Newfoundland and Labrador Product Development Strategy

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- 235 -Hospitality Newfoundland and LabradorHNL is the lead agency for professional development programs and quality assurance programs,and would continue to play these roles in the product development strategy, as well as facilitatingwith other program delivery agencies, such as GMIST, where appropriate.HNL would also undertake to establish the proposed Quality Assurance Council and support itsoperations, in collaboration with the new tourism development agency.The association would continue to provide administrative support to the product sector teamcoordinators.The association would also have a seat on the board of the provincial tourism agency.Department of Tourism, Culture and RecreationThe department would of course be a key partner in the provincial tourism development agencyand supply staff and other resources to it. It would essentially turn its Strategic ProductDevelopment Division function and budget over to the agency, along with the staff and budgetsfrom other program areas that are being moved into the agency.This would not include the division’s regulatory function, which should, in any case, be movedto some other agency. We recommend that the administration of the regulatory program becontracted out to the proposed new Quality Assurance Council, while the enforcementcomponent would be turned over to the Department of Government Services.Department of Innovation, Trade and Rural DevelopmentThis department would also be a key partner in the agency and also supply staff and otherresources to it. It would, however, continue to operate its regional offices and delivercommunity economic development services across the province. The difference would be that,for tourism projects, it would have a partner in advising on projects and in helping bring projectsforward for funding from ACOA and other agencies.It is hoped that the department would also use the tourism product development strategy as aframework for its community economic development efforts in tourism. In that way, strategytourism development and community economic development can begin to work in concert in amutually supportive fashion.Atlantic Canada Opportunities AgencyACOA would, in future, co-ordinate some of its activities with the Provincial tourismdevelopment agency, governed by an MOU. The features of the collaboration for differentprogram areas have been described throughout the report. The major areas where theorganizations would work collaboratively include:THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
- 236 -o Funding the strategic sector alliances and regional DMOso Proactively pursuing key strategic projects in the strategyo Administering funding programs designed to support natural/cultural heritage programs,the Quality Assurance Council and to assist destination area developmento Collaboratively assessing projects brought forward for consideration where the agency’scoordinators are involvedo ACOA would seek the opinion of the agency on other tourism related projects brought tothemTracking and Performance MeasurementA critical part of the implementation process will be the use of tracking and performancemeasurement for each program area. Only in this way will it be reasonable to expectgovernment and the other stakeholders to remain at the table and continue to support the variousinitiatives. It is beyond the scope of this assignment to identify all of the techniques that can andshould be used, but doing will be an important part of the implementation process.THE 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
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- 175 -some suggestions that the da
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- 177 -only be given in destination
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Section 10Other Product Development
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- 180 -As part of the shoulder and
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- 182 -flexibility in this regard.
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- 184 -from this process has been s
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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 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 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
Page 300: - 267 -perform better than the lowe
Page 303 and 304: - 270 -Suggested Tourism Developmen
Page 305 and 306: - 272 -primarily of the hotel/motel
Page 307 and 308: - 274 -but demand outside this peri
Page 309 and 310: - 276 -Demand° Overall occupancies
Page 311 and 312: - 278 -100%90%80%70%60%50%40%30%20%
Page 313 and 314: - 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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