Oh Yeah - HNL | Hospitality Newfoundland and Labrador

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:
2
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.
4
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
[email protected]
$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…
5
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.
6
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MARINEATLANTIC.CA | 1-800-341-7981
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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99 Blackmarsh Road
P.O. Box 6090
St. John’s, NL A1C 5X8
TEL: 709-579-2151
FAX: 709-576-6866
(Formerly Sani Pro Inc.)
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Summer 2011
ST. JOHN’S • HALIFAX • MONCTON
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.
7
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.
8
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
9
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:
10
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!
11
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:
12
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 [email protected]
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.
13
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
14
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
[email protected]
www.fairhavenretreat.com
Baccalieu Hospitality Group Inc.
PO Box 39
9A Front Road
Dildo, NL
A0B 1P0
Contact: Dale Cameron
(709) 582-2167
[email protected]
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
[email protected]
Bay Roberts Hotel
72-76 Water St.
Bay Roberts, NL
A0A 1G0
Contact: Bob Rowe
(709) 786-4700
[email protected]
St. John’s Night Out
199 Pennywell Road
St. John’s, NL
A1C 2L8
Contact: John Hoyt
(709) 763-2289
[email protected]
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
[email protected]
www.therosemanor.com
Hillside Bed & Breakfast
P.O. Box 794
14 Blandford’s Lane
Twillingate, NL
Contact: Wavey Cutler
(709) 884-1666
[email protected]
www.bbcanada.com/nfhillside
Comfort and Joy B&B
6 Wood Street
St. John’s, NL
A1C 3K9
Contact: Joy Kennedy
(888) 722-7088
[email protected]
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: [email protected]
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
[email protected]
www.canadianhotelguide.com
Baby Gear to Share
P.O. Box 339
Pouch Cove, NL
A0A 3L0
Contact: Heather Craniford
(709) 693-1227
[email protected]
www.babygeartoshare.com
Cre8iv Design Studio
P.O. Box 281
84 Clyde Avenue
Mount Pearl, NL
A1N 2C2
Contact: Sherry Wilkins
(709) 368-8888
[email protected]
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. [email protected]
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
[email protected]
Contact: Delia Rico
www.dildotradingpost.com
(514) 228-4004
[email protected]
www.bookings.com
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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 [email protected]
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
[email protected]
http://www.gbdc.nf.ca
15
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 [email protected].