By KELLY LOUISEIZE
In 47 years Quetico Centre has become a quite prominent training centre and think tank for northwestern Ontario.
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Quetico Centre CEO Ann Ralph (left), manager, leadership & organization development Angela Sharbot and former CEO Linda Wiens. |
However, through the late 1990s and into 2000, it fell into a bit of a slump. Much of the training work for either corporations or government declined.
In 2003, the resort became insolvent. Difficult decisions had to be made from board members as to how to move forward.
"We actually went out and re-mortgaged the property to find sufficient funds that will allows us a regrowth phase," Ann Ralph CEO of Quetico says.
This significant move spoke volumes as to how board members viewed the centre's place in the future as a strong economic driver for the northwest.
"We figured it would be three years before we would be solvent again, and four years before we started to make surplus funds.
That is proving to be the case," Ralph says.
Ralph reported a 65 percent growth over last year at this time and this is due mainly to outdoor leisure activities incorporated as part of the new direction.
"It shows we are on the right track."
The members did some extensive market research before setting a new course because "we felt we had only one opportunity to get this done."
Clearly what worked in the 1950s, 1960s, 1970s and 1980s was not going to work today.
The solution was to keep the best of the past, while adding high-quality experiences to their present genre.
To this end, the board decided to keep organizing conferences and brainstorming sessions and add outdoor leisure activities.
A FedNor intern has been employed at the centre and will remain there for 12 months creating packages and programs that will allow people partaking in conferences to "get out and enjoy the outdoors."
From canoe excursions, golf packages and fishing activities to hiking in the boreal forest, the aim is to utilize the surroundings to attract visitors, including families, to the resort.
"One of the complaints we heard from people who came (to the centre in the past) was 'you have this marvelous place, but we never got to go out and enjoy it.'"
The new direction calls for more of a collaborative community direction. Ralph says the resort will not be in competition with local tourism operators, since they will partner with them to provide unique opportunities.
"Instead of telling people what they should be doing we are now saying to the clients 'you tell us what you want and we will help you organize it.'"
By including outdoor activities with improved surroundings people attending meetings can bring their families with them. Ralph is in the process of developing four or five one- and two-bedroom suite accommodations. There is also a push to improve the 25-year-old buildings. While they are still solid and safe, the buildings were constructed when insulation was optional and hydro was a lot cheaper.
Upgrading the HVAC systems, air quality, air cooling and ventilation, and expanding the dining hall to include a patio deck, and installing new docks and a boat ramp, will add to the family-friendly environment.
The nine full-time and approximately five part-time staff run the resort's operations as a not-for-profit registered charity. Profits made from the centre will be channelled back into the centre and operations.
"We are in this re-growth rebuilding, so it will be a while before we see any surplus funds, but everything right now is getting plowed back in (to the resort)."
Combined costs of phases one and two will be $1.5 million, with the third and fourth stages amounting to approximately $1 million. Phase one was recently completed. After all the improvements are made, Ralph says, their job will be "to ensure the quality is here when (visitors) come, so they not only have a great destination to come to, but a great experience."
