major roads: Routes 45, 137, and 120. Trails lead to the train station, the
College of Lake County, the University Center of Lake County, the Liberty Prairie
Reserve, Grayslake High School, and local stores and restaurants.
7. Energy conservation - homes at Prairie Crossing have been constructed with
techniques that reduce energy consumption by approximately 50 percent in
comparison to new homes in the area. Community-wide recycling and composting
programs are in effect. The community is designed to encourage walking and biking
as alternatives to short trips by automobile. A wind turbine provides power to the
farm. The new buildings of the Charter School are designed to Leadership in Energy
and Environmental Design (LEED) standards.
8. Lifelong learning and education - the Charter School offers elementary education
based on an environmental curriculum to children from two local school districts.
Informal learning takes place at the Liberty Prairie Conservancy, the Prairie Crossing
Institute, the Farm and the Byron Colby Barn community center. The College of Lake
County and the University Center of Lake County are both located within two miles.
9. Aesthetic design and high-quality construction - professionals who are highly
accomplished in their fields have been responsible for land planning and architecture.
High standards of design and execution throughout Prairie Crossing are a priority.
Prairie Crossing has received national attention for its beauty and design that
combines town and landscape planning.
10. Economic viability – the community is being developed by families who wish to see
the conservation community concept replicated elsewhere. They have made every
effort to ensure that the project is economically feasible and have carefully budgeted
for long-term success.
A number of interesting facts follow:
• A 1998 Rocky Mountain Institute study, combined with estimates from Building
America, shows that by limiting environmental impacts during construction,
Prairie Holdings saved about $4,400 per lot, for a total of $1.4 million
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•
•
The organic farm has been in production for over seven years, selling into local
and north suburban Chicago markets with a revenue of over $90,000 per year
Prairie Crossing's development team, community leaders, and the Conservation
Fund formed a partnership to establish the Liberty Prairie Conservancy, a
community stewardship organization that manages the 2,500-acre Liberty Prairie
Reserve and coordinates volunteer habitat restoration and environmental
education programs for residents and visitors. The Conservancy is financially
supported through membership dues, program grants, and operating support from
the Liberty Prairie Foundation. The Foundation, which was organized as a
separate entity by the partnership, receives funds generated by a transfer fee at the
initial sale and resale of every house at Prairie Crossing, provided through deed
restrictions; as well as from tipping fees on an adjacent landfill that generates
$300,000 per year.
Phone: 847-548-5400
Website: www.prairiecrossing.com
5.2.5
Serenbe, Chattahoochee Hill, Georgia:
Serenbe occupies 40,000 acres of rural Georgia and is one of the last undeveloped
stretches of land in the Atlanta area.
The founders include Marie and Steve Nygren, with hospitality backgrounds, Nan and
Rawson, with a longtime interest in the arts and a solid background in business, and Ryan
Gainey, an internationally know garden designer. Together, they sought to protect this
land from the typical growth patterns of urban sprawl and merge ecologically sound
sustainability principles with the design philosophies of walkable neighborhoods and
built a community for residents of a wide range of economic and cultural diversity.
The development team included professionals with expertise in: interior design,
architecture, construction, consulting, organic farming, and education. Together with the
founders, they developed Serenbe on traditional values and the principles of
environmental sustainability:
1. Development Design - buildings designed to flow with the terrain, accessible
pathways to encourage walking, native plants and organic landscaping techniques.
2. EarthCraft Houses - all homes are built to the standards of the EarthCraft House
Program. These standards include energy efficiency, low maintenance, air quality,
water conservation, and resource-efficient building materials and systems.
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3. Wastewater Treatment - using newly designed, yet inexpensive reuse water
techniques, treated effluent water is reused for irrigation and future water supply for
toilets. Other wastewater is treated in a two-stage chemical-free passive system that
incorporates non-disruptive filtration and dispersion.
4. Storm Water Management - storm water runoff is directed into natural systems of
vegetated filter strips and shallow channels of dense vegetation. These natural filters
remove pollutants while dispersing water flow.
5. Organic Farming - Serenbe Farms is a 25-acre working, organic farm located at
Serenbe and part of the national Community Supported Agriculture partnership,
Serenbe Farms provides organic produce throughout Atlanta and The Chattahoochee
Hill Country.
6. Land Preservation - The 900 acres of Serenbe lie in the heart of 40,000 acres
protected with a master plan that calls for 80% green space. Building sites are limited
to 220 homes, including live/work spaces, and commercial buildings.
7. Quality of Life – a community of private gardens and public farms, trails for
walking, hiking and biking that connect with a future 98-mile regional greenway
system, Serenbe Stables, nationally known artists exhibiting in the art gallery, outdoor
performances, films, lectures and readings.
Businesses and other organizations in the community include:
• One accommodation property - The Inn at Serenbe
• Three restaurants utilizing local product - The Farmhouse at Serenbe (southern
cuisine), The Hil (licensed, classic American menu), and The Blue-Eyed Daisy
Bakeshop (casual eatery)
• A number of shops, galleries and art programs:
o BLUE MedSpa - chosen as one of the “Top 55 Hot New Spas Worldwide” by
Conde Nast Traveler and a “Top 3 Medical Spa” by readers of Spa Magazine
o Bloom - handcrafted lovelies, vintage finds, unique accessories, and other
treasures from local artists and craftsmen
o Fine Arts Workshops - education workshops in the visual arts and writing for
emerging and established artists and lifelong learning students
o Gloriosa - special event and wedding designer for the Inn at Serenbe
o Hill Country Carts - golf cart rentals
o Yoon Hang Kim, MD - integrative medicine consultation and medical
acupuncture
o Me... Jane - a charming place where art, wine, cheese, chocolate and artisan
breads come together, along with visual and performing artists
o Newington Gallery - fine art photography gallery
o Paisley Salon – hair salon services for men and women
o Peachtree Bikes - bike purchases and rentals
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•
•
o Repurpose - consignment boutique of rare and fine décor to objet d'art to
simple gifts
o Sara Anthony Photography - fashion photographer specializing in seniors,
editorial, commercial & child photography
o Serenbe Photography Center - photography workshops for amateur to
professional photographers
o Serenbe Playhouse - opened in the summer 2010 with three performances for
its inaugural season
o Serenbe Stables - a boarding and lesson facility offering a premier equestrian
experience for twenty horses and owners
o StudioSwan - exhibitions featuring paintings, photography, sculptures
o Together Portrait Studio – photography, fine art printing, and professional
quality scanning
Serenbe Farms - a certified organic farm with over 350 varieties of vegetables, herbs,
flowers, fruits, and mushrooms. All produce is distributed within 40 miles of the farm
through a 110-member CSA program, Serenbe farmers market and artists market, and
local restaurants. In addition, the farm offers an education program for future farmers
that includes a full season apprenticeship program, tours and group programs, and
volunteer opportunities
Serenbe Institute - a non-profit, tax-exempt community organization that presents,
promotes, and facilitates a wide range of programs and events that complement its
mission to cultivate the community’s creative, intellectual and ecological qualities.
The Institute has five committees that help organize programs including the visual
arts, performing arts, traditions, fellows, environmental issues committees. In
addition to regularly scheduled programs and events, the Institute offers an artist
residency that provides room, board, and work space at a general stipend of $350 per
week.
Phone: 770-463-9997
Email:[email protected]
Website: www.serenbe.com
5.3
Leading Edge Resources
Two firms actively engaged in agricultural urbanism programs with communities include
Duany Plater Zyberk & Company in the United States and HB Lanarc in Canada.
5.3.1
Duany Plater Zyberk & Company
A leading edge company (www.dmz.com) that is 30 years old, Duany Plater-Zyberk &
Company (DPZ) is a major leader in the practice and direction of urban planning, having
designed over 300 new and existing communities in the United States and overseas.
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5.3.2
HB Lanarc
HB Lanarc (www.hblanarc.ca) is a leading planning and design firm helping to create
complete, attractive, ecologically resilient, and prosperous communities in British
Columbia and across North America. Our mission is to produce planning and design
solutions for a sustainable future.
5.4
Comparables were drawn from agricultural tourism products/programs for travellers and
communities seeking to build sustainable futures for their citizens. Both offer lessons
learned for the Town of Taber.
The tourism programs have attracted operators that offer an interesting experience for the
visitor including: attractions, events, overnight accommodation, restaurants, unique
shops, and spa activities. Many have learned that participating businesses must be
market ready and offer services to assist their members to achieve this with such
initiatives as training courses and assistance with website development. In addition,
program managers oversee reasonably priced promotional activities for their members,
ranging from to developing tours and routes, website development and preparation of
printed materials to representing the consortium at consumer and trade shows. Most
programs have a solid organizational structure that includes a Board of Directors,
Executive Director, Administrative Assistant, and volunteers. Typically, these
organizations rely on public funding to cover operational costs, particularly in the start up
phase.
The Town of Taber shares quite a bit in common with the communities committed to
sustainability. Most recently, the Town adopted a Sustainability Plan targeting five broad
dimensions of sustainability (economics, governance, social, culture, environmental
integrity) with four strategy areas (social participation, recreation and leisure, downtown
revitalization, sustainable community design). However, some of the comparable
communities have adopted agricultural urbanism projects that require the involvement of
a much larger audience including: the municipality, community stakeholders, developers,
educational institutions, and designated professionals across a wide spectrum. These
projects demand education for and consensus building amongst all stakeholders. They
are driven by resident demand for sustainability, quality of life, and healthy living.
Agricultural urbanism projects speak to the growing trends in the marketplace with
respect to local food, nutrition, and sustainability. These trends are already having an
impact on tourism globally. It will be important for Taber to capitalize on these trends
and offer a tourism product that appeals to this broader market spectrum.
Measurement has been identified as important by representatives for both types of
comparables to gauge both the achievement of goals and objectives and the return on
investment for their stakeholders.
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6.0
Tourism Strategy and Development Plan
The tourism development strategy for the Town of Taber focuses on increasing the
economic value of tourism for the community (and surrounding area) while at the same
time enhancing resident quality of life. The overall goal of the strategy is to attract more
people to businesses, activities, and tourism experiences in the community and
surrounding region, thereby increasing the economic success of the community.
The strategy is dependent on increasing the supply of tourism product, successfully
matching market demand for tourism experiences with those the community has to offer,
attracting the visitor, and delivering an exceptional experience. As the Town is just
embarking on developing its tourism potential, most of the strategy and development plan
will be comprised of start up activities including: organizing for tourism, developing
tourism assets, and working with operators to become market ready.
Background
The role of agriculture and food production in our society is under increasing scrutiny, as
issues arise ranging from obesity and related nutrition concerns to food security. The
debate around food related issues in the last two to three decades has also tracked and
recorded many substantive and positive trends:
•
•
•
•
•
The growth of organic food production, notwithstanding its premium pricing
The success of new grocery retail outlets for organic, healthy and specialty foods
The “buy local” movement, of which buying directly from farmers/producers within
100 miles of home is a part
The worldwide success of culinary tourism, based in part on the interest of markets in
sampling local cuisine as part of a cultural experience
The media interest in food ranging from the now venerable Food Channel to CNN’s
Eatocracy series aired last week.
These are all exciting trends from Taber’s perspective. Designated by CB Ltd. as the
agricultural centre for the southern touring route, Taber has the opportunity position itself
to match its agricultural history and strengths to the strong market interest in the food
area.
6.1
Vision
The vision for tourism in the development strategy sets the overall direction for the
Town. It is recommended the vision statement read:
The Town of Taber showcases the past, present, and future of food production through
stories, demonstrations, and culinary experiences.
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6.2
Guiding Principles
To guide the implementation of the tourism strategy and development plan, the following
principles are recommended:
• The Town of Taber will direct human and financial resources toward the design and
construction of tourism related facilities that support themes recommended by this
report
• Stakeholders will The Town of Taber will work collaboratively with to establish
Taber as the agricultural tourism centre of the region, develop a Tourism Advisory
Committee, and implement the tourism strategy and development plan (note: key
stakeholders include: public, private, and not-for-profit organizations in Town and the
Municipal District of Taber, CB Ltd., Alberta Tourism, Parks & Recreation, Alberta
Agriculture & Rural Development, Travel Alberta)
• The Town of Taber will incorporate the tourism strategy into their economic
development plans
• Municipal bylaws should support the preservation of heritage buildings and use of
agriculturally themed signage
• Sustainable tourism will be pursued where tourism resources are not compromised,
residents participate in tourism decisions, and opportunities are available to individual
entrepreneurs and stakeholders
• Activities and development considered for tourism must contribute to quality of life
for residents
6.3 Strategic Product Development Priorities
Based on these criteria, the priority actions should start with developing an anchor
attraction, and strengthening the downtown and the highway. These are the initial
products that will establish a strong foundation for tourism sector growth. Additional
actions include expanding the events and festivals program, facilitating tourism business
development, and developing an organization that will be devoted to growing the
industry.
6.3.1
An organizational structure will be required to implement the tourism strategy and
development plan. This organization should be multi-faceted and include representatives
from the public, private, and not-for-profit sectors.
6.3.1.1 Tourism Organization
The Town should lead the development of a Tourism Advisory Committee and designate
an employee to sit on the Committee as the municipal representative. This individual
would be responsible for ensuring there is adequate budget for the plan, making updates
to the Town website as the plan progresses, and recruiting the most appropriate people to
serve on the Tourism Advisory Committee.
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It is recommended the Committee be comprised of representatives from each of the
following sectors:
• Town of Taber
• Municipal District of Taber
• Attractions Sector (two appointed members representing the commercial, heritage,
industrial, recreational, and entertainment sectors)
• Campgrounds
• Parks
• Restaurants
• Ex-officio members:
– Alberta Tourism, Parks & Recreation
– Canadian Badlands Ltd.
It is further recommended the Committee elect a Chairperson that would help facilitate
implementation of the tourism strategy and encourage members to assume responsibility
for each of the strategic priorities. To facilitate implementation, the Committee would
become familiar with the strategy and development plan, participate in a workshop
session on agricultural tourism and urbanism, and develop terms of reference for their
activities. Members of the Committee would form sub-committees with their sector
counterparts to share responsibility for implementation. This approach would benefit the
community in a number of ways – distributing the considerable workload, engaging the
entire business community, capitalizing on knowledge and experience of participants,
increasing the probability of buy-in, and so on. In accepting this responsibility, all parties
would be expected to liaise with strategic partners as required.
In addition to the foregoing strategic priorities, the Tourism Advisory Committee should
be also be responsible for:
• Researching applicable grant programs and assisting with / submitting applications
• Preparing a marketing plan
• Developing measures to monitor the growth of the tourism industry in Taber
• Assisting with fundraising for the Agricultural Interpretive Centre, subject to project
feasibility
6.3.2
Adopting Agricultural Urbanism Principles
To make the transition to a community and economy that embraces agricultural tourism,
the Town of Taber should develop an integrative set of community planning and
development principles that can be used to guide decision-making.
Although a relatively new field, insight on planning guidelines that could inform this
transition process is available through the relatively new agricultural urbanism
72
movement. For example, broad design guidelines for agricultural urbanism projects
(source: http://www.agriculturalurbanism.com/characteristics.php) include:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
A strong food-agricultural identity
Protection of farmland in perpetuity for farming in the form of trusts or covenants
registered on title
Connection to the surrounding community in terms of road and trail connectivity,
views, and events
Integration not separation of people and land that requires well planned and designed
transitions
Intelligent agriculture systems
Urban agriculture
Full scope of food system land uses, from food-oriented commercial and processing
areas to community gardens and kitchens
Education and training programs for how to grow, preserve, and prepare foods
Architectural and landscape character that is agriculturally inspired
Design for food-related events
Innovative green infrastructure systems (water, stormwater, energy and waste)
Enhancing ecosystems and habitat through thoughtful landscape design and
restricting development footprint on ecologically sensitive areas
Increase access to land for farmers through farmer access agreements and affordable
long-term lease rates
Leveraging the food and agriculture program with other sustainability goals
These can, with suitable adaptation, be adopted to provide the framework for proceeding
with agricultural tourism initiatives for Taber.
6.3.3
Developing the Tourism Experience
To offer a desirable tourism experience, the Town will need to develop an anchor
attraction, welcoming entrance, appealing downtown, additional events, and market ready
businesses.
6.3.3.1 Anchor Attraction
An agricultural anchor attraction is required to serve as the major travel generator for the
Town of Taber. It will motivate visitors to select Taber as the destination of choice and,
in combination with a vibrant downtown and other assets, encourage people to stay
longer to enjoy and appreciate the community.
We envision the anchor attraction to be an Agriculture Interpretive Centre that would
feature stories and interpretive experiences related to the past-present-future of
agriculture. Themed culinary experiences would also be available at the Centre.
Building on the collection currently housed at the Taber Irrigation Impact Museum, the
‘past’ would share the history of agriculture and irrigation in the Taber area,. The
73
‘present’ would educate the visitor about the elements of the food and agricultural system
and provide an interactive hands-on experience for the customer including outdoor
organic gardens and greenhouse and an indoor farmer’s market, retail outlet with Taber
made product, and restaurant. The ‘future’ would be described through such features as a
model of organic vertical farming that incorporates agriculture into buildings, case study
demonstrations showcasing how urban centres can provide locally grown food to citizens
in a sustainable manner.
The Centre would also be home for the Visitor Information Centre, providing information
on experiences in the Town and surrounding area. It would also offer a small theatre that
could be used to provide films and presentations on provocative and popular topics in
agriculture and also provide a venue for community events.
Construction of this agricultural centre offers an opportunity to incorporate a
training/education component. For example, one could consider a community kitchen to
to educate entrepreneurs about processing and packaging ‘Made in Taber’ food products
for sale to the public. Such a kitchen or similar facility could also serve as a field station/,
training centre for students in college hospitality programs. Exploration of the
training/education opportunities should be explored with Alberta Agriculture & Rural
Development as well as appropriate community colleges.
It is noted the second phase of the tourism project will include detailed concept
development and feasibility study. Should the Centre be considered feasible, it is advised
the Centre select a unique name such as ‘Foodtopia’ or ‘Agrilicious’ that communicates
the concept in an exciting manner thereby capturing the attention and curiosity of the
prospective visitor.
6.3.3.2 Entrance
In addition to planting trees along the highway corridor, it is recommended the Town
commission a business to design banners, a landscape feature, and both informational and
directional signage. The banners should display the Town logo and run along the
highway from 50 Street to 57 Street. The agriculturally themed landscape feature would
provide a well defined entrance to downtown at 57 Street close to the proposed
Agriculture Interpretive Centre along Railway Avenue. Informational and directional
signage would be placed in advance of 50 Street to the west and beyond 57 Street to the
east to promote key tourism assets and assist visitors with wayfinding. All signage
should communicate the agricultural theme for the Town and conform with provincial
and CB signage programs.
This highway program has a number of advantages including: welcoming people to the
Town, defining the tourism theme, and enticing travellers to pull off the road and spend
some time exploring Taber.
74
6.3.3.3
Downtown
At the present time, the buildings in downtown show tremendous variation in condition
and theme. As a result, the downtown is not “tourism market ready” and requires
significant upgrading to enhance its appeal.
It is therefore recommended the Town and Tourism Advisory Committee work with an
architectural/landscape firm to develop design standards along the agricultural theme and
encourage businesses and landlords to invest and conform to the standards. It is also
recommended the Town explore funding for a mainstreet program. The Town should continue to work on implementing the Downtown and Gateways
Redevelopment Plan, in particular:
• Improving key intersections with bulb-outs
• Finishing the two main entrances at 50 Street and 57 Street
• Planting trees along the Highway 3 corridor
• Developing gateways at 50 Street and 57 Street with welcome signage
Additional features throughout the downtown, especially mainstreet, might include:
plantings in containers, furniture, public art, and licensed mobile food vendors.
Together, these features will improve the look of downtown for both visitors and
residents, appeal to entrepreneurs wishing to establish businesses, and add to the quality
of life for residents.
6.3.3.4 Events and Festivals
The Town of Taber already enjoys significant recognition throughout Alberta with the
‘Taber Corn’ brand and has grown a very successful event around it - the Taber Cornfest.
In addition, the community has had moderate success with community dinners and the
farmer’s market.
It is recommended the Tourism Advisory Committee develop additional events that
capitalize on the ag theme. Such events would celebrate food in a variety of ways such as
harvests, seasonal celebrations, and special gatherings. For instance, there could be a
permanent farmers’ market in the proposed Agricultural Interpretive Centre, a fall festival
after the harvest, a winter event to celebrate Taber made product, and a spring event to
celebrate planting. It is suggested the Chamber of Commerce be responsible for
developing and organizing these community wide events given their success with similar
endeavours to date.
Should the proposed Centre become a reality, it is recommended the Centre be the
preferred venue to host such events.
75
6.3.3.5 Tourism Businesses
It is imperative the Tourism Advisory Committee facilitate programs that assist local
businesses with market readiness. Fortunately, the CB will offer training programs to
member communities in the areas of leadership development, small and medium
enterprise incubation, workforce development, farm and ranch tourism, and customer
quality and value.
In addition to these programs, the Tourism Advisory Committee should make other
programs available to businesses as well. Such programs include:
• Marketing programs at Travel Alberta In-Province
• Industry certification and standards training programs at the Alberta Hotel and
Lodging Association
• Promotional programs such as ‘Dine Alberta’ for restaurant operators (Alberta
Agriculture & Rural Development), ‘Come To Our Farms’ for fruit, vegetable, meat,
and specialty producers (Alberta Farm Fresh Producers Association)
• Hospitality and tourism training programs at educational institutions in Lethbridge
and Medicine Hat
• Customized programs delivered by consulting firms specializing in the tourism and
hospitality industry (e.g. ambassadorship, quality management, entrepreneurship,
market readiness, business planning)
It is important to note the accommodation properties along Highway 3 are relatively
market savvy with respect to tourism and would be advised to form a Steering Committee
that would provide guidance to other businesses in Town. It is anticipated this committee
would be responsible for spearheading the development of hospitality and tourism
standards and helping other businesses improve their products and curb appeal.
Overall, training programs will provide businesses with the knowledge, skill, and attitude
to succeed in the tourism industry. Such programs will also be helpful to entrepreneurs
wishing to develop new businesses such as farm and ranch vacations, guided tours, and
Taber made retail products. In addition, such programs will help businesses develop and
deliver hospitality and tourism industry standards that are expected by the visiting public.
6.4
In this section, an order of magnitude budget for the strategic initiatives is provided along
with a suggested implementation phasing schedule.
Appendix 5 provides a breakdown of the strategic development priorities by action area,
action steps, timeframe, and order-of-magnitude cost estimates.
Table 1 identifies responsibility (L - lead, S - support) for the initiatives.
76
Table 1. Responsibility for Strategic Initiatives
Action Area
Implementing the
Strategy:
Organizational
Structure
Adopting Agricultural
Urbanism Principles
Developing the
Tourism Experience:
Anchor Attraction
Entrance
Downtown
Tourism Businesses
Public
Sector
Private
Sector
Not-For-Profit
Sector
L
S
S
L
S
S
L
L
L
S
S
S
S
S
S
S
S
L
L
77
APPENDICES
APPENDIX 1
TOURISM INVENTORY
Market
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
ID
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
Organization
ABC Art
clothing
Adrenalin Outfitters
clothing
Beary Patch
photography Bembi Studio Ltd
salon
Bladez Hair Studio
salon
Cut Loose Hair Studio
laundry
Dr. Bubble's Laundromat
retail
Fields Stores Ltd
photography Foto Source Taber
Street Address
5304 48 Ave
5105 47 Ave
5303 48 Ave
5224 48 Ave
5302 48 Ave
5213 48 Ave
5031 50 Ave
5206 47 Ave
5316 48 Ave
Town
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Province
AB
AB
AB
AB
AB
AB
AB
AB
AB
A-C
art & collectib Genre Collectibles
5307 48 Ave
Taber
AB
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-C
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
A-H
clothing
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
T1G1S8
T1G1S1
T1G1S1
T1G1S8
T1G1S1
T1G2C6
T1G1R7
T1G1R5
Taber
Taber
Taber
AB
AB
AB
T1G1S7
T1G1S7
T1G1R4
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
T1G1T9
T1G1R9
clothing
Great Garb Boutique
5221 48 Ave
pharmacy
I.D.A.
5204 48 Ave
pharmacy
Johnson's Taber Drug Ltd
5204 48 Ave
candy
Marja's
5215 48 Ave
clothing
Mark's Work Wearhouse
5212 48 Ave
salon
Mopps Salon & Spa
PO Box 4062
entertainment Movie Gallery
5007 47 Ave
entertainment Movie Ticket The Inc
5215 47 Ave
retail
My Favorite Things
48 Ave & 53 St
liquor
Oilmens Liquor
Suite A, 5335 48 Ave
clothing
Outback MotoXtreme
5331 48 Ave
liquor
Palace Liquor Store
5303 47 Ave
flowers
Pat's Flowers
5325 48 Ave
clothing
Penner's Men's & Ladies' Wear
5402 50 Ave
pharmacy
Pharmasave
5120 48 Ave
photography Prairie Agri Photo Alberta Ltd
556 Heritage Rd
liquor
Royal Hotel Liquor Store
5302 49 Ave
spa
Rumors Hair & Tanning Salon
5104 49 Ave
pharmacy
Safeway Pharmacy
4926 46 Ave
spa
Serenity Spa
5223 47 Ave
clothing
Shoe Shoppe
5411 64 Ave
spa
Soulsations Wellness Center
5320 48 Ave
liquor
Sugar Town Spirit
Suite 82, 6200 46 Ave
books
Taber Christian Store
5332 48 Ave
liquor
Taber Cold Beer & Liquor Store
5335 47 Ave
entertainment Taber Video
4704 53 St
retail
Walmart
4500 64 St
pharmacy
Walmart Pharmacy
4500 64 St
church
Anglican Church St Theodore's
5120 44 Ave
church
Canadian Reformed Church
5402 38 Ave
church
Christian Reformed Church
Cor Hackney & Hwy 36
church
Church of the Jesus Christ of Latter Da4709 50 Ave
church
Evergreen Hutterian Brethren
PO Box 4670
church
First Christian Reformed Church
3902 Heritage Drive
church
Jehovah's Witnesses Kingdom Hall
6004 51 St
church
Knox United Church
4929 50 Ave
church
Lutheran Church
4619 56 Ave
church
New Life Church
5120 47 Ave
church
Peace Lutheran Church
4619 56 Ave
church
Reinland Mennonite Church Of Southe4418 52 St
church
St. Augustine's Catholic Church
5009 48 Ave
art
Taber Arts and Crafts Society
Box 4674
church
Taber Church Of Christ
5303 50 St
Postal Code Phone
T1G1S2
(403) 223-1182
T1G1R6
(403) 223-5000
T1G1S7
(403) 223-4940
T1G1S1
(403) 223-3021
T1G1S2
(403) 223-8610
T0J0Y4
(403) 223-0800
T1G 1N3
(403) 360-5584
T1G1R1
(403) 223-1742
T1G1S2
(403) 223-8230
Fax
Email
Website
David Valgardson
Bill Kilborn
(403) 223-8697
T1G1T8
T1G1P2
T1G1R5
T1G2A1
T1G1S2
T1G2B1
T1G1S2
T1G1R4
T1G1W5
T1G0A4
T1G0A4
T1G1A9
T1G1B8
T1G1G4
T1G2E1
T1G 1A2
T1G1K5
T0J0B0
T1G1G8
T1G1R1
T1G 1G8
T1G1A8
T1G 1T4
T1G2E1
T1G 1M2
(403) 223-2497
(403) 223-2233
(403) 223-2233
(403) 223-0060
(403) 223-4311
(403) 223-8362
(403) 223-9600
(403) 223-2969
(403) 223-9043
(403) 223-5855
(403) 223-0789
(403) 223-2190
(403) 223-2515
(403) 223-3501
(403) 223-2245
(403) 223-6444
(403) 223-1303
(403) 223-3634
(403) 223-5984
(403) 223-3395
(403) 223-0202
(403) 223-4818
(403) 223-1197
(403) 223-9131
(403) 223-2241
(403) 223-5050
(403) 223-3458
(403) 223-1349
(403) 223-2417
(403) 223-4584
(403) 223-1399
(403) 223-3233
(403) 223-1589
(403) 223-2106
(403) 223-9222
(403) 223-3939
(403) 223-4111
(403) 223-4557
(403) 223-4111
(403) 223-2556
(403) 223-2226
(403) 795-0887
(403) 223-1300
Contact
(403) 223-3422
(403) 223-3422
(403) 223-9663
Carly
www.outbackmx.com
Beth
(866) 308-7779
(403) 223-9110
(403) 223-1056
www.tabercrc.org
www.tabercrc.org
www.taberunitedchurch.org
www.taborchurch.net
www.tabernewlifechurch.com
(403) 223-2501
C
C
C
C
HCP
HCP
FF
FF
FF
FF
FF
FF
A-H
A-H
A-H
A-H
A-I
A-I
A-I
A-I
A-R
church
A-R
swimming, ca Chin Lakes
A-R
A-R
A-R
A-R
A-R
A-R
A-R
A-R
A-R
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
E
E
E
E
E
E
figure skating, Community
church
church
museum
agri-food
agri-food
agri-food
agri-food
swimming
Taber Congregation of Jehovah's Witn6004 51 St
Taber Evangelical Free Church
5431 48 Ave
Taber Evangelical Mennonite Church
Taber Irrigation Impact Museum
4702 50 St
FritoLay Canada
5904 52 Ave
Lamb Weston
Box 4615
Lucerne Foods
5115 57 St
Rogers Sugar
5405 64 St
AquaFun Centre
4900 A 50 Street
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
AB
T1G 1K5
T1G1S6
T1G1J7
T1G2B6
T1G 1K7
T1G2C9
T1G1X1
T1G 2C4
T1G1T1
(403) 223-9222
(403) 223-2214
(403) 223-1418
(403) 223-5708
(403) 223-3574
(403) 223-3088
(403) 223-3566
(403) 223-3535
(403) 223-4322
Taber
Taber
AB
AB
T1G 2B6
(403) 223-5500
(403) 223-5530
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
T1G 1N9
T1G1S7
T1G1T9
T1G2A1
T1G1G1
(403) 223-5500
(403) 223-4988
(403) 223-4500
(403) 223-8822
(403) 223-2951
(403) 223-5500
(403) 223-5500
(403) 223-0402
(403) 223-2430 [email protected]
(403) 223-5530
(403) 223-5530
(403) 223-5500
(403) 223-8941
(403) 223-3531
(403) 223-3551
(403) 223-5530
(888) 282-5678
(403) 223-8724
(800) 465-7401
(403) 223-5500
(403) 223-5530
(403) 223-3165
(403) 223-3352
(403) 223-3547
(403) 223-4761
(403) 223-2170
(403) 223-2988
(403) 223-2487
403-223-7211
(403) 223-1045
(403) 223-4233
(403) 223-3855
(403) 223-2999
(403) 223-4481
(403) 223-5500
(403) 223-3513
(403) 223-4550
(800) 769-2560
(403) 223-5530
(403) 223-1547
(403) 223-4693
(403) 223-7211
(403) 223-5500
(403) 330-2116
(403) 223-2266
(403) 223-1703
(403) 223-5530
(403) 223-5500
(403) 223-5530
(403) 223-5500
(403) 223-2265
(403) 223-9539
(403) 223-5500
(403) 223-5530
(403) 223-8826
(403) 223-9699
Karen Ingram
www.fritolay.ca
www.lambweston.ca
www.lucernefoods.ca
www.rogerssugar.com
south of Taber
Centre
4720 50 St
soccer, baseb Ken McDonald Memorial Sports Park 7301 50 St
hiking, canoei Oldman River
hiking
Pedestrian Trails
Town Admin
adult club
Oilmen's Club
5335 48 Ave
all age club Shamrock Club
5402 50 Ave
recreation
Taber Bowling Centre
5411 64 Ave
golfing
Taber Golf Club
4909 44 St
skateboarding Taber SkatePark
4820 50 Ave
emergency 911 Service
Town Admin
education
ACE Place Learning Centre
2nd Floor, 5203 49 Ave
emergency Ambulance
Town Admin
bank
ATB Financial
5317 48 Ave
bank
Bank of Montreal
5125 48 Ave
bank
C I B C - Branches
5124 48 Ave
education
DA Ferguson Middle School
5511 54 St
emergency Fire Department
Town Admin
bank
First Choice Credit Union
5227 48 Ave
education
Holy Spirit Roman Catholic Separate R5427 50 St
education
Holy Spirit Roman Catholic Separate R5302 48 St
education
Horizon School Division No 67
6302 56 St
education
Horizon School Division No 67 - ACE P5329 47 Ave
education
Horizon School Division No 67 - Centr 5412 54 St
education
Horizon School Division No 67 - Dr Ha4820 56 Ave
education
Horizon School Division No 67 - L T W5310 42 Ave
emergency Hospital
4326 50 Ave,
health
Lethbridge Community College
5329 47 Ave
judicial
Provincial Court
5126 - 49 Ave
bank
RBC Royal Bank
4818 53 St
environmenta Recycling facilities
Town Admin
bank
Scotiabank
4824 53 St
education
Society For Christian Education
4809 60 Ave
education
Taber & District Community Adult Lear5011 49 Ave
health
Taber Health Centre
5016 48 Avenue
emergency Taber Police Service
Town Admin
media
Taber Tidbits
media
Taber Times
4822 53 St
education
WR Myers High School
5821 53 St
statutory
Canada Day
Town Admin
special interesShow & Shine Car Show
Garden
civic
Taber Annual Parade
Town Admin
ag-tourism
Taber Cornfest
4702 50 Street
ag-tourism
Taber Farmers' Market
Agri-plex
special interesTerry Fox Run
Town Admin
www.tabergolf.ca
Rick Zalesak
T1G1R4
T1G1S7
T1G1S9
T1G1R9
T1G1N1
T1G1S8
T1G1M2
T1G1H3
T1G1Z9
T1G1R4
T1G1L5
T1G1H4
T1G 1B6
T1G1N9
T1G 1R4
T1G 1T6
T1G1W4
T1G1W4
T1G1E9
T1G1V9
T1G 1R8
T1G1W4
T1G1N1
T1G2B6
[email protected]
Cheryl Vandersteen
(403) 223-1408
(403) 223-5530
/www.tabertimes.com
www.taberchamber.com
www.taberagplex.com
Yvonne (403) 223-5
HCP
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
E-H
HM
HM
HM
HM
HM
HM
P
ag-tourism
Alberta Sugar Beet Growers Marketing4900 50 St
Canadian Red Angus Promotion Society
religion
Mennonite Central Committee Alberta 5320 49 Ave
ag-tourism
Potato Growers Of Alberta
6008 46 Ave
SDAA?
Service clubs?
soccer
Taber and District Soccer Association
curling
Taber Curling Club
4712 50 St
ag-tourism
Taber Exhibition Association
6602 53 Street
fishing, huntin Taber Fish and Game Club
special interesTaber Girl Guides
golfing
Taber Golf Club Ltd
4907 44 St
gymnastics Taber Gymnastics
karate
Taber Karate School
Taber Civic Centre
hockey
Taber Minor Hockey
P.O. Box 4795
motorcycling Taber Motorcycle Association
paintball
Taber Paintball Association
photography Taber Photography Club
shooting
Taber Pistol and Revolver Club
7100 50 St
rodeo
Taber Pro Rodeo
Agri-plex
figure skating Taber Skating Club
Box 4471
swimming
Taber Viper Swim Club
Aquafun Centre
TFSC ?
special interesThe Corn Country Cruisers (car club)
volleyball
Wham Sports
5213 51 St
independent, Heritage Inn Taber
4830 46 Ave
independent, Lodge Motel
5203 46 Ave S
independent, Palace Hotel Taber
5303 47 Ave
independent, Royal Hotel
5302 49 Ave
chain, approveSuper 8 - Taber
5700 46 Ave
independent, Taber Motel
5402 46 Ave
civic
Confederation Park
Town Admin
P
P
R
R
R
R
R
R
R
R
R
R
R
R
R
R
R
R
R
R
R
recreation, ca
ag-tourism
recreation
chain
chain
independent
chain
independent
chain
independent
independent
independent
independent
chain
chain
independent
independent
chain
chain
chain
independent
chain
M.D. of Taber Municipal Park
Taber Provincial Park
A&W
A&W Restaurant - Office
Barnwell Restaurant
Boston Pizza
CJ's Mexican Mennonite Restaurant
Dairy Queen Brazier
Ericksen's Fine Foods Take Home
Heritage Inn Taber (Seasons)
Hong Kong Restaurant
Junior's Diner
KFC
KFC - Restaurant
Luigis Pizza & Steak House
Lyle's (2 For 1) Pizza
McDonald's
McDonald's
McDonald's Restaurants
Mediterranean Grill
Panago Pizza
Box 117, Barnwell
1.4 km N of Taber
5015 47 Ave
5015 47 Ave
9 7 Av E Brnwl
Suite 14
5217 48 Ave
5301 50 Ave
5002 47 Ave
4830 46 Ave
5414 46 Ave
5114 46 Ave
5002 47 Ave
5012 47 Ave
5036 46 Ave
5314 49 Ave
4922 46 Ave
4500 64 St
Suite B, 4500 64 St
5011 47 Ave
5003 47 Ave
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
Taber
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
AB
T1G1T2
T1G 1T8
T1G 2B1
(403) 223-1110
(403) 223-8009
(403) 223-4159
(403) 223-2262
(403) 223-1022
T1G 2B6
T1G2A2
(403) 223-2959
(403) 223-9539
(403) 223-9569
T1G1G1
(403) 223-2951
(403) 223-2430
T1G2E1
(403) 328-0770
(403) 223-2479
www.absugar.ab.ca
www.redangus.ca
www.alberta.mcc.org
www.albertapotatoes.ca
(403) 223-2268
Ted Jones
[email protected]
www.takakarate.com/taber
www.taberminorhockey.com
Diane
(403) 222-2278
Greg Nelson (403)
T1G2C8
(403) 223-7449
(403) 223-4248
Nicole
T1G1M3
T1G2A4
T1G2A9
T1G1R4
T1G1T8
T1G2B1
T1G2A9
(403) 223-4832
(403) 223-4424
(403) 223-8911
(403) 223-2270
(403) 223-2234
(403) 223-8181
(403) 223-4411
(403) 223-5500
(403) 223-1733
T1G1T2
(403) 223-0091
(403) 223-1799
T1G1R7
T1G1R7
(403) 223-8901
(403) 381-4379
(403) 223-3224
(403) 223-1244
(403) 223-9464
(403) 223-8708
(403) 223-2796
(403) 223-4424
(403) 223-1328
(403) 223-3510
(403) 223-2796
(403) 223-2846
(403) 223-8887
(403) 223-8873
(403) 223-6433
(403) 223-6520
(403) 223-6520
(403) 223-8005
(403) 310-0001
Tom (403) 795-086
T1G 2B1
T1G1S8
T1G1V3
T1K2R7
T1G 2A4
T1G 2A9
T1G2A7
T1G1P9
T1G1P9
T1G 2A6
T1G1T8
T1G2A4
T1G2A4
T1G2A4
T1G1R7
www.heritageinn.net
(403) 223-9233
(403) 223-4788
(403) 223-1080
www.tabermotel.com
Tyrell, Corinne
Susan Walsh
Shamir
Jon Clarke
Meet/Arvin Singh
(403) 223-1428
Katerina (Kathy)
(403) 223-1733
www.heritageinn.net
(866) 664-5696
(403) 553-4277
Joe Strausas
(403) 223-6429
Dan
Ross
(403) 223-1089
R
R
R
R
R
R
R
R
R
T
T
T
T
THT
THT
TIC
TIC-S
TIC-S
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
VS
Paradise Gardens
Suite 7, 5401 50 Ave
Rex Restaurant
5313 48 Ave
independent Ricardo's
5326 49 Ave
chain
Smitty's Family Restaurant
5750 46 Ave
chain
Subway Sandwiches & Salads
5306 48 Ave
independent Taber Palace Hotel Diner
5303 47 Ave
chain
Taco Time
5307 50 Ave
chain
Tim Hortons
Suite 50, 6200 46 Ave
independent Wok & Roll
4720 51 St
air
Airport
car rental
Dollar Rent A Car
6005 50 Ave
taxi
Hanks's Taxi
travel agency Wood Travel
5301 48 Ave
business
Community Futures Chinook Region 5322 48 Ave
tourism
Travel Alberta South
3096 Dunmore Road SE
tourism
Municipal District of Taber
4900 B 50 St
business
Taber & District Chamber of Commerc4702 50 St
municipal gov Town of Taber
4900 A 50 St
repair
A&M Auto Tec
5111 47 Ave
repair
A-1 Auto Repairs & Restorations
5608 62 St
dealership
Chinook Chrysler Ltd
5206 46 Ave
repair
Fitch Tire
6004 46 Ave
dealership
Ford Lincoln - Taber Ford Sales Inc 4402 46 Ave
dealership
General Motors - McDonald Chevrolet 4901 - 46 Ave
service stationHusky - Mohawk
5124 46 Ave
repair
Integra Tire
6004 46 Ave
repair
Kal Tire
6251 64 St
repair
Kirks Tire-Alliance Tire Professionals 5705 64 St
repair
Minute Muffler & Brake
6019 50 Ave
repair
Paradee Automotive & Supply
5404 48 Ave
service stationShell Station
5750 46 Ave
service stationShort Stop Food Store No 26
5014 47 Ave
repair
Taber Autobody Ltd
5609 62 St
service stationTop Wand Car & Truck Wash
6306 55 St
repair
Triad Service Ltd
5528 48 Ave
independent
Taber
AB
T1G1V2
(403) 223-3363
T1G1T8
T1G 2B1
T1G1S2
T1G1R4
T1G 1O3
T1G 2B1
T1G1W3
(403) 223-3366
(403) 223-0101
(403) 223-9593
(403- 223-2566
(403) 223-2422
(403) 223-8467
(403) 223-8829
T1G1W7
(403) 223-0502
(403) 223-1210
(403) 223-4421
(403) 223-2984
(403) 526-6355
(403) 223-3541
(403) 223-2265
(403) 223-5500
(403) 223-6449
(403) 223-9628
(403) 223-3434
(403) 223-2555
(403) 223-9654
(403) 223-3556
(403) 223-4356
(403) 223-2555
(403) 223-3323
(403) 223-3441
(403) 223-1906
(403) 223-1000
(403) 223-5997
(403) 223-9307
(403) 223-4354
(403) 223-0397
(403) 223-3838
Levy
independent
LEGEND
Market:
C
Segment:
cultural
FF
fairs & festivals
AP
A
archaeological & palaeontological
aboriginal
HCP
hiking, climbing, & paddling
canoeing, kayaking, hiking,
white water rafting, rock
climbing, mountain climbing or
trekking
ID:
Type of asset:
Sub-type of asset:
Key activities:
art galleries, historic sites,
museums
fireworks, exhibitions, music
festivals,
arch/pal sites, arch digs
cultural experience, heritage
attraction, festivals, events,
cuisine, art & craft shows,
outdoor adventure, sports
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Medicine HAB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
Taber
AB
T1G1S7
T1G1S2
T1B 2X2
T1G1T2
T1G2B6
T1G1T1
T1G1R6
T1G1Y5
T1G2A7
T1G2B1
T1G 2A4
T1G2A4
T1G 2A7
T1G2B1
T1G2H2
T1G2H2
T1G1W7
T1G1S3
T1G2B1
T1G1P9
T1G1Y6
T1G2H4
T1G1S4
[email protected]
(403) 223-0103
Shamir
(403) 223-2412
[email protected]
(403) 223-4946
(403) 223-2096
(403) 223-1799
(403) 223-2291
(403) 223-5530
(403) 223-4099
(403) 223-4112
(888) 223-3556
(403) 223-9094
(403) 223-3340
(403) 223-4880
(800) 661-1600
(403) 223-9309
(403) 223-2535
www.woknroll-taber.yoasite.com
Margaret
Jackie Velcoff
Candace Karren
A-C
attraction - commercial
retail, art & collectibles, salon,
spa, entertainment, groceries,
books, luandry, clothing, liquor,
pharmacy, candy, flowers
A-H
A-I
A-R
attraction - heritage
attraction - industrial
attraction - recreation
museum, church
C
CS
campground
community services
approved, not approved
E
event
statutory holiday, civic, agtourism, religious, special
interest
E-H
event - host
agri-food
adult club, all age club, golfing,
swimming, figure skating,
hockey, curling, skateboarding,
gymnastics, karate, soccer,
baseball, football, hiking,
rodeo, gun, volleyball,
paintball, photography,
motorcycling
health, education, bank,
judicial, environmental,
emergency, media
ag-tourism, general business,
golfing, swimming, figure
skating, hockey, curling,
skateboarding, gymnastics,
karate, soccer, baseball,
football, hiking, rodeo, gun,
volleyball, paintball,
photography, motorcycling
HM
P
R
T
hotel motel
park
restaurant
transportation
approved, not approved
THT
TIC
TIC-S
tourism hospitality training
tourism information centre
tourism info centre support
business, tourism
VS
vehicle services
civic, recreation, camping
chain, independent
air, car rental, taxi, travel
agency
tourism
business association,
municipal administration
repair, dealership, service
station, wash
APPENDIX 2
INTERVIEWEES
1. Bar Al Beef, Al Astalof
2. The Mediterranean Grill. Ross
3. C.J.’s Mennonite Food, Katerina (Kathy)
4. Taber Palace Hotel, Sumar Dhillon Beng
5. Lodge Motel, Susan Walsh
6. Taber Motel, Meet and Arvin Singh
7. Heritage Inn Hotel, Craig Pelletier and Corinne Goodwin
8. Super 8 Motel, Jonathan Clarke
9. Wood Travel, Margaret
10. Pat’s Flowers, Beth Wynne
11. My Favorite Things, Carly
12. Recreation Board, Rick Popadynetz
13. Town Recreation Department, Aline Holman
14. Taber Golf Course, Rick Zalesak
15. Taber Exhibition Association, Ted Jones
16. Venture Holdings, Henk De Vlieger
17. Taber Irrigation Impact Museum, Karen Ingram, Barg Pierson, Anne Perl
18. Chamber of Commerce, Candace Karren
19. FritoLay Canada, Trevor Lewington
20. Lantic Inc, Andrew Llewelyn-Jones
21. M.D. of Taber, Derrick Krizsan
22. Taber Times, Garret Simmons
23. Color Your World, Ron and Ilene Levagood
24. Lethbridge Airport, Scott Butchart
25. Alberta South Tourism Destination Region, Jackie Velcoff
26. Chinook Country Tourist Association, Kimberly Lyall
27. Canadian Badlands, Cindy Amos
28. Travel Alberta, Marty Ebert
29. Contractor, Tourism Assessment Program, Kevin Crockett
APPENDIX 3
SURROUNDING AREA PARTNERS
Taber and Area Food Growers:
Vegetables
Brooks - Antelope Creek Road Berry Farm
Lethbridge - Broxburn Vegetables & Cafe
Medicine Hat - Kappler Farm
Pincher Creek - Honey "Bearie" Heaven ; Room To Grow Market Farm
Rosemary - The Garden of Van Ee-den
Shaughnessy - Lethbridge Corn Maze
Berries
Strawberries:
Dunmore - Norio's Honey Farm
Medicine Hat - Kappler Farm ; Slack's Market Garden
Pincher Creek - Room To Grow Market Farm
Saskatoons:
Lethbridge - CR Fruit Farm
Raspberries:
Lethbridge - Broxburn Vegetables & Cafe ; CR Fruit Farm
Medicine Hat - Slack's Market Garden
Currants:
Cherries:
Protein Producers
Medicine Hat - Medicine Hat Meat Traders Ltd. ; Turnip Truk Olde Tyme Farme
Pincher Creek - Bloomin' Inn ; Room To Grow Market Farm
Specialty Producers (e.g. herbs, flowers, bedding plants, perennials, trees, shrubs, honey, alpaca)
Dunmore - Norio's Honey Farm
Medicine Hat - Kappler Farm
Pincher Creek - Bloomin' Inn ; Room To Grow
(Source: Alberta Agriculture and Rural Development)
Activity Operators
Dogsledding:
Summer sled dog cart tours in Alberta, Red Deer River Valley
Fishing:
Fly fishing schools with Jim & Lynda McLennan, Crowsnest, Oldman, Sheep and Bow
Rivers
Guest ranch vacation:
Relax at a cattle ranch in the Porcupine Hills, Claresholm
Live the cowboy life at a working cattle ranch, Claresholm
Women's only cowgirl getaway in southern Alberta, Claresholm
Family ranch vacation getaway in Alberta, Claresholm
Hiking:
Hiking in Alberta's badlands from a remote cabin, Drumheller
(Source: The Great Canadian Adventure Company, www.adventures.ca)
APPENDIX 4
AGRICULTURAL THEME PICTURES
APPENDIX 5
STRATEGIC DEVELOPMENT PRIORITIES
Action Area
Action Steps
Tourism Organization
•
•
•
•
•
•
•
•
Timeframe
Host a preliminary meeting with stakeholders 2011-2015
to review the tourism strategy and
development plan
Prepare draft Terms of Reference (TOR) for
the Committee to implement the tourism
strategy including provision for:
– communications plan including website
and reports to the Town, Economic
Development and Planning, CB and public
– grant applications & fund-raising
– marketing plan development and execution
– performance measures, etc
Identify representatives for the Tourism
Advisory Committee
Elect a Committee Chairperson
Hold a workshop session on agricultural
tourism and urbanism including invited
speakers to:
– review comparables and enhance
understanding of potential
– review the strategy concept and identify
ideas for strengthening, modifications
– outline key workplan steps
Prepare detailed workplan and budget for
Committee
Confirm TOR and workplan
Develop sector sub-committees necessary for
implementation including:
Cost Estimates
Assume representatives included
in staffing cost
Assume use of municipal office
space for meetings at no charge
$30,000 for consulting fees to
assist with marketing plan,
measures, and/or fundraising
1
–
–
–
–
–
–
Adopting Agricultural
Urbanism Principles
•
•
Anchor attraction
Entrance
Downtown
Events and festivals
Tourism businesses
Marketing and communications
Develop and adopt agricultural urbanism
policies to guide community planning and
tourism initiatives
2011
Included in Town staffing cost
Developing the Tourism
Experience
Anchor Attraction
•
•
•
•
•
•
•
•
•
Complete Phase 2 of the current study (the
2010-2015
agricultural interpretive centre feasibility
study)
Review and determine next steps with the
Develop detailed business plan including preopening plan
Establish project management team for design,
construction, partnership development and
related business plan implementation steps
Retain firms to prepare architectural design
and interpretive program
Apply for grants and conduct fund-raising
Retain construction firm to build centre
Implement pre-opening plan
Grand opening
$10 to $15 million
2
Entrance
•
Downtown
•
•
•
•
•
•
•
•
Hire firm to design banners, archway, and
signage
Install highway improvements
Have downtown sub-committee prepare TOR
for design and revitalization program for
downtown
Retain architectural landscape firm to design
standards
Explore funding for mainstreet program
Continue implementing the Downtown &
Gateways and Redevelopment Plan
Empower Tourism Advisory Committee to
develop additional features throughout
downtown (e.g. plantings in containers,
furniture, public art, mobile food vendors)
Identify up to three additional events
Empower Chamber to develop and offer the
new events
2011
$600,000
2011 – 2013
$25,000 - $50,000
Plus estimated costs related to
Downtown & Gateways and
Redevelopment Plan
Assume additional features added
on cost recovery basis
2011-2013
Assume Chamber representatives
included in staffing cost
Assume events offered on cost
recovery basis
Tourism Businesses
•
Based on the results of the feasibility study,
organize training support for the Strategy,
working with CB and other organizations to
deliver training
2011-2012
Assume training programs offered
on cost recovery basis
3
2.4 Agricultural Interpretive & Visitor Centre Feasibility Study
AGRICULTURAL INTERPRETIVE & VISITOR
CENTRE FEASIBILITY STUDY FOR THE
TOWN OF TABER
January 2011
TABLE OF CONTENTS
Executive Summary
i
1.0
Background
1
2.0
Site Review
2.1
Size
2.2
Zoning
2.3
Visibility and Access
2.4
Municipal Guidelines
2.5
Proximity to Demand Generators
2.6
Conclusions
2
2
3
3
3
3
3
3.0
Area Review
3.1
History
3.2
Location
3.3
Climate
3.4
Population
3.5
Economic Base
3.6
Transportation
3.7
Quality of Life
3.8
Conclusions
4
4
4
4
5
6
7
8
9
4.0
Comparable Supply
4.1
Everdale Organic Farm & Learning Centre
4.2
Fort Whyte Alive
4.3
Maine Organic Farmers and Gardeners
4.4
Fall Flavours
4.5
Conclusions
9
9
13
17
19
21
5.0
Market Demand
5.1
Southern Alberta
5.2
Canadian Badlands
5.3
Alberta Buying Groups
5.4
Travel Activities & Motivation Survey
5.5
5.6
5.7
Highway Traffic
5.8
Travel Trends
5.9
Available Market for Alberta South
5.10 Conclusions
21
21
22
24
26
30
33
34
35
41
41
6.0
Proposed Concept
6.1
Description
6.2
Space Requirements
6.3
Anticipated Cost
6.4
Funding
6.5
Conclusions
42
42
46
47
48
52
7.0
Preliminary Feasibility Assessment
7.1
Available Market for the Agricultural Interpretive Centre
7.2
Visitor Projections for the Agricultural Interpretive Centre
7.3
Conclusions
53
53
54
55
8.0
Management Matters
8.1
Staffing
8.2
Board
8.3
Training
8.4
General Operations
8.5
Marketing
8.6
Conclusions
55
55
58
58
59
59
62
9.0
Projected Statement of Income and Expense
9.1
Revenue
9.2
Expenses
9.3
Net Income
9.4
Working Capital
9.5
Conclusions
62
63
66
67
68
68
EXECUTIVE SUMMARY
Background
As part of the Canadian Badlands Development Strategy, the Town of Taber has been
recognized as a secondary destination located along the themed agricultural touring route
and designated as a potential location for a major attractor in the future, an ag industry /
irrigation interpretive centre. Recognizing the importance of adding the tourism sector to
its existing economic development portfolio, the Town contracted Dawn Ringrose &
Associates Inc (in cooperation with Bennett Brown & Associates Inc and DM Russell
Consulting) in July 2010 to conduct a three-phase tourism project that included:
preparation of a tourism development strategy, feasibility study for the Agricultural
Interpretive & Visitor Centre, and conceptual design for the Centre (project funded by the
Rural Alberta Development Fund) . This report provides detail on the second phase of this
project – the feasibility study for the Agricultural Interpretive & Visitor Centre.
Site and Area Review
The Town of Taber and surrounding area has a rich agricultural history. This history,
coupled with a number of multi-national companies located in the region today, makes
the location for a proposed Agricultural Interpretive & Visitor Centre a sensible one.
Taber also has small rural town appeal and one of the most favourable climates in the
province, both attractive features for the travelling public.
The proposed site for the Centre is located north of the railway tracks at 47 Avenue
between 53 Street and 57 Street. Visible to travellers moving east and west on Highway
3, it is a large site with ample space for the proposed Centre and is located in close
proximity to a number of demand generators. If the proposed Agricultural Interpretive &
Visitor Centre was developed on this site, it would serve to attract visitors from the
highway and encourage them to stop and visit the Centre. This will generate interest in
exploring the neighbouring downtown area, thereby adding an additional market for
downtown businesses.
Comparable Supply
Comparable supply includes agricultural concepts and promotions across North America
that attract a very similar market to that proposed for the Centre.
Most agricultural centres provide education, learning, and hands on experience and
appeal to a variety of market segments including farmers, youth, and the general public.
These centres have links not only to the farm but to education institutions as well.
Facilities and services are varied and provide addition revenue generating opportunities
through foodservice, meeting room rental, retail, programs, membership, and fundraising.
Agricultural tourism promotions show how food can be showcased from ‘turf to table’
with food growers and service providers working together to give residents and visitor an
January 7, 2011
i
exceptional culinary experience. This type of promotion will be beneficial to the Taber
area and can also be extended to the larger Canadian Badlands region with Taber serving
as an educational hub for its partners.
It is important to note, this research indicates the concept proposed for the Agricultural
Interpretive & Visitor Centre in Taber, that showcases the past, present, and future of
food production, is a unique one. Such a unique selling feature will positively contribute
to building the tourism sector in the community.
Market Demand
The market assessment indicates the proposed Agricultural Interpretive & Visitor Centre
will likely appeal to a number of tourist segments:
• ‘Travel Activities and Motivation Survey segments’ – (1) Cultural, (2) Fairs &
Festivals
• ‘Canadian Badlands segments’ – (1) History and Nature, (2) Up For Anything
• ‘Travel Alberta buying segments’ – (1) Accomplishers, (2) Comfort Seekers, (3) Real
Relaxers
• ‘Canadian Tourism Commission segments’ – (1) Authentic Experiencers, (2)
Cultural Explorers, (3) No-Hassle Travellers
To attract and serve these tourists, every effort should be made to package a desired
experience such as the proposed Centre with outdoor activities, cuisine, farmers markets,
fairs and festivals, and other historical / cultural attractions in the region.
Other potential markets for the proposed Agricultural Interpretive & Visitor Centre are
municipal government representatives and educational institutions. With the growing
movement toward eating local grown organic food, there is an opportunity to tell the
story of agriculture: past, present and future. A glimpse at the future may be particularly
appealing to government officials when planning for the future and responding to market
demand. Similarly, food and nutrition are an important part of the school curriculum and
there will be opportunities to offer related learning experiences and programming at the
Centre.
As indicated in the Tourism Strategy and Development Plan, many of the current tourism
attractions and events within the community are not yet “long haul” market ready, and
the visitor experience may appeal to Alberta residents while day tripping, participating in
a short getaway, or visiting friends and relatives.
With the addition of the proposed attraction and strengthening of existing tourism product
and infrastructure, the Town will be better positioned to attract and serve long haul
markets. Such developments will enhance the Town’s appeal and encourage tour
operators to include the proposed Agricultural Interpretive & Visitor Centre in an
itinerary and begin packaging elements with approved fixed roof accommodation.
January 7, 2011
ii
Marketplace trends would also suggest this is a good time to capitalize on the agricultural
education about nutrition and wanting to eat locally grown food. This growing interest
will serve to broaden the short and long haul market.
Proposed Concept
With the growing movement toward eating locally grown organic food and the
worldwide success of culinary tourism, there is a unique opportunity to tell the story of
agriculture: past, present, and future. The subject of food will not only appeal to
members of the travelling public, but also to students studying nutrition and hospitality
and government officials intrigued by the concept of agricultural urbanism.
To capitalize on these interests, it is recommended the proposed Agricultural Interpretive
& Visitor Centre be comprised of facilities, services, and amenities that attract and serve
the visitor and add to the quality of life for residents. The name of the Centre should be
unique and speak to the topic of food in an experiential manner, for example
‘Agrilicious’ or ‘Foodtopia’. The Centre should provide patrons with an experience that
spans the past and present, telling the story of agriculture in the Taber area, and provide a
glimpse to the future, responding to the local food movement and offering a related
solution for municipalities. Consistent with the Taber sustainability plan, the Centre
should use environmentally friendly technology to demonstrate the wise utilization of
resources.
The Centre components should include:
•
Welcome Area – would provide an orientation and introduction to the Centre. The
welcome area will provide secure access, ticketing, introductory storyboard displays,
and directional signage for the interior of the Centre. It will accommodate small
event parties such as tour groups.
•
Exhibit Area – would be divided into three sections showcasing the past, present, and
future of agriculture. About 50% of the space will be devoted to permanent exhibits,
20% of the space to temporary exhibits, and 30% to visual and restricted storage. The
entire exhibit area would use air controlled display cases (rather than museum
HVAC) and provide space for interpretive programming such as demonstrations.
- the exhibit theme for the past will build on the collection at the present museum
(Taber Irrigation Impact Museum), telling the story about irrigation and the
benefits it brought to Taber
- the theme for the present would speak to food growing, food processing, value
added products, transportation and storage, and research. This area would provide
an opportunity to show the linkage between the various components of the food
system
- the future would capitalize on the global food movement, identifying how
municipalities can supply food products in a 100 mile radius to residents. It
would provide a model of sustainability for the public’s consideration. This
January 7, 2011
iii
model might showcase: the state of organics in Alberta, agricultural urbanism
(full integration of the agri-food system within the planning, design, development
and function of cities), organic vertical farming (incorporates agriculture into
buildings), productive edible landscapes (fruit bearing trees and plants), public art
(living walls, edible sculptures)
•
Community Kitchen – would support small scale entrepreneurs and educational
programs. Entrepreneurs engaged in bringing food products to the market in a
business incubator type setting would use the kitchen for food training and
processing. The kitchen would also provide the backdrop for educational programs
such as: nutrition classes, home economic classes, cooking classes, demonstrations
for the public, field station or training centre for students engaged in hospitality and
apprenticeship programs. It is recommended the kitchen be located close the café,
theatre, and meeting rooms to facilitate servicing functions.
•
Café – would provide an informal table service restaurant to the visiting public with
80 seats to accommodate up to two tour buses at a time. It would house a small
kitchen that would be linked to the larger community kitchen. The menu would offer
light meals, refreshments, baked goods, and unique items made with local ingredients
(e.g. corn bread, berry ice cream, onion soup, organic spices). The café would have a
separate entrance/exit from the Centre, allowing flexibility to operate outside the
Centre’s hours of operation, and a takeout window to the outdoor patio and picnic
area. The establishment would be leased to a well regarded restaurateur. In addition
to operating the café, the lease agreement would allow catering service to facility
rentals.
•
Theatre – would provide an audiovisual theatre with state-of-the-art equipment and a
stage for live presentations. The theatre would seat up to 150 people and connect to
the meeting rooms so that it can be opened to house a larger audience and offer
additional features for program delivery. In addition to the agriculture focus of the
Centre, the theatre could also be used as a venue for other community events such as
the visual and performing arts.
•
Meeting Rooms – would have a separate entrance to the Centre. There would be two
meeting rooms, separated by a divided wall, with each room offering capacity from
35 (banquet) to 70 (reception) patrons. The rooms would be equipped with
audiovisual equipment for meetings and training programs.
•
Retail Shop – would sell unique Taber-made product along the agriculture theme,
including: food items, spices, gourmet goodies, recipe books, aprons, calendars,
postcards, bumper stickers, fridge magnets, handcrafted cooking utensils, jewellery,
paintings, photography, and sculpture.
•
Visitor Centre – would provide information and direction for the traveller, ticket sales
to local attractions and tours, price range and room availability at local
accommodation properties, and souvenir items for purchase. In addition to personnel
January 7, 2011
iv
on hand during regular business hours, the Centre would offer brochure racks and
washrooms that would be available to the public 24 hours a day, seven days a week
(e.g. map and guide dispenser on exterior wall of building).
•
Office and Administration – would have four offices for Centre employees, two
offices for Chamber of Commerce employees, an open area for equipment and
support, and a small meeting area.
•
Washrooms – would offer six washrooms in total. These washrooms would be
available throughout the Centre and located in close proximity to the café, meeting
rooms, and visitor centre.
•
Maintenance and Storage – would have a small shop for repairs and maintenance,
storage area for equipment, and a receiving area for service functions.
•
Exterior Grounds – would offer signage, parking, sani dump station, pet park, rooftop
and patio space, greenhouse and garden, and an indoor/outdoor farmer’s market area:
- signage – would provide information about and direction to the various
components of the Centre
- parking - would be 50 parking spaces in the lot with larger spaces to
accommodate tour buses and travellers with RVs and trailers. The latter spaces
would be located at the east end of the site
- sani dump station – would be located at the east end of the site and provide
disposal services for RVs
- pet park – would provide a small area for family pets to stretch, enjoy food and
water, and eliminate waste
- rooftop - would allow for food production, with plantings in containers, and space
for social functions
- outdoor patio - would face south and offer 24 seats for patrons and licensed street
vendors. It would also connect to an indoor/outdoor open space for the farmer’s
market and other social gatherings (e.g. movie nights). Attractive as a social
gathering place, the outdoor space would have edible walls, plantings in
containers, and a water feature.
- greenhouse and organic garden – would be located in close proximity to the patio.
The greenhouse would operate year-round and grow a variety of organic fruits
and vegetables while the garden would be seasonal and grow local organic
products. Produce would be used in the café and community kitchen
Both the indoor and outdoor facilities would be designed to house sustainable systems
such as: heat pumps that move excess heat to greenhouses, a rainwater collection system,
a wastewater reuse system for irrigation and toilets, solar panels for energy, and organic
waste recovery for composting. Fact sheets in the Centre would speak to the
environmentally friendly features of the site as well as the topic of true cost accounting
for the food cycle (e.g. food miles, water pollution).
January 7, 2011
v
In addition to the foregoing components, it is recommended year-round programming be
developed. Programming should complement the Centre’s theme and include programs,
events, workshops, education, and special offerings:
• Programs – tours and group programs such as progressive tours from farm to the
Centre, workshops on current food and nutrition topics
• Events – seasonal events and celebrations such as planting and harvest festivals, taste
test challenges, long lunch regional events, farmers market,
• Workshops that offer knowledge from the experts and help develop skills of the
participants such as pickling, grilling, international cuisines, agricultural urbanism
• Education – programs that are curriculum based and provide apprenticeships for
organic farmers, certification for organic farm production, and information on
technology, environmental issues
- Special Offerings – collaborative relationships between agriculture businesses and
others such as farm food delivery to customers, local food sales to restaurants, public
procurement policy for institutions
The preliminary program represents the indoor and outdoor space required to achieve the
Centre description and the anticipated capital and pre-opening costs of the entire project.
The estimated space requirements for the Centre are 20,280 sq.ft. for the building and
33,500 sq.ft. for the exterior grounds and the related funding requirement is estimated to
be close to $11,000,000.
Funding Requirement
Amount
Capital Costs:
Land
Site Servicing
Building
Outdoor Improvements
Other Capital Costs
Start Up Working Capital
187,588
100,000
4,776,000
715,000
4,007,120
33,412
Total Capital Costs
9,819,090
Pre-Opening Costs:
Business Operations & Planning
Marketing
Management Salaries
Opening Event
300,000
200,000
250,000
50,000
Total Pre-Opening Costs
800,000
Total Capital and Pre-Opening Costs
10,619,090
Note: other capital costs include professional fees, FF&E, exhibits
January 7, 2011
vi
It must be emphasized the preliminary program will likely undergo extensive refinement
through the detailed conceptual design phase and depend on sufficient financial resources
to construct and operate the facility.
Funding activities necessary to cover the foregoing costs will be necessary to construct
and operate the facility. There are a variety of programs that provide funding for such
projects. Such programs include government grants, donations and sponsorship, and
membership.
Preliminary Feasibility Assessment
During its opening year, the total available market for the Agricultural Interpretive &
Visitor Centre is estimated to be 3,496,074 and by 2017 this market will grow to
3,842,032. This market will be comprised of Taber residents, tourists to the Alberta
South Tourism Destination Region, and cultural enthusiasts that are residents of Alberta.
Given the current economic climate and forecasted growth for the area, it is anticipated
most of the demand would originate from tourists to the Alberta South Tourism
Destination Region. It is expected these visitors will show historical visitation patterns,
with respect to geographic origin, trip purpose, and seasonality.
Based on the stated assumptions, it is estimated the total number of visits to the Centre in
the opening year will be approximately 24,808 and growing to 62,266 by the fifth year of
operation.
Management Matters
Management matters include the management structure for the Agricultural Interpretive
& Visitor Centre and activities such as training, general operations, and marketing for the
Centre.
The staffing plan anticipates having six full-time equivalent positions and several parttime positions including:
• General Manager
• Executive Assistant
• Accountant
• Curator / Archivist
• Marketing Manager
• Interpreters (3.0)
• Maintenance (1.5)
A Board of Directors will work cooperatively with the Tourism Advisory Committee and
provide direction to the Centre. It is recommended these individuals have broad business
experience and include up to three Board members that are well-qualified and connected
in the areas of agriculture, tourism, and marketing. In addition, the Board should include
January 7, 2011
vii
ex-officio members that are government representatives from the agriculture and tourism
ministries.
Employee training should include a combination of orientation, on-the-job, quality
management, and other industry training. Overall, the Centre must be perceived as a first
class attraction by reputation of its management team, quality of service, and range of
facilities, services, and amenities. Management in particular will be the key to the
success of the Centre and the financial projections have been prepared on the basis of
these requirements.
It is recommended the Centre undertake marketing activities aimed at attracting and
serving both resident and visitor markets. In addition to independent activities, the
Centre will work cooperatively with the Canadian Badlands region and both agriculture
and tourism industry sector organizations.
Project Statement of Income and Expense
On the basis of our estimate of visitation and various rates (admission, meeting room
rental, leases), we have prepared an estimate of revenue and expense for the Centre’s first
five years of operation. The opening date is assumed to be January 1, 2013 with a
December 31st year-end for each year thereafter.
2013
2014
2015
2016
2017
Revenue:
Admission
Gift Shop
Café
Meeting Rooms
Programs
Events
Grants
Sponsorships
Total Revenue
370,015
10,000
46,000
15,000
0
0
600,000
100,000
1,141,015
476,275
10,350
47,610
16,500
5,000
10,000
621,000
103,500
1,290,235
614,110
10,712
49,276
18,150
7,000
15,000
642,735
107,123
1,464,106
785,140
11,087
51,001
19,965
8,000
20,000
665,231
110,872
1,671,296
991,590
11,475
52,786
21,962
10,000
25,000
688,514
114,752
1,916,079
Expenses:
Salaries & Wages
General Administration
Programs & Events
Operations & Maintenance
Display Recapitalization
Marketing
Insurance
Miscellaneous & Contingency
Total Expense
592,784
79,871
0
202,800
90,000
136,922
15,000
57,051
1,174,427
613,531
90,316
15,000
209,898
93,150
141,926
15,525
64,512
1,243,858
635,005
102,487
22,000
217,244
96,410
146,411
16,068
73,205
1,308,831
657,230
116,991
28,000
224,848
99,785
133,704
16,631
83,565
1,360,752
680,233
134,126
35,000
232,718
103,277
114,965
17,213
95,804
1,413,335
-33,412
46,377
155,275
310,543
502,744
Net Income (Loss)
January 7, 2011
viii
The Centre is estimated to experience a loss in the first year of operation with positive net
income thereafter. This net income is stated EBITDA, as earnings before interest, taxes,
depreciation, and amortization of the facility.
It is assumed the Centre will be fully capitalized at its opening, including construction
and pre-opening costs. This will accomplished through government funding, corporate
sponsorships, and donations. It is therefore assumed the Centre will carry no debt right
from its initial period of operations.
The figures in the pro forma do not account for the capitalization of the start up period,
which can represent significant costs for the two or three years in advance of opening. It
has been assumed these costs are wholly included in the capital costs of the facility.
The Agricultural Interpretive & Visitor Centre will not strictly be a commercial
attraction. Rather it will be a community centre, a gathering place, a tourism attraction,
and a visitor centre. Estimating risk in the traditional manner for such a facility is not
appropriate. The largest risk to the concept at present is the risk of not finding the capital
necessary to begin the process of building the Centre. The financial concept assumes
fundraising of the full cost of the facility plus an endowment of $4 million. There is
clearly a risk to this assumption. In addition, operating risks include a large number of
possible issues, from economic downturn to cost escalation beyond our estimates.
Accordingly, the estimates have been set in a conservative manner in order to mitigate
the many risks associated with such a facility.
January 7, 2011
ix
1.0
BACKGROUND
As part of the Canadian Badlands Development Strategy, the Town of Taber has been
recognized as a secondary destination located along the themed agricultural touring route
and designated as a potential location for a major attractor in the future, an ag industry /
irrigation interpretive centre. Recognizing the importance of adding the tourism sector to
its existing economic development portfolio, the Town contracted Dawn Ringrose &
Associates Inc (in cooperation with Bennett Brown & Associates Inc and DM Russell
Consulting) in July 2010 to conduct a three-phase tourism project that included:
preparation of a tourism development strategy, feasibility study for the Agricultural
Interpretive & Visitor Centre, and conceptual design for the Centre. This report provides
detail on the second phase of this project – the feasibility study for the Agricultural
Interpretive & Visitor Centre.
Prior to commencing the feasibility study, the Town of Taber shared a concept for the
Agricultural Interpretive Centre. Suggested components included the following:
• Agricultural Interpretive Centre:
– story of irrigation, industrial food production, and processing from a past,
present, and future perspective
– passive and active displays
– regional centre for food and cooking classes, demonstrations, and events
– storage room for records and display items
– office space for management and staff
– small theatre for video shows and presentations
– contextual building that ‘fits’ with existing and historical downtown Taber
(clad in brick, classical façade detailing), shows the importance of irrigation to
the community (water), and incorporates energy efficient features (super
insulation, passive solar, wind turbine)
• Multi-functional space:
– seating and tables that provide a view to south of the CPR tracks
– access to south-side patio
– access to kitchen
• Visitor Centre:
– Chamber of Commerce office
– retail shop
– tourism information centre
– 24/7 information kiosk
• Meeting Room:
– separate entrance
– available to the public
• Outdoor Facilities:
– RV parking with a sanitary dump station
– paver brick patio located on south side of building that would extend along the
parking lot so that vendors could set up tables for Farmer’s Market and have a
water feature and/or sculpture
January 7, 2011
1
Building on the proposed concept, the objectives of the feasibility study were to assess
market and financial viability and market demand sources, and if deemed to be feasible,
confirm / recommend a concept for facilities and services. Towards this end, the study
tasks included the following:
• Site review
• Area review
• Comparable supply
• Market demand
• Preliminary feasibility assessment
• Proposed concept for facilities and services
• Management matters such as: operations, management, marketing, and pre-opening
• Projected statement of income and expenses
This interim report provides detail on the first five tasks. It is important to note the
preliminary feasibility assessment estimates visitation to and admission revenue at the
Centre but does not consider revenue from other components (e.g. meetings, programs) at
this time.
2.0
SITE REVIEW
The site review entailed visiting the proposed site for the Agricultural Interpretive &
Visitor Centre and assessing variables such as size, zoning, visibility, municipal
guidelines, and distance from demand generators.
2.1
Size
The Town of Taber has identified a site immediately north of the railway tracks at 47
Avenue between 53 Street and 57 Street. Available lots for the Centre include:
• 2,569 square meters, $99,554, Block 3, Plan 7611105
• 6,912 square metres, $267,847, no plan
• 3,176 square metres, $123,080, Block 2, Plan7611105
• 1,838 square metres, $71,204, Block 1, Plan7611105
• 1,653 square metres, $64,065, no plan
Replica Train Station adjacent to site
January 7, 2011
Proposed Site Location
2
2.2
Zoning
All lots are currently owned by the CPR and are zoned as commercial. While the first lot
is preferred by the Town, the size and configuration of the Centre will be determined by
the recommended concept.
2.3
Visibility and Access
The entire site sits east of a replica train station that houses a number of local businesses.
It is visible from Highway 3 and accessible via the intersections at 57 Street 50 Street. It
is surrounded by a variety of businesses and land, operational and vacant. It provides
ample space for the potential interpretive centre and parking for cars and recreation
vehicles.
2.4
Municipal Guidelines
At the present time, the lots are undeveloped. If developed, municipal guidelines
stipulate that all parking, circulation, and access areas be paved and the yard of any lot
abutting the highway is considered to be the ‘front yard’ and should be developed as such
or have special façade treatment.
2.5
Proximity to Demand Generators
The site is located in close proximity to demand generators such as:
• Two accommodation properties downtown and four properties along Highway 3
• A variety of downtown establishments including: churches, banks, restaurants, retail
outlets, spa establishments, municipal and private recreation facilities (Aquafun
Centre, Skatepark, pedestrian trails, Community Centre), and historical and cultural
attractions (churches, Taber Irrigation Impact Museum, Cornstalk)
• Seasonal and annual events held within, or close to, the downtown such as the Taber
Farmer’s Market and Taber Cornfest
• Sport and recreation attractions located outside the downtown (Agriplex) and nearby
in the Municipal District of Taber (Taber Motocross Park, Ken McDonald Memorial
Sports Centre, M.D. of Taber Municipal Park, Chin Lakes)
2.6
Conclusions
The proposed site is visible to travellers moving east and west on Highway 3. It is a large
site with ample space for the proposed Centre and is located in close proximity to a
number of demand generators. If the proposed Agricultural Interpretive & Visitor Centre
was developed on this site, it would serve to attract visitors from the highway and
encourage them to stop and visit the Centre. This will generate interest in exploring the
neighbouring downtown area, thereby adding an additional market for downtown
businesses.
January 7, 2011
3
3.0
AREA REVIEW
The area review provides an overview of the demographic and economic profile of the
Town of Taber and identifies trends impacting the region and proposed Agricultural
3.1
History
The Town of Taber has a rich history in agriculture dating back to 1885 when Tank 77
was built along the CPR tracks through what was to become the Town of Taber. Land
sold for a good price and both the church and pioneering families helped build an
irrigation system in the region. The agriculture industry started to develop and, about
fifteen years later, the coal industry became an important part of the economy as well. In
1905, Alberta became a province and Taber was incorporated as a Village. Since
construction of the St. Mary Dam in 1951, the water supply has become increasingly
consistent for farmers working the thousands of acres off irrigated farmland.
Today, the Town is driven by the agriculture and oil field servicing sectors. It offers
residents a good quality of life with the amenities of a larger city and the safety,
friendliness, and hospitality of a small community.
Recently, the Town of Taber created the Integrated Community Sustainability Plan
targeting five broad areas of sustainability including: economics, governance, social,
culture, and environmental integrity. The plan provides a comprehensive vision for the
future of Taber and sets measures of success that will guides sustainable future
development.
3.2
Location
The Town of Taber is located in the Municipal District of Taber, in Central Southern
Alberta. The Town lies within the centre of the rich irrigated, diversified farmland belt,
high in heat units and frost free days, with transportation links to major markets.
3.3
Climate
Taber is located at 49°47'31.020" N latitude and 112°07'28.080" W longitude at an elevation of
811 metres. The most recent climate data available (2007) showed the average
temperature to range from -6.8 C in February to 23.5 C in July and precipitation in the
form of rain and snow to occur throughout the year with the exception of July
(www.climate.weatheroffice.gc.ca/climate). Consistent with the rest of Alberta, Taber
has four distinct seasons with the warmest months being July and August and the coldest
months being January and February. In comparison to communities located further north,
the climate in Taber is quite favourable year round.
January 7, 2011
4
Table 1. Climate in Taber, Alberta
Month
Average Temperature ©
January
February
March
April
May
June
July
August
September
October
November
December
3.4
-3.6
-6.8
3.3
4.6
12.8
17.0
23.5
18.7
11.5
9.0
0.5
n/a
Total Rain (mm)
0.0
0.0
6.4
66.6
89.4
34.3
Trace
47.6
36.4
11.0
0.0
n/a
Total Snow (cm)
17.5
36.6
3.5
17.0
0.0
0.0
0.0
0.0
0.0
0.0
6.0
n/a
Population
Albertafirst.com indicated the population of Taber increased from 7,100 in 1996 to 7,821
in 2008 and noted a similar trend for the M.D. of Taber with population growth from
5,970 to 6,714 respectively. Additional information also indicated the Town has
distinguished itself from other Canadian communities in two respects - a rural community
that has continued to grow and one of the youngest municipalities.
The most recent census (Statistics Canada, 2006) reported that Taber residents have a
greater tendency to be employed in agriculture and manufacturing compared to other
Albertans. About 80% are employed in the Town, 17% in the M.D. of Taber, and the
remainder in a different census division.
Table 2. Employment by Industry Sector
Industry Area
Agriculture / other resource based
Construction industries
Manufacturing industries
Wholesale trade
Retail trade
Finance and real estate
Health care and social services
Educational services
Business services
Other services
Taber
%
Alberta
%
15.1
6.8
14.4
7.9
11.8
3.4
8.7
5.5
9.5
17.0
11.8
8.8
7.2
4.4
10.7
5.1
9.1
6.2
18.4
18.3
Educational achievement for those age 15 years and over indicated most Taberites have
no certificate, diploma or degree (34.9%) or have a high school certificate (27.5%).
About 37.6% had post secondary education and earned an apprenticeship or trades
January 7, 2011
5
certificate (11.9%), college certificate (16.4%), university diploma non-degree (2.1%) or
university certificate, diploma, or degree (7.2%).
The most recent SouthGrow publication reported the median household income in Taber
was $55,265 in 2005 and the median family income was $64,237.
Alberta Municipal Affairs and Housing (2007) reported that close to 80% of Taber
residents own homes. For those that rent, the average rent was 14% lower than the
provincial rural average however the vacancy rate was 0.5% which made finding rental
accommodation difficult.
3.5
Economic Base
The major economic base in Taber is agricultural services, food processing, and oil and
gas well servicing. Taber has the advantage of good soil, long hours of sunshine and
plenty of irrigation, which has made the Taber economy strong and stable, able to
weather tough economic times.
Resources available locally include:
• Natural resources - coal, crude oil, gas, sand/gravel,
• Produce - peas, carrots, wheat, flax/barley, corn, beans, oats, sugar beets, potatoes,
onions, and canola/mustard
• Livestock - hogs, beef, sheep, poultry
• Processed foods - sugar, potato chips, french fries, snack foods, aseptic fruit juice,
and canned vegetables
Major businesses include:
• Lucerne Foods Inc. - processed foods and canning
• Frito-Lay Products Ltd. - potato chips
• New-Way Irrigation Ltd. - sprinkler irrigation equipment
• Masterfeeds Ltd. - feeds, poultry feeds
• Roger's Sugar Ltd. - granulated sugar, icing sugar, molasses
• Sunland Foods - produce
• Alberta Pool Bean Business Unit - bean contracting & production
• Select Turkey Ltd. - poultry processing
• Lamb Weston - potato processing
• Gouw Quality Onions Ltd. - vegetable production
• Chin Ridge Seed Producers - seed sales
• Greenley Trading (Canadian Bean Division)- contract bean broker
A study by Peat Marwick Stevenson and Kellog identified Alberta as the least expensive
location in Western Canada and the Western United States for food processing. The
report studied distribution and production costs as well as taxes for canned, dry and
frozen food processing. Other analyses compared costs of ingredients, packaging, direct
January 7, 2011
6
and indirect labour, utilities, land, building, construction and taxes.
3.6
Transportation
Taber is served by two primary highways, the crossroads of Crowsnest Highway 3 and
Highway 36, and one railway line, the main Medicine Hat - Lethbridge Canadian Pacific
Railway.
The distance from major centres and points of interest are:
• 108 kilometres southwest of Medicine Hat
• 50 kilometres east of Lethbridge
• 272 kilometres southeast of Calgary
• 506 kilometres southeast of Edmonton
• 392 kilometres southeast of Banff National Park
• 179 kilometres northeast of Waterton Lakes National Park
• 98 kilometres north of Coutts/Sweetgrass USA Border Crossing
•
•
January 7, 2011
7
Taber has a local airstrip with a 914 metre runway and all-weather facilities. The nearest
commercial and air freight services are at Lethbridge. Over the last three decades, the
number of passengers and aircraft has steadily declined at the Lethbridge County Airport.
Table 3. Historical Statistics for Lethbridge County Airport
Time Period
1980-1989
1990-1999
2000-2009
Average # of Passengers
Average # of Aircraft
102,774
78,093
59,719
46,599
33,473
31,232
Other transportation services include Greyhound Bus Lines that provides regularly
scheduled inter-community service, several couriers and trucking companies that provide
regional and local service, and taxi companies that provide local service.
3.7
Quality of Life
Taber offers a good quality of life for residents with well run municipal services, a wide
variety of recreational facilities offered by both the public and private sector, and access
to a number of clubs and associations.
The Town has affordable housing for residents and the combined tax and utility rates are
extremely competitive compared to other communities in Canada. Taber has an abundant,
safe water supply. Along with treated water, the Town provides raw untreated water
delivered from the water treatment plant to the major food processing industries.
A number of educational institutions offer early childhood services to adult educational
programs. The Public and Separate systems operate schools for all grade levels and the
Taber Christian School offers classes to the grade 9 level. Post-secondary programs are
available at the Taber Campus of Lethbridge Community College and two institutions
located in Lethbridge, the University of Lethbridge and Lethbridge Community College.
Health care is available at local clinics, the Taber Municipal Hospital, and a wide range
of local health care professionals.
Emergency services include:
• Fire protection, provided by a volunteer fire department
• Police services, provided by the Taber Police Service and a district office of the Royal
Canadian Mounted Police
• Ambulance service
• 911 Service
January 7, 2011
8
3.8
Conclusions
The Town of Taber and surrounding area has a rich agricultural history. This history,
coupled with a number of multi-national companies located in the region today, makes
the location for a proposed Agricultural Interpretive & Visitor Centre a sensible one.
Taber also has small rural town appeal and one of the most favourable climates in the
province, both attractive features for the travelling public.
4.0
COMPARABLE SUPPLY
For the purpose of this study, comparable supply has been defined as agricultural
concepts across North America that attract a very similar market to that proposed for the
Agricultural Interpretive & Visitor Centre in Taber and offer a similar mix of facilities
and services.
This section shares information on three agriculture centre comparables and a
promotional concept that could be used in the Taber area and extended to the surrounding
Canadian Badlands region.
These comparables will be described in terms of: location, facilities, services, physical
characteristics, hours and season of operation, pricing and markets served.
4.1
Everdale Organic Farm and Learning Centre
January 7, 2011
9
4.1.1
Location
The Everdale Organic Farm and Learning Centre is located at 5812 Sixth Line,
Hillsburgh, Ontario, N0B 1Z0.
4.1.2
History
In the year 1998, Everdale was built on the dream that practical learning and hands-on
experience are the keys to forging a future where agriculture works sustainably with the
local environment. Its’ facilities and programs have been designed to educate people
about farm and food issues while fostering connections between farmers, consumers and
the environment.
Everdale is a registered charity, environmental learning centre, and organic farm. The
Centre is governed by a strong belief that practical learning and hands-on experience are
the keys to forging a future where communities work sustainably with the local
environment. Work is entrenched in a vision of sustainability for the future and a
solutions-based approach to every challenge. Out of this vision grows a drive to continue
developing and improving the hands-on educational programs that characterize work.
The mission statement at Everdale reads “We have come together at Everdale Learning
Centre to create an exemplary, not-for-profit facility for co-operative education. We
strive to demonstrate, in practical ways, the enormous promise of sustainable
agriculture, renewable energy, and alternative building methods. We shall provide a
variety of hands-on educational experiences (such as intensive apprenticeships, short
courses, workshops, and school field trips) for people of all ages, cultures and
socioeconomic backgrounds. We are committed to forging partnerships with other
educators and working together democratically, in an open, questing spirit.”
4.1.3
Programs
The Centre offers programs for farmers, youth, and the public. Farmer training includes
two programs: organic farming certificate and farmers growing farmers. The kids and
youth programs offer school programming that coincides with the Ontario curriculum and
a kids farm camp. Public workshops include topics such as gardening and food,
sustainable building, and livestock.
January 7, 2011
10
In addition to the educational programs, the Centre also operates a 50 acre working
organic farm. Enough food is produced to feed over 300 families through the Harvest
Share programs located in Hillsburgh and Toronto.
4.1.3.1 Organic Farming Certificate
From 2000 to 2009, Everdale offered an internship program. More than 50 men and
women graduated from the program, and today about half of them are farming and others
are pursuing careers in fields related to food and sustainable farming systems.
In 2010, the Organic Farming Certificate (OFC) program replaced the former farm
internship program. The OFC is a seven month tuition-based program where interns live
and work at the farm for the duration of the program. In 2010, the program offered a full
tuition scholarship to each of the five successful applicants leaving food and lodging as
the only costs for students.
The training curriculum originates with the Center for Agroecology and Sustainable Food
Systems at the University of California at Santa Cruz. Offering a balance of practical
field training and theoretical learning, the weekly OFC schedule is divided as follows:
• Three days per week farm work performing the full range of farm tasks from soil
preparation and planting to harvesting and market
• Two days per week of instruction/training following the units of study in the OFC
curriculum. Fields trips, (six CRAFT Ontario field trips plus 18 other field trips
specific to the OFC), interactive lectures and seminars, a personal garden plot project
completed by each intern, field walks and technical demonstrations, and required
readings
• Two days off per week
The contact for the program is Gavin Dandy, OFC Coordinator, [email protected],
Phone (519) 855-4859 ext. 104.
4.1.3.2 Farmer Training & Landlink
Farmers Growing Farmers (FGF) is a multi-year program that supports new farmers who
are pursuing sustainable, near-urban, direct-to-market farm enterprises. Through a wide
range of services, FGF helps new farmers plan, start-up and establish successful farm
businesses.
Everdale LandLINK is an initiative that connects beginning farmers with land and
farming opportunities in the Town of Erin.
4.1.3.3 Kids & Schools
For over 10 years, Everdale has offered hands-on, curriculum-linked workshops that
foster a development of environmental literacy and stewardship. From early May
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through late October, the farm serves as a living classroom. Students participate in a
series of ‘schools on the farm’ workshops for junior kindergarten to grade 12, preschools, guides and scouts, camps, homeschoolers and many other groups. Beginning in
late fall, and running until early spring, the Centre takes the farm on the road with the
‘farmers in the schools’ programs. Everdale educators (and sometimes an Everdale
chicken) enter the classroom with a curriculum-linked and interactive program for
students.
4.1.3.4 Schools on the Farm
This program focuses on the farm and healthy food systems. Providing students with a
means of assessing human attitudes and impacts, the program helps them to make life
choices which support the integrity of healthy ecosystems. Topics include:
• Healthy food
• Back to the soil
• Compost, greenhouse
• Fieldwork
• Pastured livestock
• Ecosystems
• Food miles
• Biodiversity
4.1.3.5 Farmers in the Schools
In 2006, through funding from the Laidlaw Foundation, the Centre launched a new
curriculum-tied initiative called ‘farmers in the schools’. The program was designed to
enlist the curiosity of children while investigating and learning about food, soils, plants
and animals. It consists of grade specific units that are led in the classroom by Everdale
farmers. Throughout the units, students explore the role of soils, plants, animals and
humans in a healthy farm ecosystem. The program is offered for the kindergarten
through grade 6 curriculum. In addition, there is a program specific to the grade 3
curriculum and imagination called the REMRAF (farmer) project.
School units include:
• Farm Animals: Students discover the important contributions animals make to life on
the farm as well as learning about the role they play in our everyday lives
• Environmental Stewardship: This unit teaches what it means to be an environmental
steward and looks at how farmers are stewards of the land. Students will explore the
relationship between the farm ecosystems and the ecosystems of the natural world
• Local Food-The Pizza Garden: Students will explore local food through the
investigation of a pizza from field through to fork and in doing so will discover how
eating local helps the farmer, the community and the environment
• Nutrition and the Farm: Through a series of interactive activities, students will
discover what healthy food is and where it comes from. They will go on to explore
the connection between healthy food and healthy farms
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•
REMRAF (grade 3 curriculum linked program): Project REMRAF allows students to
become detectives and heros. The program consists of three units led in the
classroom by Everdale farmers and a fourth unit that takes place at the farm
4.1.3.6 Booking Information
Group programs cater to between 20 and 60 children. These groups are asked to book in
advance. Programs generally run from 10:00 am – 2:30 pm with a lunch break. The
class teacher or program leader must arrange transportation and the students are asked to
bring a litterless lunch. Recycling and compost are provided.
Program fees are: $13/child for a full day (4 hour program), $6.50/child for a half day (2
hour program), and teachers at no charge.
The contact for the school program is Erika Longman, School Program Assistant,
[email protected], Phone (519) 855-4859, ext. 169
4.2
FortWhyte Alive
4.2.1
Location
FortWhyte Alive is located at FortWhyte Alive, 1961 McCreary Road, Winnipeg,
Manitoba, R3P 2K9. General information is available via phone (204) 989-8355, email
[email protected], and website www.fortwhyte.org.
January 7, 2011
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4.2.2
Mission
FortWhyte Alive is dedicated to providing programming, natural settings and facilities
for environmental education, outdoor recreation and social enterprise. In so doing,
FortWhyte promotes awareness and understanding of the natural world and actions
leading to sustainable living.
4.2.3
Mandate
The mandate at FortWhyte Alive includes the following:
• Relevant programming that focuses on the dynamic interactions and interdependency
between humans and natural systems
• Outdoor recreational experiences that encourage individuals to enjoy, understand and
sustain the natural world
• Enhanced program opportunities for disadvantaged youth and families to participate
in environmental education, outdoor recreation, and entrepreneurial programs
• Exhibits that interpret Manitoba’s cultural and natural history and address critical
environmental issues
• Outreach programs that build and nurture sustainable communities
4.2.4
Hours of Operation and Admission
The Centre is open year-round from Monday to Friday from 9:00 am to 5:00 pm and
Saturdays, Sundays and holidays from 10:00 am to 5:00 pm. Admission rates are: adults
$6, seniors $5, students and children $4, members and children under three years at no
charge.
Guided school and youth group programs are $5 to $6 per person respectively and
discounts are available for tours of 10 or more, guided or self-guided. Pets are not
allowed.
4.2.5
Facilities, Services, and Amenities
The Centre is characterized by both natural and man-made assets.
Natural assets include:
• Newly expanded property comprising 640 acres of forests, lakes and wetlands
• 70-acre Bison Prairie Exhibit
• 5 lakes (walleye, pike, largemouth bass, perch, rainbow trout)
• 150-acre forest
• 8-acre cattail marsh
• Captive interpretive wildlife including 25 fish, 25-40 Plains Bison, honeybees, garter
snakes, hognose snake, Gray Tiger Salamanders
• Wildlife including white-tailed deer, fox, raccoon, skunk, mink, porcupine, squirrels,
waterfowl, songbirds, muskrat, etc.
January 7, 2011
14
Facilities and Amenities:
• 10,000 sq. ft. Interpretive Centre (renovated)
• 6,700 sq. ft. Alloway Reception Centre
• 2,000 sq. ft. Outdoor Adventure Centre
• Sailing dock
• Floating marsh boardwalks
• 7 kilometres of interpretive trails
• Computerized, on-site weather station
• 16-seat Voyageur canoe, kayaks, canoes and sailboats
• 25 foot high Saturn Family Treehouse
• Aquarium of the Prairies
• Prairie Soils Diorama
• Honeybee Hive
• Climate Change Greenhouse & Exhibits
• Multi-media Theatre
• Designated year-round fishing areas, covered picnic pavilion, toboggan slide and
skating pond
Services include equipment rentals, foodservice, retail, and facility rentals:
• Seasonal rentals include:
– Bison Buggy (seats 6) half hour - $8.00, hour - $12.00
– Canoe half hour - $7.00, hour - $10.00
– Rowboat half hour - $7.00, hour - $10.00
– Snowshoes (per pair) - members – no charge, non-members - $2.00
– Ice Auger (per hour) - $5.00
• The Buffalo Stone Café operates from 10:00 am to 4:00 pm daily and features light
meals, refreshments, and baked goods. The café also provides catering services for
facility rentals
• The Nature Shop offers a wide variety of products made by local artisans and
producers that support environmental education. Such products include: bird feeders,
wood and stone carvings, jewellery, knit and leather products, and books
• Facility rentals are available year-round and cater to events such as business meetings
and retreats, company barbecues, client functions, family celebrations and wedding
receptions
– The minimum charge for any function is $2,000. This fee includes building rental
from 5:00 pm to midnight, table and chairs, food and corkage. It does not include
taxes and gratuity
– Base rate rental fee: Friday / Saturday $750, Sunday to Thursday $550
– Individual room rentals:
o Outdoor Lakeside Plaza: $400
o Lakeside Meeting Room – boardroom, capacity 20, daily rental fee $175
o Siobhan Richardson Field Station – corporate retreat, capacity 30, overnight
cabin accommodation available, daily rental fee $350
o Interpretive Centre Multipurpose Room – banquet capacity 35, reception
capacity 70
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•
o Alloway Reception Hall – (home to Buffalo Stone Café, Albrechtson Hall,
and Nature Shop) banquet capacity 100, reception capacity 200, daily rental
$550 low season and $$750 high season and weekends
Other services include: environmentally friendly functions, interpretive tours, guided
hikes, assistance with team building activities, guides for recreational activities,
equipment rentals
4.2.6
Membership
FortWhyte Alive sells memberships and fees include: individual $60, senior $50, senior
couple $70, family $95, and group rates: $95 (1-6), $140 (7-12), $175 (13-20).
Benefits of membership include: year round access to the Centre, quarterly newsletter and
program calendar, and discounts on retail, facility rentals, and workshops.
4.2.7 Programs and Events
The Centre offers a variety of programs and events for members and the public including:
• Family – activities offered every Sunday including: guided walks, interpretive talks,
crafts, displays and unique outdoor activities such as voyageur canoe rides, dipnetting
and sweepnetting
• Workshops – offered on topics such as: yard naturalization, photography, art sessions,
bison safari’s, ice fishing, birding & breakfast, willow furniture construction and
snowshoe hikes
• School programs – work with educational institutions to educate students on
sustainable development and work with teachers to incorporate themes into lesson
plans and field trips
• Recreation programs - offer a variety of recreation programs including: summer day
camps in July and August for children ages 4-13, winter and spring camps for
children ages 6-11, and water based activities such as canoeing, kayaking, and sailing
• Additional programs are offered to meet the needs of youth groups (Cubs, Scouts,
Brownies, Guides, church groups) and older adults. The latter programs are tailored to
meet the needs of fully active and mobility limited older adults
• Fundraising programs – work with organizations on a 50:50 profit sharing basis to
raise funds and stages an annual after hours sale event that raises funds for the Centre
• Volunteer program – offers information sessions for interested volunteers and a
variety of roles
• Special events – the Centre offers annual events such as: Hypothermic Half Marathon
in February, Earth Day Celebrations in April, Sunset Barbecue in June, Sam Fabro
Golf Classic in July, and Migration Season in September and October
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4.3
Maine Organic Farmers and Gardeners
4.3.1 History
The Maine Organic Farmers and Gardeners Association (MOFGA) was formed in 1971,
and is the oldest and largest state organic organization in the United States.
4.3.2
Mission
The purpose of the Association is to help farmers and gardeners: grow organic food, fiber
and other crops, protect the environment, recycle natural resources, increase local food
production, support rural communities, and educate consumers about the connection
between healthful food and environmentally sound farming practices.
The Association has an education centre and offers a calendar of events, programs, and
retail store.
4.3.3 Common Ground Education Center
MOFGA has created a facility to support organic growers and demonstrate the viability
of organic agriculture. Located on 250+ acres of mixed farmland and forest in Unity,
Maine, MOFGA's Education Center provides ample space for the organization's
renowned Fair and serves as a venue for year-round educational programs.
Workshops for farmers are offered on topics such as marketing, equipment safety and
operation, cooking classes (bread, seasonal dishes, pizza for teens), livestock nutrition,
agricultural entrepreneurism, accreditation courses for organic farming, record keeping
for organic producers, and kitchen licensing, Events include country fairs, sustainability
film festival, agricultural trades show, and agricultural association meetings and
conferences.
A wide variety of programs are offered including: farm apprenticeships, journeypersons,
low impact forestry, school garden network, El Salvador Sistering Project, organic farmer
loan fund, and public policy initiatives.
In addition to these programs, the Association has a School Garden Network,
Agricultural Services Program, and on-line store. The school garden network is a
volunteer organization that promotes educational gardening in Maine. It’s goal is to
become a comprehensive source of information on school gardens, farm to school
January 7, 2011
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programs, cooking with children, and related topics. The Agricultural Services Program
provides farming, gardening and marketing assistance to growers in Maine and beyond.
Program staff members and volunteers assist seasoned organic growers, help new organic
farmers get started, and educate conventional farmers concerning the benefits of organic
methods. The on-line country store sells clothing, gifts, organic farming supplies,
publications, and products from the El Salvador sister project.
4.3.4 Sources of Funding
MOFGA has a healthy earned income stream, with revenue from membership dues,
organic certification fees, events, publications, and other goods & services.
Memberships are sold to individuals, sponsors, and organizations. Fees include:
• Individuals – individual $35, student $20, senior $20, family $50, low income $20
• Sponsors – cultivating $120, sustaining $250, life $1,250
• Organizations – business $150, and not-for-profit $75
Organization member benefits include: a certificate; copy of the Fair poster; quarterly
newsletter subscription, quarterly newspaper (including a listing, 5% discount on
advertising, 6,000 household and 50,000 visitor reach), a listing on the website, and two
free passes to the Fair.
In addition to sponsorships, the Association seeks financial support from members to
carry out educational programming. Examples of donations include:
• $25 - on-line posting rights of an educational article
• $50 - farmer's honorarium for an educational demonstration
• $100 - Most Educational Exhibit prize in the Fair's Exhibition Hall
• $500 - Journeyperson Mentor payment
4.3.5 Volunteers
MOFGA is essentially a volunteer-driven organization, relying on the support of more
than 1500 volunteers each year. Activities include: Common Ground Education Center,
Fair, helping serve mission or reduce expenses, some projects need specialized labour /
equipment (e.g developing a better greywater collection system for food vendors).
4.3.6
Organizational Structure
The Association has a seven member Board and Standing Committee Representatives for:
agricultural services, buildings and grounds, educational programs, the fair, finance,
fundraising, nominations, and public policy. Two individuals located in the United
States and China oversee certification services. There is one person that oversees the
chapters located in Cumberland Country, Midcoast, Sagadahoc County and Waldo
County. Chapter activities vary from region to region and include educational talks and
demonstrations, social events such as dances and pot-luck suppers, cooperative buying
orders, and fundraising efforts.
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4.3.7
Contact Information
The Association may be contacted at Phone (207) 568-4142, email [email protected],
and website www.mofga.org.
4.4
Fall Flavours
The Flavours Trail is located in Prince Edward Island (PEI) and provides a chance for the
resident and visitor to experience some of the Island's most unique and exciting culinary
attractions.
4.4.1
Regions
PEI has five distinct regions, each with its own character and culture. The following
points describe the food experience in each of these regions:
• North Cape Coastal Drive – stopping at a potato stand set up at the end of a farmer's
lane, dropping in at the local wharf to pick up the catch of the day, trying the bread of
the Island's first inhabitants (Mi'kmaq), tasting a part of the rich Acadian culture
called "râpure", savouring "seaweed pie" or “potato fudge”
• Green Gables Shore - chocolate making at Avonlea Village, award-winning preserves
along the RiverClyde, exploring the seaside and talking with local fishermen,
sampling the Cheese Lady's Gouda and observing sheep and llamas
• Red Sands Shores – enjoying fresh Island lobster, lunches featuring the products of
local producers, new potatoes, unique treats featuring natural PEI maple syrup, and
specialty mustards and sauces
• Charlottetown – dining at independently owned restaurants with chefs using fresh
Island ingredients as part of their custom menus. Some restaurants are located in
heritage buildings along with the Island’s first microbrewery, Gahan Beer
• Points East Coastal Drive – exploring family eateries, cozy country inns, fish & chips
restaurants, and dairy bars. The Drive is also known as the wine and spirit capital of
Prince Edward Island
January 7, 2011
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4.4.2
Events
The Fall Flavour's calendar offers more than 250 culinary events. Events are divided into
six categories:
•
•
•
•
•
•
Hands on Experiences/Participatory Events such as Culinary Boot Camps, Lobster
Lovers Feast, Spuds, Fudge & Tales
Culinary Events in Unique Locations such as The Doctors Inn Organic Tour and
Feast and An Island Culinary and Wine Weekend
Tasting Events provide an opportunity to sample from the wide range of taste
sensations PEI has to offer such as oyster shucking at the Shellfish Museum and
dining on the River Clyde
Signature Events that pair chefs with cuisine such as Feast by the Sea with Chef
Michael Smith and festivals such as the Nigwek Organic Food Festival and the PEI
International Shellfish Festival
Cultural Events that include festivals and tours such as Red Sands Potato Fest
Displays and Exhibits, the Point Prim Lighthouse and Cranberry Pound Cake Tasting,
the Belfast Mini Mills Tour, and the Mussel Madness and Theatre Showcase
Farm to the Gate includes farmers markets, culinary tours, and farm gate sales and
events such as Montrose Garden Farm Tours, All Day Petula’s Gardens, Apple Fest,
and Cider Making and Sample Day
In addition to events, Fall Flavours also features restaurant dining.
Menu items are accessible by clicking the regional icon to view a list of restaurants along
with a short description of cuisine, address, and price range.
4.4.3
Website
In addition to providing an electronic brochure on the Fall Flavours promotion, the news
and media section on the website, www.fallflavours.com describes the PEI agricultural
and fishing industries, shares information on the environment and the province’s
commitment to it, showcases one of it’s most important crops - potatoes, and provides
fun facts about the province, agriculture, and food.
January 7, 2011
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4.5
Conclusions
The comparables provide a good example of agricultural centres and tourism promotions
in North America that are growing in popularity.
Most centres provide education, learning, and hands on experience and appeal to a variety
of market segments including farmers, youth, and the general public. These centres have
links not only to the farm but to education institutions as well. Facilities and services are
varied and provide addition revenue generating opportunities through foodservice,
meeting room rental, retail, programs, membership, and fundraising.
Agricultural tourism promotions show how food can be showcased from ‘turf to table’
with food growers and service providers working together to give residents and visitors
an exceptional culinary experience. This type of promotion will be beneficial to the
Taber area and can also be extended to the larger Canadian Badlands region with Taber
serving as an educational hub for its partners.
This research also indicates the concept proposed for the Agricultural Interpretive &
Visitor Centre in Taber, that showcases the past, present, and future of food production, is
a unique one. Such a unique selling feature will positively contribute to building the
tourism sector in the community.
5.0
MARKET DEMAND
This section provides an overview of tourism visitation and expenditures for Southern
Alberta and the Canadian Badlands, shares research on traveller attitudes and motivations
and tourism trends, and estimates the available market for Alberta South.
It is important to note that the Town of Taber falls within the Alberta South Tourism
Destination Region and lies at the southern end of the Canadian Badlands region. For the
purpose of this study, the consultants chose to use tourism demand data from the Alberta
South Tourism Destination Region as most closely representative of visitation to the area.
5.1
Southern Alberta
The Alberta South Tourism Destination Region lies south of Alberta Central and east of
the major metropolitan area of Calgary. It includes three UNESCO World Heritage Sites
and the cities of Lethbridge and Medicine Hat.
Actual tourism statistics reported for 2008 by Alberta Tourism, Parks and Recreation
(source: Statistics Canada, International Travel Survey and Travel Survey of Residents of
Canada) reported that Alberta South experienced 2.9 million person visits, representing
13% of person visits in Alberta. Most of the person visits were by Albertans (83.8%),
followed by Other Canadians (10.0%), Americans (4.1%) and Other International (2.1%)
visitors. Residents of Alberta South accounted for 43% of the total person-visits to the
January 7, 2011
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region and Calgary and Area residents accounted for 29%. Approximately 52% of all
visits included at least one overnight stop yielding 1.51 million overnight person-visits.
The most popular reasons for overnight travel to the region were visiting friends and
relatives (53%) and pleasure (38%), followed by business (4%). The average length of
stay was 2.7 nights and most visitors stayed with friends and relatives (61%), followed by
any roofed commercial accommodation (21%) and campgrounds (17%).
Most overnight visits took place in the third quarter - July to September (34%), followed
by the second quarter-April to June (32%), the fourth quarter- October to December
(22%) and the first quarter- January to March (12%).
With respect to tourism expenditures, provincial figures indicated average overnight
spending per person was positively related to distance from home. While Albertans spent
$192 and residents from neighbouring provinces spent between $303 and $388, Ontario
visitors spent $859, Americans $710, and Other International travellers spent between
$914 and $1,068.
5.2
Canadian Badlands
During the last quarter of 2007, research was conducted with young families and mature
families/singles in major metropolitan areas in the four western provinces (A Study of
Western Canadian Market Potential to Visit the Canadian Badlands, January 18, 2008).
This research identified five destination clusters: BC Centric, Sun and Warmth, North
Central, Prairie Hearts, and Peripatetic. Of these, the Prairie Hearts (15%) concentrated
their travel in Alberta and Saskatchewan.
Overall, visitors to Alberta in the past three years were most often from Regina (72%) ,
Saskatoon (68%), and Edmonton (61%), followed by Calgary (52%), Kamloops /
Kelowna (47%), Winnipeg (40%), and Vancouver (27%). The most popular months for
visiting were July and August and the most frequent trip length was 3 to 7 days (43%),
followed by weekend trips (36%). 44% of the market travelled most often in western
Canada with children and 56% in adult-only parties. Overall, the most popular type of
accommodation was staying with friends and relatives.
When asked about the Canadian Badlands, the majority had ‘some or a little knowledge
of it’ (58%) and 62% had a positive overall impression. 48% indicated they had visited
the region in the past five years, with Drumheller being a place visited by the highest
proportion of people. Overall, respondents described the region as having distinctive
features (e.g. unusual natural features and landscapes, best place to learn about dinosaurs)
and a variety of activities and services in the region. The strongest attractions were
considered to be the Royal Tyrrell Museum and Dinosaur Provincial Park, followed by
Writing-On-Stone Provincial Park, Cypress Hills Interprovincial Park, Alberta Prairie
Railway Excursions, Atlas Coal Mine Historic Site, and Blackfoot Crossing Historic Site.
When asked about activities they would enjoy experiencing, respondents mentioned:
natural wonders and panoramic views (69%), historic sites and palaeontological /
January 7, 2011
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archaeological sites (65%), museums or exhibits (64%), peace and quiet (64%), lovely
scenery (64%), and historic architecture / buildings and forms of transportation (50%).
Six experience clusters were identified from the responses and are described below.
5.2.1
History and Nature
30% were interested in history related experiences, nature, and outdoor activities such as
hiking, backpacking, stargazing, photography, and peace and quiet. Two-thirds were
nature families / singles, generally empty nesters and older groups, and favoured
camping. This group had above average interest in taking guided walks with an
interpreter and cultural / arts activities.
5.2.2
High Life Escape
20% had below average interest in the Canadian Badlands and were interested in golfing,
shopping, and enjoying peace and quiet. They were less well educated and enjoyed
staying at privately owned cottages.
5.2.3
Up For Anything
18% were most enthused about the experiences offered by the Canadian Badlands
particularly natural, historical, art related, and physical activities. They also had a high
degree of interest in signature attractions, bus tours, and interpretive walks, and were the
only group to score the region as fun for both adults and children. This group was
predominantly female with below average household income.
5.2.4
Fossil Focused
17% were primarily interested in dinosaurs and most interested in related activities found
at sites and exhibits. They had high familiarity with the Canadian Badlands. This group
had a tendency to be male, older (55-64 years), have adult children at home, and living in
Saskatoon and Winnipeg.
5.2.5
Outdoor Enthusiasts
11% preferred activities such as hiking, water-based recreation, horseback riding,
cycling, ATV, winter activities, and golfing. They had an above average interest in rustic
accommodation and outdoor amusements such as hot air ballooning. This group had
above average interest in bus tours and guided walks. Predominantly young families,
they had the highest household income of all clusters and enjoyed staying at luxury hotels
and campgrounds.
January 7, 2011
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5.2.6
Not For Me
11% had little interest in the Canadian Badlands. They included a high proportion of
males and Vancouver and Winnipeg residents. About half had never visited the Canadian
Badlands and, if they had, had not travelled there for 10 years on average
Of the foregoing clusters, four had the best fit with the Taber experience (History and
Nature, High Life Escape, Up For Anything, Outdoor Enthusiasts) and two (History and
Nature, Up For Anything) would likely have an interest in the proposed Agricultural
5.3.1
In 2004, Travel Alberta In-Province shared information on ‘four key buying groups’ in
Alberta. This research was expanded to include British Columbia and Saskatchewan in
2005 and Manitoba in 2008.
These groups represent 80% to 85% of all adults in each of the western provinces.
Although the buying groups in the four western provinces share similar characteristics,
residents of Manitoba have a tendency to take more vacation days per year and residents
of Saskatchewan are more likely to choose Alberta as a vacation destination.
The following sections provide an overview of buying group characteristics in Alberta.
5.3.1
Accomplishers
These travellers are looking for new and unfamiliar places to visit and new things to do.
They enjoy action and excitement. Representing 28% of target households, 71% of
accomplishers are located in Edmonton or Calgary. This segment spends $4,674
from Edmonton and Calgary (34%) and other Alberta (47%). The average age of this
segment is 42 years and 55% are married and 32% have children under 18 years. They
prefer to see new places, participate in outdoor activities, and experience rural and exotic
locations. Of this segment, 18% have indicated they are extremely likely to participate in
agricultural tourism activities.
5.3.2
Urban Explorers
This segment seeks to get away from daily routine and see new places, preferably
exciting city locations. Representing 21% of households, 69% of urban explorers are
located in Edmonton or Calgary. This segment spends $4,016 annually on trips and takes
1.79 trips (3-7 days) per year. Those choosing Alberta are from Edmonton and Calgary
(25%) and other Alberta (46%). 31% of this segment is 30 years or younger, 56% are
married, and 40% have children under 18 years. They prefer a bustling, cosmopolitan
atmosphere. Of this segment, 9% have indicated they are extremely likely to participate
in agricultural tourism activities.
January 7, 2011
24
5.3.3
Comfort Seekers
This group has a strong preference for familiar and rural locations. They seek relaxation
and want to get away from the daily routine and strengthen family bonds. They represent
24% of target households in Alberta and are located primarily in Edmonton or Calgary
(65%). This segment spends $3,790 annually on trips and takes 2.03 trips (3-7 days) per
year. Those choosing Alberta are from Edmonton and Calgary (44%) and other Alberta
(63%). Most are married (79%), fall between 31 to 50 years of age (63%), and have
children under 18 years of age (62%). They prefer to participate in outdoor activities and
visit rural locations. Of this segment, 18% have indicated they are extremely likely to
participate in agricultural tourism activities.
5.3.4
Real Relaxers
This segment is looking for tranquility and some peace and quiet. They prefer to do
nothing during their leisure trips. They represent 27% of target households in Alberta
and are located primarily in Edmonton or Calgary (65%). This segment spends $3,240
from Edmonton and Calgary (40%) and other Alberta (46%). Most are married (69%),
fall between 41 to 60 years of age (53%), and have children under 18 years of age (44%).
They desire peace and quiet and rural locations. Of this segment, 11% have indicated
they are extremely likely to participate in agricultural tourism activities.
Residents of Saskatchewan and British Columbia have been divided into the same buying
groups and have similar characteristics. However, residents of Saskatchewan are more
likely to choose Alberta as a destination compared to residents of British Columbia.
The following table provides a summary of travel intentions for the Alberta buying
groups (Travel Alberta, 2004).
Table 4. Alberta Resident Travel Intentions - 2004
Accomplishers
Urban
Explorers
Comfort
Seekers
Real
Relaxers
# intended trips, May–October
2005
7.1
5.1
7.4
5.7
# intended trips within Alberta
5.1
3.7
5.7
4.4
Intended destination:
Edmonton & Area
Calgary & Area
Alberta Central
Canadian Rockies
Alberta South
Alberta North
%
38
34
27
48
25
10
%
43
44
19
29
15
13
%
24
23
36
47
27
15
%
27
25
32
46
19
10
January 7, 2011
25
Intended trips outside Alberta
2.0
1.4
1.7
1.3
Alberta trips by trip length:
Day
Weekend
3 to 7 Days
7 + Days
1.4
3.6
1.1
0.2
1.1
2.8
0.7
0.1
1.3
3.8
1.4
0.2
1.2
3.0
0.9
0.2
Travel Party:
Adult couple
Family with children < 18
Group of friends
Single traveller
48%
28%
27%
17%
37%
32%
21%
18%
41%
40%
17%
12%
55%
32%
8%
10%
Both the descriptions of the buying groups and the foregoing table suggest the tourism
experience in the Town of Taber would be best suited to three segments (Accomplishers,
Comfort Seekers, Real Relaxers) and between 9% and 18% of the four buying groups
would be interested in agricultural tourism activities such as the proposed Agricultural
5.4
Travel Activities and Motivation Survey (TAMS)
The TAMS survey examines the recreational activities and travel habits of Canadians (i.e.
out-of-town, overnight travel behaviour of one of more nights over the past two years;
provides detailed information on Travelers’ activities, travel motivations, places visited,
type of accommodation used, impressions of Canada, demographics and media
consumption patterns).
The most recent Travel Activities and Motivations Survey (TAMS) was conducted in
2006. For the benefit of the provincial tourism industry, Alberta Tourism, Parks and
Recreation commissioned reports to focus on the specific activity-based sectors that
Alberta offers (Cultural, Fairs & Festivals, Archaeological & Palaeontological,
Aboriginal, Hiking, Climbing, & Paddling). The reports focus on Canadian respondents,
and the subset with Alberta travel experience, who stated the activity under analysis as
the main reason for one of their trips.
For the purposes of this discussion, long haul refers to visitors from Ontario, Quebec, and
Atlantic provinces while short haul refers to visitors from the four western provinces.
Of total adult pleasure travellers from long haul (13.5 million) and short haul (6.2
million) markets, most travellers are motivated by fairs and festivals, cultural, and hiking,
climbing, and paddling experiences. Given the advantage of proximity, more short haul
travellers have experienced Alberta in the past ten years.
A provincial comparison shows that travellers interested in these activity segments reside
in Ontario, Quebec, British Columbia, Alberta, and Quebec.
January 7, 2011
26
Table 5. Canadian Adult Pleasure Travellers for Relevant Activity Based Sectors
Total
Segment
Travel to Alberta
in the Past Decade
Travel to
Alberta %
1,900,000
2,000,000
1,600,000
472,000
432,000
441,000
24.8%
21.6%
28.0%
813,000
861,000
645,000
671,000
79.3%
77.9%
687,000
566,000
82.0%
13,500,000
Long haul
Cultural
Fairs & Festivals
6,200,000
Short haul
Cultural
Fairs & Festivals
Hiking, Climbing, &
Paddling
Long haul
Cultural
Fairs & Festivals
Short haul
Cultural
Fairs & Festivals
Residence
Ontario
%
59
56
57
Quebec
%
34
36
37
Atlantic
%
8
8
6
B.C.
%
45
47
47
Alberta
%
39
32
39
Sask
%
8
11
6
Manitoba
%
8
11
7
Source: Travel Activities and Motivation Survey, Research Resolution and Consulting Ltd.
Additional characteristics of each of these markets are briefly summarized below.
5.4.1
Cultural
Canadian Cultural Tourists are adults, 18 years and over, who report having taken an
overnight pleasure trip to any destination in the past two years and indicate one of the
following activities was the main reason for travel:
•
Art galleries
•
Historic sites or buildings – replicas of cities or towns, re-enactments, sites,
monuments, buildings, interpretive program, palaeontological / archaeological sites,
archaeological digs
January 7, 2011
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•
Museums – children’s, general history, heritage, science or technology, military or
war, curatorial, Aboriginal heritage
in the past decade.
the following cultural activities:
•
Well known historic sites
•
General history museums
•
Other historic sites, monuments, and buildings
•
Art galleries
•
Outdoor, resort or lodge experiences
•
•
Fairs and festivals
5.4.2
Fairs & Festivals
Canadian Fairs & Festivals Tourists are Canadian adults, 18 years of age and over, who
report having taken an overnight pleasure trips to any destination in the past two years
and indicate one of the following activities was the main reason for travel:
•
Cultural festivals or events – international film, literary, music, theatre
•
Other fairs or festivals – carnival, exhibition or fair, religious, food or drink, ethnic,
gay pride, fireworks display, hot air balloon, comedy, Aboriginal
in the past decade.
the following cultural, outdoor, and entertainment activities:
•
Fireworks displays
•
Exhibitions and fairs
•
Music festivals
•
Soft outdoor, resort or lodge experiences
•
•
Historic sites, museums, cultural performances
January 7, 2011
28
•
Spectator sporting events
5.4.3
Canadian Hiking, Climbing, & Paddling Tourists are Canadian adults, 18 years of age
and over, who report having taken an overnight pleasure trip to any destination in the past
two years and indicate one of the following outdoor activities was the main reason for
travel:
•
Canoeing and kayaking in fresh or ocean water
•
Hiking during a same day excursion on overnight trip
•
Hiking in wilderness settings with overnight camping or lodging
•
White water rafting
•
Rock climbing
•
Mountain climbing or trekking
and 6.2 million such travellers residing in short haul markets. Each of these markets,
represent 12% and 11% of hiking, climbing, and paddling tourists respectively. Of these
tourists, 28% of the long haul market and 82% of the short haul market have travelled to
or within Alberta in the past decade.
Both the long haul and short haul market are evenly divided between men and women,
are young or middle-aged, and live as couples or families with children. They have a
tendency to be somewhat more affluent and apt to be university educated as compared to
typical Canadian travellers.
Both markets place an emphasis on the following activities:
•
Camping
•
Visiting nature parks
•
Sunbathing
•
Sitting on a beach
•
Alpine skiing
In addition, a portion of them enjoy:
•
Visiting well-known historic sites
•
Strolling in cities to see architecture
•
Going to movies
•
Visiting museums
Of these profile segments, three may be most relevant to the Town of Taber (Cultural,
Fairs & Festivals, and Hiking, Climbing, & Paddling) and two would likely be interested
in the proposed Agricultural Interpretive & Visitor Centre (Cultural, Fairs & Festivals).
January 7, 2011
29
5.5
Most recently, the Canadian Tourism Commission (CTC) has developed business
intelligence for tourism operators that can be used to promote their products and services
to customers. The ‘Explorer Quotient’ (EQ) describes the types of customers that travel
according to their demographics, social and travel values, and travel behaviours. In total,
there are seven types of customers (Free Spirits, Social Samplers, Cultural Explores,
Personal History Explorers, Authentic Experiences, No-Hassle Travellers, Cultural
History Buffs, Ostentatious Travellers) that have been profiled for Canada’s ten primary
tourism markets (Australia, Canada, China, France, Germany, Japan, Mexico, South
Korea, United Kingdom, United States).
For the Town of Taber, the Canadian travel market is most relevant. This market has
four types of customers that are described below.
5.5.1
Authentic Experiencers
Authentic Experiences represent 12% of travellers.
Travel values for this market include:
• Want to see vast natural settings and wonders around the globe, but they’ll also take
in local park scenery
• Like to integrate into the local culture, eat authentic foods, learn the language to
converse with locals, and explore areas ignored by tourists
• Seek to learn all that they can about the cultures they visit in advance of their trips
• Abhor commercial comforts of Western hotels, seeking to live as authentically as the
locals do
• Perceive travel as a life-long journey of learning, contributing to personal
development
Social values include:
• Control seekers - with a high degree of personal control, these travellers reject
authority and live according to their own rules
• Sampling - interested in cultural sampling and with a need for spontaneity, this type is
always on the move
• Discrete - although affluent, these travellers prefer understated and ethical
consumption
Travel behaviours include:
• Vacations - longest vacations of all, preferring a week or more for vacations,
sometimes tie pleasure travel in with business
• Adventure travel - most likely to travel for specific adventures, or to learn/explore
something new
• Destinations - more likely to fly to distant destinations
• Most interested in - outdoor adventures, local lifestyles and flavours, beautiful
landscapes, wildlife, historical/cultural attractions and landmarks, learning/exploring,
January 7, 2011
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•
self-touring, resorts and accommodations tied to their interests, and classical
performing arts
Less interested in - travel related to sports tournaments (participatory and spectator),
festivals and events, RV camping, powered outdoor adventures (e.g. ATVs and
snowmobiles)
5.5.2
Cultural Explorers
Cultural Explorers represent 13% of travellers.
Travel Values:
• Always excited about the next trip
• Fascinated by the ancient history as well as the modern cultures of the places they
visit
• Travel is a journey, not the destination, and is best experienced with like-minded
companions who want to have fun while learning
• Feel relaxed and free while traveling
• Seek an authentic experience, and don’t want to stay in sterile, commercial hotels
• While cautious, these travellers are not afraid to venture into the unknown in pursuit
of discovery. They will not be constrained to “tourist” schedules or destinations, but
will chart their own courses
Social Values:
• Personal challenge - risk-taking, with an adaptive navigation, these travellers easily
figure out how to make the most of a situation
• Open-minded - believe in modern notions of family and gender, have a deep interest
in cultural sampling and fusion
• Energetic creativity - their quests are driven by vitality and spontaneity, along with a
need for uniqueness and personal creativity
Travel behaviours:
• Vacations - take the most vacations, trips of all durations, especially weekend escapes
• Adventure travel - more likely to want to learn, explore something new, and engage
in the local culture
• Destinations - open to B&B’s, camping, hostels, all modes of travel
• Most interested in - sampling local flavours, local lifestyles, Aboriginal culture,
beautiful landscapes, rivers/waterfalls, cultural attractions, festivals, relaxing in
peaceful environments, self-touring
• Less interested in - luxury resorts, spa/wellness experiences, golfing, skiing /
snowboarding, sports events (unless at the international level), guided group tours
January 7, 2011
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5.5.3
Free Spirits
Free Spirits represent 11% of travellers.
Travel values:
• Life is more exotic abroad, so travel is continuous and exciting
• Aspire to stay in the most luxurious accommodations and venues
• Want to see all the main attractions, but do not need to go in-depth
• High energy to see everything
• Want to be the centre of attention, so they’re attracted to groups and shared
experiences
• Don’t want to wait at home, constant need to travel, consider the internet a poor
substitute
• Want some structure and planning, packages should include planned activities
Social values:
• Upward striving - high social mobility and entrepreneurialism inspire a strong sense
of personal challenge
• Unsure of goals - deterred by time stress, aimlessness, anomie and fatalism, reflected
in acceptance of violence
• Social lives rule - craves social intimacy, celebrating passages and attraction to
crowds, values sexual permissiveness and hedonism
• Flashy consumers - their need for status recognition drives aesthetics, ostentation, and
importance of brand. They are also technophiles
Travel behaviours:
• Vacations - greater number of all types of trips, more weekends, will combine
business and pleasure
• Fun events - travel to spend time with friends and celebrate events
• Destinations - travel in organized groups, stay with family/friends, in luxury hotels, or
hostels
• Most interested in - sampling local flavours, local lifestyles, cities close to nature,
playing golf, skiing/snowboarding, entertainment experiences, attending major
events, sports events, shopping
• Less interested in - self-touring, learning/exploring, Canadian hospitality,
parks/heritage sites, historical/cultural attractions, wildlife, hiking/trekking, small
towns
5.5.4
No-Hassle Travellers
No-Hassle Travellers represent 13% of travellers.
Travel values:
• Travel mainly to get away from their everyday stresses and responsibilities
• Want to have no worries or cares, with everything taken care of for them
January 7, 2011
32
•
•
•
•
•
•
These travellers need guidance in their travels and prefer travelling in groups with
others,
particularly their families
Afraid of unfamiliar or threatening places
Drawn to the purity and serenity of open spaces
Travel is rarely planned in advance and is more focused on visiting family/friends
While they want to relax, this group never loses its cool
Social values:
• Simplicity seekers - feeling time stress and an aversion to complexity, this type
reaches for stability and predictability
• Rational - low sense of vitality, spontaneity, or impulse
• Spiritual - guided by a strong sense of religiosity, these spiritual questing travellers
are looking for deeper meaning in life
• Careful shoppers - discriminating consumers and skeptical of business, they avoid
novelty, ostentation, and advertising
Travel behaviours:
• Vacations - shorter trips, often preferring weekend getaways
• Family events - visiting family/friends is the main reason, but celebrating special
events is important too
• Destinations - stay with family, usually within driving distance
• Information sources - family, with very little actual planning
• More interested in - nature, camping, fishing, participating in sports competitions,
entertainment and amusement parks, Aboriginal culture and events, farmers’ markets
and fairs
• Less interested in - winter-oriented outdoor activities, arts and culture activities,
historic sites, large festivals and events, resorts, pampering/spas, shopping, gardens
Of these segments, three types would be most relevant to the Town of Taber and the
proposed Agricultural Interpretive & Visitor Centre (Authentic Experiencers, Cultural
Explorers, No-Hassle Travellers).
5.6
In 2007, Alberta Tourism, Parks and Recreation reported accommodation statistics for the
Alberta South Tourism Destination Region and two major municipalities within it.
Overall, annual occupancy was 63.6%, the average room rate was $84.07 and RevPAR
(revenue per available room) was $53.48. The source of room demand was primarily
industrial crews, followed by business, tourists, convention groups, tour groups, and
other.
In comparison, the two largest municipalities in the region deviated from the foregoing
averages with Lethbridge performing lower on occupancy, room rate, and RevPar, and
Medicine Hat performing better. In addition, the source of demand for both Lethbridge
and Medicine Hat was primarily business, followed by tourists, crews, and groups. With
January 7, 2011
33
respect to group business, this source of demand played a more important role in the
Lethbridge marketplace as compared to Medicine Hat.
Table 6. Accommodation Statistics for Alberta South
Alberta South
Lethbridge
Medicine Hat
Sample
Rooms
Occupancy
Average Room Rate
RevPar
124
6,320
63.6%
$84.07
$53.48
18
1,375
59.9%
$82.91
$49.64
17
1,308
69.8%
$95.00
$66.81
Market:
Industrial Crews
Business
Tourists
Convention Groups
Tour Groups
Other
36.7%
26.7%
25.9%
2.4%
2.4%
5.9%
10.9%
49.6%
20.2%
6.4%
3.6%
9.3%
22.19%
37.8%
29.6%
0.7%
1.7%
8.1%
Overall, Alberta South figures were lower than the province where the average annual
occupancy was 71.0%, average room rate $109.53, and RevPar $77.81. In addition, the
source of demand differed as well with business travellers leading (36.1%), followed by
tourists (23.2%), industrial crews (19.0%), tour groups (8.4%), convention groups
(7.3%), and other (6.0%).
During the field work in September 2010, approved accommodation properties in Taber,
representing 194 rooms, reported slightly lower rates than their Alberta South
counterparts with year round occupancy at 55% and average room rate at $81.20.
Overall, room demand appears to originate from markets similar to Alberta South and
Lethbridge with year round demand from agriculture and service crews, winter demand
from the oil industry, and a mix of demand from the meeting, sport team, and fully
independent traveller markets. The campground, representing 83 sites, reported a history
of full occupancy on weekends in the summer with 50% of campers originating from
within a one hour drive, 25% from other locations in Alberta, and the remainder from
outside the province, in particular the neighbouring provinces of British Columbia and
Saskatchewan. It is important to note, these numbers were down significantly in 2010
given the economic downturn and campground flooding.
5.7
Highway Traffic
•
January 7, 2011
34
•
5.8
Attraction Visitation
Throughout Alberta, there are a number of interpretive centres and museums. Some of
the most developed and well known attractions are the provincial historic sites. The
southern region of Alberta is home to a number of these sites. The following table shares
the location, size, original capital cost, and attendance at these facilities (Economic
Impact Study for Provincial Historic Sites, 2005).
Table 7. Provincial Historic Site Statistics
Attraction
Royal Tyrell Museum
Head-Smashed In Buffalo Jump
Location
Size
Capital Cost
Attendance
Drumheller
(sq.ft.)
162,000
(opening date)
$27.5 million
(1985)
$9.3 million
(1987)
$6.5 million
(1985)
$9 million
(1992)
5 year average
375,000
25,000
Frank Slide Interpretive Centre
NW of Fort
McLeod
Crowsnest Pass
Remington Carrington Museum
Cardston
65,000
13,000
86,000
45,000
27,700
These facilities attract historical and cultural enthusiasts and may serve as demand
generators for visitation to the region and the proposed Centre. In turn, the proposed
Centre will be an important addition to these and other attractions in the southern region.
5.9
Travel Trends
A summary of travel trends, relevant to the Town of Taber, is provided below. This
information is a synopsis of tourism research that takes place at the international,
national, and provincial level and has implications for travel to the Taber area.
Trends influencing travel markets and relevant to the Town of Taber and the proposed
Agricultural Interpretive & Visitor Centre include the following.
5.9.1
•
International
The global tourism industry should recover strongly in 2010 after the economic crisis
and the swine flu pandemic produced “one of the most difficult years” for the sector.
According to the UN World Tourism Organization’s annual World Tourism
Barometer report, international tourism arrivals fell by an estimated 4% in 2009, but
should rebound to grow by 3% or 4% in 2010
January 7, 2011
35
•
The World Economic Forum ranks Canada 106th out of 133 when it comes to price
competitiveness. Some 78% of foreigners surveyed list cost as the second most
important reason for not visiting the country. The number one reason, at 81%, was
other destinations they wanted to see first. (The Canadian Press, April 20, 2010)
5.9.2
United States
•
Having polled 2,027 consumers, Deloitte released the results of a U.S. travel survey
in 2007 that identified five trends expected to impact travel behaviour:
– Globalization – increased access to information about destinations and cultures,
transnational agreements such as “open skies” between the US and European
Union, and growth in affluence in markets such as China and Russia mean an
increased demand for international travel
– Changing Consumer – consumers are looking for flexible travel experiences that
suit their specific needs (e.g. overlap between business and leisure travel).
– Safety, Privacy, Security – are linked to the increasing global travel
– Technology – user-generated content, social media, and social networking mean
that today’s consumers are exponentially more knowledgeable that they were
prior to the media boom. Businesses who harness the internet’s capabilities gain a
competitive edge
– Environmental and Social Responsibility – the words ‘green’ and ‘ethical’
saturate travel discussion in the media. Corporate social responsibility is
becoming a key attribute for consumers in selecting products and services
(www.hotelnewsresource.com, December 12, 2007)
•
The U.S. economy is improving and Americans are starting to travel again. Families
are looking to book themed travel in 2010 including unique experiences and active
and education vacations. Accordingly it is anticipated that ag-tourism and culinary
vacations will continue to grow in popularity. (Travel Wire News, May 20, 2010)
•
According to a survey conducted by TripAdvisor in 2009, the primary trends
identified for U.S. travel are that travellers appear to be going lean and green by
visiting national parks, hiking, and engaging in adventure activities. A greater number
of Americans said they will be environmentally conscious in their travel decision in
2009 and more plan to visit ecologically-friendly hotels. More specifically:
– 73% plan to visit a national park
– 53% plan to go hiking
– 47% plan to engage in an adventure activity
– 33% will go cycling or biking
– 11% are likely to participate in an extreme sports activity
– 66% plan to go to the theatre
– 87% will visit a historic site
– 61% said the cost of fuel is an important consideration when choosing where to
go on their vacation
– 28% said they check their email daily when on a long weekend vacation and 39%
check it daily when on a vacation of a week or more
January 7, 2011
36
–
18% said they are taking a “staycation” in 2009
(Travel Mole, October 23, 2008)
5.9.3 Canada
•
Lonely Planet has named Canada as one of the “Top 10 Countries for 2009”. An
excerpt from the book reads: “Canada is too polite to say so, but it’s ready to be feted.
Winter or summer, Canada is a land of action, with an insane amount of terrain to
play on.” The section on Canada also highlights the world famous Jazz festival in
Quebec, the Ford World Men’s Curling Championships that is being hosted in New
Brunswick, and the Calgary Stampede in Alberta. (Canadian Tourism Commission,
Lonely Planet, September 23, 2008)
•
A tourism study of developed countries around the world has ranked Canada in the
Top 10 both for adventure opportunities and being a “safe and welcoming” place in
which to experience them. Adventure now represents about 20% of why people travel
and the trend is expected to grow. (Edmonton Journal, July 10, 2010)
•
Business travel demand has been declining since the economic downturn. According
the latest annual Canadian Business Travel Outlook, many Canadian businesses will
continue to cut back on corporate travel in 2010 and replace it with virtual meeting
technology
•
Over the period 2005-06, 17.7% of adult Canadians participated in a wine, beer, or
food tasting while on an out-of-town, overnight trip of one or more nights. A tasting
at a winery (12.4%) was most popular 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%).
Relative to the average pleasure traveller, those who participated in tastings while on
trips were considerably active in cultural activities and educational experiential
activities and quite active in outdoor activities (Travel Activities and Motivation
Survey, Canadian Tourism Commission, 2006)
5.9.4
Alberta
•
Dr. Simon Hudson, from the University of Calgary has stated that today’s tourist is
looking for a memorable experience rather than a holiday and is seeking authenticity,
nostalgia, spiritual and mental enlightenment, convenience and spontaneity, all
packaged and delivered in a safe, customized, healthy, green wrapping with a high
level of customer service. (December 4, 2007)
•
In April 2009, Travel Alberta became a legislated corporation. Efforts since then
have been directed toward building a closer tie with industry and creating a stronger
tourism marketing force. The corporation is governed by a Board of Directors
appointed by the Alberta Government and reporting directly to the Minister of
Tourism, Parks, & Recreation. Travel Alberta continues to be responsible for
promoting the Province of Alberta in domestic and international markets while
responsibility for tourism policy, advocacy, research, services, product development,
and industry relations remains with Alberta Tourism, Parks, & Recreation. Financing
January 7, 2011
37
for Travel Alberta will continue to come from the 4% tourism levy, providing a
reliable, predictable, and sustainable source of funding for marketing and
development activities
•
According to the latest forecast report by RBC Economics, Alberta’s economy is
expected to rebound this year and next, with growth projected at 3.1% and 4.2%. The
forecast is largely attributable to improving conditions for the oil and gas sector and
increasing retail sales. By comparison, RBC is forecasting national economic growth
of 3.6% this year and 3.5% in 2011. (Calgary Herald, June 10, 2010)
•
Although many hotels in Alberta suffered a summer tourism slump during 2009 due
to the global economic crisis, threat of H1N1 flu, and new passport rules for
American travellers, there was some relief from the Travel Alberta “Stay” campaign
which encouraged residents to travel close to home. (Calgary Herald, October 28,
2009)
•
According to a survey conducted by Harris/Decima for Expedia, 35% of Albertans
identify themselves as being vacation deprived. 52% of Albertans surveyed feel it is
important to put money into savings. However, Albertans continue to see the value in
vacations, with 94% still planning on travelling this year for vacation purposes. 25%
of respondents feel they need a vacation now more than ever because of the stress
from the current economy. Common barriers to taking a vacation include: working >
40 hours/week (37%) and feeling guilty about taking time off work (29%). (Canada
News Wire, May 13, 2009)
•
Rural regions in southern Alberta have received federal government funding for the
Canadian Badlands Tourism Development initiative. Funding is aimed at making
improvements to existing tourist infrastructure and creating new attractions so that
communities can realize business opportunities that contribute to stabilizing rural
populations and opening up employment opportunities for locals. (Lethbridge Herald,
September 22, 2009)
•
Drumheller was named “dinosaur capital of the world “with 85% of the popular vote
in an on-line poll conducted by Smithsonian magazine. The title coincides with the
Royal Tyrrell Museum enjoying a record-breaking year during 2009. Traffic at the
site was up 13% over 2008, with more than 40,000 visitors coming through the doors.
(Calgary Herald, October 24, 2009)
•
Medicine Hat showed a 4% increase in regional visitation during 2009. Tourism
officials credit the growth to staycations amongst residents. While some operators
experienced a decline, others saw significant gains (e.g. Historic Clay District had a
15% increase, the JazzFest, Chili Cook-off, and Medicine Hat Stampede experienced
increases as well). (Medicine Hat News, December 10, 2009)
January 7, 2011
38
5.9.5
General
•
More people are cash-rich and time-poor. They have less time to travel for leisure
purposes, but they want to ensure their trips create a memorable experience. Today’s
leisure travellers, who comprise more singles, female travellers, grandparents
travelling with their grandchildren, and large family units (several generations), are
less concerned about which destination they visit and more interested in healthy
living, the need to escape high pressure work environments, environmental
consciousness, authenticity, and cultural tourism. (World Travel Trends Report
2006/07)
•
According to a new survey conducted in 2006, 40% of Canadians have vacationed
without their partner. Higher-income couples and those without children are more
likely to holiday apart. The most popular vacations for couples are all-inclusive trips
to summer destinations, romantic escapes to a bed and breakfast or country inn, and
multi-city trips to a foreign land. (Edmonton Journal, September 21, 2006)
•
According to statistics from the U.S. market, women took 32 million trips last year
and researchers estimate that next year women will spend $125 billion on travel. On
top of that, the potential of the female travel market is suspected to be more than $19
trillion. Women of all ages and in all stages in life are travelling. Approximately 75%
of cultural and adventure-trip takers are women. The average adventure traveller’s
age is 47. (Canadian Tourism Commission, October 3, 2007)
•
The “mancation”, a vacation getaway with the guys is becoming a hot trend.
Numerous businesses nationwide are targeting guys vacationing with their friends
(e.g. poker parties, hand-rolled cigars, buckets of beer, sports tickets). (CNN,
September 20, 2006)
•
Canada’s seniors’ population is a diverse group of people who are living longer,
better off financially, and like to use the internet. With “old age” now spanning a
period of 20 years or more, the characteristics and experiences of seniors are varied
and will become even more so as the baby boom generation starts turning 65 in 2011.
(Calgary Herald, February 28, 2007)
•
Baby boomers in Canada, Australia and Britain are leading the trend for adventure
and education vacations. Demand for trips specializing in adventures, education,
health/spa, and culinary experience have increased over the past year, according to
103 travel experts surveyed by the British Columbia Automobile Association
(BCAA). (Canadian Tourism Commission, January 14, 2008)
•
Young travellers aged 16-24 are the travel industry’s fastest growing sector (World
Youth Student & Educational Travel Confederation). Representing over 20% of all
international visitors, adventurous young backpackers stay longer, spend more, seek
out alternative destinations and enjoy a wider mix of travel experiences compared
with average tourists. (Travel Wire News, February 26, 2007)
January 7, 2011
39
•
According to an article in TravelMole, almost two thirds of moms say “yes” to their
kids more often while on vacation (e.g. staying longer at a venue or attraction (64%),
swimming in the pool (44%), riding a roller coaster or another ride (37%),
volunteering for a show or activity (21%)). The top reasons that mothers vacation
with children included: to provide new experiences (79%), to relax and have fun
(66%), to get away from the stress of work, school and home (63%), and to spend
one-on-one time with them (43%). (Canadian Tourism Commission, March 13, 2008)
•
The World Tourism Organization indicates religious travel is one of the fastest
growing travel segments. In November 2006, the Travel Industry Association of
America released survey results showing that one-quarter of travellers said they were
currently interested in taking a spiritual vacation and the appeal of a spiritual vacation
spans the ages, with approximately one-third of each age group (18-34 years old, 3554 years old, and 55+) expressing current interest in taking such a vacation. (Tourism
Exchange, February 8, 2007)
•
Overall, more that one-in-ten American leisure travellers have engaged in some type
of culinary or wine-related activity while travelling within the past three years.
(Tourism Exchange, February 7, 2007)
•
Marketing and public relations are no longer one way communication channels.
People “talk back” to travel destinations, hotels and airlines on blogs, discussion
boards, online forums and opinion/review sites for all other travellers to see. They
praise, criticize, and rant. This “word-of-mouth” communication is a valuable and
highly credible source; people are generally inclined to trust the opinions of friends
and peers because they tend to believe those they know, even if only in the online
environment. According to a study by TNS Canadian Facts: 57% of those asked have
visited brand or product sites, 54% said they researched the products/services before
buying, 41% stated they had shared photos online, 20% visited social networking
sites, and 26% used price comparison websites. (TNS Canadian Facts, March 12,
2008)
•
A study done by Forrester Consulting found that “two seconds” is the new threshold
in terms of an average online shopper’s expectations for a web page to load. The
study also found that “40% of shoppers will wait no more than three seconds before
abandoning a retail or travel site.” A similar survey in 2006 also found that almost
half (46%) of the survey respondents said they would develop a negative perception
of a company following a dissatisfying online-shopping experience. (Travel Mole,
September 22, 2009)
•
Camping is growing in popularity. This trend may be partly due to the recent
economic downturn and pursuit of more reasonably priced accommodation. As a
result, many of the parks are seeing increased interest from tourists and campers
(CNN, March 26, 2009). Jasper National Park is capitalizing on this trend with the
introduction of upscale camping that includes: a luxury canvas tent with mattresses,
January 7, 2011
40
heaters, electric lights, and kitchen utensils, and a camping lesson. (Edmonton
Journal, November 17, 2009)
5.10
Available Market for Alberta South
On the basis of the foregoing statistics, the available market for Alberta South is
2,900,000 visitors. Of this market, the Town of Taber would capture its fair share of the
market.
Table 8. Available Market for Alberta South
Visitor Type
2008 Estimate
Percent
Alberta Person Visits
Visitors to Alberta South
Alberta South Market Segments:
22,700,000
2,900,000
100.0%
13.0%
Alberta Residents
Other Canada Visitors
United States Visitors
International Visitors
Total Available Market In Alberta South
2,430,000
290,000
120,000
60,000
2,900,000
83.8%
10.0%
4.1%
2.1%
100%
5.11
Conclusions
The market assessment described above indicates the proposed Agricultural Interpretive
& Visitor Centre will likely appeal to a number of tourist segments:
• TAMS segments – (1) Cultural, (2) Fairs & Festivals
• Canadian Badlands segments – (1) History and Nature, (2) Up For Anything
• Travel Alberta buying segments – (1) Accomplishers, (2) Comfort Seekers, (3) Real
Relaxers
• CTC segments – (1) Authentic Experiencers, (2) Cultural Explorers, (3) No-Hassle
Travellers
To attract and serve these tourists, every effort should be made to package desired
experience such as the proposed Agricultural Interpretive & Visitor Centre with outdoor
activities, cuisine, farmers markets, fairs and festivals, and other historical / cultural
attractions in the region.
Other potential markets for the proposed Agricultural Interpretive & Visitor Centre are
municipal government representatives and educational institutions. With the growing
movement toward eating local grown organic food, there is an opportunity to tell the
story of agriculture: past, present and future. A glimpse at the future may be particularly
appealing to government officials when planning for the future and responding to market
demand. Similarly, food and nutrition are an important part of the school curriculum and
there will be opportunities to offer related learning experiences and programming at the
Centre.
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As indicated in the Tourism Strategy and Development Plan, many of the current tourism
attractions and events within the community are not yet “long haul” market ready, and the
visitor experience may appeal to Alberta residents while day tripping, participating in a
short getaway, or visiting friends and relatives.
With the addition of the proposed attraction and strengthening of existing tourism product
and infrastructure, the Town will be better positioned to attract and serve long haul
markets. Such developments will enhance the Town’s appeal and encourage tour
operators to include the proposed Agricultural Interpretive & Visitor Centre in an
itinerary and begin packaging elements with approved fixed roof accommodation.
Marketplace trends would also suggest this a good time to capitalize on the agricultural
education about nutrition and wanting to eat locally grown food. This growing interest
will serve to broaden the short and long haul market.
6.0
PROPOSED CONCEPT
With the growing movement toward eating locally grown organic food and the
worldwide success of culinary tourism, there is a unique opportunity to tell the story of
agriculture: past, present, and future. The subject of food will not only appeal to
members of the travelling public, but also to students studying nutrition and hospitality
and government officials intrigued by the concept of agricultural urbanism.
To capitalize on these interests, a description of the proposed Agricultural Interpretive &
Visitor Centre follows along with a summary of space requirements and preliminary cost
estimates.
6.1
Description
It is recommended the Agricultural Interpretive & Visitor Centre be comprised of
facilities, services, and amenities that attract and serve the visitor and add to the quality of
life for residents. The name of the Centre should be unique and speak to the topic of food
in an experiential manner, for example ‘Agrilicious’ or ‘Foodtopia’. The Centre should
provide patrons with an experience that spans the past and present, telling the story of
agriculture in the Taber area, and provide a glimpse to the future, responding to the local
food movement and offering a related solution for municipalities. Consistent with the
Taber sustainability plan, the Centre should use environmentally friendly technology to
demonstrate the wise utilization of resources.
The Centre components should include:
•
Welcome Area – would provide an orientation and introduction to the Centre. The
welcome area will provide secure access, ticketing, introductory storyboard displays,
January 7, 2011
42
and directional signage for the interior of the Centre. It will accommodate small
event parties such as tour groups.
•
Exhibit Area – would be divided into three sections showcasing the past, present, and
future of agriculture. About 50% of the space will be devoted to permanent exhibits,
20% of the space to temporary exhibits, and 30% to visual and restricted storage. The
entire exhibit area would use air controlled display cases (rather than museum
HVAC) and provide space for interpretive programming such as demonstrations.
- the exhibit theme for the past will build on the collection at the present museum
(Taber Irrigation Impact Museum), telling the story about irrigation and the
benefits it brought to Taber
- the theme for the present would speak to food growing, food processing, value
added products, transportation and storage, and research. This area would provide
an opportunity to show the linkage between the various components of the food
system
- the future would capitalize on the global food movement, identifying how
municipalities can supply food products in a 100 mile radius to residents. It
would provide a model of sustainability for the public’s consideration. This
model might showcase: the state of organics in Alberta, agricultural urbanism
(full integration of the agri-food system within the planning, design, development
and function of cities), organic vertical farming (incorporates agriculture into
buildings), productive edible landscapes (fruit bearing trees and plants), public art
(living walls, edible sculptures)
•
Community Kitchen – would support small scale entrepreneurs and educational
programs. Entrepreneurs engaged in bringing food products to the market in a
business incubator type setting would use the kitchen for food training and
processing. The kitchen would also provide the backdrop for educational programs
such as: nutrition classes, home economic classes, cooking classes, demonstrations
for the public, field station or training centre for students engaged in hospitality and
apprenticeship programs. It is recommended the kitchen be located close the café,
theatre, and meeting rooms to facilitate servicing functions.
•
Café – would provide an informal table service restaurant to the visiting public with
80 seats to accommodate up to two tour buses at a time. It would house a small
kitchen that would be linked to the larger community kitchen. The menu would offer
light meals, refreshments, baked goods, and unique items made with local ingredients
(e.g. corn bread, berry ice cream, onion soup, organic spices). The café would have a
separate entrance/exit from the Centre, allowing flexibility to operate outside the
Centre’s hours of operation, and a takeout window to the outdoor patio and picnic
area. The establishment would be leased to a well regarded restaurateur. In addition
to operating the café, the lease agreement would allow catering service to facility
rentals.
•
Theatre – would provide an audiovisual theatre with state-of-the-art equipment and a
stage for live presentations. The theatre would seat up to 150 people and connect to
January 7, 2011
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the meeting rooms so that it can be opened to house a larger audience and offer
additional features for program delivery. In addition to the agriculture focus of the
Centre, the theatre could also be used as a venue for other community events such as
the visual and performing arts.
•
Meeting Rooms – would have a separate entrance to the Centre. There would be two
meeting rooms, separated by a divided wall, with each room offering capacity from
35 (banquet) to 70 (reception) patrons. The rooms would be equipped with
audiovisual equipment for meetings and training programs.
•
Retail Shop – would sell unique Taber-made product along the agriculture theme,
including: food items, spices, gourmet goodies, recipe books, aprons, calendars,
postcards, bumper stickers, fridge magnets, handcrafted cooking utensils, jewellery,
paintings, photography, and sculpture.
•
Visitor Centre – would provide information and direction for the traveller, ticket sales
to local attractions and tours, price range and room availability at local
accommodation properties, and souvenir items for purchase. In addition to personnel
on hand during regular business hours, the Centre would offer brochure racks and
washrooms that would be available to the public 24 hours a day, seven days a week
(e.g. map and guide dispenser on exterior wall of building).
•
Office and Administration – would have four offices for Centre employees, two
offices for Chamber of Commerce employees, an open area for equipment and
support, and a small meeting area.
•
Washrooms – would offer six washrooms in total. These washrooms would be
available throughout the Centre and located in close proximity to the café, meeting
rooms, and visitor centre.
•
Maintenance and Storage – would have a small shop for repairs and maintenance,
storage area for equipment, and a receiving area for service functions.
•
Exterior Grounds – would offer signage, parking, sani dump station, pet park, rooftop
and patio space, greenhouse and garden, and an indoor/outdoor farmer’s market area:
- signage – would provide information about and direction to the various
components of the Centre
- parking - would be 50 parking spaces in the lot with larger spaces to
accommodate tour buses and travellers with RVs and trailers. The latter spaces
would be located at the east end of the site
- sani dump station – would be located at the east end of the site and provide
disposal services for RVs
- pet park – would provide a small area for family pets to stretch, enjoy food and
water, and eliminate waste
- rooftop - would allow for food production, with plantings in containers, and space
for social functions
January 7, 2011
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-
-
outdoor patio - would face south and offer 24 seats for patrons and licensed street
vendors. It would also connect to an indoor/outdoor open space for the farmer’s
market and other social gatherings (e.g. movie nights). Attractive as a social
gathering place, the outdoor space would have edible walls, plantings in
containers, and a water feature.
greenhouse and organic garden – would be located in close proximity to the patio.
The greenhouse would operate year-round and grow a variety of organic fruits
and vegetables while the garden would be seasonal and grow local organic
products. Produce would be used in the café and community kitchen
Both the indoor and outdoor facilities would be designed to house sustainable systems
such as: heat pumps that move excess heat to greenhouses, a rainwater collection system,
a wastewater reuse system for irrigation and toilets, solar panels for energy, and organic
waste recovery for composting. Fact sheets in the Centre would speak to the
environmentally friendly features of the site as well as the topic of true cost accounting
for the food cycle (e.g. food miles, water pollution).
In addition to the foregoing components, it is recommended year-round programming be
developed. Programming should complement the Centre’s theme and include programs,
events, workshops, education, and special offerings:
• Programs – tours and group programs such as:
- ‘From Earth to Excellence’, a progressive tour from farm to the Centre to learn
about ag cycle from local processors
- group programs for associations, clubs, and interest groups
- public workshops on current food and nutrition topics
• Events – seasonal events and celebrations such as:
- ‘Planting Festival’
- ‘Harvest Festival’
- ‘Taste Test Challenges’ with local product (e.g.potato chip, sugar, onion)
- ‘Dining on the Oldman River’, selecting locally grown meat and vegetables,
preparing food in the community kitchen, and picnicing along the river
- CB Ltd ‘Long Lunch Regional Event’, showcasing local food and talent
- ‘Poultry Pizazz & Theatre Showcase’, combining the culinary and performing arts
- ‘Indoor/Outdoor Farmer's Market’ that operates every weekend
- ‘Picnic in the Park’ or ‘incrEdible picnic’, featuring a local or guest Chef creating
a menu with locally grown ingredients
- ‘Taste of Taber’, independent kiosks along the pedestrian trail that feature
specialty items from participating Taber restaurants
• Workshops that offer knowledge from the experts and help develop skills of the
participants, for example:
- ‘The Lost Art of Pickling & Preserves’
- ‘Steak 101’
- ‘Introduction to Fine Canadian Cheeses’
- ‘Thrills on the Grill’
- ‘Culinary Boot Camp, featuring local chefs sharing recipes and preparation tips
for various cuisines (e.g. Mediterranean, Italian, Mexican, Chinese)
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•
•
6.2
cooking classes with guest Chef's from outside Taber
What is Certified Organic?
Value-added agriculture
Nutrition
The Global Food Movement: Eatocracy
Agricultural urbanism, case study demonstrations showcasing how urban centres
can provide locally grown food to citizens in a sustainable manner
- CB tourism program courses
Education – programs that are curriculum based and provide apprenticeships or
certification such as:
- certification program for organic farm production
- apprenticeships with experienced growers
- available technologies for organic farmers
- environmental issues
- curriculum linked programs with students in K-12 or secondary school programs
Special Offerings – collaborative relationships between agriculture businesses and
customers such as:
- community supported agriculture groups where the customer pays a fee to a farm
and receives regular food deliveries
- local food sales to restaurants
- encourage public institution procurement policy for local organic products (e.g.
nursing homes, schools, hospitals)
Space Requirements
A summary of space requirements for the interior and exterior of the Centre is provided
in the following table.
Table 9. Centre Space Requirements
Component
Sq.Ft.
Building:
Welcome Area
Exhibit Area
Community Kitchen
Café
Theatre
Meeting Rooms
Retail Shop
Visitor Centre
Office and Administration
Building Maintenance & Storage
Common Area
Washrooms
Total Building
1,000
4,500
1,000
2,300
2,000
1,600
500
500
1,200
1,000
3,480
1,200
20,280
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Outdoor Improvements:
Parking
Sani Dump, Pet Park
Rooftop
Patio
Garden
Greenhouse
Indoor/Outdoor Farmers Market
Total Exterior
Total
10,000
Included in parking
Included in building
1,000
10,000
10,000
2,500
33,500
53,780
This preliminary program represents the indoor and outdoor space required to achieve the
Centre description. It must be emphasized the preliminary program will likely undergo
extensive refinement through the detailed conceptual design phase.
6.3
Anticipated Cost
The anticipated cost of the entire project includes capital and pre-opening costs.
Capital costs include:
• Land – 53,780 sq.ft. of land at a rate of $38.75 per sq.ft.
• Site Servicing – to establish electrical, water, and sewage services on-site estimated at
$100,000
• Building - 20,280 sq.ft. of developed space as described above at a cost of over
$235/sq.ft.
• Outdoor Improvements – 33,500 sq.ft. of developed space as described above at a
cost of over $21/sq.ft.
• Other Capital Costs – professional services, furniture, fixtures, and equipment,
exhibits:
- Professional Services - planning and design work by architects, engineers,
geotechnical specialists, acoustical experts, and so on estimated at up to 17% of
construction cost
- Furniture, Fixtures and Equipment – estimated at up to 15% of construction cost
- Exhibits – design, fabrication, and installation of exhibits, and art commissioning
estimated at up to $500/sq.ft. of permanent and temporary exhibit space
• Start Up Working Capital – to cover anticipated net loss in Year 1 estimated at
$33,412
Pre-opening costs include, but are not likely limited to:
• Business Operations and Planning – business planning, marketing strategy, lease
negotiations, fundraising, communications, and cost of operations between
construction and opening, estimated at $300,000
• Marketing – communications, media events, CD of centre, packaging, and website,
estimated at $200,000
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•
Management Salaries – 9 months of salary for the General Manager, Marketing
Manager, and Curator/Archivist, estimated at $250,000
Opening Event – a local event celebrating the grand opening of the Centre, estimated
at $50,000
•
Table 10. Estimated Funding Requirements for the Centre
Funding Requirement
Amount
Capital Costs:
Land
Site Servicing
Building
Outdoor Improvements
Other Capital Costs
Start Up Working Capital
Total Capital Costs
187,588
100,000
4,776,000
715,000
4,007,120
33,412
9,819,090
Pre-Opening Costs:
Business Operations & Planning
Marketing
Management Salaries
Opening Event
Total Pre-Opening Costs
Total Capital and Pre-Opening Costs
300,000
200,000
250,000
50,000
800,000
10,619,090
Note: Other capital costs include professional fees, FF&E, exhibits
Similar to space requirements, both capital and pre-opening costs will likely undergo
extensive refinement through the detailed conceptual design phase and depend on
sufficient financial resources to construct and operate the facility.
6.4
Funding
Funding activities necessary to cover the foregoing capital and pre-opening costs will be
necessary to construct and operate the facility. These costs are estimated to be close to
$11,000,000.
There are a variety of programs that provide funding for such projects. Such programs
include government grants, donations and sponsorship, and membership.
January 7, 2011
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6.4.1
Government Grants
In addition to municipal grants provided by the Town of Taber, the Centre should apply
for government grants at the provincial and federal level. Such grants include the
following:
•
Agricultural Initiatives - funds granted to agricultural societies incorporated under the
Agricultural Societies Act (Alberta), and to other registered not-for-profit
organizations with objectives related to agriculture and rural development.
http://www1.agric.gov.ab.ca/general/progserv.nsf/all/pgmsrv61
•
Ministry of Culture and Community Spirit - funding for the following granting
programs and foundations:
- Community Spirit Program - the donation grant provides an opportunity for
eligible non-profit and/or charitable organizations to receive a provincial grant.
The grant is based on total annual cash donations from individual Albertans that
have been received by an eligible organization over a 12-month fiscal period. The
grant can be used to support an organization's operations, programs and/or capital
projects. http://culture.alberta.ca/communityspirit/
-
-
-
Community Facility Enhancement Program - assists communities with
construction, renovation or redevelopment of community public-use facilities and
helps enhance the quality of life and citizen well-being in communities across the
province. http://culture.alberta.ca/cfep/
Community Initiatives Program - provides funds to enhance and enrich
community initiatives throughout Alberta. The program is intended to reinvest
revenues generated from provincial lotteries in communities, to empower local
citizens, and community organizations to work together and respond to local
needs. http://culture.alberta.ca/cip/
Other Initiatives Program - provides support to worthy Alberta projects which
cannot be funded under the criteria or existing funding levels of other Alberta
Lottery Fund grant programs. http://culture.alberta.ca/otherinitiativesprogram/
•
Alberta Historical Resources Foundation - with annual funding from the Alberta
Lottery Fund, the Foundation supports community and individual initiatives in
heritage preservation through a variety of grants in the Heritage Preservation
Partnership Program (mainstreet program, museums, archives, and historical
societies) http://culture.alberta.ca/ahrf/
•
Heritage Preservation Partnership Program - offers matching grants, along with
technical and advisory assistance to organizations and individuals for the
conservation of Alberta's historic places and heritage awareness initiatives such as the
installation of historical interpretive signs, historical research and publications.
http://culture.alberta.ca/ahrf/preservationpartnershipprogram.aspx
January 7, 2011
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•
Rural Alberta Development Fund – funds projects that contribute to the growth,
prosperity or quality of life of rural Alberta.
http://www.ruralalbertasfund.com/programs-projects
•
Summer Temporary Employment Program - is a program element under the Training
for Work program. Developed by Alberta Employment and Immigration (AE&I) and
community partners, the program helps students who would benefit from temporary
employment during the spring and summer months.
http://employment.alberta.ca/CES/3158.html
•
Alberta Healthy School Community Wellness Fund - supports projects that promote
healthy school communities and aim to improve the health and wellness of schoolaged children and youth. http://www.healthyalberta.com/543.htm
•
Young Environmental Stewards Grant Program – provides funding to a single project
undertaken by an individual or group of young people who are passionate about
making Alberta a better place. http://www.albertaecotrust.com/grant/types/yes
•
New Horizons for Seniors Program - funds projects that help improve the quality of
life for seniors and their communities – from enabling seniors to share their
knowledge, wisdom and experiences with others, to improving facilities for seniors'
programs and activities, to raising awareness of elder abuse.
http://www.hrsdc.gc.ca/eng/community_partnerships/seniors/index.shtml
•
Canada Strategic Infrastructure Fund - supports large-scale projects of major federal
and regional significance in areas that are vital to sustaining economic growth and
enhancing the quality of life of Canadians, in particular: highways and railways, local
transportation, tourism or urban development, water or sewage, broadband
(telecommunications connectivity). Emphasis is placed on partnerships with any
combination of municipal, provincial, territorial governments, as well as the private
sector. http://www.infc.gc.ca/ip-pi/csif-fcis/csif-fcis-eng.html
•
Museums Assistance Program - provides funding to Canadian museums and related
institutions for projects that support federal objectives for museums to ensure that
Canadians have access to and experience Canada's diverse cultural heritage.
http://www.pch.gc.ca/eng/1268597502197
•
Canada Cultural Spaces Fund - contributes to improved physical conditions for
artistic creativity, presentation and exhibition. It is designed to increase and improve
access for Canadians to performing arts, visual arts, media arts, and to museum
collections, heritage displays and exhibitions. http://www.pch.gc.ca/pgm/ecccsp/frm/index-eng.cfm
•
Western Diversification Program - is the main program through which Western
Economic Diversification Canada makes strategic investments in initiatives that
January 7, 2011
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enhance and strengthen the economy of Western Canada.
http://www.wd.gc.ca/eng/301.asp
•
Canada Cultural Investment Fund - projects supported through the Fund are intended
to contribute to the organizational, administrative and financial health of arts and
heritage organizations. This is achieved through support for initiatives intended to
diversify revenue streams, strengthen management capacities and ensure that arts and
heritage organizations are supported in their communities for the contribution they
make. http://www.pch.gc.ca/eng/1268609659093
•
Building Communities Through Arts and Heritage Program - helps celebrate the
community, past and present. The Program provides opportunities, through festivals
and other events and activities, for local artists and artisans to be involved in their
community and for local groups to commemorate their local history and heritage.
http://www.pch.gc.ca/eng/1267799042836
•
Alberta Museum Association Grants Program - provides funds to qualifying
individual and institutional members in a number of different areas, including:
operations grants, institutional grants, professional development grants and AMA
conference grants. http://www.museums.ab.ca/programsservices.aspx
6.4.2
Donations and Sponsorships
To build and operate the Agricultural Interpretive & Visitor Centre, the Centre should
solicit donations and sponsorships from individuals and organizations wishing to support
the Centre. Commensurate with the level of cash or contribution-in-kind, the Centre
would provide benefits such as: signage, media exposure, event exposure, participation in
ceremony, listing on website, listing in promotional material, certificate, and plaque.
Cash donations might include:
• Naming an area of the Centre for $25,000 - exhibit area, organic garden, greenhouse
• Community ambassadors for $500, $1,000, and $2500
• Friends of the Centre for $100
Contribution-in-kind might include:
• Volunteerism – greeters, interpreters, programs, events
• Construction materials - excavating, landscaping, concrete, carpentry, doors, water
feature, outdoor seating, greenhouse, garden
• Exhibit content - mural, display, sculpture, artefact
• Furniture - seating, tables
• Technology - projection screen, audio, video, computers
• Landscape – boardwalk, patio, interpretive signs, trees and landscaping, water feature,
interpretive sculpture
• Sustainability - solar power, composting toilets, heat pumps, wastewater reuse
system, rainwater collection system, organic waste recovery system
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6.4.3
Membership
Throughout the year, the Centre should sell memberships to individuals and groups
wishing to utilize the Centre. Memberships should be sold at various levels such as:
individual $50, family $100, and corporate $250. Member benefits might include: free
admission, quarterly newsletter, program calendar, 10% discount on retail, facility
rentals, programs, and events.
6.5 Conclusions
It is recommended the Agricultural Interpretive & Visitor Centre be composed of
components that will generate revenue and provided needed services to the community:
• Welcome Area
• Exhibit Area
• Community Kitchen
• Café
• Theatre
• Meeting Rooms
• Retail Shop
• Visitor Centre
• Office and Administration
• Washrooms
• Maintenance and Storage
In addition to the foregoing components, it is recommended that outdoor space and yearround programming be developed.
The anticipated cost of the entire project is close to $11 million. This cost is based on:
• Land - $187,558
• Site servicing - $100,000
• Building - $4,776,000
• Outdoor Improvements - $715,000
• Other Capital Costs - $4,040,532
• Start Up Working Capital - $33,412
• Pre-Opening Activities - $800,000
It must be emphasized the preliminary cost estimates will likely undergo extensive
refinement through the detailed conceptual design phase and be subject to sufficient
financial resources to construct and operate the facility.
January 7, 2011
52
7.0
PRELIMINARY FEASIBILITY ASSESSMENT
7.1
Available Market for the Agricultural Interpretive & Visitor Centre
The total available market for the proposed Centre is comprised of residents, tourists, and
cultural enthusiasts. During its opening year in 2013, the total available market for the
Agricultural Interpretive & Visitor Centre is estimated to be 3,496,074. By 2017, this
market will grow to 3,842,032.
The residential population at the most recent municipal census in 2008 was 7,821 and
forecast to increase to approximately 10,000 by 2015. According to the 2006 national
census conducted by Statistics Canada, residents are comprised of approximately a 30:70
split between school age children and other residents respectively.
Visitors to the Alberta South Tourism Destination Region represent 13% of the total
Alberta visitor market, with 48% being same day visitors and 52% overnight.
In addition to the market already attracted to the south, we anticipate some demand from
cultural enthusiasts located in Alberta. This segment represents approximately 13% of
the population of Alberta.
Table 11. Available Market for the Agricultural Interpretive & Visitor Centre
Available Market
2013
2014
2015
2016
2017
Taber Residents
School age
Other
9,289
2,787
6,502
9,614
2,884
6,730
9,950
2,985
6,965
10,299
3,090
7,209
10,659
3,198
7,461
Tourists
Same day
Overnight
3,339,378
1,563,806
1,694,124
3,422,863
1,602,902
1,736,477
3,508,434
1,642,974
1,779,889
3,596,145
1,684,048
1,824,386
3,686,049
1,726,150
1,869,995
Alberta Population*
Cultural enthusiasts
1,133,897
147,407
1,131,850
147,141
1,130,020
146,903
1,125,443
146,308
1,117,874
145,324
Total Available Market
3,496,074
3,579,617
3,665,287
3,752,751
3,842,032
*Alberta population* = projected Alberta population less Alberta resident visitors to Alberta South
Tourism Destination Region
Given the current economic climate and forecasted growth for this area, we expect most
of the demand would originate in the Alberta South Tourism Destination Region and
visitors from outside the region would follow historical visitation patterns:
• Geographic Origin - Alberta (84%), Other Canada (10%), United States (4%), Other
International (2%)
• Seasonality - 3rd quarter (34%), 2nd quarter (32%), 4th quarter (22%), 1st quarter (12%)
January 7, 2011
53
•
7.2
Trip Purpose – visiting friends and relatives (53%), pleasure (38%), other (5%),
business (3%)
Visitor Projections for the Agricultural Interpretive & Visitor Centre
Preliminary visitation and expenditure projections have been prepared for the
Agricultural Interpretive & Visitor Centre. These projections provide an important
component in assessing the market and financial feasibility of the proposed facility and
contribute directly to the net income statements. It is emphasized the projections are
based on the best available information from a wide variety of sources. It is strongly
recommended the projections, and their underlying assumptions be reviewed rigorously,
and updated accordingly, as the planning and development process for the Centre
proceeds beyond the feasibility and throughout the concept development phase.
The visitor projections are based on assumptions related to:
• Planned date of opening and period of operation of the centre
• Exhibit and program offering in the Centre
• Estimated size and forecast rate of growth of the available market segments
• Anticipated capture rates of available market segment by the facility
• The Centre working in cooperation with Alberta South Tourism Destination Region,
Travel Alberta, Alberta Tourism Parks and Recreation, and Alberta Agriculture and
Rural Development
• The Centre developing a comprehensive sustained marketing and promotional
strategy
Based on the stated assumptions, it is estimated the total number of visits in the opening
year will be approximately 24,808 and growing to 62,266 by the fifth year of operation.
Table 12. Estimated Visitation for the Centre
Estimated Visitation
Taber Residents
School age
Other
Tourists
VFR
Pleasure
Business
Other
Cultural enthusiasts
2013
2014
2015
2016
2017
1,718
418
1,300
1,779
433
1,346
1,841
448
1,393
1,905
463
1,442
1,972
480
1,492
8,348
4,425
3,172
250
417
15,403
8,164
5,853
462
770
24,559
13,016
9,332
737
1,228
35,961
19,060
13,665
1,079
1,798
49,762
26,374
18,909
1,493
2,488
14,741
14,714
14,690
14,631
14,532
Total Estimated Visitation 24,808 31,896 41,090 52,497 66,266
January 7, 2011
54
7.3
Conclusions
During its opening year, the total available market for the Agricultural Interpretive &
Visitor Centre is estimated to be 3,496,074 and by 2017 this market will grow to
3,842,032. This market will be comprised of Taber residents, tourists to the Alberta
South Tourism Destination Region, and cultural enthusiasts that are residents of Alberta.
Given the current economic climate and forecasted growth for the area, it is anticipated
most of the demand would originate from tourists to the Alberta South Tourism
Destination Region. It is expected these visitors will show historical visitation patterns,
with respect to geographic origin, trip purpose, and seasonality.
Based on the stated assumptions, it is estimated the total number of visits in the opening
year will be approximately 24,808 and growing to 62,266 by the fifth year of operation.
8.0 MANAGEMENT MATTERS
This section provides a proposed organizational structure for the Agricultural Interpretive
& Visitor Centre and covers some anticipated pre-opening activities and costs for the
Centre. In terms of management structure, it is assumed the employees would be
comprised of a mix of existing personnel from the Taber Irrigation Impact Museum and
Chamber of Commerce and new employees recruited to fill any existing gaps. Similarly,
a Board of Directors would be recruited and charged with overseeing the strategic
direction of the facility.
8.1 Staffing
The staffing plan anticipates having six full-time equivalent positions and several parttime positions. The full-time positions would include: General Manager, Accountant,
Curator/Archivist, Marketing Manager, Executive Assistant, and Custodian and the parttime positions would include Interpretive and Custodial staff. It is assumed curatorial
capacity will be located off-site in cooperation with another museum such as the Royal
Alberta Museum.
Wherever possible, these positions should be filled by existing employees where there is
a fit between position role and responsibilities and employee competencies. The
remaining positions would be new hires. In addition, it is recommended the Centre
consider a student program to develop interpreters that could be affiliated with an
educational program or sponsored by a major employer in the area.
The management team should be in place by the spring of 2012 to ensure the Centre is
operational by January 2013. In the following paragraphs, each of the positions is
described in terms of role and responsibilities.
January 7, 2011
55
General Manager
•
•
•
•
•
•
•
•
•
•
•
Full-time position
Reports to the Board, serving as the single point of delegation of responsibility
Implements the strategic direction of the Centre as formulated by the Board
Implements and manages quality management program
Prepares operational budgets and schedules
Hires and supervises staff
Monitors financial performance and employee productivity
Coordinates operations and maintenance funding and activities as required to protect
assets
Negotiates lease arrangements with the retail shop and cafe
Communicates with the community
Manages day-to-day activities
Accountant
•
•
•
•
•
•
Full-time position
Reports to the General Manager
Responsible for the financial administration of the operation
Works with other members of the management team to develop annual budgets,
monitor results, and develop relevant reports for day-to-day operations
Pays salaries and benefits
Participates in annual audit activities
Curator/Archivist
•
•
•
•
•
•
•
•
•
•
•
Full-time position
Liaises with off-site curatorial facility
Catalogues research and reference materials
Maintains the exhibit database
Provides information to researchers
Maintains permanent exhibits and attracts temporary shows
Liaises with educational partners
Participates in the preparation of Centre programs and events
Pursues new opportunities for grants and endowments
Develops and maintains relationships with agricultural centres
Marketing Manager
•
•
•
Full-time position
Plans and executes marketing and market development for the Centre
January 7, 2011
56
•
•
•
•
•
•
•
•
•
•
•
•
•
Negotiates agreements with tour operators
Ensures appropriate advertising and promotion
Oversees development and maintenance of the website
Manages media relationships
Liaises with the retail shop and café to ensure an integrated marketing approach
Arranges rentals for meeting facilities
Plans and executes programs and events
Implements partnership activities with the tourism industry
Designs a sponsorship program
Secures sponsorships for the Centre
Raises other funds for the Centre
Prepares report for funders
Works with the Curator/Archivist to pursue new opportunities for grants and
endowments
Executive Assistant
•
•
•
•
•
•
•
•
Full-time position
Answers and forwards telephone calls
Takes messages and provides information
Schedule appointments
Maintains a current record of management whereabouts
Accepts messenger and courier services
Performs clerical duties
Makes travel arrangements
Interpreters
•
•
•
•
•
•
•
•
•
•
•
Part-time positions (3.0 FTE)
Greets visitors to the Centre
Answers questions and provides direction
Sells admission tickets
Provides general information
Tours visitors throughout the Centre
Interprets the past-present-future of agriculture
Lends support as required to programs and events
Develops educational programming and demonstrations
Conducts visitor surveys
Custodial
•
•
Full-time and part-time position (1.5 FTE)
Undertakes indoor and outdoor routine maintenance
January 7, 2011
57
•
•
8.2
Cleans the Centre and common area spaces
Ensures doors are locked and electrical items are unplugged after hours
Board
Prior to the Centre opening, the Board of Directors should be recruited and oriented. The
Board should include 10 to 12 individuals with broad business experience that provide
sound business advice to the Centre. It is recommended that up to three Board members
be well-qualified and connected in the areas of agriculture, tourism, and marketing. In
addition, it is recommended that ex-officio members include government representatives
from the agriculture and tourism ministries. Board orientation should include:
governance, Board position descriptions, bylaws, strategy/business plan, budget, meeting
schedule, remuneration, and code of conduct.
8.3
Training
It is recommended employee training include orientation, on-the-job, quality management
training, and other industry workshops.
Orientation will provide: an overview of the Centres’ vision, mission, core values, and
strategic goals and objectives. In addition, the session will describe employee roles and
responsibilities, expectations in meeting visitor requirements, and general operating
policies and procedures.
On-the-job training will provide occupational skills training for employees across the
various roles within the Centre. It is recommended that an individual training plan be
developed for each employee. The training plan should identify the knowledge, skills,
and abilities required to competently assume the position, gaps that exist, and training to
address the gaps. It is anticipated that cross training will be made available to staff so
they understand the interrelationships between components of the Centre (e.g. café,
organic garden, and greenhouse).
Quality management training will share the principles and practices of high performing
organizations and describe the commitment of the Centre to the criteria and measures that
will be used to gauge organizational performance.
Other industry training will include conferences or workshops such as:
• Travel Alberta workshops on marketing
• Travel Alberta annual conferences for tourism and rural tourism
• Alberta Tourism Parks & Recreation workshops on visitor information centres
• Alberta Agriculture & Rural Development workshops on culinary tourism and ag
tourism
• Canadian Badlands Ltd workshops on tourism
January 7, 2011
58
8.4
General Operations
The Centre must be perceived as a first class attraction by reputation of its management
team, quality of service, and range of facilities, services, and amenities. Professional and
experienced management will be key to the success of the Centre and the financial
projections have been prepared on the basis of these requirements.
To assist with professional operation of the Centre, it is recommended that management
commit to implementing a quality management system. The figure below depicts such as
system, the Organizational Excellence Framework. It is based on leading quality
frameworks in Australia, Europe, United States, and Canada that were developed in the
1980’s that have evolved overtime. These frameworks are comprised of principles,
practices, and performance measures common to high performing organizations.
Research has shown that organizations using these frameworks outperform their industry
counterparts 3:1 on key performance measures.
In addition to measures of these frameworks, the Centre would use measures common to
tourism organizations such as: visitation, average expenditure per patron, resident
perception of quality of life, business perception of return on investment, customer
satisfaction, loyalty, and employee satisfaction.
Source: Dawn Ringrose & Associates Inc.
8.5 Marketing
It is recommended the Agricultural Interpretive & Visitor Centre undertake marketing
activities aimed at attracting and serving visitor and resident markets.
It is assumed the Town of Taber will continue to be an active participant with Canadian
Badlands region and capitalize on related educational and promotional opportunities. In
addition, the Centre must undertake the following marketing activities:
January 7, 2011
59
•
Develop partnerships with the media – familiarization visits, media mailings, press
releases, joint media events with tourism associations, CD with interior and exterior
images of the Centre
•
Create awareness with key markets – newsletter to keep local market current on the
Centre’s progress, informational flat sheets at local events, cultivate local partnerships
to co-promote the Centre (hotels, restaurants, gas stations, Tourism Advisory
Committee, Town of Taber, Municipal District of Taber)
•
Purchase print advertising for the visitor and resident market – Edmonton Journal,
Calgary Herald, Westworld Magazine, Southern Alberta Visitor Guide
•
Cultivate relationships with tour operators – lure brochures that direct recipient to the
website, flat sheets for tradeshows, develop tour operator kit (admission rates,
packages, contact sheet, hours and days of operation, venue characteristics, cafe
menu), in the future consider joining the National Tour Association
•
Develop vacation packages in cooperation with local suppliers and partners –
packages should offer a combination of travel, accommodation, dining, and activities.
For example:
- a weekend getaway package for the fully independent pleasure traveller might
include: tour of the Centre, culinary experience at a restaurant using local product,
performing art experience at the Theatre, and overnight accommodation
- a school group tour package might include: tour bus travel, tour of the Centre, upick experience in the greenhouse/garden, snack in the café
- a cultural enthusiast package might include: transportation to Taber, five days
accommodation, tour of the Centre, shopping for local product, cooking classes
with a well known Chef, and presentations on nutrition in the theatre
•
Develop a website – attractive, easy to navigate website with sections for fully
independent travellers, school groups, bus tours, and municipalities
•
Engage in on-line marketing – promote the Centre, communicate with customers, use
social media tools (e.g. blog, Twitter, YouTube) and monitor consumer reviews of the
Centre
•
Take professional photographs – once the Centre is built, photograph the facility and
use the images in brochures, advertising, and the website
•
Develop a trade show display – work with a company to create a portable display for
use at travel trade and consumer shows
•
Become a member of industry associations – join the Chinook Country Tourist
Association, Alberta Museum Association, Tourism Industry Association of Canada,
Alberta Farmers Market Association
January 7, 2011
60
•
Liaise with industry – build relationships with Canada Organic Trade Association
(trade missions to other countries), Organic Federation of Canada, Organic Alberta,
Alberta Breeders/Feeders/Growers Associations, tourism and hospitality operators,
agricultural operators, University of Lethbridge, Medicine Hat College, Reeves
College, Lethbridge Community College
•
Attend industry conferences – Guelph Organic Conference (largest organic tradeshow
and conference), Travel Alberta Conference
•
Develop a meeting planners kit –space and capacity of meeting rooms and theatre,
audiovisual equipment, contact sheet, hours of operation, sample rental contract,
parking details, public spaces and facilities, catering menu, related policies and
procedures
•
To assist with marketing, there are considerable mechanisms and organizations in
place in Alberta and Canada to promote and sell tourism products, and provincial and
federal programs to support marketing. Contacts include: Chinook Country Tourist
Association, Alberta South Tourism Destination Region, Travel Alberta In-Province,
Travel Alberta, Alberta Farm Fresh Producers Association, Alberta Agriculture &
Rural Development, Canadian Tourism Commission
•
Establish a culinary centre for the Canadian Badlands region – offer educational and
training programs for municipal members, encourage members to develop signature
culinary product, develop a culinary tour program with events and festivals
Once the Centre has been successfully operating for about three years, there are a variety
of “marketplaces” which are organized by governments or travel associations at which
major tourism buyers come to meet and book with participating Canadian operators. Such
events include:
• Canada’s West Marketplace – access to over 150 key tour operators and media, prescheduled appointments with companies of interest, location alternates between
British Columbia and Alberta
• Rendezvous Canada - access to over 600 tour operators, wholesalers and media, prescheduled appointments allow meetings with companies of interest, location
alternates across Canada
In addition, the Centre may join forces with organic producers on a number of initiatives
such as:
• Encouraging a public institution procurement policy for local organic products at
nursing homes, schools, and hospitals
• Issuing a local production challenge to Alberta municipalities such as 50% by 2025
• Developing a tag line such as the ACORN campaign in New Brunswick, “local and
organic – better together”
January 7, 2011
61
8.6
Conclusions
Management matters include the management structure for the Agricultural Interpretive
& Visitor Centre and activities such as training, general operations, and marketing for the
Centre.
The staffing plan anticipates having six full-time equivalent positions and several parttime positions including:
• General Manager
• Executive Assistant
• Accountant
• Curator / Archivist
• Marketing Manager
• Interpreters (3.0)
• Maintenance (1.5)
A Board of Directors will work cooperatively with the Tourism Advisory Committee and
provide direction to the Centre. It is recommended these individuals have broad business
experience and include up to three Board members that are well-qualified and connected
in the areas of agriculture, tourism, and marketing. In addition, the Board should include
ex-officio members that are government representatives from the agriculture and tourism
ministries.
Employee training should include a combination of orientation, on-the-job, and quality
management training. Overall, the Centre must be perceived as a first class attraction by
reputation of its management team, quality of service, and range of facilities, services,
and amenities. Management in particular will be the key to the success of the Centre and
the financial projections have been prepared on the basis of these requirements.
It is recommended the Centre undertake marketing activities aimed at attracting and
serving both resident and visitor markets. In addition to independent activities, the
Centre will work cooperatively with the Canadian Badlands region and both agriculture
and tourism industry sector organizations.
9.0
PROJECTED STATEMENT OF INCOME AND EXPENSE
rental, lease), we have prepared an estimate of revenue and expense for the Centre for the
first five years of operation. The opening date is assumed to be January 1, 2013 with a
The projection is based on an analysis of comparable operations throughout Canada and
our knowledge of the attractions industry. This research was completed in December
2010 and is valid as at that date.
January 7, 2011
62
As is the case in all estimates of this type, we do not guarantee the results, nor do we
warrant they will be achieved. The estimates of revenues and expenses are based on the
size, location, and quality of the proposed development as described in previous sections
of this report.
Wherever possible, we have utilized the operating ratios of selected similar size and type
of facilities, adjusted in our best judgment, to reflect the circumstances outlined in our
study of the market.
Table 13. Projected Statement of Income and Expenditures
2013
2014
2015
2016
2017
Revenue:
Admission
Gift Shop
Café
Meeting Rooms
Programs
Events
Grants
Sponsorships
Total Revenue
370,015
10,000
46,000
15,000
0
0
600,000
100,000
1,141,015
476,275
10,350
47,610
16,500
5,000
10,000
621,000
103,500
1,290,235
614,110
10,712
49,276
18,150
7,000
15,000
642,735
107,123
1,464,106
785,140
11,087
51,001
19,965
8,000
20,000
665,231
110,872
1,671,296
991,590
11,475
52,786
21,962
10,000
25,000
688,514
114,752
1,916,079
Expenses:
Salaries & Wages
General Administration
Programs & Events
Operations & Maintenance
Marketing
Insurance
Miscellaneous & Contingency
Total Expense
592,784
79,871
0
202,800
90,000
136,922
15,000
57,051
1,174,427
613,531
90,316
15,000
209,898
93,150
141,926
15,525
64,512
1,243,858
635,005
102,487
22,000
217,244
96,410
146,411
16,068
73,205
1,308,831
657,230
116,991
28,000
224,848
99,785
133,704
16,631
83,565
1,360,752
680,233
134,126
35,000
232,718
103,277
114,965
17,213
95,804
1,413,335
-33,412
46,377
155,275
310,543
502,744
Net Income (Loss)
The assumptions used for calculating the pro forma are discussed below.
9.1
Revenue
The Agricultural Interpretive & Visitor Centre will generate revenue from the following
sources:
• Admissions
• Meeting room rental
• Lease agreements – retail shop, cafe
January 7, 2011
63
•
•
•
•
•
Educational Programs – day, student
Events – festivals, farmers market, culinary
Grants
Memberships
Each of these areas is considered in the following sections.
9.1.1 Admissions
Admissions are based on the visitor projection (Section 7.2) and ticket prices:
• Adult - $15
• Student - $10
• Child under 6 – free
It is appropriate to generalize the spending estimates at this stage of development of the
Centre. It is assumed that after accounting for discounting, special promotions,
seasonality, and other factors, the blended adult average rate for residents and visitors
achieved by the Centre is $15 in 2013 and the average student admission is $10. All rates
increase by an assumed inflation rate of 3.5%.
Table 14. Admission Revenue
Admissions
2013
2014
2015
2016
2017
School Age
Adult Residents
Tourists
Total
4,180
19,507
346,337
370,023
4,326
20,189
451,754
476,270
4,478
20,896
588,740
614,113
4,634
21,627
758,883
785,145
4,797
22,384
964,410
991,591
9.1.2
Lease Agreements
Lease agreements will be signed for two spaces in the facility, the café and the retail shop.
Estimates of commercial lease rates for Taber in 2013 are $20 a square foot.
The leases in this facility do not include common area costs in view of the type of tenant the
facility will attract and the fact that some of the operations are considered services more than
commercial endeavours.
Lease revenue has been estimated on an annual basis. Each lease will start in 2013 and will
increase with inflation at 3.5%. After the first five years, the Centre should consider moving
to a base rate plus percentage of sales approach if it is more lucrative. This approach would
first recognize the interest in these commercial facilities prospering and contributing to
economic development and later acknowledge the role the Centre plays in bringing the
market to them.
January 7, 2011
64
The starting point for each lease is retail shop (500 sq.ft,) at $10,000 and café (2,300 sq.ft.) at
$46,000.
9.1.3
Meeting Room Rental
The meeting rooms will be used to provide educational and program space. It is estimated
the meeting rooms will rent for 75 days in Year 1 at $200 per day and there will be a 10%
growth rate in demand and the rate will increase with inflation at 3.5%.
The beginning revenue for meetings is $15,000, growing to $21,962 by the fifth year of
operation.
9.1.4
Programs
Program opportunities are described in an earlier section of this report. The theatre is
included in this line item. It is, however, difficult to imagine the scale of programs, the total
cost of running them, or the net revenue at this stage of development.
It has therefore been assumed that each program will be mounted on its own budget.
Revenues will be earned from sponsors and grants to design and launch the program, some
revenues will come from participation and delivery, and cost will be offset by these revenues.
By making this assumption, the program line item in the pro forma begins with zero revenue.
We have assumed that in each year following, the programs delivered by the Centre may
generate a little bit of net revenue and this net revenue will be allocated to program
development for the following year.
Thus the programs are presented as self-generating, zero revenue generators in the financial
projection. Grants and sponsorships will provide the cash flow to operate these programs.
9.1.5
Events
In the first five years of operation, it is assumed the organization will be establishing itself,
operating a new facility, and focus on the attracting and servicing the marketplace. With
time, the Centre will plan and host significant events that will attract visitors, income and
publicity for the Centre. As with the program, however, we have assumed that events and
festivals will be self-generating with zero impact on the bottom line in the first five years. We
have further assumed that revenues are plugged back into the next year’s events and festivals
and that any cash flow issues are covered by sponsorship.
9.1.6
Government Grants
An important source of revenue to support the on-going operation and maintenance of the
Centre will be the income from an endowment and/or annual operating grants. The income
from an endowment provides a sustained source of revenue while operating grants are subject
to changing government priorities and programs.
January 7, 2011
65
Similar to other cultural centres, the Agricultural Interpretive & Visitor Centre will be
eligible for operating grants to cover some operating expenses.
The grants and endowments revenue source is based on a $4,000,000 endowment with
the balance coming from annual grants. After Year 1, both areas increase by inflation of 3.5%
per year.
9.1.7
Another important source of revenue for the Centre is sponsorship. The Centre will be
located in a prosperous region in Alberta and Canada. Major employers in the region will be
a primary source of funds and the appreciation for the food production history in helping to
develop the region will positively influence contributions. Sponsorship revenue from such
sources is estimated to be $100,000 in Year 1, growing by inflation to $114,752 in Year 5.
9.2
Expenses
9.2.1
Personnel Costs
Personnel costs are a significant portion of total costs to operate the centre. We have
estimated costs for the limited staffing needed to operate the centre.
Table 15. Personnel Costs
Personnel
General Manager (1)
Archivist (1)
Accountant (1)
Marketing Manager (1)
Executive Assistant (1)
Interpreters (3.0)
Custodian (1.5)
Total
2013
2014
2015
2016
2017
($)
($)
($)
($)
($)
116,690
73,126
65,402
96,810
46,195
143,258
51,302
592,784
120,775
75,685
67,691
100,198
47,812
148,272
53,098
613,531
125,002
78,334
70,060
103,705
49,485
153,462
54,956
635,005
129,377
81,076
72,512
107,335
51,217
158,833
56,880
657,230
133,905
83,914
75,050
111,092
53,010
164,392
58,870
680,233
Should additional staff be required to operate large events, run larger programs than those
assumed in the program section, or to manage grants, endowments and sponsorships, it has
been assumed those resources will be considered as a cost of the respective programs or
operations to which they apply.
9.2.2
Operations and Maintenance
Costs have been estimated for the operation and maintenance of the Centre and grounds.
Such costs include: day-to-day requirements such as heating, electricity, and water,
seasonal requirements such as landscape maintenance and snow removal, security, and
long-term building maintenance. Such costs are estimated to be $202,800 in Year 1,
January 7, 2011
66
increasing by 3.5% annually to $232,718 by Year 5. These costs, based on the
experience of similar centres, are set at $10 per square foot in the initial year of operation.
9.2.3
An allowance for the recapitalization of displays has been provided. This allowance will
cover the costs for updating the displays after several years and will allow for the
replacement of displays in later years. It is assumed that all interior displays will be
recapitalized and the rate has been set at 4% of the capital exhibit costs, again based on the
experience of other centres. At this rate of recapitalization, all exhibits will be renewed every
16 years or so. An inflation rate of 3.5% is applied after the first year.
9.2.4
Marketing Expenses
Marketing expenses are anticipated to be 12% of revenue in Year 1 and declining to 6% by
Year 5. This amount is higher than average in the initial years due to the need to have an
aggressive marketing program during the first few years of operation to create awareness and
attract visitors to the Centre.
9.2.5
Insurance
An annual allowance for building and built exhibit insurance has been included in the pro
forma. Insurance for exhibits is challenging as the exhibits are unique and priceless thus an
accurate estimate for exhibit insurance cannot be provided until the Centre has more detailed
information on the materials to be displayed. At a future point in time, a museums and arts
insurance policy may be available if the Centre is a member of the Canadian Museum
Association.
The insurance cost of similar centres, rendered on a square footage basis, has been used to
develop the insurance estimate for this facility. Building and built exhibit insurance is
assumed to start at $15,000 in Year 1 and increase at a rate of 3.5% per year.
9.2.6
Miscellaneous and Contingency Reserve
Miscellaneous expenses are calculated as 1% of gross revenues and cover bank charges and
special events or projects. The contingency reserve has been calculated as 4% of gross
revenues. This amount takes into account year-to-year variations in operations and
maintenance expenses. Such expenses are anticipated to be $57,051 in Year 1 and increasing
to $95,804 in Year 5.
9.3
Net Income
Based on the assumptions identified above, it is anticipated the Centre will experience a loss
in the first year of operation and positive net income in the remaining four years. This net
income is stated EBITDA, as earnings before interest, taxes, depreciation, and
amortization of the facility.
January 7, 2011
67
It is assumed this facility will be fully capitalized at its opening, including construction
and pre-opening costs. This will be accomplished through government funding, corporate
sponsorships, donations, and business ventures. It is therefore assumed the Centre will
carry no debt right from its initial period of operations.
The figures in the pro forma do not account for the capitalization of the start-up period,
attraction. Rather it will be a community centre, a gathering place, a place of presentation
for agriculture, and a tourism and visitor centre. Estimating risk in the traditional manner
for such a facility is not appropriate. The largest risk to the concept at present is the risk
of not finding the capital necessary to begin the process of building the Centre. The
financial concept assumes fundraising of the full cost of the facility plus an endowment
of some $4 million. There is clearly a risk to this assumption. In addition, operating risks
include a large number of possible issues, from economic downturn to cost escalation
beyond the estimates. It is important to note the estimates are conservative. They have
been set in a conservative manner in order to mitigate the many risks associated with such
a facility.
9.4
Working Capital
Working capital after net income is built into the capital budget to offset losses in the first
year of operation. It is estimated this loss will total $33,412.
9.5
Conclusions
rental, leases), we have prepared an estimate of revenue and expense for the Centre’s first
five years of operation. The opening date is assumed to be January 1, 2013 with a
Table 16. Estimate of Revenue and Expense for the Centre
Revenue
Expense
Net Income
2013
2014
2015
2016
2017
1,141,015
1,174,427
-33,412
1,290,235
1,243,858
46,377
1,464,106
1,308,831
155,275
1,671,296
1,360,752
310,543
1,916,079
1,413,335
502,744
The Centre is estimated to experience a loss in the first year of operation with positive net
income thereafter. This net income is stated EBITDA, as earnings before interest, taxes,
depreciation, and amortization of the facility.
January 7, 2011
68
It is assumed the Centre will be fully capitalized at its opening, including construction
and pre-opening costs. This will accomplished through government funding, corporate
sponsorships, and donations. It is therefore assumed the Centre will carry no debt right
from its initial period of operations.
The figures in the proforma do not account for the capitalization of the startup period,
attraction. Rather it will be a community centre, a gathering place, a tourism attraction,
and a visitor centre. Estimating risk in the traditional manner for such a facility is not
appropriate. The largest risk to the concept at present is the risk of not finding the capital
necessary to begin the process of building the Centre. The financial concept assumes
fundraising of the full cost of the facility plus an endowment of $4 million. There is
clearly a risk to this assumption. In addition, operating risks include a large number of
possible issues, from economic downturn to cost escalation beyond our estimates.
Accordingly, the estimates have been set in a conservative manner in order to mitigate the
many risks associated with such a facility.
January 7, 2011
69

Town of Taber Tourism Project

Transcription

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