TOURISM MASTER PLAN REVIEW

HASTINGS COUNTY TOURISM MASTER PLAN REVIEW JUNE 2016 Prepared by

TABLE OF CONTENTS Executive Summary... 3 1.0 Project Introduction...4 1.1 Tracking Progress...4 2.0 Why a Review of Hastings County Tourism Master Plan?... 5 2.1 Tourism Planning: Understanding Current Frameworks and Visitor Profile... 5 2.2 Destination Development...6 3.0 Review and Research...8 3.1 Document Review...8 3.2 And Back in Time...11 3.3 Tourism Statistics...12 4.0 SWOT Assessment...13 4.1 Strengths...13 4.2 Weaknesses...13 4.3 Opportunities... 14 4.4 Threats...15 5.0 Recommendations... 16 5.1 Product Development...17 5.2 Marketing... 20 5.3 Industry and Workforce Development...25 5.4 Investment Attraction... 26 5.5 Communications, Organization and Administration...27 6.0 Moving Forward Short and Long Term Planning... 29 Appendix A Document Review... 30 Appendix B Ministry Statistics... 45 Appendix C Ambassador Program...52 Appendix D Vision and Mission...55 Appendix E Main Street and Downtown Revitalization...57 page 2

EXECUTIVE SUMMARY Early in 2016, Hastings County began a process to seek input from its tourism partners and conduct a Tourism Master Plan Review. For the previous five years, Hastings County has relied on its 2010 Premier Ranked Tourism Destination Report for direction and guiding principles of tourism planning, but now feels it has reached a point to review this document and its progress to set a revised course leading to excellence in tourism service delivery within the region. The process included stakeholder consultation involving four special interest groups, pre and post development of the draft report. Results from the Tourism Master Plan Review will begin the process to formulate a targeted and focussed Action Plan which will involve Hastings County and all of its tourism partners with short and long term goals over the next 3-5 year period. Through a review of previous studies and research, a renewed and revised SWOT Assessment as well as stakeholder consultation, Five Key Theme Areas were identified: 1. PRODUCT DEVELOPMENT 2. MARKETING 3. INDUSTRY AND WORKFORCE DEVELOPMENT 4. INVESTMENT ATTRACTION 5. COMMUNICATIONS, ORGANIZATION AND ADMINISTRATION The primary message resulting from the Key Theme Areas is to conduct a thorough and realistic assessment of Hastings County s attractors and which of them should be considered core and subsequently developed into market ready product for targeted marketing to potential visitors. Consumer Insights Research has identified the primary segment of Hastings County tourist as Connected Explorers with secondary visitations from Nature Lovers and Outgoing Mature Couples. While there are distinct differences between these types of visitors, it is clear that the Hastings County tourist already understands the product offered by the region and is seeking out experiences typical to these visitor segmentations. Also of key importance is Hastings County s leadership to support visitor tracking, customer service training, investment attraction, as well as a strong communications system to ensure messaging and stakeholder engagement. Marketing initiatives for Hastings County should be focussed on the new tourist, their needs and methods of searching, booking and sorting through the myriad of offerings available online and in print. Collateral pieces and a digital strategy are essential to Hastings County moving forward to take its place amongst other tourism entities within Eastern Ontario including Prince Edward County and Kingston. While great strides have been taken in recent years to increase interest and skills to advance tourism in the region, critical to Hastings County s tourism success is a thorough and targeted Destination Development Plan which would address and incorporate all five Key Themes Areas and lead the County and its stakeholders through a process ensuring tourism growth and sustainability through partnerships and strong County leadership. This report was prepared by Libby Smith, Terra Consulting, in partnership with Anne Munro. page 3

1.0 PROJECT INTRODUCTION Hastings County s current Tourism Master Plan (2010), also known as the Premier-Ranked Tourism Destination (PRTD) Report, was an exceptional effort to be more strategic and creative in the approach taken to tourism service delivery and its relationship with tourism partners. A review of the Plan and its subsequent three year Action Plan (2011) was undertaken in 2015. Great strides have been taken to address all eight of the recommendations contained in the PRTD report and County staff are now at a point where they need a consolidation of all studies on the subject of tourism which will lead to enhancement of existing recommendations and addition of new ones. The PRTD report contained a thorough audit of the County s tourism assets developed through consultation and research, and reviewed to ensure the audit and its recommendations were inclusive, authentic, measurable and valid for the initial three year (2011 2013) period during which it was intended that work on recommendations would begin. 1.1 TRACKING PROGRESS Building a successful tourism plan is an ongoing and fluid process requiring recalibration as external and internal changes affect the way tourism is offered by businesses and organizations and subsequently received by the consumer. Building a successful plan requires an understanding of how aspects of a larger regional tourism economy can interact to create local tourism opportunities, the creation of tools to leverage these opportunities and buy-in from all partners to ensure its long term success and sustainability. As stated, there have been many successes since the development of the 2010 PRTD report. Several of the recommendations have been implemented while others are still ongoing and will require additional efforts or resources to be fully realized including the need for greater collaboration and input from all local partners. Updating the County s plan for tourism product development and marketing is important to ensure its positioning as an exciting and engaging tourism destination that has the potential to take its place with other tourism icons in the immediate area including Prince Edward County, Kingston and the Thousands Islands. This will involve a renewed commitment to identifying, aggregating and supplementing local capacity, human and financial resources. page 4

2.0 WHY A REVIEW OF HASTINGS COUNTY TOURISM MASTER PLAN? Tourism is a significant contributor to the Economic Development Action Plan for Hastings County and supports all of its four goals in terms of visitation, tourism investment, entrepreneurship and growth of major sectors, including agriculture and forestry. Balancing the County s goals against a range of local and regional socio-economic indicators, as well as a thorough and ongoing process of stakeholder consultation, has brought the County to a pivotal point of tourism planning review and renewal. This report, together with input from stakeholders, elected officials and senior staff from local municipalities and an updated SWOT assessment were reviewed to determine the County s unique value proposition for the attraction of business, investment, tourists and residents to the County. The appendices provide more detailed information about the issues and potential of tourism in Hastings County. 2.1 TOURISM PLANNING: UNDERSTANDING CURRENT FRAMEWORKS AND VISITOR PROFILES A primary outcome of the Province s 2009 report, Discovering Ontario, was the creation of 13 regional tourism organizations (RTOs) representing all regions of Ontario. These RTOs now play an important role in supporting a competitive and sustainable tourism sector. RTOs are mandated to provide regional leadership and coordination, and to collaborate with industry partners to grow tourism through activities including strategic planning, research, product development, training, investment attraction and marketing. Consumer Insights Research has supplied data to all of Ontario s RTOs providing each with in-depth demographic information about their visitor and segmenting the data to create profiles. This allows for the development of tourism marketing strategies that are more responsive to the consumer. Hastings County is in the unique position of being located within two RTOs (9 and 11), although the majority of the County is located in RTO 11 and aligns most closely with this region in terms of segmentation characteristics. Based on RTO 11 data, the prime reason to visit the region is to see friends and relatives. However the region is most attractive to a type of visitors known as the Connected Explorer, who is open to diverse cultures, willing to try something new, plans a high number of activities per trip and has a high use of digital and traditional media. Other important visitor types for RTO 11 include Nature Lovers (primarily families who look for outdoor experiences) and Outgoing Mature Couples (known as empty nesters and are not particularly adventurous, but have a need for feeling connected to the community.) DEFINITION DIFFERENTIATORS PRIMARY SEGMENT CONNECTED EXPLORER This segment has a psychological need to take a break from the everyday and be exposed to new experiences and knowledge. They are committed to expanding their horizons through travel. Interestingly, the internet and new technologies are key instruments in facilitating these travel interest and experiences. They research, book and share travel through new technologies before, during and after their trips. Use smart phone/tablet when travelling 79% Share travel experiences using social networks 90% Need to escape everyday life occasionally and seek new experiences 60% Open to diverse cultures lifestyle and ideas 68% First amongst friends to try something new 41% Average number of activities on trips taken in past 12 months 10.2 page 5

DEFINITION DIFFERENTIATORS SECONDARY SEGMENT NATURE LOVERS This is a consumer segment attracted to outdoor experiences aligned to Ontario s quintessential parks and lakes offerings. Camping and associated activities, e.g. hiking, canoeing, fishing are core interests for this group. Activities align with the recreational aspects of the outdoors and not necessarily the extreme aspects of the outdoors e.g., avid angling or hunting. Enjoy outdoor recreational activities 79% Describe themselves as nature lovers 59% Stayed on campground/trailer park in past 12 month trip 71% Travelled in summer on past 12 month trip 68% SECONDARY SEGMENT OUTGOING MATURE COUPLES Skewing strongly towards seniors and those in retirement, these travellers are driven by a desire to maintain their vitality and connection with the world. They are not particularly adventurous, rather they want to maintain their vitality by interacting with new people (travellers and locals alike). It is important to them to feel competent and vital. Like to socialize with other travellers/locals 31% Main benefit of trip is to meet new people 28% Touring 42% Want to feel sensible/responsible on vacation 26% Don t feel the need to escape everyday life occasionally and seek new experiences 75% The existence and activities of RTOs do not preclude local tourism initiatives or those of Destination Marketing Organizations (DMOs) which typically represent a smaller sub-region within RTOs. In the case of Hastings County, the DMOs at the present time covering the region are Bay of Quinte Tourism and the Bancroft and District Chamber of Commerce. 2.2 DESTINATION DEVELOPMENT Destination Development is a process of leading, influencing and coordinating the management of all aspects of a destination that contribute to a visitor s experience, taking into account the collective needs of visitors, local residents, businesses and the environment. A Destination Development Plan (DDP) is a shared statement of intent to manage a destination over a stated period of time, articulating the roles of different stakeholders and identifying clear actions and the apportionment of resources. Destination management includes the planning, development and marketing of a destination, as well as how it is managed physically, financially and operationally. A DDP is equivalent to a Strategy and Action Plan for Sustainable Tourism in a destination. A Destination Development Plan should address fundamental elements of destination management, including: Tourism performance and impacts Working structures and communication page 6

Overall appeal and appearance, access, infrastructure and visitor services Destination image, branding and promotion (marketing) Product mix development needs and opportunities Typically, a DDP would set a strategic direction for the destination over a period of up to 5 years, contain prioritized actions within an annual review program and identify stakeholders responsible for their delivery. Lanark County Tourism Association and Lanark County, in partnership with the local CFDC and RTO 11, invested into a Tourism Destination Development Plan with a three to five year outlook. This DDP should be reviewed by Hastings County and its framework as a best practice to be considered when developing its own county-wide strategy. Quoting from the Lanark County Tourism DDP report, its overarching objectives were: To provide a focus for tourism product and market development in the County to 2018 To provide a visitor-centric review for tourism development and identify where investment is needed to create new reasons to visit or strengthen existing travel opportunities To achieve a collective understanding of, and support for, the regional strategy amongst stakeholders To provide a framework for collaborative action that support successful implementation of the plan within the region, articulating how all layers of government and industry at the national, provincial, regional, county and municipal levels can align and engage in achieving the desired outcomes This report can be reviewed online at http://www.county.lanark.on.ca/assetfactory.aspx?did=6047 page 7

3.0 REVIEW AND RESEARCH In order to understand the past and current goals of those involved in tourism in Hastings County, a complete review of both past tourism related documents and the current research and stakeholder consultations was undertaken. Section 3.1 describes the most relevant and current research with the balance of the reviews included in Appendix A. In total, 18 documents were reviewed in addition to other general research and benchmark comparisons. 3.1 DOCUMENT REVIEW 3.1.1 Premier Ranked Tourist Destinations Report 2010; Brain Trust Marketing & Communications The PRTD process was developed by the Ontario Ministry of Tourism, Culture and Sport to assist tourism destinations and regions in identifying their unique selling propositions, as well as identifying their current and developing tourism assets. This report was adopted as the Hastings County Tourism Master Plan and identified core attractors as: OUTDOOR EXPERIENCES ROCKS AND MINERALS ARTS CULTURE AND HERITAGE PICTURESQUE VILLAGES WELLNESS It further identified supporting attractors as motorsports, agri-tourism and culinary tourism. The report identified eight recommendations and each contained several components. A complete review of this report, as well as an analysis of progress to date and an updated list of recommended actions and goals for consideration by the County, can be found in Appendix A (13). 3.1.2 Tourism Destination Development Action Plan 2011; Brain Trust Marketing & Communications This Plan further developed PRTD recommendations. Six of the recommendations, under the umbrella of Industry and Community Opportunities, were organizational in nature and considered internal, while two were specific to Product and Experience Enhancements and were considered external in nature. Each recommendation contained a strategy recommendation, timeline and desired outcome. The eight recommendations were: a) Industry and Community Opportunities 1. Identification of who leads and facilitates destination development in Hastings County 2. Preparation of a Hastings County Tourism Destination Development Action Plan 3. Implementation of an annual county-wide visitor survey process designed to measure and track levels of customer satisfaction and value for money page 8

4. Implementation of annual county-wide customer service training that addresses the gaps identified from the visitor survey process 5. Facilitation of ongoing industry-wide tourism industry skills training 6. a. Research into demographics and characteristics of seasonal residents/cottagers b. Increase the awareness of the importance of tourism b) Product and Experience Enhancement 1. Development of underdeveloped and underperforming tourism assets minerals and rocks, outdoor recreation, arts and culture, accommodations, agri-culinary tourism, motorsports, First Nations experiences and Belleville/Quinte West 2. Support of Main Street revitalization for the visitor market 3.1.3 Status Review of the Tourism Development Master Plan 2015; Hastings County Each year, a status review has been undertaken to monitor the progress of the Action Plan (3.1.2-2015 Review). Over the years the reviews found that while considerable progress had been made, changes in the tourism landscape meant that more would be needed to advance tourism goals in Hastings County. For more details on the status of the Tourism Development Master Plan, see Appendix A (13). 3.1.4 Tourism Master Plan Review Stakeholder Session Results 2016; Hastings County In February and March of 2016, four stakeholder sessions were held throughout Hastings County involving a total of 45 participants. Each group was asked the same questions with the following results: 1 How do you envision tourism in Hastings County to look in five years? Thriving US visitor market; increase in stay-cations; reconnect with nature and outdoors; increased cross promotion; increased awareness of HC; increased appeal similar to Prince Edward County (PEC); increased marketing; grow HC brand; increase in knowledge for tourism operators; greater cooperation amongst partners; one identity (brand); increase in operator pride; coordination of arts/culture; one anchor attraction; regional/themes established; shared funding; transportation from urban to rural; tours; stronger amenities and infrastructure; integration with Quinte Restaurant Association (QRA) and Quinte Accommodations and Attractions Association (QAAA); stronger agriculture assets; more tourism investment; better broadband; identified brand/identity; stronger Destination Marketing Organizations (DMOs); cohesive North/South strategy; pride of place; local buy in; market ready assets; developed experiences; 2 What do you think is the #1 reason visitors come to Hastings County? Visiting friends and family; events; affordability; year round recreation; trails; retirement; good winter weather; wellness; clean environment; sports tourism (golf); history and heritage; cottages and seasonal residents; escape city; get outdoors; genealogy; rural appeal; niche retail; friendly; water based activities; four season tourism market; small town appeal; rural experience; authentic hospitality; rock hounding; transient travellers; page 9

3 Who is your ideal visitor and why? Eco-tourists; those who are respectful of the environment; connected and will spread the word; on road tourists (RV, motorcycle, cyclists); disposable income; age 30 50; potential for future resident; like to establish traditions; fishing; looking for what we have to offer; families traditions and memories; repeat visitor; sports lover; likes nature; 55+; Connected Explorers; new Canadians; Double Income No Kids (DINKS); sense of adventure; multi-generational; 4 What is it about this region that appeals to visitors? 5 How can their experience be enhanced? Arts; community feel; niche shopping; quiet no congestion; parking availability; events; trails and lakes; well-maintained communities and amenities; location between cities and on 401; friendly; outdoors; affordable; small town feel; mix of urban and rural; history; agri-tourism; escape city; wanting to disconnect; authentic; unique experiences; day trip appeal; Improve business mix; enhance accessibility; story telling; product database and identify gaps; communication; ambassadors; information portals; Visitor Information Centres (VICs); community based way to promote local hot spots; identify core experiences and coordination; product development; education of operators; support services; market honestly; provide basic needs washrooms, accessibility, etc.; good customer service; cross promotion; local knowledge; consistent business hours; strong content; booking platforms; post-trip outreach to visitors; upgrade offerings; improved broadband connectivity; provide new experiences surprise visitors; available regional information county wide; 6 What are the top 3 things that could be done to grow tourism in Hastings County? Agri-tourism with regional clusters; increased broadband capacity; more communications between partners; increase marketing spend; promote one brand as untouched and unexplored; leverage casino; connecting N and S as one entity; regional theme; increase social media presence; track return on tourism investment; educate operators on social media; develop packages; identify target markets and drivers; anchor attraction; more municipal and County support; tourism funding; Destination Marketing Fund (DMF) for the region; good customer service; publicprivate partnerships; reputable accommodations; content creation; identify gaps; 7 What role do you see Hastings County playing to grow tourism? Identify roles; develop a marketing and product development plan; ensure representation with DMOs; ensure all communities are represented via DMOs; bring people together; regional training, vs each municipality; increase awareness of what is happening across region; help establish the feel of the region; research; guidance for lower tiers; funding; develop the county s story ; develop mission and vision; development of a tracking tool; connect cultural plan/portal with tourism efforts; educate and build awareness of importance of tourism; develop performance measures; arbitrate red tape issues; 3.1.5 Municipal Input on Tourism Master Plan Review 2016; Hastings County Municipalities were consulted in February of 2016 regarding their input on tourism in Hastings County with the following results: Most municipalities did not have designated staff for tourism roles. Those that did had very limited budgets if at all page 10

Current marketing activity to visitors was undertaken by Chambers of Commerce, municipal staff and the RTO Half of the municipalities had partnered with the RTO on tourism related initiatives. Those that did not indicated a lack of resources to participate Most municipalities worked with their DMO for marketing purposes. Those that did not indicated a lack of awareness and resources 3.1.6 Other reports and studies are reviewed in Appendix A, including: 1. Tourism Survey Review 2011; Hastings County 2. Tourism Survey Review 2012; Hastings County 3. Tourism Survey Review 2013; Hastings County 4. DMO Survey Report 2012; Hastings County 5. Seasonal Residents Survey for North and South Hastings 2013; NHEDC, Hastings County 6. The Talk Project: Survey Data 2013; Tangible Words Ltd. 7. Economic Development Situation Analysis: a Background Report to the County s Economic Development Action Plan 2014; Hastings County 8. Economic Development Action Plan 2014; Hastings County 9. Tourism Services Delivery in Hastings County 2014; Millier Dickinson Blais 10. Hastings County Tourism Service Charter 2015; Hastings County 11. Status of the Tourism Development Master Plan 2011-2013 3.2 And Back in Time... It is interesting to review strategies and studies from years ago to understand what County leaders and stakeholders understood to be the issues and opportunities at that time and to measure progress or lack thereof based on our situation today. Looking back, Hastings County provided two research documents which are very insightful in terms of their future vision and should be considered when looking forward. A study was conducted in 1982 as part of the official plan review which detailed the areas for development and research on the area of tourism development in Hastings County. The purpose of the tourism study was to provide an inventory of existing resorts and their services, in addition to examining the demographic profile of tourists to the region and an analysis of the economic and employment implications of the tourism industry. Later in 1988, another study was completed and was informed (as we do today) through document research and stakeholder interviews with 34 community leaders, business operators, municipalities, chambers and representatives of relevant provincial government departments. A review of both studies is contained in Appendix A (11 and 12) and is worthy to note by way of comparison with today s tourism goals. page 11

3.3 Tourism Statistics The most current statistics from the Ontario Ministry of Tourism, Culture and Sport were released in 2016 and represent data collected in 2013 and covers the following statistical data for Hastings County: 1. Total Visits 2. Length of Stay 3. Main Purpose of Trip 4. Quarter Trip Started 5. Origin of Trip 6. Origin of Trip, Ontario Regions 7. Accommodation Types 8. Number of Nights 9. Number of nights by Accommodation Type 10. Place Visited in Ontario 11. Activities Participated In 12. Household/Party Size and Composition 13. Basic Data of Respondents: a. Age b. Gender c. Education levels d. Household income 14. Visitor Spending Complete detailed statistics can be found in Appendix B. page 12

4.0 SWOT ASSESSMENT The SWOT (Strengths, Weaknesses, Opportunities and Threats) assessment that follows reflects information and insight gathered through the preparation of the Tourism Master Plan Review. Information was considered from the document review process and most importantly from recent stakeholder consultation. Most documents reviewed contained some form of a SWOT assessment which reflected the trends and socio-economic conditions of that time. There are common threads throughout most SWOT assessment processes and the list below summarizes the top and most recurrent ones noted within the recent past. 4.1 STRENGTHS Positive/Internal Positive attributes or assets present in Hastings County. Outdoor recreational assets Historic and heritage properties and stories Agri tourism/culinary wine, cheese, food crops, beer, dairy, meat Lakes and water based activities Active RTOs and DMOs Rural and unique communities lack of congestion Theatre options particularly Stirling Festival Theatre Areas of cottages Exceptional trails network through County (EOTA Eastern Ontario trails Alliance) Unique festivals and events i.e. Rockhound Gemboree Proximity to major urban centres and major highway network accessibility Affordable and accessible good value Appealing area for retirement Growing arts community Four season destination Day trip appeal Sufficient labour pool for tourism attractions Downtown areas with unique retail and restaurants 4.2 WEAKNESSES Negative/Internal Local issues or characteristics that limit growth opportunities in Hastings County. Highway 62 is not twinned for most of the journey through Hastings County Not fully defined main street or downtown areas Lack of branded accommodations or other upscale accommodations does not encourage overnight visitation page 13

Lack of County-wide approach to promotion of tourism assets Lack of robust website at County level Need more social media promotion Lack of retail offerings and restaurants Lack of consistency in operating hours Need interesting signage to capture drive through traffic 4.3 OPPORTUNITIES Positive, Internal and External Areas where the County can remedy its weaknesses e.g. learning from others, provincial/regional assistance, cooperative marketing or promotion. Collaboration with Algonquin Park due to proximity to east entrance of the park Creation of a regional tourism strategy between North and South Partnering to develop outdoor wilderness and natural experiences i.e. fishing, geocaching, birding) Coordination of wellness/spa assets Able to offer an authentic Canadian experience New Canadians emerging market Promote as pristine and clean environment niche market ecotourism Coordination of artisans Guided experiences and tours Rockhounding, fishing etc. with creative content and selfguided touring More tent camping to meet needs of target market Lack of product development and market ready products Tourism/hospitality training and education social media/internet Growing and thriving US market Winter tourism Antiques trail On-road tourism RV, motorcyclists Better story telling County wide identity outdoor destination Golf emerging Farming needs product development to be market ready Front counter Ambassador Program and municipal resident programs Better signage to unite N/S and identify attractions and areas of interest page 14

4.4 THREATS Negative, Internal and External Trends that threaten the County s future and attractiveness to new residents, investment and visitors from local weaknesses, global changes or shifts in consumer demand. Lack of consistent and reliable broadband Lack of one identity North and South are distinctly different and don t feel connection to each other need to eliminate borders Public transportation Limited tourism funding Red tape for permits and other development initiatives Large area causing lack of awareness of other County attractions and operators, cross promotion difficult Lack of a full complement of businesses to support tourism gap analysis/inventory Lack of County-wide tracking tool to measure performance and satisfaction visitor centres Lack of County-wide promotional guide Lack of County-wide integrated tourism strategy Natural outdoor assets trails, water Abundance of agri/culinary tourism History and Heritage Four season appeal Location Algonquin, highways, cities Unique product and festivals Collaboration with Algonquin Park Creation of a N/S tourism strategy More promotion of unique assets birding, antiques Four season (winter) activities Authentic Canadian experience Pristine environment eco-tourism STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Underdeveloped downtowns/main streets Lack of accommodations Lack of County-wide approach to tourism promotion Lack of unique retail stores throughout County Lack of restaurants and rest areas Need for more and interesting signage Reliable broadband Lack of N/S cooperation, identity and collaboration Limited tourism funding Business gaps Lack of County wide promotional piece Lack of County wide tourism strategy or destination development plan page 15

5.0 RECOMMENDATIONS The following recommendations for new strategies to foster tourism growth and regional collaboration are presented under five key themes which should be considered for priority action by Hastings County: 1. PRODUCT DEVELOPMENT 2. MARKETING 3. INDUSTRY AND WORKFORCE DEVELOPMENT 4. INVESTMENT ATTRACTION 5. COMMUNICATIONS, ORGANIZATION AND ADMINISTRATION Note: References at the end of each section refers to the Tourism Master Plan (TMP) and the appropriate section number referenced in Appendix A (13) FIVE ESSENTIAL ELEMENTS OF TOURISM DEVELOPMENT HASTINGS COUNTY TOURISM STAKEHOLDERS MUNICIPALITIES DMOs TOURISM OPERATORS A THRIVING TOURISM SECTOR Product Development RTOs Industry & Workforce Development Communications, Organization & Administration Marketing Investment Attraction page 16

5.1 Product Development The Department of Tourism, Business, Culture and Rural Development in the Province of Newfoundland and Labrador defines Product Development as a process that focuses on development and provision of experiences, services and infrastructure that exceeds visitor expectations. It is about: Protecting our natural environment and culture Strengthening and building on tourism demand influencers A focus on shoulder and winter season Strengthening and building on destination areas Strengthening touring corridors and community hubs Filling gaps Generally upgrading and enhancing the market readiness of tourism products and services. Improving traveller services and transportation infrastructure, most particularly highway signage Strengthening industry and government organizations Product development strategies are critical in planning and defining tourism goals and must be a collaborative process which involves all stakeholders within the region. Before undertaking marketing, Hastings County must first ensure that its product will meet and exceed the tourism visitor s expectation and will be to a standard that will lead to repeat visitation to the region. The following section provides recommendations to enhance and strengthen product development within Hastings County. a. Visitor tracking can assist with understanding and addressing the needs of visitors and their experience in a destination. Visitor tracking was undertaken in 2011 to 2013 and discontinued due to availability of MTCS statistics. These statistics are consistently 3-4 years delayed in release and do not address customer satisfaction and business gaps. Seasonal residents/cottagers were surveyed in 2013 but did not indicate a high level of tourism participation and potential. The opinions of these residents and their associated visitors would likely be captured through other means if visitor tracking is reintroduced as a measure of customer service and business gaps. RECOMMENDATION Resume visitor tracking in all five Visitor Information Centres in Hastings County which especially addresses the areas of customer satisfaction and business gaps as well as origin and other basic data. Ref: TMP 3 Recommendation: Investigate the feasibility of a Hastings County First Impressions Community Exchange (FICE). This program is a structured and cost-effective process that reveals the first impression a community conveys to potential visitors, investors and new residents. Ref: TMP 3 http://www.omafra.gov.on.ca/english/rural/edr/fice/ RECOMMENDATION Re-direct resources for seasonal resident/cottager research to other forms of research, particularly at VICs. Ref: TMP 6a b. In an effort to better understand seasonal residents in terms of their needs for visitor experiences and services, Hastings County set out to identify characteristics and behaviours of this market to improve the region s ability to leverage visitation to tourism assets in the region and encourage repeat visitation. page 17

To meet this goal and to also encourage industry networking and relationship building, Hastings County hosted the Biennial HOT Spots competition to determine 50 Hidden Gems to be promoted to Hastings County s visitors and residents including seasonal residents. This was held in 2012 and 2014. The County also hosted a Tourism Summer Season Launch Party initially created to encourage networking and to show recognition to the tourism industry. RECOMMENDATION Conduct research with HOT Spots partners to determine the value of this program to the industry and the degree of interest to continue. With ongoing modifications and support, this campaign has significant potential to both inspire tourism stakeholders as well as generate interest to the resident and visitor markets. Consider the value of the passport portion of the program based on review. Research and create a set of criteria which businesses must meet in order to be included in the program i.e. Trip Advisor ratings, physical criteria including washrooms, parking etc. Ref: TMP 6a RECOMMENDATION Foster industry networking and build a sense of community amongst operators by hosting events like the Tourism Summer Season Launch Party. Ref: TMP 6b RECOMMENDATION Consider continuing the Tourism Awards Celebration and the HOTie Awards on an annual basis. Modify the event content through event evaluation to keep interest high and the program valuable and of interest to attendees. This event should have an element of celebration to it and include media as well as County recognition. Ref: TMP 6b c. To date, Hastings County has focused on five of the assets identified in the PRTD Action Plan in 2010 minerals and rocks, outdoor recreation, wellness, arts and culture and agri-culinary tourism. There is consensus that the time has come to review the strategies of these sectors as well as add new sectors based on current research. It will be critical for the industry to recognize the importance of marketing only experiences and product that are market ready and provide the vehicle to improve product development in underdeveloped sectors. RECOMMENDATION Develop a Hastings County-wide Tourism Strategy to identify common elements and unique/niche experiences and assets to be developed for future marketing and product development. The strategy should be for both North and South Hastings and should address the fundamental elements of Destination Development as outlined in Section 2.2. RECOMMENDATION Review current core attractors and determine the most appropriate choices moving forward based on the regions unique selling propositions and strengths and also by evaluating current resources that can be allocated in order to support both product development and marketing initiatives. Preference should be given to attractors which align with Hastings County s key audiences (See Section 2.1) and which ones have both North and South assets. While five attractors have been currently identified, Hastings County and its partners page 18

should review carefully, through a Destination Development Plan process (See Section 2.2), what sectors are market ready and which ones can be included in future product development planning. i. OUTDOOR RECREATION this is THE core attractor for Hastings County to develop outdoor accommodations camping, trails, birding, and winter tourism opportunities. Proximity and partnership of promotion with Algonquin Park should be explored. Nonmotorized trails utilize the expansive trail networks to promote non-motorized use through strategy development ii. LAKES AND FISHING with 185 lakes and more bodies of water including 4 major rivers, and with 54 recorded species of fish, this is considered a core sector of opportunity for Hastings County with potential for exceptional destination development. Lakes and Fishing should be considered as part of Outdoor Recreation but with the focus and appeal of a stand-alone core attractor. iii. MINERALS AND ROCKS the most unique feature of Hastings County and one which has significant appeal and destination development potential is the core attractor of minerals, rocks and mining. The PRTD report identified a long list of rock/mineral assets which is distinctly unique to Hastings and has group and niche appeal. Recognizing the ROI on this sector, the Town of Bancroft is now in Phase II of its feasibility planning to develop a Master Plan for an Earth Science Centre. Hastings County has partnered with the Town of Bancroft to support the study and must continue its partnership if determined to be a feasible and viable project. iv. MOTORCYCLE TOURISM selected as a niche experience, RTO 11 developed their Ride the Highlands product www.ridethehighlands.ca to advance this sector. Partners should ensure their roads that link into the routes are maintained to a high standard. There is also potential to link Hastings County businesses who may have an interest in this market to participate in the program which involves a motorcycle friendly assessment amongst other criteria. v. FIRST NATIONS in the southern part of Hastings County, on the shores of the Bay of Quinte, the Tyendinaga Mohawk Territory represents a largely untapped visitor resource. The Mohawks of the Bay of Quinte Council has membership on the Bay of Quinte Tourist Council, but has traditionally done little in the way of tourism product development, marketing or visitor services. There are a number of sites of interest to visitors, both from a historical and cultural viewpoint. There are two annual events that present opportunities for visitors to see and experience Indigenous culture the Mohawk Agricultural Fair in early August and the Pow Wow mid-august. Tyendinaga also has a number of local spa and health and wellness providers who could be included in any targeted promotions for Hastings County as a destination for health and wellness experiences. vi. ANTIQUES research and consider inclusion of antiques in the existing Hastings County Arts Route perhaps rebrand to Arts and Antiques Route. page 19

vii. WELLNESS re-establish the Wellness Working Group and include as part of Hastings County s marketing initiatives. It is a complementary activity to outdoor recreation experiences and could be marketed together or as a stand-alone experience with niche appeal for residents as well as tourists if determined to have a sufficient critical mass and appeal as a core attractor. viii. ARTS AND CULTURE review the Arts Route program including its criteria for inclusion. Research local theatre offerings to complement programming offered by Stirling Festival Theatre. ix. AGRI-CULINARY TOURISM assist Harvest Hastings with implementation of their Strategic Plan including stronger marketing initiatives and inclusion of agricultural fairs/events/tours as well as other agri tourism experiences cheese, wine, craft beer, honey etc., to be a strong component of Hastings County s marketing initiatives. d. Main Street Revitalization has not been pursued by Hastings County as it has not been felt to be a tourism project, but more of an economic development or BIA initiative at the member municipality level. As stated in Appendix E, main street and downtown development is critical to the development of the unique character and rural appeal identified in the SWOT Assessment (Section 4.0) which was recognized as being an integral part of the appeal of Hastings County visitors. Main Street development was also identified in the PRTD report under the core attractor of Picturesque Villages See Appendix E for more on Main Street and Downtown Revitalization. RECOMMENDATION It is important for Hastings County to work with member municipalities (i.e. Municipal/Economic Development Partners Group) to inspire ongoing enhancement to downtown areas of the County and to create appeal and interest for residents as well as tourists. Research could include possibilities of common identity features (i.e. banners) as well as visitor services and enhanced visitor focussed customer service training for front line staff. Ref: TMP 8 5.2 MARKETING 5.2.1 Marketing Considerations With such a large and diverse landscape, 14 member municipalities, two Destination Marketing Organizations (DMOs) Bancroft and District Chamber of Commerce (BDCC) and Bay of Quinte Tourism (BOQT) and Regional Tourism organizations (Ontario Highlands RTO 11 and The Great Waterway RTO 9), it is not surprising that there is no singular, County-wide brand identity and that the question of brand identity has been an ongoing challenge for Hastings County. In the absence of a singular brand, and with the existence of multiple tourism marketing organizations in the County, there is an abundance of brands at play in the region, which has resulted at times in confusion for tourism operators (2014 Tourism Services Delivery Report) and, presumably, visitors. In addition to municipal identifiers and identities, there continues to be a number of other, often overlapping identifiers, sometimes with its own brand. These include North Hastings, South Hastings, Hastings County, Comfort Country, Bay of Quinte Region, The Great Waterway and Ontario Highlands. In its 2007 Economic Development Strategy, Hastings County recognized that to become a recognized page 20

destination, a community (the government and its businesses) must excel at differentiating itself.... This continuing concern for brand identity resurfaced during 2016 stakeholder sessions. Responses to questions about what Hastings County tourism should look like in the future and how to make tourism more successful, included: identified brand/identity ; pride of place ; grow HC brand ; one identity ; promote one brand as untouched and unexplored ; connecting N and S as one entity ; regional theme (brand). Responses to a question about what Hastings County s role in tourism should be included these brand-related suggestions: help establish the feel of the region ; develop the County s story ; develop mission and vision. 5.2.2 Organizational Issues Affecting Tourism Marketing The current landscape of multiple organizations with marketing responsibilities, as outlined above, presents the tourism industry with both challenges and opportunities. Challenges to the development of clear and consistent County-wide and/or County-specific messages and marketing include: INCONSISTENT BOUNDARIES Not only is Hastings County divided for DMO and RTO purposes it is divided differently in both cases which adds to messaging overlaps and gaps. NORTH/SOUTH DIVIDES Both divisions of Hastings County split it into North and South, exacerbating branding identity, product development and communication divides. CATCHMENT AREAS The PRTD Report, section Futurity Destination Marketing, recommends that there is a DMO in place with a focus on the local destination vs. a larger travel region. The current landscape, however, sees Hastings County forming a small part of the overall catchment area for both the southern DMO Bay of Quinte Tourism (BOQT) and the southern RTO The Great Waterway, making it more challenging to market Hastings core attractions and themes, especially when they are not shared by other partners in those organizations. This is less so in the North, where the DMO Bancroft and District Chamber of Commerce s (BDCC) catchment area falls generally within County boundaries and Hastings County forms a significant part of the RTO Ontario s Highlands catchment area. These catchment situations are affecting current promotion of identified core attractions and existing tourism products in Hastings County nature and outdoors, rocks and minerals, trails while these tourism experiences are the dominant theme of the northern DMO s (BDCC) website, they are generally not dominant and in some cases, have little presence on the southern DMO s (BOQT) website. In addition, Hastings County s Arts Route, located primarily in the South, has no discernible presence on its DMO s (BOQT) website. In terms of listing Hastings County accommodations providers, the Northern DMO site lists dozens of Hastings County accommodations providers, while the southern DMO site lists only two accommodation providers in Hastings County. There are opportunities presented by the existence of multiple tourism marketing organizations, at least with respect to multiple RTOs, which include: 1. GREATER FUNDING ACCESS Since provincial financial support for tourism marketing is distributed through the RTOs, having access to two RTOs within Hastings County means access to two funding sources, particularly in the area of Partnership Fund programs. page 21

2. GREATER MESSAGE PROLIFERATION Since each of the RTOs has developed different promotions programs and is penetrating into different markets for promotions, tourism messages from Hastings County and its operators have greater access to potential visitors (to the extent they are represented in the RTO s messaging). 5.2.3 Comparision of Current Marketing Assets in Hastings County ASSET STRENGTHS WEAKNESSES RTO Ontario Highlands RTO The Great Waterway WEBSITE SOCIAL MEDIA TRIP ADVISOR tourism-specific visitor-centric (inbound marketing) lots of content & videos facebook, twitter, pinterest, instagram lots of posts & followers has a dedicated page good stakeholder buy-in covers larger area than HC in the north does not cover southern-most HC not many packages (none in HC) same as above same as above YOUTUBE dedicated channel with lots of content same as above WEBSITE SOCIAL MEDIA TRIP ADVISOR tourism-specific visitor-centric (inbound marketing) lots of content packages facebook, twitter, pinterest, instagram lots of posts & followers has a dedicated page good stakeholder buy-in very little HC content only a relatively small southern portion of HC is covered covers large area east to Cornwall no HC packages same as above same as above YOUTUBE dedicated channel with lots of content same as above DMO Bancroft Chamber of Commerce WEBSITE SOCIAL MEDIA TRIP ADVISOR coverage area aligns well with northern HC many northern HC accommodation listings tourism content is consistent with identified HC Core Assets facebook ongoing posts & followers Bancroft page, but not North Hastings not a tourism-specific site no blog few tourism pages requires more content to make more visitor centric and to increase SEO no videos no twitter or instagram facebook is not tourism-specific No North Hasting Trip Advisor YOUTUBE no channel or videos VISITOR GUIDE lots of HC content HC theme and communities content also available online on site limited to its catchment area - northern HC, not southern page 22

ASSET STRENGTHS WEAKNESSES DMO Bay of Quinte Hastings County WEBSITE SOCIAL MEDIA TRIP ADVISOR tourism-specific lots of content blog events calendar accommodation listings packages facebook, twitter, instagram lots of posts & followers has a dedicated page good stakeholder buy-in much of the content is for assets outside of HC few HC events only two HC accommodations listed no HC packages very little video content, no audio no search function some HC content some HC content YOUTUBE some videos on YouTube no tourism-specific channel VISITOR GUIDE WEB & ASSETS lots of content (Hastings County is currently providing support only for DMOs based on the 2015 Tourism Services Charter) The Arts Route, facebook, twitter, YouTube, Instagram only some is HC content not tourism-specific not easily found online not tourism specific little tourism content few tourism videos Municipalities WEB & ASSETS there is a number of municipal sites, each with differing amounts of tourism information in general little tourism content 5.2.4 Buy-In, Role Allocation and Scarce Resources Questions about who should be responsible for destination and product development and marketing have been discussed a number of times, most recently in the 2014 Tourism Services Delivery in Hastings County report and the 2015 Hastings County Tourism Services Charter. The 2016 Municipal Questionnaire Results and Stakeholder Sessions identify that some marketing efforts are undermined by lack of municipal resources to engage with DMOs. In addition, Hastings County staff report that it is difficult for some tourism operators to dedicate resources to marketing and to support Hastings County marketing efforts. 5.2.5 KEY Tourism Marketing Trends The Approach The Move to Inbound Marketing Inbound Marketing is a predominately digital approach to communicating with potential consumers. It is consumer-centric and is about giving the consumer the information they need, where and when they need it. For many businesses and organizations, it involves reframing their information and messages to put the emphasis on an understanding what a consumer is wanting, needing and looking for and helping them meet their needs. This involves creating content that is engaging and informative and sharing knowledge and expertise, but it also about having conversations and answering questions. It is not just about the message it is about the medium, and the medium is primarily digital, which is where people turn when they need something at home, on the road and on vacation. page 23

The interaction between service/product provider and consumer becomes more interactive and more personalized. Consumers can decide what information they want to receive, whether that is through Google search terms or having signed up for a business or organization s newsletter, or following them on social media channels. This inbound approach is contrasted with a more traditional approach which sees messages transmitted by way of advertisements that essentially interrupt a consumer while they are looking for something else in the hopes of catching or diverting their attention. The Message Content Creation and Narrative Development Content creation in the tourism sector is about creating compelling narratives about a place and its people, whether it is the former city dwellers who left to find peace in a rural setting, or a fourthgeneration farmer or craftsperson and his/her connection to the land and the past. It is also about tourism operators, residents and past visitors sharing their expertise and experience about where to eat, what to see/do/not miss and what to bring on your trip. This content, presented in a compelling and consistent manner, helps define and deepen a region s brand identity and its sense of place, and attracts visitors directly and indirectly. Websites and social media channels with useful content are rewarded by appearing more prominently in online searches. Content can be posted on web pages, blogs and on social media, and also in print. At its best, it is multisensory with messages communicated by words, images, sounds, through audio and video. The Medium Increasing Consumer Reliance on Digital Information and Smartphones As of 2014, more than half of all Canadians were using smartphones (forecasts to reach 65% by 2018, Canadian Marketing Association, emarketer.com) Desktop users use traditional websites to research a vacation. The mobile user is a more focused customer, ready to book a trip. The mobile user is a hunter, the desktop user is a surfer, (Ontario Tourism Summit address, Michael Carter, president of Torontobased Olson Mobile) Smartphone use is even more predominant amongst Hastings County s primary targeted visitor segment, The Connected Explorer (section 2.1), where 79% are reported to use a smart phone/tablet when travelling and 90% share travel experiences using social networks. In order to take advantage of these opportunities, tourism and visitor information needs to be available online, be responsive (mobilefriendly) and be accessible though high-speed coverage and Wi-Fi where possible. The Reckoning The Growing Importance of Review on Trip Advisor, Google, Yelp, etc. Online reviews have created new opportunities to gain insight into customer satisfaction levels and have given consumers new tools to help in their decision-making process. Seventy-nine percent of Connected Explorers use review sites on their mobile devices while travelling. RECOMMENDATION As stated in Section 5.1.c, core attractions should be reassessed to produce an updated list of core Hastings County attractions. Assets related to each core attraction should be inventoried, including sites, businesses, current Hastings page 24

County municipal and DMO tourism products. Tourism products, (i.e. trails, routes, guides), should be created for each core attraction. These assets should be built out on one site and should be actively supported by Hastings County. Hastings County should advocate on behalf of these core asset products so that they are promoted, not just by Hastings County, but also by DMOs and RTOs, by municipalities and tourism stakeholders. Hastings County should work with stakeholders, municipalities, DMOs and RTOs to leverage funds from RTOs and other sources. RECOMMENDATION In addition to specific collateral pieces for specific assets, consideration should be given to a County-wide guide inclusive of North and South. An example of a county-wide guide that addressees the nuances of varying regions and experiences can be downloaded at http://www.newfoundlandlabrador.com/ PlanYourTrip/TravelBrochures. RECOMMENDATION Hastings County should reassess the current two DMO models to determine if it is providing the best tourism marketing returns for Hastings County tourism operators and should take an active role in counteracting North/South, DMO and RTO divides. Hastings County should set and encourage the use of uniform geographic/regional names (Both RTO 11 and Hastings County use the term South Hastings but BOQT, the DMO responsible for the area does not use this term, which is confusing for the consumer). RECOMMENDATION Hastings County should issue an RFP for the purposes of developing a Digital Tourism Strategy for Hastings County, in order to: Develop narratives, create content and plan for the ongoing creation of content around core attraction themes Gather existing information about core attractions Publish content on existing Hastings County website (create new dedicated pages) Explore the concept of microsites for core attractions Support core attractions through social media channels Establish an SEO strategy for core attraction content, including the creation of hashtags and keywords Provide Core Attraction Stakeholders with training to ensure that they manage and optimize their profiles on customer review sites like Google, TripAdvisor, Yelp, etc. Identify local experts with subject authority on core attraction themes and encourage content from them and other local resources 5.3 INDUSTRY AND WORKFORCE DEVELOPMENT Customer service and establishing standards to raise the bar for service in tourism businesses will lead to a reputation of the area providing a level of excellence in customer service that will be remembered by visitors and lead to repeat visitation and word of mouth marketing. To begin the process of page 25

excellence in customer service, Hastings County should lead the process and work towards the goal of exceeding customer expectations while visiting Hastings County. RECOMMENDATION Engage a third party to identify the County s existing tourism service standards and develop standards for operators to aspire to through training, product development and accreditation. Ref: TMP 4 RECOMMENDATION Continue to encourage partnerships with RTO 11 on their OHvation Program for service excellence, ( mystery shop ). Open dialogue with RTO 11 to discuss a county-wide program including how to manage the resources to successfully undertake the program in this form. Ref: TMP 4 RECOMMENDATION Partner with RTO 11 to provide more industry specific and hands-on training that would be of value to Hastings County s tourism operators. Additionally, seek out other public and private training opportunities and encourage participation throughout the County, held in various locations to ensure accessibility and affordability. Ref: TMP 4 RECOMMENDATION Continue to organize and offer training to member municipalities and tourism operators to ensure quality and consistency including county-wide orientation for all front line staff. For example, RTO 9 invested into a training video which now sits on YouTube and available for tourists as well as tourism employees. This road trip video is an excellent training tool which could be undertaken for county wide education and may qualify for funding through RTO 11 s Partnership Funds. It is available to view at https://www.youtube.com/watch?v=lncjw4yrygw Ref: TMP 5 RECOMMENDATION Hastings County would find networking with neighbouring tourism entities a valuable research process and would be able to learn of best practices while applying principles of scale to implement in Hastings County. Ref: TMP 6b 5.4 INVESTMENT ATTRACTION a. A significant component in destination development and providing product that is aligned with DMO and RTO marketing strategies that help to improve weaknesses or build on strengths of the County and its tourism initiatives. RECOMMENDATION Continue to actively participate in Ontario East Economic Development Commission s Tourism Investment Attraction Partnership as well as working with DMOs and local municipalities to provide data and make Hastings County aware of investment opportunities as they arise. Continued involvement at the DMO and RTO board level is recommended to remain fully apprised of opportunities and investment programs that could potentially involve Hastings County and improve its destination development activities. To facilitate this process, Hastings County should develop an inventory of available properties and commercial opportunities as well as tourism business that are for sale, re-development or investment. page 26

b. Review the identification of business gaps (Section 5.1.a) from tourism visitation research and develop a strategy to meet the needs of the travelling tourist through investment attraction. RECOMMENDATION Collaboration between municipal and county level economic development offices to target prospective investors including the local business community and business organizations and Chambers of Commerce. 5.5 COMMUNICATIONS, ORGANIZATION AND ADMINISTRATION a. A Working Group is now incorporated Economic Development Partners Group, where all 14 member municipalities are represented. To ensure clarity and consistency of tourism messaging, it is critical to establish clear lines of organization and communications. RECOMMENDATION Coordinate a Tourism Partners Committee, as a stand-alone entity with an agenda, a regular schedule of meeting and with responsibility of input from tourism industry representatives from all member municipalities. Ref: TMP 1 RECOMMENDATION Given the vast area to be understood and represented by tourism staff of Hastings County, it is recommended that the Tourism Development Coordinator s position is increased to a full time five day per week position. It is also recommended that an additional staff person is hired to assist the Tourism Development Coordinator allowing tourism services to provide more outreach and programming to all areas of the County. Ref: TMP 1. RECOMMENDATION Support and implement the Tourism Services Charter to ensure areas of product development, tourism contact and marketing are understood by the industry. After a review of the goals and roles of the Hastings County Tourism Services Charter, hold an information session with tourism partners to explain its purpose and the roles of Hastings County as well as member municipalities. Each municipality should sign-off on the document which should be reviewed annually with a renewal of commitment from all parties. Ref: TMP 2 d. An Action Plan will result from this Tourism Master Plan Review. County Council should be made aware of its goals and progress in order to establish County-wide buy-in and proliferation of messaging to all municipalities and tourism operators. RECOMMENDATION Once the Action Plan is created, it should be presented to County Council in an abbreviated form for their information. At subsequent meetings a tourism progress report should be presented or included in written form in their agenda package. Ref: TMP 2 e. A strategy of industry communications should be developed which would primarily include direct contact with members of the tourism industry engaging them in projects and initiatives which will contribute to the region s marketing and product development goals. RECOMMENDATION Communications to Hastings County s tourism stakeholders to be managed via the municipalities on a quarterly basis, who in turn, distribute to their page 27

partners and stakeholders. Consider a signed formal agreement of cooperation to confirm this process. RECOMMENDATION A Hastings County tourism newsletter should be sent directly to municipalities, tourism partners and stakeholders who are not currently under a distribution plan by a municipality or a VIC or other provider. Opportunities to sign up directly should be offered online and at various trade events throughout the year and held in the County. This newsletter should include information on training opportunities, upcoming events, success stories, trade events, tourism operator profiles and other information that would help grow the industry. Ref: TMP 5 f. Consideration has been given to a local resident Ambassador Program designed to empower local residents to become tourism ambassadors. As noted in Appendix C, a resident Ambassador Program is difficult to manage on a level that would be required by the County and is best led at the municipal/local level. RECOMMENDATION It is recommended that the County research best practices in addition to those listed in Appendix C and create a template to be used by municipalities if they determine this would be a valuable program and there is sufficient interest. This initiative should be locally led by municipalities and supported by the County. Ref: TMP 6b g. RTO 11 is very supportive of Hastings County s tourism initiatives and should be a primary source of information and partnership support. Currently Hastings County holds two seats on the RTO board (one industry seat is currently vacated) and their research capabilities, partnership opportunities (including Partnership Funds) should be fully embraced. RECOMMENDATION Continue representation on the RTO board and participate in programming and opportunities under their umbrella and with their industry guidance. h. In July of 2010, Hastings County Tourism and Brain Trust Marketing and Communications led a process to develop a Terms of Reference, including a Vision and Mission statements. Those statements should be revisited now that time has passed, the landscape has changed and the partners involved in tourism are more organized and focussed with a clearer vision of tourism in Hastings County than six years earlier. The current Vision for Hastings County tourism: To successfully initiate and implement a regional Tourism Destination Development Action Plan to positively impact the growth and prosperity of Hastings County through increased tourism visitation, tourism revenues and related jobs. The current Mission of Hastings County tourism: The Tourism Destination Development Working Group (TDDWG) is a volunteer committee of tourism industry stakeholders whose purpose is to establish a regional Tourism Destination Development Action Plan that will enable Hastings tourism industry sectors to grow and prosper into the future. RECOMMENDATION Revisit and review Hastings County Tourism s Vision and Mission to reflect the current tourism goals of the region. A guideline for review and consideration of a more concise, modern and meaningful Vision and Mission Statement is in Appendix D. page 28

6.0 MOVING FORWARD SHORT AND LONG TERM PLANNING The foregoing review of the Hastings County Tourism Master Plan assumes that Hastings County will continue to take an active leadership role in the delivery of tourism programming and services in the region and with collaboration and input from the areas member municipalities. A review of the goals and objectives of the 2010 PRTD and its subsequent 2011-2013 Action Plan confirm the continued relevance of its approach to programming and services while recognizing the need to update and, in some cases, modify our approach in recognition of progress made, changing external factors and technologies, and current stakeholder perceptions. page 29

APPENDIX A DOCUMENT REVIEW 1) TOURISM SURVEY REVIEW 2011; HASTINGS COUNTY Following from a recommendation of the PRTD Action Plan, Hastings County undertook a survey in 2011 to determine the level of customer service received and their visitor demographics. A total of 132 responses were received from the survey plus additional surveys from the Hastings County Beer Festival and the Elvis Festival for a total of 301 completed surveys. A summary of the results are: Visitor Demographics 91% of visitors came from within Ontario; 30% from the Greater Toronto Area The most common group size was two people (40%) and the average age range for visitors was age 46-65, where 30% had at least two people in the age range within their group About 40% of the visitors groups spent $100 - $499 over the duration of their trip, and 24% said their group spent under $100 Visitor Experience Close to 60% of visitors had visited the destination before (returning visitor) Visiting relatives and friends and leisure were the most common reason for travel (22%), followed by day trip and vacation (13%) 30% of visitors travelled to the destination for outdoor recreation, while 18% came for rocks and minerals and agri-tourism/culinary 70% of visitors stayed overnight in paid accommodations, 39% stayed for two nights and 33% stayed for one night Close to 45% of visitors found out about the destination by word of mouth, followed by 27% who used the Internet ( Website/Twitter/Facebook ) 70% of visitors rated their overall experience as 5 excellent, and 85% rated the service they had received as excellent Almost 60% said their overall impression of the destination was excellent and 95% said they would recommend it to their family and friends 2) TOURISM SURVEY REVIEW 2012; HASTINGS COUNTY A second Tourism Survey Review was conducted in 2012 again with the purpose to determine if people who visited a destination in Hastings County received excellent customer service and determine their demographics and characteristics ( age, spending, and origin). The tourism survey program received a total of 322 responses (159 for attractions and 163 for festivals and events). A summary of the results are: Visitor Demographics 95% of visitors came from within Ontario; 57% came from outside Hastings County, but within Ontario, and about 26% were from the Greater Toronto Area. The most common group size was two people (36%) and the second most common size is more than 5 people (22%). The average age range for visitors was 46-65, where 24% had two people in this range (based on attraction survey results only). page 30

About 35% of the visitors groups spent $100 - $499 over the duration of their trip, and 22% said their group spent under $100 (based on attraction survey results only). Visitor Experience Over 50% of visitors had visited the destination before (returning visitor). Leisure (38%) and visiting relatives and friends (35%) were the most common reason for travel, followed by day trip (12%). About 16% of visitors selected more than one reason (based on attraction survey results only). 32% of visitors travelled to the destination for outdoor recreation, while 14% came for arts and culture and 15% selected more than one experience (based on attraction survey results only). 40% of visitors stayed overnight in paid accommodations, of these visitors 27% stayed for either one night or two nights. Close to 58% of visitors found out about the destination by word of mouth, followed by 20% who live within the area and 17% who used the Internet ( Website/Twitter/Facebook ). 66% of visitors rated their overall experience as 5 excellent, 24% rated their experience as 4. 86% rated the service they received as excellent (based on attraction survey results only). Over 65% said their overall impression of the destination was excellent and 92% said they would recommend it to their family and friends 3) TOURISM SURVEY REVIEW 2013; HASTINGS COUNTY A third Tourism Survey Review conducted in 2013 was a total of 343 responses (69 for attractions and 274 for festivals and events). A summary of the results are: Visitor Demographics 91% of visitors came from within Ontario; 64% came from outside Hastings County, but within Ontario, and about 17% were from the Greater Toronto Area. The most common group size was two people (45%), followed by more than 5 people (22%) and three people (15%). The average age range for visitors was 46-65, where 30% had one person and 26% had two people in this range (based on attraction survey results only). About 33% of the visitors groups spent $100 - $499 over the duration of their trip, and 20% said their group spent under $100 (based on attraction survey results only). Visitor Experience About 54% of visitors were visiting the destination for the first time. Vacation (39%) was the most common reason for travel, followed by special event (23%), visiting family and friends (22%) and seasonal resident (16%) (based on attraction survey results only). 45% of visitors travelled to the destination for outdoor recreation, while 33% came for rocks and minerals and 16% came for other reasons, such as shopping, cottage and events (based on attraction survey results only). 24% of visitors stayed overnight in paid accommodations, of these visitors 27-28% stayed for either one night or two nights, while 21% stayed for more than five nights. Close to 57% of visitors found out about the destination by word of mouth, followed by 17% page 31

who live within the area and 11% who referred to a website. Almost 60% of visitors rated their overall experience as 5 excellent and 26% rated their experience as 4. Over 65% said their overall impression of the destination was excellent. 4) DMO SURVEY REPORT 2012; HASTINGS COUNTY Following from a recommendation in the Hastings County PRTDD Action Plan, a survey was undertaken in the spring of 2012 designed to clarify roles and responsibilities of all organizations involved in tourism development, marketing and visitor services in order to identify areas of future collaboration and consolidation of activities. Seven organizations participated in the survey with the following summary of results: Organization & Information - All seven participants stated that their organization promotes tourism for their community. VISITOR INFORMATION MANAGEMENT - All participants said yes when asked if their organization handled phone calls and emails from the public with regards to tourism, and allow walk-in enquiries about tourism. Five of the seven participants organizations provide tours. INDUSTRY TRAINING & DEVELOPMENT - Most organizations take on customer service or hospitality training as well as other workshops including business development, skills development and social media. For organization who do not coordinate industry training and development, organizations in their community that take on this role included CFDC and the Small Business Centre. MEMBERSHIP MANAGEMENT - Only one organization is membership based, and it does not collect any fees for membership. Four organizations coordinate networking functions for tourism businesses, and those who do not stated that there is no organization currently coordinating networking functions specifically for tourism operators. SIGNAGE - Most organizations are involved in policy and by-law development specific to tourism signage ( directional, information, special promotions); and for those who are not involved, organizations in their community with this role include: BBIA, Municipality. DEVELOP & ENHANCE TOURISM PRODUCTS & EXPERIENCES - All organizations are involved in developing and enhancing new tourism products and experiences in their community, as well as assisting with identifying potential tourism opportunities that would attract new visitors and/or maintain existing visitation. GOVERNMENT RELATIONS - Three organizations stated they were an officially designated Destination Marketing Organization by their municipal government. All organizations stay up-to-date on government policies, regulations, funding opportunities, etc. COMMUNITY AWARENESS - Most organization promote and support community awareness about the importance of tourism. Two organizations coordinate speaking engagements to increase community awareness for tourism. None of the organizations host National Tourism Awareness Week activities or other tourism-specific activities throughout the year. Four organizations engage and inform their local government by doing Council presentations about tourism. MEDIA RELATIONS & MARKETING - All organizations attract media to tourism events and businesses page 32

through press releases and special invitations, but only two organizations coordinate media tours to market the tourism presence in their community. Four organizations publish their own tourism marketing brochure and all organizations have an online presence. Three organizations attend tradeshows and conventions. MEETING CONVENTION & INCENTIVE TRAVEL - Two organizations do not maintain and promote a database containing meeting and convention facilities or building incentive partnerships. Four organizations actively pursue new functions to be hosted in their community. RESEARCH - Only two organizations provide exit surveys of any kind, and of those who do not stated is was the role of Hastings County. Five organizations do not coordinate visitor intercept surveys, and state it is the role of Hastings County. Six organizations conduct online research with regards to tourism trends, and five organizations conduct an analysis of enquiries to determine common themes and monitor and/or report on other tourism related research. MID-LONG TERM STRATEGIC PLANNING - All organizations are aware and informed about Hastings County s PRTD Framework and refer to this document to aid in tourism planning in their community. Two organizations have an active marketing plan. One organization has an active destination development plan. Five organizations are involved with community infrastructure planning 5) SEASONAL RESIDENTS SURVEY FOR NORTH AND SOUTH HASTINGS 2013; NHEDC, HASTINGS COUNTY Between March through to September of 2013, NHEDC in partnership with Hastings County conducted a survey of seasonal residents in the county. Seasonal residents represent a large percentage of the permanent households in the County particularly in North Hastings (41%). This survey was a recommendation from the PRTDR and aimed to obtain key information on: 1) UNDERSTANDING THE SEASONAL RESIDENT POPULATION IN HASTINGS COUNTY 2) COMMUNICATIONS 3) FUTURE INTENTIONS 4) CONSUMER HABITS 5) EXPERIENCE RATING 6) PARTICIPATION FOR SEASONAL RESIDENTS There were 243 responses from North Hastings and 96 from South Hastings. Key Findings included: Seasonal residents in Hastings County are highly educated. More than half in both North and South Hastings have either an undergraduate or post-graduate university degree. Slightly more than one-third of seasonal residents in North Hastings have owned their property for more than 31 years. Three-quarters of seasonal residents in North Hastings and under 70% in South Hastings do not plan to move to their seasonal property within the next 5 years as a permanent resident. The majority of seasonal residents in North Hastings purchase their groceries, home and building supplies and spirits near their seasonal residence rather than near their permanent home. In South Hastings, the majority purchase groceries and spirits near their seasonal page 33

residence, but purchase most building supplies near their permanent address. The overall quality of life was rated as good or excellent by the majority of seasonal residents from both North and South Hastings. Outdoor recreation on water is the most popular activity of seasonal residents in both North and South Hastings. Dining out is popular in both areas, and fishing is more popular in South Hastings than in the North. Visiting farmers markets placed high on the list of frequently attended activities in both North and South Hastings. Over half of seasonal residents from South Hastings and about half from North Hastings indicated they were not interested in motorized sports such as ATV riding or snowmobiling. Access to healthcare is important to seasonal residents in both North and South Hastings. The majority of seasonal resident households have more than ten visiting friends and relatives annually. 58.3% in South Hastings and 66.6% in North Hastings indicated they would not be interested in owning or operating a business in Hastings County within the next three years. Less than half of seasonal residents in North Hastings are planning major renovations or expansion of their property in the next five years, while in South Hastings, only 23.6% are planning on a large re-model. 6. THE TALK PROJECT: SURVEY DATA 2013; TANGIBLE WORDS LTD. Commissioned in 2013 to determine local support for economic development in Hastings County and provide information to update to Hastings County s Economic Development Action, 51 businesses were surveyed with the following recommendations: Short Term: 1. Local promotion of businesses create case stories promoting business in the region 2. Offer unified leadership - create a professional copy of the project to use as research based evidence to garner government support 3. Offer day trip itineraries and weekend itineraries to encourage international and provincial tourists to the area Long Term: 1. Promote county activities and events through a robust website calendar 2. Research feasibility of ideas for year round tourist draw to Hastings County for the provincial, national and international markets 7. ECONOMIC DEVELOPMENT SITUATION ANALYSIS: A BACKGROUND REPORT TO THE COUNTY S ECONOMIC DEVELOPMENT ACTION PLAN 2014; HASTINGS COUNTY This document is a background report and platform for discussion for the update and review of the Economic Development Action Plan 2009 2012. (See 8 below) Based on analysis the competitive strengths of Hastings County was defined as: page 34

Agriculture Forestry Artisan manufacturing food/craft beverages and local wood Tourism investment accommodations, restaurants, recreational geology Lone Eagles professional and specialty entrepreneurs Retail Non-core sectors for attraction, retention and expansion include construction and education 8. ECONOMIC DEVELOPMENT ACTION PLAN 2014; HASTINGS COUNTY Based on the results of the 2009 2012 Economic Development Action Plan and the Hastings County Economic Development Situation Analysis (7), a document was developed for the 2014 2018 Hastings County Economic Development Action Plan. Major goals: Goal 1 Provide support to the agriculture and forestry sectors: Support the projects and activities of the Harvest Hastings initiative including promotions of who is growing locally, what products are available, and where to purchase Support and promote renewable energy projects including the Marmora Pumped Storage Facility, the County Power District Heating Project and niche manufacturing ventures utilizing local agriculture and forestry products Support promotions of the local wood industry Goal 2 Utilize the award winning Communities with Opportunities brand and investment marketing strategy to attract new entrepreneurs and investment: Continue to implement the Council approved investment marketing strategy to promote Hastings County as a place to grow and invest Utilize social media and online advertising Key targets to focus on include Lone Eagles (e.g. work from home, wellness, tourism), niche manufacturing (e.g. craft brewing, local wood products) and retail; Maintain access to an inventory of available commercial/industrial properties and businesses for sale With an aging population, attempt to balance this with the development of a marketing campaign targeting young families and new Canadians on the benefits of working and living in Hastings County Goal 3 Support the addition of new entrepreneurs and growth of existing businesses through the practice of Enterprise Facilitation: Continue the proven approach of business coaching through one-on-one assistance with residents wanting to start a business and existing entrepreneurs seeking help with their venture Goal 4 Create a more attractive place to live, visit, work and invest through place based development initiatives: Continue to help enhance identified underperforming and underdeveloped assets through the Hastings Opportunities in Tourism (HOT) initiative page 35

Continue implementation of the 10-year Cultural Plan in partnership with the Cities of Belleville & Quinte West Help facilitate the development of an Earth Sciences Centre 9. TOURISM SERVICES DELIVERY IN HASTINGS COUNTY 2014; MILLIER DICKINSON BLAIS The goal of this project was to determine the most appropriate role that Hastings County should take with respect to tourism. Twenty-eight people were interviewed for his project including representatives of DMO, RTOs municipalities and a range of other organizational and business leaders. Recommendations included: 1. Ensure the presence of two strong DMOs in Hastings a. Hastings County should encourage the expansion of Bay of Quinte Tourist Council to cover the geographic region from the Highway 7 corridor to the Bay of Quinte b. Bancroft District Chamber of Commerce should be encouraged to be the DMO for northern Hastings 2. Hastings County should consider the following two options in its efforts to ensure its tourism plans are adequately recognized and have the opportunity for implementation: a. Encourage all local municipalities in Hastings County to contribute financially to the Bay of Quinte Tourist Council and Bancroft and District Chamber of Commerce b. Explore contributing financially (on behalf of member municipalities) to the Bay of Quinte Tourist Council and Bancroft and District Chamber of Commerce 3. With the streamlining of visitor attraction services to DMOs member municipalities are encouraged to not conduct their own external visitor attraction campaigns, but rather utilize their tourism dollars for destination development new attractions, enhance visitor services, improved events 4. The staffing role of Hastings County s tourism effort should be focused on product development, investment attraction and business development in partnership with their Enterprise Facilitator and CFDCs 5. The mandate of Hastings Opportunities in Tourism (HOT) Working Group is largely aligned with the above recommendations but modifications in approach could improve effectiveness 6. Draft and have all organizations sign a Tourism Services Delivery Charter 10. HASTINGS COUNTY TOURISM SERVICES CHARTER 2015; HASTINGS COUNTY Resulting from the report on Tourism Service Delivery in Hastings County 2014 (9) a charter was prepared by Hastings County to define activities to be undertaken by Hastings County in terms of tourism service delivery. Main components include: 1. PRODUCT DEVELOPMENT AND PRE-TOURISM CONTACT a. Investment Attraction: through work with DMOs, RTOs, Ontario East Economic Development Commission and partner municipalities, identify and pursue tourism investment opportunities in Hastings County b. Destination and Product Development: work with DMOs, RTOs and local partners to implement key recommendations of the Tourism Master Plan towards product development as page 36

well as encourage municipal participation c. Tourism Business Entrepreneurship: establish local partners to encourage tourism entrepreneurship aligned with identified markets of local DMOs and RTOs 2. TOURISM CONTACT a. Visitor Marketing and PR: participate in local DMOs at the board level to ensure alignment of tourism goals and activities b. VICs: assist with tourism service training 3. MARKETING a. Destination Marketing: collaborate with DMOs in the area of joint promotion b. Product Marketing: work with DMOs, RTOs and local partners in the development of marketing materials 11. A STUDY OF TOURISM IN HASTINGS COUNTY 1982; OFFICIAL PLAN REVIEW STUDY GROUP This study was part of a series of studies prepared for the County s Planning Department as part of the Official Plan Review. The purpose of the tourism study was to provide an inventory of existing resorts and their services, in addition to examining the demographic profile of tourists to the region and an analysis of the economic and employment implications of the tourism industry. Information was gathered by stakeholder consultation with industry and government as well as document research. The study documented research on the following aspects of tourism in Hastings County: Cottage rental resorts Tent and trailer resorts Motel/lodge resorts Water based activities Special events Conservation areas Winter based activities Economic implications SWOT An executive summary of the report indicates the following: Accommodations are generally family operated and are not operated on a yearly basis The tourist trade is based primarily on the summer trade, secondly on spring/fall and lastly on the winter (contrary to 2016 trends which lean towards the winter and shoulder seasons primarily) Major markets are young families with children present under the age of 15 and older couples with no children present (Hastings County target market has changed from this demographic) Weekend visits are from as far west as the GTA For vacation visits, tourists travel from as far west as London, east as far as Ottawa and south page 37

as far as the northern US Water based activities are the most important source of recreational activity; springtime fishing accounts for a smaller share Major special event market is Bancroft Rockhound Gemboree and township festivals Conservation areas provide picnicking and water based activities within the County Vanderwater Park provides cross country skiing opportunities aimed at the day user Winter based activities are overwhelming day based, geared to snowmobiling and cross country skiing. Winter activities do not generate much tourism revenue (2012 figures show 51% of tourism visits take place between October and March) Economic implications of tourism expenditures indicate that upwards of 75% of all tourist dollars are spent on accommodations, food and fuel (compared with 2012 statistics at 84%) 12. FUTURE DIRECTIONS FOR HASTINGS COUNTY: TOURISM AND INDUSTRIAL DEVELOPMENT STRATEGIES 1988; CRESAP This study informed through document research and stakeholder interviews with 34 community leaders, business operators, municipalities, chambers and representatives of relevant provincial government departments. The Executive Summary identified three major observations: limited available accommodations, diverse combination of attractions and special events (including the Quinte International Airshow and the Rockhound Gemboree) and the significant economic impact of tourism. The study identifies Hastings County s major markets as Toronto and GTA, US border cities, seniors and yuppies, and seekers of heritage and outdoor recreation. The study identifies four key development objectives: 1. Increase level of local awareness of benefits generated by tourism 2. Increase level of economic benefits 3. Improve quality of the visitor experience 4. Increase the number of jobs in the tourism sector Three strategic thrusts were identified focussed on product improvement and marketing: 1. Upgrade and expand existing tourism plant including accommodations, attractions and events 2. Generate awareness and interest in Hastings County as a destination by developing an enhanced overall image and themes 3. Design and implement a public awareness program for the tourism industry with all stakeholders The study identified themes and development concept for Hastings County to create distinct images in the marketplace. It is noted that there is a common thread in terms of heritage, mining and forestry while the type of experience is different for visitors in the North and South of the County: 1. North Hastings visitors are looking for a distinctly outdoor, lake oriented, accessible wilderness experience and/or a rockhounding experience. Typically these visitors to the area stay longer than visitors to South Hastings and there is a strong family orientation. page 38

Opportunities accommodations/resorts, tours and attractions based on core themes minerals, boat cruises, hunting and fishing packages, events linked to attractions Eldorado Gold Rush Days, summer theatre. 2. South Hastings still a getaway but is more urban oriented focusing on the amenities of specific communities, specific heritage attractions and developed urban oriented recreational facilities. Opportunities small scale accommodations, trail development, heritage, cottages and campgrounds, and special events on shoulder season. 13. STATUS OF THE TOURISM DEVELOPMENT MASTER PLAN 2011-2013, 2015 HASTINGS COUNTY The following is a review of the PRTD Report, its recommendations, strategy/outcome, progress to date and new recommended actions and goals for consideration by the County. Industry and Community Opportunities: 1. Identify who leads and facilitates destination development in Hastings County. Strategy/Outcome Create Hastings County (HC) Tourism Destination Development Working group facilitated by County staff, designed to oversee implementation of the Tourism Master Plan (TMP) recommendations. Formalize Working Group to be recognized body of tourism stakeholders accountable for overseeing a long term destination development strategy. Continual ongoing support, including financial, towards the TMP by HC and member municipalities. Obtain additional human and financial resources for the express purpose of facilitating the implementation of the TMP. Progress 2010 Working Group established meeting every two months; 2012 established Hastings County Opportunities in Tourism (HOT) as title of group. 2011 Working Group formalized to be industry led committee. 2014 Working Group dissolved and reestablished as a collaborative group under HOT Partners (partnering municipalities, chambers, BIAs and business owners.) 2011 Tourism Development Coordinator position filled. 2. Prepare a Hastings County Tourism Destination Development Action Plan Strategy/Outcome Create a plan built on a Better Together tourism industry philosophy leading to a cohesive and effective industry led strategy. Establish an ongoing action plan that prioritizes the TMP recommendations and identifies a timeline for implementations leading to a detailed process for destination development. Progress 2015 - Achieved through the development of the HC Tourism Services Charter. 2013 Complete page 39

Strategy/Outcome Clarify the roles and responsibilities of all those involved in tourism development/marketing/ visitor services in order to identify areas for future collaboration and consolidation of activities. Progress 2012 Survey implemented by HC to determine who does what evaluation. 2013 Hired consultants to conduct a Tourism Partnership Review. 2014/15 HC staff developed a Tourism Service Charter to provide clarity on roles and responsibilities. 3. Implement a County-wide visitor survey process designed to measure and track levels of customer satisfaction and value for money. Strategy/Outcome Create a simple customer service survey that solicits feedback on service delivery and measures value for money perceptions, establishing benchmark levels of customer satisfaction, tracked performance and identification of gaps. Progress 2011 Survey pilot program complete and tourism survey program runs on annual basis from Apr to Nov, offering two surveys specific to attractions and events. 2012 13 Conducted surveys at festivals and events as well as local attractions (accommodations and VICs). Final reports made available to public. Program suspended and redeveloped to meet available resources. 2015 HOT Partners agree VIC program had high demand for resources and was considered unnecessary as MTCS provides in-depth visitor stats for HC. 4. Implement annual county-wide customer service training that addresses the gaps identified from the survey process. Strategy/Outcome Establish an owner/operator group to identify HC s own tourism service standards eventually leading to Hastings tourism industry service standards, Culture of Hospitality of Excellence. Leverage training opportunities with RTO 11 specifically the Disney-based program first step to high quality hospitality training. Plan for ongoing training initiatives as RTO 11 initiative will not meet an ongoing requirement to deliver Hastings own brand of training. Outcome to be annual service training for front line workers, based on needs dictate on results from customer services. Implement a Service Excellence recognition program for the tourism industry (relates to recommendation 6b increasing the awareness of tourism within the communications strategy Progress Not currently active with HOT partners. 2011 completed Ongoing continue to partner with RTO 11 to provide customer service training specific to the tourism industry and support their OHvation program for service excellence. 2012 Completed as a result of the HOTie Awards page 40

5. Facilitate on-going industry wide tourism industry skills training in order to continually enhance and upgrade the expertise of HC tourism industry and as a result, create a more effective and competitive tourism sector. Strategy/Outcome Focus on offering training opportunities focused on: 1. tourism market readiness 2. tourism packaging workshops 3. new media/internet training experience 4. product development workshops Outcome to develop specific strategies to address these training ops and other needs as expressed by tourism industry. Communicate to local tourism stakeholders any information about training opportunities that are taking place locally and regionally as well as tourism conferences. Progress Ongoing partnering with RTO 11 to provide tourism packaging workshops and partner with Small Business Centre and CFs to provide business development and new media workshops throughout HC. 2012-14 HC partners with local tourism organization and municipalities to offer VIC staff training in May 2012-2014. 2015 HOT Partners agreed that VIC and staff customer service training should be taken care of by municipalities and employers of summer staff. Businesses and municipalities can continue to participate in the OHTO Tourism Starts With You campaign and OHvation customer service program. Ongoing 6a. Better understand seasonal residents/cottagers; they are tourists and therefore offer potential in terms of utilizing more of HC s visitor experiences and services. Strategy/Outcome Approach RTO 11 to undertake region-wide research that would support goal. Identify characteristics and behaviours of this market so that tourism businesses and organizations can educate them on a long list of things to see and do in Hastings County. Outcomes will be enhancing the industry s ability to leverage seasonal residents presence by increasing visits to the tourism businesses within HC and implementation of a series of communication strategies designed to educate and inform this base of potential customers. Progress 2013 Completed HC partnered with NHEDC to implement a county-wide Seasonal Residents survey released in spring of 2014. 2015 Determine how often the survey should be conducted as follow-up and seek long-term partnership with NHEDC. 2012 HC hosted first biennial HOT Spots contest to determine 50 Hidden Gems in HC for visitors and locals to check out. 2014 HC hosted second HOT Spots contest and developed HOT Spots Summer Challenge program. Also involved advanced marketing (social media and radio) to increase awareness about the importance of tourism in HC. 2015 Continue to market HOT Spot winners throughout summer through social media and marketing partnerships with BDCC and BOQT. page 41

6b. Increase the awareness of the importance of tourism. Strategy/Outcome Liaise with Peterborough and Kawarthas Tourism and Northumberland Tourism to understand the strategies these two tourism DMOs implemented in 2010. Establish a comprehensive communications strategy to be deployed annually to positively impact awareness levels. This strategy needs to be enhanced and implemented annually by the Working Group. Outcome will be building of an appreciation of the impact of a thriving tourism sector on the economic viability, current and potential jobs and the lifestyle and of those who live, work and play in HC. Develop activities to support National Tourism Awareness Week building an appreciation of the impact of a thriving tourism sector on the economic viability, current and potential jobs and the lifestyle and of those who live, work and play in HC. Introduce an annual Tourism Excellence Awards program designed to recognize leaders in Hastings County s tourism sector. Introduce a local Ambassador Program designed to empower local resident to become tourism ambassadors (including seasonal residents) Progress Not necessary Completed as a coordination of separate initiatives that support tourism industry awareness such as HOTie Award, Tourism Launch Party etc., 2015 Develop an economic development office resource guide for businesses and publish the annual tourism statistics from the MTCS as a shareable visual. 2012-13 Completed. Working Group developed activities that supported the National Tourism Awareness Week. Evaluation of ROI proved such an initiative not sufficient to continue 2014 Continued to host annual Tourism Summer Season Launch party to encourage networking and show recognition to tourism industry. Launch Party connected with the announcement of HOT Spot winners. 2015 Continue to host annual Tourism Summer Season Launch Party, but as a partnership with BDCC and BOQT (host two separate events) and establish a long-term partnership as such. Ongoing HC developed the annual HOTie Awards program to recognize leaders in the tourism industry and present the awards at the annual Tourism Dinner and Awards Celebration. 2015 The event will be hosted at Stirling Festival Theatre in October of 2015. The awards night will focus more on the awards ceremony and networking no dinner. 2015 Research and develop a Tourism Ambassadors Program for launch in 2016 and seek partnerships opportunities with DMOs and RTO 11 page 42

Product and Experience Enhancements: 7. HC has underdeveloped and underperforming tourism assets; attention must be given to the development of these assets so that they will contribute to increase visitation and economic impact. Strategy/Outcome Develop specific strategies to understand and evaluate the underdeveloped or underperforming nature of each asset (such as tourism market readiness, market demand/ appeal, seasonality, capacity and marketing). Starting list includes: 1. Minerals and rocks 2. Outdoor recreation 3. Wellness 4. Arts and culture 5. Agri-culinary tourism 6. Accommodations 7. Motorsports 8. First Nations experiences 9. Belleville Quinte West Outcome will be a list of new market ready tourism assets that will increase the reasons to travel to HC increasing both tourism visitation and revenue. Minerals and Rocks: asset is currently underdeveloped and has had difficulty in garnering support for new investment in order to better leverage this significant tourism demand generator. Working Group will work with RTO 11 to deliver specific product development activities designed to enhance the ability for this asset to attract more visitors. Outdoor Recreation: while Eastern Ontario Trails Alliance manages a vast network of multi-use trails that are tourism market ready, there does exist an opportunity to develop trails that attract non-motorized users. Outcome would be establish a non-motorized trail committee to better understand the opportunity and develop a series of recommendations and strategies for tourism development associated with non-motorized trails explore market demand, inventory of current trails, the aspects and degree of underdevelopment and gaps in tourism experience. Progress Ongoing with focus on the first five listed assets and assets that will offer the most immediate return on investment, greatest revenue potential, and potential to attract year-round business as well as garner support from a broad segment of tourism. 2013 RTO 11 with its partners are developing Motorcycle Tourism within its region and will be ready for 2014 (motorsports asset). Opportunity to explore a better relationship with Belleville and QW through partnerships with BOQT and through current initiatives that market businesses in these communities Arts Route, Hastings County Wellness, Harvest Hastings and the Cultural Plan. Ongoing RTO 11 has undertaken long term recreational geology initiative to develop and market the assets within their partner regions. Marmora and Lake has developed the Miners Loop to promote local geology and has received funding for a tourism feasibility study for the anticipated Pumped Storage project at the Marmora Mine. Bancroft DMO has taken a leadership role in developing market-ready materials to promote rockhounding in NH. 2015 Assist the Town of Bancroft with exploring the viability of an Earth Science Centre in NH. 2015 Assist with the development of ATV products in collaboration with EOTA, LOLTA, BOQT, and BDCC. Partnership with BOQT to produce a regional year-round fishing guide to be released summer of 2015. page 43

Strategy/Outcome Wellness: opportunity for Hastings County to gain a reputation as a centre for wellness and the Working Group should recognize that there may exist further opportunities to better leverage this asset and stimulate increased levels of tourism, and that this sector complements and supports outdoor experiences. Outcome would be a wellness committee formed to evaluate current opportunities and gaps associated with wellness experiences and develop a series of tourism development recommendations to better leverage this unique tourism asset. Arts and Culture: HC has taken a lead in accessing the opportunities associated with the development of an arts and cultural offering from a tourism perspective. Outcome would be Working Group to evaluate best practices from other destinations (PEC) and work with arts and culture stakeholders to better understand the gaps in the offering. Agri-Culinary Tourism: local desire to explore the opportunities associated with the development of the County s agri-tourism assets. Outcome would be Working Group partners with Harvest Hastings to explore the opportunities for development of agri-tourism experiences. Progress 2011 Established HC Wellness group to provide a network for health and wellness businesses in HC as well as encourage tourism packaging and business development www.hcwellness.ca 2014 The HCW Committee dissolved and program is fully managed by Tourism Development Coordinator. 2015 Continue to develop Hastings County Wellness and establish itself as a resource locally. 2010 Developed the award winning Arts Route to market and promote local artisans www.artsroute.ca 2010 North Hastings Municipal Cultural Planning Project Phase 1 completed www.northastings.com 2013 HC partnered with Cities of Belleville and QW to develop a Cultural Plan for the region www.hastingsculturalplan.com 2015 Continue to develop and grow the Arts Route. 2015 Assist Harvest Hastings with implementation of their Strategic Plan, such as marketing and membership growth. 8. Support Main Street revitalization in order to enhance the charm and beauty of Hastings County s towns and villages especially for the visitor market. Strategy/Outcome Beautification, streetscape design, animation of public spaces will all add to the character and charm of the communities and will increase both tourism visitation and revenue. The outcome will be Working Group to make a collective effort to foster ongoing enhancement to the personality of small towns and villages, and identify a series of tourism centric attributes that can be found in all communities ( offer hours of operation that match visitor travel patterns) Implement (or maintain) downtown revitalization services and visitor centre services in all communities within HC (supports creating Hastings County s Culture of Hospitality Excellence. Outcome to be visitor focused organizations are able to provide visitor information, informing visitors of things to do and see, and maximize the visitor experience and extend length of stay. Progress Not currently active with HOT Partners Not currently active with HOT Partners. page 44

APPENDIX B MINISTRY STATISTICS 2013 Hastings County Travel Statistics Total Canada Ontario Other Canada Total Visits Total Unweighted 532 532 494 38 Total Household/Party Visits (Weighted) 1,747,177 1,747,177 1,728,476 18,701 Total Person Visits (Weighted) 2,375,186 2,375,186 2,349,663 25,522 Length of Stay (Person Visits) Overnight 902,655 902,655 878,269 24,386 Same-Day 1,472,531 1,472,531 1,471,395 1,136 Main Purpose of Trip (Person Visits) Pleasure 1,063,355 1,063,355 1,059,501 3,854 VFR 889,819 889,819 868,763 21,056 Shopping 211,330 211,330 211,330 - Conventions (Personal) 8,267 8,267 8,267 - Business 63,052 63,052 62,440 612 Conventions (Business) & Conferences 18,014 18,014 17,632 382 Other Business 45,038 45,038 44,808 230 Business Tourist (activity) - N/A N/A N/A Other Personal 139,363 139,363 139,363 - Quarter Trip Started (Person Visits) Q1 (Jan - Mar) 313,414 313,414 310,226 3,188 Q2 (Apr - Jun) 715,704 715,704 714,138 1,565 Q3 (Jul - Sep) 704,365 704,365 693,757 10,608 Q4 (Oct - Dec) 641,703 641,703 631,542 10,161 Origin of Trip (Person Visits) Total Canada 2,375,186 2,375,186 2,349,663 25,522 Maritimes 7,175 7,175-7,175 Quebec 11,267 11,267-11,267 Montreal 2,239 2,239-2,239 Quebec City - - - - Ontario 2,349,663 2,349,663 2,349,663 - Manitoba 2,417 2,417-2,417 Winnipeg 2,321 2,321-2,321 Saskatchewan 408 408-408 Alberta 571 571-571 British Columbia 3,684 3,684-3,684 page 45

Origin of Trip, Ontario Regions (Person Visits) Region 1: Southwest Ontario 39,574 39,574 39,574 - Region 2: Niagara Falls Canada 8,000 8,000 8,000 - Region 3: Hamilton, Halton, Brant 88,327 88,327 88,327 - Region 4: Huron, Perth, Waterloo, 34,887 34,887 34,887 - Wellington Region 5: Greater Toronto Area 425,850 425,850 425,850 - Region 6: York, Durham, Hills of 474,605 474,605 474,605 - Headwaters Region 7: Bruce Peninsula, Southern 60,139 60,139 60,139 - Georgian Bay and Lake Simcoe Region 8: Kawartha and 289,302 289,302 289,302 - Northumberland Region 9: South Eastern Ontario 510,977 510,977 510,977 - Region 10: Ottawa and Countryside 156,668 156,668 156,668 - Region 11: Haliburton Highlands to the 249,373 249,373 249,373 - Ottawa Valley Region 12: Muskoka, Parry Sound and 4,542 4,542 4,542 - Algonquin Park Region 13: Northern Ontario 7,420 7,420 7,420 - Region 13a: North East Ontario 3,049 3,049 3,049 - Region 13b: North Central Ontario 800 800 800 - Region 13c: North West Ontario 3,571 3,571 3,571 - CMA505: Ottawa-Hull 120,765 120,765 114,135 6,630 CMA532: Oshawa 178,441 178,441 178,441 - CMA535: Toronto 761,233 761,233 761,233 - CMA537: Hamilton 48,153 48,153 48,153 - CMA539: St. Catharines-Niagara 8,000 8,000 8,000 - CMA541: Kitchener 22,331 22,331 22,331 - CMA555: London 21,657 21,657 21,657 - CMA559: Windsor 2,563 2,563 2,563 - CMA580: Sudbury 2,146 2,146 2,146 - CMA595: Thunder Bay 1,043 1,043 1,043 - CD01: Stormont, Dundas & Glengarry 15,066 15,066 15,066 - United Counties CD02: Prescott & Russell United 42,533 42,533 42,533 - Counties CD06: Ottawa-Carlton Regional 114,135 114,135 114,135 - Municipality CD07: Leeds & Grenville United 36,733 36,733 36,733 - Counties CD09: Lanark County 7,076 7,076 7,076 - CD10: Frontenac County 196,463 196,463 196,463 - page 46

CD11: Lennox & Addington County 75,383 75,383 75,383 - CD12: Hastings County 353,169 353,169 353,169 - CD13: Prince Edward County 66,133 66,133 66,133 - CD14: Northumberland County 154,813 154,813 154,813 - CD15: Peterborough County 125,401 125,401 125,401 - CD16: Kawartha Lakes 9,088 9,088 9,088 - CD18: Durham Regional Municipality 275,499 275,499 275,499 - CD19: York Regional Municipality 184,337 184,337 184,337 - CD20: Toronto Metropolitan 178,273 178,273 178,273 - Municipality CD21: Peel Regional Municipality 262,346 262,346 262,346 - CD22: Dufferin County - - - - CD23: Wellington County 7,230 7,230 7,230 - CD24: Halton Regional Municipality 48,291 48,291 48,291 - CD25: Hamilton-Wentworth Regional 25,756 25,756 25,756 - Municipality CD26: Niagara Regional Municipality 8,000 8,000 8,000 - CD28: Haldimand-Norfolk Regional 3,155 3,155 3,155 - Municipality CD29: Brant County 14,281 14,281 14,281 - CD30: Waterloo Regional Municipality 22,331 22,331 22,331 - CD31: Perth County 1,206 1,206 1,206 - CD32: Oxford County 3,157 3,157 3,157 - CD34: Elgin County 8,995 8,995 8,995 - CD36: Kent County 1,362 1,362 1,362 - CD37: Essex County 3,246 3,246 3,246 - CD38: Lambton County 1,359 1,359 1,359 - CD39: Middlesex County 18,300 18,300 18,300 - CD40: Huron County 4,119 4,119 4,119 - CD41: Bruce County 3,452 3,452 3,452 - CD42: Grey County 5,048 5,048 5,048 - CD43: Simcoe County 51,639 51,639 51,639 - CD44: Muskoka District Municipality 2,265 2,265 2,265 - CD46: Haliburton County - - - - CD47: Renfrew County 10,326 10,326 10,326 - CD48: Nipissing District - - - - CD49: Parry Sound District 2,277 2,277 2,277 - CD51: Manitoulin District - - - - CD52: Sudbury District - - - - CD53: Sudbury Regional Municipality 2,146 2,146 2,146 - CD54: Timiskaming District - - - - CD56: Cochrane District 903 903 903 - page 47

CD57: Algoma District 800 800 800 - CD58: Thunder Bay District 1,432 1,432 1,432 - CD59: Rainy River District 2,138 2,138 2,138 - CD60: Kenora District - - - - Census Division Unknown - - - - Accommodation Type (Person Visits) Roofed commercial 75,331 75,331 71,686 3,645 Hotels 51,027 51,027 48,879 2,148 Motels 14,214 14,214 12,717 1,497 Commercial cottage/cabins 8,485 8,485 8,485 - Other roofed commercial 1,834 1,834 1,605 230 Camping/RV facilities 75,655 75,655 75,655 - Private homes/cottages 731,277 731,277 710,536 20,741 Private homes 345,286 345,286 324,545 20,741 Private cottages 385,991 385,991 385,991 - Other accommodation type 25,174 25,174 25,174 - Number of Nights Total Nights 2,281,598 2,281,598 2,180,987 100,611 0 nights (Person Visits) 1,472,531 1,472,531 1,471,395 1,136 1 night (Person Visits) 277,045 277,045 270,387 6,658 2 nights (Person Visits) 353,424 353,424 349,111 4,313 3 nights (Person Visits) 185,027 185,027 184,415 612 4 nights (Person Visits) 23,005 23,005 21,358 1,647 5 nights (Person Visits) 11,824 11,824 4,549 7,275 6-9 nights (Person Visits) 35,984 35,984 34,746 1,238 10+ nights (Person Visits) 16,345 16,345 13,702 2,643 Average nights of total visits 1.0 1.0 0.9 3.9 Average nights of overnight visits 2.5 2.5 2.5 4.1 Number of Nights by Accommodation Type Nights in roofed commercial 156,420 156,420 150,376 6,044 Nights in hotels 84,612 84,612 81,130 3,482 Nights in motels 26,628 26,628 24,526 2,102 Nights in commercial cottage/cabins 41,511 41,511 41,511 - Nights in other roofed commercial 3,669 3,669 3,209 460 Nights in camping/rv facilities 155,458 155,458 155,458 - Nights in private homes/cottages 1,919,055 1,919,055 1,824,488 94,567 Nights in private homes 776,435 776,435 681,868 94,567 Nights in private cottages 1,142,620 1,142,620 1,142,620 - Nights in other 50,665 50,665 50,665 - Place Visited in Ontario (Person Visits) page 48

Region 8: Kawartha and 3,193 3,193 3,193 - Northumberland Region 9: South Eastern Ontario 1,430,870 1,430,870 1,411,395 19,475 Region 11: Haliburton Highlands to the 942,807 942,807 936,759 6,048 Ottawa Valley CMA599: Unknown 2,375,186 2,375,186 2,349,663 25,522 CD12: Hastings County 2,375,186 2,375,186 2,349,663 25,522 Activities Participated (Person Visits) Festivals/Fairs 16,950 16,950 14,893 2,057 Cultural Performances 36,226 36,226 33,207 3,019 Museums/Art Galleries 69,004 69,004 67,592 1,412 Zoos/Aquariums/Botanical Gardens 6,948 6,948 5,205 1,743 Sports Events 67,615 67,615 62,932 4,682 Casinos 8,824 8,824 6,945 1,879 Theme Parks 9,927 9,927 8,999 928 National/Provincial Nature Parks 47,584 47,584 43,952 3,632 Historic Sites 23,275 23,275 19,888 3,387 Sightseeing 21,408 21,408 20,676 732 Aboriginal - - - - Visit Family or Relatiaves 581,989 581,989 577,309 4,680 Shopping 235,196 235,196 235,196 - Movies 9,046 9,046 8,638 408 Restaurant or bar 25,675 25,675 25,224 451 Medical/Dental appointment 64,602 64,602 64,372 230 Business Meeting/Conference/Seminar 37,550 37,550 37,550 - Any Outdoor/Sports Activity 949,988 949,988 941,279 8,709 Play a sport 134,420 134,420 134,162 259 Boating 308,107 308,107 303,757 4,350 Golfing 58,617 58,617 58,358 259 Fishing 500,699 500,699 497,015 3,684 Hunting 55,891 55,891 55,891 - Skiing/Snowboarding 6,654 6,654 6,654 - Snowmobiling 21,456 21,456 21,456 - ATV 47,128 47,128 46,670 458 Cycling 8,977 8,977 8,718 259 Hiking 223,652 223,652 222,575 1,077 Camping 199,654 199,654 199,654 - Visit a beach 200,484 200,484 195,743 4,741 Wildlife/Bird watching 133,156 133,156 128,686 4,471 Household/Party Size and Composition Total household/party visits 1,747,177 1,747,177 1,728,476 18,701 1 person (Party Visits) 205,749 205,749 200,435 5,314 page 49

2 persons (Party Visits) 487,390 487,390 483,160 4,231 3 or more persons (Party Visits) 1,054,038 1,054,038 1,044,882 9,156 Average party size 3.0 3.0 3.1 2.5 Party with adult(s) only (%) 88% 88% 88% 89% Party with children (%) 12% 12% 12% 11% Age of Respondents (Person Visits) Under 18 years - N/A N/A N/A 18-24 years old 330,714 330,714 328,972 1,742 25-34 years old 394,919 394,919 390,641 4,277 35-44 years old 309,691 309,691 307,408 2,283 45-54 years old 587,687 587,687 585,115 2,572 55-64 years old 470,626 470,626 467,209 3,417 65+ years old 281,549 281,549 270,318 11,231 Age not stated - N/A N/A N/A Average age 45.0 45.0 45.0 53.3 Gender of Respondents (Person Visits) Male 1,400,311 1,400,311 1,392,375 7,936 Female 974,875 974,875 957,289 17,586 Education Level of Respondents (Person Visits) Less than high school graduation 363,866 363,866 362,015 1,851 certificate High school graduation certificate only 651,390 651,390 647,674 3,716 Some post-secondary certificate or 911,663 911,663 898,017 13,645 diploma University degree (Bachelor's, Master's 448,266 448,266 441,957 6,309 or PhD) Not Stated - - - - Household Income of Respondents (Person Visits) Less than $50,000 588,825 588,825 577,691 11,134 $50,000 to less than $75,000 463,760 463,760 462,341 1,419 $75,000 to less than $100,000 302,417 302,417 300,932 1,485 $100,000 and over 754,999 754,999 743,773 11,225 Not Stated 265,185 265,185 264,926 259 Visitor Spending in Region Total Visitor Spending 205,925,435 205,925,435 201,203,679 4,721,756 Overnight Visitor Spending 126,336,164 126,336,164 121,722,352 4,613,812 Same-Day Visitor Spending 79,589,271 79,589,271 79,481,327 107,944 Average Visitor Spending in Region Average per person 87 87 86 185 Average per person per overnight visit 140 140 139 189 Average per person per night 55 55 56 46 page 50

Average per person per same-day visit 54 54 54 95 Itemized Visitor Spending in Region Total Visitor Spending 205,925,435 205,925,435 201,203,679 4,721,756 Transport (Total) 74,030,647 74,030,647 72,345,564 1,685,082 Public Transport 3,196,879,196,879 3,108,905 87,975 Canadian Fares - N/A N/A N/A Other Public Transport 3,196,879 3,196,879 3,108,905 87,975 Vehicle Rental 390,414 390,414 237,166 153,248 Vehicle Operations 70,034,292 70,034,292 68,657,402 1,376,890 Local Transport 409,061 409,061 342,091 66,970 Accommodation 15,693,140 15,693,140 15,443,619 249,522 Food & Beverage (Total) 88,485,457 88,485,457 86,868,780 1,616,677 Food & Beverage at Stores 44,165,318 44,165,318 43,618,662 546,656 Food & Beverage at Restaurants/Bars 44,320,139 44,320,139 43,250,118 1,070,021 Recreation/Entertainment (Total) 8,052,514 8,052,514 7,775,933 276,581 Recreation 4,548,835 4,548,835 4,426,806 122,029 Culture 3,503,679 3,503,679 3,349,127 154,552 Retail/Other (Total) 19,663,677 19,663,677 18,769,783 893,894 Clothing 14,861,914 14,861,914 14,430,642 431,272 Other Retail 4,801,763 4,801,763 4,339,140 462,622 Source: This analysis is based on Statistics Canada microdata which contain anonymized data collected in the Travel Survey of Residents of Canada and the International Travel Survey. All computations on these microdata were prepared by the Ontario Ministry of Tourism, Culture and Sport and the responsibility for the use and interpretation of these data is entirely that of the authors. Note: International data is available at the provincial and region levels only, as Statistics Canada suppressed US and overseas data at the census division level. page 51

APPENDIX C AMBASSADOR PROGRAM Ambassadors support the economic development and tourism efforts of a community and, at the same time, develop a network of people who create a high energy exchange of ideas and knowledge that foster personal and professional growth, expanding the tourism reputation of the area. In a time when advertising dollars can be limited, Ambassadors can provide an extremely valuable source of promotion to a community that would not normally be available or affordable. The challenge of an Ambassador Program is to capture the talent, energy and enthusiasm of local residents and best equip them with the tools they will need to promote the County in a way that will create a positive image for the area and create momentum to support growth. An Ambassador Program should be designed to meet the specific needs of the community through established goals and programs. The consulting team has researched some best practices in Ambassador Programs and present the following suggestions towards an Ambassador Program that could be considered by Hastings County. Firstly, it should be noted that there are two kinds of Ambassadors that Hastings County can initiate. 1. Front Line some Ambassador Programs are meant to inspire and train front-line employees and volunteers to make every visitor experience into a positive and long lasting impression. While significant dollars are spent on tourism marketing, the first impression is the most important and front-line staff must be engaged and onboard with providing the best experience for the visiting tourist possible. This type of service generates positive (in person and online) word of mouth and will in turn generate return visits as well as new. There are several companies providing front line customer service training including RTO 9 and 11. Additionally, OTEC provides innovative training and certification programs for tourism hospitality and service industries through their Online Tourism Excellence Ambassador Program. They are well known for their customer service training and service strategy development for destinations and often work with DMOs and tourism businesses to development Tourism Excellence Ambassador programs that meet the unique needs of each destination. Hastings County could access more information and evaluate the options to provide this training at: http://www.otec.org/training-solutions-overview/tourism-excellence-ambassador- Program.aspx 2. Local Residents this type of Ambassador Program is delivered by local residents and current/retired business people most typically are associated with the tourism industry and who have a strong sense of pride in their area and are anxious to spread the word. This type of Ambassador Program is much more difficult to execute and inspire people to participate. It is also complicated to ensure message consistency and derive measurable results particularly in an area as large as Hastings County. Administration of this type of Ambassador Program is better managed by individual municipalities rather than at the County level but is worthwhile to consider for assistance at trade events, fam tours and media events. As stated in Section 5.2 Development of Digital Strategy, local Ambassadors can be extremely valuable as local experts page 52

with subject authority on core attraction themes and encourage content from them and other local resources. Local Ambassadors should be utilized whether or not a official Ambassador program is deployed for this and other benefits. Leduc Nisku Economic Development Authority (EDA) has created an Ambassador Program that is considered an excellent example of community involvement which has resulted in substantial social and economic benefits. In 1992 the EDA introduced an Ambassador program to recognize the contribution made by volunteers for the community. Nominated by a colleague, anyone who boosts the community is eligible to become a Leduc Nisku Ambassador. Installation is done publicly at a Partnership Breakfast, where Ambassadors are introduced and receive a certificate signed by both Mayor and Reeve. In addition, personalized pins and business cards, luggage tags and a license plate for their car are provided. This simple program enables the community to thank citizens who may otherwise be overlooked and is especially useful for recognizing visitors and other dignitaries. Currently, Leduc/ Nisku has over 600 Ambassadors, essentially a huge unpaid sales force promoting the community worldwide. Both the Partnership concept and the Ambassador program have been recognized internationally for their innovation and excellence in delivering community economic development services. The Ambassador Program promotes the International Region in a unique way by creating extensive work of mouth from reliable sources with firsthand knowledge of the area. The Ambassador Team is a group of local individuals, dedicated to the program, who volunteer their time to provide support and assistance to promote their region and assistance to trade missions. The Kelowna, BC Chamber of Commerce formed an Ambassador Program as a networking system to learn from each other and exchange ideas and talent. Kelowna Business Ambassadors are a dynamic network of business people in Canada s fastest growing city who have come together to create a high energy exchange of ideas and knowledge that foster personal and professional growth. http://www.kelownachamber.org/chamber/ambassadors.aspx The Province of Newfoundland and Labrador has an Ambassador Program which is described as an active network of ambassadors, spanning the globe and promoting Newfoundland and Labrador, giving direct access to potentially valuable market information and access to an expanded business network in foreign markets. The province facilitates communications amongst the Ambassadors, the provincial government and the business community. The Ambassadors are individuals who are friends of the province who promote it to the world. Many are ex-patriots. To support the Ambassadors and to supplement the program, the province produces a bimonthly publication. The Ambassador, which includes supplementary information on the economy and specific sectors are also highlighted as a focus feature. The Province maintains direct contact with Ambassadors on an individual and collective basis as well as through smaller meetings hosted in conjunction with business travel. page 53

Initial Steps: a. Preceded by an announcement from the Warden and municipal Mayors and an adequate public awareness campaign, invite individuals to a meeting and include an open invitation to anyone who might be interested in participating in a program to promote Hastings County. b. Following sufficient interest, formalize the program with a declaration and promote it as an ongoing activity, encouraging continued involvement from new members. Allow for options to submit applications online and other. c. Develop a catalogue of members which details their talents, experience, areas of interest, time availability and so on. d. Identify all members with appropriate Ambassador materials pin, licence plate, business cards etc., in addition to current and relevant information on Hastings County for distribution to their contacts. Provide sufficient material and training to inform the Ambassadors on various aspects of life in all areas of Hastings County. e. Assign members to teams or groups depending on their strengths or interests examples of these teams include marketing, education, business attraction, agriculture, geology etc. These members will be called on for various functions for a trade event promoting agriculture, a tourism familiarization tour etc. f. Develop a budget to cover the cost of events, promotional material and membership items. Sponsorship could be considered. Program Development: g. Establish a referral system to channel potential leads and contacts through Hastings County Tourism Development Coordinator from the Ambassadors. h. Host events to elevate level of awareness of the Hastings County Ambassador Program and encourage new participation i. Hold regular meetings (breakfast meetings) to develop programs, hear guest speakers and review successes. j. Hold an annual Ambassador recognition event could be combined with the HOTie awards. Recognize the efforts of the Ambassadors. k. Continue positive media coverage of the program and highlight any milestones events, international visits etc. l. Consider developing a newsletter or website page profiling the Ambassador Program members as well as success stories. Invite submissions from members. page 54

APPENDIX D VISION AND MISSION What is a Vision Statement? Defines the optimal desired future state the mental picture of what the County wants to achieve over time Provides guidance and inspiration as to what the County is focused on achieving in five, ten or more years Functions as what all County and municipal employees understand how their work contributes towards accomplishing over the long term Is written succinctly in an inspirational manner that makes it easy for all to understand and repeat at any given time What's in a Vision Statement? When developing a Vision Statement, it should be seen that the following questions are answered: What do we want to do going forward? When do we want to do it? How do we want to do it? Features of an effective Vision Statement include: Clarity and lack of ambiguity Paint a vivid and clear picture, not ambiguous Describing a bright future (hope) Memorable and engaging expression Realistic aspirations, achievable Alignment with organizational values and culture Time goals if it talks of achieving any goal or objective What is a Mission Statement? Defines the present state or purpose of County tourism Answers three questions about why tourism in Hastings County exists what it does, who it does it for and how it does what it does Is written succinctly in the form of a sentence or two, but for a shorter timeframe (one to three years) than a Vision Statement Is something that all should be able to articulate upon request What to Include in a Mission Statement? When developing a Mission Statement, it should be seen that the following questions are answered: What do we do today? For whom do we do it? What is the benefit? page 55

Features of an effective Mission Statement are: Purpose and values of tourism in Hastings County What business the County want to be in (products or services, market) or who are the County s primary "clients" (stakeholders) What are the responsibilities of the County towards these "clients" What are the main objectives that support the County in accomplishing its mission Having a clearly defined Mission Statement also helps an organization better understand things like County-wide decisions, organizational changes, and resource allocation, thereby lessening resistance and conflicts. A clear Vision and Mission Statement can: Strengthen culture through a unified sense of purpose Improve decision-making with clarity about "big picture" Enhance cross-functional relationships through a shared understanding of priorities Regardless of how the County creates an effective Vision and Mission Statement, it is important that it be embedded into the culture through clear and consistent communications from the highest levels of the organization. Here are some examples of Vision and Mission Statements: Company/Organization Mission Vision Walmart To help people save money so they To give ordinary folk the chance can live better to buy the same things as rich Walt Disney Hilton Hotels Canadian Cancer Society Volkswagen To be one of the world s leading producers and providers of entertainment and information To be the preeminent global hospitality company the first choice of guests, team members and owners alike To eradicate cancer and enhance the quality of life of people living with cancer Strengthen Volkswagen Group business through innovative, competitive and profitable financial services, overcoming the expectations of clients, dealers, employees and shareholders people To make people happy To fill the earth with the light and warmth of hospitality Creating a world where no Canadian fears cancer Be the best solution in financial services to the clients and dealers of Volkswagen Group The following youtube link is an excellent resource to inform an organization through the process: http://youtu.be/b2myar0gmo0 page 56

APPENDIX E MAIN STREET AND DOWNTOWN REVITALIZATION All stakeholder consultation processes and studies outlined in this report indicate that towns and villages, unique shopping and restaurants and the people are the cornerstone of rural Hastings County and are one of the key experiences that visitors are seeking. A common theme of the feedback was the need to focus attention on enhancing the quality of place and aesthetic appeal of what is perceived as downtowns across the County and that more is needed to be done to make main street areas a must see along the way or be a destination for the afternoon for day trippers or those taking a more leisurely trip through the area. Downtown areas or Main Streets are the centerpiece of any community s residential, cultural, commercial and recreational growth agenda, particularly if residential activity is part of the landscape which further supports the feeling of community and sense of pride in the area. Community services such as libraries and parks, special events and farmers markets can also create a destination for both residents and visitors. Given the importance of place to the County s tourism development and marketing efforts, having a network of healthy downtowns or commercial core areas can create vibrant tourism destinations and stimulate additional investment interest. Promoting development in the County s key downtown areas (Madoc, Tweed, Marmora, Stirling, Bancroft, Maynooth etc.) using a variety of economic development and planning tools and incentives can strengthen these communities quality of place. Efforts should be undertaken to animate public and private spaces (e.g. public art, festivals and events programming, community gardens and local food initiatives such as farmers markets) rejuvenating structures and streetscapes (e.g. façade improvements, streetscaping and beautification) improving local business viability. In turn this will ensure these downtowns provide a space that is vibrant, walkable and create a buzz that encourages street-level interaction year round. This can also have the effect of attracting more people to live in these communities. page 57