Newsletter of the Tourism Industry Association of Newfoundland and Labrador
Members of the NL Tourism Board
Seated: Barry Rogers, Chair. L-R: Chad Letto, Chair, Destination Labrador; Bill Grandy, Director, Community Development, Atlantic Canada Opportunities Agency; Rita Malone, Assistant Deputy Minister, Regional Development, Department of Innovation, Business and Rural Development; Mark McCarthy, Hospitality NL rep; Darlene Thomas, Chair, Hospitality NL; Clyde Wells, Chair, Eastern DMO; Larry Laite, Chair, Destination St. Johnâ€™s; Judith Hearn, Deputy Minister, Department of Tourism, Culture and Recreation; Roger Jamieson, Hospitality NL rep. Missing from photo: Peggy Hamilton, Chair, Adventure Central; Trevor Pilgrim, Hospitality NL rep; Maria Matthews, Chair, Go Western NL; Carmela Murphy, Assistant Deputy Minister, Tourism (Acting), Department of Tourism, Culture and Recreation.
Know It All
They say that the biggest challenge in harnessing the true power of tourism is managing its complexity. They say that while most people understand the tremendous benefits that tourism brings, it takes a special formula for a destination to truly manage tourism so that it develops in a sustainable way. To account for tourism’s complexity, maximize its Carol-Ann Gilliard benefits and minimize its CEO, Hospitality Newfoundland negative impacts, they say and Labrador it takes long-term vision, balance and commitment...but, they say, it is worth it. The “they” to which I refer are tourism leaders and experts: individuals who have worked, studied, researched, examined, led, practiced, taught and breathed tourism business, planning and development throughout their careers and who have endowed us with their incredible knowledge so that we might learn from their education and experience. Too numerous to list individually, these local and global tourism leaders all together have built a picture of how to successfully navigate tourism development so that the industry develops in a sustainable manner. It is not an easy task. There are unique elements in tourism that demand a different approach to its development than any other industry. The difference in how tourism is structured compared to other industries is the driving force behind its complexity. Tourism is not an industry in the traditional sense of the word in that it is not one product (e.g. oil industry or fishing industry) but rather a collection of interrelated industries that sell products and services to tourists as well as to a range of other customers. Often referred to as the ‘invisible’ industry, tourism can often be overlooked as an industry that offers unique and sustainable economic and employment opportunities. Central among the interrelated industries that make up the economics behind tourism are accommodations, food and beverage, transportation, retail and attractions. One of tourism’s most fundamental sustainable development principles is to ensure viable, long-term private businesses. Private business owners are crucial to the tourism formula because they operate the organizations generating the bulk of economic benefits that are distributed to the community, including stable employment and income-earning opportunities to host communities. Without question, it is the ability to attract private sector investment and tourism entrepreneurship that determines the success of a tourism destination. In addition to these numerous private businesses that must work together to service travellers, tourism also depends on a broad spectrum of cultural and community non-profit groups that are mandated to run attractions and other visitor services. Some of the main activities that travellers participate in, such as museums, heritage sites, festivals, trails and so on, are often run by volunteer or community/municipal groups. On top of that, all levels of government – municipal, provincial and federal - play a central role in tourism development by managing natural, historical or cultural attractions (e.g. parks, reserves, historic sites). More often than not, these attractions are the most visited anchor attractions for travellers and demand generators for tourism. Governments are also extremely important in tourism development for their role in policy setting, marketing and product development.
Finally, aside from the diverse stakeholder groups in tourism, few other global industries structure themselves in such a way that the consumer is brought to the product, rather than the product being delivered to the consumer. As tourism requires a consistent consumer base of non-resident demand, the destination is required to ‘share’ the community with travellers. Increased tourism means increased investment directly into the destination but also increased use of community infrastructure. Local residents and municipal leaders in host communities and regions are, therefore, important stakeholders to tourism development and often feel the impacts - good or bad - first. The key stakeholder groups – businesses, non-profits, governments - make up the critical mass for a destination and they depend extensively on each other to ensure the benefits are maximized and negative impacts are minimized. As a result, there are many moving parts that must work in tandem and receive consideration in order for a tourism destination to be successful and sustainable. All of these moving parts must work towards common goals and a collective vision for the destination, which can only be achieved over the long term for the long term. Is there a great tourism utopia out there where they have uncovered the magic formula for making all of these groups work effectively together? A place where all the tourism stakeholders agree on everything? Agree on their individual roles in tourism development and how to perform them effectively? Agree on the priorities unequivocally? Agree on how to keep stakeholders engaged and how to make effective decisions to tap into the tremendous potential that tourism holds? A place where they ‘know it all’? There is a great deal of competition out there to become that place, and some are very close. But a perfect scenario likely doesn’t exist. Many leaders, political and otherwise, are striving for the magic formula, hoping to seize the lucrative prize of a sustainable tourism industry that will endow long-term economic, social and environmental success. The prize is a big one: an industry that contributes significant benefits for people and place for generations to come. The challenge to get there, to become that competitive and sustainable tourism industry depends on the coming together of an incredible number of private, non-profit and government organizations who agree to pursue a collective, long-term vision. It takes extraordinary effort, knowledge and hard work to make this happen. We are very fortunate here in Newfoundland and Labrador in our quest for the magic tourism development formula. We have an unbelievable base on which to build a sustainable tourism industry: a people and place like nowhere else in the entire world. We have a Vision that has been built and is being led by an incredible group of knowledgeable, committed and visionary leaders from all over the province. We have developed a structure of leadership and engagement - the Newfoundland and Labrador Tourism Board and its individual partner organizations - where all levels of the industry, from each of the main stakeholder groups, can be a part of the tourism planning process and decision making. By all accounts, we have the makings of a unique recipe in our province. Knowing the recipe is the easy part for now. As John Wooden, famed American basketball player and coach, said: “It’s what you learn after you know it all that counts.” Making it work is the task at hand. What we know for sure is that we have to work together, listen to each other, push and support each other and most of all, lead each other in order to move the industry forward positively together. Making it work means making commitments and honouring them. Can Newfoundland and Labrador become a beacon of sustainable tourism that leads the way for others? Why not?
Beware the Ides of Summer! experiencing altered operations due to a declining ability to recruit and retain staff; however, there are opportunities to be grasped while tackling this issue. Tourism has long suffered from the inaccurate depiction of a minimum wage industry offering only seasonal employment. Now, while thinking outside the box and recruiting from alternate and non-traditional labour pools, we have an opportunity to dispel this myth plaguing our industry at the same time! Tourism supports more than 17,000 jobs in NL of which 35% are supervisory, managerial and professional occupations. There has been 47% growth in average hourly compensation in tourism occupations since 2006 and in 2011, job growth in tourism outpaced job growth in Newfoundland and Labrador overall! Why not share this truth while expanding upon our recruitment efforts? I would be remiss not to include the Marine Atlantic and provincial ferry service interruptions among the challenges faced by our industry this past season. Without a doubt, this was a blow to many travellers and tourism businesses during peak season operations. I must admit, I struggled with seeing any opportunity presented by such situations. The challenges in transportation during peak times of the summer will not be forgotten soon; however, I am hopeful that our industry can use these incidents as an opportunity to effect positive change. Hospitality NL has long advocated for a reliable, sustainable and affordable transportation system. The incidents with Marine Atlantic and our provincial ferries this past summer highlighted once again the intricate relationship between our industry and our transportation system. We must not let the challenges experienced fall on deaf ears. A reliable, sustainable and affordable transportation system is a critical enabler of the tourism industry and our ability to reach Vision 2020. It is also a critical enabler of all other industries, who are investing in our province. Transportation is an enabler for communities and contributes to a higher quality of life for our residents. Let’s all seize the moment and ensure our voice is heard and that efforts are focused towards investment and delivery of the transportation system that all users require and rightly deserve. Yes, it’s been quite the ‘tourism tempest’ these past few months. The challenges facing the tourism industry are not easily addressed and require creative, collaborative and strategic long-term approaches. Hospitality NL and our partners are up to the task! Duelling forces may be unleashed upon us but Shakespeare also wrote, “There is nothing either good or bad but thinking makes it so.” Everything depends on how we look at the glass; to me, the potential of tourism is always half-full, and, in fact, on its way to the top!
Whew! The busy ‘summer’ season, which mostly includes spring and fall, is almost behind us and it is time for our industry to take a well deserved, collective breath. What a season it was! After talking with many tourism stakeholders throughout the province, I have come to believe that this past season could be best summed up like a scene out of a Shakespeare play where duelling forces battle Darlene Thomas it out...fantastic weather vs. Chair, Hospitality Newfoundland ferry service interruptions... and Labrador record number of inquiries vs. labour shortage...Red Bay’s UNESCO World Heritage Designation vs. proposed fracking within sight of Gros Morne National Park. As with any audience, depending on your perspective, these forces present wonderful opportunities or incredible challenges. Seizing opportunities and facing challenges is par for the course for tourism operators who, without a doubt, are some of the most innovative and savvy entrepreneurs known in business circles. So, how do we as an industry address these issues and dare I say, benefit from the process? I think we can start by recognizing the opportunities they present... The mere mention of the word ‘fracking’ can elicit strong emotions for many, both for and against the idea. Many tourism operators, particularly those in the Gros Morne National Park region, have serious concerns about the practice and the challenges it could pose to the future success of their operations. While I, too, have many concerns, I think this issue and the attention it garners present opportunities for our industry: an opportunity for us to come together to show the benefits and potential benefits of tourism and travel to the economy and residents of our province; an opportunity to ensure consistent criteria and legislation governing future land use development plans is established; and an opportunity to help preserve our natural and cultural heritage by ensuring the protection of our province’s most sacred places. While we are fortunate to call this beautiful province our home, we have been less fortunate, as of late, in attracting people to work for us to showcase our product to the world. The labour shortage facing our industry poses a serious threat to many businesses, with some already
Board members and support staff of the Newfoundland and Labrador Tourism Board.
A Snapshot of Compensation in Tourism & Travel Hospitality NL and The Canadian Tourism Human Resource Council (CTHRC) recently released the median wage and salary tables from the 2012 Canadian Tourism Sector Compensation Study. This biennial study reports on 45 different occupations in Canada’s tourism industry. The national, provincial and territorial wage tables show the median annual salary and/or hourly wage for tourism occupations by industry group, region, and employment status.
development and implementation of consistent and effective human resource strategies in the sector. Below is a sample of the 2012 salary and hourly wages for Newfoundland and Labrador and Atlantic Canada. The 2012 Canadian Tourism Sector Compensation Study median salary and wage tables, as well as a comparison of wages in St. John’s compared to the rest of the province, are available now as a free download from the CTHRC website at www.cthrc.ca.
Understanding compensation trends is not only important for tourism businesses, but also for job seekers, educators, media, and those who help shape public policy in the Canadian tourism sector. The information contained in the 2012 Canadian Tourism Sector Compensation Study is valuable for all tourism stakeholders, and is essential for the
Sample median NL hourly wage rates for 2012
Sample median NL salary levels for 2012 Position
Director of Sales and Marketing
Sample median Atlantic Canadian salary levels for 2012
Food & Beverage Server
Front Desk Agent
Housekeeping Room Attendant
Sample median Atlantic Canadian hourly wage rates for 2012 Position
Food & Beverage Server
Front Desk Agent
Housekeeping Room Attendant
Director of Sales and Marketing
Income Property Tourism Style support we have received from industry leaders has been incredible! In fact, some of the ‘coffee chats’ we’ve had with industry leaders have been as valuable to our business as advice received from a consultant. That advice and support has directly influenced our decisions and direction in which we hope to grow our business. Through our involvement with Hospitality NL and the Bed & Breakfast Association, we have been able to take advantage of programming, training, research and networking opportunities and tap in to the tremendous potential that exists for the tourism industry in all parts of the province and move beyond our business base of St. John’s.
Dion and Dora Finlay
Dion and Dora Finlay, like many tourism operators in Newfoundland and Labrador, were drawn to the tourism industry by their mutual passion and pride for who we are as a people and province. With backgrounds in oil and gas and finance, the tourism industry might seem like an unlikely choice. It has, however, proven to be a natural fit for Dion and Dora, owners/operators of Leaside Manor, Compton House and Arnold’s Cove Inn. Why the tourism industry? We’ve always had an interest in real estate, and in 2010, we made the decision to invest in a multi-unit residential property. It wasn’t long before we recognized the need for furnished units and began renovations to turn the units into fully furnished executive apartments. It was this project that led us to Leaside, both literally and figuratively! From day one, we thoroughly enjoyed being involved with the rental units and when Leaside, which is located just up the road from the rental units, came on the market we both thought it would be a great opportunity for us. We believe in delivering high quality in all areas and we knew that Leaside Manor had operated on the same principle. Leaside had become known for delivering superior guest services and had built a fabulous team of highly trained, motivated staff. We made an offer and haven’t looked back! What is the most valuable thing you have learned since jumping head first in to the tourism industry? One of the most important things we have learned is the value of being connected to the tourism network in the province. The advice and
What’s next? What are your plans moving forward? It’s all about goal setting and the determination to achieve those goals. We’ve been fortunate to build a fantastic team whose work ethic and vision of customer service is second to none and we now want to solidify that in all areas of our business and branding. Our vision was to enter the marketplace with quality offerings, in all areas, and we want to continue that with Arnold’s Cove Inn so we’ve undertaken another intense renovation project and are looking forward to its completion in 2014. One of the great things about operating a Bed and Breakfast is that it offers an environment to deliver that ‘small business feeling’ to guests while at the same time allows us to enjoy the operations end and grow a successful business. The tourism industry has been overwhelmingly welcoming and supportive of us in this venture and we want to pay that forward! Our goals involve promoting our heritage while encouraging and supporting other tourism businesses and in the end, contributing to and growing the tourism network, and industry, within Newfoundland and Labrador.
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ANCHOR INN HOTEL AND SUITES Anchor Inn Hotel and Suites was awarded the 2013 Maxxim Vacations Tourism Business of the Year Award at this year’s Hospitality NL Conference and Trade Show. This award recognizes businesses that have built a reputation for excelling and continuously improving upon all areas of operations - customer service, human resources and business results. Not only does the business excel in its operations, but sees themselves as having an important role in improving the tourism industry of Newfoundland and Labrador. This business has a vision for the future and staff who believe in the vision of the business and are passionate about service delivery. The Anchor Inn Hotel and Suites, located in Twillingate, is owned and operated by Deborah Bourden and Wilma Hartmann.
Interview with Anchor Inn Hotel and Suites 2013 Maxxim Vacations Tourism Business of the Year You are obviously passionate about your work. Where does your passion for the tourism industry come from? Prior to buying the Anchor Inn Hotel in Twillingate, we both worked in the marketing communication industry, an industry geared to creating experiences in visual or multimedia formats that shaped buying decisions. Marketing for the tourism industry whetted our appetite for being a part of the industry where the actual hands-on experience is created. Our love of travel and experiencing new destinations help to create this same excitement for visitors to Twillingate. I (Deborah) was born and raised in Twillingate and after years of living and working elsewhere I saw the magic of this destination through new eyes. This fueled my passion for wanting to share it with others. Wilma, as a South African immigrant, loved exploring her new home and as she discovered this province and Twillingate, enjoyed sharing this discovery with other guests. So, really, it is the love for creating an experience for people and for the service industry that makes tourism such a wonderful fit.
In your opinion, what is the value of the tourism and travel industry to the economy of Newfoundland and Labrador? Tourism brings new dollars into an economy. In 2011, tourism in Twillingate had a value of $18 million and continues to grow. It is estimated that every dollar spent in promoting the tourism industry generates $12 in return; few other industries can boast such a return. Tourism and travel introduces us to new “friends”. It creates a positive climate that results in investment, immigration and valuable word of mouth marketing. NL’s tourism marketing has revived in-province travel, especially in a younger generation for whom travel is a way of life. It has become cool to explore our own province seeking new and “off the beaten path” destinations. Considering these factors, one realizes that we have a sustainable resource in tourism with no cap to its growth. Tourism is a natural fit for many rural destinations, creating work, economic growth and skills. Investment in tourism helps to create stronger rural economies and retain skills in these locations.
In your opinion, what is the value of the tourism and travel industry to the people of Newfoundland and Labrador? A growing tourism industry has undoubtedly contributed to the pride Newfoundlanders and Labradorians feel for their home. It validates our culture and way of life. Meeting new friends from foreign destinations broadens our horizons and our world view. It is an incentive for developing our skills and the products we offer. It is important that our young people understand the value of tourism to our province and see the opportunities in it. Relevant training programs in experiential travel, culinary, foreign languages, customer service, and hospitality management will help to provide job opportunities in our province and build valuable skills that stay in this province. Funded experiences such as the ACOA Best Practices Missions, Gros Morne Institute for Sustainable Tourism and Bonavista Institute for Cultural Tourism play an important role in growing people’s vision of what tourism can be.
Jill Curran, Maxxim Vacations, presents the Tourism Business of the Year Award to Wilma Hartmann and Deborah Bourden of the Anchor Inn Hotel and Suites at the 2013 Tourism Excellence Awards Gala.
What does winning the Maxxim Vacations Tourism Business of the Year Award mean to you? This award came as a total surprise after being tourism operators for such a short time and provided immense encouragement to keep doing what we were doing. It validated our business as an operation that is serious about its guests and it has undoubtedly helped to promote our accommodations and restaurant. Each member of our team works hard to create a great visitor experience but it is more than work – it is something that comes from the heart. This award was a thank you for the hard work and is a source of great pride. What do you think is the biggest issue facing the future growth and success of your business within our province’s tourism and travel industry and what do you think we need to do, collectively as an industry, to address it? There are a number of factors: Cost of access to the province - Flights and ferries are a cost factor in traveling to our province. Negotiating value-added packages with airlines will make the destination more attractive. An enhanced and lower cost ferry experience will also contribute. Where ferry costs cannot be reduced further, look at ways in which the ferry trip can be a part of the holiday experience with value-adding services and entertainment. Attracting young people into the industry - The average age of tourism operators has to be lowered. Young people have to see this as an exciting industry to be a part of. Training programs and on-the-job training need to attract and prepare our youth for tourism jobs. Employers need to actively recruit and train younger staff and adapt their HR policies to retain young people. Partnerships between tertiary educators and the tourism industry need to be strengthened for this purpose. Developing future managers for the tourism Industry - Management skills are critical in any industry. If our tourism industry is to grow successfully we need not only leaders, but hospitality managers. Local training programs are required and a strategy to recruit students from such programs elsewhere is needed. Building on our strengths as a destination - The world is seeking new travel experiences – an engagement with the local landscape, people and culture. Here, Newfoundland and Labrador is a perfect fit. Developing relevant experiences will develop a travel destination – be it rafting, kayaking, icebergs, outports, storytelling, unique foods, language or music. It is time to stop simply staring at familiar things and instead ask: “How will a tourist want to experience this?” Root cellars, ugly sticks, tea dolls, inukshuks, lichens and berries, rocks, salt fish…create new stories and experiences through the eyes of a visitor.
Delegates attend a session at the Arts and Culture Center during the 2012 Conference held in Gander
2014 CONFERENCE & TRADE SHOW FEBRUARY 26-28, GANDER, NL
Provincial Airlines is expanding! The friendliest crew in the sky is now in
Hospitality NL is pleased to have the Honorable Kathy Dunderdale, Premier of Newfoundland and Labrador, deliver a luncheon address to delegates on February 27th.
Early bird registration is now open! Visit www.hnl.ca/conference to register.
For more information on Hospitality NLâ€™s 2014 Conference and Trade Show, please contact: Krista Sweetland E: firstname.lastname@example.org P: 709-722-2000 ext. 235 TF: 800-563-0700 ext. 235 www.hnl.ca/conference
Trade show area, Gander, 2012
Hospitality NLâ€™s Annual Conference and Trade Show is the largest gathering of tourism stakeholders in the province providing attendees with opportunities to gather valuable information that will affect tourism in Newfoundland and Labrador while networking with more than 375 delegates from 150 different companies and more than 40 exhibitors.
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Tweets Jeff Hutcheson @jeffhutcheson 19 Sep Just heading out to our jaw-dropping location at Norris Point for our show from Gros Morne National Park in NFLD. Ron Maxwell @ronmaxwell 16 Sep Newfoundland more spectacular than any photo can convey. On location scout for next movie. Who said making movies isn’t fun? JeffScharer @SantosLHalper 10 Sep Would love to visit Cape Spear, NL one day! Seeing it on @AmazingRaceCDA just doesn’t do it justice! #Canada #Newfoundland #beautiful Lois Dawe @TourismintheBay 31 Aug This job rocks #bayroberts VIC meeting relatives you didn’t know, friend you haven’t seen in 50 yrs and lots of fabulous ppl @DelaneysRant Shannon Tweed @shannonleetweed 4 Aug Great show last night in Nfld! Lots of old friends:) Gonna stay a few 4 Republic of Doyle then head west to Ottawa, Van, LA Manuels River @ManuelsRiver We officially Open Doors on July 4th!
Amy Fisher @amybfisher 23 Jun Just kayaked alongside two humpbacks with @stancook3 – what an amazing and spiritual experience. @NLTweets #TravelNL UNESCO @UNESCO 22 Jun New #WorldHeritage: Red Bay Basque Whaling Station (Canada) Hospitality NL @HospitalityNL 11 Jun Shout out to the new Fairfield Inn & Suites in St. John’s on their Grand Opening today! @SBHotelsResorts bit.ly/18s6v5j Robert Reid @reidontravel 5 Jun Overlooked Canada? Newfoundland is a GIFT to the travel world: accents like pirates & hugs from strangers on the street. #expediachat April Henry @april_jhenry 11 May A campaign for the ages? Newfoundland pitches #Tourism With a goat on a horse abcn.ws/12I1ICs (via @ABC) Andrea Cooper @AndyLouCooper 25 Apr New amazing interactive map that shares cool #tourism places in #newfoundland nlgeotourism.com with @NatGeo
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Hospitality NL Awards 2013 Silver Anniversary Scholarships In September, Hospitality NL was pleased to present the 2013 Silver Anniversary Scholarships to Kristen Peckford of Lewisporte and Tania Heath of St. John’s. Kristen and Tania are two remarkable individuals who excel both in the classroom and in their communities. Hospitality NL is proud to provide financial support to these students through the Silver Anniversary Scholarship and directly assist them in the pursuit of their future goals, helping them to become the future leaders they are poised to be. Established in 2008 for Hospitality NL’s 25th anniversary year, the Silver Anniversary Scholarship is generously supported by the Boone family and the Sparkes family, two families with a long tradition of innovation and leadership within the tourism community. Each year, two Silver Anniversary Scholarships, valued at $1500 each, are awarded to a dependant or employee of a current Hospitality NL member to assist with the cost of post-secondary education. The scholarships are awarded based on educational goals and direction, academic performance, extracurricular activities and community involvement. KRISTEN PECKFORD Kristen Peckford is a highly ambitious individual embarking upon her first year of university with her eyes firmly set on attending medical school. Her desire to help people is evident in her chosen career path and extra-curricular activities which include music, sports, student council as well as volunteering with Central Health facilities and programs. The recipient of multiple academic awards and distinctions, Kristen’s academic ability combined with her community involvement and volunteerism will undoubtedly ensure her future successes. Kristen Peckford is from Lewisporte, NL and is the daughter of Brian and Cheryl Peckford, owners/operators of Hospitality NL member business, Kittiwake Cottages, located in Notre Dame Park, NL. TANIA HEATH Tania Heath excelled in her first year of the Hospitality Tourism Management Program at College of the North Atlantic and is determined to do so again upon return to the program in September. Focused and dedicated, Tania plans to pair her program with additional studies in business management to ensure success in establishing herself within the tourism industry.
The first one to lend a hand and jump right in, Tania exhibits exemplary community involvement as evidenced by her extracurricular activities and volunteer work. With a passion to fuse professionalism and leadership, Tania is well on her way to making her future career goals a reality. Tania Heath is from St. John’s, NL and is an employee of Hospitality NL member business, Quidi Vidi Brewing Company, located in St. John’s, NL.
Research Corner Submitted by: The Tourism Research Division of the Department of Tourism, Culture and Recreation Air Access to Newfoundland and Labrador On September 10, 2013, Pascan Aviation announced its new nonstop service between St. John’s and Moncton commencing on October 20, 2013. This announcement is the latest in a series that have led to substantial improvements in air access to the province. This new service will provide close to 2,500 non-stop seats to inbound capacity for the remainder of 2013 and further contribute to an impressive capacity growth over the past few years. Air access tracking is an essential part the Department of Tourism, Culture and Recreation’s (TCR) tourism performance indicator program. Since 2011, TCR has been partnering with the Canadian Tourism Commission in utilizing the Diio – Aviation Market Intelligence database to track air access to Newfoundland and Labrador. This database is a rich source of airline services information, including seat capacity, passenger itineraries and airfares. While Pascan is not new to providing air services in the province, the September 10 announcement extended the airline’s reach to the Island. In addition to Pascan, non-stop service into the province is currently provided by another 11 airlines: Air Canada, Air Inuit, Air Labrador, Air Liaison, Air St. Pierre. Air Transat, Porter Airlines, Provincial Airlines, Sunwing, United Airlines and WestJet. Among these service providers, Air Canada is the largest, accounting for 60%-65% of all inbound non-stop seat capacity. WestJest, the second largest airline serving the province, accounts for approximately 20%. Chart 1 illustrates inbound non-stop seat capacity between 2007 and 2013. During this period, capacity grew by 29% or 254,000 seats, from about 880,600 seats in 2007 to 1,134,600 in 2013. This increase has been driven by capacity growth from domestic markets, accounting for 86% of all added seats since 2007. Capacity from the US has also grown with an additional 21,500 seats, more than doubling the available seats in 2007. Increases in capacity from international markets have been driven by seasonal services to sun destinations and Air Canada’s London-Heathrow service. It is interesting to note that international seat capacity has grown 420% to over 37,000 seats in the few short years since its low of 7,200 seats during the recession in 2009. Chart 1: Annual inbound non-stop seat capacity to Newfoundland and Labrador from all markets, 2007 to 2013
Blanc Sablon, QC
Havre St. Pierre, QC
Mont Joli, QC
97,871 104,475 119,619
Note: Includes capacity to Wabush and Goose Bay only; 2013 capacity is estimated based on airline filings as of Sep 11, 2013; Capacity numbers in 2012 and 2013 do not include capacity of Pascan Aviation which are not published by Diio. Non-stop inbound seat capacity is a major indicator of the state of air access to the province. While Newfoundland and Labrador is not immune to the impacts of the airlines’ operating environment (e.g. high fuel prices), vastly increased seat capacity, combined with major investments into provincial airport infrastructure, has made progress in air access a success story for the province’s business and tourism communities.
etails on Pascan Aviation seat capacity can only be tracked until 2011, numbers are not available from the source database as of 2012 D This analysis includes Labrador’s two major airports only: Wabush and Goose Bay
*Seat capacity represents planned, not flown capacity. It includes non-stop capacity only. Numbers include the province’s seven major airports (St. John’s, Gander, Deer Lake, Stephenville, St. Anthony, Wabush and Goose Bay); 2013 capacity is estimated based on airline filings as of Sep 11, 2013; Capacity numbers in 2012 and 2013 do not include capacity of Pascan Aviation which is not published by Diio. 2
Source: Diio – Aviation Market Intelligence
Baie Comeau, QC
Source: Diio – Aviation Market Intelligence
Table 1: Inbound non-stop capacity to Labrador (Wabush, Goose Bay) from domestic markets, 2007 to 2013
Inbound Non-stop Seat Capacity to Newfoundland and Labrador* 25,503
Since 2007, several airlines have commenced flights to destinations in Newfoundland and Labrador that make it easier and more convenient for travellers to visit. With over 70% of non-resident visitors coming to the province by air, providing ease and choice of access are essential to growing tourism. New or enhanced services include Air Canada’s services between London-Heathrow and St. John’s, Halifax and Gander, Ottawa and St. John’s, Toronto and Deer Lake as well as Toronto and Gander. In 2009, Porter Airlines started its non-stop service between Halifax and St. John’s. WestJet introduced a non-stop service to Orlando, Florida in 2011 and boosted capacity between Toronto and Deer Lake. Since 2011, Sunwing has provided seasonal services to a variety of sun destinations. It also provides services from Toronto to Stephenville, Gander and St. John’s during the peak travel season. Provincial Airlines recently commenced service from Charlo, NB, Quebec City, Montreal and Schefferville to Wabush. Pascan Aviation started serving Labrador in 2009 with flights between Sept-Iles and Wabush and has added flights from other Quebec markets since1. Increased demand, mostly driven by business activity, has propelled inbound non-stop capacity into Labrador2 to new heights. Adding nearly 38,000 seats, capacity from domestic markets to Labrador has grown 46% between 2007 and 2013 (this number excludes Pascan Aviation capacity as 2013 figures are not available; growth would likely even be more impressive considering that Pascan contributed more than 16,000 inbound non-stop seats in 2011). Wabush and Goose Bay are currently served by five airlines: Air Canada, Air Liaison, Air Inuit, Pascan Aviation and Provincial Airlines. Table 1 summarizes capacity to Wabush and Goose Bay by origin between 2007 and 2013.
From The Regions Submitted by: Rhonda Hutton Director of Marketing Destination St. John’s email@example.com
Submitted by: Kathi Stacey, Executive Director Eastern Destination Management Organization firstname.lastname@example.org
Gotta have a plan…
When tourism operators are busy gearing up for the height of the tourism season, the Destination St. John’s team is preparing to put heads in beds next year and as far out as 2018. This year DSJ hosted four meetings and convention (M&C) familiarization trips. 47 planners from across Canada and the United States were shown the best that St. John’s and surrounding areas has to offer. Three nights and two days to experience a taste of what their group would experience if they choose St. John’s for their next event. Our job is to turn the “if” into “when” and based on the feedback the future looks bright. As you are aware the St. John’s Convention Centre is scheduled to open January, 2016. Things are on track and we took a fun approach to announce that we are building and invite planners to book with us. This ad will appear in National M&C publications this fall. Note the booking incentives for 2016.
The CTC Agents Fam Tour with Greg Malone, Patrick Foran, and Courtney Brown of New World Theatre Project in Cupids.
Authentic Experiences Remarkable Enough to be Famous!
The Eastern DMO is very proud to announce that it has launched its new persona within the Newfoundland and Labrador brand: The Legendary Coasts of Eastern Newfoundland. After months of development, this persona unifies our members and our sub-regions under a banner that speaks to a larger regional identity. The authentic experiences on the Burin, Bonavista, and Avalon peninsulas are remarkable enough to be famous, and it is with this thought that the DMO moves forward! Launched with the persona is a members and industry-focused website, designed to connect the Legendary Coasts and to fill communications gaps with the provincial, national, and international tourism industries. This launch marks the beginning of our 3rd year, ushered in at the October 21, 2013 Annual General Meeting. We have begun our Fall Tourism Seminar Series in partnership with the Bonavista Institute for Cultural Tourism and Hospitality NL – a series of four sessions throughout the region, with each seminar featuring a specific theme designed for each sub-region and a Tourism Assurance Plan information session. This series kicked off with Profitable Partnerships in Cupids on October 2, 2013 followed by Packaging Destination Trails on October 3, 2013 in Ferryland.
And this one shows the beauty of the place.
Additional sessions are planned in November. On November 13, 2013, we’ll head to Marystown for a workshop on Festivals and Events, and the series finishes in Bonavista with Developing a Culinary Destination on November 14, 2013. This summer, we were delighted to have the Eastern region be the first to engage the province-wide Destination Development Plan. In partnership with Hospitality NL and the Department of Tourism, Culture, and Recreation, the Data Collection phase began, and the results are in and the data are being processed! We now begin the next phase where we will communicate initial findings in a validation phase. We are very excited for the final results, as the rest of the provincial tourism industry looks on with keen interest. And finally, we were very excited to host a number of media and travel trade fam tours. Of special note was the Canadian Tourism Commission’s Travel Agents Tour, where 18 international travel agents selling Newfoundland and Labrador product visited Ferryland, Brigus, and Cupids. We anticipate growth in our fam tour program, attending our first GoMedia Marketplace in September, and attending our first Canada Media Marketplace in April.
Submitted by: Janice Goudie Manager of Travel Trade & Media Relations Adventure Central Newfoundland email@example.com
Getting down and dirty at Quad-A-Palooza
Mud, mud and more mud! That’s what riders and bystanders were treated to during the first ever Quad-A-Palooza in Gander, September 6-8.
Hosted by Destination Gander, this event proved to be a bigger draw than organizers first anticipated. Some 127 packages were sold for the weekend event that was created as a way to market the fall shoulder season to off-road enthusiasts. “We took the idea from the success of our annual Snowfari,” explains Cory Abbott, Marketing Manager of Destination Gander. “We knew that most snowmobilers enjoyed that event, and thought that perhaps ATVers would also support a similar festival that would help us fill hotel rooms and give them a place to come. But we never expected the first year would be as successful as what it turned out to be.” The weekend kicked off with a meet and greet Friday night followed by various guided and self-guided tour options Saturday morning. But the highlight was
Submitted by: Randy Letto Executive Director Destination Labrador firstname.lastname@example.org
Submitted by: Mark Lamswood Executive Director Go Western Newfoundland email@example.com
Red Bay Basque Whaling Station, A UNESCO World Heritage Site designated June 22, 2013.
Partnerships Maximize Performance
The Fall season marks the beginning of an important and necessary conversation for most tourism operators. How was your summer season? The answer always varies with many factors at play of course. We all recognize that tourism is a large, fragmented and complex industry making it a challenging exercise for tourism operators and planners to define and measure performance let alone grasp the complex nature and roles we all have in the overall delivery of travel experiences in our provincial destinations. For some it’s the bottom line profit/loss result, for others it may be gate visitation. Some boast about consumer reviews and great reviews on Trip Advisor and/or a mix of that and more. Through it all each business and DMO competes for attention in a highly competitive travel industry. Where we choose to separate ourselves from the competition may largely be around what we choose to do together. As Nancy Arsenault (the Tourism Cafe) puts it “Do what you do best, partner for the rest.”™ All tourism stakeholders play a role if we are to truly reach our common strategy and vision for the future. Sharing knowledge by reflecting on performance is a critical exercise if we are to collectively achieve those targets that define our success. So here it is that another summer tourism season has passed and tourism operators are no doubt reflecting on their performance while DMO and other tourism organizations are assessing their own projects and level of success. It is important to monitor and evaluate, to take a look at your business practices, service quality, what consumers are saying about you and your destination. More importantly ask the hard questions. What partnerships produce the results or were most effective for me? At Destination Labrador we value our partnerships. This past year marked the first in our efforts to work one-on-one with our marketing partners to find the best mix of marketing tactics that suit each of our partners. The ‘mix’ was detailed in marketing agreements featuring tactics such as online packaging and website traffic analytic reports courtesy of NL Tourism, social media tool kits to help generate online content, representation at consumer shows and trade marketplaces followed by detailed sale reports, and fam tours with independent client feedback reports. DMOs rely on industry partnerships with demonstrated benefits and measured performance. Is there room for improvement? Absolutely. Be engaged. Connect. “Success is not final, failure is not fatal: it is the courage to continue that counts.” (Winston Churchill).
Seated – Jeff Hutcheson (Canada A.M.), Standing L-R – Western DMO’s Mark Lamswood, Laura Walbourne, Maria Matthews and Brittany Taylor.
Getting to Know...FAMs and Shows
It’s been another busy stretch in the Spring and Summer of 2013 for the Western Destination Management Organization (aka Go Western Newfoundland). By the time this article hits your respective organization, we’ll have another 40+ Familiarization Tours (FAMs) under our belt and will have participated at numerous shows encouraging visitation to Western Newfoundland through all four of our very distinct seasons. As the Western DMO prepares for its Fall AGM (October 4th in Rocky Harbour) and our Board Retreat (October 17-18th in St. Anthony), I’d like to take a moment to reflect on some numbers as relates to these two efforts in particular. Go Western Newfoundland has participated on average, in about 8 shows per year. Between 2011-2013 that’s approximately 24 shows. Simply put, if you’re not at these shows, you do not exist in the marketplace in the eyes of many. When considering FAM tours over the same period, we’ve averaged about 50 per year giving us a total of ~150. Our FAMs involve one person, or a dozen or more, depending on the make-up of the group. That’s a whole lot of exposure for Western Newfoundland. I’d like to take a moment and pat ourselves on the back for a job well done. There’s no doubt in my mind that the effort in these two areas over the past three years has been directly related to an increase in visitation to Western Newfoundland. Direct feedback from operators throughout the Western region confirms this. As impressive as these three-year totals are, none are more impressive than a couple of our more recent illustrations of show and FAM tour success. The Western DMO, along with numerous partners were happy to host Canada A.M. as they broadcast live to a national audience from Gros Morne National Park (Norris Point waterfront) on September 19th (see photo). The Western DMO landed another big FAM tour fish earlier in the summer when celebrity Chef Massimo Capra and his show Gourmet Escapes, held a party on the beach of Woman Cove, Bay of Islands. Partners were required aplenty in this culinary episode that is set to air on yet another national network in 2014. More and more, tourism stakeholders are beginning to recognize the true value of a regional DMO working on their behalf to promote visitation through show attendance and FAM tour efforts such as these. As the Western DMO’s “new look” board prepares their updated Business Plan for 2014-2017, show attendance and FAM tour facilitation continue to be among their priorities.
Saturday’s Muddin’ Mayham at the Raynham Derby Pit. Participants tried their luck at the three mud tracks that were constructed for the event, and got pretty dirty in the process.
All in all the festival was deemed a big success, and plans are already underway for next year’s event. For more information, or to see photos, visit Quad-A-Palooza on Facebook.
Muddin’ Mayhem participant getting muddy.
“The Muddin’ Mayham was a huge component and drawing point of this festival for both participants and bystanders,” Cory says. “It was the first time we ever did something like this, so there were a few learning curves, but nothing we can’t improve upon for next year.”
Fogo Island Inn and emerit®: the path to success Since opening in May 2013, the Fogo Island Inn has been met with rave reviews. Located in Joe Batt’s Arm, the Inn is a public building with features including unique guest rooms, a library specializing in the local region, a dining room and cinema. Owned by the Shorefast Foundation and built incorporating ecological, self-sustaining systems, the Inn is a brilliant mix of contemporary design with local tradition. In 2011, the Shorefast Foundation approached Hospitality NL about training for the local residents who would staff the Inn and entered into a partnership to use emerit® tourism training materials as the foundation of the program. Thirty-five employees completed emerit® Tourism Essentials – a foundational training program that provides transferable, building block skills for all tourism-related occupations. Upon successful completion of Tourism Essentials, employees then began occupationspecific training. In addition to practical, hands-on training, front line staff completed classroom study using emerit® workbooks. After approximately three months of training, each employee successfully completed an Occupational Knowledge Exam. With the Inn now up and running, these employees are gaining valuable experience and working towards becoming emerit® Tourism Certified Professionals.
“We chose emerit® to provide education and training materials for our new team as emerit® has a strong understanding of the inner workings of hospitality-based positions,” says David Curell, General Manager of the Fogo Island Inn. “The training materials included workbooks and presentations in addition to role playing and a written exam. We found the materials and tools to be very beneficial given that most of
the team had no previous hospitality experience. The end result is that our guests have overwhelmingly remarked on how friendly, efficient and professional the service is at the Fogo Island Inn.” “Tourism is a labour-intensive industry that requires a dynamic and skilled workforce,” says Hospitality NL Chair, Darlene Thomas. “By using the emerit® line of products, members like Shorefast are ensuring that their employees have the tools and knowledge required to increase customer satisfaction, while also improving employee productivity and retention. emerit® products are the national standard for service training and a key labour market resource for all levels of employee development in the tourism industry.” The Shorefast Foundation’s goal was to create an economic engine that would revive the community and provide a livelihood for local residents. Established by Zita Cobb and her brothers, with the aim of fostering cultural and economic resilience, the Fogo Island Inn is quickly becoming a world class destination as recognized by The New York Times. emerit® tourism training is Canada’s number one provider of certification and training products for the tourism industry. Developed by industry, for industry, emerit® delivers the collective expertise of Canadian and international tourism professionals and offers training materials and certification encompassing both entry and management level occupations. For more information, contact Hospitality NL’s Certification Coordinator, Krista Sweetland at firstname.lastname@example.org or (709) 722-2000 ext. 235 or visit www.emerit.ca.
Tourism Times is a quarterly publication of Hospitality Newfoundland and Labrador. Opinions expressed by contributers and advertisers do not necessarily represent those of Hospitality NL.
Hospitality NL Board of Directors Darlene Thomas Chair Rex Avery Vice-Chair Dion Finlay Secretary/Treasurer and Bed & Breakfast Association Peter Antle Director Annette Parsons Director Connie Rose Director Todd Warren Director Jennifer Davis Restaurant Association Greg Fleming Hotel/Motel Association
Newfoundland Insectarium 2 Bonne Bay Road Reidville, NL A8A 2V1 Contact: Lloyd Hollett 709-635-4545 email@example.com www.nfinsectarium.com
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Hotel Fortune 172 Bayview Street P.O. Box 580 Fortune, NL A0E 1P0 Contact: Brian Rose 709-832-7666 email@example.com www.hotelfortune.ca
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are now being accepted for the 2014 Tourism Excellence Awards! The Tourism Excellence Awards recognize the contribution of businesses and individuals in advancing the tourism industry in Newfoundland and Labrador. The Tourism Excellence Awards will be presented as part of Hospitality NL’s 2014 Conference and Trade Show taking place in Gander from February 26-28, 2014.
Nominate a deserving business or individual for one of the following awards:
• Corporate Partner of the Year Award
Accommodator of the Year Award
• Cultural Tourism Award
H O S P I TA L I T Y I N C
• Sustainable Tourism Award
Tourism Champion Award
• Doug Wheeler Award • PRIDE Award
Tourism Business of the Year Award
• Norman Parsons Memorial Award • Restaurateur of the Year Award
Tourism Innovator of the Year Award
• Cruise Vision Award
To nominate a business or individual for any of Hospitality NL’s Tourism Excellence Awards, please visit www.hnl.ca/conference/awards to review the award categories and guidelines. Nominations may be submitted to firstname.lastname@example.org. The deadline for nominations is Wednesday, January 15, 2014. For more information on Hospitality NL’s 2014 Tourism Excellence Awards, please contact Krista Sweetland at email@example.com or 1-800-563-0700 ext. 235.