Newfoundland and Labrador Product Development Strategy

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- 221 -Exhibit 11Functions of the AgencyProgram Area Agency Activities Eligible Projects/ProgramsTourism BusinessVentures ProgramJoint Ventures with ACOA andothers for:Planning assistanceFacilitation/ Deal- brokeringCustomized funding &incentivesMentoringDevelopment of Demand Influencers:Multi-season, demand generating/influencingaccommodationsAttractionsActivity operatorsDestination trailsNewfoundland Experiences ProgramAirlift consolidatorOther strategic projectsNatural/CulturalHeritage TourismProgramsRegional DMOsStrategic SectorAlliancesProvincial TourismAssetsJoint Ventures with ACOA andothers for:Planning assistanceSupport for programming,interpretation, guidingOperational funding assistanceMentoringPartnership with ACOA andothers for:Coordinate funding(Their plans to be approved bythe Tourism Marketing Council)Partnership with ACOA andothers for:Coordinate funding (Their plansto be approved by the TourismMarketing Council)Manage and operateProgrammingMarketingDestination Area Development:Destination area tourism infrastructure – visitorinformation, signage, etc.Community/destination areas strategic planningSupport for HNL management developmentprograms that are key to the strategySupport for the proposed Quality AssuranceCouncilMuseums, econo-museumsInterpretive facilitiesProfessional theatre/ entertainmentCommunity theatre/ entertainmentFestivals and eventsTourism-based learning programsMarket readiness initiativesPackage development with tour operatorsMarketing toolsMarketingMarket readiness initiativesPackage development with tour operatorsMarketing toolsMarketingProvincial visitor information centresProvincial historic sitesProvincial parksInterpretive facilities at Provincial ecologicalreservesTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
- 222 -The agency would enter into a memorandum of understanding (MOU) with ACOA and HNL toprovide for co-ordinated efforts where appropriate. (This was recently done in PEI, where theProvince, ACOA and TIAPEI established a similar MOU.)The agency would be guided by a board of directors of senior people appointed by its sponsors –HNL, DTCR, DITRD and perhaps ACOA (unless they wanted to stay at arm’s length). Wesuggest two representatives from the Tourism Marketing Council should also be on the board.The Board would not be a ‘representative’ group of all the stakeholders in the province; rather itwould be made up of representatives appointed by its partner organizations. Ideally these wouldbe appropriately knowledgeable people able to provide strong leadership to the agency.The appropriate senior and other staff from DTCR’s Strategic Product Development Divisionwould be seconded to the agency, as would a few development professionals from DITRD. TheDTCR people can bring the tourism, market and strategy perspective, ITRD a business/ROIperspective.The agency would be given appropriate mandates for product development, along with thebudgets to go with them, transferred from the departments currently having those mandates.It would focus its proactive efforts on top-down development (market/opportunity/strategydriven),while DITRD would continue to focus on bottom-up (industry/community-driven)development initiatives. The agency would also assist qualified strategic projects brought to itfor assistance and support.The staff seconded to the agency need, in due course to be appropriately qualified with the rightskills for the job. The agency staff would need to be trained on entrepreneurial development,market opportunities, etc. to be able to play a leadership role in top-down development. DITRDpeople need to be trained on tourism and community tourism development.FundingThe agency would be funded by several sources, in fact, the rationale for such an organization, inaddition to its special-purpose, focused role, would be based in its ability to tap into bothtraditional and non-traditional sources of funding for a development agency. We suggest thefollowing mix of sources:o Secondments of staff from DTCR and DITRD, along with the budgets that go with them,plus offices and administrative supporto Annual government budgeted contributions, both financial and in-kind serviceso Negotiated joint project and program funding with other agencies, including ACOA. Infact, in the case of the Regional DMOs and sector alliances, their funding could beflowed from ACOA through the agency to those organizations under a suitablearrangement. The benefit of this is ensuring effective coordination.o Participation fees for its programs and services, where feasibleTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
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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
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- 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 248 and 249: - 219 -Newfoundland and Labrador To
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
Page 298 and 299: - 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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