Newfoundland and Labrador Product Development Strategy

- 226 -for theirs by contracting outside professionals, along with access to budgets to partner with theprivate sector.) While the Newfoundland and Labrador experience is understandable given thebudget realities in government in the province in recent years, it is simply a fact that, withoutbudget and people to do the work, you can’t accomplish much of anything. (And with only alittle budget and only a little bit of people-power you can only do a little bit.)We recommend that the concept be re-established, but this time with both budgets andprofessionals having the relevant skills be contracted to work with the teams. We suggest this bedone under a 3 year revolving agreement among HNL, ACOA and DTCR and administeredthrough the proposed tourism agency.We suggest that sector groups that represent products that are an important priority in thestrategy and that choose to work together on market readiness, packaging and marketing besupported. We foresee up to perhaps six such teams, as follows:1. Demand influencing accommodations – resorts, character inns, etc.2. Cultural/heritage/natural attractions programming – heritage, arts and crafts,performing/visual arts, entertainment3. Major events – festivals, theatre, music, sports4. Outdoor adventure (already in place), bundled with ‘destination trails’5. Winter products6. Hunt and Fish (already in place)Each of the teams would work essentially as ‘boards of directors’ on the following kinds ofinitiatives:o Instigating market readiness enhancement projects to benefit their sector, from HNL,GMIST and otherso Develop standards for their sector for the province-wide quality assurance systemproposed in this report and advise on the delivery of the system within their sectoro Contracting the services of one or more in-province tour operators to work with theirsector on packaging, package marketing and delivery, and travel trade marketdevelopmento Liaising with the provincial Tourism Marketing Council and DTCR on developingparticipation in provincial marketing partnerships and co-opso Partnered marketing within their sector – lure section in the travel guide, website, lurepieceIndustry partners on the teams would be limited to those having a product meeting the standardsdesired and willing to invest and participate themselves in alliance projects. These would bepreconditions for participation. Non-industry partners would be limited to those providingfunding and/or significant in-kind support.Funding support would have to be provided to each team for a shared coordinator, plus budgetfor both administration and contracting tour operator services, and also funding to partner withTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study