4.1 The Four Strategic Priorities
- Capitalize on the Nature-based Opportunity – Define and build the destination area based on its unique selling proposition (USP) and positioning that focuses on the wild islands and outstanding nature-based tourism opportunities.
- Build Success Through Engagement – Engage community members, key influencers, and partners to broaden support for developing the area as a world-class tourism destination.
- Advance Experiential Tourism Development – Enhance and generate tourism products and experiences that align with the USP, brand positioning of the region, and the Nova Scotia brand.
- Enrich Quality of Life – Enrich the quality of life for residents of the destination area.
4.2 Strategic Priorities and Outcomes
4.2.1 Priority 1: Capitalize on the Nature-based Opportunity
Define and build the destination area based on its unique selling proposition (USP) and positioning that focuses on the coastal islands and headlands, complimented by regional nature-based tourism opportunities.
1) There is a comprehensive inventory and analysis of the natural and cultural heritage values and assets associated with the conservation lands that: a) informs use of protected lands (i.e. what needs to be protected/what is available for use); and b) identifies natural and cultural attributes that contribute to product development
2) There is an up-to-date and well organized inventory and assessment of recreation opportunities and tourism assets (tangible and intangible) for the region.
3) A clearly understood and coordinated management approach for the conservation lands administered by NSE, DNR, and NSNT is in place to guide the appropriate protection and use of these lands.
4) The area is characterized by a professionally developed and market-tested brand and concept.
5) A sustainable tourism development plan is in place that identifies opportunities and gaps, and prioritizes actions for strategic tourism development, using a structured and transparent evaluation criteria.
6) Tourism infrastructure is in place that supports increased visitation to the area.
7) Visitor-focused information about the nature-based opportunity is readily available and accessible.
4.2.2 Priority 2: Build Success through Engagement
Continually engage community members, key influencers, and partners to advance the area as a world-class tourism destination.
8) Well-linked and cohesive collateral materials are available to help promote the region, attract investment, and advance the tourism development process.
9) There is an ongoing process in place to track, monitor, and evaluate performance.
10) Best practices from within and beyond the destination area are considered and integrated as a means of continuous improvement.
11) Key influencers, communities, residents, and investors are participating in a range of ways to support tourism development in the region.
12) Effective communication tools and processes are in place to ensure ongoing awareness of the region and progress on strategic tourism development.
13) Tourism operators and organizations are communicating and collaborating with conservation land managers including Nova Scotia Nature Trust, Nova Scotia departments of Environment and Natural Resources, to advance experiential nature-based tourism opportunities.
4.2.3 Priority 3: Advance Experiential Tourism Development
Enhance and generate experiential tourism products that align with the unique selling proposition (USP), brand positioning of the region, and the Nova Scotia brand.
Source: West Beach Shelter Cove/ NSNT
14) Tourism operators have the knowledge and capacity to offer high-quality experiential tourism opportunities.
15) There are an increased number of monetized experiential tourism products available in the region.
16) Workshops and training opportunities are in place to help build capacity, entrepreneurial skills, and financial success of local tourism businesses and organizations.
4.2.4 Priority 4: Enrich Quality of Life
Enrich the quality of life for residents of the destination area.
17) Local business are benefiting from increased tourism visitation and spending.
18) There are more local employment opportunities connected to tourism and supporting industries.
19) An enhanced range and number of quality outdoor recreational opportunities and related facilities and services are available for local residents and communities.
20) Tangible (capital/infrastructure) tourism developments are benefitting local residents in their daily lives.
21) Local residents feel connected to the tourism initiative and feel that it is an authentic reflection of their lives and sense of place.
22) Processes and structures are in place to help encourage and support cooperation across the region.
Source: Robert Moser
- 2.1 Introduction
- 2.2 Map of the STEP Project Area
- 2.3 Musquodoboit Harbour-Sherbrooke STEP Project Goal and Opportunity
- 2.4 Tools of Tourism Product/Experiential Development
- 2.5 Understanding the travel customer
- 3.1 The 2015-16 STEP Initiative
- 3.2 Moving the STEP Initiative Forward
- 4.1 The Four Strategic Priorities
- 4.2 Strategic Priorities and Outcomes
- 5.1 Appendix A – The Musquodoboit Harbour-Sherbrooke STEP Working Group
- 5.2 Appendix B – SWOT Analysis
- 5.3 Appendix C – Tourism Nova Scotia Visitor Statistics
- 5.4 Appendix D – Timeline of STEP Working Group Activities
- 5.5 Appendix E – Community Consultation #1 Inputs
- 5.6 Appendix F – Wild Atlantic Way Positioning/Brand Best Practice
- 5.7 Appendix G – The Tourism Nova Scotia Toolbox
- 5.8 Appendix H – Brand Creative Brief
- 5.9 Appendix I – Reference Documents Reviewed