Re-inventing a geotourism destination in Nova Scotia, Canada
This entry has been selected as a finalist in the
Geotourism Challenge 2009: Power of Place - Sustaining the Future of Destinations competition.
Trout Point embodies sense of place and creates a destination experience for visitors in a way that supports and promotes the unrecognized natural, social, and cultural riches of the Tobeatic Wilderness Area and the Southern Nova Scotia Biosphere Reserve. By not promoting coastal tourism (the mantra of official tourism policies) and being en "eco-lodge" in a northern, developed country, Trout Point challenges some common preconceptions about what a geotourism destination is or can be. Trout Point currently consists of: 8-room Great Lodge including restaurant, 8 stone fireplaces, teaching kitchen, and public areas, 3-room bed & breakfast, 2 cottages, 100 acres of Acadian Forest & river ...
About You
Contact Information
Title
Dr.
First name
Charles
Last name
Leary
Your job title
Managing Director
Name of your organization
Trout Point Lodge of Nova Scotia
Organization type
private company
Annual budget/currency
CDN $400,000
Mailing address
P.O. Box 456, kemptville, NS B0W 1Y0
Telephone number
902-761-2142
Postal/Zip Code
Country
Canada
Website
Email address
Alternative email address
Alternative email address
Your idea
This will be the address used to plot your entry on the map.
Street Address
189 Trout Point Road
City
Kemptville
State/Province
Nova Scotia
Postal/Zip Code
B0W1Y0
Country
Canada
Geotourism Challenge Addressed by Entrant
Quality of tourist experience and educational benefit to tourists , Quality of benefit to residents for the destination , Quality of tourism management by destination leadership , Quality of stewardship of the destination.
Organization size
Small (1 to 100 employees)
Indicate sector in which you principally work
Tourism-related business
Year innovation began
1998
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Indicate sector in which you principally work
Nature, Culinary or agritourism.
Name Your Project
Re-inventing a geotourism destination in Nova Scotia, Canada
Describe Your Idea
Trout Point embodies sense of place and creates a destination experience for visitors in a way that supports and promotes the unrecognized natural, social, and cultural riches of the Tobeatic Wilderness Area and the Southern Nova Scotia Biosphere Reserve. By not promoting coastal tourism (the mantra of official tourism policies) and being en "eco-lodge" in a northern, developed country, Trout Point challenges some common preconceptions about what a geotourism destination is or can be. Trout Point currently consists of: 8-room Great Lodge including restaurant, 8 stone fireplaces, teaching kitchen, and public areas, 3-room bed & breakfast, 2 cottages, 100 acres of Acadian Forest & river ...
Innovation
What is the goal of your innovation? Please describe in one sentence the kind of impact, change, or reform your approach is intended to achieve.
To re-create a wilderness destination in a once-celebrated region of Nova Scotia now facing a tourism crisis and general economic hardship using an integrated, geotourism approach.
Please write an overview of your project. Include how your approach supports or embodies geotourism or destination stewardship. This text will appear when people scroll over the icon for your entry on the map located on the competition homepage.
Trout Point embodies sense of place and creates a destination experience for visitors in a way that supports and promotes the unrecognized natural, social, and cultural riches of the Tobeatic Wilderness Area and the Southern Nova Scotia Biosphere Reserve. By not promoting coastal tourism (the mantra of official tourism policies) and being en "eco-lodge" in a northern, developed country, Trout Point challenges some common preconceptions about what a geotourism destination is or can be. Trout Point currently consists of: 8-room Great Lodge including restaurant, 8 stone fireplaces, teaching kitchen, and public areas, 3-room bed & breakfast, 2 cottages, 100 acres of Acadian Forest & river frontage; facilities include: canoes, kayaks, wood-fired hot tub, nature guides, boardwalks, on-site trails, adjacent hiking trails, mountain bikes, small spa, fire pit, GPS units for self-guided excursions, cooking classes & culinary vacations, on-site organic vegetable, herb, and flower gardens fed by gray water system.
Explain in detail why your approach is innovative
Over the past 10 years, Trout Point has innovated by re-vitalizing backwoods & nature tourism, culinary tourism, and Acadian French cultural tourism in Nova Scotia. Once a major nature tourism destination in the late 19th and early 20th centuries, by the 1990s, Yarmouth County and surrounding areas had fallen on hard times, offering conventional motel & hotel experiences disconnected from the region's inherent resources. In a small way, Trout Point reversed this trend starting in 2000 by once again promoting the idea that something beyond beaches and seafaring culture might be of interest to travelers. While a regional tourism crisis developed for local accommodations in the mid to late 2000s, Trout Point has prospered based on geotourism principles (on the crisis see http://www.csmonitor.com/2008/0708/p07s01-woam.html and http://www.dailybusinessbuzz.ca/?p=567) These include: low-cost marketing using the Internet as a primary vehicle and restricting the use of print/paper resources; encouraging local memory of the area's “great camp” and Acadian-cultural heritage; constantly striving to enhance & expand eco-friendly practices, and publicizing & formalizing these extensively; making Trout Point one with the local place, promoting the concept of destination rather than gateway; fully engaging with local tourism partners and encouraging guest use of tourism infrastructure located within .1 to 50 km from the Lodge; pioneering a perspective on the Tobeatic Wilderness Area and the Southern Nova Biosphere as having geotourism potential.
Impact
Describe the degree of success you have had to date. How do you measure, both quantitatively and qualitatively, the impact on sustainability or enhancement of local culture, environment, heritage, or aesthetics? How has it transformed or contributed to the power of place or demonstrated the sustainability of tourism? How does your approach minimize negative impacts?
Facing early skepticism that a destination property in the backwoods of economically-challenged Yarmouth County could survive, Trout Point now enters its 10th season of operation, with 2008 the most successful to date. Regionally and internationally, previously the Yarmouth area was not known as a destination, but rather as the southern “gateway” for foreign tourists arriving via ferry. This was despite the rich heritage of nature tourism from the mid 1800s to the mid 1900s, a history of “power of place” mostly forgotten by the opening of the 21st century. Nova Scotians themselves viewed the area as remote, undeveloped, and uninteresting, and in our experience, few had heard of the Tobeatic, despite the fact that is is the largest protected area in all of Atlantic Canada. Now, the Lodge serves as a springboard for guests to learn about the Acadian Forest ecosystem and always has naturalists on staff to provide meaningful interpretive experiences that emphasize place.
Trout Point has: (1) implemented energy monitoring, recycling, composting, and on-site gardening programs that expand each season; (2) more than tripled revenues since first opening, allowing us to expand our impact on the local economy, create new employment, invest in new practices such as converting 90% of lighting to energy-efficient bulbs, all paper to 100% recycled, all cleaning products to natural, new employee apprenticeship & training programs, and the expansion of marketing reach; (3) gone from hiring 2 local employees per season in 2000 to hiring over 15 (mostly local) in 2009; (4) has increased its primary season from mid June to early October as recently as 2004 to mid May to the end of October in 2009, with some facilities now open year round; (5) and has successfully diversified its visitation from 90% U.S.-origin in 2000-2004 to the current state where local guests represent the single most important geographic category & overall Canadian/international numbers are up.
In what ways are local residents actively involved in your work, including participation and community input? How has the community responded to or benefited from your approach?
Trout Point hires its core staff and guides from the local area and provides them with on-the-job training, courses, and travel experiences. The Lodge makes purchases to every extent possible from local vendors/farmers and promotes local tourism experiences. In 2007, the Lodge joined the Total Market Readiness program of the new Yarmouth & Acadian Shores tourism region, and has always provided donations and discounts on meeting space to groups like the Ecology Action Centre or the Sierra Club. Trout Point has worked closely with the Department of Natural Resources, hosting meetings on Tobeatic usage and leads efforts to promote the area as an eco-tourism destination (while government & industry focus the majority of tourism resources on the seacoast). Trout Point also keeps alive the local traditions of wilderness camps and guides, and promotes the importance of local Acadian cultural heritage both through interpretive materials, cooking classes, and the promotion of Acadian events.
How does your program promote traveler enthusiasm, satisfaction, and engagement with the locale?
Trout Point demands that guests settle into close contact with the local environment, with its activities centered around the enjoyment of the outdoors, giving variety to the myriad of Nova Scotia vacation experiences that focus on the seacoast. Like a kind of kids camp for adults, many guests take the first kayak outing of their lives, enjoy swimming the dark, peat-stained waters of the Tusket River, or learn about the life cycle of the Acadian Forest, but then also enjoy soaking in the wood-fired hot tub by the river and exchanging stories around the fire pit after dinner each evening. Trout Point surveys all guests after their stay, including querying them on overall satisfaction and how important eco-friendliness is to their vacation experience. Local staff encourage visits to local beaches, museums, historic sites, and activities such as whale watching.
Describe how your work helps travelers and local residents better understand the value of the area's cultural and natural heritage, and educates them on local environmental issues.
Staff naturalists provide guests with the natural history of the Tobeatic Wilderness and the Acadian Forest Ecosystem. Location, identification, & reporting of species at risk is encouraged. Reading materials in each guest room provide a description of the area, including not just the forest as a natural phenomenon but also the indigenous, Acadian French, and later English settlements impact on the use of the backwoods. Cooking classes provide an ingredients-based history of Acadian-Cajun culture and inculcate an understanding of local fisheries, sustainable seafoods, and current environmental questions. Both Trout Point and the Tobeatic are still little known, even among Nova Scotians, and the Lodge encourages greater knowledge of just what such a unique protected area can mean for the province. By emphasizing how Trout Point is re-invigorating a once-lost local tourism tradition of backwoods camps and guides, the Lodge also encourages local involvement and pride.
This Entry is about (Issues)
Sustainability
How is your initiative currently financed? If available, provide information on your finances and organization that could help others. Please list: Annual budget, annual revenue generated, size of part-time, full-time and volunteer staff.
Trout Point is a small private enterprise. Financing came from (a) investors who exchanged equity and use of the Lodge for cash; (b) sale of vacation home lots with protective covenants limiting the commercial or non-aesthetic use and development of the property; (c) the hard work of the three partners; and (d) constant re-investment in infrastructure. Trout Point has now reached the level where it is buying back some of the lots previously sold to create more nature areas and experiences. Trout Point now employs about 10-14 on a seasonal basis, with 2 year-round caretakers.
Is your initiative financially and organizationally sustainable? If not, what is required to make it so? Is there a potential demand for your innovation?
The Lodge is sustainable, with major limiting factors being the seasonality of local tourism & the attendant problems with employee retention. The Lodge would be more successful both financially and as a positive local force if it could operate at a higher level year-round. To accomplish this requires becoming a true, 3- to 4- season destination. In becoming a seasonal destination property, Trout Point has already drawn on local history and unappreciated resources like the rivers & forest, but now it must create attractions that function beyond summer & fall. New year-round initiatives for 2009 include an indoor spa area with treatments using local seaweed resources, horse stable, accessibility of canoes & kayaks, & enrollment of 2 local staff in the cook apprenticeship program for all-season dining.
What are the main barriers you encounter in managing, implementing, or replicating your innovation? What barriers keep your program from having greater impact?
Current management holds lessons for anyone seeking to create a tourism destination based on sustainable principles, including the analysis, synthesis, and communication of existing local environmental, cultural, aesthetic, & heritage resources. We have also built, owned, and managed a small eco-lodge in Costa Rica, where the tourism environment differs substantially from Nova Scotia (see www.cerrocoyote.com). Lessons learned after ten years of managing Trout Point, and compared with experiences in Louisiana and Costa Rica, include: 1. Overcoming a local perception that the Yarmouth area has little to offer tourists; this includes encouraging memory of the lengthy history of the area being a major "eco-tourism" destination in the 19th and early 20th centuries. 2. Overcoming federal and provincial tourism strategies that only emphasize Nova Scotia's coastal experiences while ignoring the Tobeatic Wilderness Area and the concept of a more integrated type of natural/cultural tourism embodied in the Biosphere Reserve concept. 3. Encouraging the recognition of the importance of Acadian French (in addition to English or Scottish) cultural heritage for geotourism, which as former Louisiana residents had immediate currency for us in the late 1990s.The formation of the Yarmouth & Acadian Shores Region in 2008 has started to face this challenge, but more can be done. 4. Lack of cooperation among tourism operators, which forms a stark contrast to Costa Rica. Few are truly willing to cooperate with referrals, commissions, mutual promotion, etc. 5. Overcoming the view prevalent in the sustainable tourism industry that appealing upmarket somehow contradicts the goals of geo- or eco-tourism. We are not of the view that upscale must mean that en enterprise cannot also innovate in the area of geo-tourism and hope that Trout Point proves this point. Given our size, we can have much greater impact on the local society and economy following this path.
What is your plan to expand or further develop your approach? Please indicate where/how you would like to grow or enhance your innovation, or have others do so.
Our hope is that Trout Point will develop practices and strategies of management translatable to other tourism enterprises in other situations. From a sheer effort at financial survival particularly with the loss of local ferry services in the last 5 years, the Lodge has had to develop itself into a destination property, rather than one receiving guests for 1 night on their way elsewhere. The goals of Trout Point as a destination coincide wholeheartedly with the promotion and sustainable use of the Tobeatic Wilderness Area and the Southern Nova Scotia Biosphere, and only through stewardship of this destination and its local society will the Lodge prosper. Our geo-tourism management approach has been enhanced through experiences in Costa Rica and Spain, where we have developed very small-scale accommodations that also speak of place, and our future project is the creation of a destination property and agri-tourism enterprise in the troglodyte area of Benalua, Granada Province, Spain.
The Story
Please provide a personal bio. Note this may be used in Changemakers' marketing material.
One of a trio of entrepreneurial partners, I grew up in Oregon, California, and Colorado before attending college and graduate school in Ohio and Upstate New York. In 1990, along with Vaughn Perret & Daniel Abel, I started Chicory Farm in Mount Hermon, Louisiana. The farm practiced diversified agriculture, including dairying, cheesemaking, mushroom cultivation, wild foods harvesting, and certified organic vegetable production. The farm won research grants in sustainable agriculture from the U.S.D.A. and in 1996 won the 1st annual Tibbetts Award from the Small Business Administration in a ceremony presided over by Senator Ted Kennedy. In 1998, Vaughn Perret and I moved to Nova Scotia, where we founded a seaside cheese dairy and in 2000 opened Trout Point Lodge. While the dairy closed in 2002, Trout Point thrived and became a leader in eco-friendly tourism, winning a 5 Green Key rating from the Hotel Association of Canada and the Parks Canada Sustainable Tourism Award in 2007.
What is the origin of your innovation? Tell the Changemakers and media communities what prompted you to start this initiative.
My partners and I had departed from traditional career paths as lawyers and professors to become organic farmers, cheesemakers, sustainable agriculture investigators, and finally restaurateurs in Louisiana during the 1990s. In 1996, two of us visited Nova Scotia, following the Acadian-Cajun French cultural connection. As farmers, we had always emphasized small-scale, integrated, sustainable solutions to quality food production. The New Orleans restaurant we opened brought us in greater contact with the public, where we found a fascination with learning about food & ingredients. In the Yarmouth area of Nova Scotia, we found a land rich with natural beauty, diverse cultures, a wealth of local food possibilities, and an intriguing history. We decided to follow our instincts to create a tourism destination, even though tourism and accommodations was not a field we had previously experienced.
As we investigated the region's history, we discovered that a well-developed tradition of nature camps, lodges, and guides had existed starting in the 19th century (see, for example, http://en.wikipedia.org/wiki/The_Tent_Dwellers), which had all but petered out by the 1950s, when the wave of roadside motels and seaside cottages took over. Checking in to accommodations in Yarmouth was like stepping into a time machine, taking you back to 1970. Our sojourns at the "El Rancho Motel" in 1996 & 97 were emblematic of this state of affairs.
However, scattered here and there physical remnants of the previous tourism tradition survived, which very much appealed to geotourism values. Most of the old camps and lodges had burned or literally deteriorated, one became a retirement home, others were in private hands. We tried to buy one of the latter--700 acres including frontage on numerous lakes, a farmhouse, Great Lodge, and cabins. The deal fell through, and the owner had started to clear-cut several areas of the property, so we moved on to the idea of building something anew.
After months of searching for a backwoods parcel that would not be affected by neighboring timber holdings and the threat of clear cuts--a goal not so easily attainable in southern Nova Scotia (see what happened to a nearby monastery: http://www.nben.ca/environews/alerts/alert_archives/98/nova.htm)--we happened upon 200 acres at the confluence of 2 rivers, perfect for a wilderness lodge. Just 3 days after the purchase, the provincial legislature declared the Tobeatic as a protected area, ensuring that the lands across the river and to our north would never be open to commercial development or cutting. In 2001, the United Nations declared the Southern Nova Scotia Biosphere Reserve, with the Tobeatic at its heart (http://www.snbra.ca/reserves.htm).
Describe some unique tourist experiences that your approach provides. Be specific; give illustrative examples.
Trout Point operates in a way that integrates as much as possible with the local environment & society, particularly as defined by the Southern Nova Scotia Biosphere Reserve. The Lodge lies at the confluence of the Tusket & Napier Rivers, immediately adjacent to the Tobeatic Wilderness Area, which itself adjoins Kejimkujik National Park, forming the largest protected area in Atlantic Canada. Locals call it the "empty quarter." Trout Point's offerings include: 1. The Lodge counts as the only accommodation/destination giving travelers immediate access to the Tobeatic via hiking trails, canoe, kayak, and guided excursions with staff naturalists. 2. Trout Point has offered the Nova Scotia Seafood Cooking School since 2000, teaching participants about local, sustainable seafood and cooking techniques, including Cajun & Acadian styles. 3. The accommodations blend seamlessly with the local Acadian Forest environment, built from Atlantic Canadian white spruce logs & Nova Scotia granite, with wildwood furniture handcrafted from branches and saplings cut from the property. 4. Trout Point is a true nature retreat, with no cell phone reception, no TVs in the rooms, and an emphasis on eco-friendly practices like river swimming, wood-fired hot tub, no air-conditioning, energy-saver lighting, bulk amenities, recycling, on-site gardens, composting, and the like.
What types of partnerships or professional development would be most beneficial in spreading your innovation?
Trout Point provides a model for how even small enterprises can define, create, or shape a destination, even one that is unknown, under appreciated, or forgotten. Trout Point always encourages regional tourism development and seeks out partnerships with local businesses and organizations; enhancement of this type of cooperation would benefit not only the Lodge, but also the region as a whole. Greater political leadership in recognizing that the Southern Nova Scotia Biosphere has not only the potential, but also the mandate to develop tourism is a sustainable way in the forests as well as the beaches & coastal towns would be a major victory. One example of spreading the innovation: In 2004, Random House published The Trout Point Lodge Cookbook, which engages readers in Acadian history and has chapters describing the Tobeatic ecosystem, teaches about cooking with wild foraged foods, and home smoking of seafood--techniques tied to the environment and culture of southern Nova Scotia.
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Comments
Your initiative is very interesting mainly because of the range of services the organization provides the tourists with, such as eco-friendly loding, cooking classes and guided tours.
However, what I find fascinating is that you try to provide all these services in eco-friendly way, growing organic crops and purchasing most of your supplies from locals. I think this is great based on the fact that as you mentioned in the entry the area lost its popularity until early 1990's and that there was a lot of scepticism about establishment of your organization to begin with.
In addition to finding your initiative exciting, I also truly enjoyed reading your entry as it includes sufficient amount of information, from which I get what your organization and the activities you are involved in, are about. Interesting, informative and comprehensive reading.
Thank you and good luck in continuing your activities.
Vivid and detailed description for the origin of innovation.
However, there is quite a lot of improvement on this entry. Firstly, most of the content is actually fairly boring. For instance, I just do not feel much or connected to the unique experience, it simply does not sound unique or outstanding enough, so the entry must be more interesting before readers fall asleep. Moreover, the website is fairly immature. I would suggest you to utilize Web 2.0 elements to create a more dynamic, interesting, and interactive website to keep audiences’ eyes on you. Otherwise, even if people are searching for rooms or hotels in your area, they would not know how much and what you offer, since they would not even enter the website, as it is boring and old-fashioned. Last but not least, there should be more videos and pictures on the entry and the website to interest readers.
This is a very strong entry and I love the images they really capture the uniqueness of the land and beauty surrounding the lodge. I think it would be helpful for readers to understand some of the basics of the lodge by going into detail in the question that asks to "describe detail of success." For example how many people does the lodge hold? what types of visitors are most common? How has the number of visitors increased since you opened? I think that may help some readers better imagine how your lodge has gained popularity and where lies the greatest room for improvement.
I thought your entry was interesting. The organization provides the tourists with so many different kinds of activities and caring services. This will definitely attract more visitors to come. Furthermore, your entry has sufficient amount of information. I love the idea that the services the organization offers are in eco-friendly way. However, how do you guys plan to accomplish that? Because I think it will take a lot of manpower, resource, and money to make it happen. Moreover, I also went to your website. I feel your website could have been designed better. You can google some website design software which will help you make your website more dynamic, interesting, and interactive. As a result, you will have more visitors to go to your website. Eventually, I really enjoyed reading your entry. Good luck and keeping up the good work!
Your entry about Trout Point Lodge of Nova Scotia stood out to me as an inspirational story of how personal interests can be combined with a motivation to enhance the geotourism values of a destination to make a difference. I thought it was interesting how you used your knowledge as farmers and restaurateurs and your fascination with food and ingredients to create a tourism destination in a location that allowed you to enhance these interests. Your entry provides a thorough description of the Trout Point Lodge and how it is innovative in the tourism industry.
In your description of quantitative success the business has experienced, you mention how you have increased your primary season by over a month and diversified your visitation. What is the exact primary visiting season for Nova Scotia? To what extent does the change in visitor numbers affect your business? Marketing the specific benefits of visiting Nova Scotia during the low seasons and perhaps offering special incentive deals for guests may help with increasing the number of guests during these times to even out visitor numbers. You identify the seasonality of Nova Scotia tourism as a limiting factor in The Lodge’s sustainability. Is this related to your employee retention problems? Including more information about the effect these problems have on the potential demand for The Lodge would increase the reader’s understanding of your additional efforts to keep the business sustainable. Do your plans to expand your approach include building more eco-lodges in other destinations, either in Nova Scotia or other parts of the world? Your sustainable approach to tourism in Nova Scotia seems like a great example of sustainable tourism and would perhaps be appealing to travelers in other destinations as well.
Since Troutpoint has been functioning for over ten years, it is blatant that there is an interest amongst travelers for sustainable tourism in Nova Scotia. However, this entry in no way explains why there has been such a significant interest. In addition, it lacks details about what exactly Troutpoint has to offer. Instead, the tour just offers the same generalized response. While many other entries offer a sense of enthusiasm and passion in their writing, this reads as disengaging and uninteresting to the consumer.
You mention in your entry how to overcome a local perception of a lack of activities. It may be interesting to view how many of your guests are from local areas. If it appears that there is a lack of local interest, it may help to provide to special deal for local guests in order to give them an incentive and draw interest. This is turn can extend local support that may arouse interest in the Tobeatic Wilderness Areas.
In addition, it appears from viewing your website that you are not fully utilizing a main stream of communication with a mass audience: the Internet. The website appears to be out of date and for those looking for a sustainable lodging facility, it does not advertise Troutpoint in the best light. I also feel that the entry and Troutpoint on a whole would benefit from an additional photo or possible video that truly demonstrates the majestic beauty of the lodge and surrounding area.
Thanks to everyone for the informative and thoughtful comments. In essence, I take away several themes and points:
1. Our web site needs work
2. More quantitative information is needed on our operations and successes
3. Relatedly, more information is needed on how ten years of experience with our operation can be a transferable model for others
4. The writing style of the entry is boring
First, our web site is home-made and always has been. It is simple, however as our No. 1 marketing vehicle it's simplicity has been very effective. We have top 10 ranking with major search engines and directories for multiple travel-related queries, and even today more than 70% of guests find us via the web. We have always viewed the Internet as a sustainable, low-input, and low-impact marketing solution and are happy with our site.
Second, we will be adding more detailed information on operations, numerical changes over the last decade, and successes later today.
Third, we will work on the entry--within the space requirements--to suggest more of a case study. We also operate an eco-friendly inn in Costa Rica, and have lots of experience to share.
Fourth, in an effort to be as precise and detailed as possible, the style of the entry may be somewhat academic, however most readers seem to glean at least some useful information from it.
I think that re-creating a wilderness destination in Nova Scotia in order to boost the tourism crisis and economy is a great idea. I think that the project is not only unique but also the origins of the innovators themselves. Going from traditional career paths of lawyers and professors to organic farmers, cheesemakers, and sustainable agriculture investigators is very unique and interesting. Perhaps if the owners of the company marketed that as a part of their advertising they would be able to get more attention and visitors. However, I still think that they must deal with the constant issue of advertising that location as a desirable place to go.
FElicitaciones desde Uruguay,norte del pais , y el deseo de feliz desarrollo del proyecto!!
Lady Rodriguez
www.biouruguay.org
http://bio-uruguay.blogspot.com
We had such a great time at TroutPoint for our honeymoon last year! The food was excellent, the staff was more than pleasant and the scenary was gorgeous! You were so accomidating and made us feeel at home! The owners were so nice and the resident dog Josh was very friendly as well! We even bought the TroutPoint cookbook since we loved the food so much! Thank you again and we look forward to coming back soon to stay!
Regards,
Allan & Sarah broskowitz
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