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2017 annual report
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2canadian badlands 2017 annual report
Writ
ing-
on-S
tone
Pro
vinc
ial P
ark
Jens
en R
eser
voir
Prov
inci
alRe
crea
tion
Area
Cypr
ess
Hills
Pro
vinc
ial P
ark
Park
Lak
ePr
ovin
cial
Park
Littl
e Bo
wPr
ovin
cial
Par
k
Lake
McG
rego
rPr
ovin
cial
Recr
eatio
nAr
ea
Tille
broo
k Pr
ovin
cial
Par
k
Kinb
rook
Isla
ndPr
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cial
Par
k
Dino
saur
Pr
ovin
cial
Par
k
Bloo
d In
dian
Park
Goos
eber
ry L
ake
Prov
inci
al P
ark
Dry
Isla
ndBu
ffalo
Jum
p
Bige
low
Res
ervo
irPr
ovin
cial
Rec
reat
ion
Area
Bler
iot F
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Pro
vinc
ial
Recr
eatio
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ea
Big
Knife
Prov
inci
al P
ark
Buffa
lo L
ake
Prov
inci
al R
ecre
atio
n Ar
eaRo
chon
San
ds P
rovi
ncia
l Par
k
Hors
esho
e Ca
nyon
Pr
ovin
cial
Rec
reat
ion
Area
Mid
land
Pro
vinc
ial
Park
Prai
rie O
asis
Par
k
CAN
ADA
USM
ONTA
NA
SASKATCHEWAN
RED
DEER
Aird
rie
Coal
dale
Tabe
r Milk
Riv
er
Stirl
ing
Cout
ts
Raym
ond
Fore
mos
t
Mag
rath
Card
ston
Elkw
ater
Redc
liff
Vaux
hall
Bow
Isla
nd
Scan
dia
Vulc
an
Milo
Mos
slei
gh
Clun
yBa
ssan
o
Rose
mar
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trici
aDu
ches
s
Empr
ess
Acad
ia V
alle
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Oyen
Cere
al
Stra
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ore
Rock
yfor
dRo
sebu
d
Huss
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anda
rd
Hann
a
Youn
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wn
Carb
onAc
me
Beis
eker
Irric
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Troc
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Thre
e Hi
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Lind
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lia
East
Cou
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3canadian badlands 2017 annual report
letter from the canadian badlands tourism president
Canadian Badlands has had another fulfilling year engaging Shareholders, creating partnerships and working together to build a thriving tourism industry in the Canadian Badlands. With the steadfast leadership of our Board of Directors and the enduring cooperation between the Government of Alberta, Travel Alberta and many other tourism stakeholders, we have been resilient in sustaining our tourism brand in a challenging economy. A variety of projects undertaken in 2017, demonstrated once again the diversity of our many tourism offerings and the importance of functioning as a collaborative organization to promote this unique region as an iconic Alberta tourist destination.
In 2017, the focus of Canadian Badlands Tourism continued to be on strengthening relationships with our communities and tourism partners by providing valuable resources that enabled Shareholders to more effectively implement their initiatives. We assisted with the planning of many projects, including pheasant festivals, consumer events, an educational experience and nine informational webinars.
Canadian Badlands Tourism’s Shareholder Product Development Committee, led by Doran Degenstein, and our Marketing Committee, headed by Terri Kinsmen, identified opportunities to assist with new product development this year which included guided tours throughout the Badlands with Prairie Sprinter, a shuttle service and tour company in Medicine Hat; a Mountain Biking Trail in Redcliff; a Culinary event in Stettler; and a social media educational program in Special Areas, Lethbridge and Medicine Hat.
The Regional Marketing Campaign continues to grow awareness of the Canadian Badlands brand with creative approaches that engage community members and visitors alike. We continued the innovative “Spirit of the Badlands” tour with well-known musician, actor and humanitarian Tom Jackson as our ambassador. He traveled to many communities in the summer of 2017, connecting with special people and places throughout the Canadian Badlands. The tours were accompanied by writers, bloggers and photographers who depicted the essence of those who call the Canadian Badlands home. These stories were distributed worldwide on social media networks and received positive reviews from potential visitors to our region.
Our partnerships with Travel Alberta, Canalta Hotels and Heritage Inn Hotels was very successful in boosting visitation, and had a considerable impact on our regional economy which directly translates to more investment opportunities and job creation in Canadian Badlands municipalities.
Canadian Badlands Tourism launched an “Influencer Program” that featured personalities with significant numbers of social media followers, and Canadian Badlands residents were invited to join in as ambassadors. Community members showcased amazing happenings in their area and connected with neighboring communities. These efforts allowed Canadian Badlands to further our efforts to position this region as a ‘must visit’ destination.
4canadian badlands 2017 annual report
Canadian Badlands Tourism recognizes the enormous support from those who contribute financially and who assist with decision making for our unique organization, including our 60 municipal Shareholders, the Ministry of Culture and Tourism as well as our Board of Directors and Executive Committee Members. As we move forward, Canadian Badlands Tourism continues to review our operating model to identify new revenue streams that will take us to a financially sustainable platform. The goal is to ensure that we have a sustainable long-term plan to meet the needs of our Shareholders.
In the summer of 2017 the Canadian Badlands Board of Directors established a strategic plan, including the following:
VISION: Canadian Badlands Tourism is recognized as the ‘go-to’ organization known for its collaborative and dynamic approach to fostering regional tourism.
MISSION: Canadian Badlands Tourism is a Destination Management Organization focused on the development of regional tourism in the Canadian Badlands area of Alberta.
GOALS: 1. Expertise and resources in regional tourism
2. Collaboration to leverage tourism opportunities
3. Expanding members’ engagement/participation
4. Enhancing the Canadian Badlands brand/awareness
5. Organizational effectiveness and sustainable funding
Lastly, I wish to acknowledge the many contributions made by our small and dedicated team of professionals who are the backbone of Canadian Badlands Tourism. We would not have been able to accomplish so much in the past year without the leadership and teamwork of Lonna Hoggan’s administrative management and Shareholder relations, and the administrative assistance of Diana Watson. In September we had the unfortunate loss of Christopher McLellan and his marketing and development expertise. Canadian Badlands Tourism sincerely thanks all of you.
Respectfully submitted on behalf of the Board of Directors,
Barry Morishita, President, Canadian Badlands Tourism
5canadian badlands 2017 annual report
1. MD of Acadia No. 34
2. Village of Acme
3. Village of Arrowwood
4. Village of Beiseker
5. Village of Big Valley
6. Town of Bow Island
7. City of Brooks
8. Village of Carbon
9. Town of Cardston
10. Town of Castor
11. Village of Cereal
12. Town of Coaldale
13. Village of Consort
14. Town of Coronation
15. Village of Coutts
16. Cypress County
17. Village of Delia
18. Village of Donalda
19. Town of Drumheller
20. Village of Duchess
21. Village of Empress
22. Village of Foremost
23. County of Forty Mile No. 8
24. Village of Halkirk
25. Town of Hanna
26. Village of Hussar
27. Town of Irricana
28. Kneehill County
29. City of Lethbridge
30. Village of Linden
31. Town of Magrath
32. City of Medicine Hat
33. Town of Milk River
34. Village of Milo
35. County of Newell
36. Town of Oyen
37. County of Paintearth No. 18
38. Town of Raymond
39. Town of Redcliff
40. Village of Rockyford
41. Village of Rosemary
42. Special Areas #2
43. Special Areas #3
44. Special Areas #4
45. Village of Standard
46. Starland County
47. Town of Stettler
48. Village of Stirling
49. Town of Strathmore
50. MD of Taber
51. Town of Taber
52. Town of Three Hills
53. Town of Trochu
54. Town of Vauxhall
55. Vulcan County
56. Town of Vulcan
57. County of Warner No. 5
58. Village of Warner
59. Wheatland County
60. Village of Youngstown
current shareholders of canadian badlands ltd.
as of march 2018
6canadian badlands 2017 annual report
Barry Morishita President Mayor, City of Brooks
Brian Varga (2) Vice President Councillor, City of Medicine Hat
George Glazier (1) Secretary Councillor, County of Paintearth
Jeff Carlson (3) Treasurer Councillor, City of Lethbridge
Anne Marie Philipsen (2) Director Councillor, City of Newell
Ken Kultgen (2) Director Mayor, Village of Foremost
Doran Degenstein (3) Product Development Committee Chair Lethbridge
Terri Kinsman (1) Marketing Chair Rocking R Guest Ranch
Heather Colberg (1) Member-at-large Mayor, Town of Drumheller
Lonna Hoggan Administrative Manager Canadian Badlands Ltd.
Diana Watson Administrative Assistant Canadian Badlands Ltd.
(1) North Central Region (2) Southeastern Region (3) Southwestern Region
canadian badlands ltd. board of directors & staff
as of march 2018
7canadian badlands 2017 annual report
Coaldale Taber
Milk River
Stirling
Coutts
Raymond
Foremost
Magrath
Redcliff
Vauxhall
Bow Island
Vulcan
Milo
RosemaryDuchess
Empress
OyenCereal
Strathmore
Rockyford
HussarStandard
Hanna
Youngstown
CarbonAcme
BeisekerIrricana
Trochu
Three Hills
LindenDelia
Big Valley
Stettler
Donalda
Consort
CastorHalkirk
Coronation
Warner
LETHBRIDGE
BROOKS
MEDICINE HAT
DRUMHELLER
Cardston
COUNTY OFPAINTEARTH
STARLANDCOUNTY
KNEEHILLCOUNTY
WHEATLANDCOUNTY
VULCAN COUNTY
COUNTY OFNEWELL
COUNTYOF FORTY MILE
WARNERCOUNTY
SPECIAL AREA #4
SPECIAL AREA #3
SPECIAL AREA #2
ACADIAMD
MD OFTABER
LETHBRIDGECOUNTY
CYPRESSCOUNTY
STETTLERCOUNTY
■ NORTH CENTRAL REGION ■ SOUTHEASTERN REGION■ SOUTHWESTERN REGION
canadian badlands voting boundaries map
8canadian badlands 2018 conference program
1. Development of Birding in the Canadian Badlands – Facilitation and further development of the regional birding guide with the Grasslands Naturalists. Connecting Badlands communities, birding locations, layering in tourism services and assisting with promotion. The new Birding Guide is in circulation.
2. Pheasant Festivals – Continued support of existing festivals and assist in the implementation of one new festival in the Canadian Badlands region. A new festival event took place in the Village of Rosemary/County of Newell.
3. Filthy Hands Festival – Development of an annual one-day heritage arts and music festival, at the Medicine Hat Brick and Tile Site in the Medalta Historic Clay District. The event included contemporary music, craft and culinary experiences that attracted an interprovincial audience. The pilot took place in the shoulder season and was well attended.
4. Sports Tourism – Assist with the development of a Sports Council in Medicine Hat. Engage with other stakeholders in and around Medicine Hat to assist in the establishment of a Sports Council for the city that will be tasked with seeking out opportunities to bring sports tourism to the area.
5. Ambassadors Program – Phase II of the Tourism Ambassador Program allowed us to engage many more communities, to teach social media, connect Shareholder members and generate content for various purposes online or in print. Twenty one ambassadors in three communities generated 850 images, 46,000+ engagements, reaching a potential audience of 945,000+. Beyond real-time social media and traditional media exposure on ambassador channels, the Canadian Badlands Tourism team was able to utilize the imagery and video content on their own social platforms. The user generated content increased the #MyBadlands content by over 10%.
2017-2018 canadian badlands
tourism projects
9canadian badlands 2017 annual report
6. Best Practises Mission – Participants on this project experienced the research and development of tourism product/collaboration and revitalization of communities, businesses and leaders in tourism best practises. Mission participants were engaged by 29 presenters in a 5-day trek across the province of Newfoundland and many learnings were obtained.
7. Professional Development for Canadian Badlands Tourism Attractions – A series of nine webinars were scheduled from November 2017 to February 2018. Given the distance of our municipalities from program officers’ offices, Canadian Badlands Tourism used new communications technologies to provide information on tourism development resources and potential funding sources to tourism attractions and operators in the region. Using video conferencing technology, Canadian Badlands offered a series of nine webinars on a variety of tourism development topics based on the needs of the municipalities, businesses, and not-for-profit organizations.
8. Regional Campaign Coordination – Coordination of the 2017-2018 Canadian Badlands Marketing Campaign. Destination Marketing Fund monies were used to elevate awareness of the Canadian Badlands region and brand, increasing overnight leisure stays, driving tourism traffic into communities, and improving attendance to attractions and events.
10canadian badlands 2017 annual report
11canadian badlands 2017 annual report
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