Last fall, the Ohio Travel Association (OTA) partnered with Ohio State University to explore the professional development and education needs of our industry. Before the report is finalized and widely distributed, OTA wanted to share some of the initial results with the industry to gather ideas, thoughts and opinions.

1. Ohio Travel AssociationOhio Travel AssociationOhio Travel AssociationOhio Travel Association

2. Why OTA?

3. 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

4. Why OTA? Here’s what you said during the
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

5. Why OTA? Here’s what you said during the
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”

6. 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.

7. 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

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

9. 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.

10. - 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

11. - 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

12. - 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. 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

14. We are the brand
Ohio Tourism Industry Needs Assessment, 2014

15. 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

16. 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.

17. 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.

18. 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

19. FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine Focus GroupsCandid Conversations
Photo: Cedar Point

20. 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

21. FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine 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!

22. FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine 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

23. FrontFrontFrontFront----Line Focus GroupsLine Focus GroupsLine Focus GroupsLine Focus Groups –––– ProfessionalProfessionalProfessionalProfessional
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)

24. Most DisturbingMost DisturbingMost DisturbingMost 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.

25. 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.

26. Online SurveyOnline SurveyOnline SurveyOnline Survey
Management’s Perspective

27. 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
PERCENTAGES

28. 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%

29. 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

30. 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
CompetentNotCompetent

31. 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
CompetentNotCompetent
Not as important Important

32. 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

33. 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

34. 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 SkillsCommunications SkillsCommunications SkillsCommunications Skills -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
Negotiation
Skills
Written
Communications
Conflict
Resolution
Written
Communications
Decision
Making Skills
Problem-
Solving Skills
View as Opportunity
Improve SkillsMonitor Trends
Maintain Skills

35. Improving and
motivating performance
Team
Management
Delegation
Staffing and Hiring
Employee and HR Policy
Awareness
Employee
Reviews
Performance 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
ManagementManagementManagementManagement SkillsSkillsSkillsSkills -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

36. Managing
Effective
Meetings
Board 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 PlanningAdministration and PlanningAdministration and PlanningAdministration and Planning SkillsSkillsSkillsSkills -------- AllAllAllAll SectorsSectorsSectorsSectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

37. 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
TechnologyTechnologyTechnologyTechnology -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

38. Market Strategy
Market Research and Analysis
Marketing Plan
Development
Trend Identification
Market Segmentation
Positioning and Branding
Marketing
Communications and
Advertising Strategy
Developing Brochures and
Collateral
Sales Techniques
Media 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
MarketingMarketingMarketingMarketing -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

39. 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 ManagementFinancial ManagementFinancial ManagementFinancial Management -------- All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

40. 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 KnowledgeTourism KnowledgeTourism KnowledgeTourism Knowledge –––– All Industry SectorsAll Industry SectorsAll Industry SectorsAll Industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

41. 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 DevelopmentProduct DevelopmentProduct DevelopmentProduct Development –––– All industry SectorsAll industry SectorsAll industry SectorsAll industry Sectors
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

42. 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
View as Opportunity Maintain Skills
Monitor Trends Improve Skills

43. 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

44. Those Skills Showing Above Average Need forThose Skills Showing Above Average Need forThose Skills Showing Above Average Need forThose Skills Showing Above Average Need for
Improvement and that are Among the Most ImportantImprovement and that are Among the Most ImportantImprovement and that are Among the Most ImportantImprovement 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%

45. % 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 forThose Skills Showing Above Average Need forThose Skills Showing Above Average Need forThose Skills Showing Above Average Need for
Improvement and that are Among the Most ImportantImprovement and that are Among the Most ImportantImprovement and that are Among the Most ImportantImprovement and that are Among the Most Important

46. 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

47. 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.

48. 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%

49. 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%

51. Recommended Approach
DEVELOP
POOL OF
EMPLOYEES
ATTRACT
EMPLOYEES
DEVELOP
EMPLOYEES
DEPLOY
EMPLOYEES
ENGAGE
EMPLOYEES
Focus of this
particular
project

52. 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

53. 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

54. Discussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during Meetings
• 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

55. Discussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during MeetingsDiscussion Notes during Meetings
• 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