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The Heart of Ontario Regional Tourism Strategy

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The Heart of Ontario Regional Tourism Strategy Hamilton Halton Brant Regional Tourism Association (RTO 3) Regional Tourism Strategy Update 2015-2018 November 2014 1 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Final Report Contents 1 EXECUTIVE SUMMARY ......................................................................................................... 4 2 INTRODUCTION ..................................................................................................................... 7 2.1 HHBRTA ORGANIZATION 7 2.1.1 DESTINATION VISITOR EXPERIENCE BRANDING 8 2.1.2 PREVIOUS WORK 9 3 SECTOR ANALYSIS ............................................................................................................ 20 3.1 TOURISM – A GLOBAL DRIVER 20 3.1.1 GLOBAL TOURISM TRENDS TO WATCH 21 3.2 THE CANADIAN TOURISM CONTEXT 23 3.2.1 CANADIAN TOURISM MARKETS 24 3.2.2 ABORIGINAL TOURISM IN CANADA 25 3.3 TOURISM IN THE PROVINCE OF ONTARIO 26 3.3.1 PROVINCIAL VISITOR TRENDS 27 3.3.2 ONTARIO TOURISM CHALLENGES 28 3.3.3 ARTS AND CULTURE 28 3.4 RTO 3 REGION VISITOR TRENDS 29 3.4.1 TOURISM METRICS BY CENSUS DIVISION 33 3.4.2 NEIGHBOURING RTO COMPARATIVE STATISTICS 36 3.4.3 VISITOR FAMILIARITY AND INTEREST IN ONTARIO’S RTO’S 39 3.5 ACCOMMODATIONS SECTOR REVIEW 41 4 CONSULTATIONS ................................................................................................................ 47 4.1 STAKEHOLDER CONSULTATIONS 47 4.1.1 BRANT 47 4.1.2 HALTON 48 4.1.3 HAMILTON 49 4.1.4 SIX NATIONS 50 4.1.5 ACCOMMODATION SECTOR ONLINE SURVEY 51 4.1.6 DESTINATIONS MARKETING ORGANIZATIONS (DMOS) CONSULTATIONS 52 4.1.7 MINISTRY CONSULTATIONS 53 5 EMERGING THEMES ........................................................................................................... 54 6 BEST PRACTICES REVIEW ................................................................................................ 55 6.1 RUHR INDUSTRIAL TOURISM 55 6.2 STRATFORD PERTH COUNTY CULINARY TOURISM 56 2 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Final Report 6.3 MĀORI ABORIGINAL TOURISM IN NEW ZEALAND 57 6.4 ASHEVILLE, NORTH CAROLINA OVERNIGHT TOURISM 58 7 RECOMMENDATIONS ......................................................................................................... 60 7.1 WHAT CHANGES ARE THERE IN PROVINCIAL POLICY? 60 7.2 WHAT CHANGES HAVE TAKEN PLACE IN THE ONTARIO TOURISM SECTOR? 61 7.3 WHAT HAS CHANGED LOCALLY AT THE REGIONAL LEVEL? 62 7.4 RECOMMENDATIONS FOR CONSIDERATION 64 7.5 VISION STATEMENT AND 2015-18 TOURISM STRATEGIC DIRECTION 65 APPENDIX A BRANT CONSULTATION SUMMARY ................................................................. 71 BRANT CONSULTATION NOTES 71 KEY MESSAGES 71 ACTION ITEMS 71 NOTES FROM THE CONSULTATION 71 APPENDIX B HALTON CONSULTATION SUMMARY .............................................................. 75 HALTON CONSULTATION NOTES 75 KEY MESSAGES 75 ACTION ITEMS 75 NOTES FROM THE CONSULTATION 75 APPENDIX C HAMILTON CONSULTATION SUMMARY .......................................................... 79 HAMILTON CONSULTATION NOTES 79 KEY MESSAGES 79 ACTION ITEMS 79 NOTES FROM THE CONSULTATION 79 APPENDIX D SIX NATIONS CONSULTATION SUMMARY ...................................................... 83 SIX NATIONS CONSULTATION 83 KEY MESSAGES 83 ACTION ITEMS 83 NOTES FROM THE CONSULTATION 83 APPENDIX E .............................................................................................................................. 87 DMO INTERVIEW QUESTIONS 87 3 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Final Report 1 Executive Summary RTO 3 has now been operational for two years. During that time it has matured as an organization, it has put in place governance procedures and appointed a Board of Directors. The focus of the organization has been on destination development and experiential product development. As the Strategy has reached the end of its three year timespan, it is time to revisit it and create a new version to be in place for the next three years, 2015-2018. Discovering Ontario – A Report on the Future of Tourism was a landmark review of Ontario’s tourism industry in 2009. The findings in the report recommended the development of regional tourism. The Province then implemented this recommendation with the establishment of thirteen regional tourism organizations (RTO’s) throughout Ontario to work with tourism partners with the aim of enhancing and growing each region’s tourism products and marketing activities. Each RTO was to be an independent, not-for-profit organization that partnered heavily with local tourism industry stakeholders. The Hamilton Halton Brant Regional Tourism Association (HHBRTA) was created as part of these changes in 2009. The HHBRTA is responsible for supporting tourism operations in Ontario’s Region 3 (RTO 3), providing tourism support services for the Regional Municipality of Halton (including the City of Burlington, the Towns of Halton Hills, Milton, and Oakville), the Cities of Brantford and Hamilton, the County of Brant, the Six Nations of the Grand River Territory, and the Mississauga’s of the New Credit First Nation. The long term vision of the RTO 3 is for the tourism sector to be a significant economic driver for the region by 2020. HHBRTA has also identified the following three goals to measure progress towards achieving its 2020 vision for RTO 3: . Increase the proportion of overnight visitors to the region . Increase the number of same day visitors . Increase the yield per visitor In 2011, the HHBRTA commissioned the creation of a three year tourism strategy that would provide direction for the RTO 3 region to evolve its tourism destination initiatives from 2011-2014. Overall, the three year strategy aimed to: . Provide further direction for the region and identify priorities for future product development; . Market and attract investment on a pan-regional level; . Position the region well for the future in a way that complimented the existing activities of partners in the region (avoiding duplication). During the strategy’s three year lifespan, RTO 3 has become established as an organization and achieved success in visitor experience brand and product development. The direction of the original strategy and the long term vision and goals of the organization still hold true. However, it is now time to revise that strategy to take into 4 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Final Report account the most recent needs of the industry and changes in the tourism sector in Ontario as well as building on experience gained by the RTO 3. The consulting firm, Millier Dickinson Blais was contracted to conduct this review. The Strategy review process has concentrated on understanding what has been achieved to date and developing action to build on that success. It also takes into account changes within the tourism industry in Ontario. The most important component of the process, however, has been engaging with a wide range of industry stakeholders. This engagement has been conducted through interviews, consultations, and an online survey aimed specifically at the accommodation sector. Four consultations sessions were held: in the Brant, Halton, and Hamilton regions, as well with the Six Nations community. Stakeholders helped inform progress on the original RTO 3 strategy and identified new directions and opportunities to include in the revised regional tourism strategy. A number of important themes emerged from the industry research and analysis of tourism trends in the region, the province and nationally across Canada. The most important of these themes are: . The majority of visitors to the RTO 3 region are from Ontario (94%) and in particular from Toronto. This market should remain a geographical focus for marketing activities. Most of the visits are to the Halton and Hamilton region and not the Brant region. As the Six Nations reservation is located in Brant and there are opportunities to work with them to assist in the development of their tourism experience, this may result in an increase in Brant’s visitor numbers as well as the development of Six Nations tourism products. Per person spending in RTO 3 region is below the provincial average for overnight and same day visitors. This affects the economic impact of the sector on the local economy. The development of experience based overnight packages will include more opportunities for local spending. The growth of a regional visitor experience brand awareness is reflected in the visitor familiarity figures for the RTO 3 region. For U.S. visitors the region remains in the top 5 and for Canadian visitors it has gone from 9th to 6th position in the last year. There are misconceptions about the HHBRTA’s role with small operators and their relationship with DMOs. A communications plan would help to educate and clarify the mandate of the RTO 3 and its strategic direction. A number of new markets have been identified through the research and consultation process and their exploration, through pilot projects, should be part of the revised strategy action plan. Performance metrics remain important not just in reporting back to the province but also to communicate to partners and industry stakeholders. The engagement of the accommodation sector would also enable this reporting to be more complete for the region. 5 Millier Dickinson Blais: RTO 3 Regional Tourism Strategy Review Final Report The strategic directions of the revised strategy will not change significantly, although the suggested new action plan reflects the input from
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