Hamilton Halton Brant Regional Tourism Association (RTO 3) Regional Tourism Strategy Update EXECUTIVE SUMMARY

Transcription

1 Hamilton Halton Brant Regional Tourism Association (RTO 3) Regional Tourism Strategy Update EXECUTIVE SUMMARY November 2014

2 , 2014 Contents 1 EXECUTIVE SUMMARY TOURISM STRATEGY REPORT CARD TOURISM STRATEGY ACTION PLAN Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

3 1 Executive Summary RTO 3 has now been operational for two years. During that time it has matured as an organization, it has put in place governance procedures and appointed a Board of Directors. The focus of the organization has been on destination development and experiential product development. As the Strategy has reached the end of its three year timespan, it is time to revisit it and create a new version to be in place for the next three years, Discovering Ontario A Report on the Future of Tourism was a landmark review of Ontario s tourism industry in The findings in the report recommended the establishment of thirteen regional tourism organizations (RTO s) throughout Ontario to work with tourism partners with the aim of enhancing and growing each region s tourism products and marketing activities. Each RTO was to be an independent, not-for-profit organization that partnered heavily with local tourism industry stakeholders. The Hamilton Halton Brant Regional Tourism Association (HHBRTA) was created as part of these changes in The HHBRTA is responsible for supporting tourism operations in Ontario s Region 3 (RTO 3), providing tourism support services for the Regional Municipality of Halton (including the City of Burlington, the Towns of Halton Hills, Milton, and Oakville), the Cities of Brantford and Hamilton, the County of Brant, the Six Nations of the Grand River Territory, and the Mississauga s of the New Credit First Nation. The long term vision of the RTO 3 is for the tourism sector to be a significant economic driver for the region by HHBRTA has also identified the following three goals to measure progress towards achieving its 2020 vision for RTO 3: Increase the proportion of overnight visitors to the region Increase the number of same day visitors Increase the yield per visitor In 2011, the HHBRTA commissioned the creation of a three year tourism strategy that would provide direction for the RTO 3 region to evolve its tourism destination initiatives from Overall, the three year strategy aimed to: Provide further direction for the region and identify priorities for future product development; Market and attract investment on a pan-regional level; Position the region well for the future in a way that complimented the existing activities of partners in the region (avoiding duplication). 3 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

4 During the strategy s three year lifespan, RTO 3 has become established as an organization and achieved success in visitor experience brand and product development. The direction of the original strategy and the long term vision and goals of the organization still hold true. However, it is now time to revise that strategy to take into account the most recent needs of the industry and changes in the tourism sector in Ontario as well as building on experience gained by the RTO 3. The consulting firm, Millier Dickinson Blais was contracted to conduct this review. The Strategy review process has concentrated on understanding what has been achieved to date and developing action to build on that success. It also takes into account changes within the tourism industry in Ontario. The most important component of the process, however, has been engaging with a wide range of industry stakeholders. This engagement has been conducted through interviews, consultations, and an online survey aimed specifically at the accommodation sector. Four consultations sessions were held: in the Brant, Halton, and Hamilton regions, as well as on the Six Nations reserve. Stakeholders helped inform progress on the original RTO 3 strategy and identified new directions and opportunities to include in the revised regional tourism strategy. A number of important themes emerged from the industry research and analysis of tourism trends in the region, the province and nationally across Canada. The most important of these themes are: The majority of visitors to the RTO 3 region are from Ontario (94%) and in particular from Toronto. This market should remain a geographical focus for marketing activities. Most of the visits are to the Halton and Hamilton region and not the Brant region. As the Six Nations reservation is located in Brant and there are opportunities to work with them to assist in the development of their tourism experience, this may result in an increase in Brant s visitor numbers as well as the development of Six Nations tourism products. Per person spending in RTO 3 region is below the provincial average for overnight and same day visitors. This affects the economic impact of the sector on the local economy. The development of experience based overnight packages will include more opportunities for local spending. The growth of a regional visitor experience brand awareness is reflected in the visitor familiarity figures for the RTO 3 region. For U.S. visitors the region remains in the top 5 and for Canadian visitors it has gone from 9 th to 6 th position in the last year. There are misconceptions about the HHBRTA s role with small operators and their relationship with DMOs. A communications plan would help to educate and clarify the mandate of the RTO 3 and its strategic direction. A number of new markets have been identified through the research and consultation process and their exploration, through pilot projects, should be part of the revised strategy action plan. 4 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

5 Performance metrics remain important not just in reporting back to the province but also to communicate to partners and industry stakeholders. The engagement of the accommodation sector would also enable this reporting to be more complete for the region. The strategic directions of the revised strategy will not change significantly, although the suggested new action plan reflects the input from stakeholders and industry partners; changes in the tourism industry as well as building on the successes achieved to date by RTO 3 as a result of implementing the original strategy. The suggested new action plan is organized, as in the original strategy, within the original four pillars of the Discovering Ontario A Report of the Future of Tourism. 5 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

6 2 Tourism Strategy Report Card Work Collaboratively Building industry capacity to deliver economic growth by: Improving organizational governance and administration; Increasing strategic alignment through quality industry communications; Delivering, analyzing, and utilizing relevant industry data & research; Focusing on communications efforts to increase awareness and recognition. Collect Tourism Indicators Across All Sectors Take the Lead Role for Building Awareness and Recognition of Tourism as Economic Driver at Regional Level Enhance Market Intelligence Across the Region All RTO s have a set number of indicators established by the province, so the data is available but only internally. Would like to set up a process but would need to have the accommodation sector onboard. Not able to complete due to lack of resources. Achieving through corporate communication role. Engaged in awareness initiatives making presentations to DMO s and industry events. A stakeholder report was developed that outlines what the RTO has been doing for and with industry stakeholders, to build business and increase tourism receipts to the region. Developed a corporate communications process and tool, through the website, best practices and e-blasts. 6 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

7 Set Standards for Success Planning for success by: Taking a more strategic approach to labour market development; Delivering superior customer service through setting minimum quality standards Develop the Tourism Workforce by Facilitating Access to Existing Training and Development Opportunities It was identified through an evaluation survey that training was the big need and so this has been the focus. Organized trainings on customer service, e-marketing, and marketing and product development. Outside facilitators and experts brought in to lead sessions. In , developed and conducted 16 complimentary half-day workshops focused on customer service, marketing, tourism packaging, social media e-marketing and Celebrate Ontario funding. Engaged 216 tourism and industry partners through these workshops. Prepare RTO 3 s Tourism Sector for Ontario s Diverse and Aging Population Organized a workshop to talk about diversity and how the RTO can leverage marketing to that audience. Have not focused on aging population as this is not an industry direction. Industry focus on diversity which should be captured in the revised strategy. 7 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

8 Invest Wisely Create an Environment that Fosters New Investment RTO has no budget to promote the region to attract new investment so does not actively pursue opportunities. If approached, will assist a municipality. Encourage EDOs to include tourism investment in their strategies and work together to promote the region. Would like this to be the direction moving forward. In progress Provide the Tourism Voice at Regional Planning Discussions Economic development is on the agenda. RTO supports product development initiatives that are good for the region In progress Maximizing our investment potential by: Focusing efforts on product development and innovation; Creating an environment to encourage new investment attraction and retention; Taking advantage of festivals and events to create the travel now message Champion Transportation Linkages to Other RTO Regions Maintain Database of Regional Demand Generators Focus First on Developing and Selling New Overnight Experiences Targeting the Leisure Traveller Provincial effort to review the TOD s signage in Ontario involves the RTOs. Encouraging investments in infrastructure but these are municipally driven. RTO wouldn t initiate it themselves. RTO focuses on the high level, and assists regional partners as needed. Corporate communications has established database and continues to market it. Completed and ongoing Develop Regional Itineraries by Means of Travel and by Travel Interest Facilitate the Development of Two New Regional Events at Need Times of Year This was not started because of lack of resources and duplication with others e.g. Sporting event would need a lead, bid developer etc. Some DMOs are involved already in Sport Tourism. Each area has facilities and areas to host sports tourism e.g. soccer. Not started 8 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

9 Is it a priority for the industry to do this? An inventory of events would need to be done to identify gaps. This would need a dedicated resource person (research to incubation to implementation probably need 2 years before see a ROI). RTO would help. Region doesn t have a value proposition to look at this (why would a big event come to the region?) Possibilities are to develop a soccer event in Hamilton and a cycling event at the velodrome in Milton. The milestone events are The War of 1812 and the Pan Am Games. Nurture Legacies from Milestone Events PanAm Games 2015 has helped to develop panregional collaboration and partnerships e.g. Hamilton and Milton to talk about how to leverage Pan Am events as a legacy, and how to build on it. Put together a tourism strategy, for the Pan Am Games with the RTO as the chief facilitator. RTO developing a visitor hub that will operate off the RTO leisure site to help market the Games. First time doing something industry wide, bringing everyone together, not separated by region. Have people working together that haven t before. Conducted a pan-regional industry symposium for War of 1812 Bicentennial. Tools and templates set up. Using for Pan Am as well, so makes it consistent. Route 1812 mobile app was created as a legacy to be used to promote War 1812 heritage experiences to encourage ongoing visitation of this to cultural tourists to the region. Canadian Open, last year, developed a signature golf VIP experience. Next event to come is Canada s Sesquicentennial in Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

10 Reach Out Market Strategically, using Bold and Innovative Tactics Principally doing non-traditional marketing, targeted to niche audiences, less print. Completed and ongoing This is achieved through itinerary development (i.e. outdoor activity clustered under a strong outdoor brand and Red, White and Blue clustering heritage.) Not doing the same marketing that the DMO s are doing, leveraging what is being done. Re-thinking out approach to reaching consumers by: Creating greater alignment with local, municipal, and federal efforts Focusing efforts on best bet markets and selling unique products Recognizing and utilizing the new and innovative ways to reach consumers Cluster Existing Experiences in New Combinations to Create New Appeal and Demand Customize Tools and Tactics by Market Segment Adopt Best Practices for an Enriched and Dynamic Web Presence Numerous DMO s have asked the RTO to do a regional visitor guide, but that is a duplication of the DMO s work. Therefore, RTO3 would not do. Regional industry is under -developed in creating offers although it is a visitor demand and trip motivates them to visit. RTO3 leisure website is experience based with focus to have ongoing offers for visitors to lure visitors to the region. RTO3 is considering some future industry training to help industry generate more offers to maximize opportunities to increase visitors to the region. Have developed a dynamic web presence which evolved from a minimal site. It is now focused on experiences and getting the visitor to go through the site. Metrics in place. Completed and ongoing Completed and ongoing Use Compelling Time-Sensitive Offers for Near Markets Need more industry to be engaged to develop offers to help increase visitor expenditure in the region. and a priority Facilitate Efforts to Pursue Meetings and Conferences Beyond the Capacity of Single Centres This would be considered duplication so have not allocated resources. No one has approached RTO 3 for help pursuing conventions. Not started 10 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

11 Extend Reach of The Heart of Ontario Brand Adopt a Regional Focus in Provincial and National Initiatives Partners and DMO s have a link to RTO site. Invite them to contribute content for RTO 3 originated e- blasts. Also links to the OTMPC site. Responsible for uploading regional content to OTMPC site. Leverage with OTMPC to what CTC might be doing nationally. Share relevant information through corporate e-blast. Members of TMAC and TIAO. No national memberships. RTO 3 does pay attention to what happens on the heritage sector nationally, because there is funding opportunities that arise that could support RTO 3 cultural product development priorities. Completed and ongoing. Completed and ongoing Actively Link the Commercial Sector to Leisure Opportunities This is done through corporate site. Completed and ongoing Continuously Enhance Way- Finding Provide Travellers with a Suite of Exceptional Visitor Information Services and Tools Facilitate On-Line Booking in the Region Provincial TODS is ongoing (created a survey RTOs part of a steering group who are now analyzing the results and charting next steps). Leisure site is the main tool. There are a few visitor centres in the region, make sure they are part of the RTO 3 collateral distribution and receive corporate and consumer e-blasts. Unless get direction from the industry that this is important, not a priority for the RTO Offers section of RTO site was designed to help determine the viability and interest. Part of the assessment of how to proceed. Hotels are not willing to put aside rooms at this time. If this becomes a priority, resources would have to be re-allocated. Marketing budget to support online marketing would need to be significant.. There will also be a cost involved in becoming TICO compliant. There would need to be a full assessment of TICO compliance. Need to investigate definition of booking engine. Getting industry buy-in and increasing the regional marketing budget present challenges. Completed and ongoing Not started 11 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

12 3 Tourism Strategy Action Plan The priorities will be identified in the organization s yearly Business Plan which is developed as a requirement to secure provincial funding and will be annually approved by HHBRTA Board of Directors. The Action Plan that follows is suggested for consideration to help with the organization s determination of priorities for the Business Planning process. 12 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

13 A. Work Collaboratively Goals Objectives Action Items A1. Develop a strategy to engage the accommodation sector to ensure all regional indicators recorded. Building industry capacity to deliver economic growth by: Improving organizational governance and administration; Increasing strategic alignment through quality industry communications; Delivering, analyzing, and utilizing relevant industry data & research; Focusing on communications efforts to increase awareness and recognition. Collect Tourism Indicators Across All Sectors Take the Lead Role for Building Awareness and Recognition of Tourism as Economic Driver at Regional Level A2. Report performance metrics to industry partners on a regular basis. A3. Facilitate the collection and dissemination of regional tourism data to partners. A4. Identify the resources that the RTO 3 would need to complete A1-A3. A4. Develop a communications plan to clarify the role of the RTO and its relationship with DMOs to stakeholders and industry partners. A5. Report on industry performance at a regional level to raise the profile of the industry. 13 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

14 Enhance Market Intelligence Across the Region A6. Investigate buying tourism data on behalf of the region and making it available to partners. Determine the use of the data by partners before buying and understand the resources needed by RTO3 to complete. 14 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

15 B. Set Standards for Success Planning for success by: Goals Objectives Action Items Taking a more strategic approach to labour market development; Delivering superior customer service through setting minimum quality standards Develop the Tourism Workforce by Facilitating Access to Existing Training and Development Opportunities Prepare RTO 3 s Tourism Sector for Ontario s Diverse and Aging Population B1. Organize training for frontline accommodation staff as identified in consultation sessions. B2. Continue to look for and identify future training needs. Work with the labour boards and workforce development groups to advance the tourism sector as a career opportunity. B3. Organize workshops on new emerging markets at the local level e.g. new Canadians. 15 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

16 C. Invest Wisely Goals Objectives Action Items C1. Continue to work in collaboration with EDOs and the province to attract tourism investment and promote the region. Maximizing our investment potential by: Create an Environment that Fosters New Investment Provide the Tourism Voice at Regional Planning Discussions C2. Assist in identifying gaps in tourism infrastructure which would improve the region s tourism sector and create linkages to connect partners. Support work of the EDOs in a reactive capacity. C3. Continue to promote tourism interests within the region by being at the table when discussions take place about local tourism initiatives. Focusing efforts on product development and innovation; Creating an environment to encourage new investment attraction and retention; Taking advantage of festivals and events to create the travel now message Champion Linkages to Other RTO Regions Maintain Database of Regional Demand Generators C4. Identify projects where a cross-regional approach would be beneficial to enhance visitor experience. C5. Continue to maintain database of regional demand generators in order to understand regional capacity. Focus First on Developing and Selling New Overnight Experiences Targeting the Leisure Traveller C6. Identify partners e.g. accommodation sector, and new markets to explore, in developing overnight packages. Develop Regional Itineraries by Means of Travel and by Travel Interest C7. New markets identified during the consultations include: Agri-tourism; Culinary; Cycling; Live Music; Toronto residents without cars, ethnic population centres and new Canadian immigrants. 16 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

17 Facilitate the Development of Two New Regional Events at Need Times of Year C8. Remove from action plan due to lack of resources and potential duplication with other stakeholders. Nurture Legacies from Milestone Events C9. As a high priority plan for new milestone events e.g. Canada s 150 th Birthday, Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

18 D. Reach Out Goals Objectives Action Items D1. Develop strong regional value proposition to compete with other regions of Ontario for visitors. Market Strategically, using Bold and Innovative Tactics D2. Explore opportunities arising from the Pan Am games to attract international visitors. Provide Travellers with a Suite of Exceptional Visitor Information Services and Tools Cluster Existing Experiences In New Combinations To Create New Appeal and Demand Customize Tools and Tactics by Market Segment Adopt Best Practices for an Enriched and Dynamic Web Presence Use Compelling Time-Sensitive Offers for Near Markets Facilitate Efforts to Pursue Meetings and Conferences Beyond the Capacity of Single Centres Extend Reach of The Heart of Ontario Brand D3. Continue with non-traditional marketing and build on success so far. D4. Coordinate pilots projects to determine workability of developing packages around themes and bring regional assets together as one experience e.g. agri-tourism; industrial heritage. D5. Identify priority market segments and develop specific tools and strategies to address those markets. D6. Continue to develop the website and encourage visitors to use the site. D7. Identify industry partners to work with to develop offers. D8. Remove from action plan as there has been no industry demand and is potentially duplication with partners. D9. Develop communications plan within regional industry to ensure all partners are aware of the brand and monitor the potential. 18 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report

19 Adopt a Regional Focus in Provincial and National Initiatives Actively Link the Commercial Sector to Leisure Opportunities D10. Continue to promote regional focus at provincial and federal level. D11. Participate in provincial strategy consultation process through TIAO. D12. Facilitate the development of regional deals and discounts. Continuously Enhance Way- Finding Provide Travellers with a Suite of Exceptional Visitor Information Services and Tools Facilitate On-Line Booking in the Region D13. Continue work as part of the provincial steering group. D14. Collaborate with DMOs and other industry partners to ensure maximum distribution of regional information, continually update distribution lists. D15. Develop new information for new products on an ongoing basis. D16. The development of a booking engine or online reservations system was brought up throughout the consultation process. The feasibility of the RTO developing this engine should be investigated taking into account an assessment of TICO compliance and a definition of booking engine. The support that could be received from the industry should also be confirmed, in order to make a final decision. 19 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Summary Report