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Outline

Outline. Update on Vision 2020 Current Priorities Progress to date How are we doing? Next steps. Vision 2020. Uncommon Potential: A Vision for Newfoundland and Labrador launched Feb 2009 Framework to guide tourism industry through to 2020

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Outline

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Presentation Transcript

  1. Outline • Update on Vision 2020 • Current Priorities • Progress to date • How are we doing? • Next steps

  2. Vision 2020 • Uncommon Potential: A Vision for Newfoundland and Labrador launched Feb 2009 • Framework to guide tourism industry through to 2020 • Vision 2020 Target - Double annual tourism revenues by 2020 ($1.6B)

  3. Strategic Directions • Private Public Leadership • Sustainable Transportation Network • Market Intelligence and Research Strategy • Product Development and Innovation • Tourism Technology • Marketing our Brand • Developing our Workforce

  4. Immediate Priorities • Private Public Leadership • Define and communicate stakeholder roles and ensure support is provided for these roles • DMO Alignment • Product Development • Quality Assurance and Market Readiness • Multi Season Destination • Sustainability of Anchor Attractions

  5. Private Public Leadership • Continued focus on organization of industry and support for DMO alignment process • Destination Marketing Organizations have evolved into Destination Management Organizations • Dept. Tourism, Culture and Recreation leading alignment process • Eastern DMO established

  6. DMO Alignment • DMOs will be private-sector led, customer focused, partnership-based, regional, incorporated not-for-profit entities with a mandate to partner on marketing, product development and market readiness for their regions.

  7. Roles and Responsibilities • Provide market readiness and product development advice and assistance • Partner with DTCR marketing initiatives and facilitate marketing activities in the region that will help push the path to purchase • Coordinate and communicate with tourism stakeholders in the region on Tourism Board strategic directions

  8. Product Development • Quality Assurance/Market Readiness • Need to support organizations to raise market readiness and quality standards (private, public and non-profit) • Market Readiness Pilot (Jan 2012 – 2013) • Tourism Assurance Plan • Twillingate Destination Development Plan • Revision of Tourist Establishment Act

  9. Communications • Revised communications strategy • More stakeholder engagement • 3-yr Implementation Plan • Quarterly newsletter • Tourism Support for You Road show (INTRD, HNL, TCR) • www.uncommonpotential.com

  10. Transportation • Air Access • Marine Services • Working group established on Transportation • Signage (TODS) • Trans-Labrador Highway • Working group established and working on a scoping document

  11. Workforce • 5-Year Strategic Enhancement Workforce Plan • Skills & Knowledge Development • Marketing, Communications and Engagement • Industry & Business Development • Tourism Industry Workforce Development Strategy

  12. Research • Vision 2020 Evaluation Framework • Exit survey • Resident survey • Labrador survey • Visitor Information Services survey

  13. Required Spending Growth 2007 versus 2010 • Based on 55% / 45% resident / non-resident shares of spending • Actual shares 2010: 53% / 47% Revenue Goal – Are We On Target? • Projected 2010 revenue at $926.7M • Actual 2010 revenue approximately 5% below the target • With $40M (or 8%), resident spending more significantly below target than non-resident spending

  14. Next steps • Implementation and Action plan • Product Development • Increased communications • www.uncommonpotential.com

  15. Required Spending Growth 2007 versus 2010 Revenue Goal – Are We On Target?

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