Cruising vacations are back. British business mogul Richard Branson has launched his adults-only Virgin Voyages line with tattoo parlours, live bands, and drag shows, and film legend Sophia Loren is christening her 21^st ship for MSC Cruises in New York this December.

But the past couple of years have not been kind to the cruise industry. Almost overnight, cruising went from being a juggernaut within the travel sector, taking in more than USD 27 billion yearly, to a situation that was nothing short of carnage. The industry suffered a nearly 50 percent reduction in income and a mind-blowing 80 percent reduction in passengers. And as the pandemic took hold worldwide, near-entire fleets were docked to wait out the global lockdowns.

But what is equally remarkable is the recent resurgence in cruising as countries and their ports of call have eased or removed restrictions.

A CNN article notes the comeback that cruising has made in 2022. After the near disappearance of cruise ships during the 15-month-long pandemic lockdown, 75 percent of all cruise ships are again sailing the oceans. Colleen McDaniel, Editor-in-Chief of the popular cruise review site, Cruise Critic, saw reasons to be optimistic about the industry again: “We’re seeing shoppers and cruise bookings increase week after week, which is fantastic news for the industry.”

There are all kinds of good vibes about the future coming from industry insiders as well. In an interview with Cruise and Ferry, Kelly Craighead of the Cruise Lines International Association had this to say about the outlook: “According to the latest World Tourism Barometer, tourism continues to recover at a stronger than expected pace. Worldwide, the first quarter of 2022 showed a 182 percent rebound with an estimated 117 million international arrivals.”

But along with all this exuberance about the triumphant return of cruising, questions about the industry have also returned. For years, concerns have been voiced about the impact of the industry on the environment, the ports of call the ships visit, and even the health impacts on passengers and crews of cruise lines. As commonly depicted, cruise ships are floating cities with up to thousands of people on board. When one of these ships pulls into a small port of call, there are many forms of large-scale consequences both good and bad.

CNN reports on the impact of these vessels as thousands of visitors descend at the same time, as opposed to the flow of other kinds of travellers whose impact is more spread out across a city. It’s also the cruisers who are less likely to inject meaningful capital into a port as they are only there for a few hours.

In one of the world’s most famous destinations, Venice, Jane da Mosto, co-founder and executive director of the not-for-profit organization, We Are Here Venice, explains to CNN the impact that cruise ships, in particular, have on the city:

“The residents suffer very much and it’s beginning to feel that we are deprived of our civil rights,” says da Mosto, adding that the concentrated flow of cruise ships is making the city uninhabitable for Venetians. “The cruise ship industry needs to take in the fragility of Venice, and that their business model has become unsustainable and very damaging.”

In fact, the residents of Venice have voted to ban the larger cruise ships from the city’s waters altogether.

This aspect of the industry is complicated, as while there can be a negative impact on the local fabric when these ships dock, they also inject money in the form of taxes and docking fees to the ports as well as the money that passengers spend ashore.

When you consider the environmental impact of the cruise industry, you also have to wonder about the size of the ships themselves. They are among the largest ships on the oceans. Many of these are over three football fields long and are loaded with all the bells and whistles of a brassy resort ashore—like ice rinks, pools and rollercoasters. Yes, rollercoasters. And moving these massive ships from port to port takes a great deal of fuel. Studies have shown that one cruise ship alone can produce emissions equal to 12,000 cars. So when a passenger boards a cruise ship, their carbon footprint actually triples.

Compounding the environmental impact is the type of fuel that is burned. Mark Jacobson, professor of civil and environmental engineering at Stanford University, talked to Popular Science about the impact of the fuel used by cruise ships. “They generally use bunker fuel which is the dirtiest type of fuel. Bunker fuel puts out a lot of black carbon, sulphates, and other chemicals. Black carbon is the second leading cause of global warming after carbon dioxide.”

Not only is the fuel used by these ships detrimental to the environment, but the cruise industry also has a bad track record when it comes to disposing of waste, with one large cruise ship producing a ton or more of waste per day.

Back in January, Princess Cruise Lines was fined $1 million by the U.S. Department of Justice for dumping waste for a second time. This was after pleading guilty to deliberately dumping oil-contaminated waste from one of its ships in 2017 when it was fined $40 million.

And remember the bunker fuel that powers these ships? The fumes from that can lead to very poor air quality for the passengers and crew. Researchers have found the composition of the air on a cruise ship to be similar to that of heavily polluted cities. People who work on these ships, as well as passengers and those living in the ports the ships visit, are also paying a price for these cruises with their health.

All of this doesn’t sound like a great trade-off for the planet or its inhabitants. Under pressure, like many other fuel-driven industries, the cruise line industry is beginning to look at what can be done to reduce emissions.

As with cars, the way to reduce these harmful emissions may be fuel cells. Some ferries are already using fuel cells for short distances and the current record for a cell powering one of these ships is about 50 nautical miles.

In 2019, the Norwegian cruise line Hurtigruten launched MS Roald Amundsen, the world’s first battery hybrid-powered cruise ship, and in October 2021, the company’s MS Fridtjof Nansen was named the most sustainable cruise ship by Scope ESG Analysis.

Beyond these ships, the company is working with Norway research company Trondheim to develop zero-emission ships by 2030. The project builds on the current state of design, propulsion energy, and fuel use to come up with a sustainable option for cruising. Between upgrades and new additions to the fleet, Hurtigruten will cut emissions by 25 percent and nitric oxide by 80 percent.

In another case of improved environmental stewardship, Carnival Corp has installed about 600 food waste biodigesters across its global fleet to combat food waste. The technology uses a “natural” aerobic digestion process that uses a mixture of microorganisms inside each machine to break down food waste—all part of a corporate-wide initiative to reduce food waste by 50 percent by 2030.

Other goals include sending 100 percent of waste to waste-to-energy facilities and promoting almost 100 percent reuse of packaging materials by 2050.

At Celebrity Cruises, the sewage treatment plants onboard some ships have been upgraded to a new biological treatment technology called CleanSewage Membrane Reactor for the removal of 99 percent of solids and bacteria, including microplastics and viruses. The treated water is reportedly pure enough to be re-used in other ship functions like laundry.

Innovations like these aside, what is missing from the industry are standards that are held across the international cruising industry. Right now, you could sail a ship through the gaps in the rule books that currently exist. But, ironically, it is the lack of regulation that creates the biggest appeal for travellers—namely the lower prices that come with the low regulatory standards of these floating resorts.

Critics say these prices are achieved through a lack of regulation which allows for lower wages for the crew and lax observance of environmental protection acts. Others say pricing reflects the sheer number of passengers that can be accommodated, and many ships make most of their money from what people purchase on board.

Ultimately, the future of this industry will come down to the passengers. If people begin to question the environmental and social consequences that come with a cheap trip around the Caribbean, and opt not to cruise, changes may come quickly, and those changes could put cruising into smooth sailing for the long run.

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Producing captivating visitor experiences in imagination and immersive storytelling for location-based entertainment such as theme parks, tourist attractions, water parks, mixed-use, and resorts, Toronto-based FORREC operates across six continents. Its policy is to work with the best partners, operators, brands, and developers to achieve success around the world.

The five pillars

Maintaining that success, however, means constantly striving for improvement.

The team consciously base their efforts on a solid foundation of five key pillars, embracing elevated creativity, unparalleled experience, unprecedented relationships, exceptional talent, and delivering the vision. FORREC also constantly looks to make advances in its brand awareness, including a long-term strategic plan using an outside consultant in 2020.

During this study, it became clear that FORREC’s existing brand reflected neither who it was as a company today nor its aspirations for the future. As part of this exercise, FORREC included a goal to undergo a rebranding to better align with its new strategy, values, identity, and dreams.

Led by FORREC’s marketing team, the company set up a small internal task force to help create a new look and feel for FORREC, with a logo redesign, new website, and new brand positioning, along with bringing in creative agency Cundari to help the company evaluate its biases and preconceptions, and also define the brand’s core.

“In addition, they helped us identify our brand purpose and how to achieve this purpose—the way we talk and focus on our offering,” says Cale Heit, President and CEO. “In many ways it was like lifting a heavy cloak off our shoulders. We don’t want to lose sight of our tremendous history and how we got to where we are today, but rather celebrate and honour our past so we can welcome new opportunities for the next generation of FORREC.”

Speaking of the company website, Heit adds that it’s a very important tool that helps to communicate FORREC’s brand to the outside world, but when push comes to shove, the old-school way of word-of-mouth still reigns supreme. “Our reach is most effective through the FORREC team, and through our relationships and network within this amazing experience-design industry we work in.”

Focus regained

Heit goes on to say, “As with many companies, over time we had lost our brand essence and focus as the company evolved over the years and slowly made adjustments that inevitably lost alignment with its original vision. With our new brand, we now communicate in sync with the tool kit created through the new brand development.”

In keeping with the original vision, FORREC continues to grow as a company in many areas, from project types and size to markets, scope, and deliverables, says Heit.

“We realize that our relationship with our clients is the key to our success,” he adds. But it’s clear that equal in importance to these relationships is the effect of FORREC’s outstanding talent. As a company that celebrates “we,” FORREC is highly collaborative, creating project teams of professionals from many disciplines working closely together to exceed anything that their clients themselves could have dreamt of.

“To achieve this, we are continually looking to find amazing people who share similar values, are opportunistic, and wish to grow in an exciting industry,” says Heit. “We also need to ensure we have the expertise to deliver on our expanding services to our clients. In addition to our internal expertise, FORREC as lead consultant in the design of projects continues to expand upon our external partners to provide a fuller end-to-end service offering.”

Those services include a wide variety of experiences such as innovative VR to help clients visualize parks, and sustainable design elements to make operating a park as efficient and eco-friendly as possible.

“We live in a three-dimensional world and are very much attuned to visualizing in 3D,” Heit says. “I can recall well over 25 years ago when most of the design happened on a 2D plane where our designers were reliant on sketches, storyboards, and physical models to communicate what the project would look like. I recall lugging a model on an airplane as we travelled the globe to have a meeting with our client,” he shares.

“We travelled with extra material and lots of glue to repair the damage from the trip. In those days, FORREC was pioneering and exploring ways to digitally visualize in model form through the computer. It was rudimentary and labour-intensive.”

Added dimension

Times have changed, however, and today there’s access to an amazing variety of tools that allow FORREC’s design team to communicate three-dimensionally, with VR being just one such tool.

“We use it to allow our clients to virtually experience the design for an overall feel of the environment,” Heit says, and while there are issues with hardware and accessibility for all to engage virtually, other 3D tools are currently more conducive to sharing across an enterprise to provide ongoing visualization, coordination, and interface review of a project.

“No doubt as software and hardware evolve, I could see more effective use of AR and the metaverse as two additional avenues for visualizing design.”

Aiming for sustainability

While FORREC is a leader in sustainable design within the industry, the location-based entertainment industry itself has some catching up to do, says Heit.

“Sharing about our industry first, I strongly believe that leading with a purpose and corporate social responsibility (CSR) whether you are an operator, brand, developer, or vendor is critical to our success for our people, our business, and for our planet,” he says. “Whether we are trying to attract guests, build brand loyalty, lease or purchase property, or employ the best talent, CSR is at the top of initiatives as a corporation.”

To that end, FORREC created a sustainable task force more than five years ago to make a difference in the office, community, industry, and projects. Starting at grassroots, the company knows its team cares strongly about the environment and the impact of their actions and what they design on the planet. FORREC set a benchmark of following the UN Sustainable Development Goals and of the 17, narrowed them down to just those that they could “really influence in our daily practice.”

That means not only talking the talk, but walking the walk, or riding the bike. “We encourage active transportation and even have a customized FORREC office bike for loan to anyone who needs it,” Heit says. “Our new hybrid work policy has also had a significant impact on reducing the CO2 emissions by allowing individuals to work remotely and not having to commute to the office.”

Additionally, during the challenging times of the pandemic, FORREC’s wellness program was vital in allowing employees to disconnect while providing a physical and mental break.

“This year we are super-focused on implementing even more sustainable measures on our projects,” Heit says. “We have been quite good at incorporating measures in the past, however, globally this can be challenging with different standards and viewpoints on the value versus costs. We all need to get behind sustainability and FORREC believes we can make the greatest impact through our projects no matter where in the world.”

Always evolving

Whether it’s LEGOLAND Korea or the Niagara Parks Power Station, FORREC’s aspirational elements can be seen globally, reflecting ideals that go back to the company’s foundation.

“To stay relevant in the ever-evolving experience-design industry we must be nimble to better serve our clients to create repeatable and memorable experiences that make guests happy,” Heit says. “To do so we must remain true to who we are as a creative team and the values we have as a team. As a trusted partner to many of our clients, they rely on us to continue to provide the creativity and industry know-how they expect.”

But to deliver this in this highly competitive and changing world means offering even more services, whether through a highly creative internal team or with industry-leading partners. “As a lead consultant on many of our projects, we perform as design managers ensuring that our clients receive the best value and the most amazing experiences,” adds Heit.

In the case of LEGOLAND Korea Resort and the ongoing development of their resort projects globally, FORREC continues to provide a full-service offering for the entire development from programming, master planning, and creative design through to detail design for the majority of the project elements.

“We collaborate well with the client’s development and creative team to develop engaging experiences,” Heit says. “Our cross-sector approach allows us to not only deliver our industry-leading expertise for theme parks, attractions, and water parks, but we are also able to provide full services in hospitality and mixed-use development such as a retail dining and entertainment precinct for two of the projects.”

This also means providing a full spectrum of services from design management, planning, architecture, landscape architecture, interior design, and graphic design services to lighting, audiovisual, mechanical, electrical plumbing, kitchen design and others through FORREC’s trusted partners.

Niagara Parks is another impressive project that utilized FORREC’s creative vision to transform the defunct Niagara Power Station into an attraction focused on guest experience, heritage, inclusiveness, and sustainability. Working with the team at Niagara Parks, FORREC proposed a phased strategy to repurpose the existing infrastructure into a one-of-a-kind tourist destination at the heart of the falls.

FORREC’s experienced team also collaborated with the client to audit the facilities, recommend the strategy for implementation, and program and plan for the revitalization of this landmark. Since the completion of this scope, Niagara Parks has rolled out several “must-see” experiences, says Heit.

From challenge to achievement

Along with its numerous successes, the company has experienced its share of challenges, including the ongoing effects of the pandemic.

“The pandemic impacted globally on the hospitality industry of which we’re a strong part,” Heit says. This impact has included restrictions and complications in global travel, the challenges of talent availability—especially in this particular market—and the overall increasing cost of business with regard to people, global travel, and the usual costs of doing business. “In a highly competitive world, all these issues have made it challenging.”

The company’s accomplishments have been numerous, however, with FORREC overcoming so many major challenges over the past few years.

“One example is that we continue to service our clients with the same level of creativity, quality and collaboration while working in our new hybrid work model,” says Heit. “As a global company, even before the pandemic, we had a tremendous amount of experience working remotely away from our clients and sometimes with our team away from home and on the road.”

While the pandemic forced FORREC to effectively step up the flexibility of its working methods to the next level in just a few weeks, the transition was “almost seamless,” Heit adds, which isn’t unusual for a company that prides itself on developing and maintaining elevated creativity, and has gained hard-won and unparalleled experience.

Whether it’s continuing to build and support unprecedented relationships or exceptional talent, FORREC looks to deliver its vision around the world for years to come, says Heit. “We continue to utilize this model to effectively service our clients, improve our employee experience and carry out our business more sustainably.”

The post Harnessing Imagination<p class="company">FORREC</p> appeared first on Business In Focus Magazine.

The Honourable Ginette Petitpas Taylor, Member of Parliament for the Moncton-Riverview-Dieppe riding in New Brunswick, recently celebrated her first full year with ACOA as its Minister. Petitpas Taylor feels it has been a privilege for her to be able to create these opportunities as part of the go-to organization for economic development in the area but names the organization’s on-the-ground staff, working at over 35 point-of-entry offices across the region, as a primary reason for its success. These people live within the communities and are aware of the businesses and issues in need of attention from ACOA, so that the organization may act as a go-between to support business owners and as an ambassador for their needs.

ACOA President Francis McGuire^* has been with the organization for just over five years and has been closely involved with it since his days as Deputy Minister of Economic Development and Tourism in New Brunswick between 1987 and 1997. Upon joining ACOA, McGuire saw two areas of challenge that he felt needed to be addressed in the region: people / skills / training, and resources. Within the context of these challenges, he and the Agency highlighted many areas to monitor to measure client success, sales, and annual growth.

The first focus area was advanced manufacturing, which involves automation and digitization. Here, ACOA ensured that entrepreneurs are investing in these areas, as the labour force is rapidly headed in that direction, and it is seen by McGuire and industry insiders as a positive force for growth. It also changed much of its programming related to food. In speaking with seventy chief executive officers of various food companies, McGuire found that these companies have three things in common: lack of labour, uncertainty on how to automate, and trucking.

Work is still being done to make these food companies become more productive, more profitable, and leaner. McGuire notes that the oceans sector of Atlantic Canada—aquaculture, shipbuilding, defence—is a very well-paid and growing industry in the area and can become even bigger. More work needs to be done on the scaling up of local start-ups, especially in the wake of Startup Genome, a San Francisco think tank, naming Atlantic Canada in 2019 as one of the five best global startup ecosystems in the activation phase, and the only location named in North America.

For the organization, the COVID-19 pandemic was a busy time, during which ACOA ensured that federal programs to help small and medium-sized businesses were rolled out swiftly so that businesses could adapt to the changes necessary to survive. Minister Petitpas Taylor cites several programs that helped during this time.

First, the Regional Relief and Recovery Fund helped businesses, specifically with liquidity assistance. The Canada Community Revitalization Fund helps community organizations make necessary upgrades and investments, enabling the Boys & Girls Club of Moncton to make energy-saving and accessibility upgrades. Finally, the Rediscover Main Streets initiative was enacted to apply funding to downtown activities and to reinvigorate downtown core areas in Atlantic Canada.

Coming out of the pandemic, ACOA was able to help create and maintain over 13,000 jobs across the four Atlantic Provinces and has been able to help well into 2022. ACOA continues to support a litany of fascinating and innovative business ventures in the region.

Many of these projects involve clean energy, an ever-burgeoning field worldwide. Saint John Energy in New Brunswick is currently working on investments in a smart power grid and is seeking large investments from interested companies. The company is also developing a digital twin of the project so that young companies can see how the system works from any location while generating innovations to use or sell elsewhere.

Nearby, the University of New Brunswick’s Canadian Institute for Cybersecurity, and founding member of the National Cybersecurity Consortium, was also recently awarded part of an $80 million contract to manage the Cyber Security Innovation Network. ACOA has been a long-term supporter of the university and its many initiatives, and this recent contract was a big win for the region and will allow the school to bring in more students. Further investment into the Université de Moncton’s Centre for Artificial Intelligence will also enable education for automation.

McGuire also mentions a $50,000 contribution toward food automation groups in Caraquet and Moncton to automate and upgrade lobster plants.

Elsewhere, a leading organization in advancing manufacturing science and therapeutic innovations, named BioVectra in Prince Edward Island, is working on a first-class incubator that has been supported by ACOA for the past year. The organization, through ACOA funding, is also investing in the Canadian Alliance for Skills and Training in Life Sciences’ (CASTL) bio-manufacturing training facility in Charlottetown, which aims to train or retrain 250 people in the bioscience field while attracting and graduating 250 more graduates a year working at Atlantic universities and community colleges. Start-ups in the area access the support through the BioAlliance, an organization dedicated to building the bioscience industry. They are working with the federal and provincial governments to establish a bio-accelerator in the province, a project worth approximately $50 million.

McGuire points out three key areas of investment in Newfoundland and Labrador. The first is technology, an area in which the organization has funded a number of start-ups and is working to train and attract more people into post-secondary education. The second is mining, in which ACOA is investing with the province to get more geotechnical information and providing equipment to the College of the North Atlantic to assist the industry. The third is oceans, in which investments are being made into technological institutes to stimulate more jobs.

Part of ACOA’s mission is to reach out to under-represented groups in Atlantic Canada. McGuire mentions how an Indigenous group in Caraquet recently bought a crab plant and completely modernized it with help from ACOA and the federal government, which led to the group re-investing in on-reserve housing. “If we can help them attain economic independence, that is the key to moving forward,” he affirms.

The company SmartICE in St. John’s, NL is another example of an Indigenous business supported by ACOA, and this firm is using Indigenous methods of culture and technology to understand where and how ice is moving in the area, to great success.

In Nova Scotia, a venture capital called Sandpiper Ventures has raised its first $20 million to invest in women-owned business efforts, due in part to ACOA. The organization has also had success with assisting minority groups throughout the region, including many long-standing relationships with Black-owned businesses and immigrant-led ventures. “When we work with organizations like these, it’s much easier to identify the people that could use help,” says McGuire.

He assesses the current labour situation in Atlantic Canada as not ideal, so businesses need to figure out automation, digitization, and how to recruit and keep workers. This involves picking up what he calls “new business skills,” which are emerging skills that may not be taught in business schools but are more systemic, with the potential to shape and influence workplace culture and employee wellness.

Atlantic Canada is seeing something of a population boom as more people are moving to the area in search of work and business opportunities but McGuire notes that the area will be faced with the fact of 20,000 people retiring annually, a labour vacuum that can best be filled with both immigrant workers and automation, as well as addressing how to welcome more women, Indigenous, and disabled people into the workforce. As shifts are made, education and training will be crucial, and ACOA understands this well.

McGuire still believes that Atlantic Canada has room to grow, and questions remain as to how to make room for more schools, hospitals, and infrastructure to support incoming workforces. Minister Petitpas Taylor says that people in the region are too humble and would benefit from stronger promotion of the success it has been having, especially to let the rest of the world know that the area is one to watch from a growth and financial standpoint. She says that big things will continue to happen in Atlantic Canada, with a particular spotlight on innovation and research and development among local businesses.

Her top priority as Minister is to make ongoing investments in innovation so that companies can continue to grow, as she feels that the sky is the limit when it comes to potential in the region. ACOA wants to do what it can to help Atlantic Canadians benefit from the full range of federal supports and ensure an economy that continues to work for everyone, as it celebrates thirty-five years of smart investments in its titular home.

^*Since speaking with this publication, Mr. McGuire announced he would be retiring from his position effective November 25, 2022.

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Since then, the organization has been leading efforts on behalf of its home region to ensure that Halifax maximizes its tourist presence in every way possible. President and Chief Executive Officer Ross Jefferson oversaw the organization’s re-launch and rebranding of its services seven years ago and is quick to praise the partnership of the HRM and the Hotel Association of Nova Scotia.

He feels that the model of cooperation between the organizations is unique, as many other destination tourism models may not have the level of cooperation that the groups have worked to foster. He believes that, to date, Discover Halifax has served the tourism industry well but is still in a crucial process of evolution.

Discover Halifax promotes its home region through three main programs. The first is its destination marketing program, which involves developing television, digital, and video advertising to promote Halifax as a destination, primarily to people outside of the region. This also includes talking holistically about Halifax as both a place to visit and a place in which to invest, as well as telling the story of the city to key markets.

Secondly, Discover Halifax competes for and takes part in a series of annual conferences and events to hold in the area, such as the North American Indigenous Games, which will be hosted by Halifax in 2023.

“From big to small, we are bidding on and trying to win events for Halifax,” Jefferson stresses.

The third is its visitor experience program, which works closely with business members in communities throughout the HRM—“from Hubbards to Ecum Secum,” he adds—to ensure that businesses are showcased to visitors through appropriate advertising and that the region’s experiences and communities will encourage visitors to stay longer and get the most out of the province of Nova Scotia.

Jefferson highlights two more programs that will be enacted in the coming years. The first will be a new office to support festival and events development in the community, and this aims to start in 2023. He sees an opportunity to bolster home-grown events and take a more strategic approach to planning and implementing conferences. The other new program concerns destination development, a service which will recognize the importance of great products and experience.

Discover Halifax will be dedicating resources to the right policies and investments to maximize the social and economic benefits of tourism, especially considering the success of its first-ever integrated tourism master plan from 2020. This plan has seen further investment into popular local tourism sites like George’s Island and Peggy’s Cove. The new programs will be financed by an increase in the hotel levy of one percent, a change which has seen full support from the Hotel Association of Nova Scotia and the HRM in what Jefferson describes as an unprecedented agreement.

As a large force for tourism, Discover Halifax was not immune to financial troubles in the wake of the COVID-19 pandemic, with its revenue seeing an immediate drop of 85 percent within the first few months, he admits. This coincided with a dramatic increase in the need for such services, from visitor information to conference planners dealing with cancelled events and more.

Many “members needed us,” Jefferson recalls, and the pandemic was an incredibly difficult time for Discover Halifax to stay alive financially and respond to service needs. The organization received temporary grant support and, thankfully, had a healthy balance sheet for just such an emergency but still had to make tough decisions on where and when to make investments.

Much uncertainty, combined with long lead times for any proposed marketing campaign, led to a fraught time for Halifax tourism. Heading into 2021, local communities needed activities due to the rates of cancellation and closure in the province, and, with pandemic measures slowly but surely loosening, many expected a rapid return of visitors to Halifax and did not want to disappoint them.

Discover Halifax also had to ensure that the local labour force for hotels, restaurants, and the like was ready for a potential heavy influx of demand. With its campaigns ready to go for 2021, Discover Halifax saw a rapid recovery for all its efforts. Its strong preparation led to a tremendous mid-season recovery in 2021, and 2022 has seen an even greater return, with visitation outgrowing previous years by a significant margin.

The sixteen-week period of summer in Halifax even ended up beating all-time tourism records for the region. It took a considerable amount of work to re-book activities, but many exciting events are still on the horizon. Jefferson mentions the hosting of the World Sailing Championships in Hubbards, the World Canoe Kayak Competition in Lake Banook, and the upcoming World Junior Hockey Championships in Halifax as part of the gains of a bountiful 2022.

“The goal is to try and emerge from the pandemic better than when we entered,” he says, adding that despite the pandemic being very difficult for Halifax—and for the tourism industry in general—Discover Halifax is stronger overall, especially due to expediting its investments and opening new hotels across the province. Discover Halifax also obtained help from Dalhousie University’s MacEachen Institute, which has enabled the organization to anticipate scenarios that seemed uncertain and better prepare for the future.

The tourism industry is still seeing the same global challenges as those affecting the transportation and logistics industries—like staffing and lead times—but is also seeing many improvements and the anticipation of the return of international visitors in 2023 is beginning in earnest.

Moving forward, Discover Halifax will be attuned to social responsibility while advancing tourism and taking a much broader approach to working with local populations, since 210 communities across the HRM are looking to benefit from these approaches.

“Sustainability… and the environmental impacts of travel are key,” Jefferson explains. Discover Halifax wants tourism to grow responsibly and in a way that benefits everyone involved.

“The strength of a destination is from the relationships that it has,” he says. “It is naïve to think that destination marketing drives tourism. It’s the integration between partners that does so.”

Jefferson touts the community-level work done by the organization. The HRM alone is the size of Prince Edward Island by both territory and population, so Discover Halifax continues to rely on member businesses to know what is going on and continues building community, as it is the nuances in each community and the unique offerings of each that is most appreciated by visitors.

“We’re proud of the vision we have in working with community partners, [but] we have a lot of work to do,” he affirms. This work will see Halifax and its communities benefit from a newfound zeal for travel among people kept inside by the pandemic lockdowns, and Discover Halifax feels more than up to the challenge of promoting its home to all who seek it.    

The post Emerging from the Pandemic to Record-Breaking Success<p class="company">Discover Halifax </p> appeared first on Business In Focus Magazine.

Atlantic Canada is made up of four captivating provinces: New Brunswick, Newfoundland & Labrador, Nova Scotia, and Prince Edward Island. And each port of call in every province has its own flavor, much like the charming, beautiful French islands of Saint-Pierre et Miquelon.

The ACCA’s mission is to promote the sustainable growth of Atlantic Canada as a cruise destination through strategic leadership, collaboration, partnerships, and innovative marketing. “We are here to share our beautiful cruise destinations with the rest of the world,” ACCA Executive Director Sarah Rumley says.

The ACCA represents a dynamic regional partnership between ports, tourism operators, and the interests of cruise ships. These areas are brought together from across Atlantic Canada and supported by organizations like Parks Canada and the Atlantic Canada Opportunities Agency. Through this support, the ACCA can present itself cohesively to cruise lines and ensure Atlantic Canada is a preferred cruise destination in North America.

The ACCA has historically found great success in its myriad connections throughout the Atlantic provinces. In 2019, the association reports that Atlantic Canada welcomed over 873,000 cruise passengers at over 550 calls in the four Atlantic provinces. This stands as a significant portion of the three million cruise passengers welcomed by Canada altogether in 2019 across 1,400 calls. In Atlantic Canada, this generated roughly $157 million in direct spending in the region, along with the creation of over two thousand jobs.

Rumley notes that ACCA conducts an economic impact study every three years, which has shown a nearly fifty percent increase in economic impact in jobs and overall traffic. “2019 was a banner year for Atlantic Canada before the pandemic, [the area] saw tremendous growth trajectory from 2016-2019,” but now, attention is being paid to how to work back to those levels as cruises were welcomed back into the region in April 2022.

Amid the COVID-19 pandemic, cruise ships had to follow the most robust health and safety guidelines in preparation of restarting operations. Unlike other modes of transportation in tourism post-pandemic, cruise ships had to create and follow all-new safety protocols, as well as look at implementing regular testing and vaccination protocols in tune with the standards of the Public Health Agency of Canada and Transport Canada.

Now, the cruise industry has become a benchmark for safety. In the wake of pandemic restrictions, cruise ports across Canada redoubled efforts on safety and even formed national cruise committees to represent ports and tourism operators in taking a coast-to-coast approach to restarting cruise activity. These committees have included the Association of Canadian Port Authorities (ACPA), the cruise committee which represents ports, and the Tourism Industry Association of Canada (TIAC) National Cruise Committee, which represents tourism operators.

Rumley specifically praises the ACCA’s support from the Atlantic Canada Opportunities Agency, which gave the Association the flexibility to develop a three-year marketing and recovery plan. This includes all-new scenario planning, while looking into community and port readiness training models and global training expertise. The ACCA relies on the links within its organization to both survive tough times like the COVID-19 pandemic and then thrive and make the most of a comeback season like 2022.

The ACCA is beyond excited to be welcoming back cruise ships to Atlantic Canada. The first ship to return to the region was the Viking Octantis, which sailed to Charlottetown on April 22. Several other cruises made stops in other areas afterward for a much-vaunted return to normalcy for the industry. Atlantic Canada is part of the Canada New England itinerary, a schedule that usually includes New York, Boston, Maine, and the Saint Lawrence. The cruise season in the region typically spans from April until November.

Rumley feels that cruise guests are drawn to the authentic experiences, culture, culinary experiences, and world-class hospitality that only Atlantic Canada can offer and is anticipating approximately 450 calls to ports in this 2022 season. Autumn attracts tourists to look at brilliantly coloured leaves or “leaf-peeping,” as she puts it, and is the most popular time for this itinerary, so attention is paid to “lobsters, lighthouses, and leaves.” Cruise guests are just as excited as the industry to set sail again, and autumn in Atlantic Canada is an ideal time to do so.

The cruise industry has seen a strong return to business in 2022, which should be an indication that the Atlantic Canada region overall is back on track for steady growth, with more cruise calls and passengers to follow.

Many cruise passengers are familiar with major ports of call like Halifax, Charlottetown, Corner Brook, Saint John, St. John’s or Sydney, but niche ports are also important to the industry’s recovery. Atlantic Canada has a wide selection of these small ports that Rumley believes are part of the organization’s greatest opportunity. Such ports give cruise lines a new destination to visit, and even more opportunities lie in the currently exploding expedition and luxury markets, a segment of the cruise industry for smaller ships.

Getting smaller cruise ships into niche ports in a region like Atlantic Canada can provide direct economic impact to these niche port communities like Baddeck, Grand Manan Island, Louisbourg, Lunenburg, Pictou, Shelburne, St. Anthony, or Yarmouth. Beyond the season, Rumley sees a tremendous number of opportunities that are “literally ours to lose.” Or win.

The partners of the ACCA have come to expect big things on what the organization can provide, and Rumley believes that the strength of the ongoing relationships with ports, tourism operators, and cruise lines are why the industry is seeing such a positive rebound in the area. “We know we can deliver,” she affirms, as work is underway to close this year in a strong position and begin preparations for an even more successful 2023 season.

The post Welcoming Back Cruise Ships With Open Arms<p class="company">Atlantic Canada Cruise Association (ACCA)</p> appeared first on Business In Focus Magazine.

With so much to offer including 7,500 km of coastline ranging from sandy beaches to steep cliffs, deep water ports, and snug harbours; year-round recreational opportunities; festivals and events; a rich cultural history; a vibrant urban centre and charming small towns; and spectacular scenery thrown into the mix, one might think the Nova Scotia tourism industry could take care of itself, without anyone having to lift a finger.

Not so, says Darlene Grant Fiander, who has worked with the Tourism Industry Association of Nova Scotia (TIANS) for the past 28 years. Because it’s what she calls a “lean organization” with a staff of seven, she wears two hats, as TIANS president and as Executive Director of the Nova Scotia Tourism Human Resource Council (NSTHRC), a branch of TIANS.

Tourism Nova Scotia and other regional marketing organizations are doing a good job attracting visitors, Grant Fiander says, but it’s not enough to just bring people into the province; it’s about making sure they have a positive visitor experience throughout their stay, encouraging their return, and ensuring tourism operators can access resources, all key ingredients of a successful industry, vital to the province’s economy.

The kind of positive experiences she envisions extend far beyond what are considered ‘tourist attractions’ and begin with key components such as transportation connections via air, water, or land. It’s about highway maintenance and clear signage, about human resources and solutions to the labour shortage.

It’s about forming partnerships with the realization that tourism growth can’t happen in a silo, and that each sector of the economy—education, agriculture, fisheries and oceans, culture and heritage, and the environment—is interconnected.

This summarizes Grant Fiander’s vision of a holistic approach to industry growth, and now it looks as if her vision has just moved several giant steps toward reality.

Strategic partnership

This past June at the annual general meeting of the TIANS Board of Directors, which represents all regions of the province and a wide spectrum of industry players, Nova Scotia Premier Tim Houston made a most welcome announcement—a new strategic partnership between the Province of Nova Scotia, Tourism Nova Scotia, which is primarily responsible for marketing, and TIANS.

The steering committee is co-chaired by Darlene MacDonald, Executive Director of Tourism Nova Scotia and Grant Fiander, with the plan scheduled to be developed in 2023. Following that, businesses, communities, and the government will be able to use it to guide their own strategic planning and investments.

“TIANS has always worked with the government, but this is the first time the relationship has been formalized,” Grant Fiander says. “We welcome the opportunity to put a framework in place so government officials can see how the policy decisions they make in other areas, such as transportation, can help tourism and how, in turn, tourism can positively impact all sectors of the economy.”

History of advocacy

TIANS was established in 1977 with a mandate to improve the business environment for tourism growth. In 1989 the NS Tourism Human Resources Council was formed to address labour market issues within the tourism sector, something it continues through partnerships with the Nova Scotia Community College network; universities including Mount St. Vincent and the University of Cape Breton; the Department of Education, and with Apprenticeship Training, “making sure the programs they offer are relevant and are training people for work today,” Grant Fiander says.

But since its inception, TIANS has expanded its sphere of interests and it has become so much more, partnering with associations and stakeholders to represent the best interests of the industry.

It represents over 1,000 members, ranging from the largest players such as the Halifax International Airport to the smallest—members of the Nova Scotia Bed & Breakfast Association who offer a few rooms and breakfast in the private homes in which they live.

In between there’s a huge range of businesses and organizations, national and provincial parks, ski hill operators, wineries, film and music festivals, Indigenous groups, and museums and galleries. Annual membership fees are on a sliding scale, based on business volume.

By 2019 the sector was booming and worth $2.6 billion, providing 50,000 jobs and generating over $450 Million in tax revenue, with 62 percent of that revenue coming from non-resident tourists. Moreover, as Grant Fiander points out that, according to the World Travel and Tourism Council, the Tourism Industry has the highest multiplier effect; for every dollar invested, over three dollars is spent on Main Street.

Help from ACOA

But that was before the pandemic and lockdown brought a staggering reduction in the number of flights arriving at the international airport, and before the New Brunswick-Nova Scotia border which connects the province to the rest of the country closed for months at a time except for essential services and emergencies.

The industry was devastated with total revenues for 2020 and 2021 reduced by more than half and with over 20,000 jobs lost. “2020 was the most desperate year,” Grant Fiander shares, “and I kept thinking if tourism shuts down, the economy shuts down.”

One organization that stayed open was TIANS. The association switched into high gear, setting up a help desk to support businesses struggling to remain viable despite the odds, connecting businesses with government support when it became available, and, for those that stayed open, keeping them updated with the ever-changing COVID sanitizing protocols.

Grant Fiander is full of praise for the response of the Atlantic Canada Opportunities Agency (ACOA) to COVID, which she describes as extraordinary. “They were nimble, they addressed the real concerns of our industry, we had weekly calls with them and there was a network in place from the local level all the way up to the national level,” she explains.

“For a government agency, they pivoted well to do what was needed. They really ‘get’ tourism and they understood that the sector that was going to be the hardest hit was tourism. So, the programs they came out with saved a lot of businesses. ACOA doesn’t always get the credit it deserves, but the people there really were able to respond in the way that was needed.”

The numbers are not yet in for 2022, but with all restrictions lifted at the NB-NS border, the return of international flights, cruise ships, and the CAT (the Yarmouth, NS, ME ferry service at Bar Harbour which had been closed since 2010), they are expected to be better. However, according to Grant Fiander, it’s unlikely the numbers will return to the 2019 level before 2024, or perhaps even longer, unless there’s a concerted effort to not only rebuild the industry but to build it back differently.

New approach needed

“We just can’t keep on doing the same thing,” she says. She recalls hearing an Indigenous Elder speaking at a conference, saying, “when bad things happen, it is an opportunity to see how we can reset how we look at the environment, at business, and at our personal lives. This attitude is what we must apply to the tourism business. If we don’t, we’ll miss a once in a generational opportunity.”

This past February TIANS launched Tourism Strong NS, a resource for news, support, research, and rebuilding of the province’s tourism operations and kicked it off with a virtual Tourism Labour Market forum, with a video recording available online.

The organization has also launched three advocacy committees for Marketing & Rebuilding; Strategic Leadership, where industry leaders engage with both government and opposition leaders; and an Industry Council with representatives from key sectors and alliances, all working toward the same goal of re-establishing a flourishing tourism industry.

Sometimes, in the past, tourism “just kind of happened, but we have to be more mindful of what we do, look at the broad aspects and see everything as interconnected,” Grant Fiander says.

Ideas and more ideas

When asked for specifics, she has no shortage of ideas. “If people in the fishery are not using their boats is there a way to turn them into a tourism experience?” she asks rhetorically. “We now have 20 people looking at retrofitting their boats to use them in the off-season.”

In addition, “The wine sector is growing, but there’s an issue in terms of labour. Could we become a destination for young people to come and work in our vineyards in the same way that young people once used to go West to find work?” she wonders.

“Another incredibly important thing is to look for ways to extend the season, with festivals and events not just in the peak times, but year-round. There’s an opportunity to develop a fledgling Indigenous tourism product. What can we do to support it? Then there’s the African Nova Scotia story which includes a rich history with the Underground Railroad, which would interest people from the U.S.,” says Grant Fiander.

“We have a lot of stories to tell,” she says. “But how do we package and support them with quality infrastructure, whether it’s the place they stay in, the restaurant where they eat, or the taxi driver who brings them in from the airport? It’s all connected.”

Concludes Grant Fiander, “Now is an opportunity for the industry to focus on a broad growth strategy that considers the interconnectivity between tourism and the social, cultural, and economic health of the province. Addressing issues such as seasonality, business viability, product, and people will ensure we reclaim our position as Nova Scotia’s top service export.”

The post The Voice of Tourism in Nova Scotia Just Got Stronger<p class="company">Tourism Industry Association of Nova Scotia (TIANS)</p> appeared first on Business In Focus Magazine.

Since its 1984 founding, the company has steadily built a solid reputation for excellent customer service and enticing venues. Its signature ‘Harbour Hopper’ tours use repurposed military amphibious vehicles to—as the name implies—traverse Halifax, Dartmouth, and the harbour separating them.

The company’s versatile ‘hop on, hop off’ bus tours provide customers with the flexibility to explore Halifax on their schedule. From seasonal ghost tours to dinner cruises and weddings, Ambassatours has something for everyone thanks to its large array of vehicles and harbour cruisers.         

Ambassatours has expanded from its Haligonian roots and now provides tourism excursions in all four Atlantic Canadian provinces. As cruise ships return to the region in greater numbers, so too are the company’s operations and staffing numbers growing. Founder and Chief Executive Officer Dennis Campbell remarks that Ambassatours’ growth and success come down to the value the company generates for cruise ships. “Nobody else achieves the level we achieve per cruise arrival,” he says. “It’s all about [return on investment] for the cruise line.”

This return on investment is also possible through Ambassatours’ exceptional customer service. Its focus on passenger satisfaction has won it numerous awards over the years, most recently Tripadvisor’s Traveller’s Choice Award in 2022. Part of this is due to its ongoing effort to solicit feedback and incorporate changes. This policy has led to many of the company’s latest offerings, such as its regular excursion to historic Georges Island, Canada’s newest national park, in Halifax harbour.

As a result of its exceptional customer service and long history in the region, Ambassatours has developed strong working relationships with the various cruise lines frequenting Atlantic Canada’s major ports of Halifax and Sydney in Nova Scotia, Saint John in New Brunswick, and Charlottetown in Prince Edward Island. In Halifax, the region’s largest tourist destination, the company’s trademark service is its pier-side sales.

When a cruise liner arrives, Ambassatours’ representatives have arrangements with the lines to be able to sell packages to passengers without charging any fees upfront; all charges go instead to the passengers’ cabins. This direct and simple approach helps undecided or busy passengers take stock of the company’s offerings while in Nova Scotia. “It’s not uncommon for us to generate another $14,000 to $15,000 in sales,” Campbell says, adding that sales occasionally go as high as $17,000.

Further, Ambassatours’ partnership with Gray Line provides old-fashioned double-decker motor coaches for the company’s ‘hop on, hop off’ tour programs. These buses, available right at the pier and departing throughout the day, provide passengers with the convenience of jumping on a tour immediately after disembarking, maximizing their time in port. The buses are a particularly welcome sight to American visitors, given Gray Line’s household name status in the U.S. providing a sense of security in an unfamiliar city.

Ambassatours’ packages include not only a myriad of tours around Halifax, but also short excursions to surrounding areas such as Lunenburg, Oak Island, Georges Island, and Peggy’s Cove, Nova Scotia’s premier tourist attraction. Peggy’s Cove, in particular, has experienced a huge redevelopment, adding a beautiful new visitor look-off platform, creating a far better and safer visitor experience, with parking lots, sidewalks, restrooms, and new safety features to keep visitors off of the infamously slick black rocks.

“It’s fantastic. The visitor experience there is way better and way safer,” Campbell says, noting that the previous facilities were woefully unequipped for large numbers of visitors. Today, Ambassatours is adding new ways to move and spread guests throughout communities for a greater visitor experience, expanded economic impact and overall satisfaction for all stakeholders. Campbell anticipates having the addition ready by summer 2023.    

Newer additions to Ambassatours’ repertoire are programs focusing on the communities and accomplishments of the region’s residents who are Black, Indigenous, or People of Colour. “We tell our guides now: ‘You really should not do a tour without recognizing that we are touring and travelling on Mi’kmaq unceded territory land,’” he says. Land acknowledgements, common in many Canadian formal events but novel for foreigners, provide an opportunity for conversation, education, and representation.

Ambassatours’ staff is educating new generations on forgotten chapters of Atlantic Canadian history. “Helping to explain them is all part of the fabric of this area and a very important part too.”

Ambassatours’ resources were put to the test during Hurricane Fiona, which battered Nova Scotia and forced 71 liners to cancel their dockings. “We went from what was a great recovery season, to all of a sudden losing $1.4 million worth of revenue,” Campbell says. Yet in the volatile tourism industry, fortune comes as quickly as it goes; just one week later, the company received word it would be responsible for all shuttles and ferrying in October when Halifax played host for several days to the newly-commissioned USS Gerald R. Ford, the world’s largest aircraft carrier with a crew of over 5500 sailors, 24 hours per day for four days.

The company can accommodate increasing numbers of cruise passengers due to its highly-trained staff. It has established a reputation as a top regional employer, particularly for younger workers. “We really have done, I think, a really good job in becoming known as the place for university students to work,” Campbell says. Ambassatours’ competitive salaries, vibrant workplace culture, and informal role as Atlantic Canadian Ambassador consistently bring in top talent.

While these students swell the company’s ranks in the heavy summer months, the heaviest traffic comes in early autumn—when the students have returned to school. But Campbell and his staff are also working to court Nova Scotia’s growing number of retirees. These combined demographics provide regular turnover in Ambassatour’s ranks. “Spring and summer, we have university students, and in the fall, we have invested very, very much over the years to hire retired people,” he says.

The company’s large database of retired professionals—teachers, lawyers, and corporate professionals—brings their expertise to Ambassatours’ offices, just in time for the main cruise ship season in September-October. “Having that mix of employment is critical to our business,” he says. “Without the students, I don’t know how we would do it in the spring and summer. Without the retired folks, I don’t know how we’d do the cruise ship business.”

As Ambassatours grows, so too does its pledge to redevelop and expand Halifax’s waterfront. This public-private partnership has already invested significantly in the area, and new developments such as the $200 million Queen’s Marque development are starting to bear fruit with new restaurants, cafes, and attractions for pedestrians.

“Halifax boardwalk, I would argue, is now the best waterfront boardwalk in the country,” Campbell says. After two low years, he and his team are enjoying the city’s resurgence. “Halifax’s time has come. I think the region’s time has come,” he adds.

As Halifax harbour expands, Ambassatours is now looking at expanding its fleet to cater to more visitors. “Halifax Harbour has a lot more upward potential, in terms of meeting the demand,” and the demand is returning with gusto. “This season, we were sold out days in advance for most products,” he says. “Now it’s time to add capacity.”

Apart from its involvement in the harbour expansion, the company is also working on providing off-port docking tenders for cruise liners and using its fleet to ferry passengers to and from ships. “Cruise ships don’t prefer to tender,” Campbell admits, “but to get to a marquee port like Halifax, they will tender rather than not come.”

But if ships are tendered rather than docked, passengers can be ferried to and from other parts of the waterfront. “We can spread the people out, and that spreads the investment out.” The possibility of new cruise berths on the Dartmouth side of the harbour promises an economic generator not just for the Halifax Regional Municipality but for the Annapolis Valley and greater Nova Scotia. Atlantic Canada’s other ports currently have cruise berths that have had over $20 million in investment.  “Now it’s Halifax’s turn,” he says. “When Halifax steps up and does it, it’ll benefit everyone.”

Ambassatours has expanded from humble beginnings to become the premier tourism provider across Atlantic Canada. With its superior customer service, a wide range of activities, and exceptional staff, the company is well-suited to accommodate the return of bigger cruise ships to the region.

Campbell notes that, after two years of quarantine, the public is anxious to travel even as worries of a recession cloud the horizon. “The pent-up demand is still there,” he says, “and I predict even through a recession, we’re going to see that pent-up demand continue for some time.”

The post Providing Top Tourism Attractions Across Atlantic Canada<p class="company">Ambassatours Gray Line</p> appeared first on Business In Focus Magazine.

We recently enjoyed a wide-ranging conversation with Mike Browne, Deputy Mayor of Grand Falls-Windsor since 2016, and Lawrence Ducey, the town’s Economic Development Manager since 2020, both of whom radiate enthusiasm for their hometown. “I’ve lived here all my life and I would never want to live anywhere else,” says Browne.

Ducey agrees, noting that the population of the town (13,853 in the 2021 census along with 80,000 in the catchment area that it services) has been steadily growing, as others recognize what Browne and Ducey know—that Grand Falls-Windsor is a great place to live and work.

“The town is perfectly centred here on the island,” Ducey says, referring to its location in the beautiful Exploits River Valley, mid-point on the nine-hour Trans-Canada Highway journey between Port aux Basques on the west coast and the capital, St. John’s, on the east, and an hour from Gander International Airport.

In addition, there are good provincial road connections to small communities on Newfoundland’s south coast, with its flourishing aquaculture industry; to the interior with its mining operations; and to the deep-water port at Botwood on the north coast.

Unique history

Grand Falls and the neighbouring town of Windsor, which were amalgamated in 1991, quite literally sprang to life in the first decade of the 20^th century.

In 1902, representatives of the London Daily Mail, drawn by the area’s rich supply of softwood lumber, the proximity of the Newfoundland Railway, the nearby deep-water port, and the potential of hydroelectricity from the falls, established Newfoundland’s first pulp and paper mill, which began producing newsprint in 1909.

The province didn’t join Confederation until 1949, so it was still a British colony when the Anglo Newfoundland Development Company was formed to manage the mill and develop the town in 1905, based on the Garden City Movement. This was an urban planning project proposed by Ebenezer Howard in 1898 in England to capture the best features of both rural and urban living while avoiding the disadvantages.

In addition to providing employment and designing an attractive community, which included paved roads—a first in Newfoundland—the company believed it was important to cater to the social, athletic, and spiritual needs of the residents. It established an athletic club, sponsored hockey, boxing, golf, and soccer teams, along with musical and amateur theatrical groups, and built churches.

The mill was later acquired by Abitibi Bowater and operated for another hundred years, closing in 2009, when demand for newsprint declined. This resulted in a loss of 450 jobs, which while substantial was not as devastating as it might seem, as many of the employees were aged 55 and older and had worked there for over 30 years, so were eligible for pensions, while some of the younger tradespeople with homes in Grand Falls-Windsor began commuting to work in Alberta.

A dynamic community

Nor did the closure of the pulp mill devastate the viability of the town, for several reasons. The town had already begun a move toward economic diversification with the establishment in 2001 of the EXCITE Corporation (Exploits Centre for Information Technology Excellence) with assistance from ACOA. Its first customer was DPSI, a software company out of Greensboro, North Carolina, which still employs people in the community today.

In addition, the infrastructure that had enabled the town to become a key service centre for a much larger catchment area, with retail, health, education, and recreational services, was already in place. “This meant that residents from outlying communities were still coming into the town, to access goods and services and then return home,” Ducey says, “so there continued to be an ebb and flow, like the Newfoundland tides.”

He recalls that the Town made an effort to identify communities with a similar rural service center profile and proximity to similar industrial sectors—such as aquaculture and mining, which are also active in Central Newfoundland—and one of the models they looked at was the town of Campbell River in British Columbia that became an industrial service centre. “That model made sense to us. We had a strong support sector due to the pulp and paper mill, with amenities, services, and attractions, and surrounding us we had the mining sector and the aquaculture sector, making us a hub for those workers.”

The central location is indeed well-positioned to service the aquaculture industry, which helped to fill the devastating economic gap created when the cod fishery collapsed in 1992; now steelhead trout and Atlantic salmon are farmed on the south coast while a number of blue mussel aquaculture sites are located relatively close to Grand Falls-Windsor, several less than an hour’s drive, in seaside communities along Newfoundland’s northeast coast.

Mines had previously operated in the central area and now the Toronto-based Marathon Gold Mining company has established an office in the industrial park to advance its Valentine Gold Project. This is a series of four mineralized deposits along a 20 km system, 80 km from the town, which is expected to have a 13-year lifespan with production to begin in 2025. “With $305 million invested in constructing the site and $100 million spent annually in goods and services, it will provide 400 direct jobs and 300 spinoffs, and be a significant boost to our economy,” says Ducey.

He is also seeing opportunities to establish a hydroponic plant-growing industry that could improve food security issues. “Our province has recognized that we need to move toward a more plant-based diet and we want to be on the cutting edge,” he says, noting that Papa’s Farms, a family-owned greenhouse operation, uses geothermal and hydroponic technology to grow pesticide-free lettuce year-round. “We are working with the Warford family to expand their facility and grow other green vegetables. Our location as a hub for distribution makes sense.”

Community health research

The EXCITE Corporation, which was formed in 2001 with assistance from the Atlantic Canada Opportunities Agency (ACOA), which remains an integral partner, has proven to be a game changer for the town.

EXCITE’s vision is to establish Grand Falls-Windsor as a rural health innovation hub. “Through partnerships, groundbreaking research, social innovation, and community mobilization, we aim to bring together people and to advance population health.”

The EXCITE Corporation’s partnerships in health and technology include Memorial University, McMaster University, Western University, National Audiology Centre (London, ON), and Central Health, the regional health care authority.

A key initiative of EXCITE is the Genomics-Based Research Centre for Health in partnership with Memorial University Faculty of Medicine. The Centre plays a key role in patient recruitment, assessment, and data collection across multiple projects as researchers collect DNA samples for research into hearing, vision, and heart health. Making the connection between the phenotypes and the genome allows scientists to discover what causes the disease, and knowing this allows them to develop better treatments with industry partners.

As Ducey explains, the founder population of 20,000 European settlers, mainly English and Irish, allows scientists to research genes more easily. “For example, they have already isolated four genes that contribute to hearing loss and that research may lead to further work that improves the effectiveness of hearing aids.”

This exciting research is creating new partnerships with health industry partners. The results include new rural health services that improve the quality of life for people and new economic opportunities in central Newfoundland and Labrador.  

The Town of Grand Falls-Winsor is working with local, regional, and provincial stakeholders to create services that promote and enhance community wellness. This involves partnering with many community-based groups around common themes that make Grand Falls-Windsor a liveable community and an important rural health services hub.

In turn, that level of excellent healthcare makes Grand Falls-Windsor a very attractive community for people and businesses considering relocating, promising a better quality of life.

Quality of life

When people think about economic development, they think about job growth and promoting industry, and of course, those are very important components, but both Ducey and Browne agree that there is more to developing a viable community.

“The other side of the coin is that we have to provide amenities and opportunities to support a good quality of life and social well-being,” Ducey says. “As a family-oriented community, we are focused on activities for all ages and abilities, hosting over 200 social events and activities throughout the year including seniors art and social days, baby and me classes, festivals, family days, multicultural days, and sporting events, adding new activities regularly, such as pickle ball and cricket. We partner with others as well, including Central Health in hosting sessions on mental health and TechNL when hosting innovation learning activities for youth. We try to create opportunities for people to manage the ups and downs of daily life. We want people not to have to rely entirely on the system but be engaged with the community and enjoy what we have to offer.”

Adds Browne, “Making Grand Falls-Windsor an active community, is a goal of council. We want to ensure people living here are not bored and feel supported, so we focus on that. Some communities leave it all to non-profit organizations, but as a community, it is one of our priorities.”

The legacy of recreational activities established by the founding mill owners continues to this day. “The town is known for its history of sports, and we have had top hockey and baseball players go on to national teams,” says Browne. “We have two stadiums, swimming pools, golf courses, and areas for track and field.”

Meanwhile, arts and culture are celebrated at the Gordon Pinsent Centre for the Arts, named for the town’s most famous son, the award-winning actor and writer who was born here in 1930. The centre, which was reconstructed from the Czechoslovakian Pavilion at Expo ’67 in Montreal, contains a public library, two art galleries, and a theatre. There are also the Queen Street Dinner Theatre and several commercial galleries.

Angling for Atlantic salmon

Not only is the town itself vibrant, but it is in a stunningly beautiful area on the Exploits River, a class 3 white water-rafting river and one of the few in the world where the Atlantic salmon has been restored.

“Europeans and North Americans find Newfoundland and Labrador to be an exotic destination,” Ducey says. With Grand Falls-Windsor halfway between the capital, St. John’s, and Gros Morne National Park on the northwest tip, the site of an early Viking settlement, it is an ideal stop-over and ACOA has been front and centre assisting with developments for the tourist industry.

Visitors can enjoy a half-day visit to the Salmonid Interpretation Centre and watch salmon jump and swim through the passageway system on the falls. They can purchase a salmon-angling licence or enjoy time exploring the surrounding Gorge Park, which includes walking trails and a zip line over the river, with plans to build a suspension bridge and an amphitheatre. There’s also the Corduroy Brook Nature Trail across the marsh and a groomed cross-country ski trail.

Going forward

“One challenge we have across all sectors is a workforce shortage,” Ducey says. It’s an issue that’s compounded by an ageing population and low immigration numbers, unlike other parts of Canada and the U.S.

“A pillar of our economic development strategy going forward must be a focus on immigration, and we’re really keen on recruiting and welcoming more people from a variety of places, such as India and the Philippines,” he shares.

“We want to make sure there is a strong connection between education and employment in our community, so opportunities are here for existing and new residents to complete studies in such areas as software development and nursing (there are three colleges in town). We want to enable more people to be able study and work right here in Central NL, while providing a pathway to permanent residency for new residents and ensuring all can fully enjoy what Grand Falls-Windsor has to offer.”

The post In the Middle of Everything that Matters<p class="company">Town of Grand Falls–Windsor, Newfoundland and Labrador</p> appeared first on Business In Focus Magazine.

Although businesses around the world have experienced the repercussions of a pandemic that has severely restricted travel and cancelled thousands of popular events over the past several years, the tourism industry has perhaps taken the biggest hit, devastating smaller venues in particular. Corner Brook is determined to rebuild, however, and at the helm of this revamp of is Tourism Coordinator Glenda Simms, whose experience and enthusiasm are helping to revitalize a community.

“With COVID, tourism was the first to go down and the last to come back because there are so many sectors and areas impacted,” she says. “So it needs to be a really collaborative rebuild. Collaboration is key.”

That collaboration isn’t only found in local businesses eager for a rebuild, but in organizations such as the Atlantic Canada Opportunities Agency (ACOA), which works to help fund economic growth in the region through innovation, diversifying local economies, and championing the region’s many strengths. And Corner Brook has no shortage of strengths: from festivals and events to cruise ship ports, mountain ranges and stunning natural wonders, the reasons to visit are abundant.

Simms, with a background in cruise ship employment and strong ties to the area, is the perfect person to champion the city’s assets, which include a bounty of festivals making a reappearance in 2023. “Our goal is to take some of the festivals we were able to start this year and move into 2023 and build on them,” she says.

Jigs and Wheels, for instance, is a popular 10-day festival in July that features local artists and music, a Blame It On Broadway day, Ribfest, Christmas in the Park, a family kite flying event, dog walks, hikes, and plenty of outdoor activities—in short, a jam-packed festival with something for everyone to enjoy.

“We also open the community up for ATV use,” Simms says. “If you have a licensed ATV, you can drive around the city, do an ATV parade, a scavenger hunt, and tours with ATVs.”

The Colours of Corner Brook Festival, a harvest festival that Simms is looking to make an annual event, is centred on the largest cruise ship arrival closer to the end of the season in the beginning of October. Colours of Corner Brook features local musicians, crafters and traditions, all while hay bales and pumpkins adorn the streets.

One of those shared traditions is Mummering, typically a traditional Christmas amusement that involves participants (known as mummers) dressing up in wild costumes, donning masks or wearing veils over their faces, and distorting their voices, all in an attempt to avoid being recognized.

Other successful and popular events include a Corner Brook Day Celebration, National Indigenous Peoples Day, Canada Day, and a Winter Carnival. The city’s Halloween event features “spooky” rides on the extremely popular Mill Whistler Road Train, a little red train that holds 36 people, is wheelchair accessible, and is used for many activities throughout the year, including seniors’ outings, special needs classes at the elementary school, and sensory-friendly rides for the Autism Association.

“If anyone who reaches out who really wants us to do a special ride for the train, we will do so,” Simms says. “It goes on all year long when the weather is good!”

Along with the wide variety of local festivals, Corner Brook will also welcome over 30 cruise ships in 2023. The Port Authority, through ACOA, is already working on increasing the aesthetic appeal at the harbour with a new park to welcome cruise passengers.

“Passengers will take shuttle buses up and get dropped off into the ‘City Centre,’ Simms explains. “We have the train, music playing, and vendors all set up in the square selling local crafts and art, or handing out apple cider or apples, so we do encourage downtown businesses to be involved for the cruise ship welcome.”

While most people recognize St. John’s as the key port for Newfoundland, Corner Brook is actually a bigger port. It can handle larger ships than any other port in the province and the journey through the Bay of Islands is nothing short of stunning.

“We had a captain from Norway who gave us a tour of his ship who said it made him homesick coming in the Bay of Islands because it’s so comparable to Norway with the beauty,” says Simms. “A lot of times I think people don’t realize what’s right in their own backyard, or right out their front window, because they’re so used to it. To visitors, our City and Island is considered an exotic destination.

Simms, who personally has visited hundreds of ports during her time with the cruise line industry, says the Bay of Islands is probably one of her top five sail-ins. “A lot of people I know have sailed in the water there and they often talk about how breathtaking it is coming in that bay,” she says.

Simms’ enthusiasm is infectious, and her love for her city is undeniable, making her a qualified and genuine fit for a role that didn’t previously exist. “Council was wise enough to see that tourism is something that would be beneficial here with the cruise industry building up so quickly and cruise ship numbers increasing as well over the past few years,” she says. “There is definitely a lot to do here, with traffic from the cruise ships and beautification programs. We have a lot of volunteers, a lot of local vendors and musicians and artists, so it’s definitely an area that will be impacted well by the cruise industry in the near future.”

Corner Brook has also started a new public art initiative with the goal of bringing art, artists, and audiences into the public space with the goal of adding enormous value to the cultural aesthetic and economic vitality of the community.

“Temporary art creates a powerful sense of place which is unique and dynamic,” Simms says. “There’s a big fine arts community here because we’re home to the only School of Fine Arts for Newfoundland. The public art initiative is to encourage a lot more public art for visitors to see, as well as for artists to be able to share what they’re doing while they’re attending school as well.”

One of Simms’ favourite art projects is the Corner Brook sign, a colourful local sign comprising five-foot high letters with each letter featuring images of cultural or historical significance to the city, including sports, Indigenous culture, the train, and the fishing industry.

“I wanted every letter in the sign to tell a different story,” says Simms. “Every time I came home from my contracts at sea, I always had stories to tell. I love for this to be a place where stories can begin. I want to be able to have visitors come here and have our area or their visit here to be a page in their story that they share.”

When Simms took her grandparents to see the sign, her grandfather, who worked at the mill all his life was “so excited” to see that one of the letters was a mill whistle, while her grandmother, who is from the Indigenous community, was happy to see another letter features Mattie Mitchell, an Indigenous Mi’kmaq representative. “All of our grandparents helped build the city,” she adds. “I go to them for history lessons!”

Moving forward in the wake of COVID, Simms aims for more of these types of projects and further rebuilding, with help from the STAR program, the Strategic Tourism in Areas and Regions initiative funded by the provincial government as well as ACOA. The program brought in a consultant who addressed both Corner Brook and surrounding municipalities and produced a tourism report of 31 recommendations to help rebuild the tourism industry through branding and marketing. Simms is grateful to both of these organizations for the assistance and mentorship they’ve provided.

“Representatives for ACOA were absolutely wonderful,” says Simms. “The relationship is great. They’ve been walking me through it at my pace and not been at all pushy or impatient. The team there has been great with us.”

The organization has been instrumental in working with the city as it now examines its updated STAR report which addresses the challenges of branding, marketing, festivals and events through a COVID lens.

Those COVID challenges of course also include the damage brought to numerous businesses that now require a level of support to find their footing and welcome visitors back to the area, but Simms is positive that Corner Brook will bounce back in all respects.

“I think this city handled it quite well,” she says. “The main thing was to ensure the residents and visitors were cared for, but we also want them to feel like it’s comfortable to visit here. We have things in place that will allow their visit to be safe and comfortable. We’ve been building up the downtown core and we’ve been really listening to the residents’ and visitors’ feedback and trying to do as much as we can to support the revamp of tourism.”

With branding and marketing underway and ongoing assistance from ACOA to help restore potentially popular tourist sites, the City of Corner Brook is looking toward a spectacular future.

“You have to start with your locals,” says Simms. “If you want visitors to come, you have to have your locals love to live there as well. The key word is collaboration, and as long as we all work together, I think that we can make this a great destination of choice.”

The post Island Destination: Corner Brook Beckons with Beauty, Culture, and Events<p class="company">City of Corner Brook, Newfoundland and Labrador</p> appeared first on Business In Focus Magazine.

For this, there are countless reasons. Located in close proximity to St. John’s, the provincial capital, residents enjoy the best of both worlds—a rural community boasting urban amenities. The community is small but mighty, and as Mayor Darrin Bent explains, it “punches above its weight.”

Investing in the future

Mayor Bent genuinely believes that Conception Bay South is “a great place to do business, but the absolute best place to raise a family and live,” thanks to its natural endowments, its rich, vibrant sense of community, its well-developed infrastructure, and its never-ending commitment to growth and prosperity—all of this in addition to a leadership team that is focused on the future.

As a result, Conception Bay South is “bucking the trend when it comes to the economy in terms of housing starts and housing sales,” Mayor Bent explains, with new residents flocking to the shores of Conception Bay to enjoy the quality of life it affords.

To sustain this growth and preserve the quality of life that residents and visitors revere, leadership focuses on development that makes sense for Conception Bay South by making strategic investments that will serve the community long into the future. One of these investments is a new community park that will feature Newfoundland and Labrador’s first combination refrigerated outdoor rink + splash pad. At over 11,000 square feet, it’s one of the province’s largest inclusive play areas, and is set to open just in time for residents to enjoy the winter season.

Another highly anticipated investment within Conception Bay South is a new library that has been years in the making. As Mayor Bent states, “This will be a fantastic cultural addition to our community and something our residents have been seeking for some time,” noting that there are 8,000 regular library users who will take advantage of the library space.

More than just a depository for books, the library will be an invaluable resource that offers broadband access, computers and technology, study spaces, and indoor and outdoor facilities that offer spectacular views of the bay. The building, which will be a focal point in the community for years to come, will be named in honour of Clarence J. Morgan of the Morgan Group of Companies for his economic and philanthropic contributions to Conception Bay South.

Over the last seven years, Conception Bay South has also built a new town hall, an arena, and a state-of-the-art fire department that operates 24/7. The Town has plans to work with provincial and federal partners to build a new regional community center, which is currently in the funding process, to ensure residents have all they need to thrive.

Well-equipped and well-connected

Further to investing in the community, Conception Bay South is bolstering its position as a strategic place to do business. Efforts are underway to expand the commercial, retail, and industrial base of the community to strengthen the local tax base by offering an increased diversity of services for its residents, which will in turn drive job creation and strengthen the local economy.

When speaking about the economic potential of Conception Bay South, the Mayor notes, “There are 27,000-plus people who want to shop at home. If you’re not doing business in Conception Bay South, what are waiting for?” From tax incentives to personalized business supports, Mayor Bent and the economic development team will “work with business to make things work for them.”

Further to the unmatched level of local support available for prospective and existing businesses, Conception Bay South boasts numerous logistical advantages, with transportation and access available by sea, land, and air via its world-class Port of Long Pond, St. John’s International Airport, and the area’s extensive highway and roadway systems.

“We have spent millions of dollars over the past five years upgrading all of our major connector routes, which is incredibly important for supply chains and access to the Port of Long Pond, where we anticipate an increased in economic activity over the next twelve months with a re-brand and cold storage facility,” says Mayor Bent.

He continues, “All of our main connector roads that go in and out of Conception Bay South connect to a major bypass which connects to all other major routes on the Northeast Avalon, and we feel that connection puts us in an absolutely wonderful position to attract more industry and more business to the Town.”

In addition to optimal connectivity, there is a 57-acre industrial park that offers development-ready sites and leasing opportunities, as well as an available workforce that is ready and willing to step into action. And, from Mayor Bent’s perspective, “A job in Conception Bay South is an incredible benefit for our large work force; jobs at home help boost the local economy and create activity. With the rising cost of fuels, jobs right here at home mean a lot to our residents.”

With better jobs, an enviable quality of life, and all the amenities of an urban center with the small-town feel and pace of a rural community, Conception Bay South truly is the place to be, with favourable weather patterns all year long.

“Our climate is the envy of the entire area,” states Mayor Bent. Conception Bay South’s ideal location results in less snow and rain and more sun than the surrounding communities, and typically warmer weather within the region, without the fog which is characteristic in the eastern part of the region.

Luckily, there’s no shortage of places to enjoy the weather in Conception Bay South! The community boasts 24 kilometers of groomed trails maintained by the Grand Concourse Authority that are perfect for non-motorized activities year-round. Likewise, Manuels River Hibernia Interpretation Centre is home to 650 million years of geological history, waterfalls, and hiking trails that are not to be missed.

Conception Bay South aims to be known as the recreational boating capital of the province, being home to the Royal Newfoundland Yacht Club and many other marinas and boat launches that connect residents with the recreation and beauty being located on the coast affords.

Collaboration in action

One of the greatest assets making Conception Bay South attractive is the sense of community and partnership that is at the foundation of the community’s character and growth. Among these partners is the Atlantic Canada Opportunities Agency (ACOA), a branch of the federal government that offers funding and support for number of local initiatives.

ACOA has been instrumental in working with the Town to execute many of its goals and objectives when it comes to economic development efforts and the enhancement of tourism assets, specifically related to the T’Railway Redevelopment Project, Main Street Improvement Plan and Manuels River Hibernia Interpretation Centre.

Mayor Bent also acknowledges other government entities that work tirelessly to advance and promote Conception Bay South as a tourist destination, a sound place to invest and set up shop, and an even better place to call home. Development would not be possible, he says, without the support of the provincial government departments of Tourism, Culture and Recreation, and Industry, Energy and Technology, as well as industry partnerships including with Hospitality Newfoundland and Labrador, Destination St. John’s, Legendary Coasts of Eastern Newfoundland, Conception Bay Chamber of Commerce, Downtown CBS, and the local school board, which is responsible for nine schools and 5,000 K-12 students.

Together, stakeholders are invested in making Conception Bay South a fantastic place to be whether it is for business, residence, or recreation. With one foot in the present and another prepared to step into the future, the Town has come a long way and its trajectory shows even greater promise.

Fifty reasons to celebrate

Conception Bay South incorporated in 1973 when the communities of Topsail, Chamberlains, Manuels, Long Pond, Foxtrap, Kelligrews, Upper Gullies, Lawrence Pond, and Seal Cove came together, which means next year will be an opportunity to celebrate fifty years as a collective municipality. It is a chance to look at how far Conception Bay South has come and build anticipation for the community’s future.

While there has been no official announcement, it is certain to be a celebration like no other. Existing festivals like Winterfest, Kelligrews Soiree, and more will be magnified. Conception Bay South aims to deliver an unforgettable experience that honours its fifty years of incorporation and the much longer histories of each respective community.

Without a doubt, it is an exciting time to call Conception Bay South home. As the community comes together to celebrate its history and accomplishments, others will be taking notice as it asserts itself as a world-class destination.

The post Where Great Things Are Going On<p class="company">Town of Conception Bay South, Newfoundland and Labrador</p> appeared first on Business In Focus Magazine.