Newfoundland and Labrador Product Development Strategy

- 142 -Newfoundland and Labrador has not reached the stage of major degradation yet, although thereare some communities that are showing signs of this. There is therefore an excellent opportunityto deal with this issue while there is still time. And it is vital to do so, as the kinds of travellersthat choose this province as a destination are very sensitive about authenticity and indigenouscharacter. They are repelled by bad development.Addressing this issue requires several things, all at the community level:1. Establish a set of community values that dictate what kinds of development will takeplace, and what won’t take place2. Develop a strategic and tactical plan for tourism development that sets out standards fordesign and upkeep3. Embody these standards in a municipal planning and zoning frameworkAddressing this challenge would be assisted through undertaking two or three pilot projects thatwould provide models others can follow. Suggested communities include; Rocky Harbour,Bonavista, Trinity Bight area. Part of the pilot project should involve taking community leadersto visit some other destinations that have ‘done it right’. Vermont is one of them.Hospitality Newfoundland and Labrador should take the lead in encouraging the Federation ofMunicipalities to acknowledge the importance of this issue and to adopt the recommendationspresented above.Developing Destination Areas and Community EconomicDevelopmentAs mentioned earlier, on the surface of it there seems to be a conflict between productdevelopment based on strategic priorities versus community economic development aspirations.However, we suggest that there should be no such conflict. The answer has to be that, as a firststep, communities/areas need to be positioned appropriately in terms of their ranking asdestination areas themselves, or as being part of a defined destination area. That ranking willestablish the priority for supporting the efforts of the community/area in its efforts to develop itstourism sector.Secondly, those communities should be expected to look to the kinds of development that fits thestrategy in terms of potential for shoulder/winter season tourism and demand influencing power,and that is appropriate in terms of the product potential of their particular area. In other words,focus on products that are strategic and in which the area has a strong offering and realcompetitive potential.The result should be a credible strategy that builds on the assets of the area, is strategic on aprovince-wide basis and for which there is a clear level of priority for support of its efforts.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study