CONTINUING OUR JOURNEY - STRATEGIC & COVID-19 RECOVERY PLAN - Indigenous Tourism Ontario
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REJUVENATION
TOURISM
C ONTINUING
OUR JOURNE Y
STRATEGIC & COVID-19 RECOVERY PLAN
2 02 0 - 2 025
For Indigenous tourism throughout Canada, The many voices of our industry have
2020 was poised to be one of the most helped us curate a thoughtful plan which Our Strategic Goals are:
successful years to date. Ontario plays an will Preserve our strong and determined
important role in the industry’s collective Indigenous tourism businesses, Renew our • Developing Operational Sustainability
success, supporting the country’s largest provincial Indigenous tourism industry on & Brand Integrity
Indigenous tourism segment. Prior to the heels of the pandemic’s retreat, and
COVID-19, with more than 12,000 people Rejuvenate the spirit of our people, visitors, • Building Capacity & Increasing Economic
working in close to 600 businesses, we and industry. Opportunities
contributed $622 million (34%) to Canada’s • Marketing & Branding Authentic Products
Indigenous tourism GDP. Indigenous Tourism We have developed ITO’s Recovery & Services
Ontario (ITO) has led this growth by being Plan with a multi-dimensional approach, • Providing Support for Communities
grounded in local realities and focusing on addressing the social, economic, & Entrepreneurs
our communities and operators. environmental, and cultural impacts (SEEC
Model) of the pandemic on our Indigenous These goals and ITO’s Recovery Plan
Due to COVID-19, ITO estimated that our tourism industry, and exploring how we are aligned with our Critical Path. We will
provincial Indigenous tourism industry will can move forward balancing each of these ensure responsible growth through gaining
see the temporary or permanent closure elements while considering the communal organizational sustainability, utilizing an
of approximately 350 businesses while good of our people, communities, province, innovative grassroots approach, attracting
losing 7500 jobs and $370 million in direct and country. Importantly, with the ongoing investments, developing partnerships, and
revenues. Projections from the Conference global reaction to the need for equal rights implementing ITO’s 2020 specific initiatives
Board of Canada paint an unsettling picture; and opportunities for all, ITO will lend its in response to COVID-19.
Indigenous tourism in Ontario could see support to these initiatives, and advocate
a 63% decline in GDP, a 51% decline in for Indigenous inclusivity. In the spirit of Indigenous inclusion, cultural
employment, and the permanent closure of understanding, and reconciliation, we will
up to 218 businesses. Increased investment We have already taken action to adapt to collaborate with all partners who share our
and support for Ontario’s Indigenous the current climate and have considered values and aim to renew the Indigenous
tourism industry is required to enable ITO programming initiatives to provide tourism industry. We are confident that
to implement our Recovery Plan, cementing support directly to our industry. In doing working together with our Indigenous
partnerships and financial commitments so, ITO’s Recovery Plan is mindful of our leadership groups, governments, and
that will result in sustainability and growth. organizational Strategic Goals as outlined strategic partners will empower us to
in ITO’s 2020 Investing in Our Future plan, become even more resilient, sustainable,
ITO has worked diligently to create a to continue building upon the critical work and inclusive in the future. When we
Recovery Plan that supports its members, of our important journey. The COVID-19 move forward hand in hand, we will foster
guiding businesses through these unfamiliar pandemic will end, but we must continue to the changes needed to rejuvenate our
times. ITO’s Recovery Plan was developed advance our industry’s progress with the Indigenous tourism industry.
to accurately advance ITO’s COVID-19 Path same urgency that we are directing to our
Forward Framework, enhancing the 3-phase current efforts of preservation.
strategy in alignment with the Indigenous Miigwetch,
Tourism Association of Canada’s (ITAC)
Strategic Recovery Plan, and with Reopening
Ontario, our provincial COVID-19 strategy. Indigenous Tourism Ontario
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
“We are not currently officially open and are
LI STE NING TO assessing the ability to provide limited services
this summer season. Given COVID-19 and all
OUR MEMBER S of our visitors cancelling or rescheduling to
2021, we are very limited. Also, following
In keeping with our Guiding Principle • Remote fishing and hunting lodges that rely
completely on the US market have lost 100% of public health guidelines in discouraging
of utilizing an innovative grassroots
approach, we recognize that all of
their bookings for this year. non-essential travel to our remote area
ITO’s member businesses will be • Staff layoffs, downsizing, and challenges paying (with very limited health services) is a shared
rent are commonplace.
impacted by the pandemic in some responsibility.”
way, some significantly. • Many businesses are unsure about what
reopening will look like; many are learning as they
go. MIC HELLE SAVOIE,
ITO commissioned industry experts – seven Voyageur Wilderness Programme, Atikokan, Ontario
• Many operators are facing product distribution
Business Support Brokers (BSBs) - to
challenges as the industry begins to rely more on
work with our members while gaining their e-commerce and virtual marketplaces.
insight at this critical time, yielding important
• Operators are getting used to a slower pace
information about common experiences and the new way of communicating with their
shared by our members. Some of the shared customers. “We have lost 100% of our revenue for
experiences and sentiments captured by the
BSBs include:
• Resources and support for accessing and this summer and have already utilized all
maintaining employees would be beneficial for
some businesses. of our savings just to stay afloat to this
• Businesses that didn’t die on impact are asking
‘Am I Alive?’ from an economic standpoint.
point. We appreciate the support from the
Overall findings from the Business Support
Where are we going and what do we do next? Brokers’ revealed significant themes: the need
Indigenous Tourism Ontario (ITO) Business
• Some business owners have resorted to not for Leadership & Advocacy to understand and Support program and are looking forward
paying themselves to keep their business
afloat.
support businesses’ unique circumstances; the to further help. We are exploring how to
need for urgent and focused Financial Support
& Investment to keep businesses running;
best incorporate Virtual tours and Virtual
• Many ‘mom and pop’ operations found that
funding opportunities didn’t fit for them; the need to best embrace Adaptation & Reality tours into our product offerings
funding and support needs to be more
accessible to businesses of all sizes, and
Innovation for marketing, operations, and guest in partnership with ITO. Although we are
experiences; and the need for Communication,
stages of market readiness.
Collaboration, and Partnerships. Perhaps most
struggling right now, we have started
• Operators and businesses need guidance importantly, BSBs shared what they believe ITO thinking about how to come out of this.”
and on the ground support to work through Can Do to best help operators, and support an
COVID-19. anxious industry. As a result ITO has identified AR T TR UDEAU,
• Operators had to turn away business due to programs and initiatives that will directly Mukwa Adventures, Sagamok, Ontario
their communities being closed to visitors. support industry’s needs.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
L EA DER SHIP A DAPTATI ON
& A DVOCACY & INN OVATI ON
the th
Now more than ever, Indigenous As our members navigate through
businesses need leadership to provide COVID-19, we will be there to support
a unified voice for their industry. them by deploying our on the ground
Support from community, provincial, initiative utilizing ITO’s Indigenous
and federal governments will be Business Advisors (IBA). Embracing
INNOVATE
BR EAK I NG T RA I L
essential for these businesses to innovation, technology, and digital
survive and thrive. Additionally, ITO platforms will help businesses to find
will continue its role as an industry new revenue streams now and into
leader and advocate, ensuring that the future. ITO is staying informed
responses to the pandemic are in on trends in the tourism sector,
& LEA D I N G
touch with Ontario’s local realities, and aims to coach and build the
while highlighting Indigenous tourism capacity of Indigenous businesses to
as an important part of the road implement operational efficiencies
to reconciliation. Social equality and both online and on the ground. In
inclusivity will play a meaningful role in addition, ITO will help businesses
THE WAY
ITO’s future advocacy efforts. navigate accessible markets, develop
authentic experiences, and market
their products virtually in order to be
F INA NC IA L SUPPOR T sustainable and resilient.
& INVE STM E NT
By prioritizing the themes that were It is clear that financial hardship has C OM MUNICATI ON,
revealed by the work of the BSBs, ITO been the greatest barrier. Businesses C OL LAB ORATI ON,
reinforces itself as a vehicle of support need access to more tools and A ND PA R TNER SH IP
for getting Indigenous businesses back resources to support themselves
on their feet. ITO will soon launch an financially, and access to these Business owners are asking, ‘How can
adaptation of the BSB program that resources needs to be on a level we come together?’ ITO recognizes
will link our members with Indigenous playing field to ensure that smaller the opportunity for increased
businesses do not get left behind. ITO
Business Advisors (IBAs) who will networking and collaboration amongst
will continue to be the voice of the Indigenous tourism businesses
provide on-the-ground assistance
industry, advocating even more so for and associations, and is welcoming
and coaching. This way, we will help Indigenous tourism’s crucial role in the
Indigenous businesses keep their doors of business owners and industry
economy. partners who wish to be part of the
open, or use this time to refocus and
solution. Now is the time for collective
rebuild, and to continue supporting the
change – our members are ready to
renewal of Ontario’s Indigenous tourism engage in meaningful cooperative
industry through the following themes. dialogue and action. ITO will be mindful
of National and Provincial efforts to
avoid duplication.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
PRODUC T C ULT URA L
DE VELOPME NT MARKE TING TRAINING AUTHE NTIC I T Y
• Virtual reality (VR), • Tourism marketing in • Many Indigenous • As the world emerges
augmented reality (AR) the era of COVID-19 businesses are using the out of COVID-19,
and artificial intelligence will be centred upon downtime spurred by the new traveller will
EMBRAC ING
(AI) will become key rebuilding the confidence COVID-19 to reassess seek opportunities
elements of successful and trust of travellers and refocus. Planning, for personal renewal.
destination development. with compassion and increasing efficiencies, Authentic and
reassurance. Key and learning new skills will meaningful Indigenous
C HA NGE
• The desire for intimate marketing messages be critical throughout the experiences will only
and immersive will focus on health and recovery. become more desirable.
experiences will drive hygiene.
traveller motivations • E-learning will only • Sustainability will be top-
as they search for • During the initial stages become more prominent of-mind for visitors who
ITO will continue to be the voice for our province’s Indigenous meaningful and less of recovery, targeting to gain the required skills have had time to reflect
tourism industry. Leading the way while being firmly rooted in the crowded trips. the domestic market to ensure operational on their own personal
will take precedence sustainability and values. Destinations
local realities of communities across all regions will ensure that • Indigenous culinary with messaging that innovation. that consider the
Indigenous tourism operators and organizations at all levels of experiences that ignite places an emphasis on impact of the social,
market readiness receive the support that they require. the senses and highlight supporting local and • Disturbances in supply economic, cultural, and
traditional foods as exploring their own chains will require environmental well-
well as the stories that backyard. restructuring and being of the people and
As the impacts and challenges imposed by COVID-19 become go along with them adaptation on behalf places they visit will be
clearer, ITO has been called to duty to lead the industry through is a trend only to be • Enhancement of the of Indigenous tourism attractive, as they are
these turbulent waters. ITO will embrace the changing landscape strengthened by the consumer’s perceived businesses. more meaningful and
easing of restrictions. value of an Indigenous transformative.
of the tourism industry to capitalize on new trends while continually experience by • Uncertainty will require
aligning with the traditional values of our communities. ITO’s • E-commerce including highlighting the industry’s operators to be flexible • Destinations that allow
mandate to assist Indigenous communities and entrepreneurs with virtual marketplaces unique capabilities for in their policies and visitors to minimize
and online sales will be a personal transformation responsive to the new physical contact with
programs that build capacity to produce high quality products and mainstay for Indigenous market post COVID-19.
and renewal will play a others will become more
services will be guided by its organizational directions of product tourism businesses. key role in reviving the sought after; therefore,
development, marketing, training, and cultural authenticity. industry. land-based experiences
will become more
• Social content and popular.
sharable moments will
A DA P T ING T O C OVID- 1 9 IN DUSTR Y TR E NDS contribute to recovery
EMBRACE
via strategic marketing,
ITO is prepared to adapt and innovate. The evolution of the especially amongst Gen
travel industry in response to COVID-19 will certainly bring some Z and Millennial travellers.
uncertainties, however ITO sees many opportunities for the
Indigenous tourism industry in Ontario to continue to grow.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
THE 2022- 2025
_
RE JUVE NATE
ROA D TO
202 1 -202 2
2020- 202 1
_
RE NE W
_
REC OVERY
PRE SERVE We will continue
to coordinate and
By incorporating new administer the ITO
ITO has drafted its own complementary 3-step Our priority is the well- trends and aligning Recovery Plan to
plan for our members that is carefully aligned with being of our members, with our traditional effectively and efficiently
the Indigenous Tourism Association of Canada values, we will assist in the growth of
and ensuring each
(ITAC)’s Strategic Recovery Plan 2020-24, and embrace this time of
business is given the sector in the next 3-5
with Reopening Ontario, our provincial COVID-19
response strategy. the utmost support. renewal by engaging in years of recovery. We
ITO will work directly product development, believe in the spirit and
This will be an organic pathway to the rejuvenation with our operators marketing, training and resiliency of our people,
of Ontario’s Indigenous tourism industry that takes cultural authenticity. and we know that our
into account the dynamic and changing nature to preserve their
livelihoods through this members will emerge
of the world. What we have learned is that the
pandemic has its own time, during which we will take uncertain time in our from this experience with
the necessary steps forward to rebuild and enable industry. We will align a rejuvenated sense of
growth once again. accomplishment, and
investments with our
National, Provincial, the opportunities that lie
and Regional Partners. ahead.
I N D I G E N O U S TO U R I S M O N TA R I O
FORWARD I N D I G E N O U S TO U R I S M O N TA R I O
VISION & SPIRIT
PRE SERVE - OUR STRONG A ND DE TERMINED
IND IGE NOUS TOURI SM BUSINE SSE S (2020 - 2021)
• Revisit ITO’s governance model to better support • Implement a consumer confidence campaign for
membership such as a Champions Council, skills-based Indigenous tourism operators to signal that they have
Board, and secure human resources to implement implemented procedures to follow government and
C ONTINU ING
ITO’s Plan to Recovery. industry COVID-19 guidelines relating to cleanliness and
social distancing, indicating they are ready for visitors.
• Clearly outline and communicate health regulations,
safety standards, and reopening guidelines for • Develop and implement a province-wide Indigenous
O U R J O UR N E Y
businesses. culinary model that supports cultural entrepreneurs
and stimulates growth in this sector, starting with
• Develop a Business Support Program and deliver on implementing experiential pilot programs and
the ground coaching and support for operators. highlighting culinary champions.
OUR VI SI ON TO • Make more tools and financial resources available for • Continue to develop Ontario’s Indigenous Food
businesses to support themselves, focusing on equal Tourism Strategy, such as establishing partnerships for
PRE SERVE, RE NE W, access for all levels of business. Indigenous Culinary Innovation Centre of Excellence
initiatives and supporting Indigenous Culinary of
• Develop an Economic Assessment Model to evaluate
A ND RE JUVE NATE the impact of COVID-19 on Indigenous tourism
businesses and operators.
Associated Nations (ICAN).
• Create partnerships and advocate in collaboration with
ITO will embark on a 3-step plan using a holistic • Conduct a gap analysis to determine training and Indigenous Financial Institutions (AFIs) and Indigenous
approach that makes taking care of our people and coaching needs for businesses to implement new Education Institutes to strengthen and support
technologies and innovations, enhance experiences, Indigenous tourism businesses.
communities the first priority. Our approach will be
refine operations, and adapt policies and procedures.
guided by the overarching values of social, cultural, • Create marketing partnerships with Regional Tourism
economic, and environmental sustainability. We will • Build upon ITO’s Critical Path and Strategic Plan Organizations, ITAC, Destination Ontario, IEO, and
initiatives for the organization’s sustainability. Identifier Programs to ensure content for Indigenous
build off our previous plans and efforts and continue inclusivity, while minimizing duplication and benefiting
our journey, adapting and embracing the changes with • Develop Virtual Reality and Augmented Reality tours in from collective marketing.
our hearts and minds, using our already mastered collaboration with ITO members.
• Partner with the Ministry of Heritage, Sport, Tourism,
skills of resiliency. • Partner with and support innovative virtual programs and Culture Industries to help protect businesses.
like Summer Solstice Indigenous Festival and the
• Align with key industry partners and neighbours and
Our plan builds on the need for decisive immediate Indigenous Experience Ontario website.
establish MOUs and alliances with Indigenous and non-
actions, and captures crucial concepts for our industry • Refocus effort on the domestic market opportunities Indigenous organizations for an inclusive Ontario.
to adapt and prosper. which comprise 80% of tourism spending in Canada
• Collaborate, align, and coordinate with existing industry
• Produce videos to stimulate product development and programs (e.g. Project Rise, Destination Indigenous,
immersive marketing (Fuel the Fire TV & Behind the Science North, Ontario Tourism Innovation Lab’s Spark
Scenes with Laurence Fishburne). Program, etc.).
• Implement Ontario Authentic Indigenous Moments • Integrate new and existing Key Performance
(OAIM) program recruitment, awareness campaign, Indicators to meet investors’, partners’, and industry’s
marketing and support for cultural entrepreneurs. expectations.
• Build upon OAIM framework and integrate AR/VR into • Work with land recognition and reconciliation programs
product offering. such as the Moccasin Identifier Program.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
RE NEW - OUR PROVINC IA L IND IGE NOUS TOURI SM INDUSTRY
ON THE HEELS OF THE PA NDEMIC’S RE TREAT (2021 - 2022) RE JUVE NATE - THE SPIRI T OF OUR PEOPLE (2022 - 2025)
• Continue to implement Preserve initiatives as outlined • Empower operators and communities to develop and • Continue to build upon all Preserve and Renew • Measure and report on Key Performance Indicators
for 2020-2021. share immersive, authentic cultural experiences that initiatives as outlined for 2020-2021 and 2021-2022. and adapt to the evolving industry as a result of
have intrinsic value for the visitor. COVID-19.
• Build upon the BSB program to implement an • Focus on reaching national and international markets.
enhanced online business support program focused • Develop My Community App, a province-wide digital • Produce a strategy to prepare for the next 5 years.
on one-on-one interaction for operators to work with, storytelling portal. • Maintain alignment with national initiatives for business
to be called the Indigenous Business Advisors (IBA) market-readiness levels. • Continue to further the evolution of an Indigenous
program. • Continue to engage and implement traditional tourism industry that prioritizes lower volume and
marketing tactics such as FAM tours, geographic • Maintain and expand cultural authenticity recognition higher quality.
• Increase domestic product development and marketing branding and thematic routes, trade missions, and program.
to draw visitors from within Ontario. interactive kiosks at Ontario Visitor Centres. • Be accountable to a plan based on leadership and
• Implement and promote virtual tours, VR tourism • Explore opportunities for ITO to be a conduit for advocacy, financial support and investment, adaptation
experiences, and virtual marketplaces. aligning government regulations and policies to better and innovation, and communication, collaboration, and
assist our remote Indigenous businesses access more partnerships.
• Assist Indigenous businesses with operational market share.
efficiencies and navigating domestic markets.
• Support promotion of Indigenous tourism to the
• Consult resources such as Destination Canada’s EQ local markets and increase online Indigenous tourism
profiles and design products according to identified marketing and branding opportunities.
market segments (consumer matching).
• Collaborate on information sharing of tourism efforts
• Establish an Elders Council. and partnerships between neighboring communities,
• Develop and implement a community tourism municipalities and the private sector.
assessment tool. • Identify opportunities to enable, support, and promote
• Conduct a partnership impact study to assess the travel of tourists visiting northern and remote
value of partnerships and leveraging such as collective communities (e.g. gravel runways, accommodations).
marketing.
I N D I G E N O U S TO U R I S M O N TA R I O
VISION & SPIRIT I N D I G E N O U S TO U R I S M O N TA R I O
O UR C R O S S I N G
PAT HS –
ITO is also exploring and welcoming
M E A N I N GFU L partnerships and MOUs to pursue the
PA R TN E R S H I P S following initiatives:
& I N I T I AT I VE S • Indigenous culinary training and development
model.
PARTNERS
To navigate these unfamiliar waters, • Increasing business accessibility to capital
through Indigenous Financial Institutions (AFIs).
we need many paddlers. We are
thankful for the support from federal • Social content by influencers and exploring a
and provincial government agencies, series of television productions.
as well as industry organizations • Work with Indigenous Educational Institutes,
such as Destination Canada, and colleges, universities and programs such as
Destination Ontario. Tourism Excellence North.
• Supporting and marketing grassroots Indigenous
This support helps ITO to properly fulfil its cultural entrepreneurs and operations.
mandate and obligation to our members. • Indigenous promotional content in regional and
ITO is fortunate to work with a network of international airports.
strategic partners, Indigenous and non- • Working with existing organizations to market
Indigenous alike, on some of our current Indigenous initiatives and events such as Pow
initiatives including: Wows.
• Increasing Indigenous content in provincial/
• Indigenous Experience Ontario (IEO) - a
national parks and museum exhibits.
consumer facing website with Integra Designs.
• Work with land recognition and reconciliation
• Virtual Reality content development -
programs such as the Moccasin Identifier
innovative product development with Origin
Program.
Recruitment-Immersive Link.
• Support for Indigenous artists and makers.
• Indigenous Food Tourism Strategy - activating
the Indigenous food scene with the Culinary • Cooperative marketing opportunities.
Tourism Alliance.
• Marketing & awareness of Indigenous tourism
• Indigenous tourism development in all provincial Looking forward, ITO welcomes a discussion
tourism regions in collaboration with RTOs.
products in the North - Destination Northern with any organization that shares similar
• Supporting members, amplifying their work, and
Ontario and Explorers’ Edge (RTO 12).
reinvesting into youth.
values and would like to explore collaborative
• Supporting Indigenous culinary tourism and
• Membership alignment with complementary
projects that can support the Indigenous
virtual events & festivals - Summer Solstice/
Indigenous Experiences. industry associations. tourism industry in Ontario.
• Industry training & capacity support programs • Develop and expand on Indigenous involvement
- Ontario Tourism Education Corporation in the Great Lakes waterway with re-emerging
cruise ship opportunities and compatible sectors.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I O
I T O ’S B U D GE T F O R REC OV ERY
C ONTINUING OUR JOURNE Y 2020 - 2025
PRE SERVE RE NEW RE JUVE NATE
2020-21 2021-22 2022-25
I N VE ST I N G
Organization & Administration $422,500 $507,500 $1,598,625
Product Development $350,000 $473,536 $1,500,000
Marketing & Promotion $455,000 $618,500 $870,000
I N OUR F U T U RE
ITO is working hard to support and expand our provincial tourism industry, and is
Training & Capacity Building
Partnerships & Advocacy
Cultural Authenticity
$491,250
$220,000
$185,000
$482,000
$315,000
$175,000
$1,310,000
$750,000
$300,000
committed to helping every one of our members achieve success. But as the largest $2,123,750 $2,571,536 $6,328,625
contributor to our Nation’s Indigenous tourism industry, we cannot achieve our goals
without invaluable financial assistance. Particularly at this critical time for tourism in
Canada, we need as many resources as possible – industry partnerships, government
collaboration, dedicated staff and members, and proper funding – to enable us to meet As stated in ITO’s 2019 Jurisdictional Scan Report, it is recommended that provincial and territorial Indigenous
the objectives in this Recovery Plan and create a platform for future growth. The time tourism associations receive at least 1% of their GDP contribution as core funding to support their members.
However, ITO is cognizant that Indigenous tourism in Ontario could see a 63% decline in GDP. As a result,
must be now.
ITO’s annual operating budget is set at 0.35% of Indigenous tourism’s contribution to Ontario’s 2019 GDP.
Our budget is mindful of the anticipated drop in industry output and ability to efficiently execute our 5-year
Recovery Plan.
Comparatively, the Jurisdictional Scan Report found successful best practices like BC’s Indigenous Tourism
Organization (ITBC) received 0.83% for their operating budget based on contribution to the GDP. To put
this into perspective, non-Indigenous tourism associations such as Ontario’s Regional Tourism Organizations
(RTOs) received approximately 5% of tourism contribution to the Ontario GDP for annual operating budgets.
ITO has created key performance indicators (KPIs) to monitor the success and investment for our planned
initiatives and organizational effectiveness. We will implement our strategy while remaining transparent
and accountable to our industry, investors, and partners. 80% of our operating budget will directly support
initiatives that will help our members in rejuvenating our industry.
I N D I G E N O U S TO U R I S M O N TA R I O I N D I G E N O U S TO U R I S M O N TA R I OWe extend special thanks to ITO’s industry partners for their contribution
to this document. For more information on this project such as partnership
opportunities and/or involvement, visit us at www.indigenoustourismontario.ca
or email info@indigenoustourismontario.ca.
Images and concepts used in this document to illustrate and/or provide vision were provided
by ITO, CES and via the worldwide web and hereby give credit to the organizations mentioned
throughout this document. CES Models copyright - SEEC Model, AIM and My Community App
Plan structured and designed by; Supported by:
MINISTRY OF HERI TAGE, SPOR T,
TOURISM & CULTURE INDUSTRIES
TOURISM REA DER S C ONFIDENTIALI T Y
This document and all its information including concept(s) and financial information is the
property of Indigenous Tourism Ontario and is provided to the reader in strict confidence.
The reader is cautioned to use this document only for reasons approved and authorized by
www.indigenoustourismontario.ca Indigenous Tourism Ontario.You can also read
