Tourism Times Summer 2011

Newsletter of the Tourism Industry Association of Newfoundland and Labrador

Tourismtimes

Summer 2011

Contents

“Oh Yeah” Republic of Doyle is named

2011 Ambassador of Hospitality

board leadership….......................... 2 the definition of value.................... 3 a gateway to growth....................... 4 air access at a glance...................... 5 get to know award winners............ 6 celebrating tourism awareness week.......................... 8 25 years and counting.................. 10 the beginning of what’s to come.. 12 the path that leads to tourism..... 13 embracing a digital destiny for today’s savvy traveller.......... 14 new members............................... 15

board leadership “Volunteers do not necessarily have the time; they just have the heart.”

Elizabeth Andrew, Author

“Volunteers aren’t paid, not because they are worthless, but because they are priceless.”

Anonymous

Carol-Ann Gilliard

Summer 2011

Some of the best leadership insights I have gained in the tourism industry have happened as a result of working with a volunteer board. Like HNL, many tourism organizations and attractions are led by volunteer boards, Carol-Ann Gilliard comprised of individuals who CEO, Hospitality Newfoundland and Labrador selflessly take time away from their families and work to help drive our industry forward. While most of these volunteers do so without the expectation of credit or recognition, it is important that volunteers know they are valued and appreciated.

Since HNL’s governance processes and board were restructured in 2008, I have become increasingly interested in trying to understand the pitfalls and best practices of operating a board of volunteers. Many subsequent conversations with colleagues and volunteers highlight a few main aspects of board engagement that makes the experience either positive or negative.

One common anecdote that I have heard from some volunteers is that board meetings become a rehashing of old issues with little momentum on the good suggestions and decisions from previous meetings. Often times, a lack of a plan is at the root of the issue, even in the case of organizations with paid employees. I resist using the words ‘strategic plan’ because it sometimes conjures up ideas of extensive documents that require a consultant to create. Regardless of the limits of resources, volunteer boards should have a list of priorities that they use as their guide. The simple act of creating a list of items to focus on for a given period of time can help prevent wasting valuable volunteer time and avoid placing unrealistic expectations on volunteers.

The hard work in creating a simple plan though, especially in the event of scarce resources, is getting everyone to agree on the priorities.

This can be very difficult, which brings me to another important theme in volunteer boards: the value of a good Chair.

There are many small and big ways that a Chair can make or break a volunteer board’s performance. It is important that the Chair run efficient meetings, keeping the flow of board discussion succinct but also allowing volunteers to be heard and ensuring all discussions of agenda items conclude effectively. The Chair is also the champion of the organization’s mission and should uphold the values of the organization as a role model for all volunteers. The Chair sets the tone of the board’s

engagement in the organization and should strive to find the balance in all stakeholders’ perspectives in guiding the board through its decision making and priority setting. While all board members have valuable leadership roles to play, there is none that can have a more positive impact than good leadership from the Chair. An ineffective Chair can impede the entire board and frustrate volunteers, who want to spend their time on meaningful activities.

As the core foundation of a board is a group of individuals coming together with the task of leading an organization or mission forward, it is little wonder that challenges arise. No matter how well-run, a board seldom operates in perpetuity without an issue springing up. With individual differences in experience, perspectives and preferences, board members are often expected to automatically come together and overcome tremendous challenges without the benefit of team building or strategic guidance.

Unfortunately, many volunteer boards operate without professional development of any kind. As many volunteer boards use their limited resources to carry out actual operations, it is easy to understand why there is little time to focus on leadership development. Nonetheless, if boards want to be as effective as possible, there should be some focus on how it operates and how it can improve. Most of the time, raising board performance can be achieved by simply participating in an orientation session once each year, especially if there are new board members.

Ensuring all board members understand the organization’s mission and mandate as well as their responsibilities not only starts new board members out on solid footing but also enables relationship building for the entire board.

HNL is very fortunate to have a solid group of tourism industry leaders who volunteer their time on the association’s Board of Directors, working committees and the NL Tourism Board. Most of them also volunteer in regional, sector and community organizations, performing valuable roles that take much time and focus away from their businesses.

They rarely complain and never expect credit for the work they do; they simply do it because there is work to be done.

Thank you to the many wonderful volunteers who continue to move the tourism industry forward. Your role is appreciated, valuable and essential in helping to build a strong and vibrant tourism industry in our province. And always remember:

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HNL Board members attend Annual Tourism Awareness Week Luncheon

the definition of value In early June, our industry celebrated Tourism Awareness Week. Events were held throughout the province celebrating all things tourism: we spoke of social and economic contributions, presented an Ambassador of Hospitality Award and gave much deserved praise to the hard working and dedicated tourism workers across our province.

When speaking of the John Dicks tourism industry, we often Chair, Hospitality Newfoundland and Labrador throw around figures and phrases like “70 billion dollar industry in Canada”, “Contributes in excess of 800 million dollars to NL”, and recently, “More than 500,000 visitors to Newfoundland and Labrador”. But what does all this truly mean to us, to our province, and its residents? What is the value of the tourism industry? Surely if something is awarded a national week of celebration then it must be incredibly valuable!

According to Mr. Webster, the definition of value is ‘a fair return or equivalent in goods, services, or money for something exchanged’ or ‘relative worth, utility, or importance’ but I’m not sure I agree that value can be quite so easily or clearly defined when speaking of the tourism industry.

Last year saw milestone achievements for our province including significant investment in infrastructure and the release of the highly anticipated Air Access Strategy. Through the hard work and dedication of tourism operators across our province, a foundation has been laid for our industry to build upon as we work towards doubling annual revenues by 2020. However, in order to do so, we must address identified challenges.

In Budget 2011, the provincial government allocated specific monies for the tourism industry focusing on several key priorities established in Uncommon Potential: A Vision for Newfoundland and Labrador Tourism.

Does the government’s investment in tourism demonstrate that the tourism industry has value to the people of Newfoundland and Labrador?

And if so, what is that value? Is it found in the fact that tourism supports more than 2,500 small businesses throughout our province and directly employs more than 12,000 people?

These impressive numbers aside, our industry is not without its challenges. The results of HNL’s annual spring membership survey clearly indicate that our membership feels there are key issues we must address in order to continue to grow. Number one among them is Air Access.

Obstacles along our tourism path to prosperity are nothing new. We fought long and hard to see investment realized in Marine Atlantic and we will equally work hard to address the challenges associated with air access in Newfoundland and Labrador. After all, aren’t we taught that we value success and rewards all that much more due to the hard work we put in to achieve them?

At HNL’s Annual Conference and Trade Show held in February in St. John’s, delegates had the opportunity to hear a story about how a young woman’s career path was changed due to receiving a scholarship from HNL. This led her down a road which found her returning to Newfoundland and Labrador and working alongside her parents in their family business.

What is the ‘relative worth, utility, or importance’ of this fact? Is it found in the fact that a family business is sustained? That a community retains an important economic contributor? Or is it in the fact that a loved one returns home? I guess it depends on who you ask…

Today’s traveller wants value for their money and the competition clamoring for these travellers is fierce! Yet, our destination continues to grow and shine. Our airports are leading Atlantic Canada in growth and we have an industry Vision that is bearing witness to collaborative partnerships like never before, blazing a trail towards doubling annual revenues. The feeling of optimism in our industry is thick and contagious and our marketing campaigns are being recognized on the international award stage. More importantly, tourism operators are delivering upon the promises of those campaigns and the result is a record number of visitors in 2010.

Do we, as a destination, offer the value that travellers demand? Yes, I believe we do. I don’t know that I am in a position to define that value. I think MasterCard may be closer to an answer than Mr. Webster was in his assessment: Two tickets to a land unspoiled: $1000.00; A day filled with majestic scenery and friendly people who possess a charm like no other: $350.00; Memories that will last a lifetime: priceless.

How’s that for value?

John Dicks

Ambassador of Hospitality Award recipients Republic of Doyle (L-R): John Vatcher, Allan Hawco, Perry Chafe and Rob Blackie

St. John’s International Airport... a gateway to growth Submitted by: Marie Manning, Director, Marketing and Community Relations, St. John’s International Airport Authority

Summer 2011

We have set ambitious but realistic goals for ourselves. Specifically, our target is to increase airline seat capacity to the US by 200% and to establish a year-round service to Europe, all by the year 2015. We intend to do this by building business cases to support the introduction of new services and presenting these to targeted airlines. With financial assistance through the provincial government’s Air Access Development Fund, we will aggressively promote and market our airport as a strong investment opportunity for airlines.

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There’s been a lot of talk and action lately around the importance of being an accessible location. It is fundamental to growing the number of visitors to our province, to supporting our business community and to attracting new residents to our city and province who may love to live here but also want the convenience to travel where and when they choose.

Transportation, particularly air service, is a critical piece of the tourism puzzle, especially for an island destination. If people can’t get here easily and cost-effectively, they won’t experience the unique tourism products and the hospitable culture we have to offer.

As the premier gateway to and from our province, we understand the important role we play in this puzzle. Over the last ten (10) years we have made significant progress in the development of our air services.

We have been successful in increasing the number of available airline seats to our Airport by 20%. This is very positive when compared to the other major airports within Atlantic Canada that have experienced an average decline by almost 40%. There are now 80 daily arriving and departing flights from St. John’s to and from 12 destinations within Canada, the US and Europe (on a seasonal basis), with connections to anywhere in the world. Six major airlines serve our airport: Air Canada, Westjet, Porter Airlines, United Airlines, Provincial Airlines, and Air Saint Pierre. In addition, Sunwing and Canjet provide seasonal service to destinations within Canada and to the Caribbean.

Although access to our city and province has improved substantially with the addition of more airlines to more destinations, our work is not done. Our role as an Airport Authority is to provide choice to our passengers and to ensure that the travelling needs of our community are being met. We can only do this through a collaborative and strategic approach with our stakeholders. It is for this reason that we have created an Air Service Development Committee that consists of representatives from our major stakeholders, including HNL, that influence or are impacted by the level of air service offered. Members of the committee represent the business community, the tourism industry, government and the education sector. Discussions around the table focus on how our strategy, that is designed to target new airlines, increase frequency on existing routes and pursue new destinations, is consistent with the goals and objectives of our stakeholders. It allows us to identify any unmet needs and work with the tourism and business sectors to expand our markets.

A Place of First Impressions The Airport Authority’s role in the tourism industry goes beyond facilitating travel to and from our province. For 80% of visitors to Newfoundland and Labrador, their first and last impressions are made here at our Airport. This is one of the reasons we place such a strong emphasis on providing an outstanding airport experience for all our passengers. We consistently measure the satisfaction levels of our passengers with all services at our Airport and, over the last two years, have achieved an overall satisfaction rating of 88%. A good rating? We like to think so. But this high score only challenges us even further to find ways to continuously improve so that we maintain this high level of satisfaction. We do this by engaging with our frequent travelers and airport users through our Passenger Advisory Panel. It’s part of trying to be a departure from the everyday.

While we don’t underestimate how the little things can make a big difference, we are at the point where we need to make significant investment in our facilities. Our 10-year, $150 million infrastructure plan will allow us to accommodate the 1.9 million passengers anticipated by the year 2020. Our expanded facilities and services will be designed to make our community proud.

In addition to our infrastructure plan, we have recently partnered with the provincial and federal governments to install a Category III Instrument Landing System (Cat 3 ILS) and the associated infrastructure improvements. This $26 million, 2-year construction project will transform the way we travel and will open new opportunities for tourism. Foggy conditions in the spring of the year will no longer impede air travel.

By the spring of 2013, we will realize the benefits of this technology.

These will be significant and long-term in nature. However, there will be short-term pains during the construction season of 2012. For approximately five months during our peak tourism season next year, our primary runway will be closed in order to make the necessary improvements to support the Cat 3 ILS technology. There may be flight cancellations and delays throughout the construction period. We understand the impact that this may have on the tourism industry and we are committed to constant communication with airlines, stakeholders and the general public to keep all up-to-date on the progress of the project.

The long-term benefits to improving our accessibility as a region strongly outweigh the short-term impacts during the construction season.

Improving air services to a region increases the attractiveness of that region as a tourism product and as a place to invest. This is evident in the passenger traffic that is stimulated when new destinations are added to the service offerings. We look forward to continuing to work with our tourism partners and our stakeholders in the business community to improve air service to and from our province. In doing so, we facilitate the growth of the tourism industry and our provincial economy.

•

Increase is mainly driven by the domestic sector, with more than 75,000 additional direct seats With an increase of 6%, intra-provincial capacity also surpassed 2009 levels • Capacity increases driven by additional seats to Labrador and to St. John’s

• Air Access – Seat Capacity

Inbound seat capacity – NL overall

Source: InterVistas Consulting, Air Access Tracking Program, 2011

Change

2009 2010 Change Seats Air Access – Seat Capacity

Air Access – Seat Capacity DOMESTIC Halifax

316,500

354,300

37,800 3,600 Change23,300 25,600 48,900 2009 2010 Change Seats 1,900 343,900 345,800 5,100 10,100 5,000 316,500 354,300 37,800 11.9% 29,900 21,200 (8,700) 81,500 85,100 3,600 4.4% 18,80048,900 20,800 25,600 23,300 2,000 91.0% 14,200345,8006,500 343,900 1,900 (7,700) 0.6% 900,60010,100 975,900 5,100 5,00057,200 98.0%

Inbound capacity– –NL NLoverall overall Inbound seatseat capacity Montreal 81,500 85,100

Ottawa Market Toronto DOMESTIC Winnipeg Halifax Calgary Montreal Edmonton Ottawa Vancouver Toronto Total Domestic Winnipeg Calgary

US INTERNATIONAL Newark UK (Heathrow) Total US

St. Pierre

Intra-provincial seat capacity Intra-provincial seat capacity Intra-provincial seat 2009 capacity

St. John's Deer Lake St. John's Deer Lake Gander Gander St. Anthony St. Anthony Stephenville Stephenville Wabush Wabush GooseBay Bay Goose Province Province

11.9% Average Airfares totoSt.St.John’s Average Airfares John’s members clearly identified Air 4.4% 91.0% Access as a top advocacy priority 2009 2010 Change Market 0.6% for the association. $ 196 $ 202 3.1% Halifax 98.0% $ 403 $ 366 -9.2% Montreal -29.1% Average Airfares $ to Gander 480 $ 414 -13.8% In order to grow tourism in 10.6%Ottawa $ 389 $ 329 -15.4% Toronto Newfoundland and Labrador, a -54.2% $ to Gander 678 $ 523 Calgary 2009 2010 -22.9% Change 8.4%Market Average Airfares comprehensive transportation

$ $552 246-25.6%-13.1% London (UK) $ $ 742283 Halifax system, encompassing all modes $ 551 $ 383 -30.5% Boston 2009 2010 Change $ 305 $ 329 7.9% Market -7.3%Montreal of transportation, is required. $ 691 $ 343 -50.4% New York -7.3%Ottawa $ 490 347 -29.3% 283 $ 246 -13.1% Uncommon Potential: A Vision Halifax Average Airfares to Gander Average Airfares to Gander for Newfoundland and Labrador $ 334 380 13.8% 305 $ 329 7.9% Toronto Montreal 24,800 (1,800) -7.3% 20023,000 14,700 14,500 7250.0%Market 2009 2010 Change Tourism clearly identifies a $ 817 637 -22.0% 490 $ 347 -29.3% Calgary Ottawa 24,800 23,000 (1,800) -7.3% 5,000 6,400 1,400 28.0%Halifax $ $ 283711 $ $246 380 -13.1%-26.9% Sustainable Transportation 334 13.8% 520 Toronto London (UK) 2,100 6,200 4,100 195.2% $ $ 305404 $ $329 637 7.9%-22.0% Montreal Network as one of the goals 200 14,700 14,500 7250.0% 817 445 9.9% Calgary 1,300 (1,300) -100.0%Boston $ 490 $ 347 -29.3% 5,000 6,400 1,400 28.0% that must be achieved, including 100 100 N/A Ottawa 308 -55.3% 711 $ 520 -26.9% London (UK)$ $ 334689 New York* 2,100 6,200 4,100 195.2% $ 380 13.8% Toronto 8,700 - 27,500 building stronger relationships 1,300 (1,300)18,800 -100.0% 216.1%Boston $ $ 817404 $ $637 445-22.0% 9.9% Calgary 100 100 N/A with key transportation alliances $ 689 New York* $ 711 $ $520 308-26.9%-55.3% London (UK) 8,700 27,500 18,800 216.1%

29,900 21,200 (8,700) -29.1% 18,800 20,800 2,000 10.6% 24,800 6,500 23,000 14,200 (7,700)(1,800) -54.2% 900,600 57,200 (1,800) 8.4% 24,800975,900 23,000

US Edmonton Newark Vancouver Total TotalDomestic US

Access – Average Airfares In response to HNL’s Annual Air Access Air – Average Airfares Spring Membership Survey,

2010

Change

200999,900 2010 107,600 Change 7.7% 65,500 107,600 56,000 7.7%-14.5% 99,900 65,500 20,800 56,000 22,900-14.5% 10.1% 20,800 13,000 22,900 13,30010.1% 2.3% 13,000 11,400 13,300 11,200 2.3% -1.8% 11,400 11,200 -1.8% 28,100 31,800 13.2% 28,100 31,800 13.2% 48,100 60,900 48,100 60,900 26.6% 26.6% 286,800 303,700 303,700 5.9% 5.9% 286,800

Average Airfares $ to Deer 404Lake$ 445 9.9% Boston $ 689 $ 308 -55.3% New York* 2009 Change Market Average Airfares to Deer Lake 2010 Average Lake $ $ Deer 238 235 -1.5% Halifax Airfares to Average Airfares to$Deer Lake 335 $ 2010 389 Change 16.2% Montreal 2009 Market $ 439 $ 326 -25.9% Ottawa $ 238 2010 $ 235 -1.5% Halifax 2009 Change -10.5% Market $ 341 $ 305 Toronto $ 335 $ 389 16.2% Montreal $ 238 $ 235 -1.5% Halifax $ 598 $ 527 -12.0% Calgary Ottawa $ $ 335439 $ $389 32616.2%-25.9% Montreal $ 556 $ 632 London (UK) $ 341 $ 305 -10.5% Toronto $ 439 $ 326 -25.9% 13.7% Ottawa 403-10.5%-12.0% -26.0% Boston $ $ $ $ Toronto $ 341545 598 $305 527 Calgary $ 572 $ 330 -42.2% $ 598 $ 527 -12.0% New York Calgary 556 $ 632 13.7% London (UK) $ $ $632 40313.7%-26.0% London (UK) $ $ 556545 Boston $ 545 $ 403 -26.0% Boston $330 330-42.2%-42.2% New York $ $ 572572 $

and ensuring efficient and easy travel in and around our province.

So, what is the current, accurate picture of air access in NL? In terms of airfares, average airfares to St. John’s from the province’s primary tourism markets (Montreal, Ottawa, Toronto, Calgary, Edmonton) have decreased significantly for most months of 2010 including the peak tourism season (exception is Halifax with an increase of 3% over 2009).

Significant increases have been experienced from major markets in destinations other than St. John’s including Montreal – Deer Lake (+16%), Heathrow – Deer Lake (+14%) and Toronto – Gander (+14%).

New York • Positive trends in air transportation for NL in 2010 as Average Airfares to Goose Bay the province benefited from improvements in inbound • Positive trends in air transportation for NL in 2010 as the province benefited Averagefrom Airfares to Goose Bay • Positive trends in air transportation for NL in 2010 as the province benefited from capacity and decreased airfares improvements in inbound capacity and decreased airfares improvements in inbound capacity and decreased airfares Market 2009 Change Average Airfares to Goose Bay Bay 2010 Average Airfares to Goose • Starting in the fall of 2009, air service development for the $ 366 $ 292 -20.1% Halifax province has progressed significantly 2009 2010 Change Market $ 539 $ 538 -0.3% Montreal 2009 2010 Change - Air Canada re-established a seasonal daily direct service Market $ $ 366802 $ $292 674-20.1%-16.0% Halifax Ottawa between London Heathrow and St. John’s $ 366 $ 292 -20.1% Halifax $ 539 $ 538 -0.3% Montreal - Additional services introduced in 2010, e.g. Westjet $ 788 $ 704 -10.6% Toronto Montreal $ $ 802539 $ $674 538-16.0% -0.3% Ottawa Montreal – St. John’s; Westjet Winnipeg – Deer Lake 1,018 827-10.6%-16.0% -18.8% Calgary $ 788 802 $704 674 Ottawa $ $ $ $ Toronto • Improved air access in 2010 from most major destinations, N/A 585-18.8%-10.6% N/A London $ $ 788 $827 704 Calgary Toronto (UK)$ $1,018 including Halifax, Ottawa, Montreal, New York, Boston, $ 428 N/A N/A N/A $ $585 Boston London $ 1,018 827N/A -18.8% Calgary(UK) Philadelphia, London Heathrow, Frankfurt and Paris $ 428 N/A N/A N/A Boston N/A N/A N/A New York N/A $ 585 London (UK) - Overall inbound seat capacity for 2010 grew almost N/A N/A N/A New York $ 428 N/A N/A Boston 10% over 2009 N/A N/A N/A New York - Increase is mainly driven by the domestic sector, with Below is a snapshot showing air visitation and expenditures from 2003 – 2010. more than 75,000 additional direct seats • With an increase of 6%, intra-provincial capacity also Non-resident Air Visitation and Expenditures 2003 - 2010 surpassed 2009 levels • Capacity increases driven by additional seats to Labrador and to St. John’s 400,000 Source: InterVistas Consulting, Air Access Tracking Program, 2011

What do you think? Does this picture fit with your reality of air access in NL? Where do we go from here? Send your thoughts and comments to communications@hnl.ca

$400

300,000

$300

200,000

$200

100,000

$100

0

2003

2004

2005

2006

Visitors

Source: Department of Tourism, Culture and Recreation

2007

2008

Expenditures

2009

2010

$0

Summer 2011

Market

INTERNATIONAL Cuba UK (Heathrow) Dominican R. St. Pierre Mexico Cuba Total Int'l R. Dominican Mexico Total Int'l

air access at a glance…

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Get to know fred parsons

2011 Doug Wheeler Award recipient

In your opinion, what is the value of tourism?

Like most people in the tourism industry I take not only great pride in our Province but sheer delight in presenting it to others. To me the tourism industry has provided the opportunity to work and live in and around nature. From watching the beauty of hatching salmon eggs to welcoming visitors from all parts of the world with their own story to tell, those are special moments.

HNL Chair, John Dicks, Fred Parsons of Environment Resources Management Association and Minister Terry French

At the 2011 HNL Conference, the coveted Doug Wheeler Award was presented to long-time tourism industry volunteer, Fred Parsons. The Doug Wheeler Award, presented by the Department of Tourism, Culture and Recreation, recognizes an individual who has made a long-term contribution to the tourism industry.

Summer 2011

You are obviously passionate about your work. Where does your passion for the tourism industry come from?

Like a lot of people I stumbled into the tourism industry over 26 years ago when I went to work with Environment Resources Management as their Office Manager. This was the beginning of the plan to build major fishways and stock the river with Atlantic Salmon to hopefully develop a tourism product that would be sustainable long into the future. Seems like it was me that got ‘hooked’ on the great potential of the Salmon and with the early success we started to look at other non-consumptive ideas and so was born the concept of the Interpretation Centre complete with the Restaurant and Gift Shop. The passion is born from watching ideas on paper become reality and then watching them grow ...... much the same as raising a family.

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For the community there is the direct benefit of employing its citizens but also the sense of ownership and pride in the facilities and services that are attached to the industry. In many cases their excitement is exhibited when they bring their family and friends to visit.

What does this award mean to you?

It did come as a complete surprise but I was humbled and honored to be among such an elite group of past recipients of the Doug Wheeler Award who have been and continue to be the pillars of the industry. While we don’t look for attention when we are serving on the various boards and etc. it is a great feeling to know that your peers appreciate your input over the years. I’m grateful to my many employees and board members that have supported me over the years and I do seriously share this award with them.

What do you think is the biggest issue facing the future growth and success of your business within our province’s tourism industry? What do you think we need to do, collectively as an industry, to address it?

Within the seasonal attractions sector, the issue that we will face in the coming years will be Human Resources. The growth in our industry has been positive over the last years but the length of employment will cause more experienced people to leave for other year round employment. I think there will have to be a combination of winter and summer seasonal businesses that will have to share these employees for everyone to win.

Get to know

northland discovery boat tours

2011 Tourism Business of the Year Award recipient

make sure, however, that our products meet the highest of standards if we want to compete with the international tourism market.

What does this award mean to you?

It was a privilege and honor to receive this award on behalf of Northland Discovery Tours. My family (father: Lewis Alcock; mother: Joyce Alcock; uncle: Jack Alcock) has been dedicated to providing quality experiences since its beginning 15 years ago and collectively made it possible to be worthy of this award. We, the Alcock family, are very passionate about what we do and are devoted to providing memorable experiences that make a difference in people’s lives. It’s not just about taking guests to see icebergs, whales and seabirds. For us it’s about connecting with people and giving them a sense of what it is to be a Newfoundlander. It’s about bringing people back to nature, giving them a sense of place and allowing visitors to reflect on the importance of protecting our environment.

Paul Alcock – President, Northland Discovery Boat Tours

At the 2011 HNL Conference, Northland Discovery Boat Tours was the recipient of the Tourism Business of the Year Award.

Presented by Hospitality Newfoundland and Labrador, this award recognizes businesses that have built a reputation for excelling and continuously improving upon all areas of operations, acknowledging and embracing their role in improving the tourism industry in NL. You are obviously passionate about your work. Where does your passion for the tourism industry come from?

I am a born and raised Newfoundlander that developed a love for our marine wildlife, culture and people of NL early in life. This deep connection to the province combined with my biology background and previous work experience with Parks Canada inspired me to start this boat tour business. It motivated me to produce a quality marine based tour program that would be captivating, educational and reveal the natural and cultural essence of Newfoundland and Labrador.

In your opinion, what is the value of tourism?

Since the closure of the cod fishery, rural Newfoundland has had to face many economic challenges. Over the past 20 years however, the tourism industry has played an important role to help restore community economic growth. Newfoundland & Labrador is rich in culture, history, natural attractions and spectacular scenery. Non-residents are becoming more aware of these awesome tourism assets and are making NL a priority destination. I believe that if we keep building on our marketing campaign and provide easier affordable access to the province, the tourism industry will take the lead role in economic growth for the province. We must also

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Summer 2011

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What do you think is the biggest issue facing the future growth and success of your business within our province’s tourism industry? What do you think we need to do, collectively as an industry, to address it?

Over the last few years, the province has made a stronger commitment to marketing Newfoundland & Labrador. This is an essential investment if we want to be known to the international community. In particular, I have been very impressed with the TV ad campaign. Another important step to growth is to make sure travel to and around Newfoundland & Labrador is easy, dependable and affordable. We must work more closely with the major airlines, car rental agencies and Marine Atlantic to create incentives and solutions that work. In today’s busy world and recovering economy, people want to commute in a timely and affordable fashion.

We must be wise to these challenges and find creative ways to make it happen if we want more travellers to visit.

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Nl Tourism industry celebrates tourism awareness week

Summer 2011

This year, Tourism Awareness Week was celebrated across Newfoundland and Labrador from June 6-12.

Tourism operators from across the province took time to highlight and celebrate tourism’s contribution to the economy and quality of life of residents of Newfoundland and Labrador.

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Snapshot of the tourism industry’s contribution: • Nearly $900 million to the economy of NL in 2010 • More than 500,000 visitors to NL in 2010 • Direct employment for 12,730 people in NL; nationally, 1 in 10 Canadian workers holds a job in the tourism sector • Tourism generates $70 billion in economic activity annually in Canada, with an economic impact that is equivalent to that of the fisheries, forestry and agriculture sector combined • One of the fastest growing economic sectors globally with annual growth outpacing the world economy • Approximately 28 cents of every tourism dollar spent in Canada contributes to tax revenues, resulting in more than $20 billion in revenue for all levels of government

HNL Board members Mary Hayes and Todd Wight

L-R: Barry Rogers and Carol Anne Hayes of Iceberg Quest Ocean Tours and Janice Goudie of Adventure Central

Attendees at HNL’s Annual Tourism Awareness Week Luncheon

HNL Chair John Dicks and Allan Hawco of Republic of Doyle

Gander and Area Chamber of Commerce Partnership Tourism Awareness Luncheon

Tourism Awareness Week Luncheon attendees in St. John’s were treated to an afternoon tour onboard Iceberg Quest Ocean Tours M.V. Cetacean Quest

Luncheon attendees enjoy the great entertainment

Shannon Pinsent of Adventure Central

Beyond the Overpass Theatre Company Ambassador of Hospitality Award recipients Republic of Doyle

Summer 2011

The Honourable Terry French, Minister of Tourism, Culture and Recreation

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25 years and counting…

Christina Sheppard, Royal Inn & Suites

Summer 2011

A great deal has changed in the tourism industry in the past 25 years. Social media and emerging technologies, new opportunities and challenges, changing travel patterns, new markets and uncertain world economies have all impacted the tourism industry and how operators compete in the global tourism picture. In order to remain competitive, our industry, HNL, and its members must continue to evolve. HNL is fortunate to have retained a solid core of members who have been with the organization for over 25 years and one such member is Christina Sheppard, the Royal Inn & Suites, located in Happy Valley-Goose Bay. Here’s what Christina has to say about HNL, Labrador and tourism:

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Wow, 25+ years is a long time to be in business and I’ve certainly seen a lot of changes during that time. I remember when I was first approached about being a member in what was then called ‘Hospitality Newfoundland’. I said I would consider it once you changed the name to Hospitality Newfoundland and Labrador!

Obviously you did and I joined!

I guess one of the biggest changes I’ve witnessed is in the opening up of the Trans Labrador Highway. We used to call it “The Freedom Road” and it’s not difficult to imagine why. In my view, transportation is one of our key challenges yet at the same time,

one of our key opportunities. The progress that has been made in building the road is phenomenal although there is still much work to be done. I’ve seen more and more walk-ins than we used to; years ago you could go by the planes landing but now it can be attributed to the road. In many parts of Labrador, it’s quite difficult to get a hotel room due to the economy booming! I guess many destinations would love to have such a ‘complaint’ but that’s a reality here.

Aside from the actual road work that still needs to be completed, there is a great need for facilities and this is one of the opportunities associated with transportation. Restaurants, telephone services, accommodations and other facilities for the travelling public along the road are needed and are just waiting for the right entrepreneur to seize them. The continued paving of this road will also bring opportunities for our province in terms of accessibility for all residents. Residents will be able to tour all of Newfoundland and Labrador and I think it will help forge a greater connection between us all.

In my years operating the Royal Inn & Suites, we’ve made a lot of changes to the property to the point where we now stand as a 3.5 star rating and we’re very proud of this. Even TripAdvisor cited us as a recommended hotel! But I think the key to any successful business lies in the staff. Without a good team, the nicest of amenities won’t mean a thing. We’ve been very lucky to attract dedicated staff to our hotel but it is getting more and more difficult to recruit and retain workers here in Happy Valley-Goose Bay and throughout all of Labrador. I think the tourism industry is going to have to come together to look for innovative practices to solve this critical labour shortage. Temporary Foreign Workers

25 years and counting…

Avalon Region:

• Ramada St. John’s • O’Brien’s Whale & Bird Tours • Pippy Park Commission • Molson Canada • Battery Hotel & Suites • Ches’s Snacks • Sheraton Hotel Newfoundland • McCarthy’s Party Limited, Nfld. Tours & Convention Services • St. John’s Board of Trade • Scotsburn Dairy • Big Erics (formerly Sani Pro Inc.) • Travellers Inn St. John’s • Holiday Inn - St. John’s • Labatt Breweries Newfoundland • Browning Harvey Limited • Central Dairies • Marine Atlantic • E.C. Boone Limited

Eastern Region:

• Clode Sound Village Resort Inc. • Tanker Inn • Oceanview Motel • Clarenville Inn

Central Region:

• Town of Gander • Hotel Gander • Causeway Motel • Albatross Hotel • Sinbad’s Hotel & Suites • Baie Vista Inn • Mount Peyton Hotel

Western Region:

• Fisherman’s Landing Restaurant and Inn • Parks Canada Western NL Field Unit • Riverwood Cottages • Greenwood Inn & Suites • Mamateek Inn • Ocean View Hotel • Sea Echo Motel • Shallow Bay Motel • Driftwood Inn • Deer Lake Motel • Parsons’ Harbour View Cabins • Plum Point Motel • Gros Morne Cabins and Frontier Cottages • Maynard’s Torrent River Inn • Glynmill Inn • College of the North Atlantic

Labrador:

• Royal Inn & Suites • Labrador Inn • Sea View Restaurant & Cabins • Northern Light Inn • Atsanik Lodge

Summer 2011

Christina Sheppard, Royal Inn & Suites

HNL salutes our 25+ year members:

25+ year members

is one avenue we can pursue but right now, it’s a real challenge facing many tourism operators. When we are recruiting people to our industry, we need to elevate the image of our industry and show the opportunities for career advancement and professional development.

I guess I couldn’t imagine working in any other business. I grew up working alongside my father in a family business and it’s all I have ever known. That same spirit has possessed my daughter now too! To those starting out in this business, I would share with them the importance of getting involved. A number of years back I attended an HNL conference and one of the technology sessions really opened my eyes. It was huge benefit to me and not only did I take a lot away from that session, I was able to have my voice heard too. Being a part of HNL and Canada Select and other organizations has really helped me in my business development and growth going forward. By taking advantage of these learning opportunities, I was able to better focus my future goals for my business and work towards them. Not only that, I was able to network with my peers and be kept in the loop – I learned a lot from the other attendees and think it is really important to maintain that connection within the industry.

Going forward, I think our future prosperity is limited only by our imagination! From the work on the road, to the Torngat Mountains National Park, to the opportunities associated with new technologies, we have a lot to look forward to and be optimistic about! Here’s to another successful 25 years for all tourism operators and members of HNL!

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the beginning of what’s to come

This past winter, HNL was contacted by Mr. Bill Maynard, owner/operator of the Torrent River Inn in Hawke’s Bay, who was requesting customer service and food and beverage service training. Maynard’s Torrent River Inn has been serving up ‘Famous Newfoundland Hospitality’ in the Ingornachoix area of the Northern Peninsula since 1963, with Mr. Maynard heading up this strong family tradition for the past 15 years.

Following two days of HNL’s SuperHost Atlantic and food and beverage service workshops, Mr. Maynard evaluated and documented the outcome of the training and shares his thoughts with HNL members:

I think one of the main things that the training has done is relieved considerable stress. Before the seminars and workshops, I felt that every time I turned around I was faced with a dilemma; I was being taken to task on various issues. The staff had conflicting views about how something should be done or who was responsible for what. Now there is a considerable amount of cooperation and communication. The staff are happier and work together much better as a team. This is quite evident as they go about their day-to-day duties and of course this then comes through in how they greet our guests, and the service they receive. The level of professionalism has increased tremendously.

more organized…more consistent. There is less confusion between the kitchen staff and the wait staff…they have a greater understanding and appreciation of each others’ needs and challenges in offering excellent service, whether it be taking orders or getting the food out in an orderly and timely fashion. And I have to say, I’ve received excellent feedback since the HNL training. When we talk about operations now, staff have a benchmark… a standard, on which to base their discussions. They are constantly referring to how they were instructed to do something or what they learned. It helps in taking me directly out of the equation!

They have very reliable, professional resources to build on. What an incredible difference! Because of this, I’ve already decided and requested additional training for my remaining staff that were unable to participate in the first sessions. I would like them to receive skills in bartending, wine service, and responsible alcohol service. I’d like to think that this is only the beginning of what’s to come.

Even the presentation of the dining room in the restaurant has changed as our staff now better appreciate our guests’ perception as they enter the restaurant. Tables are bussed more quickly and efficiently; service is

Bill Maynard Torrent River Inn

I can’t begin to tell you the difference it has made in the day-to-day operations of the restaurant and inn. The staff has a sense of direction now and seem to have a greater understanding and purpose. I am very grateful for HNL’s efforts.

Summer 2011

HNL congratulates the following newly certified individuals:

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From the Glynmill Inn: • Lisa Campbell, Food and Beverage Server • Sylvia Smith, Food and Beverage Server • Daphne Scott, Housekeeping Room Attendant

From The Haven Inn: • Betty Yen, Front Desk Agent From Destination St. John’s: • Lisa Martin-Davis, Food and Beverage Manager

For more information on how emerit® professional certification can boost confidence among your staff and enhance service delivery at your organization, please contact Jordan Dicks at jdicks@hnl.ca

the path that leads to tourism

People working in the tourism industry know there is no one distinct career path that leads to a career in tourism! Every background and educational credential can be applied to the world’s largest and fastest growing sector. Some follow a traditional path while others have a coming together of chance and circumstance.

Marieke Gow of the award winning Twine Loft and Artisan Inn in Trinity is a rural tourism operator who has recently joined the family business and is sharing her passion for Newfoundland and Labrador with travellers from around the globe.

HNL wanted to know what led Marieke to choose a career path in the tourism industry and what advice she would give to others interested in tourism as a career option.

Why a career in tourism?

I was lucky enough to grow up in the industry as the daughter of an innkeeper. It has been amazing to watch this business grow and change over the years. Despite studying, travelling and having my hand at jobs not related to tourism, nothing ever quite gave me the same satisfaction as working in this industry.

What training or educational opportunities have you taken advantage of to help your career in tourism?

Degree in Languages (French and Russian) as well as Canada World Youth / Cegep Certificate in community development and inter-cultural relations. I also completed the Algonquin College Sommelier Program.

As for education directly related to tourism I have been fortunate enough to take part in many training sessions and conferences over the past few years including a best practice mission to Prince Edward County, courses with the Bonavista Institute of Cultural Tourism and conferences such as the International Culinary Tourism Summit in Nova Scotia last year.

What is your career path from here… where do you plan to be in five years time?

I’m having too much fun doing what I am doing to even think about that.

I know that I would like to stay in tourism if I ever did leave this business, but for the time being there is so much left for me to learn and so many ways to develop this business before I would even consider moving on.

Summer 2011

Marieke Gow, Twine Loft and Artisan Inn

My involvement serving on the boards of organizations such as RANL and the Bed and Breakfast Association as well as Canada Select has also served as an excellent education as it has allowed me to create relationships with others in this industry and learn from their experiences.

What influenced your decision to work in the tourism industry?

Having the opportunity to work in the family business was a huge influence. I have been given the chance to put my own mark on a business my parents have grown over the past 20 years. I love having a job where no two days are ever the same and the challenges change all the time.

Growing up around our guests has also been one of the most rewarding experiences of my life. My life and my attitude towards it would be very different if it had not been for the influence so many of our guests have had on me. It’s always a great feeling when I can help them have the experience they are looking for when they come here.

What advice would you give people who are considering a career in tourism?

You should only work in this industry if you really believe in the product you are offering whether it is the room you are renting out, the food you serve or the town you are working in. You can’t offer a genuine experience if you don’t believe in it yourself.

What challenges do you see facing tourism in NL and what role do you see yourself playing to address them?

I am concerned about the current labour shortage in the smaller communities. There are very few young people to take the jobs of retiring workers. While there are opportunities to bring foreign workers in, I worry that this being the only solution will jeopardize the cultural experience travellers to Newfoundland are looking to have. I ran into this problem during a recent trip to Australia where most people working in the restaurants and accommodations were not Australian, but foreign workers. After leaving I had no real sense of who Australians were as people. I would be devastated to see that happen in this province because we have such a special culture and story to share with people coming to visit. I think that smaller communities need to focus on promoting careers in tourism to the local schools through shadowing programs, internships and mentoring. I think it would encourage many young people to stay in their communities, or return once they have continued their education.

If these programs were created I would participate in any way possible.

What opportunities do you see in the industry and how do you see yourself, your business or the industry, taking advantage of them?

I am excited about the push towards culinary tourism in this province.

We have so many unique resources here as well as talented people.

Working on the board of RANL has been an excellent opportunity for myself and the business to take part in this trend and work with other operators who wish to achieve the common goal.

Five years ago, did you expect to be where you are today and so involved in the industry?

Five years ago I was still in university and hadn’t intended on working full time with the family business. Despite moving away a few times, Newfoundland and this job always found a way to pull me back. I certainly never expected to be involved with so many tourism related organizations, but they have really helped me find my own place in this industry.

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embracing a digital destiny for today’s savvy traveller Submitted by: Heather Dalton, President, m5i Ensuring you capture demand driven traffic – essentially harnessing the power of the millions of users seeking tourism information daily via the search engines.

Tourism marketing has long struggled with how to resolve two important problems. First, how to give the consumer an engaging enough experience through communications to sell the destination – especially for low awareness markets that drive incremental visitation.

Second, how to communicate with potential visitors while they are travelling – creating up-sell and cross-sell opportunities to provide a better customer experience and to increase tourism revenues. For both problems, today’s digital experience is the solution.

The digital age of communication provides marketers with the technology to completely change and enhance the consumer’s experience… to engage, attract and intercept visitors. As a result, an effective tourism strategy today requires the infusion of digital strategy to deliver the best brand and have the strongest performance possible.

One roadblock? The “tourism category” attracts one of the highest volumes of traffic on-line. That means there is a lot of competition and clutter in the space. Standing out becomes critical, and engagement is essential. To do so effectively requires strategic insight on the following six points.

Delivering brand presence on-line – taking the power of the traditional television spot and delivering that in the on-line content both through owned spaces (your website, your social channels, etc.) and paid (advertising, search, pre-roll video, etc.).

Creating social connections – having a Facebook page isn’t enough today, you need to know which social channels are right for you and strategically assess how you can drive user interaction across those channels. From Foursquare to Twitter, keeping your brand relevant and top-of-mind means keeping on top of the trends.

Balancing sell and service – on-line tourism communications need to ensure they sell the consumer to convert them to a visitor and then service that visitor as they plan, travel and reminisce.

Being in the mobile space – a mobile site, the effective use of tools through mobile application, travel planners for tablet devices, and GPS technology can have huge impact for a destination like Newfoundland and Labrador with a high volume of “rubber tire” traffic and can positively impact customer service and destination brand.

Creating repeat visitors – digital mediums – direct e-mail, newsletters, social spaces, etc. – all provide the opportunity at a reasonable cost to build a relationship with visitors over time. A strong relationship fuels repeat visitation which provides a lower conversion value than generating a new one.

Today’s savvy traveler expects more. And that appetite is often tempted and tasted online long before any trip is even booked. And when they arrive, that expectation is still there. Emphatically embrace it. Digitally deliver on it.

Having choice ensures that you get the right home, auto and commercial insurance. It just makes sense.

Call our team of insurance professionals today.

Summer 2011

709.722.3282 • www.callegrow.com

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new members

HNL Board of Directors John Dicks Rod Pike Rex Avery Todd Wight Annette Parsons Darlene Thomas Jill Curran Kory Turpin Rick Stanley Cathy Lomond Greg Fleming Mary Hayes

Chair Vice-Chair Secretary/Treasurer Director Director Director Director Director Director Restaurant Association Hotel/Motel Association Bed & Breakfast Association

(Full board contact information available at www.hnl.ca)

Staff Listing Carol-Ann Gilliard Chief Executive Officer Juanita Ford Leslie Thomas

Manager, Workforce and Industry Development Manager of Policy and Communications

Karen So

Accountant

Craig Foley

Technology

Minerva King

Operations

Brenda Hodder Jane Smith Parsons

Membership – Labrador Training

Shawn Stratton

Membership

Lexie Mckenzie

Career Development

Jordan Dicks Learning Support

Head Office 71 Goldstone Street (Suite 102) St. John’s, NL A1B 5C3 Tel: (709) 722-2000 Toll Free: 1-800-563-0700

Fair Haven Retreat Box 312 8 Dons Road La Scie, NL A0K 3M0 Contact: Celeste Colbourne (709) 293-2976 celeste@fairhavenretreat.com www.fairhavenretreat.com

Baccalieu Hospitality Group Inc. PO Box 39 9A Front Road Dildo, NL A0B 1P0 Contact: Dale Cameron (709) 582-2167 dale@baccalieuhospitalitygroup.com www.georgehousebnb.com

Gros Morne Wildlife Museum and Gift Shop P.O. Box 469 76 Main Street North Rocky Harbour, NL A0K 4N0 Contact: Jennifer Shears (709) 458-3396 gmwildlife@hotmail.com

Bay Roberts Hotel 72-76 Water St. Bay Roberts, NL A0A 1G0 Contact: Bob Rowe (709) 786-4700 robertrowe5@yahoo.ca

St. John’s Night Out 199 Pennywell Road St. John’s, NL A1C 2L8 Contact: John Hoyt (709) 763-2289 info@stjohnsnightout.com www.stjohnsnightout.com

www.grosmornewildlifemuseum.com

Rose Manor Bed and Breakfast P.O. Box 12 Harbour Grace, NL A0A 2M0 Contact: Lucy Martino-Haire (709) 596-1378 lucy@therosemanor.com www.therosemanor.com Hillside Bed & Breakfast P.O. Box 794 14 Blandford’s Lane Twillingate, NL Contact: Wavey Cutler (709) 884-1666 waveycutler@gmail.com www.bbcanada.com/nfhillside Comfort and Joy B&B 6 Wood Street St. John’s, NL A1C 3K9 Contact: Joy Kennedy (888) 722-7088 info@comfortandjoybb.com www.comfortandjoybb.com

Labrador Regional Office 118 Humphrey Road Labrador City, NL A2V 2J8 Tel: (709) 944-4100 Tourism Times is printed four times per year

Photo credits: Bud Vincent Desktop Layout Image 4 Digital Printing & Design Inc. 1170 Topsail Road, Mount Pearl, NL A1N 5E8 T: 709-747-3850 E: brenda@image4.ca W: www.image4.ca

For all the latest up-to-date information and news, please visit

www.hnl.ca Updated daily!

Canadian Hotel Guide Suite 1508, 25 Oxley Street Toronto, ON M5V 2J5 Contact: Arlen Ritchie (800) 359-6279 arlen.ritchie@3genius.com www.canadianhotelguide.com Baby Gear to Share P.O. Box 339 Pouch Cove, NL A0A 3L0 Contact: Heather Craniford (709) 693-1227 information@babygeartoshare.com www.babygeartoshare.com

Cre8iv Design Studio P.O. Box 281 84 Clyde Avenue Mount Pearl, NL A1N 2C2 Contact: Sherry Wilkins (709) 368-8888 info@createdesign.ca www.createdesign.ca

Long Range Regional Economic Development Board 35 Carolina Avenue Stephenville, NL A2N 1L8 Contact: Debbie Coughlin (709) 643-6652 Everlast Professional Properties Inc. dcoughlin@wec-center.nl.ca PO Box 39 http://wec-center.nl.ca/LRREDB.html 9A Front Road Dildo, NL Booking.com A0B 1P0 1010 Sherbrooke Ouest Contact: Todd Warren Montreal, QC (709) 582-2167 H3A 2R7 todd@baccalieuhospitalitygroup.com Contact: Delia Rico www.dildotradingpost.com (514) 228-4004 delia.rico@booking.com www.bookings.com

Follow us on facebook and twitter at www.facebook.com/hospitalitynl

http://twitter.com/hospitalitynl

Hospitality Newfoundland and Labrador (HNL), the provincial Tourism Industry Association, is focused on advocacy, education, the adaptation of innovative technology and the promotion of a strong member network. Through forward thinking and fostering the growth of its members, HNL continues to be the leader of the tourism industry in the province. For information on membership, please contact hnl@hnl.ca

Hospitality Newfoundland and Labrador is supported by the tourism industry and

Spring 2011

Tourism Times is a quarterly publication of Hospitality Newfoundland and Labrador (HNL). Opinions expressed by contributers and advertisers do not necessarily represent those of HNL.

Grand Bank Development Corporation P.O. Box 2000 Grand Bank, NL A0E 1W0 Contact: Doug Richardson (709) 832-3235 drichardson@gbdc.nf.ca http://www.gbdc.nf.ca

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Nominate

a deserving individual or organization for a Will be presented during the 2012 HNL Conference and Trade Show, February 23-25, Gander, NL

H. Clayton Sparkes Accommodator of the Year Award - sponsored by the Sparkes Family in recognition of the contribution their father made to the tourism industry in Newfoundland and Labrador. The award recognizes an individual or company in the accommodations sector who exhibits a dedication to quality service, a commitment to the tourism industry and makes a solid contribution to the communities in which they live.

Cal LeGrow Tourism Innovator of the Year Award - sponsored

by Cal LeGrow to acknowledge operators who demonstrate ingenuity and creativity in their business activities. This award recognizes an individual or company that has developed a tourism business, market, product, process initiative or an unconventional approach to an existing market, product or process. This may be a new business (in business for at least two years) or a longstanding business that is doing things in a new way and having a positive impact on the tourism industry in Newfoundland and Labrador.

Tourism Champion Award (formerly Golden Umbrella) presented by Hospitality Newfoundland and Labrador to recognize an individual who gives selflessly of their time and energy to champion the interests of this industry. The award recognizes individuals who have worked diligently to ensure that the tourism industry prospers, and as such have given freely of their time, often at personal expense because they are passionate about this industry. They are true champions of the industry.

Corporate Partner of the Year Award - presented by Hospitality Newfoundland and Labrador to a tourism industry partner that has been successful in developing creative and effective alliances within the tourism industry that improve HNL’s and the industry’s ability to achieve its goals.

Tourism Business of the Year Award - presented by Hospitality Newfoundland and Labrador to recognize businesses that have built a reputation for excelling and continuously improving upon all areas of operations – customer service, human resources and business results. Recipients of this award not only excel in their business operations, but acknowledge and embrace their role in improving the tourism industry of Newfoundland and Labrador.

The Cruise Vision Award - presented by the Cruise Association of Newfoundland and Labrador to an individual, group or business that has demonstrated a commitment to the provincial cruise industry and has contributed significantly to the growth of the cruise industry in Newfoundland and Labrador.

Restaurateur of the Year Award - presented by the Restaurant Association of Newfoundland and Labrador, this award was established to recognize the essential role of the food service industry in developing tourism in Newfoundland and Labrador.

PRIDE Award - presented by the Bed and Breakfast Association of Newfoundland and Labrador to the individual or business that has been instrumental in raising the profile of the Bed & Breakfast industry.

The Norman Parsons Memorial Award - presented by the Bed and Breakfast Association of Newfoundland and Labrador to the individual or business that has excelled in both hospitality and longevity in the industry and is recognized for displaying such attributes as warmth, hospitality, personality, outstanding service, quality and dedication.

Cultural Tourism Award - presented by HNL, Canadian Heritage and the Department of Tourism, Culture and Recreation, the award acknowledges an individual or organization that recognizes and promotes the pursuit of cultural expression within the tourism industry.

The Doug Wheeler Award - presented by the Department of Tourism, Culture and Recreation, the Doug Wheeler Award recognizes an individual who has made a long-term contribution to the tourism industry.

The Tourism Atlantic Technology Award - presented through partnership with the four Atlantic tourism industry associations, the purpose of this award is to highlight achievements by members of the Atlantic Canada tourism industry in the area of technology.

The Sustainable Tourism Award - presented by Hospitality Newfoundland and Labrador, Canadian Heritage, and Parks Canada, the Sustainable Tourism Award is presented to the industry operator who has made strides in sustainable tourism practices and continually works toward the protection of our natural and cultural resources.

To submit an award nomination, or for more information on the Tourism Excellence Awards, please contact Hospitality Newfoundland and Labrador at hnl@hnl.ca.