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Reach
Market Planning LLC
Canadian Badlands Tourism Development Strategy
Part I: Strategic Assessment
Prepared for:
Canadian Badlands Ltd. and
Alberta Tourism, Parks and Recreation
Prepared by:
Western Management Consultants and
Reach Market Planning LLC
September 2008
W e s t e r n M a n a g e m e n t C o n s u l t a n t s
TABLE OF CONTENTS
1.0 INTRODUCTION ...........................................1 3.4 Man-Made Attractions and Events.............. 17
1.1 History of Tourism Development in the 3.5 Parks and Natural Areas................................ 20
Canadian Badlands ...........................................1 3.6 Outdoor Adventure and Activities .............. 22
1.2 Legacy of Canadian Badlands Research.......2 3.7 Tourism Services Base ................................... 24
1.3 Goal of the Strategy ..........................................3 3. 8 Tourism Promotion ........................................ 26
1.4 Objectives of the Strategy................................3 3.9 Tourism Hospitality ....................................... 26
1.5 Methods and Processes.....................................3
1.6 Key Issues and Challenges ..............................4 4.0 TOURISM MARKETS FOR THE CANADIAN
1.7 Report Structure.................................................4 BADLANDS ................................................ 28
4.1 Market Summary and References ............... 28
2.0 REGIONAL DESTINATION 4. 2 Tourism Trends – Generational
DEVELOPMENT CONCEPTS ......................7 Differences ....................................................... 29
2.1 Tourism – A Complex System.............................7 4.3 Activity Preferences and Trends.................. 31
2.2 Creating a Critical Attractions Mass – 4.4 Existing Visitation Patterns .......................... 33
Levels of Tourism Destination 4.5 Research Basis for Future Market
Development – Definitions ............................8 Assessment....................................................... 35
2.3 Patterns of Tourism Demand ........................10 4.6 Tourism Markets: The Next Ten Years ...... 35
2.4 Moving Travelers (Buyers) to their 4.7 Tourism Market to 2031 ................................. 36
Destinations......................................................12
2.5 Tools for Rural Regional Tourism APPENDIX I: DETAILS OF MODEL
Development: Cluster Development, ASSUMPTIONS
Themes and Touring Routes ........................13
APPENDIX II: BIBLIOGRAPHY
3.0 CANADIAN BADLANDS REGIONAL
TOURISM PRODUCT BASE
ASSESSMENT............................................15
3.1 Transportation..................................................15
3.2 Other Infrastructure ........................................16
3.3 Community Base .............................................16
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1.
This first major attraction developed in the Canadian
1.0 INTRODUCTION
Badlands region was followed by upgrades to
accommodation, food and beverage and tourism services
1.1 History of Tourism Development in (retail, information, vehicle services etc.) in the
the Canadian Badlands immediate area. Other major attraction projects such as
the Clay Industries District and Medalta Potteries
heritage development, and more recently (2007) the
The Canadian Badlands is a vast region of grasslands,
Blackfoot Crossing Historical Park, have increased the
coulees, irrigated landscapes and drylands tied together by
attraction power of the region. Gradually, some areas of
geography and peoples both unique to Canada. The word
the region are beginning to attract private sector
“Badlands” evokes images of sun and dust, drylands and
investment in tourism services and minor attractions.
coulees, and for many, cowboys and gunfights.
At the turn of the millennium, a number of leaders in the
The Canadian Badlands of Alberta is Canada’s only
Canadian Badlands area came together to discuss the
badlands region. Its unique geography spans about 90,000
concept of the Canadian Badlands as a tourism region
square kilometers in the southeast portion of Alberta. Its
and tourism brand. This initial concept of the Canadian
area is bigger than many countries. While slightly smaller
Badlands immediately roused the interest of local
than Portugal, Iceland and South Korea, the Canadian
municipal leaders, provincial departments and tourism
Badlands is twice the size of Denmark, the Netherlands and
marketers.
Switzerland, and is four times as large as Israel. For
international markets, this is a big territory; however, it
Meetings of Mayors and Reeves and of the tourism sector
represents only approximately 14% of Alberta’s geography.
in 2001 laid some groundwork for further study and
research on the potential of the region. The Provincial
The Canadian Badlands region holds and protects some of
tourism department stepped in to support the regional
the most prolific and interesting dinosaur finds in the
initiative and to spearhead much of the research that
world. These finds became the basis for building the Royal
needed to be conducted.
Tyrrell Museum. This 162,000 square foot attraction opened
in 1985 at a cost of almost $28 million. As the central
Finally in 2006, area municipalities came together to
attraction in the region, the Royal Tyrrell Museum attracts
create Canadian Badlands Ltd., a non-profit corporation
over 325,000 visitors annually, and over 50% have been
now boasting over 50 municipal members. This
non-Albertan visits in past years. Visitors from 40 U.S.
organization will lead the Canadian Badlands initiatives
states, all Canadian provinces, and 40 other countries have
as they move forward.
experienced the Royal Tyrrell Museum.
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One of the first major tasks for Canadian Badlands Ltd. is to • Town of Brooks and County of Newell (2005);
prepare a strategic plan for tourism development in the
Canadian Badlands. To support Canadian Badlands Ltd. in • Town of Hanna and Area (2005);
this task, in early 2008 the Tourism Development Branch of
Alberta Tourism, Parks and Recreation (ATPR) retained • County of Warner and Area (2005);
Western Management Consultants and Reach Marketing
• South East Region (Medicine Hat, Cypress
LLP to conduct this tourism development strategy.
County and County of Forty Mile (2006);
1.2 Legacy of Canadian Badlands • Special Areas Municipal District of Acadia
Research (SAMDA) (2006); and
The Alberta Government has sponsored a great deal of • Community Tourism Strategic Plan Appendices
research on the tourism development opportunities and – Canadian Badlands Visitor Information &
challenges in the Canadian Badlands. In particular, in the Statistics (2005).
past 10 years, the Alberta Government has commissioned
¾ 2006 – Canadian Badlands Fixed Roof
the following major research projects:
Accommodation Study, 2006;
¾ 2002 – The Canadian Badlands Forum: Evolving a ¾ 2007 – Summer Leisure Visitation to Alberta: A Study
Vision and Strategy for Tourism Development of the of the Market Potential of Ontario and Québec;
Canadian Badlands, 2001 – 2010,
¾ 2007 – Alberta Summer Travel Research: Ontario and
¾ 2003 – Market Assessment and Visitor Projections:
Quebec, 2007;
Cypress Hills Interprovincial Park, Dinosaur Provincial
Park, Writing-on-Stone Provincial Park, 2003; ¾ 2008 – Canadian Badlands Tourism Development
Investment Opportunities Assessment, 2007;
¾ 2004 – Canadian Badlands Eco-Tourism Destination
Assessment, 2004; ¾ 2008 – Western Canadian Market Potential to Visit
The Canadian Badlands; and
¾ Canadian Badlands Travel Alberta Perceptions (January
2004); ¾ Canadian Badlands Marketing Plan 2007-08.
¾ Community Tourism Strategic Plans for the following
areas:
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This Canadian Badlands Tourism Development Strategy ¾ Identify the municipalities’ objectives (stopping
made use of this past work conducted within the point, hub, destination) and the development
destination. required to meet those objectives;
¾ Identify the role of the municipalities in developing
1.3 Goal of the Strategy
the Canadian Badlands as a tourism destination
(facilitator, infrastructure provider, tourism product
The purpose of the assignment is to prepare the Canadian developer, etc.); and
Badlands Tourism Development Strategy and Plan to the
satisfaction of ATPR and the Board of Directors of Canadian ¾ Identify developments that would help to minimize
Badlands Ltd. distances between major attractions or activity nodes.
This strategy and plan will meet the overall long term goal
1.5 Methods and Processes
for the Canadian Badlands strategy, which is to grow
tourism and generate economic activity for the region and
the municipalities within it. The methods and processes for completing the strategy
were adapted to the needs of Canadian Badlands Ltd. as
the process unfolded. Key aspects of the approach
1.4 Objectives of the Strategy included the following:
The objectives of the strategy have been identified as ¾ Desk research of the many studies and reports
follows: completed in and about the Canadian Badlands;
¾ Provide a blueprint to guide private and public tourism ¾ Meetings with the organizations key to
development over the next five to 10 years and beyond; understanding the primary research in the Canadian
Badlands – research organizations, Travel Alberta,
¾ Identify the themes and focus that should be the Travel Alberta In-Province, Canadian Tourism
primary lure for the region and the developments that Commission, and Alberta Tourism Parks and
will support the lure; Recreation;
¾ Identify the nodes/centres of regional development and ¾ Presentations and meetings with the Canadian
address the theming and development needed to build Badlands Ltd. shareholders to present the approach
them into destinations; and seek and document input;
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¾ Presentations and workshops with Canadian Badlands the region. Much of the strategy focuses on various
Development Committee and investors to seek input on aspects of this challenge.
investment opportunities in the Canadian Badlands;
1.7 Report Structure
¾ Multi-day tours of the Canadian Badlands, including
site visits and interviews with many tourism operators,
community representatives, and accommodation and This report is organized in two parts:
service operations; most major road routes in the
Canadian Badlands were traveled during the process; ¾ Part One summarizes the strategic assessment of the
destination area as prepared by the consultants.
¾ Survey of Canadian Badlands Communities (38
respondents) to determine community readiness for ¾ Part Two is the Tourism Development Strategy for
tourism destination strategy implementation; Canadian Badlands.
¾ Telephone and face-to-face interviews with selected There are many background assessments completed in
operators, marketers, attractions, services, and events; support of the Strategy, some of which are available in
PDF through Canadian Badlands Ltd. (CBL). Some are
¾ Meetings/workshops with the Working Group to not offered publicly, as they are based on individual
confirm the strategic assessment, strategic priorities and responses or assessments and are subject to Alberta’s
key results, nodal developments and action plans; and information laws. Among the background assessments
are the following:
¾ Meetings with the Canadian Badlands Board of
Directors at the milestone stages of the strategy process. ¾ Community Readiness Survey: Based on responses
from 38 Canadian Badlands communities;
The final Canadian Badlands Tourism Development
Strategy was reviewed and approved by the Board of ¾ Destination Readiness Assessment: An application
Canadian Badlands Ltd. and rating (by the consulting team) of Canadian
Badlands communities as tourism destinations
against the Crouch-Ritchie Competitive Destination
1.6 Key Issues and Challenges
Model;
Many issues and challenges will be identified in Part Two
of this document. However, the major challenge for this
region, in the view of the consultants, is to overcome the
vast distances between the major and minor attractions in
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¾ Canadian Badlands Thematic and Nodal Assessment:
A systematic assessment of gaps and issues in
communities and attractions throughout the Canadian
Badlands; and
¾ Canadian Badlands Future Vision: A documentation
of the consultant assessment of the future tourism
development prospects for primary, secondary and
stopping point areas of the Canadian Badlands.
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2.0 REGIONAL DESTINATION 2.1.2 Service Business
DEVELOPMENT CONCEPTS Hosting visitors provides many business opportunities.
Guests require lodging, food and drink, transportation
2.1 Tourism – A Complex System (air, rental car, taxi or private auto related support
services, fuel-repair facilities, parts and service, etc.).
Tourism thrives or falters due to the complex interaction of Guests also need basic supplies, groceries and sundry
multiple business, infrastructure and service components at items. Beyond basics, the single most popular activity of
the community and regional level. Breakdowns or travelers is shopping whether for souvenirs or other
insufficient resources in any of these areas will impact the goods. Local craft and food goods may also be of
ability of consumers to purchase and enjoy their travel particular interest to visitors.
experience. Adding further complexity is that often the
private business sector, varying levels of government and 2.1.3 Infrastructure
the not-for-profit sector may each play critical and highly
interdependent roles in meeting the needs of the visitor. Sufficient infrastructure is fundamental to the safe and
Following is a review of the elements essential for efficient movement of visitors to and within the
successful tourism development. destination. Public infrastructure includes airports, roads,
distinct routing of visitor traffic, way-finding, attractions
2.1.1 Attractors and services signing, parking, water, sewer, electrical,
streetscapes and beautified entry and exit routes for
Fundamental to tourism development is the Attractor. An attractions and destinations, green space, parks and
Attractor is an enterprise, site or experience that is the sufficient buffers for visitor versus residential use areas,
reason people choose to travel to a destination. It may be a adequate pedestrian areas, lighting, public seating, and
physical business, park or natural setting; an event such as a washroom facilities around attractions or visitor areas.
festival, sporting event or performance; or a unique
experience that draws the consumer. Attractors are the Infrastructure also includes expansion of services to meet
anchors for developing additional tourism enterprises. the needs of the visitor population, including sufficient
Attractors provide a reason for the visitors to come and an police, fire and emergency medical services. Many of
experience to talk about and share when they return home. these same needs may become the responsibility of the
not-for-profit or private sector owner/operator of major
attractions.
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2.2 Creating a Critical Attractions to larger cities, location on major highways or travel
corridors and attractiveness of unique natural, cultural or
Mass – Levels of Tourism historical features often play a major role in the
Destination Development – development of communities as destinations.
Definitions
The following are general descriptions of communities at
varying levels of tourism development.
When developing a destination or region, the focus must
first be on understanding and promoting the key Attractors
for the destination region. When developing a community 2.2.1 Service Stop
or region, a desired goal is to create a sufficient number of
similar or complementary Attractors that result in travelers Natural places for people to stop, refuel, stretch their legs
having multiple choices of what to see, do or experience or visit a washroom, grab a bite, etc., will evolve along
while visiting the destination. An ideal scenario is when major transportation corridors. Travelers need these basic
the visitor leaves, he/she feels there remains more to see services and by design, communities can capitalize on
and do, thus the desire to return. developing businesses and infrastructure to meet these
needs. By definition, communities providing only a
Communities most often evolve into tourism destinations service stop function do not have sufficient attractions,
as opposed to being planned from the start to meet visitor retail or reasons to stay in the area, yet can benefit from
needs. Building a sufficient base of visitor attractions can the traveling market and be highly successful at
take significant capital investment and often occurs over providing these basic services.
extended time periods as the tourism market develops.
Destinations can be defined by the mass of tourism
attractions in or adjacent to the community. The longer it
takes for visitors to see and experience the mix of
attractions, the larger the variety and number of service
businesses that will develop to meet those visitor needs.
Consider a major iconic destination like Las Vegas or
Orlando and think of the many attractions they have as
compared to a single park or natural area. Each has a
different ability to entertain visitors for a different period of
time. How frequently guests return and repeat a trip is also
related to the greater number of experiences (among many
other factors) offered by the larger destination. Proximity
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2.2.2 Touring Stop four nights. Primary destinations often have a variety of
dining, accommodation and shopping options in
Touring stops evolve around or adjacent to one or more addition to the mix of attractions. They often have a
Attractors. Whether natural or man-made, travelers route range of travel service professionals operating out of the
their trip specifically to visit that Attractor. Small service destination, which may include tour guides selling
businesses capitalize on the visitor traffic flow as a means of specific types of local tour experiences, tour operators
growing sales and may locate close to the Attractor. (wholesale packagers or retail sellers of tour experiences
Touring stops are defined by a lack of a sufficient number in and around the destination) or step-on guide services
of attractions to warrant a single or a multi-night stay. Rural providing local hosting services for guests brought in by
parks, historic sites or museums are often touring stops. distant motorcoach or fly/drive package tour operators.
Larger or more significant natural parks may generate
overnight stays but have very limited local 2.3 Patterns of Tourism Demand
businesses/services due to their distance from any
population center. Travelers buy experiences in different ways. Some
travelers may choose to travel to a single attraction or
2.2.3 Secondary Destination event for a single day. Other guests may plan a route or
circle tour so they may stop along the way for numerous
Secondary destinations have a mix of services and sites, events or attractions. In other cases travelers may
attractions sufficient to host visitors for more than one want to see many different attractions within easy
night, but do not have enough experiences or attractions to driving distance of a hub or host community; therefore,
warrant a stay of greater than a weekend or extended they stay overnight in the host community and travel out
weekend. The attractions may be located in the community during the day to see area sites.
or in nearby areas where no accommodations or limited
services exist adjacent to the attraction. Thus, the These differing patterns of travel behavior were noted by
community may become a hub with visitors touring the Gunn in his book “Tourism Planning”, 4th edition, and
sites of the area/region during the day and returning to are graphically represented in Figure 1.
services and accommodations in the community.
2.2.4 Primary Destination
A primary destination exists when there are multiple other
attractions within or nearby an Attractor that draw visitors
to the area to be entertained, to relax and stay for more than
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Figure 1
GEOGRAPHIC PATTERN OF DESTINATIONS
3. BASE CAMP 4. REGIONAL TOUR
2. EN ROUTE
ORIGIN
5. TRIP CHAINING
1. SINGLE DESTINATION
Source: Figure 5-8: Geographic Patterns of Destinations Gunn, Clare. Tourism Planning 4th edition, 2002
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2.4 Moving Travelers (Buyers) to their require special routing of travelers off the highways on to
smaller transportation arteries. For this reason, good
Destinations directional signage and front line service staff knowledge
of area attractions, events, dining and lodging options,
Buying travel experiences is not like buying goods at a local and transportation routes is critical to building and
store. Distant buyers of travel must become aware of the growing the tourism industry. In tourism this is referred
products/experiences offered by the destination and be to as wayfinding.
sufficiently engaged to believe they will receive certain
benefits by making the trip. Benefits may include Adequate directional, services and attractions signage is a
entertainment, family bonding, educational experiences, key marketing element en route. There is nothing more
rest and relaxation, connection or reconnection with loved frustrating than not being sure of how to get to a
ones, thrills and adventure, bragging rights and many less destination, not finding guiding signs, not finding
tangible, personal benefits. Travel marketers and service anyone in local businesses to provide directions to or
providers should focus on understanding and delivering within a destination. Along a touring route, signing
desired benefits. Benefits should be a core element of helps cross-sell the next community or attraction along
marketing messages. the route.
2.4.1 Marketing – Cross Selling-Way Finding Destination packaging can be thought of in multiple
ways but is useful when thought of as the “wrapping” of
Marketing is the critical first step in bringing consumers to the community presentation:
a destination. Buyers must be aware of what the
product/experience has to offer and must believe they will ¾ Is your community attractive and inviting as you
gain key benefits they seek by visiting that destination. approach and enter the community?
Marketing starts with messages in the buyer’s home market ¾ Are your gateways well laid out, signed, beautified
but should continue with en-route and on-site and do they present the character of your
communications while visitors travel through the community?
destination.
Packaging can bring together many communities in a
collective marketing approach.
Marketing of rural destinations and regions is often
challenging because of the perceived open spaces and
Wayfinding and sophisticated marketing will be a focus
distances where no development may be readily apparent
in the Canadian Badlands.
from the roadway. Dispersed sights and attractions often
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2.4.2 Route Planning, Local Tourism Zones 2.5 Tools for Rural Regional Tourism
and Buffers Development: Cluster
How visitors are routed off major roadways and into a
Development, Themes and
community can maximize the economic impact and Touring Routes
minimize resident impacts:
2.5.1 Cluster Development-Themes
¾ Are byways and routing once in-town easily marked
and followed or do you find yourself in congested local
Rural areas may develop around a theme or grouping of
streets with inadequate signage to locate attractions or
similar types of attractions. The process of developing
sites?
similar types of attractions is called cluster development.
An example could be “Canadian Badlands Country Inns”
¾ Are accommodations near the attractions or along well
or “Canadian Badlands Hunting Lodges”. Napa Valley is
defined and signed corridors?
famous for the way it clusters its vineyard and wine
¾ Do high traffic visitor areas provide adequate parking, tasting experiences. The goal of this themed grouping is
pedestrian ways, seating, lighting and visible security to create the awareness of a critical mass of attractions
personnel? sufficient to warrant overnight stays or repeat visits to
different attractions within the region.
¾ Are public washrooms available in these high traffic
visitor areas? 2.5.2 Touring Routes
¾ Are these visitor areas adequately buffered from Rural regions which often do not have sufficient
residential traffic areas and neighborhoods? attractions in any single primary destination can create
touring routes which link related attractions. This themed
All of the infrastructure and design elements mentioned linkage creates the desired critical mass sufficient to
here improve visitor experiences, minimize impacts on attract more visitors. Motorcoach tours often depend on
residents and increase the ability of the community to host themed routes and trips to service their clientele.
increasing volumes of guests.
A series of different Attractors, destinations and touring
stops are linked in a touring route. Zones of tourism
development may occur within multiple areas
surrounding a community or within the region.
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Buffer zones and undeveloped areas create breaks
between the tourism development zones. Touring routes
link primary and secondary destinations with touring and
service stops.
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3.0 CANADIAN BADLANDS 3.1 Transportation
REGIONAL TOURISM
3.1.1 Air Access
PRODUCT BASE
ASSESSMENT International gateway air services are provided by the
Calgary International Airport, located on the west-central
Inventory and documentation of the regional situation in edge of the region. With over nine million passenger
terms of the many components of tourism are contained in movements, this airport is the largest in Alberta. The
a number of available reports, the most recent and Edmonton International Airport, handles over six million
comprehensive of which is the Canadian Badlands Eco- passengers.
Tourism Destination Assessment. It is not the purpose of this
Strategy to duplicate that work, but to highlight some of Scheduled air services are also provided to Medicine Hat
the factors relevant to tourism development within each of and Lethbridge, while Red Deer has a quality airport that
the components of tourism listed below: can handle private and scheduled services. Many
communities in the Canadian Badlands and a number of
¾ Transportation; private landowners have airstrips that service private,
¾ Other Infrastructure; commercial and unscheduled air traffic.
¾ Community Base;
¾ Man Made Attractions and Events; 3.1.2 Road Traffic
¾ Parks and Natural Attractions;
¾ Outdoor Adventure; The vast region of the Canadian Badlands is transected by
¾ Tourism Services Base; a number of major roadways, which are largely paved
¾ Tourism Information and Direction; highways with paved shoulders typical of Alberta’s high
¾ Tourism Promotion; and construction standards.
¾ Tourism Hospitality.
The Queen Elizabeth II Highway (QEII) carries almost
Each area is highlighted in the sections below. 60,000 vehicles per day near Calgary, and around 30,000
vehicles per day over the entire Edmonton/Calgary
corridor. This corridor area is the major transportation
route in Alberta and services the major corridor of
economic and population activity in the province. The
almost 2.5 million Albertans who live along this corridor
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are the major market for travel to Canadian Badlands in Potable water services and water for leisure tourism usage
the foreseeable future. may be an issue in the longer term. For the present, there
appears to be a consensus that adequate water is available
Highways 3 and 4 in the southern Canadian Badlands are for current needs.
major tourism market generators of traffic, with 5,000 to
10,000 vehicles per day. Communications technology is important in today’s wired
world. Communication in this region is considered good
Trans-Canada Highway 1 bisects the region from east to quality, although there are many areas of the region with
west, carrying from 5,000-16,000 vehicles per day. no cellular phone service.
In addition to the major corridors described above, several Soft infrastructure such as education, social services,
important highways (Highways 56, 21, 9 and 12) provide medical and other support services are similar to other
connections through the region, although they carry fewer areas of Alberta. Challenged with labour shortages and
than 2,500 vehicles per day on average. struggling to maintain quality and service, this region
experiences the same difficulties as other areas of Alberta
Minor highways in the region are located in the eastern in terms of soft service delivery.
half of Canadian Badlands, and they carry much lower
traffic loads. These are the vast dryland regions of the
3.3 Community Base
Canadian Badlands that see a small number of leisure
travelers today.
The community base in the region consists of a number of
Highway traffic levels help tourism strategists determine vibrant cities functioning as economic generators with a
opportunities for various types of tourism development in surrounding area, a hinterland of smaller communities
a region as they indicate where the traffic is now. They are supporting the agricultural and energy economy and their
also the main provider of access to area attractions, own respective service areas.
whether existing or planned.
Canadian Badlands Ltd. is comprised of over 50 municipal
shareholders at the time of writing, representing the
3.2 Other Infrastructure majority of the municipalities in the region. Many of these
communities will be addressed specifically or within
Other hard infrastructure in the region includes power, community groupings in later sections of the Strategy.
potable water, piped sewer, waste disposal and other basic
services. All these services are provided to the standards
considered appropriate throughout Alberta.
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3.4 Man-Made Attractions and Events potteries – exist because of the fortuitous congruence of
natural factors with man’s ingenuity.
Attractions and events are the lifeblood of tourism. The
The Canadian Badlands has a few of major attractions
term Attractor, defined above refers to those attractions
which can be defined as Attractors. The Royal Tyrrell
and events that actually create the reason to visit – or the
Museum is perhaps the most obvious. Other than the
“main trip purpose” for the visitor.
major Attractors listed in Table 1, there are very few
attractions that meet the definition of Attractor ie, they are
Attractors can be natural or man-made. Natural Attractors
the main trip purpose for visitors. New or enhanced
are the main feature of Canadian Badlands and are
Attractors are needed in the Canadian Badlands to
endemic to its brand. The coulees, drylands, hoodoos and
increase the market draw of the region.
valleys of the region are the main natural features people
wish to see. In many senses, the man-made Attractors of
the region – dinosaur museums, raptor centres and clay
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Table 1: Major Tourism Attractors in the Canadian Badlands
Attractions Location Estimated Annual Visitation
Dinosaur Provincial Park Dinosaur Provincial Park 80,000 – 100,000
Field Station of the Royal Tyrrell Museum Dinosaur Provincial Park 10,000 – 12,000
Helen Schuler Coulee Centre Lethbridge 23,000 – 25,00
Kinbrook Island Provincial Park Near Brooks 150,000 – 200,000
Royal Tyrrell Museum Drumheller 330,000 – 350,000
Blackfoot Crossing Heritage Centre Siksika First Nation
Writing-On-Stone Provincial Park/Aisinai’pi National
Milk River 45,000 – 60,000
Historic Site
Cypress Hills Interprovincial Park Medicine Hat area 180,000 – 200,000
Dry Island Buffalo Jump Provincial Park Near Trochu 40,000 – 50,000
Brooks Aqueduct Brooks area 2,500 – 3,400
Last Chance Saloon in The Rosedeer Hotel, Wayne Ghost Approximately 30,000*
Wayne
Town *mostly local residents
Medicine Hat Clay Industries National Historic District Medicine Hat 5,000 – 7,000
Rosebud Theatre Rosebud 25,000 – 30,000
Taber & District Irrigation Impact Museum Taber Approximately 1,000
Hanna Pioneer Village & Museum Hanna 400 - 500
Redcliff Museum Redcliff Approximately 1,000
Southern Alberta Art Gallery Lethbridge 20,000 – 25,000
Canadian Badlands Passion Play Drumheller 7,000 – 10,000
Source: WMC Research, 2008
This is not to diminish the fact that virtually every this limitation, communities and operators offer a wide
community in the Canadian Badlands has one or more range of smaller man-made attractions and events, which
interesting attractions – a small museum, an interesting café have been documented in other studies, and include:
or bar, an historic house or B and B, or perhaps a guest
ranch. While these small operations are critical to ¾ 4 interpretive programs, walks or tours;
presenting the ambiance and variety of the Canadian ¾ 17 historic parks, sites, or heritage interpretive tours;
Badlands, their capacity and the capacity of the ¾ 3 palaeontological/archaeological attractions (digs,
communities in which they are located is limited. Despite interpretive tours);
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¾ 12 annual music festivals; 3.4.1 Protected Cultural Resources
¾ 15 annual non-music festivals;
¾ 18 special events or celebrations; The Province of Alberta lists three museums and
¾ 9 craft events; designated historic sites within the Canadian Badlands:
¾ 30 museums;
¾ 5 galleries; ¾ Brooks Aqueduct;
¾ 10 live theatre operations; ¾ Royal Tyrrell Museum; and
¾ 2 music/performing arts festivals; and ¾ Tyrrell Field Station.
¾ 19 sporting rodeos.
Protected heritage resources in the Canadian Badlands
Collectively, these attractions and events support regional include eight of Alberta’s 23 National Historic Sites.
markets, attract tourism to the Canadian Badlands and
provide leisure and recreation activities for those visiting
the region for other purposes, such as the visiting friends
and relatives (VFR) tourism segment.
Table 2: National Historic Sites (NHS) in the Canadian Badlands
Name Ownership Comments
Writing on Stone Aisinai’pi NHS Province of Alberta Provincial Park
Brooks Aqueduct NHS Province of Alberta
Fort Whoop Up NHS City of Lethbridge
Village of Stirling NHS Municipality
Medicine Hat Clay Industries and Medalta Non Profit Organization A large reconstruction project is under way at
Potteries NHS this site.
Atlas Coal Mine NHS Non-Profit Organization
Blackfoot Crossing NHS Siksika First Nation
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3.5 Parks and Natural Areas
A specific sub-category of major Attractors in the Canadian Badlands are those protected natural heritage resources that form
an extremely important part of the draw to the region. Market research over the past five years has consistently confirmed
that the compelling draw for visitors to the region is its relatively unique natural heritage, primarily represented by the
coulee, hoodoos and “badlands” landscapes of the region. Many of these sensitive landscapes are protected and managed by
governments.
Provincial parks collectively are a main Attractor in the region, because they function to protect the incredible natural
resource assets of the area. The following Provincial Parks tourism Attractors are located in the Canadian Badlands region.
Table 3: Provincial Park Tourism Attractors in Canadian Badlands
Estimated
Name Principal Assets of Interest Comments
Visitation
Cypress Hills Protects a unique natural area which 180,000 – 200,000 One of the few interprovincial
Interprovincial Park was not glaciated; unique ecosystem, parks in Canada, with part of
(CHIPP) archaeological dig, NWMP heritage, the park in Saskatchewan.
visitor accommodations and
interpretation. CHIPP has a central
cottage community, several lakes, a ski
area, a NWMP site, trails, camping and a
visitor centre.
Dinosaur Provincial Park Protects a Badlands landscape rich in 80,000 – 100,000 A UNESCO World Heritage
(DPP) dinosaur fossils. A visitor centre, a Site
viewpoint, guided park interpretation, a
small campsite, and a store/café
comprise this site.
ÁÍSÍNAI’PI One of the largest collections of 45,000 – 60,000 On Canada’s list for UNESCO
(Writing-On-Stone aboriginal rock art in North America, World Heritage Site
Provincial Park) and a spiritual centre for aboriginal designation, with Canadian
(WOSPP) peoples. The Milk River valley, NWMP selection anticipated in 2009.
site add to the natural and man-made
heritage values.
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Table 3: Provincial Park Tourism Attractors in Canadian Badlands
Estimated
Name Principal Assets of Interest Comments
Visitation
Dry Island Buffalo Jump Protects the Red Deer River Valley and a 30,000 – 40,000 While the park reaches
Provincial Park spectacular Badlands landscape. recreationist, it is not near its
(DIBJPP) potential in servicing the
tourist/scenic viewing
markets.
Kinbrook Island Provincial Protecting an abundant birding area and 150,000 – 200,000 Primarily a local and regional
Park a marshland, this park provides day use park, KIPP is the best
(KIPP) camping and day use in close proximity water-based recreation
to Brooks. THE WATER-BASED REC opportunity site in southeast
OPP IN SE ALBERTA Alberta.
Tillebrook Provincial Park Located in a prairie grassland region, 25,000 – 30,000 Used mainly by locals, as an
(TPP) this park provides camping access and overflow site for KIPP, as a
proximity to the Trans-Canada jumping off point for DPP
Highway. visitors, and by through-
traffic.
Wyndam Carsland This Park on the Bow river provided 20,000 – 25,000
Provincial Park access to recreational fishing as well as
(WCPP) group and individual camping in close
proximity to Calgary.
Park Lake Provincial Park A small Park in the grassland region 80,000 – 100,000 Large day use market from
(PLPP) near Lethbridge. Lethbridge and area.
Little Bow Provincial Park Provides fishing and boating access to 60,000 - 80,000 Large day use market for
(LBPP) the Travers Reservoir with 189 camping boating on the reservoir.
sites.
Source: WMC Research, Alberta Tourism Parks & Recreation management, 2008
In addition to provincial parks, Alberta has a number of sustainability of many of the area’s significant natural
provincial recreation areas, natural areas, ecological heritage and tourism resources.
reserves, and heritage rangelands. These provincial
protected areas ensure the proper management and There are no national parks within the Canadian Badlands.
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3.6 Outdoor Adventure and Activities virtually all controlled by water use contracts and
upstream reservoirs. Past experience suggests water levels
will not be adjusted for tourism usage. However, when
Outdoor adventure activities occur in many areas of the
water is adequate, these rivers each provide opportunities
Canadian Badlands. However, there are few identifiable
to travel through the palaeontological history of Alberta.
outdoor adventure destinations. Some adventure activities
are addressed in the following sections.
The support system for river travel is limited in the
Canadian Badlands. While there are some operators,
3.6.1 River Activities canoe rentals and shuttle services, product development
and marketing of these rivers will open the door for
Many rivers in the Canadian Badlands are suitable for guided, interpreted operations as well as packaged travel.
canoeing, rafting and even tubing. These include:
3.6.2 Mountain Biking
¾ The Red Deer River: With a classic Badlands
landscape, abundant wildlife and scenery from The
Mountain biking is primarily a local activity in the region.
City of Red Deer through Dry Island Buffalo Jump
It is listed as an activity within some of the provincial park
Provincial Park, the Drumheller Valley, and
and recreation areas in the region. However, there is no
continuing downstream to Dinosaur Provincial Park
specific “branded” area that offers Mountain Biking
and beyond to the Saskatchewan border.
Adventure. Only Lake Macgregor Provincial Recreation
¾ The Bow River: From Calgary through to the South Area and Park Lake Provincial Park in the Canadian
Saskatchewan River, the Bow is a float trip with Badlands are listed as mountain biking locations within
scenery and fishing opportunities. the provincial literature.
¾ South Saskatchewan River: Downstream from There is an opportunity for such activity in the region.
Medicine Hat, this river offers scenic valley views The Milk River area may be a starting point for this type of
through Saskatchewan to Saskatoon. outdoor activity. Operators could offer “bike and float”
tours, with shuttles between the two activities.
¾ The Milk River: Through spectacular Canadian
Badlands landscapes, the Milk River offers scenery, Road bike touring is popular in some regions of Canada.
history and adventure. For some areas of the Canadian Badlands, road tours may
be considered. The long distances between communities in
Depending on the season and the time of year, these rivers many areas preclude them from bike touring.
are challenged with low water levels. River levels are
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3.6.3 Horseback Holidays 3.6.5 Wildlife Viewing
While there are a number of ranches offering horseback The abundant wildlife of the region, visible in many places
riding in the region, there is an opportunity to attract from the roadway, can be an attraction for touring
broader markets for horse holidays to this region. The markets. There is little interpretation of wildlife in
spectacular scenery along major river valleys lends itself to regional material. This could be improved.
horse operations.
While a number of species are designated “at risk” in the
The operations that are beginning in the region should be Canadian Badlands, respectful viewing of wildlife can
encouraged and supported through strong marketing and occur, in many cases right from the roadway in remote
publicity initiatives. areas of the region.
Horseback riding is not listed as an activity within any of 3.6.6 Scenic Viewing
the provincial sites within Canadian Badlands.
Many sites within the Canadian Badlands offer spectacular
3.6.4 Birding scenery. Some of these sites are developed (e.g.,
Horseshoe and Horsethief Canyon and the Dinosaur
Birding opportunities in the region are abundant, yet Provincial Park viewpoints), however many of the high
operators are scarce. Tours from outside the region travel viewing opportunities in the region are not developed or
to regional birding opportunities on a seasonal basis. The are relatively unknown. While there are good
Ecotourism Study lists 14 birding areas, all Provincial opportunities to improve the road accessible scenic
Parks, Provincial Recreation Areas, or water reservoirs. viewpoints in Canadian Badlands over time many of these
There are many other areas which are rich in upland game viewpoints are in areas that are not heavily traveled at this
birds, raptors and other dryland bird life. This regional time. Building viewpoints as we build market for
strength can be grown over time. attractions is the appropriate way to develop this asset.
The Birds of Prey Centre in Coaldale may be a central 3.6.7 Hunting
place and operation from which a stronger birding
product may evolve.
An important economic and tourism activity within the
Canadian Badlands, hunting is often not promoted in
tourism marketing literature. While management of the
resource is the responsibility of operators and the
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provincial government, support for hunting as a tourism 3.7 Tourism Services Base
activity can be stronger in the region.
The services base for tourism includes accommodations,
3.6.8 Boating food and beverage, traveler services, retail, entertainment
and other related services. For the most part, these
Many sites in the Canadian Badlands are suitable for services are addressed within the community setting and
boating and sailing. The reservoir sites are perhaps most are considered in the nodal and community section of the
notable, with Lake Newell, MacGregor Lake and Crawling strategy.
Valley being the best known for day users. Cypress Hills
Interprovincial Park is also a popular boating area. A Some high level comments below address the whole
number of smaller lakes and reservoirs offer windsurfing region from a strategic perspective:
opportunities.
¾ Fixed roof accommodation services include a variety
Expansion of windsurfing and sailing activities may of fixed roof accommodation offered in the mid to
provide potential for regional markets to Canadian lower range of the spectrum. Limited service, branded
Badlands. hotels in the three-star-range provide comfortable
accommodation. They appeal to families, independent
3.6.9 Winter Activities business travelers and they service the strong oil and
gas sector in the region. They do not offer the level of
accommodation anticipated by the higher end
Downhill skiing is a local and regional activity in
markets, mostly adults without children, who might
Canadian Badlands, with small hills in Drumheller and
be attracted to the region. A study done by PKF in
Elkwater. Snowmobiling is limited by the lack of snow in
2006 provides expansive detail on fixed roof
the region. However, off highway vehicle use is a year-
accommodation in the region.
round potential opportunity for the region.
¾ Campground accommodation is provided throughout
Ice fishing, ice boating, para-skating and other winter
the region; however, the basic service levels in many
activities attract small regional markets. Product
campgrounds are below the levels demanded by
development opportunities can expand the markets for
today’s RV traveler. In provincial campgrounds in
winter experiences.
Alberta, RV occupants represent over 70% of
overnight campers. There may be an opportunity to
develop larger, full service RV parks in a number of
locations in the region.
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¾ Food and beverage services regionally provide a range opportunity to transform some of the Canadian
of offerings. These are mostly at the lower end of the Badlands communities over the next two decades.
range, with a relatively limited offering of fine dining
and ethnic dining. A number of unique restaurants ¾ Entertainment districts are also possible, generally in
have been developed in small communities and they the same communities that could benefit from retail
act as the attractions for those communities. However, district renaissance. Entertainment districts support
as Alberta’s urban corridor grows from 2.5 million longer hours of operation and serve business tourism
people to more than three million, there is an as well as leisure tourism markets.
opportunity to create more “rural” dining experiences
within close proximity of this corridor. 3.7.1 Tourism Information and Direction
¾ Traveler services such as service stations, vehicle
Tourism information and direction in the region is
services and stopping points are adequate in the better
adequate but not exceptional.
traveled areas of the region. They are limited in the
less traveled areas, and visitors need to watch their gas
Web-based information is improving, and as the Canadian
gauges in some regions.
Badlands initiative moves forward, one would expect
Travel Alberta to provide significant support for web-
¾ Retail offerings in the region are relatively weak from
based information, marketing, promotion, and sales
the tourism perspective. Higher end craft, art and
through its contractors.
regional product is available in a limited fashion in
some centres (Drumheller, Medicine Hat, Rosebud)
Visitor centres in major communities provide staffing and
and there can be a much stronger presentation of
services during the high season. Drumheller’s visitor
regional art and artists over time.
centre is itself a tourism attraction. Medicine Hat, with its
¾ Retail districts present a major opportunity for some centre located at the Saamis/Teepee site, provides
communities in Canadian Badlands. Some information to pass through as well as local traffic. Hanna
communities, local residents and visitors would has moved and renovated its railway station to provide a
benefit from the “restoration” of the historic, rural visible and historic information resource.
town centre/main street ambiance. Other
communities have the opportunity to create walkable, Provincial Travel Alberta Visitor Information centres are
vibrant downtown districts that serve local, regional located at Walsh on the Trans-Canada Highway and in
and tourist markets. Through strong planning, Milk River and Oyen. Each is a high quality facility
architectural control and creativity, there is an staffed with knowledgeable resources over the summer
season.
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The challenge in providing information and direction in Regions (TDRs) and any number of Destination Marketing
the Canadian Badlands is to coordinate messaging and Organizations (DMOs).
overcome the distance between communities.
While one view of tourism promotion is that “any news is
Coordination of messaging can be accomplished over time good news”, research suggests that a consistent message,
if the more than 50 municipal partners in Canadian image, sales approach, service offering, and hospitality
Badlands Ltd. work together with the new Travel Alberta promise over a long time is both more effective and more
Corporation to confirm the destination brand, messaging efficient.
and product mix in their marketing efforts. Once visitors
are attracted to the region, destination marketers can The Canadian Badlands initiative will move in steps
“hand off” the customer to regional tourism businesses. toward this more efficient approach to tourism promotion.
The strategy will speak to overlaps and inefficiencies that
The issue of distance is more challenging. The Canadian might be addressed by the partners.
Badlands might consider emerging technologies such as
GPS-based traveler information services to bridge the 3.9 Tourism Hospitality
information gap in the region. The strategy will address
this approach in more detail.
The hospitality of tourism service people in a region and
of the regional residents can be so good that it forms part
3. 8 Tourism Promotion of the regional brand.
The presentation of the products and services of the region While the consultants believe that regional residents in the
for purchase by tourists is what is referred to as tourism Canadian Badlands are as friendly and helpful as you will
promotion. find anywhere, and they experienced some of this
hospitality directly, the service and hospitality skill level
The present situation in tourism promotion in the of the tourism labour force can be raised to national and
Canadian Badlands, in the opinion of the consultants, is international standards over time.
fractured and inefficient. Private operators are purchasing
advertising – print, electronic and web-based – offered to The front line service level across virtually the entire
them through a variety of organizations. These include region is at the lower end of the spectrum by national and
provincially mandated organizations such as Travel international standards. Certainly, there were owner-
Alberta In-Province, Travel Alberta International. operators in many places in the region who were “the
However, they also include various Tourism Destination heart and soul” of their product, and their hospitality and
presentation was as high quality as one finds anywhere in
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the world. However, it must be said that the average level
among service employees in many of the businesses
experienced by the consultants was below expected
standards.
Part of this issue is simply explained by the labour force
“malais” being experienced in Alberta and in Canada
generally. However, in challenging times, a better trained,
more hospitable staff will often earn more money for
themselves and for the business. The strategy needs to
speak to training and labour force issues.
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western Canada that are most likely to visit the Canadian
4.0 TOURISM MARKETS FOR
Badlands.
THE CANADIAN BADLANDS
To summarize the industry status in Alberta and these
4.1 Market Summary and References literature reviews, Alberta tourism continues to grow at a
faster rate than the rest of Canada and domestic and
overseas demand is fueling growth:
A wealth of visitor research exists on travel demand to
Canada and Alberta. For recent market summary ¾ As of May 2008, overseas direct entry into Alberta
documents reference: grew at 8.4% compared to a national increase of 4.1%
(Alberta “TOURISM ISSUES”, July 2008).
¾ Chapter 2: Market Situation and Trends in the
Canadian Badlands Tourism Development Investment ¾ The U.S. market remains soft (down 3.4% through
Opportunities Assessment prepared by Western May 2008) though is not declining as rapidly for
Management Consultants for Alberta Tourism, Parks Alberta as the remainder of Canada.
and Recreation, January 2008; and
¾ Over the last three years, more Canadians traveled
¾ Chapter 2: Economic Review, Market Situation and
outside Canada due to the rising strength of the
Trends of the Fixed Roof Accommodation Study Canadian
Canadian dollar. This outflow of dollars is causing the
Badlands, Alberta, March 2006 prepared by Pannell
Canadian travel deficit to rise.
Kerr Forster and Western Management Consultants
for Alberta Economic Development. ¾ Overall, both labour and supply costs are rising more
rapidly than prices, which are driving overall western
Also of note is the market research test of the Canadian Canada tourism industry profits down.
Badlands concept and its positioning in qualitative and
quantitative analyses reported in Western Canadian Market ¾ Low unemployment, rising wages, rising supply, and
Potential to Visit the Canadian Badlands, January 2008, rising development costs (recently noted in Calgary at
prepared by infact Research and Consulting Inc. for (1.5% growth/month) have a direct impact on the near
Alberta Tourism, Parks and Recreation. This document term ability to attract investments to the Canadian
profiles potential visitors to the Canadian Badlands region, Badlands.
provides insight for preferred images and messages which
will attract travelers to the Canadian Badlands, defines The Infact Research and Consulting Inc. report noted
some activity profile segments of potential visitors and above found Edmonton, Calgary and Regina were the
identifies the age-lifestage and activity segments from strongest western Canadian markets for visitors to the
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