Ota winter 2015_regional_meetings

Ohio Travel AssociationOhio Travel AssociationOhio Travel AssociationOhio Travel Association

Why OTA?

Why OTA? Here’s what you said during the

meetings . . . .

Because OTA keeps me informed and on top of my game

• By educating our industry

• By educating others about the importance of our industry

• By providing valuable marketing education

• By giving me information I need to share with my partners

Because OTA connects me to others and provides valuable networking opportunities

• To help me create new regional products

• To learn from others

• To share ideas and come up with new ones

• To help me do my job better

• To help me develop new packages

• To generate sales for my business

• To allow me to benchmark


meetings . . . .

Because OTA provides valuable research

• By working collaboratively with the industry

• By working with the industry to leverage opportunities

Because OTA generates increased sales for my business

• Through Heartland Travel Showcase

• Through connecting suppliers and buyers

Because OTA is the voice of the industry

• To protect our industry and my business

• By being our advocate

• By always reaching out to the industry before taking a stand


meetings . . . .

Because OTA helps me advance my career

• By providing professional development opportunities, increasing my skills and knowledge

• By giving me the opportunity to make contacts within the industry

Because OTA connects my business to resources it needs

• By keeping the industry informed of opportunities

• By leveraging the collective buying power of the industry

Because OTA supports me and my business

• It’s a reciprocal relationship – Because OTA members support our industry association, it’s there to

support us

“OTA is there for us when we need help”

Who we are

Ohio’s Tourism Industry

OTA Board

OTA Staff

OTA

Committees

OTA

Members

“We are OTA” means we are inclusive of the entire

industry.

OTA is the industry’s collective voice, so we move

forward on programs and activities only after

getting buy-in from the industry. Together, we can

achieve greatness.

That being said, OTA Board members are your

elected representatives, setting the direction for

the staff to take.

Who we areWho we areWho we areWho we are

President - Karen Raymore, Hocking Hills Tourism Association

Vice Pres. - Eric Hansen, Hotel & Leisure Advisors

Treasurer - Jodi Burroughs, Hocking Hills Canopy Tours

Secretary - Richard Nachazel, Destination Toledo

Past-Pres. - Lute Harmon Jr., Great Lakes Publishing

Ally Bussey, Canton/Stark County CVB

Sharrona Burns, Rock and Roll Hall of Fame + Museum

Tiffany Gerber, Tuscarawas County CVB

7

Scott Lonsdale, Fort Meigs

Nicole DeFreitas, Put-in-Bay Chamber

Tony Clark, Cedar Fair

Randie Adam, Cincinnati USA

Violet Rae Webster, Cincinnati Museum Center

Christopher Schutte, Springfield CVB

Paige Alost, Athens County CVB

Brya Long, Long’s Family Resort

Ray McKinnis, Bob Evans Farm

Chris Kerr, Dispatch Media Group

Ron Bower, Grove City CVB

Roger Dudley, Experience Columbus

Josh Knights, The Nature Conservancy

Tami Brown, Cleveland Aquarium

Debbie Stamper, Clinton County CVB

Jason Fallon, ODNR

Our missionOur missionOur missionOur mission

By working together, we create a vibrant Ohio through a strong, equipped, and more profitable tourism industry.

Our visionOur visionOur visionOur vision

A competitive tourism industry• good jobs,

• business profits,

• government revenue,

• entrepreneurial opportunities,

• unprecedented quality of life for Ohio residents.

Ohio Travel Association is the consistent voice and shepherd • Engaged with all who care about a thriving leisure and business visitor economy

• From front-line employees who recognize their important roles in the industry and who are launching their careers,

• to CEOs who count on the Ohio Travel Association to speak up for their business interests.

- Ohio’s tourism industry is STRONG because

of local, state and federal policies that

provide opportunities for businesses and

communities to flourish

10

Our goals

- Ohio’s tourism industry is EQUIPPED to handle

an ever-changing environment through a

trained workforce, educated leadership, and

informed members and stakeholders

11

Our goals

- Ohio’s tourism industry IS MORE PROFITABLE

with growing revenues, jobs and tax revenues

through improvements in product quality,

product development, increased sales, and

tactical business decisions

12

Our goals

13

Equipped: Industry and

Career Advancement

Conference on Tourism

Focus on Tourism Workshops

Sales Coach

Ohio Tourism Leadership Academy

RUBYs

Sherlock Award

Job Postings

Strong: Effective Representation

Tourism Roundtable

Power of Travel Communications

Legislative Day

Education on Key Issues

Monitoring Issues and Industry Opinion

More Profitable: Business/Market

Development

Heartland Travel Showcase

Market-making Forums

Connecting industry and communities for product

development

Perfect Pitch

BWC Premium Discounts

Sponsorship Opportunities

Tourism Monitor, Social Media EffortsTourism Monitor, Social Media Efforts

We are the brandOhio Tourism Industry Needs Assessment, 2014

Why did OTA take this on?Why did OTA take this on?Why did OTA take this on?Why did OTA take this on?

• Workforce development identified as top need according to industry surveys

• Our mission . . .

• Worked with OSU

• Importance of visitor economy jobs

Tourism Jobs in OhioTourism Jobs in OhioTourism Jobs in OhioTourism Jobs in Ohio

• 466,696, or 8.9% of all jobs in Ohio

• $11.4 billion in personal income

• Industry job growth is more than 2x faster than the overall employment rate

SOURCE: Tourism Economics. (2014). The Economic Impact of Tourism in Ohio. Columbus, Ohio:

Development Services Agency, Office of TourismOhio.

And what about those jobs?And what about those jobs?And what about those jobs?And what about those jobs?

Gateway to opportunity

• Career path for many

Develops our workforce

• Those who began in industry earn higher wages in their careers than those who begin in any other industry

• Critical skills needed most by employers, regardless of industry

United States Travel Association. (2012). Fast Forward: Travel Creates Opportunities and

Launches Careers. Washington, D.C.

Value of Workforce DevelopmentValue of Workforce DevelopmentValue of Workforce DevelopmentValue of Workforce Development

• Improves Customer Service

• Drives Productivity

• Increases Competitiveness for the Travel Dollar

• Attracts and Retains Valuable Employees

• Controls Risk

FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine Focus GroupsCandid Conversations

Photo: Cedar Point

FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine Focus Groups

• Extremely diverse – age, lifestyles, roles (some are managing other front-line workers)

• Passionate

• Feel fulfilled by their jobs

FrontFrontFrontFront----Line Focus Groups Line Focus Groups Line Focus Groups Line Focus Groups –––– NeedsNeedsNeedsNeeds

Management Techniques

• Promoted because they were good at their jobs, not for managerial abilities

• Don’t have the skills or comfort level to manage others

Better Understanding of People

• Guests, co-workers, supervisors

Mentoring (or On-the-Job Training Expertise)

Hiring

• Questions that’ll find the customer service superstars!

FrontFrontFrontFront----Line Focus Groups Line Focus Groups Line Focus Groups Line Focus Groups –––– ChallengesChallengesChallengesChallenges

Relationship with Management

• Management needs to spend time on the front-line

• Not empowered to fix problems with guests – Policies are needed

• Need standardized policies b/w departments

• Don’t feel that management always has their back when a guest problem arises

Would like to feel Important

FrontFrontFrontFront----Line Focus Groups Line Focus Groups Line Focus Groups Line Focus Groups –––– Professional Professional Professional Professional

DevelopmentDevelopmentDevelopmentDevelopment

Don’t Call it Training

• Call it Professional Development

• It’s an investment in your employees

Types of Professional Development

• Beefing up the skills of “mentors”

• Printed materials!!!

• One nugget at a time

• Workshops

• Getting together with others on the front-line, regardless of sector (either in person or virtually)

Most Disturbing Most Disturbing Most Disturbing Most Disturbing

InsightInsightInsightInsight

They don’t identify themselves as being a part of the tourism industry

Their World

Other Attractions in Ohio

Attractions, Hotels, CVBs, etc.

Why is this Troublesome?Why is this Troublesome?Why is this Troublesome?Why is this Troublesome?

• Losing Skilled People to other Industries

• Don’t see career opportunities beyond what’s immediately in front of them

• Missed Opportunity to Become “More than Just a Job”

• How does that impact customer service?

• We’re 466,000-strong

• So why do we only communicate with about 1,000?

• Think of how strong our voice would be if we were fully engaged.

Online SurveyOnline SurveyOnline SurveyOnline SurveyManagement’s Perspective

Who Took the Online Survey?Who Took the Online Survey?Who Took the Online Survey?Who Took the Online Survey?

0

10

20

30

40

50

60

CVB, travel agents Attractions Lodging Restaurants Retail Transportation Suppliers

PE

RC

EN

TAG

ES

How long in the tourism industry?How long in the tourism industry?How long in the tourism industry?How long in the tourism industry?

More than 10 years

78%

5 to 10 years

13%

Less than 5 years

9%

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

ImportantNot as important

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Co

mp

ete

nt

No

t C

om

pe

ten

t

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Co

mp

ete

nt

No

t C

om

pe

ten

t

Not as important Important

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Improve Skills

Maintain SkillsView as Opportunity

Monitor Trends

Relevancy – Percentage saying skill was

Applicable to their Employees

26% to

50%

51% to

75%66 to 100%0 to

25%

Shading of bubbles is just for easier viewing

2.262.25

2.32

1.99

Foreign Language Skills

2.01

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Communications Skills Communications Skills Communications Skills Communications Skills -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors

Negotiation

Skills

Written

Communications

Conflict

Resolution

Written

CommunicationsDecision

Making Skills

Problem-

Solving Skills

View as Opportunity

Improve SkillsMonitor Trends

Maintain Skills

Improving and

motivating performance

Team

Management

Delegation

Staffing and Hiring

Employee and HR Policy

Awareness

Employee

ReviewsPerformance Management

Managing

Contracts

Managing

Volunteers

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Management Management Management Management Skills Skills Skills Skills -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors

View as Opportunity Maintain Skills

Monitor Trends Improve Skills

Managing

Effective

MeetingsBoard Governance

Strategic Planning

Implementing Strategy

Developing

Measurable

Metrics

Linking a

Strategy to

Budget

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Administration and Planning Administration and Planning Administration and Planning Administration and Planning Skills Skills Skills Skills -------- All All All All SectorsSectorsSectorsSectors



Developing a

Technology Plan

Developing a Social Media

Policy

Network Security

Database

Management

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Technology Technology Technology Technology -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors



Market Strategy

Market Research and AnalysisMarketing Plan

DevelopmentTrend Identification

Market SegmentationPositioning and Branding

Marketing

Communications and

Advertising Strategy

Developing Brochures and

Collateral

Sales TechniquesMedia Relations

Crisis Communications Planning

Niche Market Characteristics and

Best Practices

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Marketing Marketing Marketing Marketing -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors



Fundraising Procurement

Forecasting

Accounting, Budgeting, Financial

Management

Business Plan Development

Grant Writing

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Financial Management Financial Management Financial Management Financial Management -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors



Hospitality Skills

Monitoring and Evaluating

Feedback

Knowledge of Tourism Product in

Area

Recognition and Pride in Tourism

Industry

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Tourism Knowledge Tourism Knowledge Tourism Knowledge Tourism Knowledge –––– All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors



Partnership

Development

Product

Development

Quality ControlCommunity

Planning

Event Management

Project

Management

Interpretation

Exhibit

Design

Experiential Tourism Development

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Product Development Product Development Product Development Product Development –––– All industry SectorsAll industry SectorsAll industry SectorsAll industry Sectors



Security and Emergency

Preparedness

Sustainability, Greening Operations

Safety and Risk ManagementRetail and Merchandise

Management

Facilities

Management

Food Service

Management

Crisis Management

Compliance and Legal Obligations

1

1.2

1.4

1.6

1.8

2

2.2

2.4

2.6

2.8

3

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

OperationsOperationsOperationsOperations-------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors



0

0.5

1

1.5

2

2.5

3

Communications Management Administration

and Planning

Technology Marketing Financial

Management

Tourism

Knowledge

Product

Development

Operations

Looking at Just the Categories

Importance Competency

Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for

Improvement and that are Among the Most Important Improvement and that are Among the Most Important Improvement and that are Among the Most Important Improvement and that are Among the Most Important

% saying

improvement

needed

Marketing Communications and Advertising Strategy 24.3%

Market Strategy 22.9%

Conflict Resolution 25%

Positioning and Branding 25.7%

Improving/Motivating Employees 27.4%

Implementing Strategy 26.5%

Strategic Planning 25.9%

Linking Strategy to a Budget 33%

Developing a Social Media Policy 27.2%

% saying

improvement

needed

Trend Identification 31.1%

Marketing Research and Analysis 28.6%

Niche Market Characteristics and Best Practices 29.4%

Sales Techniques 22.6%

Developing Measurable Metrics 40%

Business Plan Development 21.2%

Network Security 21.2%

Database Management 21.2%

Crisis Communications Planning 27.1%

Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for Those Skills Showing Above Average Need for

Improvement and that are Among the Most Important Improvement and that are Among the Most Important Improvement and that are Among the Most Important Improvement and that are Among the Most Important

Compared to CVBs, the following ranked these lower in importanceCompared to CVBs, the following ranked these lower in importanceCompared to CVBs, the following ranked these lower in importanceCompared to CVBs, the following ranked these lower in importance

Attractions, restaurants, retails, and suppliers • Hospitality skills

Attractions and lodging • Written communications

• Knowledge of tourism product

Differences Between Sectors of the IndustryDifferences Between Sectors of the IndustryDifferences Between Sectors of the IndustryDifferences Between Sectors of the Industry

Lodging . . . • Smaller proportion said media relations was important

Attractions . . . • Database management ranked more important

• Developing Measurable Metrics ranked more important

CVBs . . .

Only six differences were

statistically relevant.

In other words, many of

our professional

development needs are

the same, regardless of

the business we

represent.

Best Way to Provide Professional DevelopmentBest Way to Provide Professional DevelopmentBest Way to Provide Professional DevelopmentBest Way to Provide Professional Development

Workshop, Face-to-

Face

27%

On-the-job

21%Conferences

15%

Printed Materials

11%

Online, Viewable

Any Time

10%

Live Webinar

9%

Online Materials

7%

Barriers to Professional DevelopmentBarriers to Professional DevelopmentBarriers to Professional DevelopmentBarriers to Professional Development

Lack of Time

33%

Lack of Funding

26%

Lack of Training

Available

21%

Can't Travel

18%

No Management Support

2%

Recommended Approach

DEVELOP POOL OF

EMPLOYEES

ATTRACT EMPLOYEES

DEVELOP EMPLOYEES

DEPLOY EMPLOYEES

ENGAGE EMPLOYEES

Focus of this

particular

project

RecommendationsRecommendationsRecommendationsRecommendations

• Develop stackable curriculum

• Leverage industry and education partners

• Develop competency-based certificates

• Define career pathways

• Offer incentives for training

• Improve work-based learning

• Invest in front-line by offering leadership and research opportunities

Discussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during Meetings

• Provide management education

• Barrier to finding employees is drug issue in some areas

• Perception of the industry• Are we an intangible product?

• Start earlier in the career search, such as DECA Career Fairs

• Connect to Career Services at universities and colleges

• We need to demolish the silos in our industry. Need to look larger

• Develop boards with broader community representation

• Get information to HR managers of Ohio headquartered tourism businesses (Bob Evans, Red Roof, Cedar Fair, etc.)

• Bring them into the discussion to develop responses to the survey

• Print business cards that provide recognition and thank front-line workers

• High school curriculum standards are reducing knowledge about Ohio and our story


• Dedicate a month to the discussion

• Create buttons or badges for the entire industry “I’m part of something big”

• Keep front line workers engaged in development of any program

• Seek contributions from the industry for a tourism jobs campaign

• Convene universities, 2-year colleges, and vocational schools

• Send a media release re the study

• Look at Undercover Boss on TLC

• Research

• Generational learning differences

• Employee preferences for training/professional development


• Create modules delivered by partners• Train the Trainer concept

• Connecting to OTA gives it statewide uniformity and credibility

• Connect to a university

• Seasonality, attrition means education must be flexible and available continuously

• Attractions/hotels

• Communication regarding knowledge of the community and why that is important

• Certifications

• Identify why they’re valuable to the business

• Management support is needed

• Recognition is important

• Potential to choose tourism as a career among front-line students

• Communicate to our existing employees on the front-line