Tourism Policy and Research Branch
Ministry of Tourism, Culture and Sport
May 3, 2017
To
urism
• Promotes a stronger, more competitive tourism industry
• Conducts vital market research
• Encourages private sector investment and new product development
• Supports new experiences and destinations, markets Ontario as a tourist destination
Cu
ltu
re
• Promotes innovation, investment and job-creation in the creative and cultural industries
• Invests in Ontario’s leading cultural agencies
• Provides advice and outreach to municipalities, libraries, museums and provincial heritage organizations
Sp
ort
• Promotes a culture that values sport, recreation and physical activity
• Supports active, engaged living for Ontarians, and targeted programs for youth and Aboriginal communities
• Supports Quest for Gold Ontario Athlete Assistance Program
• Provides funding to recognized recreational service providers (municipalities, not-for profits)
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Ministry Overview
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The Economic Impact of Tourism in Ontario
Regional Tourism Unit:
Oversees the implementation of regional tourism approach and supports the 13 Regional Tourism Organizations (RTO)
Tourism Research Team:
Official statistics and vital market intelligence on tourism performance and economic impact
Tourism Policy Unit:
Identifies priority policies, emerging needs, issues, partnerships and opportunities that strengthen tourism as a key economic driver.
Northern Policy and Planning Unit:
Provides strategic northern tourism policy and planning expertise to industry, other ministries and other levels of government.
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Tourism Policy and Research Branch
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Establishment of Tourism Regions and RTOs
• Prior to the regional approach, Ontario’s tourism industry was made up
of many small players with limited resources for marketing and product
development. Their uncoordinated activities resulted in “brand clutter”
and duplication of marketing and product development efforts
• The Ontario government released the Tourism Competitiveness Study
report, Discovering Ontario: A Report on the Future of Tourism in 2009
• 13 Tourism Regions were established across the province in 2010:
• RTOs are autonomous entities separate from the Ministry
• Boundaries were delineated in consultation with industry partners
• Regional boundaries have not been defined by regulation
• RTOs and industry partners are encouraged to work across regional
boundaries
• Some RTOs were new organizations, others were existing entities that
assumed more responsibility (e.g., Toronto, Ottawa)
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MandateStructure
Regional Tourism Organizations
Industry-led, incorporated, not-for-profit organizations with a Board of Directors
Provide leadership in the development, coordination, and delivery of regional tourism strategies
Develop business plans, set their own priorities, and have decision-making authority to implement their business plans
Industry-led, incorporated, not-for-profit organizations with a Board of Directors
Provide leadership in the development, coordination, and delivery of regional tourism strategies
Develop business plans, set their own priorities, and have decision-making authority to implement their business plans
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1) Southwest Ontario
2) Niagara Falls and Wine Country
3) Hamilton, Halton, Brant
4) Huron, Perth, Waterloo, Wellington
5) Greater Toronto Area
6) York-Durham-Hills of the
Headwaters
7) Bruce Peninsula, Southern
Georgian Bay and Lake Simcoe
8) Kawarthas and Northumberland
9) South Eastern Ontario
10) Ottawa and Countryside
11) Haliburton Highlands to the
Ottawa Valley
12) Algonquin Park, Almaguin
Highlands, Muskoka and Parry
Sound
13) Northern Ontario (13A-
Northeastern Ontario, 13B– Sault
Ste. Marie / Algoma, 13C
Northwest Ontario)
Tourism Regions
Proportional Allocation
Partnership Funding
Base Funding
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$38M annual funding
$1.39M to support pan regional initiatives such as Francophone
and Indigenous Tourism
RTO Funding Model
Operational
Proportional to region’s
performance
Strong partnerships
and a coordinated approach
• Regional Tourism Organizations (RTOs)
• Municipalities, EDOs, Event organizers
• Local, Provincial and National associations (i.e., TIAO, FEO,
DMOs, OTC, CTA, EDCO)
• Indigenous communities
• Tourism stakeholders, Business Improvement Areas and
Chambers of Commerce
• Local and Regional Economic Development Organizations
• Universities and Colleges
• Other ministries
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Who We Work With
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Programs and Services
Tourism Regional Economic Impact Model (TREIM)
http://www.mtc.gov.on.ca/en/research/treim/treim.shtml
TREIM is a web based system used to
determine the economic impact of visitors'
and businesses' spending in this area on
the local and provincial economies
TREIM produces the following:
Estimates of the Direct, Indirect and
Induced impacts of tourism-related
activities on Gross Domestic Product
(GDP), Labour Income and
Employment
Estimates of the Direct and Total
impacts of tourism-related activities
on Federal, Provincial and Municipal
Tax Revenues
Typically used to provide the
economic impact of events
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Programs and Services
Celebrate Ontario Program
www.ontario.ca/celebrateontario
Supports new/existing festivals and
events that are proven to attract
tourists with programming
enhancements including marketing
that increases the number of tourists
and the amount that they spend
Blockbuster (Bid/Host) supports
event bids OR event hosting
expenses – continuous intake – must
be 2 months prior to bid or 4 months
prior to hosting event
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Programs and Services
Tourism Development Fund
http://www.grants.gov.on.ca/GrantsPortal/en/OntarioGrants/GrantOpportuni
ties/OSAPQA005130
Provides non-capital, project-based
funding to:
develop research-based
innovative and emerging tourism
sectors;
support tourism organizations’
capacity building;
encourage new private sector
tourism investment attraction; and
enhance Ontario’s overall
economic competitiveness and
opportunities for the Ontario
tourism industry
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Tourism Delivery in Northern Ontario
MTCS leads a planned approach to tourism within government. The Ministry of
Northern Development and Mines (MNDM) takes responsibility within its mandate
for developing policies and implementing initiatives that support tourism.
Northern Policy & Planning (NPP) Unit -
responsible for pan-northern policy issues.
Tourism Northern Ontario (TNO) - plans,
develops, coordinates, aligns and invests in
strategic planning, marketing, product
development, workforce development, and
investment attraction.
MNDM - responsible for field tourism delivery
at a local/regional level as well as the Northern
Ontario Heritage Fund.
OTMPC Northern Office - responsible for
northern component of provincial marketing
efforts and related avid programs (e.g. fishing).
FedNor - the federal economic development
organization for Northern Ontario.
FedNor
OTMPC MNDM
Tourism
Northern
Ontario
NPP Unit
Industry
Spring 2016
June 2016November
2016April 2017 2017
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What We Heard
Supporting product development and
investment attraction;
Improving the Ontario brand and marketing
alignment to ensure consistency;
Modernizing regulatory requirements
through transparency of government
planning and streamlining processes;
Identifying and addressing workforce gaps
and needs;
Sharing timely and relevant tourism data
and research;
Recognizing and supporting all aspects
of tourism in the province (e.g.,
rural/agricultural/northern tourism); and
Supporting infrastructure development to
advance tourism products and experiences
A central theme identified was the need for increased
communication, coordination and partnerships
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What is the Strategic Framework?
The Framework creates an environment where government and industry
can identify shared priorities, future market needs, and roles and
responsibilities to drive visitation and economic prosperity
The Framework:
Provides an opportunity to leverage the economic potential across the tourism, culture and
sport sectors
Increases collaboration and partnerships to reduce duplication and maximize resources
Enhances tourism’s economic impact through the regional tourism approach
Supports the development of the tourism workforce and product offerings
Improves Ontario’s business climate by addressing regulatory burdens and building new
partnerships with the investment community
Provides improved access to data and research to make sound business decisions
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Our Vision To position Ontario as a preferred
global tourism destination renowned
for the quality and diversity of its
tourism experiences creating economic
prosperity for Ontario
Defining Our Goals
Our MissionTo meet or exceed global tourism
growth over a five-year period by
working across the sector to drive
demand for Ontario’s tourism
experiences
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A New Way Forward
Leveraging Our
Resources
Converting the Market
Generating Future
Market Demand
Defining and Reducing
Barriers to Economic
Prosperity
Principles to guide how government and industry work
together to build a more prosperous Ontario
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Leading Future Growth Together
Four key areas of focus that lay the groundwork for future
policy and program changes:
Improving Marketing
Alignment
Leveraging the Regional
Tourism Approach
Improving the Tourism
Workforce
Improving the Business
Climate
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Marketing Strategically
The Framework outlines opportunities to improve marketing alignment across
provincial, regional and local tourism marketing campaigns, through a process
that supports collaborative decision-making, enhanced brand consistency,
clearly defined roles and responsibilities and consistent performance
measures
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tourism marketing system
Promote a meaningful Ontario Brand with
consistent messaging
Ensure quality tourism products are offered
to the right markets at the right time
Explore the development of common,
realistic and meaningful performance
metrics
The ministry will be working
with its tourism partners to:
Build more alignment and
efficiencies in Ontario’s
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Leveraging the Regional Tourism Approach
The Framework outlines opportunities to leverage the Regional Tourism
Approach by modernizing program guidelines to increase flexibility, offer
incentives to attract new partners, demonstrate alignment with government
priorities and promote a holistic approach to RTO activities
The Framework commits the ministry to
exploring changes to the mandates of the RTOs
and program policies in the following areas:
Building more partnership opportunities to
incent tourism development
Increasing opportunities for collaboration to
enhance tourism products
Measuring progress through outcome-
focused and meaningful performance
metrics21
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Improving the Business Climate
The Framework outlines opportunities to improving the business climate for
tourism operators through collaboration with other ministries and industry
partners to identify challenges facing the sector and develop solutions
Since June, work has begun on a number of key areas:
Participating in the Ministry of Government and Consumer Services’
Tourism Industry Act consultations and the Ministry of Finance
Sharing Economy Advisory Group’s development of a Sharing
Economy Framework
Exploring opportunities to review existing legislation, like the
Innkeepers Act and the Hotel Registration of Guests Act, which no
longer reflect the modern day tourism industry
Working with the Ministry of Economic Development and Growth to
ensure the tourism and culture sectors are considered in the Business
Growth Initiative, including the Red Tape Challenge
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Improving the Tourism Workforce
In Ontario, 180,000 or 13 per cent of businesses are involved in tourism,
and over 90 per cent of these are small businesses with less than 20
employees
Employers are facing significant labour shortages for entry-level or
seasonal positions and struggling to retain high-skilled workers
The ministry has initiated discussions with other ministries and industry
partners to identify workforce development opportunities
The Framework highlights some of the work underway, including:
Working with ministry partners and RTOs to develop an internal inventory of workforce
development activities across Ontario
Working with TIAO to support the next phase of the Promoting Tourism as a Career
campaign
The Framework demonstrates a continued commitment to work collaboratively
to identify opportunities to address the unique workforce needs of the sector.
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The ministry is actively implementing action items and
working across the ministry and government to identify
opportunities for collaboration
Working with the Ministry of Economic Development and Growth to
include tourism as the seventh sector in the Red Tape Challenge
Working with the Economic Development Council of Ontario, to
deliver four regional workshops and two Investment sessions in
late 2016 to help communities generate research driven, market-
ready investment opportunities
Advancing Indigenous and Francophone tourism by supporting
Indigenous Tourism Ontario and the development of the next
phase of the Champlain Scenic Route
Launching the 2017 Celebrate Ontario program with improved
program guidelines
Establishing a Tourism Research Community of Practice to create
a volunteer network that increases access and understanding of
tourism data through information sharing, building capacity and
creating partnerships
Notable Progress
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Cycling tourism in Ontario is experiencing rapid growth and is increasingly
recognized by the tourism industry as a powerful economic driver to the
province
Cycling tourism helps build a strong
economy, supports healthy and
prosperous communities and contributes
to the overall quality of life for Ontarians
Building on Ontario’s Tourism Action Plan
and the Strategic Framework for Tourism,
Tour By Bike: Ontario’s Cycling Tourism
Plan is our next step in creating a strong
tourism industry for Ontario
Ontario’s Cycling Tourism Plan supports
Ontario's Cycling Strategy: #CycleON, the
government's 20-year vision to encourage
the growth of cycling and improve safety
for cyclists across the province
Tour By Bike: Ontario’s Cycling Tourism Plan
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There is an opportunity to build on existing cycling products, experiences and
infrastructure to position Ontario as a premier cycling tourism destination and
attract global travellers interested in cycling
Our mission is to promote cycling as a tourism
draw in Ontario by:
Positioning Ontario as a premier destination
for cycling tourism;
Creating healthy, active and economically
prosperous communities; and
Working collaboratively to develop and
promote cycling tourism products that will
enable Ontario to meet or exceed global over
the coming years
To achieve this mission, the Plan outlines 12
actions to enhance on and off-road cycling
tourism within four priority areas: Products and
Experience Development; Strategic Marketing;
Advancing the Tourism Sector; and making
Evidence Based Decisions
Taking Action to Support Cycling Tourism
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Contact
• Christine Dodd• Tourism Industry Advisor
• Regional Tourism Unit
• (705) 739-6695
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RTO7 2017/18 Roles and Responsibilities
May 3, 2017
10:00 am to 1:00 pm
Simcoe County Museum
Midhurst, Ontario
• RTO7 is a an independent organization incorporated in Ontario pursuant to the Ontario Ministry of Tourism, Culture and Sport’s (MTCS) regional tourism funding and management strategy.
• VisionOur vision is to establish BruceGreySimcoe as Ontario’s four-season destination of choice.
• MissionOur mission is to work collaboratively with tourism partners and stakeholders to build, sustain and grow visitation, investment and visitor spending.
• Core Values – Collaborative, Transparent, Trustworthy, Innovative, Friendly and Welcoming
Regional Tourism Organization 7
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Roles & Responsibility
RTO7 Strategic Plan – January 2015
• “Best practices review and stakeholder input has confirmed that as
the lead tourism organization the best role for RTO7 is as a leader
and enabler, implementing multiple initiatives that enhance and
support the tourism industry in the region. Stakeholders have helped
define this role. 3 key responsibilities:
• To lead
• To inform and educate
• To support.”
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Leading
• Understanding shared leadership – knowing when to lead an initiative, when to
share the lead in collaboration with other partners, and when to provide support for
initiatives of other organizations
• Bringing forward ideas to stakeholders and encouraging them to take action
• Recruiting – bringing stakeholders together around opportunities; recruiting skilled
individuals to share their expertise
• Communicating regional goals, reminding stakeholders they have common
interests
• Championing success – communicate successes broadly to stakeholders. Foster
pride in the region and in the industry.
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Informing and Educating
• Repeating messages about how the industry works and the role of RTO7
• Presenting opportunities for stakeholders to engage with experts
• Knowing the education needs of stakeholders
• Consolidating and sharing data
• Operating informational, educational and training workshops and events.
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Supporting
• Using marketing resources to enhance business results for the industry
• Listening to and advising stakeholders
• Match-making – connecting people within the region and with resources
that can help them
• Hosting and supporting – pan-regional meetings, conferences, events
• Briefing – individual partners and groups
• Funding – partnerships, events, campaigns.
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Shared Leadership
• Shared leadership, in which RTO7 partners with the ten major DMOs in the region also implies shared responsibility for meeting objectives and achieving goals.
• Shared leadership does not imply that everyone will agree on every priority or that everyone will support every activity. What it does mean is that high level goals and priorities that fulfill collective needs and move the industry forward will be discussed, will be supported, and will engage industry operators and other stakeholders.
• For initiatives where leadership is shared, it is also incumbent upon industry stakeholders to mobilize, bring forward new ideas and opportunities, assemble resources, and take ownership of some implementation steps.
• An important objective for communication will be to emphasize that everyone shares responsibility for the success of the tourism industry in the region.
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RTO7 Strategic Plan view of Roles and Responsibilities
BruceGreySimcoe Team Role
RTO7 – Leader & Enabler
• Lead tourism Marketing & Product Development organization for BruceGreySimcoe• Facilitator – connecting people, opportunities and resources • Where there is alignment, co-lead with County and major DMOs - planning, stakeholder
communication and implementation • Resource for Economic Development offices; consolidate data and research • Two-way communication, information sharing
DMOs - Partners & Co-Leads
Where there is alignment
• Lead partners with RTO7 – conduit to industry operators • Partner with smaller tourism organizations (BIA, Chambers, sub-regional organizations &
sector groups) to lead priority initiatives • Champion a regional media relations strategy and annual activity plan • Two-way communication, information sharing
Tourism Operators - Partners
• Partner with DMOs, local tourism organizations and RTO7 to participate in regional programs • Collaborate locally to create and deliver high-quality visitor experiences that showcase the
best of BruceGreySimcoe to target audiences • Two-way communication, information sharing
County & Municipal Officials –Partners
• Lead investment attraction activity • Engage with DMOs, industry operators and RTO7 to stay current on tourism industry, trends,
and economic impact • Two-way communication, information sharing
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RTO7 Responsibility & Role
Responsibility Role
RTO7 – Leader & Enabler
• Lead tourism Marketing & Product Development organization for BruceGreySimcoe
• Facilitator – connecting people, opportunities and resources
• Where there is alignment, co-lead with County and major DMOs - planning, stakeholder communication and implementation
• Resource for Economic Development offices; consolidate data and research
• Two-way communication, information sharing
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DMOs – Partners & Co-Leads – Responsibility & Role
Responsibility Role
DMOs - Partners & Co-Leads
Where there is alignment
• Lead partners with RTO7 – conduit to industry operators
• Partner with smaller tourism organizations (BIA, Chambers, sub-regional organizations
& sector groups) to lead priority initiatives • Champion a regional media relations strategy
and annual activity plan • Two-way communication, information sharing
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Tourism Operators – Partners – Responsibilities & Roles
Responsibility Role
Tourism Operators -
Partners
• Partner with DMOs, local tourism organizations and RTO7 to participate in regional programs
• Collaborate locally to create and deliver high-quality visitor experiences that showcase the best of BruceGreySimcoe to target audiences
• Two-way communication, information sharing
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County & Municipal Official – Partners – Responsibility & Role
Responsibility Role
County & Municipal Officials –
Partners
• Lead investment attraction activity • Engage with DMOs, industry operators and
RTO7 to stay current on tourism industry, trends, and economic impact
• Two-way communication, information sharing
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SOCIAL MEDIA - BEST PRACTICES
Posted by Ginny Henry | September 02, 2016
• Do’s
Share
• Content relevant to your business/organization & common interests of your
audience
• Non-promotional information – stories about community involvement,
activities participated in
• Foster engagement
• Be human & conversational - respond to mentions, questions, users’ posts,
etc. “Mention” relevant partners, businesses, events, etc.
• Be off topic & conversational i.e. current affairs / seasonal celebrations
• Create posts that get a reaction – like, emotion, curiosity
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SOCIAL MEDIA - BEST PRACTICES continued
• MORE DO’s
• Multi-faceted Approach to digital presence
• Cross –promote your accounts for discoverability
• Integrate campaigns across all social media – create “recognition factor” & make social media links visible on blogs/websites
• Keep profile names the same for easy recognition
• Consistent branding / voice /message
• Create cohesive, branded customer experiences
• Add value• Offer good online customer service, same as “off line”
• Be interested, empathetic, sympathetic
• Practice good etiquette• Be respectful and helpful
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SOCIAL MEDIA - BEST PRACTICES continued
• Don’t
• Continually push your brand through marketing / promotional posts
• Rely on scheduled posts – social media is spontaneous & conversational
• Over post – go for quality over quantity
• Ignore negative comments – they can be a useful relationship-building tool
• Ignore mentions, retweets, likes, etc. Acknowledge them with a like, retweet
or thank you.
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SOCIAL MEDIA - BEST PRACTICES continued
• Remember
• The only constant in social media is change
• What works for your organization may not work for someone else & vice
versa
• Social media is not a stand-alone marketing tool
• High number of likes/follows not necessarily measurement of effective use of
social media – “engagement” is a truer measurement of success
• Social media insights/analytics identify what interests your audience & when
they’re reading your posts
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SOCIAL MEDIA - BEST PRACTICES continued
• Sources:
• Social Media Best Practices – The Free Beginner’s Guide from Moz
• Kirsto – Social Media Level 3 – Advanced Options for Your Business
(workshop handout)
• Skift – How to Increase Organic Reach with Facebook
• Frederic Gonzalo – Social Media Best Practices in Travel Marketing
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Tourism Simcoe County
Information Session
May 3, 2017
AGENDA
10:00 – 10:05 – Welcome and Introductions
10:05 – 10:20 – Christine Dodd, MTCS
10:20 – 10:35 – Bill Sullivan, RTO7
10:35 – 10:50 – Kathryn Stephenson, TSC
10:50 – 11:50 – Christine Dodd –Working together
Mission Statement
To promote Simcoe County as a first
class tourist destination by further
developing the tourism industry and
community partnerships and to provide
tourism leadership throughout Simcoe
County
Services
Local distribution of tourism
industry marketing collateral to
more than 50 racks in Simcoe
County
Spring and fall border run
distribution along Highway 401
corridor and into Quebec
12-month operation of visitor
information centre, located at the
Simcoe County Museum
2017 Consumer & Trade Shows
Toronto International Boat Show
Toronto Golf & Travel Show
Spring Cottage Life Show
Toronto International Bike Show
Ottawa Travel & Vacation Show
Epoch Times Travel Expo (Chinese Market)
Rendez-Vous Canada
Heartland Travel Showcase
Ontario Motor Coach Marketplace
2017 Tourism Publications
Guide Map
Events
Golf Guide
Waterways Guide
Billboards
Hwy 400 Northbound
Hwy 400 & Forbes Rd.
OTMPC Advertising
Ontario Travel Information Centres
Tourism Video – All OTC locations
Bainsville Centre Interior Backlit
Tilbury Centre Poster Display
Tourism Simcoe County Video
Tourism Development
Outdoor Recreation
CultureAgri-
Culinary
TSC 2017 work plan summary
Tourism Simcoe County will continue to develop the outdoor
recreation, culture and agri-culinary product and build on the
Tourism Simcoe County brand.
Such as:
Establish Simcoe County as Ontario’s premiere cycling destination
Establish Regional Cultural Discovery Routes
Encourage culinary development including buy-local and tourism-related experience development
SCTDF Funding – 2017/2018
The Simcoe County Tourism Development Fund (SCTDF) fund will
provide up to $400,000 for annual tourism projects.
The funding is meant to be leveraged with other regional and
provincial programs such as RT07 Partnership Program, the
Provincial Tourism Development Fund, Celebrate Ontario, etc.
The funding must be 100% matched by the partner and align with
Tourism Simcoe County’s (TSC) work plan.
All projects are lead and branded TSC and TSC maintains control
of the funds. (will not micro manage)
SCTDF cont’d
Funding will be available on a continuous intake basis and projects
must align with the TSC work plan which focuses on the pillars of
Product Development, Marketing, Workforce Development and
Investment Attraction.
TSC will provide support by applying to funding agencies on behalf
of its partners. Partners will inform and support the application
through to implementation and post reporting.
Eligible applicants include Destination Marketing Organizations,
municipalities, not for profit Tourism attractions and organizations.
Projects with a regional focus will be given preference when
evaluating applications.
SCTDF cont’d
Eligible Costs
Training delivery and participant support costs directly
related to the development and delivery of the
Program
Familiarization Tours
Costs related to work performed by companies or
individuals that contribute to the Program. Consulting
or other services directly related to the Program must
be costed at demonstrated fair market value or less
Honoraria to professionals directly related to the
development and delivery of the Program
Marketing materials and related communication costs
if directly related to the Program. All Marketing
materials branded Tourism Simcoe County, with
mention of partner (see example)
Marketing Materials Example
SCTDF cont’d
Ineligible costs
Costs not directly associated with the delivery of the Program or
directly required to meet the deliverables of the Program.
Administrative salaries or operational costs
website
Travel costs
Capital expenses, including but not limited to, land, buildings, leasehold
improvements.
Costs related to activities outside of the Program.
Costs incurred prior to the Effective Date as stated in the Agreement
Expenses or fees payable to organizations located outside of Ontario
Annual membership fees to associations.
Pay bonuses or other pay incentives
Debt reduction charges
Outdoor - Cycling
Cycle Simcoe Project Outcomes Over 65 certified ‘Cycling Friendly’ businesses in Simcoe County
30,000 Cycle Simcoe Maps distributed throughout Ontario and parts of Quebec
Increase in cycling tourism traffic as a direct result of product development and
promotion
Interactive Map promoting all routes cycling friendly businesses
Cycling 2017
RTO7 Partnership Funding:
Tourism Simcoe County, Cycle Simcoe
& County DMO’s
$65,000 total budget
Experience Development
Launch of the Simcoe County Loop
Trail
Cycle & Stay Campaign
Cycling Videos / photos
Digital Advertising – GTA and
Quebec
French/English Translation
Safe Cycling Advertising –
radio/video
Culture & Food 2017
Cultural Development Co-ordinator as a resource to
partners
Assist with funding applications
Assist with Experience Development Programs
Lead Agri-Culinary pillar
Administer annual $200,000 Cultural Grant
Eligible Projects could include:
Product Development
FAM Tours
Strategies related to arts & culture
Events
Advertising & Promotions
Promotional Video Example:
Clearview Small Halls Festival
Working Together
How all partners can play an active role in growing and developing the destination
What does success look like?
What’s missing? Products? Research? Visitor Services? Marketing?
Can we promote and develop cooperatively (local, County, RTO)?
What role may a downtown/municipality/operator play?
THANK YOUContact
Kathryn Stephenson
705-726-9300
experience.simcoe.ca