HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN

1 TABLE OF CONTENTS

SECTION ONE: INTRODUCTION 4

SECTION TWO: KEY FINDINGS 16

SECTION THREE: RECOMMENDATIONS 24

SECTION FOUR: CONTRIBUTORS 32

SECTION FIVE: DEFINITIONS 36

DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 3 SECTION WHEN WE COME TOGETHER, GOOD THINGS HAPPEN.

We all have a role to play in helping make this incredible city known as Halifax—on the ancestral land of the Mi’kmaq known as Kjipuktuk—be widely recognized as the favourite city in Canada. This document outlines how we ONE can make this possible, together. INTRODUCTION

4 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 5 Smart communities understand BACKGROUND WHY AN INTEGRATED MASTER that an unforgettable experience PLAN FOR TOURISM? The Integrated Tourism Master Plan (ITMP) provides a vision for tourism in Halifax. as a visitor is the best way to Leading destinations are founded in a clear picture of where they are going and what attract the finest talent, a needs to happen to achieve this, and this plan is how we will all get there, together. future neighbour, colleague, Ultimately, this plan will help drive and prioritize the efforts and investments that or friend. will lead to recovery and future sustainable economic growth from the region’s tourism economy. And that will do one important And we’re really good at making life-long can marvel at our award-winning architecture thing: It will enrich the lives our citizens. friends. We have a reputation around the and mixture of historic and modern buildings. world as friendly, fun, and authentic. We can sample a growing number of local breweries and distilleries and enjoy the ITMP will anchor a shared vision and strategy best dining and shopping experiences in for the Halifax Regional Municipality, while In 2019 alone we welcomed 5.3 million Atlantic Canada. We can also feel pride for supporting growth and prosperity in the region overnight stays, our seventh consecutive year our city and region’s tremendous growth through the lens of the tourism opportunity. of growth. Visitors choose Halifax for lots of and momentum. different reasons, and as residents we have an important role to play when it comes to making a great first impression. We’ve already accomplished a lot together and united under one plan we can do a lot more. We can protect our natural landscapes, improve While COVID-19 caused a significant drop our parks and recreational experiences, and in business in 2020, Halifax’s tourism determine what investments will make our opportunity remains strong over the medium communities better for visitors and residents. to long term. Halifax can emerge from the downturn as a destination for the future. Let’s come together. Let’s make decisions for tourism recovery that make Halifax an even Together, we can experience a city that sits better place to live and visit. on the edge of nature, embraced by the ocean. We can experience the remarkable energy cheering for our sports teams. We

6 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 7 PLANNING CONTEXT

ITMP is not a plan for Discover Halifax Halifax Economic Growth alone, but a plan for all shareholders and Plan – Halifax Partnership stakeholders in tourism and their main Of particular significance to the ITMP, beneficiaries—those who live and work in the Economic Growth Plan highlights the Halifax Regional Municipality. The plan is the importance of tourism in both the rural meant to be a framework for working toward and urban areas of the Halifax Regional a common goal, while still understanding that Municipality. different organizations and stakeholders will have their own priorities. This was taken into consideration by incorporating elements of Develop Priorities a number of relevant plans and priorities, including the following: Develop Nova Scotia (DNS) is the province’s crown corporation with responsibility for the development of strategic economic Halifax Regional infrastructure to support inclusive economic Municipality Regional Plan growth in Nova Scotia. Accordingly, DNS will be a key partner in advancing the ITMP. The Regional Plan establishes long-range, region-wide planning policies outlining where, when, and how future growth and Placemaking Strategies development should take place between now and 2031. The concept of place as a catalyst for economic development is central to DNS’s strategic planning. At its most basic, a place Relevant Halifax Regional Municipality is a space or location that has meaning for Plans & Reviews people. The stronger the meaning, the better the place. Accordingly, DNS sees placemaking There are numerous relevant plans and as an imperative which is also critical to Driving Export Revenue Events East – Looking Forward policies for Halifax Regional Municipality growing Halifax’s destination appeal. With Tourism Nova Scotia Five-Year Strategy catalogued through the development of the Halifax ITMP, including (but not limited to): Tourism Nova Scotia (TNS) is a private, With an emphasis on developing significant Gateway to Canada Airport Strategy sector-led provincial crown corporation homegrown events and extending the calendar » Centre Plan that partners with destinations and small beyond the peak season, while leaving a » Climate Change Plan Halifax Stanfield is a core component of the businesses to develop, enhance and market positive social impact on communities across Atlantic Gateway, connecting Atlantic Canada » Short-Term Rental Review tourism resources, aiding to create unique the province, the events strategy aligns well to the world via air transport and a key high-quality visitor experiences. TNS also with the Halifax ITMP. » Ride Sharing Review partner for the ITMP. provided essential research and insights in » Cogswell Street Interchange the development of the ITMP. » African Nova Scotian Economic Action Plan » The Halifax Region Tourism Reopening Plan

8 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 9 CONTEXT Pent-up demand A COMMUNITY-FIRST APPROACH Traditionally, destinations have leveraged the services of marketing organizations to compel and inspire travellers to visit their destinations. Success was often measured by more visitors, higher levels of hotel occupancy, and higher daily rates. And, in many for travel cases, marketing was the only role performed by these organizations. In the past decade, the tourism industry saw global growth. For many places, as tourists congregated in the world’s “hot spots”, they were increasingly overwhelming the places they came to visit. As a result, destination marketing organizations (DMOs) experiences broadened their scope beyond just marketing to include managing the challenges and opportunities of tourism.

DMOs, like Discover Halifax, have a leadership role as advocates for the importance of is growing. the business of tourism, while also being aware of its impact. In other words, to take a community-first approach to tourism by making tourism a priority as a revenue and employment generator, while carefully navigating the real and perceived challenges that tourism places on a community. This role is all the more important as destinations Destinations rally for tourism recovery.

Understanding why people choose to live in a destination is as important as understanding why people choose to visit a destination. And that is what makes need to be ready. Discover Halifax uniquely positioned to take on a leadership role for the ITMP.

10 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 11 ENGAGEMENT PROCESS COVID-19

Ensuring there was comprehensive input was critical to development of the plan and what Destinations have experienced environmental guided the engagement process. Activities to ensure extensive outreach and engagement disasters and epidemics in the past, but included: never has the tourism sector been grounded to the extent it has with the COVID-19 » A dedicated project website to inform stakeholders of the overall strategy process and pandemic. The scope and scale of the impact to support the outreach and engagement process of the current health crisis on the economy » Discussion primer and feedback form broadly—and tourism in particular—is unprecedented. » Town hall sessions » Working sessions with industry stakeholders and sector groups The Halifax ITMP was completed just prior » Bilateral interviews to the economic upheaval resulting from the » An online survey of Discover Halifax members, broader stakeholder representatives, etc. COVID-19 pandemic. Although the strategic tenets of this plan were designed to be » Project email address for open, unstructured input enduring and will continue to be relevant, the context has obviously changed profoundly.

Recognizing that economic recovery will be the priority beyond the urgent health crisis, the essential question is, how does the ITMP fit into a go-forward strategy to advance through a recovery phase.

Fortunately, the Halifax ITMP was delivered and endorsed immediately prior to recognition of the severity of COVID-19, providing a foundation to move forward. + The ITMP is based on comprehensive input 250 300 32 from a wide variety of sources—community SURVEY RESPONSES SESSIONS ATTENDEES ENGAGEMENT EVENTS leaders, strategic partners, business, industry associations, educators, and citizens. As the report was finalized and its findings and conclusions discussed and tested, there was a strong consensus for the proposed future directions.

Sector leaders, such as Discover Halifax, will play a crucial role in business stabilization and recovery efforts post-COVID-19.

12 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 13 COLLECTIVE IMPACT Collective impact is not a quick fix, nor it is easy to achieve. It is a long-term, multi-sectoral effort to With so many organizations and perspectives at the table when it comes to tourism, it bring about significant change in a community— was important to ensure this plan was being approached from a high-level perspective whether driven by the need to solve a problem, of the collective impact. fix a crisis, or create a vision of a better future. Conceptually, collective impact is an excellent fit for the Halifax ITMP. This plan is meant to be a strategic plan that numerous stakeholders and organizations can rally around to unify efforts to ensure we’re all working together toward common goals and objectives. The theory behind this is rooted in the Stanford Collective Impact Ultimately, moving the needle on the ITMP requires model as outlined in the following graphic. an approach that can effectively mobilize the resources necessary to positively impact outcomes. No single organization can do this effectively on their own. Collective impact requires the combined efforts and resources of multiple entities.

The ITMP provides a common agenda arising from converging ideas, perspectives, plans, and more into a central aspirational idea the ecosystem can rally around.

DISORDER & INDIVIDUAL IMPACT CONFUSION In isolation

COORDINATED IMPACT COLLECTIVE IMPACT With alignment With collaborative action

14 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 15 SECTION KEY FINDINGS

As part of the work to develop Halifax’s ITMP, a destination competency assessment was completed. The following highlights some key findings in the areas of enabling environment, market investment, infrastructure and TWO products and experiences. KEY FINDINGS

16 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 17 POST PANDEMIC, LEISURE TRAVEL DEMAND IS EXPECTED TO IF WE MAKE HALIFAX AN EVEN BETTER DESTINATION FOR VISITORS, IT WILL RECOVER, WITH TOURISM RE-ESTABLISHING ITSELF AS ONE OF ALSO BE BETTER FOR RESIDENTS. THE FASTEST GROWING INDUSTRIES IN THE WORLD. » The public transportation infrastructure for tourism, and availability of transportation options, » Smart communities are learning how to tap into this growth to bring economic need to improve to compete with other destinations. and social benefits to their communities. » Access to public washrooms is a major problem for travellers and business owners in rural parts » This growth doesn’t happen by itself and needs planning. of the Halifax Regional Municipality. » Communities have to be thoughtful in managing this growth to ensure » Development of the tourism industry must consider impacts on the community and appropriate improvement and not just grow for the sake of growth. infrastructure. » There is strong support for tourism as a feature of Halifax’s future economy. » Sustainability and environmental impacts must continue to be top priorities to protect natural environments and address rising sea level along our coastlines.

HALIFAX HAS THE POTENTIAL TO BE WIDELY RECOGNIZED AS THE FAVOURITE CITY IN CANADA. HALIFAX’S GREATEST ASSETS ARE OUR PEOPLE AND THE UNIQUE COMBINATION OF RURAL AND URBAN EXPERIENCES. » Currently, there is low destination awareness outside the Canadian market. Halifax is a tremendous host city and could be a top destination for meetings, conventions » There is strong support for tourism as a component of Halifax’s future economy. and events. » Our focus should be on attracting high-yield markets and investing in demand generators and » Many people who come to visit Halifax come to see family and friends. There is capacity in rural Halifax Regional Municipality. tremendous opportunity to engage residents in attracting people to come here. » Halifax needs to develop a more comprehensive asset development strategy to better disperse » Halifax’s many international students could also be activated as ambassadors to travellers across the region. invite family and friends to the region. We know people who come here to visit » Strategies to improve wayfinding and accommodation offerings will help travellers explore more often return to study, live, and work. of the region and extend their stay in rural communities. » There is an immediate opportunity for operators to develop market-ready, » Access to transportation options commonly found in other destinations, such as ridesharing, high-yield experiences, connected to our ocean advantage, heritage, culture, carsharing, and well-marked bike paths will help disperse visitors. and culinary talents.

DISCOVER HALIFAX STAKEHOLDERS ARE EAGER TO PARTNER AND MAXIMIZE OUR FULL POTENTIAL FOR YEAR-ROUND VISITATION COLLABORATE UNDER CLEAR LEADERSHIP. » Seasonality and shorter operating hours are critical issues for Halifax’s tourism » Discover Halifax and its stakeholders are united by a shared goal to build the destination through industry. This must be addressed through marketing and product development to manageable and sustainable growth. This was evident throughout the effort to create the ITMP. offer experiences year-round. » Municipal and provincial government must continue to consider the tourism sector and industry impacts. » There is an opportunity to create an authentic Halifax signature event outside the » peak season. Policies and practices must support sustainable and responsible tourism as this is a priority to both residents and visitors. » With our world-class convention centre, Halifax could attract meetings » and conventions year-round, although more investment and access to Policy development and regulations are having unintended consequences on the visitor economy, accommodations for larger events are required. particularly for meetings, conventions, and events. » Human resources and labour markets in urban and rural areas need to improve for businesses and attractions to stay open longer.

18 DISCOVER HALIFAX 19 We’re committed to our guiding principles. The Master Plan Framework was refined through several working sessions with the ITMP Advisory Committee and project leads. The “sweet spot” for the ITMP is creating wealth for all stakeholders. Citizens benefit from growing the tax base and sales taxes, industry and hotels benefit from We always take a increased revenues, and inclusive employment contributes to a stronger community-first economy and increased exports. GUIDING PRINCIPLES approach and apply a The guiding principles for the Halifax Integrated Tourism Master Plan: » Take a “community-first” approach, reflecting the value and diversity competitive lens to our of the region, and recognizing the social and environmental impacts of tourism on our communities. » Support a competitive lens for decision making, while at the same time decision-making. pursuing inclusive growth. » Recognize that decisions made for Halifax as a tourism destination can impact the rest of the Province and the Atlantic region and provide due consideration of these impacts. » Leverage collaboration throughout the tourism ecosystem locally, We are sensitive to regionally, and nationally. impacts beyond Halifax, and are collaborative with our partners.

20 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 21 VISION

TO BE WIDELY RECOGNIZED AS MASTER PLAN THE FAVOURITE CITY IN CANADA. FRAMEWORK

Working together, the Halifax region will harness our local culture to build and promote a model, GOALS sustainable tourism destination. By remaining GROW TOURISM ENRICH THE LIVES authentic to our heritage and Halifax’s distinct REVENUES OF RESIDENTS vibe, diversity, creativity, and talent, we will share our unique communities and a quality of life that GROW TOURISM ALIGN WITH EMPLOYMENT RELATED STRATEGIES is deeply connected to our ocean advantage. STRATEGIC THEMES BUILD AND ATTRACT HIGHEST ENHANCE HALIFAX’S YIELD AND GROWTH KEY DEMAND MARKETS GENERATORS

MAKE IT EASY BE VIBRANT TO GET HERE AND ALIVE, 365 AND VISIT

DEVELOP ESTABLISH, IDENTIFY,

RESPONSIBLE AND APPOINT TOURISM TOURISM LEADERSHIP

22 23 SECTION THREE RECOMMENDATIONS

24 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 25

BUILD & ENHANCE There are other benefits, too. The designation Examples on how we can achieve success: Travellers have come to expect services such HALIFAX’S of districts can help residents determine the as ride-share and car-share, which are readily » KEY DEMAND best communities to live in that suit their Expand the stopover program at the Halifax available in other top destinations. Halifax lifestyle, while enhancing outdoor spaces Stanfield International Airport to national and needs to offer these types of services to GENERATORS gives local recreational and entertainment international markets, when the time is right compete. services modern upgrades. » Implement the Wild Islands Plan But travel is more than transportation. It is » Develop an incentive program to attract also about how you navigate a place, check WHAT IS THE OPPORTUNITY? strategic conferences in the low-season reviews, find restaurants, hotels, attractions, Halifax has a wide variety of tourism assets, and events. Most of this is done online, ATTRACT both in advance and while visitors are here. although many are concentrated in urban HOW THIS BENEFITS RESIDENTS Halifax. We have an opportunity to build on HIGHEST YIELD Improvements to broadband and cell coverage existing assets with a comprehensive asset AND GROWTH In 2019, 5.3 million overnight stays came to are essential to connect people to this development strategy. The strategy must MARKETS Halifax, spending $1.3 billion locally. Tourism has information. take advantage of Halifax’s best assets, the potential to do more to help reach Halifax’s Public washrooms, rental vehicles, public including its signature tourism icons, historic GDP goals set out in its Economic Growth plan by transportation, and bike paths will help make it places, ocean advantage, and its natural, sharing our heritage, arts, and culture. WHAT IS THE OPPORTUNITY? easier to visit, while also benefitting citizens. outdoor resources. The global tourism economy is highly Halifax’s history, culture, music, and culinary Examples of how we can achieve success: competitive, and travellers are looking for Examples of how we can achieve success: experiences are world class, or have world- unique experiences. It is possible that following class potential. Awareness of Halifax as » this pandemic, travellers are going to be even Support policy process through the Inclusive » Enhance demand generators through the a destination, however, remains low in more selective about where and how they Economic Growth Model for continued designation of districts e.g. Arts international markets and current marketing spend their dollars. To remain competitive, it short-term rentals District, Entertainment District, Heritage campaigns do not reach all Canadians. Halifax will be important to develop offerings based » Increase availability and accessibility of Conservation Districts has been undergoing a major renaissance and on Halifax’s best assets. washrooms throughout the region » Create a community-led vision for the should share this story with the rest of the Dartmouth Waterfront to encourage more country and the world. » Improve broadband and cellular coverage visitation and potentially include cruise throughout the region An immediate opportunity exists to develop berthing facilities MAKE IT EASY market-ready, high-yield experiences that » Complete a needs analysis for additional TO GET HERE HOW THIS BENEFITS RESIDENTS target Halifax’s ideal visitor. For example, AND VISIT and enhanced outdoor venues market research has shown us that visitors The Province of Nova Scotia has already » Create capacity to better leverage existing highly value experiences on Nova Scotia’s recognized that high-speed internet is essential experience development programs to islands and are willing to pay for these. for communities to innovate and grow. They have generate more Halifax tourism experiences WHAT IS THE OPPORTUNITY? made significant investments and appointed Current market research shows that Halifax Develop Nova Scotia to lead the project. is a hit with empty-nesters who travel with The accessibility of Halifax’s international HOW THIS BENEFITS RESIDENTS their partner or spouse. They typically have airport is an important asset for the Halifax Access to these types of services help region, as well as the Province of Nova Scotia. Halifax’s icons not only represent what more disposable income and they have the influence current and prospective residents to The pandemic has made this even more people will find here when they visit, they also ability to extend their stay to enjoy authentic determine where they want to live and work. evident with access to air travel significantly represents our quality of life. By enhancing experiences in Halifax. In particular, prospective residents look for impacted. Other modes of transportation are these assets, residents can also enjoy these services on par with other modern cities, like also limited. amenities. high-speed internet, public transportation, taxis, and access to ride-share or car-share programs.

26 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 27 HOW THIS BENEFITS mitigate environmental impacts. Above all, An opportunity exists to establish, identify, BE VIBRANT OUR COMMUNITIES they look for destinations that are safe. and appoint leadership to help improve AND ALIVE This includes from a public health and safety processes, particularly in areas like event Tourism provided approximately 34,000 perspective from pandemic threats. approval and activation, availability and 365 jobs to people living in the Halifax region in cost for performance space, and related 2019. For many people, their first job was in Examples of how we can achieve success: regulations that are currently impacting the tourism industry and provided essential, Halifax’s tourism economy. transferrable skills for the rest of their career. WHAT IS THE OPPORTUNITY? » Develop a plan for managed growth of For others, the jobs fit well with their lifestyle. the cruise sector And, for most, the roles are extremely Examples on how we can achieve success: The Halifax region is rated highly as a tourism » Protect local icons, such as Peggys Cove destination with a wide variety of things to rewarding and fun. » Support the development of Wije’winen » Evolve Discover Halifax to become the do, but many experiences are restricted to (Reimagined Mi’kmaw Native Friendship backbone organization for ITMP certain seasons and weather conditions, and These opportunities could be further extended Centre) sometimes are limited to peak hours or days and provide jobs to Nova Scotians with more » Expand Discover Halifax’s core programs of the week. flexibility if we created new events to enjoy beyond sales and marketing to include outside of the peak season and hours. HOW THIS BENEFITS destination management The availability of year-round, outdoor OUR COMMUNITIES experiences would immediately expand economic opportunities through tourism. In some A safe place to visit is also a safe place to HOW THIS BENEFITS cases, limitations on staffing have impacted DEVELOP live. The Halifax region will be regarded as a OUR COMMUNITIES expanded hours, particularly in rural areas. RESPONSIBLE leading destination for responsible tourism if we actively protect our environment. Residents always benefit when organizations TOURISM work together to improve efficiencies and While seasonality is a challenge for many make informed decisions for the region. destinations, other locations have started to Protecting this pristine landscape is as much The meeting, conventions, and events sector embrace their Canadian identity, developing When it comes to our values, people in about protecting a way of life, now and for already works together on behalf of the Halifax successful all-weather experiences. This has Halifax are clear. We must respect and future generations, as it is about mitigating region, but it can be difficult to compete with the added benefit of getting people outdoors protect the environment and the ancestral costly mistakes. other cities with deeper pockets. and active during winter months, which can land of the Mi’kmaq. improve overall mental health and wellness. This includes managing growth from tourism To be even more successful in attracting in a responsible way so that it is sustainable, Halifax has the same opportunity as other ESTABLISH, events that residents can also enjoy, dispersed throughout the region, and not destinations to enjoy a vibrant nightlife, IDENTIFY, leadership can help increase economic compressed to certain areas. This will be embrace winter conditions, and celebrate APPOINT TOURISM benefits from this market. In 2019, the direct especially important as the popularity of all four seasons, 365 days of the year. economic benefit from events confirmed by Peggys Cove continues to grow and the LEADERSHIP Discover Halifax was over $58 million. These cruise industry looks at options for recovery Examples of how we can achieve success: funds go directly back into our local economy. and growth. Our coastal experiences are There are a number of key partners working » Launch Halifax Music City Strategy critical tourism drivers and we must prepare together to provide services to citizens as for impending issues like rising sea levels. » Create two events, including a well as residents. Currently, there is a lack of signature event in the low-season clarity on tourism priorities. Some initiatives Global citizens are increasingly concerned are not well connected and policies often do » Develop the new Waterfront Arts District about the impacts of travel. They look for not take into consideration visitor experience. as an inclusive place to experience art destinations that share these values and Additionally, the tourism industry needs to prepare for the possibility of future risks and manage the impacts. 28 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 29 ACTION PLAN INVESTMENT FILTER The Halifax region has an The development of the ITMP revealed a Going forward, to assist proponents and long list of initiatives being pursued in the funders in assessing whether a proposed enduring appeal to visitors. name of “tourism development” and/or initiative is aligned with the ITMP, the with business plans noting “tourism” as following checklist has been developed a key economic benefit. to serve as an “Investment Filter” tool. Whether they arrive for The initiative should: business, events or vacation, In developing the ITMP Action Plan, all » Align with one or more ITMP proposed initiatives were assessed in relation Strategic Theme to the ITMP strategic themes, as well as the they leave with warm memories » destination assessment. Address a gap identified in the ITMP Destination Assessment and a desire to come back. » Can be measured (specify how) Any initiatives that were aligned were further » assessed in terms of “Potential & Impact” Drive results that align with the as well as “Ability to Influence & Action”. ITMP Dashboard Those initiatives that were not aligned with » Connect to the ITMP Collective This plan recognizes this the ITMP may be revisited as the destination Impact approach continues to evolve. unique character of the entire

Of course, these projects are dynamic and municipality, a place where we evolving and each project is at a different stage of development. This plan should be have a shared commitment to considered a living document and reviewed on a regular basis to ensure priorities are ensuring we remain a growing still aligned with current needs. travel destination.

- Halifax Mayor, Mike Savage

30 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 31 PARTNERS IN DEVELOPING THE INTEGRATED TOURISM MASTER PLAN

Discover Halifax, the Atlantic Canada Opportunities Agency, and the Halifax Regional Municipality were the founding members and principal investors in the development of the Integrated Tourism Master Plan. SECTION Discover Halifax wishes to extend a huge thank you to all partners and stakeholders who contributed their input, knowledge, and expertise to the development of this plan. We’re excited to continue working with you and support the recovery and sustainable growth of the visitor FOUR economy. CONTRIBUTORS Consulting team:

MICHELE MCKENZIE MCKENZIE BUSINESS STRATEGIES

32 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 33 Discover Halifax Advisory Board for the Board of Directors 2020-2021 Development of the Integrated

JEFF RANSOME KATHY PERRIER Tourism Master Plan PAST CHAIR OF THE BOARD General Manager, Holiday Inn General Manager Express & Suites Halifax – Bedford Halifax Marriott Harbourfront KEN BAGNELL MAYOR MIKE SAVAGE DARLENE MACDONALD JENNIFER ANGEL President, Canadian Sport Centre Atlantic Halifax Regional Municipality Tourism Nova Scotia CHAIR OF THE BOARD President and Chief Executive Officer, PATTY CUTTELL MATT HEBB IAN THOMPSON Develop Nova Scotia City Councillor, Halifax Cox Palmer

DOUG TOWNSEND MICHELE SARAN JENNIFER ANGEL DON BUREAUX VICE CHAIR OF THE BOARD Chief Executive Officer, Tourism Nova Scotia Develop Nova Scotia Nova Scotia Community College Co-Owner, the Canteen in Portland MIKE SAVAGE JOYCE CARTER GORDON HAMMOND DAVID CLARK Halifax International Airport Authority Museums & Institutions SECRETARY OF THE BOARD Mayor, Halifax General Manager, Atlantica Hotel RYAN MURPHY CHUCK MAILLET CATHERINE MARTIN ACOA PAUL BRIGLEY President/Owner Murphy’s Camping in the NS Indigenous Tourism Enterprise Network TREASURER OF THE BOARD Ocean and Bread & Better, Small Business Solutions Inc. WENDY LUTHER Vice President of Finance and Chief Financial RUSSELL GROSSE Officer, Halifax International Airport Halifax Partnership Black Cultural Centre SUSAN WILSON

DENISE SCHOFIELD Director Human Resources, TREVOR MURPHY JOE RAMIA Sutton Place Hotel Executive Director, Creative NS Leadership Council Rank Inc Parks & Recreation Halifax ROSS JEFFERSON, EX OFFICIO JULIE TOMPA ROSS JEFFERSON President and Chief Executive Officer, MEGAN DELANEY Parks Canada Discover Halifax Discover Halifax General Manager Cambridge Suites Hotel JEFF RANSOME MAGGIE MACDONALD Marriott Hotel Halifax Regional Municipality

34 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 35 HALIFAX refers to the entire Halifax Regional Municipality. The municipality as outlined in the adjacent map, the municipality includes several sub-regions as identified by Discover Halifax (e.g., Downtown, North End, and Eastern Shore).

COLLECTIVE IMPACT brings people together to achieve large-scale changes, particularly social change. (See Collective Image graphic on page 14)

DMOS stands for destination marketing organizations, which provide services to market a region to travellers. Discover Halifax is one example in a DMO in Nova Scotia who focuses on attracting both leisure and business travellers. DMO is also the acronym used to reference Destination Management Organizations. SECTION ITMP refers to the Integrated Tourism Master Plan. This title incorporated the importance of integrating this plan with other strategies and plans and ensuring the tourism industry is considered in Halifax’s economic development plans.

PLACEMAKING is a multi-faceted approach to build places for people with people. This means designing and managing public spaces that promote people’s health, happiness, and well-being.

SHAREHOLDER includes members of Discover Halifax who invest in the success of FIVE the organization and tourism industry. STAKEHOLDER includes anyone with an interest in the success of the tourism DEFINITIONS industry, including businesses and residents. SHOULDER SEASON refers to the calendar months of November to May, which are outside of Halifax’s busiest travel period of June to October. It is also sometimes referred to as the “low-season”.

VISITOR ECONOMY is defined by the World Travel and Tourism Council (WTTC) as any direct, indirect, and induced economic activity resulting from visitors interactions with their destination.

WAYFINDING includes all the ways in which people get around and navigate a place.

36 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 37 Discover Halifax is always proud to promote our region and will continue to do so in the implementation of these initiatives. In order to move some tourism initiatives across the finish line, Discover Halifax will need to be properly resourced and evolve into a destination management organization.

In the meantime, we continue to engage our partner network to achieve the recommendations within the ITMP. There are several strategies that are also connected to these initiatives and can be APPENDIX A leveraged to achieve success.

PRIORITY & IMPLEMENTATION We’re proud to have so many incredible partners who are committed to making Halifax a better place to live, work and visit.

38 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 39

RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) PARTNERS (P) PARTNERS (P)

Develop and enhance Discover Halifax (L) Federal Tourism Strategy, First-term BUILD AND Create an investment Discover Halifax (L) Tourism Nova Scotia, First-term culinary experience RANS (L) Tourism Nova Scotia, priority ENHANCE filter as a tool to help Tourism Nova Scotia (P) Halifax Economic Strategy priority program Taste of Nova Scotia (P) Taste of Nova Scotia HALIFAX’S assess the tourism Halifax Regional Municipality (P) & Atlantic Canada Agreement NSCC (P) KEY DEMAND impacts of proposed Halifax Partnership (P) on Tourism, Seafood Alliance (P) GENERATORS investments Atlantic Canada Opportunities Atlantic Canada Opportunities Destination Canada (P) Agency (ACOA) (P) Agency (ACOA)

Attract more people to Restaurant Association of Nova Halifax Economic Strategy, Mid-term Create two events Discover Halifax (L) Federal Tourism Strategy, Mid-term skilled labour programs Scotia (RANS) (L) TIANS Strategy, priority including a signature Halifax Regional Municipality (L) NS Events Strategy, priority for the restaurant sector Tourism Industry Association of Tourism Nova Scotia, event Develop Nova Scotia (P) NS Culture Action Plan, Nova Scotia (TIANS) (P) NSCC Department of CCH (P), Tourism Nova Scotia, Nova Scotia Apprenticeship Culture and heritage Develop Nova Scotia Agency (P) community / Private Sector (P)

Implement the Wild Wild Islands Tourism Federal Tourism Strategy, Mid-term Create a community-led Halifax Regional Municipality (L) Cruise Plan Mid-term Islands Plan Advancement Partnership (L) Tourism Nova Scotia, priority vision for the Dartmouth Develop Nova Scotia (L) priority Destination Eastern & Develop Nova Scotia waterfront to disperse Alderney Landing (P) Northumberland Shores visitation in addition to Business (DEANS) (P) the potential expansion of Commission (P) Develop Nova Scotia (P) cruise berthing facilities Halifax Port Authority (P) Tourism Nova Scotia (P) Halifax Regional Municipality (P) Enhance the canoe- Canoe Kayak Nova Scotia (L) Federal Tourism Strategy, Mid-term Nova Scotia Community College kayaking competition Halifax Regional Municipality (P) Tourism Nova Scotia, priority (NSCC) (P) facility on Lake Banook Halifax Economic Strategy Black Business Initiative (P) Mi’kmaw communities (P) Implement the Peggys Develop Nova Scotia (L) Federal Tourism Strategy, First-term Enhance demand Halifax Regional Municipality (L) Halifax Economic Strategy, Longer- Cove Master Plan Tourism Nova Scotia (P) Tourism Nova Scotia, priority generators for an Business Improvement Districts Tourism Nova Scotia term ACOA (P) Peggys Cove Master Plan Arts District, an (BIDS) (P) priority Entertainment Develop Nova Scotia (P) Fully implement the Develop Nova Scotia (L) Federal Tourism Strategy, First-term District, and Heritage Art Gallery of Nova Scotia (P) Harbour Islands Visitor Parks Canada (L) Tourism Nova Scotia, priority Conservation Districts. Experiences Strategy Department of Lands and Halifax Economic Strategy (Georges and McNabs Forestry (Provincial Parks) (P) Create an experience Discover Halifax (L) Federal Tourism Strategy, First-term Islands) Tourism Nova Scotia (P) development program Tourism Nova Scotia (P) Tourism Nova Scotia, priority Friends of McNabs Island Society (P) RANS (P) Tripartite Forum Taste of Nova Scotia (P) Implement the Marine Develop Nova Scotia (L) in Province of Nova Scotia, Mid-term Nova Scotia Indigenous Tourism Tourism Strategy collaboration with multiple Develop Nova Scotia, priority Enterprise Network (NSITEN) (P) marine infrastructure and supply Halifax Economic Strategy, Black Cultural Centre (P) chain partners (P) Ocean Supercluster Federation Acadienne De La Nouvelle-Écosse (FANE) (P) Destination Canada (P) Develop the new Art Gallery of Nova Scotia (L) Federal Tourism Strategy, Longer- Waterfront Art District Develop Nova Scotia (L) ACAT, term Launch Halifax Discover Halifax (L) NS Culture Action Plan, First-term as a place for everyone to Halifax Regional Municipality (L) Tourism Nova Scotia, priority Music City Strategy Halifax Partnership (L) Federal Tourism Strategy priority experience Nova Scotia NS Culture Action Plan Halifax Music Industry (L) art and culture Department of Communities Culture and Heritage (CCH) (P) Complete a needs Halifax Regional Municipality (L) NS Culture Action Plan, First-term analysis for additional Tourism Nova Scotia priority and enhanced outdoor performance venues 40 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 41 RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) PARTNERS (P) PARTNERS (P)

Adopt ride-hailing Halifax Regional Municipality (L) First-term ATTRACT Create an investment Discover Halifax (L) Tourism Nova Scotia Strategic First-term services Halifax Partnership (P) priority HIGHEST filter as a tool to help Tourism Nova Scotia (P) Plan, Halifax Economic Strategy, priority Discover Halifax (P) YIELD assess the tourism Halifax Regional Municipality (P) Federal Tourism Strategy, GROWTH impacts of proposed Halifax Partnership (P) Atlantic Growth Strategy & MARKETS investments ACOA (P) Atlantic Canada Agreement on Action the Halifax Regional Municipality (L) Rapid Transit Strategy First-term Tourism Rapid Strategy Provincial and federal priority governments (P) Establish an “Events Halifax Regional Municipality (L) Federal Tourism Strategy, First-term Attraction Office” Discover Halifax (L) ACAT, priority Support policy process Halifax Regional Municipality (L) First-term and implement the Events East (P) Tourism Nova Scotia, through the Inclusive Discover Halifax (P) priority recommendations of Nova Scotia CCH Events Strategy Economic Growth Model STAT pro report for short-term rentals Expand Stopover Discover Halifax (L) Stopover program Mid-term program at Halifax Halifax International Airport priority Create a community-led Halifax Regional Municipality (L) Port of Halifax Cruise Plan Mid-term Stanfield International Authority (L) vision for the Dartmouth Develop Nova Scotia (L) priority airport waterfront to disperse Alderney Landing (P) visitation in addition to Downtown Dartmouth Implement the Wild Wild Islands Tourism Federal Tourism Strategy, Mid-term the potential expansion of Business Commission (P) Islands Plan Advancement Partnership (L) Tourism Nova Scotia, priority cruise berthing facilities Halifax Port Authority (P) DEANS (P) Develop Nova Scotia Develop Nova Scotia (P) Increase the availability Halifax Regional Municipality (L) Halifax Regional Municipality Plan First-term of public washrooms Develop Nova Scotia (P) priority throughout region Develop business case Discover Halifax (L) Federal Tourism Strategy, First-term for increased marketing Halifax International Airport ACAT, priority investment in fly markets Authority (L) Tourism Nova Scotia ‘Internet for Nova Develop Nova Scotia (L) Halifax Economic Strategy, First-term Scotia’—improve Province of Nova Scotia Priorities priority broadband throughout Develop an incentive Discover Halifax (L) Federal Tourism Strategy, First-term the region program to attract Events East (P) ACAT, priority strategic conferences in Events Nova Scotia (P) Halifax Economic Strategy, low-season Halifax Partnership (P) Events East BE VIBRANT Establish an “Events Halifax Regional Municipality (L) Federal Tourism Strategy, First-term AND ALIVE, Attraction Office” Discover Halifax (L) ACAT, priority 365 and implement the Tourism Nova Scotia, Enhance demand Halifax Regional Municipality (L) Halifax Economic Strategy, Longer- recommendations Nova Scotia CCH Events Strategy generators for the BIDS (P) Tourism Nova Scotia term of stat pro report Designate Arts District, Develop Nova Scotia (P) priority Develop an incentive Discover Halifax (L) Federal Tourism Strategy, First-term Entertainment District, Art Gallery of Nova Scotia (P) program to attract Events East (P) ACAT, priority Heritage Conservation strategic conferences in Events Nova Scotia (P) Halifax Economic Strategy, Districts low-season Halifax Partnership (P) Events East

MAKE IT EASY Expand Stopover Discover Halifax (L) Stopover program Mid-term TO GET HERE program at Halifax Halifax International Airport priority Enhance demand Halifax Regional Municipality (L) Halifax Economic Strategy, Longer- AND VISIT Stanfield International Authority (L) generators for the BIDS (P) Tourism Nova Scotia term airport Designate Arts District, Develop Nova Scotia (P) priority Entertainment District, Art Gallery of Nova Scotia (P) Heritage Conservation Develop business case Discover Halifax (L) Federal Tourism Strategy, First-term Districts for increased marketing Halifax International Airport ACAT, priority investment in fly markets Authority (L) Tourism Nova Scotia Launch Halifax Discover Halifax (L) NS Culture Action Plan First-term Music City Strategy Halifax Partnership (L) Federal Tourism Strategy priority Halifax Music Industry (L) Department of CCH (P) 42 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 43 RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY RELATED POSSIBLE LEADS (L) LEVERAGED STRATEGIES PRIORITY THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) THEMES INITIATIVES PARTNERS & POTENTIAL (IF APPLICABLE) PARTNERS (P) PARTNERS (P)

Develop and enhance Discover Halifax (L) Federal Tourism Strategy, First-term Support policy process Halifax Regional Municipality (L) First-term culinary experience RANS (L) Tourism Nova Scotia, priority through the Inclusive Discover Halifax (P) priority program Taste of Nova Scotia (P) Taste of Nova Scotia Economic Growth Model NSCC (P) for short-term rentals Seafood Alliance (P) Destination Canada (P) Action the Halifax Transit Halifax Regional Municipality (L) Halifax Regional Municipality First-term Rapid Strategy Provincial and Federal priority Create two events Discover Halifax (L) Federal Tourism Strategy, Mid-term governments (P) including a signature Halifax Regional Municipality (L) NS Events Strategy, priority event Develop Nova Scotia (P) NS Culture Action Plan, Implement the Peggys Develop Nova Scotia (L) Federal Tourism Strategy, First-term CCH (P) Tourism Nova Scotia, Cove Master Plan Tourism Nova Scotia (P) Tourism Nova Scotia, priority Culture Community / Private Develop Nova Scotia ACOA (P) Peggys Cove Master Plan Sector (P)

Create an experience Discover Halifax (L) Federal Tourism Strategy, First-term Fully implement the Develop Nova Scotia (L) Federal Tourism Strategy, First-term development program Tourism Nova Scotia (P) Tourism Nova Scotia, priority Harbour Islands Visitor Parks Canada (L) Tourism Nova Scotia, priority RANS (P) Tripartite Forum, Experiences Strategy Department of Lands & Halifax Economic Strategy Taste of Nova Scotia (P) (Georges and McNabs Forestry (Provincial Parks) (P) Nova Scotia Indigenous Tourism Islands) Enterprise Network (NSITEN) (P) Black Cultural Centre (P) Fédération acadienne de la Support the development Mi’kmaw Native Friendship Federal Tourism Strategy, Mid-term Nouvelle-Écosse (FANE) (P) of Wije’winen Society (L) Tourism Nova Scotia priority Destination Canada (P) (Reimagined Mi’kmaw Native Friendship Centre) Develop the new Art Gallery of Nova Scotia (L) Federal Tourism Strategy, Longer- waterfront Art District as Develop Nova Scotia (L) ACAT, term a place for everyone to Halifax Regional Municipality (L) Tourism Nova Scotia, priority ESTABLISH, Evolve Discover Halifax Halifax Regional Municipality (L) Federal Tourism Strategy, First-term experience Nova Scotia NS Culture Action Plan IDENTIFY, to become backbone Discover Halifax (L) Tourism Nova Scotia priority art and culture APPOINT organization for TOURISM Integrated Tourism LEADERSHIP Master Plan Complete a needs Halifax Regional Municipality (L) NS Culture Action Plan, First-term analysis for additional Tourism Nova Scotia priority Develop a plan for Discover Halifax (L) Port of Halifax Cruise Plan Mid-term and enhanced outdoor managed growth of the Halifax Port Authority (L) priority performance venues cruise sector Atlantic Canada Cruise Association (P) DEVELOP Evolve Discover Halifax Halifax Regional Municipality (L) Federal Tourism Strategy, First-term RESPONSIBLE to become backbone Discover Halifax (P) Tourism Nova Scotia priority Develop the business Heritage Trust of Nova Scotia (L) Tourism Nova Scotia, Longer- TOURISM organization for case for heritage tourism Department of CCH (P) Halifax Economic Strategy term Integrated Tourism in Halifax priority Master Plan Support the development Mi’kmaw Native Friendship Federal Tourism Strategy, Mid-term Develop a plan for Discover Halifax (L) Port of Halifax Cruise Plan Mid-term of Wije’winen Society (L) Tourism Nova Scotia priority managed growth of the Halifax Port Authority (L) priority (Reimagined Mi’kmaw cruise sector Atlantic Canada Cruise Native Friendship Centre) Association (P)

44 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN 45 DISCOVER HALIFAX HALIFAX REGIONAL INTEGRATED TOURISM MASTER PLAN