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)

2

Ministry Overview

3

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.

4

Tourism Policy and Research Branch

5

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)

6

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

7

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

8

$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

9

Who We Work With

10

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

11

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

12

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

13

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

14

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

15

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

16

17

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

17

17

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

18

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

19

19

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

20

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

20

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

21

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

22

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.

23

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

24

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

25

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

26

26

Contact

• Christine Dodd• Tourism Industry Advisor

• Regional Tourism Unit

• (705) 739-6695

• Christine.Dodd@Ontario.ca

27

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

1

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.”

2

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.

3

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.

4

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.

5

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.

6

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

7

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

8

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

9

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

10

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

11

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

12

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

13

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.

14

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

15

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

16

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

tourism@simcoe.ca

705-726-9300

experience.simcoe.ca