Tourism Policy and Research Branch Ministry of Tourism, Culture and Sport May 3, 2017
Tourism Culture Sport Ministry Overview 2 Promotes a stronger, more competitive tourism industry Conducts vital market research Encourages private sector investment and new product development Supports new experiences and destinations, markets Ontario as a tourist destination Promotes innovation, investment and jobcreation in the creative and cultural industries Invests in Ontario s leading cultural agencies Provides advice and outreach to municipalities, libraries, museums and provincial heritage organizations Promotes a culture that values sport, recreation and physical activity Supports active, engaged living for Ontarians, and targeted programs for youth and Aboriginal communities Supports Quest for Gold Ontario Athlete Assistance Program Provides funding to recognized recreational service providers (municipalities, not-for profits)
The Economic Impact of Tourism in Ontario 3
4 Tourism Policy and Research Branch Regional Tourism Unit: Oversees the implementation of regional tourism approach and supports the 13 Regional Tourism Organizations (RTO) Tourism Research Team: Official statistics and vital market intelligence on tourism performance and economic impact Tourism Policy Unit: Identifies priority policies, emerging needs, issues, partnerships and opportunities that strengthen tourism as a key economic driver. Northern Policy and Planning Unit: Provides strategic northern tourism policy and planning expertise to industry, other ministries and other levels of government.
Establishment of Tourism Regions and RTOs 5 Prior to the regional approach, Ontario s tourism industry was made up of many small players with limited resources for marketing and product development. Their uncoordinated activities resulted in brand clutter and duplication of marketing and product development efforts The Ontario government released the Tourism Competitiveness Study report, Discovering Ontario: A Report on the Future of Tourism in 2009 13 Tourism Regions were established across the province in 2010: RTOs are autonomous entities separate from the Ministry Boundaries were delineated in consultation with industry partners Regional boundaries have not been defined by regulation RTOs and industry partners are encouraged to work across regional boundaries Some RTOs were new organizations, others were existing entities that assumed more responsibility (e.g., Toronto, Ottawa)
Regional Tourism Organizations 6 Structure Industry-led, incorporated, not-for-profit organizations with a Board of Directors Provide leadership in the development, coordination, and delivery of regional tourism strategies Develop business plans, set their own priorities, and have decision-making authority to implement their business plans Mandate Industry-led, incorporated, not-for-profit organizations with a Board of Directors Provide leadership in the development, coordination, and delivery of regional tourism strategies Develop business plans, set their own priorities, and have decision-making authority to implement their business plans
7 Tourism Regions 1) Southwest Ontario 2) Niagara Falls and Wine Country 3) Hamilton, Halton, Brant 4) Huron, Perth, Waterloo, Wellington 5) Greater Toronto Area 6) York-Durham-Hills of the Headwaters 7) Bruce Peninsula, Southern Georgian Bay and Lake Simcoe 8) Kawarthas and Northumberland 9) South Eastern Ontario 10) Ottawa and Countryside 11) Haliburton Highlands to the Ottawa Valley 12) Algonquin Park, Almaguin Highlands, Muskoka and Parry Sound 13) Northern Ontario (13A- Northeastern Ontario, 13B Sault Ste. Marie / Algoma, 13C Northwest Ontario)
RTO Funding Model 8 Base Funding Operational Partnership Funding Proportional to region s performance Strong partnerships and a coordinated approach Proportional Allocation $38M annual funding $1.39M to support pan regional initiatives such as Francophone and Indigenous Tourism
9 Who We Work With Regional Tourism Organizations (RTOs) Municipalities, EDOs, Event organizers Local, Provincial and National associations (i.e., TIAO, FEO, DMOs, OTC, CTA, EDCO) Indigenous communities Tourism stakeholders, Business Improvement Areas and Chambers of Commerce Local and Regional Economic Development Organizations Universities and Colleges Other ministries
10 Programs and Services Tourism Regional Economic Impact Model (TREIM) http://www.mtc.gov.on.ca/en/research/treim/treim.shtml TREIM is a web based system used to determine the economic impact of visitors' and businesses' spending in this area on the local and provincial economies TREIM produces the following: Estimates of the Direct, Indirect and Induced impacts of tourism-related activities on Gross Domestic Product (GDP), Labour Income and Employment Estimates of the Direct and Total impacts of tourism-related activities on Federal, Provincial and Municipal Tax Revenues Typically used to provide the economic impact of events
11 Programs and Services Celebrate Ontario Program www.ontario.ca/celebrateontario Supports new/existing festivals and events that are proven to attract tourists with programming enhancements including marketing that increases the number of tourists and the amount that they spend Blockbuster (Bid/Host) supports event bids OR event hosting expenses continuous intake must be 2 months prior to bid or 4 months prior to hosting event
12 Programs and Services Tourism Development Fund http://www.grants.gov.on.ca/grantsportal/en/ontariogrants/grantopportuni ties/osapqa005130 Provides non-capital, project-based funding to: develop research-based innovative and emerging tourism sectors; support tourism organizations capacity building; encourage new private sector tourism investment attraction; and enhance Ontario s overall economic competitiveness and opportunities for the Ontario tourism industry
13 Tourism Delivery in Northern Ontario MTCS leads a planned approach to tourism within government. The Ministry of Northern Development and Mines (MNDM) takes responsibility within its mandate for developing policies and implementing initiatives that support tourism. Northern Policy & Planning (NPP) Unit - responsible for pan-northern policy issues. Tourism Northern Ontario (TNO) - plans, develops, coordinates, aligns and invests in strategic planning, marketing, product development, workforce development, and investment attraction. MNDM - responsible for field tourism delivery at a local/regional level as well as the Northern Ontario Heritage Fund. FedNor NPP Unit Industry Tourism Northern Ontario OTMPC Northern Office - responsible for northern component of provincial marketing efforts and related avid programs (e.g. fishing). FedNor - the federal economic development organization for Northern Ontario. OTMPC MNDM
14 Spring 2016 June 2016 November 2016 April 2017 2017
15 What We Heard A central theme identified was the need for increased communication, coordination and partnerships Supporting product development and investment attraction; Improving the Ontario brand and marketing alignment to ensure consistency; Modernizing regulatory requirements through transparency of government planning and streamlining processes; Identifying and addressing workforce gaps and needs; Sharing timely and relevant tourism data and research; Recognizing and supporting all aspects of tourism in the province (e.g., rural/agricultural/northern tourism); and Supporting infrastructure development to advance tourism products and experiences
What is the Strategic Framework? 16 The Framework creates an environment where government and industry can identify shared priorities, future market needs, and roles and responsibilities to drive visitation and economic prosperity The Framework: Provides an opportunity to leverage the economic potential across the tourism, culture and sport sectors Increases collaboration and partnerships to reduce duplication and maximize resources Enhances tourism s economic impact through the regional tourism approach Supports the development of the tourism workforce and product offerings Improves Ontario s business climate by addressing regulatory burdens and building new partnerships with the investment community Provides improved access to data and research to make sound business decisions
17 Defining Our Goals Our Vision To position Ontario as a preferred global tourism destination renowned for the quality and diversity of its tourism experiences creating economic prosperity for Ontario Our Mission To meet or exceed global tourism growth over a five-year period by working across the sector to drive demand for Ontario s tourism experiences 17 17
A New Way Forward 18 Principles to guide how government and industry work together to build a more prosperous Ontario Leveraging Our Resources Converting the Market Generating Future Market Demand Defining and Reducing Barriers to Economic Prosperity
Leading Future Growth Together 19 Four key areas of focus that lay the groundwork for future policy and program changes: Improving Marketing Alignment Leveraging the Regional Tourism Approach Improving the Tourism Workforce Improving the Business Climate 19
Marketing Strategically 20 The Framework outlines opportunities to improve marketing alignment across provincial, regional and local tourism marketing campaigns, through a process that supports collaborative decision-making, enhanced brand consistency, clearly defined roles and responsibilities and consistent performance measures The ministry will be working with its tourism partners to: Build more alignment and efficiencies in Ontario s tourism marketing system Promote a meaningful Ontario Brand with consistent messaging Ensure quality tourism products are offered to the right markets at the right time Explore the development of common, realistic and meaningful performance metrics 20
Leveraging the Regional Tourism Approach 21 The Framework outlines opportunities to leverage the Regional Tourism Approach by modernizing program guidelines to increase flexibility, offer incentives to attract new partners, demonstrate alignment with government priorities and promote a holistic approach to RTO activities The Framework commits the ministry to exploring changes to the mandates of the RTOs and program policies in the following areas: Building more partnership opportunities to incent tourism development Increasing opportunities for collaboration to enhance tourism products Measuring progress through outcomefocused and meaningful performance metrics 21
22 Improving the Business Climate The Framework outlines opportunities to improving the business climate for tourism operators through collaboration with other ministries and industry partners to identify challenges facing the sector and develop solutions Since June, work has begun on a number of key areas: Participating in the Ministry of Government and Consumer Services Tourism Industry Act consultations and the Ministry of Finance Sharing Economy Advisory Group s development of a Sharing Economy Framework Exploring opportunities to review existing legislation, like the Innkeepers Act and the Hotel Registration of Guests Act, which no longer reflect the modern day tourism industry Working with the Ministry of Economic Development and Growth to ensure the tourism and culture sectors are considered in the Business Growth Initiative, including the Red Tape Challenge
Improving the Tourism Workforce 23 The Framework demonstrates a continued commitment to work collaboratively to identify opportunities to address the unique workforce needs of the sector. In Ontario, 180,000 or 13 per cent of businesses are involved in tourism, and over 90 per cent of these are small businesses with less than 20 employees Employers are facing significant labour shortages for entry-level or seasonal positions and struggling to retain high-skilled workers The ministry has initiated discussions with other ministries and industry partners to identify workforce development opportunities The Framework highlights some of the work underway, including: Working with ministry partners and RTOs to develop an internal inventory of workforce development activities across Ontario Working with TIAO to support the next phase of the Promoting Tourism as a Career campaign
Notable Progress The ministry is actively implementing action items and working across the ministry and government to identify opportunities for collaboration 24 Working with the Ministry of Economic Development and Growth to include tourism as the seventh sector in the Red Tape Challenge Working with the Economic Development Council of Ontario, to deliver four regional workshops and two Investment sessions in late 2016 to help communities generate research driven, marketready investment opportunities Advancing Indigenous and Francophone tourism by supporting Indigenous Tourism Ontario and the development of the next phase of the Champlain Scenic Route Launching the 2017 Celebrate Ontario program with improved program guidelines Establishing a Tourism Research Community of Practice to create a volunteer network that increases access and understanding of tourism data through information sharing, building capacity and creating partnerships
Tour By Bike: Ontario s Cycling Tourism Plan Cycling tourism in Ontario is experiencing rapid growth and is increasingly recognized by the tourism industry as a powerful economic driver to the province Cycling tourism helps build a strong economy, supports healthy and prosperous communities and contributes to the overall quality of life for Ontarians Building on Ontario s Tourism Action Plan and the Strategic Framework for Tourism, Tour By Bike: Ontario s Cycling Tourism Plan is our next step in creating a strong tourism industry for Ontario Ontario s Cycling Tourism Plan supports Ontario's Cycling Strategy: #CycleON, the government's 20-year vision to encourage the growth of cycling and improve safety for cyclists across the province 25
Taking Action to Support Cycling Tourism There is an opportunity to build on existing cycling products, experiences and infrastructure to position Ontario as a premier cycling tourism destination and attract global travellers interested in cycling Our mission is to promote cycling as a tourism draw in Ontario by: Positioning Ontario as a premier destination for cycling tourism; Creating healthy, active and economically prosperous communities; and Working collaboratively to develop and promote cycling tourism products that will enable Ontario to meet or exceed global over the coming years 26 To achieve this mission, the Plan outlines 12 actions to enhance on and off-road cycling tourism within four priority areas: Products and Experience Development; Strategic Marketing; Advancing the Tourism Sector; and making Evidence Based Decisions 26
27 Contact Christine Dodd Tourism Industry Advisor Regional Tourism Unit (705) 739-6695 Christine.Dodd@Ontario.ca
RTO7 2017/18 Roles and Responsibilities May 3, 2017 10:00 am to 1:00 pm Simcoe County Museum Midhurst, Ontario
Regional Tourism Organization 7 RTO7 is a an independent organization incorporated in Ontario pursuant to the Ontario Ministry of Tourism, Culture and Sport s (MTCS) regional tourism funding and management strategy. Vision Our vision is to establish BruceGreySimcoe as Ontario s four-season destination of choice. Mission Our mission is to work collaboratively with tourism partners and stakeholders to build, sustain and grow visitation, investment and visitor spending. Core Values Collaborative, Transparent, Trustworthy, Innovative, Friendly and Welcoming 1
Roles & Responsibility RTO7 Strategic Plan January 2015 Best practices review and stakeholder input has confirmed that as the lead tourism organization the best role for RTO7 is as a leader and enabler, implementing multiple initiatives that enhance and support the tourism industry in the region. Stakeholders have helped define this role. 3 key responsibilities: To lead To inform and educate To support. 2
Leading Understanding shared leadership knowing when to lead an initiative, when to share the lead in collaboration with other partners, and when to provide support for initiatives of other organizations Bringing forward ideas to stakeholders and encouraging them to take action Recruiting bringing stakeholders together around opportunities; recruiting skilled individuals to share their expertise Communicating regional goals, reminding stakeholders they have common interests Championing success communicate successes broadly to stakeholders. Foster pride in the region and in the industry. 3
Informing and Educating Repeating messages about how the industry works and the role of RTO7 Presenting opportunities for stakeholders to engage with experts Knowing the education needs of stakeholders Consolidating and sharing data Operating informational, educational and training workshops and events. 4
Supporting Using marketing resources to enhance business results for the industry Listening to and advising stakeholders Match-making connecting people within the region and with resources that can help them Hosting and supporting pan-regional meetings, conferences, events Briefing individual partners and groups Funding partnerships, events, campaigns. 5
Shared Leadership Shared leadership, in which RTO7 partners with the ten major DMOs in the region also implies shared responsibility for meeting objectives and achieving goals. Shared leadership does not imply that everyone will agree on every priority or that everyone will support every activity. What it does mean is that high level goals and priorities that fulfill collective needs and move the industry forward will be discussed, will be supported, and will engage industry operators and other stakeholders. For initiatives where leadership is shared, it is also incumbent upon industry stakeholders to mobilize, bring forward new ideas and opportunities, assemble resources, and take ownership of some implementation steps. An important objective for communication will be to emphasize that everyone shares responsibility for the success of the tourism industry in the region. 6
RTO7 Strategic Plan view of Roles and Responsibilities BruceGreySimcoe Team Role RTO7 Leader & Enabler DMOs - Partners & Co-Leads Where there is alignment Tourism Operators - Partners County & Municipal Officials Partners Lead tourism Marketing & Product Development organization for BruceGreySimcoe Facilitator connecting people, opportunities and resources Where there is alignment, co-lead with County and major DMOs - planning, stakeholder communication and implementation Resource for Economic Development offices; consolidate data and research Two-way communication, information sharing Lead partners with RTO7 conduit to industry operators Partner with smaller tourism organizations (BIA, Chambers, sub-regional organizations & sector groups) to lead priority initiatives Champion a regional media relations strategy and annual activity plan Two-way communication, information sharing Partner with DMOs, local tourism organizations and RTO7 to participate in regional programs Collaborate locally to create and deliver high-quality visitor experiences that showcase the best of BruceGreySimcoe to target audiences Two-way communication, information sharing Lead investment attraction activity Engage with DMOs, industry operators and RTO7 to stay current on tourism industry, trends, and economic impact Two-way communication, information sharing 7
RTO7 Responsibility & Role Responsibility RTO7 Leader & Enabler Role Lead tourism Marketing & Product Development organization for BruceGreySimcoe Facilitator connecting people, opportunities and resources Where there is alignment, co-lead with County and major DMOs - planning, stakeholder communication and implementation Resource for Economic Development offices; consolidate data and research Two-way communication, information sharing 8
DMOs Partners & Co-Leads Responsibility & Role Responsibility Role DMOs - Partners & Co-Leads Where there is alignment Lead partners with RTO7 conduit to industry operators Partner with smaller tourism organizations (BIA, Chambers, sub-regional organizations & sector groups) to lead priority initiatives Champion a regional media relations strategy and annual activity plan Two-way communication, information sharing 9
Tourism Operators Partners Responsibilities & Roles Responsibility Role Tourism Operators - Partners Partner with DMOs, local tourism organizations and RTO7 to participate in regional programs Collaborate locally to create and deliver high-quality visitor experiences that showcase the best of BruceGreySimcoe to target audiences Two-way communication, information sharing 10
County & Municipal Official Partners Responsibility & Role Responsibility Role County & Municipal Officials Partners Lead investment attraction activity Engage with DMOs, industry operators and RTO7 to stay current on tourism industry, trends, and economic impact Two-way communication, information sharing 11
SOCIAL MEDIA - BEST PRACTICES Posted by Ginny Henry September 02, 2016 Do s Share Content relevant to your business/organization & common interests of your audience Non-promotional information stories about community involvement, activities participated in Foster engagement Be human & conversational - respond to mentions, questions, users posts, etc. Mention relevant partners, businesses, events, etc. Be off topic & conversational i.e. current affairs / seasonal celebrations Create posts that get a reaction like, emotion, curiosity 12
SOCIAL MEDIA - BEST PRACTICES continued MORE DO s Multi-faceted Approach to digital presence Cross promote your accounts for discoverability Integrate campaigns across all social media create recognition factor & make social media links visible on blogs/websites Keep profile names the same for easy recognition Consistent branding / voice /message Create cohesive, branded customer experiences Add value Offer good online customer service, same as off line Be interested, empathetic, sympathetic Practice good etiquette Be respectful and helpful 13
SOCIAL MEDIA - BEST PRACTICES continued Don t Continually push your brand through marketing / promotional posts Rely on scheduled posts social media is spontaneous & conversational Over post go for quality over quantity Ignore negative comments they can be a useful relationship-building tool Ignore mentions, retweets, likes, etc. Acknowledge them with a like, retweet or thank you. 14
SOCIAL MEDIA - BEST PRACTICES continued Remember The only constant in social media is change What works for your organization may not work for someone else & vice versa Social media is not a stand-alone marketing tool High number of likes/follows not necessarily measurement of effective use of social media engagement is a truer measurement of success Social media insights/analytics identify what interests your audience & when they re reading your posts 15
SOCIAL MEDIA - BEST PRACTICES continued Sources: Social Media Best Practices The Free Beginner s Guide from Moz Kirsto Social Media Level 3 Advanced Options for Your Business (workshop handout) Skift How to Increase Organic Reach with Facebook Frederic Gonzalo Social Media Best Practices in Travel Marketing 16
Tourism Simcoe County Information Session May 3, 2017
AGENDA 10:00 10:05 Welcome and Introductions 10:05 10:20 Christine Dodd, MTCS 10:20 10:35 Bill Sullivan, RTO7 10:35 10:50 Kathryn Stephenson, TSC 10:50 11:50 Christine Dodd Working together
Mission Statement To promote Simcoe County as a first class tourist destination by further developing the tourism industry and community partnerships and to provide tourism leadership throughout Simcoe County
Services Local distribution of tourism industry marketing collateral to more than 50 racks in Simcoe County Spring and fall border run distribution along Highway 401 corridor and into Quebec 12-month operation of visitor information centre, located at the Simcoe County Museum
2017 Consumer & Trade Shows Toronto International Boat Show Toronto Golf & Travel Show Spring Cottage Life Show Toronto International Bike Show Ottawa Travel & Vacation Show Epoch Times Travel Expo (Chinese Market) Rendez-Vous Canada Heartland Travel Showcase Ontario Motor Coach Marketplace
2017 Tourism Publications Guide Map Events Golf Guide Waterways Guide
Billboards Hwy 400 Northbound Hwy 400 & Forbes Rd.
OTMPC Advertising Ontario Travel Information Centres Tourism Video All OTC locations Bainsville Centre Interior Backlit Tilbury Centre Poster Display Tourism Simcoe County Video
Tourism Development Outdoor Recreation Agri- Culinary Culture
TSC 2017 work plan summary Tourism Simcoe County will continue to develop the outdoor recreation, culture and agri-culinary product and build on the Tourism Simcoe County brand. Such as: Establish Simcoe County as Ontario s premiere cycling destination Establish Regional Cultural Discovery Routes Encourage culinary development including buy-local and tourism-related experience development
SCTDF Funding 2017/2018 The Simcoe County Tourism Development Fund (SCTDF) fund will provide up to $400,000 for annual tourism projects. The funding is meant to be leveraged with other regional and provincial programs such as RT07 Partnership Program, the Provincial Tourism Development Fund, Celebrate Ontario, etc. The funding must be 100% matched by the partner and align with Tourism Simcoe County s (TSC) work plan. All projects are lead and branded TSC and TSC maintains control of the funds. (will not micro manage)
SCTDF cont d Funding will be available on a continuous intake basis and projects must align with the TSC work plan which focuses on the pillars of Product Development, Marketing, Workforce Development and Investment Attraction. TSC will provide support by applying to funding agencies on behalf of its partners. Partners will inform and support the application through to implementation and post reporting. Eligible applicants include Destination Marketing Organizations, municipalities, not for profit Tourism attractions and organizations. Projects with a regional focus will be given preference when evaluating applications.
SCTDF cont d Eligible Costs Training delivery and participant support costs directly related to the development and delivery of the Program Familiarization Tours Costs related to work performed by companies or individuals that contribute to the Program. Consulting or other services directly related to the Program must be costed at demonstrated fair market value or less Honoraria to professionals directly related to the development and delivery of the Program Marketing materials and related communication costs if directly related to the Program. All Marketing materials branded Tourism Simcoe County, with mention of partner (see example) Marketing Materials Example
SCTDF cont d Ineligible costs Costs not directly associated with the delivery of the Program or directly required to meet the deliverables of the Program. Administrative salaries or operational costs website Travel costs Capital expenses, including but not limited to, land, buildings, leasehold improvements. Costs related to activities outside of the Program. Costs incurred prior to the Effective Date as stated in the Agreement Expenses or fees payable to organizations located outside of Ontario Annual membership fees to associations. Pay bonuses or other pay incentives Debt reduction charges
Outdoor - Cycling Cycle Simcoe Project Outcomes Over 65 certified Cycling Friendly businesses in Simcoe County 30,000 Cycle Simcoe Maps distributed throughout Ontario and parts of Quebec Increase in cycling tourism traffic as a direct result of product development and promotion Interactive Map promoting all routes cycling friendly businesses
Cycling 2017 RTO7 Partnership Funding: Tourism Simcoe County, Cycle Simcoe & County DMO s $65,000 total budget Experience Development Launch of the Simcoe County Loop Trail Cycle & Stay Campaign Cycling Videos / photos Digital Advertising GTA and Quebec French/English Translation Safe Cycling Advertising radio/video
Culture & Food 2017 Cultural Development Co-ordinator as a resource to partners Assist with funding applications Assist with Experience Development Programs Lead Agri-Culinary pillar Administer annual $200,000 Cultural Grant Eligible Projects could include: Product Development FAM Tours Strategies related to arts & culture Events Advertising & Promotions
Promotional Video Example: Clearview Small Halls Festival
Working Together How all partners can play an active role in growing and developing the destination What does success look like? What s missing? Products? Research? Visitor Services? Marketing? Can we promote and develop cooperatively (local, County, RTO)? What role may a downtown/municipality/operator play?
THANK YOU Contact Kathryn Stephenson tourism@simcoe.ca 705-726-9300 experience.simcoe.ca