Newfoundland and Labrador Product Development Strategy

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- 70 -The tourism industry in Newfoundland and Labrador and the provincial government haveexpressed concerns about the fact that the product development efforts of Tourism Atlanticare undertaken largely in isolation and do not necessarily reflect provincial strategic priorities.Whereas the tourism industry associations and the provinces are at the table when it comes tomarketing (see below), there is not a similar involvement on the product development issues.ACOA, through Tourism Atlantic, also supports the Atlantic Canada Tourism Partnership(ACTP) a partnership/collaboration of the four Atlantic provinces and the tourism industryassociations for partnered marketing programs in external markets.Human Resources & Skills Development (HRSD)HRSD (formerly HRDC) is mandated to assist individuals increase their employment skillsand communities by building economic and labour market capacity. Their programs includethose targeted at Community development (towards expansion of employment base), Youthemployment (wage subsidies and business loans) and Local Labour Market Partnerships(labour costs and sharing of capital costs).CommentsHRSD (and its predecessor HRDC) has been very supportive of a number of initiatives in thisprovince that have helped to build tourism success stories.In many cases, however, the Department’s programs have not been that helpful to theindustry. The criteria for HRSD monies, particularly with respect to the staff that can be hiredusing these funds have been problematic. In many cases, the overriding criteria is that thefunding is only available to hire people that are on, or eligible for, Employment Insurance, orthat meet a number of other criteria having to do with labour force entry or re-entry. Havingthe appropriate skills for the position that is available has not been an important criterion.Also, the funding is only available for a limited period of time. The result has been achallenge in getting qualified people under the HRSD programs, a challenge compounded bythe lack of resources for training and the short term of the funding meaning that operators arereluctant to commit resources to training when staff are going to be leaving in a short time.The people leave (because the funding program expires) just as they start to learn the job andtheir efforts start to bear fruit. These problems are of particular concern for positions thatrequire expertise and skill, such as for the local and regional tourism associations. The netresult has been in some cases, more harm than good and has resulted in a loss of industryconfidence and involvement in these associations.Canadian Tourism CommissionThe Commission has two thrusts that are important in terms of tourism product development.The Product Development Unit has sponsored a number of initiatives such as a productdevelopment strategy for cuisine tourism, a focus on winter product development andpackages.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
- 71 -The Product Club program was initiated in 1996 with objectives including to increase therange and quality of tourism products in Canada and to encourage partnerships. Severalnational and regional product clubs have been formed, focused on product areas such as spasand outdoor tourism products. The economuseum club includes the two economuseums inthis province; they are currently receiving mentoring services as part of a market readinessprogram. A possible future example is the World Heritage Sites Product Club – there are 13in Canada; 2 of them in Newfoundland and Labrador.The CTC also has a series of national sectoral support committees, such as the OutdoorAdventure and Culture and Heritage committees that are expanding their influence inassisting with the development of individual products and alliances.Aboriginal Business Canada (ABC) and Aboriginal Tourism Team Canada (ATTC)The mandate of ABC, a Division of Industry Canada, and ATTC is to support aboriginalbusiness development and tourism development across Canada. Assistance has been providedin business financing to a number of aboriginal tourism initiatives in this province. Part ofATTC’s mandate is to support Aboriginal Regional Tourism Development Associations in thecountry. To date, there is no such regional organization in this province.OtherJoint Ventures and ProgramsThe Gros Morne Institute for Sustainable Tourism (GMIST) is being established through ajoint venture; HNL the co-ordinating partner, CTC, Tourism Atlantic, ACOA and ParksCanada. The institute will be an Atlantic Canada centre of excellence for sustainable, naturebasedtourism. Its mandate will include the delivery of professional development programsfor tourism operators and natural resource attraction agencies.Federal/Provincial Agreements such as the Comprehensive Economic DevelopmentAgreement, have traditionally played an important role in this province in support of tourismdevelopment, heritage preservation and growth of cultural industries. The joint agreementformat has recently been discontinued.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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Page 14 and 15:
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
Page 38 and 39: - 20 -Market perspectives on Newfou
Page 40 and 41: - 22 -o Transportation to and from
Page 42 and 43: - 24 -Exhibit 1Satisfaction Levels
Page 44 and 45: - 26 -RoofedAccommodationsSupply of
Page 46 and 47: - 28 -Nova Scotia and Prince Edward
Page 48 and 49: - 30 -Hotel/Motel Occupancy by Star
Page 50 and 51: - 32 -o There are examples of rooms
Page 52 and 53: - 34 -pricing, rate structures, dis
Page 54 and 55: - 36 -A few participants reported s
Page 56 and 57: - 38 -Exhibit 2Extent to which Acco
Page 58 and 59: - 40 -Clearly the vast majority of
Page 60 and 61: - 42 -o Growing use of upscale B&Bs
Page 62 and 63: - 44 -o Not enough 4 star plus prop
Page 64 and 65: - 46 -As illustrated in thegraph, t
Page 66 and 67: - 48 -campsite. The rate for sites
Page 68 and 69: - 50 -o There appears to be an incr
Page 70 and 71: - 52 -A niche market within the rec
Page 72 and 73: - 54 -Argentia facility closes at t
Page 74 and 75: - 56 -expressed views concerned sig
Page 76 and 77: - 58 -The Department of Tourism, Cu
Page 78 and 79: - 60 -the province was about 48% hi
Page 80 and 81: - 62 -A related issue is recreation
Page 82 and 83: - 64 -HNL also offers a wide range
Page 84 and 85: - 66 -" Its core programs include:-
Page 86 and 87: - 68 -Federal Government ProgramsAt
Page 90 and 91: Section 4Product Development Initia
Page 92 and 93: - 73 -Key Issues/Opportunities/Chal
Page 94 and 95: - 75 -Key Issues/ Opportunities/ Ch
Page 96 and 97: - 77 -o Product Committee scans cur
Page 98 and 99: - 79 -o Development of mutual respe
Page 100 and 101: - 81 -The province has recently int
Page 102 and 103: - 83 -One of the signature areas id
Page 104 and 105: - 85 -o Ontario’s Product Allianc
Page 106 and 107: Section 5Overall Strategic Approach
Page 108 and 109: - 88-This is not to suggest that we
Page 110 and 111: - 90-Newfoundland’s major tourist
Page 112 and 113: - 92-Federal government:o National
Page 114 and 115: - 94-The approach focuses on buildi
Page 116 and 117: - 96-on its investment. The $300 mi
Page 118 and 119: Section 6Strengthening and Building
Page 120 and 121: - 99 -Demand Influencers - Natural
Page 122 and 123: Exhibit 4Evaluation of Attractions,
Page 124 and 125: - 103-Top Priority Influencers (10
Page 126 and 127: - 105-Exhibit 5Rating of Potential
Page 128 and 129: - 107-Based on this evaluation, act
Page 130 and 131: - 109-o Staging a spring or fall ev
Page 132 and 133: - 111-1. Develop pricing ‘tools
Page 134 and 135: - 113-Cultural and Heritage Attract
Page 136 and 137: - 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
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- 187 -o Brochure and other marketi
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- 189 -considered in the mystery sh
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- 191 -them of the career opportuni
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- 192 -Section 12LabradorOverviewLa
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- 194 -Tourism Business Support Fun
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- 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
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- 204 -" Identify Business and Prod
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- 206 -" Some have been long-held f
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Section 13ImplementationTHE ECONOMI
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- 209 -barrel for government handou
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- 211 -In the second case, the appr
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- 213 -General ConclusionsOther con
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- 215 -o Econo-museum/learning prog
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- 217 -across the province - museum
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- 219 -Newfoundland and Labrador To
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- 221 -Exhibit 11Functions of the A
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- 223 -The challenge here is the ne
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- 225 -The first iteration of the a
Page 256 and 257:
- 227 -other organizations the team
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- 229 -Given the kind of budget req
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- 231 -FundingWe recommend that the
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- 233 -Linkage with the Tourism Mar
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- 235 -Hospitality Newfoundland and
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PART IIOpportunities for Product De
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- 237 -Section 14Avalon RegionOverv
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- 239 -Exhibit 13Avalon Region - Oc
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- 241 -Destination AreasThe discuss
Page 275 and 276:
- 244 -believes that there is an op
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- 246 -of those interview indicated
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- 248 -Opportunities and NeedsPoten
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- 250 -Opportunities and NeedsWith
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- 252 -Zone 17:Mariner (Baccalieu T
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Section 15Eastern RegionTHE ECONOMI
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- 255 -EASTERN REGIONNumber Number
Page 290 and 291:
- 258 -Trinity Bight (Trinity/Port
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- 260 -Accommodation Supply, Demand
Page 294 and 295:
- 262 -Opportunities and NeedsThe p
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- 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%
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
Page 326 and 327:
- 292 -ooGMNP, this is a significan
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- 294 -Demandoo100%90%80%70%60%50%4
Page 330 and 331:
- 296 -oThere may be some future op
Page 332 and 333:
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
Page 341 and 342:
- 305 -As with Zone 4, activity in
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Qualmark - New Zealand's official q
Page 345 and 346:
Page 347 and 348:
Page 349 and 350:
Page 351 and 352:
- 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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