Forward Motion: Ontario's New Tourism Strategy

Access and mobility were major themes across the community consultation process. Stakeholders consistently pointed to transportation gaps, especially in rural and northern regions, as a critical barrier to tourism growth. Poor connectivity limits both domestic travel and the ability to welcome international visitors, particularly in areas with high potential for eco- and cultural tourism. This pillar responds directly to concerns about inequitable access to tourism destinations, the opportunity to reduce car dependency, and the growing demand for sustainable travel options. Strong collaboration between the Ministry of Transportation, municipalities, and economic development offices will be essential, with TIAO playing a key role in coordinating sector feedback and advocating for tourism-specific transportation needs

The resilience of Ontario’s tourism workforce emerged as one of the most urgent and cross-cutting challenges raised by stakeholders across all regions and sectors. Widespread labour shortages, high turnover, and systemic barriers, such as limited housing, mobility, or career development, are straining operators and undermining visitor experiences. Yet consultations also revealed significant appetite for long-term, values-driven solutions that treat workforce development not as an operational burden, but as a strategic asset. Stakeholders called for a mix of policy leadership, targeted supports, and cultural change to reframe tourism work as purposeful, sustainable, and inclusive. This pillar reflects the sector’s commitment to building a thriving, well‑supported workforce that is future-ready and locally rooted.

Throughout the consultations, operators and sector leaders expressed a clear desire for support that goes beyond short-term planning and instead facilitates long-term tourism capacity in all markets. Respondents emphasized that while passion and creativity are abundant in Ontario’s tourism sector, many businesses, especially small, seasonal, and culturally significant ones, lack the structural supports, access to investment, and hands-on training to develop compelling visitor experiences year-round. Moreover, stakeholders stressed that product development must be rooted in local identity, community character, and inclusive opportunity. From infrastructure to mentorship, digital tools to policy reform, this pillar outlines the multifaceted approach required to foster innovation, expand offerings, and strengthen tourism ecosystems across the province.

Consultations across Ontario’s tourism sector revealed a strong consensus: sustainability is not optional, it is essential. However, stakeholders emphasized that for sustainability to take root, it must be practical, affordable, and tailored to the diverse realities of tourism operators, especially those in rural and northern communities. Many operators already understand the value of sustainable practices, but lack clear, coordinated support to act on that intent. There is a significant appetite for tools, incentives, and training that can translate sustainability from an abstract ideal into everyday business practice. This pillar presents an actionable roadmap grounded in flexibility, voluntary uptake, and strategic alignment aimed at making sustainability a competitive advantage and a shared provincial priority.