Regional Tourism Planning A Report December 2016
Regional Tourism Planning Report The Partnership of the Manitoba Capital Region The Partnership of the Manitoba Capital Region (PMCR) is a group of political leaders with shared geography, who recognized more than a decade ago that there was great value in working together toward a regional vision. The PMCR s vision is to create a safe, healthy, efficient, prosperous, and strong capital region (the Region), where the public, governments, and organizations work together cooperatively, enhancing community development opportunities, sustainably managing resources and providing all citizens with a high quality of life. The PMCR is mandated through legislation to provide support in areas of collaborative regional development, transportation and shared services, environment and water quality, economic development, marketing and tourism. Jenifer Bartman Business Advisory Services was approached in 2016 to assist with a project to set the stage for approaching tourism on a regional basis, in conjunction with the development of an overall Regional Growth Strategy (RGS). Key areas of interest, in terms of developing the RGS - Securing Our Future: An Action Plan for Manitoba s Future - include: Collaborative Regional Development; Transportation and Shared Services; The Environment and Water Quality; and Economic Development, Marketing and Tourism As part of the RGS, the PMCR undertook the creation of an inventory to identify regional tourism assets. We then classified the assets related to market readiness and recognized themes/routes that emerged from the exploration as well as potential investment that must be made. Including tourism in the RGS elevates the importance of tourism as an economic driver and supports the understanding of tourism in the region. The PMCR has incorporated the findings of this study into the implementation plans related to the RGS. The PMCR will ensure the findings of this regional study are considered in other plans such as the City of Winnipeg Master Tourism Plan update as well as anticipated provincial initiatives related to master tourism planning. The basis of this Regional Tourism Planning project, which is now complete, was to develop a framework for categorizing tourism assets in the Capital Region, conduct the categorization, and identify opportunities for next steps to further enhance tourism. As part of the process, the concept of a sustainable tourism model was identified, including a high level framework that should be put in place so that a more integrated and market driven approach to tourism can be implemented. It has been recognized that utilizing a more investment oriented approach to develop and implement a sustainable tourism approach would provide economic development benefits for the Capital Region. A desired outcome is to have the Capital Region promoted as a destination, by identifying and linking Regional Tourism Planning 2016-2017 2
The Partnership of the Manitoba Capital Region tourism assets to draw local, national, and international visitors. The PMCR has conducted various workshops to begin the process of identifying tourism attractions in the region. The PMCR has also worked with it s municipal partners, including CAOs, regional tourism associations and providers, economic development organizations, Tourism Winnipeg and the Province of Manitoba to ensure input was incorporated in the tourism portion of the RGS. Effective, long-lasting regional tourism development requires co-ordination, consultation, and cooperation between local governments, tourism agencies, and communities. We believe this project can provide a solid structure for further development. Current Observations and Market Opportunity Observations Our preliminary observations are based on the following: Regional Tourism Consultation & Workshop findings; Discussions and information from various stakeholders of relevance; Consultations related to development of the Regional Growth Strategy; and Our experience in working with various initiatives and projects of interest. Surveys and discussions pertaining to tourism in Manitoba and the Capital Region generally indicate that: Focus is primarily on established tourism destinations; Development and linkages with other destinations is limited, including with the City of Winnipeg; Tourism is not viewed as a key economic driver or area of opportunity; Role of economic development varies in terms of tourism, but is generally low; Fragmentation exists, in terms of development, oversight, and promotion of tourism assets in the region; Limited capacity exists within the regional infrastructure as a whole, which limits the level of dedicated effort and decision making, in terms of tourism; and A lack of a decision making framework and knowledge related to tourism and economic development for leaders, to support long term, sustainable decision-making and investment. In terms of the current state of the Capital Region s tourism industry, the following observations can be made: A wide range of tourism assets exist, including attractions in the areas of nature, active living, culture, history, food, retail, and accommodations. Regional Tourism Planning 2016-2017 3
Regional Tourism Planning Report In terms of development, opportunity exists in the following areas: Advancing Visitor Ready attractions to the Market Ready category; Advancing Market Ready attractions to the Export Ready category; Potential attractions that are currently in the Idea/Concept stage require a comprehensive and very specific level of assistance in order to move forward. Further enhancing the connectedness and scale of tourism in the Capital Region by: Connecting attractions to one another, fostering linkages and collaboration; and Identifying and building business opportunities to support tourism attractions, thereby creating clusters to draw visitors into the region; Although agriculture related attractions do currently exist, there appears to be a greater opportunity to develop complementary attractions in this area, given the region s close proximity to farming and similar operations. Market Opportunity Particular trends in the tourism industry create a number of opportunities for the Capital Region, including increased interest in: Eco/adventure tourism; Cultural/heritage/genealogy related areas; and Food & beverage related, such as agri-food, eat local, and off the farm concepts Although the region does have tourism attractions in these areas, there is an opportunity for further development, in terms of depth, quantity, and linkage between assets. A significant portion of local tourism traffic is from Manitobans and the lower Canadian dollar can be reasonably expected to increase the level of interest in domestic destinations and stay-cations, possibly for at least the next few years. Well managed attractions, with a range of exhibits/points of interest have the potential to attract repeat visits, referrals, and media interest. Linkages and clusters of supporting attractions and businesses further enhance this opportunity. In light of the circumstances summarized in this report, there is an opportunity to focus on building a sustainable tourism model, thereby taking a longer term approach. Instead of spending money to spruce things up, more of an investment approach should be taken, including: Preparing attractions to move from the Idea or Visitor stage to the Market and/or Export stage; Regional Tourism Planning 2016-2017 4
The Partnership of the Manitoba Capital Region Developing a full business model and plan to increase the likelihood of long term survival; Putting attractions in a position to be able to successfully seek the necessary resources to support growth (financing, capital, business relationships); and Fostering regional development of tourism and related attractions, generating additional attractions, supporting businesses, and linkages; This approach fits well with the concepts of regional development and promotion. The Project The PMCR Regional Tourism Planning Review was undertaken in phases and included the following: Phase I: Asset Categorization, Themes, and Options: Focuses on a review of tourism related consultations to date, mapping and categorization of assets, as well as sample tourism routes and preliminary implementation considerations. Phase II: Regional Tourism Plan Integration and Implementation: Focuses on addressing the outcomes of Phase I, as well as issues such as connectedness to the RGS, Master Tourism Plan, involvement of local private businesses, and other implementation related matters. Phase I: Asset Categorization, Themes, and Options A broad objective of this phase was to encourage development of a tourism infrastructure that would promote the Region as a destination, by identifying and linking tourism assets to draw local, national, and international visitors. This phase conducted a categorization of existing tourism assets, identify steps for furthering development and investing in Regional Toursim assets. Asset categorization classifies tourism attractions based on their stage of development. This process is helpful for a number of reasons, and better allows us to: Understand the overall stage of tourism development in the region; Assess the level of readiness of a region s tourism assets, in terms of visitor attraction and as a whole; Understand areas where additional development is required to enhance tourism assets in municipalities and across the region; Identify opportunities to further develop assets that fit well with market opportunities and related trends; and Provide opportunities for linkages in the City of Winnipeg Master Tourism Planning. Regional Tourism Planning 2016-2017 5
Regional Tourism Planning Report To understand tourism in the Region, the categories that have been identified as: Idea/Concept Visitor Ready Market Ready Export Ready These categories are reasonably consistent with what was observed elsewhere in best practice review as well as in discussions with stakeholders. Having standard categories across the region is helpful for both decision makers and attraction operators, in terms of providing consistency and what is required to move to the next category. Tourism Asset Categorization The Idea/Concept Stage Idea/concept for the point of interest has been outlined in written form but does not yet meet the criteria of the Visitor Ready stage. The Visitor Ready Stage Meets minimum acceptable standards, as applicable to the particular point of interest, including: Business licensing Applicable laws/regulations Insurance requirements Operational requirements Formal attraction/business location exists, with at least a minimal level of staffing, as required Set (posted) hours of operation Branded, onsite signage Established contact information, including phone number, email address, and branded website Safe and professional access, both to and onsite, including roads, sidewalk/pathway, and external stairs, as applicable. The Market Ready Stage Meets all Visitor Ready criteria, as well as having: Well defined attraction(s) and service(s), in both written and onsite terms; Established pricing policy; Established customer service policies (i.e., payment, billing, cancellation, etc.); Professional level of inquiry management, including response to inquiries; Reservations within a 24-hour period; Regional Tourism Planning 2016-2017 6
The Partnership of the Manitoba Capital Region Ability to accept reservations/bookings by phone or online and provide same day confirmation; Marketing materials, such as brochures, fully developed branded website, and online content; Onsite parking that is sufficient to accommodate at least the target visitor capacity; Operates on a regular basis (i.e., at least 120 days in a calendar year); Staffing levels are sufficient to provide a quality visitor experience during operating hours; and All staff members are trained in a recognized customer service program. The Export Ready Stage Meets all Visitor Ready and Market Ready criteria, as well as: Has been in business for a period of at least one year, with a successful track record of operating a safe and professional attraction; Possession of a fully developed business and marketing plan to guide operations for a period of three to five years; Understands the roles and requirements of tour operators, including agents and wholesalers; Has marketing and related materials that meet the needs of tour operators; Has a formal pricing structure, systems, documentation, and policies to accommodate bookings from the various tour operators and groups, in a manner consistent with industry standards; Offers currency exchange rates in a manner consistent with industry norms; and Has policies and processes to accommodate requests from travel media and trade. Results of the Regional Asset Categorization Over the course of the consultations and research of Capital Region tourism assets, the findings of the inventory are as follows: 89 tourism assets were categorized in the region; 5%, or 5 attractions, are classified as in the Idea/Concept stage; 26%, or 23 attractions, are classified as Visitor Ready; 52%, or 46 attractions, are classified as Market Ready; and 17%, or 15 attractions, are classified as Export Ready. Tourism assets were also denoted by attraction type, such as Nature, History, and Events. Various trends in the tourism industry fit well with the attributes of the region, including increases in the level of interest in eco/adventure tourism, culture/heritage, genealogy, and food and beverage, including agriculture related venues. It was recognized that an opportunity exists to take a more comprehensive approach to develop and promote the Capital Region as a whole. Regional Tourism Planning 2016-2017 7
Regional Tourism Planning Report As part of this process, a sustainable tourism model has been identified as the suggested means to move forward, in terms of utilizing an investment approach to better match the long term nature of this concept. Maps Of Asset Categorization Findings This section includes a series of maps that display the categorized tourism assets by stage of development. Maps of the attractions, by attraction type, are included in the following pages. Maps are helpful to understand the location of each attraction, as well as the distance between one other. In addition, they provide a visual representation that could be helpful in terms of identifying: Potential clusters of attractions; Areas where supporting businesses and resources could be located; and The basis for developing tourism routes. Regional Tourism Planning 2016-2017 8
Regional Tourism Planning Report Idea/Concept Stage Visitor Ready Stage Market Ready Stage Export Ready Stage Regional Tourism Planning 2016-2017 9
The Partnership of the Manitoba Capital Region All Categories Sample Tourism Routes Sample tourism routes are provide for illustration purposes, to demonstrate how linkages could be utilized within the Capital Region. Benefits of developing and promoting tourism routes include the following: Ease of use for tourists, tourism staff members, and tour operators; Ability to demonstrate linkages within the region and the City of Winnipeg; Ability to identify areas where tourism attraction clusters are evident, as well as where future development could occur; Ability to identify areas where supporting businesses and services should be located; Provides potential packaged tourism offerings for marketing and promotional use; Can guide resource and investment allocation decisions; Broadens the range of view, to consider the Capital Region as a whole, as opposed to its pieces; Regional Tourism Planning 2016-2017 10
Regional Tourism Planning Report Can be helpful in providing guidance of what the area s regional identity could be. Two sample routes have been provided Nature and History: Routes could be utilized in various directions, allowing tourists to hop on to the route at the attraction of their choice; Routes could also be divided into sections, such as for a half day tour; The opportunity exists to further develop tourism routes, in both geographic and thematic terms. Tourism Development Tactics There are various approaches that could be used to develop tourism attractions. Trends observed in developing tourism include: Utilizing an economic development approach; and Supporting new events/destinations through a product development approach, where an agency assists with initial development, with the objective of passing the event to another party to manage, once feasibility has been established. Economic development recognizes that: The presence of tourism destinations can draw traffic, resulting in the need for supporting businesses and facilities (i.e., clusters ); Drawing tourists into an area provides the opportunity to showcase the location, resulting in: Return visits; Word of mouth/referrals to attract others; Media attention and interest; Potential to locate a business within the particular location; and Linkages between communities and creation of relationships. Capitalizing on the Market Opportunity Opportunity exists to apply more of a business approach to develop tourism attractions and create a sustainable model. Of note: The concept of product development can be expanded to provide a more comprehensive type of assistance. Instead of taking an event or attraction based focus, a longer term and more substantial approach would involve actually building a business ; Our experience in the venture capital industry, investing in and building startup and early stage companies, recognizes that this approach could be applied to tourism. Regional Tourism Planning 2016-2017 11
The Partnership of the Manitoba Capital Region Key aspects to understand include: The market opportunity, in terms of trends, potential customers, and competition; Developing a suite of products/services, as opposed to a one off approach; How to actively reach and attract customers; Forecast financial results, including capital requirements; and How to address attracting the necessary financial resources in order to operate over the long term. Sustainable Tourism Model Concept As is in the business world, there is a desire to have stability within a region s tourism marketplace in terms of attractions to draw visitors. It stands to reason that the following attributes are beneficial for drawing visitors to the Capital Region: A sufficient amount and range of attractions to make a visit to the region interesting and worthwhile; A high proportion of attractions that are sufficiently developed to meet visitor needs; Comfort that the attraction will be in business into the future, to attract advance bookings; and Attractions that have a strategy in place to operate into the long term, including a plan for financial stability and venue development to generate return visits. Taking a business oriented approach can be helpful in assuring that the necessary strategies, plans, and implementation assistance are in place over the long term. This approach would replace the need for short term requests to spruce up an attraction or address financial gaps. A sustainable tourism model would provide decision makers with a framework for evaluation, as well as a process for how tourism is advanced and funding decisions are made. In developing a sustainable tourism model, much can be learned from how young business entities start, grow, and develop. Next Steps It is recommended that a phased approach be taken to advance the Region s tourism marketplace to a more sustainable level, including: Phase II: Build an implementation toolkit to support sustainable tourism development & Phase III: Implementation & Pilot Project of model to support sustainable tourism development Regional Tourism Planning 2016-2017 12