Newfoundland and Labrador Product Development Strategy

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- 219 -Newfoundland and Labrador Tourism Development AgencyThis proposed new organization is essentially a joint venture between DITRD and DTCR, led byDTCR; with staff seconded from the two departments to form an integrated team dedicated totourism product development and market readiness support. That team would lead the tourismproduct development strategy implementation and provide support to key players andorganizations in that respect.The model for this agency discussed below is essentially the ultimate form it might take if all ofthe functions proposed were integrated into the one agency in due course. However, thepractical approach would be to start smaller and simpler, and proceed in an orderly, staged basisover time.A crown corporation may be the best form for this agency to take, as this will permit theorganization to do business directly with ACOA and other federal agency and receive fundingdirectly from them. It will also allow the agency to retain possession and reinvest revenues,which is another important requirement, and it will be able to call for proposals for strategicproject development, which is not possible for a line department of government. The best formfor the agency will need to be considered further, however, it will be important that, whateverform it takes, the agency needs to have these capabilities.Note also that most of what is being proposed here is already in place to some degree today, onlyhoused in different departments and, in some cases, underdeveloped relative to the need.Functions of the AgencyThe agency would be the lead organization for implementing the tourism development strategy,through the following programs:o Tourism Business Ventures Program – Pursue and support the development of keystrategic projectso Natural and Cultural Heritage Tourism Programs – Support the development and ongoingoperations of strategic non-commercial projects/programso Provide a coordinated funding support mechanism for five regional DMOs and fivestrategic sector alliances/teamso Provide advisory and facilitation support to the RTDAsIn addition, it is being proposed that this agency, in stages, take over the operations and staff ofthe Provincial visitor information centres, Provincial parks, Provincial historic sites, and thetourism facilities associated with Provincial ecological reserves. The idea of this would be to putthese important but under-funded tourism assets into an administrative structure that could bringother sources of funding, including revenues, federal dollars and potentially even donations tothe table as well, and to provide a focussed tourism approach to their operation.Exhibits 10 and 11 illustrate the proposed features of the agency and its program areas.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
Exhibit 10Newfoundland & Labrador Tourism Development AgencyAreas of ActivityDemand Influencers OnlyStrategic ProjectsStrategic Destination AreasFilling Key GapsAdvisory, liaison& facilitation forlocal RTDAsPro-active & Re-activeDeal BrokeringProjects that Meet Identified Criteria andhave a Business Case & PlanAdministerFunding forRegional DMOs &StrategicSector TeamsPursue/facilitatedevelopment ofkey strategicTourism BusinessVentures Program(Commercial Projects)Coach, fund &assistNatural andCultural HeritageTourism Initiatives(Not for Profits)Manage & FundProvincial Historic SitesInterpretive Facilities at EcologicalReservesVisitor Information CentresProvincial Parks
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Table of ContentsPage No.Section 3
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Table of ContentsPage No.Section 6:
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The Top Ten Conclusions (continued)
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Section 1IntroductionTHE ECONOMIC P
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- 2 -Objectives and Scope of the St
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- 4 -" Preparation of several backg
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- 5 -Section 2Newfoundland and Labr
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- 7 -There are expectations that th
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- 9 -A recent National Geographic T
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- 11-“changes to exchange rates a
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- 13-• Family (41%)• Learning (
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Section 3Situational AnalysisTHE EC
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- 16 -o Outdoor activities availabl
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- 18 -The province’s tourism prod
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- 20 -Market perspectives on Newfou
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- 22 -o Transportation to and from
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- 24 -Exhibit 1Satisfaction Levels
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- 26 -RoofedAccommodationsSupply of
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- 28 -Nova Scotia and Prince Edward
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- 30 -Hotel/Motel Occupancy by Star
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- 32 -o There are examples of rooms
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- 34 -pricing, rate structures, dis
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- 36 -A few participants reported s
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- 38 -Exhibit 2Extent to which Acco
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- 40 -Clearly the vast majority of
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- 42 -o Growing use of upscale B&Bs
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- 44 -o Not enough 4 star plus prop
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- 46 -As illustrated in thegraph, t
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- 48 -campsite. The rate for sites
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- 50 -o There appears to be an incr
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- 52 -A niche market within the rec
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- 54 -Argentia facility closes at t
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- 56 -expressed views concerned sig
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- 58 -The Department of Tourism, Cu
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- 60 -the province was about 48% hi
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- 62 -A related issue is recreation
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- 64 -HNL also offers a wide range
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- 66 -" Its core programs include:-
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- 68 -Federal Government ProgramsAt
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- 70 -The tourism industry in Newfo
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Section 4Product Development Initia
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- 73 -Key Issues/Opportunities/Chal
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- 75 -Key Issues/ Opportunities/ Ch
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- 77 -o Product Committee scans cur
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- 79 -o Development of mutual respe
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- 81 -The province has recently int
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- 83 -One of the signature areas id
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- 85 -o Ontario’s Product Allianc
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Section 5Overall Strategic Approach
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- 88-This is not to suggest that we
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- 90-Newfoundland’s major tourist
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- 92-Federal government:o National
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- 94-The approach focuses on buildi
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- 96-on its investment. The $300 mi
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Section 6Strengthening and Building
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- 99 -Demand Influencers - Natural
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Exhibit 4Evaluation of Attractions,
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- 103-Top Priority Influencers (10
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- 105-Exhibit 5Rating of Potential
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- 107-Based on this evaluation, act
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- 109-o Staging a spring or fall ev
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- 111-1. Develop pricing ‘tools
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- 113-Cultural and Heritage Attract
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- 115-o Exhibit 7What Does ‘Cultu
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- 117-There are always risks in con
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- 119-Aboriginal and Acadian Cultur
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- 121-Criteria for SupportThe kinds
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- 123-Other Provincial Initiatives
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- 125-The question arises, however,
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- 127-Provincial/Regional Itinerari
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- 129-o A serious shortage of renta
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- 131-This is another sector of the
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- 133-Walking and hiking is one of
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- 135-The Green Bay Trail Guide pro
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- 137-get them developed. We have n
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- 138 -Section 7Strengthening and B
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- 140 -Established Destination Area
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- 143 -Some suggestions:o Build on
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- 144 -Section 8Strengthening Touri
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- 146 -Currently established servic
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- 148 -o The absence of Provincial
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Section 9Strategies for Accommodati
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- 151 -But with demand generating a
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- 153 -To be more explicit, the nee
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- 155 -to assess this. What occupan
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- 157 -o Has evident potential in o
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- 159 -o Accessible by roado Archit
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- 161 -of a feasible proposal by th
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- 163 -The criteria here are relati
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- 165 -significant gaps, such that
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- 167 -We have used scores of low,
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- 169 -o Also, some level operating
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- 171 -Preference should be given t
Page 198 and 199: - 173 -If this sort of advice is to
Page 200 and 201: - 175 -some suggestions that the da
Page 202 and 203: - 177 -only be given in destination
Page 204 and 205: Section 10Other Product Development
Page 206 and 207: - 180 -As part of the shoulder and
Page 208 and 209: - 182 -flexibility in this regard.
Page 210 and 211: - 184 -from this process has been s
Page 212 and 213: Section 11Strategies for Market Rea
Page 214 and 215: - 187 -o Brochure and other marketi
Page 216 and 217: - 189 -considered in the mystery sh
Page 218 and 219: - 191 -them of the career opportuni
Page 220 and 221: - 192 -Section 12LabradorOverviewLa
Page 222 and 223: - 194 -Tourism Business Support Fun
Page 224 and 225: - 196 -" Principles and policies fo
Page 226 and 227: - 198 -Changes Since Completion of
Page 228 and 229: - 200 -are currently looking at the
Page 230 and 231: - 202 -development of the Labrador
Page 232 and 233: - 204 -" Identify Business and Prod
Page 234 and 235: - 206 -" Some have been long-held f
Page 236 and 237: Section 13ImplementationTHE ECONOMI
Page 238 and 239: - 209 -barrel for government handou
Page 240 and 241: - 211 -In the second case, the appr
Page 242 and 243: - 213 -General ConclusionsOther con
Page 244 and 245: - 215 -o Econo-museum/learning prog
Page 246 and 247: - 217 -across the province - museum
Page 250 and 251: - 221 -Exhibit 11Functions of the A
Page 252 and 253: - 223 -The challenge here is the ne
Page 254 and 255: - 225 -The first iteration of the a
Page 256 and 257: - 227 -other organizations the team
Page 258 and 259: - 229 -Given the kind of budget req
Page 260 and 261: - 231 -FundingWe recommend that the
Page 262 and 263: - 233 -Linkage with the Tourism Mar
Page 264 and 265: - 235 -Hospitality Newfoundland and
Page 266 and 267: PART IIOpportunities for Product De
Page 268 and 269: - 237 -Section 14Avalon RegionOverv
Page 270 and 271: - 239 -Exhibit 13Avalon Region - Oc
Page 272: - 241 -Destination AreasThe discuss
Page 275 and 276: - 244 -believes that there is an op
Page 277 and 278: - 246 -of those interview indicated
Page 279 and 280: - 248 -Opportunities and NeedsPoten
Page 281 and 282: - 250 -Opportunities and NeedsWith
Page 283 and 284: - 252 -Zone 17:Mariner (Baccalieu T
Page 285 and 286: Section 15Eastern RegionTHE ECONOMI
Page 287 and 288: - 255 -EASTERN REGIONNumber Number
Page 290 and 291: - 258 -Trinity Bight (Trinity/Port
Page 292 and 293: - 260 -Accommodation Supply, Demand
Page 294 and 295: - 262 -Opportunities and NeedsThe p
Page 296 and 297: - 264 -° The fall season of Rising
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- 265 -Section 16Central RegionOver
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- 267 -perform better than the lowe
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- 270 -Suggested Tourism Developmen
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- 272 -primarily of the hotel/motel
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- 274 -but demand outside this peri
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- 276 -Demand° Overall occupancies
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- 278 -100%90%80%70%60%50%40%30%20%
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- 280 -100%90%80%70%60%50%40%30%20%
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- 281 -Section 17Western RegionOver
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- 283 -Destination AreasThe discuss
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- 286 -° Raleigh - consider propos
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- 288 -Codroy Valley/Southwest Coas
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Demand- 290 -ZONE 6 - NordicNumber
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- 292 -ooGMNP, this is a significan
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- 294 -Demandoo100%90%80%70%60%50%4
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- 296 -oThere may be some future op
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Section 18Labrador Accommodation As
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- 299 -Supply of Accommodations in
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- 301 -100%90%80%70%60%50%40%30%20%
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- 303 -Zone 5: Labrador StraitsSupp
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- 305 -As with Zone 4, activity in
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Qualmark - New Zealand's official q
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- i -Appendix IIOther Tourism Proje
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- iii -Change and Fogo Islands - Th
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Appendix IIIMap of Regional Economi
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- 1 -Appendix IVGlossary of TermsAC
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- 3 -Geographic Markets: Market seg
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- 5 -Regional DMO: Regional destina
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Newfoundland and Labrador Product Development Strategy

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