The Time is Now 2010-2013 TOURISM STRATEGY 2010-2013 TOURISM STRATEGY www.gnb.ca/tourism www.tianb.com
We re at the start of an exciting new path. 2
2010-2013 TOURISM STRATEGY 3 TABLE OF CONTENTS The time is now: a bold approach to tourism Section 1: Plotting a new course developing a provincial tourism strategy Section 2: Stimulating industry growth the new provincial tourism strategy Section 3: Delivering success strategy execution and governance
4 Let s start walking together.
2010-2013 TOURISM STRATEGY 5 The time is now: a bold approach to tourism Our province is boldly looking to the future with new strategies and actions that will help New Brunswickers realize their maximum potential and achieve success. As a key contributor to the provincial economy, the tourism industry is focused on revitalizing itself to become an active participant in this province-wide movement while meeting the increasing demands of a changing global marketplace. This revitalization will flow from a Tourism Strategy that will establish and support a collaborative approach to tourism development, and outline a blueprint for the future of the industry in New Brunswick. This new strategy is a joint effort of the Department of Tourism and Parks and the Tourism Industry Association of New Brunswick, in consultation with industry stakeholders. The document outlines a consumer-driven, targeted approach exactly the kind of strategy required to affect change and achieve success. It is province-wide in its reach, and forward-thinking in its vision which will take us through to 2013.
SECTION 1 Plotting a new course Developing a Provincial Tourism Strategy 6
2010-2013 TOURISM STRATEGY 7 Understanding the tourism effect Tourism is an economic engine it is the largest industry in the world. In New Brunswick, spending by visitors is approaching a billion dollars. These expenditures represent 3 per cent1 of the provincial Gross Domestic Product (GDP), which is more than the primary industries of agriculture, forestry and fisheries combined. New Brunswick tourism s share of GDP also exceeds the Canadian tourism GDP contribution of 2 per cent. 2 Often overlooked is the contribution tourism revenues make to improving the quality of life for residents of New Brunswick. Whether it is supporting small business ventures, or funding services and destination assets, tourism is paramount to the social and economic wellbeing of this province. We re talking about: close to a billion dollars in spending by tourists; 23,000 full-time equivalent jobs; $110 million in provincial tax revenues; $18 million in municipal tax revenues. Supporting and enhancing the tourism industry in New Brunswick is an essential part of developing the local economy, particularly in rural areas. A clearly defined, forward-thinking strategy is required to ensure this development is calculated and coordinated. 1 NB Department of Tourism and Parks, Economic Impact of NB Tourism Expenditures. 2 Canadian Tourism Commission. Tourism is transformative and improves every part of the community it touches. Tourism in New Brunswick is still in its infancy relative to what it can be the future holds great promise as long as we work together to deliver a coordinated representation of the province s natural gifts. P Bill Vance, pointe-du-chêne Harbour Authority
ew forms of tourism are evolving... The way forward The tourism industry in New Brunswick is facing a challenging time. Volatile fuel costs and exchange rates, discriminating and demanding consumer expectations, and major discounting by travel companies have contributed to slower growth. And at the same time, new forms of tourism are evolving as new destinations enter the market and as consumers search for authentic, quality experiences. It is clear that the province must stay at the forefront of innovative practices and new technologies to weather the current industry instability in the short-term and to create a foundation for long-term growth. As a result, it s time to: Forge new directions in product development and marketing; create collaborative and innovative models for human-resource training; invest in tourism and technology infrastructure and provide supportive business incentives; Bring together all public and private stakeholders to ensure cohesion, effectiveness and efficiency in all tourism initiatives. Tourism is very important to me because I am a tourism operator who loves the business and tries very hard to make a living from it. It also brings new people and dollars into our communities and province, which is good for the economy. O Valerie O Donnell, o Donnell s Cottages and Expeditions 8
2010-2013 TOURISM STRATEGY 9 The collaborative planning process The provincial tourism strategy is based on a model of public-private sector participation that fosters input, discussion and consensus throughout the planning process to ensure the finished strategy crystallizes and represents a collective vision that accurately reflects industry best practices. Participants included representatives from: Tourism Industry Association of New Brunswick (TIANB) Atlantic Canada Opportunities Agency (ACOA) Accommodations and Campgrounds Sectors Airport Authorities Attractions Enterprise Networks Festivals & Events Municipalities Regional Tourism Associations Tour Operators Tourism Operators Officials from related Government of New Brunswick Departments As the first industry/government blueprint for the advancement of tourism in New Brunswick, this strategy is an important landmark for our industry and a launching point for exciting new development. AND WE must stay at the forefront
SECTION 2 Stimulating industry growth The New Provincial Tourism Strategy 10
2010-2013 TOURISM STRATEGY 11 A clear VISION New Brunswick will be a leading tourism destination in Canada offering world-class tourism experiences and, through sustainable tourism practices, will continue to be a valuable contributor to the economic, social and cultural fabric of the province.
Principles to live by Working from the vision, a set of guiding principles was established. 1. collaborative partnering with government and industry; 2. INNOVATIVE embracing innovative technology and risk-taking; 3. RESPONSIVE responding to changes in the global and national tourism marketplaces; 4. SUSTAINABLE building social and economic prosperity, and environmental and cultural conservation; 5. RESEARCH-DRIVEN decision-making based on research and best practices. Connecting communities, ease and access for travelers and authentic yet first-class facilities creating a fun, safe tourism experience will set the stage for visitors and promote pride in our people. Wanda Hughes, Go Fundy Events 12
2010-2013 TOURISM STRATEGY 13 Defining the end game Growing provincial tourism revenues is what this strategy is all about. To get there, we ve identified three goals that will contribute to a prosperous and growing tourism industry in New Brunswick. Goals: increased demand for New Brunswick travel experiences a supportive and sustainable business climate and modern infrastructure a professional, skilled and available tourism workforce In addition to the important and significant economic benefits the tourism sector provides, it also enriches the lives of residents and visitors by showcasing and celebrating the cultural diversity and natural wonders that colour the landscape of our great province. Cynthia Caron Festival Western de Saint-Quentin
SECTION 3 Delivering success Execution & Accountability 14
2010-2013 TOURISM STRATEGY 15 A new execution structure A New Brunswick Tourism Advisory Committee comprised of industry and government representatives will be established to play a leadership role in the implementation of this provincial strategy. Reporting to the Minister responsible for Tourism and the President of the Tourism Industry Association of New Brunswick, the responsibilities of this committee will be: 1. to provide oversight in support of the strategic goals; 2. to examine and identify indicators for success; 3. to report on progress and achievements; 4. to evaluate the effectiveness of the current regional tourism model and make recommendations that will efficiently coordinate initiatives and decision-making province-wide. Our clients are sophisticated consumers who are seeking travel opportunities that deliver new experiences, satisfy curiosities, and offer them opportunities to create their own unique stories and experiences. Eric Girard Club Wind & Kite
Shaping the foundation Working from the vision and provincial goals, the strategic direction for the plan was formed using three pillars that will serve as the foundation for a successful and viable tourism industry in New Brunswick. Strategic pillars 1. Customer attraction and engagement 2. Investment and infrastructure 3. Human resource development In a time of significant financial restraint, investments need to be targeted and coordinated to make the most of what we have and bring new growth to our industry. With the rise of the internet, we are in global competition for visitors and dollars. We need to modernize our infrastructure and facilities which will give us the greatest benefit and promote further development in the industry. Jean Aucoin, The New Brunswick Botanical Garden 16
2010-2013 TOURISM STRATEGY 17 PILLAR ONE customer attraction and engagement Provincial Goal: An increased demand for New Brunswick travel experiences. Key Objectives 1. To increase the supply of experiential tourism products that are uniquely New Brunswick. ACTIONS: identify unique, year-round New Brunswick experiences that differentiate the province and have the highest potential to attract visitors and offer new reasons to visit. support the tourism industry in developing experiential tourism products. ensure provincially owned assets and attractions embrace an experiential Goals: product approach. work with New Brunswick s rich culture to grow the network of cultural tourism product offerings and activities. 2. To renew and increase demand for New Brunswick tourism products and experiences through interactive destination marketing. ACTIONS: leverage new technologies and trade channels to get the New Brunswick tourism brand and products to market quickly, and with the capacity to engage consumers before they leave home. optimize regional marketing and trade initiatives to augment provincial investment and return. deploy the tourism brand in collaboration with other agencies promoting the province in key markets. ensure the provincial tourism brand differentiates New Brunswick as a unique travel destination, and is elevated through provincial and partner activities. 3. To sustain this demand through the delivery of authentic world-class tourism experiences, customer satisfaction and product quality. ACTIONS: encourage the development of new interpretation to enrich the visitor experience through animation, destination knowledge and storytelling. utilize customer feedback and quality assurance tools to enhance product delivery, industry development and New Brunswick brand strength. increase accessibility and sharing of tourism research, quality assurance programs, performance indicators, business metrics and best practices that support product enhancement and viability. Focus customer-service training and delivery to ensure the basics are done right and the needs of the customer are anticipated and exceeded from the first point of contact.
The most significant factor that differentiates us from our competition is our engaged, passionate and well-trained workforce. Time after time, we hear from guests that our employees are making the difference and giving them a reason to return. Every single interaction counts toward making a memory that will last a lifetime. Kathleen O Halloran, Fairmont Hotels and Resorts 18
2010-2013 TOURISM STRATEGY 19 PILLAR TWO investment and infrastructure Provincial Goal: A supportive and sustainable business climate and modern infrastructure. Key Objectives 1. establish and promote a positive business climate to attract and retain tourism businesses. ACTIONS: develop strategic relationships with all levels of government and the private sector to support infrastructure development. establish incentives for investment in tourism infrastructure that will enable New Brunswick to grow market share. maximize governmental relationships to ensure public policy decisions take into account the impact on tourism. 2. support strategic investment in tourism infrastructure. ACTIONS: Focus public infrastructure funding on areas that will grow visitation and increase market share. ensure all funding allocations for the tourism industry are accessible, transparent and aligned with tourismdevelopment priorities. develop partnerships to facilitate private public sector funding for infrastructure development. 3. Provide an enhanced transportation and technology network to improve access to all of New Brunswick s travel experiences. ACTIONS: ensure tourism is considered as an integral part of broader infrastructure planning, specifically with regard to transportation. expand technology infrastructure to all regions of New Brunswick to enable access to provincial travel products and to serve the travel market. prioritize provincial assets that yield high tourism demand when investing capital infrastructure funds.
PILLAR THREE human-resource development Provincial Goal: A professional, skilled tourism workforce. Key Objective 1. develop and champion a human resource strategy for the tourism industry that supports pillars #1 and #2. ACTIONS: identify workforce needs, skill deficiencies and actions required to ensure a pool of skilled workers for the tourism sector. develop a training and professional development plan for the tourism sector that includes a coordinated process between industry, government and educational institutions for the development and delivery of relevant training opportunities for tourism-related careers. develop a recruitment and retention strategy for tourism workers that incorporates job sharing, exchanges, and career-transition initiatives Operating as a National Historic Site and Municipal Visitor Information Centre on the Maine-New Brunswick border, our student guides are keenly aware they represent the first impression of New Brunswick for many inbound tourists. We re glad you re here is always greeted with a warm smile! Greg Davidson, McAdam Railway Station 20