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Premier-Ranked Tourist Destination Project

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Premier-Ranked Tourist Destination Project CITYOFTORONTO Premier-Ranked Tourist Destination Project Research Summary and Recommendations “MAKING TORONTO THE BEST IT CAN BE” December 2007 Tourism MARKETING & COMMUNICATIONS Table of Contents ABOUT PRODUCT RECOMMENDATIONS 3THIS REPORT 12 28 EXECUTIVE PERFORMANCE NEXT STEPS 4SUMMARY 17 35 9BACKGROUND 20SUSTAINABILITY STARTING FROM OBSERVATIONS A POSITION OF 11STRENGTH 25 APPENDIX 1: DETAILED GAP APPENDIX 2: PRTD 36AND OPPORTUNITY ASSESSMENT 50STEERING COMMITTEE This project was facilitated in partnership with the City of Toronto, Employment Ontario and funded in part by the Government of Canada and the Ontario Ministry of Tourism ABOUT THIS REPORT This report has been written based on the findings from The observations and conclusions reached along with the Toronto’s extensive Premier-ranked Tourist Destination specific recommendations and actions have been validated (PRTD) process which began in January and concluded in along the way by industry stakeholders at a number of levels. December 2007.The destination audit, a thorough inventory of Toronto’s tourism assets, was completed by a twelve The City of Toronto,Tourism Section, was responsible for person audit team over a period of 11 months.The detailed the implementation of the process with ultimate accounta- findings from the audit are contained in a companion report bility to Toronto’s Tourism Leadership Group, Chaired by entitled Toronto’s Premier–ranked Tourist Destination Project the Assistant Deputy Minister Tourism,for the Province of – Research Report, dated December 2007.A comprehensive Ontario.This group heard the preliminary findings in a bibliography is contained in this report that details the presentation made on December 7th.All members of the sources of information that were used to complete the Leadership Group were present and unanimously endorsed PRTD process and write the Summary Report.We have not the findings of the PRTD project. It will be the responsibility included all sources of information in Summary Report, any of the Leadership Group to accept the final report and definitive statements or statistical data can be supported by put in place a process for implementation of the stated extensive data included in the full Research Report. recommendations. The consultant to the process and author of this report is Finally, the Co Chairs of the PRTD Project Steering Com- familiar with the PRTD process having completed it in 14 other mittee, John Houghton,Vice President at Metro Toronto Ontario destinations over the past 36 months. However, in Convention Centre and Gino Giancola, SeniorVice President undertaking the assignment in Toronto it was necessary that at TourismToronto, as well as the lead staff at the City of he supplement the process with additional consultation and Toronto, Judy Morgan and Ned Sabev all played a significant dialogue in order to gain a thorough understanding of part in both the execution of the process and the outcomes Toronto’s tourism offering and deal with the enormity of contained in this report.Their commitment and contribution the opportunities and issues facing its tourism industry. to the process was significant, they added value along the way and provided leadership and guidance. As a result, the report, while attempting to remain true to the process, includes information derived from extensive The underlying theme of the Toronto’s PRTD project is industry dialogue. Small group consultation and one on one “Making Toronto the Best It Can Be.” As a result of under- dialogue with Toronto’s tourism industry leaders took place standing the opportunities presented, and successfully and proved valuable in gaining full understanding of the implementing the identified strategies Toronto will become opportunities and challenges that exist.This additional a desirable place for not only those who visit but also for dialogue and research was required in order to ensure the those who live here, those who work here and those who process delivered the results Toronto’s tourism industry have come to call Toronto home. was looking for. 3 EXECUTIVE SUMMARY What is the Premier-ranked Tourist Destination Framework? 3. The Sustainability Dimension Sustainable tourism is vital to any destination. In this The PRTD was developed by the Ontario Ministry of dimension, the process looks at the destination’s Tourism to provide a means for tourism destinations to ability to thrive from tourism into the future and its define their competitive position within the tourism market- sustainability through: place. Premier-ranked is not a formal tourism designation • Destination Marketing but, rather an internal tourism goal to help destinations • Product Renewal become “better than the rest” by improving their viability and competitiveness as a place people want to visit. • Managing within Carrying Capacities. The process involves several critical steps along with a THE THREE DIMENSIONS serious commitment of time by industry partners.This OF TOURISM ASSESSMENT investment of time and energy is rewarded with specific 1. The Product Dimension insights and direction. This dimension looks at the features that enable a destination to provide a high quality tourist experience. THE PRTD PROCESS This is validated through examining the following: The PRTD process was designed to guide the industry • Distinctive Core attractors through several key steps including database design and • Quality and Critical Mass collection, evaluation, interpretation and planning. • Satisfaction andValue • A database of tourism businesses was created and • Accessibility 2588 questionnaires were delivered to companies • An Accommodations Base. representing the accommodation, food and beverage, attraction, heritage and cultural, parks and recreation, marinas, golf, transportation, retail, events and festivals, 2. The Performance Dimension winery and breweries and meeting venue/planner The performance dimension looks at the destination’s sectors. success in providing a quality tourist experience.This is validated by examining: • 847 surveys were completed, representing a response rate of 33%. • Visitation • Of the 2588 database it was determined a total of • Occupancy andYield 1069 were key core tourism businesses, 446 surveys • Critical Acclaim. were completed from this group representing a better response rate of 42% 4 • Secondary research was gathered and used to help PRODUCT – A Tourist Destination provides a high shape the current picture of the destination. quality tourist experience, enabled through the destination’s • The survey data and secondary research was accu- offerings of: mulated, entered, clarified, analyzed and evaluated ➢ Distinctive Core Attractions using the PRTD workbook and the Tourism Resource ➢ Quality and Critical Mass Opportunity Matrix. ➢ Satisfaction andValue • A comprehensive “PRTD Research Report” was ➢ Accessibility completed by the audit team; it contains the detail ➢ research that supports this report. An Accommodations Base. According to the Guidelines in the Workbook, the City of SUMMARY OF FINDINGS Toronto’s tourism product does not reach its full potential Starting From a Position of Strength and therefore was rated as “Almost Premier-ranked,” as a Toronto is starting from a position of strength when it comes result of deficiencies and gaps in the “Accessibility” and to improving its status as an attractive tourism destination. “Satisfaction andValue” elements. This must not be underestimated as the industry puts in place plans to moving to the next level. Its strengths include: PERFORMANCE – The quality of the tourist experience • Breadth and depth of visitor experiences and the destination’s success in providing it is validated by: ➢ • Excellent air access with extensive improvements to Visitation Pearson International Airport ➢ Occupancy andYield • Significant new cultural product in the form of ➢ Critical Acclaim. performance venues, galleries, museums • Attractors have quality & critical acclaim as ranked According to the Guidelines in the Workbook, the City of by known tourism authorities Toronto’s tourism performance does not reach its full po- • Accommodation base is excellent, offering a wide tential and therefore was rated as “Almost Premier-ranked,” range of options for visitors as a result of deficiencies and gaps in the “Occupancy and Yield” and “Critical Acclaim” elements. • Significant annual visitation, an envy of many cities in North America SUSTAINABILITY – Ability for a destination to thrive • A large new Canadian resident population that fuels from tourism into the future is sustained by: VFR traffic and activity ➢ Destination Marketing • Engaged tourism industry who have a track record of ➢ Product Renewal working together ➢ Managing within Carrying Capacities. • The Destination Marketing Organization that is strong with resources required to market & sell, TourismToronto is the recognized and respected According to the Guidelines in the Workbook, the City of DMO Toronto’s tourism sustainability does not reach its full po- tential and therefore was rated as “Almost Premier-ranked,” • Significant product and experience development as a result of deficiencies and gaps in the “Managing within projects are already in play that will have positive Carrying Capacities” and “Product Renewal” elements. impact on Toronto’s ability to increase visitation into the future. Note:“Almost Premier-ranked” — The affirmation can almost be made and supported, one to several key efforts / EVALUATION investments will enable affirmation. The
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