2010-2013
STRATEGY
The TOURISM
Time is
Now
2010-2013
TOURISM STRATEGY
www.gnb.ca/tourism
www.tianb.com
We’re at the
start of an
exciting
new path.
2
2010-2013 TOURISM STRATEGY
TABLE OF
CONTENTS
The time is now:
a bold approach to tourism
Section 1:
Plotting a new course developing a provincial tourism strategy
Section 2:
Stimulating
industry growth
the new provincial tourism strategy
Section 3:
Delivering success
strategy execution and governance
3
Let’s start
walking – together.
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2010-2013 TOURISM STRATEGY
The time is now:
a bold approach to tourism
Our province is boldly looking to the future with new strategies
and actions that will help New Brunswickers realize their maximum
potential and achieve success.
As a key contributor to the provincial economy, the tourism
industry is focused on revitalizing itself to become an active
participant in this province-wide movement while meeting the
increasing demands of a changing global marketplace.
This revitalization will flow from a Tourism Strategy that will
establish and support a collaborative approach to tourism
development, and outline a blueprint for the future of the
industry in New Brunswick. This new strategy is a joint effort of
the Department of Tourism and Parks and the Tourism Industry
Association of New Brunswick, in consultation with industry
stakeholders.
The document outlines a consumer-driven, targeted approach –
exactly the kind of strategy required to affect change and achieve
success. It is province-wide in its reach, and forward-thinking in its
vision – which will take us through to 2013.
5
SECTION 1
Plotting a new course
Developing
a Provincial
Tourism
Strategy
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2010-2013 TOURISM STRATEGY
Understanding
the tourism effect
Tourism is an economic engine – it is the
largest industry in the world.
In New Brunswick, spending by visitors
is approaching a billion dollars. These
expenditures represent 3 per cent1 of the
provincial Gross Domestic Product (GDP),
which is more than the primary industries of
agriculture, forestry and fisheries combined.
New Brunswick tourism’s share of GDP
also exceeds the Canadian tourism GDP
contribution of 2 per cent. 2
Often overlooked is the contribution tourism
revenues make to improving the quality of life
for residents of New Brunswick. Whether it is
supporting small business ventures, or funding
services and destination assets, tourism is
paramount to the social and economic wellbeing of this province.
We’re talking about:
• close to a billion dollars in spending
by tourists;
• 23,000 full-time equivalent jobs;
• $110 million in provincial tax revenues;
• $18 million in municipal tax revenues.
Supporting and enhancing the tourism industry
in New Brunswick is an essential part of
developing the local economy, particularly in
rural areas. A clearly defined, forward-thinking
strategy is required to ensure this development
is calculated and coordinated.
1NB Department of Tourism and Parks, Economic Impact
of NB Tourism Expenditures.
2Canadian Tourism Commission.
“
Tourism is transformative and improves every part of the community
it touches. Tourism in New Brunswick is still in its infancy relative to
what it can be…the future holds great promise as long as we work
together to deliver a coordinated representation of the province’s
natural gifts.”
Bill Vance,
Pointe-du-Chêne Harbour Authority
7
new forms of tourism are evolving...
The way
The tourism industry in New Brunswick is facing a
challenging time. Volatile fuel costs and exchange
rates, discriminating and demanding consumer
expectations, and major discounting by travel
companies have contributed to slower growth.
And at the same time, new forms of tourism are
evolving as new destinations enter the market
and as consumers search for authentic, quality
experiences.
It is clear that the province must stay at the
forefront of innovative practices and new
technologies to weather the current industry
instability in the short-term and to create a
foundation for long-term growth.
“
As a result, it’s time to:
forward
• Forge new directions in product
development and marketing;
• Create collaborative and innovative
models for human-resource training;
• Invest in tourism and technology
infrastructure and provide supportive
business incentives;
• Bring together all public and private
stakeholders to ensure cohesion,
effectiveness and efficiency in all
tourism initiatives.
Tourism is very important to me because I am a tourism operator who
loves the business and tries very hard to make a living from it. It also
brings new people and dollars into our communities and province,
which is good for the economy.”
Valerie O’Donnell,
O’Donnell’s Cottages and Expeditions
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2010-2013 TOURISM STRATEGY
9
The collaborative
planning process
The provincial tourism strategy is based on a model
of public-private sector participation that fosters
input, discussion and consensus throughout the
planning process to ensure the finished strategy
crystallizes and represents a collective vision that
accurately reflects industry best practices.
Participants included
representatives from:
Tourism Industry Association of New Brunswick
(TIANB)
Atlantic Canada Opportunities Agency (ACOA)
Accommodations and Campgrounds Sectors
Airport Authorities
Attractions
Enterprise Networks
Festivals & Events
Municipalities
Regional Tourism Associations
Tour Operators
Tourism Operators
Officials from related Government of
New Brunswick Departments
As the first industry/government blueprint for the
advancement of tourism in New Brunswick, this
strategy is an important landmark for our industry
and a launching point for exciting new development.
AND WE must stay at the forefront
SECTION 2
Stimulating industry growth
The New
Provincial
Tourism
Strategy
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2010-2013 TOURISM STRATEGY 11
A clear
VISION
New Brunswick will be a leading tourism
destination in Canada offering world-class
tourism experiences and, through sustainable
tourism practices, will continue to be a
valuable contributor to the economic,
social and cultural fabric of the province.
Principles
to live by
Working from the vision, a set of guiding principles
was established.
1.COLLABORATIVE
partnering with government and industry;
2.INNOVATIVE
embracing innovative technology and risk-taking;
3.RESPONSIVE
responding to changes in the global and national
tourism marketplaces;
4.SUSTAINABLE
building social and economic prosperity, and
environmental and cultural conservation;
5.RESEARCH-DRIVEN
decision-making based on research and
best practices.
“
Connecting communities, ease and access for travelers and
authentic yet first-class facilities creating a fun, safe tourism
experience will set the stage for visitors and promote pride in
our people.”
Wanda Hughes,
Go Fundy Events
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2010-2013 TOURISM STRATEGY 13
Defining
the end game
Goals:
Growing provincial tourism revenues is what this strategy is all about. To get there, we’ve
identified three goals that will contribute to a prosperous and growing tourism industry
in New Brunswick.
• increased demand for
New Brunswick travel experiences
• a supportive and sustainable business
climate and modern infrastructure
• a professional, skilled and available
tourism workforce
“
In addition to the important and significant economic
benefits the tourism sector provides, it also enriches the
lives of residents and visitors by showcasing and celebrating
the cultural diversity and natural wonders that colour the
landscape of our great province.”
Cynthia Caron
Festival Western de Saint-Quentin
SECTION 3
Delivering success
Execution &
Accountability
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2010-2013 TOURISM STRATEGY 15
A new
execution structure
A New Brunswick Tourism Advisory Committee
comprised of industry and government
representatives will be established to play a
leadership role in the implementation of this
provincial strategy.
Reporting to the Minister
responsible for Tourism and the
President of the Tourism Industry
Association of New Brunswick, the
responsibilities of this committee
will be:
1.To provide oversight in support of
the strategic goals;
2.To examine and identify indicators
for success;
3.To report on progress and
achievements;
4.To evaluate the effectiveness of the
current regional tourism model and
make recommendations that will
efficiently coordinate initiatives and
decision-making province-wide.
“
Our clients are sophisticated consumers who are seeking
travel opportunities that deliver new experiences, satisfy
curiosities, and offer them opportunities to create their own
unique stories and experiences.”
Eric Girard
Club Wind & Kite
Shaping
the foundation
Working from the vision and provincial goals, the
strategic direction for the plan was formed using
three pillars that will serve as the foundation for
a successful and viable tourism industry in
New Brunswick.
Strategic pillars
1.Customer attraction and engagement
2.Investment and infrastructure
3.Human resource development
“
In a time of significant financial restraint, investments need
to be targeted and coordinated to make the most of what
we have and bring new growth to our industry. With the
rise of the internet, we are in global competition for visitors
and dollars. We need to modernize our infrastructure and
facilities which will give us the greatest benefit and promote
further development in the industry.”
Jean Aucoin,
The New Brunswick Botanical Garden
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2010-2013 TOURISM STRATEGY 17
PILLAR ONE
customer attraction and engagement
Provincial Goal: An increased demand for New Brunswick travel experiences.
Key Objectives
1. To increase the supply of experiential
tourism products that are uniquely
New Brunswick.
ACTIONS:
•Identify unique, year-round New Brunswick
experiences that differentiate the province
and have the highest potential to attract
visitors and offer new reasons to visit.
•Support the tourism industry in developing
experiential tourism products.
•Ensure provincially owned assets and
attractions embrace an experiential
product approach.
Goals:
•Work with New Brunswick’s rich culture
to grow the network of cultural tourism
product offerings and activities.
2. To renew and increase demand for
New Brunswick tourism products
and experiences through interactive
destination marketing.
ACTIONS:
•Leverage new technologies and trade
channels to get the New Brunswick tourism
brand and products to market quickly, and
with the capacity to engage consumers
before they leave home.
•Optimize regional marketing and
trade initiatives to augment provincial
investment and return.
•Deploy the tourism brand in collaboration
with other agencies promoting the
province in key markets.
•Ensure the provincial tourism brand
differentiates New Brunswick as a unique
travel destination, and is elevated through
provincial and partner activities.
3. To sustain this demand through the
delivery of authentic world-class
tourism experiences, customer
satisfaction and product quality.
ACTIONS:
•Encourage the development of new
interpretation to enrich the visitor
experience through animation,
destination knowledge and storytelling.
•Utilize customer feedback and quality
assurance tools to enhance product
delivery, industry development and
New Brunswick brand strength.
•Increase accessibility and sharing of
tourism research, quality assurance
programs, performance indicators,
business metrics and best practices
that support product enhancement
and viability.
•Focus customer-service training and
delivery to ensure the basics are done
right and the needs of the customer are
anticipated and exceeded from the first
point of contact.
“
The most significant factor that differentiates us from our
competition is our engaged, passionate and well-trained
workforce. Time after time, we hear from guests that our
employees are making the difference and giving them a
reason to return. Every single interaction counts toward
making a memory that will last a lifetime.”
Kathleen O’Halloran,
Fairmont Hotels and Resorts
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2010-2013 TOURISM STRATEGY 19
PILLAR TWO
investment and infrastructure
Provincial Goal: A supportive and sustainable business climate and modern infrastructure.
Key Objectives
•Ensure all funding allocations for
the tourism industry are accessible,
transparent and aligned with tourismdevelopment priorities.
ACTIONS:
•Develop partnerships to facilitate private
– public sector funding for infrastructure
development.
1. Establish and promote a positive
business climate to attract and retain
tourism businesses.
•Develop strategic relationships with all
levels of government and the private sector
to support infrastructure development.
•Establish incentives for investment in
tourism infrastructure that will enable New
Brunswick to grow market share.
•Maximize governmental relationships to
ensure public policy decisions take into
account the impact on tourism.
2. Support strategic investment in
tourism infrastructure.
ACTIONS:
•Focus public infrastructure funding on
areas that will grow visitation and increase
market share.
•Prioritize provincial assets that yield high
tourism demand when investing capital
infrastructure funds.
3. Provide an enhanced transportation
and technology network to improve
access to all of New Brunswick’s travel
experiences.
ACTIONS:
•Ensure tourism is considered as an integral
part of broader infrastructure planning,
specifically with regard to transportation.
•Expand technology infrastructure to all
regions of New Brunswick to enable access
to provincial travel products and to serve
the travel market.
PILLAR THREE
human-resource development
Provincial Goal: A professional, skilled tourism workforce.
Key Objective
1. Develop and champion a human resource strategy for
the tourism industry that supports pillars #1 and #2.
ACTIONS:
•Identify workforce needs, skill deficiencies and actions required
to ensure a pool of skilled workers for the tourism sector.
•Develop a training and professional development plan for the
tourism sector that includes a coordinated process between
industry, government and educational institutions for the
development and delivery of relevant training opportunities
for tourism-related careers.
•Develop a recruitment and retention strategy for tourism workers
that incorporates job sharing, exchanges, and career-transition
initiatives
“
Operating as a National Historic Site and Municipal Visitor
Information Centre on the Maine-New Brunswick border,
our student guides are keenly aware they represent the
first impression of New Brunswick for many inbound tourists.
‘We’re glad you’re here’ is always greeted with a warm smile!”
Greg Davidson,
McAdam Railway Station
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